CONTRA COSTA COUNTY - File #: 26-273

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To: Board of Supervisors

From: Monica Nino, County Administrator

Report Title: Quarter 2 Progress Report on Round 2 Measure X Innovation Fund Projects

☒Recommendation of the County Administrator ☐ Recommendation of Board Committee

RECOMMENDATIONS:

ACCEPT the second quarterly progress report on the seven community-based projects funded in Round 2 of the Measure X Innovation Fund.

FISCAL IMPACT:

No fiscal impact. This is an informational report with no recommended action. All projects are funded by a one-time allocation of Measure X sales tax revenue.

BACKGROUND:

On March 25, 2025, at the conclusion of a formal competitive bidding process, the Board of Supervisors approved the award of Round 2 Measure X Innovation Fund grants totaling $2,027,455 to seven promising projects. Contracts with each grantee were executed by the County Administrator effective May 1, 2025, since which time the projects have been underway. Through December 31, 2025, a total of $997,394 has been claimed by the grantees, leaving a balance of $1,030,061.

Below is a brief overview of each project, the Innovation Funds claimed by January 1, 2026, and a summary of progress towards goals. It also includes reported challenges and their expected effects on outcomes or timelines.

The County Administrator’s Office will continue to monitor progress, do what can be done to support the grantees, and report to the Board quarterly.

2^nd QUARTER UPDATE

ROUND 2 MEASURE X INNOVATION FUND

East County Climate Initiative, Rising Juntos/Urban Habitat

Contract Award: $175,000

Claimed through January 1, 2026: $86,351, 49%

The East County ACT (Advancing Climate Transformation Together) initiative targets climate health inequities by training residents as Climate Ambassadors. In Quarter 2, East County ACT made significant progress toward advancing climate health equity in East Contra Costa. Their efforts focused on deep community engagement, strategic planning, and capacity building to prepare for a comprehensive climate health needs assessment.

Key Achievements

• Climate Ambassador Engagement:

o Maintained an active cohort of 50 Climate Ambassadors, primarily low-income Black and Latino/e residents.

o Delivered a Climate Health and Power Building training (Sept. 18, 2025) for 53 resident leaders, covering wildfire, flooding, air pollution, and extreme heat risks.

o Hosted two planning sessions (Oct. 15 & Nov. 19) with 50 participants each to analyze health data and establish criteria for city selection.

• Strategic Focus:

o After extensive analysis and discussion, Antioch was selected as the focus city for the upcoming climate health needs assessment, based on need, equity, and potential for impact.

• Stakeholder Engagement:

o Conducted 9 interviews with 12 key leaders, including county officials, city representatives, and community organizations, to identify priorities and inform strategy.

• Community Outreach:

o Reached 250 households through door-to-door canvassing and hosted 5 community events in Bay Point, Pittsburg, and Antioch.

o Shared practical resources for extreme heat and poor air quality, while inviting residents to participate in the initiative.

• Partnerships:

o Collaborated with Greenbelt Alliance, Healthy & Active Before 5, and Urban Habitat for technical expertise, training, and research support, ensuring data accuracy and community responsiveness.

Challenges
Challenges were minimal due to strong collaboration and resident leadership. The primary issue was balancing project activities with urgent community crises, including ICE (U.S. Immigration and Customs Enforcement) activity and socio-political pressures affecting housing and mental health. These conditions reinforced the need for flexibility and deep community partnership.

Outcomes
The project team exceeded outreach and engagement targets, strengthened resident leadership, and clarified strategic direction. The initiative remains on schedule and well-positioned for impact.

Outlook
In Quarter 3, Climate Ambassadors will refine research questions and develop a survey for launch in Quarter 4. This community-driven approach should promote informed and equitable policy and climate mitigation and adaptation strategies.

The Gemma Project, Gemma

Contract Award: $425,000

Claimed through January 1, 2026: $199,174, 47%

The Gemma Project provides programming for justice-involved women during their incarceration, with an emphasis on facilitating their reentry into society. The project includes monthly meetings with various stakeholders, such as the Sheriff’s Office and the County Office of Education, to ensure a coordinated approach to programming and support services. Initial outreach commenced in July 2025, engaging incarcerated women to assess their needs and interest in the program.

The Gemma Project continues to advance its mission of providing gender-responsive services and policy advocacy for justice-involved women in Contra Costa County. Despite ongoing facility delays, the program has maintained momentum through adapted strategies and expanded outreach.

