INTERNAL OPERATIONS COMMITTEE
Meeting Date: June 22, 2026
Subject: Triennial Advisory Body Review - Phase III Report, Review Cycle 4
Submitted For: Monica Nino
Department: County Administrator
Referral No: 26/5
Referral Name: Advisory Body Triennial Review
Presenter: Lauren Hull, Senior Management Analyst
Contact: Lauren.Hull@cob.cccounty.us
Referral History:
The Board of Supervisors oversees and appoints members to seventy-nine (79) advisory boards, commissions, and committees (bodies). These advisory bodies serve numerous governmental functions, some mandatory and others discretionary. In 2012, the Board of Supervisors adopted a regular, ongoing sunset review process formalized by Resolution No. 2012/261. This resolution was designed to ensure that every three years each advisory body is reviewed for compliance with a variety of policies.
With the publishing of this Phase III, Cycle 4 report, the Internal Operations Committee will have conducted four full cycles of review since the review process was established in 2012. In 2024 and 2025 the Internal Operations Committee reviewed 16 advisory bodies in Phase I and 24 advisory bodies in Phase II of the review, respectively. This year, the Internal Operations Committee will review 18 bodies in Phase III. In all three phases of Cycle 4, out of the 79 bodies listed in the County’s Boards & Commissions Database (Maddy Book), 58 were reviewed, 18 were excluded, 5 were added for future review cycles, and 2 were removed.
Summary of Cycle 4 Triennial Review Phases
|
Phase |
Completion Date |
Number of Bodies |
|
I |
2024 |
16 |
|
II |
2025 |
24 |
|
III |
2026 |
18 |
|
Excluded |
18 |
|
Net Bodies Added to the Maddy Book* |
3 |
|
Total Bodies Listed in the Maddy Book |
79 |
*Note: The category represents the number of advisory bodies that were recently added to the Maddy Book. The recent additions are the Phillips 66 Community Benefits Agreement Review Panel, the Marathon Community Benefits Agreement Review Panel, and the Measure O Community Advisory Board. These bodies will be added to the next Triennial Review Cycle when they have enough history to be reviewed.
A list of the eighteen (18) bodies excluded from the Triennial Review process is included below. Most excluded bodies are not reviewed due to full governing independence from the county, such as the East Bay Regional Park District’s own Parks Advisory Committee. A rationale for exclusion is noted for each, including if the body is independent, an ad hoc (temporary) body and thus excluded by Resolution 2012/261, or is not a true “Maddy” body. A body that is indicated below as “Not Maddy” is a body that is advisory to a body other than the Board of Supervisors, or a body to which the Board of Supervisors does not make appointments but that is listed in the Boards & Commissions Database (Maddy Book) to improve public awareness and access to the body’s meetings.
LIST OF ADVISORY BODIES IN PHASE III
Eighteen (18) bodies are included in Phase III; Phase III was previously completed in 2023. These advisory bodies are divided between twelve (12) mandatory bodies and six (6) discretionary bodies.
Mandatory Commissions or Committees
Mandatory bodies are those required under state, federal, or local law. Additionally, bodies that are mandated to exist by a contract or other mechanism are considered mandatory and are denoted with an asterisk. The following twelve (12) advisory bodies are considered mandatory, meaning that Contra Costa County must operate them:
1. Airport Land Use Commission
2. Alamo-Lafayette Cemetery District Trustees
3. Byron-Brentwood-Knightsen Union Cemetery District
4. Fish and Wildlife Committee
5. Local Enforcement Agency (LEA) Hearing Panel
6. Los Medanos Health Advisory Committee*
7. Managed Care Commission*
8. Merit Board*
9. North Richmond Waste and Recovery Mitigation Fee Committee
10. Public Law Library Board of Trustees
11. Resource Conservation District
12. Workforce Development Board
Discretionary Commissions or Committees
Discretionary commissions are created by the Board of Supervisors on a voluntary basis. Many discretionary bodies were created to address community needs and solicit further resident engagement. Several of the discretionary bodies included in this phase advise the Board of Supervisors on how to allocate grant funds or fees. Others included in this phase advise the Supervisors on services, such as fire districts under the purview of the Board of Supervisors. A total of six (6) discretionary bodies were reviewed in this phase:
1. Affordable Housing Finance Committee
2. Contra Costa County Fire Protection District Advisory Fire Commission
3. Crockett-Carquinez Fire Protection District Fire Advisory Commission
4. Iron Horse Corridor Management Program Advisory Committee
5. Keller Canyon Mitigation Fund Review Committee
6. Treasury Oversight Committee
Referral Update:
During the previous phase of the Triennial Review the Internal Operations Committee provided direction that future reviews should include information on training requirements. Staff subsequently revised the Triennial Review Survey to include a question regarding how many appointees are up to date on their training requirements. To qualify as being up to date, appointees must have completed all three required trainings (including Open Meetings/Brown Act Training, Implicit Bias Training, and AB 1234 Ethics Training) within the last two years. If a significant number of appointees are not up to date, such information is included in the Staff Comments/Recommendations sections of this report.
