Contra Costa Herald

News Of By and For The People of Contra Costa County, California

BART seeks professionals to serve as members for RR Bond Oversight Committee

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1 Civil Engineer, 1 Electrical Engineer and 1 Certified Public Accountant

By San Francisco Bay Area Rapid Transit District

BART is recruiting volunteer candidates to fill three vacant seats on the Measure RR Bond Oversight Committee. The committee provides diligent and public oversight of the expenditure of funds from bond sales associated with Measure RR, which is a $3.5 billion bond measure approved by BART District voters in 2016 to rebuild the system’s core infrastructure. Members of the Bond Oversight Committee represent a diversity of expertise, geography, and demographic characteristics. BART is looking for candidates to fill the electrical engineer, civil engineer, and Certified Public Accountant seats on the committee. All committee members are unpaid volunteers.

Candidates must live in either Alameda County, Contra Costa County or San Francisco City and County.

Source: BART

About Measure RR

Voters approved Measure RR, a $3.5 billion bond, in November 2016. The bond proceeds fund a portfolio of projects including replacing 90 miles of severely worn tracks, repair tunnels damaged by water intrusion and upgrade the aging train control system. Learn more at bart.gov/rebuilding/projects.

About the Committee

The independent Measure RR Bond Oversight Committee consists of five professionals in the areas of engineering, auditing, public finance, construction project management, and two members from the League of Women Voters. Learn more at bart.gov/bondoversight.

Committee Responsibilities

Members of the Committee are responsible for the following:

  • Assess how bond proceeds are spent.
  • Assess that work is completed in a timely, cost effective and quality manner.
  • Communicate its findings and recommendations to the public.
  • Publish an annual report.

Source: BART

Time Commitment

The minimum time commitment is about 10 to 15 hours per year. There are typically four in person meetings annually, which are open to the public

Compensation

Committee members are volunteers. However, BART will compensate members for their travel on BART to and from meetings.

INTERESTED?

Contact Rachel Russell at (510) 418-0859 or measurerrcommittee@bart.gov to discuss next steps.

DEADLINE

Friday, August 15, 2025, 5pm Pacific Time. Submit cover letter and resume to Rachel Russell for consideration.

Learn more about applying here.

Contra Costa DA Becton’s campaign announces support for her recall

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Source: Diana Becton for District Attorney campaign

CCC Deputy Sheriff’s contribute $50K; Antioch Police Officers Association explains reasons for $5,000 contribution

By Allen D. Payton

In a post on Facebook on Monday, July 28, 2025, the Becton for DA campaign surprisingly announced new support for her recall from the Deputy Sheriff’s Association and two other “major law enforcement associations.” According to recall organizer Gwynn Gabe the other two are the Antioch Police Officers Association (APOA) and Concord Police Officers Association.

“She’s been keeping track of the people who are giving us money,” he added.

The post by “Team Becton” reads: “The recall against District Attorney Diana Becton just escalated.

Three major law enforcement associations, including the Contra Costa County Deputy Sheriff’s Association, just poured tens of thousands into the recall effort—including a single $50,000 donation. Even more telling? They’ve hired the strategist behind the recalls of DAs in San Francisco and Alameda County.

This isn’t just a warning. This is a coordinated, well-funded effort to undo the will of the voters and take Contra Costa backwards.

But here’s the truth they don’t want you to remember: we’ve already won twice. And with your help, we will again, because here’s what they’re underestimating: you. Us. This community.

This is not the time to sit back. We need you on the front lines —because what’s at stake is bigger than any one election. It’s about protecting real public safety solutions, and standing up to those who want to take us backward. DA Becton has stood up for equity, justice, and real public safety. Now we must stand up for her.”

It then offers ways for opponents of the recall to “Take Action Now” including volunteering and donating through the Act Blue campaign fundraising website for Democrats currently under investigation for possible fraudulent political contributions.

The APOA Board issued the following statement about their contribution of $5,000 to the campaign to recall Becton: “The APOA was approached by members of the recall movement who asked if we would be willing to support them in their efforts to recall the DA. After careful consideration, we agreed as a board to support this endeavor in hopes that this would ultimately lead to a more transparent DA’s office that holds criminals accountable and keeps our streets safe. Whatever the outcome, we know the officers represented by the APOA will continue to work hard to keep our community safe and have a great working relationship with the DA’s office.”

Recall organizers have until 5:00 PM on Thursday, September 25, 2025, to submit 72,556 valid signatures to qualify the effort for the ballot.

 

Country music stars help raise funds for Concord organization’s affordable housing efforts

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Country music stars Lee Brice, Michael Ray and David Tolliver perform during the Yellow Roof Foundation’s “Raise the Roof” fundraiser on June 22, 2025. Photo: Yellow Roof Foundation

Lee Brice, Michael Ray, David Tolliver help bring in more than $1 million at “Raise the Roof” for Yellow Roof Foundation

By Mike Hoye

CONCORD, CA – Yellow Roof Foundation’s annual “Raise the Roof” fundraiser was once again an overwhelming success, generating more than $1 million to advance the non-profit organization’s mission to create affordable, income-based rental housing for families and individuals at risk of homelessness.

Yellow Roof Foundation is a 501(c)(3) public charity based in Concord, Calif. The organization was founded by Dave and Lori Sanson, owners of DeNova Homes, also headquartered in Concord. Yellow Roof has built several communities in the greater Bay Area to provide affordable housing to those who are hardworking, contributing members of society but are experiencing hard times due to circumstances beyond their control and are at risk of becoming unhoused. As the serious housing crisis continues to grow in California, especially in the affordable housing arena, so has the population who may be on the verge of homelessness.

The sold-out “Raise the Roof” was held on June 22, 2025, at The CIA at Copia in Napa, where sponsors and special guests gathered for an evening of giving and celebration. Attendees enjoyed a beautifully prepared dinner and heartwarming presentations that showcased the life-changing impact of Yellow Roof’s work.

