Orinda City Council
June 21, 2022

IMPORTANT NOTICE REGARDING THIS MEETING: To protect our residents, officials, and staff, and in alignment with AB 361 and Orinda City Council Resolution No. 42-21, in which certain teleconference requirements of the Brown Act have been suspended, including the requirement to provide a physical location for members of the public to participate in the meeting, this meeting will be held by Teleconference.

BY

TELECONFERENCE
VIA

ZOOM WEBINAR
By PC:

MEETING URL:
https://tinyurl.com/ncusvn4h
MEETING ID: 924 9319 5201
By Telephone:
+1 669-900-9128
MEETING ID: 924 9319 5201

CITY COUNCIL
AGENDA
Tuesday, June 21, 2022
7:00 PM - REGULAR MEETING
City Council
Agenda Page 1 06.21.22
How to follow or participate in the meeting:
 Members of the public may observe and participate in the meeting at the teleconference location highlighted above. To ensure that the City Council receives your comments, we strongly encourage you to submit your comments in writing in advance of the meeting by following instructions below:

Send your e-mail to [email protected] by 3pm on the day of the meeting.

Those e-mails will be forwarded to the City Council. They will also be made a part of the public record and be available to view in the public review binder at Orinda City Hall, 22 Orinda Way. In addition, they will be available electronically by 5pm on the day of the meeting by selecting the date of the meeting in this Box account link:https://cityoforinda.box.com/s/aqrelwbwv0wc37m5hkju2o8a0sta7bup  Comments may also be submitted by e-mail during the meeting up until the closure of public comment period on the relevant agenda item. These will be read into the record by staff at their normal cadence and will be limited to a maximum of 3 minutes. To be read into the record, e-mail must contain in the subject line “Public Forum – Not on the Agenda” or “Public Comment – Agenda Item #” with the relevant agenda item indicated.
 To comment orally in real time during the meeting, you may use the Zoom “raise your hand” function on your computer screen or the *9 function on your phone.

City Council
Agenda Page 2 06.21.22
7:00 PM - REGULAR SESSION
A. CALL TO ORDER / ROLL CALL
Councilmembers: Darlene Gee, Nick Kosla, Amy Worth
Vice Mayor Inga Miller, Mayor Dennis Fay
B. PLEDGE OF ALLEGIANCE
C. ADOPTION OF AGENDA
The City Council may take action on any item listed on the agenda.

D. ITEMS FOR THE GOOD OF THE CITY
D.1. Proclamation recognizing the 80th Anniversary of Executive Order 9066 and in solemn remembrance of the many Americans of Japanese Descent who were forcefully evacuated from their homes and interned in concentration camps during World War II E. PUBLIC FORUM
The public forum provides an opportunity for members of the public to speak on any item within the jurisdiction of the City Council that is not on the agenda.

Additionally, a speaker has the option of addressing the Council on an item listed on the agenda, if the speaker will not be present when that agenda item is taken up. When an item is not listed on the agenda, State law prohibits Council discussion or action. Councilmembers may only “briefly respond” to statements made and questions posed. For example, State law allows Councilmembers to ask questions for clarification and provide a reference to staff or other resources for factual information. Additionally, consistent with the “Matters Initiated” rule contained in its Policies and Procedures Manual, the Council may also direct staff to report back and/or place a matter on a future agenda for discussion.

F. CONSENT CALENDAR
F.1. City Council Minutes
Recommendation:

Approve City Council Minutes:

1. June 7, 2022 - Closed Session

2. June 7, 2022 - Regular Meeting
F.2. Authorization For Continued Use of Remote Teleconference for City Meetings
Recommendation:

City Council
Agenda Page 3 06.21.22
Approve the Ratification of Orinda City Council Resolution No. 42-21 and Authorize the Continued Use of Teleconference Meetings for the Period of June 22, 2022 to July 21, 2022 Pursuant to the Provisions of Assembly Bill 361.

F.3. Adoption of Appropriation Limit For Fiscal Year 2022-2023 Recommendation:

Adopt Resolutions #27-22 establishing the Annual Appropriations Limit for Fiscal Year 2022-2023.

F.4. Request Approval to Accept Art Donation from former Orinda Resident
Recommendation:

Approve request to accept the donation of a Robert Holmes sculpture by recently-relocated former Orinda resident Anna Lijphart.

F.5. Authorize Contract Amendment #2 to a Professional Services Contract with Hohbach Lewin, Inc. for the City Hall Slope Stabilization Project (Project #4108)
Recommendation:

Staff recommends that City Council authorize the City Manager and City Clerk to execute Contract Amendment No. 2 with Hohbach Lewin, Inc., subject to approval as to form by the City Attorney, to increase the contract limit by $13,000 for a total contract amount of $91,000.

F.6. Approve Interagency Agreement with the Contra Costa County Animal Services Department for Animal Control Services
Recommendation:

Approve and Authorize the City Manager to execute an agreement for animal control services with the Contra Costa County Animal Services Department for a new two (2) year term at a total cost not to exceed $330,000.

G. PUBLIC HEARING
G.1. Public Hearing to Confirm the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986- 1 Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2023 Recommendation:

Open the Public Hearing, receive public testimony, close the Public Hearing and consider adoption of Resolution 30-22, Confirming the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986-1, Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2023.

City Council
Agenda Page 4 06.21.22
G.2. Public Hearing for Development Impact Fees and Fees for Services Provided by the Planning, Public Works and Engineering Services, Parks and Recreation, Police and Administrative Services Departments (Master Fee Schedule)
Recommendation:

Staff recommends that the Council hold a public hearing to consider the proposed revised Fee Schedule and approve it by the adoption of Resolution 28-22.

H. POLICY MATTERS
H.1. Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc Presentation and Discussion of Fire Prevention and Emergency Preparedness Program Elements
Recommendation:
1) Receive a Report from the SSTOC Ad Hoc; 2) Receive an Update on the Fire District/City 2 X 2 Committee; and 3) Discuss Opportunities for additional Fire District and City Collaboration on Fire Prevention and Implementation of Program Elements Utilizing Measure R Funding, and Provide Direction, if Any.

H.2. Adoption of Resolution #32-22 Approving the Fiscal Year 2022-2023 Mid-Cycle Update To The Biennial Budget, Approval of Certain Annual and On-Call Contracts and the Allocation of Existing Unassigned General Fund Balance.

Recommendation:

Adopt the Resolution which authorizes spending for Fiscal Year 2022- 2023, Approves Certain Annual and On-Call Service Contracts, and, Allocates Existing Unassigned General Fund Balances.

H.3. Adoption of Capital Improvement Plan (CIP) Update (Fiscal Years 2021/2022-2026/2027
Recommendation:

Adopt Resolution 31-22 which approves the Capital Improvement Plan Update (Fiscal Years 2021/2022-2026/2027)
I. COUNCILMEMBERS' REPORTS
J. CITY MANAGER'S REPORT
K. MATTERS INITIATED
L. ADJOURNMENT
The next Regular Meeting of the Orinda City Council will be held on Tuesday, July 05, 2022 at 7:00 PM.

City Council
Agenda Page 5 06.21.22
Please visit the City’s website at www.cityoforinda.org to view the City Council Calendar.

I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this special meeting agenda has been posted at least 24 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way. Additional copies are available at the Orinda Library, 26 Orinda Way, and at the City’s website at www.cityoforinda.org. At least 24 hours in advance of the meeting, this agenda was also delivered to and received by each member of the City Council as well as each local newspaper, radio station and television station requesting written notice of special meetings.

I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this regular meeting agenda has been posted at least 72 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way.

Additional copies are available at the Orinda Library, 26 Orinda Way, and at the City’s website at www.cityoforinda.org
~ Notice ~
There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders, which require a hearing by law, the receipt of evidence and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure §1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited by California law, including but not limited to Government Code §65009, to raising only those issues you or someone else raised in the public hearing, or in written correspondence delivered to the City Council prior to or at the public hearing. The City Council may be requested to reconsider a decision if the request is made prior to the next City Council meeting, regardless of whether it is a regular or special meeting. For information on the next regular or special City Council meeting, please call 925.253.4221 or visit the website at www.cityoforinda.org.
~ Accessible Public Meetings ~
The City of Orinda will provide special assistance for disabled citizens to participate in public meetings upon advance notice. If you need auxiliary hearing aid or sign language assistance at least two (2) working days advanced notice is necessary.

Please contact the City Clerk’s Office, 22 Orinda Way, Orinda, Ca 94563 or 925.253.4221 or [email protected] with the following information: name, mailing address, phone number and type of assistance requested.

AGENDA TITLE: City Council Minutes
RECOMMENDATION:

Approve City Council Minutes:

1. June 7, 2022 - Closed Session

2. June 7, 2022 - Regular Meeting
ATTACHMENTS:

A. City Council Closed Session Minutes of June 7, 2022
B. City Council Minutes of June 7, 2022
Respectfully Submitted by:

Sheri Smith
City Clerk
Prepared By: Sheri Smith, City Clerk
Approved by:

F.1
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JUNE 7, 2022

CITY OF ORINDA

CITY COUNCIL CLOSED SESSION MINUTES
6:00 PM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
Mayor Fay called the meeting to order at 6:00 p.m. City Manager Biggs called the roll and noted that all Councilmembers were present.

B. OPEN SESSION IDENTIFICATION OF CLOSED SESSION MATTERS Mayor Fay identified the Closed Session Matter.

C. PUBLIC COMMENTS REGARDING CLOSED SESSION MATTERS
There were no members of the public wishing to speak.

D. CLOSED SESSION

1. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Government Code Section 54957.6 Conference With Labor Negotiators - City Negotiators: David Biggs, City Manager; Douglas Alessio, Administrative Services Director; Gregory Ramirez, IEDA; Chuck Flesher, IEDA; and Ginger Staton, Human Resources Manager relative to the following employee groups:
a. Teamsters Local Union No. 856
b. Unrepresented Employee Group
E. OPEN SESSION REPORT REGARDING CLOSED SESSION
City Manager Biggs reported that Council took no reportable action taken.

F. ADJOURNMENT
The meeting adjourned at approximately 7:00 P.M.
_______________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Closed Session Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 1 of 14 06.07.22
June 7, 2022

CITY OF ORINDA

CITY COUNCIL MINUTES
Note: Written communications received from the public prior to the start of this meeting can be viewed at: http://orindaca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=2093. They are also kept in the City Clerk’s Office as part of the public record and available upon request.
7:00 P.M. – REGULAR MEETING– BY TELECONFERENCE
A. CALL TO ORDER / ROLL CALL:

Mayor Fay called the Regular Meeting to order at approximately 7:00 p.m.

COUNCILMEMBERS PRESENT: Darlene Gee, Nick Kosla, Amy Worth Vice Mayor Inga Miller, Mayor Dennis Fay
COUNCILMEMBERS ABSENT: None
B. PLEDGE OF ALLEGIANCE – Led by Councilmember Gee.

C. ADOPTION OF AGENDA
MOTION by Councilmember Worth moved and seconded by Vice Mayor Miller to adopt the agenda. Said motion carried by unanimous (5-0) roll call vote.

D. ITEMS FOR THE GOOD OF THE CITY
D.1. Proclamation Recognizing June as LGBTQI+ Month
Mayor Fay read the proclamation recognizing June as LGBTQI+ Month into the record and confirmed the City will be flying the rainbow flag at the Library Plaza.

Mayor Fay opened the Public Forum, and there were no speakers.

Councilmembers recognized Orinda’s inclusive community and believes this proclamation is an important statement of their values and sincerity of welcoming everyone in the community.

D.2. Proclamation Recognizing MOFD 25 Years of Service
Mayor Fay read the proclamation recognizing MOFD 25 years of service into the record.

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Steve Danziger, MOFD Board Member, thanked the Council for recognizing and working with MOFD, as well as funding provided to make the community safer. He announced their 25th anniversary with flags flying at the Fire Station and celebrations around the July 4 th holiday.

Fire Chief Dave Winnacker echoed comments.

Mayor Fay opened the Public Forum.

Gene Godfried complimented MOFD on being the best small fire district in California. It has increased its capacity and efficiencies in great ways and he congratulated MOFD for their 25 years of service.

Mayor Fay and Councilmembers expressed their gratitude on MOFD’s wildfire safety work, recognized their excellent service and resources, and noted their on-going partnership with the City.

D.3. Orinda Historical Society Annual Report
Alison Burns, President, Orinda Historical Society, provided highlights of the Historical Society’s annual report, recognized the work to improve the building which will reopen sometime in the summer, and spoke about a book she is writing which will come out in August. She thanked the City for the graffiti removal efforts, suggested a plaque on the Orinda Motors building, and said they will continue to work with schools on Orinda’s local history and tours.

Mayor Fay opened the Public Forum, and there were no speakers.

Mayor Fay and Councilmembers recognized the work over the last year of Ms. Burns, thanked her for her growing partnership with the schools, wished her well on her new book and recognized the need for old photographs for the Society.

E. PUBLIC FORUM
Sue Wecht expressed gratitude and appreciation to MOFD on behalf of the Orinda Firewise Council for their leadership in raising awareness, educating the community on fire prevention in the community, and congratulated them on their 25th anniversary.

City Clerk Smith recognized a public comment from Andrew Lee which relates to a noise pollution problem on Monte Vista Road in the Wagner Ranch area which was sent to all Councilmembers.

F. CONSENT CALENDAR
Mayor Fay asked and confirmed there were no speakers or requests for removal of items.

Councilmember Gee announced her abstention on Items F.1.1 and F.1.2.

F.1.b
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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 3 of 14 06.07.22
F.1. City Council Minutes
Recommendation:

Approve City Council Minutes:

1. May 17, 2022 - Closed Session

2. May 17, 2022 - Regular Meeting
F.2. Authorization For Continued Use of Remote Teleconference for City Meetings
Recommendation:

Approve the Ratification of Orinda City Council Resolution No. 42-21 and Authorize the Continued Use of Teleconference Meetings for the Period of June 8, 2022 to June 30, 2022 Pursuant to the Provisions of Assembly Bill 361.

F.3. General Municipal Election - November 8, 2022
Recommendation:

Adopt Resolution No. 36-22 calling for the General Municipal Election and requesting and consenting to the Consolidation of Elections on November 8, 2022, and Setting Specifications of the Election Order.

F.4. Monthly Report of Receipts and Disbursements for the Period March 1, 2022 through March 31, 2022 and Summary of Revenue,
Expenditures, and Preliminary Fund Balances for July 1, 2021 through March 31, 2022
Recommendation:

Staff recommends that the City Council receive and file this report of receipts, disbursements, and preliminary fund balances for the month of March 2022.

MOTION by Councilmember Gee moved and seconded by Councilmember Kosla to approve Consent Calendar Items F.1.1 (Gee abstained), F.1.2 (Gee abstained), F.2, F.3 and F.4. Said motion carried by (5-0) roll call vote.

G. PUBLIC HEARING – None.

H. POLICY MATTERS
H.1. Red Flag Day Parking Restriction Program Expansion Recommendation:

Receive Report and Provide Direction to staff
City Manager David Biggs gave the staff report, background and overview of expansion of the Red Flag Day Parking Restriction Program. The Council is being asked to consider expansion in various areas, use of Measure R monies to fund costs, and the four options presented are as follows:

1. Expand the Red Flag Parking Restrictions to evacuation routes in North Orinda; F.1.b
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2. Expand the restrictions to the entirety of the Very High Fire Severity Zone;

3. Expand the restrictions to neighborhoods located in the Very High Fire Severity Zones based on a process by which neighborhoods petition for inclusion via a process to be determined.

4. Expand the restrictions Citywide and make them applicable to all public roads, except those which have paved and striped or designated parking spaces such as in Downtown Orinda.

He then described the El Toyonal/Loma Vista area pilot and costs and estimated the cost for the Very High Fire Severity Zones would be $50,000 to $70,000 for installation of signage. If the Council directs staff to bring back the item after further analysis, a Resolution and Traffic Order would need to be adopted by the Council. The Council may also wish to consider a Municipal Code provision to formalize this, give any challenges to restrictions. Approximately 60 days would be needed to acquire and install signage.

Mr. Biggs then described the City’s part-time parking enforcement officers and challenges to operationalize parking enforcement which also should be discussed as well as working with residents on sign locations.

Mayor Fay questioned issues with placement of signs and enforcement, and Mr. Biggs described the City’s staffing model and enforcement model as compared with larger cities.

Public Works Director Scott Christie spoke about staff’s extensive field work with individual homeowners who expressed concerns with the potential loss of on-street parking, field measurements performed by staff to verify locations, actual location and posting of signs and the current status and effects of having one enforcement employee.

Mayor Fay said of the four options, he asked and confirmed with Mr. Biggs that the fastest to implement would be Option 1; to focus on the Very High Fire Severity Zones and evacuation routes.

Mayor Fay opened the Public Forum.

City Clerk Smith conveyed that Gene Godfried wrote in to say that he feels the program has worked well on El Toyonal and was in favor of expansion of the program.

Charles Porges referred to a map that showed evacuation routes in the safety element as much more extensive he had seen previously. He asked the City Manager to clarify whether original routes or the more extensive routes were being proposed.

Mr. Biggs said there is an updated evacuation brochure which is more extensive and he listed the streets in the staff report which are the collector evacuation routes that all other streets feed into. This would return to the Council to ensure proper mapping and confirmation of where signage makes sense.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 5 of 14 06.07.22
Melanie Light, Chair of the Firewise Council and member of the SSTOC, said this is an important program benefitting the safety of residents and urged the Council to approve the expansion.

Councilmember Gee agrees the issue is important and said she would be supportive of tackling the evacuation routes under Option 1. She thinks the parking enforcement element would be important to fund as well, suggested working to expand the program and if resources are needed to accompany the work, it would be the right application of tax dollars.

Councilmember Worth concurred with Councilmember Gee’s comments, cited successes and thanked staff for the El Toyonal work. She voiced support of Option 1, thinks it makes sense to proceed with this and to also provide the enforcement and signage resources to get it done.

Councilmember Kosla suggested finishing some of the off roads of the El Toyonal area and asked that affected neighbors be individually noticed, similar to what was done for the outreach for El Toyonal.

Vice Mayor Miller concurred with Councilmembers and voiced support to move forward with Option 1.

Mayor Fay referred to the map and said some folks in the Very High Fire Severity Zones might use the St. Stephens interchange to exit the city. He suggested when staff returns the Council can consider these routes that emanate from St. Stephens, where Diablo View and Charles Hill Road or Honey Hill come together which affect those particular zones.

Mr. Biggs displayed the map routes in red lines showing North Orinda and clarified that Sundown Terrace has people traveling the route down Happy Valley Road.

Mayor Fay commented that the actual road is not a Very High Fire Severity Zone, but a good portion of the area just to the north of Honey Hill Road is in the zone and some of that area abuts the zone. Therefore, he asked staff just to look at that exit route of Honey Hill along with St. Stephens Drive.

Mayor Fay said he also would hate to see the Public Works Department slowed down by a neighbor that wants a sign in a particular space given the severity of the fire season and hoped the Council could give staff authority to not go beyond what is reasonable to get this work done.

Councilmembers cited the need to move quickly, supported the use of Measure R funds, and agreed with evacuation routes and the use of the back side of Miner and Honey Hill.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 6 of 14 06.07.22
MOTION by Councilmember Gee moved and seconded by Councilmember Worth to direct staff to work to expand the Red Flag Day Parking Restrictions Program expansion to the evacuation routes called out in Option 1 and return a Resolution and Traffic Order to the Council. Said motion carried by unanimous (5-0) roll call vote.

H.2. Non-Renewal/Termination of Agreement for Street Maintenance and Public Access of Village Gate Road, Ridge Gate Road, and Watchwood Court (Orindawoods).

Recommendation:

Consider directing the City Manager to Provide Notice of NonRenewal/Termination of Agreement for Street Maintenance and Public Access of Village Gate Road, Ridge Gate Road, and Watchwood Court (Orindawoods).

City Manager Biggs stated this item was on a previous agenda on April 19th for consideration but the Council did not take it up because of the lateness of the evening and continued it to tonight. Staff received quite a bit of public comments in advance of the April 19th meeting which is included in attachments, as well as a map in the packet where roads are subject to the Road Maintenance Agreement and are very limited.

Most streets in Orindawoods are public and the map was sent out to the HOA management company where staff offered to conduct a community meeting without a response. Last week staff emailed the map and reminded people it would return tonight, but correspondence was received on this item since that time.

He briefly described the agreement and gave an historical account of it and said staff recommends the Council direct him to provide notice of non-renewal/termination of the agreement for street maintenance and public access of Village Gate Road, Ridge Gate Road, and Watchwood Court in Orindawoods to the HOA, which would become effective with the agreement automatically renewing.

Councilmember Gee asked staff to recap what the HOA’s position was, and Mr. Biggs said the HOA has never responded to the City at any point in time.

Councilmember Kosla asked to describe the termination clause under Items 9 and 10.

Mr. Biggs explained that the agreement may be terminated by the City by 5 years’ written notice to the OA with 3 month’s written notice to the City. The agreement shall remain in effect for 5 years, shall automatically be renewed every 5 years unless parties give notice of termination. He said staff recommends giving the notice of non-renewal and notice of termination.

City Attorney Osa Wolff added that the City has very recently maintained these streets and even under a scenario where a full 5 years would be given, the City is not due to perform any maintenance in the next 5 years in any event.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 7 of 14 06.07.22
Councilmember Kosla asked if there was some sort of compromise arranged in the past.

Mr. Biggs explained the work to reach out to a previous Councilmember, his review of the minutes and stated no one has been able to articulate reasons for including these roads that connect in the community.

Councilmember Kosla asked if staff spoke with the HOA on how they plan on funding this, and Mr. Biggs said the only response he received was for a copy of the agreement.

Mayor Fay opened the Public Forum.

Charles Porges said his reading of the agreement is there are two separate clauses; one for automatic renewal and a separate one that gives the HOA 5 years to get prepared for a change in status. The City maintains many public roads that do not conform to City policy, referred to his letter outlining private road owners as second class citizens, and asked the City not to terminate the agreement.

Councilmember Gee said she did not support the City’s current policy and still does not agree with it. She thinks the private road issue is a divisive one and Orinda has a unique situation where it has many private roads which are fully open to the public. She does not support terminating the agreement because it adds to divisiveness in the community, thinks it is not necessary, and she thinks it was a trade-off with the idea of allowing public access in return for the maintenance.

Vice Mayor Miller said she may not share the same perspective but shares the idea that this topic has created divisiveness in the community needlessly so. Communities across the state and the country have been moving towards making roads in new subdivisions part of common interest developments where homeowners pay for their roads, which makes sense. She supports continuing this practice, keeping the roads privately maintained, and thinks this agreement has been an error or oversight in the system for some years.

Councilmember Worth echoed sentiments of divisiveness this has caused, said she did not remember the history of Orindawoods and cited the fact that the City is maintaining the main road which gets most of the public use and access. She would concur with staff’s recommendation to proceed to terminate this agreement and thinks it is fair to all private road residents in following the policy throughout the City.

Councilmember Kosla said he does not see this as being the same as other private roads in town which do not have a deal that was cut with the City 30 years ago. Every 5 years this agreement has been extended and he thinks this is a special case so he was not in favor of termination and non-renewal.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 8 of 14 06.07.22
Mayor Fay cited the 2-2 split and said he looked at this particular situation, reviewed all documents in the packet and there was a full geotechnical evaluation of this particular road 30 years ago when the agreement was created. There does not appear to be any geotechnical problems with the road if the City were to take on maintenance of this and for 30 years the City has included maintenance of this road into their CIP so it is not anything new.

That said he thinks this is an odd agreement, thinks the City needs to terminate it, but he would offer a compromise. In looking at the map on 107 and Village Gate Road and then Watchwood Road down to Watchwood Court there is not a single house that faces directly onto those two roads. He would like to find compromise with the HOA where the City would take into the public system Village Gate Road and Watchwood Road down to the point where it is Watchwood Court. This is relatively consistent with what is a public road versus a private road in the other parts of Orindawoods development, and asked for Councilmember’s thoughts.

Councilmember Kosla said if the City were to renew for another 5 years this would give the City the opportunity to work with the HOA on options as they have done for 30 years.

It also gives them more time to show whether this was just a band aid and last for just 5 or 10 years or part of something else.

Councilmember Gee concurred with Councilmember Kosla’s idea and thinks there is some validity in considering that, given the fact the City has been maintaining it for 30 years. She would like to keep the agreement in place and then see if they could work it out before the next renewal period.

Mayor Fay stated this would seem reasonable.

Councilmember Worth said she thinks there are issues here that need to be addressed and wondered if there are other options.

Mayor Fay suggested asking the City Manager what best would give him the opportunity to investigate this further and determine whether there is something that would work for the residents of this area and also the City, given the City just maintained this road in the last couple of years.

Mr. Biggs said it sounds as if there is not direction to give a notice of termination or nonrenewal and the agreement would continue to be in effect. He thinks staff can explore approaching the HOA of perhaps the City taking into the system the one segment of road and the two smaller off-shoots much like the other streets that are already maintained by the HOA.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 9 of 14 06.07.22
This is something that could be done after other competing priorities, noting staff brought this forward given the June 2022 automatic renewal of the agreement. Staff can add it to a longer term list to perhaps taking this portion into the public system, but he would need to conduct review with the City Attorney and Public Works Director as to next steps, which can be done in conjunction with working on the agreement with the HOA.

Mayor Fay noted that in the next 5 year agreement the City may not need to do anything with the road anyway. He was conflicted because he thinks the agreement is weird and should not be in place but also does not think the City should be turning this road to the HOA either, especially parts of the roads that have no homes facing on them. He confirmed with staff that any inaction would mean the agreement would continue as an automatic renewal and if there is no notice of termination then the 5 year clock does not start.

Mayor Fay suggested a motion to direct staff to begin preliminary discussions with Orindawoods HOA about whether it might be appropriate in 5 years to not renew it but for the City to take in those two roads into the public system.

Councilmember Kosla questioned if there were other options and thinks it could be a Matters Initiated later on.

A motion was made by Mayor Fay and seconded by Councilmember Gee, to request a Matters Initiated to direct staff to begin preliminary discussions with Orindawoods about whether it might be appropriate in 5 years to not renew the agreement but for the City to take in those two roads into the public system.

Councilmember Worth stated the highest priority is to deal with wildfire safety issue and the City is concerned about limitations of staff and Public Works staff to implement this.

She is not sure she would be ready to consider taking these streets into the public arena and thinks it is too far-reaching, given the amount of work that would need to be done to consider it.

She finds it interesting the Council has not received any response from the HOA and she would be reluctant to support a Matters Initiated to bring these roads into the public inventory of roads.

Councilmember Kosla said they have 5 years to work on this and clarified that the motion included bringing these roads into the public system and/or including the two roads into the system, and he would rather have staff work on fire issues over the next months. He suggested the Matters Initiated be for staff to look at this over the next 5 years, but did not want to include anything further.

Councilmember Worth suggested the motion be for staff to discuss this matter with the Orindawoods HOA and would feel uncomfortable supporting a Matters Initiated that would prescribe a specific course of action.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 10 of 14 06.07.22
Mayor Fay said another way to look at it is they do not take this off the list of issues to come before the Council in the future which is to terminate the agreement.

Councilmembers Worth and Kosla concurred.

Mayor Fay withdrew his motion and said without any other motion the Council will not do anything. He again thinks the agreement is odd and personally he did not think the Council should create any more private roads in Orinda. This is an opportunity to undo a bad decision 30 years ago and it should be thought about carefully.

Mayor Fay confirmed there was no other motion and he concluded the matter, stating there will be renewal of the agreement beginning at the end of the month.

H.3. Proposed FY 2022-2023 Mid-Cycle Budget Adjustment
Recommendation:

Receive the Staff presentation and provide direction on any further adjustments to be incorporated in the Final document which is scheduled to be presented for adoption on June 21, 2022.

City Manager Biggs introduced the item.

Director of Administrative Services Doug Alessio gave the staff report and PowerPoint presentation on the Mid-Cycle Budget update and covered the following slides and topics:
 Mid-Cycle Budget Updated Background
 High Level Budget including Capital spending ($27.1 million FY 2023)  Budget is balanced and emergency reserve targets are estimated to be attained  General Fund revenues, taxes and fees chart
 General Fund (General Purpose) Revenues
 2023 Operating Budget – 85% Expenses in the General Fund  FY 2023 Operating Budget – Expenses All Funds by type  Major components operating expenses
 2023 Proposed Operating Budget – Expense All Funds by program  Operating Budget (All Funds) – Expense by Department (2022)  Staffing
 Budget document includes consolidated Measure R Section  Measure R Operating Budget and Capital Projects
 American Rescue Plan Act (ARPA) Grant
 Additional input to be obtained (SSTOC, Planning Commission, Library Parcel Tax Oversight and Finance Advisory Committee)
Mayor Fay referred to page 126 which relates to minor inflationary increases in fees for playing fields and other parks and recreation associated items. He asked how much Wilder playing field’s on-going maintenance costs are covered by fees and asked for the other source of funds to cover playing field costs.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 11 of 14 06.07.22
Mr. Alessio explained there is a special tax out of the Wilder CFD that reimburses the City for part of the costs and the City’s General Fund that pays for the rest.

Parks and Recreation Director Todd Trimble stated the City generated over $400,000 which was down from previous years due to two fields being out of operation from replacement of turf. Generally, the revenue is significant and he roughly estimated that it covers a good percentage of maintenance costs which he could provide in future reporting.

Councilmember Gee said the Council uses a consultant to provide projections about sales tax and she asked if they provided such a projection.

Mr. Alessio stated yes, and he incorporated their projection into numbers. It is projected the City will collect $100,000 more in general sales tax than what was anticipated last June when the budget was adopted. The same consultant also does Measure R and projects $500,000 will be collected this year and next year over what was anticipated in the budget.

Mayor Fay opened the Public Forum, and there were no speakers.

Mayor Fay and Councilmembers voiced appreciation to staff and the Finance Advisory Committee for their work on the budget and recognized the City’s prudence which has brought the City to a great position.

Mayor Fay commented on electric vehicles coming onto the market, encouraged staff to analyze replacement of the City’s fleet to EV to determine whether it is prudent and for the Council to set policy as their fleet turns over.

Mr. Biggs stated the budget will return to the Council on June 21, 2022, confirmed feedback received, and noted there may be Measure R related items to discuss at the next meeting.

H.4. Proposed Draft Capital Improvement Plan Update (Fiscal Years 2021/2022-2026/2027
Recommendation:

Staff recommends the City Council review, discuss, and provide comments on the proposed Draft Capital Improvement Plan Update
Mr. Biggs introduced the item.

Public Works Director Scott Christie gave the staff report and overview of the CIP which includes Public Works and Parks and Recreation projects, including buildings and facilities.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 12 of 14 06.07.22
He presented and described attachments to the CIP; the San Pablo Creek Culvert Repair Project, the RRFB Crosswalk, Moraga Way at Valley View (TDA funded project), the 2025 Annual Paving Project, the 2026 Annual Paving Project, the Glorietta SRTS Raised Crosswalks at Martha (ATP grant), the Library Elevator Modernization, Emergency Generators- various buildings, Lighting Retrofit (LED) – Tennis Courts, Lighting retrofit (LED) – Wilder fields #1 & #2, Community Center Carpet Replacement, and the overall list of projects by category, sources and uses of funds, and the unfunded CIP project list.

In summary, revenues and all funds are projected to be balanced with no funds having a negative balance.

Vice Mayor Miller announced that her home is near the Moraga Way/Valley View crosswalk, and she asked how to handle this.

City Attorney Wolff stated this project is an improvement project as opposed to a maintenance project which matters for conflict analysis. If within 500 or 1000 feet, Vice Mayor Miller can recuse herself and follow the segmentation approach, which she described.

Mayor Fay asked and confirmed there were no requests for discussion of Moraga Way/Valley View Crosswalk and moved onto general discussion.

Councilmember Gee referred to the City’s local roads assessment work and asked how this fits into the Local Roads Safety Plan.

City Engineer Siva Kumar Natarajan explained that TJKM has been going through the process of preparing the Local Roads Safety Plan and they will identify a list of projects where Caltrans’ deadline to accept the plan is December 2023.

In parallel, staff is also working closely with CCTA and MTC for OBAG fee funding and some criteria includes whether some projects can be prioritized for upcoming funding.

The list will be generated as part of that study and then staff will implement that in moving forward in the upcoming CIP. They will also use the list in applying for various grant opportunities.

Mr. Biggs stated they did not have the list in time for the CIP update but may see additional projects staff might consider adding to the CIP. If they are local roads safety plan projects there will be priority funding from the State and staff will return to the Council to add grantfunded projects to the CIP.

Councilmember Worth said she recalled in a previous CIP cycle that the Council incorporated the entire Bike and Pedestrian Master Plan into the CIP and asked if there is a process undertaken to look at the Bike and Pedestrian Plan to identify capital projects.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 13 of 14 06.07.22
Mr. Christie confirmed there is work in a few respects through TSAC’s review of the plan and in conjunction with the annual TDA application process to rank them, which often includes schools. The other method is through the grant consultant being utilized that assists the City in identifying opportunities, which he described.

Mayor Fay referred to emergency generators in several locations and asked what the source of energy will be, noting that bio-diesel is cleaner and less expensive.

Mr. Biggs stated staff is not at that stage yet but has identified grant opportunities from the State. The City is installing a solar system on the rooftop of the Community Center that will include battery backup and storage and most likely the generators will have to be run on diesel or other fuel source.

Mayor Fay referred to the San Pablo Creek Culvert Repair and voiced concerns given it goes under parking lots and other locations. He asked where the 1300 feet starts on the southerly end.

Mr. Christie confirmed it is at the end of the Safeway common parking lot or behind the former Bank of America building which is where it starts. It then changes configurations slightly, goes underground, then open until it meets the bridge which is a separate structure at Orinda Way before it goes into the golf course creek location. It is the City’s job to maintain it. As they get more information during the investigation and design process, staff will update those estimates.

Mayor Fay referred to page 206 and the Green Infrastructure Program for Pavement Projects. He believes this line item will either be changed or go away because of the new stormwater permit issues, and it will be reflected in a much higher cost associated with the City’s repaving projects.

Mr. Biggs confirmed and explained the new permit which goes into effect January 1, 2023 and will require a stand-alone allocation. The City has held monies in this account as a placeholder, and the funds will likely be shifted into specific projects.

Mayor Fay referred to page 220; Road Maintenance Fee under Garbage. The number is going down in 2023/2024 from 2022/2023 and going to zero thereafter which is a mistake, and he asked why it was going from $1.1 million to $800,000 and asked if this is anticipation of the fact that the garbage impact fee will go down.

Mr. Christie said he would refer this to Mr. Alessio. He knows it was forecasted to go down, but he was unsure of the reasons. The zero is reflected because staff did not get a chance to update those figures.

Mr. Alessio said he was not familiar with why they had forecasted a decline, but can research this and follow up prior to June 21st.

Mayor Fay opened the Public Forum, and there were no speakers.

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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) Orinda City Council Minutes Page 14 of 14 06.07.22
Mayor Fay and Councilmembers thanked staff for their work and presentation of the CIP and confirmed with Mr. Biggs staff has direction for the item to return on June 21st.

I. COUNCILMEMBERS’ REPORTS – Mayor Fay reported on the Mayors’ Conference and the presentation by Contra Costa Health Department regarding flavored tobacco products.

Councilmember Gee and Mayor Fay reported on a productive Two by Two Committee meeting with MOFD on May 26th where a number of recommendations made by the SSTOC were reviewed and discussed.

J. CITY MANAGER’S REPORT – City Manager Biggs reminded everyone to be safe with kids out of schools, said the Summer Programs are well underway, as well as offered classes for families.

K. MATTERS INITIATED – Councilmember Gee said while not urgent, she asked to propose taking a look at the City’s policy in regards to utility repairs in streets, noting she has seen poor trenching repairs done. Mayor Fay echoed these sentiments, as well as other Councilmembers.

Mr. Biggs stated he and the Public Works Director can review the matter and the existing trench cut ordinance and return at some time in the fall with a report.

MOTION by Councilmember Gee moved and seconded by Councilmember Gee to bring back a Matters Initiated regarding a policy relating to utility repairs in streets. Said motion carried by unanimous (5-0) roll call vote.

L. ADJOURNMENT
The Regular Meeting was adjourned at approximately 10:17 p.m. to the next Regular Meeting on Tuesday, June 21, 2022 at 7:00 p.m.
______________________________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Minutes of June 7, 2022 (2827 : City Council Minutes) City Council
Staff Report
Agenda Item: F.2
Date: June 21, 2022
Department: City Clerk
AGENDA TITLE: Authorization For Continued Use of Remote Teleconference for City Meetings
RECOMMENDATION:

Approve the Ratification of Orinda City Council Resolution No. 42-21 and Authorize the Continued Use of Teleconference Meetings for the Period of June 22, 2022 to July 21, 2022 Pursuant to the Provisions of Assembly Bill 361.

BACKGROUND:

On October 5th, 2021 the Orinda City Council adopted Resolution No. 42-21 approving the continued use of teleconferencing for the meetings of all City legislative bodies pursuant to the provisions of Assembly Bill 361. The resolution was ratified on October 19th, and at subsequent meetings through 2021 and 2022.

DISCUSSION:

At the time of adoption, the City Council anticipated that the resolution would appear on its consent calendar for review and ratification or update at regular Council meetings.

The State law authorizes the continuation for as long as the Governor’s proclaimed state of emergency relating to the COVID-19 pandemic remains in effect. On February 25, 2022 Governor Newsom issued an Executive Order which extends the emergency proclamation to June 30, 2022. State law also provides that the City Council determine that they desire to continue remote public meetings and make the necessary findings at least every thirty days. Those findings were contained in Orinda City Council Resolution No. 42-21, which staff recommends the Council vote to ratify based on current conditions.

Approval of this item will allow all public bodies established by the City of Orinda and covered by Resolution No. 42-21 to continue to conduct teleconferencing meetings.

On May 16, 2022, Contra Costa Health Services issued the attached revised Recommendations for Safely Holding Public Meetings in which online meetings are still encouraged.

FISCAL IMPACT:

None.

ATTACHMENTS:

A. Weblink to: Staff Report, Adopted Resolution at October 5, 2021 Council Meeting B. Contra Costa Health Services Recommendations for Safely Holding Public Meetings F.2
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Respectfully Submitted by:

Sheri Smith
City Clerk
Prepared By: Sheri Smith, City Clerk
Approved by:

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Recommendations for safely holding public meetings
Each local government agency is authorized to determine whether to hold public meetings in person, on-line (teleconferencing only), or via a combination of methods. The following are recommendations from the Contra Costa County Health Officer to minimize the risk of COVID 19 transmission during a public meeting.

1. Online meetings (i.e. teleconferencing meetings) are encouraged, where practical, as these meetings present the lowest risk of transmission of SARS CoV-2, the virus that causes COVID 19. This is particularly important when community prevalence rates are high. Our current trends as of May 16, 2022 in Covid-19 case rate, test positivity, and Covid-19 hospitalizations are increasing at this time. In addition to this, the predominant variant of Covid-19 being identified continues to be the Omicron variant and it’s subvariants the impact of which on the spread of Covid-19 has shown to dramatically increase COVID-19 transmission.

2. If a local agency determines to hold in-person meetings, offering the public the opportunity to attend via a call-in option or an internet-based service option is recommended, when possible, to give those at higher risk of and/or higher concern about COVID-19 an alternative to participating in person.

3. A written safety protocol should be developed and followed. It is recommended that the protocol require social distancing, where feasible – i.e. six feet of separation between attendees; and consider requiring or strongly encouraging face masking of all attendees and encouraging attendees to be up-to-date on their COVID-19 vaccine.

4. Seating arrangements should allow for staff and members of the public to easily maintain at least six-foot distance from one another at all practicable times.

5. Consider holding public meetings outdoors. Increasing scientific consensus is that outdoor airflow reduces the risk of COVID-19 transmission compared to indoor spaces. Hosting events outdoors also may make it easier to space staff and members of the public at least 6 feet apart.

6. Current evidence is unclear as to the added benefit of temperature checks in addition to symptom checks. We encourage focus on symptom checks as they may screen out individuals with other Covid-19 symptoms besides fever and help reinforce the message to not go out in public if you are not feeling well.

7. Consider a voluntary attendance sheet with names and contact information to assist in contact tracing of any cases linked to a public meeting.

Revised 5-16-2022
Sefanit Mekuria, MD, MPH
Deputy Health Officer, Contra Costa County
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Attachment: Contra Costa Health Services Recommendations for Safely Holding Public Meetings (2828 : Ratify Continued Teleconference City Council
Staff Report
Agenda Item: F.3
Date: June 21, 2022
Department: Finance
AGENDA TITLE: Adoption of Appropriation Limit For Fiscal Year 2022-2023 RECOMMENDATION:

Adopt Resolutions #27-22 establishing the Annual Appropriations Limit for Fiscal Year 2022-2023.

BACKGROUND:

California voters approved propositions, amending the State Constitution, which require that the annual City budget include a calculation of the Appropriations Limit, sometimes referred to as the Gann Limit. This requirement was imposed by Proposition 4 (1979) and later amended by Proposition 111 (1990). The legislation imposes a restriction on the amount of government revenue which may be appropriated in any fiscal year.

Since the City of Orinda was formed after the adoption of a requirement for an Appropriations Limit, the City’s initial appropriations limit was established by the Contra Costa County Board of Supervisors. This was included on the ballot for the incorporation vote. Under State law the limit can be increased each year based on a specific formula and specified growth factors. The Appropriations Limit does not apply to all funds. It only applies to “proceeds of taxes” as will be explained below.

Each year as part of the Budget process an adjustment factor is calculated and applied to the prior year’s limit. The City Council adopts the adjusted limit by Resolution, at a public meeting. The law also requires, that the calculation must be included in the Budget document and made available for review 15 days prior to adoption. The City Council may also adopt adjustments and / or corrections to previously adopted limits.

DISCUSSION:

Each year the Appropriations Limit (Limit) is adjusted as the Annual Budget is reviewed and estimates are made for the Appropriation of funds. The adjustment to the Limit is calculated by multiplying the adopted Limit from the previous year, by factors reflecting economic changes. The laws regulating the application of the Limit forbid an agency from appropriating specific funds that would exceed the Limit. The restriction applies to appropriating monies categorized as "Proceeds of Taxes" (such as property taxes, sales taxes, etc.). The adjusted Limit then carries forward to the next year.

In order to maximize the limit the factor that provides the greatest amount of growth is selected each year. The two sets of optional factors are:
1) The change in population – selecting between the annual change for the City of Orinda; or for Contra Costa County; and
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2) The change in the State per capita Personal Income; or, the percentage change in the assessed valuation caused by Orinda Non-Residential Building Construction.

For the second factor the City has used the change in the State per capita income, which is published on an annual basis. Since the City’s assessed valuation is mostly residential it is unlikely that the non-residential growth would exceed the income factor.

In the event there is significant non-residential development in any year, this factor can be researched further.

Fiscal Year 2022-2023 Adjustment
The factors selected and incorporated into Attachment A (Resolution 27-22 Establishing the 2022-2023 Appropriations Limit), are:
a) The growth in population for City of Orinda
Factor (a) Population
1/1/2021
Population
1/1/2022
%
Increase
a. City of Orinda 19,496 19,478 -0.09%
b) The change in State Per Capita Personal Income.

Factor (b) % Increase
a. Change in State Per Capita Personal Income 7.55%
Calculation:

Appropriation Limit Calculation FY 2022-2023
Factors Calculation
Population Change Orinda -0.09% 0.9991
State Per Capita Personal Income 7.55% 1.0755
Calculation of Factor for FY 2022-23 1.074532 0.9991 * 1.0755 Prior Year Appropriation Limit (2021-22) $23,211,124
Appropriation Limit FY 2022-23 $24,941,095 =23,211,124*1.074532 On June 29, 2021 the City Council adopted an Appropriations Limit of $23,211,124 (Resolution No. 27-21). The adjustment calculation for Fiscal Year 2022-2023 will increase the Appropriations Limit by $1,729,971. The new Limit is $24,941,095 (FY 2022-2023 Limit). Based on the Updated Revised Budget for FY 2023, the amount deemed to be Proceeds of Taxes totaled $19,156,245, which is $5.8 million below the Limit.

NEXT STEPS:

As part of the annual Financial Audit the independent Auditors prepare “Agreed upon Procedures” reports to validate the computation of the Limit.

FISCAL IMPACT:

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Adoption of the Limit will ensure the City appropriations are in compliance with State requirements and that the Limit adjusts by the allowed amount. In Fiscal Year 2022- 2023 the City remains 23% below the limit which restricts appropriations of taxes.

ATTACHMENTS:

A. Resolution 27-22 Adoption of FY 2022-2023 Appropriations Limit Respectfully Submitted by:

Doug Alessio
Administrative Services Director
Prepared By: Nancy Zhang,
Approved by:

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BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:

Establishing the Annual )
Appropriations Limit for ) Resolution No. 27-22
Fiscal Year 2022-2023 )
WHEREAS, the establishment of an Appropriations Limit was imposed in 1979 by adoption of Proposition 4 by the voters Statewide, and amended in 1990 by the adoption by the voters of Proposition 111; and
WHEREAS, Article XIIIB of the State Constitution requires that appropriations from the proceeds of taxes cannot exceed an annual appropriations limitation; and WHEREAS, the initial base appropriations limit for the City of Orinda was established in Fiscal Year 1985-1986 as incorporated into the ballot measure approving incorporation for the City; and
WHEREAS, Article XIIIB establishes the methodology for annually adjusting this appropriations limitation; and
WHEREAS, the methodology provides that the prior year’s appropriation limitation may be adjusted by the greater of either the annual change in the local non-residential new construction or in the California per capita personal income multiplied by the greater of the annual change in County population or in the City population; and WHEREAS, for Fiscal Year 2022-23 the City has selected the “Growth in the City Population” and “Growth in State Per Capita Income” as outlined in the schedule attached hereto and made part hereof; and
WHEREAS, the Fiscal Year 2022-23 base limit to which the adjustment is applied shall be use the 2021-22 (Prior Year) Appropriations Limit of $23,211,124, as adopted by the City Council on June 29, 2021 (Resolution No. 27-21).

NOW, THEREFORE, BE IT RESOLVED, that the appropriations limitation for the City of Orinda for Fiscal Year 2022-23 is established at $24,941,095, as attached.

Adopted by the City Council of the City of Orinda on June 21, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:
______________________
Dennis Fay, Mayor
Sheri Marie Smith, City Clerk
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Attachment: Resolution 27-22 Adoption of FY 2022-2023 Appropriations Limit (2796 : Adoption of Appropriation Limit 2022-2023 (Gann Limit))

SCHEDULE OF ANNUAL APPROPRIATIONS LIMIT
CALCULATION FOR FISCAL YEAR 2022-2023
FACTORS: 1) Change in the cost of living, and 2) Change in population

SELECTION OF OPTIONAL FACTORS

1. Change in Population (City of Orinda vs. Contra Costa County) as estimated by the California Department of Finance. The City selects the change in Orinda population.

2. Change in State per capita Personal Income vs. Orinda Non-Residential Building Construction. The City selects the change in per capita personal income. * Change in non-residential assessed valuation was not available and given that the majority of the assessed valuation in Orinda is designated as residential this factor would be expected to be lower than the Change in Per Capita Income.

Appropriation Limit Calculation FY 2022-2023
The 2022-23 Appropriations subject to the limit (“Proceeds of Taxes”) total $19,156,245.

This total is based on the requirements of the Appropriations Limit which requires the assignment of all appropriated revenue to either a Proceeds from Taxes (i.e. Property Tax, Sales tax, etc.) or assigns the appropriation to a Non Proceeds of Taxes (i.e. Fees and charges, grants, etc.). Based on the analysis the City remains $5,784,850 or 23% below the authorized limit.

Options Population
1/1/2021
Population
1/1/2022
%
Increase
a. City of Orinda 19,496 19,478 -0.09%
b. Contra Costa County 1,161,240 1,156,471 -0.41%
Options % Increase
a. Change in State Per Capita Personal Income 7.55%
b. Change in Orinda Non-Residential Assessed Valuation N/A* Factors Calculation
Population Change Orinda -0.09% 0.9991
State Per Capita Personal Income 7.55% 1.0755
Calculation of Factor for FY 2022-23 1.074532 0.9991 * 1.0755 Prior Year Appropriation Limit (2021-22) $23,211,124
Appropriation Limit FY 2022-23 $24,941,095 =23,211,124*1.074532 F.3.a
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Attachment: Resolution 27-22 Adoption of FY 2022-2023 Appropriations Limit (2796 : Adoption of Appropriation Limit 2022-2023 (Gann Limit)) City Council
Staff Report
Agenda Item: F.4
Date: June 21, 2022
Department: Parks and Recreation
AGENDA TITLE: Request Approval to Accept Art Donation from former Orinda Resident
RECOMMENDATION:

Approve request to accept the donation of a Robert Holmes sculpture by recentlyrelocated former Orinda resident Anna Lijphart.

BACKGROUND: The City Council adopted the Acceptance of Donations policy in July 2009, as, from time to time, the City receives donations to support City projects and programs and the policy established the procedures for accepting and appropriating such donations. The policy permits the City of Orinda to accept donations in form of cash, tangible items and co-sponsorship of City events and the donations may be restricted or unrestricted in nature. In the case of this sculpture, the donation is unrestricted.

Department Directors have the administrative authority to accept and appropriate donations, restricted and unrestricted, for projects and programs previously approved by the City Council with a value of less than $5,000. The City Manager shall have the authority regarding donations with a value between $5,001 and $25,000.

Restricted and unrestricted donations with a value greater than $25,000, and any restricted donation made in connection with a project or program that is not part of the City’s ongoing operations or that has not otherwise been approved by the City Council, shall be placed on a City Council agenda for review and approval.

The Director of Administrative & Financial Services will, upon request, send a letter of acceptance of donation to the donor and the City will comply with any reporting requirements applicable to the donation, including requirements administered by the Fair Political Practices Commission.

DISCUSSION: Anna Lijphart contacted the Parks and Recreation Department in late May 2022, indicating she recently moved from Orinda to Oakland and would like to donate a Robert Holmes sculpture to the City of Orinda, if the City is interested.

The piece, one in a series of seven Ascending Dancers by renowned Northern California artist Robert Holmes, is a large cast bronze sculpture standing almost ten feet high and weighing nearly 500 pounds. The piece currently sits in the front yard of her former residence on Southwood Drive and, out of respect for the new homeowners, Ms.

Lijphart is anxious for the piece to be relocated as soon as possible. The piece is easily installed by attaching its steel base to a concrete surface with four expansion bolts.

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Although not necessarily destined to be part of the Arts in Public Places Program, the piece does meet all the criteria the Art in Public Places Committee (APPC) would review when considering whether to purchase an art piece as well as the criteria considered when selecting a permanent site. Staff have solicited feedback from City employees as well as from members of the Arts in Public Place Committee (APPC) regarding a placement location and the preferred site is the upper landing at City Hall, between the staircase and Sarge Littlehale Room. It would blend very well with the modern architecture and it is an important place, suitable for a very important piece, with nothing competing for its attention.

A larger, but similar, version of Holmes’ work is currently located in front of a large office building at the corner of Ygnacio Valley Road and North Main Street in Walnut Creek.

NEXT STEPS: If approved, arrange for and schedule the relocation of the piece.

FISCAL IMPACT: There will be no fiscal impact to the City in the process of obtaining this piece. The City would be responsible for maintenance of the artwork; however, following installation, it is anticipated that the piece will require little to no on-going maintenance.

ATTACHMENTS:

A. Robert Holmes Ascending Dancers
Respectfully Submitted by:

Todd Trimble
Director of Parks and Recreation
Prepared By: Todd Trimble, Director of Parks and Recreation Approved by:

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Attachment:

City Council
Staff Report
Agenda Item: F.5
Date: June 21, 2022
Department:

Public Works and
Engineering Services
AGENDA TITLE: Authorize Contract Amendment #2 to a Professional Services Contract with Hohbach Lewin, Inc. for the City Hall Slope Stabilization Project (Project #4108)
RECOMMENDATION:

Staff recommends that City Council authorize the City Manager and City Clerk to execute Contract Amendment No. 2 with Hohbach Lewin, Inc., subject to approval as to form by the City Attorney, to increase the contract limit by $13,000 for a total contract amount of $91,000.

BACKGROUND:

In April 2020 the City issued a Request for Proposal (RFP) to retain the services of an engineering consultant to provide professional design services for the City Hall North Parking Lot Slope Stabilization Project. Hohbach Lewin, Inc. (HL) was selected as the qualified consultant and at the July 21, 2020 City Council meeting, the Council awarded a Professional Services Contract (Attachment A) to HL. The value of the initial contract was $78,000 (including 15% contingency).

DISCUSSION:

The original scope of work included providing design services for stabilizing the slope below the equipment pad that is located adjacent to the City hall building. During design, it was determined that the existing retaining wall will be impacted by the construction work and will need replacement. This additional scope of work, (Amendment #1), increased the total contract services to $75,900, but was within the Council approved contract limit.

The requested amendment is to provide additional and continued construction support services and structural steel reinforcement inspection services, as needed during construction, in order to provide oversight of the construction activities. The cost of work proposed under Amendment #2 is $13,000. The amended total value of the contract to date will be $91,000.

NEXT STEPS:

Upon City Council authorization, Contract Amendment No. 2 (Attachment B) will be executed by the parties, subject to review by the City Attorney.

FISCAL IMPACT:

All proposed expenditures approved as part of this action can be accommodated within the approved Capital Project Budgets as adopted by the City Council (July 2021).

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ATTACHMENTS:

A. Hohbach Lewin, Inc. Contract - approved 7-21-2020
B. Hohbach Lewin Contract Amendment No 2
Respectfully Submitted by:

Scott Christie
Public Works Director
Prepared By: Sivakumar Natarajan, City Engineer
Approved by:

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Attachment: Hohbach Lewin, Inc. Contract - approved 7-21-2020 (2829 : Contract Amendment for Hohbach Lewin Inc) F.5.a
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Attachment: Hohbach Lewin, Inc. Contract - approved 7-21-2020 (2829 : Contract Amendment for Hohbach Lewin Inc) F.5.a
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Attachment: Hohbach Lewin, Inc. Contract - approved 7-21-2020 (2829 : Contract Amendment for Hohbach Lewin Inc) F.5.a
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Attachment: Hohbach Lewin, Inc. Contract - approved 7-21-2020 (2829 : Contract Amendment for Hohbach Lewin Inc) F.5.a
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Attachment: Hohbach Lewin, Inc. Contract - approved 7-21-2020 (2829 : Contract Amendment for Hohbach Lewin Inc) F.5.a
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Attachment: Hohbach Lewin, Inc. Contract - approved 7-21-2020 (2829 : Contract Amendment for Hohbach Lewin Inc) 1 CITY OF ORINDA
AMENDMENT No. 2 TO SERVICES CONTRACT
Hohbach-Lewin, Inc. (“Provider”) and the City of Orinda (“City”), a municipal corporation, previously entered into a contract with an effective date of July 24, 2020 relating to the City Hall North Parking Lot Slope Stabilization Project (Project No. 4108). Section 18 of that agreement provides, that “No waiver, modification or termination of this agreement is valid unless made in writing.”
City and Contractor mutually agree to amend the agreement as follows:

1. Replace Section 2.a “Duties of Provider” as follows:
a. Provider agrees to perform services described in Exhibit A-2, which is attached to this agreement, and Amendment No. 1 and incorporated by this reference. Provider agrees to perform these services diligently in accordance with the standards of its profession and to City's satisfaction. Provider promises and agrees to furnish to City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately perform the services described in this agreement.

2. Replace Section 3.c “Time of Performance” as follows:
c. The services of Provider shall begin no sooner than the effective date and shall continue until all work is approved by City.

3. Replace Section 4.a “Compensation” as follows:
a. City agrees to pay Provider at the rates described in Exhibit A, not to exceed a maximum contract price of $91,000 for all services performed under this agreement.

In all other respects, the agreement shall remain unchanged and in full force and effect.

City of Orinda
__________________________________
City Manager Date
Attest
___________________________________
City Clerk
Approved as to form
___________________________________
City Attorney
Hohbach-Lewin, Inc.
__________________________________
Date
__________________________________
Printed Title
__________________________________
Printed Name
F.5.b
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Attachment: Hohbach Lewin Contract Amendment No 2 (2829 : Contract Amendment for Hohbach Lewin Inc) “T i m e l y S o l u t i o n s B a s e d O n T i m e l e s s P r i n c i p l e s” HOHBACH-LEWIN, INC. STRUCTURAL & CIVIL ENGINEERS
P A L O A L T O S A N F R A N C I S C O E U G E N E S . P A S A D E N A 260 Sheridan Ave, Ste 150 Palo Alto, CA 94306 (650) 617-5930 PRINCIPALS:

DOUGLAS HOHBACH

DAN LEWIN

JOAQUIM ROBERTS

ANTHONY LEE

SAM SHIOTANI

LES TSO

KEVIN MORTON
ASSOCIATE PRINCIPALS:

STUART LOWE

MICHAEL RESCH
SENIOR ASSOCIATES:

VICKY RUNDORFF

GREG RODRIGUES

EDDIE HUI

STACY GADDINI
ASSOCIATES:

BRIAN HO

PHYLLIS MAK

MICHAEL MORGAN

MOHAMED IBRAHIM

MOLLY SOUKHASEUM

BRENT CRAWFORD

KYLE HAAS

SENIOR STRUCTURAL

ENGINEER

CASEY PIEDRA
CE DEPT MANAGER:

BILL HENN
S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

P.E.

S.E.

S.E.

S.E.

S.E.

S.E.

May 11, 2022
Sivakumar Natarajan, Senior Civil Engineer
City of Orinda
Department of Public Works and Engineering Services
22 Orinda Way
Orinda, CA 94563
Project: City of Orinda City Hall North Parking Lot Slope Stabilization Hohbach-Lewin Project 14811B, 14811.31B
Subject: Additional Service Proposal #2 for structural and civil engineering construction support services
Dear Mr. Natarajan,
As requested, and in accordance with the original agreement dated 6/2/20, we are providing you with this Additional Service Proposal #2 for additional and continued construction support services which, during the course of construction, exceeded the contract amount, due to actions and methods taken by the contractor and construction manager. Some examples of these were:
failure to submit shop drawings of the lower piles reinforcement for our review prior to installation; installation of lower slope piles using a lesser grade steel for the reinforcement than what is specified on the contract structural drawings, i.e., Grade 60 vs Grade 80 – requiring an additional investigation/report to determine the as-built capacities of the lower slope piles with the lesser grade steel reinforcement; multiple revisions to the lower slope piles reinforcement shop drawings creating excessive review time beyond the typical and expected amount of review for a project of this type.

Our scope of work will include the following items:

Structural and Civil Engineering Tasks:
 Additional and continued Construction Support services Total Additional Service Proposal #2 Fees: Labor and Expenses (Est. $10,000) Please contact me with any questions or comments.

