HomeMy WebLinkAboutMINUTES-4/14/2026-BOSTuesday, April 14, 2026
9:00 AM
CONTRA COSTA COUNTY
Administration Building | 1025 Escobar St., Martinez, CA 94553
AGENDA
BOARD OF SUPERVISORS
Supervisor John Gioia, District I
Supervisor Candace Andersen, District II
Supervisor Diane Burgis, District III
Supervisor Ken Carlson, District IV
Supervisor Shanelle Scales-Preston, District V
Clerk of the Board (925) 655-2000
clerkoftheboard@cob.cccounty.us
1
BOARD OF SUPERVISORS AGENDA April 14, 2026
The public may attend the Board meeting in person and remotely via call-in or Zoom. Board meetings
are televised live on Comcast Cable 27, ATT/U-Verse Channel 99, and WAVE Channel 32, and can be
seen live online at www.contracosta.ca.gov. Meetings of the Board are closed-captioned in real time .
For real time translation of the Board of Supervisors meeting, please go to the Wordly website :
https://attend.wordly.ai/join/UPPW-1508.
Persons who wish to address the Board during public comment or with respect to an item on the agenda
may comment in person or may call in during the meeting by dialing 1 855-758-1310. A caller should
indicate they wish to speak on an agenda item by pushing "#2" on their phone. Persons who wish to
address the Board in person should complete the form provided for that purpose. Access via Zoom is
also available using the following link: https://cccounty-us.zoom.us/j/81863939331. Those participating
via Zoom should indicate they wish to speak on an agenda item by using the “raise your hand” feature in
the Zoom app. To provide contact information, please contact Clerk of the Board at
clerkoftheboard@cob.cccounty.us or call 925-655-2000. If the Zoom connection malfunctions for any
reason, the meeting may be paused while a fix is attempted. If the connection is not reestablished, the
Board will continue the meeting in person without remote access .
Public comments generally will be limited to two minutes per speaker. In the interest of facilitating the
business of the Board, the total amount of time that a member of the public may use in addressing the
Board on all agenda items is 10 minutes. Your patience is appreciated.
A lunch break or closed session may be called at the discretion of the Board Chair. Staff reports related
to open session items on the agenda are also accessible online at www .contracosta.ca.gov.
1.CALL TO ORDER; ROLL CALL
2.PLEDGE OF ALLEGIANCE
3.CLOSED SESSION
Page 1 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
A.CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6)
1.Agency Negotiators: Monica Nino.
Employee Organizations: Public Employees Union, Local 1; AFSCME Locals 512 and 2700; California
Nurses Assn.; SEIU Locals 1021 and 2015; District Attorney Investigators’ Assn.; Deputy Sheriffs
Assn.; United Prof. Firefighters I.A.F.F., Local 1230; Physicians’ & Dentists’ Org. of Contra Costa;
Western Council of Engineers; United Chief Officers Assn.; Contra Costa County Defenders Assn.;
Contra Costa County Deputy District Attorneys’ Assn.; Prof. & Tech. Engineers IFPTE, Local 21; and
Teamsters Local 856.
2.Agency Negotiators: Monica Nino.
Unrepresented Employees: All unrepresented employees.
B.CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Gov. Code § 54956.9(d)
(1))
1.Jack Francis Bruce v. Angel Garcia, et al., United States District Court, Northern District of
California, Case No. 4:25-cv-01297-YGR
2.La Janee Turner v. Contra Costa County, Contra Costa County Superior Court, Case No. C25-03170
3.4740 Appian Way Homeowners Association v. Contra Costa County, Contra Costa County Superior
Court, Case No. C23-00639 (consolidated with Michael Patrick Rooney and Cygridh Brishitte Rooney,
et al. v. Contra Costa County, et al., Contra Costa County Superior Court, Case No. C24-0001)
4.Masai Parker v. Child Abuse Prevention Council of Contra Costa County, et al., United States
District Court, Northern District of California, Case No. 3:25-cv-07721-AGT
4.Inspirational Thought-
"Every moment is an organizing opportunity, every person a potential activist, every minute a chance to
save the world." ~Dolores Huerta
5.CONSIDER CONSENT ITEMS (Items listed as C.1 through C.139 on the following
agenda) – Items are subject to removal from Consent Calendar by request of any
Supervisor. Items removed from the Consent Calendar will be considered with the
Discussion Items.
6.PRESENTATIONS
PR.1
PR.2
PR.3
7.DISCUSSION ITEMS
Page 2 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
D.1.CONSIDER waiving the 180-day sit-out period for Kathleen Andrus,
retired Deputy County Counsel, in the County Counsel's Office; FIND that
the appointment of Ms. Andrus is necessary to fill a critically needed
position; and APPROVE and AUTHORIZE the County Counsel, or
designee, to execute a temporary legal services contract with Ms. Andrus
for the period April 14, 2026 through June 30, 2027, as recommended by
the County Counsel. (Thomas L. Geiger, County Counsel)
26-1465
D.2.HEARING to consider adoption of Resolution of Necessity No. 2026-106
for acquisition by eminent domain of real property required for the
I-680/SR4 Interchange Project – Phase 2A & 4, Martinez/Pacheco area.
(100% Contra Costa Transportation Authority Fund) (Jessica Dillingham,
Public Works Department)
Resolution of Necessity with Appendix I680-SR4 95 First Ave N LLC
Exhibit A
Environmental Assessment
NEPA/CEQA Revalidation Form
Attachments:
D.3.HEARING to receive the Human Resources Department’s Annual Report
regarding vacancies, and recruitment and retention efforts in compliance
with Assembly Bill ("AB") 2561. (Ann Elliott, Human Resources
Director)
26-1466
AB 2561 Human Resources Vacancy, Recruitment, and Retention
Presentation
Attachments:
D.4.CONSIDER receiving the 2025 District Attorney’s Annual Report. (Diana
Becton, District Attorney)
26-1467
District Attorney's Office 2025 Annual Report
District Attorney's 2025 Annual Report Presentation
Attachments:
D.5.CONSIDER accepting a report from Contra Costa Health with updates on
2024 homeless services data and the federal funding landscape. (Christy
Saxton, Health, Housing and Homeless Services Director)
26-1468
2024 CoC Annual Report FINAL
CCH H3 Annual Presentation 4.14.26
Attachments:
D.6.CONSIDER accepting the annual Medi-Cal and CalFresh Update from the
Employment and Human Services Department as referred by the Family
and Human Services Committee. (Marla Stuart, Employment and Human
Services Director)
26-1469
FHS MC CF 2026 Full Board Final.pdfAttachments:
Page 3 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
D.7.CONSIDER accepting the monthly update on the activities and oversight
of the County's Head Start Program and provide guidance, as
recommended by the Employment and Human Services Director; and
ACCEPT the FY25-26 Self-Assessment Report.
26-1470
April 2026 BOS Head Start Update - FINAL
1. FY25-26 Head Start Self-Assessment Report
2. CCB-26-04 Program Self-Evaluation for FY25-26
3. CCB-26-05 Best Practices to Support Utilization of CalWORKs
Stage 1 Child Care Program
4. CCB-26-06 Process for Contracting Agencies to Move from
Provisional Contract to Clear Contract Status
5. New HSPPS Compliance Timeline and Analysis
Attachments:
D.8 CONSIDER consent item previously removed.
D.9 PUBLIC COMMENT (2 Minutes/Speaker)
D.10 CONSIDER reports of Board members.
8.11:00 A.M. 32nd Annual Celebration of the Farmworker Rights Movement
9.
10.CONSENT CALENDAR
Airport
C.1.APPROVE the temporary elimination of fuel flowage fees for
Unleaded Aviation Gas at Buchanan Field and Byron Airport, as
recommended by the Airport Committee and AUTHORIZE the
Director of Airports to reinstate such fees at his/her discretion. (100%
Airport Enterprise Fund)
26-1471
C.2.APPROVE and AUTHORIZE the Director of Airports, or designee, to
execute a Consulting Services Agreement with Mead & Hunt, for a
term of April 1, 2026 to January 31, 2027, in the amount of $203,047
to perform the engineering and planning for the Buchanan Field
Pavement Management Plan Study. (95% FAA and 5% Airport
Enterprise Fund)
26-1472
Mead Hunt CSA AIP 34Attachments:
Agriculture/Weights and Measures
C.3.APPROVE and AUTHORIZE the Agricultural Commissioner, or
designee, to execute a contract with John Muir Land Trust to pay the
County an amount not to exceed $7,000 to provide weed management
services in assigned locations from April 1, 2026, through March 31,
2027. (100% General Fund Revenue)
26-1473
Page 4 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.4.APPROVE and AUTHORIZE the Agricultural Commissioner, or
designee, to execute a contract amendment with the California
Department of Food and Agriculture to receive additional funds of
$6,000 for a total reimbursement in an amount not to exceed $720,511
for the County to provide pest detection and trapping services, with no
changes to the term through June 30, 2026. (100% State)
26-1474
C.5.APPROVE and AUTHORIZE the Agricultural Commissioner, or
designee, to execute an contract amendment with the California
Department of Food and Agriculture to receive additional funds of
$144,966.55 for total reimbursement in an amount not to exceed
$243,379.99 for the County to provide pest exclusion inspections, with
no change to the term through June 30, 2026. (100% State)
26-1475
Board of Supervisors
C.6.ACCEPT Board members meeting reports for March 2026.26-1476
District IV March 2026 Report
District III March 2026 report
Attachments:
C.7.APPROVE allocation of Supervisorial District IV Community Impact
Funds in the amount of $5,000, as recommended by Supervisor
Carlson. (100% General Fund)
26-1477
C.8.APPROVE allocations of Supervisorial District III Community Impact
Funds in the amount of $35,000 and Supervisorial District V
Community Impact Funds in the amount of $20,000, as recommended
by Supervisors Burgis and Scales-Preston. (100% General Fund)
26-1478
Attachment AAttachments:
Child Support Services
C.9.APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Director of Child Support Services, a
purchase order with Bay Area Parent in an amount not to exceed
$24,812 to provide advertising services for the period June 1, 2026,
through May 31, 2027. (66% Federal, 34% State)
26-1479
Clerk of the Board
C.10.ADOPT Resolution No. 2026-107 recognizing April 14, 2026 as
Nepal Day in Contra Costa County, as recommended by Supervisor
Scales-Preston.
C.11.ADOPT Resolution No. 2026-108 proclaiming April 2026 as Sexual
Assault Awareness Month in Contra Costa County, as recommended
by the Employment & Human Services Director.
Page 5 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.12.ADOPT Resolution No. 2026-109 recognizing the 50th Anniversary of
CoCoKids, as recommended by Supervisors Burgis and Andersen.
C.13.ADOPT Resolution No. 2026-110 recognizing April 2026 as National
Volunteer Month, for the Food Bank of Contra Costa and Solano
Counties, as recommended by Supervisor Burgis.
C.14.ADOPT Resolution No. 2026-111 proclaiming April 19th through
April 25th, 2026 as National Crime Victims' Rights Week in
promotion of victims' rights and to recognize crime victims and those
who advocate on their behalf, as recommended by the District
Attorney.
C.15.ADOPT Resolution No. 2026-112 declaring April 2026 as Child
Abuse Prevention Month in Contra Costa County, as recommended by
the Employment and Human Services Director.
C.16.ADOPT Resolution No. 2026-113 to recognize and celebrate the 100th
Anniversary of the Martinez Kiwanis Club, as recommended by
Supervisor Scales-Preston and Supervisor Carlson.
C.17.ADOPT Resolution No. 2026-114 recognizing Muslim Appreciation
and Awareness Month - April 2026 as recommended by Supervisor
Andersen.
C.18.ADOPT Resolution No. 2026-115 recognizing and celebrating the
150th anniversary of the incorporation of the City of Martinez, as
recommended by Supervisor Scales-Preston.
C.19.ADOPT Resolution No. 2026-116 honoring The Moraga Lions Club
for Its Outstanding Service and Community Impact, as recommended
by Supervisor Andersen.
C.20.ADOPT Resolution No. 2026-117 honoring Ken Abrams upon his
retirement from the Danville Girls Chorus as recommended by
Supervisor Andersen.
C.21.ADOPT Resolution No. 2026-118 recognizing Moraga Citizen Of The
Year Ana Moon, as recommended by Supervisor Andersen.
C.22.ADOPT Resolution No. 2026-119 recognizing Symone Jewell as the
2026 Youth Hall of Fame Awardee for Teamwork, as recommended
by Supervisor Carlson.
C.23.ADOPT Resolution No. 2026-120 recognizing Claire Cho as the 2026
Youth Hall of Fame Awardee for Volunteerism, Rising Star, as
recommended by Supervisor Carlson.
Page 6 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.24.ADOPT Resolution No. 2026-121 recognizing Pablo Cabrera as the
2026 Youth Hall of Fame Awardee for Teamwork, Rising Star as
recommended by Supervisor Carlson.
C.25.ADOPT Resolution No. 2026-122 recognizing Soraya Dang as the
2026 Youth Hall Awardee for Leadership & Civic Engagement, Rising
Star, as recommended by Supervisor Carlson.
C.26.ADOPT Resolution No. 2026-123 recognizing Adya Gupta as the
2026 Contra Costa County Student Humanitarian For Innovation and
Empowerment as recommended by Supervisor Andersen .
C.27.ADOPT Resolution No. 2026-124 recognizing Amadeus Castillo as
the 2026 Youth Hall of Fame Awardee for Good Samaritan, as
recommended by Supervisor Burgis.
C.28.ADOPT Resolution No. 2026-125 recognizing Camilla Rodriguez
Cantwell as the 2026 Youth Hall of Fame Rising Star Awardee for
Perseverance, as recommended by Supervisor Burgis.
C.29.ADOPT Resolution No. 2026-126 recognizing Samantha Pedraza-
Lindsey as the 2026 Youth Hall of Fame Rising Star Awardee for
Innovation & Empowerment, as recommended by Supervisor Burgis.
C.30.ADOPT Resolution No. 2026-127 recognizing Eden Rosekind for the
2026 Youth Hall of Fame Award for the Rising, Star, Good Samaritan
Award, as recommended by Supervisor Gioia.
C.31.ADOPT Resolution No. 2026-128 recognizing Morriah Crose as the
2026 Youth Hall of Fame Awardee for Leadership & Civic
Engagement Rising Star, as recommended by Supervisor
Scales-Preston.
C.32.ADOPT Resolution No. 2026-129 honoring Moraga Hardware and
Lumber and Bill Snider for Outstanding Community Service and
Business Leadership, as recommended by Supervisor Andersen.
C.33.ADOPT Resolution No. 2026-130 recognizing Cesia Jesus Gonzalez,
as the 2026 Youth Hall of Fame Awardee for Perseverance, as
recommended by Supervisor Scales-Preston.
C.34.ADOPT Resolution No. 2026-131 recognizing Marisela Villezcas as
the 2026 Youth Hall of Fame Awardee for Volunteerism, as
recommended by Supervisor Scales-Preston.
C.35.ADOPT Resolution No. 2026-132 amending governing requirements
and policies for appointments to advisory and independent bodies.
Page 7 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.36.APPOINT Sean Barry to the Alternate #1 seat with a term ending
September 30, 2027 on the Advisory Council on Aging, as
recommended by the Family and Human Services Committee .
26-1480
Barry Sean ACOA 10625 D4 - RedactedAttachments:
C.37.APPOINT Courtney Coon to the Fish & Wildlife Committee
representative seat on the Integrated Pest Management Advisory
Committee to a term expiring December 31, 2028, as recommended by
the Health Services Director.
26-1481
C.38.APPOINT Chief Melissa Klawuhn to the Local Law Enforcement
Public Entity Seat on the Racial Justice Oversight Body for a term
ending December 31, 2027.
26-1482
RJOB By LawsAttachments:
C.39.APPOINT Chris Cunningham to the C5 Public Provider Field
Paramedic Representative Seat on the Emergency Medical Care
Committee for a term ending September 30, 2026, as recommended by
the Health Services Director.
26-1483
C5 - Chris Cunningham_Redacted
C5 - Chris Cunningham_Resume_Redacted
Attachments:
C.40.APPOINT Darin Ah Lan to the District 3 seat on the Emergency
Medical Care Committee to complete the current term ending on
September 30, 2026 and to a new two-year term that will end on
September 30, 2028 as recommended by Supervisor Burgis.
26-1484
C.41.APPOINT Rocio Hernandez to the District I Alternate Commissioner
Seat on the First 5 Commission, DECLARE a vacancy in the District I
Commissioner Seat, and DIRECT the Clerk of the Board to post the
vacancy.
26-1485
C.42.ACCEPT the resignation of Roxana Lucero Keshmiry; DECLARE a
vacancy in the Environmental Organization —At Large Seat on the
Integrated Pest Management Advisory Committee for a term ending
December 31, 2026; and DIRECT the Clerk of the Board to post the
vacancy, as recommended by the Health Services Director .
26-1486
C.43.ACCEPT the resignation of Rohan Tyagi; DECLARE a vacancy in the
Environmental Organizations 2 Alternate Seat on the Hazardous
Materials Commission for a term ending December 31, 2027; and
DIRECT the Clerk of the Board to post the vacancy as recommended
by the Health Services Director.
26-1487
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.44.ACCEPT the resignation of Cheryl Cotton; DECLARE a vacancy in
the At-Large #3 seat on the Contra Costa County Commission for
Women and Girls for a term ending February 28, 2027; and DIRECT
the Clerk of the Board to post the vacancy, as recommended by the
County Administrator.
26-1488
C.45.ACCEPT the 2025 Annual Report of the Contra Costa County
Advisory Council on Aging as recommended by the Employment and
Human Services Director.
26-1489
Advisory Council on Aging Cover Template
2025 ACOA Annual Report FINAL
Attachments:
C.46.ACCEPT the resignation of Shauna Polk (Leal- Markham),
DECLARE a vacancy in the District 3 Seat on the Contra Costa
Commission for Women & Girls for a term ending February 28, 2030,
and DIRECT the Clerk of the Board to post the vacancy, as
recommended by Supervisor Burgis.
26-1490
C.47.ACCEPT Status Report on 2025 Transportation, Water &
Infrastructure Committee Referrals .
26-1491
TWIC2026ReferralReport_FINALAttachments:
C.48.APPROVE the Transportation, Water & Infrastructure Committee
2026 referrals list.
26-1492
FINAL TWIC Referrals 2026 - To BOSAttachments:
C.49.REAPPOINT Gareth Ashley to the District IV Seat on the Aviation
Advisory Committee to a term beginning March 1, 2026, and expiring
February 28, 2029, as recommended by Supervisor Carlson.
26-1493
C.50.REAPPOINT Roosevelt Gibson to the Education Seat on the Advisory
Council on Equal Employment Opportunity (ACEEO) with a term
ending on November 30, 2028, as recommended by the ACEEO.
26-1494
Gipson, RooseveltAttachments:
C.51.REAPPOINT Robert Sarmiento to the Contra Costa County Primary
seat and Carl Roner to the Contra Costa County Alternate seat on the
Contra Costa Transportation Authority's Countywide Bicycle and
Pedestrian Advisory Committee with terms that will expire on
December 31, 2027, as recommended by the Conservation and
Development and Public Works Directors.
26-1495
Exhibit A - CCTA CBPAC BylawsAttachments:
Clerk-Recorder/Elections
Page 9 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.52.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
Clerk-Recorder, to execute a purchase order with R-Computer in an
amount not to exceed $17,940 to provide Pointnext Tech Care
Essential Service which supports the Clerk-Recorder Information
Management System server, for the period of June 7, 2026, through to
June 8, 2028. (100% Recorder Micrographics/Modernization Fund).
26-1496
Conservation & Development
C.53.APPROVE and AUTHORIZE the Conservation and Development
Director, or designee, to execute a memorandum of understanding with
John Swett Unified School District to contribute $252,000 of County
Park Impact and Park Dedication fee funds for expanded playground
improvements at Lefty Gomez Park for the period April 14, 2026
through December 31, 2026. (100% Park Fees Fund)
26-1497
C.54.APPROVE and AUTHORIZE the Conservation and Development
Director, or designee, to execute on behalf of the County and the
Contra Costa County Water Agency, both a contract amendment with
Exponent, Inc., to extend the termination date from June 30, 2026, to
December 31, 2027, and increase the payment limit by $50,000 to a
new payment limit of $200,000, and an amendment to a
reimbursement agreement with Solano County to increase Solano’s
share of Exponent’s costs by $25,000, to a new reimbursement limit of
$100,000, for continued water resources consulting connected with the
State of California’s Delta Conveyance Project. (100% Water Agency
funds)
26-1498
C.55.APPROVE and AUTHORIZE the Conservation and Development
Director, or designee, to execute a Density Bonus and Inclusionary
Housing Developer Agreement with TH Walnut Estates LLC,
requiring the construction and sale of one residential unit designated
for a moderate-income household, within the Walnut Estates
Subdivision project, a 10-lot subdivision located at 3180 Walnut
Boulevard in unincorporated Walnut Creek. (No Fiscal Impact)
26-1499
Walnut Estates AgreementAttachments:
C.56.RATIFY Moraga-Orinda Fire District Ordinance Nos. 26-01 and
26-02, both as modified, implementing the 2025 California Fire Code
and 2025 California Wildland-Urban Interface Code, with local
amendments, in the unincorporated portion of the District’s service
area. (No fiscal impact)
26-1500
Modifications to the MOFD 2025 Fire Code Ordinance
Modifications to the MOFD 2025 WUI Code Ordinance
Attachments:
District Attorney
Page 10 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.57.ADOPT Resolution No. 2026-133 authorizing the District Attorney, or
designee, to apply for and accept funding from the Automobile
Insurance Fraud Prosecution Program, in an amount not to exceed
$725,000 and to execute a grant award agreement, and any extensions
or amendments thereof, pursuant to State guidelines, with the
California Department of Insurance, for the period July 1, 2026
through June 30, 2027. (100% State)
C.58.ADOPT Resolution No. 2026-134 authorizing the District Attorney, or
designee, to apply for and accept funding in an amount not to exceed
$1,700,000 from the Workers' Compensation Insurance Fraud
Prosecution Program, and to execute a grant award agreement, and any
extensions or amendments thereof, pursuant to State guidelines, with
the California Department of Insurance for the investigation and
prosecution of workers' compensation fraud cases for the period July 1,
2026 through June 30, 2027. (100% State)
C.59.ADOPT Resolution No. 2026-135 approving and authorizing the
District Attorney, or designee, to apply for, accept, and execute a grant
award agreement, including any extensions or amendments thereof
pursuant to state guidelines, with the California Victim Compensation
Board in an amount not to exceed $461,000 to fund Victim Witness
Assistance Program Specialist positions for the period July 1, 2026
through June 30, 2029. (100% State)
Employment & Human Services
C.60.APPROVE and AUTHORIZE the Employment and Human Services
Director, or designee, to execute a contract amendment with Aspiranet
Early Head Start Services to revise language regarding the total
number of childcare program slots for children in the Early Head Start
program, to add the requirement for Personnel Background Checks and
lead testing to ensure Contractor compliance with the Head Start
Program Performance Standards, with no change to the payment limit
of $7,140,098 and no change to the term period September 1, 2024,
through June 30, 2027. (80% Federal, 20% State)
26-1504
Health Services
C.61.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Cotiviti, Inc ., to
increase the payment limit by $2,250,000 to a new payment limit of
$5,250,000 with no change in the term ending October 31, 2028 for
additional hosted software to analyze healthcare effectiveness and
identify fraud, waste and abuse for the Contra Costa Health Plan
(100% Contra Costa Health Plan Enterprise Fund II)
26-1574
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.62.APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order
with J.A.R. Capital Group, Inc. (dba Quality Vans & Specialty
Vehicles) in an amount not to exceed $350,000 for the purchase of one
(1) medical mobile clinic vehicle for the Public Health Clinic Service
School Based Clinics program. (100% Hospital Enterprise Fund I)
26-1535
C.63.APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute on behalf of the Health Services Director, a purchase order
amendment with Priority Healthcare Distribution, Inc. (dba Curascript
Specialty Distribution) to increase the payment limit by $130,000 to an
amount not to exceed $241,271 for the purchase of the opioid use
disorder medication Sublocade for the Martinez Detention Facility
with no change in the term ending May 31, 2026. (100% Hospital
Enterprise Fund I)
26-1536
C.64.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Gold Stallion, Inc., in an amount
not to exceed $180,000 to provide chemotherapy compounding
services for the Contra Costa Regional Medical Center’s
Chemotherapy Infusion Pharmacy for the period March 1, 2026
through March 1, 2028. (100% Hospital Enterprise Fund I)
26-1537
C.65.APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
purchase on behalf of the Health Services Director, up to 20 SaveMart
Gift Cards plus applicable shipping in a total amount not to exceed
$2,100 to incentivize client participation in the Tuberculosis Client
Services Program. (100% State Tuberculosis Local Assistance Grant
Funds)
26-1538
C.66.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Hayward SNF
Healthcare, LLC (dba Hayward Gardens Post Acute), to include the
Dual Eligible Special Needs Plan (D-SNP) obligations and
requirements, authorizing the Contractor to provide specialized care to
beneficiaries who are dually eligible for Medicare and Medi-Cal and
offer care coordination and wrap-around services with no change in the
payment limit of $3,000,000 or term ending August 31, 2027. (100%
Contra Costa Health Plan Enterprise Fund II)
26-1539
C.67.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Malashree Trehan, RDN, MPH
(dba Wellness Within), in an amount not to exceed $300,000 to
provide dietitian and diabetes prevention and self-management
program services for Contra Costa Health Plan members and County
recipients for the period May 1, 2026 through April 30, 2029. (100%
Contra Costa Health Plan Enterprise Fund II)
26-1540
Page 12 of 27
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BOARD OF SUPERVISORS AGENDA April 14, 2026
C.68.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with West Contra Costa
Unified School District, to increase the payment limit by $25,627 to a
new payment limit of $517,503 for additional school-based Medi-Cal
Specialty mental health services for seriously emotionally disturbed
children and their families in West County with no change in the term
ending June 30, 2026. (50% Federal Medi-Cal; 50% State Medi-Cal)
26-1541
C.69.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Contra Costa
Interfaith Transitional Housing, Inc. (dba Hope Solutions), to increase
the payment limit by $149,795 to a new payment limit of $399,795 and
extend the termination date through December 31, 2026 for additional
Medi-Cal specialty mental health services for seriously emotionally
disturbed children and youth. (100% Federal Medi-Cal)
26-1542
C.70.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Lifelong Medical
Care, to increase the payment limit by $82,775 to a new payment limit
of $245,078 and extend the termination date through December 31,
2026 for additional Behavioral Health Services Act Prevention and
Early Intervention services for isolated older adults in West County.
(100% Behavioral Health Services Act Prevention and Early
Intervention)
26-1543
C.71.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Code 3 Entertainment
Services, LLC (dba Code 3 Transportation), to increase the payment
limit by $1,784,418 to a new payment limit of $3,589,418 to include
additional locations for shuttle services for staff working at Contra
Costa Regional Medical Center and Martinez Health Center with no
change in the term ending December 31, 2026. (100% Hospital
Enterprise Fund I)
26-1544
C.72.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Center for Human
Development, to increase the payment limit by $99,326 to a new
payment limit of $294,082 and extend the termination date through
December 31, 2026 for additional Behavioral Health Services Act
Prevention and Early Intervention services for underserved cultural
communities in East County. (100% Behavioral Health Services Act
Prevention and Early Intervention)
26-1545
Page 13 of 27
14
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.73.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Martinez Unified
School District, to increase the payment limit by $114,144 to a new
payment limit of $337,956 and extend the termination date through
December 31, 2026 for additional Behavioral Health Services Act
Prevention and Early Intervention services for underserved and at-risk
students. (100% Behavioral Health Services Act Prevention and Early
Intervention)
26-1546
C.74.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with People Who Care
Children Association, to increase the payment limit by $216,944 to a
new payment limit of $642,323 and extend the termination date
through December 31, 2026 for additional Behavioral Health Services
Act Prevention and Early Intervention services for at-risk youth in East
County. (100% Behavioral Health Services Act Prevention and Early
Intervention)
26-1547
C.75.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Golden State
Dermatology Associates Inc., to increase the payment limit by $90,000
to a new payment limit of $6,180,000 to provide additional surgery
services, in addition to dermatology, otolaryngology, and vein services
for Contra Costa Health Plan members and County recipients with no
change in the term ending March 31, 2028. (100% Contra Costa
Health Plan Enterprise Fund II)
26-1548
C.76.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Child Abuse
Prevention Council of Contra Costa County, to increase the payment
limit by $104,141 to a new payment limit of $320,182 and extend the
termination date through December 31, 2026 for additional Behavioral
Health Services Act Prevention and Early Intervention services for
Spanish speaking families in Central and East County. (85%
Behavioral Health Services Act Prevention and Early Intervention;
15% Behavioral Health Student Services Act)
26-1549
C.77.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with NAMI Contra Costa,
to increase the payment limit by $379,742 to a new payment limit of
$1,124,333 and extend the termination date through December 31,
2026 for additional Family Volunteer Network Program services for
families in Contra Costa County who have loved ones with severe and
persistent mental illness. (100% Behavioral Health Services Act)
26-1550
Page 14 of 27
15
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.78.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Lao Family
Community Development Inc., to increase the payment limit by
$120,514 to a new payment limit of $356,818 and extend the
termination date through December 31, 2026 for additional Behavioral
Health Services Act Prevention and Early Intervention services for
diverse refugee, immigrant, limited English and low income U.S. born
community members in Contra Costa County. (100% Behavioral
Health Services Act)
26-1551
C.79.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Leena Ray M .D., in an amount not
to exceed $555,000 to provide nephrology services at Contra Costa
Regional Medical Center and Health Centers for the period April 1,
2026 through March 31, 2029. (100% Hospital Enterprise Fund I)
26-1552
C.80.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with the City of El Cerrito for its Fire
Department, in an amount not to exceed $77,142 for prehospital
emergency medical first responder services within the City of El
Cerrito and the Kensington Fire Protection District for the period July
1, 2026 through June 30, 2027. (100% Measure H)
26-1553
C.81.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with the Moraga-Orinda Fire Protection
District, in an amount not to exceed $89,508 for prehospital emergency
medical first responder services within the cities of Moraga and Orinda
for the period July 1, 2026 through June 30, 2027. (100% Measure H)
26-1554
C.82.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Laboratory
Corporation of America, to increase the payment limit by $90,000 to
an amount not to exceed $715,000 for additional outside laboratory
testing services for Contra Costa Regional Medical Center and Contra
Costa Health Centers with no change in the term ending April 30,
2026. (100% Hospital Enterprise Fund I)
26-1555
C.83.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Continuum Care Hospice, LLC
(dba Continuum Hospice), in an amount not to exceed $3,000,000 to
provide hospice and palliative care services for Contra Costa Health
Plan members and County recipients for the period May 1, 2026
through April 30, 2029. (100% Contra Costa Health Plan Enterprise
Fund II)
26-1556
Page 15 of 27
16
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.84.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Aspiranet, to increase
the payment limit by $150,000 to a new payment limit of $340,000 for
additional Partners in Pregnancy, Fatherhood Program services to
promote positive birth outcomes and develop strong family bonds for
babies in the African American community of Contra Costa County
with no change in the term ending June 30, 2026. (100% California
Department of Public Health funds Perinatal Equity Initiative)
26-1557
C.85.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with ABL Health Care, LLC, in an
amount not to exceed $600,000 to provide home health care services
for Contra Costa Health Plan members and County Recipients for the
period March 1, 2026 through February 29, 2028. (100% Contra Costa
Health Plan Enterprise Fund II)
26-1558
C.86.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Daniel Oberlin M .D., Professional
Corporation, in an amount not to exceed $1,140,000 to provide
urologic oncology services at Contra Costa Regional Medical Center
and Contra Costa Health Centers for the period of May 1, 2026
through April 30, 2029. (100% Hospital Enterprise Fund I revenues)
26-1559
C.87.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Berkeley Youth
Alternatives, to increase the payment limit by $89,865 to a new
payment limit of $209,865 and extend the termination date through
December 31, 2026 for additional school-based mental health services
for seriously emotionally disturbed children and their families in
Contra Costa County. (100% Federal Medi-Cal)
26-1560
C.88.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with VistAbility (dba Lynn
Center), to increase the payment limit by $1,714,158 to a new payment
limit of $4,114,158 and extend the termination date through December
31, 2026 for additional Medi-Cal specialty mental health services for
children who are seriously emotionally disturbed in East County.
(100% Federal Medi-Cal)
26-1561
C.89.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with The Reutlinger Community, in an
amount not to exceed $8,000,000 to provide skilled nursing facility
services for Contra Costa Health Plan members and County recipients
for the period April 1, 2026 through March 31, 2028. (100% Contra
Costa Health Plan Enterprise Fund II)
26-1562
Page 16 of 27
17
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.90.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with California Department
of Housing and Community Development, to modify the contract
provisions to conform to the state’s updated terms and conditions and
extend the termination date through April 30, 2029, with no change in
the amount payable to the County of $5,708,517 for the provision of
homeless outreach services, interim shelter and permanent supportive
housing through the Encampment Resolution Fund in the City of San
Pablo. (No County match)
26-1563
C.91.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Edward Y. Tang M .D., Inc., in an
amount not to exceed $1,485,000 to provide orthopedic services at
Contra Costa Regional Medical Center and Health Centers for the
period April 1, 2026 through March 31, 2029. (100% Hospital
Enterprise Fund I)
26-1564
C.92.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with BDx Solutions, Inc., in an amount
not to exceed $300,000 to provide independent diagnostic testing
facility services including ambulatory cardiac monitoring for Contra
Costa Health Plan members and County recipients for the period April
1, 2026 through March 31, 2028. (100% Contra Costa Health Plan
Enterprise Fund II)
26-1565
C.93.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Rainbow Community
Center of Contra Costa County, to increase the payment limit by
$479,754 to a new payment limit of $1,420,447, and extend the
termination date through December 31, 2026, for additional
Behavioral Health Services Act Prevention and Early Intervention
services for Lesbian, Gay, Bisexual, Transgender, Queer, Questioning
and Intersex+ community members in Contra Costa County. (100%
Behavioral Health Services Act)
26-1566
C.94.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Stand! For Families
Free of Violence, to increase the payment limit by $84,880 to a new
payment limit of $251,310 and extend the termination date through
December 31, 2026 for additional for Behavioral Health Services Act
Prevention and Early Intervention services for youth in Contra Costa
County. (100% Behavioral Health Services Act Prevention and Early
Intervention)
26-1567
Page 17 of 27
18
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.95.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with RYSE Inc., to
increase the payment limit by $309,090 to a new payment limit of
$915,148 and extend the termination date through December 31, 2026,
for additional Behavioral Health Services Act Prevention and Early
Intervention services for at-risk youth in West County. (100%
Behavioral Health Services Act Prevention and Early Intervention)
26-1568
C.96.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Ramos & Hatch Chiropractic Inc .,
in an amount not to exceed $293,000 to provide chiropractic services
at Contra Costa Regional Medical Center and Health Centers for the
period April 1, 2026 through March 31, 2029. (100% Hospital
Enterprise Fund I)
26-1569
C.97.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with California Mental Health Services
Authority, in an amount not to exceed $93,100 to act as the fiscal and
administrative agent for the County’s participation in the External
Quality Review Audit and Performance Improvement Projects
Program for the period January 1, 2026 through December 31, 2026.
(100% Alcohol and Other Drugs Services Administrative funds)
26-1570
C.98.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Medvision, Inc., to
increase the payment limit by $200,000 to a new payment limit of
$605,031, and extend the termination date to April 17, 2027, and for
successive one-year terms thereafter until terminated for patient
medical necessity review criteria and guidance software for the Contra
Costa Health Plan. (100% Contra Costa Health Plan Enterprise Fund
II)
26-1571
C.99.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Walden University, LLC, for
Contractor’s public health nursing students to receive supervised field
instruction experience from the County for the period May 1, 2026
through June 30, 2029. (Non-financial)
26-1572
C.100.RATIFY the execution of a County Contract Amendment with
Vizient, Inc., for the purchase of supplies at discounted rates for
Contra Costa Regional Medical Center and extend the contract term
through September 30, 2026 with no change in the contract payment
limit of $1,004,040. (100% Hospital Enterprise Fund I)
26-1573
Human Resources
Page 18 of 27
19
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.101.APPROVE and AUTHORIZE the Director of Human Resources, or
designee, to execute a contract with SarMark Enterprises, Inc. dba
Berkeley Search Consultants for executive recruitment services in an
amount not to exceed $300,000, for the period of April 1, 2026,
through March 31, 2029. (100% Various Funds)
26-1505
C.102.APPROVE and AUTHORIZE the Director of Human Resources, or
designee, to execute a contract with Cooperative Personnel Services
dba CPS HR Consulting for classification study, compensation study,
and executive recruitment services in an amount not to exceed
$200,000, for the period of April 1, 2026, through March 31, 2029.
(100% Various Funds)
26-1506
C.103.APPROVE and AUTHORIZE the Director of Human Resources, or
designee, to execute a contract with Mosaic Public Partners LLC for
executive recruitment services in an amount not to exceed $200,000,
for the period of April 1, 2026, through March 31, 2029. (100%
Various Funds)
26-1507
Library
C.104.APPROVE and AUTHORIZE the County Librarian, or designee, to
accept a grant from the San Francisco Foundation in the amount of
$20,000, awarded to the El Cerrito Library to increase physical and
digital collections. (100% Library Fund, no County match)
26-1508
C.105.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
County Librarian, to execute a purchase order with Frontline
Education, subject to the terms of Frontline’s Master Services
Agreement, in an amount not to exceed $10,838 for the renewal of
Absence & Substitute Management subscription for the period July 1,
2026, through June 30, 2027. (100% Library Fund)
26-1509
C.106.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
County Librarian, to execute a purchase order with EBSCO
Information Services, LLC, subject to the terms of their EBSCO
License Agreement, in an amount not to exceed $48,299 for the
renewal of LearningExpress Library Complete subscription for the
period July 1, 2026, through June 30, 2029. (100% Library Fund)
26-1510
C.107.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
County Librarian, to execute a purchase order with WP Company
LLC, subject to their Terms of Service, in an amount not to exceed
$26,514 for Washington Post Digital Edition subscription, for the
period June 15, 2026, through June 14, 2027. (100% Library Fund)
26-1511
Page 19 of 27
20
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.108.APPROVE and AUTHORIZE the Purchasing Agent to execute, on
behalf of the County Librarian, a purchase order with EBSCO
Information Services, LLC, in an amount not to exceed $298,688 for
the renewal of 13 databases used by the Library for the period July 1,
2026, through June 30, 2029. (100% Library Fund)
26-1512
C.109.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
County Librarian, to execute a purchase order with Califa Group,
subject to the terms of Quipu’s Hosted Services Agreement, in an
amount not to exceed $6,352 for the renewal of Quipu Group LLC
eCard subscription for the period July 1, 2026, through June 30, 2027.
(100% Library Fund)
26-1513
C.110.APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the
County Librarian, to execute a purchase order with Califa Group,
subject to the terms of their Agreement and Amendment with
ProQuest, in an amount not to exceed $66,476 for the renewal of
ProQuest’s Ancestry Library Edition and HeritageQuest Online
subscriptions, for the period July 1, 2026, through June 30, 2027.
(100% Library Fund)
26-1514
Public Defender
C.111.APPROVE and AUTHORIZE the Public Defender, or designee, to
execute an interagency agreement amendment with California State
University, Long Beach Research Foundation, to extend the term from
June 1, 2026 to the new termination date of December 1, 2026 for
Holistic Intervention Partnership Project evaluation services. (No
fiscal impact)
26-1515
Public Works
C.112.ADOPT Resolution No. 2026-136 approving the Road Improvement
Agreement, for development plan permit DP20-03011, for a project
being developed by Alves Lane, LP., as recommended by the Public
Works Director, Bay Point area. (No fiscal impact)
Road Improvement Agreement
Improvement Security Bond
Attachments:
C.113.ADOPT Resolution No. 2026-137 accepting completion of
improvements for Road Improvement Agreement for development
plan permit DP20-03011 for a project developed by Alves Lane, L.P.,
as recommended by the Public Works Director, Bay Point area. (No
fiscal impact)
Recordable Resolution
Surety Bond Rider
Attachments:
Page 20 of 27
21
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.114.ADOPT Resolution No. 2026-138 approving the Parcel Map for urban
lot split minor subdivision MS23-00012, for a project being developed
by Michael Lap Ping Hsu and Winnie Sau Kuen Lee, as recommended
by the Public Works Director, Lafayette area. (No fiscal impact)
Parcel Map
Tax Letter
Subdivision Tax Bond
Attachments:
C.115.ADOPT Resolution No. 2026-139 approving and authorizing the
Public Works Director, or designee, to fully close a portion of Briones
Road, between 1011 Briones Road and 1020 Briones Road, on April
29, 2026, from 8:00 a.m. through 5:00 p.m., for the purpose of
performing overhead utility work and vegetation maintenance,
Martinez area. (No fiscal impact)
C.116.ADOPT Resolution No. 2026-140 approving and authorizing the
Public Works Director, or designee, to fully close a portion of Willow
Lane, between 68 Richardson Road and 6 Willow Lane, on April 24,
2026, from 8:00 a.m. through 5:00 p.m., for the purpose of replacing a
utility pole, Kensington area. (No fiscal impact)
C.117.APPROVE Budget Amendment No. BDA-26-00575 to appropriate
$3,301,921 from the Fleet Internal Service Fund (ISF) for the purchase
of new ISF vehicles. (100% Fleet Internal Service Fund)
26-1516
BDA-26-00575.pdfAttachments:
C.118.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a Joint Exercise of Powers Agreement between Contra
Costa County and the City of Pittsburg for the design and construction
of the Delta De Anza Multimodal Trail Safety Improvements Project,
Bay Point area. (89% One Bay Area Grant Funds, 7% City of Pittsburg
Funds and 4% Local Road Funds)
26-1517
Joint Exercise of Powers AgreementAttachments:
C.119.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a contract with Future Ford of Concord, LLC, in an amount
not to exceed $5,000,000, to provide on-call Ford vehicle maintenance
and repair services for the period of March 1, 2026 through February
28, 2029, Countywide. (100% Fleet Internal Service Fund)
26-1518
Page 21 of 27
22
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.120.APPROVE and AUTHORIZE the Public Works Director, or designee,
to exercise the first of two lease term renewals with Gonsalves and
Santucci, Inc, a California corporation, as lessor, for approximately
37,209 square feet of office space located at 2500 Bates Avenue Ste B
Concord, for the first renewal term of July 1, 2026 – June 30, 2029, at
an initial monthly rate of $75,933 with annual increases thereafter and,
additionally, to exercise the second renewal option in accordance with
the terms of the lease. (55% General Fund, 14% Maternal and Child
Health allocation from California Department of Public Health
(CDPH), 22% M/C reimbursements, 8% Health Resources and
Services Administration (HRSA), 1% California Lead Poisoning
Prevention Program grant allocation via CDPH)
26-1519
C.121.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a construction permit with Contra Costa Water District for
ingress/egress to Pomo Street Bridge (Bridge No.28C0480) for
cleaning and re-painting as part of the Bridge Preventive Maintenance
Project, Bay Point area. (88% Highway Bridge Program Funds and
12% Local Road Funds)
26-1520
Temporary Construction Permit 3-23-26Attachments:
C.122.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute the agreement with the State of California, Department of
Transportation (Caltrans) to receive $100,000 in state matching funds
for transportation purposes during the period July 1, 2025 through June
30, 2026, Countywide. (100% State Matching Funds)
26-1521
State Match Agreement 2025-26Attachments:
C.123.APPROVE and AUTHORIZE the Purchasing Agent or designee, to
execute an amendment to the participating addendum with Quadient,
Inc. and Quadient Leasing USA, Inc., to add the Contra Costa County
Fire Protection District, and increase the payment limit by $110,000 to
a new payment limit of $800,000 for mailing equipment and related
services and supplies. (100% User Departments)
26-1522
Amendment Quadient add CCCFPD
Master Agreement: Quadient
Attachments:
C.124.APPROVE the Freeman Road Bridge Painting Project and
AUTHORIZE the Public Works Director, or designee, to advertise the
Project, unincorporated Lafayette area. (50% Highway Bridge Program
Federal Funds, 50% Local Road Funds)
26-1523
NOE Freeman Road Bridge Painting, CP#25-45Attachments:
Page 22 of 27
23
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.125.APPROVE the Briones Valley Road Bridge Painting Project and
AUTHORIZE the Public Works Director, or designee, to advertise the
Project, unincorporated Brentwood area. (39% Highway Bridge
Program Federal Funds, 61% Local Road Funds)
26-1524
NOE: Briones Valley Road Bridge Painting, CP#25-46Attachments:
C.126.AUTHORIZE the Public Works Director, or designee, to advertise the
2026 On-Call Contracts for Various Road, Flood Control, and Airport
Maintenance Work, for routine maintenance, repair, replacement, and
reconstruction of existing road, flood control, and airport facilities,
Countywide. (100% Various Funds)
26-1525
C.127.AWARD and AUTHORIZE the Chief Engineer, or designee, to
execute a construction contract with Goodfellow Bros. in the amount
of $4,051,479 for the Wildcat Fish Passage Implementation Project,
North Richmond area. (28% U.S. Environmental Protection Agency
Grant, 34% Department of Water Resources Grant, and 38% Local
Funds)
26-1526
C.128.As the governing body of both Contra Costa County and the Contra
Costa County Flood Control and Water Conservation District, ADOPT
Resolution No. 2026-145 to approve the District’s sale and the
County’s purchase, for payment of $9,550 to the District, of six
temporary construction easements over approximately 5.1 acres of
District-owned land, and one fee parcel over approximately .36 acres
of District-owned land, located at Grayson Creek on the east and west
side of Interstate 680 at State Route 4 for the I680/SR4 Interchange
Project, and take related actions under the California Environmental
Quality Act. (100% CCTA Funding)
CCFWD Resolution
ROW Contract with Exhibits
Grant Deed
CEQA Revalidation Form
Interstate 680/State Route 4 Environmental Assessment
RW Contract 65059-1 TCE
RW Contract 65049-2, 65053-1,2, 65054-1,2 TCE
Attachments:
Risk Management
C.129.RECEIVE report concerning the final settlement of Edward Todd vs .
