HomeMy WebLinkAboutMINUTES - 12182001 - C.129 TO: BOARD OF SUPERVISORS �`' ''s L''°�_ Contra
FROM: Family and Human Services Committee
Costa
DATE: December 18, 2001 ;; _
SQA
SUBJECT: Year-End Report �s�>i� County
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATION(S):
1. ACKNOWLEDGE that the Board of Supervisors referred 27 issues to the Family and
Human Services Committee(FHS) for their review and consideration during the year 2001.
I.I. ACCEPT the recommendation of the Family and Human Services Committee to carry
forward the following referrals to the 2001 Family and Human Services Committee: #1
Child Care Affordability Fund; #2 Oversight of the Service Integration Projects; #3,
Oversight of the Juvenile Systems Planning Advisory Committee; #5 Continuum of Care
Plan for the Homeless; #11 Oversight of the Work of the Policy Forum; #13 Preparation of
the Annual Children and Family Services Program Budget; #14 CCFutures(Children's
Future Corps); #19 Welfare Reform; #20 Public Servicc Portion of the CDBG; #25 Child
Care Planning/Development Council Membership; #32 Alcohol and Drug Treatment
Programs for Youth; #34 Additional Child Care Facilities for Employees; #44 Challenges for
EHS; #45 Elder Abuse; #46 Community Mental Health Center; #47 Use of Proposition 99
Tobacco Tax and Settlement Revenues; #48 hlcentives to Promote Preventive Health
Behaviors; #49 Proposition 36— Substance Abuse and Crime Prevention Plan; #50 Health
Families Program; #51 Latino Health Care; #52 Women's Health Centers; #53 Head Start
Income Eligibility; #54 Integrated County Organized Health Systems;#55 Closure of Mt.
Diablo Birthing Center; and#56 East Bay Stand Down for Homeless Veterans.
III. ACCEPT the recommendation of the Family and Human Services Committee to close out
the following referrals for which there are no outstanding policy issues for FHS:
CONTINUED ON ATTACHMENT: X YES SIGN-TURF_
----------------------------------------------------------------------------- D:� --------
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S): MARK DESAULNIER FEDERAL D. GLOVER
----------------------- ------, ------------------------------------------------------------------------------------------------------------------------------------------
ACTION OF BOARD ON eCetn},� PPROVE AS RECOMMENDED— OTHER
VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE
AND CORRECT COPY OF AN ACTION TAKEN
A—UNANIMOUS(ABSENT ) AND ENTERED ON THE MINUTES OF THE
BOARD OF SUPERVISORS ON THE DATE
AYES: NOES: SHOWN.
ABSENT: ABSTAIN: �i
ATTESTED 'DC C C*J3tA- /d I d'00�
CONTACT: JOHN SWEETEN,CLERK OF HE BOA11D
OF SUPERVISORS AND COUNTY
" ADMINISTRATOR
CC: Dorothy Sansoe,CAO
cc:Supervisor De Saulnier
cc:Supervisor Glover I �
BY � `,`" `�' ,DEPUTY
1. The SafeFutures program will be completed December 31, 2001. A final report will be
submitted in early 2002. Since this program is completed, referral#41 should be removed from
the referral list.
2. The issues surrounding Emergency Medical Services, referral#22,have been completed.
Therefore, this item should be removed from the referral list.
BACKGROUND/REASONS FOR RECOMMENDATION(S):
Between January and December 2001, the Board of Supervisors referred 25 issues to the Family
and Human Services Committee. Nineteen of these were carryovers from 2000; six were new
referrals. The new referrals were: #49 Proposition 36—Substance Abuse and Crime Prevention
Plan; #50 Health Families Program; #51 Latino Health Care; #52 Women's Health Centers; #53
Head Start Income Eligibility; #54 Integrated County Organized Health Systems; and#55 Closure
of Mt. Diablo Birthing Center.
The Family and Human Services Committee heard reports on all issues referred to it with one
exception. Referral #22 Emergency Medical Services was held over from 2000, however the issues
surrounding this referral have been resolved. In many cases the FHS provided oversight and
guidance on issues; in others it recommended funding allocations for Board approval. In still
others, it considered and made recommendations to the Board on memberships/appointments to
committees and advisory bodies.
Referrals that required FHS oversight included: #2 Oversight of the Service Integration Projects;
#3, Oversight of the Juvenile Systems Planning Advisory Committee; #11 Oversight of the Work of
the Policy Forum; #13 Preparation of the Annual Children and Family Services Program Budget;
#14 CCFutures(Children's Future Corps); #19 Welfare:Reform; #41 SafeFutures; #48 Incentives
to Promote Preventive Health Behaviors; #49 Proposition 36— Substance Abuse and Crime
Prevention Plan; #50 Health Families Program; #51 Latino Health Care; #52 Women's Health
Centers; and#54 Integrated County Organized Health Systems.
Referrals that involved specific issues included: #5 Continuum of Care Plan for the Homeless;
#32 Alcohol and Drug Treatment Programs for Youth; #34 Additional Child Care Facilities for
Employees; #44 Challenges for EHS; #45 Elder Abuse; #46 Community Mental Health Center; and
#53 Head Start Income Eligibility.
Referrals that involved funding included: #1 Child Care Affordability Fund; #20 Public Service
Portion of the CDBG; and#47 Use of Proposition 99 Tobacco Tax and Settlement Revenues.
Attachment 1
CONTRA COSTA COUNTY
ENERGY REDUCTION ACTION PLAN
The Contra Costa Board of Supervisors has adopted an energy policy that
recognizes the State of California's energy crisis. The Board has directed
all County departments to reduce electrical usage by 10%, with an overall
minimum energy use reduction of 8%. Implementation of the Board's
direction requires action and cooperation at all levels of the County
organization.
Throughout the County, employees and departments have already
responded to the energy crisis by turning off lights and energy using
equipment and by reducing temperatures. The objective of the Energy
Reduction Action Plan is to provide a framework for a countywide effort.
Employees and departments are encouraged to be creative and innovative
in reducing energy use.
Operational Standards
Every County building is unique from an energy use standpoint. Some
buildings are already highly energy efficient; others are not. The type of
business conducted can vary widely as well in terms of need for energy
using equipment and client services requirements. The operational
standards listed below should be regarded as guidelines that will ensure
reduced energy consumption.
➢ All equipment and energy using devices should be turned off (or in
"power down" mode) when not in use, including but not limited to, after
work hours, weekends and during the workday. Equipment includes,
but is not limited to, lighting, coffeemakers, ovens, tools, computers,
printers, monitors, faxes and copy machines.