During the program, Yellow Roof announced its next new project in the East Bay town of Pittsburg, made possible a land donation from The Sanson Family. The land is approved for 81 multi-family units, which will make it the largest Yellow Roof community to date. In addition, local businessman and philanthropist, Steve Gonsalves, for whom two of Yellow Roof’s communities are named, shared that because 100% of donations go directly to projects and that accountability is instilled in residents are key factors as to why he believes so strongly in and is committed to Yellow Roof’s mission.

Among the evening’s other highlights was the presentation of the 2025 Champion Award to Valerie Sanders, Homeless Liaison for the Pittsburg Unified School District, in recognition of her remarkable partnership in helping to place deserving families into stable housing.

One of those families was represented on stage by resident Araceli Solis, who, joined by her three daughters, shared her powerful story of resilience following the sudden loss of her husband and how Yellow Roof’s income-based rental housing and financial education programs have restored her family’s hope.

Jasmine Strange, a recent graduate from Yellow Roof housing, also moved the audience, describing how the three years she and her family spent with the non-profit prepared them for a brighter future and helped them secure permanent affordable housing.

The concert portion of the evening featured an unforgettable singer-songwriter performance donated by Lee Brice, Michael Ray, and David Tolliver. A special moment came when Lee and Sara Brice’s two youngest children, Ryker and Trulee, took the stage, with Ryker returning for an encore to rally the crowd to bid generously on an autographed guitar signed by all the artists.

“Raise the Roof has become a beacon of hope and a testament to what is possible when compassionate people come together,” said Lori Sanson, President and Director of Yellow Roof Foundation. “We are deeply grateful to our sponsors, guests, artists, and volunteers whose commitment makes it possible for us to provide families with a foundation of safety, dignity, and opportunity. The funds raised this year will help us build more homes and change more lives.”

For more information about Yellow Roof Foundation, to stay updated on its communities and events, or to make a valuable donation to support its efforts, please visit YellowRoofFoundation.org.

Raise the Roof 2025 Sponsors

Diamond Sponsors: BIA Bay Area, California Retaining Walls, Cemcon, Inc., Covenant Technical Solutions, DeNova Homes, Inc., Rescue Electric, RPM, Sanco Pipelines, SDG Architects, The Conco Companies, The Garaventa & Colvis Families, The Graham Family and The Resmark Companies

Platinum Sponsors: Brookfield Residential, Calex Drywall, California Bank & Trust, cbg Civil Engineers – Surveyors – Planners, Discovery Wall Systems, DPAE Structural, Independent Construction, Legacy Risk & Insurance Services, Lew and Sara Carpenter, Miller Starr Regalia, OAG Architects, Pacific Coast Landscape Management, UBS, Waymark Development and Weber Christensen & Heinrichs, LLP

Gold Sponsors: Blazona Concrete Construction, Inc., California Building Industry Association, Gately Family Foundation, J&M, Inc., Meridian Associates, OJ Insulation, Silvermark Construction Services and vanderToolen Associates

Contra Costa Water District working to repair canal for $1 billion

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The Contra Costa Water District Canal Replacement Project includes 20 miles of the waterway. Photo: CCWD

Lake Shasta is source of all water, Los Vaqueros Reservoir will not be expanded, CoCoTax members learn

By Allen D. Payton

During the Contra Costa Taxpayers Association Members and Leaders monthly luncheon in May, Contra Costa Water District Board President, Ernesto Avila provided an update on the district’s current work and plans. They include repairing 20 of the 48-mile canal at a cost of $1 billion, keeping water rates as low as possible and expanding service to keep up with growth.

The district includes the Central County cities and communities of Martinez, Pleasant Hill, Concord, Clayton, Pacheco, Clyde, Port Costa and portions of Walnut Creek, and in East County, the cities and communities of Pittsburg, Antioch, Oakley, Bay Point, and portions of Brentwood.

CCWD Board President Ernesto Avila provides an update during the CoCo Taxpayers Association luncheon on May 23, 2025. Photo: Allen D. Payton

Half of the district’s water is provided to treated water customers and the other half to raw water customers, Avila stated and then spoke about ensuring adequate “water supply during disasters such as fire and earthquake emergencies.”

“When PG&E outages occur all of our tanks go full,” he shared. “Water only stays sweet for six to seven days to meet the water quality requirements of the state.”

“Lake Shasta is where we get all of our water from through the Central Valley Project,” he continued. “It’s currently 94% full.”

The district owns Los Vaqueros Reservoir for storage, which is currently 93% full. But “we can’t just draw water whenever we want,” Avila stated. “All of our intakes are screened to protect fish.”

“We are out of our drought,” Avila added. However, “during the drought there were no constraints on water supply for development and growth.”

Source: CCWD

Canal Replacement Program

There have been “landslides on the west side of the canal and repairs can cost millions,” he stated and spoke of the district’s “Canal Replacement Program” which will cost “$1 billion”.

“Nobody likes to raise rates,” Avila continued. “We’ve replaced four miles, so far and have 16 miles to go. It will be a pipeline”

Asked what happens to the pipe during an earthquake he said, “If it’s an older pipe, it will probably crack. We’re looking at a very ductile pipe that can move easily.”

Asked if there will be solar panels over the canl

Click here to learn more about the Contra Costa Canal.

Water Supply

Avila then spoke about providing enough water to meet the demands of residential growth including “redevelopment of the Concord Naval Weapons station” where “15,000 homes” are projected to be built.

“Ten percent of the district’s water is provided through recycling,” he stated. “We want to bump that up to fifteen percent.”

Budget & Water Costs to Users

“Energy costs have been the greatest increases from 2020 to 2024, medical coverage is second greatest,” he shared. Those are followed by “pension and OPEB (other post employee benefit) liabilities.”

“The average customer spends about $3.00 per day for water,” Avila stated. “The cost is 1.3 cents per gallon per day.”

He compared that to EBMUD rates which are at 2.0 cents per gallon.

