Hercules City Council
April 23, 2024

Lot Frontage x 100 / 8,485 = ERUs

Open space in residential neighborhoods may be seen to benefit from the safety provided to the land by streetlighting but not from other user related services. The ERU for public open space are therefore estimated to be equal to the parcel frontage times 100 feet of lot depth times 25% divided by 8,485. Therefore, open space parcels are assigned ERUs using the following formula:

Lot Frontage x 100 / 8,485 x 25% = ERUs

However, Lot Frontage x 100 cannot exceed the actual area of the parcel.

224
BAYSIDE LANDSCAPING AND LIGHTING FY 2024-25
ASSESSMENT DISTRICT No. 2005-1 PART D

15 6. Exempt Parcels
Certain properties do not benefit from landscaping, lighting, park and recreational improvements and have not been assessed. City parks, recreational facilities and open space do not benefit from the features, which are the subject of the assessment.

These properties on the other hand may benefit from the neighborhood landscaping and lighting services provided in the neighborhoods in which they are located. Public streets and right of ways do not benefit from landscaping and lighting improvements or from park and recreation facilities. Railroad right of ways and pipeline easements or fee strips generally do not benefit. The assessments for the special benefits received by common areas are included in the assessment for the residential units with which they are associated. Common areas themselves are not assessed.

CALCULATION OF ASSESSMENTS

The costs shown in Table 1 Part B, Estimate of Cost, has been distributed among the various parcels of land within the assessment district in accordance with the rationale described above to determine the applied assessment rate. The applied assessment rate is then multiplied by each parcel’s assigned ERUs to derive the annual assessment for that parcel. Assessments for all parcels are listed in Appendix “C”. The total ERUs and the applied assessment rates are shown in Table 1, Part B, Estimate of Cost. The following table shows the FY 2024-25 assessments for residential land use classifications:

There is one mixed use residential/commercial parcel (APN 404-020-096) within the District. This parcel has approximately 13,000 square feet of commercial building area and 147 Multi-Family housing units. Therefore, for purposes of deriving the assessment, one-third (1/3) of the parcel area has been attributed to the commercial enterprise. The residential portion of the assessment will be calculated using the number of units.

Commercial – 1.87 acres / 3 = 0.623 acres - Neighborhood 0.623 ERUs Multi-Family Units – 147 units x 0.60 per unit - Neighborhood 88.200 ERUs

Assessment = (88.823 ERUs) x $283.08 = $25,144.00
$283.08 per lot $283.08 per lot
$70.77 per lot $70.77 per lot
$169.85 per unit $169.85 per unit
$84.92 per unit $84.92 per unit
FY 2024-25
Maximum Applied
Assessment Assessment
Vacant Single-Family
Multi-Family Residential
Deed-Restricted Affordable Housing Unit
Classification
FY 2024-25
Single-Family Residence
225
BAYSIDE LANDSCAPING AND LIGHTING FY 2024-25
ASSESSMENT DISTRICT No. 2005-1 PART D

16 CPI INCREASE

The City can levy assessments every year up to the maximum assessment, which is increased by the annual change in the Consumer Price Index (CPI), San Francisco Bay Region All Urban Consumers. The applicable increase in the maximum assessment for FY 2024-25 is 2.36%.

MAXIMUM ASSESSMENT

For any given fiscal year, the amount of the assessment will not exceed the maximum amounts established in this Report, as adjusted by the CPI increase described above unless a special proceeding is conducted and affirmed according to law.

DURATION OF ASSESSMENTS

Assessments will be levied in perpetuity unless otherwise determined by City Council.

226
BAYSIDE LANDSCAPING AND LIGHTING FY 2024-25
ASSESSMENT DISTRICT No. 2005-1 PART E

17 PART E

PROPERTY OWNER LIST & ASSESSMENT ROLL

A list of names and addresses of the owners of all parcels, and the description of each lot or parcel within the District is shown on the last equalized Secured Property Tax Roll of the Contra Costa County Assessor, which by reference is hereby made a part of this Report.

This list is keyed to the Assessor’s Parcel Numbers as shown on the Assessment Roll, which includes the proposed amount of assessments for FY 2024-25 apportioned to each lot or parcel. The Assessment Roll is on file in the Office of the City Clerk of the City of Hercules and is shown in this Report as Appendix “C”.

The total proposed revenue from assessments for FY 2024-25 is $162,855.90.

227

BAYSIDE LANDSCAPING AND LIGHTING
ASSESSMENT DISTRICT No. 2005-1 APPENDIX A

A-1

APPENDIX “A”

IMPROVEMENTS DIAGRAM
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LLAD NO. 2005-1 NEIGHBORHOOD MAINTENANCE IMPROVEMENT DIAGRAM 0 200
Feet
± SYCAMORE AVE

TSUSHIMA ST

FRONT ST
LEGEND
# STREET LIGHTS

DISTRICT BOUNDARY
PARKS
2005-1 PARCELS

PARCELS

CENTRAL ST

FRONT ST

JOHN MUIR PKWY

CLARK ST

LEWIS ST

DRAKE LN

BAYSIDE PARK

SHASTA LN

TIOGALOOP

SHASTA PARK

SIERRA PARK
229

BAYSIDE LANDSCAPING AND LIGHTING
ASSESSMENT DISTRICT No. 2005-1 APPENDIX B

B-1

APPENDIX “B”

PUBLIC PROPERTY ASSESSMENTS

230
APN LocationOwner/Use ERUUnits Acres
Neighborhood
Amount

CITY OF HERCULES

BAYSIDE LANDSCAPING
AND LIGHTING DISTRICT NO. 2005-1

PUBLIC PROPERTY ASSESSMENTS
FY 2024-25
404700173 TSUSHIMACity/Park 0 0.710 3.645 $1,031.82 Total: 0 0.710 3.645 $1,031.82
B- 2
231

BAYSIDE LANDSCAPING AND LIGHTING
ASSESSMENT DISTRICT No. 2005-1 APPENDIX C

C-1

APPENDIX “C”

ASSESSMENT ROLL

232

CITY OF HERCULES

BAYSIDE LANDSCAPE
AND LIGHTING DISTRICT NO. 2005-1

ASSESSMENT ROLL
FISCAL YEAR 2024-25
Assessor's
Parcel
Number
Neighborhood
Amount
404020096 $25,144.00
404690001 $283.08
404690002 $283.08
404690003 $283.08
404690004 $283.08
404690005 $283.08
404690006 $283.08
404690007 $283.08
404690008 $283.08
404690009 $283.08
404690010 $283.08
404690011 $283.08
404690012 $283.08
404690013 $283.08
404690014 $283.08
404690015 $283.08
404690016 $283.08
404690017 $283.08
404690018 $283.08
404690019 $283.08
404690020 $283.08
404690021 $283.08
404690022 $283.08
404690023 $283.08
404690024 $283.08
404690025 $283.08
404690026 $283.08
404690027 $283.08
404690028 $283.08
404690029 $283.08
404690030 $283.08
404690031 $283.08
404690032 $283.08
404690033 $283.08
404690034 $283.08
404690035 $283.08
404690036 $283.08
404690037 $283.08
404690038 $283.08
404690039 $283.08
404690040 $283.08
404690041 $283.08
404690042 $283.08
404690043 $283.08
404690044 $283.08
404690045 $283.08
404690046 $283.08
404690047 $283.08
404690048 $283.08
404690049 $283.08
404690050 $283.08
404690051 $283.08
404690052 $283.08
404690053 $283.08
Assessor's
Parcel
Number
Neighborhood
Amount
404690054 $283.08
404690055 $283.08
404690056 $283.08
404690057 $283.08
404690058 $283.08
404690059 $283.08
404690060 $283.08
404690061 $283.08
404690062 $283.08
404690063 $283.08
404690064 $283.08
404690065 $283.08
404690066 $283.08
404690067 $283.08
404690068 $283.08
404690069 $283.08
404690070 $283.08
404690071 $283.08
404690072 $283.08
404690073 $283.08
404690074 $283.08
404690075 $283.08
404690076 $283.08
404690077 $283.08
404690078 $283.08
404690079 $283.08
404690080 $283.08
404690081 $283.08
404690082 $283.08
404690083 $283.08
404690084 $283.08
404690085 $283.08
404690086 $283.08
404690087 $283.08
404690088 $283.08
404690089 $283.08
404690090 $283.08
404690091 $283.08
404690092 $283.08
404690093 $283.08
404690094 $283.08
404690095 $283.08
404690096 $283.08
404690097 $283.08
404690098 $283.08
404690099 $283.08
404690100 $283.08
404690101 $283.08
404690102 $283.08
404690103 $283.08
404690104 $283.08
404690105 $283.08
404690106 $283.08
404690107 $283.08
Assessor's
Parcel
Number
Neighborhood
Amount
404690108 $283.08
404690109 $283.08
404690110 $283.08
404690111 $283.08
404690112 $283.08
404690113 $283.08
404690114 $283.08
404690115 $283.08
404690116 $283.08
404690117 $283.08
404690118 $283.08
404690119 $283.08
404690120 $283.08
404690121 $283.08
404690122 $283.08
404690123 $283.08
404690124 $283.08
404690125 $283.08
404690126 $283.08
404690127 $283.08
404690128 $283.08
404690129 $283.08
404690130 $283.08
404690131 $283.08
404690132 $283.08
404690133 $283.08
404690134 $283.08
404690135 $283.08
404690136 $283.08
404690137 $283.08
404690138 $283.08
404690139 $283.08
404690140 $283.08
404690141 $283.08
404690142 $283.08
404690143 $283.08
404690144 $283.08
404690145 $283.08
404690146 $283.08
404690147 $283.08
404690148 $283.08
404690149 $283.08
404690150 $283.08
404690151 $283.08
404690152 $283.08
404690153 $283.08
404690154 $283.08
404690155 $283.08
404690156 $283.08
404690157 $283.08
404690158 $283.08
404690159 $283.08
404690160 $283.08
404690161 $283.08
04/15/24C-2
233

CITY OF HERCULES

BAYSIDE LANDSCAPE
AND LIGHTING DISTRICT NO. 2005-1

ASSESSMENT ROLL
FISCAL YEAR 2024-25
Assessor's
Parcel
Number
Neighborhood
Amount
404690162 $283.08
404690163 $283.08
404700001 $283.08
404700002 $283.08
404700003 $283.08
404700004 $283.08
404700005 $283.08
404700006 $283.08
404700007 $283.08
404700008 $283.08
404700009 $283.08
404700010 $283.08
404700011 $283.08
404700012 $283.08
404700013 $283.08
404700014 $283.08
404700015 $283.08
404700016 $283.08
404700017 $283.08
404700018 $283.08
404700019 $283.08
404700020 $283.08
404700021 $283.08
404700022 $283.08
404700023 $283.08
404700024 $283.08
404700025 $283.08
404700026 $283.08
404700027 $283.08
404700028 $283.08
404700029 $283.08
404700030 $283.08
404700031 $283.08
404700032 $283.08
404700033 $283.08
404700034 $283.08
404700035 $283.08
404700036 $283.08
404700037 $283.08
404700038 $283.08
404700039 $283.08
404700040 $283.08
404700041 $283.08
404700042 $283.08
404700043 $283.08
404700044 $283.08
404700045 $283.08
404700046 $283.08
404700047 $283.08
404700048 $283.08
404700049 $283.08
404700050 $283.08
404700051 $283.08
404700052 $283.08
Assessor's
Parcel
Number
Neighborhood
Amount
404700053 $283.08
404700054 $283.08
404700055 $283.08
404700056 $283.08
404700057 $283.08
404700058 $283.08
404700059 $283.08
404700060 $283.08
404700061 $283.08
404700062 $283.08
404700063 $283.08
404700064 $283.08
404700065 $283.08
404700066 $283.08
404700067 $283.08
404700068 $283.08
404700069 $283.08
404700070 $283.08
404700071 $283.08
404700072 $283.08
404700073 $283.08
404700074 $283.08
404700075 $283.08
404700076 $283.08
404700077 $283.08
404700078 $283.08
404700079 $283.08
404700080 $283.08
404700081 $283.08
404700082 $283.08
404700083 $283.08
404700084 $283.08
404700085 $283.08
404700086 $283.08
404700087 $283.08
404700088 $283.08
404700089 $283.08
404700090 $283.08
404700091 $283.08
404700092 $283.08
404700093 $283.08
404700094 $283.08
404700095 $283.08
404700096 $283.08
404700097 $283.08
404700098 $283.08
404700099 $283.08
404700100 $283.08
404700101 $283.08
404700102 $283.08
404700103 $283.08
404700104 $283.08
404700105 $283.08
404700106 $283.08
Assessor's
Parcel
Number
Neighborhood
Amount
404700107 $283.08
404700108 $283.08
404700109 $283.08
404700110 $283.08
404700111 $283.08
404700112 $283.08
404700113 $283.08
404700114 $283.08
404700115 $283.08
404700116 $283.08
404700117 $283.08
404700118 $283.08
404700119 $283.08
404700120 $283.08
404700121 $283.08
404700122 $283.08
404700123 $283.08
404700124 $283.08
404700125 $283.08
404700126 $283.08
404700127 $283.08
404700128 $283.08
404700129 $283.08
404700130 $283.08
404700131 $283.08
404700132 $283.08
404700133 $283.08
404700134 $283.08
404700135 $283.08
404700136 $283.08
404700137 $283.08
404700138 $283.08
404700139 $283.08
404700140 $283.08
404700141 $283.08
404700142 $283.08
404700143 $283.08
404700144 $283.08
404700145 $283.08
404700146 $283.08
404700147 $283.08
404700148 $283.08
404700149 $283.08
404700150 $283.08
404700151 $283.08
404700152 $283.08
404700153 $283.08
404700154 $283.08
404700155 $283.08
404700156 $283.08
404700157 $283.08
404700158 $283.08
404700159 $283.08
404700160 $283.08
04/15/24C-3
234

CITY OF HERCULES

BAYSIDE LANDSCAPE
AND LIGHTING DISTRICT NO. 2005-1

ASSESSMENT ROLL
FISCAL YEAR 2024-25
Assessor's
Parcel
Number
Neighborhood
Amount
404700161 $283.08
404700162 $283.08
404700163 $283.08
404700164 $283.08
404700165 $283.08
404700166 $283.08
404700167 $283.08
404700168 $283.08
404700169 $283.08
404700170 $283.08
404700171 $283.08
404700172 $283.08
404700173 $1,031.82
404750001 $283.08
404750002 $283.08
404750003 $283.08
404750004 $283.08
404750005 $283.08
404750006 $283.08
404750007 $283.08
404750008 $283.08
404750009 $283.08
404750010 $283.08
404750011 $283.08
404750012 $283.08
404750013 $283.08
404750014 $283.08
404750015 $283.08
404750016 $283.08
404750017 $283.08
404750018 $283.08
404750019 $283.08
404750020 $283.08
404750021 $283.08
404750022 $283.08
404750023 $283.08
404750024 $283.08
404750025 $283.08
404750026 $283.08
404750027 $283.08
404750028 $283.08
404750029 $283.08
404750030 $283.08
404750031 $283.08
404750032 $283.08
404750033 $283.08
404750034 $283.08
404750035 $283.08
404750036 $283.08
404750037 $283.08
404750038 $283.08
404750039 $283.08
404750040 $283.08
404750041 $283.08
Assessor's
Parcel
Number
Neighborhood
Amount
404750042 $283.08
404750043 $283.08
404750044 $283.08
404750045 $283.08
404750046 $283.08
404750047 $283.08
404750048 $283.08
404750049 $283.08
404750050 $283.08
404750051 $283.08
404750052 $343.66
404760001 $283.08
404760002 $283.08
404760003 $283.08
404760004 $283.08
404760005 $283.08
404760006 $283.08
404760007 $283.08
404760008 $283.08
404760009 $283.08
404760010 $283.08
404760011 $283.08
404760012 $283.08
404760013 $283.08
404760014 $283.08
404760015 $283.08
404760016 $283.08
404760017 $283.08
404760018 $283.08
404760019 $283.08
404760020 $283.08
404760021 $283.08
404760022 $283.08
404760023 $283.08
404760024 $283.08
404760025 $283.08
404760026 $283.08
404760027 $283.08
404760028 $283.08
404760029 $283.08
404760030 $283.08
404760031 $283.08
404760032 $283.08
404760033 $283.08
404760034 $283.08
404760035 $283.08
404760036 $283.08
404760037 $283.08
404760038 $283.08
404760039 $283.08
404760040 $283.08
404760041 $283.08
404760042 $283.08
404760043 $283.08
Assessor's
Parcel
Number
Neighborhood
Amount
404760044 $283.08
404760045 $283.08
404760046 $283.08
404760047 $283.08
404760048 $283.08
404760049 $283.08
404760050 $283.08
404760051 $283.08
404760052 $283.08
404760053 $283.08
404760054 $283.08
404760055 $283.08
404760056 $283.08
404760057 $283.08
404760058 $283.08
404760059 $283.08
404760060 $283.08
404760061 $283.08
404760062 $283.08
404760063 $283.08
404760064 $283.08
404760065 $283.08
404760066 $283.08
404760067 $283.08
404760068 $283.08
404760069 $283.08
404760070 $283.08
404760071 $283.08
404760072 $283.08
404760073 $283.08
404760074 $283.08
404760075 $283.08
404760076 $283.08
404760077 $283.08
404760078 $283.08
404760079 $283.08
404760080 $283.08
404760081 $283.08
404760082 $283.08
404760083 $283.08
404760084 $283.08
404760085 $283.08
404760086 $283.08
404760087 $283.08
404760088 $283.08
404760089 $283.08
404760090 $283.08
404760091 $283.08
404760092 $283.08
404760093 $283.08
404760095 $741.10
$162,855.90
04/15/24C-4
235

CITY OF HERCULES
Orig XX/XX/2024

DRAFT - LANDSCAPING AND LIGHTING PROGRAM COORDINATOR
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

DEFINITION
Under general supervision, reviews the work of contractors responsible for providing landscape and lighting services and activities for the City's Landscape and Lighting Districts (L&LD).

Provides pertinent L&LD information to residents and businesses and is responsive to inquiries.

Coordinates, monitors, and provides technical input for assigned landscape, irrigation, and lighting projects and other special programs. Ensures conformance with applicable Federal, State, and local laws, codes, ordinances, plans, specifications, and departmental regulations and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from assigned management and supervisory staff. May supervise assigned staff. Exercises technical and functional direction and provides training to lower-level staff. Provides oversight of contractors.

DISTINGUISHING CHARACTERISTICS
This is a journey-level class responsible for performing the full range of technical work in all the following areas: Inspecting the workmanship and materials used in a variety of public works and L&LD projects and maintenance programs, ensuring conformance with plans, specifications, and departmental regulations, and directing contractors to achieve quality control and proper use of materials. Responsibilities require comprehensive knowledge of the development and provision of landscape, irrigation, and lighting services, the ability to organize and oversee the work of staff and/or contractors, and the ability to execute various administrative responsibilities of assigned projects. Incumbents receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit.

ESSENTIAL FUNCTIONS
Essential and other important responsibilities and duties may include, but are not limited to, the following:

Duties and Essential Functions
 Inspects all phases of Landscape and Lighting Districts (LL&D) maintenance contracts and improvement projects for conformance with plans, specifications, contract provisions, and safe work practices in accordance with Federal, State, and local codes; inspects materials for identification; performs routine field tests as needed.  Records amounts of materials used and work performed; prepares necessary reports for progress payments.
 Acts as liaison between the City, contractors, other agencies, and businesses and residents affected by L&LD projects; maintains communication among the parties and responds to 236

CITY OF HERCULES

Orig XX/XX/2024

and resolves issues or refers them to the proper office for resolution; prepares work orders in response to L&LD complaints; investigates resident complaints; confers with property owners regarding project schedule, hazards, and inconvenience.  Assists with request for proposals and selection of sidewalk, streetlight, landscape, tree trimming, tree removal, and tree planting maintenance contracts; administer, inspect, and evaluate the work of contractors; establishes procedures and develops tracking system to ensure the success of contracts and associated budgets.  Inspect landscaped areas for compliance with City approved landscape and irrigation plans during various stages of construction, installation, and eventual maintenance.  Review water consumption data and billing for landscape irrigation.  Review energy consumption data and billing for street lighting, to include performing streetlight audits.
 Prepare daily logs on construction, installation and/or maintenance performed; document work progress, deficiencies and corrective action required with consistent follow-through to ensure work is completed satisfactorily and maintained properly; documentation may include, but not be limited to: Written text, charts, drawing, and/or sketches to prove activities.
 Inspects adjacent properties for damage from construction activity.  Assist with coordination of emergency tree work.
 Assist with managing the City’s urban forest, including interpreting and following recommendations in arborist reports.
 Participates in all aspects of bid processes, including pre-construction meetings with contractors and developers and completion of construction.  Confers with L&LD contractors regarding conformance to standards, plans, specifications, and codes; explains requirements and evaluates alternatives.  Consults with Public Works staff regarding problems and change alternatives.  Prepares and maintains daily inspection reports, progress payments, change orders, claims, and other written documentation.
 Performs landscape, irrigation, and lighting plan reviews and inspections of various L&LD sites for compliance with City standards.
 Prepares a variety of correspondence, reports, correction notices, procedures, and other written materials related to L&LD projects.
 Performs duties of a disaster services worker in event of an emergency.  Performs other duties as assigned.

QUALIFICATIONS
Any combination of experience and education / training that would likely provide the required knowledge and abilities may be qualifying. A typical way to obtain the kno wledge and abilities would be:

Knowledge of:
 Materials, methods, principles, and practices used in public works construction, including streets, curbs, gutters, sidewalks, drainage, streetlights, and related facilities and appurtenances.
 Principles and practices of public works construction inspection. 237

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 Principles and practices of landscape, irrigation, and lighting project development, implementation, review, and evaluation.
 Basic practices of construction contract administration in a public agency setting.  Applicable Federal, State, and local laws, codes, regulations, and departmental policies.  Technical principles and practices of engineering design, specification, and cost estimate preparation.
 Defects and faults in construction.
 Materials sampling, testing, and estimating procedures.  Mathematical principles and theories.
 Technical report writing and preparation of correspondence.  Principles and procedures of record keeping.
 Modern office practices, methods, and computer equipment and applications related to work.
 Safe driving rules and practices.
 English usage, spelling, vocabulary, grammar, and punctuation.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
 Inspect standard capital improvement, public works, and L&LD projects and maintenance programs to ensure compliance with plans and specifications.  Interpret, apply, explain, and ensure compliance with Federal, State, and local policies, procedures, laws, and regulations, technical written material, and departmental policies governing public works construction.
 Detect and locate faulty materials and workmanship and determining the stage of construction during which defects are most easily found and remedied.  Review and analyze construction plans, specifications, maps, and legal descriptions for conformance with City standards and policies.
 Coordinate activities with multiple contractors, engineers, and property owners.  Respond to complaints or inquiries from citizens, staff, and outside organizations.  Prepare and maintain accurate and complete records; prepare clear and concise technical reports.
 Make accurate mathematical, financial, and statistical computations.  Operate office equipment including computers and word processing, spreadsheet, and database applications.
 Communicate clearly and concisely, both orally and in writing.  Organize own work, set priorities, and meet critical time deadlines.  Understand and follow oral and written instructions.
 Use English effectively to communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience, which would provide the required knowledge, 238

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skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Equivalent to completion of an Associate of Science degree in civil engineering, drafting, surveying, mathematics, or related field and three (3) years of increasingly responsible public agency engineering, public works infrastructure construction, inspection, or related experience.

A 5% incentive pay is provided for ISA Arborist certification.

Licenses and Certifications:

Possession of a valid California driver's license and satisfactory driving record as determined by the City’s policy.

ENVIRONMENTAL CONDITIONS
The functions of this position are performed both in an indoor office environment and outdoor locations. The outdoor setting includes various weather conditions, including heat and sunshine.

Incumbent will be exposed to loud noise levels, road hazards, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives and contractors in interpreting and enforcing departmental policies and procedures.

PHYSICAL CONDITIONS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, to inspect City development sites, including traversing uneven terrain, climbing ladders, stairs, and other temporary or construction access points, to operate a motor vehicle, and to visit various City and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. Requires sitting for long periods of time, standing in work areas, walking between work areas, and conducting inspections. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 50 pounds.

Note: Accommodations may be made for some of the essential functions / requirements listed for qualified individuals who require and request such accommodation, due to a qualified disability.

_____________________________________ __________________ Employee Signature Date

_____________________________________ __________________ Supervisor signature Date
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DISCUSSION AND/OR ACTION

AGENDA ITEM

3. 22-839

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STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of April 23, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Michael Roberts, Public Works Director/City Engineer SUBJECT: Review and Approval of the Local Road Safety Plan RECOMMENDED ACTION:

Receive a presentation on the Local Road Safety Plan (LRSP), discuss, provide feedback if any, and adopt a resolution approving the LRSP.

BACKGROUND:

The goal of the Local Road Safety Plan (LRSP) is to eliminate traffic collision fatalities and serious injuries for all modes of transportation on City streets. The LRSP provides a framework for organizing stakeholders to identify, analyze, and prioritize safety improvements on local roads. This process typically entails assembling a core group of stakeholders; then reviewing crash, traffic, and roadway data ; engaging the community; and culminates in a list of prioritized safety improvements.

MTC (Metropolitan Transportation Commission), Caltrans, and FHWA (Federal Highway Administration) are now requiring local agencies develop a LRSP to be eligible for safety- related grants, such as the new federal Safe Streets and Roads for All and Highway Safety Improvement Program.

In 2022 the City applied for a $36,000 grant from Caltrans to develop a LRSP and was awarded the full amount, which requires a $4,000 match. The services of Kittelson & Associates, Inc. in the amount of $40,000 was subsequently secured to assist the City in the development of the Plan. K ittelson was selected by the CCTA (Contra Costa Transportation Authority) to provide support to West County Cities with the development of their respective LRSPs. Utilizing Kittelson allows Hercules’ Plan to be seamlessly 22-839
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integrated into CCTA Countywide Safety Action Plan that is under development. CCTA intends to apply for roadway safety grants for regional projects, which if successful would benefit individual jurisdictions such as Hercules.

In July 2023, City Council referred the development of the Draft LRSP to the Public Safety/Traffic Council Subcommittee. The Council Subcommittee conducted 2 meetings:

 Meeting #1 (October 2023) : Introduc ed the LRSP and safety management process, discuss ed stakeholder roles, discuss ed crash analysis results, and identified initial priority locations.

 Meeting #2 (March 2024) : Review ed Draft LRSP and priority projects and strategies, identified any needed changes ahead of full City Council review.

The Kittelson & Associates, Inc. team provided technical support during these meetings in addition to researching crash data and developing priority safety projects or strategies.

Public outreach also occurred through a pop -up event conducted at October’s Pumpkataaz at the Community Center and remotely on Contra Costa Transportation Authority’s (CCTA) we bsite where participants engaged in an interactive map to show their locations of concern.

The Draft LRSP is now being recommended to the full City Council for review and approval.

ANALYSIS:

The draft LRFP identifies eleven Priority Intersections and one Priority Corridor due to their collision severity scores. These locations were identified through network screening of citywide reported collisions from January 2018 through December 2022.

The screening process identifies intersections and segments with the highest collision frequency and severity to determine locations where improvements may have the highest impact.

Priority Intersections
# Location Control Type
Collision
Severity
Score
1 Sycamore Avenue & Willow Avenue Signalized 52.55
2 Sycamore Avenue & Railroad Avenue Unsignalized 42.51
3 Lupine Road & Sequoia Road Unsignalized 41.29
4 Canterbury Road & Gloucester &
Dartford Street Unsignalized 39.15
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5 Sycamore Avenue & Civic Drive* Unsignalized 39.15
6 Tsushima Street & Riverview Terrace Unsignalized 39.15 7 Pheasant Drive & Eagle Court Unsignalized 39.15
8 Marigold Place & Sunflower Court Unsignalized 39.15
9 Opal Court & Turquoise Drive Unsignalized 39.15
10 San Pablo Avenue & Hercules Avenue Signalized 31.002 11 San Pablo Avenue & Sycamore
Avenue Signalized 28.85

Priority Intersections Location Map

Priority Corridor
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# Location Limits Collision
Severity Score
1 San Pablo Avenue South of State Route 4 to
Hercules City Limits 48.438

Priority Corridor Location Map

Using this collision -based methodology is required for LRSP projects to be eligible for future grant opportunities. There are other areas in the City’s transportation network that would benefit from safety enhancements and will continue to be a priority but do not meet the criteria for inclusion in the LRSP which is based on crash data.

Kittleson representatives will be attending tonight’s meeting and be able to respond to questions about the locations in the LRSP and the methodology used.

FISCAL IMPACT:

There is no fiscal impact associated with this agenda item.

Attachments:
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1. Resolution

2. Draft Local Roadway Safety Plan

3. Local Roadway Safety Plan Presentation

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RESOLUTION NO. 24-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERCULES APPROVING

THE LOCAL ROAD SAFETY PLAN

WHEREAS, the goal of the Local Road Safety Plan (LRSP) is to eliminate traffic collision fatalities and serious injuries for all modes of transportation on City streets; and

WHEREAS, the LRSP provides a framework for organizing stakeholders to identify, analyze, and prioritize safety improvements on local roads; and

WHEREAS, MTC (Metropolitan Transportation Commission), Caltrans, and FHWA (Federal Highway Administration) are now requiring local agencies develop a LRSP to be eligible for safety-related grants; and

WHEREAS, the services of Kittelson & Associates, Inc. were secured to assist the City in the development of the LRSP, which is being funded by a grant from the California Department of Transportation (CALTRANS); and

WHEREAS, City Council referred the development of the Draft LRSP to the Public Safety/Traffic Council Subcommittee which conducted 2 public meetings and is now recommending the LRSP for approval; and

WHEREAS, public outreach occurred through a pop -up event conducted at October’s Pumpkataaz event at the Community Center and remotely on Contra Costa Transportation Authority’s (CCTA) website where participants engaged in an i nteractive map to show their locations of concern.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hercules that the City Council hereby approves the Local Roadway Safety Plan.

The foregoing Resolution was duly and regularly adopted at a regular meeting of the City Council of the City of Hercules held on the twenty third day of April, 2024 by the following vote of the Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

____________________________
Dan Romero, Mayor
ATTEST:

Eibleis Melendez, City Clerk
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Safety Plan
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Contents
Introduction .................................................................................................................................................................. 4 A Commitment to Safety......................................................................................................................................... 4 What is an LRSP? ....................................................................................................................................................... 4 Plan Overview .......................................................................................................................................................... 7 Vision and Goals .......................................................................................................................................................... 8 Plan Development Process ......................................................................................................................................... 9 Existing Safety Conditions.......................................................................................................................................... 11 Existing Safety Practice and Culture .................................................................................................................... 11 Equity Analysis ......................................................................................................................................................... 12 Engagement and Outreach ................................................................................................................................. 15 Summary of Citywide Safety Performance ......................................................................................................... 17 Safety Performance Network Screening ............................................................................................................. 30 Emphasis Areas .......................................................................................................................................................... 33 Strategies and Recommendations .......................................................................................................................... 34 Countermeasures vs. Strategies ............................................................................................................................ 34 Available Countermeasures ................................................................................................................................. 34 Available Strategies ............................................................................................................................................... 38 Recommendations and Implementation ............................................................................................................... 42 Systemic Treatments .............................................................................................................................................. 42 Site Specific Treatments ......................................................................................................................................... 50 Action Items and Performance Measures .............................................................................................................. 52 Funding ....................................................................................................................................................................... 54 Appendix A – Safety Performance Network Screening Methodology ................................................................ 56 Methodology .......................................................................................................................................................... 57 Appendix B – Project Concepts ............................................................................................................................... 59

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List of Figures
Figure 1: FHWA’s Safe System Elements ..................................................................................................................... 6 Figure 2: FHWA LRSP Planning Process ....................................................................................................................... 9 Figure 3: SWITRS Party Gender Compared Against Citywide Population Shares ................................................ 13 Figure 4: SWITRS Party Age Compared Against Citywide Population Shares ...................................................... 13 Figure 5: SWITRS Party Race Compared Against Citywide Population Shares .................................................... 14 Figure 6: City of Hercules Collisions by Severity (2018-2022) .................................................................................. 19 Figure 7: Collision Tree with Injury Collisions (2018 – 2022) ...................................................................................... 20 Figure 8: Collision Severity by Collision Type (2018-2022) ....................................................................................... 21 Figure 9: Share of Collisions by Collision Type and Severity (2018-2022) .............................................................. 21 Figure 10: Collision Severity by Primary Collision Factors (2018-2022) ................................................................... 22 Figure 11: Share of Collisions by Primary Collision Factor and Severity (2018-2022) ............................................ 23 Figure 12: Collision Severity by Year (2018-2022) .................................................................................................... 24 Figure 13: Total Reported Collision Shares by Hour of Day .................................................................................... 24 Figure 14: Pedestrian-Involved Collisions by Severity (2018-2022) ......................................................................... 25 Figure 15: Bicyclist-Involved Collisions by Severity .................................................................................................. 26 Figure 16: Unsafe Speed Collisions by Severity ....................................................................................................... 27 Figure 17: Citywide Fatal/Severe Injury Collision Shares by SHSP Challenge Area Compared to Statewide Statistics ....................................................................................................................................................................... 29 Figure 18: Priority Intersections - City of Hercules .................................................................................................... 31 Figure 19: Priority Roadway Segments - City of Hercules ....................................................................................... 32 Figure 20: Example of Roadway with Dynamic Speed Feedback Signs ............................................................. 43 Figure 21: Unsafe Speed Collision Priority Intersections .......................................................................................... 44 Figure 22: Example Pedestrian-Scale Lighting (Source: NACTO) .......................................................................... 46 Figure 23: Nighttime Collision Priority Intersections ................................................................................................. 47 Figure 24: Retroreflective Backplates (Source: FHWA) .......................................................................................... 48 Figure 25: Potential Signal Hardware Improvement Locations in the City ........................................................... 49 Figure 26: Centerline Hardening Example in Oakland, California (Source: Kittelson & Associates, Inc.) ......... 50

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List of Tables
Table 1: Collision Severity by Road User Involved (2018 - 2022) ............................................................................ 19 Table 2: Priority Intersections ..................................................................................................................................... 30 Table 3: Priority Roadway Segments ........................................................................................................................ 30 Table 4: Site-Specific Projects (and Countermeasures) ......................................................................................... 51

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INTRODUCTION
A Commitment to Safety
The City of Hercules (City) is committed to reducing fatalities and severe injuries on its roadways. To advance this mission, the City initiated a citywide Local Roadway Safety Plan (LRSP). The LRSP outlines a plan to ensure Hercules residents, visitors, and those who travel through the community get home safely.

The City of Hercules’ LRSP should be considered a living document that evolves as the City works toward achieving a safer roadway system. The LRSP focuses on addressing the diverse needs of the City based on roadway characteristics and collision history available at the time of development and is intended to evolve as the City changes over time.

What is an LRSP?
An LRSP provides an assessment of roadway safety for the City, identifying locations for improvements and a range of strategies to implement that address safety from engineering countermeasures to educational safety campaigns. An LRSP is a multi-disciplinary approach to traffic safety that creates the opportunity for the City to partner with stakeholders and other agencies who may have a role in implementing recommendations. These stakeholders include representatives from law enforcement, fire department, neighboring jurisdictions, public health services, emergency response providers, community organizations, and the broader community.

The Federal Highway Administration (FHWA) considers LRSPs a proven safety countermeasure that provide crosscutting efforts to prioritize investments. The Highway Safety Improvement Program (HSIP) and Safe Streets and Roads for All (SS4A) are Federal funding programs that support implementation of engineering strategies and countermeasures that address road safety challenges on public roads. To pursue HSIP grant funds in California, a local agency must have an LRSP or equivalent planning document. To be eligible for federal SS4A funding, a local agency must have a safety action plan equivalent to an LRSP, provided that it incorporates a comprehensive implementation framework that aligns actions with specified timing, funding allocations, and designated responsible parties. Access to these funds assists the City in funding engineering-related solutions that make its roads safer for all road users.

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Aligning with the California’s Strategic Highway Safety Plan LRSPs across the state complement California’s 2020-2024 Strategic Highway Safety Plan (SHSP), by intentionally and continually assessing and improving roadway safety. The SHSP identifies key safety needs and guides investment decisions toward strategies and countermeasures with the most potential to save lives and prevent injuries.

The SHSP identified California’s 16 challenge areas, or areas that should be the focus for roadway safety in California. As discussed in greater detail in the California Office of Traffic Safety Ranking and SHSP Challenge Areas Comparison discussion in the Summary of Citywide Safety Performance section, the items bolded on this list were identified as high priority challenge areas for Hercules, meaning improvements in these areas has the greatest opportunity to reduce death and severe injury. ◼ Pedestrians
◼ Bicyclists
◼ Aging Drivers
◼ Commercial Vehicles
◼ Distracted Driving
◼ Driver Licensing
◼ Emergency Response
◼ Emerging Technologies
◼ Impaired Driving
◼ Intersections
◼ Lane Departures
◼ Motorcyclists
◼ Occupant Protection
◼ Speed Management / Aggressive Driving
◼ Work Zones
◼ Young Drivers
Historically, the SHSP has used the five E’s (education, enforcement, engineering, emergency response, and emerging technologies) to organize strategies. In 2021, state transportation officials shifted focus and adopted guiding principles that integrate social equity, create a Safe System Approach, and encourage the use of proven countermeasures and emerging technologies.

Incorporating the Safe System Approach
In January 2022, the United States Department of Transportation (USDOT) released its National Roadway Safety Strategy1 that adopted the Safe System Approach as its core strategy. In February 2022, Caltrans released Director’s Policy 362 which commits to adopting the Safe System Approach to achieve its vision to eliminate fatalities and severe injuries on California’s roadways by 2050 and provide safer outcomes for all communities. These efforts build from the Federal Highway Administration’s education of the Safe System Approach as a strategy to eliminate all traffic fatalities.

The Safe System Approach aims to eliminate fatal and severe injuries for all roadway users. It works towards eliminating roadway deaths using six principles, as stated by Caltrans DP-36:
 Deaths and severe injuries are unacceptable.
 Humans make mistakes.
 Humans are vulnerable.
 Responsibility is shared.
 Safety is proactive and reactive.
 Redundancy is critical.

1 National Roadway Safety Strategy, United States Department of Transportation, January 2022 https://www.transportation.gov/sites/dot.gov/files/2022-02/USDOT-National-Roadway-Safety-Strategy.pdf 2 California Department of Transportation Director’s Policy 36, February 15, 2022 https://dot.ca.gov/-/media/dot-media/programs/safety-programs/documents/policy/dp_36-a11y.pdf 252
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There are five elements (or layers) to a Safe System (see Figure 1 on the following page):
 Safe Roadway Users – All roadway users, including bicyclists, pedestrians, and transit riders, should be able to travel safely.
 Safe Vehicles – Vehicles should be designed and regulated to reduce the frequency and severity of collisions.
 Safe Speeds – The faster a vehicle is traveling, the greater its risk to human life. Safe speeds are speeds that reduce impact forces, improve stopping time, and improve visibility.  Safe Roadways – Roadway design can accommodate human mistakes and improve injury tolerances through strategies, such as physically separating those traveling at different speeds or using signage to alert drivers to hazards.
 Post-Collision Care – If a collision does occur, first responders must assess, stabilize, and transport those who were injured. Forensic investigation or incident management teams are also important parts of post-collision care.

Figure 1: FHWA’s Safe System Elements

This LRSP uses a Safe System Approach to identify ways that Hercules and its safety partners can create layers to help protect all roadway users – even when they make mistakes. The City is the driving force behind implementing engineering-related safety measures such as speed management or roadway design combined with education and enforcement activities to reduce unwanted road user behaviors.

Commitment from City staff and road safety partners to prioritize safety in their efforts and to implement both proven and innovative ideas are key to advancing road safety. However, state and federal policy – like legislation to allow automated speed enforcement and continued regulation of vehicle safety standards will be essential to complete the Safe System.

Source: FHWA, 2022
https://safety.fhwa.dot.gov/zerodeaths/zero_deaths_vision.cfm 253
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Plan Overview
This LRSP uses historical collision data and an understanding of local context to assess existing roadway safety conditions in Hercules, identify areas for improvement, and provide recommended actions and an implementation plan. Ultimately, this LRSP creates a data-driven decision-making framework to reduce the number of fatal and severe injury collisions on local roadways.

The plan is organized into five main sections:

1. Vision and Goals – Establishes a larger vision for transportation safety in Hercules and sets goals for how to get there.

2. Plan Development – Details the collaborative and data-driven planning process.

3. Existing Conditions – Provides an analysis of collisions in Hercules.

4. Emphasis Areas and Countermeasures – Details the emphasis areas and lists proven countermeasures that can improve roadway safety.

5. Recommendations and Implementation – Prioritizes short- and long-term projects and sets a strategy for assessing progress toward established goals.

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VISION AND GOALS
Vision
The City of Hercules will prioritize safety in all projects to support the reduction of fatal and severe injury collisions for all road users as the City continues to grow.

Goals
The following goals will guide collaborative planning efforts with the City Council, the Traffic Safety Sub- Committee, City staff, and other safety related partners:

1. Analyze data to identify and prioritize opportunities to improve roadway safety using proven safety countermeasures and strategies.

2. Implement proven and innovative safety countermeasures to reduce the risk of future collisions.

3. Educate and promote safe travel practices in the City of Hercules.

Commitments
The City is committed to using data and Safe System principles recommended by FHWA and SHSP to promote safety in all actions. The City is committed to reaching its goal of eliminating all preventable roadway fatalities and severe injuries by 2050.

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PLAN DEVELOPMENT PROCESS
The LRSP was developed in collaboration with City staff, the Traffic Safety Sub-Committee, and the City Council using collision data and best practices resources. The FHWA LRSP development process is captured in Figure 2, with four primary steps:

1. Identify Stakeholders

2. Use Safety Data (Analyze Safety Data and Identify Collision Types and High-Crash Risk Locations)

3. Choose Proven Solutions

4. Implement Solutions
Figure 2: FHWA LRSP Planning Process

Source: FHWA, 2022, https://safety.fhwa.dot.gov/LRSPDIY/downloads/LRSP_FinalBuild_Infographic_508.pdf

Working Together
The following three bodies have been valued partners that represent a unique set of experiences, needs, and views on roadway safety in the City of Hercules.

Police Services
Hercules Police Services forms enforcement location priorities based on its review of collision history and information. Continued dialogue between the stakeholders will help keep them informed of emphasis areas and high-risk locations for roadway users.
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Engineering Services of Public Works Department
Engineering Services oversees the City's Capital Improvement Program, conducts evaluations and inspections of public improvements on private developments, and assesses traffic engineering. Capital improvement projects include new road construction and traffic improvements. The Engineering Services will help identify public concern and development projects, enhancing all public improvements and facilities.

