Agenda packet, regular meeting — Orinda City Council, July 5, 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.

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, July 5, 2022
7:00 PM - REGULAR MEETING
City Council
Agenda Page 1 07.05.22
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 07.05.22
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. A Proclamation of the City of Orinda Recognizing July 2022 as Parks Make Life Better Month
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 21, 2022 - Closed Session
F.2. Monthly Report of Receipts and Disbursements for the Period April 1, 2022 through April 30, 2022 and Summary of Revenue,
Expenditures, and Preliminary Fund Balances for July 1, 2021 through April 30, 2022
Recommendation:

City Council
Agenda Page 3 07.05.22
Staff recommends that the City Council receive and file this report of receipts, disbursements, and preliminary fund balances for the month of April 2022.

F.3. 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 July 6, 2022 to August 4, 2022 Pursuant to the Provisions of Assembly Bill 361.

F.4. Approval of a Memorandum of Understanding (MOU) between the City of Orinda and City of Orinda represented employees Recommendation:

Staff recommends that the City Council adopt Resolution No. 33-22, authorizing the City Manager to execute the Memorandum of Understanding between the City of Orinda and the City of Orinda represented employees for the period July 1, 2022 through June 30, 2025.

F.5. Adoption of Amendments To Terms and Condition of Employment for Unrepresented Employees Including the Consolidated Salary Schedule
Recommendation:

Staff recommends City Council approval of Resolution No. 34-22, amending the Unrepresented Employee Manual and also approval of Resolution No. 35-22 amending the Consolidated Salary Schedule including salary changes for both represented and unrepresented employees.

G. PUBLIC HEARING
H. POLICY MATTERS
H.1. City of Orinda Draft Safety Element & Introduction of AB 747 Evacuation Analysis
Recommendation:

Staff recommends the City Council receive the report, take public testimony, and provide feedback on the draft Safety Element and AB 747 evacuation analysis.

H.2. Update on Utility Trench Cut Encroachment Permit Conditions Recommendation:

Receive report, discuss, and provide direction, if any.

I. COUNCILMEMBERS' REPORTS
J. CITY MANAGER'S REPORT
City Council
Agenda Page 4 07.05.22
K. MATTERS INITIATED
L. ADJOURNMENT
The next Regular Meeting of the Orinda City Council will be held on Tuesday, July 19, 2022 at 7:00 PM.

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.

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Communication: A Proclamation of the City of Orinda Recognizing July 2022 as Parks Make Life Better Month (ITEMS FOR THE GOOD OF THE AGENDA TITLE: City Council Minutes
RECOMMENDATION:

Approve City Council Minutes:

1. June 21, 2022 - Closed Session
ATTACHMENTS:

A. City Council Closed Session Minutes of June 21, 2022 Respectfully Submitted by:

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

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JUNE 21, 2022

CITY OF ORINDA

CITY COUNCIL CLOSED SESSION MINUTES
5:00 PM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
Mayor Fay called the meeting to order at 5:00 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 5:30 P.M.
_______________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Closed Session Minutes of June 21, 2022 (2841 : City Council Minutes) City Council
Staff Report
Agenda Item: F.2
Date: July 5, 2022
Department: Finance
AGENDA TITLE: Monthly Report of Receipts and Disbursements for the Period April 1, 2022 through April 30, 2022 and Summary of Revenue, Expenditures, and Preliminary Fund Balances for July 1, 2021 through April 30, 2022
RECOMMENDATION:

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

BACKGROUND:

This report combines monthly reporting to the City Council of two separate financial benchmarks: 1) The issuance of checks and payments for obligations incurred by the City during the month; 2) A monthly report of Revenue and Expenditures for the month and preliminary fund balances based on year to date activity.

State Code References to City Financial Reporting
Section 37208 of the Government Code specifies the presentation of payments made by the City to the City Council. An option is available to forego the presentation of these lists provided the City Council ratifies an audited Annual Comprehensive Financial Report (ACFR). The City practice has been to present a monthly listing of payments, which goes above and beyond the minimum requirements in State law. Separate from the Payment Listing, California Government Code Section 41004, requires that the City Treasurer submit a monthly report and accounting of all receipts, disbursements, and fund balances. This is contained in the second half of the report.

DISCUSSION:

Payment Listing
The disbursement listing includes detail for the month of April including: A) Checks and electronic fund transfers (EFT) issued for accounts payable (Listed in descending order of the amount of the payment); B) A summary of purchases made with Credit Cards (US Bank Corp); and C) A listing by name of payroll checks and direct deposits. The total payroll costs are disclosed in the aggregate.

The payment and disbursement report includes detailed itemization of City issued payments as follows:

APRIL 2022 DISBURSEMENTS
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Type of Transaction Check #’s $ Amount (Incl.

Wires)
General Checks / Wires 66531-66679 1,314,993.92
Payroll 9497-9502 283,352.50
51881-52006
Payroll Tax Withholding Electronic 82,130.34
Retirement/Medical/Clipper Electronic 118,006.04
TOTAL 1,798,482.80
Payments / disbursements processed for the month including general accounts payable plus payroll and benefits totaled approximately $1.8 million. The General Accounts Payable payments totaled about $1.3 million. Approximately 50% of the general accounts payable was contributed to Contract billings for County Police Services ($663,928).

Included in the listing of General disbursements is a payment to US Bank Corporation for expenses made with purchase cards. In addition to disclosing the total payment to the bank for credit card purchases, a separate summary list detailing the charges is provided (Attachment B). The purchases were made between February 15 to March 15, 2022 and the total expenditures made with credit cards was $16,220.

Report of Revenue / Expenditures and Fund Balances as of April 30, 2022 The following Table displays the activity for the month of April in the first three columns.

The right side of the table reports year to date results including the preliminary beginning and ending fund balance as of April 30, 2022. Rather than listing all of the funds individually the table combines funds by common groups.

Monthly Report of Revenue, Expenditures, and Preliminary Fund Balance (Includes Inter-fund Transfers in Revenue / Expenditures –Preliminary Unaudited) For the Period Ending April 30, 2022
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CURRENT PERIOD 7/1/2021 YEAR TO DATE: Jul-Apr 4/30/2022 Fund Name / Group
Current
Month
Revenue /
Transfers In
Current
Month
Expenses /
Transfers Out
Beginning
Fund Balance
Year To Date
Revenue
Year To Date
Expenses
Fund Balance
End of Period
General Fund $ 3,221,868 $ 1,482,572 $ 11,021,922 $ 12,197,003 $ 11,009,508 $ 12,209,417 G.F. Measure L Sales Tax 2,801 14,307 3,646,087 120,813 180,575 3,586,325 Add-on Sales Tax Measure R 250,375 104,016 587,348 2,342,746 772,622 2,157,472 Gas Tax 66,052 18,349 452,543 705,690 277,464 880,769
Impact Fees 105,222 43,580 4,207,943 450,885 230,541 4,428,287 Grants 5,268 44,951 669,380 3,332,244 1,051,112 2,950,512 CCTA Funds 464 27,483 799,949 197,075 270,144 726,880
Road Maintenance Fund 106,589 - 948,301 1,005,553 216,643 1,737,211 Trust Funds 166 - 1,466,395 5,810 1,267,376 204,829
Maintenance Assessment Dist. 23,172 6,809 10,877 55,064 79,002 (13,061) Stormwater Fund 65 27,247 279,664 13,647 222,701 70,610 Library Fund 209,782 50,144 302,123 499,212 279,819 521,516 Wilder Community Facilities Dist. 23 24,734 205,263 239 210,520 (5,018) Debt 1,105,721 1,667 2,163,069 2,639,690 2,633,805 2,168,955 Internal Service Funds 1,326 10,505 2,510,294 1,022,899 557,905 2,975,288 Road Emergency Stabilization 441 6,282 825,526 4,147 15,914 813,759 Other Capital Projects 154 1,111 2,444,992 21,443 146,083 2,320,352 TOTAL ALL FUNDS $ 5,099,489 $ 1,863,757 $ 32,541,676 $ 24,614,162 $ 19,421,734 $ 37,734,104 In the monthly report of Revenue and Expenditures pictured above, total revenue recorded in April was $5.1 million and total expenditures were $1.9 million. The increase in General Fund, Library Fund, and Debt Service Fund balances reflected the semiannual property tax revenue of $3.7 million received in April.

As noted in the Table above, the total fund balance across all funds as of April 30th has increased by approximately $5.2 million from the July 1, 2021 beginning balance of $32.5 million. The largest contributors for the increase are Grants Fund ($2.3 million) for the receipt of American Rescue Plan Act (ARPA) funds in July, Add-on Sales Tax Measure R Fund ($1.6 million), and General Fund ($1.2 million), offset by a decrease of $1.3 million in Trust Fund. The deficit in the Maintenance Assessment District occurs since the General Fund transfer to support these activities does not occur until June 30th at year end. Also, the property tax for the Wilder Community Facilities District is accrued on an annual basis at the year-end, the deficit occurred due to higher water cost, cleaning and landscaping expenses compared to the prior year.

FISCAL IMPACT:

There is no fiscal impact related to receiving this report.

ATTACHMENTS:

