Concord City Council
March 8, 2022

1 COUNCILMEMBERS
Dominic D. Aliano, Mayor
Laura M. Hoffmeister, Vice Mayor
Edi E. Birsan
Timothy A. McGallian
Carlyn S. Obringer
Civic Center
1950 Parkside Drive
Concord, CA 94519
www.cityofconcord.org
Regular Meeting of the
Concord City Council
Tuesday,
March 8, 2022

6:30 p.m. - Open Session
Various
telephonic/electronic
locations
Pursuant to AB 361, the City is authorized to hold public meetings via teleconferencing and to make public meetings accessible telephonically or otherwise electronically to all members of the public, without making available any physical location for the public.

City of Concord Rules: The City of Concord has declared a local state of emergency due to COVID-19 and is closed to the public. This Concord City Council meeting is an essential event, therefore it has not been cancelled. However, City of Concord officials and staff will conduct this meeting telephonically or otherwise electronically. The City will not make available any physical location from which members of the public may observe the meeting and offer public comment. Instead, members of the public may observe and address the meeting remotely.

Below is information on how to do that.

How to Watch the Meeting:
Watch on TV on Comcast Channel 28, Wave Channel 29, and U-verse Channel 99 Watch the TV broadcast through the City’s website by following THIS LINK Watching Live Streaming of the meeting by following THIS LINK How to Submit Public Comments:

Written: All comments received before 3:00 pm the day of the meeting will be posted on the City’s website as “Correspondence” under the relevant agenda item and provided to the City Councilmembers prior to the meeting.
Email comments to [email protected].
If you are commenting on a particular item on the agenda, please identify the agenda item number and letter.
If you are commenting on an item not listed on the agenda, please identify your comment as a General Public Comment.
2 To Participate in Public Comment During the Meeting:

Staff Reads Your Comments Aloud: When the Mayor opens the public comment period for the relevant agenda item, please email your comments to [email protected] Prominently write “Read Aloud at Meeting” at the top of the email and your comments will be read into the record (not to exceed three minutes at staff’s cadence). Comments received outside of the public comment period for the relevant item will not be read aloud but will be inserted into the meeting record.

Live Remote Public Comments: Members of the public may submit a live remote public comment via Zoom video conferencing. Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here. Zoom also allows you to join the meeting by phone.
Join the meeting at any point, but be sure you are in the meeting prior to the City Council consideration of the item on which you would like to provide comments.

From a PC, Mac, iPad, iPhone or Android:
https://cityofconcord.zoom.us/j/81818063482?pwd=c0V6aGZUM2djdWtzMkw4a1pERmdiZz09 oWebinar ID: 818 1806 3482
oPasscode: 911441
oBy phone: US: +1 669 900 6833 or +1 346 348 7799 or 1 253 215 8782 Speakers will be asked to provide their name and city of residence, although providing this is not required for participation.
Each speaker will be afforded up to 3 minutes to speak. Speakers will be muted until their opportunity to provide public comment.

When the Mayor opens a public comment period on the item on which you would like to comment, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have a comment to provide.
3 OPEN SESSION

1. OPENING
Roll Call

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

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

3. PRESENTATIONS
a. Presentation – by Bryan Godbe, Godbe Research on the 2022 Citizen Satisfaction and ARPA Priorities Survey. Introduction by Mayor Aliano.

4. TREASURER'S REPORT
The public is entitled to address the City Council on items appearing on the agenda before or during the City Council’s consideration of that item. Each speaker will be limited to approximately three minutes. Please see “How to Submit Public Comments” above. a. Receiving – the Treasurer's Report for the period October 1 - December 31, 2021. Report by Patti Barsotti, City Treasurer.

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

If a request for removal of an item from the Consent Calendar has been received, the Mayor may defer action on the particular item and place the same on the regular agenda for consideration in any order s/he deems appropriate. Please see “How to Submit Public Comments” above. a. Considering – approval of the minutes from the February 22, 2022, meeting.

Recommended by the City Clerk.
b. Considering – adoption of a Resolution authorizing the Contra Costa County Flood Control & Water Conservation District to establish an annual parcel assessment for FY 2022-23 for drainage maintenance and National Pollutant Discharge Elimination System (NPDES) Program. Recommended by the Director of Community Development.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, and/or 15378.
4 c. Confirming – the appointment of Robert Barnes as the City of Concord's representative to the Central Contra Costa Transit Authority Advisory Committee (County Connection) for a term ending December 31, 2024.

Recommended by the Mayor.
d. Considering – approval of a Professional Services Agreement (PSA) with LCC Engineering & Surveying, Inc. (LCC) of Martinez, California, in the not- to-exceed amount of $275,684.20 (base agreement of $250,622.00 plus Staff authority to spend up to a 10% contingency of $25,062.20) to provide design and related services for Pavement Maintenance – Zone 5J Project (Project No. 2526); and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney (Measure V and Measure J Local Funds). Recommended by the Director of Community Development.

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

6. CITY COUNCIL CONSIDERATION ITEM
The public is entitled to address the City Council on items appearing on the agenda before or during the City Council’s consideration of that item. Each speaker will be limited to approximately three minutes. Please see “How to Submit Public Comments” above. a. Considering the following:

1. Adoption of a Resolution Amending the Fiscal Years 2021-22 and 2022-23 Municipal Budgets.

2. Adoption of a Resolution Adopting the City of Concord’s Salary Schedule Effective November 15, 2021, in Accordance with the Requirements of California Public Employees Retirement System (CalPERS) for a Publicly Available Pay Schedule.

3. Adoption of a Resolution Amending Policy and Procedure No. 31 – Budget Appropriation Transfer Controls. Report by Donna Lee, Budget Officer.

CEQA: Not a project under Public Resources Code Section 21065, CEQA Guidelines Section 15060(c)(2), 15061(b)(3), 15262, and/or 15378.

7. CORRESPONDENCE
Correspondence received at the City Council meeting will be listed here on the Annotated Agenda.

8. REPORTS AND ANNOUNCEMENTS
a. Closed Session Announcements
b. City Manager or Staff Reports
c. Council Reports
5 9. ADJOURNMENT
Next Meeting: Regular Meeting
Date: 3/22/2022 6:30 p.m.

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

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

March 8, 2022
City of Concord
2022 Citizen Satisfaction and
ARPA Priorities Survey
March 8, 2022

3.a

March 8, 2022
Overview and Research Objectives
The City of Concord commissioned Godbe Research to conduct a survey of residents with the following research objectives:
 Assess resident satisfaction with quality of life and provision of City services;  Gauge importance of and satisfaction with City services, programs and facilities;  Assess awareness of potential development and preferences for future housing in the Ci
ty;
 Determine satisfaction with the provision of police services;  Assess community preferences for American Rescue Plan Act dollars;  Determine preferred sources of City information;
 Track as appropriate from 2017, 2014 and 2010 surveys; and  Identify demographic characteristics to ensure the representativeness of the survey s
ample.

March 8, 2022
Methodology Overview
 Data Collection Landl ine (55), cell (32), text to online (428), and email to online (163) interviewing
 Universe - 102,770 A dults 18+
- 71,866 Registered Voters
 Fielding Dates J anuary 24 through January 30, 2022
 Interview Length 26 m inutes
 Sample Size n= 678 Adults 18+
n=491 Registered Voters
 Margin of Error + 3.75% Adults 18+
+ 4.41% Registered Voters
Note: The data have been weighted by respondent gender, age, homeownership and ethnicity to reflect the actual population characteristics of the adult residents in the City of Concord (Based on 2019 ACS (American Community Survey).

March 8, 2022
Key Findings

March 8, 2022
0% 20% 40% 60% 80% 100%
B. City of
Concord
A. Contra
Costa County

20.2%

22.6%

39.8%

36.1%

10.5%

12.5%

10.5%

13.9%

19.0%

14.8%
Very Favorable Somewhat Favorable Somewhat Unfavorable Very Unfavorable DK/NA Favorability Rating of How Agencies are
Addressing Coronavirus
2022

58.7%

60.0%

March 8, 2022
Quality of Life Ratings
0% 20% 40% 60% 80% 100%
2010
2014
2017
2022
15%

15.2%

13.9%

6.5%
67%

64.0%

59.0%

46.8%
16%

19.6%

22.4%

32.9%
2%

1.0%

4.1%

13.4%
.3%

0.6%

0.4%
Excellent Good Just fair Poor DK/NA

72.9%

79.2%

53.3%

82.0%

March 8, 2022
Future Quality of Life
0% 20% 40% 60% 80% 100%
2010
2014
2017
2022
27%

28.6%

28.7%

19.1%
44%

55.7%

45.9%

36.2%
25%

12.5%

17.9%

35.2%
4%

3.1%

7.6%

9.5%
Better About the same Worse DK/NA

74.6%

84.3%

55.3%

71.0%

March 8, 2022
Most Serious Issue Facing Residents that City
Should Address
(Open Ended Question)
Note: Issues that were mentioned by less than 2 percent of the respondents have been added to the “Other” category for charting purposes. 0% 20% 40% 60%
DK/NA
Other Mention
None / Nothing
Schools / Education
Parks / Open Space
Healthcare / Mental Health
Cost of Living
Garbage cleanup / Trash takeout
Naval Weapons station
More jobs / Economy
Politics / City council
Traffic / congestion
Police Patrols / More police
Street repair / Infrastructure
Covid-19
Housing / affordability
Crime/ drugs / Public safety
Homeless

9.3%

5.4%

0.3%

2.0%

2.2%

2.7%

3.0%

3.3%

3.4%

3.5%

3.8%

3.9%

5.1%

5.6%

7.4%

16.5%

26.3%

51.9%

March 8, 2022
Satisfaction with City Services
0% 20% 40% 60% 80% 100%
2010
2014
2017
2022
25%

27.3%

23.2%

12.6%
62%

55.6%

54.9%

49.1%
6%

4.3%

12.6%

22.8%
5%

2.1%

3.6%

7.2%
3%

10.8%

5.7%

8.2%
Very satisfied Somewhat satisfied Somewhat dissatisfied Very dissatisfied DK/NA

78.1%

82.9%

61.7%
87%

March 8, 2022
Importance of Services, Programs and
Facilities I
Sample A
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Extremely Important” = +3, “Very Important” = +2, “Somewhat Important” = +1 and “Not at all Important” = 0.

Very
Important
Somewhat
Important
Not at all
Important
0 1 2 3
N. City parks, playgrounds, and athletic fields and courts C. Garbage, yard waste and recycling services
F. Storm drains and sewer services
V. Gang prevention
W. Services for the homeless
Q. Crime investigation services
B. City street maintenance and pothole repair
O. 9-1-1 services

1.9 2.1

2.3 2.3

2.0 2.6

2.11 2.20

2.51 2.39

2.31 2.62

2.12 2.31

2.22 2.57

2.42 2.46

2.72 2.17

2.19 2.19

2.22 2.23

2.31 2.36

2.63 2022
2017
2014
2010
Extremely
Important
Tier 1Tier 2

92.8%

81.4%

85.7%

March 8, 2022
Importance of Services, Programs and
Facilities II
Sample A
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Extremely Important” = +3, “Very Important” = +2, “Somewhat Important” = +1 and “Not at all Important” = 0.

Very
Important
Somewhat
Important
Not at all
Important
0 1 2 3
X. Assistance for tenants at-risk of losing housing
S. Disaster preparedness programs and services
E. Traffic signal maintenance and repair
K. After-school and summer programs for youth and
teens
H. Economic development programs that help existing
businesses, and revitalize downtown and other…
U. Crime prevention programs, such as Neighborhood
Watch
G. Street lights
P. Neighborhood police patrols

2.0 2.1

2.0 1.9

2.0 2.15

2.28 2.16

2.16 2.33

2.01 2.25

2.18 2.39

2.26 1.98

2.00 2.01

2.02 2.02

2.04 2.11

2.11 2022
2017
2014
2010
Extremely
Important
Tier 3

76.2%

69.2%

March 8, 2022
Importance of Services, Programs and
Facilities III
Sample A
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Extremely Important” = +3, “Very Important” = +2, “Somewhat Important” = +1 and “Not at all Important” = 0.

Very
Important
Somewhat
Important
Not at all
Important
0 1 2 3
L. Senior and adult sports and recreation programs
A. Graffiti removal programs
D. Neighborhood code enforcement to ensure residential
properties are adequately maintained
R. Traffic enforcement
M. Preschool programs
I. City-sponsored events in Todos Santos Plaza, such as the farmers market, concerts, and seasonal events
J. Youth sports and recreation programs
T. Downtown police patrols

1.6 1.5

1.8 1.8

1.6 1.9

1.89 1.86

1.85 2.11

1.92 2.13

1.97 1.89

1.95 2.05

2.04 2.12

1.54 1.66

1.70 1.71

1.78 1.85

1.95 1.95
2022
2017
2014
2010
Extremely
Important
Tier 3 cont’dTier 4Tier 5

70.8%

52.6%

66.3%

51.7%

69.0%

March 8, 2022
Satisfaction with Services, Programs and
Facilities I
Sample B
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Very Satisfied” = +2, “Somewhat Satisfied” = +1, “Somewhat Dissatisfied” = -1 and “Very Dissatisfied” = -2.

Somewhat
Satisfied
Somewhat
Dissatisfied
Very
Dissatisfied
-2 -1 0 1 2
J. Youth sports and recreation programs
G. Street lights
N. City parks, playgrounds, and athletic fields and courts F. Storm drains and sewer services
E. Traffic signal maintenance and repair
C. Garbage, yard waste and recycling services

0. 9-1-1 services
I. City-sponsored events in Todos Santos Plaza, such as the farmers market, concerts, and seasonal events

1.08 1.19

1.19 1.26

1.44 0.88

1.09 0.91

1.24 1.30

1.30 0.62

0.69 0.73

0.77 0.80

0.83 1.05

1.252022
2017
2014
Very
Satisfied
Tier 1Tier 2Tier 3

83.8%

47.1%

72.9%

68.0%

51.7%

March 8, 2022
Satisfaction with Services, Programs and
Facilities II
Sample B
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Very Satisfied” = +2, “Somewhat Satisfied” = +1, “Somewhat Dissatisfied” = -1 and “Very Dissatisfied” = -2.

Somewhat
Satisfied
Somewhat
Dissatisfied
Very
Dissatisfied
-2 -1 0 1 2
D. Neighborhood code enforcement to ensure residential
properties are adequately maintained
R. Traffic enforcement
A. Graffiti removal programs
K. After-school and summer programs for youth and
teens
M. Preschool programs
T. Downtown police patrols
S. Disaster preparedness programs and services
L. Senior and adult sports and recreation programs

0.95 0.85

1.03 0.90

0.81 1.04

0.51 0.81

0.95 0.80

0.80 0.97

0.10 0.18

0.27 0.28

0.37 0.38

0.57 0.612022
2017
2014
Very
Satisfied
Tier 3 cont’dTier 4Tier 5

49.2%

45.7%

49.7%

52.9%

40.0%

March 8, 2022
Satisfaction with Services, Programs and
Facilities III
Sample B
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Very Satisfied” = +2, “Somewhat Satisfied” = +1, “Somewhat Dissatisfied” = -1 and “Very Dissatisfied” = -2.

Somewhat
Satisfied
Somewhat
Dissatisfied
Very
Dissatisfied
-2 -1 0 1 2
W. Services for the homeless
B. City street maintenance and pothole repair
X. Assistance for tenants at-risk of losing housing
Q. Crime investigation services
U. Crime prevention programs, such as Neighborhood
Watch
V. Gang prevention
H. Economic development programs that help existing
businesses, and revitalize downtown and other…
P. Neighborhood police patrols

0.52 0.92

1.06 0.83

0.27 0.74

0.49 0.31
-1.24
-0.76
-0.58
-0.28
-0.22
-0.17
-0.07
-0.042022
2017
2014
Very
Satisfied
Tier 5 cont’dTier 6Tier 7

43.4%

13.3%

28.2%

25.4%

35.4%
Tier 8

16.8%

27.9%

March 8, 2022
Importance vs Satisfaction with Services,
Programs and Facilities – 2022 Survey I
Importance Satisfaction
6O. 9-1-1 services 2.63 1.05
6B. City street maintenance and pothole repair 2.36 -0.76 6Q. Crime investigation services 2.31 -0.28
6W. Services for the homeless 2.23 -1.24
6V. Gang prevention 2.22 -0.17
6F . Storm drains and sewer services 2.19 0.77
6C. G arbage, yard waste and recycling services 2.19 0.83 6N. City parks, playgrounds, and athletic fields and courts 2.17 0.73 6P. Neighborhood police patrols 2.11 -0.04
6G. Street lights 2.11 0.69
6U. Crime prevention programs, such as Neighborhood
Watch 2.04 -0.22
6H. Economic development programs that help existing
businesses, and revitalize downtown and other business
centers

2.02 -0.07
6K. After-school and summer programs for youth and
teens 2.02 0.28
6E. Traffic signal maintenance and repair 2.01 0.80
6S. Disaster preparedness programs and services 2.00 0.57

March 8, 2022
Importance vs Satisfaction with Services,
Programs and Facilities – 2022 Survey II
Importance Satisfaction

6X. Assistance for tenants at-risk of losing housing 1.98 -0.58 6T. Downtown police patrols 1.95 0.38
6J. Youth sports and recreation programs 1.95 0.62
6I. City-sponsored events in Todos Santos Plaza, such as the farmers market, concerts, and seasonal events 1.85 1.25 6M. Preschool programs 1.78 0.37
6R. Traffic enforcement 1.71 0.18
6D. Neighborhood code enforcement to ensure residential properties are adequately maintained 1.70 0.10
6A. G raffiti removal programs 1.66 0.27
6L. Senior and adult sports and recreation programs 1.54 0.61

March 8, 2022
Importance vs Satisfaction with Services,
Programs and Facilities – 2017 Survey I

March 8, 2022
Importance vs Satisfaction with Services,
Programs and Facilities – 2017 Survey II

March 8, 2022
Importance vs Satisfaction with Services,
Programs and Facilities – 2014 Survey I
Importance Satisfaction
9-1-1 services 2.62 1.26
G
ang prevention 2.51 0.83
Crime investigation services 2.39 0.92
Neighborhood police patrols at night 2.37 0.71
Downtown police patrols at night 2.33 1.11
Crime prevention programs 2.16 1.06
Disaster preparedness programs and services 2.15 1.04
Neighborhood police patrols during the day 2.14 0.90
Drunk driver & unlicensed driver checkpoints 2.03 0.81
Police officers in local high schools 1.98 0.88
Downtown police patrols during the day 1.93 1.37
Traffic enforcement 1.85 0.85
Parking enforcement 1.27 1.05

March 8, 2022
Importance vs Satisfaction with Services,
Programs and Facilities – 2014 Survey II
Importance Satisfaction
City street maintenance and pothole repair 2.31 0.52
S
torm drains and sewer services 2.20 1.19
After-school and summer programs 2.16 0.90
Youth sports & recreation programs 2.13 1.08
Preschool programs 2.11 0.81
City parks, playgrounds & athletic fields/courts 2.11 1.19 Programs that help bring new businesses to the city 2.10 0.75 Programs that help existing businesses expand 2.03 1.08 Concord Senior Center, senior services 2.03 1.28
City facilities, such as the Senior Center 1.96 1.32
City-sponsored events in Todos Santos Plaza 1.92 1.44
Graffiti removal programs 1.89 1.03
Neighborhood code enforcement 1.86 0.95
Centre Concord Event Center 1.60 1.25
Willow Pass Community Center 1.52 1.01
City communications 1.51 1.29
Landscaping and plantings on city grounds 1.50 1.21

March 8, 2022
Most Effective Strategies to Produce More
Housing and Helping Plan for Future I
2022
0% 20% 40% 60%
Preserve the character of existing lower-density
neighborhoods
Increase opportunities for backyard accessory units
(e.g., granny or in-law units)
Rezone shopping centers for a mix of commercial and
residential use
Increase housing supply near public transit
Locate new housing throughout the City, not just in
lower-income areas
Develop housing at the Concord Naval Weapons Station
Prioritize redevelopment of vacant or underutilized
commercial properties

35.5%

38.1%

38.3%

42.3%

43.4%

46.8%

58.3%

March 8, 2022
Most Effective Strategies to Produce More
Housing and Helping Plan for Future II
2022
0% 20% 40% 60%
DK/NA
Other
Allow taller and/or denser buildings where appropriate
Allow more housing in single-family neighborhoods
Increase housing near jobs and schools
Streamlining City permit process

4.4%

7.9%

24.1%

28.8%

30.6%

30.8%

March 8, 2022
Satisfaction With Concord Police Department
2022
Very Satisfied

25.0%
Somewhat
Satisfied

42.9%
Somewhat
Dissatisfied

13.0%
Very
Dissatisfied

9.9%
DK/NA

9.2%

March 8, 2022
Contacted City Police Department Employee
Within Previous 12 Months
0% 20% 40% 60% 80% 100%
2017
2022

31.8%

39.1%

67.5%

58.3%

0.7%

2.5%
Yes No DK/NA

March 8, 2022
Treatment by Concord Police Department
Employee
2022
0% 20% 40% 60% 80% 100%
F. Treat you fairly
E. Make you feel safe
D. Earn your trust
C. Remain impartial
B. Listen carefully to your point of
view
A. Treat you with respect

79.7%

66.4%

57.6%

74.3%

73.4%

81.9%

12.2%

22.1%

28.4%

12.3%

18.8%

10.8%

8.1%

11.5%

14.0%

13.4%

7.8%

7.3%
Yes No DK/NA Page 26 of 37

March 8, 2022
Feelings of Safety
2022
0% 20% 40% 60% 80% 100%
G. In the Downtown area after dark
H. In your neighborhood shopping
center after dark
D. In your neighborhood park after
dark
C. In your neighborhood after dark
E. In the Downtown area during the
day
F. In your neighborhood shopping
center during the day
B. In your neighborhood park during
the day
A. In your neighborhood during the
day

6.6%

11.7%

11.9%

17.3%

34.6%

36.7%

44.5%

51.8%

27.3%

28.5%

22.2%

38.3%

37.7%

35.8%

27.9%

31.6%

16.0%

15.2%

15.4%

13.8%

11.2%

11.5%

8.6%

9.2%

24.9%

24.3%

21.5%

20.1%

10.6%

11.2%

15.1%

5.8%

19.4%

17.0%

23.8%

9.4%

4.3%

3.7%

2.5%

1.0%
Very Safe Somewhat Safe Neither Safe nor Unsafe Somewhat Unsafe Very UnsafePage 27 of 37

March 8, 2022
Treatment of Residents by Concord
Police Officers
2022
Very fairly

30.0%
Somewhat fairly

23.1%
Somewhat unfairly

13.0%
Very unfairly

6.3%
DK/NA

27.6%

March 8, 2022
Significant Impacts of the COVID-19 Pandemic I
2022
0% 10% 20% 30% 40% 50% 60% 70%
Difficulty or inability to pay mortgage or rent
Difficulty obtaining food and other supplies
Loss of employment
Lack of access to public services and facilities
Difficulty ensuring or maintaining the best education
possible for my children
Utility expenses
Increased public safety and/or community violence
concerns
Increased mental health issues
Feeling less connected to friends and/or community

13.3%

16.6%

17.8%

20.1%

20.8%

25.8%

31.4%

33.1%

62.4%

March 8, 2022
Significant Impacts of the COVID-19 Pandemic II
2022
0% 10% 20% 30% 40% 50% 60% 70%
DK/NA
Other
No impact
Lack of access to internet
Loss of housing
Inability to find transportation to and from place of
employment
Inability to obtain financing for starting a business or purchasing a home
Loss of childcare
Increased medical expenses

2.9%

6.8%

12.0%

1.5%

2.7%

3.5%

6.4%

9.0%

12.5%

March 8, 2022
Importance Rating of ARPA Priorities I
2022
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Extremely Important” = +3, “Very Important” = +2, “Somewhat Important” = +1 and “Not At All Important” = 0.

Very
Important
Somewhat
Important
Not At All
Important
0 1 2 3
G. Creation of more affordable housing
K. Small business economic assistance
D. Food assistance programs
A. Roadway maintenance
J. Improvements to clean water and storm water
management programs
H. Services for homeless individuals
B. Mental health services
C. Public health services

1.84 1.94

1.96 1.97

1.97 2.06

2.18 2.21
Extremely
Important
Tier 1Tier 2

76.7%

62.6%

68.3%

71.2%

March 8, 2022
Importance Rating of ARPA Priorities II
2022
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Extremely Important” = +3, “Very Important” = +2, “Somewhat Important” = +1 and “Not At All Important” = 0.

Very
Important
Somewhat
Important
Not At All
Important
0 1 2 3
O. Assistance to tourism, travel or hospitality Industry F. Payments to support unemployed workers
P. Assistance to nonprofit organizations
M. Expansion of broadband access within the community
I. Internet access programs
N. Improvements to public buildings to increase their
usability and safety now that COVID-19 has become a…
L. Support to organizations that aid with eviction
protections
E. Rent, mortgage and utility assistance

1.14 1.53

1.54 1.56

1.56 1.59

1.64 1.78
Extremely
Important
T-2 cont’dT-4 Tier 3

56.6%

30.1%

53.2%

48.1%

March 8, 2022
Priorities for Direct Assistance to Households
2022
0% 20% 40% 60%
DK/NA
Other
Internet access or digital literary assistance
Counseling and legal aid to prevent eviction or
homelessness
Cash assistance
Job training
Food assistance
Emergency assistance for home repairs,
weatherization, or other needs
Rent, mortgage, or utility assistance

6.7%

3.9%

19.0%

28.2%

28.4%

33.4%

40.0%

43.4%

52.0%

March 8, 2022
Preferred Information Sources About City
2022
0% 10% 20%
DK/NA
Other
Radio
City TV channel (government access channel)
Twitter
Instagram
Parks and Recreation's e-newsletter
Website (other)
Mailings from City departments
East Bay Times newspaper
Concord Pioneer newspaper
Word of mouth, friends or family
Text alerts
Website (Concord's official site)
Nextdoor
Television
Postal mail, including flyers and newsletters
Email alerts
Facebook
Concord's City News and Activity Guide magazine
City E-newsletter

5.7%

3.4%

0.2%

1.0%

1.4%

1.9%

1.9%

3.2%

3.5%

3.8%

4.0%

4.7%

5.1%

5.3%

5.4%

5.5%

6.1%

8.0%

8.1%

9.3%

12.6%
(2017=8.0%)
(2017=8.4%)
(2017=4.5%)
(2017=6.0%)
(2017=2.3%)
(2017=0.4%)
(2017=0.1%)
(2017=10.9%)
(2017=15.8%)
(2017=9.9%)
(2017=5.5%)
(2017=6.6%)
(2017=3.5%)
(2017=2.8%)
(2017=n/a)
(2017=4.4%)
(2017=n/a)
(2017=n/a)
(2017=0.3%)

March 8, 2022
Contacted Non-Police Department Employee
Within Previous 12 Months
0% 20% 40% 60% 80% 100%
2017
2022

18.3%

25.5%

80.1%

72.3%

1.6%

2.2%
Yes No DK/NA

March 8, 2022
Impression of Non-Police Department
Employee in Recent Contact
2022
-2 -1 0 1 2
A. Getting your problem resolved or question
answered
C. Timeliness of the response
B. The customer service and courtesy you received

0.65 0.94

1.13 Tier 2 Tier 1

80.6%

74.6%

69.0%
Note: The above rating questions have been abbreviated for charting purposes. The responses were recoded to calculate mean scores:
“Very Satisfied” = +2, “Somewhat Satisfied” = +1, “Somewhat Dissatisfied” = -1 and “Very Dissatisfied” = -2.

Somewhat
Satisfied
Somewhat
Dissatisfied
Very
Dissatisfied
Very
Satisfied

March 8, 2022
www.godberesearch.com
California and Corporate Offices
1220 Howard Avenue, Suite 250
Burlingame, CA 94010
Nevada Office
59 Damonte Ranch Parkway, Suite B309
Reno, NV 89521

4.a

Sector Average Maturity Par Amount Adjusted Cost Market Value Coupon Yield at
Market
Cash on Hand* 1 Day 26,016,766.57 26,016,766.57 26,016,766.57 - - Portfolio Cash 1 Day 819,138.66 819,138.66 819,138.66 - 0.01% CAMP* 53 Days** 38,126,346.54 38,126,346.54 38,131,218.83 - 0.05% LAIF* 321 Days** 199,656,795.91 199,656,795.91 199,656,795.91 - 0.24% Cash Equivalents Subtotal 250 Days 264,619,047.68 264,619,047.68 264,623,919.97 0.19% CalTrust Short Term Fund* 285 Days 3,550,000.00 4,315,404.96 4,335,257.61 CalTrust Medium Term Fund* 690 Days 17,050,000.00 18,436,331.17 18,730,393.79 Other Investments Subtotal 614 Days 20,600,000.00 22,751,736.13 23,065,651.40 - 0.25%
- 0.62%

0.55%
U.S. Treasuries 2.78 Years 29,455,000.00 29,477,396.34 29,573,801.85 1.31% 0.92% Federal Agencies 2.49 Years 10,175,000.00 10,159,893.91 10,027,349.00 0.32% 0.87% Federal Agency CMBS 2.09 Years 709,943.40 722,546.92 733,071.11 2.99% 1.43% Supranationals 2.36 Years 2,110,000.00 2,107,936.00 2,086,341.16 0.39% 0.87% Municipal Obligations 3.40 Years 2,700,000.00 2,706,658.90 2,687,856.70 1.10% 1.21% Corporate Notes 2.87 Years 11,891,000.00 12,097,604.08 12,142,505.90 2.16% 1.31% Certificates of Deposit 0.59 Years 3,960,000.00 3,960,000.00 3,984,175.47 1.72% 0.48% PFM Managed Portfolio Subtotal 2.61 Years 61,000,943.40 61,232,036.15 61,235,101.19 0.98% Total 1.09 Years 346,219,991.08 348,602,819.96 348,924,672.56 0.33% Earnings Summary October 1, 2021 - December 31, 2021 (Accrual Basis) Ending Amortized Value of Securities 61,232,036.15
Ending Accrued Interest 144,040.00
Plus Proceeds from Sales 3,800,626.69
Plus Proceeds of Maturities/Calls/Principal Payments 669,560.62 Plus Coupons Received 296,068.21
Less Cost of New Purchases (4,104,798.79)
Less Beginning Amortized Value of Securities (61,523,577.05) Less Beginning Accrued Interest (240,782.40)
Portfolio Securities Subtotal 273,173.43
LAIF Subtotal $108,289.13
CAMP Subtotal $4,872.29
CalTrust Subtotal $18,799.92
Grand Total 405,134.77
*Values provided by the City of Concord
**Funds can be withdrawn at par.

City of Concord
Investment Summary
as of December 31, 2021
Cash Equivalents
Portfolio Securities
LAIF
CalTrust
PFM Managed Portfolio
Other Investments
CAMP

City of Concord
Investment Summary
as of December 31, 2021
U.S.