➢ Only necessary lighting should be turned on. Departments should
consider partial lighting, particularly in areas with banks of lights
operated by multiple switches.
➢ HVAC systems shall not be operated on weekends, holidays or days
when buildings are closed for business, such as 9-80 or 4-10 days.
1 Amended 12/18/01
➢ Office buildings shall be heated/cooled only during core hours of
operation.
➢ Thermostats in office buildings shall be set no lower than 760 for cooling
in the summer and no higher than 670 for heating in the winter, subject
to the following exceptions:
■ Thermostats may be set higher or lower as necessary to comply with
federal or state law or regulation for specific programs.
■ Thermostats may be set higher for heating or lower for cooling where
necessary to achieve an overall internal building temperature of 670
in winter and 760 in summer.
➢ For facilities that must be operated 24 hours a day, seven days a week,
operational standards shall be individualized according to the business
needs of the facility.
➢ Only battery operated personal heaters should be used.
➢ Small personal electrical fans are permitted as necessary to mitigate for
building "hot spots," poor air circulation and individual sensitivity to
heat.
➢ Radios, stereos, television sets or CD players should not be operated
except those powered by batteries or required for business purposes.
➢ Exterior doors and windows should be closed to avoid loss of energy,
unless necessary for ventilation.
➢ Window coverings should be closed/opened as appropriate to
block/utilize sunrays.
2 Amended 12/18/01
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Facility Standards
➢ The County's current energy efficiency assessment project on County-
owned facilities shall be accelerated to ensure expedited review. The
assessment shall identify retrofit projects, cost and payback.
➢ Energy efficiency retrofit projects with a payback of three years or less
shall be given priority, subject to availability of funding. Payback criteria
may be extended for projects that have a significant impact on energy
consumption.
➢ For leased buildings, energy efficiency and costs shall be considered in
assessing the desirability of continued building occupancy and/or
County-financed retrofit projects, as well as amendments to terms and
conditions of the leases.
➢ For new building projects, energy efficiency and energy reliability needs
shall be included as part of the building design and construction process
(Note: additional standards are being developed as part of the County's
sustainable building policies).
Eauipment Standards
➢ "Energy Star" electrical equipment and appliances shall be purchased
when economically feasibility. (Note: "Energy Star" rated computers,
monitors and fax machines power down to reduce electrical use when
inactive for a period of time).
➢ The energy efficiency of all lighting fixtures, appliances and energy-
using equipment shall be assessed as part of the purchasing decision.
➢ All refrigerators more than 10 years old should be replaced.
Responsibilities
➢ Employees — All employees are responsible for taking individual action to
minimize consumption of electricity and natural gas. Actions include,
but are not limited to:
3 Amended 12/18/01
■ Turning off lights, equipment and energy using devices when not
in use or if not necessary.
■ Reporting equipment, fixtures or appliances that are
malfunctioning, such as flickering lights and faulty ventilating
systems.
■ Identifying and recommending actions that can be taken to reduce
energy use.
■ Providing feedback on the Energy Reduction Action Plan, including
recommendations on improvements to the Plan.
➢ Department Heads — All Department Heads are responsible for ensuring
successful implementation of the County's Energy Reduction Action Plan,
including, but not limited to:
■ Communicating with employees about what is being done centrally
and what they can do, and what others are doing individually to
reduce energy consumption.
■ Recognizing employees who contribute to the success of the
Energy Reduction Action Plan.
• Encouraging and reviewing employee suggestions on energy
reduction actions and, where appropriate, working with General
Services to assess technical feasibility and cost-effectiveness
■ Designating lead staff contacts in each facility for implementation
of the Energy Reduction Action Plan.
■ Monitoring and ensuring success of the Energy Reduction Action
Plan.
■ Reporting on department energy reduction actions.
■ Providing feedback on the Energy Reduction Action Plan, including
recommendations on improvements to the Plan.
■ Establishing and communicating departmental policies and
practices on operational and facility standards, including, as
appropriate, exemptions and modifications to standards.
➢ General Services - The General Services Department has overall
responsibility for tracking and monitoring energy use, providing
technical assistance and information to departments and taking
4 Amended 12/18/01
centralized actions to reduce energy consumption, including, but not
limited to:
■ Periodically, providing electrical and natural gas use and cost data to
departments.
■ Providing technical assistance to departments on implementation of
the plan.
■ Maintaining and operating centralized HVAC and building lighting
systems, in compliance with the Energy Reduction Action Plan
objectives.
■ Establishing purchasing policies and directives in conformance with
the plan.
■ Developing blanket or multi-department purchase orders for energy
efficient equipment, including refrigerators, to minimize replacement
costs of County and employee-owned energy using equipment in
County facilities.
■ Informing departments of training opportunities on energy reduction
strategies.
■ Assessing the technical feasibility and cost-effectiveness of employee
energy reduction/efficiency suggestions.
■ Sending blackout alerts to departments.
■ Negotiating electrical and natural gas rates, and ensuring the
appropriateness of the rate schedule for each facility.
■ Working with the Departments and County Administrator's Office on
energy assessments of County-owned facilities
■ Working with Departments and County Administrator's Office on
energy retrofit projects.
5 Amended 12/18/01
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■ Reviewing terms and conditions of leases in non-County owned
facilities to assess the need for changes in the leases, feasibility of
continued occupancy and/or advisability of county-financed retrofits.
➢ County Administrator's Office - The County Administrator's Office has
overall responsibility for monitoring implementation of the Energy
Reduction Action Plan, including, but not limited to:
■ Financing, through the County's Capital Improvement Program, major
retrofits of buildings for energy efficiency.
■ Assignment of budgetary responsibility for energy consumption to
departments, as appropriate.
■ Oversight of implementation of the Energy Reduction Action Plan.
■ Proposing plan modifications, as appropriate.
■ Working with General Services on the energy assessment of County-
owned facilities.
■ Working with Departments and General Services on energy retrofit
projects.
■ Ensuring that energy efficiency and energy reliability needs are
considered as part of the design and construction process for new
buildings.
Communication
➢ Periodically, all-County bulletins shall be issued on the implementation
status of the Energy Reduction Action Plan in order to stress the need
for individual action, to express appreciation for cooperation and
initiative and to document results.
Amended 12/18/01
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➢ Department Heads will make energy efficiency a priority in their
departmental operations and communicate with employees through:
• Employee meetings
• Newsletters
• Posters
• Notices
• Other appropriate means.