Contra Costa Water District Production Costs. Source: CCWD

According to the slide show from his presentation, costs to the district for water production include the following:

INVESTMENTS IN INFRASTRUCTURE – Pipeline Renewal, Canal Replacement, Water Treatment Plant Upgrades;

PURCHASED WATER

WATER SUPPLY AND RESOURCE PROTECTION – Water Supply Planning, Watershed Management, Recreation;

SYSTEM OPERATIONS & MAINTENANCE – Water Treatment, Water Delivery, Leak Inspection and Repair;

ADMINISTRATION – Human Resources, Safety, Accounting and Payroll;

CUSTOMER CARE – Customer Service, Billing, Water Efficiency Support, and Public Affairs; and

COMMUNITY EDUCATION AND WORKFORCE DEVELOPMENT K-12 Water Education and Field Trips, and Internships.

The district as an AAA Bond Rating which keeps interest costs on bonds down, Avila shared.

He was then asked about “money going to DEI programs. I this something you should be doing anymore?” Avila responded, “there are three employees dedicated to it. There are 317 employees which is 30-40% of the budget We have one person in Human Resources dedicated to it. We have a $200 million per year budget. Not even one percent is dedicated to it.”

“It’s about trying to enhance the culture for our employees to work together better,” he added. “We review it every six months. Our Master Plan is on the website.”

Asked about “EPA clean water requirements getting tougher each year” Avila spoke about “unfunded mandates we have to comply with. We work with various associations and collaborate on a national level as regulations are mostly at the federal level.”

“Our biggest concern is the issue of diminishing return on conservation,” he explained. “During the drought, people in our area reduced use by 25 percent while Southern California only reduced 2-3 percent.”

According to the chart in Avila’s presentation total water use has actually decreased over the past 17 years even though the population has significantly increased.

Source: CCWD

No Los Vaqueros Capacity Increase Due to Too Much Cost and Regulation, Offline for Too Long

Asked about increasing capacity at Los Vaqueros, Avila said, “The district spent $10 million on raising the…reservoir, for a cost/benefit analysis funded by the state. It was over subscribed with more customer demand than supply, 250,000 versus 120,000 acre feet.”

“But with so many constraints on pumping water into the reservoir, demand dropped to 50,000 acre feet then to zero,” he continued. “The cost increase with inflation went from $800 million to $1.6 billion, mainly from more material and labor cost increases, plus, engineering costs.”

Finally, Avila shared, “Los Vaqueros Reservoir would have had to be offline for six to seven years. It just wasn’t viable. They knew that, going in. The issue was negotiating supply from EBMUD and others” who “couldn’t guarantee any water.”

He also spoke about future supply including the proposed offstream Sites Reservoir project west of Colusa in the Sacramento Valley.

“In California, for every one million acre-feet of storage, there is eight to nine acre-feet of surface storage,” Avila stated.

Finally, in response to a question, he said, “Water from a canal behind a house is not grandfathered in if the home is sold.”

See Avila’s complete CCWD CocoTax Presentation 052325.

CoCoTax June Luncheon

The next CoCoTax Members and Board Luncheon will be held on Friday June 27, 2025, at 11:45 AM at Denny’s Restaurant, 1313 Willow Pass Road in Concord, and will feature Oakland Mayor recall leader Seneca Scott as the speaker. Advance registration is available on the CoCoTax website where you can pay online, or bring cash or check on Friday and pay at the door: $25 for members, $30 for guests. www.cocotax.org/event-6189658/Registration

About CoCoTax

Founded in 1937, CoCoTax leads the way in providing fiscal oversight of local government.  We actively resist unwarranted taxes and fees, discriminatory regulations, ill-advised public expenditures and government secrecy, inefficiency and waste. For more information and membership visit www.cocotax.org.

About CCWD

The Contra Costa Water District delivers safe, clean water to approximately 520,000 people in central and eastern Contra Costa County in Northern California. Formed in 1936 to provide water for irrigation and industry, we are now one of the largest urban water districts in California and a leader in drinking-water treatment technology and source water protection. For more information visit www.ccwater.com.

 

Park District investing $10.9 million to reduce fire fuels in the East Bay

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Fire fuels reduction efforts in the East Bay parks. Photos: EBRPD

$8.3 million in grants; $2.6 million in district matching funds

By Dave Mason, Public Information Supervisor, Public Affairs, East Bay Regional Park District

The East Bay Regional Park District is set to spend $10.9 million over the next three years to reduce fire fuels at Anthony Chabot, Tilden, and Wildcat Canyon Regional Parks, Claremont Canyon Regional Preserve, and Carquinez Strait Regional Shoreline. The funding will help reduce wildfire risks by removing dead and dying trees and hazardous vegetation on over 600 acres. Dead trees burn hotter and faster and can cast embers long distances, igniting new fires.

These efforts are in addition to ongoing fuels reduction work districtwide, including large-scale projects at Anthony Chabot Regional Park (544 acres) and Tilden Regional Park (39 acres), a 16-person year-round fuels reduction crew, and annual goat, sheep, and cattle grazing. In 2024, the Park District’s fuels reduction crew removed hazardous fire fuels on 104 acres in 11 parks. Additionally, more than 86,800 acres of parkland are grazed annually by cattle, sheep, or goats.

2025 Grant Funding Allocations Map. Source: EBRPD

“The grant funding enhances our ability to protect the public and safeguard our natural landscapes,” said Park District Interim Fire Chief Khari Helae. “Securing the funding is a testament to the Park District’s efforts—from planning to permitting—to manage the detailed grant application process and its proven ability to carry out large-scale fuels reduction projects in support of the community.”

The $10.9 million for fuels reduction projects includes $8.3 million in grants, with $6.1 million coming from the Federal Emergency Management Agency (FEMA), $2.1 million from the California State Coastal Conservancy, and $100,000 from the U.S. Forest Service. FEMA funding was obtained in partnership with U.S. Sen. Alex Padilla, who secured $1.5 million in the 2023 budget, and U.S. Rep. Eric Swalwell, who secured $1.4 million in the 2024 budget.

