Agenda packet — Concord City Council, June 4, 2024 (part 4 of 4)

BIG O TIRES

SUN VALLEYCARPETS

PROJECT SUITE
10 9
8 7
6 5
4 3 2
1 11
9 10
7 12

CONCORD AVE
XX
X
X
X
X
Exist.

MOBILE LIVINGTRUCK & SUVACCESSORIES

X X X X X X X X X X X X X X X X X X X X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
PROPERTY LINE167'-4"
ZONE:

WEST CONCORD

MIXED USE
Exist.

LA MORINDASTONE TILE
ZONE:

WEST CONCORD

MIXED USE
ZONE:

WEST CONCORD

MIXED USE
Exist.

DIABLO VALLEYCREMATION &

FUNERAL SERVICES
5 10 2040
4,971 sq. ft.

PROPERTY LINE180'-3"
PROPERTY LINE 248'

COMMERCE AVE
29 PROPERTY
LINE 220'-8"
11'-2"
12'-0"
3,291 sq. ft.
3 PROPOSED
VALET

PARKING
4 5
7 8 9 10 11
21 6
30'-0"
27'-0"
9'-0"
14'-6"
9'-0"
19'-0"
8'-0"
18'-0"
5'-0"
16'-2"
22'-5"
27'-0"
26'-8"
11'-10"
9'-0"
TYP18'-0" TYP
9'-0"
24'-10"

VALET VEHICLE DROP ZONE
8'-0" 8'-0" 8'-0"
14'-6"
14'-6"
14'-6"
14'-6"
14'-6"
14'-6"
14'-6"
14'-6"
14'-6"
14'-6"
8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"
9'-0"9'-0"9'-0"9'-0"9'-0"9'-0"9'-0"9'-0"9'-9"
16'-2"
16'-2"
16'-2"
16'-2"
16'-2"
16'-2"
16'-2"
115'-0"
8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"8'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
9'-0"9'-0"9'-0"9'-0"9'-0"9'-0"9'-0"
30'-0"
1 15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
15'-0"
16'-1"
22'-4"
16'-1"
16'-1"
16'-1"
16'-1"
16'-1"
16'-1"
8'-6"9'-0"9'-0"9'-0"9'-0"9'-0"9'-0"9'-0"

EXISTING SEWER LINE

ENTRY POINT

EXISTING GAS

LINE ENTRY POINT
5,875 SF
3,310 SF
8 30'-0"
4'-9"
4'-10"

EXISTING WATER

LINE ENTRY POINT

INDOOR LOADING/UNLOADING ZONE
SEE A2.0 FOR MORE INFO
22'-10"
13'-0"
25'-4" 3'-0"
24'-2"
24'-0"
1 1
5 2
7 7
9 2
15 10
16 5
32 11
4 12
3 3
3 3
14 16
8 8
86 8
77 7
7 612
17 18
19 21
21 21
21 23
23 24
8 19
20 20
13 27
22 34
31 16
20 20
20 20
22 20
22 22
2 2
1 1
1 35
36 37
22 25
26 5
38 38
33 33
38 38
38 30
39 39
39 39
6'-0"
TYP.
40 TYP.
1EXISTING PARKING TO REMAIN
hideiJan/12/2023 9:58 AMdwg last saved: by:

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sheet plotted:
drawing file name:

Jan/12/2023 @ 12:00 PM
w:\projects\bloomstone\concord\design\cup\a1.0 - site plan.dwgA1.0

SITE PLAN
2 3EXISTING DRIVE AISLE TO REMAIN
4EXISTING STREET LIGHT TO REMAIN
5EXISTING SPEED BUMP TO REMAIN
6 7
8 EXISTING LANDSCAPING TO REMAIN. EXISTING TREES WITH 6" TRUNK DIA.

OR LARGER INCLUDE LIQUIDAMBAR STYRACIFLUA AND PYRUS KAWAKAMII N

EXISTING DRIVEWAY TO REMAIN

EXISTING POWER POLE & STREET LIGHT TO REMAIN

KEYNOTES AND LEGEND
1 SITE PLAN 1" = 20'-0"

EXISTING PROPERTY LINE TO REMAIN
9EXISTING PLAZA MONUMENT SIGN TO REMAIN
10EXISTING ACCESSIBLE PARKING TO REMAIN
11EXISTING SIDEWALK TO REMAIN
12EXISTING TRAFFIC & STREET LIGHT TO REMAIN
13EXISTING CHAIN LINK FENCE TRASH ENCLOSURE TO REMAIN
14EXISTING ELECTRICAL SITE EQUIPMENT TO REMAIN
15EXISTING ELECTRICAL TRANSFORMER TO REMAIN
16EXISTING BOLLARDS TO REMAIN
17EXISTING CHAIN LINK GATE TO REMAIN
18EXISTING WOODEN FENCE TO REMAIN
19EXISTING ROOF ACCESS LADDER TO REMAIN
XX
LEGEND

EXISTING CONCRETE CURB TO REMAIN

EXISTING LANDSCAPE TO REMAIN

PROPERTY LINE

EXISTING CHAIN LINK FENCE TO REMAIN
20EXISTING ROLL UP DOORS

BUILDING & SITE DATA
21EXISTING TOPOGRAPHY & DRAINAGE TO REMAIN
A.

SITE LOT AREA: GROSS/NET - 48,949 SF (1.093 ACRES)
H.NUMBER OF PARKING (CONCORD MUNICIPAL CODE) 1 SPACE / 250 GROSS FLOOR AREA EXISTING BIG O TIRES (5,875 SF/250):24 STALLS
PROPOSED CULTURE CANNABIS (4,971SF/250) 20 STALLS
EXISTING SUN VALLEY CARPETS (3,310 SF/250): 14 STALLS
46 COMPACT PARKING (COMMON W/ CENTER)
2 ACCESSIBLE STALLS
11 INDOOR VALET PARKING
TOTAL: 59 PARKING STALLS
ZONING: WMX (WEST CONCORD MIXED-USE)
F.

GENERAL PLAN : WEST CONCORD MIXED-USE
TOTAL FLOOR AREA: 17,447 SF
LANDSCAPE COVERAGE: 6,693 SF (14%)G.
22EXISTING BUILDING MOUNTED LIGHTS TO REMAIN
2310-ft BUILDING SETBACK
Seal
Project Number:

Plan Check Number:

Consultant

CULTURE CANNABIS

CLUB OF CONCORD
1440 CONCORD AVE. SUITE B
CONCORD, CA. 94520
3 PETERS CANYON RD.

SUITE 110 IRVINE, CA 92606
D
G
ESI N | ARCH I T EC TURE

H EST I A A T E L I E R

HI DENORI

IWAGAMI
ISSUED FOR CUP 12-12-2021
CUP REVISIONS 03-07-2022
DATE PREPARED 06-20-2022
CUP REVISIONS 05-31-2022
CUP REVISIONS 06-20-2022
CUP REVISIONS 08-12-2022
CUP REVISIONS 09-16-2022
CUP REVISIONS 11-30-2022
24NEW ACCESSIBLE PATH OF TRAVEL (MIN. 36-INCH WIDE)
25NEW TRASH ENCLOSURE ROOF
26NEW DRAIN TO BE CONNECTED TO EXISTING SANITARY SEWER
27NEW 6-INCH CONCRETE CURB
FLOOR AREA RATIO (FAR): 17,447 SF / 48,949 SF= 36% (PERCENT OF GROSS/NET LOT AREA COVERAGE) EXISTING TREE ( SEE A1.1 FOR SPECIOUS INFORMATION)#

VICINITY PLAN
28NEW ACCESSIBLE ROUTE FROM PUBLIC RIGHT OF WAY
PROJECT AREA (TENANT IMPROVEMENT): RETAIL: 4,971SF (GROSS SF) VALET PARKING: 3,291SF (GROSS) EXISTING TOPOGRAPHY AND GRADING TO REMAINI.

EXISTING DRAINAGE TO REMAINJ.
29NEW ACCESSIBLE PARKING STALL
30 31NEW ADA PARKING SIGN
32REPAIR ALL DAMAGED SIDEWALK

ALONG PROJECT STREET FRONTAGE
33 NEW BIKE RACK WITH CONCRETE PAD35EXISTING SEWER LINE TO REMAIN 34EXISTING GAS METER TO REMAIN
36EXISTING WATER METER TO REMAIN
37EXISTING BACKFLOW PREVENTOR

TO REMAIN
38NEW " NO PARKING" & "ONE WAY
SIGNS NEW "PARKING IN DESIGNATED
SPACES ONLY" SIGN39EXISTING CURB TO BE PAINTED RED
40NEW DECORATIVE BOLLARD

Page 27 of 36 ends

BIG O TIRES

SUN VALLEYCARPETS

PROJECT SUITE
10 9
8 7
6 5
4 3 2 1
11 CONCORD AVE
XX
X
X
X
X
Exist.

MOBILE LIVINGTRUCK & SUVACCESSORIES

X X X X X X X X X X X X X X X X X X X X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
PROPERTY LINE167'-4"
32'-4"
164'-2"
63'-4"
71'-0"
ZONE:

WEST CONCORD

MIXED USE
Exist.

LA MORINDASTONE TILE
ZONE:

WEST CONCORD

MIXED USE
ZONE:

WEST CONCORD

MIXED USE
Exist.

DIABLO VALLEYCREMATION &

FUNERAL SERVICES
4,971 sq. ft.

PROPERTY LINE180'-3"
PROPERTY LINE 248'

COMMERCE AVE

PROPERTY LINE
RADIUS= 36'

PROPERTY
LINE 220'-8"
10'-0"

SETBACK
10'-0"

SETBACK
31'-7" CURB TO MEDIAN
50'-10" CURB TO CURB
5'-7"

SIDEWALK
8'-11"

SIDEWALK
30'-6"

DRIVEWAY
24'-11"

DRIVEWAY
11'-2"
12'-0"
3,291 sq. ft.

PROPOSED
VALET

PARKING

LIQUIDAMBARGLEDITSIA

TRICANTHOS

LIQUIDAMBAR

PYRUS KAWAKAMI

LIQUIDAMBAR

LIQUIDAMBAR
29'-3"

DRIVEWAY
24'-8"

DRIVEWAY
84'-3"
38'-10" 75'-0"
22'-4"

SAME ELEVATION HEIGHT AS

THE PROJECT SITE

SAME ELEVATION HEIGHT AS

THE PROJECT SITE

SAME ELEVATION HEIGHT AS

THE PROJECT SITE

7.5" DIAMETER
8" DIAMETER

8.5" DIAMETER
9" DIAMETER
6"

DIAMETER
7"

DIAMETER
9"

DIAMETER
8"

DIAMETER
30'-0"
27'-0"
9'-0"
19'-0"
18'-0"
22'-5"
27'-0"
26'-8"
11'-10"
9'-0"
TYP18'-0" TYP
24'-10"

VALET VEHICLE DROP ZONE
5 10 2040
30'-0"
22'-4"

EXISTING SEWER LINE

ENTRY POINT

EXISTING GAS

LINE ENTRY POINT
5,875 SF
3,310 SF
30'-0"

EXISTING WATER

LINE ENTRY POINT

INDOOR LOADING/UNLOADING ZONE
SEE A2.0 FOR MORE INFO
22'-10"
13'-0"
25'-4" 3'-0"
24'-2"
24'-0"
6'-0"
TYP.
hideiJan/12/2023 12:01 PMdwg last saved: by:

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sheet plotted:
drawing file name:

Jan/12/2023 @ 12:02 PM
w:\projects\bloomstone\concord\design\cup\a1.0 - site plan.dwgA1.1

CONTEXTUAL PLAN
N
1 CONTEXTUAL PLAN1" = 20'-0"
XXX
LEGEND

EXISTING CONCRETE CURB TO REMAIN

EXISTING LANDSCAPE TO REMAIN

PROPERTY LINE

EXISTING CHAIN LINK FENCE TO REMAIN
Seal
Project Number:

Plan Check Number:

Consultant

CULTURE CANNABIS

CLUB OF CONCORD
1440 CONCORD AVE. SUITE B
CONCORD, CA. 94520
3 PETERS CANYON RD.

SUITE 110 IRVINE, CA 92606
D
G
ESI N | ARCH I T EC TURE

H EST I A A T E L I E R

HI DENORI

SIGHT VISIBILITY TRIANGLES

DIRECTION OF

EXISTING DRAINAGE

DIRECTION OF

EXISTING DRAINAGE

DIRECTION OF

EXISTING DRAINAGE

DIRECTION OF

EXISTING DRAINAGE

DIRECTION OF

EXISTING DRAINAGE

BOLLARD SPECIFICATION
6"
5 3
4 "
6"
41 1
2 "
4 3
4 " I.D.

Globe top
Top secured with
S.S. set screw
Plain body
5/16" quick link chain
+3/8"-16 x 1 Stainless Steel
Shol Eye Bolt. Powder coated.

Optional Eye Bolt and Chain
*3 Variations of Twist and Lock removable
bollards available - see installation drawings.

TYPE R
Removable Mount
TYPE P
Pipe Mount
TYPE I
Iron Base Mount
TYPE S
Surface Mount
PRODUCT NO.

PROPRIETARY AND CONFIDENTIAL - THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF J.R. HOE & SONS INC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF J.R. HOE & SONS INC. IS PROHIBITED. 160-GP

Series: Broadway

SLEEVE WEIGHT
101 LBS.

INSTALLATION

MOUNTING OPTIONS AVAILABLE
-Type P - Pipe Mount
-Type I - Iron Base
-Type S - Surface Mount
-Type R - Removable (3 Variations available)
See Installation drawings for complete details.

Parts list and component weights.

FINISH

POWDER COAT FINISH
1 coat zinc rich epoxy primer + 1 coat
Super Durable polyester powder coating.

Available in 25 colors.

Made in the USA

MATERIAL
ASTM A48 Class 30 Cast Iron

Page 28 of 36 ends

PROJECT SITE4971 sq. ft.
1 C O N C O R D A V E.
3 C O M M E R C E A V E.
2 6
4 5

PROPOSED
VALETPARKING4971 sq. ft.

RaquelHernandezAug/11/2022 2:03 PMdwg last saved: by:

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sheet plotted:
drawing file name:

Sep/16/2022 @ 1:43 PMw:\projects\bloomstone\concord\design\cup\a1.1 - site photos.dwgA1.2

EXISTING SITE PHOTOS
N
1 EXISTING SITE PLAN PHOTOSN.T.S.

Seal
Project Number:

Plan Check Number:

Consultant

CULTURE CANNABIS

CLUB OF CONCORD
1440 CONCORD AVE. SUITE B
CONCORD, CA. 94520
3 PETERS CANYON RD.

SUITE 110 IRVINE, CA 92606
D
G
ESI N | ARCH I T EC TURE

H EST I A A T E L I E R

HI DENORI

Page 29 of 36 ends

CONCORD AVE

BIG O TIRES

SUN VALLEYCARPETS

COMMERCE AVE

PROJECT SITE

FIVE STARAUTOMOTIVE
X
XX
X
4971 sq. ft.
12 8
9 9
Exist.Mobile LivingExist.Diablo Valley Cremation& Funeral Services

X X X X X X X X X X X X X X X

XXXXXXX
Exist.Available Property 2281Commerce Ave.
(EXISTING)

1.0 1.1

2.8 2.1

7.8 8.4

2.62.61.31.00.8 4.01.31.0

3.73.71.91.31.0 1.21.31.0 1.6

2.31.7 3.6

2.0 3.71.51.0

4.21.9 2.6

2.8 7.3

1.5 2.3

2.8 1.2

1.5 1.0

1.2 2.7

1.6 6.7

8.9 7.11.91.21.0

1.4 1.10.2

0.4 3.1

3.1 1.3

3.5 2.8
(EXISTING)
(EXISTING)
RaquelHernandezAug/11/2022 2:02 PMdwg last saved: by:

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Sep/16/2022 @ 1:44 PMw:\projects\bloomstone\concord\design\cup\a1.3 - photometric site survey.dwgA1.3

PHOTOMETRIC PLAN
N
1 PHOTOMETRIC PLAN1" = 15'-0"
Seal
Project Number:

Plan Check Number:

Consultant

CULTURE CANNABIS

CLUB OF CONCORD
1440 CONCORD AVE. SUITE B
CONCORD, CA. 94520
3 PETERS CANYON RD.

SUITE 110 IRVINE, CA 92606
D
G
ESI N | ARCH I T EC TURE

H EST I A A T E L I E R

HI DENORI

IWAGAMI
ISSUED FOR CUP 12-12-2021
CUP REVISIONS 03-07-2022
DATE PREPARED 06-20-2022
CUP REVISIONS 05-31-2022
CUP REVISIONS 06-20-2022
CUP REVISIONS 08-12-2022
CUP REVISIONS 09-16-2022

Page 30 of 36 ends

MOBILE
ORDER

COUNTER

EXISTING
SHARED

HALLWAY

PROPOSED VALET

PARKING

FLOWER TABLE

PRODUCT DISPLAY

QUEUE RAIL
RETAIL

APPAREL
AND

BRANDED
ITEMS

PRODUCT

DISPLAY

PRODUCT DISPLAYPRODUCT DISPLAY
RETAIL

APPAREL
AND

BRANDED
ITEMS

FLOWER TABLEFLOWER TABLE

ADJACENT TENANT

NOT IN SCOPE
ATM
ATM

RECEPTION
100
463 SF
111'-0"
57'-812"13'-612"12'-112"27'-712"
56'-1"
32'-63 4" 23'-614"
13'-0" 14'-6"
6'-10"
54'-8"
19'-2"10'-6"13'-6"11'-6"
14'-6" 13'-112" 5'-312" 20'-412" 38'-612"

CUSTOMER
SALES
101
1,889 SF

CANNABIS PRODUCT

STORAGE

LIMITED ACCESS
102
468 SF

POS COUNTER

DIGITAL MERCHDIGITAL MERCHDIGITAL MERCHDIGITAL MERCHDIGITAL MERCH

MANAGER
OFFICE
103
191 SF

BREAK ROOM
104
362 SF
EXIST.

