Agenda Packet — Hercules City Council, April 25, 2023

Tuesday, April 25, 2023
7:00 PM
City of Hercules
111 Civic Drive
Hercules, CA 94547
City Council
Mayor Alex Walker-Griffin
Vice Mayor Dan Romero
Council Member Dion Bailey
Council Member Chris Kelley
Council Member Tiffany Grimsley
Dante Hall, City Manager
Patrick Tang, City Attorney
Eibleis Melendez, Acting City Clerk
Meeting Agenda
In-Person in Council Chambers or
Zoom ID: 870 2014 4877
Zoom Passcode: 954027
Zoom Phone Number: 1-669-900-6833
1 April 25, 2023City Council Meeting Agenda
See last pages of agenda for information regarding meeting procedures To view webcast of meetings, live or on demand, go to the City's website at www.ci.hercules.ca.us I. CLOSED SESSION – CALL TO ORDER - ROLL CALL

NO CLOSED SESSION
II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS
NONE
III. CONVENE INTO CLOSED SESSION
The Hercules City Council will meet in Closed Session regarding the following:

NO CLOSED SESSION
IV. REGULAR MEETING – CONVENE INTO OPEN SESSION - ROLL CALL [7:00 p.m] V. A. REPORT ON ACTION TAKEN IN CLOSED SESSION

NO CLOSED SESSION
B. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A COUNCIL MEMBER TO

PARTICIPATE IN A MEETING REMOTELY DUE TO JUST CAUSE OR EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449.

VI. PLEDGE OF ALLEGIANCE
VII. MOMENT OF SILENCE
VIII. INTRODUCTIONS/PRESENTATIONS/COMMISSION REPORTS

1. 22-512
National Library Week Proclamation and Presentation
Proclamation - National Library WeekAttachments:

2. 22-511 Fair Housing Month Proclamation
Proclamation-Fair Housing MonthAttachments:

3. 22-510 RecycleMore Presentation
RecycleMore PresentationAttachments:

IX. AGENDA ADDITIONS/DELETIONS

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2 April 25, 2023City Council Meeting Agenda
X. PUBLIC COMMUNICATIONS
This time is reserved for members of the public to address issues not included in the agenda. In accordance with the Brown Act, Council will refer to staff any matters brought before them at this time, and those matters may be placed on a future agenda.

Individuals wishing to address the City Council are asked to complete a form indicating the name and address of the speaker and the general topic to be addressed. Speakers must make their comments from the podium and will be allowed 3 minutes to discuss their concerns. All public comments are recorded and become part of the public record. A limit of 30 minutes will be devoted to taking public comment at this point in the agenda. If any speakers remain at the conclusion of the initial 30 minute period, time will be reserved at the conclusion of the meeting to take the remaining comments.

XI. PUBLIC HEARINGS
XII. CONSENT CALENDAR

1. 22-507
Closed Session Meeting Minutes for the Special Meeting on March 28th, 2023
Closed Session Meeting Minutes for the Special Meeting on March 28th, 2023Attachments:

2. 22-508 Meeting Minutes for the Regular Meeting on March 28th, 2023 Meeting Minutes for the Regular Meeting on March 28th, 2023Attachments:

3. 22-509 Acceptance of the Sycamore Avenue Pavement Rehabilitation Project
RECOMMENDATION: Adopt a resolution accepting the Sycamore Avenue Pavement Rehabilitation Project contract with McGuire & Hester as complete for a total amount of $889,485 and authorizing the filing of the Notice of Completion with the Contra Costa County Recorder’s Office.

Staff Report - Sycamore Avenue Pavement Rehab Project Acceptance Attach 1 - Resolution Sycamore Ave Pavement Rehabilitation Project Acceptance Attach 2 - Notice of Completion
Attach 3 - Project Location Map
Attachments:

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3 April 25, 2023City Council Meeting Agenda
XIII. DISCUSSION AND/OR ACTION ITEMS

1. 22-513 Budget Workshop: FY 23-24 City of Hercules Annual Proposed Budget
RECOMMENDATION: No action is required at this time. It is recommended that the City Council discuss and provide direction to staff regarding the proposed Fiscal Year (FY) 23-24 annual budget.

Staff Report - Budget Workshop - FY 23-24 Proposed Annual Budget Attach 1 - FY 23-24 List of Additional Budget Request
Attach 2 - FY 23-24 Proposed General Fund - Fund Summary Attach 3 - FY 23-24 Proposed General Fund - Expenditures by Category Attach 4 - FY 23-24 Projected General Fund Reserve Balances Attach 5 - General Fund Five-Year Forecast
Attach 6 - FY 23-24 Proposed Special Revenue - Fund Summaries Attach 7 - FY 23-24 Proposed Sewer - Fund Summaries
Attach 8 - FY 23-24 Proposed Internal Service Fund (ISF) - Fund Summaries Attach 9 - FY 23-24 Debt Service Fund - Fund Summaries
Attach 10 - FY 23-24 Proposed CIP - Funding Sources
Presentation
Attachments:

2. 22-514 Award of a Construction Contract in the amount of $1,488,622 for the Willow/Palm Sidewalk Connector Project
RECOMMENDATION: Adopt a resolution authorizing the City Manager to execute a construction contract with R&S Construction Management in the amount of $1,488,622 for the Willow/Palm Sidewalk Connector Project, authorizing an additional expenditure of up to $148,862 for a 10% contingency on said construction contract, for a total not to exceed amount of $1,637,484.

Staff Report - Willow Palm Sidewalk Award
Attach 1 - Resolution-Willow Palm Sidewalk Award
Attachments:

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4 April 25, 2023City Council Meeting Agenda

3. 22-515 Professional Services Agreement with WSP in the amount of $101,891 for the Willow/Palm Sidewalk Connector Project RECOMMENDATION: Adopt a Resolution authorizing the City Manager to execute an agreement with WSP for a not to exceed amount of $101,891 for Construction Management Services for the Willow/Palm Sidewalk Connector Project.

Staff Report - Willow Palm Construction Management Award Attach 1 - Resolution - Willow Palm Construction Management Attach 3 - City Professional Services Agreement - WSP - Willow_Palm Ped Project Attach 3 - Shewchuk, Bruce_CM
Attach 4 - Bohlander Matt_WSP
Attach 5 - Jon Adams_WSP
Attach 6 - Cowling_Jeff_WSP
Attachments:

4. 22-516 Update on the City of Hercules Parks and Recreation Department Recommendation: Receive an update on the CIty of Hercules Parks and Recreation Department.

Staff Report - Parks and Recreation Update
Presentation- Parks and Recreation Department
Attachments:

XIV. PUBLIC COMMUNICATIONS
This time is reserved for members of the public who were unavailable to attend the Public Communications period during Section X of the meeting, or were unable to speak due to lack of time. The public speaker requirements specified in Section X of this Agenda apply to this Section.

XV. CITY COUNCIL/CITY MANAGER/CITY ATTORNEY ANNOUNCEMENTS,

COMMITTEE, SUB-COMMITTEE AND INTERGOVERNMENTAL COMMITTEE REPORTS

AND FUTURE AGENDA ITEMS
This is the time for brief announcements on issues of interest to the community. In accordance with the provisions of the Brown Act, matters which do not appear on this agenda but require City Council discussion may be either (a) referred to staff or other resources for factual information or (b) placed on a future meeting agenda.

1. Regional Committees

2. City Council Committees and Subcommittees

3. Commission Liaisons

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5 April 25, 2023City Council Meeting Agenda
XVI. ADJOURNMENT
The next Regular Meeting of the City Council will be held on Tuesday, May 9, 2023 at 7:00p.m. in the Council Chambers.

Agendas are posted in accordance with Government Code Section 54954.2(a) or Section 54956.

Members of the public can view electronic agendas and staff reports by accessing the City website at www.ci.hercules.ca.us and can receive e-mail notification of agenda and staff report postings by signing up to receive an e-notice from the City’s homepage. Agendas and staff reports may also be obtained by contacting the Administrative Services Department at (510) 799-8208. (Posted: April 20, 2023)

INSTRUCTIONS ON HOW TO PARTICIPATE AND WATCH THE HERCULES CITY COUNCIL AND PLANNING

COMMISSION HYBRID MEETINGS
Attend in Person: Hercules City Council Chambers – 111 Civic Drive, Hercules, CA 94547 Attend via Zoom Teleconference: Details provided below and zoom webinar login, passcode and phone numbers provided on the agenda cover.

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6 April 25, 2023City Council Meeting Agenda
How to Submit Public Comments
In Person: Attend meeting at the Hercules City Council Chambers, fill out a public speaker card located on the side table and submit it to the City Clerk.

Via Zoom: Members of the public may submit a live remote public comment via Zoom video conferencing.

Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here or go to: https://www.zoom.us/join. Zoom also allows you to join by phone at +1-669-900-6833 or +1-929-205-6099 or +1-253-215-8782. • Speakers will be asked to provide their name and city of residence, although providing this information is not required for participation.
• Each speaker will be allowed up to 3 minutes to speak and provide comment. A limit of 30 minutes will be devoted to taking public comment during the first public comment period on the agenda. If any speaker comments have not been accommodated prior to the initial 30 minute period, time will be reserved at the conclusion of the meeting for the remaining public comments. • Speakers will be muted until their opportunity to provide public comment.

When the Mayor opens the comment period for the item you wish to speak on, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have a comment to provide and press *6 to unmute.

Written Comments Submitted Electronically: All comments received before 3:00 p.m. the day of the meeting will be provided to the City Council prior to the meeting and posted to the City’s agenda website and located by clicking on the “meeting details” tab. Written comments received after 3:00 p.m. will be provided to City Council and posted to the agenda website the following day. Written comments will not be read aloud during the meeting. Email comments to [email protected]. Please indicate which item on the agenda you are commenting on in the subject line of your email.

Written comments submitted in person or via mail: Additional ways to provide your public comment is to either drop off your comment in person to the front desk receptionist located in the City Hall lobby or to mail your comment to City of Hercules, ATTN: City Clerk – Public Comment (Meeting Date), 111 Civic Drive, Hercules, CA 94547 in time to reach the City Clerk no later than 3:00 p.m. on the day of the meeting or you can submit your comment by telephone by calling (510) 799-8208 no later than 3:00 p.m. on the meeting date.

If you need assistance with public comment, please contact: Eibleis Melendez City Clerk at [email protected] or by calling (510) 799-8208.

All public comments will become part of the official meeting record. The City cannot guarantee that its network and/or the website will not be uninterrupted. To ensure that the City Council receives your written comments, you are strongly encouraged to submit your comments in writing in advance of the meeting by 3:00 p.m. on the day of the Council or Commission meeting.

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7 April 25, 2023City Council Meeting Agenda

OTHER WAYS TO WATCH THE MEETING
Live on Channel 28: City Council meetings will replay the following Thursday at 7:00 p.m. and Saturday at 1:00 p.m.

Planning Commission meetings will replay the following Wednesday at 7:00 p.m. and Saturday at 9:00 a.m.

Video Streamed Live on the City’s Website:

To view City Council and Planning Commission meeting videos online go to: Hercules Meeting Videos.

Instructions to view Live or On-Demand Videos from the City’s website:

1. Go to: Hercules Meeting Videos or https://hercules.legistar.com/calendar.aspx.

2. Locate the desired meeting and date.

3. Click the associated “Video” link (Video status is as follows):

Video = Video is available for on demand viewing.

In Progress = Video is available for viewing during live recording.

Not Available = Video is either unavailable or has not been recorded.

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8 April 25, 2023City Council Meeting Agenda

THE HERCULES CITY COUNCIL ADHERES TO THE FOLLOWING POLICIES,

PROCEDURES AND REGULATIONS REGARDING CITY COUNCIL MEETINGS

1. SPECIAL ACCOMMODATIONS: In compliance with the Americans with Disabilities Act, if you require special accommodations to participate at a City Council meeting, please contact the City Clerk at 510-799-8208 at least 48 hours prior to the meeting.

2. AGENDA ITEMS: Persons wishing to add an item to an agenda must submit the final written documentation 12 calendar days prior to the meeting. The City retains the discretion whether to add items to the agenda. Persons wishing to address the City Council otherwise may make comments during the Public Communication period of the meeting.

3. AGENDA POSTING: Agendas of regular City Council meetings are posted at least 72 hours prior to the meeting at City Hall, the Hercules Swim Center, Ohlone Child Care Center, and on the City’s website (www.ci.hercules.ca.us),

4. PUBLIC COMMUNICATION: Persons who wish to address the City Council should complete the speaker form prior to the Council's consideration of the item on the agenda.

Anyone who wishes to address the Council on a topic that is not on the agenda and is relevant to the Council should complete the speaker form prior to the start of the meeting. Speakers will be called upon during the Public Communication portion of the meeting. In accordance with the Brown Act, the City Council may not take action on items not listed on the agenda. The Council may refer to staff any matters brought before them at this time and those matters may be placed on a future agenda.

In the interests of conducting an orderly and efficient meeting, speakers will be limited to three (3) minutes.

Anyone may also submit written comments at any time before or during the meeting.

5. CONSENT CALENDAR: All matters listed under Consent Calendar are considered to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Council or a member of the public prior to the time the City Council votes on the motion to adopt.

6. LEGAL CHALLENGES: If you challenge a decision of the City Council in court, you may be limited to raising only those issues you or someone else raised at the meeting or in written correspondence delivered at, or prior to, the meeting. Actions challenging City Council decisions shall be subject to the time limitations contained in Code of Civil Procedure Section 1094.6.

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9 PROCLAMATION

RECOGNIZING APRIL 23-29, 2023 AS

NATIONAL LIBRARY WEEK IN THE CITY OF HERCULES

WHEREAS, libraries provide the opportunity for everyone to pursue their passions and engage in lifelong learning, allowing them to live their best life; and WHEREAS, libraries have long served as trusted institutions for all members of the community regardless of race, ethnicity, creed, ability, sexual orientation, gender identity, or socio-economic status; and
WHEREAS, libraries strive to develop and maintain programs and collections that are as diverse as the populations they serve and ensure equity of access for all; and WHEREAS, libraries adapt to the ever-changing needs of their communities, continually expanding their collections, services, and partnerships; and WHEREAS, libraries play a critical role in the economic vitality of communities by providing internet and technology access, literacy skills, and support for job seekers, small businesses, and entrepreneurs; and
WHEREAS, libraries are accessible and inclusive places that promote a sense of local connection, advancing understanding, civic engagement, and shared community goals; and WHEREAS, libraries are cornerstones of democracy, promoting the free exchange of information and ideas for all; and
WHEREAS, libraries, librarians, and library workers are joining library supporters and advocates across the nation to celebrate National Library Week.

NOW, THEREFORE BE IT PROCLAIMED that I, Alex Walker-Griffin, Mayor of the City of Hercules, on behalf of the entire City Council, do hereby recognize April 23-29, 2023, as National Library Week in the City of Hercules. I encourage all residents to visit the library this week to explore the wealth of resources available.

In witness whereof, I hereunto set my hand and cause the seal of the City of Hercules to be affixed this 25th day of April, 2023.

________________________________
Alex Walker-Griffin, Mayor

10 PROCLAMATION

RECOGNIZING APRIL 2023 AS FAIR HOUSING MONTH

IN THE CITY OF HERCULES

WHEREAS, April 2023, marks the 55th anniversary of the passage of the U.S. Fair Housing Act, which enunciates a national policy of fair housing for all who live in the United States; and

WHEREAS, The Fair Housing Act prohibits discrimination based on race, color, religion, sex, handicap, familial status and national origin; and

WHEREAS, fair housing is good for the community; and

WHEREAS, economic stability, community health, and human relations in all communities are improved by diversity and integration; and

WHEREAS, Fair Housing is integral to the ethical commitment of members of the National Association of REALTORS® and the Contra Costa Association of REALTORS® and is critical to the ability of all real estate professionals to serve their clients, customers, and communities; and

WHEREAS, acts of housing discrimination and barriers to equal housing opportunity are repugnant to a common sense of decency and fairness.

NOW, THEREFORE BE IT PROCLAIMED that I, Alex Walker-Griffin, Mayor of the City of Hercules, on behalf of the entire City Council, do hereby recognize the month of April 2023 as Fair Housing Month in the City of Hercules, to establish the City of Hercules as an inclusive community committed to fair housing and to promote appropriate activities by private and public entities intended to provide or advocate for equal housing opportunities for all residents and prospective residents of the City of Hercules.

In witness whereof, I hereunto set my hand and cause the seal of the City of Hercules to be affixed this 25th day of April, 2023.

________________________________
Alex Walker-Griffin, Mayor
11 An Introduction to
RecycleMore
April 25, 2023
12 What is a Solid Waste Authority?
 Special District/JPA
 Hundreds of these in CA
 30-40 Solid Waste Authorities in the State, 6 in the
greater Bay Area
Why Does it Exist?
 Efficiency
 Lower Rates/Bargaining power
 Compliance
 Best seen in context of how solid waste is a utility, and how it has evolved over the past 75 years
13 Brief History of Solid Waste (“Garbage, Recycling,
Composting,” et al) in California and the Bay Area
 1945-1985: numerous small local landfills
 Many in or near the Bay
 Robust b2b recycling infrastructure, mainly paper and metals  Many Things Happened in the 1980’s – 1990’s
 Small dumps started closing
 NY Garbage Barge circa 1987 -> national discussion/fear about lack of landfill space and need to recycle; burgeoning environmentalism
 Proliferation of Private Garbage Companies (WM, BFI, USA Waste, Allied, Republic, Waste Connections, Sanifill, United Waste, Norcal/Recology) with eventual consolidation
 Incinerator Battles, 1992 RCRA/Subtitle D, CRV/Bottle Bill 14 Brief History of Garbage, Recycling, and
Composting in California and the Bay Area
 Most Importantly in CA: ab939, Signed by outgoing Governor Deukmejian in 1989.
 Mandated 50% Diversion from Landfills
 Instituted residential curbside recycling and really drove the infrastructure what you commonly see today
 Coming back to waste authorities, put all these factors together, and cities began forming solid waste authorities:
 RecycleMore formed circa 1990/1991, coincides with the other 5 solid waste authorities in the Bay Area
 Monterey Waste Authority; Alameda County Waste Authority; Central Contra Costa Waste Authority; South Bay Waste Authority (San Mateo County); Sonoma County Waste Authority
15 Waste Authority Approaches
Contrast these 6 Authorities by what each do:

Monterey: Owns & Operates Landfill, MRF, Post-
Collection Assets;
CCC & SBW: Sub-Contracts for both Collection & Post-
Collection
WCC & SC: Sub-Contracts for Post-Collection
ACW: No Contracts but is a funding clearinghouse
16 West Contra Costa Integrated Waste
Management Authority
Our Agency’s Mission:
 Provide cost-effective compliance with state law;
 Provide effective oversight of the privately-owned MRF;  Protect rate-payer interest;
 Provide cost-effective waste disposal and diversion while assisting member agencies to meet State mandates
Governing Document is our JEPA (Joint Exercise of Powers Authority), created in April 1991, amended most recently in 2019.
17 What RecycleMore Does
 Represents Richmond, Pinole, Hercules, San Pablo in a Post-Collection Agreement with Republic
 Main aspect of the PCA is setting post-collection rates  Manages numerous programs associated with solid
waste, recycling, composting, household hazardous
waste, electronic waste, batteries, and mattresses
 Responsible for maintaining compliance with state law for Richmond, Pinole, Hercules, San Pablo, El Cerrito
and Unincorporated County (represent for our member
agencies with CalRecycle)
18 West Contra Costa Integrated Waste
Management Authority
 Think of the Authority as an extension of your Public Works Department
 As a subcontractor of sorts, it’s more efficient since the authority staff can do the job for multiple cities
 With more cities, volume and rate payers, the Authority drives better pricing for solid waste services.
 Just like your PW Dept, we have a Director who answers to a board of directors that are elected officials from the member agencies, so there is financial transparency and effective oversight by elected officials
19 What RecycleMore Does: Programs
Outreach & Education
 Website & Social Media
 What can I recycle
 Schools (Field Trips, In-School Events, On-Site Services)  HHW One Day Events; Used Oil Recycling; Earth Day
 Compliance with sb1383 and other state mandates (treated wood waste) Compliance
 Annual, Quarterly and other Reports to CalRecycle (ab939)  HHW facility oversight and reporting (Various Grant Programs)  New Reporting Requirements for sb1383 (compliant vs non-compliant businesses and managing waiver process)
 Other sb1383 programs where RecycleMore and Republic manage subcontractors (contamination monitoring, database management, etc) 20 What RecycleMore Does: Rates
 Rates are set every November for next calendar year
 Public process with a workshop in October and a set of resolutions passed in November
 Similar process for RecycleMore’s budget
 Public process with a workshop in May and budget
resolution passed in June.
21 What RecycleMore Does: Rates
Calculated 2023 Blended Per Ton Rate and Components Compared to Prior Years $ Change 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 2023 to 2022 Adoopted Actual Actual Actual Actual Actual Actual Actual Actual Initial Material Specific $ 3.38 $ 87.80 $ 84.42 $ 82.87 $ 81.28 $ 78.62 $ 76.53 $ 74.33 $ 72.61 $ 70.99 $ 69.57 HHW $ 0.10 $ 7.83 $ 7.73 $ 6.86 $ 6.97 $ 6.78 $ 6.22 $ 6.04 $ 5.75 $ 6.02 $ 5.76 Authority Budget $ 0.04 $ 6.74 $ 6.70 $ 5.36 $ 7.86 $ 6.44 $ 6.16 $ 6.12 $ 5.43 $ 5.37 $ 7.28 Authority Regulatory Compliance $ 0.07 $ 1.47 $ 1.40 $ 1.43 $ 1.33 NA NA NA NA NA NA Recycling Rebate $ (2.41) $ (5.20) $ (2.79) $ (0.48) $ (1.18) $ (2.91) $ (6.15) $ (4.58) $ (4.56) $ (5.64) $ (5.71) Governmental Fee $ 0.34 $ 10.48 $ 10.14 $ 10.10 $ 10.00 $ 9.64 $ 9.27 $ 9.18 $ 10.54 $ 11.10 $ 11.51 Change In Law (SB 1383) $ 1.48 $ 1.48 NA NA NA NA NA NA NA NA NA Total $ 3.00 $ 110. 60 $ 107.60 $ 106.14 $ 106.26 $ 98.57 $ 92.03 $ 91.08 $ 89.77 $ 87.84 $ 88.41

2.79%
Percentage
Change 2.79% 1.38% -0.12% 7.80% 7.11% 1.04% 1.46% 2.20% -0.64% Total Percent Change 25.10%
Avg. Annual Percent Change 2.79%
22 What RecycleMore Does: Rates
 Post-Collection costs are about 30% of the overall rate paid at the commercial and residential level.
 For Hercules, the monthly cost for a 35-gallon cart is $45.00, and the post-collection amount is $12.60.

Material Specific 9.95 $ Material Specific 79%
HHW 0.88 $ HHW 7%
Authority 0.76 $ Authority 6%
Reg Compliance 0.13 $ Reg Compliance 1%
Gov't Fees 1.13 $ Gov't Fees 9%
Change In Law 0.13 $ Change In Law 1%
Rebate (0.63) $ Rebate -5%
23 RecycleMore Budget 2022-2023
FY22-23
Personnel $ 944,934 62%
Professional Services $ 252,500 17%
Program Direct Expenses $ 118,800 8%
General Expenses $ 93,198 6%
Grant Expenditures $ 113,152 7%
Total $ 1,522,084
Summary of Operating Fund Budget
Expenses
24 What RecycleMore Does: Current Issues
sb1383
 New law mandating organic collection and diversion
 Weighed down by numerous bureaucratic mandates
Sb1383 Memorandum of Understanding
 MOU delineating roles, delegations and responsibilities being negotiated between member agencies and the Authority
Post-Collection Agreement (current expires 6/2025)
 RecycleMore has begun negotiating new/extended PCA with Republic Plastics
 Is a good example of an issue that requires resolution between the Authority, member agencies, and collection/post-collection operations.  Managing plastic waste is extraordinarily complex.
25 Summary
 The Authority is focused on providing services and
support to our member agencies
 We promote best management practices for material
management
 Most often we are working with and collaborating with our member agencies and Republic.
26 111 Civic Drive
Hercules, CA 94547City of Hercules
Meeting Minutes
City Council
Mayor Alex Walker-Griffin
Vice Mayor Dan Romero
Council Member Dion Bailey
Council Member Chris Kelley
Council Member Tiffany Grimsley
Dante Hall, City Manager
Patrick Tang, City Attorney
Eibleis Melendez, Acting City Clerk
6:00 PMTuesday, March 28, 2023

SPECIAL MEETING-CLOSED SESSION
In - Person in Council Chambers
I. SPECIAL MEETING- CLOSED SESSION – CALL TO ORDER - ROLL CALL [6:00 P.M] Vice Mayor Romero Called the meeting to order. Mayor Walker-Griffin was absent at this time.

