Contra Costa County Recovery Plan 1

Contra Costa County

Recovery Plan

State and Local Fiscal Recovery Funds

2021 Report

Executive Summary

As the local health jurisdiction, the Contra Costa County Health Services Department (CCHS)

plays the primary role in planning and implementing the COVID-19 pandemic response for

Contra Costa County, working closely with other health systems, providers, businesses,

community-based organizations and residents. CCHS is the largest provider in Contra Costa

County of COVID-19 vaccinations, COVID-19 community-based testing and COVID-19 Contact

Tracing and Contact Investigation (CI/CT) services. Since the beginning of the pandemic

through June 30, 2021, CCHS has conducted 338,337 COVID-19 tests for 187,782 unique

patients and administered 584,861 COVID -19 vaccines for 313,606 unique patients. During this

time, CCHS also conducted outreach to 57,774 positive COVID-19 cases and 19,848 positive

case contacts. CCHS runs the County’s COVID Multilingual Call Center and the Covid Testing

and Vaccination scheduling line, fielding over a thousand COVID-19 related calls every day. In

addition, CCHS provided infection control education to 3,941 businesses, schools, and

community organizations that had a COVID exposure, with 12% (486) of these turning into

outbreaks that received further mitigation support from the County.

In addition, CCHS conducts other activities county-wide: issuing, directing and communicating

Public Health orders, guidance and safety policies; collecting and sharing community level

pandemic information; conducting emergency response activities and preparedness planning,

laboratory processing and sequencing, and analysing and sharing COVID-19 county-level data

using epidemiology. In order to better respond to communities across the County and address

historic disparities as well as those related to COVID-19, CCHS has worked closely with our

community partners to build a broad and multifaceted system for ongoing community

engagement and feedback that is used for and will continue to help guide equity-based

response efforts.

Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) will support and improve the

ongoing response to COVID-19 within Contra Costa County in three main project areas;

Prevention and Mitigation of COVID- 19; Delivery System COVID-19 Treatment and Medical

Services; and Addressing Disparities in Public Health Outcomes, with the goal of mitigating the

spread of COVID-19 and reducing disparities in vaccination rates and other COVID-19 health

outcomes. These projects include a significant amount of staffing and infrastructure to support

the services necessary to respond effectively to the pandemic. Since July 1, 2021, the County

has seen a surge in COVID-19 cases, outbreaks, and testing. The CSLFRF funds will allow

CCHS to respond to this changing pandemic quickly and efficiently through adaptable

infrastructure and sufficient staffing and resources.
Contra Costa County Recovery Plan 2

Uses of Funds

The County of Contra Costa was awarded $224,058,902 in Coronavirus State and Local Fiscal

Recovery Funds (CSLFRF). On August 3, 2021, The County Board of Supervisors approved

the use of $112,029,451 exclusively for the use of the Health Services Department for the Fiscal

Year 2021/22 for COVID-19 response activities. Based on the trended cost from the prior year

the County Health Services Department estimates $135,311,296 for Fiscal Year 2021/22

COVID-19 response cost. Quarterly financial reporting to the Board of Supervisors will occur

with updates on the actual utilization of the available funding. The County anticipates its second

allocation of CSLFRF funds from the U.S. Treasury in the amount of $112,029,451 in May 2022.

The Board of Supervisors has not yet determined how to allocate the second allocation of

CSLFRF funds at this time.

CSLFRF funds will support the ongoing response to COVID-19 within Contra Costa County

through three primary Public Health projects: Prevention and Mitigation of COVID-19, Delivery

System COVID-19 Treatment and Medical Services, and Addressing Disparities in Public Health

Outcomes. These projects will build on and expand Contra Costa’s existing COVID-19 response

to efficiently and equitably protect and support communities throughout Contra Costa. The cost

for each project is variable and will shift based on patient demand, circumstances on the

ground, and the treatment protocols in place throughout the year. Accordingly, the project

estimated expenditure amounts below are subject to significant change.

Contra Costa will use several coordinated strategies to maximize programmatic impact and

effective, efficient, and equitable outcomes. These strategies include real-time data monitoring

and data transparency; continued flexibility in workflows, adaptable infrastructure, and staffing;

automating critical workflows, implementing evidenced-based guidelines for COVID-19

mitigation and recovery, and effective patient/community engagement, communication and

partnerships. The projects are described below.