Sincerely,
Michael Morgan, P.E., Q.S.D.

Associate
Hohbach-Lewin, Inc.

F.5.b
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Attachment: Hohbach Lewin Contract Amendment No 2 (2829 : Contract Amendment for Hohbach Lewin Inc) “T i m e l y S o l u t i o n s B a s e d O n T i m e l e s s P r i n c i p l e s” HOHBACH-LEWIN, INC. STRUCTURAL & CIVIL ENGINEERS
P A L O A L T O S A N F R A N C I S C O E U G E N E S . P A S A D E N A 260 Sheridan Ave, Ste 150 Palo Alto, CA 94306 (650) 617-5930 PRINCIPALS:

DOUGLAS HOHBACH

DAN LEWIN

JOAQUIM ROBERTS

ANTHONY LEE

SAM SHIOTANI

LES TSO

KEVIN MORTON
ASSOCIATE PRINCIPALS:

STUART LOWE

MICHAEL RESCH
SENIOR ASSOCIATES:

VICKY RUNDORFF

GREG RODRIGUES

EDDIE HUI

STACY GADDINI
ASSOCIATES:

BRIAN HO

PHYLLIS MAK

MICHAEL MORGAN

MOHAMED IBRAHIM

MOLLY SOUKHASEUM

BRENT CRAWFORD

KYLE HAAS

SENIOR STRUCTURAL

ENGINEER

CASEY PIEDRA
CE DEPT MANAGER:

BILL HENN
S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

S.E.

P.E.

S.E.

S.E.

S.E.

S.E.

S.E.

May 31, 2022
Sivakumar Natarajan, Senior Civil Engineer
City of Orinda
Department of Public Works and Engineering Services
22 Orinda Way
Orinda, CA 94563
Project: City of Orinda City Hall North Parking Lot Slope Stabilization Hohbach-Lewin Project 14811B, 14811.31B
Subject: Additional Service Proposal #3 for structural engineering – structural steel reinforcement inspection
Dear Mr. Natarajan,
As requested, and in accordance with the original agreement dated 6/2/20, we are providing you with this Additional Service Proposal #3 for additional services for structural steel reinforcement inspection. It was brought to our attention by the Construction Manager, Jaemin Park, of Park Engineering, Inc. that the Contra Costa County Building Inspector, Robert Turnquist visited the site on the morning of 5/26/22, and provided Mr. Park notification of the County’s requirement to have the structural steel reinforcement be inspected by the structural engineer-of-record. See attached Correction Notice forwarded from Jaemin Park.

Our scope of work will include the following items:

Structural Engineering Tasks:
 Structural steel reinforcement inspection
Total Additional Service Proposal #3 Fees: Labor and Expenses (Est. $3,000) Please contact me with any questions or comments.

Sincerely,
Michael Morgan, P.E., Q.S.D.

Associate
Hohbach-Lewin, Inc.

Attachment:

Correction Notice from Contra Costa County Building Inspector, Robert Turnquist F.5.b
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Staff Report
Agenda Item: F.6
Date: June 21, 2022
Department: Police Services
AGENDA TITLE: Approve Interagency Agreement with the Contra Costa County Animal Services Department for Animal Control Services
RECOMMENDATION:

Approve and Authorize the City Manager to execute an agreement for animal control services with the Contra Costa County Animal Services Department for a new two (2) year term at a total cost not to exceed $330,000.

BACKGROUND: Orinda is required by State law to provide animal control services within its borders. These services have been provided by the Contra Costa County Department of Animal Services since incorporation and under a contract last approved in 2006. The County provides Animal Services via contract to all cities in the County except for Antioch. In 2018,Orinda adopted by reference Division 416 of the Contra Costa County Code, pertaining to animals, to be applied within the City, and these are the regulations enforced by Animal Services in Orinda. Animal Services also responds to animal-related incidents, impounds stray animals, investigates animal bites and attacks, animal cruelty/abuse and related crimes, and removes dead animals from public areas. Animal Services also provides veterinary care to animals, low cost spay and neuter clinics, pet adoptions, low cost vaccination clinics and public education programs. Animal Services officers work closely with the Orinda Police Department.

DISCUSSION:

The County Animal Services Department has provided an updated version of the Animal Services Contract to all cities in the County for the first time since 2006. The terms and provisions are the same for all cities in the County.

The proposed agreement is for an initial two (2) year term with a provision to automatically renew for successive three (3) year terms. The agreement provides for an annual meeting between City staff and Animal Services staff to discuss the agreement, issues and/or potential revisions or updates. It also provides for quarterly activity reports, which include information regarding activity, statistical data on response times to reports or incidents, the outcome of any animals that were impounded and an updated list of animals that have been identified as dangerous or potentially dangerous.

The annual costs of this agreement are calculated on a per capita basis rather than using a methodology involving actual use of the services, which is the same methodology as in the existing contract. As there has been on-going discussions with the cities in the County regarding the methodology, it remains the utilized approach, however, a clause is included in the Agreement that provides for an annual F.6
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reconciliation of costs and a potential refund if the actual cost of providing services to Orinda is less than the annual amount paid.

Animal Services costs have been rising due to new State mandates and the increasing cost of operations associated with animal care and the “no-kill” approach to the these services. So while there are economies of scale in being part of a countywide service approach, there are no real alternatives available to Orinda.

The proposed agreement is expanded and provides more descriptive information about the services to be provided by the Animal Services Department than the 2006 contract, including the following:
• Two (2) year agreement term with automatic renewal for successive three (3) year terms and a 90 day cancellation notice period;
• A detailed list of services to be provided;
• Provisions for discussions between agency representatives if operational adjustments or changes to the agreement are needed;
• A provision for reconciliation of charges and fees paid to ensure Orinda is only paying for services provided;
• Maintenance of a contract with emergency veterinary clinics for emergency veterinary care for animals at all hours of the day and night; • A provision that care for sheltered animals be based upon the California Veterinary Board Guidelines for Standards of Care in Animal Shelters, published by the Association of Shelter Veterinarians.

NEXT STEPS: Upon approval, the Agreement will be executed by both parties and services will continue uninterrupted.

FISCAL IMPACT: The annual cost of the agreement is determined on a per capita basis using the California Department of Finance population estimates in January of each year. The cost per capita, countywide, is calculated after subtracting any fees and fines and the County’s budget contribution. During the last year, the County contribution covered approximately 32.5% of the Animal Services budget. The City’s cost of the agreement in Fiscal Year 2021-2022 was $6.79 per capita for a total of $129,533. This cost will increase in Fiscal Year 2022-2023 to $7.97 per capita for a total of $152,052. This amount has been included in the proposed Mid-Cycle Budget Update for the Fiscal Year 2022-2023 budget. The cost will again increase in Fiscal Year 2023-2024 to $9.11 per capita, which assuming the same population, would be $173,801. The total cost for the two (2) year agreement should not exceed $330,000, assuming a small increase in population as of January 1, 2023. The costs for succeeding years will increase based upon the formula in the agreement and will be included in the General Fund budget for each future fiscal year.

ATTACHMENTS:

A. Interagency Agreement
B. Contra Costa Animal Services Agreement Fact Sheet
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C. Animal Services Orinda Flyer
Respectfully Submitted by:

Ryan Sullivan
Police Chief
Prepared By: Sheri Smith, City Clerk
Approved by:

F.6
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1 CITY-COUNTY ANIMAL SERVICES AGREEMENT
The County of Contra Costa, a political subdivision of the State of California ("County"), and the City of Orinda , a municipal corporation in the County ("City"), enter into this City-County Animal Services Agreement (“Agreement”) effective as of July 1, 2022 (“Effective Date”).

1. Authority. The City has adopted by reference Division 416 of the Contra Costa County Ordinance Code (hereafter "Division 416") governing animals.

Division 416 establishes requirements and procedures for animal control by the County’s Animal Services Department. This Agreement is entered into to memorialize the County’s provision of Animal Services and enforcement of Division 416 within the City as provided in Section 416-4.208, and as authorized by California Government Code section 51301.

2. Enforcement Duties and Personnel. The County will enforce Division 416 within the City’s boundaries. The City hereby designates and appoints the County's Animal Services Director and his or her staff as public officers of the City for the purposes of this Agreement and enforcing and carrying out its provisions.

3. Scope of Services.
a. In addition to enforcing Division 416, the County will provide to the City the Field Services, Shelter Services, and Deceased Animal Services described in this Agreement (collectively, “Animal Services”) in the manner provided for in this Agreement. During periods of emergency (such as fire, earthquake, flooding, pandemic), it might not be possible to provide the Animal Services to the same extent and within the same time frames as during non-emergency times.
b. Calls made to the County for services that are not provided by the County pursuant to this Agreement will be referred back to the City in which the call was requested. In such a case, the City is responsible for determining the next appropriate action.
c. The County will provide Animal Services within the City’s boundaries in accordance with all applicable federal, state, and local laws, including the Ordinance Code.

4. Definitions.
a. “Critically Sick or Injured Animals” means those animals that have lifethreatening conditions. b. “Emergency Calls” means complaints of animal bites, potential rabies exposure, or attacks on humans or domestic animals that are in progress, or, when a bite or attack has occurred, where the animal remains an immediate threat to humans.
c. “Livestock” means a large domesticated agricultural animal, such as a F.6.a
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2 cow, bull, steer, horse, sheep, or other large agricultural animal. d. “Regular Field Services hours” means between 8:00 am and 9:00 pm each day of the week, including Saturdays and Sundays.

5. Field Services. The County will provide the following services (collectively, “Field Services”) within the City upon a request from a City resident or person within the boundaries of the City.
a. Pick up and attempt to return to their owners domesticated animals that are found “at large,” to the extent possible without impoundment by relying on the animal’s identification, including dogs, trapped, injured, or sick cats, and other small, domesticated animals, including rabbits, chickens, turkey, geese, and ducks, but excluding wildlife, such as deer, mountain lions, opossums, wild turkeys, raccoons, skunks or squirrels unless a rabies exposure has occurred.
b. Investigate complaints of animal bites, rabies exposure and attacks to humans or domestic animals, including documenting the incident, interviewing witnesses, quarantining animals, preparing and transporting animals for rabies testing, and investigating any alleged violations of a quarantine order.
c. Enforce provisions governing potentially dangerous and dangerous animals, including but not limited to investigating complaints, designating animals, impounding animals, conducting hearings, and issuing permits for animals designated dangerous or potentially dangerous. d. Enforce provisions governing barking dogs and other noisy animals, including but not limited to conducting hearings.
e. Respond during regular business hours to police or fire department calls for assistance regarding animal-related issues. The County may provide after-hours warrant support to the City with advance notice, if County Animal Services personnel are available and willing to volunteer for the assignment, and provided the City pays additional fees sufficient to cover the County’s actual costs.
f. Investigate, cite, impound, and seek resolution of complaints regarding potential mistreatment of domestic animals by their owners.

6. Response Times for Field Services.
a. The County will attempt to respond to requests for Field Services during the hours and within the times specified in this section. The County shall maintain records of its response times to calls for Field Services. i. Priority 1 calls are Emergency Calls, which are calls for assistance from police or fire personnel and calls regarding rabies exposure, dangerous animals, and Critically Sick or Injured Animals.

1. The County will respond to Priority 1, 2, and 3 calls between 8:00 AM and 9:00 PM, seven (7) days per week, including F.6.a
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3 holidays.

2. For ninety-five percent (95%) of responses to Priority 1 calls, County personnel will attempt to arrive on the scene within two (2) hours from the time when the call for service is received by County staff.
ii. Priority 2 calls are calls to pick up animals that were at large but have since been confined at a location within the County, and calls regarding urgent, animal-related requests for assistance not involving Critically Sick or Injured Animals.

1. The County will respond to Priority 2 calls during regular Field Services hours.

2. For eighty percent (80%) of responses to Priority 2 calls received during regular Field Services hours, County personnel will attempt to arrive on the scene within 12 hours from the time the call for service is received by County staff.

3. The County will respond to Priority 2 calls received outside of regular Field Services hours no later than 7:00 pm on the next day.

4. The County may respond to Priority 2 calls by taking a report by phone or by contacting parties and witnesses at the scene. iii. Priority 3 calls are all other calls, such as calls regarding animals at large, animals causing a nuisance, and dead animals.

1. The County will respond to Priority 3 calls during regular Field Services hours.

2. For sixty-five percent (65%) of responses to Priority 3 calls received during regular Field Services hours, County personnel will attempt to arrive on the scene within 24 hours from the time the call for service is received by County staff.

3. The County will respond to calls received outside of regular Field Services hours on the next day.

4. The County will respond to Priority 3 calls only after the County has responded to all then-outstanding Priority 1 and Priority 2 calls.

5. The County may respond to Priority 3 calls by taking a report by phone or by contacting parties and witnesses at the scene.

7. Shelter Services.
a. The County will provide the following services to City residents (“Shelter Services”):
i. Impound and shelter lost or stray dogs, injured/sick, lost or endangered community cats, and other small, domesticated F.6.a
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4 animals that are brought to the shelter by County staff, residents of the County or cities that have contracts with the County for the provision of Animal Services. A community cat is considered endangered if it is in imminent risk of being killed, poisoned, or injured but not if, due to being at large, it is at risk of starvation, being attacked by another animal, or hit by an automobile. Orphaned kittens that cannot survive without human intervention are also considered endangered.
ii. Impound and quarantine biting animals.
iii. Provide rabies testing of animals suspected of infection. iv. Provide for reclamation of abandoned, lost or stray domestic animals.
v. Provide onsite services to the public at the County’s Martinez shelter for the following: search for lost animals, reclaim animals, adopt animals, answer inquiries regarding animals, accept complaints regarding animals, provide vaccines and spay/neuter services for a small fee, conduct humane education programs, and license animals onsite or online.
vi. Provide care for sheltered animals based on the California Veterinary Board Guidelines for Standards of Care in Animal Shelters published by the Association of Shelter Veterinarians. vii. Provide services as required by the California Penal Code Section 597.1 and other laws governing shelters for animal care, treatment, holding periods, placements, and dispositions.
b. Medical Services. As part of the Shelter Services, the County will provide the following medical services (“Medical Services”):
i. The County will provide veterinarian services twenty-four (24) hours per day through partnerships with emergency vets to treat injured or sick impounded animals.
ii. If an animal’s condition requires immediate treatment outside of the County shelter’s regular business hours or when no veterinarian is on staff at the County’s shelter, then County Animal Services Department officers or Good Samaritans may take the animal to any emergency veterinarian clinic/hospital that is under contract with the County to provide emergency veterinary services (as posted on the County shelter’s doors and on the County’s Animal Services Department’s website).
iii. The County will monitor animals on a rabies virus quarantine. iv. The County will conduct a minimum of one vaccine clinic per month and maintain a spay and neuter clinic in Martinez, which for a fee paid by the animal’s owner will provide vaccine and spay/neuter services for County residents’ dogs and cats. The fee will be F.6.a
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5 approved by the County Board of Supervisors and published on the County Animal Services Department fee schedule.
v. Provide rabies control information free of charge to the public. vi. The County will provide emergency veterinary services in accordance with Section 597(f) of the California Penal Code. c. Shelter Services Hours
i. The Martinez shelter will be open to the public for a minimum of 30 hours per week, 5 days per week, 6 hours per day, including one weekend day each week except during weeks that are shortened by a County holiday.
ii. The Martinez Shelter will be closed on designated County holidays and one day per year dedicated to in-house staff training.

8. Deceased Animal Services. The County will provide the following services within the City in response to calls regarding deceased animals during regular Field Services hours:
a. Pick up deceased domestic animals, wildlife, and livestock from public property.
b. With property owners’ consent, pick up deceased domestic or wild animals from private property for a fee based on the Department’s fee schedule paid directly to the County Animal Services Department by the property owner or reporting party.
c. Identify and notify the owner of deceased animals, whenever possible. d. Dispose of the body of any deceased animal picked up by the County.

9. Excluded Services. The County will not provide the following services to the City under this Agreement:
a. Respond to requests for removal of live or deceased marine animals and disposal of deceased marine animals.
b. Pick up and transport wildlife, including baby birds. c. Pick up live animals for surrender. The County may, at its discretion, accept live animals belonging to County residents for surrender at the Martinez shelter and charge a fee to the animal owner or property owner as part of its regular operations.
d. Respond to pest control issues (i.e., infestations, perceived or real, of squirrels, rats, mice, insects, gophers, wasps, bees, spiders, or other pests).
e. Respond to calls regarding live, sick and injured racoons, opossum, deer, mountain lions, coyotes, wild turkeys, wild pigs, peacocks, or other wildlife unless a rabies exposure has occurred. The County will refer calls regarding live wildlife to the California Department of Fish and Wildlife.

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6 10. Policies and Procedures. All policies and procedures shall be developed with the goal of ensuring animal welfare, enhancing cost efficiency and quality of services provided to the contracted cities and unincorporated areas of Contra Costa County. They will be developed to reflect best practices in the industry for animal control and shelter animal care using the Guidelines for Standards of Care in Animal Shelters published by the Association of Shelter Veterinarians, ASPCA, the Humane Society of the United States, National Animal Control Association (NACA) and/or other currently accepted best practices for animal control and animal sheltering.

11. Performance and Activity Reports. The County will deliver to the City within 14 days of the end of each quarter, an Animal Control and Results Report summarizing Animal Services provided by the County to the City during the previous quarter and including year-to-date data. This report will include the following information:
a. The total number of calls for service received by the County under this Agreement, identified by type of service and Priority level. b. A response time report identifying response times by Priority level. c. The outcomes for animals impounded, identified by City/County jurisdiction.
d. The number of calls for service received from City residents or persons within the City’s boundaries.
e. A listing of dogs registered to City residents identified as potentially dangerous or dangerous (PDA/DA) that have a valid County-issued PDA/DA permit.

12. Fees and Fines. Pursuant to Food and Agricultural Code Section 30652, all fees and fines collected by the County for providing Animal Services to the City shall be deposited into the County Treasury and shall be used to meet the County’s cost of providing Animal Services to the City.

13. Annual Fee.
a. In consideration for Services provided by the County to the City, and in addition to any fees and fines imposed on City residents, the City agrees to pay to the County the following amounts (“Annual Fee”):
i. For fiscal year 2022-2023, $7.97 for each person residing within the City limits as of January 2022. For example, if the City’s population is 50,000, the Annual Fee is $398,500.
ii. For fiscal year 2023-2024, $9.11 for each person residing within the City limits as of January 2023. For example, if the City’s population is 50,000, the Annual Fee is $455,500.
iii. For each fiscal year thereafter, the per capita rate for the Annual Fee shall be calculated using the following formula: (A) The County’s budgeted cost to provide Animal Services throughout the F.6.a
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Attachment: Interagency Agreement (2822 : Interagency Agreement with the Contra Costa County Animal Services Department for Animal

7 County in that fiscal year, minus the sum of animal licensing fees and user fees projected to be received from all County residents in that fiscal year, minus the budgeted County general fund contribution for that fiscal year, divided by (B) the sum of the population of all cities for which the County provides Animal Services. For example, if the budgeted cost to provide Animal Services throughout the County is $12,640,000, the animal licensing and user fees projected to be received are $1,620,000, the budgeted general fund contribution is $4,112,000, and the population is 866,583, then the per capita Annual Fee would be $7.97 per capita [($12,640,000 - $1,620,000 - $4,112,000) / 866,583]. For a City with a population of 100,000, the total Annual Fee would be $797,000.
b. The City shall pay the Annual Fee to the County in four equal quarterly installments. Each installment shall be due on the first day of each fiscal quarter (i.e., July 1, October 1, January 1, and April 1). The City shall make the payment to the County Treasurer-Tax Collector, 625 Court Street, Martinez, CA 94553.
c. The City shall pay the Annual Fee to the County regardless of the amount of any fees and fines collected by the County pursuant to Division 416.
d. Each year, the County will prepare a reconciliation report of actual costs incurred by the County to provide Animal Services during the immediately preceding year to ensure the Annual Fee paid by the City covers only actual costs incurred to provide Animal Services. The reconciliation report will be completed and sent to the City in the month of August for each fiscal year. Any cost savings for that fiscal year will be applied to the following fiscal year.
e. For purposes of calculating the Annual Fee, the County shall rely on the population figures reported by the California State Department of Finance E1 Population Estimates report as of January of each year. f. The County shall notify the City of the amount of the Annual Fee for the next fiscal year by March 1st of each year.

14. Term; Termination.
a. The term of this Agreement begins on the Effective Date and continues for two (2) years. This Agreement shall automatically renew for successive three-year periods until either party terminates this Agreement by giving the other party 90 days advance written notice of termination.
b. This Agreement shall automatically terminate if the County repeals Division 416 or if the City repeals its resolution incorporating and applying Division 416 within the City.
c. The County may terminate this Agreement if the City fails to pay the F.6.a
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Attachment: Interagency Agreement (2822 : Interagency Agreement with the Contra Costa County Animal Services Department for Animal

8 Annual Fee by its due date by giving the City 30-days advance written notice.
d. The County agrees to meet jointly with all contracting city agencies annually during Quarter 2 of each fiscal year (i.e., October) to discuss potential revisions or updates through the Public Managers Association.

15. Entire Agreement; Amendment. This Agreement constitutes the entire agreement between the parties, and supersedes any prior agreement between the parties, with respect to the subject matter hereof. Any amendment to this Agreement must be in writing and approved by the Contra Costa County Board of Supervisors.

16. Governing law; Venue. This Agreement shall be governed by the laws of the State of California. Any dispute arising out of or related to this Agreement shall be brought in Contra Costa County Superior Court.

17. Notices. Any notice to be given to either of the parties in connection with this Agreement shall be sent by U.S. mail to the following address:

If to County:

Director, Animal Services
4800 Imhoff Place
Martinez, California 94553-4300
If to City:
__________________________
__________________________
__________________________
__________________________
The parties are signing this Agreement as of the Effective Date set forth above.

COUNTY CITY
By: Beth Ward By:

Title: Animal Services Director Title:

Date: Date:

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Attachment: Interagency Agreement (2822 : Interagency Agreement with the Contra Costa County Animal Services Department for Animal Contra Costa Animal Services Agreement Fact Sheet
Summary
Contra Costa Animal Services (CCAS) is proud to present for your consideration an updated services agreement to provide animal services for the City of Orinda. The updated agreement and fee structure are the result of numerous meetings and touch points with city officials (predominantly City Managers and Police Chiefs) from each of our contract cities over the last few years. The agreement reflects the feedback that was provided to us through that process by the City Managers and Police Chiefs during individual meetings, regional meetings that included the County Supervisor that represents Orinda, as well as multiple presentations and listening sessions at the Public Managers Association and Police Chiefs Association. The updated agreement and fee structure clearly describes the services CCAS will provide to Orinda and defines a funding structure to ensure the Department is able to cover the costs of providing those services.

Services Defined
The current agreement, which has been in place since 2006, is approximately one page in length and provides little detail with regards to what specific services will be provided. The updated agreement provides much greater detail regarding service levels, including:
• Detailing specific services provided under the agreement for all areas of operation, • Creating accountability by listing target response times for each activity type, • Defining what is covered under deceased animal services, • Describing which services are not included under the agreement, and • Codifying performance reporting within the agreement.

Cost
The updated agreement includes a defined fee structure for FY 22/23 and FY 23/24, which converts to a formula-based fee structure that will commence in FY 24/25. The fee structure is as follows:
• For fiscal year 2022-2023, $7.97 for each person residing within the City limits as of January 2022.

For example, Orinda’s population is 19,078. Therefore, Orinda’s Annual Fee for FY 22/23 is $152,052.

For fiscal year 2023-2024, $9.11 for each person residing within the City limits as of January 2023.

For example, if Orinda’s population remained the same (19,078), the Annual Fee will be $173,801. • For each fiscal year thereafter, the per capita rate for the Annual Fee shall be calculated using the following formula: (A) The County’s budgeted cost to provide Animal Services throughout the County in that fiscal year, minus the sum of animal licensing fees and user fees projected to be received from all County residents in that fiscal year, minus the budgeted County general fund contribution for that fiscal year, divided by (B) the sum of the population of the unincorporated area plus the population of all cities for which the County provides Animal Services. • Each year, the County will prepare a reconciliation report of actual costs incurred by the County to provide Animal Services during the preceding year.

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Attachment: Contra Costa Animal Services Agreement Fact Sheet (2822 : Interagency Agreement with the Contra Costa County Animal Contra Costa Animal Services (CCAS) - Serving Our Community!

AGENCY SNAPSHOT
Martinez Shelter
A 38,000 sq. ft. facility to provide public
services and house animals while they
are in our care
Law Enforcement Unit
Field Service Officers that enforce state laws and
local ordinances, investigate animal bites, attacks
and crimes, and serve as our “boots on the
ground” in your city
Animal Care Unit
A medical and husbandry team to
provide basic daily care to the animals
as well as any necessary medical care
Veterinary Team
A veterinary team to support our
low-cost spay/neuter and vaccination
clinics
Administrative Unit
An administrative team that manages our call
center, dispatch services, administrative hearing
processes, and assists the public in person, online,
and by phone
Volunteer Unit
A core of more than 150 committed
volunteers that perform vital tasks in and
out of the shelter, including animal enrichment, adoptions and lost/found support F.6.c
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Attachment: Animal Services Orinda Flyer (2822 : Interagency Agreement with the Contra Costa County Public Safety Services
• Stray & Aggressive Animal Patrols (inc. Livestock)
• Animal Bite Investigations
• Quarantine of Dangerous Animals & Potential
Rabies Suspects
• Animal Cruelty Investigations
• Impoundment & Sheltering of Stray/Sick/Injured Pets
• Pet Licensing & Enforcement
• Animal Noise Enforcement
• Deceased Animal Retrieval
• Enforcement of County Dangerous Animal Laws
• Enforcement of State & Local Animal Welfare Laws
• Assisting Local Agencies (Police, Fire, etc.)
with Activity Calls
• 24/7 Dispatch Services
For more information about our services, visit ccasd.org Community Services
• Shelter & Medical Support for Lost/Sick/Injured Pets
• Pet Adoptions (Martinez Shelter)
• Lost Pet Support & Return To Owner (RTO) Services
• Shelter & Care for Animals Displaced by Disaster
• Humane Education Programs
• Public Low-Cost Spay/Neuter Clinic
• Public Low-Cost Vaccination Clinic
• Community Clinics & Adoption Events
• Community Cat Trap-Neuter-Release (TNR) Program
• Customer Service Support
• Volunteer Program

COST FOR COMPASSION IN ACTION
ANIMAL

SERVICES
ANIMAL

SERVICES

CONTRA COSTA COUNTY
4800 Imhoff Place
Martinez CA
Ph: 925-608-8400
www.ccasd.org
Just One Click Away!
Many of our services can be accessed via our website:
• View pets available for adoption
• Report lost or found pets
• Purchase a license for your pet
• Schedule a spay/neuter appointment
• Schedule a vaccination appointment
• Sign up to become a volunteer or foster
• Donate to the Animal Benefit Fund
• File an animal noise complaint
• Report deceased animals
All this and more at ccasd.org
See Our Animals
CCAS Serving Orinda
Contra Costa Animal
Services partners
with the City of
Orinda to provide
animal services.

The annual cost is
established by a per
capita rate the City
pays based on
current population.

The cost for Animal
Services in Orinda
for Fiscal Year
2021/2022 is
$6.79 per capita.

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Attachment: Animal Services Orinda Flyer (2822 : Interagency Agreement with the Contra Costa County City Council
Staff Report
Agenda Item: G.1
Date: June 21, 2022
Department:

Public Works and
Engineering Services
AGENDA TITLE: Public Hearing to Confirm the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986-1 Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2023
RECOMMENDATION:

Open the Public Hearing, receive public testimony, close the Public Hearing and consider adoption of Resolution 30-22, Confirming the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986-1, Zones L-42, M9 and M-11 for Fiscal Year Ending June 30, 2023.

BACKGROUND:

The Orinda Street Lighting and Landscape Assessment District No. 1986-1 “District” consists of three distinct zones of benefit. These zones are former County Service Areas. The current District was created upon incorporation to continue similar services.  The L-42 Zone finances the cost of residential street lighting within four neighborhoods in South Orinda. These neighborhoods are:
o Tahos Road from just north of Bates Blvd to the south cul-de-sac including Bates Court, Silverwood Court, and Oakridge Court: Meadow View Road from Meadow Lane to the north cul-de-sac
o Valley Drive from Heather Lane to south of Valley court o Courtney Lane
o Martha Road and Catherine court (cul-de-sac sections of both streets)  The M-9 Zone finances the cost of residential street lighting in the Orinda Downs area along the following streets:

Dalewood Drive Amber Valley Sundown Terrace
Redcoach Lane Singingwood Lane Silver Oak Terrace
Coachwood Terrace Fallen Leaf Terrace Happy Valley Road  The M-11 Zone is comprised of commercial properties in the Village and Theatre (Crossroads) Districts and finances the cost of part or all of the following services:
o street lighting
o street sweeping
o litter pickup
o landscape maintenance (median islands, right-of-way, and mini-parks) o water and electric utilities for landscaping (water, electrical irrigation) G.1
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The service levels for these zones are reviewed on an annual basis.

An election was held in July 1999 in the District to increase assessments and provide for future adjustments to the assessments based on the annual change in the consumer price index (CPI). The increases were approved within the L-42 zone and M-9 zone, but not within the M-11 zone. The notice that was mailed along with the ballot, and the ballot itself, mentioned neither a specific price index nor the annual dates used to calculate the change in the price index.

The method used by the City to adjust the assessments for Zones L-42 and Zone M-9 is to calculate the adjustment based on the annual change in the Consumer Price Index (CPI) as reported for San Francisco-Oakland-Hayward area for all urban consumers.

The report is published bi-monthly and the February report is used for the calculation.

The Federal Bureau of Labor Statistics reported that between February 2021 and February 2022 the index increased by 5.19%.

DISCUSSION:

The City Council is required to establish the budget and levy assessments within each of the three zones of benefit annually in order to continue financing the services within the assessment district. The first step in the assessment levy process is the adoption of a resolution ordering engineering assistance in the preparation and filing of the report, which was done at the City Council Meeting of May 3, 2022. The second step was to approve the Engineer's Report (Attachment A), to declare the City's intention to levy and collect assessments and to set the date for the public hearing regarding the assessments; this was done at the City Council meeting on May 17, 2022, by the adoption of Resolutions No. 23-22 and No. 24-22 and set the public hearing date for June 21, 2022.

The Engineer's Report recommends increases for the assessments in Zone L-42 and Zone M-9 to cover increased annual District costs. Assessments in Zone M-11 are not eligible to be adjusted, as explained in the background section of this report. The proposed Fiscal Year Ending June 30, 2023 assessments are as follows:

ZONE
FY
2020/21
$ Levied
Proposed
FY 2021/22
Levy
Annual $
Change
Per Unit
L-42 $ 68.28 $ 71.82 $ 3.54
M-9 $ 71.87 $ 75.60 $ 3.73
M-11* $635.94 $635.94 -0- *
*Zone M-11 does not have an inflator due to majority opposition in the 1999 assessment ballot proceeding.

The Engineer's Report (Attachment A) establishes the proposed budgets for the next fiscal year for each zone, the estimate of actual costs for the current fiscal year and a G.1
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statement regarding the basis for the assessment levy on properties. The Engineer's Report also refers to several exhibits that provide background data; the original exhibits are on file in the City Clerk's office. There are no proposed changes to the District boundaries for the upcoming fiscal year.

Section 5 of the Engineer's Report provides both projected revenues and expenses for prior, current and upcoming fiscal years and a proposed budget for Fiscal Year Ending June 30, 2023 for the Orinda Street Lighting and Landscaping Assessment District No. 1986-1. The following table provides a high-level summary for all three zones:

Proposed Fiscal Year 2022/2023 Revenue & Expenses by Zone (Assessments / General Fund Contribution; and General / Special Expense) Zone L-42 Zone M-9 Zone M-11
Beginning Balance $ 11,143 $ 2,855 $ 0
Assessment Revenue $ 9,157 $ 12,096 $ 37,711
Interest 30 5 0
General Fund Contribution 240 40 55,089
Total Funding $ 9,427 $ 12,141 $ 92,800
Expenditures – Special Benefit $ 5,730 $ 10,640 $ 77,000 Expenditures – General Benefit 240 40 15,800
Total Expenses $ 5,970 $ 10,680 $ 92,800
Total Contribution to Reserve $ 3,457 $ 1,461 $ 0
Ending Balance $ 14,600 $4,316 $ 0
Zone L-42 has per unit rates that fully offset the costs undertaken in the District. The General Fund is scheduled to contribute $240 which offsets any “general benefits.” This complies with the requirements for an assessment to only levy the costs of the special benefits.

Zone M-9 has per unit rates that fully offset the costs undertaken in the District. The General Fund is schedule to contribute $40 which offset any “general benefits.” This complies with the requirements for an assessment to only levy the costs of the special benefits.

Zone M-11 requires General Fund contributions of $55,089 as shown in the above table. This Zone does not have an approved escalator and therefore the current per unit assessment is the maximum that can be levied.

NEXT STEPS:

The assessment consultant will prepare and submit the levy of assessments to Contra Costa County for placement on the Fiscal Year 2022-2023 secured property tax roll.

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FISCAL IMPACT:

The proposed Fiscal Year 2022-2023 Assessments to be collected from parcels in Assessment District 86-1 (all zones) will provide $58,964 to partially offset $109,450 of costs. The General Fund will contribute $55,369 towards the costs, which includes funding general benefits that cannot be funded from special assessments.

ATTACHMENTS:

A. Orind_EngRpt_22-23
B. Resolution 30-22 Lighting District Confirming Diagram and Assessment L-42, M-9 and M-11 FY23
Respectfully Submitted by:

Scott Christie
Public Works Director
Prepared By: Scott Christie, Public Works Director
Approved by:

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nbsgov.com
Prepared by:

Corporate Headquarters
32605 Temecula Parkway, Suite 100
Temecula, CA 92592
Toll free: 800.676.7516
Annual Report For:

Orinda Street Lighting and Landscape
Assessment District No. 1986-1
Fiscal Year 2022/23
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Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
22 Orinda Way
Orinda, CA 94563
Phone - (925) 253-4200

CITY COUNCIL
Dennis Fay, Mayor
Inga Miller, Vice Mayor
Amy R. Worth, Councilmember
Darlene K. Gee, Councilmember
Nick Kosla, Councilmember

DISTRICT STAFF
David Biggs, City Manager
Douglas Alessio, Administrative Services Director
Todd Trimble, Parks & Recreation Director
Scott Christie, Public Works Director
NBS
Adina McCargo, Project Manager
Tim Seufert, Client Services Director
Jason Roth, Senior Consultant
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Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing)

TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................... 1

1.1 Summary of Assessment ........................................................................................... 1

1.2 Maximum Assessment .............................................................................................. 2 OVERVIEW ...................................................................................................................... 3

2.1 Introduction ............................................................................................................... 3

2.2 Summary ................................................................................................................... 3

2.3 Effect of Proposition 218 ........................................................................................... 4 DESCRIPTION OF IMPROVEMENTS .................................................................................. 5 BOUNDARY DESCRIPTION ............................................................................................... 6 ESTIMATE OF COSTS ....................................................................................................... 7

5.1 Maximum Reserve ..................................................................................................... 7

5.2 Estimate of Costs ....................................................................................................... 7 METHOD OF APPORTIONMENT ....................................................................................... 8

6.1 Assessment Rational ................................................................................................. 8

6.2 Zones L-42 and M-9 ................................................................................................... 8

6.3 Zone M-11 ................................................................................................................. 9

6.4 General Benefit ....................................................................................................... 10

6.5 Method of Apportionment ...................................................................................... 11

6.6 Maximum Assessment ............................................................................................ 13 ASSESSMENT DIAGRAMS .............................................................................................. 14 PARCEL LISTING ............................................................................................................ 15 G.1.a
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Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 1

EXECUTIVE SUMMARY
The City of Orinda (the “City”), State of California, has directed NBS, to prepare and file a report presenting plans and specifications describing the general nature, location, and extent of the improvements to be maintained, and an estimate of the costs of the maintenance, operations, and servicing of the improvements for the Orinda Street Lighting and Landscape Assessment District No. 1986-1 (the “District”) for Fiscal Year 2022/23 pursuant to the provisions of the Landscaping and Lighting Act of 1972, Part 2, Division 15 of the California Streets and Highways Code (commencing with Section 22500) (the “Act”).

This Annual Engineer’s Report (the “Report”) includes a background of the District and an overview of the proposed assessment; diagrams of the District, showing the area and properties proposed to be assessed; a description of the general nature, location, and extent of the existing and expanded improvement; an estimate of the increased cost of maintenance for the existing and new improvements including a contribution for general benefit; the rationale utilized to assess the estimated costs of the maintenance, operations, and servicing of the improvements; and the net amount to be assessed upon all assessable lots or parcels within the District in proportion to the special benefit received.

The assessment rate and the annual rate escalation factor of the annual percentage change in the February San Francisco Bay Area Consumer Price Index were approved by property owners through the assessment balloting procedures set forth in Section 4 of Article XIIID of the California Constitution at a public hearing for Zone L-42 and Zone M-9 in July of 1999.

The following assessment is made to cover the portion of the estimated costs to pay for installation, construction, servicing, and maintenance of public lighting and landscape improvements in proportion to the special benefit received. The assessments for Fiscal Year 2022/23 have been levied in accordance with the assessment methodology as confirmed by the City Council upon the formation of the District and are proportional to the special benefit received by each parcel.

1.1 Summary of Assessment
ZONE ASSESSABLE UNITS RATE TOTAL ASSESSMENT (1)
L-42 127.50 $71.82 $9,157.04
M-9 160.00 75.60 12,096.00
M-11 59.30 635.94 37,711.64
(1) Total assessment amount to be collected for Fiscal Year 2022/23, less installment rounding.

The assessment has been levied in accordance with the assessment methodology adopted and approved by the City Council at the time of District formation.

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Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 2

1.2 Maximum Assessment

FISCAL YEAR CPI INCREASE ZONE L-42 ZONE M-9 ZONE M-11(1) 2012/2013 $53.13 $55.93 $635.94
2013/2014 2.45% 54.43 57.30 635.94
2014/2015 2.45% 55.77 58.70 635.94
2015/2016 2.53% 57.18 60.19 635.94
2016/2017 3.02% 58.90 62.01 635.94
2017/2018 3.44% 60.93 64.13 635.94
2018/2019 3.56% 63.10 66.42 635.94
2019/2020 3.53% 65.32 68.76 635.94
2020/2021 2.91% 67.22 70.76 635.94
2021/2022 1.57% 68.28 71.87 635.94
2022/2023 5.19% 71.82 75.60 635.94
(1) Does not have a CPI inflator due to majority opposition in the 1999 assessment ballot proceeding.

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Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 3

OVERVIEW

2.1 Introduction
The maintenance of public landscaping and street lighting improvements within certain areas of the City is administered under the District. Prior to incorporation, these services were administered under former County Service Areas L-42, M-9, and M-11. These former service areas are now identified as zones within the District. Zone L-42 is comprised of the residential areas with streetlights south of the freeway. Zone M-9 is the Orinda Downs residential area. Zone M-11 consists of the commercial and institutional properties in the Village and the Crossroads. The boundaries of the District include the land within the original County Service Areas plus certain parcels that were annexed to Zone M-11 in 1988. The District was formed in August of 1986 by City Council Resolutions No. 62-86, 63-86, and 64-86 for Zones M-9, M11, and L-42, respectively, pursuant to the provisions of the Act.

This Report describes the District and the assessment per parcel for Fiscal Year 2022/23 to provide for the levy and collection of assessments sufficient to pay for the installation, construction, servicing, and maintenance of public lighting and landscape improvements within the District boundaries.

The word “parcel,” for the purposes of this Report, refers to an individual property assigned its own Assessor’s Parcel Number by the Contra Costa County Assessor’s Office. The Contra Costa County Auditor/Controller uses Assessor’s Parcel Numbers and specific fund numbers to identify on the tax roll, properties assessed for special district benefit assessments.

Following consideration of public comments at a noticed public hearing, and review of the Report, the City Council may confirm the Report as submitted and may order the levy and collection of assessments for Fiscal Year 2022/23. If approved, the assessment information shall be submitted to the County Auditor/Controller and included on the property tax roll for each benefiting parcel for Fiscal Year 2022/23.

2.2 Summary
The District consists of three distinct zones. These zones, named after the former County Services Areas, which preceded them prior to incorporation, provide for different services. Accordingly, they are managed as three separate accounts within the existing district.

Residential lots are presumed to benefit equally from street lighting. This benefit is considered to be special to each lot within their respective zones. Only properties with streetlights are included in the District and are assessed. In a few circumstances lots not included in the District are located directly across or adjacent to a streetlight and receive benefit. This benefit to property not located within the District is termed “general benefit.” It has been offset by a contribution from the City. Approval of this Report by the City Council is deemed to constitute approval of the transfer of the amounts stated in the estimate of costs to the assessment district fund.

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Packet Pg. 100 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 4

2.3 Effect of Proposition 218
In each year since formation, the City Council has levied assessments within the District. Assessments in Zones L-42 and M-9 were increased pursuant to a successful Proposition 218 assessment ballot proceeding conducted in July 1999. The increase included an annual cost of living adjustment. Assessments in Zone M-11 have not been increased since 1996 due to the majority protest in the 1999 assessment ballot proceeding.

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Packet Pg. 101 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 5

DESCRIPTION OF IMPROVEMENTS
The District is intended to provide for the levy and collection of assessments sufficient to pay for the installation, construction, servicing, and maintenance of public lighting and landscape improvements within the District boundaries.

The types of activities permitted to be performed in each zone of service are as follows:

ZONE ZONE M-11(1)
L-42 Street lighting facilities and services
M-9 Street lighting facilities and services
M-11
Street lighting facilities and services, street sweeping services, and park and parkway facilities and services, sidewalk repair, including but not limited to activities relating to beautification of the business area The plans and specifications for the improvements to be maintained include the following:
1) Street trees and landscaped areas to be maintained (Zone M-11) 2) Streetlight detail list
3) List of streetlights to be maintained within each zone 4) Landscape maintenance specifications and agreements
5) 1” = 300’ scale maintenance maps
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Packet Pg. 102 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 6

BOUNDARY DESCRIPTION
The boundaries of the District include those portions of the City formerly included under County Service Areas No. M-9, M-11, L-42, and the territory annexed to Zone M-11 as “Annexation 1988-1”.

Zone L-42 contains 128 single family residential lots. Zone M-9 includes 161 single family residential lots.

Zone M-11 includes 75 residential properties and 78 commercial and institutional properties.

For a copy of the Assessment Diagram refer to Section 7 of this Report.

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Packet Pg. 103 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 7

ESTIMATE OF COSTS
The adopted cost for Fiscal 2019/20, 2020/21, 2021/22, and 2022/23 for Zones L-42, M-9, and M-11 are indicated in Tables 1, 2, and 3, respectively. The total cost of the improvements in each zone has been reduced by a contribution from the City for the general benefit which is estimated to be received by property outside of the District boundaries.

5.1 Maximum Reserve
The maximum reserve permitted in any year is calculated as the annual maintenance budget necessary to maintain the improvements through December 10 of the fiscal year, or whenever the City expects to receive its apportionment of funds from Contra Costa County, plus the installment payment reserve authorized by resolution of the City Council.

5.2 Estimate of Costs
The tables on the following pages show the estimate of costs for Zones L-42, M-9, and M-11.

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Packet Pg. 104 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Zone L-42 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Estimated
FY 2023
Proposed
Beginning Balance 234$ 2,574$ 5,597$ 8,470$ 11,143$
Total Revenue 8,289 8,609 8,856 8,428 9,427
Expense
Electrical 3,969 3,641 3,296 3,020 3,200
Assessment Engineering/County Collection 1,980 1,945 1,861 1,920 1,950 Legal, City Staff, Publishing, and Mail - - 226 215 220 Admin Cost - Engineering Report (Tsf To GF) - - 600 600 600 Total Expense 5,949 5,586 5,983 5,755 5,970
Total Revenue Over/(Under) Expenses 2,340 3,023 2,873 2,673 3,457 Ending Balance 2,574$ 5,597$ 8,470$ 11,143$ 14,600$
Table 1 - ESTIMATE OF COST, ZONE L-42
Revenue
Assessment Collected 8,018 8,300 8,549 8,165 9,157
Interest 31 69 67 23 30
General Fund Contribution 240 240 240 240 240
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Packet Pg. 105 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Zone M-9 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Estimated
FY 2023
Proposed
Beginning Balance $ - - $ 755 $ 2,407 $ 2,855 $
Revenue
Assessment Collected 10,633 11,008 11,292 10,786 12,096 Interest 14 18 10 2 5
General Fund Contribution 352 40 40 40 40
Total Revenue 11,062 11,003 11,342 10,828 12,141
Expense
Electrical 8,811 9,549 8,165 8,830 9,000
Assessment Engineering/County Collection 1,454 1,496 1,241 1,280 1,400 Legal, City Staff, Publishing, and Mail - - 284 270 280 Total Expense 11,003 10,307 9,690 10,380 10,680
Total Revenue Over/(Under) Expenses 755 - 1,652 448 1,461 Ending Balance $ 755 - $ 2,407 $ 2,855 $ 4,316 $
Table 2 - ESTIMATE OF COST, ZONE M-9
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Packet Pg. 106 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Zone M-11 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Estimated
FY 2023
Proposed
Beginning Balance $ - - $ - $ - $ - $
Revenue
Assessment Collected 37,851 37,883 37,763 36,069 37,711 Interest - - - - -
General Fund Contribution 40,911 35,331 43,428 57,652 55,089 Total Revenue 73,214 78,762 81,191 93,721 92,800
Expense
Electrical 13,285 15,457 17,112 23,814 23,000
Water 18,518 6,993 6,261 10,357 10,000
Landscape Maintenance (Contract) 31,430 38,172 38,850 40,000 40,000 Assessment Engineering/County Collection 3,028 3,238 3,102 3,200 3,200 Legal, City Staff, Publishing, and Mail 21,854 - 106 100 100 Street Sweeping Charges (Transfer To GF) - - 15,760 16,250 16,500 Total Expense 73,213 78,762 81,191 93,721 92,800
Total Revenue Over/(Under) Expenses 1 - - (0) 0
Ending Balance $ 1 - $ - $ (0) $ 0 $
Table 3 - ESTIMATE OF COST, ZONE M-11
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Packet Pg. 107 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 8

METHOD OF APPORTIONMENT

6.1 Assessment Rational
The improvements to be serviced and maintained by the District have been constructed for the benefit of the properties within the District and are of special benefit to the various parcels of land within the zone boundaries. They improve the quality of life on a day-to-day basis by providing an attractive, clean, safe, and secure environment in which to live and work. The relative benefits estimated to be received from the improvements by improved and unimproved use within the District are discussed in the following paragraphs.

6.2 Zones L-42 and M-9

6.2.1 SPECIAL BENEFIT
Street lighting increases security for homeowners and improves the appearance of property frontage during the hours of darkness. Street lighting also improves safety for motorists and the safety of pedestrians. It facilitates law enforcement and thereby improves property security. Security and appearance are property benefits. Traffic and pedestrian safety are related to parcel use or occupancy. The District provides funding for a minimum level of street lighting throughout Zones L-42 and M-9. Typical lighting for residential neighborhoods consists of 70-watt bulbs located at intersections and at mid-block.

Spacing of lights is approximately 500 feet.

6.2.2 APPORTIONMENT OF SPECIAL BENEFIT
The estimated special benefit received by improved residential parcels from street lighting is directly proportionate to that parcel’s lighted frontage. Street lighting is distributed uniformly throughout the zones and all parcels have essentially the same level of illumination. Parcel frontages may be seen to vary due to location, for example cul-de-sac or corner lots, and due to topography as may be seen with hillside lots. This variation in parcel frontage is seen to be of little consequence in terms of the relative benefit received by a single-family residential parcel, i.e., cul-de-sac and corner lots benefit the same from street lighting as do mid-block lots. It is reasonable to assume that each single-family residential lot receives the same benefit from street lighting, and each is assessed an equal unit of street lighting benefit.

6.2.3 OPEN SPACE AND SCENIC EASEMENTS
These parcels do not have lighted frontage paid for by the District and do not benefit from street lighting and, therefore, have not been assessed.

6.2.4 UNIMPROVED PARCELS
Unimproved parcels benefit less from lighting than improved parcels in that the former requires a reduced level of maintenance service. Mid-block, lighting is standard for developed property while intersection only lights are adequate for undeveloped property. The same maintenance, however, is required for street lighting whether or not the property is developed. For example, street lighting systems unattended will require extraordinary expense to reactivate if minimum maintenance is not performed. It is concluded that for Zone L-42 and Zone M-9 the benefit received by an undeveloped or unimproved lot is half that received G.1.a
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by an improved lot.

Large undeveloped or commercial parcels within the residential zones are assigned units according to the engineer's opinion of the estimated benefits to be received. Undeveloped parcels are assigned one-half the number of units assigned to an occupied parcel. The assessment for common areas is included in the assessment for the developed lots and common areas are not assessed.

The property at 32 Broadview Terrace is not assessed as there is no public lighting on this street. The properties on Orinda View Road, Candle Terrace, Yarrow Valley Lane, and the northern (private road) segment of Dalewood Drive are not assessed as the lighting on these streets is paid for by the Homeowners' Association.

6.3 Zone M-11

6.3.1 SPECIAL BENEFIT
Street lighting increases security for businesses and improves the appearance of property frontage during the hours of darkness. Street lighting also improves safety for motorists and safety for pedestrians. Security and appearance are special benefits to property. Traffic and pedestrian safety are related to parcel use or occupancy. Increased levels of lighting are required for increased use of property.

The maintenance of landscaped areas on public streets improves the appearance of private property.

Landscaping not maintained will perish and the cost of replacement may be prohibitively expensive.

Plantings not maintained are weakened and are more vulnerable to damage from passing vehicles, exhaust, litter, and debris. Median plantings are susceptible to daily wear and tear from exposure to adjacent traffic and the greater the traffic flow the greater the exposure. Therefore, increased visibility generally requires increased levels of service. Median landscaping that is maintained contributes to a positive image in the commercial areas of the District while median landscaping that is not maintained encourages a negative image. Landscaped areas on public streets that are maintained provide benefit to nearby properties. Attractive landscaping will assist property owners with the marketing of undeveloped lots. Increased levels of maintenance are a function of parcel use.

The landscape services performed within the zone including street sweeping, litter and debris removal, medians and street trees are well distributed throughout the zone. Parcel location is not considered a factor in determining benefit.

In 1997, the Orinda Downtown Vision Task Force identified certain goals and objectives that would reflect the community values articulated in the Orinda General Plan. Street lighting, street sweeping, litter pickup, and landscaping are amenities and services that may be considered as parts of the whole for achieving the objectives and goals expressed by the Orinda Downtown Vision Task Force. These amenities, street lighting, street sweeping, litter pickup, and landscaped areas contribute to business and pedestrian friendliness as requested in the Orinda Downtown Vision Task Force Final Report, dated November 18, 1997, and revised November 19, 1997.

6.3.2 APPORTIONMENT OF SPECIAL BENEFIT
The land use in Zone M-11 is commercial, institutional, and residential. The benefit received by a parcel within Zone M-11 is related to the area of that parcel and to the use of the parcel in equal proportion.

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Four intensities of land use may be observed within Zone M-11. These are parcels that are undeveloped, parcels with onsite parking, parcels without onsite parking, and parcels with underground parking (Theatre Square). Parcels with parking improvements only, are treated as undeveloped parcels.

The benefit that a parcel derives from the maintenance of landscaping and lighting is proportional to the amount of building coverage or floor area ratio. Benefit factors are assigned to four land use categories as follows:

A parcel with a building and off-street parking is identified as the basic unit of assessment with a benefit factor 1.0 unit. Undeveloped land or parcels with only parking improvements are assigned a benefit factor of 0.5 units. Parcels for which the ratio of building square footage to square footage of land exceeds 0.75 are assigned a benefit factor of 1.5 units. Parcels with underground parking are assigned a benefit factor of

2.0 units.

6.4 General Benefit

6.4.1 RESIDENTIAL STREET LIGHTING
Street lighting is of specific benefit to the fronting properties. The benefit derived by the community at large from street lighting on residential streets is negligible. There are, however, parcels immediately adjacent or opposite and not included within the District that do benefit from the street lights paid for by Zone M-9 and Zone L-42 assessments. The benefit derived by these parcels is not assessable.

6.4.2 ZONE L-42
In 1988, at the direction of the City Council, the District Engineer prepared a study of lots in Zone L-42 that are located outside the District boundaries and adjacent or opposite to street lights paid for by Zone L-42.

In all, 30 parcels were identified as follows:

Tahos Road, Meadow View Road, Valley Drive, Donald Drive, Cedar Lane, and Martha Road for a total of 10 lights. There are 121 lots in Zone L-42. Twenty percent is of general benefit to the lots outside of Zone L-42.

The cost to maintain these lights is therefore considered to be (0.20 x 10 x 120 = $240).

6.4.3 ZONE M-9
The light at the southern boundary of Zone M-9 on Lombardy Lane is of benefit to three lots (numbers 181, 184, and 188) on Lombardy Lane. One third of the cost to maintain this light (approximately $40) is considered to be of general benefit. The amount of the proposed contribution by the City exceeds $40 and will more than offset the described general benefit.

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6.4.4 ZONE M-11
The service and maintenance of the following items are considered to be of benefit to the general public and for owners of property located outside of the District.

DESCRIPTION ESTIMATE OF COSTS
Water $700
Maintenance of the mini-park located at Camino Pablo and Brookside/Freeway off ramp 6,300
Maintenance of medians on Camino Pablo 6,000
Service and street-lights on Comino Pablo 1,500
Benefits received by Santa Maria Church and adjoining parcels 1,300 Total: $15,800
The amount of the proposed contribution by the City exceeds $15,800 and will more than offset the described general benefit. Additionally, the City contributes a proportionate share of the NPDES revenues that it receives for the properties in M-11 to the District fund. These NPDES revenues are used to offset the cost of street sweeping.

6.4.5 EXCEPTIONAL PARCELS
Exceptional parcels were identified as follows: The churches in Zone M-11, Orinda Community Church and the First Church of Christ, were assessed $317.96 and $158.98, respectively, reflecting Council direction upon formation of the District. The parcel owned by Friends of the Library was not assessed as it is expected to revert to public ownership.

The public-school site on Altarinda Road formerly leased to J.F.K. University, a private entity, made an annual contribution of $1,291.00 for special benefits received from District improvements. This contribution was the result of an agreement between the City, the School District and J.F.K.U. that was reached upon formation of the District in 1986. J.F.K.U. has relocated and the property has reverted to public use. Therefore, this parcel no longer contributes to the District.

In Fiscal Year 1993/94 the number of assessed units for parcels numbered 268-011-001 and 268-013-004 were reduced from 0.890 and 0.990 by 0.329 and 0.365, respectively, due to the absence of street lighting and sweeping on Bates Blvd. In Fiscal Year 2002/03, the assessed number of units for the above parcels were adjusted to include street sweeping services. The adjusted assessed units are APN 268-011-001:

0.561 to 0.643 and APN 268-013-004: 0.625 to 0.716.

6.5 Method of Apportionment
The improvements to be serviced and maintained by the District have been constructed for the benefit of the properties within the District and are of special benefit to the various parcels of land within the zone boundaries. The total estimated cost of the improvements has been divided among parcels of land within G.1.a
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the zones of the District in proportion to the estimated benefits to be received by the parcels from the improvements.

The method used by the engineer to apportion the cost among the benefiting properties follows:
1) Three zones of service have been identified on the assessment diagram. The boundaries of Zones M9 and L-42 are identical to the boundaries of former County Service Areas M-9 and L-42. The boundary of Zone M-11 includes the parcels included in the former County Service Area M-11, plus four parcels that were annexed on May 23, 1988, as “Annexation 1988-1”. 2) The estimated operating cost within each zone of service was calculated. The total estimated incidental expense for the fiscal year was then determined for each zone.

6.5.1 ZONES L-42 AND M-9
The assessment rates in Zones L-42 and M-9 were calculated by dividing the total cost of the improvements in the zone by the total number of units within the zone. Typical single family detached residential assessments are indicated in the following table.

ZONE 2020/21 2021/22 2022/23
L-42 $67.22 $68.28 $71.82
M-9 $70.76 $71.87 $75.60
Resolution 38-99 adopted July 20, 1999, authorizes the City Council to annually adjust assessment rates in Zones L-42 and M-9 by an amount not to exceed the increase in the change in the San Francisco Bay Area Consumer Price Index (CPI) from February of the prior year to February of the current year. The change in the CPI from February 2021 to February 2022 was 5.19%.

6.5.2 ZONE M-11
Area units for a parcel are calculated by multiplying the benefit factor times the number of acres indicated in the County Assessor’s records or as may be reasonably approximated from the maps on file with the Assessor. Area units for exceptional parcels are as follows:

OWNER APN AREA UNITS
Orinda Community Church 260-200-015 0.500
First Church of Christ 260-200-019 0.250
Bates Blvd 268-011-001 0.643
Bates Blvd 268-013-004 0.716
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Packet Pg. 112 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 13
The basic area rate was calculated by dividing the net amount to be assessed in Zone M-11 by the total number of area units. The original basic area rate in Zone M-11 was calculated to be $635.94. The assessment for each parcel in M-11 was calculated by multiplying the assessed area units by $635.94.

The following table summarizes the assessment within Zone M-11 of improvement for Fiscal Year 2022/23.

Rates for Fiscal Year 2021/22 and Fiscal Year 2020/2021 are also included for reference.

ZONE 2020/21 2021/22 2022/23
M-11 $635.94 $635.94 $635.94

6.6 Maximum Assessment
The following table provides the maximum assessments for Fiscal Year 2007/2008 through the current fiscal year.

FISCAL YEAR CPI INCREASE ZONE L-42 ZONE M-9 ZONE M-11(1) 2007/2008 $47.93 $50.45 $635.94
2008/2009 2.77% 49.26 51.85 635.94
2009/2010 1.16% 49.83 52.46 635.94
2010/2011 1.79% 50.72 53.39 635.94
2011/2012 1.70% 51.59 54.30 635.94
2012/2013 3.00% 53.13 55.93 635.94
2013/2014 2.45% 54.43 57.30 635.94
2014/2015 2.45% 55.70 58.70 635.94
2015/2016 2.53% 57.18 60.19 635.94
2016/2017 3.02% 58.90 62.00 635.94
2017/2018 3.44% 60.93 64.13 635.94
2018/2019 3.56% 63.10 66.42 635.94
2019/2020 3.53% 65.32 68.76 635.94
2020/2021 2.91% 67.22 70.76 635.94
2021/2022 1.57% 68.28 71.87 635.94
2022/2023 5.19% 71.82 75.60 635.94
(1) Zone M-11 does not have a CPI inflator due to majority protest in the 1999 assessment ballot proceeding.