Vice Mayor D. Romero, Council Member D. Bailey, and Council Member C. KelleyPresent: 3 - Mayor A. Walker-Griffin, and Council Member T. GrimsleyAbsent: 2 -

IA CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A COUNCIL MEMBER TO PARTICIPATE IN A MEETING REMOTELY DUE TO JUST CAUSE OR EMERGENCY CIRCUMSTANCES PURSUANT TO AB2449 Mayor Walker-Griffin requested to attend the Closed Session meeting remotely. City Attorney, Patrick Tang, provided instruction as well as reviewed the requirements of AB2449 for Council Members. Which are necessary for Mayor Walker-Griffin to attend the meeting remotely. Council Members provided no comment. Mayor Walker-Griffin met the criteria for attending remotely. Action was taken on this item. A roll call vote was required. City Attorney Tang, read closed session item. Council Members; including Mayor Walker-Griffin, City Attorney Tang and City Manager, Dante Hall, recessed into closed session.

MOTION: A motion was made by Council Member Kelley to allow Mayor Walker-Griffin to attend the Closed Session meeting remotely, seconded by Council Member Bailey, to approve this . The motion carried by the following vote:

Aye: Vice Mayor D. Romero, Council Member D. Bailey, and Council Member C. Kelley3 -

Absent: Mayor A. Walker-Griffin, and Council Member T. Grimsley2 -

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27 March 28, 2023City Council Meeting Minutes
II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS
THERE WAS NO PUBLIC COMMENT.

III. CONVENE INTO CLOSED SESSION
6:07 P.M.

The Hercules City Council will meet in Closed Session regarding the following:

1. 22-498 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION - Significant exposure to litigation pursuant to Government Code § 54956.9(d)(2) related to fatal traffic incident located at [Parker Ave at 4th Street].
_________________________________
Alex Walker-Griffin, Mayor
Attest:
_______________________________
Eibleis Melendez, Acting City Clerk

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28 Tuesday, March 28, 2023
City of Hercules
Meeting Minutes
City Council
Mayor Alex Walker-Griffin
Vice Mayor Dan Romero
Council Member Dion Bailey
Council Member Chris Kelley
Council Member Tiffany Grimsley

Dante Hall, City Manager
Patrick Tang, City Attorney
Eibleis Melendez, Acting City Clerk

7:00 PM
111 Civic Drive
Hercules, CA 94547

In-Person in Council Chambers or
Zoom ID: 823 8081 5835
Zoom Passcode: 425827
Zoom Phone Number: 1-669-900-6833

I. CLOSED SESSION – CALL TO ORDER - ROLL CALL

Please refer to the March 28, 2023, Special Meeting- Closed Session Agenda and Minutes for more information.

Present: 4 -

Absent: 1 -
Mayor A. Walker-Griffin, Vice Mayor D. Romero, Council Member D. Bailey, and Council Member C. Kelley
Council Member T. Grimsley

II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS

NONE

III. CONVENE INTO CLOSED SESSION

The Hercules City Council will meet in Closed Session regarding the following:

Please refer to the March 28, 2023, Special Meeting- Closed Session Agenda and Minutes for more information.

IV. REGULAR MEETING – CONVENE INTO OPEN SESSION- ROLL CALL [7:00 P.M.]

Present: 4 -

Absent: 1 -
Mayor A. Walker-Griffin, Vice Mayor D. Romero, Council Member D. Bailey, and Council Member C. Kelley
Council Member T. Grimsley
29 V. REPORT ON ACTION TAKEN IN CLOSED SESSION

City Attorney, Patrick Tang, reported on the closed session item:

Conference with Legal Counsel-Anticipated Litigation- Significant exposure to litigation pursuant to Government Code 54956.9(d)(2) related to fatal traffic incident located at [Parker Ave at 4th Street]. No final or reportable action was taken. A statement regarding the incident was read by Mayor Walker-Griffin, on behalf of the City. Mayor Walker-Griffin closed the Special Meeting-Closed Session Item.

VI. PLEDGE OF ALLEGIANCE

Pledge of Allegiance lead by Vice Mayor Romero.

VII. MOMENT OF SILENCE

A Moment of Silence was held for the victims in the tragedy that occurred the weekend prior at Parker Ave at 4th Street.

VIII. INTRODUCTIONS/PRESENTATIONS/COMMISSION REPORTS

NONE

IX. AGENDA ADDITIONS/DELETIONS

City Manager, Dante Hall, requested that Discussion Item 4, 22-495; Update on the Hercules Police Department, be postponed until a future date.

X. PUBLIC COMMUNICATIONS

NONE

This time is reserved for members of the public to address issues not included in the agenda. In accordance with the Brown Act, Council will refer to staff any matters brought before them at this time, and those matters may be placed on a future agenda.

1. 22-487 Mandatory Garbage/Solid Waste Disposal - Delinquent Accounts RECOMMENDATION: Conduct a Public Hearing and upon conclusion, consider adopting a Resolution confirming the report of delinquent accounts and placing liens on said properties and special assessments upon property taxes pursuant to City of Hercules Municipal Code Section 5-2.01 to 5-2.16, Mandatory Garbage/Solid Waste Disposal.

Attachments: Staff Report - Garbage Liens
Attach 1 - Resolution- Liens
Attach 2 - Letter from Republic Services
Attach 3 - Prelim Lien List 3-13-23
Acting City Clerk, Eibleis Melendez, presented the agenda item. No public comment. Council Members provided no comment. Action was taken on this item. Mayor Walker-Griffin closed the Public Hearing.

MOTION: A motion was made by Council Member Kelley, seconded by Vice Mayor Romero, to adopt the Resolution for the Mandatory Garbage/ solid Waste Disposal. The motion carried by the following vote:

Aye:

Absent:
4 - Mayor A. Walker-Griffin, Vice Mayor D. Romero, Council Member D. Bailey, and Council Member C. Kelley
1 - Council Member T. Grimsley

XII. CONSENT CALENDAR

MOTION: A motion was made by Council Member Kelley, seconded by Vice Mayor Romero, to adopt the Consent Calendar as is . The motion carried by the following vote:

Aye:

Absent:
4 - Mayor A. Walker-Griffin, Vice Mayor D. Romero, Council Member D. Bailey, and Council Member C. Kelley
1 - Council Member T. Grimsley

1. 22-491 Meeting Minutes for the Regular Meeting on March 14th, 2023

Attachments: Meeting Minutes for the Regular Meeting on March 14th, 2023

APPROVED

2. 22-488 Extension of Pre-Qualified Vendor lists through June 2023 RECOMMENDATION: Staff recommends the Council approve a resolution extending the City’s pre-qualified vendor lists for planning and engineering services through June 2023, to allow staff additional time to evaluate qualifications received in response to the City’s February 2023 Request for Qualifications.
31 Attachments: Staff Report - Extension of Pre-Qualified Vendor Lists - Planning Engineering Services
Attach 1 -Resolution Extending Pre-Qualified Vendor Lists Attach 2 - Planning Vendors
Attach 3 - Engineering Vendors

APPROVED

3. 22-492 Growth Management Program (GMP) Compliance Checklist for 2020 and 2021 for allocation of Local Street Maintenance & Improvement Funds for Fiscal Years 2021-22 and 2022-23
RECOMMENDATION: Adopt a Resolution (see Attachment 1) approving the Measure J Growth Management Program (GMP) Compliance Checklist for Calendar Years 2020 and 2021 with the attachments and authorize submittal to the Contra Costa Transportation Authority (CCTA) for disbursement of Measure J Local Street Maintenance & Improvement Return-to-Source Funds for Fiscal Years 2021-22 & 2022-23.

Attachments: Staff Report - GMP Checklist 2020-2021
Attach 1 - Resolution for Measure J GMP Checklist 2020-21 Attach 2- CYs 2020 & 2021 GMP Checklist with attachments and links

APPROVED

XIII. DISCUSSION AND/OR ACTION ITEMS

1. 22-489 Update on the FY 2022-2023 Hercules Strategic Plan and Multi-year Workplan
RECOMMENDATION: Receive a report on the Hercules City Council Strategic Plan and Multi-Year Workplan and provide direction as needed.

Attachments: Staff Report - Update on the FY 2022-2023 Hercules Strategic Plan and Multi-year Workplan 2022-2025
Attach 1 - Strategic Priorities Graphic

City Manager, Dante Hall, introduced and presented this agenda item.

Council Members provided comment. No public comment. No action was taken on this item.
32 2. 22-490 Draft Fiscal Year 2023-24 Capital Improvement Program and Ten-Year Capital Funding Plan
RECOMMENDATION: City Council receive a report and the Draft Fiscal Year (FY) 2023-24 Capital Improvement Program (CIP) and Ten-Year Capital Funding Plan, discuss, and provide direction to staff as needed.

Attachments: Staff Report - CIP FY 23-24
Attach 1 - Summary Ten-Year CIP
Attach 2 - Hercules Facility CIP FY23-24 0309MR
Attach 3 - Hercules Parks CIP FY23-24 0309MR
Attach 4 - Hercules Sewers CIP FY23-24 0309MR
Attach 5 - Hercules Street CIP FY23-24 0309MR
Attach 6 - Hercules The Hub CIP FY23-24 0309MR
City Manager, Dante Hall, introduced this agenda item. Finance Director, Edwin Gato and Public Works Director, Mike Roberts, presented. No Public Comment. Council Members provided comment. Director Gato, Director Roberts and City Manager Hall provided a response. No action was taken on this item.

3. 22-493 Yiftee Digital Gift Card Program Guidelines
RECOMMENDATION: Staff is requesting the Council provide direction by minute order whether to:

1. Modify the program guidelines to allow Yiftee cards to be used to purchase Hercules Recreation Department fitness and other classes taught by contractors; and/or

2. Modify the program guidelines to reduce the maximum purchase limit per card from $250 to $100, as recommended by staff.

Attachments: Staff Report -Yiftee Guideline Modifications

Community Development Director, Tim Rood, presented. No Public Comment. Council Members provided comment and asked for clarification on the recommendation. Director Rood provided a response.

Action was taken on the item.

MOTION: A motion was made by Council Member Kelley, seconded by Council Member Bailey, to adopt the recommendation provided by Staff for the Yiftee Digital Gift Card Program Guidelines . The motion carried by the following vote:

Aye:

Absent:
4 - Mayor A. Walker-Griffin, Vice Mayor D. Romero, Council Member D. Bailey, and Council Member C. Kelley
1 - Council Member T. Grimsley
33 4. 22-495 Update on The Hercules Police Department
RECOMMENDATION: Receive an update on the Hercules Police Department.

Attachments: Staff Report - Hercules PD Annual Report 2022 Presentation - 2022 Hercules Police Department Review
This Item got postponed to a future date. The date has not been determined. Vice Mayor Romero asked Mayor Walker-Griffin if Public Comment would be allowed on this agenda item even though it was postponed. City Attorney Tang, provided guidance on Public Comment.

The time was provided for Public Comment. There was no public comment.

5. 22-494 2023 State of The City Event
RECOMMENDATION: Receive an informational report on the 2023 City of Hercules State of the City event to be held Wednesday, May 17, 2023.

Attachments: Staff Report - 2023 State of the City Event

City Manager, Dante Hall, presented. No public comment. Council Members provided comment. No action was taken on this item.

XIV. PUBLIC COMMUNICATIONS

NONE

This time is reserved for members of the public who were unavailable to attend the Public Communications period during Section X of the meeting, or were unable to speak due to lack of time. The public speaker requirements specified in Section X of this Agenda apply to this Section.

XV. CITY COUNCIL/CITY MANAGER/CITY ATTORNEY ANNOUNCEMENTS,

COMMITTEE, SUB-COMMITTEE AND INTERGOVERNMENTAL COMMITTEE REPORTS

1. Regional Committees

2. City Council Committees and Subcommittees

3. Commission Liaisons
City Manager, Dante Hall, advertised the upcoming Economic Development Subcommittee Meeting on April 4th at 6:30pm. They will be discussing two potential programs which will be brought in front of Council:

The Business Attraction Program and the Yiftee Card Program for 34 Caterers. City Manager Hall also requested that the April 11th, City Council meeting, be cancelled due to a lack of business items. We would reconvene on April 25, 2023. City Attorney, Patrick Tang, had nothing to report.

1. Regional Committees:

Council Member Kelley attended the Contra Costa Transportation Authority(CCTA) Meeting. An update was given on the midyear budget.

They reviewed the work plan for CCTA 4.0 and reported that an engineering firm for the County Wide Integrated Transit Plan was hired.

She also attended the West Contra Costa County Transportation Advisory Committee(WCCTAC) Meeting. She advertised the County Boards and Commissions that the public could participate in through Supervisor Federal Glovers office.

Council Member Bailey attended WCCTAC. A plan was discussed regarding BART and the "Fiscal Cliff". An item will probably be placed on the ballot. $45,000 will be put aside for senior training. This is a program that teaches seniors how to use various forms of public transportation.

2. City Council Committees and Subcommittees:

No reports were given

3. Commission Liasons:

No reports were given

Community Events:

Council Members attended a variety of events throughout the City and County which included Bottles and Bites and meetings and events put on by Cal Cities.

Future Agenda Items:

Vice Mayor Romero requested future presentations from WestCat and West County Integrated Waste Management (WCCIWMA), Recyclemore. 35 XVI. ADJOURNMENT

Mayor Walker-Griffin adjourned the meeting at 8:27pm.

Alex Walker-Griffin, Mayor

Attest:

Eibleis Melendez, Acting City Clerk
36 STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of April 25, 2023
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Michael Roberts, Public Works Director/City Engineer SUBJECT: Acceptance of the Sycamore Avenue Pavement Rehabilitation Project
RECOMMENDED ACTION:

Adopt a resolution accepting the Sycamore Avenue Pavement Rehabilitation Project contract with McGuire & Hester as complete for a total amount of $889,485 and authorizing the filing of the Notice of Completion with the Contra Costa County Recorder’s Office.

BACKGROUND:

The Sycamore Avenue Pavement Rehabilitation Project was awarded to McGuire & Hester for the low bid amount of $925,400 at the August 9, 2022, Council meeting.

McGuire & Hester began work shortly thereafter and diligently prosecuted the project to completion.

This project repaired and overlayed a 0.5 miles segment of Sycamore Avenue from the Police Station Driveway just north of Civic Drive to Palm Avenue. The work included grinding the existing surfacing 4 -inches and overlaying with new asphalt concrete, replacing curb ramps to meet current ADA requirements, adjusting utility frames and lids to grade, installation of pavement striping and reinstalling survey monuments. 37 ANALYSIS:

McGuire & Hester completed the work in accordance with the plans and specifications to the satisfaction of the City Engineer. The final cost to complete the project was less than the original bid because once the asphalt surfacing was ground 4-inches and removed, 38 the underlying roadway base material could be visually inspected, and it was determined the 6-inch post milling subgrade repair that was originally anticipated was not needed.

It is recommended the Sycamore Avenue Pavement Rehabilitation Project be approved at this time so the Notice of Completion can be filed with the Contra Costa County Recorder’s Office to allow final payment to be made to the contractor.

FISCAL IMPACT:

The final expenditure for the Sycamore Avenue Pavement Rehabilitation Project is as follows:

Account numbers Amounts
Funding Source(s):

One Bay Area Grant 295-5510-642-10-00 $ 492,000 SB1 Fund 262-5432-642-05-20 $ 297,485 Solid Waste Funds 291-5510-643-20-00 $ 100,000 $ 889,485

As detailed in the analysis section above, the actual quantities used were less than the amount estimated in the bid quantity, resulting in an overall reduction of $35,915 in the final construction contract amount.

ATTACHMENTS:

Attach 1- Resolution
Attach 2- Notice of Completion
Attach 3- Project Location Map

39 RESOLUTION NO. 23-

RESOLUTION ACCEPTING THE SYCAMORE AVENUE PAVE MENT

REHABILITATION PROJECT CONTRACT WITH MCGUIRE & HESTER AS COMPLETE FOR A TOTAL AMOUNT OF $889,485 AND AUTHORIZING THE FILING

OF THE NOTICE OF COM PLETION WITH THE CON TRA COSTA COUN TY RECORDER’S OFFICE

WHEREAS, the Sycamore Avenue Pavement Rehabilitation Project contract was awarded to McGuire & Hester for the low bid amount of $925,400 at the August 9, 2022 Council meeting; and

WHEREAS, McGuire & Hester began the work shortly the reafter and diligently prosecuted the work to completion; and

WHEREAS, the project was completed for $ 889,485, less than the original construction contract of $925,400 as the actual quantities used on the project were less than the bid quantities estimate; and

WHEREAS, the project has been completed in compliance w ith the approved plans and specifications to the satisfaction of the City Engineer; and

WHEREAS, the project is funded with One Bay Area Grant Funds (OBAG), and SB 1 “Road Repair and Accountabi lity Act” monies, which is a ret urn to source investment in Hercules infrastructure; and

WHEREAS, the Notice of Completion must be filed with the Contra Costa Recorder’s Office to allow final payment to be made to the contractor.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hercules that the City Council hereby accepts the Sycamore Avenue Pavement Rehabilitation Project contract with McGuire & Hester as complete for a total amount of $889,485 and authorizes the filing of the Notice o f Completion, attached hereto with the Contra Costa County Recorder’s Office.

The foregoing Resolution was duly and regularly adopted at a regular meeting of the City Council of the City of Hercules held on the 25th day of April 2023 by the following vote of the Council:

AYES:

NOES:

ABSTAIN:

ABSENT:

___________________________
Alexander Walker-Griffin, Mayor

ATTEST:
40 Eibleis Melendez
Acting City Clerk
41 NOTICE OF COMPLETION
Recording Requested By:

City of Hercules

When Recorded Mail To:

City Clerk
City of Hercules
111 Civic Drive
Hercules, CA 94547
SPACE ABOVE THIS LINE IS FOR RECORDER’S USE

NOTICE OF COMPLETION
Civil Code §§ 8182, 8184, 9204, and 9208

NOTICE IS HEREBY GIVEN THAT:

1. The undersigned is the Owner or agent of the Owner of the Project described below.

2. Owner’s full name is __CITY OF HERCULES______________________.

3. Owner’s address is __111 CIVIC DRIVE, HERCULES, CA 94547_______.

4. The nature of Owner’s interest in the Project is:
_X_ Fee ownership __ Lessee __ Other:________________________

5. Construction work on the Project performed on Owner’s behalf is generally described as follows: Sycamore Avenue Pavement Rehabilitation Project

6. The name of the original Contractor for the Project is:

McGuire & Hester_____________________________
2810 Harbor Bay Parkway, Alameda, CA 94502

7. The Project was completed on: __April 25, 2023__________________.

8. The Project is located at:

Sycamore Avenue from Police Driveway at Civic Drive to Palm Avenue.

Verification: In signing this document, I, the undersigned, declare under penalty of perjury under the laws of the State of California that I have read this notice, and I know and understand the contents of this notice, and that the facts stated in this notice are true and correct.

______________________ ________________________________________ Date and Place Signature of Person Signing on Behalf of Owner

MIKE ROBERTS,
PUBLIC WORKS DIRECTOR/CITY ENGINEER_
Print Name and Title
42 © 2021 Digital Map Products. All rights reserved.
350 feet

STREET REHABILITATION PROJECT- SYCAMORE AVENUE
43 STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of April 25, 2023

TO: Members of the City Council

SUBMITTED BY: Dante Hall, City Manager
Edwin Gato, Director of Finance

SUBJECT: Budget Workshop: FY 23-24 City of Hercules Annual Proposed Budget

RECOMMENDED ACTION
No action is required at this time. It is recommended that the City Council discuss and provide direction to staff regarding the proposed Fiscal Year (FY) 23-24 annual budget.

COMMISSION/SUBCOMMITTEE ACTION AND RECOMMENDATION
The Finance Commission reviewed the proposed FY 23-24 Budget at their special meeting on April 19, 2023. Their comments, if any, will be incorporated into the first public hearing on May 9, 2023.

EXECUTIVE SUMMARY
The City operates under a fiscal operating budget. This meeting begins the process of building the FY 23-24 Annual Budget. The proposed FY 23-24 Annual Budget presented in this report balances one-time and ongoing investments and long -term financial stability strategies. It is designed to meet the community’s needs within the city’s current and projected financial resources. The proposed budget reflects the community’s long -term vision, strategic plans, and established priorities. The first public hearing for the budget has been set for May 9, 2023. City Council will consider adopting the proposed FY 23-24 Annual Budget after the second public hearing tentatively scheduled for June 6, 2023.

To begin the budget education process, the City recently released a video that explains the city’s financial planning and management process, and the most critical steps in forming the budget. The video is available on the City’s website and can be accessed at the following link: https://www.ci.hercules.ca.us/government/finance/budgets

44 DISCUSSION
The City Council held a public strategic planning meeting workshop in April 2022 where they established the Hercules strategic plan. During the workshop, the Council established priorities and multi-year goals, as listed below:

 Multimodal station (RITC – Renamed the Hercules Hub)
 Grow retail and commercial development to serve the community  Long-term financial plan

The City’s goal is to align Council priorities and associated programs, projects, and activities within the budget and staff resources consisting of five categories - Prudent Financial Management, Traffic, Transportation & Infrastructure, Public Safety, Quality Of Life, and Future Planning & Policy Initiatives.

The City Manager’s proposed annual budget remains consistent with the Council’s commitment to long-term solvency. The revenue estimates and expenditure appropriation in the budget are for the General Fund , other restricted funds, sewer, debt service and internal service funds. They include general operations, debt, capital and internal transfers (for all programs and support functions of the City), fund summaries and financial schedules (showing prior year actual results), and the FY 23-24 proposed budget compared to last year’s budget. The following categories explain the overall assumptions used:

I. Salaries and Benefits
The most significant cost is driven by its labor. Labor accounts for almost 60% of total expenditures. Below are significant assumptions used to estimate the cost of salaries and benefits:

A. Regular Salaries – Personnel services costs inc luded a 4.5% wage increase and a 3% one-time retention bonus based on the two-year labor agreements with the employee groups.

B. PERS Miscellaneous and Public Safety Normal Cost and Unfunded Actuarial Liability (UAL) rates are projected as follows based on CalPERS actuarial assumptions:

C. Health care costs, including medical, dental and vision, are projected to increase by 3% from the FY 22-23 Kaiser rate.

D. 1% of employee salaries will be contributed towards IRS Section 115 Pension Trust per policy direction established by the City Council.

Police Classic 24.11%
Police 2nd-Tier 21.15%
Police PEPRA 10.54%
Misc Classic 8.84%
Misc PEPRA 4.68%
45 II. All other expenditures are estimated to increase by 3%.

Aside from the assumption s discussed above, a list of significant budget increases are outlined and detailed in Attachment 1. The budget impact of the following proposed increases are as follows:

 Ongoing Cost:
o General Fund: $665,450
o Other Funds: $360,300
 One-Time Cost:
o General Fund: $24,000

The City’s annual budget is a planning tool that matches the services desired by th e community to the estimated resources available to provide those services, such as police, parks and recreation, community development, public works and administration. The budget provides a detailed plan for the next fiscal year and five-year forecast to anticipate future needs and opportunities.

As the City develops the FY 23 -24 annual budget, we want to hear from c ommunity members about the priorities that are most important to residents, businesses, and interested parties, with the goal of creating a budget that ensures the City is financially sustainable and healthy, while also being able to continue to fund and provide the services that our residents and businesses care about most.

ANALYSIS
The City uses fund accounting to ensure and demonstrate finance-related legal compliance.

A fund is a grouping of related accounts, which are used to maintain control over resources that have been segregated for specific activities or objectives. The Analysis section of this report provides detailed information for the following fund categories:

I. General Fund Revenue Estimates
II. General Fund Expenditures Projections
III. General Fund Projected Net Annual Results
IV. General Fund Five-Year Forecast
V. Non-General Fund Programs

General Fund
The General Fund is the chief operating fund of the City. This fund is used to record all resource inflows and outflows that are not associated with special -purpose funds. The activities being paid for through the general fund constitute the core administrative and operational tasks of the City.

46 I. General Fund Revenue Estimates

As shown in the graph and as detailed in Attachment 2, overall General Fund revenues in FY 23-24 are projected to increase by approximately 7% compared to what was projected in FY 22 -23. The revenue increase is substantially driven by proceeds from sales tax and the program fees from the re-opening of the Parks & Recreation programs.

The bulk of General Fund revenues come from Utility User’s Tax (UUT), Sales Tax, Property Tax, Real Property Transfer Tax (RPTT), Transient Occupancy Tax (TOT) and other taxes.

 Sales Tax
The largest revenue source for the City’s General Fund is remitted monthly to the City from the State. Sales Tax revenues are projected to increase significantly based on quarter three analysis generated from the data from the Board of Equalization (BOE). However, total sales tax revenues are highly concentrated within a few major operators and substantially generated from business-to-business sources. Its top three producers generate over 50% of the City’s sales tax revenues. When one or more of these key revenue sources deviate from projections, funding for future programs and services may be affected. If one or more of these key revenue sources were to cease local operations within Hercules, the resulting drop in sales tax revenue would likely have a significant negative impact on the provision of programs and services.

$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
FY 20-21
Actual
FY 21-22
Actual
FY 22-23
Projections
FY 23-24
Proposed
Others
Cost Allocation
Use of money & Property
Program Revenues
Intergovernmental
Taxes
47 The City continues to benefit from the ongoing implementation of the Wayfair court decision that resulted in an increase in local government’s share of online sales and the more significant number of purchases made online. These trends are part of the City’s share of the County pool. The following chart depicts the source of the City’s sales tax revenues by industry group.