Project 1: Prevention and Mitigation of COVID-19: $67.2 million

Prevention and mitigation of COVID-19 is critical to controlling the spread of COVID-19 and

supporting a strong and equitable recovery. The focus of these efforts is to support testing,

vaccination, contact tracing/case investigation, public health epidemiology and communication

with the public. CSLFRF funding will be used to support a broad range of these services and

programming for prevention and response to COVID-19, including:

• Vaccination programs: The CCHS Department (including Public Health, the Contra

Costa Regional Medical Center and county operated Health Centers) operate at least 10

vaccination sites every day, as well as home-based, business, school and congregate

setting vaccination services and a Health Equity Mobile Vaccination Team. CSLFRF

funds will be used to maintain vaccination clinics and expand vaccination efforts as

needed. Costs associated with vaccination programs include staffing, supplies,

equipment and facility expenses. We anticipate an increase in vaccine operations as

vaccines for younger children are approved, recommendations for booster shots are

issued, and vaccine mandates are implemented by businesses and industries.

• Testing: CCHS operates community testing sites and mobile testing teams. COVID-19

testing demand at County sites has more than doubled in the last month alone. CSLFRF
Contra Costa County Recovery Plan 3

funds will be used to meet testing demand as it continues to rise with opening of schools,

return to work, and during periods of increased community spread. Costs associated with

testing includes staffing, supplies, equipment, facility expenses and texting platforms to

ensure timely and secure receipt of testing results.

• Contact Tracing/Case Investigation: Effective Public Health communicable disease

management requires efficient lab results reporting, case notification, case assignment

and case/contact tracing both for the current surge and to prepare the County for future

emergencies. CSLFRF funds will help CCHS invest in redesigning and digitizing

workflows using advanced tools and technologies to increase efficient and accurate

monitoring and contact tracing. In addition, funding will be used to support technology

and contact tracing/case investigation staff and to support isolation and quarantine of

cases and contacts. This work is critical to disease outbreak tracking for our most

vulnerable population living in congregate settings like skilled nursing facilities and

residential care, as well as schools, workplaces, and other locations.

• Public health epidemiology and data system enhancement: Epidemiology will

continue to play a large role in driving our public health response as we approach fall.

CCHS will use CSLFRF funding to invest in innovative tools like wastewater testing,

genomic sequencing of COVID-19 variants, and to scale up the County’s Public Health

lab capacity. Funding will also be used for data system enhancement to improve data

analytics to better monitor case rates, vaccination uptake, and other metrics. This will

require investment in advanced technology and equipment as well as staff with

advanced skills and experience in bioinformatics, laboratory techniques, data science

and molecular analysis. Improved analytics allows for early detection of hotspots,

outbreak, and early surge planning, and communities disproportionally impacted.

• Communication efforts related to COVID-19 and public health orders: CCHS is a

primary source of information about Public Health Orders and COVID-19, including

health information and data, resources and guidance for individuals, businesses, and the

community. In order to provide timely information and combat misinformation, CCHS will

use CSLFRF funds to invest in redesigning its website and data dashboards, improving

mass communication and alerting technology, and maintaining staff to support media

updates, social media campaigns, online scheduling opportunities, and address

questions from leaders and community members. Funding will also maintain staffing for

a dedicated COVID-19 testing and vaccine appointment call center and multilingual

COVID-19 information call center.

• Technical assistance and education: CCHS acts as a primary source of technical

assistance and education related to COVID-19 prevention and mitigation (e.g., infection

control) for congregate living facilities, such as nursing homes and skilled nursing

facilities, jails and incarceration settings, group living facilities (e.g., residential foster

care and behavioral health treatment facilities) and other sensitive settings like homeless

shelters and schools. Funding will be used to maintain these efforts and help facilities

navigate updated guidance and information and safely provide services using the most

current guidance.

• Purchase PPE and disinfection of public areas and facilities: Funding will help

CCHS coordinate and distribute PPE and other infection control supplies to be used
Contra Costa County Recovery Plan 4

internally and distributed to community partners. Through June 30, 2021, CCHS has

distributed almost 4 million PPE and supplies to external community partners to ensure

the safety and protection of our community agencies.