ACCESSIBLE

UNISEX RESTROOM
105
53 SF

SECURITY ROOM
106
106 SF
NEW

HALLWAY
107
381 SF

VENDOR ROOM
108
141 SF
13'-414"10'-0"
11'-012"

DELIVERY
109
331 SF

CLASSROOM
110
205 SF
9'-0"5'-0"7'-9"
E.P. E.P.
17'-2" 2'-0"
5'-7" 6'-0" 5'-7"
14'-6" 3'-9"
1661
2 2
2222
1 3
4 4
4 4
5 5
5 5
3 1 11
4 7
88 8
8 8
9 10101010
10 10
10 1010
10 14
14 15

CANNABIS PRODUCT

WASTE STORAGE

LIMITED ACCESS
102.1
51 SF
16 (REFER TO SITE PLAN)
18 .

DETAIL
B

ON CHAIR

RUBBER BUMPER

KICK PLATE
10" MIN. BOTTOM
HANDLE

OR U SHAPED
34" TO 44" LEVER

DETAILA

4. 3.

2. 1.

1. HARDWARE:

DOOR TYPE:

RAIL FOR MANUALLY

OPERATE DOOR OR

PROVIDE
A NARROW FRAME WITH A BEVELED TOP EDGE (30

DEGREE MAXIMUM BEVEL TO VERTICAL PLANE)

INSTALLED AT THE BOTTOM OF A GLASS DOOR (WITH

NO SIDE FRAMES) MAY BE USED IN LIEU OF
PROVIDING THE REQUIRED 10-INCH UNINTERRUPTED
SURFACE AT THE BOTTOM OF THE DOOR.
10"
MINIMUM 10" HIGH SMOOTH SURFACE AT

DOOR BOTTOM, EITHER ATTACHED PANEL
OR BOTTOM RAIL.

OPENABLE BY SINGLE EFFORT LEVER-TYPE
DEVICE (NOT REQUIRING GRASPING).

MOUNTED 34" TO 44".

MAXIMUM 8.5 LBS. EFFORT TO
OPERATE EXTERIOR DOOR, 5
LBS. FOR INTERIOR.

OPENABLE FROM INSIDE WITHOUT USE OF KEY OR
SPECIAL KNOWLEDGE OR EFFORT.

SCALE
3 DOOR DETAILSN.T.S.

NOTE: - DOORS SHALL COMPLY WITH CBC 2019 §11B-404
.
.
.
.

THRESHOLD

BELOW THRESHOLD
A

THRESHOLDB

CLEVEL CHANGES
1 2
1/2" MAX.
1/4" MAX.
1/4" MAX.

3. 2.

1. NOTES:

PILE HEIGHT
1/2" MAX.

COMPRESSED CARPET 1/4" MAX.

TRANSITION

BETWEEN FLOOR

FINISHES
FIN. FLOOR
LEVEL
SCALE
2 TRANSITIONSN.T.S.
1/2" MAXIMUM TOTAL HEIGHT WITH 1/4" MAXIMUM VERTICAL CHANGE AT EDGE. 1 : 2 SLOPED BEVEL REQUIRED IF LEVEL CHANGE IS OVER 1/4" VERITCAL LEVEL CHANGE. 1/4" MAXIMUM VERTICAL LEVEL CHANGE.

NOTE: - TRANSITIONS SHALL COMPLY WITH CBC 2019 §11B-302, 11B-303, & 11B-404.2.5 N
1 PROPOSED FLOOR PLAN 1/4"=1'-0"
Seal
Project Number:

Plan Check Number:

Consultant

CULTURE CANNABIS

CLUB OF CONCORD
1440 CONCORD AVE. SUITE B
CONCORD, CA. 94520
3 PETERS CANYON RD.

SUITE 110 IRVINE, CA 92606
D
G
ESI N | ARCH I T EC TURE

H EST I A A T E L I E R

HI DENORI

EXISTING CONCRETE WALL TO REMAIN

EXISTING NON-STRUCTURAL WALL TO REMAIN

EXISTING DOOR TO REMAIN

EXISTING STORE FRONT WINDOWS TO REMAIN

EXISTING ROLL-UP DOOR TO REMAIN

NEW WINDOW WITH FROSTED FILM

NEW BOLLARD

NEW NON-STRUCTURAL WALL

EXISTING STRUCTURAL COLUMNS TO REMAIN
RaquelHernandezSep/16/2022 1:43 PMdwg last saved: by:

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sheet plotted:
drawing file name:

Sep/16/2022 @ 1:43 PMw:\projects\bloomstone\concord\design\cup\a2.0 - proposed floor plan.dwgA2.0

PROPOSED FLOOR PLAN
11LOCATION FOR NEW SIGNAGE
12EXISTING EXTERIOR LIGHT TO REMAIN
13EXISTING DOWNSPOUT TO REMAIN
14EXISTING PROPERTY LINE

EXISTING CONCRETE WALL

EXISTING NON-STRUCTURAL WALL
LEGEND

NEW NON-STRUCTURAL WALL

EXISTING PROPERTY LINE
15NEW ACCESSIBLE ENTRANCE DOOR
16NON-CANNABIS WASTE STORAGE
17NOT IN USE
18NEW WINDOW TO MATCH EXISTING WITH FROSTED FILM

Page 31 of 36 ends

7 -
111 7
6 11
12 1313 4
PROPOSED STORE FRONT ELEVATIONEXISTING TENANTS - BIG "O" TIRES EXISTING TENANTS - FIVE STAR AUTOMOTIVE EXIST. 20'-0"
68 XX
XX
X
X
1 PROPOSED EXTERIOR ELEVATION - WEST3/32"=1'-0"
Seal
Project Number:

Plan Check Number:

Consultant

CULTURE CANNABIS

CLUB OF CONCORD
1440 CONCORD AVE. SUITE B
CONCORD, CA. 94520
3 PETERS CANYON RD.

SUITE 110 IRVINE, CA 92606
D
G
ESI N | ARCH I T EC TURE

H EST I A A T E L I E R

HI DENORI

EXISTING CONCRETE WALL TO REMAIN

EXISTING NON-STRUCTURAL WALL TO REMAIN

NEW ENTRY DOOR WITH FROSTED FILM

EXISTING STORE FRONT WINDOWS TO REMAIN

EXISTING ROLL-UP DOOR TO REMAIN

NEW WINDOW WITH FROSTED FILM

NEW BOLLARD

NEW NON-STRUCTURAL WALL

EXISTING STRUCTURAL COLUMNS TO REMAIN
RaquelHernandezAug/11/2022 2:01 PMdwg last saved: by:

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sheet plotted:
drawing file name:

Sep/16/2022 @ 1:44 PMw:\projects\bloomstone\concord\design\cup\a3.0 - proposed exterior elevation.dwgA3.0
PROPOSED EXT. ELEVATION
11LOCATION FOR NEW SIGNAGE
12EXISTING EXTERIOR LIGHT TO REMAIN
13EXISTING DOWNSPOUT TO REMAIN
14EXISTING PROPERTY LINE
2 PROPOSED EXT. ELEV. - NORTH3/32"=1'-0"
3 PROPOSED EXTERIOR ELEVATION - EAST3/32"=1'-0"
5 PROPOSED EXTERIOR ELEVATION - EAST3/32"=1'-0"
4 PROPOSED EXTERIOR ELEVATION - NORTH3/32"=1'-0"
7 PROPOSED EXTERIOR ELEVATION - EAST1/4"=1'-0"
6 PROPOSED EXTERIOR ELEVATION - SOUTH3/32"=1'-0"

Page 32 of 36 ends

PROJECT SITE
4,971 sq. ft.
20'-0"
20'-0"
20'-0"
14'-0"
14'-0"
12'-0"
2 1 2
3 3
3 31
4 4 4
4 4
4 4
4 4
6 5 5
5 5
6 6
4 1
1 1
20'-0"
RETAIL

PROPOSED
VALET

PARKING
3,291 sq. ft.

Seal
Project Number:

Plan Check Number:

Consultant

CULTURE CANNABIS

CLUB OF CONCORD
1440 CONCORD AVE. SUITE B
CONCORD, CA. 94520
3 PETERS CANYON RD.

SUITE 110 IRVINE, CA 92606
D
G
ESI N | ARCH I T EC TURE

H EST I A A T E L I E R

HI DENORI

S H E E T
sheet plotted:
drawing file name:

Sep/16/2022 @ 1:45 PMw:\projects\bloomstone\concord\design\cup\a4.0 - proposed roof plan.dwgA4.0

PROPOSED ROOF PLAN
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KEYNOTES
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3 EXISTING ROOFING TO REMAIN
4 5
6 EXISTING ROOF PARAPET TO REMAIN

EXISTING GUTTER TO REMAIN

EXISTING MECHANICAL ROOFTOP UNIT TO REMAIN

EXISTING SKYLIGHT TO REMAIN

EXISTING ROOF ACCESS LADDER TO REMAIN
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Staff Report
Date: June 4, 2024
To: City Council
From: Valerie J. Barone, City Manager
Prepared by: Justin Ezell, Assistant City Manager
[email protected]
(925) 671-3155
Subject: Considering direction to staff on next steps implementing the Homeless Strategic Plan.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Section 15060(c)(2), 15061(b)(3), 15262, 15273, and/or 15378.

Report in Brief
The City Council accepted a completed Homeless Strategic Plan on February 6, 2024, which was developed by an 11-member working group with the participation of dozens of community members and stakeholders. In line with Council’s direction to have robust community input, the development of the plan involved 32 public meetings, numerous focus group sessions and interviews, and three surveys. The Plan identified six strategies for addressing homelessness within the Concord community.

With Council support, staff applied for a $4.7 million Encampment Resolution Fund grant through the California Interagency Council on Homelessness. The intent was to use the grant funding to execute the Mobile Resources Center and Interim Motel Housing strategies outlined within the plan.

On April 23, 2024, staff informed Council that the City was not successful at obtaining State funding for strategy implementation, at which time Council directed staff to continue working on the creation of a Mobile Resources Center (now called a Mobile Resources Unit) and to return to Council for discussion and direction on the remaining strategies. This report provides a progress update on Mobile Resource Unit implementation and requests guidance from Council regarding the next phases of implementing the Homeless Strategic Plan.

4.a4.a4.a4.a4.a

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
Recommended Action
Receive an update on implementation of the Homeless Strategic Plan and provide direction to staff on next steps.

Background
The accepted Homeless Strategic Plan (HSP) contains six goals which provide a clear roadmap and direction for the implementation of the Plan. They are the desired outcomes that, when accomplished, contribute to fulfilling the Plan’s broader vision:
“The City of Concord envisions a community where every person has a safe, affirming, and stable place to live. This vision endeavors to reduce homelessness through community involvement, collaboration with partner agencies (government and non-government), and enhanced services that are carried out in a dignified, compassionate, and equitable manner.”
The following are the Council-endorsed goals within the Plan:
 Increase coordination of emergency response efforts
 Strengthen system support with government and non-government agencies  Create immediately accessible temporary housing
 Explore avenues of equitable support for target populations  Increase homeless prevention services
 Create a safe place for the unhoused to dwell
The following six strategies that are also contained within the Plan are actions the City may undertake to achieve the Plan’s stated goals. These strategies were developed by the Working Group through feedback from stakeholders and utilization of an evidence based, best practice framework, and were endorsed by Council through acceptance of the Plan:
 Mobile Resource Center (now called a Mobile Resources Unit, as it is not a stationary structure)
 Rapid Re-Housing
 Interim Housing Models
o Scattered Site
o Scattered Site Tiny Homes
o Centralized Tiny Homes
o Interim Motel Housing

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
 Guaranteed Income1
When Council accepted the Draft Final HSP on February 6, 2024, Council directed staff to incorporate the following additional language into the Plan:

As the Council and City staff work with the community to implement the Homeless Strategic Plan, the City shall adhere to these directions from Council:

1. The City will rely on the existing ARPA and one-time Measure V dollar set- aside, which totaled $5.4 million, as the City’s share of funding towards implementing the program and any grant funds the City receives.

2. The City will not add regular full-time staff to implement the Plan or add General Fund dollars to pay for implementation costs.

3. The City will work through 3rd party organizations to provide the programs and services as the first approach to implementing the Plan.

The above language was added to the final HSP which is posted online at:
www.cityofconcord.org/HomelessStrategicPlan
Analysis
As the first action towards implementing the HSP, staff, authorized by Council, pursued $4.7 million in Encampment Resolution Funds through the California Interagency Council on Homelessness to execute the Mobile Resources Unit and Interim Motel Housing strategies outlined within the plan. The lack of success in the first application phase prompted the City Council to instruct staff to continue to work on the Mobile Resources Unit and requested that the overall strategy implementation be brought back for Council discussion.

Mobile Resource Unit
The City’s HSP envisioned a mobile, decentralized resource unit that provides services at three separate outreach locations once per week. The program is imagined operating similar to Healthcare for the Homeless (HCH), a County run program. HCH currently provides mobile healthcare and behavioral health services to patients who are experiencing homelessness at several sites across the county. HCH mobile clinics are open and free to all who are experiencing homelessness, regardless of insurance or immigration status.

The HSP proposed a theoretical plan where the City allocated funding to a program 1 The Guaranteed Income Program was not included in the Homeless Strategic Plan as a strategy, but it was listed for future consideration and, during their 5/28/24 Council meeting, Council directed staff to include it for discussion in future conversations on the Homeless Strategic Plan. Background information on GBI programs can be found here.

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
operator to coordinate services of the Mobile Resource Unit. The HSP estimated the cost of this strategy to be $305,000 in one-time, start-up costs, and $636,000 annually thereafter. The Working Group and consulting team could not predict how the City would implement the strategy and therefore modeled it after similar programs in other organizations, so the information should be viewed as conceptual.

Given the direction from Council to work through third party organizations to provide the programs and services as the first approach to implementing the Plan, staff issued a request for information to over 300 contacts across more than 200 distinct service organizations. The outreach served as an initial inquiry to identify potential partners to establish a Mobile Resource Unit.

Several providers responded to staff outreach, offering diverse services at various costs. Staff continues to evaluate these services, with the following showing promise.

The information is preliminary and organization names are omitted because no negotiations/discussions have taken place. Additionally, the “number of people served” is not yet defined as no negotiations/discussions have occurred, but the numbers below assume operations three times a week, every week of the year:

Type Description
Estimated Annual
Cost
Workforce
Development
Resources and assistance with Job
training/placement
$10,000
Medical Urgent care, health evaluations and
referrals
$35,000
Medical Mental health care and referrals $17,500
Medical Mental health, crisis and suicide
prevention services
$12,784
Support Services Enrollment assistance to Medi-Cal, SSI, and CalFresh benefits
$62,500
Food Provision of meal boxes $70,200
Hygiene Bathroom and shower trailer $60,000
LGBTQIA+ Case management, transportation, legal
services, and housing vouchers for
LGBTQIA+ youth
$15,100
Estimated Preliminary Annual Costs $283,084
While the services listed above are sufficient to launch the mobile unit and lay a foundation for further development, they do not currently encompass housing services,

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
apart from those tailored to LGBTQIA+ youth. To meet the goal of delivering comprehensive services, additional engagement will need to occur with housing service providers to assess partnership opportunities for this program. In addition, it will be necessary to explore other ancillary needs and costs associated with this program, such as onsite security and the need for a program manager to facilitate the operations of the Mobile Services Unit.

A critical element to the Mobile Resource Unit is determining suitable locations. A cross departmental team that includes the Police Department, Public Works, Community Development, and the City Manager’s Office has been exploring potential sites, but do not yet have recommendations. The team’s site assessment criteria include presence of unsheltered persons nearby/within walking distance, access to water, adequate space, and potential to negatively impact surrounding uses. If Council wishes to move forward with implementation of this strategy, staff proposes that the Council Committee on Recreation, Cultural Affairs, and Community Services (Birsan, Nakamura) work with staff to develop a recommendation for final site selection that Council may consider following their July break. Additionally, staff is asking Council to provide feedback on whether to pilot the Mobile Resources Unit at one location prior to rolling it out to three locations or to initiate the program at three locations concurrently.

Other Strategies
On April 23, 2024, the City Council directed staff to agendize for discussion a process to be used for implementing the HSP strategies, which include:
 Rapid Re-Housing
 Interim Housing Models
o Scattered Site
o Scattered Site Tiny Homes
o Centralized Tiny Homes
o Motel Interim Housing
 Guaranteed Income
Below is a summary of each strategy, followed by a discussion on the potential next steps or approaches the City Council could take for their implementation:

Rapid Rehousing: Rapid Rehousing is the provision of rental assistance and supportive services to households experiencing homelessness. The program may be limited to short-term (up to 3 months) or medium term (4-24 months) assistance. The goal is to help persons who have recently become homeless to obtain housing quickly, increase self-sufficiency, and stay housed. When state or federal funding is used for this program, assistance is offered without preconditions such as employment, income, absence of criminal record, or sobriety.