Treasuries
8%
Federal
Agencies
3%
Agency CMBS
<1%
Supranationals
<1%
Municipal
Obligations
1%
Corporate
Notes
3%
Certificates of
Deposit
1%
LAIF
57%
CAMP
11%
CalTrust
7%
Cash
8%
Sector Breakdown
AAA
1%
AA
13%
A
2%
A-1+
<1%A-1
1%
BBB+
1%
NR
<1%
Cash
8%
Aaf (CalTrust)
1%
NR (LAIF/CalTrust)
62%
AAAm
(CAMP)
11%
Credit Quality
83%
1% 5% 4% 4% 3% 0%
0%
20%
40%
60%
80%
100%
Less than
6 Months
6 to 12 Months 1 to 2 Years 2 to 3 Years 3 to 4 Years 4 to 5 Years Over 5 Years Maturity Distribution

Issuer
S&P
Rating Coupon Maturity Purchased
Days to
Maturity Par Amount Adjusted Cost Market Value
Yield at
Market
Cash Equivalents
Cash on Hand* NR - 1/1/2022 12/31/2021 1 26,016,766.57 26,016,766.57 26,016,766.57 - Portfolio Cash Account NR 0.01% 1/1/2022 12/31/2021 1 819,138.66 819,138.66 819,138.66 0.01% LAIF-COP 2021* NR 0.24% 1/1/2022 12/31/2021 321 114,435,580.09 114,435,580.09 114,435,580.09 0.24% LAIF-City of Concord* NR 0.24% 1/1/2022 12/31/2021 321 74,991,386.07 74,991,386.07 74,991,386.07 0.24% LAIF-Sewer Enterprise District* NR 0.24% 1/1/2022 12/31/2021 321 10,229,829.75 10,229,829.75 10,229,829.75 0.24% CAMP* AAAm 0.05% 1/1/2022 12/31/2021 53 38,126,346.54 38,126,346.54 38,131,218.83 0.05% Cash Equivalents Subtotal 250 264,619,047.68 264,619,047.68 264,623,919.97 0.19% U.S. Treasuries
U.S. Treasury AA+ 1.63% 5/31/2023 6/7/2019 516 2,225,000.00 2,218,812.31 2,258,027.46 0.57% U.S. Treasury AA+ 1.63% 10/31/2023 7/3/2019 669 2,600,000.00 2,592,747.89 2,643,875.00 0.70% U.S. Treasury AA+ 1.63% 10/31/2023 10/4/2019 669 3,600,000.00 3,609,280.12 3,660,750.00 0.70% U.S. Treasury AA+ 2.00% 6/30/2024 11/6/2019 912 1,775,000.00 1,794,269.43 1,824,089.76 0.88% U.S. Treasury AA+ 2.00% 6/30/2024 12/5/2019 912 3,600,000.00 3,629,475.13 3,699,562.32 0.88% U.S. Treasury AA+ 2.00% 6/30/2024 1/7/2020 912 1,600,000.00 1,613,120.68 1,644,249.92 0.88% U.S. Treasury AA+ 2.00% 6/30/2024 2/7/2020 912 425,000.00 431,549.03 436,753.88 0.88% U.S. Treasury AA+ 2.00% 6/30/2024 3/6/2020 912 700,000.00 719,697.51 719,359.34 0.88% U.S. Treasury AA+ 2.00% 6/30/2024 8/12/2021 912 930,000.00 966,646.42 955,720.27 0.88% U.S. Treasury AA+ 1.75% 12/31/2024 7/6/2020 1,096 1,450,000.00 1,513,270.24 1,482,851.49 0.98% U.S. Treasury AA+ 1.75% 12/31/2024 8/7/2020 1,096 400,000.00 418,759.63 409,062.48 0.98% U.S. Treasury AA+ 0.25% 6/30/2025 3/4/2021 1,277 750,000.00 741,453.33 728,554.65 1.08% U.S. Treasury AA+ 0.25% 6/30/2025 4/5/2021 1,277 750,000.00 738,014.30 728,554.65 1.08% U.S. Treasury AA+ 0.38% 12/31/2025 5/6/2021 1,461 825,000.00 813,015.89 799,476.56 1.17% U.S. Treasury AA+ 0.38% 12/31/2025 6/7/2021 1,461 850,000.00 839,072.43 823,703.13 1.17% U.S. Treasury AA+ 0.38% 12/31/2025 7/7/2021 1,461 725,000.00 712,302.88 702,570.31 1.17% U.S. Treasury AA+ 0.38% 12/31/2025 8/5/2021 1,461 950,000.00 942,659.31 920,609.38 1.17% U.S. Treasury AA+ 0.38% 12/31/2025 9/7/2021 1,461 1,600,000.00 1,580,661.48 1,550,500.00 1.17% U.S. Treasury AA+ 0.38% 12/31/2025 10/6/2021 1,461 575,000.00 565,249.02 557,210.94 1.17% U.S. Treasury AA+ 0.38% 12/31/2025 11/4/2021 1,461 1,425,000.00 1,387,577.47 1,380,914.06 1.17% U.S. Treasury AA+ 0.38% 12/31/2025 12/6/2021 1,461 1,700,000.00 1,649,761.84 1,647,406.25 1.17% U.S. Treasuries Subtotal 1,015 29,455,000.00 29,477,396.34 29,573,801.85 0.92% Federal Agencies
Federal Home Loan Mortgage Corporation AA+ 0.25% 8/24/2023 8/21/2020 601 1,800,000.00 1,798,996.72 1,788,431.40 0.64% Federal Home Loan Mortgage Corporation AA+ 0.25% 9/8/2023 9/4/2020 616 770,000.00 770,078.69 764,422.89 0.68% Federal Home Loan Mortgage Corporation AA+ 0.25% 9/8/2023 9/4/2020 616 1,030,000.00 1,029,809.79 1,022,539.71 0.68% Federal Home Loan Mortgage Corporation AA+ 0.13% 10/16/2023 10/16/2020 654 600,000.00 598,665.38 593,737.20 0.71% Federal Home Loan Mortgage Corporation AA+ 0.25% 11/6/2023 11/5/2020 675 650,000.00 649,640.25 644,253.35 0.73% Federal National Mortgage Association AA+ 0.25% 11/27/2023 11/25/2020 696 575,000.00 574,584.71 569,649.05 0.74% Federal Home Loan Mortgage Corporation AA+ 0.25% 12/4/2023 12/4/2020 703 575,000.00 574,635.06 569,485.75 0.75% Federal Home Loan Bank AA+ 0.50% 4/14/2025 4/16/2020 1,200 600,000.00 598,043.74 589,048.20 1.07% Federal National Mortgage Association AA+ 0.63% 4/22/2025 4/24/2020 1,208 600,000.00 599,182.10 591,402.60 1.07% Federal Home Loan Mortgage Corporation AA+ 0.38% 7/21/2025 7/23/2020 1,298 750,000.00 747,344.14 730,281.00 1.13% Federal National Mortgage Association AA+ 0.38% 8/25/2025 8/27/2020 1,333 650,000.00 647,778.54 632,236.80 1.14% Federal Home Loan Bank AA+ 0.38% 9/4/2025 9/11/2020 1,343 275,000.00 274,391.34 267,337.40 1.15% as of December 31, 2021
Investment Detail
City of Concord
Operating Funds

Issuer
S&P
Rating Coupon Maturity Purchased
Days to
Maturity Par Amount Adjusted Cost Market Value
Yield at
Market
as of December 31, 2021
Investment Detail
City of Concord
Federal Home Loan Mortgage Corporation AA+ 0.38% 9/23/2025 9/25/2020 1,362 650,000.00 648,540.13 631,633.60 1.15% Federal National Mortgage Association AA+ 0.50% 11/7/2025 11/12/2020 1,407 650,000.00 648,203.32 632,890.05 1.20% Federal Agencies Subtotal 909 10,175,000.00 10,159,893.91 10,027,349.00 0.87% Federal Agencies CMBS
Federal Home Loan Mortgage Corporation AA+ 0.38% 8/1/2022 4/9/2018 213 243,705.40 243,984.74 245,818.88 1.60% Federal Home Loan Mortgage Corporation AA+ 3.09% 7/1/2023 12/17/2018 547 8,299.17 8,299.16 8,510.54 1.49% Federal Home Loan Mortgage Corporation AA+ 3.06% 7/1/2024 11/26/2019 913 57,938.83 57,938.07 58,633.27 1.60% Federal Home Loan Mortgage Corporation AA+ 0.50% 12/1/2024 3/25/2020 1,066 400,000.00 412,324.95 420,108.42 1.31% Federal Agency CMO Subtotal 762 709,943.40 722,546.92 733,071.11 1.43% Supranationals
International Bank for Reconstruction and Development AAA 0.25% 11/24/2023 11/24/2020 693 940,000.00 938,722.80 931,303.12 0.74% Inter-American Development Bank AAA 0.50% 9/23/2024 9/23/2021 997 1,170,000.00 1,169,213.20 1,155,038.04 0.98% Supranationals Subtotal 861 2,110,000.00 2,107,936.00 2,086,341.16 0.87% Municipal Obligations
State of Connecticut A+ 2.00% 7/1/2024 6/11/2020 913 100,000.00 100,000.00 102,580.00 0.95% Chaffey Joint Union HS District CA AA- 2.10% 8/1/2024 12/5/2019 944 140,000.00 140,000.00 143,934.00 1.00% New York State Urban Development Corp. AA+ 0.87% 3/15/2025 12/23/2020 1,170 600,000.00 600,000.00 591,720.00 1.31% University of California AA 0.88% 5/15/2025 7/16/2020 1,231 160,000.00 160,000.00 158,358.40 1.19% State of Connecticut A+ 2.00% 6/1/2025 6/25/2020 1,248 150,000.00 155,290.75 158,053.50 0.42% Florida State Board of Administration AA 1.26% 7/1/2025 9/16/2020 1,278 300,000.00 300,000.00 298,776.00 1.38% Florida State Board of Administration AA 1.26% 7/1/2025 9/16/2020 1,278 115,000.00 115,593.63 114,530.80 1.38% Florida State Board of Administration AA 1.26% 7/1/2025 9/16/2020 1,278 160,000.00 160,774.52 159,347.20 1.38% San Juan Unified School District CA NR 0.85% 8/1/2025 10/29/2020 1,309 250,000.00 250,000.00 246,965.00 1.20% Minnesota State AAA 0.63% 8/1/2025 8/25/2020 1,309 180,000.00 180,000.00 177,417.00 1.04% Los Angeles Community College District CA AA+ 0.77% 8/1/2025 11/10/2020 1,309 250,000.00 250,000.00 245,652.50 1.27% California State University AA- 0.86% 11/1/2025 7/29/2021 1,401 170,000.00 170,000.00 167,354.80 1.28% New Jersey Transport Trust Authority A+ 1.05% 1/1/2026 2/4/2021 1,462 125,000.00 125,000.00 123,167.50 1.43% Municipal Obligations Subtotal 1,242 2,700,000.00 2,706,658.90 2,687,856.70 1.21% Corporate Notes
Intel A+ 2.35% 5/11/2022 6/29/2017 131 550,000.00 550,127.50 552,999.70 0.84% JP Morgan Chase A- 3.21% 4/1/2023 3/22/2019 456 400,000.00 400,000.00 402,395.60 2.72% Caterpilar Inc. A 0.65% 7/7/2023 7/8/2020 553 450,000.00 449,872.85 449,611.65 0.71% PNC Bank A- 3.50% 1/23/2024 2/15/2019 753 550,000.00 551,593.36 575,540.35 1.21% Charles Schwab A 0.75% 3/18/2024 3/18/2021 808 195,000.00 194,928.21 194,107.29 0.96% Morgan Stanley BBB+ 3.88% 4/29/2024 7/23/2019 850 550,000.00 565,356.81 582,688.70 1.28% Amazon.com Inc AA 0.45% 5/12/2024 5/12/2021 863 115,000.00 114,867.95 113,802.74 0.90% American Honda Finance A- 2.40% 6/27/2024 7/15/2019 909 575,000.00 573,568.48 592,076.93 1.19% Goldman Sachs BBB+ 3.85% 7/8/2024 7/11/2019 920 575,000.00 588,494.54 607,578.35 1.55% BB&T A- 2.50% 8/1/2024 8/5/2019 944 575,000.00 575,485.77 593,515.00 1.23% BMW Bank North America A 0.75% 8/12/2024 8/12/2021 955 130,000.00 129,989.82 128,460.15 1.21% Walt Disney BBB+ 1.75% 8/30/2024 9/6/2019 973 600,000.00 598,692.61 609,819.00 1.13% John Deere Capital A 0.63% 9/10/2024 9/10/2021 984 190,000.00 189,889.23 187,807.97 1.06%

Issuer
S&P
Rating Coupon Maturity Purchased
Days to
Maturity Par Amount Adjusted Cost Market Value
Yield at
Market
as of December 31, 2021
Investment Detail
City of Concord
Bank OF New York Mellon Corp A 2.10% 10/24/2024 1/28/2020 1,028 250,000.00 250,652.63 256,528.75 1.15% Paccar Financial A+ 1.80% 2/6/2025 10/29/2020 1,133 335,000.00 345,958.75 340,040.75 1.30% Toyota Motor A+ 1.80% 2/13/2025 5/26/2020 1,140 285,000.00 286,839.61 289,263.03 1.31% Toyota Motor A+ 1.80% 2/13/2025 5/26/2020 1,140 100,000.00 100,645.48 101,495.80 1.31% Toyota Motor A+ 1.80% 2/13/2025 5/26/2020 1,140 65,000.00 65,597.78 65,972.27 1.31% Citigroup Inc BBB+ 3.30% 4/27/2025 9/1/2020 1,213 400,000.00 431,373.61 423,888.40 1.45% Apple Inc AA+ 1.13% 5/11/2025 5/13/2020 1,227 1,050,000.00 1,051,407.00 1,046,895.15 1.21% General Dynamics Corp A- 3.50% 5/15/2025 10/20/2020 1,231 425,000.00 462,439.64 454,288.45 1.40% JP Morgan Chase A- 0.82% 6/1/2025 6/1/2021 1,248 595,000.00 595,000.00 587,896.30 1.18% Amazon.com Inc AA 0.80% 6/3/2025 6/5/2020 1,250 725,000.00 724,756.74 715,329.95 1.20% Bank of America A- 3.88% 8/1/2025 8/20/2020 1,309 400,000.00 441,074.24 433,381.20 1.48% Bristol-Myers Squibb Co A+ 3.88% 8/15/2025 9/30/2020 1,323 106,000.00 117,020.51 114,146.84 1.68% Abbott Laboratories A+ 3.88% 9/15/2025 9/28/2020 1,354 400,000.00 442,784.61 433,657.20 1.53% Bank of America A- 1.53% 12/6/2025 12/6/2021 1,436 500,000.00 500,000.00 500,362.50 1.51% UnitedHealth Group A+ 1.15% 5/15/2026 5/19/2021 1,596 475,000.00 474,276.47 468,916.68 1.45% BMW Bank North America A 1.25% 8/12/2026 8/16/2021 1,685 325,000.00 324,909.88 320,039.20 1.59% Corporate Notes Subtotal 1,047 11,891,000.00 12,097,604.08 12,142,505.90 1.31% Certificates of Deposit
Societe Generale New York A-1 1.80% 2/14/2022 2/19/2020 45 600,000.00 600,000.00 600,792.00 0.71% MUFG Bank A-1 2.98% 2/25/2022 2/28/2019 56 550,000.00 550,000.00 552,351.25 0.19% Sumitomo Mitsui Bank (NY) A-1 0.70% 7/8/2022 7/14/2020 189 560,000.00 560,000.00 561,048.32 0.33% Skandinav Enskilda Banken NY A-1 1.86% 8/26/2022 9/3/2019 238 600,000.00 600,000.00 605,795.40 0.36% Nordea Bank A-1+ 1.85% 8/26/2022 8/29/2019 238 600,000.00 600,000.00 605,757.00 0.36% DNB BANK A-1+ 2.04% 12/2/2022 12/6/2019 336 600,000.00 600,000.00 608,531.40 0.49% Credit Suisse NY A+ 0.59% 3/17/2023 3/23/2021 441 450,000.00 450,000.00 449,900.10 0.60% Certificates of Deposit Subtotal 215 3,960,000.00 3,960,000.00 3,984,175.47 0.43% Other Investments
CalTrust Short Term Fund* AAf 0.25% 1/1/2022 12/31/2021 285 3,550,000.00 4,315,404.96 4,335,257.61 0.25% CalTrust Medium Term Fund* NR 0.62% 1/1/2022 12/31/2021 690 17,050,000.00 18,436,331.17 18,730,393.79 0.62% Other Investments Subtotal 614 20,600,000.00 22,751,736.13 23,065,651.40 0.55% Operating Total 398 346,219,991.08 348,602,819.96 348,924,672.56 0.35% *Values provided by the City of Concord

Trade Date Settle Date Transaction CUSIP Issuer Coupon Maturity Par Value Yield at
Market
Purchases
10/1/2021 10/6/2021 Bu y 91282CBC4 US TREASURY NOTES 0.38% 12/31/2025 (575,000.00) 0.81% 11/2/2021 11/4/2021 Bu y 91282CBC4 US TREASURY NOTES 0.38% 12/31/2025 (1,425,000.00) 1.05% 12/1/2021 12/6/2021 Bu y 06051GKE8 BANK OF AMERICA CORP NOTES (CALLABLE) 1.53% 12/6/2025 (500,000.00) 1.53% 12/2/2021 12/6/2021 Bu y 91282CBC4 US TREASURY NOTES 0.38% 12/31/2025 (1,700,000.00) 1.13% Maturity
12/23/2021 12/23/2021 Maturity 91159HHP8 US BANCORP (CALLABLE) NOTES 2.63% 12/23/2021 550,000.00 - Sales
10/1/2021 10/6/2021 Sell 912828N30 US TREASURY NOTES 2.13% 12/31/2022 425,000.00 - 11/2/2021 11/4/2021 Sell 912828N30 US TREASURY NOTES 2.13% 12/31/2022 1,240,000.00 - 12/1/2021 12/6/2021 Sell 912828R69 US TREASURY NOTES 1.63% 5/31/2023 350,000.00 - 12/2/2021 12/6/2021 Sell 912828R69 US TREASURY NOTES 1.63% 5/31/2023 1,700,000.00 -

0.00%
Paydowns
10/1/2021 10/1/2021 Paydown 3137BM6P6 FHLMC SERIES K721 A2 3.09% 8/1/2022 7,037.67 - 10/1/2021 10/1/2021 Paydown 3137FKK39 FHMS KP05 A 3.20% 7/1/2023 14,870.16 - 10/1/2021 10/1/2021 Paydown 3137FQ3V3 FHMS KJ27 A1 2.09% 7/1/2024 70,584.13 - 11/1/2021 11/1/2021 Paydown 3137BM6P6 FHLMC SERIES K721 A2 3.09% 8/1/2022 462.48 - 11/1/2021 11/1/2021 Paydown 3137FKK39 FHMS KP05 A 3.20% 7/1/2023 20.84 - 11/1/2021 11/1/2021 Paydown 3137FQ3V3 FHMS KJ27 A1 2.09% 7/1/2024 183.87 - 12/1/2021 12/1/2021 Paydown 3137BM6P6 FHLMC SERIES K721 A2 3.09% 8/1/2022 20,196.26 - 12/1/2021 12/1/2021 Paydown 3137FKK39 FHMS KP05 A 3.20% 7/1/2023 22.38 - 12/1/2021 12/1/2021 Paydown 3137FQ3V3 FHMS KJ27 A1 2.09% 7/1/2024 207.31 - City of Concord
Transactions Detail
October 1, 2021 - December 31, 2021

Credit Quality
Minimum Permitted Rating Lowest Rated Security
(S&P)
U.S. Treasuries N/A AA+
Federal Agencies N/A AA+
Federal Agency CMO N/A AA+
Supranationals "AA" Category by a NRSRO AAA
Municipal Obligations "A" Category by a NRSRO A
Corporate Notes "A" Category by a NRSRO BBB+
Commercial Paper Highest Short-Term Category A-1
Negotiable CDs "A" Category by a NRSRO A-1/A
Maturity Limits
Maximum Maturity Limit Maximum Maturity
U.S. Treasuries 5 Years 4.00 Years
Federal Agencies 5 Years 3.85 Years
Federal Agency CMBS 5 Years 2.92 Years
Supranationals 5 Years 2.73 Years
Municipal Obligations 5 Years 4.01 Years
Corporate Notes 5 Years 4.62 Years
Commercial Paper 270 Days 0.00 Years
Negotiable CDs 5 Years 1.21 Years
Sector Allocations
Maximum Allocation Current Allocation
U.S. Treasuries 100% 8.5%
Federal Agencies 100% 2.9%
Federal Agency CMBS* 0% 0.2%
Supranationals 30% 0.6%
Municipal Obligations 30% 0.8%
Corporate Notes 30% 3.5%
Commercial Paper 20% 0.0%
Negotiable CDs 30% 1.1%
For informational purposes only and is not provided for compliance assurance, and is formatted for the City's use. *Effective August 18, 2020, federal agency securitized securities (including but not limited to mortgage-backed securities, collateralized mortgage obligations, commercial mortgage backed-securities are no longer authorized for purchase. Investments purchased before this date may be held in the portfolio until maturity.

City of Concord
Operating Funds Investment Policy Report
as of December 31, 2021

Note: Pre- and post-trade compliance for the account(s) managed by PFM Asset Management is provided via Bloomberg Asset and Investment Management ("AIM").

During the reporting period for the quarter ended December 31, 2021, the account(s) managed by PFM Asset Management ("PFMAM") were in compliance with the applicable investment policy and guidelines as furnished to PFMAM.

Acknowledged : PFM Asset Management LLC
City of Concord
Operating Funds Investment Policy Report
as of December 31, 2021

Investment Portfolio Benefits all Funds
The City’s cash and investment portfolio represents money from all City funds, including the General Fund, Enterprise funds, Capital Projects funds, and other funds, which are restricted to specific purposes.

In general, monies held by the City are allocated by the City Council for spending or are purposefully retained in reserves. For example, the money in the Capital Projects fund has been identified to provide particular capital projects for the community and there is a plan for spending down the cash balance as the projects progress. In the General Fund, approximately $27.4 million is purposely held in reserve to meet the City’s reserve policy of a minimum of 17% and a goal of 30% of operating expenditures. At the time the Treasurer’s Report was prepared, the preliminary reserve balance at December 31, 2021 for the General Fund represented approximately 25% of operating expenditures. Due to the schedule of when the City receives revenues throughout the year, cash reserves typically dip in the months of July through December until the first installment of Property Taxes are received in December. Typically, 100% of our General Fund revenues are received as of June 30. Compliance with Reserve Policy is measured at the end of the City’s fiscal year, June 30.

Below is a chart showing the composition of the cash and investment portfolio included in the December 31, 2021 Treasurer’s Report. It is important to understand that the only money not already allocated (but not yet spent) or restricted for a specific purpose is the General Fund Emergency Reserve, which is shown in the pie chart on the chart below in gray.

Fund Descriptions:

General Fund is the City’s operating fund that accounts for general purpose revenues and expenses and are by definition unrestricted. The Cash and Investments in the General Fund is comprised of the following categories: 1) Assignments and Restrictions for obligations already entered into but not yet paid; 2) Advances to Other funds which primarily represent advances to the Local Reuse Authority for the Naval Weapons Station redevelopment project and to the Golf Course for improvements at that facility; and 3) Emergency Reserve funds that are retained per Council Policy to address financial uncertainties.

Enterprise Funds report operations that are operating in a manner similar to a private business enterprise.

The Sewer Fund is the largest fund in this category and is legally restricted to be used only for sewer related activities.

Special Revenue Funds account for funds where the source of revenue is dedicated and restricted to a specific purpose. Housing funds, State Gas Tax funds and Assessment District funds represent examples of these types of funds.

Capital Projects Funds are used to track the financial resources set aside to acquire and/or construct major capital assets.

Internal Service Funds (ISF) are established to account for special activities and services performed by a designated department for other departments on a cost -reimbursement basis or replacement of necessary equipment . Examples include Worker’s Compensation, Fleet Maintenance/Replacement, Information Technology, and Building Maintenance fund. Funds are restricted by policy through the City Council and spent in accordance with the program/equipment they are designated to support.

Trust Funds are used to account for assets held by the City as a trustee agent for individuals, private organizations, and other governments. Examples include the City of Concord Retirement System Pension Fund and the Successor Agency Private Purpose Trust Fund.

1 REGULAR MEETING OF THE

CONCORD CITY COUNCIL

VARIOUS ELECTRONIC LOCATIONS
TUESDAY, FEBRUARY 22, 2022
The Concord City Council met in a regular meeting via various electronic locations at 6:30 p.m. on Tuesday, February 22, 2022, with Mayor Aliano presiding. Minutes follow in abbreviated form per Resolution 3361 and Council Minutes of September 26, 1966.

ROLL CALL

COUNCILMEMBERS PRESENT VIA
VARIOUS ELECTRONIC LOCATIONS: Edi Birsan, Laura Hoffmeister, Tim McGallian, Carlyn Obringer, Dominic Aliano (Councilmember Hoffmeister
arrived at 6:34 p.m.)

STAFF PRESENT VIA VARIOUS
ELECTRONIC LOCATIONS: Valerie Barone, City Manager; Susanne Brown, City Attorney; Justin Ezell, Assistant City Manager; Joelle Fockler, City Clerk; Neetu Salwan, Deputy City Clerk; Greg Taylor, Director of Information Technology; Karan Reid, Director of Finance; Kevin Marstall, Director of Community Development; Will Tarbox, Director of Public Works; Mark Bustillos, Chief of Police; Karan Reid, Director of Finance; Craig Blythe, Administrative Services Manager; Bruce Davis, Interim City Engineer; Brenda Kain, Housing Manager; Ali Hatefi, Associate Civil Engineer; Sophia Huckabay, Housing Program Analyst; Bernard Enrile, CIP
Manager

MEMBERS OF THE PUBLIC
WHO ADDRESSED THE COUNCIL: Natalie; George Fulmore; Ady Olvera; Linda Jacob; Tatiana Avdienko; Wendy Hershey, D’Marco Anthony; Donna Walton

PUBLIC COMMENT PERIOD
Natalie spoke of the Spirit West Coast Christian music festival to be held at the Concord Pavilion this summer, and requested that this be the final year this music festival is allowed to be held in Concord.

George Fulmore requested that a City Manager Report be put at the beginning of each meeting agenda.

Ady Olvera gave an update on the Concord Communities Alliance recent activities and asked for a moratorium on encampment sweeps.

Linda Jacob spoke of the recent cold weather and how it adversely affects the unsheltered.

Tatiana Avdienko spoke in support of elementary instrumental music.

Wendy Hershey spoke of needed services for unsheltered residents.

D’Marco Anthony emailed regarding Councilmember Birsan’s response to Mr. Anthony’s comments made regarding the redistricting process at the February 1st City Council meeting.

Donna Walton emailed requesting that an item regarding a partnership with community members, churches, non-profit groups and the City to provide a safe, legal site for the unhoused be put on a City Council meeting agenda.

5.a

City Council Minutes February 22, 2022

CITY COUNCIL CONSENT CALENDAR
Mayor Aliano opened a public comment period, and upon receiving no public comment, closed the public comment period.

APPROVAL OF MINUTES – January 25 and February 1, 2022
A motion was made by Obringer and seconded by Hoffmeister to approve the minutes from the meetings of January 25 and February 1, 2022. The motion passed by unanimous vote of the Council.

ADOPTION OF ORDINANCE NO. 22-1 – Development with Coastal Retail Concord, LLC A motion was made by Obringer and seconded by Hoffmeister to adopt Ordinance No. 22-1 entitled, “An Ordinance Approving and Adopting a Development Agreement by and between the City of Concord and Coastal Retail Concord, LLC, Regarding the Development of a Cannabis Storefront Retail Business located at 1847 Willow Pass Road, Assessor's Parcel Number 126-360-006 (PL21331 - AA, DA, DR).” Ordinance No. 22-1 was introduced on January 25, 2022, by reading of the title only and waiving further reading. The motion passed by unanimous vote of the Council.

ADOPTION OF RESOLUTION NO. 22-6 – Accepting Public Improvements for Tract 9508, Myrte Creek Estates Subdivision
A motion was made by Obringer and seconded by Hoffmeister to adopt Resolution No. 22-6 entitled, “A Resolution Accepting the Public Improvements for Tract 9508, Myrtle Creek Estates Subdivision, Assessor’s Parcel No. 117-050-008, located on Myrtle Drive at Ayers Road, and Releasing the Obligation of the Bonds Posted with the Subdivision Agreement.” The motion passed by unanimous vote of the Council.

APPROVAL OF PURCHASE OF THE RUBRIK DISASTER RECOVERY AND BACKUP SYSTEM – ePlus, Inc.

A motion was made by Obringer and seconded by Hoffmeister to approve the purchase of the Rubrik Disaster Recovery and Backup System from ePlus Inc. in an amount not to exceed $457,557.89, including a 15% contingency, in accordance with the City’s technology replacement schedule. The motion passed by unanimous vote of the Council.

APPROVAL OF A LICENSE AGREEMENT – Devaney Engineering
A motion was made by Obringer and seconded by Hoffmeister to approve a License Agreement with Devaney Engineering, Inc. to allow temporary materials/equipment storage within the City of Concord's property located at the Concord Pavilion for a fee of $1,687 per month for March 2022; authorize the City Manager to renew or extend the license term; and authorize the City Manager to sign the agreement in a form acceptable to the City Attorney. The motion passed by unanimous vote of the Council.

ADOPTION OF RESOLUTION NO. 22-7 – Notification of Intent to Comply with Senate Bill 1838 Regulations
A motion was made by Obringer and seconded by Hoffmeister to adopt Resolution No. 22-7 entitled, “A Resolution Adopting a Notification of Intent to Comply with SB 1838 Regulations.” The motion passed by unanimous vote of the Council.

City Council Minutes February 22, 2022
AWARD OF CONSTRUCTION CONTRACT – Interstate Grading & Paving, Inc. – Project No. 2443 APPROVAL OF PROFESSIONAL SERVICES AGREEMENT – Quincy Engineering, Inc. – Project No. 2443
APPROVAL OF RELATED BUDGET TRANSFER – From Project No. 2423 to Project No. 2443 A motion was made by Obringer and seconded by Hoffmeister to:

1. Award of a construction contract in the amount of $2,729,071.90 to Interstate Grading & Paving Inc. of South San Francisco for Pavement Maintenance – Zone 3 (Project No. 2443), authorize staff to utilize the available project contingency for contract change orders up to 10% of the contract amount, and authorize the Mayor to execute the contract in a form acceptable to the City Attorney;

2. Approve a Professional Services Agreement with Quincy Engineering, Inc. in the total not-to- exceed amount of $298,971.20 (base contract amount of $271,792.00 plus staff authorization to spend up to 10% contingency of $27,179.20) to provide construction management, inspection, and materials testing services for Pavement Maintenance – Zone 3 (Project No. 2443); and authorize the City Manager to execute the Agreement in a form acceptable to the City Attorney; and

3. Approve a related budget transfer of $400,000 (Measure Q and SB-1 Funds) from Oak Grove Road Pavement Rehabilitation - Phase 2 (Project No. 2423) to Pavement Maintenance – Zone 3 (Project No. 2443).

