Concord City Council
September 22, 2026

1 COUNCILMEMBERS
Laura M. Nakamura, Mayor
Dominic D. Aliano, Vice Mayor
Pablo Benavente
Laura M. Hoffmeister
Carlyn S. Obringer
Civic Center
1950 Parkside Drive
Concord, CA 94519
www.cityofconcord.org
Regular Meeting of the
Concord City Council
Tuesday
September 22, 2026
6:30 p.m. - Open Session Council Chamber
1950 Parkside Drive
and/or various
telephonic/electronic
locations
*IMPORTANT NOTICE ABOUT PUBLIC COMMENTS AND MEETING PARTICIPATION* Members of the public are invited to attend and participate at: Council Chamber, 1950 Parkside Drive, Concord, CA, various telephonic/electronic locations indicated below.

Please note the following change to the City’s public comment procedures: Public comment may be provided in-person, remotely, or via email, as set forth below.

Members of the public desiring to provide comments as part of the meeting are encouraged to either submit written comments by 3:00 p.m. prior to the meeting or to attend the meeting in person.

HOW TO PARTICIPATE
The public is invited to participate in the City Council meeting using any of the following methods:

1. IN PERSON:
a.Members of the public can provide in-person comments in the Council Chamber.

Members of the public are encouraged, but not required, to fill out a speaker card. The Council Chamber will have seating available for members of the public to attend in person up to full seating capacity.

Amended Agenda
Adding agenda Item
Nos. 3.c and 3.d.
2 2. REMOTE: The public may participate and provide public comment remotely as follows:
a. Zoom: https://cityofconcord.zoom.us/j/83890502169?pwd=XNtOThMPZ- M1NvfVG92bbb5Aof_2yw.KKsYIfg7ZsfNIKuw or Zoom Webinar ID: 838 9050 2169 and Passcode: 142902
b.Zoom Phone Numbers. Dial Toll Free: (669) 900-6833 or (346) 348-7799 or (253) 215- 8782.
c.During the meeting, each period for public comment will be announced, and participants may use the “Raise Hand” feature on Zoom to request to speak. If calling in via Zoom use *9 to raise and lower your hand. The meeting host will call on you, by name, and promote you to panelist in the webinar so you can be seen via your camera. Please enable your microphone when it is your turn to speak. In order to ensure the orderly administration of the meeting using this method, providing your name so that we can efficiently call on you when it is your turn to speak is encouraged, but is not required. (If you need instructions on how to use this feature, please contact the City Clerk by 3:00 p.m. of the meeting date at [email protected]).

3. EMAIL:
a.Public comments can also be submitted via email to [email protected]. Please note that emailed comments will not be read aloud by staff. Any public comments received up until 3:00 p.m. of the meeting date will be:

1. distributed to the Council before the meeting,

2. posted online for public inspection at
https://stream.ci.concord.ca.us/OnBaseAgendaOnline/Meetings/Search, and

3. inserted into the meeting record.
b.As emails containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email.

4. TO WATCH OR LISTEN ONLY:
a.Watch on TV on Comcast Channel 28, Astound/Wave Channels 29, and AT&T U-verse Channel 99
b.Watch the TV broadcast through the City’s website by following THIS LINK c.Watch Live Streaming of the meeting by following THIS LINK d.Join the Zoom webinar by following THIS LINK
3 5. INTERPRETATION OR WRITTEN TRANSLATION:

OPEN SESSION

1. OPENING
Roll Call - Councilmember Announcements of "Just Cause" Remote Participation
Pledge of Allegiance - Councilmember Hoffmeister

2. PUBLIC COMMENT PERIOD
This is a 15-minute Public Comment Period for items within the City Council’s subject matter jurisdiction that are not on this agenda. Each speaker will be limited to approximately three minutes.

State law prohibits the City Council from acting at this meeting on any matter raised during the Public Comment Period. Please see “How to Submit Public Comments” above.

3. PRESENTATIONS
a. Presentation – by Bill Churchill, General Manager, and Ruby Horta, Assistant General Manager of Administration, Central Contra Costa Transit Authority (County Connection), providing an update on the services in the City of Concord. Introduction by Mayor Nakamura.
b. Proclamation – to Matthew Hulse, Executive Director, Contra Costa Senior Legal Services, congratulating Contra Costa Senior Legal Services on 50 Years of providing legal services to seniors in Concord. Presentation by Mayor Nakamura.

1. To access interpretation or written translation during the meeting, please scan the QR Code or click this link:

Para accesar a la traducción durante la reunion, por favor escanee el Código QR o haga clic en el enlace:
https://attend.wordly.ai/join/SYMQ-8840

2. Choose Language and Click Attend
Seleccione su lenguaje y haga clic en asistir

3. Use a headset on your phone for audio or read the transcript on your device.

Use sus auriculares para escuchar el audio o leer la transcipción en el dispositivo.
4 c. Proclamation – to Economic Development and Base Reuse Director, Guy Bjerke, congratulating him on his retirement. Introduction by Mayor Nakamura
d. Presentation – to Silvia Maldonado, honoring “Hispanic Heritage Month" in the City of Concord. Presentation by Mayor Nakamura.

4. CITY COUNCIL CONSENT CALENDAR
The public is entitled to address the City Council on items appearing on the Consent Calendar before or during the City Council’s consideration of the Consent Calendar. Adoption of the Consent Calendar may be made by one motion of the City Council, provided that any Councilmember, individual or organization may request removal of an item from the Consent Calendar for separate consideration.

If a request for removal of an item from the Consent Calendar has been received, the Mayor may defer action on the particular item and place the same on the regular agenda for consideration in any order s/he deems appropriate. Please see “How to Submit Public Comments” above. a. Considering – approval of minutes from the September 8, 2026, Regular Meeting. Recommended by the Interim City Clerk.
b. Considering – appointment of applicants Cynthia Hermann, Beth Limberg, Jan Newbegin, and Beatrice Shelton for the remainder of four-year terms ending June 30, 2027, and Steven Lopez for the remainder of a four-year term ending June 30, 2029, to the Concord Commission on Aging, as recommended by the Council Committee on Recreation, Cultural Affairs, and Community Services (Benavente/Nakamura). Recommended by the Interim City Clerk.
c. Considering – approval of new artwork for one of six utility boxes as part of the Phase IV Utility Box Artwork Program located on Clayton Road, Concord Avenue, Concord Boulevard, Cowell Road, Treat Boulevard, and Willow Pass Road; and authorizing the City Manager to execute the artist agreement in a form approved by the City Attorney. Recommended by the Assistant City Manager.

CEQA: Exempt/not a project per CEQA Guidelines Sections 15060(c)(2), 15378, 15061(b)(3), and/or 15300.2.
d. Considering – adoption of a Resolution accepting the Fiscal Year 2025/26 Consolidated Annual Performance and Evaluation Report (CAPER) and authorizing the City Manager or designee to submit, on behalf of the City of Concord, the CAPER, consistent with the program rules which govern the Community Development Block Grant (CDBG) Program as required by the U.S. Department of Housing and Urban Development (HUD). Recommended by the Director of Community Development.

CEQA: Not a project/exempt per CEQA Guidelines Sections 15060(c), 15061(b), 15273, 15378, and/or Public Resources Code Section 21065. 5 5. CORRESPONDENCE
Correspondence received at the City Council meeting will be listed here on the Annotated Agenda. a. Letter to Governor Newsom, re: SB 328 (Grayson) - Concord Community Reuse Project – SUPPORT – September 4, 2026.

6. REPORTS AND ANNOUNCEMENTS
Closed Session Announcements
City Manager or Staff Reports
Council Reports

7. ADJOURNMENT in memory of Reserve Officer Ronald Crenna.

Next Meeting: Regular Meeting
Date: 10/13/2026 6:30 PM

NOTICE TO THE PUBLIC
There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders which require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure §1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited by California law to raising only those issues you or someone else raised in the hearing or in a written correspondence delivered to the City Council prior to or at the hearing.

In accordance with the Americans with Disabilities Act and California Law, it is the policy of the City of Concord to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including those with disabilities. If you are disabled and require a copy of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the ADA Coordinator Tianjun Cao at (925) 671-3243 or [email protected], at least 24 hours in advance of the meeting. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility.

REGULAR MEETING OF THE

CONCORD CITY COUNCIL

CITY COUNCIL CHAMBER
1950 PARKSIDE DRIVE

CONCORD, CALIFORNIA AND VARIOUS

TELEPHONIC/ELECTRONIC LOCATIONS
TUESDAY, SEPTEMBER 8, 2026
The Concord City Council met in a regular meeting in the Council Chamber, located at 1950 Parkside Drive and via various telephonic/electronic locations at 6:30 p.m. on Tuesday, September 8, 2026, with Mayor Nakamura presiding. The pledge of allegiance was led by Councilmember Benavente.

Minutes follow in abbreviated form per Resolution 3361 and Council Minutes of September 26, 1966.

ROLL CALL
COUNCILMEMBERS PRESENT: Dominic Aliano, Pablo Benavente, Laura Hoffmeister, Carlyn Obringer, Laura Nakamura
STAFF PRESENT: Jay Wilverding, City Manager; Tom Capriola, Senior Assistant City Attorney; Justin Ezell, Assistant City Manager; Monique Robinson, Interim City Clerk; Jeffrey Lara, Administrative Secretary; Greg Taylor, Director of Information Technology; Kit Jory, Director of Public Works; James Nakayama, Police
Captain; Lisa Agustin, Budget Officer; Himmat Bains, Senior Financial Analyst; Melisa Rea, Economic Development Manager; Jeff Rayos, Administrative Services Manager; Lee Lawrence, Police Officer

MEMBERS OF THE PUBLIC
WHO ADDRESSED THE COUNCIL: Nancy Dougherty, Walnut Creek; Jima Monson, Rising Juntos; William Colin, Ivette Maruri, Concord; Lupe Tolento, Concord; Gaye McDuff, Concord; Gary Croshal, Concord; Micah Pearce, Concord; Mollie DeBrie, Concord; Amy Huey; Peter Bennett, Concord; Gwynne Gilson, Concord; Natalia; Tracy Duran; Sirena Saldivar, Concord

PUBLIC COMMENT PERIOD
Nancy Dougherty, Walnut Creek, expressed concern for the safety of the community.

Jima Monson, Rising Juntos, requested agendizing a discussion to include community input on the City of Concord's implementation of SB 580.

William Colin, expressed concern for the safety of the community.

Ivette Maruri, Concord, requested implementation of SB 580 requirements.

Lupe Tolento, Concord, spoke on SB 580.

Gaye McDuff, Concord, requested a non-cooperation ordinance.

Gary Croshal, Concord, expressed concerns about data sharing and SB 580.

Micah Pearce, Concord, expressed concern for the safety of the community.

4.a

City Council Minutes September 8, 2026
2 Mayor Nakamura continued the public comment period to the end of the meeting.

PRESENTATION
UPDATE ON 4TH OF JULY IN CONCORD
No public comment was received.

CITY COUNCIL CONSENT CALENDAR
No public comment was received.

APPROVE MINUTES – August 25, 2026, Regular Meeting
A motion was made by Benavente and seconded by Aliano to approve the minutes from the August 25, 2026, Regular Meeting. The motion passed by unanimous vote of the Council.

ADOPT ORDINANCE NO. 26-2 – Amending the Concord Municipal Code Title 3 Revenue and Finance A motion was made by Benavente and seconded by Aliano to adopt Ordinance No. 26-2 entitled, “An Ordinance Amending the Concord Municipal Code Title 3 Revenue and Finance, Chapter 3.10 (Purchasing). The motion passed by unanimous vote of the Council.

APPROVE AMENDMENT TO LICENSE AGREEMENT – Pacific Plaza Imports, Inc.

A motion was made by Benavente and seconded by Aliano to approve an amendment to a license agreement with Pacific Imports, Inc., increasing the temporary right to park by an additional five vehicles at the City of Concord Civic Center Parkside Drive parking lot, and authorize the City Manager to execute the amendment in a form acceptable to the City Attorney. The motion passed by unanimous vote of the Council.

APPROVE AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT – R3 Consulting, Inc.

This item was pulled from consideration on the Consent Calendar by Mollie DeBrie, Concord.

A motion was made by Benavente and seconded by Aliano to approve the third amendment to a professional services agreement with R3 Consulting, Inc., to provide additional solid waste professional and technical services, increasing the contract amount to an amount not-to-exceed $160,000 and authorize the City Manager to execute the amendment in a form acceptable to the City Attorney. The motion passed by unanimous vote of the Council.

ADOPT RESOLUTION NO. 26-57 – California Franchise Tax Board A motion was made by Benavente and seconded by Aliano to adopt Resolution No. 26-57 entitled, “A Resolution Authorizing a Non-Financial Reciprocal Agreement with the California Franchise Tax Board for Exchange of Business License Tax Data and Authorizing the Director of Finance to Execute a Non- Financial Reciprocal Agreement with the California Franchise Tax Board (“FTB”) for the exchange of business license tax data for a term beginning January 1, 2027, or the date of adoption of this resolution, whichever is later, through December 31, 2029, subject to approval by the City Attorney.” The motion passed by unanimous vote of the Council.

ADOPT RESOLUTION NO. 26-58 – Accepting and Appropriating Grant Funding from California Office of Traffic Safety (OTS)
A motion was made by Benavente and seconded by Aliano to adopt Resolution No. 26-58 entitled, “ A Resolution Accepting and Appropriating Grant Funding from the California Office of Traffic

City Council Minutes September 8, 2026
3 Safety (OTS) in the Amount of $270,000 for Select Traffic Enforcement and Appropriation of Funds and Approval for Use for the City’s Selective Traffic Enforcement Program.” The motion was passed by unanimous vote of the Council.