Staff Assumes:
 Growth in Sales Tax Revenues due to higher sales data from BOE.  Continued modest growth in employment, disposable income, G.D.P., Consumption of taxable goods.
 Possibility of recession should not be igno red but continued low unemployment and tight labor markets indicate that a severe downturn is becoming less likely.
 The baseline forecast assumes a very mild recessionary estimate. Sales tax impacts, to a certain extent, will be offset by lingering higher than normal inflation.

Annual Per Capital Sales Tax
(Adjusted for inflation)

 Utility User’s Tax
Utility User’s Tax (UUT) are revenues collected from the consumption of utility services, including (but not limited to) electric, gas, water, sewer, telephone (including cell phone and long-distance), sanitation, and cable television. The City determines the tax rate and the use of its revenues. UUT revenues are estimated at $3.7 million for FY 23-24. Based on the trend and its consumption rate, the City continues to see erosion in Wireless Telecom’s UUT revenues due to the update in allocations of the bun dled packages from the respective providers. These updated allocations shifted a more significant percentage toward data that is not 48 taxable. The following chart depicts the source of the City’s UUT revenues by category:

Utility User’s Tax
Summary by Fiscal Year

On November 8, 2022, the Hercules voters approved Measure N, which did not increase the amount of the UUT tax but removed the sunset provision that would have caused the expiration of the UUT in January 2025. The City’s UUT revenue is approximately 20% of the general fund budget.

 Property Tax
The City of Hercules has been classified as a low-to-no property tax jurisdiction.

The City's share of the base 1% property tax rate is lower than most other jurisdictions at just a little over 5% of Hercules's total base property taxes. This year the Assessor's office applied a CPI factor of 2% to non-Prop 8 parcels. It is estimated that the City share of 1% assessed property value tax is calculated to be a little over $1.6 million for FY 23-24.

 Transient Occupancy Tax (TOT) – Commonly referred to as a “hotel tax”, the TOT is levied for the privilege of occupancy, each transient is subject to a tax of 10% of the rent charged by the operator. The TOT is a general tax which is deposited into the City’s General Fund. TOT revenue is expected to increase due to new development including a hotel to be built at the Sycamore Crossing location .

Additional TOT is generated by Airbnb and other short term rental operations.

Per the Development Agreement with Hercules Self-Storage Management LLC, the City is entitled to 10% of the rental income in -lieu of the TOT once a 90% rental threshold has been reached.

 Parks & Recreation Program Revenues
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 FY 17-18 Actual
FY 18-19 Actual
FY 19-20 Actual
FY 20-21 Actual
FY 21-22 Actual
FY 22-23 Projected
FY 23-24 Proposed
Electricity Water Telephone Cable Gas
49 During the COVID-19 pandemic and mandatory closure, revenues from the Parks & Recreation program were significantly reduced due to the suspension of programs and offerings and facility rentals. The FY 23 -24 revenue estimates reflect the re-opening of suspended programs and returning to normal operations.

 Fees for Service
The City charges fees to the community based on the costs of services provided.

These fees are documented in the City’s Master Fees & Charges Schedule. The Master Fees & Charges schedule is approved periodically by the City Council, and individual fees may be amended from time to time during a fiscal year.

However, there must be a nexus to the costs of providing those services. The City is currently undertaking a fee study to update the fees. Staff will return to the Council with recommendations before adopting the budget.

 Cell Tower Leases – The revenue collected from the leases on cell towers is projected to increase by 2%.

II. General Fund Expenditure Projections

General Fund Expenditures by Category

The graph shows the General Fund ongoing expenditures by category and are projected to increase by 8% compared to the prior fiscal year's budget as summarized in attachment 2.

Salaries &
Benefits
57%
Contracts
22%
ISF Allocation
10%
Other
5%
Debt
6%
50 III. General Fund Projected Net Annual Results

The General Fund is projected to end the fiscal year with approximately $800K, about $179K of one-time expenditures, and $4.5 million in operating reserve. The reserve balance is equivalent to 25% of the General Fund budget.

IV. General Fund Five-Year Forecast

The Five-Year Forecast provides a current and long-range financial assessment of revenues, expenditures, fund balance, and operating reserves. The primary objective is to provide the City Council and the community with a financial forecast and identify any significant issues that may need to be addressed in the annual budget development process.

It is important to keep in mind that a forecast is not a budget. Given certain assumptions, the Five-Year Forecast is a vehicle that peers into the future and makes projections about what is likely to happen. If future deficits are projected, then the forecast allows time to take corrective action to ensure finances remain stable.

This analysis is centered on the City's General Fund because it is the primary operating budget for tax -supported municipal services. Long -range financial forecasting assists the City in making decisions that lead to our ability to sustain the community's core services. It is best practice for the City to update this plan annually. As shown in Attachment 5, the General Fund can absorb the additional ongoing costs requested in the budget.

V. Non-General Fund Programs

Special Revenue funds
The Special Revenue Funds are driven by grants or other specific funding sources used for particular purposes , such as transportation, building permit counter activity, other restricted programs, etc. Such funding sources are restricted, requiring revenues and expenditures to be tracked differently from the City’s primary operating fund, the General Fund. There is sufficient funding for the completion of current projects or programs, but the addition of any new programs or projects is dependent on the availability of future funding sources.

The following are funds under the Special Revenue category:

a. Asset Seizure (Fund #101) – The City maintains a forfeited assets fund to account for monies received from Police confiscated drug money and property. Funds are held until the final court disposition is received. The funds are restricted to police-related activities only. FY 23-24 projected ending available balance is $8,000.

51 b. AB 3229 COPS Program (Fund #201) – California State Legislature created the Citizens Options for Public Safety (COPS) program. The funds are restricted to front -line law enforcement services. The City receives approximately $150K a year transferred to General Fund to offset police services.

c. Landscaping and Lighting Assessment Districts (LLADs) – This Funding is restricted to landscaping and lighting maintenance and capital improvements in City parks, major roads, and each of the 5 LLADs. The 5 LLADs include approximately 8,500 parcels. An annual assessment must be submitted to the County and placed on the county tax rolls every year. An engineer’s report outlining the budget and showing the amount of the assessment must be prepared. Staff is in the process of preparing the assessment and the budget, which will be included in the budget documents once completed.

d. Stormwater (Fund #231) – This fund accounts for the activities associated with the acquisition, construction, maintenance, and operation of stormwater facilities. FY 22-23 projected ending available balance is negative $207,399.

Staff will analyze the fiscal health of the fund and recommend strategies to address the deficit in the next fiscal year.

e. Development Impact Fees (DIF) – Under the California Mitigation Fee Act (AB 1600) cities and counties have the authority to implement DIFs. This allows cities and counties to collect funds from new development projects to cover public infrastructure, facilities, improvements, service, and community amenity costs related to the new development’s proportionate share of impact on those f acilities. DIFs are prohibited from funding operation and maintenance and cannot be collected or used to cover existing capital or infrastructure deficiencies. The City DIF funds are categorized as follows and their respective available fund balance projected in FY 23-24:

• Public Facilities (Fund #241): $179,673
• Police Facilities (Fund #244): $105,948
• Fire Facilities (Fund #246): $0 (Revenues remitted to the Fire District)
• Parks & Recreation (Fund #247): $136,536
• Public Benefit Fee (Fund #249): $975,835
• Transportation Facilities (Fund #261): $141,988
• Sub-regional Transportation Mitigation Program (STMP): $0 (Revenues collected are remitted to West Contra Costa
Transportation Advisory Committee (WCCTAC) in accordance with the Master Cooperative Agreement)

f. State Gas Tax (Fund #262) - The Gas Tax is a special revenue fund used to account for the revenue received from the State of California derived from gasoline taxes. These funds may only be used for street purposes as specified in the State Streets and Highways Code, so they have always been an important revenue source for the City’s Streets Capital Improvement 52 Program. The revenue estimate, including SB1 funds, for FY 23-24 is $1.4 million and the proposed budget is approximately $1.4 million. The projected FY 23-24 ending available balance is $192,863.

g. Measure J Street Fund (Fund #263) – The Measure J Fund is a special revenue fund used to account for the revenue received from the County’s ½ cent sales tax measure and can only be used for street purposes per F. above, similar to the Gas Tax. The revenue estimate for FY 23-24 is $450K and the estimated ending available balance at the end of the fiscal year is $0.

h. Solid Waste and Recycling (Fund #291) – This special revenue fund is used to comply with recycling and diversion programs required by State legislation (AB 939). Previously approved qualifying expenditures include street repair to mitigate damage from garbage trucks, street sweeping, trash removal from the stormwater system, and enforcing the plastic bag ban. FY 23-24 estimated ending available balance is $816,427. The City Council last reviewed this item on September 22, 2015, and staff would like to seek the Council’s direction regarding allocating accumulated savings and incorporating the updated expenditure plan in the annual budget.

i. Regional Water Quality (Fund #521) - This fund accounts for the Regional Water Quality. Created by the State Legislature in 1967, the Board protects water quality by setting statewide policy, coordinating, and supporting the Regional Water Board efforts, and reviewing petitions that contest Regional Board actions. There are nine regional water quality control boards that exercise rulemaking and regulatory activities by basins. FY 2 3-24 ending available balance is $51,729.

j. BART Park & Ride (Fund #266) – This fund is to account for maintenance of the park-and-ride facility own by BART. The cost to maintain the facility will be reimbursed by BART through a revolving fund, so no out -of-pocket expenditures occur.

k. General Plan Update Fee and Building Training Fee (Fund #267) – This fund is to account for the General Plan Update Recovery Fee and Building Training Fee. The projected ending available balance for FY 23-24 is $1.1 million.

l. American Recovery Plan Act (ARPA) (Fund #353) – This fund is to account for funding received from ARPA. The final rule offers a standard allowance for revenue loss of $10 million. Staff selected the standard allowance as permissible under the revenue loss category and elected to use the total amount allocated of $6.2 million for government services.

m. Successor Housing - The City did not elect to become the Housing Successor to the Hercules Redevelopment Agency (“Housing Successor”) to retain housing assets and functions. The City and the County declined the role of Housing Successor in 2012 because the re was no funding for the management or monitoring of housing assets and functions. The Housing 53 Authority’s refusal of Housing Successor responsibilities has left 108 loans with an outstanding balance of $3.9 million and $4.9 million in deposits from loan repayments in a state of limbo since 2012. The City does not have the legal authority to administer loans and spend money generated by Former Agency housing assets (“Housing Funds”) because they Housing Funds are restricted as Housing Successor assets under HSC 34176 and 34176.1.

City staff is currently in discussions with the County Housing Authority to legally transfer the role of Housing Successor, including all housing assets and functions of the Former Agency, from the Housing Authority to the City.

This will allow the City to actively administer the $3.9 million in outstanding loans and access the $4.9 million in Housing Funds to pay for Housing Successor administrative costs and affordable housing development. If the City becomes Housing Successor, it will incur costs to administer loans, prepare annual reports due to the California Department of Housing and Community Development (“HCD”), and report on the Housing Fund in the City’s audited financial statements.

Administrative costs are estimated to be $200,000 to $225,000 in the first year to set up the Housing Fund, catch up on annual reports, and review outstanding loan balances and payoff status. Ongoing annual administrative costs are estimated to be $100,000 to $150,000 based on a review of other housing successors. State law permits a maximum annual administrative allowance of $200,000 per year adjusted for inflation.

Sewer Enterprise Fund
On January 23, 2001, the cities of Hercules and Pinole entered into a joint letter agreement for the operation and ownership of the Pinole/Hercules Wastewater Treatment Plant. The City has an undivided fifty percent ownership interest in the Plant, and the City of Pinole has the right and responsibility to manage and operate the Plant. The City retains responsibility for operating and maintaining its wastewater collection system. Also, the City of Pinole maintains the records and accounts for all the wastewater treatment plant transactions.

The City owns and operates the collection system in Hercules, which includes over 60 miles of underground piping and five lift stations. The effluent is treated at the Hercules-Pinole Wastewater Treatment Plant (WWTP), located and operated by the City of Pinole. Hercules owns half of the WWTP.

The City collects approximately $6 million a year in services charges from over 8,400 connections charged through the County tax roll. Developers also pay impact fees to provide capacity for the wastewater their project generates.

The Sewer Enterprise Fund pays for the sewer system's operations, maintenance, and capital improvement and is restricted. The revenues collected from sewer fees cannot be used for non -sewer-related purposes. FY 2 3-24 proposed operating budget is estimated to be $ 4.1 million; Capital improvements of $785K, and debt obligation annual payment of $2 million.
54 Internal Service Funds
The City utilizes five Internal Service Funds (ISFs). Three of the funds manage the capital replacement and asset management of vehicles, facilities, and technology items. Th e two ISF manages the City’s Information System (IT) Operations and Facilities Maintenance.

Vehicle Replacement ISF
The City is in the process of developing a replacement cycle plan. The model that the City is developing will provide for the replacement of vehicles on a schedule based on age and mileage. There will typically be some vehicles that need to be replaced before the targeted age and mileage threshold and others that can be extended beyond the established schedule. All vehicles will be evaluated using these criteria and assessing the maintenance and gas consumption cost to determine the appropriate replacement time frame.

Currently, the City replacement is “pay-as-you-go” basis. For FY 23-24, the budget provides for replacing the following:

 Replace the existing two patrol vehicles that exceeded the dependable service life of a Police patrol vehicle and two Police administrative vehicles. (Estimated cost: $220,000)

Information Technology Operations and Replacement ISF
The fund accounts for Information Technology, which provides various technology-related services for the city, including networking and infrastructure technology, including servers, switching, security, cyber protection, internet connectivity, service desk, disaster recovery, and other data communication technologies. FY 23-24 proposed IT operating Budget is estimated to be $1.3 million. Resources are from administrative charges to departments based upon their proportional share of program costs.

Facilities Maintenance ISF
The fund accounts for Facility Maintenance and provides and manages maintenance and emergency structural repair services for all City facilities.

The source of revenue is reimbursement from departments for the cost of providing facility maintenance services. This interservice fund pays for the maintenance and repair of the City’s facilities which include:

 City Hall (including the Police Department)
 Senior Center
 Library
 Lupin & Hanna Kids Center
 Teen Center
 Community Center
 Ohlone & Foxboro Community Center

Activities include contract janitorial, HVAC, plumbing and other miscellaneous activities; various repairs and improvements performed by City st aff, and 55 utilities. FY 23-24 proposed Facilities Maintenance Budget is estimated to be $995,631. Resources are from charges to departments based upon their proportional share of program costs using the square footage of the building they occupied.

Facility Replacement ISF
This fund will be used to cover the major replacement of City buildings and facilities. There is a significant backlog of large maintenance projects at City Hall, the Police Department, etc. For FY 23-24, the City will be conducting a Citywide Facility study to address some of these backlogs.

IT Equipment Replacement ISF
This fund will be used to replace infrastructure and equipment used to support City technology needs (servers, switches, data security, etc.). This model has not yet been developed, and expenditures are currently charged together with IT Operations as “pay-as-you-go.”

The ISF receives money from the other operating funds, like the General Fund, Special Revenue funds, Sewer Enterprise Fund, etc. These operating funds contribute not only for the operations but also its future capital replacements. The use of internal service funds provides for a smoothing of the costs over the asset's useful life. This is a better budgeting process because it does not require large allocations in one year and smaller allocations in other years. Instead, the estimate for repairs or replacement is calculated, and allocations are made from the operating budget into internal service funds so that resources are available when required.

Debt Service Funds
The Debt Service Fund is used to account for the accumulation of financial resources for the payment of principal, interest, and related costs for general long-term debt paid primarily from taxes levied by the City. Debt is issued as needed to provide for infrastructure improvements. The following is a summary of the City’s long-term debt and FY 23-24 debt service payment obligations:

56 CalHFA Loans
The City obtained the CalHFA loans under the Residential Development Loan Program (RDLP) and the Housing Enabled by Local Partnerships (HELP) for the construction of the Sycamore North project (the Aventine development).

Presumably, income from leasing the residential units would have been sufficient to repay the loans. However, since the cost to complete the project was significantly more than the City and Redevelopment Agency had to pay for the project's construction, the project failed and was marketed to obtain the highest and best offer from a qualified and experienced developer. Thus, the obligation to repay the loans is now the City's obligation. Staff approached CalHFA in 2012 and, after several meetings and counteroffers, negotiated new loan terms that extended the time for payment and lowered the interest rate from 3% to 1.5%. Amendments to the loan agreement on CalHFA Loan No. HELP-080604-03 and RDLP-060506-01 were made and entered into on April 11, 2005, and February 15, 2007, and will expire on April 11, 2027, and August 15, 2026, respectively. Payment of the remaining loan balance is due in full no later than the expiration date of the loan.

At January 10, 2023, Council meeting, the Council approved in concept the option for staff to make a partial payment of $2.5 million and attempt to renegotiate repayment of the remaining balance based on an extended payment plan. As of June 30, 2022, the remaining balance was $5.2 million.

In the alternative, staff can also attempt to renegotiate the entire loan amount with CalHFA rather than make an initial partial payment. The best option from the City’s perspective will depend on the terms of repayment negotiated with CalHFA. At this juncture, it is unknown whether CalHFA would a gree to renegotiate the loan and what the terms would be; staff will report back to Council on this matter once CalHFA has been engaged.

Capital Improvement Projects (CIP)
Each year staff develops and presents to City Council for the adoption a CIP budget alongside the operating budget for the coming fiscal year. The CIP budget is adopted Name Fund # Principal Interest Total
2020 Public Financing Authority (PFA) Lease
Revenue Bonds 672 $448,561 $116,376 $564,937
2009 Public Financing Authority (PFA) 673 $255,000 $652,159 $907,159 California Housing Financing Authority (CalHFA)
HELP Loan 100 $100,000 $100,000
California Housing Financing Authority (CalHFA)
RDLP Loan 100 $100,000 $100,000
SunTrust Lease 383 $0
Engie Energy Construction Loan 388 $127,479 $108,417 $235,896 2021 Public Financing Authority (PFA) Wastewater
Revenue Bonds 420 $365,000 $188,318 $553,318
Public Owned Treatment Works Construction Loan 420 $1,134,388 $376,450 $1,510,838 Total, Annual Debt Service Payment $2,330,428 $1,641,720 $3,972,148 57 for a single year only, but the plan includes projected programming over a ten-year period.

The CIP is developed from numerous sources, including a review of on -going projects, active grant applications and opportunities, requests from Council and the community, regulatory mandates and the numerous conditions reports, studies and workgroups that include evaluations and prioritization of infrastructure needs. The needs are balanced with available funding to develop the CIP, with priority projects funded as early in the five -year program as funding permits. The list of projects/needs far exceeds the available funding in the ten-year span, and as such staff maintains a list of projects that are not recommended for funding as ‘unfunded projects’ for consideration in subsequent years. Attachment 7 includes the list of projects for FY 23-24 and its funding source. The total CIP proposed budget for FY 23-24 is $1.9 million and funded as follows:

FISCAL IMPACT OF RECOMMENDATION:

This report has no direct fiscal impact. Direction provided by the City Council will be incorporated into the FY 23-24 Annual Budget.

ATTACHMENTS:

1. FY 23-24 List of Additional Budget Request

2. FY 23-24 Proposed General Fund - Fund Summary

3. FY 23-24 Proposed General Fund – Expenditures by Category

4. FY 23-24 Projected General Fund Reserve Balances

5. General Fund Five-Year Forecast

6. FY 23-24 Proposed Special Revenue Budget - Fund Summaries

7. FY 23-24 Proposed Sewer Fund - Fund Summaries

8. FY 23-24 Proposed Internal Service Fund - Fund Summaries

9. FY 23-24 Proposed Debt Service - Fund Summaries

10. FY 23-24 Proposed Capital Improvement Projects (CIP) – Funding Sources

11. Presentation

Funding Sources:

BART Fund 100,000
Facilities Fund 142,000
Gas Tax 100,000
General Fund/Capital Reserves 300,000
Grant 802,506
LLAD 83-2 Zone 10 160,000
Measure J Fund- 263 50,000
Sewer - 421 132,000
State Gas Tax Fund- 262 175,091
Total, Funding 1,961,597
58 City of Hercules
FY 23-24 List of Additional Budget Request
Title Fund Department Description Justification General Fund
Other Funds Total
Ongoing costs:

Senior Planner General Fund Community Development This request is to create a new, permanent Senior Planner position in the Community Development
Department, reporting to the Community
Development Director. The Senior Planner would
perform professional land use and urban planning
work, including current and long-range (advanced)
planning, implementing the General Plan,
reviewing complex zoning and development
applications, and coordinating special projects.

Development fees will partially offset the cost of
this position.

This will enable the department to successfully manage
the volume of professional work required to respond to
inquiries from the public; process the City's planning
applications; develop and update the City's long-range
plans; maintain and update the Zoning ordinance and
other City regulations; staff the Planning Commission,
regional advisory committees, and interdepartmental
planning efforts; implement new requirements of state law, such as online permitting; and develop and implement
new programs, policies, and resources to further fair
housing and otherwise implement the City’s 2023-31
Housing Element, once adopted. The Senior Planner
would also assist the Director in implementing Council
priorities such as business recruitment, additional
community engagement, and development of user-friendly
handouts explaining common Planning application types
and requirements.
$188,000 $188,000
Standby and Call back pay All Funds Public Works Currently the Public Works Superintendent is “on- call” 24 hours a day 365 days a year. Hercules is
one of the last remaining agencies in the County
adhering to this practice. With the rotation, each
staff person will be on standby for a 1-week
rotation.

Implementing a rotation will make urgent/emergency
coverage during non-working hours more sustainable,
provide employees a professional growth opportunity,
include cross training, and based upon experience gained be a step forward for succession planning and raise the level of performance of the Maintenance & Operations
Division overall. Additionally, it will be more effective as it will allow the Superintendent to focus on higher level
duties, such as management, supervision, and
operational planning. Based on the current allocation, the General Fund impact is approximately $1,700/year.
$1,700 $74,300 $76,000
Maintenance Supervisor All Funds Public Works This request is to promote a Maintenance Worker II to a Maintenance Supervisor.

Efficiency in the Maintenance unit. The savings will offset the total cost by eliminating the intern position and a Maintenance Worker II. Based on the current allocation, this change has no General Fund impact.
($36,000) $36,000 $0
Contract CIP Engineer Capital Projects Fund Public Works Limited term to manage assigned CIPs. To manage the CIP projects. The contract will be part of the CIP costs funded by multiple funding sources and will execute the following CIPs: ADA Transition Plan (Parks, Buildings, and Streets); Parks Master Plan; Beechnut
Park; and Community Center Repairs.
$250,000 $250,000
Animal Control Services General Fund Public Works An increase in Animal Control and sheltering services provided through an agreement with the
Contra Costa County Animal Service Department
from $210,000 to $237,000 annually.

Although the City’s costs will increase under the proposed agreement, City staff believes it is beneficial to the City to execute the new agreement with more clarity and
commitment from Animal Services on service levels and
contributes to the financial sustainability of Animal Service programs.
$27,000 $27,000
Recreation Specialist General Fund Parks & Recreation Increase work hours from 25 to 30 hours a week. These changes will help the Recreation unit continue to deliver a broad range of programmed activities, as well as maximizing the appropriate use of recreation assets, and reserve the use of facilities, courts, fields, and picnic sites. $5,750 $5,750
Overall Operating Cost General Fund Parks & Recreation Return to pre-pandemic service level. Returning to pre-pandemic service level will increase the operating cost by $310K and offset by increase in
program revenues by $145K.
$165,000 $165,000
Budget Impact
59 City of Hercules
FY 23-24 List of Additional Budget Request
Title Fund Department Description Justification General Fund
Other Funds Total
Budget Impact
Cellebrite General Fund Police Increase to Other Miscellaneous Services Cellebrite is a hardware/software system used to extract data from cell phones for investigative purposes which is only authorized pursuant to a warrant. We currently have a Cellebrite device which is inoperable due to outdated software/ hardware. The additional request is to keep the system functioning to assist detective's investigations with serious violent crimes.
$9,000 $9,000
Tri-City Consortium General Fund Police Increase to Other Government Agency Charges The City of Hercules contracts with the City of San Pablo and the City of Pinole (Tri-City Consortium) for ispatch and record’s management services. Both services are critical for the police department. The cost of these services has increased by an additional $40,000 annually over the next five years.
$40,000 $40,000
Regional Government
Services (RGS)
General Fund Human Resources Increase to professional services for Human Resources Services
To provide the City with HR management services. $65,000 $65,000 General Liability & Worker's
Compensation Insurance
General Fund General Liability/Worker's
Compensation
Increase in Liability Insurance Premium Based on MPA renewal rates for FY 23-24. $200,000 $200,000 Total, Ongoing Costs $665,450 $360,300 $1,025,750
One-Time Costs:

Media Services General Fund Police Increase to professional services for Media Services.

Media services have been an area of concern for quite
some time. We have relied heavily on a volunteer
Reserve Police Officer for PIO duties, we have
supervisors who have never been trained on issuing
written press releases, and we have been running a social media program without proper training and oversight
which may expose our city to future legal liability issues.

