OK spending $10,000 on sales tax poll

By Daniel Borsuk

The Contra Costa County Board of Supervisors got an earful of complaints on Tuesday from citizens upset over a proposal to award Sheriff David O. Livingston’s department a $2.8 million pay raise up and a department request to buy a $275,000 LDV Custom Specialty Vehicle at a time library hours are being slashed and librarians are getting pink slips.

At the last minute, a proposal to layoff up 16 Department of Child Support Services workers was scuttled from the agenda when county officials learned that the Governor’s Office has proposed state funding that could keep the child support services positions on the payroll. County officials were unaware of the new state funding source before Tuesday’s meeting and details were not provided at Tuesday’s meeting.

In the Black Lives Matter era, supervisors listened via teleconference how speakers objected to the county’s proposal to give Sheriff Livingston, who has been the target of numerous complaints from citizens about how his deputies abuse the rights of male and female prisoners of color, should not receive a $2.8 million increase for fiscal year 2020/2021 when many other county services like libraries are taking funding cuts.

County Administrator David Twa said because of the uncertainty of the state’s fiscal situation due to COVID-19, the supervisors will not get around to passing a 2020-2021 budget until August, not June.

Speakers also opposed Sheriff Livingston’s request to use a $275,000 2017-2018 State Homeland Security Grant Program to buy a 2019 or 2020 Ford F550 Logistics Support Vehicle.

“Now is not the time to increase the Sheriff’s budget,” protested Harry Baker of Pleasant Hill, who had demonstrated a day earlier in front of Sheriff Livingston’s Danville home. Speaking to supervisors’ telephone, Baker said. “Keep the libraries open. Police brutality is on the rise. Don’t increase the sheriff’s budget.”

“You should not increase the sheriff’s budget when you’re making cuts in the library and child support services,” complained Francisco Torrez of Pittsburg. “Libraries are part of our democratic process. Hospitals are needed in West county   Talk about militarization. We don’t have any faith in our Sheriff.”

“I oppose increasing the Sheriff’s budget,” protested Rachel Cohen of Danville. “He has proven to be a racist. Juvenile Hall should be closed. Fund social programs, public housing, libraries. Look at Minneapolis, San Francisco, Portland, Oregon, at what police should look like.”

Several speakers like Raymond Hutchins called on supervisors Diane Burgis of Brentwood, Karen Mitchoff of Pleasant Hill and Federal Glover of Pittsburg for accepting collectively $22,500 in campaign funds from the Contra Costa County Sheriff’s Association.

None of the three supervisors addressed the charge about accepting sheriff’s association campaign funds, especially Glover who faces a runoff election this November against county assessor Gus Kramer.

Neither the sheriff nor a spokesman was available to comment about the protestor’s statements at Tuesday’s meeting.

Concerning the sheriff’s request for a $275,000 LDV Custom Specialty Vehicle, speakers questioned why the Sheriff’s Office needs an armored vehicle for search and rescue purposes and other speakers thought the vehicle will be improperly used by deputies to patrol peaceful BLM demonstrations.

“This truck will used to respond to wildfires,” said Supervisor Mitchoff. “This is an armored vehicle. Its main use is for support.”

Supervisors unanimously approved the state grant for the sheriff to buy the CSV.

Libraries Reduce Hours, Cut Staff

County librarian Melinda Cervantes relayed the bad news to supervisors that because of the dwindling revenues, several cities have to cutback operating hours to the county’s mandatory 35 hours per week schedule. As a result of the reduced operating hours, the library is laying off 32 librarians, mostly library assistant -journey level employees.

The Brentwood library will cut hours per week from 56 to 35, Clayton from 56 to 35 hours, Concord from 52 to 48 hours, Danville from 60 to 56 hours, El Cerrito from 50 to 46 hours, Hercules from 43 to 39 hours, Lafayette from 58 to 54 hours, Moraga from 39 hours to 35 hours, Orinda from 60 per week to 56, San Pablo will reduce hours from 47 to 35, and San Ramon from 58 hours to 54 hours.

County Administrator Twa said the librarians will be offered positions elsewhere in the county, most likely clerical positions.

