Contra Costa Herald

Source: MTC. Credit: Noah Berger

Test signs and maps now installed at El Cerrito del Norte BART station

By John Goodwin, Assistant Director Of Communications, Metropolitan Transportation Commission

SAN FRANCISCO, December 12, 2024…Bay Area transit agencies and the Metropolitan Transportation Commission (MTC) Thursday, at the El Cerrito del Norte BART station unveiled new test transit maps and signs designed to help make transit journeys easier to understand for both existing and new riders by delivering information that is clear, predictable and familiar across service areas and county lines. A new, comprehensive regional transit map, which will enable riders to discover key destinations they can reach on the Bay Area’s extensive bus, rail and ferry network, also was released.

Thursday’s event kicked off the start of an evaluation period for the Regional Mapping & Wayfinding project, in which MTC and its transit partners invite Bay Area residents and visitors alike to share their thoughts about the test signs and maps now installed at the El Cerrito del Norte BART station. Several “test” prototype signs and other communication materials also will be installed at the Santa Rosa Transit Mall/Downtown Santa Rosa SMART station later this month.

“Transit in the Bay Area and elsewhere is still suffering the effects of the pandemic,” said Sue Noack, Vice chair of MTC’s Regional Network Management Committee and Pleasant Hill City Councilmember. “But these maps and signs are tangible examples of the work MTC, and the transit agencies are doing together to make the Bay Area’s system simpler, easier to use and more affordable.”

Transit riders will be able to engage with the test materials during their journeys and share with MTC their ideas about how to make new signs and maps work better for them. This public feedback will help inform the next stage of the project, in which the new maps and wayfinding materials are expected to be installed at seven additional locations across the Bay Area in 2025 and 2026.

New BART station sign and map. Source: MTC Credit: Gordon Hansen

Members of the public who are unable to visit one of the test locations in El Cerrito or Santa Rosa are invited to take an online survey. Full details are available on the MTC website at mtc.ca.gov/MappingWayfinding.

A new, comprehensive regional transit map, which will enable riders to discover key destinations they can reach on the Bay Area’s extensive bus, rail and ferry network, also was released.

The new maps and signs are part of the larger Regional Mapping and Wayfinding initiative aimed at making it easier to ride transit in the Bay Area. Whether a rider is traveling by bus, rail, ferry or a combination, the signs, maps, screens and other communication systems will be consistent and easy to identify across all nine Bay Area counties.

The Regional Mapping and Wayfinding Project is the result of a first-of-its-kind effort — led by MTC with the partnership of transit riders, Bay Area cities and counties, and over two dozen Bay Area transit agencies — to redesign and harmonize maps and signage across all nine Bay Area counties to help people navigate transit more easily. This project is just one piece of a broader effort, outlined by the Bay Area Transit Transformation Action Plan, focused on making Bay Area transit easier and more convenient for riders of all ages and abilities to use.

The Regional Network Management Council includes top executives from MTC, the San Francisco Municipal Transportation Agency, BART, AC Transit, the Santa Clara Valley Transportation Authority (VTA), Caltrain, SamTrans and the Golden Gate Bridge, Highway and Transportation District as well as three general managers representing all other transit agencies serving Bay Area communities.

MTC is the regional transportation planning, financing and coordinating agency for the nine-county San Francisco Bay Area.

Releases 2024 Post-Election Analysis Report detailing successful efforts taken to deliver nation’s election mail securely, effectively

On average, ballots were delivered from voters to election officials within one day

CALIFORNIA — Today, the United States Postal Service released its 2024 Post-Election Analysis Report, outlining the agency’s steps to process more than 99.22 million ballots in the 2024 general election. The full report can be read here: 2024 Post-Election Analysis Report.

“In 2024, the Postal Service once again admirably performed our role of efficiently and effectively delivering the nation’s ballots,” said Postmaster General Louis DeJoy. “As we continue to transform the nation’s postal network to better meet the demands of the modern mailing and shipping customer, we stand ready to work with policymakers at all levels to make the nation’s effective vote by mail process even stronger.”