The recent implementation of Legistar as the required agenda creation software with a standard template for agendas has resulted in a significant increase in compliance regarding required agenda components, such as including information about disability access and supplemental materials.
FINDINGS
Summary of Findings for Phase III
Staff to bodies included in Phase III were asked to complete a survey which was reviewed and signed by the advisory body Chairperson. Staff from the Clerk of the Board then reviewed the materials and surveys submitted by the advisory body staff and chairs. In addition to the survey materials, Clerk of the Board staff also performed research to confirm whether the bodies are posting agendas online and reviewed the contents of the agendas for compliance with several additional policies, such as including information about disability access and access to supplemental materials, and opportunities for public comment. The Clerk of the Board also reviewed the agendas for whether the agenda descriptions were adequate for a layperson or outsider to understand what would be discussed at the meeting. The County Administrator’s Office also reviewed the submissions.
Unless highlighted in the recommendations, no changes to bylaws, membership requirements, or seat structure are recommended for the bodies included in Phase III. This report includes a description of advisory bodies in the Phase III review, along with a summary of comments or recommendations from the Clerk of the Board and the County Administrator’s Office.
Mandatory Bodies
Airport Land Use Commission
The Airport Land Use Commission (ALUC) conducts airport land use compatibility planning. It protects the health, safety, and welfare of the public by ensuring the orderly expansion of airports and the adoption of land use measures that minimize the public’s exposure to excessive noise and safety hazards within areas around public airports. The ALUC is mandated by the California Public Utilities Code.
Staff Comments/Recommendations
ALUC staff reports that despite wide solicitation it has been challenging to fill the Board of Supervisors appointee seats. Currently, both Board of Supervisors appointee seats are filled. Staff for the ALUC also reports that one (1) staff member from the Department of Conservation and Development provides between zero (0) and ten (10) hours of support for the body per week. The ALUC appears to be functioning as intended and in compliance with the county’s administrative policies. Staff for the Clerk of the Board’s Office does not recommend any changes at this time.
Alamo-Lafayette Cemetery District Board of Trustees
The Alamo-Lafayette Cemetery District (ALCD) is a property tax and fee-supported district that provides burial services, year-round maintenance, and preservation of interment plots. Interments are restricted to residents and taxpayers of the cemetery district boundaries and their immediate family members. The district is controlled by the California State Health & Safety Code.
Staff Comments/Recommendations
Staff for the ALCD reports that the district is underfunded, though this issue is outside the purview of the Triennial Review which focuses specifically on the Board of Trustees. Staff for the ALCD also reports that one (1) staff member from the Cemetery District provides between three (3) and five (5) hours of support for the body per week. Staff for the Clerk of the Board’s Office notes that agendas are not posted through Legistar since the Board of Trustees is an independent body. Agendas are instead posted on the district’s website at <https://www.alamolafayettecemetery.com/>. Additionally, the district posts agendas 72 hours prior to the meeting and does not currently offer hybrid meeting access, though as an independent body they are exempt from the county’s policies in regard to these areas. Staff for the Clerk of the Board’s Office recommends changes to the current agendas to ensure agenda descriptions adequately describe each item, as required by the Brown Act.
Byron-Brentwood-Knightsen Union Cemetery District Board of Trustees
The Byron-Brentwood-Knightsen Union Cemetery District (BBKUCD) is a property tax and fee-supported organization that provides burial services, year-round maintenance, and preservation of interment plots. Interments are restricted to residents and taxpayers of the cemetery district boundaries and their immediate family members. The district is controlled by California State Health & Safety Code.