Supervisors voted 5-0 in approving the reduction in library operations and staffing.

Agree to Spend $10,000 on Sales Tax Poll

In the county’s quest to draw additional funds to support public services, the supervisors agreed on a 4-1 vote to spend $10,000 for a polling firm to test prospective voters whether a tax increase could muster voter approval this November.

Board chair Candace Andersen of Danville cast the lone dissenting vote on the proposal suggested by District 1 Supervisor John Gioia of Richmond. Some $21,000 has already been raised to conduct a poll from labor unions and other organizations.

Certain features of the 75-word poll would test the public’s opinion about the pandemic, willingness to pay more in taxes in the areas of hospitals, sheriff services, abuse, senior services, mental health, youth services, and criticism in the community.

Hair Salons, Barber Shops Allowed to Open

Supervisors were informed from Deputy Public Health Officer Dr. Tom Warren that the county is taking another step toward alignment with the state’s guidance on opening businesses and activities, while recommending that residents stay home as much as possible and take steps to protect themselves and each other when leaving the house.

Dr. Warren told supervisors the county’s health order now allows hair salons and barber shops to reopen for business beginning Wednesday morning. They must follow state health guidance to reduce the risk of spreading COVID-19.

The new order also increases the number of swimmers who may share a pool to 1 person per 75 square feet, as allowed by the state. The social distancing order also allows as many as 100 persons to attend a funeral or other religious service at an indoor place of worship, in line with the state health guidance.

Planning Review to Begin on Walnut Creek Area Senior Development

The Contra Costa County Conservation & Development Department got the green light to begin general plan amendment study of Spieker Senior Development Partner’s congregate care/senior housing development (CCSHD) in unincorporated Walnut Creek, at the end of Seven Hills Ranch Road.

The project is regulated by the State of California Department of Social Services to provide lifetime occupancy and support services, instead of ownership interests.

The development consists of two independent living units providing about 351 total units and a health care center with 100 total units – 50 units for skilled nursing, 20 units for memory care and 30 units for assisted living.

The proposed development would provide a clubhouse, recreation building, parking, and maintenance buildings.

Dear Editor:

Following is the letter I sent to the council.  My goal is to educate the council and have them conclude this ad-hoc commission is not needed.  Feel free to print this letter so the community can be educated also.

Dear Mayor and City Council,

My name is Jesse Zuniga, I moved to Antioch in 1989, from the inner Bay Area.  I served as a police officer for the City of Hayward between 1983 -1994.  In 1994, I lateraled to the City of Tracy where I served as a police officer until I retired in 2002.  I also served as an Antioch Police Crime Prevention Commissioner for two terms.  Since moving to Antioch, I have worked in partnership with our police department and city government to maintain a safe and clean community in order to improve the quality of life for our residents.  I have been a private investigator for nearly 20 years, and I serve as an independent panel investigator for the Peace Officers Research Association of California (PORAC’s) Legal Defense Fund.  My firm provides independent and neutral legal investigations for PORAC’s legal defense fund when police officers are accused of misconduct or criminal behavior.  I travel throughout the state conducting such independent investigations.

I am aware of the “Ad Hoc Police Commission” that has been proposed by council members Lamar Thorpe, Monica Wilson and Thomas Smith, our city attorney.  I would like to provide you a summary of educational and valuable facts to consider before implementing a “police oversight commission.”

In my nearly 20 years of subcontracting as an independent investigator to PORAC’s legal defense fund, I have conducted hundreds of investigations involving first responders in both San Francisco (SF) and Oakland.  Both of these Bay Area cities have independent police oversight commissions.  I can attest to the fact that these oversight commissions are comprised of civilians and attorneys that have little knowledge about police practices.  Oversight police commissions are judging police officers’ tactics, practices, training policies and providing a sense of reform within their police organizations.  These commissions are often implementing policies and procedures that put the safety of first responder at high risk, because these policies conflict with state and federal laws and the California Peace Officers Standards and Training regulations.  Oakland PD was mandated by the Federal Court to implement a variety of reform procedures in the early 2000’s that led to officer deaths, following the infamous Oakland Riders trial and the establishment of new policies by their police oversight commission.