City Council/Traffic Safety Subcommittee
The City Council consists of five members who are responsible for establishing City policies, approving ordinances and resolutions, making land use decisions, approving agreements and contracts, and hearing appeals on decisions made by City staff or advisory committees. The City Council also appoints residents to serve as the City’s representative to numerous regional committees and boards. The Traffic Safety Subcommittee includes representatives from the City Council. Each committee member represents a unique set of experiences, needs, and views of the transportation system and roadway safety in the City of Hercules.

Meeting Dates and Topics
The Traffic Safety Subcommittee met in October 2023 and February 2024, twice over the course of the LRSP’s development, to discuss and inform the LRSP, as summarized below.

Meeting 1|October 2023
 Define LRSP purpose and scope.
 Present and gather feedback on preliminary data analysis.  Present network screening results.
 Discuss potential emphasis areas based on data findings.

Meeting 2|March 2024
 Discuss vision of LRSP outcomes and related actions and performance measures.  Review Draft LRSP recommendations.
 Discuss implementation and responsibilities.

The Traffic Safety Subcommittee meetings were also attended by the community members. At this meeting, City staff and project team members received input on street lighting, crosswalk visibility, overgrown trees obstructing sight distances for large vehicles such as firetrucks, and the City’s policy regarding the use of e-bikes on City streets.

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EXISTING SAFETY CONDITIONS
The LRSP builds on existing plans, policies, and programs that support safe, accessible, equitable, and multimodal transportation. The most relevant documents pertaining to local roadway safety in Hercules are included below, along with an explanation of how their policies, programs, and recommendations inform the LRSP.

Existing Safety Practice and Culture
Hercules General Plan (2018)
The Circulation Element of Hercules General Plan serves as a guiding framework for the City’s transportation system, encompassing vehicular, pedestrian, bicycle, and transit modes of travel with a planning horizon of at least 20 years.

The goals of the circulation element of Hercules General Plan that are relevant to the LRSP include:
◼ Goal 1: Maintain and enhance the city’s multimodal circulation system. o Policy 2: Implementation of needed circulation improvements o Policy 3: Comprehensive pedestrian and bicycle system o Policy 5: Accommodate emergency response providers
o Policy 6: Accessibility
◼ Goal 2: Reduce reliance on automobiles.
o Policy 3: Bus service
o Policy 4: Pedestrian/bicycle
◼ Goal 3: Reduce vehicular traffic generation and greenhouse gas emissions in Hercules. o Policy 1: Transportation demand management (TDM)
o Policy 2: Flexible parking requirements
The Plan for Central Hercules (2000)
The Plan for Central Hercules seeks to achieve pedestrian orientation and walkability through mixed retail, residential, and office uses, encourage safer places through “eyes on the street”, reduce car dependency by supporting walking commute trips, reduce parking demand, provide amenities for pedestrians and facilities for bicyclists, promote carpooling and transit usage, and create a park-and-ride lot. Pursuant to the plan, the Hercules Transit Center was relocated to its current site, which is owned by the Bay Area Rapid Transit (BART) District, in 2009 to facilitate the development of the Safeway center. The Central Hercules urban design concept is planned to be implemented gradually through phased development.

This plan helps inform the LRSP through its focus creating an interconnected street and pedestrian network.

It is noted crosswalks should be provided at all intersections and should be clearly delineated, as well as that streets should be well lit for safety at night.

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Equity Analysis
This section presents the results of a roadway safety equity analysis for the City of Hercules, which is a required component of a Local Road Safety Plan, in order for the plan to meet the Safe Streets and Roads for All (SS4A) grant funding requirements. Equity is a fundamental consideration of the Safe System Approach, particularly given that pedestrian and bicyclist fatality rates on a per-capita basis vary largely by race,3 as well as by income, age, and gender to varying degrees in varying places4. These outcomes underscore the need to explicitly examine correlations between sociodemographic and risk factors related to roadway infrastructure and operations. Furthermore, equity analysis ideally encompasses more than just safety analysis, given known limitations of crash data (e.g., underreporting, near misses) and the lack of systemic exposure estimates to contextualize risk.

For the development of this LRSP, the following data sources were looked at for information on priority equity areas in the City of Hercules:
◼ SS4A Underserved Communities Census Tracts (Historically Disadvantaged Communities and Areas of Persistent Poverty) and
◼ Metropolitan Transportation Commission’s (MTC) Equity Priority Communities (EPC).

None of the above-identified disadvantaged populations or historically underrepresented communities are present in the City at the census tract level.

Demographic Analysis
This section presents a demographic analysis, showing a comparison of demographics from American Community Survey (ACS) 5-Year (2017-2021) estimates and crash-involved party data from Statewide Integrated Traffic Records System (SWITRS) (2018-2022) to understand the relationship between the demographic characteristics and crash history in the City of Hercules. Analyzing reported demographic characteristics of involved party members can help the city better understand which groups of individuals may bear disproportionate burdens from crashes and how to address these needs most effectively through safety strategies. The following demographics were analyzed for this LRSP based on available crash and census data:

1. Gender

2. Age

3. Race/Ethnicity

3 Federal Highway Administration. “Integrating Equity into the Safe System Approach” Presentation. Accessed Apr. 17, 2023: https://highways.dot.gov/safety/zero-deaths/integrating-equity-safe-system-approach-presentation. 4 Vision Zero Network. N.d. Equity Strategies for Practitioners. Accessed April 17, 2023: https://visionzeronetwork.org/wp- content/uploads/2017/05/VisionZero_Equity.pdf
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Gender
Figure 3 compares demographics from ACS 2021 5-Year estimates against SWITRS crash-involved party gender for the city.

Figure 3: SWITRS Party Gender Compared Against Citywide Population Shares

Source: ACS 2021 5-Year Census Data, SWITRS, Kittelson & Associates, Inc., 2023 Findings
◼ Almost one-fourth of crashes identified the party gender as “Not Stated” which does not allow for a definitive correlation to be made on crash risk for this comparison.

Age
Figure 4 compares the demographics of the city from ACS 2021 5-Year estimates against SWITRS crash- involved party age for the city.

Figure 4: SWITRS Party Age Compared Against Citywide Population Shares

Source: ACS 2021 5-Year Census Data, SWITRS, Kittelson & Associates, Inc., 2023

48%
52%
0%
43%
32%
25%
0%
10%
20%
30%
40%
50%
60%
Male Female Not Stated
ACS 2021 5 Year Estimates SWITRS Crash-Involved Party Characteristics (2018-2022) 17%
10%
18%
37%
18%
0%1%
18%
21% 22%
12%
27%
0%
5%
10%
15%
20%
25%
30%
35%
40%
0-14 15-24 25-39 40-64 65+ Not Stated
ACS 2021 5 Year Estimates SWITRS Crash-Involved Party Characteristics (2018-2022) 260
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Findings
◼ Crash-involved parties below 14 years of age primarily included bicyclists and pedestrians. ◼ 9% of crash-involved parties in the 65 years and above age group were pedestrians/bicyclists. ◼ More than one-fourth of crashes identified the age as “Not Stated” which does not allow for a definitive correlation to be made on crash risk for this comparison.

Race/Ethnicity
Figure 5 compares the demographics of the city from ACS 2021 5-Year (2017-2021) estimates against SWITRS crash-involved party race for the city.

Figure 5: SWITRS Party Race Compared Against Citywide Population Shares

Findings
◼ Almost one-fourth of crashes identified the party race as “Not Stated” which does not allow for a definitive correlation to be made on crash risk for this comparison.

27%
18%
43%
16%
13%15%
19%
13%
16%
11%
27%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
White             Black             Asian         Hispanic (of any race)
Other Not Stated
ACS 2021 5 Year Estimates SWITRS Crash-Involved Party Characteristics 261
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Engagement and Outreach
This LRSP was developed concurrently with the ongoing Contra Costa County Transportation Authority’s (CCTA) Comprehensive Transportation Safety Action Plan (CTSAP). Because safety is central to both plans’ recommendations, the public activities and feedback inform locations, priorities, and input for both safety plans. The CCTA CTSAP team developed a project website, interactive map, and survey that has been leveraged to support the Hercules LRSP. The LRSP project team conducted a community outreach/pop-up event during the City’s Trunk or Treat event in October 2023. Based on the interactive map, survey responses and public comments during the pop-up event, the project team identified general themes in community safety concerns, summarized below:

Pedestrian Concerns
◼ Multiple requests to widen sidewalks near business centers such as San Pablo Avenue/Sycamore Avenue.
◼ Pedestrian visibility concerns observed during early morning hours. ◼ Calls to enhance crosswalk visibility at multiple locations including Sycamore Avenue, Pheasant Drive/Swallow Way, and Refugio Valley Road/Coronado Street. ◼ Request to improve pedestrian access to Pinole and Rodeo via San Pablo Avenue by adding wider sidewalks on both sides of the roadways and enforcing speed limits.

Biking Concerns
◼ Requests for a more connected bike network in the city, especially connecting key destinations such as Hercules Transit Center and schools.
◼ Calls to improve existing bike infrastructure such as widening bike lanes and adding intersection crossing markings to safely navigate bikes through intersections. ◼ Desire to add new bike infrastructure such as protected bike lanes and bike lockers at business parks. ◼ Desire to improve biking facilities on Sycamore Avenue, especially under Interstate 80.

Roadway Infrastructure Concerns
◼ Request to add an extra right turn lane for Park Lake Plaza to accommodate vehicles turning right from Sycamore Avenue to Refugio Valley Road.
◼ Requests to convert intersections to roundabouts, specifically on Palm Avenue. ◼ General roadway maintenance issues. Promenade Street/Main Street intersection was highlighted as cracking and crumbling and requiring general maintenance.

Traffic Enforcement Concerns
◼ Concerns regarding drivers frequently violating traffic rules, including speeding, improper turning, running stop sign, double parking, and parking in no parking zones. ◼ Noted locations include Refugio Valley Road, Coronado Street, Promenade Street, Lupine Road/Redwood Road, Pepperwood Street/Redwood Road, Railroad Avenue/Main Street and San Pablo Avenue/Sycamore Avenue.

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School Zone Concerns
◼ Congestion during school pick up and drop off hours.
◼ Speeding and traffic volumes near school zones make walking/biking to school unsafe. ◼ Noted locations include Lupine Road, Refugio Valley Road, and Falcon Way.

Emergency Vehicle Access Concerns
◼ Overgrown trees in the city block sight lines for emergency vehicles such as fire trucks. ◼ Cars parked along the roads block emergency vehicle access and fire hydrants. Noted locations include Refugio Valley Road.

By incorporating the data analysis findings and listening directly to community needs, this LRSP reflects data-driven and community-informed desires to improve safety and encourages multimodal transportation choices on the City of Hercules’s local roadway system.

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Summary of Citywide Safety Performance
Descriptive Trends Analysis
To assess citywide safety performance, Kittelson developed a database of the most recent five years of reported collisions, representing January 1, 2018, through December 31, 2022. At the time of the analysis, 2022 was the most recent year for which the complete collision data was available. Kittelson utilized the California Statewide Integrated Traffic Records System (SWITRS) and UC Berkeley’s Transportation Injury Mapping System (TIMS). The final dataset for this analysis includes 262 collisions from SWITRS/TIMS.

Collisions that occurred on grade-separated freeways in the City, (i.e., Interstate 80 and State Route 4) have been excluded from the collision data. However, collisions reported at the ramp terminal intersections that are associated with grade-separated freeways and highways in the City are included in the analysis database. The following section describes regional roadway safety performance in two ways:
◼ Citywide Collision Patterns and Trends, which identifies relevant collision factors such as collision types, primary collision factors, and users involved.

◼ Network Screening, which spatially locates collisions and identifies intersections and segments with the highest collision frequency and severity to determine locations where improvements may have the highest impact.

Understanding Collision Severity
Collision severity is coded according to the highest degree of injury experienced. Defined below is the injury classification scale and definitions in California5.

Fatal: Death because of injured sustained in a crash or an injury resulting in death within 30 days of the crash.

Severe Injury: An injury other than a fatal injury which results in broken bones, dislocated or distorted limbs, severe lacerations, or unconsciousness at or when taken from the collision scene. It does not include minor laceration.

Other Visible Injury: This includes bruises (discolored or swollen); places where the body has received a blow (black eyes and bloody noses); and abrasions (areas of the skin where the surface is roughened or blotchy by scratching or rubbing which includes skinned shins, knuckles, knees, and elbows).

Complaint of Pain: This classification could contain authentic internal or other non-visible injuries and fraudulent claims of injury. This includes: 1. Persons who seem dazed, confused, or incoherent (unless such behavior can be attributed to intoxication, extreme age, illness, or mental infirmities). 2. Persons who are limping but do not have visible injuries; 3. Any person who is known to have been unconscious because of the crash, although it appears he/she has recovered; 4. People who say they want to be listed as injured do not appear to be so.

Property Damage Only (PDO): A noninjury motor vehicle traffic crash which results in property damage.

5 https://safety.fhwa.dot.gov/hsip/spm/conversion_tbl/pdfs/kabco_ctable_by_state.pdf 264
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City wide Collision Patterns and Trends Summary
The following is a summary of key findings from the reported collisions in the City of Hercules from 2018 to 2022:
-- Overall, there were 262 reported collisions on City roadways. Collisions resulting in a fatality or se vere injury represented about 5 percent of these, with 2 being fatal and 11 being severe injury.
-- Pedestrians and bicyclists are overrepresented in fatal and serious injury collisions. Pedestrians and bicyclists are each involved in 5 percent and 2 percent of reported collisions but are involved in 23 percent and 8 percent of fatal and severe injury collisions, respectively.
-- The top three most cited collision types for fatal and severe injury collisions are rear end (23 percent) , head -on (23 percent ), and vehicle/pedestrian (23 percent). -- The two most cited primary collision factors for fatal and severe injury collisions are unsafe speed (31 percent) and pedestrian violation (23 percent). Improper turning, driving or bicycling under the influence, traveling on wrong side of road, following too closely, and other improper driver or hazardous violations ar e all attributed to one fatal and severe injury collision (8 percent each).

There are a total of 13 (5%) reported fatal and severe injury collisions, which account for 2.6 collisions per year on average. In this analysis, fatal and severe injury collisions are generally grouped together because the difference between a fatality and a severe injury can depend on factors such as emergency response time or the victim’s health rather than the collision severity itself. Additional collision statistics are summarized on the following pages.

Figure 6 and Table 1 summarize the reported collisions by severity in the City of Hercules. Table 1 also shows a breakdown of City collisions by road users involved.

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Figure 6: City of Hercules Collisions by Severity (2018-2022)

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

Table 1: Collision Severity by Road User Involved (2018 - 2022) Road Users Involved Fatal (% of
column)
Severe
Injury (% of
column)
Other
Visible
Injury (% of
column)
Complaint
of Pain (%
of column)
Property
Damage
Only (% of
column)
Total (% of
column)
Pedestrian-Involved 1 (50%) 2 (18%) 5 (22%) 5 (9%) 2 (1%) 15 (6%) Bicycle-Involved 0 (0%) 1 (9%) 1 (4%) 4 (7%) 0 (0%) 6 (2%) Vehicle Only or
Vehicle-Fixed Object 1 (50%) 8 (73%) 17 (74%) 45 (84%) 170 (99%) 241 (92%) Reported Collisions 2 (100%) 11 (100%) 23 (100%) 54 (100%) 172 (100%) 262 (100%) Severity Share of
Reported Collisions <1% 4% 9% 21% 66% 100%
Source: SWITRS, TIMS, compiled by Kittelson, 2023.

Figure 7 shows the collision tree with injury collisions broken down by collision location (intersection/roadway segment) and road user involved (pedestrian/bicycle/motorcycle/motor vehicle).

Fatal
1%
Severe Injury
4% Other Visible
Injury
9%
Complaint of Pain
21%
Property Damage
Only
66%
262
Reported
Collisions
266
90 13

INTERSECTION SEGMENT
78 87% 12 13%
12 92% 1 8%

PEDESTRIAN PEDESTRIAN
13 14% 0 0%
3 23% 0 0%
5 6% 1 1%
1 8% 0 0%

MOTOR-CYCLE MOTOR-CYCLE
4 4% 0 0%
3 23% 0 0%

MOTOR VEHICLE MOTOR VEHICLE
56 62% 11 12%
5 38% 1 8%

TOTAL INJURY COLLISIONS TOTAL INJURY COLLISIONS

BICYCLE BICYCLE

FATAL/SEVERE INJURY COLLISIONS FATAL/SEVERE INJURY COLLISIONS

TOTAL INJURY COLLISIONS

TOTAL INJURY COLLISIONS

TOTAL INJURY COLLISIONS

FATAL/SEVERE INJURY COLLISIONS

TOTAL INJURY COLLISIONS

TOTAL INJURY COLLISIONS

FATAL/SEVERE INJURY COLLISIONS FATAL/SEVERE INJURY COLLISIONS

FATAL/SEVERE INJURY COLLISIONS FATAL/SEVERE INJURY COLLISIONS

TOTAL INJURY COLLISIONS TOTAL INJURY COLLISIONS

FATAL/SEVERE INJURY COLLISIONS FATAL/SEVERE INJURY COLLISIONS

TOTAL INJURY COLLISIONS

TOTAL INJURY COLLISIONSTOTAL INJURY COLLISIONS

FATAL/SEVERE INJURY COLLISIONS FATAL/SEVERE INJURY COLLISIONS 267
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Collision Types and Factors
Figure 8 and Figure 9 show the most frequency collision types that were reported in the City. Of all the reported collisions, the three most common collision types include sideswipe, rear end, or hit object collisions. The most common collision types that resulted in fatal and severe injury collisions include rear- end, head-on, and vehicle/pedestrian collisions.

Figure 8: Collision Severity by Collision Type (2018-2022)

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

Figure 9: Share of Collisions by Collision Type and Severity (2018-2022)

Source: SWITRS, TIMS, compiled by Kittelson, 2023.
0 10 20 30 40 50 60 70
Not Stated
Overturned
Other
Vehicle/Bicyclist
Vehicle/Pedestrian
Head-On
Broadside
Hit Object
Rear End
Sideswipe
Collision Frequency
Collision Type
Property Damage Only Complaint of Pain Other Visible Injury Severe Injury Fatal 0%
0%
8%
8%
23%
23%
8%
8%
23%
0%
1%
1%
2%
2%
5%
10%
15%
17%
23%
25%
0% 5% 10% 15% 20% 25% 30%
Not Stated
Overturned
Other
Vehicle/Bicyclist
Vehicle/Pedestrian
Head-On
Broadside
Hit Object
Rear End
Sideswipe
Collision Share
Reported Collisions Fatal/Severe Injury Collisions
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Reported primary collision factors (PCFs) convey the violation or the underlying causal factor for a collision.

Reporting officers identify a primary collision factor (PCF) for every collision. There are several different PCFs from which they can select. It is up to the officer’s judgement and information available at the scene for them to select the factor that is most relevant to the collision. Officers select one from among a list of PCFs based on violations6 and road user behavior. There may be multiple PCFs that are appropriate for a given collision, but the PCF is the factor identified by the officer as the primary contributing violation/action for the collision.

Figure 10 shows that improper turning7 and unsafe speed8 are the factors determined by the investigating officer that have been reported most frequently as the primary cause of a collision. Together these account for more than 47% of all reported collisions. Figure 11 shows the share of all reported collisions and fatal and severe injury collisions by primary collision factor. The most frequent primary collision factors associated with fatal and severe injury collisions are unsafe speed and pedestrian violation9.

Figure 10: Collision Severity by Primary Collision Factors (2018-2022)

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

6 California Vehicle Code (CVC)
7 Improper Turning: Turning at a distance unnecessarily far from the curb, turning without using turn signals, or making a type of turn prohibited by signage.
8 Unsafe Speed: Driving at a speed unsafe for the conditions. 9 Pedestrian Violation: Making a maneuver as a pedestrian without respecting the right-of-way of a motor vehicle. 0 10 20 30 40 50 60 70
Pedestrian Right of Way
Pedestrian Violation
Wrong Side of Road
DUI
Following Too Closely
Automobile Right of Way
Traffic Signals and Signs
Unsafe Speed
Improper Turning
Collision Frequency
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Figure 11: Share of Collisions by Primary Collision Factor and Severity (2018-2022)

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

8%
8%
0%
23%
8%
8%
8%
0%
0%
31%
8%
1%
2%
2%
3%
3%
5%
5%
8%
8%
23%
24%
0% 5% 10% 15% 20% 25% 30% 35%
Other Hazardous Violation
Other Improper Driving
Pedestrian Right of Way
Pedestrian Violation
Wrong Side of Road
DUI
Following Too Closely
Automobile Right of Way
Traffic Signals and Signs
Unsafe Speed
Improper Turning
Collision Share
Reported Collisions Fatal/Severe Injury Collisions
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Temporal Collision Factors
Figure 12 shows the collision severity patterns across the five study years (2018-2022). The year 2019 had the highest number of total reported collisions followed by 2020. Overall, we see a decrease in the total crashes in 2020 and 2021. The share of fatal and severe injury collisions is highest in 2020 (7.5%), followed by 2021 (5.3%). The results show a change in travel patterns during the COVID-19 pandemic. Pandemic and work from home generally led to fewer vehicles on the roadway. Overall, the number of collisions in 2020 and 2021 were lower compared to pre-pandemic levels in 2019. However, more severe crashes occurred in 2020 and 2021 as a percentage of total reported crashes during the study period.

Figure 12: Collision Severity by Year (2018-2022)

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

Figure 13 shows the reported collisions distribution through a 24-hour period. The greatest share of collisions occur at 8:00AM, typically during the morning commute period. Collisions, however, overall occur more frequently in the evening than in the mornings.

Figure 13: Total Reported Collision Shares by Hour of Day

Source: SWITRS, TIMS, compiled by Kittelson, 2023.
0 10
20 30
40 50
60 70
2018 2019 2020 2021 2022
Collisio n Frequency
Year
Property Damage Only Complaint of Pain Other Visible Injury Severe Injury Fatal 0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
0:00
1:00
2:00
3:00
4:00
5:00
6:00
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
19:00
20:00
21:00
22:00
23:00
Unknown
Collision Share
Time of Day
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Pedestrian-Involved Collisions
Across the five study years (2018-2022) there were a total of 15 pedestrian-involved collisions as shown in Figure 14. Of these collisions, three were fatal and severe injury collisions Pedestrian-involved collisions comprised 5% of all reported collisions but accounted for 23% of fatal and severe injury collisions.

Pedestrian-involved collisions are over-represented in fatal and severe injury collisions. 50% of all reported pedestrian-involved collisions and 67% of fatal and severe injury collisions occurred when the pedestrian was crossing not in a crosswalk.

Figure 14: Pedestrian-Involved Collisions by Severity (2018-2022)

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

Property Damage
Only, 13%
Complaint of Pain,
33%
Other Visible Injury,
33%
Severe Injury, 13%
Fatal, 7%
15 Reported
Collisions
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Bicyclist-Involved Collisions
Across the five study years (2018-2022) there was a total of 6 bicyclist-involved collisions. Of these, one resulted in a severe injury. Figure 15 summarizes the reported bicyclist-involved collisions by severity in the City of Hercules. Most bicyclist-involved collisions result in complaints of pain. Bicyclist-involved collisions comprised 2% of all reported collisions but accounted for 8% of severe injury collisions.

The most common collision type for bicyclist-involved collisions is Broadside, accounting for 50 percent of all reported bicyclist-involved collisions.

Figure 15: Bicyclist-Involved Collisions by Severity

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

Severe Injury
17%
Other Visible Injury 17%
Complaint of Pain
67%
6 Reported
Collisions
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Unsafe Speed Collisions
Across the five study years (2018-2022) there was a total of 60 unsafe speed collisions. Of these collisions, 4 resulted in a severe injury and 15 resulted in other visible injury or complaint of pain. Figure 16 summarizes the reported unsafe speed collisions by severity in the City of Hercules.

Unsafe speed collisions represent 31 percent of the total reported fatal and severe injury collisions.

Figure 16: Unsafe Speed Collisions by Severity

Source: SWITRS, TIMS, compiled by Kittelson, 2023.

Pedestrian Violation Collisions
Across the five study years (2018-2022) there was a total of 8 pedestrian violation collisions. Of these collisions, 3 resulted in a fatal or severe injury. Pedestrian violation collisions comprise 3% of all reported collisions but accounted for 23% of fatal and severe injury collisions.

Fatal
0%
Severe Injury
7%
Other Injury
25%
Property Damage Only 68%
60 Unsafe Speed
Collisions
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California Office of Traffic Safety Rankings and SHSP Challenge Areas Comparison
The California Office of Traffic Safety (OTS) provides comparative crash rankings for cities statewide. For 2021, the most recent year comparisons are available, Hercules ranked 33 out of 93 for cities with population between 25,001-50,000 in California. Number one in the rankings is considered the worst.10 The OTS Rankings were developed so that individual cities could compare their city’s traffic safety statistics to those of other cities with similar-sized populations. Cities could use these comparisons to see what areas they may have problems in and which they were doing well in. It should be noted that OTS rankings are only indicators of potential problems; there are many factors that may either understate or overstate a city/county ranking that must be evaluated based on local circumstances.

The California 2020-2024 Strategic Highway Safety Plan (SHSP)11 is a statewide roadway safety plan that provides guidance to influence development of statewide goals, strategies, and performance measures for local agencies and stakeholders statewide.

The SHSP focuses on 16 challenge areas. 13 of the challenge areas are compared below to City of Hercules collision history. The remaining three are not compared because the data available for this project is not readily and reliably provided for these challenge areas. Figure 17 shows a collision share comparison between City’s collision statistics between 2018-2022 and the statewide data between 2008- 2017 for each challenge area posed in the SHSP12. The City of Hercules has higher fatal/severe injury shares than Statewide for the following SHSP challenge areas:
◼ Commercial Vehicles (8% vs 7%)
◼ Distracted Driving (25% vs 5%)
◼ Occupant Protection (25% vs 13%)
◼ Motorcyclists (25% vs 18%)
◼ Bicyclists (8% vs 7%)
◼ Aggressive Driving (50% vs 34%)
◼ Pedestrians (25% vs 17%)
◼ Intersections (33% vs 23%)

Aligning with the findings already presented in the sections above, these challenge areas were considered while developing the emphasis areas and used in the goal development for the City of Hercules.

10 Number 1 in the rankings is the highest, or “worst.” So, for Group D, a ranking of 1/93 is the highest or worst, 47/93 is average, and 93/93 is the lowest or best.
11 https://dot.ca.gov/-/media/dot-media/programs/safety-programs/documents/shsp/2023-shsp-full-report-2020-2024- a11y.pdf
12 Driver Licensing, Emergency Response, and Emerging Technologies cannot be compared using the collision data since they are not readily and reliably available at this time. 275
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Figure 17: Citywide Fatal/Severe Injury Collision Shares by SHSP Challenge Area Compared to Statewide Statistics

7%
1%
5%
13%
18%
12%
15%
28%
7%
46%
34%
17%
23%
8%
0%
25%
25%
25%
0%
8%
25%
8%
33%
50%
25%
33%
0% 10% 20% 30% 40% 50% 60%
Commercial Vehicles
Work Zones
Distracted Driving
Occupant Protection
Motorcyclists
Aging Drivers
Young Drivers
Impaired Driving
Bicyclists
Lane Departures
Aggressive Driving
Pedestrians
Intersections
Fatal/Severe Injury Collision Share
SHSP Challenge Area
Hercules
Statewide
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Safety Performance Network Screening
Collision Severity Score Results
The project team performed an intersection and roadway segment network screening analysis based on the collision severity score methodology (discussed in Appendix AError! Reference source not found.).

Collision severity scores help the City identify priority intersections and priority roadway segments for safety improvement projects. Table 2 and Table 3 show the list of priority intersections and priority roadway segments in the City of Hercules.

Table 2: Priority Intersections
# Location Control Type Collision Severity Score
1 Sycamore Avenue & Willow Avenue Signalized 52.55
2 Sycamore Avenue & Railroad Avenue Unsignalized 42.51
3 Lupine Road & Sequoia Road Unsignalized 41.30
4 Canterbury Road & Gloucester & Dartford Street Unsignalized 39.15 5 Sycamore Avenue & Civic Drive* Unsignalized 39.15
6 Tsushima Street & Riverview Terrace Unsignalized 39.15 7 Pheasant Drive & Eagle Court Unsignalized 39.15
8 Marigold Place & Sunflower Court Unsignalized 39.15
9 Opal Court & Turquoise Drive Unsignalized 39.15
10 San Pablo Avenue & Hercules Avenue Signalized 31.00 11 San Pablo Avenue & Sycamore Avenue Signalized 28.86
*: The City recently enhanced the intersection with crosswalks on the west side of the intersection. The City should monitor and evaluate this location for safety performance.

Table 3: Priority Roadway Segments
# Location Limits Collision Severity
Score
1 San Pablo Avenue State Route 4 to South City Limits 48.44

277
Lupine Rd
Railroad
Ave
App
ian
Way
Appian
Way
Parker Ave
Hercules Ave
John Muir Pk
wy
Tennent Ave
Willow Ave
Pheasant D
r
Redw
ood Rd
TurquoiseDr
Sycamore Ave
CummingsSkwy
Refug
io Valley R
d
Violet Rd
Palm Ave
Willow Ave
Pinole Valley Rd
San Pablo Ave
80 80
4 H:\29\29137 - Hercules LRSP\Task 2 - Safety Analysis\GIS\Hercules_SafetyAnalysis\Hercules_SafetyAnalysis.aprx Date: 3/20/2024 Priority Intersections
City of Hercules Local Roadway Safety Plan
Hercules, CA
Figure 18
0 0.5 1Mile
Crash Severity Score

28.858

28.859 - 31.002

31.003 - 39.152

39.153 - 42.514

42.515 - 52.552
Hercules City Boundary
Park/Open Space
San Pablo Ave &
Sycamore Ave
Sycamore Ave &
Willow Ave
San Pablo Ave &
Hercules Ave
San Pablo Ave &
Railroad Ave
Tsushima St &
Riverview Tr
Lupine Rd &
Sequoia Rd
Marigold Pl &
Sunflower Ct
Pheasant Dr &
Eagle Ct
Canterbury Rd &
Gloucester &
Dartford St
Opal Ct &
Turquoise Dr
278
Lupine Rd
Railroad
Ave
App
ian
Way
Appian
Way
Parker Ave
Hercules Ave
John Muir Pk
wy
Tennent Ave
Willow Ave
Pheasant D
r
Redw
ood Rd
TurquoiseDr
Sycamore Ave
CummingsSkwy
Refug
io Valley R
d
Violet Rd
Palm Ave
Willow Ave
Pinole Valley Rd
San Pablo Ave
80 80
4 H:\29\29137 - Hercules LRSP\Task 2 - Safety Analysis\GIS\Hercules_SafetyAnalysis\Hercules_SafetyAnalysis.aprx Date: 3/7/2024 Priority Corridors
City of Hercules Local Roadway Safety Plan
Hercules, CA
Figure 19
0 0.5 1Mile
Priority Corridor
Hercules City Boundary
Park/Open Space
San Pablo Avenue
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EMPHASIS AREAS
According to Hercules’s collision patterns identified in the descriptive trends analysis, the greatest opportunity to improve roadway safety is to target the following emphasis areas:
◼ Pedestrians and Bicyclists: Pedestrian-involved collisions comprised 5% of all reported collisions but accounted for 23% of fatal and severe injury collisions. Pedestrian-involved collisions are over- represented in fatal and severe injury collisions. Bicyclist-involved collisions comprised 2% of all reported collisions but accounted for 8% of severe injury collisions. Bicyclist-involved collisions are over-represented in fatal and severe injury collisions. ◼ Intersections: 86% of all fatal and injury collisions occurred at intersections. ◼ Unsafe Speed: 23% of all reported collisions and 31% of fatal and severe injury collisions are unsafe speed collisions.
◼ Drivers in the 15-24 Years Age Group: People in the 15-24 years age group comprised 10% of the citywide population (ACS 5-Year 2017-2021 estimates) but accounted for 18% of SWITRS collision involved party characteristics. 97% of the collision-involved parties in the 15-24 years age group were drivers.

These four emphasis areas guide the recommended actions and implementation strategies identified in this LRSP.

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STRATEGIES AND RECOMMENDATIONS
Improving safety and addressing emphasis areas will take a coordinated effort and a combination of the available strategies presented in this section. This section presents multidisciplinary recommendations for the City to consider as they make investments and advancements in improving roadway safety across the City.

Countermeasures vs. Strategies
Countermeasures: A term used for engineering infrastructure improvements that can be implemented to reduce the risk of collisions.

Strategies: A term used for non-engineering practices that address traffic safety – often related to behavior or components of a Safe System that build a culture of safety.

Available Countermeasures
These engineering countermeasures are proven effective treatments to reduce collision risk. This set of countermeasure treatments have been grouped into the following three subcategories to align recommendations that most directly address specific collision patterns and trends or location types:
 Signalized intersections;
 Unsignalized intersections; and,
 Roadway segments.

For each of these groupings, priority countermeasures were identified and summarized based on the collision types addressed, quantitative effectiveness of the treatment document as crash reduction factors (CRFs) and implementation considerations. Combining these countermeasures with non-engineering strategies can also target road user characteristics and behavior.

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Signalized Intersections
Countermeasure
Name Description CM ID*
Collision
Reduction
Factor**
Cost
Estimate***
Add intersection
lighting
Boosts nighttime safety by increasing
driver awareness, reducing reaction
times, and improving visibility for all
road users.

S01 40% $
Improve signal
hardware: back-
plates with
retroreflective
borders
Enables drivers to see traffic signals
sufficiently in advance to safety
negotiate the intersection being
approached.

S02 15% $
Install flashing
beacons as
advance warning
Enhances driver awareness at
intersections, reducing the risk of late
reactions and potential crashes.

S10 30% $
Install pedestrian
crossing
Improves safety at signalized
intersections with no marked crossing
and pedestrian signal heads by
addressing issues with turning
vehicles, pedestrians crossing
unexpectedly, and driver violations.

S18PB 25% $
Install advance
stop bar before
crosswalk (Bike
Boxes)
Enhances pedestrian and bicycle
safety by creating a buffer for
pedestrians and a dedicated space
for bicyclists, improving visibility to
drivers.

S20PB 15% $
Modify signal
phasing to
implement a
Leading
Pedestrian Interval
(LPI)
Improves pedestrian visibility, reduces
conflicts with vehicles, increases the
likelihood of motorists yielding, and
enhances safety for slower-starting
pedestrians. LPIs are recognized by
Caltrans and FHWA as Proven
Countermeasures, linked to a 13%
decrease in vehicle-pedestrian
crashes.

S21PB 60% $
Install high visibility
crosswalks
Improves visibility and safety for
pedestrians and drivers with use of
enhanced features such as bright
paint and additional markings.

N/A N/A $

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Unsignalized Intersections
Countermeasure
Name Description CM ID*
Collision
Reduction
Factor**
Cost
Estimate
Add intersection
lighting
Boosts nighttime safety by increasing
driver awareness, reducing reaction
times, and improving visibility for all
road users.

NS01 40% $
Install/upgrade
larger or additional
stop signs or other
intersection
warning/regulatory
signs
Enhances intersection visibility. NS06 15% $ - $$$
Improve sight
distance to
intersection (clear
sight triangles)
Removing obstructions from sight
triangles, such as vegetation or
parked vehicles, enables drivers to
make better decisions when entering
the intersection.

NS11 20% $
Traffic calming:
speed humps
Slows down vehicle traffic by causing
drivers to reduce speed as they pass
over the elevated surface.

N/A N/A $
Install rectangular
rapid flashing
beacon (RRFB)
Enhances safety by increasing driver
awareness at unsignalized
intersections and crossings, reducing
crashes, and improving other
treatments' effectiveness.

NS22PB 35% $
Crosswalk Visibility
Enhancements:
high visibility
crosswalks,
lighting, and
signing and
pavement
markings
Increases awareness and reduces
conflicts between pedestrians and
vehicles.

N/A N/A $

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Roadway Segments
Countermeasure
Name Description CM ID*
Collision
Reduction
Factor**
Cost
Estimate
Install/Upgrade
signs with new
fluorescent
sheeting
(regulatory or
warning)
Uses fluorescent yellow sheeting to
visually warn drivers and address
crashes caused by inattention or
non-compliance with roadway signs.

R22 15% $
Install
dynamic/variable
speed warning
signs
Targets crashes from speeding
around sharp curves by visually
warning drivers of their speed.

R26 30% $ - $$
Install delineators,
reflectors and/or
object markers
Provides cost-effective warnings for
approaching curves or fixed objects,
guiding drivers without the need for
additional roadside posts that could
pose collision risks.

R27 15% $ - $$
Traffic calming Slows down vehicle traffic by causing
drivers to reduce speed. N/A N/A $
Install/upgrade
pedestrian
crossing (with
enhanced safety
features)
Enhances crosswalk visibility with
high-visibility markings, improved
sightlines, and warning elements,
including but not limited to flashing
beacons, curb extensions, and
advance “yield” lines by
complementing signing and striping
at a crosswalk.

R35PB 35% $ - $$
*CM ID refers to the Countermeasure ID from the Caltrans Local Roadway Safety Manual (April 2020, LRSM). If a CM ID is not listed, the countermeasure is not listed in the LRSM. Local Roadway Safety - A Manual for California's Local Road Owners
**Documented crash reduction factors are derived either from the LRSM or the FHWA’s Proven Safety Countermeasures resource, unless otherwise noted. An “N/A” indicates that a documented, research-backed crash reduction factor does not exist.
*** Planning-level cost estimates vary depending on various factors, such as the length of countermeasure (where applicable), system installation, labor, materials, and maintenance costs. $ - $50,000 or less; $$ - $50,000 to $100,000; $$$ - $100,000 or more.
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Available Strategies
This section discusses the non-engineering countermeasures to improve safety and reduce crashes on roadways in the City. Non-engineering countermeasures/strategies for the City are grouped into the following:

1. Education Strategies

2. Enforcement Strategies

3. Emergency Services

4. Emerging Technology Strategies
Education Strategies
Education strategies are focused on teaching road users the principles of traffic safety. These strategies can be developed to include interactive activities, comprehensive teaching notes and information on road safety messages and concepts that can be taught at school or in other community spaces. Public education and collaboration help bridge gaps in knowledge that influence roadway user behavior.

The following six education-related strategies were identified for the City of Hercules:

 Road Safety Education to Children
 Speed Monitoring Awareness Radar Trailer
 Conspicuity Enhancements and Education
 Vulnerable Road User Education
 High-Visibility Cell Phone and Text Messaging Media Campaign Road Safety Education to Children
Road safety education to children includes strategies such as safe routes to school, walking school bus, and bicycle trains that promote road safety for all users, particularly for pedestrians and bicyclists. A ‘safe routes to school’ program would encourage and enable children to walk and bike to school. This can improve their health, well-being, and safety. This also results in less traffic congestion and emissions caused by school-related travel. Walking school buses and bicycle trains encourage groups of children walking or biking to school, with one or more adults.

Speed Monitoring Awareness Radar Trailer
The speed trailer is an educational device that helps drivers become more aware of their speed in relation to the posted speed. This awareness tool can also help residents survey the traffic speeds in their own neighborhood. This trailer is usually deployed in a street or neighborhood for a few days so the residents can monitor the speeds on their own streets and become aware of their own driving behaviors.

Conspicuity Enhancements and Education
The purpose of enhancing conspicuity for pedestrians is to increase the opportunity for drivers to see and avoid pedestrians, particularly when it is dark. Educating pedestrians to wear light colored or reflective clothing and walk in well-lit areas can be implemented as targeted campaigns. The use of high visibility 285
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clothing and protective gear enhances safety. There is some limited evidence to suggest that a program aimed at increasing conspicuous and protective clothing could be successful.

Vulnerable Road User Education
The road safety education for vulnerable road users like pedestrians and bicyclists includes strategies involving education from police officers. If the driver encroaches into the bike lane or fails to yield to the pedestrian at the crossing, the police officer pulls the driver over and hands them a flyer that has the information for drivers to adapt their behavior towards all road users; this can be in addition to a citation.

High-Visibility Cell Phone and Text Messaging Media Campaign The High Visibility Enforcement model combines dedicated law enforcement with paid and earned media supporting the enforcement activity. Paid media includes advertisements on TV, radio, online, and via billboards, while earned media includes things like press events and news releases covering the efforts. Both types of media support enforcement activities are needed to ensure the public is aware of the enforcement activity, and to create the impression that violators will be held accountable.

Equity in Enforcement
Even with engineering countermeasures in place, roadway users can fail to obey traffic laws and cause collisions of varying severity. Police enforcement has been traditionally used as a strategy to increase driver awareness, educate drivers on roadway violations, and reduce traffic collisions. However, if enforcement strategies are to improve overall safety in a community, there must be an awareness that traffic laws must be applied equitably. Directed enforcement strategies should be undertaken with due caution to avoid inequitable enforcement activities.

When rigorously evaluated for intent and impact, the following enforcement strategies can help provide equitable and successful outcomes:
 Progressive Ticketing
 Speed Enforcement in School Zones
Progressive Ticketing
Progressive ticketing is a method for introducing ticketing through a three-staged process. Issuing tickets is the strongest strategy of an enforcement program and it is usually reserved for changing unsafe behaviors that other strategies failed to change or that pose a real threat to the safety of road users. There are three main steps of an effective progressive ticketing program:

• Educating - Establish community awareness of the problem. The public needs to understand that drivers are speeding and the consequences of this speeding for road safety. Raising awareness about the problem will change some behaviors and create public support for the enforcement efforts to follow.
• Warning - Announce what action will be taken and why. Give the public time to change behaviors before ticketing starts. Fliers, signs, newspaper stories and official warnings from officers can all serve as reminders.
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• Ticketing – After the “warning” period, hold a press conference announcing when and where the police operations will occur. If offenders continue their unsafe behaviors, officers issue tickets.

Speed Enforcement in School Zones
Strict enforcement of speed laws in school zones is one law enforcement tool that can improve the safety for children walking and bicycling to school as well as drivers. A ‘zero tolerance’ policy for speeders in school zones and even an increase in fines for drivers who violate the posted school zone speed limit are potential approaches.

Emergency Services
Emergency response is critical to reducing the severity of injuries sustained from collisions. The effectiveness of emergency response is tied closely to the time it takes for a person injured in a collision to receive medical care. Research indicates there is a “golden hour”—if pre-hospital time is under 60 minutes, the patient is more likely to live. The following considerations can help lead to more successful outcomes for these strategies.
 Implementing New Technology
 Partner with Local Hospitals or Outreach Groups
 Work with the Local 911 Team
Implementing New Technology
Technological developments are being applied to improve emergency response. Drones and roadway video are being explored to better understand the details of collisions in real-time to provide proper care as soon as possible. This can also maximize resources utilized for care at the collision.