➢ General Services shall prepare sample newsletter articles and posters for
departments to use, as appropriate, in communicating with their
employees.
➢ The County Administrator shall agendize the Energy Reduction Action
Plan at monthly department head meetings to discuss plan
implementation and possible plan modifications.
➢ All departments shall have a standard procedure in place for receiving
and reviewing employee suggestions and feedback on the Energy
Reduction Action Plan.
Tracking and Monitoring
➢ Department Heads shall be responsible for documenting their actions to
implement the Energy Reduction Action Plan.
➢ General Services shall track energy use in a format reviewed and
approved by the County Administrator's Office (Note: For some
buildings, there is up to three months lag time on energy use and cost
data)
➢ The County Administrator's Office shall coordinate implementation of the
overall energy management plan and receive and compile reports from
the departments and General Services for review by the Internal
Operations Committee and the Board of Supervisors.
Amended 12/18/01
Attachment 2
TO: BOARD OF SUPERVISORS ". L''° Contra
FROM: INTERNAL OPERATIONS COMMITTEE f
Costa
DATE: August 7, 2001 - v
cOST'4"COUTT�'� County
RI IR_IFrT- RI ISTAINARI F (QI INN RI III niNf;.q
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1. ACCEPT the report of the Internal Operations Committee regarding the adoption of a life-
cycle costing approach in the development of future County facility projects.
2. ACKNOWLEDGE that the goals of the County's sustainable building policy are to ensure
that County facilities are models of energy, water use, and materials efficiency, while
providing healthy, productive and comfortable indoor environments for employees,
customers, and clients.
3. RECOGNIZE that the establishment of strict sustainability criteria with regards to specific
building components may not be desirable given the continuing evolution of building
technology, and the potential for conflicts between such criteria and building regulations
for certain types of facilities, such as detention facilities.
4. CONCUR that it is nevertheless important that the staff of the Department of General
Services and the County Administrator's Office stay abreast of emerging building
technologies that may provide benefits to the County in the future.
5. AGREE that whenever it is practical, cost-effective and affordable, these emerging
building technologies should be incorporated into the design of both future major remodel
and new building projects.
CONTINUED ON ATTACHMENT: YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S):
JOHN GIOIA, CHAIR 'MARK DeSAULNIER
ACTION OF BOARD ON APPROVE AS RECOMMENDED OTHER
VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE
AND CORRECT COPY OF AN ACTION TAKEN
UNANIMOUS(ABSENT 1 AND ENTERED ON THE MINUTES OF THE
BOARD OF SUPERVISORS ON THE DATE
AYES: NOES: SHOWN.
ABSENT: ABSTAIN:
ATTESTED
CONTACT: LAURA LOCKWOOD(925)335-1093 JOHN SWEETEN,CLERK OF THE
BOARD OF SUPERVISORS AND
COUNTY ADMINISTRATOR
CC: COUNTY ADMINISTRATOR,CAPITAL PROJECTS DIRECTOR
GENERAL SERVICES DIRECTOR
GENERAL SERVICES ARCHITECTURAL MANAGER
INTERNAL OPERATIONS COMMITTEE STAFF
BY DEPUTY
6. ESTABLISH the following sustainability guidelines for all County buildings:
a. County buildings should be sited at locations that are adjacent or near public transit
whenever possible.
b. For new building projects over $1,000,000 in costs, the County should provide
employee bike lockers, showers, adequate parking areas to allow for vanpools and
carpools, and alternate fuel and/or recharging stations for both individuals' and
County fleet vehicles. The County should also try to add these features to existing
facilities during major building remodels, space and funds permitting.
c. Adequate areas should be allocated in both new and existing facilities for storage
and collection of recyclable materials.
7. DIRECT the County Administrator to develop Administrative Bulletins that address the use
of a life-cycle costing approach on future County facility projects and establish the above-
referenced sustainability guidelines for County buildings.
FISCAL IMPACT:
Use of a life-cycle costing approach in the development of future building designs may result
in higher consultant fees on County projects, as this approach will require more upfront
analysis and evaluation of building systems. In addition, the materials costs of facility
projects may be higher, as more efficient equipment and durable materials tend to be
relatively expensive. Given that the goal of life-cycle costing is to evaluate the overall long-
term costs of a facility, these incremental increases in building costs should be accepted only
if they will result in sufficiently lower operating costs over the life of the facility.
While the addition of bike lockers, showers, and parking facilities for vanpools, carpools, and
alternate fuel refueling and recharging stations will not be relatively expensive items to
incorporate into new County building projects, they may prove expensive and/or difficult to
achieve given space limitations at existing County facilities.
BACKGROUND:
On December 5, 2000, the Board of Supervisors referred to the Internal Operations
Committee the responsibility for the development of principles, policies and design guidelines
for sustainable County buildings. Sustainable (or "green") buildings are those designed,
constructed and operated as a single, integrated system that attempts to conserve energy and
natural resources, protect human health, preserve local and regional environmental quality,
and maximize durability and long-term value.
The Internal Operations Committee has reviewed various aspects of the sustainable building
design approach, including the Leadership in Energy and Environmental Design (LEED)
program. The LEED program evaluates and scores a project based on a broad range of
building system and site selection criteria, and if a project reaches a high enough score, it is
certified as a "green" building. It should be noted that the LEED program is primarily focused
on good environmental outcomes without consideration of cost in relation to these outcomes.
While our Committee ultimately decided not to recommend that the County participate in the
LEED program, most of the building system components evaluated by LEED have been
incorporated into the list of critical building components that will be evaluated on a life-cycle
cost basis on future County building projects. In this way, the Board of Supervisors can
assure that future County facilities will be designed and constructed in a manner that
promotes both sustainable building design and fiscal responsibility.
Life-Cycle Costing for Future County Facility Projects
The primary reason for life-cycle cost analysis on County projects is to
demonstrate that operational savings are sufficient to justify the additional
investment cost to the County. This type of analysis can be used for
everything from small remodeling efforts to large-scale new building
projects, in order to assure that taxpayers dollars are used in the most cost-
effective fashion possible.
Determining the Base Case
In order to evaluate if a proposed project or type of building system is cost-
effective, both its upfront costs and on-going savings must be compared to a
base case on a present value basis over a pre-defined period of time. On
existing buildings, life cycle cost analysis assumes the base case is a
continuation of existing conditions where no upfront investment costs are
required but there are (presumably) higher energy, water, operations, or
maintenance costs over time.