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Packet Pg. 113 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 14

ASSESSMENT DIAGRAMS
The following pages provide a copy of the assessment diagrams for the District.

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Packet Pg. 117 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Orinda Street Lighting and Landscape Assessment District No. 1986-1 Annual Engineer’s Report Fiscal Year 2022/23 15

PARCEL LISTING
The parcel listing of assessments is provided on the following pages. The description of each lot or parcel as part of the records of the County of Contra Costa Assessor are, by reference, made part of this Report.

Assessor’s parcel identification, for each lot or parcel within the District, shall be based on the County Assessor’s secured roll data for the applicable year in which this Report is prepared and is incorporated herein by reference.

A listing of assessor’s parcels assessed within the District for Fiscal Year 2022/23, along with the assessment amounts, is on file in the office of the City Clerk and incorporated herein by reference. Based on County Assessor’s secured roll data, current assessor’s parcels, including corrected and/or new assessor’s parcels, will be submitted and/or resubmitted to the County Auditor/Controller. The annual assessment amount to be levied and collected for the resubmitted parcel(s) shall be determined in accordance with the method of apportionment and assessment rate approved in this Report. Therefore, if a single assessor’s parcel has a status change in development, other land use change, or subdivides into multiple assessor’s parcels, the assessment amounts applied to each of the new assessor’s parcels shall be recalculated and applied according to the approved method of apportionment and assessment rate rather than a proportionate share of the original assessment amount.

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Packet Pg. 118 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
APN Owner Zone Amount
268-490-005-9 WILSON DANIEL B & MULLINS WARD R L-42 $35.90 268-340-004-4 KOENIG PAUL M TRE & CAMRAS PATRICIA S L-42 71.82 268-340-005-1 OLSON DON TRE L-42 71.82
268-340-008-5 MOORE JULIAN D & PROEHL SYLVIA W L-42 71.82 268-340-009-3 RUBIN LIOR TRE L-42 71.82
268-340-010-1 ISHIZU KEVIN R & KATHRYN B TRE L-42 71.82 268-340-011-9 GRUESSER SUSAN L-42 71.82
268-340-012-7 PARKER GENE F & NANCY H TRE L-42 71.82
268-340-013-5 LONDON BRUCE R TRE & REYNOLDS JOAN L-42 71.82 268-340-014-3 SHANKLAND JAMES A & LANDAU LESLIE G L-42 71.82 268-340-015-0 LEWIS JAMES L & RENEE D TRE L-42 71.82
268-340-016-8 FOSTER ANTHONY B TRE & ZAPALAC ELLEN M L-42 71.82 268-340-017-6 STRONG ADAM D & BRYN E C TRE L-42 71.82
268-340-018-4 CHRISTENSEN KYLE & ROBIN TRE L-42 71.82
268-340-019-2 LU ANTHONY & JESSICA RYAN L-42 71.82
268-340-020-0 ASCH PETER G & ESTHER TRE L-42 71.82
268-470-003-8 JOHANSEN GLENN & DEBORAH TRE L-42 71.82
268-470-004-6 NOLEN JONATHAN D TRE & NOLEN JENNIFER H L-42 71.82 268-470-005-3 GAN ARTHUR A TRE L-42 71.82
268-470-010-3 FROESE CHARLES R & MARTHA TRE L-42 71.82
268-470-011-1 LU FRANCES & SKJORSHAMMER CARL M L-42 71.82 268-470-012-9 COUGHLIN MARY TRE L-42 71.82
268-470-013-7 WATTERS ROBERT & NADINE L-42 71.82
268-470-014-5 KOESSEL LILY & WALLACE AARON L-42 71.82
268-470-015-2 MICHAS GREGORY & TYLA L-42 71.82
268-470-016-0 FARMER ARTHUR L JR & SUSAN TRE L-42 71.82 268-470-017-8 KORDASH GRANT & AMIRA L-42 71.82
268-470-018-6 SANJANA ESPI & VEERA E TRE L-42 71.82
268-470-019-4 GAVIGAN BETTYE J TRE L-42 71.82
268-470-020-2 ESTIS CLINTON TRE L-42 71.82
268-470-021-0 HARTWELL ALVIN W & MARGARET R L-42 71.82
268-470-023-6 ZENG JIASI & CHENG SHIYU L-42 71.82
268-470-024-4 LOPEZ JAVIER E & SHAKERI SHADI AMINOLOLAMA L-42 71.82 268-470-025-1 HESTILOW STEVAN M TRE L-42 71.82
268-470-029-3 MARTIS BERNARD ERNEST I TRE & GRACIAS ANGELA MARINA L-42 71.82 268-470-030-1 CALDAS MARIA LUISA DEOLIVEIRA & DEOLIVEIRA MANUEL DUARTE L-42 71.82 268-470-033-5 WU MICHAEL & WATARI-WU KOREY L-42 71.82
268-481-001-9 MONTES LEOPOLDO & LETICIA L-42 71.82
268-481-002-7 MCCARTHY SEAN A & HALL LAURIE E L-42 71.82 268-481-004-3 MORSE BLAIRE M TRE L-42 71.82
268-483-002-5 PUCCINELLI ROBERT & CAROL TRE L-42 71.82
268-483-003-3 HAYASHI AARON K TRE L-42 71.82
Slight variances may occur due to rounding
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Packet Pg. 119 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
268-483-004-1 PITT DAVID H & DENISE M L-42 71.82
268-483-005-8 BARRETT MICHAEL & ALISON T L-42 71.82
268-483-006-6 PINKELMAN FRANKLIN C TRE & MEDEIROS WENDY A L-42 71.82 268-483-007-4 KENT PATRICK M & COURTNEY TRE L-42 71.82
268-483-008-2 KHAIRA JAGMOHAN & SERENA L-42 71.82
268-483-009-0 WANG TONY HO-HSU TRE & KAI EMILY MAN-YEE L-42 71.82 268-483-010-8 WALSH JOSEPH G & KATHLEEN J L-42 71.82
268-483-011-6 MINOWADA GEORGE TRE & MIRMIRANI PARADI L-42 71.82 268-483-012-4 DAVIS MICHAEL B & MARTIN JANE E L-42 71.82 268-483-013-2 KOOB DANIEL & JIANG NANCY L-42 71.82
268-483-014-0 HARDY ROBERT C & JENNIFER L L-42 71.82
268-483-015-7 KAMHI PHILIP J & FLORENCE KO L-42 71.82
268-484-001-6 HANSEN DAVID C TRE L-42 71.82
268-484-004-0 CHIANG JOLLIN TRE L-42 71.82
268-484-008-1 NEFT SARI-LOIS TRE L-42 71.82
268-484-009-9 DESILVA DAVID E L-42 71.82
268-490-003-4 CHAVEZ ROCCO TRE & CHERPITEL CHERYL L-42 71.82 268-490-004-2 SARIN SALAISH K & SHWETA L-42 71.82
268-490-006-7 BRACE DAVID TRE & ADAMS CYNTHIA J L-42 71.82 268-490-007-5 BUSH DANIEL J & AMY B L-42 71.82
268-490-011-7 SVAHN JONATHAN D & TIFFANY TRE L-42 71.82 268-490-012-5 CARTER HUBERT T & MARY E L-42 71.82
268-490-021-6 HILLMAN ALBERT & BEVERLY TRE L-42 71.82
268-490-024-0 DICK JOHN MATHES TRE & HOYT VICTORIA MUNSON L-42 71.82 268-490-025-7 HOGG CHRISTOPHER W & WAGNER TARA L L-42 71.82 268-490-028-1 HAYDARI AHMAD G L-42 71.82
268-490-029-9 WONG ROBERT C & MONICA B TRE L-42 71.82
268-501-002-3 BAGGA ATUL M & SEEMA ATUL L-42 71.82
268-501-003-1 LAU BRUCE & SHIRLEY T TRE L-42 71.82
268-501-004-9 VALEUR HAAVAR & NATALIE S TRE L-42 71.82
268-501-006-4 MORRIS MARK O & MARILYN TRE L-42 71.82
268-502-001-4 KNIEL CHRISTOPHER R & ANNE M L-42 71.82
268-502-002-2 CHUANG OLIVER TRE & MUN SANDRA JANET L-42 71.82 268-502-003-0 WANG JUSTIN & YU MIN L-42 71.82
268-502-004-8 LOW PATRICIA ARLENE L-42 71.82
268-502-005-5 ERICKSON KEITH B & MARITA L-42 71.82
268-502-012-1 WORTHINGTON DANIEL W & C R TRE L-42 71.82 268-502-013-9 RAGHUNATHAN VIJAY CHANDRA & GUPTA ABHA L-42 71.82 268-502-014-7 BISABRI DANIEL P & BIRANG-BISABRI GISELLE L-42 71.82 268-502-015-4 FRIEDMAN JACK ARNE TRE L-42 71.82
268-502-016-2 WILLIAMS JAMES B & SHARON TRE L-42 71.82
268-502-017-0 SILVERWOOD LLC L-42 71.82
Slight variances may occur due to rounding
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Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
268-502-020-4 ROTH GARY B L-42 71.82
268-502-021-2 DANIELS STEWART A & NANCY J L-42 71.82
268-502-022-0 KAWAMURA ERIC K & VERA L-42 71.82
269-202-065-0 HEALY MICHAEL F & WIRUM ANDREA A L-42 71.82 269-202-066-8 NOHR GARY A & THERESE L L-42 71.82
269-202-067-6 DEWALT DREW & WHITNEY MARCH L-42 71.82
269-202-068-4 SCHMICKER WILLIAM D & N L TRE L-42 71.82
269-210-012-2 HASS PETER A & MARGOT MANN TRE L-42 71.82 269-210-014-8 FOSTER ERIC M & LEANN M TRE L-42 71.82
269-210-015-5 CHINN ALICE K TRE L-42 71.82
269-210-020-5 BOWEN ROBERT C & ROBYN N TRE L-42 71.82
269-210-021-3 TARBELL HARRY III TRE L-42 71.82
269-210-022-1 RADLOW ANDREW D & NICOLE W TRE L-42 71.82 269-210-024-7 WU WILLIAM N & MARINDA TRE L-42 71.82
269-210-026-2 FISCHER THOMAS M & BARBARA TRE L-42 71.82 269-210-027-0 201904WY-LLC TRE L-42 71.82
269-210-028-8 BEHZADI YASHAR TRE L-42 71.82
269-220-001-3 AZALDE CHRISTOPHER ROBERT TRE L-42 71.82
269-220-002-1 DEFABIO RICHARD & LUISE TRE L-42 71.82
269-220-003-9 HORNSTRA CHRISTOPHER M TRE & KEELER MAX WILLIAMS L-42 71.82 269-220-004-7 METZNER PETER E & ALIZA TRE L-42 71.82
269-220-005-4 SEVERSON RALPH F & B SUE TRE L-42 71.82
269-220-006-2 CLARKE DAVID P & CRISTY L-42 71.82
269-220-007-0 YASUDA T ARTHUR & RENI TRE L-42 71.82
269-230-002-9 RITCHEY KATHERINE & DAVID TRE L-42 71.82
269-230-003-7 SEVERSON CHRISTOPHER & PAMELA L-42 71.82
269-230-005-2 LU MENG & ANDERSON BARRETT CLAY L-42 71.82 269-230-006-0 SULLIVAN MATTHEW & JOSEPHINE L-42 71.82
270-400-003-9 MCMAHON JOHN F III TRE L-42 71.82
270-400-004-7 IRELAND JERRY M TRE & BARBOUR CORINDA M L-42 71.82 270-400-005-4 OSHIMA LISA MARIE & ROBERT TRE L-42 71.82 270-400-006-2 COLVIG TIMOTHY A & ROSEANN TRE L-42 71.82 270-400-007-0 KLOSTER BARBARA A TRE L-42 71.82
270-400-008-8 RODENS THOMAS E TRE & GERARD MARY JO L-42 71.82 270-400-009-6 ANDERSON DAVID & SANDRA TRE L-42 71.82
270-400-010-4 DAVIS COLBERT SMITH III TRE & DAVIS CHERYL COOK L-42 71.82 270-400-011-2 MORRIL THOMAS TODD L-42 71.82
270-400-012-0 HOWE TYLER T & ELVIRA A L-42 71.82
270-400-013-8 NGUYEN ANN TRE L-42 71.82
270-400-014-6 DOWD MICHAEL V & HELEN H TRE L-42 71.82
270-400-015-3 RISBY GREGORY M & KARLA V L-42 71.82
270-400-016-1 SANDMAN DANIEL S TRE & BERMAN COURTNEY SPALTER L-42 71.82 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 3 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 121 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
270-400-017-9 HICKS WILLIAM SCOTT L-42 71.82
270-400-018-7 HAIDINGER LISABETH K L-42 71.82
266-340-003-0 MEDEIROS SCOTT A & LUCIA LORI E M-9 37.80 266-340-015-4 GLICKMAN RICHARD B & MARILYN D M-9 37.80
266-291-001-3 ESOPA JOHN R & JILLIAN A TRE M-9 75.60
266-291-002-1 VAUGHT LEWIS R TRE M-9 75.60
266-291-003-9 COLMAN RICHARD S TRE M-9 75.60
266-291-004-7 WALBURG ALVIN L & MARIJANE M-9 75.60
266-291-005-4 LIN PATRICK & DARLET M-9 75.60
266-291-006-2 AOKI TIMOTHY & MIHO M-9 75.60
266-291-009-6 PRITCHARD GREGORY & LISA M M-9 75.60
266-291-010-4 MCINTYRE PETER A & P GAIL TRE M-9 75.60
266-291-011-2 GAFFNEY BRIAN J & SHANNON TRE M-9 75.60
266-291-012-0 HERRIN STEPHEN T & J J TRE M-9 75.60
266-291-015-3 PARKER ROBERT P & YACHIEN TRE M-9 75.60
266-291-017-9 URE HERBERT J & ELMA N TRE M-9 75.60
266-291-018-7 PADDOCK STEPHEN P TRE M-9 75.60
266-291-019-5 LIU EDWARD H & IDA H TRE M-9 75.60
266-291-020-3 INGLEBY GAREN S & VALERIE A M-9 75.60
266-291-021-1 SINGSANK ROBERT J TRE & LUCAS JOAN A M-9 75.60 266-291-023-7 PARASKAKIS EMMANUEL & GAVRIILOGLOU CHRISTINA M-9 75.60 266-292-001-2 BERG STEVEN TRE & KINNEY CLAIRE M-9 75.60 266-292-002-0 DEBENHAM NANCY L TRE M-9 75.60
266-292-003-8 CHEN IRENE S TRE M-9 75.60
266-292-004-6 ANDERSON CHRISTOPHER P & DIXIE M-9 75.60
266-292-005-3 LAMISON ERIC & LAURA B TRE M-9 75.60
266-292-006-1 ROEBUCK JOAN E TRE M-9 75.60
266-292-007-9 CLEVELAND MICHAEL G TRE M-9 75.60
266-292-008-7 REYNOLDS PETER & CHRISTINA M-9 75.60
266-293-001-1 BERTA MICHAEL A JR TRE M-9 75.60
266-301-001-1 BEVEGNI ROBERT & STEPHANIE M-9 75.60
266-301-002-9 WILLIAMS BARRY J & CASSIE P M-9 75.60
266-302-001-0 KLAMM LINDA E M-9 75.60
266-302-004-4 MADNICK SETH BAKER TRE & ROSS-MADNICK NANCY G M-9 75.60 266-302-005-1 MARVIN THOMAS R & NANCY V M-9 75.60
266-302-006-9 DAVALOS STEPHEN & MICHELLE TRE M-9 75.60
266-302-007-7 BOYLE DAVID F & ELIZABETH TRE M-9 75.60
266-302-008-5 BEAGLE CHRISTOPHER A TRE M-9 75.60
266-302-009-3 YELLOW BRICK GROUP LLLP M-9 75.60
266-302-010-1 MORRISON JODY POOR TRE M-9 75.60
266-303-001-9 FINEFROCK JAMES ALAN TRE & HAMLIN HARRIET L M-9 75.60 266-303-002-7 SAADATI OMID & MAHSA NAJI M-9 75.60
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 4 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 122 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
266-303-003-5 MCGEE MAHLON R M-9 75.60
266-304-003-4 GOULD ALAN C & ARLENE L TRE M-9 75.60
266-304-004-2 GRAVELYN EDWIN G TRE M-9 75.60
266-304-005-9 BEVIS CLAIRE BRULLARD TRE M-9 75.60
266-304-006-7 BROWNE LAWRENCE WALDEN II TRE M-9 75.60
266-304-007-5 JEDLICKA DAVID D & KORRIE M M-9 75.60
266-304-008-3 JONSSON MAGNUS O & BETHANY A M-9 75.60
266-304-009-1 CARLSON ROGER S & BARBARA TRE M-9 75.60
266-304-010-9 MACDONALD STEPHEN & REBECCA M-9 75.60
266-304-011-7 STENOVEC P ANDREW TRE M-9 75.60
266-304-015-8 DENMA TSERING WANGCHUK & CHAGZOETSANG YANGCHEN LHAMO M-9 75.60 266-304-016-6 MEHTA RAKESH TRE M-9 75.60
266-310-001-0 AU JOSEPH T & FAN F TRE M-9 75.60
266-310-002-8 WAGNER CLAUDE A TRE & LIU JING M-9 75.60
266-310-003-6 MEREDITH MARK & NICOLE M-9 75.60
266-310-004-4 FERNBACHER JOHN PHILIP TRE M-9 75.60
266-310-005-1 JENKINS JAMES & ELIZABETH TRE & JENKINS JAMES C M-9 75.60 266-310-006-9 ZOVICKIAN JOHN G TRE M-9 75.60
266-310-007-7 THOMPSON WILLIAM N TRE M-9 75.60
266-310-008-5 TANG GORDON TRE & ARCIAGA MELISSA M-9 75.60 266-310-009-3 STEIN DEREK TRE M-9 75.60
266-310-011-9 SARIF-HASSANABADI MARYAM & MOMENI OMEED M-9 75.60 266-310-012-7 VALENTINE ROELOF & CHANTAL S M-9 75.60
266-310-013-5 THOMPSON ROBERT & VIRGINIA J M-9 75.60
266-310-014-3 AUJLA SANDEEP SINGH & AMAR P M-9 75.60
266-310-015-0 BRUNETTI CHRISTOPER G & KIM JOANNA H M-9 75.60 266-310-016-8 JOHNSON CAROLYN ANN M-9 75.60
266-310-017-6 ROGIN ALTXANDER M TRE M-9 75.60
266-310-018-4 BRADY KIERAN E & STEPHANIE O M-9 75.60
266-310-019-2 PAULSON THOMAS G II TRE M-9 75.60
266-310-020-0 CORTNER CHRISTOPHER & WEI DANIEL M-9 75.60 266-310-021-8 CLOIDT JOSEPH & JACQUELINE TRE M-9 75.60
266-310-022-6 DESILVA PATRICIA D M-9 75.60
266-310-023-4 YOUNG THOMAS & HEATHER M-9 75.60
266-310-024-2 MUNAJED AMAL & RAEES MUHAMMAD M-9 75.60
266-310-025-9 CORBITT R STEVEN & LEXIE TRE M-9 75.60
266-310-026-7 FEUSI URSULA TRE M-9 75.60
266-310-027-5 MCWHORTER MICHAEL C & JANE TRE M-9 75.60
266-310-028-3 LYNN CAROLE KAY TRE M-9 75.60
266-321-002-5 SILVER RICHARD & LINDA TRE M-9 75.60
266-321-003-3 EGGERS WILLIAM H & JOAN Z TRE M-9 75.60
266-321-004-1 SOUTHWICK TIMOTHY & SUSAN TRE M-9 75.60
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 5 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 123 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
266-321-005-8 WECHT SUSAN B & RONALD H TRE M-9 75.60
266-321-006-6 SCHOU ROLF H & MAYANN T TRE M-9 75.60
266-321-010-8 MOSELLEN CHRISTOPHER M TRE M-9 75.60
266-322-001-6 NAPOLITAN NICHOLAS & ANQI TRE M-9 75.60
266-322-002-4 SOUISSI ZIED TRE M-9 75.60
266-322-003-2 HEIMER SHARON K M-9 75.60
266-322-004-0 PERRY PHILIP W & JULIE B TRE M-9 75.60
266-322-005-7 SIAMAS JOHN S TRE M-9 75.60
266-322-006-5 SIMMONDS MARK C & SHAUNA T M-9 75.60
266-331-001-5 EVERSOLE SCOTT S & FLANAGAN SHEILA M-9 75.60 266-331-002-3 MARQUIS GEORGE L TRE M-9 75.60
266-331-003-1 MOON WILLIAM J & ANN W TRE M-9 75.60
266-331-004-9 BITZER JAMES A & KELLY H TRE M-9 75.60
266-331-005-6 GEORGIOU CHRISTOPHER TRE & GEROGIOU MARIA M-9 75.60 266-331-006-4 MCGONIGLE JOHN & SANDRA TRE M-9 75.60
266-332-002-2 LI HAO & XU KELI M-9 75.60
266-332-003-0 KREUTZELMAN MICHAEL G TRE & BOSTER BARBARA A M-9 75.60 266-332-004-8 PATEL NEILESH S & DHRUPTI TRE M-9 75.60
266-332-007-1 KENNEDY DONALD S & DIANA R M-9 75.60
266-332-008-9 ARNON STEPHEN S & JOYCE M TRE M-9 75.60
266-332-009-7 ROETHE JAMES N & NITA D TRE M-9 75.60
266-332-010-5 GOODE JOHN G TRE & CROCE-GOODE PAMELA F M-9 75.60 266-332-011-3 VANHORN JEFFREY B & MARY M-9 75.60
266-332-012-1 ELIAS AKIVA E & LEENA M-9 75.60
266-332-013-9 HERRERO DALE B & JILL C M-9 75.60
266-332-014-7 SERNETT LISA L TRE M-9 75.60
266-332-015-4 GOLDSTEIN ROBERT TRE M-9 75.60
266-332-016-2 KLEIN DANIEL L TRE M-9 75.60
266-332-017-0 BRAVO-FERRER MANUELA TRE M-9 75.60
266-332-018-8 CHANG HUNG & JING M-9 75.60
266-340-001-4 OSTRACH MICHAEL S & KAREN TRE M-9 75.60
266-340-002-2 CANNIZZO CRAIG J TRE & PAGE ALLISON M-9 75.60 266-340-004-8 LINDERMAN MARK & NANETTE TRE M-9 75.60
266-340-005-5 MARCHETTI JAMES & CAROLYN TRE M-9 75.60
266-340-006-3 NAN ALLEN & LISA TRE M-9 75.60
266-340-007-1 WOODBERRY ALAN S & MOLLY A TRE M-9 75.60
266-340-008-9 OLEARY TAMMY M-9 75.60
266-340-009-7 PITT PAUL & CHRISTINE TRE M-9 75.60
266-340-010-5 SCHULTZ LORI M-9 75.60
266-340-011-3 CHOU LEI-CHING & HWANG ALEXANDER M-9 75.60 266-340-012-1 LUNDQUIST CHRISTIAN H & LUNDQUIST CYNTHIA I M-9 75.60 266-340-013-9 HINDES F SCOTT TRE & KAELLE JOHN A & JODI C M-9 75.60 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 6 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 124 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
266-340-014-7 MCMANIS JAMES & DENA M-9 75.60
266-340-016-2 GLICKMAN RICHARD B & MARILYN M-9 75.60
266-340-017-0 SUBA LOUIS & BERIT M-9 75.60
266-340-018-8 SORENSON ROBERT L TRE M-9 75.60
266-351-001-0 FORMANEK ROBERT JR & JANET TRE M-9 75.60
266-351-002-8 DALTON WESLEY R & KRISTEN TRE M-9 75.60
266-351-003-6 GLICK MARTIN R & BEVERLY L TRE M-9 75.60
266-351-004-4 PIETRYKOWSKI MICHAEL J TRE & PIETRYKOSWKI SUZANNE E M-9 75.60 266-351-005-1 STAMM FREDERICK & ANELLI TRE M-9 75.60
266-352-001-9 WILLIAMS RANDY & MAILE TRE M-9 75.60
266-352-002-7 SPURLOCK DAVID & AMY M-9 75.60
266-352-003-5 OTOOLE TERRY & KATHRYN TRE M-9 75.60
266-352-004-3 DELAHAYE JOHN & ELIZABETH TRE M-9 75.60
266-352-005-0 GOHLER CLAUDIA P TRE M-9 75.60
266-352-006-8 HILL ANTHONY RUSSELL TRE M-9 75.60
266-353-001-8 REARDON MARK C & ELIZABETH K M-9 75.60
266-353-002-6 BITTON DANIEL S TRE & PECH-BITTON BRENDA M-9 75.60 266-353-003-4 AIKEN TODD TROY TRE & MCMAHON MARY PATRICIA M-9 75.60 266-353-006-7 OLLE SCOTT H & LISA D TRE M-9 75.60
266-353-007-5 KOGAN MARK H & PATRICIA M TRE M-9 75.60
266-353-008-3 WOLFSEN BRADLEY & NATALIE TRE M-9 75.60
266-353-009-1 LEE JEAN M-9 75.60
266-353-010-9 LUN PAUL & CHRISTINE L TRE M-9 75.60
266-353-011-7 GONG HENRY & VALERIE TRE M-9 75.60
365-430-002-3 KHALIL A SAYED & MIRZETA TRE M-9 75.60
365-430-013-0 SCHIMBOR PATRICIA SHULER TRE M-9 75.60
365-440-022-9 HASEGAWA TEPPEI BRYAN & TRAN LINH T M-9 75.60 365-440-023-7 PIKE EDWARD D III TRE & CARPENTER-PIKE NANCY JO M-9 75.60 365-440-036-9 LEE BAILEY TRE & LUM SUSAN M-9 75.60
365-440-037-7 AHMADY YUNOS & STOTHERS SARA M-9 75.60
365-450-001-0 HAPPY VALLEY ROAD LLC M-9 75.60
365-450-002-8 HAPPY VALLEY ROAD LLC M-9 75.60
365-450-003-6 ANTHONY JAMES P & KRISTINE TRE M-9 75.60
365-450-004-4 LUSKEY RANDALL & ELIZABETH M-9 75.60
365-450-005-1 LALLI STEPHEN & KIMBERLY J M-9 75.60
365-450-006-9 HOUSEWORTH COURT H TRE & SCHLINKERT JOANNE F M-9 75.60 365-450-007-7 JACUZZI ROY A & DEEANN TRE M-9 75.60
273-022-001-5 PACIFIC GAS & ELECTRIC CO M-11 8.58
268-141-016-9 GOYAK JOHN NICK TRE M-11 12.70
260-320-105-0 RASER HEATHER RAE M-11 22.32
260-320-108-4 LLOYD MARIE ELIZABETH HITZ M-11 22.94
260-320-104-3 HAMITI ARBEN M-11 22.98
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 7 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 125 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
260-320-109-2 JOCKISCH DEBRA C M-11 23.08
260-320-058-1 TOZLOVAN IGOR & VIORICA M-11 23.30
260-320-057-3 WATERMAN STEPHEN J & ALISON J M-11 23.38
260-320-100-1 MILLSTONE GLENN & LESLIE TRE M-11 23.42
260-320-099-5 IBABAO-MARLEY EMILY & MARLEY AARON M-11 23.64 260-320-103-5 SAY PHILIP B & ONFAN J TRE M-11 30.06
260-320-115-9 MISHKIN LAWRENCE P TRE & ZHANG QING M-11 30.06 260-320-089-6 KNIGHT DAVID & ALISON TRE M-11 30.14
260-320-073-0 ANDERSON SCOTT A & HANH T M-11 30.20
260-320-097-9 JARAVATA JOHN D & GESA E M-11 30.32
260-320-081-3 WALKER LAURA L TRE M-11 30.38
260-320-092-0 KIM MIN HO & YI MIN SON M-11 30.60
260-320-107-6 HU ANDREW & JENNIFER M-11 30.74
260-320-098-7 CHIN YOLANDA M-11 30.88
260-320-050-8 MALLIDI REDDY V & JAYASREE N M-11 30.90
260-320-096-1 CHANG BOB & CHRISTIANA M-11 30.94
260-320-116-7 SOLTZ WILLIAM H & LESLIE H TRE M-11 30.98 260-320-112-6 HAQUE ASIF UL & OOYSHEE SAUDIA M M-11 31.20 260-320-069-8 MATTHEWS ROBERT & TIFFANY TRE M-11 31.24
260-320-101-9 PIJEWSKI WILLIAM D & DESKO MARGUERITE M M-11 31.50 260-320-049-0 MAC ROBERT TRE & CHU SUSAN M-11 31.74
260-320-051-6 GADDE PRABHAKARA RAO & RAMANI M-11 31.80
260-320-074-8 YUN JANG H & CHUNG KRISTEN M-11 31.82
260-320-071-4 LIN MICHAEL & SOYOUNG & LIN JAMES C M-11 31.82 260-320-052-4 RUPPERT GREG A & MARY B M-11 31.84
260-320-062-3 FECADU ADAMU & SHEAKENA LEMLEM M-11 31.86 260-320-053-2 PECK STEPHEN R TRE M-11 31.88
260-320-114-2 LEE KYU YONG & LEE JAE & JUNG M-11 31.90
260-320-075-5 EDMISTER TODD O & JENNIFER B M-11 32.02
260-320-067-2 CHE ALLY YUKAM & CHAN SIMON YINGPO M-11 32.06 260-320-061-5 YIM MICHAEL TRE M-11 32.18
260-320-072-2 CHANG CARLOS Y L & JEANETTE M-11 32.18
260-320-066-4 SHUN KOANNE LONG WAI TRE & SKOWRONEK TOMASZ M M-11 32.30 260-320-113-4 LIN ANDREW M-11 32.42
260-320-084-7 ZHANG JINZHONG TRE & XI XIA M-11 32.44
260-320-091-2 LIM RYAN & CHENG MELISSA M-11 32.74
260-320-117-5 SALGIA AKHIL & JAIN SEEMA M-11 32.98
260-320-068-0 YU JASON M-11 33.06
260-320-102-7 HO EVAN H M-11 33.08
260-320-056-5 STOKES ARVIND & BLAIRE M-11 33.44
260-320-063-1 SONG JIANLIN & DONG WEIFENG M-11 33.62
260-320-106-8 KARMELE ROBERT & PHYLLIS TRE M-11 33.68
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 8 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 126 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
260-320-060-7 SUN CHONGSHI M-11 33.68
260-320-087-0 YE MINGHUA TRE & CHEN HONG M-11 33.74
260-320-111-8 LU WEI CHIH A & CHANG HSIN YUN M-11 34.02 260-320-090-4 LANGE LYNETTE M-11 34.40
260-320-048-2 WONG JOHN & MARGARIDA S & WONG ROBERT J M-11 34.46 260-320-064-9 FLOURNOY TODD & LIA M-11 34.58
260-320-065-6 FAY DENNIS R & NATALIE H TRE M-11 34.58
260-320-076-3 YUN CINDY S M-11 34.64
260-320-086-2 CHUNG KOOHONG & OUM YUMI M-11 34.80
268-141-007-8 DENISON KERRI TRE & FENDER LAREEN M-11 34.96 260-320-110-0 AGARWAL SAJAL & GOEL RITU M-11 35.28
260-320-047-4 BISHOP JENNIFER M & BRIAN TRE M-11 35.76
260-320-093-8 LE NHUONG Q TRE M-11 35.78
260-320-083-9 CUI LONGXIANG M-11 35.90
260-320-082-1 SALDINGER BRUCE J TRE & ROYER LYNNE A M-11 36.62 260-320-070-6 JERIC BORIS JR & MELINDA CHAN M-11 37.00
260-320-088-8 LIN LING FEN M-11 37.36
260-320-055-7 LEE CLAIRE H TRE M-11 39.00
260-320-077-1 CHAN SIMON YINGPO & CHE ALLY YU KAM M-11 39.58 260-320-095-3 LAI CHIEN A TRE M-11 42.18
260-320-078-9 DASWANI SUSHEEL & ANITA K TRE M-11 42.50
260-320-046-6 WELLS NEAL E & JANINE M TRE M-11 43.14
260-320-079-7 WU YIN TRE & LAN FANG M-11 45.42
260-320-054-0 JONES URREA C JR & BARBARA TRE M-11 46.34 273-042-012-8 No Owner on Record M-11 46.74
260-320-085-4 LIJPHART ANNA M TRE & DOUGHERTY BRIAN P M-11 47.34 273-021-002-4 BREED PROPERTIES M-11 47.68
273-010-016-7 PACIFIC GAS & ELECTRIC CO M-11 48.32
260-320-059-9 WONG KIM H & LAI OYE TRE M-11 48.34
268-142-008-5 GOYAK JOHN NICK TRE M-11 48.64
260-320-094-6 SHUN KWONG LOI & WAI KUEN TRE M-11 48.86
260-320-080-5 LAI CHIEN A & SHIU F TRE M-11 52.26
273-021-010-7 BREED PROPERTIES M-11 57.22
265-011-001-4 WESTFALL STEVEN & MEREDITH TRE M-11 61.04 260-320-001-1 WELLS NEAL E & JANINE M TRE M-11 64.44
265-170-043-3 DOVE GARY S & DEBORAH S TRE M-11 81.08
273-042-011-0 SUTTER EAST BAY MED FOUNDATION M-11 87.44 268-141-003-7 MASHHOON MOHAMMAD A TRE M-11 99.20
265-170-037-5 Z GRAND LLC M-11 103.96
265-011-007-1 GUIDOTTI JOANNA R TRE & PERETTI GENE GUY M-11 104.92 265-012-002-1 PHAIRS INC M-11 107.78
265-012-012-0 BERNARDINI JACK A & SHARON TRE M-11 109.68 Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 9 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 127 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
268-163-008-9 AKERAJE INC & PHOENIX 1 FUND LLC M-11 113.82 268-141-017-7 VASHELL CROSSROADS PARTNERS M-11 124.00
265-170-021-9 MOTELS MISSION SIERRA INC M-11 133.54
268-170-009-8 WONG KEVIN M TRE & ELEAZAR ISABEL M M-11 146.26 265-170-039-1 BELLA OAKS OF ORINDA LLC M-11 149.44
260-200-019-8 FIRST CHURCH OF CHRIST M-11 158.98
273-030-002-3 FIATARONE MARIE LOUISE TRE M-11 165.34
268-163-006-3 TRH HOLDINGS LLC M-11 170.74
265-012-010-4 BERNARDINI JACK A & SHARON TRE M-11 178.06 265-170-040-9 25 ORINDA WAY LLC M-11 181.24
268-141-005-2 DENISON KERRI TRE & FENDER LAREEN M-11 181.24 268-141-002-9 TRH HOLDINGS LLC M-11 199.36
268-170-010-6 85 MORAGA LLC M-11 202.86
268-141-004-5 NORTON WIGHTMAN W TRE M-11 207.94
268-142-009-3 MASHHOON HOLDINGS LP M-11 208.58
268-163-007-1 BEGUM BUSHRA & IQBAL SADIA GHANI M-11 209.86 273-021-009-9 BREED PROPERTIES M-11 215.58
265-170-010-2 RAY ROBERT TRE & RAY ROBERT & DOROTHEA M-11 220.66 260-192-009-9 KLEMMEDSON M B PARTNERSHIP M-11 228.92
268-142-001-0 GOYAK JOHN NICK TRE M-11 228.92
273-021-004-0 BREED PROPERTIES M-11 228.92
268-163-005-5 KENOSHEP LLC M-11 238.46
265-170-034-2 Z GRAND LLC M-11 248.00
262-290-006-2 LEIMKUHLER ANN TRE M-11 260.72
260-192-008-1 KLEMMEDSON K T PROPERTIES LLC M-11 273.44 265-011-008-9 PHAIRS INC M-11 304.28
260-200-015-6 ORINDA COMMUNITY CHURCH INC M-11 317.96
268-170-011-4 HAIST WHITNEY S & DIANE TRE M-11 317.96
265-012-007-0 VILLAGE COURT ORINDA LLC M-11 333.86
268-170-008-0 GUASCH MICHAEL N & MONICA TRE M-11 349.76 268-151-014-1 C P & R BUILDING M-11 361.84
273-021-003-2 PARKER JEFFREY T TRE M-11 361.84
265-170-009-4 ORINDA 19 LLC M-11 362.48
260-192-013-1 ORINDA GROUP M-11 381.56
265-012-011-2 MOLLY BELLE PROPERTIES LP M-11 391.72
268-011-001-8 MOODY ROBERT J M-11 408.90
273-021-005-7 BREED PROPERTIES M-11 419.08
265-170-035-9 ANABI REAL ESTATE DEVELOPMENT M-11 419.72 265-170-014-4 PHILLIPS CHARLES & MARIE TRE M-11 429.88
268-013-004-0 JENSEN JOANNA GUIDOTTI TRE & GUIDOTTI JOANNA R M-11 455.32 265-170-029-2 CHEVRON USA INC M-11 502.38
265-170-018-5 MOTELS MISSION SIERRA INC M-11 519.56
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 10 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 128 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) City of Orinda
Street Lighting and Landscaping District 1986-1
Final Billing Detail Report for Fiscal Year 2022/23
APN Owner Zone Amount
273-041-010-3 ALLEN & ASSOCIATES M-11 578.70
260-192-012-3 ALTARINDA ROAD LLC M-11 585.06
265-170-022-7 BANK OF AMERICA M-11 616.86
268-141-020-1 89 DAVIS LP M-11 616.86
273-041-002-0 SUTTER BAY MEDICAL FOUNDATION M-11 629.58 260-192-002-4 WELLS NEAL E & JANINE M TRE M-11 635.94
260-192-003-2 ORINDA HOLDINGS LLC M-11 635.94
265-170-044-1 DOVE GARY S & DEBORAH S TRE M-11 659.46
260-192-004-0 ORINDA MASONIC HALL ASSN M-11 661.36
265-011-002-2 GUIDOTTI JOANNA R TRE & 79-105 ASSOCIATES LLC M-11 667.72 265-170-042-5 DOVE GARY S & DEBORAH S TRE M-11 678.22
260-192-005-7 No Owner on Record M-11 693.16
273-041-009-5 BROOKWOOD PROPERTIES M-11 693.16
265-170-038-3 25 ORINDA WAY LLC M-11 699.52
260-192-014-9 J&M ALTARINDA LLC & NAT ALTARINDA LLC M-11 768.84 260-200-017-2 IRWIN WAY LIMITED PARTNERSHIP M-11 922.10 265-170-007-8 REID HENRY C JR & ISABEL R TRE M-11 1,030.22 265-170-005-2 29 ORINDA WAY LLC M-11 1,176.48
265-170-033-4 ORINDA VILLAGE SQUARE M-11 1,373.62
260-200-016-4 ORINDA SENIOR VILLAGE INC M-11 2,263.94
273-010-019-1 ORINDA DUNHILL LLC M-11 2,440.72
260-191-006-6 PINE GROVE LLC M-11 3,631.20
442 Accounts $58,964.68
$58,964.68 442 Total Accounts
Slight variances may occur due to rounding
Copyright © 2013 by NBS Page 11 of 11 03/22/2022 03:26:06PM G.1.a
Packet Pg. 129 Attachment: Orind_EngRpt_22-23 (2831 : L&L District meeting 3, public hearing) Resolution No. 30-22

BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:

Confirming the Diagram and )
Assessment for the Orinda Street )
Lighting and Landscape Assessment ) Resolution No. 30-22 District No. 1986-1, Zones L-42, M-9 )
and M-11, for Fiscal Year Ending 2023)
WHEREAS, on May 17, 2022, the Orinda City Council approved the Engineer's report, declared its intention to levy and collect assessments for Fiscal Year 2023 and set a hearing thereon for June 21, 2022; and
WHEREAS, notice of the filing of the Engineer's report and of the hearing was given as provided for in Section 22626 of the Streets and Highway Code; and WHEREAS, on June 21, 2022, the City Council held a public hearing on the levy of the proposed assessment and heard and considered all oral statements and written communications made or filed by interested persons.

NOW THEREFORE BE IT RESOLVED the City Council of the City of Orinda does hereby declare:

1. That the diagram and assessments as set forth in the Engineer's report are confirmed.

2. That this resolution shall constitute the levy of an assessment for Zones L-42, M-9 and M-11 for Fiscal Year 2023, as referred to in the report.

3. The City Council hereby orders NBS to prepare and submit the levy of assessments to Contra Costa County for placement on the Fiscal Year 2023 secured property tax roll.

Adopted by the City Council of the City of Orinda on June 21, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Dennis Fay, Mayor
ATTEST:

Sheri Marie Smith, City Clerk
G.1.b
Packet Pg. 130 Attachment: Resolution 30-22 Lighting District Confirming Diagram and Assessment L-42, M-9 and M-11 FY23 (2831 : L&L District meeting 3, City Council
Staff Report
Agenda Item: G.2
Date: June 21, 2022
Department: Finance
AGENDA TITLE: Public Hearing for Development Impact Fees and Fees for Services Provided by the Planning, Public Works and Engineering Services, Parks and Recreation, Police and Administrative Services Departments (Master Fee Schedule) RECOMMENDATION:

Staff recommends that the Council hold a public hearing to consider the proposed revised Fee Schedule and approve it by the adoption of Resolution 28-22.

BACKGROUND:

From time to time, at least annually, as circumstances and the costs of providing services and the costs to mitigate development impacts change, fees are adjusted accordingly. A Resolution embodying such changes is attached for the Council's review and consideration.

By State law, the City Council must conduct a noticed public hearing prior to any action to change fees for planning and development activities. The public hearing was duly noticed to be held in conjunction with the regular meeting of the Council on Tuesday, June 21, 2022. Most of the fees included in the schedule were last adjusted June 15, 2021. The exception being the Transportation Impact Fees, which were adopted with a January 1st adjustment date based on an index published in September. The City Council incorporated the 2022 Transportation Impact Fee increase in an updated schedule adopted December 14, 2021.

DISCUSSION:

In order to comply with the Council's policy that charges be set to recover the actual cost of providing certain services, and to insure that these charges are modified as costs increase or decrease, staff is proposing that development impact fees and fees for services be adjusted as indicated in the Comparison of Current and Proposed Fees (Attachment A).

The comparison shows both the “Current Fee” and the “Proposed Fee”. There is also a column that provides a notation as to how the adjustment was made (e.g. CPI2022/2023; No Change; New Fee, etc.). Consistent with prior years the change in the Consumer Price Index was the increase in the February 2022 CPI compared to the February 2021 CPI (San Francisco/Oakland Bay Area All Urban Consumers = 6.5%).

To prevent from adjusting the fees by more than the actual cost, the amount of the proposed adjustment was rounded down to the nearest dollar. Fees that are based on Staff actual hourly rates are automatically adjusted as a result of changes in hourly rates.

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Packet Pg. 131
The focus of this Staff report will be on “new fees”; and items that were adjusted by something other than the CPI. The key changes are discussed based on each section of the Master Fee Schedule.

Section I Administration
No special changes are proposed to this section of the Master Fee Schedule. All fees were either adjusted by CPI, or have no change as they are set by statute.

Section II Planning & Engineering
A. Senate Bill 9 Unit Application – New Fee
State legislation (SB9) established certain requirements for agencies to process lot subdivision and lot splits applications. The Planning Department has created a form for this type of application and would collect the fees of $5,000 for one SB 9 unit, $6,500 for two SB 9 units when submitted. Also, a deposit-based fee for Lot Split Application is proposed with a required deposit of $15,000.

B. Building Permit Plan Check – Increase More than CPI
The current final inspections for no “hold” is $200 and is proposed to be increased to $350, current final inspections for with “hold” is $250 and is proposed to be increased to $400. Current modification to prior plan check is $100 and is proposed to be increased to $300. The increase is based on an assessment by the Department of the costs incurred.

C. Public Works Plan Check – Deposit Amount Specified
The current Public Work Plan Check deposit is to “be determined by the Public Works Director” and is proposed to be specified at $5,000.

D. Lot Line Adjustment – Required Deposit Increased
The cost for a Lot Line Adjustment Administrative Approval is a billed service based on Consultant costs. The current deposit required is $2,500 and the proposed Resolution will increase this to a $5,000 deposit.

E. 1
st Time Extension (Planning Director) – Decreased and Subsequent Extension (Planning Commission) – New Fee
The current 1
st Time Extension (Planning Director) is $465 and is proposed to be decreased to $300, while a new fee – Subsequent Extension (Planning Commission) is proposed to be established at $750.

F. Watercourse Setback Determination Fee – Increased More than CPI The current Watercourse Setback Determination Fee is $278 and is proposed to be increased to $526. The increase is based on an assessment of the costs incurred by the Department.

IIa. – Non-Standard Projects
This section addresses the billing for activities that are not a flat fee and would be collected on a reimbursement basis. No special changes are proposed to this section of the Master Fee Schedule.

G.2
Packet Pg. 132
III. - Appeals
No special changes are proposed to this section of the Master Fee Schedule.

IV – Parks & Recreation
Comparison of Facility Fees which were adjusted by CPI is shown in the Schedule with the following exceptions.
 TV Monitor, Portable Sound System, Sound System/Sound Booth (Founders and Library Auditorium) rates increased by slightly more than the CPI. The increase is based on an assessment by the Department of the costs incurred.  New fees are proposed for built-in LED Projector (Founders and Library Auditorium), Wireless Microphone, and Bluetooth Speaker The City no longer offers Coffee Pot, Sound Technician, Pickaball Net/Paddles, or Digital Sign Display and these have been removed from the proposed Fee Schedule.

V. – Public Safety
No special changes are proposed to this section of the Master Fee Schedule.

Section VI. Development Impact Fees
G. Park Dedication Fees – Increase based on real property costs The City Municipal Code contains a provision for the adjustment of these fees. The calculation that has been used in the past examines real property sales and adjusts the fee paid based on the type of housing. Specifically Orinda Municipal Code Section

3.28.080 (B) (2) states that the fee shall be “… adjusted annually by reference to the average increase or decrease in the price of residential real property…” There is no change in the methodology used for the 2023 fees.

Based on data for residential sales in calendar 2021 and used for the Fiscal Year 2023 Fee Update, the proposed Fee will increase. The year to year change is significant, (Single Family Rate in 2023 Proposed $22,040 compared to $19,098 in Fiscal Year 2022). As discussed the rate can go up or increase depending on the sales data.

Therefore, it is appropriate to consider the changes over a longer period of time. The average annual change over the past five year period for this fee was 7% per year.

H. Regional Transportation Impact Fee – Increase based on index.

Adjustments and the timing of this fee are based on the Lamorinda Fee and Finance Authority Joint Powers Agreement (JPA), established in 1998. The agreement identifies that fees are to be adjusted each January 1st by the amount of the increase in the Engineering News-Record Construction Cost Index for the San Francisco Bay Area, for the period ending September 30 of the preceding year. This fee will be brought back to the City Council prior to January 1, 2023 and the rate adjustment, shall be based on the September 2022 Index.

Proposed Resolution
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Packet Pg. 133
Attachment B is Resolution #28-22 adopting the Proposed Fees. Staff will attach to the adopted Resolution a clean version of Attachment A, without the comparison to the previous year and notes related to adjustments.

Upon adoption of the resolution the general fees are proposed to take effect in 30 days, with the exception of the Business Registration Fee. As discussed above these fees will be effective for all registrations due after December 31, 2022. In accordance with State law the revision to the Development Impact Fees (Parks & Recreation and Drainage Impact Fees) will take effect in 60 days.

FISCAL IMPACT:

The anticipated increase in revenue as a result of the above changes in fees will be offset by the additional cost to provide the services. The exact impact will also depend on the level of activity for any specific fee.

ATTACHMENTS:

A. Resolution 28-22 Master Fee Schedule for FY 2022-23
B. Proposed FY2023 Master Fee Schedule Showing Changes
Respectfully Submitted by:

Doug Alessio
Administrative Services Director
Prepared By: Nancy Zhang,
Approved by:

G.2
Packet Pg. 134
Resolution No. 28-22

BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:

Modifying Development Impact )
Fees and Other Fees for Services )
Rendered by the City for Planning )
And Community Development, ) Resolution 28-22
Public Works and Engineering )
Parks and Recreation, Public Safety )
And Administration )
WHEREAS, a municipality is authorized to establish reasonable fees for services rendered, provided that those fees do not exceed the estimated reasonable cost of providing the service for which the fee is charged (Government Code Sections 66000-66018.5); and
WHEREAS, on June 15, 2021, the City Council of the City of Orinda adopted Resolution No. 26-21 modifying fees for services rendered by the City for administrative, planning, public works, parks and recreation, public safety services and development impact fees; and
WHEREAS, on December 14, 2021 the City Council adopted Resolution 50-21 establishing an adjustment to the Traffic Impact Fees effective January 1, 2022; and
WHEREAS, it is desirable to have subsequent fees adopted contained in a consolidated Master Fee Schedule; and
WHEREAS, it is necessary for the City to modify the previously adopted fee schedule in order to insure that fees charged are reasonably related to the estimated cost of providing the service; and
WHEREAS, based on the costs the updated Master Fee Schedule also contains new fees and charges for services as presented at the public hearing conducted on June 21, 2022.

NOW, THEREFORE, the City Council of the City of Orinda finds and declares that:

1. Fee Schedule. The fees for administrative, planning, public works, parks and recreation, public safety services, and development impact are those set forth in the City of Orinda schedule attached as Attachment 1 herein.

G.2.a
Packet Pg. 135 Attachment: Resolution 28-22 Master Fee Schedule for FY 2022-23 (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) Resolution No. 28-22

2. Upon Effective Date Prior Fee Schedules Superceded. The fees established by this resolution supersede previously existing City fees authorized by Resolutions No. 26-21 and Resolution 50-21 and other fee authorizations adopted by the City Council.

3. Authority of City Manager to Prescribe Additional Regulations. The City Manager may adopt such regulations, and prescribe such forms as are necessary to implement and collect the fees provided for by this resolution.

4. Effective Date(s). The fees for services are effective July 1, 2022, with the following exceptions: Development impact fees take effect on August 15, 2022; and Business Registration and Business Registration Renewal Fees; which are effective for registrations and renewals due after December 31, 2022.

Adopted by the City Council of the City of Orinda on June 21, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:
______________________
Dennis Fay, Mayor
ATTEST:

Sheri Marie Smith, City Clerk
G.2.a
Packet Pg. 136 Attachment: Resolution 28-22 Master Fee Schedule for FY 2022-23 (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges))

CITY OF ORINDA, CALIFORNIA

MASTER FEE SCHEDULE
(Fiscal Year 2022-2023)
Attachment #1
Proposed June 21, 2022 Resolution #28-22
G.2.b
Packet Pg. 137 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) I. ADMINISTRATION Current Fee Proposed Note(s) Adjustment Document Copies
Photocopies
Black & White 8.5" x 11" - First Page Free Free No change Black & White 8.5" x 11" - Each additional page $0.10 Per page $0.10 No change Color, 8.5" x 11" $0.25 Per Page $0.25 No change
Large format copies & plotting $1.80 per sq. ft. $1.80 No change Radius Map and Mailing Label Preparation $193.00 per request $193.00 No change Returned Check
First returned check for non-sufficient funds $25.00 Per returned item $25.00 No change by code Second and each additional returned check $35.00 Per returned item $35.00 No change by code Intent to circulate Initiative (Filing Fee) $200.00 per filing notice $200.00 No change by code Notary Services / Proof of Signature $15.00 per signature $15.00 No change by code TRANSIENT OCCUPANCY TAX (3.12 OMC) 8.5% Rent per OMC 8.5% Rent No change would require Voter approval
2021‐2022 City of Orinda Fees I. Administration
1 G.2.b
Packet Pg. 138 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) For City Staff Time only see Section IIa for additional fees that may apply.

II. PLANNING & ENGINEERING Current Fee Proposed Note(s) Adjustment + General Plan Update Fee
Surcharge applied to all Fixed Fee Planning Permits marked by + 10% surcharge + No change For Planning Permits established as billed costs - Fixed General Plan Update Fee @ Initial Application $152 $161.00 CPI - 2021-2022 + Permit Technology Fee
Technology Fee applied to permits marked by + 3% surcharge + No change For Permits established as billed costs - Fixed Permit Technology Fee @ Initial Application $45.00 $47.00 CPI - 2021-2022
Building Inspection Surcharge 50% of fee charged by Contra Costa County No change
State of California Green Building -Building Permit Surcharge As required by California Health & Safety Code section 18931.6(a) $4 / $100,000 in valuation - Minimum $1.00 No change
Building Permit Plan Check  +
No "hold" on final inspection $200.00 Per Building Permit $350.00 Increased above CPI to cover actual staff time
With "hold" on final inspections (involves site visit by City Staff and/or approval of waste management receipts prior to building final) $250.00 Per Building Permit $400.00 Increased above CPI to cover actual staff time
Modification to prior Plan Check $100.00 Per Re-submittal $300.00 Increased above CPI to cover actual staff time
Re-inspection Fee $127.00 Per Re-inspection $135.00 CPI - 2021-2022 Accessory Dwelling Unit (ADU) Plan Check $619.00 $659.00 CPI - 2021-2022 Renovation Plan Check determination (whether work qualifies as a renovation) $307.00 For complete demolition
projects $326.00 CPI - 2021-2022
Plan-check only additional fee(prior to project receiving discretionary entitlements) $155.00 $165.00 CPI - 2021-2022
Public Works Plan Check Specify the Deposit
Amount
Scanning Fee - per page for large format plans $2.50 per page $2.50 No change Certificate of Compliance Staff hourly rate charges. A cash deposit of $1,500 is required before work commences No change
Conceptual Development Review (CDR) +
Residential Additions $143.00 per application $152.00 CPI - 2021-2022 New Single Family (not located in Wilder) $435.00 per application $463.00 CPI - 2021-2022 New Single Family (located in Wilder) $872.00 per application $928.00 CPI - 2021-2022 Commercial $1,162.00 per application $1,237.00 CPI - 2021-2022 Planning Commission Study Session Add-On (cost of noticing not included) $485.00 Per Study Session $516.00 CPI - 2021-2022 Design Review +
Commercial / Non-Residential:

Review by Zoning Administrator (exterior work only) $639.00 Plus $680.00 CPI - 2021-2022 $1.60 sq ft exterior surface $1.70 CPI - 2021-2022
Review by Planning Commission (exterior work only) $1,279.00 Plus $1,362.00 CPI - 2021-2022 $1.60 sq ft exterior surface $1.70 CPI - 2021-2022
Subject to maximum fee of $10,248.00 $10,914.00 CPI - 2021-2022 Commercial/Office (construction or addition less than 1,000 sq. ft.) $4,483.00 Per Application $4,774.00 CPI - 2021-2022 Commercial/Office (construction or addition of 1,000 or more sq. ft.) $4,483.00 $4,774.00 CPI - 2021-2022 $46.80 per sq ft in excess of 1,000 $49.00 CPI - 2021-2022 Public Works Review $1,868.00 Per Application $1,989.00 CPI - 2021-2022 Engineering consultant costs see section IIa.

A deposit is required before work commences,
the amount shall be determined by the Public
Works Director $5,000
2021‐2022 City of Orinda Fees II. Planning & Engineering 2 G.2.b
Packet Pg. 139 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) For City Staff Time only see Section IIa for additional fees that may apply.

II. PLANNING & ENGINEERING Current Fee Proposed Note(s) Adjustment Design Review +
Residential
Zoning Administrator Review $639.00 Plus $680.00 CPI - 2021-2022 $1.60 *sq ft per Chapter 17.6 OMC $1.70 CPI - 2021-2022 Zoning Administrator Review (Wilder new single-family home) $5,530.00 Plus $5,889.00 CPI - 2021-2022 Planning Commission Review $1,279.00 Plus $1,362.00 CPI - 2021-2022 $1.60 *sq ft per Chapter 17.6 OMC $1.70 CPI - 2021-2022 Public Works Review $1,868.00 Per Application $1,989.00 CPI - 2021-2022 New single-family homes subject to a maximum of $8,152.00 $8,681.00 CPI - 2021-2022 Multi-family Staff hourly rate charges. A cash deposit will be required before work commences No change
*Residential square footage as calculated in OMC Chapter 17.6 Dwelling unit Part of PUD or subdivision submitted for concurrent design review.

Staff hourly rate charges. A cash deposit will
be required before work commences No change
Special Design Review $465.00 per application $495.00 CPI - 2021-2022 (Additions and new residences require special design review standards for: very large homes, severely sloped development footprints, and lots within the R overlay zone and small narrow lots)
Development Pre-application Meeting
Hourly Rate Meeting prior to application submittal (No charge for first meeting) $188.00 Per hour $200.00 CPI - 2021-2022
Elevated Deck Permit +
Elevated Deck Permit (only) $580.00 $617.00 CPI - 2021-2022 Elevated Deck Permit (combined with another discretionary application) $400.00 $426.00 CPI - 2021-2022 Environmental Review +
Environmental Impact Report City contracted cost plus 30% No change Initial Study / Standard or Mitigated Negative Declaration City contracted cost plus 30% and / or Staff
hourly rate charges. A cash deposit will be
required before work commences.

No change
Department of Fish & Wildlife As required by law. No change Exception/Variance +
Exceptions / Variances (only) Staff hourly rate charges. A cash deposit of $1,500 is required before work commences No change
Exceptions/Variances (combined with another discretionary application) $814.00 $866.00 CPI - 2021-2022 General Plan
Text Amendment; Map Amendment; and/or Code Amendment Staff hourly rate charges. A cash deposit is required before work commences No change
Lot Line Adjustment +
Administrative Approval
Actual cost - invoiced amount from
survey/engineering consultant. A cash
deposit of $2,500 $5,000 is required before
work commences
Increased Deposit Amount
based on Historical Costs
Major Subdivision +
Tentative Map / Vesting Tentative Map / Time Extension Staff hourly rate charges. A cash deposit is required before work commences No change
2021‐2022 City of Orinda Fees II. Planning & Engineering 3 G.2.b
Packet Pg. 140 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) For City Staff Time only see Section IIa for additional fees that may apply.