The California Peace Officers Standards and Training (POST), provides exemplary training and guidelines that conform with state and federal standards to keep officers and the community they protect safe.  The POST training standards and guidelines are also supported by State and Federal Law. Police chiefs and sheriffs implement rules, regulations, policies and procedures that conform to the POST training standards and State and Federal standards/laws.  Law enforcement agencies often submit their rules and regulations/policies and procedures to POST for review and approval by the POST commission.  POST also conducts frequent audits and provides oversight to each law enforcement agency;  the POST audit process is very strict.  The strict standards that a police agency must meet are being evaluated by professionals in the law enforcement field to ensure officer safety and the safety of their constituents.

My experience with the SF and Oakland oversight commissions has shown me that civilian oversight commissions often make decisions based on personal bias’ or perceptions instead of reviewing a situation objectively and adhering to the POST standards, state and/or federal law standards.  The personal, emotional and political decisions of oversight commissions have proven to be costly to their cities and detrimental to the safety of their law enforcement personnel.  Commissions make decisions to impose discipline upon officers based on personal feelings or agendas, which often violate the Peace Officer’s Bill of Rights, the California Government Code, the agency’s policies and procedures and state and federal law.  The officers in question have the right to appeal the commission’s decision via an administrative proceeding or a court of law.  The expense of the appeal process is incurred by the city who imposes the discipline.  Frequently, the employee is reinstated by an administrative hearing officer/court judge.  Upon reinstatement, the city must make the employee whole by way of full reimbursement of lost earnings and benefits.  Because the administrative and court process can take years, the costs range from hundreds of thousands of dollars to millions per employee.   In many cases, the commission’s decisions will override the imposed legal disciplinary recommendation by a police chief or sheriff.  We saw this recently in Oakland.  The Oakland commission used a predetermined outcome regarding a police officer’s use of force, which was in conflict with the police chief’s recommendation.  The former Oakland police chief’s decision was based upon the POST standards, state and federal law standards.  The commission’s predetermined disciplinary outcome did not meet the legal standards; the commission attempted to strong arm the former Oakland police chief following the commission’s decision.  The chief’s refusal to violate departmental policy, along with state and federal law led to the unilateral commission decision to terminate the Oakland police chief.  The former chief has filed a lawsuit against the city of Oakland and if the chief is awarded compensation or the city coordinates a settlement agreement, either can prove costly to the city of Oakland.  Antioch’s city attorney Thomas Lloyd Smith was a member of the Oakland commission that terminated the Oakland Chief.  Mr. Lloyd has served on the Oakland oversight commission since October 2017 and his term expires in October 2020.  Mr. Lloyd has first hand knowledge of the adverse affects the Oakland oversight commission has had on the Oakland community and police department.

Poor political decisions by an oversight commission have negative affects on a police organization and will create low morale that will lead to an exodus of police officers.  The recruiting/hiring process and training new officers is costly.  Subsequently, applicants are less likely to seek a job opportunity where the city government and commission do not support their officers’ and community members’ safety.  Cities like Oakland and SF have been struggling for decades to retain qualified officers, therefore, those cities have lowered their hiring standards, which attracts less desirable applicants that cannot meet the strict hiring standards of other agencies.  Antioch has benefitted from the hiring of the experienced and highly qualified officers who have left Oakland, SF and Stockton due to the unsavory political climates created by their oversight commissions.  

A few years back, the Antioch Police Department suffered from poor political decisions.  The results of the poor political decisions led to officers leaving the Antioch Police Department to work for other Bay Area agencies where the officers were valued as professionals.  I have been involved in investigating several administrative police disciplinary matters within the Antioch Police Department.   I also have professional relationships with many current officers, some of which came from other police departments.   Recently, the Antioch Police Department’s morale has improved, community relations have improved significantly, community based policing has been implemented in a successful manner, and accountability within the police department is equal amongst the ranks.  Implementing an oversight police commission can diminish all of these positive gains.