CORRESPONDENCE
a. Agenda Item No. 2.a – Written Public Comment and Benched Correspondence. b. Agenda Item No. 5.a – Letter to Regional Director, U.S. Economic Development Administration, re: Support for the Local Advanced Manufacturing and New Commercial Hub-LAUNCH dated August 25, 2026.
c. Agenda Item No. 5.b – Letter to Honorable Quirk-Silva re: AB 956 (Auirk-Silva) Accessory Dwelling Units: Ministerial Approval: Single-Family Dwellings Notice of Opposition (as of 5/27/26) dated August 27, 2026.
d. Letter to Assemblymember Wilson re: AB: AB 1621 (Wilson) Planning and Zoning Law: Post- entitlement Phase Permits: Housing Accountability Act. Notice of Opposition (as of 6/3/26) dated August 27, 2026.
e. Agenda Item No. 2.a – Benched Written Public Comment f. Agenda Item No. 4.d – Benched Correspondence
g. Agenda Item No. 2.a – Correspondence received after 3 p.m. h. Agenda Item No. 5.a - Correspondence received at the meeting by Lupe Tolento

PUBLIC COMMENT PERIOD CONTINUED
Amy Huey, requested the City Council make Concord an ICE-free city and implement the requirements of SB5 580
Peter Carver Bennett, Concord, spoke of his losses.

Gwynne Gilson, Concord, spoke on Flock cameras.

Natalia, Concord, expressed concern for the safety of the community.

Tracy Duran, spoke on SB 580.

Sirena Saldivar, Concord, spoke on SB 580.

COUNCIL REPORTS
Councilmembers shared information on events and activities in which they had participated since the last meeting and commented on items of interest.

ADJOURNMENT
By order of the Mayor, the meeting was adjourned on September 8, 2026, at 7:40 p.m.

LAURA M. NAKAMURA
MAYOR

MONIQUE ROBINSON

INTERIM CITY CLERK

Staff Report
Date: September 22, 2026
To: City Council
From: Justin Ezell, Assistant City Manager
Prepared by: Monique Robinson, Interim City Clerk
[email protected]
(925) 671-3295
Subject: Considering appointment of applicants Cynthia Hermann, Beth Limberg, Jan Newbegin, and Beatrice Shelton for the
remainder of four-year terms ending June 30, 2027, and Steven Lopez for the remainder of a four-year term ending June 30, 2029, to the Concord Commission on Aging, as recommended by the Council Committee on Recreation, Cultural Affairs, and Community Services (Benavente/Nakamura).

Report in Brief
Considering appointment of applicants Cynthia Hermann, Beth Limberg, Jan Newbegin, and Beatrice Shelton for the remainder of four-year terms ending June 30, 2027, and Steven Lopez for the remainder of a four-year term ending June 30, 2029, to the Concord Commission on Aging, as recommended by the Council Committee on Recreation, Cultural Affairs, and Community Services (Benavente/Nakamura).

Recommended Action
Appoint applicants Cynthia Hermann, Beth Limberg, Jan Newbegin, and Beatrice Shelton for the remainder of four-year terms ending June 30, 2027, and Steven Lopez for the remainder of a four-year term ending June 30, 2029, to the Concord Commission on Aging, as recommended by the Council Committee on Recreation, Cultural Affairs, and Community Services (Benavente/Nakamura).

Background
In accordance with Policy and Procedure No. 89, an announcement was made on June 23, 2026, to fill four positions for the remainder of four-year terms ending June 30, 2027,

4.b4.b4.b

City Council Agenda Report
Agenda Item No. 4.b
September 22, 2026
and one position for the remainder of a four-year term ending June 30, 2029.

Applications were due to the City Clerk on Friday, July 24, 2026, at 5 p.m.

The Commission on Aging is comprised of up to eleven members serving four-year terms. Members must be residents of Concord holding no other municipal office in the City of Concord. At least 51% of the members shall be over the age of 60. Examples of duties include: identify, improve, and develop services and opportunities for senior citizens in Concord; act as a resource to all City boards and commissions on issues affecting seniors; serve on the Contra Costa Advisory Council of Aging subcommittees to identify the unmet needs of senior citizens and evaluate the effectiveness of existing programs and laws; develop an annual work program, and establishing short and long term goals in order of priority.

A total of sixteen applications were received. Michael Handlin, Robert Hoag, Sara Kelly, and Logan Robertson withdrew their applications. The qualified applicants to be interviewed were Andrea Altman, Kristi Clontz, Joanne Domingoes, John Evans, Cynthia Herrmann, Beth Limberg, Toni Lockett, Steven Lopez, Albert Mckissack, Jan Newbegin, Beatrice Shelton and Sabrina Castor, who was considered without an interview. Interviews were held on September 2, 2026, by the Council Committee on Recreation, Cultural Affairs, and Community Services. The applicant summary is included as Attachment 1.

The Council Committee on Recreation, Cultural Affairs, and Community Services recommends the appointment of Cynthia Herrmann, Beth Limberg, Jan Newbegin, and Beatrice Shelton to serve the remainder of four-year terms ending June 30, 2027, and Steven Lopez to serve the remainder of a four-year term ending June 30, 2029.

Public Contact
The City Council Agenda was posted.

Attachments

1. Applicant Summary

2. Application Packet (Redacted)

Commission on Aging
The Commission is seeking four positions for the remainder of four-year terms ending June 30, 2027, and one position for the remainder of a four-year term ending June 30, 2029.

Name Employer Occupation
Andrea Altman Retired – Full time
volunteer
CFO/COO Nonprofit that
serves the unhoused
Sabrina Castor Regional Center of the
East Bay
Case Manager
Kristi Clontz Retired Teachers Assistant
Joanne Domingoes Retired Mt. Diablo School District –
Food Services
John Evans Nissan North America Retired
Cynthia Herrmann Self Employed CPA
Beth Limberg Hope Solutions Psychologist
Toni Lockett Contra Costa County A3 Mobile Crisis Response Steven Lopez Semi-Retired Computers - Cybersecurity
Albert Mckissack Oakmont Management
Group
Senior Living
Jan Newbegin Laconia Development LLC Real Estate Development Beatrice Shelton UC Berkeley Communications
Attachment 1

Application
Attachment 2

Submit Date: Jun 24, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
5 Number of years in Contra Costa County:
5 Employer Address
Length of Employment
Highest Educational Degree Obtained
BS
Name of School and Year Degree Received
Lehigh University, 1979
List Certification(s)/Technical/Vocational Training (Do not write "see resume") Andrea Altman
Retired - full time volunteer Co-Executive Director
CFO/COO of Nonprofit that
serves the unhoused
Andrea Altman

2 SKILLS
• Collaborative
• Strong communicator
• Excellent listener and analytical person
• Goal focused
• Strong work ethic

ACTIVITIES
I enjoy giving back to my community and have become active everywhere I have lived; being fortunate to coach students in STEM programs; fundraise for vital programs for education, seniors, veterans; determine the educational and recreational needs of senior communities then design programs to meet those needs.

Since moving to Concord I have been active daily in getting to know my many unhoused neighbors while helping to organize efforts to provide food, clothes, supplies, showers, laundry, detox and rehab, and ultimately housing.

Application

Submit Date: Jun 25, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
4 Number of years in Contra Costa County:
25 Employer Address
Length of Employment
Highest Educational Degree Obtained
BS Gerontology
Name of School and Year Degree Received
CSU Sacramento 2018
List Certification(s)/Technical/Vocational Training (Do not write "see resume") Sabrina Castor
Regional Center of the East
Bay Case Manager 1 Case Manager
Sabrina Castor

Electronic Signature - Please type your First and Last Name Sabrina Castor
Sabrina Castor

Application

Submit Date: Jul 09, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
63 Number of years in Contra Costa County:
63 Employer Address
Length of Employment
Highest Educational Degree Obtained
2, AA
Name of School and Year Degree Received
DVC
List Certification(s)/Technical/Vocational Training (Do not write "see resume") I have worked with seniors all my life.

Kristi Clontz
Retired CSEA Teachers Assit
Kristi Clontz

Application

Submit Date: Jul 13, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
74 Number of years in Contra Costa County:
74 Employer Address
Length of Employment
Highest Educational Degree Obtained
AA
Name of School and Year Degree Received
Diablo Valley College
List Certification(s)/Technical/Vocational Training (Do not write "see resume") Joanne Domingoes
Retired Food Service Manager
Mt Diablo School District
Food Services
Joanne Domingoes

Application

Submit Date: Jun 26, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
6 Number of years in Contra Costa County:
12 Employer Address
Length of Employment
Highest Educational Degree Obtained
Bachelors
Name of School and Year Degree Received
Chapman University
List Certification(s)/Technical/Vocational Training (Do not write "see resume") John Evans
Nissan North America Regional Manager Retired
John Evans

Electronic Signature - Please type your First and Last Name John Jay Evans
John Evans

John J. Evans

A results-oriented business professional with extensive operations experience, retailer process improvement, and leadership experience. Passionate and enthusiastic with an emphasis on team building and field team development to ensure strong fiscal performance, objective attainment and sustained improvement.

My personal and overall leadership goal is to foster a strong team through collaboration, interpersonal expertise and active listening which will develop confident communication skills to achieve improved performance in any situation or group dynamic. I also possess a strong background in instructor-led and web-based training and curriculum development.

Nissan North America, Infiniti Division
2018-2024 (Retired 12/2024)
Regional Service Operations Manager, Infiniti West Region Irvine, CA ▪ Monitors all aftersales programs and service processes for 62 Infiniti West Region retailers, including quarterly retailer incentive promotions and program support
▪ Provide training for newly hired Fixed Operations Managers and backfill support of open aftersales field positions as necessary
▪ Support field teams with retailer CX process improvement, service marketing, multi-point inspection (MPI) process service retention and overall improvement to meet fiscal year aftersales objectives ▪ Act as regional liaison with national HQ on fiscal year field objectives, aftersales tactical programs and various initiatives related to retailer KPI improvement and field team revenue generation ▪ Provides support of field teams on vehicle technical issues related to vehicle repairs/campaigns & quality initiatives, and assists field staff with various day to day challenges related to such ▪ Responsible for timely procurement of back order parts, regional factory warranty & goodwill approvals and/or warranty claim coding and subsequent claim submission
▪ Led regional technician recruitment program, including field staff attendance at recruitment events being held at local colleges and training schools
2014-2018

Sr. Fixed Operations Manager, San Francisco/ NorCal Mkt. ▪ Achieve fixed operations financial and business objectives, including base parts, tires & accessory sales ▪ Communicate and present various NNA parts & service programs, including fixed-ops marketing campaigns to retailer management to ensure 100% participation
▪ Ensure retailer compliance with NNA service, parts & warranty policies and review of monthly reports pertaining to such ▪ Supports both region & DOM position in achieving overall goals related to monthly vehicle sales objectives, including IEPP and CPO sales
▪ Assist and counsel retailers with review of financial statements, ICSI scoring process, service retention scores and various monthly fixed-ops reports
▪ Monitor retailer processes, implement changes and mentor as necessary to ensure Infiniti clients are receiving truly exceptional experiences at every visit
2007-2014
District Parts & Service Manager, Pacific Northwest, SLC & Denver Mkts. ▪ Achieve fixed operations financial and business operational objectives ▪ Promote and develop marketing efforts within the district to ensure monthly objectives are met ▪ Ensure retailer compliance with NNA warranty policies including review of monthly warranty statements, DCAL & Goodwill process
▪ Support retailers on maintaining high service CSI through technical consultation and monitoring of vehicle repair processes ▪ Review of monthly P & S tactical and trend reporting
▪ Counsel retailers to implement process changes to ensure clients are receiving consistently high levels of satisfaction

American Honda Motor
2003-2007

Project Manager, Instructional Design, Torrance Campus
▪ Management & development of Internet, web-based and classroom/instructor-led training applications for American Honda Interactive network related to new and certified pre-owned vehicles for Honda and Acura divisions ▪ Developed internet training curriculum for retailer online testing and service certification, including delivery of instructor-led retailer training for customer satisfaction initiatives ▪ Developed online training courses for Market Oriented Vehicle Environment (MOVE) related to retailer new vehicle ordering and supply, as well as CPO training for both divisions

Kia Motors America
2001-2003

National Manager, Parts Information & Systems, Irvine Campus ▪ Responsible for management of database related to parts pricing and full-line catalog data received from Korea HQ ▪ Duties included coordination, creation and release of parts technical bulletins as needed ▪ Managed on-going distribution and fulfillment of paper based parts catalogs to national retailer network ▪ Managed development and implementation of first electronic parts cataloging system (EPC) in company ▪ Managed parts information call center located at Chino, CA PDC, including staff of 5 individuals who monitored call center phones ▪ Responsible for development of parts information group budget of ~$15M annually 1998-2001
Kia University, Fixed-Ops Trainer & Curriculum Designer

▪ Assisted and developed in launch of Kia University web-based training and certification portal ▪ Developed and delivered both instructor-led and internet based training curriculum and testing ▪ Developed retailer fixed-ops retailer management training, including the implementation of regional and corporate training applications related to fixed-operations
▪ Managed and tracked design of retailer incentive programs related to certification and training on-line ▪ Managed and tracked database related to retailer training completion, testing and subsequent certification

Education

▪ Chapman University BA Organizational Leadership,
▪ Saddleback College AA Business & Commerce

Suitable employment or personal references are available upon request

Application

Submit Date: Jun 25, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
26 Number of years in Contra Costa County:
62 Employer Address
Length of Employment
Highest Educational Degree Obtained
Bachelors
Name of School and Year Degree Received
UC Berkeley 1985 Bachelors of Art Science
List Certification(s)/Technical/Vocational Training (Do not write "see resume") CPA CA #102256
Cynthia Herrmann
Self Employed Certified Public Accountant CPA
Cynthia Herrmann

Application

Submit Date: Jun 25, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
20+
Number of years in Contra Costa County:
20+
Employer Address
Length of Employment
Highest Educational Degree Obtained
PhD
Name of School and Year Degree Received
California School of Professional Psychology 1999
List Certification(s)/Technical/Vocational Training (Do not write "see resume") Licensed Psychologist (CA PSY17418) Registered Play Therapist & Supervisor (#S631) Infant- Family & Early Childhood Mental Health Specialist Reflective Practice Facilitator III/Mentor Beth Limberg
Hope Solutions
Director of Clinical and
Support Services Psychologist
Beth Limberg

Beth Limberg, Ph.D. Resume Licensed Psychologist (CA PSY17418) Hope Solutions
Registered Play Therapist & Supervisor (#S631)
Infant-Family & Early Childhood Mental Health Specialist Reflective Practice Facilitator III/Mentor

Education

1999 Doctor of Philosophy in Clinical Psychology
California School of Professional Psychology, Fresno, California Ecosystemic Clinical Child Psychology Proficiency
APA-accredited Clinical Psychology Program

1993 Master of Science in Clinical Psychology
Marquette University, Milwaukee, Wisconsin

1987 Bachelor of Science in Psychology, minor in Mathematics, cum laude Santa Clara University, Santa Clara, California

Selected Experience

5/22 – present Director of Clinical and Support Services 7/20 – 4/22 Manager of Clinical and Support Services
10/16 – 6/20 Family Services Manager
11/15 – 10/16 Clinical Case Manager, Garden Park Apartments Hope Solutions (formerly Contra Costa Interfaith Housing), Pleasant Hill, California

6/09 – 6/15 Director
8/04 – 5/09 Assistant Director
Clinical PsyD Program, California School of Professional Psychology at Alliant International University, Sacramento, California

5/16 – 8/17 Professor (Core faculty)
8/08 – 5/16 Associate Professor (Core faculty)
8/05 – 8/08 Assistant Professor (Core faculty)
5/03 – 8/05 Lecturer/Adjunct Faculty
Clinical PsyD Program, California School of Professional Psychology at Alliant International University, Sacramento, California

8/03 – 8/17 Faculty, Infant-Preschool Mental Health Certificate Programs California School of Professional Psychology at
Alliant International University, Sacramento, California

1/08 – 6/15 Play Therapy Consultant & Trainer
Independent Play Therapy Consultation & Training, Sacramento, California

10/05 – 4/11 Infant Mental Health Consultant
Child Abuse Prevention Council, Birth & Beyond, Sacramento, California

8/00 – 8/05 Program Services Manager, Building Blocks (Intensive In-home, birth-5) River Oak Center for Children, Sacramento, California

Beth Limberg, Ph.D. 2

Selected Professional Presentations

Limberg, B. (2021, February). Supporting Families through COVID-19. Workshop presented via Zoom for California School of Professional Psychology-Japan Alumni (Kazumi Nishio Fund) in Tokyo, Japan.