For new buildings or mandatory retrofit projects (e.g. replacing a non-
functioning HVAC system), the base case is generally the potential project
alternative with the lowest investment-related cost over the study period.
Life-cycle costing is particularly effective in determining the optimal
efficiency choice when several different project alternatives are available.
A good example of this is evaluating the appropriate level of insulation in a
building. For a given climate zone, energy cost environment, and building
type, there is a point where the incremental cost of greater levels of
insulation do not produce sufficient additional energy savings to be cost-
effective.
Life-cycle costing should not just be confined to energy decisions, but used
when evaluating various other aspects of building design, including water
use, landscaping options, and materials selection.
Alternate Measures of Cost-Effectiveness
In cases where the County has mutually exclusive projects under
consideration with limited budget resources available (e.g. evaluating energy
conservation projects proposed for different buildings), the County will need
1
to evaluate these projects against each other by measuring their relative cost-
effectiveness.
The adjusted rate of return (AIRR) is a measure of the annual percentage
yield from a project investment over a given study period. It provides a
relative measure of the cost-effectiveness of various project alternatives and
is best used when comparing projects over the same time period.
Theoretically, if the County had sufficient resources, all projects should be
funded if their AIRR is above the County's own cost of funds (which'is
generally between 4.5% to 6%, depending on market conditions). Of
course, this is not possible, but AIRR would nevertheless allow decision-
makers to select those projects that provide the highest return on our capital
dollars.
Another good measure of cost-effectiveness that is particularly appropriate
when evaluating projects that have different useful lives is the
savings/investment ratio (SIR). Each project is measured as to the present
value savings achieved over time given the initial amount of investment
required.
Many public and private sector companies use simple, short payback criteria
when evaluating projects for funding. As the table below illustrates, this
method has its limitations. Some projects may have a longer payback
period, but are nevertheless good investments given the useful life of the
project. Even a project with a five-year payback is economically viable
when compared to the County's cost of funds so long as the useful life of the
project extends at least 7 years.
The table also provides an analysis of three potential energy projects under
consideration for funding. In this analysis, Examples I and III are two real-
life projects that meet the criteria for funding, since they both greatly exceed
the county's own cost of capital. Example II is a more hypothetical
example, which was included to illustrate a project that would most likely be
rejected for funding if capital budget resources are scarce since it provides
only marginal savings above the base case.
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Attachment 3
GUIDELINES ON
USE OF GENERATORS FOR COUNTY FACILITIES
(December,200 1)
RECOMMENDATIONS:
The Energy crisis of early 2001 surfaced many questions about the ability to keep County
buildings and facilities operating in times of unexpected loss of electricity. It is the
recommendation of the Energy Committee that the following guidelines to be used in evaluating
the need for emergency generator power:
➢ Evaluate the need for emergency generator power when new construction is proposed and, if
appropriate, include in the construction project;
Restrict the installation of new generators in existing County buildings and facilities, and
look at alternatives, such as the installation of Uninterrupted Power Supplies (UPS) for short-
term power sources for computers, telephone systems, etc.;
➢ Require Departments to do an assessment and justification of need for generator power to be
reviewed by the General Services Department prior to executing purchase orders or contracts
for purchase and installation of equipment.
BACKGROUND:
Generators Currently Installed: There are thirty generators servicing 26 County buildings and
facilities. In some instances, such as the Regional Medical Center, the old hospital campus,
Marsh Creek Detention Facility and Orin Allen Youth Rehabilitation Center, there is more than
one generator per site, due primarily to new construction and/or need for redundancy.
The Regional Medical Center, the Martinez Detention Facility, the West County Justice Center,
Sheriffs Dispatch at the Office of Emergency Services, and the Sheriff's Forensic Science
building all have sufficient generator power to run the facilities in the event of loss of electrical
power. Generators at other locations run only a portion of the building systems, typically
emergency lights, elevators and computer rooms. And in most cases the sizes of the generators
are such that limited power is available for a limited period of time.
The attached listing of existing generators, by location, indicates the kilowatt output produced by
each diesel generator at the weighted voltage and amperage by location and the actual equipment
each generator powers.
Generator Cost Factors - Generator costs can vary substantially depending on the building type,
building size and generator capacity. Every generator has a maximum kilowatt output capacity;
generally the greater the kilowatt output, the greater its cost. Capacity affects the ability of the
generator to meet all or some of the building's electrical load.
Another major cost of generator installation in existing buildings is wiring the generator to the
electrical sub-panels. Most buildings have not been designed or wired for generator back up to
supply electricity to the majority of the building. Therefore, it is very expensive to provide
energy to all sub-panels and re-wire all areas of a building. For this reason generators typically
supply electrical power to one or two sub panels for electricity supply to limited areas of the
building, such as emergency lights or an elevator.
For new buildings, the wiring can be done as part of the initial project. Even with a new project,
it is not always cost-effective to install a generator sized large enough to meeting all electrical
needs of the building. Those buildings which have critical life safety operations, such as a
hospital or detention facility have a need to have sufficient generator power to keep the facility
operational. Other types of County buildings, such as office buildings, have a need to protect
computer systems and to operate emergency lighting and elevators. The cost of installation and
maintenance of generators large enough to keep office buildings fully operational in the event of
an unplanned power outage is prohibitive and unnecessary.
Generator Maintenance Costs - In addition to purchase and installation costs, there are also
maintenance costs associated with generators. County generators are currently run and tested for
approximately 20 to 30 minutes biweekly. On a quarterly basis, a power outage is simulated by
shutting down the building breaker and having the load operated under the emergency generator.
This requires approximately 2 hours per generator. There is also a yearly maintenance check at
which time the oil and filters are changed, fan belts and hoses are replaced as needed, and any
other necessary adjustments and repairs are performed. The time spent on this yearly
maintenance depends on the amount of needed maintenance or repairs but typically requires
approximately 4 hours of labor.
Limited Use of Generators - Due to cost factors, generators are not used to provide electricity to
all areas of the buildings. Generators are best used as back up during unexpected loss of power
to maintain specific needed equipment for limited amounts of time, for example, emergency
lights needed to safely allow the evacuation of a large building. The exception is where health
and safety are concerned, such as at the CCRMC and Detention Facilities, where power needs to
be supplied to many more areas.
Alternatives to Generators - There are less costly, highly reliable methods of meeting electrical
needs during blackouts. These alternatives should be part of the evaluation of how best to meet a
building's electrical reliability needs. For example, during loss of electricity a UPS
(uninterrupted power supply) is most commonly used to keep a file server up and running for
long enough to allow the server to be shut down and powered off without loss or damage to the
data. Another example is hydraulic elevators that can be equipped with battery operated
emergency lowering equipment which allows the elevator to be slowly lowered to the first floor
and doors opened during a loss of electricity.