I would like to provide a summary of checks and balances already in place, and to provide some educational facts regarding the 6 points outlined on your ad-hoc commission meeting agenda:

1.  “Prevention of excessive use of force by police officers against members of the public, including banning police from using carotid artery restraints and chokeholds;”  The application of the carotid restraint is a technique that is only used in extreme circumstances where a combative suspect needs to be subdued because the suspect’s active resistance and the use of other techniques and or tools have proven to be completely ineffective.  The carotid restraint is rarely used and has proven to be effective when an officer’s life or community member’s life is at risk.  As with any technique or tool used, there can be negative implications.  Although the risk of death is present when applying the carotid restraint, statistics show that death as a result of the carotid restraint is very minimal and is not as lethal as discharging a firearm.
2.  “Demilitirazation”, elimination of military equipment from the police department.  Police agencies nation wide have had to Implement military style equipment and tactics in order to match the military style weapons and military type body armor criminals posses and often use in mass school shootings, malls and places of worship.  In 1997, TWO bank robbers in North Hollywood armed with AK-47s were responsible for shooting multiple officers and citizens during the botched robbery.  The police officers carrying handguns were outgunned by the robbers.  The Los Angeles SWAT team was deployed and one suspect wearing body armor was shot 28 times before becoming disabled.  The 1997 North Hollywood incident created the nation wide implementation, demand and need of military style weapons and tactics by police in order toprotect law abiding citizens and law enforcement personnel.  It is not reasonable nor responsible to take police departments back to the days of carrying revolvers (which carry six bullets) while criminals are armed with AR-15’s, AK 47’s, or many other assault type weapons that can carry or fire 30, 50 or hundreds of bullets in seconds, or bullets that can pierce a typical police bullet proof vest or concrete walls.  The use of armored vehicles, military style weapons and military type protective gear is necessary to protect the police officers while they risk their lives protecting their communities.  Criminals engaging in violent assaults in a community while using military style weapons must be met with equal or superior tools to neutralize the threat.In 2009, four Oakland police officers were killed by one suspect who was armed with a military style weapon.  One officer was killed during a traffic stop and the other three officers were SWAT team members who were ambushed by the suspect.  Had the Oakland SWAT and the Alameda County SWAT team members not been equipped with the approrpiate military gear there may have been more officers or community members killed by one suspect.  Luckily, Oakland Police and the Alameda County Sheriff’s Department SWAT teams and patrol officers were properly equipped and trained to neutralize such a violent suspect without further loss of life or harm to the Oakland community.   I am confident you would not want Antioch PD to suffer such a loss or be ill prepared to handle such a devastating and dangerous act of terror in our community.
3.  “Required use of conflict de-escalation approaches by all sworn officers when interacting with the public”.  De-escalation tactics are taught and used everyday by police officers.  People must understand that when an officer implements his/her de-esclation tactics there are two critical points that need to occur for the de-escalation tactic to be successful.  First, the suspect has to mentally recognize the de-escalation process and second, the suspect has to agree and engage in the de-escalation process.  If the suspect refuses to recognize or engage in the de-escalation process then the de-escalation process is rendered unsuccessful and useless.  Once the de-escalation tactics are refused by the suspect, the officer must recognize the refusal and immediately implement other tactics to control the situation in order to protect the suspect, the officers or community members.
4.  “Increased accountability, including the process of receipt and review public complaints against the police for excessive use of force, racial and/or ethnic profiling, and other police misconduct”.  California POST and the state and federal laws are already in place to seek accountability that is within the law.  The law already allows for a review of public complaints pertaining to the use of force or other personnel complaints.  This is called a “pitches motion” and it can be filed in court.  There is also a public records request process, however, there are legal standards implanted by the state and federal government that must be met by the police agency prior to releasing the information requested.  There are also legal standards for the reporting of racial and/ethnic profiling that must be met by a police agency.
5.  “Improvement of police officer candidate recruitment, screening, training, and hiring practices including an analysis of policies concerning implicit bias, candidate diversity and candidate background checks; and” .  California POST has strict standards for the police hiring process.  Applicant have to pass a series of physical and medical exams, an intense multi phase psychological exam (which will expose the exact objectives you outlined), a polygraph exam, and an intense background check tho include behaviors that are seen from the time an applicant was a child to adulthood.  The criteria is so strict that most applicants fail the background, psychological exam or the polygraph, which disqualifies the applicant from proceeding with the hiring process.
6.  “Police Department budget appropriations” . The police department manager/chief has checks and balances for the budget process.  The police budget is overseen and approved by the city manager, the city treasurer and ultimately the city council.

