HomeMy WebLinkAboutMINUTES - 06192001 - C.139 _ _ C,/3
TO: BOARD OF SUPERVISORS t = _ o ntra
FROM: JOHN SWEETEN, County Administrator r Costa
of _ seri,
DATE: June 19, 2001 •o _ a
County
SUBJECT: AUTHORIZATION TO SUBMIT ENTRIES TO
THE CSAC 2001 CHALLENGE AWARDS PROGRAM
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATION:
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APPROVE and AUTHORIZE the Chair, Board of Supervisors, to submit'12 applications to the
California State Association of Counties for the 2001 Challenge Awards Program.
FISCAL IMPACT:
A $30.00 application fee is required for each entry, for a total cost of $360.00 for the. 12,
proposed entries.
BACKGROUND:
The California State Association of Counties (CSAC) is sponsoring the CSAC Challenge
Awards Program for 2001 and Contra Costa County wishes to participate in the program.
The County will nominate the following 12 innovative programs/projects for award
consideration:
1. Adult Protective Services Collaboration with Mental Health/Public Health (Employment
and Human Services Department)
2. Community Outreach for Elder Abuse Prevention (Employment and Human Services
Department)
3. Education al Liaison Program (Employment and Human Services Department)
4. CalWORKs Children's Transportation Project (Employment and Human Services
Department)
CONTINUED ON ATTACHMENT: W---YES SIGNATURE:
✓R EcommENDATION OF COUNTY ADMINISTRATOR RECOMMEND 7N OF BOARD COMMITTEE
APPROVE OTHER
SIGNATURE(S): Q,,� �,;2
ACTION OF BOAR Tuna 19, 21101, APPROVE AS RECOMMENDED XX OTHER
VOTE OF SUPERVISORS 1 HEREBY CERTIFY THAT THIS IS A TRUE
AND CORRECT COPY OF AN ACTION TAKEN
XX UNANIMOUS(ABSENT IV 1 AND ENTERED ON THE MINUTES OF THE
BOARD OF SUPERVISORS ON THE DATE
AYES: NOES: SHOWN.
ABSENT: ABSTAIN:
ATTESTED
CONTACT: JULIE ENEA(925)335-1077 JOHN SWE15TEN,CLERK OF THE
BOARD OF SUPERVISORS AND
COUNTY ADMINISTRATOR
CC: COUNTY ADMINISTRATOR
PARTICIPATING DEPARTMENTS(VIA CAO)
BY � i&EPUTY
5. CORD —Contra Costa County Online Resource Database (Employment and
Humans Services Department)
6. Contra Costa County Floodplain Management Program (Public Works
Department)
7. Traffic Signal Retrofit Project (General Services Department)
8. Chris Adams Girls' Center— Building Bridges To A Healthy Future (Children's
Mental Health Department, Probation Department, County Office of Education)
9. Contra Costa Health Services Latino Outreach (Health Services Department)
10. Mental Health Perspectives Television Program (Health Services Department)
11. Accreditation Project (Public Works Department)
12. Stream Management Pilot Program For Landowners (Public Works Department)
In submitting these applications, the County agrees to the program requirements and
responsibilities as set forth by CSAC for entering into the awards program.
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+ 2001 CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra Costa County/ Employment and Human Services Department
COUNTY NAME / DEPARTMENT NAME
Linda Anderson, Division Manager
CONTACT/TITLE
2530 Arnold Drive, Suite 300, Martinez, CA 94553
MAILING ADDRESS
MA r t i n a 7 _
CITY STATE ZIP
(925) 335-8713
PHONE EXT.
(925) 335-8738 landerso@ehsd.co.contra-costa.ca.us
FAX E-MAIL
Adult Protective Services Collaboration with Mental Health/Public Health
TITLE OF THIS ENTRY CTO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11" Floor
Martinez
Executive Summary
2001 CSAC Challenge Award Program
APS Collaboration with Mental Health/Public Health
Overview
A new collaboration situating mental health and public health staff in Adult Protective
Services Program enhances service delivery and reduces cost.
Challenge
After years of cuts, inadequate funding and limited services, gaps existed in serving at risk
older adults and dependent adults. APS sought outside expertise in the mental and physical
health care aspects of client assessments. From 1995 until late 2000 only police departments
in the county could exercise 65150" authority and they generally do not have adequate train-
ing to assess elderly individuals' mental health needs and whether at risk elderly people
were gravely disabled, or a danger to self or others.
Client assessment for risk also includes assessing medical conditions and physical health, as
well as mental health assessments. APS workers had to seek health consultation from numer-
ous sources: various health department personnel, private doctors and hospitals. As APS
workers are not medically trained they had to rely on others outside the department for
input into their cases. Most of these medical providers had knowledge of these clients only
from office visits or hospital stays and so did not have as full an understanding of a client's
needs as they might have from a home visit. Health care providers enter a person's home
only in limited circumstances for specific purposes.
Recent legislation enhanced funding for Adult Protective Services at the same time that
Contra Costa County received funds to start two new adult case management programs:
Linkages and MSSR This confluence of funding created a unique opportunity among the
county-run adult case management programs.
Solution
Given that physical and mental health needs are a crucial component of performing a thor-
ough assessment of a client's needs, the Employment and Human Services Department
addressed these gaps by developing a Memorandum of Understanding with the Health
Department to assign a mental health clinical specialist and a public health nurse to the
Adult Protective Services Program. This "cross-assignment" has turned out to be advanta-
geous to the clients and to the Employment and Human Services Department and provides
an integrated approach to client assessment.
The EHS Department gains as its social workers receive invaluable training in geriatric men-
tal and physical health and is able to get its most "at risk" clients assessed for "5150s."
Clients are treated more holistically with a wider array of services.
Cost
Paying for health department workers from the Mental Health and Public Health Divisions
fills a gap and streamlines collaboration between mental health, public health and the EHSD.
For only one staff person the program capacity to assess for danger to self or others or grave
disability through the authority for "5150s" is available county-wide. A clinical mental health
specialist is able to step in to a role that police officers were often reluctant to assume and
feel ill trained to perform.
The addition of a public health nurse saves staff time APS social workers would have had to
spend gathering necessary medical information from a variety of sources. The nurse is able
to view a client more holistically than in a medical office by seeing the client's home envi-
ronment.
Approximately 75% of the funding for these health department workers come from the
California Health Department, Title 19 funds, 17.5% from its APS allocation and 7.5% is
county-funded.
Results
Having social workers, a mental health clinical specialist, and a public health nurse on staff
with APS creates a coordinated multi-disciplinary team. Service in the community is more
integrated and efficient. APS's ability to provide client-focussed case management has not
been under-appreciated. APS now has a comprehensive program for those clients who are
most compromised. Public opinion is quite favorable, viewing the county as responding well
to the most vulnerable elderly in our midst. There are no disadvantages to locating Health
Department staff in APS.
