CONTRA COSTA COUNTY - File #: 26-1909

Date	Ver.	Action By	Action	Result	Tally	Action Details	Meeting Details	Video
5/12/2026	1	BOARD OF SUPERVISORS	approved	Pass		Action details	Meeting details	Not available

To: Board of Supervisors

From: Monica Nino, County Administrator

Report Title: Quarter 3 Progress Report on Round 2 Measure X Innovation Fund Projects

☒Recommendation of the County Administrator ☐ Recommendation of Board Committee

RECOMMENDATIONS:

ACCEPT the third 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 March 31, 2026, a total of $1,403,406 has been claimed by the grantees, leaving a balance of $624,049.

Below is a brief overview of each project, the Innovation Funds claimed by April 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.

3^rd QUARTER UPDATE

ROUND 2 MEASURE X INNOVATION FUND

East County Climate Initiative, Rising Juntos/Urban Habitat

Contract Award: $175,000

Claimed through April 1, 2026: $121,519, 69%

The East County ACT (Advancing Climate Transformation Together) initiative targets climate health inequities by training residents as Climate Ambassadors and conducting a community-based participatory climate needs assessment. In Quarter 3, East County ACT made significant progress toward advancing climate health equity in East Contra Costa. Their efforts focused on building resident leadership capacity and finalizing the framework for the climate health assessment.

Key Achievements

• Climate Ambassador Engagement:

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

o Hosted two planning sessions (Jan 21 & Feb 18) with 50 participants each to strengthen knowledge of climate health impacts and solutions.

• Assessment Development:

o Finalized the assessment’s research question focused on the intersection of climate, housing, and health in Antioch. The research question is:

§ What are the priority concerns of low-income Antioch residents related to climate change and housing, and what solutions do they prioritize to make their homes healthier, cooler, and more affordable?

o Developed assessment methodology, outreach strategies, and data collection tools, including a two-page survey.

• Outreach and Engagement:

o Established a data analysis and management system to securely track outreach, participation, and findings.

o Designed engagement strategies to reach residents most impacted by climate change.

o Conducted 12 stakeholder interviews with key community leaders.

• Partnerships:

o Formalized partnerships with multiple local organizations and coordinated with over 30 community partners to support outreach and survey distribution.

Challenges
Challenges were minimal due to strong collaboration and resident leadership. The team advanced several core elements concurrently, including training curriculum, survey design, and data systems. While demanding, this approach was necessary to maintain project momentum and readiness for implementation.

Outcomes
The program met key milestones for this phase of work, including full engagement of the Climate Ambassador cohort, completion of the research question and methodology, and establishment of a comprehensive data management system. Partnerships have expanded and strengthened, ensuring broad community reach and support for the next phase. The project remains on track and ready for continued impact.

Outlook
The program is well-positioned to launch the survey and begin data collection in quarter 4, with trained Climate Ambassadors ready to lead outreach and strong partnerships in place to support broad community engagement. Established methodology and data systems will enable effective data collection and analysis, generating meaningful insights to inform priorities and equitable solutions for climate health in Antioch.

The Gemma Project, Gemma

Contract Award: $425,000

Claimed through April 1, 2026: $120,025, 75%

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 completed two cohorts of the Day Program, with the third cohort beginning on April 11. The program has received positive feedback on program delivery and staff support.

• Community Engagement: Delivered 10 gender-responsive presentations to stakeholders, exceeding the annual goal of four, including presentations to the Contra Costa Employment and Human Services Department and the Chief Probation Officers of California Conference.

• Policy Advocacy Coalition: The coalition continued monthly meetings, identified priority policy areas and advanced research and planning for policy recommendations and began planning a community-based event to present findings and recommendations to stakeholders. The coalition has seen an increase in membership and participation from justice-involved individuals.

Challenges

Ongoing facility construction delays will continue to limit capacity and require condensed curriculum for the remainder of the program. Despite these constraints, partnerships and outreach strategies have expanded access to services, including subcontracting with HealthRight 360 for community-based support. Staff remain prepared to quickly transition to the unabridged curriculum and expanded capacity of 16-18 participants should the status of the new classroom change.

