COUNTY OF SAN MATEO
Inter-Departmental Correspondence
County Manager’s Office
DATE:
BOARD MEETING DATE:
SPECIAL NOTICE/HEARING:
VOTE REQUIRED:
April 22, 2015
April 28, 2015
None
Majority
TO:
Honorable Board of Supervisors
FROM:
John L. Maltbie, County Manager
SUBJECT:
Continuing Measure A Initiatives and Criteria for District-Specific Funds
RECOMMENDATION
Accept report and direct staff to include Continuing Measure A Initiatives and administer
District-Specific funds in the FY 2015-17 budget cycle.
BACKGROUND AND DISCUSSION
At its March 17 meeting, the Board adopted the following Measure A allocations for the
FY 2015-17 cycle, as recommended by the Measure A Subcommittee:
Adopted Measure A Allocation
New Initiatives (Contracts/MOUs):
• Homeless and Housing Support
• Foster Youth / At-Risk Youth
• Older Adults
Requests for Proposals (RFP) estimate
[To be expended in the categories of
homelessness/ housing services, foster youth/atrisk youth services, and legal services]
District-Specific Needs - $200k/year per Board District
One-Time Loans/Grants – $1M per Board District
Subtotal New Initiatives
FY 2015-16
Affordable Housing Fund (includes $1M carry over)
Big Lift – Early Learning (includes $10M carry over)
Other Continuing Measure A Initiatives (estimate)
New Projects: County Parks
New Projects: County Facilities/Capital Needs
New Projects: County Technology Needs
TOTAL Adopted FY 2015-17 Allocation
FY 2016-17
$2,466,750
2,739,923
2,437,277
6,356,050
$466,750
2,334,923
2,872,652
8,325,675
1,000,000
5,000,000
$20,000,000
1,000,000
---$15,000,000
6,250,000
12,500,000
37,250,000
5,000,000
10,000,000
5,000,000
$96,000,000
5,250,000
2,500,000
37,250,000
5,000,000
10,000,000
5,000,000
$80,000,000
1
The Measure A Subcommittee met on April 20 to provide direction to staff on the following:
Continuation of Existing Measure A Initiatives
Staff is recommending continuing or modifying existing initiatives as described in
Attachments 1 and 2. Approximately $45 million in Measure A funds will be allocated toward
continuing initiatives in FY 2015-16 and FY 2016-17. It is recommended that the following
initiatives be expanded: Prevention and Early Intervention for At-Risk Children, Mental Health
System of Care for Adults, Coastside Medical Services, and Library Summer Reading
Programs. Unspent balances from prior years will be rolled over as needed to complete
projects. Budget adjustments will be included in the Recommended Budget, and contract
amendments to the Board at its regular meetings in June and July.
District-Specific Needs and One-Time Loans/Grants
Attachment 3 describes the recommended criteria and process that will be used to allocate
$5 million in one-time loans or grants for FY 2015-16, and $1 million each year for FY 201516 and 2016-17, divided equally among the five Board districts. All projects will be brought to
the Board for approval through the County Manager’s Report on the Regular agenda of future
Board meetings. Projects recommended for funding under this criteria should have previously
submitted letters of intent that are not advancing in this process unless there are
emergencies or unforeseen circumstances.
Request for Proposals – Legal Services
The Subcommittee provided feedback on a draft Request for Proposals (RFP) for legal
services. The scope of work includes holding at least 12 legal consultation workshops
throughout the county to provide legal services or referrals and advice to residents in the
areas of veterans and immigrant needs and eviction prevention and contestation. The RFP
will be issued in May-June with funding amount of $250,000 per year. Proposals will be
evaluated and recommendations for selected providers brought to the Board in July.
Upcoming Measure A Decision Packages
New Measure A Initiatives – homelessness/housing,
foster youth and older adult priorities (~15 contracts)
New Capital Projects ($10 million)
New Parks Projects ($5 million)
New Information Technology Projects ($5 million)
Requests for Proposals (RFPs) for
Homelessness/Housing and Foster Youth
Timelines
Contracts/MOUs – June 2 and
16 Board meetings
Budgets – June Revisions
Recommended Budget (June 1)
June Revisions
Issued in July-August
FISCAL IMPACT:
If approved, budget adjustments for continuing Measure A initiatives, District-specific funds
and RFPs will be included in the FY 2015-17 Recommended Budget.