A. April 2022 Check Listing
B. April 2022 Cal-Card Transactions
C. April 2022 Payroll Listing
Respectfully Submitted by:

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

F.2
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City of Orinda
Check/Voucher Register
From 4/1/2022 Through 4/30/2022
Check
Number Check Date Payee Transaction Description
Check
Amount
66641 4/28/2022 Treasurer of Contra Costa Coun MAR. 22 POLICE SERVICES 332,632.39 66541 4/8/2022 Treasurer of Contra Costa Coun FEB. 22 POLICE SERVICES 331,295.39 66654 4/28/2022 Goats R Us GOAT GRAZING 2022 - ORINDA OAKS PARK 60,000.00 66556 4/8/2022 WILSEY HAM FEB. 22, 2021 PAVEMENT REHAB. PROJECT 41,739.50 66670 4/28/2022 RINCON CONSULTANTANTS, INC DOWNTOWN PRECISE PLAN - HOUSING ELEMENT 39,801.94 66622 4/20/2022 MCE CORPORATION MAR. 22 LANDSCAPE SVCS. 36,303.94 66568 4/8/2022 SHUTE MIHALEY & WEINBERGER FEB. 22 LEGAL FEES 33,589.50 66606 4/20/2022 CCC LIBRARY ADMINISTRATION OCT. -DEC. 21, ADD'L HOURS OF LIBRARY SERVICE 30,573.48 66644 4/28/2022 CivicPlus, Inc ANNUAL RECREATION SOFTWARE FEE 6-4/6-3-23 28,125.00 66585 4/14/2022 Treasurer of Contra Costa Coun CAL-ID USER'S BILLING, FY 2021-2022 24,481.00 66555 4/8/2022 GATE AND ASSOCIATES CROSSROADS GATEWAY MINI PARK 20,074.75 66599 4/14/2022 Wildland Corporation MAR. 2022 CHIPPER SERVICES 17,762.90 66566 4/8/2022 SCHAAF & WHEELER DRAINAGE MAINT. 16,408.91 66574 4/8/2022 U S BANK CORPORATION 02-16/3-16-22, CREDIT CARD CHARGES 16,220.18 66549 4/8/2022 DEWBERRY ENGINEERS INC. 1-29/2-25-22, LAVENIDA CULVERT REPAIR PROJECT 15,169.20 66594 4/14/2022 P G & E 2-23/3-23-22 SVC. 12,417.91
66596 4/14/2022 RINCON CONSULTANTANTS, INC DOWNTOWN PRECISE PLAN - HOUSING ELEMENT 12,185.49 66544 4/8/2022 CSG CONSULTANTS ENGR. SVCS. - 226 OVERHILL SFR ADDITION 11,970.00 66550 4/8/2022 EBMUD 1-18/3-17-22 SVC. 11,631.13
66587 4/14/2022 EAST BAY MUNICIPAL UTILITY JAN. 22 - DEC. 22 SPORTS FIELD LEASE 11,500.00 66632 4/20/2022 WEX INC MAR. 22 GASOLINE CHARGES 11,385.82 66625 4/20/2022 P G & E 3-7/4-4-22 SVC. 8,138.81
66571 4/8/2022 PATRICIA TOMLINSON INSTR. CONTRACT - BALLET 7,887.40 66621 4/20/2022 LCC ENGINEERING & SURVEYING MAR. 22, MARTHA RD/CATHERINE CT. PATHWAY PROJECT 7,518.65 66659 4/28/2022 Peter Korwin REFUND BALANCE FOR DRA2021-005, 30 RAMONA DR. 7,368.28 66629 4/20/2022 Tripepi, Smith and Associates APR. 22 MONTHLY RETAINER 7,200.00 66634 4/28/2022 ASI AIR SYSTEMS INC A/C REPAIRS - COMM. CTR. OFFICE 7,115.98 66558 4/8/2022 METROPOLITAN TRANSPORTATION CO P TAP AWARD 7,000.00 66611 4/20/2022 COWAN & THOMPSON CONSTRUCTION DRAINAGE - WANDA LANE 6,880.94 66630 4/20/2022 UNIVERSAL BUILDING SERVICES MAR. 22 JANITORIAL SVC. 6,849.00 66564 4/8/2022 RES ENVIRONMENTAL SERVICES CORP. YARD ENVIRON. MAINT. 6,730.50 66647 4/28/2022 DOG DYNAMICS INC INSTR. CONTRACT - DOG OBEDIANCE 5,823.34 66589 4/14/2022 FOLGER GRAPHICS HAND OUT FLYER 5,515.06 66595 4/14/2022 PRECISION IT CONSULTING MAR. 22, MONTHLY SUPPORT SERVICES 5,375.00 66537 4/8/2022 California Consulting, Inc. APR. 22 GRANT WRITING SERVICES 5,000.00 66643 4/28/2022 CINTAS CORPORATION CLEANING SVCS. - CITY HALL 4,914.53 66673 4/28/2022 VEERA SANJANA INSTR. CONTRACT - YOGA 3,920.00 66545 4/8/2022 DELTA FENCE COMPANY INC. CHAIN LINK FENCE 3,890.00 66674 4/28/2022 Z SPORTZ INC INSTR. CONTRACT - SKYHAWKS 3,744.00 66663 4/28/2022 MID-COUNTY OFFICIALS NETWORK WINTER BASKETBALL REFEREES 3,632.00 66553 4/8/2022 FOLGER GRAPHICS ACTIVITY GUIDE 3,581.16
66603 4/20/2022 SPORTS SUPPLY GROUP INC SPRING SOCCER JERSEYS 3,422.77 66661 4/28/2022 MAD SCIENCE OF MT. DIABLO INSTR. CONTRACT - MAD SCIENCE 3,108.00 66543 4/8/2022 CINTAS CORPORATION CLEANING SVCS. 2,912.23 66618 4/20/2022 HEALTH CARE EMPLOYEES MAY 22 DENTAL PREMIUMS 2,846.52 66666 4/28/2022 PLAY-WELL TEKNOLOGIES INSTR. CONTRACT - LEGO CAMP 2,700.00 66578 4/14/2022 ASI AIR SYSTEMS INC A/C SERVICE REPAIRS - COMM. CTR. 2,696.00 66636 4/28/2022 BAY ALARM COMPANY 5-1/7-31-22 MONITORING FEE 2,460.60 66583 4/14/2022 BAY AREA NEWS GROUP EAST BAY MAR. 22 CLASSIFIED ADS 2,297.92 66668 4/28/2022 Pro Tow Co. dba B&D Towing TOW & STORAGE CHARGES 2,270.00 66561 4/8/2022 Municipal Pooling Authority APR. 22 LTD/LIFE 1,989.39 66672 4/28/2022 Nino Rytokoski INSTR. CONTRACT - KIDS CARPENTRY 1,865.50 66631 4/20/2022 West Coast Energy Systems LLC FUEL HOSE REPLACEMENT - CITY HALL GENERATOR 1,673.37 66575 4/8/2022 U.S. BANK ANNUAL TRUSTEE FEES 1,667.50
66626 4/20/2022 STANTEC CONSULTING SVCS COMM. TENNIS COURTS RESURFING 1,532.67 66671 4/28/2022 ROBERT FERGUSON INSTR. CONTRACT - SKATEBOARDING 1,472.64 66609 4/20/2022 Comcast Business 3-13/4-12-22 SVC. 1,443.64 66628 4/20/2022 TEAMSTERS LOCAL UNION 856 APR. 22 DUES (PASS THRU DUES) 1,441.00 66655 4/28/2022 GRANICUS INC MAY 22, AGENDA MEETING SOFTWARE 1,359.60 66581 4/14/2022 Avila Project Management MAR. 22 ORINDA WY PAVEMENT REHAB. 1,320.00 66582 4/14/2022 BAY AREA BARRICADE SERVICE TRAFFIC CONTROL SIGNAGE 1,252.36 66608 4/20/2022 CINTAS CORPORATION CLEANING SVCS. 1,237.80 66638 4/28/2022 SPORTS SUPPLY GROUP INC MLB REPLICA HATS - SPRING BASEBALL 1,236.60 66534 4/8/2022 BASIC CDA 4-1-22 FLEX SPENDING 1,233.29
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Attachment: April 2022 Check Listing (2788 : Monthly Disbursements Rev Exp Fund Balance - April 2022) City of Orinda
Check/Voucher Register
From 4/1/2022 Through 4/30/2022
Check
Number Check Date Payee Transaction Description
Check
Amount
66602 4/20/2022 BASIC CDA 4-15-22 FLEX SPENDING 1,233.29 66576 4/8/2022 Larry Wadford INSTR. CONTRACT - MARTIAL ARTS 1,194.00 66592 4/14/2022 KONICA MINOLTA BUSNSS SOLUTION COPIER MAINT. FOR QTR. ENDING 3-31-22 1,175.30 66669 4/28/2022 LYNDA KAY REXROAT INSTR. CONTRACT - COOKING CAMPS 1,134.00 66579 4/14/2022 AT&T 3-4/4-3-22 SVC. 1,073.90
66652 4/28/2022 ESTES COMMERCIAL REFRIGERATION FAN MOTOR REPLACEMENT - COMM. CTR. FREEZER/FRIDGE 1,055.16 66565 4/8/2022 Nino Rytokoski INSTR. CONTRACT - KIDS CARPENTRY 1,043.79 66557 4/8/2022 IEDA APR. 22 LABOR RELATIONS 1,009.00
66667 4/28/2022 PROCLAIM PROMOTIONS, INC. FLAGPOLE REPAIRS -COMM. CTR & CITY HALL 978.18 66677 4/28/2022 VERIZON WIRELESS 3-11/4-10-22 CELL PHONE SERVICE 944.61 66573 4/8/2022 UNITED SITE SERVICES INC 3-16/4-12-22, PORTABLE RENTAL 926.52 66577 4/14/2022 ACCESS INFORMATION MANAGEMENT APR. 22 STORAGE DOCUMENTS 903.52 66676 4/28/2022 UNIVERSAL BUILDING SERVICES JANITORIAL SVCS. 808.00 66614 4/20/2022 EXPERT TREE SERVICE TREE REMOVAL - HALL DRIVE 800.00 66613 4/20/2022 EBMUD 2-9/4-12-22 SVC. 792.45
66531 4/8/2022 T-MOBILE USA, Inc. MAR. 22 CELL PHONE SERVICE 790.14 66617 4/20/2022 LISA HARPER 04-15, SSTOC MEETING MINUTES 765.00 66623 4/20/2022 ORINDA ASSOCIATION APR. 22, NEWSPAPER ADS 755.00 66607 4/20/2022 California Dept of Tax and Fee USE TAX FOR YEAR 2021 734.24 66664 4/28/2022 David E. Nelson REFUND COMPLETED PROJECT - EXC-2018-003 730.91 66635 4/28/2022 VERY NICE POOLS SUPPLIES 726.45
66624 4/20/2022 Pestfinders Pest & Termite Svc PEST CONTROL - CITY HALL 725.00 66559 4/8/2022 Mikes Automotive Service VEHICLE MAINT. - UNIT 90 713.17 66650 4/28/2022 EAST BAY TREE SERVICE VEGETATION CLEARANCE - EL TOYONAL NEAR RIO VISTA 700.00 66580 4/14/2022 Atlas Technical Consultants SOILS PEER REVIEW - 12 WARFORD TERRACE 682.50 66637 4/28/2022 BAY AREA BARRICADE SERVICE TRAFFIC CONTROL SIGNAGE 624.42 66658 4/28/2022 ISSCO BACKFLOW DEVICE TESTS - VARIOUS LOCATIONS 605.00 66627 4/20/2022 STAPLES CONTRACT & COMMERCIAL PAPER SUPPLIES 590.34 66547 4/8/2022 ANDREW DIEFENBACH INSTR. CONTRACT - PICKLEBALL 575.40 66572 4/8/2022 UNDERGROUND SERVICE ALERT 1-1/6-30-22 CA. STATE FEE - REGULARTORY COSTS 544.20 66678 4/28/2022 VISION SERVICE PLAN CA MAY 2022 VISION SERVICES 535.03 66649 4/28/2022 EAGLE BUSINESS FORMS COURTESY WARNING NOTICE BOOKS 519.60 66593 4/14/2022 Janet Nelson REFUND FOR MUSICAL THEATER CAMPS 515.60 66639 4/28/2022 CALLANDER ASSOC LANDSCAPE ORINDA COMM. PARK MASTER PLAN 492.33 66665 4/28/2022 P G & E 3-16/4-14-22 SVC. 469.45
66552 4/8/2022 FAST SIGNS NOW HIRING - BANNERS & SIGNS 445.27 66584 4/14/2022 SPORTS SUPPLY GROUP INC SPRING EXTRA T-SHIRTS & BASES 423.41 66569 4/8/2022 STAPLES CONTRACT & COMMERCIAL CALCULATOR 392.94 66538 4/8/2022 CALIFORNIA STATE DISBURSEMENT 4-1-22 GARNISHMRNT 379.84 66605 4/20/2022 CALIFORNIA STATE DISBURSEMENT 4-15-22 GARNISHMENT 379.84 66551 4/8/2022 ECOFERT INC MAR. 22 FERTIGATION SVCS. 365.00 66586 4/14/2022 CINTAS CORPORATION CLEANING SERVICE 334.79 66536 4/8/2022 SPORTS SUPPLY GROUP INC MLB REPLICA HATS 315.82 66562 4/8/2022 ORINDA ASSOCIATION MAR. 22 NEWSPAPER ADS 310.00 66539 4/8/2022 CALIFORNIA STATE DISBURSEMENT 4-1-22 GARNISHMENT 307.84 66604 4/20/2022 CALIFORNIA STATE DISBURSEMENT 4-15-22 GARNISHMENT 307.84 66563 4/8/2022 OTC Orinda REFUND SECURITY DEPOSIT 300.00 66600 4/20/2022 VERY NICE POOLS APR. 22 SERVICES 271.98 66646 4/28/2022 Diamond Spanish Congregation PARTIAL REFUND OF LIBRARY AUDITORIUM 240.00 66679 4/28/2022 WALNUT CREEK FORD VEHICLE REPAIRS - #83 236.95 66546 4/8/2022 DEPT. OF INDUSTRIAL RELATIONS CONVEYANCE PERMIT #146340 - CITY HALL ELEVATOR 225.00 66645 4/28/2022 COLE SUPPLY CO. SUPPLIES 207.46
66662 4/28/2022 VIRGINIA H MEGLEY INSTR. CONTRACT - ADULT BALLET CLASS 205.20 66675 4/28/2022 STAPLES CONTRACT & COMMERCIAL OFFICE SUPPLIES 200.60 66619 4/20/2022 RAY HEAREY REFUND MAILING FEES - 7 CHARLES HILL ROAD 193.00 66612 4/20/2022 DIAMOND K SUPPLY DRAINAGE MATERIAL - WILDER FIELD 167.48 66633 4/28/2022 ADAMSON POLICE PRODUCTS SUPPLIES 167.33 66656 4/28/2022 LISA HARPER MAR. 16, JOINT SPECIAL MTG. 165.00 66554 4/8/2022 FRANCHISE TAX BOARD 4-1-22 GARNISHMENT 145.00 66615 4/20/2022 FRANCHISE TAX BOARD 4-15-22 GARNISHMENT 145.00 66640 4/28/2022 CONTRA COSTA COUNTY DOIT RADIO SERVICE - JAN. 22 135.00 66532 4/8/2022 ADVANCE TITLE RESEARCH TITLE RESEARCH - ORINDAWOODS RD & KITE HILL RD. 100.00 66560 4/8/2022 CHAT MINGKWAN INSTR. CONTRACT - COOKING WORKSHOP 97.50 66590 4/14/2022 LISA HARPER APR. 5, CITY COUNCIL MINUTES 90.00 Page: 2
F.2.a
Packet Pg. 13
Attachment: April 2022 Check Listing (2788 : Monthly Disbursements Rev Exp Fund Balance - April 2022) City of Orinda
Check/Voucher Register
From 4/1/2022 Through 4/30/2022
Check
Number Check Date Payee Transaction Description
Check
Amount
66540 4/8/2022 CCC GENERAL SERVICES DEPT FEB. 22 TRAFFIC SIGNAL MAINT. 83.46 66548 4/8/2022 DOJ ACCOUNTING SERVICES DEC. 21 FINGERPRINTING APPS. 81.00 66648 4/28/2022 DOJ ACCOUNTING SERVICES MAR. 22 FRINGERPRINT APPS. 81.00 66533 4/8/2022 ARAMARK PW UNIFORMS 79.76
66570 4/8/2022 STEVENS PRINTING BUSINESS CARDS 76.83
66601 4/20/2022 BASIC Benefits LLC FLEXIABLE SPENDING & TRANSIT ACCT. - APR. 22 71.40 66535 4/8/2022 BAY ALARM COMPANY 4-1/7-1-22, LIBRARY ELEVATOR 70.68 66657 4/28/2022 CRISTINE HILSINGER REFUND FOR NIA DROP IN PASSES 66.95 66598 4/14/2022 ROBERT THOMPSON MILEAGE FOR 4-6-22 64.50 66567 4/8/2022 Screening One, Inc. MAR. 22 EMPLOYMENT SERVICES 57.95 66597 4/14/2022 STAPLES CONTRACT & COMMERCIAL OFFICE SUPPLIES 57.10 66610 4/20/2022 CONTRA COSTA COUNTY RECORDER NOTICE OF EXEMPTION - SAN PABLO CREEK CONCRETE REMOVAL 50.00 66660 4/28/2022 LEAGUE OF CALIFORNIA CITIES 3-31-21, DIVISION MEETING 50.00 66651 4/28/2022 Luke Ellis and Laura Sawczuk REFUND COMPLETED PROJECT, DRA2019-017 45.50 66616 4/20/2022 RUEBEN GERK 4-17-22 MILEAGE 40.63
66591 4/14/2022 Ricky Hernandez 4-8 & 4-9-22 MILEAGE 35.10 66620 4/20/2022 Ricky Hernandez 4-17-22 MILEAGE 35.10
66653 4/28/2022 RUEBEN GERK 4-21-22 MILEAGE 19.89
66588 4/14/2022 FASTRAK VIOLATION PROCESSING BRIDGE TOLL 14.00 Report Total 1,314,993.92
Page: 3
F.2.a
Packet Pg. 14
Attachment: April 2022 Check Listing (2788 : Monthly Disbursements Rev Exp Fund Balance - April 2022) City of Orinda
Payment Summary for US Bank CalCard Payment
April 2022 (Attachment B)
U. S. BANK CORPORATION
FEBRUARY 16, 2022 THROUGH MARCH 16, 2022
STMT. 03-16-2022
Transaction Description $Amount
CABINET KEYS MADE, FACEBOOK ADS, VIRTUAL CONFERENCE - 1

ATTENDEE
526.25
RENEW SUBSCRIPTION - CONSTANT CONTACT 540.00
CPRS CONFERENCE - HOTEL & MEALS 618.91
REGISTRATION - 2022 CITY LEADERS SUMMIT 625.00
DRAINAGE MATERIALS 1,565.40
SUMMER CAMP SUPPLIES 102.07
RECRUITMENT AD. - CITY ENGINEER 331.50
SUPPLIES FOR KIDS NIGHT OUT 288.25
DRONE - BATTERIES 654.11
P & R OFFICE SUPPLIES 177.68
PW MAINTENANCE SUPPLIES, REBAR, SHIMS, EPOXY 734.60
P & R RETURN SUPPLIES (16.45)
P & R MISC. HARDWARE 604.48
MASTER LOCK, MOUNTING FRAME, MICROPHONE, WATER HEATER 616.68 WATER FOUNTAIN 1,288.47
IRRIGATION CONTROL SUBSCRIPTION 557.80
CERTIFIED MAILINGS 15.25
FACE MASKS, LATEX GLOVES 269.78

LIGHT BULBS,RECYCLE BAGS,LYSOL CLEANER, MASKING TAPE,

FLUORSCENT LAMPS, AIR FILTERS, MOTION LIGHTS, WIFI BOOSTER 1,189.37
OFFICE SUPPLIES 81.05
SAFETY BOOTS - PW 200.00
DUMPING OF DEBRIS CHARGES 780.50
AUTO SUPPLIES & TIRE DISPOSAL FEES 123.54
VEHICLE MAINT. '16 CHEVY SILVERADO & TIRE DISPOSAL FEE 208.13 BUS RENTAL - MUSEUM OF 3D ILLUSIONS 600.00
MEMBERSHIP FEES - SOCIETY FOR HUMAN RESOURCES 229.00
MEMBERSHIP FEES - CITY CLERKS ASSOCIATION 450.00
SUBSCRIPTIONS 29.00
BOTTLE FILLER - REPLACE DRINKING FOUNTAIN 2,579.13
EQUIPMENT & HARDWARE SUPPLIES 250.68
US BANK CHECK 66574 Issued April 8, 2022 16,220.18
Page: 1
F.2.b
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Attachment: April 2022 Cal-Card Transactions (2788 : Monthly Disbursements Rev Exp Fund Balance - April 2022) City of Orinda
Summay Check/Transaction Register
Payroll Register for April 2022
Document # Document Date Employee Name First, MI Name
9497 4/1/2022 Casey Cynthia C.
9498 4/1/2022 Hayashi Daniel T.
51881 4/1/2022 Alessio Douglas R.
51882 4/1/2022 Allnutt Wesley H.
51883 4/1/2022 Alvarez Patrick James E.
51884 4/1/2022 Amerman Jennifer K.
51885 4/1/2022 Arroyo Miguel A.
51886 4/1/2022 Barnes Wyatt W.
51887 4/1/2022 Biggs David C.
51888 4/1/2022 Bodner Jude C.
51889 4/1/2022 Buckley Drummond F.
51890 4/1/2022 Chatman Rasha
51891 4/1/2022 Cheng Ly
51892 4/1/2022 Christie Scott
51893 4/1/2022 Cortez Christopher A.
51894 4/1/2022 Cronin Michele B.
51895 4/1/2022 Delmartini Matthew C.
51896 4/1/2022 Ecklund Steven C.
51897 4/1/2022 Ehrhardt Stephen D.
51898 4/1/2022 Fierner Tod D.
51899 4/1/2022 Flores Jennie
51900 4/1/2022 Frank James A.
51901 4/1/2022 Gerk Rueben A.
51902 4/1/2022 Hayden Carla L.
51903 4/1/2022 Hernandez Ricardo
51904 4/1/2022 Hughes Darin E.
51905 4/1/2022 Karuppusamy Natarajan Sivakumar
51906 4/1/2022 Khorashadi Farah
51907 4/1/2022 Laris Jane
51908 4/1/2022 Leach Mark S.
51909 4/1/2022 Low Jamila
51910 4/1/2022 McCourt Kevin
51911 4/1/2022 Mui Winnie
51912 4/1/2022 Needoba Roger
51913 4/1/2022 Perez Norma
51914 4/1/2022 Rubalcava Israel P.
51915 4/1/2022 Santos Landon B.
51916 4/1/2022 Schaufler Lori B.
51917 4/1/2022 Smith Sheri
51918 4/1/2022 Staton Virginia K.
51919 4/1/2022 Tamayo Julia M.
51920 4/1/2022 Thompson Linda M.
51921 4/1/2022 Thompson Robert A.
51922 4/1/2022 Trimble Todd
51923 4/1/2022 Wellman-Miner Sheena
51924 4/1/2022 Zhang Ning
9499 4/15/2022 Casey Cynthia C.
9500 4/15/2022 Hayashi Daniel T.
51925 4/15/2022 Alessio Douglas R.
51926 4/15/2022 Allnutt Wesley H.