It is my hope that after reviewing the summary of information provided, you can agree that there are many substantive and strict legal checks and balances already in place.   If we are to seek equity and accountability, then let’s demand that of everyone, including those who engage in behavior that is detrimental to the safety of our community.  As council members you took an oath to represent all members of our community and your constituents.  Creating a police oversight commission will only increase costs and decrease safety for our police officers and our community.

Thank you for your consideration,

Jesse Zuniga, Jr.

Antioch

 

Law & Justice

Issued on: June 16, 2020

By the authority vested in me as President by the Constitution and the laws of the United States of America, it is hereby ordered as follows:

Section 1.  Purpose.  As Americans, we believe that all persons are created equal and endowed with the inalienable rights to life and liberty.  A fundamental purpose of government is to secure these inalienable rights.  Federal, State, local, tribal, and territorial law enforcement officers place their lives at risk every day to ensure that these rights are preserved.

Law enforcement officers provide the essential protection that all Americans require to raise their families and lead productive lives.  The relationship between our fellow citizens and law enforcement officers is an important element in their ability to provide that protection.  By working directly with their communities, law enforcement officers can help foster a safe environment where we all can prosper.

Unfortunately, there have been instances in which some officers have misused their authority, challenging the trust of the American people, with tragic consequences for individual victims, their communities, and our Nation.  All Americans are entitled to live with the confidence that the law enforcement officers and agencies in their communities will live up to our Nation’s founding ideals and will protect the rights of all persons.  Particularly in African-American communities, we must redouble our efforts as a Nation to swiftly address instances of misconduct.

The Constitution declares in its preamble that one of its primary purposes was to establish Justice.  Generations of Americans have marched, fought, bled, and died to safeguard the promise of our founding document and protect our shared inalienable rights.  Federal, State, local, tribal, and territorial leaders must act in furtherance of that legacy.

Sec. 2.  Certification and Credentialing.  (a)  State and local law enforcement agencies must constantly assess and improve their practices and policies to ensure transparent, safe, and accountable delivery of law enforcement services to their communities.  Independent credentialing bodies can accelerate these assessments, enhance citizen confidence in law enforcement practices, and allow for the identification and correction of internal deficiencies before those deficiencies result in injury to the public or to law enforcement officers.

(b)  The Attorney General shall, as appropriate and consistent with applicable law, allocate Department of Justice discretionary grant funding only to those State and local law enforcement agencies that have sought or are in the process of seeking appropriate credentials from a reputable independent credentialing body certified by the Attorney General.

(c)  The Attorney General shall certify independent credentialing bodies that meet standards to be set by the Attorney General.  Reputable, independent credentialing bodies, eligible for certification by the Attorney General, should address certain topics in their reviews, such as policies and training regarding use–of-force and de-escalation techniques; performance management tools, such as early warning systems that help to identify officers who may require intervention; and best practices regarding community engagement.  The Attorney General’s standards for certification shall require independent credentialing bodies to, at a minimum, confirm that:

(i)   the State or local law enforcement agency’s use-of-force policies adhere to all applicable Federal, State, and local laws; and

(ii)  the State or local law enforcement agency’s use-of-force policies prohibit the use of chokeholds — a physical maneuver that restricts an individual’s ability to breathe for the purposes of incapacitation — except in those situations where the use of deadly force is allowed by law.

(d)  The Attorney General shall engage with existing and prospective independent credentialing bodies to encourage them to offer a cost-effective, targeted credentialing process regarding appropriate use-of-force policies that law enforcement agencies of all sizes in urban and rural jurisdictions may access.

Sec. 3.  Information Sharing.  (a)  The Attorney General shall create a database to coordinate the sharing of information between and among Federal, State, local, tribal, and territorial law enforcement agencies concerning instances of excessive use of force related to law enforcement matters, accounting for applicable privacy and due process rights.