Staff Comments/Recommendations
Staff for the BBKUCD reports that one (1) staff member from the Cemetery District provides between three (3) and five (5) hours of support for the body per week. Staff for the Clerk of the Board’s Office notes that agendas for the body are not posted on the county’s Agenda Center since the Board of Trustees is an independent body. Agendas are instead posted on the district’s website at https://www.bbkucd.org/. Additionally, the district posts agendas 72 hours prior to the meeting and does not currently offer hybrid meeting access, though as an independent body they are exempt from the county’s policies in regard to these areas. Staff for the Clerk of the Board’s Office recommends changes to the current agendas to ensure agenda descriptions adequately describe each item, as required by the Brown Act.
Fish and Wildlife Committee
The Fish and Wildlife Committee (F&WC) advises the Board of Supervisors on fish and wildlife issues and makes recommendations for the expenditure of funds from the Fish and Wildlife Propagation Fund (see the Fish and Game Code). The F&WC awards grants to projects related to public education, habitat improvement, temporary emergency treatment and care of orphaned wildlife, and scientific research. Additionally, the committee may address issues regarding the enforcement of fish and game laws and regulations when referred to the committee by the Board of Supervisors.
Staff Comments/Recommendations
Staff for the F&WC reports that current funding does not cover the cost of staffing the committee and managing the grant program. Examples of tasks required to staff the committee include the preparation of agendas, annual reports and work plans, grant administration, soliciting speakers, and organizing the Fall Forum. Staff for the F&WC also reports that one (1) staff member from the Department of Conservation and Development provides about eight (8) hours of support for the body per week. The F&WC appears to be functioning as intended and in compliance with the county’s administrative policies. Staff for the Clerk of the Board’s Office does not recommend any changes at this time.
Local Enforcement Agency Independent Hearing Panel
The Environmental Health Division of the county’s Health Services Department was designated by the Board of Supervisors and certified as the Local Enforcement Agency (LEA) for Contra Costa County in 1992. The California Public Resources Code requires a LEA to hold hearings (1) before taking certain actions, (2) in response to challenges to specified actions the LEA has taken, and (3) at the request of specified persons regarding particular actions taken by the LEA or the alleged failure of the LEA to act as required by law or regulation. Other hearings are required by the California Code of Regulations. Either a hearing officer or hearing panel must be appointed to conduct the hearings. The Board of Supervisors has established the Contra Costa County Local Enforcement Agency Independent Hearing Panel to perform this function under the Public Resources Code.
Staff Comments/Recommendations
Staff for LEAIHP reports that no meetings have been held in the past thirty-six (36) months and that the body generally requires no staff time. Currently, all three (3) seats on the committee are filled. Staff for the LEAIHP reports that it is unknown whether appointees are up to date with their training requirements. Staff for the Clerk of the Board’s Office was unable to verify whether the LEAIHP is operating in compliance with the county’s other administrative policies since no agendas, minutes, or reports were available to review. Staff recommends that the LEAIHP staff verify each appointee’s training status by ensuring that all training certificates are kept on file.
Los Medanos Health Advisory Committee
The Los Medanos Health Advisory Committee (LMHAC) was established by the Board of Supervisors in July 2018 as part of the plan to dissolve the Los Medanos Community Healthcare District to increase funding available for healthcare programming in the Pittsburg/Bay Point areas. The establishment of the committee was a requirement pursuant to the Local Agency Formation Commission’s dissolution of the district. The Committee has been charged with development of an area health plan to determine specific health needs of the community, identify priorities to address those needs and facilitate a request for proposals process to make funding recommendations for health programs in the community to the Board of Supervisors.
Staff Comments/Recommendations
No estimate of staff time utilized per week or training compliance for the LMHAC was received. Based on agendas posted online, the LMHAC appears to be functioning as intended and in compliance with most of the county’s administrative policies. Staff recommends that LMHAC staff ensure appointees are up to date on training requirements and keep all current training certificates on file.
Managed Care Commission
The Managed Care Commission (MCC) advises the Health Services Director and Board of Supervisors regarding health insurance needs for the community and promotes the Contra Costa Health Plan. The MCC focuses on recipients of Medi-Cal, Medicare, undocumented children, and medically indigent persons. While the MCC is not considered a mandatory body, the county has effectively made it mandatory by entering into a contract with the state that requires the MCC to exist. However, to meet the Department of Health Care Services (DHCS) requirements for member and community input, Contra Costa Health Plan (CCHP) has replaced the MCC with the Community Advisory Committee. This Committee fulfills DHCS mandates by including members from diverse backgrounds and stakeholder groups. Persons who are involved as contractors with Contra Costa Health Plan and Health Department employees are not allowed to be members of the MCC.