Outcomes

• Enrollment: Due to facility delays, capacity remains limited to eight participants per cohort. We anticipate serving approximately 32 women by the end of the grant cycle, below the original target of 75.

• Completion Rate: 86% completion rate across first 2 cohorts, excluding 3 early releases in the first cohort. An 84% completion rate was achieved including the early releases.

• Skill Development: 77% of participants showed improvement in pre/post assessments, with notable gains in self-advocacy and healthy boundaries.

• Continuing Care Engagement: 100% of completers in both cohorts engaged in Continuing Care. Additionally, over 50% of non-completers from the second cohort also engaged in continuing care services. Preliminary data from 10 participants shows a 70% progress rate in Reentry & Wellness Plan goals, with an average of 3.6 completed goals per person.

• Reentry & Wellness: 70% of participants made progress in their Reentry & Wellness Plan Goals.

• Community Engagement: Social media followers increased by 28% (270 new followers) since launch in May 2025, likes increased by 80% over the original baselines, and shares surged by over 900%. 10 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.

Upcoming priorities include:

• Launching the third cohort on April 11, 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 April 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 2025-Mar 2026)

• Loan Program Administration:

o Issued 1 additional-low-interest emergency loan this quarter, bringing the total to 4 loans issued to date, totaling $9,865; average loan $2,467 (range $1,670-$3,000).

o Maximum loan amount increased to $10,000 from $3,000

• Financial Education and Client Support:

o Delivered 29 financial education sessions and loan screening visits to prospective applicants.

o Continued individualized support to assess loan readiness and financial stability.

• Program Capacity Building:

o Hired a part-time Microloan Coordinator in February to support outreach, applicant screening, and program administration.

o Expanded committee capacity with additional members, including a bilingual financial mentor.

• Outreach and Accessibility:

o Conducted 19 presentations to SVdP branches to increase awareness and referrals.

o Translated program materials into Spanish and expanded bilingual staffing support to improve accessibility.

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.

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

• Loan Readiness of Applicants: Neighbors in need are evaluated for viability to receive loans. Many candidates have significant challenges due to the difficult issues they face.

Outcomes

4 low-interest loans have been made, 1 loan has defaulted, and no payday loan conversions have occurred to date.

Outlook

Despite slower uptake, SVdP remains optimistic. With dedicated staffing with banking experience now in place and expanded outreach efforts underway, the program is positioned to increase loan volume and deepen engagement with SVdP branches. While full-year grant goals may not be met, continued progress is expected through June.

Antioch Schools Newcomer Inclusion Project, Lincoln

Contract Award: $205,600

Claimed through April 1, 2026: $133,208, 65%

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.

Key Achievements

• Direct Services and Case Management

o Provided case management services to families at Park Middle School and Dallas Ranch Middle School.

o Operated food pantries and clothing closets five days per week, supporting basic needs for students, families, and school staff.

o Facilitated warm handoffs to community resources, including food assistance, healthcare, legal services, and family support programs.

• Family Engagement and Parenting Support

o Completed one Cara y Corazón parenting group at Dallas Ranch Middle School with consistent participation from 6 families.

o Strengthened community connections among participants, resulting in continued engagement through informal gatherings and peer support.

• Assessment and Coordination

o Conducted intake assessments and participated in school-based CARE/COST meetings to identify and respond to family needs.

o Held ongoing coordination meetings with school and district partners to align services and improve support for newcomer students.

• Partnerships and Systems Engagement

o Expanded partnerships with community-based organizations and participated in countywide committees to elevate the needs of newcomer families and inform broader planning efforts.

Challenges

As of March 1, district funding changes to the Community School Coordinator (CSC) program resulted in the removal of Lincoln staff from Park Middle School and Dallas Ranch Middle School. This significantly limited the program’s ability to provide on-site services, including parenting groups, daily access to resources, and direct engagement with families. The loss of on-site staffing reduced the program’s ability to continue culturally responsive parenting groups and maintain consistent in-person support. Families have expressed continued need and demand for these services, particularly for bilingual and culturally responsive support. In response, the program is shifting service delivery to Antioch Middle School and Antioch High School families.