Date: 5/12/2022, 11:36 AM Page: 1
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Attachment: April 2022 Payroll Listing (2788 : Monthly Disbursements Rev Exp Fund Balance - April 2022) City of Orinda
Summay Check/Transaction Register
Payroll Register for April 2022
Document # Document Date Employee Name First, MI Name
51927 4/15/2022 Amerman Jennifer K.
51928 4/15/2022 Arroyo Miguel A.
51929 4/15/2022 Biggs David C.
51930 4/15/2022 Bodner Jude C.
51931 4/15/2022 Buckley Drummond F.
51932 4/15/2022 Chatman Rasha
51933 4/15/2022 Cheng Ly
51934 4/15/2022 Christie Scott
51935 4/15/2022 Cortez Christopher A.
51936 4/15/2022 Cronin Michele B.
51937 4/15/2022 Delmartini Matthew C.
51938 4/15/2022 Ecklund Steven C.
51939 4/15/2022 Ehrhardt Stephen D.
51940 4/15/2022 Fierner Tod D.
51941 4/15/2022 Flores Jennie
51942 4/15/2022 Frank James A.
51943 4/15/2022 Gerk Rueben A.
51944 4/15/2022 Hayden Carla L.
51945 4/15/2022 Hernandez Ricardo
51946 4/15/2022 Hughes Darin E.
51947 4/15/2022 Karuppusamy Natarajan Sivakumar
51948 4/15/2022 Khorashadi Farah
51949 4/15/2022 Leach Mark S.
51950 4/15/2022 Low Jamila
51951 4/15/2022 McCourt Kevin
51952 4/15/2022 Mui Winnie
51953 4/15/2022 Needoba Roger
51954 4/15/2022 Perez Norma
51955 4/15/2022 Rubalcava Israel P.
51956 4/15/2022 Schaufler Lori B.
51957 4/15/2022 Smith Sheri
51958 4/15/2022 Staton Virginia K.
51959 4/15/2022 Tamayo Julia M.
51960 4/15/2022 Thompson Linda M.
51961 4/15/2022 Thompson Robert A.
51962 4/15/2022 Trimble Todd
51963 4/15/2022 Wellman-Miner Sheena
51964 4/15/2022 Zhang Ning
9501 4/29/2022 Casey Cynthia C.
9502 4/29/2022 Hayashi Daniel T.
51965 4/29/2022 Alessio Douglas R.
51966 4/29/2022 Allnutt Wesley H.
51967 4/29/2022 Alvarez Patrick James E.
51968 4/29/2022 Amerman Jennifer K.
51969 4/29/2022 Arroyo Miguel A.
51970 4/29/2022 Biggs David C.
51971 4/29/2022 Bodner Jude C.
51972 4/29/2022 Buckley Drummond F.
51973 4/29/2022 Chatman Rasha
51974 4/29/2022 Cheng Ly
Date: 5/12/2022, 11:36 AM Page: 2
F.2.c
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Attachment: April 2022 Payroll Listing (2788 : Monthly Disbursements Rev Exp Fund Balance - April 2022) City of Orinda
Summay Check/Transaction Register
Payroll Register for April 2022
Document # Document Date Employee Name First, MI Name
51975 4/29/2022 Christie Scott
51976 4/29/2022 Cortez Christopher A.
51977 4/29/2022 Cronin Michele B.
51978 4/29/2022 Delmartini Matthew C.
51979 4/29/2022 Ecklund Steven C.
51980 4/29/2022 Ehrhardt Stephen D.
51981 4/29/2022 Fierner Tod D.
51982 4/29/2022 Flores Jennie
51983 4/29/2022 Frank James A.
51984 4/29/2022 Gerk Rueben A.
51985 4/29/2022 Hayden Carla L.
51986 4/29/2022 Hernandez Ricardo
51987 4/29/2022 Hughes Darin E.
51988 4/29/2022 Karuppusamy Natarajan Sivakumar
51989 4/29/2022 Khorashadi Farah
51990 4/29/2022 Leach Mark S.
51991 4/29/2022 Low Jamila
51992 4/29/2022 McCourt Kevin
51993 4/29/2022 Mui Winnie
51994 4/29/2022 Needoba Roger
51995 4/29/2022 Perez Norma
51996 4/29/2022 Rubalcava Israel P.
51997 4/29/2022 Santos Landon B.
51998 4/29/2022 Schaufler Lori B.
51999 4/29/2022 Smith Sheri
52000 4/29/2022 Staton Virginia K.
52001 4/29/2022 Tamayo Julia M.
52002 4/29/2022 Thompson Linda M.
52003 4/29/2022 Thompson Robert A.
52004 4/29/2022 Trimble Todd
52005 4/29/2022 Wellman-Miner Sheena
52006 4/29/2022 Zhang Ning
Payroll Payments Pay Period 04-01: 94,492.66
Pay Period 04-15: 94,530.55
Pay Period 04-29: 94,329.29
Subtotal Payroll 283,352.50
Payroll Taxes 82,130.34
EE Benefits 118,006.04
Accounts Payable (See Attachment A) 1,314,993.92
Grand total 1,798,482.80
Date: 5/12/2022, 11:36 AM Page: 3
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Attachment: April 2022 Payroll Listing (2788 : Monthly Disbursements Rev Exp Fund Balance - April 2022) City Council
Staff Report
Agenda Item: F.3
Date: July 5, 2022
Department: City Clerk
AGENDA TITLE: Authorization For Continued Use of Remote Teleconference for City Meetings
RECOMMENDATION:

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 June 14, 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.3
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Respectfully Submitted by:

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

F.3
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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 June 14, 2022 in Covid-19 case rate, test positivity, Covid-19 hospitalizations, and Covid-19 wastewater surveillance 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. If unable to host outdoors, consider ways to increase ventilation and flow of the indoor space to reduce the risk of COVID-19 while indoors.

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 6-14-2022
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 (2842 : Ratify Continued Teleconference City Council
Staff Report
Agenda Item: F.4
Date: July 5, 2022
Department: Human Resources
AGENDA TITLE: Approval of a Memorandum of Understanding (MOU) between the City of Orinda and City of Orinda represented employees RECOMMENDATION:

BACKGROUND:

In October 1997, the City formally recognized the Orinda Employees' Association (OEA) as the exclusive bargaining unit for the General Employees of the City of Orinda. The General Employee unit covers 19.5 authorized FTE including employees in every department. On October 23, 2001 a recognition petition was submitted with the Association becoming represented by Public Employees Union, Local One.

Subsequently, on February 23, 2010, following receipt of a recognition petition, members of the General Employees Unit elected to be represented by Teamsters Local Union No. 856.

The terms of the agreements are contained in a Memorandum of Understanding (MOU), with the most recent changes approved March 15, 2020, by adopted Resolution No. 15-

20. The 2020 MOU covered the period July 1, 2019 through June 30, 2022. The City and the Orinda represented employees have been in negotiations since April 12, 2022.

The meetings continued into June 2022 and the Union presented to its members the tentative agreement described in this report and received the approval of the membership on June 27, 2022.

DISCUSSION:

The tentative agreement, is subject to City Council approval, on terms and conditions of employment for the period July 1, 2022 through June 30, 2025. The proposed Memorandum of Understanding for the represented employees includes a range of edits from minor wording changes to substantive modifications to the previous agreement which expired June 30, 2022: Attachment B is a redline copy of all changes proposed in the Memorandum of Understanding. The following narrative discusses key areas of the MOU which are proposed to be modified.
 Term of Agreement: Three (3) year term - July 1, 2022 through June 30, 2025 (Article 1 Recognition and Term)
 Wages: The wages under the previous MOU were last adjusted by three percent F.4
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(3%) on July 3, 2021. If approved by the Council, effective July 2, 2022 employees shall receive a general salary increase of five percent (5.0%) Effective July 1, 2023, employees shall receive a general salary increase of four percent (4.0%) and effective July 13, 2024, employees shall receive a general salary increase of three percent (3.0%). (Article 16 The Salary and Wage Schedule and Appendix A).
 Hours of Work: In response to employee requests for a more flexible work schedule with limited staffing, the City will transition to a 9/80 Work Schedule model from the currently observed standard work week schedule. The 9/80 Work Schedule is a two-week schedule that divides 80 working hours amongst 9 days with employees working 9 hours, typically Monday through Thursday, and 8 hours on Friday. Every other week the alternate Friday will be a regular day off and the City offices will be closed except for Police Services which operates 24/7 and Parks & Recreation Department programs scheduled for the alternating Friday. This section is updated to reflect the new work schedule. (Article 6 Hours of Work);
 Holidays: Updates to the observed holidays include the addition of the Juneteenth Holiday as approved by the Council on May 17, 2022 via Resolution No. 24-22 and updates the Christmas Eve holiday from one half-day to a full day. (Article 7 Holidays);
 End of Year Office Closure: This is a new subsection to the agreement establishing that the majority of City office will close between the Christmas and New Year holidays for the term of the agreement. City observed holidays will be adjusted by the City Manager to limit the number of days to three (3) that employees will either use accrued leave, take unpaid time if no leave time available, or continue to work with a specific work plan developed and approved by their supervisor prior to the end of year office closure. (Article 7.4 End of Year Office Closure)
 Medical Insurance: The MOU describes in detail how employee medical contributions are made and how future cost increases in medical premiums will be shared with the City paying the first 4% increase in the year-over-year Kaiser premium rates at each level of coverage and cost-sharing the remaining increase. No changes to the formula are made and updates to this section are clean up to provide the most up-to-date premium and cost sharing information for medical coverage. The example provided in Appendix B of the MOU is also updated to reflect current rates. (Article 9 Medical Insurance);  Dental Insurance: Update to reflect an “up to” maximum for dental premiums. (Article 10 Dental Insurance);
 Standby Duty: The current agreement provides for the assignment of a weekly emergency stand-by duties with stand-by compensation set at $43.00 per day assigned. The compensation in the proposed agreement is changed to a rate of F.4
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$58.00 per day assigned and the minimum of two (2) hours for emergency call outs is increased to a minimum of three (3) hours. A new subsection 15.5 to address a Rest Period in cases of emergency call outs between the hours of 11:00 p.m. and 5:00 a.m. The new section addresses that employees may take time off via flexing their work schedule on an hour-for-hour basis using leave time or on an unpaid basis the following workday. Employees on Standby Duty that are called out for emergency call outs are compensated at 1.5 times for hours worked. (Article 15 Standby Duty).
 Performance Based Salary Advancement: The current agreement has an effective date for performance based salary advancement as the first day of the month following the date of the evaluation. This wording results in most performance based salary adjustments taking place mid-way through the payroll period. The proposed change is to adjust the effective date for performance based salary advancement to take place the first full pay period following the date of the performance evaluation. (Article 16.4.2.1. Performance Based Salary Advancement)
 Performance Bonus: This new subsection memorializes that the City Manager may grant a one-time non-recurring performance bonus to any employee who demonstrates outstanding public service, provides significant cost-savings suggestions or otherwise achieves outstanding performance standards. (Article

16.5 Performance Bonus)
 Premium Pay for Clerk to Commission or Council: This new subsection provides the City will pay a premium of $250 per month to an employee when assigned to work evenings and provide administrative support to a Commission or Council. (Article 16.11 Premium Pay for Clerk to Commission or Council)  Parks and Recreation Discount: The current agreement allows employees to register for programs at a discount of fifty percent of the resident fee. The proposed change is to extend the discount to dependents age eighteen (18) and under. (Article 17.3 Parks and Recreation Discount)
 Safety Boots: The City provides employees in certain job classifications with a budgeted allowance for safety (steel toe) work boots. The current allowance is $200 either an annual basis or every two years, depending upon job classification. The proposed change is to increase the allowance to $250 and the resoling of safety boots from $60.00 to $100.00. (Article 18 Uniform Allowance).

Resolution No. 33-22 approves the terms and conditions between the City of Orinda and the City of Orinda represented employees for the period July 1, 2022 through June 30, 2025. Included in the action is authorization for the City Manager to execute the revised MOU terms as presented in this Staff Report. The MOU includes draft salary schedules beginning July 2, 2022 through the term ending June 30, 2025 for the positions represented under the MOU.

F.4
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Staff is presenting a Consolidated Salary Schedule for Council consideration under a separate item on tonight’s Agenda with the amendments to the terms and condition of employment for the Unrepresented Employees which combines the proposed salary schedule for the represented employees under the Memorandum of Understanding (MOU) with the proposed schedule for the unrepresented employees into one document with an effective date of July 2, 2022.

NEXT STEPS:

Staff will work to implement the adjustments for represented employees as described in this report.

FISCAL IMPACT:

There is adequate funding in the Fiscal Year 2022-2023 budget to cover items that result in an additional cost. The Fiscal Year 2023-2024 costs will be taken into account when the next Biennial Operating Budget is presented to the City Council in June 2023.

On an annualized basis the first year of the agreement will result in a net increase of approximately $96,800 (approximately $81,735 attributable to wages and $15,065 attributable to net change in benefit costs).

ATTACHMENTS:

A. Resolution 33-22 Adopt Represented Employees MOU 2022-2025 B. 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 Respectfully Submitted by:

Ginger Staton
Human Resources Manager
Prepared By: Ginger Staton, Human Resources Manager
Approved by:

F.4
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MEMORANDUM OF UNDERSTANDING

BETWEEN THE

CITY OF ORINDA
AND
TEAMSTERS LOCAL UNION NO. 856
(GENERAL EMPLOYEES' UNIT)
July 1, 2019 2022 - June 30, 20222025
F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's)

TABLE OF CONTENTS
TITLE PAGE……………………………………………………………………………….. i
TABLE OF CONTENTS…………………………………………………………………... ii
DEFINITIONS……………………………………………………………………………… iii
RECOGNITION AND TERM…………………………………………………….………. 4
SCOPE OF MEMORANDUM OF UNDERSTANDING………………………………... 4
ORGANIZATIONAL RIGHTS……………………………………………….................... 5 MANAGEMENT RIGHTS………………………………………………………………... 7
COMPLIANCE WITH FEDERAL AND STATE EMPLOYMENT LAWS…………... 8 HOURS OF WORK………………………………………………………………………... 8
HOLIDAYS………………………...……………………………………………………….. 10
RETIREMENT PLAN……………………………………………………………………... 10
MEDICAL INSURANCE………………………………………………………………..… 11
DENTAL INSURANCE……………...…………………………………………………….. 13
LONG TERM DISABILITY/SDI……………………..…………………………………... 13
LIFE INSURANCE………………..……………………………………………………….. 14
WORKERS’ COMPENSATION………………………………………………………….. 14
GENERAL LEAVE………………..………………………………………………………. 14
STANDBY DUTY……………………………………………………………....................... 16 THE SALARY AND WAGE SCHEDULE……………………………………………….. 17
PROFESSIONAL GROWTH/PARKS & RECREATION…………………………….... 17 UNIFORM ALLOWANCE…………………………………………………………..……. 18
GRIEVANCE PROCEDURE………………………………………….………………….. 19
REDUCTIONS IN FORCE………………………………………………….…………….. 22
BEGIN NEGOTIATIONS FOR SUBSEQUENT MOU…………………………………. 23
CLOSING CLAUSE……………………………………………………………………….. 23
SIGNATURE PAGE……………………………………………………………………….. 24
APPENDIX A………………………………………………………………………………. 25
SALARY SCHEDULE TABLE (03/14/2020-07/3/2020)
SALARY SCHEDULE TABLE (07/4/2020-07/2/2021)
SALARY SCHEDULE TABLE (7/3/2021-06/30/2022)
APPENDIX B: MEDICAL CONTRIBUTION CALCULATION……………………… 49 APPENDIX C: MARKET STUDY-FUTURE COMPARABILITY SURVEYS………. 50 F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's)

DEFINITIONS
City Manager: The City Manager, or any person or organization duly authorized by the City Manager.

Classification: The employee’s position as reflected by their job title.

General Employees Unit: Bargaining Unit
Health and Welfare Benefits: Insurance coverage for medical, dental, long term disability and loss of life.

Introductory Period: The period following the hire date of a new employee as specified in the Letter of Appointment sent to each newly hired employee. This period gives the supervisor the opportunity to provide support and feedback to new employees so that they may successfully fully assume the responsibilities of the position. During the introductory period a new employee may be terminated without cause.

New Employee: A person who has not completed an introductory period with the City.

Union: Teamsters Local Union No. 856.

Regular Full-Time Employee: A person employed by the City for an unspecified duration who (1) is scheduled to work the standard work week as may be established by the City Manager and (2) has successfully completed the introductory period.

Regular Part-Time Employee: A person employed by the City for an unspecified duration who (1) is scheduled to work less than the standard work week as may be established by the City Manager but at least 20 hours per work week, and (2) has successfully completed the introductory period.