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
The City currently operates a rapid rehousing program that served 8 families and 4 single households last Fiscal Year by providing case management, housing navigation, educational/vocational support, landlord engagement, and rental assistance services.

This program costs approximately $400,000 per year, enough to serve 12-15 families/individuals annually, and is funded through the Permanent Local Housing Allocation (PLHA) from the State of California Housing and Community Development Division. The County also operates a rapid rehousing program that is available to Concord’s homeless population. The County’s program operates very similarly to Concord’s, with rental assistance, case management, housing search assistance, legal assistance, landlord meditation, money management, and credit counseling, but also, they provide prevention assistance and emergency rental assistance. In the last year, the County program has served 66 Concord residents.

Scattered Site Interim Housing: Scattered site interim housing is a concept of providing housing to currently unhoused Concord residents in individual homes managed by a third-party provider. Purchasing and maintaining scattered site housing usually has a high cost per person served, and in addition to the supportive services costs, it obligates the City to long term ownership and maintenance costs. A leasing model provides lower up-front costs and does not include the same long-term responsibilities as a purchase.

Scattered Site Tiny Homes: A scattered site tiny home project disperses “tiny” homes in small numbers across multiple areas (scattered sites). In this concept the Tiny Homes would include kitchens and bathrooms. Rent for the tiny home would be based on the individual circumstances of the residents. Supportive services would be provided to encourage skill building and access to long-term, safe, and permanent housing. Each site location would be run by a third-party operator.

For this approach, there are challenges because the City’s current land use and zoning codes do not allow these uses as envisioned; however, Program 16 of the City’s Housing Element will consider developing regulations to facilitate tiny homes on religious properties, but the Development Code amendments will not be complete until early 2025.

Centralized Tiny Homes: This model places a group of tiny homes at one location, often with shared facilities such as restrooms, showers, and a dining hall. The Tiny Homes do not need to incorporate their own kitchens and restrooms as those are provided communally. A grouping of tiny homes requires access to utilities such as water, sewer, and electricity. Most are located on properties that are owned by government entities or faith-based organizations, and they are operated by a non-profit or faith-based organization that has access to funding.

For this approach, there are challenges because the City’s current land use and zoning codes do not allow these uses as envisioned; however, Program 16 of the City’s

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
Housing Element will consider developing regulations to facilitate tiny homes on religious properties, but the Development Code amendments will not be complete until early 2025.

Interim Motel Housing: This model involves the City leasing a hotel property or a specific number of rooms at a hotel that are dedicated to interim housing. During the development of this strategy, City staff held informal conversations with Contra Costa County about a partnership whereby the City of Concord would hold its own lease with a motel for “Concord resident” rooms, and the County would have a similar lease for “county” rooms, and the County would provide supportive services to clients living in all the rooms (both City-leased and County-leased) through a supportive services agreement. While the HSP envisions that the City would be the lease holder and the operations and services would be facilitated by a third-party organization, the leasing and operations could all be coordinated through one third-party organization.

Guaranteed Basic Income: Guaranteed Basic Income (GBI) programs were not studied or considered by the City’s Working Group during the development of the strategic plan.

However, Council did add consideration of a GBI program as an item for future consideration when they adopted the HSP. At its meeting on May 28, 2024, Council directed staff to include for discussion GBI programs in this report. Background information on GBI programs can be found here.

In general, a GBI program refers to giving a certain amount of financial support on a monthly basis to individuals or families for a defined period of time, with no strings attached to how the given dollars are used. The City is currently piloting a GBI program with Monument Impact using ARPA funding. The program, Elevate Concord, provided a one-time payment of $2,500 and $500 dollars a month for twelve months to 120 low- income families that have at least one-child under the age of 12. This program is only in its eighth month of implementation and impact reports on the program have not yet been provided to the Council or the community.

Were Council to choose to support a GBI program targeted to supporting unsheltered individuals or families, staff would recommend it be operated by a third-party organization, similar to our current GBI program.

Next Steps
Staff recommends Council consider the following approaches for next steps and provide direction to staff:

Approach 1: Prioritized Implementation Approach
Define which strategies Council wants to implement initially and identify third-party operators for each selected strategy through a Request for Proposal Process. Council will need to define any program requirements or restrictions for the selected strategies

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
in order to support the drafting of the RFP. All strategies cannot be launched concurrently, given staffing limitations.

Direction staff needs from Council to implement this approach, were Council to choose it, include:
 Determine which strategies should be included and provide the order of priority in which staff will issue RFPs. (This approach will require significant upfront staff and Council involvement to define program operations and performance goals and the RFPs will need to be issued one strategy at a time.)  Set funding amounts for each strategy so that funding is available for each of the individual strategies that Council has identified for implementation.  Determine whether persons served would be subject to preconditions such as employment, income, absence of criminal record, or sobriety for each strategy.  Determine whether the City will make city-owned property available for specific strategies.
 Determine the length of time for each program to receive funding (e.g., one or two-years).
 Determine whether staff will review proposals and recommend the selection of service providers to the City Council, or if Council will review the proposals and make the final selection without the recommendation from staff.  Determine whether services would only be available to “Concord” residents, based on established criteria, similar to the City’s Rapid Rehousing Program.  Determine if there are any other requirements.

Approach 2: One Operator to Run All Selected Strategies Develop a Request for Proposals to choose a single consultant to execute all strategies outlined in the HSP, or specific Council-selected strategies. With this approach more strategies can be launched concurrently than possible under Approach 1 above, as it minimizes the impact to staff.

This process is the same as above but would have Council select one operator to run all strategies.

Direction needed if this approach is chosen:
 Select which strategies Council desires to see implemented initially and included in the RFP.
 Determine if any of the included strategies chosen should include service preconditions such as employment, income, absence of criminal record, or sobriety.

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
 Determine whether the City will make City-owned property available for certain strategies.
 Determine whether the City will consider leasing or purchasing property for projects to occur (i.e., buy or lease homes for scattered site interim housing).  Determine the length of time for the contract (e.g., one or two-year contract).  Determine whether services would only be available to “Concord” residents, based on established criteria, similar to the City’s Rapid Rehousing Program.  Determine whether staff will review proposals and recommend the selection of a service provider to the City Council, or if Council will review the proposals and make the final selection without the recommendation from staff.

Approach 3: A Competitive Grant Process to Implement HSP Strategies Invite organizations to submit proposals requesting funding and outlining their plans for utilizing these funds to implement any of the individual HSP strategies. This is an approach similar to the one used by the Council for funding ARPA investment in non- profits providing community services and it allows existing service providers to leverage funding they already have, or funding they may have access to, potentially increasing the service levels of each strategy.

Direction needed were Council to choose this approach, includes:
 Determine if any of the included strategies chosen should include service preconditions such as employment, income, absence of criminal record, or sobriety.
 Does Council want to pre-set funding amounts available by strategy.  Are there City-owned locations the Council wants to make available to facilitate specific strategies or is Council open to considering this on a proposal by proposal basis.
 Determine the process for reviewing proposals and making recommendations (i.e., staff, Council, or Commission; all funding decisions would be made by the full Council.)
 Determine what reporting/accountability requirements are needed, if any.  Determine whether funding will be provided up front, reimbursed, or provided in installments and if there are any performance metrics necessary to receive funding.
 Determine whether services would only be available to “Concord” residents, based on established criteria, similar to the City’s Rapid Rehousing Program.  Determine if there are any other requirements.

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
To aid Council with the consideration of how the City’s $5.2 million of one-time funds could be allocated, staff provided the cost estimates from the HSP for each of the strategies that are outlined within the plan (Attachment 2).

Conclusion
The following summarizes the direction that staff needs from Council to take next steps in implementing the HSP:
 Whether to proceed with implementation of a Mobile Resource Unit as a staff led process or include it with one of the approaches described above. o If Council chooses to proceed as a staff led process, direction is needed on whether to refer the site selection process to the RCACS Committee for initial review and recommendation to the full Council.  Direction on which of the outlined-above approaches (or some other Council- defined alternative) to move forward with implementing the other HSP strategies.

Financial Impact
The City allocated $5.4 million of one-time funding (Project 2594: ARPA and Measure V) to support addressing the needs of and the impacts from Concord’s unsheltered population, of which approximately $5.2 million remains as unallocated funds. Council has clearly stated in the past that implementation of the HSP program is restricted to this available one-time funding and any possible future grant amounts the City receives.

Environmental Determination
This activity does not constitute a “project” and/or is exempt from environmental review pursuant to Public Resources Code Section 21065, California Environmental Quality Act (CEQA )Guidelines Sections 15060(c)(2), and/or 15378 because there is no potential that it will result in a direct or reasonably foreseeable indirect physical change in the environment, 15273 because it involves government funding/fiscal activities, and/or 15262 since the activity involves only feasibility and planning for possible future actions.

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. Individual projects will undergo CEQA analysis as necessary.

Public Contact
The City Council Agenda was posted. Additionally, the Homeless Strategic Plan Working Group and interested party list were notified of the discussion.

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City Council Agenda Report
Agenda Item No. 4.a
June 4, 2024
Attachment

1. Strategy cost estimates from Homeless Strategic Plan

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City of Concord | Homeless Strategic Plan 3
The Working Group considered a wide range of projects and programs while developing a set of core strategies to carry out this Plan. The addition of staffing to seek out funding opportunities partnerships, and to carry out programs is a key component of these strategies. The Working Group also highlighted the need for a project implementation approach that focuses on effective operational policies. While many strategies considered by the Working Group were not selected as priorities, they are listed in this document for background information and future consideration.

The following table summarizes the estimated costs and number of persons served for all core strategies. It is estimated that around 444 - 616 persons could be served, costing $4,840,686 for 1st -year costs and $3,038,686 for ongoing annual costs. For interim housing strategies, residents are expected to move out within 3 -6 months (based on similar program structures.)

STRATEGY ANTICIPATED

PERSONS SERVED

ANNUALLY

START-UP COST

ESTIMATES

ANNUAL COST

ESTIMATES
TOTAL 1ST-

YEAR COST

ESTIMATES
Mobile Resource
Center
200 – 300
(unduplicated)
$305,000 $636,000 $941,000
Rapid Re-Housing 20 – 30
(avg $2,000 monthly)
$0 $620,000 $620,000
Scattered Site
Interim Housing
24 – 36
(6 month stay)
$122,000 $242,000 $364,000
Centralized Interim
Tiny Homes
60 – 75
(6 month stay)
$850,000 $532,000 $1,382,000
Scattered Site
Interim Tiny Homes
60 – 75
(6 month stay)
$500,000 $187,000 $687,000
Motel Interim
Housing
80 – 100
(6 month stay)
$25,000 $821,686 $846,686
Attachment 1
Total $4,840,686

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From: Jason Pfister <[email protected]>
Sent: Monday, June 3, 2024 5:32 PM
To: City Clerk <[email protected]>
Subject: Constituent Comments: Homeless initiative and Citizen Police Academy

Dear City Council:

I am disappointed that the vote to utilize the five million in funding towards the homeless initiative fell short with just two votes. Please make this a priority and vote for it.

Also, please see if you can resume the Citizen Police Academy at Concord PD. I believe it's a rather good way for individuals to learn more about policing and thereby be informed on what officers go through on a daily basis.

-Jason Pfister

Benched Correspondence
Agenda Item No. 4.a
June 4, 2024

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From: Leslie Baxter <[email protected]>
Sent: Tuesday, June 4, 2024 12:51 PM
To: City Clerk <[email protected]>
Subject: City Council Consideration Item 4.a. - Homeless Strategic Plan Implementation

Dear Council Members,

I urge you to prioritize the implementation of the Interim Motel Housing strategy. This is a high priority in the City's HSP , and for good reason. Studies show that "Housing First approaches offer greater long- term housing stability, especially among people experiencing chronic homelessness." (HUD, Office of PDR, "Housing First: A Review of the Evidence, Spring/Summer 2023) Concord's own research bears this out.

The staff report does not discuss any lessons learned from the failure of the single grant application for State funding, nor does it outline any steps that the City could take, to either resubmit the grant application or to forge another path to achieve Interim Motel Housing. Staff's focus on the relatively easy part*, mobile resource provision, misses the overarching intent of the HSP . Concord is at an important inflection point.

The bulk of the unallocated $5.2m should be used now to address housing, either through interim motel or centralized tiny homes, to give the unhoused the best shot at becoming permanently housed.

Prioritizing the difficult goal of housing will only increase the chance of success.

Please direct staff to present a plan to implement the Interim Motel Housing strategy.

Best regards,

Leslie Baxter

*Granted, none of this is easy. I appreciate the City's attempts to address homelessness.

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From: Deanne Pearn <[email protected]>
Sent: Tuesday, June 4, 2024 9:15 AM
To: Nakamura, Laura <[email protected]>; Bill Jones <[email protected]>
Subject: Budget for consideration of master leasing Valley Motel

Hi Laura-
Attached is a high-level, 5-year budget that shows the one-time repair/upgrade budget gap and a small ongoing service gap to hire 24-hour weekend coverage for the Valley Motel.

In summary, the motel requires $245,000 in one-time repairs/upgrades so that it will pass the environmental review and be habitable as 12 studio units for homeless singles in Concord.

Additionally, we propose adding 24-hour coverage over the weekends for a modest cost of about $55,000 the first year (with a 3% COLA each year after.)

This very small investment from the City (total $536,535 over 5 years) would leverage at least $2.7M in HUD funding to pay for supportive services and leasing costs for the tenants in the property.

Please let me know if you have any questions.

Best,
Deanne

Deanne Pearn (she/her/hers)
Chief Executive Officer

Formerly known as Contra Costa Interfaith Housing
399 Taylor Boulevard, Suite 115
Pleasant Hill, California 94523
www.hopesolutions.org

Notice: The document being emailed is intended only for the individual or entity to which it is addressed and may contain information that is privileged and confidential; re-disclosure is prohibited. If you are not the intended recipient, you are notified that the dissemination, distribution, or copying of this message is strictly prohibited. If you have received the communication in error, please notify the sender immediately by email and delete this email from your computer. Thank you.

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Valley Motel- Supportive Housing
12 Studio Apartment for Homeless Singles from Concord
INCOME Year 1 Year 2 Year 3 Year 4 Year 5 5 Year Total
HUD grant for leasing and support services 544,203 544,203 544,203 544, 203 544, 203 2, 721,015

EXPENSES
One time expenses
General repairs/upgrades 90,000 0 0 0 0 90,000 Sprinkler estimate:
architect 45,000 0 0 0 0 45,000
EBMUD fire service 40,000 0 0 0 0 40,000
Fire sprinkler system 65,000 0 0 0 0 65,000 City permit fees 5,000 0 0 0 0 5,000
Subtotal sprinkler upgrade 155,000 0 0 0 0 155,000 Total repairs/updgrades 245,000.00 - - - - 245,000 Weekend overnight staffing (not covered by HUD grant) 54,912 56,559 58,256 60, 004 61, 804 291, 535 HUD funded services and leasing costs 544,203 544,203 544,203 544, 203 544, 203 2, 721,015 Income-expenses (299,912.00) (56,559.36) (58,256.14) (60,003.83) (61,803.94) (536,535)

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From: Wendy <[email protected]>
Sent: Tuesday, June 4, 2024 9:44 AM
To: Birsan, Edi <[email protected]>; Hoffmeister, Laura <[email protected]>; Aliano, Dominic <[email protected]>; Nakamura, Laura <[email protected]>; Obringer, Carlyn <[email protected]>; Barone, Valerie <[email protected]> Subject: Guaranteed Basic Income in Concord

Dear City Council Members:

Thank you for including excellent information Information on Guaranteed Basic Income (GBI) Programs for the Homeless in the agenda package for this evening's meeting as part of the Homeless Strategic Plan so Concord residents can see the positive effects of the programs in place in Stockton, Los Angeles, and Denver.

I read with great interest the May 16 memo attached to this evening's agenda. These documents as well as what I've learned from other sources show us the very impressive positive results of these programs.

I'm in a time crunch with just this minute to write to you to urge our city to work towards implementing a GBI in Concord because of how effective this program has proven to be.

Please accept my apologies for this hasty message.

Best regards,
Wendy Hershey

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From: GWYNNE GILSON <[email protected]>
Sent: Tuesday, June 4, 2024 1:39 PM
To: City Clerk <[email protected]>; Concord City Council Email <[email protected]>; Birsan, Edi <[email protected]> Subject: Public Comment for 6/4/24 Council Meeting

We need Concord City Council to recommit to the The Homelessness Strategic Plan Working Group’s (WG) priorities: The WG spent a year developing strategies and goals that would inform city council how to prioritize its $5 million dollar ARPA spending, and the WG incorporated local and regional stakeholders’ feedback creating hope in the Concord community that we could begin addressing its homelessness crisis.

It is disappointing that progress was stalled when Councilmembers Birsan, Alliano and Hoffmeister didn’t support a partnership with the county that would have used State funds to take unhoused individuals off the streets. We recently learned from Houston’s commitment to housing people. Individuals they house in their Housing First programs will seek and use resources ten to 20 times more often than those that are unsheltered.

In Concord, if we would have partnered with the County’s Housing First model, within a year we would have housed up to 100 people per year.