ATTACHMENT 1: Summary Table – Continuing Measure A Initiatives
ATTACHMENT 2: Narratives – Continuing Measure A Initiatives
ATTACHMENT 3: Criteria and Process for District-Specific Funds
2
April 28, 2015 Board Meeting
ATTACHMENT 1
SUMMARY - FY 2015-17 Continuing Measure A Initiatives
Measure A - Funded Initiatives
HEALTHY AND SAFE COMMUNITY
Mental Health System of Care for Adults
Departments
FY 2014-15
Estimates *
Page 1 of 1
FY 15-16
Recommended
ESTIMATES *
(includes prior
year rollovers)
FY 16-17
Recommended
ESTIMATES *
Health System
1,405,289
3,656,001
1,484,899
California Clubhouse (will use MHSA funds)
Prevention and Early Intervention - At Risk
Children (Health)
Prevention and Early Intervention - At Risk
Children (HSA)
Domestic Violence Support - legal assistance
(formerly CORA contract)
School Safety - Deputy Sheriffs
Health System
Health System
115,000
3,648,185
0
5,447,962
0
5,645,061
Human Services Agency
1,711,789
1,988,367
2,030,408
75,000
75,000
75,000
473,219
473,219
476,249
Seton Medical Center Support - pending
Other Healthcare Priorities
Coastside Response Coordinator
Non-Departmental
Non-Departmental
Sheriff's Office
9,600,000
30,000
10,000,000
77,176
10,000,000
78,877
Coastside Medical Services
Health System
402,359
528,190
537,298
PROSPEROUS COMMUNITY
Early Learning and Care Trust Fund - Big Lift
Library Summer Reading Programs
Non-Departmental
County Library
0
206,300
12,500,000
366,000
2,500,000
366,000
Other Priorities - Children's Services
Court Appointed Special Advocates (CASA)
Foster Youth
Non-Departmental
Human Services Agency
100,000
2,500,000
100,000
2,500,000
100,000
Veterans Services - Assessment and Staffing
Human Services Agency
258,306
278,446
290,381
Homeless Outreach Teams (HOT)
Human Services Agency
150,000
225,000
225,000
East Palo Alto Year-Round Homeless Shelter
Human Services Agency
500,000
500,000
500,000
Core Agencies - Emergency Housing Assistance
(homeless prevention)
Core Agencies - Performance Mgmt System
Support/Maintenance (review in progress)
Farm Labor Housing Rehabilitation and
Replacement
Motel Voucher Program (evaluation in progress)
Human Services Agency
225,000
430,000
430,000
Human Services Agency
225,000
278,000
278,000
Department of Housing
500,000
500,000
250,000
Human Services Agency
338,000
0
0
StarVista - Daybreak Program
Human Services Agency
100,000
400,000
0
Re-Entry Employment Preparation (REEP)
HSA
216,120
222,834
229,401
Affordable Housing Fund
LIVABLE COMMUNITY
SamTrans - Services to Youth, Elderly, and
Disabled
North Fair Oaks General Plan Implementation
Department of Housing
6,250,000
5,250,000
Pescadero Community Engagement
County Manager's Office
Bicycle Coordinator
Office of Sustainability
TBD
Sheriff's Office
Non-Departmental
5,000,000
5,000,000
2,500,000
Planning and Building
3,080,000
10,700,000
3,865,000
-
125,000
125,000
75,500
90,000
95,000
1,500,000
3,230,000
4,500,000
3,000,000
1,500,000
3,000,000
$33,165,067
$70,211,195
$44,331,574
COLLABORATIVE COMMUNITY
County Fire Engine and Vehicle Replacement
Non-Departmental
Technology Infrastructure (Network Upgrades)
Information Services
Total Measure A - Funded Initiatives
(Continuing) ESTIMATES
* Listed amounts are estimates; budget detail and rollovers from prior years will be updated in the Recommended Budget.