Regular Rate of Pay: Payments made by the employer to the employee including Standby Pay, Call Out Pay, and base salary as shown on Steps A through U of the appropriate salary schedule.

Working Out of Classification: A temporary assignment to a classification other than a regularly assigned classification, which pays more than the regularly assigned classification.

Personnel Officer: A person designated by the City Manager to administer this Memorandum of Understanding.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 4

MEMORANDUM OF UNDERSTANDING

BETWEEN THE

CITY OF ORINDA

AND THE
TEAMSTERS LOCAL UNION NO. 856
(GENERAL EMPLOYEES’ UNIT)
July 1, 20192022-June 30, 20222025
This Memorandum of Understanding is entered into pursuant to the provisions of section 3500, et. seq. of the Government Code of the State of California.

This Memorandum of Understanding shall be presented to the City Council as the joint recommendation of the City of Orinda and Teamsters Local Union No. 856.

1. RECOGNITION AND TERM

1.1. Acknowledgement: This Memorandum of Understanding is entered into by the City of Orinda, hereinafter referred to as ''the City'', and Teamsters Local Union No. 856, hereinafter referred to as ''the Union", concerning conditions of employment to be in effect during the period of July 1, 20192022-June 30, 2022 2025 for those employees working in the General Employees' Unit referred to and further described in this section.

1.2. Bargaining Representatives: The City recognizes the Teamsters Local Union No. 856 as the exclusive bargaining organization for all full-time and part-time regular employees in the General Employees' Unit in the following classifications: Accountant, Accounting Technician I, II,& III, Administrative Assistant I & II, Senior Administrative Assistant, Assistant Engineer, Assistant Planner, Associate Engineer, Associate Planner, Facility Maintenance Worker I and II, Planning Technician, Office Assistant, Maintenance Worker I and II, & III, Community Service Officer, Recreation Supervisor I, Public Works Inspector and Recreation Coordinator, as well as any new related classifications as recognized in accordance with Resolution 45-97.

1.3. List of Representatives: The Union may select two (2) representatives to meet with the City from within the represented unit. The Union shall provide a current list of representative(s), regularly updated, to the City showing the name and classification of representative(s).

1.4. Duration: The Union recognizes its obligations to cooperate with the City to assure maximum service of the highest quality and efficiency to citizens of the City of Orinda together with its obligations to the employees represented by the Union.

2. SCOPE OF MEMORANDUM OF UNDERSTANDING

2.1. Definition: Except as otherwise specifically provided herein, this Memorandum of Understanding fully and completely incorporates the understanding of the parties hereto and constitutes the sole and entire understanding between the parties on any and all matters F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 5 contained herein; provided, however, that nothing herein shall prohibit the parties from changing the terms of this Memorandum by mutual agreement. However, neither party shall be required to meet and confer outside of the agreed upon calendar for renegotiation as specified in Section 22.

3. ORGANIZATIONAL RIGHTS

3.1. Meeting Locations and Times: The Union shall be granted reasonable access to conference or meeting rooms during non-work hours provided such access does not interfere with City business or work of any kind, including but not limited to City Commissions, Councils, City volunteers, City ad hoc committees, citizens groups, etc. The purpose of use of City resources shall be consistent with Section 13 of Resolution 45-97. The City reserves the right to relocate the Union meeting prior to the scheduled meeting time if the room becomes necessary for City business. The Union shall reimburse the City within thirty (30) days for any additional costs associated with use of facilities and equipment, and return all facilities to their pre-use condition.

3.2. Release Time for Union Stewards: The City will provide reasonable release time for the Union Officers for negotiations, and for grievance procedures in accordance with Section 19 of this Agreement.

3.2.1.Union Leave: With reasonable notice (no less than two (2) weeks) and subject to supervisor approval, Union Leave of up to 40 aggregate work hours per fiscal year will be available for attending labor-related training or Union conferences. Union-designated Stewards are eligible for Union Leave. The Union shall provide a list of Stewards to the City on July 1st of each year. The leave shall be with pay; however, the Union will reimburse the City for the costs of the employee’s wages and benefits while on leave. The employee(s) shall continue to accrue seniority while on Union leave.

3.3. Bulletin Boards: The Union shall have the right to reasonable use of employee bulletin boards located in employee areas which are not generally visible to the public, mailboxes and email system outside of working hours.

3.4. Employee Copy of Memorandum of Understanding: Within thirty (30) calendar days after ratification of this contract by both parties, the City will print and provide five (5) copies of this Memorandum of Understanding to the Union Representatives.

3.5. Notification of Recognized Union: When a person is hired in any of the job classifications within the Bargaining Unit, the City shall notify the Union within three (3) working days of the employee’s start date. The Union shall be responsible for notifying such person(s) that the Union is the recognized bargaining agent for those employees.

3.5.1. Classification Posted: The City shall post, within the employee work or rest area, a notice which sets forth the classifications within the General Employees’ Unit and the name and address of the Union.

3.6. Union Dues:

3.6.1.Collection of Dues: The City, upon receipt of a certified written member list issued by a dully authorized Union official, shall deduct dues and voluntary deductions selected by members, as established by the Union from the salaries of its members. The Union shall F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 6 notify the City in writing as to the amount of such dues uniformly required of all members of the Union and the amounts of any Union sponsored benefit deductions for its members.

The sums so withheld shall be remitted by the City, without delay, along with a list of employees and their respective dues and voluntary deductions. The Union bears responsibility for allocating dues and voluntary deductions pursuant to the employees’ requests.

The employee’s earnings must be regularly sufficient after other legal and required deductions are made to cover the amount of the dues or service fees check off authorized.

When an employee is in a non-pay status for an entire pay period, no withholding will be made to cover the pay period of future earnings. In the case of an employee who is in a no-pay status during only part of the pay period, and the salary is not sufficient to cover the full withholding, no deductions shall be made. In this connection, all other legal and required deductions have priority over Union dues.

3.6.2.DRIVE Campaign: The City will implement a payroll process for voluntary deduction collection of dues for the Union’s Democratic, Republican, Independent Voter Education (DRIVE).

3.6.3.Indemnification: Moneys withheld by the City shall be transmitted to the Treasurer (as identified in writing by the Union) at the address specified. The Union shall indemnify, defend and hold the City harmless against any claims made and against any suit instituted against the City on account of check off of employee organization dues or service fees.

In addition, the Union shall refund to the City any amount paid to it in error upon presentation of supporting evidence.

3.7. Personnel Files: The City will maintain a file in which all personnel information and documents which the City wishes to keep regarding employees, and which are required by law, will be retained. An employee shall have the right to view his or her personnel file within a twenty-four (24) hour written request to the Personnel Officer. All such viewings shall be under the supervision of the Personnel Officer or her/his appointed representative. Should the employee wish copies of any documents located in the personnel file, the Personnel Officer will have the documents copied within seventy-two (72) hours of the request.

3.7.1.Employees shall be provided with a copy of, or the opportunity to review, documents which are placed in their files prior to or concurrent with placement. No document shall be entered into an employees' personnel file without the employee having first read, signed and dated the document, indicating that he or she is aware of such document entered into his or her file. If the employee, after reading the document, refuses to sign it, the fact shall be noted on the document and signed or initialed and dated by the person entering the document in the file.

3.7.2.An employee shall have thirty (30) calendar days in which to file a written response to any document entered into his or her personnel file. Such a written response shall be attached to, and shall accompany, the entered document.

3.8. New Employee Orientations: The City will provide a written statement to each new employee hired into a classification in the bargaining unit represented by the Union, that the employee’s classification is represented by the Union and the name of a representative of the Union.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 7

3.8.1.The City will provide written notice of new employee orientations (no matter how few participants, and whether in person, online or through other means or mediums) to the Union, not less than 10 days’ notice in advance of an orientation, except that a shorter notice may be provided in a specific instance where there is an urgent need critical to the employer’s operations that was not reasonably foreseeable. The new employee orientation notice provided to the Union will include the date, time and location of the orientation. If the Union Representative is unable to attend on the day of new employee orientation, another suitable date and time will be arranged in order that the Union may meet with the new employee as described in 3.8.2.

3.8.2.Representatives of the Union shall be permitted to meet with the employee for up to thirty (30) minutes, and present written materials, during a portion of the orientation. No representative of management shall be present during the Union’s presentation.

3.8.3.Upon written request of the Union on a form provided by the City for such purposes, a bargaining unit Union Steward attending orientation as a Union representative shall be given paid time sufficient to cover the Union’s presentation and travel time, not to exceed one (1) hour. The Union shall reimburse the City for the “total compensation” cost for the time the Steward employee is at the New Employee Orientation including travel time. “Total compensation” shall include the hourly cost of the employee’s wages and benefits including retirement plan and medical costs. The Union will provide the names of an employee Union Steward who they wish to attend the New Employee Orientation by written request on the appropriate City form, at least 48 hours in advance to the Human Resources Manager.

4. MANAGEMENT RIGHTS
The City Council of the City of Orinda and its managers retain all of their powers and authority to manage municipal services and the work force performing those services. These rights include but are not limited to the following and shall remain solely a function of management except as may be limited by this MOU and/or by applicable state and federal law.

Organization: Determine and modify the mission and organization of City government and its constituent work units, commissions and boards.

Delivery of Services: Determine the nature, standards, levels, and mode of delivery of services to be offered to the public.

Personnel: Determine the methods, means, number, kinds, and selection of personnel by which services are to be provided.

Efficiency: Maintain the efficiency of governmental operations.

Goods and Services: Determine whether goods or services shall be made or provided by the City, or shall be purchased or contracted for.

Application of Technology: Exercise complete control and discretion over the City organization and the technology of performing its work.

Direction of Employees: Direct employees, including scheduling and assigning work, work hours and overtime.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 8 Employee Performance Standards: Establish employee performance standards and to require compliance therewith.

Discipline Employees: Discharge, suspend, demote, reduce in pay, reprimand, withhold salary increases and benefits, or otherwise discipline employees, subject to the requirements of applicable laws and this MOU.

Relieve Employees: Relieve employees from duty because of lack of work or lack of funds or for other legitimate reasons.

Implementation: Implement rules, regulations, and directives consistent with law and the specific provisions of this MOU.

Protect the Public: Take all necessary actions to protect the public and carry out its mission in emergencies.

5. COMPLIANCE WITH FEDERAL AND STATE EMPLOYMENT LAWS
The City's policy is to recognize and follow Federal and State laws including, but not limited to:

Discrimination
Harassment
Sexual Harassment
Availability of Public Information
Family Medical Leave Act (FMLA) CA Family Rights Act (CFRA) Americans with Disabilities Act (ADA)

6. HOURS OF WORK

6.1 Work Week: Regular full-time employees are scheduled to work a total of forty (40) hours during each workweek with the start and end days and times of such work week determined by the schedule of the employee.

Effective as soon as administratively possible, not later than September 24, 2022, the standard work and payroll period for full-time employees will be based on a 9-80 work schedule pursuant to the City of Orinda Administrative Regulations Flexible and Compressed Work Schedule Policy Guidelines.

6.2 Scheduled Work Hour for Employees: The workday for full-time employees is not less than eight (8) hours per day, excluding lunch breaks based on the Employee’s regular schedule. Employees shall work a predetermined schedule of forty (40) hours per week plus unpaid lunch breaks. Flexible or compressed work schedules may be authorized consistent with this Agreement and in compliance with the City’s Flexible and Compressed Work Schedule Policy Guidelines.

For City initiated schedule changes, Following following discussion with an affected employee, and upon written authorization of the Department Head or the City Manager, the work schedule may be modified. Except in cases of emergency, a change in work hours (start time or end time of the work day) requires two (2) weeks' notice.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 9

6.3 Attendance: Employees shall be in attendance at their work in accordance with the rules regarding hours of work, holiday and leaves. All employees shall keep daily attendance records which shall be approved by the department head and reported to the Finance Director in the form and on the dates he/she shall specify. An employee who fails to report to work after being absent for three (3) days without authorized leave may be subject to automatic dismissal. In such a case, the employee shall have automatically waived all his/her rights under this Memorandum of Understanding and the Personnel Rules of the City of Orinda.

6.4 Meal and Rest Periods: Every employee shall be allowed one (1) fifteen (15) minute break for each four (4) hours worked. A full-time employee working an eight-hour day is, therefore, allowed one (1) fifteen-minute (15) break in the morning and one (1) fifteenminute (15) break in the afternoon. Break schedules shall be arranged at the department level to best meet the needs of the department and the City. Every employee shall be allowed a thirty (30) minute to one (1) hour unpaid meal period each five (5) hours worked, except if the work period is no more than six (6) hours and the employee and the City agree to waive the meal period.

6.5 Overtime Approval: All hours worked in excess of forty (40) hours in a workweek, unless performed as a result of emergency conditions, must receive prior approval of the Department Head or City Manager. In the case of overtime worked in an emergency situation, the Department Head or City Manager shall be notified of the overtime worked as soon as possible.

6.6 Overtime Calculation: Overtime will be paid, or compensatory (comp) time granted per Section 6.7, for hours worked in excess of forty (40) hours during the workweek at the rate of one and one-half (1 ½) times the regular rate of pay. For purposes of calculating overtime, “hours worked" means the combination of both hours worked, paid holiday hours and paid general leave during the standard workweek.

6.7 Comp Time in Lieu of Overtime: At the employees' discretion, comp time may be accrued in lieu of payment for overtime; provided however, that accrual of comp time shall not exceed sixty (60) hours at any point in time, [forty (40) overtime hours worked multiplied by

1.5 per the overtime rate calculation in Section 6.6]. Any hours worked which would otherwise result in the accrual of more than sixty (60) hours comp time will be recorded and paid as overtime.

6.8 Use of Comp Time: Use of accrued comp time shall be subject to the rules for use of general leave contained in the “General Leave and Leaves of Absence” Section of this Memorandum of Understanding.

6.9 Cash Payment of Compensatory Time: Cash payment for some or all of an employee's accrued comp time may be made with the written approval of the Department Head. Cash payment for accrued comp time shall be made upon termination of employment. Cash payment shall be based on the number of accrued comp time hours multiplied by the employee’s regular rate of pay.

6.10 Acting Pay: An employee assigned to work out of his/her regular classification for a period of at least ten (10) consecutive working days shall receive compensation equal to the next highest step of the new classification resulting in not less than five percent (5%) increase.

Assignment shall be considered eligible only when the employee is substantially assuming F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 10 the duties out of classification. All such “out of classification” assignments require advance written approval, by the City Manager, prior to the assignment effective date. An employee shall return to his/her regular rate of pay when he/she returns to his/her regularly assigned classification.

6.10.1 No employee shall be assigned the duties of a classification other than his/her regularly assigned classification for more than ninety (90) working days in any twelve (12) month period.

6.10.2 Eligibility for overtime will be determined according to the exempt or non-exempt status of the position being assumed by the employee.

6.11 Premium Pay for Clerk to Commission or Council: The City will pay a premium of $250 per month to an employee when assigned to work evenings and provide administrative support to a Commission or Council.

7. HOLIDAYS

7.1 The following shall be observed as paid holidays:

Independence Day
Labor Day
Veterans Day
Thanksgiving Day
Day after Thanksgiving
Christmas Eve- half dayfull day
Christmas Day
New Year's Day
Dr. Martin Luther King, Jr.'s Birthday
Presidents' Day
Memorial Day
Juneteenth

7.2 Floating Holidays: In addition to the holidays listed in Section 7.1, employees who are employed as of September 30th of the fiscal year are entitled to two (2) floating holidays.

Employees hired on October 1st through March 31st are entitled to one (1) floating holiday.

Employees hired after March 31st are not eligible for any floating holidays in the current fiscal year. Floating holidays may be used at any time during the fiscal year, upon approval of the employee's Department Head. Floating Holidays cannot be carried over to the next fiscal year.

7.3 Pay for Work on Holiday: Standard pay for work on a holiday shall be provided for work performed on the actual day of the holiday. If an employee is scheduled to work on a fixed holiday, the employee shall record actual ·hours worked on his/her time sheet, and receive either eight (8) hours of a floating holiday, or eight (8) additional hours of time worked on that day.

This may result in overtime pay or compensatory time off if the total hours worked exceeds forty (40) hours per workweek. There shall be no premium pay for a floating holiday that is not taken.