From December, 2000-April, 2001 the mental health clinical specialist has conducted 111
home visits with complete pyschosocial assessments and been formally assigned 23 mental
health cases. He has informally provided consultation on many more. 'He identified ten peo-
ple who needed hospitalization, reduced hospital stays in two instances, and prevented hospi-
talization in the rest.
The public health nurse has collaborated on 48 cases from March to June. Of these, ten peo-
ple needed medical follow-up and seven accepted what they needed. The greatest benefit of
having these health department staff located in APS is in getting clients what they need in
the most efficient manner possible bridging two departments. It saves time and reduces bar-
riers to service delivery.
Program Contact
Linda Anderson, Division Manager, Aging and Adult Services, Employment and Human
Services Department, 2530 Arnold Drive, Suite 300, Martinez, CA 94553. 'Iblephone: (925)
335-8713; fax: (925) 335-8738; email: landerso@ehsd.co.contra-costa.ca.us.
2001 CSAC Challenge Award Program May a, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra cotta/ Fmoinyment and Human Services -
COUNTY NAME/DEPARTMENT NAME
Linda Ander-,nn/ nivislon Manager
CONTACT/TITLE
2530 A.rnald Drive 9200
MAILING ADDRESS
Martinez CA on 553
CITY STATE ZIP
925-335-8713
PHONE EXT.
925-335-8738 landerson@ehsd.co.contra-costa.ca.us
FAX E-MAIL
Community Outreach for Flder AhusP PrAyeotjon
TITLE OF THIS ENTRY(TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attadlments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 116' Floor
Martinez
2001 CSAC Challenge Award Program May 8, 2001
r Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Fmp1 n=t-nt and Heiman SPrvi r-Ps (Chi 1 drPn's & Fami 1 g SPrVi r_Ps BurPall)
COUNTY NAME/ DEPARTMENT NAME
Lois Rutten, Division Manager - Child Welfare Policy
CONTACT/TITLE
40 Douglas Drive
MAILING ADDRESS
Martinez CA 94553
CITY STATE ZIP
. .(925) 313-1743
PHONE EXT.
(925) 313-1758 loisrutten@hotmail.com
FAX E-MAIL
Educational Liaison Program
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday,June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11d' Floor
Martinez
Executive Summary
Contra Costa County Employment&Human Services and the Contra Costa County Office of
Education entered into a collaborative/contractual agreement to improve the educational
outcomes for foster children. The five primary goals of the program are:
1. To have a system in place that facilitates the timely collection and sharing of vital student
information;
2. To provide foster youth with appropriate services in a streamlined, seamless and efficient
manner;
3. To facilitate academic success through greater access to coordinated services;
4. To facilitate the development of life skills and promote successful emancipation from
foster care;
5. To enhance the educational outcomes of foster youth in Contra Costa County through the
coordinated delivery of integrated educational support services facilitated by the
educational liaison;
Educational liaisons, hired by the Office of Education, are housed in the Employment and
Human Services District offices to facilitate communication and coordination with child&
family social workers who manage the cases of foster children. This program will ensure all
foster children in Contra Costa County have their right to a free and appropriate school
placement met in a timely manner.
Problem/Challenge
Children in the foster care system frequently experience multiple school placement changes and
knowledge of their educational needs often stays with the prior school. In addition to the
emotional disturbances and adjustments to foster care placement are the stresses of falling behind
academically, losing credit, and losing critical contact with.persons who are aware of their health
and welfare needs. These conditions lead to a greater number of behavioral problems that can
seriously affect their academic process and the stability of their placements in school and foster
care.
Solution
In February 1999, a group of professional experts in the field of foster care assembled to develop
a plan that would comprehensively address the educational needs relevant to children in foster
care in Contra Costa County. Members of the advisory committee included representatives from
the Employment and Human Services Department, out-of-home providers, Independent Living
Skills Program, School Districts, Probation and the Contra Costa County Office of Education.
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Page 2
To achieve the primary goal of ensuring that foster children are enrolled in school in a timely
manner, and that their school records are current and available, the Advisory Group allocated a
portion of the funding to the creation of new positions. It was apparent that it was critical for
foster children to have professionals familiar with the educational system to ensure timely
educational access and support for academic success. The Educational Liaisons positions were
developed to work closely with school districts, CFS staff and foster children to overcome
educational barriers and ease administrative obstacles by developing and implementing a
protocol for enrolling foster children into school. The protocol defines the roles and
responsibilities of the social workers, probation officers, foster parents and school districts in
placing children who are removed from parents and guardians in one district and placed with a
family in another school district.
Program services to be facilitated or coordinated on behalf of the eligible foster children will
include educational assessments, pupil education, passports (CWS-CMS Educational Fields),
tutoring, mentoring, counseling, "transitioning" services such as vocational training,
emancipation services, and independent living skill development and mainstreaming into public
school settings, as appropriate.
Budget/Cost/Savings
The Employment and Human Services Department joined the Contra Costa County Office of
Education to create expanded educational liaison services for foster children in Contra Costa
County:
(1) Contracted with the County Office of Education in the amount of$75,000 to provide
educational liaison/support service staff for FY 2000/2001;
(2) Entered into a revenue agreement with the County Office of Education in the amount of
$65,000, provided through the County Office of Education grant funds, for a foster
child/youth support service case worker assistant for FY 2000/2001;
(3) Employment&Human Services department created and staffed a Social Casework
Assistant (SCA) position in the Children Services Unit within the Children and Family
Service Bureau. The SCA will be charged with the maintenance of a database containing
educational information for all Contra Costa County foster children placed in licensed
out-of-home facilities(cost $33,000.00).
(4) Additionally, EHSD will join the Department of Education to develop and solicit outside
funding to operate and expand the program beyond commitments of the Office of
Education, participating school districts, and EHDS. (The United Way committed
$50,000.00.)
It is difficult to measure the emotional savings of foster children who will be assisted through
this program. Academic success is a lifelong tool for all children which is a more viable
outcome and cost effective measure.
2001 CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra Costa County/Employment & Human Services Department
COUNTY NAME/DEPARTMENT NAME _
Paul Branson, Transportation Coordinator
CONTACT/TITLE
40 Douglas Drive
MAILING ADDRESS
Martinez CA 94553
CITY STATE ZIP
(92.5 ) 313-1702
PHONE EXT.
(925 ) 313-1758 pbranson@ehsd. co. contra. costa. ca.us
FAX E-MAIL
Ca1WORKs Children' s Transportation Project
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
I
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, i 1`F' Floor
Martinez
a
2001 CSAC Challenge Award Program Application
Contra Costa County
Employment and Human Services Department
CALWORKS CHILDREN'S TRANSPORTATION PROJECT
OVERVIEW: This project was designed to help remove transportation barriers to work
and training faced by Ca1WORKs families,by providing transportation for their children
to school and childcare.