Work with the Local 911 Team
The City can also improve emergency response time by working with the emergency medical services (EMS) and the local 911 team. Priorities in doing so include:
• Involving them in appropriate project planning and design review to identify opportunities to improve EMS access and location identification.
• Involving them in enforcement and EMS grant opportunities. • Developing and purchasing a system that allows local 911 dispatchers to quickly input reported road issues and send the information to the appropriate agency.

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Emerging Technologies
This section notes innovative approaches to improve roadway safety by accelerating road safety understanding using technology, thereby helping transition to safer transportation systems. Focus areas include but are not limited to:

 Artificial Intelligence and Deep Learning
 Big Data
The Road Safety Innovation List (2021) identified the following new technologies and approaches for safety management.

Artificial Intelligence and Deep Learning
This technology applies artificial intelligence and deep learning on traffic video feed (such as CCTV traffic cameras) to perform automated video analysis of traffic flow for effective and immediate road safety diagnosis and evaluation of conflicts. The combination of artificial intelligence and vehicle-to-everything (V2X) technology is designed to predict vehicles and pedestrians’ intent and prevent conflicts that may result in crashes. This technology is being tested in autonomous vehicles and applications are being developed for use by jurisdictions to apply at intersections or networks.13 Big Data
New “Big Data” information measures all kinds of activity in streets including volumes, paths, speeds, and behaviors of pedestrians, bicycles, different types of vehicles, wheelchairs, and scooters on the roadway.

These data platforms provide data on curb-level activity and help engineers and planners design safer and more efficient streets by helping to detect conflicts and address potential road user behaviors and patterns before crashes occur.

Mobile phone data and machine learning algorithms are being designed to identify high-risk driver behavior before a crash occurs. Using the smart phone sensors, the behavioral data provides actionable insights that improve safety for all road users.

13 Video-Based Automatic Incident Detection on San-Mateo Bridge in the San Francisco Bay Area (https://trid.trb.org/view/772920)
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RECOMMENDATIONS AND IMPLEMENTATION
These treatments represent improvements with the greatest potential to help reduce fatal and severe injury collisions and build a culture of safety in Hercules.

Systemic Treatments
The systemic safety approach to roadway safety involves selecting locations for countermeasures based on roadway characteristics that may be correlated with severe collision types rather than identify locations based on collision history. Identified sites may or may not have a history of frequent or severe collisions but will have roadway characteristics associated with collision risk factors. By selecting locations based on roadway characteristics instead of collision history, systemic treatments may help to proactively reduce the risk of fatal and serious injury collisions. Kittelson identified the following systemic treatments to address the risk factors that were identified through the data-driven and community-informed analysis documented in the Summary of Citywide Safety Performance, Emphasis Areas, and Equity Analysis sections of the LRSP. The list is not exhaustive and other opportunities may arise to implement low-cost countermeasures that may address other emphasis areas not described below (i.e., low-cost improvements from Road Safety Audits (RSAs)).

Speed Management
Speed management seeks to lower the vehicular speeds on the roadway, thereby reducing speeding related crashes. Speed management should be addressed comprehensively to encompass all the factors that may influence travel speeds, including road user/driver behavior, roadway design, surrounding land use context, traffic, roadway conditions, posted speed limits, and enforcement. The following two countermeasures were identified for the City:

1. Install Dynamic Speed Feedback Signs/Dynamic Speed Warning Signs (R2614)

2. Traffic Calming
Install Dynamic Speed Feedback Signs
This treatment consists of installing dynamic or variable speed feedback signs on the roadway. Figure 20 shows an example of this treatment. Speed feedback signs provide drivers with feedback about their speed in relationship to the posted speed limit. These treatments provide a message to drivers exceeding a certain speed threshold (or posted speed limit). The intent of these treatments is to get drivers’ attention and provide them with a visual warning that they may be traveling over the recommended speed on the roadway.

14 Refers to the Countermeasure ID from the Caltrans Local Roadway Safety Manual (April 2020, LRSM).

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Figure 20: Example of Roadway with Dynamic Speed Feedback Signs

Source: Kittelson and Associates, Inc.

Traffic Calming
Traffic calming is the use of mainly physical roadway design measures to slow motor vehicles as they move through urban, commercial, and residential neighborhoods. These treatments also help to reduce cut- through traffic and improve the safety of non-motorized users by reducing the potential for higher speed and higher severity conflicts. This section describes additional engineering measures that can be used for traffic calming. Many pedestrian and bicycle related treatments also provide traffic calming benefits.

Enforcement strategies such as speed feedback signs and high visibility saturation patrols can also be effective for traffic calming.

This group of treatments include Speed Hump, Chicane, Bulb-out, Raised intersections, Mid-block Pedestrian Crossing, and Choker/Pinch Point. The detailed explanation for each of the treatments is below:
◼ Speed Hump: Rounded (vertically along travel path) raised areas of pavement typically 12 to 14 feet in length and often placed in a series (typically spaced 260 to 500 feet apart). ◼ Chicane: Roadway treatment that creates shifting deviations in the street by the implementation of curb extensions or islands.
◼ Bulb-out: A bulb-out or curb extension visually or physically narrows the roadway to reduce vehicle speeds and create shorter crossings for pedestrians.
◼ Raised Intersection: Raised area for an entire intersection used to reduce vehicle speeds and create additional awareness of pedestrians at the intersection. ◼ Mid-block Pedestrian Crossing: Designated space for pedestrians to cross the street at locations where the nearest signalized intersection is too far to walk to and includes striping and physical features that reduce vehicle speeds.
◼ Choker/Pinch Point: Mid-block narrowing of roadway that requires drivers to slow down or yield to each other to maneuver through the area.

Figure 21 shows intersections where unsafe speed collisions are occurring in the city.

290
Lupine Rd
Railroad
Ave
App
ian
Way
Appian
Way
Parker Ave
Hercules Ave
John Muir Pk
wy
Tennent Ave
Willow Ave
Pheasant D
r
Redw
ood Rd
TurquoiseDr
Sycamore Ave
CummingsSkwy
Refug
io Valley R
d
Violet Rd
Palm Ave
Willow Ave
Pinole Valley Rd
San Pablo Ave
80 80
4 H:\29\29137 - Hercules LRSP\Task 2 - Safety Analysis\GIS\Hercules_SafetyAnalysis\Hercules_SafetyAnalysis.aprx Date: 3/20/2024 Intersections and Roadway Segments with Unsafe Speed Collisions City of Hercules Local Roadway Safety Plan
Hercules, CA
Figure 21
0 0.5 1Mile
Intersections with Other Injury Collisions
Intersections with Fatal/Severe Injury Collisions
Priority Corridor
Hercules City Boundary
Park/Open Space
Sycamore Ave
& Taraya Terr
Sycamore Ave
& Willet St
San Pablo Ave
& Hercules Ave
Sycamore Ave
& Willow Ave
Canterbury St &
Gloucester &
Dartford St
Palm Ave &
Willow AveSycamore Ave
& Creekside Ctr
Sycamore Ave &
Silver Maple Dr
Lupine Rd &
Poppy Dr
Pepperwood St
& Catalpa Ct
Marigold Pl &
Sunflower CtObsidian Way &
Spinel Ct
Pheasant Dr &
Starling Way
Refugio Valley Rd
& Coronado St
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Nighttime Visibility
Two key engineering countermeasures can help improve nighttime safety in Hercules: (1) roadway and pedestrian-scale lighting, and (2) signal visibility improvements.

Adding or supplementing lighting, specifically pedestrian-scale lighting at intersections may be required to adequately light the sidewalk, crossing locations and increase nighttime visibility (example shown in Figure 22).

The 2022 FHWA Pedestrian Lighting Primer offers design criteria for pedestrian lighting and outlines a process for creating local pedestrian lighting standards based on pedestrian facility type and pedestrian activity.

The American Association of State Highway and Transportation Officials (AASHTO) Roadway Lighting Design Guide, 7th Edition also offers roadway lighting guidelines and criteria. These processes and criteria are simply provided as examples.

Reviewing this guidance, considering potential amendments, adopting pedestrian lighting standards, or conducting a lighting review at locations identified in the LRSP will help promote pedestrian safety throughout the city. Figure 23 shows intersections where collisions are occurring at night.

Signal Visibility Improvements
At signalized intersections, simple hardware improvements can improve signal visibility and address patterns of broadside, rear-end, nighttime, and red-light-running collisions (shown in Figure 24). These hardware upgrades improve signal visibility and have been shown to reduce related collisions by as much as 15 percent:
 Lenses with LED lighting increase traffic signal visibility.  Back-plates with retroreflective borders improve signal head visibility during daytime and nighttime conditions.
 Mounting assemblies include mast arms, span wires, and side-mounted vehicular signals.

Upgrading the mounting assembly may improve signal hardware longevity.  Larger lenses may improve signal visibility.

Figure 2515 shows the signalized locations in the city where these treatments can be proactively applied.

15 Note that citywide data on signal visibility improvements at intersections was not available in a format to conduct this citywide analysis. As such, when implementing this countermeasure, the city will need to determine if signal visibility improvements have already been implemented.
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Figure 22: Example Pedestrian-Scale Lighting (Source: NACTO)

293
Lupine Rd
Railroad
Ave
App
ian
Way
Appian
Way
Parker Ave
Hercules Ave
John Muir Pk
wy
Tennent Ave
Willow Ave
Pheasant D
r
Redw
ood Rd
TurquoiseDr
Sycamore Ave
Refugi
o Valley R
d
Violet Rd
Palm Ave
Willow Ave
Pinole Valley Rd
San Pablo Ave
80 80
4 H:\29\29137 - Hercules LRSP\Task 2 - Safety Analysis\GIS\Hercules_SafetyAnalysis\Hercules_SafetyAnalysis.aprx Date: 3/20/2024 Intersections with Nighttime Collisions
City of Hercules Local Roadway Safety Plan
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Figure 23
0 0.5 1Mile
Intersections with Other Injury Collisions
Intersections with Fatal/Severe Injury Collisions
Hercules City Boundary
Park/Open Space
San Pablo Ave & Victoria Cr
Willow Ave &
Cambridge
Santa Fe Ave &
Pinole St
San Pablo Ave
& Hercules Ave
San Pablo Ave &
Sycamore AveSycamore Ave &
Willow Ave
Tsushima St &
Riverview Tr
Sycamore Ave &
Creekside Center
Pheasant Dr &
Refugio Valley Rd
Pheasant Dr &
Eagle Ct
Opal Ct &
Turquoise Dr
Obsidian Way &
Spinel Ct
Refugio Valley Rd &
Midship Dr
Marigold Pl &
Sunflower Ct
Redwood Rd &
Oak Ct
Lupine Rd &
Poppy Dr
Willow Ave &
Palm Ave
Refugio Valley Rd
@ Hercules Middle
School
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Figure 24: Retroreflective Backplates (Source: FHWA)

295
Lupine Rd
Railroad
Ave
App
ian
Way
Appian
Way
Parker Ave
Hercules Ave
John Muir Pk
wy
Tennent Ave
Willow Ave
Pheasant D
r
Redw
ood Rd
TurquoiseDr
Sycamore Ave
CummingsSkwy
Refug
io Valley R
d
Violet Rd
Palm Ave
Willow Ave
Pinole Valley Rd
San Pablo Ave
80 80
4 H:\29\29137 - Hercules LRSP\Task 2 - Safety Analysis\GIS\Hercules_SafetyAnalysis\Hercules_SafetyAnalysis.aprx Date: 3/7/2024 Potential Signal Hardware Improvement Locations
City of Hercules Local Roadway Safety Plan
Hercules, CA
Figure 25
0 0.5 1Mile
Signalized Intersection
Hercules City Boundary
Park/Open Space
San Pablo Ave &
Hercules Ave
San Pablo Ave &
Sycamore Ave
Sycamore Ave &
Willow Ave
San Pablo Ave &
John Muir Pkwy
Refugio Valley Rd
@ Hercules Middle
School
Refugio Valley Rd
& Community
Center
Refugio Valley Rd &
Pheasant Dr
Sycamore Ave &
Refugio Valley Rd
Sycamore Ave &
Sycamore CenterSycamore Ave &
Turquoise Dr
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Centerline Hardening
Centerline hardening is an intersection treatment that reduces the speed of turning vehicles and improves pedestrian visibility, an example is shown in Figure 26. The basic hardened centerline treatment consists of five pieces of rubber curb and bollards and/or rubber speed bumps installed on the centerline and extending at a maximum of six feet into the intersection. The treatment can be implemented in a low-cost fashion with quick build materials.

Because centerline hardening can calm left turns, this treatment can be proactively implemented at intersections with left-turn geometry that otherwise allow for high-speed left turns.

Figure 26: Centerline Hardening Example in Oakland, California (Source: Kittelson & Associates, Inc.)

Site Specific Treatments
These projects are identified based on collision history and road or traffic data at individual sites to identify and prioritize countermeasures for sites that have a high frequency of fatal and/or serious injury collisions.

The priority location list identified in the Safety Performance Network Screening section provides the LRSP’s initial location-specific project locations. This list will be updated at an interval determined appropriate by the City based on implementation (e.g., annually, every three to five years) using the collision severity score (equivalent property damage only), critical collision rates, or similar safety performance measure consistent with the AASHTO Highway Safety Manual. The City improved the Sycamore Avenue/Civic Drive intersection with new crosswalks on the west side, and ongoing monitoring is recommended. Table 4 lists the site- specific projects in Hercules.

The matrix is organized by short-term, medium-term, and long-term opportunities. This list is not exhaustive, as many of these treatments can be applied elsewhere in Hercules. Concept drawings of site-specific recommendations are provided in the Appendix B.

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Table 4: Site-Specific Projects (and Countermeasures16) # Location Control Type Low-Cost, Short-Term Countermeasures Medium/High-Cost, Medium/Long-Term Countermeasures 1 Sycamore Avenue & Willow Avenue Signalized  S10: Install flashing beacons as advance warning.  S20PB: Install advance stop bar before crosswalk (shark teeth).  S21PB: Modify signal phasing to implement a Leading Pedestrian Interval (LPI).  Restripe as high visibility crosswalk.
 S02: Improve signal hardware: back-plates with retroflective borders.  Evaluate or consider installing curb extensions.
 Consider installing protected intersection elements.
 Consider realigning curb ramps so all marked crosswalks are perpendicular to travel lanes.
2 Sycamore Avenue & Railroad Avenue Unsignalized  Centerline hardening.  Enforcement.
 Consider installing crosswalks.

 Consider change of traffic control (evaluate warrants and consider a mini- traffic circle).
 Evaluate and consider restricting parking 100 feet from the center of the intersection on all approaches to increase visibility.
3 Lupine Road & Sequoia Road Unsignalized  NS22PB: Install Rectangular Rapid Flashing Beacon (RRFB), midblock  NS19PB: Install pedestrian refuge island.  Consider installing “School-Ahead” signs.
4 Canterbury Road & Gloucester &
Dartford Street
Unsignalized  NS06: Upgrade larger stop signs or other intersection warning/regulatory signs.  Install dynamic/variable speed warning signs.  Consider speed management – traffic calming measures. 5 Tsushima Street & Riverview Terrace Unsignalized  Enforcement.  NS07: Consider installing/upgrading pavement markings.

6 Pheasant Drive & Eagle Court Unsignalized  NS11: Improve sight distance to intersection (clear sight triangles)  Evaluate and consider restricting parking 100 feet from the center of the intersection on all approaches to increase visibility.
7 Marigold Place & Sunflower Court Unsignalized  NS01: Add intersection lighting.  NS06: Upgrade larger stop signs or other intersection warning/regulatory signs.  Install dynamic/variable speed warning signs.
 Consider speed management – traffic calming measures. 8 Opal Court & Turquoise Drive Unsignalized  NS01: Add intersection lighting (NS.I.) NS06: Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs
 Consider speed management – traffic calming measures.

9 San Pablo Avenue & Hercules Avenue Signalized  S03, Improve signal timing (coordination, phases, or operation).  S17PB Install pedestrian countdown signal heads.
 S21PB: Modify signal phasing to implement a Leading Pedestrian Interval (LPI).  Evaluate or consider implementing no right-turn-on-red (RTOR) where right- turn conflicts with pedestrian crossing.
 Restripe as high visibility crosswalk.
 S02: Improve signal hardware: back-plates with retroflective borders.  Consider installing protected intersection elements.

10 San Pablo Avenue & Sycamore Avenue Signalized  S03: Improve signal timing (coordination, phases, or operation).  S21PB: Modify signal phasing to implement a Leading Pedestrian Interval (LPI).

 S02: Improve signal hardware: back-plates with retroflective borders.  Consider installing protected intersection elements.
 Consider speed management – traffic calming measures.  Consider installing a pedestrian refuge island.
11 San Pablo Avenue (South of State
Route 4 to Hercules City Limits)
Corridor  R26: Install speed feedback signs.
 Evaluate or consider implementing no right-turn-on-red (RTOR) where right- turn conflicts with pedestrian crossing.

 Combine right turn with through lanes and remove channelization at San Pablo Avenue/SR 4.
 Restripe as high visibility crosswalks and consider realigning curb ramps so all marked crosswalks are perpendicular to travel lanes at San Pablo Ave/SR 4.  Corridor access management.
 Consider speed management – traffic calming measures.

16 Countermeasure numbers refer to the Countermeasure ID from the Caltrans Local Roadway Safety Manual (April 2020, LRSM). If a CM ID is not listed, the countermeasure is not listed in the LRSM. 298
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ACTION ITEMS AND PERFORMANCE MEASURES
Aligning action items with goals and identifying metrics for measuring success helps track progress towards a safer Hercules for everyone. The listed performance measures can be used in subsequent plan updates to assess progress.

Goal Action Items Performance Measures
Analyze data to identify and prioritize opportunities to improve roadway safety using proven safety
countermeasures and strategies.

Near-Term
 Review collision data in subsequent plan updates to evaluate progress on emphasis areas and for fatal and severe injury collision frequency.  Compare the city’s internal collision database with publicly available collision data in subsequent plan updates to identify potential missing collisions in either database.

Medium-Term
 Continuously engage with the community to identify and document locations of concern, in recognition that the collision data does not tell the whole story.

Long-Term
 Update the LRSP goals and emphasis areas with subsequent updates.  Evaluate the need for traffic control change or additional crossing improvements at locations with anticipated growth.

 Number of fatal and severe injury collisions by emphasis areas.  Summary of safety-related feedback received (quantity, type, location).  Number of safety improvements implemented at priority locations.  Number of safety evaluations conducted at priority or potential systemic safety locations.

Implement safety countermeasures to reduce the risk
of future collisions.

Near-Term
 Identify opportunities to implement short-term countermeasures at prioritized locations (see Site Specific Treatments).
 Pursue HSIP and Safe Streets and Roads for All (SS4A) grant funding.  Develop an internal process to regularly collect data and information around the performance measures that can be used to assess changes citywide and at priority locations.

Medium-Term
 Implement systemic and site-specific countermeasures and strategies using available funding.
 Begin implementation of equitable enforcement strategies and monitoring.

Long-Term
 Explore funding opportunities to implement low-cost, high priority systemic strategies identified as part of this plan.
 Evaluate effectiveness of equitable enforcement strategies.  Monitor and evaluate effectiveness of priority safety projects to determine local safety benefits.
 Revisit medium- and long-term countermeasures (see Site Specific Treatments) for inclusion in City’s Capital Improvement Program or for future grant funding opportunities (see Funding section).

 Number of fatal and severe injury collisions by emphasis areas.  Number of fatal and severe injury collisions citywide.  Grant money received for safety projects.
 Annual expenditure on safety improvements.
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Educate and promote safe travel practices in the City
of Hercules.

Near-Term
 Make the LRSP publicly available to share collision trends and recommended best practices.
 Partner with Hercules schools to promote and expand educational campaigns for roadway safety including walking and biking specific campaigns.  Identify partners to develop safety messaging campaigns to reduce impaired driving.  Partner with local law enforcement and partners to implement education campaigns to address safe speeds and impaired driving.

Medium-Term
 Conduct educational training at schools on driving under the influence and distracted driving.
 Partner with enforcement or other organizations to work with alcohol and marijuana retailers/servers to deter selling to underage customers.

Long-Term
 Develop multilingual comprehensive roadway safety education programs to develop a safety culture in the City.
 Revisit and revise educational campaign opportunities based on collision trends and patterns.
 Number of events hosted, and summary of educational activities led by the city.
 Frequency of communication with identified partners on safety initiatives.  Summary of safety-related feedback received (quantity, type, location). 300
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FUNDING
Funding for regional and local transportation projects, policies, and programs is available from various federal and state sources. The City may also choose to identify or develop regional programs that could be used by local agencies to enhance roadway safety. As funding changes over time, the information provided in this LRSP should be updated.

Funding Program Managing
Agency Link
Federal Programs
Congestion Management & Air
Quality Management (CMAQ)
FHWA https://www.transportation.gov/sustainability/climate/federal- programs-directory-congestion-mitigation-and-air-quality- cmaq
Surface Transportation Block
Grant (STBG) Program
FHWA https://www.fhwa.dot.gov/specialfunding/stp/
Land and Water Conservation
Fund (LWCF)
National Park
Service
https://www.nps.gov/subjects/lwcf/index.htm

Rivers, Trails, and Conservation
Assistance (RTCA) Program
National Park
Service
https://www.nps.gov/orgs/rtca/index.htm

Rebuilding American
Infrastructure with Sustainability
and Equity (RAISE) Grant
USDOT https://www.transportation.gov/RAISEgrants

Safe Streets and Roads for All
(SS4A)
USDOT https://www.transportation.gov/grants/SS4A
State Programs
Senate Bill 1 (SB 1) Caltrans http://rebuildingca.ca.gov/ Highway Safety Improvement
Program (HSIP)
Caltrans https://dot.ca.gov/programs/local-assistance/fed-and-state- programs/highway-safety-improvement-program

Office of Traffic Safety (OTS)
Grants
California
Office of
Traffic Safety
https://www.ots.ca.gov/grants/

Active Transportation Program
(ATP) Grants
California
Transportation
Commission
(CTC)
https://catc.ca.gov/programs/active-transportation-program

State-Local Partnership Program
(LPP)
California
Transportation
Commission
(CTC)
https://catc.ca.gov/programs/sb1/local-partnership-program

Sustainable Transportation
Grant Program

Caltrans

https://dot.ca.gov/programs/transportation-
planning/regional-planning/sustainable-transportation-
planning-grants

State Highway Operation and
Protection Program (SHOPP)
Caltrans https://dot.ca.gov/programs/financial-programming/state- highway-operation-protection-program-shopp-minor-
program-shopp
State Transportation
Improvement Program (STIP)
California
Transportation
https://catc.ca.gov/programs/state-transportation-
improvement-program
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Funding Program Managing
Agency Link
Commission
(CTC)
Recreational Trails Program
(RTP)
California
Department
of Parks and
Recreation
https://www.parks.ca.gov/?page_id=24324

Affordable Housing and
Sustainable Communities
(AHSC) Program
California
Strategic
Growth
Council
https://sgc.ca.gov/programs/ahsc/

Transformative Climate
Communities (TCC) Program
California
Strategic
Growth
Council
https://sgc.ca.gov/programs/tcc/
Urban Greening Grant Program California
Natural
Resources
Agency
https://files.resources.ca.gov/grants/urban-greening/

Environmental Justice (EJ) Small
Grants Program
California
Environmental
Protection
Agency
https://calepa.ca.gov/envjustice/funding/

Regional Programs
One Bay Area Grant (OBAG) Metropolitan
Transportation
Commission
(MTC)
https://mtc.ca.gov/tags/one-bay-area-grant-obag

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APPENDIX A – SAFETY PERFORMANCE

NETWORK SCREENING METHODOLOGY

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Methodology
Kittelson used the equivalent property damage-only score (EPDO score; hereafter referred to as collision severity score) performance measure from the American Association of State Highway and Transportation Officials, or AASHTO, Highway Safety Manual (HSM), which assigns weighting factors to collisions by severity relative to PDO collisions. The collision severity score calculation was performed for all public intersections and roadway segments, not including state highway facilities. This performance measure is described below.

The collision severity score is calculated by multiplying each collision severity total by its associated weight and summing the results, using the following formula:

𝐴𝑛𝑛𝑢𝑎𝑙𝑖𝑧𝑒𝑑 𝐶𝑜𝑙𝑙𝑖𝑠𝑖𝑜𝑛 𝑆𝑒𝑣𝑒𝑟𝑖𝑡𝑦 𝑆𝑐𝑜𝑟𝑒 =
∑ 𝑊𝑖 ∗ 𝑁𝑖∀ 𝑐𝑜𝑙𝑙𝑖𝑠𝑖𝑜𝑛 𝑠𝑒𝑣𝑒𝑟𝑖𝑡𝑖𝑒𝑠
𝑇
Where, W i = Weight of specified collision severity
N i = Total number of collisions throughout the time -period of analysis T = Time -period of analysis (years)
The collision severity score is annualized by dividing the score by the number of years of collision data used in the analysis. The associated collision severity weights are based on the cost of PDO collisions, provided by the 2022 Caltrans’ Local Roadway Safety Manual. These weights are shown in Table A1.

Table A1: Collision Weights by Severity and Location Type Location Type
Collisions Weighting by Severity
Fatal Severe Injury Moderate
Injury Minor Injury Property
Damage Only
Signalized
Intersection
119.93 119.93 10.73 6.10 1
Unsignalized
Intersection
190.81 190.81 10.73 6.10 1
Roadway 165.17 165.17 10.73 6.10 1
Source: 2022 Caltrans’ Local Roadway Safety Manual
As shown in Table A1, the collision weights prioritize fatal and severe injury collisions equally to recognize that a death versus a severe injury is often a function of the individual involved (i.e., age or physical fitness) or of emergency response time. Therefore, both outcomes represent locations where the region may equally value improvements. Moreover, collision weights vary by location due to the relative costs associated with the collision severity at the location types. Specifically, unsignalized intersections have a higher cost for fatal and severe collisions because fatal and severe collisions at these locations tend to result in more severely injured persons on average.

Intersection Analysis
Kittelson first identified signalized and unsignalized intersections in the City’s roadway network and then defined collisions as intersection or segment collisions. An intersection collision is defined as a collision that occurs within 250 feet of the intersection. These collisions were spatially joined and summarized in ArcGIS to show the total number of collisions by severity and the respective annualized collision severity scores at 304
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each intersection. Where intersections were less than 500 feet from each other, collisions were assigned to the nearest of the two intersections. Collisions occurring more than 250 feet from any intersection were separated to be used in the roadway segment analysis discussed below.

Roadway Segment Analysis
After completing the intersection analysis, Kittelson used the collisions reported more than 250 feet from the nearest intersection to conduct a separate segment analysis. A Python script in ArcGIS allowed for splitting the San Mateo roadway network into overlapping half-mile (0.5) segments, incrementing the segments by one quarter (0.25) of a mile. This methodology helps to identify portions of the roadway with the greatest potential for safety improvements.

Once the roadway segments were created, the Python script spatially joined collisions to the corridor segment (excluding those identified with intersections as described above). Like the intersection methodology above, collisions were summarized by severity, and the totals were multiplied by the collision severity weights for roadway segments. The weighted collision severity scores of the collisions were totaled and annualized by the number of years of collision data (five) to generate an annualized collision severity score.

Results
To meet the goals of the City of Hercules, Kittelson performed an intersection and roadway segment analysis based on collision severity score metrics. The results of the intersection and segment analysis helped create an initial list of intersections and corridors with high collision rates. This method highlights the sites that have high frequencies of fatal and/or severe injury collisions which typically warrant further investigation and countermeasure application. These locations are often the most competitive for HSIP, SS4A, and similar safety-related grant applications, discussed in Section – Recommendations and Implementation.

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APPENDIX B – PROJECT CONCEPTS

306
Sycamore Avenue & Willow Avenue
Project Layout, Existing Conditions, and Influence Area N
Legend
Location 1
Install curb extensions
Install curb extensions
Realign curb ramps so all
marked crosswalks are
perpendicular to travel lanes
Install protected intersection
elements
Install advance stop bar before
crosswalk
S20PB: Install advance stop
bar before crosswalk on
major road approaches
S02: Improve signal hardware –
install retroreflective backplates
and additional signal heads on
major road approaches
S21PB: Modify signal phasing to
implement LPI
Improve signal hardware – install
retroreflective backplates and
additional signal heads
Install Leading Pedestrian Interval
Install flashing beacons in
advance warning
S10: Install flashing beacons as
warning of upcoming signal
Install high visibility crosswalks
Willow Ave
Install high visibility crosswalks
307
Sycamore Avenue & Railroad Avenue
Project Layout, Existing Conditions, and Influence Area N
Legend
Restrict parking from site
triangles
Location 2
Railroad Ave
Install high visibility crosswalks
Crosswalk Visibility Enhancements
Install centerline hardening
Install centerline hardening
Restrict parking from sight triangles
Consider mini traffic circle
Evaluate warrants and
consider a mini-traffic circle
308
Lupine Road & Sequoia Road
Project Layout, Existing Conditions, and Influence Area N
Legend
Install RRFB at midblock locations
Location 3
NS22PB: Install RRFB
NS19PB: Install pedestrian refuge island
Install “School-Ahead” signs
Pedestrian refuge island
Install “School Ahead” signs
309
Canterbury Road & Dartford Street
Project Layout, Existing Conditions, and Influence Area N
Legend
Location 4
Install dynamic regulatory speed
warning signs
Install dynamic regulatory speed
warning signs
Upgrade to larger stop signs
NS06: Upgrade to larger stop
signs
Traffic Calming: speed hump
Install speed humps
Canterbury Rd
310
Tsushima Street & Riverview Terrace
Project Layout, Existing Conditions, and Influence Area N
Legend
Location 5
Install/upgrade pavement
markings
NS07: Consider installing/upgrading
pavement markings
Riverview Tr
Tsushima St
311
Pheasant Drive and Eagle Court
Project Layout, Existing Conditions, and Influence Area N
Legend
Location 6
Restrict parking and ensure sight
triangle/clearance
Restrict parking from sight
triangles
Clear sight triangles
NS11: Improve sight distance
to intersections
312
Marigold Pl & Sunflower Ct
Project Layout, Existing Conditions, and Influence Area N
Location 7
Legend
Add intersection lighting
NS01: Add intersection
lighting
NS06: Upgrade to larger stop signs or
other intersection
warning/regulatory signs
Upgrade to larger stop signs
Install dynamic regulatory speed
warning signs
Install speed humps
Install dynamic regulatory speed
warning signs
Traffic Calming: speed hump
313
Turquoise Dr & Opal Ct
Project Layout, Existing Conditions, and Influence Area N
Location 8
Legend
Add intersection lighting
NS01: Add intersection lights
NS06: Upgrade to larger stop signs or
other intersection
warning/regulatory signs
Upgrade to larger stop signs
Traffic Calming: speed hump
Install speed humps
314
San Pablo Ave & Hercules Ave
Project Layout, Existing Conditions, and Influence Area N
Location 9
Legend
Install high visibility crosswalks
Improve signal hardware, install pedestrian countdown signal heads, modify signal timing, and implement LPI
S02: Improve signal hardware: lenses,
back-plates with retroreflective
borders, mounting, size, and number
S03: Improve signal timing
S17PB: Install pedestrian countdown
signal heads
S21PB: Modify signal phasing to
implement LPI*
Consider implementing no right-turn-
on-red
Install high visibility crosswalks
Consider installing protected
intersection elements
* Leading Pedestrian Interval: Improves pedestrian visibility, reduces conflicts with vehicles, increases the likelihood of motorists yielding, and enhances safety for slower-starting pedestrians. 315
San Pablo Ave & Sycamore Ave
Project Layout, Existing Conditions, and Influence Area N
Location 10
Legend
S02: Improve signal
hardware: lenses, back-
plates with retroreflective
borders, mounting, size,
and number
S03: Improve signal timing
(coordination, phases, or
operation)
S21PB: Modify signal
phasing to implement LPI**
Improve signal hardware, modify signal
timing, and implement LPI
Install protected
intersection elements* –
Corner island,
intersection crossing
markings, etc.

Speed management
Pedestrian refuge island
Install pedestrian refuge island
* Source: NACTO, https://nacto.org/publication/dont-give-up-at-the-intersection/protected-intersections/ ** Leading Pedestrian Interval: Improves pedestrian visibility, reduces conflicts with vehicles, increases the likelihood of motorists yielding, and enhances safety for slower-starting pedestrians. 316
San Pablo Ave
Project Layout, Existing Conditions, and Influence Area N
Location 11
Legend
Install dynamic regulatory speed warning
signs/radar speed feedback signs
R26: Install dynamic regulatory
speed warning signs/radar
speed feedback signs
Speed management
Combine right turn with through
lanes and remove
channelization
Restripe as high visibility
crosswalks and realign curb
ramps so all marked crosswalks
are perpendicular to travel lanes
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City of Hercules
Local Roadway Safety Plan
Hercules City Council
April 23, 2024
318
Overview
01 What is a Local Roadway Safety Plan?
02 Project Overview
04 Priority Locations
06 Recommendations and Evaluation
07 Next Steps
05 Stakeholder and Community Engagement
03 Safety Data Trends
319
What is a Local Roadway Safety Plan?
320
What is a Local Roadway Safety Plan?
Analyzes historical crash patterns and trends
Prioritizes safety improvements based on crash data and stakeholder engagement
Identifies engineering and non-engineering strategies
Meets federal safety plan guidance and Caltrans LRSP
requirements
321
Project Overview
322
Project Goals
Source: FHWA
Improve roadway safety for everyone in the
City
Incorporate Federal and State commitment
to Safe System approach to improve traffic
safety
Meet Caltrans and FHWA safety plan
requirements for future HSIP and SS4A
grant opportunities
323
Source: FHWA
What is the Safe System Approach?
Using the Safe System Approach:

1. Prevent Death & Severe Injury

2. Design for Human Mistakes

3. Reduce System Kinetic Energy

4. Shared Responsibility

5. Proactively Identify and Address Risk
324
Vision Statement
The City of Hercules will prioritize safety in all projects to support the reduction of fatal and severe injury collisions for all road users as the City continues to grow.
325
Safety Data Trends
326
Data
Analysis
• Statewide Integrated Traffic Records System (SWITRS)
• UC Berkeley’s Transportation Injury Mapping System
(TIMS)
• City of Hercules’s crash data
• Roadway and intersection characteristic data
Data Sources
• Crash Severity
• Crash Location
• Crash Type
• Primary Crash Factor
• Temporal Trends
• Network Screening (Crash Frequency and Severity)
What was studied
327
Data Overview
•262 reported crashes over 5 years (52 annually)
between January 2018 and December 2022.
• 5% of reported crashes resulted in at least one
fatality or severe injury (3 annually)
328
Crash Frequency by Year
0 10
20 30
40 50
60 70
2018 2019 2020 2021 2022
Crash Count
Property Damage Only Complaint of Pain Other Visible Injury Severe Injury Fatal 59 53
38 49
63 3.4%

4.8%

7.5%

4.1%

5.3%
329
Crashes by Crash Type
0 10 20 30 40 50 60 70
Not Stated
Overturned
Other
Vehicle/Bicyclist
Vehicle/Pedestrian
Head-On
Broadside
Hit Object
Rear End
Sideswipe
Crash Count
Property Damage Only
Complaint of Pain
Other Visible Injury
Severe Injury
Fatal
65% of
all
crashes
69% of all
fatal/severe
injury crashes
330
Priority Locations
331
Priority Intersections
# Location Control Type
Collision
Severity
Score
1 Sycamore Avenue & Willow Avenue Signalized 52.55
2 Sycamore Avenue & Railroad Avenue Unsignalized 42.51
3 Lupine Road & Sequoia Road Unsignalized 41.29
4 Canterbury Road & Gloucester &
Dartford Street Unsignalized 39.15
5 Sycamore Avenue & Civic Drive* Unsignalized 39.15
6 Tsushima Street & Riverview Terrace Unsignalized 39.15 7 Pheasant Drive & Eagle Court Unsignalized 39.15
8 Marigold Place & Sunflower Court Unsignalized 39.15
9 Opal Court & Turquoise Drive Unsignalized 39.15
10 San Pablo Avenue & Hercules Avenue Signalized 31.002 11 San Pablo Avenue & Sycamore
Avenue Signalized 28.85
*The City recently enhanced the intersection with crosswalks on the west side of the intersection. The City should monitor and evaluate this location for safety performance.
332
Priority
Corridors
# Location Limits Collision
Severity Score
1 San Pablo Avenue South of State Route 4 to
Hercules City Limits 48.438
333
Stakeholder & Community Engagement
334
Safety Partners
Engaged stakeholders and public throughout the plan development process • Police Services
• Engineering Services of Public Works Department
• Traffic Safety Subcommittee
335
Community Input
• Interactive map through CCTA
Safety Plan
• Pop-Up Event
https://cctasafetyplan.wpengine.com
336
Feedback - Key Themes
Pedestrian
• Widen sidewalks
• Visibility concerns
• Improved access
Traffic Enforcement
• Speeding, improper
turning, and running stop
signs are common
concerns
Biking
• Connected bike network
• Widen bike lanes
• Conflict markings across
intersections
• Bike lockers
School Zone
• Congestion during pick
up/drop off
• Unsafe speeds
Roadway Infrastructure
• Converting intersections to
roundabouts
• Roadway maintenance
Emergency Vehicle Access
• Overgrown trees block site
lines
• Cars parked blocking fire
hydrants
337
Addressing Key Themes
Engineering Education
and Equity
Emerging
Technology
Emergency
Response
Safe Roads and Safe
Speeds Safe Road Users Safe Vehicles and
Safe Roads Post-Crash Care
Countermeasures:

Infrastructure
improvements that can
be implemented to
reduce the risk of
collisions.

Strategies: Non-engineering practices
that address traffic safety – often related
to behavior or components of a Safe
System that build a culture of safety.
338
Recommendations
339
Systemic Treatments
• Speed Management
• Nighttime Visibility
• Centerline Hardening
340
Evaluation and Implementation
341
Evaluation and Implementation
• Updating the Plan:
• Review crash data to track progress every three to five years. • Revisit safety plan for broader updates every three to five years. • Additional updates as determined with safety partners due to new trends, technologies, or strategies.
342
Next Steps
343
Next Steps
✓Continue to coordinate with regional
and local safety partners
✓Regularly collect and organize data
based on performance measures
✓Identify countermeasures and
strategies to implement
✓Explore funding opportunities – SS4A,

HSIP, ATP
Performance Measures based on:

Number of annual crashes
with key characteristics
Investments made in traffic
safety
Coordination efforts between
stakeholders
Opportunities for community
engagement
344
DI

SCUSSION AND/OR ACTION

AGENDA ITEM

4. 22-845
345

REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of April 23, 2024
TO: Mayor and Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
SUBJECT: Report and Discussion on the Hercules Branding Project and Draft Logo Concepts
RECOMMENDED ACTION:

Staff recommends that City Council receives and files the Brand Research Summary and provides feedback on the logo concepts provided by ranking their top three preferences in number order (1, 2, and 3).

BACKGROUND:

Hercules has evolved over the last few decades to become a more vibrant and inclusive community with many new developments . More families, professionals, and businesses are attracted to the City due to its growth into a transit-oriented community, convenient location to major job centers, and lifestyle opportunities. Therefore, staff believes the City of Hercules could benefit from building brand awareness by utilizing various public relations strategies and activities. A public relations firm could perform a range of duties that will familiarize residents, visitors, and the region with the distinctive qualities of the City and the opportunities that come with residing, visiting, and investing in the City.

ANALYSIS:

In February 2024, the City of Hercules contracted with Tripepi Smith to provide branding services, including a new logo to use in conjunction with the Hercules seal, branding guidelines and new branded templates. As part of the logo development process, Tripepi Smith executed resear ch and outreach to ensure the new City brand reflects what Hercules is now and where the City is headed.

As part of the project scope , Tripepi Smith interviewed the City’s Executive Team and City Councilmembers and did survey outreach to reach Hercules community members, 22-845
346
community-based organizations, and City staff. The survey was not a scientific survey and was published across social media and sent to community groups and staff via email.

All responses received were incorporated in the Brand Research Summary (Attachment A), which identifies primary themes that will drive the brand development process. The Brand Research Summary is n ot intended to be a scientific analysis or official Hercules document; the summary collates input received and is used as a guiding resource during the brand development process.

Based on the information outlined in the Brand Research Summary, Tripepi Smi th put together logo concepts for consideration. Feedback and selections for these concepts will then be applied to a narrower set of full logo design options that will be presented to the City Council at a subsequent meeting.

FISCAL IMPACT:

There is no additional fiscal impact associated with this item.

ATTACHMENTS:

1. ATTACHMENT 1 – City of Hercules Brand Research Summary

2. ATTACHMENT 2 – Draft City Logo Concepts
347
City of Hercules
BRAND

RESEARCH

SUMMARY
April, 2024
Introduction ....................................... 2
Background ........................................ 3
Staff Input .......................................... 5 Community Survey ............................ 7
Council Interviews ............................ 6
Conclusions ......................................13
Appendix: Full survey results .........14
348
2 Prepared by Tripepi Smith

INTRODUCTION
This Brand Research Summary
gathers up the research and outreach
done in advance of developing a
City of Hercules’s logo, for use in
conjunction with the Hercules seal,
and developing a new City brand that
reflects what Hercules is now and
where it is headed.

Limits of this Summary
It should be noted that this Summary
is not a scientific analysis, nor is it
an official Hercules document. This
Summary is a collation of input from
various stakeholders in Hercules; it
reflects insights and themes that
will guide the development of a new
Hercules logo and style.

Stakeholders Input:
• Staff interviews and feedback
• Mayor/Council interviews
• Survey outreach
Public
Staff
Stakeholder email outreach (Chamber of
Commerce, Planning Commission, Finance
Commission, Community and Library
Commission, Fire Department, Library,
BioRad, LedCor, Chinese Association)
Why branding?
A compelling and consistent Hercules
brand will serve as the cornerstone
of effective communication and
community interaction. By crafting a
distinct identity that resonates with
residents, Hercules can expand on
the community’s sense of belonging
and pride. A fresh, cohesive brand
will help Hercules build trust in
city communications, ultimately
strengthening how the public
responds to Hercules initiatives,
events and civic issues.

Moreover, a Hercules brand that
reflects local identity is a powerful
tool for attracting investment and
skilled workforce. It will differentiate
Hercules and help showcase a city
that is energetically moving towards
its goals.
?
Definition
City Seal:

A city seal typically embodies
historical significance, governmental
authority, and traditional values,
serving as an official emblem
for legal documents and formal
communications.

City Logo:

On the other hand, a city logo is a
modern graphical representation
designed to encapsulate the city’s
identity, culture, and aspirations,
often used for promotional purposes
and enhancing brand recognition.
+
349
3 Prepared by Tripepi Smith

BACKGROUND
Demographic
Analysis
As one of San Pablo Bay’s
communities, Hercules boasts it’s
own version of the East Bay mosaic
of cultures and backgrounds. Survey
responses underscore Hercules’
distinct identity, with residents
lauding the city’s rich cultural fabric,
particularly highlighting the Filipino
community. Unlike some other East
Bay cities, Hercules is relatively
balanced between new families and
older residents. This may reflect
city qualities that are attractive to
new families and a move towards
new kinds of housing and multi-use
buildings.