7.4 End of Year Office Closure. For the term of this MOU, the majority of the City’s offices will F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 11 be closed between the Christmas and New Year holidays. Observance of holidays surrounding this closure may be adjusted by the City Manager to limit number of days to three days in which employees may select as follows:
• Employees may use accrued leave for the time they are not at work. This includes general leave, floating holiday or compensatory leave.
• Employees may choose to take time unpaid if they do not have sufficient accrued leave time.
• Employees who do not want to take leave time during the closure or employees who do not have available leave time and do not want to be in unpaid status may continue to work if they develop a specific work plan with their supervisor prior to the end of year office closure.

8. RETIREMENT PLAN

8.1 Contributions to Money Purchase Plan 401(a):

8.1.1 The City shall continue to make monthly contributions to the International City Management Association Retirement Corporation (ICMA-RC) Money Purchase Plan 40l(a), beginning the first day of employment, as follows: General Employees, thirteen percent (13%).

8.1.2 Funds shall be administered in accordance with the most current agreement between the City and ICMA-RC for the 40l (a) Money Purchase Plan.

8.2 Deferred Compensation Plan 457: Employees may contribute by payroll deduction, up to annual amounts limited by tax law, to the ICMA-RC Deferred Compensation Plan (475), and the City shall contribute, on a matching basis, up to three percent (3%) of base salary. This contribution shall be in addition to the contribution provided under Section

8.1.1and shall commence with the first date of employment.

9. MEDICAL INSURANCE
The City shall continue participation in CalPERS medical insurance plans for employees and their dependents.

The City shall contribute on behalf of the employee the required CalPERS Employer Minimum Contribution amount for plan participants as determined by CalPERS. This amount is one hundred thirty-six dollars ($136) for 2019one hundred forty-nine dollars ($149) for 2022 and is scheduled to be one hundred thirty-nine dollars ($139) for 2020one hundred fifty-one dollars ($151) for 2023.

The Section 125 Plan shall include a provision for premium conversion and may also offer voluntary participation in pre-tax contributions for: health care reimbursements, dependent care reimbursements, and other eligible benefits.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 12 Deductions are made in equal amounts on the first two paychecks issued in a month (24 times per year). Deductions are made in the month preceding the month of coverage (i.e., December deductions are based on premiums for January).

CalPERS establishes when benefits shall begin, which currently is on the first (1st) day of the month following the date of hire or the date the Human Resources Representative receives the completed enrollment form. Employees who do not elect coverage within 60 days of hire may be subject to review and approval by the health insurance company.

9.1Medical Premium Contributions (Active Employees):

Effective January 1, 2019 2022 – December 31, 20192022, the City shall contribute monthly the following maximum “Total City Medical Contribution” amounts towards the employee’s monthly medical premium for the employee’s coverage level:

CITY CONTRIBUTION PLAN YEAR 20192022

COVERAGE
LEVEL
CalPERS

MINIMUM

CONTRIBUTION

SUPPLEMENTAL

BENEFIT

TOTAL CITY

MEDICAL

CONTRIBUTION
Employee $136.00$149.00 $632.25$699.22 $768.25$848.22
Employee +1 $136.00$149.00 $1,400.50$1,547.42 $1,536.50$1,696.42 Employee +Family $136.00$149.00 $1,861.45$2,056.35 $1,997.45$2,205.35 Effective January 1, 2020 – December 31, 2020, the City shall contribute monthly the following maximum “Total City Medical Contribution” amounts towards the employee’s monthly medical premium for the employee’s coverage level:

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 13 CITY CONTRIBUTION PLAN YEAR 2020

COVERAGE
LEVEL
CalPERS

MINIMUM

CONTRIBUTION

SUPPLEMENTAL

BENEFIT

TOTAL CITY

MEDICAL

CONTRIBUTION
Employee $139.00 $629.49 $768.49
Employee +1 $139.00 $1,397.98 $1,536.98
Employee +Family $139.00 $1,859.07 $1,998.07
Beginning with health plan premium rates effective January 1, 2021, the maximum Total City Medical Contribution shall adjust as follows. The City shall calculate the percentage increase in each coverage level of the new monthly Kaiser premium compared to the prior year’s monthly premium for Kaiser. If the increase is 4 percent or less, the full amount of the increase shall be added to the Total City Medical Contribution and paid by the City. If the increase is over 4 percent, the first four percent (4%) of increase in the Kaiser medical insurance monthly premium rate over the prior Plan Year’s Kaiser medical insurance monthly premium rate shall be paid by the City, but amounts over this shall be shared based on the following proportions between the City and the employee, with the City contributing sixty-five percent (65%) of the monthly Kaiser plan increase over four percent (4%) and the Employee paying thirty-five percent (35%) of the monthly Kaiser plan increase over four percent (4%) through an employee-authorized payroll deduction.

See Appendix B example for medical contribution calculation.

At no time shall the employee receive a City contribution amount more than the selected medical plan cost.

If an employee elects a medical plan offered by the City with premiums exceeding the Total City Medical Contribution, employee-authorized payroll deductions will be made for the difference in premiums, so the employee shall pay for the amount of the selected plan’s premium that is over the City contribution as calculated for the plan year. Any employee who is required to partially pay premiums shall be allowed to make these payments with pre-tax deductions through the flexible benefits plan.

9.2 Non-acceptance of Medical Insurance: If an employee elects to not accept medical insurance coverage and demonstrates existing and continuing coverage under an alternative plan, the City will pay the employee $474.93 per month, with pro-rated compensation for part-time employees. This option is available to all employees irrespective of marital or family status. An election to re-enroll in medical coverage can occur only with the permission of the insurance provider.

9.3 Vision Insurance: The City shall contribute the full cost of the vision premium for employees.

9.4 Employment on Less Than Full-Time Basis (less than 40 hours): If an employee is assigned to a regular position in a capacity of less than 40 hours per week, the City contributions to health and vision insurance shall be prorated.

9.5 Retiree Medical Benefit: As allowed by PERS Medical Plans, retirees of the F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 14 City will be eligible for a City contribution towards monthly medical premiums up to the PERS Minimum Monthly benefit, provided that the retiree:

A) Has completed seven (7) years of service if beginning active employment on or before October 31, 2019, or fifteen (15) years of service if beginning active employment on or after November 1, 2019 with the City. A year of service is defined as one thousand (1,000) hours worked within an anniversary year in a regular position either part-time (twenty or more hours per week) or full time; and
B) Has reached the age of 55 if beginning active employment on or before October 31, 2019, or age 60 if beginning active employment on or after November 1, 2019; and C) Is no longer employed by the City of Orinda; and
D) Was actively enrolled in the City’s health insurance program at the time their City employment ended; and
E) Elects to continue active enrollment in the City’s health insurance program upon leaving City employment;
The retiree is responsible for making timely payment to the City for monthly premium amounts which exceed the PERS Minimum.

10. DENTAL INSURANCE

10.1 Premium Contributions: The City shall continue participation in a dental insurance plan for employees and their dependents and shall contribute monthly the following maximum amounts toward the plan. The following rates are based on 2020 calendar year rates:

Coverage City Contribution
Employee Up to $56.04 plus up to a 15% rate
increase over the term January 1,
2021-December 31, 2021of this
Agreement to be implemented at
annual insurance contract renewal.

Employee + Dependent Up to $103.43 plus up to a 15%
rate increase over the term January
1, 2021 -– December 31, 2021of
this Agreement to be implemented
at annual insurance contract
renewal.

Employee + Family Up to $136.94 plus up to a 15%
rate increase over the term January
1, 2021 -– December 31, 2021of
this Agreement to be implemented
at annual insurance contract
renewal.

In the event that the an increase in premiums exceeds 15% over the term of this Agreement, that portion of the cumulative increase in premiums above 15% increase shall be paid for by Formatted: List Paragraph, Space After: 0 pt, No
bullets or numbering
F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 15 the employee through payroll deductions.

11. LONG TERM DISABILITY/SDI

11.1 Contributions: The City shall continue participating in a long-term disability plan, the terms of which are contained in the Long Term Disability Insurance Plan and govern this MOU. Benefits include but are not limited to, an unpaid sixty (60) calendar day waiting period and a covered monthly salary of up to $7,000. The City shall contribute the full cost of premiums for said plan.

11.2 Commencement of Benefits: Benefits under this Section shall begin on the first (1st) day of the month following the date of employment.

11.3 SDI: The City participates in State Disability Insurance (SDI) paid for by the employees.

Effective following Council adoption, the City shall cease to provide duplicative ShortTerm Disability Insurance coverage.

12. LIFE INSURANCE

12.1 Contribution: The City shall contribute the full monthly premium toward a term life insurance policy for employees, the terms of which are contained in the Life Insurance Policy and govern this MOU.

12.2 Commencement of Benefits: Benefits under this Section shall begin on the first (1st) day of the month following the date of employment.

13. WORKERS’ COMPENSATION

13.1 Salary Continuation Payment: An employee entitled to temporary disability payments under the workers'’ compensation laws will receive salary continuation payments at the applicable workers'’ compensation rate. Workers'’ compensation is not payable for the first three (3) calendar days of disability unless the disability lasts more than fourteen (14) calendar days. Hours of work missed due to medical appointments for work related injuries will be paid at the applicable wage loss rate.

13.2 Use of Accumulated General Leave: An employee receiving temporary disability payments under the workers'’ compensation laws may use accumulated general leave in excess of the workers'’ compensation benefit in order to maintain his/her regular income level. Under such circumstance the employees shall be paid the difference between his/her full salary and the temporary disability payments received. Accumulated general leave shall be charged in proportion to the amount of his/her full salary paid by the City.

14. GENERAL LEAVE

14.1 Definition: In lieu of vacation and sick leave, employees shall accrue general leave of nineteen (19) days during the first year of employment, increasing by one (1) day for each subsequent year of employment, up to a maximum accrual of twenty-five (25) days of Formatted: Superscript
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0"
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 16 general leave.

14.2 Maximum Accrual: Employees accrue general leave up to 480 hours. After accruing 480 hours, the employee does not accrue additional general leave until the employee uses sufficient general leave to fall below the maximum accrual amount. Part-time employees hired by the City after July 1, 2013 shall accrue general leave up to a maximum of 240 hours, and do not accrue additional general leave until the employees uses sufficient general leave to fall below their maximum accrual amount of 240 hours. Upon termination, the accumulated general leave shall be paid to the employee at their current rate of regular pay.

14.3 Cash Payment of Accrual: Once a year, employees who have accrued over 160 hours of general leave may elect to cash out a maximum of forty (40) hours of their accrued general leave. A balance of no less than 160 hours must remain after cash out.

14.4 Commencement of Accrual: General leave shall begin accruing on the first (1st) day of the month following the date of employment

14.5 Request for Leave: Except in the event of unforeseeable events, request for general leave must be submitted in writing to the Department Head or supervisor two (2) weeks prior to the beginning of the requested time off. All requests for time off are subject to department head approval. The department head has discretion to waive the two-week notification required.

14.6 Leave of Absence, Reduced Hours of Work: The City Manager may grant leave or reduced hours of work, without pay and without benefits, for up to four (4) months. During any month in which the total hours worked is less than one-half (1/2) of a full-time schedule, that month shall not be included toward service credit. Such leave may be granted after five (5) years of service and only once following each five (5) years of employment with the City.

14.7 Family and Medical Leave: The City shall grant, in accord with the Family Medical Leave Act, family and medical leave without pay for up to twelve (12) work weeks during any twelve (12) month period for one (1) or more of the following reasons:
a. Birth of a child of the employee, and in order to care for such child. b. Placement of a child with the employee for adoption or foster care. c. To care for the employee'’s spouse, a child, or parent of the employee, if such spouse, child or parent has a serious health condition.
d. A serious health condition that makes the employee unable to perform the functions of the position of such employment.
e. Certain military family leave entitlements.

15.2.1 14.7.1 Utilize Accrued General Leave: The employee shall first utilize any remaining general leave accrued as of the date of the family and medical leave referenced in this subsection begins. The use of general leave does not extend the length of Family Medical Leave allowed.

Formatted: List Paragraph, Right: 0", No bullets or
numbering, Tab stops: Not at 1.24"
Formatted: Superscript
Formatted: List Paragraph, Indent: Left: 0"
Formatted: Font: (Default) Times New Roman, Font
color: Text 1
Formatted: List Paragraph, Outline numbered + Level:
3 + Numbering Style: 1, 2, 3, … + Start at: 1 +
Alignment: Left + Aligned at: 1.52" + Indent at: 2.02"
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 17

14.7.2 Continuation of Benefits: An employee'’s eligibility for health and welfare benefits shall continue while on family or medical leave. If paid leave is taken, health and welfare benefits will continue to accrue or be paid by the City. If unpaid leave is taken, benefits do not accrue and insurance benefit, except for medical, cease. Medical benefits will continue on the same basis as if the employee were not taking Family Medical Leave. The employee is responsible for remitting to the City his/her usual share of premium payments on or before the last of the month prior to the month for which the benefits are received. During unpaid leave, benefits do not accrue.

14.8 Jury Duty Leave: An employee who has been summoned, or subsequently selected, to serve on a jury shall receive his or her regular rate of compensation for normal work home/days/shift during such absence from work; provided the employee remits to the City that compensation received by the employee for such jury duty service. This provision applies for a maximum of thirty (30) calendar days for each jury trial.

14.9 Bereavement Leave: The City agrees to provide any employee who experiences a death in the immediate family up to three (3) working days of paid leave for the purpose of attending the funeral or memorial service.
"“Immediate family'’'’ is limited to spouse or domestic partner, mother, father, sister, brother, child, grandmother, grandfather, aunt, uncle, mother-in-law, father-in-law, brotherin-law, sister-in-law, son-in-law, daughter-in-law, grandchild or dependent.

The department director, or in the case of department directors, the City Manager, may, within his or her discretion, grant the employee additional time off provided that all accrued leave shall be used prior to taking a leave of absence without pay for this purpose.

In special cases, the City Manager may grant bereavement leave within his or her discretion to allow an employee to attend a funeral or memorial services because of the death of persons not included within the definition of immediate family.

15. STANDBY DUTY

15.1 Weekly Standby Duty Definition: Regular Standby Duty will be scheduled and assigned on a weekly basis and paid at a daily rate. At the City'’s discretion, an employee may be placed on unscheduled standby status and be required to be available to respond to emergency call outs or other service. An employee who is placed on standby duty shall receive a standby pay of forty-three dollars ($43.00)fifty-eight dollars ($58) per day assigned. If an employee is placed on unscheduled standby duty, he/she will be paid at the premium daily rate of one hundred dollars ($100.00) per day assigned. In addition, hours actually worked while on Standby Duty will be paid at one and one-half (1.5) times the regular hourly pay rate, with a minimum of two (2)three (3) hours paid work for each emergency call out or other service request it is at the employee’s discretion to receive comp time in lieu of payment for overtime.

15.1.1 Employees will be reimbursed for mileage, at IRS rates, for their round-trip miles when actually called out.

15.215.3 Response Time -Failure to Respond: An employee who is assigned standby duty must respond to a phone call within ten (10) minutes and report to the City offices within forty-five (45) minutes of responding to the phone call. Failure to respond to a call-out nullifies F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 18 employee’s receipt of standby pay for that day. Repeated late arrivals may result in disciplinary action.

15.315.4 Call Out Pay: If an employee is contacted to return to work and has not been placed on standby status, he/she shall be compensated for minimum of two (2) hours work at one and one-half (1.5) times the regular rate of pay. Any time worked in addition to the two (2) hour minimum will be compensated at one and one half (l.5) times the regular rate of pay.

15.16. 15.4.1 Employees will be reimbursed for mileage, at IRS rates, for their round-trip miles when called out.

16.2 Use of City Vehicle: On occasion where an employee does not have access to use of his/her own vehicle, the supervisor may assign a City vehicle to be used during the standby duty affected. If use of the City vehicle to fulfill standby and call out obligations required advance approval by the Department Head.

16.3 Rest Period: Employees may elect to flex their regular schedule hour-for-hour for call-out time worked between the hours of 11:00 p.m. and 5:00 a.m. Employees may or may not elect to take general leave, compensatory time or unpaid leave up to the equivalent number of call-out hours worked at either the start or end of their day if it is a regularly scheduled workday.

16.17. THE SALARY AND WAGE SCHEDULE

16.1 Effective the first full pay period after Council adoption, employees shall receive a general salary increase of 3.0%five percent (5%). Effective the first full pay period in July 20202023, employees shall receive a general salary increase of 3.0%four percent (4%).