In order to address all homelessness issues in Concord we must look at the majority of individuals experiencing chronic homelessness. While we recognize that not everyone who is unhoused has substance abuse issues -- families, individuals with jobs, and seniors -- most do. Everyone needs a hand up and warm hand off to resources, and a long term commitment from council to improve our city.

• We need council members committed beyond the $5 million remaining ARPA (one-time funds) to a long-term plan. All the priorities identified by the HSPWG would require solutions that engage stakeholders, and community-based and organizational experts for the long haul until Concord is a safe and healthy community for all.
o Direct staff to execute these HSPWG priorities, and write grants for long- term solutions.
• What makes most sense now that city council voted to not continue working with the STATE to apply for the funds and passed the deadline, the city should focus on implementing a Centralized Interim Tiny Home community, with a Resource Center and food services, that is designed to one day handle a diverse demographic (families, individuals, recently sober, etc.) This priority has the highest capacity to put unhoused individuals with different needs on a path to transition to permanent housing.
o Direct staff to zone land for this project
o Assess the demographics of the unhoused population who need critical housing, and start somewhere: seniors, recently sober and/or individuals unhoused and working, for example. As people are housed, expand to

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more unhoused populations. GROW’s unhoused clients are mostly chronically homeless and above 40 years old with a high proportion of them being 50+.
o Stakeholders with mobile services could provide onsite Daily services to unhoused
• Council should not abandon the HSPWG priorities, including the Mobile Resource Center that could aid any encampments now, and tiny home communities that are developed in the future.
• We need Basic Income support for the unhoused. If $1 million for 50 people is used for BI, at $800 each for 24 months, unhoused will take steps towards becoming self-sufficient and on a path towards housing. I don’t agree with the narratives that programs for unhoused “don’t work,” “may not work,” “could not work.”
• The Basic Income Models that have shown positive results, to date, found a population to target where the financial assistance could prove most beneficial.

The white paper presented by city staff immediately utilizes the assumption that the targeted population will be "homeless" individuals whether employed or not.

Were this to be pivoted to target the homeless population that IS employed, the BI amount would, in very many cases, close the financial gap to housing opportunities. A HUGE misconception is that Guaranteed Basic Income (GBI or BI) is the same as Universal Basic Income (UBI). They are vastly different in exactly what is stated previously, BI programs use a TARGETED population, and UBI spreads it across all, universally. The research and links provided by staff more apply to UBI than the programs that have been successfully implemented throughout this county using a targeted Basic Income model The Mayors for Guaranteed Income is a steadily growing org, with cities and towns being added regularly. The stories are compelling. The document presented to council is not as relevant to BI as it should or could be. o https://www.mayorsforagi.org/
o https://static1.squarespace.com/static/60ae8e339f75051fd95f792e/t/663b 802982f038254dc54a7d/1715175465875/LRP+Memo+-
+MGI+CA+Survey+Findings+-+4.29.24.pdf
o https://static1.squarespace.com/static/60ae8e339f75051fd95f792e/t/6583 1bd96bb775626c8265e8/1703091162223/MGI EOY+Report 2023 comp ressed+%281%29.pdf
• Successful Tiny Homes: Southern CA, Austin, TX, and Madison, WI o Ask the Council to direct staff to support successful tiny home models and rezone parts of Concord to allow for the villages.
o The links below share stories of successful tiny villages developed specifically for the chronically homeless population. Each one of these models was expanded, with the funding sponsors and affiliated organizations recognizing positive outcomes from their flagship locations. The links reflect the expansion stories and initial opening story, if found without paywall.

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LINKS

Has a big village of tiny homes eased homelessness in Austin? | Texas Standard

Austin's Community First Village for the formerly homeless announces 127-acre, 1,400- home expansion | Community Impact

Eden Village 2 close to opening in Springfield (ky3.com)

The Rise of Tiny House Villages in the Fight Against Homelessness - Route Fifty (route- fifty.com)

Dane County pursues second ‘tiny house’ village (dailyreporter.com)

2nd tiny home village opens in North Hollywood to offer help for homeless individuals - ABC7 Los Angeles

I hope that you give serious consideration to the array of references provided in this comment, and use evidence of what works, rather than gut feelings or preconceptions, to guide your decisions.

Sincerely,

Gwynne Gilson

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From: Nakamura, Laura <[email protected]> Sent: Tuesday, June 4, 2024 1:25 PM
To: Ezell, Justin <[email protected]>
Subject: Agenda item 4 a - County of San Diego Building Partnerships Program update

Justin, please have this letter benched for tonight’s agenda item 4 a.

Concord’s Homeless Strategic Plan strategy for “Scattered Site Tiny Homes” is based on their Building Partnerships Program.

The status of their program is stated at the end of Matthew Parr’s letter.

Respectfully,

Laura

Laura Nakamura (She/her/hers)
City Councilmember, District 5

Mobile 925-338-1259
Web https://www.lauranakamura.net/
Sign up for my newsletter:
https://www.lauranakamura.net/newsletter

From: Parr, Matthew <[email protected]>
Sent: Tuesday, June 4, 2024 12:22 PM
To: Nakamura, Laura <[email protected]>
Subject: County of San Diego Building Partnerships Program update

Councilmember Nakamura,
Below and attached is information on our Building Partnerships Program. I hope this information is helpful. Please feel free to reach out if you have additional questions or if you need any additional information.

Purpose of the Program:
• Expands emergency housing options throughout the region by providing funding to community and private partners for purchasing single occupancy sleeping cabins directly from the County’s contracted vendor (Pallet PBC)
o Organizations agree to set up on their properties as emergency shelters. • Partner organizations purchase cabins funded via a grant program administered through The Department of Homeless Solutions and Equitable Communities, Office of Homeless Solutions (HSEC-OHS).
o Partner organizations may include not-for-profit organizations, local businesses, faith-based organizations, and other government entities.

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Award funding includes:
• Award funding includes the purchase of a fully loaded Pallet 64 Structure, including heater, air conditioner, bed and bed frame, desk, and safety features. • Funding also includes delivery and two day on-site training from Pallet on assembly which takes no more than 2 hours per cabin and includes warranty enactment once completed. o Awarded organizations are responsible for funding ongoing case management, housing navigation, and other services.

Background
• On October 11, 2022 (12), the San Diego County Board of Supervisors (Board) directed staff to explore the feasibility of purchasing sleeping cabins for partner organizations to place on their properties for use as shelters for people experiencing homelessness. • On December 13, 2022 (29), the Board took action to establish a vendor contract for partner organizations to purchase cabins directly from the vendor to set up on their private properties as emergency shelters. Partner organizations purchase of cabins would be funded via a grant program.
• The program launched in November of 2022, and 21 organizations requested applications.

Funding:
• $1.5 Million allocated from the American Rescue Plan Act (ARPA).

Program Status:
• As of June 3rd, one community partner has been awarded funding for 6 sleeping cabins. o 5 other applicants have expressed they are still interested and in the process of submitting an application for funding.

Best,
Matthew

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DECEMBER 13, 2022 1

COUNTY OF SAN DIEGO

BOARD OF SUPERVISORS
TUESDAY, DECEMBER 13, 2022

MINUTE ORDER NO. 29

SUBJECT: APPROVE RECOMMENDATIONS ON BUILDING PARTNERSHIPS TO

PREVENT, ADDRESS AND SEEK AN END TO HOMELESSNESS AND

APPROVE CALIFORNIA ENVIRONMENTAL QUALITY ACT EXEMPTION
(DISTRICTS: ALL)

OVERVIEW
On October 19, 2021 (15) and February 8, 2022 (14), the County of San Diego (County) Board of Supervisors (Board) approved recommendations that set forth compassionate emergency solutions and pathways to housing for people experiencing homelessness.

To expand on the work already set forth, on October 11, 2022 (12), the Board voted to approve additional and innovative ways to expand emergency housing options. These options include exploring the feasibility of purchasing sleeping cabins or sprung shelters for partner organizations to place on their properties for use as shelters, along with conducting stakeholder input sessions to determine need, interest, and capacity of local organizations to utilize these shelter options; a plan to explore partnerships with local private companies that have new and innovative solutions to address homelessness; develop the criteria to site County funded shelter options on non-County properties and include a California Environmental Quality Act (CEQA) finding as required.

Today’s actions find that the proposed actions are exempt from CEQA, request acceptance of the analysis of the feasibility to purchase sleeping cabins or sprung shelters and select one of two proposed options to expand emergency shelter options. These include Option A (Recommendation 3.1), establishment of a vendor contract for partner organizations to purchase cabins directly from the vendor to set up on their private properties as emergency shelters through a grant program, or Option B (Recommendation 3.2), establishment of a vendor contract for the County to purchase the cabins and arrange for storage and delivery.

These items support the County’s vision of a just, sustainable, and resilient future for all, specifically those communities and populations in San Diego County that have been historically left behind, as well as our ongoing commitment to the regional Live Well San Diego vision of healthy, safe, and thriving communities. This will be accomplished by improving the lives of our most vulnerable residents, specifically unsheltered people experiencing homelessness by exploring new and innovative ways to add new emergency housing resources and ensure that people experiencing homelessness have increased options when it comes to shelter. Today’s actions also align with the County’s Framework for Ending Homelessness, particularly the Emergency/Interim Housing and Resources strategic domain, which seeks to expand emergency housing options.

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DECEMBER 13, 2022 2

RECOMMENDATION(S)

CHIEF ADMINISTRATIVE OFFICER

1. Find that the proposed actions are not a project pursuant to California Environmental Quality Act (CEQA) Guidelines sections 15060(c)(3) and 15378 and are exempt from CEQA pursuant to Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the proposed actions may have a significant effect on the environment.

2. Accept the feasibility analysis for the purchase of sleeping cabins or sprung shelters for partner organizations to place on their properties for use as emergency shelters.

3. Direct the Chief Administrative Officer to pursue one of the two proposed options to expand emergency shelter solutions:

3.1. Option A: Department of Purchasing and Contracting to establish a vendor contract for partner organizations to purchase cabins directly from the vendor to set up on their private properties as emergency shelters. Partner organizations purchase of cabins would be funded via a grant program offered by the Department of Homeless Solutions and Equitable Communities.

3.2. Option B: Department of Purchasing and Contracting to establish a vendor contract for the County of San Diego to purchase the cabins and arrange for storage and delivery. Cabins would be issued to partner organizations to set up on their private properties as emergency shelters.

4. Direct Chief Administrative Officer to leverage the established vendor contract for the County of San Diego to purchase and set up cabins as part of ongoing compassionate emergency housing solutions efforts to support the commitment to seek an end to homelessness.

EQUITY IMPACT STATEMENT
In 2022, the We All Count Point-in-Time Count identified 8,427 individuals as living on the streets or in shelters throughout San Diego County. Of the 4,106 who were unsheltered, 25% were 55 years of age or older, 8% were youth, and 15% reported chronic homelessness. People of color are disproportionately impacted among those experiencing homelessness, with 24% identifying as Black or African American, which is five times the proportion of African Americans in the region; 3% identify as American Indian or Alaskan Native, which is nearly three times the proportion in the region.

The cost of housing continues to increase in our region leaving many families at risk of homelessness.

To address the varied needs of San Diego County residents at-risk of or experiencing homelessness, it is imperative to explore additional options to ensure a healthy, safe, and dignified environment for all.

Identifying additional housing resources further emphasizes the County of San Diego’s compassionate and committed approach to addressing homelessness by exploring partnerships with organizations to increase shelter options and keep unsheltered residents safe from the dangers associated with living on the streets.

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DECEMBER 13, 2022 3

SUSTAINABILITY IMPACT STATEMENT
Today’s proposed actions support the County of San Diego’s (County’s) Sustainability Goal #1 to engage the community; Sustainability Goal #2 to provide just and equitable access; and Sustainability Goal #3 to protect health and wellbeing. Through the development of additional shelter options and locations the County will be engaging the community by working with private entities to site sheltering options on their properties and developing public/private partnerships to create innovative approaches to addressing homelessness. This will allow the County to provide increased shelter options and provide just and equitable access to these shelters for those experiencing homelessness. These shelter options will also protect health and wellbeing by providing supportive services connected to these new shelter options.

FISCAL IMPACT STATEMENT
Funds for this request are included in the Fiscal Year (FY) 2022-24 Operational Plan in the Health and Human Services Agency. If approved, this request will result in one- time costs and revenue of approximately $1.5 million in FY 2022-23 for either Recommendation, 3.1 Option A or 3.2 Option B.

This estimate includes one-time costs to purchase 100 sleeping cabins, assembly, and delivery.

Additionally, there may be fiscal impacts associated with 3.2 Option B for storage of the sleeping cabins. These costs are currently being explored. Funds for this program will use existing appropriations. The funding source for this program is the American Rescue Plan Act. There will be no change in net General Fund cost and no additional staff years.

BUSINESS IMPACT STATEMENT
Providing additional sheltering options and developing programmatic partnerships with private entities could beneficially impact our communities and businesses in assisting people at risk of or experiencing homelessness.

ACTION:

ON MOTION of Supervisor Anderson, seconded by Supervisor Vargas, the Board of Supervisors took the following actions:

1. Found that the proposed actions are not a project pursuant to California Environmental Quality Act (CEQA) Guidelines sections 15060(c)(3) and 15378 and are exempt from CEQA pursuant to Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the proposed actions may have a significant effect on the environment.

2. Accepted the feasibility analysis for the purchase of sleeping cabins or sprung shelters for partner organizations to place on their properties for use as emergency shelters.

3. Directed the Chief Administrative Officer to pursue the proposed option to expand emergency shelter solutions:

4. Directed Chief Administrative Officer to leverage the established vendor contract for the County of San Diego to purchase and set up cabins as part of ongoing compassionate emergency housing solutions efforts to support the commitment to seek an end to homelessness.

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From: Leonard Ramirez <[email protected]>
Sent: Tuesday, June 4, 2024 9:29 PM
To: Obringer, Carlyn <[email protected]>; Aliano, Dominic <[email protected]>; Hoffmeister, Laura <[email protected]>; Birsan, Edi <[email protected]>; Nakamura, Laura <[email protected]>; Power, Leng <[email protected]>; Ezell, Justin <[email protected]> Subject: Interest Statement

Greetings to all. Based on the discussion points, I have been viewing the Council meeting via remote medium and feel a need to express the Veterans Accession House's interest in being considered under the planned proposal letter of interest to be released in the coming month(s). First, this message serves as an invitation for members of the City and Council to, collectively or by individual arrangements, visit Concord's first nonprofit-operated interim housing program for homeless veterans. This program will provide wrap-around services and receive referrals from Shelter Inc., Insight, the Vet Center, the County VSO, and the Veterans Affairs. This is a six-bedroom (8-bed capacity), four-bedroom house that currently houses five veterans pending permanent housing. As part of the Concord HSP, VAH hopes to make the house at available as part of the Concord housing strategy. This house has been purchased and will present no purchase cost or liability to the city. However, with this said, there are considerable expenses associated with needed onsite services to mature this housing program, e.g., 24-7 house management, case managers, case supervision, equipment, utilities, food services, and site enhancements for security and privacy. There are many more considerations that would be annotated in a final proposal.

This site is designated for male veterans, but the VAH dedicates funding to operate a second house, specifically for females and families (not necessarily veterans). We would be interested in committing to such an expanded component of our existing operations.

VAH would be in contention to manage and supervise a mobile Resource Center and will apply for funding for both of these housing strategies. Coordinating services and processing applications are well within our program's wheelhouse.

Please let me know if the staff and or the Council would be available to visit in the last week of June or early July.

Leonard

--
Benched Correspondence Received
After 3:00 p.m. on June 4, 2024
Agenda Item No. 4.a
June 4, 2024

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Leonard C. Ramirez
Veterans Accession House
Office: (925) 822-3175

email: [email protected]
website: www.vahouse.org

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Services to Unsheltered

JUSTIN EZELL, ASSISTANT CITY MANAGER
JUNE 4, 2024
1

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2 2024 Point-in-Time Count
173 people experiencing
homelessness in Concord on
a given night.