Instruction utilized sequential translation.

Limberg, B. (2019, August). Psychotherapy techniques: Child Emphasis . Week-long graduate course presented for Clinical Psychology Masters Program-Japan at Alliant International University in Tokyo, Japan. Instruction utilized sequential translation.

Limberg, B. (2018, July). Reflective Supervision. Full day workshop presented for Turning Point Community Programs, Sacramento, California.

Limberg, B. (2015, February). Risk & resilience: Overcoming the odds . Workshop presented at the 4th Annual Northwest Arizona Infant & Toddler Mental Health Symposium, Lake Havasu, Arizona.

Limberg, B. (2015, January). Culture & parenting: Recognizing cultural values in parenting . Workshop presented at the 29th Annual San Diego International Conference on Child & Family Maltreatment: Infant & Early Childhood Mental Health Track, San Diego, California.

Limberg, B. (2014, April). Understanding the mental health needs of young children using the DC:0-3R . Two-day workshop presented for Infant Mental Health Promotion, Hospital for Sick Children, Toronto, Ontario, Canada. (Instructor invited as a National Trainer for the Zero to Three Center for Training Services.)

Embey, D. & Limberg, B. (2012, October). Diagnostic implications of sensory integration difficulties in early mental health. Full day workshop presented as a part of the Child Trauma Training Institute (Parent’s Place, Jewish Family & Children’s Services), San Francisco, California.

Limberg, B. (2011, August). What happens after a natural disaster: Helping children recover . 2-day workshop presented for Continuing Education at Alliant International University in Tokyo, Japan. Instruction utilized sequential translation.

Recent Publications

Limberg, B., Pena, R., Davidson, B. & Yeagley, C. (2017). Attention-deficit hyperactivity disorder. In E. Rodolfa & J. Schaffer (Eds.), A casebook and workbook for users of the ICD-10-CM: Psychological and behavioral conditions. Washington, D. C.: APA.

Limberg, B. (2013). Religion, spirituality, & secularism in multicultural & international contexts. In R. L. Lowman (Ed.), Internationalizing Multiculturalism: Expanding Professional Competencies in a Globalized World .

Washington, D. C.: APA.

Limberg, B. & Ammen, S. A. (2008). Ecosystemic play therapy with infants, toddlers, & their families. In C. E.

Schaeffer, P. Kelly-Zion, J. McCormick, & A. Ohnogi (Eds.), Play therapy for very young children .

Aronson: Lanham.

Ammen, S. A. & Limberg, B. (2005). Play therapy with preschoolers using the ecosystemic model. In K. Finello (Ed.), The handbook of training & practice in infant & preschool mental health . San Francisco: Jossey Bass.

Application

Submit Date: Jun 25, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
2 Number of years in Contra Costa County:
3 Employer Address
Length of Employment
Highest Educational Degree Obtained
Master's in social work
Name of School and Year Degree Received
USC, 2014
List Certification(s)/Technical/Vocational Training (Do not write "see resume") Registered Associate Clinical Social Worker since 2023
Toni Lockett
Contra Costa County
Mental Health Clinical
Specialist A3 Mobile Crisis Response
T oni Lockett

Electronic Signature - Please type your First and Last Name Toni Lockett
T oni Lockett

Toni Lockett
Concord, CA 94518

 12+ years of experience in working with at-risk minorities including children, elderly, dependent adults, immigrants, unhoused persons, and former foster youth.
 In-depth knowledge in emergency response with an emphasis on mental health assessments and crisis safety planning.

Work Experience
Mental Health
Clinical
Specialist
Contra Costa County, A3 Crisis Response
Martinez, CA
December 2025 to Present
 Respond to crisis calls within the county and provide onsite clinical assessments for people experiencing a mental health crisis.  Initiate involuntary holds for people who need a higher level of care and coordinate with paramedics and/or police for safe transportation.  Triage inbound crisis calls and safety plan with consumers when appropriate.

Mental Health
Clinical
Specialist
CCC, East County Mental Health Clinic
Pittsburg, CA
October 2024 to December 2025
 Provide individual therapy to consumers diagnosed with a severe mental illness and/or substance abuse disorder.
 Act as “Officer of the Day,” to include responding to emergency calls, completing same-day assessments, and linking consumers to financial resources.  Facilitate group on Cognitive Behavioral Social Skills Training (CBSST).

Mental Health
Counselor
Sacramento County, HEART
Sacramento, CA
July 2023 to March 2024
 Outreach to unhoused individuals who reside in encampments and shelters with linkage to mental health services.

 Complete mental health and substance abuse screenings and provide community resources.
 Coordinate with community partners to connect clients to providers in a timely manner.

Child Protective
Services Emergency
Response
County Of Sacramento
Sacramento, CA
February 2022 to April 2023
 Investigate allegations of abuse or neglect within state-mandated timeframes, including two-hour emergency response.
 Assess the health and safety of at risk children and provide appropriate resources to assist them in remaining safely in the home.  Coordinate out-of-home placement, including writing and serving warrants and transportation of children who are taken into protective custody.  Prepare written documents for court hearings, advocate for at-risk children, and complete referrals with other providers.

Eligibility
Specialist
(Remote)
City of Dallas/Corner Stone Staffing,
Dallas, TX
March 2021 to November 2021
 Assist clients financially affected by COVID 19 by gathering documents to receive emergency rental and/or utilities assistance. Offer additional housing and community resources as needed.
 Contact landlords/vendors and ensure appropriate documents are obtained to complete vendor registration.
 Assist with onboarding new hires. Offer remote guidance and 1:1 support during their initial training.

Adult Protective
Services Social
Worker
County of Sacramento,
Sacramento, CA
June 2016 to November 2020
 Investigate allegations of abuse or neglect within state-mandated timeframes, including 24-hour emergency response.
 Document findings, advocate and coordinate with other providers to ensure ongoing safety of the client.

 Arrange for out-of-home placement for clients who are in emergency situations.  Triage inbound referrals and provide education on program guidelines to callers when appropriate.

MSW
University of Southern California, Los Angeles, CA
December 2014
BSW
Sacramento State University, Sacramento,
CA May 2013
Registered ACSW# 113920 FEBRUARY 2023

Application

Submit Date: Jun 25, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
37 Number of years in Contra Costa County:
37 Employer Address
Length of Employment
Highest Educational Degree Obtained
EdD
Name of School and Year Degree Received
University of San Francisco, 2009
List Certification(s)/Technical/Vocational Training (Do not write "see resume") • RSAC Member (attended RSAC 2026 Conference) • ITIL Foundation in IT Service Management, AXELOS (1002086418). • Certified Computing Professional, Institute for Certification of Computer Professionals (036394). • Community College Credentials, State of California, Management (359391), Psychology (174972). • Alternative Dispute Resolution Mediation Panel Member, Contra Costa Superior Court.

Steven Lopez
Semi Retired Adjunct Professor Computers - Cybersecurity Steven Lopez

Electronic Signature - Please type your First and Last Name Steven Lopez
Steven Lopez

 Key words: Learning T echnologies, In-person, Hybrid, Remote, Online, Zoom, WebEx, Canvas, SOX, COBIT , NIST , SIEM; IDS/IPS, GDPR, IAM, SQL, Perplexity, Chat GPT, Claude.

Autodesk (ADSK), San Francisco CA Consulting Client (Veterans Sourcing Group), 07/23-05/25 Project/Program Manager IV, Platform Services and Emerging Technology, Mergers and Acquisitions  Ensured that all Autodesk global organizational acquisitions conformed to security and risk Management standards.  Worked with Marketing, Legal, Suppliers, and newly acquired organizational partners to ensure a smooth tactical transition/migration into ADSK’s vision and strategy.
 Key words: Mergers & Acquisitions, Migrations, Cybersecurity, Governance, Slack, MS Office Suite (Word, PPT, Excel, etc.), JIRA, Confluence, Risk Assessment, Security Controls, ServiceNow, Change Management, PII, Azure, Splunk, Endpoint Detection and Response (EDR), AWS, Forecasting, Vendor Management, Cloud Migrations, EMEA, APAC, Go To Market, PAM, Firewalls, Data Center Security, SOAR, DR, IoT , OneTrust, CrowdStrike, CoPilot, Chat GPT, Flow, Entertainment and Media Solutions, GDPR, One Trust, SAFe.

Kaiser Permanente, Oakland CA Consulting Client (RANDSTAD), 02/23–06/23 Senior Project Manager, Edge Cybersecurity Program
 Risk management relating to cyberattacks and DLP on Edge Medical Devices connected to the network.  Coordinated Edge remediation patching efforts across enterprise Kaiser Permanente organizational silos.  Key words: Edge Medical device patching, IoT , Cybersecurity, Governance, PPT , Excel, Word, project and program status, risk tracking, SaaS, IaaS, PaaS, GDPR, HIPPA, Third Party/Vendor, SOX, COBIT, NIST , GRC (ServiceNow), EPIC, Security Controls, AWS, SOW, Teams, Zero Trust, SharePoint, PowerBI, T ableau, DLP , PII, PHI, TLS 1.2 Encryption, IAM, EHR, Firewall whitelists, IoT , Data Privacy, Cerner, T anium, CrowdStrike.

VSP Vision (formerly VSP Global), Rancho Cordova, CA Consulting Client (Volt), 7/21–12/22 Senior Project Manager, Cybersecurity
 Restricted access to confidential relational data stores using Kerberos, TLS 1.2 upgrade and Light LDAP; tracking access with Splunk, used IdentityNow (SailPoint) to implement Role Based Access Control (PAM).  Enhanced email security using DMARC, DKIM, and SPF records to prevent spoofing, supported deep dives into O365 security capabilities to harden organizational security.  Integrated ISO27001 and NIST security controls into HiTRUST standards.  Key words: Cybersecurity, ServiceNow, Defender, Cloud, SaaS, IDaaS, PaaS, Change management, Security and Privacy, Statement of Work (SOW), Azure, O365 (M365), Vendors, Azure, Splunk, Guardium, Kerberos, LDAP , ServiceNow PPM, SailPoint IdentityNow, Confluence, Jira, SOC-2, PowerBI, AWS SQL Database, CyberArk, PII, PHI, EHR, GDPR, Delphix, Palo Alto Networks (PAN). DLP , EDR, SOAR, DR, Data Privacy, data encryption, SAFe, One Trust, PCI, SQL.

Lam Research, Fremont CA Consulting Client (Synapse), 12/20–7/21 Senior Project/Program Manager, Security Operations
 Collaborated closely with team members and vendors to deploy a Cybersecurity Operations Center (CSOC).  Coordinated requirements gathering and implementation of Security Incident Response (SIR) module in SNOW.  Formation and implementation of a Cybersecurity SIR Team (CSIRT) program using SOAR, Desk T op exercises with CSIRT T eam using Splunk logs.
 Key words: Cybersecurity, CSOC, ServiceNow, CMDB (ServiceNow), PPM (ServiceNow),Sentinel, Defender, SIR, CSIRT, Cloud, SaaS, IDaaS, PaaS, Change management, Security and Privacy, SAP , Cloud, Statement of Work (SOW), Azure, O365 (M365), Vendors, Demisto, Azure, ITSM, Splunk, NIST , Jira, DLP , Azure SQL Database, Requirements artifacts, Palo Alto Networks (PAN), PAM, EDR, DR.

Intuitive Surgical, Sunnyvale CA Consulting Client (Net Polarity), 03/20–8/20 Senior Project/Program Manager, Information Technology
 Upgraded Cybersecurity and performance enhancements to global network remotes sites and data centers.  Data privacy risk remediation planning and execution enterprise data stores.  Supported bringing Medical (Surgical) devices to market.  Key words: Cyber Security, Lean Six Sigma, FDA, GRC, GDPR, CCPA, CMDB (ServiceNow), PPM (ServiceNow), Network, Remote sites, IDaaS, PaaS, Change Management, Security and Privacy, GDPR, SAP , MARS, IRIS, Genesis, Telepresence, AWS, Statement of Work (SOW), Azure, O365, Zero Trust, Oracle PPM, GXP , DLP , AWS SQL Database, PII, PHI, EDR, Requirement artifacts, Palo Alto Networks (PAN). Go T o Market, PAM, Data Center Security, DR, OneTrust.