Key Achievements

• In-Custody Day Program Launch
Successfully launched on September 27, 2025, with eight participants. The second cohort begins January 2, 2026. Early feedback highlights significant gains in emotional resilience and strong staff support.

• Community Engagement
Delivered six gender-responsive presentations to stakeholders, exceeding the annual goal of four. Upcoming sessions include Family and Children’s Services on January 15, 2026.

• Policy Advocacy Coalition
Established a coalition of 20 members, including justice-impacted individuals and community partners. The first meeting was held December 16, focusing on identifying policy priorities. Stipends will be provided to ensure lived experience informs advocacy efforts.

Challenges

Facility construction delays continued to limit capacity and require condensed curriculum. Despite these constraints, partnerships and outreach strategies have expanded access to services, including subcontracting with HealthRight 360 for community-based support.

Outcomes

• Enrollment: Due to facility delays, capacity remains limited to eight participants per cohort. We anticipate serving approximately 42 women by the end of the grant cycle, below the original target of 75.

• Completion Rate: 87.5% completion would have been achieved without early releases; adjusted voluntary participation rate is 80%.

• Skill Development
75% of participants showed improvement in pre/post assessments, with notable gains in self-advocacy and coping skills.

• Continuing Care Engagement
100% of completers engaged in Continuing Care; 63% of early-release participants remain involved.

• Community Engagement
Social media followers increased by 23.34%, and shares rose by 81%. Six community presentations have been completed, exceeding the annual goal.

Outlook

The next quarter will focus on maximizing participation within current constraints and advancing policy advocacy. The project team remains prepared to transition to full capacity and unabridged curriculum once the new West County Re-Entry, Treatment, and Housing facility opens in Spring/Summer 2026.

Upcoming priorities include:

• Launching the second cohort on January 3, 2026.

• Advancing policy advocacy through coalition-led initiatives.

• Sustaining engagement and readiness for expanded programming.

Microloan Program, St. Vincent de Paul

Contract Award: $147,825

Claimed through January 1, 2026: $60,000, 41%

St. Vincent de Paul of Contra Costa County (SVdP) continues to advance its Micro Loan Program, aimed at providing low-interest loans and financial education to neighbors in need. While progress has been slower than anticipated, the program remains a promising tool for SVdP’s 700+ volunteer Vincentians.

Key Achievements (May-Dec 2025)

• Loans Issued: 3 low-interest emergency loans totaling $4,640; average loan $2,320 (range $1,670-$3,000).

• Financial Education: 24 sessions and home visits delivered to qualified applicants.

• Outreach: 12 presentations completed at SVdP branches; materials translated into Spanish; bilingual staff engaged for program support.

Challenges

• Committee Capacity: The Micro Loan Committee is too small to effectively market and disseminate program information. Additional members are needed to expand outreach.

• Financial Mentors: Recruiting dedicated mentors has been difficult. Mentors are essential for guiding loan candidates and delivering financial literacy curriculum.

• Complexity of Financial Topics: Many SVdP volunteers (“Vincentians”) are not financial counselors and feel intimidated by technical loan processes. This limits their ability to identify candidates and support them through the program.

• Branch Engagement: More presentations at SVdP branches are needed to increase awareness and participation.

• Program Administration: Currently, administrative duties are shared among committee members and staff with other responsibilities. A part-time Program Administrator is being considered to improve candidate identification and support.

• Financial Literacy Tools: Multiple tools are used to address diverse needs but tailoring them to each neighbor’s situation adds complexity.

Outcomes

• Loan Performance: One loan has defaulted, and no payday loan conversions have occurred to date.

• Candidate Retention: Several identified loan candidates stopped responding, reflecting the challenges of working with individuals in crisis.

Outlook

Despite slower uptake, SVdP remains optimistic. Additional branch presentations are scheduled for early 2026, and hiring a part-time Program Administrator is under consideration to improve candidate identification and support. While full-year grant goals may not be met, continued progress is expected through June, at which time the Board may consider extending the grant period for this project.

Antioch Schools Newcomer Inclusion Project, Lincoln

Contract Award: $205,600

Claimed through January 1, 2026: $82,233, 40%

Lincoln Families, a community-rooted organization serving Contra Costa and Alameda Counties, continues its mission to provide culturally responsive, trauma-informed mental health services for children and families. Through the Antioch Schools Newcomer Inclusion Project, Lincoln Families aims to provide culturally responsive and trauma-informed services to immigrant families in Antioch.