Project 2: Delivery System COVID-19 Treatment and Medical Services: $22.4 million

This project involves maintaining and improving our delivery system to better respond to the

medical and behavioral health needs of patients and residents impacted by COVID-19. CSLFRF

funds will be used for the following:

• Treatment of COVID-19 Patients: Enhancing health care capacity to treat COVID-19

patients and provide care and services for their near and long-term needs. This also

includes treatment costs for long-term symptoms or effects of COVID-19, including postintensive care syndrome.

• Capital investments or adaptations: CCHS will invest in capital investments or

adaptations to public facilities, such as hospitals or health clinics, to improve

infrastructure for the safe provision of services. This also includes increased sanitization

practices, enhancements for social distancing and ventilation improvements in

congregate settings, public health facilities or other public facilities to reduce the possible

spread of COVID-19.

• Addressing gaps in care resulting from COVID-19. In addition to the direct impact on

health, COVID-19 has resulted in thousands of missed or delayed routine health

screenings, diagnoses and treatments, immunizations, dental screenings in children,

and other health care maintenance. CCHS will utilize CSLFRF funding to make

investments in patient care in the coming months and years to close these gaps. This

will include technology platforms to support patient engagement and health care

maintenance reminders, streamlined appointment scheduling, electronic assessments

and health surveys, and increased access to necessary immunizations through

additional clinics. Funding will also be used to support staff that work with

underserved/historically marginalized populations to improve health outcomes, such as

Promotoras. CCHS primarily serves Medi-Cal patients with historic health disparities,

and this work will help ensure those disparities are not worsened with COVID-19.

Project 3: Addressing Disparities in Public Health Outcomes: $22.4 million

The COVID-19 pandemic has disproportionally impacted communities of color, low-wage

essential workers, seniors and other historically disadvantaged populations. CCHS adapted

strategies and applied lessons learned to maximize effectiveness and best reach communities

that are disproportionally impacted and/or hard-to-reach. CCHS has made significant

investments in our ability to effectively monitor and respond to these disparities and has worked

closely with our community partners and the public to improve the design and execution of

public health programs and outcomes. CCHS has a Health Equity team that oversees and

guides this work. Our work to date is described in more detail in the Promoting Equitable

Outcomes and Community Engagement sections of this report. CCHS will utilize CSLFRF

funding to continue these efforts to improve programs addressing the COVID-19 public health

emergency through planning and analysis, which includes, but is not limited to:
Contra Costa County Recovery Plan 5

• Community engagement: Funding will support the continuation and expansion of

multiple community engagement efforts, including our Community Ambassadors

programs, the COVID-19 Historically Marginalized Communities Engagement Unit

(HMCE), and the Mobile Equity Vaccination Team. The Community Ambassadors are

trusted community members within neighborhoods that act as cultural brokers of key

health and safety messages. The HMCE hosts monthly workgroups with local

community members and CBOs focused on identifying barriers to testing and

vaccination and collaborating on culturally appropriate approaches to address

disparities. The mobile equity vaccination team is aimed at providing vaccinations where

people gather and work, including churches, businesses, and community events.

Funding will also support incentive programs and events to support the continued

engagement in vaccination efforts among these communities.

• Targeted consumer outreach and communications: CCHS uses data and community

input to create and deliver targeted consumer outreach to share health education,

vaccination and testing information and resources, and other targeted messaging

through a variety of communication channels. CCHS will use CSLFRF funds to maintain

and improve these efforts, including investing in redesigning our website and data

dashboards, improving targeted communication and alerting technology, and

maintaining staff to support media updates, social media campaigns, and address

questions from leaders and community members. Funding will also be used to support

contracts with outside consultants specializing in communications with traditionally

marginalized and/or underserved communities, vaccine incentive projects and other

targeted consumer outreach efforts.

• Data analysis and evaluation CCHS is committed to providing timely and transparent

data on testing, case, and vaccination rates to identify disparities, guide equity initiatives

with input from Public Health, community-based organizations and community members,

and assess results. Funding will be used to maintain and expand data identification,

visualization and analysis efforts as the pandemic continues to evolve and change.

Promoting Equitable Outcomes

The COVID-19 pandemic has disproportionally impacted communities of color, low-wage

essential workers, seniors and other historically disadvantaged populations. Contra Costa is

currently focusing on health disparities with African American, LatinX, homeless, non-English

speakers, disabled, elderly, and rural populations through a series of engagement activities and

services for these populations.

