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MINUTES - 12162003 - C44-C53
TO: BOARD OF SUPERVISORS FROM: William Walker, M.D., Health Services Director' 4- Contra By: Jacqueline Pigg, Contracts Administrator Costa DATE: December 3, 2003 `l&County SUBJECT: Approval of Standard Agreement (Amendment) #29-772-11 with the State DepartmentTof Health Services SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDED ACTION: Approve and authorize the Health Services Director, or his designee (.Milt Camhi), to execute on behalf of the County, Standard Agreement (Amendment) #29-772-11 (State#96-26103, 13) with the State Department of Health Services (DOHS), effective August 1, 2003, to decrease the Payment Limit by $137,523 to a new total Payment Limit of$419,349,951 and to make technical adjustments to the Agreement, for the Medi-Cal Local Initiative Health Plan. FISCAL IMPACT: , This Amendment will decrease the Payment Limit by $137,523 to a new total of$419,349,951, for the Medi-Cal Local Initiative. No County funds required. BACKGROUND/REASON(S) FOR RECOMMENDATION(S): On November 19, 1996, the Board of Supervisors approved Standard Agreement #29-772 (as amended by subsequent Amendments #29-772-1 through #29-772-10) with the State of California for the Medi-Cal Local Initiative Health Plan, for the period from October 1, 1996 through March 31, 2004. Approval of Standard Agreement (Amendment) #29-772-11 will decrease the amount of fiinding for the Medi-Cal Local Initiative, make technical adjustment to the Agreement and allow the County to continue providing services, through March 31, 2004. Four certified/sealed copies of this Board Order should be returned to the Contracts and Grants Unit for submission to the State. CQNTINUEQ ON ATTACHMENT: YI A _ 'RECOMMENDATEON OFC UNTY ADMINISTRATOR R {3MMENDATIOIV OF BOARD COMMITTEE --,_,-APPROVE OTHER r Jr' REQ ACTION OF BOARD01N .a APPROVED AS RECOMMENDED` OTHER f VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS (ABSENT AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ASSENT: ABSTAIN: OF SUPERVI )ORS ON THE DATE SHOWN. r ATTESTED ,I HN SWEETEN,CLERK OF THE BOARD p OF Milt Camhi (313-6004) SUPERVISORS AND COUNTY ADMINISTRATOR Contact f"erSt7tt: ; CC: State Dept. of Health Services Health Services Dept. (Contracts) BY � � -�..r-� DEPUTY TO: BOARD OF SUPERVISORS FROM: Contra Walker, M.D. , Health Services Director ' By: Jacqueline Pigg, Contracts Administrator Costa DATE: December 3, 2003 f"OUnty SUBJECT: ti+ • Approval of Contract #28-644-3 with Golden Rain Foundation SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION(S) : Approve and authorize the Health Services Director, or his designee (Wendel Brunner, M.D. ) to execute on behalf of the County, Contract #28-644-3 with Golden Rain Foundation, a non-profit corporation, in an amount not to exceed $4, 550 to provide congregate meal services for County' s Senior Nutrition Program, for the period from July 1, 2003 through June 30, 2004 . This contract includes a three-month automatic extension through September 30, 2004 . FISCAL IMPACT: No County funds are required. BACKGROUND JREASON(S) FOR RECOMMENDATION(S) : This Contract meets the social needs of the population of the County by providing an average of 250 meals per week, for senior citizens at the Golden Rain Dining Room in Walnut Creek. Under this Contract #28-644-3 Golden Rain Foundation will provide congregate meal services for County' s Senior Nutrition Program through June 30, 2004 . N 1 Y I T _. ,--RECOMMENDATION OF CO NTY ADMINISTRATOR ! RE MMENDATION OF BOARD C MMITTEE -•APPROVEOTHER �f I NAT RE ACTION OF BOARD O ,, APPROVED AS RECOMMENDED ,4 8 VOTE OF SUPERVISORS ar I HEREBY CERTIFY THAT THIS IS A TRUE I UNANIMOUS (AI3 SENT*' AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTEb_m �� ,d =� JOHN SWEETEN,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR Contact Person: Wendel Brunner, M.D. (313-6712) CC: Health Services (Contracts) Golden Rain Foundation BY DEPUTY _._. ......... ......... ......... ............................... _ ........ ........ ..............._......... ....... ....... .......... ................ TO: BOARD OF SUPERVISORS FROM: MAURIC'E M. SHIU, PUBLIC WORKS DIRECTOR DATE: December 16, 2003 SUBJECT: FY 2004/2005 Community Development Block Grant Application Project No.: 0676-6P1028 SPECIFIC REQUEST(S)OR RECOMMENDATIONS)&BACKGROUND AND JUSTIFICATION 1. Recommended Action: APPROVE and AUTHORIZE the Public Works Director to submit a Community Development Block grant Application to the Community Development Department in the amount of$203,200 for Fiscal Year 2004/2005 for the North Richmond Sidewalk Reconstruction, North Richmond area. (20% Local Match Funds) (District 1) _y Continued an Attachment: X SIGNATURE: _ RECOMMENDATION OF BOARD COMMITTEE DROVE OTHER SIGNATURE(S): ACTION OF BOAR O 4,vn,.3 APPROVED AS RECOMME,NDED.ec OTHER 1� 1 hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board VOTE OF SUPERVISORS of Supervisors on the date>>shown. UNANIMOUS(ABSENT AYES: NOES: f s ABSENT: ABSTAIN: ATTESTED: JOHN SWEETEN, Clerk of the Board of Supervisors G:\Gr '> :1GrpC'fatalTransEng120d3180-TE1t30 for CABG Grant#2 04-05.dac and County Administrator Orig.Div: Public Works(TE) Contact: A.Schaal—Tel.313-2234 cc: J.Bueren,Deputy PWD - Public Works Accounting By �� ' - , Deputy ................................. ..............................I........................................................ 