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Actions Taken in 2024
• January 2024: Council authorized staff to apply for $4.7 million of Encampment Resolution Funding
• February 2024: Council accepted the Homeless Strategic Plan • April 2024: Council provided direction on the Mobile Resource Unit and to return to discuss implementation of the other strategies
3

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HSP Strategies
• Homeless Strategic Plan contains six strategies:
• Mobile Resource Center
• Rapid Re-Housing
• Scattered Site Interim Housing
• Scattered Site Tiny Homes
• Centralized Tiny Homes
• Interim Motel Housing
• Guaranteed Basic Income
4

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Mobile Resource Unit
• Mobile, decentralized resource unit providing services at three separate outreach locations once per week
• Provision of free services such as:
• Workforce development
• Medical (urgent care, mental health care, referrals)
• Supportive services (enrollment to benefits, etc.)
• Bathrooms and showers
• Food and clothing
• Housing assistance
5

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Mobile Resource Unit (cont.)
• HSP estimated cost to be $305k startup, $636k annually • HSP assumed hiring additional administrative staff
• Staff issued a request for information to 300 contacts to identify potential service providers
• Identified multiple potential service providers with $283k annual cost Next steps:
• Identify operator and partners
• Identify physical site(s) where unit will operate
6

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Other Strategies
• Rapid Re-Housing
• Rental assistance and supportive services to homeless individuals • Quickly secure housing, increase self-sufficiency, housing stability • No preconditions: employment, income, criminal record, sobriety City Program:
• $400k cost served 8 families and 4 individuals last year • Services include: case management, housing navigation, educational support 7

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Other Strategies
• Scattered Site Interim Housing
• Housing for unhoused Concord residents in individual homes • Managed by a third-party provider
• Includes supportive services
• Purchase of homes = high cost per person served, long term costs • Lease = lower upfront costs and no long-term responsibilities 8

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Other Strategies
• Scattered Site Tiny Homes
• Tiny homes with kitchens and bathrooms scattered across various locations
• Rent based on resident’s situation
• Supportive services offered for skill building and permanent housing access
• Managed by third-party operators at each location
9

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Other Strategies
• Centralized Tiny Homes
• Grouped tiny homes in one centralized location
• Homes would not include kitchens or restrooms
• Shared facilities such as bathrooms, showers, dining hall • Requires utilities (water, sewer, electricity)
• Often located on government/faith-based property
• Managed by non-profit/faith-based organization
10

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Other Strategies
• Interim Motel Housing
• City leases hotel/motel rooms for interim housing
• Potential partnership with Contra Costa County
• City leases own rooms/County leases own rooms
• County provides supportive services to all residents
• Third-party organization could handle leasing, operations, and services 11

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Other Strategies
• Guaranteed Basic Income
• Regular financial support to individual families with no spending restrictions
• Pilot program (Elevate Concord) with Monument Impact (ARPA) • Provided $2,500 one-time payment + $500/month for 1 year • 120 low-income families with a child under 12 years
12

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Approaches
• Approach 1: Prioritized Implementation Approach
• Determine which strategies to implement
• Determine order of priority (staff cannot implement all at once) • Issue RFP and select operator for one strategy at a time • Specific direction is needed if this approach is chosen (see staff report) 13

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Approaches
• Approach 2: One Operator to Run all Selected Strategies • Determine which strategies to implement
• Issue RFP and select one operator to implement all selected strategies • Issuance of one RFP and one agreement will be less burdensome on staff when compared to Approach 1
• Specific direction is needed if this approach is chosen (see staff report) 14

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Approaches
• Approach 3: Competitive Grant Process
• Invite organizations to submit proposals requesting funding for strategy implementation
• Award funding to organizations like the process used for current and past grant funded programs
• Potential for organizations to leverage other funding sources • More up-front work for staff when compared to Approach 2, less long-term • Specific direction is needed if this approach is chosen (see staff report) 15

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Questions and
Action Items

1. Proceed with implementation of
mobile resource unit through staff or
one of the three approaches
◦ Refer site selection process to RCACS
Committee if we proceed with approach

2. Direction on which of the three
approaches to move forward with
implementing the other HSP strategies
◦ Provide the approach-specific direction
that is needed for the chosen path
16

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Staff Report
Date: June 4, 2024
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Karan Reid, Director of Finance
Prepared by: Donna Lee, Budget and Treasury Officer
[email protected]
(925) 671-3261
Subject: Considering the following:

1. Adoption of a Resolution Amending the Fiscal Years 2023- 24 and 2024-25 Municipal Budget.

2. Adoption of a Resolution Adopting the City of Concord’s Salary Schedule Effective July 8, 2024, in Accordance with the Requirements of California Public Employees
Retirement System (CalPERS) for a Publicly Available Pay Schedule.

3. Adoption of a Resolution Establishing the Appropriation Limit for the City of Concord for Fiscal Year 2024-25,
Pursuant to California Constitution Article XIII B.

4. Adoption of a Resolution Authorizing Allocations and Reallocations for American Rescue Plan Act (ARPA)
Funded Projects and Authorizing the City Manager to make Administrative Adjustments to ARPA Funded Projects to
Ensure All ARPA Funds are Fully Expended in Calendar
Year 2024.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c), 15061(b), 15273, and/or 15378.

4.b4.b4.b4.b4.b4.b4.b4.b4.b4.b

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City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
Report in Brief
The City adopted a balanced two-year General Fund operating budget on June 13, 2023, for Fiscal Years 2023-24 and 2024-25. Adjustments to the FYs 2023-24 and 2024-25 budgets were approved by Council at the Mid-Year Budget Update on February 27, 2024. The adopted budget, as amended, included establishing a fiscal stability fund of $10.5 million Council allocated an additional $2.1 million to the fund at the Mid-Year Budget Update in order to stabilize the City’s budget and maintain a 30% General Fund Operating Budget Reserve through FY 2026-27. Revenues and expenditures are projected to meet expectations and the City is anticipated to rely on $4.7 million of its fiscal stability fund this year and $5.8 million next fiscal year, as projected.

This Mid-Cycle Update focuses on a few minor clean-ups proposed for FYs 2023-24 and 2024-25 which have no material impact on the General Fund. The body of this report covers the following topics:
 Presentation of the Council’s Tier 1 and Tier 2 Priorities for fiscal year 2024-25;  General Fund Recommended Adjustments;
 Other Fund Recommended Adjustments;
 Measure V Oversight Committee Findings;
 Information on the City’s Salary Schedule; and
 The City’s Annual Appropriations Limit
Recommended Action

1. Adopt the attached Resolution amending the FYs 2023-24 and 2024-25 Municipal Budget (Attachment 1).

2. Adopt the attached Resolution adopting the City of Concord’s Salary Schedule Effective July 8, 2024 (Attachment 2).

3. Adopt the attached Resolution adopting the City of Concord’s Annual Appropriations Limit (Attachment 3).

4. Adopt the attached Resolution Authorizing Allocations and Reallocations for American Rescue Plan Act (ARPA) Funded Projects and Authorizing the City Manager to make Administrative Adjustments to ARPA Funded Projects to Ensure All ARPA Funds are Fully Expended in Calendar Year 2024 (Attachment 4).

Background
On June 13, 2023, the City Council adopted the City’s biennial operating budget covering FYs 2023-24 and 2024-25. 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-

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City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
cycle review approximately 12 months after the initial adoption of the biennial budget. A biennial operating budget is a best practice because it requires more forward planning from the City and it allows limited staff resources to re-focus every other year from the operating budget to the City’s capital investment plan (CIP).

Staff has reviewed General Fund revenues and expenditures and there are no recommended adjustments for FYs 2023-24 or 2024-25 at this time. Staff will continue to monitor revenues and expenditures in FY 2024-25 and will bring any recommended adjustments to Council at the mid-year budget update in spring of 2025.

This Mid-Cycle Update provides recommendations for adjustments to the General, Housing, and ARPA funds for FYs 2023-24 and 2024-25.

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

Part I: Presentation of the City Council’s Priorities for the Fiscal Year Part II: General Fund Recommended Adjustments
Part III: Other Fund Recommended Adjustments
Part IV: Measure V Oversight Committee Findings
Part V: City’s Salary Schedule
Part VI: City’s Annual Appropriations Limit
Part I: Presentation of the City Council’s Priorities for Next Fiscal Year Council’s annual workshop was held on April 6, 2024. At the workshop, Council determined its main priorities for FY 2024-25 and reaffirmed the organization’s focus on the ongoing priorities (in no stated order) of fiscal stability, economic development, quality of life, public safety, roadway/infrastructure maintenance, customer service, employee success, and organizational efficiency.

Further, Council established six Tier 1 priorities and one Tier 2 priority1 through FY 2024-25 as follows:

Tier 1
 Concord Naval Weapons Station Reuse – Assist and guide the Master Developer team and City/LRA’s pursuit of the Economic Development Conveyance agreement with the U.S. Navy, the advancement of infrastructure 1 Tier 1 priorities are to be the focus of the organization for the year, beyond day-to-day regular services and priorities. Tier 2 priorities reflect projects or programs Council has identified as important to accomplish during the fiscal year if staff resources allow for it.

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City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
planning, resource agency permitting, remediation monitoring, and community outreach efforts in preparation for the drafting of a Specific Plan and CEQA documents throughout the entire fiscal year.
 Implementation of the Homeless Strategic Plan: Council endorsed six strategies contained within the City’s Homeless Strategic Plan. Staff is working with Council to further define the specific actions towards implementation of these strategies that the City will pursue during Fiscal Year 2024-25; Council’s over-arching goal is to make progress implementing the Plan relying on funding from the one-time dollars set aside for this purpose throughout the fiscal year.  Implementation of Housing Element Mandates: Implementation of 13 programs of the 2023-2031 Housing Element and forward progress on 12 additional programs, all by the end of June 2025.
 Economic Development Strategy Update: Complete a new, or major update to, the Economic Development Strategic Plan by the end of June 2025.  Develop a Plan to Address Unfunded Infrastructure Needs: Concurrent with the development of the next two-year General Fund Operating budget (by the end of June 2025), define initial actions to make progress towards addressing the City’s unfunded infrastructure needs, recognizing that fully addressing the City’s infrastructure investment needs will take multiple actions over multiple years and phased plan development.
 Develop and adopt 2-year General Fund Operating Budget: Develop a balanced two-year operating budget that maintains the organization's fiscal stability and continues to address unfunded liabilities and ensures funding to the Council's priorities and the City's legal requirements by June 30, 2025.

Tier II
 Develop and implement sidewalk vending regulations by June 30, 2025.

The City Council further agreed that if new items were added as priorities, or items were re-prioritized, then existing priorities would need to be moved to another tier or deferred until time and resources became available.

Part II: General Fund Recommended Adjustments
General Fund Revenues
No adjustments to general fund budgeted revenues are recommended at this time.

Overall, budgeted revenues are projected to be met. Some revenue sources are coming in less than projected while others are coming in higher than projected, but overall revenues are anticipated to balance out and achieve budget projections.

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City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
Recommended General Fund Expenditure Adjustments
(1) Economic Development Strategic Plan (one-time, no additional funding) Staff requests the rollover of unspent Economic Development Operating Expenses from FY 2023-24 into the FY 2024-25 budget to support the completion of a new, or updated, Economic Development Strategic Plan (Council Tier 1 priority). Staff projects that there will be $67,000 available to rollover. Staff will return to City Council in September with a work plan that will include a scope of work and estimated budget. Funds from the rollover would be utilized for strategic plan development and implementation, to the extent needed.
(2) Redevelopment Property Holding Costs – FY 2023-24 $207,000 (one-time, funds reimbursed after property sale)
In May 2022, City Council adopted a resolution declaring the Town Center II and Oak Street Projects as "surplus land" and authorizing the City Manager to dispose of these properties pursuant to the Surplus Lands Act. To date, the City has incurred approximately $111,000 in technical assistance costs to prepare the sites for disposal and anticipates another $96,000 in future costs. Approximately $88,000 will be covered by a technical assistance grant from the Metropolitan Transportation Commission (MTC). The remaining balance will be repaid to the General Fund once the properties are sold.

Staff are requesting authorization to create a project and appropriate funds for the holding costs noted above and transfer all costs that have been charged to the Economic Development operating budget to the project. This allows for better tracking and repayment upon sale of the properties.

Part III: Other Fund Recommended Adjustments
(1) Inclusionary Housing Fund 251: FY 2023-24 $30,000, FY 2024-25 $90,000 (Ongoing - Appropriate from Fund Balance)
The First Time Home Buyer (FTHB) Program allocates funds to low/moderate income first-time homebuyers to assist with the purchase of their first home by providing down payment and/or closing costs assistance. The FTHB program was moved from the Successor Agency Low/Mod Housing Fund to the Inclusionary Housing Fund during the Biennial Budget process last June, however, the budget for the loans was inadvertently not included. This is a clean-up adjustment to appropriate the funding for the loans.
(2) American Rescue Plan Act (ARPA) Fund Adjustments
Staff provided an update on the City’s progress in spending its ARPA allocations as part of the Mid-Year Budget Report on February 27, 2024. ARPA funds are required to be spent or obligated by December 31, 2024, or the funds are to be returned to

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City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
the Federal Government. The most flexible category is Revenue Loss. The Revenue Loss category allows the City to spend the funds broadly on general governmental services and requires the least amount of reporting by the City.

The Department of Treasury has recently released additional guidelines clarifying what will qualify as an obligation and no programs listed under the Revenue Loss category will be permitted to be obligated beyond December 31, 2024. A recap of the status of the ARPA projects is provided in Table 1.

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City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
Table 1: ARPA Status Update
ARPA
Allocation
Spent Thru
3/31/24
Balance as of
3/31/24
Estimate Addl
Payments Reallocation
213,292 124,122 89,170 89,170
CORE Contract 183,000 43,017 139,983 139,983
City Projects/Public Safety 6,500,000 3,290,810 3,209,190 1,625,134 1,584,056 Civic Center Greening 1,500,000 43,552 1,456,448 - 1,456,448 Meadow Ln Paving 2,166,957 1,328,152 838,805 838,805 -
Camera & Lighting 300,150 217,309 82,841 82,841 -
Trash Receptacles 304,399 233,305 71,094 61,094 10,000
Downtown Cleanliness 458,494 458,494 - -
Parking Garage Maint 500,000 106,356 393,644 393,644 -
Overnight Summer Camp Pilot 100,000 29,268 70,732 68,680 2,052 Recreation Scholarship Pilot 100,000 39,930 60,070 60,070 - WiFi at Camp Concord 100,000 - 100,000 100,000
Public Safety Technology 850,000 834,444 15,556 15,556
PD Rescue Van 120,000 - 120,000 120,000 -
Special Events 500,000 355,014 144,986 144,986 -
Sound Operator 125,000 55,014 69,986 69,986 -
Festival Latino 100,000 100,000 - -
July 4th 200,000 200,000 - -
Kitikami 75,000 - 75,000 75,000 -
Support to Non-Profits 7,000,000 5,637,798 1,362,202 1,362,202 Support to Unhoused 3,000,000 173,200 2,826,800 2,826,800 Support to Small Businesses 2,000,000 1,865,496 134,504 134,504 General Government Services 6,521,322 6,521,322 - -
Rent Relief Program 1,000,000 1,000,000 - -
Administration, Audit, etc. 123,269 123,269 - -
Total ARPA Allocation 27,040,883 19,134,048 7,906,835 1,770,120 6,136,715 Interest Earnings 790,119 790,119 790,119
Requested Council Actions:
1,044,828$
5,882,006$
Employee COVID Testing
ARPA Update as of March 31, 2024
Transfer funding to GF and reallocate to CIP Holding
Account; use ARPA funds for General Govt services
Transfer funding to GF and maintain in Projects; use ARPA funds for General Govt services
To ensure the City fully expends all of its ARPA funding in calendar year 2024, staff is recommending the following actions:
 Allocate all interest earnings earned on the ARPA funds to a CIP Holding Account. Council continues to focus one-time dollars on infrastructure needs and

Page 7 of 45 ends

City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
putting these interest earnings, which are one-time funds, into a CIP Holding Account will allow Council to allocate them to a future infrastructure need. This equates to approximately $800,000.
 For completed projects that did not fully expend the allocated ARPA funding, identify the unspent dollars as revenue loss within the General Fund, to be used for general government services, and take an equal amount of General Fund dollars and place them into a CIP Holding Account. Council continues to focus one-time dollars on infrastructure needs and putting the newly available one-time dollars into a CIP Holding Account will allow Council to allocate them to a future infrastructure need. This equates to approximately $1 million.  For projects funded with ARPA dollars, that are not anticipated to be completed by December 31, 2024, transfer the ARPA dollars to the General Fund as revenue loss for general government services and replace the funding in each project with General Fund dollars. This will keep the projects fully funded and the General Fund fully funded and comply with ARPA requirements. This equates to approximately $5.8 million.
 The information above is our current best estimates. To ensure all ARPA funds are fully expended within calendar year 2024, including allocating additional interest earnings to a CIP Holding account, authorize the City Manager to make administrative adjustments as required.

These changes protect the City’s General Fund, the City’s ARPA funded projects and ensure the City retains every ARPA dollar that was allocated to the City (Attachment 4).

Part IV: Measure V Oversight Committee Findings
The Measure V Oversight Committee reviewed the FY 2022-23 Annual Comprehensive Financial Statement (ACFR), which includes the annual audit and the proposed FYs 2024-25 and 2025-26 capital budget.

After completing its review, the Committee found that:
 The FY 2022-23 Annual Audit reflects that Measure funds were collected and appropriately spent.
 The City’s proposed use of Measure V revenues in the Biennial Capital Improvement Budget for FYs 2024-25 and 2025-26 addresses the City’s infrastructure backlog.

Page 8 of 45 ends

City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
maintaining gang prevention and neighborhood-based patrols, tackling aging infrastructure and roadway issues, and supporting local businesses.

The Committee takes note that the city’s fall of 2023 report on “Measure V at Work in Our Community” in the section titled “Addressing Homelessness” reports that $1.2 million is budgeted for shelter, food, emergency childcare, employment services, case management, and ongoing services to assist the unsheltered. The Committee looks forward to the results of these expenditures and recommends similar funding in the future.

A copy of the Measure V Oversight Committee report to the City Council is attached (Attachment 5).

Part V: City of Concord’s Salary Schedule
The California Public Employees’ Retirement System (CalPERS) requires that the City of Concord’s Salary Schedule be formally adopted by the City Council in a public meeting after changes to it occur. Attached is the most current salary schedule, which reflects the following changes since the last publicly adopted salary schedule:

Wage increases were adopted by City Council for Confidential, Executive Contract, Executive Management, Management, Professionals, and Teamsters employee groups, effective July 8, 2024. The wages for these classifications have been adjusted to reflect these increases.