CCHS uses a variety of communication methods to outreach to residents, community

organizations, and businesses. These include direct resident marketing, including social media.

In addition to posting on its own channels and purchasing paid advertising, Contra Costa has a

team of 55 youth and young adult ambassadors that leverage their social media channels to

reach historically marginalized communities and provide information on COVID to residents.

CCHS also has a team of 17 community ambassadors that engage in canvassing, both at

businesses and door-to-door to provide information about COVID-19 vaccinations to community

residents. CCHS maintains relationships with businesses, particularly restaurants, other food

facilities and gas stations, and frequently provides information regarding services to these

groups. Additionally, the Equity Team maintains relationships with community-based
Contra Costa County Recovery Plan 6

organizations, faith-based communities, and other community partners. Partnerships have been

made or expanded with religious organizations (including churches and mosques), senior

affordable housing sites, community empowerment organizations, farmworker organizations,

schools and school districts, food banks and social service provides, and school districts. 

CCHS does not require identification or insurance for vaccination or testing appointments. All

vaccination and testing clinics allow for walk-in patients for greater access and ability to provide

services to the at-need population. Additionally, Contra Costa has a mobile team that provides

vaccinations at locations within the community where people live, work, and play to further

increase access to services. 

Contra Costa is measuring outcomes both by closing gaps, looking at the Healthy Places Index,

as well as tracking rates as a percentage of the population for a variety of racial, ethnic, age and

geographic groups. These data are tracked over time, with specific strategies addressed to

improve vaccination rates and testing.

CCHS aims to achieve equitable vaccination rates and reduced case rates across all population

groups within the county. This will be accomplished through a diverse strategy, as discussed in

other sections, including community ambassadors, partnerships with community and faith-based

organizations, and mobile vaccination clinics in areas where people trust. We will measure and

evaluate these efforts by tracking vaccination and testing with priority groups (e.g., African

American, LatinX, rural zip codes and others) and work toward narrowing the equity gap. By

tracking this data, CCHS will be able to invest further resources in those groups and

geographies with the largest gaps.

Contra Costa has used data from State and local sources to inform gaps in services from the

beginning of the COVID pandemic. Vaccination rates, testing rates, positivity rates, and

hospitalizations are tracked through dashboards where raw numbers or rates are displayed by

race, ethnicity, geography, and age. Using these dashboards, the response team has been able

to identify areas that are disproportionately impacted and provide additional outreach and

resources to those specific populations or geographic areas. CCHS uses a health equity

measure to track cases and vaccination across various quartile according to the Healthy Places

Index (HPI). In addition, the county uses Census tract data to further drilldown and outreach to

communities in smaller and more personalized initiatives. 

Additionally, CCHS solicits community and resident input on the county’s COVID-19 response

using focus groups and ongoing engagement through a variety of workgroups, which has

allowed for process improvements throughout the pandemic. CCHS developed multiple work

groups to focus on outreach and engagement for specific populations, including African

Americans, Latinx, Asian American and Pacific Islander communities, older adults and other

historically marginalized populations. The work groups are composed of residents, community

leaders, staff and faith-based leaders, with more than 100 participants attending each work

group meeting. To date, CCHS has hosted 20 provider-led presentations for over 1,000

participants. During the meetings, work group participants learn the latest COVID-19 disease

and vaccine information and are asked to volunteer to host vaccination sites, assist with

registration, conduct vaccine outreach, and provide volunteers to staff the sites.

CSLFRF funding will support testing, vaccination, contact tracing, mobile teams, and outreach

and communication efforts throughout the county, with a focus on traditionally marginalized

communities. For example, testing and vaccination locations have been strategically placed
Contra Costa County Recovery Plan 7

within historically marginalized communities that have the lowest vaccination rates and highest

case rates, including the cities of Richmond, Antioch and the Monument Corridor area with the

City of Concord. Locating sites in these areas not only reduces barriers to access, but also

increases visibility of COVID-19 response efforts. Funding will also support mobile teams and

outreach workers, which aim to further reduce access barriers. 