II. PLANNING & ENGINEERING Current Fee Proposed Note(s) Adjustment Minor Subdivision +
Tentative Map / Vesting Tentative Map / Time Extension Staff hourly rate charges. A cash deposit is required before work commences No change
Planned Development + (Unit All Categories Below): Staff hourly rate charges. A cash deposit is required before work commences No change
PRELIMINARY PLAN:

Residential - Preliminary Development Plan / Final Development Plan (FDP) "
Non-Residential - Commercial and Office "
FINAL PLAN:

Residential - Final Development Plan (When separate from Preliminary Plan) "
Non-Residential - Commercial and Office "
TIME EXTENSION "
REZONING TO COMMERCIAL / OFFICE +
Zoning Ordinance Text Revision Staff hourly rate charges. A cash deposit is required before work commences No change
Zoning Ordinance Map Revision : Residential; Commercial; Office Staff hourly rate charges. A cash deposit is required before work commences No change
Senate Bill 9 (SB 9) +
SB 9 Unit Application (One SB 9 Unit) $5,000.00 New
SB 9 Unit Application (Two SB 9 Units) $6,500.00 New
SB 9 Lot Split Application New
Sign Permit +
Type I - First sign $127.00 $135.00 CPI - 2021-2022
Type I - Each Additional Sign $38.00 $40.00 CPI - 2021-2022 Type II- First Sign $1,512.00 $1,610.00 CPI - 2021-2022 Type II - Each additional sign $79.00 $84.00 CPI - 2021-2022 BART Banner $69.00 $73.00 CPI - 2021-2022
Temporary Event Permit +
One-Time Event or Initial Approval $465.00 $495.00 CPI - 2021-2022 Annual Events after the first year $255.00 $271.00 CPI - 2021-2022 Tree Removal Permit
First Tree (including Heritage Tree) $166.00 $176.00 CPI - 2021-2022 Each Additional Tree (Including Heritage Tree) $53.00 $56.00 CPI - 2021-2022 Replacement with tree removal permit, as per OMC 17.21.5.F.2 $125.00 per tree $125.00 $125 flat fee per OMC Restitution for trees removed in violation of OMC 17.21 $984.00 per tree $1,047.00 CPI - 2021-2022 Use Permit +
Large (greater than 6) Residential Care, Child Care Facilities & Pre-Schools $2,444.00 Per Application $2,602.00 CPI - 2021-2022 Commercial Use Permit $639.00 Plus $680.00 CPI - 2021-2022 Establishment of Commercial, Retail or Office Use in DC Zoning District when the new business requires use permit approval (such as service stations and “Class “B” retail businesses in “Type “1”spaces)
$1.20 per square foot
$1.30 CPI - 2021-2022
Subject to maximum fee of $9,083.00 Per application $9,673.00 CPI - 2021-2022 Modification or expansion of existing business, when the requested change requires use permit approval (such as addition of outdoor seating) $814.00 Per permit $866.00 CPI - 2021-2022 Temporary Use $726.00 Per Permit $773.00 CPI - 2021-2022 Other Use Permits $1,678.00 Per Permit $1,787.00 CPI - 2021-2022 Staff hourly rate charges. A cash deposit
of $15,000 is required before work
commences
2021‐2022 City of Orinda Fees II. Planning & Engineering 4 G.2.b
Packet Pg. 141 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) For City Staff Time only see Section IIa for additional fees that may apply.

II. PLANNING & ENGINEERING Current Fee Proposed Note(s) Adjustment Wireless Communication Facility Permit +
Wireless Communication Facility Permit $5,938.00 Per Permit Plus $6,323.00 CPI - 2021-2022 Plus cost of contracted peer review Actual cost Peer Review Annual RF Report Review $359.00 Per Review $382.00 CPI - 2021-2022 (waived in years Compliance Review is required per OMC Section

17.34.9.A (1) or (2)
Permit Compliance $1,804.00 Per Report $1,921.00 CPI - 2021-2022 (Review per OMC Section 17.34.9.A (1) or (2))
Small Cell Wireless Facilities
Small Cell Wireless Facility Permit No change
Zoning Administrator
Request for public hearing, includes costs of noticing $215.00 Per hearing $229.00 CPI - 2021-2022 Other Permits & Services +
Heritage Tree Nomination $872.00 $928.00 CPI - 2021-2022 Hillside grading (Review under OMC section 17.7.7) $814.00 $866.00 CPI - 2021-2022 1st Time Extension (Planning Director) $465.00 per extention $300.00 Decreased Subsequent Extension (Planning Commission) $750.00 New
Outdoor Dining or Take-Out Restaurant Permit $558.00 $594.00 CPI - 2021-2022 Relocation Permit (relocation of non-conforming office uses in DC zone $1,804.00 $1,921.00 CPI - 2021-2022 Neighborhood Analysis "Vicinity" Map and Data Table $814.00 $866.00 CPI - 2021-2022 Preliminary Housing Development Application (SB 330) $509.00 Per Application $542.00 CPI - 2021-2022 Additional Hourly Rate after 39 hours of staff time (any discretionary application) $113.00 $120.00 CPI - 2021-2022
Subdivision Agreement +
Original See section IIa (Non-Standard Projects)
Each Extension $1,250.00 $1,331.00 CPI - 2021-2022
Subdivision Fees +
Parcel Map and Parcel Map Checking Fee $498.00 Plus cost of technical review $530.00 CPI - 2021-2022 Final Map Checking Fee See section IIa (Non-Standard Projects) No change Final Map Recordation of Map Actual cost fee Contra Costa County Final Map Base Mapping Maintenance Actual cost fee Contra Costa County Improvement Plan Checking Staff hourly rate charges. A cash deposit is required before work commences No change
The cash deposit will be based on 2.5% of the City Engineer’s estimate of the value of street, drainage & other public or private improvements proposed to be installed.

Inspection of Improvements Staff hourly rate charges. A cash deposit is required before work commences No change
The cash deposit will be based on 8% of the first $30,000 of City Engineer’s estimate of the value, or any fraction thereof, +5% of that value which exceeds $30,000.

Staff hourly rate charges. A cash deposit is
required before work commences
2021‐2022 City of Orinda Fees II. Planning & Engineering 5 G.2.b
Packet Pg. 142 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) For City Staff Time only see Section IIa for additional fees that may apply.

II. PLANNING & ENGINEERING Current Fee Proposed Note(s) Adjustment

ENCROACHMENT PERMITS
Standard routine Projects (Driveways, utility hook-ups, sidewalk repairs, main break / repair, raise man hole to grade, etc.) $424.00 Per Application $451.00 CPI - 2021-2022 Non-Routine Projects - Processing Fee (2 hrs minimum inspection time per visit; construction or replacement of utility line/conduits; series of pole replacement, installation of frontage improvements, etc.) $215.00
Plus costs per section IIa (NonStandard Projects) if scope exceeds base permit
$229.00 CPI - 2021-2022
Debris Box (up to 7 days) $85.00 Initial week (7 days) $90.00 CPI - 2021-2022 Debris Box after 7 days per day fee up to a maximum of 30 days $279.00 Per Day $297.00 CPI - 2021-2022 Road Closure / Block Party $279.00 $297.00 CPI - 2021-2022 Cash Bond
Transportation of Oversized and/or Overweight Loads
House Moving Permit
Revocable Encroachment Agreement when not associated with a project subject to Design Review $1,678.00 $1,787.00 CPI - 2021-2022 Revocable Encroachment Agreement when associated with a project subject to Design Review $278.00 $296.00 CPI - 2021-2022 Watercourse Alteration Permit
Watercourse Setback Determination Fee $278.00 $526.00 Increased above CPI to cover actual staff time
Drainage Work Within A Waterway: Standard routine projects (drainage around residence on private property; repair of existing drainage) Covers processing fee and up to 3 inspections
$390.00 $415.00 CPI - 2021-2022
Additional Inspections - Drainage work within Waterway
Processing Fee Drainage Work Within A Waterway: Nonstandard projects including improvements discharging to a public facility $113.00 $120.00 CPI - 2021-2022 Non-Standard Project Review and Inspection Staff hourly rate charges. A cash deposit is required before work commences. No change
Drainage Work Within A Waterway: Significant drainage improvements, and/or repairs (as determined by the City Engineer)
Plan Checking Staff hourly rate charges. A cash deposit is required before work commences No change
The cash deposit will be based on 2.5% of the City Engineer’s estimate of the value of street, drainage & other public or private improvements proposed to be installed.

Inspection of Improvements Staff hourly rate charges. A cash deposit is required before work commences No change
The cash deposit will be based on 8% of the first $30,000 of City Engineer’s estimate of the value, or any fraction thereof, +5% of that value which exceeds $30,000.

Cash Bond As determined by the City Engineer No change

STORMWATER TREATMENT AND FLOW CONTROL FACILITY CERTIFICATION FEE Annual Certification Fee Developments with 4 or less stormwater facilities $322.00 Annual $342.00 CPI - 2021-2022
Annual Certification Fee Developments with 5 or more stormwater facilities $387.00 Up to 2.5 hours Staff Time $412.00 CPI - 2021-2022 Staff time above 2.5 hours with 5 or more stormwater facilities No change

BUSINESS PERMIT FEES
Business Registration**
Initial Annual Business Registration - Effective Renewal Dates beginning 2021 $52.00 Initial License $55.00 CPI - 2021-2022
Annual Renewal Business Registration $36.00 Per Renewal $38.00 CPI - 2021-2022 Initial Late Penalty (1st of month following due date) $25.00 1st of month following due date $26.00 CPI - 2021-2022 Late Penalty (if unpaid on 1st of month following initial Penalty) $51.00 Two months delinquent $54.00 CPI - 2021-2022 Compliance Inspection Fee $106.00 Per Inspection $112.00 CPI - 2021-2022 State Surcharge - Disability Access Fee $4.00 Per Application or Renewal $4.00 Set By State Law 2021‐2022 City of Orinda Fees II. Planning & Engineering 6 G.2.b
Packet Pg. 143 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) For City Staff Time only see Section IIa for additional fees that may apply.

II. PLANNING & ENGINEERING Current Fee Proposed Note(s) Adjustment Short-Term Rental Registration
Initial Registration $254.00 $270.00 CPI - 2021-2022
Annual Renewal Short-Term Rental Registration $152.00 $161.00 CPI - 2021-2022 Residential Parking Permits
Annual Permit $85.00 $90.00 CPI - 2021-2022
Employee Parking Permits
Semi Annual Permit July 1st - December 31st $85.00 $90.00 CPI - 2021-2022 Semi Annual Permit January 1st - June 30th $85.00 $90.00 CPI - 2021-2022 Commuter Parking Permits
Semi Annual Permit: January 1st – June 30th $305.00 $324.00 CPI - 2021-2022 Semi Annual Permit: July 1st – December 31st $305.00 $324.00 CPI - 2021-2022 2021‐2022 City of Orinda Fees II. Planning & Engineering 7 G.2.b
Packet Pg. 144 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution 28-22
Adopted June 21, 2022 – Effective July 1, 2022
IIa. NON-STANDARD PROJECTS
Draft 2022-2023 Fees IIa. Non-Standard Projects
NON-STANDARD PROJECTS:

Fees listed in the preceding sections of this Schedule are intended to cover City staff time for standard processing. For any work not included in the schedule, including but not limited to:
street closures, abandonments; Quit Claims; legal costs including defense of an application undertaken in accordance with an indemnification agreement between the City and the Applicant, the fee(s) will be charged equivalent to the hourly cost of the employee(s) involved, plus the City cost of materials, equipment, contracted professional services including legal services and City overhead as described below.

Additional fees and deposits may be required for the following:

SPECIAL/COMPLEX PROJECTS
For special projects requiring extensive staff work due to duration, complexity, required preparation of non-standard forms and agreements, etc., the City reserves the right to charge for materials and labor, plus overhead in addition to, or in lieu of the fees cited in this schedule.

The City Manager is authorized to establish guidelines for when a deposit may be required for such projects. This may include executing reimbursement and indemnification agreements.

When the balance in the deposit account submitted by an applicant is 50% or less of the original deposit, an additional deposit may be required to continue processing. Upon completion of the project, and payment by the City for all services provided under this provision, any unused portion will be refunded to the applicant.

CONSULTANT FEES
For Consultant Services contracted by the City of Orinda, such as soils peer review, environmental consultant, etc.; the fees (which may be deducted from the deposit account, or paid directly) shall include:

Consultant's cost paid by the City
Plus 30% of the first $10,000 of the contract; and
10% of contract amounts in excess of $10,000.

CITY ATTORNEY FEES
If the assistance of the City Attorney is required in connection with any nonstandard project services, Fees collected from the Applicant shall include:

The City’s contract City Attorney costs
Plus a 17.5% overhead fee.

CONTRACT SERVICES
Services may include, but are not limited to, photocopying, delivery, etc.

For Contract Services entered into by the City of Orinda, the fees (which may be deducted from the deposit account, or paid directly) shall include:

Contractor’s costs paid by the City
Plus a surcharge of 17.5% as an overhead fee.
8 G.2.b
Packet Pg. 145 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) III. APPEALS Current Fee Proposed Note(s) Adjustment
All appeals or reconsiderations -
Appeal reconsideration costs are based on 25% of the original application fee subject to the Minimum / Maximum, plus the estimated cost of preparing detailed meeting minutes for decision(s) being appealed.

Minimum $621.00 $661.00 CPI - 2021-2022
Maximum $1,745.00 $1,858.00 CPI - 2021-2022
2021‐ 2022 City of Orinda Fees III. Appeals
9 G.2.b
Packet Pg. 146 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) IV. Parks & Recreation *
Hourly Rates Facility Use - RESIDENT & NON RESIDENT
INDOOR

FACILITIES
Orinda Community Center Current Proposed Current Proposed Current Proposed Current Proposed Meeting Room $ 48.00 $ 49.00 $ 53.00 $ 54.00 $ 59.00 $ 60.00 $ 73.00 $ 74.00 Founders Auditorium $ 87.00 $ 88.00 $ 94.00 $ 95.00 $ 121.00 $ 122.00 $ 132.00 $ 133.00 Kitchen $ 42.00 $ 42.00 $ 51.00 $ 51.00 $ 59.00 $ 59.00 $ 73.00 $ 74.00 Library
Auditorium $ 100.00 $ 102.00 $ 107.00 $ 109.00 $ 120.00 $ 122.00 $ 146.00 $ 148.00 Garden Room $ 63.00 $ 64.00 $ 66.00 $ 67.00 $ 72.00 $ 73.00 $ 90.00 $ 91.00 May or Gallery Rooms $ 35.00 $ 36.00 $ 36.00 $ 37.00 $ 39.00 $ 40.00 $ 48.00 $ 49.00 Wilder Park
Ranch House $ 66.00 $ 67.00 $ 71.00 $ 72.00 $ 77.00 $ 78.00 $ 93.00 $ 94.00 Art & Garden Studio $ 66.00 $ 67.00 $ 71.00 $ 72.00 $ 77.00 $ 78.00 $ 93.00 $ 94.00 Art & Garden Center 1-3 $ 183.00 $ 185.00 $ 191.00 $ 193.00 $ 211.00 $ 214.00 $ 253.00 $ 256.00 City Hall
Sarge Room $ 35.00 $ 36.00 $ 36.00 $ 37.00 $ 39.00 $ 40.00 $ 48.00 $ 49.00

OUTDOOR

FACILITIES
Library Current Proposed Current Proposed Current Proposed Current Proposed Library Plaza $ 55.00 $ 56.00 $ 60.00 $ 62.00 $ 66.00 $ 64.00 $ 80.00 $ 81.00 Orinda Community Park
Amphitheater $ 39.00 $ 40.00 $ 40.00 $ 41.00 $ 45.00 $ 46.00 $ 54.00 $ 55.00 Gazebo (up to 3 hrs) $ 55.00 $ 57.00 $ 62.00 $ 64.00 $ 67.00 $ 69.00 $ 83.00 $ 85.00 Meadow $ 24.00 $ 25.00 $ 27.00 $ 28.00 $ 51.00 $ 52.00 $ 93.00 $ 94.00 Tennis Courts $ 8.00 $ 8.00 $ 10.00 $ 10.00 $ 12.00 $ 12.00 $ 16.00 $ 16.00 Community Center Plaza OR Parking Lot $ 55.00 $ 56.00 $ 61.00 $ 62.00 $ 63.00 $ 64.00 $ 80.00 $ 81.00 Orinda Oaks Park (up to 3 hours) - Price per Use
Picnic Area $ 55.00 $ 57.00 $ 62.00 $ 64.00 $ 67.00 $ 69.00 $ 83.00 $ 85.00 Wilder Park (up to 3 hours) - Price per Use
Picnic Area up to 20 $ 35.00 $ 36.00 $ 36.00 $ 37.00 $ 39.00 $ 40.00 $ 48.00 $ 50.00 Picnic Area up to 50 $ 55.00 $ 57.00 $ 60.00 $ 62.00 $ 66.00 $ 68.00 $ 83.00 $ 85.00 Picnic Area 51–100 $ 89.00 $ 91.00 $ 93.00 $ 95.00 $ 106.00 $ 108.00 $ 131.00 $ 133.00 Art & Garden Center Plaza $ 55.00 $ 56.00 $ 61.00 $ 62.00 $ 63.00 $ 64.00 $ 80.00 $ 81.00 SPORTS

FACILITIES
Orinda Sports Field / Pine Grove Current Proposed Current Proposed Current Proposed Current Proposed Natural Turf Field $ 26.00 $ 27.00 $ 32.00 $ 33.00 $ 65.00 $ 66.00 $ 94.00 $ 94.00 Infield Use (OSF) $ 13.00 $ 13.00 $ 16.00 $ 17.00 $ 33.00 $ 33.00 $ 47.00 $ 47.00 Wilder Park
Natural Turf Field $ 26.00 $ 27.00 $ 32.00 $ 33.00 $ 65.00 $ 66.00 $ 94.00 $ 95.00 Artificial Turf Field $ 52.00 $ 54.00 $ 64.00 $ 66.00 $ 130.00 $ 130.00 $ 188.00 $ 188.00 Field Lights $ 25.00 $ 25.00 $ 29.00 $ 29.00 $ 32.00 $ 32.00 $ 37.00 $ 37.00 Wagner Ranch Gymnasium
Gymnasium $ 67.00 $ 68.00 $ 79.00 $ 80.00 $ 157.00 $ 157.00 $ 190.00 $ 190.00 Pine Grove Field
Soccer Field $ 26.00 $ 27.00 $ 32.00 $ 33.00 $ 65.00 $ 66.00 $ 94.00 $ 94.00 Baseball Field $ 13.00 $ 13.00 $ 16.00 $ 17.00 $ 33.00 $ 33.00 $ 47.00 $ 47.00 Orinda Union School District
Del Rey Mustang $ 18.00 $ 19.00 $ 19.00 $ 20.00 $ 33.00 $ 34.00 $ 55.00 $ 56.00 Del Rey Pinto $ 18.00 $ 19.00 $ 19.00 $ 20.00 $ 33.00 $ 34.00 $ 55.00 $ 56.00 Del Rey Keith Burnham $ 21.00 $ 22.00 $ 22.00 $ 23.00 $ 37.00 $ 38.00 $ 60.00 $ 61.00 Glorietta Field $ 18.00 $ 19.00 $ 19.00 $ 20.00 $ 33.00 $ 34.00 $ 55.00 $ 56.00 Orinda Inter. Lower $ 24.00 $ 25.00 $ 26.00 $ 28.00 $ 43.00 $ 45.00 $ 80.00 $ 82.00 Orinda Inter. Upper $ 18.00 $ 19.00 $ 19.00 $ 20.00 $ 33.00 $ 34.00 $ 55.00 $ 56.00 Sleepy Hollow Field $ 18.00 $ 19.00 $ 19.00 $ 20.00 $ 33.00 $ 34.00 $ 55.00 $ 56.00 Wagner Bronco $ 18.00 $ 19.00 $ 19.00 $ 20.00 $ 33.00 $ 34.00 $ 55.00 $ 56.00 Wagner Curtis $ 18.00 $ 19.00 $ 19.00 $ 20.00 $ 33.00 $ 34.00 $ 55.00 $ 56.00 Group V
Commercial
Group II
Resident 50% or >
Group III
<50% Resident
Group IV
Private
Group V
Commercial
Group III
Nonprofit
Group IV
Private
Group V
Commercial
Group II

OUSD/MHS
Group II

OUSD/MHS
Group III
Nonprofit
Group IV
Private
2021-2022 City of Orinda Fees IV. Parks Recreation - Facilities 10 G.2.b
Packet Pg. 147 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) IV. Parks & Recreation * (Continued)
OTHER FEES Notes
A) Security Deposits (Refundable) Current Proposed
Meeting Rooms, Art & Garden Center Studio (one studio) $ 150.00 150.00 $ per rental No change Founders, Library Auditorium, Sports Field, Art & Garden Center- all studios $ 300.00 300.00 $ per rental No change Gymnasium $ 200.00 200.00 $ per rental No change
Picnic 50+ $ 100.00 100.00 $ per rental No change
B) Facility Equipment Rental Fees
Coffee Pot (Small) $ 15.00 per day Removed
Coffee Pot (Large) $ 25.00 per day Removed
Easel $ 10.00 10.00 $ per day No change
Facility Attendant $ 43.00 45.00 $ per hour CPI - 2021-2022 Lapel Microphone $ 60.00 60.00 $ per useday No change
LCD Projector (Portable; for classrooms) $ 60.00 60.00 $ per day No change LED Projector (Built-in; Founders and Library Auditorium) $ per day 85.00 New Microphone (Wired Podium/Hand) $ 35.00 35.00 $ per day No change Microphone (Wireless) $ per day 70.00 New
Bluetooth Speaker $ per day 60.00 New
TV Monitor (DVD player included if needed)/DVD Player $ 35.00 50.00 $ per day Increased to Cover Actual Cost Portable PA/MusicSound System (includes microphone) $ 65.00 100.00 $ per day Increased to Cover Actual Cost Built-in Sound System (various meeting rooms) $ 25.00 per day Removed Sound System/Sound Booth (Founders and Library Auditorium) $ 75.00 125.00 $ per day Increased to Cover Actual Cost Sound Technician $ 54.00 per hour Removed
Pickaball Net/Paddles (Tennis Court Reservation Fee not included) $ 10.00 per hours Removed Tennis Court Light Cards - 3 months $ 57.00 60.00 $ 3 months CPI - 2021-2022 Tennis Court Light Cards - 6 months $ 114.00 120.00 $ 6 months CPI - 2021-2022 Rental Change Fee $ 25.00 25.00 $ per change No change
C) Sports Field Rental Fees
Tournament Fee (in addition to field use fee) $ 172.00 $ 172.00 per day No change Wilder Scoreboard Use Fee $ 51.00 51.00 $ per day No change Wilder Storage Container Use Fee (Container not provided) $ 51.00 $ 51.00 per season No change D) Miscellaneous Parks & Recreation Fees
Fitness Class Permit $ 210.00 210.00 $ 6 mos. No change Non-Resident Fee 15% 15% Applied to all Resident
fees No change
Digital Sign Display Fee $ 102.00 per week Removed
E) Facility Preservation Fees
Per Player Fee for Sports League (Maintenance and Capital Replacement Fund) $ 12.00 12.00 $ Per player/schedluing session (6 months) No change
Facility Preservation (Maintenance and Capital Replacement of non-sports facilities) 3% 3% Each non-sports league transaction No change

RESIDENT FEES
* The Director of Parks and Recreation or his/her designee will set specific fees. The City's goal is to charge user fees that are comparable with neighboring agencies, fair and reasonable for the facility or service provided, and that offset operating costs as much as possible. The Director is authorized to establish discounted fees or promotional packages as incentives where applicable. * The Director of Parks and Recreation or his/her designee will set specific fees. The City's goal is to charge user fees that are comparable with neighboring agencies, fair and reasonable for the facility or service provided, and that offset operating costs as much as possible. The Director is authorized to establish discounted fees or promotional packages as incentives where applicable. 2021-2022 City of Orinda Fees IV. Parks Recreation - Other Fees 11 G.2.b
Packet Pg. 148 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) V. PUBLIC SAFETY SERVICES Current Fee Proposed Note(s) Adjustment

FINGERPRINTING
Ink Card - Taking of Prints Only Fee is per card $42.00 $42.00 No change Live Scan - City service fee $45.00 $45.00 No change
* In addition to the Orinda Service Fee, the City
collects external fees "Live Scan" fees established
by reporting agencies and are subject to change
Department of Justice Reporting* $32.00 * $32.00 No change Child Abuse Central Index Reporting* $25.00 * $25.00 No change Federal Bureau of Investigation Reporting* $25.00 * $25.00 No change CITATION PROOF OF CORRECTION - SIGN-OFF No Charge (C No Charge (Courtesy) (California Vehicle Code Section 40610)
COPY OF TRAFFIC COLLISION REPORT** $11.00 **
COPY OF PHOTOGRAPHS**
Processing Handling Fee** $72.00 **
Per Photo Reproduced** $2.00 **
POLICE CLEARANCE LETTER (Background Check)** $49.00 **
** As established by Contra Costa County Office of Sheriff - Records Division
VEHICLE RELEASE (Stored / Impounded Vehicle) $155.00 $165.00 CPI - 2021-2022 FALSE ALARM RESPONSE FEE (8.12.070 OMC)
For each false alarm in excess of two during any
90 day period. $314.00 $334.00 CPI - 2021-2022

REDEMPTION OF SIGNS RECOVERED FROM RIGHT OF WAY
Storage and redenption fee for advertising signs
removed from the public right-of-way by the City $53.00 $56.00 CPI - 2021-2022

VEHICLE ABATEMENT
For every incident where the City abates avehicles
or vehicle parts determined to be a public
nuisance.
$229.00 $243.00 CPI - 2021-2022

MASSAGE BUSINESS APPLICATION FEES
Application Fees
New Application for operating a massage parlor $254.00 $270.00 CPI - 2021-2022 Renewal - Application for operating a massage
parlor $127.00 $135.00 CPI - 2021-2022
New Application for acting as a masseur $143.00 $152.00 CPI - 2021-2022 Renewal of application for acting as a masseur $77.00 $82.00 CPI - 2021-2022 Permit Fees
Annual permit for operating a massage parlor $53.00 $56.00 CPI - 2021-2022 Annual permit for acting as a masseur $53.00 $56.00 CPI - 2021-2022 TOBACCO RETAILERS LICENSE (9.28.080 OMC) $322.00 $342.00 CPI - 2021-2022 SOLICITOR REGISTRATION $130.00 $138.00 CPI - 2021-2022
2021‐ 2022 City of Orinda Fees V. Public Safety
12 G.2.b
Packet Pg. 149 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City of Orinda Master Fee Schedule Resolution #28-22
Proposed 6/21/2022 Effective: 7/1/2022 (Unless Noted Otherwise) *Transportation Impact Fee Amended 12/14/2021 - Effective 1/1/2022 VI. DEVELOPMENT IMPACT FEES Current Fee Proposed Note(s) Adjustment PARK DEDICATION FEE - (Effective August 15, 2022) Adjustment formula 3.28.070 and 3.28.080 OMC
Single-family detached $19,098.00 $22,040 Based on OMC formula Single-family attached or townhouse $12,976.00 $14,975 Based on OMC formula Multiple-family duplex, condominium $13,327.00 Per Unit $15,380 Based on OMC formula *TRANSPORTATION IMPACT FEE (As amended effective
1/1/2022 - Resolution #50-21 to incorporate the change in the September 2021 Construction Cost Index)
Adjustments and timing for
Regional fee is based on
direction from Lamorinda Fee
and Finance Authority.
*Per JPA uses September 2017 Change in
construction costs. JPA identifies desired
adjustment date January 1st.
*Single Family
Regional Fee $4,424.35 $4,424.35 See Above*
Local Fee $4,424.35 $4,424.35 See Above*
*Multi-family or second unit
Regional Fee $3,096.86 $3,096.86 See Above*
Local Fee $3,096.86 $3,096.86 See Above*
*Multiple Family - Transit Orineted Development
Regional Fee $1,641.55 $1,641.55 See Above*
Local Fee $1,641.55 $1,641.55 See Above*
*Non-Residential
Regional Fee $4.73 Per Square Ft $4.73 See Above*
Local Fee $4.73 Per Square Ft $4.73 See Above*
*Other Uses
Regional Fee $486.93 Per Daily Trip $486.93 See Above*
Local Fee $486.93 Per Daily Trip $486.93 See Above*
DRAINAGE IMPACT FEE (Effective August 15, 2022)
Impervious surface added by new development $1.50 per square foot ** $1.60 CPI - 2021-2022 ** Fee applied to square feet in excess of 100sf
VII. ZONING IN-LIEU FEE

PARKING IN-LIEU VARIANCE FEE
Existing Building - 1st Space $1,297.00 $1,381.00 CPI - 2021-2022 Existing Building - 2nd Space $2,595.00 $2,763.00 CPI - 2021-2022 Existing Building - 3rd Space $3,893.00 $4,146.00 CPI - 2021-2022 Existing Building - Each Additional Space after 3 $5,191.00 $5,528.00 CPI - 2021-2022 New Building - 1st Space $2,076.00 $2,210.00 CPI - 2021-2022 New Building - 2nd Space $4,672.00 $4,975.00 CPI - 2021-2022 New Building - 3rd Space $7,268.00 $7,740.00 CPI - 2021-2022 New Building - Each Additional Space after 3 $9,864.00 $10,505.00 CPI - 2021-2022 2021‐2022 City of Orinda Fees Development Impact Fees Zoning ‐ Parking In‐Lieu 13 G.2.b
Packet Pg. 150 Attachment: Proposed FY2023 Master Fee Schedule Showing Changes (2798 : Master Fee Schedule FY 2023 (City-wide Fees & Charges)) City Council
Staff Report
Agenda Item: H.1
Date: June 21, 2022
Department: Administration
AGENDA TITLE: Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc Presentation and Discussion of Fire Prevention and Emergency Preparedness Program Elements
RECOMMENDATION:
1) Receive a Report from the SSTOC Ad Hoc; 2) Receive an Update on the Fire District/City 2 X 2 Committee; and 3) Discuss Opportunities for additional Fire District and City Collaboration on Fire Prevention and Implementation of Program Elements Utilizing Measure R Funding, and Provide Direction, if Any.

BACKGROUND: In November, 2020, Orinda voters approved Measure R, which provided for a general 1% sales tax that could be used for wildfire prevention, emergency preparedness, storm drains, roads, and other public purposes. The measure was certified in December, 2020, and the first revenues began to flow in April, 2021. As required in the revenue measure adopted by the voters, the City Council established the SSTOC and appointed 10 members to the Commission in February, 2021. The Commission held its first meeting in March, 2021, and has met monthly since. A key effort of the Commission was to develop an initial report and recommendations for the review and consideration of the City Council and the Initial Report and Recommendations were presented to the City Council on September 21, 2021.

There were a number of follow-up items related to Measure R presented to the City Council. An outgrowth of those items was a request made by the City Council to the Fire District to establish a 2 X 2 Committee consisting of two Fire Board Members and two City Council Members to explore opportunities for additional partnership and collaboration. Ultimately, the Fire District agreed to that request and the first meeting of Fire/City 2 X 2 occurred on April 26, 2022, with Mayor Fay and Council Member Gee representing the City, and Board President Donner and Board Member Jorgens representing the Fire District. A second meeting of the 2 X 2 was held on May 26, 2022.

In addition, while the City Council was awaiting the formation of the 2 X 2 and its engagement before further exploring programs to be possibly implemented, the SSTOC formed an Ad Hoc to further refine some of their recommendations with a focus on implementation ideas. That Ad Hoc report was reviewed and approved by the Commission on April 13, 2022 (Attachment 1).

The SSTOC Ad Hoc presented their report to the Fire/City 2 X 2 on May 26, 2022, in order to inform a subsequent agenda item which explored opportunities for additional partnership and collaboration.

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DISCUSSION: It is now timely to have the City Council consider some next steps in regard to the Fire Prevention and Emergency Preparedness elements of the Measure R program. In order to inform that discussion, representatives of the SSTOC Ad Hoc will present their recommendations, like was done at the recent 2 X 2 meeting, so that the entire Council has the benefit of their perspectives. In addition, the two Council Members who serve on the 2 X 2 will provide an update from those meetings.

To assist the City Council further, set forth below is the staff summary of the program opportunities launching from the recent 2 X 2 meeting and where there was consensus, with some areas where the City Council needs to weigh in on elements and further refined staff recommendations on others based on these on-going discussions and consultations.

The most recent 2 X 2 meeting focused on four programmatic elements of the SSTOC’s Ad Hoc recommendations, plus a discussion of upcoming Fire Code Amendments (which are not addressed in this item). To set the stage for consideration of these four programmatic elements, the following high level staff perspective is provided.

The City of Orinda is committed to enhancing the community’s wildfire prevention capabilities and emergency preparedness in partnership with the Moraga Orinda Fire District. The Fire District has the legal and statutory responsibility for fire prevention and has the knowledge base and infrastructure already in place and, as such, is already equipped to take the lead to ensure the best results. As is the case in most communities where a city does not provide these services through its own fire department, our current format of the Fire District taking the lead with the City in a supporting role is considered to be best practice.

In the model available to us here in Orinda, we are fortunate that the City can provide funding through Measure R, the local sales tax measure, to support Fire District resources in order to enhance services in Orinda. In addition, the City would continue to invest Measure R funds in a variety of educational and outreach efforts in support of the Fire District’s programs and activities, in addition to a number of programs and activities operated by the City in support of a more fire safe community like red flag day parking restrictions, fuel reduction on City properties, and the Orinda dedicated Chipper which is available on a year-round basis.

A model which is fully integrated and not operated piecemeal will undoubtedly provide the most cost effective results. In addition, it would be built on the Fire District’s already successful and leading edge efforts, including their Fire Adapted Communities Ambassador program.

Each element of the collaboration model discussed in the 2 X 2 is touched on below:
recommended actions by the City are outlined below, and where there may be not be full alignment, that is highlighted:
 Education and Outreach
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The City of Orinda currently has an on-going education and outreach effort funded through Measure R with that effort becoming more robust over time now that a base infrastructure is in place. These efforts are designed to be complimentary to and reinforce the messaging and outreach undertaken by the Fire District. Recognizing that additional resources dedicated to these efforts are desirable, in April the City submitted a grant request to the California Fire Safe Council to add an additional Education & Outreach position to the City staffing which would use Measure R as the 50% match. A copy of that grant application request is attached and unfortunately, in June we learned we were not successful with that grant application.

This additional position would undertake additional education and outreach, coordinate events like a Safety fair, assist and support the formation of additional Firewise neighborhoods, and assist in connecting residents with resources related to fire prevention.

In the City’s proposal, an additional staff person would be added to the City staff, either partially grant funded or with Measure R funds, to undertake additional education and
outreach.

The 2 X 2 agreed with this approach.
 Chipper Program
The City and Fire District already collaborate on Chipper services with the Fire District currently scheduling the City’s year-round Chipper. Recently, the Fire District purchased a truck and Chipper to use in their seasonal service instead of relying on leased equipment. The Fire District’s Chipper is made available to both Orinda and Moraga residents on an equal basis.

The City’s efforts have been focused on building demand for year-round Chipper service in general and with the goal of increasing demand for the Orinda City Chipper specifically, with some modifications having already been made to how the City Chipper is scheduled. The next step is to move to a gridded system for the part of the year when the Chipper services are less in demand. The gridded system would allow scheduling set times for neighborhoods with those dates advertised in advance.

In the City’s proposal, the Fire District would continue to schedule the Chipper for both entities to ensure that our residents can access either Chipper through a single point of contact, and the City would take-on the implementation of a gridded system in collaboration with the Fire District.

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The 2 X 2 agreed with this approach.
 Grants and Incentives
The Fire District is currently considering a grant program for property owners for home hardening within its service area. The State of California has also set aside funding for home hardening grants to low and moderate income households with a number of pilot programs underway now in a few select communities. This program may be expanded to other parts of the State in 2023.

Grants for fuel reduction and defensible space work, including along key evacuation routes, have also been suggested as a way to motivate residents to address these requirements.

City staff have been actively reviewing programs operated by other entities in regard to grants. Many grant programs are operated by Fire Districts, at least one Fire Prevention Authority, and some cities. Funding comes from special taxes authorized for that purpose and named in the authorizing measure, pass-through grants from the State and others in some instances, and general tax revenue for some Fire Districts and at least two general law cities. Many of the grants are targeted to income or categorically (seniors, disabled, etc.) eligible residents. In addition, oftentimes an eligibility criteria for a grant is that the property owner has taken advantage of a Home and Property Assessment and that the work being funded is consistent with the recommendations from that Assessment.

Using Measure R funding for grants to residents requires two levels of analysis. The first is from a policy perspective, does the Orinda City Council wish to use Measure R funds for any type of grant program? The second is very specific to the type of grant program which may be offered and how it might be structured. For example, would such a program meet the Gift of Public Funds test?
Under the “Gift of Public Funds Doctrine” in the California Constitution, an appropriation is typically not considered an improper gift if the funds are used for a public purpose, even though private persons might receive an incidental benefit from the expenditure. The key would be to design and implement a grant program that serves a clearly stated public purpose and includes adequate safeguards to ensure funds are used for that purpose and administered fairly. This would require a careful, fact specific analysis of any proposed grant program. In addition, as part of that analysis, it H.1
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would be important for the City to keep in mind that its jurisdiction/authority with respect to fire issues is different from MOFD’s.

In the City’s proposal, at this point in time and until the program design and Gift of Public Funds questions can be answered, an allocation of a set dollar amount of Measure R funds should be reserved for a possible grant program.

Given the Fire District’s intent to offer grants, a final decision could be made based upon the level of demand for grants, and an assessment of the success of the Fire District’s program.

Measure R funds could provide for additional funds in support of the Fire District’s proposed home hardening grants when and if Fire District funding were exhausted. An alternative could be that the City would use Measure R funds to increase the amount of funding that an Orinda property owner could receive through the Fire District’s grant program say, for example, a $1,000 grant could become $1,500. Alternatively, grants for fuel reduction could be considered to compliment the Fire District’s home hardening grants.

The 2 X 2 recognized that the Fire Department Home Hardening Grant program is of value, and that the City should also consider possible grants and incentives utilizing Measure R funds. However, the City Council does need to consider the broader policy questions regarding grants and incentives whether as part of this item or a future separate item.  Wildfire Prevention Specialists (Boots on the Ground) & Home Assessments
Modeled on leading edge programs operated by entities like the Montecito Fire Protection District (1), the Marin Wildfire Prevention Authority (MWFA) (2) (using staff in the County’s City Fire Departments and Fire Districts), and six western Santa Clara County Cities by the Santa Clara County Fire Department, this element would add two Wildfire Prevention Specialists to the Fire District’s existing Fire Prevention Division. These positions would be utilized to offer residents Home and Property Assessments which would result in recommendations for fuel reduction, defensible space enhancements, and home hardening improvements, and would be coordinated with the Fire District’s Fire Adapted Communities Ambassador program. An initial emphasis area for the program could be properties located within the Very High Fire Hazard Severity Zone (VHFHSZ).

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The City of Orinda, Town of Moraga, and the Fire District have requested funding through Assembly Member Bauer-Kahan to fully fund a pilot project of this nature for three years. A copy of that request is attached and is still pending, if funding through the State is secured, that would assist in jump starting the effort.

City staff believes that Home Assessments could over time reduce the number of inspections done for code compliance purposes and any followup enforcement. These Assessments would also assist resident’s ability in more easily secure the required Certificate of Compliance with the Fire Code upon home sale. Having these positions integrated into the Fire District staffing would also ensure consistency of messaging and a single interpretation of requirements to avoid possible future conflicts between advice given at the time of a Home Assessment and when an inspection is undertaken for code compliance.

Consultations with the Fire Chief and discussions in the 2 X 2 resulted in some different perspectives on this program element. The Fire District has stated that enforcement is the best means to ensure greater compliance with the Fire Code and fuel reduction and defensible space obligations. Hence, the Fire District is planning on adding an additional inspector to its staffing starting with the 2022/23 fiscal year. There was some concern expressed that a home assessment program is ineffective based on prior Fire District experience. It was acknowledged that getting information and resources into the hands of residents would be desirable and an associated benefit of any Boots on the Ground efforts.

In the City’s initial concept, one of the two Wildfire Prevention Specialist positions envisioned would be funded by Measure R revenues, and would be dedicated to Orinda. The second position would be funded by the Fire District and would work in Orinda, Moraga and unincorporated areas.

City staff believes it to be ill-advised for the City to endeavor to provide the envisioned Home Assessment/Boots on the Ground program element directly. This is due to some of the reasons already articulated and in order to avoid the duplication of infrastructure and the expertise already found in the Fire District, which would undoubtedly result in additional costs to the City.

However, after considering the Fire District perspective and preferences, and the determination by City staff that operating this program element on a stand-alone basis is not recommended, an alternative has been developed.

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In the City’s proposal, Measure R funds would be used to provide funding to the Fire District to add an additional inspector to focus on Orinda with the City’s education and outreach person to provide a more robust level of information and resource sharing being the role of that person. This recommended approach would be formalized through a
Memorandum of Understanding between the City and Fire
District.

The 2 X 2 Committee saw value in the continuation of the Committee and the next meeting has been set for mid-July.
(1) The Wildland Specialist will walk the entire property with the home owner, document the entire inspection, and provide the home owner with a Defensible Space Survey Report documenting follow up work if needed to achieve a defensible space for their home. (Montecito Fire District Website)
(2) Inspectors from the MWPA and local fire department will inspect residential properties to evaluate whether they meet wildland-urban interface (WUI) defensible space, vegetation management, and construction standards. Homeowners receive a comprehensive online report that includes recommendations for improving the home’s ability to survive a wildfire. This evaluation may also determine if the property meets state and local requirements for defensible space. Follow up inspections may occur after 30 days. Some issues identified may be required by law and must be corrected. In some cases, failure to correct these issues may result in abatement and/or liens.

Enforcement actions, if necessary, are the responsibility of the fire department's Fire Prevention Bureau, not the MWPA. (MWPA Website)
NEXT STEPS: City Council’s discussion of this item and any decisions or preferences in regard grants and the Boots on the Ground approach can be shared by the City’s 2 X 2 representatives at the next 2 X 2 meeting. If the City Council concurs with the funding suggested for Education and Outreach position, and an Inspector, that could be considered and incorporated into the Mid-Cycle Budget revisions which will be taken up in a subsequent item on this agenda.

FISCAL IMPACT: Measure R funds could be allocated to give life to those program elements desired, and should be considered in the context of the funding also being targeted to both road improvements and storm drain repair.

ATTACHMENTS:

A. SSTOC Ad Hoc Subcommittee Recommendation
B. MOFD Moraga Orinda Funding Request 04062022
Respectfully Submitted by:

David Biggs
City Manager
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Prepared By: Sheri Smith, City Clerk
Approved by:

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1 SSTOC Ad Hoc Subcommittee Recommendations
April 6, 2022
Committee Members:

Jud Hammon
Melanie Light
Latika Malkani
Paula Reinman
Objective:

Quickly and effectively put Measure R funds to work to secure lives and property from wildfire.

Guiding Principles:
● Create programs that leverage best practices from other communities and what’s already working in Orinda.
● Operate at scale.
● Establish a means to measure programs whenever possible.

Overview - Moving from Strategy to Programs:

By approving Measure R, Orindans voted to improve the city’s infrastructure with a strong focus on wildfire prevention and protection in the first several years. The SSTOC, City Council and City of Orinda must act to effectively scale successful prevention and protection efforts.

In its initial year, the SSTOC created near term and longer-term goals based on research into other communities and extensive input from partners at MOFD, Firewise, CERT, the Orinda Police and others. These goals set the strategic direction for the work that the City has undertaken. The near-term goals set by the SSTOC are:

1. Hire and train an additional dedicated City staff member to provide “boots on the ground” support for wildfire risk reduction, emergency preparedness, and home hardening efforts.

2. Provide roadside fuel reduction and vegetation management, particularly along evacuation routes.

3. Create a vegetation and structure inventory of City and residential properties in order to utilize novel computer modeling of fire in the Wildland Urban Interface.

4. Continue to clear city property to comply with MOFD Fire Code, and budget and plan for annual clearance.

5. Establish an extensive community education and motivational program regarding Wildfire Risk Reduction, Home Hardening, and Emergency Preparedness.

6. Define police and other emergency staff required to assist the public during evacuations and assure adequate staffing levels will be available.

7. Publicize the existing chipper program and explore implementation of a gridded program.

8. Explore alternate funding to incentivize residents to achieve fuel reduction, home hardening, and emergency preparedness.

9. Expand the pilot program for NO PARKING on red flag days.

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Packet Pg. 159 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 2 The foundation for this strategic direction is now in place, with one manager-level city staff person hired, baseline communications infrastructure recommendations and initial materials created, a chipper program launched, vegetation management on city property underway, ongoing discussions between the City and MOFD, and more.Additionally, Firewise, CERT and other partner volunteer-based organizations continue their valuable grassroots efforts.

The next step for the SSTOC is to ensure that scaled programs based on best practices are rapidly implemented to meet our goals. We must capitalize on what is already working within grassroots organizations in Orinda and what other communities have learned. While grassroots activism through Firewise, CERT, the Fire Adapted Communities Ambassador (FAC-A) Program and other organizations highlights what is working, the experiences of other communities have demonstrated that volunteers alone cannot implement the scale programs needed to make Orinda wildfire resilient.

Wildfire is a clear and present danger for our community. We must act effectively and with a sense of urgency.

The City of Orinda must step forward with strategic, focused programming that will lead residents toward the necessary culture change required to become wildfire adapted and to support the community groups and individuals who are already doing the work. As has been stated many times, no one is safe from a wildfire until everyone has done their work.

The recommendations in this plan focus very specifically on grassroots-oriented community education and motivational programming to reduce wildfire risk, harden homes and improve emergency preparedness. The plan focuses heavily on voluntary compliance under the assumption that the City Council and MOFD will find the right level of mandatory compliance to keep our residents safe. The plan includes both strategy and recommendations for upcoming spending, as well as a short list of actions to be implemented immediately in Appendix B.

This plan is informed by best practices and key learnings from our community organizations and Marin County, which passed Measure C, a county-wide parcel tax, in 2020 and has developed an aggressive wildfire prevention plan. Marin County has been building their fire adapted community since the Oakland Fire in 1991 and has developed their strategy from years of experience and data.

Goals:
● Increase number of Orinda homes in Firewise neighborhoods from our current level of 28% to:
○ 40% by end of CY22
○ 60% by end of CY23
○ 85% by end of CY24
● Conduct Wildfire Readiness Evaluations at 20% of Orinda properties the first year. Goals in subsequent years will be based on initial year impact.
● Leverage the city’s chipper investment by implementing a grid program to supplement the current ondemand offering so that every area in Orinda is proactively offered a chipper day twice a year and roughly 1,000 homes use the chipper each year.
● Drive action and investment in vegetation management and home hardening with 10% of households using Measure R incentives during year 1. Goals in subsequent years will be based on initial year impact.

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Packet Pg. 160 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 3 Recommendations

1. Implement a structured, educationally-focused Home Evaluation program that gives property owners a customized checklist of vegetation management and home hardening tasks.

Recommended FY22-23 Measure R Funding: $400,000, including staff “This [home evaluation program] is the most successful thing we have done. It does more to drive voluntary compliance than anything else.”
- Rich Shortall, Executive Coordinator, Fire Safe Marin Based on Marin County’s experience, along with the widely acknowledged success of the volunteer FAC-A program, we recommend allocating approximately $400,000 of Measure R funds for the fiscal year 2022-23 to create an Orinda Wildfire Readiness Evaluation program that sends education-oriented trained staff to homes to provide customized evaluations of vegetation management and home hardening needs. This funding includes two home evaluators, and estimated set up and administrative costs.

In Marin County, uniformed fire department evaluators conduct these calls and it is believed that the association with the fire department is a key part of the program’s success. The Defensible Space Inspection Program in Marin is organized under a JPA. A similar program would have to be adapted to our own unique circumstances in Orinda. The program, which focuses on evaluations, rather than citations, would ideally be run through MOFD in partnership with the City of Orinda in a way similar to the chipper program and leveraging the work of the FAC-A volunteers. The paid Home Evaluation Specialists would conduct evaluations with FAC-A volunteers, as appropriate. The Home Evaluation Specialists would provide training and feedback to keep volunteers on message and provide any needed assistance. These positions would be non-management staff, spending substantial “fieldwork” time directly engaging with residents and volunteer-based organizations. These positions would be supported by the Outreach and Education Manager (see recommendation #4 below) through significant outreach.

Home evaluations would be offered on a neighborhood-by-neighborhood basis. The intent of the evaluation visit is friendly and would provide the property owner with a checklist of improvements to increase safety. Orinda can leverage Marin’s electronic data collection form and process to create a consistent and trackable program. This checklist then becomes a guide for potential incentives that a property owner may be able to quickly implement.

Marin County allocates 20% of their Measure C funds (roughly $4M/year) to this program. They conducted 25,000 evaluations last year, which covers roughly one-third of their 80,000 properties. Our assumption is that Orinda would hire two Home Evaluators who could conduct roughly 1,600 evaluations per year between them, covering approximately 20% of Orinda properties (assuming 7200 properties) in its initial year (FY 22-23). The Home Evaluation Specialist is described below and key responsibilities are listed in Appendix A. ● Home Evaluation Specialists
○ This staff is responsible for conducting home evaluations that are proven in other communities to drive voluntary compliance. We recommend hiring two Evaluation Specialists for the fiscal year 2022-23. These specialists may be part of MOFD or the City of Orinda staff.

2. Create an incentive program and other resources to assist residents in implementing their home evaluation checklist.

Recommended FY22-23 Measure R Funding: $400,000
Cities throughout California and beyond have created taxpayer funded incentive programs to encourage vegetation management and home hardening. We recommend allocating approximately $400,000 of Measure R funds for the fiscal year 2022-23 to providing and administering incentives, allowing for incentives of up to $500 for 10% of Orinda households.

The Program Manager for Measure R, together with members of the SSTOC, should make recommendations on the specific incentives to best address Orinda’s needs. Incentives may go to individual property owners, Firewise, H.1.a
Packet Pg. 161 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 4 CERT, or other groups or a combination of local stakeholders that have proven successful in engaging residents to implement wildfire mitigation efforts. Many incentives are structured on a first come, first served basis for as long as funding for qualified projects lasts and we recommend doing the same in Orinda. Essentially, this is what the chipper program is already doing. The “free” chipper is a subsidy provided by Measure R funds. This is a popular program in many towns and cities and the “free” component has been central to its success. The use of the chipper program would increase dramatically if it were paired with a free home evaluation and proactively managed as described in the next recommendation.

We recognize that our sales tax is structured differently from some other taxes that are used to fund property owner incentives. We must find a way to offer these incentives through our existing sales tax. In Orinda, the entire City’s ability to mitigate risk is interdependent with its residents, and achieving compliance in vegetation management and home hardening is critical to ensuring that firefighters and other first responders have needed access to save lives and communities in the event of ignition. Accordingly, the City must do everything it can to incentivize residents to implement measures to mitigate risk of community destruction and lost lives, for the “good of the public.”
We understand that there may be legal concerns about the use of incentives, and we further understand that MOFD’s counsel has expressed an initial opinion that government efforts to reduce risk may be permissible. We strongly encourage the City to consider any relevant authority from MOFD counsel, and to provide the SSTOC and City Council together in closed session with a confidential legal opinion regarding how best to structure incentive programs for home hardening and vegetation management, including an assessment of any legal risk in doing so. The SSTOC Ad Hoc Committee members who generated this report should be consulted about implementation before an opinion is formulated.

Operationally, we recommend investigating a model in which the City engages a fiscal sponsor, like the Diablo Firesafe Council, which already administers a matching grant from Cal Fire to residents in Contra Costa County.

Individuals, Firewise groups or neighborhoods could make a plan for abatement based on their home evaluation report and get the work done with appropriate incentives.

The track record of giving these kinds of monetary incentives to residents is compelling and program managers state unequivocally that it is the best tool to get residents to mitigate excess fuel on their properties. A testimony to the strength of incentive programs is the abundance of new grants and incentive programs springing up across California and other wildfire prone areas, like Colorado and Texas.

3. Augment our on-demand chipper program with a grid-based program that proactively offers the chipper each neighborhood twice yearly.

Recommended FY22-23 Measure R Funding: $130,000, including staff Both Marin County’s experience and Firewise locally support transitioning the chipper from an entirely on-demand schedule to at least a part-time grid schedule that covers each area of Orinda twice a year. Our chipper is currently under-utilized and we recommend this change together with home evaluations to significantly increase utilization. We recommend allocating approximately $130,000 for half-time staff to manage the program and for needed set up.

While Firewise is the key driver of chipper use right now, we can augment this demand by informing residents when the chipper is coming to their area and providing an easy web-based sign-up system (example here). The back-end system for chipper reservations, route-building and metrics gathering in Marin County is provided by Fire Aside and is available to other entities for purchase. Home evaluations would also drive chipper use and can be aligned with the upcoming chipper schedule by area.
“The North Tahoe Fire Protection District receives grant funding that allows us to provide curbside chipping and defensible space inspections at no cost to residents in the basin portion of our district. Our inspectors promote the Firewise program during inspections, and this helps with engagement as well.”
- Erin Holland | Public Information Officer, North Tahoe Fire Protection District H.1.a
Packet Pg. 162 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 5 Marin County did 4,000 chipper pickups with four crews during chipper season last year (5% of 80,000 households). A comparable ratio for Orinda’s one crew would be 1,000 households using the chipper each year when the program is up and running.

The Chipper Program Coordinator is described below and key responsibilities are listed in Appendix A. ● Chipper Program Coordinator
○ This part time staff will manage the chipper program to ensure that the chipper reaches each area of the city twice per year, coordinating outreach with the Education and Outreach Manager, managing website signups and customer service and organizing the chipper crew.

4. Support grassroots activities with dedicated staff for Education and Outreach Recommended FY22-23 Measure R Funding: $260,000 in staff and outreach funding replacing the $123,600 in the current budget for Public Outreach / Education Materials.

Supporting wildfire prevention and preparedness in Orinda requires dedicated staff who are passionate and creative about the work. Based on the experience of our Firewise community and Marin County, we recommend allocating Measure R funds for the fiscal year 2022-23 to support an Outreach and Education Manager (new position partly funded by repurposing existing outreach budget) in addition to the currently funded Program Manager. Expenses and context for other staff - Home Evaluators and the Chipper Manager - are in recommendations above.

The Outreach and Education Manager hire is crucial. Each of the programs recommended in this document relies on successful education and outreach to inform the community about the programs and motivate them to engage.

This work needs to be done by a full-time, dedicated staff teamed with key stakeholders including Firewise, MOFD, Home Evaluation Specialists, the chipper manager, parents’ groups, civic groups and others. Education and outreach must be a highly creative “full-court press” effort, leveraging what is working in other communities and hitting the ground with tabling, signage, events, group talks/activation, as well as through digital and traditional print. The Communications Subcommittee submitted a report to the SSTOC in May, 2021 which was then used as a tool to explain the scope of outreach needed to Tripepi Smith and can be referenced in the agenda packet of the May 12, 2021 meeting, but has not yet been incorporated into Tripepi Smith’s communications plan or implemented by the City.

The Education and Outreach Manager replaces the budget and role of Tripepi Smith for wildfire outreach and education. If the City of Orinda chooses to retain Tripepi Smith for other work, we recommend those efforts be funded through a budget other than Measure R revenues.

All Measure R-funded staff positions should be reevaluated at least annually, with measurable metrics, for their effectiveness in meeting desired goals, with an eye towards spending Measure R revenue efficiently and responsibly.

The Program Manager (currently funded) and Outreach and Education Manager positions that we recommend are described below and key responsibilities for each position are listed in Appendix A. ● Program Manager
○ This person is responsible for the overall Measure R program, guided by the SSTOC members, recommendations and metrics. This individual may be part of Orinda City staff or may be part of a different reporting structure. This role must move from planning to scale implementation. ● Outreach and Education Manager
○ This person is dedicated to outreach and education about wildfire prevention and preparedness, as discussed above. They will also manage a budget to ensure that we can reach key audiences effectively and create a one-stop shop for all things wildfire, ideally on the City of Orinda website.

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Packet Pg. 163 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 6 5. Manage Measure R funded activities collaboratively between the City, the SSTOC and other partner organizations.

Given the urgency of our potential wildfire situation and the level of work and coordination needed in order to protect lives and property in Orinda, we recommend creating ad hoc implementation-oriented subcommittees of the SSTOC that meet as frequently as needed with City staff, other Measure R-funded staff and partnering organizations. These subcommittees will help guide the work associated with Measure R funds, collaborate with staff to solve problems and answer any questions around the SSTOC’s intent with allocated funding. The ad hoc committees will operate for up to six months and make recommendations on collaborative management going forward. See Appendix C for further details.

High Level Budget Estimates
The estimated beginning balance in the Measure R fund is projected to be approximately $2.1M at the beginning of FY22 with an additional $2.9M in revenue expected for a total of $5M in available funds for FY22-23.

Our recommendations assume that all police, public works and parks budgets for FY22 remain as planned and that current budgets for Program Administration, Professional Services and Public Outreach remain as planned with some redirection. Our incremental budget items include estimates for the recommended Home Evaluation Program, incentives, proactive chipper program and outreach and education for a total of $1,070,000 in incremental budget.

Please note that these are high level approximations and we expect a collaboration between SSTOC subcommittees, the City and other relevant partners to hone these as they investigate options and refine this plan.

Although these are estimates, the recommended additions bring our Total Expenditures and Uses to approximately $2M, leaving significant budget to carry over to FY23 or to expand successful programs.

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Packet Pg. 164 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 7 Current / New Budget FY22-23 Budget
Estimated Annual Revenue
Beginning Balance $2,110,000
Total Revenues and Other Fund Sources $2,900,000
Funds Available $5,010,000
Expenditures and Uses
Operating Budget Programs and Services
General Government
- Program Admin and Support (Program
Manager) Current $160,000
- Professional Services Current $60,000
- Home Evaluation Specialists New (Recommendation 1) $400,000 - Fiscal sponsor fee for incentive
administration New (Recommendation 2) $40,000
- Incentive program New (Recommendation 2) $360,000
- Chipper Coordinator New (Recommendation 3) $130,000
- Public Outreach (Education and Outreach
Manager)
Increase over current budget
of $124,000 for Public
Outreach / Education
Materials (Recommendation 4) $160,000
- Outreach materials / events / website
update New (Recommendation 4) $100,000
Police, Public Works, Parks Current $600,000
Total Expenditures and Uses $2,010,000
Conclusion
We hope that the SSTOC and City Council share our sense of urgency and agree to move forward with these recommendations, which are based on best practices learned by those inside and outside our community, and are designed for effectiveness, scale and measurability.

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Packet Pg. 165 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 8 Appendix A:

Key Job Responsibilities
The headcount funded by Measure R must be focused on the strategies identified by the SSTOC during its first year and the programs and support recommended in this document. Full job descriptions will be created by the City with input from SSTOC and key stakeholders. Final interviews and hiring decisions will also include input from SSTOC. These job responsibilities summarize some important deliverables for each role to provide an initial starting point from which to create job descriptions.

Program Manager
● Coordinate and manage, in collaboration with SSTOC, Measure R funded activities and programs. ● Hire, lead and retain competent, qualified staff for roles reporting to the City of Orinda; collaborate with Measure R-funded and volunteer staff in other organizations. ● Ensure that SSTOC goals and measurable objectives are met by collaborating with / guiding staff and implementing objectives not in the purview of specific staff. ● In conjunction with SSTOC, define and report out on quarterly and annual goals aligned with SSTOC objectives and recommendations.
● Establish and nurture relationships with key stakeholders inside and outside Orinda (MOFD, Firewise, CERT, leaders in other communities who can share best practices) to ensure that Orinda’s plans and implementation efforts consistently reflect state of the art learning. ● Establish a detailed programmatic strategy with time-defined goals and metrics based on those identified in this plan.
● Report on goals and attainment monthly to the SSTOC.