The Postal Service’s success in 2024 was the result of a deepened focus on operational precision and integrated communications, the engagement of the USPS Election and Government Mail Services team and execution of longstanding, proven operational processes and procedures, including extraordinary measures.

As in previous general elections, the Postal Service deployed extraordinary measures in the final weeks of the election season to swiftly move Ballot Mail entered close to or on Election Day and/or the state’s return deadline. Extraordinary measures began on Monday, Oct. 21, continued nationwide through Election Day on Tuesday, Nov. 5, and extended through the last day in each state that boards of elections accepted completed mail-in ballots as timely.

In 2024, the Postal Service’s extraordinary measures included but were not limited to: extra deliveries and collections; special pick-ups; specialized sort plans at processing facilities to expedite delivery to boards of elections; and local handling and transportation of ballots.

Key 2024 Election Mail Performance Statistics

As part of the nation’s critical infrastructure, USPS is responsible for processing, transporting, and delivering the nation’s Election Mail safely, securely, and on time. During the General Election, USPS processed more than 99 million ballots. On average, Ballot Mail sent from voters to election officials were delivered within one day.

• 99.22 Million Ballots Processed in the 2024 General Election: During the general election period of September 1 – November 15, the Postal Service delivered at least 99.22 million ballots to or from voters.*

• 99.88 Percent of Ballots Delivered to Election Officials Within a Week: The agency successfully processed, transported and delivered 99.88 percent of ballots from voters to election officials within seven days, and 99.64 percent within five days.**

• 97.73 Percent of Ballots Delivered from Voters to Election Officials Within Three Days: The Postal Service successfully returned 97.73 percent of ballots from voters to local election officials in fewer than three days.

• 1 Day Average Delivery Time for Ballots from Voters to Election Officials: On average, the Postal Service delivered ballots from voters to election officials within one day.

 3.37 Billion Pieces of Political and Election Mail Delivered in 2024: The total mail volume surpassed 3 billion mailpieces for both Political and Election Mail tracked.

As an essential part of the nation’s disaster response network, readiness and preparation for natural disasters are standard procedure for the Postal Service. In September and October 2024, Hurricanes Helene and Milton devastated portions of Florida, South Carolina, and North Carolina just weeks before the election. However, through the deployment of extraordinary measures in the weeks before Election Day, voters in the impacted areas who chose to use the mail to vote received performance comparable with the rest of the nation.

Recommendations To Improve the Nation’s Vote by Mail System in Future Election Cycles

The Postal Service is both a national service and a world-class logistics organization. As such, consistent policies are needed nationwide to ensure that operations run smoothly, that the 640,000 USPS employees understand what is expected of them, and the millions of customers can have trust in the Postal Service’s ability to deliver for them. At the same time, when it comes to the delivery of Election Mail, there are 50 states and nearly 8,000 election jurisdictions that are far from uniform in their election laws and practices, and that often do not consider how the mail system works.

This can result in a mismatch of timeframes, deadlines, ballot return suggestions and the practical reality of using the mail. Many of these laws and practices were not established with the Postal Service’s operations in mind.

As USPS continues to transform the nation’s postal network to better meet the demands of the modern mailing and shipping customer, the organization stands ready to work with policymakers at all levels to continue educating them on how the mail works. While the Postal Service provides effective, efficient, and reliable service for all mail, including Election Mail, there are long-standing recommendations that policymakers should consider to help expedite the transport of mail-in ballots to and from voters including:

• Following and implementing USPS recommendations on mail piece preparation
• Applying visibility tools to Election and Ballot Mail
• Better understanding of Postal Operations
• Continuing voter education initiatives on state laws and reasonable mailing deadlines

*Total volume reflects volume that was identifiable as Ballot Mail by the Postal Service. 

**Performance data for outbound Ballot Mail (sent from local boards of elections to voters) includes only those ballots that were properly identified as ballots and consistent with our service performance measurement rules.

Performance data for inbound Ballot Mail (sent from voters to local boards of elections) includes both those ballots that were properly identified as ballots and consistent with our service performance measurement rules as well as the volume identified by a survey for which data is available from 10/21/2024 to 11/13/2024.