Community Engagement

CSLFRF funding will be used to supplement existing funding to support the continuation and

expansion of current community engagement efforts. CCHS works in partnership with CBOs to

build trust among populations that are disproportionately impacted by COVID-19. Launched in

March 2021, the COVID-19 Adult Ambassadors project hired, trained, and embedded trusted

community members within neighborhoods as cultural brokers of key health and safety

messages. The Ambassadors work in partnership with the Mobile Equity Team and have

increased vaccination rates, disseminated prevention messaging and engaged the community

through family-owned businesses, social media posts, community centers, schools, places of

worship and other gathering places. Building on this success, additional Ambassador programs

including the Youth and Young Adult Ambassadors and the COVID-19 “Street Team”

Ambassadors were formed to provide customized outreach to Contra Costa’s youth and re-entry

populations respectively. 

Additionally, funding will support the COVID-19 Historically Marginalized Communities

Engagement Unit (HMCE). The HMCE hosts monthly workgroups with local community

members and CBOs focused on identifying barriers to testing and vaccination and collaborating

on culturally appropriate approaches to address disparities. The HMCE will deepen its focus in

Fall 2021 to also highlight and further CCHS internal and external equity initiatives, both during

and beyond the pandemic, to increase accountability to community-based partners and elevate

their expertise and relationships.

Throughout the COVID-19 response, CCHS has engaged in open dialogue with representatives

from our disadvantaged communities to learn how to better reach, engage and build trust with

them. Feedback elicited from the above initiatives has informed CCHS’ COVID response, such

as staffing a multilingual call center and expanding testing and vaccine operations on the

weekends and evening hours. CCHS has also committed to providing timely and transparent

data on testing, case, and vaccination rates to identify disparities and guide equity initiatives;

working side by side with Public Health and CBOs to plan activities and target outreach and

education.

Labor Practices for Infrastructure Projects

The Contra Costa County Recovery Plan does not include infrastructure projects at this time.

Use of Evidence

Interventions developed by CCHS for all areas of the SLFRF projects are evidence-based and

data driven. Many strategies are based on evidence-based practices and studies focusing on

patient engagement, reducing barriers to care, data automation and accuracy, infection control

and mitigation and evidence-based strategies published by the Centers for Disease Control to

improve vaccine uptake. Examples of interventions included in our proposed ARPA projects that

use evidence-based strategies are listed below.
Contra Costa County Recovery Plan 8

• Mobile Testing, Vaccination and Other Services. Evidence shows that bringing

services to locations where people live, work and play can reduce barriers to health

services and increase awareness. CCHS has located COVID-19 testing, vaccination and

infection control educational services into the community to reduce barriers and increase

awareness among low-income and other communities disproportionately impacted by

the pandemic.

• Personalized Text Communication. Evidence shows that receiving messages from

your health care home increases uptake of health services, and studies have shown that

text messages can be effective methods of communication around health behaviors.

CCHS provides text messaging to patients who miss their second dose of COVID-19

vaccinations. To date, 4,531 patients received text messages and roughly 26% of these

patients eventually scheduled or received their second dose. In addition, to reduce

delays in communicating COVID-19 testing results, CCHS has made results available

through multiple platforms including secure text message and the electronic health

record patient portal. A results queue was established to provide telephonic follow up on

testing results for patients who do not have text-enabled phones or internet access.

• Using Trusted Leaders as Messengers. CCHS partners with religious leaders, primary

care providers, and other prominent community leaders to support outreach and

education efforts. Evidence demonstrates that uptake of health education messages

increases when delivered by a trusted messenger.

• Building Social Norms with Vaccine and Decreasing Access Barriers. CCHS has

prioritized building a mobile vaccination model, positioning vaccination teams at

workplaces, marketplaces, and other high traffic community settings. Mobile and

stationary sites have also reduced access barriers by offering evening and weekend

hours, walk-in options, and in-home vaccination for home bound residents. 

• Focus Groups Sessions. Focus group sessions with community members and

populations disproportionately impacted by the pandemic have provided a forum for

understanding barriers and gathering community input. Focus groups are a best-practice

approach for gathering community input.

• Education Campaigns. Communication toolkits using evidence-based prevention

messaging have been developed and made publicly available. Messages are displayed

through a variety of medium including targeted media ads, posters, social media

messages, as well as stickers and buttons. Outreach teams have also partnered directly

with businesses on employee health education and vaccine promotion campaigns.