Outcomes

The program met key deliverables for this phase, including provision of case management services, completion of intake assessments, and delivery of a parenting group. Families demonstrated strong engagement, with culturally responsive services contributing to increased trust, improved access to resources, and stronger connections to school communities. Program data and insights are also informing broader district-level community schools planning.

Outlook

The program will continue to support district-wide community schools planning efforts, leveraging data and community input gathered through direct service delivery to inform future programming. While on-site services at Park Middle School and Dallas Ranch Middle School have ended, Lincoln remains actively engaged in Antioch through its HOPE mental health program and is pivoting service delivery to continue supporting newcomer families. Upcoming efforts include launching a new parenting group cycle at Antioch Middle School, which will also be offered to families from Antioch High School, in collaboration with Antioch Unified School District’s Community School Coordinator. This approach allows the program to maintain culturally responsive family engagement while adapting to changes in school site capacity.

Promotoras de Salud, Hijas del Campo

Contract Award: $273,200

Claimed through April 1, 2026: $215,323, 79%

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 3, the program continued strong outreach and enrollment efforts while adapting to significant changes in Medi-Cal eligibility that impacted coverage for many farmworker families. The program expanded outreach locations, strengthened CHW capacity, and maintained high levels of community engagement despite increased barriers to enrollment.

Key Achievements

• Insurance Enrollment: 47 individuals enrolled in or supported with Medi-Cal renewals.

• Outreach Impact:

o 95 outreach events conducted (36 at farms, 28 at headquarters, 16 at community events, 29 at Los Medanos College).

o Over 1,200 individuals reached, including 1,162 at agricultural sites.

• Community Engagement:

o Participation in 16 community events, including legal services events, faith-based outreach, and regional convenings.

o Conducted 5 educational workshops on topics including wage theft in farmwork, employer retaliation, SB294, overtime pay, and mental health information.

o Expanded outreach through regular tabling at Los Medanos College.

• Direct Services:

o 28 food distribution and Mobile Health Clinic days provided.

o 30 referrals to health clinics and wrap-around services.

• Capacity Building:

o 3 professional development trainings for CHWs.

o Continued weekly supervision and leadership development led by program staff.

o Certification of a new cohort of Community Health Workers.

Challenges

• Policy Volatility and Communication Barriers: Recent changes to Medi-Cal eligibility, effective January 2026, made many farmworker families ineligible for coverage. CHWs shifted efforts toward renewals and identifying alternative coverage options such as Contra Costa Basic Health Plan and Kaiser Permanente Community Health Coverage Program, but many individuals remain uninsured.

• Enrollment Difficulties in Local Health Plans: Low participation in the Contra Costa Basic Health Plan persists due to concerns about immigration-related data sharing and restrictive income eligibility requirements. Additionally, all submitted applications to Kaiser Permanente’s Community Health Coverage Program were denied due to automatic disqualifications and shortened deadlines did not allow for applications to be revised.

• Capacity Constraints and Staffing Shortages: Personal emergencies and a small team size forced cancellations of outreach events.

• Increased Demand for Safety-Net Services: As coverage gaps widened, more individuals relied on Mobile Clinics and sliding-scale providers. Interruptions in care, particularly for chronic conditions, have become more common.

• Community Fear and Accessibility Issues: Heightened immigration enforcement continues to deter individuals from seeking services, contributing to lower enrollment and reduced engagement with formal healthcare systems.

• 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:
Program challenges were largely driven by external policy changes and structural barriers to coverage. Systemic limitations in eligibility and access continue to constrain enrollment outcomes, reinforcing the importance of education, advocacy, and flexible service delivery.

Outcomes

The program exceeded expectations in outreach and enrollment, maintained strong community presence, and improved internal systems through staffing and training. Workshop delivery remains below target but is expected to improve during peak farmworker seasons.