Kaiser Permanente, Oakland CA Consulting Client (Rose International), 09/19–12/19

Senior Program Manager, Technology Risk Program Management Office  Tracking and governance of multi-year Cybersecurity program and project portfolios in IAM, Data protection, Medical Device protection (Edge), and Governance.
 Preparing, publishing, and providing summary progress reports for Senior Leadership and other stakeholders.  Researching Cybersecurity industry trends and advising Senior Leadership of potential organizational impacts.  Key words: Cybersecurity, Governance, Data Privacy, Current Trends, PPT , Excel, Word, project and program status, risk management, IAM, Data Protection and Privacy, Security Operations Center, Clarity, SaaS, IaaS, PaaS, GDPR, HIPPA, Third Party/Vendor, SOX, COBIT, NIST, GRC (ServiceNow), PPM (ServiceNow), CERNER, EPIC, O365 Security support, AWS, SOW, Teams, Zero Trust, Edge (Medical devices), PowerBI, Tableau, DLP , PII, PHI, SOAR, Tanium, FireEye, CoPilot, Chat GPT.

Gilead Sciences, Foster City, CA Consulting Client (IT Solutions Inc.), 07/18–07/19 Senior Project Manager, Cybersecurity
 Implemented Governance, Security policy exceptions, GDPR and Privacy Impact Assessments; 3rd-party cyber risk assessments with vendors, ordered and implemented encryption CAs.  Global Network security, Blue Coat appliances, hardening application servers in data centers.  Key words: GXP , Clarity, Palo Alto Networks, Unity, Blue Coat, ServiceNow, Active Directory, SAP , SaaS, IaaS, PaaS, SalesForce, monthly budget tracking and ad hoc budget reports, IAM, Governance, GDPR, CCPA, Rally, risk management, Data Privacy and Protection, SaaS, IaaS, Third Party/Vendor, NIST , GRC (ServiceNow), GDPR, O365 security support, AWS, Azure, SOW, T eams, Zero Trust, Oracle, DLP , SQL Database, AWS SQL Database, CyberArk, OneTrust, PII, PHI, EDR, Requirements artifacts, network traffic encryption/decryption, Data Center security, One Trust.

Pacific Gas and Electric, San Francisco, CA Consulting Client (WorldWide Technology, Matchpoint Solutions), 02/17– 06/18
Senior Project Manager, Cybersecurity
 Lead efforts to manage Power Grid Network vulnerability (SCADA, NERC) and physical security and vendor certification Security Information and Event Management (SIEM).  Corporate infrastructure security and Genetech D3 Security.  Key words: Palo Alto Networks, Cisco Security Manager (ISE), D3 Security, and MetricStream technologies, Active Directory, SAP , SaaS, IaaS, Ariba, monthly budget tracking and ad hoc budget reports, Governance, NERC CIP , SOX, IAM, risk tracking, Data Privacy and Protection, Primavera Portfolio management tools (PPMC), PDM, Third Party/Vendor, GRC (MetricStream), T eams, O365, DLP , Archer, Power Grid.

Kaiser Permanente, Pleasanton CA (Solomon Edwards), 04/15–12/16 Senior Consultant/Program Manager, Technology Risk Office, Cybersecurity PMO  Defined and deployed multi-year Cyber Security strategies and programs across organizational silos to reflect current and future state workflow driven ITSM approaches; Clarity; VD; IDS/IPS; IAM, Governance, EPIC, Revenue Cycle, Edge (Medical devices), PII, PHI, EHR.
 Vulnerability management for enterprise Kaiser Permanente workstations and servers using FireEye, Splunk, MVM (McAfee), HIPS (McAfee), and T anium.
 Managed cross-functional efforts to install and configure Intrusion detection systems, Indicators of compromise and firewalls. Security Information, SIEM, Active Directory, LDAP , SAMEL, IAM, data protection, risk management, Security Operations Center, Data Privacy and Protection, Third Party/Vendor, SAP , MS Project PPM Tools, CERNER, EPIC, SOW, T eams, O365, Requirements artifacts, SOAR, T anium, CrowdStrike.

Cisco Systems, San Jose, CA (TCS), 11/14–4/15
Program Manager, Global Infrastructure Support, Windows Security, Active Directory Services  Managed and implemented enterprise multi-factor authentication to provide controls for security administrators across global and organizational boundaries including firewalls, SIEM, PAM.  Project teams included developers as well as Sys Admins; Created and vetted MAPs (Management Action Plans).  Key words: Active Directory, TPAM; Offshore; Global; ITSM; Tokens; Dual authentication; Jump Hosts; Sys Admins; Dell V Center, PeopleSoft/Oracle, Data Privacy and Protection, IAM, SOW, IDS/IPS, UAT , SQL Database, DR.

Hill Physicians, San Ramon, CA, 03/13–11/14
Senior Project Manager
 Program Management Organization, internal organizational change efforts related to physician compensation and patient care.

 Replacing Remedy with locally developed and controlled applications built on SharePoint Enterprise 2013, Infrastructure readiness for cloud virtualization (VDI, VM, LDAP , SAMEL), and VDT, ETL, MDM, Active Directory, EHR, PII, PHI, DR), upgraded Microsoft Exchange email system.  Key words: SharePoint 2013, Cognos, Business Intelligence MDM, Oracle Install Base Master, Monthly and ad hoc budget reports, Microsoft SQL Database, Requirements artifacts, PCI.

Application

Submit Date: Jul 13, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
1 Number of years in Contra Costa County:
1 Employer Address
Length of Employment
Highest Educational Degree Obtained
Bachelor of Business Administration
Name of School and Year Degree Received
Kennesaw State University 2013
List Certification(s)/Technical/Vocational Training (Do not write "see resume") Albert Mckissack
Oakmont Management
Group Marketing Director Senior Living
Albert Mckissack

Albert McKissack
Concord, CA 94520

I am a senior living professional with over 10 years of experience working directly with older adults and their families. I am seeking appointment to the City of Concord’s Commission on Aging to use my knowledge and experience in senior living to support seniors, enhance services, and help elevate the community I call home.

Career Experience:

Oakmont Management Group, Ivy Park at Glen Cove
Marketing Director, October 2025 to Present
● Increased occupancy to 92% and maintained an average 85% occupa ncy through sales and marketing efforts. ● Built strong relationships with local hospitals, healthcare providers, and community partners to generate referrals. ● Planned and promoted community events and marketing campaigns to attract new residents and increase awareness.

Silverado Senior Living Berkeley
Inside Sales Director (Family Ambassador), March 2024 to July 2025

● My purpose in this inside sales role was to manage our sales pi peline from referral to resident status. I acted as a guide and advisor to families during the customer buying journey with Silverado.
● Reached 95% occupancy within the first six months of joining the team and maintained an occupancy of at least 85%. ● I performed leadership duties and communicated across departmen ts to ensure that our community was performing at Silverado Standards.
● I performed outside sales duties, calling on key referral accounts alongside our Community Ambassador.

Keller Williams Tri-Valley
Realtor (Seniors Real Estate Specialist), January 2024 to Present ● First listing closed in March 2024.
● I’ve represented buyers and sellers of the senior population in their real estate transactions.

TheKey
Care Solutions Manager, March 2023 to January 2024
● The purpose in this business-to-consumer role was to meet with prospective clients, have sales conversations, uncover
client needs, recommend a solution, and complete service agreements. ● The role included managing internal team members and processes to start new clients successfully.
● Success was measured on a monthly goal of 26 Starts of Care, wh ich I consistently met.

Home Care Liaison, May 2022 to March 2023
● The purpose in this business-to-business role was to drive growth by developing and managing relationships with referral sources including hospitals, skilled nursing facilities, and residential care facilities. ● Used strategic account management, sales planning and execution, and strong referral network building to create new relationships for TheKey in accounts across the Bay Area. ● Success was measured on a 12-month ramping goal of 0 to 8 Start s of Care per month which I was on pace to meet before accepting the Care Solutions Manager position.

ProMedica Hospice
Account Liaison, September 2020 to May 2022
● The purpose in this business-to-business sales role was to drive business development by creating and managing relationships with referral sources across different segments in the healthcare field. ● Responsible for having sales conversations with stakeholders from the end-user level to the C-Suite in acute hospitals, post-acute care facilities, physician groups, residential care facilities and community agencies.
● Educated referral sources, patients, and families on Hospice through presentations. ● Success was measured by consistently meeting 6 admissions per m onth.

Albert McKissack

Royal Ambulance
Senior Territory Manager, October 2018 to September 2020 ● Led a sales team which was responsible for business development by building and developing relationships with key accounts needing to provide their patients with medical transportation. ● Managed my own book of business, while also performing managerial duties to ensure the success of the team and that monthly goals were consistently met.
● Received the 2018 Territory Manager of the Year Award.

Territory Manager, October 2016 to October 2018
● The purpose of this role was to build and maintain valuable relationships with users of medical transportation. ● Met face-to-face with stakeholders, from the end-user level to the C-Suite in hospitals and skilled nursing facilities, on a daily basis to discover new sales opportunities, address concerns, and provide solutions. ● Success was measured by consistently meeting and exceeding a 10% growth in call volume month over month, averaging $60,000 per month in revenue.
● Received the 2017 Territory Manager of the Year Award.

Emergency Medical Technician, August 2016 to October 2016 ● Provided basic life support and medical transportation for patients in Alameda County. During my time as an EMT is when I began to learn the art and process of an effective conversation. As an EMT; I was required to meet new patients, build rapport and trust with patients, and make them feel comfortable and safe under my care in a brief amount of time.

Education:

Kennesaw State University
● Bachelor’s of Business Administration - May 2013
● GPA - 3.55
● Honors - Cum Laude

Licenses and Certifications:

Seniors Real Estate Specialist Designation
● National Association of Realtors
● Awarded January 2024

Real Estate Salesperson License 02216411
● State of California Department of Real Estate
● October 2023 to October 2027

Application

Submit Date: Jul 22, 2026
First Name Last Name
Email Address
Street Address Suite or Apt
City State Postal Code
Primary Phone Alternate Phone
Employer Job Title Occupation
City of Concord
Profile

HOME ADDRESS
Number of years in Concord:
25 Number of years in Contra Costa County:
27 Employer Address
Length of Employment
Highest Educational Degree Obtained
Some college
Name of School and Year Degree Received
University of Cincinnati 1984
List Certification(s)/Technical/Vocational Training (Do not write "see resume") Career development courses in business law, contracts, marketing and graphic design, and accounting. Concord Community Academy.

Jan Newbegin
Laconia Development LLC
VP Development and
Marketing Real Estate Development
Jan Newbegin

JAN NEWBEGIN

EXPERIENCE
2001‐PRESENT
VP DEVELOPMENT AND MARKETING, LACONIA DEVELOPMENT LLC
Responsible for coordination and support of real estate development projects from site selection, design, entitlement, financing, through completion of construction, marketing, lease‐ up and sale.
1997‐2001
GENERAL MANAGER, CHUCK E. CHEESE’S RESTAURANT, DUBLIN CA Responsible for all operational functions, hiring and management of staff, inventory, cash control, facility maintenance and customer service at a high‐volume theme restaurant.

1993‐1997
GENERAL MANAGER, VIRTUAL WORLD, WALNUT CREEK, CA
Responsible for all operational functions, hiring and management of staff, inventory, cash control, facility maintenance and customer service at a virtual reality game play center.

EDUCATION
2005‐PRESENT
DIABLO VALLEY COLLEGE
Music and Choral Programs

1982‐1984
UNIVERSITY OF CINCINNATI

1978‐1981
MICHIGAN STATE UNIVERSITY, NATIONAL MERIT SCHOLAR

RECENT DEVELOPMENT PROJECTS
 Lyric, mixed‐use midrise, Walnut Creek
 Vue46, midrise condominiums, Emeryville
 ICON, high rise condominiums, San Diego
 Cielo, high rise apartments, Seattle
 Spire, high rise condominiums, Seattle

ACTIVITIES
My interests include choral singing, swimming, home‐brewing, Mensa membership, geocaching, camping, and gardening. I am a volunteer usher at the Lesher Center in Walnut Creek.

Application

more
Beatrice A. Shelton

Areas of experience: Social media strategy, video production, media relations, executive communications, content/editorial development, internal communications, event and meeting planning, change management.

University of California, Berkeley – Berkeley, CA
Director, Internal Communications
January 2025 – present
Internal communications leader with a track record of building clarity and alignment in a large, decentralized environment.

Key Contributions:

Experienced internal communications leader specializing in executive communications, change management, and building communications infrastructure at scale. At UC Berkeley, I spearhead campus- wide communications transformation, leading the transition to a modern platform, training 60+ stakeholders, and delivering real-time data capabilities for a 70,000+ person audience of faculty, staff, and students. I develop and launch flagship communications programs including the Chancellor's signature series and the Provost Report, convene and lead a cross-functional internal communications council, and build the foundational infrastructure, standards, and tools that drive consistent, high- impact messaging across one of the world's greatest research institutions.

Blue Shield of California – Oakland, CA
Senior Manager, Executive Communications
June 2021 - Mar 2023
Core member of cross-functional internal and external communications teams, driving reputation strategy and executive support for leaders.

Key Contributions:

Developed and executed comprehensive communications strategies to advance healthcare transformation narratives for both internal and external audiences. Coached executives and crafted messaging and presentation materials that enhanced corporate visibility and reputation. Managed town halls and all-hands meetings for senior leaders, ensuring clear and consistent communication. Produced thought leadership content across multiple channels aligned with organizational priorities. Collaborated cross-functionally with various departments and external agencies to elevate executive visibility and strengthen stakeholder relationships.

American Academy of Ophthalmology – San Francisco, CA
Manager, Public Relations, April 2016 to November 2020
Managed day-to-day press relations for national medical association and planned annual international scientific meeting.

Key Contributions:

Directed media strategy for a leading science and healthcare trade association, driving national and global awareness for key initiatives such as public education programs and the Ophthalmology Journal.

Developed press releases, proactively pitched stories to media outlets, and utilized social media to maximize reach. Orchestrated major events, including the Academy's annual scientific meeting,

managed media training, and cultivated strong relationships with journalists and stakeholders. Expertly translated complex scientific content for mainstream audiences and managed crisis communications in high-pressure environments.

MedAmerica, Emeryville, CA
Internal Marketing Communications Lead, August 2015 – April 2016 Developed communications strategies that strengthened internal and external engagement and improved employee relations.

Key Contributions:

Developed and executed internal communications campaigns for employees, partners, and subsidiaries.

Collaborated with leadership to strengthen support initiatives for physicians and organizational members. Created and edited content to drive internal messaging, designed targeted advertising and email campaigns, and established marketing automation protocols. Managed professional conferences end-to-end.