Permits and Process - In addition, all generators installed on or after August 1, 2001 must
comply with the Bay Area Air Quality Management District's (BAAQMD) risk management
policy and require a permit. If the generators are used for purposes other then emergency loss of
electricity, then the BAAQMD could require additional controls.
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Attachment 4
CONTRA COSTA COUNTY
BLACKOUT POLICY AND PROCEDURAL GUIDELINES
All departments should be prepared for electrical blackouts, both anticipated and
unanticipated. Departments should develop their own policies, plans and procedures
for both management of blackouts and preparation in case of blackouts, consistent with
Administrative Bulletins 316, Payroll and Timekeeping and 115.7, Emergency
Management Plan. The following guidelines should also be considered by each
department.
Communications
1. Notification of anticipated blackouts
Departments should designate an Energy Contact and/or other contact (plus
back-up alternates) at every building site to receive notifications of anticipated
blackouts from the General Services Department. These individuals should also
be advised of the need to monitor KCBS radio and the California Independent
Systems Operator (ISO) website' on days when a blackout is likely.
A. County Buildings in Grids scheduled for blackout:
1. Communication to buildings (and contacts within Departments
impacted) will be made via a voice-mail distribution set up by building
grid numbers (except as otherwise prearranged).
2. These messages will activate a message light on phones with an LED
display.
3. The messages will be sent out as soon as Stage 3/Outage Block
information is received by General Services Department
Administration.
4. Departments should review their Energy Contact information lists to
verify that this message goes to a person or telephone # that is staffed
most of the business day. (This may involve putting voice mail onto a
number which typically would not require voice mail, capabilities, e.g.
receptionists.)
5. Departments/buildings need to have internals procedures to
communicate this information. For County buildings shared with non-
county tenants, departments should consider establishing a system of
communications with those tenants as well.
' www.incident.com offers an e-mail feature (/edismail)that will automatically generate e-mails on Stage
1, 2 and 3 alerts from the ISO. This message can also be forwarded to pagers by submitting your pager
service e-mail address.
B. County Buildings in Block 50 (exempt) or Grids not scheduled for blackout:
1. The purpose of this notification will be to encourage power shedding
and to provide an awareness of the County situation.
2. Stage 3 alerts will continue to be done via "broadcast"-voice mail
messaging, to all voice mail customers, which does not activate a
message light. It is anticipated that there are enough voice mail users
to make this the fastest method with the widest distribution.
(Note: Energy Contact communication from General Services to
department e-mails and other communication forms will be used to
disseminate general energy information, but not to provide alert status
information unless otherwise prearranged.)
3. General Services Administration will notify the Department of
Information Technology, Communications Division as soon as this
information is received, and DoIT Communication will activate the
broadcast message.
4. At the beginning of the next business day, DoIT Communication will
cancel the message. (or at midnight, if pre-programming possible)
C. Non-County Owned Buildings
1. County tenants in non-county owned buildings may need to have
building communication plans developed in conjunction with building
owners. Contact the Lease Management Division of General Services
as appropriate to initiate this process.
2. OES Activation - Unanticipated Blackouts and Blackouts of Long Duration
Unanticipated blackouts or blackouts of long duration (in excess of four hours)
may require activation of the County's Office of Emergency Services (OES)
emergency response plan. The Office of Emergency Services will provide
direction in such cases.
3. Communication at Worksites
A. Each department should have an internal plan for notification of
anticipated blackouts to employees and members of the public at each
worksite.
1. Post notices and/or call clients or members of the public where
alternative worksites and/or County services might be located in the
event of blackouts.
2. Evacuate all elevators, shut down and post warning notices (if not
operated by generator)
2
3. Assist all handicapped staff and persons to move to ground level and
post no-access notices
4. Post warning notices at walkways, bathrooms, stairwells and entries.
Facility Preparedness/Safety
Departments should review critical areas of facility readiness to minimize disruption to
work and service delivery activity. Facilities that are located within the block 50 areas
are currently exempt from rotating power outages. PG&E is reviewing block 50
assignments and may reassign some of these locations to rotating power outage
blocks. In addition, all buildings are subject to unanticipated system outages. All
facilities should be prepared for blackouts.
1. Emergency Backup Power Generators
Emergency Backup Power Generators are located at Critical Mission Facilities
such as 911 dispatch centers, health care facilities and computer data centers.
Power generators have failed due to lack of equipment maintenance, periodic
testing and insufficient fuel reserves.
A. Site Facility Managers should review equipment preventive maintenance
procedures:
1) At a minimum, engines should be started and run for 15 minutes
weekly.
2) Generators should be tested under full load condition at a minimum of
every three months.
3) Fuel levels should be checked every three months and have a
minimum of 72 hours reserve fuel capacity.
B. Consideration should be given to connecting generator monitor panels to
existing security panels for the monitoring of equipment status.
2. Uninterruptible Power System (UPS)
An Uninterruptible Power System (UPS) is an electrical power system that
charges and converts DC voltage from a battery source to an AC voltage. The
UPS can be sized to power a whole building for several hours down to units that..
will power a personal computer for several minutes. The average lifespan of a
personal computer UPS battery is two to four years. The weakness in these
systems is found in the charger units and batteries.
A. Site Facility Managers should review UPS equipment preventive
maintenance procedures.
B. Site Facility Managers should have Large UPS tested under full load
condition at a minimum of every three months.
3
C. Personal Computers with a UPS should be tested by the user monthly by
pushing the "test" button found on the UPS.
3. Telephone Systems
The County maintains several types of telephone systems. Many of these
systems already have UPS backup. The Department of Information Technology
(DoIT) Telecommunications Division surveys all telephone switch equipment on a
regular basis to determine power backup sources.
A. Site Facility Managers should verify the back-up available to telephone
systems, to ensure meeting the following standards.
1) Locations that do not have emergency backup power generators
should have a minimum of four (4) hours of UPS power.
2) Immediately order and install appropriately sized UPS at sites that
have no power backup sources or replace or upgrade older AC
powered PBX systems to newer DC powered type.
B. Tests of backup power systems should be conducted quarterly.
4. Fire Control and Suppression Systems
Fire control and suppression systems are an integral component of building
safety. All systems in buildings occupied by County Departments (except the
new Los Medanos Clinic fire pumps) are believed to have emergency backup
power.