In accordance with Ordinance No. 23-5, amending Concord Municipal Code Chapter

2.10 (Officers and Employees), Article II (Compensation), section 2.10.020 (Councilmembers) increasing Councilmember compensation to $1,900 per month, effective November 5, 2024.

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

Part VI: The City’s Annual Appropriation Limit
In November 1979, the voters of the State of California approved Proposition 4, which created limits on the amount of revenue that can be spent by most entities of government, including local governments. The method of calculating these limits was modified with the passage of Proposition 111 in June 1990. The City is in compliance with these requirements, and the City’s applicable proposed Municipal Budget appropriation subject to the limit (approximately $103.8 million) remains well below the $243.6 million appropriation allowed the City of Concord for FY 2024-25. A resolution setting the limit is required; Attachment 3, fulfills this requirement.

Page 9 of 45 ends

City Council Agenda Report
Agenda Item No. 4.b
June 4, 2024
Financial Impact
The proposed actions have no significant fiscal impact. As approved in the Biennial Budget on June 13, 2023, the City is using $4.7M of fiscal stability reserves in FY 2023- 24 and $5.8M in FY 2024-25 to maintain a 30% fund balance reserve.

Budget Adjustment or Transfer Required
See Exhibit A to Attachment 1 and 4.

Environmental Determination
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), 15273, and/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), 15273, and/or 15378(b)(4).

Public Contact
The City Council Agenda was posted.

Attachments

1. Resolution amending the Fiscal Years 2023-24 and 2024-25 Municipal Budget Exhibit A – Fiscal Years 2023-24 and 2024-25 Municipal Budget Amendment Detail

2. Resolution adopting the City of Concord’s Salary Schedule Effective July 8, 2024, in Accordance with the Requirements of California Public Employees Retirement System (CalPERS) for a Publicly Available Pay Schedule Exhibit A – Salary Schedule

3. Resolution Establishing the Appropriation Limit for the City of Concord for Fiscal Year 2024-25

4. Resolution Authorizing Allocations and Reallocations for American Rescue Plan Act (ARPA) Funded Projects and Authorizing the City Manager to make Administrative Adjustments to ARPA Funded Projects to Ensure All ARPA Funds are Fully Expended in Calendar Year 2024
Exhibit A – ARPA Adjustments

5. Measure V Oversight Committee 2024 Report

Page 10 of 45 ends

Res. No. 24-XX 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Amending the Fiscal Years 2023-24 and
2024-25 Municipal Budget
Resolution No. 24-XX
/
WHEREAS, the City Manager has recommended amendments to the to the Municipal Operating Budget for Fiscal Years 2023-24 and 2024-25; 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. None of the activities addressed herein, the associated staff report, or Exhibit A hereto, constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c)(2), 15060(c)(3), 15273, and/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), 15273, and/or 15378(b)(4).

Section 2. Approves the City Manager’s recommendations with regard to amendments to the Attachment 1

Page 11 of 45 ends

Res. No. 24-XX 2
Municipal Budget for Fiscal Years 2023-24 and 2024-25, as shown in Exhibit A.

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 June 4, 2024, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -
I HEREBY CERTIFY that the foregoing Resolution No. 24-XX was duly and regularly adopted at a regular meeting of the City Council of the City of Concord on June 4, 2024.

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney
Attachment: Exhibit A – Fiscal Years 2023-24 and 2024-25 Municipal Budget Amendment Detail

Page 12 of 45 ends

Exhibit A to Attachment 1
Fiscal Years 2023-24 and 2024-25 Municipal Budget Amendment Detail

STAFF RECOMMENDATIONS
FY 2023-24
General Fund Departmental Appropriations

1. Economic Development: Appropriate $207,000 in Project #2722 for Redevelopment Property Holding Costs (one-time)
a. Move all actual costs charged to date to Project #2722 b. Approximately $88,000 will be reimbursed by a grant from the Metropolitan Transportation Commission
c. The remainder will be reimbursed to the General Fund upon sale of the properties
Other Fund Appropriations

2. Inclusionary Housing Fund (251): $30,000 (ongoing) for First Time Home Buyer Loans
FY 2024-25
General Fund Departmental Appropriations

3. Economic Development (100-1810): Appropriate FY 2023-24 unspent funds for the completion of a new Economic Development Strategic Plan Other Fund Appropriations

4. Inclusionary Housing Fund (251): $90,000 (ongoing) for First Time Home Buyer Loans

Page 13 of 45 ends

Res. No. 24-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 July 8, 2024, in Accordance with
the Requirements of California Public Employees
Retirement System (CalPERS) for a Publicly
Available Pay Schedule
Resolution No. 24-XX
/
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 July 8, 2024 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, the City Council, after giving all public notices required by State Law and the Concord Municipal Code, held a duly noticed hearing on June 4, 2024, on this item, considered testimony and information received at the public hearing, the oral and written reports from City staff dated June 4, 2024, 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, 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 Attachment 2

Page 14 of 45 ends

Res. No. 24-XX 2
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), 15273, and/or 15378(b)(4).

Section 2. The City Council adopts the salary schedule effective July 8, 2024, 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 June 4, 2024, by the following vote:

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

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

Page 15 of 45 ends

City of Concord Salary Schedule
Job Code Classification Title Unit 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 24.4995$ 25.7248$ 27.0108$ 28.3615$ 29.7794$ 31.2684$ 4,247 $ 4,459 $ 4,682 $ 4,916 $ 5,162 $ 5,420 $ 7/8/2024 4154 Account Clerk II ATC 4154 6 28.0649$ 29.4679$ 30.9415$ 32.4886$ 34.1130$ 35.8187$ 4,865 $ 5,108 $ 5,363 $ 5,631 $ 5,913 $ 6,209 $ 7/8/2024 4155 Account Clerk III ATC 4155 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 4151 Accounting Technician I ATC 4151 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 4152 Accounting Technician II ATC 4152 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 4153 Accounts Payable Team Leader ATC 4153 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 4588 Administrative Clerk I ATC PG-ATC 3 21.8717$ 22.9652$ 24.1136$ 25.3195$ 26.5852$ 27.9146$ 3,791 $ 3,981 $ 4,180 $ 4,389 $ 4,608 $ 4,839 $ 7/8/2024 4586 Administrative Clerk II ATC PG-ATC 6 26.7655$ 28.1037$ 29.5090$ 30.9845$ 32.5338$ 34.1604$ 4,639 $ 4,871 $ 5,115 $ 5,371 $ 5,639 $ 5,921 $ 7/8/2024 4584 Administrative Clerk III ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 4570 Administrative Secretary ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3374 Building Inspector ATC 3374 11 43.6239$ 45.8050$ 48.0953$ 50.5001$ 53.0254$ 55.6766$ 7,561 $ 7,940 $ 8,337 $ 8,753 $ 9,191 $ 9,651 $ 7/8/2024 3795 Buyer ATC 3795 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 3376 Code Enforcement Officer ATC PG-ATC 11 38.8507$ 40.7934$ 42.8330$ 44.9748$ 47.2235$ 49.5850$ 6,734 $ 7,071 $ 7,424 $ 7,796 $ 8,185 $ 8,595 $ 7/8/2024 7126 Community Service Officer ATC 7126 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 3354 Construction Inspector ATC 3354 10 40.3934$ 42.4131$ 44.5338$ 46.7605$ 49.0988$ 51.5534$ 7,002 $ 7,352 $ 7,719 $ 8,105 $ 8,510 $ 8,936 $ 7/8/2024 4337 Duplicate/Offset Printing Oper. ATC PG-ATC 5 24.9226$ 26.1688$ 27.4772$ 28.8512$ 30.2938$ 31.8087$ 4,320 $ 4,536 $ 4,763 $ 5,001 $ 5,251 $ 5,514 $ 7/8/2024 7130 Forensic Specialist I ATC 7130 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 7131 Forensic Specialist II ATC 7131 10 37.6652$ 39.5486$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,855 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 3754 GIS Technician ATC PG-ATC 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 4576 Graphic Designer ATC PG-ATC 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 3750 Information Sys. Technician I ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 3752 Information Sys. Technician II ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3341 Permit Center Technician I ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 3342 Permit Center Technician II ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3343 Permit Center Technician III ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 3336 Planning Technician ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 4558 Police Records Clerk I ATC 4558 3 22.9335$ 24.0801$ 25.2841$ 26.5484$ 27.8758$ 29.2698$ 3,975 $ 4,174 $ 4,383 $ 4,602 $ 4,832 $ 5,073 $ 7/8/2024 4556 Police Records Clerk II ATC 4556 6 28.0649$ 29.4679$ 30.9415$ 32.4886$ 34.1130$ 35.8187$ 4,865 $ 5,108 $ 5,363 $ 5,631 $ 5,913 $ 6,209 $ 7/8/2024 4554 Police Records Clerk III ATC 4554 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 3630 Program Assistant ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 3701 Programmer Analyst ATC PG-ATC 12 41.9707$ 44.0690$ 46.2727$ 48.5860$ 51.0156$ 53.5665$ 7,275 $ 7,639 $ 8,021 $ 8,422 $ 8,843 $ 9,285 $ 7/8/2024 3640 Rec & Special Events Prg Coord. ATC PG-ATC 11 38.8507$ 40.7934$ 42.8330$ 44.9748$ 47.2235$ 49.5850$ 6,734 $ 7,071 $ 7,424 $ 7,796 $ 8,185 $ 8,595 $ 7/8/2024 5128 Rec Cus Svc Coordinator ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 5140 Recreation Program Aide ATC PG-ATC 6 26.7655$ 28.1037$ 29.5090$ 30.9845$ 32.5338$ 34.1604$ 4,639 $ 4,871 $ 5,115 $ 5,371 $ 5,639 $ 5,921 $ 7/8/2024 4159 Revenue Generation Team Leader ATC 4159 10 37.6652$ 39.5486$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,855 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 3369 Senior Building Inspector ATC 3369 12 47.9806$ 50.3796$ 52.8985$ 55.5435$ 58.3208$ 61.2365$ 8,317 $ 8,732 $ 9,169 $ 9,628 $ 10,109 $ 10,614 $ 7/8/2024 3355 Senior Construction Inspector ATC 3355 11 43.6163$ 45.7971$ 48.0871$ 50.4913$ 53.0160$ 55.6668$ 7,560 $ 7,938 $ 8,335 $ 8,752 $ 9,189 $ 9,649 $ 7/8/2024 4336 Sr Offset Duplic. Print. Oper. ATC PG-ATC 7 28.7080$ 30.1431$ 31.6506$ 33.2333$ 34.8948$ 36.6394$ 4,976 $ 5,225 $ 5,486 $ 5,760 $ 6,048 $ 6,351 $ 7/8/2024 3323 Transportation Program Coord. ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 5% of wage increase to Confidentials, Exec Contract, Exec Mgmt, Management, POA, PMA, Professionals and 4% of wage increase to Teamsters (7/8/2024). Council members' comp. adjust. (11/5/2024) Effective date 7/8/2024 Exhibit A to Attachment 2

Page 16 of 45 ends

City of Concord Salary Schedule
Job Code Classification Title Unit 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
4150 Treasury Technician ATC 4150 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218$ 5,478$ 5,752$ 6,040$ 6,342$ 6,659$ 7/8/2024 3757 Video Services Coordinator ATC PG-ATC 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763$ 6,052$ 6,354$ 6,672$ 7,006$ 7,356$ 7/8/2024 7128 Youth Violence Prevention Spec ATC PG-ATC 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226$ 6,538$ 6,865$ 7,208$ 7,568$ 7,947$ 7/8/2024 1705 City Attorney EXEC CONTR 145.8353$ 145.8353$ 25,278$ 25,278$ 7/8/2024 1521 City Manager EXEC CONTR 160.3790$ 160.3790$ 27,799$ 27,799$ 7/8/2024 1760 Director of Parks and Recreation EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1733 Director of Community/Econ Dev Svc EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1725 Director of Public Works EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1750 Director Commun Reuse Planning EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1727 Director of Finance EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1745 Director of Human Resources EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1728 Director of Info. Technology EXEC MGMT EXECUTIVE E-4 89.3804$ 122.8908$ 15,493$ 21,301$ 7/8/2024 1712 Assistant City Manager EXEC MGMT EXECUTIVE E-6 105.5112$ 145.0691$ 18,289$ 25,145$ 7/8/2024 1720 Chief of Police CHIEF EXECUTIVECP E-6 105.5112$ $ 152.3226* 18,289 $ 26,403 $ 7/8/2024 3758 Admin Services Coordinator CONF PG-C 10 46.7706$ 49.1089$ 51.5646$ 54.1427$ 56.8499$ 59.6926$ 8,107 $ 8,512 $ 8,938 $ 9,385 $ 9,854 $ 10,347 $ 7/8/2024 4571 Confidential Secretary CONF PG-C 7 38.1036$ 40.0088$ 42.0092$ 44.1098$ 46.3152$ 48.6312$ 6,605 $ 6,935 $ 7,282 $ 7,646 $ 8,028 $ 8,429 $ 7/8/2024 4568 Exec Secretary CONF PG-C 8 40.3722$ 42.3909$ 44.5104$ 46.7360$ 49.0730$ 51.5266$ 6,998 $ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 7/8/2024 4569 Exec Secretary - Confidential CONF PG-C 8 40.3722$ 42.3909$ 44.5104$ 46.7360$ 49.0730$ 51.5266$ 6,998 $ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 7/8/2024 4564 Exec.Assistant - Council/Mgr. CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4566 Executive Legal Secretary CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4580 Human Resources Specialist CONF PG-C 8 40.3722$ 42.3909$ 44.5104$ 46.7360$ 49.0730$ 51.5266$ 6,998 $ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 7/8/2024 4587 Human Resources Technician I CONF PG-C 3 30.3972$ 31.9169$ 33.5129$ 35.1885$ 36.9480$ 38.7956$ 5,269 $ 5,532 $ 5,809 $ 6,099 $ 6,404 $ 6,725 $ 7/8/2024 4585 Human Resources Technician II CONF PG-C 5 34.0792$ 35.7832$ 37.5723$ 39.4510$ 41.4235$ 43.4949$ 5,907 $ 6,202 $ 6,513 $ 6,838 $ 7,180 $ 7,539 $ 7/8/2024 4567 Legal Secretary CONF PG-C 7 38.1036$ 40.0088$ 42.0092$ 44.1098$ 46.3152$ 48.6312$ 6,605 $ 6,935 $ 7,282 $ 7,646 $ 8,028 $ 8,429 $ 7/8/2024 4565 Paralegal CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4158 Payroll Specialist CONF PG-C 9 42.9846$ 45.1338$ 47.3905$ 49.7600$ 52.2482$ 54.8607$ 7,451 $ 7,823 $ 8,214 $ 8,625 $ 9,056 $ 9,509 $ 7/8/2024 4160 Payroll Technician I CONF PG-C 3 30.3972$ 31.9169$ 33.5129$ 35.1885$ 36.9480$ 38.7956$ 5,269 $ 5,532 $ 5,809 $ 6,099 $ 6,404 $ 6,725 $ 7/8/2024 4161 Payroll Technician II CONF PG-C 5 34.0792$ 35.7832$ 37.5723$ 39.4510$ 41.4235$ 43.4949$ 5,907 $ 6,202 $ 6,513 $ 6,838 $ 7,180 $ 7,539 $ 7/8/2024 9531 Camp Director CONTRACT CONTRACT 49.5900$ 49.5900$ 8,596 $ 8,596 $ 12/25/2023 9555 Recycling Theft Prevent Spec CONTRACT CONTRACT 28.3236$ 28.3236$ 4,909 $ 4,909 $ 1/17/2020 9557 Vehicle Abatement Officer CONTRACT CONTRACT 28.9590$ 28.9590$ 5,020 $ 5,020 $ 1/8/2024 9542 Violence -Victim Advocate CONTRACT CONTRACT 35.2496$ 35.2496$ 6,110 $ 6,110 $ 7/1/2019 *Required Master's Degree to obtain the top pay range; otherwise, the top pay range is 5% lower than maximum rate. 5% of wage increase to Confidentials, Exec Contract, Exec Mgmt, Management, POA, PMA, Professionals and 4% of wage increase to Teamsters (7/8/2024). Council members' comp. adjust. (11/5/2024) Effective date 7/8/2024