Contra Costa County; and AUTHORIZE payment from the Workers'
Compensation Internal Service Fund in an amount not to exceed
$100,000 as recommended by the Director of Risk Management.
(100% Workers' Compensation Internal Service Fund)
26-1527
Page 23 of 27
24
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.130.DENY claims filed by Zachary Coan; CSAA Insurance for Sandra
Gonzalez; John Doe; Sandra Martinez Gonzalez; Kierra Peabody; Zela
Amara Blanco Rodriguez; and San Ramon Regional Medical Center
for Zahera Jamil. DENY amended claim filed by Allstate a subrogee of
Mary Searby; Henrietta Garcia; Aria Wilson; and Valentin Wilson .
26-1528
Sheriff
C.131.ADOPT Resolution No. 2026-142 authorizing the Sheriff-Coroner, or
designee, to apply for, and accept grant funding including amendments
and extensions, pursuant to the grant guidelines, with the California
Division of Boating and Waterways Surrendered and Abandoned
Vessel Exchange (SAVE) Grant, with an initial allocation of up to
$584,045 for the abatement of abandoned vessels on County
waterways and surrendered vessels for the period October 1, 2026
through September 30, 2028. (90% State, 10% County)
C.132.ADOPT Resolution No. 2026-143 authorizing the Sheriff-Coroner, or
designee, to apply for and accept the U.S. Department of Justice,
FY2025 Edward Byrne Memorial Justice Assistance Grant (JAG) in an
initial amount of $209,775 for support of countywide law enforcement
programming for the period October 1, 2025 through September 30,
2029. (100% Federal)
C.133.ADOPT Resolution No. 2026-144 authorizing the Sheriff-Coroner, or
designee, to apply for, accept and approve grant funding, including
contract amendments and extensions, pursuant to the grant guidelines,
with the California State Parks, Division of Boating and Waterways,
FY 2026/2027 Boating Safety and Enforcement Equipment Grant with
an initial allocation of $100,000, for repair and purchase of boat
equipment for the Marine Patrol Unit. (100% State)
C.134.APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract with LeadsOnline LLC, in the amount of $14,000 to
provide annual support and maintenance to the CellHawk Phone
Mapping and Analysis System for the Office of the Sheriff, for the
period May 1, 2026 through April 30, 2027. (100% General Fund)
26-1529
C.135.APPROVE and AUTHORIZE the Purchasing Agent, or designee, to
execute, on behalf of the Sheriff-Coroner, a purchase order with
Saitech, Inc., in an amount not to exceed $600,000 and ACCEPT the
Master Service Agreement, for the acquisition of eight (8) new servers,
and implementation and support services, for a Proxmox-based virtual
server environment, for the period March 1, 2026 through February 28,
2027. (100% General Fund)
26-1530
Page 24 of 27
25
BOARD OF SUPERVISORS AGENDA April 14, 2026
C.136.APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract with Granicus, LLC in an amount not to exceed
$202,000 for hosting and maintenance costs of the Sheriff’s Office’s
website for the period January 1, 2026 through December 31, 2028.
(100% General Fund)
26-1531
C.137.APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract amendment with Mesa Laboratories, Inc. to increase
the payment limit by $7,770 to a new payment limit of $20,000, with
no changes to the term ending July 4, 2027, for usage, maintenance,
data hosting and storage of forensic services temperature monitoring
systems. (100% General Fund)
26-1532
Treasurer - Tax Collector
C.138.ACCEPT the Treasury Oversight Committee Bylaws as revised and
adopted on March 17, 2026 by the Treasury Oversight Committee.
26-1533
CCC TOC Bylaws_Amended 2026 Final
CCC TOC Bylaws_amended 2026 final_redline
Attachments:
C.139.ACCEPT the Treasurer’s Investment Policy for the Fiscal Year
2026-2027 as revised and adopted on March 17, 2026 by the Treasury
Oversight Committee.
26-1534
CCC Investment Policy FY 26-27_final
CCC Investment Policy FY 26-27_final redline
Attachments:
Page 25 of 27
26
BOARD OF SUPERVISORS AGENDA April 14, 2026
GENERAL INFORMATION
The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402.
Any disclosable public records related to an open session item on a regular meeting agenda and
distributed by the Clerk of the Board to a majority of the members of the Board of Supervisors less than
96 hours prior to that meeting are available for public inspection at 1025 Escobar Street, First Floor,
Martinez, CA 94553, during normal business hours.
All matters listed under CONSENT ITEMS are considered by the Board to be routine and will be
enacted by one motion. There will be no separate discussion of these items unless requested by a
member of the Board before the Board votes on the motion to adopt. Each member of the public will be
allowed two minutes to comment on the entire consent agenda .
Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Chair calls
for public testimony. Each speaker during public testimony will be limited to two minutes. After public
testimony, the hearing is closed and the matter is subject to discussion and action by the Board .
Comments on matters listed on the agenda or otherwise within the purview of the Board of Supervisors
can be submitted to the office of the Clerk of the Board via mail: Board of Supervisors, 1025 Escobar
Street, First Floor, Martinez, CA 94553 or to clerkoftheboard@cob.cccounty.us.
In the interest of facilitating the business of the Board, the total amount of time that a member of the
public may use in addressing the Board on all agenda items is 10 minutes.
Time limits for public speakers may be adjusted at the discretion of the Chair .
The County will provide reasonable accommodations for persons with disabilities planning to attend
Board meetings who contact the Clerk of the Board at least 24 hours before the meeting, at (925)
655-2000.
Anyone desiring to submit an inspirational thought nomination for inclusion on the Board Agenda may
contact the Office of the County Administrator or Office of the Clerk of the Board, 1025 Escobar Street,
Martinez, California.
Subscribe to receive to the weekly Board Agenda by calling the Office of the Clerk of the Board, (925)
655-2000 or using the County's on line subscription feature at the County’s Internet Web Page, where
agendas and supporting information may also be viewed: https://contra-costa.legistar.com/Calendar.aspx
DISCLOSURE OF CAMPAIGN CONTRIBUTIONS
Pursuant to Government Code section 84308 (the Levine Act), members of the Board of Supervisors are
disqualified and not able to participate in any agenda item involving contracts (except for contracts
exempt from the Levine Act under Government Code section 84308(a)), franchises, discretionary land
use permits and other entitlements, if the Board member received, within the previous 12 months, more
than $500 in campaign contributions from the applicant or contractor, an agent of the applicant or
Page 26 of 27
27
BOARD OF SUPERVISORS AGENDA April 14, 2026
contractor, or any financially interested participant who actively supports or opposes the County’s
decision on the agenda item. Members of the Board of Supervisors who have received, and applicants,
contractors or their agents who have made, campaign contributions totaling more than $500 to a Board
member within the previous 12 months are required to disclose that fact for the official record of the
subject proceeding. Disclosures must include the amount of the campaign contribution and identify the
recipient Board member, and may be made either in writing to the Clerk of the Board of Supervisors
before the subject hearing or by verbal disclosure at the time of the hearing .
BOARD OF SUPERVISORS STANDING COMMITTEES
For more information please visit the Board of Supervisors Standing Committees page here :
https://www.contracosta.ca.gov/8633/Board-of-Supervisors-Standing-Committees
Airport Committee: June 10, 2026 at 10:00 a.m.
Economic Development Committee: June 1, 2026 at 11:00 a.m.
Equity Committee: April 20, 2026 at 10:30 a.m.
Family and Human Services Committee: May 11, 2026 at 10:30 a.m.
Finance Committee: May 4, 2026 at 9:30 a.m.
Internal Operations Committee: April 27th Canceled; Next meeting May 26, 2026 at 10:30 a.m.
Head Start Advisory Committee: May 18, 2026 9:00 a.m.
Legislation Committee: April 15, 2026 at 1:00 p.m.
Los Medanos Healthcare Operations Committee: May 4, 2026 at 10:00 a.m.
Public Protection Committee: April 20, 2026 Canceled/Next meeting May 18, 2026 at 1:30 p.m.
Resilient Shoreline Committee: June 8, 2026 at 9:00 a.m.
Sustainability Committee: May 11, 2026 at 1:00 p.m.
Transportation, Water and Infrastructure Committee : May 28, 2026 at 9:00 a.m.
Glossary of Acronyms, Abbreviations, and other Terms
Contra Costa County has a policy of making limited use of acronyms, abbreviations, and
industry-specific language in its Board of Supervisors meetings and written materials. For a list of
commonly used language that may appear in oral presentations and written materials associated with
Board meetings, please visit https://www.contracosta.ca.gov/8464/Glossary-of-Agenda-Acronyms.
Page 27 of 27
28
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1465 Agenda Date:4/28/2026 Agenda #:D.1.
To:Board of Supervisors
From:Thomas L. Geiger, County Counsel
Report Title:Temporary Hire of a County Retiree and Waiver of the 180-Day Sit-Out Period for the County
Counsel’s Office
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
1.CONSIDER waiving the 180-day sit-out period for Kathleen Andrus, retired Deputy County Counsel,
in the County Counsel's Office.
2.FIND that the appointment of Ms. Andrus is necessary to fill a critically needed position; and
3.APPROVE and AUTHORIZE the County Counsel, or designee, to execute a temporary legal services
contract with Ms. Andrus for the period April 14, 2026 through June 30, 2027, as recommended by the
County Counsel.
FISCAL IMPACT:
Salary costs are included within the Department’s budget. The hourly rate under the contract will be $125.28.
The total number of hours worked under the contract will not exceed 960 hours per fiscal year.
BACKGROUND:
The Public Employee Pension Reform Act of 2013 requires that active members who retire on or after January
1, 2013, must wait 180 days after retirement before returning to work as a temporary employee. The Act also
allows the Board, based on a finding that the appointment is necessary to fill a critically needed position, to
waive the 180 day sit-out period.
Ms. Andrus retired from County service on March 28, 2026. She was hired as a Deputy County Counsel in
July 2008 and specialized in complex real estate and business transactions.
The appointment of Ms. Andrus through a temporary legal services contract is necessary to fill a critically
needed position. Before her retirement, Ms. Andrus was the lead attorney representing the County in
negotiations involving the Orbisonia Village Mixed Use Project in Bay Point. Orbisonia Village - Site A is a
proposed 169-unit affordable housing project that will also include a branch Contra Costa County Library.
Several County departments are involved in the project, including the County Library, Department of
Conservation and Development, and the Real Property, Engineering Services, and Capital Projects divisions of
the Public Works Department. It is necessary to continue utilizing Ms. Andrus’ specialized skills in complex
real estate transactions, including her skills in negotiating and drafting complex business documents, in order to
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File #:26-1465 Agenda Date:4/28/2026 Agenda #:D.1.
bring Phase 1 of the project to completion.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to waive the 180-day sit-out period and approve a temporary legal services contract may cause delays in
bringing Phase 1 of the Orbisonia Village Mixed Use Project to completion.
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 2026-106 Agenda Date:4/14/2026 Agenda #:D.2.
To:Board of Supervisors
From:Warren Lai, Public Works Director/Chief Engineer
Report Title:Resolution of Necessity Hearing for the I-680/SR4 Interchange Project - Phase 2A & 4,
Martinez/Pacheco area
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
OPEN the public hearing and ask if any notified property owners wish to be heard as to the four items specified
in Section B below; CONSIDER all testimony and public comments received prior to the close of the hearing;
and CLOSE the public hearing.
Upon completion and closing of the hearing, MAKE the findings and determinations listed under Section B
below, and ADOPT the attached Resolution of Necessity to acquire the required property and property interests
by eminent domain. Project No.: 4660-6X4175.
CONSIDER the Initial Study and Negative Declaration/Environmental Assessment and Finding of No
Significant Impact (the “CEQA/NEPA document”) prepared by the State of California, Department of
Transportation - the lead agency - for the I-680/SR4 Interchange Project (State Clearinghouse No.
2006082017); and DETERMINE that the Project will not have any significant effects on the environment, as
disclosed in the CEQA/NEPA document.
DIRECT the Public Works Director, or designee, to file a CEQA notice of determination with the County Clerk
-Recorder and the State Clearinghouse and AUTHORIZE payment to the Clerk-Recorder in the amount of $50
for the required filing fee.
FISCAL IMPACT:
In eminent domain actions the judgment will be the price paid for the property and may include court costs,
which are regarded as a roughly calculable expense of property acquisition. Costs of acquisition in this case are
100% reimbursable from the Contra Costa Transportation Authority.
BACKGROUND:
A.Proposed Project
The Contra Costa Transportation Authority (CCTA) and the California Department of Transportation
(Caltrans) propose to construct Phases 2A and 4 improvements for the Interstate 680 (I-680) / State
Route 4 (SR 4) Interchange Project (“Project”) in Contra Costa County to improve specific safety and
operations deficiencies associated with the existing facility. The Project is a state highway project.
CCTA is the Project sponsor and the County is responsible for Project right of way acquisition. An
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File #:RES 2026-106 Agenda Date:4/14/2026 Agenda #:D.2.
agreement between the County and CCTA designates the County as the party to exercise the power of
eminent domain for the project, if the County’s board of supervisors elects to make the discretionary
decision to proceed with condemnation. (Code Civ. Proc., § 1240.140.)
The parties are now prepared to proceed with two segments of the proposed project, which consist of
the following primary improvements.
Phase 2A.
Phase 2A of the Project includes:
-Widen diagonal ramp from EB SR 4 to SB I-680 from 1 to 2 lanes. Widen a portion of loop
ramp from WB SR 4 to SB I-680 from 1 to 2 lanes. This will require widening of the existing
Grayson Creek Bridge.
-Construct auxiliary lanes as follows: Along SB I-680 from the EB SR 4 to SB I-680 to 300 feet
north of Center Avenue.
-Install ramp metering facility for SB I-680 on-ramp.
Phase 4.
Phase 4 of the Project includes:
-Construct a two-lane direct connector from SB I-680 to EB SR 4.
-Realign northern portion of SB I-680 to WB SR 4 diagonal ramp.
-Remove existing loop ramp from SB I-680 to EB SR 4.
-Construct auxiliary lane along EB SR 4 from the entrance of the direct connector stated above to
1,000 feet north of Peralta Road.
-Along EB SR 4, realign Solano Way off-ramp and on-ramp to accommodate above mentioned
auxiliary lane.
-Remove the Collector-Distributor (C-D) road parallel to SB I-680 and realign entrance of loop
ramp from WB SR 4 to SB I-680.
-Install ramp metering facility for SB 680/EB SR 4 on-ramp.
In 2008, the State of California, Department of Transportation, as the lead agency, adopted an Initial Study
and Negative Declaration/Environmental Assessment and Findings of No Significant Impact (the
“CEQA/NEPA document”) for the I-680/SR4 Interchange Project, in accordance with the California
Environmental Quality Act (“CEQA”) and National Environmental Policy Act (“NEPA). The improvements
are proposed to be implemented over five phases. Each project phase can be independently constructed to
provide incremental benefits in meeting the overall project goal to improve operational efficiencies and
traffic flow, address safety concerns associated with the existing interchange configuration, and
accommodate existing and planned growth on this segment of highway.
Prior to Re-Validation, Phase 3 of the Project was implemented as the first construction phase. A Re-
Validation was prepared in 2018 for Phase 3 with supporting technical addenda and determined the original
environmental document (ED) remained valid. Subsequently, Phase 3 improvements have been constructed.
CCTA and Caltrans now propose to construct Phases 2A (the initial part of the Phase 2 work), and 4.
In order to proceed with these phases of the Project, it is necessary for the County to exercise its power of
eminent domain. Pursuant to Section 1245.235 of the Code of Civil Procedure, notice was given to all
persons listed on the attached Exhibit “A” whose names and addresses appear on the last equalized county
assessment roll. This notice consisted of sending by first-class and certified mail on March 13, 2026, a
Notice of Intention, which notified these owners that a hearing is scheduled for April 14, 2026, at 9:30 a.m.
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File #:RES 2026-106 Agenda Date:4/14/2026 Agenda #:D.2.
in the Board's Chambers, at which time they may appear to be heard on the matters referred to in the notice.
B.Scope of Hearing and Findings under Code of Civil Procedure Section 1245.235
1.The public interest and necessity require the proposed project.
The Project is being constructed to improve operational efficiencies and traffic flow, address safety
concerns associated with the existing interchange configuration, and accommodate existing and planned
growth. The I-680/SR-4 Phases 2A and 4 Project is intended to improve travel operations along the I-
680 and SR-4 corridor within the study area. These improvements will provide several operational
benefits to the corridor. By eliminating the short weaving distances through the I-680/SR-4 interchange,
the project will reduce merging and lane-changing conflicts, improve traffic flow, and enhance driver
expectancy through this heavily traveled interchange area. The added auxiliary lanes along southbound I
-680 and eastbound SR-4 will provide greater distance for vehicles to merge, diverge, and adjust speeds,
which will improve overall traffic operations and reduce turbulence along the mainline freeway
segments. In addition, installation of ramp metering at the interchange will help regulate the rate at
which vehicles enter the freeway system, thereby reducing congestion and helping to alleviate existing
queue spillback onto the mainline freeway. This will improve reliability of traffic operations,
particularly during peak commute periods when congestion is most severe. The proposed improvements
are also expected to reduce overall travel time and vehicle delay within the corridor by increasing
capacity at key ramp connections and improving interchange efficiency. Improved traffic flow and
reduced stop-and-go conditions will contribute to better travel time reliability for motorists using the
corridor. In addition, by reducing conflict points and smoothing vehicle movements through the
interchange, the project will provide safety benefits and support more efficient freeway operations
overall.
2.The project is planned and located in the manner that will be most compatible with the greatest
public good and the least private injury.
The Project has been planned and located in a manner that maximizes the public benefit while
minimizing private impacts. Various alignment alternatives were studied and evaluated, and the selected
alternative represents the best balance between improving safety, traffic operations, and regional
connectivity at the I-680/SR 4 interchange, while minimizing impacts to private property to the extent
feasible. The proposed acquisitions have been limited to only those property rights necessary for the
construction, operation, and maintenance of Phases 2A and 4 of the Project.
The alternative alignments that were investigated would have resulted in greater impacts to the subject
property, including the removal of several storage buildings located on the site. By contrast, the current
proposed alignment was refined to avoid those more substantial impacts. As proposed, the alignment
preserves the existing storage buildings and limits the acquisition to the minimum property rights
necessary, without adversely affecting the ongoing operation of the adjacent business.
3.The property sought to be acquired is necessary for the project,
The property interests proposed for acquisition, as described in the attached resolution of necessity, are
necessary to construct, operate, and maintain Phases 2A and 4 of the Project in accordance with
applicable design standards and regulatory requirements. The required acquisitions support roadway
widening, structure, drainage facilities, and other project-related features of this state highway project.
Extensive efforts were made during project development to minimize right-of-way impacts, and the
acquisitions have been limited to only those property rights essential to achieve the Project’s purpose
and need while maintaining safety, functionality, and constructability. Without the property interests
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File #:RES 2026-106 Agenda Date:4/14/2026 Agenda #:D.2.
described in the attached resolution of necessity, Phases 2A and 4 of the Project cannot be constructed
as planned and designed.
4.The offer of compensation required by Section 7267.2 of the Government Code has been made to
the owner or owners of record.
On February 6, 2026, the County, through the Real Estate Division of the Public Works Department,
made an offer of just compensation to $321,000.00, the owner of record of the property interests
described in the attached Resolution of Necessity. The County’s offer was based on an appraisal of the
fair market value of the property interests being acquired for these Project phases. In this case, efforts
were made to acquire each required property or property interest through negotiated purchase and sale
instead of by condemnation. Attempts to negotiate a settlement involved an offer being mailed and
emailed to the owners of record, phone discussions, and a meeting at the project site with property
owner and his representative.However, those negotiations were not successful, requiring the County to
proceed with the adoption of this Resolution of Necessity.
C.CEQA Review
The State of California, Department of Transportation is the CEQA/NEPA lead agency for the Project
and approved the CEQA/NEPA document. The County is acting as a CEQA responsible agency. As a
responsible agency, the County is required to consider the CEQA/NEPA document and determine
whether the Project will have any significant environmental effects. Public Works staff have reviewed
the CEQA/NEPA document and have determined that the Project, and all phases of it, will not have any
significant effects on the environment, and, therefore, findings and a statement of overriding
considerations are not required. (See CEQA Guidelines, § 15091(h). Staff recommend that the Board
make the same determination and direct staff to file a CEQA notice of determination. (See CEQA
Guidelines, § 15091.)
CONSEQUENCE OF NEGATIVE ACTION:
The County will be unable to acquire the property rights necessary for the project by eminent domain.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 4 of 4
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RESOLUTION NO. 2026-____
THE BOARD OF SUPERVISORS
CONTRA COSTA COUNTY, CALIFORNIA
Re: Condemnation of Property ) RESOLUTION OF NECESSITY
for Public Road Purposes, ) NO.
I680/SR4 Interchange Project Phases 2A&4 (C.C.P. Sec. 1245.230)
Martinez/Pacheco Area)
Assessment District No. IV)
The Board of Supervisors of Contra Costa County, California, by vote of four-fifths or more
of its members, RESOLVES that:
Pursuant to Government Code Section 25350.5 and Streets & Highways Code Section 760
(State Highway), Contra Costa County intends to acquire property and property interests for the
construction of the I-680/SR4 Interchange Project – Phase 2A & 4, Martinez/Pacheco area. This
work includes improvements to southbound I-680 to incorporate a two-lane diagonal ramp from
eastbound State Route 4 to southbound I-680, in the Martinez/Pacheco area. The Contra Costa
Transportation Authority is responsible for delivering these phases of the project, and the County is
responsible for right-of-way acquisition for these phases of the Project.
The property to be acquired consists of two parcels and is generally located in the
Martinez/Pacheco area. The property to be acquired is more particularly described in Appendix "A",
attached hereto, and incorporated herein by this reference.
On March 13, 2026, notice of the County's intention to adopt a resolution of necessity for
acquisition by eminent domain of the real property described in Appendix "A" was sent to the
persons whose names appear on the last equalized county assessment roll as owners of said property.
The notice specified April 14, 2026, at 9:30 a.m., in the Board of Supervisors Chambers in the
Administration Building, 1025 Escobar Street, Martinez, California, as the date, time, and place for
the hearing thereon.
The hearing was held on that date and at that time and place, and all interested parties were
given an opportunity to be heard. Based upon the evidence presented to it, this Board finds,
determines, and hereby declares the following:
1. The public interest and necessity require the proposed Project; and
2. The proposed Project is planned or located in the manner that will be most compatible with the
greatest public good and the least private injury; and
3. The property described herein is necessary for the proposed Project; and
4. The offer required by Section 7267.2 of the Government Code was made to the owner or owners
of record.
5. Insofar as any of the property described in this resolution has heretofore been dedicated to a
public use, the acquisition and use of such property by Contra Costa County for the purposes
identified herein is for a more necessary public use than the use to which the property has
already been appropriated or is for a compatible public use. This determination and finding is
35
RESOLUTION NO. 2026-____
made and this resolution is adopted pursuant to Code of Civil Procedure Sections 1240.510 and
1240.610.
NOW, THEREFORE, BE IT RESOLVED:
The County Counsel of this County is hereby AUTHORIZED and EMPOWERED:
To acquire in the County's name, by condemnation, the titles, easements, and rights of way
hereinafter described in and to said real property or interest(s) therein, in accordance with the
provisions for eminent domain in the Code of Civil Procedure and the Constitution of the State of
California:
Parcel(s) 65048-1 is to be acquired in fee title; and
Parcel(s) 65048-2 is to be acquired as a permanent drainage easement.
To prepare and prosecute in the County’s name such proceedings in the proper court as are
necessary for such acquisition; and
To deposit the probable amount of compensation, based on an appraisal, and to file a motion
with said court for an order permitting the County to take prejudgment possession of said real
property for said public uses and purposes.
PASSED and ADOPTED on , by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
I HEREBY CERTIFY that the foregoing resolution was duly and regularly introduced,
passed, and adopted by the vote of four-fifths or more of the Board of Supervisors of Contra Costa
County, California, at a meeting of said Board of Directors on the date indicated above.
Date: ____________________
G:\realprop\CCTA I-680-4 Interchange Phases 1 & 2A & 4\Condemnation\Finalized CO.02 Resolution of Necessity - I680-SR4 95 First Ave N LLC
sms 032726 orf 3.31.26.doc
Updated 07/18/22
36
Number
65048
App endix "A"
Real property situate in the County of Contra Costa, State of California described as
follows:
Being portions of the parcel of land described in the Grant Deed to 95 FIRST AVE N
LLC recorded on June 11, 1999 in Document No. 1999-156354, Official Records of
Contra Costa County and more particularly described as follows:
PARCEL 1 {65048-1)
BEGINNING at the most northerly corner of sa"id parcel; thence along the easterly line
of said parcel South 08 °03"27" Eas 996.56 feet and South 05 °40'17'' East 106.99 feet;
hence across said parcel the following six (6) courses:
1)North 08°02'47'' West, 207.99 feet;
2)North 81 °57' 13" East, 1.25 feet:
3)North 08 °02•4yi· West, 760.36 feet
4)North 09 °12'12" West, 53.30 feet:
5)South 80 °47'48" West, 15.07 feet and;
6)North 09°12 1 12" West, 56.71 feet;
to the northwesterly line of said parcel; thence along last said line North 30 °33'07" East
32.51 feet to the POINT OF BEGINNING.
CONTAINING 4,596 square feet, more or less.
There shall be no abutters rights, including rights of access, over and across the lines
described by the above Courses 1 through 6, in and to the adjacent State freeway.
PARCEL 2 (65048-2)
An easement for drainage purposes described a� follows:
BEGINNING at the southerly terminus of a line segment described in the above
PARCEL 1 de scribed by the course South 05 °40'17" East 82.86 feet; thence continuing
along said easterly line of said parcel South 05 °40'17" East 110.32 feet; thence across
said parcel the following ninH (9) courses:
Page 1 of 3
37
Number
65048
App endix "A"
1)North 09 ° 51' 37" West, 128.03 feet;
2)North 08 ° 02' 47" West, 370.30 feet;
3)North 12 ° 20' 08" West, 10.03 feet;
4)North 08 ° 02' 47" West, 70.84 feet;
5)North82 ° 03' 27" East, 4.74 feet'
6)North 07 ° 57' 37" West. 305.66 feet;
7)North 09 ° 34' 05" West, 206.86 feet;
8)South 80 ° 25' 56'' West, 8.70 feet:
9)North 09° 05' 29" West, 11.55 feet to the northwesterly line of said parcel;
thence along last said fine, North 30 °33'07" East, 8.38 feet;
thence across said parcel the following six (6) courses:
1)South 09 °12'12" East, 56.71 feet;
2)North 80 °4 7'48" East, 15.07 feet;
3)South 09 °12'12" East, 53.30 feet,
4)South 08 °02'47" East, 760.36 feet;
5)South 81�57'13" West. 1.25 feet;
6)South 08 °02'47" East, 207.99 feet to the east line of said parcel;
Thence along last said line, South 05 °40'17" East, 131.46 feet to the POINT OF
BEGINNING.
CONTAINING 10,658 square feet, more or less.
Page 2 of 3
38
Number
65048
App endix "A"
The bearings and distances used in the above description are based on the California
Coordinate System qf 1983 (CCS83) Zone 3, Epoch 2017.50. Multiply dista·nces by
1.000062454 to obtain ground distances.
This real property description has been prepared by me, or under the direction, in
conformance with the California Professional Land Surveyors Act.
Date
Page 3 of 3
39
Exhibit A
95 First Ave N LLC
P.O. Box 23366
Pleasant Hill, CA 94523
Jenny & Jenny LLP
736 Ferry Street
Martinez, California 94553
40
41
42
43
44
45
46
47
Revised May 2020 Page 1 of 8
NEPA/CEQA RE-VALIDATION FORM
DIST-CO-RTE: 04-CC-4/680
PM/PM: 680 PM 20.2/22.2; 4 PM R10.5/R15.1
EA or Fed-Aid Project No.: EA 04-229141
Other Project No. (specify): Project ID – 0420000156
Project Title: I-680/SR 4 Interchange – Phases 1, 2A and 4
Environmental Approval Type: IS/EA
Date Approved: 11/26/2008
Reason for Consultation (23 CFR 771.129), check one:
☐Project proceeding to next major federal approval
☒Change in scope, setting, effects, mitigation measures, requirements
☐3-year timeline (EIS only)
☐N/A (Re-Validation for CEQA only)
Description of Changed Conditions:
I-680/SR 4 Interchange Project – Phase 1, 2A, 4 (Project) is amended to include additional
improvements identified during the 65%design phase, such as trash capture, revisions to truss
signs, lane restriping. See attached continuation sheets for further details.
NEPA CONCLUSION - VALIDITY
Based on an examination of the changed conditions and supporting information: (Check ONE
of the three statements below, regarding the validity of the original document/determination (23
CFR 771.129). If document is no longer valid, indicate whether additional public review is
warranted and whether the type of environmental document will be elevated.)
☐The original environmental document or CE remains valid. No further documentation
will be prepared.
☒The original environmental document or CE is in need of updating; further
documentation has been prepared and ☐ is included on the continuation sheet(s) or
☒is attached. With this additional documentation, the original ED or CE remains
valid.
Additional public review is warranted (23 CFR 771.111(h)(3)) ☐ Yes ☐ No
☐The original document or CE is no longer valid.
Additional public review is warranted (23 CFR 771.111(h)(3)) ☐ Yes ☐ No
Supplemental environmental document is needed. ☐ Yes ☐ No
New environmental document is needed. ☐ Yes ☐ No (If “Yes,” specify type:)
CONCURRENCE WITH NEPA CONCLUSION
I concur with the NEPA conclusion above.
8/17/2023
8/17/2023
48
NEPA/CEQA RE-VALIDATION FORM
Revised May 2020 Page 2 of 8
CEQA CONCLUSION (Only mandated for projects on the State Highway System.)
Based on an examination of the changed conditions and supporting information, the following
conclusion has been reached regarding appropriate CEQA documentation: (Check ONE of the
five statements below, indicating whether any additional documentation will be prepared, and if
so, what kind. If additional documentation is prepared, attach a copy of this signed form and
any continuation sheets.)
☐Original document remains valid. No further documentation is necessary.
☒Only minor technical changes or additions to the previous document are necessary.
☐An addendum has been or will be prepared and is ☒ included on the continuation
sheets or ☐ will be attached. It need not be circulated for public review. (CEQA
Guidelines, §15164)
☐Changes are substantial, but only minor additions or changes are necessary to make
the previous document adequate. A Supplemental environmental document will be
prepared, and it will be circulated for public review. (CEQA Guidelines, §15163)
☐Changes are substantial, and major revisions to the current document are necessary.
A Subsequent environmental document will be prepared, and it will be circulated for
public review. (CEQA Guidelines, §15162)
(Specify type of subsequent document, e.g., Subsequent FEIR):
☐The CE is no longer valid. New CE is needed. ☐ Yes ☐ No
CONCURRENCE WITH CEQA CONCLUSION
I concur with the CEQA conclusion above.
8/17/2023
8/17/2023
49
NEPA/CEQA RE-VALIDATION FORM
Revised May 2020 Page 3 of 8
CONTINUATION SHEET(S)
Changes in project design, e.g., scope change; a new alternative; change in project
alignment.
In 2008, Caltrans adopted an Initial Study/Environmental Assessment for the I-680/SR4
Interchange Project. The improvements were proposed to be implemented over five phases.
Each phase could be independently constructed and provide incremental benefits in meeting
the overall project goal to improve operational efficiencies and traffic flow, address safety
concerns associated with the existing interchange configuration, and accommodate existing
and planned growth (see Attachment 1, and Attachment 2).
Prior to this Re-Validation, Phase 3 of the Project was implemented as the first construction
phase. A Re-Validation was prepared in 2018 for phase 3 with supporting technical addenda
and determined the original environmental document (ED) remained valid. Subsequently,
Phase 3 improvements have been constructed. CCTA and Caltrans now propose to construct
Phases 1, 2A (the initial part of the Phase 2 work), and 4. The project will move forward
construction of Phase 2A as a subset of the improvements analyzed as Phase 2 of the project.
Phase 2A (portion of Phase 2 identified in the original ED)
• Widen diagonal ramp from EB SR 4 to SB I-680 from 1 to 2 lanes. Widen portion of loop
ramp from WB SR 4 to SB I-680 from 1 to 2 lanes. This will require widening of existing
bridge over Grayson Creek Bridge.
• Install ramp metering facility for SB I-680 on-ramp
The following elements of the original Phase 2 project are not being implemented at this time:
• Construction of EB SR 4 to SB I-680 ramp with auxiliary lanes from Morello Avenue on-
ramp to the connector and from the connector to the Concord Avenue off-ramp
• Extension of existing auxiliary lane from Muir Road/Pacheco Boulevard to intersection
to EB SR 4 on-ramp and the EB SR 4 to NB I-680 loop ramp.
• Construction of a slip ramp from NB I-680 to Pacheco Boulevard
As the proposed project has moved into 65% detail design for construction, the current design
of the proposed project includes additional detail. The 2008 IS/EA did not include structures
aesthetic guidelines for overhead sign structures. The truss design of the Versatile Sign
Structures will contrast with the arched steel tube theme that is present in the I-680 corridor.
To minimize the visual effects of the contrasting structures, the project Versatile Sign
Structures will be finished in a green color to match the green finish of the existing tubular steel
sign supports in the corridor. Additionally, trash capture devices will be implemented for the
project.
However, the scope of the proposed improvements is consistent with the original ED, no new
alternatives have been identified, and no change in the project alignment or footprint has
occurred.
50
NEPA/CEQA RE-VALIDATION FORM
Revised May 2020 Page 4 of 8
Changes in environmental setting, e.g., new development affecting traffic or air quality.
There has been no major change in environmental setting since the 2008 IS/EA, as the project
area and surroundings were fully developed in 2008 and the land uses and development
remain surrounding the interchange area have remained unchanged in any significant manner.
Changes in environmental circumstances, e.g., a new law or regulation; change in the
status of a listed species.
As analyzed in the 2018 Re-Validation and continues to be the case in 2023, there are no new
cultural resources identified in the project area, and no new hazardous sites that pose an
environmental risk to the project. Since the original IS/EA, previously unstudied biological
resources were evaluated, including the Western Pond Turtle (candidate for listing) and the
previously unlisted California Tiger Salamander.
Following adoption of the IS/EA, Caltrans updated the requirements for assessing and
remediating barriers to fish passage at stream crossings, requiring fish passage issues to be
assessed for any roadway stream crossing that would be repaired or replaced. To this end, a
Fish Passage Incidental Report was prepared for the project in September 2014. This Fish
Passage Incidental Report found that both Walnut Creek and Grayson Creek each have
barriers to limit fish passage to the project area during low-flow periods, but that during higher
flow periods, water depths would be sufficient for adult salmonids to travel upstream of these
barriers. An updated species database list was compiled for the Natural Environment Study
(NES) for the 2023 Re-Validation document.
Since the IS/EA, the EPA revised the primary annual PM 2.5 standard from 15 µg/m3 to 12
µg/m3. However, the IS/EA was a joint CEQA/NEPA document which already analyzed the 12
µg/m3 standard to meet State Air Quality requirements. In 2011, Caltrans adopted a new
Traffic Noise Analysis Protocol (TNAP), replacing the protocol under which the noise study in
the previous IS/EA was conducted. To this end, a new Noise Study Report and Noise
Abatement Decision Report consistent with the 2011 TNAP were prepared as part of this
revalidation.
Additionally, in 2014, the Federal Highway Administration (FHWA), the Advisory Council on
Historic Preservation (ACHP), the California State Historic Preservation Officer (SHPO), and
the California Department of Transportation (Caltrans) signed a new Programmatic Agreement
(PA) regarding compliance with Section 106 of the National Historic Preservation Act. Caltrans,
in accordance with this PA and its NEPA delegation responsibilities, made a Finding of No
Historic Properties Affected for the project.
There has been no major change in law or regulation other than those noted above that are
applicable to the project. The updated technical reports have identified no changes in
regulations.
Changes to environmental impacts of the project, e.g., a new type of impact, or a
change in the magnitude of an existing impact.
Analysis has been conducted to determine if the current design of Phases 1, 2A, and 4 would
result in new types of impact or change the magnitude of an impact already identified. The
results of this analysis are summarized below.
51
NEPA/CEQA RE-VALIDATION FORM
Revised May 2020 Page 5 of 8
Air Quality
An updated Air Quality Report was prepared in January 2023, and concluded implementation
of Phase 1, 2A, and 4 Project would not result in any new impacts, and as such the
conclusions made in the IS/EA related air quality remain unchanged (see Attachment 3).
Construction activities are short-term, and thus the greenhouse gas (GHG) emissions resulting
from construction activities would not result in long-term adverse effects. Implementation of
Caltrans Standard Specifications, such as complying with air pollution control rules,
regulations, ordinances, and statutes that apply to work performed under the contractor and
the use of construction best management practices, would result in reducing GHG emissions
from construction activities. The Project has also been found to not generate an increase in
operational GHG emissions. this project is not considered to be a Project of Air Quality
Concern (POAQC) for particulate matter PM10 and PM2.5. Interagency consultation occurred
and concurrence that the project is not a POAQC was received on July, 14, 2023. The Phase
1, 2A, and 4 Project is currently undergoing review by the Federal Highway Administration
(FHWA) for Air Quality Conformity which is expected to be finalized prior to completing 100%
PS&E.
Biology
An update of the previous Natural Environment Study (NES) was prepared in August 2023 to
evaluate any new potential effects to biological resources including waters of the US and
wetlands in the project vicinity (see Attachment 4c).The NES Update was informed by a
separate Jurisdictional Report for the Phase 1, 2A, and 4 Project. The Update and associated
reports found that as a result of the Phase 3 Project design modifications, the disturbed
acreage of wetlands increased slightly, from 0.023 acres to 2.112 acres. However, the
significance conclusions in the IS/EA relating to wetlands and waters of the US, and all other
biological resources, remain unchanged.
Hydraulics
An updated Location Hydraulic Study was prepared in June 2023, and concluded there would
be sufficient freeboard under the Walnut Creek and Grayson Creek bridges (the former being
raised and replaced as part of the modified Phase 3 Project) such that there would be no new
or adverse floodplain effects or need for additional mitigation measures beyond those identified
in the previous IS/EA.
Cultural Resources
The original IS/EA proposed to widen the existing Grayson Creek Bridge under Phase 2A. The
reconstructed bridge would be 8 feet higher than the existing bridge so as to provide adequate
floodway clearance. As discussed in the Historic Property Survey Report approved in
November 2023, the increase in elevation of Grayson Creek Bridge would not result in any
new impacts related to cultural or aesthetic resources and the conclusions in the IS/EA remain
unchanged (see Attachment 5a).
Hazardous Waste
An updated Initial Site Assessment was approved in March 2022. The Updated Initial Site
Assessment concluded a Preliminary Site Investigation of the environmental study limits would
52
NEPA/CEQA RE-VALIDATION FORM
Revised May 2020 Page 6 of 8
be required to evaluate potential contaminants of concern in soil, groundwater, and building
materials, which is consistent with the original IS/EA determination (see Attachment 6). As
such, the conclusions made in the IS/EA related to hazards remain unchanged.
Water Quality
An Addendum to the Water Quality Report was prepared for the project in February 2023 and
found that the conclusions of the IS/EA relating to water quality remain unchanged (see
Attachment 4d).
Noise
An updated Noise Study Report, Noise Abatement Decision Report, Vibration Report were
approved May 2023, and concluded construction noise and vibration minimization measures
would be required (see Attachment 7a), which are consistent with measures identified in the
Phase 3 Project Re-Validation document. As such, the conclusions in the IS/EA related to
noise remain unchanged.
Landscape/Visual
An updated Visual Resource Evaluation and Visual Impact Assessment was approved July
2023. Two soundwalls, and one retaining wall have been omitted from the project as analyzed
in the 2008 IS/EA, reducing visual impacts to motorists on SR-4, and highway neighbors. The
Phase 1, 2A, and 4 Project will add twelve overhead signs on I-680. The 2005 Visual Impact
Report did not include structures aesthetic guidelines for overhead sign structures. The truss
design of the Versatile Sign Structures will contrast with the arched steel tube theme within the
visual corridor. To minimize the visual impacts of the contrasting structures, the project
Versatile Sign Structures will be finished in a green color to match the green finish of the
existing tubular steel sign supports in the corridor (see Attachment 8).
Traffic
An updated Traffic Operations Analysis Report was prepared November 2023, and confirmed
the improvements are expected to decrease overall travel time and vehicle delay, and improve
speeds through the corridor. As such the conclusions made in the IS/EA related to traffic would
remain unchanged (see Attachment 9).
Section 4(F)
No new parks, recreational areas, or wildlife refuges have been identified in the project area.
As such, the conclusions related to Section 4(f) remain unchanged.
Farmland
No new Prime Farmland, Farmland of Statewide Importance, or Unique Farmland has been
identified in the project area, therefore the conclusions in the IS/EA relating to farmlands
remain unchanged.
53
NEPA/CEQA RE-VALIDATION FORM
Revised May 2020 Page 7 of 8
Utility
The proposed Phase 1, 2A, and 4 Project design modifications necessitate the replacement
and relocation of some utilities. Utility relocations were identified and anticipated in the 2008
EA and the utility relocations associated with Phases 1, 2A and 4 would be similar and
consistent with the utility relocations envisioned under the original IS/EA.
Community Impact Assessment (CIA)
The approved IS/EA concluded through an analysis of the socioeconomic and demographic
characteristics of the study area that no low-income or minority communities would be
impacted disproportionately by the project. The revised Community Impact Report, prepared
July 2023, concluded the proposed project would not result in any effects that would impact
underserved and/or disadvantaged communities in the immediate area surrounding the Study
Area. The proposed project would not alter demographics or communities surrounding the
project area and no new mitigation measures would be required (see Attachment 10). These
findings are consistent with those in the original IS/EA.
Changes to avoidance, minimization, and/or mitigation measures since the
environmental document was approved.
Based on the updated analysis summarized above and contained in the attachments noted,
the Phase 1, 2A, and 4 Project is not expected to result in any new environmental impacts
beyond those previously analyzed in the 2008 IS/EA. However, as a result of increased design
detail and analysis, more tailored avoidance and minimization measures have been proposed
and are contained in an updated environmental commitments record (ECR).
Changes to environmental commitments since the environmental document was
approved, e.g., the addition of new conditions in permits or approvals. When this
applies, append a revised Environmental Commitments Record (ECR) as one of the
Continuation Sheets.
The Phase 1, 2A, and 4 Project is not expected to result in any new environmental impacts
beyond those previously analyzed in the IS/EA.
However, additional temporary impacts would result from the installation of bridge pilings in
Walnut Creek and Grayson Creek channels and widening of bridges and roadways over the
Walnut Creek and Grayson Creek channels and Buchanan Channel. No net loss of aquatic
resources would still be achieved through impact avoidance, minimization, and/or
compensatory mitigation. The CCTA and Caltrans would restore portions of the flood channel
that are temporarily disturbed by cofferdam construction to original grade and pre-construction
conditions following construction so that no permanent impacts would result.
Since the IS/EA, Caltrans has adopted a new database to store environmental commitments
for all projects. An updated ECR is attached with all previously and newly proposed
environmental commitments (see Attachment 9).
54
NEPA/CEQA RE-VALIDATION FORM
Revised May 2020 Page 8 of 8
Attachments
1. Location Map
2. Project Plans
Technical Studies Prepared for the Revalidation
3. Air Quality Report and related documentation
a. Public Notice for Air Quality Conformity and FHWA Determination
4. Biological Resources Reports
a. Draft Aquatic Resources Delineation Report
b. California Red-legged Frog Site Assessment Memorandum
c. Draft Natural Environmental Study
d. Draft Water Quality Assessment Report
5. Cultural Reports
a. Supplemental Historic Property Survey Report
b. HRER
c. Section 106 Close Out Memo
6. Initial Site Assessment Update
7. Noise Reports
a. Noise Study Report
b. Vibration Memorandum
c. Noise Abatement Decision Report
8. Visual Impact Assessment
9. Traffic Operations Analysis Report
10. Community Impact Assessment
11. Environmental Commitments Record
55
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1466 Agenda Date:4/14/2026 Agenda #:D.3.