ATTACHMENT 2:
Continuing Measure A
INITIATIVE SUMMARIES, FY 2015-17
APRIL 28, 2015
ATTACHMENT 2 – CONTINUING MEASURE A NARRATIVES
Healthy and Safe Community
Mental Health System of Care for Adults (Health System)
This initiative supports collaboration among County services and provides alternatives to
incarceration for adults with mental illness and/or substance use problems. The Health
System was funded to implement the following recommendations identified in the multistakeholder discussions completed last year related to mental illness response: Creation of a
Mental Health Respite Center; Expansion of the San Mateo County Mental Health
Assessment and Referral Team (SMART); and early review of mentally ill people in jail for
alternative dispositions. Performance goals have been met and continuation is
recommended with additional one-time funding in FY 2015-16 for the respite center build-out.
Prevention and Early Intervention – At Risk Children (Health System
and Human Services Agency)
The Children and Youth System of Care (CYSOC) committee consisting of Behavioral Health
and Recovery Services [BHRS], Human Services Agency [HSA], Probation, and now the
County Office of Education used Measure A funds to expand prevention, early intervention,
and treatment capacity to ensure that children and youth at risk of abuse, trauma or mental
illness in San Mateo County have the best opportunity to be successful in school and
achieve optimal mental health. This includes training for parents, school staff, and law
enforcement, additional mental health treatment and support services for at-risk youth and
their families, and expansion of Family Resource Centers to schools in Pacifica, Daly City,
San Mateo, Pescadero (unincorporated south coast) and East Palo Alto.
Performance goals have been met or are in progress, and continuation is recommended with
an increase in funding of $1.9 million to add six Public Health Nurses for screening mothers
at elevated risk for child abuse and neglect, and reclassifying Social Workers serving the
schools to Psychiatric Social Workers.
School Safety (Sheriff’s Office)
As a result of the December 2012 shooting at Sandy Hook Elementary School that claimed
27 lives, the Board brought up the issue of school safety within San Mateo County.
Additionally, a forum was held by U.S. Representative Jackie Speier to discuss solutions on
how to prevent and respond to violence in schools. As a result of the forum, three task forces
were formed to address school safety planning, information sharing between stakeholders,
and school related mental health services. Two Deputy Sheriffs were added to provide
resources at the schools, including assistance in preparing school safety plans, and work
with school administrators on instituting remedies for students who commit low-level offenses.
Performance goals have been met or are in progress, and it is recommended that this
initiative continue in FY 2015-17.
1
ATTACHMENT 2 – CONTINUING MEASURE A NARRATIVES
Seton Medical Center Support (Non-Departmental)
In October 2013, the Board allocated Measure A funds to assist Seton in maintaining critical
healthcare services to underserved residents in northern San Mateo County. In October
2014, the Daughters of Charity announced the sale of its health care system, including Seton
Medical Center in Daly City and Seton Coastside in Moss Beach, to Prime Healthcare. The
Board extended its agreement with Seton through February 28, 2015 pending the Attorney
General’s review and decision on the sale. The maximum amount of the agreement was
increased to $21.1 million for October 1, 2013 through February 28, 2015 term. Prime
Healthcare subsequently decided not to proceed with the purchase after the Attorney
General’s decision to approve the sale with conditions. Discussions with Seton are in
progress. No amendments to the existing agreement are recommended at this time.
It is recommended that $10 million for healthcare priorities be set aside in FY 2015-16 and
FY 2016-17 to address gaps in services that could include actions related to Seton services.
Coastside Response Coordinator (Sheriff’s Office)
In August 2012, the Silicon Valley Community Foundation (SVCF) released the “TsunamiPreparedness Assessment Report”, which determined that a dedicated District Coordinator
for the Coastside is necessary in order to improve the response plan during a disaster.
Preparing the San Mateo County Coastside to respond to disasters will involve multi-agency
coordination to develop formal plans and relationships that include all Coastside partners.
Performance goals have been met or are in progress, and it is recommended that funding for
this position in the Sheriff’s Office be continued at $156,053 for FY 2015-17.