Fire fuels reduction source of funds. EBRPD

An additional $2.6 million comes from required Park District matching funds, which include general funds and voter-approved local revenue measures like Measure FF. These local revenue measures enhance the Park District’s ability to qualify for and secure grant funding by providing required matching contributions.

“These projects are vital to reducing wildfire risks in the East Bay,” said Park District General Manager Sabrina Landreth. “We thank FEMA, Sen. Alex Padilla, Rep. Eric Swalwell, the California State Coastal Conservancy, the U.S. Forest Service, and Park District voters for their support and for prioritizing wildfire mitigation in the East Bay.”

For large scale vegetation management projects, the Park District utilizes a climate-friendly carbonizer to dispose of vegetation. The carbonizer burns organic matter at 1,300 degrees Fahrenheit with little oxygen, which produces very low emissions—especially compared to conventional disposal methods such as open pile burning or transporting debris long distances in diesel trucks. The resulting biochar is being used throughout the Park District to enhance soil health, improve water retention, and increase crop productivity, including at the District’s Ardenwood Historic Farm in Fremont.

Photo: EBRPD

The Park District Board of Directors will consider authorizing $1,883,261 in matching funds from Measure FF at their upcoming Board Meeting on Tuesday, May 20, 2025. Measure FF was passed in 2018 by voters in the communities of Alameda, Albany, Berkeley, El Cerrito, El Sobrante, Emeryville, Kensington, Oakland, Piedmont, Richmond, and San Pablo to provide funding to reduce fire risks, improve public access, and restore natural habitat. The Board of Directors previously authorized $500,016 in matching funds in March 2023.

The East Bay Regional Park District is the largest regional park system in the nation, comprising 73 parks, 55 miles of shoreline, and over 1,330 miles of trails for hiking, biking, horseback riding, and environmental education. The Park District receives an estimated 30 million visits annually throughout Alameda and Contra Costa counties in the San Francisco Bay Area.

Travis Credit Union Foundation extends financial coaching grants applications

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Program will empower a Northern California nonprofit with up to $39,000 in grant funding

By Michelle Sabolich, AVP, Corporate Communications, Travis Credit Union

Travis Credit Union Foundation announces the application deadline has been extended for its 2025 Financial Coaching Grants program until March 31. This initiative is an opportunity for one Northern California nonprofit organization to access $30,000 in unrestricted funding and up to $9,000 to train its staff to become financial coaches. Those interested in applying can start here.

“Our hope is that through this grant, we can create a ripple effect of positive financial behaviors that will benefit not only the individuals directly involved but the broader community,” said Damian Alarcon, president of Travis Credit Union Foundation. “Financial stability is a cornerstone of a thriving community, and we are committed to making a lasting impact.”

Eligibility requirements are:
• Organizations benefiting people in Napa, Solano, Yolo, Contra Costa and Merced counties.
• Organizations classified as public charities.
• Organizations with the ability to reach diverse communities, including those that are unbanked/underserved.
• Organizations that do not discriminate by race, color, religion (creed), gender, gender expression, age, national origin, disability, marital status, sexual orientation or military status.
• Organizations with the capacity to allocate time and resources for two staff members to become financial coaches (self-study) and provide 10 or more one-hour financial coaching sessions to beneficiaries each month.
• Organizations that are willing to promote their participation in the Financial Coaching Grant Program and acknowledge funding received from Travis Credit Union Foundation in traditional and social media.

Those who apply and are selected as coaches will undergo comprehensive, three- to five-month long, self-study training through the Credit Union National Association (CUNA) and/or Financial Counseling for Empowerment Program (FICEP). Upon completing the course, coaches will be equipped to address a wide range of financial topics, from summarizing saving principles to educating community members about credit reports, credit scores and the wise use of tax refunds.

The TCU Foundation is committed to supporting nonprofits throughout the grant’s lifetime, ensuring that financial wellness outcomes are achieved. The foundation will monitor financial coaching goals, metrics and outcomes related to reduced debt, increased savings and established and/or improved credit scores. Renewal preferences are given to nonprofits with a demonstrated record of coaching more beneficiaries.

The grant application will close on March 31 at 11:59 p.m. PDT.

About Travis Credit Union Foundation
The Travis Credit Union Foundation supports financial education and wellness initiatives and is the philanthropic arm of Travis Credit Union. The Foundation is committed to making a positive impact in the communities it serves through financial education, charitable giving, and community support. Travis Credit Union generously funds the administrative costs of the Travis Credit Union Foundation, allowing for 100% of funds raised to go back to the community. To learn more about the Travis Credit Union Foundation’s mission and how to participate in all it’s doing to build financial wellness in the communities it serves, visit tcufund.org.

The Foundation is organized and operated exclusively for charitable and educational purposes under Internal Revenue Code section 501(c)(3). Tax ID #82-4159040

 

West Contra Costa Unified board compromises on staff cuts, but may have to cut student services instead

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United Teachers of Richmond gather at West Contra Costa school board meeting Wednesday to protest staff cuts approved a week earlier. Credit: Monica Velez / EdSource

177 positions; on split board vote; deadline to give layoff notices is March 15

Only 1 in 4 students are performing at grade level in math

By Monica Velez, EdSource.org, republished with permission

In a move consistent with dozens of California school districts, West Contra Costa Unified School District board members have had to choose between eliminating staff and services for students or exploding its budget deficit.

At the start of the debate at Wednesday night’s school board meeting, the district had proposed cutting about 177 staffing positions and, after nearly three hours of debate, the board voted 3-1 to cut all but eight. But saving those eight positions jeopardizes funding for services for at-risk students.

“Ultimately, with these decisions, our students will suffer the most without the staff that is needed to provide them with an excellent education that they deserve and which is necessary to decrease the longstanding education gaps for the district’s Black and brown students,” said Sheryl Lane, executive director of Fierce Advocates, a Richmond organization focused on working with parents of color.

Out of the positions that are being eliminated, 122 are already vacant, according to district officials. And so far, the district has also received 27 resignations and 47 retirement notices.