The motion passed by unanimous vote of the Council.

CITY COUNCIL CONSIDERATION ITEM
SUPPORT OF THE CONCORD ART ASSOCIATION’S PROPOSAL TO COMPLETE PHASE III OF ITS

UTILITY BOX ARTWORK PROGRAM
Assistant City Manager Justin Ezell introduced Catherine Hensiek from the Concord Art Association who gave a presentation on the Concord Art Association’s proposal to complete Phase III of its Utility Box Artwork Program.

Following questions from the City Council, Mayor Aliano opened a public comment period, and upon receiving no public comment, closed the public comment period.

Following discussion by the Council, a motion was made by Obringer and seconded by McGallian to authorize the use of 20 traffic signal controller boxes located throughout the City for public art, authorize staff to support the Program, and allocate $10,000 from the Art in Public Places fund to support the Program. The motion passed by unanimous vote of the Council.

CITY COUNCIL PUBLIC HEARINGS
ADOPTION OF RESOLUTION NO. 22-8 – Approving the Issuance of Tax-Exempt Revenue Obligations – The Lakes Apartments
Housing Program Analyst Sophia Huckabay introduced Phil Wood, President of Integrity Housing, who gave a presentation on the issuance of tax-exempt revenue obligations by the California Municipal Finance Authority for the purpose of financing the acquisition, rehabilitation, improvement, equipping, and conversion to affordable housing of The Laskes Apartments, a 102-unit multifamily rental housing project located at 1818, 1819, and 1850 Laguna Street, Concord, California.

Following questions from the City Council, Mayor Aliano opened a public comment period.

George Fulmore asked about the status of undocumented tenants.

City Council Minutes February 22, 2022
Natalie asked about ownership of the lake.

Mayor Aliano closed the public comment period.

Following discussion by the Council, a motion was made by McGallian and seconded by Obringer to adopt Resolution No. 22-8 entitled, “A Resolution Approving the Issuance of Tax-Exempt Revenue Obligations by the California Municipal Finance Authority for the Purpose of Financing the Acquisition, Rehabilitation, Improvement, Equipping, and Conversion to Affordable Housing of The Lakes Apartments, a 102-Unit Multifamily Rental Housing Project Located at 1818, 1819, and 1850 Laguna Street, Concord, California (The ‘Project’).” The motion passed by unanimous vote of the Council.

INTRODUCTION OF ORDINANCE NO 22-2 – Amending Concord Municipal Code Chapter 2.10 – Councilmember Compensation
City Clerk Joelle Fockler presented the report, explaining that at its meeting on January 25, 2022, the City Council supported a modest increase to Council salaries as a means of removing the potential for a much larger increase as would be allowed by State law should no action to change Council compensation be taken, and that an Ordinance was prepared for introduction that establishes a 6 percent (3 percent for each of two years, not compounded) increase in Councilmember compensation to be effective after the November 2022 City Council election. Ms. Fockler stated that the current Council compensation of $1,352 per month will be increased to $1,433.12 per month with adoption of the Ordinance, and the cost of the increase within the two-year budget is $2,839.20 and includes the months of December 2022 through June 2023.

Following questions from the City Council, Mayor Aliano opened a public comment period.

Natalie asked for the City Council to only take the pay they need.

Mayor Aliano closed the public comment period.

A motion was made by McGallian and seconded by Birsan to introduce Ordinance No. 22-2 entitled, “An Ordinance Amending Concord Municipal Code Chapter 2.10 (Officers and Employees), Article II (Compensation), Section 2.10.020 (Councilmembers) Increasing Councilmember Compensation by 3 percent and 3 percent, not compounded to $1,433.12 per month, to be Effective after the November 2022 City Council Election” by reading of the title only and waiving further reading. The Motion passed by the following vote of the Council:

AYES: Birsan, Hoffmeister, McGallian, Aliano NOES: Obringer ABSENT: None

CORRESPONDENCE
a. PowerPoint Presentation, Agenda Item No. 4.a – Concord Utility Box Art Phase III b. Benched Correspondence, Agenda Item No. 5.a – The Lakes c. PowerPoint Presentation, Agenda Item No. 5.a – The Lakes

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

It was the consensus of the Council to have staff work with the Mayor to ensure alignment with the City’s legislative platform and prepare letters of support for SB 843 Taxation: Renters’ Credit and AB 2336 Vehicles: Speed Safety System Pilot Program.

It was the consensus of the Council to have staff connect with the Winters’ Night Program to learn how they are operating now and this upcoming winter and bring the information back to the Housing and

City Council Minutes February 22, 2022
Economic Development Committee and invite the Concord faith based community to the meeting for a discussion.

ADJOURNMENT
By order of the Mayor, the meeting was adjourned on February 2, 2022, at 8:30 p.m.

DOMINIC ALIANO
MAYOR

JOELLE FOCKLER, MMC

CITY CLERK

Staff Report
Date: March 8, 2022
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Kevin Marstall, PE, Director of Community Development Prepared by: Bruce Davis, PE, Interim City Engineer
[email protected]
(925) 671-3470
Subject: Considering adoption of a Resolution authorizing the Contra Costa County Flood Control & Water Conservation District to establish an annual parcel assessment for FY 2022-23 for drainage maintenance and National Pollutant Discharge
Elimination System (NPDES) Program.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c),
15061(b)(3), 15273, and/or 15378.

Report in Brief
The City of Concord is mandated by both State and Federal law to maintain a National Pollutant Discharge Elimination System (NPDES) permit for storm water discharge. As part of its NPDES permit conditions, Concord is required to implement a comprehensive Stormwater Management Plan (SWMP). The SWMP must include municipal programs, public participation, and inter-governmental coordination to reduce the discharge of pollutants into storm drains, creeks, delta, and San Francisco Bay.

The City annually authorizes the Contra Costa Board of Supervisors to direct the Contra Costa County Flood Control and Water Conservation District to establish a storm water utility area for Concord and to impose assessments on parcels within the City of Concord. The revenue from this assessment funds activity required to implement Concord’s SWMP. Adoption of the resolution will continue the current Stormwater Utility

5.b5.b

City Council Agenda Report
Agenda Item No. 5.b
March 8, 2022
Area (SUA) assessment at the current Equivalent Runoff Unit (ERU) rate of $35 for a single family parcel through Fiscal Year 2022-23.

Recommended Action
Adopt a Resolution authorizing the Contra Costa County Flood Control and Water Conservation District to establish an annual parcel assessment for Fiscal Year 2022-23 for drainage maintenance and National Pollutant Discharge Elimination System (NPDES) Program.

Background
Pollution carried in storm water runoff has a significant impact on water quality and wildlife in the San Francisco Bay Area. Common pollutants found in runoff from urban areas include oil and grease from automobiles; heavy metals like copper, lead, and zinc from automobiles; polycyclic aromatic hydrocarbons from vehicle exhaust and residential fireplaces; pesticides, herbicides, and fertilizers from lawns and gardens; polychlorinated biphenyls from old industrial sites; mercury from florescent lights and thermometers; and biological pathogens. Without pollution prevention programs, these pollutants can be carried into municipal storm drainage systems and, ultimately, the Delta and the San Francisco Bay.

The 1987 reauthorization of the Federal Clean Water Act and California state legislation require local agencies to obtain an NPDES permit to discharge municipal storm drainage water into federal and state waters. The development and implementation of a joint municipal NPDES permit for storm water discharge is coordinated by the Contra Costa Clean Water Program (CCCWP), which consists of the City of Concord, the Contra Costa County Flood Control and Water Conservation District, Contra Costa County, and eighteen other Contra Costa cities (Antioch, Brentwood, Clayton, Danville, El Cerrito, Hercules, Lafayette, Martinez, Moraga, Oakley, Orinda, Pinole, Pittsburg, Pleasant Hill, Richmond, San Pablo, San Ramon, and Walnut Creek.) On March 9, 1993, the City Council adopted Resolution No. 93-14 authorizing the Contra Costa Flood Control and Water Conservation District to establish an annual parcel assessment to fund NPDES Program activities such as street sweeping, public education, industrial outreach, and drainage system maintenance. Resolution No. 93-14 set the initial assessment at $26 per Equivalent Runoff Unit (ERU) per year and limited future assessments to no more than $35 per ERU per year. A single family residential unit on a parcel with an area between 5,000 square feet and 20,000 square feet was defined as one ERU. Vacant and agricultural lands are exempt from assessment.

Concord’s SUA generates about two million dollars each year.

In December, 2009, the San Francisco Regional Water Quality Control Board (SFRWQCB) consolidated the municipal permits from 67 cities and 14 agencies in Alameda, Contra Costa, Santa Clara, San Mateo, and Solano counties, into a single Municipal Regional Permit. This MRP requires the City of Concord to implement a

City Council Agenda Report
Agenda Item No. 5.b
March 8, 2022
comprehensive Stormwater Mitigation Plan (SWMP). The City’s Stormwater Utility Area (SUA) assessment revenues finance the SWMP and other requirements in the MRP. To collect SUA revenues, the City annually authorizes the Contra Costa County Board of Supervisors to direct the Contra Costa County Flood Control and Water Conservation District to establish a storm water utility area for Concord and reaffirm the approved fee assessment.

Analysis
SUA revenues may be used only for storm water quality-related activities, including street sweeping; catch basin and storm drain maintenance; creek channel maintenance; inspection and monitoring programs to eliminate illicit discharges and illegal connections to the storm drain system, and stream bank erosion control. These efforts are mandated strategies to reduce the amount of pollution reaching the creeks, delta, and the San Francisco Bay estuary system.

On April 4, 2000, the Council adopted Resolution No. 00-29 approving the current rate of $35 per ERU. The annual parcel assessment has remained at $35 per ERU since June 2001. The rate can be increased only through a ballot approved by two-thirds of the property owners. No increase is being requested or proposed, rather an annual resolution is required under the Contra Costa County Flood Control and Water Conservation District Act.

Financial Impact
If the City Council adopts the resolution, the Contra Costa County Flood Control and Water Conservation District will reaffirm the annual ERU rate of $35 to generate two million dollars in SUA assessments for the City of Concord to fund SWMP implementation in Fiscal Year 2022-23.

Environmental Determination
Establishing the annual amount of and authorizing the Contra Costa County Flood Control & Water Conservation District to adopt SUA levies and/or assess ERUs does not constitute a "project," as defined in the California Environmental Quality Act (CEQA) of 1970, as amended, and its Guidelines, under the general rule that CEQA applies only to actions that have the potential to cause a significant effect on the environment. If such action were a “project” then, pursuant Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), and/or 15378, such action is not subject to environmental review because it will not result in a direct or reasonably foreseeable indirect physical change in the environment, and falls within the “common sense” exemption set forth in CEQA Guidelines Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” In this case, the Council is only authorizing the amount of the annual parcel assessment for the NPDES program.

Additionally, pursuant to Section 15273 of the CEQA Guidelines, the establishment of

City Council Agenda Report
Agenda Item No. 5.b
March 8, 2022
charges for the purpose of meeting operating expenses is categorically exempt.

Projects funded by the annual assessment will undergo CEQA review as necessary.

Public Contact
The City Council Agenda was posted.

Attachment

1. Resolution – Annual NPDES Assessment

Attachment 1
Res No. 22-XX 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Authorizing the Contra Costa County Flood
Control & Water Conservation District to Establish an
Annual Parcel Assessment for FY 2022-23 for Drainage
Maintenance and National Pollutant Discharge Elimination System (NPDES) Program
Resolution No. 22-XX
/
WHEREAS, under the Federal Water Pollution Control Act, [33 U.S.C. Section 1342(p)], certain municipal storm water discharges require a permit from the appropriate federal or state authorities pursuant to the National Discharge Elimination System (NPDES) Program; and WHEREAS, the City of Concord, in conjunction with other affected jurisdictions within Contra Costa County, applied to the State Regional Water Quality Control Board and received a Joint NPDES Permit to discharge storm water and developed a Storm Water Management Plan; and WHEREAS, Assembly Bill 2768 (West’s Water Code Appendix, Section 63-12 and 63-12.9) authorizes the Contra Costa Flood Control and Water Conservation District (DISTRICT) to establish storm water utility areas and to impose annual benefit assessments for the purpose of carrying out the activities required under the NPDES Program; and
WHEREAS, the DISTRICT has completed the process for formation of a Concord Storm Water Utility Area (SUA), including the adoption of Storm Water Assessment Drainage Ordinance No. 93-47; and
WHEREAS, the SUA and Program Group Costs Payment Agreement between the City of Concord and DISTRICT requires the City of Concord annually to determine the rate to be assessed per Equivalent Runoff Unit (ERU) for the forthcoming fiscal year; and WHEREAS, the City Council adopted Resolution 93-14, which established the range of annual assessment to be imposed by the DISTRICT within the storm water utility area at an amount not to exceed $35 per ERU.

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

Attachment 1
Res No. 22-XX 2
Section 1. Establishing the annual amount of and authorizing the Contra Costa County Flood Control & Water Conservation District to adopt SUA levies and/or assess ERUs does not constitute a "project," as defined in the California Environmental Quality Act (CEQA) of 1970, as amended, and its Guidelines, under the general rule that CEQA applies only to actions that have the potential to cause a significant effect on the environment. If such action were a “project” then, pursuant Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), and/or 15378, such action is not subject to environmental review because it will not result in a direct or reasonably foreseeable indirect physical change in the environment, and falls within the “common sense” exemption set forth in CEQA Guidelines Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” In this case, the Council is only authorizing the amount of the annual parcel assessment for the NPDES program. Additionally, pursuant to Section 15273 of the CEQA Guidelines, the establishment of charges for the purpose of meeting operating expenses is categorically exempt. Projects funded by the annual assessment will undergo CEQA review as necessary. No unusual circumstances exist and none of the exceptions under CEQA Guidelines Section 15300.2 apply. This determination reflects the City’s independent judgment and analysis.

Section 2. The annual assessment imposed by the DISTRICT within the storm water utility area for Fiscal Year 2022-23 shall be $35.00 per Equivalent Runoff Unit (ERU).

Section 3. The City Council requests the DISTRICT to adopt storm water utility area levies based on said amount per ERU.

Section 4. This resolution shall become effective immediately upon its passage and adoption. //
//
//
//
//
//
//

Attachment 1
Res No. 22-XX 3
PASSED AND ADOPTED by the City Council of the City of Concord on March 8, 2022, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -
I HEREBY CERTIFY that the foregoing Resolution No. 22-XX was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on March 8, 2022.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney

Staff Report
Date: March 8, 2022
To: City Council
From: Valerie J. Barone, City Manager
Prepared by: Joelle Fockler, MMC, City Clerk
[email protected]
(925) 671-3390
Subject: Confirming the appointment of Robert Barnes as the City of Concord's representative to the Central Contra Costa Transit Authority Advisory Committee (County Connection) for a term ending December 31, 2024.

Report in Brief
Following the completion of a formal recruitment process, Mayor Aliano recommends that the City Council confirm the appointment of Robert Barnes as the City of Concord’s representative to the Central Contra Costa Transit Authority Advisory Committee (County Connection) for a term ending December 31, 2024.

Recommended Action
Confirm the appointment of Robert Barnes as the City of Concord’s representative to the Central Contra Costa Transit Authority Advisory Committee (CCCTA) for a term ending December 31, 2024.

Background
The Central Contra Costa Transit Authority Advisory Committee (Advisory Committee) is comprised of 11 members from Central Contra Costa County. Each member jurisdiction recommends one member for an appointment. The Advisory Committee meets bi-monthly and is charged with the responsibility of acting as advisors to the CCCTA Board of Directors and collecting and reporting service issues and concerns received from the jurisdictions. Members may volunteer, or be appointed by the Chair to attend CCCTA Committee meetings, participate in Advisory Committee subcommittees, or undertake other duties for the Advisory Committee.

5.c

City Council Agenda Report
Agenda Item No. 5.c
March 8, 2022
A recruitment for the Central Contra Costa Transit Authority Advisory Committee (County Connection) was announced on October 26, 2021. Applications were due to the City Clerk by Friday, December 3, 2021.

The City Clerk received applications from Robert Barnes and Dipak Majumdar. The Mayor interviewed the applicants on February 17, 2022. Outside agency representatives are appointed by the Mayor and confirmed by Council.

Analysis
The primary purpose of the Advisory Committee is to review, analyze and advise the County Connection Board of Directors on issues and policies relating to fixed-route and paratransit service. The Advisory Committee will consider and make recommendations on finance and planning documents that include but are not limited to the following:

CCCTA Ten Year Short Range Transit Plan, annual operating and capital budget, annual marketing plan, other issues such as operations, scheduling, administration, finance, and legislation.

Public Contact
The City Council Agenda was posted.

Staff Report
Date: March 8, 2022
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Kevin Marstall, PE, Director of Community Development Bruce Davis, PE, Interim City Engineer
Bernard Enrile, PE, CIP Manager
Prepared by: Kevin Wheat, PE, Associate Civil Engineer
[email protected]
(925) 671-3422
Subject: Considering approval of a Professional Services Agreement (PSA) with LCC Engineering & Surveying, Inc. (LCC) of
Martinez, California, in the not-to-exceed amount of
$275,684.20 (base agreement of $250,622.00 plus Staff
authority to spend up to a 10% contingency of $25,062.20) to provide design and related services for Pavement Maintenance – Zone 5J Project (Project No. 2526); and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney (Measure V and Measure J Local Funds).

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

Report in Brief
The Pavement Maintenance – Zone 5J Project (Project No. 2526) is on residential streets immediately south of Hillcrest Community Park, and north of Solano Way, including streets such as Overhill Road, Hilltop Road, and Avon Avenue (See Attachment 1 for a map)
Design engineering services for this project include development of plans, specifications, construction cost estimates, public outreach, and pavement investigations/testing. Along with pavement rehabilitation, design includes the curb ramp

5.d5.d5.d5.d5.d

City Council Agenda Report
Agenda Staff Report No. 5.d
March 8, 2022
upgrades at intersections to meet accessibility standards, sidewalk or curb and gutter repairs, restriping, and the addition of a Class III bike route on Avon Avenue.

Design efforts for Pavement Maintenance – Zone 5J Project are expected to start in March 2022, and be completed by December 2022. Following design, staff will advertise the project for construction bids; advertising in winter will lead to more competitive bid prices. The project is fully funded by both Measure V and Measure J Local Funds, and construction is anticipated to begin in Spring 2023.

Recommended Action
Approve a Professional Services Agreement (PSA) with LCC of Martinez, California, in the not-to-exceed amount of $275,684.20 (base agreement of $250,622.00 plus Staff authority to spend up to a 10% contingency $25,062.20) to provide design and related services for Pavement Maintenance – Zone 5J (Project No. 2526); and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney.

Background
On June 2, 2020, City Council approved the proposed Five-Year Pavement Expenditure plan and 2-year CIP Budget for FY 2020/2021 and FY 2021/2022, which included the Pavement Maintenance – Zone 5J Project (Project No. 2526).

On June 1, 2021, City Council approved a Five-Year Pavement Expenditure Plan Update, reflecting the significant increase in funding made available by the voters passage of Measure V and the Council’s decision to use lease revenue debt financing to accelerate roadway investments. This project is a component of that plan. The full plan can be viewed online on the City’s website at the following link:
https://cityofconcord.org/DocumentCenter/View/5612/5-Year-Expenditure-Pavement- Plan.

Analysis/Procurement Process
Staff issued a Request for Proposals (RFP) on December 13, 2021 for consultants to provide design and related services for Pavement Maintenance – Zone 5J Project (Project No. 2526). The RFP was advertised in the local newspaper and on the City’s Procurement Website (Public Purchase). Seven proposals were received, reviewed, and ranked by the selection committee comprised of City Staff from Engineering Services.

Based on the analysis of the proposals, interviews, and references, LCC was selected as the most qualified firm to provide design and related services for Project No. 2526.

City Staff and LCC negotiated the scope of work, cost for the services, and agreed upon $250,622.00 (base agreement) as a fair and reasonable compensation for the services needed to complete design of the project and provide construction support.

City Council Agenda Report
Agenda Staff Report No. 5.d
March 8, 2022
LCC has extensive experience in the design of residential paving projects in the Bay Area, having successfully designed recently constructed projects with similar work in Martinez and Berkeley. LCC was also the designer of two recent/current City of Concord projects, including the Salvio Street Bikeway Improvements Project constructed in spring 2021, and has performed design work for Concord’s Monument Boulevard Class I Path Project (City Project No. 2455).

Financial Impact
An estimated $275,684.20 is needed to fund complete design of Pavement Maintenance – Zone 5J Project (Project No. 2526), which includes design services, staff time, advertising, administrative costs, and contingencies.

Project No. 2526 is fully funded by both Measure J Local (Fund 475) and Measure V Funds (Fund 407 & 490).

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

Public Contact
The City Council Agenda was posted.

Attachments

1. Project Location Map

2. Professional Services Agreement (PSA) with LCC with Exhibit A, Fee Proposal, and Exhibit B, Scope of Services

PAVEMENT MAINTENANCE – ZONE 5J PROJECT
PROJECT NO. 2526

PROJECT LOCATION MAP

STREETS

INCLUDED IN

PROJECT (TYP)
Attachment 1

AGREEMENT FOR PROFESSIONAL SERVICES
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THIS AGREEMENT ("Agreement") is entered into on March 8, 2022 between the City of Concord ("CITY") and LCC Engineering and Surveying, Inc., LCC, 930 Estudillo Street, Martinez, CA 94553 (“CONSULTANT”).

THE PARTIES ENTER THIS AGREEMENT based upon the following facts, understandings and intentions:

The CITY desires to contract with CONSULTANT to provide the professional services described in Section 2 of this Agreement, upon the terms and conditions hereinafter set forth.

NOW, THEREFORE, IN CONSIDERATION of the mutual covenants and promises of the parties herein contained, the parties hereto agree as follows:

1. TERM. This Agreement shall commence on March 8, 2022 and expire on June 30, 2023.

2. SCOPE OF SERVICES. Subject to such policy direction and approvals provided by the CITY's Authorized Representative, CONSULTANT shall perform the services described in detail in Exhibit A, Scope of Services. CITY retains all rights of approval and discretion with respect to the projects and undertakings contemplated by this Agreement.

3. PAYMENT. The compensation to be paid to CONSULTANT including payment for professional services and reimbursable expenses, shall be at the rate and schedules in detail in Exhibit A. However, in no event shall the amount CITY pays CONSULTANT exceed two hundred seventy- five thousand, six hundred eighty-four dollars and twenty cents ($275,684.20) for the term of this Agreement. The total includes the sum of the base contract of two hundred fifty thousand, six hundred twenty-two dollars ($250,622.00) and a 10% contingency of twenty-five thousand, sixty-two dollars and twenty cents ($25,062.20). Any Amendment to this Agreement that includes an increase to this compensation amount shall be made in accordance with Section 5 below.

CONSULTANT may submit monthly statements for services rendered; all statements shall include adequate documentation demonstrating work performed during the billing period. It is intended that CITY review such statement and pay CONSULTANT for services rendered within 30 days of receipt of a statement that meets all requirements of this Agreement. Payment by CITY shall not be

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deemed a waiver of unsatisfactory work, even if such defects were known to the CITY at the time of payment.

4. AUTHORIZED REPRESENTATIVES. Authorized representatives shall represent CITY and CONSULTANT in all matters pertaining to the services to be ordered by CITY or rendered by CONSULTANT under this Agreement except where approval for the CITY is specifically required by the City Council. The CITY’s authorized representative is Bruce Davis, Interim City Engineer of the Community Development Department. The CONSULTANT’s authorized representative is Christine M. Leptien-Parks, PE, LS, Principal.

5. AMENDMENT TO AGREEMENT. This Agreement may be amended in writing, subject to approval by both parties. If additional services are requested by CITY other than as described in the above Scope of Services, this Agreement may be amended, modified, or changed by the parties subject to mutual consent and in accordance with the CITY’s Municipal Code by execution of an Amendment by authorized representatives of both parties setting forth the additional scope of services to be performed, the performance time schedule, and the compensation for such services.

A. Amendment for Additional Compensation. CITY’s Authorized Representative is authorized to execute amendments to the Agreement on behalf of CITY, including amendments providing for additional compensation to CONSULTANT not to exceed the Minimum Threshold, including the base contract amount, throughout the term of this Agreement. “Minimum Threshold” means the dollar amount over which Council approval is required during each fiscal year as set forth in Concord City Council Resolution 21-43 pursuant to Concord Municipal Code Section

3.10.040(a). The Minimum Threshold for Fiscal Year 2021-22 is $75,000 and increases by $5,000 each subsequent fiscal year such that by Fiscal Year 2026-27 the Minimum Threshold is $100,000. Any additional compensation to CONSULTANT that is greater than the Minimum Threshold, including the base contract amount, must be approved by City Council.

CONSULTANT’s failure to secure CITY’s written authorization for additional compensation or changes to the Scope of Services shall constitute a waiver of any and all right to adjustment in the price or time due, whether by way of compensation, restitution, quantum meruit, or similar relief.

6. INDEPENDENT CONTRACTOR. Both parties understand and acknowledge that

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CONSULTANT, its officers, agents, employees, volunteers and subcontractors are and shall at all times remain as to the CITY wholly independent contractors. Neither the CITY nor any of its officers, officials, agents, employees or volunteers shall have any control over the manner by which the CONSULTANT performs this Agreement and shall only dictate the results of the performance.

CONSULTANT shall not represent that CONSULTANT or its officers, agents, employees, volunteers or subcontractors are agents or employees of the CITY, and CONSULTANT shall have no authority, express or implied, to act on behalf of the CITY in any capacity whatsoever as an agent, and shall have no authority, express or implied, to bind the CITY to any obligation whatsoever, unless otherwise provided in this Agreement.

As an independent contractor, CONSULTANT shall not be eligible for any benefits, which the City may provide to its employees and all persons, if any, hired by CONSULTANT shall be employees or subcontractors of CONSULTANT and shall not be construed as employees or agents of the CITY in any respect. CONSULTANT shall receive no premium or enhanced pay for work normally understood as overtime, i.e., hours that exceed forty (40) hours per work week, or work performed during non- standard business hours, such as in the evenings or on weekends. CONSULTANT shall not receive a premium or enhanced pay for work performed on a recognized holiday. CONSULTANT shall not receive paid time off for days not worked, whether it be in the form of sick leave, administrative leave, or for any other form of absence. CONSULTANT shall pay all taxes, assessments and premiums under the federal Social Security Act, any applicable unemployment insurance contributions, Workers Compensation insurance premiums, sales taxes, use taxes, personal property taxes, or other taxes or assessments now or hereafter in effect and payable by reason of or in connection with the services to be performed by CONSULTANT.

7. STANDARD OF PERFORMANCE. CONSULTANT represents and warrants to CITY that CONSULTANT is skilled and able to provide such services described in the Scope of Services and that such services shall be performed in an expeditious manner, and with the degree of skill and care that is required by current, good, and sound procedures and practices. CONSULTANT further agrees that the services shall be in conformance with generally accepted professional standards prevailing at the time work is performed.

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8. PERFORMANCE BY CONSULTANT. CONSULTANT shall not employ other consultants, subconsultants, experts, or contractors without the prior written approval of the CITY.

Notwithstanding the foregoing, CITY shall not be obligated or liable for payment hereunder to any party other than the CONSULTANT. CONSULTANT hereby designates the CONSULTANT’S representative as the person primarily responsible for the day-to-day performance of CONSULTANT'S work under this Agreement. CONSULTANT shall not change the CONSULTANT’S representative without the prior written consent of the CITY. Unless otherwise expressly agreed by the CITY, CONSULTANT'S representative shall remain responsible for the quality and timeliness of performance of the services, notwithstanding any permitted or approved delegation hereunder.

9. OWNERSHIP AND MAINTENANCE OF DOCUMENTS. All documents furnished by CONSULTANT pursuant to this Agreement are instruments of CONSULTANT’s services in respect to this project. They are not intended nor are represented to be suitable for reuse by others except CITY on extensions of this project or on any other project. Any reuse without specific written verification and adoption by CONSULTANT for the specific purposes intended will be at user’s sole risk and without liability or legal exposure and expenses to CONSULTANT, including attorney’s fees arising out of such unauthorized reuse.

CONSULTANT’s records, documents, calculations, and all other instruments of service pertaining to actual project shall be given to CITY at the completion of the project. The CITY reserves the right to specify the file format that electronic document deliverables are presented to the CITY. [Alternative: Title to all plans, specifications, maps, estimates, reports, manuscripts, drawings, descriptions and other final work products compiled by the CONSULTANT under the Agreement shall be vested in the CITY, none of which shall be used in any manner whatsoever, by any person, firm, corporation, or agency without the expressed written consent of the CITY. Basic survey notes and sketches, charts, computations, and other data prepared or obtained under the Agreement shall be made available, upon request, to the CITY without restriction or limitations on their use. CONSULTANT may retain copies of the above-described information but agrees not to disclose or discuss any information gathered, discussed or generated in any way through this Agreement without the written permission of CITY during the term of this Agreement, unless required by law.]

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10. INDEMNIFICATION.

A. For Design Professional Services Only. Pursuant to California Civil Code Section 2782.8, CONSULTANT agrees to indemnify the CITY (including its officers, officials, agents, employees and volunteers) against liability for claims against the CITY that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT in the performance of this Agreement. The CONSULTANT will reimburse the CITY for any expenditures, including reasonable attorney fees, incurred by the CITY in defending against claims ultimately determined to arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the CONSULTANT.

B. For All Other Services. CONSULTANT agrees to defend, indemnify and hold harmless the CITY (including its officers, officials, agents, employees and volunteers) from and against all claims, demands, actions, losses, damages, injuries, and liability (including all attorney’s fees and other litigation expenses) arising out of the CONSULTANT’s performance under the terms of this Agreement. This indemnification obligation on CONSULTANT’s part shall not apply to the demands, actions, losses, damages, injuries, and liability arising out of the sole negligence or willful misconduct on the part of the CITY.

11. INSURANCE. CONSULTANT shall, at its own expense, procure and maintain in full force at all times during the term of this Agreement the following insurance:

A. Commercial General Liability Coverage. CONSULTANT shall maintain commercial general liability insurance with limits of no less than one million dollars ($1,000,000) combined single limit per occurrence or two million dollars ($2,000,000) aggregate limit for bodily injury, personal injury, and property damage.