CHALLENGE: Ca1WORKs participants who are primarily single mothers, often
without access to an automobile, have difficulty obtaining and retaining work and
training due to the time and effort required to transport their children to and from school
and daycare. Indicators of the severity of this challenge include a Ca1WORKs population
consisting of 89% single parents, with an average of one preschool age child and one
school age child per family, 50-60% of which have no access to a running automobile. In
addition,this is an era where most school districts no longer provide school bus
transportation for their students. The result is a highly transit-dependent population
further burdened by the need to ensure that their children safely reach school or daycare
before the parent can begin travel to work or training. Without a car to provide quick
convenient transportation to their children's destinations, many Ca1WORKs participants
opt to stay home with their children rather than seek work or training.
SOLUTION: The Children's Transportation Project was designed to provide free
transportation for the children of Ca1WORKs participants to school or childcare. The
Department contracted with a transit provider,Laidlaw Transit, to provide 10-passenger
vans staffed by a driver and an aide, operating Monday through Friday 6 AM until 6 PM.
CaIWORKs participants are referred to the Project by their Employment and Human
Service Department case managers. The referral form is faxed to Laidlaw, and then
Laidlaw's staff contact the participant to arrange the service. The project began with 2
vans in Richmond in August, 2000 and is currently in the process of being expanded
county-wide.
BUDGET/COSTS/SAVINGS: The Project was funded by a Governor's 15%Welfare-
to-Work Grant for$355,110, and this funding is projected to be fully utilized by the time
the grant terminates in September 2001. The primary costs involved are the per hour
costs of the van service. Use of the funds is maximized through the process of
"grouping"trips, or providing same-time service to multiple children through effective
scheduling.
RESULTS: Transportation, in order to be of value to an individual in a work or training
situation,has to be repeated daily on a reliable basis over a long period of time. As of
April 30, 2001,this Project has provided a total of 7359 one-way rides to 39 children of
23 Ca1WORKs families. This has positively impacted the lives of these children and
parents through providing a reliable way to transport the children to school and daycare,
thus relieving the parents of this barrier to achieving self-sufficiency through
employment. As a result,this service has been a contributing factor to the overall
reduction of CalWORKs cases in Contra Costa County. In addition, by routinely
transporting children to school on time,this service has assisted the school districts to
obtain more Average Daily Attendance funds from the State.
PROJECT CONTACT
Paul Branson, Transportation Coordinator, Employment and Human Services Dept.,
Contra Costa County,40 Douglas Dr.,Martinez, CA 94553
Phone: (925) 313-1702; Fax: 313-1758; E-mail: pbranson@ehsd.co.contra-costa.ca.us
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2001 CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra Costa County/Employment and Human Services,Department
COUNTY NAME/DEPARTMENT NAME
Linda Anderson, Division Manager
CONTACT/TITLE
2530 Arnold Drive, Suite 300,Martinez, CA 94553
MAILING ADDRESS
Martinez CA 94553
CITY STATE ZIP
(925)335-8713
PHONE EXT.
(925)335-8738 landerso(-a,ehsd.co.contra.costa.ca.us
FAX E-MAIL
F
CORD—Contra Costa County Online Resource Database
TITLE OF THIS ENTRY(TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday,June 7,2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11'h Floor
Martinez, CA 94553
CORD—Contra Costa County Online Resource Database
Executive Summary
A. Overview: CORD is a collaboratively sponsored online database, with language translation
capabilities, containing extensive, up-to-date information on over 1,400 local human services
available to Contra Costa County (CCC) residents.
B. Problem: "A lack of information regarding available services"...We saw it stated over and
over again as a top priority identified from needs assessments of diverse populations throughout the
county. It is not possible for agencies to assist individuals in improving the quality of their lives,
without taking into account the person as a whole. With little exception, the consumer needs
additional services. Referrals to other services and programs are routinely made. Therefore, the
need for and accurate, centralized, up-to-date referral information database is critical.
We reviewed documentation of this need spanning the past fifteen years. Although there is
a myriad of information databases and guides used by agencies throughout the county, the
information and referral databases that we had were not adequate. Through research we found:
♦ The information is often out of date, ♦Efforts to upkeep information databases are overlapping,
♦Information is often inconsistent and fragmented, and ♦Providers of services expressed the need
for access to a centralized information database.
C. SOLUTION: With a commitment to solve this problem, staff from three county departments
(Contra Costa Health Services, Employment and Human Services and Community Services)joined
in a collaborative effort to explore options, make recommendations and implement a workable
solution. After conducting national research and agreeing that an online database would address the
needs expressed by the community„an ad-hoc committee researched local options. Members of the
group unanimously agreed that partnering with Contra Costa Crisis Center, a local community-
based organization, would produce an excellent resolution to the problem. The Crisis Center:
Developed a comprehensive state-of-the-art online information system using IRis software which is
nationally known and respected, ♦Professionally maintains a database of health and human services
with extensive, uv-to-date information on 1,400+ resources serving CCC residents,
♦Founded in 1963, this agency carries a strong history and reputation, a diverse funding base of
over$820K yearly, and a mission which is complementary to the county's work.
D. Budget/Costs/Savings: Three county departments (Community Services, Employment and
Human Services and Health Services) equally contribute $25,000 to fund CORD's $75,000 annual
budget. Start-up funds of$12,500 were also equally divided amongst the three departments. The
Crisis Center is responsible for managing, maintaining, and continuing to update CORD and for
providing the necessary user trainings and technical assistance. In turn, the county provides on-
going feedback and advisory support. With a start-up in March 2001, CORD has already resulted in
reduced costs to the county. The yearly fee of$25,000 per department is less than half the cost of
hiring one staff person to update the information in-house. The total yearly cost of creating and
maintaining an online information and referral service would far exceed the $75,000.
E. Results: The benefits of CORD are numerous: ♦ One Centralized Information Database
eliminates fragmentation and inconsistencies, ♦Accurate Non-Conflicting Information is readily
available, ♦Collaboration Among Departments through this project has led to increased learning
and understanding within each of the departments of complementary services provided to county
residents, creating additional ways to work together to more effectively, ♦Providing State-of-the-
Art Services to the Public is the county's responsibility and is consistent with the county's mission.
This technologically up-to-date on-line information system is not only be available to county staff
in accessing information to assist clients, it is also available for other agencies and for the general
public to access. With the growing number of household computers; this easy—to-use, on-line
service is attracting large numbers of families and individuals throughout the county who are now
able to access this extensive information database. In the first two weeks of operation, the website
tracked over 12,000 "hits"! It is a service that the county is proud to provide to its constituents.
F. CONTACT: Linda Anderson, EHS Division Manager, 2530 Arnold Dr.#300, Martinez, Ca.
94509, ph:(925)335-8713, fax: (925)335-8738, E-mail: LANOERSO@ehsd.co.contra-costa.ca.us
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.http://www.crisis-center.org/CORD.htmi
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Find answers toquestions online!