4w' SUBJECT: FY 200412005 Community Development Block Grant Application DATE: December 16, 2003 PAGE: 2 11. Financial Impact: There will be no financial impact to the General Fund. All of the projects will be funded through Community Development Block Grant Funds, Road Funds,and/or Redevelopment Agency Funds. Ill. Reasons for Recommendations and Background: Applying for and obtaining grants allows the County to construct more improvements than would be possible without obtaining grants. The North Richmond Sidewalk Reconstruction project consists of reconstructing various sections of sidewalk in the North Richmond area. The sidewalk reconstruction is needed to facilitate the movement of people in wheel chairs, and pedestrians along the streets of North Richmond. IV. Consequences of Negative Action: Failure to approve the submittal of these applications will eliminate a potential funding source and delay the sidewalk reconstruction. TO: BOARD OF SUP'E'RVISORS - CONTRA FROM: Michael G. Ross, COSTA rttm Animal Services Director - .xCOUNTY ATE: December '16 � � """� D , 2003 117 SUBJECT: Contract for Veterinary Care of Animals SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: APPROVE and AUTHORIZE the Animal Services Director, or designee, to execute a four year contract with Richard Bachman, dba Northtown Animal Hospital, in an amount not to exceed $1,200,000 for continued development and support of veterinary care services for animals at the County's animal shelters and for surgical and vaccination clinic services at the County's Spay/Neuter Clinic, for the period January 1, 2004 through December 31, 2007. BACKGROUND: The proposed contractor has been providing the expanded veterinary evaluation and treatment of animals in the County shelters, required by law. The contract provides for a veterinary medical director and veterinary staffing, on an as needed basis. This contract further provides for increased staffing for the County's low-cost spay/neuter clinic. Surgical staffing will be provided for the clinic during absences of County-employed veterinarians, as well as when there are shortages of qualified veterinarians available on a regular full-time or part-time basis. FISCAL IMPACT: The cost of the contract for FY 03-04 is $241,500. The revenue to support the contract is provided in the Department's budget. A four-year contract will provide stability of service provision for the Department. CONTINUED ON ATTACHMENT: SIGNATURE: V ,-' RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE fCPPROVE OTHER SIGNATURE(S):4� r ', ACTION OF BOARV N `' � APPROVED AS RECOMMENDED IS H " VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT�ilc�U_ AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. Contact:Animal Services Dept.(6-2935) C.C.: CAO ATTESTED t'✓(L%e" ?' ' I` f John Sweeten,CLERK OF THE BOARD OF SUPERVISOR AND COUNTY ADMINISTRATOR Contra Costa County I/ TO: BOARD OF SUPERVISORS rev .� FROM: Dennis M. Barry, AICP Community Development Director DATE: December 16, 2043 SUBJECT: Transportation Demand Management Program — Pleasant Hill BART Station Area SPECIFIC REQUEST(S) OR RECOMMENDATIONS(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS APPROVE&AUTHORIZE the Director of Community Development or his designee to execute a contract with the Contra Costa Centre Association for Transportation Demand Management services, Pleasant Hill BART Station Area, in an amount not to exceed$240,000 for the fiscal year beginning July 1, 2003 through June 30, 2004; and ACCEPT the Contra Costa Centre 2003 Employee Commute Survey Results. FISCAL IMPACT The commercial property owners at Pleasant Hill BART have voted to approve the formation of a County Service Area to fund mandated Transportation Demand Management services in the area. The County Service Area assessment generates approximately$1 90,000/year(Fund 247600). In addition$25,000 will be funded by the County from general revenues generated at Contra Costa Centre. An additional $25,000 from fund 111240—Pleasant Hill BART Transit Planning is incorporated into this contract for a special project related to establishment of a city car share program. CONTINUED ON ATTACHMENT: X YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR E OMM ATION OF BOA COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON 3XL, APPROVED AS RECOMMENDED�OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A UNANIMOUS (ABSENT „ ) TRUE AND CORRECT COPY OF AN AYES: NOES: ACTION TAKENAND ENTERED ON THE MINUTES'OF THE BOARD OF ABSENT: ABSTAIN: SUPERVISORS ON THE DATE SHOWN. Contact: Jim Kennedy 335-1255 orlg; Redevelopment cc: County Administrator's Office ATTESTED ' ' County Counsel JOHN SWEETEN, CLERK OF THE Auditor Controller BOARD OF SUPERVISORS Community Development AND THE COUNTY via: Redevelopment Agency ADMINISTRATOR Contra Costa Centre Association j .. EPUTY HAPersonal\Board Orders and Greenies\BOAkb.T0M.12.03.doc L✓. IIl BACKGROUND/REASONS FFR RECOMMENDATIONS Contra Costa County has required a Transportation Demand Management(TDM)program for the Pleasant Hill BART Station Area since 1986 to encourage the use of'alternative modes of transportation by station area employees in order to mitigate the traffic impacts resulting from the development of the area.The County has entered into an agreement with the Contra Costa Centre Association to manage the TDM program for the Pleasant