Page 17 of 45 ends

City of Concord Salary Schedule
Job Code Classification Title Unit 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
1341 City Treasurer COUNCIL ELECTED 600$ 600$ 12/9/2008 1127 Council Member COUNCIL ELECTED 1,900 $ 1,900 $ 11/5/2024 1121 Mayor COUNCIL ELECTED 1,433 $ 1,433 $ 12/6/2022 1124 Vice Mayor COUNCIL ELECTED 1,433 $ 1,433 $ 12/6/2022 4760 Automotive Parts & Svs Tech. F AND O 4760 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 6812 Custodian F AND O 6812 4 24.4995$ 25.7248$ 27.0108$ 28.3615$ 29.7794$ 31.2684$ 4,247 $ 4,459 $ 4,682 $ 4,916 $ 5,162 $ 5,420 $ 7/8/2024 6163 Environmental Maint. Tech. F AND O 6163 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 6412 Equipment Mechanic F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6542 Facilities Maintenance Tech F AND O PG-F&O 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 6722 General Laborer F AND O 6722 2 21.5155$ 22.5912$ 23.7209$ 24.9070$ 26.1524$ 27.4598$ 3,729 $ 3,916 $ 4,112 $ 4,317 $ 4,533 $ 4,760 $ 7/8/2024 6314 Heavy Equipment Operator I F AND O PG-F&O 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 6312 Heavy Equipment Operator II F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6616 Landscape Gardener F AND O 6616 9 33.8963$ 35.5910$ 37.3707$ 39.2393$ 41.2014$ 43.2612$ 5,875 $ 6,169 $ 6,478 $ 6,801 $ 7,142 $ 7,499 $ 7/8/2024 6193 Lead Custodian F AND O 6193 6 28.0649$ 29.4679$ 30.9415$ 32.4886$ 34.1130$ 35.8187$ 4,865 $ 5,108 $ 5,363 $ 5,631 $ 5,913 $ 6,209 $ 7/8/2024 4351 Lead Dispatcher F AND O 4351 11 47.7216$ 50.1080$ 52.6129$ 55.2438$ 58.0062$ 60.9064$ 8,272 $ 8,685 $ 9,120 $ 9,576 $ 10,054 $ 10,557 $ 7/8/2024 6562 Lead Maint. Collection System Worker F AND O 6562 10 37.6652$ 39.5486$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,855 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 6512 Maintenance Carpenter F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6552 Maintenance Collection System Wkr F AND O 6552 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 6532 Maintenance Electrician F AND O 6532 10 40.9492$ 42.9968$ 45.1468$ 47.4041$ 49.7745$ 52.2629$ 7,098 $ 7,453 $ 7,825 $ 8,217 $ 8,628 $ 9,059 $ 7/8/2024 6614 Maintenance Gardener F AND O 6614 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 6522 Maintenance Painter F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6434 Maintenance Sprinkler Fitter F AND O 6434 10 37.6652$ 39.5971$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,863 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 6115 Maintenance Team Leader F AND O 6115 10 37.6652$ 39.5971$ 41.5258$ 43.6022$ 45.7824$ 48.0716$ 6,529 $ 6,863 $ 7,198 $ 7,558 $ 7,936 $ 8,332 $ 7/8/2024 6426 Maintenance Utility Mechanic F AND O PG-F&O 10 35.9216$ 37.7176$ 39.6034$ 41.5837$ 43.6628$ 45.8460$ 6,226 $ 6,538 $ 6,865 $ 7,208 $ 7,568 $ 7,947 $ 7/8/2024 6714 Maintenance Worker I F AND O 6714 5 26.1323$ 27.4392$ 28.8110$ 30.2518$ 31.7643$ 33.3526$ 4,530 $ 4,756 $ 4,994 $ 5,244 $ 5,506 $ 5,781 $ 7/8/2024 6712 Maintenance Worker II F AND O 6712 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 6168 Parks Lead Worker F AND O 6168 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 4352 Police Dispatcher I F AND O 4352 7 35.7282$ 37.5148$ 39.3906$ 41.3600$ 43.4281$ 45.5996$ 6,193 $ 6,503 $ 6,828 $ 7,169 $ 7,528 $ 7,904 $ 7/8/2024 4353 Police Dispatcher II F AND O 4353 9 43.3734$ 45.5422$ 47.8195$ 50.2102$ 52.7210$ 55.3573$ 7,518 $ 7,894 $ 8,289 $ 8,703 $ 9,138 $ 9,595 $ 7/8/2024 6114 Public Works Lead Worker F AND O 6114 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 6113 PW Lead Worker-Infra Maint. F AND O 6113 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 6709 Recreation Utility Worker F AND O 6709 7 30.1015$ 31.6064$ 33.1871$ 34.8465$ 36.5886$ 38.4181$ 5,218 $ 5,478 $ 5,752 $ 6,040 $ 6,342 $ 6,659 $ 7/8/2024 6130 Senior Equipment Mechanic F AND O PG-F&O 11 38.8507$ 40.7934$ 42.8330$ 44.9748$ 47.2235$ 49.5850$ 6,734 $ 7,071 $ 7,424 $ 7,796 $ 8,185 $ 8,595 $ 7/8/2024 6120 Senior Maintenance Team Ld. F AND O 6120 11 40.7368$ 42.7737$ 44.9122$ 47.1580$ 49.5159$ 51.9919$ 7,061 $ 7,414 $ 7,785 $ 8,174 $ 8,583 $ 9,012 $ 7/8/2024 6510 Senior Traffic Signal Tech F AND O 6510 11 44.2853$ 46.4997$ 48.8246$ 51.2661$ 53.8294$ 56.5209$ 7,676 $ 8,060 $ 8,463 $ 8,886 $ 9,330 $ 9,797 $ 7/8/2024 6324 Sweeper Operator F AND O PG-F&O 8 30.8588$ 32.4019$ 34.0219$ 35.7230$ 37.5091$ 39.3848$ 5,349 $ 5,616 $ 5,897 $ 6,192 $ 6,502 $ 6,827 $ 7/8/2024 6511 Traffic Signal Technician F AND O 6511 10 40.9492$ 42.9968$ 45.1468$ 47.4041$ 49.7745$ 52.2629$ 7,098 $ 7,453 $ 7,825 $ 8,217 $ 8,628 $ 9,059 $ 7/8/2024 6509 Traffic Signal Trainee F AND O PG-F&O 9 33.2507$ 34.9131$ 36.6589$ 38.4918$ 40.4165$ 42.4370$ 5,763 $ 6,052 $ 6,354 $ 6,672 $ 7,006 $ 7,356 $ 7/8/2024 6166 Tree Lead Worker F AND O 6166 9 34.8648$ 36.6080$ 38.4384$ 40.3603$ 42.3787$ 44.4972$ 6,043 $ 6,345 $ 6,663 $ 6,996 $ 7,346 $ 7,713 $ 7/8/2024 5% of wage increase to Confidentials, Exec Contract, Exec Mgmt, Management, POA, PMA, Professionals and 4% of wage increase to Teamsters (7/8/2024). Council members' comp. adjust. (11/5/2024) Effective date 7/8/2024

Page 18 of 45 ends

City of Concord Salary Schedule
Job Code Classification Title Unit 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
6615 Tree Trimmer F AND O 6615 8 32.3571$ 33.9748$ 35.6735$ 37.4572$ 39.3300$ 41.2966$ 5,609 $ 5,889 $ 6,183 $ 6,493 $ 6,817 $ 7,158 $ 7/8/2024 0910 Ltd Ser-Admin Support Limited Ser 0910 16.0000$ 28.0500$ 1/1/2024 0920 Ltd Ser-Camp Specialist Limited Ser 0920 18.7000$ 151.5500$ 1/1/2020 0930 Ltd Ser-Craft Worker Limited Ser 0930 16.0000$ 44.8400$ 1/1/2024 0940 Ltd Ser-Maint. Laborer Limited Ser 0940 16.0000$ 28.0500$ 1/1/2024 0950 Ltd Ser-Professional Limited Ser 0950 16.0000$ 161.8700$ 1/1/2024 0960 Ltd Ser-Public Safety Asst Limited Ser 0960 16.0000$ 44.8400$ 1/1/2024 0970 Ltd Ser-Recreation Specialist Limited Ser 0970 16.0000$ 38.6700$ 1/1/2024 0971 Ltd Ser-Seasonal Limited Ser 0971 16.0000$ 38.6700$ 1/1/2024 0980 Ltd Ser-Technician Limited Ser 0980 16.0000$ 38.6700$ 1/1/2024 2307 Administrative Analyst MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2315 Administrative Svcs Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 1707 Assistant City Attorney MGMT MANAGER M10 79.8460$ 109.7820$ 13,840 $ 19,029 $ 7/8/2024 2140 Assistant City Engineer MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2342 Budget Analyst MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2324 Budget Officer MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2130 Chief Building Official MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 1321 City Clerk MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2120 City Engineer MGMT MANAGERCE M-9 77.2781$ 106.2516$ 13,395 $ 18,417 $ 7/8/2024 2340 Communications Center Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2334 Community Relations Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2133 Community Reuse Area Planner MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2377 Housing & Community Services Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2345 Crime Scene Investigations Mgr MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2309 Deputy City Attorney MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 3759 Deputy City Clerk MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 1714 Deputy City Manager MGMT MANAGER M11 86.8405$ 119.3685$ 15,052 $ 20,691 $ 7/8/2024 1715 Deputy Dir. of Public Works MGMT MANAGERPW M-9 78.0213$ 107.2730$ 13,524 $ 18,594 $ 7/8/2024 2134 Economic Dev. Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2353 Employee Services Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2725 Facilities Maint Prog. Mgr. MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2721 Facilities Maint. Supervisor MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2710 Facilities Maintenance Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2326 Financial Analyst MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2322 Financial Operations Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2362 Fleet Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2760 Horticultural Advisor MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2312 Housing Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2357 Human Resources Analyst I MGMT MANAGER M-2 41.2869$ 56.7660$ 7,156 $ 9,839 $ 7/8/2024 5% of wage increase to Confidentials, Exec Contract, Exec Mgmt, Management, POA, PMA, Professionals and 4% of wage increase to Teamsters (7/8/2024). Council members' comp. adjust. (11/5/2024) Effective date 7/8/2024

Page 19 of 45 ends

City of Concord Salary Schedule
Job Code Classification Title Unit 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
2356 Human Resources Analyst II MGMT MANAGER M-4 48.8420$ 67.1540$ 8,466 $ 11,640 $ 7/8/2024 2331 Information Technology Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2715 Infrastructure Maint. Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2727 Maintenance Superintendent MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2126 Manager of Busi Sys & Pr Mgmt MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2190 Neighborhood Services Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2128 Network & Operations Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2325 Network Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2519 Parks & Facilities Maint. Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2518 Parks Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2723 Parks Program Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2123 Planning Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2332 Police Records Manager MGMT MANAGER M-3 44.8702$ 61.6939$ 7,778 $ 10,694 $ 7/8/2024 2132 Principal Planner MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2337 Printing Services Supervisor MGMT MANAGER M-2 41.2869$ 56.7660$ 7,156 $ 9,839 $ 7/8/2024 2520 Program Manager MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 2360 Purchasing Agent MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2521 Recreation Services Manager MGMT MANAGER M-8 68.3169$ 93.9307$ 11,842 $ 16,281 $ 7/8/2024 2136 Redevelopment/Housing Mgr MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2385 Risk Manager MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2311/16 Senior Administrative Analyst MGMT MANAGER M-5 53.1441$ 73.0693$ 9,212 $ 12,665 $ 7/8/2024 1706 Senior Assistant City Attorney MGMT MANAGER M11 86.8405$ 119.3685$ 15,052 $ 20,691 $ 7/8/2024 2150 Senior Civil Engineer MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 2338 Senior Financial Analyst MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2352 Senior Human Resources Analyst MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2523 Senior Recreation Program Mgr MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2327 Systems & Programming Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2329 Systems Manager MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2118 Transportation Manager MGMT MANAGER M-9 74.3060$ 102.1650$ 12,880 $ 17,709 $ 7/8/2024 2156 Transportation Program Mgr. I MGMT MANAGER M-6 57.7669$ 79.4251$ 10,013 $ 13,767 $ 7/8/2024 2151 Transportation Program Mgr. II MGMT MANAGER M-7 62.8489$ 86.4126$ 10,894 $ 14,978 $ 7/8/2024 7115 Police Officer POA 7115 1 56.1456$ 58.9529$ 61.9005$ 64.9955$ 68.2453$ 9,732 $ 10,219 $ 10,729 $ 11,266 $ 11,829 $ 7/8/2024 7114 Police Sergeant POA 7114 1 72.0282$ 75.6296$ 79.4111$ 83.3817$ 87.5508$ 12,485 $ 13,109 $ 13,765 $ 14,453 $ 15,175 $ 7/8/2024 2921 Police Captain POA MGMT PM-10 1 116.0385$ 121.8404$ 127.9324$ 20,113 $ 21,119 $ 22,175 $ 7/8/2024 2923 Police Lieutenant POA MGMT PM-8 1 90.9179$ 95.4638$ 100.2370$ 105.2489$ 110.5113$ 15,759 $ 16,547 $ 17,374 $ 18,243 $ 19,155 $ 7/8/2024 3536 Accountant I PROF 3536 10 41.7273$ 43.8137$ 46.0045$ 48.3048$ 50.7199$ 53.2558$ 7,233 $ 7,594 $ 7,974 $ 8,373 $ 8,791 $ 9,231 $ 7/8/2024 3530 Accountant II PROF 3530 12 48.7515$ 51.1889$ 53.7486$ 56.4356$ 59.2576$ 62.2204$ 8,450 $ 8,873 $ 9,316 $ 9,782 $ 10,271 $ 10,785 $ 7/8/2024 3709 Administrative Assistant PROF PG-P 11 39.2388$ 41.2004$ 43.2607$ 45.4236$ 47.6948$ 50.0798$ 6,801 $ 7,141 $ 7,499 $ 7,873 $ 8,267 $ 8,680 $ 7/8/2024 3711 Administrative Coordinator PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 5% of wage increase to Confidentials, Exec Contract, Exec Mgmt, Management, POA, PMA, Professionals and 4% of wage increase to Teamsters (7/8/2024). Council members' comp. adjust. (11/5/2024) Effective date 7/8/2024

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City of Concord Salary Schedule
Job Code Classification Title Unit 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
3114 Assistant Engineer PROF 3114 12 52.9522$ 55.6000$ 58.3798$ 61.2990$ 64.3639$ 67.5819$ 9,178 $ 9,637 $ 10,119 $ 10,625 $ 11,156 $ 11,714 $ 7/8/2024 3134 Assistant Planner PROF 3134 11 41.9562$ 44.0540$ 46.2568$ 48.5697$ 50.9981$ 53.5479$ 7,272 $ 7,636 $ 8,018 $ 8,419 $ 8,840 $ 9,282 $ 7/8/2024 3113 Associate Civil Engineer PROF 3113 14 62.8951$ 66.0399$ 69.3422$ 72.8089$ 76.4497$ 80.2721$ 10,902 $ 11,447 $ 12,019 $ 12,620 $ 13,251 $ 13,914 $ 7/8/2024 3132 Associate Planner PROF 3132 12 46.6729$ 49.0066$ 51.4569$ 54.0298$ 56.7315$ 59.5680$ 8,090 $ 8,494 $ 8,919 $ 9,365 $ 9,833 $ 10,325 $ 7/8/2024 3375 Building Inspection Supervisor PROF 3375 13 53.9061$ 56.6016$ 59.4317$ 62.4030$ 65.5233$ 68.7995$ 9,344 $ 9,811 $ 10,301 $ 10,817 $ 11,357 $ 11,925 $ 7/8/2024 3377 Construction Inspection Sprvsr PROF 3377 12 49.9049$ 52.4001$ 55.0200$ 57.7712$ 60.6598$ 63.6927$ 8,650 $ 9,083 $ 9,537 $ 10,014 $ 10,514 $ 11,040 $ 7/8/2024 7121 Crimes & Intelligence Analyst PROF PG-P 14 49.4861$ 51.9606$ 54.5583$ 57.2864$ 60.1508$ 63.1585$ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 10,947 $ 7/8/2024 3135 Economic Development Spec PROF PG-P 14 49.4861$ 51.9606$ 54.5583$ 57.2864$ 60.1508$ 63.1585$ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 10,947 $ 7/8/2024 3710 GIS Program Analyst PROF PG-P 12 42.3915$ 44.5110$ 46.7365$ 49.0737$ 51.5272$ 54.1037$ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 9,378 $ 7/8/2024 3798 Housing Program Analyst PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3799 Housing Rehab. Coordinator PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3797 Housing Rehab. Specialist PROF 3797 10 37.3732$ 39.2419$ 41.2039$ 43.2644$ 45.4274$ 47.6989$ 6,478 $ 6,802 $ 7,142 $ 7,499 $ 7,874 $ 8,268 $ 7/8/2024 3116 Junior Engineer PROF 3116 10 45.2227$ 47.4840$ 49.8580$ 52.3511$ 54.9686$ 57.7173$ 7,839 $ 8,231 $ 8,642 $ 9,074 $ 9,528 $ 10,004 $ 7/8/2024 3702 Microcomputer Coordinator PROF PG-P 11 39.2388$ 41.2004$ 43.2607$ 45.4236$ 47.6948$ 50.0798$ 6,801 $ 7,141 $ 7,499 $ 7,873 $ 8,267 $ 8,680 $ 7/8/2024 3791 Neighborhood Services Supv PROF 3791 13 53.9061$ 56.6016$ 59.4317$ 62.4030$ 65.5233$ 68.7995$ 9,344 $ 9,811 $ 10,301 $ 10,817 $ 11,357 $ 11,925 $ 7/8/2024 3707 Network Engineer PROF PG-P 12 42.3915$ 44.5110$ 46.7365$ 49.0737$ 51.5272$ 54.1037$ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 9,378 $ 7/8/2024 3140 Plan Check Engineer PROF 3140 14 60.6958$ 63.7308$ 66.9171$ 70.2631$ 73.7763$ 77.4651$ 10,521 $ 11,047 $ 11,599 $ 12,179 $ 12,788 $ 13,427 $ 7/8/2024 3378 Public Works Supervisor PROF 3378 12 49.9049$ 52.4001$ 55.0200$ 57.7712$ 60.6598$ 63.6927$ 8,650 $ 9,083 $ 9,537 $ 10,014 $ 10,514 $ 11,040 $ 7/8/2024 3704 Senior Network System Eng. PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3130 Senior Planner PROF 3130 14 52.2301$ 54.8415$ 57.5836$ 60.4629$ 63.4861$ 66.6605$ 9,053 $ 9,506 $ 9,981 $ 10,480 $ 11,004 $ 11,554 $ 7/8/2024 7123 Senior Police Crimes Analyst PROF PG-P 11 39.2388$ 41.2004$ 43.2607$ 45.4236$ 47.6948$ 50.0798$ 6,801 $ 7,141 $ 7,499 $ 7,873 $ 8,267 $ 8,680 $ 7/8/2024 3703 Senior Programmer Analyst PROF PG-P 13 47.1310$ 49.4877$ 51.9617$ 54.5601$ 57.2883$ 60.1526$ 8,169 $ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 7/8/2024 3706 Senior Systems Analyst PROF PG-P 14 49.4861$ 51.9606$ 54.5583$ 57.2864$ 60.1508$ 63.1585$ 8,578 $ 9,007 $ 9,457 $ 9,930 $ 10,426 $ 10,947 $ 7/8/2024 7122 Sr Crimes & Intelligence Analy PROF PG-P 16 55.6042$ 58.3843$ 61.3035$ 64.3687$ 67.5871$ 70.9664$ 9,638 $ 10,120 $ 10,626 $ 11,157 $ 11,715 $ 12,301 $ 7/8/2024 3792 Sr. Housing Rehab Specialist PROF PG-P 12 42.3915$ 44.5110$ 46.7365$ 49.0737$ 51.5272$ 54.1037$ 7,348 $ 7,715 $ 8,101 $ 8,506 $ 8,931 $ 9,378 $ 7/8/2024 3570 Supervising Accountant PROF 3570 14 57.5311$ 60.4076$ 63.4281$ 66.5995$ 69.9293$ 73.4259$ 9,972 $ 10,471 $ 10,994 $ 11,544 $ 12,121 $ 12,727 $ 7/8/2024 3705 Web Coordinator PROF PG-P 10 36.2824$ 38.0965$ 40.0014$ 42.0014$ 44.1015$ 46.3067$ 6,289 $ 6,603 $ 6,934 $ 7,280 $ 7,644 $ 8,026 $ 7/8/2024 5% of wage increase to Confidentials, Exec Contract, Exec Mgmt, Management, POA, PMA, Professionals and 4% of wage increase to Teamsters (7/8/2024). Council members' comp. adjust. (11/5/2024) Effective date 7/8/2024