It’s unclear if there will be layoffs, but on Feb. 6, interim Superintendent Kim Moses said that because of vacancy levels, the district administrators “expect that there will be a certificated job available for all current WCCUSD (West Contra Costa Unified School District) educators for the 2025-26 school year.”

Throughout this month, educators, parents, students and community members showed up in large numbers to speak, as they have in all board meetings since the budget talks started, urging the board to reconsider cutting staff positions.

“We saw today the dysfunction,” United Teachers of Richmond President Francisco Ortiz said during the meeting. “We need collaboration. Every single cabinet member has my direct phone number. Every board member has my phone number. We have been excluded from the decision-making process and in the collaboration since the new administration took over. This situation has been imposed on us, but we’re ready to fight.”

A Split Board

It took nine amended resolutions for a vote to pass on Wednesday night. Trustee Demetrio Gonzalez-Hoy attempted to save high school teachers, school counselors, social workers, psychologists, speech therapists, and career technical education educators.

But the board was split.

Board President Leslie Reckler and trustee Guadalupe Enllana voted down the motions while Gonzalez-Hoy and trustee Cinthia Hernandez were determined to save some staffing positions.

The successful resolution saved one part-time psychologist position, one part-time and seven full-time high school teachers. Reckler voted down the resolution and trustee Jamela Smith-Folds was absent.

In an email to EdSource, Reckler argued the board had already approved the fiscal solvency plan and if the cuts weren’t passed, “it shows the board to be an unreliable steward of public funds, and I will not be lumped into that category.”

“My prime responsibility is to ensure the long-term fiscal solvency of the school district and ensure continued local control in decision-making,” Reckler said. “Last night’s vote will make it more difficult for the school district.”

The top priority for Gonzalez-Hoy was to save the high school teacher positions because cutting them would have caused some schools to go from a seven-period day to six, he said. English learners, students with disabilities and students who need more academic support would be most affected because they often need to take on extra courses and benefit from having more class periods.

“I could not in good conscience make those reductions, knowing the unintended impact they would have,” he said. “Even though it was a very difficult conversation and decision, I did vote to cut the majority of the positions, in part due to our ability to possibly retain some of those positions through grants, but also due to our financial situation.”

In an emailed statement, Enllana said the board and district can no longer continue to be “driven by individual interests but must prioritize the needs of all students.”

“There is a clear distinction between needs and wants. Our first responsibility is to secure what our students need, and then work towards fulfilling the wants under our current budget.”

California Schools Are in a Budget Crisis

This week, other Bay Area school boards also made the difficult decision to lay off employees for the coming school year. Oakland’s school board voted to cut 100 positions, the San Francisco Chronicle reported. According to KQED, San Francisco Unified will also send pink slips to more than 500 employees.

West Contra Costa Unified has to balance between the need for fiscal solvency and keeping the schools adequately staffed with teachers, social workers, psychologists and other support staff.

“These decisions by the school board are tough ones and speak to the structural changes needed at the state level to change the revenue it receives that can go towards funding local school districts, like WCCUSD,” Lane said.

The district has been under financial stress since last year and could risk insolvency if its fiscal plan isn’t followed.

When districts can’t get out of deficits, they risk being taken over by the state and losing local control over budget decisions. Twenty-six years ago, West Contra Costa became the first district in the state to go insolvent and received a $29 million bailout loan, which took 21 years to pay off.

To stay out of a deficit, West Contra Costa has to cut $32.7 million in costs between 2024 and 2027. District officials have said about 84% of the budget is used to pay salaries and benefits — the reason staffing cuts would be unavoidable.

The district needs to put forth a fiscal solvency plan approved by the Contra Costa County Office of Education to avoid going insolvent and risking a takeover, Moses said. The staffing cuts are tied to the plan and must happen for the district to stay on track. The board approved the plan earlier this month.

“It would be multiple millions of dollars of impact to the general fund if we don’t take action,” Moses said during the meeting. “The response to the county, if that is the case, I think we would be sending a strong message that we are not addressing our fiscal stability, and that would not be advisable as they are oversight agents.”

The Price of Compromise

Saving the high school teacher and psychologist positions will add $1.5 million to $1.75 million to the deficit, Moses said. The district doesn’t have a choice but to use funds that are meant for student services and will likely have to dip into the $4 million set aside for math curriculum.

“We value all staff and their dedication to our community; however, the fiscal health of our district has to be prioritized as the foundation for our ability to continue normal district operations,” Moses said in a news release Thursday. “I am concerned about the added fiscal uncertainty we face after last night’s board meeting.”

Cutting the money for teacher and math support is a step backward for the district, which makes it more difficult for educators to help students improve, said Natalie Walchuk, vice president of local impact at GO Public Schools, an organization advocating for equitable public education. In West Contra Costa, only 1 in 4 students are performing at grade level in math and just 6.1% of seniors are ready for college-level math.

“Teachers need the right tools and resources to support their students, yet the district has lagged for years in adopting a new math curriculum,” Walchuk said. “While we recognize the difficult financial decisions the board had to make, it is critical that the district prioritizes student learning.”

The positions on the chopping block came from two pots of money — the general fund, which accounts for 40 positions, and grants, which cover 137 positions. Money for grant-funded positions is either expiring or has been used faster than projected, said Camille Johnson, associate superintendent of human resources.

Trying to save the grant-funded positions would add to the deficit, Moses said. Although the district staff is working to secure more grants, the funds districts receive from the federal government are uncertain.

“We were not in a position to consult the (teachers) union because we do not have money to pay for these positions,” Moses said during the meeting. “Negotiations in terms of what stays and what goes was not possible in this scenario because it’s strictly driven by money that is expiring or money we aren’t responsible for assigning.”

The district doesn’t have a choice but to eliminate some positions because they are dependent on school sites approving the positions in their budgets, Moses said. If approved, about 78 positions could be reinstated.

The deadline to give layoff notices is March 15.