Hill BART Station Area each year since 1990. The property owners in the Pleasant Hill BART Station Area voted to approve a County Service Area with an annual assessment to fund TDM. In addition the County retains funds from a prior assessment proceedings for special projects related to transit planning implementation. These funds are incorporated into the contract for vanpool replacement, transit fairs, and initiation of a City Car Share Program. The program offers commute alternative services to station area employees. While there is no mandate requiring participation by employers or any penalty for nonparticipation,the area employers and their employees have been highly participatory in the program:. The TQM goals for the program have consistently been met. The Contra Costa Centre completed a survey of area employees in May,2003(copy attached). Consistent with past performance, over 30% of the area employees travel to work via alternative modes (transit, carpools, vanpools, bicycle, walk, telecommute, etc.j. The project agreement for 2003-2004 covers a 12-month period from July 1, 2003 to June 30, 2004. It continues funding for operating vanpools, for operation a noontime shuttle service to nearby commercial areas, for on-site transit ticket sales, and for marketing and information programs. H:\Personal\Board orders and Greenies\BOARD.TDM.12.03.doc C/; elk ia 1 CONTRAOTA CENT C S RE EMPLOYEE COMMUTE SURVEY RESULTS 2003 t 4 ' I o , The Contra Costa CmWe Business Park Is located at tate Pleasant Hill Bart Station. r 1350 Treat Boulevard,Suite 180 s Walnut Creek,CA 94597 ■ Tcl; 925.935.6337 ■ Fm 925.935,1407 ccca@contmcostaccntre.com ■ www.contracostacentre.com _ _ _ .. rot �IT{j5�,��3w,�.�a � 2e H �� This report contains the results of your employee commute survey,.conducted during the week of May 19,2003 through May 23,2003. The information collected can be used to better understand how your employees get t6-work and why they choose specific modes. The results are useful for planning and focusing efforts on strategies to encourage.fhe use of carpools,transit, telecommuting and other options that reduce drive-alone trips to work. The contents,of this report are divided into five sections: t fj Employees 421$ Surveys completed 1829 Response Rate: 43% 1 (1)How Employees Get to Work. . . . . . . . . . . .. . . . . . ..Pages 1-2 Tables 1 and 2 provide information on travel mode. (2)Commute Distance and Time. . . . . . . . . . . . .. . . . . . . . . . .Pages 2-3 Tables 3 through 5 provide information on travel .. istance and start times. (3)Factors.that influence Mode Choice. . . . . . . . . .. . . . . . . . .Ps es 4-6 Tables 6 through l l provide information on why employees choose specific modes 06 and what factors might influence future decisions. (4)Employee Home Locations. . . . . . . . . . . . . . Pages.7-14 06 Table 12-13 list of employee zip codes.and cities.Table 14 lists,all participants. (5)Questionnaire. . . . . . . . . . . . . . . . . . . . . . . .Pages 15-16 This section contains a copy of the questionnaire for your reference. Many factors influence your employees'commute mode choices. To develop abasic understanding of commute patterns at your site consider the data on commute distance,home location,work schedules,employee attitudes,etc.in the context of your work site location, employee demographics-and corporate culture. ........ ...... .... ..... _... ..... 1 ! Section 1:How Emnl©uses Get To Work ! question:MOW DID You,TRAVEL To WORK DURING THE SUR VEY WEEK?(Tables I and 2) To develop effective strategies to encourage the use of commute i alternatives,you need to understand how your employees currently commute. ! •Table 1 shows the aggregated commute mode for Monday through Friday of the survey week. •Table 2 provides a detailed breakdown of employee commute mode for each day of the survey week. Your goal is to reduce the drive-alone rate and increase the use of commute alternatives. Your impact on congestion,parking and pollution will be greatest by getting commuters into modes such as transit,walking and bicycling that do not involve bringing a vehicle. Look for commute alternatives that seem to be under-used. Which commute alternatives are currently most popular? Employee commute distance(table 3)and home location(table 12)may help to explain employee commute mode choices. What services and incentives can you offer to increase the use of each alternative mode? Does employee ` commute mode vary significantly from day to day? 1f so,consider how you can reduce the drive alone rate on days that it is higher than normal. Table 1:Commute Mode Monday through Friday Combined Made Number Percent Drive alone 6188 69% Ca Tool(2-6 people) 1044 12% Vanpool 7-15 eo le) 106 1% r Public Transit 1235 14% Club bus/bus of 17 0% Motorcycle/Moped 34 0% (� Bicycle 69 1% Walk 221 2% Other 0 0% Compressed work week day off 10 0% Work at home/telecomimute 33 0% t Time off 32 0% Work or travel off-site 18L--011)o__ + Total _ 9007 1 100% `1 N Page 1 ! _ _ . ............................... Table 2: Daily Commute Modes Mode Mon Tue Wed Thu Fri Drive alone 69% 69% 69% 68% 68% CaTool(2-6 people) 11% 12% 12% 12% 12°fo Van ooi(7-15 peo le) I% 1% 1% 10/0 1% Public Transit 13% 14% 13% 14% 14% Club huslbus l 0% 0%0 0% 0% 0% Motorcycle/Moped 0% 0% 0% 0% 0% Bic cle 1% 1% 1% 1% 1% Walk 3% 2% 2% 3% 3% Other 0% , 0% 0% 0010 0% Com ressed work day off 0% 0% 0% 0% 0% Work at home/telecommute 0% 0% 0% 0%1 1% Time off 0010 0% 0% 0% 1% Work or travel off-site 0% 0%1 0 0% 0010 Total 100% 100% 100% 100% 100,1/0 Section 2:Commute Distance and Time Quesdon: WHAT IS THE DISTANCE ONE-WAY FROM YOUR HOME TO YOUR WORK SITE?