To:Board of Supervisors
From:Ann Elliott, Human Resources Director
Report Title:Hearing to receive the Human Resources Department’s Annual Report regarding vacancies, and
recruitment and retention efforts in compliance with Assembly Bill ("AB") 2561
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
OPEN the public hearing to receive the Human Resources Department’s Annual Report regarding vacancies,
and recruitment and retention efforts in compliance with Assembly Bill ("AB") 2561, as of April 2026.
RECEIVE testimony and CLOSE the public hearing.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
On September 22, 2024, Governor Newsom signed Assembly Bill 2561 into law which added Government
Code Section 3502.3 to the Meyers-Milias-Brown Act and created a new obligation for public agencies.
Effective January 1, 2025, AB-2561 requires public agencies to present the status of vacancies, and recruitment
and retention efforts at a public hearing at least once per fiscal year and entitle the recognized employee
organizations to present at the hearing.
The law also requires the public agency to report whether the job vacancy rate within a single bargaining unit
meets or exceeds 20 percent of the total number of authorized full-time positions. The results of the annual
vacancy rate reporting confirm that Contra Costa County does not meet or exceed the 20 percent vacancy
threshold for any bargaining units.
Filling vacant positions is a high priority for the County, resulting in decreasing vacancy rates. The current
countywide vacancy rate is 11% as of April 2026. Recruitment initiatives focus on continuing to lower the
average time to hire and expanding visibility and outreach in the Bay Area and surrounding areas. Retention
efforts include providing programs and services such as low-cost medical insurance options, a variety of benefit
offerings, pension and 457(b) retirement programs, flexible schedules, remote work options, internal
promotional and career growth opportunities as well as strengthening the market position of County salaries.
On April 6, 2026, all unions/associations representing County employees were provided with notice of the
hearing and their opportunity to present.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 1 of 2
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File #:26-1466 Agenda Date:4/14/2026 Agenda #:D.3.
CONSEQUENCE OF NEGATIVE ACTION:
If the County does not hold a public hearing to address vacancies, recruitment, and retention it would result in
non-compliance with the requirements of AB 2561.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 2 of 2
powered by Legistar™57
AB 2561 Reporting
Vacancies, Recruitment,
and Retention
Ann Elliott, Director of Human Resources
April 14, 2026
58
Current Vacancies By Bargaining Unit
59
60
Time to Hire
Year 2021 2022 2023 2024 2025
Days 199 158 134 113 115
Average Days to Hire
61
Hiring 2021 - 2025
On average over 100 jobs posted at all times
Year 2021 2022 2023 2024 2025
Hires 2597 2561 2339 2099 2094
Avg/Mon 216 213 195 175 174
62
2025 Promotions &
Career Advancement
Promotions 329
Deep Class Reassignments 167
Flexibly Staffed Series Promotions 349
TOTAL 845
63
Developing applicant education materials to support a successful
experience
Reviewing job descriptions to determine if a driver’s license is required
to increase the number of qualified candidates
Partnering with consultant CPS HR to review hiring practices and
opportunities for enhancement
Implementing new workflow tool to enhance partnership,
transparency, and communication with hiring departments
Updating Recruitment Policies and Practices
64
Hiring
Initiatives
❖Expanding job posting options like
billboards and additional social media
locations
❖Establishing a cadence with departments
using continuous recruitments to refresh
eligible lists
❖Implementation of HollyGov system to
streamline data gathering and analysis for
classification and compensation studies to
ensure a strong position in the Bay Area
65
The Professional and Organization Development (POD) Team, within the
Talent and Development Division, equips employees at every level with the
skills, confidence, and connection they need to grow—and stay—with
Contra Costa County.
Talent Development & Retention with POD
65% would stay if development
opportunities were granted
Two-thirds of US employees in 2025 said they
would stay with an organization if training
opportunities were granted.
73% stay longer with learning
opportunities
The majority of US employees in 2025 said
stronger learning and development
opportunities would make them stay longer at
their current organization.
Source: TalentLMS, 2026 66
So far, in 2026:
•10 countywide live learning sessions, 935 staff registered
•80 participants joined the 8th cohort of Leadership
Launchpad manager/supervisor learning series
•12 active coaching clients focusing on enhancing their
success at CCC
•10 active team development projects focusing on building
an engaged, productive team culture
Upcoming in 2026:
•29 live learning sessions
•Cohort 9 of Leadership Launchpad
•Future leaders self-paced development program
•Performance management system implementation with
technical and philosophical training
“The 2026 Manager Retreat was the most fun,
engaging, and informative County training I've ever
attended in my 20 years here. I feel more connected
beyond my team AND department.”
“I love POD trainings! They help me reconnect with the
human element of my work. I believe that growing as a
person allows me to contribute to a more positive work
environment and better serve the community.”
In their own words:
Continued Training Efforts
67
Recruitment & Retention Highlights
•Generous holiday and leave accrual plans
•CCCERA Pension plan
•Wide variety of benefits options
•Remote work opportunities
•Progressive culture celebrating diversity, equity, inclusion, and access
•457(b) Deferred Compensation plan, including County contributions
68
Retention – Years of County Service
Years Employee Count
0 to 5 years 4340
6 to 10 years 2324
11 to 15 years 1503
16 to 20 years 881
21 to 25 years 671
26 to 30 years 381
31+ years 179
69
Valuing
Employees
Celebrating County Service
❖Training for managers and supervisors
to support their teams and create
positive work environments
❖Training for leaders to foster a culture of
continuous feedback and build meaningful
employee recognition programs
❖Providing pathways for career
advancement and awareness of
available opportunities
70
Thank you
71
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1467 Agenda Date:4/14/2026 Agenda #:D.4.
To:Board of Supervisors
From:Diana Becton, District Attorney
Report Title:CONSIDER receiving the 2025 District Attorney’s Annual Report
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
CONSIDER receiving the 2025 District Attorney’s Annual Report.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
The District Attorney’s Annual Report provides a comprehensive overview of the Office’s work in 2025,
highlighting notable achievements, key case outcomes, and progress on the priorities that matter most to the
communities we serve. By showcasing measurable results and successful initiatives, the report reflects the
District Attorney’s ongoing commitment to promoting community safety and enhancing access to justice in
Contra Costa County.
CONSEQUENCE OF NEGATIVE ACTION:
The Board would not receive the report.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 1 of 1
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2 0 2 5ANN U A LREPORT
Diana BectonDiana Becton
Contra Costa District
Attorney’s Office
Contra Costa District
Attorney’s Office
73
2
CONTRA COSTA COUNTY DISTRICT ATTORNEY’S
OFFICE
2026 ANNUAL REPORT
Diana Becton
District Attorney
Ted Asregadoo
Simon O’Connell
Arnold Threets
Larry Wallace
Glenn Kimball &
Ted Asregadoo
Writing, Editing, & Graphics
Editing & Additional Writing
Editing
Editing
Photography
Content Group
Ted Asregadoo
Simon O’Connell
Nicole Afloabi
Janet Wright
Jackie Vizcarrondo
Jasmine Cuenco
John Zhu
Data Coordination
Data Coordination
Felony & Misdemeanor Data
NRP Data
Victim-Witness Data
LEIFI Data
Staffing & Revenue Data
Data Group
74
C O N T E N T S
C O N T R A C O S T A D I S T R I C TATTORNEY’S O F F I C E 2 0 2 5ANNUAL R E P O R T
3
Meet the Executive Team 4
Message from District Attorney Diana Becton 5
Faces Behind the Work 6
Criminal Prosecutions 7
Unit Highlights 8
Direct Court 8
Homicide 9
Cold Case 10
Interpersonal Violence 11
Special Operations 12
Public Corruption 13
Bureau of Investigations 16
Major Crimes Task Force 17
Internet Crimes Against Children Task Force 18
Law Enforcement-Involved Fatal Incidents 19
Neighborhood Restorative Partnership Program 20
Victim Witness Services 21
Facility Dogs 22
Community Engagement and Outreach 23
Community Academy 24
Vigilant Parent Initiative 25
Overview of the District Attorney’s Office 26
Staffing 27
Expenditures and Revenue 28
Pittsburg Office Grand Opening 29
Branch Office Locations 30
75
EXECUTIVE TEAM
District Attorney
Diana Becton
Chief Assistant
District Attorney
Simon O’Connell
Assistant District
Attorney
Ryan Wagner
Chief of Inspectors
Arnold Threets
Chief of Administrative
Services
Monica Carlisle
4
CONTRA COSTA DISTRICT ATTORNEY’S
Appointed in 2017
Elected in 2018
Elected in 2022
Supervisor of day-to-day
criminal prosecution
operationsAssistant
District Attorney
Aron DeFerrari
Vertical Units Supervision
Victim-Witness Unit Supervision
Recruitment and hiring of legal staff
Supervisor of Advanced Litigation Unit
Sworn personnel and
investigations
Budget and personnel
76
MESSAGE
DISTRICT ATTORNEYDIANA BECTON
Prosecuting serious and violent felonies and misdemeanors
Implementing restorative justice programs for young people and adults
Resolving cold cases – including unsolved homicides
Creating prosecutorial units focused on community violence, retail
crime, hate crimes, human trafficking, and public integrity
Establishing an analytics team to identify crime trends, improve case
outcomes, and allocate resources for more efficient crime prevention
It is a great honor to serve the people of this great county as your District Attorney. Together, we are
making meaningful progress with a sharp focus on public safety, pragmatic solutions, and alternatives to a
one-size-fits-all criminal justice system.
As District Attorney, I’ve led the office with a vision grounded in fairness, equity, and accountability –
values that guide our work in service of the community.
Since 2018, my team and I have implemented forward-thinking programs and policies that center on public
safety, promote justice, and protect victims' rights. We have advanced comprehensive reforms that
reflect the evolving understanding of justice, expanding diversion opportunities while developing robust
data-driven practices that inform our decision-making.
Central to our approach has been prioritizing victim-centered practices that ensure those harmed by crime
receive the support, resources, and justice they deserve. Every decision is guided by accountability, public
trust, and community safety, with data and evidence serving as the foundation for our strategic initiatives.
We have strengthened partnerships with law enforcement agencies, public officials, and community
organizations to ensure public safety efforts are both effective and equitable. The professionalism and
tireless commitment of our Deputy District Attorneys, Investigators, Victim Advocates, and Support Staff
make this great work possible.
In this annual report, you’ll see the results of that work in some of the following areas:
A PRACTICAL PATH TO JUSTICE WITH SOLUTIONS THAT DELIVER
District Attorney
Contra Costa County
Diana Becton
5
The path to improving public safety is challenging, filled with setbacks, resistance, and obstacles. But
despite these challenges, we've made real progress building a smarter, more effective justice system
with solutions that work.
This is the kind of progress that moves beyond the status quo, toward a more just and safe community for
all. Thank you for your continued trust.
77
2 025
F A C E SBEHIN DTHE W O R K
6
78
Offense Submitted Filed % Filed
Murder (PC 187)30 27 90%
Robbery (PC 211)447 351 78%
DUI (VC 23152)3240 2668 82%
Reckless Evading (VC
2800.2)231 195 84%
2 0 2 5 C R I M I N A L P R O S E C U T I O N F I L I N G P E R C E N T A G E S
PROSECUTIONS
While public narratives often treat crime as a single issue, it actually encompasses a wide
range of different offenses with distinct characteristics. The Contra Costa County District
Attorney's Office receives more misdemeanor than felony referrals from law enforcement
annually. Misdemeanors involve violations like petty theft, DUI, and vandalism, punishable by up
to one year in jail, fines, and probation. Felonies represent the most serious violations, including
violent acts like homicide and armed assault, as well as major non-violent crimes such as fraud
and drug distribution, carrying substantial prison terms and significant financial penalties.
FELONIES AND
MISDEMEANORS
2017-2025
7
CRIMINAL
Requests For
Prosecution from
Law Enforcement
2018-2025
79
Notable Cases
People v. Kenneth McIsaac – On March
27 , a jury convicted McIsaac of
residential robbery and kidnapping for
ransom after a violent home invasion in
Lafayette. He was sentenced to 16 years
to life in state prison on October 24 .
th
th
People v. John Earlywine – Following a
jury trial on July 2 , Earlywine was found
guilty of reckless evasion and vehicle
theft involving a stolen motorcycle in
Antioch. He was sentenced to two years in
state prison.
nd
People v. Antonio Alaniz – A jury
convicted Alaniz on July 22 of repeat
theft for shoplifting at Macy's in Concord's
Sun Valley Mall. This was the first felony
Proposition 36 trial in Contra Costa
County, resulting in a two-year state
prison sentence.
nd
People v. Edgar Lopezperez – On April
16 , a jury convicted Lopezperez of felony
drunk driving causing great bodily injury
after a head-on collision in Brentwood that
injured two other drivers. He was
sentenced to four years and four months
in state prison.
th
Results
Over the past year, the Direct Court Unit tried
26 felony cases, securing guilty verdicts in 25—
a 96% conviction rate that exceeds the
statewide rate of 81% by 15%.
UNITHIGHLIGHTS
8
The Direct Court Unit prosecutes serious felony cases across Contra Costa County's three criminal
courthouses in Martinez, Pittsburg, and Richmond, handling all phases from initial hearings through trial.
This geographic approach fosters strong relationships with local law enforcement, courts, and
communities while maintaining consistent countywide standards of justice.
DIRECT
COURT UNIT
80
Impact
In 2025, the Homicide Unit continued to
deliver strong results in some of the most
challenging and emotionally charged
cases handled by the District Attorney's
Office. Each case represents not only a
legal challenge but also a profound human
story. Behind each conviction stands
months of unwavering resolve and
rigorous preparation to ensure that the
victim's story – though silenced by
violence – is powerfully told in the pursuit
of justice.
UNITHIGHLIGHTS
9
HOMICIDE
UNIT
The Homicide Unit is dedicated to prosecuting serious and sensitive criminal cases in Contra Costa
County. Prosecutors in this specialized team work closely with law enforcement, forensic experts,
and victim families to ensure that every homicide investigation is handled with precision, integrity,
and compassion.
Notable Cases
People v. Phuc Hong Vo: On May 20 , Phuc
Hong Vo of San Pablo was convicted of double
homicide and a multiple-victim special
circumstance for killing his wife, Tho Ly, and
mother-in-law, Que Tran. Living a secret double
life with an overseas partner, he disposed of
Tran’s body in the Oakland Estuary. Ly’s body
was never found. Vo was sentenced to life
without the possibility of parole.
th
People v. Brian Yacopetti: Brian Yacopetti was
convicted of first-degree murder and assault
with a firearm, with personal use
enhancements, on July 7 , after fatally
shooting his ex-girlfriend and wounding her
husband during a domestic dispute in Antioch in
2023. A repeat violent offender, he had been on
parole for only nine months following a 15-year
sentence when he committed the crime. He
was sentenced to 125 years to life.
th
People v. Bobby Dee Dozier: Convicted of first-
degree murder with the use of a firearm and
other gun-related charges on March 27 , Dozier
carried out the shooting of the victim in
Richmond during a chance encounter in 2022.
He exited his vehicle, ordered the victim to the
ground, and then shot him—possibly having
mistaken the victim for someone else. He is
currently serving 100 years to life.
th
15 Homicide Trials
2 Guilty of Manslaughter
12 Guilty of Murder. 1 Not Guilty
81
Notable Cases
People v. Mathew Muller: Known as the “American
Nightmare” kidnapper, Muller pleaded no contest on
July 10 in a 2015 San Ramon kidnapping-for-
ransom case that went unreported for nearly a
decade. In spring 2015, Muller unlawfully held two
John Does and one Jane Doe for ransom, forcing
one victim to withdraw over $30,000 to secure the
release of the others. The crime surfaced only after
Muller’s 2024 confession, made while serving a 40-
year sentence for the kidnapping and rape of
Denise Huskins.
th
People v. James Grimsley: Nearly three decades
after the brutal 1990s murder of 28-year-old Terrie
Ladwig, a transgender woman in Concord, advanced
DNA technology identified Grimsley as the killer. He
was convicted of second-degree murder on August
29 and sentenced to 15 years to life, bringing
long-overdue justice to a case that had haunted the
community for years.
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People v. Desante Blake: For the 2007 fatal
shooting of Larry Abercrombie Sr. in front of his
Pittsburg home, Blake entered a change of plea on
September 24 and received a 23-year state prison
sentence on multiple charges, including
manslaughter and attempted robbery. The nearly
two-decade-old case was solved after touch DNA
linked Blake to the crime, and the murder weapon
was found hidden in a jacket pocket during a 2023
search of his home.
th
Impact
The Cold Case Unit delivers long-
awaited justice through innovative
investigation and advanced forensic
analysis, solving cases once thought
unsolvable and holding violent
offenders accountable regardless of
time passed.
In the past year, the unit achieved
multiple convictions and resolutions in
crimes from the 1990s through early
2000s, demonstrating the
transformative power of DNA
technology. Each success represents
years—often decades—of tireless
dedication to justice for victims and
families.
UNITHIGHLIGHTS
10
COLD CASE
UNIT
The Cold Case Unit investigates and prosecutes unsolved homicides and major violent crimes when
new evidence, technology, or information emerges. The team partners with law enforcement and
criminalists, using advanced forensic tools—including DNA, genetic genealogy, and digital forensics
—to resolve long-standing cases.
82
Notable Cases
People v. Parks [Domestic Violence] Parks was
tried and convicted of attempted murder with use
of a deadly weapon and causing great bodily injury,
along with related domestic violence offenses.
The case was a defense of a particular vulnerable
victim who suffered from extreme socio-
economic hardship. Parks was sentenced to 12
years in State Prison.
People v. Jorge Silva [Sexual Assault] Silva was
tried and convicted of multiple felonies related to
the sexual abuse of three female minors. The
convictions stem from a pattern of abuse
victimizing three minors that spanned nearly a
decade. Silva will be sentenced to multiple life
counts in state prison.
People v. Matthew Dorsey [Elder Abuse]
Dorsey and fellow assailants committed a string
of robberies that violently targeted elderly victims
at banks and ATMs. During the course of the
coordinated robbery, one elderly victim was tased.
Dorsey was tried and convicted by a jury on
October 9 of elder abuse and two counts a
robbery. He is scheduled to be sentenced in late
December.
People v. Mosby [Sexual Assault] On October
17, Nicholas Mosby, a teacher and cheer coach,
was convicted by a jury of crimes involving
inappropriate touching of multiple Jane Doe
victims who were between the ages of 13 and 16
years old.
Impact
Through specialized expertise
and victim-centered practices,
the unit has strengthened
community trust in the justice
system and improved outcomes
for survivors. Beyond
prosecution, the unit works to
prevent future harm and provide
a coordinated systemic response
to interpersonal violence.
UNITHIGHLIGHTS
11
INTERPERSONAL
VIOLENCE
The Interpersonal Violence Unit prosecutes and prevents crimes involving intimate partner violence,
sexual assault, and elder abuse. Using a trauma-informed approach, the unit works closely with
victims, law enforcement, community partners, and victim advocates to ensure victim safety and
hold offenders accountable.
20 Trials
14 Guilty Convictions. 2 Not Guilty
4 Mistrials
Key: Red = Sexual Assault Unit. Orange = Domestic Violence
Unit. Pink = Elder Abuse Unit.
83
Notable Cases
People v. Clark Pet Control, et al [Environmental
Protection] On November 19, the Contra Costa County
District Attorney's Office and joining counties secured
a $3.15 million settlement with Clark Pest Control, Orkin
Services of California, and Crane Pest Control. In
addition to the civil penalties and fees, the judgment
also requires the companies to comply with a
permanent injunction mandating significant operational
reforms.
People v. Silva, et al [Workers' Compensation Fraud
Division] An investigation into Atlas Paver Company and
Centrox Construction uncovered a scheme to conceal
nearly all of Atlas’ payroll through a shell subcontractor,
Centrox, to evade insurance premiums. On October 23,
2025, Atlas’ co-owners pled to multiple felonies and
received county jail sentences, significant restitution
orders, and ongoing quarterly payments. The
bookkeeper and Centrox co-owners also entered pleas
and received jail time, fines, and professional
restrictions.
People v. Paul Burnside [Auto Fraud] Charged in March,
over the course of a preceding year, Burnside is alleged
to have engaged in a series of auto thefts by way of
fraud and burglary. The conduct included fraudulent
credit applications, casing of dealerships, and
subsequent release of stolen property. After stealing
one vehicle, Burnside is alleged to have subsequently
engaged in a transaction for a legitimately owned
vehicle in exchange for the stolen car.
Impact
The Special Operations
Division safeguards public
funds by deterring fraud in
insurance, real estate, and
social safety net programs,
and protects community
members from corporate
misconduct and unfair
business practices. Through
the Public Integrity Unit it
holds public officials
accountable and promotes
public trust. Beyond criminal
prosecution and civil
enforcement, the division
provides community outreach
and prevention training.
UNITHIGHLIGHTS
12
SPECIAL
OPERATIONS
The Special Operations Division prosecutes complex, non-violent white-collar and public
integrity crimes through several specialized units: Auto Fraud, Consumer Protection (civil),
Environmental Protection, Real Estate Fraud, Major Financial Crimes, Workers'
Compensation Fraud, and Public Integrity.
84
Combating Public Corruption: Strengthening Public Trust Through Accountability
In August 2023, the Contra Costa County District Attorney's Office charged five law
enforcement officers from the Antioch and Pittsburg Police Departments with criminal
offenses. This was a major step in our effort to fight public corruption and reinforce
the integrity of our justice system. The cases were the result of a long investigation
with the FBI that started in March 2022. They show our office's commitment to
holding public officials accountable, no matter their position or status.
The officers were charged with taking part in a criminal conspiracy. As sworn peace
officers, they illegally canceled traffic tickets for friends and associates in exchange
for bribes. This kind of misconduct undermines the principle that the law applies
equally to everyone.
UNITHIGHLIGHTS
13
PUBLIC
CORRUPTION
Public corruption is the abuse of power by government officials for personal gain through
illegal activities such as bribery, embezzlement, and fraud. It can occur at any level of
government — from local city halls to federal agencies — and can involve elected officials,
appointed bureaucrats, and employees with decision-making authority. The Ralph M. Brown
Act of 1953 reinforces the public's right to transparent government by requiring that public
commissions, boards, councils, and other government bodies hold open and accessible
meetings -- except where the Act expressly provides otherwise. Violations of either nature
undermine public trust and fall within the investigative purview of the Public Corruption Unit
at the District Attorney’s Office.
85
The Investigation and Evidence
The investigation began on March 22, 2022, when state and federal investigators obtained
search warrants for several officers' cell phones. Examining the phones uncovered
evidence of wrongdoing, including messages showing the officers had conspired to
obstruct justice and to accept bribes. This digital evidence was central to building the cases
and revealed the full scope of the criminal scheme.
Working with the FBI allowed our office to access additional resources and expertise that
were key to building a strong case. The partnership led to both state and federal charges.
One officer, Timothy Manly Williams, also faced a separate federal indictment based on
additional violations uncovered during the joint investigation.
A Pattern of Misconduct
The bribery and conspiracy charges were serious, but the investigation uncovered other
troubling behavior as well. When investigators reviewed the officers' messages, they found
a large number of racist, sexist, and homophobic texts shared among more than a dozen
officers.
These messages raised concerns about fairness in hundreds of criminal cases that those
officers had worked on. Under California's Racial Justice Act (Penal Code Section 745), the
state cannot pursue a conviction or impose a sentence based on a person's race, ethnicity,
or national origin. As a result, our office reviewed hundreds of cases to determine whether
the officers' bias affected the outcome.
Legal Framework and Charges
The charges filed reflect the seriousness of the officers' alleged actions. Under California
Penal Code Section 182(a)(5), conspiring to harm the public is a felony. This recognizes that
coordinated wrongdoing causes harm that goes beyond individual victims. The bribery
charges, under Penal Code Section 68, address the fact that public officials who accept
bribes betray the trust placed in them.
UNITHIGHLIGHTS
14
PUBLIC
CORRUPTION
86
These laws exist to protect public institutions and ensure that people in positions of
authority cannot abuse their power for personal gain. The alleged conduct in this case
strikes at the heart of equal justice under law, creating a system where favorable treatment
could be purchased rather than earned through lawful conduct.
Conclusion
All six cases against Timothy Manly Williams, Calvin Prieto, Adrea Rodriguez, Ben Padilla, and
Jean Earnesto Mejia-Orozco ended in guilty pleas. The officers also faced administrative
hearings with the City of Antioch, and some lost their law enforcement certifications as a
result of their criminal convictions.
"Prosecuting public servants for corruption is never easy, but accountability is essential to
maintaining public trust," said District Attorney Diana Becton. "While public corruption cases
can be difficult for the affected communities, holding officials accountable ultimately
preserves the integrity of our government and helps reinforce the community's faith in
justice — which is essential to a functioning democracy."
UNITHIGHLIGHTS
15
PUBLIC
CORRUPTION
87
Chief of Inspectors Arnold Threets (Center)
(L-R) Lieutenant Eddie Sousa, Adjutant Senior Inspector Larry Wallace, Lieutenant Don
Hendershot, and Lieutenant John Conaty
BUREAU OF INVESTIGATIONS
16
The Bureau of Investigations is our law
enforcement arm, providing crucial
investigative support that helps us secure
justice.
Across our five county locations, the
Bureau of Investigations includes Senior
Inspectors—career sworn peace officers
serving as the District Attorney’s primary
criminal investigators—alongside
Assistant Investigators and a Program
Manager. Working in close partnership with
Deputy District Attorneys, our investigative
personnel conduct thorough, prosecution-
driven investigations across a wide range
of critical public safety areas, including
domestic violence, elder abuse, homicide,
financial crimes, human trafficking, and
technology-facilitated offenses.
This collaborative model ensures careful
case preparation, victim-centered service,
and accountability throughout the criminal
justice process.
Attorneys, specializing in a wide array of
critical areas, from domestic violence and
elder abuse to complex cases of fraud,
homicide, and high-tech crime.
Furthermore, our Bureau of Investigations
extends its expertise to assist our law
enforcement partners. It conducts
thorough investigations into law
enforcement-involved fatal incidents within
Contra Costa County, underscoring our
commitment to both effective prosecution
and impartial inquiry.
88
MAJORCRIMES
TASK FORCE
PARTNERING TO
COMBAT CRIMINAL
ENTERPRISES
The MCTF is a cooperative team led and
directed by the District Attorney, bringing
together the expertise and resources of
the Contra Costa County Office of the
Sheriff (CCCSO), the Contra Costa County
Probation Department (CCCPD), and the
police departments of Concord (CPD),
Pittsburg (PPD), Hercules (HPD), San Pablo
(SPPD), Richmond (RPD), and Walnut Creek
(WCPD). This strategic partnership is
specifically designed for the cooperative
investigation and prosecution of a wide
range of serious offenses.
The Major Crimes Task Force is a multi-
agency partnership focused on violent
crime suppression and complex
investigations, ranging from organized
retail theft to homicide. During the
reporting period, Task Force personnel
conducted 81 targeted operations,
resulting in 85 arrests.
Investigators executed more than 100 search
warrants and seized dozens of illegally
possessed firearms. These coordinated
enforcement efforts disrupted criminal
activity, removed dangerous weapons from
our communities, and enhanced regional
collaboration in the interest of public safety.
Furthermore, the task force plays a vital role in
the apprehension of suspects, assisting in the
execution of search and arrest warrants to
bring perpetrators to justice. Once
investigations are complete, the MCTF
prepares and submits their findings directly to
the CCCDAO for prosecution, ensuring a
strong and unified legal front. The MCTF also
strategically coordinates with local, state, and
federal law enforcement agencies as needed,
expanding their reach and impact.
17
89
INTERNET CRIMESAGAINSTCHILDREN
TASK FORCE
FROM AWARENESS TO ACTION: ICAC TASK
FORCE LEADS LOCAL EFFORT TO PROTECT
CHILDREN ONLINE
The Contra Costa County District Attorney's
Office leads and coordinates local
investigative efforts as part of the Silicon
Valley Internet Crimes Against Children Task
Force (SVICAC), a regional partnership
spanning 11 counties. This collaborative task
force is dedicated to identifying, investigating,
and prosecuting technology-facilitated child
sexual exploitation and other internet crimes
against children, addressing an evolving and
increasingly sophisticated digital threat
landscape.
SVICAC, part of a national network of over
3,500 law enforcement and prosecutorial
agencies, provides crucial support to state
and local partners addressing these complex
crimes. This support includes forensic and
investigative resources, specialized training,
technical assistance, victim services, and
proactive prevention and education initiatives.
The task force addresses critical issues such
as the luring and grooming of children online,
the increasing trend of predators requesting
and distributing Child Sexual Abuse Material
(CSAM), and the dangerous practice of online
predators creating fake personas to exploit
and endanger youth.
As part of these efforts, investigators
arrested 41 individuals on federal and state
charges involving child sexual abuse material
or attempted sexual exploitation of minors.
These cases reflect the Task Force’s ongoing
commitment to protecting children from online
predators and holding offenders accountable.
"The internet presents new and evolving
dangers to our children, and we must work
collaboratively to address these threats
effectively," said District Attorney Diana
Becton. "Our participation in SVICAC provides
us with essential resources and partnerships
to investigate and prosecute these heinous
crimes and to protect our community's youth."
18
PARTICIPATING AGENCIES
(In alphabetical order)
Brentwood Police Department
Concord Police Department
Contra Costa County Probation Department
Contra Costa County Sheriff's Office
Homeland Security Investigations
Martinez Police Department
Moraga Police Department
Oakley Police Department
Pleasant Hill Police Department
San Pablo Police Department
San Ramon Police Department
United States Postal Inspection Service
United States Secret Service
Walnut Creek Police Department
90
When an officer or civilian is killed during law
enforcement encounters in Contra Costa
County, the Law Enforcement Involved Fatal
Incidents (LEIFI) protocol is activated. LEIFI
incidents include officer-involved shootings,
in-custody deaths, and vehicle pursuits.
As part of the LEIFI protocol, the CCCDAO
conducts independent criminal investigations
to determine if criminal liability exists beyond
19
LAW ENFORCEMENT INVOLVED FATAL INCIDENTS: 2011 - 2025
a reasonable doubt. In 2018, District
Attorney Becton implemented a
comprehensive transparency policy requiring
the publication of detailed LIEFI reports on the
District Attorney’s website when charges
aren't filed, ensuring the public receives
thorough documentation of these incidents.
91
develop community-based solutions.
Empowered by the District Attorney's Office
under Penal Code §14150-14156, these
panelists adjudicate certain infraction and
misdemeanor offenses.
Trained facilitators guide the restorative justice
process to ensure a fair and productive
environment for all.
Data from the NRP's three-year history shows
strong outcomes. Of 288 cases referred since
2022, 119 participants have completed the
program, and 59 remain actively enrolled.
On the following page, data from the Contra
Costa District Attorney's Office shows that
among the 119 individuals who completed the
NRP program, recidivism incidents total 1% —
or only one person. In contrast, CDCR data shows
California's misdemeanor recidivism incidents
total 21.1%.
[1]
[2]
The Neighborhood Restorative Partnership
Program. is a vital program where participants
find community-based paths to rehabilitation
before a case gets filed with the court. Since
2022, this innovative initiative offers a
transformative approach to addressing low-level
misdemeanor offenses, diverting individuals
from the traditional criminal justice system and
fostering healing within our neighborhoods.
At its core, the Neighborhood Restorative
Partnership emphasizes community-driven
solutions over punishment. The program brings
together harmed parties, responsible parties,
and community members to collaboratively
determine how to repair the harm caused. This
restorative justice approach focuses on
accountability, understanding, and restoration
for all involved.
NRP relies on trained volunteer community
panelists from Contra Costa County who
facilitate constructive dialogues and help
20
[1]California measures recidivism — commonly defined as relapsing into criminal behavior —using a statewide definition proposed by then-Attorney General
Kamala Harris in 2014. This definition was adopted by the California Department of Correction and Rehabilitation and codified into law in 2015 through AB 1056
In a memo issued on October 16, 2014, Attorney General Kamala Harris’s statewide definition of recidivism as “An arrest resulting in a charge within three years
of an individual’s release from incarceration or placement on supervision for a previous criminal conviction.” The arrest resulting in a charge is for offenses at the
felony and misdemeanor levels. Moreover, the individual must have been booked by a law enforcement agency, resulting in the filing of a criminal charge or
charges in an accusatory pleading by a prosecutor or grand jury. See,
https://oag.ca.gov/system/files/attachments/press_releases/Recidivism%20Definition%20Letter%2C%20AG%20Harris.pdf
[2] California Department of Corrections and Rehabilitation, Office of Research. Recidivism Report for Individuals Released from the California
Department of Corrections and Rehabilitation in Fiscal Year 2018-19. February 2024. Available at: https://www.cdcr.ca.gov/research/wp-
content/uploads/sites/174/2024/02/Statewide-Recidivism-Report-for-Individuals-Released-in-Fiscal-Year-2018-19.pdf
RESTORING NEIGHBORHOOD STABILITYTHROUGH PERSONAL RESPONSIBILITY
92
No
118
Yes
1
Male
181
Female
108
Yes
178
No
111
White
89
Hispanic
81
Black
61
Unknown/Other
40
Asian
18
21
NRP Data
Recidivism
Since 2022
Gender
Ethnicity
Participant
Resides in
Incident City
RESTORING NEIGHBORHOOD STABILITYTHROUGH PERSONAL RESPONSIBILITY
93
VICTIM WITNESS
PROGRAM
countries
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Global Market Reach
A HISTORY OF BALANCING
JUSTICE AND PROVIDING
SUPPORT
22
Experiencing or witnessing a crime can be
traumatic. The emotional, physical, and
financial toll often extends long after the
incident itself. To support those affected, the
Contra Costa County District Attorney’s
Office offers a vital service: the Victim
Witness Assistance Program, led by Shannon
Mahoney.
Established in 1983 under California Penal
Code §13835.5, the program was created to
reduce the trauma victims and witnesses
often encounter in the criminal justice system.
Our trained victim advocates provide
compassionate guidance through every stage
of the legal process, ensuring that victims are
informed, supported, and never alone.
Advocates help with court accompaniment,
restitution claims, emergency assistance, and
referrals to counseling, shelters, and
supportive services. Their role is both
practical and deeply personal, recognizing that
healing takes time, care, and community.
The Victim-Witness Program receives most of
its funding from a combination of state and
federal grants -- a vital support system for
victims that are built into the justice process
itself.
Today, while progress has been made, our
office remains committed to ensuring that
victims are treated with dignity, compassion,
and respect.
94
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Global Market Reach
23
In 2025, Fenner became the second facility dog
at the Contra Costa County District Attorney's
Office, joining Bear, who has been serving crime
victims since August 2019. Both dogs came to
us through Canine Companions, a nonprofit that
provides trained dogs at no cost.
Bear and Fenner provide support to crime victims
throughout the criminal justice process,
especially children at the Children’s Interview
Center. The dogs’ specialized breeding ensures
optimal temperament for high-stress
environments, including courtrooms and office
facilities. Since they met, Bear and Fenner have
become best friends.
Assistant Inspector Janet Wright is Bear's
handler, a role she assumed after completing
extensive training. Their pairing was determined
through supervised interactions during the
training process. Fenner’s handler is Victim
Assistance Program Supervisor Jackie
Vizcarrondo.
Like Janet, Jackie went through a similar training
process with Fenner.
FENNER AND BEAR
PROVIDE COMFORT FOR THOSE IN CRISIS
Since her birth on May 4 , 2023, in Clayton,
CA, she has learned 45 commands that are
integral to her job at the District Attorney’s
Office. Unlike many dogs who run hot, Fenner
is sensitive to cold temperatures and loves
wearing her fleece pajamas. Jackie says their
team song is "Can't Take My Eyes Off of You"
by Lauryn Hill, explaining, “From day one, her
gaze has been fixed on me, and it never
wavers.”
th
Wright agrees by noting, “The handler doesn't
pick the dog, the dog picks you. Being
partnered with Bear has brought a sense of
calm to the environment we work in.
Observing the change he instantly makes in a
victim's life makes me grateful to be
partnered with him." Born April 17, 2017, Bear
responds to commands in English and
Spanish and enjoys apples and carrots as
treats.
Through this partnership with Canine
Companions, handlers Janet and Jackie
continue providing support to those
navigating the criminal justice system.
95
countries
Global Market Reach
BUILDING BRIDGES:
THE DISTRICT ATTORNEY'S
COMMUNITY ACADEMY
FOSTERS UNDERSTANDING
AND TRUST
24
The Contra Costa County District Attorney’s
Office remains steadfast in its commitment
to transparency and to fostering a deeper
understanding of our work among the
residents we serve. Recognizing the vital role
of community engagement in achieving
justice for victims of crime, we proudly
established the Community Academy, a no-
cost, 10-week program designed for adults
who live or work within Contra Costa County.
This initiative reflects our belief that
informed communities are empowered
communities. The Community Academy
offers participants a comprehensive
overview of our criminal justice system
through engaging weekly sessions.
Attendees gain insights into how cases are
filed, the crimes we investigate and
prosecute, and our multifaceted role beyond
simply prosecuting cases.
But the Community Academy offers more
than just classroom learning. We believe in
providing practical, firsthand experience.
Participants hear from police chiefs, department
heads, the Public Defender, and the Chief
Probation Officer. They tour the Martinez
Detention Facility and meet with a Superior Court
judge, gaining a glimpse into the daily realities of
these crucial components of our justice system.
The Community Academy is led by a diverse
group of professionals dedicated to serving our
community. Participants hear directly from key
justice system figures, including the District
Attorney, Public Defender, a Judge, prosecutors,
and police chiefs. This direct engagement
provides a balanced perspective and fosters
open dialogue.
For those interested in embarking on this
informative 10-week journey, the application
process involves completing a straightforward
application and undergoing a background check.
We are committed to ensuring a safe and
productive learning environment for all
participants. Those interested in applying, go to
contracostada.org.
96
The Vigilant Parent Initiative (VPI) presentation was
exceptionally impactful and well-received by parents,
students, and staff alike. The information shared was
eye-opening, highly relevant, and provided practical tools
families can use immediately to help keep children safe
online. The format was engaging, the perspective was
insightful, and the hands-on support provided by staff
highly valuable. Most importantly, following the student
assembly, several students came forward who were
either being actively targeted or were concerned about
friends who may have been targeted by online predators.
This presentation truly made a difference and played a
direct role in helping protect and support our students.
--Aurelia Buscemi
Director, Enrollment Services
Mt. Diablo Unified School District
countries
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In today's digitally saturated world, safeguarding
our children requires a proactive and informed
approach. The increasing presence of online
technology necessitates that parents,
educators, and community members remain
vigilant against potential online harms. Children
need the knowledge and skills to navigate the
digital landscape safely, avoiding pitfalls such as
cyberbullying, online shaming, encounters with
predators, the risks of sharing private
information, and the dangers of sexting.
The Vigilant Parent Initiative (VPI) addresses this
need through a targeted two-hour program for
parents of middle schoolers and professionals
working with this age group. Led by experts from
the Contra Costa District Attorney's Office and
Silicon Valley Internet Crimes Against Children
Task Force, VPI provides practical skills in a
dynamic classroom setting.
A key component involves teaching parents to
recognize warning signs of risky online situations.
Through interactive learning, participants explore
popular apps such as Instagram, TikTok, and
Snapchat, gaining an understanding of the terms,
slang, and coded language that children
encounter in these digital spaces.
EMPOWERING PARENTS IN THE DIGITAL AGE:
THE VIGILANT PARENT INITIATIVE
25
VPI underscores the important message that
technology itself is not inherently harmful.
Smartphones, the internet, and social media
apps offer valuable tools and opportunities.
However, cultivating safe online habits is
paramount. Early and ongoing communication
about online safety, coupled with staying
informed about the ever-evolving digital
landscape, forms an essential aspect of
responsible parenting in our connected era.
97
THE DISTRICT ATTORNEY’S OFFICE
175 YEARS OF BEING A SHIELD FOR
JUSTICE IN CONTRA COSTA COUNTY
Serving a diverse population of 1.15 million
residents, the Contra Costa County District
Attorney’s Office was established in 1850. Over
175 years, the office has grown to a team of
approximately 240 employees, including
attorneys, inspectors, victim-witness
advocates, legal assistants, and case
preparation analysts.
In 2025, the Contra Costa District
Attorney’s Office strengthened public
safety by modernizing its infrastructure.
We opened a Pittsburg branch and
launched specialized units for impaired
driving, retail theft, and child fatalities.
Our work extends beyond prosecution.
We’ve led in statewide efforts on ethical
AI and launched the Underserved and
Unserved Survivor Program. The office
expanded trauma-informed support for
victims—particularly those impacted by
gun violence and unsolved crimes. Our
superpower is protection with purpose,
combining innovation, data, and human
care to seek justice for victims while
preventing future harm.
OVERVIEW WHAT WE DO
White
39.8%
Hispanic or Latino
27%
Asian
19.5%
Black
8.6%
Two or More Races
4.4%
Native Hawaiian
or Pacific
Islander
0.5%
American Indian
or Alaskan Native
0.3%
Data Source: The East Bay Economic Development Alliance
Dashboard
26
Demographic
Data of Contra
Costa County
98
STAFFING
27
The District Attorney’s Office staff is made
up of a group of professionals of
approximately 250 staff members. They
include attorneys, investigators, victim-
witness advocates, clerks, legal analysts,
and other staff members who support the
office's mission.
The office reflects the communities we
serve and aligns with what voters in Contra
Costa County want from a District
Attorneys
46.5%
Admin & Support
33.3%
Inspectors
12.9%
Victim-Witness
Advocates
7.3%
Attorney’s Office, which is one dedicated to
community safety, reform, and restoring trust
in our public institutions.
To do that, the District Attorney’s Office
operates under the principles of fairness,
transparency, being forward-thinking in our
policies and procedures, and above all, is
committed to safeguarding all communities
from crimes that threaten our well-being,
health, and livelihood.
99
EXPENDITURES AND REVENUE
28
Salaries / Benefits
89%
Services, Supplies & Other
11%
Operational
budget
$68.9M
FY 2025 - 2026
Budget
Net County Cost
53.6%
State
34.7%
Other
9.1%
Federal
2.6%
$36.9M
$6.3M
$23.9M
$1.8M
Revenue
$68.9M
100
DA OPENS PITTSBURG BRANCH OFFICE
29
Housing approximately 30 staff members
including attorneys, case filers, and victim
advocates, the new branch office gives East
County residents greater access to the District
Attorney's Office and law enforcement partners.
District 5 Supervisor Shanelle Scales-Preston
reinforced a core principle at the opening:
"Access to justice should not depend on
geography." Mayor Dionne Adams said the office
reinforces Pittsburg's role as a regional hub for
public services, while Police Chief Steve
Albanese highlighted how the local presence
strengthens coordination: "When police and
district attorneys' offices work side by side, we
are better positioned to ensure professionalism
at every step."
The ceremony included remarks from community
leaders celebrating a milestone that District
Attorney Becton said was made possible through
the dedication of her staff and community
partners.
District Attorney Diana Becton cut the ribbon
on December 15th at the grand opening of the
Contra Costa District Attorney's newest
branch office at 3890 Railroad Avenue in
Pittsburg, bringing justice services directly to
East County residents after two years of
planning.
"The idea is simple but powerful," Becton said
at the ribbon-cutting ceremony. "It
strengthens collaboration with our local law
enforcement partners, it improves our
efficiency, our casework and court operations,
and it will allow us to respond to the needs of
victims and families in real time right here. It
also sends a message that East County
matters, and the people who live and work here
deserve accessible and responsive justice."
101
OFFICE LOCATIONS
30
900 Ward Street
Martinez, CA 94553
Phone: 925-957-2200
Fax: 925-646-2566
TTY: 711
10 Douglas Drive, Suite 130
Martinez, CA 94553
Phone: 925-957-8540
Fax: 925-646-2524
or 925-646-4174
TTY: 711
Central Operations Special Operations & Juvenile Unit
100 37th Street, Room 220
Richmond, CA 94805
Phone: 510-231-1800
Fax: 510-942-4163
TTY: 711
3890 Railroad Ave.
Pittsburg, CA 94565
Phone: 925-655-1400
Fax: 925-655-1434
TTY: 711
Eastern Operations Western Operations
102
CONTRACOSTADA.ORG
103
Contra Costa County
District Attorney’s Office
2025 Annual Report
Diana Becton
104
Our 2025 Overview
Prosecuting Serious and Violent Felonies and Misdemeanors
Implementing Restorative Justice Programs for
Adults & Youth
Resolving Cold Cases – Including Homicides
Specialized Unit Focus on Organized Retail Theft, Public
Integrity & Hate Crimes
Working With Analytics Teams to Identify Crime Trends,
Allocate Resources & Prevent Crime
105
Filing of All Criminal Cases in
Contra Costa County Most criminal cases
submitted in last
eight years
106
Violent and Serious Felony Filing
Rate Examples from 2025
107
2025
Highlights
Contra Costa County DA Felony Conviction Rate for 2025: 96%
Statewide Felony Conviction Rate Average: 81%
Victim-Witness Advocate Program: 1,414 active cases – 6,144
individual services provided
Neighborhood Restorative Partnership Program (NRP) : 119 participants
in 2025 referred for diversion – Recidivism rate of 1%
Development and launch of a DUI Death & Serious Injury Focused Unit:
I.M.P.A.C.T Unit – OTS Grant Funded
108
2025 Cold Case Breakthroughs
People v. Matthew Muller
“American Nightmare” kidnapper – unreported 15 year old case solved, his confession in
2024 led to his conviction and sentencing of 40 years in prison
People v. James Grimsley
1990’s Concord murder of transgender woman solved through the use of advanced DNA
technology, tried by jury and convicted of murder in August, sentenced to 15 -Life
People v. Desante Blake
Solved the 2007 fatal shooting of Larry Abercrombie Sr. in front of his Pittsburg home.