• Surge Preparedness and Response Action Plan. Drawing on findings from After

Action Reports completed during prior response events (e.g., Anthrax, H1N1), CCHS

provided guidance on policies, surge preparedness and response action plans for local

hospitals. CCHS also serves as a centralized entity for processing requests for PPE and

other infection control supplies to be used internally and distributed to community

partners.

• Outbreak Prevention in Schools and Workplaces. Case Investigation/Contact Tracing

has been shown to be an effective way to reduce spread of infectious disease. Case

Investigation/Contact Tracing teams have responded to 4,427 Outbreaks and Exposures
Contra Costa County Recovery Plan 9

in businesses and schools through June 30, 2021. A dedicated ‘locations’ unit was

established within the Case Investigation/Contact Tracing Unit for monitoring outbreak

associated with schools and businesses and providing guidance on infection control

standards that decrease risk of future transmissions.

CCHS is not planning on conducting a rigorous evaluation of our ARPA funded projects and is 

instead using evidence-based interventions as described above. CCHS is in communications

with UC Berkeley to explore options to collaborate on future program evaluation efforts related

to our COVID-19 response.

Project Inventory

CCHS has three projects that will be funded through CSLFRF funds. These projects will target

economically disadvantaged communities in at least five distinct census tracts (3740.00,

3505.00, 3142, 3650.02 and 3690.01), as defined by HUD’s Qualified Census Tracts. As the

main safety net provider in Contra Costa County and the largest provider of Medi-Cal services,

many of our primary beneficiaries earn less than 60% of the median income. Projects are

summarized below.

Project 1: Prevention and Mitigation of COVID-19

Funding amount: $67,200,000

Project Expenditure Category: EC-1

www.cchealth.org

Project Overview: Project 1 will fund a broad range of services and programming for the

prevention and ongoing response to COVID-19. All project activities will be ongoing throughout

the FY21-22 project period and focus on maintaining, improving and expanding testing,

vaccination, contact tracing/case investigation, public health epidemiology, communication with

the public and purchase and distribution of PPE. These activities will be conducted by CCHS

and in coordination with community partners. The intended outcomes of this work are to

improve vaccination rates in areas of the county with low vaccine uptake, effectively and

efficiently meet the demand for testing with timely reporting of results, efficient and effective

communicable disease management, improve CCHS capacity for public health epidemiology

and data analytics, and effectively communicate with the public via trusted and culturally

relevant partners and sources that bridge the digital divide.

Use of Evidence: The goal of this project is to mitigate the spread of COVID-19. Interventions

developed by CCHS for this project are evidence-based and data driven. All the strategies

based on evidence-based studies that are listed in the Use of Evidence section apply to Project

1 activities.

Project 2: Delivery System COVID-19 Treatment and Medical Services

Funding amount: $22,400,000

Project Expenditure Category: EC-1

www.cchealth.org

Project Overview: The intended outcome of this project is to maintain and improve CCHS’s

delivery system to better respond to the medical and behavioral health needs of patients and
Contra Costa County Recovery Plan 10

residents impacted by COVID-19. All project activities will be ongoing throughout the FY21-22

project period and will be conducted by CCHS and, where relevant, in coordination with

community partners. Project activities include enhancing health care capacity to treat COVID-19

patients, capital investments or adaptations to public facilities to improve infrastructure for the

safe provision of services, technical assistance and education related to COVID-19 prevention

and mitigation for congregate living facilities and addressing gaps in care resulting from COVID19. The intended outcomes of this project are to improve health care capacity to provide care

and services to COVID-19 patients, improve infrastructure for the safe delivery of services and

build capacity to address gaps in care due to COVID-19.

Use of Evidence: The goal of this project is to improve the delivery system for COVID-19

treatment and related medical services and enhance workplace safety.

Project 3: Addressing Disparities in Public Health Outcomes

Funding amount: $22,400,000

Project Expenditure Category: EC-1

www.cchealth.org

Project Overview: The COVID-19 pandemic has disproportionally impacted communities of

color, low-wage essential workers, and other historically disadvantaged populations. This

project addresses CCHS’s ability to effectively monitor and respond to these disparities and

work closely with our community partners and the public to improve the design and execution of

public health programs and outcomes. Key activities within this project include maintenance

and expansion of current community engagement efforts, targeted consumer outreach and

communications, and data analysis and evaluation to identify disparities, guide equity initiatives

with input from Public Health and CBOs and assess results. The intended outcomes of this

project are to reduce disparities in COVID-19 related public health outcomes.