Related Reading
West Contra Costa Unified struggles to stay solvent, avoid state takeover | EdSource
West Contra Costa school board slashes staffing to avoid deficit | EdSource

Parks California awards $1 million in Route to Parks grants to 31 organizations

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Now in its fifth year, program expands efforts to make it easy for visitors to get to state parks

SACRAMENTO – Parks California and California State Parks announced this week grants to 31 organizations throughout California, totaling more than $1 million to improve access to state parks and create memorable nature experiences. Through Parks California’s Route to Parks grant program, these funds will help more than 7,700 people create lasting memories at state parks in 2025.

The 2025 grantees include programs from across the state, focused on providing experiences in parks through activities such as camping, backpacking by bike and recurring, single-day programs. Three projects with California Native American tribes: Fernandeño Tataviam Band of Mission Indians, Jamul Indian Village and the Mishewal Wappo will help increase access to their ancestral lands and cultivate collaboration and partnerships with park staff.

For the 2025 grant cycle, we sought proposals that address the following criteria:
• Primarily provide transportation to/from California State Parks and beaches;
• Offer valuable recreational, environmental, cultural or historical learning experiences;
• Reach underrepresented communities who may face challenges getting to or enjoying parks, and/or lack opportunities to create meaningful connections to nature;
• Address parts of the state with the greatest transportation needs.

“The Route to Parks program highlights the power of partnerships in complementing California State Park’s efforts, bridging gaps to ensure memorable outdoor access for all,” said California State Parks Director Armando Quintero. “Partnering with Parks California expands our efforts in creating more opportunities for Californians to make lasting connections with the wonder of their state parks.”

Parks California’s Route to Parks grants program was launched in 2020 to reduce transportation barriers and help ensure that historically marginalized communities can visit and enjoy California’s world-class state parks. The program is made possible through a joint agreement between California State Parks and Parks California, and investments from private donors, including the PG&E Corporation Foundation and BMO.

“California’s state parks belong to all of us, yet too many communities face barriers to enjoying these incredible spaces,” said Parks California President and CEO Kindley Walsh Lawlor. “Through Route to Parks, we’re working alongside our partners to break down those barriers — ensuring that transportation, cost or other obstacles don’t stand in the way of people experiencing the joy, health benefits and sense of belonging that parks provide. My sincere appreciation to this year’s grantees who are leading the way in connecting communities to nature; we are honored to support their work.”

Grant awards average $37,675 and will fund transportation, logistics and park activities. Grantee recipients represent the diversity and reach of California’s state park system.

Below are three 2025 grantee profiles:

Land Together participants enjoy fishing on their camping outing funded through the Route to Parks program. Photo from Parks California.

• Land Together (formerly Insight Garden Program)—Received $30,000 grant. “The profound appreciation I have for nature stems from being completely removed from it during my 25 years of incarceration. My journey back to nature—and ultimately to freedom—was made possible through Land Together‘s in-prison program,” said Sr. Reentry Program Manager Jamala Taylor. “I am deeply grateful for Parks California’s generous support, which has allowed us to expand this transformative work to our growing reentry community. Through our ‘Reentry Reconnect: Nature for New Beginnings’ project, we are providing healing experiences in California’s state parks for individuals reentering society after incarceration. None of this would be possible without the invaluable partnership and shared vision of Parks California.”

• San Joaquin Joint Powers Authority – Visit Allensworth by Amtrak San Joaquins – Discover Your California Heritage – Allensworth, founded in 1908, is the first town in California to be founded, financed, and governed solely by African Americans. San Joaquin Joint Powers Authority’s program will increase access and awareness of Col. Allensworth State Park for African American individuals and families in the Bay Area and Northern California and students in the Fresno and Bakersfield Unified School Districts. The program will provide free tickets and meal vouchers for the 2025 October Rededication Festival, as well as designated field trip days for Fresno Unified and Bakersfield City School District students. This program cultivates a tradition that is relevant, historical, and exciting and has the possibility of increasing the overall percentage of African Americans who go to California State Parks. and celebrate annual events such as October Rededication Festival.

• Jamul Indian Village—Received $80,000 grant. “The Jamul Indian Village of California of the Kumeyaay Nation is excited to have been awarded this grant from Parks California,” said Tribal Historic Preservation Officer and Cultural Resources Manager Lisa K. Cumper. “With this grant, we are eager to take tribal youth and their families to various state park locations along the coast of San Diego. We will be able to share and teach the rich history of our ancestors to our youth. This important cultural knowledge needs to be passed down, and this grant is allowing us to accomplish this goal. We are also grateful to continue to grow our relationship with State Parks staff members.”

A complete list of grant recipients is available online.

“The Route to Parks program embodies California’s commitment to making valuable recreational, environmental, cultural or historical learning experiences available to all Californians,” said California Natural Resources Agency Deputy Secretary for Access Gloria Sandoval. “Partners like Parks California are helping reduce barriers and form partnerships. We are especially excited to greet first-time visitors so that they can enjoy all that our beautiful state has to offer.”

State Parks’ Waterway Connections Initiative funding and private donor investments allowed Parks California to engage organizations that could connect participants to water-related outdoor experiences. Six projects feature programs designed to follow watersheds from headwater to groundwater, offering an unparalleled educational experience to understanding California’s unique watersheds.

Route to Parks has partnered with more than 85 community organizations to serve more than 16,000 people in its first four years. The program enables grantees to design activities that best meet their community’s needs and deliver experiences most suited to participants’ backgrounds, experiences and interests. The program is aligned with the Outdoor Access for All initiative championed by Governor Gavin Newsom and First Partner Jennifer Siebel Newsom and the Natural Resources Agency’s Outdoors for All initiative for greater access to all Californians with a priority to expand access in underserved communities.

The California Department of Parks and Recreation, popularly known as State Parks, and the programs supported by its Office of Historic Preservation and divisions of Boating and Waterways and Off-Highway Motor Vehicle Recreation provides for the health, inspiration and education of the people of California by helping to preserve the state’s extraordinary biological diversity, protecting its most valued natural and cultural resources, and creating opportunities for high-quality outdoor recreation. Learn more at parks.ca.gov.