Outreach and Education Manager
● Create a measurable, community-based outreach and education strategy and budget to deliver on SSTOC goals and to drive awareness of and participation in Measure R funded programs; ensure that key elements of the SSTOC’s initial marketing recommendations are assessed and implemented. ● Develop a stakeholder network representing key demographics in Orinda, volunteer organizations and other involved agencies to leverage outreach and provide needed content and materials. ● Lead all outreach and education efforts including outreach to key stakeholder groups, tabling, signage, events (virtual and in person), digital and print outreach, attending events as frequently as possible; coordinate with City of Orinda to push needed communications out through City-owned channels. ● In collaboration with the City of Orinda, Firewise and other key organizations, create a “one stop shop” for all wildfire-related information, ideally on the City of Orinda website. ● Create needed outreach materials and identify / leverage best-in-class content and materials that have been created by others.
● Report on goals and attainment monthly to the SSTOC.

Home Evaluation Specialists
● Be trained and knowledgeable with the MOFD Fire Code, the Firewise USA program; background in community wildfire management strongly preferred.
● Perform home assessments with an educative approach.
● Create an evaluation both simple to understand and execute that includes both defensible space and home hardening actions.
● Develop, or work with appropriate resources to develop, an operationalized and scalable process to create home evaluations, track needed improvements for each property, trigger / administer appropriate incentives, follow up as appropriate with residents to answer questions, share resources and track overall program process.
● Share other collateral materials pertaining to Firewise USA, Cal Fire and City of Orinda programs and incentives.
● Report on goals and attainment monthly to the SSTOC.

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Packet Pg. 166 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 9 Chipper Program Coordinator
● Develop and implement Orinda chipper program that includes the right combination of on-demand and proactive chipper activity.
● Operationalize the chipper program with an easy-to-use web interface and backend that provides needed metrics to assess program effectiveness and areas for improvement. ● Develop and establish chipper program schedule, metrics and reporting. ● Collaborate with Outreach and Education Manager and other relevant stakeholders to significantly increase chipper usage.
● Manage chipper crews, customer service and other elements required to run a successful program. ● Collaborate with the outreach and education manager to increase enrollment in the program. ● If software is used, be proficient in its use and able to train the chipper team(s). ● Report on goals and attainment monthly to the SSTOC.

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Packet Pg. 167 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 10 Appendix B
Recommended Next Steps for Wildfire Prevention and Emergency Preparedness in Orinda These are concrete actions for the City of Orinda to take as soon as possible.

1. Expand and deepen the outreach the City has begun by tracking chipper usage to the current outreach campaigns. The current communications strategy should incorporate the SSTOC’s previous recommendations from the Communications Subcommittee report to the SSTOC submitted in 2021. The current communications strategy should be tailored according to those recommendations. For example, the Near-Term Plan should be executed as soon as possible:

Existing City staff should map out a communications strategy tailored to these demographics:
● Retired individual or couple, empty nesters
● Newly arrived young family (lived in Orinda less than five years) ● Family with older children, 5+ years in Orinda
● Young people - high school or young people living at home City staff should share an implementation plan with key members of the SSTOC for feedback prior to implementation.

2. Expand the No Parking on Red Flag Days program. This pilot program has been successful for the past two years on El Toyonal and there are neighborhoods that do want that program extended to their own streets. For example, the Camino Don Miguel and the Via Farallon/La Cuesta Firewise groups have stated they do want this program. Attend an Orinda Firewise Council meeting to query the neighborhoods about instituting a No Parking on Red Flag Days program and then extend the program to those neighborhoods.

3. Meet with the various staff members of Fire Safe Marin to learn what the effective programs have been there, how we might adapt their successes and to find out what outreach and education materials they have that we can use. Potential collaborators include:

Rich Shortall, Executive Coordinator
Meg McCabe, Ed.D, Director of Education
Arann Harris, Firewise USA Liaison
Steven Peters, Chipper Program Manager
Jennifer Gauna, Operations and Outreach

4. Reinstate the training of DPW employees to recognize and report fire code violations and fire hazards.

The City Council had approved this training under the previous City Manager and was conducted by MOFD Fuels Mitigation Manager Gordon Graham. DPW employees should have a yearly In Service of one hour to recognize fire code violations and instructions for reporting them on the mobile app provided by MOFD for that exact purpose.

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Packet Pg. 168 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc 11 Appendix C
Recommended New SSTOC Ad Hoc Subcommittees
In order to effectively collaborate with City Staff and other partners to implement these recommendations in this plan, we recommend that members of the SSTOC form a set of ad hoc subcommittees to operate for no longer than six months:
● Collaborative management - overall plan implementation, building a working management relationship with city staff, hiring open positions (clarifying program management role and staffing, hiring outreach and education manager now, hiring against other programs when details are worked out), getting new hires started in their jobs and with key stakeholders.
● Home evaluation and chipper- figuring out how the home evaluation program will work, job descriptions for home evaluators, where they will reside organizationally, requirements and approach to standing up and operationalizing a program that tracks progress and integrates with incentives. Deciding how the chipper program should work, where the staff resides, how to operationalize. ● Incentives - getting any needed legal approvals and figuring out how to make it happen, identifying financial intermediaries and admin processes and costs, deciding what the general incentive structures should be (what types of work, who they go to, how much), mapping out the high-level process with key stakeholders including home evaluators and Firewise groups.

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Packet Pg. 169 Attachment: SSTOC Ad Hoc Subcommittee Recommendation (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc H.1.b
Packet Pg. 170 Attachment: MOFD Moraga Orinda Funding Request 04062022 (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc H.1.b
Packet Pg. 171 Attachment: MOFD Moraga Orinda Funding Request 04062022 (2826 : Supplemental Sales Tax Oversight Commission (SSTOC) Ad Hoc City Council
Staff Report
Agenda Item: H.2
Date: June 21, 2022
Department: City Council
AGENDA TITLE: Adoption of Resolution #32-22 Approving the Fiscal Year 2022-2023 Mid-Cycle Update To The Biennial Budget, Approval of Certain Annual and On-Call Contracts and the Allocation of Existing Unassigned General Fund Balance.

RECOMMENDATION:

Adopt the Resolution which authorizes spending for Fiscal Year 2022-2023, Approves Certain Annual and On-Call Service Contracts, and, Allocates Existing Unassigned General Fund Balances.

BACKGROUND: On June 29, 2021 the City Council adopted a two year Budget covering Fiscal Year 2021-2022 (July 1, 2021 – June 30, 2022) and Fiscal Year 2022- 2023 (July 1, 2022 – June 30, 2023). Since the budget relies on estimates and projections, it is appropriate to periodically review the financial plan and make adjustments as necessary. At the City Council meeting on June 7, 2022, Staff presented the proposed Draft Mid-Cycle 2022-2023 Budget Update. The City Council did not have any recommended changes to the Operating Department updates and amendment to Year 2 (Fiscal Year 2022-2023) of the Biennial Budget.

The Draft Mid-Cycle Budget Update was also made available as part of the Finance Advisory Committee (FAC) Agenda published on June 10, 2022 and the Administrative Services Director made a presentation at the FAC Meeting on June 15, 2022. The Committee did not recommend any changes to the proposed Mid-Cycle Budget Update.

The Director of Administrative Services also provided the Supplemental Sales Tax Oversight Commission with an overview of the mid-cycle update at their June 8th meeting.

Based on discussion at the City Council meeting on June 7, 2022 regarding the Capital Improvement Program, there were adjustments to both revenue and expenditures in the final Mid-Cycle Budget being considered as part of this report. The revenue changes adjusted the grant funds to be received and there were also changes to a few specific projects. These changes are detailed in a separate report adopting the CIP on this same agenda. The document and Resolution attached to this Staff Report incorporate the changes to Capital Project Appropriations and related revenue.

The Mid-Cycle Adjustments as presented June 7, 2022 include both revenue and expenditures necessary to provide for a sound financial plan. No changes are recommended to the allocation of staffing or target reserves levels at the end of the current fiscal year. It is anticipated that the General Fund emergency reserve balance will meet the adopted goal of 50% for fiscal year 2022-2023.

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In a separate action tonight, the City Council already adopted the Fiscal Year 2022- 2023 Annual Appropriations Limit.

DISCUSSION:

Staff have prepared a proposed Resolution which will adopt the revised appropriations for Fiscal Year 2022-2023 (See Attachment A). The proposed Mid-Cycle Budget Update document is formatted with the following key components:

City Managers Transmittal
Summary Fund Balance
Revenue Overview and Details By Fund
Staffing Level Comparison
Operating Expenditures Summary and Individual Department Descriptions Internal Service Fund Budgets
Capital Improvement Projects
Appropriations Limit
The proposed Budget Adjustments take into consideration current information about revenue sources as we continue to emerge from the impacts of the COVID-19 pandemic as well as the current national economic uncertainty regarding impacts from unusually high inflation. As described in the City Manager’s transmittal, the budget encompasses revenue increases, and relatively minor operating expenditure adjustments. The details of the Budget Adjustments were discussed as part of the public meeting on June 7, 2022. Overall the Operating Budget is being increased by approximately $209,000 in Fiscal Year 2022-2023 from the budget estimate originally presented in 2021.

The format of the individual Department Budget pages identify:
 A narrative description of the department including: staffing, and any General Fund fee revenue generated
 Prior Fiscal Year (2020-2021 ended June 30, 2021) actual results;  An estimate for Fiscal Year 2021-2022 which ends June 30, 2022;  The original adopted Fiscal Year 2022-2023 Budget;
 The proposed adjustment; and the net Adjusted Mid-Cycle Budget Revenue estimates are included for all funds on pages 14-21 of the Mid-Cycle Budget Update document and there is a discussion and detailed tables showing historical, estimated, and adjusted budgets for revenue.

The Proposed Resolution (Attachment A) includes as an attachment a summary by fund of the Revenue, Expenditures, and Inter-fund Transfers that are authorized by adoption of the Fiscal Year 2020-2021 Mid-Cycle Update. The Resolution also includes other procedural authorizations as part of the adoption of the Budget.

Annual Contracts & On-Call Contract Approval and Extensions H.2
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With the Mid-Cycle Budget review, which is making changes to the FY 2022-23 budget, we are introducing a concept on a trial basis by which we are asking the City Council to approve certain annual or on-going contracts like for on-call services as part of the budget approval. This change is intended to streamline the contracting processing process by having certain regular annual or on-call contracts approved as part of the budget process. This is a more efficient and cost-effective basis to handle these approvals, especially given our limited staffing resources. As proposed, the contracts or agreements for services would be approved by the City Council as part of the budget adoption process and the City Manager would be authorized to execute the following agreements. In future years, it is anticipated that additional contracts could be added to this annual approval process. For this year, a number of Public Works on-call contracts which were initially approved for a three year total term are being extended by an additional two years, as staff resources are not available to undertake a Request for Proposal process to refresh the list of firms utilized.

Vendor Name Services Term
Not to
Exceed
Contract
Amount
Funding Source
Tripepi Smith Outreach &
Marketing
1 year $100,000 Measure R (retainer and
Measure R services)
General Fund (NonMeasure R services)
Dewberry
Drake Haglan
Structural
Engineering
Services
2 year $200,000* Varies**
Stantec
Consulting
Services Inc.

Landscape
Architecture
Services
2 year $150,000* Varies**
LCC
Engineering &
Surveying, Inc.

Civil
Engineering
Services
2 year $150,000* Varies**
Anchor
Engineering,
Inc.

Construction
Management
2 year $150,000* Varies**
Fisher
Geotechnical
Geotechnical
Engineering
Services
2 year $150,000* Varies**
LCC
Engineering &
Surveying, Inc.

Land
Surveying
Services
2 year $150,000* Varies**
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*- Amount shown is the proposed amended total contract value, with the exception of the Dewberry contract which has a current maximum of $100,000, the others all have a current maximum of $60,000.
**- The funding source varies and would utilize existing operating or capital budget, and depends on which particular project such contract is used for. A particular on call contract may serve multiple projects. This action would not appropriate additional funding.

Allocations of Unassigned General Fund Balances in FY 2021-2022 In addition to making changes to the FY 2022-2023 budget, staff is recommending that certain Unassigned General Fund balances which existed at the end of FY 2020-2021 be allocated as part of FY 2021-22 year end closing as follows:
 $300,000 Fleet Replacement Contingency be moved to the Fleet Replacement Internal Service Fund (Fund #605)
 $300,000 of excess Unassigned be allocated to Long Term and General Plan Assigned Fund Balance (Fund #612) to replenish the funds being expended on the current “Plan Orinda” effort.
 $300,000 of excess Unassigned be allocated to Road and Drainage Stabilization Fund (Fund #704) to replenish the balance and maintain the $850,000 target funding level.

These allocations of Unassigned Fund balance were discussed at the April 27th Finance Advisory Committee (FAC) meeting and were unanimously supported by the Committee Members. These allocations were also discussed at the June 7th Council Meeting as part of the Mid-Cycle Budget Update introduction. These allocation will help maintain appropriate balances in their respective funds, and still leave a healthy Unassigned balance in the general purpose General Fund to maintain flexibility in pursuing grants or funding capital projects when bids exceed expectations due to the current inflation environment.

FISCAL IMPACT:

The following provides a summary of the proposed Mid-Cycle Budget Update for Fiscal Year 2022-2023:

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The total expenditures (excluding Internal Services Funds and G.O. Debt) are $30.8 million which includes both Operating expenses as well as a very significant Capital Improvement Project Program. Any expenditures in excess of revenues are funded by accumulated reserves, including grants and capital funds that will be spent on capital projects. The General Fund (General Purpose) portion of the Budget consists of $16.2 million in Revenue and $15.9 million in expenditures. The General Fund provides interfund transfers in support of the Landscaping and Lighting Districts.

ATTACHMENTS:

A. FY2023 Mid-Cycle Update Document
B. Resolution 32-22 Adopting the Mid-Cycle Update FY 2022-2023 C. Listing of Annual On-Call Services Contracts
Respectfully Submitted by:

Doug Alessio
Administrative Services Director
Prepared By: Doug Alessio, Administrative Services Director Approved by:

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CITY OF ORINDA

DRAFT PROPOSED MID-CYCLE

BUDGET UPDATE

BIENNIAL BUDGET
FISCAL YEAR 2021-2022 (YEAR 1)
ADOPTED JUNE 29, 2021

UPDATED REVISED
FISCAL YEAR 2022-2023 (YEAR 2)
PRESENTED FOR REVIEW JUNE 7, 2022

CITY OF ORINDA CALIFORNIA
22 ORINDA WAY, ORINDA CA 94563
WWW.CITYOFORINDA.ORG
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Packet Pg. 178 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Fiscal Year 2021-2022 and Fiscal Year 2022-2023
Biennial Budget

TABLE OF CONTENTS
Page
City Manager’s Transmittal 1-4
List of City Officials 5
Development of Budget 6
High Level Budget Overview 8-9
Summary Fund Balance (Revised 6/30/2023) 10
Revenue Overview 11-13
Revenue Detail (All Funds) 14-21
Staffing Levels (Organization Chart / Position Allocation) 24-24 Overview Operating Budget 25-26
Operating Department Budgets
• City Council 29-30
• City Management 31-32
• City Attorney 33-35
• City Clerk 36-37
• Administrative Services (Finance & Human Resources) 38-40 • Public Safety / Police 41-44
• Public Works 45-48
• Parks & Recreation 49-53
• Library 54-56
• Planning 57-59
• Non-Departmental 60-61
Internal Service Funds 62-66
Debt Service General Obligation Bonds 67-68
Consolidated Schedule of Measure R Expenditures
Capital Improvement Program Projects
69-71
72 • Project List By Category 73-74
75-78
Appropriations Limit 79-81
• Project Expenditure By Fund
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Packet Pg. 180 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda  22 Orinda Way Orinda  California  94563 General Information Administration Planning Parks & Recreation Police Public Works (925) 253-4200 (ph) (925) 253-4220 (ph) (925) 253-4210 (ph) (925) 254-2445 (ph) (925) 254-6820 (ph) (925) 253-4231 (ph) (925) 254-9158 (fax) (925) 254-2068 (fax) (925) 253-7719 (fax) (925) 253-7716 (fax) (925) 254-9158 (fax) (925) 253-7699 (fax) June 7, 2022
Mayor Fay, Vice Mayor Miller, and Councilmembers Gee, Kosla, and Worth:

Presented in this document is the Fiscal Year 2022-2023 Mid-Cycle Budget Update. The City Council appropriates a Budget on a two-year cycle. The Fiscal Year begins on July 1st and ends on June 30th. In June of 2021 the City Council adopted a budget for Fiscal Year 2021-22 and Fiscal Year 2022-2023. It is typical prior to the beginning of the second year to review and make any necessary modifications to the financial plan. Typically these modifications are minor in nature and result from unanticipated events, usually receipt of a grant or a specific event which alters the cost structure or operational nature of the organization, such as the COVID pandemic, a recession, other items of this nature.

The format of the proposed budget provides the City Council and public with detailed appropriation information for each department as well as a summary listing of Capital Improvement Projects. For all of the operating Departments estimated revenue and expenses are presented in comparison to the adopted budget and the prior year’s actual results.

Although the information is presented regarding the current year the focus is on the Adopted Fiscal Year 2022-2023 Budget; proposed adjustments and the Revised Budget.

When the Biennial Budget for Fiscal Years 2021-2022 and 2022-2023 was developed it reflected the Strategic Priorities identified by the City Council as a guiding tool in prioritizing the allocation of available resources. The elements of the Strategic Priorities focused on the following areas:
• Infrastructure
• Downtown
• Emergency Preparedness
• Fiscal Stability
A key element in that process is to ensure we differentiate each year what are revenues and expenditures of a one-time nature versus those which are ongoing. Ensuring that we regularly approach our finances from this perspective will help safeguard that we always have an operating budget that is covered by ongoing revenues, while focusing one-time funds on high priority items of a one-time nature, or of a generally non-annually recurring nature such as:
making contributions to reserves; investing in infrastructure; or targeting spending on system improvements which will pay dividends in the future.

We are seemingly just emerging from a most challenging time having grappled with the global COVID-19 pandemic; the impacts of a recessionary economy; a period of political and social unrest; and a lengthening and increase in severity of the fire season. Overall a very difficult period for not only our local community, but also cities, the State, and the Nation as a whole. 1 H.2.a
Packet Pg. 181 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) At the time the budget was adopted it was balanced and the City was able to maintain the proposed General Fund Reserve requirement equal to at least 50% of expenditures in each of the two Fiscal Years. A great deal of care and effort went into the development of the biennial budget last spring. As a result, there are no significant adjustments being proposed as part of the Mid-Cycle Adjustment, mostly minor alterations to the operating budget and Capital Improvement Plan intended to more accurately reflect progress made since the budget was originally adopted.

In developing the FY 2022-2023 (Year 2) Mid-Cycle Adjustment it became clear that there would not be a need to make significant changes and that the 50% Operating Reserve would be maintained. The new Administrative Services Director began the analysis by working with Department Directors on updated estimates of General Fund revenue and comparing that to the adopted FY 2022-2023 original Budget. In order to achieve a balanced budget that does not require the use of General Fund reserves, the Mid-Cycle Adjusted Budget constrains controllable costs while recognizing known increases in some contractual services.

The proposed Fiscal Year 2022-2023 Adjusted Mid-Cycle Budget attempts to be cautious in estimating the recovery of certain service related revenue sources while maintaining core services. As is indicated in several places in the Budget it will be important to monitor results throughout the year.

As we return to operating in an environment which more closely reflects pre-pandemic conditions, our financial outlook is positive. While the pandemic was certainly impactful, the City’s largest revenue source, property taxes, performed well and exceeded initial expectations. This was primarily driven by an over-heated real estate market which looks to be cooling off. Also, Sales Tax revenue has now exceeded pre-pandemic levels primarily due to growth in internet sales (received by the City via the “County Pool”) and fuel sales (mixture of increased volume and pricing). In addition, charges for services in Recreation has begun to recover and should continue to grow back as health restrictions ease, but considering the multitude of factors which can impact the demand for these services, this revenue source has a higher level of volatility that bears regular monitoring and analysis.

Operating expenditures during FY 2021-2022 have remained relatively flat when compared to FY 2020-2021. There are a number of factors which contributed to this constrained spending with the primary impact being staffing and vacancies, including savings on the police services contract. Some of the staffing vacancies were by design, and some are the result of the current labor market. Ultimately constrained staffing results in other cost savings, but also reduces the progress which can be made towards the strategic priorities.

The most significant occurrence for the City in recent times was the approval by voters in November 2020 of Measure R, which approved replacing an existing ½ cent sales tax with a 1% sales tax. These new General Fund revenues are targeted to be used on key areas including fire prevention and preparedness, emergency operations and planning, and important investments in infrastructure including storm drains and public roads. The City Council has appointed a 10-member Supplemental Sales Tax Oversight Commission to advise them on the use of these funds and City staff will work with the Commission to give life to the planned programs and activities to be supported by Measure R revenues. Collection of the new tax 2 H.2.a
Packet Pg. 182 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) began April 1, 2021 and actual revenue will significantly out-perform initial estimates due primarily to how add-on sales taxes are applied to automobile sales. Typically automobile sales are attributed to the location of the dealership, but an add-on sales tax is calculated based on the address where the automobile is registered.

Additionally, the Biden Administration and the US Congress approved the American Rescue Plan Act (ARPA) which is designed to assist with recovery from the Pandemic and associated economic impacts. The City of Orinda will receive funding from the American Rescue Plan as a non-entitlement community which means our funding will flow to us via the State of California.

The City will ultimately receive $4.7 million in two tranches (1st in July of 2021, 2nd in July 2022) of ARPA funds. Final guidance on how ARPA funds could be utilized has been provided by the Federal Government and many of the initial constraints have been eliminated for Orinda due to the size of allocation (under $10 million). During the mid-year budget process in March, Council appropriated $150,000 for technology enhancements (IT master plan and Records Management) as well as $3 million for 3 priority Storm Drain projects expected to be constructed in FY 2023-24.

The recommended adjustments start with a base level of expenditures already contained the current budget with expenses only increased as required including items like Animal Shelter contract costs, and other known and unavoidable increases. No significant operational increases from the General Fund are being proposed.

Capital Improvement Program (CIP)
Although the City has now expended all of the General Obligation Bond funds on street maintenance projects the City continues to have a very robust CIP including continued work on streets, drainage infrastructure, parks, facilities; and long-term community plans. Some of the high profile projects included in the two-year Budget are:

SIGNIFICANT PROJECTS INCLUDED IN THE CIP
City Hall Stabilization Project Community Park Improvements Community Center Solar Project Bridge Seismic Retrofits at 2 Locations Replacement of Synthetic Turf at Wilder Field
#1 and Field #2
Initiating Design & Permit Approval for
Critical Storm Drain locations
Undertaking the Housing Element Update Annual Street Repair Program Orinda Way Street Rehabilitation Completion of the Downtown Precise Plan The Capital Improvement Program contains many other projects including the detailed schedule of the estimated costs, proposed funding sources, and project timing over a five-year fiscal planning horizon.

Balanced Budget and Reserve Levels Achieved
As presented the proposed Budget is balanced for FY 2022-2023 with the General Fund having approximately $352,769 more in estimated revenue than expenditures. The City is also expecting to meet the adopted reserve target level with a reserve of 50% of the expected expenditures.
3 H.2.a
Packet Pg. 183 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Accomplishments During the 2021-22 Fiscal Year
The following are some of the key accomplishments completed in Fiscal Year 2021-22. • The City has thus far successfully navigated the COVID Pandemic. Staffing levels and expenditures were reduced to minimize any negative financial consequences. Essential services continued to be provided and City offices reopened. City Council and other public meetings continue to be conducted virtually.
• Staff worked with the Supplemental Sales Tax Oversight Committee to identify high priority needs and are working to implement programs designed to address those needs.

The proposed Mid-Cycle Adjustment is a recovery spending plan driven by the anticipated trajectory as we exit the COVID-19 pandemic and return to more normal operations. It has a significant focus on giving life to the projects and initiatives made possible by the voters’ approval of Measure R in November of 2020 and the Strategic Priorities as established by the City Council.

Any budget should start with revenues and build from there to ensure short and long term financial sustainability. This recommended budget does that and provides for core services while setting the stage for future success in addressing the needs of the community.

I am pleased to be able to recommend this Mid-Cycle Adjustment for the 2022-2023 Fiscal Year to the City Council and look forward to continuing to make progress in preserving and enhancing the quality of life in Orinda in a fiscally responsible manner.

Sincerely,
David Biggs
City Manager
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Packet Pg. 185 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City of Orinda
List of City Officials
City Council
Dennis Fay, Mayor
Inga Miller, Vice Mayor
Darlene K. Gee, Councilmember
Nick Kosla, Councilmember
Amy R. Worth, Councilmember
City Officials
David Biggs, City Manager
Osa Wolff, City Attorney (Contract)
Sheri Smith, City Clerk
Douglas Alessio, Administrative Services Director
Ginger Staton, Human Resources Manager
Todd Trimble, Parks & Recreation Director
Drummond Buckley, Planning Director
Ryan Sullivan, Police Chief (Contract)
Scott Christie, Public Works Director
Sivakumar Natarajan, City Engineer
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Packet Pg. 186 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment
(Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Development of the Budget
Budget Schedule and Process:

The City of Orinda prepares a biennial budget for City government operations and the Fiscal Year begins on July 1st. The biennial budget process sets forth planned expenditures and revenues for two consecutive fiscal years. In this document Year 1 is referred to as the Proposed 2021-2022 Budget and Year 2 is referred to as the Forecast 2022-2023 Budget. The budget document includes both revenue and expenditure plans in a single document. At the conclusion of the biennial budget review and deliberation process, both years of the biennial budget are presented at a public meeting for the City Council to adopt the authorized funding for the two-year period.

Following adoption, the City Council reviews expenditures and revenues at the mid-year and makes changes as needed. Budgeted appropriations that remain unencumbered at the end of a fiscal year expire and do not roll over to the next year.

Strategic Priorities
In 2019, the City Council developed a List of Strategic Priorities. The exercise grouped the list in four key areas: Infrastructure; Downtown; Emergency Preparedness; and Fiscal Stability. In addition to serving as the foundation for the Budget, the discussion of the Strategic Priorities List is fundamental to the development of the Five-Year Capital Improvement Program, which is a separate document.

Opportunity For Public Review / Schedule
All City Council meetings are open to the public and there can be comment on the items presented. In order to increase the public participation and review of the Budget prior to adoption the Finance Advisory Committee; Library Parcel Tax Review Committee; and Supplemental Sales Tax Oversight Commission receive a presentation as it relates to their programs. Recommendations are made to the City Council prior to final adoption.

The City Council will consider the Preliminary Budget at its public meeting on June 7, 2022. Based on feedback and input the Proposed Final Budget is tentatively scheduled to be submitted to the City Council for adoption on June 21, 2022.

City Manager Responsible For Implementation
As described in the Municipal Code the City Manager is responsible for submittal of the proposed budget to the City Council. In developing the biennial budget, City Staff analyze existing service levels and potential services in light of the strategic priorities and financial constraints. The City’s operating budget summarizes planned expenditures and revenues for all City departments and programs. Each department’s costs are summarized by: type, division/program, and funding sources. Once the Budget is adopted by the City Council the City Manager is responsible to administer the financial plan. 7 H.2.a
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Packet Pg. 188 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment
(Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
High Level Overview
Overview (Excludes Internal Service Funds (ISF) and GO Bond Debt An Internal Service Fund (ISF) collects charges from departments to distribute costs as part of the operating budget. Since the operating department expenditures already include an expense for ISF Operating Charges, they have been excluded from the Overview to avoid duplicating the same expense. General Obligation Bond (GO Bond) debt service is paid from a special property tax rate levied for this purpose. GO Bond Debt Service has been excluded from the Overview to avoid distorting the operating and capital project revenue and expenditures.

Additional detail regarding both the ISF and GO Bonds is included later in this document.

The following tables provide an overview of revenue (source of funding) and expenditures (use of funding) for all funds, with the exception of Debt Service and Internal Service Funds. The Sources and Uses Tables below also include inter-fund transfers.

As shown in the table above:

Fiscal Year 2022-2023
• The total spending for Year 2 (2022-2023) is $30.8 million funded by $30.6 million in revenue which includes inter-fund transfers of $65,008. • General Fund represents 53% of the revenue and 85% of the operating expenditures.

Summary Revenue and Expenditures By Fund
On the following pages are schedules of estimated Beginning and Ending Fund Balance for FY 2022- 2023 for all funds. The formal adoption of the Budget by the City Council, will establish budgeted revenue, expenditures and transfers in these amounts.
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Packet Pg. 189 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment)

CITY OF ORINDA SUMMARY OF APPROPRIATIONS & ESTIMATED FUND BALANCES JULY 1, 2022 - JUNE 30, 2023
YEAR 2 ADOPTED FORECAST: FISCAL YEAR 2022-2023
Estimated
Beginning
Balance 7/1/2022
Revenue
Estimated Transfers In
Estimated
Expenditures
Transfers
Out
Estimated
Ending
Balance
6/30/2023
General Fund
General Purpose 10,260,665 16,216,960 17,340 15,833,863 10,613,434 47,668 Add-On Sales Tax (Measure L) 1,114,087 1,000 961,977 - 153,110 - Add-On Sales Tax (Measure R) 2,375,563 2,899,050 959,190 - 4,315,423 - General & Long Term Plans 530,038 2,000 270,000 - 262,038 - Total General Funds 14,280,353 19,119,010 17,340 18,025,030 15,344,005 47,668 Special Revenue Funds
Gas Tax 1,030,000 252,185 - 987,500 - 294,685
Transportation Impact 777,232 345,000 923,500 - 198,732 - Drainage Impact 1,466,797 150,500 1,048,500 - 568,797 - Tree Mitigation 13,406 600 - - 14,006 -
Park Dedication 384,560 51,000 310,000 - 125,560 -
Federal Grants 1,769,000 - 1,769,000 - - -
State Grants 15,429 297,000 297,000 - 15,429 -
Recycle Grants 163,827 - 124,000 - 39,827 -
Other Grants (6,974) 370,000 370,000 - (6,974) -
Transportation Dev Act (TDA) 2,772 80,000 80,000 - 2,772 - Supplemental Law Enforcement Grant 89,274 136,000 200,000 - 25,274 - CCTA - Return To Source 349,524 514,480 472,000 - 392,004 - CCTA - Projects 0 - - - - 0
CCTA - Regional $ Program 28C 80,153 27,100 27,900 - 79,353 - Rd. Maintenance (Garbage Co.) 519,300 1,102,000 795,000 - 826,300 - Wilder Endowment (6,686) - - - (6,686) -
Field Maintenance Surcharge 245,092 30,500 - - 275,592 - Facility Maintenance Surcharge 110,054 50,750 15,000 - 145,804 - Affordable Housing 136,768 1,000 - 2,000 135,768 -
General Plan Surcharge 66,616 50,900 - - 117,516 -
Permit Technology Surcharge 43,186 18,600 - - 61,786 -
Assessment Dist L-42 9,906 8,835 240 7,365 11,016 600
Assessment Dist M-9 2,716 11,660 40 12,140 2,276 -
Assessment Dist M-11 37,712 - 47,388 68,360 16,740 -
Stormwater Utility 298,377 301,000 297,834 - 301,543 -
Library Parcel Tax 320,841 524,848 656,840 - 188,849 -
Wilder Cmmty Facility District 205,567 467,535 467,235 - 205,867 - Total Special Revenue Funds 5,539,922 7,376,020 47,668 8,931,174 4,015,096 17,340 Capital Funds
Capital General 563,337 - 170,000 - 393,337 -
Oaksprings 287,503 500 - - 288,003 -
Rd & Drainage Stabilization 740,527 5,000 - - 745,527 - GO Bonds 2014 - - - - - -
GO Bonds 2016 - - - - - -
Total Capital Project Funds 1,591,367 5,500 170,000 - 1,426,867 - TOTAL OPERATING & CAPITAL 21,411,642 26,500,530 65,008 27,126,204 20,785,968 65,008 Internal Service Funds (ISF)
Information Systems 546,758 238,160 329,250 - 455,668 - Building Maintenance 885,022 191,950 113,900 - 963,072 - Vehicle Replacement 916,454 154,280 364,770 - 705,964 - Risk Management 564,650 464,410 - - 1,029,060 -
TOTAL ISF 2,912,884 1,048,800 807,920 - 3,153,764 -
Debt Service Funds
2014 GO Bonds (Series A &B) 984,899 1,230,000 1,196,768 - 1,018,131 - 2016 GO Bonds (Series A) 1,250,005 1,707,000 1,618,390 - 1,338,615 - TOTAL DEBT SERVICE 2,234,904 2,937,000 2,815,158 - 2,356,746 - GRAND TOTAL ALL FUNDS 26,559,430 30,486,330 65,008 30,749,282 26,296,478 65,008 10 H.2.a
Packet Pg. 190 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Revenue Overview
The Estimated Revenue for FY 2021-2022 is $26.8 million, which exceeds the budget by $2.2 million for the fiscal year primarily as a result of the American Rescue Plan Act (ARPA) grant of $2.4 million.

The Revised Revenue for FY 2022-2023 is now projected to be $29.4 million, which is $3.1 million greater than the original budgeted amount. This positive variance is again primarily the result to the second round of ARPA funding anticipated to be received early next fiscal year. These totals exclude revenues accounted for in the General Obligation (GO) Debt Service Funds and in the Internal Service Funds. The General Purpose General Fund accounts for 55% of total revenues.

The comparison of “General Purpose” General Fund revenue excludes the Add-On Sales Tax, which although it is a General Fund Revenue. Beginning April 1, 2021 the ½ cent Add-on Sales Tax was replaced with a 1-cent tax that was approved by the voters in November 2020. The expenditure of these taxes is tracked and reported separately in order to share with the public the priorities addressed by this additional revenue source. It has been programmed to be used for repairing streets and roads and is not used for general operations.

General Purpose – General Fund Revenue Highlights –
• Between 74% and 76% of the available revenue comes from taxes o Property Taxes comprise approximately 60%
o General Purpose Sales Tax accounts for 7%
o Franchise Taxes account for 8%
• Staff worked with a Consultant to review Property Tax Trends. The assumed valuations are estimated to increase by 4.5% in FY 2022-23. • Staff worked with the City Sales Tax Consultant to estimate changes in the Sales Tax collected. The methodology applies adjustments based on the category of retail sales using the current mix of retailers. The budget estimates a 3% increase in FY 2022-23 over the Estimated FY 2021-22. The estimate includes an adjustment that would reduce the City’s share of taxes from the County pool. A retailer is examining with the State a revision in the reporting method used, which will reduce payments to the County pool.
• Interest revenue has been budgeted as flat. Rents and interest represent approximately 1% of the total revenue.
• Over 20% of the available revenue comes from Fees and Charges o The largest components are: Parks & Recreation which represents over 50% of this category. Development Services is approximately 1/3 of the Fees and Charges.
• Department Fees and Charges assume minor inflationary increases that are scheduled to be presented for adoption by the City Council on June 21, 2022. • Recreation revenue is projected to increase as programs can be offered and there is a willingness of participants to undertake group activities following the Pandemic.
• The Parks and Recreation Department continues to coordinate the use of OUSD playfields under a joint use agreement.
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Packet Pg. 191 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Revenue Overview
General Fund - Add-On Sales Tax - Highlights
• Revenue from the local add-on sales tax (Measure R), approved in November 2020 and collection began April 1, 2021, is reported separate from the previous voter approved tax.
• The Add-on Sales Tax substantially outpaces the General Sales tax, as it is collected on a different basis. The City received add-on sales tax directly for online transactions delivered to Orinda. Also, the tax is collected on vehicles that are registered to an address in the City. The revenue is now estimated to be approximately $3.4 million per year which exceeds the previous estimated by roughly $500,000.

Special Revenue Funds - Highlights
State Gas Tax:
• The revenue accounts for gas taxes apportioned to the City from the State of California Highway Users Tax Account (HUTA) and the Road Maintenance and Rehabilitation Account (RMRA) dedicated to transportation purposes. • The City receives a special supplemental allocation which is a separate grant to the City in recognition of the City levying taxes for the Street Rehabilitation GO Bonds. $200,000 of the Gas Tax in each of the years is related to this grant.

Federal & State Grants:
• Over $1.7 million in grants are included as funding on several CIP projects.

Details related to the funded projects can be reviewed in the Capital Improvement Plan (CIP).
• As discussed in the CIP some projects are proposed with grant funding (Federal earmarks) that have not been awarded. If the funding is not secured the projects will not move ahead until an adjusted budget is presented. • As noted elsewhere, the Budget as proposed excludes the Federal American Rescue Plan funds. This will be presented as a separate item after adoption of the Budget.

Other Grants / Donations
• As in the past, there are some Capital Projects whose the current scope relies on funding from donations. This includes $235,000 in donations for the MiniPark / Crossroads Project; and $200,000 for the Community Park Renovation.

Wilder Community Facilities District (CFD) Reimbursement • The budgeted revenue of $467,535 in FY 2022-23 is tied to expenditures in providing Police Services as well as park field maintenance in accordance with the District formation documents. The City receives a reimbursement from the CFD Administrator once actual costs are known and after the end of the Fiscal Year.
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Packet Pg. 192 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Revenue Overview
General Obligation Bond Capital Funds
• All proceeds from the two bond issues have been expended and the Capital Project construction funds will be closed as of June 30, 2021.

Internal Service Funds - Highlights
• Information Technology Revenue (charges to operating departments) is proposed to increase in FY 2022-23. The increase is based upon having funding to address replacements as well as the addition of copier replacement to this fund.
• Building Maintenance Revenue (charges to operating departments) is proposed to increase in FY 2022-23 based mostly on inflationary increases.

This fund should be reviewed based on a longer time horizon and the needs identified in the facility condition assessments undertaken in the Fiscal Year 2020-21.
• Fleet Replacement Revenue (charges to operating departments) is proposed to decrease slightly in FY 2022-23 based on the age of the current inventory and to avoid major budgetary impacts on the operating budget. Overall, this fund requires approximately $300,000 to provide adequate reserves. This should be considered one-time funding, for which a $300,000 Unassigned Reserve was established in the General Fund in the FY 2020-2021 Annual Comprehensive Financial Report (ACFR) and is available for this purpose. • Risk Management Revenue (charges to operating departments) is proposed to increase in FY 2022-23 as a result of increasing premiums for insurance.

General Obligation Debt Service Funds - Highlights
• Total revenue from the special taxes levied is estimated at $2.9 million in FY 2022-23. The amount of revenue is based on taxes required to cover the debt payments as established in the financing documents. The City Council adopts a tax rate in August after the assessed value in the Preliminary Tax roll is provided by the County.

The following schedules provide detailed line-item revenue for each fund. 13 H.2.a
Packet Pg. 193 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)

REVENUE - ALL FUNDS
City of Orinda
Fiscal Year 2021-2022 and 2022-2023 - Two Year Operating Budget 2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED (GENERAL FUND - GENERAL)
Property Taxes
Property Taxes
00 00 4100 0 Property Tax 5,749,358 6,015,000 6,015,000 6,285,675 6,285,675 00 00 4116 0 Property Tax Supplemental 88,176 100,000 100,000 100,000 100,000 00 00 4101 0 Homeowners' Relief Tax 31,887 31,850 31,850 31,850 31,850 00 00 4102 0 Documentary Transfer Tax 519,674 400,000 520,000 450,000 150,000 600,000 00 00 4103 0 Property Tax in lieu of VLF 2,379,463 2,525,000 2,525,000 2,655,000 100,000 2,755,000 Subtotal - Property Taxes 8,768,558 9,071,850 9,191,850 9,522,525 9,772,525 250,000 Sales Taxes
00 00 4105 0 Sales Tax 1,116,992 1,215,000 1,300,000 1,240,000 100,000 1,340,000 Subtotal - Sales Taxes 1,116,992 1,215,000 1,300,000 1,240,000 1,340,000 100,000 Other Taxes - TOT / Franchise 0.7%
00 00 4106 0 Transient Occupancy Tax 34,660 75,000 40,000 35,000 35,000 00 00 4107 0 Franchise Taxes 1,161,419 1,190,000 1,190,000 1,225,000 1,225,000 Subtotal - Other Taxes 1,196,079 1,265,000 1,230,000 1,260,000 - 1,260,000 Rents & Interest
00 00 4110 0 Interest Revenue 116,932 125,000 126,000 125,000 125,000 00 00 4111 0 Lease Agreements 22,686 20,500 22,500 20,500 20,500 40 50 4112 0 Library Lease 55,058 56,420 55,420 57,735 57,735 Subtotal - Rents and Interest 194,676 201,920 203,920 203,235 - 203,235 Miscellaneous Revenue
15 00 4790 0 Reimbursement - City Clerk 2,407 2,500 - 2,500 2,500 12 00 4790 0 Reimbursement - Legal Services Planning 210,273 150,000 145,000 150,000 150,000 17 04 4790 0 Reimbursement - Financial Management 1,750 3,000 1,800 3,000 3,000 00 00 4190 0 Miscellaneous Revenue 2,398 1,500 20,852 1,500 1,500 17 04 4190 0 Miscellaneous Revenue-Finance - - - - -
00 00 4199 0 Miscellaneous Fees - 100 270 100 100
10 11 4999 0 Other Revenue-City Council - 1,000 - 1,000 1,000 00 00 4357 0 Grants - Federal 234,707 - - - -
00 00 4230 0 Motor Vehicle Fees - - - - -
00 00 4420 0 Donations - - - - -
Subtotal - Miscellaneous 451,535 158,100 167,922 158,100 - 158,100 Police - Fees and Fines
20 10 4120 0 State Mandated Reimbursements - - 1,394 - - 20 20 4199 0 Miscellaneous Fees 5,134 5,100 3,200 5,000 5,000 20 10 4200 0 Fingerprinting Fees 49 10,000 500 5,000 (4,000) 1,000 20 20 4203 0 Impound Recovery Fees 3,189 3,000 2,785 3,000 3,000 20 20 4231 0 Vehicle Abatement Fees 6,501 8,000 3,400 8,000 8,000 20 20 4235 0 Vehicle Court Fines 15,728 20,000 18,250 25,000 25,000 20 26 4236 0 Parking Fines - Payment 14,447 25,000 16,500 25,000 25,000 20 20 4790 0 Reimbursement - Police Service 11,927 - - - 20 10 4420 0 Donations 10,000 - - - -
Subtotal - Police 66,975 71,100 46,029 71,000 (4,000) 67,000 14 H.2.a
Packet Pg. 194 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)
2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED Engineering Permits - Fees
35 10 4190 0 Miscellaneous Revenue 979 1,000 390 1,000 1,000 35 30 4330 0 Encroachment Permits 102,370 100,000 85,000 100,000 100,000 35 30 4333 0 Engineering Fees 64,542 100,000 62,000 60,000 60,000 35 35 4790 0 Project Reimbursement Revenue 91,766 150,000 145,000 100,000 100,000 35 35 4999 0 Other Revenue - - - - -
Subtotal - Engineering 259,657 351,000 292,390 261,000 - 261,000 Recreation Fees and Rentals
40 44 4400 0 Recreation Classes 863,621 1,000,000 900,000 1,150,000 (150,000) 1,000,000 40 41 4408 0 Sports Facility Surcharge - - - - -
40 50 4409 0 Facility Preservation Surcharge - - - - -
40 50 4410 0 Community Center Rentals 87,202 100,000 165,000 160,000 10,000 170,000 40 41 4415 0 Sports Field Rentals 606,142 425,000 415,000 500,000 500,000 40 44 4419 0 Miscellaneous Recreation Fees 425 1,000 270 1,000 1,000 40 44 4420 0 Donations 8,920 1,000 22,577 1,000 1,000
40 50 4481 0 Wagner Gym Rental Fees 455 40,000 38,000 60,000 60,000 40 44 4490 0 Youth Sports Programs 4,020 150,000 225,000 225,000 225,000 40 44 4790 0 Project Reimbursement - 684 - -
Subtotal - Receation 1,570,785 1,717,000 1,766,531 2,097,000 (140,000) 1,957,000 Development Services Fees
55 10 4191 0 Misc. Fines \ Penalties
55 55 4500 0 Building Inspection Fees 840,897 600,000 650,000 650,000 50,000 700,000 55 55 4501 0 Planning Fees 420,251 400,000 310,000 400,000 400,000 55 55 4502 0 Construction Debris Recycling 500 - - - -
55 00 4503 0 Open Space Addl Sq ft fee - - - - -
55 10 4504 0 Business Registration 17,998 16,500 14,422 16,650 16,650 55 10 4505 0 Business Reg Surcharge (State) 1,462 1,420 1,246 1,450 1,450 55 55 4790 0 Reimbursement - Planning Contracts 68,754 75,000 65,000 80,000 80,000 55 10 4190 0 Miscellaneous Revenue - - - - -
Subtotal - Development Svcs 1,349,862 1,092,920 1,040,668 1,148,100 50,000 1,198,100

TOTAL REVENUE GENERAL PURPOSE
(GENERAL FUND) $ 14,975,119 $ 15,143,890 $ 15,239,310 $ 15,960,960 $ 256,000 $ 16,216,960 Other General Fund (Sub-Accounts)
Add-On Sales Tax (Measure L)
-
00 00 4105 0 Sales Tax - Local Add-On 1,236,586 - 101,688 - - 00 00 4110 0 Interest Add-On Sales Tax 40,218 5,000 16,324 1,000 1,000 35 00 4790 0 Project Reimbursement 114,650 - - -
TOTAL #105 Measure L Add-On Sales Tax $ 1,391,454 $ 5,000 $ 118,012 $ 1,000 $ - $ 1,000 Add-On Sales Tax (Measure R)
00 00 4105 0 Sales Tax - Local Add-On 785,786 2,850,000 3,350,000 2,892,750 500,000 3,392,750 00 00 4110 0 Interest Add-On Sales Tax - 3,300 3,865 6,300 6,300 TOTAL #106 Measure R Add-On Sales Tax $ 785,786 $ 2,853,300 $ 3,353,865 $ 2,899,050 $ 500,000 $ 3,399,050 General and Long Term Planning Reserve
55 00 4110 0 Interest 7,785 3,000 2,470 2,000 2,000
55 00 4503 0 Wilder - Open Space Addl Sq Ft Fee 57,870 - - - Total General Plan Reserve $ 65,655 $ 3,000 $ 2,470 $ 2,000 $ - $ 2,000 15 H.2.a
Packet Pg. 195 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)
2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED

SPECIAL REVENUE FUNDS
State Gas Tax
35 00 4110 0 Interest Revenue 5,031 3,000 1,814 3,000 3,000 35 00 4358 0 Grants - State - 75,118 -
35 00 4706 0 Gas Tax - Section 2107.5 4,000 4,000 4,000 4,000 4,000 35 00 4707 0 Gas Tax - Section 2032 RMRA 352,399 560,000 395,000 570,000 (135,000) 435,000 35 00 4708 0 Gas Tax - Section 2103 126,823 145,000 162,000 147,000 41,000 188,000 35 00 4709 0 Gas Tax - Section 2107 131,047 132,000 154,000 134,000 34,000 168,000 35 00 4710 0 Gas Tax - Section 2105 96,844 105,000 113,000 106,000 17,000 123,000 35 00 4711 0 Gas Tax - Sections 2106 64,004 65,500 72,000 66,000 12,000 78,000 35 00 4999 0 Other Revenue -
Total Gas Tax $ 780,148 $ 1,014,500 $ 976,932 $ 1,030,000 $ (31,000) $ 999,000 Transportation Impact Fees
35 00 4110 0 Interest Revenue 11,581 5,000 5,600 5,000 5,000 35 00 4359 0 Grants Local (LFFA-Signalization) - - - 300,000 300,000 35 00 4707 0 Miscellaneous Revenue - - - -
35 00 4701 0 Transport Impact - Local 132,765 40,000 38,000 40,000 40,000 Total Transportation Impact Fee $ 144,346 $ 45,000 $ 43,600 $ 345,000 $ - $ 345,000 Drainage Impact Fees
35 34 4110 0 Interest Revenue 16,878 2,000 8,000 500 500 35 34 4702 0 Drainage Impact Fees 346,326 150,000 75,072 150,000 150,000 Total Drainage Impact Fees $ 363,204 $ 152,000 $ 83,072 $ 150,500 $ - $ 150,500 Tree Mitigation
00 00 4110 0 Interest Revenue 134 100 43 100 100
00 00 4704 0 Tree Mitigation - 500 - 500 500
Total Tree Mitigation $ 134 $ 600 $ 43 $ 600 $ - $ 600
Park Dedication Fees
40 00 4110 0 Interest Revenue 11,176 5,000 4,500 1,000 1,000 40 00 4420 0 Donations - - - - -
40 00 4703 0 Park Dedication Fees 35,020 50,000 58,313 50,000 50,000 Total Park Dedication $ 46,196 $ 55,000 $ 62,813 $ 51,000 $ - $ 51,000 Federal Grants
35 00 4357 0044 Grants - Federal Seismic Retrofit Miner Rd #0044 103,714 102,700 38,665 266,000 266,000 35 00 4357 0087 Grants - Federal Seismic Retrofit Bear Creek #0087 172,281 195,500 49,768 689,000 689,000 35 00 4357 4138 Grants - Federal -Orinda Wy Pavement #4138 - 620,000 610,000 - - 35 00 4357 3066 Grants - Federal - Camino Pablo Path #3066 - 40,000 40,000 464,000 464,000 35 00 4357 3608 Grants - Federal - Signal Improvements#3608 - 50,000 50,000 350,000 350,000 Total Federal Grants $ 275,995 $ 1,008,200 $ 788,433 $ 1,769,000 $ - $ 1,769,000 ARPA State & Local Fiscal Relief
0 00 4357 0 Grants - Federal - ARPA - - 2,383,361 2,383,361 2,383,361 Total Recycle Grants $ - $ - $ 2,383,361 $ - $ 2,383,361 $ 2,383,361 16 H.2.a
Packet Pg. 196 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)
2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED State Grants
35 00 4358 0044 Grants - State (#0044 - Seismic Retrofits) - 8,300 8,300 35,000 35,000 35 00 4358 0087 Grants - State (#0087 - Seismic Retrofits) - 8,500 8,500 77,000 77,000 35 00 4358 4185 Grants - State (#4185 - Rd Safety Plan) - 40,000 40,000 - - 40 00 4358 4164 Grants - State (#4164)- PSPS Solar Back-Up - - - - 40 00 4358 4112 Grants - State (#4112)- Prop 68 Park Bond - - 177,000 177,000 50 00 4358 4163 Grants - State (#4163) Precise Plan 103,513 120,000 120,000 8,000 8,000 Total State Grants $ 103,513 $ 176,800 $ 176,800 $ 297,000 $ - $ 297,000 Recycle Grants
00 00 4110 0 Interest Revenue 2,729 - 582 - -
35 00 4358 0 Grants - State Rubberized Asphalt Paving - - - - 40 00 4358 0 Grants - State - Recycling Annual Funds 5,016 - 5,000 - 5,000 5,000 Total Recycle Grants $ 7,745 $ - $ 5,582 $ - $ 5,000 $ 5,000 Other Grants -
40 00 4359 4061 Grants - Local (#4061)-Wilder Fields EBRPD 148,802 - - - 50 0 4359 5501 Grants ABAG (#5501) Housing Element - 79,000 79,000 - - 40 00 4420 4103 Donations (#4103) Mini Park / Crossroads - 235,000 200,000 - - 40 00 4420 4112 Donations - (#4112) Community Park - - 200,000 200,000 35 00 4420 Donations - San Pablo Median Landscape - - - - 35 00 4359 4177 GRANTS - Rule 20A Undergrounding (#4177) - - 170,000 170,000 35 00 4790 0 Project Reimbursement EBMUD - - - -
Total Other Grants $ 148,802 $ 314,000 $ 279,000 $ 370,000 $ - $ 370,000 Transportation Development Act
35 00 4358 Grants - State 19,200 -
35 00 4359 4076 Grants - Local 25,000 25,000 -
35 00 4359 4128 Grants - Local 51,500 51,500 -
35 00 4359 4168 Grants - Local 44,192 35,800 35,800 80,000 80,000 Total Transportation Dev Act Grants $ 44,192 $ 112,300 $ 131,500 $ 80,000 $ - $ 80,000 Supplemental Law Enforcement Services Fund
00 00 4110 0 Interest Revenue 2,011 1,500 688 1,000 1,000 20 00 4358 0 Grants - State 156,727 135,000 134,447 135,000 135,000 Total SLES Fund $ 158,738 $ 136,500 $ 135,135 $ 136,000 $ - $ 136,000 CCTA - Return to Source Transportation
35 00 4110 0 Interest Revenue 8,822 3,000 2,597 2,000 2,000 35 00 4310 0 CCTA Revenue 437,972 502,430 485,000 512,480 512,480 Total CCTA - RTS $ 446,794 $ 505,430 $ 487,597 $ 514,480 $ - $ 514,480 CCTA - Projects
35 00 4110 0 Interest Revenue - - -
35 00 4310 4128 CCTA Revenue - 400,000 -
55 00 4310 0 CCTA Revenue - - -
Total CCTA - Projects $ - $ 400,000 $ - $ - $ - $ -
CCTA - Program 28C (Sub-regional Allocation)
35 00 4110 0 Interest Revenue 759 200 268 200 200
35 00 4310 0 CCTA Revenue 26,974 26,900 26,900 26,900 26,900 Total CCTA - Program 28C $ 27,733 $ 27,100 $ 27,168 $ 27,100 $ - $ 27,100 Road Maint. Fee (Solid Waste Provider)
35 00 4110 0 Interest Revenue 9,233 1,000 3,569 2,000 2,000 35 00 4233 0 Road Maintenance Fees 1,101,569 1,100,000 1,102,000 1,100,000 1,100,000 17 H.2.a
Packet Pg. 197 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)
2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED Total Road Maintenance $ 1,110,802 $ 1,101,000 $ 1,105,569 $ 1,102,000 $ - $ 1,102,000 Wilder Community Maintenance Endowment
40 00 4110 0 Interest Revenue 14,207 500 4,072 -
Total Wilder Maintenance Endowment $ 14,207 $ 500 $ 4,072 $ - $ - $ - Field Maintenance Surcharge Fee (New FY 2020)
40 00 4110 0 Interest Revenue 2,063 500 793 500 500
40 41 4408 0 Sports Facility Surcharge 37,428 20,000 20,220 30,000 30,000 Total Field Maintenance Surcharge $ 39,491 $ 20,500 $ 21,013 $ 30,500 $ - $ 30,500 Facility Improvement Surcharge (New FY 2020)
40 50 4110 0 Interest Revenue 878 500 307 500 500
40 50 4409 0 Facility Improvement Surcharge 23,905 37,500 13,000 50,250 50,250 Total Facilty Maintenance Surcharge $ 24,783 $ 38,000 $ 13,307 $ 50,750 $ - $ 50,750 Affordable Housing
55 00 4110 0 Interest Revenue 1,437 500 459 500 500
55 00 4190 0 Miscellaneous Revenue 500 500 750 500 500
Total Affordable Housing $ 1,937 $ 1,000 $ 1,209 $ 1,000 $ - $ 1,000 General Plan Surcharge
55 00 4110 0 Interest Revenue 1,047 500 850 900 900
55 00 4506 0 General Plan Surcharge 52,803 50,000 23,000 50,000 50,000 Total General Plan Surcharge $ 53,850 $ 50,500 $ 23,850 $ 50,900 $ - $ 50,900 Permit Technology Surcharge (New Fee FY 2020)
55 00 4110 0 Interest Revenue 212 100 195 100 100
55 00 4506 0 Permit Technology Surcharge 15,753 18,000 8,000 18,500 18,500 Total Permit Technology Surcharge $ 15,965 $ 18,100 $ 8,195 $ 18,600 $ - $ 18,600 Special Assessment District L-42
40 00 4100 0 Property Tax 8,548 8,705 4,727 8,825 (120) 8,705 00 00 4110 0 Interest Revenue 67 10 23 10 10
Total LLD (L-42) $ 8,615 $ 8,715 $ 4,750 $ 8,835 $ (120) $ 8,715 18 H.2.a
Packet Pg. 198 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)
2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED Special Assessment District M-9
40 00 4100 0 Property Tax 11,292 11,498 11,498 11,650 (152) 11,498 00 00 4110 0 Interest Revenue 10 10 2 10 10
Total LLD (M-9) $ 11,302 $ 11,508 $ 11,500 $ 11,660 $ (152) $ 11,508 Special Assessment District M-11
40 00 4100 0 Property Tax 37,763 37,712 37,715 37,712 37,712 00 00 4110 0 Interest Revenue - - - - -
Total LLD (M-11) $ 37,763 $ 37,712 $ 37,715 $ 37,712 $ - $ 37,712

STORM WATER UTILITY
35 34 4110 0 Interest 1,488 500 725 500 500
35 34 4199 0 Miscellaneous Fees 1,396 500 500 500
35 34 4712 0 NPDES Revenue 316,547 310,000 312,000 300,000 300,000 Total Stormwater Utility $ 319,431 $ 311,000 $ 312,725 $ 301,000 $ - $ 301,000 Library Parcel Tax
47 00 4100 0 Property Tax 522,468 523,158 523,150 523,848 523,848 47 00 4110 0 Interest Revenue 2,278 1,000 1,500 1,000 1,000 Total Library Parcel Tax $ 524,746 $ 524,158 $ 524,650 $ 524,848 $ - $ 524,848 Wilder Community Facilities District
20 20 4100 0 Property Tax - Police Services 156,228 185,000 165,000 190,550 190,550 40 41 4100 0 Property Tax - Park Services and Maintenance 203,306 266,200 225,000 276,685 276,685 00 00 4110 0 Interest Revenue 685 300 168 300 300
Total Wilder CFD $ 360,219 $ 451,500 $ 390,168 $ 467,535 $ - $ 467,535

CAPITAL PROJECT FUNDS
Capital Improvement - General
35 00 4190 0 Miscellaneous Revenue
4357 0 Grants - Federal
4358 0 Grants - State
4790 0 Project Reimbursement 20,000 20,000
Total General Capital (#700) $ - $ 20,000 $ 20,000 $ - $ - $ - Oaksprings Capital Fund
4110 0 Interest Revenue 3,000 500 954 500 500
Total Oaksprings $ 3,000 $ 500 $ 954 $ 500 $ - $ 500
Road and Drainage Stabilization Fund
35 00 4110 0 Interest Revenue 8,653 5,000 2,744 5,000 5,000 35 10 4999 0 Other Revenue
Total Road & Drainage Stabilization $ 8,653 $ 5,000 $ 2,744 $ 5,000 $ - $ 5,000 19 H.2.a
Packet Pg. 199 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)
2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED 2016 General Obligation Bonds-Capital
35 00 4110 0 Interest Revenue 3,701 - -
35 00 4190 0 Miscellaneous Revenue - - -
35 00 4790 0 Project Reimbursement - Utilities - - -
Total 2016 GO Bonds $ 3,701 $ - $ -

GRAND TOTAL ALL FUNDS
(Excl. Debt and Internal Service Funds) $ 22,304,019 $ 24,552,313 $ 26,777,114 $ 26,244,530 $ 3,113,089 $ 29,357,619 (Internal Service Funds and Debt - See Next Page)
20 H.2.a
Packet Pg. 200 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Year 2022-2023 Mid-Cycle
Revenue Budget Update (All Funds)
2020-2021 2021-2022 2021-2022 2022-2023 2022-2023 2022-2023

REVENUE ACTUAL ADOPTED ESTIMATED ADOPTED ADJUSTMENT REVISED

INTERNAL SERVICE FUNDS (ISF)
Information Technology ISF
00 00 4110 0 Interest Revenue 4,562 3,000 3,200 3,000 3,000 00 00 4190 0 Miscellaneous Revenue 4,530 -
00 00 4899 0 Charges For Indirect Costs 200,000 231,670 231,670 235,160 235,160 Total Info Technology ISF $ 204,562 $ 234,670 $ 239,400 $ 238,160 $ - $ 238,160 Building Maintenance Fund
00 00 4110 0 Interest Revenue 9,209 2,000 3,148 2,000 2,000 00 00 4899 0 Charges For Indirect Costs 165,340 177,030 156,610 188,950 188,950 Total Building Maint ISF $ 174,549 $ 179,030 $ 159,758 $ 190,950 $ - $ 190,950 Fleet Replacement ISF
00 00 4110 0 Interest Revenue 6,686 2,000 2,340 2,000 2,000 00 00 4146 0 Disposal of Fixed Asset 790 5,000 1,000 1,000 00 00 4899 0 Charges For Indirect Costs 159,455 138,120 138,120 151,280 151,280 Total Fleet Replacement ISF $ 166,931 $ 145,120 $ 140,460 $ 154,280 $ - $ 154,280 Risk Management (Liability / Property Insurance) ISF
4110 0 Interest Revenue 909 500 241 500 500
4899 0 Charges For Indirect Costs 392,160 443,220 443,220 463,910 463,910 4999 0 Other Revenue 37,091 -
Total Fleet Replacement ISF $ 393,069 $ 443,720 $ 480,552 $ 464,410 $ - $ 464,410 GRAND TOTAL ISF FUNDS $ 939,111 $ 1,002,540 $ 1,020,170 $ 1,047,800 $ - $ 1,047,800

GENERAL OBLIGATION DEBT SERVICE FUNDS
2014 GO Bond Debt Service (Series A and Series B)
00 00 4100 0 Property Tax 1,105,365 1,150,000 1,150,000 1,225,000 1,225,000 00 00 4110 0 Interest Revenue 11,452 5,000 1,402 5,000 5,000 00 00 4150 0 Bond Proceeds -
Total 2014 GO Debt Service $ 1,116,817 $ 1,155,000 $ 1,151,402 $ 1,230,000 $ - $ 1,230,000 2016 GO Bond Debt Service (Series A)
00 00 4100 0 Property Tax 1,512,888 1,550,000 1,550,000 1,700,000 1,700,000 00 00 4110 0 Interest Revenue 14,439 7,000 1,770 7,000 7,000 00 00 4150 0 Bond Proceeds -
Total 2016 GO Debt Service $ 1,527,327 $ 1,557,000 $ 1,551,770 $ 1,707,000 $ - $ 1,707,000 GRAND TOTAL DEBT SERVICE FUNDS $ 2,644,144 $ 2,712,000 $ 2,703,172 $ 2,937,000 $ - $ 2,937,000 21 H.2.a
Packet Pg. 201 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Staffing Levels
The City of Orinda provides municipal services that include public safety, public works, parks and recreation, and planning services. The City’s current regular employee staffing level consists of 34.5 Full-Time Equivalent (FTE) positions supplemented by part-time employees.