Use CORD: Contra Costa Online Resource Database
Find answers to your questions and your clients' questions
' Get information about health, human services, mental health, childcare,
. •• transportation and 100's of other resources in Contra Costa
Visit http://www.crisis-center.org/CORD.htmi
No charge, no password, everyone welcome
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Operated by the Contra Costa Crisis Center
"! Sponsored by Contra Costa Health Services,and
the Community Services and Employment and Human Services Departments
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2001 CSAC Challenge Award Program May 8,..2901
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
CONTP-A C.057A COUNTY P\)gL-1 C W oR KS DEPA<T-MC.,i
COUNTY NAME / DEPARTMENT NAME
RiCtA LiVPLY - iQ55ocrATG GlutL E,iGrMEtK
CONTACT/TITLE
ZSS (�L- cfER UQtvE
MAILING ADDRESS
MAZ-t7MC CAW �61W(A 94S53
CITY STATE ZIP
(9 25) -313 —2 342,
PHONE EXT.
(.9 3- Z333 r ler` / Opua. co .corrE b.-coSta,. ce�..0
FAX E-MAIL ,
CySTU Co5T-A CdQNT"f f4-o00P1,,&()J MA,3AQEtV�F-NT Pkod.PAM
TITLE OF THIS ENTRY ( O BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11"' Floor
Martinez
2001 CSAC CHALLENGE AWARD NOMINATION
CONTRA COSTA COUNTY FLOODPLAIN MANAGEMENT PROGRAM
EXECUTIVE SUMMARY
In 1968 the Federal Government passed the National Flood Protection Act. The main focus of this Act was to
set up a federally backed Flood Insurance Program. In 1993, the Federal Emergency Management Agency
(FEMA) conducted a Program Compliance Audit of the County Floodplain Management Program. Based on
that audit our program received an extremely poor rating and in fact we were in jeopardy of being placed on
probation for non-compliance with the minimum requirements of the program. In response to this audit,
Contra Costa County formed the Floodplain Management Team comprised of the Public Works, Community
Development and Building Inspection Departments to improve our rating and tum this program around.
The Public Works Department has taken the lead role of this team. Recognizing the need for improved
coordination of the three Departments, members from each Department were selected to participate. The
team is composed of two members from the Public Works Department, including the Floodplairi'Manager.
The Building Inspection Department has four team members, and there is one team member from the
Community Development Department.
The first task undertaken by the Floodplain Management Team was to identify the team goals necessary to
improve the program. In addition to the need to vastly improve coordination between the three Departments,
the team identified the following items as critical to the programs success:
• Record Keeping — The filing and tracking system was completely re-organized and any changes are
coordinated with the computer services section for updating our County base maps.
• Forms and Certificates — The team developed improved documents. On a recent audit, FEMA
requested they be permitted to share some of our forms as examples to other agencies.
• Funding — By revising land development fees the Program is now fully funded utilizing the fees
collected.
• Ordinance Code Revisions - The County Floodplain Management Ordinance code has been revised
to better describe the expectations of this program.
i
• Bi-Annual Report — Prior to the team's formation the bi-annual report was not completed since 1987.
It has since been submitted every 2 years, as required by FEMA.
Premiums for flood insurance are based on a community-rating factor similar to fire insurance premiums.
Building and Zoning Code requirements and public information activities are all significant factors in
determining a community's rating. Through the efforts of the Floodplain Management Team, the community-
rating factor for Contra Costa County has continued to improve. Prior to the teams formation, Contra Costa
County had a rating of V. Over the years our rating has improved, just last month after a FEMA audit, we
decreased from a "7" to a "6" (very few communities in the United States have a rating of 7 or less). The new
rating means an additional 5% savings for a total of 20 percent premium discount for flood insurance policies
issued or renewed on or after April 1, 2001, in the unincorporated areas of Contra Costa County. This
translates into an estimated savings of$250,000.00 to the citizens in the unincorporated areas of our County.
In addition, Contra Costa County's Floodplain Management Program is now considered a model program by
the California Department of water resources and FEMA. Other agencies throughout the state regularly call
our Floodplain Manager to receive information on ways to improve their Program. Contra Costa County's
Floodplain Management Team is an excellent example of team work and cooperation between the Public
Works, Community Development and Building Inspection Departments in an effort to better serve the citizens
in our County.
For more information regarding the Contra Costa County Floodplain Management Program, please contact
Mr. Rich Lierly of the Public Works Department at: 255 Glacier Drive Martinez, California 94553. Telephone
number(925) 313-2348, Fax (925) 313-2333 or e-mail diedyapw.co.contra-costa.ca.us.
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2001 CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra Costa County / General Services Department -
COUNTY NAME/ DEPARTMENT NAME
Steve Silveira, Administrative Services Assistant
CONTACT/TITLE
1220 Morello Avenue, - Suite 200
MAILING ADDRESS
Martinez CA 94553
CITY STATE ZIP
(925) 313-7114
PHONE EXT.
(925) 313-7108 SSilve@gsd.co.contra-costa.ca.us
FAX E-MAIL
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
Traffic Signal Retrofit Project
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 1 Vh Floor
Martinez
A
V'
Traffic Signal Retrofit Project
The Contra Costa County General Services Department undertook a traffic signal lighting retrofit
for County-owned traffic signals and for contracted cities that participated.
Contra Costa County, as well as all of California, is experiencing an energy crisis where the
/ availability of electricity is in short supply and cannot be assured to meet demand. This has resulted
in rolling blackouts throughout the State. The Contra Costa County General Services Department
has taken a proactive approach to reduce energy usage while improving the quality of equipment.
Three years ago, the Department's Electricians replaced traffic signal incandescent lamps with
efficient LED (Light Emitting Diode) signals at County-owned intersections and for four cities who
contract with the County for signal maintenance. This work was done prior to the critical energy
shortage we now face. This first phase started on October 1, 1997 and ended on March 31, 1998
with 919 LEDs being installed. The new LEDs use up to 92 percent less watts than the
incandescent lamps.
The County has continued its energy-saving efforts with a second phase of lamp replacements that
began on February 1, 2001 and were completed on June 1, 2001. For this phase, Electricians
replaced 5,268 traffic signal incandescent lamps with LED signals at County-owned intersections
and an additional 10 cities that participated.
The estimated kilowatt-hours (kWh) saved per year for the County and cities for this second phase
is 2,797,374 kWh. Based on a cost of 16 cents per kilowatt, the estimated savings are $447,580
1
annually. The cost of electricity is increasing so rapidly that the dollar savings recognized will
likely be much greater. General Services budgeted a cost of 19 cents per kilowatt for fiscal year
2001/02.
Additionally, savings will be realized in future labor costs for relamping. LEDs last 10 to 15 years
whereas the incandescent lamps last only approximately 12 months. Previously, Electricians
replaced incandescent lamps annually. However, with the LEDs, annual traffic signal maintenance
has been modified to exclude lamp replacement, saving labor costs and cost of replacement lamps.