DC Ranch Community Council – Scottsdale, AZ
Communications/Editor, June 2014 to March 2015
Oversaw monthly publication to encourage civic and social engagement.

Key Contributions:

Drove multi-media campaigns across social media, email, and newsletter platforms, partnering with cross-functional teams to deliver cohesive messaging. Managed editorial content from multiple departments, ensuring consistency and alignment with organizational goals. Built strong media partner and vendor relationships while overhauling editorial and social media workflows to meet demanding deadlines.

133 Public Affairs – Washington, DC
Communications Manager, August 2008 to August 2013
Led targeted communications projects for a public affairs agency serving trade associations, non-profits, and lobbying groups.

Key Contributions:

Managed creation of press materials including advisories, press releases, and blog content to deliver clear, targeted messaging. Produced quarterly media reports, newsletters, and internal updates that strengthened cross-functional communication and stakeholder engagement.

Education: Florida A&M University - Bachelor of Science in Journalism and Public Relations

Staff Report
Date: September 22, 2026
To: City Council
From: Justin Ezell, Assistant City Manager
Prepared by: Justin Ezell, Assistant City Manager
[email protected]
(925) 671-3155
Subject: Considering approval of new artwork for one of six utility boxes as part of the Phase IV Utility Box Artwork Program located on Clayton Road, Concord Avenue, Concord
Boulevard, Cowell Road, Treat Boulevard, and Willow Pass Road; and authorizing the City Manager to execute the artist agreement in a form approved by the City Attorney.

CEQA: Exempt/not a project per CEQA Guidelines Sections 15060(c)(2), 15378, 15061(b)(3), and/or 15300.2.

Report in Brief
On August 25, 2026, the City Council approved artwork for six utility boxes as part of the Phase IV Utility Box Artwork Program. One of the selected artists is unable to participate; therefore, a new artist and replacement artwork have been selected.

Recommended Action
Approve new artwork for one of six utility boxes as part of the Phase IV Utility Box Artwork Program located on Clayton Road, Concord Avenue, Concord Boulevard, Cowell Road, Treat Boulevard, and Willow Pass Road; and authorize the City Manager to execute the artist agreement in a form approved by the City Attorney.

Background
The City, in partnership with the Concord Art Association (CAA), has implemented a series of utility box and traffic signal cabinet artwork projects in downtown Concord since 2019. Phase I, launched in 2019, featured artwork on eleven utility boxes under

4.c4.c

City Council Agenda Report
Agenda Item No. 4.c
September 22, 2026
the theme “Music and Market.” Phase II followed in 2020 and expanded the program to four traffic signal cabinets with the theme “Celebrate Concord.” Phase III, approved by the City Council in February 2022, further expanded the program through two subphases, resulting in artwork at 20 additional locations. The Phase III installations were completed in 2025, with some locations subsequently affected by the City’s Highway Safety Improvement Program (HSIP) traffic signal upgrades. Following these changes, 34 artwork locations remain citywide.

Phase IV was approved by the City Council on August 25, 2026, and continues the City’s partnership with CAA through artwork at six additional utility box locations.

Following Council approval, one of the selected artists became unable to participate. As a result, a new artist and replacement artwork have been selected for the affected location.

Analysis
MCE is sponsoring the utility box artwork at the Willow Pass Road and Diamond Boulevard location. The artwork previously selected by MCE and approved by Council featured a hummingbird, sun and sky, and green hills with flowers in the foreground.

The replacement artwork selected by MCE maintains a similar natural and local landscape theme, featuring a red-tailed hawk, bobcat, and other wildlife against a backdrop of golden hills and flowers (Attachment 1). There are no changes to the approved utility box location.

Financial Impact
Concord Art Association has secured the necessary funding for the artwork through sponsorships, including support from MCE. The cost of needed in-kind city services for such things as legal documents and site preparation would be borne by the approved operating budget.

Environmental Determination
This activity does not constitute a “project” within the meaning of CEQA Guidelines Section 15060 (c)(2) or CEQA Guidelines Section 15378, because there is no potential that it will result in a direct or reasonably foreseeable indirect physical change in the environment. Even if the activity does comprise a project for CEQA analysis, it falls within the “common sense” CEQA exemption set forth in CEQA Guidelines Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” No unusual circumstances exist and none of the exceptions under CEQA Guidelines Section 15300.2 apply. This determination reflects the City’s independent judgment and analysis.

Public Contact
The City Council Agenda was posted.

City Council Agenda Report
Agenda Item No. 4.c
September 22, 2026
Attachment

1. Original and Replacement Artwork

Location: Diamond Blvd & Willow Pass Rd
Sponsor: MCE
Attachment 1

Original Artwork

Replacement Artwork

Staff Report
Date: September 22, 2026
To: City Council
From: Mindy Gentry, Director of Community Development
Prepared by: Brenda Kain, Interim Community Services Manager [email protected]
(925) 603-5838
Subject: Considering adoption of a Resolution accepting the Fiscal Year 2025/26 Consolidated Annual Performance and
Evaluation Report (CAPER) and authorizing the City Manager or designee to submit, on behalf of the City of Concord, the CAPER, consistent with the program rules which govern the Community Development Block Grant (CDBG) Program as
required by the U.S. Department of Housing and Urban
Development (HUD).

CEQA: Not a project/exempt per CEQA Guidelines Sections 15060(c), 15061(b), 15273, 15378, and/or Public Resources Code Section 21065.

Report in Brief
The Draft Fiscal Year (FY) 2025/26 Consolidated Annual Performance and Evaluation Report (CAPER) is being provided to the City Council for review and approval. The CAPER is required annually by the federal government from those jurisdictions that receive Community Development Block Grant (CDBG) funding and documents how well the City of Concord (City) has done in meeting its goals for helping low- and moderate- income residents of Concord with the federal funding distributed under the CDBG program.

Recommended Action
Adopt a Resolution (Attachment 1) accepting the Fiscal Year 2025/26 Consolidated Annual Performance and Evaluation Report (CAPER) (Exhibit A) and authorize the City Manager or designee to submit, on behalf of the City of Concord, the CAPER, consistent with the program rules which govern the Community Development Block

4.d4.d4.d

City Council Agenda Report
Agenda Item No. 4.d
September 22, 2026
Grant (CDBG) Program as required by the U.S. Department of Housing and Urban Development (HUD).

Background
The Housing and Community Development Act of 1974 requires that all CDBG Program entitlement jurisdictions submit three documents: the five-year Consolidated Plan, the annual Action Plan, and the CAPER.

The Consolidated Plan encompasses all of Contra Costa County (County) and is a joint document produced by all members of the Contra Costa Consortium (Contra Costa Urban County, plus the cities of Antioch, Concord, Pittsburg, and Walnut Creek). It details how CDBG funds will be expended over a five-year period to meet the priority housing and community development needs of the City and County. The current plan covers fiscal years 2025/2030.

The Action Plan details how the City will allocate CDBG funds to local agencies to provide a variety of public services programs, housing, capital improvement, and other projects that improve the quality of life for Concord’s most at-risk residents.

The CAPER is a report that documents how well the City has met its goals for helping low- and moderate-income residents of Concord with federal funding distributed under the CDBG program. The overall goal of the program is to develop viable urban communities by providing decent housing, a suitable living environment, and expanding economic opportunities for those residents most at risk. The CAPER provides the City and interested stakeholders with an opportunity to evaluate the progress Concord has made in carrying out priorities and objectives contained in the City's five-year Consolidated Plan and annual Action Plan.

Analysis
The City identified several high priorities for FY 2025/26 and made excellent progress in meeting the objectives and goals submitted in the FY 2025/30 Consolidated Plan.

CDBG-funded Public Service projects provided a wide range of social services and assistance to almost 20,000 residents and households. Exhibit A to Attachment 1 is the full CAPER report.

A variety of local agencies provided services including emergency shelter for victims of domestic violence, fair housing and tenant/landlord activities, services for abused and neglected children, food and case management assistance for seniors and other special needs populations, rental assistance to prevent homelessness, food for low-income families, and services to assist homeless individuals. Concord continues to focus on outcome-based performance measurements to ensure that services needed are delivered and the results can be quantified.

City Council Agenda Report
Agenda Item No. 4.d
September 22, 2026
A special effort has been made in the FY 2025/30 Consolidated Plan to help preserve affordable housing and maintain Concord’s older housing stock. Through the Housing Rehabilitation Loan and Grant Program the City provides emergency repair grants up to $25,000 and loans up to $75,000 to income-qualified homeowners. The City was able to provide 15 grants to low-income homeowners for emergency repairs and correction of Health and Safety Code issues, including roof repair, electrical and plumbing upgrades, and accessibility improvements. Thirteen of these homeowners were elderly and four were households where at least one member had a disability.

The City provided funds for economic development, with the goal of reducing the number of persons with incomes below the poverty level, expanding economic opportunities for low-income residents, and increasing the viability of neighborhood commercial areas. Monument Impact received CDBG funds for the Business Support program, which assists low-income owners of existing and emerging businesses in achieving self-sufficiency by securing a business license. Ten low-income business owners received assistance and secured a license.

Opportunity Junction received CDBG funds for the Healthcare Career Pathway program. This program trains low-income job seekers to enter the healthcare field as Certified Nursing Assistants and secures job placement through contracts with local skilled nursing facilities. Fourteen individuals received training to enter the healthcare field.

For FY 2025/26, Concord supported youth programs by allocating CDBG funds to Court Appointed Special Advocates (CASA) for services to support foster children. The City supported additional youth programs by providing local Cannabis Community Benefit Funds (CCBF) to CASA for the Children’s Therapy Project, We Care Services for the expansion of mental health services for children, Concord’s Recreation Services Department to provide scholarships for summer youth programs and to Monument Crisis Center’s Youth Education and Enrichment programs. These programs provided critical support services to almost 2,300 at-risk youth.

CDBG infrastructure funds were provided for the construction of 28 curb ramps as part of the Americans with Disabilities Act (ADA) Transition Plan, providing increased mobility and accessibility to elderly and disabled residents.

Financial Impact
The City allocated $1,515,662 in grant funding from Community Development Block Grant (CDBG), Cannabis Community Benefit Funds (CCBF), Revolving Loan Funds (RLF), and Program Income in the form of interest earned on loans repaid to the CDBG account. There were no General Fund monies allocated.

City Council Agenda Report
Agenda Item No. 4.d
September 22, 2026
Environmental Determination
Pursuant to the California Environmental Quality Act (CEQA) of 1970, Public Resources Code Section 21000, et. seq., as amended and implementing State CEQA Guidelines, Title 14, Chapter 3 of the California Code of Regulations (collectively “CEQA”), the acceptance of the FY 2025/26 CAPER and other actions provided for in the resolution do not constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c), 15378, as the activities have no potential for resulting in a direct or reasonably foreseeable indirect physical change in the environment, and/or and the statutory exemption set forth in 14 Cal Code Regs Section 15273 because the activities involve government funding/fiscal activities. Even if the activities did constitute a project under CEQA, the activities fall within the “common sense” exemption set forth in 14 Cal. Code Regs. Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Accordingly, no further environmental review is necessary. This determination reflects the City’s independent judgement and analysis.

Public Contact
The City Council Agenda was posted.

Attachment

1. Resolution accepting the Fiscal Year 2025/26 Consolidated Annual Performance and Evaluation Report (CAPER)
Exhibit A: FY 2025/26 CAPER

1 Res. No. 26-XX
Attachment 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Accepting the Fiscal Year 2025/26
Consolidated Annual Performance and Evaluation
Report (CAPER) and Authorizing the City Manager
or Designee to Submit, on Behalf of the City of
Concord, the CAPER, Consistent with the Program
Rules which Govern the Community Development
Block Grant (CDBG) Program as required by the
U.S. Department of Housing and Urban Development
(HUD) Resolution No. 26-XX
/
WHEREAS, the City of Concord has been designated by the U.S. Department of Housing and Urban Development (HUD) as a community entitled to receive, by allocation, Community Development Block Grant (CDBG) funds to help develop viable urban communities through providing decent housing, a suitable living environment, and economic opportunity for lower income residents; and
WHEREAS, as a condition of funding, HUD requires recipient jurisdictions to prepare a one year Consolidated Annual Performance and Evaluation Report (CAPER) as a subsidiary document to the Consolidated Plan, to report on how well the City has met its goals for helping low- and moderate- income residents of Concord with federal funding distributed under the Community Development Block Grant (CDBG) program; and
WHEREAS, the City of Concord allocated funds in the amount of $1,515,662 for Fiscal Year (FY) 2025/26; and
WHEREAS, the City of Concord, consistent with HUD’s program rules on eligibility, allocated all CDBG funds to a number of programs, activities and projects in support of HUD’s National Objectives to primarily benefit low- and moderate-income persons, or serve to arrest or minimize the effects of slums or blight, or provide for urgent needs. //
//
//

2 Res. No. 26-XX

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CONCORD DOES RESOLVE AS FOLLOWS:

Section 1. Pursuant to the California Environmental Quality Act (CEQA) of 1970, Public Resources Code Section 21000, et. seq., as amended and implementing State CEQA Guidelines, Title 14, Chapter 3 of the California Code of Regulations (collectively “CEQA”), the acceptance of the FY 2025/26 CAPER and other actions provided for in this resolution (the “activities”) do not constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c), 15378, as the activities have no potential for resulting in a direct or reasonably foreseeable indirect physical change in the environment, and/or and the statutory exemption set forth in 14 Cal Code Regs Section 15273 because the activities government funding/fiscal activities. Even if the activities did constitute a project under CEQA, the activities fall within the “common sense” exemption set forth in 14 Cal. Code Regs. Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Accordingly, no further environmental review is necessary. This determination reflects the City’s independent judgement and analysis.

Section 2. That the City hereby determines that it is appropriate to submit its FY 2025/26 one- year Consolidated Annual Performance and Evaluation Report (CAPER) to the U.S. Department of Housing and Urban Development (HUD), detailing the City’s progress in serving Concord’s low- and moderate-income residents, in accordance with the priorities outlined in the 2025/30 Contra Costa HOME Consortium Consolidated Plan and in support of HUD’s national objectives.

Section 3. This resolution shall become effective immediately upon its passage and adoption. //
//
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3 Res. No. 26-XX
PASSED AND ADOPTED by the City Council of the City of Concord on September 22, 2026, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -
I HEREBY CERTIFY that the foregoing Resolution No. 26-XX was duly and regularly adopted at a regular joint meeting of the City Council of the City of Concord on September 22, 2026.