B. Automobile Liability Coverage. CONSULTANT shall maintain automobile liability insurance covering all vehicles used in the performance of this Agreement providing a one million dollar ($1,000,000) combined single limit per occurrence for bodily injury, personal injury, and property damage.

C. Professional Liability Coverage (Errors and Omissions). CONSULTANT shall maintain professional liability insurance with coverage for all negligent errors, acts or omissions

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committed by CONSULTANT, its agents and employees in the performance of this Agreement. The amount of this insurance shall be not less than one million dollars ($1,000,000) on a claims made annual aggregate basis or a combined single limit per occurrence basis.

D. Compliance with State Workers' Compensation Requirements.

CONSULTANT covenants that it will insure itself against liability for Workers' Compensation pursuant to the provisions of California Labor Code §3700, et seq. CONSULTANT shall, at all times, upon demand of the City, furnish proof that Workers' Compensation Insurance is being maintained by it in force and effect in accordance with the California Labor Code. The insurer shall also agree to waive all rights of subrogation against the CITY, its officers, officials, agents, employees and volunteers for losses arising from work performed by CONSULTANT for CITY. This provision shall not apply upon written verification by CONSULTANT that CONSULTANT has no employees.

E. Other Insurance Provisions. The policies are to contain, or be endorsed to contain the following provisions:
(1) Additional Insured. CITY, its officers, officials, agents, employees and volunteers are to be covered as an additional insured as respects: Liability arising out of activities performed by or on behalf of CONSULTANT and operations of CONSULTANT, premises owned, occupied, or used by CONSULTANT. The coverage shall contain no special limitations on the scope or protection afforded to CITY, its officers, officials, agents, employees or volunteers.

Except for worker's compensation and professional liability insurance, the policies mentioned in this subsection shall name CITY as an additional insured and provide for notice of cancellation to CITY. CONSULTANT shall also provide timely and prompt notice to CITY if CONSULTANT receives any notice of cancellation or nonrenewal from its insurer. (2) Primary Coverage. CONSULTANT'S insurance coverage shall be primary insurance with respect to CITY, its officers, officials, agents, employees and volunteers. Any insurance, risk pooling arrangement, or self-insurance maintained by CITY, its officers, officials, agents, employees or volunteers shall be in excess of CONSULTANT'S insurance and shall not contribute with it.
(3) Reporting Provisions. Any failure to comply with the reporting

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provisions of the policy shall not affect the coverage provided to the CITY, its officers, officials, agents, employees or volunteers.
(4) Verification of Coverage. CONSULTANT shall furnish CITY with certificates of insurance and the original endorsements effecting coverage required by this Agreement.

The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. The aforementioned policies shall be issued by an insurance carrier having a rating of Best A-7 or better which is satisfactory to the City Attorney and shall be delivered to CITY at the time of the execution of this Agreement or before work commences. Such policies and certificates shall be in a form approved by the City Attorney. CITY reserves the right to require complete certified copies of all required insurance policies at any time.

12. TIME OF PERFORMANCE. The time of performance of the services under this Agreement is of the essence, and all time deadlines identified in this Agreement or Scope of Services shall be strictly construed.

13. SUSPENSION OF WORK. CITY may, at any time, by ten (10) days’ written notice, suspend further performance by CONSULTANT. All suspensions shall extend the time schedule for performance in a mutually satisfactory manner, and CONSULTANT shall be paid for services performed and reimbursable expenses incurred prior to the suspension date. During the period of suspension, CONSULTANT shall not receive any payment for services, or expenses, except for reasonable administration expenses, incurred by CONSULTANT by reason of such suspension.

14. TERMINATION. CITY may terminate this Agreement for any reason upon ten (10) days written notice to the other party. CITY may terminate the Agreement upon five (5) days written notice if CONSULTANT breaches this Agreement. In the event of any termination, CONSULTANT shall promptly deliver to the CITY any and all finished and unfinished reports or other written, recorded, photographic, or visual materials, documents, data, and other deliverables (“Work Materials”) prepared for the CITY prior to the effective date of such termination, all of which shall become CITY’s sole property. After receipt of the Work Materials, CITY will pay CONSULTANT for the services satisfactorily performed as of the effective date of the termination.

15. COMPLIANCE WITH CIVIL RIGHTS. During the performance of this contract,

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CONSULTANT agrees as follows:

A. Equal Employment Opportunity. In connection with the execution of this Agreement, CONSULTANT shall not discriminate against any employee or applicant for employment because of race, religion, color, sex, or national origin. Such actions shall include, but not be limited to, the following: employment, promotion, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rate of pay or other forms of compensation; and selection for training including apprenticeship.

B. Nondiscrimination Civil Rights Act of 1964. CONSULTANT will comply with all federal regulations relative to nondiscrimination in federally assisted programs.

C. Solicitations for Subcontractors including Procurement of Materials and Equipment. In all solicitation, either by competitive bidding or negotiations, made by CONSULTANT for work to be performed under a subcontract including procurement of materials or leases of equipment, each potential subcontractor, supplier or lessor shall be notified by CONSULTANT of CONSULTANT’S obligation under this Agreement and the regulations relative to nondiscrimination on the grounds of race, religion, color, sex, or national origin.

16. CONFLICT OF INTEREST.

A. CONSULTANT covenants and represents that neither it, nor any officer or principal of its firm, has, or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of CITY or which would in any way hinder CONSULTANT’s performance of services under this Agreement. CONSULTANT further covenants that in the performance of the Agreement, no person having any such interest shall be employed by it as an officer, official, agent, employee or subcontractor without the express written consent of the CITY. CONSULTANT agrees to at all times avoid conflicts of interest, or the appearance of any conflicts of interest, with the interests of the CITY in the performance of this Agreement.

B. CONSULTANT is not a designated employee within the meaning of the Political Reform Act because CONSULTANT:
(1) Will conduct research and arrive at conclusions with respect to its rendition of information, advice, recommendation or counsel independent of the control and direction of the CITY

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or of any CITY official, other than normal contract monitoring; and (2) Possesses no authority with respect to any CITY decision beyond the rendition of information, advice, recommendation or counsel. (2 Cal. Code Regs. § 18700(a)(2).)

17. COMPLIANCE WITH LAWS. CONSULTANT shall comply with all applicable Federal, State of California, and local laws, rules, and regulations and shall obtain all applicable licenses, including a business license with the City of Concord, and permits for the conduct of its business and the performance of the services. CONSULTANT shall ensure that all of its officers, officials, agents, employees and subcontractors who: (i) enter CITY premises in connection with the services to be performed by CONSULTANT hereunder, and/or (ii) have in-person contact with CITY officers, officials, agents, employees, subcontractors and volunteers, and/or members of the public in connection with the services to be performed by CONSULTANT hereunder, comply with all applicable Federal, State of California, Contra Costa County, and local laws, rules, and regulations, whichever is the most restrictive, regarding COVID-19 or similar public health matters, including regarding vaccinations, testing, reporting, social distancing, social gathering, mask wearing, and associated requirements.

18. CHOICE OF LAW. This Agreement shall be construed and interpreted in accordance with the laws of the State of California, excluding any choice of law rules which may direct the application of the laws of another jurisdiction. In the event that suit shall be brought by either party hereunder, the parties agree that trial of such action shall be held exclusively in a state court in the County of Contra Costa, California.

19. NON-WAIVER. The waiver by either party of any breach of any term, covenant, or condition contained in the Agreement, or any default in their performance of any obligations under the Agreement shall not be deemed to be a waiver of any other breach or default of the same or any other term, covenant, condition, or obligation, nor shall any waiver of any incident of breach of default constitute a continuing waiver of same.

20. ENFORCEABILITY; INTERPRETATION. In the event that any of the provisions or portions of application of any of the provisions of the Agreement are held to be illegal or invalid by a court of competent jurisdiction, CITY and CONSULTANT shall negotiate an equitable adjustment in

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the provisions of the Agreement with a view toward affecting the purpose of the Agreement. The illegality or invalidity of any of the provisions or portions of application of any of the provisions of the Agreement shall not affect the legality or enforceability of the remaining provisions or portions of application of any of the provisions of the Agreement. This Agreement shall be interpreted as though it was a product of a joint drafting effort and no provisions shall be interpreted against a party on the ground that said party was solely or primarily responsible for drafting the language to be interpreted.

21. INTEGRATION. All exhibits identified in this Agreement are attached hereto and incorporated herein by reference. The Agreement contains the entire agreement and understanding between the parties as to the subject matter of this Agreement. It merges and supersedes all prior or contemporaneous agreements, commitments, representation, writings, and discussions between CONSULTANT and CITY, whether oral or written.

22. SUCCESSORS AND ASSIGNS: NO THIRD PARTY BENEFICIARIES; NO JOINT VENTURE. CITY and CONSULTANT respectively, bind themselves, their successors, assigns, and legal representatives to the terms and obligations of this Agreement. CONSULTANT shall not assign or transfer any interest in the Agreement without the CITY's prior written consent, which consent shall be in the CITY’s sole discretion. Any attempted assignment or transfer in breach of this provision shall be void. This Agreement is not intended and shall not be construed to create any third party benefit. This Agreement is not intended and shall not be construed to create a joint venture or partnership between the parties. CONSULTANT, its officers, employees and agents shall not have any power to bind or commit the CITY to any decision.

23. FINANCIAL RECORDS. Records of CONSULTANT’s direct labor costs, payroll costs, and reimbursable expenses pertaining to this project covered by this Agreement will be kept on a generally recognized accounting basis and made available to CITY if and when required.

24. NOTICES. All notices required hereunder shall be in writing and mailed postage prepaid by certified or registered mail, return receipt requested, or by personal delivery to the CITY's address as shown below, or such other places as CITY or CONSULTANT may, from time to time, respectively, designate in a written notice given to the other. Notice shall be deemed received three (3) days after the date of the mailing thereof or upon personal delivery.

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To CITY: Bruce Davis, Interim City Engineer
Community Development Department
City of Concord
1950 Parkside Drive
Concord, CA 94519-2578
Phone: (925) 671-3470
Email: [email protected]
To CONSULTANT: Christine M. Leptien-Parks, PE, LS, PE, LS, Principal
LCC Engineering and Surveying, Inc.
930 Estudillo Street
Martinez, CA94553
Phone: (925)228-4218
Email: [email protected]

25. NON-LIABILITY. No member of the CITY and no other officer, official, agent, employee or volunteer of the CITY shall be personally liable to CONSULTANT or otherwise in the event of any default or breach of the CITY, or for any amount which may become due to CONSULTANT or any successor in interest, or for any obligations directly or indirectly incurred under the terms of this Agreement.

26. EXECUTION . Each individual or entity executing this Agreement on behalf of Applicant represents and warrants that he or she or it is duly authorized to execute and deliver this Agreement on behalf of Applicant and that such execution is binding upon Applicant.

This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

IN WITNESS WHEREOF, the parties have executed this Agreement in one (1) or more copies as of the date and year first written above.

CONSULTANT CITY OF CONCORD, a Municipal
Corporation
By:_________________________________ By:______________________________ Name: Christine M. Leptien-Parks, PE, LS, PE, LS Name: Valerie J. Barone Title: Principal Title City Manager
Address: 930 Estudillo Street Address: 1950 Parkside Drive

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Martinez,CA 94553 Concord, CA 94519
Telephone: (925)228-4218 Telephone: (925) 671-3150
Email: [email protected]
APPROVED AS TO FORM: ATTEST:

Susanne Brown Joelle Fockler, MMC
City Attorney City Clerk
FINANCE DIRECTOR'S CERTIFICATION:

Concord, California
Date:

I HEREBY CERTIFY THAT ADEQUATE FUNDS EXIST OR WILL BE RECEIVED DURING THE CURRENT FISCAL YEAR 2021/22 TO PAY THE ANTICIPATED EXPENSES TO BE INCURRED PURSUANT TO THIS CONTRACT.

THE SUM OF $275,684.20. Account Code 4079500C999-74500 / 4072526113-74500.

Finance Director's Signature

Exhibit A to Attachment 2

City of Concord
Pavement Maintenance – Zone 5J Project
City Project No. 2526
Design Strategy
18 Scope of Work
LCC  will  work  closely  with  City  staff  from  the  inception  of  the  design  pha se  of  the  project,  to  project
construction close‐out.  LCC will act as the Project Manager for the City in coordinating with sub‐consultants, utility  agencies,  other  public  agencies,  City  Staff  and  property  owners.  LCC   has  reviewed  and  understands the scope
of work outlined in the Request for Proposals issued by the City for this Project.  Following  are a few critical project elements related to the scope of work that LCC considers critical in delivering a successful project to the City of Concord.

TASK 1 – PROJECT MANAGEMENT
A. Maintain Sch
edule & Budget for Team.  A  proposed project schedule  is included above in  this Section which allows for start of construction in Spring of 2023.  LCC  will update the City on the status of the Schedule and Budget for the project on an agreed upon regular basis.

B. Kick‐Off Meeting and Design Review Meeti ngs (assume 5).   An in‐person Kick‐Off Meeting will be  scheduled  immediately  after  the  award  of  Contract.  The   items  to  be  discussed  will  include schedule, right of way, budget, pavement goals, ADA goals, other improvements.  LCC  will meet with the City in person after the Initial Site Visit and to review Plans, Specific ation and Estimate (PS&E)  after  35%,  60%  and  90%  to  discuss  project  and  coordination  items.  LCC  will  prepare  a meeting Agenda prior to meetings and brief meeting minutes after meetings.

C. Site Visit with City (assume 2).   LCC will do a thorough site visit to review existing curb ramps, Avon  Street  and  pavement  ne
eds.  LCC   will  also  perform  another  site  visit  during  the  design phase of the project to review design elements as needed.

D. Public Outreach Meetings (assume 2). LCC will attend up to two (2) public outreach meetings to review  the  design  concept  and  to  listen  to  and  incorporate  (if   possible) recommendations/concerns from members of the public.  It is assumed that notices to the public will be issued by City staff.  Our  scope of services includes budget to prepare for exhibits and to attend these meetings.

E. Meetings with Property Owners and City. LCC will attend me etings with affected property owners and tenants to describe the project, obtain comments and also to coordinate any required ROW clearances for the project.

F. Permit to Enter with Private Owners.  LCC will prepare the required documents for Permit to Enter for Construction for Private Property Owne rs to Sign if Required.

G. Assistance with Agency Coordination & Environmental Clearances.  LCC will support the City in coordinating with affected agencies for facilities possibly including the neighboring school, Contra Costa County, or County Connection Transit Services.  LCC will also provide the exhibits and data required for any environmental clearances.  LCC assumes no c.3 compliance is necessary with this main
tenance project.

H. Utility Coordination.  LCC will coordinate review of the PS&E with the affected Utility agencies and arrange any relocations or adjustment necessary to construct the project. We will also coordinate with the various agencies to ascertain if they plan to install new facili ties within the project area.   LCC will also arrange for the potholing of critical utilities and incorporate this data in the contract documents.

Exhibit B to Attachment 2

City of Concord
Pavement Maintenance – Zone 5J Project
City Project No. 2526

Design Strategy
19 TASK 2 – PAVEMENT EVALUATION

A.  Pavement Evaluation.   PEI will perform the evaluation.   The field‐testing portion consists of  deflection  testing  and  coring  the  pavement  to  determine  the  asphalt  layer  thickness.

Deflection  tests  will  be  performed  at  100‐foot  maximum  intervals  in  each  travel  lane.

Coring  will  be  performed  at  500‐foot  maximum  intervals  over  the  street  segment.  The deflection analysis  will  be  performed  in  ge
neral  accordance  with  CTM  356.  Our  work
excludes  pre‐marking  the  coring  locations  and  coordination  with  Underground  Service Alert. Moving traffic control will be provided by a follow vehicle with flashing lights. Flagging will be provided as necessary. City will provide Traffic Index of each street.

The  engineering  report  summarizes  our  deflection  analysis  and  contains  rehabilitation options for each street segment tested. We will explore all possible rehabilitation options, including milling and filling, conventional HMA overlay and RHMA overlays, as well as cold in  place  recycling  (CIR).  Included  with  the  report  are  deflection  summary  sheets,  photos and a visual description of th
e street segment.   A draft Report will be provided for review prior to issuing the Final Report.  Base Failure Repair Locations will also be provided in the Report and on the Plans.

LCC will coordinate the pavement evaluation work and review the report with the City to deter
mine best improvement for each pavement.

TASK 3 – BASEMAPPING

A. Document  Review.  LCC   will  review  any  as‐builts,  Right  of  Way  maps,  basemaps,  GIS  data  and utility information provided by the City and incorporate the information into the mapping.

B. Utility Notices & Mapping.  Records of the utility co mpanies  will be requested for Grant Avenue and Knoll Drive.  The utility base map information will be plotted in our base drawings.

C. Topographic Surveys & Mapping (Aerial, Tetratech).  Orthophotos and aerial planimetrics will be obtained  for  Grant  Avenue  and  Knoll  Drive.  LCC   will  utilize  the  existing  mapping  for  the  other streets.

D. Supplem
ental  Field  Surveys  &  Mapping.   LCC  will  perform  detailed  supplemental  surveys  and mapping  where determined they are required and  utilize existing Right of Way mapping  for all areas.

E. Utility Locating and Potholing.  LCC will engage a utility locating firm to confirm the locations of critical utilities as require d.   LCC  will coordinate this work and plot the data in the mapping and Plans as needed.

TASK 4 – PLANS SPECIFICATIONS & ESTIMATES (PS&E)

A. Prepare 35% Plans and Estimate.  LCC  will prepare Preliminary Plans and Estimate based on our Site Visit, initial Meetings with the City and the Pavement Report .  The Plans will include a Preliminary Titlesheet, Layout & Paving Plan, and Preliminary Curb Ramp Details.

City of Concord
Pavement Maintenance – Zone 5J Project
City Project No. 2526

Design Strategy
20 B‐D. 60%, 90% and 100% PS&E.  LCC will prepare PS&E at 60%, 90% and 100% stages as required and per City’s submittal review comments.  Plans will include a Titlesheet, Typical Sections, Layout & Paving Plan, Striping Plan, Grading and Drainage Plans, Curb Ramp & Civil Details.

The design team will perform quanti ty takeoffs and compute preliminary estimates for the work.

Design standards and specifications will be based on current City Standard Plans, Caltrans Standard Plans and Specifications, and the MUTCD as required by the City.  LCC also understands that the City follows Caltrans format Specifications, and will provide gen eral  front‐end specifications.

E. Final PS&E.  LCC will submit Final signed Construction Documents addressing all of the City City’s Comments including Plans, Specifications and Estimates for the Project as required by the City for the proper bidding and construction of the Zone 5J Pavement Maintenance Project.

TASK 5 – CONSTRUCTIO
N SUPPORT

A. Respond  to  RFI’s  During  Biding  and  Construction.   LCC  will  assist  the  City  in  responding  to questions  from  bidders  and  responding  to  request  for  information  from  the  Contractor  during construction.

B. Submittal  Review.    LCC  will  review  contractor  submittals  for  general  compliance  with  the Contract Documents.

C. As‐Builts.   Based  on  the  mark‐ups  pro vided  by  the  Contractor  and  the  City’s  Project  Engineer, LCC  will  prepare  final  record  drawings  for  the  City’s files.   LCC  will  submit  final  mylars  and computer project files to the City.

This Scope of Work is an Excerpt from LCC’s Proposal (dated January 11, 2011) for Land Sur veying and Civil
Design  Services  to  the  City  of  Concord  for  the  Pavement  Maintenance  –  Zone  5J  Project,  City  Project  No. 2526.

___________________________________02/04/2022_
Mariam M. Virani, Principal
LCC Engineering & Surveying, Inc.

Staff Report
Date: March 8, 2022
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Karan Reid, Director of Finance
Prepared by: Donna Lee, Budget Officer
[email protected]
(925) 671-3261
Subject: Considering the following:

1. Adoption of a Resolution Amending the Fiscal Years 2021- 22 and 2022-23 Municipal Budgets and update to the Long- Range Financial Forecast.

2. Adoption of a Resolution Adopting the City of Concord’s Salary Schedule Effective November 15, 2021 in
Accordance with the Requirements of California Public
Employees Retirement System (CalPERS) for a Publicly
Available Pay Schedule.

3. Adoption of a Resolution Amending Policy and Procedure No. 31 – Budget Appropriation Transfer Controls.

CEQA: Not a project/exempt per Public Resources Code
Section 21065, 14 Cal Code Regs. Sections 15060(c)(2),
15060(c)(3), 15378, 15061(b)(2), 15061(b)(3) and/or 15378(b)(4).

Report in Brief
This report contains the following:
 An update on progress made on the Council’s Tier 1 and Tier 2 priorities;  Information on how Fiscal Year (FY) 2020-21 ended;

6.a6.a6.a6.a6.a6.a6.a6.a6.a

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
 Information on where the City stands financially compared to the adopted budget for FYs 2021-22 mid-way through the fiscal year, and recommendations for budget adjustments for FYs 2021-22 and 2022-23;
 An update on the General Fund Long-Range Financial Forecast;  Information on the City of Concord’s Salary Schedule; and  An update to the language in Policy and Procedure No. 31, “Budget Appropriation Transfer Controls.”
The Fiscal Years 2021-22 and 2022-23 Biennial Budget was approved by Council on June 8, 2021. At the time the budgets were approved, the effects on revenues resulting from the COVID-19 pandemic were not fully known. Revenues have come in stronger than anticipated and therefore staff is proposing General Fund adjustments to increase revenues and expenditures. All proposed adjustments are discussed in detail in this report.

The Council has been working toward fiscal stability since the Great Recession in 2008 significantly impacted City revenues and expenditures. The Council, with the support of the voters and the assistance of the City’s bargaining groups and employees, has made significant progress toward fiscal stability. The budget adjustments in this report continue the Council’s efforts to assure long term fiscal stability in a manner that preserves essential services and invests in community priorities. Mayor Aliano, when taking office by a vote of his Council colleagues, called this a “back to basics” approach and staff’s recommendations are intended to further this goal.

The recommended modifications to the General Fund budget for Fiscal Year 2021-22 incorporate an increase of $4 million in ongoing revenues and an increase of $0.6 million in ongoing expenditures and $8.6 million in one-time expenditures. The recommended modifications to the General Fund budget for Fiscal Year 2022-23 incorporate an increase of $4.4 million in ongoing revenues and an increase of $4.3 million in ongoing expenditures.

Measure V1 sales tax revenue has also come in stronger than anticipated. The FY 2020-21 budget residual is $3.6 million and staff is recommending to transfer those funds to maintenance and CIP projects. For FYs 2021-22 and 2022-23, staff projects an additional $2.6 million in revenue from Measure V and recommends appropriations of $2.6 million. These adjustments are described in more detail in the body of the report. 1 Measure V is a voter approved one-cent transaction and use tax and is intended to preserve City services. Measure V was approved by voters in November 2020 and replaced Measure Q effective April 1, 2021.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
In addition, expenditure adjustments are proposed to several non-General Fund accounts, each of which is described in more detail in the body of this report, but are briefly summarized below:
 Citywide Streetlight District Fund FY 2021-22 $50,000 (one-time)  Pavilion Fund FY 2021-22 $540,500; FY 2022-23 $521,400 (one-time)  Various Other Funds – FY 2021-22 $5,800; FY 2022-23 $4,600 (ongoing)  Various Other Funds – FY 2022-23 $18,100 (ongoing)
Recommended Action

1. Adopt the attached Resolution amending the FYs 2021-22 and 2022-23 Municipal Budgets and update to the Long-Range Financial Forecast (Attachment 1).

2. Adopt the attached Resolution adopting the City of Concord’s Salary Schedule Effective November 15, 2021 (Attachment 2).

3. Adopt the attached Resolution Amending Policy and Procedure No. 31 – Budget Appropriation Transfer Controls (Attachment 3).

Background
On June 8, 2021, the City Council adopted the City’s biennial operating budget covering Fiscal Years 2021-22 and 2022-23. Biennial budgeting refers to the practice of developing a budget every two years. Under biennial budgeting, the public and City Council receive annual mid-fiscal year updates in February/March as well as a mid- cycle review approximately 12 months after the initial adoption of the biennial budget.

This report, the mid-fiscal year update for FY 2021-22, provides a status update for year one of the biennial budget and compares the finances reflected in the General Fund for the first half of the current fiscal year with the adopted budget. In addition, this report provides an overview of the prior fiscal year’s (FY 2020-21) financial performance.

Prior to the preparation of the Biennial Budget, significant reductions were made to the City’s revenues and expenditures in response to the anticipated economic effects of the COVID-19 pandemic including the elimination of 36 full-time equivalents (FTE) staff positions at the Mid-Cycle budget update on June 9, 2020. At the time the Biennial Budget was prepared, the pandemic’s effects on revenues were not fully known and the City appropriately budgeted revenues in a conservative manner. In the months since the Biennial Budget was approved, revenues have been coming in higher than anticipated.

Therefore, adjustments are being proposed for FYs 2021-22 and 2022-23 including restoring 16 FTE which are critical to the success of the City in order to maintain essential city services for the community.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
There are numerous Council-adopted policies and ordinances that guide the preparation of the City’s budget. Of critical importance is the City’s Fiscal Sustainability Ordinance (Chapter 3.20 of the Concord Municipal Code). This ordinance ensures the City continues to employ sound fiscal strategies. It specifies that one-time2 revenues are used for non-recurring, rather than ongoing expenditures and further defines the uses for which the City shall employ such funds. The City Council retains the authority over how to allocate these funds from the categories below:
 Infrastructure maintenance backlog
 Special or one-time, non-recurring expenditure needs of the City  Strengthening the City’s General Fund Reserves
 Annual recommended contributions to long-term liabilities  Unfunded post-employment benefits
All recommendations in this report are consistent with the City’s Fiscal Sustainability Ordinance.

Discussion
The report is divided as follows for ease of reading.

Part I: Update on Accomplishments Related to Council’s Priorities for FY 2021-22 Part II: Mid-Year Budget Discussion
A. Prior Year (FY 2020-21) General Fund Revenues and Expenditures Review B. Fiscal Years 2021-22 and 2022-23 Mid-Year General Fund and Measure V Revenue Review & Recommended Adjustments
C. Fiscal Years 2021-22 and 2022-23 Mid-Year General Fund Expenditure Review & Recommended Adjustments
D. General Fund Reserves
E. Fiscal Years 2021-22 and 2022-23 Proposed Adjustments to Measure V Funds
F. Fiscal Years 2021-22 and 2022-23 Proposed Adjustments to Other Funds G. Personnel Changes
2 One-time means funds and/or revenues that the City receives on a non-recurring basis (usually only received in one annual budget) and/or that are unexpected, unanticipated and not included in the baseline revenue projections in the budget or amended budget. For example, these may include, but are not limited to, unbudgeted unanticipated proceeds from the sale of surplus land, unanticipated unbudgeted one-time sales tax allocations associated with capital improvements from local businesses that were not included in the budget, or the receipt of funds for unbudgeted, unanticipated retroactive (prior-year payments) taxes or fees, etc.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
H. General Fund Long-Range Financial Forecast
Part III: City of Concord’s Salary Schedule
Part IV: Update to Policy and Procedure No. 31 – Budget Appropriation Transfer Controls
Part I: Update on Accomplishments Related to Council’s Priorities At Council’s annual priority setting workshop held in February 2021, Council determined its main priorities for Fiscal Years (FY) 2021-22 and 2022-23. Council reaffirmed the organization’s focus on the on-going priorities (in no stated order) of fiscal stability, economic development, quality of life, public safety, roadway maintenance, customer service and being a desirable workplace.

Further, the Council established three Tier 1 priorities and one Tier 2 priority3 for Fiscal Year 2021-22. Council has a priority setting workshop scheduled for April 2 to discuss its Tier 1 priorities for Fiscal Year 2022-23.

Work on all of the Tier 1 priorities for this fiscal year are in process or implemented.

Staff anticipates that the Tier 2 goal related to stronger tobacco controls will be initiated in the spring of 2022.

Tier 1 Priorities
 Concord Naval Weapons Station. Successfully completed a Request for Qualifications process that resulted in City Council selection of Concord First Partners, LLC (CFP) as a Master Developer to engage in the negotiation of an Exclusive Negotiating Agreement (ENA). Staff is currently working to negotiate a term sheet, expected to be before Council for consideration in April 2022.  Rollout of CORE and MHET pilot programs.
o CORE Rollout: City staff maintained focus on the CORE (Coordinated Outreach Referral and Engagement) program rollout and reported results to Council after six months of implementation on September 28, 2021.

That presentation is available for viewing here. Additionally, Council supported adding a licensed social worker to the City’s CORE Team to provide case management services for persons experiencing homelessness. The new position provides a higher level of success in assisting the unhoused by identifying individual needs and addressing those needs on a one-to-one basis. The Case Manager (MSW), which is a County position the City contracts for, began working full-time in Concord on January 18, 2022 as part of the CORE team.
3 Tier 2 priorities reflect projects or programs Council has identified as important to accomplish during the fiscal year if staff resources allow for it. Tier 1 priorities are to be the focus of the organization for the year, beyond day- to-day regular services and priorities.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
Supporting the CORE team implementation, City staff applied for a Permanent Local Housing Allocation (PLHA) grant to cover the cost of the caseworker position on the City’s CORE team and to make funds available, amplifying the impact of the CORE team, to rapidly rehouse unhoused individuals and families. The PLHA funds are anticipated to be available to the City by July 2022.
o Mental Health Evaluation Team (MHET) Rollout. Staff developed an Interagency Agreement with Contra Costa County (CCC) Health Services to pair a Mental Health Clinician with a Concord Police Officer, creating a Concord dedicated MHET Team, funded by Measure V. The mission of MHET is to identify individuals who experience chronic mental health issues and work proactively with them, providing linkages to outpatient mental health services before a crisis occurs and, when necessary, after a crisis. The goal is to improve the individual’s quality of life and promote them remaining in the community safely, while avoiding future crisis intervention and negative interactions with law enforcement. After six months of implementation, the MHET program’s initial success has already been apparent by a measured reduction in police calls for service and mental health holds (5150’s) involving the individuals MHET has assisted. Council received an update on this program on January 10, 2022. This presentation is available for viewing here.