Sworn Police Services are provided under an agreement with the Contra Costa County Sheriff’s Office.

Public Works maintenance services are augmented by work performed by MCE Corporation, a private contractor.

This staffing level is a reduction from a total of 38 authorized positions in Fiscal Year 2017-2018. Given the City’s limited discretionary resources, the evaluation of sustainable staff resources has fluctuated over time.

An Organization Chart and historical comparison of staffing levels are included on the following pages. 22 H.2.a
Packet Pg. 202 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Fiscal Year 2022‐2023 Organizational Chart
ORINDA

CITIZENS
Accountant
Senior Assistant
Planning Engineer Engineer
(2 FTE)
Maintenance
Worker I/II/III
(3 FTE)
FTE = Full Time Equivalent
All positions are 1 FTE unless otherwise noted
Parks &
Facilities
Supervisor
Facilities
Maintenance
Worker I/II
Senior
Management
Analyst
(2 FTE)
Recreation
Supervisor
II
Recreation
Coordinator
Admin Accounting
Technician III
(2 FTE)
Manager
Assistant II
(1.5 FTE) (2 FTE)
Senior
City
Council
City
Manager
Human
Resources
Public Works
Supervisor
Senior
Admin
(5 members)
Director of City Clerk
Public Works
City
Police
Officers
(11 Contract)
Senior
Planner
Assistant /
Associate
Sergeant
(2 Contract)
Police
(1 FTE)
Planner
Senior
Admin
Assistant
Administrative
Services
Director
Director of
Parks &
Recreation
Chief of
Police
(Contract)
Director of
Planning
Attorney
(Contract)
Technician
Public Works
Inspector
City
Engineer
Senior
Admin Asst
Assistant
(1 FTE)
(1FTE)
Office
Assistant
23 H.2.a
Packet Pg. 203 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment)

CITY OF ORINDA STAFFING BY POSITION
CITY POSITIONS FY 2021 PROPOSED YEAR 2 DIFFERENCE
FY 2018 FY 2019 FY 2020 CURRENT FY 2022 FY 2023 PROPOSED City Manager 2.10 0.90 0.90 1.00 2.00 2.00 -
City Manager 0.90 0.90 0.90 1.00 1.00 1.00
Sr. Management Analyst 1.00 - - - 1.00 1.00
Office Assistant (Allocated) 0.20 - - - - -
City Clerk 1.20 1.50 2.00 2.00 2.00 2.00 -
City Clerk 1.00 1.00 1.00 1.00 1.00 1.00
Office Assistant - - 1.00 1.00 1.00 1.00
Office Assistant (Allocated) 0.20 0.50 - - -
Administrative Services
(Finance / Human Resources) 4.70 5.00 5.00 5.00 5.00 5.00 - Director of Finance 1.00 1.00 1.00 - - -
Administrative Services Director 1.00 1.00 1.00
Accountant 0.50 - - - - -
Senior Accountant - 1.00 1.00 1.00 1.00 1.00
Accounting Technician II/III 2.00 2.00 2.00 2.00 2.00 2.00 Office Assistant (Allocated) 0.20 - - - - -
Human Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00
Police 2.50 1.50 1.00 1.00 1.00 1.00 -
Receptionist/Secretary - -
Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Officer 1.00 - - - - -
Office Assistant (Allocated) 0.50 0.50 - - - -
Public Works & Engineering Services 12.00 11.00 12.00 11.00 11.00 11.00 - Assistant Engineer - 1.00 1.00 1.00 1.00 1.00
Associate Engineer 2.00 - - - - -
Senior Civil Engineer 1.00 1.00 2.00 2.00 2.00 2.00
City Engineer - 1.00 1.00 1.00 1.00 1.00
Director Public Works 1.00 - - - - -
Director of Public Works - 1.00 1.00 1.00 1.00 1.00
Maintenance Worker I - 1.00 1.00 1.00 1.00 1.00
Maintenance Worker II 3.00 1.00 1.00 1.00 1.00 1.00
Maintenance Worker III 1.00 1.00 1.00 1.00 1.00 1.00
P.W. Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Public Works Inspector 1.00 1.00 1.00 1.00 1.00 1.00
Sr. Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Project Based - Limited Term 1.00 1.00 1.00 - - -
Parks & Recreation 10.50 9.50 9.50 8.50 8.50 8.50 -
Director of Parks & Recreation 1.00 1.00 1.00 1.00 1.00 1.00 Recreation Supervisor I/II 1.50 1.50 1.50 1.00 1.00 1.00 Recreation Coordinator 2.00 2.00 2.00 2.00 2.00 2.00
Facilities & Parks Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Facility Maintenance Worker I 2.00 1.00 1.00 1.00 1.00 1.00 Facility Maintenance Worker II 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant II* 2.00 2.00 2.00 1.50 1.50 1.50 * Administrative Assistant II position vacant / Funded 0.5FTE Planning 5.00 6.00 6.00 5.00 5.00 5.00 -
Director of Planning 1.00 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 2.00 2.00 1.00 1.00 1.00
Assistant / Associate Planner - 2.00 1.00 1.00 1.00 1.00 Planning Technician 2.00 - 1.00 1.00 1.00 1.00
Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00

SUBTOTAL REGULAR CITY POSITIONS
Subtotal 38.00 35.40 36.40 33.50 34.50 34.50 0.00
Contract (Contra Costa County Sheriffs Office assigned to Orinda = 14 FTE) Contract - Police Services 14.00 14.00 14.00 14.00 14.00 14.00 - Police Manager 1.00 1.00 1.00 1.00 1.00 1.00
Sergeant 2.00 2.00 2.00 2.00 2.00 2.00
Deputies 9.00 9.00 9.00 9.00 9.00 9.00
Relief Deputy 1.00 1.00 1.00 1.00 1.00 1.00
Investigator 1.00 1.00 1.00 1.00 1.00 1.00

GRAND TOTAL CITY & CONTRACT POLICE
TOTAL COMBINED 52.00 49.40 50.40 47.50 48.50 48.50 0.00 * In addition, there are part-time seasonal, hourly staffing in all departments with the Parks & Recreation Department accounting for the largest use of part-time program Staff. Part-Time Staff are also used for Parking Enforcement duties. 24 H.2.a
Packet Pg. 204 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Operating Budget Overview (*Excludes: Capital Projects, ISF & GO Bonds) As outlined below total Operating Budget Expenditures (*All Funds) are proposed as $18.7 million in FY 2022-23. The following tables display the “Operating Budget” by fund. The General Fund is the most significant source of funding, representing 85% of the “Operating Budget” expenditures.

OPERATING BUDGET BY FUND
The Table below summarizes the “Operating Budget expenditures (all funds) by City Department.

Operating Expenditure Budget By Department
The final summary / overview of the “Operating Budget” provides a summary by type of expense. 25 H.2.a
Packet Pg. 205 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Operating Budget Overview (*Excludes: Capital Projects, ISF & GO Bonds) Operating Expenditure Budget By Type
Highlights Operating Expenditures:
• Salaries & Benefits are approximately 32% of the budgeted expense. • The budget includes a 3% cost of living adjustment along with associated benefits. • Contract Services account for 48% of the budgeted expenditures. Significant contracts include:
o Police Services (including Animal Control, Dispatch, and other support services) $5.3 million in FY 2022-23
• Parks & Recreation – Instructors and Landscaping Services approximately $1.6 million in FY 2022-23
Highlights Operating Expenditures By Department:
• Public Safety / Police costs account for 31% of the operating expenditures. • The next largest area of expense is Parks & Recreation which includes Parks, Recreation Programs, and Facilities and represents 23% of the expenditures.

The next section provides additional detailed summaries and narrative descriptions for each Department and Program.
26 H.2.a
Packet Pg. 206 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) This page is intentionally left blank
27 H.2.a
Packet Pg. 207 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)

DEPARTMENT / PROGRAM

SUMMARIES AND

NARRATIVES
28 H.2.a
Packet Pg. 208 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Council
Description:

The City Council is the elected policy-making body for the City of Orinda. It is comprised of five members elected at-large who serve four-year overlapping terms. The Council members are volunteers and receive no compensation for their services. The Mayor is elected by the City Council from among its members. The City Council has stated its guiding policies to keep the Orinda government small but service oriented, keep the City’s fiscal condition sound and preserve an adequate fund balance, and operate an effective, common sense local government.

Staffing Level:

There are no paid positions or staffing assigned to this program.

Divisions / Programs
The City Council Budget activity in most financial reports is combined as “City Management” which combines both the City Council division and a division for City Manager. For Budget purposes the City Council program is being presented as a separate component.

Highlights:
• The regular City Council meetings are conducted twice each month and additional special meetings are scheduled on an as needed basis.
• The City Council is responsible for establishing strategic policy goals and priorities for all City Services. The discussion and adoption of the policies occur at public meetings with an opportunity for public input.
• City Council Members serve as an advocate for the City with regards to State and Regional Policies that impact City services and quality of life. • Members serve in a quasi-judicial capacity for hearing the appeal of land use applications as provided for in the Orinda Municipal Code.
• The City Council adopts the Budget and spending plan. • The City Council appoints the City Manager and the City Attorney positions. • Appoint volunteer community members to locally established Commissions, Committees, and Boards.
29 H.2.a
Packet Pg. 209 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Council
Analysis:

The estimated FY 2021-22 expense is projected to be approximately $7,865 less than the budget.

Contributing factors were the City not hosting the County Mayors Conference and fewer meeting expenses since regularly scheduled conferences were either canceled or conducted on-line.

The Revised FY 2022-23 budget provide the same level of service consistent with a typical year where conference and meeting events are conducted.

The funding for this activity is all from the City General Fund. 30 H.2.a
Packet Pg. 210 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Manager
Description:

The City Manager is responsible for implementing the policy direction as established by the City Council.

This includes enforcing all laws and ordinances enacted by the City, and managing all personnel and contractors providing services to the citizens of Orinda. The City Manager’s Budget also includes the budget for administrative support of programs and services implemented with Measure R Funds.

Staffing Level:

Divisions / Programs
The City Manager’s Budget activity in most financial reports is combined as “City Management” which combines both the City Manager division and a division for City Council. For Budget purposes, the City Manager program is being presented as a separate component.

Services / Responsibilities:
• Provide responsible leadership, management, and strategic planning for the City and oversees the implementation of City Council policy priorities and objectives. • Responsible for the general administration and oversight of all City departments, guides the annual budget process, coordinates the City Council agenda process, and provides direct support to the City Council. The office also administers and monitors the City’s franchise agreements and a variety of service-related agreements. • Manage, coordinate, and monitor progress on development and infrastructure projects to ensure their completion in an orderly and timely manner
• Monitor citizen input, inquiries, and correspondence and monitor staff response • Work with ad-hoc citizen committees to develop solutions to problems impacting the Orinda community
• Establish ongoing communication with Orinda residents • Evaluate overall City operations to create an increasingly efficient and responsive organization • Enhance customer service focus among employees
• Provide direction and oversight of Staff assigned to implement new programs and services with the Measure R Funds approved by the voters in November 2020. 31 H.2.a
Packet Pg. 211 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Manager
Analysis:

The estimated FY 2021-22 expense is projected to be approximately the same as the budget with a small estimated savings of approximately $29,000 in the General Fund. There is a larger estimated saving in the Measure R funded portion of the City Manager budget of approximately $96,000 which is due primarily to timing in hiring the Senior Analyst. There was a change in the City Manager position beginning in April 2021 and the regularly scheduled hours increased from 0.9 FTE to 1.0FTE.

The Proposed FY 2022-22 budget includes the expenditures related to programs and services funded by Measure R Sales Tax, which was implemented on April 1, 2021. This includes the addition of 1 fulltime Senior Management Analyst position in fiscal year 2021-2022, which is funded 80% from Measure R and 20% from the General Fund. Additional expenditures proposed to be funded from Measure R include $60,000 proposed for assistance with efforts to obtain grants; and $150,000 for professional assistance with public information and communications. Beyond the addition of 20% of the Senior Management Analyst, the General fund portion of the Budget reflects largely a continuation of existing expenses and service levels, and no adjustment is recommended.

As shown in the Department Funding Summary activities, this Department is funded from two different sources. More than 60% of the FY 2022-23 expenses are supported by the General Fund. 32 H.2.a
Packet Pg. 212 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Attorney / Legal Services
Description:

The City Attorney is appointed by the City Council to provide ongoing legal support to the Council and City Staff. Responsibilities include providing legal advice on a wide range of issues; preparing ordinances and resolutions; reviewing contracts and other agreements; and managing litigation. The City contracts with the firm of Shute, Mihaly & Weinberger LLP for the core City Attorney services.

Among the services provided by the firm is legal support required in association with the review and approval of major development applications. These activities are fully reimbursed by the applicant. In addition, the City has a separate agreement for specialized Labor Relations / Human Resources services with Mouser Law Firm.

Staffing Level:

There are no City Staff associated with this activity. All services are provided as a contract service with private law firms.

Divisions / Programs
This Budget activity does not contain separate divisions or programs.

Services / Responsibilities:
• Attend regular Council meetings; attend special meetings and workshops, as needed • Attend Commission and Committee meetings as needed
• Draft and/or review ordinances, resolutions, contracts, and other legal documents • Advise regarding land use and other appeals
• Advise regarding legal issues raised by subdivisions and other development proposals submitted to the City for review
• Advise regarding property acquisition and other legal issues raised by Capital Improvement Program projects
• Advise regarding labor relations issues arising from contract negotiations. • Advise regarding employee relations issues when necessary, including discipline matters. • Represent the City in litigation that is not covered by the City’s insurance provider. • As needed work with outside defense counsel in litigation covered by the City’s insurance provider.
• Review and make recommendations on pending litigation • Provide regular reports to the Council regarding legal activities • Provide training as needed regarding the Brown Act, Public Records Act, and Political Reform Act (conflicts of interest)
• Assist the Council and staff in limiting litigation exposure and containing legal costs 33 H.2.a
Packet Pg. 213 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Attorney / Legal Services
General Fund Fees & Charges Offsetting Department General Fund Costs:

The cost of City Attorney services associated with development applications is billed to the applicant on a reimbursement basis. Expenses are also tracked in a separate account (“Attorney-Billed Services”).

Analysis:

The estimated FY 2021-22 expense is estimated to be approximately $156,500 less than the total budget. The budgetary savings are primarily due to significantly fewer hours expended on litigation related legal services than budgeted. In addition, significant savings are expected due to a much lower rate of utilization for Human Resources related legal services. The time required related to contracts related to Measure R was also less than the amount budgeted. 34 H.2.a
Packet Pg. 214 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Attorney / Legal Services
The proposed budget for FY 2022-23 includes an inflationary adjustment of approximately 3% over FY2021-2022 and an allowance to accommodate fluctuations in workloads. The City is billed for legal services based on the number of hours used. During the period covered by this budget, the City will be adjusting to numerous changes in State housing laws, updating its Housing Element as required by State law, and going through its Downtown Planning Process.

Those activities are likely to require higher than typical levels of legal assistance to the Planning Department. As a result, throughout the two-year budget cycle, the required legal services for Planning Department matters will need to be monitored to assess any budgetary impact beyond the base level of appropriations.

The Litigation line item includes a contingency as expenses can fluctuate based on the number of matters that may be active in any given year. In the past $100,000 has been allocated for this purpose. A small allowance has been budgeted from the Measure R Fund, in the event there is the need for additional agreements or other legal services review.

The funding for this activity is mostly from the City General Fund, with $5,000 budgeted from Measure R.
35 H.2.a
Packet Pg. 215 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Clerk
Description:

The City Clerk’s Office serves as a liaison and primary point of contact for the City Council, City departments, and the general public regarding the legislative history and operations of the City. The City Clerk is the local official for elections, the Political Reform Act, the Maddy Act, the Public Records Act, and the Brown Act. The City Clerk manages key City records to ensure that all actions on Agendas, Ordinances, Resolutions, Minutes, and Agreements are properly executed, recorded, and filed. The City Clerk is responsible for maintaining the official records of the City. The City Clerk maintains custody of and affixes the City Seal to legal documents and administers the Oath of Office to newly elected Council members and appointed Commissioners. The City Clerk also supervises the Office Assistant position which is assigned to this Department and generally serves all Administrative Departments at City Hall.

Staffing Level:

The proposed Budget contains no changes in the staffing for this activity. It should be noted that the Office Assistant position also supports administrative tasks for the City Manager, Human Resources, Finance, and serves as the Central Receptionist. All costs for the position are reported as part of the City Clerk Budget.

Divisions / Programs
The City Clerk Budget includes a separate program for Elections in order to isolate the election costs which are not repeated each year.

Services / Responsibilities:
• Maintain all official City records, contracts, and agreements • Provide research and information services to the public and City staff as required • Administer the City’s Conflict of Interest Code and serve as Filing Official for FPPC • Prepare City Council agendas and supporting documents for distribution • Serve as staff support during all City Council meetings and records of the meeting • Prepare and maintain lists of Boards and Commissions as required by State Law • Coordinate Commission and Committee administration and recruitment • Publish legal notices and ordinances; notarize, certify, and record official City documents • Process Liability Claims and Lawsuits, and Manage Bid Opening Process • Maintain Municipal Code
• Conduct City Elections
• Manage the processing and review of City contracts
2019-2020
Actual
2020-2021
Actual
2021-2022
Proposed
2022-2023
Forecast
Department Staff
City Clerk 1.00 1.00 1.00 1.00
Office Assistant 1.00 1.00 1.00 1.00
Sub-total Staff 2.00 2.00 2.00 2.00
36 H.2.a
Packet Pg. 216 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
City Clerk
General Fund Fees & Charges Offsetting Department General Fund Costs:

Minor revenue is collected to reimburse for Geologic Hazard Abatement District Clerk of the Board services and in election years candidates who elect to have a statement in the voter guide also reimburse the printing costs.

Department Expenses
Analysis:

The estimated FY 2021-22 expense is projected to be approximately $6,000 less than the budget.

Contributing factors were primarily reduced costs for operating expenses and expenses for conferences and meetings.

In FY 2022-23 the costs in the Specialized Department Expenses increase based on the inclusion of $31,500 for Election Services. The amount included is an estimate to accommodate the regular City Council election that would occur in November 2022.

The funding for this activity is all from the City General Fund. 37 H.2.a
Packet Pg. 217 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Administrative Services (Finance & Human Resources)
Description:

The Administrative Services function provides internal support activities to all departments in the areas of Finance and Human Resources. The Administrative Services Director serves as the City Treasurer and also coordinates risk management activities related to general liability and property insurance.

Human Resources Manager provides for the administration of the City’s risk management functions related to workers’ compensation and occupational health and safety.

Staffing Level:

Divisions / Programs
The Administrative Services Budget includes three separate divisions: Finance; General Services; and Human Resources. Information Technology contracts are coordinated by existing Finance Staff, however, the operating costs are accounted for in the Information Technology Internal Service Fund.

Finance is responsible for maintaining detailed financial records; accounts payable; accounts receivable; payroll; fixed asset management; financial planning, forecasting and reporting; banking; annual audit; budget development; debt administration; coordination of the City’s investments; and Risk Management. General Services include supplies and services that are utilized by all departments. In the past, this program included allocations of Staff. Human Resources manages wage, salary and benefits administration, recruitment and selection, employee and labor relations, citywide employee training and recognition programs as well as administration of the City’s risk management functions related to workers’ compensation and occupational health and safety.

Services / Responsibilities:

Finance
• Prepare and manage financial records and reports including the biennial budget; mid-year budget analysis; mid-cycle budget revisions; State reporting; tax reporting; etc. • Coordinate the annual audit.
• Staff support to the Finance Advisory Committee and Library Parcel Tax Oversight Committee • Administer the City’s special assessment districts; general obligation taxes; and parcel taxes. • Update the fee schedule on an annual basis.
• Process payroll biweekly, vendor payments, and track and collect accounts receivable. • Review and prepare information required for the Financial Section of City Council Reports 38 H.2.a
Packet Pg. 218 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Administrative Services (Finance & Human Resources)
Human Resources
• Maintain and coordinate the negotiated terms of the Memorandum of Understanding, including amendments as required, with the Teamsters Local Union No. 856; and terms and conditions of employment for Unrepresented Employees (management and mid-management groups) • Provide staff assistance to management relating to employee relations • Conduct recruitments to identify eligible applicants and secure highly qualified candidates • Maintain and update personnel records; personnel policies; and personnel procedures. • Coordinate training opportunities for all personnel
• Evaluate the City of Orinda Personnel Rules manual and make appropriate revisions as needed General Fund Fees & Charges Offsetting Department General Fund Costs:

The Department receives a small reimbursement from the Orinda GHAD for providing Treasurer and a charge for Audit services was added beginning FY 2021/2022. 39 H.2.a
Packet Pg. 219 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Administrative Services (Finance & Human Resources)
Analysis:

The estimated FY 2021-22 expense is projected to be approximately $56,688 (5%) less than the budget.

Major contributing factors in the savings included fewer credit card fees incurred during the pandemic as more fees were collected by check; net salary savings due to vacancy; and reduced Consultant costs in the General Services Program. Additional savings in services and supplies were related to primarily lower than anticipated needs during the COVID 19 Pandemic. These savings were offset by increased recruitment costs associated with the Administrative Services Director, Public Works Director, City Engineer, and other positions.

The proposed FY 2022-23 Budgets include salary and benefits without any change in the proposed staffing levels. Costs associated with health insurance coverage for an employee whose predecessor chose medical-in-lieu payments to result in the $30,000 adjustment needed for FY 2022-2023. The proposed Budget also adds the consultants, cost associated with monitoring the Measure R Sales Tax.

This is estimated at $4,000 in FY 2022-23 and will be paid for from Measure R funds. Nearly all funding for this activity is from the City General Fund. An appropriation is made from Measure R funds as discussed above.

40 H.2.a
Packet Pg. 220 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Safety
Description:

Police Services are provided through a contract with the Contra Costa County Office of the Sheriff. The contract cost of the services is based on the costs billed to contract agencies. The City may select the level of services provided by requesting adjustments to the staffing level. The City purchases the patrol vehicles and other equipment. A City employee in the classification of Senior Administrative Assistant, provides support to the Office. The City also provides part-time Parking and Traffic Specialists to enforce parking regulations. The day-to-day Parking Enforcement activities are managed under the direction of the Public Works Department. This budget also includes the cost of Animal Control Services, which are provided under a separate contract with Contra Costa County.

Staffing Level:

The proposed Budget includes no change in the City Staff assigned.

CONTRACT PERSONNEL

EMPLOYEES OF CONTRA COSTA COUNTY OFFICE OF THE SHERIFF
The City contracts with the County to provide on-site Police Services personnel. The budget for Police is based on the estimated cost for a total of 14 sworn positions working from the Orinda City Hall and consisting of the following classifications: Police Manager (1); Sergeant (2); Deputy (11). Off-site Dispatch Services and Crime Lab Services are provided by the Contra Costa County Sheriff’s Office.

Divisions / Programs
The proposed Public Safety Budget is broken down into six programs / divisions based on the type of activity. The Programs are:

Administration (Includes the Contract Police Manager and City Sr Administrative Assistant); Patrol (Includes 1 contract Sergeant Position and 10 contract Deputy Positions); Investigations (Includes 1 contract Sergeant Position and 1 contract Deputy Position); Disaster Preparedness (No staffing allocated);
Parking Program (Includes only part-time City Staff. Supervision of this program is administered by the Public Works Department); and
Animal Control (County contract service – no specific staffing level is assigned) 41 H.2.a
Packet Pg. 221 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Safety
Services / Responsibilities:

Administration
• Plan and direct all primary and supporting activities within the department • Develop policy and coordinate with other City departments and other governmental agencies • Coordinate internal affairs investigations, emergency disaster units, and accident reviews • Maintain the required certifications and training standards for all employed classifications and assure that the workforce is properly equipped to accomplish the department’s mission • Represent the department in the community to assure that services provided are relevant to community needs, comply with the law, and follow the direction established by the City Council • Coordinate and prepare the Annual Report, which reviews crime, traffic statistics, and the department’s accomplishments
Patrol
• Respond to calls for service and enforce laws
• Complete reports including the investigation of reported traffic accidents and crimes • Provide Community Outreach and public information related to public safety issues Investigations
• Provide thorough investigations of all felony crimes against persons and property including burglaries, thefts, vice, narcotics, financial/fraud, and selected misdemeanors • Gather criminal intelligence for patrol personnel to identify crime trends and patterns in the community and apprehend criminals
• Provide supervision to dayshift patrol officers
Disaster Preparedness
• Provide federally mandated training and instruction for all City staff to meet National Incident Management System guidelines (NIMS)
• Work in conjunction with City Staff, Moraga Orinda Fire Department, and other disaster preparedness officials to conduct emergency management exercises • Support efforts to extend disaster preparedness information between City of Orinda staff, school districts and community volunteers
Parking Program
• This program is coordinated and supervised by City Staff within the Public Works Engineering Budget.
• Conduct enforcement of parking restrictions as established by the City Council • Support the development of pilot and expanded initiatives related to permit parking restrictions • Assists with traffic control duties on an as needed basis at special events or if warranted at an accident or road closure/detour
Animal Control
• Pick up and remove dead animals
• Respond to injured or straying animals
• Conduct investigations for license violations
• Handle reports of rabid animals, barking dogs, and wild animals at large 42 H.2.a
Packet Pg. 222 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Safety
General Fund Fees & Charges Offsetting Department General Fund Costs:

In addition to the General Fund Revenue that offsets the cost of services, the services are also supported by two special revenue funds. The City receives an annual State Grant for funding of frontline police services, and the City also receives a reimbursement from the Wilder Community Facilities District (CFD) to offset the cost of approximately 0.5 FTE of a contract deputy position. 43 H.2.a
Packet Pg. 223 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Safety
Analysis:

The estimated FY 2021-22 expense is projected to be approximately $841,249 (15%) less than the budget. The majority of the estimated savings is from the Contract Services portion of the Budget. The budget for Police Services includes a contingency to fund staffing required in the event that additional services are required to address non-routine events. The use of this contingency was less than budgeted. In addition, the staffing of the “relief” position has been accommodated with overtime from trained officers from other units of the Office of the Sheriff creating cost savings. The “relief position” provides coverage for absences, training, and other fluctuations in the officer schedules. The final factor contributing to the cost savings in FY 2021-22 is a lower contract salary and benefit cost than was assumed when the budget was originally adopted.

In the proposed FY 2022-23 Budget, there is no change in the proposed service levels for Police Services. The salary and benefits are increasing as a result of the expected resumption of Parking Enforcement and based on estimated increases in salaries and benefits. The Parking Enforcement Program was discontinued for most of Fiscal Year 2021-22 and has only recently been reinstated.

In terms of the contract, Police Staffing costs are estimated to increase by 5% each year. The Budget anticipates that beginning July 1, 2022, the Relief Position previously accommodated with overtime shifts, will be filled for the full year. For budget purposes, an adjustment has been made based on recent trends that result in more officers being in a lower retirement benefit tier, which has a lower cost to the City.

The proposed Budget will support added costs resulting from the addition in FY 2020-21 of the use of a body-worn camera system for Police Officers. The budget also enhances the use of monitoring cameras used by Police Services. Additional inflationary adjustments were made in other categories based on the historical trends and department needs when the budget was originally developed in June of 2021.

The Disaster Preparedness Program includes an increased budget and it is funded from Measure R to begin to assess needed training and assistance to City Staff in updating local plans for Disaster response.

Approximately 93% of the costs in the Public Safety Budget are funded from the General Fund. In the Revised FY 2022-23 Budget, there is a recommended increase in the costs funded from the State COPS Grant Fund from $147,000 to $200,000. The existing Fund Balance is available to accommodate this change, which also mitigates the level of increase in costs to the General Fund. The increased amount funded from the Wilder Community Facilities District reimbursement is based upon increased contract Sheriff’s personnel costs, including the full year staffing of the “relief” position. 44 H.2.a
Packet Pg. 224 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Works And Engineering
Description:

The Public Works Department is responsible for maintenance activities along approximately 92 miles of public Right-of-Way. The Department also provides administration of the Capital Improvement Program; the Stormwater Management Program; and Traffic Engineering activities including Parking Enforcement. The Department’s mission is to carry out these responsibilities in a manner that will lead to a safe, clean, and attractive semi-rural environment for the City's residents. Department functions are distributed among the several program areas.

Staffing Level:

The following are the full-time staffing allocated to the Department.

Divisions / Programs
The Public Works Budget includes six different programs in order to identify costs associated with key areas of responsibility. The six divisions are Administration; Development Services; Traffic Management; Pavement Management; Drainage Maintenance; and Maintenance.

The Administration Division provides management direction, supervision, and administrative support for all activities undertaken by the Department. The Development Services Division conducts engineering reviews, to ensure that new development is consistent with the City's regulations, and that the impacts to existing infrastructure are mitigated. The Traffic Management program encompasses engineering directed at managing and regulating the flow of vehicular, pedestrian, and bicycle traffic within the public rights-of-way. The Pavement Management program allocates operating budget resources to maintain the pavement surfaces and road structural sections along publicly maintained Right-of-Way. It should be noted that the Capital Project Budget, which is in addition to the Operating Budget includes significant funds for the actual reconstruction and rehabilitation of streets and roads.

The Drainage Maintenance program supports the maintenance of public stormwater systems. The Maintenance program encompasses all other maintenance activities including litter collection, street sweeping, maintenance of trails, pathways, guardrails, bridges, retaining walls, and street lights. 45 H.2.a
Packet Pg. 225 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Works And Engineering
Services / Responsibilities:

Administration
• Procure and maintain necessary supplies and equipment • Respond to written and verbal citizen requests for service and/or information. • Hire and manage consultants and contractors for functions that are outsourced • Maintain computerized maintenance records for service requests and projects, including property development records such as subdivision final maps, and improvement plans. • As needed, provide technical support at neighborhood meetings to disseminate information and obtain feedback on specific issues
• Maintain data related to property development such as subdivision final maps, and improvement plans as required by the Subdivision Map Act; provide this information to the public upon request • Manage the update of the 5 Year Capital Improvement Program • Coordinating and managing the design and delivery of capital projects • Monitor and administer applications for grants obtained from Local, Regional State, and Federal grant programs.

Development Services

• Provide engineering completeness review and conditions of approval • Review and process lot line adjustments, lot mergers, subdivision applications, subdivision agreements, and/or subdivision improvement plans. Checking is done to determine compliance with city ordinances and with the Subdivision Map Act of the State of California • Ensure that permittees and developers are aware of and comply with erosion control and other new development best management practices related to stormwater quality.

Traffic Management
• Collect and analyze statistical data (e.g., accident records, speed surveys, traffic volume counts) as necessary
• Contract for and oversee traffic engineering surveys required for radar enforcement on streets in the City
• Investigate complaints of neighborhood traffic problems; develop and implement solutions as appropriate which may include new traffic control and traffic calming measures • Prepare and present staff reports to the Traffic Safety Advisory Committee • Supervise and coordinate Parking Enforcement and the Parking Permit Programs. Parking Control part-time staff and program services and supplies are reported in the Public Safety budget.

Pavement Management

• Patch potholes and make minor repairs to roads
• Contract for emergency repairs of pavement and shoulder failures • Replace existing traffic striping and renew faded striping as part of maintenance activities • Annually evaluate pavement conditions,
• Provide support to the Citizens’ Infrastructure Oversight Commission to assist in planning annual infrastructure maintenance, rehabilitation and repair projects. 46 H.2.a
Packet Pg. 226 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Works And Engineering
Drainage Maintenance

• Represent the City at Contra Costa Clean Water Program meetings • Review and comment on drainage plans, stormwater management plans, and erosion control plans, including providing conditions of approval for new projects • Perform stormwater related inspections coordinating with County officials for code violations • Coordinate compliance with the conditions of the Municipal Regional Permit issued by the San Francisco Bay Regional Water Quality Control Board
• Coordinate the repair of drainage facilities through an annual drainage maintenance contract. • Manage NPDES activities, oversee compliance by private developers, and participate in scheduled meetings/programs.
• Conduct debris removal and maintenance activities in natural channels and culvert entrances.

Maintenance

• Perform graffiti removal when observed or reported.
• Repair standard guardrail
• Conduct citywide inspections for sight distance trimming and trim City-owned street trees, which would otherwise obscure visibility of traffic signals or sight distances for vehicles and pedestrians.
• Oversee signal maintenance contract
• Place new traffic control signs and/or replace them as needed to maintain reflectivity or if damaged
• Conduct street sweeping of major arterials weekly and other streets once per month. • Budget for the funding for the Measure R Chipper Program aimed at reducing fire fuel throughout the community.

General Fund Fees & Charges Offsetting Department General Fund Costs:

The following General Fund fees and charges are collected for services provided by the Department. 47 H.2.a
Packet Pg. 227 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Public Works And Engineering
Analysis:

The estimated FY 2021-22 expense in total (All Funds) is projected to be approximately $425,673 (13%) less than the total Department budget (All Funds). Contributing factors include vacancy for a portion of the year for both Public Works Director and City Engineer; a delay in the start-up of the Measure R Chipper Program; lower rainfall than normal requiring maintenance efforts; savings in contract engineering services; and reduced operating supplies and costs.

The Proposed FY 2022-23 Budget proposes a decrease of $24,885 over the FY 2021-22 Projection.

The Budget includes funding for inflationary increases of supplies and services as well as accommodating scheduled salary and benefit increases.

As shown in the Department Funding Summary activities in this Department are funded from five different sources. Approximately 73% of the FY 2022-23 expenses are supported by the General Fund. 48 H.2.a
Packet Pg. 228 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Parks and Recreation
Description:

The Parks and Recreation Department develops and maintains a variety of City programs and facilities.

The Department is responsible for parks, playfields, and facilities; open/natural spaces; and providing recreational, sports, educational, and cultural programs that enhance the physical, social, and emotional well-being of all residents of Orinda. Beginning in the Fiscal Year 2018-19 under a cooperative agreement with Orinda Union School District, the City began maintenance of school sports fields and scheduling. The City costs related to the Orinda Library are reported as a separate Department Budget.

Staffing Level:

In addition to full-time staffing, the Department uses part-time seasonal and hourly employees for program staff and facility attendants.

Divisions / Programs
The programs and services provided by the Parks and Recreation Department are divided into four separate divisions. 1) Parks Maintenance; 2) Recreation Programs; 3) Facility Maintenance; and 4) Landscaping & Lighting Districts.

The Parks Division utilizes a combination of City staff and landscape contracts and other service contracts to provide management, oversight, and stewardship of approximately 170 acres of parks and roadside landscaping. Parks include Orinda Sports Fields, Orinda Community Park, Orinda Wilder Park, Pine Grove Park, and Orinda Oaks Park. Landscaped medians include areas along roads and facilities that are owned by the City. Areas include Brookwood Mini-park, Camino Pablo between Miner Road and the Orinda Sports Field, Crossroads and Orinda Village, and Camino Encinas.

The Recreation Services Division utilizes a combination of City staff and independent contracted instructors to provide activities that facilitate social connections, enjoyment, human development, the arts, and lifelong learning.

The Facilities Division utilizes a combination of contract and City staff to maintain heavily utilized public buildings in a safe and aesthetically-pleasing condition. Facilities include amenities located at: City Hall; Orinda Community Center; Orinda Community Park; Wagner Ranch Community Gymnasium; Orinda Wilder Park Ranch House; Wilder Art and Garden Center; and Orinda Library. 49 H.2.a
Packet Pg. 229 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Parks and Recreation
The City has three Lighting and Landscape Districts (LLDs). Each of the District’s revenues and expenditures are accounted for in a separate fund. Lighting and Landscape District revenues are received from benefitted parcels. The Parks and Recreation Department administers the contract with MCE Corporation to perform common area landscape maintenance in the District. Beginning in the Fiscal Year 2019-20 Public Works staff time associated with street sweeping in the District will be accounted for as a fund transfer. Public Works and Finance Staff provide indirect administrative support in the preparation of the annual report required to collect the assessments.

Services / Responsibilities:

Parks:
• Provide litter control, landscape maintenance, irrigation system repairs and inspection, play area and hardscape inspections and repairs to keep City-maintained parks safe for public use. • Provide administrative direction for meeting maintenance standards per contracts and staff level of service for all park and landscaped facilities • Identify long-term maintenance needs and issues on an ongoing basis • Support and coordinate work of three volunteer Garden Clubs which maintain the following landscaped areas: Brookwood Mini-Park; circle and container plants in Crossroads Downtown area; and hanging baskets in Orinda Village.
• Maintain upkeep of park amenities such as tennis courts, sports fields, and picnic areas • Coordinate contract to perform Annual Fire Fuel Reduction Program removing dead trees, brush, and trimming on public properties including the Orinda Oaks Open Space.

Recreation:
• Manage and supervise a wide variety of recreation and educational programs for residents of all ages
• Develop partnerships with community agencies to expand resources and collaborate on services and programs
• In cooperation with community-based groups, coordinate special events including: Concerts in the Park, Movies in the Park, Halloween Parade, Holiday Bazaar, and Spring Egg Hunt • Provide leadership and training opportunities to teens as volunteers and seasonal staff for City recreation programs and events
• Provide managerial and administrative coordination of youth and adult sports leagues • Provide information and referral services for vital local services of interest to senior citizens • Provide Staff support and coordination for the Parks and Recreation Commission and the Art in Public Places Committee
Facilities
• Oversee and coordinate facility reservations and use for City programs, co-sponsored groups, and private rentals, including supervision of Facility Attendants • Maintain high quality public buildings and park restrooms through maintenance and repair • Administer contracts for a variety of services, including custodial, plumbing, HVAC, electrical, and pest management
• Identify and manage Capital Improvement projects related to City-owned and managed buildings
50 H.2.a
Packet Pg. 230 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Parks and Recreation
Lighting and Landscaping Districts
• The L-42 Zone provides residential street lighting within four neighborhoods in South Orinda.

These neighborhoods are:
o Tahos Road from just north of Bates Blvd to the south cul-de-sac including Bates Court, Silverwood Court, and Oakridge Court; Meadow View Road from Meadow Lane to the north cul-de-sac
o Valley Drive from Heather Lane to the south of Valley Court o Courtney Lane
o Martha Road and Catherine Court (cul-de-sac sections of both streets) • The M-9 Zone provides street lighting in the Orinda Downs area along the following streets:

Dalewood Terrace Amber Valley Sundown Terrace
Redcoach Lane Singingwood Lane Silver Oak Terrace
Coachwood Terrace Fallen Leaf Terrace Happy Valley Road • The M-11 Zone provides street lighting; street sweeping; litter pick-up; and related utilities to commercial properties in the Village and Crossroads areas General Fund Fees & Charges Offsetting Department General Fund Costs:
51 H.2.a
Packet Pg. 231 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Parks and Recreation
Analysis:

The estimated FY 2020-21 expense for all funds is projected to be approximately $137,630 (4%) less than the budget. All of the projected savings are in special revenue funds. The General Fund estimate exceeds the Budget by $22,064. The majority of the savings projected are associated with the Measure R budgeted funds. The initial Budget allocation was based on the potential for a project including fencing 2018-2019 2019-2020 2020-2021 2020-2021 2021-2022 2022-2023

ACTUAL ACTUAL BUDGET PROJECTED PROPOSED FORECAST
Personnel Services
Subtotal Salaries 881,307 862,733 659,751 647,773 863,583 962,309 Subtotal Benefits 333,466 335,324 333,206 299,283 347,431 366,955 Salaries & Benefits 1,214,772 1,198,058 992,957 947,056 1,211,014 1,329,264 Contract Services 1,212,333 1,135,307 1,145,260 1,104,166 1,430,805 1,604,155 Materials & Supplies 719,972 819,292 738,155 701,490 777,615 811,760 Special Department Expense 421,779 415,935 276,335 261,615 408,720 463,220 Vehicle Expenses 2,791 3,818 4,850 5,100 6,150 6,250
Capital (Equip,Impvts) 212,100 20,844 4,500 5,000 - -
TOTAL EXPENDITURES 3,783,748 3,593,254 3,162,057 3,024,427 3,834,304 4,214,649 Expenses By Division
41 Parks 1,058,714 927,218 1,201,577 1,044,763 1,185,733 1,231,611 44 Recreation 1,739,874 1,581,737 1,004,575 1,035,169 1,573,590 1,853,114 50 Facility Maintenance 889,447 995,192 878,140 858,609 991,552 1,042,059 LLD Landscape & Lighting Dist. 95,714 89,107 77,765 85,886 83,430 87,865 Total Funding By Division 3,783,748 3,593,254 3,162,057 3,024,427 3,834,304 4,214,649

SOURCES OF FUNDING
100 General Fund 3,120,052 3,115,162 2,400,772 2,422,836 3,145,674 3,509,599 106 Measure R - - 225,000 135,000 200,000 201,500
230 Tree Mitigation - - - - - -
261 Recycling Fund 99,786 114,819 120,000 124,005 124,000 124,000 340 Wilder Endowment Fund 146,487 22,787 - - - -
341 Field Maint Surcharge - - - - - -
350 Facility Surcharge - 11,090 15,000 15,000 15,000 15,000 500 Assessment Dist. L42 5,949 5,586 8,760 6,511 6,920 7,365 501 Assessment Dist. M-9 11,003 10,307 11,275 10,550 11,240 12,140 502 Assessment Dist. M-11 78,762 73,214 57,730 68,825 65,270 68,360 530 Wilder -Cmmty Facility Dist 321,709 240,288 323,520 241,700 266,200 276,685 Total Funding By Source 3,783,748 3,593,254 3,162,057 3,024,427 3,834,304 4,214,649 52 H.2.a
Packet Pg. 232 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Parks and Recreation
to accommodate a grazing solution on the Oaks Park Open Space. Proceeding with that option will require additional public review of the option and it will not occur before June 30, 2021. The overage in the General Fund was partially offset by a vacant .5 FTE Administrative Assistance II position. Other General Fund expenditures causing the Budget variance included: Tree Trimming and Removal conducted prior to Measure R; Water utilities in Parks; and Contract Instructor costs (Instructor costs are offset by revenue).

The Budget for Fiscal Year 2021-22 provides for a return of programs that were discontinued due to the COVID-19 Pandemic. Included are the full-year cost of the restored Recreation Coordinator position as well as the full-year funding of the vacant 0.5 Administrative Assistant II. Assumed scheduled adjustments to salaries and benefits are also included. Included in both Fiscal Years is $50,000 in General Fund funding for contract tree and brush clearing on public property. In addition, an appropriation of $200,000 from Measure R is included to address these needs. Approximately $266,200 associated with the maintenance of the Wilder Playfields is supported by the Wilder Community Facilities District (CFD). The City General Fund covers the costs of the Ranch House and Art and Garden Center.

The majority of the Recreation Budget (82%) is funded from the General Fund. As noted in the revenue section approximately $1.7 million is recovered from fees and charges. This remains below the prepandemic levels. In FY 2021-22 Field rentals are expected to be impacted by a renovation of the turf fields at Wilder. The remaining operating costs are funded from seven different special revenue funds. 53 H.2.a
Packet Pg. 233 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Library
Description:

All Library expenditures regardless of the funding source are presented as an individual department.

The maintenance and operation of the Library facility continue to be under the auspices of the Parks and Recreation Department.

The Library operates as a partnership among the Friends of the Orinda Library, the City of Orinda, and the Contra Costa County Library System. The Orinda Library building is owned by the Friends of the Orinda Library and is leased to the City of Orinda in accordance with a lease which terminates October 6, 2051. The lease requires, in lieu of rent, that the City perform specific items and conditions to allow for the operation of the library. The lease also provides the option for the City to purchase the building for $1.00 in 2051. The land on which the facility was constructed is owned by the City of Orinda.

The Orinda Library is a component of the Contra Costa County Library System, which operates 26 libraries countywide. In previous years, the County funded base service of 35 hours per week. Beginning July 1, 2021, the County increased their funded hours to 40 per week. Under a separate contract with the City, an additional 16 hours of library operations is paid for by the City, in order to allow the Orinda Branch to be available to the public 56 hours per week. This is the maximum hours that the County can accommodate in Fiscal Year 2022-23 and it allows the Library to be open 6 days per week. Sunday hours were eliminated by the County in 2021. The City contract includes the professional library staff, materials purchased by the County (including books and other media); information technology support services for the circulation and loaning of materials; etc. The Friends of the Orinda Library also provide significant funds for library materials and programs.

Staffing Level:

Although the City Staff resources are used in conjunction with this facility, no City Staff costs have been allocated. Parks and Recreation Staff handle the scheduling of auxiliary rooms at the Library (Auditorium, Garden Room, etc.) and the maintenance and utilities for the facility. The Finance Department provides staff support to the Library Parcel Tax Oversight Committee. These City resources represent additional General Fund contributions to the Library programs and facilities.

Divisions / Programs
There are no Divisions / Programs associated with this Budget.

Services / Responsibilities:
• Facility operations including utilities, contract janitorial services, elevator maintenance, HVAC, maintenance, and repairs
• Identify long-term maintenance needs and issues on an ongoing basis • Provide liaison and staff support to the Library Parcel Tax Independent Review Committee • Oversee and coordinate facility reservations and use for City programs, community use and private rentals, including supervision of Facility Attendants • Identify and manage Capital Improvement projects related to City-owned and managed buildings.
54 H.2.a
Packet Pg. 234 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Library
General Fund Fees & Charges Offsetting Department General Fund Costs:

There is no General Fund revenue associated with this Department.

Library Parcel Tax Fund - Revenue
The voters in 2018 approved Measure J which authorized an increase to the existing Library Parcel Tax from $39 to $69. The tax is levied to support the provision of library services and the operation of the facility. The collection of the tax at the higher rate began July 1, 2018. All revenue is to be used for the library purposes identified in the measure.

Revenue:

Expenditures:

Analysis:

The estimated FY 2021-22 expense is projected to be approximately $1,045 less than the amount budgeted.

The most significant portion of the Contract Services category is the agreement with Contra Costa County to extend the operating hours by 16 hours per week. This increases the hours the Library is 55 H.2.a
Packet Pg. 235 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Library
available to the public by 40%. (The county will be funding a total of 40 base hours in Fiscal Year 2021- 22). The Library is scheduled to be open six days a week (Monday – Saturday). The cost of these services is established by the County and accounts for their labor, internal charges, and other service costs. A total of $141,680 has been budgeted in FY 2022-23 for this contract. This is a decrease from the previous year’s contracts as the County has revised the costing of its services. The remainder of the contract services budget is for cleaning services and costs associated with the preparation of the parcel tax for collection as part of the property tax bill. The special department expense is the purchase of earthquake insurance which is a requirement of the lease agreement.

This budget addresses the operating costs associated with the Library facility as well as the contract with Contra Costa County Library Services. There are also Capital Projects that are contained in the Five-Year Capital Improvement Program 2021-2025.

The majority of the funding for this activity is from a voter-approved parcel tax including 100% of the County Library contract for services. The City General Fund contributes towards the operating cost of the facility as well as Capital Projects that support the shared spaces in the facility.

56 H.2.a
Packet Pg. 236 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Planning
Description:

The Planning Department provides professional and personalized development-related services. This includes administering rules and regulations relative to the overall physical development of Orinda, consistent with the Orinda General Plan, the Zoning Ordinance, Hillside, and Ridgeline Design Guidelines, and all other applicable property development standards. Department staff are responsible for code enforcement; and the historic landmark program. Additionally, the Department oversees the contract with the Contra Costa County Building Inspection Department that handles all plan check and building permit issuance.

Staffing Level:

Divisions / Programs
Due to its size City of Orinda, Planning Staff are flexibly assigned to duties in multiple areas (Current Planning, Advanced Planning, Code Enforcement, etc.) based on the needs at the time. The City reports the costs of significant Advanced Planning studies (Downtown Precise Plan, Update to the Housing Element) as a Multi-Year Project shown as part of the Capital Projects and reported outside of the Operating Budget. For the purpose of describing the activities of the Department, the description of “Services and Responsibilities” are still grouped as follows:

Services / Responsibilities:

Administration
• Overall supervision and coordination of Department staff and activities • Maintain related records including the of information in the Department’s permit tracking database and geographic information systems
• Respond to zoning and general inquiries regarding local development requirements • Provide updates and public information related to key development projects and topics of community-wide interest
• Review and respond to environmental documents prepared by other agencies for projects that have potential impacts on Orinda
• Respond to requests for development documents and records requested by property owners and the general public
• Process building permit and waste management plan applications • Provide Staff support and coordinate activities of the Historic Landmark Committee 57 H.2.a
Packet Pg. 237 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Planning
Current Planning:
• Review and process discretionary land use applications including analysis of code compliance and General Plan consistency
• Visit project sites at the Conceptual Development Review (CDR) stage of a review or at completeness review if not submitted for CDR
• Coordinate and prepare applications for review by the Planning Commission and/or Zoning Administrator as applicable. This includes preparation of reports, agendas, notices, etc. • Preside as Zoning Administrator at Zoning Administrator hearings • Conduct site inspections to assure compliance with conditions of approval and as required for final inspection
Code Enforcement
• Review and respond to public complaints and inquiries related to code compliance • Coordinate activities related to enforcement of the Municipal Code, specifically related to issues of neighbor relations, preservation and enhancement of neighborhood appearance, and enforcement of the Tree Management ordinance.
• Conduct field investigations, preparation of notices of violation, and follow-up with property owners
• As necessary coordinate activities with Contra Costa County Building staff and City Attorney.

Advanced Planning:
 Monitor and prepare reports on the status of City adopted long-term plans including the General Plan and Housing Element;
 Prepare special ordinances and studies as requested by the City Council to reflect current policies as may be dictated by changing circumstances including requirements imposed by new or amended State laws
 Prepare documents as required by regional, State, and Federal planning agencies and authorities
 Actively work with the California Department of Housing and Community Development (HCD) on implementing the updated Housing Element including the preparation of an annual report General Fund Fees & Charges Offsetting Department General Fund Costs:
58 H.2.a
Packet Pg. 238 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Planning
Analysis:

The estimated FY 2021-22 expense is projected to be approximately $227,281 (20%) less than the budget. The savings are primarily the result of lower than expected contract cost recovery expenditures.

The Proposed FY 2022-23 Budget increase in the salary and benefit expense reflects inflationary expenditures for services and supplies. The increased costs are partially offset by a decrease in the Special Department Expense category. As a result of reallocating the attributable Building Internal Services Fund charges the amount allocated to the Planning Department was reduced.

During the past year, a portion of the Planning Department Staff time attributable to the Downtown Precise Plan was funded from the General and Long Term Plan Fund. In Fiscal Year 2021-2022 only approximately $39,000 will be funded from this source. Nearly all of the Planning Department’s expense is funded by the General Fund. The $2,000 budgeted in the Affordable housing fund is for the administration of affordable housing agreements.
59 H.2.a
Packet Pg. 239 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Non-Departmental General Fund
Description:

The non-departmental budget accounts for expenditures that are not specifically allocated to a separate department or program. This includes expenses related to Retiree Medical Benefits; General Fund debt service for the City Hall Building; Unemployment Claims; and the annual charges paid to Contra Costa County for Property Tax collection and administration charges.

In accordance with governmental accounting standards, the City has obtained an actuarial calculation of the liability accrued for Other Post-Employment Benefits (OPEB), which relate to Retiree Medical benefits. The City has no liability for pensions since the benefits provided are a defined contribution 401(a) plan. The City Council received a report in May 2019 and supported steps to establish an OPEB Trust account and make contributions that were more than the current premiums due, in order to begin addressing the liability.

In September 2005 Certificates of Participation relating to the City Hall Offices Project totaling $9,800,000 were issued pursuant to Resolution No. 50-05 which approved lease financing for this building. In July 2015, the City issued 2015 Refunding Certificates of Participation in the amount of $7,945,000 to repay the City’s outstanding 2005 Certificates of Participation. Annual lease payments continue through July 1, 2035. The refunding has a provision that the current certificates require payment of a premium if called prior to July 1, 2025.

Staffing Level:

There is no staffing associated with this budget.

Expenditures:
60 H.2.a
Packet Pg. 240 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Non-Departmental General Fund
Analysis:

The estimated FY 2021-22 expense is projected to be approximately $47,100 less than the budget.

This is primarily a result of fewer Unemployment claims and unused contingency. The City as a government agency is allowed to pay for unemployment claims on a reimbursement basis. This is different from the requirement for private employers, which are charged an ongoing payroll tax based on employee wages.

The existing Budget for Fiscal Year 2021-22 is $695,019 and the Budget for Fiscal Year 2022-23 is $689,019. In both Fiscal Years 2019-20 and 2020-21 the City made large payments to the OPEB/Retiree Medical Trust in order to significantly fund the outstanding liability. The OPEB expense budgeted in Fiscal Year 2021-22 is estimated to fund both retiree premiums and make a small additional contribution to the trust, in order to further reduce the unfunded liability.

The largest component of the proposed budget is the Special Department Expense category which includes debt service. Included in the funding is a full year of debt service for the City Hall lease financing. This is paid entirely from the General Fund and the total combined principal and interest is $560,619. The Special Department Expense category also includes the administrative cost levied by Contra Costa County for the administration and collection of the general property taxes. The estimated costs for Fiscal Year 2021-22 are $46,400. The Non-Departmental account is also used to budget a small contingency which requires City Council approval for its transfer to a proposed Department use.

All of the expenses in this budget are funded by the General Fund. 61 H.2.a
Packet Pg. 241 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Internal Service Funds
Description:

Internal Service Funds (ISF) are used to account for activities involved in rendering services to departments within the City. The City uses Internal Service Funds in the following areas:
• Replacement of computers, network infrastructure, telephone, and information systems as well as Information Technology contract support and operational costs; • Repair and replacement of building structure or major building system components at Cityowned facilities; • Replacement of vehicles; and
• Risk Management / Insurance programs
Revenues collected by the internal service funds are in the form of department charges based on allocations to operating departments. Cost of materials and services used are accumulated in these funds and charged to the user department as such goods or services rendered. The total Internal Service Funds budget for Fiscal Year 2022-23 is approximately $1.2 million (this excludes depreciation expense and transfers).

Staffing Level:

No staffing is assigned to any of the Internal Service Fund budgets. Given the small size of the City Staff, it adds additional accounting complexities that are not considered necessary to fully disclose the City expenditures for staffing.

Expenditures:

Summary expenditure details for each of the Internal Service Funds are shown on the following pages.
62 H.2.a
Packet Pg. 242 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Internal Service Funds
Information Technology
This fund is maintained to finance necessary IT equipment replacement such as network infrastructure, software systems, computers, and phone systems. The costs of maintaining and replacing the equipment are allocated based on the estimated life of the equipment which is reviewed and evaluated on an annual basis. Beginning in Fiscal Year 2020-2021 this will include copiers which are being purchased instead of being leased, as was the previous practice.

Analysis:

The projected FY 2021-22 expense will be under the budget by approximately $14,035 (approximately -7%).

The proposed Budget for Fiscal Year 2022-23 is $214,000. This provides both operating support costs for the City website; financial software; network backup services; as well as third-party Help Desk and support services provided under a contract with Precision IT Consulting. In Fiscal Year 2023 the planned activities include evaluation and replacement of the e-mail services server; firewall updates; and evaluation of storage capacity enhancements.