Please Note: The United States Postal Service is an independent federal establishment, mandated to be self-financing and to serve every American community through the affordable, reliable and secure delivery of mail and packages to nearly 169 million addresses six and often seven days a week. Overseen by a bipartisan Board of Governors, the Postal Service is implementing a 10-year transformation plan, Delivering for America, to modernize the postal network, restore long-term financial sustainability, dramatically improve service across all mail and shipping categories, and maintain the organization as one of America’s most valued and trusted brands.

The Postal Service generally receives no tax dollars for operating expenses and relies on the sale of postage, products and services to fund its operations.

You are invited to join us for a grand Chanukah Celebration on Sunday, December 29, 2024, at 4:30pm!

Come celebrate the Festival of Lights with Chabad of the Delta and our surrounding communities as we light the grand Menorah in Brentwood City Park. A reception will follow inside the adjacent Brentwood Community Center.

Our local community leaders will participate in kindling the giant “Menorah of Freedom”. There will be fun activities for everyone including:

• Epic LED Light show
• Giant Menorah Lighting with Dignitaries
• Chanukah Donuts
• Latkes
• Chocolate Gelt
• Chanukah Crafts
• Festival Indoors, Lighting Outdoors
• Win Chanukah Gifts
• Security Presence
• Free Fidget Dreidel for the first 50 Children

For many of us, Chanukah prompts warm, loving memories from our childhood. We light the Menorah every night of the 8-night holiday. These lights offer warmth, joy, strength, inspiration and renews our sense of identity.

This year, Chanukah begins at sunset on Wednesday, Dec. 25th and ends at nightfall on Thursday, Jan. 2nd.

Rabbi Peretz Goldshmid, director of the Chabad of the Delta Jewish Center, describes Chanukah as “a holiday that enriches our lives with the light of tradition. In ancient times our ancestors rededicated the Temple in Jerusalem with the Menorah. Today, we rededicate ourselves to making this world a better and brighter place.”

As we celebrate in East Contra Costa, we join millions the world over, promoting the universal message that good will prevail over evil, freedom over oppression and light over darkness!

Make sure not to miss this opportunity to celebrate with your family and friends! Brentwood City Park is located at 790 2nd Street and the Brentwood Community Center is located at 35 Oak Street.

For more information, contact Chabad of the Delta at (925) 420-4999 or online at JewishDelta.com/Chanukah.

By Jimmy Lee, Director of Public Affairs, CCC Sheriff’s Office

In 2025 the Office of the Sheriff will celebrate its 175th anniversary as a Sheriff’s Office. The Contra Costa County Office of the Sheriff has come a long way since Nathaniel Jones became Sheriff in 1850. The agency now has nearly 1,200 sworn and professional employees who proudly provide a wide range public safety services to over 1.1 million residents in the county and multiple law enforcement agencies.

Contra Costa County has had 22 Sheriffs. Although the faces have changed, the mission of the Sheriff’s Office has not: making Contra Costa County a safe place for residents, families, communities, and businesses and to provide the highest level of service possible.

“In recognition of our proud history as a law enforcement agency, I am authorizing uniformed staff to wear a special commemorative shoulder patch to recognize our 175 years of service,” said Sheriff David Livingston. “Not only do we continue deeply held traditions of the Office, but we also honor our long line of service and pay tribute to the many members of the Office who came before us.”

The Contra Costa County Sheriff’s Office offers a full range of law enforcement services to over 1,100,000 residents in the 715 square mile county. Besides patrolling the unincorporated areas, Deputy Sheriffs provide comprehensive police services to a number of contract cities and special districts. Additionally, the Sheriff’s Office operates county detention facilities, provides security for the courts and runs the Office of Emergency Services. Log on www.cocosheriff.org for more information.

Matt Sieger (far right) and Joe DiMaggio. Courtesy of Matt Sieger

“Joltin’ Joe” DiMaggio was a Martinez native

By Matt Sieger

In the summer of 1974, between my junior and senior years at Cornell University, I was freelancing for the Ithaca New Times, a weekly newspaper in Ithaca, NY. My editor suggested I write a feature story about the Oneonta Yankees, a New York Yankees farm team in the New York-Penn League.