(Table 3). Commute distance often detennines the types of commute alternatives that are most appropriate for your employees. Employees who live within 5 miles of the work site are good candidates for walking, bicycling,and transit. Medium distance commuters,who travel from 6 to 20 miles to work,are good candidates for transit and carpooling. Vanpooling,carpooling,and telecommuting may be good commute alternatives for long distance commuters who live more than 20 miles from the work site. Table 3 Distance Traveled to Work Distance Number Percent 0-5 miles 422 24% 6- 10 miles 274 15% 11 -20 miles 448 25% 21 or more miles 636 36% Total 1780 10€% Page 2 E COMMUTE MODE BYDISTANCE TRAVELED TO WORK (Table 4) Table 4 shows a breakdown of commute mode for each distance range. Look at the relationship between commute distance and commute mode for your work site. Do most employees live close to the work site? How does the drive-alone rate change at different distances? In planning your trip reduction program,focus on the distance ranges with the most employees(Table 3)and the highest drive-alone rates(Table 4). Once you identify target groups,consider which services and incentives would be most appropriate for the employees in these groups. Table 4:Commute Mode by Distance One-Way W tknce 0-5 miles 6-10 miles 11-20 mil 21+miles Drive Alone 72% 82% 74% 60% carpool 10°10 11% 13% 15% Transit 5% 5% 12% 24% Other 1.1% 1% 0% 1 1% Total 100% 100% 100% 100% Question: WHAT TIME DID YOU NORMALL Y S TA R T WORK DURING THE SURVEY WEEK?(Table S) It is common for most employees to start work between 6 a.m.and 10 a.m. Two strategies can be used to reduce congestion. One is to move trips out of the peak period by allowing employees to flex their schedules toward the early or late end of the peak;the other is to concentrate arrival times to make shared rides more likely. Carpooling rates are normally higher during the"peak of the peak"(e.g.,7:00 to 9:00 am). A high concentration of employees arriving during the peak of the peak may increase carpool matching potential at your work site. Table 5:Start Work Times Time Number Percent 12:00-5:59 am 63 3% 6:00-6:59 am 173 9% 7:00-7:59 am 537 29% 8:00-8:59 am 818 45% 9:00-9:59 am 155 8% 10:00-11:59 prn 83 5% Total 1 1829 100% P, F Page 3 ! _.. .. . _...._ ......... ......... ......_. . ....... ......... ............ ._..._.... ._......_._. ......... ......... ............_.. _._ _ ............ ..__....... ......._. ......... 70 Section 3: Factors That Influence Mode Choice Question: WHAT FACTORSARE MOST IMPORTANT TO YOURV CHOOSING YOUR MEANS OF TRANSPORTATION TO WORK? (Table 6) 00 This information can help you to understand the factors that motivate your employees'commute mode choices. You can use this to help develop your marketing and education efforts. Are there ways to present commute alternative options in response to the factors that your employees consider important? For example,if travel time is important you could highlight the time saving advantages of carpool lanes. If cost 00 is important drive alone commuters may not understand what it actually costs to drive alone;educating employees about the true costs of driving ..ma�k is an appropriate and effective way to encourage carpooling and transit WWI use. Table 6 Mode Choice Factors Reason Number Percent Travel Time 1212 27% Cost 742 16% 00 Convenience/Flexibility 1282 28% Comfort and Safety 451 10% Reducing pollution,conservin energy 184 4% Ability to make stops en route 424 90/0 Stress 231, 5% Total 1 4526 100% LAW Question:IF YOU USUALLYDRIVEALONE TO WORK, WHATIS ' PREVENTING YOU FROM USING A COMMUTE ALTERNATI VE? (Table 7) ! $ This question asks solo drivers why they don't use commute alternatives. You could use this information to offer services that help to eliminate these obstacles. For example,if many employees are concerned that they will not be able to get home in an emergency,you can offer a guaranteed ride home service. If employees say that it is difficult to find others with whom to share a ride,think about how you can enhance ridematching access.Contact CC CAN for Guaranteed Ride Home or Ridematching assistance. ORW d 4 Page 4 _. _. _ ........................................ __ ........ ............. ._...._.... ....._.... .._.._... ......... ............._... _ __. . _.. ._... . . ....... ......... . .............._... ............................... Table 7 Disincentives to Commute Alternatives Use For Drive-atone Commuters Reason Number Percent Transit service is not adequate 449 14% 06) Difficult to find others to rideshare 319 10% Work late irregular hours 607 19% 00) Cannot get home in an eine ency 487 16% Of Poor Bicycle/Pedestrian access 22 1% ' Use ipy car on the job 266 9% Need to make stops en route 461 15% Prefer to drive m own car 513 16% 00) Total 3124 100% 00 Question:IF YOU USIUALLYDRIV'EALONE TO WORK, WOULD ' YOUBE WILLING TO USE ANY OF THE FOLLOWING COMMUTE ALTERNATIVES ONE OR MORE DAYS PER WEEK? 1 (Table 8) This question tells you which commute alternatives your employees are ° most willing to consider. Use this information to develop incentives and a services to promote the most popular alternatives. For many employers, 00 the most common answer is carpooling. Facilitating carpooling means matching employees and helping them to overcome obstacles to 001) ridesharing. If transit use seems to have good potential,making route and 00 schedule information available,selling passes on-site and/or subsidizing transit passes will encourage employees to use transit. 