Touch DNA linked Blake to the crime, he pled and received a 23 year state prison sentence.
109
Internet Crimes Against Children (ICAC) Task Force
Regional partnership across 11 counties
Investigating and prosecuting technology-facilitated child
exploitation and online crimes
41 individuals arrested for crimes involving child sexual
abuse material or attempted sexual exploitation of minors
Forensic and investigative support, specialized training,
technical assistance, victim services, prevention and
education programs
110
Law Enforcement Involved Fatal Incidents (LEIFI)
District Attorney’s Office conducts independent investigations to
determine if criminal liability exists beyond a reasonable doubt
Include officer-involved shootings, in-custody deaths, and vehicle pursuit
Publishes detailed reports when no charges are filed
Aims to improve public accountability and trust
111
Law Enforcement Involved Fatal Incidents (LEIFI)
112
Community Academy Program
A free 10-week program for residents/workers in Contra
Costa County
Designed to educate the public about the criminal
justice system and DA’s role
Participants engage with District Attorney, Public
Defender, judges, police chiefs and probation officials
Weekly interactive sessions, case process education,
facility tours, court interactions
113
Opening of the
Pittsburg Branch
•Located on Railroad Avenue in Pittsburg, CA.
•Providing more efficient service to our East
County Residents and Law Enforcement
Partners
114
Contra Costa County
District Attorney’s Office
2025 Annual Report
Diana Becton
115
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1468 Agenda Date:4/14/2026 Agenda #:D.5.
To:Board of Supervisors
From:Dr. Grant Colfax, Health Services Director
Report Title:Contra Costa Health Annual Homelessness Report
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ACCEPT an update from Contra Costa Health on 2024 homeless service data and the federal funding
landscape.
FISCAL IMPACT:
There is no fiscal impact for this action.
BACKGROUND:
Contra Costa Health provides direct services and helps coordinate care to people experiencing homelessness in
Contra Costa County through many different venues and programs, including the Healthcare for the Homeless
Program as well as the Health, Housing, and Homeless Program. Services include medical and behavioral
health care, mobile outreach, housing supports, shelter, and system coordination. Contra Costa Health strives to
address the complex challenges and barriers faced by people experiencing homelessness with an integrated and
comprehensive approach that not only improves the well-being of those they serve but also enhances the overall
effectiveness of the County's response to homelessness.
The last annual report to the Family and Human Services Committee (FHS) was presented on December 8,
2025. The 2025 annual report data is scheduled to be presented to the Family and Human Services Committee
on November 9, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is no approved, the report will not be received.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 1 of 1
powered by Legistar™116
2 0 2 4 A N N U A L R E P O R T
Contra Costa
Continuum
of Care
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22 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
C O N T E N T
Acronym List 4
Letter of Introduction 5
Executive Summary 7
Numbers Served 7
Outcomes 7
CoC Budget 7
CoC Capacity Building 8
CoC Successes 8
Population Characteristics 8
Regional and City Data 9
Coroner's Data 9
Contra Costa Homeless Continuum of Care (CoC) Overview 10
CoC Advisory Board 10
Administrative Agency 11
Homeless Management Information System 11
Coordinated Entry System 11
Housing First 11
CoC and Community Partnerships 12
Behavioral Health Housing 12
City/County Partnerships 12
Expanding Resources for Justice Involved Households 13
Strengthening Homelessness Prevention 15
Increasing Access to Housing Vouchers 15
Leveraging Mainstream Benefit Programs 16
Supporting Veterans 16
CoC Capacity Building 17
CoC Provider Support 17
Data Improvements 17
Youth Homelessness 17
Engaging People With Lived Experience 18
Improving Funding Processes 18
Expanding Permanent Housing 19
Improving Shelter 20
Equity 20
CoC System Successes 21
California Advancing and Innovating Medi-Cal (CalAIM) Implementation 21
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32 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Dispatch System Improvement 21
Pet Assistance Program (PAS) Grant 22
National Conferences 22
Youth Leadership in Action 22
El Portal Opening 23
Homelessness Awareness Month 24
Next Step Interim Housing Pilot 24
Future Initiatives and Goals 24
CoC Budget 25
CoC Program Utilization 26
Positive Outcomes and Exit Destinations 28
Prevention and Diversion 31
Crisis Response 34
Crisis Response - Rapid Exit 36
Crisis Response - Street Outreach 39
Crisis Response - Support Services 42
Crisis Response - Emergency Shelter 45
Crisis Response - Transitional Housing 48
Crisis Response - Rapid Rehousing 51
Permanent Housing 54
Demographics 57
Household Type 57
Age Groups 60
Race and Ethnicity 63
Gender 66
Disabling Conditions 68
Chronic Homelessness 70
Survivors of Domestic Violence 70
Sexual Orientation 72
Veterans 72
Housing Outcomes Summary 74
Regional and City Data 75
Cause of Death per Coroner 77
Other CoC Data 78
Appendix A: Program Names and Agencies, 2024 79
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42 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
A C R O N Y M L I S T
Acronym Definition
BIPOC Black and Indigenous People of Color
BH Contra Costa Health: Behavioral Health
CalAIM California Advancing and Innovating Medi-Cal
CARE Coordinated Assessment and Resource
CES Coordinated Entry System
CoC Continuum of Care
COH Council on Homelessness
CORE Coordinated Outreach Referral, Engagement program
DCD (Contra Costa County) Department of Conservation and Development
DV Domestic Violence
ECM Expanded Care Management
EHSD (Contra Costa County) Employment and Human Services Division
EMR Electronic Medical Records
ERF/ERG Encampment Resolution Funds/Encampment Resolution Grant
ESG Emergency Solutions Grant (federal and state program)
GRIP Greater Richmond Interfaith Program
H3 Contra Costa Health: Health, Housing and Homeless Services
HACCC Housing Authority of Contra Costa County
HDAP Housing Disability and Advocacy Program
HMIS Homeless Management Information System
HSV Housing Stability Vouchers
HUD U.S. Department of Housing and Urban Development (federal)
LGBTQIA+ Lesbian, gay, bisexual, transgender, or questioning/queer
MHSA Mental Health Services Act
NOFA/NOFO Notice of Funding Availability/ Notice of Funding Opportunity
PIT Point in Time Count
PSH Permanent Supportive Housing
PWLE People With Lived Experience of Homelessness
RED Research, Evaluation and Data
RRH Rapid Rehousing
SSDI Social Security Disability Income
SSI Supplemental Security Income
TAY Transition Age Youth (usually ages 18-24)
TH Transitional Housing
VA U.S. Department of Veterans Affairs (federal)
VASH Veterans Affairs Supportive Housing
YAB Youth Action Board
YYA Youth and Young Adults
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52 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Dear Community,
The 2024 Annual Report for the Contra Costa Homeless Continuum of Care (CoC) captures the collective efforts
of our community – service providers, local agencies, people with lived experience and dedicated advocates –
who work tirelessly to address homelessness and strengthen pathways to housing stability.
This past year, Contra Costa CoC served 9,995 households (14,245 individuals), marking
a significant increase in outreach and program impact. Our Coordinated Entry System
facilitated over 440 referrals to permanent housing and we successfully leveraged
41 Housing Stability Vouchers to support households experiencing chronic homelessness.
Additionally, we deepened our investment in permanent housing solutions, improving
shelters and strengthening homelessness prevention – ensuring that our system remains
adaptive, person-centered and responsive to the needs of our community.
As we look forward, we recognize the work that still lies ahead. The landscape of homelessness continues to
evolve, and we remain steadfast in advancing system improvements, data-driven strategies and expanding
permanent supportive housing opportunities to meet the needs of the most vulnerable individuals and families.
This year, we also take a moment to honor the legacy of Michael V. Fischer, a beloved longtime staff member
of our team, whose contributions shaped so many of the programs highlighted in this report. Throughout these
pages, you will find sunshine icons marking the initiatives that reflect his enduring impact. His commitment to this
work inspires us all and we carry his vision forward.
Thank you for your ongoing partnership, collaboration and commitment to making homelessness rare, brief and
non-recurring in Contra Costa County. Together, we will continue striving toward equitable and lasting solutions.
Sincerely,
Christy Saxton, Director
Contra Costa Health: Health, Housing and Homeless Services (H3)
L E T T E R O F I N T R O D U C T I O N
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62 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
In 2024, Contra Costa Health lost a beloved and dedicated colleague and friend, Michael V. Fischer.
Michael dedicated 14 years of his life working in nearly every part of H3.
A few of the many programs and initiatives Michael contributed to include:
• Coordinated Outreach Referral and Engagement (CORE) Program
• Housing Disability and Advocacy Program (HDAP)
• HousingWORKS! Program
• Adult Protective Services (APS) HomeSafe Program
• Project Roomkey hotel sites during the COVID-19 pandemic
Beyond his professional achievements, Michael had an infectious smile, gave the warmest
hugs and was the biggest advocate for people experiencing homelessness and for the
staff who supported them.
Throughout this report, you will find sunshine icons next to the
initiatives Michael had an impact on.
May his sunshine always be remembered.
I N M E M O R Y O F M I C H A E L V. F I S H E R
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72 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
This annual report offers a comprehensive review of the Contra Costa Homeless Continuum of
Care’s (CoC) activities and outcomes in 2024. Comprising multiple service providers and overseen
by a Council appointed by the Board of Supervisors, the CoC operates under an administrative
lead to drive its mission forward. Through a unified vision and well-defined goals, the CoC remains
committed to addressing the needs of individuals experiencing a housing crisis.
Numbers Served
During 2024, the CoC served 9,995 households (14,245 individuals), reflecting a 40% increase from 2020.
• 2,019 households served in Prevention and Diversion, for households at-risk of homelessness or newly homeless and
not yet engaged in CoC services.
• 7,114 households served in Crisis Response programs, for households in sheltered and unsheltered sleep settings.
• 1,448 households served in Permanent Housing programs, for households that had been homeless and subsequently
placed into permanent housing that includes supportive services.
Outcomes
Out of the 9,995 households served
during 2024, 3,055 (31%) were able to
retain or exit to permanent housing.
Additional successful outcomes include:
• 97% of households that exited from
prevention and diversion programs
exited to permanent housing.
• 31% of household enrollments in crisis
response programs exited to temporary
or permanent housing and another 11%
exited to emergency shelters.
• 98% of household enrollments in
permanent housing programs either
retained their housing or exited to
other permanent housing.
CoC Budget
The CoC received over $22 million in funding from the United States Department of Housing and Urban Development
(HUD), a 47% increase over five years. Additional non-HUD funds, which account for 61% of the CoC budget, have
decreased by over $2 million, or 10%, from fiscal year 2020-2021 to fiscal year 2023-2024.
E X E C U T I V E S U M M A R Y
9,995
households served in 2024
31% (3,055)
retained or exited to
permanent housing
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82 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
CoC Capacity Building
The CoC’s lead administrator is Contra Costa Health’s Health, Housing and Homelessness Services division (H3). During
2024, Contra Costa Health (CCH) led a variety of activities that took place to build capacity within the CoC.
• Provider Support: Hosted monthly trainings and meetings to enhance service delivery, onboard new providers and
ensure continuous improvement.
• Data & System Enhancements: Improved data accuracy (from 91% to 96%); launched a new online training platform
for Homeless Management Information System (HMIS) users; and began data integration with the Contra Costa Health
Electronic Medical Records (EMR) system to streamline care coordination.
• Expanded Outreach & Shelter Capacity: Strengthened partnerships with cities to extend Coordinated Outreach Referral
and Engagement (CORE) Program outreach services, added new shelter resources and improved funding processes for
long-term stability.
• Youth Engagement: Established the Youth Action Board (YAB), completed the Youth Needs Assessment and hosted
capacity-building trainings focused on youth homelessness solutions.
CoC Successes
The CoC continued to build, strengthen and deepen partnerships and successfully house vulnerable individuals and families.
• Behavioral Health Housing Collaboration: Strengthened partnerships to prioritize housing for individuals with severe
mental health conditions, leveraging programs like No Place Like Home funding.
• City & County Partnership Initiatives: Collaborated with cities like San Pablo, Antioch and Richmond to expand CORE
outreach teams, enhance shelter capacity and improve housing pathways through Encampment Resolution Funding
(ERF) grants.
• Expanded Housing Access: Over 440 referrals were made to permanent housing through the Coordinated Entry System,
marking a 25% increase from the previous year.
• Veteran Housing Expansion: Strengthened coordination with federal and local veteran service providers, leading to 15
veteran households moving into permanent supportive units at Valor Village in Pinole.
Population Characteristics
• Households with Children: There were 1,845 households with children served in 2024, a 79% increase since 2020.
• Transition Age Youth (TAY), ages 18-24: TAY made up 7% of the CoC served and increased by 55% since 2020.
• Race/ethnicity: Black/African American/African households and people with Multiple Races were over-represented in the
CoC relative to the county population (four times and three times, respectively).
• Disabling conditions: 68% of households served in the CoC had a member with at least one disabling condition. Mental
health condition was the most prevalent disability, accounting for 48% of households.
• Survivors of domestic violence: 85% of households accessing Crisis Response had at least one household member who
had experienced domestic violence.
• Sexual orientation: 3% of adults served in Crisis Response identified as LGBTQIA+ and 22% of the LGBTQIA+ population
served in Crisis Response were between the ages of 18 and 24.
• Veterans: The CoC served 912 veterans in 2024 (8%) of all adults. Veteran households made up 34% of all households in
Permanent Housing programs.
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Regional and City Data
The data suggests there is movement across the county. More
people lost housing in East County (38% of households) than in
Central or West, while fewer households slept in West County
(28% of households) the night prior to enrolling into programs.
More people lost housing in Antioch than any other city (n=
2,049), followed by Richmond (n=1,716) and Concord (n=1,251).
Coroner’s Data
An annual memorial has been hosted in Contra Costa since
2004 to acknowledge and honor people who pass away while
experiencing homelessness. The coroner reported that 76
people experiencing homelessness died during calendar year
2024, a 24% decrease from 2020 and 33% decrease from 2023.
Population From Prevention
(n = 1,791)
From Crisis Response
(n = 1,219)
General Population 97%20%
Race/Ethnicity
American Indian/Alaska Native/Indigenous (HH) 100%17%
Asian American/Asian (HH) 95%19%
Black/African American/African (HH) 98%23%
Hispanic/Latinx (HH) 97%16%
Multiple Races (HH) 97%21%
Native Hawaiian/Pacific Islander (HH) 93%17%
White (HH) 95%18%
Other Sub-Populations
Chronically Homeless (HH) N/A 15%
Households with Children (HH) 100%39%
Households with Disabling Condition (HH) 95%19%
LGBTQIA+ (Ind) 96%24%
Survivors of Domestic Violence (Ind) 90%22%
Veterans (Ind) 90%42%
Exits to Permanent Housing by sub-populations (excluding those still active)
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102 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
The Contra Costa CoC supports individuals and families at risk of homelessness, experiencing homelessness, or needing
ongoing support to sustain housing stability. The program, partially funded by the U.S. Department of Housing and
Urban Development (HUD), prioritizes community-wide collaboration and strategic resource allocation to address
homelessness. Core objectives include ending homelessness, promoting self-sufficiency and ensuring access to
essential services.
Key components of CoCs include:
• CoC Governing Board
• Administrative agency
• Homeless Management Information System (HMIS) administrator
• Coordinated Entry administrator
In our community, the CoC’s geographic region is the entire county. Contra Costa Health oversees CoC administration
and directly provides services to the community, in partnership with local organizations and service providers.
C O N T R A C O S TA H O M E L E S S C O N T I N U U M O F
C A R E ( C o C ) OV E R V I E W
CoC Advisory Board
Appointed by the Contra Costa County Board of
Supervisors, the Council on Homelessness (COH)
serves as the governing board of the CoC and an
advisory body to the Board of Supervisors. The
COH consists of 19 members representing areas
such as affordable housing, behavioral health, public
safety, veterans’ services and individuals with lived
experience of homelessness.
The COH and its committees steer the CoC’s
direction, shaping policies and programs. Monthly
council and sub-committee meetings are open to
the public and individuals with lived experience
account for nearly 40% of attendees at Council on
Homelessness meetings.
Administrative Agency
Contra Costa Health provides oversight, guidance,
fiscal management and technical support to address
homelessness in the community. As the CoC’s
administrative agency and HUD contact, in 2024
Contra Costa Health undertook several
key initiatives:
• Secured federal, state and local funding for
CoC programs
• Supported COH, CoC Providers and
community meetings
• Organized the 2025 Point-in-Time Count
• Produced a comprehensive annual report and
submitted required HUD documentation
Contra Costa Health continues to strengthen
collaboration among community agencies to combat
homelessness effectively.
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Homeless Management Information System
The Homeless Management Information System (HMIS) supports the CoC by collecting data, coordinating care and
evaluating program effectiveness. Contra Costa Health ensures HMIS compliance with HUD requirements, monitors
data accuracy and submits quarterly and annual reports to HUD. CCH also provides training, data quality assessments,
technical assistance and maintains data security for all CoC-funded providers.
Coordinated Entry System
Coordinated Entry (CE) is a critical, system-wide strategy for responding to housing crises. It provides a streamlined,
person-centered pathway to permanent housing by integrating standardized intake, assessment and referral processes
across the entire homelessness response system.
Contra Costa’s Coordinated Entry System (CES), managed by Contra Costa Health, ensures equitable access to
resources by prioritizing the most vulnerable individuals and matching them to appropriate housing interventions through
standardized tools and a Housing First approach. By emphasizing equity, efficiency and collaboration, CES enables the
CoC to make data-driven decisions, reduce barriers and advance solutions to end homelessness in Contra Costa County.
Housing First
Contra Costa CoC follows the evidence-based Housing First¹ model to address homelessness in compliance with federal
and state guidelines. Housing First emphasizes quickly connecting individuals and families experiencing homelessness
to permanent housing without preconditions and barriers to entry, such as sobriety, treatment or service participation
requirements. Supportive services are offered to maximize housing stability and prevent returns to homelessness as
opposed to addressing predetermined treatment goals prior to permanent housing entry.
¹ https://archives.huduser.gov/portal/periodicals/em/spring-summer-23/highlight2.html
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Collaboration between CoC service providers, nonprofits, community partners and agencies allows
for a broader reach and wider array of services for those accessing the homeless system of care.
Key partnerships are described below.
Behavioral Health Housing
In 2024, Contra Costa Health continued to prioritize and connect the most vulnerable individuals experiencing
homelessness with severe mental health conditions to housing programs funded by the state through initiatives like the
No Place Like Home (NPLH) program and the Behavioral Health Services Act. These programs are designed to
provide people with behavioral health needs with wraparound supportive services and permanent, affordable housing.
Building on these efforts, CCH partnered with Resources for Community Development and the John Stewart
Company to refer 13 households to Rick Judd Commons, a newly developed affordable housing community in Concord.
These referrals were made through the Coordinated Entry System, targeting individuals with significant behavioral health
needs. Rick Judd Commons, supported by NPLH funding, offers permanent supportive housing tailored to individuals
experiencing homelessness and in need of mental health services. Residents began moving into these units in early 2025.
This project exemplifies how cross-system collaboration can effectively support those with the highest needs in
our community.
City/County Partnerships
• City of Concord: The City of Concord adopted a Homeless Strategic Plan, allocating $5 million in one-time funding
to expand housing options with support services and connect people to resources, including temporary housing and
field-based assistance at sheltering locations. This initiative addresses critical needs such as medical care, substance
use treatment, hygiene and workforce development, with the ultimate goal of helping individuals transition to
permanent housing.
• Central Contra Costa Sanitation District: Under a three-year pilot program, Central San opened a free, self-service
RV wastewater disposal station operating seven days a week to prevent illegal dumping and protect public health
and waterways.
CORE Team Expansions
• El Cerrito: El Cerrito partnered with San Pablo on a one-year program to enhance outreach for unhoused individuals,
cost-sharing a County CORE team for engagement, health services and housing assistance, while also becoming the
first city to invest in a flexible fund for residents facing housing instability.
• Education (Tipping Point): A new CORE Education team supports homeless TAY and families by coordinating with
school district Homeless Liaisons, Basic Needs Centers and CORE TAY Care Coordinators to connect students and
youth (18-24) to housing, medical care and social services.
• Reentry (AB109): The two-person CORE Re-Entry team collaborates with the Sheriff’s Department and Health Care for
the Homeless to connect incarcerated individuals facing homelessness to housing, medical care and essential services
before release, ensuring a smoother transition back into the community.
C o C A N D C O M M U N I T Y PA R T N E R S H I P S
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H O M E K E Y
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Encampment Resolution Fund
With the support of Encampment Resolution Funding (ERF) grants from the state, Contra Costa Health has significantly
expanded its efforts to address homelessness and provide housing solutions across the cities of San Pablo, Richmond
and Antioch.
• In San Pablo, CCH directly received $5.7 million from the state to provide direct outreach services, subcontract a Rapid
Rehousing provider and expand shelter capacity at the Brookside Adult Homeless Shelter.
• In Antioch, part of the city’s $9.3 million grant includes $4.1 million contracted funds for CCH to provide project
administration, Rapid Rehousing and develop an interim shelter site, along with funds for dedicated CORE outreach
services.
• Additionally, Richmond’s $6.8 million grant includes contracted funding for CCH to expand outreach to two CORE
outreach teams and provide project management and Rapid Rehousing.
Homekey
• The City of Richmond was one of 9 communities
in California awarded a state Homekey grant ,
receiving just over $14.5 million to acquire the
Motel 6 near Civic Center Plaza to convert it into
48 permanent supportive units. With support
from Novin Development, Trinity Center,
and Contra Costa Health Plan, this project
will offer wraparound supportive services and
permanently affordable housing for people
experiencing homelessness.
Expanding Resources for
Justice Involved Households
• Pretrial Services: The Contra Costa County
Probation Department received new funding
to provide housing navigation and case
management services to participants awaiting
trial. Hope Solutions, the housing provider,
served 19 participants in pretrial programming in
2024.
• Homeless Court: Contra Costa Health partners
with the Superior Court of Contra Costa County
to help individuals experiencing or formerly
experiencing homelessness clear infractions
related to housing instability. In 2024, 75
Homeless Court participants completed over
14,500 hours of community service, clearing
more than $200,000 in fines and removing
barriers to employment, housing and recovery.
SUCCESS STORY
Homeless Court: David [name changed to
protect privacy] had been living in his vehicle
while working toward a better future. He
dreamed of becoming a truck driver but
couldn’t accept a job offer due to outstanding
fines blocking his license. “I love helping
people and want to do better in life,” he
shared in his letter to the Court. Thanks to
Homeless Court, that opportunity is now
within reach and David was able to clear his
outstanding court infractions and fines and
obtain his truck driving licensure. His Trinity
Center case manager added, “This is an
opportunity for [David] to move forward and
take the initiative to build a better future.”
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142 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
• CalAIM Justice Involved Initiative: The California Advancing and Innovating Medi-Cal (CalAIM) team in partnership
with CORE connects recently released, formerly incarcerated individuals to housing navigation, medical care and
enhanced case management. These connections to health supports are aligned to reduce adverse health impacts
associated with incarceration and to improve long-term tenancy sustaining outcomes.
SUCCESS STORY
Tavis, a Pittsburg native in his 30s, spent more than a decade living unsheltered, moving between
family couches and sleeping in his car. Without a high school diploma and with felonies on his
record, securing stable employment—and ultimately housing—felt out of reach. Tavis joined a gym
to train for carpal tunnel relief and discovered it was open 24/7. The access to showers helped him
maintain hygiene, boosting his confidence. Feeling better about himself, Tavis decided to respond
to a phone ad for the Contra Costa Expungement Program and successfully cleared his felonies—a
milestone he now shares to inspire others. Motivated by his progress and newly aware of resources
available to him, he began working with CORE mobile outreach and the ECM program to secure
disability benefits and taking steps toward stable housing. “Having people that care makes you feel
like a person again”, he said.
When he was offered a unit at El Portal Place in November 2024, Tavis jumped at the opportunity.
He says, “All I have to do is ask and someone will help me.” He’s now exploring workforce
programs, building a solid rental history, working toward earning his GED and still attends church
with his beloved congregation in Pittsburg. Tavis says El Portal has given him the fresh start he once
thought was impossible, musing, “If I look at myself last year compared to this year, I’m a totally
different person.”
“ I see brightness
now. That’s how
it’s been ever
since I’ve been
here.”
- Tavis
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In 2024, the Housing Authority of Contra Costa County (HACCC) remained a key partner in voucher implementation and
turnover of Project-Based Permanent Supportive Housing, facilitating over 75 Coordinated Entry placements (17% of
referrals to permanent housing through CES) and launching two new voucher programs with Contra Costa Health:
Foster Youth for Independence (FYI)
The 3-year Foster Youth for Independence (FYI) voucher program provides subsidies for current or former foster youth.
HACCC collaborated with Employment and Human Services Department (EHSD), CCH and Hope Solutions, which
provides housing navigation and case management services. Since the program’s inception in 2023, 34 youth have been
issued a voucher and moved into housing.
152 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Strengthening Homelessness Prevention
In 2024, Contra Costa Health partnered with Community
Solutions through the Housing Stabilization Learning
Cohort , alongside the Contra Costa Crisis Center and
Homelessness Prevention providers, to explore best practices
and develop a 2025 pilot of a data-driven screening tool
aimed at reducing homelessness inflow.
Shallow Subsidy Pilot
In 2024, Contra Costa Health partnered with Bay Area
Community Services (BACS) to launch the Shallow Subsidy
pilot, providing a fixed rental subsidy (avg. $800/month for up
to 18 months) to stabilize severely rent-burdened households
exiting Rapid Rehousing; early results show sustained housing
stability, informing potential future expansion.
“This subsidy gave me
the breathing room I
needed. I can finally
focus on my job and my
kids without constantly
worrying about losing
our home.”
- Shallow Subsidy
Pilot Participant
“This is the first time
we’ve had a home of
our own that fits our
children—and it’s in a
safe neighborhood. After
everything, it feels like
we can finally breathe.”
- HSV recipient, housed after
more than a year at Greater
Richmond Interfaith Program
Family Shelter
Housing Stability Vouchers
In early 2024, Contra Costa Health, in partnership with HACCC,
began issuing referrals for 41 Housing Stability Vouchers (HSV)
from a 2023 joint initiative. These vouchers assist individuals
and families facing homelessness or fleeing domestic violence,
sexual assault, stalking, or human trafficking.
• 41 HSV were issued in early 2024 through a partnership
between HACCC and CCCH to support individuals and
families experiencing or at risk of homelessness, including
survivors of domestic violence and human trafficking.
• 25 vouchers were project-based at El Portal Place to
provide permanent housing for chronically homeless single
adults, primarily seniors, while 16 vouchers assisted large
families experiencing chronic homelessness, ensuring
equitable access to appropriately sized supportive housing.
• All referrals were made through the Coordinated Entry
System, prioritizing those with the highest needs,
underscoring the critical role of the HACCC-CCH
partnership in addressing chronic homelessness and
expanding long-term housing solutions.
Increasing Access to Housing Vouchers
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VA LO R V I L L A G E
162 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Leveraging Mainstream Benefit Programs
Contra Costa Health continued its partnership with Contra Costa Employment and Human Services Department (EHSD)
through multiple state funded projects including:
Home Safe
A Prevention and Housing Stabilization program for older adults with an open EHSD Adult Protection Services (APS) case
and who are either at-risk or experiencing homelessness.
• In 2024, Home Safe served 171 individuals from 161 households. This included 44 individuals (41 households) who were
experiencing homelessness and 127 individuals (120 households) who were at risk of becoming homeless.
HousingWORKS!
An eviction Prevention and Rapid Rehousing program for families receiving CalWORKS and who are at-risk or
experiencing homelessness.
• In 2024, HousingWORKS! served 529 individuals (191 households). Of those, 428 individuals (148 households) received
assistance from Rapid Rehousing and 101 individuals (43 households) from prevention.
Housing, Disability and Advocacy Program (HDAP)
A Prevention and Rapid Rehousing program for individuals at-risk or experiencing chronic homelessness who are eligible
for General Assistance (GA) and pending Social Security Income (SSI).
• HDAP served 383 individuals (381 households) in 2024 that included services of housing navigation, prevention and
rapid rehousing services.
Bringing Families Home (BFH)
Launched in 2023, this program provides Rapid Rehousing and Prevention to families involved in the Child Welfare System
who are at risk or currently experiencing homelessness. Bringing Families Home provides case management, housing
navigation, financial assistance and referrals to services to increase self-determination and housing stability, as well as
reduce placement in the foster care system.
• In 2024, BFH in total served 404 individuals (119 households) of those 324 individuals (93 households) received rapid
rehousing support and 80 individuals (26 households) received prevention services.
Supporting Veterans
In 2024, CES enhanced coordination with the
Department of Veterans Affairs (VA), the HUD-Veterans
Affairs Supportive Housing (HUD-VASH) team and
local veteran service providers to refine the Veteran
by-name list and improve housing support for veterans
experiencing homelessness. Through this partnership, 15
veteran households with permanent disabilities moved
into Valor Village in early 2025, securing long-term,
stable housing funded by the Veterans Housing and
Homelessness Prevention (VHHP) program and Satellite
Affordable Housing Associates (SAHA). The opening
of Valor Village and coordinated placements marked a
critical step in providing permanent, supportive housing
solutions for disabled veterans in our community.
Photo credit: sahahomes.org, Fernando Artega
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YO U T H A C T I O N B O A R D
M E M B E R S A N D S TA F F AT
YO U T H E M P O W E R M E N T
S U M M I T I N S A C R A M E N T O
172 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
The CoC, with the administrative support of Contra Costa Health, provides continuous improvement
through trainings, tools and collaboration opportunities to improve services and expand capacity
across the CoC.
CoC Provider Support
As the CoC Lead agency, Contra Costa Health
provided a variety of support and resources
to homeless service providers in the
community including:
• Meetings: Hosted monthly Homeless Service
Provider meetings for providers to share updates,
gather feedback and identify opportunities for
improvement and support.
• How to Support Families with Children or
Unaccompanied Minors: Hosted monthly
trainings for providers to build skills and
knowledge base, including a new training
“How to Support Families with Children or
Unaccompanied Minors.”
Data Improvements
• Despite a 38% growth in the number of programs
and a 147% growth in the number of users over
the past 5 years, the CoC has been able to
expand the number of providers sharing data in
HMIS while simultaneously improving quality of
data collected and processes.
• Data completeness has increased from 87% to
90% and accuracy has increased from 91%
to 96%.
• New online training platform offers a wider range
of self-paced trainings and materials.
• Introduced office hours, resulting in improved
collaboration and proactive problem-solving with
HMIS partners.
• Collaboration with the Contra Costa Health:
Information Technology Business Intelligence
team to improve two-way data integration
between HMIS and Contra Costa Health’s
electronic health record system to enhance care
coordination, data visibility and service efficiency,
with key workflows set for 2025 finalization.
Youth Homelessness
In 2024, the CoC made transformative progress in
centering youth and young adult (YYA) leadership and
encountered steep challenges to advance its response to
YYA homelessness, including:
• Youth and Young Adult (YYA) Community Needs
Assessment: “The Opportunity To Change: A
Community Needs Assessment For Youth And Young
Adult Homelessness In Contra Costa” was completed
and released in September. This marked the first
step in an effort to develop a coordinated community
response to YYA homelessness for the CoC.
• Youth Action Board (YAB): In partnership with
Rainbow Community Center and RYSE Center,
the CoC formally launched the YAB within the Council
on Homelessness Oversight Committee to elevate
YYA leadership and advocacy. By year’s end, YAB
grew to 12 members, engaging in training, governance
development and key CoC initiatives like the Housing
Needs Assessment Redesign and PIT Count.
C o C C A PA C I T Y B U I L D I N G
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182 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Improving Funding Processes
As part of the application for Homeless Housing,
Assistance and Prevention (HHAP) Program Round
5 grant funding, the CoC and Contra Costa Health
convened three Community Input sessions to get
feedback from community stakeholders to inform the
Contra Costa Regional Homelessness Action Plan.
The 2024 HUD CoC Competition scoring rubric was
revised to prioritize:
Projects that addressed the needs of particularly
vulnerable groups, like Transition Aged Youth,
individuals with mental health challenges, those
dealing with substance use disorders and survivors of
domestic violence
Renewal projects were prioritized over the
new projects if they met at least one of the
following criteria:
• Showed strong performance in areas like stable
housing, efficient use of resources and minimal
leftover grant funds;
• External challenges, like construction delays,
impacted performance; or
• Funding reductions would negatively impact
underserved communities.
• Training: The CoC’s first training on Adultism and Working with YYA, led by Matthew Aronson Consulting, drew 93
attendees and advanced efforts to engage YYA as partners.
• Youth Homelessness Demonstration Program (YHDP) Application: YAB members co-wrote the CoC’s application to
HUD’s YHDP. While Contra Costa was not selected, the effort strengthened partnerships and aligned a shared vision
for YYA-driven change.
• Strategic Planning and Priority Setting: The CoC partnered with 8 YAB members and 23 stakeholders to develop the
Youth and Young Adult Strategic Plan, a 12-month roadmap to guide 2025 efforts.
• Closing of TAY Transitional Living Program: After operating for over 20 years, Contra Costa Health closed the
Transition Aged Youth TLP site, Mary McGovern in September 2024 after the programs lease was unable to be
renewed. Despite an ongoing search for a new location, Contra Costa Health could not find an affordable site to
develop a new program. No youth served at Mary McGovern exited to homelessness. We are grateful to the staff and
community partners that supported young people in this program over the years.
Engaging People With
Lived Experience
The Council on Homelessness demonstrated a strong
commitment to incorporating voices of people with
lived experience of homelessness (PWLE) throughout
2024 by:
• Electing a Chair and Vice Chair with lived
experience of homelessness;
• Providing additional support to Council members
with lived experience of homelessness including
technical support, transportation support and
stipends for seats requiring lived experience;
• Targeted recruitment that resulted in nineteen
out of 31 applicants for open seats on the Council
having a lived experience of homelessness.
Broader system engagement of people with lived
experience included:
• Three PWLE on the Housing Needs Assessment
Re-design Steering Committee;
• TAY with a lived experience of homelessness
participation in the Youth and Young Adult
Community Needs Assessment and presenting a
panel discussion during Homelessness Awareness
Month; and
• Hosted input session with the Youth Action Board
and system utilizers as part of the Housing Needs
Assessment Process.
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192 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Expanding Permanent Housing
Domestic Violence Rapid Rehousing (DV RRH): Supporting Safety and Stability
Domestic Violence Rapid Rehousing (DV RRH) programs in Contra Costa County provide trauma-informed,
housing-focused programs with flexible financial assistance and supportive services tailored to the unique needs of
survivors and their families.
• In 2024, a total of 43 referrals to DV RRH programs were made to programs including Planting Roots, Pelancha and
New Journey (administered by SHELTER, Inc.) and Project Home Safe (administered by Hope Solutions).
El Portal Place
Contra Costa Health received $16 million from the state’s Homekey Round 3 initiative to transform a vacant office building in
San Pablo into El Portal Place, the county’s first facility designed for residents meeting federal chronic homelessness criteria.
• Supported by local, state and federal funding, the project offers 54 micro-unit apartments for homeless adults with
disabilities and provides permanent supportive housing with onsite services like case management, behavioral health
support and benefits assistance.
• Tenants, selected through the Coordinated Entry Process and with support from the Housing Authority of Contra Costa
County, live in units with bathrooms, kitchenettes and workspaces and benefit from amenities like a community room,
garden and dog park.
SUCCESS STORY
Marcus, a Pittsburg native in his late 30s, spent several years
in Oklahoma before returning to the Bay Area to move in
with a friend who needed help. When that housing situation
ended, due to skyrocketing housing costs and an inability to
work due to a disability, Marcus became homeless.
For two years, Marcus lived at Camp Hope in Martinez.
When the encampment closed, CORE connected him to
Delta Landing, where he stayed for another two years.
When El Portal Place in San Pablo was offered as a housing
opportunity, despite reservations about moving to an
unfamiliar part of the county, Marcus said yes.
In addition to stable housing, Marcus now receives case
management and transportation assistance for medical
appointments and essential services through Hope
Solutions. After undergoing his second hip replacement,
he was finally approved for disability income, allowing him
financial stability. His focus is now on saving money to
give himself the option of moving to Oklahoma, where his
disability income would allow him to live independently. The
possibility of a fresh start comes with bittersweet emotions.
“I grew a family here at El Portal,” he says. “If I move back
to Oklahoma, I gotta leave another family.”
“I want to go into
my own house.
That’s what I’m
working on now.”
- Marcus
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J OY B O U N D
202 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Improving Shelter
• Bay Area Rescue Mission (BARM): BARM implemented a formal
Trauma-Informed Care Program Framework with expanded training
for staff and volunteers; strengthened Vocational Program to include
cybersecurity and technology training and on-site training for
students; and laid groundwork for clinical interns to provide mental
health support beginning in early 2025.
• Greater Richmond Interfaith Program (GRIP) Year-Round Warming:
GRIP launched year-round Warming Center services, offering up to 25
nightly shelter beds for single adults, along with meals, showers and
case management—all consistently at near-full capacity.
• Pet Friendly Services: In 2024, CoC providers leveraged Joybound’s
services to support participants with pets, with BACS at Delta
Landing hosting free vaccinations, microchipping and spay/neuter
assistance. See “Pet Assistance Program (PAS) Grant” under CoC
System Successes.
Equity
The CoC advanced equity across key areas in 2024. The Equity Committee of the Council on Homelessness:
Provided Input to COH Committees and Working Groups
• Offered equity-focused feedback on items from Funding, Governance and Nominating Committees.
• Enhanced Participant Satisfaction Survey by recommending demographic questions to capture equity-related data.
• Contributed input to improve the Measure X funding process and Nominating Committee work.
Partnered on Equity-Focused Projects
• Focused on developing informational materials for individuals experiencing homelessness, with an emphasis on
Latinx communities.
• Reviewed Point-in-Time Count data using an equity lens to better address disparities.
• Provided actionable recommendations on the Participant Satisfaction Survey to include equity metrics.
Strengthened Relationships with Equity Partners
• Engaged Latinx-serving organizations for feedback and collaboration.
• Received information about the Reentry System of Care to deepen understanding of its intersections with
homelessness services.
• Expanded awareness of systems and programs impacting equity through targeted presentations and updates.
Strategic Planning for 2025
• Designed a 2025 Work Plan with priorities such as monitoring equity metrics, developing an equity dashboard,
increasing committee participation and addressing racial disparities in homelessness care systems.
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212 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
California Advancing and Innovating Medi-Cal (CalAIM) Implementation
In 2024, Contra Costa Health delivered over 37,500 Community Support Services to Medi-Cal recipients, while expanding
the CalAIM teams to 31 front-line staff dedicated to addressing housing instability and the social determinants of health.
H3 advanced collaboration with Contra Costa Health Plan (CCHP) by preparing the launch of CalAIM Housing Deposits
in 2025 and began cross-integrating HMIS and EPIC systems to streamline community support services. These system
enhancements reinforce CalAIM services by strengthening data coordination and service delivery across systems of care.
Dispatch System Improvement
In 2024, Contra Costa Health introduced the InContact
dispatch system to improve service triage for
individuals experiencing homelessness. This system
enhances communication with partnered providers,
accelerates response times and strengthens service
coordination. With real-time tracking and reporting,
staff can prioritize urgent needs and allocate resources
more efficiently.
C o C S Y S T E M S U C C E S S E S
SUCCESS STORY
When Carla [name changed to protect privacy]
was first referred to the dedicated CalAIM
team as an emergency case, she was facing
the threat of eviction, six months of delinquent
rent and the harsh reality of homelessness
hanging over her and her family. The situation
was critical, with Carla’s husband facing
health challenges after a debilitating stroke,
making their need for stable housing even
more critical.
CalAIM initiated the first contact and began
the process of gathering crucial legal
documents and the rental lease. The CalAIM
team engaged Centro Legal la Raza which
skillfully delayed the eviction process by
identifying errors in documents filed in a
different county. This delay turned out to be
a crucial factor that would shape the positive
outcome of Carla’s housing status.
The CalAIM case manager reached out to
the landlord’s lawyers with a proposal that
showcased the community’s commitment to
ensuring stability of Carla’s living situation
with a documented collaboration between
CalAIM funding and Seasons Sharing (SOS)
funding to provide a combined $10k to
address outstanding rent secure continued
residence apartment. Carla and her family are
now securely housed and connected to the
resources and services they need to stay
that way.
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D E LTA L A N D I N G
YO U T H A N D YO U N G A D U LT PA N E L
222 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Pet Assistance Program (PAS) Grant
Contra Costa CoC was awarded $387,000 in PAS grant
to improve amenities for pets at Delta Landing, an interim
housing program in East County. Contra Costa Health, in
partnership with Contra Costa Public Works department
contracted with an architect and local construction
company to build two dog parks, kennels and a dog
washing station. The project was finalized and the parks,
kennels and dog washing station opened in fall of 2024.
National Conferences
• National Alliance to End Homelessness (NAEH): Members of H3’s CORE team presented at the National Alliance
to End Homelessness conference in Washington, DC, highlighting how cross-sector partnerships enhance person-
centered approaches to encampments.
• HUD National CoC Webinar Series: Contra Costa’s Coordinated Entry System Manager presented at a national HUD
webinar on CoC and criminal legal system coordination, focusing on efforts to formally integrate justice stakeholders
into governance and advance cross-system housing access through strategic reentry planning.
Youth Leadership In Action
• In November, YAB hosted a Youth and Young Adult panel on Homelessness with Contra Costa College and the Council
on Homelessness, engaging 47 community members and an article in the Contra Costa Pulse called, Youth Affected
by Homelessness Want to Help Solve ‘Crisis’.
• YAB members participated in a regional convening hosted by Tipping Point Community, connecting peers from across
the Bay Area to share strategies and build YYA collective power and advance YYA-led solutions.
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232 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
C o C SYSTEM SUCCESS STORY
Darren, a man in his mid-50s, lived with his
mother and worked as a janitor at Safeway and
John Muir Hospital. After his mother passed
away, he lost his housing and his health declined
leaving him unable to work. Darren spent five
years moving between shelters, struggling with
unmanaged chronic health conditions and,
eventually, a leg amputation. His condition
led to a placement at the Philip Dorn Medical
Respite facility and then the Concord Shelter.
There, Darren actively took charge of his health,
attending medical appointments, collaborating
with the medical team at Philip Dorn Respite
and learning how to manage his health. His
progress was supported by an Enhanced Care
Management worker and a shelter
case manager.
Financial challenges complicated his journey
further. Darren faced difficulties qualifying for
General Assistance (GA) due to his pension from
a previous job. After several attempts by his case
workers, he was approved for GA, enrolled in the
Housing Disability Advocacy Program (HDAP)
and eventually secured Supplemental Security
Income (SSI) along with back pay, offering much-
needed relief.
Darren wasn’t initially sure about moving into
El Portal due to his strong connection to East
County but loves his new home. His three
daughters have been able to visit and his
nephew provides the care he needs as his
In-Home Supportive Services (IHSS) worker.
“ I love living here
and having my
own space.”
- Darren
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M E M O R I A L E V E N T
242 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Homelessness Awareness Month
For Homelessness Awareness Month (November), we
celebrated significant achievements and collaboration
in addressing homelessness within our community.
• A well-attended reception honored individuals
nominated for their outstanding efforts in this field;
• COH Chair presented to the Board of Supervisors on
November 12th, securing two resolutions of support;
• Homeless Persons’ Memorial event co-hosted by
the Contra Costa Crisis Center, SoS Richmond, NAMI
Contra Costa, Loaves and Fishes of Contra Costa
and the Council on Homelessness on December
20th at the Walnut Creek Library.
Next Step Interim Housing Pilot
In late 2024, Contra Costa Health,in partnership with the Housing Consortium of the East Bay (HCEB), launched the Next
Step Interim Housing Pilot Program.