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Res. No. 24-XX 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Establishing the Appropriation Limit
for the City of Concord for Fiscal Year 2024-25
Pursuant to California Constitution Article XIII B
Resolution No. 24-XX
/
WHEREAS, Article XIII B of the California Constitution (Proposition 4) established appropriation limits for cities; and
WHEREAS, Government Code Section 7910 (a portion of the Legislation implementing Proposition 4) requires cities to annually adopt a resolution establishing their appropriation limit; and WHEREAS, the Director of Finance has made, or caused to be made, calculations in accordance with the provisions of Article XIII B and the implementing legislation to determine the appropriation limit for Fiscal Year 2024-25; and
WHEREAS, the City Council has determined that the growth factors of (1) the percentage change in new non-residential assessed value and (2) the percentage change in the County’s population will be used to establish the FY 2024-25 appropriation limit; and WHEREAS, selecting these growth factors will result in a new limit for FY 2024-25 of $243,586,265; and
WHEREAS, Proposition 111 requires a recorded vote of the Council regarding the limit and the annual adjustment factors selected to calculate it; and WHEREAS, said calculations were available for public review a minimum of fifteen (15) days prior to the consideration of said calculations by the City Council at its meeting of June 4, 2024.

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

Section 1. None of the activities addressed herein or the associated staff report constitute a “project” within the meaning of Public Resources Code Section 21065, 14 Cal Code Regs. Sections 15060(c)(2), 15060(c)(3), 15273, and/or 15378 because none of the activities has the potential for Attachment 3

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Res. No. 24-XX 2
resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, or under Section 15273 as they relate to government funding; 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/or 15378(b)(4).

Section 2. Approves and adopts by reference the calculations prepared by the Director of Finance regarding the appropriation limit for the City of Concord for Fiscal Year 2024-25. Said calculations are available for public review in the Finance Department of the City of Concord.

Section 3. Finds and determines that the total appropriation limit of Article XIII B, Proposition 111, and implementing State Legislation amounts to $243,586,265 for Fiscal Year 2024-

25. The Council further finds and determines that the annual adjustment factors to be applied to the limit calculation are the percentage change in new non-residential assessed value and the County of Contra Costa’s annual population growth.

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

PASSED AND ADOPTED by the City Council of the City of Concord on June 4, 2024, by the following vote:

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney

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Res. No. 24-XX 1

BEFORE THE CITY COUNCIL OF THE CITY OF CONCORD

COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA
A Resolution Authorizing Allocations and
Reallocations for American Rescue Plan Act (ARPA)
Funds and Authorizing the City Manager to Make
Administrative Adjustments to ARPA Funded
Projects to Ensure All ARPA Funds are Fully
Expended in Calendar Year 2024
Resolution No. 24-XX
/
WHEREAS, the City Manager has recommended amendments to allocations of American Rescue Plan Act (ARPA) Funds at the Mid-Cycle budget update on June 4, 2024; and WHEREAS, further reallocations of ARPA Funds may become necessary to ensure all funds are expended by in calendar year 2024 in accordance with ARPA guidelines; and WHEREAS, the City Manager seeks authority to further reallocate ARPA funds by in calendar year 2024 in accordance with ARPA guidelines.

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

Section 2. Approves the City Manager’s recommendations with regard to the amendments to the ARPA allocations as shown in Exhibit A.

Section 3. Authorizes the City Manager to reallocate ARPA funds by December 2024.

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

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Res. No. 24-XX 2
PASSED AND ADOPTED by the City Council of the City of Concord on June 4, 2024, by the following vote:

Joelle Fockler, MMC
City Clerk
APPROVED AS TO FORM:

Susanne Meyer Brown
City Attorney
Attachment: Exhibit A – ARPA Reallocations

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Exhibit A to Attachment 4
Recommended American Rescue Plan Act (ARPA) Allocations and Reallocations To ensure the City fully expends all of its ARPA funding in calendar year 2024, staff is recommending the following actions:
 Allocate all interest earnings earned on the ARPA funds to a CIP Holding Account
 For completed projects that did not fully expend the allocated ARPA funding, swap the funding to General Fund and transfer to a CIP Holding Account, and use the ARPA funds for General Government services consistent with the Revenue Loss category
 For projects that are not anticipated to be completed by December 31, 2024, swap the funding to General Fund and maintain in the current projects and use the ARPA funds for General Government services consistent with the Revenue Loss category

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Exhibit A to Attachment 4
ARPA
Allocation
Spent Thru
3/31/24
Balance as of
3/31/24
Estimate Addl
Payments Reallocation
213,292 124,122 89,170 89,170
CORE Contract 183,000 43,017 139,983 139,983
City Projects/Public Safety 6,500,000 3,290,810 3,209,190 1,625,134 1,584,056 Civic Center Greening 1,500,000 43,552 1,456,448 - 1,456,448 Meadow Ln Paving 2,166,957 1,328,152 838,805 838,805 -
Camera & Lighting 300,150 217,309 82,841 82,841 -
Trash Receptacles 304,399 233,305 71,094 61,094 10,000
Downtown Cleanliness 458,494 458,494 - -
Parking Garage Maint 500,000 106,356 393,644 393,644 -
Overnight Summer Camp Pilot 100,000 29,268 70,732 68,680 2,052 Recreation Scholarship Pilot 100,000 39,930 60,070 60,070 - WiFi at Camp Concord 100,000 - 100,000 100,000
Public Safety Technology 850,000 834,444 15,556 15,556
PD Rescue Van 120,000 - 120,000 120,000 -
Special Events 500,000 355,014 144,986 144,986 -
Sound Operator 125,000 55,014 69,986 69,986 -
Festival Latino 100,000 100,000 - -
July 4th 200,000 200,000 - -
Kitikami 75,000 - 75,000 75,000 -
Support to Non-Profits 7,000,000 5,637,798 1,362,202 1,362,202 Support to Unhoused 3,000,000 173,200 2,826,800 2,826,800 Support to Small Businesses 2,000,000 1,865,496 134,504 134,504 General Government Services 6,521,322 6,521,322 - -
Rent Relief Program 1,000,000 1,000,000 - -
Administration, Audit, etc. 123,269 123,269 - -
Total ARPA Allocation 27,040,883 19,134,048 7,906,835 1,770,120 6,136,715 Interest Earnings 790,119 790,119 790,119
Requested Council Actions:
1,044,828$
5,882,006$
Employee COVID Testing
ARPA Update as of March 31, 2024
Swap funding to GF and reallocate to CIP Holding Account; use ARPA funds for General Govt services
Swap funding to GF and maintain in Projects; use ARPA
funds for General Govt services

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Attachment 5
City of Concord
June 4, 2024
TO: Honorable Mayor and Councilmembers
FROM: Citizen Measure V Oversight Committee – Michelle Lane, Chair; Brandy Leidgen, Vice Chair; Janielyn Bayona, Brian Beckon, and Gregory Grassi
SUBJECT: Measure V Oversight Committee’s Review of the FY 2022-23 Annual Comprehensive Financial Report and Evaluation and Report on the City’s Proposed Use of Measure V Revenues in the Proposed Biennial Capital Budget for FY 2024-25 and FY 2025-26
The Measure V Oversight Committee (Committee) met on March 19, 2024 to review the Fiscal Year (FY) 2022-23 Annual Comprehensive Financial Report (ACFR), which includes the annual audit. At this same meeting, the Committee also received an update on the use of Measure V revenues in the City’s adopted Biennial Operating FY 2023-24 and FY 2024-25 Budget. During its FY 2023-24 Mid-Year Budget Update on February 27, 2024, the City Council approved the use of one-time FY 2022-23 Measure V budget residual for allocation to project holding accounts to address infrastructure maintenance needs and further the Council’s investment in smart technology for traffic signalization. Of the $2.6 million of the one-time Measure V FY 2022-23 budget residual, the City Council allocated $400,000 to the Furniture, Fixture, and Equipment holding account, $500,000 to the public safety equipment reserve, and $1.7 million for the completion of the Transportation Management Center at the Public Works Corp Yard that will house the transportation division, traffic management center and signal cabinet testing space. The replacement reserves, which were established by the City Council in FY 2015-16, provide funding for small capital assets used by the public and safety equipment for sworn staff.

At its April 4, 2024 meeting, the Committee heard a presentation from staff on the City’s preliminary Biennial FY 2024-25 and FY 2025-26 Capital Budget. The purpose of the Capital Budget presentation was to obtain an understanding of how Measure V revenue is proposed for use in the Capital Budget in order to advise the Council. Measure V was passed to: protect core services, maintain the City’s reserves, address the City’s infrastructure backlog, and address areas of community priority.

The Committee has made the following findings with regard to its charge in oversight of the tax:

1. Has the Committee reviewed the FY 2022-23 Annual Audit and confirmed that the Measure V tax was collected and spent?

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Measure V Committee’s Finding Memo
June 4, 2024

Page 2 of 3 ends

On March 19, 2024, the Committee reviewed the FY 2022-23 Annual Comprehensive Financial Report (ACFR) and determined that the presentation of the Measure V Transactions and Use Tax in the financial statements (pages xvii, 9, 13, 24-25, and 32) reflect the collection of a total of $33.8 million of the tax appropriately.

The Committee finds that Measure V tax revenue was budgeted at $31.3 million, and that $33.8 million was collected (page 32 of the ACFR). The Committee finds that usage of Measure V tax revenue was identified clearly in the annual audit (page 119 of the ACFR). Further, the Committee finds that $11.2 million of Measure V tax revenue went to maintain General Fund operations for City services, which allowed the City to avoid cuts to core City services; $1.3 million went to Council directed priorities such as economic development, code enforcement, public safety, the maintenance response team, and infrastructure maintenance; and $22.4 million went to infrastructure investment including transportation grants, residential paving, building and parks maintenance. The remaining $2.6 million in one-time budget residual was used consistent with the City’s Fiscal Sustainability Ordinance to support reserves and infrastructure investment. The City Council allocated the one-time budget residual during the Mid-Year Budget Update on February 27, 2024.

2. Does the City’s proposed Biennial Capital Budget for FY 2024-25 and 2025- 26 address the City’s infrastructure needs?
On April 4, 2024, the Committee reviewed the Proposed FY 2024-25 and FY 2025- 26 Biennial Capital Budget and concluded that the presentation on the use of Measure V revenue to fund capital projects addresses the City’s infrastructure backlog. Specifically, the revenues are being allocated to support existing infrastructure and address areas of community and Council priority. Safe and usable infrastructure is a City Council priority.

The City borrowed $114 million to accelerate infrastructure projects, leveraging Measure V funds. Over the next two fiscal years, $34.0 million in Measure V revenue and funding from debt issuances for which Measure V funds are allocated for debt service are planned for various street improvement projects, parks facilities improvements, building maintenance, citywide accessibility enhancements, and improving efficiencies through information technology.

Measure V revenue comprises 20% and debt issuance funding comprises 29% of the proposed Biennial Capital Budget for FY 2024-25 and FY 2025-26, at approximately $13.7 million and $20.3 million respectively. The proposed capital projects do not create new, ongoing expenditures. The Biennial Capital Budget addresses the infrastructure backlog and allocates payments for debt service for infrastructure improvements.

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Measure V Committee’s Finding Memo
June 4, 2024

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Committee Summary and Recommendation
Measure V has proven to be a vital revenue source allowing the City to protect essential services, address critical infrastructure backlogs, and focus efforts toward areas of community priority.

The Committee encourages Council to continue analyzing spending priorities to ensure that they meet the most pressing needs and concerns of all Concord residents. In particular, the Committee urges the Council to prioritize the concerns raised by citizens during Measure V’s marketing campaign, notably addressing homelessness, maintaining gang prevention and neighborhood-based patrols, tackling aging infrastructure and roadway issues, and supporting local businesses.

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Fiscal Years 2023-24 and 2024-25
Mid-Cycle Budget Update
DONNA K. LEE, BUDGET AND TREASURY OFFICER
JUNE 4, 2024
1

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Mid-Cycle Update Agenda
2 ❖ Council Priority Focus Areas/Tier 1 and Tier 2 Priorities ❖ Biennial Budget Process
❖ Proposed FYs 2023 -24 and 2024 -25 Budget Adjustments ❖ Measure V Oversight Committee Report
❖ Council Discussion
❖ Council Action

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City Council Priorities
3

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FY 2024-25 City Council Priorities
4 Tier 1
❖ Concord Naval Weapons Station Reuse
❖ Implementation of Homeless Strategic Plan
❖ Implementation of Housing Element Mandates
❖ Economic Development Strategy Update
❖ Make Progress on a Plan to Address Unfunded Infrastructure Needs ❖ Develop and Adopt a 2-year General Fund Operating Budget Tier 2
❖ Develop and Implement Sidewalk Vending Regulations

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Biennial Budget
Process Overview
5

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Biennial Budget Process
6 ❖ June 2023
▪ Adopted 2-year Operating budget
▪ Reviewed/amended second year of Capital Budget
❖ February 2024
▪ Mid-year review of Operating/Capital Budgets
❖ June 2024
▪ Review/amend second year of Operating Budget
▪ Adoption of 2-year Capital Budget
❖ February 2025
▪ Mid-year review of Operating/Capital Budgets

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Recommended
General Fund
Budget Adjustments
7 FYs 2023-24 and 2024-25

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General Fund Recommendations
8 ❖ Create Redevelopment Property Holding Account
and Appropriate $207,000 (one-time)
❖ Rollover FY 2023-24 Economic Development Division unspent budget to support development of Economic Development
Strategy in FY 2024-25 (est. $67,000)

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Recommended Other
Fund Budget Adjustments
9 FYs 2023-24 and 2024-25

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Other Fund
Recommended Adjustments
10 ❖ Technical Clean-up to the Inclusionary Housing Fund – First Time Home Buyer Program (ongoing)
▪ FY 2023-24 $30,000
▪ FY 2024-25 $90,000

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Other Fund
Recommended Adjustments
11 ❖ American Rescue Plan Act (ARPA) Fund – Allocate and Reallocate Funds (no additional funding)
▪ Allocate interest earnings and unused allocations to CIP Holding Account ($1.8M)
▪ Transfer allocations that won’t be spent by Dec. 31 to General Fund and reallocate General Fund dollars to the projects ($5.9M) ▪ Authorize City Manager to make administrative adjustments as required

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Measure V Oversight
Committee Report
12 Presented By
Michelle Lane, Committee Chair

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Council Actions
13

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Requested Council Actions
14 1. Adopt a Resolution Amending the FYs 2023-24 and 2024-25 Municipal Budgets

2. Adopt a Resolution Adopting the City of Concord’s Salary Schedule Effective July 8, 2024

3. Adopt a Resolution Adopting the City of Concord’s Annual Appropriations Limit

4. Adopt a Resolution Authorizing Allocations and Reallocations for ARPA Funded Projects and Authorizing the City Manager to Make Administrative Adjustments to ARPA Funded Projects

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Questions?
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Concord City CouncilJune 4, 2024

Concord City Council
June 4, 2024