In addition to rolling out a City dedicated MHET program, City staff—with Council support—worked closely with others across Contra Costa County to form a multi-disciplinary, county-wide team with diverse experiences to look closely at how communities in Contra Costa County can and should respond to mental health crises. The team included individuals with lived experience, family members, law enforcement, fire and emergency medical responders, and community-based organizations. The team developed the initial framework – or model – for a system where anyone in Contra Costa County can access timely and appropriate behavioral health crisis services. The new program operated by the County has been dubbed as “A3” because the services can be accessed by anyone, anytime, anywhere. The Concord City Manager represented Concord and the other 18 cities in the County as part of this team. Concord Police Department staff were also involved in testing solutions and participating in program design. The County has dedicated $20 million from Measure X4 to support this new integrated, County-wide A3 program and are in the 4 Measure X is a countywide 20-year, ½ cent sales tax approved by Contra Costa County voters on November 3, 2020. Collection of the tax began on April 1, 2021. The ballot measure language stated that the intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” https://www.contracosta.ca.gov/8530/Measure-X

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
early stages of implementation. The City continues to be an active participant as rollout of the new program begins. More information on the A3 can be found here: https://cchealth.org/a3/.
 Federal COVID-19 Relief Funding (Pandemic recovery/economic development/housing stabilization).
o ARPA Investment Plan: The City will receive a total of $27 million in American Rescue Plan Act (ARPA) funds. To date, a total of $8 million has been allocated to a commercial rent relief program, employee COVID- 19 testing program, and for the provision of government services in recognition of the revenue losses sustained by the City as a result of the COVID-19 pandemic. In addition to the remaining $19 million of ARPA funds, the City Council has also dedicated annual Measure V funding of $1 million to be invested in Council-determined community priorities in conjunction with the investment of ARPA funds.

The City Council approved a community outreach plan to inform the Council on the impacts experienced by the Concord community from the COVID-19 pandemic and the community’s priorities for investing the remaining ARPA funds. The outreach plan offers the community multiple opportunities to provide feedback: community meetings held in February; online surveys of residents (English and Spanish), businesses (English and Spanish) and non-profits (English); written comment submitted to the City’s ARPA email address ([email protected]) or mailed directly to City Hall; feedback received via telephone (925-671-2489); and public comment submitted to the City Clerk and provided at City Council meetings. Council will consider the community feedback, along with staff- generated ideas, at a public meeting targeted to occur in April. At this meeting, staff will seek Council direction on what to include in an ARPA Investment Plan that will be brought back to Council for adoption in May or June.
o FEMA Claims: The City has developed two FEMA claims totaling $189,000 to reimburse the City for costs incurred as a result of the COVID-19 pandemic and prior to when ARPA funding began. o CDBG-CV Funds: The City received a total of $1,559,046 in CDBG-CV funds to be used for activities that help alleviate the impacts of the COVID- 19 pandemic. As of January 31, 2022, rental assistance had been provided to 121 Concord tenants and 99 households received landlord conciliation and mediation or legal services. It is anticipated that the remaining balance will be expended quickly when the current State rental protections expire at the end of March 2022. In addition, as of February 28, 2022, 1,207 Concord households received rental assistance from the State, a total of $13,567,024.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
o COVID Tenant Protection: Over the course of the year, Housing staff carefully monitored State and County legislation regarding eviction and rent increase moratoriums and other COVID-related tenant protections and provided updates to Council and to the public via social media, frequently asked questions (FAQ) documents, and the Housing Division website. Staff also sent multiple email communications to an interested parties list of 280 individuals as well as advocacy organizations.

Tier 2
 Tobacco (increased controls, licensing, flavored tobacco ban, enforcement).
o Work on this goal is anticipated to begin this spring with completion by the end of 2022.

In addition to the previous Tier 1 and Tier 2 priorities, Attachment 4 to this report summarizes accomplishments and progress made to-date on many other noteworthy projects and programs.

Part II: Mid-Year Budget Discussion
The mid-year budget discussion begins with a brief overview of the actual General Fund performance for the prior fiscal year (FY 2020-21). At the January 10, 2022 City Council meeting, Council was presented with the independent auditor’s report for FY 2020-21 also referred to as the Annual Comprehensive Financial Report (ACFR). The ACFR states the City’s financial statements fairly present both the financial position of the City and the financial activity for the year ended June 30, 2021. This opinion is considered “clean” or “unmodified,” which means the financial records reflect appropriately the financial activity of FY 2020-21.

A. Prior Year (FY 2020-21) General Fund Revenues and Expenditures Review Total FY 2020-21 General Fund revenues came to $110.5 million. This included $100.3 million in regular (non-Measure V) revenue and $10.2 million in Measure V revenue allocated to the operating budget. Total General Fund expenditures used for operations came to $100.0 million, leaving an end of year budget residual of $10.5 million.

The following table provides a summary of the FY 2020-21 budget residual.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
Table 1: Summary of Prior Year (FY 2020-21) General Fund Operating Results Regular Resources (non-Measure V) 100.3
Measure V Allocated to Operations 10.2
Total Resources 110.5
Operating Expenditures 98.5
PO Rollovers and Assigned Fund Balance 1.5
Total Appropriations 100.0
FY 2020-21 Budget Residual 10.5
General Fund
(in millions of dollars($))
Resources
Expenditures
Measure V
Total FY 2020-21 Measure V revenues came in stronger than anticipated resulting in revenues exceeding expenditures by $3.6 million.

Table 2: Summary of Prior Year (FY 2020-21) Measure V Operating Results Regular Resources 18.5
Total Resources 18.5
Support for General Fund Operations 10.2
PO Rollovers and Assigned Fund Balance 0.6
Supplemental Funding for Capital Projects 1.6
Roadway Maintenance Debt Service 2.5
Total Appropriations 14.9
FY 2020-21 Budget Residual 3.6
Expenditures
Measure V
(in millions of dollars ($))
Resources
B. Fiscal Years 2021-22 and 2022-23 Mid-Year General Fund Revenue Review & Recommended Adjustments
As of December 31, 2021, the City received 34% of its budgeted revenues for FY 2021-

22. Due to the normal timing of when cities receive General Fund revenues (namely

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
property and sales tax payments), the receipt of anywhere between 25-35% of revenues at the mid-year mark is typical.

The following chart demonstrates the revenue collection trend in the General Fund during the first and second quarters of the fiscal year.

Chart 1: General Fund Revenue Collection: Current Fiscal Year Compared to the 5-Year Average
General Fund Revenue Summary
The following table provides a summary of General Fund revenue for the FY 2021-22 Municipal Budget and the proposed amendments.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
Table 3: General Fund and Measure V Revenue Summary – FYs 2021-22 and 2022- 23 (The number referenced in parenthesis at the end of each line refers to the discussion paragraph of the same number following this table.)
Regular Revenues
FY 2021-22
Budget
FY 2021-22
Projected
Proposed
Adjustment
FY 2022-23
Budget
FY 2022-23
Projected
Proposed
Adjustment Ref
Property Tax 30,474,000 30,474,000 - 31,407,000 31,907,000 500,000 (1) Sales Tax 36,200,000 40,800,000 4,600,000 37,800,000 42,000,000 4,200,000 (2) Franchise Fees 7,982,000 7,982,000 - 8,152,000 8,152,000 - Transient Occupancy Tax 1,700,000 1,700,000 - 2,500,000 2,500,000 - Business License Fees 3,401,700 3,401,700 - 3,571,800 3,571,800 - Charges for Services, Licenses,
and Permits 8,431,667 8,345,667 (86,000) 9,729,205 9,729,205 - (3) Other Revenues 17,688,221 17,163,221 (525,000) 18,563,247 18,268,247 (295,000) (4) General Fund Revenue Total 105,877,588 109,866,588 3,989,000 111,723,252 116,128,252 4,405,000 Measure V Revenue
Measure V Sales Tax Revenue 27,000,000 29,600,000 2,600,000 28,000,000 30,600,000 2,600,000 (5) Measure V Revenue Total 27,000,000 29,600,000 2,600,000 28,000,000 30,600,000 2,600,000 (1) Property Taxes: FY 2022-23 $500,000 (ongoing)
Property tax revenues are projected to be $500,000 higher than the City’s property tax consultant originally projected when the Biennial Budget was created in June 2021 as the assessed values for FY 2021-22 have since been received and a more accurate projection for FY 2022-23 was able to be determined. (2) Sales Taxes: FY 2021-22 $4.6 million; FY 2022-23 $4.2 million (ongoing) At the time the Biennial Budget was prepared, the pandemic’s effects on sales tax revenues were not fully known. In the months since the Biennial Budget was approved, revenues have been coming in higher than anticipated. This adjustment is based on actual results as of September 20, 2021, current knowledge of trends since the pandemic began, and projections by the City’s sales tax consultant. Staff recognizes there is still uncertainty in the economy due to the pandemic and cautions that these projections are still subject to volatility but they do represent staff’s conservative, best estimates at this time.
(3) Charges for Services, Licenses and Permits: FY 2021-22 ($86,000) decrease (one-time)
This budget change is a cleanup. The recommended decrease is the net offset of General Plan Reimbursement funds that are already accounted for in the separate General Plan Reimbursement fund and a projected increase in various other planning permit revenues.
(4) Other Revenues: FY 2021-22 ($525,000) decrease; FY 2022-23 ($295,000) decrease (one-time)

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Agenda Item No. 6.a
March 8, 2022
This budget change is a cleanup. The recommended decrease is due to project grant funds that have been reassigned and are being tracked as two respective projects, the pre-approved ADU Plans Program (Project No: 2511) and Housing Element Update (Project No: 2549). These revenues are being tracked through each project and need to be removed from the operating budget.

Measure V Revenue Summary
(5) Measure V Sales Tax: FYs 2021-22 and 2022-23 $2.6 million increase (ongoing) At the time the Biennial Budget was prepared, the pandemic’s effects on sales tax revenues were not fully known and the City appropriately budgeted revenues in a conservative manner. In the months since the Biennial Budget was approved, revenues have been coming in higher than anticipated. This adjustment is based on actual results as of September 20, 2021, current knowledge of trends since the pandemic began, and projections by the City’s sales tax consultant.

C. Fiscal Years 2021-22 and 2022-23 Mid-Year General Fund Expenditures Review & Recommended Adjustments
As of December 31, 2021, the City had spent 48% of the FY 2021-22 General Fund budget and, overall, the fund is on track to meet the adjusted budget.

The following chart demonstrates the expenditure trend in the General Fund during the first and second quarters of the fiscal year.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
Chart 2: General Fund Expenditure Trend: Current Fiscal Year Compared to the 5- Year Average
General Fund Expenditure Recommended Adjustments
The FY 2021-22 proposed expenditures total $118.0 million. Of this total, $9.2 million are proposed expenditure increases. The FY 2022-23 proposed expenditures total $116.0 million. Of this total, $4.3 million are proposed expenditure increases.

Of the proposed expenditure increases, staff is recommending the allocation of $7.0 million of one-time funds in FY 2021-22 and $1.4 million of ongoing funds in FY 2022-23 to build on past Council actions to create fiscal stability, including conformance with the adopted Fiscal Stability Ordinance and the Mayor’s “back to basics” approach to address some of the City’s unmet needs and make progress in paying down the City’s unfunded liabilities. An update of the City’s unfunded personnel liabilities and other unmet needs was provided to Council on February 1, 2022, (viewable here) and staff will return to Council in May or June with additional options to consider to pay down the unfunded personnel liabilities faster than currently scheduled to save costs in the long- term.

The following table provides a summary of General Fund expenditures for the FYs 2021-22 and 2022-23 Municipal Budget and the proposed amendments by department.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
Table 4: General Fund Appropriation Summary – FYs 2021-22 and 2022-23 (The number referenced in parenthesis at the end of each line refers to the discussion paragraph of the same number following this table.)
Department Expenditures
FY 2021-22
Budget
FY 2021-22
Projected
Proposed
Adjustment
FY 2022-23
Budget
FY 2022-23
Projected
Proposed
Adjustment Ref
City Attorney 1,744,084 1,814,584 70,500 1,614,513 1,846,513 232,000 (1) City Manager / City Council 3,819,108 3,842,708 23,600 3,834,798 3,928,998 94,200 (2) Community Development 11,430,747 11,182,747 (248,000) 11,215,306 11,204,506 (10,800) (3) EDBR 923,570 923,570 - 823,402 823,402 - Finance 4,602,206 4,640,006 37,800 4,685,555 4,836,555 151,000 (4) Non-Departmental 6,743,156 8,479,156 1,736,000 7,099,714 7,946,714 847,000 (5) Human Resources 2,636,950 2,684,250 47,300 2,613,656 2,802,656 189,000 (6) Parks and Recreation 6,258,382 6,308,382 50,000 6,977,916 7,177,916 200,000 (7) Police 61,427,754 61,619,054 191,300 63,258,380 64,023,380 765,000 (8) Public Works 9,396,045 9,496,945 100,900 9,557,498 9,870,898 313,400 (9) General Fund Portion of IT Request 194,200 194,200 155,400 155,400 (10) General Fund Department Total 108,982,002 111,185,602 2,203,600 111,680,737 114,616,937 2,936,200 Capital and Non-Departmental
Transfer to CCRS 2,600,000 2,600,000 1,400,000 1,400,000 (11) Various Capital Projects 4,400,000 4,400,000 (12) Total Capital and Non-Departmental 7,000,000 7,000,000 1,400,000 1,400,000 Total General Fund Expenditures 108,982,002 118,185,602 9,203,600 111,680,737 116,016,937 4,336,200 Each expenditure adjustment is described below.
(1) City Attorney – FY 2021-22 $70,500; FY 2022-23 $232,000 (ongoing) a. 1.0 FTE Assistant City Attorney - Due to changes in State law including workplace regulations, public access to police records and body camera footage, increased code enforcement and nuisance abatement efforts directed by the City Council, and various Council priorities, the scope of work handled in the City Attorney’s office has increased significantly over the past several years. Those changes, coupled with the departure of the City’s outside counsel specializing in police and code enforcement matters, has created the opportunity to move these functions to an in- house full time attorney position, so that they can be addressed in a more timely and efficient manner. This staff addition ($282,000 annual fully loaded cost) would reduce reliance on consultant costs ($50,000 annually) for a net annual increase of $232,000.
(2) City Manager/City Council – FY 2021-22 $23,600; FY 2022-23 $94,200 (ongoing)
a. 1.0 FTE Administrative Clerk II - This position is necessary for improved internal and external customer service and support. Prior to reductions made at the onset of the pandemic, the City Manager’s Office received much needed administrative support from a Confidential Secretary.

Refilling the position with an Administrative Clerk II classification reflects the current needs of the department, which include responding to

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resident inquiries, preparing proclamations, paying invoices, scheduling and setting up for meetings, processing mass mailings, ordering office supplies, and assisting with Council communications and social media.

The position will perform a variety of support-related tasks for the City Clerk’s Office, Parks and Recreation Department, Community Relations, City Council, and City Manager’s Office.
(3) Community Development – FY 2021-22 Net ($248,000) Decrease, $46,000 Increase (ongoing); FY 2022-23 Net ($10,800) Decrease, $184,200 Increase (ongoing)
a. 1.0 FTE Senior Civil Engineer FY 2021-22 $46,000; FY 2022-23 $184,200 (ongoing) - State public contracting law requires that certain maintenance/repair projects with an estimated value of at least $60,000, or that meet certain criteria, be publicly bid. When the projects are small in CIP terms, they are managed by the PWs Department managers.

However, this has proven to be highly problematic as the Department lacks staff with public contracting knowledge and department staff are already working at capacity. Given the increasing dollars available for investment into deferred infrastructure maintenance, it is proposed that the City address this staffing need now. The new position would manage the development, design, bidding, and delivery of maintenance-related capital projects that must be bid under state law. In so doing, the position would allow field staff and their managers to retain focus on day-to-day maintenance and service-delivery assignments and CIP engineers to maintain focus on the larger capital projects, thereby creating overall work efficiencies and improving performance within the organization. As with all CIP engineers, the position costs are born by the projects, and not tracked within the General Fund.
b. Contracts Professional FY 2021-22 ($294,000) decrease; FY 2022-23 ($195,000) decrease (one-time) - As discussed earlier in this report, the budgeted amount included consultant contracts for the Housing Element Update (Project No: 2549) and the Pre-approved ADU Plan Program projects (Project No: 2511), but these are now being managed as separate projects. These expenses are being tracked through each project and need to be removed from the operating budget. (4) Finance – FY 2021-22 $37,800; FY 2022-23 $151,000 (ongoing) a. 1.0 FTE Accountant II - In conjunction with the City’s annual independent audit, the auditors issue a number of required communications, including the Memorandum on Internal Controls (MOIC). In this year’s MOIC, the auditors recommended that staffing levels in the Finance Department be reviewed, especially given increasing state requirements for financial reporting.

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Based on a review of staffing, the Finance Department is requesting to add an Accountant II position. Over the last two years, a significant amount of additional work has been added to the Department’s responsibilities including new Federal COVID-19 relief funding, significant new debt and grant proceeds management, capital improvement project and grant accounting work, ARPA Investment Plan and reporting, new IRS and CalPERS requirements and implementing numerous new GASB Pronouncements. The Department has been filling the work capacity gap with temporary personnel; however, this is not a long-term solution.

CalPERS requirements only allow use of temporary staff for a limited time. Training new temporary staff takes away from performing core duties and the temporary staff is unable to work long enough to gain efficiencies in their responsibilities.

The addition of an Accountant II will help the City address the new responsibilities listed above and maintain a strong internal control system, which supports the unqualified or “clean” audit opinion the City has received for many years. An unqualified audit opinion supports the City’s ability to obtain grants and to receive strong credit ratings that help lower costs of borrowing.
(5) Non-Departmental FY 2021-22 $4,336,000; FY 2022-23 $2,247,000 a. Transfer to Pavilion Fund FY 2021-22 $900,000 (one-time) The COVID-19 pandemic shut down the Concord Pavilion for the 2020 operating season. In April 2021, the City reached an agreement with Live Nation to abate the $800,000 guaranteed fee for the 2020 concert season and use the revenues invested in the Pavilion’s capital expenditure fund to pay the City’s internal debt commitments. In addition to the guaranteed fee, the City had anticipated an additional $100,000 in ticket revenue that was not received. Staff is recommending transferring $900,000 of one- time revenue to the Pavilion Fund to restore the capital expenditure fund and to reinstate the previously suspended accelerated debt payments to the Sewer Fund for FYs 2021-22 and 2022-23. Live Nation is anticipated to make its full lease payment this year.
b. Animal Services FY 2021-22 $16,000; FY 2022-23 $147,000 (ongoing) The City contracts with the County for animal services. Contra Costa County informed cities that fee increases will be implemented over a two- year period to restore service levels equivalent to those provided in 2006.

As a result, a budget adjustment is required for $16,000 in FY 2021-22 and $147,000 for FY 2022-23. The increased costs for these services will be programmed into future budgets.

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c. Funding for Furniture/Equipment/Public Safety Equipment FY 2021-22 $820,000; FY 2022-23 $700,000 (ongoing)
City Council approved CIP Projects #2343, Furniture Fixture & Equipment (FFE) Reserve-Holding Account and #2366 Public Safety Equipment Replacement Account in the FY 2015-16 budget. These replacement reserve projects are mechanisms to provide funding for replacement of safety equipment for sworn staff and for small capital assets and soft goods that are used by the public and that are not captured in the City’s other reserve accounts for vehicles, buildings, and information technology equipment. Annual funding of these reserve funds is a best practice and implements Council’s goal of fiscal sustainability to ensure funds are available when needed. For FY 2021-22 staff recommends funding $250,000 for #2343 and $570,000 for #2366. For FY 2022-23 staff recommends funding $200,000 for #2343 and $500,000 for #2366. (6) Human Resources – FY 2021-22 $47,300; FY 2022-23 $189,000 (ongoing) a. 1.0 FTE Senior Human Resources Analyst - The Human Resources Department is requesting to add a Senior Human Resources Analyst position. This position will be 100% dedicated to recruitment and selection.

The need for this position is urgent. Currently, all recruitments are conducted by one Senior Human Resources Analyst (who receives administrative support from a Human Resources Technician). In addition to recruitment and selection responsibilities, this Senior Human Resources Analyst position is also responsible for performing a variety of other duties, such as managing the classification and compensation program, managing the training and development program, and a host of other critical administrative responsibilities. Consequently, the existing position is only able to dedicate 40% of their time to recruitment.

Because of the consistently large number of Citywide vacancies (currently approximately 35 to 40 vacancies) the anticipated increase in retirements in the coming years (which will create more vacancies), and the tight labor market, it is imperative the City increase its recruitment focus. The HR Director is recommending adding a Senior Human Resources Analyst who will dedicate 100% of their time to recruitment and selection, enhancing the City’s performance in this critical HR area. (7) Parks and Recreation – FY 2021-22 $50,000; FY 2022-23 $200,000 (ongoing) a. 1.0 FTE Program Manager - The Parks and Recreation Department eliminated 1 FTE at the onset of the pandemic. The loss of the position correlated with decreased park and recreation services and programs caused by the pandemic. As the City is recovering from the pandemic and demands for services from the Parks & Recreation Department are

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increasing, the department has reached a point where a decision must be made to either live with reduced capacity to deliver programs and services, or add resources to enable service levels that more closely resemble what the department was able to accomplish prior to the pandemic.
(8) Police – FY 2021-22 $191,300; FY 2022-23 $765,000 (ongoing) As discussed elsewhere in this report, in the spring of 2020, amidst the unknown fiscal impacts of the Covid-19 pandemic, all City Departments were asked to reduce expenditures. Within the Police Department this translated into freezing as vacant twelve sworn positions and eliminating twelve professional (non-sworn) positions, which resulted in reduced services to the community.

This staffing reduction was followed by the addition of unforeseen workload increases within the Department. Some examples include adding the Mental Health Evaluation Team (MHET) and Coordinated Outreach and Referral Engagement (CORE) programs, increasing community demands for homeless services and support, and a decreased ability to utilize traditional criminal justice solutions for chronic and low-level offenders. In addition to an increase in these service demands, there has also been an increase in mandated reporting requirements for the Department. New State and Federal regulations (NIBRS, RIPA, AB26, AB48, AB481, SB16, and others) have added additional mandated duties and responsibilities.

The positions proposed below support the effort to improve operational efficiency within the Department by restoring professional staff positions in areas that support overall Department operations.
a. 2.0 FTE Community Service Officers — Detention: Add two Detention Community Service Officers to operate the Department’s 24-hour temporary holding facility. Staffing cuts resulting from the COVID-19 pandemic reduced the number of Detention Community Service Officers from five to three, resulting in reduced operating hours and sworn officers working overtime to meet essential functions. A fully staffed temporary holding facility has a significant impact on the Department’s ability to provide basic police services and is a service multiplier, as sworn officers remain in the field available to respond to emergency 911 calls for service. When the facility is not staffed, officers must transport all arrestees to the Martinez Detention Facility (County Jail) for booking. This takes officers out of service, out of the city and they are therefore unable to respond to emergencies for several hours for each transport. Ongoing COVID-19 protocols have increased the amount of time it takes for an officer to book an arrestee at the County Jail; it now takes between two to six hours roundtrip. Officers must consider this operational impact when deciding how to best resolve lower level, quality of life criminal matters.

The ability to book and temporarily house arrestees at the Concord Police

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Department temporary holding facility will increase the Department’s operational ability to respond to calls for service and address lower level crimes and quality-of-life concerns.
b. 2.0 FTE Community Service Officers — Records/Front Desk: Add two full-time Community Service Officers (CSO) to work the Community Service Desk. . These two positions are essential to the mission of reopening the Community Service Desk (CSD) to the same capacity as pre-pandemic hours of operation.

In March of 2020, the COVID-19 pandemic closed down certain community access points to the Police Department, including the closing of in-person non-emergency services that are provided by CSD professional staff (non-sworn) members. The pandemic also led to the elimination of certain positions within the Department, which included staff that was assigned to the CSD. Due to those staffing cuts, the full- time reopening of the CSD has been delayed because the Police Department does not have the staffing to dedicate to this assignment. In July of 2021, the CSD reopened two days a week with limited hours because the importance of this service is recognized. However, service hours were limited and were primarily staffed with overtime officers, which is an expensive and unstable staffing model. Without the addition of two full-time Community Service Officers, the CSD will only host limited hours of services. A fully staffed front counter increases community access and service levels, leading to improved customer satisfaction. c. 1.0 FTE Community Service Officer — Equipment and Supplies (Quartermaster): Add a Community Service Officer to fill the position of Equipment and Supplies/Quartermaster. Due to staffing cuts resulting from the COVID-19 pandemic, the police department has been without a Quartermaster since July of 2020. This CSO position supports many functions of the police department that aid in the daily operations of police services and workplace functionality, including but not limited to fleet services, fuel supply, equipment purchasing, police forms control, and building maintenance coordination and management.
d. 1.0 FTE Community Service Officer — Training and Emergency Operations: Add one full-time Community Service Officer (CSO) to fill the position of Training and Emergency Operations office support. Since March of 2020, because of the COVID-19 pandemic, the Police Department lost the part-time staffing that was assigned to the Training Sergeant and the Emergency Services and Volunteer Manager in the Office of Emergency Operations. Prior to March of 2020, the supervisor/manager in charge of these units heavily relied upon logistical and operational support from multiple non-sworn professional staff to maintain systems and facilitate the functionality of both these

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assignments. The Police Department sees tremendous value in bringing support back to both these offices and replacing multiple former part-time positions with one, full-time Community Service Officer who can support In-Service training, Emergency Operations Center operations, CERT and Volunteers in Police Services programs as well as other critical functions of these two offices.
e. 1.0 FTE Communications Center Manager - Add a Civilian Communications Manager to supervise their Dispatch and
Communications Center. A Police Sergeant currently staffs the position and the Department intends to reassign this Sergeant classification to address other departmental needs that are better served by a sworn officer. Specifically, the Department desires to backfill a Sergeant classification that was transferred to lead and manage the City’s sworn recruitment efforts. The creation of a Recruitment position was necessary in order to address the critical staffing shortages that persist at the Police Department due to exceptional hiring challenges that exist throughout the country. The Police Department sees value in reassigning this Sergeant classification from Dispatch to better address sworn police services to the community and replace this classification with a Civilian Manager. (9) Public Works – FY 2021-22 $100,900; FY 2022-23 $313,400 (ongoing) a. 1.0 FTE Senior Administrative Analyst FY 2021-22 $45,100; FY 2022-23 $180,300 (ongoing) -The City of Concord Public Works Department, which consists of 5 divisions and over 75 personnel, is currently absent an Analyst. A Senior Administrative Analyst is requested to supplement the Administration Division, supervise staff, and manage complex programs, budget, financials, CIP and grant funding, special assessment districts (lighting, landscaping, and maintenance), staff reports, and process improvement for all 5 Divisions. This position will improve functionality of the whole department.
b. 1.0 FTE Administrative Clerk II FY 2021-22 $11,800; FY 2022-23 $47,100 (ongoing) - The Transportation Division has been successful in obtaining a number of grants that require significant administrative support. Other divisions within the Public Work’s Department also lack administrative support. Consequently Senior Engineers and Managers in the Department are performing administrative work resulting in inefficient use of highly skilled staff and resulting in backlogs and longer wait times for projects. Specifically the Department would operate more effectively with additional administrative support to assist with the management of resident requests, work order system entry and close out, tracking invoices and contracts, support with large mailings, answering and routing phone calls, and other operational support. This staff addition would reduce the reliance on consultant costs resulting in a reduction to

City Council Agenda Report
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contract costs of $47,100 annually, which is half the cost of an FTE equaling $94,200 (fully loaded annual cost).
c. Landscape Median Recovery Costs FY 2021-22 $27,000 (one-time) – During the last month of FY 2021, the landscape maintenance contractor was penalized approximately $27,000 for non-conformance with City landscape standards on City medians. These funds need to be appropriated and reallocated to FY 2022. Staff recommends dedicating the funds to support on-going replanting and irrigation repairs. d. Contra Costa Water District (CCWD) Rate Increase FY 2021-22; $17,000 FY 2022-23 $86,000 (ongoing) – The City receives its water from the Contra Costa Water District. On January 5, 2022, the CCWD Board of Directors approved a 5% rate increase effective February 1, 2022. The requested budget adjustment is necessary to account for the increase in water costs.
(10) Information Technology – FY 2021-22 $200,000 (GF portion $194,200); FY 2022-23 $160,000 (GF Portion $155,400) (ongoing)
a. 1.0 FTE Senior Network System Engineer - FY 2021-22 $40,000; FY 2022-23 $160,000 (ongoing) - The City of Concord maintains an extensive computer network and server infrastructure with two Concord FTEs (A Division Manager and Systems Manager) and various contracted staff that work under them. This model has become problematic for obtaining the level of support needed, especially after hours, to keep the City’s infrastructure operational. Often the City’s managers have taken on multiple additional technical roles to attempt to solve issues. This has proven ineffective as the skillsets required to correct a problem aren’t all possessed at the management level.

To ensure adequate, consistent, support of the City’s core infrastructure an additional position is requested. Adequately supporting the City’s computer network and server infrastructure has become even more critical as the cybersecurity landscape has changed and threats evolved that directly attack this area of IT. Additionally, in-house experience is needed as we are currently in a replacement cycle for major components of the City’s infrastructure (Entire Network Refresh, Disaster Recovery Systems and Storage Replacement).
b. Contracts Professional – FY 2021-22 $160,000 (one-time) - The City of Concord utilizes Lawson Enterprise Resource Planning (ERP) software to provide accounts payable, accounts receivable, human resources, payroll, procurement and financial reporting functions in support of city operations. This mission critical system is essential for all city services, and the complex knowledge required to support the software is shared between internal staff and consultant services. Due to new regulations

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and software security requirements, the support needed to upgrade, maintain, and fully operate the many aspects of the City’s ERP software has greatly increased. This necessitates a larger amount of consultant support hours this year than previously anticipated to ensure the City’s core system is fully compliant, secure and operates optimally. The increased costs for the consultant support is estimated at $100,000 in additional one-time funding.

Other software services that have proven extremely critical during the current COVID environment are the ability to officially sign documents electronically and the City’s security systems as cybersecurity threats evolve. The Information Technology Department is requesting an additional $10,000 for DocuSign, the City’s electronic signing system, to increase overall capacity, and an additional $50,000 to implement new security systems or improve current software to counter new cybersecurity threats.

General Fund Capital and Non-Departmental Appropriations The following recommendations are based on Council’s goals of long-term fiscal stability, reduction of unfunded liabilities, and investment in the City’s roadways and other core infrastructure needs.
(11) Transfer to City of Concord Retirement System (CCRS): FY 2021-22 $2.6 million (one-time); FY 2022-23 $1.4 million (ongoing)
The City closed CCRS when the City transferred current employees to CalPERS in 1993. It is currently funded at 57% with an outstanding unfunded liability of $22.6 million. As a closed and aging plan, the funding should be 90-100% funded. In recent years, Council has prioritized setting aside additional funding for this plan when funds are available. Setting aside $2.6 million would increase funded status to 62%. Adding the additional $1.4 million above the funds’ Actuarially Determined Contribution (ADC) on a go-forward basis would result in a funded status of approximately 89% at the end of ten years.
(12) General Fund CIP Projects - FY 2021-22 $4,400,000 (one-time) This transfer to CIP will fund much needed maintenance projects throughout the City. Historically, the Council has prioritized addressing unfunded infrastructure needs. Specific CIP project funding would be recommended by staff and determined by Council through the CIP budget process, which will be before Council for consideration in May and approval in June 2022. Examples of projects that Council has previously identified as desiring to fund, which could be chosen for funding with these additional investments include: residential street paving projects such as the second half of Holbrook Heights neighborhood and/or priority streets

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around Lacy Lane; arterial and collector streets paving such as the second half of Ayers Road; investment into City parks such as the Pedestrian Crossing on Salvio Street between Willow Pass Park fields and Recreation Center; or technology projects such as the stationary License Plate Reader/Camera public safety project.