• Provides 38 rooms of trauma-informed, low-barrier interim housing with collaborative supportive services at leased
motel in Concord
• For adults experiencing homelessness with an identified housing option to increase flow out of shelters and CORE
services and serve more participants.
• Operates year-round with no entry requirements related to sobriety, treatment, or income and no set length of stay.
Future Initiatives and Goals
• Coordinated Entry Housing Needs Assessment Tool: In 2024, Contra Costa Health launched the Coordinated Entry
Housing Needs Assessment (HNA) Replacement and Prioritization Project to replace the existing housing assessment
tool with a more equitable, data-informed approach to assessing vulnerability, housing barriers and individual
preferences. Will launch the new Housing Needs Assessment tool by early 2026.
• Integrated Behavioral Health Plan: In 2026, Contra Costa Health will launch a new Integrated Behavioral Health Plan,
informed by stakeholder input and designed to transform service delivery—including program integration, housing
interventions and full-service partnership reform. Contra Costa will collaborate on initiatives such as CalAIM community
supports, transitional rent, shelter funding and redesigning housing needs assessment tool to strengthen care for
individuals with serious behavioral health needs.
• Modular Shelter: As part of the $5.7 million in state funding Contra Costa received through the Encampment
Resolution Funding (ERF) program, Contra Costa will install 20 pet-friendly, non-congregate modular shelter units at
the Brookside Adult Homeless Shelter campus to provide private, climate-controlled interim housing for encampment
residents served under ERF funding. These units offer on-site storage, access to showers, meals and case
management, creating a pathway for encampment residents who desire shelter.
• Legacy Court: In 2025, H3 and Contra Costa Behavioral Health will refer 15 families to Legacy Court, an Eden
Housing development in Richmond, leveraging No Place Like Home funding to provide permanent supportive housing
for support families, who are experiencing homelessness, at risk of experiencing homelessness and in need of mental
health services.
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The majority of the CoC
funds are one-time,
emergency funds that
cannot be assured in
future fiscal years.
252 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Budgets are prepared for each fiscal year (July 1 to June
30). During fiscal year 2024-2025, which overlaps with
the calendar year for this annual report, HUD awarded the
CoC $22,336,034 and an additional $1,789,609 through
Special funding to support unsheltered homelessness.
This amount represents a 47% increase over five years in
HUD funding. Additional non-HUD funds in the amount
of $22,727,750 obtained through grants and foundations
provided supplemental and critical financial resources for
CoC administration, planning, data management, housing
and other critical services. These non-HUD funds, which
account for 49% of the CoC budget, have fluctuated by
nearly $13 million in the past five years, primarily due to
one-time funding during the COVID-19 pandemic. During
this past year, funding has stabilized and represents a 10%
decrease, from fiscal year 2020-2021 to fiscal year 2024-
2025 (Table 1).
C o C B U D G E T
BUDGET FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 %
CHANGE
CoC Award $15,239,701 $17,318,215 $19,300,140 +47%
Other government $25,158,000 $28,967,00 $33,015,872 $21,689,934
and local funding
-10%
Total funds $41,454,852 $45,815,402 $45,815,402 $42,779,683 $46,853,393 +13%
Table 1: Fiscal Year Budgets for 20-21 through 24-25
$22,727,750
Special NOFO
Award -
$16,296,852
$1,789,609 $1,789,609
$22,336,034
0%--
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People in those householdsUnique households
262 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
C o C P R O G R A M U T I L I Z AT I O N
The CoC has ten program models that fall under three categories based on the homeless status of those people utilizing
those services (Figure 2):
• Prevention and Diversion: for people/households who are at imminent risk of homelessness. Services include case
management, conflict resolution and financial assistance.
• Crisis Response: for people/households currently experiencing literal homelessness. Services include outreach,
emergency or interim shelter, basic needs, case management, referrals to financial and social benefits, housing
navigation and linkages to health and housing services.
• Permanent Housing: for people/households who were formerly homeless, many of which have disabilities and need
wrap-around services. Permanent housing programs include long-term housing supports, sometimes with case
management.
Figure 1: Number of Households and Individuals Accessing CoC
Services, 2020-2024
6,8257,153 7,725
9,632 9,995
9,2249,572
10,600
14,002 14,245
2020 2021 2022 2023 2024
40%
increase in
households
since 2020.
During Calendar Year 2024, 9,995 unique households were served in CoC programs, with 14,245 people in those
households. This represents a 40% increase in households served since 2020. During 2021, the number of households
served decreased while services were limited and capacity to serve people at shelters was reduced, to prevent over-
crowding and the spread of COVID-19. Programs began to increase services in 2022 as COVID-19 response became more
integrated in day-to-day operations (Figure 1).
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Permanent Supportive HousingCrisis ResponsePrevention and Diversion
272 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
The majority of households served in the CoC were served in Crisis Response programs designed for people
experiencing homelessness in both unsheltered and emergency shelter settings (67% of household enrollments, n=7,114).
Households in Prevention/Diversion and Permanent Housing made up 19% and 14% of enrollments (n=2,019 and n=1,448
respectively, Figure 3)
There was a 111% five-year increase in the number of households served in Prevention and Diversion, a 29% increase in
Crisis Response and a 51% increase in Permanent Housing (Figure 4)
Figure 3: Household Enrollment Across Program
Model Categories, 2024
Figure 4: Number of Households Served, by
Program Model Category, 2020-2024
14%
67%
19%
1,005961
5,535
5,371
5,848
6,747
7,114
1,166 1,322 1,448
736
957
1,169
2,132 2,019
2020 2021 2022 2023 2024
Prevention and Diversion
Prevention*
Diversion
Crisis Response
Emergency Shelter*
Rapid Exit
Transitional Housing*
Outreach*
Rapid Rehousing*
Support Services*
Permanent Housing
Permanent Supportive Housing
Permanent Housing without Supports
Figure 2: Program Models and Categories
* Program models are also "project types" defined by HUD.
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P O S I T I V E O U T C O M E S A N D E X I T D E S T I N AT I O N S
There are two additional exit destination statuses:
1. Still active status occurs when a household has not yet exited a program. This is common for Permanent Housing
programs where households remain housed and engaged in programming and for interim housing programs where
households remain unhoused and engaged in shelter or Rapid Rehousing. Households that do not engage with
programming are automatically exited after 90 or 120 days, depending on the program model.
2. Missing data for exit destination occurs when households stop engaging with CoC programs without providing their
next destination or sleep setting (this includes households that are auto exited). This is common for households in
Crisis Response as many households may find housing on their own, may move out of the area, or may simply stop
accessing CoC programs, yet continue to experience homelessness.
Positive Outcomes from Prevention and Diversion
Prevention programs are designed for people close to losing their housing (some programs are specific to households
that might lose their housing within the next two weeks). Diversion programs help households experiencing homelessness
quickly exit CoC programs to permanent housing. The goal of Prevention and Diversion programs is to gain housing
quickly with a Permanent Housing exit destination.
There were 118 programs in the CoC, listed in Appendix A. These programs fall under the program models adopted by the
CoC. Desired exit destination for each program model varies depending on the target population (At-risk, Sheltered, or
Unsheltered) and expected outcomes:
Permanent
Housing
Temporary
Settings
Emergency
Shelters
Institutional
Settings
Unsheltered
Settings
• Rental units
(subsidized or not)
• Own home
• Living with friends
or family on
permanent basis
• Transitional
housing
• Living with family
or friends on a
temporary basis
• Hotels/Motels not
paid for by the CoC
• Interim housing
designated
for people
experiencing
homelessness
• Hotels/motels paid
for by the CoC
• Hospitals, mental
health facilities
• Rehabilitation
centers
• Foster care
• Long-term care
facilities
• Detention
• Encampment
• Vehicles such as
cars and RVs
• Uninhabitable
buildings
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Positive Outcomes from Permanent Housing
A positive outcome for Permanent Housing is simply maintaining housing through a Permanent Housing program or
exiting to other Permanent Housing destinations (these outcomes are summarized below in Table 2).
Exit destinations for households utilizing each of the program model categories are provided in Table Three. These
outcomes should be judged based on the program model objectives, as described above and should not be compared
across program model categories.
Positive Outcomes from Crisis Response
Street Outreach and Support Services provide resources and referrals for people sleeping outside who need access to
basic living necessities and referrals to housing support. Positive outcomes for Outreach and Support Services entail
further engagement in the CoC at shelters and/or referrals to housing services. Missing exit destination from Outreach
and Support Services is common for the many people who stop engaging with these programs without formally exiting
CoC programs.
However, other program models in Crisis Response, such as Rapid Rehousing and Rapid Exit, have a housing focus and
help people experiencing homelessness achieve housing through case management and financial assistance. Data
collection on exit destination is more complete for these types of programs, although some still exit the system without
exit data.
Table 2: Positive Outcomes for Each Program Model Category
Program Model Category Positive outcomes
Prevention and Diversion
Crisis Response
(other than Rapid Rehousing)
Crisis Response (Rapid Rehousing)
Permanent Housing
Remain housed upon program exit
Temporary stay at a shelter, Transitional Housing, friend, or family
member’s home; Permanent Housing; long-term care setting
Exit to Permanent Housing, subsidized or not
Remain housed in Permanent Housing program or exit to other
Permanent Housing
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A description of each program model category is provided in the following section, along with the number of households
served and demographic data during 2024. The program models are listed in order of program model category
(Prevention and Diversion, Crisis Response and Permanent Housing). Crisis response has multiple program models. Data
summaries are provided for those program models as well.
In addition to the housing exit destination for all enrollments, this section includes the proportion of households per
program model that exited to Permanent Housing. This data run removes some of the duplication and provides a clearer
understanding of housing rates for each program model.
This year's report reflects updates to our data collection and analysis methodology. Data throughout the report may not
be comparable to previous years. These changes were made to better reflect service data by de-duplicating individuals
who enter the same program model multiple times during a reporting period.
Exit Destination Prevention/
Diversion
(n=2,019)
Crisis
Response
(all programs)
(n=7,114)
Crisis
Response
(RRH only)
(n=1,142)
Permanent
Housing
(n=1,448)
Permanent Housing 88% 13% 34% 98%
Temporary Setting 2% 6% 9% <1%
Emergency Shelter <1% 7% 2% <1%
Institution <1% 2% 1% 1%
Unsheltered 1%31%7%<1%
Still Active 9%23%46%N/A
Missing Data <1%18%1%1%
Table 3: Exit Destinations for Household Enrollments by Program Model Categories, 2024
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Outcomes
Outcomes for Prevention and Diversion focus on maintaining Permanent
Housing. Almost ninety percent (88%) of household enrollments in
Prevention and Diversion exited to Permanent Housing, 2% exited to a
Temporary Setting and one percent exited to Unsheltered Settings. Nine
percent were active at the time this report was generated (Figure 5).
Figure 5: Exit Destination for Households Accessing Prevention/Diversion, 2024
Permanent housing
Still active
Temporary setting
Unsheltered
Emergency shelter
Institution
Missing data
97%
of deduplicated
households had a
positive exit
88%
9%
2%
1%
0%
0%
0%
Prevention and Diversion
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Utilization and Demographics
Prevention and Diversion programs provide short-term, one-time
support for people at risk of homelessness or who have been
homeless but recently accessed the system of care for the first time.
Supports include conflict resolution between tenants and landlords
or family members, financial assistance for utilities, rent, deposits, or
fees related to housing and case management.
There are no chronically homeless in Prevention/Diversion programs
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
2,019
households
served in 2024
Demographics for those served in Prevention and Diversion in 2024:
HOUSEHOLD TYPE
Adult-only Households with Children
41%59%
AGE
<18
25-54
18-24
55-64
65+
38%
7%
43%
7%
6%
GENDERRACE/ETHNICITY
Black/African
American/African
Transgender/
gender non-conforming
White
Multiple Races
Hispanic/Latinx
All others
50%
22%
12%
9%
4% or less
39%
<1%
61%
CHRONIC HOMELESSNESS
Prevention and Diversion
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SUCCESS STORY
After years of homelessness due to family abuse, Shay [name changed to protect privacy] finally
landed at Calli House shelter for transition aged youth (ages 18-24). After a year of stability at
Calli house, where they successfully completed cosmetology school, Shay moved in with their
sister. Unfortunately, physical and verbal abuse from their sister’s partner drove them back into
homelessness again.
When CORE mobile outreach first met Shay in an encampment, they had just the clothes on their
back and were struggling with severe mental health issues. CORE helped Shay get to much needed
doctor appointments, apply for benefits like CalFresh and provided transportation to a Warming
Center. With the stability provided by the Warming Center, Shay was soon able to find a job and
stabilize their physical and mental health.
When Shay found housing and a job in Texas, CORE made sure the housing in Texas was stable and
ensured Shay could stay at the Warming Center for the two weeks prior to their flight. CORE also
helped Shay get a plane ticket, transferred their medical and food stamps to Texas and provided
suitcases and transportation to the airport.
“Shay landed safely
in Texas and started
their full-time job
with stable housing,
a sense of well-
being and hope for
the future.”
- Shay’s CORE outreach worker
Prevention and Diversion
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Outcomes
Thirteen percent exited Permanent Housing, while 31% exited to an
Unsheltered Setting. Seven percent exited to an Emergency Shelter
and another 6% to a Temporary Setting. Three percent exited to an
institution and 18% had missing data. About 23% were still active at the
time this report was analyzed (Figure 6).
Figure 6: Exit Destination for Households Accessing Crisis Response, 2024
Unsheltered
Still active
Missing data
Permanent housing
Emergency shelter
Temporary setting
Institution
17%
of deduplicated
households exited to
permanent housing
31%
23%
18%
13%
7%
6%
3%
Crisis Response
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Utilization and Demographics
Crisis Response includes all program models designed to serve people who
are in Sheltered and Unsheltered Settings: Rapid Exit, Street Outreach, Support
Services, Emergency Shelters, Transitional Housing and Rapid Rehousing.
Demographic and outcome data specific to each program model are provided
in the next section. However, it is helpful to aggregate data across all program
models within Crisis Response to describe households that are literally homeless.
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
39% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
AGE
RACE/ETHNICITY
Demographics for those served in Crisis Response in 2024:
<18
25-54
18-24
55-64
65+
Black/African
American/African
Transgender/
gender non-conforming
Multiple Races
White
Hispanic/Latinx
All others
Adult-only
Households with Children
16%
37%
8%
29%
53%
18%
16%
10%
7%
2% or less
10%
90%
50%
<1%
50%
7,114
households
served in 2024
Crisis Response
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Outcomes
For the 99 households enrolled during 2024 in Rapid Exit, 98% exited
to Permanent Housing. Two percent were still active at the time this
report was analyzed (Figure 7).
Figure 7: Exit Destination for Households Accessing Rapid Exit, 2024
Permanent housing
Still active
Missing data
Unsheltered
Emergency shelter
Temporary setting
Institution
98%
of deduplicated
households exited to
permanent housing
98%
2%
0%
0%
0%
0%
0%
Rapid ExitCrisis Response
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Utilization and Demographics
Rapid Exit is a program model designed for households that are
newly homeless but not yet active in the CoC to prevent entry into
Crisis Response or to quickly resolve a household’s homelessness
once they enter a shelter, Transitional Housing situation, or an
Unsheltered situation.
Demographics for those served in Rapid Exit in 2024:
99
households
served in 2024
Rapid ExitCrisis Response
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
36% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
RACE/ETHNICITY
<18
25-54
18-24
55-64
65+
Black/African
American/African
Transgender/
gender non-conforming
Multiple Races
White
Hispanic/Latinx
All others
Adult-only
Households with Children
34%
6%
43%
12%
6%
32%
68%
43%
<1%
57%
68%
12%
11%
7%
1% or less
AGE
153
SUCCESS STORY
Frank [name changed to protect privacy] had
been homeless for 12 years when he first
connected with CORE mobile outreach. He
spent over a year at Brookside shelter where
shelter case managers conducted a housing
assessment, helped him get documents
we would need for housing and got him
connected to public benefits he qualified
for. Healthcare for the Homeless provided
Frank with the mental health services
essential to help him stabilize.
While in shelter, the Coordinated Entry
System identified Frank as a candidate for
an open Permanent Supportive Housing
unit designated for people with severe
mental health needs experiencing chronic
homelessness. Shelter staff helped with
the application process and meetings
with property management for the leasing
process and connected him to the Rapid
Exit program with Hope Solutions to provide
deposit assistance and first month rent once
his housing process started moving.
The team was able to get Frank housing
despite his unique and complex barriers
by providing consistent and coordinated
support. Thanks to the help of this team,
Frank is now living in housing with the
financial and social supports he needs to
remain housed PERMANENTLY!
“Rapid Exit provided
the final piece of
financial support
Frank needed to
secure housing.
It’s a simple but
powerful investment
that helps end
homelessness faster.”
- Coordinated Entry Manager
Rapid ExitCrisis Response
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Outcomes
The purpose of Street Outreach is to engage with people sleeping in
Unsheltered Settings and refer them to supports that might lead to
shelter, Temporary housing, or Permanent Housing.
Thirty-nine percent of individuals exited to an unsheltered setting.
Additionally, 9% exited to Emergency Shelter, 7% to Permanent
Housing, 4% to a Temporary Setting and 3% to an Institutional Setting.
Twenty-four percent had missing data and 14% remained active at the
time this report was analyzed (Figure 8).
Figure 8: Exit Destination for Households Accessing Street Outreach, 2024
Unsheltered
Missing data
Still active
Emergency shelter
Permanent housing
Temporary setting
Institution
8%
of deduplicated
households exited to
permanent housing
39%
24%
14%
9%
7%
4%
3%
Street OutreachCrisis Response
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Street Outreach
Utilization and Demographics
Street Outreach is provided in the community to link people
experiencing unsheltered homelessness with basic needs
(including but not limited to food, water and hygiene kits) as well
as referrals and connections to service providers within the CoC.
Demographics for those served in Street Outreach in 2024:
4,918
households
served in 2024
Crisis Response
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
46% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
RACE/ETHNICITY
<18
25-54
18-24
55-64
65+
Black/African
American/African
Transgender/
gender non-conforming
Multiple Races
White
Hispanic/Latinx
All others
Adult-only
Households with Children
15%
7%
56%
16%
6%
10%
90%
55%
<1%
44%
38%
30%
18%
10%
2% or less
AGE
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SUCCESS STORY
When CORE mobile outreach met James [named
changed to protect identity], the seventy-year-old
was limping down the road in a wet blanket and dirty
clothes, having just walked 21 miles from East County
to the Central County neighborhood where he grew
up. Robbed of his phone, EBT card, SSI card and wallet
and abandoned on the side of the road by a relative
after being discharged from the hospital, James was
extremely upset and on the verge of breaking his
hard-earned sobriety.
CORE moved quickly to get him clean clothes, a
shower, food and a bed at the Warming center for
a night while they explored his options. The next
morning CORE let James know that Bay Area Rescue
Mission had a spot for him in their one-year program
that included substance use services and a culinary
training program. James was thrilled about both as
he wanted to maintain his sobriety and had learned
to love cooking while working in the kitchen during
various stints in jail. CORE drove James to the Bay
Area Rescue Misson, introduced him to the staff there
and helped him get settled. He is filled with hope and
excitement for this new start at life.
“James has been
cooking for the
Rescue Mission’s
Soup Kitchen for
a few months
now and wants
to work as a
chef when he
graduates!”
- Bay Area Rescue
Mission staffer
Street OutreachCrisis Response
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Outcomes
Fourteen percent of households exited to Permanent Housing, 32%
exited to an Unsheltered Setting and 34% were still active when the
data was analyzed. Five percent went to a Temporary Setting, four
percent to an Emergency Shelter, one percent to an Institution and ten
percent had missing data (Figure 9).
Figure 9: Exit Destination for Households Accessing Support Services, 2024
Still active
Unsheltered
Permanent housing
Missing data
Temporary setting
Emergency shelter
Institution
15%
of deduplicated
households exited to
permanent housing
34%
32%
14%
10%
5%
4%
1%
Support ServicesCrisis Response
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Support Services
Utilization and Demographics
Some Support Services program models provide basic needs
such as meals, showers, hygiene kits, mail service and referrals to
other resources that might lead to shelter, Temporary housing, or
Permanent Housing. Other Support Services focus on enrollment
into benefits programs.
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
32% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
RACE/ETHNICITY
Demographics for those served in Support Services in 2024:
<18
25-54
18-24
55-64
65+
White
Transgender/
gender non-conforming
Unaccompanied
Minors
Households with
Children
Multiple Races
Black/African
American/African
Hispanic/Latinx
All others
Adult-only
4%
8%
55%
22%
11%
97%
44%
<1%
<1%3%
56%
2,181
households
served in 2024
Crisis Response
34%
32%
18%
10%
3% or less
AGE
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Support Services
SUCCESS STORY
Angela, a woman in her 60s, faced immense challenges after losing her job. With no family nearby to
support her, finding employment proved difficult due to her age and the toll of a long-term substance
use disorder on her health. After months of living in a tent, she decided to call 211 for help. CORE
mobile outreach came to her tent and brought her to the Greater Richmond Interfaith Program (GRIP)
Warming Center.
Angela showed unwavering commitment by working with GRIP daily for 11 months. With the CARE
Center's assistance, she accessed vital services such as mail, showers, laundry and meals, while
dedicated staff helped her apply for SSI/SSDI benefits. CORE provided transportation to medical
appointments and document drop-offs, while Healthcare for the Homeless offered critical medical
support at GRIP. Through collaborative efforts, her case manager secured a room for rent, with Hope
Solutions covering move-in costs. Angela’s perseverance paid off as she transitioned from the streets
to a warm, stable home. Today, Angela is thriving and deeply grateful to have a roof over her head.
“Angela has been
one of our most
amazing clients.
Her optimistic
energy spread
through all of us.”
- Case Manager
Crisis Response
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Outcomes
Emergency shelter aims to provide short-term and interim shelter until people find temporary or
permanent housing resources.
Thirty-three percent of individuals exited to an unsheltered setting. Twelve percent exited to
Permanent Housing, 9% to a Temporary Setting, 6% to an Emergency Shelter and 4% to an
Institutional Setting. Thirteen percent had missing data and 24% of individuals were still active at
the time this report was analyzed (Figure 10).
Figure 10: Exit Destination for Households Accessing Emergency Shelter, 2024
Unsheltered
Still active
Missing data
Permanent housing
Temporary setting
Emergency shelter
Institution
33%
24%
13%
12%
9%
6%
4%
Emergency ShelterCrisis Response
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Emergency Shelter
Utilization and Demographics
Emergency shelters provide interim housing for people who do
not have safe and healthy sleep settings. People experiencing
homelessness generally come from uninhabitable locations
(encampments, streets, or vehicles), are fleeing domestic violence,
or have lost their Temporary housing.
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
40% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
RACE/ETHNICITY
Demographics for those served in Emergency Shelters in 2024:
<18
25-54
18-24
55-64
65+
White
Transgender/
gender non-conforming
Unaccompanied
Minors
Households with
Children
Multiple Races
Black/African
American/African
Hispanic/Latinx
All others
Adult-only
9%
9%
51%
21%
11%
93%
44%
<1%
<1%6%
56%
1,765
households
served in 2024
Crisis Response
34%
34%
17%
9%
3% or less
AGE
162
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Emergency Shelter
SUCCESS STORY
Maria, a single mother of three, faced homelessness after separating from her partner and losing
her job, leaving her with no option but to live with her mother. When that situation deteriorated,
she spent a week sleeping in her car with her children. A call to 211 resulted in a referral to GRIP's
emergency family shelter.
GRIP staff provided vital support, helping Maria achieve her GED, secure a full-time job at
Safeway, enroll her children in school near the shelter and a daycare program and connect the
family to mental health services. Through a Housing Stability Voucher and Bay Area Community
Resources (BACR)’s housing navigator, she found permanent housing, with move-in costs covered
by BACR. Make It a Home furnished her new place, creating a true home.
By June 2024, Maria and her children had moved into their own home! Her kids are thriving
in school, with their own rooms and Maria continues to work full-time at Safeway, maintaining
stability. Maria said about the courage she needed to gather and the hard work she did to get
housing, “I’m not just doing it for me. I’m doing it for me and my kids.”
“Having the
courage to
take the first
step can
lead you to
a whole new
beginning.”
- Maria
Crisis Response
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Outcomes
The primary goal of transitional housing is to move households from
temporary housing to permanent housing.
Twenty percent of individuals exited to Permanent Housing, 3% to
an Unsheltered Setting and 23% were still active at the time this
report was analyzed. Twenty-five percent went to a Temporary
Setting, 17% to an Emergency Shelter, 3% to an Institution and 9%
had missing data (Figure 11).
Figure 11: Exit Destination for Households Accessing Transitional Housing, 2024
Temporary setting
Still active
Permanent housing
Emergency shelter
Missing data
Institution
Unsheltered
25%
23%
20%
17%
9%
3%
3%
Transitional HousingCrisis Response
21%
of deduplicated
households exited to
permanent housing
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Transitional Housing
Utilization and Demographics
Transitional housing provides short-term housing to get households
off the streets and into more stable living environments until
Permanent Housing can be established. These programs are
generally focused on specific sub-populations such as Transition
Age Youth (18 to 24) and veterans.
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
27% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
RACE/ETHNICITY
Demographics for those served in Transitional Housing in 2024:
<18
25-54
18-24
55-64
65+
Black/African
American/African
Transgender/
gender non-conforming
Households with
Children
Multiple Races
White
Hispanic/Latinx
All others
Adult-only
3%
34%
55%
8%
1%
98%
85%
2%
2%
13%
107
households
served in 2024
Crisis Response
35%
32%
22%
8%
2% or less
AGE
165
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SUCCESS STORY
Lena, a transition-age youth (TAY), was living with a family
member when her uncle and his partner moved in. Conflict
between Lena and the newcomers escalated to the point
that she moved out and found herself homeless. She first
stayed at the Bay Area Rescue Mission shelter and then
found Calli House, a shelter designed specifically for TAY.
Shortly thereafter, she moved into a Transitional Housing
Program for TAY and started to stabilize.
Unfortunately, while living there, Lena, an out lesbian, lost
her job due to her sexuality and fell into a deep depression.
With the support of a mental health clinician, Lena’s mental
health improved enough to find a new job, but, because the
job was closer to Calli House, she asked to move back into
the shelter to make the commute manageable.
With a new job and the support of Calli House staff,
Lena began to thrive. Even though she was very nervous
and didn’t want to leave Calli House, her case manager
encouraged her to consider living on her own. She had
saved $4500 through the Youth Savings Program and
her job was going well. When she found an affordable
apartment, staff used the TAY Housing Security Fund to
pay for her deposit and Lena managed the rest of the move
in process on her own. Staff was right that she was ready
and she's doing great.
“Lena has come
back to visit
a few times
and is super
happy, glowing,
thriving. She’s
so positive
and excited
about her new
life in her own
apartment!”
- Lena's case manager
Transitional HousingCrisis Response
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Outcomes
Households enrolled in Rapid Rehousing generally work with case
managers to address barriers to obtaining housing and help identify
appropriate housing opportunities. Households stay enrolled in Rapid
Rehousing even after a move-in date until they can sustain housing
on their own without support.
Nearly half (46%) of individuals were still active at the time this report
was analyzed, while 34% exited to Permanent Housing. Nine percent
exited to a Temporary Setting, 6% to an unsheltered location and 2%
to Emergency Shelter. One percent exited to an Institutional Setting
and 1% of records had missing data (Figure 12).
Figure 12: Exit Destination for Households Accessing Rapid Rehousing, 2024
Still active
Permanent housing
Temporary setting
Unsheltered
Emergency shelter
Institution
Missing data
46%
34%
9%
6%
2%
1%
1%
Rapid RehousingCrisis Response
46%
(Nearly half)
of households
accessing Rapid
Rehousing were still
active
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Households with Children
Rapid Rehousing
Utilization and Demographics
Rapid rehousing integrates short-term financial assistance with
services and case management to help those experiencing
homelessness get quickly re-housed and stabilized.
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
26% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
RACE/ETHNICITY
Demographics for those served in Transitional Housing in 2024:
<18
25-54
18-24
55-64
65+
Black/African
American/African
White
Multiple Races
Hispanic/Latinx
All others
Adult-only
35%
9%
41%
10%
4%
67%
52%
33%
48%
1,142
households
served in 2024
Crisis Response
42%
22%
22%
9%
2% or less
AGE
Transgender/
gender non-conforming
<1%
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Rapid Rehousing
SUCCESS STORY
Aaron [name changed to protect privacy], a single father in
his 40’s, was working consistently until COVID hit. Without
stable work, Aaron lost his housing and ended up living in
his truck with his teenage son in East Contra Costa. When
CORE mobile outreach connected with Aaron, they did
a housing assessment and, through Coordinated Entry,
he was soon referred to the SHELTER, Inc’s Restored
Hope Rapid Rehousing program. CORE supported Aaron
with getting his necessarily documents and Restored
Hope provided case management, wrap around services
including housing navigation and employment services
When Aaron first referred to the Restored Hope program
he set a few goals: stable housing, improving his health
and increasing his income with better work. With the right
supports, Aaron was able to meet his goals and is building
a stable life for himself and his son.
Aaron and his son now have steady housing in their own
apartment, which was fully furnished through SHELTER,
Inc’s Extended Family Program. Aaron is working with a
therapist to help manage his anxiety and after working with
a SHELTER, Inc. Employment Specialist, he just received
an offer from a security company and has plans to train
as a truck driver. Kudos to Aaron and all the people and
programs that helped support his journey towards a
healthy and fulfilling life!
Crisis Response “Aaron is a
determined
individual who
not only sets
clear goals
but actively
works toward
achieving them.
Today, both he
and his son are
thriving, and
he is deeply
grateful for the
opportunity to
build a stable
and loving
home for them
to share”
- Case Manager
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Outcomes
Households in Permanent Housing programs generally remain
housed until they are no longer able to live independently. At the
time this report was generated, 95% of households in permanent
supportive housing were still enrolled. An additional 3% exited to
other Permanent Housing (resulting in 98% remaining housed),
while 1% exited to an Institutional Setting and 1% had missing exit
destination data. No households exited to an Unsheltered Setting,
Temporary Setting, or Emergency Shelter (Figure 13).
Figure 13: Exit Destination for Households Accessing Permanent Housing, 2024
Still active
Permanent housing
Institution
Missing data
Emergency shelter
Temporary setting
Unsheltered
95%
3%
1%
1%
0%
0%
0%
Permanent Housing
98%
of deduplicated
households exited to
permanent housing
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MenWomen
Transgender/
gender non-conforming
Adult-only
Households with Children
Utilization and Demographics
Permanent housing programs provide long-term financial support
for housing for people who were previously homeless. Many include
case management and wrap-around services. Most households stay
housed in this program for many years.
HOUSEHOLD TYPE
GENDER
CHRONIC HOMELESSNESS
45% of households experienced chronic homelessness
*Note: Individuals who selected multiple gender identities are counted in each gender category. Transgender/gender non-
conforming data are suppressed due to low numbers.
RACE/ETHNICITY
Demographics for those served in Transitional Housing in 2024:
<18
25-54
18-24
55-64
65+
Black/African
American/African
Multiple Races
White
Hispanic/Latinx
All others
23%
5%
35%
20%
16%
80%
53%
20%
47%
1,448
households
served in 2024
37%
37%
20%
1%
2% or less
AGE
<1%
Permanent Housing
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SUCCESS STORY
After two years of homelessness—
living in their car, parks and abandoned
buildings—a vulnerable family with two
disabled adults and two small children
found hope and stability through a
coordinated, multi-partner effort.
Recognizing the urgent needs of the
family after receiving communication
from staff at the Pittsburg Unified
School District (PUSD), the Contra
Costa Coordinated Entry (CE) team
quickly ensured that the family was
connected to CORE mobile outreach.
Once CORE completed an assessment,
the family was placed at SHELTER,
Inc’s Mountain View Family Shelter
and referred to an available spot in
a Permanent Supportive Housing
program run by Mercy Housing and
Hope Solutions.
As the family settled into the
shelter, CORE, Mercy Housing and
the CE team worked diligently
alongside the school district to
continue the housing process, ensuring
that the family’s housing application
was reviewed swiftly. Within 8 weeks,
the family moved into their new two-
bedroom apartment.
With this collaborative team supporting
them, the family moved into a fully
furnished apartment where they will
receive ongoing case management
and wrap-around services to ensure
the support necessary for long-term
stability. Through PUSD’s partnership,
the children remain in their school
district, ensuring continuity in their
education and setting them up for a
stronger future.
“This is the first time my
family has ever had a
room to themselves with
a bed and some privacy.”
- Father on the first night in their
new apartment
Permanent Housing
172
Figure 14: Proportion of
Enrollments in the CoC, by
Household Type, 2024
572 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Households with Children
D E M O G R A P H I C S
Household Type
Household types in the CoC fall into three categories:
1. Households with adults and children (under 18)
2. Households with only adults (single or multiple adults)
3. Unaccompanied minors (households with no adult head of
household)
This section summarizes the three household types, their
characteristics, their program utilization and their outcomes.
Adult-only households made up 82% of the household
enrollments in the CoC during 2024 and households
with children made-up 18% (Figure 14). There were 39
unaccompanied minors served at a youth program in the CoC,
making up less than a tenth of a percent of all enrollments in
the CoC. The number of unaccompanied minors is small and
disaggregating in further analysis jeopardizes confidentiality and
therefore is not included in further analyses in this report.
Adult-only households experienced a 31% increase from 2020 to
2024, while households with children increased by 79% (Table
4). The increase in households with children can be largely
attributed to an increase in programs serving this population.
For more information, see details under “Leveraging Mainstream
Benefit Programs” on page 16.
The CoC served 14,245 people in 9,995 households, all from different backgrounds, during 2024. This
section of the report provides demographic data for individuals and households accessing the CoC
during the report period.
Adult-only Households
18%
82%
2020 2021 2022 2023 2024 5-year % change
Adult-Only Housing 6,391 5,994 6,651 7,854 8,348 31%
Households with Children 1,031 1,075 1,314 1,878 1,845 79%
Total (Unique) Households 7,153 6,825 7,723 9,632 9,995 40%
Table 4: Number of Households, by Household Type, Served in the CoC, 2020-2024
173
Permanent HousingCrisis ResponsePrevention and Diversion
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Adult-only households were the largest household type accessing all three program model categories; more than half of
households served in Prevention and Diversion (59%, n=1,202), 89% among Crisis Response (n=6,397) and 80% among
Permanent Housing (n=1,164, Figure 15).
Program utilization varied considerably for households with children compared to adult-only households. A greater
proportion of households with children accessed Prevention and Diversion (43% of households with children) than adult-
only households (14% of adult-only households). A lower proportion of households with children (42%) accessed Crisis
Response than adult-only households (73%). Rates for accessing permanent supportive housing were relatively the same
(15% of households with children and 13% of adult-only households, Figure 16).
Figure 15: Program Model Category, by Household Type, 2024
Figure 16: Program Model Category Utilization, by Household Type, 2024
Permanent Housing
Adult-only Households
Prevention & Diversion
Crisis Response
Households with Children
80%
13%
20%
14%73%
89%
15%
11%
43%42%
41%59%
Adult-only HouseholdsHouseholds with Children
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Exits to Permanent Housing by Household Type
Households with children had higher exit rates to Permanent Housing from all three program model categories than
adult-only households during 2024. Among Prevention and Diversion, households with children had a 100% exit rate to
housing compared to 95% for adult-only households. Forty-six percent of households with children exited to Permanent
Housing from Crisis Response compared to 27% of adult-only households and 98% of households with children,
compared to 97% of adult-only households, retained housing or exited to Permanent Housing from Permanent Housing
programs (Figure 17).
Figure 17: Percent of Exits to Permanent Housing, or Retained Housing, by Household Type, 2024
Permanent HousingPrevention & Diversion Crisis Response
98%100%
27%
95%
46%
97%
Adult-only HouseholdsHouseholds with Children
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Age Groups
Adults ages 25 to 54 years old made-up almost half (48%) of all people accessing services in the CoC during 2024,
followed by minors (ages 0 to 17, 23%). Older adults (55 to 64 years of age) made up 14%, seniors (ages 65 and older)
made up 8% and transition-age youth (TAY, 18 to 24) made up 7% (Figure 18).
Over the last five years, the CoC has
experienced shifts in the number
of people within most age groups.
These changes reflect the CoC’s
prioritization to serve those most
at-risk to experience adverse health
impacts, with a focus on older adults,
seniors and people with chronic
health conditions. Programs serving
households with children have also
increased, resulting in more minors.
There was a 73% increase among
minors from 2020 to 2024, a 69%
increase in the number of seniors
65+, a 55% increase among TAY, a
39% increase among 25 to 34 year-
olds and an 18% increase among 55
to 64 year-olds (Table 5).
Adults between the ages of 25 and
54 made up the largest age group
accessing Prevention and Diversion,
Crisis Response and Permanent
Housing (Table 6).
<18 18-24 25-54 55-64 65+
5-Year % Change 73%55%39%18%69%
<18 18-24 25-54 55-64 65+
Prevention & Diversion 1,558 270 1,729 266 244
Crisis Response 1,482 693 4,771 1,449 627
Permanent Housing 488 108 726 425 341
Table 5: Five-year Percent Change
(2020-2024) Among Age Groups
Table 6: Number of Each Age Group Served in Program
Model Category, 2024
Figure 18: Age Distribution for All People Experiencing Homelessness Served by the CoC, 2024
14%7%
23%
48%
8%
25-54 55-64 65+<18 18-24
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Different age groups access program models at
different rates:
• A higher proportion of minors accessed Prevention/
Diversion than any other age group (44% of minors) due to
the high utilization of the program by families with minor
children and the lowest proportion was 55 to 64 year-olds
with 12% accessing Prevention/Diversion.
• 55 to 64 year-olds had the highest proportion who
accessed Crisis Response (68%), followed closely by 25 to
54 year olds (66%) and TAY (65%). Minors had the lowest
proportion amongst those accessing Crisis Response (42%).
• Seniors 65 and older had the highest proportion who
accessed Permanent Housing programs (28%) and both TAY
and 25 to 54 year olds had the lowest (10%, Figure 19).
SUCCESS STORY
After decades of stability in Danville, Mindy, never
imagined losing everything. She and her husband
had built a comfortable life, traveling and enjoying
each day—but they hadn’t prepared for the future.
When he passed away, she discovered hidden debt
that cost her their home, leaving her uncertain of
how to survive.
For eight months, she navigated homelessness,
using her savings to stay afloat. Through word of
mouth, she learned about 211 and made the call
that changed everything. CORE mobile outreach
was dispatched to visit Mindy and, recognizing her
status as a disabled older adult, quickly secured her
placement in the Concord Shelter.
Adjusting to shelter life was tough for Mindy, with
new faces, sleeping on an unfamiliar bed and
the overwhelming uncertainty, but she says, “the
Concord shelter staff made it easier for me to start
putting my life back together.” When she was
offered permanent supportive housing unit at El
Portal she happily took it and is settling in well. She
says, “I was scared of this whole system because I
thought it would be a certain way but people here
are very respectful.” To people who may be hesitant
to reach out for support she says, “Just know that
there are good people out here that can help you.”
“ Now I have the
opportunity to
make something
of my life.”
- Mindy
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Age Group Exits to Permanent Housing
Minors had the highest exit rates to, or retention in, Permanent Housing from Crisis Response than any other age group.
Exits to Permanent Housing from Crisis Response ranged from 61% among minors to 26% among adults ages 25 to 54.
Exits to Permanent Housing from Prevention/Diversion ranged from 98% among 25 to 54 year olds to 78% among minors.
All household types had a housing retention rate in Permanent Housing of 95% or higher with the exception of minors
which had no clients exit to, or retain in, Permanent Housing in 2024 (Figure 20).
Figure 19: Program Utilization for All People for Each Program Model Category, by Age Group, 2024
Permanent HousingCrisis ResponsePrevention and Diversion
68%
65%
42%
44%
25%24%
12%
20%14%10%10%
20%
28%
66%
52%
25-54 55-64 65+<18 18-24
Figure 20: Percent of Exits to, or Retention in, Permanent Housing, by Program Model Category and
Age of Head of Household, 2024
Permanent HousingCrisis ResponsePrevention and Diversion
32%
36%
61%
78%
97%98%96%97%
0%
97%97%98%95%
26%35%
25-54 55-64 65+<18 18-24
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Race and Ethnicity
Race and ethnicity data is generally
analyzed for the head of household.
Much of the data in this section is
for the head of household unless
otherwise stated. Until September
30th, 2023, Race and Ethnicity
were separate data elements per
HUD definition²; and people who
are Hispanic/Latinx may self-report
any race. The two data fields were
replaced October 1st, 2023 as one
Race category with Hispanic/Latinx
included as an option. Across all three
program model categories (Prevention
and Diversion, Crisis Response and
Permanent Housing ), Black/African
American/African households made
up the largest race category (39%,
n=4,117), followed closely by White
households (31%, n=3,210), people
with Multiple Races (17%, n=1,776),
Hispanic/Latinx households made up
8% (n=833), Asian/Asian American
(3%, n=265) and 1% for each American
Indian/Alaska Native/Indigenous and
Native Hawaiian/Pacific Islander (n=143
and 133, respectively, Figure 21).
Compared to the racial composition
of all Contra Costa residents (2024
Black/African American/
African
White
Multiple Races
Asian/Asian American
White
Hispanic/Latinx
Hispanic/
Latinx
Black/African American/
African
Native Hawaiian/
Pacific Islander
Native Hawaiian/
Pacific Islander
Asian/Asian American
Multiple Races
American Indian/Alaska
Native/Indigenous
American Indian/Alaska
Native/Indigenous
39%
62%
9%
28%
6%
21%
1%
1%
25%
40%
9%
19%
3%
2%
1%
31%
3%
17%
1%
8%
1%
Figure 21: Racial Distribution of Heads of Households
Across the CoC, 2024
Figure 22: Race Distribution in the CoC* Compared to 2024
County Census Data Estimates
CoC Data (Individuals)2024 Census Data
U.S. Census estimates), White, Asian
American/Asian and Hispanic/Latinx
were underrepresented in the CoC,
while Black/African American/African
and people with Multiple Races were
over-represented. American Indian/
Alaska Native/Indigenous and Native
Hawaiian/Pacific Islander households
were relatively equal. Census data are
available for individuals and not head of
households, thus the proportions
in the following graphic are for
individuals and does not match
the head of household
proportions above.
White individuals represented
62% of the county population and
only 25% of the CoC and Asian
American/Asian made up 21% of
the county population and 3%
of the CoC. Conversely, Black/
African American/African people
represented 40% of the CoC had
only 9% of the county population
(four times higher) and people with
Multiple Races were 19% of the
CoC and only 6% of the county
(slightly three times higher,
Figure 22).
*County census data is
available at: https://www.
census.gov/quickfacts/
contracostacountycalifornia. Race
distribution for Figures Twenty-
One and Twenty-Two are different
because census data is run at the
individual level, not household,
therefore, the CoC data was run at
individual level for Figure 22 .
² https://files.hudexchange.info/
resources/documents/HMIS-Data-
Standards-Manual-2024.pdf
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Household type varied
across races and ethnicities.
American Indian/Alaska Native/
Indigenous had the lowest rate
of households with children
(1% of households), followed by
Native Hawaiian/Pacific Islander
(2%) then Asian/Asian American
(3%). Households with a head-of-
household that was Black/African
American/African had the highest
proportion of households with
children (49%, Figure 23)
The proportion of households
accessing the three program
model categories also varied by
race and ethnicity distribution.
• Prevention and Diversion:
Black/African American/
African households were
more likely to use Prevention
and Diversion (25%), followed
by Native Hawaiian/Pacific
Islander (24%). American
Indian/Alaska Native/
Indigenous were least likely
to access Prevention and
Diversion (9% of households).³
• Crisis Response: The
proportion of American
Indian/Alaska Native/
Indigenous households who
accessed Crisis Response
(80%) was higher than all
other races/ethnicities,
followed by Hispanic/Latinx
(79%). Black/African American/
African households were least
likely (62%).
• Permanent Housing: White
individuals were most
likely to access Permanent
Housing (18%), followed by
Asian American/Asian (14%).
Hispanic/Latinx households
were least likely to utilize
Permanent Housing programs
(2%, Table 7 ).
³ This is likely an overcount
due to changes in HUD data
standards described on p. 63
Black/African American/
African
White
Multiple Races
Hispanic/Latinx
Native Hawaiian/
Pacific Islander
Asian/Asian American
American Indian/Alaska
Native/Indigenous
49%
22%
3%
16%
2%
8%
1%
Figure 23: Proportion of Households with Children in the CoC,
by Race and Ethnicity, 2024
Race/Ethnicity Prevention
& Diversion
Crisis
Response
Permanent
Housing
American Indian/Alaska
Native/Indigenous (n=139)
9% 80% 10%
Asian American/Asian
(n=253)
22% 64%14%
Black/African American/
African (n=3,865)
25%62%13%
Hispanic/Latinx (n=812)⁴ 19%79%2%
Multiple Races (n=1,666) 20%67%13%
Native Hawaiian/Pacific
Islander (n=126)
24%63%13%
White (n=3,033) 10%72%18%
Across CoC, Regardless of
Race/Ethnicity (n=9,995)
19%68%14%
Table 7: Proportion of Households Served in Each Program
Model Category, by Head of Household’s Race/Ethnicity, 2024
⁴ This is likely an undercount due to changes in HUD data standards
described on p. 63
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Permanent Housing Outcomes
Permanent housing exit destinations from Prevention, Crisis Response and Permanent Housing varied slightly across
race and ethnicity. The number of households for each race with exits to Permanent Housing are provided in Table 8.