The NY-P, founded in 1939 as a Class D League as the PONY (Pennsylvania-Ontario-New York) League, became a Class A league in 1963. The NY-P is now the oldest continuously operated Class A league in professional baseball.

Oneonta is about a two-hour drive from Ithaca. My only problem was that I didn’t have a car. But back then, many young people hitchhiked. It was not yet considered very dangerous (although in 1973 the FBI did put out a poster warning drivers that a hitcher might be a “sex maniac” or a “vicious murderer”!). I guess I didn’t look like either, so I managed to hitch a ride to Oneonta.

Oneonta is a small town (around 16,000 people then, 14,000 now) nestled in the foothills of the Catskill Mountains. In the 1940s and 1950s, the town supported the Oneonta Red Sox, a Boston farm team in the now-defunct Canadian-American League. Frank Malzone, the Golden Glove third baseman for Boston in the fifties and sixties, played at Oneonta in 1949.

The Yankees took over the franchise in 1967. Notable Oneonta Yankees alumni include Don Mattingly (1979), Bernie Williams (1987) and Jorge Posada (1991). During my visit in 1974, the roster included Dennis Werth, a catcher who played in the big leagues for parts of four seasons and whose stepson is Jayson Werth, the retired All-Star outfielder. Also on the squad was Mike Heath, then a shortstop, who spent 14 seasons in the Major Leagues, mostly as a catcher. The president of the team was Sam Nader, cousin of the famous consumer advocate Ralph Nader.

The team played at the well-groomed Damaschke Field, where attendance averaged around 1,000 a game. Admission was $1.25 for adults and 60 cents for children.

I had intended to just spend the day, do my interviews and hitch a ride back home. But General Manager Nick Lambros informed me that I happened to arrive the day before Famous Yankee Night, an annual promotional event when the team brings in a former Yankee star.

Well, the star that year was Joe DiMaggio! The next evening 3,000 people jammed into Damaschke Field to see Joltin’ Joe before the game. He signed autographs, talked with the fans and took a few swings for old times’ sake.

I wouldn’t be able to stay that late, but Mr. Lambros invited me to a small press conference the next afternoon on his backyard patio. So, after sleeping the night on the floor of an apartment shared by some of the players (one of them was Lou Turco, a pitcher I had played summer baseball with in New Jersey), I headed over to the press conference.

As we sat on the patio sipping lemonade, Mr. Lambros emerged through the screen door of his home and announced, “Ladies and gentlemen, Mr. Joe DiMaggio!” And behind him came the dapper, dignified Yankee Clipper himself.

As a 21-year-old cub reporter, I was in awe as DiMaggio sat down in a lawn chair right next to me. He would turn 60 in November, but apart from the silver hair, he looked like he could still be playing center field for the Bronx Bombers.

As I wrote in my August 24, 1974, article for the Ithaca New Times, “Even if he can no longer hit that high inside fastball, the grace and dignity that characterized him on and off the field still shine through.” What impressed me most was how unassuming and approachable and congenial he was. Here was the great Joe DiMaggio in a tiny town with just a few folks out on the patio, and he treated me and the others with the utmost respect, taking time to fully answer all our questions.

Here’s the portion of the article from my interview with him that day:

The Yankee Clipper reminisced: “I think I played in one of the most beautiful eras in baseball. At that time you had a different type of fan and a different type of ballplayer. We used to sit in the hotel lobbies and talk baseball for hours. Nowadays all the players have business interests and other things on the side to think about. But I don’t blame them for that.

“As far as ability, that’s hard to say. There were only eight teams in each league when I was playing. Today you have 12, and I believe that’s diluted the talent a bit. Also, they’re bringing along young ballplayers a little too quickly, so that they come out of the minor leagues unrefined. I remember when I was coaching for Oakland and Reggie Jackson first arrived. He couldn’t catch a fly ball. We’d hit it to him, he’d pound the glove a few times, and the ball would drop 20 feet behind him. I’m not kidding.”

Jackson has come a long way since then, and DiMaggio says it’s because he’s a hard worker. He feels that natural ability goes only so far. “There’s no perfect ballplayer,” said the man who may have been the closest to it. “We all strive for it but there’s no one who ever gets there. I worked for hours and hours in practice just charging ground balls.”