Use of Evidence: The goal of this project is to eliminate disparities in COVID-19 public health

outcomes. Interventions developed by CCHS for this project are evidence-based and data

driven. Project 3 activities are based on evidence-based studies that are listed in the Use of

Evidence section.

Performance Report

Project 1: Prevention and Mitigation of COVID-19

Key performance indicators for this project include:

- Percent of tests that are positive by age, region, race/ethnicity and homelessness

- 7-day average of the number of tests performed per day by age, region, race/ethnicity

and homelessness

- Number of vaccinations provided by region, race/ethnicity, age and homelessness

- Lab turnaround time for testing results for all labs processing tests collected in Contra

Costa County

- Number of exposure events responded to

- Number of positive cases reached

- Percent of positive cases that provided contacts

- Percent of positive contacts that were reached
Contra Costa County Recovery Plan 11

Project 2: Delivery System COVID-19 Treatment and Medical Services

Key performance indicators for this project include:

- Patients admitted with COVID-19 to Contra Costa Regional Medical Center by age,

region, race/ethnicity and vaccination status

- Patients admitted to the ICU with COVID-19 at Contra Costa Regional Medical Center

by age, region, race/ethnicity and vaccination status

- Patients admitted with COVID-19 to Contra Costa Regional Medical Center who are on

ventilators by age, region, race/ethnicity and vaccination status

- Increase percentage of children and adolescents ages 3-21 years who have had one or

more well-child visits within the last 12 months among CCHS patients

- Increase rates of childhood immunizations among CCHS patients

- Research and assess a vendor for a HIPAA-compliant patient texting platform with

electronic health record interoperability

Project 3: Address Disparities in Public Health Outcomes

CCHS will use the key performance indicators below for this project to track and Identify

disparities:

- COVID-19 Hospitalizations of Contra Costa residents by age, region, race/ethnicity, and

vaccination status

- 7-day average of the number of tests performed per day by age, region, race/ethnicity

and homelessness

- Number of vaccinations provided by region, race/ethnicity, age and homelessness

- Research and assess vendors for the following IT improvements:

o HIPAA-compliant patient texting platform with electronic health record

interoperability

o Data tools to identify, visualize and analyze health data to better monitor

disparities
Contra Costa County Recovery Plan 12

Contra Costa County

Health Services Department

Recovery Plan

Table of Expenses by Expenditure Category

Category

Cumulative

Obligations to

Date 1

Cumulative

Expenditures

to Date 2

Amount Spent

Since Last

Recovery

Plan 2

1 Expenditure Category: Public

Health

1.1 COVID-19 Vaccination $23,792,111 $26,183 $26,183

1.2 COVID-19 Testing $24,367,100 $58,621 $58,621

1.3 COVID-19 Contact Tracing $2,951,475 $968,162 $968,162

1.4

Prevention in Congregate

Settings (Nursing Homes,

Prisons/Jails, Dense Work Sites,

Schools, etc.)

$2,000,000 - -

1.5 Personal Protective Equipment $2,660,498 - -

1.6 Medical Expenses (including

Alternative Care Facilities) $5,527,000 $37,497 $37,497

1.8

Other COVID-19 Public Health

Expenses (including

Communications, Enforcement,

Isolation/Quarantine)

$8,848,853 $8,679 $8,679

1.9

Payroll Costs for Public Health,

Safety, and Other Public Sector

Staff Responding to COVID-19

$1,704,161 $1,704,161 $1,704,161

1.10 Mental Health Services $19,583 $19,583 $19,583

1.12 Other Public Health Services $25,318,832 $17,500 $17,500

TOTAL $97,189,612 $2,840,386 $2,840,386

1 According to Treasury guidance, an obligation is an order placed for property and services, contracts

and subawards made, and similar transactions that require payment.

2 CCHS SLFRA funding is for the period July 1, 2021 – June 30, 2022. The expenditures reported

represent payments made for July services (note: this is a partial reporting of actual July services; vendor

invoices and the subsequent payments lag 30-60 days after the services delivery data and will be

reflected in the month of payment).