Achievements

• Successfully identified newcomer caregivers and district staff to participate in two community school cohorts.

• Conducted bi-monthly meetings with school administrators and 8-15 families per site, ensuring newcomer voices were included.

• Trained Community School Coordinators (CSCs) in critical resources such as Know Your Rights, Cara y Corazón parenting program, Youth Mental Health First Aid, and Motivational Interviewing.

• Established partnerships with key community organizations, including White Pony Express, Contra Costa Food Bank, and local service providers.

Challenges

• Coordinating schedules across multiple stakeholders (district leadership, caregivers, and school staff) required significant effort.

• Ensuring culturally responsive and trauma-informed practices while addressing diverse newcomer needs demanded ongoing adaptation.

Outcomes

• All Q2 obligations met:

o Cohorts formed and meetings held regularly.

o Needs assessments integrated into school agendas.

o CSCs equipped with tools and strategies to support newcomer families.

o Expanded resource network through active engagement with community partners.

• Strengthened collaboration with Antioch Unified and district Newcomer Center.

Outlook

• Continue bi-monthly cohort meetings to refine service delivery.

• Deepen partnerships with local organizations to broaden resource access.

• Monitor and evaluate training impact on newcomer family engagement.

• Prepare for Q3 by identifying additional newcomer families and enhancing culturally responsive programming.

Promotoras de Salud, Hijas del Campo

Contract Award: $273,200

Claimed through January 1, 2026: $160,228, 59%

The Promotoras de Salud or Community Health Worker (CHW) program aims to enhance healthcare access for farm workers amidst challenges related to immigration enforcement and Medi-Cal funding cuts.

During Quarter 2, the program made significant progress in expanding healthcare access for migrant and seasonal farmworkers. Key achievements include surpassing enrollment goals, strengthening outreach efforts, and onboarding a dedicated Community Health Worker (CHW) Coordinator to enhance team capacity and supervision.

Key Achievements

• Insurance Enrollment: 107 individuals enrolled in Medi-Cal and Contra Costa Basic Health Plan.

• Outreach Impact:

• 81 outreach events conducted (40 at farms, 20 at headquarters, 21 at community events).

• Over 1,600 farmworkers reached, including 1,407 at agricultural sites.

• Community Engagement:

• Participation in 21 community events, including health fairs, vision clinics, and immigration forums.

• Active involvement in Campesinx Committee meetings to amplify farmworker voices.

• Direct Services:

• 14 food distribution and Mobile Health Clinic days provided.

• 12 referrals to health clinics and wrap-around services.

• Capacity Building:

• 5 professional development trainings for CHWs.

• Regular supervision meetings initiated by the new CHW Coordinator.

Challenges

• Policy Volatility and Communication Barriers
Rapid changes in Medi-Cal eligibility rules created significant uncertainty. CHWs had to repeatedly update and clarify information, which strained resources and led to confusion among farmworker families. This highlights a systemic challenge: the need for real-time policy communication tools and stronger coordination with state agencies.

• Enrollment Difficulties in Local Health Plans
Multiple applications for the Contra Costa Basic Health Care Plan were denied without clear reasons. This suggests procedural inefficiencies or unclear eligibility criteria, which could undermine trust and slow progress toward coverage goals.

• Capacity Constraints and Staffing Shortages
Personal emergencies and a small team size forced cancellations of outreach events. This underscores the vulnerability of programs reliant on limited staff and the importance of contingency planning or cross-training to maintain service continuity.

• Community Fear and Accessibility Issues
Immigration-related fears reduced participation in events and services, while limited Mobile Clinic hours restricted access for families with inflexible work schedules. These factors point to the need for culturally sensitive outreach and expanded service hours to improve accessibility.

• Economic Instability Among Target Population
Seasonal work fluctuations led to missed appointments as families prioritized income over healthcare. This indicates a structural challenge where economic insecurity directly impacts health outcomes, requiring integrated solutions like flexible scheduling and economic support programs.

Key Insight:
Most challenges stem from external systemic factors (policy changes, economic instability) combined with internal capacity limitations. Addressing these will require a multi-pronged approach: policy advocacy, operational flexibility, and targeted funding to expand staffing and service hours.

Outcomes

The program exceeded expectations in outreach and enrollment, maintained strong community presence, and improved internal systems through staffing and training. However, workshop delivery remains below target and will be prioritized next quarter.