APPROVED AS TO FORM:

Monique Robinson,
Interim City Clerk
Susanne Meyer Brown
City Attorney
Attachment: Exhibit A: City of Concord FY 2025/26 CAPER

Exhibit A to Attachment 1
1 City of Concord Draft FY 2025/26 Consolidated Annual Performance and Evaluation Report (CAPER) CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) The City has completed the first year of the 2025/30 Consolidated Plan period and has met or exceeded every priority goal/objective. CDBG- funded projects provided a wide range of social services and assistance to almost 20,000 residents and households. Funds were provided to 19 programs that provide safety-net services to the City’s most vulnerable residents including the homeless, mentally and physically disabled, seniors, victims of domestic violence, and other special needs populations. Concord continues to focus on outcome-based performance measurements as a means to ensure that needed services are delivered and that the results can be easily quantified.

Funding for the City’s ADA Transition Plan provided curb and sidewalk improvements that removed barriers that restrict mobility and accessibility of elderly or disabled persons. The City installed 28 curb ramps, providing mobility impaired residents and visitors new and safer access to local services and businesses.

The City’s Housing Rehabilitation Loan and Grant Program provided fifteen grants to low-income homeowners for needed repairs and improvements. Thirteen of the homeowners were elderly, four were disabled and all were extremely-low to moderate income. Needed repairs included roof replacement, plumbing repairs, sewer replacement, water heaters and accessibility features.

The City provided funding for Economic Development programs. Low-income existing and emerging small businesses were assisted with business plan development, financial planning and applying for business licenses, allowing them to achieve self-sufficiency by starting or growing a micro-enterprise. The City also funded a Certified Nursing Assistant (CNA) training program to help participants earn certification and build a foundation for a sustainable career in healthcare services. The program combines technical training with life skills, case management, career skills, job placement, and long-term follow-up. These programs will help to provide jobs to low-income residents in the City now and in the future.

Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual

Exhibit A
2 outcomes/outputs, and percentage completed for each of the grantee’s program year goals.

Goal Category Source/Amount Indicator Unit of
Measure
Expected
Strategic
Plan -
2025/30
Actual –
Strategic
Plan-
2025/30
Percent
Complete
Expected
Program
Year-
2025/26
Actual –
Program
Year –
2025/26
Percent
Complete
AH-1 Existing
Housing Stock
Affordable
Housing
CDBG: $583,130
Revolving Loan
Fund: $30,000
Homeowner
Housing
Rehabilitated
Household
Housing Unit 125 15 12% 25 15 60%
CD-1 General Public
Services
Non-Housing
Community
Development
CDBG: $33,000
CCBF: $10,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 50,000 9,214 18% 10000 9,214 92%
CD-2 Non-Homeless
Special Needs
Population
Non-Homeless
Special Needs
CDBG: $70,000
CCBF: $10,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 5,000 1,522 30% 1000 1,522 152%

Exhibit A
3 CD-3 Youth CDBG: $35,000
CCBF: $35,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 9,800 2,427 25% 1960 2,427 124%
CD-4 Fair Housing
Non-Housing
Community
Development
CDBG Admin:
$10,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 125 37 30% 25 37 148%
CD-5 Economic
Development
Non-Housing
Community
Development
CDBG: $20,000
CCBF: $10,000
Jobs
created/retained Jobs 20 14 70% 4 14 350%
CD-5 Economic
Development
Non-Housing
Community
Development
CDBG: $20,000 Businesses assisted Businesses
Assisted 50 10 20% 10 10 100%
CD-6
Infrastructure/Public
Facilities
Non-Housing
Community
Development
CDBG: $300,000
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 40,000 10,500 26% 8000 10,500 131%

Exhibit A
4 CD-7 Administration Administration CDBG Admin:
$197,532 Other Other 1 1 100% 0.2 1 500%
H-1 Emergency
Shelter and
Homeless Related
Svcs
Homeless CDBG: $10,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 500 737 147% 100 737 737%
H-1 Emergency
Shelter and
Homeless Related
Svcs
Homeless CDBG: $10,000 Homeless Person
Overnight Shelter
Persons
Assisted 50 15 30% 10 15 150%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.

The City identified a number of high priorities for FY 2025/26 and made excellent progress in meeting the objectives and goals submitted in the FY 2025/30 Consolidated Plan. Special effort has been made to help preserve affordable housing and maintain Concord’s older housing stock, which is predominately owned by the elderly. Through the Housing Rehabilitation Loan and Grant Program the City provides emergency repair grants to $25,000 and loans to $75,000 to income-qualified homeowners.

The City’s older homes are often owned by elderly residents who purchased their homes many years ago. These residents are typically on fixed incomes and may not have the means to perform regular maintenance and repairs or to qualify for traditional home repair loans. In recent years the cost of construction has increased due to the rising cost of supplies as well as supply chain delays. This has had an impact on the number of residents who can be assisted as the cost of each individual project has increased. The number of loans and grants available is limited

Exhibit A
5 by the amount of funds available and the needs of the City’s older housing stock. In 2025/26, the City was able to provide fifteen grants to low- income residents, including thirteen seniors and four disabled persons.

Concord provided CDBG funds for Economic Development with the goal of reducing the number of persons with incomes below the poverty level, expanding economic opportunities for low-income residents, and increasing the viability of neighborhood commercial areas. Opportunity Junction and Monument Impact, both local nonprofits, received CDBG funds to provide training and job placement for Certified Nurs ing Assistants and to assist the low-income owners of existing and emerging small businesses. The City also provided $10,000 in local Cannabis Community Benefit Funds (CCBF) to Opportunity Junction to support microenterprise development.

Concord supported local youth programs by allocating CDBG funds to Child Advocates of Contra Costa County, which provides support to foster youth, and to Community Violence Solutions, providing child sexual assault intervention. In addition, the City provided $45,000 in local CCBF funds to programs that provided youth drug use prevention and education efforts, drug treatment and mental health programs.

Funding was provided to the Contra Costa CORE homeless outreach team to support unhoused residents and quickly move them into services and housing. The Winter Nights Family Shelter also received CDBG funds to house families through the coldest months and to provide support services that lead to self-sufficiency. Winter Nights set a goal of serving 21 unhoused households but due to the need for shelter and lack of turnover were only able to house 15 Concord households for 2025/26.

Exhibit A
6 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).

91.520(a)
CDBG
White 8,345
Black or African American 1,674
Asian 1,571
American Indian or American Native 150
Native Hawaiian or Other Pacific Islander 95
Other Multi-Racial 7,385
Total 19,470
Hispanic 6,206

Table 2 – Table of assistance to racial and ethnic populations by source of funds

Narrative
HUD reporting requirements for race and ethnicity include additional categories not reflected in HUD’s chart above. City CDBG funds also provided services to residents self-identifying as American Indian/White, Asian/White, Black/White, and American Indian/Black, included under Other Multi-Racial.

Please see exhibit A-1 for additional income and race/ethnicity information.

Exhibit A
7 CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 1,297,662 1,142,090.52
Other public - local 110,000 110,000
Table 3 - Resources Made Available

Narrative

Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
City of Concord 100 100% Citywide
Table 4 – Identify the geographic distribution and location of investments

Narrative
In addition to CDBG funds, the City allocated $65,000 in Cannabis Community Benefit Funds (CCBF) to support local programs that address youth drug use prevention, youth drug use education efforts, drug treatment and/or mental health programs, workforce development, and supervised diversion from criminal justice system avoiding recidivism.

Exhibit A
8 Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.

During FY 2025/26, CDBG and CCBF funds leveraged over $20 million from local resources and agency matching funds to accomplish the housing and non-housing objectives identified in Concord’s Consolidated Plan. These funds are often coupled with local funds, allowing projects to compete for additional funding provided by tax credits, bonds, and state financing programs.

An investment by the City makes projects more competitive in various funding competitions.

Although all sources and types of funds are more limited due to the current economic climate and the demise of statewide redevelopment tax-increment funds, the City will continue to search for additional sources of funding from local, state, federal, and private sources. To help leverage resources, the City requires a 20% match for all projects with the exception of Fair Housing and the Homeowners Rehabilitation Loan and Grant Program. Matching funds for these projects typically include other federal or state funds, or private funds from foundations and donations. Please see Exhibit A-2 for leveraging information by project.

Exhibit A
9 CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.

One-Year Goal Actual
Number of homeless households to be
provided affordable housing units
0 0
Number of non-homeless households
to be provided affordable housing
units
0 0
Number of special-needs households
to be provided affordable housing
units
0 0
Total 0 0
Table 5 – Number of Households

One-Year Goal Actual
Number of households supported
through rental assistance
0 0
Number of households supported
through the production of new units
0 0
Number of households supported
through the rehab of existing units
25 15
Number of households supported
through the acquisition of existing
units
0 0
Total 25 15
Table 6 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

The City made significant progress in meeting the goals and objectives contained in the 2025/30 Consolidated Plan and the 2025/26 Action Plan. Problems in meeting those goals are primarily the result of the limited funding available and the increased costs of materials and labor in today’s market.

Exhibit A
10 The City allocated $535,417 in CDBG and Revolving Loan Funds to be used for housing rehabilitation grants and loans. As discussed previously, the City provided fifteen grants to low- income households for the repair of health and safety issues in their homes. The number of homeowners that can be assisted is limited by the amount of funds available. In addition, the number of contractors willing to bid on these small projects on a reimbursement basis is very limited, making it difficult to move projects along in a timely manner.

Concord has a long history of supporting the construction and conservation of affordable housing. In June, 2018, Concord allocated $5.5 million in City Affordable Housing Funds to Resources for Community Development (RCD), a nonprofit housing developer, for the new construction of 44 units. In May, 2019, City Council allocated an additional $2.3 million for a total of $7.8 million to allow RCD to acquire an adjacent property and increase the size of the project to 62 units. The project was completed in Spring, 2025, and is fully occupied.

In addition, Concord is currently in the process of developing a Specific Plan for the 5,028 -acre Inland Area of the Concord Naval Weapons Station, which was created by the Navy in the 1940s during World War II. The Inland Area of the base was deactivated in 1997 and declared surplus property by the Navy in 2007. A Reuse Plan was adopted by the City for the area in 2010. An Area Plan was then adopted by the City for the area in 2012. The development of the area represents a significant opportunity for the City. The Specific Plan will create more specific zoning for the site and improve the quality of life for residents of Concord and the region through creation of new jobs, a variety of housing types, significant open space, preservation of natural resources, active parks, pedestrian and bike trails and community facilities. The project is expected to be home to 28,000 residents in 12,272 new residential units over a 30-year period, 25 percent of which will be affordable housing. East Bay Regional Park District is currently in the process of implementing a land use plan for the management of 2,537 acres of adjacent parkland area.

Discuss how these outcomes will impact future annual action plans.

In FY 2025/26 , Concord allocated CDBG funds for the Housing Rehabilitation Loan and Grant program. Due to the rising cost of construction and repairs it is difficult to adequately meet the needs of the City’s aging housing stock however the City will continue to provide CDBG funds to address the needs of primarily elderly homeowners.

As the Naval Weapons Station Reuse Plan is developed, the resulting affordable housing units will be included in future action plans. The development will provide a variety of services for homeless and low-income individuals and families, including emergency shelter and housing, and will be reported in future action plans.

Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.

Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 3 0
Low-income 2 0
Moderate-income 10 0
Total 15 0

Exhibit A
11 Table 7 – Number of Households Served

Narrative Information
Along with the greater Bay Area, Concord has faced rapid increases in the cost of rental housing without a corresponding increase in wages for low-income earners. The City will continue to support the preservation of affordable housing by funding needed home repairs for low-income homeowners, providing funds for financial assistance to help prevent homelessness or to quickly rehouse the homeless, and by supporting economic development to promote self-sufficiency. Special needs groups such as elderly/frail elderly, persons with disabilities, persons who suffer from alcohol and other drug addictions, persons who are victims of domestic violence and persons living with HIV/AIDS are at an especially high risk of homelessness. Due to their special needs and/or circumstances, they may have difficulty accessing affordable housing and face obstacles created by lack of income. The City of Concord will continue to provide CDBG and local funds to programs that improve the quality of life for residents with special needs.

Exhibit A
12 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The Contra Costa Continuum of Care uses a number of strategies to reach out to unsheltered persons experiencing homelessness and assess their individual needs, including direct outreach and marketing, the use of phone-based services including the 211-line, marketing in other languages (e.g., Spanish), making physical and virtual locations accessible to those with disabilities, and collaborating with local law enforcement.

All persons experiencing homelessness who are interested in housing are assessed using a new Housing Needs Assessment process (approved by the Council on Homelessness in April 2026) to prioritize those with the highest levels of chronicity and acuity for available housing resources and services. Persons are also referred to CARE (Coordinated Assessment Resource) Centers to access services for basic needs, case management, housing navigation, and health care.

Outreach Services: As a part of the Contra Costa Coordinated Entry System, CORE (Coordinated Outreach, Referral and Engagement) Teams serve as an entry point into the homeless system of care, providing both day and evening outreach resources and services to encampments and service sites.

Concord provides CDBG, CPHHCD, Permanent Local Housing Allocation (PLHA) and other local funds to provide dedicated homeless outreach services in the City 40 hours per week. The outreach teams seek out individuals on the street and in encampments and provide clients with housing navigation, access to food and shelter, and integrated health, mental health and substance use services. In January 2022, the City added a Care Coordinator to the CORE team to provide one-on-one case management support to better meet the needs of unhoused residents.

Health Care for the Homeless: In addition to providing direct medical care, testing and immunization services, the County-funded Health Care for the Homeless Program uses its mobile healthcare van for outreach. The bilingual Healthcare for the Homeless Team assesses clients’ needs, provides social support, and links clients to appropriate services and programs.

Addressing the emergency shelter and transitional housing needs of homeless persons Crisis services, including emergency shelter and transitional housing, are a critical component of the Contra Costa Coordinated Entry System. For individuals and families experiencing a housing crisis that cannot be diverted, CORE Teams and CARE Centers make referrals to over 1,000 emergency shelter and transitional housing beds throughout Contra Costa County, including the Next Step program (opened

Exhibit A
13 January 2025) located in Concord. In keeping with a low barrier approach, the goal of Contra Costa’s crisis response system is to provide immediate and easy access to safe and decent shelter beds, when available, to the most vulnerable unsheltered people, including those that are chronically homeless, with the housing-focused goal of re-housing people as quickly as possible. Contra Costa CoC has established system-level performance measures for emergency shelter, including reducing the average length of stay, increasing exits to permanent housing and increasing non-returns to homelessness.