All department charges that are funding expenses in this budget are from the General Fund. 63 H.2.a
Packet Pg. 243 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Internal Service Funds
Building Maintenance
The fund is maintained to account for the replacement of major building/facilities components as well as shared telephone services. The costs are allocated based on the distribution of staffing in City Hall.

There is a need for a comprehensive inventory of systems and replacement costs as well as an update of the allocation of department user charges.

Analysis:

The expenditures shown above exclude amounts budgeted within the Capital Improvement Program.

The estimated expense proposed Budget for Fiscal Year 2021-22 is $19,856 below the budget. This is primarily the result of lower than estimated telephone and internet service charges. Excess fees collected in this fund are available to fund future projects and/or service costs.

The proposed level of funding provides operating budget costs for shared telephone services; and a small allowance for minor repairs and maintenance. In Fiscal Year 2020-21 a facility condition assessment was conducted. The findings from this report will be helpful in guiding future funding and project needs. The Capital Projects include the City Hall Elevator update; HVAC improvements at the library; partial funding of the library boiler, tile, and roof replacement projects. All department charges that are funding expenses in this budget are from the General Fund. 64 H.2.a
Packet Pg. 244 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Internal Service Funds
Vehicle Replacement
The City’s vehicles are replaced based on the vehicle condition, years of service, and organizational need. This fund is projected to have a deficiency in reserves which will require prudent management of the resources. The long term under-funding could be resolved with a lump-sum contribution of approximately $300,000. Department charges have not been established to recover this as of Fiscal Year 2021-22. All expenses below are shown as part of the CIP Fleet Replacement Project #0020.

Analysis:

The estimated expense for Fiscal Year 2021-22 reflects the purchase of the Measure R funded Chipper and Truck and a Radar Speed indicator Trailer. Vehicles, particularly trucks and Police vehicles are in short supply with order lead times exceeding 12 months in some cases, which is why the estimated expenditures for FY 2021-22 are so low. The proposed Budget for Fiscal Year 2022-23 funds the replacement of three vehicles plus the Street Sweeper. In the event that added funding is not available to support the long-term assets in this fund, it may become necessary to consider alternatives to purchased replacements. This may include continued operation of existing fleet, purchase of used vehicles, refurbishment of existing vehicles, contracting on an as-needed basis large specialized equipment such as the street sweeper; etc.

All department charges that are funding expenses in this budget are from the General Fund, with the exception of the Chipper and Tree Truck funded by Measure R. 65 H.2.a
Packet Pg. 245 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Internal Service Funds
Risk Management
The City is a member of the Municipal Pooling Authority (MPA), a JPA including 17 of the 19 cities in Contra Costa County. Through the MPA, the City participates in pooled insurance for general liability, property insurance, vehicle damage and worker’s compensation. Worker’s Compensation expense is expensed directly in the operating departments. This budget also provides an allowance for liability claim deductibles. The fund has only a small reserve in the event the City incurred a loss from an event that was not covered under the City’s purchased insurance program, as well as any incurred but not reported claim deductibles.

Analysis:

The estimated Fiscal Year 2021-22 expenses are projected to be $41,600 less than the amount budgeted. The fees retained will be available as a reserve for any future uninsured loss and/or increased premiums. The savings is primarily from lower than expected expenditures for deductibles as well as lower property insurance costs than originally estimated.

The annual increases are due to increased projected premiums. In recent years the insurance market has incurred significant losses affecting the cost of coverage. Factors which impact the City premiums included past loss history, claims administration, and reinsurance costs incurred by MPA.

The majority of the department charges that fund this activity in this budget are in the General Fund. 66 H.2.a
Packet Pg. 246 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Debt Service (General Obligation Bonds)
Description:

The Orinda voters have approved two General Obligation Bond issuances to address public improvements.
• 2014 General Obligation Bond ($20 Million Authorization) Approved by more than two-thirds of the voters at an election on June 3, 2014.
• 2016 General Obligation Bond ($25 million Authorization) Approved by more than two-thirds of the voters at an election on June 7, 2016.

Both measures were to provide funds to repair failing roads and storm drains, restore and upgrade other roadways and storm drains, fix potholes, and improve safety on the City’s public streets. All of the authorized bonds have been issued as of April 2017. As of December 31, 2020, all proceeds from the bonds had been expended on authorized improvement projects. The annual debt service payments are prescribed in the approved financing documents. The bonds are repaid from a special tax rate collected on the property tax bill. The outstanding bonds will be fully repaid in September 2037.

Staffing Level:

No staffing is assigned to this activity. The Finance Staff are responsible for coordinating with the Paying Agent; preparation of the tax rate; coordination of arbitrage reporting and debt disclosure requirements. However, no charge is made to these funds for the City Staff’s administrative costs.

Expenditures:
67 H.2.a
Packet Pg. 247 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)
Debt Service (General Obligation Bonds)
Analysis:

The Fiscal Year 2021-22 estimated expenditure is only $20 less than the budget as adopted. Funds are available to accommodate the expense.

The FY 2021-22 budgeted expenses are $147,670 more than the projected amount for the Fiscal Year 2020-21, which is based on the debt service requirements. The principal and interest payments are in accordance with the established debt service schedules. Principal and Interest payments occur on September 1st and Interest Only payments occur on March 1st of each year through September 2037.

The Debt Service schedules are structured to time payments between principal and interest in order to smooth the total combined debt service.

As is common with debt service funds the collection of property tax revenue is staggered from the expenditures, which will result in a fund balance at year-end. For example, the expenditures in Fiscal Year 2021-22 are for Debt Service payments on 9/1/2021 and 3/1/2022. The September 2021 debt service payment is made from funds on hand as of June 30, 2021 (in the previous fiscal year). The property tax collected during FY 2021-22 will be used for the 3/1/2022 and 9/1/2022 debt service payments.

In addition to principal and interest, minor contract costs are incurred for the services of the Paying Agent services which include Disclosure documentation. The City also incurs costs for annual calculation of arbitrage liability. As of 2021, no liability existed. 68 H.2.a
Packet Pg. 248 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)

CONSOLIDATED MEASURE R INFORMATION
Description:

In 2012 the voters in the City of Orinda voters approved a ½ cent add-on sales tax that would last for 10 years. The priority focus for the expenditures was the improvement of the public roads and drains.

Beginning in 2019, the City Council began looking at additional long-term unmet needs. The roadway conditions had been improved greatly as a result of the add-on sales tax combined with two voterapproved General Obligation Bond measures providing over $50 million. The decision was made to present the voters with a new measure that would increase the add-on sales tax from ½ cent to 1 cent; and provide for its collection for 20 years.

In November 2020 the voters approved Measure R a general add-on sales tax. The collection of the tax started on April 1, 2021 and will continue for 20 years. The expenditures from the new tax will be guided by annual community input and the City Council has also appointed a Supplemental Sales Tax Oversight Commission (SSTOC), to review spending plans and proposed initiatives.

When Measure R was drafted the City Council identified several key needs related to critical protection and safety of the general public and properties that would be priorities for the expenditure of the Measure R funds including:
• Wildfire Fuel Reduction / Vegetation Management
• Disaster / Emergency Preparedness
• Improvements to Protect Against Flooding and Road Collapse • Continued maintenance of public roadways to protect the investments made in the last 10 years which included over $50 million directly funded by voter-approved tax dollars.

Measure R Funds are proposed to be used for a combination of both Operating Budget Programs and costs as well as Capital Projects. In order to provide additional transparency for expenditures that appear in several different operating departments, this section of the Budget has been added as a way to present a consolidated view. This section is informational as the costs are already included in other sections within the Budget.

The following provides a high-level summary with additional details provided on the following page. 69 H.2.a
Packet Pg. 249 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)

CONSOLIDATED MEASURE R INFORMATION
Discussion:

Since Measure R is a new Program reliance on historical trends was not possible. It is expected that with input from the Supplemental Sales Tax Oversight Commission (SSTOC) as planning progresses, the City Council may find it necessary to update and revise the Budget based on the overall goals established and adopted by the City Council.

CITY MANAGER
The Staff costs presented represent 80% of the salary and benefit costs associated with the addition of a Senior Management Analyst position, as approved by the City Council. The remaining 20% will be funded by the General Fund. The position will assist in managing the coordination of new programs and services implemented with Measure R as well as additional support to other areas. The supplies section includes training and cell phone related costs. In this Department there are three areas of contract services proposed to be funded by Measure R: 1) Minute Preparation for the (SSTOC); 2) Professional Services for grant opportunities ($80,000); and 3) Communications Program Development and Implementation ($100,000). Indirect allocations represent Internal Service Fund (ISF) charges for Technology and Insurance. These costs are allocated across all operating Departments based on budgeted staff costs and the number of staff.
70 H.2.a
Packet Pg. 250 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)

CONSOLIDATED MEASURE R INFORMATION

LEGAL COUNSEL
The City Attorney assisted with the development of the initial agreement with Moraga Orinda Fire District (MOFD) for Chipper Services. This agreement was viewed as an interim agreement through June 30, 2022, with the intent to use the first year experience to determine any modifications needed. To the extent that this or other contracts or related issues require City Attorney review $5,000 is budgeted.

ADMINISTRATIVE SERVICES
The costs shown for this Department are associated with the monitoring and collection of the Add-On Sales Tax. The City uses the firm of HdL Companies to assist with these activities.

POLICE
The costs shown are to provide contract assistance with efforts to develop and implement Disaster planning and training for City Staff as Disaster Service Workers as well as the broader community.

PUBLIC WORKS
The largest portion of the costs are associated with the Chipper Services which have been budgeted based on the proposed agreement using MOFD Staff. A total of $356,210 has been budgeted for the Chipper Program, including the contracted services; Chipper and Truck operating costs; Truck Replacement Charges; and estimated Landfill Disposal costs. In addition, $100,000 has been budgeted for tree trimming along public right-of-way. The Department also has an additional General Fund budget of $30,000 for tree trimming.

PARKS AND RECREATION
The proposed Budget includes $150,000 for fire breaks and fuel mitigation along City-owned parks and open space. The largest area is Oaks Park. Measure R will provide $51,500 for tree trimming in City Parks. The Department also has an additional General Fund budget of $50,000 for tree trimming.

MAJOR PROJECTS
In late May 2021, the removal of fire fuel in the public right of way adjacent to Brookwood Road has resulted in the need to mitigate the impacts. At this time the only Project included are carryover costs associated with CIP Project #4186 Brookwood Right of Way Mitigation which was originally budgeted for $110,000 in FY 2021-2022. Due to staffing vacancies in the Public Works Department, this project is currently in the planning phase and will continue into FY2022-2023.

Staff have also explored potential investment in fencing at Oaks Park which would reduce annual costs for weed abatement in the long term. However, more information is needed including discussion with public stakeholders including neighboring properties. This and/or other projects may be brought forward to the City Council during the upcoming year.
71 H.2.a
Packet Pg. 251 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial Fiscal Year 2022-2023 – Revised Budget – Mid-Cycle Adjustment (Fiscal Year 2021-2022 and 2022-2023 Biennial Budget)

CAPITAL PROJECT APPROPRIATIONS
Description:

Annually the City Council reviews the 5-year Capital Improvement Plan (CIP). The CIP is a separate planning document, which includes individual project descriptions as well as funding projections. The City accounts for both Capital Projects and long-term plans in the CIP. The inclusion of long-term plan efforts such as the General Plan or Housing Element.

A Proposed Capital Improvement Plan (CIP) for FY 2021-2025 was presented to the City Council on June 1, 2021. The CIP covers the estimated activity during Fiscal Year 2021 (July 1, 2020-June 30, 2021); and the subsequent four years (July 1, 2021-June 30, 2025).

The Mid-Cycle Adjustment has been prepared to include appropriations for the projects in Fiscal Year 2022-23.

The following table provides a high level overview of the types of CIP projects to be undertaken next year.

SUMMARY CIP PROJECT TOTAL BY CATEGORY
(FY 2022-23 Mid-Cycle Update)
On the following pages additional detail on the projects is provided in two different schedules:

Projects By Category; and Projects By Fund.

For a review of individual project detail and/or information outside the years addressed as part of this budget readers should consult the separate 2021-2025 Capital Improvement Plan document.
72 H.2.a
Packet Pg. 252 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Capital Improvement Projects - Five-Year Budget FY 2022 - FY 2026 (By Category) Project
Number PROJECT NAME ESTIMATED FY 2021-2022

PROPOSED

BUDGET FY
2022-2023

PROPOSED

BUDGET FY
2023-2024
TOTAL

PROJECT COST
MULTIPLE YRS.

CITY BUILDINGS & FACILITIES
4016 Community Center Window Replacement 250,000 250,000 4050 Community Center HVAC 65,000 65,000
4083 Community Center Exterior Painting 150,000 150,000 4086 Community Center Accessibility
Improvements 15,000 15,000 15,000 75,000
4108 City Hall Slide Stabilization (Design) 835,000 835,000 4113 Art and Garden Center Sound Absorption 15,000 15,000 4141 Community Center Roof Replacement 292,000 3,000 295,000 4145 City Hall Elevator 20,000 20,000
4160 Install Mini Split HVAC System at Orinda
Library 30,000 30,000
4161 Library Boiler Replacement 125,000 125,000
4164 Solar Back-up Community Center 383,001 8,700 391,701 4173 Library Roof Replacement 85,000 85,000
4174 Replace Library Air Handlers 190,000 190,000
4175 Library Painting (Ext. & Interior) 150,000 150,000 4179 Library Exterior Accent Tile Replacement 100,000 100,000 4180 Community Center Vinyl Flooring 50,000 40,000 90,000 4181 Art & Garden Center Audio Visual 20,000 20,000
4182 City Hall Exterior Painting 130,000 130,000
4184 Wilder Ranch House Roof 35,000 35,000
TBD PR2 Emergency Generators-Various Buildings 300,000 300,000 TBD PR1 Library Elevator Modernization 320,000
TBD PR5 Community Center Carpet Replacement 55,000 55,000 CITY BUILDINGS & FACILITIES TOTAL 1,645,001 1,101,700 630,000 3,726,701

LONG TERM PLANNING
4163 Downtown Precise Plan 97,000 205,131 302,131
5501 Housing Element Update 181,000 219,000 400,000
LONG TERM PLANNING TOTAL 278,000 424,131 - 702,131

PARK IMPROVEMENTS
4013 Wilder Fields 1&2 Turf Replacement 1,224,752 1,224,752 4103 Mini Park (Crossroads Park) 285,000 43,000 328,000 4112 Community Park Renovation Plan &
Improvements 652,000 140,000 792,000
TBD PR3 Lighting Retrofit(LED)-Tennis Court 55,000 55,000 TBD PR4 Lighting Retrofit(LED)-Wilder Fields#1 & #2 250,000 PARK IMPROVEMENTS TOTAL 992,000 1,407,752 - 2,649,752

VEHICLE / FLEET REPLACEMENT
0020 Fleet Replacements 364,770 382,500 237,580 1,590,050 VEHICLE / FLEET REPLACEMENT TOTAL 364,770 382,500 237,580 1,590,050 73 H.2.a
Packet Pg. 253 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Capital Improvement Projects - Five-Year Budget FY 2022 - FY 2026 (By Category) Project
Number PROJECT NAME ESTIMATED FY 2021-2022

PROPOSED

BUDGET FY
2022-2023

PROPOSED

BUDGET FY
2023-2024
TOTAL

PROJECT COST
MULTIPLE YRS.

TRANSPORTATION / DRAINAGE
0044 Miner Road Bridge Seismic Retrofit Project 80,000 625,000 705,000 0087 Bear Creek Bridge Seismic Retrofit 1,005,000 180,000 1,185,000 3066 Camino Pablo Path-Orinda Way to Monte
Vista 1,150,000 470,000 1,620,000
3100 Glorietta-Rheem SD Repair PL-492 25,000 175,000 1,000,000 1,200,000 3101 Orchard SD Repair PL-409 & PL-513 200,000 50,000 1,000,000 1,250,000 3102 Ivy Dr. SD Repairs, PL-958/959 & PL864 1,100,000 200,000 1,300,000 3103 Canon SD Repairs PL-1765, -1766 &-1775 1,600,000
3104 Ranch SD Repairs PL-1074; PL-1089, PL1809 1,100,000 3105 Brookside SD Repair PL-751, PL-867 1,100,000
3548 Canon Dr. Embankment repair 73,000 73,000
3608 Traffic Signal Operation Improvements 1,100,000 150,000 1,250,000 4074 ADA Transition Plan Compliance Project 50,000 85,000 50,000 285,000 4076 Camino Pablo Pathway Rehabilitation 95,000 55,000 150,000 4092 Storm Drain Plan & Inventory 15,000 15,000 15,000 75,000 4094 Storm Drain Liner Ivy Dr (48in) 130,000 3,000 133,000 4107 Traffic Calming Improvements Program 30,000 5,000 30,000 125,000 4109 Annual Bicycle, Trails, and Walkways 40,000 1,000 40,000 161,000 4111 Annual Drainage Facilities Improvement 170,000 170,000 165,000 815,000 4119/4120 2019 Annual and Measure J & L Pavement
Rehab 190,000 190,000
4128 Camino Pablo Bicycle Route Corridor
Improvements 786,500 786,500
4138 Orinda Way Pavement Rehabilitation 875,000 875,000 4140 Martha Rd-Catherine Court Ped PathAssessment Only 240,000 40,000 280,000 4146 Green Infrastructure Program for Pavement
Projects 30,000 35,000 30,000 125,000
4148 Lavenida Culvert Repair 812,000 60,000 872,000
4152 Camino Sobrante at Golf Course Slide
Stabilization 70,000 700,000 770,000
4155 2021 Annual Pavement Project 1,378,000 2,965,000 4,343,000 4165 Pavement Rehab-El Toyonal, Oak Flat, La
Espiral 900,000 900,000
4166 2022 Annual Pavement Project 490,000 70,000 1,305,132 1,865,132 4167 Storm Drain Moraga Wy & Coral 100,000 93,000 773,900 966,900 4168 Ped Path Moraga Wy ECM to Altam 185,000 65,000 250,000 4170 Drainage Impvt 25 La Cuesta 31,500 31,500
4171 2023 Annual Paving Project 1,790,000 210,000 2,000,000 4177 Camino Pablo Underground Utility District 100,000 200,000 1,500,000 4178 2024 Annual Pavement Rehabilitation 2,000,000 225,000 4183 2025 Annual Pavement Rehabilitation 1,850,000
4185 Road Safety Plan 70,000 70,000
4186 Brookwood Road Mitigation Right of Way 90,000 20,000 110,000 TBD PW2 RRFB Crosswalk,Moraga Way@Valley View 100,000 100,000 TBD PW5 Glorietta SRTS Raised Crosswalk at Martha 65,000 275,000 340,000 TBD PW1 San Pablo Creek Culvert Repair 1,750,000 290,000 4,200,000 TBD PW3 2025 Annual Paving Project 1,580,000
TBD PW4 2026 Annual Paving Project 225,000
TRANSPORTATION / DRAINAGE TOTAL 9,589,500 6,673,500 10,894,032 40,357,032 TOTAL (ALL FUNDS) 12,869,271 9,989,583 11,761,612 49,025,666 74 H.2.a
Packet Pg. 254 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Capital Project Expenditures Mid-Cycle Update Budget FY 2022-23 (By Fund) FUND Project
Number PROJECT NAME ESTIMATED FY 2021-2022

PROPOSED

BUDGET FY
2022-2023

FORECAST

BUDGET FY
2023-2024

FORECAST

BUDGET FY
2024-2025

FORECAST

BUDGET FY
2025-2026
105 - Orinda Add-On Sales Tax
4120 2019 Annual and Measure J & L Pavement Rehab
4146 Green Infrastructure Program for Pavement Projects 4148 Lavenida Culvert Repair 60,000 303,500
4152 Camino Sobrante at Golf Course Slide Stabilization 700,000 4153 Loma Vista Pavement Repair
4155 2021 Annual Pavement Project 1,085,000 300,000
4165 Pavement Rehab-El Toyonal, Oak Flat, La Espiral 900,000 4166 2022 Annual Pavement Project 420,144
TOTAL ADD-ON SALES TAX FUND 1,145,000 2,203,500 420,144 - - 106 - Add-on Sales Tax 2021-2041 (Measure R)
0020 Fleet Replacements 181,500
3100 Glorietta-Rheem SD Repair PL-492
3101 Orchard SD Repair PL-409 & PL-513
3102 Ivy Dr. SD Repairs, PL-958/959 & PL864
3103 Canon SD Repairs PL-1765, -1766 &-1775 300,000 1,300,000 3104 Ranch SD Repairs PL-1074; PL-1089, PL-1809 200,000 900,000 3105 Brookside SD Repair PL-751, PL-867 200,000 900,000 4186 Brookwood Road Right of Way Mitigation 20,000 90,000 TBD PW1 San Pablo Creek Culvert Repair 1,750,000 1,620,000 540,000 TOTAL MEASURE R ADD-ON SALES TAX 90,000 201,500 1,750,000 2,320,000 3,640,000 200 - Gas Tax
0087 Bear Creek Bridge Seismic Retrofit 16,000 209,000
3608 Traffic Signal Operation Improvements 15,000 35,000 4074 ADA Transition Plan Compliance Projects 85,000 50,000 50,000 50,000 50,000 4107 Traffic Calming Improvements Program 5,000 30,000 30,000 30,000 30,000 4138 Orinda Way Pavement Rehabilitation 255,000
4155 2021 Annual Pavement Project 700,000
4166 2022 Annual Pavement Project 600,000
4171 2023 Annual Paving Project 610,000
4177 Camino Pablo Underground Utility District 30,000 20,000 150,000 4178 2024 Annual Pavement Rehabilitation 620,000
4183 2025 Annual Pavement Rehabiliation 600,000
4185 Road Safety Plan (Omitted in Preliminary Document) 30,000 TBD PW3 2025 Annual Paving Project 495,000
TOTAL GAS TAX FUND 1,106,000 354,000 1,310,000 850,000 1,175,000 205 - Transportation Impact Fees
0044 Miner Road Bridge Seismic Retrofit Project 5,000 205,000 3066 Camino Pablo Path-Orinda Way to Monte Vista
3608 Traffic Signal Operation Improvements 85,000 715,000 4076 Camino Pablo Pathway Rehabilitation 30,000
4109 Annual Bicycle, Trails, and Walkways Program 1,000 17,500 17,500 17,500 22,500 4140 Martha Rd-Catherine Court Ped Path-Assessment 40,000 4168 Ped Path Moraga Wy ECM to Altam 39,200 125,000
4172 Ped Xing Improvement Glorietta at Virginia
TBD PW2 RRFB Crosswalk,Moraga Way@Valley View 20,000
TOTAL TRANSPORTATION IMPACT FEE FUND 170,200 1,082,500 47,500 17,500 22,500 210 - Drainage Impact Fees
3100 Glorietta-Rheem SD Repair PL-492 175,000 25,000
3101 Orchard SD Repair PL-409 & PL-513 50,000 200,000
3102 Ivy Dr. SD Repairs, PL-958/959 & PL864 200,000 100,000 4092 Storm Drain Plan & Inventory 15,000 15,000 15,000 15,000 15,000 4094 Storm Drain Liner Ivy Dr (48in) 3,000 130,000
4111 Annual Drainage Facilities Improvement Program
4148 Lavenida Culvert Repair 508,500
4167 Storm Drain Moraga Wy & Coral 93,000 100,000 573,900 TOTAL DRAINAGE IMPACT FEE FUND 336,000 1,178,500 688,900 15,000 15,000 75 H.2.a
Packet Pg. 255 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Capital Project Expenditures Mid-Cycle Update Budget FY 2022-23 (By Fund) FUND Project
Number PROJECT NAME ESTIMATED FY 2021-2022

PROPOSED

BUDGET FY
2022-2023

FORECAST

BUDGET FY
2023-2024

FORECAST

BUDGET FY
2024-2025

FORECAST

BUDGET FY
2025-2026
240 - Park Dedication Fees
4016 Community Center Window Replacement 100,000
4050 Community Center HVAC 65,000
4083 Community Center Exterior Painting 120,000
4086 Community Center Accessibility Improvements 15,000 15,000 15,000 15,000 15,000 4103 Mini Park (Crossroads Park) 43,000 50,000
4112 Community Park Renovation Plan & Improvements 140,000 275,000 4113 Art & Garden Center Sound Absorption 15,000
4141 Community Center Roof Replacement 3,000 72,000
4180 Community Center Vinyl Flooring 40,000 50,000
4181 Art & Garden Center Audio Visual
4184 Ranch House Roof Replacement 35,000
TBD PR3 Lighting Retrofit(LED)-Tennis Court
TBD PR4 Lighting Retrofit(LED)-Wilder Fields#1 & #2 150,000 TOTAL PARK DEDICATION FEE FUND 291,000 582,000 180,000 15,000 165,000 255 - Grants - Federal
0044 Miner Road Bridge Seismic Retrofit Project 71,000 381,000 0087 Bear Creek Bridge Seismic Retrofit 160,000 527,000 3066 Camino Pablo Path-Orinda Way to Monte Vista
3608 Traffic Signal Operation Improvements 50,000 350,000 4138 Orinda Way Pavement Rehabilitation 620,000
TOTAL GRANTS - FEDERAL 901,000 1,258,000 - - -
256 - ARPA Grant
3100 Glorietta-Rheem SD Repair PL-492 1,000,000 -
3101 Orchard SD Repair PL-409 & PL-513 1,000,000
3102 Ivy Dr. SD Repairs, PL-958/959 & PL864 1,000,000
TOTAL GRANTS - STATE - - 3,000,000 - -
260 - Grants - State
0044 Miner Road Bridge Seismic Retrofit Project 4,000 39,000 - 0087 Bear Creek Bridge Seismic Retrofit 4,000 69,000
3066 Camino Pablo Path-Orinda Way to Monte Vista 470,000 1,150,000 4112 Community Park Renovation Plan & Improvements 177,000 4163 Downtown Precise Plan 120,000 8,000
4164 Solar Back-up Community Center 217,551
4185 Road Safety Plan 40,000
TBD PR2 Emergency Generators-Various Buildings 300,000
TBD PW5 Glorietta SRTS Raised Crosswalk at Martha 65,000 275,000 TOTAL GRANTS - STATE 168,000 1,045,551 1,725,000 - -
261 - Recycle Grant
4118/4132 2018 Measure J & L Pavement Rehab - - - -

TOTAL RECYCLE GRANT - - - - -
262 - Other Grants
0087 Bear Creek Bridge Seismic Retrofit 200,000
4103 Mini Park (Crossroads Park) 235,000
4112 Community Park Renovation Plan & Improvements 200,000 4177 Camino Pablo Underground Utility District 170,000 80,000 1,050,000 5501 Housing Element Update 4,000
TOTAL OTHER GRANTS 4,000 805,000 80,000 1,050,000 -
263- Transportation Development Act (TDA)
4076 Camino Pablo Pathway Rehabilitation 55,000 65,000
4128 Camino Pablo Bicycle Route Corridor Improvements 51,500 4168 Ped Path Moraga Wy ECM to Altam 25,800 60,000
TBD PW2 RRFB Crosswalk,Moraga Way@Valley View 80,000
TOTAL TRANSPORTATION DEVELOPMENT ACT 77,300 195,000 65,000 - - 76 H.2.a
Packet Pg. 256 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Capital Project Expenditures Mid-Cycle Update Budget FY 2022-23 (By Fund) FUND Project
Number PROJECT NAME ESTIMATED FY 2021-2022

PROPOSED

BUDGET FY
2022-2023

FORECAST

BUDGET FY
2023-2024

FORECAST

BUDGET FY
2024-2025

FORECAST

BUDGET FY
2025-2026
330- CCTA Return To Source
4155 2021 Annual Pavement Project 45,000 555,000
4166 2022 Annual Pavement Project 490,000 70,000
4171 2023 Annual Pavement Project 863,000
4178 2024 Annual Pavement Rehabilitation 400,000
4183 2025 Annual Pavement Rehabilitation 500,000
TBD PW3 2025 Annual Paving Project 400,000
TOTAL CCTA - RETURN TO SOURCE 535,000 625,000 863,000 400,000 900,000 331 - CCTA Projects
4128 Camino Pablo Bicycle Route Corridor Improvements 400,000 TOTAL CCTA - PROJECTS 400,000 - - - -
332 - CCTA Supplemental (Program 28C)
4109 Annual Bicycle, Trails, and Walkways Program - 22,500 22,500 22,500 17,500 TOTAL CCTA - SUPPLEMENTAL (PROGRAM 28C) - 22,500 22,500 22,500 17,500 335 - Road Maintenance Fee (Solid Waste Provider)
4119/4120 2019 Annual and Measure J & L Pavement Rehab 190,000 4128 Camino Pablo Bike Rte Improvement 335,000
4155 2021 Annual Pavement Project 1,135,000 283,000
4166 2022 Annual Pavement Project 284,988
4167 Storm Drain Moraga Wy & Coral 200,000
4171 2023 Annual Pavement Project 210,000 317,000
4178 2024 Annual Pavement Rehabilitation 225,000 755,000 4183 2025 Annual Pavement Rehabilitation 200,000 550,000 TBD PW3 2025 Annual Paving Project 225,000 460,000
TBD PW4 2026 Annual Paving Project 225,000
TOTAL ROAD MAINTENANCE FEE 1,660,000 493,000 1,026,988 1,180,000 1,235,000 340 - Wilder Community Maint. Endowment
4013 Wilder Fields 1&2 Turf Replacement 1,224,752
TBD PR4 Lighting Retrofit(LED)-Wilder Fields#1 & #2 100,000 TOTAL WILDER COMMUNITY MAINT.

ENDOWMENT - 1,224,752 - - 100,000
341 - Field Maintenance Surcharge
TBD PR3 Lighting Retrofit(LED)-Tennis Court 55,000
TOTAL WILDER COMMUNITY MAINT.

ENDOWMENT - 55,000 - - -
350 - Facility Improvement Surcharge
4050 Community Center HVAC
4181 Art & Garden Center Audio Visual 20,000
TBD PR5 Community Center Carpet Replacement 55,000
TOTAL LIBRARY PARCEL TAX - 75,000 - - -
391 - General Plan Permit Surcharge
5501 Housing Element Update 100,000
TOTAL GENERAL PLAN PERMIT SURCHARGE 100,000 - - - -
514 - Stormwater Utility Assessment
4146 Green Infrastructure Program for Pavement Projects 35,000 30,000 30,000 30,000 4155 2021 Annual Pavement Project 240,000
TOTAL STORMWATER UTILITY ASSESSMENT 35,000 270,000 30,000 30,000 - 520 - Library Parcel Tax
4161 Library Boiler Replacement 106,250
4173 Library Roof Replacement 72,250
4174 Replace Library Air Handlers 161,500
77 H.2.a
Packet Pg. 257 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Capital Project Expenditures Mid-Cycle Update Budget FY 2022-23 (By Fund) FUND Project
Number PROJECT NAME ESTIMATED FY 2021-2022

PROPOSED

BUDGET FY
2022-2023

FORECAST

BUDGET FY
2023-2024

FORECAST

BUDGET FY
2024-2025

FORECAST

BUDGET FY
2025-2026
4175 Library Painting (Ext. & Interior) 127,500
4179 Library Exterior Accent Tile Replacement 85,000
TBD PR1 Library Elevator Modernization 320,000
TOTAL LIBRARY PARCEL TAX 467,500 85,000 - 320,000 -
603 - Building Maintenance (ISF)
4016 Community Center Window Replacement 150,000
4083 Community Center Exterior Painting 30,000
4145 City Hall Elevator 20,000
4160 Install Mini Split HVAC System at Orinda Library 30,000 4161 Library Boiler Replacement 18,750
4173 Library Roof Replacement 12,750
4174 Replace Library Air Handlers 28,500
4175 Library Painting (Ext. & Interior) 22,500
4179 Library Exterior Accent Tile Replacement 15,000
4182 City Hall Exterior Painting 130,000
TOTAL BUILDING ISF 65,000 242,500 150,000 - -
605 - Fleet Replacement
0020 Fleet Replacements 201,000 364,770 237,580 220,200 385,000 TOTAL FLEET ISF 201,000 364,770 237,580 220,200 385,000 612 - General & Lonag Term Plans
4163 Downtown Precise Plan 85,131 89,000
5501 Housing Element Update 115,000 181,000
TOTAL GENERAL & LONG TERM PLANS 200,131 270,000 - - -
700- Capital Improvement (General Capital Projects)
4017 Sewer Line Community Center
4108 City Hall Slide Stabilization 835,000
4111 Annual Drainage Facilities Improvement Program 170,000 170,000 165,000 155,000 155,000 4140 Martha Rd-Catherine Court Ped Path-Assessment 240,000 4141 Community Center Roof Replacement 220,000
4164 Solar Back-up Community Center 8,700 165,450
4170 Drainage Impvt 25 La Cuesta 31,500
TOTAL CAPITAL IMPROVEMENT (GENERAL) 1,013,700 826,950 165,000 155,000 155,000 704 - Road/Slope Stabilization
3548 Canon Dr. Embankment repair 73,000
4152 Camino Sobrante at Golf Course Slide Stabilization 70,000 TBD PW1 San Pablo Creek Culvert Repair 290,000
TOTAL ROAD/SLOPE STABILIZATION 70,000 363,000 - - -
GRAND TOTAL CIP PROJECTS - ALL FUNDS 9,989,583 12,869,271 11,761,612 6,595,200 7,810,000 78 H.2.a
Packet Pg. 258 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Fiscal Years 2022-2023 – Revised Budget – Mid-Cycle Adjustment

APPROPRIATIONS LIMIT CALCULATION
FOR FISCAL YEAR 2022-2023
79 H.2.a
Packet Pg. 259 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial (Two Year) Budget For Fiscal Years 2022 and 2023 Appropriations Limit Calculation
California voters approved propositions, amending the State Constitution, which require that the annual City budget include a calculation of the Appropriations Limit, sometimes referred to as the Gann Limit.

This requirement was imposed by Proposition 4 (1979) and later amended by Proposition 111 (1990).

The legislation imposes a restriction on the amount of government revenue which may be appropriated in any fiscal year.

Since the City of Orinda was formed after the adoption of a requirement for an Appropriations Limit, the City’s initial appropriations limit was established by the Contra Costa County Board of Supervisors. This was included on the ballot for the incorporation vote. Under State law the limit can be increased each year based on a specific formula and specified growth factors. The Appropriations Limit does not apply to all funds. It only applies to “proceeds of taxes” as will be explained below.

Each year, the adjustment to the Appropriations Limit takes into consideration two factors:
1) Change in the cost of living, and
2) Change in population
For each of these factors, the City may select between two optional factors.

SELECTION OF OPTIONAL FACTORS

1. Change in Population (City of Orinda vs. Contra Costa County) as estimated by the California Department of Finance. The City selects the change in Orinda population.

2. Change in State per capita Personal Income vs. Orinda Non-Residential Building Construction. The City selects the change in per capita personal income. * Change in non-residential assessed valuation was not available and given that the majority of the assessed valuation in Orinda is designated as residential this factor would be expected to be lower than the Change in Per Capita Income.

Options Population
1/1/2021
Population
1/1/2022
%
Increase
a. City of Orinda 19,496 19,478 -0.09%
b. Contra Costa County 1,161,240 1,156,471 -0.41%
Options % Increase
a. Change in State Per Capita Personal Income 7.55%
b. Change in Orinda Non-Residential Assessed Valuation N/A* 80 H.2.a
Packet Pg. 260 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City of Orinda Biennial (Two Year) Budget For Fiscal Years 2022 and 2023 Appropriations Limit Calculation
The Fiscal Year 2022-23 limit to which the adjustment is applied uses the 2021-22 (Prior Year) Appropriations Limit of $23,211,124, as adopted by the City Council on June 15, 2021 (Resolution No. 27-21). As shown in the calculation below, the appropriations limitation for the City of Orinda for Fiscal Year 2022-23 is established at $24,941,095.

Appropriation Limit Calculation FY 2022-2023
The 2022-23 Appropriations subject to the limit (“Proceeds of Taxes”) total $19,156,245. This total is based on the requirements of the Appropriations Limit which requires the assignment of all appropriated revenue to either a Proceeds from Taxes (i.e. Property Tax, Sales tax, etc.) or assigns the appropriation to a Non Proceeds of Taxes (i.e. Fees and charges, grants, etc.).

Based on the analysis the City remains $5,784,850 or 23% below the authorized limit.

Factors Calculation
Population Change Orinda -0.09% 0.9991
State Per Capita Personal Income 7.55% 1.0755
Calculation of Factor for FY 2022-23 1.074532 0.9991 * 1.0755 Prior Year Appropriation Limit (2021-22) $23,211,124
Appropriation Limit FY 2022-23 $24,941,095 =23,211,124*1.074532 81 H.2.a
Packet Pg. 261 Attachment: FY2023 Mid-Cycle Update Document (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment)

BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:

Approving the Fiscal Year 2022-2023 )
Mid-Cycle Update to the Biennial Budget )
) Resolution No. 32-22
)
WHEREAS, pursuant to Title II, Section 2.08.070 E of the Orinda Municipal Code, the City Manager has prepared and submitted a two year budget describing estimated income and expenses for the fiscal years beginning July 1, 2021 and continuing through June 30, 2023; and
WHEREAS, on June 29, 2021 the City Council reviewed and adopted Resolution No. 29-21 adopting the Biennial Budget for Fiscal Year 2021-2022 & Fiscal Year 2022-2023; and WHEREAS, the City Council reviewed the Preliminary Mid-Cycle Budget adjustment at a public meeting on June 7, 2022; and the Finance Advisory Committee reviewed the draft Mid-Cycle Budget Adjustment on June 15, 2022 and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orinda does hereby adopt the Mid-Cycle Budget Adjustment for Fiscal Year 2022-2023, which adjusts the appropriations originally adopted for Fiscal Year 2022-2023.

BE IT FURTHER RESOLVED that the City Council of the City of Orinda does hereby:

1. Adopt the Summary of Appropriations & Estimated Fund Balances For Fiscal Year 2022-2023 – Year 2, as attachedhereto;

2. Appropriate funds including; Revenues, Operating Department Expenditures; Inter-fund Transfers and Capital Improvement Program Projects identified for Fiscal Year 2022-2023, as presented to the City Council and summarized in the Summary of Appropriations;

3. Authorize the City Manager to make expenditures within the budget as necessary to implement the services and policies of the City Council;

4. Authorize the City Manager to administratively approve the following without additional action by the City Council;
i. Transfer budgeted amounts between line items, provided that the transfer is within the same fund, and within the same Department;
ii. Increase grant funded revenue and expenditure budgets,when revenue estimates exceed the amount approved in the Budget due to an increase in grant revenues as verified in the financial records. The adjustment may also account for increased
expenditures in an amount not to exceed the amount of
increased grant revenue. These changes shall be disclosed as part of quarterly financial reports or other reporting presented to H.2.b
Packet Pg. 262 Attachment: Resolution 32-22 Adopting the Mid-Cycle Update FY 2022-2023 (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) the City Council.
iii. Administratively process Fiscal Year 2022-2023 Operating Budget Adjustments, as deemed by the City Manager to be appropriate, to account for the carryover of unspent operating budget appropriations from Fiscal Year 2021-2022. The changes shall only be for purchases assumed in the Budget to be completed by June 30, 2022, but were not completed and shall rely on carry-over funding. These changes shall be disclosed as part of quarterly financial reports or other reporting presented to the City Council.
iv. Make adjustments to the Fiscal Year 2022-2023 Capital Project Appropriations to account for the carryover of unspent
appropriations from Fiscal Year 2021-2022, to the extent that the amount of the carryover shall be only for active projects that remain incomplete but are underway as of June 30,2022.
v. Approve certain contracts for On-Call Services as listed on Attachment C in a form acceptable to the City Attorney.

BE IT FURTHER RESOLVED THAT any other modifications to the Mid-Cycle 2022-2023 Appropriations or the approved number of full-time equivalent regular staff positions shall be submitted to the City Council for approval.

Adopted by the City Council of the City of Orinda on June 21, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Dennis Fay, Mayor
ATTEST:

Sheri Marie Smith, City Clerk
H.2.b
Packet Pg. 263 Attachment: Resolution 32-22 Adopting the Mid-Cycle Update FY 2022-2023 (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment)

CITY OF ORINDA SUMMARY OF APPROPRIATIONS & ESTIMATED FUND BALANCES JULY 1, 2022 - JUNE 30, 2023
YEAR 2 ADOPTED FORECAST: FISCAL YEAR 2022-2023
General Fund
General Purpose
Add-On Sales Tax (Measure L)
Add-On Sales Tax (Measure R)
General & Long Term Plans
Total General Funds
Special Revenue Funds
Gas Tax
Transportation Impact
Drainage Impact
Tree Mitigation
Park Dedication
Federal Grants
State Grants
Recycle Grants
Other Grants
Transportation Dev Act (TDA)
Supplemental Law Enforcement Grant
CCTA - Return To Source
CCTA - Projects
CCTA - Regional $ Program 28C
Rd. Maintenance (Garbage Co.)
Wilder Endowment
Field Maintenance Surcharge
Facility MaintenanceSurcharge
Affordable Housing
General Plan Surcharge
Permit Technology Surcharge
Assessment Dist L-42
Assessment Dist M-9
Assessment Dist M-11
Stormwater Utility
Library Parcel Tax
Wilder Cmmty Facility District
Total Special Revenue Funds
Capital Funds
Capital General
Oaksprings
Rd & DrainageStabilization
GO Bonds 2014
GO Bonds 2016
Total Capital Project Funds

TOTAL OPERATING & CAPITAL
Internal Service Funds (ISF)
Information Systems
Building Maintenance
Vehicle Replacement
Risk Management

TOTAL ISF
Debt Service Funds
2014 GO Bonds (Series A &B)
2016 GO Bonds (Series A)

TOTAL DEBT SERVICE

GRAND TOTAL ALLFUNDS
Estimated
Beginning
Balance7/1/2022
Revenue
Estimated Transfers In
Estimated
Expenditures
Transfers
Out
Estimated
Ending
Balance
6/30/2023
10,260,665 16,216,960 17,340 15,833,863 47,668 10,613,434 1,114,087 1,000 - 961,977 - 153,110
2,375,563 2,899,050 - 959,190 - 4,315,423
530,038 2,000 - 270,000 - 262,038
14,280,353 19,119,010 17,340 18,025,030 47,668 15,344,005 252,185 1,030,000 - 987,500 - 294,685
777,232 345,000 - 923,500 - 198,732
1,466,797 150,500 - 1,048,500 - 568,797
13,406 600 - - - 14,006
384,560 51,000 - 310,000 - 125,560
- 1,769,000 - 1,769,000 - -
15,429 297,000 - 297,000 - 15,429
163,827 - - 124,000 - 39,827
(6,974) 370,000 - 370,000 - (6,974)
2,772 80,000 - 80,000 - 2,772
89,274 136,000 - 200,000 - 25,274
349,524 514,480 - 472,000 - 392,004
0 - - - - 0
80,153 27,100 - 27,900 - 79,353
519,300 1,102,000 - 795,000 - 826,300
(6,686) - - - - (6,686)
245,092 30,500 - - - 275,592
110,054 50,750 - 15,000 - 145,804
136,768 1,000 - 2,000 - 135,768
66,616 50,900 - - - 117,516
43,186 18,600 - - - 61,786
9,906 8,835 240 7,365 600 11,016
2,716 11,660 40 12,140 - 2,276
- 37,712 47,388 68,360 16,740 -
298,377 301,000 - 297,834 - 301,543
320,841 524,848 - 656,840 - 188,849
205,567 467,535 - 467,235 - 205,867
5,539,922 7,376,020 47,668 8,931,174 17,340 4,015,096
563,337 - - 170,000 - 393,337
287,503 500 - - - 288,003
740,527 5,000 - - - 745,527
- - - - - -
- - - - - -
1,591,367 5,500 - 170,000 - 1,426,867
21,411,642 26,500,530 65,008 27,126,204 65,008 20,785,968 546,758 238,160 - 329,250 - 455,668
885,022 191,950 - 113,900 - 963,072
916,454 154,280 - 364,770 - 705,964
564,650 464,410 - - - 1,029,060
2,912,884 1,048,800 - 807,920 - 3,153,764
984,899
1,250,005
1,230,000
1,707,000
-
-
1,196,768
1,618,390
-
-
1,018,131
1,338,615
2,234,904 2,937,000 - 2,815,158 - 2,356,746
26,559,430 30,486,330 65,008 30,749,282 65,008 26,296,478 H.2.b
Packet Pg. 264 Attachment: Resolution 32-22 Adopting the Mid-Cycle Update FY 2022-2023 (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) Annual Contracts & On-Call Contract Approval and Extensions With the mid-cycle budget review which is making changes to the FY 2022-23 budget, we are introducing a concept on a trial basis by which we are asking the City Council to approve certain annual or on-going contracts like for on-call services as part of the budget approval. This change is intended to streamline the contracting processing process by having certain regular annual or on-call contracts approved as part of the budget process. This is a more efficient and cost-effective basis to handle these approvals, especially given our limited staffing resources. As proposed, the contracts or agreements for services would be approved by the City Council as part of the budget adoption process and the City Manager would be authorized to execute the following agreements. In future years, it is anticipated that additional contracts could be added to this annual approval process. For this year, a number of Public Works on-call contracts which were initially approved for a three year total term are being extended by an additional two years, as staff resources are not available to undertake a Request for Proposal process to refresh the list of firms utilized.

Vendor Name Services Term
Not to Exceed
Contract Amount Funding Source
Tripepi Smith Outreach &
Marketing
1 year $100,000 Measure R (retainer and
Measure R services)
General Fund (NonMeasure R services)
Dewberry Drake
Haglan
Structural
Engineering
Services
2 year $200,000* Varies**
Stantec
Consulting
Services Inc.

Landscape
Architecture
Services
2 year $150,000* Varies**
LCC Engineering &
Surveying, Inc.

Civil Engineering
Services
2 year $150,000* Varies**
Anchor
Engineering, Inc.

Construction
Management
2 year $150,000* Varies**
Fisher
Geotechnical
Geotechnical
Engineering
Services
2 year $150,000* Varies**
LCC Engineering &
Surveying, Inc.

Land Surveying
Services
2 year $150,000* Varies**
*- Amount shown is the proposed amended total contract value **- The funding source varies and would utilize existing operating or capital budget, and depends on which particular project such contract is used for. A particular on call contract may serve multiple projects. This action would not appropriate additional funding.

H.2.c
Packet Pg. 265 Attachment: Listing of Annual On-Call Services Contracts (2834 : Adoption of FY 2022-2023 Mid-Cycle Budget Adjustment) City Council
Staff Report
Agenda Item: H.3
Date: June 21, 2022
Department:

Public Works and
Engineering Services
AGENDA TITLE: Adoption of Capital Improvement Plan (CIP) Update (Fiscal Years 2021/2022-2026/2027
RECOMMENDATION:

Adopt Resolution 31-22 which approves the Capital Improvement Plan Update (Fiscal Years 2021/2022-2026/2027)
BACKGROUND:

The subject 5-year Capital Improvement Plan (CIP) covers the estimated activity during the current Fiscal Year 2021-2022 (July 1, 2021-June 30, 2022) and the subsequent five years (July 1, 2022-June 30, 2027). The CIP is updated annually, using the following process for this year’s update:
 Staff presented potential project lists to City Council for discussion and comments with respect to the subject CIP update. This occurred on April 19, 2022.
 Staff incorporated comments received at the above meeting about new projects and made certain changes and corrections in current already approved projects in the CIP, and presenting a draft CIP Update at the June 7, 2022 City Council meeting.
 The Planning Commission reviewed the proposed CIP Update at their meeting on June 14, 2022 and adopted Resolution 22-01, finding conformance with the Orinda General Plan (as required by State government codes)  Staff provides the final CIP Update to City Council for adoption on June 21, 2022. (the subject meeting)
Presentations regarding the Proposed CIP Update were made at public meetings of the Supplemental Sales Tax Oversight Commission on June 8, 2022, Independent Library Parcel Tax Oversight Committee on June 15, 2022 and Finance Advisory Committee on April 27, 2022.

For this CIP Update, in order to forecast a conventional five year period, the update will encompass an additional year. It should also be noted that in order to be consistent with the two-year overall city budget cycle, the CIP will be updated annually, and then comprehensively adopted during the two-year cycle with the overall budget.

DISCUSSION:

City staff uses CIP software/program (Plan-It!) which has the capability to handle up to a 10 year period, and Staff has input data to the six year period described above.

H.3
Packet Pg. 266
However, due to staff time limitations we were unable to generate reports which show the full six years. Therefore, the Attachments herein only show a five year period. We intend to show the six year period in the future.

The City Council provided input and comments at the June 7, 2022 City Council meeting and Staff has made various revisions and corrections to the draft document to produce the CIP Update, which consists of:
 Resolution 31-22 which approves the Capital Improvement Plan UpdateAttachment A  Plan-It Detail pages for New Projects - Attachment B
 Summary of Projects (& Expenditures) by Category - Attachment C  Sources & Uses of Funds (one page detail per Fund) - Attachment D  Unfunded Project List- Attachment E
 Planning Commission Resolution 22-01, determining conformance of the proposed CIP Update with the General Plan, adopted June 14, 2022 - Attachment F
Any additional updates as a result of the subject meeting’s discussion prior to adoption will be incorporated in the final adopted CIP Update. To the extent that changes impact project funding that was not in the Proposed Mid-Cycle Budge Adjustment, that document will also require revision. There continues to be a robust list of funded capital improvement projects to the public roadway and drainage system, the City’s parks and buildings, transportation improvements for bicycles and pedestrians, and long term downtown planning.

The Five Year Capital Improvement Program, adopted June 29, 2021, which is being updated by this meeting’s CIP Update can be viewed on the City website at:
https://www.cityoforinda.org/ArchiveCenter/ViewFile/Item/106 Even after this CIP Update is approved, if significant decreases in revenue occur or if bids for projects are much higher than estimated, the City Council will still have the opportunity to postpone or cancel projects, on an individual case by case basis, prior to authorizing a major capital expenditure (over $60,000).

NEXT STEPS:

Staff will incorporate revisions, if any, approved as part of the subject meeting’s discussions in the Final Adopted CIP Update to be posted on the City website. The CIP will be utilized as a guide for project planning and implementation of projects.

FISCAL IMPACT:

The 5 year CIP identifies a total of $49 million in projects. This CIP includes $13 million for Fiscal Year 2022-23, with the majority for Transportation and Drainage, estimated at $9.6 million or approximately 75% of the CIP expenditures.

No current year General Fund monies are appropriated to projects. Grants and restricted revenue sources including prior year balances, remain the primary source of H.3
Packet Pg. 267
funding for capital projects. The analysis provided for each fund estimates that except for Gas Tax Fund 200, none of the funding sources will have a negative balance during the years covered by the CIP. (Revenue updates and corrections need to be made to Gas Tax Fund 200 data, which has a negative balance starting in year 24/25 as shown in the estimated Sources & Uses of Funds summary page.) It is worth noting that this type of financial planning relies on forecasts of both revenue and project costs. In light of the economic impacts from various world and national events, and inflationary pressure, cost inflation trends may significantly impact the ultimate project costs. Staff recommend that this be monitored and updated as more information is available from project bidding and in the course of delivering projects.

The actual appropriation of monies is formally accounted for in the Budget which is presented as a separate item and will need to be adjusted based on any City Council Project Funding revisions.

ATTACHMENTS:

A. Resolution 31-22 Adopt CIP Update 6-21-2022
B. Plan-It Project Detail for New Projects
C. Plan-It Summary of Projects by Category
D. SOURCES AND USES OF FUNDS
E. Master Unfunded CIP Project List 6-7-22
F. PC reso 22-01, CIP Update-6-14-2022
Respectfully Submitted by:

Scott Christie
Public Works Director
Prepared By: Scott Christie, Public Works Director
Approved by:

H.3
Packet Pg. 268

BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:

Adoption of Capital Improvement )
Plan (CIP) Update for Fiscal Years) Resolution No. 31-22 2021/2022-2026/2027 )
WHEREAS, the Orinda City Council conducted public meetings on April 19, 2022 and June 7, 2022 for the purpose of receiving citizen comments and review of projects in the Capital Improvement Plan Update for Fiscal Years 2021/2022-2026/2027; and WHEREAS, the Capital Improvement Plan was prepared in accordance with the guidelines established by the City Council; and
WHEREAS, the Planning Commission determined that the Proposed Capital Improvement Plan Update is consistent with the General Plan at its meeting on June 14, 2022 and thereby adopted Planning Commission Resolution #22-01; and WHEREAS, presentations regarding the Proposed CIP Update were made at public meetings of the Supplemental Sales Tax Oversight Commission on June 8, 2022, Independent Library Parcel Tax Oversight Committee on June 15, 2022 and Finance Advisory Committee on April 27, 2022.

NOW THEREFORE BE IT RESOLVED, that the City Council of the City of Orinda does hereby adopt the Capital Improvement Plan Update for Fiscal Years 2021/2022-2026/2027.

BE IT FURTHER RESOLVED, that the final published CIP Update document shall incorporate revisions, if any, as directed by the City Council on June 21, 2022.

Adopted by the City Council of the City of Orinda on June 21, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Dennis Fay, Mayor
Sheri Marie Smith, City Clerk
H.3.a
Packet Pg. 269 Attachment: Resolution 31-22 Adopt CIP Update 6-21-2022 (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PUBLIC WORKS
'21/'22 '25/'26 thru
Contact Public Works (925) 253-4231
Description
Repar the 1,300 lineal foot reinforced concrete culvert conveying San Pablo Creek in downtown Orinda, from the Safeway Parking lot to Orinda Way; this is within a public drainage easement and therefore a city facilitiy which must be maintained. The concrete floor (invert) has abrasion which has led to exposed rebar, and the recommendation is to reline the culvert invert. Regulatory permits will be required for the work.

Investigation work (structural, geotechnical and hydraulic) is now underway.

Under an on-call contract with Schaaf & Wheeler Consulting Civil Engineers the city has expended approximately $100,000 in FY 2021/2022 on the planning, environmental and design work (and charged to drainage maintenance operating budget) . Further investigative and design work remains, and will be performed under the same contract, extended by CC action in January 2022.

Project # TBD PW1
Justification
Portions of the culvert are degrading significantly. Should portions of the culvert fail, especially if during significant rainfall, flooding and possilbly localized ground settlement would occur, affecting roadways and parking areas near the culvert.

Useful Life 30
Project Name San Pablo Creek Culvert Repair Category TRANSPORTATION / DRAI Type MAINTENANCE
Total Project Cost: $4,200,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7180 Planning / Environmental 240,000 240,000
7125 Design Contracts 50,000 50,000
7127 Construction Costs 1,700,000 1,500,000 500,000 3,700,000 7126 Construction 50,000 120,000 40,000 210,000
Management
Total 290,000 1,750,000 1,620,000 540,000 4,200,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 106 Add-On Sales Tax 1,750,000 1,620,000 540,000 3,910,000 Measure R
704 Road / Drainage 290,000 290,000
Stabilization
Total 290,000 1,750,000 1,620,000 540,000 4,200,000
2022-2027 CIP
H.3.b
Packet Pg. 270 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PUBLIC WORKS
'21/'22 '25/'26 thru
Contact Public Works (925) 253-4231
Description
Per request originating in TSAC, add new crosswalk at this location, utilizing solar powered RRFB's (rectangular rapid flashing beacons). Install crosswalk striping and accessible landings at each side.

The city has been advised it was successful in obtaining a TDA grant to fund the majoriy of the project costs.

City staff would provide project and construction management Project # TBD PW 2
Justification
Improves pedestrian safety. This project is in response to request/petition from residents. It is adjacent to bus stops Useful Life 15
Project Name RRFB Crosswalk, Moraga Way at Valley View Category TRANSPORTATION / DRAI Type IMPROVEMENTS
Total Project Cost: $100,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7125 Design Contracts 10,000 10,000
7127 Construction Costs 90,000 90,000
Total 100,000 100,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 205 Transportation Impact 20,000 20,000
Fees
263 Transportation 80,000 80,000
Development Act (TDA)
Total 100,000 100,000
2022-2027 CIP
H.3.b
Packet Pg. 271 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PUBLIC WORKS
'21/'22 '25/'26 thru
Contact Public Works (925) 253-4231
Description
This project/program has been added to reflect the intended future use of Orinda Supplemental Sales Tax, Gas Tax, CCTA Return to Source, CCTA 28c and Road Maintenance Fees (Solid Waste Provider) for pavement maintenance related projects. Note that the City may also elect to use these funds for other transportation related projects such as bridge, roadway drainage, slope stabilization, bike, pedestrian, etc. projects.

This is a place holder. Future pavement maintenance streets will be selcted in accordance with the City's Street Rehabilitation Policy.

Project # TBD PW3
Justification
Roadway pavement rehabilitation work is necessary to prevent the pavement condition to fall into the "Poor" condition rating. Research has shown it would cost more to repair a roadway that deteriorated to the point where major rehabilitation or reconstruction is necessary.

Useful Life 15
Project Name 2025 Annual Paving Project Category TRANSPORTATION / DRAI Type ROADS
Total Project Cost: $1,580,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7125 Design Contracts 215,000 10,000 225,000
7127 Construction Costs 1,205,000 1,205,000
7126 Construction 10,000 140,000 150,000
Management
Total 225,000 1,355,000 1,580,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 200 Gas Tax 495,000 495,000
330 CCTA Return To Source 400,000 400,000
(Local Share)
335 Road Maint Fee (Solid 225,000 460,000 685,000
Waste Provider)
Total 225,000 1,355,000 1,580,000
2022-2027 CIP
H.3.b
Packet Pg. 272 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PUBLIC WORKS
'21/'22 '25/'26 thru
Contact Public Works (925) 253-4231
Description
This project/program has been added to reflect the intended future use of Orinda Supplemental Sales Tax, Gas Tax, CCTA Return to Source, CCTA 28c and Road Maintenance Fees (Solid Waste Provider) for pavement maintenance related projects. Note that the City may also elect to use these funds for other transportation related projects such as bridge, roadway drainage, slope stabilization, bike, pedestrian, etc. projects.

This is a place holder. Future pavement maintenance streets will be selcted in accordance with the City's Street Rehabilitation Policy.

Project # TBD PW4
Justification
Roadway pavement rehabilitation work is necessary to prevent the pavement condition to fall into the "Poor" condition rating. Research has shown it would cost more to repair a roadway that deteriorated to the point where major rehabilitation or reconstruction is necessary.

Useful Life 15
Project Name 2026 Annual Paving Project Category TRANSPORTATION / DRAI Type ROADS
Total Project Cost: $2,000,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7125 Design Contracts 215,000 215,000
7126 Construction 10,000 10,000
Management
Total 225,000 225,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 335 Road Maint Fee (Solid 225,000 225,000
Waste Provider)
Total 225,000 225,000
2022-2027 CIP
H.3.b
Packet Pg. 273 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PUBLIC WORKS
'21/'22 '25/'26 thru
Contact Public Works (925) 253-4231
Description
Construct raised intersection at Glorietta/Martha, adjacent to Glorietta Elementary School.