For multiple years we have looked for PIO training, but we have not been able to find training anywhere in Northern California.
$24,000 $24,000
Total, One-Time Costs $24,000 $0 $24,000
Total $689,450 $360,300 $1,049,750
60 General Fund
Fund Summary - 100
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Balance 1,847,113 2,138,828 $ 977,254 848,907 $ Revenues
Taxes
Utility User Tax 3,590,649 3,828,410 3,589,000 3,756,633 Sales Tax 4,775,496 6,263,066 5,398,000 6,178,700 Property Taxes 1,451,716 1,524,791 1,571,000 1,603,000 Franchise Fees 862,104 970,054 905,000 923,100 Business Licenses 268,697 257,289 274,000 279,480 Transfer Tax 126,488 199,673 146,000 148,920 Transient Occupancy Tax 7,635 25,778 114,000 116,280 Vehicle License Fee (VLF) and Other
Intergovernmental 2,285,392 2,391,327 2,511,000 2,561,220 Fines & Forefeitures 36,586 48,663 38,000 38,760 Program Revenues
Community Development 824,891 644,862 306,000 173,075 Parks and Recreation 396,290 1,034,173 1,156,000 1,300,640 Police 65,915 136,878 139,000 116,700 Public Works 46,908 110,559 38,000 38,760 Other 10,571 6,723 11,000 11,220 Use of Money & Property 511,188 347,905 286,000 292,320 Cost allocated to other funds 602,677 624,568 684,000 736,352 Transfers In 150,000 396,816 150,000 156,727 16,013,203 18,811,535 17,316,000 18,431,887
Expenditures
Police 7,463,163 7,758,261 7,881,727 8,367,070 Public Works 292,566 413,667 415,325 454,663 Community Development 788,933 1,039,536 827,093 933,497 Parks and Recreation 1,422,635 1,950,446 2,108,537 2,409,876 City Council 407,588 330,296 358,645 335,677 City Manager 358,241 496,118 493,186 496,565 The General Fund is the City of Hercules Chief Operating Fund. This fund is used to account for all revenues and expenditures necessary to carry out basic governmental activities of the City that are not accounted for through other funds. For the City, the General Fund includes such activities as police, planning, engineering, public works, operations and maintenance, and legal and administrative services. 61 General Fund
Fund Summary - 100
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
The General Fund is the City of Hercules Chief Operating Fund. This fund is used to account for all revenues and expenditures necessary to carry out basic governmental activities of the City that are not accounted for through other funds. For the City, the General Fund includes such activities as police, planning, engineering, public works, operations and maintenance, and legal and administrative services.

Human Resources 239,395 321,921 322,689 385,440 Legal 154,562 209,134 273,000 281,190 City Clerk 438,344 363,201 494,610 514,940 Finance 1,109,710 1,114,284 1,272,022 1,309,702 Workers Comp/General Liability 1,076,945 1,135,659 1,265,554 1,467,349 Non-Department 255,536 260,000 260,000 260,000 Transfers Out (Debt Service
Obligations) 321,914 423,542 685,934 799,212 14,329,532 15,816,065 16,658,322 18,015,181
Net Annual Activity
Ongoing Operations 1,683,671 2,995,470 657,678 $ 416,706 $ One-Time Revenues 600,750 4,573,889 3,142,889 - One-Time Expenditures (1,992,706) (3,741,816) (1,636,025) (179,250) Reserve per Council Policy (2,931,768) (281,637)
Reserve for programs/capital projects (2,057,349) (2,292,889) Ending Available Balance 2,138,828 $ 977,254 848,907 $ 804,726 $ Operating Reserve:

Beginning Balance 4,034,517 4,209,129 4,222,158 $ 4,222,158 $ Current Year Contribution 281,637
Interest Earned 174,612 13,029
Ending Balance 4,209,129 4,222,158 4,222,158 $ 4,503,795 $ % of Projected Operating
Expenditures 29% 27% 25% 25%
62 General Fund
Expenditure by Category
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Expenditures by Category
Police
Salaries & Benefits 5,630,146 5,817,948 6,155,727 6,523,501 Contractual Services 876,397 899,422 674,000 743,220 Other Operating Expenditures 254,608 237,644 239,000 310,170 Capital Outlay - 78,639 - - Cost Allocation 702,012 724,608 813,000 790,179 7,463,163 7,758,261 7,881,727 8,367,070 Public Works
Salaries & Benefits 6,528 18,614 72,325 76,724 Contractual Services 194,224 336,259 206,000 262,409 Other Operating Expenditures 70,404 29,964 43,000 26,210 Cost Allocation 21,410 28,830 94,000 89,320 292,566 413,667 415,325 454,663 Community Development
Salaries & Benefits 347,965 352,112 394,093 575,580 Contractual Services 66,438 271,129 330,000 258,660 Other Operating Expenditures 287,052 332,485 16,000 16,480 Cost Allocation 87,478 83,810 87,000 82,777 788,933 1,039,536 827,093 933,497 Parks & Recreation
Salaries & Benefits 997,362 1,555,370 1,434,837 1,714,032 Contractual Services 164,242 310,031 270,800 292,136 Other Operating Expenditures 27,545 85,045 42,600 96,725 Cost Allocation 233,486 - 360,300 306,983 1,422,635 1,950,446 2,108,537 2,409,876 City Council
Salaries & Benefits 77,546 69,425 69,645 69,943 Contractual Services 72,551 80,716 42,000 43,260 Other Operating Expenditures 26,333 (2,959) 38,000 45,550 Cost Allocation 231,158 183,114 209,000 176,924 407,588 330,296 358,645 335,677 City Manager
Salaries & Benefits 262,072 223,534 317,186 322,714 Contractual Services 10,567 152,261 64,000 68,510 Other Operating Expenditures 12,520 45,415 33,000 31,400 Cost Allocation 73,082 74,908 79,000 73,941 358,241 496,118 493,186 496,565 Worker's Compensation/General Liability
Salaries & Benefits 46,316 41,127 38,920 33,069 Contractual Services 1,030,629 1,094,532 1,226,634 1,434,280 1,076,945 1,135,659 1,265,554 1,467,349 63 General Fund
Expenditure by Category
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Expenditures by Category
Human Resources
Salaries & Benefits 150,595 172,616 187,289 179,379 Contractual Services 24,788 64,525 46,000 113,260 Other Operating Expenditures 25,667 42,022 48,400 49,852 Cost Allocation 38,345 42,758 41,000 42,949 239,395 321,921 322,689 385,440 Legal
Contractual Services 154,562 209,134 273,000 281,190 154,562 209,134 273,000 281,190 City Clerk/PIO
Salaries & Benefits 255,347 184,120 249,960 270,414 Contractual Services 65,028 74,956 120,300 123,909 Other Operating Expenditures 13,822 (8,265) 33,350 34,351 Capital Outlay - 35,514 10,000 10,300 Cost Allocation 104,147 76,876 81,000 75,966 438,344 363,201 494,610 514,940 Finance
Salaries & Benefits 541,961 522,414 579,622 618,136 Contractual Services 240,635 310,713 310,400 284,000 Other Operating Expenditures 200,727 244,255 221,000 263,000 Cost Allocation 126,387 36,902 161,000 144,566 1,109,710 1,114,284 1,272,022 1,309,702 Non-Departmental
Debt Service - CalHFA 200,000 200,000 200,000 200,000 Debt Service - Library Bonds 55,536 60,000 60,000 60,000 255,536 260,000 260,000 260,000 Transfers Out
SunTrust Loan (Final Payment) 321,914 205,099 458,934 563,316 Engie Equipment Lease - 218,443 227,000 235,896 321,914 423,542 685,934 799,212 Total, On-going Expenditures 14,329,532 15,816,065 16,658,322 18,015,181 64 General Fund
Available Fund Balance Calculation
FY 21-22 FY 22-23 FY 23-24
Available
Balance, as
adjusted ARPA
State Local
Assistance - SB
154
Reserve for
Programs/
Projects
Projected, Net
Baseline
Operations
Estimated One-
time
expenditures
Available
Balance, as
adjusted
Projected, Net
Baseline
Operations
Estimated One-
time
expenditures/
Draw on
Reserves
Available
Balance, as
projected
Beginning Cash Balance 18,309,201$ 3,142,889$ 8,000,000$ -$ 657,678$ (1,636,025)$ 28,473,743$ 416,706$ (5,280,266)$ 23,610,183$ Nonspendable and Restricted for:

Pension Section 115 Trust (3,031,508) (2,500,000) (5,531,508) (5,531,508) Prepaid items (10,806) (10,806) (10,806) General Fund Reserve: - -
Reserve for Former RDA Negative Cash (3,600,000) (3,600,000) (3,600,000) Reserve for Earthquake Insurance Deductible (500,000) (500,000) (500,000) Reserve for Capital Projects (2,404,511) (5,500,000) (7,904,511) 3,865,579 ** (4,038,932) Reserve for Planning (932,000) (932,000) 932,000 * - Reserve for Building (21,800) (21,800) 21,800 * - Reserve for Reusable Bags (remaining) (13,930) (13,930) (13,930) Reserve for PEG Fees (70,000) (70,000) (70,000) Reserve for Programs and Projects (2,057,349) (2,292,889) (4,350,238) (4,350,238) Reserve for Economic Uncertainty (25% target) (4,222,158) (4,222,158) (4,222,158) Outstanding Encumbrances (467,885) (467,885) (467,885) Ending Cash Balance 977,254$ 3,142,889$ -$ (2,292,889)$ 657,678$ (1,636,025)$ 848,907$ 416,706$ (460,887)$ 804,726$ * Move to Fund 267 - General Plan Update Fees and Building Training Fees. ** $3 million designation to Hercules HUB.

FY 22-23 Activities Projected FY 23-24 Activities
65 General Fund
Five-Year Financial Forecast
Description / Highlights
Fund Activity
Year 1 Year 2 Year 3 Year 4 Year 5
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 Actual Actual Projection Proposed Forecast Forecast Forecast Forecast Forecast Beginning Available Balance $1,847,113 $2,138,828 $977,254 $848,907 $804,726 $1,568,271 $2,268,771 $175,771 $673,271 Revenues
Taxes
Utility User Tax 3,590,649 3,828,410 3,589,000 3,756,633 4,232,000 4,307,000 4,349,000 4,398,000 4,448,000 Sales Tax 4,775,496 6,263,066 5,398,000 6,178,700 6,373,000 6,609,000 6,832,000 7,041,000 7,238,000 Property Taxes 1,451,716 1,524,791 1,571,000 1,603,000 1,635,000 1,668,000 1,701,000 1,735,000 1,770,000 Franchise Fees 862,104 970,054 905,000 923,100 942,000 961,000 980,000 1,000,000 1,020,000 Business Licenses 268,697 257,289 274,000 279,480 285,000 291,000 297,000 303,000 309,000 Transfer Tax 126,488 199,673 146,000 148,920 152,000 155,000 158,000 161,000 164,000 Transient Occupancy Tax 7,635 25,778 114,000 116,280 119,000 121,000 123,000 125,000 128,000 Vehicle License Fee (VLF) and
Other Intergovernmental 2,285,392 2,391,327 2,511,000 2,561,220 2,612,000 2,663,000 2,715,000 2,768,000 2,822,000 Fines & Forefeitures 36,586 48,663 38,000 38,760 39,000 39,000 39,000 39,000 39,000 Program Revenues
Community Development 824,891 644,862 306,000 173,075 175,000 177,000 179,000 181,000 183,000 Parks and Recreation 396,290 1,034,173 1,156,000 1,300,640 1,327,000 1,353,000 1,380,000 1,408,000 1,436,000 Police 65,915 136,878 139,000 116,700 118,000 119,000 120,000 121,000 122,000 Public Works 46,908 110,559 38,000 38,760 39,000 39,000 39,000 39,000 39,000 Other 10,571 6,723 11,000 11,220 11,000 11,000 11,000 11,000 11,000 Use of Money & Property 511,188 347,905 286,000 292,320 299,000 305,000 311,000 318,000 325,000 Cost allocated to other funds 602,677 624,568 684,000 736,352 758,000 780,000 802,000 824,000 846,000 Transfers In 150,000 396,816 150,000 156,727 150,000 150,000 150,000 150,000 150,000 16,013,203 18,811,535 17,316,000 18,431,887 19,266,000 19,748,000 20,186,000 20,622,000 21,050,000 Expenditures
Police 7,463,163 7,758,261 7,881,727 8,367,070 8,616,000 8,874,000 9,137,000 9,409,000 9,685,000 Public Works 292,566 413,667 415,325 454,663 534,000 547,000 561,000 575,000 589,000 Community Development 788,933 1,039,536 827,093 933,497 956,000 983,000 1,010,000 1,037,000 1,065,000 Parks and Recreation 1,422,635 1,950,446 2,108,537 2,409,876 2,469,000 2,536,000 2,604,000 2,673,000 2,745,000 City Council 407,588 330,296 358,645 335,677 344,000 351,000 358,000 366,000 374,000 City Manager 358,241 496,118 493,186 496,565 510,000 524,000 538,000 553,000 568,000 Human Resources 239,395 321,921 322,689 385,440 396,000 407,000 418,000 429,000 440,000 Legal 154,562 209,134 273,000 281,190 290,000 299,000 308,000 317,000 326,000 City Clerk 438,344 363,201 494,610 514,940 530,000 544,000 558,000 572,000 586,000 Finance 1,109,710 1,114,284 1,272,022 1,309,702 1,348,000 1,387,000 1,427,000 1,468,000 1,510,000 Workers Comp/General Liability 1,076,945 1,135,659 1,265,554 1,467,349 1,512,000 1,556,000 1,602,000 1,649,000 1,697,000 Non-Department 255,536 260,000 260,000 260,000 100,000 103,000 106,000 109,000 112,000 Transfers Out (Debt Service
Obligations) 321,914 423,542 685,934 799,212 800,000 808,000 820,000 832,000 844,000 14,329,532 15,816,065 16,658,322 18,015,181 18,405,000 18,919,000 19,447,000 19,989,000 20,541,000 Net Annual Activity
Ongoing Operations $1,683,671 $2,995,470 $657,678 $416,706 $861,000 $829,000 $739,000 $633,000 $509,000 One-Time Revenues 600,750 4,573,889 3,142,889 - - - - - - One-Time Expenditures (1,992,706) (3,741,816) (1,636,025) (179,250) - - - - - CalHFA Loan Balance (2,700,000)
Reserve per Council Policy (25%) (2,931,768) (281,637) (97,455) (128,500) (132,000) (135,500) (138,000) Reserve for programs/capital projects (2,057,349) (2,292,889) Ending Available Balance $2,138,828 $977,254 $848,907 $804,726 $1,568,271 $2,268,771 $175,771 $673,271 $1,044,271 Operating Reserve:

Beginning Balance $4,034,517 $4,209,129 $4,222,158 $4,222,158 $4,503,795 $4,601,250 $4,729,750 $4,861,750 $4,997,250 Current Year Contribution 281,637 97,455 128,500 132,000 135,500 138,000 Interest Earned 174,612 13,029
Ending Balance $4,209,129 $4,222,158 $4,222,158 $4,503,795 $4,601,250 $4,729,750 $4,861,750 $4,997,250 $5,135,250 % of Projected Operating
Expenditures 29% 27% 25% 25% 25% 25% 25% 25% 25%
The five-year financial forecast involves projecting revenues, expenses, and key factors that have a financial impact on the organization. Understanding long-term trends and potential risk factors that may impact overall financial sustainability allows the finance officer to proactively address these issues. Going through a long-term financial planning process allows decision makers to focus on long-term objectives, encourages strategic thinking, and promotes overall awareness for financial literacy in an organization. Long-term financial planning creates commitment and motivation to provide a guide for decision-making. 66 SPECIAL REVENUE FUNDS
67 Asset Seizure
Fund Summary - Fund 101
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 70,206 $ 8,206 $ Revenues
Intergovernmental 234,514 $ - $ 33,000 - Interest Income 1,924 (2,100) - - Miscellaneous Revenues - - - - 236,438 (2,100) 33,000 -
Transfers In - - - - 236,438 (2,100) 33,000 -
Expenditures
Salaries and Benefits - - - - Contractual Services - - - - Utilities - - - - Other Expenses 225,904 27,965 95,000 - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 225,904 27,965 95,000 -
Transfer Out - - - - 225,904 27,965 95,000 -
Changes in restricted reserves
Net Annual Activity 10,534 (30,065) (62,000) - Ending Available Fund Balance 70,206 $ 8,206 $ 8,206 $ The purpose of this fund is to account for monies received from Police confiscated drug money and property.