Staff Comments/Recommendations
Staff for the MCC reports that only three meetings were held in the past thirty-six (36) months and that subsequent to the year 2022 the body does not utilize any hours of staff time, as the body no longer holds meetings. The MCC is currently inactive and has only two (2) of fifteen (15) seats filled. Staff for the MCC recommends that the committee be sunset. Staff for the Clerk of the Board’s Office recommends that the Internal Operations Committee determine whether to direct the Health Services Department to initiate the process to sunset the committee.
Merit Board
The Merit Board is authorized to carry out its duties under the Merit System Ordinance (Ordinance No. 80-47), as required by state law. The Merit Board oversees the county’s merit system and hears and decides on matters of unlawful discrimination appeals or complaints, and appeals from orders and actions of dismissal, suspension, demotion, or reduction of compensation. They also hear and decide on other issues such as the application of layoff regulations.
Staff Comments/Recommendations
Staff to the Merit Board reported that the body could be more effective if its purview and ability to provide remedies were expanded. Staff for the Merit Board reports that one (1) staff member from the Human Resources Department provides around twenty (20) hours of support for the body per week. While staff reports that the appointees are not current on their training requirements, the Merit Board appears to be functioning as intended and in compliance with most of the county’s administrative policies. Staff recommends that the Merit Board staff ensure appointees are up to date on training requirements and keep all current training certificates on file.
North Richmond Waste and Recovery Mitigation Fee Committee
The North Richmond Waste and Recovery Mitigation Fee Committee was established in 2004 as part of a Bulk Materials Processing Center Memorandum of Understanding with the City of Richmond to jointly administer mitigation fees collected from the Bulk Materials Processing Center at the West Contra Costa County Sanitary Landfill. The Environmental Impact Report for this project determined that this Center would impact the North Richmond community and authorized a mitigation fee to defray annual costs associated with collection and disposal of illegally dumped waste and other related impacts. The committee addresses the needs of the community through multiple strategies including community clean-up events, law and code enforcement activities, community garden projects, and other community-based projects.
Staff Comments/Recommendations
Staff for the North Richmond Waste and Recovery Mitigation Fee Committee reports that three (3) staff members from the Department of Conservation and Development provide about five (5) hours total of support for the body per week. Staff notes that there has been difficulty filling seats, though all seats are currently filled. As of May 2026 meetings are only accessible in person, as district-specific advisory bodies are exempt from the county policy to provide hybrid meeting access. Staff for the Clerk of the Board’s Office recommends that staff verify each appointee’s training status by ensuring that all training certificates are kept on file.
Public Law Library Board of Trustees
The Public Law Library's mission is to provide all members of the community with access to research materials to aid in understanding and preserving legal rights. The Public Law Library operates at three full-time sites with the assistance of trained staff. The Board of Trustees governs the Law Library pursuant to the California Business and Professions Code § 6300.
Staff Comments/Recommendations
Staff for the Public Law Library reports that county law libraries are in need of permanent, stable funding from the state. Staff for the Public Law Library also reports that one (1) staff member from the Law Library provides between five (5) and ten (10) hours of support for the body per week. Staff for the Clerk of the Board’s Office notes that agendas are not posted through Legistar since the Board of Trustees is an independent body. Agendas are instead posted on the Public Law Library’s website at http://www.cccpllib.org/. The Public Law Library appears to be functioning as intended and in compliance with the county’s administrative policies. Staff for the Clerk of the Board’s Office does not recommend any changes at this time.
Resource Conservation District
The mission of the Contra Costa Resource Conservation District (RCD) is to facilitate conservation and stewardship of the natural resources of Contra Costa County. The RCD reports that their most impactful programs have included mobilizing hundreds of volunteers for creek cleanups, thus preventing tons of trash from entering waterways and flowing downstream into the San Francisco Bay and the Pacific Ocean. The RCD has built capacity for local watershed and creek groups such as the Walnut Creek Watershed Council, Alhambra Watershed Council, Carquinez Watershed Council, and Friends of Pinole Creek. The RCD also works with a federal partner, the National Resources Conservation Service, to implement conservation practices on agricultural and open space lands.