000 ' Table 8 000 Potential Commute Alternatives For Drive-alone Commuters 00, Mode Number Percent Carpool 503 28% 00) Van ool 244 14% ' Transit 354 20% Bike 181 10% 00 Walk 107 6% 00 Telecommute 414 23% TOW 1803 100% t A 00 001 Page 5 ........_ ......... ......_.. .. . ........ ............. ......... .._...... ......... ......... ......... ._..._._. _ .......... .............. _........ ......... ......... ......... ....................................................... Question:IF YOU USUALLYDRIVEALONE TO WORK, WHICH OF THE FOLLOWING INCENTIVES WOULD ENCOURAGE YOU TO USE A COMMUTE ALTERNATIVE? (Table 9) Here drive-alone commuters reveal what it would take for them to consider a commute alternative. Since you will not be able to offer all incentives which interest employees,focus on those that will reduce the greatest number of drive alone trips. Match these responses with other information,such as the modes individuals are most interested in trying and commute distance. t Table 4: Incentives for Drive-alone Commuters to Use Commute Alternatives Incentives Number Percent CagmVYanpool/Transit Subsidies 569 24% Bicycle lockers/showers at work 101 4% Flexible work hours 286 12°% On-site services e. .ATM Machine) 77 3% Guaranteed ride home in an emergency or overtime work 503 21% t Awards/ rites 209 9%a Transit ticket sales and information at the worksite 163 7% Shuttle from transit station to work 174 7% Prefegjj2arking for clean fuel vehicles 53 2% Electric chaEging facility at work 23 1% Preferred parking for ca dols/van dols 83 3% Assistance findin a carpool/van of 149 6% f Total 2390 100% Question.IF YOU DRIVE ALONE TO WORK,HAVE YOU EVER USED A N AL TERNA TI VE COMMUTE MODE BECAUSE IT WAS SPARE THE AIR DAY?(Table ISI) This question is designed to measure the impact of regional Spare the Air alerts within your company. Table 10:Spare the Air Declaration impacts Number 1percent Yes 419 29% j No 10111 71% Total 1 1430 100% r f Page 6 l ......... ......._. ......... ......... ......... ......... ......... ........_.._. .. . . ....... ........ ............ ....._.._... ................_..._....... .__....._. ....._... ......... ......... .......... .......... Gam-. Question:DO YOU TAKE TRE CONTRA COSTA CENTRE NOON SHUTTLE TO THE COUNTRYNWOOD SHOPPING CENTER? (Table 11) j Are employees utilizing the Countrywood shopping center shuttle service and how often? Table 11:Shuttle Number Percent 1 to 10 times a month 326 67% 10 to 20 times-Er month 157 32% over 20 times r month 5 1% Total 1 4881 100% i i Section 4: Employee Hoche Locations Horne location obviously has a strong influence on employee commute mode. Table 12 shows employee home zip codes for all survey respondents. This information is useful for identifying clusters of employees who could form carpools and vanpools. You can also identify appropriate transit information based on where clusters of employees live I. (e.g., bus routes)and make that information available. You might want to plot the data on a zip code map(available from CC CAN). i Table 12:Respondents' Rome Zip Codes i Home Zi Code Number Percent 94565 155 9% 94521 105 6% 94523 80 4%n 94509 . 76 4% 94597 75 4% 94553 69 4% 94520 64 4% 94596 61 3% 94518 50 3% 94531 49 3% 94598 45 3% 94519 36 2% 94583 36 2% 94591 34 2% 94561 31 2% 94549 28 2% 94526 27 2% 94510 24 1% 94589 23 1% Page 7 _......_. ......... ......... ......... ......... ......... ................................................................................... . ............ ......._. ...__......_.........._.... ........ .............._............._........ _....._.. _..._.... .._...._..._...._. 94517 20 1% 94513 20 1% 95687 18 1% 94595 17 1% 94547 17 1% 00 94506 16 1% 00 94588 16 1% 94803 16 1% 94501 15 1% 00 94534 14 1% 94563 14 1% 00 94122 14 1% 00, 94585 14 1% 94568 13 1% 94112 13 1% 94533 12 1% 010 94546 11 1% 94578 11 1% 94116 11 1% 94507 11 l% 94015 11 1% 94806 10 1% 94566 10 1% i 94608 10 1% 94080 10 1% 94611 9 1% 94564 9 1% 95688 9 1% 04-0 94536 9 1% 94805 8 0% 94590 8 0% 94555 8 0% 94115 8 0% I op 94544 7 0% 94556 7 0% 94610 71 0% 00 94580 7 0% 00 94541 7 0% 94110 7 0% 94602 7 0% 94901 6 0% 00 94703 6 0% 94+619 6 0% 94109 6 0% 94558 6 0% 94538 61 0% 'i 010 0 Page 8 row 94131 5 00/a 94609 5 0% 94114 5 Oa�n 94044 5 00 94801 5 00/a 94525 5 0% 94117 5 00/0 94118 5 0% ! 94804 5 0% 94577 4 0% 94552 4 0% 1100 94587 4 0% 94014 4 0% 10 94530 4 0% 94706 4 % 94601 4 % 94502 4 0% 94066 4 0% 94705 4 0% 94579 4 0% 94560 4 0% 94704 4 0% j� 94514 4 0% 94010 4 0% 94550 4 0% 94105 3 0% 94708 3 0% 94134 3 0% A 94605 3 0% 94707 3 00/0 95376 3 0% 95620 3 00,/0 94503 3 0°J0 �� 94606 3 0% 94403 3 0!`0 0 94111 3 0% 94551 3 0% 94947 3 0% 95662 2 0% 94618 2ML 0010 94108 2 0% 95125 2 0% 94542 2 0% M 94702 2 a% 95835 2 0% 95337 2 0% Page 9 # P # 94545 2 0% 94904 2 0% # 94903 2 0% 94612 2 0% 94945 2 0% 1 94401 2 0% # 95336 2 00/00 94123 2 0% R 94960 2 0% 94070 2 0% ► 82 2 0% 94928 1 O% 94065 1 0% 95135 1 0% 95843 1 0% 94025 1 0% 1 95116 I 0% 1 95751 1 0% 95206 1 00/0 354 1 0% ► 94592 1 0% 1 95404 1 0% 94301 1 0% 1 95762 1 0% 1 94656 1 0% 94570 1 0% 95417 1 0% 95358 1 0% 458 94850 1 0% 94621 1 0% 9450 1 0% 1 95020 1 0% 24607 1 0% 94925 1 0% 91214 1 0% ! 