Funds are held until final court disposition is received. The funds are then restricted for police related activities only.
68 AB 3229 COPS Program
Fund Summary - Fund 201
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 6,727 $ 6,727 $ Revenues
Intergovernmental 156,727 $ 161,285 $ 150,000 150,000 Interest Income - - - - Miscellaneous Revenues - - - - 156,727 161,285 150,000 150,000 Transfers In - $ - - - 156,727 161,285 150,000 150,000 Expenditures
Salaries and Benefits - - - - Contractual Services - - - - Utilities - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out 150,000 150,000 150,000 156,727 150,000 150,000 150,000 156,727 Changes in restricted reserves
Net Annual Activity 6,727 11,285 - (6,727) Ending Available Fund Balance 6,727 $ 6,727 $ - $ California state legislation (AB 3229) created the Citizens Options for Public Safety (COPS) program. These funds are used for front line law enforcement services. 69 Lighting and Landscape District 83-2
Fund Summary - Fund 220
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance (265,940)$ (243,966)$ Revenues
Assessment 1,852,313 $ 1,997,920 $ 1,876,408 1,913,935 Interest Income 10,054 (22,036) 201,063 205,084 Miscellaneous Revenues 54,126 - - - 1,916,493 1,975,884 2,077,471 2,119,019
Transfers In 39,581 29,316 30,428 - 1,956,074 2,005,200 2,107,899 2,119,019
Expenditures
Salary and Benefits 459,061 462,706 546,414 541,557 Contractual Services 44,278 372,075 415,620 428,086 Utilities 330,333 420,039 242,100 249,363 Maintenance & Repairs 478,208 356,775 108,222 111,469 Other Expenses 2,801 2,886 22,517 23,192 Cost Allocation 187,851 196,115 213,123 233,270 Capital Improvement Projects (CIP) 111,362 630,680 220,000 160,000 Loan Repayment (10 years) 54,126 24,700 59,829 61,624 1,668,020 2,465,976 1,827,825 1,808,561
Transfer Out 221,212 241,000 258,100 - 1,889,232 2,706,976 2,085,925 1,808,561
Changes in restricted reserves
Net Annual Activity 66,842 $ (701,776) 21,974 310,458 Ending Available Fund Balance (265,940)$ (243,966)$ 66,492$ (Pending Engineer's Report Subject to Change)
The purpose of this fund is to account for Zone #1 to 10 Lighting and Lanscaping District No. 83-2 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District. Refer to the Engineer's Report. 70 Landscaping and Lighting Assessment District No. 83-2 Summary by Zone
Zone 1 Zone 2 Zone 3 & 4 Zone 5A Zone 5B Zone 5C Zone 6 Zone 7 Zone 8 Zone 9 Zone 10 Hercules by
the Bay Foxboro
The
Gems/Birds
Business
Park Commercial
Development
Parcels
Village
Parkway Heights
Trees and
Flowers
Birds and
Country
Run City-Wide Total
Revenues
Assessments and Interest 91,900 84,620 114,595 90,489 50,816 31,800 95,268 113,275 194,584 89,161 1,162,511 2,119,019 General Benefit Contribution - - - - - - - - - - - - 91,900 84,620 114,595 90,489 50,816 31,800 95,268 113,275 194,584 89,161 1,162,511 2,119,019 Expenditures By Type
Salaries & Benefits 18,846 18,846 10,044 11,716 11,716 11,716 9,148 21,305 21,335 18,888 387,997 541,557 Contractual Services 21,879 9,004 22,520 48,041 1,030 970 21,158 11,373 78,941 32,694 541,308 788,918 Other Operating Costs 974 773 909 319 275 299 1,011 1,135 1,338 953 15,206 23,192 Cost Allocation - - 435 5,569 2,151 1,730 - - - - 223,385 233,270 Capital Improvement Projects (CIP) - - - - - - - - - - 160,000 160,000 Loan Repayment (GF) - - 43,458 - - - 18,166 - - - - 61,624 Loan Repayment (Zone 10) 20,259 - - - - - - 33,867 - - (54,126) - 61,958 28,623 77,366 65,645 15,172 14,715 49,483 67,680 101,614 52,535 1,273,770 1,808,561 Transfers Out - - - - - - - - - - - - 61,958 28,623 77,366 65,645 15,172 14,715 49,483 67,680 101,614 52,535 1,273,770 1,808,561 Net Annual Results 29,942 55,997 37,229 24,844 35,644 17,085 45,785 45,595 92,970 36,626 (111,259) 310,458 Beginning Balance (198,985) 30,130 (311,779) 148,009 196,356 (137,790) (300,473) (175,979) 250,826 9,444 246,275 (243,966) Ending Balance (169,043) 86,127 (274,550) 172,853 232,000 (120,705) (254,688) (130,384) 343,796 46,070 135,016 66,492 (Pending Engineer's Report Subject to Change)
71 Victoria by the bay Lighting and Landscape District
Fund Summary - Fund 221
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance (319,153)$ (421,937)$ Revenues
Assessment 452,011 $ 461,039 $ 472,850 482,307 Interest Income (207) 1 - - Miscellaneous Revenues - - - - 451,804 461,040 472,850 482,307 Transfers In 7,991 $ 9,230 10,047 - 459,795 470,270 482,897 482,307 Expenditures
Salary and Benefits 84,408 91,038 93,353 119,132 Contractual Services 12,611 3,222 168,074 173,116 Utilities 280,692 361,967 175,000 180,250 Maintenance & Repairs 162,146 210,932 25,000 25,750 Other Expenses 3,114 - 14,054 14,476 Cost Allocation 26,455 27,692 28,000 35,733 Capital Outlay - 3,500 55,000 - Debt Service - - - - 569,426 698,351 558,481 548,457 Transfer Out 23,792 26,800 27,200 - 593,218 725,151 585,681 548,457 Changes in restricted reserves
Net Annual Activity (133,423)$ (254,881) (102,784) (66,150) Ending Fund Balance (319,153) (421,937)$ (488,087)$ (Pending Engineer's Report Subject to Change)
The purpose of this fund is to account for Victoria by the bay Lighting and Lanscaping District No. 2002-1 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District. 72 Hercules Village Lighting and Landscape District
Fund Summary - Fund 222
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 180,348 $ 139,536 $ Revenues
Assessment 155,164 $ 158,265 $ 162,323 166,000 Interest Income (138) (1,681) - - Miscellaneous Revenues - - - - 155,026 156,584 162,323 166,000 Transfers In 3,224 $ 3,874 3,982 - 158,250 160,458 166,305 166,000 Expenditures
Salary and Benefits 30,249 32,828 41,122 47,829 Contractual Services 4,296 4,159 56,574 58,271 Utilities 60,278 59,828 60,000 61,800 Maintenance & Repairs 64,160 76,007 20,000 20,600 Other Expenses - - 9,921 10,219 Cost Allocation 11,382 11,914 12,000 14,999 Capital Outlay 5,840 - - - Debt Service - - - - 176,205 184,736 199,617 213,718 Transfer Out 6,487 7,100 7,500 - 182,692 191,836 207,117 213,718 Changes in restricted reserves
Net Annual Activity (24,442)$ (31,378) (40,812) (47,718) Ending Fund Balance 180,348 $ 139,536 $ 91,818 $ (Pending Engineer's Report Subject to Change)
The purpose of this fund is to account for Hercules Village Lighting and Lanscaping District No. 2002-2 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District. 73 Baywood Lighting and Landscape District
Fund Summary - Fund 223
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 33,974 $ 42,739 $ Revenues
Assessment 137,970 $ 150,144 $ 154,648 158,000 Interest Income 49 (1,960) - - Miscellaneous Revenues - - - - 138,019 148,184 154,648 158,000 Transfers In 2,750 2,515 2,613 - 140,769 150,699 157,261 158,000 Expenditures
Salary and Benefits 40,579 46,622 40,911 49,075 Contractual Services 2,971 4,304 44,074 45,396 Utilities 22,162 64,054 30,000 30,900 Maintenance & Repairs 40,242 45,390 1,500 1,545 Other Expenses - - 3,611 3,719 Cost Allocation 10,949 11,461 11,000 14,727 Capital Outlay 850 1,072 - - Debt Service - - 14,700 15,141 117,753 172,903 145,796 160,503 Transfer Out 2,289 2,400 2,700 - 120,042 175,303 148,496 160,503 Changes in restricted reserves
Net Annual Activity 20,727 $ (24,604) 8,765 (2,503) Ending Fund Balance 33,974 $ 42,739 $ 40,236 $ (Pending Engineer's Report Subject to Change)
The purpose of this fund is to account for Baywood Lighting and Lanscaping District No. 2004-1 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District.
74 Bayside Lighting and Landscape District
Fund Summary - Fund 224
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 146,427 $ 162,703 $ Revenues
Assessment 140,467 $ 143,268 $ 146,947 150,000 Interest Income (476) (1,435) - - Miscellaneous Revenues - - - - 139,991 141,833 146,947 150,000 Transfers In 1,442 1,634 2,284 - 141,433 143,467 149,231 150,000 Expenditures
Salary and Benefits 28,923 32,304 24,665 35,375 Contractual Services 2,971 4,159 4,074 4,196 Utilities 58,213 36,634 20,000 20,600 Maintenance & Repairs 40,805 43,729 47,500 48,925 Other Expenses - - 10,216 10,522 Cost Allocation 7,809 8,174 8,000 10,075 Capital Outlay - - - - Debt Service - - - - 138,721 125,000 114,455 129,693 Transfer Out 15,587 17,600 18,500 - 154,308 142,600 132,955 129,693 Changes in restricted reserves
Net Annual Activity (12,875)$ 867 16,276 20,307 Ending Fund Balance 142,326 $ 162,703 $ 183,010 $ (Pending Engineer's Report Subject to Change)
The purpose of this fund is to account for Bayside Lighting and Lanscaping District No. 2005-1 to finance the costs of landscaping and lighting public areas. The 1972 Act provides that the total cost of installation, construction, operations, maintenance and servicing of landscaping, street lighting and park and recreational facilities can be recovered by the District.
75 Arterial Roadways
Fund Summary - Fund 225
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 574,312 $ 554,691 $ Revenues
Assessment - $ - $ - - Interest Income 2,520 (5,581) - - Miscellaneous Revenues - - - - 2,520 (5,581) - -
Transfers In 269,367 319,600 314,000 - 271,887 314,019 314,000 -
Expenditures
Salary and Benefits 22,238 18,732 41,121 24,937 Contractual Services - - - - Utilities 225,058 (203,941) 231,300 238,239 Maintenance & Repairs 33,292 71,509 55,200 56,856 Other Expenses - - - - Cost Allocation 5,713 5,980 6,000 8,327 Capital Outlay - - - - Debt Service - - - - 286,301 (107,720) 333,621 328,359
Transfer Out - - - - 286,301 (107,720) 333,621 328,359
Changes in restricted reserves
Net Annual Activity (14,414)$ 421,739 (19,621) (328,359) Ending Fund Balance 577,333 $ 554,691 $ 226,332 $ (Pending Engineer's Report Subject to Change)
The purpose of this fund is to account for Arterial Roadways Lighting and Lanscaping District to finance the costs of landscaping and lighting public areas.
76 Stormwater Assessment
Fund Summary - Fund 231
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance (136,148)$ (136,349)$ Revenues
Assessment 245,628 $ 144,495 $ 251,000 256,000 Interest Income (203) 2 - - Miscellaneous Revenues - - - - 245,425 144,497 251,000 256,000 Transfers In/Solid Waste 124,237 125,000 125,000 125,000 369,662 269,497 376,000 381,000 Expenditures
Salary and Benefits 178,262 184,753 160,201 221,787 Contractual Services 110,863 91,716 126,000 132,271 Utilities 1,915 1,959 2,000 2,060 Maintenance & Repairs 27,294 15,984 25,000 25,750 Other Expenses 2,173 2,769 3,000 3,090 Cost Allocation 53,131 53,630 60,000 67,092 Capital Outlay - - - - Debt Service - - - - 373,638 350,811 376,201 452,050 Transfer Out/General Fund - - - - 373,638 350,811 376,201 452,050 Changes in restricted reserves
Net Annual Activity (3,976)$ (81,314) (201) (71,050) Ending Available Fund Balance (136,148)$ (136,349)$ (207,399)$ To account for activities associated with the acquisition or construction, and operation and maintenance of stormwater facilities for drainage and disposal of stormwater, and operations related to the provision of services. 77 Development Impact Fee - Public Facilities
Fund Summary - Fund 241
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 144,723 $ 144,723 $ Revenues
Fees 766 $ - $ - 34,950 Interest Income (10) (1,190) - - Miscellaneous Revenues - - - - 756 (1,190) - 34,950 Transfers In - - - - 756 (1,190) - 34,950 Expenditures
Salary and Benefits (1,285) - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - (1,285) - - -
Transfer Out - - - - (1,285) - - -
Changes in restricted reserves
Net Annual Activity 2,041 $ (1,190) - 34,950 Ending Available Fund Balance 144,723 $ 144,723 $ 179,673 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600) 78 Community Development Tax
Fund Summary - Fund 242
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 168,615 $ 168,615 Revenues
Fees 1,500 $ - $ - 60,000 Interest Income (9) (1,387) - - Miscellaneous Revenues - - - - 1,491 (1,387) - 60,000 Transfers In - - - - 1,491 (1,387) - 60,000 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - 163,200 - - Capital Outlay - - - - Debt Service - - - - - 163,200 - -
Transfer Out - - - - - 163,200 - -
Changes in restricted reserves
Net Annual Activity 1,491 $ (164,587) - 60,000 Ending Available Fund Balance 168,615 $ 168,615 $ 228,615 $ Accounts for the activities and services of the Community Development Department. Revenues are derived from fees, licenses, and fines collected in conjunction with the planning, permitting and enforcement activities of the department in accordance with state law, requiring fees not to exceed the cost of providing services. 79 Development Fee Fund
Fund Summary - Fund 243
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 71,936 $ 71,936 $ Revenues
Fees - $ - $ - - Interest Income (7) (592) - - Miscellaneous Revenues - - - - (7) (592) - - Transfers In - - - - (7) (592) - - Expenditures
Salary and Benefits (1,285) - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - (1,285) - - -
Transfer Out - - - - (1,285) - - -
Changes in restricted reserves
Net Annual Activity 1,278 $ (592) - - Ending Available Fund Balance 71,936 $ 71,936 $ 71,936 $ This fund accounts for revenues from citywide development impact fees required from certain new developments. Funds are used to mitigate the impacts on availabilty and condition of public facilities caused by these developments.
80 Development Impact Fee - Police Facilities
Fund Summary - Fund 244
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 165,948 $ 105,948 $ Revenues
Fees 1,357 $ - $ - - Interest Income (29) (2,187) - - Miscellaneous Revenues - - - - 1,328 (2,187) - -
Transfers In - - - - 1,328 (2,187) - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - 84,267 - - Cost Allocation - - - - Capital Improvement Projects (CIP) 2,444 - 60,000 - Debt Service - - - - 2,444 84,267 60,000 -
Transfer Out - - - - 2,444 84,267 60,000 -
Changes in restricted reserves
Net Annual Activity (1,116)$ (86,454) (60,000) - Ending Available Fund Balance 165,948 $ 105,948 $ 105,948 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600). Police Facilities needs through 2035 to be funded by this fee include: a waterfront police substation; an expansion of the existing station; an auditorium/emergency operations center; equipment and additional patrol vehicles for ten new police officers; needed to serve new development.
81 Development Impact Fee - Fire Facilities
Fund Summary - Fund 246
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ - $
Revenues
Fees 1,716 $ - $ - - Interest Income - - - - Miscellaneous Revenues - - - - 1,716 - - -
Transfers In - - - - 1,716 - - -
Expenditures
Salary and Benefits - - - - Contractual Services 829 - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 829 - - -
Transfer Out - - - - 829 - - -
Changes in restricted reserves
Net Annual Activity 887 $ - - - Ending Available Fund Balance - $ - $ - $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600) - Fire Facilities. The City collects these fees and remits to various governmental entities, organizations or trusts. 82 Development Impact Fee - Parks & Recreation
Fund Summary - Fund 247
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 136,536$ 136,536 $ Revenues
Fees 1,577 $ - $ - - Interest Income (10) (1,534) - - Miscellaneous Revenues - - - - 1,567 (1,534) - - Transfers In - - - - 1,567 (1,534) - - Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity 1,567 $ (1,534) - - Ending Available Fund Balance 136,536 $ 136,536$ 136,536 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600). Assessed only on new residential development, the Parks & Recreation impacts fees are based on the costs to the City of providing new facilities defined in the 2001 Nexus study, including a 4,000-sq.-ft. teen center, a 4,240-sq.-ft. child care center, and a 10,000-sq.-ft. community cultural arts center, as well as acquiring 46.72 acres of land and improving 59.52 acres for neighborhood and community parks.
83 Public Benefit Fee
Fund Summary - Fund 249
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 975,835 $ 975,835 $ Revenues
Fees - $ - $ - - Interest Income 20,474 (28,759) - - Miscellaneous Revenues - - - - 20,474 (28,759) - -
Transfers In - - - - 20,474 (28,759) - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity 20,474 $ (28,759) - - Ending Available Fund Balance 975,835 $ 975,835 $ 975,835 $ The purpose of this fund is to account for fees charged by City to Owner in the amount specified under the line item, "New Public Benefit Fee" on the Schedule of Exactions. 84 Development Impact Fee - Transporation Facilities
Fund Summary - Fund 261
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 141,988 $ 141,988 $ Revenues
Fees (158,450)$ - $ - -
Interest Income (710) (1,302) - - Miscellaneous Revenues - - - - (159,160) (1,302) - -
Transfers In - - - - (159,160) (1,302) - -
Expenditures
Salary and Benefits - - - - Contractual Services - 76,939 - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - 15,000 - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - 91,939 - -
Transfer Out - - - - - 91,939 - -
Changes in restricted reserves
Net Annual Activity (159,160)$ (93,241) - - Ending Available Fund Balance 141,988 $ 141,988 $ 141,988 $ To account for the collection of and expenditure of fees imposed as a condition of new development within the City, in compliance with California Government Code Section 66006 (AB 1600). The purpose of the transportation impact fee program is to fund improvements to the City’s major roadway, bicycle, and pedestrian facilities needed to accommodate travel demand generated by new land development within the City over the next 22 years (through 2040).
85 State Gas Tax
Fund Summary - Fund 262
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 484,380$ 134,300$ Revenues
Gas Tax 1,023,113 $ 1,184,727 $ 1,433,597 1,392,993 Interest Income 1,662 (5,740) 1,000 - Miscellaneous Revenues 43,566 - - - 1,068,341 1,178,987 1,434,597 1,392,993
Transfers In - - - - 1,068,341 1,178,987 1,434,597 1,392,993
Expenditures
Salary and Benefits 170,017 221,462 246,230 258,145 Contractual Services 242,915 81,181 100,000 146,315 Utilities 10,884 11,093 12,000 12,360 Maintenance & Repairs 67,762 57,712 66,000 79,067 Other Expenses 3,154 3,184 19,000 19,570 Cost Allocation 96,140 103,897 109,986 116,636 Capital Outlay 78,034 777,555 755,280 300,000 Capital Improvement Projects (CIP) 426,827 215,091 Debt Service - - - - 668,906 1,256,084 1,735,323 1,147,184
Transfer Out 54,988 46,569 49,354 - 723,894 1,302,653 1,784,677 1,147,184
Changes in restricted reserves (187,246)
Net Annual Activity 344,447 $ (123,666) (350,080) 58,563 Ending Available Fund Balance 484,380 $ 134,300$ 192,863$ This fund accounts for revenues received from the State of California under Street and Highways Code Sections 2015, 2106, 2107, and 2107.5 and 7360. Expenditures support the street maintenance and construction projects in comformance with the Streets and Highways Code requirements. 86 Measure "C" Street Fund
Fund Summary - Fund 263
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 43,128 $ (107,281)$ Revenues
Gas Tax - $ 450,134 $ 450,000 450,000 Interest Income (2,127) (563) - - Miscellaneous Revenues - - - - (2,127) 449,571 450,000 450,000 Transfers In - - - - (2,127) 449,571 450,000 450,000 Expenditures
Salary and Benefits 282,260 231,831 245,120 259,318 Contractual Services 25,146 (15,444) 55,000 56,650 Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation 39,363 50,981 65,400 63,997 Capital Outlay 131,576 147,611 234,889 100,000 Capital Improvement Projects (CIP) 50,000
Debt Service - - - - 478,345 414,979 600,409 529,965 Transfer Out - - - - 478,345 414,979 600,409 529,965 Changes in restricted reserves 187,246
Net Annual Activity (480,472)$ 34,592 (150,409) 107,281 Ending Available Fund Balance 43,128 $ (107,281)$ - $ This fund accounts for revenue allocated by the Contra Costa County Transportation Authority to the City from the State collected sales tax to be expended for growth management planning and local street maintenance and improvement.
87 STMP Traffic Impact Fee
Fund Summary - Fund 264
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ - $
Revenues
Fees 5,744 $ - $ - - Interest Income 24 - - - Miscellaneous Revenues 156 - - - 5,924 - - -
Transfers In - - - - 5,924 - - -
Expenditures
Salary and Benefits - - - - Pass through to other agency 5,744 - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 5,744 - - -
Transfer Out - - - - 5,744 - - -
Changes in restricted reserves
Net Annual Activity 180 $ - - - Ending Available Fund Balance - $ - $ - $ The West Contra Costa Sub-regional Transportation Mitigation Program (STMP) is a regional development impact fee program covering the West Contra Costa transportation Advisory Committee (WCCTAC) planning area. The City collects the STMP fees and remits them to WCCTAC in accordance with a Master Cooperative Agreement. This Nexus fee study and regional project list was updated in 2019 with the new fees put in place effective July 1, 2019.
88 Solid Waste and Recycling
Fund Summary - Fund 291
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 833,015 $ 773,989 $ Revenues
Fees - $ - $ - - Interest Income 623 (8,167) 3,000 4,000 Miscellaneous Revenues 175,722 213,632 175,000 176,000 176,345 205,465 178,000 180,000 Transfers In - - - - 176,345 205,465 178,000 180,000 Expenditures
Salary and Benefits 10,179 10,640 12,026 12,562 Contractual Services - 8,911 - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - 100,000 100,000 - Debt Service - - - - 10,179 119,551 112,026 12,562 Transfer Out 124,237 125,000 125,000 125,000 134,416 244,551 237,026 137,562 Changes in restricted reserves
Net Annual Activity 41,929 $ (39,086) (59,026) 42,438 Ending Available Fund Balance 833,015 $ 773,989 $ 816,427 $ This fund is supplied by percentage of the waste haulers gross rate revenues and is called the AB 939 fee because it was created to fund compliance with the recycling and diversion programs required by State legislation (AB 939). The City uses this fund for various recycling and compliance initiatives. 89 Regional Water Quality
Fund Summary - Fund 521
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 51,729 $ 51,729 $ Revenues
Fees - - - - Interest Income (5) (425) - - Miscellaneous Revenues - - - - (5) (425) - - Transfers In - - - - (5) (425) - - Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity (5)$ (425) - - Fund Balance
Ending Available Fund Balance 51,729 $ 51,729 $ 51,729 $ This fund accounts for the Regional Water Quality. Created by the State Legislature in 1967, the Board protects water quality by setting statewide policy, coordinating and supporting the Regional Water Board efforts, and reviewing petitions that contest Regional Board actions. There are nine regional water quality control boards that exercise rulemaking and regulatory activities by basins. 90 BART Park & Ride
Fund Summary - Fund 266
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 275,690 $ - $
Revenues
Fees - $ - $ - - Interest Income - - - - Miscellaneous Revenues 27,943.00 53,985 45,000 182,000 27,943 53,985 45,000 182,000 Transfers In 440,643.00 - - - 468,586 53,985 45,000 182,000 Expenditures
Salary and Benefits - - - - Contractual Services 219,724.00 20,600 1,100 23,000 Utilities 8,125.00 (1,760) 3,200 18,000 Maintenance & Repairs - - 12,700 41,000 Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Capital Improvement Project (CIP) - - - 100,000 Debt Service - - - - 227,849 18,840 17,000 182,000 Transfer Out - - - - 227,849 18,840 17,000 182,000 Reimburse BART (303,690)
Net Annual Activity 240,737 $ 35,145 (275,690) - Fund Balance
Ending Available Fund Balance 275,690 $ - $ - $ The Hercules Transit Center (HTC), a park and ride facility in the City of Hercules has been maintained and operated under a joint agreement between the City of Hercules, BART and Western Contra Costa Transit Authority (WestCat). This fund is to account for the maintenance of the facility and fully reimburse by BART. 91 General Plan Update Fee and Building Training Fee
Fund Summary - Fund 267
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ 915,000 $ Revenues
Fees - $ - $ - 240,000 Interest Income - - - - Miscellaneous Revenues - - - - - - - 240,000 Transfers In - - - - - - - 240,000 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves 915,000
Net Annual Activity - $ - 915,000 240,000 Fund Balance
Ending Available Fund Balance - $ 915,000 $ 1,155,000 $ General Plan Update 572,000 $ 812,000 $
Building Training Fee 343,000 $ 343,000 $
915,000 $ 1,155,000 $
92 American Recovery Plan Act ("ARPA")
Fund Summary - Fund 353
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ - $
Revenues
ARPA (Non-Entitlement) - $ 3,142,889 $ 3,142,889 - Interest Income - - - - Miscellaneous Revenues - - - - - 3,142,889 3,142,889 -
Transfers In - - - - - 3,142,889 3,142,889 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - General Fund (Loss of Revenue) - 3,142,889 3,142,889 - - 3,142,889 3,142,889 -
Changes in restricted reserves
Net Annual Activity -$ -$ - - Ending Available Fund Balance -$ -$ -$ This fund accounts for revenues from the American Recovery Plan Act ("ARPA"). On March 11, 2021, the American Rescue Plan Act (ARPA) was signed into law by the President. Fiscal Recovery Funds are intended to provide support to state, local, and tribal governments in responding to the impact of COVID-19 and in their efforts to contain the negative impacts of COVID-19 on their communities, residents, and businesses. The Fiscal Recovery Funds build on and expand the support provided to governments over the last year, including through the Coronavirus Relief Fund (CRF).
93 ENTERPRISE FUND
94 Wastewater - Operations
Fund Summary - Fund 420
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 11,715,650$ 11,078,650$ Revenues
Charges for Services 5,769,396 $ 5,852,278$ 6,013,000 5,993,734 Interest Income 92,327 59,089 40,000 75,000 Rate Stabilization Fund - - - 563,051 Miscellaneous Revenues - - - - 5,861,723 5,911,367 6,053,000 6,631,785 Transfers In - - - - 5,861,723 5,911,367 6,053,000 6,631,785 Expenditures
Salary and Benefits 662,073 653,521 710,000 763,159 Contractual Services 546,102 266,054 570,000 433,341 Utilities 85,647 68,264 85,000 87,902 Maintenance & Repairs 43,627 11,288 49,000 50,096 Sewer Plant Operating Expenses 2,075,082 2,117,981 1,910,000 2,506,100 Other Expenses 8,559 7,394 6,000 6,314 Cost Allocation 280,371 280,194 291,000 307,886 Capital Outlay 5,596 20,615 6,000 6,180 Capital Improvement Projects (CIP) 1,158,482 88,571 - - Capital Outlay - Pinole (Hercules' Share) 1,030,000 652,691 Debt Service 1,193,797 1,612,509 2,033,000 2,064,156 6,059,336 5,126,391 6,690,000 6,877,825 Transfer Out - - - 132,000 6,059,336 5,126,391 6,690,000 7,009,825 Changes in restricted reserves (4,804,051)
Net Annual Activity (197,613) 784,976 (637,000) (5,182,091) Ending Fund Balance 25,243,250
Move to Fund 421 (Sewer Capital) (13,527,600)
Ending Available Fund Balance 11,715,650$ 11,078,650$ 5,896,559$ Debt Service Coverage Ratio 1.45 1.46 1.20 1.20 Operating & Maintenance Reserve (180 days) 1,039,000
Capital Reserve (Equal to annual system depreciation) 1,002,000 Debt Service Reserve (Equivalent to 1-year of debt service) 2,200,000 This fund accounts for wastewater treatment to the cities of Hercules and Pinole and for the maintenance of the City's sewer lines and related facilities. It is a self-supporting activity which provides services on a user charge basis to residences and businesses.
95 Wastewater - Capital Projects
Fund Summary - Fund 421
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 751,000 $ - $
Revenues
Charges for Services - $ - $ - - Interest Income - - - - Bond Proceeds - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - - - 132,000 - - - 132,000 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Sewer Plant Operating Expenses - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Capital Improvement Projects (CIP) - - 751,000 132,000 Debt Service - - - - - - 751,000 132,000 Transfer Out - - - - - - 751,000 132,000 Changes in restricted reserves
Net Annual Activity - - (751,000) - Ending Fund Balance -
Move from Fund 420 (Operations) 13,527,600
Less: Encumbrances (1,127,600)
Less: Capital Projects Carryover (11,649,000)
Ending Available Fund Balance 751,000$ -$ -$ This fund accounts for wastewater treatment to the cities of Hercules and Pinole and for the maintenance of the City's sewer lines and related facilities. It is a self-supporting activity which provides services on a user charge basis to residences and businesses.
96 INTERNAL SERVICE FUNDS
97 Vehicle Replacement
Fund Summary - Fund 450
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 645,986 $ 270,915 $ Revenues
Charges for Services 159,000 $ - $ 148,300 153,000 Interest Income 700 3,700 - - Miscellaneous Revenues - - - - 159,700 3,700 148,300 153,000
Transfers In - - - - 159,700 3,700 148,300 153,000
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay 206,373 381 523,371 220,000 Debt Service - - - - 206,373 381 523,371 220,000 Transfer Out - - - - 206,373 381 523,371 220,000 Changes in restricted reserves
Net Annual Activity (46,673)$ 3,319 (375,071) (67,000) Ending Available Fund Balance 645,986 270,915 $ 203,915 $ By Department
Police 20,800
Public Works 108,872
Parks & Recreation 74,243
203,915 $
To account for the financing, operations, servicing and maintenance of fleet vehicles and major equipment utilized by City departments, of which the services are rendered on a cost reimbursement basis. 98 Information Technology (IT) Operations
Fund Summary - Fund 460
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 365,515 $ 362,284 $ Revenues
Charges for Services 1,010,200 $ 736,313 $ 1,271,986 $ 996,333 Interest Income - 124 - - Miscellaneous Revenues 8,077 5,781 - - 1,018,277 742,218 1,271,986 996,333
Transfers In - - - - 1,018,277 742,218 1,271,986 996,333
Expenditures
Salary and Benefits 337,202 393,027 390,427 423,367 Contractual Services 18,800 78,430 30,000 30,900 Utilities 45,450 46,933 50,200 51,706 Maintenance & Repairs 273,612 320,020 386,550 422,380 Other Expenses 2,981 3,345 13,040 13,432 Cost Allocation 91,168 104,038 89,000 98,189 Capital Outlay 68,391 273,645 316,000 300,000 837,604 1,219,438 1,275,217 1,339,974
Transfer Out - - - - 837,604 1,219,438 1,275,217 1,339,974
Changes in restricted reserves
Net Annual Activity 180,673 $ (477,220) (3,231) (343,641) Ending Available Fund Balance 731,031 $ 362,284 $ 18,643 $ Allocate 50% to Facility Replacement Fund (365,516)
Ending Available Fund Balance, as adjusted 365,515 $
This fund accounts for Information Technology who provide a variety of technology related services for the city, including networking and infrastructure technology including servers, switching, security, cyber protection, internet connectivity, service desk, disaster recovery and other data communication technologies. Resources are from administrative charges to departments based upon their proportional share of program costs. 99 Facility Maintenance
Fund Summary - Fund 470
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 361,695 $ 323,504 $ Revenues
Charges for Services 883,150 $ 817,040 $ 787,000 938,955 Interest Income - - - - Miscellaneous Revenues - - - - 883,150 817,040 787,000 938,955
Transfers In - - - - 883,150 817,040 787,000 938,955
Expenditures
Salary and Benefits 158,539 159,927 183,191 191,509 Contractual Services 13,883 10,842 180,000 185,400 Utilities 228,671 301,154 172,000 273,164 Maintenance & Repairs 68,043 100,577 169,000 174,070 Other Expenses 20,728 28,446 24,000 27,224 Cost Allocation 68,027 72,039 72,000 144,264 Capital Outlay - - 25,000 - 557,891 672,985 825,191 995,631
Transfer Out 440,643 - - - 998,534 672,985 825,191 995,631
Changes in restricted reserves
Net Annual Activity (115,384)$ 144,055 (38,191) (56,676) Ending Available Fund Balance 723,391 $ 323,504 $ 266,828 $ Allocate 50% to Facility Replacement Fund (361,696)
Ending Available Fund Balance, as adjusted 361,695 $
This fund accounts for Facility Maintenance provides and manages maintenance and emergency structural repair services for all City facilities. The source of revenue is reimbursement from departments for the cost of providing facility maintenance services.
100
Information Technology (IT) Equipment Replacement
Fund Summary - Fund 480
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 365,516 $ 365,516 $ Revenues
Charges for Services - $ - $ - - Interest Income - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - - - - - - - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity - $ - - - Ending Available Fund Balance - $ 365,516 $ 365,516 $ Allocate 50% to IT Operations 365,516
Ending Available Fund Balance, as adjusted 365,516 $
This fund provides for the replacement of government technology infrastructure and equipment used to support City's departmental needs (servers, switches, data security, etc.). The source of revenue is contributions from various departments for future replacement of computer and related technology equipment included in the program.
101
Facilities Replacement
Fund Summary - Fund 490
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 361,696 $ 261,696 $ Revenues
Charges for Services - $ - $ - - Interest Income - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - - - - - - - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - - 100,000 142,000 Debt Service - - - - - - 100,000 142,000 Transfer Out - - - - - - 100,000 142,000 Changes in restricted reserves
Net Annual Activity - $ - (100,000) (142,000) Ending Available Fund Balance - $ 261,696 $ 119,696 $ Allocate 50% from Facility Maintenance Fund 361,696
Ending Available Fund Balance, as adjusted 361,696 $
This fund will be used to cover the major replacement of City buildings and facilities. The source of revenue is an annual contribution from various departments based on the square footage occupied. 102