After talking a little about his famous 56-game hitting streak, his daffy roommate Lefty Gomez and the great Yankee manager Joe McCarthy, DiMaggio was goaded into answering one of the most frequently asked questions: “What was your greatest thrill in baseball?”

“I’ll tell you one of them,” he replied. “Putting on the New York Yankees pinstripes in spring training for the very first time.”

It was such a thrill to interview the Yankee Clipper that day. Who knew that 44 years later I would move to Martinez (Joltin’ Joe’s hometown) and get to share this story with readers of the Herald.

Matt Sieger, now retired, is a former sports reporter and columnist for The Vacaville Reporter. He is the author of The God Squad: The Born-Again San Francisco Giants of 1978. Matt lives in Martinez. This article first appeared in The Vacaville Reporter.

Senators Alex Padilla and Lisa Murkowski (official photos) and map of tsunami warning areas from the National Weather Service on Thursday, Dec. 5, 2024.

Providential timing with Thursday’s 7.0, 4.7 mag and multiple more quakes along Nor Cal coast

WASHINGTON, D.C. — Today, U.S. Senators Alex Padilla (D-Calif.) and Lisa Murkowski (R-Alaska) announced that the Senate passed their bipartisan legislation to reauthorize the National Earthquake Hazards Reduction Program (NEHRP) through Fiscal Year 2028. Senate passage of the bill comes after a series of major earthquakes struck Northern California this morning, triggering tsunami warnings and underscoring the urgent need for early warning systems and earthquake safety programs like NEHRP. The legislation now heads to the U.S. House of Representatives.

The bill would authorize a total of $175.4 million per year from FY 2024-2028 across the four federal agencies responsible for long-term earthquake risk reduction under NEHRP: the Federal Emergency Management Agency (FEMA), the National Institute of Standards and Technology (NIST), the National Science Foundation (NSF), and the United States Geological Survey (USGS).

“As today’s devastating Northern California earthquakes remind us, it is never a matter of if, but when the next major earthquake will strike,” said Padilla. “The National Earthquake Hazards Reduction Program supports crucial tools like the ShakeAlert Earthquake Early Warning System, advances scientific understanding of earthquakes, and strengthens earthquake resilience in communities nationwide. With the safety of our communities at stake, we must stay vigilant. After today’s unanimous Senate passage, I will push my House colleagues to pass this bill to reauthorize this critical program as soon as possible.”

He was referring to both a 7.0-magnitude earthquake, 45 miles off the coast of Eureka and another 4.7 magnitude quake near Ferndale as well as multiple others throughout the day. (See Latest Earthquakes on the U.S. Geological Survey website)

Source: USGS

“Alaska faces significant earthquake risks as the most seismically active state-our communities must be prepared,” said Murkowski. “The National Earthquake Hazards Reduction Program Reauthorization Act provides crucial funding to federal agencies for the research, development, and implementation of earthquake safety procedures. The earthquake today in Northern California is a sober reminder of how critical these readiness measures are.”

Specifically, the NEHRP Reauthorization Act of 2024 would authorize $10.6 million for FEMA, $5.9 million for NIST, $58 million for NSF, and $100.9 million for USGS per year from FY 2024-2028. This funding would support research, development, and implementation activities related to earthquake safety and risk reduction.

This NEHRP reauthorization includes:

• Directing state and local entities to inventory high risk buildings and structures,
• Expanding seismic events to include earthquake-caused tsunamis;
• Providing more technical assistance to Tribal governments; and
• Improving mitigation for earthquake-connected hazards.

California faces substantial earthquake risks. According to the California Department of Conservation, over 70 percent of Californians live within 30 miles of a fault that could cause high ground shaking within the next 50 years. The state averages two to three earthquakes per year at magnitude 5.5 or higher, risking moderate structural damage. Because of these major earthquake risks, California has become a leader in earthquake research.