About Parks California
Parks California is the official public-private nonprofit partner to California State Parks. Working statewide, it’s uniquely positioned to innovate and work hand-in-hand with communities and experts to bring resources together, ensuring that everyone can experience healthy and thriving parks for generations to come. Parks California launched in 2019 and since has partnered with more than 100 nonprofit and tribal groups to help more than 28,000 people experience one of California’s 280 state parks — many for the first time ever — in the hopes of starting a lifelong love of nature.

Allen D. Payton contributed to this report.

New Year rings in toll increase at 7 Bay Area bridges

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Bay Bridge Toll Plaza. Photo by Noah-Berger. Source: MTC website.

Last of three voter-approved increases takes effect Jan. 1st; failed in Contra Costa County

BATA board also voted last week to increase tolls to $11.50 by 2030 for bridge maintenance and repairs

By John Goodwin, Assistant Director of Communications & Rebecca Long, Director, Legislation & Public Affairs, Metropolitan Transportation Commission

The Bay Area Toll Authority (BATA) reminds drivers that tolls at the region’s seven state-owned toll bridges will go up by $1 next Wednesday, Jan. 1, 2025. This will be the third of the three $1 toll increases approved by the California Legislature in 2017 through state Senate Bill 595 and by voters through Regional Measure 3 (RM3) in June 2018 which passed by 55.07% to 44.93%. The first of these toll hikes went into effect on Jan. 1, 2019, and the second on Jan. 1, 2022. It funds $4.45 billion slate of highway and transit improvements but did not include bridge maintenance and repairs. Regular tolls for two-axle cars and trucks (as well as for motorcycles) at the Antioch, San Francisco-Oakland Bay, Benicia-Martinez, Carquinez, Dumbarton, Richmond-San Rafael and San Mateo-Hayward bridges will rise to $8 from the current $7 on Jan. 1, 2025. Tolls for vehicles with three or more axles also will rise by $1 on Jan. 1, 2025, at all seven of the state-owned toll bridges: to $18 for three axles, $23 for four-axles, $28 for five axles, $33 for six axles, and $38 for combinations with seven or more axles. Regional Measure 3 continues the peak-period toll discount for motorcycles, qualifying carpools and qualifying clean-air vehicles crossing any of the state-owned toll bridges on weekdays from 5 a.m. to 10 a.m. and from 3 p.m. to 7 p.m. The discounted toll will rise to $4 on Jan. 1 from the current $3.50. To qualify for this discount, carpoolers, motorcyclists and drivers of clean-air vehicles must use FasTrak® to pay their tolls electronically and must use a designated carpool lane at each toll plaza. Contra Costa Voters Opposed Ballot Measure According to Ballotpedia, RM3 raised bridge tolls in the Bay Area—excluding tolls for the Golden Gate Bridge—by $3 over six years to fund the Bay Area Traffic Relief Plan, including a $4.5 billion slate of transportation projects. It was on the ballot for voters in the city and county of San Francisco and the following counties: Contra Costa, Alameda, Marin, Napa, San Mateo, Santa Clara, Solano and Sonoma. Voters in two of the counties most affected by the bridge tolls rejected RM3. The vote in Contra Costa County was 44.54% opposed to 55.465 in favor and Solano County voters overwhelmingly opposed it 30.03% to 69.97%. But voters in the other seven counties approved the measure. Alameda County where voters and commuters are also most affected by bridge toll increases passed RM3 by 53.89% to 46.11% The vote margin was closest in Napa County, where voters approved the measure 50.7 percent to 49.3 percent.

Source: Ballotpedia

Senate Bill 595 and Regional Measure 3 also established a 50-cent toll discount for two-axle vehicles crossing more than one of the state-owned toll bridges during weekday commute hours of 5 a.m. to 10 a.m. and 3 p.m. to 7 p.m. To be eligible for the toll discount, which is to be applied to the second toll crossing of the day, motorists must pay their tolls electronically with FasTrak®. Carpools, motorcycles and qualifying clean-air vehicles making a second peak-period toll crossing in a single day will qualify for an additional 25-cent discount off the already-discounted carpool toll. New FasTrak® customers can obtain toll tags at Costco warehouse stores and select Walgreens stores around Northern California. A complete list of participating locations — as well as an online enrollment and registration feature — is available on the FasTrak® Web site at bayareafastrak.org. Customers also may enroll in the FasTrak® program by phone at 1-877-229-8655; by calling 511 and asking for “FasTrak” at the first prompt; or in person at the FasTrak® customer service center at 375 Beale Street in San Francisco. FasTrak® can be used in all lanes at all Bay Area toll plazas. Major projects in the Regional Measure 3 expenditure plan include improvements to State Route 37 in the North Bay, freeway interchange improvements in Alameda, Contra Costa and Solano counties, the purchase of more new BART cars, extension of the BART system from Berryessa to downtown San Jose and Santa Clara, extension of the Caltrain corridor to the Salesforce Transit Center in downtown San Francisco, expansion of Muni’s transit vehicle fleet, expansion of San Francisco Bay Ferry service and more frequent transbay bus service, an improved connection between northbound U.S. 101 and the Richmond-San Rafael Bridge in Marin County, upgrades to the Dumbarton Bridge corridor, and extension of the SMART rail system to Windsor and Healdsburg in Sonoma County. In Addition to Recently Approved Bridge Toll Hikes Beginning Jan. 1, 2026

The Regional Measure 3 toll hike that takes effect next week is separate from the 50 cents per year toll hikes approved by BATA earlier this month, which will be phased in over five years, beginning Jan. 1, 2026, to pay for the maintenance, rehabilitation and operation of the seven state-owned toll bridges. It will increase tolls by 2030 to $11.50 for those who don’t use FasTrak and $10.50 for those who do. BATA this month also approved updates to the policies for high-occupancy vehicles on approaches to the state-owned bridges, which will similarly go into effect on Jan. 1, 2026. (See related article)

BATA, which is directed by the same policy board as the Metropolitan Transportation Commission (MTC), administers toll revenues from the Bay Area’s seven state-owned toll bridges. Toll revenues from the Golden Gate Bridge are administered by the Golden Gate Bridge, Highway and Transportation District, which joined with BATA to operate a single regional FasTrak® customer service center in San Francisco. MTC is the transportation planning, financing and coordinating agency for the nine-county San Francisco Bay Area. Allen D. Payton contributed to this report.