DEBT SERVICE FUNDS
103
2020 DEBT SERVICE PFA
Fund Summary - Fund 672
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance 158,687 $ 1,621 $ Revenues
Property Lease Revenue - - - - Interest Income 103,455 - - - Miscellaneous Revenues - - - - 103,455 - - -
Transfers In/General Fund 106,938 - 355,934 563,316 210,393 - 355,934 563,316 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - 1,500 - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 205,522 129,878 513,000 564,937 205,522 131,378 513,000 564,937 Transfer Out - - - - 205,522 131,378 513,000 564,937 Changes in restricted reserves
Net Annual Activity 4,871 $ (131,378) (157,066) (1,621) Ending Available Fund Balance 158,687 $ 1,621 $ - $ (Restricted for Debt Service)
This fund accounts for the 2020 Public Financing Authority (PFA) Lease Revenue Refunding Bond. The City and the Authority refinance a portion of the costs of the acquisition, contruction and installation of various public improvements of the City, including the City Library, that were originally financed and refinanced from the proceeds of the Lease Revenue Bonds, Series 2003B.
104
2009 DEBT SERVICE PFA
Fund Summary - Fund 673
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ - $
Revenues
Property Lease Revenue 837,889 984,267 908,000 907,159 Interest Income 897 (1,146) - - 838,786 983,121 908,000 907,159 Transfers In - - - - 838,786 983,121 908,000 907,159 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 909,715 912,590 908,000 907,159 909,715 912,590 908,000 907,159 Transfer Out - - - - 909,715 912,590 908,000 907,159 Changes in restricted reserves
Net Annual Activity (70,929)$ 70,531 - - Ending Available Fund Balance - - $ - $ (Restricted for Debt Service)
This fund accounts for the 2009 Public Financing Authority (PFA) Taxable Lease Revenue Bonds (Bio-Rad Project). The purpose of the bonds was to finance the acquisition of certain commercial condominium properties, consisting of approximately 96,847 square feet located at 203-295 Linus Pauling Drive. The bonds is secured by revenues consisting primarily of the base rental payments of the property lease, Principal is due annually and will mature on July 1, 2038.
105
SunTrust Lease
Fund Summary - Fund 383
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ - $
Revenues
Charges for Services - $ - $ - - Interest Income - - - - Property Lease Revenue - - - - - - - -
Transfers In 205,099 205,099 103,000 - 205,099 205,099 103,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 205,099 205,099 103,000 - 205,099 205,099 103,000 -
Transfer Out - - - - 205,099 205,099 103,000 -
Changes in restricted reserves
Net Annual Activity - $ - - - Ending Available Fund Balance - $ - $ - $ This fund accounts for SunTrust Lease. On September 27, 2007, the City entered into master lease agreements with Sun Trust Leasing Corporation in order to provide funds for the financing of the EMS Project performed by Siemens Building Technologies. Payments are due semiannually. The Master Lease Agreement matures on September 27, 2022.
106
Equipment Lease
Fund Summary - Fund 388
Fund Description / Budget Highlights
Fund Activity
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Actual Actual Projection Proposed
Beginning Available Fund Balance - $ - $
Revenues
Charges for Services - $ - $ - - Interest Income - - - - Property Lease Revenue - - - - - - - -
Transfers In - 218,444 227,000 235,896 - 218,444 227,000 235,896 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - 217,391 227,000 235,896 - 217,391 227,000 235,896 Transfer Out - - - - - 217,391 227,000 235,896 Changes in restricted reserves
Net Annual Activity - $ 1,053 - - Ending Available Fund Balance - $ - $ - $ This fund accounts for Engie Solar Project Lease. On August 14, 2020, the City entered into master lease agreements with Sterling National Bank in order to provide funds for the financing of the Solar Energy Project by ENGIE Services U.S. Inc. Payments are due annually. The Master Lease Agreement matures on September 14, 2040.
107

SUMMARY OF TEN-YEAR CAPITAL IMPROVEMENT
PROGRAM SPENDING PLAN FY 2024-2033
Prior FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 Project Name Carryover Proposed Projection Projection Projection Projection Projection Projection Projection Projection Projection Repair Leak in Library Starry Cone 100,000 7,000 - - - - - - - - - ADA Transition Plan - Building - 60,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Community Center Repairs 175,000 - - - - - - - - - - Corp Yard Drainage Improvements - 25,000 - - - - - - - - - Police Dept. Expansion 160,000 - - - - - - - - - - Building Facilities Plan 75,000 - - - - - - - - - - Council Chamber Refurbishment and
Improvement - 50,000 - - - - - - - - - Total, Facilities 510,000 142,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 ADA Transition Plan - Parks - 60,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 60,000 - - - - - - - - - - 194,000 - - - - - - - - - - Park Improvement Project - 200,000 - - - - - - - - - Tree Mitigation in Open Space - 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 - 100,000 - - - - - - - - - - 50,000 - - - - - - - - - Lupine Hill Stabilization - 100,000 - - - - - - - - - Total, Parks and Open Space 254,000 560,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 - 25,000 25,000 25,000 - - - - - - - - 25,000 25,000 25,000 - - - - - - - - 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 - 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 321,140 - - - - - - - - - - 1,058,000 - - - - - - - - - - 52,800 - - - - - - - - - - 250,000 - - - - - - - - - - Pedestrian Sidewalk Improvement Willow &
Palm (63042) - 100,000 - - - - - - - - - - - 650,000 650,000 650,000 650,000 650,000 650,000 650,000 650,000 650,000 - - 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 - - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 - - - 1,954,000 1,186,000 - - - - - - ADA Transition Plan - Street - 60,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 502,506
65,091
Total, Streets 1,681,940 827,597 1,050,000 3,004,000 2,186,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 500,000 - - - - - - - - - - 179,000 300,000 - - - - - - - - - Funding Plan 107,700,000
Total, Hercules HUB 679,000 300,000 - - - - - - - - 107,700,000 Sycamore Ave (Lower Trunk Main) 12,000,000 - - - - - - - - - - Sycamore Ave (Upper Truck Main) 42,000 100,000 400,000 4,078,000 - - - - - - - Sewer Manholes in Business Park - 32,000 - - - - - - - - - Total, Sewer 12,042,000 132,000 400,000 4,078,000 - - - - - - - Total, CIP 15,166,940 1,961,597 1,600,000 7,232,000 2,336,000 1,150,000 1,150,000 1,150,000 1,150,000 1,150,000 108,850,000 Utility Design
Annual Street Repair Project
Pedestrian Sidewalk Improvement Willow &
Palm (63042)
Beechnut Park
Tree Mitigation & Replacement Program
Annual Sidewalk Repair Program
Annual Restriping Project
Countywide Smart Signals
1 108

BART Fund - 100,000 - - - - - - - - - Facilities Fund 260,000 142,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Gas Tax - 100,000 - - - - - - - - - General Fund 500,000 - - - - - - - - - - General Fund/Capital Reserves - 300,000 - - - - - - - - - Grant 2,043,800 802,506 - - - - - - - - 107,700,000 LLAD 83-2 Zone 10 - 160,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Measure J Fund- 263 - 50,000 200,000 200,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 Sewer - 421 12,042,000 132,000 400,000 4,078,000 - - - - - - - Solid Waste Fund - - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 State Gas Tax Fund- 262 321,140 175,091 750,000 750,000 725,000 725,000 725,000 725,000 725,000 725,000 725,000 Unfunded - - - 1,954,000 1,186,000 - - - - - - Total, Funding 15,166,940 1,961,597 1,600,000 7,232,000 2,336,000 1,150,000 1,150,000 1,150,000 1,150,000 1,150,000 108,850,000 2 109
Annual Proposed Budget
General Fund and Other
R
estricted Funds
FY 23-24
April 25, 2023
1 110
Budget Discussion
• Council priorities and multi-year goals
• Overall general assumptions applied - Baseline
• Significant budget increases and budget impact of the following increases • General Fund
• Non-General Fund programs
• Policy direction
2 111
Council’s
Priorities and Multi-Year Goals
3 Multimodal Station
(RITC – Renamed
the Hercules HUB)
Grow retail and
commercial
development to
serve the community
Long-term financial
plan
112
Overall
Assumptions
Used
(Baseline)
4 • 4.5% Cost of Living Adjustments (COLA)
and 3% One-time Retention Bonus
• CalPERS actuarial assumptions - Normal
Rate and Unfunded Actuarial Liability
(UAL)
• Assumed 3% increase in healthcare cost
from FY 22-23 Kaiser Rate
Salaries and Benefits
All other expenses are estimated
to increase by 3%
113
CalPERS
Unfunded
Actuarial
Liability (UAL)
5 Funding Ratio: 86%
114
Significant Budget
Increases and
budget impact
General
Fund
Other
Funds Total
Senior Planner $188,000 $188,000
Standby and Call back pay 1,700 74,300 76,000
Maintenance Supervisor (36,000) 36,000 -
Contract CIP Engineer 250,000 250,000
Animal Control Services 27,000 27,000
Recreation Specialist 5,750 5,750
Parks & Recreation Overall
Operating Cost (Restore Service)
165,000 165,000
Cellebrite 9,000 9,000
Tri-City Consortium 40,000 40,000
General Liability & Worker's
Compensation Insurance
200,000 200,000
Total, Ongoing 600,450 360,300 960,750
Media Services 24,000 24,000
Regional Government Services
(RGS)
65,000 65,000
Total, One-time 89,000 - 89,000
Total $689,450 $360,300 $1,049,750
6 115
General
Fund
Analysis
I. General Fund
• Revenue Estimates
• Expenditures Projections
• Projected Net Annual Results
• Five Year Forecast
7 116
General Fund
Revenue Estimates
8 Sales Tax – A significant 14%
Increase compared to FY 22-23
Budget and more in-line with
FY 21-22 actual receipts
Utility User’s Tax (UUT) –
Projected to increase by 5%
compared to FY 22-23 Budget
and slightly lower than FY 21-
22 actual receipts
Property Tax – applied CPI
factor of 2%
Transient Occupancy Tax –
Expected to increase by
$100,000 due to new
development
Parks & Recreation Programs –
Revenue estimates reflect the
re-opening of programs
Fees for Services – Based on
the current fees charged;
undertaking a fee study
Cell Tower Leases – Projected
to increase by 2%
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General Fund
Expenditure Projections
• Salaries and benefits – accounts for
almost 60% of total General Fund
expenses.
• The General Fund expenditures are
projected to increase by 8%
compared to the prior fiscal year
budget.
9 118
General Fund
Projected
Annual Results
Beginning Available Balance 848,907
Revenues
Taxes 13,006,113
VLF and Other Inter-Govt 2,561,220
Program 1,640,395
Miscellaneous 1,224,159
Total, Revenues 18,431,887
Ongoing Expenditures 18,015,181
Annual Operating Results (Ongoing) 416,706
Less: One-time expenses (460,887)
Ending Available Balance 804,726
% Reserve 25%
10 119
General Fund
Five-Year Forecast
11 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
Year 1 Year 2 Year 3 Year 4 Year 5
Beginning Available Balance 804,726 1,568,271 2,268,771 175,771 673,271 Revenues* 19,266,000 19,748,000 20,186,000 20,622,000 21,050,000 Expenditures 18,405,000 18,919,000 19,447,000 19,989,000 20,541,000 Annual Operating Results 861,000 829,000 739,000 633,000 509,000 Repay CalHFA Loan Balance 2,700,000
Reserve (Maintain 25%) 97,455 128,500 132,000 135,500 138,000 Ending Available Balance 1,568,271 2,268,771 175,771 673,271 1,044,271 % Reserve 25% 25% 25% 25% 25%
* Not included: Revenue Forecast on New Developments (i.e. Hotel TOT) 120
Special Revenue Funds
Budget Highlights
12 The Engineer’s report
outlines the district
budget and shows the
amount of the
assessment for each
district. Additional
analysis will be
performed for
Victoria by the Bay
due to the fund
deficit.

Landscape
& Lighting
Districts
Continues to see
increased costs due to
State mandates.

Recycling related
revenue is being used
to offset a portion of
its operating deficit.

Storm
Water
Fund
121
Special Revenue Funds
Budget Highlights (Cont’d)
13 Revenue of $175K per
year from the rate
differential between the
fees and post-collection
agreement due to
payoff of bonds
Solid
Waste &
Recycling
City staff is currently in
discussions with the
County Housing
Authority to legally
transfer the role of
Housing Successor,
including all housing
assets and functions of
the Former Agency,
from the Housing
Authority to the City.

Successor
Housing
122
Sewer Enterprise Fund
Budget Highlights
• The Sewer Enterprise Fund pays for the sewer system’s operations, maintenance, and capital improvement
• FY 23-24 operating budget is estimated to be:
• $4.1 million in ongoing operating expenditures;
• $2 million in debt service obligation; and
• $785K in capital improvements
• The City collects approximately $6 million a year in service charges from over 8,400 connection
• The City is also conducting a sewer rate study to carefully assess and understand the City’s utility system and develop a tailored approach that will best serve the needs of the sewer fund.
14 123
Internal Service Funds (ISF)
15 • Three of the funds manage the capital replacement and asset management of vehicles, facilities, and technology items. The two ISF manages the City’s Information System (IT) Operations and Facilities Maintenance.

The City utilizes five ISF funds
• Replace the existing two patrol vehicles that exceeded the dependable service life of a Police patrol vehicle and two Police administrative vehicles. (Estimated cost: $220,000) Vehicle Replacement ISF
124
Debt Service
Obligations
Name Principal Interest Total
2020 Public Financing Authority (PFA) Lease
Revenue Bonds $448,561 $116,376 $564,937
2009 Public Financing Authority (PFA) $255,000 $652,159 $907,159 California Housing Financing Authority (CalHFA)
HELP Loan $100,000 $100,000
California Housing Financing Authority (CalHFA)
RDLP Loan $100,000 $100,000
SunTrust Lease $0
Engie Energy Construction Loan $127,479 $108,417 $235,896 2021 Public Financing Authority (PFA) Wastewater
Revenue Bonds $365,000 $188,318 $553,318
Public Owned Treatment Works Construction Loan $1,134,388 $376,450 $1,510,838 Total, Annual Debt Service Payment $2,330,428 $1,641,720 $3,972,148 16 125
Capital Improvement
Projects (CIP)
Funding Sources
Source Amount
BART Fund $100,000
Facilities Fund 142,000
Gas Tax 100,000
General Fund/Capital Reserves 300,000
Grant 802,506
LLAD 83-2 Zone 10 160,000
Measure J Fund- 263 50,000
Sewer - 421 132,000
State Gas Tax Fund- 262 175,091
Total, Funding $1,961,597
17 126
Policy Direction
18 The budget proposal incorporates an
overall assumption to account for labor
agreements, inflation and a few other
adjustments to address gaps in
organizational efficiency and
effectiveness. Attachment 1 describes
the notable changes, along with the
economic impact associated with each
adjustments.

Solid Waste Fund - The City Council last
reviewed this item on September 22,
2015, and staff would like to seek the
Council's direction on future agenda
regarding allocating accumulated
savings.
127
Policy Direction
19 CalHFA Loans - At January 10, 2023, Council meeting, the Council approved in concept the option for staff to make a partial payment of $2.5 million and attempt to renegotiate repayment of the remaining balance based on an extended payment plan. As of June 30, 2022, the remaining balance was $5.2 million. In the alternative, staff can also attempt to renegotiate the entire loan amount with CalHFA rather than make an initial partial payment.

The best option from the City’s perspective will depend on the terms of repayment negotiated with CalHFA. At this juncture, it is unknown whether CalHFA would agree to renegotiate the loan and what the terms would be; staff will report back to Council on this matter once CalHFA has been engaged.
128
Questions &
Comments
20 129

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of April 25, 2023
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Michael Roberts, Public Works Director/City Engineer SUBJECT: Award of a Construction Contract in the amount of $1,488,622 for the Willow/Palm Sidewalk Connector Project
RECOMMENDED ACTION:

Adopt a resolution authorizing the City Manager to execute a construction contract with R&S Construction Management in the amount of $1,488,622 for the Willow/Palm Sidewalk Connector Project, authorizing an additional expenditure of up to $148,862 for a 10% contingency on said construction contract, for a total not to exceed amount of $1,637,484.

BACKGROUND:

Closing the gap in the pedestrian network between the Hercules Transit Center (HTC) and the neighborhoods in northeast Hercules and unincorporated County has been a high priority for many years. Currently residents have to walk in the roadway of Willow Avenue and Palm Avenue or the adjacent grassy embankment to reach this critical transportation center, which is owned by BART (Bay Area Rapid Transit) and served by WestCat .

WestCat provides bus service to the Del Norte BART Station, local service, and the Lynx service to San Francisco.

The City applied for and recently received a series of grants which now make this project financially feasible. This includes a $1.058M Measure J grant from the Contra Costa Transportation Authority (CCTA), a $52.8K TDA Article 3 gran t from the Metropolitan Transportation Commission (MTC), and a financial commitment from BART for $100K which will be appropriated as part of their FY 23-24 Budget.

130
With regards to specific project improvements, a new 5 ft sidewalk will be installed on the north side of Willow Avenue (the old State Hercules to Martinez highway , hence no sidewalk) from the Hercules Transit Center easterly a total of 2,100 ft to Palm Avenue and then 700 ft southerly along the south side of Palm Avenue to Sycamore Avenue.

The project also includes streetlights, which currently are not in place, to illuminate the sidewalk and street, and provide a measure of security at night. The sidewalk on Palm Avenue includes a section through the tunnel under the BNSF Railroad tracks and flashing beacons will be installed to alert vehicles at each end. A section of sidewalk on Willow will cross an unnamed creek and include a short section of safety fencing. The minimum traffic lane width on all sections will be 11 ft to allow for bus t raffic and Willow can be widened to the south in the future for bike lanes. Until that time, b icyclists will continue to share the road with vehicles.

Project Location

ANALYSIS:

The Willow/Palm Sidewalk Connector Project was advertised for bids in the West County Times on February 21 & 28, 2023 and in 4 regional plan rooms. A total of 10 bids were received at the bid opening deadline of 2pm on Tuesday, March 21, 2023. Upon opening and reviewing the 10 bids received, R&S Construction Management submitted the low bid in the amount of $1,488,622, which was determined to be responsive.

131
NO Bidder's Name Bid Proposal
1 R&S Construction Management $1,488,622
2 Kerex Engineering $1,526,740
3 WR Forde Associates $1,568,501
4 McGuire & Hester $1,712,631
5 Ghilotti Bros. $1,736,318
6 Redgwick Construction $1,755,759
7 Sposeto Engineering $1,981,225
8 FBD Vanguard Construction $2,017,746
9 Gruendl Inc. $2,024,712
10 CF Contracting $2,199,144

R&S Construction Management is based in San Francisco, has been in business 9 years, and have completed numerous public works projects. They specialize in concrete work, especially sidewalks . Staff checked references which were favorable and have determined R&S Construction Management is a responsible bidder.

Construction is anticipated to take place in May and be completed in August, depending upon availability of construction materials which could be impacted by supply chain shortages due to the pandemic . Following the award of the contract, staff will meet with the contractor to firm up the schedule.

FISCAL IMPACT:

Sufficient funding was appropriated in the FY 23-24 Budget for the Willow/Palm Sidewalk Connector Project as follows:

Revenue
Funding Sources Account Numbers Amount
Measure J Grant 296-5432-643.20-00 $1,058,000
TDA Article 3 Grant 296-5432-643.20-00 $52,800
Gas Tax 262-5432-642.05-20 $276,684
ARPA/General Fund 300-5432-643.20-00 $250,000
Total $1,637,484

Expenditures

Construction Contract $1,488,622
Contingency (10%) $ 148,862
Total $1,637,484
132

It is proposed $276,684 in Gas Tax savings from the Sycamore Avenue Rehabilitation Project be utilized to fully fund the project, including covering the $100K commitment from BART, which will be appropriated in FY 23 -24, and the 10% project contingency of $148,862. Once the BART funding becomes available, it will supplant the Gas Tax in the budget and the amount of Gas Tax ultimately expended will depend upon the contingency used, which will be known once the project has been completed. These changes will be captured in the final budget which will be presented to Council at the time of project acceptance.

ATTACHMENTS:

Attach 1- Resolution

133

RESOLUTION NO. 23-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERCULES AUTHORIZING THE CITY

MANAGER TO EXECUTE A CONSTRU CTION CONTRACT WITH R&S CONSTRUCTION MANAGEMENT IN THE AM OUNT OF $1,488,622 FOR THE WILLOW/PALM SIDEWALK CONNECTOR PROJECT, A UTHORIZING AN ADDITIONAL EXPENDITURE OF UP T O $148,862 FOR A 10 % CONTINGENCY ON SAI D CONSTRUCTION CONTR ACT, FOR A TOTAL NOT TO EXCEED AMOUNT OF $1,637,484

WHEREAS, the Willow/Palm Sidewalk Connector Project was advertised for bids in the West County Times on February 21 & 28, 2023 and in 4 regional plan rooms; and

WHEREAS, a total of 10 bids were received at the bid opening deadline of 2pm on Tuesday, March 21, 2023 and upon opening and reviewing the 10 bids received, R&S Construction Management submitted the low bid in the amount of $1,488,622; and

WHEREAS, R&S Construction Ma nagement has been determined to be a responsible bidder and their bid has been determined to be responsive; and

WHEREAS, there is sufficient funding in the Adopted FY 20 22-23 Budget to fully fund the construction contract; and

WHEREAS, this project will close the gap in the pedestrian network between the Hercules Transit Center (HTC) and the neighborhoods in northeast Hercules and unincorporated County , which has been a high priority for many years.

NOW, T HEREFORE, BE IT RESOLVED by the City Council of the City of Hercules that the City Council hereby adopts a resolution authorizing the City Manager to execute a construction contract with R&S Construction Management i n the amount of $ 1,488,622 for the Willow/Palm Sidewalk Connector Project, authorizing an additional expenditure of up to $148,862 for a 10 % contingency on said construction contract, for a total not to exceed amount of $ 1,637,484.

The foregoing Resolutio n was duly an d regularly adopted at a regular meeting of the City Council of the City of Hercules held on the 25th day of April 2023 by the following vote of the Council:

AYES:

NOES:

ABSTAIN:

ABSENT:

____________________________
Alex Walker-Griffin, Mayor

ATTEST:

134

Eibleis Melendez, Acting City Clerk
135

STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of April 25, 2023
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Michael Roberts, Public Works Director/City Engineer SUBJECT: Professional Services Agreement with WSP in the amount of $101,891 for the Willow/Palm Sidewalk Connector Project RECOMMENDED ACTION:

Adopt a Resolution authorizing the City Manager to execute an agreement with WSP for a not to exceed amount of $1 01,891 for Construction Management Services for the Willow/Palm Sidewalk Connector Project.

BACKGROUND:

Closing the gap in the pedestrian network between the Hercules Transit Center (HTC) and the neighborhoods in northeast Hercules and unincorporated County has been a high priority for many years. Currently , residents have to walk in the road of Willow Avenue and Palm Avenue or the adjacent grassy embankment to reach this critical transportation center, which is owned by BART (Bay Area Rapid Transit) and served by WestCat.

The City applied for and recently received grants which now make this project financially feasible. The grants include a $1.058M Measure J grant from the Contra Costa Transportation Authority (CCTA), a $52.8K TDA Article 3 grant from the Metropolitan Transportation Commission (MTC), and a commitment from BART for $100K to be appropriated as part of their FY 23-24 Budget.

With regards to specific project improvements, a new 5 ft sidewalk will be installed on the north side of Willow Avenue (the old State Hercules to Martinez highway, hence no 136
sidewalk) from the Hercules Transit Center easterly a total of 2,100 ft to Palm Avenue and then 700 ft southerly along the south side of Palm Avenue to Sycamore Avenue.

The project also includes streetlights, which currently are not in place, to illuminate the sidewalk and street, and provide a measure of security at night. The sidewalk on Palm Avenue includes a section through the tunnel under the BNSF Railroad tracks and flashing beacons will be installed to alert vehicles at each end. A section of sidewalk on Willow will cross an unnamed creek and include a short section of safety fencing. The minimum traffic lane width on all sections will be 11 ft to allow for bus traffic and Willow can be widened to the south in the future for bike lanes. Until that time, bicyclists will continue to share the road with vehicles.

The Willow/Palm Sidewalk Connector Project was recently advertised for bids and award to the low bid contractor is being recommended under a separate agenda item.

Given the relatively large size of the project, the low bid amount was $1.49M, minimal City staffing levels at this time, and need to have the appropriate level of oversight and expertise, it is recommended a construction management firm be hired.

Project Location

ANALYSIS:

WSP is on the City’s pre-approved vendor list and has successfully provided construction management services on large projects for the City in the past including the Path To Transit Project and Willow Avenue Rehabilitation Project. 137
Contracting with WSP will be cost-effective since they are already in the City providing construction management services for the Sycamore Avenue Trunk Sewer Replacement Project. This will allow resident engineering and inspection staff to be utilized on both projects concurrently, an efficiency which saves the City money.