Economic
Landscape
Hercules is a bedroom community,
given its primarily residential nature
and its location within commuting
distance of major employment
centers. While Hercules does
have some local businesses and
commercial areas, its economy is not
reliant on corporate headquarters
or major industries. Instead, the
city’s economic landscape is a
modest mix of small businesses,
retail establishments, and service
industries. Rather than looking
for major business investment,
many people expressed a desire to
encourage more of these kind of
small businesses, particularly local
restaurants so residents have dining
and hangout options without having
to spend their money outside the city
limits.

Cultural and
Social Dynamics
Research indicates a cultural
emphasis on open space and outdoor
leisure, with parks and trails cherished
for activities such as biking and
playgrounds. This theme co-presents
with the general theme of beauty;
green trees, breezy bay vistas, rolling
hills.

Both staff and residents point out
how safe, clean and quiet the city is.

Hercules is the happy medium, not
as sleepy as some neighbors, not as
developed as others. Residents like
this and are looking for more reasons
to stay in town.

Once a dynamite town, Hercules
transitioned into a residential
community in the 1970s. While
some may have been residents for
50+ years, the city culture is not
dominated by families who trace their
roots to the old Hercules era.
350
4 Prepared by Tripepi Smith
History
Hercules stands on part of the Ohlone
people’s historic lands, though only a
small amount of input reference this
as current identity. Moreover, Pinole
recently re-branded with specific
reference to local Ohlone influence,
so it’s recommended that the new log
avoid direct reference.

The most compelling historical
is of the dynamite company that
gave Hercules its name. The story
of the Hercules Powder Company
has some difficult associations
(dangerous explosions, environmental
impact) and the mythical figure of
Hercules is sometimes referenced
as “strength”, other times as “violent
or misogynistic”. On balance, a
promotional logo cannot transmit
nuances like this, so this theme may
need to by subtly reflected, if at all.

Hercules Powder Company

East Bay, San Pablo Bay
The eastern shore of San Pablo Bay
is a mix of cities. Wine country to the
north has a strong regional identity, as
does the urban region to the south.

By comparison, the waterside cities
at the junction of Solano and Contra
Costa counties are often discussed by
the ways they contrast: more or less
scenic, more or less development,
more or less industry. As a residential
community with a growing population,
Hercules leans towards suburban
tranquility rather than urban
dynamism or business development.

It may not have the same historical
or commercial prominence as
neighboring regions, but research
indicates this quiet, livable quality is
exactly what people like.

Regional Context

The Current Brand
Hercules staff have indicated the need
for a logo more current and resonant
than the city seal, which has been
functioning as both seal and logo.

The seal will continue in its official
capacity, the new logo will help define
the direction Hercules is moving in.

Existing Seal
Step one development of the new
logo, step two is to define the new
brand: colors, fonts, and a brand
guide on usage. Step three can then
be the development of content and
templates that correlate appearance.

Uncorrelated Materials

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Staff Leads
Dante Hall
City Manager
[email protected]
(510) 617-9887
Clarisse Saechao
Administrative Specialist
[email protected]
(510) 799-8209

STAFF INPUT
Top Insights
Emphasis on Natural Beauty
and Open Spaces
Bay views, rolling hills, creeks
Open space, parks, trails
Community events centered around outdoor
activities
Community Building
and Quality of Life
Safe, family-oriented environment
Well-maintained, clean, and vibrant city
Focus on community events, parks, and
recreational facilities
Cultural Diversity
Filipino (and AAPI) and African American
communities
Community focuses on shared Hercules
experiences as opposed to a strong presence
of individual cultural influences.

Visual Direction
Desire for a modern appearance, and
for a scalable logo with clear vector
artwork.

Color preferences are for blues and
greens to reflect the bay and hills,
with potential for additional colors to
signify a balanced lifestyle. Colors of
existing seal are one of its elements
that continues to feel relevant.
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Council Interviewed
Dan Romero
Mayor
Dion Bailey
Vice Mayor
Chris Kelley
Council Member
Tiffany Grimsley
Council Member
Alexander Walker-Griffin
Council Member

COUNCIL INTERVIEWS
Top Insights
Community Connectivity
Parks, community centers, and recreational
facilities as focal points
Vibrant community events and gatherings
Emphasis on promoting social cohesion and
interaction
Cultural Diversity and Inclusion
Recognition and celebration of Hercules’s
diverse population
Emphasis on fostering an inclusive and
welcoming environment for all residents
Economic Development and Growth
Desire for increased business presence and
economic opportunities
Focus on improving infrastructure and
services to support growth
Vision for Hercules as a thriving and self-
sustaining city
Visual Direction
Preference for modern and
professional designs. Exploration of
color schemes reflecting the city’s
natural surroundings and diverse
community.
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City of Hercules:

Brand Survey Results
#
Resident 157
Work In Hercules 11
Visit
Hercules
7 Business Owner 2
Participate in Hercules Programs 1
Grew up in Hercules,
registered to vote
1 Council Member 1
TOTAL 180
About the Survey
The survey was distributed to staff
and to the public with boosted social
media, as well as email distribution
to a list of specific community
stakeholders identified by city staff.

It’s Not All Roses
Some answers (as well as some social
media comments) were not positive.

Questioned the use of city resources for the
brand project or wanted to talk about other
issue more important to them.

Didn’t feel there was anything particular
about Hercules that stands out for identity
purposes.

COMMUNITY SURVEY*
Overall Themes
Highest Priorities
Open Spaces, Health Natural Beauty
The survey, along with other input, draws a portrait of Hercules as a place of natural scenery, but not in the sense of wilderness. Community open spaces co-exist with hills, trees and bay vistas, providing families and other residents with beautiful places to come together.

Consistent Priorities
Inclusion, Oneness Community Connections
Coming together is the next most prevalent theme. This is reflected literally in some responses, but also in the wish for more ways to be together locally.

Significant Priorities
Safe, Small Town Feel Limited Development
In a small paradox, respondents want some development so that Hercules can feel more like a small town. Instead or big box stores, the desire is for more dining and hangouts. People move to Hercules for the safe, quiet life it allows; but the community seems ready for development that lets them be together without having to go to more developed, urban areas.
* T his survey and results are meant to be informative and guide creative development only, not as a statistically valid data sample. 354
8 Prepared by Tripepi Smith
Sample Responses
“A safe clean community.”
“Access to public transportation like
BART, TRAIN and other means of
transportations.”
“A city where people come to visit,
eat, walk, enjoy the outdoors....”
“No change - I do not think that this
survey is very meaningful.”
Result Details

1. What would you like Hercules to be in 5 years?
(175 responses)
Although these response themes vary, a general desire for Hercules to move from being a bedroom community towards more of a small town in which people of different sorts come together locally. As guidance for logo development, these responses generally point to people coming together in healthy ways.

Safe, clean, family-oriented
More of a transit hub
Downtown revitalization (shops, restaurants)
Community events
Multi-use buildings
Farmers Market
Road improvements
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Sample Responses
“Still has the small community feel.

Let’s keep that.”
“Rodeo is so quiet. Pinole is huge
and has practically everything, but I
can’t really say it’s known for anything
specifically. We’re like the perfect in-
between of the 2 cities.”
“Hercules is a boring place, it has no
night/weekend life, no businesses, it
needs improvement.”

2. How does Hercules compare to its neighboring cities? (Rodeo, Pinole, etc.) (178 responses)
Responses continue the theme of wanting more going on, without losing quaint and scenic character. These responses give some guidance on what the new logo should feel like rather than what the iconography literally shows.

Safer, cleaner, quieter
Less shopping, dining night life than Pinole
More potential with waterfront
Quieter than Pinole, more developed than Rodeo
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Sample Responses
“Unusually diverse community with
friendly people.”
“I love the history of the powder
company in the city.”
“I feel a lack of culture and relevant
history in Hercules, its sole attraction
is the climate/natural beauty.”
“Please don’t make this cultural. We
are all one.”

3. What are the unique cultural and/or historical aspects that distinguish Hercules from others?
(160 responses)
The Filipino community was a prevalent answer. It’s not recommended to focus on one community unless it is central to a city’s overall brand. Given that other feedback specifically references inclusion and “oneness”, the diversity theme can be explored as a tapestry of woven influences.

The unique history of Hercules as a dynamite town is worth exploring, though perhaps obliquely since not everything about the Powder Company history is viewed positively.

The two signature open spaces surfaced by this question also arise in other questions and feedback. Both are strong candidates for logo representation.

Diverse Population, large Filipino community
History connected to Hercules Powder Co.

Refugio Valley Park
Waterfront
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Sample Responses
“Green hills and blue-green bay
waters.”
“Blue waters, pink cherry blossoms,
green and yellow for the grass.”

4. Are there specific color combinations that you feel are meaningful and/or specifically represent Hercules?
(146 responses)
The existing seal colors of blue and green continue to represent Hercules well.

Also an option is the addition of complementary warm tones to accentuate the scenic beauty of Hercules and balance the coolness of the current blue and green.

Green and Blue, Nature Inspired
HS Colors (Blue, Silver, Black)
Earth Tones
Colors connected to powder company
Colors connected Native American History
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Sample Responses
“Refugio Park Fountain.”
“Dynamite!”
“Symbols for family, heart for
community.”

5. What symbols, icons and/or landmarks do you believe best represent Hercules’ identity?
(147 responses)
Some of the themes arising from this question show up in other responses too:

Refugio Park, the Waterfront, the dynamite factory, inclusion.

Certain responses are contradicted by other feedback. Some people listed certain animals, though this experience doesn’t seem universal (e.g. some people specifically said of the current seal: “I’ve never seen a quail in Hercules.”). There are historic homes in Hercules, but homes weren’t built in any quantity until the 1970s.

Dynamite Factory
Refugio Park (Gazebo)
Symbols of inclusion, diversity, community
Waterfront
Quail, turkeys, deer
Frog Pad Pond
Historic homes and buildings
Bay Trail
Hercules Statue/symbols of strength
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Future Implementation
The research reflected in this
document is intended to form the
basis of the new Hercules brand in
development
In Development
Logo. It should be colorful and
feel authentic. It should reflect
community and optimism, and feel
current without being too glossy or
modernistic.

Guidelines. The Hercules brand will
be more powerful when presented
consistently. Guidelines will outline
logo usage, and specify fonts/colors.

Future Recommendations
Imagery. Hercules imagery should
focus on public events, parks and
vistas, and community service.

Templates. It is recommended that
Hercules develop new stationery
and templates to facilitate the most
consistent use of the brand.

CONCLUSIONS
Provisional Brand
Statement
Hercules is a place that welcomes
all—a safe, quiet place to make a
home. Our brand is built on bringing
community together, supporting
wellbeing and open spaces, and the
appreciation of this area’s vistas and
natural scenery. Our brand envisions
a future Hercules that is just right,
with room for new families and small
businesses that accentuate our
hometown feel.

Hercules believes in the power of
community engagement, safety,
cleanliness, and that by being
diverse, together, we make this place
a welcoming, healthy home. We
celebrate the beauty of this place,
from the hills to the bay, by gathering
with family, friends, and neighbors.

Hercules welcomes all
who share this vision.

Provisional
Brand Pillars
Open Space for Community
Diversity Together
Small Town, Open People
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APPENDIX: FULL SURVEY RESUL TS
Survey, Page 1
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident Blooming Growing still Refugio Valley Park Residents Can't think of any Refugio Valley Park Modern I work in Hercules
Would love to see more family friendly
food options. I would also like to see
upgraded parks for all to enjoy. Hercules is family friendly! Dynamite City! Residents Green and blue and red.

Dynamite guy - Park & Rec have on
their logo. Natural
I work in Hercules
Financially stable with employees
making what's comparable to other
agencies our size.

I believe Hercules is a safer, more
attractive and well policed city
compared to Pinole/Rodeo.

Hercules, the son of Zeus, with
superhuman strength who was known
for fighting off beasts for the safety of
others. He is apart of a bold historical
mythology who everybody is aware of.

The employees who are dedicated
and work hard to protect and
represent the city well.

I like the color combo of what we have
now. Teal/blue for the water, a light
green because of our hills here, and
the tan that ties everything together
well.

Hercules, the brave hero in Greek
mythology. Also, our bay trail. The trail
that walks along the water where you
can always see some wildlife. Interesting
Resident
Well on its way to becoming a regional
transportation hub with more transit
options (the hub), more retail (the
waterfront), and enhanced dining
options.

Rodeo and Pinole are relatively built
out. Hercules, on the other hand, has
several key parcels, specifically along
the waterfront, that represents an
opportunity almost no other
community in the San Pablo Bay
has—a chance to create a magnificent
waterfront district.

Obviously, our history as a company
town. Residents
I feel the blue of the bay water and the
green of the hills are the best
representation. The bay and Refugio creek Interesting
Resident
More popular to attract more business
and new residents. Especially
residents with kids.

Much better, cleaner,safer and
beautiful. With good infrastructure as
well. Community Residents Green and blue
Arc in refuge Park or simply the name
Hercules Modern
Resident
More pedestrian- and bike-friendly
with a continued investment in
community culture
Better than Rodeo in every way.

Pinole has a farmer's market and
more shopping options. Unsure Residents
Not specifically. I think a shade of blue
to call to the bay would be nice.

I don't know that Hercules shows off
its identity enough to have a central
symbol, but the gingko tree in Frog
Pad Park, the dynamite statue near
the Safeway, and Powder Keg all
seem to tie a story together of the
history of the town. Reliable
Resident
Transportation Hub, retail/restaurant
destination, progressive city
Much better maintained and
community active N/A Residents
Green, blue, and gold (hills in
winter/spring, waterfront, hills in
summer/fall) Bayfront and hills Interesting
Resident
More local restaurants/bars/lounges
more transportation
Fairer than Rodeo but less community
involvement. Better than Pinole. Multiculturalism/internationalism Schools Blue waters, pink cherry blossums,
green and yellow for the grass Library, refugio, Modern Resident A safe clean community Better Multicultural Residents No Confident Resident Progressive but very safe More open and nicer landscapes Not much Residents Blues and greens Dynamite Elegant council member Have the Hercules Hub train stop built
middle income, ethnically diverse,
mostly homeowners, safe
neighborhoods
dynamite factory history, Hercules
hub, no telephone poles Residents
I like the green & blue colors (green
hills & blue bay)
Hercules Library building, historical
buildings, future transit (train, bus,
ferry) Reliable
Resident A sleepy quiet town It’s all the same None Residents Earth tones Hills and bay Interesting Resident A thriving tourist attracting city
Pinole has great farmers market and a
downtown to go to. Great neighborhood Residents Colored theme Victoria by the bay Elegant Resident
A safe residential area with natural
parklands and minimal commercial
development.

As a safe, residential area, it's the best
in the area.

Unusually diverse community with
friendly people. Residents
Green hills and blue- green bay
waters Houses on hills. Casual
Resident A city with a rail transit station.

Much more productive than Rodeo,
but not as many resources as Pinole. History of the Powder Plant. Residents Casual Resident Upscale residents A bigger city Bigger Asian population Businesses Dynamite Confident Resident A clean and prosperous city. I think it is cleaner and safer.

Not many other than multicultural
residents. Businesses Blue and Green. Refugio Valley Park, Modern Resident
A safe, quiet, clean, family-oriented,
retiree friendly suburb with schools
rated 9 or higher. Rodeo>Hercules=Pinole
Waterfront, large lots in more historic
areas closer to hwy 4 Visitors Waterfront and parks Refugio park fountain Interesting Resident Safer and cleaner. Above both cities. Residents Confident Resident
Thriving community with more
business to support the area.

Below Pinole. Pinole has more
business to support the needs. Adding
additional houses with out the
business support is not good.

Nothing that I can think of, jr high and
high school starting to get a bad rep. Residents Green and white Modern I work in Hercules
I want it to be in the same place. I’d
hate to see it move! Okay. Now, that I
have addressed the poorly written
question, I will give you the answer I
think you are looking for. That answer
is - solvent. Suburban and pretentious, but nice. Dynamite!!! 🧨🧨 Residents An aggressive police force that sets
up traffic & speed traps on the borders
of neighboring areas. Dynamite! Natural
Resident
A destination and welcoming place to
live and visit! I would love to see a
more developed waterfront with small
businesses, restaurants and cafes and
a bustling farmers market.

We aren’t comparable to the small
downtown of Pinole, which is tiny but
offers a variety of businesses and is
all accessible to the walking path - it’s
easy to spend a day at the park,
getting lunch, walking the path and
then returning to your car or stopping
for a snack or a drink first! I love that
we have a Juneteenth event. I wish
we did something for Pride month like
Pinole. Our Juneteenth event is good. Residents and visitors alike Should we match with the school
colors? It could build more unity and
recognition for both Hercules and our
schools. Confident
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Survey, Page 2
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Business Owner
The same way it is, with better
selection of restaurants and a cleaner
lake at the park It is great
The dynamite factory and the Refugio
park Residents Baby blue, black Refugio valley park Interesting Resident Quite small town. Nicer than Rodeo and Pinole. Residents Friendly Resident
I would like to see the Bayfront
expanded and treated as more social
hub for Hercules.

I would like Hercules to be less reliant
on cars for transportation…or at least
expand on pedestrian access (which I
have noticed some progress in 2023).

Definitely the nicer city of the 3,
although Pinole has nicer (and
centralized) shopping centers.

Pinole seems more lively to me,
however. They seem to get more foot
traffic overall.

We were home to a dynamite factory.

We currently host Biorad’s HQ, and
seem to mainly rely on them for
traffic/interactions in Hercules. Visitors
Deep blue (the bay), light/columbian
blue (Herc HS)
Clock tower (if restored) by Sycamore
Shopping Center
Quail should stay
Dynamite factory (maybe)
Interesting
Resident Better organized, Prettier It lacks dining and shopping Dynamite, Hercules Powder Co Residents NOT BLUE Gazebo, better waterfront Casual Resident Housing community! Ok Diverse community! Residents No N/A Confident Resident
PUBLIC SAFETY !!! and more walk
friendly > Revive Sycamore & please
fix the roads omg
Fairly at par except with lesser shops
than Pinole. i feel that our city can
benefit from respectable business
entering Hercules
i like the diversity but we don’t really
have that historical vibe as say towns
like Benicia or Martinez Businesses Green and Sky Blue
Refugio Park & therefore should be
allotted a redesign & revitalization Bold
Resident
A place with less new housing, more
restaurants and stores.

It is safer maybe than Rodeo but way
more to do in Pinole
Many ethnic groups, religions, and
languages here Residents Green blue I like the quail and dynamite Modern Resident
A bustling but safe community to raise
my children
I think Hercules has had a lot of
exciting updates and I look forward to
seeing how it continues to evolve Residents Sophisticated Resident More affordable Newer and more up to date Recognizing ohlone Indians. Residents Modern Resident
no change - I do not think that this
survey is very meaningful.
= to Pinole? Better than Rodeo. I'd like
Hercules to add or adopt Rodeo. no thoughts The environment? no no thoughts Casual Resident Yes
Similar but needs more shopping and
restaurants It has historic homes and good trails Residents Historic colors to match the history of
the powder company The bay, Hercules as a character. Interesting Resident
A small town feel with ith businesses
and restaurants thR caterer ti
residence. It would be nice to not have
to go of town
Unlike Hercules Pinole has attracted
businesses. Hercules is a place to
sleep. Rodeo seems like time has
passed it by.

Hercules has forgotten its history. .

There are no theaters, movie houses,
art galleries, or anything else that are
normally part of culture. Residents I would have no preference The waterfront with a few remaining
buildings that were part of the power
plant should be developed. The town
should never become the dynamic city
It should be the dynamite city cause
that's what we were. Sophisticated
Resident
A city with a train and/or ferry stop, a
small hotel, retail shops at the
Exchange, a bakery and 5 new sit
down restaurants.

Although Pinole has way more places
to shop and eat, the sense of
community is greater in Hercules.

There are more community events
and an outstanding public library in
Hercules.

Probably the amazing diversity of its
residents Residents Probably green Refugio park and the public library Natural Resident
A thriving, forward-looking, tight-knit
community
Not as many small businesses as
Pinole. A lot of potential compared to
smaller Rodeo.

Not sure. Believe it used to be a heavy
industry town.

Residents
Love the quail. Think it should
continue to include nature because of
all our trails and parks. Maybe add
waterfront. Sophisticated
Resident
A thriving small town that is self
sufficient. Free of crime and
homelessness
I feel like it's a more tight knit
community
The fact that it used Tobe a place
where dynamite was manufactured.

Also, the fact that it has its own police
force. Residents
Pink for all of the cherry trees. White
for the cleanliness of the city. And
brown for alll of the nature.

The houses that should be restored on
the water front Elegant
I work in Hercules
I would love for it to get a mainstream
restaurant. Like a Cheesecake
Factory, Olive Garden, etc.

Something besides fast food places
where families can go out to eat.

Putting one down by the waterfront
would definitely be an asset to the
community.

Neighborhoods look more upscale. It
definitely costs more to buy a house in
Hercules.

I like the history with the Dynamite
factory. I don't really know anything
about the cultural aspects. Residents
green, blue, maybe red or golden
yellow
I like the tree aspect. There are a lot
of nice parks. And it's on the water. A
sailboat maybe? I don't have a
problem with the old logo really. Natural
Safeway, Gas station Casual
Resident
More family friendly with more
restaurants/bars.

It’s pleasant, beautiful, and safe. Yet
lacks commerce and sites to build
community outside of planned
events/celebrations.

Hercules has the third largest
percentage of Filipinos in the country.

We should do more to celebrate this.

And I say this as a resident who is not
Filipino. It would be wonderful to have
more celebrations on Filipino-
American culture and history, and to
have a sit-down Filipino restaurant. Residents None
The Bayfront, the mountains, and the
round structure at Refugio Valley
Park. Modern
Resident
Hercules waterfront needs to be a nice
downtown type of hangout, dinner
places for families, like downtown
Walnut Creek.

Better than Rodeo, worse than Pinole,
Hercules is a boring place, it has no
night/weekend life, no businesses, it
needs improvement.

Absolute nothing, as stated Hercules
is considered a very boring bedroom
city. All ages, all demographics
It should be combination of baby blue,
something else.

Olympus, but the city is far from being
Olympus, the vision is poor. Elegant
Resident
A concrete sidewalk built along San
Pablo Avenue at the boundary of
Hercules and Rodeo, or at least a
cleared dirt path if the city is short on
budget for a concrete one. So those
who walk do not run the risk of getting
hit by vehicles while walking on the
street. Nothing fancy, just a sidewalk
on that short gap.

At least Rodeo was able provide a dirt
path on that short gap mentioned in
the answer in the previous question.

Being not able to provide even cleared
dirt path for people to walk on safely
on that short gap in question.

City government to provide that
sidewalk
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Survey, Page 3
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident
The city to feel more like a community.

Listen and follow through with the
residents’ interests and safety.

It’s a good residential environment.

The city needs to apply the tax dollars
to the residents’ by repaving
streets/painting medians, providing
more community events and
advertising them well, and monitoring
speed and traffic on streets located
near schools.

The historic multicultural festival, the
diversity, back in the day the sense of
community through parades and major
holiday celebration.

Residents No. The original brand is great as is The Refugio Park Dome Sophisticated Resident
I would like Hercules to be known for
its youth sports.

Hercules doesn't offer much food
options compared to Pinole and
doesn't have a well known baseball
program like Rodeo's baseball
association.

It's multi-ethnic community which is
inclusive and promotes building
relationships amongst
neoghborhoods. Residents Baby blue
The San Pablo Bay Trail, Refugio
Park Modern
Resident
A town with more retail and restaurant
choices. It's a good safe place to live.

I appreciate that it is so multi ethnic
and multi cultural. Visitors Natural
Resident
Competed transit center, more
restaurants, more retail. We don’t
need any more housing.

Hercules is nicer than Pinole, but lags
way behind in retail and dining. Rodeo
is not comparable. Both cities have
excellent police forces and fire
departments.

It’s cool that we are an old company
town. I think we need to maintain the
connection to the dynamite company
history. Hercules is also very diverse Residents
Waterfront, Dynamite plant, hills and
trails (topography). Hopefully a ferry to
SF one day. 😉😉 Natural
Resident
Transport hub, ferry/ vibrant downtown
and breweries
Organized , clean but less shops/
restaurants Waterfront, name and greenery Residents Blue and green Waterfront, Refugio park Natural Resident
I’d love to have better transportation
options such as an Amtrak stop. Also
more shops and restaurants near the
waterfront area It’s quaint. I am really liking it so far.

Dynamite history, diversity, hidden
“gem” Residents Na Train symbol of some kind Natural
Resident
Continue to be a beautiful and safe
place to live.

Pinole has more retail and
restaurants, but Hercules is a
preferred place to live.

Better parks and recreation centers.

Bring back more community and
cultural events. Historical component The bay, parks, trees, birds Natural Resident
A family oriented city that offers strong
schools, extracurricular programs and
outdoor recreation, and dining and
shopping.

In the middle. Hercules offers more
safety and a better living experience
than Rodeo. Pinole offers far more
shopping and dining than Hercules,
but Hercules housing is more
desirable IMO. I love our unique history and diversity. Residents Are there colors that pay homage to
the native tribes that originated here?
Did the old dynamite plant have a
color scheme? Navy and marigold?
Burgundy and peach?
I think Hercules is a hidden gem in the
bay
with so much potential! The
bay/waterfront is a huge part of what
makes it so special. Sophisticated
Resident
A city with more dining and shopping
options.

It would be great if Hercules could
compete with Pinole in dining options
and specialty grocery store. The people Residents
A lot of the city teams wear red and
black but I’m not a fan of those colors. Dynamite, but not a fan of this symbol Interesting Resident Safe, friendly, vibrant
Cleaner, nicer, more well put together.

I lived in Richmond for 5 years and it
was a hot mess by comparison.

Real cultural diversity, interesting
history. Residents
Not particularly, but blue for water and
green for rolling hills makes sense.

The bay, rolling hills. Anything related
to the Greek hero. Elegant
Resident
i would like hercules to remain the
peaceful town it is.
i believe hercules is cleaner and cares
a lot for the environment around the
city.
though i’ve never attended, i see flyers
of annual traditions such as christmas
tree lighting and i think that’s nice. Residents green/blue/teal and orange trees, maybe a fountain, Interesting Resident Beautiful Superior It’s a dynamite 🧨🧨 city Residents Green blue white The quail bird Natural Resident Safe and welcoming Safer, better managed
History of the Hercules Powder
Company. Present day, it is a
genuinely diverse place. Residents
Green for the hills, blue for the Bay
and red for the older brick buildings
that the city began with.

Hercules figure (strength like the
classical icon and used by the Powder
Company). Location by the Bay. Confident
Resident
Cleaned up! We have unhoused living
and wandering around our city bushes
. They are hanging out in store parking
lots. It's parks , long time residents
Our historical buildings , club house ,
history Our history
Our gazbo in Refugio park . Our
mural, Dynamite. Natural
Resident Residents Modern
Resident All of the above Confident
Resident A safe and clean city Hercules is safer and cleaner No answer Residents Please do not waste city resources on
this project
Please do not waste city resources on
this project
Resident
More activities for families so I don’t
have to go to concord.

Better than Rodeo but Pinole has
more restaurants and stores.

Hercules is very diverse and I love
that. Residents Sophisticated
Resident
More small retail such as bakeries,
bagel store, restaurants. Renovate our
stripmalls!
Hercules has an active civic
community, beautiful waterfront and
new neighborhoods. Great bus
services.

Fireworks, community events,
outstanding library and senior center Residents Casual
Resident
I envision Hercules as a city where
residents can easily access
necessities and enjoy nearby
amenities such as movie theaters,
shops, ice cream parlors, a variety of
restaurants, kids' play spaces, and
fantastic playgrounds, eliminating the
need for long drives
Feels safer, awesome neighborhoods,
great school communities but less
shops, entertainment, (we need a
farmer’s market again)
Dynamite City - those old buildings
should be assessed and restored and
used Residents , red for dynamite maybe gold
dynamite 🧨🧨, symbols for family, heart
for community Modern
Resident
I would love Hercules to have more
businesses. It is a great city but we
have to leave the city to get most
things done
Hercules is great but Pinole has more
businesses. Pinole also has a better
high school Diversity! Residents
As a Hercules titan alumn, I do like the
blue and silver Reliable
363
17 Prepared by Tripepi Smith
Survey, Page 4
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident More restaurants and transit
Hercules is like the oldest child in a
family of 3. She gets really good
grades in school, but doesn’t take
risks and needs to expand out of her
comfort zone to reach her full
potential. Rodeo is the wild middle
child, who hates to brush their hair.

Pinole is the youngest child with lots of
ideas, but lacks focus and structure.

Dynamite, Ohlone Indians and
Filipino-Americans Residents
Metal for the railroad, blue and pink for
the bay sunsets
Landmarks - Bay trail, eucalyptus
trees, and the hills behind powder keg
(dynamite hill). Awesome library
Symbols - Inclusivity, friendly
neighbors Sophisticated
Resident
A destination city for great restaurants,
cafes & shopping
Better than Rodeo, Pinole has a
downtown with old buildings, we need
to restore the old buildings and
convert to shops & restaurants and
create a downtown waterfront district
Very diverse and unusual dynamite
factory history and not so great
refinery history Residents
Looks like now its green & brown but
try green & blue since we're on the
Baytrail
Bay-trail, historic buildings at Bay-front
and Refugio Park Natural
Resident
In 5 years it would be great to see an
active waterfront with a variety of
dining and small business options
while still maintaining the small close
knit feel
Hercules seems to be lagging in terms
of businesses and restaurants that
would make it a destination location
for surrounding communities. There is
not really a downtown for individuals
to visit and hang out. The waterfront
location has so much potential. The dynamite plant history Residents Modern Resident Safe, clean, and financilly responsible Middle of the pack Residents No Natural Resident
A safe place to live with more local
shopping and restaurants. Prioritize
dining spots at waterfront for more
appeal, Korean food is a niche market
when limited choices. Will need to
improve parking for too many rental
apartment resident's are taking up
spots.

Much less dining choices especially at
the waterfront
Great location near freeway and
water. Planned community layout with
historical charm Residents
Current old town style is appealing
and unique to Hercules
The old powder factory seems to be a
theme Elegant
Resident
I would Hercules to slow the growth of
homes being built and instead focus
on bringing business to the business
park.

Hercules compared to the neighboring
cities is a gem and residents would
like to see it remain that way.

The history of Hercules is unique in
many ways, from company town to
one of the first planned communities in
the bay area to actually have a city
charter before it was mandated by the
state. Residents Red and black
Our logo should be a blast from the
past. The old Hercules Dynamite
company logo featuring Hercules with
a lion skin over his shoulder and a
knotted club in his other hand.

Branding doesn’t have to be “new” it
just needs to be embraced. Be proud
of the city that you are with
unwavering commitment to who you
are and others will embrace you. Interesting
Resident
Continue to be a safe place to live with
the addition of more amenities.

Looking forward to an Asian
supermarket like 99 Ranch. Best out of the neighboring cities.

Large Asian population and history. It’
s a blast! Residents
Green and blue represent Hercules to
me.

The new waterfront with ferry, bus,
and train terminals will be the defining
landmark for decades to come. Futuristic
Resident
Solvent with debt, secure water
supply, and increased independence
from PG&E.

Pinole is obviously larger and better
established thus more of a destination
whereas Hercules is more residential.

Rodeo needs gentrified.

I feel a lack of culture and relevant
history in Hercules, its sole attraction
is the climate/natural beauty. Businesses Nope
I would focus on the shoreline and
rolling hills. Natural
Resident friendly better dynomite Residents green and blue birds Friendly Resident
I would like to see more progress in
the bayfront area.

Hercules is a beautiful city, I wish
there were more dining options.

I love the history of the powder
company in the city. Residents
Black would represent the black
powder produced in the city.

It would be nice to see the building ca
power works had their warehouse. Confident
Resident
Have better dining options, nicer
restaurants Much nicer and cleaner
Waterfront ,large filipino community ,
newer neighborhoods. Residents Yellow, blues and green Frogs, water, hills Friendly Resident More business establishments Nicer & safer neighborhoods We are more diverse culturally &
ethnically All of the above Green & blue Refugio park dome Sophisticated Resident
Continue to be a safe city with an
excellent public school system
I think Pinole is a better city because it
has more of downtown on Pinole
valley road. Hercules does not have a
central gathering place. Not sure Schools No Not sure Sophisticated Resident
City with variety of businesses owned
by entrepreneurs; variety of
restaurants Middle of the road Residents
Blues and greens since Hercules
borders the Bay Trees, friendly people Interesting
Resident
Access to public transportation like
BART, TRAIN and other means of
transportations. More restaurants
maintaining a proactive police force for
safety .

Let Pinole have all the stores . Assist
Rodeo to have their grocery stores
and restaurants too.

Hercules is represented by other
ethnic groups . Residents None at this time .

A combination of the Powder plant ,
the tribe of the American Indians faces
of different ethnicities. Bold
Resident
Vibrant city with some good
restaurants on waterfront
Beautiful waterfront, more housing
options, more expensive houses
Dynamite factory history, community
celebrates its diversity Residents Natural
Resident Quieter, nicer looking Residents Green, Blue, White Refugio park, water, trees Natural Resident Addition of ferry and Amtrak services
Hercules compares not as favorable to
Martinez and Pinole due to lack of
businesses. Visitors None Natural
Resident
Known for mom & pops downtown
area
Pinole business are better, but
residential area is far better in
Hercules. Hercules dynamite Residents Green, keep same colors Water views, willow trees that need to
be replanted Bold
Resident Safe quiet suburban city More expensive Diverse community and affluent Residents Blue and yellow Refugio Creek, Bayfront, and Hercules
mountains
Elegant
364
18 Prepared by Tripepi Smith
Survey, Page 5
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident
More shops, food and maybe a ferry
stop! Small town vibe at the edge of a
city
Much safer and cleaner than rodeo.

Pinole has a better downtown area
which I think attracts people- farmers
market- weekly community events
The bayfront trail and neighborhood-
diversity- great parks- beautiful
sunsets Residents Not sure!! Water and hills, walking trail, sun Interesting Resident Yes Good None Residents Modern
Resident
A town with dining and shopping
similar to El Cerrito but also having a
train stop &/or ferry terminal
It doesn’t compare. It’s unique in its
blandness. There are none Visitors Not particularly Interesting Resident The same size. Slow expansion
Still has the small community feel. Let’
s keep that. Small town feel. Residents Blue, Black, White Quails, refugio park dome, red-winged
black bird, dynamite, Bold
I visit Hercules
A vibrant downtown area with shops,
artists and cultural events. Smaller, more centralized.

Dynamite! The city is built where most
of the dynamite used to build the
railroads and tunnels through the
impenetrable mountains was
manufactured. Embrace it! Everyone. Embrace our history Red and yellow Don’t do something boring and copy
Pinole- “Hercules is dynamite” 🧨🧨
Resident
A safe, attractive, city hosting various
events to build community. One
example: Music in the Park Better The dynamite history. Residents No The ignition switch (the plunger to
ignite dynamite, like the one in front of
the Shell Gas Station. Modern
Resident A high-tech hub
Much better as an image of a
township but with relatively little retail
economy...few stores and shops.

Wonderful color and history, some
tech presence such as Biorad Businesses
No, but the colors in the present logo
are very pleasant.

No real views or ideas on this
question. There are no buildings or
landmarks I can identify. Elegant
Resident
A destination spot for eating out and
dates.

Way better than Rodeo! Pinole has
most of the key business we need
such as stores and restaurants Residents No Dynamite! Interesting I work in Hercules
A place where people come to visit,
eat, walk, enjoy the out doors....

I think Hercules has a very quaint and
small town coast feel compared to the
surrounding cities.

It is not a cultural or historical
reference, but when I think of
Hercules, Refugio Valley Park
immediately comes to mind. It is on
the corner of two main streets in the
City. It is a pleasant surprise when
you get off the freeway and come
down Sycamore Ave. and see this
beautiful park off to your left.

I feel residents should be most
connected to the branding, but visitors
should also be able to connect the the
branding to the City. Blues, greens, yellows, oranges The gazebo in Refugio Valley Park Friendly Resident
An Eastbay hotspot for food and travel
hub
Hercules has more open space and
fun outdoor activities, newer housing,
better views
Not cultural but more scenic views to
enjoy and newer housing Residents
Blue for the bay, green for the valley,
and grey for the interstate that splits
the two views
Bay, rolling hills of the valley, and I-80
in the middle Modern
Resident
Transit hub. Ferry, rail. Like we were
always promised
Hercules has the greatest waterfront
potential. Refugio park and walking
trails are very nice
I LOVE the diversity of our residents.

Festivals like the cultural fair, 4th of
July, etc. Residents Green gold red
I would like many different color hands
high fiving Modern
Resident
To have more sit down restaurants
and shops.

Hercules is well maintained/but Pinole
has the business-
Historical-immigrants help with the
dynamics of Hercules’s-processing
dynamite during WW2. There are
historical buildings still here in
Hercules. Residents
Blue, green , and our City’s mascot
should be colored in with browns
Our city’s mascot, the bay, and native
trees. Sophisticated
Resident
A city where I can invite people for
interesting activities and be able to
comfortably walk from one point of the
city to the other side.

The level of safety is great. The
physical environment feels welcoming.

I only hear about the former dynamite
production center from the past. In its
current state, it gives great
multicultural presence in the
community and businesses. Residents
The arbor elegance is what stands out
for most of my friends who visit me in
the refugio area, along with the
aesthetic coastal scene. So maybe
nature-oriented and the coastal
colors?
Refugio Valley road and Bayfront Blvd
north-side coastal view. Modern
Resident A small, safe community.

Should have more eating places and
not just cater to Filipinos. It is a charming city. Residents Green and gold The park Confident Resident
Excellent town with quality education
for our kids.

Needs to attract more business and
support system for our kids. Working community Residents Go with the high school mascot.

Hercules high mascot color should
represent the city. Modern
Resident Yes I think Hercules is beautiful and quiet.

It’s a quiet and nice neighborhood with
lots of walking trails and scenic views
of the bay. Residents
Greens and blues, with maybe a pop
of color like yellow. The waterfront Reliable
Resident Safer I like it the best Not aware of any Residents Casual Resident Progressive and manged traffic
Quiet and place to raise young
families Diversified Residents Green - Dynamites Elegant Resident
A model for responsible open space
management, climate resilience, and
responsible water and energy use
Less community spirit and
connections (e.g., farmer's market,
etc) I don't know Residents Green blue Poppies, quail, deer, waterfront Natural Resident
A peaceful, nurturing family oriented
community with high achieving
schools and a strong community
Hercules is far more pleasant than
neighboring communities, but it also
benefits from being close to many
other neighboring cities
We have a much more diverse
community than most parts of the Bay
Area while still having much more
economic equity than other diverse
communities Residents
Our beautiful green hills in the winter
or the glistening blue San Pablo Bay
waterfront Our hills + our water front Friendly
Resident
Just as it is: nice quiet community
close to major cities and popular
destinations while still feeling that your
in "small-town America "
I prefer Hercules. Much more
pleasant
Being bordered by HWY 4 and the
Hercules hills makes it feel that we're
in the country. Residents Gold, brown, green Rolling hills, gateway to HWY 4/80 Natural Resident
Pinole has more stores and activities
that benefit the community and its
residents unlike Hercules. Residents Elegant
365
19 Prepared by Tripepi Smith
Survey, Page 6
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident
I’d like to see Hercules as blooming as
Concord where Bart to be able to
come to here.

Hercules infrastructure are much
newer and nicer than the neighboring
cities. The diverse community Residents
Hercules is historically a mining town
therefore gun metal color, blue for
water front and green for trees. Trees, trails, and bird Sophisticated I visit Hercules
Less traffic, less crime, bigger parking
lots and more places for senior
activities (bingo) No fun. Visitors
Spring colors purple pink yellow
lavender The water Friendly
Resident
A transit hub with amyrak and ferry
and new businesses down by the
waterfront and better walkable access
from the other side of san Pablo
Hercules is classier. Somehow it is in
newer and nicer condition than those
cities
The powder keg theme vibe- dynamite
donuts- share tea the waterfront and
walking path and access to
neighboring communities by walking/
biking Residents
Classic colors - i like evryrhing in the
newest areas that have been built in
the last 6 years
The water- especially all the preserve
area and the powder keg/ dynamite
theme. Interesting
Resident
The safest place for a child to grown
up in. And a place where restaurants
and outdoor seating close to parks
and playgrounds meet in a lively
walkable downtown area.

Cleaner, better roads, better schools
(but not enough choice), and better
parks. Also better weather than
Berkeley, SF etc.

The dynamite stuff and the railroad by
the bay. Residents
Green and yellow because that’s the
grass in winter and summer. And the
colors of the houses down by the
waterfront.

Dynamite and trains. And colorful
houses by the water. Elegant
Resident
Better: retail sales tax, community
events, energy efficient, The Point
access with water recreation activities,
Rodeo needs to be annexed into
Hercules and it needs a major
overhaul. Pinole is killing it in retail
sales tax but the town feels disjointed.

Hercules does not.

Diversity, generational, walkable,
green All of the above
Would love themed art installations
that reflect the community and have a
welcoming feel. Sunset orange,
dynamite stick red, sunshine yellow,
and purple
Diverse people, dynamite, (please
take photos of for history and
preservation, but get rid of the old
wooden decaying homes in the
promenade). Make the old powder
company administration building a
museum and children’s music and arts
center. Modern
I work in Hercules
i want it to be a combination of home
town feel with vacation/ sight seeing
for visitors Hercules is awesome.

I like the history of Hercules.

Specifically how it is attached to the
demigod and the powder company
It should be inclusive of residents
businesses and visitors Greens, teal, orange, yellows
the victoria by the bay , the gazebo
and the hills overlooking the san pablo
bay. Confident
Resident safe and clean City to live with same n/a businesses and resident Confident Resident
a place that people want to come and
visit often it’s is very quiet compared to others
the garage sales and the 4of july
parades were nice Businesses blue green gold
the big gazebo at the park and the
ducks Modern
Resident
A commuters dream with a BART
extension on the way!
Nicer atmosphere but wish we had
more restaurant and retail options.

Love our library and Rec center!
Library, Rec Center, community
programs and celebrations Residents The nearby bay and all the trees Sophisticated Resident
Each neighborhood becomes a gated
community. Cleaner.

Shameful the dynamite factory was
torn down. A train station should be
built that looks like the old factory. Historic High school's colors The old dynamite factory. Reliable Resident
Quiet neighborhood, no hotels, just
good local restaurants and mom/pop
stores
safer than both but not enough
restaurants compared to Pinole
I wish there was a Hercules museum
that told the story of the dynamite
company Residents No Dynamite Elegant
Resident
A mixture of family oriented and a
downtown with fine dinning.