LEDs have also resulted in fewer emergency call-outs associated with lamp failure. In addition, the
County and cities' cost for purchase of LEDs that totaled $727,886 will be fully reimbursed under
the LED Traffic Signal Rebate Program. This program is funded by California utility customers
and administered by the State's investor-owned utilities, under the auspices of the California Public
Utilities Commission.
This proactive project has resulted in energy conservation and large dollar savings for the County,
as well as for the contracted cities whose traffic signals General Services maintains. The retrofitted
traffic signals are more efficient and last longer. The likelihood of electricity brown outs and black
outs is expected to increase this summer. Projects such as this help the community, the County,and
contracted cities by helping to reduce energy usage and the inconvenience and harmful economic
effects of blackouts. Additionally, this project helps to minimize the effect that soaring electrical
costs are having on public agency budgets and may prevent cuts in some program areas.
Program Contact: Steve Silveira, ASA. General Services Dept. 1220 Morello Ave S 200 Martinez
Ca. 94553. P# (925) 313-7114; Fax: (925) 313- 7108; E-Mail: ssilve @ gsd.co.contra-costa.ca.us
2001 CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra Costa County - Chris Adams Girls' Center
Childrens Mental Health - Probation Department
Co.. .:Office .of Education .= Animal Rescue Foundation
COUNTY NAME / DEPARTMENT NAME
Jan Cobaleda-Kegler, MFT - Program Director
CONTACT/TITLE
100 Glacier Drive
MAILING ADDRESS
Martinez CA 94553
CITY STATE ZIP
(925) 646-2017
PHONE EXT.
(925) 646-2028 jkegler@hsd.co.contra-costa.ca.us
FAX E-MAIL
Chris Adams Girls' Center - Building Bridges To A Healthy. Future
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 1 Vh Floor
Martinez
EXECUTIVE SUMMARY
A. The Chris Adams Girls Center is a collaborative program operated by an
interdisciplinary team of staff representing three Contra Costa County
Agencies:
The Children's Mental Health Department
The Probation Department
The County Office of Education.
It is a 20-bed residential treatment facility providing intensive mental health
services to female juvenile offenders, ages 12 to 18 years. The residents are
court ordered to placement by the juvenile court because they have been
unresponsive to less restrictive interventions or have failed at previous
residential placements. Residents share histories of neglect, abuse, criminally
inclined families, trauma, and alcohol and drug use.
B. Placements are not easy to come by and many Contra Costa County wards
must be sent out of county. This population is also highly resistant to
treatment. This makes reunification with families very difficult and it is also
expensive. The Probation Department and Children's Mental Health Services
both agreed they shared a responsibility to address the mental health needs of
this population as well as the rehabilitative ones.
By pulling their resources together the Juvenile Probation Department and
Children's Mental Health services began to explore the possibility of setting
up a program in this county. They also included two other organizations:
The County Office of Education —
who would provide the on-sight school.
Tony LaRussa's Animal Rescue Foundation where an
"Animal Assisted Therapy"program would be organized.
Animal Assisted Therapy would challenge the resistance of
these girls and help to engage them in treatment.
C. By pulling their resources together Probation and Mental Health are saving
Money. Probation spends approximately half of what they would spend on a
ward being placed out-of-county. Mental Health utilizes Medi-Cal to pay for
intensive day treatment services and spends half of what they would spend on
other programs.
D. The Program is 1 '/z years old. It has been highly successful and has
witnessed 10 graduates. The Animal Assisted Therapy program has been
operational since the beginning of this year and has had numerous successes
in pairing troubled teens with needy animals. (See attached article).
r,
E. Contact: Jan Cobaleda-Kegler
Program Director, Chris Adams Girls Center
100 Glacier Drive
Martinez, CA 94553
(925) 646-2017
email:jkegler@hsd.co.contra-costa.ca.us
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CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra Costa County/Contra Costa Health Services
COUNTY NAME/DEPARTMENT NAME
Lorena Martinez-Ochoa. Chair,Latino Outreach Committee
CONTACT/TITLE
597 Center Avenue Suite 365,
MAILING ADDRESS
Martinez CA 94553
CITY STATE ZIP
.(925) 313-6951
PHONE EXT.
9 251 313-6708 ImartineQhsd.co.contra-costa.ca.us
FAX E-MAIL
Contra Costa Health Services Latino Outreach
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
Complete this form
Executive Summary
Optional submissions
Send three copies plus any optional attachments/videos by Thursday,June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11`h Floor
Martinez
CSAC Challenge Award Program
Contra Costa Health Services Latino Outreach
June 2001
Page 1 of 2
Executive Summary
Overview
To improve communication to Latinos,Vida Sana, a TV show highlighting health,was
launched. Alive call-in show,Vida Sana En Vivo, airs in June.
Problem
Nearly 14 percent of Contra Costa County's population— 125,000-is Latino. The county
has grown considerably in the last decade and one third of the newcomers are Latino.
Nearly a quarter of the Spanish-speaking households in the county are "linguistically
isolated." Surveys of the Latino population indicate most Latinos prefer Spanish language
media to get important messages. Contra Costa Health Services (CCHS),like many other
public agencies, has limited resources for translating materials into other languages. Even
though CCHS has a cadre of bilingual,bicultural staff, they are providing interpretation as
part of their other tasks and have limited time to translate materials. And yet there is a
compelling need to have everyone see and hear important health messages. This is especially
frustrating because those communities that aren't being reached are often the ones most in
need of information. The Latino community, for example,is the one with the highest rate of
no health insurance. There are programs that could help them but often, no effective ways to
let them know. Last year, CCHS was asked by some of its staff who work with the Spanish-
speaking community to look at strategies for improving communication.
Solution
Health Services Director Dr. William Walker set up the Latino Outreach Committee, a
special internal committee that developed short and long-term recommendations. Because
many people get their news and information from television, television seemed to be an ideal
t
r'
CSAC Challenge Award Program
Contra Costa Health Services Latino Outreach
June 2001
Page 2 of 2
medium to improve communication. Contra Costa has its own, county-operated station,
Contra Costa Television (CCTV). CCTV and the Latino Outreach Committee launched Vida
Sana, a twice weekly, half-hour show in Spanish using professionally produced videos to
highlight important health topics and including an introduction in Spanish by Dr. Walker. It
is CCTV's first regularly scheduled Spanish language programming. To supplement the
canned material, the Latino Outreach Committee also recommended a live call-in show. A
community advisory committee, composed of Latino leaders in Contra Costa,provided-
input
rovidedinput on the show's format, assisted in selecting the co- hosts and brainstormed topics. Vida
Sana En Vivo!,which will be produced every other week and rerun several times in
subsequent weeks, debuts in mid-June.
Budget/Costs/Savings
• CCTV provided$3,000 to launch Vida Sana and $5,000 to fund five Vida Sana En Vivo!
programs; Contra Costa Health Services approved staff time to work on the Latino
Outreach Committee,work with CCTV to assemble the canned videos for Vida Sana
and$750 for time of a producer to coordinate development of Vida Sana En Vivol.