An application for this project is being submitted in June 2022 for a State ATP (cycle 6) grant, under the SRTS category. No local match is requred for the ATP program.

Project # TBD PW 5
Justification
Improves pedestrian safety for residents and school users by raising height of crosswalks to match sidewalks at the intersection Useful Life 20
Project Name Glorietta SRTS Raised Crosswalks at Martha Category TRANSPORTATION / DRAI Type IMPROVEMENTS
Total Project Cost: $340,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7125 Design Contracts 65,000 65,000
7127 Construction Costs 250,000 250,000
7126 Construction 25,000 25,000
Management
Total 65,000 275,000 340,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 260 Grants: State 65,000 275,000 340,000
Total 65,000 275,000 340,000
2022-2027 CIP
H.3.b
Packet Pg. 274 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PARKS & RECREATION
'21/'22 '25/'26 thru
Contact Parks & Recreation (925)254-
Description
Modernize this elevator which is approximately 20 years old and increasingly expensive to maintain.

Project # TBD PR1
Justification
reduce ongoing maintenance costs and improve reliability Useful Life 15
Project Name Library elevator modernization Category CITY BUILDINGS & FACILI Type MAINTENANCE
Total Project Cost: $320,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7125 Design Contracts 20,000 20,000
7127 Construction Costs 300,000 300,000
Total 320,000 320,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 520 Library Parcel Tax 320,000 320,000
Total 320,000 320,000
2022-2027 CIP
H.3.b
Packet Pg. 275 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PARKS & RECREATION
'21/'22 '25/'26 thru
Contact Parks & Recreation (925)254-
Description
Replace community center and City Hall generators, obtain generators for library and maintenance yard, add battery back-up system to AGC solar - primarily grant funded by California Governor’s Office of Emergency Services (Cal OES - 404 Hazard Mitigation Grant Program (HGMP) The costs are very roughly estimated herein, and it is unknow what local match, if any, would be required under the above grant progam Project # TBD PR 2
Justification
provide backup power for city facilities
Useful Life 15
Project Name Emergency generators - various buildings Category CITY BUILDINGS & FACILI Type IMPROVEMENTS
Total Project Cost: $300,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7125 Design Contracts 50,000 50,000
7127 Construction Costs 250,000 250,000
Total 300,000 300,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 260 Grants: State 300,000 300,000
Total 300,000 300,000
2022-2027 CIP
H.3.b
Packet Pg. 276 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PARKS & RECREATION
'21/'22 '25/'26 thru
Contact Parks & Recreation (925)254-
Description
Retroift exising lamps at the courts for improved efficienty and cost savings Project # TBD PR3
Justification
energy savings
Useful Life 20
Project Name Lighting retrofit (LED) - tennis courts Category Park Improvements Type RENOVATION
Total Project Cost: $55,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7127 Construction Costs 55,000 55,000
Total 55,000 55,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 341 Field Maintenance 55,000 55,000
Surcharge
Total 55,000 55,000
2022-2027 CIP
H.3.b
Packet Pg. 277 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PARKS & RECREATION
'21/'22 '25/'26 thru
Contact Parks & Recreation (925)254-
Description
Retroift exising lamps at the courts for improved efficienty and cost savings Project # TBD PR4
Justification
energy savings
Useful Life 20
Project Name Lighting retrofit (LED) – Wilder fields #1 & #2 Category PARK IMPROVEMENTS Type RENOVATION
Total Project Cost: $250,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7127 Construction Costs 250,000 250,000
Total 250,000 250,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 240 Park Dedication Fees 150,000 150,000
340 Wilder Community Maint. 100,000 100,000
Endowment
Total 250,000 250,000
2022-2027 CIP
H.3.b
Packet Pg. 278 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California
Department PARKS & RECREATION
'21/'22 '25/'26 thru
Contact Parks & Recreation (925)254-
Description
Replace the existing carpet in the Orinda Community Center, which was installed in 1997 and has reach the end of it's useful life. The areas in question include the community center lobby/hallways, the offices, and rooms 7 and 8.

Project # TBD PR5
Justification
The existing carpet in the Orinda Community Center (lobby/hallways, the offices, and rooms 7 and 8) was installed in 1997 and has reach the end of it's useful life.

Useful Life 20 years
Project Name Community Center Carpet Replacement Category CITY BUILDINGS & FACILI Type IMPROVEMENTS
Total Project Cost: $55,000
Expenditures '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 7127 Construction Costs 55,000 55,000
Total 55,000 55,000
Funding Sources '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total 350 Facility Improvement 55,000 55,000
Surcharge
Total 55,000 55,000
2022-2027 CIP
H.3.b
Packet Pg. 279 Attachment: Plan-It Project Detail for New Projects (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California

PROJECTS BY CATEGORY
'21/'22 '25/'26 thru
Category Project # '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total

CITY BUILDINGS & FACILITIES
Community Center Window Replacement 4016 250,000 250,000 Community Center HVAC 4050 65,000 65,000
Community Center Exterior Painting 4083 150,000 150,000 Community Center Accessibility Improvements 4086 15,000 15,000 15,000 15,000 15,000 75,000 City Hall Slide Stabilization 4108 835,000 835,000
Art and Garden Center Sound Absorption 4113 15,000 15,000 Community Center Roof Replacement 4141 3,000 292,000 295,000 City Hall Elevator 4145 20,000 20,000
Install Mini Split HVAC System at Orinda Library 4160 30,000 30,000 Library Boiler Replacement 4161 125,000 125,000
Solar Back-Up Community Center 4164 8,700 383,001 391,701 Library Roof Replacement 4173 85,000 85,000
Replace Library Air Handlers 4174 190,000 190,000
Library Painting (Ext. & Interior) 4175 150,000 150,000 Library Exterior Accent Tile Replacement 4179 100,000 100,000 Community Center Vinyl Flooring Replacement 4180 40,000 50,000 90,000 Art & Garden Ctr Audio Visual 4181 20,000 20,000
City Hall Exterior Painting 4182 130,000 130,000
Wilder Ranch House Roof Replacement 4184 35,000 35,000
Emergency generators - various buildings TBD PR 2 300,000 300,000 Library elevator modernization TBD PR1 320,000 320,000
Community Center Carpet Replacement TBD PR5 55,000 55,000 CITY BUILDINGS & FACILITIES Total 1,101,700 1,645,001 630,000 335,000 15,000 3,726,701

LONG TERM PLANNING
Downtown Precise Plan 4163 205,131 97,000 302,131
Housing Element Update 5501 219,000 181,000 400,000
LONG TERM PLANNING Total 424,131 278,000 702,131

PARK IMPROVEMENTS
Wilder Fields 1&2 Turf Replacement 4013 1,224,752 1,224,752 Fencing & Gate Wilder Field 4 4018 0 0
Mini Park (Crossroads Park) 4103 43,000 285,000 328,000 Community Park Renovation Plan & Improvements 4112 140,000 652,000 792,000 Lighting retrofit (LED) - tennis courts TBD PR3 55,000 55,000 Lighting retrofit (LED) – Wilder fields #1 & #2 TBD PR4 250,000 250,000 PARK IMPROVEMENTS Total 1,407,752 992,000 250,000 2,649,752

TRANSPORTATION / DRAINAGE
Miner Road Bridge Seismic Retrofit 0044 80,000 625,000 705,000 Bear Creek Bridge Seismic Retrofit 0087 180,000 1,005,000 1,185,000 Camino Pablo Path-Orinda Way to Monte Vista 3066 470,000 1,150,000 1,620,000 Glorietta-Rheem SD Repair PL-492 3100 175,000 25,000 1,000,000 1,200,000 2022-2027 CIP
H.3.c
Packet Pg. 280 Attachment: Plan-It Summary of Projects by Category (2833 : Adopt CIP Update) Category Project # '21/'22 '22/'23 '23/'24 '24/'25 '25/'26 Total Orchard SD Repair PL-409 & PL-513 3101 50,000 200,000 1,000,000 1,250,000 Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 200,000 1,100,000 1,300,000 Canon SD Repairs PL-1765, -1766 &-1775 3103 300,000 1,300,000 1,600,000 Ranch SD Repairs PL-1074; PL-1089, PL-1809 3104 200,000 900,000 1,100,000 Brookside SD Repair PL-751, PL-867 3105 200,000 900,000 1,100,000 Canon Dr. Embankment repair 3548 73,000 73,000
Traffic Signal Operation Improvements 3608 150,000 1,100,000 1,250,000 ADA Transition Plan Compliance (Roadway) 4074 85,000 50,000 50,000 50,000 50,000 285,000 Camino Pablo Pathway Rehabilitation 4076 55,000 95,000 150,000 Storm Drain Plan & Inventory 4092 15,000 15,000 15,000 15,000 15,000 75,000 Storm Drain Liner Ivy Dr (48in) 4094 3,000 130,000 133,000 Traffic Calming Improvements Program 4107 5,000 30,000 30,000 30,000 30,000 125,000 Annual Bicycle, Trails, and Walkways Program 4109 1,000 40,000 40,000 40,000 40,000 161,000 Annual Drainage Facilities Improvement Program 4111 170,000 170,000 125,000 105,000 85,000 655,000 2019 Annual and Measure J & L Pavement Rehab 4119/4120 190,000 190,000 Camino Pablo Bicycle Route Corridor Improvements 4128 786,500 786,500 Orinda Way Pavement Rehabilitation 4138 875,000 875,000 Martha Rd-Catherine Ct Ped Path 4140 40,000 240,000 280,000 Green Infrastructure Program for Pavement Projects 4146 35,000 30,000 30,000 30,000 125,000 Lavenida Culvert Repair 4148 60,000 812,000 872,000
Camino Sobrante at Golf Course Slide Stabilization 4152 70,000 700,000 770,000 2021 Annual Pavement Project 4155 2,965,000 1,378,000 4,343,000 Pavement Rehab - El Toyonal, Oak Flat, La Espiral 4165 900,000 900,000 2022 Annual Pavement Project 4166 490,000 70,000 1,301,587 1,861,587 Storm Drain Moraga Wy & Coral 4167 93,000 100,000 773,900 966,900 Ped Path MoragaWy ECM to Altam 4168 65,000 185,000 250,000 Drainage Impvt 25 La Cuesta 4170 31,500 31,500
2023 Annual Paving Project 4171 210,000 1,790,000 2,000,000 Camino Pablo Underground Utility District 4177 200,000 100,000 1,200,000 1,500,000 2024 Annual Pavement Rehabilitation 4178 225,000 1,775,000 2,000,000 2025 Annual Pavement Rehabilitation 4183 200,000 1,650,000 1,850,000 Road Safety Plan 4185 70,000 70,000
Mitigation - Brookwood Rd. ROW- Study 4186 20,000 90,000 110,000 RRFB Crosswalk, Moraga Way at Valley View TBD PW 2 100,000 100,000 Glorietta SRTS Raised Crosswalks at Martha TBD PW 5 65,000 275,000 340,000 San Pablo Creek Culvert Repair TBD PW1 290,000 1,750,000 1,620,000 540,000 4,200,000 2025 Annual Paving Project TBD PW3 225,000 1,355,000 1,580,000 2026 Annual Paving Project TBD PW4 225,000 225,000
TRANSPORTATION / DRAINAGE Total 6,673,500 9,589,500 10,850,487 5,990,000 7,090,000 40,193,487

VEHICLES
Fleet Replacements 0020 382,500 364,770 237,580 220,200 385,000 1,590,050 VEHICLES Total 382,500 364,770 237,580 220,200 385,000 1,590,050 GRAND TOTAL 9,989,583 12,869,271 11,718,067 6,545,200 7,740,000 48,862,121 2022-2027 CIP
H.3.c
Packet Pg. 281 Attachment: Plan-It Summary of Projects by Category (2833 : Adopt CIP Update) Capital Improvement Plan
City of Orinda, California

SOURCES AND USES OF FUNDS
'21/'22 '25/'26 thru
105 Orinda Add-On Sales Tax (L)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 3,646,087 2,619,099 416,599 0 0
Revenues and Other Fund Sources
Revenue
4105 - Sales Tax Add-On 101,688 0 0 0 0
4110 - Interest 16,324 1,000 0 0 0
Total 118,012 1,000 0 0 0
Total Funds Available 3,764,099 2,620,099 416,599 0 0
Total Revenues and Other Fund Sources 118,012 1,000 0 0 0 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Lavenida Culvert Repair 4148 (60,000) (303,500) 0 0 0
Camino Sobrante at Golf Course Slide Stabilization 4152 0 (700,000) 0 0 0 2021 Annual Pavement Project 4155 (1,085,000) (300,000) 0 0 0 Pavement Rehab - El Toyonal, Oak Flat, La Espiral 4165 0 (900,000) 0 0 0 2022 Annual Pavement Project 4166 0 0 (416,599) 0 0
Total (1,145,000) (2,203,500) (416,599) 0 0
Total Expenditures and Uses (1,145,000) (2,203,500) (416,599) 0 0 Ending Balance 2,619,099 416,599 0 0 0
Change in Fund Balance (1,026,988) (2,202,500) (416,599) 0 0 2022-2027 CIP
H.3.d
Packet Pg. 282 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 106 Add-On Sales Tax Measure R
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 587,348 2,704,628 5,078,668 5,803,458 5,966,848 Revenues and Other Fund Sources
Revenue
4105 - Sales Tax Add-On 3,350,000 3,400,250 3,434,300 3,468,600 3,503,300 4110 - Interest 3,865 6,300 5,000 2,000 2,000
Total 3,353,865 3,406,550 3,439,300 3,470,600 3,505,300 Total Funds Available 3,941,213 6,111,178 8,517,968 9,274,058 9,472,148 Total Revenues and Other Fund Sources 3,353,865 3,406,550 3,439,300 3,470,600 3,505,300 Expenditures and Uses
Capital Projects & Equipment

CITY MANAGER
Fleet Replacements 0020 (181,500) 0 0 0 0
Total (181,500) 0 0 0 0

PUBLIC WORKS
Canon SD Repairs PL-1765, -1766 &-1775 3103 0 0 0 (300,000) (1,300,000) Ranch SD Repairs PL-1074; PL-1089, PL-1809 3104 0 0 0 (200,000) (900,000) Brookside SD Repair PL-751, PL-867 3105 0 0 0 (200,000) (900,000) Mitigation - Brookwood Rd. ROW- Study 4186 (20,000) (90,000) 0 0 0 San Pablo Creek Culvert Repair TBD PW1 0 0 (1,750,000) (1,620,000) (540,000) Total (20,000) (90,000) (1,750,000) (2,320,000) (3,640,000) Other Uses
Operating Budget Expenses (1,035,085) (942,510) (964,510) (987,210) (1,007,910) Total (1,035,085) (942,510) (964,510) (987,210) (1,007,910) Total Expenditures and Uses (1,236,585) (1,032,510) (2,714,510) (3,307,210) (4,647,910) Ending Balance 2,704,628 5,078,668 5,803,458 5,966,848 4,824,238 Change in Fund Balance 2,117,280 2,374,040 724,790 163,390 (1,142,610) 2022-2027 CIP
H.3.d
Packet Pg. 283 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 200 Gas Tax
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 452,543 99,617 514,117 17,717 (5,283) Revenues and Other Fund Sources
Revenue
4110 Interest 1,814 3,000 3,000 3,000 3,000
4190 - Local Partnership Pgm (LPP) Funding Cycle 75,118 0 200,000 200,000 200,000 4707 - Rd Maint Rehab Acct (RMRA) 395,000 435,000 384,000 398,000 435,000 Gas Tax Sections 2103-2107 505,000 561,000 464,000 470,500 470,500 Total 976,932 999,000 1,051,000 1,071,500 1,108,500
Total Funds Available 1,429,475 1,098,617 1,565,117 1,089,217 1,103,217 Total Revenues and Other Fund Sources 976,932 999,000 1,051,000 1,071,500 1,108,500 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Bear Creek Bridge Seismic Retrofit 0087 (16,000) (209,000) 0 0 0 Traffic Signal Operation Improvements 3608 (15,000) (35,000) 0 0 0 ADA Transition Plan Compliance (Roadway) 4074 (85,000) (50,000) (50,000) (50,000) (50,000) Traffic Calming Improvements Program 4107 (5,000) (30,000) (30,000) (30,000) (30,000) Orinda Way Pavement Rehabilitation 4138 (255,000) 0 0 0 0 2021 Annual Pavement Project 4155 (700,000) 0 0 0 0
2022 Annual Pavement Project 4166 0 0 (600,000) 0 0
2023 Annual Paving Project 4171 0 0 (610,000) 0 0
Camino Pablo Underground Utility District 4177 0 (30,000) (20,000) (150,000) 0 2024 Annual Pavement Rehabilitation 4178 0 0 0 (620,000) 0 2025 Annual Pavement Rehabilitation 4183 0 0 0 0 (600,000) Road Safety Plan 4185 (30,000) 0 0 0 0
2025 Annual Paving Project TBD PW3 0 0 0 0 (495,000)
Total (1,106,000) (354,000) (1,310,000) (850,000) (1,175,000) Other Uses
Public Works Operating Budget (223,858) (230,500) (237,400) (244,500) (251,800) Total (223,858) (230,500) (237,400) (244,500) (251,800) Total Expenditures and Uses (1,329,858) (584,500) (1,547,400) (1,094,500) (1,426,800) Ending Balance 99,617 514,117 17,717 (5,283) (323,583)
Change in Fund Balance (352,926) 414,500 (496,400) (23,000) (318,300) 2022-2027 CIP
H.3.d
Packet Pg. 284 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 205 Transportation Impact Fees
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 976,932 851,732 114,232 108,732 132,232 Revenues and Other Fund Sources
Revenue
4110 - Interest 5,000 5,000 2,000 1,000 1,000
4359 - Local Grant LFFA Regional $ 0 300,000 0 0 0
4701 - Transp Impact Fee 40,000 40,000 40,000 40,000 40,000 Total 45,000 345,000 42,000 41,000 41,000
Total Funds Available 1,021,932 1,196,732 156,232 149,732 173,232 Total Revenues and Other Fund Sources 45,000 345,000 42,000 41,000 41,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Miner Road Bridge Seismic Retrofit 0044 (5,000) (205,000) 0 0 0 Traffic Signal Operation Improvements 3608 (85,000) (715,000) 0 0 0 Camino Pablo Pathway Rehabilitation 4076 0 0 (30,000) 0 0 Annual Bicycle, Trails, and Walkways Program 4109 (1,000) (17,500) (17,500) (17,500) (22,500) Martha Rd-Catherine Ct Ped Path 4140 (40,000) 0 0 0 0
Ped Path MoragaWy ECM to Altam 4168 (39,200) (125,000) 0 0 0 RRFB Crosswalk, Moraga Way at Valley View TBD PW 2 0 (20,000) 0 0 0 Total (170,200) (1,082,500) (47,500) (17,500) (22,500)
Total Expenditures and Uses (170,200) (1,082,500) (47,500) (17,500) (22,500) Ending Balance 851,732 114,232 108,732 132,232 150,732
Change in Fund Balance (125,200) (737,500) (5,500) 23,500 18,500 2022-2027 CIP
H.3.d
Packet Pg. 285 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 210 Drainage Impact Fees
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 1,777,797 1,593,797 565,797 27,397 162,897 Revenues and Other Fund Sources
Revenue
4110- Interest 2,000 500 500 500 500
4702 - Drainage Impact Fee 150,000 150,000 150,000 150,000 150,000 Total 152,000 150,500 150,500 150,500 150,500
Total Funds Available 1,929,797 1,744,297 716,297 177,897 313,397 Total Revenues and Other Fund Sources 152,000 150,500 150,500 150,500 150,500 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Glorietta-Rheem SD Repair PL-492 3100 (175,000) (25,000) 0 0 0 Orchard SD Repair PL-409 & PL-513 3101 (50,000) (200,000) 0 0 0 Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 0 (200,000) (100,000) 0 0 Storm Drain Plan & Inventory 4092 (15,000) (15,000) (15,000) (15,000) (15,000) Storm Drain Liner Ivy Dr (48in) 4094 (3,000) (130,000) 0 0 0 Lavenida Culvert Repair 4148 0 (508,500) 0 0 0
Storm Drain Moraga Wy & Coral 4167 (93,000) (100,000) (573,900) 0 0 Total (336,000) (1,178,500) (688,900) (15,000) (15,000) Total Expenditures and Uses (336,000) (1,178,500) (688,900) (15,000) (15,000) Ending Balance 1,593,797 565,797 27,397 162,897 298,397 Change in Fund Balance (184,000) (1,028,000) (538,400) 135,500 135,500 2022-2027 CIP
H.3.d
Packet Pg. 286 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 240 Park Dedication Fees
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 987,560 751,560 220,560 91,060 126,560 Revenues and Other Fund Sources
Revenue
4110 - Interest 5,000 1,000 500 500 500
4703 - Park Dedication Fees 50,000 50,000 50,000 50,000 50,000 Total 55,000 51,000 50,500 50,500 50,500
Total Funds Available 1,042,560 802,560 271,060 141,560 177,060 Total Revenues and Other Fund Sources 55,000 51,000 50,500 50,500 50,500 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Center Window Replacement 4016 0 0 (100,000) 0 0 Community Center HVAC 4050 0 0 (65,000) 0 0
Community Center Exterior Painting 4083 0 (120,000) 0 0 0 Community Center Accessibility Improvements 4086 (15,000) (15,000) (15,000) (15,000) (15,000) Mini Park (Crossroads Park) 4103 (43,000) (50,000) 0 0 0 Community Park Renovation Plan & Improvements 4112 (140,000) (275,000) 0 0 0 Art and Garden Center Sound Absorption 4113 (15,000) 0 0 0 0 Community Center Roof Replacement 4141 (3,000) (72,000) 0 0 0 Community Center Vinyl Flooring Replacement 4180 (40,000) (50,000) 0 0 0 Wilder Ranch House Roof Replacement 4184 (35,000) 0 0 0 0 Lighting retrofit (LED) – Wilder fields #1 & #2 TBD PR4 0 0 0 0 (150,000) Total (291,000) (582,000) (180,000) (15,000) (165,000)
Total Expenditures and Uses (291,000) (582,000) (180,000) (15,000) (165,000) Ending Balance 751,560 220,560 91,060 126,560 12,060
Change in Fund Balance (236,000) (531,000) (129,500) 35,500 (114,500) 2022-2027 CIP
H.3.d
Packet Pg. 287 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 255 Grants: Federal
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 0 00 0 0
Revenues and Other Fund Sources
Revenue
4357-Fed Grant Hwy Bridge (#0044) 71,000 381,000 0 0 0
4357-Fed Grant Hwy Bridge (#0087) 160,000 527,000 0 0 0 4357-Fed Grant Orinda Wy (#4138) 620,000 0 0 0 0
4357-Fed Grant Traffic Signals (#3608) 50,000 350,000 0 0 0 Total 901,000 1,258,000 0 0 0
Total Funds Available 901,000 1,258,000 0 0 0
Total Revenues and Other Fund Sources 901,000 1,258,000 0 0 0 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Miner Road Bridge Seismic Retrofit 0044 (71,000) (381,000) 0 0 0 Bear Creek Bridge Seismic Retrofit 0087 (160,000) (527,000) 0 0 0 Traffic Signal Operation Improvements 3608 (50,000) (350,000) 0 0 0 Orinda Way Pavement Rehabilitation 4138 (620,000) 0 0 0 0 Total (901,000) (1,258,000) 0 0 0
Total Expenditures and Uses (901,000) (1,258,000) 0 0 0 Ending Balance 0 00 0 0
Change in Fund Balance 0 00 0 0
2022-2027 CIP
H.3.d
Packet Pg. 288 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 256 ARPA: American Rescue Plan Act
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 0 2,383,261 4,616,522 1,616,522 1,616,522 Revenues and Other Fund Sources
Revenue
4357- Fed Grant ARPA 2,383,261 2,383,261 0 0 0
Total 2,383,261 2,383,261 0 0 0
Total Funds Available 2,383,261 4,766,522 4,616,522 1,616,522 1,616,522 Total Revenues and Other Fund Sources 2,383,261 2,383,261 0 0 0 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Glorietta-Rheem SD Repair PL-492 3100 0 0 (1,000,000) 0 0 Orchard SD Repair PL-409 & PL-513 3101 0 0 (1,000,000) 0 0 Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 0 0 (1,000,000) 0 0 Total 0 0 (3,000,000) 0 0
Other Uses
Operating Budget Expenses- IT Master Plan 0 (100,000) 0 0 0 Operating Budget Expenses- Records Mgmt 0 (50,000) 0 0 0 Total 0 (150,000) 0 0 0
Total Expenditures and Uses 0 (150,000) (3,000,000) 0 0 Ending Balance 2,383,261 4,616,522 1,616,522 1,616,522 1,616,522 Change in Fund Balance 2,383,261 2,233,261 (3,000,000) 0 0 2022-2027 CIP
H.3.d
Packet Pg. 289 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 260 Grants: State
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 232,980 232,980 232,980 232,980 232,980 Revenues and Other Fund Sources
Revenue
4225-State Transportation Grant Prop 1B (#0044) 4,000 39,000 0 0 0 4225-State Transportation Grant Prop 1B (#0087) 4,000 69,000 0 0 0 4358- Camino Pablo Path (#3066) 0 470,000 1,150,000 0 0 4358- Emergency Generators ((#TBD PR2) 0 0 300,000 0 0
4358- Glorietta SRTS (#TBD PW 5) 0 65,000 275,000 0 0
4358- Solar Back-up (#4164) 0 217,551 0 0 0
4358-CalTrans Local Road Safety Plan(#4185) 40,000 0 0 0 0 4358-State HCD Development Grant (#4163) 120,000 8,000 0 0 0 4358-State Parks Grant Prop 68 (#4112) 0 177,000 0 0 0
Total 168,000 1,045,551 1,725,000 0 0
Total Funds Available 400,980 1,278,531 1,957,980 232,980 232,980 Total Revenues and Other Fund Sources 168,000 1,045,551 1,725,000 0 0 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Park Renovation Plan & Improvements 4112 0 (177,000) 0 0 0 Solar Back-Up Community Center 4164 0 (217,551) 0 0 0
Emergency generators - various buildings TBD PR 2 0 0 (300,000) 0 0 Total 0 (394,551) (300,000) 0 0

PLANNING
Downtown Precise Plan 4163 (120,000) (8,000) 0 0 0
Total (120,000) (8,000) 0 0 0

PUBLIC WORKS
Miner Road Bridge Seismic Retrofit 0044 (4,000) (39,000) 0 0 0 Bear Creek Bridge Seismic Retrofit 0087 (4,000) (69,000) 0 0 0 Camino Pablo Path-Orinda Way to Monte Vista 3066 0 (470,000) (1,150,000) 0 0 Road Safety Plan 4185 (40,000) 0 0 0 0
Glorietta SRTS Raised Crosswalks at Martha TBD PW 5 0 (65,000) (275,000) 0 0 Total (48,000) (643,000) (1,425,000) 0 0
Total Expenditures and Uses (168,000) (1,045,551) (1,725,000) 0 0 Ending Balance 232,980 232,980 232,980 232,980 232,980
Change in Fund Balance 0 00 0 0
2022-2027 CIP
H.3.d
Packet Pg. 290 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 262 Other Grants
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance (6,974) (6,974) (6,974) (6,974) (6,974) Revenues and Other Fund Sources
Revenue
4190 - Bear Creek Bridge Seismic Retrofit (#0087) 0 200,000 0 0 0 4359-ABAG Housing Element (#5501) 4,000 0 0 0 0
4420-Donations (Orinda Cmmty Foundation ) 0 00 0 0
(#4103)
4420-Donations (Orinda Cmmty Foundation) 0 235,000 0 0 0 (#4103)
4420-Donations (Pk Rec Fdn ) (#4112) 0 200,000 0 0 0
Rule 20A Undergrounding (#4177) 0 170,000 80,000 1,050,000 0 Total 4,000 805,000 80,000 1,050,000 0
Total Funds Available (2,974) 798,026 73,026 1,043,026 (6,974) Total Revenues and Other Fund Sources 4,000 805,000 80,000 1,050,000 0 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Mini Park (Crossroads Park) 4103 0 (235,000) 0 0 0
Community Park Renovation Plan & Improvements 4112 0 (200,000) 0 0 0 Total 0 (435,000) 0 0 0

PLANNING
Housing Element Update 5501 (4,000) 0 0 0 0
Total (4,000) 0 0 0 0

PUBLIC WORKS
Bear Creek Bridge Seismic Retrofit 0087 0 (200,000) 0 0 0 Camino Pablo Underground Utility District 4177 0 (170,000) (80,000) (1,050,000) 0 Total 0 (370,000) (80,000) (1,050,000) 0
Total Expenditures and Uses (4,000) (805,000) (80,000) (1,050,000) 0 Ending Balance (6,974) (6,974) (6,974) (6,974) (6,974)
Change in Fund Balance 0 00 0 0
2022-2027 CIP
H.3.d
Packet Pg. 291 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 263 Transportation Development Act (TDA)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 2,773 2,773 2,773 2,773 2,773
Revenues and Other Fund Sources
Revenue
4359-Grants Local TDA (#TBD PW 2) 0 80,000 0 0 0
4359-Grants Local TDA(#4076) 0 55,000 65,000 0 0
4359-Grants Local TDA(#4128) 51,500 0 0 0 0
4359-Grants Local TDA(#4168) 25,800 60,000 0 0 0
Total 77,300 195,000 65,000 0 0
Total Funds Available 80,073 197,773 67,773 2,773 2,773 Total Revenues and Other Fund Sources 77,300 195,000 65,000 0 0 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Camino Pablo Pathway Rehabilitation 4076 0 (55,000) (65,000) 0 0 Camino Pablo Bicycle Route Corridor (51,500) 0 0 0 0
Improvements
4128
Ped Path MoragaWy ECM to Altam 4168 (25,800) (60,000) 0 0 0 RRFB Crosswalk, Moraga Way at Valley View TBD PW 2 0 (80,000) 0 0 0 Total (77,300) (195,000) (65,000) 0 0
Total Expenditures and Uses (77,300) (195,000) (65,000) 0 0 Ending Balance 2,773 2,773 2,773 2,773 2,773
Change in Fund Balance 0 00 0 0
2022-2027 CIP
H.3.d
Packet Pg. 292 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 330 CCTA Return To Source (Local Share)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 719,095 689,525 579,005 239,735 373,915 Revenues and Other Fund Sources
Revenue
4110-Interest 3,000 2,000 1,000 1,000 1,000
4310- CCTA 502,430 512,480 522,730 533,180 535,270
Total 505,430 514,480 523,730 534,180 536,270
Total Funds Available 1,224,525 1,204,005 1,102,735 773,915 910,185 Total Revenues and Other Fund Sources 505,430 514,480 523,730 534,180 536,270 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
2021 Annual Pavement Project 4155 (45,000) (555,000) 0 0 0 2022 Annual Pavement Project 4166 (490,000) (70,000) 0 0 0 2023 Annual Paving Project 4171 0 0 (863,000) 0 0
2024 Annual Pavement Rehabilitation 4178 0 0 0 (400,000) 0 2025 Annual Pavement Rehabilitation 4183 0 0 0 0 (500,000) 2025 Annual Paving Project TBD PW3 0 0 0 0 (400,000)
Total (535,000) (625,000) (863,000) (400,000) (900,000) Total Expenditures and Uses (535,000) (625,000) (863,000) (400,000) (900,000) Ending Balance 689,525 579,005 239,735 373,915 10,185
Change in Fund Balance (29,570) (110,520) (339,270) 134,180 (363,730) 2022-2027 CIP
H.3.d
Packet Pg. 293 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 331 CCTA Project Specific Grants
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 0 00 0 0
Revenues and Other Fund Sources
Revenue
4310- Camino Pablo CCTA (#4128) 400,000 0 0 0 0
Total 400,000 0 0 0 0
Total Funds Available 400,000 0 0 0 0
Total Revenues and Other Fund Sources 400,000 0 0 0 0
Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Camino Pablo Bicycle Route Corridor (400,000) 0 0 0 0
Improvements
4128
Total (400,000) 0 0 0 0
Total Expenditures and Uses (400,000) 0 0 0 0
Ending Balance 0 00 0 0
Change in Fund Balance 0 00 0 0
2022-2027 CIP
H.3.d
Packet Pg. 294 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 332 CCTA Supplemental (28C)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 80,854 102,654 101,854 100,454 99,054 Revenues and Other Fund Sources
Revenue
4110-Interest 200 200 200 200 200
4310-CCTA 26,900 26,900 26,900 26,900 26,900
Total 27,100 27,100 27,100 27,100 27,100
Total Funds Available 107,954 129,754 128,954 127,554 126,154 Total Revenues and Other Fund Sources 27,100 27,100 27,100 27,100 27,100 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Annual Bicycle, Trails, and Walkways Program 4109 0 (22,500) (22,500) (22,500) (17,500) Total 0 (22,500) (22,500) (22,500) (17,500)
Other Uses
Regional Administration Fee (5,300) (5,400) (6,000) (6,000) (6,000) Total (5,300) (5,400) (6,000) (6,000) (6,000)
Total Expenditures and Uses (5,300) (27,900) (28,500) (28,500) (23,500) Ending Balance 102,654 101,854 100,454 99,054 102,654
Change in Fund Balance 21,800 (800) (1,400) (1,400) 3,600 2022-2027 CIP
H.3.d
Packet Pg. 295 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 335 Road Maint Fee (Solid Waste Provider)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 948,301 389,301 998,301 775,313 413,313 Revenues and Other Fund Sources
Revenue
4110-Interest 1,000 2,000 4,000 2,000 2,000
4233 Road Maint Fee (Garbage) 1,100,000 1,100,000 800,000 816,000 832,000 Total 1,101,000 1,102,000 804,000 818,000 834,000
Total Funds Available 2,049,301 1,491,301 1,802,301 1,593,313 1,247,313 Total Revenues and Other Fund Sources 1,101,000 1,102,000 804,000 818,000 834,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
2019 Annual and Measure J & L Pavement Rehab 4119/4120 (190,000) 0 0 0 0 Camino Pablo Bicycle Route Corridor (335,000) 0 0 0 0
Improvements
4128
2021 Annual Pavement Project 4155 (1,135,000) (283,000) 0 0 0 2022 Annual Pavement Project 4166 0 0 (284,988) 0 0
Storm Drain Moraga Wy & Coral 4167 0 0 (200,000) 0 0
2023 Annual Paving Project 4171 0 (210,000) (317,000) 0 0 2024 Annual Pavement Rehabilitation 4178 0 0 (225,000) (755,000) 0 2025 Annual Pavement Rehabilitation 4183 0 0 0 (200,000) (550,000) 2025 Annual Paving Project TBD PW3 0 0 0 (225,000) (460,000) 2026 Annual Paving Project TBD PW4 0 0 0 0 (225,000)
Total (1,660,000) (493,000) (1,026,988) (1,180,000) (1,235,000) Total Expenditures and Uses (1,660,000) (493,000) (1,026,988) (1,180,000) (1,235,000) Ending Balance 389,301 998,301 775,313 413,313 12,313
Change in Fund Balance (559,000) 609,000 (222,988) (362,000) (401,000) 2022-2027 CIP
H.3.d
Packet Pg. 296 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 340 Wilder Community Maint. Endowment
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 1,327,494 103,242 103,542 103,842 104,142 Revenues and Other Fund Sources
Revenue
4110-Interest 500 300 300 300 300
Total 500 300 300 300 300
Total Funds Available 1,327,994 103,542 103,842 104,142 104,442 Total Revenues and Other Fund Sources 500 300 300 300 300 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Wilder Fields 1&2 Turf Replacement 4013 (1,224,752) 0 0 0 0 Fencing & Gate Wilder Field 4 4018 0 00 0 0
Lighting retrofit (LED) – Wilder fields #1 & #2 TBD PR4 0 0 0 0 (100,000) Total (1,224,752) 0 0 0 (100,000)
Total Expenditures and Uses (1,224,752) 0 0 0 (100,000) Ending Balance 103,242 103,542 103,842 104,142 4,442
Change in Fund Balance (1,224,252) 300 300 300 (99,700) 2022-2027 CIP
H.3.d
Packet Pg. 297 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 341 Field Maintenance Surcharge
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 224,592 245,092 220,592 251,092 281,592 Revenues and Other Fund Sources
Revenue
4110 - Interest 500 500 500 500 0
4110-Interest 0 0 0 0 500
4408 Sports Facility Surcharge 20,000 30,000 30,000 30,000 30,000 Total 20,500 30,500 30,500 30,500 30,500
Total Funds Available 245,092 275,592 251,092 281,592 312,092 Total Revenues and Other Fund Sources 20,500 30,500 30,500 30,500 30,500 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Wilder Fields 1&2 Turf Replacement 4013 0 00 0 0
Lighting retrofit (LED) - tennis courts TBD PR3 0 (55,000) 0 0 0 Total 0 (55,000) 0 0 0
Total Expenditures and Uses 0 (55,000) 0 0 0
Ending Balance 245,092 220,592 251,092 281,592 312,092
Change in Fund Balance 20,500 (24,500) 30,500 30,500 30,500 2022-2027 CIP
H.3.d
Packet Pg. 298 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 350 Facility Improvement Surcharge
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 87,055 87,055 12,055 12,055 12,055
Revenues and Other Fund Sources
No Funds 0 00 0 0
Total 0 00 0 0
Total Funds Available 87,055 87,055 12,055 12,055 12,055 Total Revenues and Other Fund Sources 0 00 0 0
Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Center HVAC 4050 0 00 0 0
Art & Garden Ctr Audio Visual 4181 0 (20,000) 0 0 0
Community Center Carpet Replacement TBD PR5 0 (55,000) 0 0 0 Total 0 (75,000) 0 0 0
Total Expenditures and Uses 0 (75,000) 0 0 0
Ending Balance 87,055 12,055 12,055 12,055 12,055
Change in Fund Balance 0 (75,000) 0 0 0
2022-2027 CIP
H.3.d
Packet Pg. 299 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 391 General Plan Permit Surcharge
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 116,115 66,115 116,115 166,115 216,115 Revenues and Other Fund Sources
Revenue
4506- General Plan Surcharge 50,000 50,000 50,000 50,000 50,000 Total 50,000 50,000 50,000 50,000 50,000
Total Funds Available 166,115 116,115 166,115 216,115 266,115 Total Revenues and Other Fund Sources 50,000 50,000 50,000 50,000 50,000 Expenditures and Uses
Capital Projects & Equipment

PLANNING
Housing Element Update 5501 (100,000) 0 0 0 0
Total (100,000) 0 0 0 0
Total Expenditures and Uses (100,000) 0 0 0 0
Ending Balance 66,115 116,115 166,115 216,115 266,115
Change in Fund Balance (50,000) 50,000 50,000 50,000 50,000 2022-2027 CIP
H.3.d
Packet Pg. 300 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 514 Stormwater Utility Assessment
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 279,664 297,377 59,543 53,543 39,043
Revenues and Other Fund Sources
Revenue
4712 NPDES - Storm Utility Assessment 310,000 300,000 300,000 300,000 300,000 Total 310,000 300,000 300,000 300,000 300,000
Total Funds Available 589,664 597,377 359,543 353,543 339,043 Total Revenues and Other Fund Sources 310,000 300,000 300,000 300,000 300,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Green Infrastructure Program for Pavement (35,000) (30,000) (30,000) (30,000) 0 Projects
4146
2021 Annual Pavement Project 4155 0 (240,000) 0 0 0
Total (35,000) (270,000) (30,000) (30,000) 0
Other Uses
Public Works Dept Operating Costs (257,287) (267,834) (276,000) (284,500) (290,200) Total (257,287) (267,834) (276,000) (284,500) (290,200) Total Expenditures and Uses (292,287) (537,834) (306,000) (314,500) (290,200) Ending Balance 297,377 59,543 53,543 39,043 48,843
Change in Fund Balance 17,713 (237,834) (6,000) (14,500) 9,800 2022-2027 CIP
H.3.d
Packet Pg. 301 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 520 Library Parcel Tax
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 302,123 384,591 69,849 205,042 580
Revenues and Other Fund Sources
Revenue
4100 - Parcel Taxes 523,158 523,848 524,193 524,538 524,980 4110 - Interest 1,000 1,000 1,000 1,000 1,000
Total 524,158 524,848 525,193 525,538 525,980
Total Funds Available 826,281 909,439 595,042 730,580 526,560 Total Revenues and Other Fund Sources 524,158 524,848 525,193 525,538 525,980 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Library Boiler Replacement 4161 0 (106,250) 0 0 0
Library Roof Replacement 4173 0 (72,250) 0 0 0
Replace Library Air Handlers 4174 0 (161,500) 0 0 0
Library Painting (Ext. & Interior) 4175 0 (127,500) 0 0 0 Library Exterior Accent Tile Replacement 4179 (85,000) 0 0 0 0 Library elevator modernization TBD PR1 0 0 0 (320,000) 0 Total (85,000) (467,500) 0 (320,000) 0
Other Uses
Library Op Cost Without Capital (356,690) (372,090) (390,000) (410,000) (418,000) Total (356,690) (372,090) (390,000) (410,000) (418,000) Total Expenditures and Uses (441,690) (839,590) (390,000) (730,000) (418,000) Ending Balance 384,591 69,849 205,042 580 108,560
Change in Fund Balance 82,468 (314,742) 135,193 (204,462) 107,980 2022-2027 CIP
H.3.d
Packet Pg. 302 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 603 Building Maintenance (ISF)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 894,242 896,272 730,772 660,022 741,592 Revenues and Other Fund Sources
Revenue
4110 - Interest 2,000 2,000 2,000 2,000 2,000
4899 - Charges for Indirect Costs 177,030 188,950 194,620 200,460 204,500 Total 179,030 190,950 196,620 202,460 206,500
Total Funds Available 1,073,272 1,087,222 927,392 862,482 948,092 Total Revenues and Other Fund Sources 179,030 190,950 196,620 202,460 206,500 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Center Window Replacement 4016 0 0 (150,000) 0 0 Community Center Exterior Painting 4083 0 (30,000) 0 0 0 City Hall Elevator 4145 (20,000) 0 0 0 0
Install Mini Split HVAC System at Orinda Library 4160 (30,000) 0 0 0 0 Library Boiler Replacement 4161 0 (18,750) 0 0 0
Library Roof Replacement 4173 0 (12,750) 0 0 0
Replace Library Air Handlers 4174 0 (28,500) 0 0 0
Library Painting (Ext. & Interior) 4175 0 (22,500) 0 0 0 Library Exterior Accent Tile Replacement 4179 (15,000) 0 0 0 0 City Hall Exterior Painting 4182 0 (130,000) 0 0 0
Total (65,000) (242,500) (150,000) 0 0
Other Uses
Annual Operating Expenditures (Repairs / Equip) (112,000) (113,950) (117,370) (120,890) (123,500) Total (112,000) (113,950) (117,370) (120,890) (123,500) Total Expenditures and Uses (177,000) (356,450) (267,370) (120,890) (123,500) Ending Balance 896,272 730,772 660,022 741,592 824,592
Change in Fund Balance 2,030 (165,500) (70,750) 81,570 83,000 2022-2027 CIP
H.3.d
Packet Pg. 303 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 605 Vehicle Replacement (ISF)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 972,333 916,453 705,963 629,383 575,183 Revenues and Other Fund Sources
Revenue
4110 - Interest 2,000 2,000 2,000 2,000 2,000
4146 - Sale of Salvaged Equip 5,000 1,000 3,000 3,000 5,000 4899 Replacement Charges 138,120 151,280 156,000 161,000 165,000 Total 145,120 154,280 161,000 166,000 172,000
Total Funds Available 1,117,453 1,070,733 866,963 795,383 747,183 Total Revenues and Other Fund Sources 145,120 154,280 161,000 166,000 172,000 Expenditures and Uses
Capital Projects & Equipment

CITY MANAGER
Fleet Replacements 0020 (201,000) (364,770) (237,580) (220,200) (385,000) Total (201,000) (364,770) (237,580) (220,200) (385,000) Total Expenditures and Uses (201,000) (364,770) (237,580) (220,200) (385,000) Ending Balance 916,453 705,963 629,383 575,183 362,183
Change in Fund Balance (55,880) (210,490) (76,580) (54,200) (213,000) 2022-2027 CIP
H.3.d
Packet Pg. 304 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 612 General & Long Term Plans
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 766,391 530,037 262,037 264,037 266,037 Revenues and Other Fund Sources
Revenue
4110 - Interest 3,000 2,000 2,000 2,000 2,000
Total 3,000 2,000 2,000 2,000 2,000
Total Funds Available 769,391 532,037 264,037 266,037 268,037 Total Revenues and Other Fund Sources 3,000 2,000 2,000 2,000 2,000 Expenditures and Uses
Capital Projects & Equipment

PLANNING
Downtown Precise Plan 4163 (85,131) (89,000) 0 0 0
Housing Element Update 5501 (115,000) (181,000) 0 0 0
Total (200,131) (270,000) 0 0 0
Other Uses
Staffing Project Mgr (Project #4163) (39,223) 0 0 0 0
Total (39,223) 0 0 0 0
Total Expenditures and Uses (239,354) (270,000) 0 0 0
Ending Balance 530,037 262,037 264,037 266,037 268,037
Change in Fund Balance (236,354) (268,000) 2,000 2,000 2,000 2022-2027 CIP
H.3.d
Packet Pg. 305 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update) 700 Capital Improvement (General)
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 2,157,988 1,144,288 317,338 192,338 87,338 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Center Roof Replacement 4141 0 (220,000) 0 0 0 Solar Back-Up Community Center 4164 (8,700) (165,450) 0 0 0 Total (8,700) (385,450) 0 0 0

PUBLIC WORKS
City Hall Slide Stabilization 4108 (835,000) 0 0 0 0
Annual Drainage Facilities Improvement Program 4111 (170,000) (170,000) (125,000) (105,000) (85,000) Martha Rd-Catherine Ct Ped Path 4140 0 (240,000) 0 0 0
Drainage Impvt 25 La Cuesta 4170 0 (31,500) 0 0 0
Total (1,005,000) (441,500) (125,000) (105,000) (85,000) Total Expenditures and Uses (1,013,700) (826,950) (125,000) (105,000) (85,000) Ending Balance 1,144,288 317,338 192,338 87,338 2,338
Change in Fund Balance (1,013,700) (826,950) (125,000) (105,000) (85,000) 704 Road / Drainage Stabilization
Source '21/'22 '22/'23 '23/'24 '24/'25 '25/'26
Beginning Balance 825,526 755,526 392,526 392,526 392,526 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Canon Dr. Embankment repair 3548 0 (73,000) 0 0 0
Camino Sobrante at Golf Course Slide Stabilization 4152 (70,000) 0 0 0 0 San Pablo Creek Culvert Repair TBD PW1 0 (290,000) 0 0 0 Total (70,000) (363,000) 0 0 0
Total Expenditures and Uses (70,000) (363,000) 0 0 0
Ending Balance 755,526 392,526 392,526 392,526 392,526
Change in Fund Balance (70,000) (363,000) 0 0 0
2022-2027 CIP
H.3.d
Packet Pg. 306 Attachment: SOURCES AND USES OF FUNDS (2833 : Adopt CIP Update)

CITY OF ORINDA - CAPITAL IMPROVEMENT PLAN

UNFUNDED CIP PROJECTS LIST
FY 21/22 to FY 26/27 CIP
In lieu of individual project sheets for projects that do not have funding, this list represent projects that of significance but do not have funding sources identified. These projects will not move forward unless funding sources can be identified. The order of the project listed below do not present priority.

Public Works Dept. /Transportation Projects

1. Downtown Intersection Operational Improvements
Description/Notes: Consider reconfiguration of the intersection of Camino Pablo/EB Hwy 24 Offramp/Brookwood Rd, including a traffic circle/roundabout or removal of some traffic movements. Due to the five legs to this intersection, signal operations are protracted and can be somewhat difficult to discern. Due to the high volumes of vehicles along Camino Pablo and the Hwy 24 off-ramp, multi-lanes within the circle must be considered to operate with reasonable level of service. Special consideration must be evaluated for pedestrian and bicycle traffic safety due to the lack of right of way control afforded by standard traffic signals.

Cost: TBD

2. Camino Sobrante Slope Stabilization
Description/Notes: This project contemplates a reconstruction and rehabilitation of Camino Sobrante from Orinda Way east to El Ribero. No funds have been secured for this major reconstruction project, which will include a geotechnical study for slope stabilization and repair.

Cost: TBD

3. Moraga Way at Stein Way Improvements
Description/Notes: The project is identified in the Lamorinda Fee and Financing Authority Expenditure Plan. It would address the increased traffic accessing Moraga Way at this intersection. The scope of the project is still to be determined.

Cost: $750,000

4. Rheem Blvd. & Glorietta Blvd. Intersection Improvements (#3038) Description/Notes: The need for installation of a traffic signal at this intersection was identified in the Lamorinda Transportation Improvement Program (1994) based on the proposed Rancho Palos Colorados project in Moraga, which has not yet occurred. The need for improvements to this intersection continues to be monitored and will likely not be implemented until Moraga completes their Rancho Palos Colorados project.

Cost: $TBD

5. Sign Inventory and Replacement
Description/Notes: Inventory of Existing Roadway Signage including condition and retroreflectivity; add to GIS database. Establish a protocol of sign replacement by type or age Cost: $TBD
H.3.e
Packet Pg. 307 Attachment: Master Unfunded CIP Project List 6-7-22 (2833 : Adopt CIP Update)

6. Full trash capture/Triton Drop Inlet to capture oil & grease runoff from Chevron Description/Notes: Install full trash capture device at inlet near Chevron gas station. Chevron may have a future improvement project. Depending on the future improvement project, the City may place a requirement for Chevron to construct this project.

Cost: $TBD

7. Happy Valley Road Guardrail/Embankment Stabilization Description/Notes: Repair the slide on the northerly side of Happy Valley Road south of Sundown Terrance (near the border of Lafayette), consider soldier pile retaining walls along the west side of Happy Valley Road just north of the Sundown Terrance, and provide additional pavement width to install metal beam guardrails. Ref. CCTA CTPL potential project list.

Cost: $1,250,000+

8. Ichabod Ln. Drainage (Project #4154)
Description/Notes: Per request from resident to reduce surface drainage in gutter along the frontage of the beginning of Ichabod Lane (89 Sleepy Hollow Lane) by installing new storm drain system 200’ uphill to open space ditch.

Cost: $425,000

9. Daryl Drive Neighborhood Drainage Improvements
Description/Notes: Perform drainage studies on the Daryl Drive culvert between Overhill Rd. and Marth Rd. to allow design and construction of capacity improvements to the system. This will require permitting from regulatory agencies and the associated environmental studies.

Easements to allow improvements on portions of private property will likely be required.

Cost: $800,000

10. Washington Ln. Widening
Description/Notes: Utilizing Study completed in 2020 (project #4176), acquire easement if necessary to widen street for improved fire dept. access.

Cost: $800,000

11. Hwy 24/Camino Pablo Interchange Landscape Improvements Description/Notes: Improve landscaping appearance at this location. Determine if Caltrans, who has control of this location, would entertain a design prepared by the City for their review.

Irrigation of the site would be a major consideration as new service meters are very expensive and drought surcharges may apply. Review and approval by Caltrans will be required if such project is allowed to proceed by Caltrans. Ongoing maintenance agreements would likely be required.

Cost: Initial landscaping plans and review $30,000. Irrigation and installation: $100,000 plus, depending on extent of improvements.

H.3.e
Packet Pg. 308 Attachment: Master Unfunded CIP Project List 6-7-22 (2833 : Adopt CIP Update) Public Works Dept. /Trail, Pedestrian and Bicycle Projects

12. Miner Road Pedestrian Bridge at San Pablo Creek
Description/Notes: Construct a pedestrian bridge over San Pablo Creek. Ref. CCTA CTPL potential project list.

Cost: $TBD

13. Brookwood Road Walkway
Description/Notes: Provide a pedestrian walkway along Brookwood Road. (#7 on “Top 10” list compiled from BTW Plan)
Cost: $TBD

14. Aesthetic Enhancement - Sandblast & Paint Pedestrian Overcrossing Hwy. 24 on-ramp (end of Orinda Way)
Description/Notes: Existing bridge surface meets minimum maintenance level, consider aesthetic enhancement with sandblast and paint this Caltrans-owned bridge, which is maintained by the City under a Maintenance Agreement with Caltrans. Work will need to include containment facilities. Caltrans permits will be required.

Cost: $125,000

15. Orinda Oaks/Oak Springs Fire Evacuation & Trail Access to Wilder Description/Notes: Acquire easements to connect to existing easement to provide trail connecting the Wilder development (at the east end of Fiddleneck Way) to Stein Way (west of Oak Rd.

Cost: $300,000
Parks & Recreation Dept./Parks

16. Park and Recreation Master Plan (#4059)
Description/Notes: Develop a Parks and recreation Master Plan with consideration of the recently adopted Bicycle, Trails, and Walkways Master Plan. The existing Master Plan was adopted in 1988.

Cost: $100,000

17. Parklands Acquisition (#4060)
Description/Notes: Provide funding for parkland acquisition opportunities as provided in the Orinda General Plan and Parks Master Plan.

Cost: $TBD

18. Park Monument Signage (#4113)
Description/Notes: Develop program to replace aging signs, and implement, subject to design and cost estimates.

Cost: $ TBD
H.3.e
Packet Pg. 309 Attachment: Master Unfunded CIP Project List 6-7-22 (2833 : Adopt CIP Update)

19. Community Park Tennis Court Lighting Retrofit and Pole Painting Description/Notes: Replace the outdated, inefficient existing lighting system for the 3 tennis courts and practice court in the community park with LED technology will result in a more efficient, effective, and environmentally-friendly facility. The existing poles also require repainting.

Cost: $ 75,000

20. Wilder Fields 1 & 2 Lighting Retrofit
Description/Notes: Replacing the existing lighting system for Wilder Fields 1 and 2 with LED technology will provide more efficient, effective, and environmentally-friendly lighting for these heavily used sports fields.

Cost: $ 200,000
Parks & Recreation Dept./Facilities

21. Art & Garden Center Parking Lot
Description/Notes: Construct a parking lot uphill of the Art & Garden Center with ADA pathway.

Funding has not be identified. Wilder residents have provided initial feedbacks. The scope of this parking lot needs to be further developed.

Cost: $150,000

22. Upgrades to City Hall Pedestrian Paths
Description/Notes: Upgrade City Hall pedestrian paths, including adding lighting and railing.

Cost: $50,000

23. Community Center Kitchen Renovations (#4022)
Description/Notes: Upgrade kitchen to meet current health and safety codes.

Cost: $75,000

24. Orinda Oaks Park Restroom Replacement (#TBD4012)
Description/Notes: The project replaces the existing aged restroom with a new, efficient and accessible facility.

Cost: $100,000

25. Camino Pablo Median Landscaping Upgrade – Santa Maria to Camino Encinas.

Description/Notes: Landscaping upgrade for remaining areas following 2019 project.

Cost: $120,000
Date added to this list: June 7, 2022
Planning Dept.

26. Near-Term Downtown Pedestrian Safety and Beautification Enhancements Description/Notes: The project area for this project is focused on the connections between the Theatre District and BART and the Village District and BART. This includes re-opening the second pedestrian entrance to BART, beautification of the pedestrian undercrossing, pedestrian safety and comfort improvements, and improving the landing of the walkway from the pedestrian H.3.e
Packet Pg. 310 Attachment: Master Unfunded CIP Project List 6-7-22 (2833 : Adopt CIP Update) bridge from BART to the Village District, including creating a gateway to the existing pedestrian bridge near the southern end of Orinda Way (as detailed on pages 22-27 and 36-38 of the ConnectOrinda Plan). Potential funding could come from Measure RR and CCTA Measure J. Ref.

CCTA CTPL potential project #3043.

Cost: $50,000 - 650,000

27. Construct Living Landscape Berm on Bryant Way
Description/Notes: Enhance Bryant Way through visual screening and freeway noise attenuation by creating an earthen mound with vegetation on top of it along the freeway side of Bryant Way (as detailed on pages 42-44 of the ConnectOrindaPlan). (Note this project is an expansion of the “Visual Screening Enhancements” project which appeared in the 2019-2023 Potential Project List (F). The planting work in that project was completed) Cost: $200,000 - $400,000

28. San Pablo Creek Restoration (CIP Project #4159)
Description/Notes: Perform creek hydrology study work, determine potential creek alignments, determine trail alignments for future pedestrian creek trail, provide a pedestrian connection to the de Laveaga (EBMUD) trail, and perform property acquisition due diligence. Plan for public creek access (as detailed on pages 28-32 of the ConnectOrinda Plan). Future creek restoration phases would include CEQA compliance and project implementation. Note: The State Water Board has allowed mitigation fees (from creek/culvert project regulatory permit conditions) to be paid into this project. Note: A portion of this work (technical/ hydraulic evaluations) will be included as part of the Downtown Precise Plan CIP Project #4163.

Cost: $125,000 (study only)

29. Library Terrace Area Pedestrian Improvements
Description/Notes: This project will include replacing the existing surface material with decomposed granite, installing string lighting (if not already completed through remaining ConnectOrinda funds), permanent games (such as concrete foosball), and outdoor furnishings that transform the area into a well-used area for people of all ages that remains beautiful (as detailed on pages 33-35 of the ConnectOrinda Plan).

Cost: $100,000

30. Murals Along Camino Pablo Near State Route 24
Description/Notes: Create murals along Camino Pablo near State Route 24 and Vashell Way. This includes the pedestrian bridges between the two sides of Downtown and BART (as shown on pages 61-62 of the ConnectOrinda Plan). The Vashell Way mural would be located on the south-east wall of the Casa Orinda building (as shown on page 40 of the ConnectOrinda Plan).

This project includes funding for the community process of selecting qualified artists as well as partial funding for the murals. The intent is to use the city funding as seed money to be used as matching funds for community fundraising. Staff will outreach to the community groups for possible partnerships and potential philanthropic giving to fully fund the mural art desired by the community.

Cost: $10,000 (seed money only; private donations needed to implement project) H.3.e
Packet Pg. 311 Attachment: Master Unfunded CIP Project List 6-7-22 (2833 : Adopt CIP Update)

31. Vashell Way Pedestrian Activation
Description/Notes: Enhance Theatre District activity through transformation of Vashell Way into a part-time pedestrian alley. The project would include special paving, murals, lighting, and bollards (as detailed on pages 39-41 of the ConnectOrinda Plan). Potential funding could come from Measure RR and philanthropic community groups/community members.

Cost: $250,000
H.3.e
Packet Pg. 312 Attachment: Master Unfunded CIP Project List 6-7-22 (2833 : Adopt CIP Update) H.3.f
Packet Pg. 313 Attachment: PC reso 22-01, CIP Update-6-14-2022 (2833 : Adopt CIP Update)