Coastside Medical Services (Health System)
Coastside Medical Services allocates resources to the San Mateo Medical Center’s
Coastside Clinic. Funds were initially to be used to purchase a mobile clinic van and host a
bilingual provider team that would serve Pescadero, La Honda, Loma Mar and San Gregorio.
The half-time team would consist of a Physician, Medical Assistant, Patient Services
Assistant and Community Worker/driver.
The use of a mobile clinic was found to be less than ideal for the terrain along the Coastside.
As a result, a clinic was opened on March 5, 2015 in Pescadero, at the community resource
center Puente. The clinic, now known officially as the Pescadero Clinic, is currently providing
medical services to the Coastside communities. It is recommended to continue funding this
initiative with $1,065,488 for FY 2015-17.
Prosperous Community
Early Learning and Care Trust Fund - Big Lift (Non-Departmental)
The Big Lift is a collective impact collaborative led by three agencies: Silicon Valley
Community Foundation, the San Mateo County Office of Education, and the County of San
Mateo. These agencies have formed partnerships with dozens of county leaders and
community-based organizations to close the achievement gap and improve third grade
reading proficiency. The Big Lift focuses on eleven school districts where third grade reading
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ATTACHMENT 2 – CONTINUING MEASURE A NARRATIVES
proficiency scores are close to or below the county average. The goal of the Big Lift is to
increase the percentage of students in San Mateo County who are reading at grade level by
third grade to 80% through the four pillars: providing high-quality preschool, reducing chronic
absence, enhancing summer learning opportunities, and strengthening family engagement. It
is recommended to allocate $15 million for FY 2015-17, which includes $10 million of rollover
from the previous Measure A cycle. These funds will be matched by community partners.
It is also recommended that $2.5 million be set aside for other children’s services priorities in
FY 2015-16 and FY 2016-17 for additional opportunities to leverage Measure A funds with
community partners.
Library Summer Reading Program (County Library)
San Mateo County is home to approximately 160,000 children and youth under the age of 18.
Despite declining state and local funding, libraries continue to partner with cities, schools and
community organizations to make an impact on children and their families. In order to
address summer learning loss among children and teens in San Mateo County, the
Peninsula Library System (PLS) proposed a comprehensive summer reading initiative. This
initiative allocates resources to the Peninsula Library System to enhance and expand
summer reading programs at all 32 public libraries and the bookmobile. The Library Summer
Reading Program is proposing an expansion to increase the number of Summer Learning
Camp sites from five to ten, and introducing a new summer employment program to engage
youth in meaningful work to support their educational and employment goals. Performance
goals have been met or are in progress, and it is recommended to increase funding for this
initiative for a total of $732,000 for FY 2015-17.
Court Appointed Special Advocates (CASA) for Foster Care (Human
Services Agency)
Court Appointed Special Advocates (CASA) is leveraging Measure A funds to build on its
strong record of success to provide a consistent, caring adult for a significant number of
additional foster children in the county. These funds were used to hire a .75 FTE Recruitment
and Training professional who assists in the recruitment, background screening, and training
needed to increase the number of new CASA volunteer trainings. Performance goals have
been met or are in progress, as well as adding proposed new performance goals. It is
recommended to continue funding this initiative with $200,000 for FY 2015-17.
Veterans Services—Assessment and Staffing (Human Services
Agency)
There are approximately 27,000 veterans in San Mateo County. To support this community,
there is a complex array of services available to veterans provided by the federal, state and
county government. While the services available to veterans are extensive, there is no single
entity that works to coordinate and integrate all of the services into a seamless system of
care. A stakeholder group made up of County departments, Courts, Veterans Administration,
and service organizations have a directive to develop a system of service delivery that is
more integrated and coordinated across providers, allowing veterans to access multiple
services seamlessly. The County partnered with Applied Survey Research (ASR) to conduct
a needs assessment, which was completed in December and included focus groups with
veterans, interviews with service providers, and data analysis. On November 5, 2014, the
3
ATTACHMENT 2 – CONTINUING MEASURE A NARRATIVES
County hosted a Veterans Summit where participants heard the preliminary findings of ASR’s
data analysis and provided input regarding the highest priorities for enhancing veterans
services. Measure A funds were leveraged to fund additional staff and implementation of the
veterans services plan. A recommendation to create a Veterans Commission will be brought
to the Board on May 19, 2015. It is recommended to continue implementing the plan with
$568,827 for FY 2015-17.