Quiet, safe city with potential for
growth and keep its uniqueness.

The beautiful neighborhoods and the
waterfront Residents Modern, neutral colors- nothing bright Refugio park and the waterfront Elegant Resident Destination city. Not enough shopping or restaurants. Mixed community. Dynamite plant. Residents What we have is fine. I like what we have. Bold Resident
Less of a bedroom community and
more of a place to live and enjoy.

Much better than Rodeo, but lacking
the retail, commercial, and restaurants
of Pinole.

Great mix of cultures that share family
values. Residents Blue, green, white. Waterfront, hills, valley, dynamite. Modern Resident
To have a ferry service to go to San
Francisco or to marin county
Hercules has better parks but need
more commercial stores, like Pinole
It use to be a place where gun powder
was made , hence the name and also
called the dynamic city Residents Change the color of the bird to gold, The circular design seems
appropriate, maybe lighten the color of
the letterings Interesting
Resident
More restaurants walking distance
around the waterfront, more parks for
kids, the trail finished. A elementary
school on the other side of 80
We lack shopping stores, and more
diverse food.

The waterfront views, Hercules
dynamite history Residents Green, clean and peaceful Sophisticated Resident
Hub for businesses and economically
flourishing Faster paced Small town feel Businesses Rustic brick red and titan blue Waterfront, trains, hills, refugio half
dome Interesting
I work in Hercules More culturally active
They are 1 level above Pinole and 3
above Rodeo Diverse population Residents Use high school colors Refugio Park Natural Resident
Walkable downtown with locally
owned restaurants and shops.

Better than Rodeo, not as convenient
as Pinole
Mural under the overpass. Refugio
Valley Park Residents Navy Blue and green Park structure dome Reliable Resident
More community events for families,
complete streets, more multi use
buildings for businesses and
apartments, farmers market, upgrade
aging community parks etc.

Hercules is relatively safe, and cleaner
streets.

Biorad & Dynamite Residents Green, brown and purple Refugio valley park white structure Elegant Resident
Continue to grow as a great place to
plant roots as Hercules strong and
safe!
Hercules remains my preference
although we have great neighbors.

The melting pot aspect appeals to me
most In Hercules. A healthy blend of all the above
I’m fairly neutral although I generally
favor red, green and blue.

I love our city marquee and hope it
remains intact…I resonate with the
geography it highlights. Casual
366
20 Prepared by Tripepi Smith
Survey, Page 7
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident
Like to see more city events. They
are coming back since the fraud.

Would like to see the street I live on
Falcon Way be paved completely the
part that has not been paved really
needs it ! Most of all would like more
to be done about cars speeding in
Hercules. I called the police station a
month ago regarding speeding that
occurs on falcon way during school
drop off time. This is a residential
neighborhood and cars are going 40
and 45 miles done our street. I
suggested maybe one of the speed
monitors that shows people how fast
they are going to remind them they
should go 25 miles an hour. I have
not been contacted by the Hercules
police yet. I understand they are
probably understaffed and busy but I
have I Hope something can be done.

Besides these comments I really love
living in Hercules it’s a great
community!!!!
Hercules is much nicer less crime
better homes and schools
I choose Hercules as a place to live 30
years ago as it is a culturally diverse
community. I did not want my child
to grow up in an all white community
as I did in concord back in the 60s. I
am white yet embrace diversity Residents Friendly
Resident
Cleaner from litter and dead trees or
outgrown grass. Easier to open small
businesses. No homeless people.

Clean pond (Refugio Park). Parks
remodeled
It’s about the same except the lack of
shopping and dinning options
Population ethnicity, origin of name,
Native American territory Residents Green and blue Natural Resident Liveable
We are more diverse, have a higher
level of educational accomplishment,
and we have a higher per capita
income. We also have better
infrastructure (e.g., underground
utilities), nicer parks, and rules on
parking that make the city a more
pleasant place to live. Diversity, location on the Bay Residents Blue for the bay, green for the
parklands
I can’t think of a single landmark.

Reliable
Resident Finish the plan Has more nature and natural beauty Dynamite history/ its name could
represent the strength of the character
Hercules Residents
In the spring it’s as green as Ireland,
then golden as it warms
The strength of the character
Hercules/blasting dynamite/ natural
beauty of rolling hills down to the
waterfront/flocks of turkeys-haha Confident
Waterfront finished, Fairy Service
Olympic Park restored. Historical
buildings renovated and restored to
either businesses or living space.

More neighborhood restaurants.

Fireworks for the 4th of July.

Hercules and Pinole are one in the
same. Rodeo needs allot of help, allot
of repair.

Please don’t make this cultural. We
are all one.

Historic aspects, could be the
Dynamite factory. The C&H sugar
factory, the historical housing. The
trains.

Should represent the beauty of the city
that is to be enjoyed by all.

I like the blue and green it is fresh
Something that symbolizes a balance
of strength and beauty. Elegant
Resident
Nice restaurants and decent shopping
availability. It is ok. Not much. The water views are ok. Residents Blue and green are adequate Water and vegetation
Modern
Resident
A safe, well-thought out city with
walkable features, green space, and
businesses that reflect/are owned by
the residents.

Hercules is not as run-down as
Rodeo, but does not have the breadth
of businesses that Pinole does.

The Hercules Dynamite Company and
the strong Filipino connections are
unique aspects. Residents
The blue/green in the current logo
signify Hercules to me (water/land)
Well, dynamite represents it, but
maybe not in branding. HIlls, trees,
and water are part of the identify,
though houses and traffic are what is
most visible about the city. Friendly
I visit Hercules
In 5 years I would like Hercules to be
thriving with more restaurants (more
trendy restaurants) and maybe even
shopping. I would like to see more
community events, especially during
the Summer season (maybe concert
in the Refugio Park with local vendors,
performances from the schools in
Hercules, and big artist too).

In comparison to its neighboring cities
Hercules is thriving. Hercules has
clean streets and a sense of safety
and security that is unmatched by its
neighboring cities. Visitors Green, blue, brown, yellow The globe, pond, and ducks of
Refugio valley park. Friendly
Resident Finally done with construction Cleaner The park Residents Greens and browns The fountain at the park and the bay
front. Casual
Resident
With more restaurants and shopping
stalls
Safer, quiet, cleaner, but we need
more attractions like the shopping mall Not sure Residents Keep blue and green Trees & round about Interesting Resident
Destination city with places for
families.

Pinole has better food options and
places to sit down. Hercules feels
safer and the parks are nicer. Family feel, many different ethnicities. Residents No People together safely coexisting. Modern Resident A diverse and thriving community.

The lack of strong historical
community gives Hercules a more
inclusive vibe that feels younger and
current compared to it's neighbors.

And what's more exciting than a
powder plant history-explosive!
Hercules seems so culturally diverse. I
think it was developed as a suburb
and doesn't have quite the historical
baggage of a dominating culture. Schools
Powder plant, bay, green hills, trees,
CA poppies Reliable
I visit Hercules Very dog and pet friendly place.

Hercules is a place where life is good
just Pinole and Rodeo. Creative thinkers all
Colors of the San Pablo Bay shore,
especially in the evening and morning
Healthy human children and healthy,
watershed and healthy, generational
history Natural
367
21 Prepared by Tripepi Smith
Survey, Page 8
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident
A safe and clean community with 9/10
rated schools to raise a family. No comment
Diverse, younger, Bay front
community Residents Blue, green and orange Sunset, Bay front Interesting I visit Hercules A place with more affordable housing
Hercules is more upscale than Rodeo
as far as housing but doesn’t offer the
shopping experience that Pinole has Residents Sophisticated Resident Progressive
More established than Rode but Not
as many retail businesses as Pinole
For years Hercules has been resistant
to change and growth. Need to
expand our businesses to draw
surrounding populations to our
community Businesses N/a 󰤀󰤀 Friendly
I work in Hercules Sports It's the best for parks and such Nothing Residents Green and blue The creek Friendly Resident
More community events,
shopping/down town area
More appealing than Rodeo, similar to
Pinole (though Pinole has cute
downtown). Hercules has nice Rec
programs and pool! Residents Reliable
Resident
A city with good local shops, more
restaurants, and unique businesses
Rodeo feels more historic, but much
less diverse, and Pinole has all the
commercial retail
We love all the Black and Brown
families here Schools
Hercules Middle and High School
colors, or dynamite red Frog Pad park, dynamite Interesting I work in Hercules Family and community oriented Fast growing Diversity, in ethics, age, religion Residents Purple,yellow Refugio Park Fountain Confident Resident
A city with many activities for children.

New baseball field, basketball courts,
pickle ball, wall ball. I hope it has
many things to do for children outside
so that kids spend more time outside.

Maybe even free water park/splash
pad like many cities in Texas have Much better than Rodeo and Pinole Mural portraying our cities history Residents The golden color of dried grass in the
summer The Gazebo in Refugio Valley Park Elegant
I work in Hercules N/A Not much things to do Not sure Businesses Green, Blue, Black and White Trees and water Friendly Resident Safe and quaint.

History with the dynamite factory; the
closeness of the community and the
shared commitment to safety in the
city. Residents
Sycamore trees, the mural located
under the freeway/train track
overpass, Sophisticated
I visit Hercules Safe & “financially surplused”
I love all cities in America but I love
Pinole and Hercules and Martinez
especially. Ahem, Hercules has a nice
childhood memory connection with the
small franchises yet Pinole is
complimentary in a completely
different way; on the other ends,
Rodeo is very San Francisco Suburb
like and Martinez could still be a
functional mining and cowboy town…
the whole area fits nicely together.

Democracy based childcare/equal
opportunity/ great fast foods that all
Americans love & democracy based
women’s rights advocates of whom
many of which are republicans is
powerful stuff… as a current cultural
moment of worldwide movements in
every areas individual way.

Schools, Visitors, Seniors &
Businesses
Hercules can be seen through many
angular colorations.

A lighthouse inland /windmill vibe /
Zorro horses Sophisticated
Resident
More of a small city with local shops
and places to eat. A 'Main Street'
experience would be awesome.

It compares well to Rodeo, but it lacks
the small town feel of Old Town
Pinole.

I suppose the railroad history, as well
as the TNT factory. Residents Not really
The library is certainly a great building
and landmark. Beyond that, maybe
the stairs at Discovery Bay. Reliable
Resident A beautiful affluent suburbian city.

Definitely better than Rodeo in terms
of residents and crime. Pinole has its
own old town charm. The different cultures. Residents Whatever looks good w green.

The bay for sure. It's history w the
powder company during the world war Natural
Resident
A safe community free of traffic
congestion, trash, and dog poop
along walkways, that has engaged
leaders who break the norm just
enough to stop the status quo and
bring in unique businesses with real
long-term profit potential, providing a
desirable, clean, and peaceful place to
call home.

Better than Rodeo, not as good as
Pinole when it comes to being an
actual city with thriving businesses
and reduced congestion.

The Hercules Powder Plant is the
most unique and interesting historical
feature along with the Native
American Indian’s inhabitation of the
area. Residents
For some reason sky blue/turquoise
come to mind.

Powder keg, representing the old
powder plant. Interesting
Resident Fixing the streets The same and garbage N A Residents Yellow 🟡🟡 and purple 🟣🟣 N A Interesting Resident Fixing the streets garbage Garbage and fixing the streets N/A Residents Modern I work in Hercules Growing
Much more beautiful than the
neighborhood cities Waterfront Residents blue and green Sophisticated Resident
Crime free/ safer place for our
residents It’s still better than both cities Residents No N/A Modern Resident
A destination for its commercial
options
Better than rodeo, less advanced than
pinole
It’s part in history with dynamite
production Residents Earth tones Dynamite Natural
Resident
Bigger with more shopping stores, bart
and 5 start hotel
Clean and quiet and safe Mix of different cultures Residents Yes. Like it Green Friendly Resident
A more self sufficient city that satisfies
all of my needs in one town. I don't like
giving my tax money to Pinole when it
could be going to Hercules.

Pinole has many more options for
food, stores, etc. Dynamite factory. Residents Dynamite. Bayside. Interesting 368
22 Prepared by Tripepi Smith
Survey, Page 9
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident
I would like to see a regional sports
recreational area on the site of
Hercules Point with basketball, tennis,
and pickleball courts, outdoor
amphitheater, and a shoreline bike-
walkway connected to the Bay Trail.

Hercules is a newer community with
many outstanding activities for families
with small children, but lacks
programs and facilities for older
children and teenagers. Hercules
lacks an active and welcoming central
business district for visiting, lounging,
shopping and dining. The North Shore
business park appears remote, empty
and lifeless. BioRad in particular is
unwelcoming to its neighbors and the
rest of the community.

Multi-cultural community; all are
welcomed to live here and raise a
family. Residents
Green and Gold representing the
verdant green rolling hills of spring
time and the golden rolling hills of
summer. The Hercules public library. Interesting
Resident
I’d like it to stay as it is with no
additional housing. I’d like to see
Amtrak stop here and a ferry service
as well. I think it’s much nicer.

Our little old Hercules by the bay is
nice! Residents
We should have a statue of Hercules
in our city park on Refugio Valley
Road! Natural
Grew up there, registered to vote
there More lively recreation spaces for kids Bigger city and nicer amenities Vibrant Filipino community Residents No Quail, poppy Interesting Resident To connected to the BART !!!! Unique small city… It’s a diverse neighborhood. Residents Friendly I live in Hercules and I am also a
Police Reserve Officer and PIO
A close knit community where
residents can live, shop, eat and have
local activities and entertainment.

Businesses should be convenient for a
"bedroom type community
I think we are closure, community
wise, to Pinole, community wise.

Budget and Covid put a lot of our
Cultural and Community events on
hold. We are slowly moving back to
some of them. However it seems the
City is moving away from the History
of Hercules. The Hercules Powder
Factory, and all its History to the
founding of the community seems to
be gone. The old club house, and
other historic buildings were supposed
to be saved and restored, but have
been left to rot. They hare now
hazards and should be respectfully put
out of their misery. The "Historical
Society should be given some help to
put together a "real " museum or
display, maybe in the Library.

The history. We do not need a new
brand, just juice up the one we have Build on what you have If you have to make a change refer to
the History of this town. The Powder
Factory Friendly
I visit Hercules A fun relaxing place to hang out.

Neighboring cities are pretty much the
same as Hercules, except style of
architecture. Historic gun powder fields Residents Reliable Resident
THE residential destination for the
area. BEST but could be even better. Residents Strength and prosperity. Modern Resident Well planned community The history of our city Same colors currently used Stay the same or maybe swap out bird Confident Resident
A place where residents don't have to
go to other cities for restaurants,
hotels and other services Better than Rodeo but not Pinole Residents Hercules school colors white &
turquoise Deer, ducks, turkeys, dynamite Natural
Resident
Better, safer, cleaner, net zero
(sustainable), refreshed (streets,
street lights, landscaping), better
quality businesses, high quality
medical facility/hospital, city other
cities look up to
I live in Hercules, but send my kids to
school / play sports in Rodeo, and we
tend to go to Pinole to eat & shop
more. We go to other cities for health
care It’s diversity Residents inspired by the natural landscape Rolling hills by the bay Modern Resident
A safe neighborhood with plenty of
commercial businesses. I would also
love to have BART, AMTRAK, and the
ferry stop by here.

We are certainly more developed than
Rodeo, but Pinole has a lot more
restaurants and small businesses to
visit.

We have very well run and maintained
parks. I like our tennis courts and our
parks and waterfront a lot more than
other east bay cities. Residents
I think green, yellow/beige, and a
dusty brick red represent our city quite
well.

I think the white structure at Refugio
valley park represents us well. I would
like for our branding to include a tree
or plant that’s native to our area, but
most of our trees are invasive (ie
mimosa trees and eucalyptus trees) Casual
Resident
A centralized hub (transit center with
train, bus, and ferry) and community
focused with a unique historical past
and natural beauty to share with
residents, business owners, and
visitors.

The smaller newer city with a small
town, close-knit community feel with a
unique history (explosive plant) and
natural beauty (Bayfront and beautiful
storybook homes). A lot of growth and
potential ahead.

Explosive plant, historical homes that
were moved over land (wow), Bay
Trail, old building s along the trail and
Bayfront that can be restored and
used as a museum to share the
Hercules history. It's a relatively young
and beautified city with a town feel. Residents
Blue from the Bay, green from the
flora in the creek leading to the
Bayfront, colors from the storybook
homes, and dark red for the
explosives
Creek leading to the Bay, historical
houses, dynamite Natural
Resident Transit center built Poorly None Grow Hercules Resident
A thriving community with great parks
and our own school district -
completely separated from WCCUSD
Pinole seems more community
oriented. You just don't see people out
locally. I can go for months without
running into someone I know shopping
or being out and about in Hercules. It
seems like when people go out they
go somewhere else. I see more
people I know at Pinole events.

We have a significant Filipino
population, we are "Dynamite!", Native
American history, diverse and growing
population Residents Red, yellow, green, blue Trees, birds, bay, railroad, science Natural Resident A safe and diverse community
I feel Hercules is more about its
residence and less about retail (vs
Pinole) which I love. Safer than
Rodeo. It’s diverse community. Visitors Blue and gold Dynamite Natural 369
23 Prepared by Tripepi Smith
Survey, Page 10
What is your relationship to Hercules?
(Choose all that apply)
What would you like Hercules to be in
5 years?
How does Hercules compare to its
neighboring cities? (Rodeo, Pinole,
etc.)
What are the unique cultural and/or
historical aspects that distinguish
Hercules from others?
Who should the branding best
represent/who should feel the most
connected to the branding?
Are there specific color combinations
that you feel are meaningful and/or
specifically represent Hercules?
What symbols, icons and/or
landmarks do you believe best
represent Hercules' identity?
Which font below most feels like
Hercules?
Resident
A city that keeps its small town charm
and kind, safe values but expands its
culture, business and entertainment
options for residents
It’s absolutely a better place to live,
however I find myself going to Pinole
to do all of my shopping and activities. Residents
Green (lots of trails, trees and nature)
and blue because we are near the
water The Bayfront Reliable
Resident
A city for non- residents and residents
to gather It’s more modern Unsure Residents Green and blue The willow trees during spring Sophisticated Resident

1. Ferry is built 2. Medium to high end
restaurants are coming. 3. School
quality is improved.

Hercules is more modern. It has more
potential. Pinole has more good
quality restaurants. It has more
community centric. Not sure about
Rodeo. The downtown is quite
rundown.

I can’t think of any. I suggest we shall
have something stand out. We needs
something eccentric, such as installing
the drunken Hercules statue (by Artist:

Peter Paul Rubens created in 1611) ,
so people can come to take a picture
and laugh about it to spread the
words. Visitors
Green, representing live, growth,
harmony, freshness. The Drunken Hercules statue Futuristic I participate in Hercules programs
Hav we a train station, ferry terminal
and businesses at the waterfront! So much potential, not being utilized! Waterfront, diversity….. Residents No Powder Company, the Bay Natural Resident
I feel the charm of Hercules is that
we're just small enough. I don't see
Hercules as this ever expanding super
modern city. I like the small town
charm of our city. It already feels like
we're bursting at the seams. If we
were looking to brand ourselves like
Napa per say. Napa being known for
wine. It would be nice if Hercules was
known as a great foodie destination.

We're already so culturally diverse
which I love. Celebrating our
community with food from our cultures
and becoming a destination place to
eat would be awesome
Rodeo is so quiet. Pinole is huge and
has practically everything, but I can't
really say it's known for anything
specifically. We're like the perfect in-
between of the 2 cities.

Well we are the dynamite city. No one
else can claim that. We have such a
beautiful long standing mural which
shows and honors the history of
hercules's original ancestors. I just see
us as a very diverse city and there is
so much beauty in celebrating the
diversity that we offer and share as a
city. Residents
We are near the water and have a
long creek that is the center of our
beautiful park so blue. There are the
oak trees that are native to here so
green. Our hills turn golden in the
summer so yellow.

Refugio Valley park. Oak trees. Our
mural tells our story and our diversity. Casual
Business Owner More family restaurants Just and quiet area Visitors Black read gold Turkey’s or the dears Reliable Resident One of the best place to live No comparación The Asian people Residents No Modern 370

BY TRIPEPI SMITH

LOGO DEVELOPMENT
Draft-01, 8 Concepts
Hercules Seal
Hercules Logo
?
371
Horizontal
Concept 1 One-color Icon
Inspiration:
— vista (beauty)
— bay (waterfront potential)
— homes (family)
— tracks, bridge (infrastructure)
— park (wellbeing)
— pavillion (landmark)
— Greek pattern (Hercules myth)
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

City of HerculesCalifornia
City of HerculesCalifornia
Since 1900
372
Horizontal
Concept 2 One-color Icon
Inspiration:
— vista (beauty)
— bay (waterfront potential)
— homes (family)
— park (wellbeing)
— pavillion (landmark)
— multi-color (diversity)
Icons: used together or separately
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

H/e_rcules
H/e_rcules
H/e_rcules H/e_rcules H/e_rcules
H/e_rcules
Open SpaceDiversityBeauty Homes
373
Horizontal
Concept 3 One-color Icon
Inspiration:
— park (wellbeing)
— pavillion (landmark)
— sunflower (natural)
— sunflower (togetherness)
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

HERCULES

CITY OF

HERCULES

CITY OF

HERCULES
374
Horizontal
Concept 4 One-color Icon
Inspiration:
— hills & creek (beauty)
— bay (waterfront potential)
— home & tree (neighborhood)
— sunrise (optimism)
— park (wellbeing)
— bridge/lamp (landmark)
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

CITY OF
California

HERCULES

HERCULES

HERCULES
375
Horizontal
Concept 5 One-color Icon
Inspiration:
— vista (beauty)
— bay (waterfront)
— breeze (clean)
— sun (optimism)
— pavillion (landmark)
— pavillion (door/welcome?)
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

Open Space. Open People.

Open Space. Open People.
376
Horizontal
Concept 6 One-color Icon
Logo shapes align with seal.

Inspiration:
— weave (diversity together)
— sunrise (optimism)
— bay (waterfront potential)
— homes (family)
— bridge (infrastructure)
— hills/cloud (beauty)
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

City of Hercules
A Dynamite Community Since 1900
City of Hercules
A Dynamite City Since 1900City of Hercules
A Dynamite City Since 1900
City of Hercules
377
Horizontal
Concept 7 One-color Icon
Inspiration:
— frame (from Powder Co. office)
— bay (waterfront)
— constellation (Hercules)
— vista (beauty)
— trees/green (open space)
— arm/lightning (strength)
— arm/lightning (Hercules myth)
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

HERCULES
City of
California
1900

HERCULES
City of
California
H
1900
378
Horizontal
Concept 8 One-color Icon
Inspiration:
— colorful people (diversity)
— interlocking rings (togetherness)
***
Final logo will be delivered in
several configurations, not all
shown here. Shown here: vertical,
horizontal, 1-color.

HERCULES
Div/e_rsity Togeth/e_r
Div/e_r sity Togeth/e_r

CITY OF HERCULES
379

BY TRIPEPI SMITH

LOGO DEVELOPMENT
Draft-01, 8 Concepts
1 2 3 4
5 6 7 8

CITY OF
California

HERCULES
A Dynamite City Since 1900
City of Hercules

HERCULES

CITY OF
H/e_rcules

HERCULES
Div/e_rsity Togeth/e_r
1900

HERCULES
City of
California
City of HerculesCalifornia
Since 1900
Open Space. Open People.
380

DISCUSSION AND/OR ACTION

AGENDA ITEM

5. 22-841

381

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of April 23, 2024
TO: Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
Edwin Gato, Director of Finance
SUBJECT: Budget Workshop: FY 24-25 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) 24-25 annual budget, specifically on the following:

1. Reorganization of Human Resources and Information Technology (IT) divisions. a. Add Human Resources department and Director.
b. Reallocation of existing IT personnel from Administrative Services Department to the Finance Department.

2. Additional budget request and Attachment 1 describes the notable changes, along with the economic impact associated with each adjustment.

EXECUTIVE SUMMARY:

The City operates under a fiscal operating budget. This me eting begins the process of building the FY 24-25 Annual Budget. The proposed FY 24-25 Annual Budget presented in this report balances one-time and ongoing investments and long -term financial stability strategies. It is designated 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 28, 2024. City Council will consider adopting the proposed FY 2 4-25 Annual Budget after the second public hearing tentatively scheduled for June 25, 2024.

To begin the budget education process, the City 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 22-841
382
BACKGROUND:

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

This budget aligns Council’s priorities, ongoing programs, projects and activities with the budget and staff resources which consist 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 24-25 proposed annual budget compared to last year’s budget. The following categories explain the overall assumption 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 included a preliminary 3% wage increase pending the result of the labor negotiations with the employee groups.

B. PERS Miscellaneous and Public Safety Normal Cost rates are projected as follows based on CalPERS actuarial assumptions:

Prior Year Current Year Increase
Normal Cost % (Present Employees)
Safety Classic 27.1% 27.3% 0.2%
Safety Second Tier 24.2% 24.3% 0.1%
Safety PEPRA 13.5% 13.8% 0.3%
Miscellaneous Classic 11.8% 11.9% 0.1%
Miscellaneous PEPRA 7.7% 7.9% 0.2%
383
C. PERS Miscellaneous and Public Safety Unfunded Actuarial Liability (UAL) rates are projected as follows based on CalPERS actuarial assumptions:

D. Health care costs, including medical, dental and vision, are projected to increase by 3% from the FY 23-24 Kaiser rate.

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

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: $32,906
 One-Time Cost:
o General Fund: $78,000
o Vehicle Replacement Fund: $150,000
The City’s annual budget is a planning tool that matches the services desired by the 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 the General Fund five-year forecast to anticipate future needs and opportunities.

As the City d evelops the FY 2 4-25 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.

Prior Year Current Year Increase
Unfunded Actuarial Liability (Retirees)
Safety Classic 732,000 $ 986,000 $ 254,000 $ Safety Second Tier - $ 2,075 $ 2,075 $ Safety PEPRA 1,800 $ 10,640 $ 8,840 $ Miscellaneous Classic 599,000 $ 740,000 $ 141,000 $ Miscellaneous PEPRA - $ 4,577 $ 4,577 $ Total 1,332,800 $ 1,743,292 $ 410,492 $
384
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.

I. General Fund Revenue Estimates

As shown in the graph and as detailed in Attachment 2, overall General Fund revenues in FY 24-25 are projected to increase by approximately 2% compared to FY 22-23 Audited Actuals.

The bulk of General Fund revenues come from taxes Utility User’s Tax (UUT), Sales Tax, Property Tax, Real Property Transfer Tax (RPTT), Transient Occupancy Tax (TOT) and other taxes). If one or more of these key revenue sources were to cease $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 21-22
Actual
FY 22-23
Actual
FY 23-24
Budget
FY 24-25
Proposed
Others
Cost Allocation
Use of money & Property
Program Revenues
Intergovernmental
Taxes
385
local operations within Hercules, the resulting drop in revenue would likely have a significant negative impact on the provision of programs and services.

 Sales Tax
The largest revenue source for the City’s General Fund is remitted to the City from the State monthly. Sales Tax revenues are projected to increase based on quarter one analysis generated from the data from the California Department of Tax and Fee Administration (CDTFA) . 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.

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.

Annual Per Capital Sales Tax
(Adjusted for inflation)

Staff Assumes:
 Modest growth in Sales Tax Revenues based on the sales data from CDTFA, as shown in the above chart.
 Continued modest growth in employment, disposable income, G.D.P., Consumption of taxable goods.
 The baseline forecast assumes a very mild increase in estimate. Sales tax impacts, to a certain extent, will be offset by lingering higher than normal inflation.
386

 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 $4 million for FY 24-25. 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 bundled p ackages from the respective providers. These updated allocations shifted a more significant percentage toward data that is not taxable. However, the decrease in Wireless Telecom UUT revenues will be offset by the increase in Electric, Gas, and Water UUT revenues due to rate increases.

The following chart depicts the source of the City’s UUT revenues by category:

Utility User’s Tax
Summary by Fiscal Year

 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 24-25.
$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 18-19 Actual
FY 19-20 Actual
FY 20-21 Actual
FY 21-22 Actual
FY 22-23 Actual
FY 23-24 Projected
FY 24-25 Proposed
Electricity Water Telephone Cable Gas
FY 18-19
Actual
FY 19-20
Actual
FY 20-21
Actual
FY 21-22
Actual
FY 22-23
Actual
FY 23-24
Estimated
FY 24-25
Proposed
E lectricity 1,207,098 1,249,697 1,258,342 1,481,317 1,546,371 1,511,619 1,582,000 Water 615,518 691,261 753,301 739,777 713,884 791,520 799,000 T elephone 737,161 600,549 528,509 544,949 460,076 395,196 400,000 Cable 542,638 549,329 520,034 533,689 526,699 459,227 512,000 Gas 399,849 393,007 530,463 528,678 749,243 599,071 695,000 Total 3,502,264 3,483,843 3,590,649 3,828,410 3,996,273 3,756,633 3,988,000 387
City of Hercules
1% Weighted Tax Share

 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 10% of the rent the operator charges. The TOT is a general tax deposited into the City’s General Fund. TOT revenue is expected to increase due to new developments.

Airbnb and other short-term rental operations generate additional TOT. Per the Development Agreement with Hercules Self-Storage Management LLC, the City 388
is entitled to 10% of the rental income in -lieu of the TOT once a 90% rental threshold has been reached or three years following the City’s issuance of a Certificate of Occupancy (whichever occurs first). The next fiscal year will be the third year after the issuance.

 Parks & Recreation Program Revenues
Hercules Parks & Recreation offers programs suitable for the whole community, ranging from camps and sports programs to educational classes and community cultural events. During the pandemic, Parks & Recreation revenue was significantly affected du e to reduced programs and closures. The FY 24 -25 Proposed Annual Budget estimates that program revenues will continue to grow based on FY 22-23 actual revenues.

 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. On October 10, 2023, the City completed the user fee study and established appropriate cost recovery levels for City services that benefit individuals or groups rather than the general public. The new fees were adopted on October 24, 2023.

 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

Salaries &
Benefits
58%
Contracts
22%
ISF Allocation
10%
Other
5%
Debt
5%
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The graph shows the General Fund's ongoing expenditures by category. They are projected to increase by 7% compared to the prior fiscal year's budget, as summarized in attachment 2, based on the assumption explained above.

Also, a significant increase of approximately 17% or $230K for insurance premiums reflects ongoing volatility in the insurance market that experience considerable losses in natural disasters, cyber-attacks, etc. throughout the Unites States.

III. General Fund Projected Net Annual Results

The General Fund is projected to end the fiscal year with positive operating results of $400K, approximately $1.9 million in available ending fund balance, and $4.9 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 proposed budget.

However, the five-year forecast assumes a one-time full repayment to retire all CalHFA loans as agreed on October 18, 2013. As a result of these repayments, the General Fund forecast will temporarily experience a deficit. There are sufficient funds in the operating reserve to cover the deficit.

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 390
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. The funds are held until the final court disposition is received. The funds are restricted to police-related activities only, and in FY 24-25, $117,000 is proposed to fund the Police Department lobbies. The fund is projected to end the fiscal year with $28,000 of available balance.

b. AB 3229 COPS Program (Fund #201) : The California State Legislature created the Citizens Options for Public Safety (COPS) program. The funds are restricted to front -line law enforcement services. The City rece ives approximately $150K yearly, which is transferred to the 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 24-25 projected ending available balance is negative $304,838.

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 facilities . 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 24-25:

• Public Facilities (Fund #241): $154,359
• Community Development Tax Fund: $3,536
• Other Development Fee (Fund #243): $73,708
• Police Facilities (Fund #244): $68,843
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• Fire Facilities (Fund #246): $0 (Revenues remitted to the Fire District)
• Parks & Recreation (Fund #247): $191,954
• Public Benefit Fee (Fund #249): $249,867
• Transportation Facilities (Fund #261): $128,408
• 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 Program. The revenue estimate for FY 2 4-25 is $728K and the proposed budget is approximately $919K for repair and maintenance, and $100K for Capital Projects. The projected FY 24-25 ending available balance is $0.

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 similar to the Gas Tax. The revenue estimate for FY 24-25 is $520K and the estimated ending available balance at the end of the fiscal year is $0.

h. SB1 Road Maintenance and Rehabilitation Account (Fund #268): Senate Bill (SB) 1, Chapter 5, Statutes of 2017, created the Road Maintenance and Rehabilitation Program (RMRP) to address deferred maintenance on the State Highway System and the local street and road system, and the Road Maintenance and Rehabilitation Account (RMRA) for the deposit of various funds for the program. A percentage of this new RMRA funding will be apportioned by formula to eligible cities and counties under Streets and Highways Code secti on 2032(h) for essential road maintenance, rehabilitation, and critical safety projects on the local streets and roads system. The revenue estimate for FY 24 -25 is $673K, and the proposed budget is $615K to fund Capital Projects.

i. 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 24-25 estimated ending available balance is $524,432.

j. Water Quality Retention Basin (Fund #387): This fund accounts for revenues from Property Tax Special Assessment for the formation of City of Hercules Community Facilities District No. 2017-01 on April 11, 2017. Development of the Bayfront and Muir Pointe created the need for construction of water quality 392
detention basin for runoff generated by the improvements construc ted to support the developments. The CFD was formed to create a funding mechanism for the maintenance costs associated with the water quality detention basin. FY 24-25 estimated ending available balance is $253,752.

k. 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 4-25 ending available balance is $53,002.

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

m. 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 24-25 is $1.1 million.

n. Successor Housing: On February 27, 2024, the City Council adopted a resolution and elected to become the Housing Successor to the Hercules Redevelopment Agency. This allows the City to actively administer the $4.3 million in outstanding loans and access the $5.3 million in Housing Funds to pay for Housing Successor administrative costs and affor dable housing development. Housing asset funds may be used to develop affordable housing for extremely low- to low-income households. Staff will update the Council on the administration of the affordable housing loan programs sometime in May.

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.

393
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 is restricted and pays for the sewer system's operations, maintenance, and capital improvement. The revenues collected from sewer fees cannot be used for non -sewer-related purposes. For FY 24 -25, the proposed operating budget is estimated to be $4.4 million, with capital improvements of $640K and an annual debt obligation payment of $2 million. Currently, staff is conducting a sewer study to assess the fund's health and present the result to the Council once completed.

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. The two ISF manages the City’s Information System (IT) Operations and Facilities Maintenance.

Vehicle Replacement ISF
The City developed a replacement cycle plan. The model provides for the replacement of vehicles on a schedule based on age and mileage. Some vehicles need to be replaced before the targeted age and mileage threshold, and others can be extended beyond the established schedule. All vehicles are evaluated using these criteria and assessed for maintenance and gas consumption costs to determine the appropriate replacement time frame. For FY 24-25, the budget provides for replacing the following:

 Replace the existing two Public Works pick -up trucks that exceeded the dependable service life. (Estimated cost: $150,000)

There is sufficient available balance in the Vehicle Replacement fund to fund the proposed replacements.

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 24-25 proposed IT operating Budget is estimated to be $ 1 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 dep artments for the cost of providing facility maintenance services. This interservice fund pays for the maintenance and repair of the City’s facilities which include:
394

 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 staff, and utilities. FY 24-25 proposed Facilities Maintenance Budget is estimated to be $324,575. 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 24-25, the projected ending available balance is $219,696.

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 is in development, and expenditures are currently charged together with IT Operations as “pay-as-you-go.”

The ISF receive money from the other operating funds, like the General Fund, Special Revenue funds, Sewer Enterprise Fund, etc. These operating funds contribute not only to 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 24-25 debt service payment obligations:

395

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 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 the 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, 2023, the remaining balance was $5.1 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 CalHFA has not formally agreed to renegotiate the loan and it remains unknown what the terms would be; staff will report back to Council on this matter once CalHFA has agreed to the terms.

Capital Improvement Projects (CIP)
Each year staff develops and presents to City Council for adoption a CIP budget alongside the operating budget for the coming fiscal year. The CIP budget is adopted Name Principal Interest T otal
2020 P ublic Financing Authority (P FA) Lease
R evenue Bonds
$457,061 $106,369 $563,430
2009 P ublic Financing Authority (P FA) $275,000 $630,296 $905,296 California Housing Financing Authority (CalHFA)
HE LP Loan
$100,000 $100,000
California Housing Financing Authority (CalHFA)
R DLP Loan
$100,000 $100,000
E ngie E nergy Construction Loan $130,064 $104,963 $235,027 2021 P ublic Financing Authority (P FA) W astewater
R evenue Bonds
$375,000 $179,512 $554,512
P ublic Owned T reatment W orks Construction Loan$1,173,285 $337,553 $1,510,838 T otal, A nnual Debt Service Payment $2,410,410 $1,558,693 $3,969,103 396
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 prioritizations 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 11 includes the list of projects for FY 24-25 and its funding sources.

The total CIP proposed budget for FY 24-25 is $5.8 million and funded as follows:

Since the last iteration of the proposed CIP, staff have added and adjusted the following:

 $850K grant from the Garamendi Earmark to use for the design of the Hercules HUB project.
 Removed the Upper Sycamore Design for $640K as the project was eliminated from the flow monitoring.
 Added $1.1 million for design and construction management and construction contract of the Lower Sycamore project.

FISCAL IMPACT:

This report has no direct fiscal impact. Direction provided by the City Council will be incorporated into the FY 24-25 Annual Budget.

ATTACHMENTS:

Funding Sources:

Grant Funds 1,127,500$
Police Impact Fee 200,000
General Fund/Capital Reserves 2,150,823
State Gas Tax Fund - 262 100,000
SB1 RMRA 615,100
Asset Seizure Fund 117,000
Solid Waste Fund 250,000
Sewer Fund - 421 1,100,000
Community Development Tax 170,000
Total, Funding 5,830,423$
397

1. FY 24-25 List of Additional Budget Request

2. FY 24-25 Proposed General Fund – Fund Summary

3. FY 24-25 Proposed General Fund – Expenditures by Category

4. FY 24-25 Projected General Fund – Ending Available Cash Balance

5. General Fund Five-Year Forecast

6. FY 24-25 Proposed Special Revenue Budget - Fund Summaries

7. FY 24-25 Proposed Sewer Enterprise Budget - Fund Summaries

8. FY 24-25 Proposed Internal Service Budget - Fund Summaries

9. FY 24-25 Proposed Debt Service Budget - Fund Summaries

10. FY 24-25 Proposed Capital Project Budget – Fund Summaries

11. FY 2 4-25 Proposed Capital Improvement Projects (CIP) – Spending Plan and Funding Sources

12. Presentation

398
City of Hercules
FY 24-25 List of Additional Budget Request
Title Fund Department Description Justification General Fund
Other Funds Total
Ongoing costs:

Human Resources Director General Fund Human Resources Before this year's budget, Human Resources was under the Administrative Services Department.

This request is to create a new department and a
director. The cost of the position is offset with the
cost of HR Administrator and Consultant.

Human Resources has a complex operation. This
organizational change will achieve more appropriate
management and supervisory spans of control, identify
more appropriate alignment and reporting structure of
functional units, and achieve a balanced executive
management structure.
$5,000
$5,000
NeoGov Recruitment
Notifications
General Fund Human Resources NeoGov text notification set-up and subscription, employment verification and pre-employment
screening set-up and subscription.

These additional NeoGov tools will help expedite and
increase candidate communications, and create internal
HR efficiencies geared to reduce the hire time without
compromising compliance measures.
$3,606
$3,606
Reclass two Rec Coordinators
to Supervisors
General Fund Parks & Recreation Promote two (2) Recreation Coordinators to Recreation Supervisors.

This move, addresses the missing middle and creates a
more desireable title within the field of Parks and
Recreation. It also sends a message to the two
hardworking, dedicated staff that they are valued members of the department and the city. Going forward, this move will also help with attracting talent in the industry. This request is driven by not only operational needs, but
compaction issues and succession planning.
$19,300
$19,300
Full-Time Recreation
Technician - Aquatics
General Fund Parks & Recreation This request is driven by operational needs, a lack of available qualified personnel, and a no available
contractor options. This move will also help with
future succession planning. The Rec Tech postion
is going to help with routine pool maintenance, and
the overall aquatics operation. The cost of the
position will be offset with the elimination of four
Senior Lifeguards and the pool maintenance
contract.

The Recreation Coordinator who oversees Aquatics is
stretched so thin that the position ends up working an
excessive number of additional hours, to the point of
burnout. When the city opened the pool, there was Full- time help with pool maintenance from Public Works.

However, times have changed, and Public Works lacks the time or personnel to work on the pool. In FY22-23, the City Council allocated $15,000 to secure a contractor to provide pool maintenance and an additional $30,000 for FY23-24.

After much research, staff found that pool contractors only work on the weekends if it's a call-out situation. Staff then looked to promote a Part-time Pool Manager position but was unsuccessful. Staff then coordinated efforts with the CM and Finance Director to develop an alternate solution, bringing us to a Full-time Recreation Technician position that would be 100% focused on Aquatics.
$5,000
$5,000
Reorganization of IT services Internal Service Fund City Manager Before this year's budget, Information Technology was under the Administrative Services
Department. This request is to reclassify the IT
division to Finance Department.

There's no fiscal impact to reclassify the division to
Finance.
$0
$0
Total, Ongoing Costs $32,906 $0 $32,906
One-Time Costs:

NeoGov Module Support
Services
General Fund Human Resources To implement end program purchased through NeoGov modules to performance and onboarding.

NeoGov automates manual tasks to save time, reduce
errors, streamline processes, and increase operational
efficiency.
$38,000 $38,000
Budget Impact
FY 2024-25 LIST OF ADDITIONAL BUDGET REQUEST CITY OF HERCULES FY 2024-25 ANNUAL BUDGET 399
City of Hercules
FY 24-25 List of Additional Budget Request
Title Fund Department Description Justification General Fund
Other Funds Total
Budget Impact
Legal Counsel for Receivership General Fund Community Development Outside Counsel experienced in receivership petitions to assist the City by preparing petitions to
the court
$40,000 $40,000
Replace 2 Pickup Trucks
which have exceeded their
useful life
Vehicle Replacement
Fund
Public Works Surplus 2 Pick up trucks, which are past due for replacement, and purchase 2 new pickup trucks to
replace them.

Outside counsel familiar with receivership petitions may be needed to pursue receivership for ongoing building and fire code violations.

Both unit 4422 (Model year 2008) and unit 4419 (Model
Year 2000) have exceeded the 10 year replacement policy and now need to be replaced. Both of these units were
scheduled for replacement in 22/23 budget cycle, but low inventory created excessive cost issues and the
purchases were postponed. Also unit 4422 was totaled in a traffic accident(Insurance settlement of $8270.00).