95207 91001 0 M 95035 1 4010 94404 1 0°0!0 t 94594 1 000 1 94548 1 0% 92517 1 0% # 95118 1 0% ► 94303 1 0% 95625 1 0% # Page 10 # i ZIP ! 94567 I Oo fn 95476 1 0% 94941 1 0% 95627 1 0% 94539. I 0% ! 94132 1 0% 94308 ! 0% 94511 1 0% 94571 i 0% 1 95148 I 0% 94522 I 0% 94133 1 0% 95377 1 0% 95624 1 0% 95305 1 0% 95112 1 0% 94524 .1 0% 941.21 i 0% t 94024 1 0% 95134 1 0% 94954 i 0% 78703 i 0% 94529 I 0% 94061 i 0% 95831 i 0°1n 94641 1 0% 94607 1 0% 94124 1 0% 94089 1 0% 94127 1 0°1n 94710 1 0°1n 9426 1 0n1° 94593 1 00n 94537 1 0% 95054 1 0% 157 1 0% 94102 1 0°fo 1 95304 I 0% ` 94018 . 1 0% 94130 1 0°1n ► 95829 1 0°1n ► 95826 1 0% 94572 1 0% To#al 1829 100% i Page 17 e �4 Zip to home city conversion Table 13 City INumber lPercent CONCORD 258 14°x'0 00 PITTSBURG 155 9% 00 VAALLEJO 141 8% ANTIOCH 125 7% WALNUT CREEK 125 7% 00, SAN FRANCISCO 99 6% PLEASANT MILL 80 4% PACHECO 69 4% OAKLAND 52 3% 010 RICHMOND 44 2% DANVILLE 43 2% PLEASANTON 39 2% SAN RAMON 36 2010 00 HAYWARD 33 2% OAKLEY 31 2% LAFAYETTE 28 2% VACAVILLE 27 2% BERKELEY 27 2% FAIRFIELD 26 1% FREMONT 25 1% BENICIA 24 1% BRENTWOOD 20 1% CLAYTON 20 1% ALAMEDA 19 1% SAN LEANDRO 19 1% RODEO 18 1% UNKNOWN .17 1% OR.INDA 14 1% SUISUN CITY 14 1% ITALY CITY I 1 1% ALAMO I 1 1% EMERYVILLE 10 1% SAN RAFAELL 10 1010 SOUTH SAN FRANCISCO 10 1% PINOLE 9 1% MORA.GA 8 0% SAN JOSE $ 0% LAM SAN LORENZO 7 0% LIVERMORE 7 0% SACRAMENTO 6 0% NAPA 6 0% SAN MATED 6 0% Page 12 NOVATO S 0% PA.CIF'CA5 001a CROCKETT 5 0% EL CERRITO 4 0% NEWARK 4 0% 00 BURLINGAME 4 0010 09 BYRON 4 0% MANTECA 4 0% so COLMA 4 0% 00 SAN BRUNO 4 0% UNION CITY 4 0% VERNALIS 3 0010 DIXON 3 0% PALE}ALTO 3 0% 00 REDWOOD CITY 2 0% STOCKTON 2 0% 10 SAN ANSELMO 2 0% 00 SANTA CARLA 2 0% ORANGEVILLE 2 0% 06 TRACY 2 0% 00 EL DORADO HILLS 1 0% CORTE MADERA 1 0% 'PETALUMA 1 0% SANTA ROSA 1 0% LOS ALTOS 1 0010 ELK GROVE 1 0% MLVLY 1 0% RICHMOND 1 0% ELMIRA 1 0% RIO VISTA 1 0% 1 ' SONOMA 1 0% MODESTO 1 0% POPE VALLEY 1 0% ROHNERT PARK 1 0% KENSINGTON 1 0% SACRAMENTO 1 0% EL GRANADA 1 0% BETHEL ISLAND 1 0% BRANSCOMB 1 0% ESPARTO 1 0010 BIG OAK PLAT 1 0% GIL.ROY 1 0% SUNNYVALE 1 0% MENLO PARK 1 0% MILPITAS 10010 Total 18291 100% Page 13 Le ..............I.......................................................................................................... .................................................- .................................................................................... 00, i Ole List of all Contra Costa Center Participants Table 14 Contra Costa Centre #of nse# Response %of total expo Com antes Employees rate res uses 01* Renaissance Club Sport 250 124 50% 7% Treat Towers 800 352 44% 19% John Muir/Mt.Diablo Health Systems 340 156 46% 9% Bank of The West 600 353 59% 19% P 7W Urban West 299 130 43% 7% 0 Pacific Plaza 700 251 36% 14% Embassy Suites 132 26 20% 1% 00 Station Plaza 142 121 86% 7% PMI Soo 178 36% 10% Vodafone Plaza 360 131 36% 7% Treat Plaza 95 7 7% 0% Total 42181 18291 Avg 43% 1 100% OW LIM, 71W Aft OW 00 FIRW Page 14 Ah Contra Costa Centre Association Commuter Survey—.2003 Company name: _ Phone number: 1. What is your home postal ZIP code? } 2. What is the distance one-way(in miles)from your home to your primary work site? Miles 3. What time do you usually start work? ❑ Before 6 am ❑ 8:00_8:59 am I ❑ 6:00—6:59 am ❑ 9:00—9:59 am 1 ❑ 7:00—7:59 am ❑ 10 am or later 4. How do you usually travel to work each day of the week? Please write the appropriate 00, letter for each day of the work week. (One letter per line.) If you used more than one means of transportation during the trip to work,choose the letter that accounts for the longest distance of Ole your trip. AWL Monday Tuesday Wednesday Thursday Friday i - A. Drive alone H. Walk B. Carpool*(2-6 people) I. Compressed work week day off C. Vanpool(4-15 people) J. Work at home/telecommute D. Public Transit K. Time off E. Club bus/buspool L. Work or travel off-site F. Motorcycle/Moped G. Bicycle ' *Carpools may include employees who work for different employers and children going to school/day care as long as they are in the vehicle for the majority of the commute trip. 5. What factors are most important to you in choosing your means of transportation to work?(Select up to 3) i ❑ Travel Time ❑ Ability to make stops en route ❑ Cost ❑ Stress ❑ Convenience/Flexibility ❑ Comfort and safety ❑ Reducing pollution, conserving energy f 6. If you usually drive alone to work,what is preventing you from using a commute alternative such as ridesharing,transit,bicycling or walking? (Select up to 3) ❑ Transit service is not adequate ❑ Use my car on the job ❑ Difficult to find others to rideshare ❑ Need to make stops en route ❑ Work late or irregular hours ❑ Prefer to drive my own ear Cannot get home in an emergency AAL ❑ fool bicycle/pedestrian access Page 15 AL e�! 7. If you usually drive alone to work,would you be willing to try any of the following commute alternative one or more days per week?