Under HUD's 2024 CoC Program NOFO, the County CoC obtained an award $24,848,366 in FY2025, the majority of which supports funding for rental assistance-based programs like rapid rehousing and permanent supportive housing for the most vulnerable, including seniors, chronically homeless individuals, and for survivors of domestic violence.

The City’s Community Services Manager participates in the Council on Homelessness advisory meetings facilitated by Contra Costa County Continuum of Care and has served on CoC subcommittees focused on performance measurement and homeless awareness initiatives within the broader community.

Helping low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The Contra Costa CoC has implemented a triage tool used by 211 and other crisis service entry points into our system to identify individuals at risk of homelessness and connect them to prevention, intervention services, and diversion services.

The CoC worked to create standardized program models and developed two models based on Rapid Resolution: Prevention/Diversion and Rapid Exit. Prevention/Diversion programs focus on supporting households at risk of homelessness and Rapid Exit programs focus on households currently experiencing homelessness with an identified housing solution. Supports provided to both groups are similar, but services are tailored based on the differing needs of households at risk of homelessness and those currently experiencing homelessness. These updated program models were approved by the CoC advisory board, the Council on Homelessness, in June 2022 and were implemented for the first time in FY2022/23. The CoC expanded prevention services through local and state funding programs and saw a 104% increase in households served over five years (2021 – 2025).

There is significant cross system collaboration including with hospitals and clinics, Department of Probation, law enforcement, and the Office of the Public Defender. H3 and other CoC partner agencies work closely with those systems, agencies and the County Employment and Human Services Department to ensure affordable housing and social services are available to individuals who are at risk of discharge into homelessness or unstable housing.

Exhibit A
14 The CoC continues to work with Contra Costa Public Housing Authorities (PHA) and local affordable housing developers to maximize the inventory of affordable housing units to which formerly homeless clients can eventually transition. The Special Assistant to the Executive Director of the Housing Authority of Contra Costa County (HACCC) serves on the Contra Costa CoC advisory board in the Public Housing Authority Representative seat. In the past year, the CoC has partnered closely with the PHA to support full utilization of Housing Stability Vouchers, Mainstream Vouchers, and transition Emergency Housing Voucher holders to the Housing Choice Voucher program. Additionally, the CoC works closely with HACCC and Child Welfare to maximize access to Foster Youth to Independence (FYI) vouchers for transition aged youth existing the child welfare system. There are currently over 60 FYI voucher holders in Contra Costa County.

In cooperation with the local VA, Contra Costa's CoC has worked to increase its capacity to house and serve homeless veterans, including the distribution of HUD-VASH vouchers and rental assistance for permanent housing units provided to homeless veterans and their families under the Supportive Services for Veteran Families (SSVF) program.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

Access to Affordable Housing: The City has a long history of working with non-profit housing developers and encouraging the inclusion of units affordable to households with extremely low incomes and those with special needs. Concord is currently developing a Reuse Plan for the 5,028-acre Inland Area of the Concord Naval Weapons Station, which was created by the Navy in the 1940s during World War II. The project is expected to include 12,000 new residential units, 25 percent of which will be affordable housing.

In February 2018, Concord released a Notice of Funding Availability (NOFA) for $14 million in affordable housing funds to be used toward further actualizing Concord’s opportunities for quality affordable housing. The City accepted a proposal from Resources for Community Development (RCD) for the new construction of 62 affordable units. Rick Judd Commons opened for tenancy in March 2025, and all units are occupied.

Concord used Permanent Local Housing Allocation (PLHA) funding made available by the State’s Housing and Community Services department to support a Rapid Rehousing Program for families experiencing homelessness in Concord. This program has provided housing navigation, case management and up to 12 months of rental assistance to help 32 households achieve housing stability.

Exhibit A
15 In 2023, the City of Concord began developing a Homeless Strategic Plan that identified gaps in services to the most vulnerable extremely low-income population who are either homeless, unstably housed or at risk of homelessness. The plan proposed seven core strategies and in October 2024, the City awarded $5 million in one-time non-recurring funds to six local organizations. These organizations offer a combination of temporary housing and comprehensive support services to help individuals transition out of homelessness. Additionally, they deliver field-based services to people in their current sheltering locations, addressing essential needs such as medical care, substance abuse treatment, food and hygiene, and workforce development. The goal of implementing the strategies is to support individuals with successfully exiting homelessness and achieving permanent housing.

The City continues to work with the Contra Costa Public Housing Authority (PHA) and local affordable housing developers to maximize the inventory of affordable housing units to which formerly homeless clients can eventually transition.

Exhibit A
16 CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
There are no Public Housing Units in the City of Concord. The Housing Authority of Contra Costa County (HACCC) assists Concord residents through the Section 8 Existing Housing Program. Section 8 Certificates/Vouchers allow very low-income (below 50% of area median income) families to pay no more than 30% of their income on housing. HACCC contracts with rental housing property owners to pay the difference between what tenants can afford and fair market rents.

Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
The City of Concord provides funds for the Below Market Rate and First Time Homebuyer programs (FTHB), which specifically target low-income residents, including those who are exiting public housing assistance programs. These programs are widely marketed through various support services and programs throughout the City.

Actions taken to provide assistance to troubled PHAs
Concord residents are assisted through the Housing Authority of Contra Costa County (HACCC) with Section 8 certificates and vouchers. This program is well run and has provided excellent service and support to low-income City residents.

Exhibit A
17 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The Housing Element Update adopted by the Concord City Council on August 22, 2023, included Policy

1.3: promote the development of housing that provides ownership opportunities that are affordable to extremely low-, very low, low- and moderate-income households. In August 2025, the City approved the entitlements for two low-income ownership units located at Alcott Village, and in February 2025, the City issued building permits for the two moderate-income homeownership units located at Villas in Walter’s Place.

Policy 1.4, which encourages accessory dwelling units (ADU) in new and existing residential developments and the development of duplex condominiums, where duplexes are consistent with the General Plan. In January 2026, the City updated its Pre-Approved ADU program to conform with 2025 California Building Standards Code. The City’s Pre-Approved ADU program offers free, standardized ADU construction plans that eliminate design costs and lower permit costs.

Policy 1.5, promotes the development, conservation and rehabilitation of housing that is affordable to extremely low-, very low-, low- and moderate-income households. In late 2025, the City issued Certificates of Occupancy for 181 units located at Blue Oak Square, a 100 percent affordable rental housing project designated for very low- and low-income households. The City also promoted the conservation/rehabilitation of affordable housing by, in early 2026, participating in the tax credit re- syndication for Lakeside that enables comprehensive rehabilitation and extends the affordability term to 2081, 21 years beyond the current agreement.

Policy 1.7 promotes a diversity of housing types, including efforts to increase rental options and homeownership opportunities for households at all income levels. In November 2025, the City issued Certificates of Occupancy for 70 market-rate ownership units located in the Penny Lane Townhome development.

Policy 2.1 supported the conservation and rehabilitation of the existing housing stock (including mobile homes) through a balanced program of code enforcement and property improvements, when and where appropriate. The City provided 15 rehabilitation grants to low-income homeowners.

Policy 3.5 Promote the development of housing that is affordable to very low , low- and moderate- income first-time homebuyers. In October 2025, the City entered into a Standard Agreement with California Department of Housing and Community Development for Permanent Local Housing Allocation funds. 40 percent of the allocation was used to expand the City’s First-Time Homebuyer Program and provide loans of up to $60,000 to low- and moderate-income households for the purchase of a home.

Exhibit A
18 Policy 3.7 facilitated the development of emergency shelters, transitional and supportive housing, and long-term affordable housing to reduce the risk of homelessness in the City of Concord. Concord has developed and initiated the implementation of a Strategic Plan to address homelessness. On February 6, 2024, the City Council adopted the Homeless Strategic Plan. In November 2024, the City granted $5 million in funding to community organizations which offer a combination of temporary housing and comprehensive support services to help individuals transition out of homelessness. In FY 25/26, these services continued to include rapid rehousing, scattered site interim housing, and permanent motel supportive housing.

Policy 4.1: Ensure equal housing opportunities exist for all by reaffirming the City’s commitment to work towards the elimination of discrimination in housing with regard to race, religion, sex, marital status, age, ancestry, national origin, color, sexual orientation, familial status, source of income, or disability. In FY 25/26, ECHO Fair Housing, the City’s Fair Housing and tenant/landlord services provider, conducted a systemic audit on National Origin discrimination by housing providers in Concord. The owners and managers of the properties where evidence of differential treatment was found will be invited and encouraged to participate in fair housing training seminars and workshops offered by ECHO Housing.

Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The primary concentration of minority and low-income population in Concord is in the Monument Corridor, a triangular area between Highway 242 and Monument Blvd., up to Concord Avenue. This area lies within census tracts 3361, 3362, and 3280. It has been identified by the Concord City Council and targeted by the United Way of the Bay Area, the Hospital Council (John Muir/Mt. Diablo Community Health Fund), Contra Costa County Health and Human Services and other organizations as an area of substantial need for community resources. The City continues to provide for these at-risk residents by allocating funding to local community groups that provide food, health services and family support programs.

Concord continues to support programs that benefit the underserved populations and those residents most at-risk, providing funding for programs across the city through the CDBG program, the Concord/Pleasant Hill Health Care District, Permanent Local Housing Allocation and Cannabis Community Benefit Funds.

Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) Many homes built before 1980 are at risk of containing lead-based paint, and more than half of all homes in Concord were built prior to this time. In 2000, the City developed a Lead Based Paint (LBP) Management Plan to ensure compliance with federal regulations. It established an LBP Grant Program for lower income homeowners to address abatement and risk assessment issues in housing rehabilitation projects and to help offset the cost of LBP analysis, testing and abatement by lower income homeowners.

Exhibit A
19 Lead-based paint management and abatement has been incorporated into the City of Concord’s Home Rehabilitation Loan and Grant Program. Lead-based paint abatement grants up to $22,500 are provided to low-income homeowners (households earning at or below 80% of the Area Median Income [AMI]).

The City requires that recipients of homeowner rehabilitation funds sign HUD’s Notification for Lead Based Paint and that any abatement required be included in the home’s repairs.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) Reducing the number of persons living below the poverty level within the City of Concord requires a comprehensive approach to poverty that includes: access to housing of choice unimpeded by discrimination; availability of affordable housing; job opportunities that require limited educational background and/or work experience as well as jobs that offer opportunities for growth and advancement and a living wage; opportunities for people with disabilities to move freely, live independently, and become or remain financially independent to the best of their abilities; access to health care for individuals, families, and children; safety nets for those balancing precariously on the economic edge, including seniors, single-parent families, minimum-wage earners, and others; and provision of life’s basic requirements, such as food, shelter, and clothing, for those without these necessities. In FY 2025/26, Concord provided funds to further programs that meet these needs, allowing low-income individuals and households to rise out of poverty.

The City Council, Community Services Commission, and City staff embrace a holistic approach to addressing these issues as they meet to plan each year’s funding allocations. Guided by community input shared in Public Hearings and in community-wide surveys, needs are heard, priorities are determined, and funds are allocated. General economic conditions and increased costs of rent, health care and food are resulting in greater numbers of people in need of even the most basic services, such as food pantry and hot lunches. The number of low-income families financially impacted by the COVID crisis put a further strain on the ability of the City and community service providers to meet the needs of residents and those impacts are still felt.

Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City of Concord works within an institutional structure, which includes private industry, nonprofit organizations, and public institutions, to carry out its housing and community development plan.

The Contra Costa County HOME Consortium is comprised of the County Conservation and Development Department’s staff and the cities of Antioch, Concord, Pittsburg, and Walnut Creek. The City of Concord is an active member of the Consortium and works with it to streamline CDBG processes for non-profit recipients. The Consortium meets monthly to share information and work on ways to overcome gaps between our respective institutional structures and enhance coordination of funding and service delivery throughout the County. Working together to support mutual projects has developed the Consortium members into a close, supportive team who have a much better understanding of each

Exhibit A
20 other’s challenges and needs.

Consortium members utilize a single grant application used by all jurisdictions; a single monitoring form with joint monitoring of agencies and shared results with other members; a joint grant process and joint meetings for all applicants and recipients of funding; quarterly or greater Consortium meetings; and increased technical assistance to nonprofits through individual meetings and workshops. Consortium members have continually streamlined processes to benefit agencies and to reduce our administrative costs, effectively channeling additional funds to our communities.

The City has embraced a style of governance known as Community Oriented Government (COG). COG is based on a philosophy that recognizes the interdependence and shared responsibility of the City government and the community in making Concord a city of the highest quality, continually enhancing the safety, environment, quality of life, and economic vitality of our city. It is a method of governance that encourages partnerships to identify community issues, determine resources, and apply innovative strategies designed to create and sustain healthy, vital neighborhoods. The five building blocks that are key to Community Oriented Government are partnerships, empowerment, problem solving, accountability, and customer orientation. The COG approach is founded on collaboration, both internally and externally, and responsiveness to internal and external consumer needs. This approach helps to reduce gaps inherent in institutional structures such as city government by increasing communication, developing partnerships, and enhancing coordination.

Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
There are no Public Housing Units in the City of Concord. The Contra Costa Housing Authority assists Concord residents through the Section 8 Housing Program. Section 8 Certificates/Vouchers allow very low-income (below 50% of area median income) families to pay no more than 30% of their income on housing. The Contra Costa Housing Authority contracts with rental housing property owners to pay the difference between what tenants can afford and fair market rents.

The City allocates local funds to ECHO Housing to provide Fair Housing services to help residents acquire and maintain their housing. ECHO also receives City funds to provide Tenant/Landlord Counseling and Tenant Legal Services to help low-income tenants maintain their housing.

Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) In late 2023, the City’s 2023-2031 Housing Element was certified by California Department of Housing and Community Development (HCD). The Housing Element includes Program 8.6 Fair Housing, which aims to expand housing opportunities for residents with low and moderate incomes, older adults,

Exhibit A
21 people with disabilities, large families, and more. The program continues to analyze impediments to fair housing, to contract with service providers for fair housing education and outreach, to seek new funding for housing programs, and to increase housing opportunities in higher-resource neighborhoods to serve the housing needs of all segments of the community.