The NEHRP Reauthorization Act of 2024 is endorsed by the American Society of Civil Engineers (ASCE), BuildStrong America, Earthquake Engineering Research Institute (EERI), International Code Council (ICC), the National Council of Structural Engineers Associations (NCSEA), the National Institute of Building Sciences (NIBS), Seismological Society of America, and the Structural Engineers Association of California (SEAOC).

Senator Padilla has long been a leader in mitigating earthquake risks. As a California State Senator, Padilla authored Senate Bill 135, signed by Governor Jerry Brown in 2013, which required the state to establish the nation’s first statewide early warning system. In 2021, he led five of his U.S. Senate colleagues in requesting details from the U.S. Geological Survey (USGS) on future plans and funding needs for the West Coast Early Earthquake Warning system.

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Ron Bernal is the only mayor-elect from Contra Costa County attending this year’s program.

Mayors will gain tools and training from the Bloomberg Center for Cities at Harvard University, Bloomberg Philanthropies, U.S. Conference of Mayors, and the Institute of Politics at Harvard Kennedy School to set strategic priorities and build an effective city hall organization through the first 100 days in office.

The new class hails from 12 states and represents more than 5 million residents nationwide.

By Bloomberg Center for Cities at Harvard University

Cambridge, Massachusetts – (December 4, 2024) – This week, Mayor-elect Ron Bernal of Antioch, CA, is participating in the First 100 Days program at the Bloomberg Center for Cities at Harvard’s Kennedy School. This program assists mayors in gaining the tools and training to help them set strategic priorities and build an effective city hall organization through the first 100 days in office. This year’s program is taking place from December 4–December 6, 2024.

In this year’s class, 24 new mayors from 11 states across the country will come together to receive world-class training from Harvard faculty, urban innovation and management experts, and other mayors on how to deliver for residents. Thanks to a generous gift from Bloomberg Philanthropies, participation for mayors is fully funded, including tuition, accommodation, most meals, and airfare.

“The Bloomberg Center for Cities Program for New Mayors: First 100 Days equips newly elected U.S. mayors with the tools and techniques they need to lead as they begin their transition from campaigning to governing,” said James Anderson, who serves as the head of Government Innovation Programs at Bloomberg Philanthropies. “You only get to be the new kid on the block once — and this program helps ensure these mayors have ready access to insights from seasoned mayors, evidence about what works in leadership and public management, and connections to a peer group that is going through the same things. Alongside the Bloomberg Center for Cities at Harvard, our team at Bloomberg Philanthropies together with the Institute of Politics and the U.S. Conference of Mayors support these new mayors in building effective, talented teams, forging citywide coalitions, and injecting their city hall organization with a culture of innovation so that in their critical, early days in office, they can set ambitious priorities and deliver.”

Day two of the Bloomberg Harvard City Leadership Initiative Mayors program takes place in New York, Monday, July 15, 2024. Photo: Bloomberg Philanthropies

As new mayors prepare to take the reins in city halls across the country, 24 newly-elected U.S. mayors have been selected for the Bloomberg Center for Cities at Harvard University’s Program for New Mayors: First 100 Days, delivered in collaboration with Bloomberg Philanthropies, The U.S. Conference of Mayors, and the Institute of Politics at Harvard Kennedy School.

Cities increasingly confront complex global challenges at the community level. The Bloomberg Center for Cities at Harvard’s Program for New Mayors is designed to maximize mayors’ potential for innovation and problem-solving, equipping newly-elected leaders with the skills to make the most of their roles and improve residents’ quality of life. Through the program, mayors will receive training from Harvard faculty, urban innovation and management experts, and other mayors on how to set strategic citywide priorities, build effective city hall organizations, foster collaboration across departments and sectors, and deliver for residents—establishing a strong foundation for their administrations during their critical early days in office.

To kick off participation, the newly-elected U.S. mayors—collectively representing 11 states and over 5 million residents—will convene for a two-day immersive classroom experience at Harvard University. In addition to the core coursework and connection with peers, the Program for New Mayors provides opportunities for new mayors to share strategies with other mayors through the Bloomberg Center for Cities’ vast mayoral leadership network and learn about interventions that are already working effectively to better resident lives in other cities.