D. General Fund Reserves
The General Fund is projected to end FYs 2021-22 and 2022-23 with slightly over a 30% fund balance reserve. This includes holding $1 million in reserves for unforeseen economic uncertainties such as the ongoing COVID-19 pandemic. See Section H on the Long-Range Financial Forecast for additional detail.

E. Measure V Amendments – FY 2021-22 $6.2 million; FY 2022-23 $2.6 million (ongoing)
As discussed above in Section A, Measure V revenues exceeded expenditures by $3.6 million in FY 2020-21. These are one-time funds and will be appropriated according to the Fiscal Sustainability Ordinance. As discussed above in Section B, FYs 2021-22 and 2022-23 revenues are projected to come in $2.6 million higher than anticipated. Recommendations for the use of these funds are listed below.
(1) Transfer to Parks/Medians Maintenance - FY 2021-22 $400,000 (one- time), $2.0 million (ongoing); FY 2022-23 $2.0 million (ongoing) A needs assessment performed in FY 2014-15 identified $19.0 million of maintenance backlog projects in the City’s Parks and Medians. When indexed for inflation, a current estimate of the backlog is approximately $24 million. Staff recommends addressing these needs over the next 10 years and is recommending $2.4 million be set aside annually to address these projects. Funding these maintenance needs addresses Council’s goal of fiscal sustainability and allows the City to address the maintenance backlog in the City’s Parks and Medians.
(2) Transfer to Building Maintenance - FYs 2021-22 and 2022-23 $600,000 (ongoing)
In FY 2014-15 staff assessed the City’s building facility maintenance backlog and estimated an additional $500,000 was needed annually to address various repairs including HVAC replacements, roofing, painting and structural repairs. When indexed for inflation, this need is approximately $600,000 annually. In order to address the maintenance needs of the City’s aging facilities, staff recommends setting aside $600,000 annually in the Building Maintenance Fund. Annual funding of building maintenance is a best practice, addresses Council’s goal of fiscal sustainability and allows progress to be made on the building facility maintenance backlog.

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Measure V Capital Project Appropriations
The following recommendations are based on Council’s goal to prioritize Measure V one-time revenue into infrastructure maintenance, with a focus on roadway maintenance and repair.
(3) Allocation Toward Localized Pavement Repairs (potholes and base failures) - FY 2021-22 $800,000 (one-time)
Investment in Concord’s roadways remains a top City Council Priority, recognizing the need to address years of deferred maintenance and committing to improving the ride quality and safety of our City streets.

One of the most prevalent issues related to the deterioration of the City’s streets are potholes and other localized pavement failures. These potholes generate a significant number of complaints, and if they remain unaddressed, the failure areas expand and contribute significantly to the future cost of repair. Allocating additional resources to address these localized areas will help with maintaining the City’s pavements with lower cost surface treatments and improve ride-ability on local streets. If this funding is allocated as part of the budget actions on March 8, staff will develop a project that can be designed, bid, and constructed this summer/fall.
(4) Transfer to CIP - FY 2021-22 $2,400,000 (one-time)
This transfer to CIP will fund much needed maintenance projects throughout the City. Historically, the Council has prioritized addressing unfunded infrastructure needs with Measure V revenue. Specific CIP project funding would be recommended by staff and determined by Council through the CIP budget process, which will be before Council for consideration in May and approval in June 2022. Examples of projects that Council has previously identified as desiring to fund, which could be chosen for funding with these additional investments include: residential street paving projects such as the second half of Holbrook Heights neighborhood and/or priority streets around Lacy Lane; arterial and collector streets paving such as the second half of Ayers Road; investment into City parks such as the Pedestrian Crossing on Salvio Street between Willow Pass Park fields and Recreation Center; or technology projects such as the stationary License Plate Reader/Camera Public Safety project.

F. Other Fund Amendments
(1) Citywide Streetlight District Fund FY 2021-22 $50,000 (one-time) a. The streetlight supply budget covers the cost to replace old/failed induction lights with new LED lights. The old induction lights have begun failing at an alarming rate due to age-related deterioration. Without

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
additional funds Public Works will exhaust the approved budget by mid- year terminating additional light replacements until July 2022. The additional funds will allow for more timely repairs.
(2) Pavilion Fund FY 2021-22 $540,500; FY 2022-23 $521,400 (one-time) a. Accelerated loan repayments to the Housing and Sewer Funds were temporarily stopped due to the shortage of revenues received from Live Nation as a result of the COVID-19 pandemic. Restoring the fund balance in this fund as noted in Section C(5)a above, allows the accelerated payments to be reinstated.
(3) Various Other Funds – FY 2021-22 $5,800; FY 2022-23 $4,600 a. As noted in C(10) above, the IT department is requesting to hire 1.0 FTE Senior Network System Engineer and is requesting an adjustment to Contracts – Professional. This is the non-general fund portion of the request.
i. Gas Tax Fund 260 - FY 2021-22 $1,500; FY 2022-23 $1,200 ii. Gas Tax Fund 262 - FY 2021-22 $1,500; FY 2022-23 $1,200 iii. Sewer Fund 710 - FY 2021-22 $2,800; FY 2022-23 $2,200 (4) Various Other Funds – FY 2022-23 $18,100 (ongoing)
a. Contra Costa Water District (CCWD) Rate Increase – As noted above, on January 5, 2022, the CCWD Board of Directors approved a 5% rate increase effective February 1, 2022. The requested budget adjustments are necessary to account for the increase in water costs. The increase to each fund for the remainder of FY 2021-22 is insignificant, however, the impact to the FY 2022-23 budgets warrants an adjustment.

Table 5: Estimated Increase by Fund in FY 2022-23
Fund Total
210 - Downtown Maint. District 3,800
211 - Pinehollow Landscape Maintenance 2,400
212 - Kirkwood Landscape Maintenance 4,500
213 - Ygnacio Woods Landscape Maintenance 700
630 - Building Maintenance Fund 3,100
700 - Golf Course 2,400
710 - Sewer Operating 1,200
Grand Total 18,100
G. Personnel Changes
Earlier in this report, staffing additions are discussed. In considering these staffing additions it is important to have a feel for the City’s historic staffing levels. Table 6

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
shows staffing levels compared to population since 2002. The table shows that while the population has increased 6% since 2002, staffing has decreased 26%.

Table 6: Full-time Positions vs. Population
2002-03 525 123,935
2003-04 529 124,856
2004-05 514 124,798
2005-06 510 124,436
2006-07 501 125,203
2007-08 505 123,776
2008-09 499 124,599
2009-10 415 125,864
2010-11 393 122,676
2011-12 391 123,206
2012-13 387 123,812
2013-14 392 124,656
2014-15 401 126,069
2015-16 408 128,280
2016-17 414 128,370
2017-18 420 129,493
2018-19 422 129,889
2019-20 418 130,143
2020-21 383 130,533*
2021-22 387 130,925*
2021-22 Proposed 403 130,925*
*Estimated Population
Fiscal Year Funded
Positions Population
Table 7 shows full-time positions by department for FY 2019-20 (pre-pandemic), FY 2021-22 adopted budget, and the FY 2021-22 proposed mid-cycle budget for comparison purposes.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
Table 7: Full-time Position Additions/Reductions
FY 2019-20 FY 2021-22 FY 2021-22 FY 2021-22
Budget Budget Proposed Difference
City Attorney 4 4 5 1
City Council/City Manager 16 13 14 1
Community Development (CDD)* 54 52 52 0
Finance 19 19 20 1
Human Resources 8 8 9 1
Information Technology 13 13 14 1
Economic Development and Base Reuse (EDBR)* 2 4 4 0
Parks & Recreation 13 13 14 1
Police 209 185 192 7
Public Works (includes Storm Water and Sewer) 80 76 79 3 Total Full-Time 418 387 403 16
* Two positions were transferred from CDD to EDBR in FY 2020-21 Department
H. General Fund Long-Range Financial Forecast
Since1995, the City has utilized a 10-year Financial Forecast program. The forecast has been instrumental in helping the Council, staff, and community understand the future impacts of current decisions and spot fiscal trends. Beginning in 2018, the City developed a 20-year Financial Forecast in order to provide a longer-term view of the City’s fiscal condition.

Staff presented the City’s Long-Range Financial Forecast to City Council during the Biennial Budget Workshop on May 11, 2021. At that time, the ongoing effects on revenues due to the COVID-19 pandemic were still unknown. Revenues came in stronger than anticipated in FY 2020-21 and the year ended with a $10.5 million surplus. Revenues for FYs 2021-22 and 2022-23 are also projected to come in stronger than anticipated as reflected in adjustments proposed earlier in this report.

The forecast below incorporates the actual results for FY 2020-21 as well as the budget adjustments proposed in this report for FYs 2021-22 and 2022-23.

The chart shows the resulting outcome on General Fund reserves. The blue bars in the charts below represent the unassigned, or available, General Fund Reserve balance by year. The solid red line represents the City’s goal of maintaining 30% of General Fund expenditures and the dotted red line represents the City’s minimum acceptable Fund Balance level of 17% of General Fund Expenditures. Note this chart does not incorporate any revenue from the American Rescue Plan Act as they are one-time funds that will be used for one-time, not ongoing needs.

Chart 3 incorporates:
 Wage increases as agreed in labor contracts for FYs 2021-22 and 2022-23 and 2% annually ongoing for all employees;

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
 No additional employees are hired (beyond those in the proposed FYs 2021-22 and 2022-23 budget adjustments);
 Assumes half of Measure V is used to support essential services (the remainder is used for investment in roadways, infrastructure and other Council/Community identified priority programs); and
 A recession starting in FY 2027-28 (2-year recovery; revenue growth assumption of 2%) and occurring every 7 years.

Chart 3: General Fund 20-Year Forecast
As this chart demonstrates, City Council and staff’s diligent work in maintaining expenditures within the confines of expected revenues during the pandemic has placed the City in a position to maintain Council’s goal of a 30% General Fund fund balance reserve. The increase in fund balance shown after FY 2030-31 is due to several factors. The City of Concord Retirement System (CCRS) unfunded liability is projected to be paid off in FY 2034-35, freeing up $2.5 million annually. Additionally, as staff turns over and CalPERS Classic employees are replaced by Public Employees’ Pension Reform Act (PEPRA) employees, the cost to the City starts to fall. As the City moves to a position where reserves start to exceed 30%, the forecast model rolls those fund reserves into the next year and they compound on each other, which is why the model shows extreme spiking. However, Council has a practice of allocating funds above the 30% threshold to unfunded maintenance needs or unfunded liabilities. As those funds are allocated, the reserves are not expected to exceed 30%.

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
Part III: City of Concord’s Salary Schedule
In order to confirm that the California Public Employees’ Retirement System (CalPERS) will appropriately consider the City of Concord’s employee compensation earnable when calculating retirement benefits, the City of Concord’s Salary Schedule is required to be formally adopted by the City Council in a public meeting structured by Public Employees’ Retirement Law (PERL) Government Code Sections 20636 and 20636.1.

The Public Employees’ Retirement Law (PERL) Government Code Sections 20636 and 20636.1 define compensation earnable for State, School, and Public Agency members.

In order to meet the definition of compensation earnable, an amount of pay must constitute either pay rate or special compensation as defined in the statutes. Section 20636(d) further requires that pay rate and special compensation schedules, ordinances, or similar documents be public records available for public scrutiny.

Section 20636(b)(1) (applicable to Public Agency members) and 20636.1(b)(1) (applicable to School members) require pay amounts to be paid pursuant to publicly available pay schedules.

Cost of living and market equity adjustments were adopted by City Council for Confidential, Executive Contract, Executive Management, Management, Professionals, and Teamsters employee groups effective November 15, 2021. The wages for these classifications have been adjusted to reflect these increases. The Camp Concord contract position wage has been adjusted effective December 27, 2021.

California’s minimum wage increased from $14 to $15 per hour effective January 1, 2022, and the wages of eight limited term classifications have been adjusted to reflect the increase.

To be in compliance with CalPERS, Council must adopt the revised City’s Salary Schedule incorporating these adjustments. See Attachment #2.

Part IV: Policy and Procedure No. 31 – Budget Appropriation Transfer Controls Policy and Procedure No. 31 – Budget Appropriation Transfer Controls is being updated to add language regarding interfund loans and transfers and also increases the limit for project transfers that can be approved by the City Manager from the current $20,000 limit to the recommended $75,000 per fiscal year. Any project transfers over $75,000 cumulatively per project would require City Council approval. The changes are being recommended to update the policy to meet best practices and to provide better clarity in the appropriation transfer language within the policy and allow for staff to transfer funds within projects on a timelier basis.

Alternatives
The City Council has the discretion to not approve some or all of the recommended appropriations. Any revenue that is received above or below the current budget may be adjusted by the City Council later in the fiscal year or at year end. If the recommended

City Council Agenda Report
Agenda Item No. 6.a
March 8, 2022
appropriations are not approved, the proposed activities related to the appropriations would not occur.

Environmental Review
None of the activities addressed herein constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c)(2), 15060(c)(3), or 15378 because none of the activities has the potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment; even if any activity was a project under CEQA, each is exempt under 14 Cal. Code Regs. Sections 15061(b)(2), 15061(b)(3) and 15378(b)(4).

Financial Impact
The only financial impact that would occur at this time would be the result of the FYs 2021-22 and 2022-23 budget adjustments. These changes acknowledge that the fiscal impacts of COVID-19 are not as bad as projected last June. Revenues are performing better than projected and the General Fund budget is balanced. Reserves would return to a bit over 30% should these budget adjustments be made. This will create a contingency to address any additional impacts from the COVID-19 pandemic.

Public Contact
The City Council Agenda was posted. An announcement was sent to subscribers of the City’s budget/finance e-alerts.

Attachments

1. Resolution amending the Fiscal Years 2021-22 and 2022-23 Municipal Budgets including and update to the Long-Range Financial Forecast

2. Resolution adopting the City of Concord’s Salary Schedule Effective November 15, 2021, in Accordance with the Requirements of California Public Employees Retirement System (CalPERS) for a Publicly Available Pay Schedule

3. Resolution amending Policy and Procedure No. 31 - Budget Appropriation Transfer Controls

4. Mid-Year Update of Accomplishments - Fiscal Year 2021-22

Attachment 1
Res No. 22-XX 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Amending the Fiscal Years 2021-22 and
2022-23 Municipal Budgets and update to the Long-
Range Financial Forecast. Resolution No. 22-XX
/
WHEREAS, the City Manager has recommended amendments to the to the Municipal Operating Budget for Fiscal Years 2021-22 and 2022-23 and a Long-Range Financial Forecast; WHEREAS, the amendments reflect the updated fund balances available as determined in the final accounting and audit of the city’s finances; and
WHEREAS, the amendments are in compliance with the City’s Fiscal Stability Ordinance Section 3.20.020, entitled use of One-Time and Budget Residual Funds; and WHEREAS, the City’s Fiscal Stability Ordinance requires that one-time funds and budget residual funds identified through each budget cycle shall only be used to fund the following city needs as directed by the City Council at a public meeting. The City Council retains the discretion of how to allocate these funds between the categories listed below: (1) annual recommended contribution to unfunded liabilities; (2) infrastructure backlog; (3) unfunded post-employment benefits; (4) special or one-time, non-recurring expenditure needs of the City; and (5) strengthening the City’s General Fund Reserves; and
WHEREAS, the City Council has directed staff as to any amendments thereto.

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

Section 1. Approves the City Manager’s recommendations with regard to amendments to the Municipal Budget for Fiscal Years 2021-22 and 2022-23 and a Long-Range Financial Forecast, as shown in Exhibit A.

Section 2. This resolution shall become effective immediately upon its passage and adoption. //
//

Attachment 1
Res No. 22-XX 2
PASSED AND ADOPTED by the City Council of the City of Concord on March 8, 2022, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -
I HEREBY CERTIFY that the foregoing Resolution No. 22-XX was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on March 8, 2022.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney
Attachment:

Exhibit A - Fiscal Years 2021-22 & 2022-23 Municipal Budget Amendment Detail

Exhibit A to Attachment 1
Fiscal Years 2021-22 & 2022-23 Municipal Budget Amendment Detail

STAFF RECOMMENDATIONS
FY 2021-22
General Fund Regular Revenues

1. Sales Tax: $4,200,000 (ongoing); $400,000 (one-time)

2. Charges for Services ($86,000) reduction (one-time)

3. Other Revenues: ($525,000) reduction (one-time)
General Fund Departmental Appropriations

4. City Attorney: $70,500 (ongoing)

5. City Manager/City Council: $23,600 (ongoing)

6. Community Development: $46,000 (ongoing), ($294,000) reduction (one-time)

7. Finance: $37,800 (ongoing)

8. Non-Departmental: $1,736,000
a. Appropriate and transfer to Pavilion Fund (120): $900,000 (one-time) b. Project – Furniture Fixture & Equipment (FFE) Reserve-Holding Account (# 2343): $250,000 (one-time)
c. Project – Public Safety Equipment Replacement Account (# 2366):
$570,000 (one-time)
d. $16,000 (ongoing)

9. Human Resources: $47,300 (ongoing)

10.Parks and Recreation: $50,000 (ongoing)

11.Police: $191,300 (ongoing)

12.Public Works: $73,900 (ongoing); $27,000 (one-time)

13.Information Technology: $194,200
a. Appropriate and transfer to IT Operating Fund (634): $38,800 (ongoing), $155,400 (one-time)
General Fund Capital and Non-Departmental Appropriations

14.Appropriate and transfer to General Fund Capital Projects: $4,400,000 (one-time)

15.CCRS: $2,600,000 (one-time)
Measure V

16.Measure V Sales Tax Revenue: $2,600,000 (ongoing)

17.Appropriate and transfer to projects and funds: $2,600,000 (ongoing), $400,000 (one-time)
a. Appropriate and transfer to Parks/Medians Maintenance projects:
$2,000,000 (ongoing), $400,000 (one-time)
b. Appropriate and transfer to Building Maintenance Fund (630): $600,000 (ongoing)
Measure V Capital Project Appropriations

18.Appropriate and transfer to Localized Pavement Repair projects: $800,000 (one- time)

19.Appropriate and transfer to CIP projects (projects to be determined at CIP adoption in June 2022): $2,400,000 (one-time)
Other Fund Appropriations

20.Citywide Streetlight District Fund (200): $50,000 (one-time)

21.Pavilion Fund (120): $900,000 transfer in (one-time), $540,500 (one-time)

22.IT Operating Fund (634): $200,00 transfer in
a. $40,000 (ongoing)
b. $160,000 (one-time)

23.Building Maintenance (630): $600,000 transfer in (ongoing)

24.Sewer Operating Fund (710): $2,800 (ongoing)
a. Appropriate and transfer to IT Operating Fund (634): $2,800 (ongoing)

25.State Gas Tax Fund (260): $1,500 (ongoing)
a. Appropriate and transfer to IT Operating Fund (634): $1,500 (ongoing)

26.State Gas Tax-Section 2103 Fund (262): $1,500 (ongoing) a. Appropriate and transfer to IT Operating Fund (634): $1,500 (ongoing) FY 2022-23
General Fund Regular Revenues

27.Property Tax: $500,000 (ongoing)

28.Sales Tax: $4,200,000 (ongoing)

29.Other Revenues: ($295,000) reduction (one-time)
General Fund Departmental Appropriations

30.City Attorney: $232,000 (ongoing)

31.City Manager/City Council: $94,200 (ongoing)

32.Community Development: $184,000 (ongoing), ($195,000) reduction (one-time)

33.Finance: $151,000 (ongoing)

34.Non-Departmental: $847,000
a. Project – Furniture Fixture & Equipment (FFE) Reserve-Holding Account (# 2343): $200,000 (ongoing)
b. Project – Public Safety Equipment Replacement Account (# 2366):
$500,000 (ongoing)
c. $147,000 (ongoing)

35.Human Resources: $189,000 (ongoing)

36.Parks and Recreation: $200,000 (ongoing)

37.Police: $765,000 (ongoing)

38.Public Works: $313,400 (ongoing)

39.Information Technology: $155,400
a. Appropriate and transfer to IT Operating Fund (634): $155,400 (ongoing) General Fund Non-Departmental Appropriations

40.CCRS: $1,400,000 (ongoing)

Measure V

41.Measure V Sales Tax Revenue: $2,600,000 (ongoing)

42.Appropriate and transfers to projects and funds: $2,600,000 (ongoing) a. Appropriate and transfer to Parks/Medians Maintenance projects:
$2,000,000 (ongoing)
b. Appropriate and transfer to Building Maintenance Fund (630): $600,000 (ongoing)
Other Fund Appropriations

43.Pavilion Fund (120): $521,400 (one-time)

44.IT Operating Fund (634): $160,000 transfer in (ongoing)

45.Building Maintenance Fund (630): $600,000 transfer in (ongoing), $3,100 (ongoing)

46.Downtown Maintenance District Fund (210): $3,800 (ongoing)

47.Pinehollow Landscape Maintenance District Fund (211): $2,400 (ongoing)

48.Kirkwood Landscape Maintenance District Fund (212): $4,500 (ongoing)

49.Ygnacio Woods Landscape Maintenance District Fund (213): $700 (ongoing)

50.Golf Course Fund (700): $2,400 (ongoing)

51.Sewer Operating Fund (710): $3,400 (ongoing)
a. Appropriate and transfer to IT Operating Fund (634): $2,200 (ongoing) b. $1,200 (ongoing)

52.State Gas Tax Fund (260): $1,200 (ongoing)
a. Appropriate and transfer to IT Operating Fund (634): $1,200 (ongoing)

53.State Gas Tax-Section 2103 Fund (262): $1,200 (ongoing) a. Appropriate and transfer to IT Operating Fund (634): $1,200 (ongoing)

Attachment 2
Res. No. 22-xx 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Adopting the City of Concord’s Salary
Schedule Effective November 15, 2021, in Accordance
with the Requirements of California Public
Employees Retirement System (CalPERS) for a
Publicly Available Pay Schedule
Resolution No. 22-4735.1
/
WHEREAS, the California Public Employees Retirement System (CalPERS) regulations require member agencies formally adopt a publicly available pay schedule under Government Code Section 20636(b)(1) and California Code of Regulations (CCR) Section 570.5; and WHEREAS, the City Council of the City of Concord has the authority to implement Government Code Section 20636 (b)(1); and
WHEREAS, the information contained in the salary schedule effective November 15, 2021 has been previously approved by Council within the adopted budget, employee contracts, memoranda of understanding with the City’s labor groups and various City resolutions; and WHEREAS, CalPERS regulations require all of this information be included in one document; and
WHEREAS, no salary changes are being implemented through the adoption of this resolution; and
WHEREAS, the City Council, after giving all public notices required by State Law and the Concord Municipal Code, held a duly noticed hearing on March 8, 2022, on this item, considered testimony and information received at the public hearing, the oral and written reports from City staff dated March 8, 2022, as well as other documents contained in the record of proceeding which are maintained at the offices of the City of Concord City Clerk’s Office, 1950 Parkside Drive, Concord, CA.

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

Section 1. None of the activities addressed herein, the staff report, or Exhibit A hereto,

Attachment 2
Res. No. 22-xx 2
constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs.

Sections 15060(c)(2), 15060(c)(3), or 15378 because none of the activities has the potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment; even if any activity was a project under CEQA, each is exempt under 14 Cal. Code Regs. Sections 15061(b)(2), 15061(b)(3) and 15378(b)(4).

Section 2. The City Council adopts the salary schedule effective November 15, 2021, as shown in Exhibit A hereto.

Section 3. This resolution shall become effective immediately upon its passage and adoption.

PASSED AND ADOPTED by the City Council of the City of Concord on March 8, 2022, by the following vote:

AYES: Councilmembers –
NOES: Councilmembers –
ABSTAIN: Councilmembers –
ABSENT: Councilmembers –
I HEREBY CERTIFY that the foregoing Resolution No. 22-4735.1 was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on March 8, 2022.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney
Attachment: Exhibit A - Salary Schedule

City of Concord Salary Schedule
Cost of living adjustments to Confidentials, Exec Contr, Exec Management, Management, Professionals, and Teamsters (11-15-2021); pay rate for Camp Director (12-27-2021); and minimum wage change (1-1-2022) 1 Job
Code Classification Title Un it Schedule Grade Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
4156 Account Clerk I ATC 4156 4 21.3750$ 22.4439$ 23.5660$ 24.7444$ 25.9815$ 27.2805$ 3,705$ 3,890$ 4,085$ 4,289$ 4,503$ 4,729$ 11/15/2021 4154 Account Clerk II ATC 4154 6 24.4856$ 25.7098$ 26.9954$ 28.3452$ 29.7624$ 31.2505$ 4,244$ 4,456$ 4,679$ 4,913$ 5,159$ 5,417$ 11/15/2021 4155 Account Clerk III ATC 4155 7 26.2625$ 27.5755$ 28.9545$ 30.4023$ 31.9223$ 33.5184$ 4,552$ 4,780$ 5,019$ 5,270$ 5,533$ 5,810$ 11/15/2021 4151 Accounting Technician I ATC 4151 8 28.2303$ 29.6418$ 31.1238$ 32.6800$ 34.3140$ 36.0298$ 4,893$ 5,138$ 5,395$ 5,665$ 5,948$ 6,245$ 11/15/2021 4152 Accounting Technician II ATC 4152 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 11/15/2021 4153 Accounts Payable Team Leader ATC 4153 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 11/15/2021 4588 Administrative Clerk I ATC PG-ATC 3 19.0823$ 20.0364$ 21.0383$ 22.0903$ 23.1946$ 24.3545$ 3,308$ 3,473$ 3,647$ 3, 829$ 4,020$ 4,221$ 11/15/2021 4586 Administrative Clerk II ATC PG-ATC 6 23.3520$ 24.5195$ 25.7456$ 27.0329$ 28.3845$ 29.8037$ 4,048$ 4,250$ 4,463$ 4,686$ 4,920$ 5,166$ 11/15/2021 4584 Administrative Clerk III ATC PG-ATC 7 25.0467$ 26.2988$ 27.6140$ 28.9948$ 30.4444$ 31.9666$ 4,341$ 4,558$ 4,786$ 5,026$ 5,277$ 5,541$ 11/15/2021 4570 Administrative Secretary ATC PG-ATC 9 29.0100$ 30.4604$ 31.9835$ 33.5827$ 35.2620$ 37.0248$ 5,028$ 5,280$ 5,544$ 5,821$ 6,112$ 6,418$ 11/15/2021 3374 Building Inspector ATC 3374 11 38.0602$ 39.9632$ 41.9613$ 44.0595$ 46.2627$ 48.5757$ 6,597$ 6,927$ 7,273$ 7,637$ 8,019$ 8,420$ 11/15/2021 3795 Buyer ATC 3795 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 11/15/2021 3376 Code Enforcement Officer ATC PG-ATC 11 33.8959$ 35.5908$ 37.3702$ 39.2388$ 41.2008$ 43.2610$ 5,875$ 6,169$ 6,478$ 6,801$ 7,141$ 7,499$ 11/15/2021 7126 Community Service Officer ATC 7126 7 26.2625$ 27.5755$ 28.9545$ 30.4023$ 31.9223$ 33.5184$ 4,552$ 4,780$ 5,019$ 5,270$ 5,533$ 5,810$ 11/15/2021 3354 Construction Inspector ATC 3354 10 35. 2418$ 37.0039$ 38.8541$ 40.7968$ 42.8368$ 44.9784$ 6,109$ 6,414$ 6,735$ 7,071$ 7,425$ 7,796$ 11/15/2021 4337 Duplicate/Offset Printing Oper. ATC PG-ATC 5 21.7441$ 22.8314$ 23.9729$ 25.1717$ 26.4302$ 27.7519$ 3,769$ 3,957$ 4,155$ 4,363$ 4,581$ 4,810$ 11/15/2021 7130 Forensic Specialist I ATC 7130 8 28.2303$ 29.6418$ 31.1238$ 32.6800$ 34.3140$ 36.0298$ 4,893$ 5,138$ 5,395$ 5,665$ 5,948$ 6,245$ 11/15/2021 7131 Forensic Specialist II ATC 7131 10 32.8615$ 34.5047$ 36.2298$ 38.0413$ 39.9434$ 41.9406$ 5,696$ 5,981$ 6,280$ 6,594$ 6,924$ 7,270$ 11/15/2021 3754 GIS Technician ATC PG-ATC 8 26.9233$ 28.2695$ 29.6829$ 31.1670$ 32.7254$ 34.3618$ 4,667$ 4,900$ 5,145$ 5,402$ 5,672$ 5,956$ 11/15/2021 4576 Graphic Designer ATC PG-ATC 8 26.9233$ 28.2695$ 29.6829$ 31.1670$ 32.7254$ 34.3618$ 4,667$ 4,900$ 5,145$ 5,402$ 5,672$ 5,956$ 11/15/2021 3750 Information Sys. Technician I ATC PG-ATC 7 25.0467$ 26.2988$ 27.6140$ 28.9948$ 30.4444$ 31.9666$ 4,341$ 4,558$ 4,786$ 5,026$ 5,277$ 5,541$ 11/15/2021 3752 Information Sys. Technician II ATC PG-ATC 9 29.0100$ 30.4604$ 31.9835$ 33.5827$ 35.2620$ 37.0248$ 5,028$ 5, 280$ 5,544$ 5,821$ 6,112$ 6,418$ 11/15/2021 3341 Permit Center Technician I ATC PG-ATC 7 25.0467$ 26.2988$ 27.6140$ 28.9948$ 30.4444$ 31.9666$ 4,341$ 4,558$ 4,786$ 5,026$ 5,277$ 5,541$ 11/15/2021 3342 Permit Center Technician II ATC PG-ATC 9 29.0100$ 30.4604$ 31.9835$ 33.5827$ 35.2620$ 37.0248$ 5,028$ 5,280$ 5,544$ 5,821$ 6,112$ 6,418$ 11/15/2021 3343 Permit Center Technician III ATC PG-ATC 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 3336 Planning Technician ATC PG-ATC 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 4554 Police Records Clerk III ATC 4554 7 26.2625$ 27.5755$ 28.9545$ 30.4023$ 31.9223$ 33.5184$ 4,552$ 4,780$ 5,019$ 5,270$ 5,533$ 5,810$ 11/15/2021 3630 Program Assistant ATC PG-ATC 9 29.0100$ 30.4604$ 31.9835$ 33.5827$ 35.2620$ 37.0248$ 5,028$ 5,280$ 5,544$ 5,821$ 6,112$ 6,418$ 11/15/2021 3701 Programmer Analyst ATC PG-ATC 12 36.6179$ 38.4486$ 40.3712$ 42.3896$ 44.5092$ 46.7348$ 6,347$ 6,664$ 6,998$ 7,348$ 7,715$ 8,101$ 11/15/2021 3640 Rec & Special Events Prg Coord. A TC PG-ATC 11 33.8959$ 35.5908$ 37.3702$ 39.2388$ 41.2008$ 43.2610$ 5,875$ 6,169$ 6,478$ 6,801$ 7,141$ 7,499$ 11/15/2021 5128 Rec Cus Svc Coordinator ATC PG-ATC 7 25.0467$ 26.2988$ 27.6140$ 28.9948$ 30.4444$ 31.9666$ 4,341$ 4,558$ 4,786$ 5,026$ 5,277$ 5,541$ 11/15/2021 5140 Recreation Program Aide ATC PG-ATC 6 23.3520$ 24.5195$ 25.7456$ 27.0329$ 28.3845$ 29.8037$ 4,048$ 4,250$ 4,463$ 4,686$ 4,920$ 5,166$ 11/15/2021 4159 Revenue Generation Team Leader ATC 4159 10 32.8615$ 34.5047$ 36.2298$ 38.0413$ 39.9434$ 41.9406$ 5,696$ 5,981$ 6,280$ 6,594$ 6,924$ 7,270$ 11/15/2021 3369 Senior Building Inspector ATC 3369 12 41.8613$ 43.9543$ 46.1520$ 48.4597$ 50.8827$ 53.4266$ 7,256$ 7,619$ 8,000$ 8,400$ 8,820$ 9,261$ 11/15/2021 Exhibit A to Attachment 2