• Prevention and Diversion Outcomes: Head of households who identified as American Indian/Alaska Native/
Indigenous had the highest rates of exits to Permanent Housing from Prevention and Diversion (100%) than any other
race/ethnicity. Native Hawaiian/Pacific Islander had the lowest exit rate to housing from Prevention and Diversion
(94%).
• Crisis Response Outcomes: Asian American/Asian households had the highest rates of exits from Crisis Response to
Permanent Housing (32%) followed by American Indian/Alaska Native/Indigenous households (31%). Native Hawaiian/
Pacific Islander had the lowest (19%).
• Permanent Housing Outcomes: Native Hawaiian/Pacific Islander and Hispanic/Latinx households had the highest
housing retention in Permanent Housing programs (100% respectively). Asian American/Asian households had the
lowest rate of sustaining Permanent Housing (89%, Table 8).
Race/Ethnicity Prevention & Diversion Crisis Response Permanent Housing
n % exited to
permanent
housing
n % exited to
permanent
housing
n % exited to
permanent
housing
American Indian/Alaska
Native/Indigenous
13 100%36 31%14 93%
Asian American/Asian 56 95%53 32%33 89%
Black/African
American/African
1,007 98%731 29%520 98%
Hispanic/Latinx 156 97%181 28%15 100%
Multiple Races 344 97%352 30%215 97%
Native Hawaiian/Pacific
Islander
30 94%16 19%17 100%
White 311 96%614 27%529 97%
Across CoC, Regardless of
Race/Ethnicity
1,956 97%2,003 28%1,361 97%
Table 8: Number and Proportion of Households with Exits to, or Retention in, Permanent Housing
from Each Program Model Category, by Race/Ethnicity, 2024
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Gender
The CoC served slightly
more men (50%) than women
(49%) and less than 1% of
people accessing services
identified as transgender
or gender non-conforming.
Given the small number
of people in the CoC who
identified as transgender
or gender non-conforming,
their data was suppressed
from this report and not
disaggregated at the
program model category to
protect the confidentiality of
those individuals.
Women were more likely
than men to access
Prevention and Diversion
programs (33% of women
served in the CoC compared
to 21% of men served); men
were more likely to access
Crisis Response (65% versus
54%). Both genders accessed
Permanent Housing at similar
rates (13% of women and 15%
of men, Figure 24).
Women were more likely
to be in households with
children; 15% of women
compared to 3% of men
(Figure 25).
Figure 24: Program Model Category, by Gender, 2024
Figure 25: Household Type, by Gender, 2024
Permanent HousingCrisis ResponsePrevention and Diversion
Women
Men Women
Women WomenMenMen Men
33%
3%
15%
97%85%
54%
13%
21%
65%
15%
Adult-only HouseholdsHouseholds with Children
* Less than 1% reported transgender or gender non-conforming.
Data suppressed to protect confidentiality.
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Permanent Housing
Outcomes
Women had better Permanent
Housing rates compared to
men for all program model
categories. For Prevention
and Diversion, 98% of women
versus 95% of men exited
to Permanent Housing.
Thirty-one percent of women
in Crisis Response exited
to Permanent Housing,
compared to 26% of men.
Nearly all women (97%) in
Permanent Housing program
retained housing compared to
96% of men (Figure 26).
Figure 26: Proportion of Households with Exits to,
or Retention in, Permanent Housing, by Program
Model Category and Gender, 2024
Permanent HousingCrisis ResponsePrevention and Diversion
Women Women WomenMenMen Men
98%
31%
97%95%
26%
96%
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Disabling Conditions
Sixty-eight percent of households across all
CoC programs reported having a disabling
condition. The HUD definition of a disabling
condition is a physical, mental, or emotional
impairment, including an impairment caused
by alcohol or drug use, post-traumatic
stress disorder (PTSD), or brain injury that is
expected to be long-term and impacts the
individual's ability to live independently, a
developmental disability, or HIV/AIDS. Over
three-quarters (79%) of households served in
Crisis Response reported having a disabling
condition, 73% of households in Permanent
Housing programs and 41% in Prevention and
Diversion (Figure 27).
Mental health was the most common disabling
condition among households served in the
CoC with 48% of households served having a
member with a mental health condition. Over
one-third of households had a chronic health
condition (39%) and/or a physical disability
(39%). Thirty percent reported a substance
use disorder and another 15% reported a
developmental disability (Figure 28).
Figure 27: Proportion of Households with at Least
One Disabling Condition, by Program Model
Category, 2024
Permanent HousingCrisis ResponsePrevention and Diversion
79%
73%
41%
Mental Health
Chronic Health
Condition
Physical Disability
Substance Use
Disorder
HIV/AIDS
Developmental
Disability
48%
39%
15%
39%
2%
30%
Figure 28: Proportion of Households with Disabling
Conditions, 2024
Permanent Housing Outcomes
Households for people without a
disabling condition had slightly better
housing rates than households with
people with a disabling condition.
• From Prevention, 98% of
households without a disabling
condition exited to Permanent
Housing compared to 96% of
households with disabling conditions.
• From Crisis Response, 35% percent
for those without disabling conditions
exited to Permanent Housing
compared to 27% of those with a
disabling condition.
• From Permanent Housing, 100%
of households without a disabling
condition exited to Permanent
Housing compared to 97% of
households with a disabling
condition (Figure 29).
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DISABLING CONDITIONS SUCCESS STORY
In October 2023, CORE mobile outreach connected with John K, a man in his early 60s living in a
school bus on the streets of Rodeo with a number of beloved pets. Years of homelessness followed a
divorce that left him without housing, compounded by significant health issues. After turning down a
shelter that wouldn’t allow his animals, John demonstrated his commitment to his pets and himself by
buying a second motorhome where his pets could live (with his daughter providing their daily care) so
he could pursue permanent housing.
CORE supported John in obtaining key documents, such as a certification of disability and his birth
certificate, enabling him to secure housing. In 2024, he became one of the first residents of El Portal.
Now, John enjoys his new home—a space he affectionately calls his “man cave.” He has his beloved
pet with him and his vehicle, which he uses to assist others.
A retired bus driver, John is a dedicated advocate for unhoused individuals in Rodeo, often referred
to as the “grandfather” of his former encampment community. He maintains close ties with Freewill
Baptist Church, which was a vital support during his time of need. With a stable income, food stamps
and help from a mental health case manager, John’s story highlights resilience, compassion and the
transformative power of community collaboration.
“This program has
allowed me to pick
my pride back up.”
- John K
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702 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Figure 29: Proportion of Households with Exits to, or Retention in, Permanent Housing, 2024
Permanent HousingCrisis ResponsePrevention and Diversion
With
Disabling
Condition
With
Disabling
Condition
With
Disabling
Condition
Without
Disabling
Condition
Without
Disabling
Condition
Without
Disabling
Condition
96%
27%
97%98%
35%
100%
Chronic Homelessness
An individual is defined by HUD as Chronically Homeless if they have a disabling condition and have lived in a shelter or
place not meant for human habitation for 12 continuous months or for 4 separate occasions in the last three years (must
total 12 months). These individuals are a subset of those with a disabling condition and were served in Crisis Response or
Permanent Housing; Prevention programs do not serve Chronically Homeless individuals.
Over one third of all households served in Crisis Response during 2024 were Chronically Homeless (43%, n=3,067). From
Crisis Response, the proportion of exits to Permanent Housing for Chronically Homeless (15%) is lower than the proportion
for households who are not Chronically Homelessness (20%).
Survivors of Domestic Violence
History of domestic violence data is collected during program enrollment into Crisis Response programs and less
consistently for people enrolling in Prevention and Diversion or Permanent Housing programs. This section includes data
only on people accessing Crisis Response services.
Approximately one out of five of adults (22%) who accessed Crisis Response programs reported experiencing domestic
violence at some time in their lives; for women, 38% had experienced domestic violence. Over one-third of those people
(39%) were fleeing domestic violence at the time they enrolled into the program.
The majority of survivors of domestic violence were women (77%); 1% identified as transgender or gender non-conforming.
Twenty-two percent of people in Crisis Response who were survivors of domestic violence exited to Permanent Housing.
Domestic violence data from STAND, SHELTER Inc. and Shepherd’s Gate is not included in the report to protect the
confidentiality of participants. Protecting their privacy is important in building trust and creates a safe space for survivors.
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712 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
SUCCESS STORY
Sharon [name changed to protect privacy], a 43-year-old single mother of five, overcame immense
challenges with the dedicated support of various community partners. Initially homeless and living
in an SUV in Richmond, Sharon and her family faced the lingering effects of domestic violence and
lacked essential documents like birth certificates and Social Security cards. CORE mobile outreach
and Coordinated Entry played vital roles in addressing these immediate barriers, paving the way
for stability.
The turning point came when the Contra Costa Housing Authority and Hope Solutions collaborated to
secure a Housing Stability Voucher (HSV) for Sharon and her children. These organizations ensured
all move-in costs were covered, enabling the family to transition seamlessly into a four-bedroom unit
in October 2024. The landlord's generosity, including waiving application fees and covering utilities
like water, sewer and garbage, further eased their financial burden. Additionally, the Employment &
Human Services Department (EHSD) and family court resolved documentation issues and disputes,
stabilizing the family's situation. With counseling support and the children now attending school
regularly, the family has embraced a fresh start, showcasing the transformative power of community
partnerships and coordinated care.
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722 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Sexual Orientation
Three percent of adults served in Crisis
Response, identified as lesbian, gay,
bisexual, transgender, or questioning/queer
(LGBTQIA+). There is a large amount of
missing data on sexual orientation among
Prevention/Diversion and permanent
housing and this report does not include
those outcomes. Twenty-two percent of
people who were LGBTQIA+ were between
the ages of 18 and 24. Twenty-four percent
of those served in Crisis Response who
were LGBTQIA+ exited to Permanent
Housing.
Veterans
The CoC served 912 veterans during 2024
(8% of the adult population served). There
were more veterans in Permanent Housing
than in Crisis Response or Prevention and
Diversion programs during 2024 (552 in
Permanent Housing programs, 402 in Crisis
Response and 141 in Prevention/Diversion).
Veterans made up 5% of adults served in
Prevention/Diversion, 5% of adults served in
Crisis Response and 34% of adults served
in Permanent Housing programs (Figure
30). The increase in Veteran's served across
these programs can be attributed in part
due to the Department of Veteran Affairs’
continued support of Homeless Programs,
such as the Supportive Services for Veteran
Families and HUD-VASH programs, their
2022 initiative of placing 38,000 Homeless
Veterans into Permanent Housing, increased
outreach to the Veteran community and
increased collaboration efforts between
Contra Costa's Veteran Service Providers,
the Coordinated Entry System and the larger
network of providers in the CoC.
Ninety-four percent of veterans exited
Prevention to Permanent Housing in 2024.
More than half (54%) of veterans in Crisis
Response exited to Permanent Housing
(higher than any other sub-population in
the CoC). Almost all (95%) remained in their
Permanent Housing program or exited to
another Permanent Housing destination
(Figure 31).
Figure 30: Percent of People Accessing Each
Program Model Category who are Veterans, 2024
Figure 31: Percent of Veterans who Remain Housed
or Exited to Permanent Housing, by Program Model
Category, 2024
Permanent Housing
Permanent Housing
Crisis Response
Crisis Response
Prevention and Diversion
Prevention and Diversion
5%
54%
34%
95%
5%
94%
188
H A C I E N D A H E I G H T S
732 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
SUCCESS STORY
Joe [name changed to protect privacy], a U.S. Navy veteran, faced years of chronic
homelessness in West Contra Costa County after losing his job and housing. As his health
declined, daily survival grew increasingly difficult. His life changed when he connected with
the CORE mobile outreach, which helped link him to the Insight Housing Supportive Services
for Veteran Families (SSVF) program. This connection was a turning point — for the first time
in years, Joe had access to the benefits and supportive services he had earned through his
military service.
Joe was prioritized for permanent supportive housing through the Coordinated Entry System
and referred to Hacienda Heights, a senior housing site operated by Mercy Housing and Hope
Solutions. Stable housing in a furnished unit and wraparound services transformed Joe’s health
and provided a sense of belonging. He often shares how much it means to him to remain in
West County — the place he knows and loves.
The strong coordination among Continuum of Care providers, the Coordinated Entry System
and Veteran Service providers showcases the role of partnership in housing veterans with
dignity and care.
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742 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
H O U S I N G O U T C O M E S
S U M M A R Y
Nearly one-third (29%, n=2,939) of all households served in the CoC
during 2024 were housed on exit or maintained housing. Outcomes
across sub-populations vary for those exiting from Prevention and
Diversion and those exiting from Crisis Response while the proportion
of people maintaining Permanent Housing or exiting to other Permanent
Housing is consistent across all sub-populations.
Table 9 presents the percent of households (HH) or individuals (Ind)
served during 2024 with exits to Permanent Housing from Prevention
and Diversion and Crisis Response programs. This data was provided in
previous sections and is now presented together for easy comparison.
The overall exit rate to Permanent Housing for the CoC from Prevention
and Diversion was 97% and 20% from Crisis Response.
Among race and ethnic groups, three groups had the highest exits to
housing from Crisis Response: Black/African American/African (23%),
Multiple Races (21%) and Asian American/Asian (19%). Native Hawaiian/
Pacific Islander and American Indian/Alaska Native/Indigenous (17%
respectively) and Hispanic/Latinx (16%) had the lowest. Among other
sub-populations, Veterans had the highest rates of exits to Permanent
Housing (42%) from Crisis Response, followed by Households with
Children (39%). Chronically Homeless households had the lowest rates
(15%, Table 9).
2,939
households
were housed
in 2024
29%
of all
households
served
Population From Prevention
(n=1,791)
From Crisis Response
(n=1,219)
General Population 97%20%
Race/Ethnicity
American Indian/Alaska Native/Indigenous (HH)100%17%
Asian American/Asian (HH)95%19%
Black/African American/African (HH)98%23%
Hispanic/Latinx (HH) 97%16%
Multiple Races (HH)97%21%
Native Hawaiian/Pacific Islander (HH)93%17%
White (HH) 95%18%
Other Sub-Populations
Chronically Homeless (HH)N/A 15%
Households with Children (HH)100%39%
Households with Disabling Condition (HH)95%19%
LGBTQIA+ (Ind)96%24%
Survivors of Domestic Violence (Ind)90%22%
Veterans (Ind)90%42%
Table 9: Housed on Exit Rates by Sub-Populations, 2024 (excluding those still active)
190
Figure 34: Where Households Lost Housing and City Where Slept Before Enrollment,
by Region, 2024
City Lost
Housing
City Lost
Housing
City Lost
Housing
City Lost
Housing
City Slept
Night
Before
City Slept
Night
Before
City Slept
Night
Before
City Slept
Night
Before
22%
14%
24%
38%
30%
4%
28%
38%
752 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
R E G I O N A L A N D C I T Y D ATA
People receiving services were asked in which city they lost housing and in which city they slept in the night before
enrollment into a program. This provides city and regional data to help understand where people lost their housing and
identify a greater need for Prevention services. Thirty-eight percent (n=3,786) of households accessing a program lost
their housing in East County, 24% (n=2,415) in West County, 22% (n=2,174) in Central County and 14% (n=1,430) outside of
Contra Costa County (Figure 33).
When comparing the region where households lost housing with the region they slept in the night prior to enrolling into
programming, it appears there is movement across the county. The proportion of households that lost housing in West
County (24%) and Central County (22%) was lower than the proportion of households that slept in those regions the night
prior to program enrollment (28% and 30%, respectively). In East County, when comparing the proportion of households
that lost housing in the region to those who slept in the region before enrollment, the same outcome was reported (38%
respectively, Figure 34).
Figure 33: Proportion of Households Losing Housing by Region, 2024
Outside of CountyEast CountyWest County Central County
Outside of CountyEast CountyWest County Central County
24%22%38%14%
191
762 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
The city data for where households lost their housing is provided in Table 10.
West County Central County East County Outside of County
Richmond 1,716 Concord 1,251 Antioch 2,049 County Not Listed 766
San Pablo 328 Martinez 385 Pittsburg 1,120 Alameda Co.324
El Sobrante 112 Walnut Creek 232 Bay Point 301 Solano Co.196
Rodeo 87 Pleasant Hill 195 Oakley 215 San Francisco Co.85
Pinole 72 San Ramon 80 Brentwood 194 Sonoma Co.22
El Cerrito 65 Pacheco 32 Bethel Island 53 Santa Clara Co.22
Hercules 54 Clayton 23 Discovery Bay 27 Marin Co.21
North Richmond 30 Danville 20 Byron 16 San Mateo Co.18
Crockett 20 Lafayette 20 Knightsen <5 Santa Cruz Co.8
Port Costa 6 Alamo 13 Napa Co.7
Kensington <5 Moraga 12 Monterey Co.<5
Orinda 6
Clyde <5
Blackhawk <5
Total 2,492 2,272 3,979 1,470
Table 10: Contra Costa Cities Where Households Lost Their Housing, 2024
192
772 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
C A U S E O F D E AT H P E R C O R O N E R
Our Continuum of Care marked Homeless Persons’ Memorial Day (December 21st), with a community event to give dignity
to those who lost their lives while still struggling with a housing crisis. Data from the Contra Costa County Coroner’s
Office is provided to Contra Costa Health to identify causes and trends in death rates among individuals experiencing
homelessness. The coroner reported 76 people experiencing homelessness who died during calendar year 2024, a 33%
decrease from 2023.
There was an 11% increase in the number of drug and alcohol related accidental deaths between 2020 and 2024. This
increase in drug and alcohol related deaths coincides with an increase among the general population across the county.
Conversely, there was a 42% decrease in the number of drug and alcohol related accidental deaths between 2023 and
2024 (Figure 35).
Figure 35: Cause of Death Recorded by Coroner for People Experiencing Homelessness,
2023-2024
20242023
Accident
(Substance
Related)
Natural HomicideAccident
(Not Substance
Related)
Pending Suicide
8
67
610 2
20
1
39
610 5
15
193
M E M O R I A L E V E N T
782 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
O T H E R C O C D ATA
This annual report provides a comprehensive summary of the people and households that access the CoC and is meant
to raise questions, identify successes and inform future programing and policies. Additional data sources help the CoC
understand the population, needs and program successes.
System Performance Measures (SPMs)
System Performance Measures (SPMs) were established in 2015 by HUD Department of Housing and Urban Development
(HUD) to help communities gauge their progress in preventing and ending homelessness. The seven measures focus on
data captured during the federal fiscal year, October 1st through September 30th and look at entire system, not individual
programs or project types. This data is used to help determine funding for the CoC at the federal level and is used at the
local level to identify trends, understand impacts from program or policy changes and to guide decision-making. One
limitation is that this source does not allow for understanding differences across subpopulations.
A full report on the SPMs is published by HUD annually and is available online HUDCoCSystemPerformanceMeasures
| Tableau Public
Point -in-Time (PIT) Count
The U.S. Department of Housing and Urban Development (HUD) requires all communities receiving federal dollars for
their Homeless Continuum of Care (CoC) conduct a Point-in-Time (PIT) count every other year. This count of sheltered
and unsheltered people experiencing homelessness on a single night in January helps the federal government measure
homelessness across the Country and can help communities plan services and programs, measure progress and
identify strengths and gaps in a community’s current homelessness assistance system. Limitations include variations in
methodology across communities, potentially excluding people who were not visible the night of the count and limited
ability to capture survey data.
A PIT infographic and StoryMap are available on the H3 website at Health, Housing and Homelessness Data Reports |
Contra Costa Health (cchealth.org).
194
*Note: Programs marked with an asterisk * began in 2024
792 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
A P P E N D I X A : P R O G R A M N A M E S
A N D A G E N C I E S , 2 0 2 4
Agency Program # of
Individuals
# of
Households
EMERGENCY SHELTER
Bay Area Community Services Opportunity Village 102 87
Bay Area Community Services Delta Landing 320 248
Bay Area Community Services Don Brown Shelter 115 115
Bi Bett Bi-Bett VA Residential CRS Program 8 8
City of Richmond - Encampment Resolution ERF2 - Emergency Shelter 64 58
Contra Costa Behavioral Health(BH)BHBH - Emergency Shelter
(Interim Housing)
6 6
Contra Costa Health: H3 Brookside Shelter 98 98
Contra Costa Health: H3 Concord Shelter 167 166
Contra Costa Health: H3 Calli House 57 57
Contra Costa Health: H3 Concord Warming Center 664 664
Contra Costa Health: H3 Philip Dorn Respite Center 102 102
Greater Richmond Interfaith Program (GRIP) GRIP Family Emergency Shelter 132 44
Greater Richmond Interfaith Program (GRIP) GRIP Warming Center 342 316
Northern California Family Center Northern California Family Center-
Emergency Shelter
16 16
SHELTER, Inc.Mountain View Family Shelter 84 31
Trinity Center Trinity Center Evening Program 51 51
Winter Nights Family Shelter, Inc.Winter Nights Family Shelter 77 27
RAPID EXIT
Hope Solutions Coordinated Entry Rapid Exit 181 99
195
*Note: Programs marked with an asterisk * began in 2024
⁵ Ended June 2024
802 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Agency Program # of
Individuals
# of
Households
SERVICE ONLY (SSO s )
City of Richmond - Encampment Resolution ERF1 – Castro Encampment Transition Care
Program
61 57
City of Richmond - Encampment Resolution ERF2 – Brookside (Services Only)3 3
Contra Costa Health: H3 Concord Service Center 614 614
Contra Costa Health: H3 Cal AIM - Outside Referrals 407 379
Contra Costa Health: H3 CORE Aftercare/Non-Homeless 85 78
Fresh Lifelines for Youth Stay Fly 5 5
Greater Richmond Interfaith Program (GRIP) West County CARE Center 249 228
Contra Costa Health: H3 HDAP- CORE Aftercare 140 139
Hope Solutions Housing Navigation for Transition Age
Youth
28 23
Hope Solutions Housing Navigation for HDAP ⁵15 15
Hope Solutions Holistic Intervention Partnership (HIP)-
Homeless
135 135
Hope Solutions Housing Navigation for HDAP Prevention*34 34
Hope Solutions Home Safe (Homeless)44 41
Hope Solutions TAY FYI Voucher Housing Navigation 66 42
Housing Consortium of the East Bay Castro Housing Navigation Program 2 2
SHELTER, Inc.HVRP Employment Services 30 30
Trinity Center Trinity Center (CARE Center)488 484
Trinity Center Young Adult Program 58 58
Trinity Center Trinity Center Post-housing Aftercare 31 31
Veterans Accession House Legal Services for Veterans (LSV-H) 2 2
Winter Nights Family Shelter, Inc. Winter Nights Safe Parking Program -
Pittsburg
67 45
Winter Nights Family Shelter, Inc. Winter Nights Safe Parking Program -
Antioch
58 44
196
*Note: Programs marked with an asterisk * began in 2024
812 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Agency Program # of
Individuals
# of
Households
TRANSITIONAL HOUSING
Bi Bett Uilkema House 62 62
Contra Costa Health: H3 Mary McGovern 18 18
Contra Costa Health: H3 Pomona Apartments 25 22
Contra Costa Health: H3 Pomona RHY TLP 4 4
Hope Solutions Hope Solutions - Probation Pre-Trial
Program*
9 9
STREET OUTREACH PROGRAMS
Contra Costa Health: H3 CORE Mobile Outreach 6,116 4,925
Contra Costa Health: H3 Contra Costa ERF3 - Street Outreach*13 13
City of Richmond - Encampment Resolution ERF2 - Street Outreach*70 63
RAPID REHOUSING
Bay Area Community Services BACR HHAP4 Rapid Rehousing for
Families*
147 45
Caminar Bringing Families Home - Rapid Rehousing 324 93
City of Richmond - Encampment Resolution ERF2 – Rapid Rehousing (Rental
Assistance)*
38 38
Hope Solutions City of Concord Rapid Rehousing 79 28
Hope Solutions HDAP Rapid Rehousing* 132 132
Hope Solutions HousingWorks 428 148
Hope Solutions Parole Housing RRH Program 24 24
Hope Solutions Probation Housing RRH Program 141 140
Hope Solutions Probation TAY RRH 46 46
Hope Solutions Singles RRH*2 2
Hope Solutions TAY Rapid Rehousing 67 40
Insight Housing (formerly Berkeley Food
and Housing)
Insight Housing SSVF Rapid Rehousing 221 158
197
*Note: Programs marked with an asterisk * began in 2024
822 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Agency Program # of
Individuals
# of
Households
Lao Family Community Development Lao Family Measure X Rapid Rehousing 66 61
SHELTER, Inc.ESG (County) RRH 15 6
SHELTER, Inc.ESG (State) RRH 9 5
SHELTER, Inc.Positive Futures Rapid Rehousing 28 26
SHELTER, Inc.Rental Assistance (Homeless)*22 11
SHELTER, Inc.Restored Hope for Families 98 54
SHELTER, Inc.SSVF Rapid Rehousing 148 113
PREVENTION AND DIVERSION
Bay Area Community Resources Family Prevention 66 32
Bay Area Community Services Shallow Subsidy*21 21
Bay Area Community Services Measure X Prevention*103 100
Bay Area Community Services Measure X Pilot Prevention 152 140
Caminar Bringing Families Home - Eviction
Prevention
80 26
Caminar Prevention for Families*180 55
Catholic Charities of the East Bay Singles Prevention 175 133
Catholic Charities of the East Bay Catholic Charities Prevention Program*24 24
HDAP HDAP Prevention*34 34
Hope Solutions HDAP Prevention 28 27
Hope Solutions Coordinated Entry Family Prevention 398 153
Hope Solutions Holistic Intervention Partnership (HIP)
Prevention
51 51
Hope Solutions Home Safe Prevention 127 120
Hope Solutions HousingWorks Eviction Prevention 101 43
Hope Solutions Parole Housing Prevention 10 10
Hope Solutions Probation Housing Prevention 15 15
198
*Note: Programs marked with an asterisk * began in 2024
832 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Agency Program # of
Individuals
# of
Households
Insight Housing⁶Insight Housing Homeless SSVF Prevention 136 77
Northern California Family Center Northern California Family Center-
Prevention
23 23
SHELTER, Inc.Rental Assistance (Prevention) 2,527 1,029
SHELTER, Inc.SSVF Prevention 80 53
PERMANENT HOUSING
Contra Costa Health: Behavioral Health Veterans Square- HOPWA Units - PSH 2 2
Contra Costa Health: Behavioral Health Veterans Square- No Place Like Home
(NPLH) - PSH
12 8
Contra Costa Health: H3 Permanent Connections - PSH 13 13
Contra Costa Health: H3 Destination Home - PSH 14 12
Contra Costa Health: H3 HUMS - PSH 34 34
Department of Veterans Affairs HUD VASH 627 508
Hope Solutions CoC Rental Assistance Program (RAP)
Ohio Street - PSH
8 6
Hope Solutions Rental Assistance Program (RAP) PBRA*17 15
Hope Solutions CoC Rental Assistance Program (RAP)
Tenant-Based Rental Assistance Program
- PSH
414 266
Hope Solutions CoC Rental Assistance Program (RAP) Villa
Vasconcellos - PSH⁷
5 5
Hope Solutions El Portal Place*5 5
Hope Solutions El Portal Place (HSV Units)*18 18
Hope Solutions ACCESS - PSH 49 49
Hope Solutions Families in Supportive Housing (FISH) - PSH 82 22
Hope Solutions Garden Park Apartments - PSH 70 29
Hope Solutions Lakeside Apartments - PSH 30 11
Hope Solutions Hacienda – PSH 28 26
⁶ Formerly Berkeley Food and Housing
⁷ Separate from RCD Villa Vasconcellos units
199
*Note: Programs marked with an asterisk * began in 2024
842 0 2 4 A N N U A L R E P O R T Contra Costa Continuum of Care
Agency Program # of
Individuals
# of
Households
Housing Authority of Contra Costa County EHV Voucher 286 189
Housing Authority of Contra Costa County FYI Vouchers 59 35
Housing Authority of Contra Costa County Housing Stability Vouchers (HSV)*45 12
RCD-Choice In Aging Berrellesa Palms 58 53
RCD-Jewish Family and Community
Services
Villa Vasconcellos - HOPWA units 3 3
RCD-Jewish Family and Community
Services
Villa Vasconcellos (non-HOPWA)19 19
RCD-Lifelong Medical Idaho Apartments - HOPWA units - PSH 12 12
RCD-Lifelong Medical Idaho Apartments - Non-HOPWA units -
PSH
19 19
RCD-Trinity St. Pauls Commons 19 16
Satellite Affordable Housing Associates Columbia Park Manor 2 2
SHELTER, Inc. Project Thrive - PSH 41 25
SHELTER, Inc. Project Thrive 2.0 - PSH 105 38
SHELTER, Inc. Tabora Gardens - PSH 2 2
SHELTER, Inc. Tabora Gardens (MHP/VHHP) - PSH 12 11
200
cchealth.org
Homeless Services
Annual Report
CY2024
Christy Saxton, Director
CCH: Health, Housing and Homeless
Services (H3)
April 14, 2026
201
cchealth.org
Context
Workers need to earn
$45.50/hour to afford a
2-bedroom apartment in
Contra Costa
Cost of housing is the
biggest factor in a
community’s rate of
homelessness
2,118 people experienced
homelessness in Contra
Costa on a given night in
2025
CONTRA COSTA COUNTY 2025 Affordable Housing Needs
Report
Colburn, G., & Aldern, C. P. (2022). Homelessness is a
housing problem: How structural factors explain U.S. patterns.
University of California Press
2025 Point in Time Count Report:
202
cchealth.org
Contra Costa Health Roles
Contra
Costa
Health
Housing
Provider
Medical
and
Behavioral
Services
Provider
Homeless
Services
Provider
Research
and
Evaluation
Policy and
Advocacy
System
Coordination
203
cchealth.org
Contra Costa Health Homeless Services
Street Outreach
Street Medicine
Drop in Centers
Clinic Services
Homelessness Prevention
Emergency/Interim Housing
Permanent Housing
204
cchealth.org
Individuals Served in 2024
Contra Costa Health
System Clients
Continuum of Care
(CoC)
Healthcare for the
Homeless (HCH)
Community Based
Care
Can serve literally homeless, doubled up, AND
people with unstable housing in any CCH program
Must be literally homeless
Can serve literally homeless AND people with
unstable housing
23,966 served
14,245 served
1,874 served
2025 Point in Time
Count
2,118
205
cchealth.org
Contra Costa Health Impact in 2024
Healthcare
for the
Homeless
1,874 individuals
had 7,896 total
health visits
(HCH Medical, Dental, Mental Health)
91.4% (1,713) of the
1,874 had health
insurance.
97% of households
receiving prevention
services retained or
exited to permanent
housing (n=1,791)
98% of the 1,448
households served in
permanent housing
programs retained
housing
Continuum
of Care
Source: 2024 Contra Costa Continuum of Care Annual Report and EPIC electronic health record reporting
206
cchealth.org
Sylvia’s Journey
Unsheltered
•10+ years homeless
•Senior with chronic
physical and mental
health conditions
Street Outreach
•CCH: Healthcare for
the Homeless
•CCH: CORE
•SoS Richmond
Shelter
•CCH: Brookside Shelter
•CCH: CalAIM
Community Supports
Housing
•Permanent Supportive
Housing
•East Bay Asian Local
Development
Corporation
Collaboration, Case Management, and Care
207
cchealth.org
Federal Programs in Upheaval
208
cchealth.org
Funding
Federal funding impacts from HR 1 and
Continuum of Care changes endanger
critical programs
State budget cycles introduce uncertainty
Local investments, like Measure X
Housing Fund, are crucial to mitigating
federal and state budget threats
209
cchealth.org
Impact of Catastrophic Cuts to Federal
Funding
•Contra Costa residents at risk of losing their homes
•Service providers, landlords, and residents in limbo
•Contra Costa Health is acting quickly to protect residents
210
cchealth.org
Building on what works
•Contra Costa Health
•County Departments
•Cities/Towns
Further Integration
•CalAIM Services –Transitional Rent began January 1, 2026
•Interim Housing –Brookside campus expansion
•Permanent Supportive Housing
Sustaining Housing Capacity
•Harm Reduction
•Self-Determination
•Consistent Contact
Building Trust
211
cchealth.org
Thank You
212
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1469 Agenda Date:4/14/2026 Agenda #:D.6.
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Medi-Cal and CalFresh Update on HR1 and State Budget Impacts
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
ACCEPT the Annual Medi-Cal and CalFresh Update from the Employment and Human Services Department
as referred by the Family and Human Services Committee.
FISCAL IMPACT:
There is no immediate fiscal impact. The report identifies potential unfunded mandates should the Legislature
and the Governor fail to including resources in the FY26/27 state budget to fund new CalFresh and Medi-Cal
eligibility requirements from H.R.1.
BACKGROUND:
This annual Medi-Cal and CalFresh Update was presented to the Family and Human Services Committee on
March 9, 2026, and is referred by the Committee to the full Board.
CONSEQUENCE OF NEGATIVE ACTION:
This report will not be received.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 1 of 1
powered by Legistar™213
Annual Medi-Cal and CalFresh Update
HR1 and State Budget Impacts
Presentation to the Board of Supervisors
Marla Stuart, MSW PhD, Director
EHSDInfo@ehsd.cccounty.us | (925) 608-4800
April 14, 2026
Support provided by Angela Bullock-Hayes, Ann Barrett, Erick Untal, Eric Brown, and their teams
214
1.Abbreviations 3
2.Eligibility Work is Holistic Case Management 4
3.CalFresh and Medi-Cal Trends 5
4.HR1 and State Budget CalFresh and Medi-Cal Changes 9
5.Responses 12
6.Eligibility Costs 20
7.Recommendation 25
8.Appendices 26
Presentation Order
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 2
215
Abbreviations
ABAWD = Able Bodied Adult Without Dependents
ACA = Affordable Care Act
ACL = All County Letter
ACWDL = All County Welfare Directors Letter
BOS = Board of Supervisors
CalAIM = California Advancing and Innovating Medi-Cal
CalFresh = California’s Supplemental Nutrition Assistance Program
(SNAP)
CalSAWS = California Statewide Automated Welfare System
CalWORKs = California Work Opportunity and Responsibility to Kids
(California’s Temporary Assistance to Needy Families TANF program)
CAO = County Administrator’s Office
CCH = Contra Costa Health
CDSS = California Department of Social Services
CF = CalFresh
CWDA = County Welfare Directors Association
DHCS = California Department of Health Care Services
EBT = Electronic Benefit Transfer card
EHSD = Employment & Human Services Department
FTE = Full Time Equivalent
HR1 = House of Representatives Bill 1
MC = Medi-Cal
Medi-Cal = California’s Medicaid program
NCC = Net County Cost
SAMHWORKs = Substance Abuse Mental Health Work Opportunity &
Responsibility to Kids
UIS = Unsatisfactory Immigration Status
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 3
216
Eligibility is
Holistic Case Management
It includes …
•sending and receiving vital mail
•scheduling and conducting interviews
•making and receiving phone calls
•collecting and documenting information
•determining new and continued eligibility
•processing household changes
•researching regulations
•answering client questions
•transferring cases
•solving client problems
•responding to complaints
•identifying and responding to fraud
•reviewing case accuracy and
•connecting clients to other community resources
And because people only apply for CalFresh and Medi-Cal at a point of crisis,
our eligibility teams are trained to do this work from a trauma-informed perspective.
See Appendix 3 for CalFresh and Medi-Cal application and renewal flow charts.
217
CalFresh and Medi-Cal Trends
Individuals Served by Program
Caseload Workforce Misalignment
Client Service (Performance) Now Slipping
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 5
218
Number of Individuals Served
239,790 Medi-Cal
314,515 Medi-Cal
+31%
57, 325 CalFresh 105,558 CalFresh
+84%
2019 2020 2021 2022 2023 2024 2025 2025
Jan Dec
COVID
Medi-Cal
Renewals
Resume
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 6
219
Misaligned Households and Workforce Growth
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 7
41,983 CalFresh
148,584 Medi-Cal
264 EW FTE
178,635 Medi-Cal
290 EW FTE
65,707 CalFresh
220
Client Service (Performance) Now Slipping
MC Applications
--Jun 2023 MC/CF dual
applications increased
efficiency
--Jul 2025 vacancy reduction
achieved
CF Applications
--We prioritize food access
MC and CF Renewals
--Jul 2025 auto renewals
reduced from 75% to 30%
impact both MC and CF
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 8
221
HR1 and State Budget
CalFresh and Medi-Cal Changes
Timeline
Most Consequential HR1 Changes for EHSD
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 9
222
HR1 Implementation Timeline
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 10
223
Program Date Detail Impacted
Client
Impacts Worker | County Impacts
CF 6.1.26 7. Able-Bodied Adults 18-64
Without Dependents (ABAWD)
without exemptions must meet
work requirement
~51,313 Increased required documentation to
provide verification of work or volunteer
or school; loss of benefits if
noncompliant
Significant increased work to identify recipient
exemptions; additional CalSAWS screens to
complete; if no exemptions refer to work
programs; tracking participation time-clock;
increased calls and appeals
CF 6.1.26 8. Restricts eligibility to 3 in 36
months if failure to meet work
requirements
~51,313 Loss of benefits, increased food
insecurity
Increased work to verifying exemptions and/or
engagement compliance and to monitor 36-month
time-clock
CF 10.1.26 12. Federal share of CF
administration drops to 25%
from 50%
~$12.2 M
annually
Should state and counties not be able to
absorb increased cost, outreach may end
and services may be delayed (calls, EBT
issuance, case changes, application and
renewals)
Increased costs may reduce funding available for
staffing creating major strains on time per client,
case processing accuracy, and timeliness
MC 1.1.27 13. ACA expansion adults 19-64
must meet work or exemption
requirements
~67,719 Loss of full scope health coverage if
failure to comply; emergency coverage
continues
Significant increased work to identify recipient
exemptions, and if none to refer to work
programs; increased calls and appeals
MC 1.1.27 14. Renewals increase from
once to twice annually for ACA
expansion adults
~110,669 More frequent renewals leads to higher
risk of benefits loss due to procedural
burden
Doubles renewal workload adding 1.2 hours per
adult per year
Most Consequential HR1 Changes for EHSD
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 11
224
Responses
CDSS and DHCS Instructions to Date
Planning Workgroups
Training
Legislative Advocacy
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 12
225
CDSS CalFresh Instructions To Date
Number Date Issued Title
ACL 25-93 12-31-2025 HR1: Changes to Time Limit for Able-Bodied Adults
Without Dependents Policy
ACL 25-92 12-31-2025 HR1: Changes to Noncitizen Eligibility Policy
ACL 25-79 11-07-2025 One-Year Able-Bodied Adults Without Dependents Time
Limit Waiver for Colusa, Imperial, and Tulare Counties
ACL 25-50E 08-26-2025 Erratum To CalFresh Impacts Due to HR1
ACL 25-50 07-14-2025 CalFresh Impacts Due to HR1
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 13
226
DHCS Medi-Cal Instructions to Date
Number Date Issued Title
ACWDL 25-30 12-30-2025 Work and Community Engagement Requirements for
New Adult Group
ACWDL 25-31 12-30-2025 Six-Month Renewals for New Adult Group
ACWDL 25-33 12-30-2025 Monthly Premiums for Adult Members with
Unsatisfactory Immigration Status
ACWDL 26 07 3-12-2026 Policy Changes to Retroactive Medi-Cal Coverage
Periods
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 14
Department of Health Care Services states these ACWDLs represent preliminary guidance and are subject to change based on developing federal
policy guidance and state legislative changes.
227
CAO | EHSD | CCH
1. Biweekly meetings
EHSD
1.CalFresh Program Policy Committee
2.CalFresh Quality Assurance/Program
Integrity Workgroup
3.CalFresh Error Citation Workgroup
4.CalFresh Oversight Meeting
5.ABAWD Workgroup
6.Data Council
7.Workforce Services Bureau Team Meeting
Planning Workgroups: Local
EHSD | CCH
1.Medi-Cal Enrollment and Retention Workgroup
2.CalAIM Pre-Release Workgroup
3.CalAIM Leadership Workgroup
4.Basic Health Collaboration Meeting
5.Minor Consent Applications Meeting
6.SAMHWORKs Services Meeting
7.Detention Health Medi-Cal Applications Review
Meeting
8.Local Medi-Cal Advisory Committee
EHSD | Community
1.HR1 – Multi-Sector
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 15
228
CWDA
1.Self Sufficiency
2.CalFresh
3.CalWORKs/Welfare-to-
Work/Child Care
4.Medical Care
5.Regional Meetings to discuss
CWDA topics – all programs
BASSC
1.Self Sufficiency
Planning Workgroups: Regional and State
State
1.CDSS CalFresh ABAWD Policy Office Hours
2.CalFresh All Stakeholder Webinar
(quarterly)
3.DHCS County Support Call
4.DHCS HR1 Federal Medi-Cal Changes
County Workgroup
5.DHCS Medi-Cal Immigration-focused
County Workgroup
6.CalSAWS Systems Workgroups
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 16
229
1,098 hours to develop 126 modules
24 hours to train 1 worker | 555 workers to train
Impacts
Diverts works from casework and increases overtime costs
Reduces resources and time for other trainings:
refresher, error reduction, staff development,
reinforcement, new employee, promotion
Training
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 17
230
Thank you to Managers, Supervisors, Staff!
231
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 19
State Budget Advocacy
Program CWDA Estimated
CCC Share CSAC BOS
1. CalFresh prepare for and
implement ABAWD work
requirements
FY25-26 $20 million GF
FY25-26 $9.3 million GF
FY26-27 $102.8 million GF
Ongoing $57.9 million GF
$446,000
$207,390
$2,292,440
$1,291,170
Same as CWDA
Letters:
•Honorable Akilah Weber Pierson, Senate Health
Committee
•Honorable Caroline Menjivar, Senate Budget &
Fiscal Review Subcommittee 3
•Honorable Corey Jackson, Assembly Budget
Subcommittee 2
•Honorable Dawn Addis, Assembly Budget
Subcommittee 1
•Honorable John Laird, Senate Committee on
Budget and Fiscal Review
•Honorable Monique Limon, Senate President Pro
Tempore
•Honorable Roger Niello, Senate Committee on
Budget and Fiscal Review
•Governor Gavin Newsom
Office Visits:
•Senator Jesse Arreguín
CWDA CF ABAWD Budget champion
•Senator Tim Grayson
•Senator Chris Cabaldon
•Asm. Anamarie Avila Farias
•Asm. Rebecca Bauer Kahan
•Asm. Buffy Wicks
•Asm. Lori Wilson
2. CalFresh administration cost
shift
Authorize a CalFresh Match Waiver to
draw full state funds if counties
cannot increase match
CCC meets
match Supports CWDA
3. CalFresh Payment Error Rate
(PER) penalty
Hold counties harmless from
Pre-H.R. 1 federally-driven Payment
Error Rate (PER) fiscal sanctions
Would depend
on situation Supports CWDA
4. Medi-Cal implement work
requirement and bi-annual
renewal
FY26-27 $230.9 million GF
FY27-28 $304.7 million GF
FY28-29 $175.9 million GF
Ongoing $114.1 million GF
$6,257,390
$8,257,370
$4,766,890
$3,092,110
Same as CWDA
5. Medi-Cal Consumer Price Index
(CPI) increase
FY26-27 $39.3 million GF
Ongoing
$1,065,030
Per CPI Same as CWDA
6. Medi-Cal enrollment freeze for
UIS
Reverse enrollment freeze and
oppose adding Medicaid work
requirements to UIS population
Supports CWDA
CCC share of state CF allocations = 2.23%; CCC share of state MC allocations = 2.71%
232
Eligibility Costs
Medi-Cal and CalFresh Revenue and Expenditure Trends
HR1 Created New Unfunded Mandates
Perfect Storm
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 20
233
MC & CF Revenue and Expenditure Trends
Fiscal
Year
State
Allocation
Federal
Allocation
1991
Realignment
Utilized
2011
Realignment
Utilized
Net
County
Cost
Utilized
Total
Revenue
to Cover
Expenditures
Number
of Claimed
FTE
Medi-Cal (MC)FY20/21 61,129,714 - - 61,129,714 154.2
FY21/22 53,165,382 - - 53,165,382 135.9
FY22/23 52,139,949 - - 52,139,949 139.4
FY23/24 70,717,050 - 5,476,932 76,193,982 157.9
FY24/25 70,512,125 56 6,084,173 76,596,354 165.0
FY25/26 Budget 68,341,855 - - 68,341,855 169.9
FY26/27 Budget 74,374,645 7,540,457 - 81,915,102 167.6
CalFresh (CF)FY20/21 16,362,292 21,669,177 966,481 - 4,801,966 43,799,916 109.7
FY21/22 19,551,162 25,660,092 839,421 - 7,263,760 53,314,435 135.7
FY22/23 19,616,594 27,043,329 856,975 - 7,142,169 54,659,067 136.3
FY23/24 24,016,552 32,618,862 788,917 - 8,644,118 66,068,449 134.1
FY24/25 21,978,952 29,651,021 4,402,825 - 4,114,219 60,147,017 125.1
FY25/26 Budget 21,858,230 29,352,181 1,057,575 - 7,121,849 59,389,834 124.0
FY26/27 Budget 34,438,514 20,567,206 - 8,599,785 - 63,605,505 130.0
Both FY26/27 Budget 34,438,514 94,941,851 - 16,140,242 - 145,520,607 297.6
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 21
234
HR1 Created New Unfunded Mandates
CalFresh Medi-Cal Total
1. FY26/27 Eligibility Worker FTE1 130.0 167.6 297.6
2. FY26/27 Budgeted State and Federal Revenue $63,605,505 $81,915,102 $145,520,607
3. Current Work Bi-Annual Renewal Annual Renewal
4. Added Work with HR1
Unfunded Mandates
Assessing and monitoring
work requirements and exemptions
(average of 3 hours
per year per client,
per CWDA state-wide survey)
Assessing and monitoring
work requirements and exemptions
(average of 3.5 hours
per year per client,
per CWDA state-wide survey)
Second Annual Renewal
(average of 1.2 hours per year,
per CWDA state-wide survey)
5. Estimated New FTE Required2 86 -- 177 208 -- 268 294 - 445
7. Estimated New Unfunded Annual Funding Required 3, 4 $31,172,764
-- $64,157,898
$78,201,344
-- $100,759,424
$109,374,108
-- $164,917,322
NOTES: 1FY26/27 budget includes the 12 new eligibility workers approved by the Board on March 3, 2026 for current year. 2Estimates as we currently understand new rules
and per CWDA state-wide survey, although state guidance has not yet been published for all new rules. 3Annual costs will increase with cost of doing business. 4Detailed
analysis provided in Appendix 2, slide 33.