Staff Comments/Recommendations
Staff for the Resource Conservation District reports that sixteen (16) staff members from the district provide about thirty-five (35) hours of support for the body per week. Staff for the Clerk of the Board’s Office notes that agendas are not posted on the county’s Agenda Center since the Resource Conservation District is an independent body. Agendas are posted on the district’s website at https://www.ccrcd.org/. The Resource Conservation District appears to be functioning as intended and in compliance with the county’s administrative policies. Staff for the Clerk of the Board’s Office does not recommend any changes at this time.
Workforce Development Board
The Workforce Development Board is the access point for employment-related and training services. These services, provided at four different sites, include developing local plans, identifying providers of services, monitoring system performance, and helping to develop the labor market information system. Priority is given to populations who have the greatest challenges to employment, such as low-income individuals, those formerly incarcerated, current and former foster youth, individuals with disabilities, and English language learners. Contra Costa County is required to operate an authorized workforce development board in order to receive federal funding for these activities.
Staff Comments/Recommendations
Staff for the Workforce Development Board reports that twenty-one (21) staff members in the Employment and Human Services Department provide forty (40) hours total per week of staff support for the body. Staff also reports that there has been high member turnover. As of May 2026, 18 of 25 seats are filled and 50% of members have up to date training certificates on file. The Workforce Development Board appears to be functioning as intended and in compliance with the county’s administrative policies. Staff for the Clerk of the Board’s Office recommends that the Workforce Development Board staff ensure appointees are up to date on training requirements and keep all current training certificates on file.
Discretionary Bodies
Affordable Housing Finance Committee
Established in 1995, the Affordable Housing Finance Committee (AHFC) works with the Department of Conservation and Development to develop funding recommendations for the Board of Supervisor’s consideration regarding the allocation of Community Development Block Grant (CDBG), HOME Investment Partnership Act, Measure X Housing, and Permanent Local Housing Allocation funds among other eligible affordable housing programs and projects in the county.
Staff Comments/Recommendations
In November 2025 the Internal Operations Committee recommended updates to the AHFC’s membership structure, due to concerns regarding meeting quorum. These updates were approved by the Board of Supervisors in December 2025. The committee is currently made up of seven (7) seats, including five (5) District seats, one from each supervisorial district, and two (2) At-Large seats. Staff for the AHFC reports that the body only meets once per year. Leading up to the annual meeting, one (1) staff member provides up to twenty (20) hours of staff support per week. For the rest of the year, there is little to no staff support needed per week. Staff for the Clerk of the Board’s Office recommends that AHFC staff ensure appointees are up to date on training requirements and keep all current training certificates on file.
Contra Costa County Fire Protection District Advisory Fire Commission
The purpose of the Contra Costa County Fire Protection District (CCCFPD) Advisory Fire Commission is to advise the Fire Chief and Board of Supervisors on goals and objectives of the district, operations and capital budgets, and declarations of fire apparatus and equipment as surplus. They also serve as a liaison with the community and serve as the Appeals Board on weed abatement matters.
Staff Comments/Recommendations
Staff for the CCCFPD Advisory Fire Commission reports that one (1) staff member from the Fire Protection District provides about one (1) hour of staff support for the body per week. The CCCFPD Advisory Fire Commission appears to be functioning as intended and in compliance with the county’s administrative policies. Staff for the Clerk of the Board’s Office does not recommend any changes at this time.
Crockett-Carquinez Fire Protection District Advisory Fire Commission
The Crockett-Carquinez Fire Protection District Advisory Fire Commission reviews and advises on annual operations and capital budgets, reviews District expenditures, advises the Fire Chief on district service matters, and serves as a liaison between the Board of Supervisors and the community served by the District.
Staff Comments/Recommendations
No estimate of staff time utilized per week or training compliance for the Crockett-Carquinez Fire Protection District Advisory Fire Commission was received, and staff for the Clerk of the Board’s Office was unable to locate any agendas posted online. Staff was unable to verify compliance with any of the county’s administrative policies since no agendas, minutes, or reports were available to review. Staff recommends that the committee post agendas online in compliance with local and state laws and policies, as well as ensure appointees are up to date on training requirements and keep all current training certificates on file.