City of Concord Salary Schedule
Cost of living adjustments to Confidentials, Exec Contr, Exec Management, Management, Professionals, and Teamsters (11-15-2021); pay rate for Camp Director (12-27-2021); and minimum wage change (1-1-2022) 2 Job
Code Classification Title U nit Schedule Grade Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
3355 Senior Construction Inspector ATC 3355 11 38.0536$ 39.9563$ 41.9542$ 44.0518$ 46.2545$ 48.5672$ 6,596$ 6,926$ 7,272$ 7,636$ 8,017$ 8,418$ 11/15/2021 4336 Sr Offset Duplic. Print. Oper. ATC PG-ATC 7 25.0467$ 26.2988$ 27.6140$ 28.9948$ 30.4444$ 31.9666$ 4,341$ 4,558$ 4,786$ 5,026$ 5,277$ 5,541$ 11/15/2021 3323 Transportation Program Coord. ATC PG-ATC 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 4150 Treasury Technician ATC 4150 7 26.2625$ 26.2625$ 26.2625$ 26.2625$ 26.2625$ 31.0356$ 4,552$ 4,552$ 4,552$ 4,552$ 4,552$ 5,380$ 11/15/2021 3757 Video Services Coordinator ATC PG-ATC 9 29.0100$ 30.4604$ 31.9835$ 33.5827$ 35.2620$ 37.0248$ 5,028$ 5,280$ 5,544$ 5,821$ 6,112$ 6,418$ 11/15/2021 7128 Youth Violence Prevention Spec ATC PG-ATC 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 1705 City Attorney EXEC CONTR 129.6833$ 129.6833$ 22,478$ 22,478$ 11/15/2021 1521 City Manager EXEC CONTR 142.6161$ 142.6161$ 24,720$ 24,720$ 11/15/2021 1760 Director of Parks and Recreation EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1731 Director of Building & Neigh. Svcs EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1733 Director of Community/Econ Dev Svc EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1725 Director of Public Works EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1750 Director Commun Reuse Planning EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1727 Director of Finance EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1745 Director of Human Resources EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1728 Director of Info. Technology EXEC MGMT EXECUTIVE E-4 79.4811$ 109.2801$ 13,777$ 18,942$ 11/15/2021 1712 Assistant City Manager EXEC MGMT EXECUTIVE E-6 93.8254$ 129.0020$ 16,263$ 22,360$ 11/15/2021 1720 Chief of Police CHIEF EXECUTIVECP E-6 93.8254$ 135.4522$ 16,263$ 23,478$ 11/15/2021 3758 Admin Services Coordinator CONF PG-C 10 41.1868$ 43.2460$ 45.4085$ 47.6788$ 50.0628$ 52.5661$ 7,139$ 7,496$ 7,871$ 8,264$ 8,678$ 9,111$ 11/15/2021 4571 Confidential Secretary CONF PG-C 7 33.5546$ 35.2324$ 36.9939$ 38.8437$ 40.7859$ 42.8253$ 5,816$ 6,107$ 6,412$ 6,733$ 7,070$ 7,423$ 11/15/2021 3759 Deputy City Clerk CONF PG-C 12 48.7546$ 51.1923$ 53.7519$ 56.4395$ 59.2613$ 62.2246$ 8,451$ 8,873$ 9,317$ 9,783$ 10,272$ 10,786$ 11/15/2021 4568 Exec Secretary CONF PG-C 8 35.5524$ 37.3300$ 39.1965$ 41.1564$ 43.2143$ 45.3750$ 6,162$ 6,471$ 6,794$ 7,134$ 7,490$ 7,865$ 11/15/2021 4569 Exec Secretary - Confidential CONF PG-C 8 35.5524$ 37.3300$ 39.1965$ 41.1564$ 43.2143$ 45.3750$ 6,162$ 6,471$ 6,794$ 7,134$ 7,490$ 7,865$ 11/15/2021 4564 Exec.Assistant - Council/Mgr. CONF PG-C 9 37.8529$ 39.7455$ 41.7328$ 43.8194$ 46.0104$ 48.3110$ 6,561$ 6,889$ 7,234$ 7,595$ 7,975$ 8,374$ 11/15/2021 4566 Executive Legal Secretary CONF PG-C 9 37.8529$ 39.7455$ 41.7328$ 43.8194$ 46.0104$ 48.3110$ 6,561$ 6,889$ 7,234$ 7,595$ 7,975$ 8,374$ 11/15/2021 4580 Human Resources Specialist CONF PG-C 8 35.5524$ 37.3300$ 39.1965$ 41.1564$ 43.2143$ 45.3750$ 6,162$ 6,471$ 6,794$ 7,134$ 7,490$ 7,865$ 11/15/2021 4587 Human Resources Technician I CONF PG-C 3 26.7683$ 28.1066$ 29.5120$ 30.9875$ 32.5369$ 34.1639$ 4,640$ 4,872$ 5,115$ 5,371$ 5,640$ 5,922$ 11/15/2021 4585 Human Resources Technician II CONF PG-C 5 30.0106$ 31.5112$ 33.0867$ 34.7411$ 36.4781$ 38.3023$ 5,202$ 5,462$ 5,735$ 6,022$ 6,323$ 6,639$ 11/15/2021 4567 Legal Secretary CONF PG-C 7 33.5546$ 35.2324$ 36.9939$ 38.8437$ 40.7859$ 42.8253$ 5,816$ 6,107$ 6,412$ 6,733$ 7,070$ 7,423$ 11/15/2021 4565 Paralegal CONF PG-C 9 37.8529$ 39.7455$ 41.7328$ 43.8194$ 46.0104$ 48.3110$ 6,561$ 6,889$ 7,234$ 7,595$ 7,975$ 8,374$ 11/15/2021 4158 Payroll Specialist CONF PG-C 9 37.8529$ 39.7455$ 41.7328$ 43.8194$ 46.0104$ 48.3110$ 6,561$ 6,889$ 7,234$ 7,595$ 7,975$ 8,374$ 11/15/2021 4160 Payroll Technician CONF PG-C 5 30.0106$ 31.5112$ 33.0867$ 34.7411$ 36.4781$ 38.3023$ 5,202$ 5,462$ 5,735$ 6,022$ 6,323$ 6,639$ 11/15/2021

City of Concord Salary Schedule
Cost of living adjustments to Confidentials, Exec Contr, Exec Management, Management, Professionals, and Teamsters (11-15-2021); pay rate for Camp Director (12-27-2021); and minimum wage change (1-1-2022) 3 Job
Code Classification Title U nit Schedule Grade Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
9531 Camp Director CONTRACT CONTRACT 44.5200$ 44.5200$ 7,717$ 7,717$ 12/27/2021 9555 Recycling Theft Prevent Spec CONTRACT CONTRACT 28.3236$ 28.3236$ 4,909$ 4,909$ 07/01/2019 9557 Vehicle Abatement Officer CONTRACT CONTRACT 23.6100$ 23.6100$ 4,092$ 4,092$ 08/12/2019 9542 Violence -Victim Advocate CONTRACT CONTRACT 35.2496$ 35.2496$ 6,110$ 6,110$ 07/01/2019 1341 City Treasurer COUNCIL ELECTED 600$ 600$ 12/09/2008 1127 Council Member COUNCIL ELECTED 1,352$ 1,352$ 12/04/2018 1121 Mayor COUNCIL ELECTED 1,352$ 1,352$ 12/04/2018 1124 Vice Mayor COUNCIL ELECTED 1,352$ 1,352$ 12/04/2018 4760 Automotive Parts & Svs Tech. F AND O 4760 7 26.2625$ 27.5755$ 28.9545$ 30.4023$ 31.9223$ 33.5184$ 4,552$ 4,780$ 5,019$ 5,270$ 5,533$ 5,810$ 11/15/2021 6812 Custodian F AND O 6812 4 21.3750$ 22.4439$ 53.5660$ 24.7444$ 25.9815$ 27.2805$ 3,705$ 3,890$ 9,285$ 4,289$ 4,503$ 4,729$ 11/15/2021 6163 Environmental Maint. Tech. F AND O 6163 8 28.2303$ 29.6418$ 31.1238$ 32.6800$ 34.3140$ 36.0298$ 4,893$ 5,138$ 5,395$ 5,665$ 5,948$ 6,245$ 11/15/2021 6412 Equipment Mechanic F AND O PG-F&O 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 6542 Facilities Maintenance Tech F AND O PG-F&O 8 26.9233$ 28.2695$ 29.6829$ 31.1670$ 32.7254$ 34.3618$ 4,667$ 4,900$ 5,145$ 5,402$ 5,672$ 5,956$ 11/15/2021 6722 General Laborer F AND O 6722 2 18.7715$ 19.7101$ 20.6957$ 21.7305$ 22.8170$ 23.9577$ 3,254$ 3,416$ 3,587$ 3,767$ 3,955$ 4,153$ 11/15/2021 6314 Heavy Equipment Operator I F AND O PG-F&O 9 29.0100$ 30.4604$ 31.9835$ 33.5827$ 35.2620$ 37.0248$ 5,028$ 5,280$ 5,544$ 5,821$ 6,112$ 6,418$ 11/15/2021 6312 Heavy Equipment Operator II F AND O PG-F&O 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 6616 Landscape Gardener F AND O 6616 9 29.5733$ 31.0519$ 32.6046$ 34.2348$ 35.9467$ 37.7438$ 5,126$ 5,382$ 5,651$ 5,934$ 6,231$ 6,542$ 11/15/2021 6193 Lead Custodian F AND O 6193 6 24.4856$ 25.7098$ 26.9954$ 28.3452$ 29.7624$ 31.2505$ 4,244$ 4,456$ 4,679$ 4,913$ 5,159$ 5,417$ 11/15/2021 4351 Lead Dispatcher F AND O 4351 11 41.6353$ 43.7173$ 45.9029$ 48.1982$ 50.6082$ 53.1386$ 7,217$ 7,578$ 7,957$ 8,354$ 8,772$ 9,211$ 11/15/2021 6562 Lead Maint. Collection System Worker F AND O 6562 10 32.8615$ 34.5047$ 36.2298$ 38.0413$ 39.9434$ 41.9406$ 5,696$ 5,981$ 6,280$ 6,594$ 6,924$ 7,270$ 03/01/2022 6512 Maintenance Carpenter F AND O PG-F&O 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 6552 Maintenance Collection System Wkr F AND O 6552 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 03/01/2022 6532 Maintenance Electrician F AND O 6532 10 35.7267$ 37.5132$ 39.3889$ 41.3583$ 43.4264$ 45.5974$ 6,193$ 6,502$ 6,827$ 7,169$ 7,527$ 7,904$ 11/15/2021 6614 Maintenance Gardener F AND O 6614 8 28.2303$ 29.6418$ 31.1238$ 32.6800$ 34.3140$ 36.0298$ 4,893$ 5,138$ 5,395$ 5,665$ 5,948$ 6,245$ 11/15/2021 6522 Maintenance Painter F AND O PG-F&O 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 6434 Maintenance Sprinkler Fitter F AND O 6434 10 32.8615$ 34.5470$ 36.2298$ 38.0413$ 39.9434$ 41.9406$ 5,696$ 5,988$ 6,280$ 6,594$ 6,924$ 7,270$ 11/15/2021 6115 Maintenance Team Leader F AND O 6115 10 32.8615$ 34.5470$ 36.2298$ 38.0413$ 39.9434$ 41.9406$ 5,696$ 5,988$ 6,280$ 6,594$ 6,924$ 7,270$ 11/15/2021 6426 Maintenance Utility Mechanic F AND O PG-F&O 10 31.3402$ 32.9072$ 34.5525$ 36.2802$ 38.0942$ 39.9989$ 5,432$ 5,704$ 5,989$ 6,289$ 6,603$ 6,933$ 11/15/2021 6714 Maintenance Worker I F AND O 6714 5 22.7996$ 23.9398$ 25.1366$ 26.3936$ 27.7132$ 29.0990$ 3,952$ 4,150$ 4,357$ 4,575$ 4,804$ 5,044$ 11/15/2021 6712 Maintenance Worker II F AND O 6712 7 26.2625$ 27.5755$ 28.9545$ 30.4023$ 31.9223$ 33.5184$ 4,552$ 4,780$ 5,019$ 5,270$ 5,533$ 5,810$ 11/15/2021 6168 Parks Lead Worker F AND O 6168 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 11/15/2021

City of Concord Salary Schedule
Cost of living adjustments to Confidentials, Exec Contr, Exec Management, Management, Professionals, and Teamsters (11-15-2021); pay rate for Camp Director (12-27-2021); and minimum wage change (1-1-2022) 4 Job
Code Classification Title U nit Schedule Grade Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
4352 Police Dispatcher I F AND O 4352 7 31.1716$ 32.7303$ 34.3668$ 36.0851$ 37.8894$ 39.7839$ 5,403$ 5,673$ 5,957$ 6,255$ 6,567$ 6,896$ 11/15/2021 4353 Police Dispatcher II F AND O 4353 9 37.8417$ 39.7338$ 41.7207$ 43.8066$ 45.9971$ 48.2971$ 6,559$ 6,887$ 7,232$ 7,593$ 7,973$ 8,371$ 11/15/2021 6114 Public Works Lead Worker F AND O 6114 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 11/15/2021 6113 PW Lead Worker-Infra Maint. F AND O 6113 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 11/15/2021 6709 Recreation Utility Worker F AND O 6709 7 26.2625$ 27.5755$ 28.9545$ 30.4023$ 31.9223$ 33.5184$ 4,552$ 4,780$ 5,019$ 5,270$ 5,533$ 5,810$ 11/15/2021 6130 Senior Equipment Mechanic F AND O PG-F&O 11 33.8959$ 35.5908$ 37.3702$ 39.2388$ 41.2008$ 43.2610$ 5,875$ 6,169$ 6,478$ 6,801$ 7,141$ 7,499$ 11/15/2021 6120 Senior Maintenance Team Ld. F AND O 6120 11 35.5413$ 37.3185$ 39.1843$ 41.1436$ 43.2008$ 45.3610$ 6,160$ 6,469$ 6,792$ 7,132$ 7,488$ 7,863$ 11/15/2021 6510 Senior Traffic Signal Tech F AND O 6510 11 38.6373$ 40.5693$ 42.5977$ 44.7278$ 46.9641$ 49.3124$ 6,697$ 7,032$ 7,384$ 7,753$ 8,140$ 8,547$ 11/15/2021 6324 Sweeper Operator F AND O PG-F&O 8 26.9233$ 28.2695$ 29.6829$ 31.1670$ 32.7254$ 34.3618$ 4,667$ 4,900$ 5,145$ 5,402$ 5,672$ 5,956$ 11/15/2021 6511 Traffic Signal Technician F AND O 6511 10 35.7267$ 37.5132$ 39.3889$ 41.3583$ 43.4264$ 45.5974$ 6,193$ 6,502$ 6,827$ 7,169$ 7,527$ 7,904$ 11/15/2021 6509 Traffic Signal Trainee F AND O PG-F&O 9 29.0100$ 30.4604$ 31.9835$ 33.5827$ 35.2620$ 37.0248$ 5,028$ 5,280$ 5,544$ 5,821$ 6,112$ 6,418$ 11/15/2021 6166 Tree Lead Worker F AND O 6166 9 30.4183$ 31.9391$ 33.5361$ 35.2129$ 36.9738$ 38.8222$ 5,273$ 5,536$ 5,813$ 6,104$ 6,409$ 6,729$ 11/15/2021 6615 Tree Trimmer F AND O 6615 8 28.2303$ 29.6418$ 31.1238$ 32.6800$ 34.3140$ 36.0298$ 4,893$ 5,138$ 5,395$ 5,665$ 5,948$ 6,245$ 11/15/2021 0910 Ltd Ser-Admin Support* Limited Ser 0910 15.22$ 28.05$ 2,638$ 4,862$ 01/01/2022 0920 Ltd Ser-Camp Specialist* Limited Ser 0920 18.70$ 151.55$ 3,241$ 26,269$ 01/01/2020 0930 Ltd Ser-Craft Worker* Limited Ser 0930 15.22$ 44.84$ 2,638$ 7,772$ 01/01/2022 0940 Ltd Ser-Maint. Laborer* Limited Ser 0940 15.22$ 28.05$ 2,638$ 4,862$ 01/01/2022 0950 Ltd Ser-Professional* Limited Ser 0950 15.22$ 161.87$ 2,638$ 28,057$ 01/01/2022 0960 Ltd Ser-Public Safety Asst* Limited Ser 0960 15.22$ 44.84$ 2,638$ 7,772$ 01/01/2022 0970 Ltd Ser-Recreation Specialist* Limited Ser 0970 15.22$ 38.67$ 2,638$ 6,703$ 01/01/2022 0971 Ltd Ser-Seasonal* Limited Ser 0971 15.22$ 38.67$ 2,638$ 6,703$ 01/01/2022 0980 Ltd Ser-Technician* Limited Ser 0980 15.22$ 38.67$ 2,638$ 6,703$ 01/01/2022 *Limited service positions are adjusted accordingly to stay compliant with minimum wage 2307 Administrative Analyst MGMT MANAGER M-4 43.4326$ 59.7164$ 7,528$ 10,351$ 11/15/2021 2315 Administrative Svcs Manager MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 1707 Assistant City Attorney MGMT MANAGER M10 71.0028$ 97.6232$ 12,307$ 16,921$ 11/15/2021 2140 Assistant City Engineer MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2342 Budget Analyst MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2324 Budget Officer MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2130 Chief Building Official MGMT MANAGER M-9 66.0764$ 90.8498$ 11,453$ 15,747$ 11/15/2021 1321 City Clerk MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 2120 City Engineer MGMT MANAGERCE M-9 68.7193$ 94.4838$ 11,911$ 16,377$ 11/15/2021

City of Concord Salary Schedule
Cost of living adjustments to Confidentials, Exec Contr, Exec Management, Management, Professionals, and Teamsters (11-15-2021); pay rate for Camp Director (12-27-2021); and minimum wage change (1-1-2022) 5 Job
Code Classification Title U nit Schedule Grade Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
2340 Communications Center Manager MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2334 Community Relations Manager MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2133 Community Reuse Area Planner MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2377 Community Services Manager MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2345 Crime Scene Investigations Mgr MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2309 Deputy City Attorney MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 1714 Deputy City Manager MGMT MANAGER M11 77.2226$ 106.1479$ 13,385$ 18,399$ 11/15/2021 1715 Deputy Dir. of Public Works MGMT MANAGERPW M-9 69.3801$ 95.3921$ 12,026$ 16,535$ 11/15/2021 2134 Economic Dev. Manager MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2353 Employee Services Manager MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2725 Facilities Maint Prog. Mgr. MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2721 Facilities Maint. Supervisor MGMT MANAGER M-4 43.4326$ 59.7164$ 7,528$ 10,351$ 11/15/2021 2710 Facilities Maintenance Manager MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2326 Financial Analyst MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2322 Financial Operations Manager MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2362 Fleet Manager MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 2760 Horticultural Advisor MGMT MANAGER M-4 43.4326$ 59.7164$ 7,528$ 10,351$ 11/15/2021 2312 Housing Manager MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 2357 Human Resources Analyst I MGMT MANAGER M-2 36.7143$ 50.4790$ 6,364$ 8,750$ 11/15/2021 2356 Human Resources Analyst II MGMT MANAGER M-4 43.4326$ 59.7164$ 7,528$ 10,351$ 11/15/2021 2331 Information Technology Manager MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2715 Infrastructure Maint. Manager MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2727 Maintenance Superintendent MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2126 Manager of Busi Sys & Pr Mgmt MGMT MANAGER M-9 66.0764$ 90.8498$ 11,453$ 15,747$ 11/15/2021 2190 Neighborhood Services Manager MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 2128 Network & Operations Manager MGMT MANAGER M-9 66.0764$ 90.8498$ 11,453$ 15,747$ 11/15/2021 2325 Network Manager MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2519 Parks & Facilities Maint. Manager MGMT MANAGER M-9 66.0764$ 90.8498$ 11,453$ 15,747$ 11/15/2021 2518 Parks Manager MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2723 Parks Program Manager MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2123 Planning Manager MGMT MANAGER M-9 66.0764$ 90.8498$ 11,453$ 15,747$ 11/15/2021 2332 Police Records Manager MGMT MANAGER M-3 39.9007$ 54.8610$ 6,916$ 9,509$ 11/15/2021 2132 Principal Planner MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2337 Printing Services Supervisor MGMT MANAGER M-2 36.7143$ 50.4790$ 6,364$ 8,750$ 11/15/2021

City of Concord Salary Schedule
Cost of living adjustments to Confidentials, Exec Contr, Exec Management, Management, Professionals, and Teamsters (11-15-2021); pay rate for Camp Director (12-27-2021); and minimum wage change (1-1-2022) 6 Job
Code Classification Title U nit Schedule Grade Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
2520 Program Manager MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 2360 Purchasing Agent MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2521 Recreation Services Manager MGMT MANAGER M-8 60.7506$ 83.5275$ 10,530$ 14,478$ 11/15/2021 2136 Redevelopment/Housing Mgr MGMT MANAGER M-9 66.0764$ 90.8498$ 11,453$ 15,747$ 11/15/2021 2385 Risk Manager MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 2311/16 Senior Administrative Analyst MGMT MANAGER M-5 47.2583$ 64.9766$ 8,191$ 11,263$ 11/15/2021 1706 Senior Assistant City Attorney MGMT MANAGER M11 77.2226$ 106.1479$ 13,385$ 18,399$ 11/15/2021 2150 Senior Civil Engineer MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 2338 Senior Financial Analyst MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2352 Senior Human Resources Anal. MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2523 Senior Recreation Program Mgr MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2327 Systems & Programming Manager MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2329 Systems Manager MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2118 Transportation Manager MGMT MANAGER M-9 66.0764$ 90.8498$ 11,453$ 15,747$ 11/15/2021 2156 Transportation Program Mgr. I MGMT MANAGER M-6 51.3690$ 70.6285$ 8,904$ 12,242$ 11/15/2021 2151 Transportation Program Mgr. II MGMT MANAGER M-7 55.8882$ 76.8421$ 9,687$ 13,319$ 11/15/2021 7115 Police Officer POA 7115 1 44.4805$ 46.7060$ 49.0416$ 51.4891$ 54.0708$ 7,709$ 8,096$ 8,501$ 8,925$ 9,372$ 07/12/2021 7114 Police Sergeant POA 7114 1 57.6017$ 60.4806$ 63.5054$ 66.6867$ 70.0137$ 9,984$ 10,483$ 11,008$ 11,559$ 12,136$ 07/12/2021 2921 Police Captain POA MGMT PM-10 1 103.1867$ 108.3519$ 113.7644$ 17,886$ 18,781$ 19,719$ 07/12/2021 2923 Police Lieutenant POA MGMT PM-8 1 80.8483$ 84.8975$ 89.1372$ 93.6002$ 98.2776$ 14,014$ 14,716$ 15,450$ 16,224$ 17,035$ 07/12/2021 3536 Accountant I PROF 3536 10 36.3990$ 38.2190$ 40.1300$ 42.1366$ 44.2433$ 46.4554$ 6,309$ 6,625$ 6,956$ 7,304$ 7,669$ 8,052$ 11/15/2021 3530 Accountant II PROF 3530 12 42.5262$ 44.6524$ 46.8852$ 49.2291$ 51.6908$ 54.2752$ 7,371$ 7,740$ 8,127$ 8,533$ 8,960$ 9,408$ 11/15/2021 3709 Administrative Assistant PROF PG-P 11 34.2282$ 35.9394$ 37.7366$ 39.6233$ 41.6045$ 43.6849$ 5,933$ 6,229$ 6,541$ 6,868$ 7,211$ 7,572$ 11/15/2021 3711 Administrative Coordinator PROF PG-P 13 41.1127$ 43.1684$ 45.3266$ 47.5931$ 49.9729$ 52.4714$ 7,126$ 7,483$ 7,857$ 8,249$ 8,662$ 9,095$ 11/15/2021 3114 Assistant Engineer PROF 3114 12 46.1905$ 48.5001$ 50.9251$ 53.4714$ 56.1450$ 58.9521$ 8,006$ 8,407$ 8,827$ 9,268$ 9,732$ 10,218$ 11/15/2021 3134 Assistant Planner PROF 3134 11 36.5987$ 38.4286$ 40.3500$ 42.3676$ 44.4860$ 46.7101$ 6,344$ 6,661$ 6,994$ 7,344$ 7,711$ 8,096$ 11/15/2021 3113 Associate Civil Engineer PROF 3113 14 54.8637$ 57.6069$ 60.4875$ 63.5116$ 66.6875$ 70.0218$ 9,510$ 9,985$ 10,485$ 11,009$ 11,559$ 12,137$ 11/15/2021 3132 Associate Planner PROF 3132 12 40.7131$ 42.7488$ 44.8862$ 47.1305$ 49.4871$ 51.9615$ 7,057$ 7,410$ 7,780$ 8,169$ 8,578$ 9,007$ 11/15/2021 3375 Building Inspection Supervisor PROF 3375 13 47.0227$ 49.3738$ 51.8427$ 54.4345$ 57.1564$ 60.0142$ 8,151$ 8,558$ 8,986$ 9,435$ 9,907$ 10,402$ 11/15/2021 3377 Construction Inspection Sprvsr PROF 3377 12 43.5324$ 45.7089$ 47.9942$ 50.3941$ 52.9139$ 55.5596$ 7,546$ 7,923$ 8,319$ 8,735$ 9,172$ 9,630$ 11/15/2021 7121 Crimes & Intelligence Analyst PROF PG-P 14 43.1670$ 45.3255$ 47.5915$ 49.9712$ 52.4699$ 55.0935$ 7,482$ 7,856$ 8,249$ 8,662$ 9,095$ 9,550$ 11/15/2021 3135 Economic Development Spec PROF PG-P 14 43.1670$ 45.3255$ 47.5915$ 49.9712$ 52.4699$ 55.0935$ 7,482$ 7,856$ 8,249$ 8,662$ 9,095$ 9,550$ 11/15/2021

City of Concord Salary Schedule
Cost of living adjustments to Confidentials, Exec Contr, Exec Management, Management, Professionals, and Teamsters (11-15-2021); pay rate for Camp Director (12-27-2021); and minimum wage change (1-1-2022) 7 Job
Code Classification Title U nit Schedule Grade Step 1
Hourly
Step 2
Hourly
Step 3
Hourly
Step 4
Hourly
Step 5
Hourly
Step 6
Hourly
Step 1
Mthly.

Step 2
Mthly.

Step 3
Mthly.

Step 4
Mthly.

Step 5
Mthly.