EHSD has no capacity to independently generate revenue
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 22
235
23
Perfect Storm
Increasing cases
Misaligned staffing
Slipping performance
Huge unfunded workload
Disenrollment
236
Recommendation
Accept this report and provide guidance to the
Employment & Human Services Director.
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 24
237
Appendices
1.Summary of HR1 and State Budget Changes
2.New Unfunded Eligibility Cost Scenarios
3.Medi-Cal and CalFresh Application and
Renewal Flowcharts
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 25
238
Appendix 1
Summary of HR1 and State Budget Changes
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 26
239
Source Program Date Detail
~Number
Impacted
Client
Impacts Worker | County Impacts
HR1 CF 10.1.25 1. Only cost-neutral Thrifty Food
Plan changes except for inflation
All CalFresh
individuals
Annual increases may be lower Understanding the change and
answering recipients questions.
HR1 CF 10.1.25 2. Cap on benefits for households
> 18 members
0 Large families may see lower
benefits
Understanding the change and
answering recipients questions.
HR1 CF 10.31.25 3. Limits LIHEAP-based Standard
Utility Allowance (SUA)
qualification to households with
an elderly/disabled member
~929 May result in reduction in
benefits if evidence of expense
not provided
Deeper reviews to determine SUA
eligibility; increased calls and
questions; increased appeals
Summary of HR1 and State Budget Changes
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 27
240
Source Program Date Detail
~Number
Impacted
Client
Impacts Worker | County Impacts
State MC 1.1.26 4. Seniors, disabled, and long-
term care residents must report
assets
~24,280 Increased reporting burden and
possible elimination of eligibility
Additional asset verification
requests; more appeals and calls;
less ex-parte reviews
State MC 1.1.26 5. UIS enrollment freeze for full-
scope
~28,387 New enrollees and existing
enrollees who fail to timely renew
will only receive emergency care;
Increased need to explain
changes; increased need to
explore alternate coverage
options
HR1 CF 4.1.26 6. Many lawfully present
immigrant groups lose eligibility
~1,114 Loss of benefits and increase food
insecurity
Increased need to explain
changes to clients and
discontinue the case.
HR1 CF 6.1.26 7. Able-Bodied Adults 18-64
Without Dependents (ABAWD)
without exemptions must meet
work requirement
~51,313 Increased required
documentation to provide
verification of work or volunteer
or school; loss of benefits if
noncompliant
Significant increased work to
identify recipient exemptions;
additional CalSAWS screens to
complete; if no exemptions refer
to work programs; tracking
participation time clock;
increased calls and appeals
Summary of HR1 and State Budget Changes
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 28
241
Source Program Date Detail
~Number
Impacted
Client
Impacts Worker | County Impacts
HR1 CF 6.1.26 8. Restricts eligibility to 3 in 36
months if failure to meet work
requirements
~51,313 Loss of benefits, increased food
insecurity
Increased work to verifying
exemptions and/or engagement
compliance and to monitor 36-
month time-clock
HR1 CF 6.30.26 9. Eliminates CalFresh Health
Living nutrition education
~5,000 Loss of nutritional education for
seniors; loss of contract for
vendor
None
State MC 7.1.26 10. UIS adults lose dental
coverage
~28,387 Decreased access to dental care Increased call volume and
referrals to other available
resources needed
HR MC 10.1.26 11. Expands UIS to include
refugees, asylees, parolees, DV
and trafficking survivors, etc.
~8,465 Loss of access to full-scope health
coverage (emergency coverage
remains)
Increased call volume and
referrals to other available
resources needed; increase in
appeals
Summary of HR1 and State Budget Changes
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 29
242
Source Program Date Detail
~Number
Impacted
Client
Impacts Worker | County Impacts
HR1 CF 10.1.26 12. Federal share of CF
administration drops to 25% from
50%
~$12.2 M
annually
Should state and counties not be
able to absorb increased cost,
outreach may end and services
may be delayed (calls, EBT
issuance, case changes,
application and renewals)
Increased costs may reduce
funding available for staffing
creating major strains on time per
client, case processing accuracy,
and timeliness
HR1 MC 1.1.27 13. ACA expansion adults 19-64
must meet work or exemption
requirements
~67,719 Loss of full scope health coverage
if failure to comply; emergency
coverage continues
Significant increased work to
identify recipient exemptions,
and if none to refer to work
programs; increased calls and
appeals
HR1 MC 1.1.27 14. Renewals increase from once
to twice annually for ACA
expansion adults
~110,669 More frequent renewals leads to
higher risk of benefits loss due to
procedural burden
Doubles renewal workload adding
1.2 hours per adult per year
Summary of HR1 and State Budget Changes
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 30
243
Source Program Date Detail
~Number
Impacted
Client
Impacts Worker | County Impacts
HR1 MC 1.1.27 15. ACA adults limited to 1 month
retroactive coverage and all
others to 2 months (compared to
3 months now)
TBD Reduced protection against
retroactive medical bills for client;
reduced revenue for health
provider if client cannot pay
More calls and more appeals
State MC 1.1.27 16. UIS adults must pay $30
monthly premium for full-scope
coverage
~24,439 Increased financial burden and
loss of full scope coverage if
unable to pay, or if pays late
More client questions, increased
tracking and actions related to
payments
HR1 CF 10.1.27 17. First-ever state share of
benefits, initially tied to 2025-
2026 Payment Error Rate (PER)
~106,225 Benefit interruption to all
recipients if state cannot afford
and opts out of SNAP
Major pressure to reduce county
over / under issuances; share of
state-paid benefits will be limited
to the counties within the 19
Performance Measurement
Counties(PMC) based on error
rates
HR1 MC 10.1.28 18. ACA adults with incomes 100-
138% FPL must pay up to $35 for
certain services
TBD Increased out-of-pocket costs;
decreased use of care.
More client questions and billing
clarification needs; increased
tracking and actions if clients do
not pay
Summary of HR1 and State Budget Changes
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 31
244
Appendix 2
New Unfunded Eligibility Cost Scenarios
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 32
245
New Unfunded Eligibility Cost Scenarios
MC: Additional Hours for Work Requirement
Scenario 1
CWDA Estimate w/ No Automation
Scenario 2
CWDA Estimate w/ Partial Automation
A Additional hours per ACA client per year to assess exemptions 1 1
B Number of ACA clients 110,669 110,669
C Additional hours per ACA client per year to manage work requirements 2.5 2.5
D Number of ACA clients subject to work requirements 110,669 67,719
E Number of Additional Work Requirement hours needed (A*B) + (C*D)387,342 279,967
MC: Additional Hours for Added Bi-Annual renewal
F Additional hours per ACA client per year for bi-annual renewals 1.2 1.2
G Number of ACA clients subject to bi-annual renewals 110,669 110,669
H % of renewals not auto-authorized 70.5%70.5%
I Number of bi-annual renewals hours needed (F*G*H)93,626 93,626
MC: Additional FTE Required
J Total number of additional MC work hours needed per year (E+I)480,968 373,592
K Number of work hours per year per EW (2080-160 vacation, 88 holiday, 40 sick)1,792 1,792
L Number of additional MC EW FTE (J/K)268 208
CF: Additional Hours and FTE Required for ABAWD
M Additional hours per client per year for ABAWD screening, compliance, verification, etc.3 3
N Number of clients subject to ABAWD 105,987 51,313
O Number of additional work hours needed per year (M*N)317,961 153,939
P Number of work hours per year per EW (2080-160 vacation, 88 holiday, 40 sick)1,792 1,792
Q Number of additional CF EWs needed (O/P)177 86
Total EW FTEs Needed (L+Q)445 294
R Fully Loaded Cost for MC Eligibility Worker $375,968 $375,968
S Fully Loaded Cost for CF Eligibility Worker $362,474 $362,474
T Additional MC FTE Cost (L*R)$100,759,424 $78,201,344
U Additional CF FTE Cost (Q*S)$64,157,898 $31,172,764
V Total Annual Cost (T+U)$164,917,322 $109,374,108
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 33
246
Appendix 3
Medi-Cal and CalFresh
Application and Renewal Flowcharts
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 34
247
Medi-Cal Application Process
35
Medi-Cal Application
Received
45-Day Timeline begins
(90 days for disability-
based applications)
Application
received
complete?
Application is
APPROVED if the
client is eligible or
DENIED if the client is
ineligible.
Yes
Initiate attempt to
collect information
Minimum of two 10
calendar day requests to
submit requested
verification depending on
circumstances; Verbal
requests must be followed
up with written request
Follow-up
verifications
received and
the
application
is complete?
Application is
DENIED
No
Yes
No
Start Here
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 35
248
Medi-Cal Renewals Process
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 36
Renewal packet
generated and sent 50
days before Renewal
Month
Packet typically mailed on
the 8th business day two
months prior (ex. A June
packet is mailed on April
8th)
60 days before
Renewal Month (2
months before
renewal)
Auto Ex-Parte process
begins; system
attempts electronic
verification
Electronic
verification
successful?
Medi-Cal case is
auto-renewed and
a notice is sent to
the client
Packet
returned
to EHSD
Worker processes the
renewal
the case is either RENEWED
if the client is eligible or
DISCONTINUED if the
client is ineligible
Case is manually discontinued by
eligibility worker
Case is AUTO-DISCONTINUED by system
during the Renewal Month
A complete packet must be returned to EHSD in
less than 91 days from the 1st day after the Renewal
Month to rescind the discontinuance
30 days before
renewal, 1st and 2nd
reminders sent;
clients also receive a
text message
reminder if opted in
Packet returned to
EHSD?
Worker
reviews the
packet
Is the
packet
complete?
Is a
complete
packet
received in
less than 91
days after
the Renewal
Month?
Case remains
DISCONTINUED
the client must reapply for benefits
and can only request for up to 1
month of retroactive coverage
Start Here
Initiate attempt to collect
information
30 calendar days minimum to
submit requested verification
depending on circumstances;
Verbal requests must be
followed up with written request
Follow-up
verification
s received.
Is renewal
complete?
No
No
No
No
No
No
Yes
Yes Yes
Yes
Yes
Yes
249
CalFresh Application Process
37
CalFresh Application
Received
30-Day Timeline begins;
Client is contacted for a
phone or face to face
interview
Note on Expedited
Services (ES) All
applications are screened
for ES. If applicant is
determined to be eligible
to ES, benefits must be
issued within 3 calendar
days
Does client
miss the
interview?
Application
is processed
Yes
Mandatory verifications
needed are requested
Minimum of 10 calendar
days (or next business day
if 10th day lands on
weekend or holiday) to
submit requested
verification
Does client
provide
verifications?
Application
DENIED
If the HH
provides
verification during
the second 30
days, the
application may be
approved from the
date verification
was received
No
No
Start Here
Notice of Missed
Interview is Sent
Client can reschedule only
if they makes contact
within 30 days of
application and requests
to reschedule the
appointment
Does client
make
contact
within 30
days?
Is client
found
to be
eligible?
Application is
APPROVED
If there was a delay of
actions, 30 additional days
that application will
remain pending. The
approval date and benefit
amount will vary
depending on the cause
of the delay.
Yes
No
Yes
Yes
No
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 37
250
CalFresh Periodic Report Process
38
Worker reviews the
SAR7
A timely SAR 7 is received
by the 11th calendar day
of the of the month it is
due must be reviewed
timely be EHSD staff.
The Semi Annual report (SAR
7) will be due depending on
household circumstance
- If all members are elderly OR
disabled w/ no earned income =
NO SAR7 REQUIREMENT
(waived 3.1.22-9.30.26).
- If all adult members are elderly
OR disabled, reporting
requirements will vary based on
the source of income (earned or
unearned) w/ SAR 7’s required
at different intervals:
1.Households that have earned
income will have SAR 7’s due
at 6, 12 & 18 months
2.Households that have no
earned income will have
SAR 7’s due at 12 months
- All other CalFresh households
have a SAR 7 due at 6 months
Is the
SAR7
received
timely?
Notice to household that their benefits will be
DISCONTINUED at the end of the month.
Benefits can be restored if the household provides the
missing SAR 7 report, required verification, and/or
other required information within 30 days following
the month of discontinuance
Is the
SAR7
complete?
BENEFITS
RECALCULATED for next
payment period
Action taken must be done with
enough time to allow 10-day
notice when a change to the
household allotment for the next
payment period will result in a
negative action such as a decrease
Worker
processes the
SAR7.
Is the client
found to be
eligible?
Case DISCONTINUED
Action taken must be done with enough time to
allow 10-day notice when discontinuance will occur
Start Here
No
No
Yes
No
No
Yes
If client is
subject to SAR 7
requirements,
the form is
mailed to client.
It is considered
timely if received
by the 11th day of
the month it is
due.
Yes
No
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 38
251
CalFresh Recertification Process
39
The length of the Certification
period will depend on
household circumstances
- If all members are elderly OR
disabled and have no earned
income = 36 month certification
period
- If all adult members are elderly
OR disabled = 24 month
certification
- All other CalFresh households
= 12 month certification
Approximately 45 days prior to
the end of a Certification
period, Notice of Expiration
(NEC) and Appointment
Notices are mailed to the
clients
Timing of the mailing of notices
will depend on the household
circumstances.
For households that require an interview, worker initiates
attempts to conduct interview
At time specified in the Appointment Notice, worker makes at
least two attempts 15 minutes apart to reach client
Note 1: Some circumstances (client/county/client and county)
can cause a recertification to be delayed past the last day of the
final month in the certification period. When these
circumstances occur, staff will conduct the recertification
interview and/or process timely and untimely applications for
recertification received in the 30 days after the certification
period ends.
Note 2: Most households are required to complete an interview
Does client
either pick
up the call
or return the
missed call?
Worker conducts the interview
If client does not return call and
complete the interview, client is
DISCONTINUED at the end of the
month and a Notice of Missed Interview
(NOMI) is sent
Client can make contact to reschedule their
missed interview up to 30 days after the
certification period ends
Start Here
Are additional
verifications
needed to
complete the
recertification?
Worker mails out a
request to provide
verifications within 10
days, or the next
business day if the 10th
falls on a weekend or
holiday
Are
additional
verifications
received by
the 10th day?
Client is NOT
certified and
benefits will
DISCONTINUE
at the end of the
certification
month; HH has up
to 30 days after the
end of their
certification period
to complete process
Client is
CERTIFIED for
a new payment
period
The appropriate
benefit amount as
determined by the
worker will be
issued on the 1st
month of the new
certification period
No
Yes
Yes
No
No
Yes
Contra Costa County, Employment & Human Services Department, Annual Medi-Cal & CalFresh Update, HR1 & State Budget Impacts, April 14, 2026, 39
252
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1470 Agenda Date:4/14/2026 Agenda #:D.7.
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Update on Head Start Programs and Oversight
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program
as recommended by the Employment and Human Services Director, and provide guidance; and ACCEPT the
FY25-26 Self-Assessment Report.
FISCAL IMPACT:
There is no fiscal impact.
BACKGROUND:
Per Board Resolution No. 2023/274, the Board receives monthly updates on and provides guidance related to
the activities of the Head Start program. This is the April 2026 update.
CONSEQUENCE OF NEGATIVE ACTION:
The County will not be in compliance with Head Start program requirements, which may jeopardize funding
and successful 2024-2029 grant implementation.
CHILDREN’S IMPACT STATEMENT:
The services provided under this contract support all five of Contra Costa County's community outcomes:
(1)"Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for
Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable
and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and
Families".
CONTRA COSTA COUNTY Printed on 4/9/2026Page 1 of 2
powered by Legistar™253
File #:26-1470 Agenda Date:4/14/2026 Agenda #:D.7.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 2 of 2
powered by Legistar™254
April 14, 2026
Marla Stuart, MSW, PhD, EHSD Director and Head Start Executive Director
Sarah Reich, Community Services Bureau Interim Director, Head Start Director
info@ehsd.cccounty.us | (925) 608-4800
Early Childhood Education
Program Update
1255
Outline
CCC EHSD ECE Program Update 4/14/26
2
Topic Federal
Head Start
State
Child Care
Federal Environment Updates To date
Child Care Center Services Feb 2026 Feb 2026
Policy Council Actions Mar 2026
Budget Feb 2026 Feb 2026
Monitoring Feb 2026 Feb 2026
Official Funder Communication Mar 2026 Mar 2026
Recommendation ✓
Appendices For Information
256
•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
3257
Federal Environment Updates
Sources of Information
1.Project 2025
2.Executive Orders
3.Federal Department Actions
4.Congressional Actions
4
Categories of Impact
1.Potential Funding Reduction
2.Potential Funding Increase
3.Changes to Program Regulations
4.Change that may Impact Customers
5.Change that may Impact Contracts with
Partners
CCC EHSD ECE Program Update 4/14/26
258
•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
5259
Center Enrollment Rates
6
Current Slot Allotments:
•Federal Slots (Head Start) = 1,201 (1,201 filled slots as of February 2026)
•State Slots (CDE and CDSS) = 764 (740 filled slots as of February 2026)
•Total Unique Slots = 1,345 (1,321 filled slots as of February 2026)
Current Enrollment Requirements:
•Federally Funded = 97% slots filled
•State Funded = Currently “hold harmless” meaning no penalties for not
filling all slots. When “hold harmless” ends in June 2026, we will no longer
be funded for unfilled slots.
CCC EHSD ECE Program Update 4/14/26
260
Center Attendance Rates
7
CCC EHSD ECE Program Update 4/14/26
UNDER CONSTRUCTION
261
Average Center Meals & Snacks Per Day
8
CCC EHSD ECE Program Update 4/14/26
262
Children Served in Child Care
CCC EHSD ECE Program Update 4/14/26
9“Total Children in Centers” includes children enrolled with federal
(Head Start/Early Head Start) and state (CCTR, CSPP) funding sources.263
Current ECE Data Management System
CLOUDS (Child Location Observation Utilization Data System) deployed in 2012 as the data management system
for the County’s Early Childhood Education (ECE) programs.
History
•2009: Received Quality Improvement & Program Improvement Grant from Administration for Children and
Families (ACF) to develop electronic child safety system.
•2010: Launched as RFID child safety system.
•2014: 1st electronic system in California to be approved by California Department of Education (CDE) to use
electronic attendance and signature system. Relaunched as data management system in 2015.
•2015: Received California State Association of Counties (CSAC) Merit Award for Innovative Systems.
•2017: Presented at National Head Start Association (NHSA) Summit.
•2019: Recognized by Office of Head Start as Innovative Safety System.
•2020: Received CSAC Award for using technology to enhance communications with families during pandemic.
10
CCC EHSD ECE Program Update 4/14/26
264
Procurement Process
Procurement Process
•Launched RFP #1211 in October 2024 and received 4 bids.
•Staff unanimously recommended KinderSystems following proposal reviews and demos.
•June 10, 2025: Board of Supervisors approved consent item C52 to execute a purchase order through June 2030
KinderSystems Overview
•Specializes in systems for subsidized child care, early education, and Head Start on a national scale.
•Offer collection of integrated off-the-shelf systems to support our full program, including
•COPA –for managing center-based federal and state funded early childhood education services
•CARE –for managing subsidized child care services
•Learning Genie –for managing parent engagement and child outcome assessments
•KinderCloud –umbrella system linking together COPA and CARE databases
11
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265
KinderSystems Implementation Timeline
12
Workstream Categories
Ju
l
-
2
0
2
5
Au
g
-
2
0
2
5
Se
p
-
2
0
2
5
Oc
t
-
2
0
2
5
No
v
-
2
0
2
5
De
c
-
2
0
2
5
Ja
n
-
2
0
2
6
Fe
b
-
2
0
2
6
Ma
r
-
2
0
2
6
Ap
r
-
2
0
2
6
Ma
y
-
2
0
2
6
Ju
n
-
2
0
2
6
Ju
l
-
2
0
2
6
Au
g
-
2
0
2
6
Se
p
-
2
0
2
6
Project Launch 9/16/2025
Super Admin Trainings & Configurations
COPA Data Conversion
COPA Manager Trainings
COPA End User Trainings
COPA Pilot/UAT Go Live 1/12/2026
COPA Full Implementation Go Live 7/1/2026
CARE Data Conversion
CARE Front End Configurations & Trainings
CARE Training
CARE Pilot/UAT Go Live TBD
CARE Full Implementation Go Live 7/1/2026
Kick-Off 3/10/2026
Data Conversion
Super User Training & Configuration
End User Trainings 6/10/2026
Pilot/UAT Go Live
Full Implementation Go Live 7/1/2026
Prototype Development
Application Design
Quality Assurance
User Acceptance Testing
KinderCloud MVP Go Live R1 Deploy R2 Deploy
5 On-Going Support Support
1
COPA Implementation- Data
System for Head Start and State
Preschool Programs
2
CARE Implementation- Data
System for Alternative Payment
Programs
4 KinderCloud- Umbrella Data
System Linking COPA & CARE
3
Learning Genie Implementation-
Data System for Child
Assessments
Currently
CCC EHSD ECE Program Update 4/14/26
266
Classroom Video Camera Background
13
History of video cameras in the County centers
Spring 2025 Head Start Audit
Camera Discussions with Partners
Camera Benefits and Concerns
CCC EHSD ECE Program Update 4/14/26
267
Current Classroom Video Camera Utilization
14
Agency Video Camera Status # Slots # Classrooms # Facilities Contract End Date
Contra Costa County Present 562 45 12 N/A
Crossroads Present 20 4 1 6/30/27
Tiny Toes Present 32 2 1 6/30/26
Little Angels1 Present 24 2 1 6/30/26
YMCA Not Present 286 28 7 6/30/27
KinderCare Not Present 152 18 4 6/30/26
Richmond College Prep1 Not Present 48 1 1 6/30/26
San Ramon Unified School District1 Not Present 48 2 2 6/30/26
We Care1 Not Present 24 1 1 6/30/26
Aspiranet2 N/A 149 N/A N/A 6/30/27
Total With Cameras Present 638 53 15
Total Without Cameras Present 558 50 15
1. State funding only partner, does not receive federal funds.
2. Aspiranet is a home-based model without physical facilities or classrooms.
CCC EHSD ECE Program Update 4/14/26
268
FY25-26 Community Assessment
Federal Requirement
Head Start Act (HSA) 640(g)(1)(C); Head Start Program Performance Standards (HSPPS) 1302.11(b), 1302.102(d)(2)
Purposes (summarized from HSPPS)
1.Identify populations most in need of services
2.Inform the program’s design and to ensure service delivery reflects needs and diversity of the community
3.Inform the enrollment, recruitment, and selection process to prioritize the enrollment of those most in need
4.Identify community strengths and resources that can be leveraged for service delivery and partnership efforts
5.Identify the communication methods and modalities that best engage with prospective and enrolled families
15
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269
FY25-26 Community Assessment Process
Timing
•Data updated in Fall/Winter 2025-26.
Data Sources
•Secondary data from the US Census Bureau’s American Community Survey (ACS), 2023 California Child Care
Portfolio published by California Child Care Resource & Referral Network, California Community Care Licensing
Division, and other national, state, and local resources.
•Data disaggregated by cities within Contra Costa County.
Future
•RFP 1231 issued December 2025
•Received 6 proposals that are being vetted for a decision in Spring 2026
16
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270
17
Community Assessment Highlights: Eligible Population
The number of children 0-5 years old has been declining since 2026, even while the county’s overall population has
been increasing.
2016 2024 % Change 2016-24
1. Children Age 0-2 37,441 34,309 -8%
2. Children Age 3-5 41,893 38,167 -9%
3. Total Children 0-5 79,334 72,476 -9%
4. Overall Population 1,107,925 1,172,607 +6%
5. % Population 0-5 7%6%-1%
*Source: ACS 2024 1-Year Estimates and prior ACS 5-Year Estimates.
CCC EHSD ECE Program Update 4/14/26
271
18
Community Assessment Highlights: Family Needs
•Monthly full-time child care costs have increased from 2019 to 2023.
•For families needing infant care, costs are about 30% more expensive using either center-based options or
family home based options.
•It is even more for families needing preschool care, increasing by nearly 40% regardless of type of program.
Average Monthly Full-Time Costs:2019 2021 2023 % Change 2019-23
1. Center-Based Infant Care $1,622 $1,733 $2,088 +29%
2. Center-Based Preschool Care $1,190 $1,295 $1,649 +39%
3. Family Home Based Infant Care $1,045 $1,233 $1,381 +32%
4. Family Home Based Preschool Care $996 $1,093 $1,386 +39%
*Source: 2019, 2021, and 2023 California Child Care Portfolio published by California Child Care Resource & Referral Network.
CCC EHSD ECE Program Update 4/14/26
272
19
Community Assessment Highlights: Availability of Services
•Overall, more child care slots are available in 2025 compared to 2024, including licensed center-based and
family homes serving at least 9 children.
•Still only enough slots for 44% of 0-5 years old population.
2024 2025 Change
1. # of Preschool Care Slots 18,553 17,797 -4%
2. # of Infant Care Slots 2,275 2,212 -3%
3. # of Single License Care Slots 3,732 4,999 +34%
4. Total # Child Care Center-Based Slots 24,560 25,008 +2%
5. # Additional Family Home Care Slots 6,050 6,553 +8%
*California Community Licensing Division, as reported in December of each year. A single license allows centers to serve multiple age
ranges. Family Home Care slots only include those that serve at least 9 children, since data is not publicly shared for those with fewer
than 9 children.
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273
•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
20274
March 2026 Policy Council Actions
The Head Start Policy Council convened on March 18, 2026. Key actions included:
•Received standard monthly administrative, fiscal, and child nutrition reports
•Approved applying for and accepting FY26-27 Head Start grant (approved by the Board of Supervisors
3/17/26)
•Received presentations on Community Assessment results and Contra Costa County Library services
•No recommended actions for the Board of Supervisors
21
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275
•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
22276
Head Start Budget Expenditures
23
$15,887,425
$0
$5,500,000
$11,000,000
$16,500,000
$22,000,000
$27,500,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
YTD Planned Expenditures YTD Actual Expenditures
CCC EHSD ECE Program Update 4/14/26
Category FY25-26
Funding
Feb 2026
Expenditures
YTD
Expenditures2
Remaining
Balance
Total Federal Funding $20,577,342 $1,059,080 $12,183,867 $8,393,475
Required Non-Federal Share $5,144,336 $264,774 $3,366,738 $1,777,598
Measure X Overmatch1 $1,873,029 $43,622 $336,820 $1,536,209
Total Federal and Non-Federal $27,594,707 $1,367,476 $15,887,425 $11,707,282
1. Includes roll over funds as of 1/20/26; updated 4/14/26 to reflect
BDA-25-00156.
2. Reflects payroll adjustments for July-December 2025.
277
Head Start Credit Card Expenditures
All credit card expenditures are made by authorized staff for
budgeted purchases to support reasonable program expenditures.24
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278
•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
25279
Health and Safety Compliance
Indicators with non-compliance rates over 10% in Feb 2026:
1.Current lesson plan is posted and includes individualization
activities and a Health & Safety component.(3/8 = 38%)
2.A review of the client concern log was completed and indicates
that any concerns listed have been addressed.(3/8 = 38%)
3.Classroom Transition Tracking Sheet is used and reflects current
children in the classroom or in transition.(2/8 = 25%)
4.Classroom schedules are posted and followed.(2/8 = 25%)
5.Classroom teachers can articulate methods of “active
supervision”.(1/8 = 13%)
6.A review of the most recent Weekly Facility Tool, Daily
Classroom Health & Safety Checklist, and Daily Playground
Checklist reflect the findings in today’s observation.(1/8 = 13%)
7.A review of the most recent Onsite Content Area Monitoring
Tool reflect the findings in today’s observation. (1/8 = 13%)
26
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280
Reportable Incidents &Citations
Reportable incidents as defined by the
Office of Head Start (OHS)
OHS considers a “significant incident”
to be any incident that results in serious
injury or harm to a child, violates Head
Start standards of conduct at 45 CFR
§1302.90(c), or results in a child being
left alone, unsupervised, or released to
an unauthorized adult. A program must
report all significant incidents affecting
the health and safety of children with 7
days.
California Department of Social
Services Community Care Licensing
Citations
Type A: An immediate risk to the
health, safety or personal rights of
children in care.
Type B: If not corrected right away, may
be a risk to the health, safety, and
personal rights of the children in care.
27
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281
FY25-26 Head Start Self-Assessment
Federal Requirement
•Head Start Act (HSA) 642(d)(2); Head Start Program Performance Standards (HSPPS) 1302.102(b)(2)
Process
•Timing: November 18-26, 2025
•Focus: 4 areas included in Focus Area 1 Federal Review
1.Supporting Safe and Healthy Learning Environments
2.Program Design, Management, and Improvement
3.Fiscal Infrastructure
4.Eligibility, Recruitment, Selection, Enrollment, Attendance
•67 classrooms representing all centers reviewed for Supporting Safe and Health Learning Environments
•80 child eligibility files reviewed for Eligibility, Recruitment, Selection, Enrollment, Attendance
•6 teachers interviewed for Program Design, Management, and Improvement
•5 written narrative questionnaires completed across all 4 focus areas
•Board participation
28
1. FY25-26 Head Start Self-Assessment Report
CCC EHSD ECE Program Update 4/14/26
282
Self-Assessment Summary of Key Findings
29
Program Area Reviewed Key Findings
1.Supporting Safe and
Healthy Learning
Environments
70% of 67 classrooms reviewed scored 90% or higher on monitoring tool. The remaining 30% scored 80% or higher. All issues
identified were addressed promptly and effectively.
We are able to ensure hygienic practices and allergy information are being consistently communicated, posted, and updated
across all sites and classrooms.
2.Program Design,
Management, and
Improvement
The ongoing monitoring system is multi-layered and implemented through daily, monthly, quarterly, semi-annual, and annual
review cycles. Monitoring data is analyzed and shared with management, senior leadership, Policy Council, and Board of
Supervisors (governing body).
Organizational structure and management roles are clearly defined and effective. The Policy Council and Board of Supervisors
are actively engaged in oversight and decision-making.
3.Fiscal Infrastructure Workday is utilized to support accounting and financial management functions. County-approved systems including PeopleSoft,
EcoTime, and Time Study Buddy are used to record and manage employee timekeeping.
Fiscal monitoring is done through budget-to-actual analysis, monthly expenditure tracking, reconciliation, and separation of
duties.
4.Eligibility, Recruitment,
Selection, Enrollment,
Attendance
99% of the 80 eligibility files reviewed were compliant. The Centralized Enrollment Unit implements a robust verification
process to confirm income and/or categorical eligibility of families prior to enrollment.
The data management system serves as a real time database providing current data on waitlist, accepted enrollments, and
program vacancies.
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283
•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
30284
CDSS Child Care Bulletin 26-04
Child Care Bulletin 26-04 issued:February 27, 2026
Subject: Program Self-Evaluation for Fiscal Year 2025-2026
Information: Describes the requirements for the Program Self-Evaluation (PSE) process for child care and
development contractors due on June 1, 2026. This relates to our state-funded infant and toddler slots and
our subsidized child care programs as an annual requirement to assess the areas in which we meet the
standards of the contract requirements.
Action: Staff have begun collecting the required data and will submit ahead of the June 1, 2026 deadline.
2.CCB-26-04 Program Self-Evaluation for FY25-26
31
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285
CDSS Child Care Bulletin 26-05
Child Care Bulletin 26-05 issued:March 4, 2026
Subject: Best Practices to Support Utilization of Child Care Services in the California Work Opportunity and
Responsibility To Kids (CalWORKs) Stage One Child Care Program
Information: Provides best practices to support utilization of child care services in the CalWORKs Stage One
child care program. It is a response to reports of scenarios involving underutilization of services since
contractors are not permitted to end services for Abandonment of Care. Their goal is to encourage families to
use Stage 1 child care, assess why child care is not being used, and assist the family with barriers and
challenges.
Action: No action needed. The Workforce Services Bureau administers the CalWORKs Stage 1 child care
program and they are already implementing these best practices.
3.CCB-26-05 Best Practices to Support Utilization of Child Care Services in
CalWORKs Stage 1 Child Chare Program
32
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286
CDSS Child Care Bulletin 26-06
Child Care Bulletin 26-06 issued:March 11, 2026
Subject: Process for Contracting Agencies to Move From Provisional Contract to Clear Contract Status
Information: Provides child care and development contractors with the process of moving a contract from
Provisional Contract Status to Clear Contract Status. This guidance applies to new agencies applying for
contracts with CDSS or for existing agency contractors with a new type of contract.
Action: No action needed. Our contracts with CDSS are already in Clear Contract Status.
4.CCB-26-06 Process for Contracting Agencies to Move From Provisional
Contract to Clear Contract Status
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•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
34288
Recommendation
CONSIDER accepting the monthly update on the activities and oversight of the County's Head
Start Program and provide guidance, as recommended by the Employment and Human
Services Director; and
ACCEPT the FY25-26 Self-Assessment Report.
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•Federal Environment Updates
•Child Care Center Services
•Policy Council Actions
•Budget
•Monitoring
•Official Funder Communication
•Recommendation
•Appendices
36290
Federal Requirement*1/20/26 2/10/26 3/17/26 4/14/26 5/19/26 6/23/26 7/14/26 8/25/26 9/15/26 10/20/26 11/17/26 12/15/26
1. Monthly Program Updates HSA 642(d)(2)
HSPPS 1301.2(b)(2)Nov ’25 Dec ’25 Jan ’26 Feb ’26 Mar ’26 Apr ’26 May ’26 Jun ’26 Jul ’26 Aug ’26 Sep ’26 Oct ‘26
2. Monthly Financial Updates HSA 642(d)(2)
HSPPS 1301.2(b)(2)Nov ’25 Dec ’25 Jan ’26 Feb ’26 Mar ’26 Apr ’26 May ’26 Jun ’26 Jul ’26 Aug ’26 Sep ’26 Oct ’26
3. Funder Communications HSA 642(d)(2)
HSPPS 1301.2(b)(2)Dec ’25 Jan ’26 Feb ’26 Mar ’26 Apr ’26 May ’26 Jun ’26 Jul ’26 Aug ’26 Sep ’26 Oct ’26 Nov ‘26
4. Annual HS Governance and
Eligibility Training
HSA 642(d)(3)
HSPPS 1301.5, 1302.12(m)Training
5. Annual Goals and Objectives
(included in Grant application)HSPPS 1302.102(a)Approval
Item
6. Annual Non-Competitive
Grant Renewal Application
HSA 642(c)(1)(E)
HSPSS 1301.2(b)(1)
Approval
Item
7. Annual Community Needs
Assessment
HSA 640(g)(1)(C)
HSPPS 1302.11(b), 1302.102(d)(2)Share Results
8. Annual Self-Assessment HSA 642(d)(2)
HSPPS 1302.102(b)(2)
Approval
Item
9.Annual Selection Criteria
and Recruitment Plan
HSA 642(c)(1)(E)
HSPPS 1302.13,1302.14(a)
Approval
Item
10. FY26-27 Planning Calendar HSA 640(g)(1)(D)
HSPPS 1302.11(b), 1302.102(d)(2)
Approval
Item
11. Annual County Single
Financial Audit
HSA 642(d)(2)
HSPPS 1301.2(b)(2)
Approval
Item*
12. Annual Program
Information Report 45 CFR Part 75 Share Results
As Needed
CSB Agency Policies (HSA 642(c)(1)(E)). Results from Head Start Monitoring Activities (HSA 641(A)(c)).
2026 Head Start Governance Updates Calendar
Planned Completed
Contra Costa County Resolution 2023/274 includes all of these requirements.
*Pending approval by Finance Committee of FY24-25 Single Audit.
*#7 and #8 moved 1 month to align with Head Start Committee schedule.37
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HSPPS Compliance Timeline Progress Chart
5. New HSPPS Compliance Timeline and Analysis
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CONTRA COSTA COUNTY
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU FY26 HEAD START SELF-ASSESSMENT
1
Background
The Head Start (HS) Self-Assessment is a required Head Start activity that provides a structured process
for reviewing program activities and outcomes (45 CFR 1302.102(b)(2)). During this time, data is
reviewed and discussed to determine the effectiveness of the Contra Costa County Head Start program in
meeting internal program goals and compliance standards set forth by the Office of Head Start (OHS). The
purpose of meeting program goals and requirements is to ensure that families in Contra Costa County can
thrive with the support of a well-functioning, informed, collaborative Head Start program.
This assessment was scheduled strategically to prepare the agency for the Office of Head Start Focus Area
1 Federal Review scheduled for January 6-8, 2026. The HS Self-Assessment is completed to ensure full
alignment of all program components, readiness of operations, and reinforcement of a unified vision that
serving and supporting the community remains the program’s highest priority.
Overview of Methods
The FY 2025-26 Self-Assessment was conducted November 18 – 26, 2025 and engaged a wide network
of staff members, parents, and the Board of Supervisors to identify required systems and examine related
procedures for effectiveness
This year the Self-Assessment focused on the following 4 program areas from the FY26 Focus Area One
Monitoring Protocols:
● Supporting Safe and Healthy Learning Environments (SSHLE)
● Program Design, Management, and Improvement (PDMI)
● Fiscal Infrastructure
● Eligibility, Recruitment, Selection, Enrollment, Attendance (ERSEA)
For the SSHLE focus area, 100% of our sites (directly operated & partners) were reviewed. Review teams
conducted on-site observations using a modified Health and Safety Screener. The modified screener
assessed emergency preparedness, safety, hygiene practices, and instructional environments. Any observed
issues were reported to team leaders who facilitated immediate corrective actions, resulting in no non-
compliances.
Building on site-level observations under the focus area of SSHLE, the PDMI focus area centered on
examining the systems, structures, and communication and documentation practices. In order to assess this
to fidelity we developed a narrative-driven questionnaire for managers and analysts designed to document
and evaluate existing systems. The respondents were required to not only complete the tool but validate
their response with existing documentation. Questionnaires were also provided to parents, teachers, and
members of Board of Supervisors to survey across the various groups to ensure communication is consistent
and transparent. Additionally, this section examined personnel file tracking processes including background
checks and staff qualifications.
For Fiscal, a narrative-based questionnaire designed to document and evaluate fiscal systems and controls
was implemented. The Fiscal team was tasked to answer each question supported by applicable regulations,
policies, or manual references, providing a comprehensive understanding of the systems in place for
procurement, budgeting, payroll, recordkeeping, and internal controls to ensure compliance with County
and Federal requirement.
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CONTRA COSTA COUNTY
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU FY26 HEAD START SELF-ASSESSMENT
2
For ERSEA, a total of 80 child files were reviewed. The ERSEA team assessed the County Head Start
program’s system for tracking eligible families from recruitment to waitlist, selection, and enrollment. In
addition, a review of internal controls to protect against fraud occurring during the enrollment process was
conducted. The review also assessed the timeliness and consistency of ERSEA staff training to ensure
ongoing compliance with Head Start regulations.
Program Areas, Instruments, and Participants
Program Area Instruments/Documents Reviewed Sites/Staff Participating
FY26 Focus Area One Monitoring
Protocol:
Supporting Safe and Healthy
Learning Environments
FA1: Supporting Safe and Healthy
Learning
Health and Safety Screener
- All Comprehensive Service
Managers
- All Comprehensive Service
Assistant Managers
FY26 Focus Area One Monitoring
Protocol:
Supporting Safe and Healthy
Learning Environments
FA1: Supporting Safe and Healthy
Learning
Written Narrative Form
- Julia Kittle-White
- Michelle Mankewich
- Jessie Black
- Amy Wells
- Jay Rivera
FY26 Focus Area One Monitoring
Protocol:
Program Design, Management, and
FA1: Program Design, Management,
and Improvement
Written Narrative Form
- Amy Wells
- Sarah Reich
- MJ Robb
- Christina Castle-Barber
FY26 Focus Area One Monitoring
Protocol:
Program Design, Management, and
FA1: Program Design, Management,
and Improvement
Written Narrative Form
- Supervisor Candace Andersen
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CONTRA COSTA COUNTY
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU FY26 HEAD START SELF-ASSESSMENT
3
FY26 Focus Area One Monitoring
Protocol:
Program Design, Management, and
Improvement
FA1: Program Design, Management,
and Improvement
Teacher Interviews
- Linda Frazier-Stafford
- Cathy Lucero
- Julia Kittle-White
- Maria Buban (Riverview)
- Blanca Torres (George Miller
Concord)
- Blanca Sanchez (George Miller III)
- Jessica Murillo (YMCA Richmond
Parkway)
- Sara Castro (YMCA Lone Tree)
FY26 Focus Area One Monitoring
Protocol:
Eligibility, Recruitment, Selection,
FA1: Eligibility, Recruitment, Selection,
Enrollment, Attendance
Written Narrative Form
Staff:
- Ellen De Senna
- Kelly Chun
FY26 Focus Area One Monitoring
Protocol:
Eligibility, Recruitment, Selection,
Enrollment, Attendance
FA1: Eligibility, Recruitment, Selection,
Enrollment, Attendance
File Review
- Ellen De Senna
- Kelly Chun
- Griselda Tovar
De Magana
- Qing Xu
- Tina Ham
FY26 Focus Area One Monitoring
Protocol:
Fiscal Infrastructure
Fiscal Infrastructure
Narrative Form
- Navdeep Singh
- Ernestine Cook
- Alexandra Heinitz
- Priyanka Vidushi
- Ali Vahidizadeh
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CONTRA COSTA COUNTY
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU FY26 HEAD START SELF-ASSESSMENT
4
Key Findings
Observations
• Observations were conducted at 100% of sites (partners and directly operated).
• A monitoring tool was developed with 33 indicators focused on center health and safety.
• Observations were conducted in 67 classrooms, of which 70% achieved a performance score
of 90% or higher.
• The remaining 30% scored 80%, and identified issues were addressed promptly and
effectively.
• Safety inspections are performed on a daily, monthly, semi-annual, and annual basis.
• Systems such as Track-It support the documentation of corrective actions.
• Active supervision is strengthened through tools, consistent monitoring, and staff training.
• With the use of our data management system, we are able to ensure hygienic practices and
allergy information are being consistently communicated, posted, and updated across all
sites and classrooms.
Program
Design
Management
and
Improvement
• The CSB ongoing monitoring system is multi-layered and implemented through daily,
monthly, quarterly, semi-annual and annual review cycles in an effective manner.
• Monitoring data is analyzed and shared with management, senior leadership, Policy Council
and the Board of Supervisors.
• Findings are documented and tracked in CLOUDS and Track-it, thus demonstrating
transparency and timely follow-through.
• The Community Assessment findings inform program design decisions, including slot
placement, service duration, and program offerings.
• Organizational structure and management roles are clearly defined and effective.
• Policy Council and Board Supervisors are actively engaged in oversight and decision-
making.
• CSB uses data, training, and reflective supervision to guide professional development and
ensure we continue to better serve children and families.
• Using database systems such as NeoGov has supported documentation management,
Fiscal
Oversight • Systems such as GAAP and accrual process enable us to track and process accounts payable and
receivables.
• Workday is utilized to support accounting and financial management functions.
• County-approved systems including PeopleSoft, EcoTime, and Time Study Buddy, are used to
record and manage employee timekeeping.