Iron Horse Corridor Management Program Advisory Committee
The Iron Horse Corridor Management Program Advisory Committee (IHCMPAC) was established to provide citizen input for a management program for the Iron Horse Corridor. In October of 2000 the Board of Supervisors expanded the advisory committee's role to include continued implementation and monitoring of certain elements of the Management Program. The committee meets quarterly and accomplishes its interjurisdictional advisory duties on this schedule.
Staff Comments/Recommendations
Staff for the IHCMPAC reports that one (1) staff member from the Public Works Department provides about one (1) hour of staff support for the body per week and that 50% of appointees are in compliance with training requirements. The committee voiced concerns that existing funding of the Iron Horse Corridor does not meet the transportation and recreational needs of the area due to increased use after the pandemic and additional requirements from state law. The IHCMPAC appears to be functioning as intended and in compliance with the county’s administrative policies. Staff for the Clerk of the Board’s Office recommends that Public Works staff ensure appointees are up to date on training requirements and keep all current training certificates on file.
Keller Canyon Mitigation Fund Review Committee
The Keller Canyon Landfill Mitigation Fund process was established in August 1992, and the Board of Supervisors revised the funding process in May 2011. The Board of Supervisors designated that these funds be used to mitigate effects of the landfill site by funding community-based organizations and county departments for programs in the following areas: youth services, code enforcement, community beautification, public safety, and community services. This committee makes annual funding recommendations to the Board of Supervisors.
Staff Comments/Recommendations
No estimate of staff time utilized per week or training compliance for the Keller Canyon Mitigation Fund Review Committee was received, and staff for the Clerk of the Board’s Office was unable to locate any agendas posted online. Staff was unable to verify compliance with any of the county’s administrative policies since no agendas, minutes, or reports were available to review. Staff recommends that the committee post agendas online in compliance with local and state laws and policies, as well as ensure appointees are up to date on training requirements and keep all current training certificates on file.
Treasury Oversight Committee
The Treasury Oversight Committee was established in 1995 and was initially mandated under the Government Code, although the requirement was suspended by the state in 2004. The Treasury Oversight Committee allows local agencies, including school and special districts as well as the public, to participate in reviewing the policies that guide the investment of public funds that are invested by the County Treasurer. The committee monitors the County's investment pool and policy and confirms that the annual audit is conducted to ensure compliance with Government Code §§ 27130-27137. The committee allows the public to participate in the review of policies that guide the investment of public funds under the authority granted annually by the Board of Supervisors.
Staff Comments/Recommendations
Staff for the Treasury Oversight Committee reports that three (3) staff members provide a total of about one (1) hour of staff support for the body per week. Currently, meetings are only accessible in person. Staff for the Clerk of the Board’s Office recommends staff provide hybrid meeting access to ensure compliance with Board of Supervisor’s requirements.
Recommendation(s)/Next Step(s):
1. ACCEPT the 2025-2026 Triennial Review Phase III, Cycle 4 Report and specific recommendations as summarized below:
a. DIRECT the County Administrator/Clerk of the Board to begin implementation of phase I of the fifth cycle of the Triennial Review process.
b. DIRECT the following advisory bodies to ensure agendas are posted online and at the meeting location ninety-six (96) hours in advance of the meeting date, in compliance with the Better Government Ordinance:
i. Crockett-Carquinez Fire Protection District Advisory Fire Commission
ii. Keller Canyon Mitigation Fund Review Committee
c. DIRECT the Treasury Oversight Committee to hold hybrid meetings, in compliance with county policy.
d. CONSIDER whether to direct staff to take steps, including submitting an item to the Internal Operations Committee, to sunset the Managed Care Commission.
e. CONSIDER whether to refer a recommendation that the following bodies ensure agenda descriptions adequately describe each item, as required by the Brown Act:
i. Alamo-Lafayette Cemetery District Board of Trustees
ii. Byron-Brentwood-Knightsen Union Cemetery District Board of Trustees
f. CONSIDER whether to refer a recommendation to the following committee’s staff to ensure trainings are up to date and certifications are kept on file:
i. Affordable Housing Finance Committee
ii. Crockett-Carquinez Fire Protection District Advisory Fire Commission
iii. Iron Horse Corridor Management Program Advisory Committee
iv. Keller Canyon Mitigation Fund Review Committee
v. Local Enforcement Agency Independent Hearing Panel
vi. Los Medanos Health Advisory Committee
vii. Merit Board
viii. North Richmond Waste & Recovery Mitigation Fee Committee
ix. Workforce Development Board
Fiscal Impact (if any):
None.