A. Site Facility Managers should verify that the emergency backup power
systems are operational and meet minimum manufacturers standards2.
B. Locations that do not have emergency backup power generators should
have a minimum of four (4) hours of UPS power.
C. Tests of backup power systems should be conducted quarterly.
D. Also, check impact of loss of power on fire doors.
5. Security Systems
Security Systems cover electronic entry/exit door controls and proximity alarm
systems. In most cases these systems have emergency backup power.
2 If the systems are not on a regular test schedule, an initial review of the electronic control systems by
the General Services Department(GSD), Electronic System Specialist (ESS) is advisable. Work orders
are normally charged to the Building Maintenance Account.
4
A. Site Facility Managers should verify that the emergency backup power
systems are operational and meet minimum manufacturers standards3.
B. Locations that do not have emergency backup power generators should
have a minimum of four (4) hours of UPS power.
C. Tests of backup power systems should be conducted quarterly.
6. Elevators and Handicapped Egress Routes
Elevators pose a potential safety hazard in that individuals might be trapped
inside the elevator car during a power outage. Handicapped egress can also be
an issue in multi-story buildings.
A. Site Facility Managers should know4:
1) whether or not emergency backup power generators will
operate the elevators during a power outage.
2) how elevators will respond to the loss of power
3) what are the emergency procedures for releasing elevator
passengers.
B. All elevators should be tested annually in accordance with ANSI 17.1.5
(See Addendum 1)
C. Determine how handicapped persons will be able to safely exit the facility.
7. Computer Equipment Rooms
Properly designed computer equipment rooms have three elements. First they
have equipment-mounting systems that meet earthquake bracing standards for
the proper mounting of computer and networking equipment. Second, the UPS
should have enough capacity to power the equipment for a predetermined time.
Third, the dedicated air conditioning system must be able to operate while the
computer equipment is operational. With the explosive growth in the use of
computer systems, many facilities have deficiencies in the design of these
rooms. These deficiencies may put computer systems at risk of failure during a
power outage.
A. Computer System Administrators should review their computer equipment
rooms for design deficiencies.
3 If the systems are not on a regular test schedule, an initial review of the electronic control systems by
the General Services Department(GSD), Electronic System Specialist(ESS)is advisable. Such work
requests are normally charged to the Building Maintenance Account.
4 If not known, General Services Department(GSD) Building Engineers can determine the capacity of the
elevators. Such work requests are normally charged to the appropriate Building Maintenance Account. .
5 Testing is done by General Services Department(GSD), Electronic Technicians. Such work requests
are normally charged to the appropriate Building Maintenance Account.
5
1) If deficiencies are found, administrators should immediately develop
plans for corrective action.
2) Research the feasibility of converting existing computer systems from
AC to DC type power supplies and install true battery backup.
B. Facilities without emergency backup power generators should have
procedures for shutting down computer systems within a very short period
of time.
C. Corrective actions that take longer than 5 working days to implement
should be considered critical and steps should be taken to relocate
equipment to Critical Mission Facilities.
8. Public Address (PA) Systems
The County has Public Address (PA) systems located in most facilities. The
majority of these systems do not have UPS or emergency backup power
generators.
A. General Services Department (GSD), Electronic System Specialist (ESS)
should conduct a survey of all Public Address systems and determine if
they are used for emergency paging.
1) PA systems used for emergency paging should have an emergency
power backup source.
B. Locations that do not have emergency backup power generators should
have a minimum of four (4) hours of UPS power.
1) Departments should order and install appropriately sized UPS at sites
that have no power backup sources.
C. Tests of backup power systems should be conducted quarterly.
9. Emergency Lighting
Emergency lighting fixtures are found in areas where loss of electrical power and
darkness would impede personnel in the evacuation of a facility. Many interior
rooms do not have any source of emergency lighting.
A. Site Facility Managers should verify that all emergency liiht fixtures are
functional and order repairs or replacements as appropriate .
s Testing is done by General Services Department(GSD) Electronic System Specialists(ESS). Repairs
and replacements are done by GSD Electricians and Building Engineers. Such work requests are
normally charged to the appropriate Building Maintenance Account.
6
i
B. All emergency light and exit signs should be tested in accordance with
NFPA 101.
C. Facility managers should purchase inexpensive electrical outlet
emergency light devices that turn themselves on when electrical power is
lost. These devices should be located in interior building areas where loss
of power would result in darkness (See Addendum 2).
Work Practices
Each department should develop a detailed plan on managing blackouts in order to
maintain work and service delivery activities to the extent possible. In all cases, it is
important to clearly define roles and responsibilities of on-site staff and department
headquarters staff. Back-up alternatives need to be identified as well. Training and
prior communication to staff is highly advisable. Departments should review
Administrative Bulletins 115.7, Emergency Management Plan, and 408.1, Safety Policy,
in developing their plan, as well as consider the following.
1. Advance Planning for Work Activities
A. Work Functions and Data Retention
➢ Survey work functions and work areas to determine the effect of a loss
of electrical power due to blackout
➢ Develop contingency plans, accordingly, especially for data retention
➢ Pre-determine work that can be done and work areas that can be used
during blackouts
B. Equipment Purchases
➢ Pre-purchase battery-operated fans as appropriate for temperature
mitigation and air circulation
➢ Purchase other necessary equipment, such as flashlights
C. Signs and Notices
➢ Preprint appropriate signs and notices
2. Secure Work Areas —Advance Notice of Blackouts
A. General equipment
➢ Shut off, secure, & unplug to prevent power surge damage
B. Computer equipment
➢ Save data, shut off, and unplug (surge protection)
C. Computer system servers
➢ Broadcast emergency shut down notice & shut down, if not on UPS or
generator
D. People safety
7
Account for all staff, clients, patrons, & visitors and move to save
areas; post warning notices
E. Information & Communication
➢ Turn on battery-powered radio & tune-in KCBS for updates on outages
F. Reporting
➢ Notify the Dept. headquarters re: work-site safety/hazard status
G. Records & Data
➢ Take actions to protect, preserve, & safeguard vital records and data
H. After work areas are secure:
1. Notify clients by phone regarding blackout and changes in service
availability and appointment scheduling
2. If time permits, print out material that can be worked on manually
during blackout
3. Secure Work Areas — No Advance Notice/Blackout in Progress
A. Notification
➢ Implement building notification process
I
B. Elevators
➢ Check all elevators for stranded persons & arrange rescue.