• Fiscal leadership includes a licensed CPA with 15+ years of accounting and auditing experience.
• Fiscal Monitoring is done through budget-to-actual analysis, monthly expenditure tracking,
reconciliation, and separation of duties.
• Procurement is conducted in accordance with County Purchasing Policy and Head Start
requirements.
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CONTRA COSTA COUNTY
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU FY26 HEAD START SELF-ASSESSMENT
5
Eligibility,
Recruitment,
Selection,
Enrollment
• Eighty (80) eligibility files were reviewed with an overall compliance rate of 99%.
• The data management system serves as a real time database providing current data on waitlist,
accepted enrollments, and program vacancies.
• The Centralized Enrollment Unit (CEU) implements a robust verification process to confirm
income and/or categorical eligibility of families prior to enrollment.
• The CEU delivers annual training on current Head State and state eligibility requirements.
• The CEU collaborates with school districts, the Special Education Local Planning Area
(SELPA), and the Regional Center of the Eastbay to support enrollment of children with
disabilities.
297
CONTRA COSTA COUNTY
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU
FY26 HEAD START SELF-ASSESSMENT
Opportunities for Growth
• Monitoring personnel records at partner sites requires a higher degree of regularity. This
assessment identified enhanced ongoing monitoring is necessary for us to maintain
program-wide compliance, which is now in place.
6
298
CONTRA COSTA COUNTY
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU
FY26 HEAD START SELF-ASSESSMENT
Areas of Concern (Findings)
• No areas have been noted as requiring a corrective action plan. While there are areas
for improvement, compliance is met and plans already exist to address
recommended improvements.
Action Plan
• No areas have been noted as requiring a corrective action plan.
Overall Observation
• Overall, the FY 25-26 HS Self-Assessment demonstrated a strong and well-established system of
oversight, and compliance. 100% of sites were observed using a comprehensive monitoring tool, with the
average compliance rate being upwards of 90% and demonstrating that systems such as Track-it and the
data management system support consistent documents and transparency. The monitoring data is analyzed
and routinely shared with management, senior leadership, Policy Council, and the Board of Supervisors to
inform program decisions.
• The assessment highlights CEU’s ERSEA systems of real-time tracking of enrollment, vacancies, and
waitlists. In addition, CEU’s strict income and eligibility verification process, which is reinforced by
ongoing staff training, represents a program strength. Fiscal operations are supported by experienced
leadership along with county approved systems such as GAAP-aligned accounting practices, budget-to-
actual analysis, and monthly reconciliations that meet the county and Head Start requirements.
• The assessment identified growth opportunities to enhance monitoring practices regarding personnel files
to further align directly operated and partner documentation review. Additionally, this assessment
identified an opportunity to formally document successful metrics and to use performance data to illustrate
benefits of positive outcomes. This approach will allow more targeted training and strategic support of the
program services, to create better outcomes for children and families in our community.
7
299
February 27, 2026
CALIFORNIA DEPARTMENT OF SOCIAL SERVICES
EXECUTIVE SUMMARY
CHILD CARE BULLETIN (CCB) NO. 26-04
The purpose of this Child Care Bulletin is to describe the requirements for the
Program Self-Evaluation for all child care and development contractors. Within the
bulletin, guidance is provided on the submission requirements for the Fiscal Year
2025-26 Program Self-Evaluation (PSE) as well as a list of all the required documents
300
February 27, 2026
CHILD CARE BULLETIN (CCB) NO. 26-04
GUIDANCE TYPE: DIRECTIVE
TO: EXECUTIVE AND PROGRAM DIRECTORS OF CALIFORNIA
DEPARTMENT OF SOCIAL SERVICES SUBSIDIZED CHILD
CARE AND DEVELOPMENT PROGRAMS
SUBJECT: PROGRAM SELF-EVALUATION FOR FISCAL YEAR 2025-2026
APPLICABLE
PROGRAMS: CALIFORNIA WORK OPPORTUNITY AND RESPONSIBILITY TO
KIDS (CALWORKS) STAGES TWO AND THREE CHILD CARE
ALTERNATIVE PAYMENT PROGRAMS
GENERAL CHILD CARE AND DEVELOPMENT PROGRAMS
MIGRANT CHILD CARE AND DEVELOPMENT PROGRAMS
MIGRANT ALTERNATIVE PAYMENT PROGRAM
CHILD CARE AND DEVELOPMENT PROGRAMS FOR
CHILDREN WITH SPECIAL NEEDS
FAMILY CHILD CARE HOME EDUCATION NETWORKS
REFERENCE: CALIFORNIA CODE OF REGULATIONS (5 CCR) SECTION
18279; CALIFORNIA CODE OF REGULATIONS (5 CCR)
SECTION 18067(a)
Purpose
The purpose of this Child Care Bulletin is to describe the requirements for the Program
Self-Evaluation (PSE) process for child care and development contractors. Within the
bulletin, guidance is provided on the submission requirements for the Fiscal Year (FY)
2025-26 PSE as well as all of the required documents to be maintained onsite by
contract type.
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CCB 26-04
Page Two
Background
The PSE process is an opportunity to strive for continuous improvement through
identifying effective practices, assessing internal control procedures, pinpointing areas
that need improvement, and developing an action plan to carry out the work.
Program Self-Evaluation Process
The requirements from 5 CCR 18279 are outlined below:
(a) Each contractor shall develop and implement an annual plan for its PSE process.
(b) The annual plan shall include the following:
(1) A self-evaluation based on the use of the Program Review Instrument.
(2) An assessment of the program by parents using the Desired Results Parent
Survey.
(3) An assessment of the program by staff and board members as evidenced by
written documentation.
(4) A review of the Program Review Instrument, including the Desired Results
Developmental Profiles, the environment rating scales, and the Desired Results
Parent Survey, together with all other self-evaluation findings.
(5) A written list of tasks needed to modify the program in order to address all
areas that need improvement, as indicated in the analysis specified in subsection
(b)(4).
(6) Procedures for the ongoing monitoring of the program to assure that areas of
the program that are satisfactory continue to meet standards, and areas requiring
modification pursuant to subsection (b)(5) are addressed in a timely and effective
manner.
(c) The contractor shall submit a summary of the findings of the Program Self-
Evaluation to the California Department of Social Services by June 1 of each year.
(d) The contractor shall modify its program to address any areas identified during the
self-evaluation as needing improvement.
Guidance
To satisfy the PSE submission requirements, child care and development contractors
will complete a survey on the Program Integrity Monitoring Tool.
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CCB 26-04
Page Three
Submission Requirements
PSE Survey
Submit one survey, per contractor, regardless of the number of contract types held. If
your agency holds one or more of the contract types listed below you must complete the
survey once.
• Alternative Payment Programs (CAPP)
• California Work Opportunity and Responsibility to Kids (CalWORKs) Stage Two
(C2AP)
• CalWORKs Stage Three (C3AP)
• General Child Care & Development (CCTR)
• Family Child Care Home Education Networks (CFCC)
• Children with Severe Disabilities (CHAN)
• Migrant Alternative Payment Program (CMAP)
• Migrant Child Care and Development (CMIG)
Contractors are to respond to all questions in the survey that apply to the contract types
held. If a survey question does not pertain to any of the contract types held, the
contractor is to select the option within the survey that indicates it does not apply to any
of the contract types held by the agency.
Submission Due Date
Pursuant to 5 CCR Section 18279(c), the PSE survey is due every year on June 1. The
PSE Survey will be due Monday June 1, 2026, by 5:00 p.m.
Link to PSE Survey
FY 2025-26 PSE Survey:
The survey contains a “save and continue” feature and does not have to be completed
in one session. When the submission is complete, you will receive a confirmation email
stating that the submission has been received. The confirmation email will contain a
PDF of the completed survey for the contractor’s records and for planning purposes.
Program Self Evaluation Documentation Maintained Onsite
For direct service contractors (CCTR, CMIG, CHAN, CFCC), the following
documents shall be maintained onsite:
• Completed Environment Rating Scales
• Environment Rating Scale Classroom/Agency Summary of Findings
• Desired Results Parent Survey results and Summary of Findings
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CCB 26-04
Page Four
• Desired Results Developmental Profile Classroom/Site/Agency Summary of
Findings.
• 5 CCR Section 18279 (b)(3) An assessment of the program by staff and board
members as evidenced by written documentation.
• Documentation from the self-evaluation process used to develop a written list of
tasks needed to modify the program in order to address all areas that need
improvement.
All Desired Results forms are located here: Program Self-Evaluation (PSE)
For Alternative Payment Programs (CAPP, CMAP, C2AP, C3AP):
• Parent survey results and findings.
• 5 CCR Section 18279(b)(3) An assessment of the program by staff and board
members as evidenced by written documentation.
• Documentation from the self-evaluation process used to develop a written list of
tasks needed to modify the program in order to address all areas that need
improvement.
Record Keeping Requirements
Pursuant to 5 CCR Section 18067(a), General Record Keeping Requirements: All
records shall be maintained for a minimum period of five (5) years.
If you have any questions or need additional guidance regarding the information in this
letter, please contact your assigned Child Care and Development Division Program
Quality and Improvement Assigned Consultant.
Sincerely,
Original Document Signed By
LUPE JAIME MILEHAM, EdD
Deputy Director
Child Care and Development Division
304
March 4, 2026
CALIFORNIA DEPARTMENT OF SOCIAL SERVICES
EXECUTIVE SUMMARY
CHILD CARE BULLETIN (CCB) NO. 26-05
The purpose of this Child Care Bulletin (CCB) is to provide best practices to support
utilization of child care services in the California Work Opportunity and Responsibility to
Kids (CalWORKs) Stage One Child Care program.
305
March 4, 2026
CHILD CARE BULLETIN (CCB) NO. 26-05
GUIDANCE TYPE: INFORMATIVE
TO: ALL COUNTY WELFARE DIRECTORS
ALL COUNTY CHILD CARE COORDINATORS
ALL CHILD CARE AND DEVELOPMENT CONTRACTORS
SUBJECT: BEST PRACTICES TO SUPPORT UTILIZATION OF CHILD CARE
SERVICES IN THE CALIFORNIA WORK OPPORTUNITY AND
RESPONSIBILITY TO KIDS (CALWORKS) STAGE ONE CHILD
CARE PROGRAM
APPLICABLE
PROGRAMS: CALWORKS STAGE ONE CHILD CARE PROGRAM
REFERENCE: ASSEMBLY BILL (AB) 1808; CHILD CARE BULLETIN (CCB) 23-
34E; MANUAL OF POLICIES AND PROCEDURE (MPP) SECTION
47-440.17; SENATE BILL (SB) 120; SB 140; TITLE 5 OF THE
CALIFORNIA CODE OF REGULATIONS (5 CCR) SECTION
18066.5; WELFARE AND INSTITUTIONS CODE (WIC) SECTION
10227.5(d)(3), WIC SECTION 11323.2(a)(1)(B), WIC SECTION
10280
Purpose
The purpose of this Child Care Bulletin (CCB) is to provide best practices to support
utilization of child care services in the California Work Opportunity and Responsibility to
Kids (CalWORKs) Stage One Child Care program.
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CCB 26-05
Page Two
Background
Effective January 1, 2025, Assembly Bill (AB) 1808 extended 24-month child care
eligibility to families receiving CalWORKs Stage One Child Care services. This change
allows families to receive child care benefits for a minimum of 24 months before
requiring re-certification, or until the family transfers to CalWORKs Stage Two Child
Care, in accordance with Welfare and Institutions Code Section 11323.2(a)(1)(B). This
bill is intended to provide the added stability of child care by extending the time a family
is certified to support completion of Welfare-to-Work (WTW) goals, help maintain
employment and economic stability, and alleviate the stress of frequent CalWORKs
child care recertification or fear of losing child care benefits due to minor, temporary
changes in circumstances.
Since July 1, 2020, Stage One Child Care providers have been reimbursed based on
enrollment for the maximum authorized hours of care instead of attendance. In
September 2023, these statutory reimbursement policies were extended through June
30, 2025, in accordance with Senate Bill (SB) 140 and, for family child care providers,
the Memorandum of Understanding between the Child Care Providers United (CCPU)
union and CDSS. On June 27, 2025, SB 120 amended Welfare and Institutions Code
Sections Welfare and Institutions Code (WIC) Section 10227.5 (d)(3) and WIC Section
10280 to extend these policies through June 30, 2028.
Since implementation of this provision, CDSS has received reports of scenarios
involving the non-utilization of child care reflected on submitted attendance sheets as
described:
• A family approved for Stage One has been enrolled in child care but does not
begin using the authorized child care.
• Families continually submit attendance forms with signatures but do not include
documented hours of care, demonstrating a prolonged non-utilization of child
care services.
Guidance
There are a variety of reasons why a family authorized to receive Stage One may not be
attending a child care program after enrolling. These may include, but are not limited to,
transportation issues, changes in child care needs, illness of the child or family member,
family emergencies, or changes in the WTW activities.
Stage One administrators shall not end the authorization or stop payment to the child
care provider due to the non-utilization of care reflected on signed attendance sheets.
The Abandonment of Care provision referenced in 5 CCR Section 18066.5 does not
apply to Stage One.
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Page Three
The following are best practices intended to support counties and contractors in
continuing to engage families to encourage use of authorized child care services:
Counties and contractors may engage with families to encourage use of the child care
services they are authorized for by following up with families when signed attendance
sheets reflect a non-utilization of care for an entire month. Follow up may include, but is
not limited to:
1) Contact the family directly via email, phone call, text, or all three to:
• Determine whether the family’s child care needs, including hours of care,
have changed.
• Identify reasons for the non-utilization of child care, such as changes in
employment or WTW activities, transportation challenges, extended
illness, personal differences with the provider, or family emergencies, etc.
• Ask open-ended questions to allow the family to share what is happening
for them.
• Suggest the family contact their WTW worker to discuss any changed
supportive service or plan change needs, or to alert the worker of family
crisis needs.
2) Offer alternative child care options:
• Inform families of their child care options and providers.
• Offer support to the family in making necessary child care changes based
on their unique circumstances.
• Suggest that the parent/caretaker notify the worker of any child care
changes without delay so they can assist the family in obtaining the best
care that fits the family’s needs as soon as possible.
3) Ongoing engagement with families:
• Create shared goals and a plan of action for the child's care.
• Ensure each family’s unique child care needs continue to be met.
• Document outreach efforts and family responses through detailed case
noting, which will include pertinent information if there is a need to refer to
investigation.
The goal is to encourage families to use Stage One or other forms of available child
care, assess why child care is not being used, and assist the family with barriers and
challenges. If after the county or contractor follows the above recommendations, and
still does not reach the family, the county or contractor must continue to maintain the
family’s eligibility during the 24-month period and pay the child care provider based on
the enrolled family’s maximum authorized hours of care, regardless of attendance under
WIC Section 10227.5(d)(3).
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Page Four
Pursuant to Manual of Policies and Procedures (MPP) Section 47-440.17, the CDSS
reminds counties that suspected fraudulent overpayments shall be referred for
investigation, subject to the county’s criteria for fraud referrals.
If you are a Stage One Administrator and have questions regarding the information in
this letter, please contact StageOneChildCare@dss.ca.gov.
Sincerely,
Original Document Signed By
LUPE JAIME MILEHAM, EdD
Deputy Director
Child Care and Development Division
309
March 11, 2026
CALIFORNIA DEPARTMENT OF SOCIAL SERVICES
EXECUTIVE SUMMARY
CHILD CARE BULLETIN (CCB) NO. 26-06
The purpose of this Child Care Bulletin (CCB) is to provide information to Child Care
and Development Contractors who are on Provisional Contract status. The information
contained in this bulletin describes the programmatic and fiscal systems that must be
implemented prior to agencies being moved by the Child Care and Development
Division from a Provisional Contract to Clear Contract status.
310
March 11, 2026
CHILD CARE BULLETIN (CCB) NO. 26-06
GUIDANCE TYPE: INFORMATIVE
PROVISIONAL CONTRACT TO CLEAR CONTRACT STATUS
TO KIDS (CALWORKS) STAGE 2 (C2AP),
CALWORKS STAGE 3 (C3AP),
CALIFORNIA ALTERNATIVE PAYMENT PROGRAM (CAPP),
GENERAL CHILD CARE AND DEVELOPMENT (CCTR),
CHILDREN WITH SEVERE DISABILITIES (CHAN),
FAMILY CHILD CARE HOME EDUCATION NETWORKS
(CFCC),
MIGRANT CHILD CARE AND DEVELOPMENT PROGRAM
(CMIG),
CALIFORNIA MIGRANT ALTERNATIVE PAYMENT PROGRAM
(CMAP)
WIC 10380.5, WIC 10397, TITLE 5 OF THE CALIFORNIA CODE
OF REGULATIONS (5 CCR) SECTION 18056, 5 CCR 18068, 5
CCR 18071, 5 CCR 18072, 5 CCR 18073, 5 CCR 18273, 5 CCR
18274; 5 CCR 18275, 5 CCR 18278, 5 CCR 18279,5 CCR
18281, 5 CCR 18303, FUNDING TERMS AND CONDITIONS
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Purpose
The purpose of this Child Care Bulletin (CCB) is to provide Child Care and Development
Contractors with the process of moving a contract from Provisional Contract Status to
Clear Contract Status.
Background
The Provisional Contract designation applies to any newly awarded contract for Child
Care and Development programs under the purview of the Child Care and Development
Division. The Provisional Contract designation applies to an agency’s first contract, or to
the contract of an existing agency for a new, modified, or different type of contract, for a
Child Care and Development program.
The timeframe of a Provisional Contract is at the discretion of the California Department
of Social Services (CDSS) to ensure that the contractor can demonstrate fiscal and
programmatic compliance before the contract is designated as a clear contract. The
contract status shall be reviewed annually.
For purposes of eligibility for funding, a contract is considered to be on provisional
status if the contracting agency was awarded a child care and development contract in
the prior year’s child care and development expansion application cycle, regardless of
whether a contract has been executed.
The CDSS will notify a contractor of a change in contract status.
Guidance
The Program Quality Improvement Branch (PQIB) will onboard, support, and conduct
monitoring of Provisional Contracts in collaboration with Child Development Fiscal
Services. The PQIB may provide some or all of the following assistance to contractors
with provisional contracts depending on a contractor’s level of need: targeted coaching
and technical assistance through the Initial Visit, training, virtual and onsite coaching,
Continuous Improvement Plans, and follow-up visits.
The PQIB will review the new contractor’s compliance with all applicable laws and
contractual provisions prior to making a recommendation regarding contract status. The
monitoring review for Provisional Contracts is called an Initial Visit.
The following programmatic requirements must be met for CDSS to consider moving
a contract from provisional status to clear status:
•Providing subsidized child care for at least three months before the PQIB
conducts an Initial Visit.
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•Contractor complies with Funding Terms & Conditions and Program
Requirements.
•Timely and accurate submission of the annual Continued and Expansion Funding
Application.
Initial Visit Review
•The PQIB will utilize the Program Integrity Monitoring Tool during the Initial Visit.
A summary of the key areas a contractor must meet include demonstration of:
•Procedures in place for enrolling qualified families in priority order as
described in WIC 10271.
•Evidence documenting families enrolled in the contractor’s program must
meet eligibility and need requirements.
•Evidence parents have been provided with information on their due
process rights, including how to submit an appeal.
•Procedures ensuring Parent Handbook and/or written information contains
all the elements from the Program Integrity Monitoring Tool (Appendix A).
•Inclusion of a staff development component in accordance with 5 CCR
18274.
•Completion of applicable annual parent survey.
•Evidence that a contractor ’s asset management and procurement
procedures meet Funding Terms and Conditions requirements.
•Timely completion and submission to CDSS of a Program Self Evaluation
by June 1 of each year in accordance with 5 CCR 18279.
•In addition to the above, direct service center based programs and
Family Child Care Home Education Networks
(FCCHEN), a demonstration of:
Compliance with WIC 10380 and 10380.5 and 5 CCR 18290
Parent Involvement and Education component in accordance with
5 CCR 18275.
A nutrition component in accordance with 5 CCR 18278.
Classrooms and homes meet the Environment Rating Scale
subscales of “good” in accordance with 5 CCR 18281.
The Desired Results System has been implemented including
Desired Results Developmental Profile, Environment Rating Scale,
Parent Survey, and Program Self-Evaluation.
Sites and service providers meet Community Care Licensing
requirements. Any citations must be responded to timely and
resolved in accordance with the corrective actions identified on the
notice of deficiency.
An educational component in accordance with 5 CCR 18273.
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Implementation of suspension and expulsion prevention procedures
in accordance with CCB 23-24 and CCB 24-23.
•FCCHEN and Alternative Payment Programs: The PQIB will also review
evidence of the following for compliance: provider payments, written information,
and provider agreements aligned with program requirements.
The following fiscal requirements have been met for CDSS to consider moving a
contractor from a Provisional Contract to a Clear Contract:
•Timely monthly submissions of child development fiscal reports.
•Accurate enrollment and attendance reporting.
•Implementation of technical assistance provided by assigned fiscal analyst on
fiscal requirements.
•Fiscal reporting is accurate and follows the accrual basis guidelines.
The following Child Development Data Collection, CDSS – Child Development
Management Information System requirements have been met:
•Compliance with the CDD-801A Monthly Child Care Population Report, the CDD-
801B Sample Report, and the Subsidized Provider Report (SPR), submitted
electronically in accordance with instructions from the CDSS.
•Promptly updating administrative information to include Program Director,
Executive Director, and Facility Information (Sites, Offices, and FCCHs) listed in
the agency profile.
The following audit requirements have been met:
•Contractors shall submit to the CDSS, Office of Audit Services (OAS), an
acceptable annual financial and compliance audit in accordance with 5 CCR
18071, 5 CCR 18072, and 5 CCR 18073.
Ongoing Training and Technical Assistance (WIC 10397(c))
Assigned consultants and fiscal analysts regularly communicate with assigned
contractors. Contractors should reach out to their assigned consultant and fiscal analyst
when support is needed with implementation of programmatic, audit and fiscal
requirements. Technical assistance shall be provided to any contracting agency that
submitted a written request for technical assistance to its assigned consultant or
administrator within sixty (60) days of receipt of the request.
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Annual Review of Contract Status
In accordance with 5 CCR 18303, the CDSS shall review contract performance annually
to determine contract status recommendations by April 1 for the upcoming fiscal year.
The PQIB will review all contractors on Provisional Contract status annually.
Contractors that have demonstrated fiscal and programmatic compliance, including
compliance with Funding Terms and Conditions and Program Requirements, may be
recommended for Clear Contract status to take effect July 1 of the new fiscal year.
Contractors who have one or more Provisional Contracts and are unable to
demonstrate fiscal and programmatic compliance may receive a Conditional Contract or
No Offer of Continued Funding. Contractors will be notified of the reasons for the
proposed change in contract status by April 7 of the fiscal year.
Resources
Program Quality Improvement Consultant
Fiscal Analyst Contacts and Resources
Contractor Resources
• Program Requirements
• Funding Terms and Conditions
Desired Results
Contracting Agencies Audit Guidelines and Resources
Child Care and Development Forms
Child Care Bulletins
If you have any questions or need additional guidance regarding the information in this
letter, please contact your assigned Program Quality Improvement Consultant.
Sincerely,
Original Document Signed By
LUPE JAIME-MILEHAM, EdD
Deputy Director
Child Care and Development Division
315
Contra Costa County
Employment and Human Services Updated Head Start Program Performance Standard Requirements
No.Performance Standard Summary
Compliance
Date*
Compliance
Status
Description of Compliance / Recommended
Actions
1
and Alaska Native (AIAN) program’s service area with age-eligible
children, or pregnant women, are eligible for Head Start services,
regardless of income.3/1/2024 n/a CCC does not operate an AIAN program.
2
(MSHS) programs may serve any child who has one family member
whose income comes primarily from agricultural employment,
regardless of total family income 3/1/2024 n/a CCC does not operate a MSHS program.
prioritize children in families for which a child, a family member, or a
member of the same household, is a member of an Indian tribe. MSHS
programs may give priority to children whose families can
demonstrate they have relocated frequently within the past two years CCC does not operate an AIAN or MSHS
4
1302.101(a)(2) Employee Engagement. A program must comply with
enhanced requirements for employee engagement to promote more
responsive management styles designed to identify and resolve
barriers to high-quality job performance.10/21/2024
Reflective Supervision strategies to support
meaningful and effective employee
engagement and ongoing staff supervision.
Upon hire, managers begin engagement
through the onboarding process utilizing an
orientation checklist specific to their job
classification. Regular individual check-ins
are facilitated by managers. Staff are engaged
in goal-setting as a component of the annual
performance evaluation.
Background: The office of Head Start published timelines by which grant recipients must comply with the Head Start Program Performance Standards
updated in the final rule, Supporting the Head Start Workforce and Consistent Quality Programming. The final rule was published in the Federal Register on
August 21, 2024.
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5
1302.101(a)(5), 1302.102(d) Training on Incident Reporting. A
program must submit reports, as appropriate, to the responsible HHS
official immediately but no later than seven calendar days following a
health or safety incident. All staff are required to be trained to
implement reporting procedures.10/21/2024 Compliant
In 2023 CSB revised its procedures for
reporting incidents, establishing expectations
which ensure HHS official notification no later
than seven calendar days following a
reportable health or safety incident.
6
1302.12(i)(1) Housing Adjustment. A program may adjust a family’s
income to account for excessive housing costs when determining
eligibility.10/21/2024 Compliant
of the Federal Poverty Level (FPL) for housing
costs exceeding 30% and has implemented
use of a calculation spreadsheet to adjust
income accordingly.
7
infant or toddler and their family are deemed eligible, they are eligible
until they turn three years old. This is consistent with the requirement
that children participating in the Early Head Start program remain
eligible for the duration of the program.10/21/2024 n/a
8
1302.13 Modernizing Recruitment. A program must include modern
technologies to encourage and assist families in applying for
admission to the program, and to reduce the family’s administrative
and paperwork burden in the application and enrollment process.10/21/2024 Compliant
families may submit an online application,
call the enrollment hotline / Interactive Voice
Response (IVR) system, and submit and/or
sign eligibility documents electronically.
1302.14(a)(6) Children of Staff Members. A program may consider the
enrollment of eligible children of staff members as part of the
PC on 2/21/24 and BOS on 9/10/24 and is
effective through 6/30/25. CCC may consider
addition of children of staff members to the
selection criteria when revising for the 2025-
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10
1302.14(b)(1) Children with Disabilities Enrollment. A program must
for services under the Individuals with Disabilities Education Act
(IDEA).10/21/2024 Compliant
CCC has historically met the 10% threshold
when calculating percentage of children with
a disability per cumulative enrollment. Our
2024 PIR indicated 13% of enrolled children
had a disability.
1302.15(g) Modernizing Enrollment. A program must regularly
examine their enrollment processes and implement any identified
ongoing basis in order to identify
improvements to streamline enrollment. For
the 2024-25 program year on-site enrollment
clinics are being facilitated at centralized
locations in areas of the county with high
12
measure of last resort only when there is a serious safety threat.
Programs must first engage with a mental health consultant,
collaborate with the parents, and use appropriate community
resources. Programs must explore and document all steps taken to
address the behaviors and supports needed to facilitate the child’s
safe reentry and continued participation in the program.10/21/2024
CSB's procedures currently align with this
standard. CSB's step plan requires
continued program participation are
sufficiently documented.
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13
1302.34(b)(9) Modernizing Communication. A program must ensure it
uses accessible communication methods and modalities that meet
the needs of the community when engaging with prospective and
the enrollment process was modernized
through use of innovative technologies:
Interactive Voice Response (IVR) system,
Short Messaging System (SMS), web-based
application and resources page. Family
meetings and trainings (including parenting
curriculum) is offered in a virtual format. A
communication survey is completed by
families annually to ensure the program is
utilizing communication methods that work
14
1302.40(b) Health and Mental Health Services Advisory Committee.
Programs must establish and maintain a Health and Mental Health
Services Advisory Committee.10/21/2024 Compliant
Services Advisory committee which meets
twice annually. The next meeting, scheduled
for 12/5/24, will take place under the new
name: Health, Mental Health, and Nutrition
Services Advisory Committee.
1302.41, 1302.42(b), 1302.46(b) Mental Health Integration. These
program requirements consistently integrate mental health into all
under a multidisciplinary approach, with high
levels of collaboration among the designated
Health and Mental Health content area
managers. For example, CSB facilitates
monthly managers meetings and joint family
meetings. CSB's model for comprehensive
service delivery positions assistant managers
who are generalists and obtain training from
specialists in the areas of Health and Mental
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16
1302.45(b) Mental Health Consultants. A program must ensure
mental health consultants provide consultation services that build the
The County's collaboration with the Early
17
1302.47(b)(10) Safety Practices – Lead. In facilities where lead may
exist, programs must regularly inspect and test for the presence of
lead and, as needed, conduct remediation and abatement.10/21/2024
Safety Code section 1597.16, which requires
that all licensed Child Care Centers
constructed before 1/1/2010, test their cold-
water outlets used for drinking or cooking for
lead by 1/1/23, and subsequent testing must
occur every 5 years.
18
consultants, contractors, and volunteers follow appropriate practices
with Child Abuse Prevention and Treatment Act (another federal
statute).10/21/2024
2023, establishing a culture of safety
including tools for active supervision and
personal rights training. Annual trainings are
provided which align with this standard.
19
1302.50(a) Modernizing Engagement with Families. Programs must
communicate with families in a format that meets the needs of each
individual family.10/21/2024
families annually to ensure the program is
utilizing communication methods that work
best for enrolled families.
20
Rating and Improvement System (QRIS) to the extent practicable if the
state or local area has strategies in place to support their
participation.10/21/2024 CCC HS centers currently participate in QRIS.
21
1302.80(d) Newborn Visit. A newborn visit must, at minimum, include
a discussion of the following: maternal mental and physical health,
safe sleep, infant health, and support for basic needs.10/21/2024
mental and physical health, safe sleep, infant
health, and support for basic needs.
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22
1302.81 Mental Health Information and Services Integration for
Expectant Families. Programs must ensure the required prenatal and
postpartum information, education, and services are provided to
enrolled pregnant women, mothers, fathers, and partners or other
Services to pregnant women include prenatal
and postpartum information and education
are provided to families enrolled through the
County's partnerships with Aspiranet and
curriculum in the provision of services to pregnant women and
pregnant people, it should be a maternal health curriculum to support The Growing Great Kids® curriculum includes
24
consultants, contractors, and volunteers do not maltreat or endanger
the health or safety of children, and that they report reasonably
suspected or known incidents of child abuse and neglect.10/21/2024
CSB standards of conduct, signed by all staff,
consultants and volunteers annually.
25
must ensure all mental health consultants are licensed or under the
supervision of a licensed mental health professionals. Programs also
must use mental health consultants with knowledge of and
experience in serving young children and their families.10/21/2024
CCC partners with Early Childhood Mental
Health Program for mental health
consultation services. Licensure is a
component of the contract.
26
develop professional development plans for full-time staff providing
direct services to children, as required in Section 648A(f) of the Head
Start Act.10/21/2024 Compliant
incorporated into the annual performance
evaluation for staff in classifications providing
direct services to children.
annual training on: (1) Mandatory reporting; (2) Positive strategies to
and (3) The knowledge, experience, and competencies to improve All 3 topics are incorporated into the annual
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28
1302.93(d) Culture of Wellness.
wide culture of wellness that empowers staff as professionals and
supports staff to effectively accomplish their job responsibilities in a
high-quality manner.10/21/2024
and is maintained through work of CSB's
wellness team, SIA, which focuses on Simple,
Impactful and Actionable strategies to
promote wellness. On 5/8/24, CSB facilitated
an all-staff wellness event which included
keynote speakers on DEI, training on stress
reduction, as well as healthy cooking and
painting sessions. CCC promotes wellness
through offering a robust Employee
Assistance Program (EAP).
29
1303.42 Suitable Facilities. Grant recipients are no longer required to
confirming the lack of other suitable facilities in the area.10/21/2024
such written statements when submitting
capital projects requests for applicable major
renovation or construction projects utilizing
federal funds.
for reasonable fees and costs necessary to submit an application
under §§1303.42 and 1303.44, they must be granted approval from
the responsible HHS official. Once approval is granted, the funds are
allowable regardless of the outcome of the preliminary eligibility
CCC will request approval for use of federal
funds for reasonable fees and costs
necessary to submit a pre-approval
application for major renovation or
1303.44 Application Requirements.
application requirements, including the facility’s value and additional
approval requirements when requesting to
use federal funds for major renovation /
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32
1305.2 Definitions. Programs must use new and revised definitions for
"Early Head Start", "Federal interest", "Grant recipient", "Head Start",
"Head Start agency", "Head Start Preschool", "Housing costs",
"Income", "Major renovations", "Migrant family", "Poverty line", CCC is using new and revised definitions
33
services an enrolled pregnant woman or pregnant person receives,
both from the program and through referrals, to help identify specific
prenatal care services and resources needed to support a healthy
pregnancy.12/19/2024 Compliant
CCC currently maintains a record of services
accessed by pregnant persons including
rereferrals and services utilizing its child and
family data system.
34
1302.80(f) Promoting Healthy Birth Outcomes. Programs must help
address disparities in maternal and birth outcomes across racial and
ethnic groups, using data to inform program services.2/18/2025
Through partnerships, CCC provides services
to pregnant women which help address
MDUSD Crossroads High School supports
acheivement of high school diplomas and on-
site prenatal and parenting classes to support
posisitve outcomes among teen parents. (2)
Aspiranet serves primarily Spanish-speaking
families and adapts home visiting services
based on needs assessment data collected
from various screenings / assessments,
including Life Skills Progression (LSP) and
Patient Health Questionnaire (PHQ-4).
geographic location, race, ethnicity, etc. Requires programs to
conduct annual updates only as needed, such as if there are
The program currently utilized a contractor
who supplies a comprehensive community
assessment with all required components
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36
1302.14(d) Barriers to Enrollment. A program is required to use data
from the community assessment to identify potential barriers to
enrollment and attendance, including using data to understand
on an ongoing basis and responding to
potential barriers to enrollment and
barriers to regular attendance, such as access to safe and reliable on an ongoing basis and responding to
potential barriers to enrollment and
1302.23(b)(2–4) Family Child Care Option. Family child care (FCC)
services must comply with specified child ratios and group sizes for
programs. There is no longer reference to the term "assistant
provider". All FCC providers who count toward ratios must meet the
qualification requirements for FCC providers described CCC does not operate HS within the Family
39
1302.45(a) Multidisciplinary Approach. Programs must use a
multidisciplinary approach to mental health and wellness supports.
Mental health consultation services must be available at a frequency
of at least once a month; if a mental health consultant is not available
to provide services at least once a month, programs must use other
licensed mental health professionals or behavioral health support
specialists who coordinate with a mental health consultant.8/1/2025 Compliant
Health Program (ECMHP) for mental health
consultation services. The program revised its
procedures to ensure oversight structure
monitors for monthly availability of mental
health consultation services. An expanded
contract with ECMHP is anticipated to be
approved by the BOS on 8/12/25.
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40
1302.52(d) Family Partnership Services. Programs must ensure family
service worker assignments do not exceed 40 families per family
service worker. Programs may temporarily exceed the maximum
during periods of staff absence and in emergency or recovery
circumstances. A waiver is required to exceed the ratio of family
assignments to family service worker if it will extend beyond a
Children and Families issued an award for the
Head Start grant. On March 19, 2024 (D. 4),
the Board of Supervisors approved the
submission of the grant application which
includes new positions. This budget includes
an increase in Comprehensive Services
(family service worker) positions to lower
1302.93(c) Staff Breaks. A program must provide, for each staff
member, regular breaks of adequate length and frequency based on
hours worked. During breaks, one teaching staff member may be
replaced by one staff member who does not meet the teaching
the necessary training and experience to ensure safety of children and
CCC complies with State and Federal
requirements pertaining to staff breaks
including meal breaks. Per the 2022-2026
Local One MOU employees are entitled to a
rest break for each 4 hours of work. The
new flexibilities of allowing a staff member to
provide classroom coverage who does not
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42
1302.90(f) Benefits. For full-time staff (working 30 or more hours per
week) the program must provide or facilitate access to affordable
health care coverage, offer paid leave, and offer access to short-term,
free or minimal cost behavioral health services. Part-time staff must
be connected with health insurance options in the Marketplace.
Programs must connect eligible staff with child care subsidy programs
and the Public Service Loan Forgiveness Program. Small Head Start
agencies with 200 or fewer slots are exempt from most of the benefits
requirements, but these agencies must still make measurable
improvement in benefits for Head Start staff over time.8/1/2028
Staff scheduled to work at least 20 hours per
week, CCC provides affordable health care
coverage. Part-time staff are connected with
health insurance options. The program is in
the process of identifying a process which
ensures staff are connected with child care
subsidy programs and the Public Service Loan
Forgiveness Program.
1302.90(e)(1) Pay scale. (i) By August 1, 2031, a program must
implement a salary scale, salary schedule, wage ladder, or other
similar pay structure for program staff salaries that incorporates the
requirements in paragraphs (e)(2) through (4) of this section; reflects
salaries or wages for all other staff in the program; promotes salaries
that are comparable to similar services in relevant industries in their
geographic area; and considers, at a minimum, responsibilities,
qualifications, experience relevant to the position, and schedule or
hours worked. (ii) After August 1, 2031, a program must review its pay
structure at least once every 5 years to assess whether it continues to
meet the expectations described in paragraph (e)(1)(i) of this section.
(iii) A program must ensure that staff salaries are not in excess of level
The Program will work with HR on a salary
study which compares similar services in
relevant industries in Contra Costa County.
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44
1302.90(e)(2) Progress to pay parity for education staff with
elementary school staff. (i) By August 1, 2031, a program must
demonstrate it has made progress to parity with kindergarten through
third grade teachers by ensuring that each Head Start teacher
receives an annual salary that is at least comparable to the annual
salary paid to preschool teachers in public school settings in the
program’s local school district, adjusted for responsibilities,
qualifications, experience, and schedule or hours worked. A program
may provide annual salaries comparable to a neighboring school
district if the salaries are higher than a program’s local school district,
adjusted for role, responsibilities, qualifications, experience, and
The Program will work with HR on a salary
study which compares CCC teacher salary to
school district preschool teachers. The
program in is the process of developing a
process to ensure it regularly tracks data on
how wages paid to their education staff
compare to wages paid to preschool through
third grade teachers in their local or
45
1302.90 (3) Salary floor. By August 1, 2031, a program must ensure, at
paragraph (e)(1)(i) of this section provides all staff with a wage or
salary that is generally sufficient to cover basic needs such as food,
housing, utilities, medical costs, transportation, and taxes, or would
be sufficient if the worker’s hourly rate were paid according to a full-
time, full-year schedule (or over 2,080 hours per year). (4) Wage
comparability for all ages served. A program must ensure the wage or
salary structure established or updated under paragraph (e)(1)(i) of
this section does not differ by age of children served for similar
program staff positions with similar qualifications and
experience.8/1/2031
The Program will work with HR and labor on a
salary study which compares salary structure
to salary that is generally sufficient to cover
basic needs.
CCC currently has the same salary schedule
for staff providing to instruction to all ages
served.
*eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements 327
Contra Costa County
Employment and Human Services Updated Head Start Program Performance Standard Requirements
Compliance Compliance Description of Compliance / Recommended
46
are exempt from most of the wage requirements, but these agencies
must still develop or update a pay scale that promotes competitive
wages for all staff, and make measurable progress toward reducing
disparities in wages between Head Start educators and public
preschool teachers over time. The final rule includes an option for the
Secretary of the Department of Health and Human Services (HHS) to
establish in 2028 a limited waiver process for most of the wage
requirements for eligible programs, if the prior four years of
of 1.3%.8/1/2031 CCC HS program serves more than 200 slots.
*eclkc.ohs.acf.hhs.gov/publication/timeline-compliance-updated-performance-standard-requirements 328
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1471 Agenda Date:4/14/2026 Agenda #:C.1.
To:Board of Supervisors
From:Greg Baer, Director of Airports
Report Title:Temporarily Eliminate Fuel Flowage Fees for Unleaded Aviation Gas
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE the temporary elimination of fuel flowage fees for Unleaded Aviation Gas at Buchanan Field and
Byron Airport,as recommended by the Airport Committee and AUTHORIZE the Director of Airports to
reinstate such fees at his/her discretion.
FISCAL IMPACT:
The action would result in an annual reduction of fuel flow fees collected by the Airports Division of
approximately $7,200.
BACKGROUND:
The Airports Division has been working with Pacific States Aviation (PSA),one of its Fixed Base Operator
(FBO)tenants at Buchanan Field,so they can offer unleaded aviation gasoline (avgas)in addition to the
traditional leaded avgas.In accordance with Federal Law,airports similar to those in Contra Costa County,
Buchanan Field and Byron Airport must continue to provide leaded avgas until December 31,2030,or until a
commercially viable and feasible unleaded avgas is approved by the Federal Aviation Administration (FAA).
Offering an unleaded option is not currently a requirement, but a choice being made by PSA and supported by
the Airports Division.
Because this relatively new unleaded option can’t be used in all piston aircraft,supply and demand is causing
the wholesale cost of the unleaded avgas to be higher than that of the traditional leaded avgas.If the price gap
between lead and unleaded avgas is large, the sales of unleaded fuel are expected to remain low.
Similar to automobile gas stations,retailers of avgas (i.e.,FBOs)pay state and federal taxes,as well as local
fees that get passed on to consumers.Like most other airports,Contra Costa County charges a Fuel Flow Fee to
all entities that dispense fuel at the airport.Through its lease agreement with the County,PSA currently pays
the Airport $0.12 per gallon of avgas delivered to their site.
To help lower the retail cost of unleaded fuel as a way to encourage aircraft operators to purchase the unleaded
option,the Director of Airports is recommending the elimination of fuel flow fees for unleaded avgas until a
commercially feasible and viable fuel is approved by the FAA,and leaded avgas is no longer dispensed at
County airports.This concept was unanimously approved by both the Aviation Advisory Committee and the
Airport Committee.
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File #:26-1471 Agenda Date:4/14/2026 Agenda #:C.1.
Because there are a number of variables to consider when determining exactly when leaded avgas can’t be
dispensed at airports, the Director of Airports is requesting the Board’s approval to have discretion over
determining when fuel flow fess will be implemented for unleaded fuel.
Based on initial projections of unleaded fuel sales at Buchanan Field,the annual reduction in fuel flow fees
collected by the Airports Division would be approximately $7,200.Because the unleaded option cannot be used
in higher performance aircraft,a conservative high-end estimate would be 75%of all fuel sales would be
unleaded, which would result in a fuel flow fee reduction of $13,500.
CONSEQUENCE OF NEGATIVE ACTION:
There would be less economic benefit to the purchase of unleaded avgas over leaded avgas which would lead to
low demand and, therefore, limited environmental benefit.
CONTRA COSTA COUNTY Printed on 4/9/2026Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:26-1472 Agenda Date:4/14/2026 Agenda #:C.2.
To:Board of Supervisors
From:Greg Baer, Director of Airports
Report Title:Authorization to Execute a Consulting Services Agreement with Mead & Hunt for Engineering
and Planning for the Buchanan Field Pavement Management Study Project
☒Recommendation of the County Administrator ☐ Recommendation of Board Committee
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Director of Airports,or designee,to execute a Consulting Services
Agreement with Mead &Hunt,for a term of April 1,2026 to January 31,2027,in the amount of $203,047 to
perform the engineering and planning for the Buchanan Field Pavement Management Plan Study.
FISCAL IMPACT:
The total contract cost for the Buchanan Field Airport Pavement Management Study Project is $203,047,which
will be funded initially by the Airport Enterprise Fund.An FAA grant has been awarded to the County for up to
95%of the total contract costs (or approximately $192,894.65).The 5%balance of the costs (approximately
$10,152.35) will be funded by the Airport Enterprise Fund.
BACKGROUND:
On December 18,2018,the Board of Supervisors approved and authorized the Director of Airports,or
designee,to submit to Federal,State and local agencies applications for grants valued at $1 million or less that
relate to the design,planning,or construction of airport improvements,or the acquisition of equipment to be
used at an airport.On May 1,2025,an application for FAA grant funding was submitted for the Buchanan
Field Airport Pavement Management Plan (PMP) Study and the grant was awarded on August 22, 2025.
In 2020 the County issued a Request for Statement of Qualifications (SOQ)for engineering,planning,and
environmental firms to assist the Airports Division with anticipated projects for a five-year period.The County
interviewed and ranked the consultants that responded to the SOQ.As a result,there are five (5)on-call
consulting contracts.Mead &Hunt,Inc.,was subsequently chosen to perform the PMP Study at Buchanan
Field Airport.The PMP Study will make recommendations as to the five most critical pavement maintenance
projects with their associated cost estimates in conformance with FAA guidance.Further,the PMP Study will
help guide Airport staff in budgeting and anticipating grant availability to perform the critical pavement
maintenance.
CONSEQUENCE OF NEGATIVE ACTION:
If the Mead &Hunt,Inc.contract is not approved it will delay and prevent an update of the Buchanan Field
Airport PMP and loss of FAA grant funding.
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