Homeless Outreach (HOT) Teams and East Palo Alto Year-Round
Homeless Shelter (Human Services Agency)
The countywide 2013 Homeless Census counted 2,276 homeless people living in San Mateo
County. That count includes 977 people who were in shelters that evening and almost 1,300
that were not sheltered. The count also showed a rise in the number of unsheltered
homeless living in encampments and vehicles in the following communities: East Palo Alto,
Redwood City, Half Moon Bay/Coastside, Pacifica, South San Francisco and San Bruno.
Measure A funding was requested for two proposals to fill geographic gaps in homeless
services: expanding the HOT (Homeless Outreach Team) program to the northern part of the
County and Coastside and funding year-round operation of the East Palo Alto Shelter for the
next two years. Performance goals have been met or are in progress. It is recommended to
continue and expand the HOT teams and operate the shelter with $1,450,000 in FY 2015-17.
Core Agencies Emergency Housing Assistance (Human Services
Agency)
The County's agreement with Samaritan House has been amended so that it can serve as
the lead agency for distributing emergency housing assistance funds to the Core Services
Agencies. The funds are targeted toward assisting clients with security deposits or rent to
maintain housing and prevent homelessness. Performance goals have been met or are in
progress, and it is recommended to continue funding this initiative with $860,000 for FY
2015-17, with an increase based on rising rents and need for assistance.
Performance Management System (Clarity) —Core Services Agencies
and Homeless Service Providers (Human Services Agency)
The Clarity system for the Core Service Agencies, as well as the homeless service providers,
covers licenses, system administration, and system changes. The Cores and homeless
service providers work closely with County departments to provide individuals and families
with much needed support to stabilize living situations. Performance goals have been met or
are in progress, and it is recommended to continue funding this initiative with $556,000 for
FY 2015-17. This amount will be adjusted pending review of ongoing support needs.
Farm Labor Housing Rehabilitation and Replacement (Department of
Housing)
The Farm Labor Housing project has completed one project in partnership with
Rebuilding Together. The project rehabilitated two mobile homes in Pescadero. The
Farm Labor Housing Needs Assessment was put out to bid in November, but all offers
were rejected. It was re-bid in February and contracts have been signed to move the
project forward with BAE Urban Economics and Puente de la Costa Sur. Three more
housing projects are in progress, with an item going to the Board on April 28, 2015 to
4
ATTACHMENT 2 – CONTINUING MEASURE A NARRATIVES
approve the purchase of two new mobile homes to replace dilapidated units on a farm in
Half Moon Bay. The other two projects, one on property owned by the Mid Peninsula
Open Space District and the other on property owned by the Peninsula Open Space
Trust, are close to contract. It is recommended to fund this initiative with $750,000 for
FY 2015-17.
Motel Voucher Program (Human Services Agency)
InnVision Shelter Network operates the Motel Voucher Program on behalf of San Mateo
County and coordinates short term motel stays for families in need. Measure A funds
were allocated to cover additional costs in response to increases in the number of
homeless families seeking services and increases in motel rental rates. The program
serves low income families needing shelter until they can find sustainable housing
arrangements. There will be a program review for this program, and requests for future
Measure A funding is on hold pending results of the program evaluation.
StarVista Daybreak (Human Services Agency)
The Daybreak program provides intensive residential services designed to meet the needs of
unaccompanied homeless, runaway and former foster youth ages 16 - 21. Services include
stable housing, independent living skills training and occupational support to lead a
successful transition to self-sufficiency. Youth live at Daybreak's house for up to 18 months,
while resident counselors work with them to develop an individualized written transitional
living plan. The program operator, StarVista, was notified of a federal decision to reduce
funding in 2014 for Transitional Living Programs. Funding for FY 2015-16 is recommended in
the amount of $400,000, and further funding will be reviewed as part of the HOPE update
and homelessness system redesign.