C. Walkways, bathrooms, stairwells, & entries
➢ Check all areas for trip-fall victims & arrange needed medical attention
or first aid
D. Lighting
➢ Activate emergency lighting, flashlights, battery powered lanterns, etc.
E. Equipment
➢ Check all equipment& machinery that was in operation and shut down
and secure safely
F. People safety
➢ Account for all staff, clients, patrons, & visitors and move to safe areas
➢ Post warning signs
G. Information & Communication
➢ Turn on battery-powered radio & tune-in KCBS for update on outages
H. Reporting
➢ Notify the Dept. headquarters re: work-site safety hazard status
8
4. Direct/Manage Work Operations During Blackout
A. Make appropriate arrangements for reception of clientele in safe areas
and/or post appropriate notices re: access and services
B. If not enough light to work, move employees to areas and/or other offices
that have enough natural light or battery-powered light and space
C. If work area is too warm/cold to work, move employees to areas and/or
other offices that have adequate air circulation, room temperature and
space.
D. If work area does not have adequate air circulation, employ battery-
operated fans and/or move employees to areas and/or other offices that
have adequate air circulation, room temperature and space.
E. During blackout, direct staff to:
a. resume normal work if possible
b. perform work that does not require electrical equipment, if adequate
lighting is available; e.g., sorting, filing, reading, organizing desks and
files, purging old records, etc.
F. Monitor the blackout and determine the likely duration.
G. Work release
1) assess impact of blackout on work activities and safety (taking into
account potential duration)
2) apply Administrative Bulletin 316, Timekeeping in Emergency
Situations
H. Make decisions on whether or not to close down and inform all staff
accordingly as soon as possible
1. Keep management information/decisions flowing to staff as frequently as
possible.
J. Notify department headquarters and continue updating regarding:
1) blackout duration
2) building safety
3) work operation
K. Continue to monitor building/staff/client safety
9
L. Maintain essential services by invoking Emergency/Disaster Plan(s), if
necessary
5. Closing Offices and Buildings
Departments should review Administrative Bulletin 115.7, Emergency
Management Plan, Attachment H — Authority to Evacuate, in determining the
need to Gose offices and buildings. Departments should clearly identify who
is in charge and who can make which decisions regarding building and office
closures.
A. Communication
➢ Post notices and, if possible, notify clients with appointments
➢ Instruct patrons to leave
B. Building and equipment
➢ Save data, shut down, turn off, and secure
➢ Unplug devices to prevent damage from power surge
C. Staff
➢ Issue orders to release staff
➢ Clarify for staff how to report release time off(to Payroll)
D. Security
➢ Lockup
6. Resumption of Normal Operations After Restoration of Power
Departments should review Administrative Bulletin 115.7, Emergency
Management Plan, Attachment C —Work Continuation Guidelines.
A. Communication
➢ Give all-clear notice and notify clients with appointments
➢ Take down posted notices
➢ Notify Dept. headquarters
B. Building and equipment
➢ Turn everything back on
➢ Survey safety status of building & equipment
➢ Put away emergency supplies & equipment
C. Staff
➢ Account for all staff(do head count)
➢ Assure that staff return to work activities
10
Addendum 1
Annual OSHA Elevator Testing (ANSI 17.1)
Contra Costa County
2467 Waterbird Way Martinez, CA
(925) 313-7052
Customer: Inspection Date:
Address: Inspection Month:
City: Charge #: Inspection Cycle:
Auto Restart: Permit Expiration: Type:
TEST CAR1 CAR2 CARS CAR4 CARS CAR6
Permit Number
Auto Phase 1
Phase 2
Manual Phase I
Phase 2
Door Open
Door Close
Door Sensors
Elevator Hold
Floor Cancel
Alternate Auto Phase 1
Phase 2
Audio/Visual
Emergency Phone
Smoke Detector Tested: Phase 2 Landing:
Machine Rm.Fire Extinguisher: Extinguisher Tag Date:
Emerg. Phone Answered By: Inspector:
NOTES:
Date Deficiencies Repaired: Verified By:
11
Addendum 2
Emergency Light & Exit Sign Testing
Contra Costa County
2467 Waterbird Way
Martinez, CA
Customer: Inspection Date:
Address: Inspection Month:
City: Charge#: Inspection Cycle:
Device# Location 30sec 90min Make/Model Note#
Testing performed in accordance with NFPA 101. Signature:
NOTES:
Service Call#: Issued Date#:
Tech:
12
Attachment 5
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 316.1
Date: 10-1-01
Section: Payroll & Timekeeping
SUBJECT: Timekeeping in Emergency Situations
From time to time emergencies such as flooding, fire, bomb
threats, loss of electrical power, and spills of hazardous
materials occur which may affect particular departmental
operations. In such situations, the following guidelines
apply to employee timekeeping:
1. If, in response to an emergency situation, the department
head, or responsible official at the site, indicates that
employee(s) should be released from duty for their safety,
the employee(s) will be on county time for periods during
normal work hours until the situation is rectified or
arrangements can be made so the employee (s) can reassume
their duties.
2. If an employee(s) , because of the situation, requests time off
because of personal concern or personal circumstances, the
request should be honored if departmental circumstances
permit, but the time off will be on the employee's own time.
In such circumstances, THE EMPLOYEE MAY ELECT TO UTILIZE
VACATION, COMPENSATORY TIME OR ADMINISTRATIVE LEAVE
ACCRUALS, HOLIDAY TIME, OR VOLUNTARY TIME OFF WITHOUT PAY.
3. If circumstances are such that the employee (s) cannot report
to work because of the emergency, the time off will be on the
employee's own time, as indicated in paragraph 2 above.
Usually time is of the essence when an emergency occurs. If time
does not permit discussion of proposed decisions with department
management, or central management on the part of the department
heads, the responsible on-site official should make required
decision(s) taking into account the protection of life and
property.
/s/ John Sweeten
County Administrator ❑
http://www2.co.contra-costa.ca.us/bulletins/316time.txt 12/7/01
Attachment 6
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 115.8
Date: 10-1-01
Section: General
SUBJECT: Emergency Management Plan
This bulletin sets forth policy on the development of an Emergency
Management Plan for each county department. The purpose of such
plans are to protect the health and safety of employees and persons
who visit county facilities and to provide for continuation of
essential operations during and immediately following an emergency
such as fire, earthquake, bomb-threat, public disturbance, loss of
electrical power, or hazardous material release.
I. GENERAL
A. The County Administrator has overall responsibility for
the emergency management program.
1. The Risk Management Division is responsible for
overall coordination, review and approval of
departmental plans, including recommended methods
of controlling losses.