The following is an outline of the scope of work WSP will be providing on this contract. - Provide initial submittal reviews as they are received from contractor. - Project management and main point of contact for contractor, to include day-to-day coordination of construction, schedule, and contract administration - Analyze and prepare monthly pay estimates
- Contract Change Order and RFI management
- Perform field inspection as needed to ensure contract compliance - Perform materials testing on an as-needed basis with their subconsultant, Kleinfelder, Inc.
- Perform inspection on each of 18 ADA curb ramps prior to and after concrete pour, including completion of required ADA Compliance Certification documentation - Perform project close-out, to include punch list, as-built plan changes, and final estimates.

FISCAL IMPACT:

Sufficient funding was appropriated in the FY 23-24 Budget for the Willow/Palm Sidewalk Connector Project for construction management as follows:

Funding Sources Account Numbers Amount
Gas Tax 262-5432-642.05-20 $101,891

This Gas Tax funding is from savings from the Sycamore Avenue Rehabilitation Project as that project came in under budget.

ATTACHMENTS:

Attach 1- Resolution
Attach 2 – Construction Contract Including Proposal
Attach 3 – Shewchuk, Bruce CM
Attach 4 - Bohlander, Matt WSP
Attach 5 - Jon Adams WSP
Attach 6 – Cowling Jeff WSP

138
RESOLUTION NO. 23-

RESOLUTION OF THE CI TY COUNCIL OF THE CI TY OF HERCULES

AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH WSP FOR A NOT TO EXCEED AMOUNT OF $1 01,891 FOR CONSTRUCTION

MANAGEMENT SERVICES FOR THE WILLOW/PALM SIDEWALK CONNECTOR

PROJECT

WHEREAS, the Willow/Palm Sidewalk Connector is a large construction project which given current staffing levels and commitments necessitates use o f a construction management firm; and

WHEREAS, WSP is on the City’s pre-approved vendor list; and

WHEREAS, WSP has successfully provided construction management services on large projects for the City in the past , including the Path To Transit Project and Willow Avenue Rehabilitation Project; and

WHEREAS, contracting with WSP for the Willow/Palm Sid ewalk Connector Project will be cost-effective since they are already in the City providing construction managem ent services for the Sycamore Avenue Trunk Sewer Replacement Project; and

WHEREAS, WSP was ul timately selected as the best qualified firm to p rovide construction management services; and

WHEREAS, the Willow/Palm Sidewalk Connector Project is fully funded in the FY 22-23 Adopted Budget; and

WHEREAS, closing the gap in the pedestrian network between the Hercules Transit Center (HTC) and the ne ighborhoods in northeast Hercules and unincorporated County has been a high priority for many years.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hercules that the City Council hereby authorizes authorizing the City Manager to execute an agreement with WSP for a not to exceed amount of $1 01,891 for Construction Management Services for the Willow/Palm Sidewalk Connector Project.

The foregoing Resolution was duly and regularly adopted at a regular meeting of the City Council of th e City of Hercules held on the twenty-fifth day of April, 2023 by the following vote of the Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

139
____________________________
Alex Walker-Griffin, Mayor
ATTEST:

Eibleis Melendez, Acting City Clerk
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BRUCE J. SHEWCHUK, P.E., QSD
Construction Manager
Years of Experience
37 (30 w/ WSP)
Education/Associations
B.S., Civil Engineering, University of Massachusetts, MA, 1983 Professional Registrations
Professional Engineer, California, C-49703 / RWP Trained / AREMA – Railroad Bridge Supervisor, CMAA / Compaction Grouting and Specialty Geotechnical Construction Seminar Key Qualifications
Bruce has extensive experience in the construction management of rail and bridge projects. Bruce knows how to manage construction and he excels at getting the parties to the table and resolving complex project issues. Bruce has worked for WSP on UPRR / Caltrain / VTA / AMTRAK, BATA, Caltrans bridge/roadway projects for the last 29 years and has worked on several projects that have similar elements to your types of projects. Bruce has managed two large rail grade separation projects, constructed two new stations, and rehabilitated three existing stations; constructed more than fifteen miles of new mainline tracks, shoofly tracks and associated systems, communication, and signal work.

Bruce constructed a direct connector tunnel from Airport Blvd to SB I-880. Bruce has a successful track record assuring contract compliance is being met, coordinating with multiple concurrent contracts, integration, and turnover of work areas to others, safety reviews, quality systems, permitting compliance, third party coordination and design integration with other contracts. Bruce has extensive foundation experience completing several projects with Cement Deep Soil Mixing, Compaction Grouting, and Vibro-Piers ground improvement alternatives. He has managed the installation of approximately 11,000 LF of large diameter CIDH piling (wet-hole spec), 180,000 CY of permeable and impermeable Light Weight Cellular Concrete backfill. Bruce has been actively involved in constructability / biddability reviews, change order management and detailed cost estimates. • BART Silicon Valley Phase II Extension Project, contract/construction specialist, for this $6.5 billion design-build/design-bid-build to construct approximately 6.5 miles including 5 miles of subway tunnel, three underground stations and one at grade station and maintenance facility. In support of the Santa Clara Valley Transportation Authority’s (VTA) BART Silicon Valley Phase II Extension (BSVII) construction contracting program, assist with developing procurement packages including RFQ, RFP, for design-build contracts, developing contracting program objectives, including project scope, and schedules; drafting instructions for proposers and evaluation factors; assembling supporting solicitation packages with contract formatted documents.

• Caltrain 25th Avenue Grade Separation, Caltrain, San Mateo, California. Resident Engineer on this $101M construction of approximately one (1) mile of new railroad grade-separation (from Hillsdale Blvd to SR92 in San Mateo) by partially raising the rails in a lightweight-cellular-concrete (LCC) filled MSE wall, partially depressing the existing road at 25th Avenue and construction two (2) new road connections at 28th and 31st Avenues. The grade separation bridges will require the installation of four (4) new concrete precast bridges and one (1) steel bridge. The bridges will be supported by CIDH and CIP abutments and center columns. In addition, the project will construct a new elevated, centerboard, Caltrain station, with access from 28th Avenue, as well as from a two- cell CIP pedestrian viaduct. The project will also include systems, communication, and electrical elements, grading and drainage improvement, changes to existing traffic lights, additional street and platform lighting, relocation of existing rail signals, and custom-made shelters and other amenities at the station.
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• Caltrain, San Bruno Grade Separation Phase 3, San Bruno, California. Construction Manager for the City of San Bruno on this $77M project. The tracks were elevated in a lightweight-cellular- concrete (LCC) filled MSE wall, above three street crossings while lowered the current street grade.

Two pedestrian / bicycle undercrossing were constructed. San Bruno Station was relocated onto the elevated tracks. Pump stations were constructed at the lowered street crossings to convey storm water into the existing City infrastructure. A new at grade parking lot and transit center were built by the station. City street lighting, signalized intersections, street modifications, site lighting, urban design, hardscape features, landscaping and irrigation were included in the improvements.
• Caltrain, California Avenue & Palo Alto Underpass and Station Improvements, Palo Alto, California.

Resident Engineer on this multi-stage project which included the removal, reconstruction, and relocation of existing facilities; construct pedestrian underpasses with shoring adjacent to RR tracks, retrofit existing pedestrian underpass, station platforms, ramps, and stairs with shoring adjacent to RR tracks. The project also included station reconstruction, realignment of track, six bridge retrofit/replacements of various magnitudes. In general work included removal and reconstruction of track panels, removal of existing rail top bridge decks, retaining walls and drainage facilities
• Team Track Facility/UPRR/eBART, Pittsburg, California. Resident Engineer on this project which consisted of installing a No 11 right-hand-turn-out and constructing approximately 1000-feet of siding track terminating at a new loading/unloading dock. Other elements included site preparation and demolition, new entrance driveway, site grading and drainage, asphalt concrete paving, site fencing, underground utilities, existing utility protection concrete slabs, retaining walls and loading dock canopy.
• AMTRAK Oakland Maintenance Facility SE Track Expansion and Ground Power Phase 1 & 2, Oakland, California. Construction Manager. Key elements included 2500 LF of new track and associated drainage; installation of 4 #8 LH turnouts; new PG&E transformer, and 480V wayside power switchgear.
• Caltrain - San Bruno Grade Separation Phase 2 – Box Culvert Reconstruction, San Bruno, CA.

Resident Engineer on this project which included 500-foot double barrel box culvert that goes under the tracks in two places and runs parallel to the NB main line track and ties into a junction structure was rebuilt to sustain the loading of the temporary shoofly and embankment of the grade separation. Work included shoring along the main line track 15-feet from the centerline of track within the foul zone with railroad protection; demolition of the existing box culvert, subgrade enhancement, box culvert reconstruction; grind and overlay on First Ave. • Caltrain - Burlingame Ave Caltrain Station, Translink and Signal Optimization projects; various locations, California. Resident Engineer on this project which included station upgrades, platforms, track replacement, installation of card readers and antenna tower structures. • I-880/Coleman Avenue Interchange Project, San Jose, CA. Resident Engineer on this $51M project.

The multi-stage project reconfigured and widened existing ramps of the I-880 / Coleman Avenue Interchange, added a new direct connector ramp from Airport Boulevard to southbound (SB) I-880, replaced the Coleman Avenue overcrossing at I-880. A portion of the direct connector ramp exit from the airport via Airport Boulevard to southbound I-880 is contained in a tunnel. Approximately 3,100 LF of Cement Deep Soil Mixing (CDSM) walls were constructed as part of the excavation support for the tunnel and approach walls. An operations building was constructed with SCADA monitoring equipment for the tunnel, emergency generator and pump controls for the storm / groundwater pump station.

161

MATTHEW BOHLANDER
Structures / Civil Inspector
Years of Experience
35 (21 with WSP)
Education
B.S., Construction Management, California State University, Chico, 1995 Key Qualifications
Matt Bohlander has as extensive structures & civil inspection experience on public works projects, including many projects built to Caltrans specifications. Matt’s background includes inspecting the civil and structural elements of complex heavy highway interchange projects, railroad bridge projects Cast-In-Place Post-Tensioned Box Girder Bridges, Retaining Walls, Mechanically Stabilized Earth (MSE) Walls, and Soundwalls. Matt has also performed inspection for utility improvements with bore and jack under UPRR and waterways. In addition, Matt has performed numerous Constructability and Biddability reviews. Familiar with the use of the California Department of Transportation (Caltrans) procedures and specifications for bridge and structures construction, and Caltrans Construction and Local Programs Manual, as well as UPRR/BNSF work requirements. Capable of handling; project controls, scheduling, and Claim analysis, generating detailed reports (structures and civil).

Project Experience
• I-80 Express Lanes Construction Management (CM) Services, Solano Transportation Authority, Solano County, California. Consultant Roadway Construction Inspector. Matt was responsible for construction inspection on this project for which WSP is providing CM services for approximately 18 miles of express lanes, from west of Red Top Road to east of I-505. Existing high-occupancy vehicle (HOV) lanes will be converted to express lanes by striping the lanes and installing sign gantries, signs, toll-tag readers, and traffic-monitoring video cameras. Between Air Force Parkway and I-505 in the City of Vacaville, the highway will be widened, and express lanes will be constructed.
• On-Call Construction Engineering and Inspection, Caltrans District 4 (D-4), (Contract 04A6234, TO 2 - EA-4J3904), San Francisco County, California. Consultant Roadway Construction Inspector. Matt is currently the inspector on this project in Caltrans D-4 on Route (R)-101, City and County of San Francisco, from San Mateo County Line to the Bayshore Viaduct. The scope of work includes vanguard, boral general purpose cement (BGPC), dirt and aggregate interchange, safety, global road sealing, landscaping, and pavement condition index (PCI). • I-680 HOV Completion and Express Lanes, CCTA, Contra Costa County, California. Structures Inspector on this federally funded $75 million project for the Contra Costa Transportation Authority (CCTA). The project consists of 5.0 miles of highway widening with a RHMA-O overlay and 17.0 miles of conversion from HOV Lanes to Express Lanes with one bridge widening, six retaining walls, seventeen overhead sign structures, and four overhead card reader signal poles. In addition, the project includes 22 new electrical service points, reconfiguration of an existing signalized intersection, ramp metering, realignment of a loop on-ramp, and the relocation of the Backhaul (fiber optic) Communication Network.
• State Route 4 Bypass, Segment 1, 2 & 3, Brentwood, California. Structures Inspector responsible for inspection services on several elements of Structures and Roadway construction. Key in providing technical expertise with Structures Construction on 8 Cast-In-Place Post-Tensioned box girder bridges, Retaining Walls, Soundwall and Slide Removal and Embankment Reconstruction, bore and jack under UPRR tracks, new waterline installation, and replacement of a 33” sanitary sewer 162
Matthew Bohlander

with bypasss pumping system. Safety, and Storm Water Pollution Prevention Program (S.W.P.P.P.) implementation. Produced Detained reports (Daily Reports, Photographs, Change Order Analysis, and As-Built Drawings, etc.)
• Yerba Buena Island Westbound Ramps, San Francisco/Oakland, California. Structures Inspector on this $63M YBI Ramps Improvements Project which provided much needed safety and operations improvements by replacing existing westbound off and on ramps with new off and on ramps at the new San Francisco Bay Bridge. The YBI Ramps Improvement project consisted of construction of five new bridge structures, including cast in place concrete, post tensioned cast in place concrete, and prestressed steel box beam girder. The bridges varied in height from 10 meters to over 60 meters above existing grade. The project also consisted of construction of two retaining walls (Type 1 and Tie Backs); widening existing roadways, utility installations and relocations of sewer lines, waterlines, storm drain lines, new striping, signage, and lighting. In addition to improvements of these local roads, temporary detour roads were constructed to provide better access around the island during the construction.
• I-80/I-680/SR12 Interchange Program, Green Valley Creek Bridge Widening and North Connector, Solano Transportation Authority, Fairfield, California. Structures Inspector on this project which consisted of bridge widening within an environmentally sensitive creek. The Bridge Widening consists of a multiple span C.I.P Concrete Structure, Substructure Retrofit, In-Fill Retaining Walls and Channel Lining Construction and Restoration. North Connector generally consists of constructing a new 2.1 Mile four lane divided expressway, Concrete C.I.P Single Span Bridge, Retaining Walls, and Box Culvert Construction. In addition, Matt was the primary inspector for the 48” bore and jack under environmentally sensitive Suisun Creek with extensive dewatering and bore pits 34 feet in depth.
• Sperry Road Extension Project, Stockton, California: Structures Inspector for constructing 5 Cast- In-Place, Prestressed Concrete Box Girder Bridges. Single and Multiple Span Structures built over waterways, public roads, and Railroad Lines. In addition, supported Resident Engineer with earthwork, paving, continuously reinforced concrete pavement, drainage, and electrical Inspection.

Oversee environmental mitigation monitoring. Monitor and enforce Contractors Storm Water Pollution Prevention Program compliance. Ensure Contractors Code of Safety Practices, Health Requirements and Public Code are followed. Prepare/Perform required daily field inspection requirements according to Caltrans Inspection Procedures. Provide daily documentation (reports, photos, etc.) for the performance of the Contractor and Project Contract Compliance. • I-5 Interchange/French Camp Road, Stockton, California. Structures Inspector on this project and the relocation of Manthey Road, which had a construction value of more than $30M. This portion of the program started with the relocation of approximately one mile of frontage road to clear the required right of way for the French Camp Interchange improvements. The improvements to the interchange consisted of four bridges, widening of the diagonal on- and off-ramps, the addition of two new loop on ramps, auxiliary lanes on I-5, and the realignment and widening of French Camp Road.
• Central Galt Interchange, Galt, California. Structures Inspector on this project which consists of constructing a new, higher capacity interchange to replace the existing interchange at the Route 99/Central Galt Exit. The project will mitigate existing operational deficiencies, provide needed capacity to accommodate regional and local growth within the City of Galt and traffic that uses the A Street/C Street/Boessow Road Corridor, and provide for standard structure vertical and horizontal clearances to accommodate future widening of SR99 to six (and potentially eight) future mainline lanes. The project consists of a two-bridge, split diamond configuration, closely spaced, with a one-way couplet in the north-south direction. The A and C Street Bridges are provided to 163
Matthew Bohlander

spread traffic into and through downtown, providing better east-west connectivity. Improvements include: constructing interchanges, cast-in-place, post tensioned concrete bridge construction; spread footing foundations; bridge removal; MSE and reinforced concrete retaining walls; earthwork; roadway construction and paving; utility installation and relocations; traffic handling; concrete architectural features; signing and striping; street lighting; traffic signals; bore and jack activities drainage systems; sewer lines; water lines; SWPPP installation and monitoring; community relations and outreach; and agency coordination. • On-Call Inspection District-Wide Construction Support Services, Caltrans D-4, (Contract 04A2815), Solano and Napa Counties, California. Consultant Roadway Construction Inspector. Matt provided inspection services in the Solano and Napa Counties on this contract. Multiple concurrent projects included the Interstate (I)-80 Corridor between Vallejo and Vacaville, with Caltrans oversight. The work for these projects required roadway slope correction, crack and sealing of existing roadway, asphalt concrete (AC) overlay, using Type A, rubberized asphalt concrete (RAC), and open grade asphalt concrete (OGAC), the use of rapid set concrete (RSC) to replace existing slabs, bridge approaches, and understructures, installation of concrete and metal barriers, as well as underground facilities. On one or more of the contracts, there was also bridge widening, geosynthetic fill stabilization, and manifesting and disposal of aerially deposited lead (ADL) (Z-2) material.
• I-205 / Mountain House Parkway Overcrossing, Mountain House/Tracy, California. Structures Inspector responsible for inspection services on Structures and Bridge construction (Multiple Span, 2 Stage) Cast-In-Place Post-Tensioned Box Girder Bridge. Retaining Walls, Soundwalls and etc.

Ramp and Main Line construction (mass excavation, subgrade, subbases, and asphalt concrete), Overhead Sign Structure, Electrical, Drainage, Safety, and Storm Water Pollution Prevention Program (S.W.P.P.P.) implementation.
• Valley Transportation Authority (VTA) Route 85 / Route 87 Interchange, San Jose, California.

Structures Inspector responsible for inspection services on bridge construction (Cast-In-Place Post- Tensioned Concrete Box Girder), retaining wall construction, soundwall construction, box culvert construction. Matt also provided inspection services on all elements of roadway construction including mass excavation, embankment construction, asphalt concrete, aggregate bases and subbases, utility construction, drainage systems, water lines, reclaimed water lines, sewer lines, and electrical.
• Caltrans Toll Bridge 680/780 Interchange, Benicia, California. Structurs Inspector on this $100 million project involving on-call inspection, bridge engineering and construction engineering services in support of the State Toll Bridge Program. Matt’s duties included but not limited to Constructability Review for Structures Construction Interface with adjacent contracts. Structures Inspection for Cast-In-Place Post-Tensioned Box Girder Bridges, Mechanically Stabilized Earth (MSE) Wall. And Retaining Walls.
• Somersville Road Bridge Replacement, City of Antioch, California. Structures Inspector responsible for inspection of multi-stage bridge construction (3 Span Bridge and Roadway Construction over/near Contra Costa Canal, Agency Coordination, Change Order Analysis and Implementation, Project Progress Documentation (Daily Reports, Daily Photographs, Daily Production Quantities, etc.).
• Contra Costa County Public Works On Call, Dougherty Valley Subdivision Construction, Bridge Construction and Creek Restoration, Contra Costa County, California. Structures Inspector. Matt provided inspection on all elements of: bridge construction and roadway construction (mass excavation,embankment construction, A.C., A.B.,A.S.B. C.T.B. and PCC), Utility Construction (Drainage Systems, Water Lines, Reclaimed Water Lines, Sewer Lines, and Electrical. Matt was 164
Matthew Bohlander

responsible for restoration and reconstruction inspection of the main branch of Lower Alamo Creek. Key elements of construction included Channel Construction, Creek and Toe Protection (Rock Vanes, Brush Mats, Drop Structures, Rock Confluences, and Pipe Outfalls). • Napa On-Call Construction Inspection Support, Napa, California. Lead Inspector on the Residual Over-Land Flow (ROF) – Retaining Walls A thru E (Walls B &C are incorporated into a Box Culvert).

Roadway grading, underground utility items sewer lines, gas (fused polyethylene) ,water and storm drains bio-retention areas, and Soscol Road Improvements. Oil Company Road providing roadway grading, underground and Soscol Road Improvements. Gasser Road Extension includes bridge over the Tulocay Creek – elements include roadway grading, underground and a single span P-T bridge.
• Loveridge Road Overcrossing, Pittsburg, California: Loveridge Road Overcrossing Pumping Plant:

Structures and Civil Inspector responsible for inspection and coordination for Pump Plant Construction (Structure and Civil).
• Markley Creek Remediation, Antioch, California: Construction Inspector for construction management for environmental remediation of Markley Creek, a former waste disposal facility. The project consisted of removing existing trash/refuse from the creek, regarding its channel banks, installing select fill material, and erosion control, installation of drainage structures, systems (fused polyethylene) and landscaping. The Markley Creek restoration site covers approximately 25 acres and includes over 1500 feet of Markley Creek.

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JONATHAN ADAMS, PE, QSD
Resident Engineer

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Years with the firm
5 Years total
12 Professional registrations
Professional Engineer:

CA 81096
Qualified SWPPP
Developer (QSD)
C81096

_____________________

CAREER SUMMARY
Jonathan (Jon) Adams is a construction management director with more than 12 years of extensive experience managing and constructing complex heavy civil highway transportation projects. He is well versed in all aspects of project management contract administration, Americans with Disabilities Act compliance and certifications, disadvantaged business enterprise utilization and compliance, Buy America provisions enforcement, labor compliance, bid management, complete setup and maintenance of project files under the Caltrans file index system, permit and environmental compliance, lane closure and Construction Zone Enhanced Enforcement Program coordination, public relations, estimating, project scheduling reviews, weekly statement of working days, reviewing and coordinating submittals and requests for information, construction change orders administration, inspection in all aspects of civil roadway and highway construction, field layout, grade checking, material testing coordination and verification, progress pay estimates, and quantity calculations, material procurement, review of certified payroll, claims analysis, administration, and review.

EDUCATION
BS, Civil Engineering, San Jose State University - California State University 2005

PROFESSIONAL EXPERIENCE
⎯ Sycamore Ave Trunk Sewer Replacement, Hercules, California: Resident engineer on a trunk sewer line replacement project, replacing approximately 8,000 feet of existing sewer main line. This project involves complex sequencing and coordination as it replaces 24” asbestos sewer pipe adjacent to the San Pablo Bay, and along wetland and riparian zones.

This project involves coordination with numerous adjoining agencies such as City of Pinole where we tie into their wastewater treatment facility; UPRR where we bore the new main under a highly active set of railroad tracks; CDFW where we bore the new main under a creek that outfalls into the Bay; and EBRPD where we install a line under the active Bay Trail. Coordination with agencies and the public is an important component in this project, and those efforts are led by Jon. Construction cost on this project is approximately $12 million.
⎯ SR99 Interchange/SR132 West Expressway, Modesto, California: Resident engineer on a new access-controlled freeway from Dakota Avenue in rural Stanislaus County east to connection with State Route 99 (SR 99) and Needham Street in the City of Modesto. The project is intended to improve regional and interregional circulation, relieve traffic congestion along SR 132 (Maze Boulevard), and improve operations on one of the most important east-west routes in the central valley. The new freeway consists of two lanes separated by a median divider. Access to SR 99 will be via east west couplets. Dakota Avenue will be reconstructed to form a new three-lane roadway between Maze Boulevard and Kansas Avenue. A pump station and four new bridges are being constructed, including a new overcrossing of SR 99. Construction cost is estimated at $92 million. Extensive underground utility construction was performed on this project, including new storm drain systems including an underground storm water storage system and pump station to eliminate storm water from depressed section of new freeway. ⎯ Stockton Projects, Stockton, California: assistant resident engineer responsible for the roadway extension project consisting of realigning approximately 5,300 feet of Sperry Road 166

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Resident Engineer

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from Performance Drive to French Camp Road east of Interstate 5 and accommodating four lanes of traffic in each direction. The project provided a cross-town route from Interstate 5 to the Stockton Metropolitan Airport, relieving the local city and country roadways from heavy truck traffic. The project elements included constructing continuously reinforced concrete pavements roadway connecting five post tensioned concrete bridges; the construction of five post tensioned concrete bridges; two retaining walls; and water lines.

Jon contributed as an assistant resident engineer for relocating the existing Manthey Road South of French Camp Road to the east and the utility coordination in preparation for the French Camp Interstate 5 Interchange project consisting of roadway construction and paving. Jon’s responsibilities included contract administration, disadvantaged business enterprise utilization and compliance, Buy America provisions enforcement, complete setup and maintenance of project files under the Caltrans File Index System, permit and environmental compliance, lane closure, and Construction Zone Enhanced Enforcement Program coordination. He scheduled project reviews, drafted weekly statements of working days, reviewed and coordinated submittals and requests for information, drafted progress pay estimates and impute quantity calculations, and maintained all project logs submittals, testing, survey, and coordinated construction change orders. The two projects involved earthwork; traffic handling; signing and striping; street lighting; traffic signals; drainage systems; utility installation and relocation; stormwater pollution prevention plan installation and monitoring; community relations; and agency coordination. WSP provided construction management and inspection services for several projects for the City of Stockton. The projects included the Sperry Road Extension, French Camp and Interstate 5 Interchange Construction, and Manthey Road Realignment. Project elements included the construction of five bridges, three of which crossed over active Union Pacific Railroad lines.