• To continue the live shows, the Latino Outreach Committee is collaborating with
Employment and Human Services and the Community Services Departments, the
Children and Families Commission and programs within Health Services. Funding has
also been solicited from local businesses and groups that advocate for Latino interests.
Project Contact- Lorena Martinez-Ochoa, 597 Center Avenue, Suite 365, Martinez 94553,
phone (925) 313-6951, fax (925) 313-6708,In-iartine@hsd.co.contra-costa.ca.us
Optional Submission- see attached video clip, press clips and information sheet.
a _MAY. 31. 200 1 11 : 30AM CCTV_1-925-313-11 P5 N0. 131 P. 4
2001 CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
Contra Costa County Health Services Department
COUNTY NAME / DEPARTMENT NAME
Donna .M. Wigand, LCSW, Mental Health Director
CONTACT/TITLE
595 Center Avenue, Suite 200
MAILING ADDRESS
Martinez , CA 94553
CITY STATE ZIP
925-313-6411
PHONE EXT.
925-313-6449 dwigand@hsd.co. contra-co5ta. ca.us
FAX E-MAIL
Mental Health Perspectives Television Program
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
Executive Summary
Optional submissions
Send three copies plus any optional attachments/videos by Thursday, )une 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11" Floor
Martinez
1
Executive Summary
A. Overview
In June 1999, Contra Costa Mental Health premiered a live call-in program on
Contra Costa TV entitled "Mental Health Perspectives, " which has experienced
overwhelming public response. Each show presents various mental health issues
and features a panel of local experts.
B. Problem or Challenge
The program's challenge was to educate the public about mental health issues
and to dispel myths surrounding mental illness and individuals with psychiatric
disabilities. Often people are afraid to seek mental health services because of the
stigma attached to mental illness and may never reach out for help.
C. Solution
By bringing the Mental Health Perspectives television program into viewers'
homes, it was hoped that the information could reach a wider audience in a more
direct way. Through the anonymity of this medium, barriers were removed for
consumers to obtain information and learn how to access services. Some of the
topics included suicide, care givers, multi-culturalism, incarceration of
individuals with psychiatric disabilities, and youth and their families. During
and at the end of every program, telephone numbers were put on the screen for
the Psychiatric Emergency and other mental health services.
D. Budget/Costs/Savings
The project was billed to the Health Services Department by Contra Costa TV.
All participants were volunteers.
J
E. Results
It has been estimated that viewership reached over 30,000 per episode. During
several episodes, viewer calls were so overwhelming, that return calls had to be
addressed after the program. Calls to the County Psychiatric Emergency
Services increased threefold immediately following our first episodes.
CCTV's Mental Health Perspectives' episode on "Care Givers" received
national recognition by becoming a winner of the 2? Annual Telly Awards.
Mental Health Perspectives is CCTV's first show to gain winner status in a
competition which included American Movie Classics, Blockbuster, Inc.,
Columbia Tri-Star, HBO, Walt Disney Studios, Warner Brothers, just to name a
few.
F. Project Contact
Donna M. Wigand, LCSW
Health Services Department/Mental Health Division
595 Center Avenue, Suite 200
Martinez, CA 94553
G. Optional Submission
Enclosed is one copy of a videotape of excerpts from several episodes of the first
year of Mental Health Perspectives.
2001 CSAC Challenge Award Program May 8, 2001
Page 3
ti
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
COUNTY NAME/ DEPARTMENT NAME
C�cc rvr'c� �OO F✓ mnilx ,*k % Serves Asst
CONTACT/TITLE
0755 RaCfet- .bv, `
MAILING ADDRESS
N �f55 3
CITY STATE ZIP
(qV_S) c?a3 5
PHONE EXT.
( 9a5) 3/3- 333 e mddAt�to,co, CoK{v-c,,. -cu5+a .Ca . ks.
FAX E-MAIL
�Ceycd� �fl'o� Pro jet
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11`h Floor
Martinez
r
b
Executive Summary: "Contra County Public Works Accreditation Project"
Overview/Challenge
How do we know we provide the best in public works services? To answer this question the
Contra Costa County Public Works Department took on a challenge that few departments have
attempted. In 1999,we began a department-wide self assessment of all management practices.
The self assessment is part of an Accreditation Program developed by the American Public
Works Association (APWA).
Process/Solution
The self assessment required us to critically review our operations; we compared all work
processes,policies and procedures to nationally recognized standards. The practices we
examined addressed twenty-six categories that included everything from Stormwater and Flood
Management and Records to Engineering Design and Construction. Once the Self Assessment
was complete, we targeted areas for improvement and spent the next eighteen months working
on those areas. This process involved staff at all levels. Their input and teamwork was
essential to accomplish our goal to provide the best public work services possible. In
November 2000, we contacted APWA to request an onsite evaluation of our department. After
spending a week with staff, the public works experts granted a provisional accreditation. Over
the past six months staff made additional improvements. We anticipate the Certificate of
Accreditation to be awarded in September 2001, to make our department the first accredited
county public works department in the country!
BudgedCosts✓Savings
The Public Works Department has an operating budget of$50 million dollars. We anticipate
the ability to provide 5% more service to our customers, or$2.5 million at no additional cost.
As an example, we developed Landscape Standards, which will guide developers in the design
of street scapes and will reduce the staff time needed to assist them. The Maintenance Division
r
created an Ice Control Plan. Although ice on roads occurs infrequently in Contra Costa
County, when it does occur it can cause safety hazards resulting in possible injuries and
damage to cars. The Maintenance staff is now trained on what to expect in an ice emergency
and how to respond, therefore we can improve the safety of our roads and decrease the amount
of money the county would spend on damage repairs. As a result of this project, the
department began to look at benchmarking and performance measures. The Maintenance
Division completed an update to their Performance Standards to ensure the efficiency of work
performed. The standards cover all the division's work activities and focus on how,when and
why these activities are completed. This guides staff in decision-making and ensures quality in
the maintenance work. Another cost savings is written documentation of all policies and
procedures for the department and manuals for Design and Construction. The written
documentation is helpful when questions from staff or the community arise. Staff is more
knowledgeable about the work they perform and this also assists with the training of new
employees, they now have written procedures and manuals to follow.
Results
The improvements that have resulted from this project have received an overwhelmingly
positive response from staff, the Board of Supervisors and the community. We have improved
interdepartmental coordination and communication, enhanced staff teamwork and the project
assisted with the implementation of our Strategic Plan. Most importantly, the improvements
we made have heightened community confidence and improved our responsiveness and the
quality of service we provide.
Project Contact
Carrie Rodda, Administrative Services Assistant Phone: (925) 313-2235
Contra Costa County Public Works Department Fax: (925) 313-2333
255 Glacier Drive, Martinez, California 94553 E-mail: crodda@pw.co.contra-costa.ca.us
2001 CSAC Challenge Award Program May 8, 2001
Page 3
2001 CSAC CHALLENGE AWARDS
ENTRY FORM
�o•r�,�/� ��T/f �ZJ�1 .olJ/�L /C' Lc�G2kf' 4�7�/�7iLl�if/�
COUNTY NAME / DEPARTMENT NAME
CONTACT/TITLE
2
Y
MAILING ADDRESS
CITY STATE ZIP
PHONE EXT.