Effective the first full pay period in July 20212024, employees shall receive a general salary increase of 3.0%three percent (3%). See Appendix A for the City of Orinda Salary and Wage Schedule. Wages are to be paid on a bi-weekly basis via direct deposit.

16.2 Market Study: The parties have established a list of agencies, bench mark classifications, and criteria for total compensation to be used in future comparability surveys, Appendix C.

16.3 Administration of the Pay for Performance System: To properly compensate an employee, adjustments in salary shall be based on a performance rating provided as part of a performance evaluation. Performance based salary advancements shall be made solely at the discretion of the City and shall not be subjected to grievance or appeal process.

16.4 Performance Based Salary Advancement: Effective upon ratification of this Agreement, rules for salary advancement within an established salary range are listed below:

16.4.1 Based on a performance evaluation and associated “rating” employees shall advance 0 through 3 "steps” within the range. The rating system with corresponding salary step increases is as follows:

Outstanding performance: three steps (3%)
Exceeds expectations: two steps (2%)
Meets expectations: one step (1%)
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 19 Improvement needed: 0 step (0%)
Unacceptable: No step advancement, with an admonition that job performance must improve or action may be taken to terminate employment.

16.4.2 Effective dates for the purpose of performance based salary advancement are as follows:

16.45.2.1 For all employees, except those completing an introductory period, the effective date is the first (1st) day of the monthfull pay period following the date of the prior scheduled performance based salary adjustment. The intent is to have a review on the first of the month every twelve (12) months. (Note: This date is applicable even if no performance based salary adjustment is provided either (1) due to a performance rated as “improvement needed” or ‘’unacceptable” or (2) as result of an employee being at the top of his or her salary.

16.4.3 It is the intent of this MOU that performance evaluations be completed fifteen (15) days prior to the scheduled effective date of the performance based salary advancement.

16.5 Performance Bonus: The City Manager may grant a one-time non-recurring performance bonus to any employee who demonstrates outstanding public service, provides significant cost-savings suggestions, or otherwise achieves outstanding performance standards.

17. PROFESSIONAL GROWTH/PARKS AND RECREATION DISCOUNT

17.1 Tuition Reimbursement: The City may reimburse an employee tuition and books for courses of study at an approved and accredited college or junior college in an off-duty status not to exceed $1,200 per fiscal year if the subject matter content of the course is related to the employee’s work assignment and promotional opportunities, or is a course required for the attainment of a degree or certificate program directly related to an employee's job responsibilities. To qualify, the employee must have been employed for one year prior to entering the study program.

17.2 Tuition Reimbursement Schedule: The employee must submit an application to his/her Department Head giving all information needed for an evaluation of the request. The Department Head shall recommend approval or disapproval and forward the request to the City Manager whose decision shall be final. Tuition reimbursement decisions are not grievable. The employee's application must be approved prior to enrolling in the course in order for such employee to be assured of reimbursement. Upon completion of this course, the employee must submit to his/her Department Head a copy of the grade sheet or certificate indicating a passing grade along with the appropriate receipts for books and tuition in order to be eligible for reimbursements.

17.3 Parks & Recreation Discount: The City allows represented employees and their dependents aged eighteen (18) and under to register for programs under the Parks and Recreation department for fifty percent (50%) of the resident fee. Participation in recreation programs is not part of the employee's work related duties, is not required for continued employment and is not considered part of a City sponsored physical fitness program. The City shall not be liable for any injury that may arise out of an employee's participation in F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 20 these programs. The portion of the program fees that is waived is subject to federal and state income tax withholding.

18. UNIFORM ALLOWANCE

18.1 The City shall pay the cost of employee uniforms and safety equipment as deemed appropriate by the City.

Each Facility Maintenance/Maintenance Worker shall be provided with six (6) shirts and six (6) pairs of pants as selected by the City. The City shall arrange for the laundering of these items once a week on a set schedule. It is the responsibility of each employee to make sure that these items are available at the designated location of the designated laundry pick-up day. In addition, each Facility Maintenance/Maintenance Worker shall receive one (1) regular jacket and one (1) rain jacket. Incumbents in the Facility Maintenance/Maintenance Worker classifications shall be provided rain boots as determined by the appropriate Department Head. The type of rain boots will depend upon the type of job the employee is assigned.

Each Community Services Officer shall receive uniforms consisting of two (2) pairs of pants, two (2) long sleeve shirts and two short sleeve shirts. All other employees will receive Uniforms as deemed necessary by their Department Head. In the event these uniforms are damaged in the course of work or are worn out as a result of normal wear and tear, the uniforms shall be replaced at no cost to the employee.

18.1.1 Laundering of Uniform: Excluding the Facility Maintenance/ Maintenance Workers, it shall be the employee's responsibility to launder/ dry clean such uniforms. Employees must wear such uniforms as assigned during working hours.

18.1.2 Safety Boots: Each Facility Maintenance/Maintenance Worker, Public Works Inspector and Community Services Officer are required to wear safety (steel toe) work boots during all hours of work. The City will provide a budgeted allowance of up to two hundred ($200.00) dollarstwo hundred fifty dollars ($250) once every calendar year for purchase of safety boots and up to sixty ($60.00) dollarsone hundred dollars ($100) in any consecutive twenty-four (24) month period for resoling of safety boots. Upon advance approval of the Supervisor, an employee may use the City issued purchase card for purchase or resoling of safety boots provided the charge does not exceed the amount of the allowance. Whether an employee uses the City issued purchase card or requests a reimbursement, an itemized receipt must be presented. Said purchase with a City issued purchase card or reimbursement shall be contingent upon the employee consulting with, and receiving prior approval from the Department Head as to the safety boot to be purchased. Reimbursements will be issued within twenty (20) days of submitting a complete request.

18.1.3 The following classifications are eligible to receive a safety boot allowance of up to two hundred dollars ($200.00)two hundred fifty dollars ($250) every two (2) calendar years: Assistant Planner, Associate Planner, Planning Technician, Assistant Engineer, and Associate Engineer.

18.1.4 Safety equipment (i.e., a safety vest with reflective tape) will be replaced by the City as necessary, with approval from the appropriate supervisor.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 21

19. GRIEVANCE PROCEDURE

19.1 Matters Subject to Grievance Procedure: A grievance, for purposes of this Section 19, shall be a claim, filed by an employee solely on his or her behalf: or by the Union on behalf of multiple, named employees, or the bargaining unit as a whole, contending that the City has violated or misapplied an obligation under this Memorandum of Understanding.

Disciplinary actions, with the exception of counseling, are also subject to the grievance procedure. A grievance shall only apply to matters as specified herein.

An employee electing to grieve a disciplinary action under this Section is barred from filing an Appeal of Disciplinary Action as defined in Section 9.12 of the Orinda Personnel Rules.

19.2 Representative(s) Rights: The City will recognize the Union representative(s) in settling grievances concerning matters addressed in this MOU with the City Management It is understood and agree that the handling of any grievance will not interfere with the duties of the representative(s) as an employee. Accordingly, a representative(s) who is released by a supervisor to investigate or to meet with City officials shall return promptly to his/her assigned duties.

19.3 Representation: Employees shall have the right to professional representation at formal and informal grievances.

19.4 Meetings: A representative(s) shall be relieved from assigned work duties by the supervisor to attend meetings mutually arranged and agreed with management and to investigate and process grievances initiated by other employees within the same work area.

19.5 Rights to Investigate: The Union representative(s) shall be permitted reasonable time off from his/her regular duties to investigate and discuss grievances concerning violations of the MOU agreements during working hours on the City premises if prior approval is obtained from his/her immediate supervisor. The City will provide a reasonable number of employees time off, if required, to attend grievance resolution meetings. The City reserves the right to determine what constitutes a reasonable number of employees and reasonable time off based on the circumstance of the individual grievance.

19.6 Time Limitations: Employees must bring informal grievances to supervisor's attention within fifteen (15) calendar days after the occurrence of the grievancecausing events, or within fifteen (15) calendar days after the employee could be reasonably expected to be aware of them. Time is of the essence in resolving grievances and grievances not filed within fifteen (15) calendar days shall be deemed waived.

19.7 Engaging in informal resolution of a grievance shall be required prior to requesting formal resolution. The supervisor and the employee shall discuss the grievance collaboratively and mutually identify a resolution of the perceived problem. This process shall take no more than three (3) working days.

19.8 If the employee does not feel that the grievance has been satisfactorily resolved by informal discussion, the employee may request formal resolution of the grievance.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022 -20222025) 22

19.8.1 Written Complaint: A written grievance shall be submitted to the Department Head with a copy to the employee's immediate supervisor.

The grievance shall contain the following information: name of grievant; date the grievance was initiated; statement that the informal grievance procedure was not successful; statement of any previous action upon the grievance; a clear statement of the nature of the grievance; a proposed solution to the grievance; and the signature of the grievant The grievance must be submitted within ten (10) working days from the date the informal grievance decision was received.

19.8.2 Department Hearing: The Department Head shall meet with the employee and the supervisor, separately or together, at the discretion of the Department Head, to resolve the subject of the grievance. No more than ten (10) working days after meeting with the employee and the supervisor, the Department Head shall issue a written decision concerning the grievance.

19.8.3 First Appeal: A written appeal shall be submitted to the Personnel Officer with copies to the employee's Department Head and supervisor.

The grievance shall contain the following information: name of grievant, date the grievance was initiated, statement that neither the informal nor the written complaint grievance procedure was successful; statement of any previous action upon the grievance, a clear statement of the nature of the grievance; a proposed solution to the grievance; and the signature of the grievant. The grievance must be submitted within ten (10) working days from the date the Department Head decision was received.

19.8.4 Personnel Hearing: The Personnel Office shall meet with the employee, Supervisor, and the Department Head, separately or together, at the discretion of the Personnel Officer, to resolve the subject of the grievance. No more than ten (10) working days after the Personnel Hearing, the Personnel Officer shall issue a written decision concerning the grievance. The decision of the Personnel Officer regarding a written reprimand may not be appealed further in the grievance process.

Advisory Arbitration: If the grievance is not resolved as set forth above, the grievant may appeal the grievance to an impartial arbitrator.

The grievant shall file a written appeal within ten (10) working days after receipt of the written decision of the Personnel Officer as described in 19.8.6. In the event the grievant fails to file the appeal within ten (10) working days, then the matter shall have been deemed to be settled. An arbitrator shall be mutually agreed upon by the parties hereto from a list of five (5) arbitrators provided by the State Mediation and conciliation Service (SMCS). If mutual agreement cannot be reached, the parties will alternately strike names from the list until a single name remains.

Priority in selection shall be determined by the flip of a coin. The arbitrator shall be selected within thirty (30) working days of receipt by the parties of the list of names from the SMCS.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022 -20222025) 23
The arbitrator shall not have the power to add or modify any of the terms, conditions or sections of this MOU. The decision of the arbitrator shall be advisory. His/her decision shall not go beyond what is necessary for interpretation and application of this MOU in the case of the specific grievance at issue. During the consideration and settlement of questions, disputes and controversies, as provided in this section there shall be no strike, slow-down, cessation of work or lock-out. The cost of the arbitrator shall be divided equally between the City and the Union, and each party shall bear the cost of their own representation and witnesses.

The parties may, by mutual agreement, request expedited arbitration. In an expedited arbitration proceeding, both parties shall waive the rights as to submission of any briefs and stenographic recordings. The arbitrator must render a bench decision following the close of the hearing, followed by a written decision within seven (7) calendar days of the close of the hearing.

The arbitrator's opinion shall be filed with the City Manager and shall set forth his/her findings and conclusions. At the same time, a copy shall be provided to the grievant and the Union.

19.9 Final Appeal Process: Either party may submit a written appeal to the City Manager if the decision of the arbitrator does not resolve the grievance to the City's or employee's satisfaction. The appeal must be presented within five (5) working days after receipt of the decision.

19.10 City Manager’s Decision: Upon receipt of an appeal of a formal grievance, the City Manager shall discuss the grievance with the employee, any other involved parties deemed appropriate, and the employee’s representative, if any.

The City Manager will review the transcripts of the proceedings and based upon such review adopt, amend, modify or reject the opinion of the arbitrator.

Within ten (10) working days, the City Manager shall render a formal decision in writing to the employee. Such a decision shall be considered as final.

20.REDUCTIONS IN FORCE

20.1 Definition: Layoff shall mean a termination of employment resulting from changes in duties or organization, abolition of position, shortage of work or funds or reorganization. The City's decision to reduce its workforce is a management right; thus, no grievance rights exist, and the decision is not subject to the meet and confer requirements.

20.2 Notification: In cases involving regular employees only, notice of layoff must be given to the employee and the Union at least thirty (30) calendar days prior to the effective date of layoff.

20.3 Order of Layoff: In each classification in which a layoff is to occur employees shall be laid off in the following order: 1 All temporary/seasonal employees 2 All introductory employees F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 24 3 All project employees
4 Regular employees in the order specified in Section 20.4

20.4 Order of Layoff of Regular Employees: In any case in which there are two (2) or more regular employees in a classification from which a layoff is to be made, the order of layoff shall be that the regular employee with the least seniority shall be laid off subject to the following conditions:
(a) Seniority
For the purpose of this Article, seniority includes all periods of regular and introductory service at or above the classification level where layoff or displacement is to occur. Parttime service shall be counted toward seniority in the proportion that the employee's scheduled hours bear to the normal workweek for the position.

20.5 Bumping Rights of Full-Time Regular Employees: A full-time regular employee who is designated for layoff may elect, in lieu of layoff; to be reassigned to a position in a lateral or lower, related classification within his/her department, provided that in order to displace the employee with less seniority, the employee noticed for layoff must have held regular status in1he classification into which he/she is bumping.

Employees who choose to bump into a position in a lateral or lower, related classification must accept the salary, hours and working conditions of that position.

An employee requesting to bump into a classification must make such request to the City Manager in writing within fourteen (14) calendar days after his/her receipt of written notice of layoff. Failure to comply with this deadline waives bumping rights.

20.6 Re-employment Rights and Full-Time Regular Employees: Full-time regular employees who are laid off have the right to be placed on a re-employment list in inverse order of seniority for a period of two (2) years from the date of layoff. The employee with the greatest seniority on the re-employment list shall be offered reinstatement when a vacancy occurs in a classification in which the employee held regular status and for which the employee maintains minimum qualifications.

A laid-off employee may refuse an offer of re-employment to a position for which he/she is qualified, however, refusal of one (1) offer of re-employment to the classification from which he/she was laid off shall cause removal of the name from the re-employment list and loss of any employment rights. An employee who accepts an offer of re-employment will be removed from the re-employment list.

Offers of re-employment shall be made via certified mail to the address listed the re-employment list with a copy to the Union via regular mail, and shall include the specific position and/or hours being offered, the rate of pay, level of benefits, a current job description, and a place for the laid off employee's signature. Failure to deliver the signed employment offer to the City within ten (10) calendar days from the date of service of offer or re-employment shall be deemed a refusal of F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 25 the offer of re-employment ''Date of service" is defined as the date marked on the certified mail return card, or the date the notice is returned by the postal service as undeliverable.

Regular full-time employees appointed from a re-employment eligibility list shall have seniority restored. No laid off employee accrues benefits or seniority while on layoff status, however, this date does not undermine whatever eligibility they may have benefits under federal and states mandates.

21. BEGIN NEGOTIATIONS FOR SUBSEQUENT MOU
The parties agree to reopen negotiations on or about April 1, 2022 2025 for the period beginning July 1, 2022 2025 regarding wages and compensation, health and welfare benefits plus any additional items selected by either party.

22. CLOSING CLAUSE

22.1 The effective date of this Memorandum of Understanding shall be July 1, 20192022, and shall remain in effect until June 30, 20222025.

22.2 Memorandum of Understanding shall be in force after its expiration for thirty (30) days, by mutual agreement, where negotiations between the City and Union have not resulted in a new Memorandum of Understanding.

22.3 If any provision of this Memorandum of Understanding should be found invalid, unlawful, or unenforceable by reason of any existing or subsequent enacted legislation or by judicial authority, all other provisions of this Memorandum of Undemanding shall remain in full force and effect for the duration of this Memorandum of Understanding. In the event of invalidation of any provision, the City and the Union agree to meet within thirty (30) calendar days for the sole purpose of arriving at a mutually satisfactory replacement or resolution for such provision.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 26 IN WITNESS WHEREOF, the parties have executed this Memorandum of Understanding this _______________ day of _______________ , 20202022.