The work was completed ahead of schedule and under budget. ⎯ State Route 4 Widening Construction Management, Contra Costa County, California:
public information officer coordinated schedules with Caltrans contractors and eBART contractors. Jon was the traffic coordinator for the corridor during construction responsible for providing construction management support to the overall program that consisted of five separate overlapping Highway widening projects. He managed all public inquiries at the project level, provided public outreach to surrounding businesses and residences interfacing the project, coordinated lane and highway closures between the various contractors on each segment and informed key stakeholders, emergency responders, and interested members of the public of planned closures, traffic switches, and key project milestones. WSP provided construction management services for widening State Route 4 from four to eight lanes, including three mixed flow lanes and one high- occupancy vehicle lane, from west of Loveridge Road to west of Somersville Road and Auto Center Drive. The project included the reconstruction of two interchanges and the construction and relocation of utilities, storm drains, water and sewer lines, retaining walls, sound walls, and other ancillary civil improvements.
⎯ State Route 4 Bypass and Sand Creek Road Interchange Projects, Brentwood, California: project engineer responsible for the roadway project's Segment 3, a part of the State Route 4 Bypass program consisting of constructing a new expressway and conventional highway built in three segments through the cities of Antioch, Oakley, and Brentwood in Contra Costa County. Jon's tasks as the project engineer for the construction contractor included all aspects of schedule management, critical path method scheduling, three weeks, and nine-day pre costing activities of work, subcontractor management, material procurement, quality control and quality assurance administration, cost control, cost estimates, site safety surveys to evaluate safety program implementation, monitor 167

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subcontractor safety performance to ensure California's occupational safety and health administration compliance and management of labor and equipment crews for heavy highway operations. The Segment 3 of the project completed the construction of approximately four miles of a new expressway along with ancillary civil improvements between previously completed segments terminating at Balfour Road and Walnut Boulevard. These ancillary civil improvements included the construction of five new signalized intersections. WSP provided construction management services for Phase 2 of this Caltrans construction project. The project also featured two new under crossings and one bridge over an environmentally sensitive creek.

OTHER WSP EXPERIENCE
⎯ Citywide Roadway Rehabilitation and Slurry Seal Program, El Cerrito, California:
assistant resident engineer and inspector responsible for the road rehabilitation project converting approximately 32 miles of roadway resurfacing, which required the relocation of existing utilities, installing a new storm drain, and extensive concrete curb and curb ramp repair. The project elements included roadway construction and paving; earthwork; traffic handling; signing and striping; street lighting; traffic signals; drainage systems; utility installation and relocation; stormwater pollution prevention plan installation and monitoring; community relations; and agency coordination. Jon’s responsibilities included ensuring all aspects of local assistance procedures manual compliance, contract administration, disadvantaged business enterprise utilization and compliance, Buy America provisions enforcement and complete setup and maintenance of project files under the Caltrans File Index System. He worked on the permit and environmental compliance, project schedule reviews, drafted weekly statements of working days, reviewed and coordinated submittals and requests for information, drafted progress pay estimates and impute quantity calculations, maintained all project logs submittals, testing, polymerase chain reactions, survey, and coordinating construction change orders. ⎯ Highway 580 HOV Lane Project, Livermore, California: project engineer responsible for the high occupancy vehicle roadway extension project. The project consisted of widening approximately three miles of eastbound 580 in Livermore, which included a contract with a significant incentive and disincentive clause due to its time sensitivity. The project required traffic management planning, schedule management related to client needs, and work with numerous subcontractors. Jon's tasks as the project engineer for the construction contractor included all aspects of schedule management, critical path method scheduling, three weeks, and nine-day pre costing activities of work, subcontractor management, material procurement, quality control and quality assurance administration, cost control, cost estimates, site safety surveys to evaluate safety program implementation, monitor subcontractor safety performance to ensure California's occupational safety and health administration compliance and management of labor and equipment crews for heavy highway operations.
⎯ Various Tract Home Developments, South-Bay, California: Project engineer responsible for a multitude of new tract home developments working as the construction prime contractor, with the client being housing development companies including Pulte Homes, Western Pacific Housing, KB Home, and Taylor Morrison. These contracts included earthwork, grading, paving, trenching and installation of new storm and sewer lines for new communities, including tie-in’s to existing facilities. Jon’s tasks included schedule management, subcontract management, material procurement, quality control and quality assurance, cost estimates, cost control, site safety assurance, and construction change order management.
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169

COWLING, JEFFREY, QSP
Construction Inspector/SWPPP
Years of Experience
33 Education
B.S., Construction Management, Sacramento State University, 1983 Professional Certifications
CESSWI/QSP Stormwater Inspector/Practitioner

Professional Proficiencies
Stormwater Pollution Prevention Compliance, ADA/Title 24, Cathodic Protection, Computer Excel/WORD, Caltrans/Contra Costa County Standard Plans & Specifications

Key Qualifications
Jeffrey Cowling has over 33 years of construction management experience. He has worked on a variety public works roadway/infrastructure and transit projects as field inspector, resident engineer, project manager, project coordinator and project engineer. He worked for the City of Brentwood for 14 years as a construction inspector in the public works and engineering department and was also the storm water permit compliance coordinator. Sample projects have included Caltrans freeway and bridge, building facilities, BART train car maintenance yard and shop upgrades, track realignment and station improvements, system wide renovations at maintenance facilities and stations, intermodal modifications, ADA compliance upgrades and security system upgrades, new roadway/freeway construction, roadway widening, AC overlay, soundwall/retaining wall construction, landscaping, bio- retention facilities, and building/high-rise construction. Jeff has managed and coordinated funding for various projects involving new freeways, bridges, city roadways, and BART extensions.

Project Experience
• CalRecycle Program, Santa Cruz, CA. Inspector. Perform environmental assessments related to water quality and BMP’s for CalOES Phase II fire debris cleanup on private parcels in Santa Cruz, Monterey and Santa Clara Counties. Document and photograph all pre-cleanup conditions, during cleanup activities and post cleanup conditions. Perform private access road surveys for problematic accesses requiring roadway improvements. Prepare reports for proposed work and potential threats to water bodies. Assess water body classifications and topographic erosion threat levels.

Investigate contamination, spills and erosion incidents, and prepare reports. Procure water and/or soil sampling and testing as necessary. Evaluate water body permitting requirements with respective agencies as necessary.
• Three Creeks Parkway Restoration Project, Contra Costa County, CA Public Works. Construction Inspector. Project included 4,200 lineal feet of creek bank and channel widening for improved stormwater hydraulics, enhanced recreational access, restoration of wildlife habitat and preparation for riparian parkway landscaping. Work included an expanded bio-infiltration basin for improved water quality and flood control enhancement, recreational, wildlife and interpretive enhancements, channel excavation/grading, rock slope stabilization and scour protection of channel banks and sewer undercrossings at directional transitions, soldier pile retaining wall, reinforced PCC trail bridge undercrossing, AC and PCC trail and gravel Flood Control District maintenance road realignments/conforms, installation of potable and non-potable irrigation mainlines with hot taps, preparation for riparian landscaping, construction of storm drain inlets and outfalls, native material stockpiling for future development, water quality reporting, 170
Jeff Cowling, QSP

pedestrian detours, traffic control, and preparation of as-built drawings. Responsibilities included extensive coordination with Contra Costa County Public Works and Flood Control District, City of Brentwood, Regional Water Quality Control Board, East Bay Regional Park District, East Contra Costa Irrigation District, Hancock Development, and general public trail users. • City of Napa Public Works/Engineering, On-Call Consultant Services, Napa, CA Construction Inspector. Projects included new development residential subdivisions, multi-family housing, commercial construction and capital improvements. Work included mass grading, wet utility construction/tie-ins, directional boring, joint trench, traffic signals, streetlights, striping, structural section grading, paving, soundwalls/retaining walls, landscaping, bio-retention facilities and roadway washout repair/replacement with slope stabilization above creek radius scouring. Responsibilities included utility coordination, USA verification/potholing, public outreach to affected residents, businesses, and schools, quantity measurements/tracking, material/backfill compaction and wet utility testing/quality assurance, conduit mandrelling, conducting pre-construction meetings, project acceptance and warranty inspections, compiling and tracking punchlists, and as-built drawings review/verification. • SB I-680 Express Lanes, Caltrans, Walnut Creek, Pleasant Hill, Concord and Martinez, CA.

Construction Inspector. Project Included the construction of new southbound freeway lanes, soldier pile and MSE retaining walls, median barriers, lighting, electrical preparation for new traffic management system equipment, restriping, curb, gutter, sidewalk and driveways, ramps, freeway/roadway structural sections and paving, directional boring, pile drilling, demolition and stage construction. Responsibilities included inspection of materials for contract compliance and coordination with California Highway Patrol (COZEEP) for lane/ramp closures. • San Francisco Bay Trail at Lone Tree Point, Hercules & Rodeo, CA: As Construction Inspector, Jeff is providing construction management services for this project which includes approximately 2,750LF of multi-use trail and a design-build pedestrian bridge. The proposed trail is 10ft wide and fully accessible, with 2ft shoulders. Surfacing consists of hot mix asphalt and decomposed granite for the shoulders. The proposed pedestrian bridge is a 200ft clear-span steel bridge, placed over a seasonal wetland. The bridge abutments are supported on CIDH concrete piling. Other project improvements include provisions for a prefabricated restroom, parking area, and drainage crossings.
• San Francisco-Oakland Bay Bridge Metering Lights Upgrade, Bay Area Toll Authority, Oakland, CA.

Construction Inspector. Project included replacement of the metering lights system at the eastbound Bay Bridge Toll Plaza to improve traffic capacity, efficiency and safety. Work included replacement/installation of detector loops, fiber optic system, metering lights, variable message boards, CCTV camera system, metering light controller equipment, network equipment and construction of a new data center in the toll plaza administrative building. Responsibilities included inspection of potholing, demolitions, horizontal borings, loop installations, wire pulling, new materials and equipment compliance, coordination of all traffic control activities including lane, ramp and toll booth closures, detours, signage, cone and barricade placement, coordination with toll plaza personnel and California Highway Patrol (COZEEP), and mandated lane closure notifications to Caltrans.
• Balfour Shoulder Widening, Phase I, Contra Costa County, Brentwood, California. Construction Inspector. Project generally consisted of improvements to Balfour Road from Byron Highway to Bixler Road with approximately one mile of pavement widening, including overhead and underground utility relocations, drainage systems with outfall to wetland swale, driveway conforms, relocating mailboxes, signing, thermoplastic striping pavement markings and public outreach with residents and businesses.
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Jeff Cowling, QSP

• Byron Highway/Camino Diablo Intersection Safety Improvements, Contra Costa County, CA Public Works. Construction Inspector. Project consisted new traffic signal installation with pavement widening for three of the four legs of the intersection. In conjunction, Union Pacific Railroad improved the railroad crossing at Camino Diablo by installing new railroad panels and railroad crossing gates. The project also provided pedestrian facilities along Camino Diablo from the intersection of Main Street to Byron Highway. Work included utility relocations, new drainage systems and drainage modifications, HMA paving, cold planning, HMA overlay, curb, gutter & sidewalk, stage construction, driveway conforms, mailbox relocations, signing, thermoplastic striping. Coordination with residents, businesses, Contra Costa County and Union Pacific Railroad was necessary.
• SR 4/Sand Creek Road. Lone Tree Way and SR 4/Balfour Interchanges, City of Brentwood/Caltrans.

Construction Inspector. Projects included the construction of new bridges and on/off ramps, highway widening, utility extensions/realignments, joint trench realignment, high pressure gas line and pump station relocation, and contaminated soil remediation. Work also included mass grading, wet utility construction/tie-ins, directional boring, cathodic protection, joint trench, traffic signals, streetlights, striping, structural section grading, paving, soundwalls/retaining walls and bio-retention facilities. Responsibilities included utility coordination, USA verification/potholing, public outreach to affected residents, businesses, and schools, material/backfill compaction and wet utility testing/quality assurance, conduit mandrelling, conducting pre-construction meetings, project acceptance and warranty inspections, compiling and tracking punchlists, and as-built drawings review/ verification. Coordinated with Caltrans’ resident engineers, structure representatives and inspectors, attended progress/coordination meetings, reviewed/approved submittals
• City of Brentwood Public Works/Engineering Construction Inspector. Projects included numerous new development subdivisions, CIP roadways, widening and extensions, overlays, slurry seals, ADA sidewalk/handicap ramp upgrades and retrofits on collector streets and major arterials. Work included mass grading, wet utility construction/tie-ins, directional boring, cathodic protection, joint trench, traffic signals, streetlights, striping, structural section grading, paving, soundwalls/ retaining walls, landscaping and bio-retention facilities. Responsibilities included utility coordination, USA verification/potholing, public outreach to affected residents, businesses, and schools, quantity measurements/tracking, material/ backfill compaction and wet utility testing/ quality assurance, conduit mandrelling, conducting pre-construction meetings, project acceptance and warranty inspections, compiling and tracking punchlists, and as-built drawings review/ verification. Major arterials included, among others, Balfour Road, Sand Creek Road, Sellers Road, Fairview Avenue, Lone Tree Way, Concord Avenue, O’Hara Avenue and Brentwood Boulevard.

Experience with standard hot mix asphalt, asphalt rubber, reinforced and architectural concrete.

Other duties included stormwater MS4 permit compliance coordination, attending Clean Water Program meetings, performing inspections, preparing reports, responding to complaints and illicit discharges/spills, implementing public outreach, coordinating volunteers to assess/ cleanup trash, managing EPA/Regional Water Quality Control Board audits, and data base tracking of inspections, violations, non-compliances and complaints, reviewed/approved payments. • Contra Costa County Transportation Authority Measure C Funding project programming and coordination. Project Manager/Coordinator. Programmed funding for City/County /Caltrans proponent projects.
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STAFF REPORT TO THE CITY COUNCIL

DATE: Regular Meeting of April 25, 2023
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Christopher Roke, Parks and Recreation Director SUBJECT: Update on the City of Hercules Parks and Recreation Department RECOMMENDED ACTION:

Receive an update on the City of Hercules Parks and Recreation Department

BACKGROUND:

The essential mission of Parks and Recreation is to p rovide exceptional recreational experiences, promote health and wellness , protect natural resources, strengthen safety and security, foster human development, increase cultural awareness, support economic development, as well as strengthen community image and sense of place.

We are part of a network of people working together to fulfill the needs of the Hercules citizens. It begins with our elected officials who work through our City Manager to develop high-level policies and goals for the community. Our City Manager sets priorities with the Executive Team, and that work is distributed among departmental staff, many of whom work directly with the residents here in Hercules. We are all here for no other reason than to provide service to our community.

The team is currently comprised of (4) full-time staff including: (1) Parks and Recreation Director, (1) Recreation Manager, and (2) Recreation Coordinators. Because we are a small department with a lot of irons in the fire, we all wear many hats. For example, our Recreation Manager oversees Youth Programs: including Tiny Tots (Preschool), Kaleidoscope Kidz (Child Care), * Breakfast Club (morning care program), Summer Dynamite Camps (traditional in -house camps) , and various Administrative Duties.

Recreation Coordinator #1 ove rsees Fee classes, contractors, the Office, Teens, and 173
Youth Sports . Recreation Coordinator #2 oversees Aquatics, Seniors, Facilitie s and Outdoor Rentals.

The full-time staff support more than (50) part -time staff, (20+) contractors, many volunteers - working in a vast array of different capacities, (14) City recognized nonprofit groups, a Commission, and more. In addition, these individuals support and program, as well as staff and oversee (3) Community Centers, (3) Child Care Centers (known as Kidz Centers), (1) Teen Center, (1) Senior Center, (13) Parks, (1) Dog Park, (12) Facility Rental locations, (8) Picnic sites, (2) Gazebos, (1) Gym, (1) Aquatics Center, (2) baseball fields, (2) soccer fields, (3.5) outdoor basketball courts, (2) bocce ball courts, (2) horseshoe pits, several play structures, swings, restrooms, and (8) tennis courts.

Together we all support one another and still find the time to offer special events in our programs, participate/organize/and often run special events like EGGstravaganza, Movie nights in the parks, Halloween Trunk or Treat, Scarecrow Contest, PUMPKATAZ, the Holiday Tree Lighting event and more.

Part of our responsibility as a staff is to create awareness for our programs and services and one of the primary methods o f marketing is through the City of Hercules Parks & Recreation Activity Guide. Three times a year this publication is mailed to every household in Hercules, as well as to many local businesses and residents from surrounding communities that have asked to be on our mailing lists. This also compliments our websites and social media presence.

ANALYSIS:

One of the most important moves in recent times is the creation of the first Parks and Recreation Facilities Master Plan. The Master Plan is a long-range plan that will identify the needs and priorities of this growing community. The goal for the plan is to help the City strategically allocate resources and leverage opportunities to maintain and enhance the overall parks system over the next decade.

The process of the Master Plan began in the Fall of 2022 with a complete inventory of all City parks and recreation facilities, as well as a conditions assessment. This multi-phase approach started with a state of the parks review, followed by the Identification of Needs and Opportunities, and is currently transitioning into the Recommendations and Prioritizations phase. The project will eventually get to a Develop and Adopt a Plan phase in the future.

In addition to the Master Plan, the Parks and Recreation Department has been busy with programs, activities , and projects. Programmatically, the Parks and Recreation Department has been rebounding nicely from the pandemic. The first event held indoors was the Bottles and Bites event on Sunday, March 27, 2022. The significance of this event is that it acted as a springboard to return to programs. At that time, the Covid 174
omicron variant was subsiding, and people were just ready to be out of the house and resume normal activities. Ticket sales for this event doubled over the last week leading up to the event, and the Parks and Recreation Department could feel a sense of change.

The very next week was our annual public registration for preschool and there was a notable pick up in activity. It didn’t return to the same levels overnight, but since that time, each program and activity has increasingly picked up momentum.

The last programs to return were facility rentals and teens. During the pandemic we invited the community out to the parks, and picnic rentals took off in greater numbers than ever before. It wasn’t until the recent atmospheric storms that took place this winter that brought indoor facility rentals back to pre -pandemic levels. We are still working on the Teen programs, and are optimistic about their return. We are following the trends and working to rebrand the program in hopes of recapturing this group. The pandemic brought on many changes and one of these changes was the workforce working from home which also brought a decrease in community need for an afterschool teen program with so many parents alread y at home. However, we have been engaging the older teens in High School and getting them involved in events. So, we are working to continue to get that group re-engaged in programming.

Some of the recent projects that the Parks and Recreation Departmen t is working on or has completed include the gym floor, and pool safety fence. There are also new bottle refill stations in the Community Center and Swim Center. Other projects on the horizon are the All Abilities Swing coming to Refugio Valley Park (sum mer 2023), and the Beechnut Mini Park project with use of Prop 68 money.

One of the things Parks and Recreation are known for is the ability to run fantastic community events. Many of these events acted as the lone bright spot during the pandemic. And they have continued to grow especially over the past year. Some events highlighted would include a Trunk or Treat event that has grown from 75 participants to over 2,000 participants. The Fireworks celebration in 2022 down at the Bayfront was spectacular, with an estimated 3,000+ watching the aerial display. We are looking forward to a return of both of these programs and many, many more this year.

An analysis wouldn’t be complete without providing some numbers on programming.

Summer 2022 brought in 779 swim lessons, and 915 in-house camp registrations. Both easily the highest numbers in the past decade. The 779 swim lessons equated to an average of 156 participants per session, and the 915 camp registrations equated to 114 campers per week. Given that our Fall 2022 and Spring 2023 swim lessons sold out, and our Summer 2023 private swim lessons are already sold out, things are definitely picking up and moving in the right direction.

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Like other departments, there is a lot of work ahead. At the top of the list needs to be a thorough review of staffing levels and succession planning to identify and be able to meet the needs of the future.

FISCAL IMPACT:

There is no fiscal impact associated with receiving this report.

ATTACHMENTS:

1. Presentation

176

WE ARE HERCULES

PARKS & RECREATION
Update of the Parks and Recreation Department
City Council - April 25, 2023
177

ADAPTABLE, FLEXIBLE,

PIVOT ON A DIME
Re-invented during the pandemic
178

VIRTUAL RECREATION

RESOURCE CENTER
179

HERCULES ADVENTURES

SUMMER CAMP
180

PARKS & RECREATION

DEPARTMENT
What is the essential mission of Parks & Recreation?
Provide exceptional recreational experiences
Promote health and wellness
Protect natural resources
Strengthen safety and security
Foster human development
Increase cultural awareness
Support economic development
Strengthen community image and sense of place
181

PARKS & REC FACILITIES

MASTER PLAN
182

PROJECTS
183

SERVICE FIRST ORGANIZATION
Our
Community
City Council
City ManagerExecutive
Team
Departmental
Staff
184

PARKS & RECREATION DEPARTMENT
 4 Full Time Employees
 (1) Parks & Recreation Director
Christopher Rok
e
 (1) Recreation Manager
Ambra
Garfield
 (2) Recreation Coordinators
Jeff Jew, and
Bryce Halliday
“Do what you can, with what you have, where you are.”
Theodore Roosevelt, 26th U.S. President
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Director
Christopher Roke
Manager
Ambra Garfield
Hanna
Director
Rhoda
Stevenson
Leaders
& Aides
Lupine
Director
Chris
Bratton
Leaders
& Aides
Ohlone
Director
Maria
Rubio
Leaders
& Aides
Coordinator
Jeff Jew
Youth Sports
Coaches/Refs
VACANT
Teens
Rec Leader 3
Mileena Swin
Rec Leader 1
VACANT
Rec Aide
VACANT
Office
Rec Leader 3
Samantha Cole
Office Asst 2
Rosalind
Office Asst 2
Sandy
Coordinator
Bryce Halliday
Aquatics
Senior
Guards
Lifeguard/
Instructor 2
Lifeguard/
Instructor 1
Facilities Specialist
Karin Nestor
Facility Attendants
Seniors
Rec Leader 3
Kristina Griffith
Tiny Tots
Rec Leader 3
VACANT

PARKS & REC ORG CHART
186

RECREATION PROGRAMS,

FACILITIES & SERVICES
2023 Winter/Spring
2023 Summer
2022 Fall
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Increased Summer 2022 Swim Lessons (779 participants).

Fall 2022 lessons sold out.

Spring 2023 lessons sold out.

Summer 2023 private lessons are already full.

SWIM LESSONS &

RECREATION SWIM
188

PRESCHOOL (TINYTOTS)
189
CHILDCARE (Kaliedoscope Kidz: RAP)
190
CAMP DYNAMITE!
191
The City of Hercules Recreation Department is proud to offer sports to the youth in our community. Programs include…

YOUTH SPORTS
NAOA (National Academy of Athletics)
NAofA offers several different sports programs and camps throughout
the year from baseball, to basketball, to
soccer, dodgeball, flag football and so much more.

Align Worldwide
Provides a wide range of skill based basketball for a
variety of ages.

Align has been steadily increasing
numbers each season since they started with us.

New Frontier Tennis
Provides a high-quality Tennis camps and programs all year long.

Coach
Cal is a well known youth Tennis Coach with many years of experience.
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T.H.E. S.P .O.T. After School Program
Is geared for those in 6th - 8th grades.

The program is all about getting help
with homework assignments and
socialize with peers in an exhilarating,
fun, and safe environment.

TEENS
Jr. Staff In Training (formerly Teen Youth Council -T.Y.C.) JSIT is geared towards growing future employees. As always participants will support and assist with community activities and special events. But more than that, they will be
working on ways to ready themselves to enter the work force. Our energetic group of 6th-12th graders demonstrate leadership skills through their participation at City Council meetings, interaction with the Hercules Senior Center and their participants, and the planning of special community events.
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ADUL T ACTIVITIES
194
SENIORS: 50+ ADUL T ACTIVITIES
195

ONLINE REGISTRATION
www.herculesrec.com
Classes, activities and programs
196

SWIMTEAMS
197
EVENTS
198

HERCULES COMMUNITY CENTERS
Community Swim Center Senior Center
Ohlone Community Center
Teen Center
Foxboro Community Center
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OTHER FACILITIES
 Community Center: Dynamite, Resource & Press Rooms
 Community Center: Gymnasium, Event Hall & Kitchen
 City Hall Council Chambers Meeting Room
• Hercules Library Large and Small Meeting Rooms
• Van Domselaar Meeting Room at Samara Terrace
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JOIN TEAM DYNAMIC
We are always looking for Fee Class Contractors. Do
you have a special talent or skill that you would like
to teach to others? Dance, photography, music,
martial arts, wood working, etc.

Seasonal, part time
jobs are still available
for aquatics, camps,
facilities and office.
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NEW LOOK THIS SUMMER
Our mission is to join with our community
to make Hercules a city of the highest
quality. We do this by providing
responsive, cost effective, and innovative
local government services.
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WE ARE HERCULES

PARKS & RECREATION
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Hercules City CouncilApril 25, 2023

Hercules City Council
April 25, 2023