313-233 lyra va t�B�.�cv.ca, corrzc-cos7��. ca •&t1'
FAX E-MAIL y
TITLE OF THIS ENTRY (TO BE USED ON TROPHY)
REMEMBER TO:
Include the following for your entry:
✓ Complete this form
✓ Executive Summary
✓ Optional submissions
Send three copies plus any optional attachments/videos by Thursday, June 7, 2001 to:
Julie Enea
County Administrator's Office
651 Pine Street, 11'h Floor
Martinez
EXECUTIVE SUMMARY
STREAM MANAGEMENT PILOT PROGRAM FOR LANDOWNERS
Please const er the following Stream Management Pilot Program for Landowners(SMPPL)program
for the CSAC Challenge Award:
A. OVERVIEW: The Stream Management Pilot Program for Landowners (SMPPL) program
assists private landowners in analyzing stream related problems, with workshops, educating
landowners and responding to calls.
B. PROBLEM OR CHALLENGE: Creek side residents are often concerned about the potential
for creek bank stability problems.However,the County cannot use public funds to perform work
in creeks, on private property, without substantial public benefits to other County residents. .
However, the SMPPL program provides a source of information for residents with creek bank
stability problems, works to develop integrated creek repair work, and tracks complaints on a
watershed basis that should be more effective.
C. SOLUTION:The Urban Creeks Council(UCC)was contracted through the SMPPL program to
establish a resource for stream-related issues for creekside landowners in the unincorporated
County area. They assist property owners in not only looking at the symptoms,but also looking
at the causes of the creek problems. They provide information on available resources,
educational programs on waterway management,and also assist landowners with the regulatory
process. They promote projects that are neighborhood based,rather than projects for individual
property owners,and they provide a database of issues that can be used to establish priorities for
focusing on problem watersheds, and problem areas within watersheds.
D. BUDGET/COSTS/SAVINGS: The County has contracted with the UCC to fund the program.
The funds are to be utilized for staff time involved with providing information and working on
property in the unincorporated area. In the first three quarters since the pilot program began,
invoices for only$3847 were presented to the County for program work in the unincorporated
area. Due to the nature of these advisory efforts, it is not possible to determine actual cost
savings.It is anticipated that less than$14,000 will be expended this fiscal year.In addition,this
pilot project is being expanded countywide in the next fiscal year. The program also saves
County staff substantial time answering property owner questions and resolving additional
problems created by the installation of inadequate private storm drainage facilities.
Environmentally superior creek improvements, installed as a result of this program, may also
result in large reductions in silt loads'from material that would be eroded from the creek channel.
Residents contacted through this program were provided better information to determine
appropriate actions, and the actions should result in better projects for the environment.
E. RESULTS:The SMPPL program resulted in responses to 10 calls and 10 site visits to creeks in
the unincorporated area of.the County. The responses provided property owners with
information on structures threatened by eroding banks, enhancing creek banks for wildlife
habitat, and a creek bank that was sliding. Where feasible, bioengineering, brush layering
techniques,and/or native plants were recommended. Thirty-one people attended workshops put
on by UCC. The UCC also spoke at creek-related events in the County, and a newsletter was
developed and distributed. The program is being expanded countywide.
F. PROJECT OR PROGRAM CONTACT:
Mitch Avalon, 255 Glacier Drive,Martinez CA 94553 Phone No. (925) 313-2203
G. OPTIONAL SUBMISSION: Urban Creeks Council: History and Background; Stream
Management for Private Landowners; and,Feb. 21, 2001 letter.
SJW:sjw/cjd
G:\GrpData\F1dCtl\swright\SMPPL Programdoc\CSAC Challenge AwardsC.com.doc
Attachment
cc: D.Eckerson,Flood Control
2
URBAN CREEKS Qu OF CALIFORNIA
February 21, 2001
Steve Wright
Contra Costa County Flood Control District
255 Glacier Drive
Martinez, CA 94553-4825
Dear Mr. Wright:
This report will update you on the progress of our pilot Streamside Management Program..
for Private Landowners ("SMPPL"), during the project's first three quarters (June 2000-
February 2001). Total calls from homeowners with creek problems and site visits are
broken down by city, below.
:::.....:.:... ....::......;.::::..:..:.:.::::. :.. ..
Alamo 1 1
Belmont 1 1
Berkeley 3 2
Brentwood 1 1
Concord 1 1
El Cerrito 1 1
El Sobrante 3 3
Kensington 4
Lafayette 1 2
Martinez 11 10
Mora a 6 6
Oakland 12 7
Orinda 3 2
Pinole 1
Richmond 2 2
San Ramon 1
Walnut Creek 4 1
Total: 56 140
1250 Addison Street, Suite 107 Berkeley, CA 94702 Tel: 510 540 6669 Fax: 510 848 2219
Calls and Visits
Many of the calls we received involved complaints about dumping in creeks, or new
developments (usually upstream) that are impacting creeks and property owners.
Homeowners also call us looking for alternatives to expensive, "hardscape" solutions to
creek problems. In response to complaints about dumping, water quality, or impacts from
-development, we refer callers to the Regional Water Quality Control Board, Department
of Fish and Game, and local "friends of" creek groups (if one exists) for that'particular
creek. We sometimes make additional investigative phone calls of our own, as
appropriate.
On field visits, we make observations about stream health and stability, including the
presence of lack of vegetation(and whether or not it is appropriate vegetation);evidence
of bank failure and/or overbank erosion, drainage problems, aggradation, flood damage;
and note the proximity of structures to the creek and/or the tops of banks—whether
culverts, retaining walls,homes,sheds,etc. A copy of our home visit form is attached.
A summary of creek problems by type is set forth in the table below. Many property
owners have multiple, overlapping problems on the same site. For example,many owners
are experiencing problems caused by the erosion of man-made structures,in conjunction
with either a lack of vegetation on the creek banks or dominance by invasive species, In
addition to these problems, homes and other structures on many sites have been built too
close to the tops of creek banks.
bl �T�u�nnber::.
>:>eE-°
Vv
Owner desiring to culvert creek on property; referred to UCC by Dept. 2
of Fish and Game
Bank erosion 21
This category includes problems caused by man-made structures such as
riprap, various types of retaining walls, gabions, saccrete or other
concrete structures (most often these structures are being undermined,
creating furtherproblems)
Banks slumping and sliding due to lack of vegetation; tree removal, or 13
invasive species without strong root systems (most often ivy and
eucalyptus)
Stream adjustment from recent urbanization 7
.2
Culvert-related problems 9
Homes and other structures built too close to tops of banks 7
Property owners specifically seeking advice on enhancing creek's 7
habitat values for wildlife; one of these property owners is interested in
daylighting a creek; two are school sites and are interested in enhancing
the creeks as educational tools
Of the 30 site visits made in Contra Costa County, only five properties were located in
unincorporated areas. Those site visits included visits to two property owners on Wanda
Way in Martinez concerned about eroding banks that are threatening structures;one on
Franklin Canyon Road who had A-Jacks installed by an engineering firm and is now
interested in enhancing her banks for wildlife habitat; one in Alamo concerned.about
erosion and wanting to culvert a creek; and one in El Sobrante where the banks of San
Pablo Creek are almost vertical and are sliding.