TEAMSTERS LOCAL UNION NO. 856 CITY OF ORINDA
Peter Finn, Secretary-Treasurer David Biggs, City Manager Juan Escobar, Business Agent Doug Alessio, Admin. Services Director Robbie Thompson, Union Committee Ginger Staton, HR Manager Gregory Ramirez, Chief Negotiator
F.4.b
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Minimum Maximum Monthly Hourly
Accountant 7/2/2022 General 7,001.80 8,543.54 7,001.80 40.40 Accounting Technician I 7/2/2022 General 4,798.72 5,855.35 4,798.72 27.68 Accounting Technician II 7/2/2022 General 5,133.19 6,263.46 5,133.19 29.61 Accounting Technician III 7/2/2022 General 5,647.17 6,890.60 5,647.17 32.58 Administrative Assistant I 7/2/2022 General 4,521.08 5,516.58 4,521.08 26.08 Administrative Assistant II 7/2/2022 General 4,837.46 5,902.62 4,837.46 27.91 Assistant Engineer 7/2/2022 General 8,838.11 10,784.18 8,838.11 50.99 Assistant Planner 7/2/2022 General 7,752.08 9,459.01 7,752.08 44.72 Associate Engineer 7/2/2022 General 9,454.94 11,536.81 9,454.94 54.55 Associate Planner 7/2/2022 General 8,295.76 10,122.39 8,295.76 47.86 Community Services Officer 7/2/2022 General 5,469.42 6,673.73 5,469.42 31.55 Facility Maintenance Worker I 7/2/2022 General 5,218.43 6,367.46 5,218.43 30.11 Facility Maintenance Worker II 7/2/2022 General 5,585.16 6,814.96 5,585.16 32.22 Maintenance Worker I 7/2/2022 General 5,218.43 6,367.46 5,218.43 30.11 Maintenance Worker II 7/2/2022 General 5,585.16 6,814.96 5,585.16 32.22 Maintenance Worker III 7/2/2022 General 6,143.03 7,495.67 6,143.03 35.44 Office Assistant 7/2/2022 General 3,941.26 4,809.09 3,941.26 22.74 Planning Technician 7/2/2022 General 5,550.30 6,772.42 5,550.30 32.02 Public Works Inspector 7/2/2022 General 7,363.38 8,984.71 7,363.38 42.48 Recreation Coordinator 7/2/2022 General 5,519.30 6,734.61 5,519.30 31.84 Recreation Supervisor I 7/2/2022 General 6,112.05 7,457.87 6,112.05 35.26 Senior Administrative Assistant 7/2/2022 General 5,321.73 6,493.53 5,321.73 30.70 Position Title Effective Unit Monthly Position Step A
F.4.b
Packet Pg. 52
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,071.82 40.80 7,142.54 41.21 7,213.96 41.62
4,846.71 27.96 4,895.16 28.24 4,944.12 28.52
5,184.52 29.91 5,236.35 30.21 5,288.72 30.51
5,703.62 32.91 5,760.66 33.23 5,818.26 33.57
4,566.29 26.34 4,611.96 26.61 4,658.07 26.87
4,885.83 28.19 4,934.70 28.47 4,984.04 28.75
8,926.49 51.50 9,015.76 52.01 9,105.92 52.53
7,829.60 45.17 7,907.90 45.62 7,986.97 46.08
9,549.49 55.09 9,644.97 55.64 9,741.43 56.20
8,378.71 48.34 8,462.50 48.82 8,547.11 49.31
5,524.10 31.87 5,579.35 32.19 5,635.14 32.51
5,270.59 30.41 5,323.30 30.71 5,376.55 31.02
5,641.02 32.54 5,697.42 32.87 5,754.39 33.20
5,270.59 30.41 5,323.30 30.71 5,376.55 31.02
5,641.02 32.54 5,697.42 32.87 5,754.39 33.20
6,204.46 35.79 6,266.52 36.15 6,329.18 36.51
3,980.67 22.97 4,020.49 23.20 4,060.69 23.43
5,605.79 32.34 5,661.86 32.66 5,718.49 32.99
7,437.01 42.91 7,511.39 43.33 7,586.48 43.77
5,574.50 32.16 5,630.25 32.48 5,686.56 32.81
6,173.17 35.61 6,234.89 35.97 6,297.24 36.33
5,374.95 31.01 5,428.69 31.32 5,482.97 31.63
Step B Step C Step D
F.4.b
Packet Pg. 53
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,286.10 42.04 7,358.96 42.46 7,432.55 42.88
4,993.57 28.81 5,043.50 29.10 5,093.94 29.39
5,341.62 30.82 5,395.03 31.13 5,448.98 31.44
5,876.45 33.90 5,935.22 34.24 5,994.57 34.58
4,704.65 27.14 4,751.70 27.41 4,799.21 27.69
5,033.88 29.04 5,084.22 29.33 5,135.06 29.63
9,196.98 53.06 9,288.95 53.59 9,381.86 54.13
8,066.85 46.54 8,147.51 47.00 8,229.00 47.48
9,838.85 56.76 9,937.23 57.33 10,036.61 57.90
8,632.60 49.80 8,718.92 50.30 8,806.10 50.80
5,691.50 32.84 5,748.41 33.16 5,805.90 33.50
5,430.32 31.33 5,484.61 31.64 5,539.45 31.96
5,811.93 33.53 5,870.06 33.87 5,928.76 34.20
5,430.32 31.33 5,484.61 31.64 5,539.45 31.96
5,811.93 33.53 5,870.06 33.87 5,928.76 34.20
6,392.46 36.88 6,456.39 37.25 6,520.95 37.62
4,101.30 23.66 4,142.30 23.90 4,183.73 24.14
5,775.67 33.32 5,833.41 33.65 5,891.75 33.99
7,662.36 44.21 7,738.98 44.65 7,816.38 45.09
5,743.42 33.14 5,800.84 33.47 5,858.86 33.80
6,360.23 36.69 6,423.82 37.06 6,488.06 37.43
5,537.81 31.95 5,593.18 32.27 5,649.13 32.59
Step E Step F Step G
F.4.b
Packet Pg. 54
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,506.88 43.31 7,581.95 43.74 7,657.77 44.18
5,144.88 29.68 5,196.32 29.98 5,248.29 30.28
5,503.47 31.75 5,558.51 32.07 5,614.09 32.39
6,054.52 34.93 6,115.06 35.28 6,176.21 35.63
4,847.21 27.96 4,895.69 28.24 4,944.65 28.53
5,186.41 29.92 5,238.27 30.22 5,290.65 30.52
9,475.66 54.67 9,570.41 55.21 9,666.11 55.77
8,311.28 47.95 8,394.38 48.43 8,478.33 48.91
10,136.96 58.48 10,238.33 59.07 10,340.73 59.66
8,894.16 51.31 8,983.11 51.83 9,072.95 52.34
5,863.95 33.83 5,922.60 34.17 5,981.83 34.51
5,594.86 32.28 5,650.80 32.60 5,707.32 32.93
5,988.05 34.55 6,047.92 34.89 6,108.41 35.24
5,594.86 32.28 5,650.80 32.60 5,707.32 32.93
5,988.05 34.55 6,047.92 34.89 6,108.41 35.24
6,586.17 38.00 6,652.02 38.38 6,718.55 38.76
4,225.57 24.38 4,267.83 24.62 4,310.50 24.87
5,950.68 34.33 6,010.18 34.67 6,070.27 35.02
7,894.54 45.55 7,973.49 46.00 8,053.22 46.46
5,917.44 34.14 5,976.63 34.48 6,036.40 34.83
6,552.93 37.81 6,618.47 38.18 6,684.66 38.57
5,705.61 32.92 5,762.67 33.25 5,820.30 33.58
Step H Step I Step J
F.4.b
Packet Pg. 55
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,734.35 44.62 7,811.65 45.07 7,889.79 45.52
5,300.78 30.58 5,353.77 30.89 5,407.31 31.20
5,670.24 32.71 5,726.93 33.04 5,784.21 33.37
6,237.98 35.99 6,300.36 36.35 6,363.35 36.71
4,994.08 28.81 5,044.03 29.10 5,094.46 29.39
5,343.57 30.83 5,397.00 31.14 5,450.97 31.45
9,762.77 56.32 9,860.40 56.89 9,959.02 57.46
8,563.12 49.40 8,648.75 49.90 8,735.23 50.40
10,444.12 60.25 10,548.57 60.86 10,654.07 61.47
9,163.67 52.87 9,255.31 53.40 9,347.86 53.93
6,041.64 34.86 6,102.06 35.20 6,163.08 35.56
5,764.37 33.26 5,822.02 33.59 5,880.23 33.92
6,169.49 35.59 6,231.18 35.95 6,293.50 36.31
5,764.37 33.26 5,822.02 33.59 5,880.23 33.92
6,169.49 35.59 6,231.18 35.95 6,293.50 36.31
6,785.73 39.15 6,853.59 39.54 6,922.11 39.94
4,353.60 25.12 4,397.14 25.37 4,441.10 25.62
6,130.99 35.37 6,192.29 35.72 6,254.21 36.08
8,133.74 46.93 8,215.08 47.39 8,297.25 47.87
6,096.75 35.17 6,157.73 35.53 6,219.30 35.88
6,751.50 38.95 6,819.03 39.34 6,887.21 39.73
5,878.50 33.91 5,937.29 34.25 5,996.66 34.60
Step K Step L Step M
F.4.b
Packet Pg. 56
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,968.71 45.97 8,048.39 46.43 8,128.87 46.90
5,461.39 31.51 5,516.01 31.82 5,571.16 32.14
5,842.03 33.70 5,900.46 34.04 5,959.47 34.38
6,427.00 37.08 6,491.27 37.45 6,556.17 37.82
5,145.41 29.69 5,196.87 29.98 5,248.83 30.28
5,505.48 31.76 5,560.54 32.08 5,616.14 32.40
10,058.60 58.03 10,159.19 58.61 10,260.79 59.20
8,822.58 50.90 8,910.81 51.41 8,999.92 51.92
10,760.61 62.08 10,868.21 62.70 10,976.88 63.33
9,441.34 54.47 9,535.74 55.01 9,631.10 55.56
6,224.72 35.91 6,286.96 36.27 6,349.82 36.63
5,939.04 34.26 5,998.44 34.61 6,058.43 34.95
6,356.43 36.67 6,419.99 37.04 6,484.20 37.41
5,939.04 34.26 5,998.44 34.61 6,058.43 34.95
6,356.43 36.67 6,419.99 37.04 6,484.20 37.41
6,991.34 40.33 7,061.25 40.74 7,131.87 41.15
4,485.53 25.88 4,530.38 26.14 4,575.69 26.40
6,316.75 36.44 6,379.93 36.81 6,443.71 37.18
8,380.22 48.35 8,464.03 48.83 8,548.65 49.32
6,281.49 36.24 6,344.30 36.60 6,407.75 36.97
6,956.08 40.13 7,025.64 40.53 7,095.89 40.94
6,056.62 34.94 6,117.20 35.29 6,178.35 35.64
Step N Step O Step P
F.4.b
Packet Pg. 57
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,210.16 47.37 8,292.26 47.84 8,375.20 48.32
5,626.89 32.46 5,683.15 32.79 5,739.96 33.12
6,019.06 34.73 6,079.25 35.07 6,140.04 35.42
6,621.73 38.20 6,687.95 38.58 6,754.83 38.97
5,301.31 30.58 5,354.34 30.89 5,407.88 31.20
5,672.30 32.72 5,729.03 33.05 5,786.31 33.38
10,363.38 59.79 10,467.02 60.39 10,571.69 60.99
9,089.91 52.44 9,180.82 52.97 9,272.63 53.50
11,086.66 63.96 11,197.52 64.60 11,309.51 65.25
9,727.41 56.12 9,824.69 56.68 9,922.93 57.25
6,413.33 37.00 6,477.46 37.37 6,542.24 37.74
6,119.00 35.30 6,180.18 35.65 6,242.01 36.01
6,549.04 37.78 6,614.53 38.16 6,680.68 38.54
6,119.00 35.30 6,180.18 35.65 6,242.01 36.01
6,549.04 37.78 6,614.53 38.16 6,680.68 38.54
7,203.19 41.56 7,275.22 41.97 7,347.98 42.39
4,621.45 26.66 4,667.66 26.93 4,714.33 27.20
6,508.15 37.55 6,573.25 37.92 6,638.98 38.30
8,634.14 49.81 8,720.47 50.31 8,807.68 50.81
6,471.82 37.34 6,536.54 37.71 6,601.91 38.09
7,166.85 41.35 7,238.51 41.76 7,310.91 42.18
6,240.15 36.00 6,302.55 36.36 6,365.57 36.72
Step Q Step R Step S
F.4.b
Packet Pg. 58
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 2, 2022*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly
8,458.94 48.80 8,543.54 49.29
5,797.37 33.45 5,855.35 33.78
6,201.45 35.78 6,263.46 36.14
6,822.39 39.36 6,890.60 39.75
5,461.95 31.51 5,516.58 31.83
5,844.17 33.72 5,902.62 34.05
10,677.41 61.60 10,784.18 62.22
9,365.36 54.03 9,459.01 54.57
11,422.59 65.90 11,536.81 66.56
10,022.17 57.82 10,122.39 58.40
6,607.65 38.12 6,673.73 38.50
6,304.42 36.37 6,367.46 36.74
6,747.49 38.93 6,814.96 39.32
6,304.42 36.37 6,367.46 36.74
6,747.49 38.93 6,814.96 39.32
7,421.46 42.82 7,495.67 43.24
4,761.48 27.47 4,809.09 27.74
6,705.35 38.68 6,772.42 39.07
8,895.76 51.32 8,984.71 51.83
6,667.93 38.47 6,734.61 38.85
7,384.02 42.60 7,457.87 43.03
6,429.22 37.09 6,493.53 37.46
Step T Step U
F.4.b
Packet Pg. 59
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Minimum Maximum Monthly Hourly
Accountant 7/1/2023 General 7,281.87 8,885.28 7,281.87 42.01 Accounting Technician I 7/1/2023 General 4,990.67 6,089.56 4,990.67 28.79 Accounting Technician II 7/1/2023 General 5,338.52 6,514.00 5,338.52 30.80 Accounting Technician III 7/1/2023 General 5,873.06 7,166.22 5,873.06 33.88 Administrative Assistant I 7/1/2023 General 4,701.92 5,737.24 4,701.92 27.13 Administrative Assistant II 7/1/2023 General 5,030.96 6,138.72 5,030.96 29.02 Assistant Engineer 7/1/2023 General 9,191.63 11,215.55 9,191.63 53.03 Assistant Planner 7/1/2023 General 8,062.16 9,837.37 8,062.16 46.51 Associate Engineer 7/1/2023 General 9,833.14 11,998.28 9,833.14 56.73 Associate Planner 7/1/2023 General 8,627.59 10,527.29 8,627.59 49.77 Community Services Officer 7/1/2023 General 5,688.20 6,940.68 5,688.20 32.82 Facility Maintenance Worker I 7/1/2023 General 5,427.17 6,622.16 5,427.17 31.31 Facility Maintenance Worker II 7/1/2023 General 5,808.57 7,087.56 5,808.57 33.51 Maintenance Worker I 7/1/2023 General 5,427.17 6,622.16 5,427.17 31.31 Maintenance Worker II 7/1/2023 General 5,808.57 7,087.56 5,808.57 33.51 Maintenance Worker III 7/1/2023 General 6,388.75 7,795.50 6,388.75 36.86 Office Assistant 7/1/2023 General 4,098.91 5,001.45 4,098.91 23.65 Planning Technician 7/1/2023 General 5,772.31 7,043.32 5,772.31 33.30 Public Works Inspector 7/1/2023 General 7,657.92 9,344.10 7,657.92 44.18 Recreation Coordinator 7/1/2023 General 5,740.07 7,003.99 5,740.07 33.12 Recreation Supervisor I 7/1/2023 General 6,356.53 7,756.18 6,356.53 36.67 Senior Administrative Assistant 7/1/2023 General 5,534.60 6,753.27 5,534.60 31.93 Position Title Effective Unit Monthly Position Step A
F.4.b
Packet Pg. 60
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,354.69 42.43 7,428.24 42.86 7,502.52 43.28