(b)  The database described in subsection (a) of this section shall include a mechanism to track, as permissible, terminations or de-certifications of law enforcement officers, criminal convictions of law enforcement officers for on-duty conduct, and civil judgments against law enforcement officers for improper use of force.  The database described in subsection (a) of this section shall account for instances where a law enforcement officer resigns or retires while under active investigation related to the use of force.  The Attorney General shall take appropriate steps to ensure that the information in the database consists only of instances in which law enforcement officers were afforded fair process.

(c)  The Attorney General shall regularly and periodically make available to the public aggregated and anonymized data from the database described in subsection (a) of this section, as consistent with applicable law.

(d)  The Attorney General shall, as appropriate and consistent with applicable law, allocate Department of Justice discretionary grant funding only to those law enforcement agencies that submit the information described in subsection (b) of this section.

Sec. 4.  Mental Health, Homelessness, and Addiction.  (a)  Since the mid-twentieth century, America has witnessed a reduction in targeted mental health treatment.  Ineffective policies have left more individuals with mental health needs on our Nation’s streets, which has expanded the responsibilities of law enforcement officers.  As a society, we must take steps to safely and humanely care for those who suffer from mental illness and substance abuse in a manner that addresses such individuals’ needs and the needs of their communities.  It is the policy of the United States to promote the use of appropriate social services as the primary response to individuals who suffer from impaired mental health, homelessness, and addiction, recognizing that, because law enforcement officers often encounter such individuals suffering from these conditions in the course of their duties, all officers should be properly trained for such encounters.

(b)  The Attorney General shall, in consultation with the Secretary of Health and Human Services as appropriate, identify and develop opportunities to train law enforcement officers with respect to encounters with individuals suffering from impaired mental health, homelessness, and addiction; to increase the capacity of social workers working directly with law enforcement agencies; and to provide guidance regarding the development and implementation of co-responder programs, which involve social workers or other mental health professionals working alongside law enforcement officers so that they arrive and address situations together.  The Attorney General and the Secretary of Health and Human Services shall prioritize resources, as appropriate and consistent with applicable law, to support such opportunities.

(c)  The Secretary of Health and Human Services shall survey community-support models addressing mental health, homelessness, and addiction.  Within 90 days of the date of this order, the Secretary of Health and Human Services shall summarize the results of this survey in a report to the President, through the Assistant to the President for Domestic Policy and the Director of the Office of Management and Budget, which shall include specific recommendations regarding how appropriated funds can be reallocated to support widespread adoption of successful models and recommendations for additional funding, if needed.

(d)  The Secretary of Health and Human Services shall, in coordination with the Attorney General and the Director of the Office of Management and Budget, prioritize resources, as appropriate and consistent with applicable law, to implement community-support models as recommended in the report described in subsection (c) of this section.

Sec. 5.  Legislation and Grant Programs.  (a)  The Attorney General, in consultation with the Assistant to the President for Domestic Policy and the Director of the Office of Management and Budget, shall develop and propose new legislation to the Congress that could be enacted to enhance the tools and resources available to improve law enforcement practices and build community engagement.

(b)  The legislation described in subsection (a) of this section shall include recommendations to enhance current grant programs to improve law enforcement practices and build community engagement, including through:

(i)    assisting State and local law enforcement agencies with implementing the credentialing process described in section 2 of this order, the reporting described in section 3 of this order, and the co responder and community-support models described in section 4 of this order;

(ii)   training and technical assistance required to adopt and implement improved use–of-force policies and procedures, including scenario-driven de-escalation techniques;

(iii)  retention of high-performing law enforcement officers and recruitment of law enforcement officers who are likely to be high-performing;

(iv)   confidential access to mental health services for law enforcement officers; and

(v)    programs aimed at developing or improving relationships between law enforcement and the communities they serve, including through community outreach and listening sessions, and supporting non profit organizations that focus on improving stressed relationships between law enforcement officers and the communities they serve.

Sec. 6.  General Provisions.  (a)  Nothing in this order shall be construed to impair or otherwise affect:

(i)   the authority granted by law to an executive department or agency, or the head thereof; or

(ii)  the functions of the Director of the Office of Management and Budget relating to budgetary, administrative, or legislative proposals.

(b)  This order shall be implemented consistent with applicable law and subject to the availability of appropriations.