Purchasing replacements for these 2 vehicles will cost
approximately $140K plus $10K for outfitting. .With a total expenditure of $150K.
$150,000 $150,000
Total, One-Time Costs $78,000 $150,000 $228,000
Total $110,906 $150,000 $260,906
FY 2024-25 LIST OF ADDITIONAL BUDGET REQUEST CITY OF HERCULES FY 2024-25 ANNUAL BUDGET 400
General Fund
Fund Summary - 100
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Balance 2,138,829 977,254 $ 1,808,562 1,911,018 $ Revenues
Taxes
Utility User Tax 3,828,410 3,996,274 3,756,633 3,988,000 Sales Tax 6,263,066 6,192,500 6,178,700 6,296,000 Property Taxes 1,524,791 1,638,581 1,603,000 1,641,000 Franchise Fees 970,054 988,108 923,100 979,000
Business Licenses 257,289 274,540 279,480 282,000 Transfer Tax 199,673 120,539 148,920 150,000
Transient Occupancy Tax 25,778 30,518 116,280 215,000 Vehicle License Fee (VLF) and Other
Intergovernmental 2,391,327 2,527,866 2,561,220 2,655,000 Fines & Forefeitures 48,663 46,057 38,760 45,000
Program Revenues
Community Development 329,134 349,874 173,075 198,000 Parks and Recreation 1,034,173 1,423,642 1,300,640 1,466,350 Police 136,878 196,189 116,700 115,000
Public Works 10,464 30,776 38,760 31,000
Other 6,723 12,231 11,220 12,000
Use of Money & Property 347,905 794,570 292,320 799,000 Cost allocated to other funds 624,568 588,529 736,352 786,917 Transfers In 396,816 150,000 156,727 176,556
Total, Ongoing Revenues 18,395,712 19,360,794 18,431,887 19,835,823 Expenditures
Police 7,759,504 8,430,069 8,367,070 9,124,961
Public Works 313,571 417,265 454,663 429,968
Community Development 724,190 511,989 933,497 1,014,244 Parks and Recreation 1,952,419 2,408,847 2,494,876 2,591,807 City Council 330,296 329,843 335,677 360,263
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.

GENERAL FUND CITY OF HERCULES FY 2024-25 ANNUAL BUDGET
401
General Fund
Fund Summary - 100
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget 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.

City Manager 496,216 491,141 496,565 505,924
Human Resources 308,009 258,427 385,440 380,143
Legal 209,134 193,487 281,190 289,600
City Clerk 377,112 408,679 514,940 502,690
Finance 1,114,284 1,281,043 1,309,702 1,403,994
Workers Comp/General Liability 1,135,659 1,241,404 1,467,349 1,705,666 Non-Department 260,000 260,000 260,000 260,000
Transfers Out (Debt Service
Obligations) 423,542 822,559 799,212 798,457
Total, Ongoing Expenditures 15,403,936 17,054,753 18,100,181 19,367,717 Net Annual Activity
Ongoing Operations 2,991,776 2,306,041 331,706 $ 468,106 $ One-Time Revenues 1,431,000 169,461 - -
One-Time Expenditures (2,652,580) (1,644,194) (229,250) (78,000) Reserve per Council Policy (2,931,771) (313,847)
Ending Available Balance 977,254 $ 1,808,562 1,911,018 $ 1,987,277 $ Operating Reserve:

Beginning Balance 4,209,129 4,222,158 4,326,140 $ 4,436,140 $ Current Year Contribution 313,847
Interest Earned 13,029 103,982 110,000 113,000
Ending Balance 4,222,158 4,326,140 4,436,140 $ 4,862,987 $ % of Projected Operating
Expenditures 27% 25% 25% 25%
GENERAL FUND CITY OF HERCULES FY 2024-25 ANNUAL BUDGET
402
General Fund
Expenditure by Category
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Expenditures by Category
Police
Salaries & Benefits 5,817,948 6,254,106 6,523,501 7,149,757 Contractual Services 899,422 924,130 743,220 765,700 Other Operating Expenditures 238,887 387,694 310,170 319,600 Capital Outlay 78,639 51,139 - -
Cost Allocation 724,608 813,000 790,179 889,904
7,759,504 8,430,069 8,367,070 9,124,961
Public Works
Salaries & Benefits 18,614 52,600 76,724 38,714
Contractual Services 236,163 247,069 262,409 270,283 Other Operating Expenditures 29,964 23,596 26,210 26,997 Cost Allocation 28,830 94,000 89,320 93,974
313,571 417,265 454,663 429,968
Community Development
Salaries & Benefits 352,112 170,314 575,580 582,488 Contractual Services 271,129 145,427 258,660 317,802 Other Operating Expenditures 17,139 109,248 16,480 20,261 Cost Allocation 83,810 87,000 82,777 93,693
724,190 511,989 933,497 1,014,244
Parks & Recreation
Salaries & Benefits 1,555,370 1,660,117 1,714,032 1,792,879 Contractual Services 310,031 314,003 377,136 359,700 Other Operating Expenditures 87,018 74,427 96,725 99,600 Cost Allocation - 360,300 306,983 339,628
1,952,419 2,408,847 2,494,876 2,591,807
City Council
Salaries & Benefits 69,425 71,066 69,943 75,625
Contractual Services 44,716 1,231 43,260 41,200
Other Operating Expenditures 33,041 48,546 45,550 49,900 Cost Allocation 183,114 209,000 176,924 193,538
330,296 329,843 335,677 360,263
City Manager
Salaries & Benefits 223,534 270,897 322,714 313,289 Contractual Services 152,261 123,724 68,510 72,500 Other Operating Expenditures 45,513 17,520 31,400 37,400 Cost Allocation 74,908 79,000 73,941 82,735
496,216 491,141 496,565 505,924
Worker's Compensation/General Liability
Salaries & Benefits 41,127 32,199 33,069 34,385
Contractual Services 1,094,532 1,209,205 1,434,280 1,671,281 1,135,659 1,241,404 1,467,349 1,705,666
GENERAL FUND CITY OF HERCULES FY 2024-25 ANNUAL BUDGET
403
General Fund
Expenditure by Category
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Expenditures by Category
Human Resources
Salaries & Benefits 172,616 164,755 179,379 263,425 Contractual Services 64,525 44,550 113,260 45,900 Other Operating Expenditures 28,110 8,122 49,852 21,900 Cost Allocation 42,758 41,000 42,949 48,918
308,009 258,427 385,440 380,143
Legal
Contractual Services 209,134 193,487 281,190 289,600 209,134 193,487 281,190 289,600
City Clerk
Salaries & Benefits 184,120 199,918 270,414 244,095 Contractual Services 74,956 100,165 123,909 139,400 Other Operating Expenditures 5,646 22,596 34,351 28,900 Capital Outlay 35,514 5,000 10,300 5,200
Cost Allocation 76,876 81,000 75,966 85,095
377,112 408,679 514,940 502,690
Finance
Salaries & Benefits 522,414 606,452 618,136 680,550 Contractual Services 298,864 251,589 284,000 289,000 Other Operating Expenditures 256,104 262,002 263,000 274,000 Cost Allocation 36,902 161,000 144,566 160,444
1,114,284 1,281,043 1,309,702 1,403,994
Non-Departmental
Debt Service - CalHFA 200,000 200,000 200,000 200,000 SOMAR benefit payments 60,000 60,000 60,000 60,000 260,000 260,000 260,000 260,000
Transfers Out
SunTrust Loan (Final Payment) 205,099 102,549 - - Engie Equipment Lease 218,443 226,432 235,896 235,027 Debt Service - 2020 PFA Lease Revenue
Refunding Bonds
- 365,949 563,316 563,430
Other Transfers 127,629 - -
423,542 822,559 799,212 798,457
Total, On-going Expenditures 15,403,936 17,054,753 18,100,181 19,367,717 GENERAL FUND CITY OF HERCULES FY 2024-25 ANNUAL BUDGET
404
General Fund
Available Fund Balance Calculation
FY 22-23 FY 23-24 FY 24-25
Available
Balance, as
adjusted
Appropriation
to Programs/
Projects
Projected, Net
Baseline
Operations
Estimated One-
time
expenditures
Available
Balance, as
adjusted
Projected, Net
Baseline
Operations
Appropriation
to
Program/Proje
cts
Estimated One-
time
expenditures
Available
Balance, as
projected
Beginning Cash Balance 28,725,342$ (4,265,579)$ 331,706$ (119,250)$ 24,672,219$ 390,106$ (2,150,823)$ 113,000$ 23,024,502$ Current Liabilities (3,242,863) (3,242,863) (3,242,863) General Fund Set-Aside:

Former RDA Negative Cash (3,400,000) (3,400,000) (3,400,000) Programs and Projects (4,350,238) 150,000 (4,200,238) (4,200,238) General Fund Reserve or Designations:

Reserve for Earthquake Insurance Deductible (500,000) (500,000) (500,000) Reserve for Capital Projects (7,904,511) 4,115,579 (3,788,932) 2,150,823 (1,638,109) Reserve for Reusable Bags (remaining) (13,930) (13,930) (13,930) Reserve for PEG Fees (207,000) (207,000) (207,000)
Reserve for Economic Uncertainty (25% target) (4,326,140) (110,000) (4,436,140) (426,847) (4,862,987) Partial payment to CalHFA loans (2,500,000.00) (2,500,000) (2,500,000) Outstanding Encumbrances (472,098) (472,098) (472,098) Ending Available Cash Balance 1,808,562$ -$ 331,706$ (229,250)$ 1,911,018$ 390,106$ -$ (313,847)$ 1,987,277$ Projected FY 24-25 ActivitiesFY 23-24 Activities
GENERAL FUND CITY OF HERCULES FY 2024-25 ANNUAL BUDGET
405
General Fund
Five-Year Financial Forecast
Description / Highlights
Fund Activity
Year 1 Year 2 Year 3 Year 4 Year 5
FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 Actual Actual Budget Proposed Forecast Forecast Forecast Forecast Forecast Beginning Available Balance $2,138,829 $977,254 $1,808,562 $1,911,018 $1,987,277 $1,140,277 ($251,723) ($119,723) ($42,723) Revenues
Taxes
Utility User Tax 3,828,410 3,996,274 3,756,633 3,988,000 4,220,000 4,234,000 4,295,000 4,358,000 4,445,000 Sales Tax 6,263,066 6,192,500 6,178,700 6,296,000 6,557,000 6,802,000 7,035,000 7,284,000 7,539,000 Property Taxes 1,524,791 1,638,581 1,603,000 1,641,000 1,674,000 1,708,000 1,742,000 1,777,000 1,813,000 Franchise Fees 970,054 988,108 923,100 979,000 998,000 1,017,000 1,036,000 1,056,000 1,076,000 Business Licenses 257,289 274,540 279,480 282,000 288,000 294,000 300,000 306,000 312,000 Transfer Tax 199,673 120,539 148,920 150,000 153,000 156,000 159,000 162,000 165,000 Transient Occupancy Tax 25,778 30,518 116,280 215,000 219,000 223,000 227,000 232,000 237,000 Vehicle License Fee (VLF) and Other
Intergovernmental 2,391,327 2,527,866 2,561,220 2,655,000 2,708,000 2,762,000 2,817,000 2,873,000 2,931,000 Fines & Forefeitures 48,663 46,057 38,760 45,000 45,000 45,000 45,000 45,000 45,000 Program Revenues
Community Development 329,134 349,874 173,075 198,000 201,000 203,000 205,000 207,000 209,000 Parks and Recreation 1,034,173 1,423,642 1,300,640 1,466,350 1,497,000 1,525,000 1,554,000 1,584,000 1,615,000 Police 136,878 196,189 116,700 115,000 116,000 117,000 118,000 119,000 120,000 Public Works 10,464 30,776 38,760 31,000 32,000 33,000 34,000 35,000 36,000 Other 6,723 12,231 11,220 12,000 12,000 12,000 12,000 12,000 12,000 Use of Money & Property 347,905 794,570 292,320 799,000 726,000 740,000 756,000 773,000 789,000 Cost allocated to other funds 624,568 588,529 736,352 786,917 761,000 784,000 808,000 832,000 848,000 Transfers In 396,816 150,000 156,727 176,556 150,000 150,000 150,000 150,000 150,000 18,395,712 19,360,794 18,431,887 19,835,823 20,357,000 20,805,000 21,293,000 21,805,000 22,342,000 Expenditures
Police 7,759,504 8,430,069 8,367,070 9,124,961 9,481,000 9,838,000 10,136,000 10,434,000 10,743,000 Public Works 313,571 417,265 454,663 429,968 548,000 562,000 576,000 590,000 605,000 Community Development 724,190 511,989 933,497 1,014,244 1,046,000 1,079,000 1,108,000 1,137,000 1,167,000 Parks and Recreation 1,952,419 2,408,847 2,494,876 2,591,807 2,675,000 2,757,000 2,833,000 2,909,000 2,985,000 City Council 330,296 329,843 335,677 360,263 368,000 376,000 385,000 393,000 403,000 City Manager 496,216 491,141 496,565 505,924 524,000 541,000 555,000 569,000 584,000 Human Resources 308,009 258,427 385,440 380,143 395,000 405,000 414,000 423,000 432,000 Legal 209,134 193,487 281,190 289,600 299,000 308,000 317,000 326,000 336,000 City Clerk 377,112 408,679 514,940 502,690 518,000 533,000 546,000 559,000 573,000 Finance 1,114,284 1,281,043 1,309,702 1,403,994 1,452,000 1,501,000 1,545,000 1,590,000 1,635,000 Workers Comp/General Liability 1,135,659 1,241,404 1,467,349 1,705,666 1,738,000 1,772,000 1,806,000 1,842,000 1,878,000 Non-Department 260,000 260,000 260,000 260,000 102,000 105,000 108,000 111,000 114,000 Transfers Out (Debt Service Obligations) 423,542 822,559 799,212 798,457 808,000 820,000 832,000 845,000 853,000 15,403,936 17,054,753 18,100,181 19,367,717 19,954,000 20,597,000 21,161,000 21,728,000 22,308,000 Net Annual Activity
Ongoing Operations $2,991,776 $2,306,041 $331,706 $468,106 $403,000 $208,000 $132,000 $77,000 $34,000 One-Time Revenues 1,431,000 169,461 - - - - - - - One-Time Expenditures (2,652,580) (1,644,194) (229,250) (78,000) - - - - - Transfer from Reserve (Local Assistance) 2,500,000
CalHFA Loan Balance (3,750,000) (1,600,000)
Reserve per Council Policy (2,931,771) (313,847)
Ending Available Balance $977,254 $1,808,562 $1,911,018 $1,987,277 $1,140,277 ($251,723) ($119,723) ($42,723) ($8,723) Operating Reserve:

Beginning Balance $4,209,129 $4,222,158 $4,326,140 $4,436,140 $4,862,987 $4,964,987 $5,068,987 $5,174,987 $5,283,987 Current Year Contribution 313,847 - - - - -
Interest Earned 13,029 103,982 110,000 113,000 102,000 104,000 106,000 109,000 111,000 Ending Balance $4,222,158 $4,326,140 $4,436,140 $4,862,987 $4,964,987 $5,068,987 $5,174,987 $5,283,987 $5,394,987 % of Projected Operating Expenditures 27% 25% 25% 25% 25% 25% 24% 24% 24% 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.

GENERAL FUND CITY OF HERCULES FY 2024-25 ANNUAL BUDGET
406
Asset Seizure
Fund Summary - Fund 101
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 203,220$ 145,302$ Revenues
Intergovernmental -$ 159,854$ - - Interest Income (2,100) 2,732 - - Miscellaneous Revenues - - - - (2,100) 162,586 - -
Transfers In - - - - (2,100) 162,586 - -
Expenditures
Salaries and Benefits - - - - Contractual Services - - - - Utilities - - - - Other Expenses 27,965 8,654 - - Cost Allocation - - - - Capital Outlay - - - - Capital Improvement Projects (CIP) - 2,964 57,918 117,000 Debt Service - - - - 27,965 11,618 57,918 117,000 Transfer Out - - - - 27,965 11,618 57,918 117,000 Changes in restricted reserves
Net Annual Activity (30,065) 150,968 (57,918) (117,000) Ending Available Fund Balance 203,220$ 145,302$ 28,302$ 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.
407
AB 3229 COPS Program
Fund Summary - Fund 201
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 33,283$ 26,556$ Revenues
Intergovernmental 161,285$ 165,271$ 150,000 150,000 Interest Income - - - - Miscellaneous Revenues - - - - 161,285 165,271 150,000 150,000
Transfers In -$ - - - 161,285 165,271 150,000 150,000
Expenditures
Salaries and Benefits - - - - Contractual Services - - - - Utilities - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out 150,000 150,000 156,727 176,556 150,000 150,000 156,727 176,556
Changes in restricted reserves
Net Annual Activity 11,285 15,271 (6,727) (26,556) Ending Available Fund Balance 33,283$ 26,556$ -$ California state legislation (AB 3229) created the Citizens Options for Public Safety (COPS) program. These funds are used for front line law enforcement services. 408
Stormwater Assessment
Fund Summary - Fund 231
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance (157,621)$ (211,454)$ Revenues
Assessment 144,495$ 336,987$ 256,000 230,645 Interest Income - - - - Miscellaneous Revenues - - - - 144,495 336,987 256,000 230,645
Transfers In/Solid Waste 125,000 125,000 125,000 125,000 269,495 461,987 381,000 355,645
Expenditures
Salary and Benefits 184,753 214,259 204,570 223,003 Contractual Services 91,716 123,405 132,271 136,239 Utilities 1,959 1,849 2,060 2,122 Maintenance & Repairs 15,984 32,422 25,750 26,523 Other Expenses 2,770 3,768 3,090 3,183 Cost Allocation 53,630 47,000 67,092 57,959 Capital Outlay - - - - Debt Service - - - - 350,812 422,703 434,833 449,029
Transfer Out/General Fund - - - - 350,812 422,703 434,833 449,029
Changes in restricted reserves
Net Annual Activity (81,317)$ 39,284 (53,833) (93,384) Ending Available Fund Balance (157,621)$ (211,454)$ (304,838)$ 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. 409
Development Impact Fee - Public Facilities
Fund Summary - Fund 241
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 119,409$ 154,359$ Revenues
Fees -$ 391$ 34,950 -
Interest Income (1,190) 2,926 - - Miscellaneous Revenues - - - - (1,190) 3,317 34,950 -
Transfers In - - - - (1,190) 3,317 34,950 -
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 (1,190)$ 3,317 34,950 - Ending Available Fund Balance 119,409$ 154,359$ 154,359$ 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) 410
Community Development Tax
Fund Summary - Fund 242
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 113,536$ 173,536
Revenues
Fees -$ 750$ 60,000 -
Interest Income (1,387) 3,411 - - Miscellaneous Revenues - - - - (1,387) 4,161 60,000 -
Transfers In - - - - (1,387) 4,161 60,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - - - 170,000 Debt Service - - - - - - - 170,000 Transfer Out - - - - - - - 170,000 Changes in restricted reserves
Net Annual Activity (1,387)$ 4,161 60,000 (170,000) Ending Available Fund Balance 113,536$ 173,536$ 3,536$ 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. 411
Development Fee Fund
Fund Summary - Fund 243
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 73,708$ 73,708$ Revenues
Fees -$ -$ - -
Interest Income (592) 1,453 - - Miscellaneous Revenues - - - - (592) 1,453 - -
Transfers In - - - - (592) 1,453 - -
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 (592)$ 1,453 - - Ending Available Fund Balance 73,708$ 73,708$ 73,708$ 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.
412
Development Impact Fee - Police Facilities
Fund Summary - Fund 244
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 268,843$ 268,843$ Revenues
Fees -$ 692$ - -
Interest Income (2,187) 5,339 - - Miscellaneous Revenues - - - - (2,187) 6,031 - -
Transfers In - - - - (2,187) 6,031 - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - 4,259 - 200,000 Debt Service - - - - - 4,259 - 200,000 Transfer Out - - - - - 4,259 - 200,000 Changes in restricted reserves
Net Annual Activity (2,187)$ 1,772 - (200,000) Ending Available Fund Balance 268,843$ 268,843$ 68,843$ 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.
413
Development Impact Fee - Fire Facilities
Fund Summary - Fund 246
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Projection Proposed
Beginning Available Fund Balance -$ -$
Revenues
Fees -$ 915$ - -
Interest Income - (27) - - Miscellaneous Revenues - - - - - 888 - -
Transfers In - - - - - 888 - -
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 -$ 888 - - 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. 414
Public Benefit Fee
Fund Summary - Fund 249
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 999,867$ 999,867$ Revenues
Fees -$ -$ - -
Interest Income (28,759) 19,938 - - Miscellaneous Revenues - - - - (28,759) 19,938 - -
Transfers In - - - - (28,759) 19,938 - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity (28,759)$ 19,938 - - Ending Available Fund Balance 999,867$ 999,867$ 999,867$ 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. 415
Development Impact Fee - Parks & Recreation
Fund Summary - Fund 247
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 191,954$ 191,954$ Revenues
Fees -$ 805$ - - Interest Income (1,534) 3,774 - - Miscellaneous Revenues - - - - (1,534) 4,579 - -
Transfers In - - - - (1,534) 4,579 - -
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 (1,534)$ 4,579 - - Ending Available Fund Balance 191,954$ 191,954$ 191,954$ 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.
416
Development Impact Fee - Transporation Facilities
Fund Summary - Fund 261
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 128,408$ 128,408$ Revenues
Fees -$ 2,820$ - -
Interest Income (1,302) 3,078 - - Miscellaneous Revenues - - - - (1,302) 5,898 - -
Transfers In - - - - (1,302) 5,898 - -
Expenditures
Salary and Benefits - - - - Contractual Services 76,939 12,949 - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses 15,000 - - - Cost Allocation - - - - Capital Outlay - 20,055 - - Debt Service - - - - 91,939 33,004 - -
Transfer Out - - - - 91,939 33,004 - -
Changes in restricted reserves
Net Annual Activity (93,241)$ (27,106) - - Ending Available Fund Balance 128,408$ 128,408$ 128,408$ 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).
417
State Gas Tax
Fund Summary - Fund 262
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 151,028$ 5,529$
Revenues
Gas Tax 1,184,727$ 664,094$ 1,392,993 727,585 Interest Income (5,740) 12,549 - - Miscellaneous Revenues - - - - 1,178,987 676,643 1,392,993 727,585
Transfers In - 262,755 - - 1,178,987 939,398 1,392,993 727,585
Expenditures
Salary and Benefits 221,462 259,269 258,145 279,386 Contractual Services 81,181 30,442 206,315 100,000 Utilities 11,093 12,195 12,360 12,700 Maintenance & Repairs 57,712 74,881 79,067 81,500 Other Expenses 3,184 17,300 19,570 20,200 Cost Allocation 103,897 96,986 116,636 126,078 Capital Outlay 777,555 94,977 350,000 300,000 Capital Improvement Projects (CIP) - - 165,091 100,000 Debt Service - - - - 1,256,084 586,050 1,207,184 1,019,864
Transfer Out 46,569 602,937 50,342 - 1,302,653 1,188,987 1,257,526 1,019,864
Changes in restricted reserves (280,966) 286,750 Net Annual Activity (123,666)$ (249,589) (145,499) (5,529) Ending Available Fund Balance 151,028$ 5,529$ -$ 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. 418
Measure "C" Street Fund
Fund Summary - Fund 263
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 139,391$ 59,426$
Revenues
Gas Tax 450,134$ 510,780$ 450,000 520,000 Interest Income (562) 1,735 - - Miscellaneous Revenues - - - - 449,572 512,515 450,000 520,000
Transfers In - - - - 449,572 512,515 450,000 520,000
Expenditures
Salary and Benefits 231,831 259,116 259,318 275,393 Contractual Services (15,444) 3,501 56,650 58,300 Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation 50,981 51,000 63,997 67,493 Capital Outlay 147,611 104,683 150,000 200,000 Capital Improvement Projects (CIP) - - - - Debt Service - - - - 414,979 418,300 529,965 601,186
Transfer Out - - - - 414,979 418,300 529,965 601,186
Changes in restricted reserves 21,760
Net Annual Activity 34,593$ 94,215 (79,965) (59,426) Ending Available Fund Balance 139,391$ 59,426$ -$ 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.
419
STMP Traffic Impact Fee
Fund Summary - Fund 264
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
Fees -$ -$ - -
Interest Income - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - - - - - - - -
Expenditures
Salary and Benefits - - - - Pass through to other agency - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - - - -
Transfer Out - - - - - - - -
Changes in restricted reserves
Net Annual Activity -$ - - - 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.
420
BART Park & Ride
Fund Summary - Fund 266
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 331,214$ 331,214$ Revenues
Fees -$ -$ - -
Interest Income - - - - Miscellaneous Revenues 53,985 81,187 182,000 89,000 53,985 81,187 182,000 89,000
Transfers In - - - - 53,985 81,187 182,000 89,000
Expenditures
Salary and Benefits - - - - Contractual Services 20,600.00 14,674 23,000 24,000 Utilities (1,760.00) 10,900 18,000 20,000 Maintenance & Repairs - 5,663 41,000 45,000 Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Capital Improvement Project (CIP) - - 100,000 - Debt Service - - - - 18,840 31,237 182,000 89,000
Transfer Out - - - - 18,840 31,237 182,000 89,000
Changes in restricted reserves
Net Annual Activity 35,145$ 49,950 - - Fund Balance
Ending Available Fund Balance 331,214$ 331,214$ 331,214$ 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. 421
General Plan Update Fee and Building Training Fee
Fund Summary - Fund 267
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 953,381$ 1,193,381$ Revenues
Fees -$ 164,192$ 240,000 -
Interest Income - 22,898 - - Miscellaneous Revenues - - - - - 187,090 240,000 -
Transfers In - 953,800 - - - 1,140,890 240,000 -
Expenditures
Salary and Benefits - - - - Contractual Services - 168,202 - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - 168,202 - -
Transfer Out - - - - - 168,202 - -
Changes in restricted reserves
Net Annual Activity -$ 972,688 240,000 - Fund Balance
Ending Available Fund Balance 953,381$ 1,193,381$ 1,193,381$ The fund is to account for the General Plan Update Fee and Building Training Fee. The General Update Fee (1% of construction valuation of any permit issued) is a fee to pay for the costs of preparing and adopting an updated general plan and the associated environmental documents, and maintaining and preparing legally reqired reports on the general plan. The Building Training Fee was discontinued and the fee was collected to comply with AB 1608.
422
Road Maintenance Rehabilitation Account (SB1 - RMRA)
Fund Summary - Fund 268
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 417,088$ 698,054$ Revenues
RMRA -$ 576,570$ - 673,002 Interest Income - 12,020 - - Miscellaneous Revenues - - - - - 588,590 - 673,002
Transfers In - 553,583 - - - 1,142,173 - 673,002
Expenditures
Salary and Benefits - - - - Pass through to other agency - 44,832 - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - 304,529 - 615,100 Debt Service - - - - - 349,361 - 615,100
Transfer Out - 262,755 - - - 612,116 - 615,100
Savings -Sycamore Street Rehab 280,966 (308,510) Net Annual Activity -$ 530,057 280,966 (250,608) Ending Available Fund Balance 417,088$ 698,054$ 447,446$ Senate Bill (SB) 1, Chapter 5, Statutes of 2017, created the Road Maintenance and Rehabilitation Program (RMRP) to address deferred maintenance on the State Highway System and the local street and road system, and the Road Maintenance and Rehabilitation Account (RMRA) for the deposit of various funds for the program. A percentage of this new RMRA funding will be apportioned by formula to eligible cities and counties pursuant to Streets and Highways Code section 2032(h) for basic road maintenance, rehabilitation, and critical safety projects on the local streets and roads system.
423
Solid Waste and Recycling
Fund Summary - Fund 291
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 785,334$ 727,772$ Revenues
Fees -$ -$ - -
Interest Income (8,167) 19,420 4,000 9,000 Miscellaneous Revenues 213,632 176,184 176,000 176,000 205,465 195,604 180,000 185,000
Transfers In - - - - 205,465 195,604 180,000 185,000
Expenditures
Salary and Benefits 10,640 12,377 12,562 13,340 Contractual Services 8,911 9,194 - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) 100,000 100,000 100,000 250,000 Debt Service - - - - 119,551 121,571 112,562 263,340
Transfer Out 125,000 125,000 125,000 125,000 244,551 246,571 237,562 388,340
Changes in restricted reserves
Net Annual Activity (39,086)$ (50,967) (57,562) (203,340) Ending Available Fund Balance 785,334$ 727,772$ 524,432$ The funding is from the rate differential between the fees collected by Richmond Sanitary Services (RSS) per their franchise agreement with Hercules and the fees for the post-collection agreement. The differential occurred when lower post-collection fees were adopted in 2013 due to the payoff of the bonds. On September 22, 2015, Hercules City Council restrict the use of funds to the purchase and distribution of reusable bags, street sweeping, and street repairs.
424
American Recovery Plan Act ("ARPA")
Fund Summary - Fund 353
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget 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).
425
Water Quality Retention Basin
Fund Summary - Fund 387
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 236,752$ 239,752$ Revenues
Property Tax 53,215$ 55,077$ 50,000 56,000 Interest Income (4,482) 4,156 - 6,000 Miscellaneous Revenues - - - - 48,733 59,233 50,000 62,000
Transfers In - - - - 48,733 59,233 50,000 62,000
Expenditures
Salary and Benefits - - - - Contractual Services 32,762 10,747 47,000 48,000 Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - 32,762 10,747 47,000 48,000
Transfer Out - - - - 32,762 10,747 47,000 48,000
Changes in restricted reserves
Net Annual Activity 15,971$ 48,486$ 3,000 14,000 Ending Available Fund Balance 236,752$ 239,752$ 253,752$ This fund accounts for revenues from Property Tax Special Assessment for the formation of City of Hercules Community Facilities District No. 2017-01 on April 11, 2017. Development of the Bayfront and Muir Pointe created the need for construction of water quality detention basin for runoff generared by the improvements constructed to support the developments. The CFD was formed to create a funding mechanism for the maintenance costs associated with the water quality detention basin. 426
Regional Water Quality
Fund Summary - Fund 521
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 53,002$ 53,002$ Revenues
Fees - - - -
Interest Income (425) 1,045 - - Miscellaneous Revenues - - - - (425) 1,045 - -
Transfers In - - - - (425) 1,045 - -
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 (425)$ 1,045 - - Fund Balance
Ending Available Fund Balance 53,002$ 53,002$ 53,002$ 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. 427
Successor Housing Agency
Fund Summary - Fund 640
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 5,278,317$ 5,278,317$ Revenues
Tax Increment (RPTTF) - - - - Interest Income 353,645 255,697 - 102,000 Miscellaneous Revenues - - - - 353,645 255,697 - 102,000
Transfers In - - - - 353,645 255,697 - 102,000
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - 1,705 - 225,000 Cost Allocation - - - - Capital Outlay - - - - Debt Service - - - - - 1,705 - 225,000 Transfer Out - - - - - 1,705 - 225,000 Changes in restricted reserves
Net Annual Activity 353,645$ 253,992 - (123,000) Ending Available Fund Balance 5,278,317$ 5,278,317$ 5,155,317$ On February 27, 2024, the City elected to become the Successor Housing Authority and retain the housing assets and functions previously performed by the Hercules Redevelopment Agency in accordance with HSC Section 34176.
428
Sewer - Operations
Fund Summary - Fund 420
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Projection Proposed
Beginning Available Fund Balance 12,257,213$ 11,879,173$ Revenues
Charges for Services 5,852,278$ 5,922,758$ 5,993,734 6,053,000 Interest Income 59,089 375,085 75,000 238,000 Rate Stabilization Fund - - 563,051 560,491 Miscellaneous Revenues - - - - 5,911,367 6,297,843 6,631,785 6,851,491
Transfers In - - - - 5,911,367 6,297,843 6,631,785 6,851,491
Expenditures
Salary and Benefits 653,521 727,572 763,159 806,828 Contractual Services 266,054 74,250 433,341 446,300 Utilities 68,264 65,929 87,902 90,700 Maintenance & Repairs 11,288 41,507 50,096 51,600 Sewer Plant Operating Expenses 2,117,981 1,994,792 2,506,100 2,609,425 Other Expenses 7,394 5,740 6,314 6,600 Cost Allocation 280,194 258,000 307,886 361,618 Capital Outlay 20,615 - 6,180 - Capital Improvement Projects (CIP) 88,571 53 - - Capital Outlay - Pinole (Hercules' Share) 79,226 652,691 65,000 Debt Service 1,811,518 2,092,199 2,064,156 2,065,350 5,325,400 5,339,268 6,877,825 6,503,421
Transfer Out - 13,700,000 132,000 1,100,000 5,325,400 19,039,268 7,009,825 7,603,421
Changes in restricted reserves (4,755,491)
Net Annual Activity 585,967 (12,741,425) (378,040) (5,507,421) Ending Fund Balance 12,257,213
Move to Fund 421 (Sewer Capital)
Ending Available Fund Balance 12,257,213$ 11,879,173$ 6,371,752$ Debt Service Coverage Ratio 1.38 1.50 1.20 1.20 Operating & Maintenance Reserve (180 days) 1,093,000
Capital Reserve (Equal to annual system depreciation) 1,002,000 Debt Service Reserve (Equivalent to 1-year of debt service) 2,100,000 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.
429
Sewer - Capital Projects
Fund Summary - Fund 421
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Projection Proposed
Beginning Available Fund Balance -$ -$
Revenues
Charges for Services -$ -$ - - Interest Income - - - - Bond Proceeds - - - - Miscellaneous Revenues - - - - - - - -
Transfers In - 13,700,000 132,000 1,100,000 - 13,700,000 132,000 1,100,000 Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Sewer Plant Operating Expenses - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Capital Improvement Projects (CIP) - 3,284,855 132,000 1,100,000 Debt Service - - - - - 3,284,855 132,000 1,100,000 Transfer Out - - - - - 3,284,855 132,000 1,100,000 Changes in restricted reserves
Net Annual Activity - 10,415,145 - - Ending Fund Balance -$ -$ -$ 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.
430
Vehicle Replacement
Fund Summary - Fund 450
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 315,624$ 248,624$
Revenues
Charges for Services -$ 148,300$ 153,000 158,000 Interest Income 3,700 6,050 - - Miscellaneous Revenues - - - - 3,700 154,350 153,000 158,000
Transfers In - - - - 3,700 154,350 153,000 158,000
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay 381 484,713 220,000 - Debt Service - - - - 381 484,713 220,000 -
Transfer Out - - - - 381 484,713 220,000 -
Changes in restricted reserves
Net Annual Activity 3,319$ (330,363) (67,000) 158,000 Ending Available Fund Balance 315,624 248,624$ 406,624$ 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. 431
Information Technology (IT) Operations
Fund Summary - Fund 460
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 521,662$ 178,021$
Revenues
Charges for Services 736,313$ 1,271,986$ 996,333$ 1,085,715 Interest Income 124 - - - Miscellaneous Revenues 5,781 5,376 - - 742,218 1,277,362 996,333 1,085,715
Transfers In - - - - 742,218 1,277,362 996,333 1,085,715
Expenditures
Salary and Benefits 393,027 375,984 423,367 446,034 Contractual Services 78,430 46,209 30,900 30,000 Utilities 46,933 46,521 51,706 53,200 Maintenance and Subscriptions 320,020 355,354 422,380 434,750 Other Expenses 3,345 2,865 13,432 13,611 Cost Allocation 104,038 89,000 98,189 58,668 Capital Outlay 273,645 149,021 300,000 - 1,219,438 1,064,954 1,339,974 1,036,263
Transfer Out - - - - 1,219,438 1,064,954 1,339,974 1,036,263
Changes in restricted reserves
Net Annual Activity (477,220)$ 212,408 (343,641) 49,452 Ending Available Fund Balance 521,662$ 178,021$ 227,473$ 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. 432
Facility Maintenance
Fund Summary - Fund 470
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 366,183$ 309,507$
Revenues
Charges for Services 817,040$ 787,000$ 938,955 1,046,683 Interest Income - - - - Miscellaneous Revenues - - - - 817,040 787,000 938,955 1,046,683
Transfers In - - - - 817,040 787,000 938,955 1,046,683
Expenditures
Salary and Benefits 159,927 155,241 191,509 220,441 Contractual Services 10,842 65,954 185,400 191,000 Utilities 301,154 355,016 273,164 281,300 Maintenance & Repairs 100,577 111,707 174,070 179,300 Other Expenses 28,447 22,592 27,224 28,100 Cost Allocation 72,039 72,000 144,264 131,474 Capital Outlay - - - - 672,986 782,510 995,631 1,031,615
Transfer Out - - - - 672,986 782,510 995,631 1,031,615
Changes in restricted reserves
Net Annual Activity 144,054$ 4,490 (56,676) 15,068 Ending Available Fund Balance 366,183$ 309,507$ 324,575$ 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.
433
Information Technology (IT) Equipment Replacement
Fund Summary - Fund 480
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget 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 - - - 309,000 Debt Service - - - - - - - 309,000 Transfer Out - - - - - - - 309,000 Changes in restricted reserves
Net Annual Activity -$ - - (309,000) Ending Available Fund Balance 365,516$ 365,516$ 56,516$ 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.
434
Facilities Replacement
Fund Summary - Fund 490
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 361,696$ 219,696$
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) - - 142,000 - Debt Service - - - - - - 142,000 -
Transfer Out - - - - - - 142,000 -
Changes in restricted reserves
Net Annual Activity -$ - (142,000) - Ending Available Fund Balance 361,696$ 219,696$ 219,696$ 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. 435
2020 DEBT SERVICE PFA
Fund Summary - Fund 672
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance 1,621$ -$
Revenues
Property Lease Revenue - - - - Interest Income - - - - Miscellaneous Revenues - - - - - - - -
Transfers In/General Fund - 360,649 563,316 563,430 - 360,649 563,316 563,430
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses 1,500 2,500 - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 129,878 512,269 564,937 563,430 131,378 514,769 564,937 563,430
Transfer Out - - - - 131,378 514,769 564,937 563,430
Changes in restricted reserves
Net Annual Activity (131,378)$ (154,120) (1,621) - Ending Available Fund Balance 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.
436
2009 DEBT SERVICE PFA
Fund Summary - Fund 673
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
Property Lease Revenue 984,267 915,949 907,159 905,296 Interest Income (1,146) 57,470 - - 983,121 973,419 907,159 905,296
Transfers In - 5,300 - - 983,121 978,719 907,159 905,296
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 912,590 908,671 907,159 905,296 912,590 908,671 907,159 905,296
Transfer Out - - - - 912,590 908,671 907,159 905,296
Changes in restricted reserves
Net Annual Activity 70,531$ 70,048 - - 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.
437
SunTrust Lease
Fund Summary - Fund 383
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
Charges for Services -$ -$ - - Interest Income - - - - Property Lease Revenue - - - - - - - -
Transfers In 205,099 102,549 - - 205,099 102,549 - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 205,099 102,549 - - 205,099 102,549 - -
Transfer Out - - - - 205,099 102,549 - -
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.
438
Equipment Lease
Fund Summary - Fund 388
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
Charges for Services -$ -$ - - Interest Income - - - - Property Lease Revenue - - - - - - - -
Transfers In 218,444 226,432 235,896 235,027 218,444 226,432 235,896 235,027
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Outlay - - - - Debt Service 217,391 226,432 235,896 235,027 217,391 226,432 235,896 235,027
Transfer Out - - - - 217,391 226,432 235,896 235,027
Changes in restricted reserves (1,053)
Net Annual Activity -$ - - - 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 and the payments are offset by the energy savings of approximately $28,000 annually. The Master Lease Agreement matures on September 14, 2040. 439
Federal Grants - CIP
Fund Summary - Fund 295
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
Federal Grants -$ 19,885$ - - Interest Income - - - - Miscellaneous Revenues - - - - - 19,885 - -
Transfers In - - - - - 19,885 - -
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - 492,000 - - Debt Service - - - - - 492,000 - -
Transfer Out - - - - - 492,000 - -
Changes in restricted reserves
Net Annual Activity -$ (472,115) - - Ending Available Fund Balance -$ -$ -$ This fund accounts for funds expended for Projects funded by federal grants utilized in acquiring or constructing capital assets for the City.
440
State and Local Grants - CIP
Fund Summary - Fund 296
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
State/Local Grants -$ -$ 502,506 38,500 Interest Income - - - - Miscellaneous Revenues - - - - - - 502,506 38,500
Transfers In - - - - - - 502,506 38,500
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - 193,541 502,506 38,500 Debt Service - - - - - 193,541 502,506 38,500
Transfer Out - - - - - 193,541 502,506 38,500
Changes in restricted reserves
Net Annual Activity -$ (193,541) - - Ending Available Fund Balance -$ -$ -$ This fund accounts for funds expended for Projects funded by state and local grants utilized in acquiring or constructing capital assets for the City.
441
City - Capital Projects
Fund Summary - Fund 300
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
Fees -$ - - -
Interest Income - - - - Miscellaneous Revenues 2,000 - - - 2,000 - - -
General Fund Capital Reserves 450,000 500,000 450,000 2,150,823 452,000 500,000 450,000 2,150,823
Expenditures
Salary and Benefits - - - - Contractual Services - - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) 45,926 1,288,400 450,000 2,150,823 Debt Service - - - - 45,926 1,288,400 450,000 2,150,823
Transfer Out 310,257 - - - 356,183 1,288,400 450,000 2,150,823
Changes in restricted reserves
Net Annual Activity 95,817$ (788,400) - - Ending Available Fund Balance -$ -$ -$ This fund accounts for funds expended for major capital improvement projects associated with City-owned facilities including police, parks, community centers, and city buildings. This fund is funded primarily by General Fund.
442

HERCULES HUB
Fund Summary - Fund 354
Fund Description / Budget Highlights
Fund Activity
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Actual Actual Budget Proposed
Beginning Available Fund Balance -$ -$
Revenues
Grant 288,348$ (46,226)$ 300,000 1,089,000 Interest Income - - - - Miscellaneous Revenues - - - - 288,348 (46,226) 300,000 1,089,000 Transfers In - - - - 288,348 (46,226) 300,000 1,089,000 Expenditures
Salary and Benefits - - - - Contractual Services 181,926 - - - Utilities - - - - Maintenance & Repairs - - - - Other Expenses - - - - Cost Allocation - - - - Capital Improvement Projects (CIP) - (14,003) 300,000 1,089,000 Debt Service - - - - 181,926 (14,003) 300,000 1,089,000 Transfer Out - General Fund (Loss of Revenue) - 50 - - 181,926 (13,953) 300,000 1,089,000 Changes in restricted reserves
Net Annual Activity 106,422$ (32,273)$ - - Ending Available Fund Balance -$ -$ -$ This fund accounts for funds expended for the Hercules Hub (The Hub) Projects. The project is funded by multiple funding sources, including but not limited to, Federal, State, and Local grants. The Hercules Hub (The Hub) will create a regional, state-of-the-art housing and transportation community on the waterfront overlooking the San Pablo Bay. The Hub will connect thousands of housing units with a new train stop along the Capitol Corridor, bicycle and pedestrian pathways, bus routes, carpool options, and ferry service. 443

SUMMARY OF CAPITAL IMPROVEMENT PROJECT
PROGRAM SPENDING PLAN FY 2024-25
FY 2024-25
Project Name Funding Sources Proposed
City Hall General Fund/Capital Reserves 137,170
Senior Center General Fund/Capital Reserves 22,715
Library General Fund/Capital Reserves 15,000
Community Swim Center General Fund/Capital Reserves 132,638 Teen Center General Fund/Capital Reserves 20,460
Hanna Ranch Childcare Center General Fund/Capital Reserves 6,820 Lupine Kidz Center General Fund/Capital Reserves 17,380 Public Works Maintenance Yard General Fund/Capital Reserves 30,000 Ohlone Community Center General Fund/Capital Reserves 113,905 Foxboro Community Center General Fund/Capital Reserves 9,735 Police Impact Fee 200,000
Asset Seizure Fund 117,000
Total, Facilities 822,823
General Fund/Capital Reserves 1,000,000
SB1 RMRA 400,000
Solid Waste Fund 250,000
SB1 RMRA 150,000
Countywide Smart Signals SB1 RMRA 65,100
Total, Streets 1,865,100
Sycamore Ave (Lower Trunk Main) Sewer Fund - 421 1,100,000 Total, Sewer 1,100,000
Eastbay Regional Park District
WW Grant Fund 35,000
Prop 64 Grant Funds 3,500
Foxboro Basketball Court General Fund/Capital Reserves 145,000 General Fund/Capital Reserves 500,000
Community Development Tax 170,000
Bay Trail Wall Repair State Gas Tax Fund - 262 100,000
Total, Parks 953,500
Grant - Measure J SP 89,000
Grant - WCCTAC STMP 150,000
Grant - Garamendi Earmark 850,000
Total, Transportation 1,089,000
Total, CIP 5,830,423
Funding Sources:

Grant Funds 1,127,500
Police Impact Fee 200,000
General Fund/Capital Reserves 2,150,823
State Gas Tax Fund - 262 100,000
SB1 RMRA 615,100
Asset Seizure Fund 117,000
Solid Waste Fund 250,000
Sewer Fund - 421 1,100,000
Community Development Tax 170,000
Total, Funding 5,830,423
Refugio Picnic Area
Hercules - The HUB
Police Department Lobbies
Falcon Way
Foxboro
Beechnut Park
444
Annual Proposed Budget
Fiscal Year (FY) 2024-25
City Council Meeting
April 23, 2024
1 445
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
2 446
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
447
Overall
Assumptions
Used
(Baseline)
4 • 3% Cost of Living Adjustments
(COLA)
• 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%
448
CalPERS
Unfunded
Actuarial
Liability (UAL)
5 Funding Ratio: 74%
449
Significant Budget
Increases and
budget impact
6 General Other
Fund Funds Total
Ongoing costs:

Human Resources Director $5,000 $5,000
NeoGov Recruitment Notifications 3,606 3,606
Reclass two Rec Coordinators to Supervisors 19,300 19,300 Full-Time Recreation Technician - Aquatics 5,000 5,000 Reorganization of IT services - -
Total, Ongong 32,906 - 32,906
One-Time Costs:

NeoGov Module Support Services 38,000 38,000
Legal Counsel for Receivership 40,000 40,000
Replace 2 New Pickup Trucks 150,000 150,000
Total, One-Time 78,000 150,000 228,000
Total $110,906 $150,000 $260,906
450
General
Fund
Analysis
I. General Fund
• Revenue Estimates
• Expenditures Projections
• Projected Net Annual Results
• Five Year Forecast
7 451
General Fund
Revenue Estimates
8 Sales Tax – A modest 2%
increase in revenue compared
to FY 22-23 actual receipts.