Outlook

Upcoming Medi-Cal changes, including new premiums, pose significant risks to coverage and preventive care access. Increased demand for mental health services and advocacy efforts are anticipated. Sustainability efforts are underway, supported by new grants from John Muir Health, Aliados Health, and Contra Costa Regional Health Fund, with additional funding applications planned for 2026.

Hispanic Recovery Initiative, Support4Recovery (S4R)

Contract Award: $400,830

Claimed through January 1, 2026: $194,760, 49%

Support4Recovery’s Hispanic Recovery Initiative aims to provide culturally competent, gender-specific recovery solutions to underserved Spanish-speaking or limited/no English-speaking adult Hispanic residents of Contra Costa County who are affected by substance use disorders and related challenges, such as incarceration, homelessness, and unemployment.

During Quarter 2, S4R successfully scaled residential programs and strengthened clinical partnerships. Key achievements include reentry planning through Game Plan for Success (GPS) and vocational advancement via Club de la Hispanidad (CCDLH). Transitioning to a more reputable clinical partner improved service quality, though increased intake from custody created budget pressures in transportation and food.

Key Achievements

• Milestone Status

o Oct 15: Cohort II onboarding - Completed

o Nov/Dec: Clinical transition - Completed

o Dec 31: Cohort II graduation/job placement - Completed

o Ongoing: Individualized SUD assessments - On Track

• Clinical Services

o Transitioned mental health care to Alma y Corazon Therapy, ensuring culturally competent, high-quality therapy.

o Continued PHQ-9 and GAD-7 screenings show measurable improvements in mental health stability.

• Residential Programs

o Onboarded Cohort II (12 participants) by October 15.

o Achieved 100% participation in recovery services and housing stability.

o Graduated all participants by December 31 with documented job placements.

• Workforce & Reentry

o Completed GPS workshops on relapse prevention and reentry logistics.

o 70% of participants improved English literacy or technical skills through CCDLH.

• Demographics (July-December 2025)

o Ethnicity: 97% Hispanic/Latino

o Gender: ~60% male / 40% female

o Language: 94% Spanish-only or bilingual

o Age: Majority 25-44

o Primary Referral: CCC Public Defenders

Challenges

• Transportation: Additional $400/month for court and legal appointments.

• Food: Unbudgeted costs of $1,000/month due to full occupancy and recovery needs.

Outcomes

• Successful completions: 15

• Active sessions: 8

• Discharges: 5

• Unsuccessful completions: 4

Outlook

For Q3, S4R is seeking additional funds to adjust the budget to address increased transportation and food expenses for participants transitioning from custody.

Library Tech Equity Connection, Tech Exchange

Contract Award: $400,000

Claimed thru January 1, 2026: $200,000, 50%

During Quarter 2, Tech Exchange advanced the Library Tech Equity Connection project by transitioning intern cohorts, introducing remote support services, and initiating volunteer training. The first intern cohort completed the Serve2STEM pre-apprenticeship program in October, gaining hands-on experience at library tech help desks. A second cohort began in November and continues to provide digital navigation and technical assistance to patrons.

Remote Tech Support launched in October, extending digital assistance beyond in-person services. Train-the-Trainer (TTT) workshops began in September to build community capacity for sustainable digital navigation support. Interns also engaged in mentorship and STEM career exposure activities throughout the quarter.

Key Achievements

• Volunteer Training: 35 of 100 volunteers trained through TTT workshops as of December.

• Remote Tech Support: Virtual assistance launched in October for library patrons.

• Intern Cohorts: First cohort graduated October 30; second cohort began November 17.

Challenges
Two interns withdrew from the second cohort, requiring adjustments to maintain coverage. Three graduates extended their internships, ensuring continuity of services. The program remains on track to meet staffing goals and anticipates serving 10-12 interns over the grant period.

Outcomes
All Quarter 2 milestones were met, including intern onboarding, help desk operations, and professional development activities. Feedback from patrons and staff has been positive, confirming the value of accessible digital navigation support.

Outlook
Next quarter, Tech Exchange will:

• Publish 10 multilingual tech support videos by January 2026.

• Conclude the second intern cohort in February and recruit for the third.

• Expand volunteer engagement to reach 65 trained participants by March.

These efforts will strengthen sustainability through reusable resources, a trained volunteer base, and a steady intern pipeline.

CONSEQUENCE OF NEGATIVE ACTION:

Not applicable.