Outlook

The program anticipates increased outreach opportunities during the upcoming high agricultural season, with a focus on reaching underserved populations such as H-2A workers and older adults. Continued policy changes are expected to further impact access to care.

Sustainability efforts continue to gain momentum. The program was recently awarded funding through the Contra Costa County Empowering Enrollment initiative, funded by Measure X. Additional funding applications are underway, and selection as a finalist for the Impact100 East Bay Award presents a promising opportunity to further expand the Community Health Worker program and strengthen long-term staffing capacity.

Hispanic Recovery Initiative, Support4Recovery (S4R)

Contract Award: $400,830

Claimed through April 1, 2026: $300,797, 75%

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, mental health conditions, and unemployment.

During Quarter 3, the program maintained a stable census while delivering a high volume of services across clinical and peer support. Key achievements include strong compliance among court-mandated clients, high levels of engagement across program components, and a 100% sobriety rate for all drug and alcohol screenings conducted.

Key Achievements

• Client Engagement and Participation

o Served 18 clients, with 449 total program activities completed during the quarter.

o High engagement levels across many participants.

• Sobriety and Compliance

o Achieved a 100% sobriety rate based on all administered drug and alcohol screenings.

o 83.3% of participants were court-mandated, with strong compliance in meeting legal and program requirements.

• Program Delivery

o Clinical and therapeutic services comprised 42% of activities, including relapse prevention, anger management, and domestic violence education.

o 12-step programming accounted for 28% of activities, supporting peer-based recovery.

o The Casa Club supported academic advancement and skill development accounting for 12% of activities.

o Case management and legal compliance services accounted for 10% of activities, including court coordination and probation check-ins.

• Client Milestones

o Successful graduation of one participant and transitions of others into sober living environments, demonstrating progress toward long-term stability.

Challenges

While overall participation remained strong, a small number of clients demonstrated lower engagement levels, including incomplete program components. These cases require additional follow-up and individualized support to ensure consistent participation and progress.

Outcomes

The program demonstrated strong overall performance, maintaining full sobriety among participants, compliance with court mandates, and consistent engagement in program activities. Clients made measurable progress including one graduation, two transfers to sobriety houses and early discharge.

Outlook

For Q4, challenges remain for a small subset of the population regarding program adaptation, however, the overall trajectory is positive.

Library Tech Equity Connection, Tech Exchange

Contract Award: $400,000

Claimed thru April 1, 2026: $375,000, 94%

The Library Tech Equity Connection project aims to expand digital access and workforce development opportunities by providing community-based tech support services while training interns through a structured pre-apprenticeship model.

During Quarter 3, the program advanced through successful intern cohort transitions, expanded service delivery across library sites, and the development of new multilingual digital resources. Key achievements include the graduation of the second intern cohort, onboarding of a third cohort, and increased access to digital navigation services for community members.

Key Achievements

• Volunteer Training: 65 of 100 volunteers trained through TTT workshops as of March.

• Digital Resource Development: Launched 10 multilingual instructional tech support videos to provide on-demand assistance.

• Intern Cohorts: Second cohort graduated February 27; third cohort began March 9.

Challenges
Coordinating external field trips with technology companies proved more complex than anticipated due to the early stage of relationship-building with industry partners. To secure consistent opportunities, Tech Exchange is exploring strategic collaboration with nonprofit partners that have existing relationships and field trip programming with technology companies.

Outcomes
The program met all key performance benchmarks this quarter. Interns are actively applying technical skills in real-world settings, supporting library patrons and increasing digital access across communities. The addition of multilingual resources and hybrid service models has further strengthened program reach and effectiveness. Feedback from patrons and staff has remained highly positive, confirming the value of accessible digital navigation support.

Outlook
The program is well-positioned to meet upcoming milestones, with a focus on expanding scalable digital resources, supporting intern transitions, and strengthening workforce development pathways. New partnerships and professional development opportunities, including financial literacy training, job readiness support, and connections to employment pathways, will further enhance long-term outcomes for participants.

CONSEQUENCE OF NEGATIVE ACTION:

Not applicable.

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