As part of these efforts, in March 2026, the City approved the Affirmatively Furthering Fair Housing (AFFH) Program and Overlay District. The AFFH Overlay District rezoned ten individual parcels totaling approximately 28 acres to allow for an estimated 1,000 potential housing units at the maximum density of 60 units per acre.

Additionally, city staff, along with staff from the other Contra Costa CDBG entitlement jurisdictions (Antioch, Pittsburg, Walnut Creek and the Urban County), worked together to prepare the Contra Costa Consortium Analysis of Impediments to Fair Housing Choice (AI). An update of the AI was completed and approved by each Contra Costa CDBG entitlement jurisdiction in 2019 for the Consolidated Plan Period 2020/25. An update to the 2019 AI is currently pending any future regulatory change by the U.S.

Department of Housing and Urban Development. However, Concord will continue to enact this most recent plan.

Recommendation #1: Increase Public Awareness of Fair Housing Rights – Concord continues to provide CDBG support to agencies to provide Fair Housing consulting services. Fair housing service providers and their partner agencies continue to expand outreach to the community regarding fair housing rights, providing trainings and outreach at various non-profit agencies throughout the County.

Recommendation #2: Improve Financial Assistance for Housing – Concord and the Consortium continue to collaborate to expand affordable housing in communities where such opportunities are limited. The City and the Consortium allocate resources to encourage and facilitate the development of affordable housing throughout the entire Consortium, resulting in the development of new affordable housing.

Concord contracts with Bay Area Affordable Homeownership Alliance (BAAHA) to assist qualified low- and moderate-income individuals with the purchase of their first home. FTHB loan funds are to assist with down payment and/or closing costs.

Recommendation #3: Review Home Purchase Loan Denial Figures with Local Lenders – The Consortium has incorporated in the CDBG contracts with their respective Fair Housing consulting agencies a review and monitoring of HMDA data regarding loan denial rates among racial/ethnic minorities.

Recommendation #4: Increase Access to Special Needs Housing – The City has instructed its Fair Housing services provider to incorporate education and information to tenant, owners, and agents of rental properties about the necessity to provide equal access to housing to special needs populations.

Recommendation #5: Review Municipalities Planning Code and Offer Incentives - This recommendation is a long-term goal and the City has begun developing steps to implement this recommendation through

Exhibit A
22 the Density Bonus Ordinance, the Inclusionary Housing Ordinance and the Accessory dwelling Ordinance.

Exhibit A
23 CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
Concord CDBG staff closely monitors and reviews agency activities during the program year. This process begins with a detailed contract which outlines performance objectives and reporting requirements.

Quarterly reports are thoroughly reviewed to ensure that agencies are on track to achieve their performance outcomes, and that they are serving eligible clients that represent Concord’s diversity.

Quarterly Sources and Uses reports are compared to budgets to verify the need for CDBG funding and ensure that fundraising goals are on track. Quarterly Requests for Reimbursement are carefully reviewed to ensure compliance with applicable OMB circulars and HUD regulations. CDBG staff is in close communication with agency leadership and program staff throughout the year. Finally, staff ensures ongoing compliance by monitoring various CDBG Subrecipients annually and sharing monitoring results of mutually-funded programs with Consortium members.

The City of Concord is knowledgeable of and complies with CDBG program and comprehensive planning requirements. Community Services Division activities are based on a HUD-approved Consolidated Plan spanning the years from2025/30, including priorities for funding and meeting goals and objectives established in that document.

Fostering, producing, and maintaining housing that is affordable to a wide spectrum of Concord residents has been a commitment by the City of Concord for decades. Annual Action Plans and Consolidated Annual Performance and Evaluation Reports (CAPER) are thorough, timely, and have been accepted by HUD. NEPA Environmental Reviews procedures are followed for every funded activity.

Monitoring of sub-recipients is conducted on a regular schedule using standards and procedures that are shared by other members of the Consortium.

Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.

The Community Services Commission, the citizens advisory body that makes CDBG funding recommendations to the City Council, meets regularly in properly noticed public meetings. The public is invited to attend and may address the Commission during public comment. The City adheres to public noticing requirements and is available to receive public comments and inquiries on a regular basis.

Exhibit A
24 CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.

No changes were made to Concord’s program objectives during 2025/26. The Action Plan was developed with the input of the community and targeted those most in need. The local agencies that received funding have made excellent progress in meeting the needs of the City’s residents and helping to create an environment that is safe, healthy, and promotes self-sufficiency.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No

Exhibit A
25 CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided

Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 980.25
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 8 – Total Labor Hours

Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.

Direct, on-the job training (including apprenticeships). 1 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.

Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 1
Outreach efforts to identify and secure bids from Section 3 business concerns.

Technical assistance to help Section 3 business concerns understand and bid on contracts.

Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.

Held one or more job fairs.

Provided or connected residents with supportive services that can provide direct services or referrals.

Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.

Assisted residents with finding child care.

Assisted residents to apply for, or attend community college or a four year educational institution.

Assisted residents to apply for, or attend vocational/technical training.

Assisted residents to obtain financial literacy training and/or coaching.

Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Provided or connected residents with training on computer use or online technologies.

Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.

Exhibit A
26 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.

Other.

Table 9 – Qualitative Efforts - Number of Activities by Program

Narrative
Funds were allocated to Concord’s Engineering Department to secure a contract to install ADA curb ramps at various locations throughout the City. The project was advertised through the standard City advertising process. The Contractor, at a minimum, was required to notify applicable minority-owned and women-owned business firms located in Concord of bid opportunities for the Project. Contractors were encouraged to use MBE/WBE and Section 3 businesses in the performance of work and, to the greatest extent possible, to provide opportunities for training and employment to lower-income residents of the project area. The contractor awarded the contract has an established crew and there were no new hires as a result of the project.

Priority
Area Agency/Program Inc <30% Inc <50% Inc <80% White Black Asian AmInd/Ala
sk Hawaiian
Other or
Multi-
Racial
Total
Served Total-Hisp
CD-1 Contra Costa Crisis -Crisis / 211 Contra Costa 2,918 444 202 22 2 8 2,240 2,918 154 CD-1 Food Bank of Contra -Senior Food Program 597 367 23 137 5 4 61 597 51 CD-1
Monument Crisis Cent-Critical Safety Net
Resources for Families and Individuals 5,211 207 50 744 112 851 22 41 3,720 5,468 2,777 CD-2
Choice in Aging -The Bedford and Mount Diablo
Centers Adult Day Health Care 25 17 2 6 25 3
CD-2
Contra Costa Family -Family Justice Navigation
Program 903 148 56 54 6 7 634 903 530
CD-2
Contra Costa Senior -Free Legal Assistance for
Elders 14 9 2 1 1 1 12 2
CD-2
Empowered Aging-Ombudsman Services of Contra
Costa 126 55 7 7 57 126
CD-2
Lions Center for the-Independent Living Skills for
Blind and Visually Impaired Adults 7 18 4 21 1 6 1 29 3 CD-2
Meals on Wheels Diab-Home-Delivered Meals
(HDM, Meals on Wheels) 416 278 35 63 3 4 39 416 55
CD-2
STAND! For Families -Rollie Mullen Center
Emergency Shelter 11 5 1 5 11 5
CD-3 Bay Area Crisis Nurs-Bay Area Crisis Nursery 62 13 3 50 14 5 3 2 5 78 49 CD-3 Child Advocates of C-Serving All Foster Children 21 10 4 2 3 2 21 10 CD-3
Community Violence S-CIC Child Sexual Assault
Intervention 38 10 10 4 14 38 9
CD-4 ECHO Housing-Fair Housing For All 23 11 3 24 4 4 2 3 37 10 CD-5
Monument Impact-Emerging Business Support
Program 9 1 2 8 10 8
CD-5 Opportunity Junction-Healthcare Career Pathway 11 2 1 1 3 2 8 14 4 H-1
Contra Costa County -CORE Countywide (WC
Nights & Weekends) 737 357 185 20 31 13 133 737 136
H-1
Winter Nights Family-Winter Nights Family Shelter,
Inc. 15 6 2 4 4 15 5
AH-1 Habitat for Humanity Home Rehab Program 3 2 10 12 1 3 15 3 CD-6 City of Concord ADA Curb Ramps 8,000 5,792 1,008 384 72 16 728 8,000 2,392 CD-7 CDBG Admin
AH-1 Habitat Admin
Total 9,652 9,748 72 8,345 1,674 1,187 78 79 19,470 6,206 Concord Community Development Block Grant FY 2025/26
Income and Race/Ethnicity Information
Exhibit A-1

Agency Program FY 2025/26
Funding

CDBG/CCBF
Leverage Leveraging Amount
Per CDBG Dollar
Bay Area Crisis Nursery Bay Area Crisis Nursery
$15,000
$772,950 $51.53
CASA (Court Appointed Special Advocates) Serving All Foster Children $10,000 $1,276,651 $127.67 Choice in Aging The Bedford and Mt. Diablo Centers
Adult Day Health Care $10,000 $980,450 $98.05
Community Violence Solutions CIC Child Sexual Assault
Intervention $10,000 $392,002 $39.20
Contra Costa County Health Services -
Health, Housing, and Homeless Services
CORE (Coordinated Outreach,
Referral, and Engagement)
Countywide
$10,000 $524,079 $52.41
Contra Costa Crisis Center Crisis/211 Contra Costa $10,000 $2,745,135 $274.51 Contra Costa Family Justice Alliance Family Justice Navigation Program $10,000 $474,868 $47.49 Contra Costa Senior Legal Services Legal Services for Seniors $10,000 $1,218,986 $121.90 ECHO (Eden Council of Hope &
Opportunity) Fair Housing Services $10,000
Empowered Aging Ombudsman Services $10,000 $3,304,505 $330.45 Food Bank of Contra Costa & Solano Collaborative Food Distribution $10,000 $1,902,575 $190.26 Lions Center for the Visually Impaired Independent Living Skills $10,000 $359,453 $35.95 Meals on Wheels Diablo Region Meals on Wheels Program $10,000 $1,806,000 $180.60 Monument Crisis Center Critical Safety Net Resources for Families & Individuals $13,000 $1,653,877 $127.22
STAND! For Families Free of Violence Rollie Mullen Center Emergency Shelter $10,000 $512,627 $51.26
Winter Nights Family Shelter, Inc Winter Nights Family Shelter $10,000 $664,666 $66.47 Monument Impact Business Support Program $20,000 $ 103,308 $ 5.17 Opportunity Junction Healthcare Career Pathway $20,000 $ 1,428,603 $ 71.43 City of Concord ADA Curb Cuts $300,000 $ 98,640 $ 0.33
City of Concord Community &
Economic Development
Housing Rehabilitation and
Grant Program
$375,417
$ 20,219,376.08
Average Leverage Per CDBG Dollar $ 103.99
Infrastructure/Public Facilities
Housing
Housing Rehab. No leverage required.

Total Dollars Leveraged
Exhibit A-2
Public Services
Economic Development
FY 2025/26 CAPER Leveraging Chart
Fair Housing. No leverage required.

September 4, 2026

Governor Gavin Newsom
1021 O Street, Suite 9000
Sacramento, CA 95814
Via Email: [email protected]

Re: SB 328 (Grayson) - Concord Community Reuse Project - SUPPORT

Dear Governor Newsom,

The City of Concord respectfully requests your signature on SB 328 to streamline CEQA approval and approvals through the Surplus Land Agreement (SLA) for the long awaited Concord Community Reuse Project. For nearly two decades, the City of Concord has worked with residents, state and federal agencies, labor unions, and regional stakeholders through a public process to establish a responsible vision for reuse of the former military base. In 2012, the area plan was finally approved. It included extensive prior environmental review in 2010 evaluating reuse alternatives, as well as federal environmental review under NEPA completed by the Navy in 2017.

SB 328 provides a tailored approach that builds upon the extensive environmental review already completed for the former Concord Naval Weapons Station while preserving CEQA review where future development departs from the land uses and locations previously analyzed. Importantly, SB 328 does not exempt the Concord Community Reuse Project from CEQA. Rather, it establishes a clear framework for relying on completed environmental analysis where appropriate, while requiring additional environmental review when proposed development results in new or more significant impacts. This approach recognizes the substantial planning and environmental work already undertaken for the site without compromising CEQA’s core environmental protections.

Furthermore, the bill also provides greater certainty under the Surplus Land Act for a uniquely large and complex redevelopment that will be implemented through multiple phases and land transactions over many years. Rather than subjecting each subsequent

5.a

approval or transaction to duplicative disposition proceedings, the bill establishes a framework for the Department of Housing and Community Development to maintain oversight of the project and ensure its housing and affordability commitments are fulfilled over the course of development. Annual reporting requirements provide ongoing state accountability and transparency, including the ability to monitor progress toward the project’s housing obligations as buildout occurs. This approach preserves meaningful state oversight while reducing redundant processes and litigation risk that could otherwise delay the delivery of housing, infrastructure, and community benefits envisioned for the former base.

The Concord Community Reuse Project will provide over 10,000 housing units with 25% of housing designated as affordable to lower income households and 16 acres of housing for the unhoused. It contemplates significant redevelopment opportunities such as 2,500 acres of open space, an interim Delta-DeAnza trail connection, and restoration of the Mount Diablo Creek Corridor and trail creation over all phases. The project also includes approximately $2.2 billion in public benefits, funding major infrastructure, environmental restoration, affordable housing support, and community amenities. These investments support both on-site development and broader citywide needs, including schools, parks, civic facilities, and public safety infrastructure.

After years of planning, environmental review, and binding commitments to deliver housing, jobs, and community benefits, the City has laid the groundwork to transform the former Naval Weapons Station into a vibrant, mixed-use community. The opportunity now is to realize those commitments and deliver on the vision that has already been extensively vetted and approved. Streamlining initiatives will help provide certainty for the project and timely delivery of affordable housing, jobs, and economic revitalization for the East Bay region.

For these reasons, we strongly support legislative action to streamline the Concord Community Reuse Project.

Sincerely,

Laura Nakamura
Mayor, City of Concord

cc: Christine Aurree, Legislative Secretary
Myles White, Deputy Legislative Secretary
Megan Mekelburg, Deputy Legislative Secretary