BATA board approves annual toll increases to $11.50, HOV lane policy changes

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Photos source: BATA

For $2 billion in maintenance, preservation and operation of Bay Area’s seven state-owned bridges.

Contra Costa’s representatives voted in favor of 50-cent annual increases beginning Jan. 1, 2026.

By Allen D. Payton

After extending the period for public input, on Wednesday, Dec. 18, 2024, the Bay Area Toll Authority (BATA) Board of Directors voted 15-0-1 to approve toll increases and other toll policy changes for the Bay Area’s seven state-owned bridges beginning Jan. 1, 2026. Tolls will increase to as much as $11.50 by 2030.

According to BATA spokesman John Goodwin, the vote passed “by all 16 members present save one abstention from a brand-new commissioner, Alameda Mayor Marilyn Ezzy-Ashcraft, who represents the cities of Alameda County.”

The board consists of 21 members, with 18 voting members, he shared. Pleasant Hill Mayor Sue Noack, who represents the cities of Contra Costa, and Contra Costa District 5 Supervisor Federal Glover, who represents the County, both voted in favor of the toll increases.

A phased toll increase starting in 2026 is proposed to fund the Toll Bridge Capital Improvement Plan, which includes almost $2 billion of investment which will be used exclusively for the maintenance, preservation and operation of the San Francisco-Oakland Bay Bridge and the Antioch, Benicia-Martinez, Richmond-San Rafael, Carquinez, Dumbarton and San Mateo-Hayward bridges.

The Bay Area’s seven state-owned toll bridges are structurally sound and in good repair. State law requires BATA — working in partnership with Caltrans — to keep them that way.

The toll increases are separate from the $3 increase approved by Bay Area voters in 2018 through Regional Measure 3 to finance a comprehensive suite of highway and transit improvements around the region. The first of the three $1 Regional Measure 3 increases went into effect in 2019, followed by another in 2022. The last of the RM 3 toll hikes will go into effect Jan. 1, 2025, bringing the toll for regular two-axle cars and trucks to $8.

Summary of the 2026 Toll Increase

Toll rates include the last voter-approved Regional Measure 3 (RM 3) toll increase that goes into effect January 1, 2025.

To encourage electronic toll payment with FasTrak® tags, tolls and help recoup the increased costs of collecting tolls via pre-registered license plate accounts or invoices, on Jan. 1, 2027 will also rise by 25 cents for customers who pay with a pre-registered license plate account and on January 1, 2027 will rise by $1 for tolls paid by invoice.

Two-Axle Vehicle Toll increase schedule 2026-30. Source: BATA

Toll Increase: Two-Axle Vehicle Toll

The toll rate update includes an increase of 50 cents a year from 2026 through 2030 for two-axle vehicles. This phased-in approach is similar to the Golden Gate Bridge’s recent multi-year update to its toll schedule.

*HOV rate is 50% of two-axle FasTrak rate.

Three-Axle or More Vehicle Toll increase schedule 2026-30. Source: BATA

Toll Increase: Three-Axle or More Vehicle Toll

Tolls for multi-axle vehicles also will rise by 50 cents per axle per year from 2026 through 2030.

Multi-axle differential pricing:

  • Invoices: +$1.00 per transaction starting January 1, 2027
  • License plate account: + $0.25 per transaction starting January 1, 2027

A Precedent for Tiered Pricing

The Golden Gate Bridge, Highway and Transportation District has used a tiered pricing schedule at the Golden Gate Bridge since 2014.

Golden Gate Bridge tolls by July 2028 will range from $11.25 for FasTrak to $11.50 for license plate accounts to $12.25 for invoice customers.

Summary of the Changes to High-Occupancy Vehicle (HOV) Policies

BATA is also making changes to HOV policies. To provide regional consistency and to support the future deployment of open-road tolling at the state-owned bridges, the changes will establish a uniform three-person occupancy requirement for the discounted toll during weekday commute periods at all seven bridges. It will also allow vehicles with two occupants to use the carpool lanes on the approaches to all bridges except the San Francisco-Oakland Bay Bridge. These two-occupant vehicles will not receive the discounted toll but will be able to use the carpool lanes to save time traveling through the toll plazas.

BATA’s existing toll schedule allows vehicles with three or more occupants (HOV 3+) a discounted toll (half-price), with a two-person (HOV 2+) occupancy requirement for the discounted tolls at the Dumbarton and San Mateo-Hayward bridges. To provide regional consistency and to support the future deployment of open-road tolling at the state-owned bridges, the new policy will establish a uniform three-person occupancy requirement for the discounted toll during weekday commute periods at all seven bridges. The discounted toll rate is available weekdays from 5 to 10 a.m. and from 3 to 7 p.m.

The policy changes will also allow vehicles with two occupants to use the carpool lanes on the approaches to the Antioch, Benicia-Martinez, Carquinez, Dumbarton, Richmond-San Rafael and San Mateo-Hayward bridges. These two-occupant vehicles will not receive the discounted toll but will be able to use the carpool lanes to save time traveling through the toll plazas. There will be no change at the San Francisco-Oakland Bay Bridge, where volumes of vehicles with three or more occupants are much higher than those at other bridges. Use of the carpool lanes on approaches to the Bay Bridge will still require a minimum of three occupants.

In addition to establishing region-wide consistency for the carpool toll discount, the policy changes are designed to:

  • Improve safety on the toll bridge approaches by minimizing “weaving” between lanes.
  • Optimize lane configurations as now-obsolete toll booths are removed as part of the bridges’ transition to open-road tolling.
  • Increase person-throughput by prioritizing access for buses and carpools.

Read more about the BATA toll increases, here.

See BATA Board meeting agenda items 24-1571 through 24-1575. Watch meeting video.