Step 6
Mthly. Effective
3710 GIS Program Analyst PROF PG-P 12 36.9784$ 38.8272$ 40.7686$ 42.8073$ 44.9475$ 47.1950$ 6,410$ 6,730$ 7,067$ 7,420$ 7,791$ 8,180$ 11/15/2021 3798 Housing Program Analyst PROF PG-P 13 41.1127$ 43.1684$ 45.3266$ 47.5931$ 49.9729$ 52.4714$ 7,126$ 7,483$ 7,857$ 8,249$ 8,662$ 9,095$ 11/15/2021 3799 Housing Rehab. Coordinator PROF PG-P 13 41.1127$ 43.1684$ 45.3266$ 47.5931$ 49.9729$ 52.4714$ 7,126$ 7,483$ 7,857$ 8,249$ 8,662$ 9,095$ 11/15/2021 3797 Housing Rehab. Specialist PROF 3797 10 32.6009$ 34.2310$ 35.9425$ 37.7398$ 39.6266$ 41.6081$ 5,651$ 5,933$ 6,230$ 6,542$ 6,869$ 7,212$ 11/15/2021 3116 Junior Engineer PROF 3116 10 39.4481$ 41.4206$ 43.4915$ 45.6662$ 47.9495$ 50.3471$ 6,838$ 7,180$ 7,539$ 7,915$ 8,311$ 8,727$ 11/15/2021 3702 Microcomputer Coordinator PROF PG-P 11 34.2282$ 35.9394$ 37.7366$ 39.6233$ 41.6045$ 43.6849$ 5,933$ 6,229$ 6,541$ 6,868$ 7,211$ 7,572$ 11/15/2021 3791 Neighborhood Services Supv PROF 3791 13 47.0227$ 49.3738$ 51.8427$ 54.4345$ 57.1564$ 60.0142$ 8,151$ 8,558$ 8,986$ 9,435$ 9,907$ 10,402$ 11/15/2021 3707 Network Engineer PROF PG-P 12 36.9784$ 38.8272$ 40.7686$ 42.8073$ 44.9475$ 47.1950$ 6,410$ 6,730$ 7,067$ 7,420$ 7,791$ 8,180$ 11/15/2021 3140 Plan Check Engineer PROF 3140 14 52.9453$ 55.5927$ 58.3722$ 61.2909$ 64.3555$ 67.5732$ 9,177$ 9,636$ 10,118$ 10,624$ 11,155$ 11,713$ 11/15/2021 3378 Public Works Supervisor PROF 3378 12 43.5324$ 45.7089$ 47.9942$ 50.3941$ 52.9139$ 55.5596$ 7,546$ 7,923$ 8,319$ 8,735$ 9,172$ 9,630$ 11/15/2021 3704 Senior Network System Eng. PROF PG-P 13 41.1127$ 43.1684$ 45.3266$ 47.5931$ 49.9729$ 52.4714$ 7,126$ 7,483$ 7,857$ 8,249$ 8,662$ 9,095$ 11/15/2021 3130 Senior Planner PROF 3130 14 45.5606$ 47.8385$ 50.2305$ 52.7422$ 55.3793$ 58.1483$ 7,897$ 8,292$ 8,707$ 9,142$ 9,599$ 10,079$ 11/15/2021 7123 Senior Police Crimes Analyst PROF PG-P 11 34.2282$ 35.9394$ 37.7366$ 39.6233$ 41.6045$ 43.6849$ 5,933$ 6,229$ 6,541$ 6,868$ 7,211$ 7,572$ 11/15/2021 3703 Senior Programmer Analyst PROF PG-P 13 41.1127$ 43.1684$ 45.3266$ 47.5931$ 49.9729$ 52.4714$ 7,126$ 7,483$ 7,857$ 8,249$ 8,662$ 9,095$ 11/15/2021 3706 Senior Systems Analyst PROF PG-P 14 43.1670$ 45.3255$ 47.5915$ 49.9712$ 52.4699$ 55.0935$ 7,482$ 7,856$ 8,249$ 8,662$ 9,095$ 9,550$ 11/15/2021 7122 Sr Crimes & Intelligence Analy PROF PG-P 16 48.5038$ 50.9289$ 53.4754$ 56.1492$ 58.9566$ 61.9044$ 8,407$ 8,828$ 9,269$ 9,733$ 10,219$ 10,730$ 11/15/2021 3792 Sr. Housing Rehab Specialist PROF PG-P 12 36.9784$ 38.8272$ 40.7686$ 42.8073$ 44.9475$ 47.1950$ 6,410$ 6,730$ 7,067$ 7,420$ 7,791$ 8,180$ 11/15/2021 3570 Supervising Accountant PROF 3570 14 50.1847$ 52.6939$ 55.3287$ 58.0951$ 60.9998$ 64.0499$ 8,699$ 9,134$ 9,590$ 10,070$ 10,573$ 11,102$ 11/15/2021 3705 Web Coordinator PROF PG-P 10 31.6494$ 33.2318$ 34.8934$ 36.6381$ 38.4700$ 40.3936$ 5,486$ 5,760$ 6,048$ 6,351$ 6,668$ 7,002$ 11/15/2021

Attachment 3
Res No. 21-XX 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Amending Policy and Procedure No. 31
– Budget Appropriation Transfer Controls Resolution No. 22-XX /
WHEREAS, the City Manager has recommended making amendments to Policy and Procedure No. 31, Budget Appropriation Transfer Controls, to update language to best practices including interfund loans and transfers and increasing the limit to $75,000 for project transfers that can be approved the City Manager; and
WHEREAS, the amendments provide concepts and processes to help protect City resources and long-term fiscal health.

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

Section 1. The City Council amends Policy and Procedure No. 31, Budget Appropriation Transfer Controls to make changes to update City practices, as shown on Exhibit A.

Section 2. This resolution shall become effective immediately upon its passage and adoption.

PASSED AND ADOPTED by the City Council of the City of Concord on March 8, 2022, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers –
//
//
//
//
//
//

Attachment 3
Res No. 21-XX 2
I HEREBY CERTIFY that the foregoing Resolution No. 22-XX was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on March 8, 2022.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney
Attachment
Exhibit A, Policy & Procedure No. 31, Budget Appropriation Transfer Controls

20 CITY OF CONCORD
Number:

Authority:

Effective:

Revised:

POLICY & PROCEDURE Reviewed:

Initiating Dept.:
31 Res. 3440.82
4-02-73
06- 27-17
2017
FI

BUDGET APPROPRIATION TRANSFER CONTROLS

1. PURPOSE
To provide a procedure allowing for efficient and cost effective transfers of budgeted funds be- tween City programs, capital projects and line item accounts.

2. POLICY
The City Council recognizes the benefit of adopting a policy for the processing of budget transfers that not only provides for strong internal financial controls, but also encourages improved account- ability and budgetary estimates from Department Heads. An integral part of the process should be increased responsiveness, cost effectiveness and elimination of redundant tasks.

3. BUDGET TRANSFER CATEGORIES

3.1 Department Groups
Budget amounts which are assigned to a specific organizational function consisting of proo- grams related in nature or purpose.

3.11 Examples: Departments covered by this section include such functions as City Man- agement, City Attorney, Human Resources, Finance, Information Technology, Com- munity & Recreation Services, Public Works – Maintenance Services, Public Works- Engineering S ervices, Planning & Economic Development, Building & Neighborhood Services and Police Services.

3.2 Program Groups
Budget amounts which are assigned to a specific organizational function within a department directed to attaining specific purposes or objectives.

3.21 Examples: Programs covered by this section include such functions as City Council, Recruitment and Selection, Network Systems, Finance Administration, Sports and Events, Traffic Operations, Design, Police Operations, Planning, Housing, etc.

3.3 Projects
Budget amounts assigned to projects approved by the City Council. Projects are classified in- to two general categories; Capital Projects and Other Projects. Capital Projects are projects related to City infrastructure assets. Other Projects are projects not related to City infrastruc- ture assets.

3.31 Capital Projects consist of Specific Projects and Master Projects.

3.311 Specific Projects are one-time projects. An example is the construction of a new police facility which becomes a City asset.

Exhibit A to Attachment 3

20 3.312 Master Projects are related to programs that receive annual funding for a particu- lar purpose, such as street rehabilitation or building maintenance. The programs are implemented through specific projects. The schedule for implementing specif- ic projects is based on the prioritization criteria established by the appropriate department. An example of a Master Project is “Arterial/collector Street Over- lay/Pavement Management System”. An example of a specific project is “Willow Pass Pavement Rehabilitation.

3.32 Other Projects are not related to infrastructure asset. An example would be the Cali- fornia Symphony production.

3.4 Group Appropriation and Accounts
Budgeted amounts within programs which are categorized by nature or purpose within four groups:

Personnel Services (Wages & Benefits)
Materials and Supplies
Fixed Expenses
Capital Outlay

3.41 Examples: Line item accounts addressed in this section include but are not limited to Overtime, Office Supplies, Meetings and Conferences, Small Equipment, etc.

3.5 Appropriations of Money Received for Specific Purposes Money received for specific purposes requires the establishment of an appropriation and revenue account of equal value. Purposes include a study for a possible or pen ding im- provement or to construct a possible or pending improvement or other designated purposes.

3.51 Example: A developer payment to fund a traffic study.

4. PROCEDURE – LEVEL AND TYPES OF BUDGET TRANSFERS

4.1 General

4.11 All transfers of appropriations are to be processed through the Finance Director for certification as to availability of the budget appropriation, for transfer and account cor- rectness and to ensure that the new use of funds remains consistent with underlying authority.

4.12 4.12All transfers of appropriations affecting Personnel Services type accounts require the approval of the Human Resources Director.

4.13 The City Manager may add requirements that may abrogate any or all of the authority delegated to Department Heads under this policy.

4.2 Program Group Appropriation Transfers (Accounts)

20 4.21 These transfers are between the groups defined in Paragraph 3.2. In addition to the requirements stated in Section 4.1, the following approvals are required:

4.22 City Council approval is not required for program group transfers.

4.23 Program group transfers of Personnel services type accounts within the same fund and department require Department Head and City Manager approval.

4.24 Program group transfers of Personnel services type accounts between funds within the same department require Department Head and City Manager approval.

4.25 Program group transfers of Materials and Supplies type accounts within the same fund and department require Department Head approval.

4.26 Program group transfers of Materials and Supplies type accounts between funds within the same department require Department Head and City Manager approval.

4.27 Department Heads may approve requests within their department’s budget to convert operating line item accounts into project accounts provided no addition is made to the original appropriation approved by the City Council and no changes are made to the funding source or purpose for which the appropriation was originally made.

4.28 Department Heads may spend more than is budgeted in a line item account provided the budget for the entire program is not exceeded in total.

4.29 Department Heads may substitute the purchase of a capital equipment item for an- other originally approved during the budget process provided the cost of the substi- tute item is less than or equal to the amount approved by the City Council. Items greater than that amount require the approval of the City Manager.

4.3 Department Appropriation Transfers
These transfers are between the departments defined in Paragraph 3.1. In addition to the re- quirements stated in Section 4.1, the following approvals are required:

4.31 Department Heads may transfer budget appropriations between departments. The approval of all Department Heads involved in the transfer is required.

4.32 Department budget appropriation transfers between departments require the approval of the City Manager.

4.4 Appropriations of Money Received for Specific Purpose These offsetting budget adjustments are defined in Paragraph 3.5

4.41 Offsetting budget appropriation adjustments required as a result of the receipt of money for specific purposes require Department Head approval.

4.42 Budget appropriation adjustments greater than the money received for specific pur- poses require City Manager and City Council approval.

4.5 Project Appropriation Transfers

20 Paragraph 3.3 describes these transfers.

4.51 Transfers to or from a project up to a cumulative $75,000 per project require Department Head and City Manager approval.

4.52 All Project appropriation transfers require City Manager approval.

4.53 Additional appropriations of $20,000 or more for projects require City Council approv- al.

4.544.52 Transfer of savings on a project of $20,000 or more to another project requires City Council approvalAdditional transfers to or from a project over $75,000 cumulatively per project require City Council approval..

4.554.53 Any unspent funds on a completed Project will be returned to reserves at year-end.

4.6 Special Revenue Appropriation

4.61 Budget appropriations based on funds provided by donations, contributions or special grants.

4.62 The special revenue appropriation is limited to the exact amount received or to be ree- ceived.

4.63 The City Manager must approve special revenue budget appropriations.

4.64 Budget appropriations engendered by grants, donations or contributions require City Council approval.

4.7 Transfers Between Funds and Interfund Loans

4.71 Each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures, and fund equity.

4.72 Transfers between funds consist of transferring resources from one fund to another.

Interfund loans are advances from one fund to another with the expectation of repayment through the collection of principal payments and interest.

4.73 When possible, transfers between funds that support operating purposes should be clearly described in the Biennial Budget.

4.74 Interfund borrowing in the form of a transfer between funds is allowed so long as the fiduciary purpose for that fund is met.

4.75 Transfers between funds may be approved by the Department Head if they are within the same program. All other transfers between funds and loans require City Council approval obtained by the approval of the Biennial Budget or through budget amendment; the Finance Director and City Manager are authorized to negotiate and approve terms and conditions of the transfers and loans.

Attachment 4
Mid-Year Update of Accomplishments
Fiscal Year 2021-22

Economic Development
 Cannabis Regulations and Licenses.
o Successfully completed in-depth appeals process. Drafted Development Agreements for retail storefront and microbusiness uses. Advised Planning Division staff during the land use entitlement process.

Responded to numerous requests for copies of records related to the City’s RFP for retail cannabis applicants.
o All the selected businesses have submitted for a City Cannabis License.

City staff is currently working with selected businesses to complete the required approvals necessary to begin operating, which includes four out of the six having submitted their land use applications. Coastal, which was heard before the Planning Commission on December 15, 2021, received a recommendation of approval to the City Council. Coastal was also the first cannabis business to go before the City Council for consideration on Jan. 25, 2022. The majority of selected businesses are anticipated to open in 2022. For cannabis businesses falling within the first come first served process, three have received final signoff from the city:
 Fiacre (Microbusiness) successfully had its grand opening ceremony in December.
 SGI (Type 11 Distribution)
 Preferred Brands (Manufacturing)
 Business Attraction. Staff facilitated the attraction of Chick-fil-A to the former Claim Jumper site at The Willows after the determination was made that Chick- fil-A could not operate a drive-thru at 1400 Willow Pass Road. In December 2021, Chick-fil-A submitted a preliminary application to the Community Development Department.
 Business Retention. Staff is facilitating the retention, expansion, and relocation of multiple dealerships owned by Future Automotive Group at 4901 Marsh Road, 2121 Diamond Boulevard, and 1051 Burnett Avenue. Future Chrysler Dodge Jeep Ram at 2121 Diamond Boulevard and Future Hyundai at 4901 Marsh Road have received approval from the Design Review Board, with construction already active at 2121 Diamond Boulevard.
 Downtown Events. The Music and Market Concert series resumed, entertaining thousands of eager Concord residents and visitors of all ages in Todos Santos

Plaza. Staff also expanded the City of Concord Tree Lighting and Mayor’s Sing- Along by moving the event date and capitalizing on partnership programs with the Todos Santos Business Association and Visit Concord.  Shop Concord. The City reenergized the Shop Concord gift card program, designed to boost spending at businesses negatively impacted by the pandemic, with another $10,000 contribution the week of Thanksgiving. To date, $40,000 in contributions has generated $120,000 in gift card purchases, of which 70 percent has been redeemed at the 66 participating businesses.

Quality of Life
 Developed Informational Materials for Homeless Services. Developed informational materials geared toward residents to describe the City’s efforts to address homelessness: updated the “homeless services” web page, created a new fact sheet, and shared information via the printed City News & Activity Guide, e-newsletter, and social media, as well as the Mayor’s column in the Pioneer.
 Social Worker. Added a social worker to the Coordinated Outreach, Referral and Engagement (CORE) team. The Social worker will conduct street outreach and assist individuals in accessing the resources that they need.  Community Services Manager. Development of a Community Services Manager to work in the City’s housing division to help Council and community define homeless service goals, facilitate relationships amongst the many non- profit groups providing services within the unsheltered community with a goal of maximizing effectiveness, identify funding opportunities to enhance homeless services and programs and, in general, to help the City continue to make progress on this challenge.
 Residential Tenant Protections. Completed public process to codify a new permanent residential tenant protection ordinance, expanding the existing protections offered by AB 1482.
 Housing Element Update. Launched the City’s Housing Element Update, the formal document that guides the City to meeting the housing needs of all income levels from 2023 to 2031. The effort includes informing the community and gathering input through eight small-group listening sessions, two town hall meetings (one in-person and one virtual), several “pop-up” events at Todos Santos Plaza and the Veranda Shopping Center, and an online survey. Work to date also includes completion of a preliminary analysis for the sites inventory, a critical component of the HEU, which will show how the City intends to create capacity for the roughly 5,100 units it

was allocated through the Regional Housing Needs Allocation (RHNA) process.
 Public Engagement. Launched a bimonthly e-newsletter to more than 10,000 subscribers in an effort to share City news and information directly with residents and interested parties. Each newsletter, which has a very high “open rate” of more than 50%, is also shared via social media and the links to each newsletter live on the City’s website. Continued to enhance the City’s online presence through social media platforms; created Social Media Feed web page to allow people to easily view all social media content in one place.  City News. Following a 20-month hiatus, the printed City News & Activity Guide returned featuring a completely updated look designed to capture the interest and attention of residents, providing important information on the latest City happenings along with seasonally available programs and services. The new publication was a collaboration among design professionals, City Management and Parks & Recreation staff. The printed guide is mailed three times a year to all Concord residential and business addresses. A digital flipbook of publication was also created to the City website for readers who prefer an online format, with direct links for convenient online registration.
 Redistricting. Initiated the City’s process to consider redrawing City Council district boundaries based on 2020 census data. The efforts involve conducting community outreach related to the City’s Redistricting efforts, including:
community meetings with Spanish translation (five public hearings; two workshops; one office hours/drop-in meeting); created web pages (English and Spanish); provided updates about this process in all City publications to share information about how people could get involved.
 Elections. Supported the September 2021 election by providing a permanent ballot box at Civic Center for drop-off ballot service, and Civic Center curbside drop-off during election night.
 Public Meetings. Completed the necessary steps to comply with State legislation that exempts Brown Act teleconference rules when public meetings occur virtually through Zoom, and ensured accessibility for the public throughout the state of emergency. Also increased translation/interpretation services at public meetings for greater transparency and better public access among non- English speakers.
 Community Grants Program. Initiated the FY 2022/23 funding cycle for CDBG and CCDF. The work will continue through April as the Community Services Commission meets weekly to hear presentations from 28 agencies, and review and discuss applications. Final CDBG recommendations will be

presented to Council for consideration on April 28, 2022.  Concord Trash Drop Event. City of Concord and MDRR partnered for the return of the annual Concord Trash Drop Event. The City held its annual cleanup event on Saturday, Nov. 6 at the Concord Pavilion. The successful event resulted in more than 200 Concord residents dropping off 750 yards of waste, equivalent to 19 40-yard dumpsters.
 Solid Waste Municipal Code Update. Completed public process to update Chapter 8.20 of the Solid Waste municipal code. Changes to the municipal code were necessary due to provisions in Senate Bill 1383, which require mandatory organics recycling, among other things.
 Bicycle Rodeo. Hosted the first ever Concord Bike Rodeo in collaboration with Street Smarts Diablo. The event featured free bicycle helmets and fitting, a bicycle safety course, and bicycle tune-ups. The event was well attended and several local business and community groups contributed to the event with food and activities as well as the donation of nearly 40 brand new bicycles for community youth.
 Volunteer In Police Services (VIPS) Welcome-Back. Renovated the former Print Shop at 2730 Parkside Circle to facilitate restarting VIPS operations. The new office space is now fully functional and serves as the new VIPS headquarters space.
 Emergency Preparedness Fair. Successfully managed its annual return to Todos Santos Park, designed a new process for exhibitor registrations and attracted new exhibitors/vendors to the event.
 American Red Cross Collaboration. Managed execution of a new MOU, which provides the broad framework for cooperation and support between the Red Cross and the City’s Office of Emergency Services in assisting individuals, families and communities who have been or could be impacted by a disaster or an emergency.
 Recreation Partnerships. Parks & Recreation expanded partnerships with various agencies and community based organizations helping to grow diverse programs for all ages. Lindsay Wildlife Experience now offers children nature- based programs (camps and classes) at Lime Ridge Open Space, Markham Nature Park, and Newhall Park; all of which significantly increase awareness of Concord’s parks and open spaces. At the Senior Center, Meals on Wheels Diablo Region (MOWDR) offered “BingoCize” and “Walk at Ease,” two low- impact exercise programs geared for seniors. Youth programs also grew through the Kids Warrior Gym providing “Ninja Nights,” allowing parents the opportunity

to keep kids safe and engaged in healthy activities for 2.5 hours on a Friday night. Staff continually seek to maximize appropriate use of City recreation assets by leveraging valuable partnerships throughout the community.  Facility Rentals. The Parks & Recreation facility staff team continued to implement efficiencies with newly combined facility rental (meeting room) business operations; one example is enhancing customer service by creating an online inquiry form for facility reservations at the three community centers.

Public Safety
 Prosecution of Quality of Life Offenses. With the support of the City Council, initiated an enhanced enforcement program aimed at bundling Concord Municipal Code cases involving repeat offenders with a primary goal of abating public nuisance behavior.
 Unmanned Aerial System (UAS) Program. Presented to City Council and approved on Oct. 12, 2021. The necessary equipment was identified, purchased and UAS equipment has begun to arrive. A testing process to staff the UAS Team has been launched, training courses have been selected and incident- driven flights are anticipated by April 2022.
 Automated License Plate Reader (ALPR) Replacement. Replaced the Police Department’s patrol car ALPR systems that had reached end of life, and added one additional ALPR system.
 State Records Compliance and Audits. Redesigned workflow of the Records Department to comport with Department of Justice (DOJ) requirements and completed the DOJ Criminal Justice Information System/National Crime Information Center database audit and State Controller’s Office Audit related to Domestic Violence reporting and reimbursement, which spanned a 10-year reporting period.
 Community Service and Records Departments. Both Departments were reopened two days a week to serve community needs. Between July and December, staff answered 757 phone calls, assisted 1,139 walk-ins, wrote 193 desk reports, and issued nine block party permits.
 Office of Traffic Safety Grant. The Police Department was awarded a $135,000 grant from the Office of Traffic Safety (OTS) to support selective traffic enforcement, education and training opportunities in areas such as DUI enforcement, pedestrian safety, bicycle safety and distracted driving. The grant supports these activities from October 2021 through September 2022.

 Police Department Social Media. Since July 2021, reach and engagement on our social media platforms has continued to expand. We are continuing to experience growth in our followership across all platforms (Twitter, Facebook, and Instagram) month by month. Our Twitter platform currently has over 6,000 followers, Facebook has nearly 34,000 followers and our Instagram platform just crossed the 8,000-follower mark. Instagram appears to be the emergent platform as it has introduced new ways of showcasing and highlighting the work of the Police Department as well as the community we serve with Stories (15-second video clips) and Reels (one-minute video clips). We have been able to utilize both features to not only keep the community informed on what their police department is doing for them, but also to show a lighter side, a human side to the badge. In the past 90 days (Oct 2021-Jan 2022), for example, our Instagram account has reached over 28,000 accounts, which is a 19.3% improvement over the previous 90 days (Jul 2021-Oct-2021). Also in the past 90 days, we have uploaded 22 posts, 99 stories, and seven reels (with thousands of views). The community support is evident in reading the comments and counting the ‘likes’ on our posts.

The Social Media Team is working very hard at creating our Concord PD brand.

By coming up with these creative, informative and fun ways to engage with our community, it creates a visual catalog to help with our recruitment efforts. The Recruitment and Social Media Teams are working together to maximize the reach and potential of each post in order to generate more and more interest for potential new hires.

Roadway and other Infrastructure Maintenance
 Highlighting the Purposeful use of Measure V. Created a new logo and tagline (“Moving Concord Forward”) to highlight projects funded through Measure V. Shared information about these projects in the printed City News & Activity guide and Community Update.
 Green Infrastructure Plan. Initiated the design phase of the Hillcrest Park regional green infrastructure project funded by a $4.3 million Cooperative Implementation Agreement with Caltrans. The project includes treating approximately 700 acres of land in North Concord, and 96 acres of Caltrans right of way. The project includes installation of two (2) large baffle box separators for trash and sediment capture, an underground storage vault to capture and reuse stormwater, and LID measures in the park including bioretention facilities.  Cyber Security. A multi-layered Cyber Security program was deployed to prevent breaches, train staff and protect City systems. By using the State’s Cyber Security Roadmap as a guide, the City implemented numerous new controls, to

include firewall upgrades and a Managed Detection and Response Service, to stay ahead of current threats and overcome future vulnerabilities.  City Network Upgrades. The City’s primary and backup Internet connections are now two-times faster, and network bursting eliminated. This occurred through an upgrade of the primary and backup circuits.
 Bicycle and Pedestrian Advisory Committee (BPAC) Oversight. Completed the fourth year of the Bicycle and Pedestrian Advisory Committee, the committee reviews transportation capital projects including roadway, pedestrian and bicycle improvements and provides input to staff on Complete Street features and for conformity with the City’s Bicycle, Pedestrian and Safe Routes to Transit plan. The Committee has approved four CIP projects, and one grant application to advance to the City Council so far during FY21/22.  Fleet and Fuel Management Software Implementation. Public Works continues to implement new Fleet and Fuel management software needed to modernize the fleet management system, processes, and data management.

This effort has included data conversion, clean-up, validation, and migration (75% complete). Additionally, Public Works continues to install new hardware fixed to vehicles that will allow for vehicle asset data eliminate the need for the input of asset specific information like asset number and mileage when employees are refueling at City fueling stations (50% complete).

Customer Service
 Entitlements. The following projects received approval between July 1, 2021, and December 31, 2021.
o A Local 342 Training Facility and Rigging Tower – A trade school/vocational training facility and activities associated with an outdoor steel module for training purposes at 2450 Whitman Road. o Dutch Bros. Coffee/Kiddie Academy – an 850-square-foot restaurant with a 24-hour drive-through and an 8,006-square-foot child day care facility located at 4672 Bailey Road.
o Development Code Text amendment to allow convenience stores with alcohol sales in the WMX (West Concord Mixed Use) zoning district subject to a use permit and approval of a use permit for a convenience store with alcohol sales at 1500 and 1590 Concord Avenue. o Concord Airport Self-Storage – a 120,824-square-foot self-storage facility located at Marsh Drive and Solano Way.
o Heckmann Subdivision – a small lot subdivision with 15 single-family

homes at 1881 Whitman Road.
o Development Code Amendment to amend certain land uses within the DP (Downtown Pedestrian), DMX (Downtown Mixed Use), and WMX (West Concord Mixed Use) zoning districts.
o Minor subdivision and design, and site review at 3543 Wren Avenue to construct three single-family homes and move an existing home on site to one of the four lots.
 Building & Multi-Family Housing Permit & Inspection Data. o On pace to process 5,400 building permit applications with a total valuation of $251.2 million and issue 5,096 building permits with a total valuation of $136.8 million.
o On pace to perform 11,834 building inspections averaging 47 building inspection stops per City workday.
o On pace to close 298 Building and 8 Multi-Family Residential Code Enforcement cases.
o On pace to inspect all scheduled 1,726 Multi-Family Units. Units are still undergoing improvements and re-inspection in current fiscal year to be brought into full compliance.
 City Zone Boundaries. Coordinated with Zonehaven and City’s GIS department to correct City boundaries on Zonehaven maps so that evacuation zones for Concord could be drafted and published. Training was undertaken on the system, which is now live and will continue to coordinate the public marketing of the system with the Police Department and City Public Information Officer.

Being a Desirable Workplace
 Successor Labor Contracts. Negotiated and implemented successor memoranda of understanding between the City and OPEIU Local 29 and Teamsters Local 856, including salary increases, benefit enhancements, market adjustments for several classifications and their aligned classifications, and a one time “essential worker” payment.
 Police Department Recruiting and Hiring. Successful recruiting efforts resulted in a decrease of the Police Dispatcher vacancy rate, from 35% to 12%.

Other recruiting successes include:
o A Civilian Records Program Manager
o An Administrative Secretary
o Community Service Officer (CSO) Records Classification

o Eight new officers, placing seven Police Officer Trainees in the background process with reservations for the May 2022 Police Academy, and one Lateral Officer currently in the background process. The eight new officers consisted of six Laterals, one Direct Academy Graduate and one Police Trainee who began the Police Academy in January 2022.  City Manager’s Office. Successfully recruited, selected, on boarded and trained the Executive Assistant to the City Manager and the City Council. This critical position provides confidential administrative support to the City Manager and the City Manager's office, while supporting Councilmembers in their scheduling, travel, and other City-related business needs.
 COVID-19 Vaccination and Testing. Created and implemented the Proof of COVID-19 Vaccination or Weekly COVID-19 Testing Administrative Directive 185. Successfully met and conferred with OPEIU Local 29, Teamsters Local 856, Concord Police Association and Concord Police Managers’ Association over the impacts of the Proof of COVID-19 Vaccination or Weekly COVID-19 Testing Administrative Directive 185. Created and implemented the COVID-19 Vaccination Exemption Request forms and review program. Conducted 827 COVID weekly rapid tests of employees with 100% compliance. The City is at an 81% City employee COVID-19 vaccination rate.
 COVID-Trak Application. Developed and launched the new application in support of the Human Resources Department in order to comply with State and County regulations related to the COVID-19 pandemic. This new web application captures weekly COVID-19 test results and vaccine statuses.  Employee Engagement. The employee-led Just 4 You Crew organized and hosted two morale-boosting events for all employees: a September virtual luncheon, which featured a catered picnic lunch and Zoom meet-up with icebreakers and raffle prizes; and an outdoor holiday social at Civic Center, featuring holiday music and sweet treats (hot churros and hot chocolate).  Wellness Programs. Relaunched in-person wellness programs including Yoga and Strength & Fitness in 2021 in accordance with COVID-19 protocols. A successful launch of the “Health for Holidays” six-week wellness challenge with our Kaiser business partners resulted in 59 employees registering with over 85% participation. There were 14,456,870 steps logged and the average of 2,400,091 steps/weekly. Successful flu-shot clinic coordination (92 employees) with John Muir Health and the City’s Wellness committee. The flu shot clinic was located at three work locations: Civic Center, Police Department and Public Works Department. Various wellness resources were communicated to employees in collaboration with Kaiser and John Muir Health.

 Air Quality Monitoring. An Air Quality Sensors Pilot Program was conducted at Police Headquarters to monitor air quality within the City facility. These new sensors and tests demonstrated the safety of air for employees inside City buildings during the fire season when smoke was prevalent.

Fiscal Year 2021-22
Mid-Year Budget Update
DONNA K. LEE, BUDGET AND TREASURY OFFICER
MARCH 8, 2022
1

Mid-Year Budget Report Agenda
2 Council Priority Focus Areas/Tier 1 and Tier 2 Priorities Budget Overview (Prior Year and Current Year)
 General Fund and Measure V
Recommended Mid-Year Budget Adjustments (FYs 2021-22 and 2022-23)  Review General Fund Long -Range Financial Forecast
 Council Direction

Requested Council Actions
3 1. Adopt a Resolution amending the FYs 2021-22 and 2022-23 Municipal Budgets and update to the Long-Range Financial Forecast

2. Adopt a Resolution adopting the City of Concord’s Salary Schedule Effective November 15, 2021

3. Adopt a Resolution Amending Policy and Procedure No. 31 – Budget Appropriation Transfer Controls

City Council Priorities
4

City Council Priorities from
February 20, 2021 Workshop
Council Areas of Constant Focus
•Fiscal stability and economic development
•Quality of life
•Public safety
•Roadway maintenance
•Customer service
•Being a desirable workplace
5

City Council Priorities
6 Tier 1
 Concord Naval Weapons Station
 Rollout of CORE and MHET Pilot Programs
 Federal COVID-19 Relief Funding
Tier 2
 Tobacco (increased controls, licensing, flavored tobacco ban, enforcement)

City Council Priorities
7 Concord Naval Weapons Station
• Completed Request for Qualifications process
• Selected Concord First Partners, LLC as Master Developer Rollout of CORE and MHET Pilot Programs
CORE
• First six months program results reported to Council September 28, 2021 • Added a case worker to CORE Team in January 2022
MHET
• Created dedicated MHET Team funded by Measure V
• Active participant in multi-disciplinary, county-wide team to review how to respond to mental health crises

City Council Priorities
8 Federal COVID-19 Relief Funding
• ARPA Investment Plan ($27 million)
• $8 million allocated to commercial rent relief, employee COVID-19 testing, and provision of government services
• Use of remaining $19 million to be determined using community feedback and staff generated ideas (public meetings to be held in April and May/June) • Community meetings held in February
• Online surveys of residents, businesses and nonprofits • City ARPA email [email protected]
• Telephone 925-671-2489
• Public comment received at City Council meeting

City Council Priorities
9 Federal COVID-19 Relief Funding (Continued)
• FEMA Claims
• Two FEMA claims developed totaling $189,000
• CDBG-CV Funds
• City invested $1.56 million to alleviate impacts of COVID-19 pandemic • Rental assistance provided to 121 Concord tenants
• Landlord conciliation and mediation provided to 99 households • COVID Tenant Protection
• Monitored legislation regarding eviction and rent increase moratoriums and updated Council and the public via various electronic means

General Fund
Budget Overview
PRIOR YEAR: FY 2020 -21
10