Utility User’s Tax (UUT) –
Projected to increase by 6%
compared to FY 23-24 Budget.

The increase is due to rate
increases from PG&E.

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
fully reopened programs.

Fees for Services – Based on
the current fees charged; as a
result of the User Fee Study.

Cell Tower Leases – Projected
to increase by 2%
452
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 7%
compared to the prior fiscal year
budget.
9 453
General Fund
Projected
Annual Results
10 Beginning Available Balance 1,911,018
Revenues
Taxes 13,551,000
VLF and Other Inter-Govt 2,655,000
Program 1,822,350
Miscellaneous 1,807,473
Total, Revenues 19,835,823
Ongoing Expenditures 19,367,717
Annual Operating Results (Ongoing) 468,106
Less: One-time expenses (391,847)
Ending Available Balance 1,987,277
% Reserve 25%
454
General Fund
Five-Year Forecast
11 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30
Year 1 Year 2 Year 3 Year 4 Year 5
Beginning Available Balance 1,987,277 1,140,277 (251,723) (119,723) (42,723) Revenues* 20,357,000 20,805,000 21,293,000 21,805,000 22,342,000 Expenditures 19,954,000 20,597,000 21,161,000 21,728,000 22,308,000 Annual Operating Results 403,000 208,000 132,000 77,000 34,000 Local Assistance Fund 2,500,000
Repay CalHFA Loan Balance (3,750,000) (1,600,000)
Ending Available Balance 1,140,277 (251,723) (119,723) (42,723) (8,723) % Reserve 25% 25% 24% 24% 24%
* Not included: Revenue Forecast on New Developments (i.e. Hotel TOT) 455
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
456
Special Revenue Funds
Budget Highlights (Cont’d)
13 The City Council
adopted a resolution
and elected to become
the Housing Successor
on February 27, 2024.

This allows the City to
actively administer $4.3
million in outstanding
loans and access the
$5.3 million in Housing
funds.

Successor
Housing
457
Sewer Enterprise Fund
Budget Highlights
• The Sewer Enterprise Fund pays for the sewer system’s operations, maintenance, and capital improvement
• FY 24-25 operating budget is estimated to be:
• $4.4 million in ongoing operating expenditures;
• $2 million in debt service obligation; and
• $1.1 million in capital improvements for lower trunk main at Sycamore
• The City collects approximately $6 million a year in service charges from over 8,400 connection
• The City is also conducting a sewer health 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.
14 458
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 Public Works pick-up trucks that exceeded the dependable service life of the vehicles. (Estimated cost: $150,000) Vehicle Replacement ISF
459
Debt Service
Obligations
16 Name Principal Interest Total
2020 Public Financing Authority (PFA) Lease Revenue
Bonds
$457,061 $106,369 $563,430
2009 Public Financing Authority (PFA) $275,000 $630,296 $905,296 California Housing Financing Authority (CalHFA)
HELP Loan
$100,000 $100,000
California Housing Financing Authority (CalHFA)
RDLP Loan
$100,000 $100,000
Engie Energy Construction Loan $130,064 $104,963 $235,027 2021 Public Financing Authority (PFA) Wastewater
Revenue Bonds
$375,000 $179,512 $554,512
Public Owned Treatment Works Construction Loan $1,173,285 $337,553 $1,510,838 Total, Annual Debt Service Payment $2,410,410 $1,558,693 $3,969,103 460
Capital Improvement
Projects (CIP)
Funding Sources
17 Source Amount
Grants $1,127,500
Police Impact Fees 200,000
General Fund/Capital Reserve 2,150,823
State Gas Tax 100,000
SB1 Road Maintenance and
Rehabilitation Account (RMRA)
615,100
Asset Seizure 117,000
Solid Waste 250,000
Sewer 1,100,000
Community Development Tax 170,000
Total, Funding $5,830,423
461
Policy Direction
18 The budget proposal includes
reorganizing the Human Resources
and Information Technology
division to address the organization’s
efficiency in providing these services
and primarily due to the retirement
of the Administrative Services
Director.

The budget proposal incorporates
the additional budget requests and
Attachment 1 describes the notable
changes, along with the economic
impact associated with each
adjustments.
462
Questions &
Comments
19 463
DI

SCUSSION AND/OR ACTION

AGENDA ITEM

6. 22-842
464
1 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of April 23, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Tim Rood, Community Development Director
SUBJECT: Metropolitan Transportation Commission Transit -Oriented Communities Policy – Discussion of Compliance Options
RECOMMENDED ACTION:

Receive a report on the options to comply with the Metropolitan Transportation Commission (MTC) Transit-Oriented Communities (TOC) policy and provide staff with direction on which compliance policies the City would like to pursue or investigate further.

EXECUTIVE SUMMARY:

The Metropolitan Transportation Commission (MTC), in an effort to increase residential and commercial densities, prioritize transit, active transportation and shared mobility within transit-rich areas, and to support and create equitable transit-oriented communities, adopted a Transit-Oriented Communities (TOC) Policy in 2022. An attached guidance document prepared by MTC provides an overview of the program and the associated requirements (Attachment 4). The TOC Policy applies to properties within a half -mile of existing and planned stops and stations, including the Hercules Hub (see map, Attachment 2).

MTC has indicated that jurisdictions intending to be eligible for upcoming One Bay Area Grant (OBAG-4) funding in 2026 should aim to demonstrate compliance with the TOC Policy by the end of calendar year 2025. The City’s funding plan for the Hub includes approximately $2.3 million in anticipated funding from the OBAG Mobility Hub Program.

The TOC Policy provides a variety of pathways to comply with the adopted policy in various topic areas. All applicable TOC Policy options are included in this report and in a spreadsheet format (Attachment 3). Staff has evaluated potential pathways for compliance 22-842
465

2 with this policy in an effort to ensure the City’s eligibility for future OBAG funding for the Hercules Hub.

Staff has requested clarification from MTC regarding the applicability of the TOC Policy to approved development projects such as the Bayfront, which is bound by its entitlements, the Waterfront District Master Plan standards, and the approved Parking Operations Agreement, which are recorded documents that run with the land and are thus binding upon the developer or their successor.

Community Development staff will be tasked with developing each of the chosen programs or ordinances and bringing them to the Council for adoption. Some programs require minimum funding commitments, and nearly all programs would significantly increase staff workload. At this time, staff requests Council’s direction on which of the available options should be pursued further.

BACKGROUND:

Properties within a half-mile radius of the planned Hercules Hub are located within the Metropolitan Transportation Commission’s Transit -Oriented Communities (TOC) Policy area, which seeks to support the region’s transit investments by creating communities around transit stations and along transit corridors. The TOC Policy is part of Plan Bay Area 2050, the region’s long -range plan for transportation, housing, the economy and the environment. Adopted in 2022, the TOC Policy establishes a range of potential zoning, station access, and anti-displacement policies and programs for areas around rail station areas and bus rapid transit stops.

Future One Bay Area Grant (OBAG) funding cycles (OBAG 4 and future opportunities) will consider funding revisions that prioritize investments in transit station areas that are subject to, and compliant with, MTC TOC policy. MTC may also consider compliance with the TOC Policy to evaluate applications for additional discretionary funding sources.

Agencies affected by the policy must choose their compliance path from the options for each topic that are applicable to their situation. Many of the options require specific funding commitments to qualify. Currently, the City does not have policies or programs that fulfill all of the TOC Policy requirements. Therefore, staff is working with MTC and its consultants to develop options for the Council to consider which will bring the City into compliance with the policy.

The TOC policy requirements consist of the following four elements:
 Affordable housing production, preservation and protection, a nd stabilizing businesses to prevent displacement;
 Minimum residential and commercial office densities for new development;  Parking management; and,
 Transit station access.

466

3 Staff met virtually with ABAG's TOC Policy team and their consultants on January 29, 2024.

ANALYSIS:

To show compliance, the City of Hercules must demonstrate compliance with, or adopt, a set number of potential policies in each of the four (4) topic areas, for the half-mile station area around the Hub (see map, Attachment 2) at a minimum, or citywide if desired . A spreadsheet is provided (Attachment 3) with the options grouped by categories based on whether they are recommended (RECOMMEND); potentially feasible, but not recommended (POSSIBLE); or not applicable to Hercules (NOT AP PLICABLE). Some policy pathways require a minimum 4 -year funding commitment, as noted. TOC Policy language is shown in italics.

A. Affordable Housing Policy Options
The following policy options are related to Affordable Housing and are separated into three (3) categories: Production, Preservation, and Protection and Anti-Displacement. The City must select a minimum of two (2) options from each of the following Affordable Housing categories:

A.1. Production Policy Options (2 required):

RECOMMENDED PRODUCTION POLICIES

Public Land for Affordable Housing
Policies to prioritize the reuse of publicly owned land for affordable and mixed -income housing that go beyond existing State law, typically accompanied by prioritization of available funding for projects on these sites.

The Surplus Land Act is a state law that aims to increase the availability of real property in California for affordable housing development. It requires all public agencies to follow a process prior to the sale or lease of surplus property to make land first available for development of affordable housing. While the City does not own any land identified as surplus, there are public lands identified as housing sites in the City’s draft Housing Element, including the BART-owned Hercules Transit Center and Caltrans corporation yard on Willow Avenue. Local affordable housing funding, such as the approximately $5.3 million in Housing Asset Funds formerly administered by the Hercules Redevelopment Agency, could be prioritized for these sites.

Ministerial Approval
Grant ministerial approval of residential developments that include, at a minimum, 15% affordable units if projects have 11 or more units, or that exceed inclusionary or density bonus affordability requirements and do not exceed 0.5 parking spaces per unit.

Many state laws seek to increase development certainty and remove risk to developers by mandating approval at the staff level for qualifying housing projects, without a public hearing. 467

4 This is known as “ministerial approval.” Currently, most housing projects in Hercules require a Design Review Permit, which is a discretionary permit revi ewed at one or more public hearings by the Planning Commission, or the City Council upon appeal or call-up. Zoning ordinance amendments would be needed to extend ministerial approval to qualifying housing development projects.

Development Certainty and Streamlined Entitlement Process Include the vested rights and five hearing limit provisions for housing development projects currently outlined in SB 330, the Housing Crisis Act of 2019, without a sunset date.

As extended by SB 8 in 2021, the statewide SB 330 provisions currently expire on January 1, 2030. These laws were passed to address the current housing crisis in the state with three general aims: 1) increase residential unit development; 2) protect existing housing inventory; and, 3) expedite permit processing. Both SB 330 and SB 8 make numerous changes to existing legislation such as the Permit Streamlining Act and the Housing Accountability Act.

To date, the City has not received any applications for SB 330 projects, but the Bayfront developer, Ledcor, has indicated their intention to apply under SB 330 for the next phase of the project on Blocks K-L-M-P-O.

Affordable Housing Funding
Dedicated local funding for production of deed-restricted affordable housing.

The Council’s decision to resume the role of Housing Successor Agency has made approximately $5.3 mil lion in Housing Asset Funds available for supporting affordable housing developments. The City’s minimum four-year funding commitment is $1,400,000.

POSSIBLE PRODUCTION POLICIES

Inclusionary Zoning
Requires that 15% of the units in a new residential development project be deed-restricted and affordable to low-income households. A lower percentage may be adopted if it can be demonstrated by a satisfactory financial feasibility analysis that a 15% requirement is not feasible.

This policy pathway would essentially involve reactivating and modifying the City’s inclusionary housing ordinance, which was suspended in 2012 when the City did not assume the role of Housing Successor Agency to the Hercules Redevelopment Agency.

Since then, affordable units have been provided either through development agreements for projects including the Bayfront and Hill Town , or voluntarily for Owl Ranch. The suspended inclusionary ordinance generally required 10% of units to be affordable, or 15% in redevelopment areas, and provided exceptions for payments in lieu of creating affordable units, off-site affordable units, or waivers approved by the City Council.

Affordable Housing Overlay Zones
Area-specific incentives, such as density bonuses and streamlined environmental review, for development projects that include at least 15% of units as deed -restricted affordable 468

5 housing; exceeds any jurisdiction-wide inclusionary requirements or benefits f rom State density bonus.

As most of the undeveloped land within the Hub station area has already been entitled and environmentally cleared through the Waterfront District Master Plan, and state law already provides for significant incentives and streamlining for affordable housing developments, staff does not recommend developing additional area-specific incentives.

Public / Community Land Trusts
Investments or policies to expand the amount of land held by public- and non-profit entities such as co-operatives, community land trusts, and land banks with permanent affordability protections. The City’s four-year funding commitment is $1,400,000.

This option would involve partnering with a community land trust and could include acquiring and/or rehabilitating existing market-rate housing developments for conversion to affordable housing. The Northern California Land Trust is one such organization. Staff is not recommending this option due to the funding requirement, limited potential for acquisition/conversion, and staffing considerations.

A.2. Preservation Policy Options (2 required):

RECOMMENDED PRESERVATION POLICIES

Tenant/Community Opportunity to Purchase
Policies or programs that provide tenants or mission-driven nonprofits the right of first refusal to purchase a property at the market price when it is offered for sale, retaining existing residents and ensuring long-term affordability of the units by requiring resale restrictions to maintain affordability.

This option could be developed as a City ordina nce. In the event that an existing rental housing development was offered for sale, tenants and nonprofits would have the first right of refusal to purchase at market rate.

Funding to Support Preservation Capacity
Dedicated local funding for capacity building or other material support for community land trusts (CLTs) or other community -based organizations (CBOs) engaged in affordable housing preservation.

This policy is allowed to be met through a coordinated County-wide or subregional effort.

The Contra Costa County Planning Directors group will be discussing the possibility of multi- jurisdictional affordable housing programs and/or staff ing assistance over the coming months.

469

6 POSSIBLE PRESERVATION POLICIES

Condominium Conversion Restrictions
Require that units converted to condominiums be replaced 1:1 with comparable rental units, unless purchased by current long -term tenants or converted to permanently affordable housing with protections for existing tenants.

After consulting with ABAG staff, City staff does not recommend this program, because the existing multifamily rental units within the Hub station area are either owned and managed as long-term workforce rental housing (The Exchange) or include long-term deed-restricted affordable rental units (The Grand) and appear unlikely to be converted into condominiums, making this policy pathway generally not applicable to Hercules.

Preventing Displacement from Substandard Conditions and Associated Code Enforcement Activities
Policies, programs, or procedures designed to minimize the risk of displacement caused by substandard conditions including through local code enforcement activities.

This may include proactive rental inspection programs and assist ance to landlords for property improvements in exchange for anti -displacement commitments. The City’s anticipated commitment is a minimum of $10,000 for low- or no-interest loans and/or grant programs for low-income homeowners. Program H1-4 in the City’s draft Sixth Cycle Housing Element commits the City to create and implement financial assistance programs for minor repairs, similar to the Home Emergency Repair Program the City provided during the redevelopment era.

However, staff does not recommend this option for the TOC Policy as it is generally inapplicable to the Hub station area, where future phases of approved development are on vacant land and will not cause displacement, as well as due to insufficient Code Enforcement capacity. With approximately 960 rental apartments and an additional 500 to 600 rental condominiums and single-family housing units in Hercules, proactive inspection of rental properties would not be feasible given the City’s limited Code Enforcement staffing (2 days per week).

Funding to Preserve Unsubsidized Affordable Housing
Public investments to preserve unsubsidized housing affordable to lower - or moderate- income residents (sometimes referred to as “naturally occurring affordable housing”) as permanently affordable.

The City’s four-year funding commitment is $600,000. Staff is not recommending this option due to the funding commitment and current lack of staffing to administer the program.

470

7 Public/Community Land Trusts
Investments or policies to expand the amount of land held by public- and non-profit entities such as co-operatives, community land trusts, and land banks with permanent affordability protections.

The City’s four-year funding commitment is $600,000. Staff is not recommending this option due to the funding commitment and current lack of staffing to administer the program.

NOT APPLICABLE PRESERVATION POLICIES

Single-Room Occupancy (SRO) Preservation
Limits the conversion of occupied SRO rental units to condominiums or other uses that could result in displacement of existing residents.

This is not applicable to the City of Hercules because there are no existing SRO rental units in Hercules.

Mobile Home Preservation
Policy or program to preserve mobile homes from conversion to other uses that may result in displacement of existing residents.

This is not applicable to the City of Hercules because the City does not have any mobile homes.

A.3. Protection & Anti-Displacement Policy Options (2 required):

RECOMMENDED PROTECTION & ANTI-DISPLACEMENT POLICIES

Staff recommends the Council consider selecting two of the following policies:

"Just Cause" Eviction
Defines the circumstances for evictions, such as nonpayment of rent, violation of lease terms, or permanent removal of a dwelling from the rental market, with provisions that are more protective of tenants than those established by AB 1482

AB 1482, or the California Tenant Protection Act of 2019, is a state law that went into effect in 2020 and requires landlords to have a "just cause" to terminate a tenancy and provides protections from evictions without cause.

AB 1482 applies to properties that are:
 Older than 15 years
 Contain at least 2 units
 The owner does not occupy one of the units
 Not regulated by local rent control laws

471

8 A local “just cause” eviction ordinance could go beyond State law by protecting additional classes of properties, such as those less than 15 years old. If the ordinance’s provisions were tied to State law and only the applicability was broader applicability, this policy pathway would be relatively straightforward to implement, although staff capacity to intervene in cases of alleged unjust eviction is limited.

No Net Loss and Right to Return to Demolished Homes
Include the no net loss provisions currently outlined in SB 330 without a sunset date.

Require one -to-one replacement of units that applies the same or a deeper level of affordability, the same number of bedrooms and bathrooms, and compara ble square footage to the units demolished. Provide displaced tenants with right of first refusal to rent new comparable units at the same rent as demolished units.

As extended by SB 8 in 2021, the statewide SB 330 tenant protection provisions currently expire on January 1, 2030. A local ordinance could mandate these provisions without a sunset date, although staff capacity to enforce these provisions is limited.

POSSIBLE PROTECTION & ANTI-DISPLACEMENT POLICIES

Tenant Relocation Assistance
Policy or program that provides relocation assistance (financial and/or other services) to tenants displaced through no fault of their own, with assistance exceeding that required under State law.

California state law imposed new requirements for tenant relocation assistance in 2024, including increased help for no-fault evictions, and mandatory relocation assistance for rent increases of 10% or more.

Cities are mandated to require relocation assistance from landlords when landlords:
 Evict tenants to move in themselves or their immediate family;  Demolish or substantially remodel rental units; or
 Remove rental units permanently from the housing market.

Small landlords are exempt from paying relocation fees in some circumstances. But most investors and big landlords must provide financial aid when displacing tenants.

Relocation assistance is mandatory if rents go up by 10% or more for tenants living in a unit for over a year, and 15% or more for tenants in a unit for less than a year. The standard relocation assista nce payment increase d to $18,533, and the additional relocation assistance payment for qualifying households increased to $6,177, both effective January 1, 2024.

Given the budget and staffing challenges the City already faces in implementing these new state requirements, staff does not recommend imposing additional local requirements for tenant relocation assistance.

472

9 Legal Assistance for Tenants
Investments or programs that expand access to legal assistance for tenants threatened with displacement. This could range from a “right to counsel” to dedicated public funding for tenant legal assistance.

The City’s four-year funding commitment is $200,000. Similar to the above provisions, staff does not recommend creating a new local program to grant tenants additional legal assistance given the City’s budget and staffing limitations.

Foreclosure Assistance
Provide a dedicated funding source to support owner-occupied homeowners (up to 120% of Area Median Income (AMI)) at -risk of foreclosure, including direct financial assistance (e.g. mortgage assistance, property tax delinquency, HOA dues, etc.), foreclosure prevention counseling, legal assistance, and/or outreach.

The City’s four-year funding commitment is $300,000. Similar to the above provisions, staff does not recommend creating a new local program to grant tenants additional foreclosure assistance given the City’s budget and staffing limitations.

Rental Assistance Program
Provide a dedicated funding source and program for rental assistance to low -income households.

The City’s four-year funding commitment is $200,000. Similar to the above provisions, staff does not recommend creating a new local program to grant low -income households additional rental assistance given the City’s budget and staffing limitations.

Rent Stabilization
Restricts annual rent increases based upon a measure of inflation or other metric, with provisions exceeding those established by AB 1482.

The California Tenant Protection Act (AB 1482) is a state law that went into effect in 2020 and limits annual rent increases to 5% plus the local CPI (inflation rate), or 10%, whichever is lower. It also requires landlords to have a "just cause" to terminate a tenancy, and protects tenants from evictions without cause. The law applies to properties that are:
 Older than 15 years
 Contain at least 2 units
 The owner does not occupy one of the units
 Not regulated by local rent control laws

Similar to the above provisions, staff does not recommend creating a new local program to impose additional local restrictions on rent increases given the City’s budget and staffing limitations.

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10 Preventing Displacement from Substandard Conditions and Associated Code Enforcement Activities
Policies, programs, or procedures designed to minimize the risk of displacement caused by substandard conditions, including through local code enforcement activities. This may include, but not be limited to, proactive rental inspection programs, assistance to landlords for property improvements in exchange for anti-displacement commitments, and enhanced relocation assistance requirements for temporary displacement due to substandard conditions that pose an immediate threat to health and safety.

The City has one half -time code enforcement off icer, who responded to 96 of 99 code enforcement complaints submitted by residents in 2023. The caseload has included very time-consuming and difficult cases, such as a commercial building fire, a difficult hoarder situation, three grow houses , and several instances of unpermitted alterations creating unsafe housing conditions.

Given current budget and staffing limitations, staff does not recommend creating additional policies, programs or procedures for code enforcement aimed at minimizing the risk of displacement. If the Council makes additional code enforcement capacity available in the future, some proactive inspection of rental housing would be desirable, as many of the City’s rental properties are aging and may have suffered from deferred maintenance.

Fair Housing Enforcement
Policy, program, or investments that support fair housing testing, compliance monitoring, and enforcement.

The City’s four-year funding commitment is $300,000. Similar to the above provisions, staff does not recommend creating a new local fair housing enforcement program given the City’s budget and staffing limitations.

Tenant Anti-Harassment Protections
Policy or program that grants tenants legal protection from unreasonable, abusive or coercive landlord behavior.

California’s fair housing laws prohibit housing providers (including their employees or agents) from discriminating against or harassing a tenant, resident, home seeker or applicant, or homeowner, because of a protected characteristic. The Fair Employment and Housing Act prohibits discrimination and harassment based on a person’s race, color, ancestry, national origin, religion, mental or physical disability, sex (including pregnancy), gender, sexual orientation, gender identity, gender expression, genetic information, marital status, familial status, source of income, or military or veteran status.1 In addition, the Unruh Civil Rights Act, which applies to business establishments, protects against housing discrimination related to age, citizenship, primary language, and immigration status, among other characteristics. California law also limits when, how, and to what extent housing providers can consider someone’s criminal history.

1 See Gov. Code §§ 12925 & 12955 (definitions)
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11 Similar to the above provisions, staff does not recommend creating a new local program to grant tenants additional legal protection given the strong protections in state law and the City’s budget and staffing limitations.

NOT APPLICABLE PROTECTION & ANTI-DISPLACEMENT POLICIES

Mobile Home Rent Stabilization
Restricts annual rent increases on mobile home residents based upon a measure of inflation or another metric.

This is not applicable to the City of Hercules because there are no mobile home parks in the City.

B. Commercial Protection and Stabilization
The following policy options are related to Commercial Protection and Stabilization. The City must select a minimum of one (1) option from the following category:

RECOMMENDED COMMERCIAL PROTECTION & STABILIZATION POLICIES

Small Business Advocate Office
Provide a single point of contact for small business owners and/or a small business alliance.

Given the size of the City team, the Community Development Director is already the single point of contact for small business owners with questions.

With staff oversight from the City of Hercules, the nearest Small Business Development Center or SBC can be utilized to fulfill this requirement. The City already refers interested parties to the East Bay Small Business Development Center (SBDC), which offers no-cost, confidential advisory services and training for business owners and entrepreneurs. The East Bay SBDC advises owners on business planning, funding, marketing, finances and management. Special programs include a food service program aimed at restauranteurs, cottage food businesses, artisan and consumer packaged goods providers, food trucks, and mobile food businesses. Assistance is available in multiple languages.

POSSIBLE COMMERCIAL PROTECTION & STABILIZATION POLICIES

Small Business and Non-Profit Overlay Zone
Establish boundaries designated for an overlay, triggering a set of protections and benefits should development impact small businesses (including public markets) or community - serving non-profits.

The existing businesses within the TOC Policy area are either in existing mixed -use buildings such as the Railroad Avenue townhomes and The Exchange, or are existing businesses in the North Shore Business Park. Neither type of business is likely to to be 475

12 impacted by development, so staff does not rec ommend creating a new set of local protections and benefits for small businesses impacted by development.

Small Business and Non-Profit Preference Policy
Give priority and a right of first offer to local small businesses and/or community -serving non-profits when selecting a tenant for new market-rate commercial space.

The existing mixed-use buildings on the Hercules Waterfront, including Aventine and The Exchange, have had severe difficulties finding retail tenants willing to accept the asking rents and tenant improvement allowances. Many storefront spaces remain unleased after being on the market for years, even as the existing spaces in the City’s standalone retail centers have been repeatedly leased, with essentially no vacancies.

Thus, staff does not recommend imposing additional requirements on property owners to offer first refusal on market-rate commercial space to small businesses or community - serving non-profit organizations, which are unlikely to be able to pay the asking rents or finance the tenant improvements. .

Small Business and Non-Profit Financial Assistance Program Dedicated funding program for any impacted small business and community-serving non- profits.

Similar to the above, as there are no small businesses likely to be impacted by the continued build-out of the Bayfront development, staff does not recommend creating a new dedicated funding program for impacted small businesses and community-serving non-profits, given the City’s budget limitations.

C. Parking Management
The following policies are related to Parking Management. All of the following standards are required. The City is currently in compliance with some of the policies (IN COMPLIANCE) and compliance is still needed (NEEDED COMPLIANCE) in others.

IN COMPLIANCE WITH PARKING MANAGEMENT POLICIES

Allow Unbundled Parking

Hercules Municipal Code (HMC) Section 13-32.200(4) already allows off-site off-street parking and loading spaces through a recorded agreement or through approval of a parking exception.

Allow Shared Parking Between Different Land Uses

HMC Section 13-32.300(2) already allows shared parking between different land uses and requires calculations based upon individual uses except for Shopping Centers or through an Exception.

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13 NEEDED COMPLIANCE WITH PARKING MANAGEMENT POLICIES
One (1) secure bicycle parking space per dwelling unit.

One (1) secure bicycle parking space per 5,000 sf of occupied office commercial.

The City has adopted by reference the 2022 California Green Building Code (CALGreen), which requires secure bicycle parking spaces equivalent to 5% of vehicle parking spaces.

A 2023 state law (AB 2863, codified as Health and Safety Code Section 18944.19), requires that for the upcoming building code update cycle in 2025, the Department of Housing and Community Development shall research and develop, and may propose for adoption, mandatory building standards for short-term and long-term bicycle parking in mu ltifamily residential buildings, hotels, and motels, using a method that is independent of the number of vehicle parking spaces.

Given this potential code amendment and the parking regulations put in place by the existing entitlements for the Bayfront development, staff does not recommend imposing additional local bicycle parking requirements.

New Residential Development:

Parking maximum of 1.5 spaces per unit or lower.

HMC Table 13-32.1 requires a minimum of 2.0 per unit and no maximum. Residential sites within the TOC Policy Area are also within t he Waterfront District Master Plan (WDMP), requires a minimum 1 space per 1,500 sq. ft. of residential use, except for affordable or senior housing, for which no parking is required. The WDMP does not cont ain a parking maximum. Imposing a parking maximum would require amending the zoning ordinance and potentially also the WDMP.

The townhouse development which Ledcor is planning to submit for Blocks K -L-M-P-O would have 2 or more parking spaces per unit , pl us some guest/public parking. The developer has indicated that in the Hercules market, particularly without rail or ferry service in place, the townhouse units would not be marketable with fewer than 2 spaces per unit.

Staff has asked the regional agenci es to clarify the application of the TOC Policy to an approved and entitled development such as the Bayfront, which effectively locked its zoning standards in place at the time of approval through the Development Agreement. The Bayfront is also subject to a Parking Operations Agreement negotiated with the City to provide for sharing a portion of the development’s private parking with the public during certain hours once rail or ferry service begins at the Hercules Hub.

New Commercial Development:

Parking Maximum of 4.0 spaces per 1,000sf or lower.

For commercial development, the WDMP provides a minimum of 2 spaces per 1,000 square feet and a maximum of 3 spaces per 1,000 sq. ft., which complies with the TOC Policy. For 477

14 other areas, HMC Table 13-32.1 provides minimum parking ratios for various commercial uses; however, the zoning code does not provide for a maximum parking ratio.

Local zoning amendments could establish a maximum commercial parking ratio for the affected portions of the North Shore Business Park within the TOC Policy Area.

D. Density Requirements for New Development
The following policies are related to density requirements for new development . The following applies to new development built within ½ mile of an existing or planned fix ed- guideway transit stop or station (including the Hercules Hub). The following standards do not apply to parcels with existing dwellings.

Density Requirements for New Development (all required):

NEEDED COMPLIANCE WITH DENSITY POLICIES

Density for New Residential Development:

Or equivalent in Floor Area Ratio, or Form-Based development standards; excludes parcels currently occupied by homes.
 Minimum Density – 25 units/net acre or higher
 Maximum Density – 35 unite/net acre or higher

The existing Planned Commercial-Residential Mixed-Use (PC-R) zone allows a maximum of 40 du/ac but does not set a minimum density. The Historic Town Center (HTC) zoning district has a maximum allowable density of 17 du/ac and no minimum density. Local zoning amendments could change these requirements to comply with the TOC Polciy.

The WDMP includes standards for minimum and maximum building height, building placement and setbacks, which effectively regulate the building form and bulk but do not directly regulate density. The Bayfront developer has indicated that it is seeking to provide a minimum of 25 du/acre net density for the townhouse proposal for Blocks K-L-M-P-O.

Density for New Commercial Office:

For mixed-use projects that include a commercial office component, this figure shall not be less than the equivalent of the applicable allowed or permitted FAR standard.  Minimum Density – 1 FAR or higher
 Maximum Density – 3 FAR or higher

The City’s exi sting codes do not comply with these provisions, which are generally incompatible with providing surface rather than structured parking. The existing Planned Commercial-Residential Mixed-Use (PC-R) zone includes an allowable FAR range of 0.2 to

4.0, with a typical 2.0 FAR (HMC Table 13 -15.2). The Planned Office/Research & Development (PO/RD) zone includes an allowable FAR range of 0.25 to 1.00, with a typical

0.30 FAR (HMC Table 13-16.2). Local zoning amendments would be needed to implement these TOC Policy provisions for areas outside the Bayfront but within one half mile of the Hub.
478

15 The WDMP includes standards for minimum and maximum building height, required building placement, and setbacks, which effectively regulate the building form but do not directly regulate density or FAR. Although a detailed build-out analysis has not been undertaken, staff believes complying with the WDMP building placement, parking screening and minimum height requirements would likely yield an FAR at least 1.0.

Staff has requested clarification from MTC regarding the applicability of the TOC Policy to approved development projects such as the Bayfront, which is bound by its entitlements, the Waterfront Dist rict Master Plan standards and the approved Parking Operations Agreement, which are recorded documents that run with the land and are thus binding upon the developer or their successor.

ENVIRONMENTAL DETERMINATION

This informational report is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) – Common Sense Exemption in that the information provided and the request for direction would not facilitate new construction or other groundbreaking activities. It can be seen with certainty that there is no possibility that this informational report would result in either a direct physical change to the environment or a reasonably foreseeable indirect physical change to the environment. Further, none of the circumstances described in CEQA Guidelines Section 15300.2 applies.

FISCAL IMPACT OF RECOMMENDATION:

There are no direct fiscal impacts associated with this item. Failure to show compliance with the TOC Policy by the end of calendar year 2025 could make the City ineligible for future OBAG-4 grant funding.

ATTACHMENTS:

Attachment 1 – ½ Mile Map
Attachment 2 – TOC Policy Options - Spreadsheet
Attachment 3 – MTC TOC Policy Overview
Presentation

479
Half-mile Radius from the Planned Hercules
Hub
480
MTC Transit-Oriented Communities (TOC) - Compliance Options Production Policy Options RECOMMEND POSSIBLE N/A $①
Public Land for Affordable Housing X Need to show contribution & advocacy Ministerial Approval X
Development Certainty and Streamlined Entitlement Process② X Affordable Housing Funding X $1,400,000
Inclusionary Zoning X
Affordable Housing Overlay Zones X
Public / Community Land Trusts X $1,400,000
Preservation Policy Options RECOMMEND POSSIBLE N/A $①
Tenant/Community Opportunity to Purchase X
Funding to Support Preservation Capacity X 0.5 FTE Can be a County-wide/subregional effort Condominium Conversion Restrictions X
Preventing Displacement from Substandard Conditions and Associated Code Enforcement Activities X $10,000+ Low/No Interest Loan/Grant Program for low-income homeowners Funding to Preserve Unsubsidized Affordable Housing X $600,000 Public/Community Land Trusts X $600,000
Single-Room Occupancy Preservation X
Mobile Home Preservation X
Protection & Anti-Displacement Policy Options RECOMMEND POSSIBLE N/A $① "Just Cause" Eviction X
No Net Loss and Right to Return to Demolished Homes X
Tenant Relocation Assistance X OK to have an AMI limit for relocation assistance Legal Assistance for Tenants X $200,000
Foreclosure Assistance X $300,000
Rental Assistance Program X $200,000
Rent stabilization X
Preventing Displacement from Substandard Conditions and Associated Code Enforcement Activities X
Fair Housing Enforcement X $300,000 Model ordinance available Tenant Anti-Harassment Protections X Model ordinance available Mobile Home Rent Stabilization X
①Minimum 4-year funding commitment
②Compliance also allows credit for Protection Policy 2

AFFORDABLE HOUSING
Must Select a Minimum of 2 Options from Each of the Following Categories 481
MTC Transit-Oriented Communities (TOC) - Compliance Options

RECOMMEND POSSIBLE N/A
Small Business Advocate Office* X
Small Business and Non-Profit Overlay Zone X
Small Business and Non-Profit Preference Policy X
Small Business and Non-Profit Financial Assistance Program X

COMMERCIAL STABILIZATION
Must Select a Minimum of 1 Option from the Following Category *With Staff oversight from City, the nearest SBDC or SBC can be utilized.

IN COMPLIANCE NEEDED

COMPLIANCE
X
X
X
Required
Allow Unbundled Parking①
Allow Shared Parking Between Different Land Uses②
1 Secure Bicycle Parking Space Per Dwelling Unit
1 Secure Bicycle Parking Space per 5,000sf of Occupied Office Commercial X
Tier 4 Level of Transit Service: New Residential Development Parking Maximum of 1.5 Spaces per Unit or Lower③ X
Tier 4 Level of Transit Service: New Commercial Development Parking Maximum of 4.0 Spaces per 1,000 sf or Lower④ X
④ HMC Table 13-32.1 provides a minimum parking ratio that is below the 4.0 per 1,000 sf standard, however this is not a "Maximum" as required.

PARKING MANAGEMENT
Off Street Parking Standards for New Residential & Neighborhood-Serving Commercial (Retail & Service Businesses) ① HMC Section 13-32.200(4), allows off-site off-street parking and loading spaces through a recorded agreement or through an Exception (HMC Section 13-32.500).
② HMC Section 13-32.300(2), requires calculations based upon individual uses except for Shopping Centers or through an Exception (HMC Section 13-32.500).
③ HMC Table 13-32.1 requires a minimum of 2.0 per unit and no maximum. 482
MTC Transit-Oriented Communities (TOC) - Compliance Options Does not apply to Parcels with Existing Dwellings
Density for New Residential Development

IN COMPLIANCE NEEDED

COMPLIANCE

1. Minimum Density - 25 units/net acre or Higher ① X

2. Maximum Density - 35 units/net acre or Higher ① X
Density for New Commercial Office IN COMPLIANCE NEEDED

COMPLIANCE

1. Minimum Density - 1 FAR or Higher ② X

2. Maximum Density - 3 FAR or Higher ② X

DENSITY REQUIREMENTS FOR NEW DEVELOPMENT
Applies to New Development Built within 1/2 Mile of Existing or Planned Fixed-Guideway Transit Stops or Stations ①Or equivalent in Floor Area Ratio, or Form-Based development standards; excludes parcels currently occupied by homes. PC- R complies with this standard, but HTC does not comply. ②For mixed-use projects that include a commercial office component, this figure shall not be less than the equivalent of the applicable allowed or permitted FAR standard. PC-R includes a FAR range with a maximum of 4.0 (HMC Table 13-15.2). PO/RD has an FAR range of 0.25 to 1.00, HMC Table 13-16.2.
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September 2023

MTC’s Transit-Oriented Communities Policy
On September 28, 2022, the Metropolitan Transportation Commission (MTC) adopted the Transit-Oriented Communities (TOC) Policy (MTC Resolution 4530) to support the region’s transit investments by creating communities around transit stations and along transit corridors that not only enable transit ridership, but also are places where Bay Area residents of all abilities, income levels, and racial and ethnic backgrounds can live, work, and access services.

Future One Bay Area Grant (OBAG) funding cycles
will consider prioritizing investments in transit
station areas that are subject to and compliant with
the TOC Policy. Jurisdictions should anticipate
demonstrating compliance prior to the adoption of
OBAG 4, expected in 2026. See the draft of MTC’s
TOC Policy Administrative Guidance for more
information on requirements and the process and
required documentation for confirming
compliance.

Applicability
The TOC Policy applies to the half-mile area around
existing and planned fixed-guideway transit stops
and stations (i.e., regional rail, commuter rail, light- rail transit, bus rapid transit, and ferries).

Compliance with the TOC Policy is voluntary for
jurisdictions that want to advance the goals of Plan
Bay Area 2050 or to be eligible and/or competitive
for some MTC discretionary funding.

TOC Policy Goals

1. Increase the overall housing
supply in part by increasing the
density for new residential
projects. Prioritize affordable
housing in transit-rich areas.

2. In areas near regional transit hubs,
increase density for businesses
and commercial development.

3. Prioritize bus transit, active
transportation, and shared
mobility within and to/from transit-
rich areas, particularly to Equity
Priority Communities.

4. Support and build partnerships to
create equitable transit-oriented
communities within the San
Francisco Bay Area.

Transit Tiers
Areas subject to the TOC Policy are categorized by tier according to level of transit service:
• Tier 1: Rail stations serving regional centers (i.e., Downtown San Francisco, Downtown Oakland, and Downtown San José).
• Tier 2: Stop/station served by two or more BART lines or BART and Caltrain. • Tier 3: Stop/station served by one BART line, Caltrain, light rail transit, or bus rapid transit.
• Tier 4: Commuter rail (SMART, ACE, Capitol Corridor, Valley Link) stations, Caltrain stations south of Tamien, or ferry terminals.

Implementation Process and Timeline
MTC’s process to confirm compliance will begin in early 2024 and continue on a rolling basis until an anticipated deadline corresponding with OBAG 4 in 2026. MTC will provide an online submission form to streamline the process for local jurisdictions to demonstrate compliance with TOC Policy requirements. Technical support from MTC to assist with the compliance process will begin in 2024.