Program alumni have deployed the program’s learnings to lead their communities through unexpected crises, establish working coalitions with diverse stakeholders, and set ambitious goals to meet complex challenges — from tackling homelessness to improving housing access, critical water infrastructure, or government performance — in order to better serve residents’ needs.

The Program for New Mayors is housed at the Bloomberg Center for Cities at Harvard University, which serves a global community committed to improving public management, leadership, and governance. Founded in 2021 with Bloomberg Philanthropies, the Center is part of Michael R. Bloomberg’s commitment to the University to help bolster the capabilities of mayors and their teams.  The Center’s cross-Harvard collaboration unites expertise focused on cities across disciplines and schools to produce research, train leaders, and develop resources for global use. The Center is designed to have a widespread impact on the future of cities, where more than half of the world’s people now live, by informing and inspiring local government leaders, scholars, students, and others who work to improve the lives of residents around the world.

The Program for New Mayors builds on the longstanding tradition of a seminar for new mayors that originated at Harvard’s Institute of Politics in 1975.

Members of the Third Class of the Program for New Mayors: First 100 Days

1. Ron Bernal – Antioch, CA
2. Raj Salwan – Fremont, CA
3. Adena Ishii – Berkeley, CA
4. Kevin McCarty – Sacramento, CA
5. Dan Lurie – San Francisco, CA
6. Christina Fugazi – Stockton, CA
7. Andrea Sorce – Vallejo, CA
8. Alyia Gaskins – Alexandria, VA
9. Emma Mulvaney-Stanak – Burlington, VT
10. Bruce Rector – Clearwater, FL
11. Kaarin Knudson – Eugene, OR
12. David LaGrand – Grand Rapids, MI
13. Jimmy Gray – Hampton, VA
14. Beach Pace – Hillsboro, OR
15. Patrick Farrell – Huntington, WV
16. Michael Zarosinski – Medford, OR
17. Mark Freeman – Mesa, AZ
18. Janet Cowell – Raleigh, NC
19. Danny Avula – Richmond, VA
20. Julie Hoy – Salem, OR
21. Lisa Borowsky – Scottsdale, AZ
22. Jake Anderson – St. Cloud, MN
23. Dustin Yates – St. George, LA
24. Kevin Sartor – Surprise, AZ

Read more about the Program for New Mayors: First 100 Days.

Allen D. Payton contributed to this report.

The Contra Costa County Board of Supervisors changed 841 pronouns in county ordinances on Tuesday, Dec. 3, 2024. Video screenshot.

Replaces “he” or “she” with “they” or “them”

By Kristi Jourdan, PIO, Contra Costa County

(Martinez, CA) – In a unanimous vote, the Contra Costa County Board of Supervisors has approved a significant update to the County Ordinance Code, removing gender-specific pronouns as part of ongoing efforts to modernize language and reflect the diversity of the community.

The ordinance code, which governs areas such as health and safety, administration, and land use, had not undergone a comprehensive review of its language since it was recodified in 1970. During this update, 841 instances of gender-specific pronouns were identified across more than 1,300 pages. Terms such as “he” were replaced with neutral descriptors like “the department head,” ensuring the code is inclusive and representative of all residents.

Source: Contra Costa County staff presentation

According to the Ordinance No. 2024-23, “SECTION II. Section 16-4.016 of the County Ordinance Code is amended to read: 16-4.016 Gender. Whenever a personal pronoun is used in the neutral gender, it shall include both the feminine and the masculine. ‘They/them’ shall indicate a singular individual, unless the context indicates the contrary.”

“Contra Costa County is a community for all, and our policies should reflect our dedication to serving everyone,” said Board Chair and District 5 Supervisor Federal Glover. “By updating the County Ordinance Code, we’re delivering on our commitment to create meaningful change that benefits all residents.”

The initiative marks a step toward broader modernization efforts, including plans to draft a policy mandating the use of gender-neutral language in all County policies and procedures, both existing and future.

“We are changing our county ordinances to reflect today’s reality and removing gender references turns the page on a practice that has no place in county policy,” said District 1 Supervisor John Gioia, Chair of the Board’s Equity Committee.

This update underscores the County’s commitment to responsive and representative governance.