(c)  This order is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.

DONALD J. TRUMP

THE WHITE HOUSE,
June 16, 2020.

 

Plea entered today, Tuesday, June 16, 2020 in Butte County Superior Court

SAN FRANCISCO—PG&E today entered its plea in Butte County Superior Court related to its role in the 2018 Camp Fire. In accordance with the agreement PG&E reached in March 2020 with the Butte County District Attorney, the company pleaded guilty to 84 counts of involuntary manslaughter and one count of unlawfully starting a fire.

The following statement was delivered today in court by PG&E Corporation CEO and President Bill Johnson.

“I am here today on behalf of the 23,000 men and women of PG&E, to accept responsibility for the fire here that took so many lives and changed these communities forever.

I have heard the pain and the anguish of victims as they’ve described the loss they continue to endure, and the wounds that can’t be healed. No words from me could ever reduce the magnitude of such devastation or do anything to repair the damage. But I hope that the actions we are taking here today will help bring some measure of peace.

Our equipment started the fire that destroyed the towns of Paradise and Concow and severely burned Magalia and other parts of Butte County. That fire took the lives of 85 people. Thousands lost their homes and businesses, and many others were forced to evacuate under horrific circumstances.

I wish there were some way to take back what happened or take away the pain of those who’ve suffered. But I know there’s not.

What I can say is this: First, PG&E will never forget the Camp Fire and all that it took from this region. We remain deeply, deeply sorry for the terrible devastation we have caused.

Second, since the Camp Fire, we have worked side-by-side with Butte County residents and public officials to help the Paradise region recover and rebuild. That work continues today, and we are doing everything we can to make things right.

Third, we are working hard to get the victims compensated. With our Plan of Reorganization on track to be approved by June 30, their wait may finally be nearing an end. In fact, the Bankruptcy Court has concluded confirmation hearings regarding our Plan. This should be one of the final steps toward paying the $25.5 billion in settlements we’ve reached with wildfire victims, Butte County agencies and others.

Finally, I want to reiterate to the Court and all of the people of the Paradise region that the lessons PG&E learned from the Camp Fire are being taken to heart and are driving comprehensive changes currently underway at PG&E.

We are intently focused on reducing the risk of wildfire in our communities. We have improved our inspection and operational protocols. We are hardening our energy system and making it more resilient. We have incorporated advanced technology to better predict and detect extreme weather conditions. All of this, and more, is being done to help make sure the tragedy that occurred here never happens again, in any of the communities we serve.

In closing, I want to reiterate that on behalf of PG&E, I apologize for the pain we have caused. We know we cannot replace all that the fire destroyed. We do hope that by pleading guilty and accepting accountability, by compensating victims and supporting rebuilding efforts, and by making significant, lasting changes in the way we operate, we can honor those who were lost and help this community move forward.

Your Honor, we make this plea with sadness and regret—and with eyes open to what happened, and to what we must do to make things right.”

About PG&E Corporation

PG&E Corporation is a holding company headquartered in San Francisco. It is the parent company of Pacific Gas and Electric Company (the “Utility”), an energy company that serves 16 million Californians across a 70,000-square-mile service area in Northern and Central California. Each of PG&E Corporation and the Utility is a separate entity, with distinct creditors and claimants, and is subject to separate laws, rules and regulations. For more information, visit http://www.pgecorp.com. In this news release, they are together referred to as “PG&E.”

School-age youth are invited to join the Recreation Department for Coyote Hills Outdoor Summer Day Camps starting the week of June 29th and continuing through July 2020! Staff has developed comprehensive camp safety guidelines based upon National guidelines from the Centers for Disease Control and the American Camping Association. Protective measures for staff and campers, includes thorough pre-screening measures, separating groups of campers, and modifying camp activities.

Campers will still enjoy an outstanding Coyote Hills Camp experience each week with a fun new theme in the great outdoors at Prewett Park on Lone Tree Way next to the Antioch Community Center and Antioch Water Park and across from Deer Valley High School. All games and activities have been developed to meet current health guidelines including social distancing.