Re-Entry Employment Preparation Program (REEP) (Human Services
Agency) San Mateo County Department of Parks and the Human Services Agency
Vocational Rehabilitation Services (VRS) partnered to create the Re-Entry Employment
Preparation (REEP) to help reduce recidivism in the realignment population of
individuals released from State prison to San Mateo County. Supportive vocational
training offers adults re-entering the community from prison a chance to gain valuable
experience in technical skills as well as soft skills. Working in the county parklands, The
Crew (as they are known) have performed a wide variety of park maintenance projects
essential for visitor safety and park facility upkeep. REEP launched under a matching
grant from the Community Corrections Partnership (CCP) grant funding in September
2013, and Measure A funds extend the pilot funded by a matching grant from the
Community Corrections Partnership (CCP) so that the program can run through June
2015. For FY 2015-17, $452,235 is recommended to continue REEP.
HEART Local Housing Trust Fund Matching Program (Department of
Housing)
During FY 2013-15 Measure A cycle, the HEART Local Housing Trust Fund was unable to
obtain Proposition C funds. The Measure A funding was to provide the required match for the
Proposition C grant HEART was seeking. These funds have been re-appropriated for lowincome housing during the FY 2015-17 Measure A cycle. HEART will continue to explore
additional fund raising opportunities.
5
ATTACHMENT 2 – CONTINUING MEASURE A NARRATIVES
Livable Community
SamTrans – Services to Youth, Elderly, and Disabled (NonDepartmental)
The San Mateo County Transit District (SamTrans) provides bus service, including RediWheels and Redi-Coast Para-transit services, and the CalTrain commuter rail service.
SamTrans bus services directly support routes to community based safety net and county
government services, as well as students commuting to local schools. The Board approved
Measure A funds to maintain these services during the economic downturn. Performance
goals have been met or are in progress, and funding is recommended with $5,000,000 for FY
2015-16 and $2,500,000 for FY 2016-17, with the decrease in year 2 due to Samtrans
improved fiscal condition.
North Fair Oaks General Plan Implementation (Planning and Building)
The Board of Supervisors adopted the North Fair Oaks Community Plan in 2011. The Plan
establishes goals and policies to improve land use, transportation, health and wellness, and
other conditions in the North Fair Oaks community. Performance targets have been met or
are in progress, and funding for FY 2015-17 is recommended in the amount of $14,565,000
to continue implementing the plan. FY 2015-16 includes rollover from prior years, plus $1.4
million in new funding.
Pescadero Community Engagement (County Manager’s Office)
Building on the success of the North Fair Oaks community plan, it is recommended that a
similar community engagement effort be done in Pescadero to identify and prioritize community
needs. An estimate of $250,000 for FY 2015-17 is recommended for this purpose.
Countywide Bicycle and Pedestrian Coordinator (Office of
Sustainability)
The San Mateo County Bicycle and Pedestrian Coordinator promotes bike and pedestrian
friendly transportation options throughout the County. The Coordinator has recently joined
the newly-formed Office of Sustainability. Performance targets have been met or are in
progress, and funding for FY 2015-17 is recommended in the amount of $185,000.
Environmentally Conscious Community
Parks Department Operations and Maintenance (Parks Department) and
Parks Department Capital Projects (Capital Projects)
Over the past years, budget restrictions have reduced staffing at some Park facilities and
resulted in deferral of many maintenance projects. The Parks Division, in conjunction with the
County Manager’s Office, prepared a 2013-18 San Mateo County Parks Strategic Plan,
which outlines a vision for the Parks system. To begin implementation of the Parks Strategic
Plan, it was recommended that seven position and associated operating expenses be added
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ATTACHMENT 2 – CONTINUING MEASURE A NARRATIVES
to the Parks Department FY 2013-15 budget. Parks staffing costs will now be included in
their operations budget funded by the General Fund moving forward, but will still include
some Measure A funds for maintenance projects. All of Parks Capital equipment will be
prioritized within the Parks Departments’ approved $5 million annual Measure A allocation.