“Removing gender-specific pronouns from the County Ordinance Code reflects Contra Costa County’s dedication to fairness and modernizing our practices,” said County Administrator Monica Nino. “This change ensures our policies and language honor the diversity of our community and promote dignity and respect for all.”

This project was sponsored by the County Administrator’s Office in partnership with the County Counsel’s Office with advice from the Office of Racial Equity and Social Justice.

See agenda item 6.D.4. County staff Power Point Presentation, adopted Ordinance and Exhibit A.

Watch Dec. 3, 2024, Board meeting video.

Allen D. Payton contributed to this report.

While working to increase ridership currently averaging on weekdays about 40% of pre-COVID figures

By Bay Area Rapid Transit District

As BART strives to increase ridership, which is averaging about 40% of weekday pre-COVID figures, BART fares will increase January 1, 2025, to keep pace with inflation so that the agency is able to pay for continued operations and to work toward restoring financial stability. BART’s current funding model relies on passenger fares to pay for operations.

Fares will increase 5.5 percent on New Year’s Day. The increase is tied to the rate of inflation minus a half-percentage point. It’s the second such increase – the first took effect January 1, 2024.

The average fare will increase 25 cents, from $4.47 to $4.72. BART’s fare calculator and Trip Planner have been updated with the new fares for trips with the date 1/1/25 and beyond. Riders can learn how the increase will affect their travels by entering a 2025 date for their trip.

“We understand that price increases are never welcome, but BART fares remain a vital source of funds even with ridership lower than they were before the pandemic,” said BART Board Vice President Mark Foley. “My Board colleagues and I voted in June 2023 to spread necessary fare increases over two years rather than catching up all at once. At the same time, we voted to increase the Clipper START means-based discount from 20 percent to 50 percent to help those most in need.”

The fare increase is expected to raise about $14 million per year for operations. Combined with the previous year’s fare adjustment, BART will use this $30 million per year to fund train service, enhanced cleaning, additional police and unarmed safety staff presence, and capital projects such as the Next Generation Fare Gates project.

Discounts available for those who are eligible

The regional Clipper START program is an important resource for low-income riders of BART and other Bay Area transit systems. The program is for adult riders with a household income of 200% of the federal poverty level or less. Administered by the Metropolitan Transportation Commission, program participants receive a personalized Clipper card that cuts half the cost of fares on more than 20 transit systems.

• Limited income riders get 50% off with Clipper START.
• Youth 5-18 years old get 50% off with a Youth Clipper card.
• Seniors 65 and over get 62.5% off with a Senior Clipper card.
• The RTC Clipper card is a version of Clipper created for passengers under 65 with qualifying disabilities to provide 62.5% off.

Regular, predictable increases a long-term strategy

January’s fare increase is the latest adjustment in a strategy to provide BART funding while providing riders predictable, scaled changes to the costs of riding. In 2004, BART first implemented this inflation-based fare increase program that calls for small, regular, less-than-inflation increases every two years, allowing fares to keep up with the cost of providing reliable and safe service.

BART is also much less expensive than driving on a cost per mile basis. The Internal Revenue Service standard mileage rate for driver is 67 cents per mile; BART riders pay an average of 27 cents per mile, 60% less than the cost of driving.

Outdated funding model

BART’s current funding model relies on passenger fares to pay for operations. Even with the fare increase, BART is facing a $35 million operating deficit in FY26 and $385 million in FY27. Since BART’s outdated model of relying on passenger fares to pay most operating costs is no longer feasible because of remote work, the agency must modernize its funding sources to better match other transit systems throughout the country that receive larger amounts of public funding. BART needs a more reliable long-term source of operating funding and continues to advocate at the federal, state, and regional levels for the permanent funding needed to sustainably provide the quality transit service the Bay Area needs.

Addressing BART’s ongoing financial crisis will take a variety of solutions including securing new revenue and continuing to find internal cost savings. BART costs have grown at a rate lower than inflation, showing we have held the line on spending. We have implemented a service schedule that better matches ridership and we are running shorter trains, reducing traction power consumption and maintenance costs.

Allen D. Payton contributed to this report.