Many seasoned camp staff are returning to camp this summer and look forward to seeing campers and families! Registration is now open online only at www.antiochca.gov/recreation/activity-registration. For general information summer recreation programs and reopening plans call the Antioch Recreation Department at 925-776-3050.

Includes hair salons, barber shops, and 100 people at indoor church services and funerals

Contra Costa Health Services is taking another step toward alignment with the State of California’s guidance on opening businesses and activities at a pace that protects public health and safety. At the same time, CCHS continues to recommend that residents stay home as much as possible and take steps to protect themselves and each other when leaving the house.

The Contra Costa Health Officer has amended the county’s health order to allow hair salons and barbers to reopen for business beginning Wednesday morning. They must follow state health guidance to reduce the risk of spreading COVID-19.

The new order also increases the number of swimmers who may share a pool to 1 person per 75 square feet, as allowed by the state.

The social distancing order also allows as many as 100 people to attend a funeral or other religious service at an indoor place of worship, in line with the state’s health guidance.

Some of Contra Costa’s key indicators for measuring how well the community is slowing the spread of COVID-19 did increase in the first half of June, an expected outcome as more people come into more contact with each other as the county gradually reopens businesses and activities.

CCHS is carefully monitoring that data and could adjust the reopening timeline to protect the public health.

CCHS encourages everyone to take simple steps to protect themselves from COVID-19: Follow the shelter-in-place order, and wear a face covering when you go out or are near other people. Wash your hands thoroughly and frequently, and always stay home from work or school if you are not feeling well.

Visit www.coronavirus.cchealth.org/health-orders to read the new health order and its appendices, and for local information about Contra Costa’s response to the COVID-19 pandemic.

 

Families can still get outdoors while staying at home – host a family camping event right in your own backyard! June is “Great Outdoors Month” so the Antioch Recreation Department is hosting a Community Campout in your backyard on Saturday, June 20, 2020. Prepare for an unforgettable evening in nature, from gathering the right camping supplies to making the perfect s’more. There are camping and nature movies you can watch, games that all ages can play, and the unforgettable campfire songs. Every campout should end with stargazing and a song or two. The Recreation Department has pulled together a list of resources for planning your backyard campout, even if you still choose to sleep in the house!

Visit the campout page https://www.antiochca.gov/recreation/virtual-recreation-center-and-network/ to get started. Families are encouraged to share their “camping” pictures on the Recreation Facebook page www.facebook.com/antiochrecreation starting Saturday, June 20th. Great Outdoors Month began under President Clinton in 1998 and has grown into a month-long celebration of the outdoors. Today, during COVID-19, parks and outdoor places have become essential to a healthy and active life for all family members.

For more information about the Antioch Community Campout – In Your Backyard – call the Recreation Department at (925) 776-3050.

By Allen Payton

During their meeting on Tuesday, June 9, 2020 the Antioch City Council voted unanimously to change the way the mayor pro tem is selected, in response to the new district elections that will go into effect in November, and limit it to just a one year term. In other cities the position has the title of vice mayor and the holder acts in place of the mayor, represents the city and chairs the council meetings when the mayor is absent or unavailable.

Currently the highest vote-getter in the most recent council election has served as mayor pro tem for the following two years.

But, now, according to the language in the new ordinance, “the Mayor Pro Tempore shall serve a one-year term at the pleasure of the Council and until his or her successor qualifies for office. No Council member shall serve consecutive terms as Mayor Pro Tempore unless no other Council member eligible in accordance with section 2-1.401 is willing to serve as Mayor Pro Tempore.”

In addition the new ordinance reads, “If all Council members have previously served as mayor pro tempore, or if the Council members eligible…decline, the City Council shall select the Council member who received the highest percentage of votes in his or her district in the most recent general municipal election at which the Council member was elected.”

So, the position will still be given to the highest vote getter for the year following the most recent election. But, during the second year the position will be decided by a vote of the city council.

The change is “to conform with the by-district election process commencing at the November 2020 general municipal election so Council members from all districts have the opportunity to serve as Mayor Pro Tempore.”

Antioch’s current mayor pro tem is Joy Motts who has held the position since being elected in 2018 but, ends this year along with her council term. The next mayor pro tem will take their position most likely during the council reorganization meeting on the second Tuesday of December.