Collaborative Community
Buildings and Facilities Infrastructure (Capital Projects)
At the Measure A Workshop in February 2013, the Board of Supervisors requested a list of
capital projects that are needed to address deferred maintenance and improve the condition
of the County’s existing buildings and facilities infrastructure. The projects proposed for
Measure A funding will provide modern facilities for County emergency services providers
and study the replacement of residential care facilities for mental health clients. In addition,
two small sustainability projects were also proposed. $10 million of Measure A funding is to
be allocated through the Measure A capital process, and will be included in the FY 2015-17
Recommended Budget.
County Fire Engine and Vehicle Replacement (County Fire)
County Fire provides fire protection and emergency response services to the unincorporated
areas of the County. An initial contribution of $2 million in Measure A money was
recommended for FY 2013-14 to establish a County Fire Engine and Vehicle Replacement
Fund, and an additional $1.5 million was allocated for FY 2014-15. The amount will cover the
estimated costs of the three fire engines, a water tender, and a staff vehicle needing
immediate replacement plus the associated equipment for those vehicles. Funding for the
County Fire Engine and Vehicle Replacement initiative will continue throughout the term of
Measure A. For FY 2015-17, it is recommended to allocate $6 million.
Technology Infrastructure (Information Services Department)
Due to the age of the current network equipment (switches, routers, firewalls, etc.) and the
design of the network, the capacity to provide good data service daily is limited. These
limitations significantly impact the ability of ISD and Departments to implement new
technology and solutions. The result of the recommended upgrade will be a new high
capacity and resilient network designed to support current and future technologies.
Performance targets have been met or are in progress, and it is recommended to allocate $6
million for FY 2015-17 to continue modernizing network infrastructure.
7
ATTACHMENT 3 - CRITERIA FOR MEASURE A FUNDS
District-Specific Needs and One-Time Loans/Grants
The following criteria and process will be used to allocate $5 million in one-time loans or
grants for FY 2015-16, and $1 million each year for FY 2015-16 and FY 2016-17, divided
equally among the five supervisorial districts. Organizations that submitted Letters of Intent
for the FY 2015-17 cycle, and that are either not advancing to the application/ contract phase
or have not been not selected through the RFP phase, will be eligible to receive these funds. In
cases of emergencies or unforeseen circumstances, however, the Board may approve use of
these funds for one-time projects for organizations that did not submit a Letter of Intent.
Allocation shall be subject to the same general selection criteria, funding, and management
process for Measure A funds, described in more detail below.
CRITERIA
• Use of funds consistent with the general goals and purposes outlined in the Measure A
ballot materials
• Demonstration of unmet need or service gap in the supervisorial district
• Other funding sources are being leveraged
• Proposed services are evidence-based and collaborative
• One-time funds may be used to repair or modernize infrastructure
SELECTION AND FUNDING PROCESS
• The Board must approve every project prior to funding
• For services over $100,000, a request for proposals (RFP) process must be conducted
unless the Board approves a waiver
• For services under $100,000, no RFP process is required; however, if it is determined that
the service could be provided by other organizations that also submitted Letters of Intent,
estimates from at least 2 other organizations must be obtained
• Organizations receiving funds must comply with the County’s contract requirements; the
contract form can be modified for one-time loans and grants
• The Board member in whose district the funds will be spent and his/her staff must not
serve as an officer, director, or play a policy role for the selected organization(s)
• Contracts for services will be managed by a County department
IMPLEMENTATION AND MANAGEMENT
• Board Resolution will give the County Manager authority to execute appropriation
transfer requests (ATRs), contracts and MOUs, and amendments related to these funds to
the extent allowed by California law
• The County Manager will include a description of contracts and MOUs and related ATRs in
his County Manager’s Report on the Regular agenda prior to executing them
• Board staff will work with the County Manager’s Office, relevant County department(s)
and County Counsel’s Office on use of these funds within the two-year cycle
• Funds will be budgeted in Non-Departmental and moved to the appropriate budget unit
once a contract or MOU has been executed
• Any unspent funds will remain in the Measure A fund at the end of the two-year cycle