2. The Office of Emergency Services provides advice to
departments in development of site-specific
emergency response plans.
B. Each department is to prepare and submit a copy of its
Emergency Management Plan to the Risk Management
Division.
C. Each department is to review its Emergency Management
Plan annually and update or modify it as needed.
II. PLAN DEVELOPMENT
A. Each department head is responsible for development of an
Emergency Management Plan containing the following
elements:
1. Emergency Preparedness. This describes the actions
taken by the department to prepare for an
emergency. See Attachment A, Emergency
Preparedness Survey Checklist.
2. Emergency Response. This describes the procedures
to be followed in the event of an emergency. See
Attachment B. Emergency Response Guideline, and
Attachment G. Emergency Response and Preparedness
Questionnaire.
3. Work Continuation. This describes emergency
procedures for continuation of essential county
services and operations, protection of vital records
http://www2.co.contra-costa.ca.us/bulletins/115emer.txt 12/7/01
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Page 9 of 18
6. Prevailing wind direction should be considered. Move
crosswind, not upwind, to avoid fumes.
7. Do not re-enter the building until directed to do so by
the Building Warden.
G. Loss of Electrical Power/Blackouts
In the event of an unplanned and sustained loss of electrical
power, due to inoperative transformers, downed transmission
lines or blackouts:
1. Conduct a safety check of the County buildings and offices
to protect persons, data and equipment.
2. Check darkened hallways, restrooms, stairwells, and elevators
for victims of trip/fall accidents or persons stuck in
elevators.
3. Provide any needed first aid and/or summon help to effect
rescue.
4 . Direct all staff and patrons to safe locations.
5. Post warning signs.
6. Implement emergency lighting procedures.
7. Contact the office of the Department Head, or designee,
to determine whether or not an emergency has been or might
be declared.
8. Implement the Department's Emergency Blackout Procedures.
8. Maintain services and work activities to the greatest extent
possible; see Attachment C, Work Continuation Guideline.
* See Attachment H - "Authority to Evacuate"
ATTACHMENT C
WORK CONTINUATION GUIDELINE
Guidelines for development of the work continuation element of the
Emergency Management Plan are presented here. Please note these
are guidelines and may vary from department to department.
A. Pre-Emergency Plan
1. Identify current loss control programs.
2. Identify alternate or back-up facilities and equipment.
3. Duplicate and provide off-site storage of vital records.
Determine which records, hard copy and machine readable,
are indispensable and how often they should be updated.
4. Identify a substitute chain of command or mutual
assistant agreements with personnel of other departments
http://www2.co.contra-costa.ca.us/bulletins/115emer.txt 12/7/01
Attachment 7
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DATE: September 25, 2001
TO: Supervisor Gayle B.,Uilkema
Supervisor John Gioia
Supervisor Donna Gerber
Supervisor Mark DeSaulnier
Supervisor Federal D. Glover
FROM: . Scott Tandy, Chief Assistant County Administrator
SUBJECT: COOL HAVEN
With the transition of the seasons, I requested an update from Employment and Human
Services on the utilization of facilities used as cooling centers as part of the Board of
Supervisors' summer strategy to assist frail seniors with health problems. A total of 13
facilities were identified around the County and participated as cooling shelters. A thank
you letter will be prepared for the Board Chair to sign to thank those involved.
As you can see from the report, Contra Costa County was fortunate to have had a
relatively mild summer and was not subject to further blackouts as a result of the energy
crisis over the summer.
Attached is a copy of the full report of September 11, 2001 from Employment and
Human Services Department.
ST/amb
Attachment
cc: John Sweeten, County Administrator
John Cullen, Director, Employment & Human Services
CONTRA COS'T'A COUNTY
AGING AND ADULT SERVICES
A Bureau of the Employment and Human Services Depardnent
2530 Arnold Drive Suite 300
Martinez,CA 94553
Date: September 11, 2001
To: Sharon Johnson
Deputy Director
From: Scott Danielson
Staff Assistant
Subject: Cooling Shelters
Per your directive,the following is a report on the chronology of the development and
implementation of the establishment of cooling shelters throughout Contra Costa County
this summer.
In May 2001,the Contra Costa County Board of Supervisors directed several county
departments to develop a strategy to publicize the availability of sites throughout the
county where frail seniors,and others with significant health problems who are at risk
from the effects of excessive summer heat can be sheltered in the event of rolling
blackouts or lack of air conditioning at home.
Working in coordination were the county Departments of Health Services,Employment
and Human Services/Aging and Adult Services Bureau,the Office of Emergency
Services, Sheriffs Dept., Contra Costa Television, local print and news media and
identified Senior Centers and Nutrition sites.
As a result of various meetings and efforts on the part of many county staff and personnel
from allied agencies throughout the county,the following sites were identified as Cooling
Shelters:
EAST COUNTY SITES
Antioch Senior Center
Ambrose Center
Bethel.Island Scout Hall
Oakley Senior Center
CENTRAL COUNTY SITES
Concord Senior Center
Walnut Creek Senior's Club
San Ramon Senior Center
Martinez Senior Center
WEST COUNTY SITES
San Pablo Senior Adult Center
Hercules Senior Center
Pinole Senior Center
Open House Drop In Center(El Cerrito)
Richmond Senior Center
Many sources of information were used to inform and educate the community on the
seriousness and scope of potential rolling blackouts,high summertime temperatures,and
the effects of heat on people who are at risk. The Aging and Adult Services Bureau
published articles in the age page of the AAA Newsletter on Summer Safety Tips for
Home,Heat and Health.This newsletter reaches 5000 seniors countywide. Literature and
information were made available at the various Senior Centers,Contra Costa Television
provided public service information to those watching CCTV programs including the
programs directed at the senior viewing.audience.
In late July and early August;the identified cooling shelters were polled to see how many
people had sought specific respite from the heat at the shelters. Due to the relatively mild
summer,only three shelters reported that they had people using the center specifically for
heat relief. All the Senior Centers polled stated that their doors were open everyday and
that it was difficult to determine the exact number of people who specifically came to the
shelter seeking relief from the heat as opposed to those who attend routine meetings,and
/or take part in center activities. The Ambrose Cerner reported one person who came
specifically for respite from the heat. The San Ramon Senior Center stated that they
serve 4000 people a month and that attendance increased by one third when temperatures
hovered in the mid to high nineties. However,the other sites in Central and East County
reported no significant increase in regular attendance from day to day or week to week
during the months of June,July or August.