(Select all that apply) Carpool Vanpool Transit Bike Walk —Telecommute 8. If you usually drive alone to work,which of the following incentives would encourage you to use a commute alternative? (Please check up to three reasons) ❑ Carpoot/Vanpoolftransit financial ❑ Preferred parking for clean fuel vehicles incentives ❑ Electric charging facility at work ❑ A Guaranteed Ride Home for ❑ Preferred parking for carpoolslvanpoals emergencies or overtime work ❑ Assistance finding a carpool/vanpool ❑ Awards/prizes ❑ Bicycle lockers/showers at work ❑ Transit ticket sales and information at ❑ Flexible work hours the worksite ❑ On-site services(e.g.ATM) ❑ Shuttle from transit to work 9. If you usually drive alone to work,have you ever used a commute alternative because it was a Spare the Air day? ❑ Yes ❑ No 10. Do you take the Contra Costa Centre noon shuttle to the Countrywood Shopping Center? r 1-10 X10-20 over 20 per month The Contra Costa Centre Association along with the Contra Costa Commute Alternative 06 Network offers FREE incentives to commuters) To receive information on any of the following 00 check all that apply. 16 ❑ Carpool($40 worth of gas cards) ❑ Transit Information(Transit ❑ Vanpool(1/2 off the cost of I"three providers/route maps) 1 months) ❑ Ace Train Free pass) ❑ Guaranteed Ride Home(Free taxi ride ❑ Capitol Corridor Train(Free pass) Cor rental car) ❑ Transit(Free BART pass/bus tickets) ❑ Bicycle Trail Map(Contra Costa D SchoolPoo!(Free carpool referrals/bus County} tickets for students) ❑ College Commute(gas card/bus tickets) ❑ Contra Costa Centre Noon Shuttle Schedule Send information to: Name: r Address: City/State/Zip: E i Employer: Daytime Phone �} Email: ❑ Yes,enter my name in the drawing for a chance to win one of two mountain bikes,one of two bike helmets,BART passes,gift certificates for restaurants,sporting good stones or movie theatre tickets. Thank you! For more information call(925)935-6337 or visit www.contracostacentre.com Page 16 E i TO: BOARD OF SUPERVISORS Contra P.. FROM: Leslie T. Knight, Director of Human Resources Costa DATE: December 16, 2003 Coun Service Plan Contract Amendment and Extension y SUBJECT. Visioni.f 'P7 SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION: AUTHORIZE THE DIRECTOR OF HUMAN RESOURCES or designee to execute a contract amendment and extension with Vision Service Plan (VSP) for the period January 1, 2004 through December 31, 2005 for the purpose of providing video display terminal (VDT) eye examinations to certain eligible employees who use a VDT a minimum of two hours per day. BACKGROUND: Through agreements with various bargaining units, certain court and management classifications, it is necessary to execute a contract agreement with the Vision Service Plan in order to continue providing uninterrupted video display eye examinations to certain eligible employees. FISCAL IMPACT: Program costs depend upon program utilization and are funded by participating County Departments. Due to claims experience, VSP will Increase the current administrative fee rate of$3.64 to $3.95 per eligible employee per month (an increase of 8.4%). CONTINUED ON ATTACHMENT: SIGNATURE. —�—'RECOMMENDATION OF COUN ADMINISTRATOR — RECOMMENDATION OF BOARD COMMITTEE----�--+--- APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON .�{��-� 7� f3j- APPROVE AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN UNANIMOUS(ABSENT� ..�" j AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE AYES: NOES: SHOWN. ABSENT: ABSTAIN: > ATTESTED CONTACT: JOHN SWEETEN,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR CC: Human Resources Department(5-9747) BY County Counsel DEPJJTY- Auchlor-Controller Benefits Service Unit,Human Resources Department TO: BOARD OF SUPERVISORS FROM: Jahn Sweeten, County Administrator x. Co�� a j f} HATE: December 16, 2003 �� Costa SUBJECT: Amend Contract with Single Source Consulting County SWCIFIC REQUEST(S)ENS RECOMMENDATION(S)&BACfCOROLIND MD JUSTIFICATM RECOMMENQATION: APPROVE and AUTHORIZE the Risk Manager to execute a contract amendment with Single Source Consulting, Inc. to include ergonomic evaluations as well as purchases of ergonomic equipment. Preventative costs will be charged directly to the Departments through the Auditor's Office. Risk Management will pay costs relating to a workers' compensation claim. Single Source Consulting, Inc. is delegated the authority to change equipment vendors and evaluators as required based on competitive pricing and timely delivery of services and equipment. FINANCIAL.IMPACT: The Departments pay for preventative costs. The costs for the administration of the ergonomic program are paid to Single Source Consulting by the Workers' Compensation Trust Fund. BACK C)UND/RLMONS,EM RECOMMENDATION: Single Source Consulting is operated by Tony Su, MBA and ARM. The services include review and administration of our ergonomic program, ergonomic evaluations, strict inventory controls, discount pricing for equipment, training and coordination with the departments. The timely delivery of ergonomic evaluations and equipment will prevent or reduce the level of injuries sustained by our employees. CONTINUED ON ATTACHMENT: X YES SIGNATURE: wL ,_--.-RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER -SIGNATURE(S): ACTION OF BOAV6 s >` APPROVED AS RECOMMENDED QTWK ill VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN ANIS ENTERED ON THE MINUTES OF THE BOARD UNANIMOUS (ABSENT ' . OF SUPERVISORS ON THE DATE SHOWN. AYES: NOES: _ ABSENT: ABSTAIN: fry J. ATTESTED C:00curnents and SettingsWgrieNy DocurnestslBoard JOHN SWEETEN,CLERKOF THE BOARD OF OrderslBOZQ03\13OSSErgoArnend.doc SUPERVISORS AND COUNTY ADMINISTRATOR Contact: Ron Harvey(335.1443) Cc: Risk Management Auditor-Contror BY r DEPUTY Single Source Cansulting TO: BOARD OF SUP'ER111SORS FROM: John Sweeten, County Administrator $� n r r : HATE: December 16, 2003 Costa x > SUBJECT: Amend Contract with Essential Staffing, - unty or Consultation and Staffing Services CU Inc. f g sI-CM FMQUES r{s}aR WdOMMMAMMr-)a McKM<WW MD.pus KATION RECON MENQATION: APPROVE and AUTHORIZE the Risk Manager to execute a contract amendment with Essential Staffing, Inc. to increase the payment limit by $75,000 to a new payment limit of$175,000 for consulting services and workers' Compensation staffing services, with no change in the Contract termination date. FINANCIAL IMPACT: Costs for workers' compensation Claims administration services are funded through the Workers' Compensation Self-Insurance Trust Fund. SACKGROUNDIREASONS FOR RECOMMENDATION: Essential Staffing, Inc. is a firm specializing in workers' compensation claims services. The Contract amendment is being requested to pay invoices for services provided in fiscal year 2003-2004. CONTINUED ON ATTACHMENT: SIGNATURE: ,--'--RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE —,--APPROVE---",,,--",,, OTHER SIGNATURE(S): ACTION OF BOA N '` '= "' ' APPROVED AS RECOMMENDED _ ._ OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN AND ENTERED ON THE MINUTES OF THE BOARD UNANIMOUS (ABSENT } OF SUPERVISORS ON THE DATE SHOWN. AYES: NOES: ABSENT: ABSTAIN: ATTESTED C:iDocuments and Setlngs\JgtcWly Doctmw t\Board JOHN SWEETEN,CLERK OF THE BOARD OF OrderslBo \80-EssSiafl2-16.0 3Amend.doe SUPERVISORS AND COUNTY ADMINISTRATOR Contact Ron Han"(336.1443) Cc: CAO—Risk Management Auditor-Corif dW Essential Staffing,Inc. BY ,.. ,DEPUTY TO: BOARD OF SUPERVISORS CONTRA FROM: SUPERVISOR MILLIE GREENBERG .` f z' COSTA DISTRICT Ill COUNTY DATE: DECEMBER 16, 2003 SUBJECT: TRI-VALLEY VISION 2010 PROJECT SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: APPROVE APPROVE and AUTHORIZE payment totaling $25,000 to the Tri-Valley Vision 2090 Project from the Doherty Valley Regional Enhancement Fee Contribution for work on a Regional Marketing Plan for the Tri-Valley area. BACKGROUND The Tri-Valley Vision 2090 Project places strong emphasis on agricultural and open space enhancement, community planning and housing, transportation, and education. They are in the process of developing a regional economic report that will include information such as regional population, workforce, average wages, education levels and available housing. This information will provide the basis for a marketing plan for the region. Other possible contributors to the project include the cities of Dublin, Livermore, Pleasanton, San Ramon, the town of Danville, Alameda County, the James Irvine Foundation, and the San Francisco PUC. CONTINUED ON ATTACHMENT: SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR_. RECOMMENDATION OF BOARD COMMITTEE —APPROVE —OTHER SIGNATURE(S): ACTION OF BOARD ON ,.c . r'./v,,wi#',,N,� r'r -%r ' APPROVED AS RECOMMENDED VOTE OF SUPERVISORS 1 HEREBY CERTIFY THAT THIS IS A +' UNANIMOUS(ASSENT. J' i o ) TRUE AND CORRECT COPY OF AN AYES: NOES: ACTION TAKEN AND ENTERED ABSENT: ABSTAIN: ON MINUTES OF THE BOARD OF Contact: District lit 8-6065 SUPERVISORS ON THE DATE SHOWN. - _ CC: County Administrator ATTESTED 1)46e— 1 JOHN SWEETEN,CLERK OF THE BOARD OF SUPERVISORS AND CO I'1TY ADMI141STRATOR TO: BOARD OF SUPE RVI90RS FROM: Tom Whittington K a CIO,Department of Information Technology DATE December 5, 2003 SU B,WT: LEASE-PU RCH ASE O F A N BIV M Al N FRAME CO M PU TBR AND D l SK SYSTM So c fic FL-quest(s)or Recommendations(s)&Background&Istdfication I. RECOMMENDED ACTION: Approve and Authorize the County's Purchasing Services Manager to negotiate and execute the necessary documents for the lease-purchase of a 2800 IBM mainframe and an IBM disk subsystem. II. FINANCIAL IMPACT: Replacing these systems will provide Departments with increased computing power at an yearly cost of approximately $200,000,while saving an estimated$10,000 in decreased hardware and software costs annually. III. REASON FOR RECOMMENDATION AND BACKGROUND: DoIT has had the current mainframe and disk subsystem installed since 1998. Both systems have outlived their useful lives and need replacement. In addition, the vendors are withdrawing maintenance support for both systems within the next 12 months. The new mainframe is sized to meet processing requirement for the next 4 to 5 years. The new disk subsystem increases current storage capacity by 5 to 6 times,will support the mainframe and other data center applications like PeopleSoft and GIS. This system is expected to meet storage needs for the next 5 years. Through the competitive bid process DoIT will be able to acquire these systems without any increased costs. IV. CONSEQUENCES OF NEGATIVE ACTION: If this request is not approved the County's critical systems such as Tax Bills,Welfare and Finance will be operating on unsupported hardware and software. CONTINUED ON ATTACHMENT: SIGNATURE— ,----Recommendation-Recommendation of County Administrator Recommendation of Board Committee App Other j 5 nature s: r Action of Boal Approved as Recommended Other VOTEOF SUPERVISORS I HEREBYCEFMFYTHATTHISISATRU E: AND CORRECT COPY OF AN ACTION TAKEN _ Unanimous(Absent ) AND ENTERED ON THEMINUTES OFTHE Ayes: Noes T BOARD OFSJPERV'ISORSON DATE SHOWN. Absent: Abstain: 1 t Attested: cc: (4)Department of Information Technology .bhn Sweeten, Clerk of the Board of Supervisors and County Administrator By: DEPUTY r M382(10/88)