484
September 2023
TOC Policy Requirements
The TOC Policy focuses on the core elements of land use density, affordable housing, parking management, and complete streets/multimodal access to implement Plan Bay Area 2050 strategies.

1. Minimum residential and commercial office densities for new development:
• On average, the minimum density for parcels in the ½-mile TOC area must exceed a threshold determined by the TOC area’s Transit Tier. • If a jurisdiction adopts a maximum density for parcels in the ½-mile TOC area, on average, the maximum density must exceed a threshold determined by the TOC area’s Transit Tier.
• A jurisdiction is not required to zone for a particular land use in the TOC area. • Only areas where residential uses are allowed are included in residential density calculations, and only zoning districts that allow commercial office land uses as a primary use are included in commercial office density calculations. • Parcels with existing dwelling units can be excluded from the residential and commercial office density calculations.

2. Policies for affordable housing and commercial stabilization:
• A jurisdiction must adopt at least two policies for each of the “3Ps” of affordable housing (production, preservation, protection) and at least one policy for commercial stabilization.
• A jurisdiction chooses policies that best meet local needs from a menu of options.
• Policies must apply in TOC areas, but a jurisdiction may choose to apply them beyond the TOC area(s), including jurisdiction wide.

3. Parking management:
• No minimum parking requirements allowed in most Transit Tiers for new residential or commercial development.
• Parking maximums for new residential and general/neighborhood commercial uses vary by Transit Tier.
• Requirements for bicycle, shared, and unbundled parking as well as Transportation Demand Management (TDM)/curb management.

4. Transit station access and circulation:
• Adopt policies/guidelines that comply with Complete Streets Policy. • Prioritize implementation of Active Transportation Plan and/or relevant Community Based Transportation Plans within TOC station area. • Complete an access gap analysis and accompanying capital and/or service improvement program.
• Identify opportunities for Mobility Hub planning and implementation.

See the draft of MTC’s TOC Policy Administrative Guidance for more information on requirements and the process and required documentation for confirming compliance. 485
MTC TOC Policy Discussion
Metropolitan Transportation Commission Transit-Oriented Communities Policy – Discussion of Compliance Opportunities.

CITY OF HERCULES CITY COUNCIL MEETING
APRIL 23, 2024
486
TOC Policy Requirements
• Affordable housing production, preservation and
pr
otection and stabilizing businesses to prevent
displacement
• Minimum residential and commercial office densities
for ne
w development
• Parking Management
487
488
TOC Policy Requirements
Affordable Housing
Production (2 Required)
Preservation (2 Required)
Protection & Anti-
Displacement (2 Required)
Commercial Protection &
Stabilization
(1 Required)
Parking Management
(All Required)
Density
Density for New Residential
Development (All Required)
Density for Commercial
Office (All Required)
489
Affordable Housing – Production (2 required)
Recommended:
• Public Land for Affordable Housing
• Ministerial Approval
• Development Certainty and Streamlined Entitlement
Process
• Affordable Housing Funding
490
Affordable Housing – Preservation (2 required)
Recommended:
• Tenant/Community Opportunity to Purchase
• Funding to Support Preservation Capacity
491
Affordable Housing – Protection & Anti-Displacement
(2 required)
Recommended:
• “Just Cause” Eviction
• No Net Loss and Right to Return to Demolished Homes
492
Commercial Protection & Stabilization - (1 required)
Recommended:
• Small Business Advocate Office
493
Parking Management (all required)
In Compliance:
• Allow Unbundled Parking
• Allow Shared Parking Between Different Land Uses
Needed Compliance:
• 1 secure bicycle parking space per dwelling unit
• 1 secure bicycle parking space per 5,000 sf of
occupied office commercial
494
Density – New Residential Development (all required)
Required:
 Minimum Density – 25 units/net acre or higher
 Maximum Density – 35 unite/net acre or higher
495
Density – Commercial Office (all required)
Required:
 Minimum Density – 1 FAR or higher
 Maximum Density – 3 FAR or higher
496
DI

SCUSSION AND/OR ACTION

AGENDA ITEM

7. 22-840
497

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of April 23, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Joseph Vasquez, Chief of Police
SUBJECT: Military Equipment Use and Acquisition
RECOMMENDED ACTION:

Staff recommends that the City Council provide its annual approval of the Hercules Police Department military equipment inventory and usage per policy section 709 in conformance with the requirements of California Assembly Bill 481; Military Equipment Funding, Acquisition, and Use (attached).

EXECUTIVE SUMMARY:

AB 481 requires each law enforcement agency's governing body to conduct annual meetings every year to continue the use of previously acquired equipment designated as “Military Equipment.” To help guide this process, staff have attached a summary of AB 481, and Policy Section to this report. Additionally, the Police Department posted an adopted version of the policy on the City website March 20, 2023, in advance of the City Council meeting where the item would be discussed, in compliance with the requirements of AB 481.

An itemized list of qualifying military equipment currently in HPD’s possession is included in this report as well as in the draft policy. Each item’s purpose and authorized use is described in specific detail in the attachment to the draft po licy section to be included in the Hercules Police Department policy manual. The following are qualifying items currently in the Hercules Police Department equipment inventory:
 Unmanned, remotely piloted, powered aerial devices (2 drones) 22-840
498
 Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units (1 Special Response Team van)
 Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code §30515, with the exception of standard-issue handguns (28 - .223 caliber patrol rifles capable of firing 5.56mm ammunition)
 Noise-flash diversionary devices and explosive breaching tools (24 Noise Flash Diversionary Devices)
 Any firearm or firearm accessory that is designed to launch explosive projectiles (1 – Defense Technology Model 1426 40mm LMT Tactical single launcher (Replaced S&W Mod. 226 37mm launcher)
 Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray (10 - 12 ga. “penetrator” rounds capable of delivering powdered OC through thin walls or windows. Officers assigned to the County-wide Mobile Field Force are issued Def-Tech CS gas canisters while in that position)
 Kinetic energy weapons and munitions (5 Kinetic Energy shotguns)

AB 481 states each agency is required to establish the procedure for a person to register a complaint or concern regarding the possession or use of military equipment, and how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner. The City and the Police Department already have several avenues in place for filing a complaint with or about the Police Department, the Department will establish a procedure for responding to questi ons in a timely manner.

Additionally, each agency must prepare an Annual Report to include the use of military equipment, any complaints received, any internal audits or other information about violations of this Policy, the cost of such use and other sim ilar information. This report must be presented to the Governing Body as well as in a separate public forum. The City’s webpage will be utilized for distribution of any updates to the above materials as well as for public notification of the Annual Report.

BACKGROUND:

On September 30, 2021, Governor Newsom signed a series of policing reform legislation aimed at increasing transparency of peace officer misconduct records, creating a system to decertify peace officers for serious misconduct, improving pol icing responsibility and accountability guidelines, raising eligibility standards, banning harmful restraint 499
techniques, and creating a public forum for the funding, acquisition, and use of military equipment.

AB 481, Military Equipment Funding, Acquisiti on, and Use was authored by Assemblymember David Chiu (D-San Francisco) to address the funding, acquisition, and use of military equipment.

ANALYSIS:

AB 481 Definition of Military Equipment
The Assembly Bill has designated the following categories of items as military equipment. The Hercules Police Department has equipment that meets the criteria for 7 of the 15 categories (1,5,9,10,11,12,14):

 Unmanned, remotely piloted, powered aerial or ground vehicles (Equipment Category 1)

 Mine-resistant ambush-protected vehicles or armored personnel carriers (Equipment Category 2)

 High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached (Equipment Category 3)

 Tracked armored vehicles that provide ballistic protection to their occupants (Equipment Category 4)

 Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units (Equipment Category 5)

 Weaponized aircraft, vessels, or vehicles of any kind (Equipment Category 6)

 Battering rams, slugs, and breaching apparatuses that are explosive in nature (Equipment Category 7)

 Firearms and ammunition of .50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition (Equipment Category 8) 500

 Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code §30515, with the exception of standard-issue handguns (Equipment Category 9)

 Any firearm or firearm accessory that is designed to launch explosive projectiles (Equipment Category 10)

 Noise-flash diversionary devices and explosive breaching tools (Equipment Category 11)

 Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray (Equipment Category 12)

 TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (Equipment Category 13)

 Kinetic energy weapons and munitions (Equipment Category 14)

 Any other equipment as determined by a governing body or a state agency to require additional oversight (Equipment Category 15)

FISCAL IMPACT:

There is no anticipated fiscal impact in reviewing this annual report. Failure to continue authorization of the military inventory and usage will result in the destruction of some previously acquired equipment and limit the Police Department’s response capabilities.

ATTACHMENTS:

1. Policy Section 709; Military Equipment Funding, Acquisition, and Use

2. 2023 Annual Military Equipment Report, Purpose, Use, and Cost

3. AB 481

4. Ordinance

5. Presentation

501
Policy
709
Hercules Police Department
Hercules PD Policy Manual
Copyright Lexipol, LLC 2024/03/18, All Rights Reserved.

Published with permission by Hercules Police Department ***DRAFT*** Military Equipment - 1 Military Equipment
709.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
709.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body
– The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
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Hercules Police Department
Hercules PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2024/03/18, All Rights Reserved.

Published with permission by Hercules Police Department ***DRAFT*** Military Equipment - 2 709.2 POLICY
It is the policy of the Hercules Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 709.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Hercules Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
709.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:
[Insert attachment here]
709.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
503
Hercules Police Department
Hercules PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2024/03/18, All Rights Reserved.

Published with permission by Hercules Police Department ***DRAFT*** Military Equipment - 3 (a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 709.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 709.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 709.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
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Hercules Police Department
Updated March 13, 2024

1 HERCULES POLICE DEPARTMENT

ANNUAL MILITARY EQUIPMENT REPORT
2023
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Hercules Police Department
Updated March 13, 2024

2 INTRODUCTION

On September 30, 2021, the Governor of the State of California approved Assembly Bill 481 (codified as Chapter 12.8 of the California Government Code) requiring law enforcement agencies such as the Hercules Police Department to have a military use policy approved by the City Council prior to requesting, seeking funding, acquiring, or using military equipment.

Assembly Bill 481 allows the governing body to approve the policy within its jurisdiction only if it determines that the military equipment meets specified standards.

On June 14, 2022, the City of Hercules City Council Approved Ordinance 537 approving Hercules Police Department Policy #709: Military Equipment Funding, Acquisition, and Use. As required by Assembly Bill 481 and the Ordinance, annually the Hercules Police Department must prepare a report on the use of each type of military equipment approved in the Policy over the last year. Subsequently, the City Council must then review the Ordinance, Policy, and Annual Report, and determine whether the Department’s use of military equipment in the past year complied with the Policy, and whether to continue the Ordinance and Policy, take action (by ordinance) to modify the Policy or repeal the Ordinance.

As set forth in the Policy, the Hercules Police Department retains and employs limited military equipment to safeguard its community. Hercules officers, certified instructional staff, and specialized units receive training throughout the year on the use of military equipment approved under the Policy.

This Annual Report outlines the Hercules Police Department’s military equipment inventory and usage, community complaints over use of military equipment, and internal audits from January 1, 2023, through December 31, 2023. The Department will submit its Military Equipment Annual Report to the City Council after December 31st of every year in compliance with AB 481.
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Hercules Police Department
Updated March 13, 2024

3 HPD MILITARY EQUIPMENT

1. Unmanned Aerial Vehicles

a. Description, quantity, capabilities and purchase cost:

The unmanned Aerial Vehicle (UAV) is a battery powered remote operated device with a flight time of approximately 30 – 45 minutes per battery, depending on weather and flight conditions. The UAV has been proven to be useful to public safety agencies in firefighting, search and rescue, pre-operational surveillance, and other tactical situations where aerial views enhance the safety and efficiency of law enforcement and fire personnel.

Mavic 2 Enterprise Advanced UAV, purchase cost was $6,499 quantity: 2

b. Purpose:

To be deployed when its view would assist officers or incident commanders with the following situations, which include but are not limited to:

i. Major Collisions Investigation
ii. Search for missing persons
iii. Natural disaster management
iv. Crime scene photography
v. Critical incident, tactical or other public safety life preservation missions
vi. In response to specific requests from fire authorities for fire response

c. Authorized use
Only assigned operators who have completed the required training, certification, and licensing shall be permitted to use Hercules Police Department’s UAVs approved missions.
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Hercules Police Department
Updated March 13, 2024

4 d. Expected lifespan
The expected lifespan of the Mavic 2 UAV is 5 years

e. Fiscal impact
Annual maintenance costs of approximately $0 - $500

f. All department UAV operators are licensed by the Federal Aviation Administration for UAV operation. Once all operators are completely certified, they will train monthly in the use of UAV’s.

2. Command and Control vehicles

a. Description, quantity, capabilities and purchase cost:
2008 Ford Econoline 350 transport van, Cost $0 (inner-City transfer from Parks and Recreation), quantity: 1
This is a full-size van modified to transport Special Response Team members and equipment to critical incidents and high-risk entry operations. The van is equipped with emergency lights and sirens. It is painted white with Hercules Police Department (PD) logos on it.

b. Purpose
To be used in response to critical incidents and pre-planned operations to transport personnel and equipment.

c. Authorized use
The use of the van is limited to trained Hercules Police Department SRT members and department range training equipment
transportation.

d. Expected Lifespan
10 years

e. Fiscal Impact
Annual maintenance cost of approximately $1,000.

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Hercules Police Department
Updated March 13, 2024

5 3. Specialized firearms and ammunition

a. Description, quantity, capabilities and purchase cost Shoulder fired rifle bored firearms capable of firing 5.56mm ammunition from standard- capacity magazines; shoulder fired smooth bored firearms capable of firing beanbag rounds, smoke canisters and CS gas canisters.

i. Colt M4 Carbine semi-automatic rifle for patrol use, cost:
$920.00, quantity: 33
ii. Defense Technology Model 1426 40mm LMT tactical single launcher for deployment of less lethal munitions or gas, cost $1349.00, quantity: 1
iii. Remington 870 kinetic energy shotgun for patrol use, cost:
$900.00, quantity: 5
iv. Defense Technologies 12-gauge powder barricade penetrator OC rounds for barricaded subject critical incidents, cost $5.94, quantity: 10
v. Defense Technology 40mm Exact Impact Sponge Round
extended range rounds used for patrol use, cost $29.95, quantity: 25
vi. Winchester Ranger 5.56mm 77 grain ammunition for patrol rifles, cost $878.00/1000 rounds, quantity: 10,000
Winchester 5.56mm 55 grain ammunition for patrol rifles, Cost $359/1000 rounds, quantity: 15,000
vii. Defense Technology drag stabilized kinetic energy rounds for patrol, cost $5.35, quantity: 50

b. Purpose
To be used as precision weapons to address known threats from greater distance and behind cover, providing safer response to critical incidents involving heavily armed and protected suspect(s), to defuse volatile incidents with less than lethal force, to bring critical incidents to a close with the least amount of danger to the public, the involved subject(s) and the responding personnel.
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Hercules Police Department
Updated March 13, 2024

6 c. Authorized use
Only personnel who have attended and passed training and certification courses approved by the Peace Officer Standards and Training (POST) Commission are authorized to possess or deploy patrol rifles, kinetic energy shotguns, or 40mm launcher.

d. Expected Lifespan

i. Colt M4-Carbine Rifle: 15 years
ii. DefTec Mod 1426 40mm launcher: 15 years
iii. Remington 870 kinetic energy shotgun: 15 years
iv. Defense technology OC rounds: no expiration date
v. Winchester 5.56mm rounds: no expiration date
vi. Kinetic energy rounds: no expiration date
vii. Exact Impact Sponge Round: no expiration date

e. Fiscal impact
Annual maintenance is approximately $50 for each rifle. Ammunition costs vary by availability. Approximately $10,000 annually.

4. Noise Flash Diversionary Devices

a. Description, quantity, capabilities and purchase cost A Noise Flash Diversionary Device (NFDD) is a device that creates a bright flash and a loud explosive sound to divert the attention of subjects in the area and temporarily disorient them to additional sounds and movement. NFDD are used to temporarily incapacitate dangerous subjects by overwhelming their senses of vision and hearing. The momentary distraction allows officers to seize the opportunity to take control of high-risk situations.

i. Defense Technology Low Roll 12-gram non-reloadable Distraction Device w/safety clip, cost $79.44, quantity: 30

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Hercules Police Department
Updated March 13, 2024

7 b. Purpose
To produce atmospheric overpressure and brilliant white light and as a result can cause short-term (6-8 seconds) physiological/psychological sensory deprivation to give officers a tactical advantage.

c. Authorized use
Diversionary devices shall only be used:

i. By SRT members who have been trained in their proper handling and use
ii. In hostage or barricaded subject situations
iii. In high-risk warrant services where there may be extreme hazards to officers
iv. During other high-risk situations where their use would enhance officer safety
v. During training exercises.

d. Expected lifespan
5 years

e. Fiscal impact
There are no maintenance costs associated with the storage of this device.

5. Munitions containing Tear Gas or OC

a. Description, quantity, capabilities and purchase cost Chemical agent munitions, which are commonly referred to as "tear gas," are used by the Hercules Police Department as a non-lethal tool to disperse rioting suspects and/or barricaded suspects. CS (2- Chlorobenzylidenemalonoi trile) and OC (Oleoresin Capsicum) are commonly used by law enforcement agencies across the United States.
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Hercules Police Department
Updated March 13, 2024

8 CS is an irritating agent and lachrymator (irritates the eyes and causes tears to flow). CS has been medically tested in the UK and US, specifically by the U.S. Army. There are no known allergic reactions to CS. OC was de-regulated in California in 1996, is endorsed by the FBI, and is available to civilians to legally possess (2.5oz or less). OC is an inflammatory agent which causes involuntary closure of eyes (open 2-5 minutes) and respiratory inflammation (subsides in approximately 2 minutes).

i. Defense Technologies 12-gauge powder barricade penetrator OC for barricaded subject critical incidents, cost $5.94, quantity: 10
ii. Officers assigned to the County-Wide Mutual Aid Mobile Field Force are issued Defense Technology CS gas by the Contra Costa Office of the Sheriff as part of their tactical duty gear when deployed by the MAMFF. They do not carry the CS gas as a part of their regular Patrol equipment in Hercules, however they do possess it in the event they need to respond to emergency deployment(s) elsewhere in the
County. Cost $0, quantity: 2 each.

b. Purpose
To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for use of the less lethal weapon systems may include, but are not limited to:

i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.

c. Authorized use
Only Officers who have received POST certification in the use of chemical agents are authorized to use chemical agents.
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Hercules Police Department
Updated March 13, 2024

9 d. Expected Lifespan
Defense Technology OC rounds: No expiration date

e. Fiscal Impact
There are no maintenance costs associated with the storage of these devices

Equipment Purchase and Training Use

2023 Purchases

Military
Equipment

Quantity

Cost

Date of Purchase
Winchester 5.56
77 or BTHP
4000 $3948.00 8/21/2023 – 10/18/2023
Winchester 5.56
55 or FMJ
11000 $4818.00 8/21/2023 – 10/18/2023
Defense Technology
Model 1426 40mm
LMT Tactical single
launcher
1 $1349.00 9/7/2023

Defense Technology
40mm Exact Impact
Sponge Round
extended range
munitions
25 $647.75 9/7/2023
Defense Technology
Low Roll 12-gram
non-reloadable
Distraction Device
w/safety clip
30 $2383.20 8/31/2023

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513
Hercules Police Department
Updated March 13, 2024

10 2023 Training/ Military Equipment Utilized

Training

Military
Equipment

Quantity

Date of Use
Department Quarterly
Training
Colt M4

5.56 Ammo
8000 4/13/2023, 7/13/2023,
10/5/2023
Firearms/Rifle
Instructor Update
Training
Colt M4

5.56 Ammo
2000 11/10/2023
Firearms/Rifle
Instructor Training
Colt M4

5.56 Ammo
1000 7/21/2023
Firearms/Rifle
Instructor Training
Colt M4

5.56 Ammo
1000 6/16/2023
Department SRT
Training
DefTec
NSDD
23 9/20/2023
Department SRT
Training
Mavic 2
Enterprise
Advanced
UAV
1 9/20/2023

Community Concerns and Complaints

In some instances, the possession and use of military equipment may cause questions and/or concerns for members of the community. It is vitally important that community members’ questions and/or complaints regarding Hercules Police Department’s possession and use of military equipment are addressed.

The Hercules Police Department is committed to full and fair investigations of community complaints. As such, the Department has sound internal procedures for thorough and impartial investigations of community complaints. Resolving complaints in a fair, impartial, and expeditious manner will ensure the consistent high level of integrity and efficiency maintained by the Department. //
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Hercules Police Department
Updated March 13, 2024

11 2023 Community Concerns, Complaints & PD Internal Investigations Related to Military Equipment Use

Community Concerns Community Complaints PD Internal
Investigations

2 0

0 Internal Inventory & Audit (HPD Military Equipment)

Per Hercules Police Department policy 709.3 (c), the Department’s military equipment coordinator, designated as the Department Range Master, is required to complete an internal inventory of all military equipment within the possession of the Department at least once annually. During the calendar year 2023, an internal inventory of the Department’s military equipment was completed on November 17, 2023, which identified all the Department’s military equipment in preparation to fulfill the obligations set by Assembly Bill 481. The Department added the Defense Technology Model 1426 40mm LMT Tactical single launcher to replace the 37mm launcher in September of 2023. All current military equipment inventory was found to be in good shape and working order. //
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Hercules Police Department
Updated March 13, 2024

12 2023 Critical Incident/ Military Equipment Utilized
Case # Date Equipment Used Reason for Use
H23-916 9/8/2023 2008 Ford Econoline
350 transport van
High Risk Search and Arrest Warrant
served by HPD Special Response Team
H23-987 9/27/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist CCSO Suspect Search
Rodeo, CA
Incident 10/5/2023 Mavic 2 Enterprise
Advanced UAV
Community Service Search for Homeless
Encampment w/Public Works
Incident 10/16/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist CHP Search and Rescue
Vehicle Collision
Incident 10/21/2023 Mavic 2 Enterprise
Advanced UAV
Commercial Burglary Alarm Search of
Backyard Area
Incident 10/24/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist DOJ Task Force
Surveillance
Incident 10/24/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist DOJ Task Force
Surveillance
Incident 10/31/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist DOJ Task Force Operation
Barricaded Subject
Incident 11/7/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist Pinole PD Suspect Search
Pinole, CA
H23-148 11/10/2023 Mavic 2 Enterprise
Advanced UAV
Search Warrant served by HPD
Investigations
Incident 11/21/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist DOJ Task Force
Surveillance/Search Warrant
H23-916 12/7/2023 Mavic 2 Enterprise
Advanced UAV
High Risk Search and Arrest Warrant
served by HPD Special Response Team
Incident 12/28/2023 Mavic 2 Enterprise
Advanced UAV
Outside Assist DOJ Task Force
Surveillance

Conclusion

This Annual Military Equipment Report reaffirms the Hercules Police Department’s commitment to providing transparency and information to our communities and elected officials in addition to ensuring compliance with California State law. The equipment, resources, and training outlined in this report allow Hercules Police Officers to better serve and protect Hercules, enhance the safety of officers and community, and bring critical incidents to a safe resolution. 516
Assembly Bill No. 481

CHAPTER 406

An act to add Chapter 12.8 (commencing with Section 7070) to Division 7 of Title 1 of the Government Code, relating to military equipment.

[Approved by Governor September 30, 2021. Filed with Secretary of State September 30, 2021.]

legislative counsel’s digest
AB 481, Chiu. Law enforcement and state agencies: military equipment: funding, acquisition, and use.

Existing law designates the Department of General Services as the agency for the State of California responsible for distribution of federal surplus personal property, excepting food commodities, and requires the department to, among other things, do all things necessary to the execution of its powers and duties as the state agency for the distribution of fe deral personal surplus property, excepting food commodities, in accordance with specified federal law. Existing law, the Federal Surplus Property Acquisition Law of 1945, authorizes a local agency, as defined, to acquire surplus federal property without regard to any law which requires posting of notices or advertising for bids, inviting or receiving bids, or delivery of purchases before payment, or which prevents the local agency from bidding on federal surplus property. Existing federal law authorizes the Department of Defense to transfer surplus personal property, including arms and ammunition, to federal or state agencies for use in law enforcement activities, subject to specific conditions, at no cost to the acquiring agency.

This bill would require a law enforcement agency, defined to include specified entities, to obtain approval of the applicable governing body, by adoption of a military equipment use policy, as specified, by ordinance at a regular meeting held pursuant to specified open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment, as defined. The bill would also require similar approval for the continued use of military equipment acquired prior to January 1, 2022.

The bill would allow the governing body to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it determines that the military equipment meets specified standards. The bill would require the governing body to annually review the ord inance and to either disapprove a renewal of the authorization for a type, as defined, of military equipment or amend the military equipment use policy if it determines, based on an annual military equipment report prepared by the law enforcement agency, as provided, that the military equipment does not comply with the above-described standards for approval. The bill would specify these provisions do not preclude a county or local municipality from implementing additional requirements and standards related to the purchase, use, and reporting of military equipment by local law enforcement agencies.

This bill would also require a state agency, as defined, to create a military equipment use policy before engaging in certain activities, publish the policy on the agency’s internet website, and provide a copy of 517
the policy to the Governor or the Governor’s designee, as specified. The bill would also require a state agency that seeks to continue use of military equipment acquired prior to January 1, 2022, to create a military equipment use policy. This bill would also include findings that the changes proposed by this bill address a matter of statewide concern rather than a municipal affair and, therefore, apply to all cities, including charter cities.

By adding to t he duties of local officials with respect to the funding, acquisition, and use of military equipment, this bill would impose a state-mandated local program.

The California Constitution requires local agencies, for the purpose of ensuring public access to t he meetings of public bodies and the writings of public officials and agencies, to comply with a statutory enactment that amends or enacts laws relating to public records or open meetings and contains fi demonstrating that the enactment furthers the consti tutional requirements relating to this purpose.

This bill would make legislative findings to that effect.

The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.

This bill would provide that no reimbursement is required by this act for a specified reason.

The people of the State of California do enact as follows:

SECTION 1. The Legislature finds and declares all of the following:
(a) The acquisition of military equipment and its deployment in our communities adversely impacts the public’s safety and welfare, including increased risk of civilian deaths, signific risks to civil rights, civil liberties, and physical and psychological well-being, and incurment of significant financial costs. Military equipment is more frequently deployed in low-income Black and Brown communities, meaning the risks and impacts of police militarization are experienced most acutely in marginalized communities. (b) The public has a right to know about any funding, acquisition, or use of military equipment by state or local government officials, as well as a right to participate in any government agency’s decision to fund, acquire, or use such equipment.
(c) Decisions regarding whether and how military equipment is funded, acquired, or used should give strong consideration to the public’s welfare, safety, civil rights, and civil liberties, and should be based on meaningful public input.
(d) Legally enforceable safeguards, including transparency, oversight, and accountability measures, must be in place to protect the public’s welfare, safety, civil rights, and civil liberties before military equipment is funded, acquired, or used.
518
(e) The lack of a public forum to discuss the acquisition of military equipment jeopardizes the relationship police have with the community, which can be undermined when law enforcement is seen as an occupying force rather than a public safety service.

SEC. 2. Chapter 12.8 (commencing with Section 7070) is added to Division 7 of Title 1 of the Government Code, to read:

Chapter 12.8. Funding, Acquisition, and Use of Military Equipment

7070. For purposes of this chapter, the following definitions shall apply:
(a) “Governing body” means the elected body that oversees a law enforcement agency or, if there is no elected body that directly oversees the law enforcement agency, the appointed body that oversees a law enforcement agency. In the case of a law enforceme nt agency of a county, including a sheriff’s department or a district attorney’s office, “governing body” means the board of supervisors of the county. (b) “Law enforcement agency” means any of the following:
(1) A police department, including the police d epartment of a transit agency, school district, or any campus of the University of California, the California State University, or California Community Colleges. (2) A sheriff’s department.
(3) A district attorney’s office.
(4) A county probation department.
(c) “Military equipment” means the following:
(1) Unmanned, remotely piloted, powered aerial or ground vehicles. (2) Mine-resistant ambush -protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision. (3) High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five -ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. Ho wever, unarmored all -terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.
(4) Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.
(5) Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.
(6) Weaponized aircraft, vessels, or vehicles of any kind. 519
(7) Battering rams, slugs, and breaching a pparatuses that are explosive in nature. However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.
(8) Firearms of .50 caliber or greater. Howev er, standard issue shotguns are specifically excluded from this subdivision.
(9) Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.
(10) Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.
(11) Any firearm or firearm accessory that is designed to launch explosive projectiles. (12) “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray.
(13) Taser Shockwave, microwave weapons, water cannons, and the Long Range Acoustic Device (LRAD).
(14) The following projectile launch platforms and their associated munitions: 40mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons. (15) Any other equipment as determined by a governing body or a state agency to require additional oversight.
(16) Notwithstanding paragraphs (1) through (15), “military equipment” does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency. (d) “Military equipment use policy” means a publicly released, written document governing the use of military equipment by a law enforcement agency or a state agency that addresses, at a minimum, all of the following:
(1) A description of each type of military equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the military equipment. (2) The purposes and aut horized uses for which the law enforcement agency or the state agency proposes to use each type of military equipment.
(3) The fiscal impact of each type of military equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment. (4) The legal and procedural rules that govern each authorized use. (5) The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of military equipment to ensure the full protection 520
of the public’s welfare, safety, civil rights, and civil liberties and full adherence to the military equipment use policy.
(6) The mechanisms to ensure compliance with the military equipment use policy, including which independent persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy. (7) For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of military equipment, and how the law enforcement agency will ensure that each complaint, concern, or question receives a response in a timely manner.
(e) “State agency” means the law enforcement division of every state office, department, division, bureau, board, and commission or other state body or agency, except those agencies provided for in Article IV (except Section 20 thereof) or Article VI of the California Constitution. (f) “Type” means each item that shares the same manufacturer model number. 7071. (a) (1) A law enforcement agency shall obtain approval of t he governing body, by an ordinance adopting a military equipment use policy at a regular meeting of the governing body held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable, prior to engaging in any of the following:
(A) Requesting military equipment made available pursuant to Section 2576a of Title 10 of the United States Code.
(B) Seeking funds for military equipment, including, but not limited to, applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers. (C) Acquiring mi litary equipment either permanently or temporarily, including by borrowing or leasing.
(D) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the territorial jurisdiction of the governing body. (E) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body pursuant to this chapter. (F) Soliciting or responding to a proposal for, or entering into an agreement with, any other p erson or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of, military equipment. (G) Acquiring military equipment through any means not provided by this paragraph. (2) No later than May 1, 2022, a law enforcement agency seeking to continue the use of any military equipment that was acquired prior to January 1, 2022, shall commence a governing body approval process in accordance with this section. If the governing body does not approve the continuing use of military equipment, including by adoption pursuant to this subdivision of a military equipment use policy submitted pursuant to subdivision (b), within 180 days of submission of the proposed military equipment 521
use policy to the governing body, the law enforcement agency shall cease its use of the military equipment until it receives the approval of the governing body in accordance with this section. (b) In seeking the approval of the governing body pursuant to subdivision (a), a law enforcement agency shall submit a propo sed military equipment use policy to the governing body and make those documents available on the law enforcement agency’s internet website at least 30 days prior to any public hearing concerning the military equipment at issue.
(c) The governing body shal l consider a proposed military equipment use policy as an agenda item for an open session of a regular meeting and provide for public comment in accordance with the Bagley- Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable.
(d) (1) The governing body shall only approve a military equipment use policy pursuant to this chapter if it determines all of the following:
(A) The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.
(B) The proposed military equipment use policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.
(C) If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety. (D) Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance. (2) In order to facilitate public participation, any proposed or fi military equipment use policy shall be made publicly available on the internet website of the relevant law enforcement agency for as long as the military equipment is available for use.
(e) (1) The governing body shall review any ordinance that it has adopted pursuant to this section approving the funding, acquisition, or use of military equipment at least annually and, subject to paragraph (2), vote on whether to renew the ordinance at a regular meeting held pursuant to the Bagley- Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable.
(2) The governing body shall determine, based on the annual military equipment report submitted pursuant to Section 7072, whether each type of military equipment identified in that report has complied with the standards for approval set forth in subdivision (d). If the governing body determines that a type of military equipment identifi ed in that annual military equipment report has not complied with the standards for approval set forth in subdivision (d), the governi ng body shall either disapprove a renewal of the authorization for that type of military equipment or require modification to the military equipment use policy in a manner that will resolve the lack of compliance. 522
(f) Notwithstanding subdivisions (a) to (e ), inclusive, if a city contracts with another entity for law enforcement services, the city shall have the authority to adopt a military equipment use policy based on local community needs.
7072. (a) A law enforcement agency that receives approval for a m ilitary equipment use policy pursuant to Section 7071 shall submit to the governing body an annual military equipment report for each type of military equipment approved by the governing body within one year of approval, and annually thereafter for as long as the military equipment is available for use. The law enforcement agency shall also make each annual military equipment report required by this section publicly available on its internet website for as long as the military equipment is available for use. The annual military equipment report shall, at a minimum, include the following information for the immediately preceding calendar year for each type of military equipment:
(1) A summary of how the military equipment was used and the purpose of its use. (2) A summary of any complaints or concerns received concerning the military equipment. (3) The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.
(4) The total annual c ost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.
(5) The quantity possessed for each type of military equipment. (6) If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment. (b) Within 30 days of submitting and publicly releasing an annual military equipment report pursuant to this section, the law enforcement agency shall hold at least one well -publicized and conveniently located community engagement meet ing, at which the general public may discuss and ask questions regarding the annual military equipment report and the law enforcement agency’s funding, acquisition, or use of military equipment.
7073. (a) A state agency shall create a military equipment us e policy prior to engaging in any of the following:
(1) Requesting military equipment made available pursuant to Section 2576a of Title 10 of the United States Code.
(2) Seeking funds for military equipment, including, but not limited to, applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers. (3) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(4) Collaborating with a law enforcement agency or another state agency in the deployment or other use of military equipment within the territorial jurisdiction of the governing body. 523
(5) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body pursuant to this chapter. (6) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, or to apply to receive, acquire, use, or collaborate in the use o f, military equipment.
(7) Acquiring military equipment through any means not provided by this subdivision. (b) No later than May 1, 2022, a state agency seeking to continue the use of any military equipment that was acquired prior to January 1, 2022, shall create a military equipment use policy. (c) A state agency that is required to create a military equipment use policy pursuant to this section shall do both of the following within 180 days of completing the policy:
(1) Publish the military equipment use policy on the agency’s internet website. (2) Provide a copy of the military equipment use policy to the Governor or the Governor’s designee. 7074. The Legislature fi and declares that ensuring adequate oversight of the acquisition and use of military equipment is a matter of statewide concern rather than a municipal affair as that term is used in Section 5 of Article XI of the California Constitution. Therefore, this chapter applies to all cities, including charter cities and shall supersede any inconsistent provisions in the charter of any city, county, or city and county.
7075. Nothing in this chapter shall preclude a county or local municipality from implementing additional requirements and standards related to the purchase, use, and reporting of mi litary equipment by local law enforcement agencies.

SEC. 3. The Legislature finds and declares that Section 1 of this act, which adds Chapter 12.8 (commencing with Section 7070) to Division 7 of Title 1 of the Government Code, furthers, within the meaning of paragraph
(7) of subdivision (b) of Section 3 of Article I of the California Constitution, the purposes of that constitutional section as it relates to the right of public access to the meetings of local public bodies or the writings of local public off icials and local agencies. Pursuant to paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the Legislature makes the following findings:

Requiring local agencies to hold public meetings prior to the acquisition of mil itary equipment further exposes that activity to public scrutiny and enhances public access to information concerning the conduct of the people’s business.

SEC. 4. No reimbursement is required by this act pursuant to Section 6 of Article XIII B of the California Constitution because the only costs that may be incurred by a local agency or school district under this act would result from a legislative mandate that is within the scope of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution.
524
ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF HERCULES ADOPTING HERCULES POLICE DEPARTMENT POLICY 709; MILITARY

EQUIPMENT FUNDING, ACQUISITION, AND USE

WHEREAS, on September 30, 2021, the Governor signed into law Assembly Bill 481 (“AB 481”; Government Code sections 7070 et seq.) relating to the use of military equipment by law enforcement agencies; and

WHEREAS, AB 481 requires law enforcement agencies to obtain approval of the governing body, by way of an ordinance adopting a military equipment use policy, prior to taking certain actions relating to the funding, acquisition, or use of “military equipment” as defined in Government Code section 7070; and

WHEREAS, AB 481 further requires that such a policy include certain components, including but not limited to those listed in Government Code section 7070(d); and

WHEREAS, the Hercules Police Department has reviewed Lexipol LLC’s Policy 709:

Military Equipment (the “Policy”) and has found it to be in compliance with the requirements of AB 481; and

WHEREAS, the City Council has determined that the Policy complies with the requirements of AB 481 and that with respect to the Policy: (1) the identified equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety; (2) the Policy will serve to safeguard the public’s welfare, safety, civil rights, and civil liberties; (3) in future instances in which equipment is to be purchased, the equipment will be reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety; and (4) any required corrective action has been taken to remedy use of military equipment inconsistent with the Policy and future compliance is ensured; and

WHEREAS, approval of the Policy authorizes funding, acquisition, and use of military equipment only as allowed by the Policy and requires annual reporting and approval in accordance with the Policy; and,

WHEREAS, adoption of this Ordinance is not a project as defined by the California Environmental Quality Act (“CEQA”) because it is an organizational or administrative activity that will not result in direct or indirect physical changes to the environment pursuant to CEQA Guidelines 15378(b)(5); and,

525

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HERCULES DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. RECITALS. The City Council hereby incorporates the above recitals into this Ordinance by this reference.

SECTION 2. AMENDMENT. Hercules Police Department Policy 709; Military Equipment Funding, Acquisition, and Use Approved.

The City Council hereby approves City of Hercules Police Department Policy 709:

Military Equipment, a copy of which is attached hereto and by this reference incorporated herein.

A copy of approved Policy 709 has been added to t h e C i t y ’ s w e b s i t e f o r co n t i n u o u s access by the Council, staff and the public.

SECTION 3. CEQA DETERMINATION
The City Council finds that adoption of this Ordinance is not a project as defined by the California Environmental Quality Act (“CEQA”) because it is an organizational or administrative activity that will not result in direct or indirect physical changes to the environment pursuant to CEQA Guidelines 15378(b)(5).

SECTION 4. SEVERABILITY. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid, such decisions shall not affect the validity of the remaining portions of this Ordinance. The Council hereby declares that it would have adopted the Ordinance, and each section, subsection, sentence, clause, or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases be deleted.

SECTION 5. EFFECTIVE DATE AND PUBLICATION. The City Clerk shall certify to the adoption of this Ordinance and shall publish or post the Ordinance as required by law.

This Ordinance shall be effective thirty (30) days from date of final adoption.

SECTION 6. NO CODIFICATION
This ordinance shall not be codified in the Hercules Municipal Code

526

THE FOREGOING ORDINANCE was passed and adopted at a regular meeting of the Hercules City Council on the 23rd day of April 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

_________________________________
Dan Romero, Mayor

ATTEST:

______________________________
Eibleis Melendez, City Clerk

527
Hercules Police
Department
2023 Annual Military Equipment
Report
528
Assembly Bill 481: Military Equipment Funding,
Acquisition, and Use Policy
September, 2021 Governor Newsom signed into legislation bills designed to increase transparency and reform policing.
• Releasing Records
• Decertification
• Accountability Guidelines
• Increased Eligibility Standards
• Banning Harmful Techniques
• Creating a Public Forum for Funding, Acquisition, Use of Military Equipment 529
What is “Military Equipment”?
Fifteen categories were created in the legislation to define what “Military Equipment” was for the purpose of the Bill:

1. Unmanned, remotely piloted, powered aerial or ground vehicles

2. Mine-resistant ambush-protected vehicles or armored personnel carriers

3. High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached

4. Tracked armored vehicles that provide ballistic protection to their occupants

5. Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units

6. Weaponized aircraft, vessels, or vehicles of any kind

7. Battering rams, slugs, and breaching apparatuses that are explosive in nature

8. Firearms and ammunition of .50 caliber or greater, excluding standard-issue shotguns and standard- issue shotgun ammunition
530
What is “Military Equipment”? Cont…

9. Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code §30515, with the exception
of standard-issue handguns

10. Any firearm or firearm accessory that is designed to launch explosive projectiles

11. Noise-flash diversionary devices and explosive breaching tools

12. Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray

13. TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices

14. Kinetic energy weapons and munitions

15. Any other equipment as determined by a governing body or a state agency to require additional oversight
531
Requirements
of AB 481
• Adopted written policy in May 2022
• Written policy was posted on City Website with 30 days notice prior to public discussion
• Provide itemized list of each item of qualifying military equipment to include:
• Description, quantity, capabilities, expected lifespan • Purpose and authorized use
• Fiscal impact including initial cost and estimated annual costs • Legal and procedural rules governing authorized use
• Prerequisite training prior to being used
• Mechanisms to ensure compliance with policy
• Procedures for complaints
• Prepare an annual report for Council as well as a public forum. 532
Inventory of qualifying HPD Military Equipment
• HPD currently has in inventory equipment in the following categories:
• Unmanned, remotely piloted, powered aerial devices
• Command and control vehicles that are either built or modified to facilitate the operational control and direction
of public safety units
• Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identifie
d as assault weapons
• Noise-flash diversionary devices and explosive breaching tools • Any firearm or firearm accessory that is designed to launch explosive projectiles • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray • Kinetic energy weapons and munitions
533
DRONES
• Unmanned, remotely piloted,
powered aerial devices (2
drones)
534
Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units (1 Special Response Team van) 535
Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code §30515, with the exception of standard-issue handguns (28 - .223 caliber patrol rifles capable of firing 5.56mm ammunition) 536
Any firearm or firearm
accessory that is designed
to launch explosive
projectiles (1 – S&W Mod.
226
37mm launcher)
537
Kinetic energy
weapons and
munitions (5
Kine
tic Energy
shotguns)
538
Noise-flash diversionary devices and
explosive breaching tools (24 Noise
Flash
Diversionary Devices)
Munitions containing tear gas or OC,
ex
cluding standard, service-issued
handheld pepper spray (10 - 12 ga.
“pen
etrator” rounds capable of
delivering powdered OC through thin
walls or windows. Officers assigned to
the County-wide Mobile Field Force are
issued Def-T ech CS gas canisters while
in that position)
539
Annual Audit Report
• Complaints or Concerns – 2
• Violations of equipment – 0
• Additional equipment reques
ted – 0
• Injuries caused by military equipment – 0
540