Suggested Solutions
In response to these problems, we advised property owners on how to best stabilize their
banks using soil bioengineering techniques, including the use of willow and dogwood'"
cuttings,posts, and fascines, as well as rebuilding their banks using the technique of
brush layering. In some cases, more complex methods will be needed,such as on two
properties upstream of the Brown Street Bridge in Martinez, where we have
recommended the use of cribwalls.
We also offer homeowners advice about removing non-native species and revegetating
banks with natives where possible, and provide a list of appropriate species (see
attached). When homeowners are interested in hiring consultants to incorporate soil
bioengineering techniques, we provide a list of consultants. The list of consultants who
provide soil bioengineering in conjunction with equilibrium channel design is short (see
attached).
Outreach
Workshops were held in Moraga and Martinez for groups of homeowners interested in
design/build projects along their creeks. Twenty homeowners in Moraga and I I in
Martinez attended those workshops. The Moraga group is in the process of forming a
"Friends of" creek group. The City of Concord is interested in bringing SMPPL to its
citizens. The City of Lafayette has shown interest as well.
3
We conducted additional outreach and publicity for the program by speaking at various
creek-related events, including meetings of the San Pablo Creek Watershed Awareness
Program conducted by the Aquatic Outreach Institute, which are attended by many
property owners in El Sobrante. We have also published an article about the SMPPL
program in our newsletter, Creek Currents (copy attached), and will do so again this year.
All interested property owners and callers are given or sent a description of the SMPPL
program and the Urban Creeks Council (see attached).
]Recommendations
We recommend that the SMPPL program be expanded to include all areas of Contra
Costa County, since the majority of our calls have not been from the unincorporated areas
but from throughout the county. We propose dedicating 16 hours per week of UCC staff
time to expand and advance the SMPPL program. Some of that time would be used to
make follow-up calls to property owners who have received initial site visits, including
visits after the rainy season to monitor if and how homeowners have implemented our
suggestions.
We would also like to see a grant program established to help property owners in
implementing non-structural solutions to their creek bank problems. Such a program
would provide an incentive for people to attend workshops and to better understand
stream dynamics. Attendance at workshops—as well as a certain, minimum number of
participating property owners—could be a prerequisite for entering the grant program.
We have enjoyed our work to date on this innovative and exciting program and think it
will only be improved by expanding it and devoting more staff time and resources to it.
Please let us know if you have any questions, and we look forward to continuing to work
with you.
Sincer ly yours,
fisBradt, Executive Director Lisa Viani, Outreach Coordinator
cc: Mitch Avalon
Attachments
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URBAN CREEKS OF CALIFORNIA
UCC HISTORY AND BACKGROUND
The Urban Creeks Council of California was formed to preserve, protect, and
restore and enhance urban creeks and streams though community based movements
and organizations. UCC is an umbrella organization serving local river and stream
citizen organizations. We represent an unusual coalition of neighborhood activists,
minority organizations, sports fishers, businesses, environmental restoration
professionals, floodplain and watershed managers, ecologists, and environmental
activists.
We started as a grassroots organization in 1982 by East Bay community
members to oppose planned Army Corps of Engineers' channelization projects for
Wildcat Creek in Richmond, Sausal Creek in Oakland, and other creeks in nearby
cities. After six years of community organizing and negotiating with government
agencies, UCC was successful in promoting an alternative Wildcat Creek flood control
project which now serves as a national model for consensus planning. Since its
inception, UCC has promoted numerous restoration and preservation projects
statewide, both independently and in conjunction with affiliates. UCC now has four
chapters and over forty affiliate organizations throughout California.
UCC serves as a clearinghouse for technical and political support for local
groups seeking to preserve and restore creeks. UCC encourages multi-objective land
use planning; alternative flood control design and stream stabilization methods;
bioengineering;'and revegetation techniques, suggesting practical ways they can be
applied to solve specific problems. Involvement and empowerment of the urban
community has always been a primary.focus in all of our projects. As well as offering
technical aid, our agency helps organize the community, secure funding, forge political
strategy, and act as liaisons with.public agencies.
The activities of the Council include: physical stream restoration
projects(including daylighting culverts); stream clean-up projects; redesign of flood
control projects; training programs for citizen volunteers, government officials,
consultants and conservation corps; organization of statewide and national
conferences on urban waterways; citizen volunteer water quality monitoring projects;
education of the general public in the area of aesthetic, recreational and ecological
values of natural streams; development of publications and training manuals; and the
development of streamside greenways, parks and regional trails. We also produce a
newsletter several times a year.
1250 Addison Street, Suite 107 • Berkeley, CA 94702 • Tel: 510 540 6669 • Fax: 510 848 2219
URBAN CREEKS Qu OF CALIFORNIA
STREAM MANAGEMENT FOR PRIVATE LANDOWNERS
In the San Francisco Bay Area, the Urban Creeks Council (UCC) has
been overwhelmed with requests for help from individual property owners.
These requests are driven by concerns over stream bank erosion, flood hazards,
dysfunctional culverts, impacts on properties by activities of upstream or
downstream neighbors, and the need for assistance with a myriad of
governmental permits and regulations at all levels.
UCC, as a non-profit organization, focuses on increasing public
awareness of urban waterways and promoting educational demonstration
projects. To accomplish this mission, UCC has initiated a pilot program to
provide technical and educational support to those in the private sector located
on or near creeks.
Ultimately, our goal is to assist in watershed-wide creek restoration
projects through this program as well. In addition to providing individual
assistance to private landowners, UCC has been collecting information on creek
concerns. We will use the data collected to identify watersheds where we can
host educational stream restoration trainings that will be valuable to an entire
neighborhood. Training communities to understand creek processes will provide
opportunities for the design and implementation of larger scale, more
comprehensive restoration efforts than individual parcel projects.
The objectives of the SMPPL are to:
• Assist property owners with federal, state, and local agencies in navigating
the regulatory process
• Coordinate stream and bank restoration efforts on a neighborhood basis to
avoid competing and counterproductive activities
• Educate property owners in effective, low cost, technically & environmentally
sound stream management practices they can do themselves
• Develop a database to track problems within the same creeks or watershed
area to facilitate coordinated restoration actions
For information please fill out the attached form. Or give Josh a call at (510) 540-
6669.
1250 Addison Street, Suite 107 Berkeley, CA 94702 - Tel: 510 540 6669 • Fax: 510 848 2219