5,040.58 29.08 5,090.97 29.37 5,141.88 29.66
5,391.90 31.11 5,445.80 31.42 5,500.27 31.73
5,931.76 34.22 5,991.09 34.56 6,050.99 34.91
4,748.94 27.40 4,796.44 27.67 4,844.39 27.95
5,081.26 29.31 5,132.09 29.61 5,183.40 29.90
9,283.55 53.56 9,376.39 54.09 9,470.16 54.64
8,142.78 46.98 8,224.22 47.45 8,306.45 47.92
9,931.47 57.30 10,030.77 57.87 10,131.09 58.45
8,713.86 50.27 8,801.00 50.78 8,888.99 51.28
5,745.06 33.14 5,802.52 33.48 5,860.55 33.81
5,481.41 31.62 5,536.23 31.94 5,591.61 32.26
5,866.66 33.85 5,925.32 34.18 5,984.57 34.53
5,481.41 31.62 5,536.23 31.94 5,591.61 32.26
5,866.66 33.85 5,925.32 34.18 5,984.57 34.53
6,452.64 37.23 6,517.18 37.60 6,582.35 37.98
4,139.90 23.88 4,181.31 24.12 4,223.12 24.36
5,830.02 33.63 5,888.33 33.97 5,947.23 34.31
7,734.49 44.62 7,811.85 45.07 7,889.94 45.52
5,797.48 33.45 5,855.46 33.78 5,914.02 34.12
6,420.10 37.04 6,484.29 37.41 6,549.13 37.78
5,589.95 32.25 5,645.84 32.57 5,702.29 32.90
Step B Step C Step D
F.4.b
Packet Pg. 61
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,577.54 43.72 7,653.32 44.15 7,729.85 44.60
5,193.31 29.96 5,245.24 30.26 5,297.70 30.56
5,555.28 32.05 5,610.83 32.37 5,666.94 32.69
6,111.51 35.26 6,172.63 35.61 6,234.35 35.97
4,892.84 28.23 4,941.77 28.51 4,991.18 28.80
5,235.24 30.20 5,287.59 30.51 5,340.46 30.81
9,564.86 55.18 9,660.51 55.73 9,757.13 56.29
8,389.52 48.40 8,473.41 48.89 8,558.16 49.37
10,232.40 59.03 10,334.72 59.62 10,438.07 60.22
8,977.90 51.80 9,067.68 52.31 9,158.34 52.84
5,919.16 34.15 5,978.35 34.49 6,038.14 34.84
5,647.53 32.58 5,703.99 32.91 5,761.03 33.24
6,044.41 34.87 6,104.86 35.22 6,165.91 35.57
5,647.53 32.58 5,703.99 32.91 5,761.03 33.24
6,044.41 34.87 6,104.86 35.22 6,165.91 35.57
6,648.16 38.35 6,714.65 38.74 6,781.79 39.13
4,265.35 24.61 4,307.99 24.85 4,351.08 25.10
6,006.70 34.65 6,066.75 35.00 6,127.42 35.35
7,968.85 45.97 8,048.54 46.43 8,129.04 46.90
5,973.16 34.46 6,032.87 34.81 6,093.21 35.15
6,614.64 38.16 6,680.77 38.54 6,747.58 38.93
5,759.32 33.23 5,816.91 33.56 5,875.10 33.89
Step E Step F Step G
F.4.b
Packet Pg. 62
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,807.16 45.04 7,885.23 45.49 7,964.08 45.95
5,350.68 30.87 5,404.17 31.18 5,458.22 31.49
5,723.61 33.02 5,780.85 33.35 5,838.65 33.68
6,296.70 36.33 6,359.66 36.69 6,423.26 37.06
5,041.10 29.08 5,091.52 29.37 5,142.44 29.67
5,393.87 31.12 5,447.80 31.43 5,502.28 31.74
9,854.69 56.85 9,953.23 57.42 10,052.75 58.00
8,643.73 49.87 8,730.16 50.37 8,817.46 50.87
10,542.44 60.82 10,647.86 61.43 10,754.36 62.04
9,249.93 53.36 9,342.43 53.90 9,435.87 54.44
6,098.51 35.18 6,159.50 35.54 6,221.10 35.89
5,818.65 33.57 5,876.83 33.90 5,935.61 34.24
6,227.57 35.93 6,289.84 36.29 6,352.75 36.65
5,818.65 33.57 5,876.83 33.90 5,935.61 34.24
6,227.57 35.93 6,289.84 36.29 6,352.75 36.65
6,849.62 39.52 6,918.10 39.91 6,987.29 40.31
4,394.59 25.35 4,438.54 25.61 4,482.92 25.86
6,188.71 35.70 6,250.59 36.06 6,313.08 36.42
8,210.32 47.37 8,292.43 47.84 8,375.35 48.32
6,154.14 35.50 6,215.70 35.86 6,277.86 36.22
6,815.05 39.32 6,883.21 39.71 6,952.05 40.11
5,933.83 34.23 5,993.18 34.58 6,053.11 34.92
Step H Step I Step J
F.4.b
Packet Pg. 63
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,043.72 46.41 8,124.12 46.87 8,205.38 47.34
5,512.81 31.80 5,567.92 32.12 5,623.60 32.44
5,897.05 34.02 5,956.01 34.36 6,015.58 34.71
6,487.50 37.43 6,552.37 37.80 6,617.88 38.18
5,193.84 29.96 5,245.79 30.26 5,298.24 30.57
5,557.31 32.06 5,612.88 32.38 5,669.01 32.71
10,153.28 58.58 10,254.82 59.16 10,357.38 59.75
8,905.64 51.38 8,994.70 51.89 9,084.64 52.41
10,861.88 62.66 10,970.51 63.29 11,080.23 63.92
9,530.22 54.98 9,625.52 55.53 9,721.77 56.09
6,283.31 36.25 6,346.14 36.61 6,409.60 36.98
5,994.94 34.59 6,054.90 34.93 6,115.44 35.28
6,416.27 37.02 6,480.43 37.39 6,545.24 37.76
5,994.94 34.59 6,054.90 34.93 6,115.44 35.28
6,416.27 37.02 6,480.43 37.39 6,545.24 37.76
7,057.16 40.71 7,127.73 41.12 7,198.99 41.53
4,527.74 26.12 4,573.03 26.38 4,618.74 26.65
6,376.23 36.79 6,439.98 37.15 6,504.38 37.53
8,459.09 48.80 8,543.68 49.29 8,629.14 49.78
6,340.62 36.58 6,404.04 36.95 6,468.07 37.32
7,021.56 40.51 7,091.79 40.91 7,162.70 41.32
6,113.64 35.27 6,174.78 35.62 6,236.53 35.98
Step K Step L Step M
F.4.b
Packet Pg. 64
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,287.46 47.81 8,370.33 48.29 8,454.02 48.77
5,679.85 32.77 5,736.65 33.10 5,794.01 33.43
6,075.71 35.05 6,136.48 35.40 6,197.85 35.76
6,684.08 38.56 6,750.92 38.95 6,818.42 39.34
5,351.23 30.87 5,404.74 31.18 5,458.78 31.49
5,725.70 33.03 5,782.96 33.36 5,840.79 33.70
10,460.94 60.35 10,565.56 60.96 10,671.22 61.56
9,175.48 52.94 9,267.24 53.46 9,359.92 54.00
11,191.03 64.56 11,302.94 65.21 11,415.96 65.86
9,818.99 56.65 9,917.17 57.21 10,016.34 57.79
6,473.71 37.35 6,538.44 37.72 6,603.81 38.10
6,176.60 35.63 6,238.38 35.99 6,300.77 36.35
6,610.69 38.14 6,676.79 38.52 6,743.57 38.91
6,176.60 35.63 6,238.38 35.99 6,300.77 36.35
6,610.69 38.14 6,676.79 38.52 6,743.57 38.91
7,270.99 41.95 7,343.70 42.37 7,417.14 42.79
4,664.95 26.91 4,711.60 27.18 4,758.72 27.45
6,569.42 37.90 6,635.13 38.28 6,701.46 38.66
8,715.43 50.28 8,802.59 50.78 8,890.60 51.29
6,532.75 37.69 6,598.07 38.07 6,664.06 38.45
7,234.32 41.74 7,306.67 42.15 7,379.73 42.58
6,298.88 36.34 6,361.89 36.70 6,425.48 37.07
Step N Step O Step P
F.4.b
Packet Pg. 65
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,538.57 49.26 8,623.95 49.75 8,710.21 50.25
5,851.97 33.76 5,910.48 34.10 5,969.56 34.44
6,259.82 36.11 6,322.42 36.48 6,385.64 36.84
6,886.60 39.73 6,955.47 40.13 7,025.02 40.53
5,513.36 31.81 5,568.51 32.13 5,624.20 32.45
5,899.19 34.03 5,958.19 34.37 6,017.76 34.72
10,777.92 62.18 10,885.70 62.80 10,994.56 63.43
9,453.51 54.54 9,548.05 55.08 9,643.54 55.64
11,530.13 66.52 11,645.42 67.19 11,761.89 67.86
10,116.51 58.36 10,217.68 58.95 10,319.85 59.54
6,669.86 38.48 6,736.56 38.86 6,803.93 39.25
6,363.76 36.71 6,427.39 37.08 6,491.69 37.45
6,811.00 39.29 6,879.11 39.69 6,947.91 40.08
6,363.76 36.71 6,427.39 37.08 6,491.69 37.45
6,811.00 39.29 6,879.11 39.69 6,947.91 40.08
7,491.32 43.22 7,566.23 43.65 7,641.90 44.09
4,806.31 27.73 4,854.37 28.01 4,902.90 28.29
6,768.48 39.05 6,836.18 39.44 6,904.54 39.83
8,979.51 51.80 9,069.29 52.32 9,159.99 52.85
6,730.69 38.83 6,798.00 39.22 6,865.99 39.61
7,453.52 43.00 7,528.05 43.43 7,603.35 43.87
6,489.76 37.44 6,554.65 37.82 6,620.19 38.19
Step Q Step R Step S
F.4.b
Packet Pg. 66
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedu
Effective July 1, 2023*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly
8,797.30 50.75 8,885.28 51.26
6,029.26 34.78 6,089.56 35.13
6,449.51 37.21 6,514.00 37.58
7,095.29 40.93 7,166.22 41.34
5,680.43 32.77 5,737.24 33.10
6,077.94 35.07 6,138.72 35.42
11,104.51 64.06 11,215.55 64.71
9,739.97 56.19 9,837.37 56.75
11,879.49 68.54 11,998.28 69.22
10,423.06 60.13 10,527.29 60.73
6,871.96 39.65 6,940.68 40.04
6,556.60 37.83 6,622.16 38.20
7,017.39 40.48 7,087.56 40.89
6,556.60 37.83 6,622.16 38.20
7,017.39 40.48 7,087.56 40.89
7,718.32 44.53 7,795.50 44.97
4,951.94 28.57 5,001.45 28.85
6,973.56 40.23 7,043.32 40.63
9,251.59 53.37 9,344.10 53.91
6,934.65 40.01 7,003.99 40.41
7,679.38 44.30 7,756.18 44.75
6,686.39 38.58 6,753.27 38.96
Step T Step U
F.4.b
Packet Pg. 67
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Minimum Maximum Monthly Hourly
Accountant 7/13/2024 General 7,500.33 9,151.84 7,500.33 43.27 Accounting Technician I 7/13/2024 General 5,140.39 6,272.25 5,140.39 29.66 Accounting Technician II 7/13/2024 General 5,498.68 6,709.42 5,498.68 31.72 Accounting Technician III 7/13/2024 General 6,049.25 7,381.21 6,049.25 34.90 Administrative Assistant I 7/13/2024 General 4,842.98 5,909.36 4,842.98 27.94 Administrative Assistant II 7/13/2024 General 5,181.89 6,322.88 5,181.89 29.90 Assistant Engineer 7/13/2024 General 9,467.38 11,552.02 9,467.38 54.62 Assistant Planner 7/13/2024 General 8,304.02 10,132.49 8,304.02 47.91 Associate Engineer 7/13/2024 General 10,128.13 12,358.23 10,128.13 58.43 Associate Planner 7/13/2024 General 8,886.42 10,843.11 8,886.42 51.27 Community Services Officer 7/13/2024 General 5,858.85 7,148.90 5,858.85 33.80 Facility Maintenance Worker I 7/13/2024 General 5,589.99 6,820.82 5,589.99 32.25 Facility Maintenance Worker II 7/13/2024 General 5,982.83 7,300.19 5,982.83 34.52 Maintenance Worker I 7/13/2024 General 5,589.99 6,820.82 5,589.99 32.25 Maintenance Worker II 7/13/2024 General 5,982.83 7,300.19 5,982.83 34.52 Maintenance Worker III 7/13/2024 General 6,580.41 8,029.37 6,580.41 37.96 Office Assistant 7/13/2024 General 4,221.88 5,151.49 4,221.88 24.36 Planning Technician 7/13/2024 General 5,945.48 7,254.62 5,945.48 34.30 Public Works Inspector 7/13/2024 General 7,887.66 9,624.42 7,887.66 45.51 Recreation Coordinator 7/13/2024 General 5,912.27 7,214.11 5,912.27 34.11 Recreation Supervisor I 7/13/2024 General 6,547.23 7,988.87 6,547.23 37.77 Senior Administrative Assistant 7/13/2024 General 5,700.64 6,955.87 5,700.64 32.89 Position Title Effective Unit Monthly Position Step A
F.4.b
Packet Pg. 68
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,575.33 43.70 7,651.09 44.14 7,727.60 44.58
5,191.80 29.95 5,243.70 30.25 5,296.14 30.55
5,553.66 32.04 5,609.17 32.36 5,665.28 32.68
6,109.71 35.25 6,170.82 35.60 6,232.52 35.96
4,891.41 28.22 4,940.33 28.50 4,989.72 28.79
5,233.70 30.19 5,286.05 30.50 5,338.90 30.80
9,562.06 55.17 9,657.68 55.72 9,754.26 56.27
8,387.06 48.39 8,470.95 48.87 8,555.64 49.36
10,229.41 59.02 10,331.69 59.61 10,435.02 60.20
8,975.28 51.78 9,065.03 52.30 9,155.66 52.82
5,917.41 34.14 5,976.60 34.48 6,036.37 34.83
5,645.85 32.57 5,702.32 32.90 5,759.36 33.23
6,042.66 34.86 6,103.08 35.21 6,164.11 35.56
5,645.85 32.57 5,702.32 32.90 5,759.36 33.23
6,042.66 34.86 6,103.08 35.21 6,164.11 35.56
6,646.22 38.34 6,712.70 38.73 6,779.82 39.11
4,264.10 24.60 4,306.75 24.85 4,349.81 25.10
6,004.92 34.64 6,064.98 34.99 6,125.65 35.34
7,966.52 45.96 8,046.21 46.42 8,126.64 46.88
5,971.40 34.45 6,031.12 34.79 6,091.44 35.14
6,612.70 38.15 6,678.82 38.53 6,745.60 38.92
5,757.65 33.22 5,815.22 33.55 5,873.36 33.88
Step B Step C Step D
F.4.b
Packet Pg. 69
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
7,804.87 45.03 7,882.92 45.48 7,961.75 45.93
5,349.11 30.86 5,402.60 31.17 5,456.63 31.48
5,721.94 33.01 5,779.15 33.34 5,836.95 33.67
6,294.86 36.32 6,357.81 36.68 6,421.38 37.05
5,039.63 29.07 5,090.02 29.37 5,140.92 29.66
5,392.30 31.11 5,446.22 31.42 5,500.67 31.73
9,851.81 56.84 9,950.33 57.41 10,049.84 57.98
8,641.21 49.85 8,727.61 50.35 8,814.90 50.86
10,539.37 60.80 10,644.76 61.41 10,751.21 62.03
9,247.24 53.35 9,339.71 53.88 9,433.09 54.42
6,096.73 35.17 6,157.70 35.53 6,219.28 35.88
5,816.96 33.56 5,875.11 33.89 5,933.86 34.23
6,225.74 35.92 6,288.01 36.28 6,350.89 36.64
5,816.96 33.56 5,875.11 33.89 5,933.86 34.23
6,225.74 35.92 6,288.01 36.28 6,350.89 36.64
6,847.60 39.51 6,916.09 39.90 6,985.24 40.30
4,393.31 25.35 4,437.23 25.60 4,481.61 25.86
6,186.90 35.69 6,248.75 36.05 6,311.24 36.41
8,207.92 47.35 8,290.00 47.83 8,372.91 48.31
6,152.35 35.49 6,213.86 35.85 6,276.01 36.21
6,813.08 39.31 6,881.19 39.70 6,950.01 40.10
5,932.10 34.22 5,991.42 34.57 6,051.35 34.91
Step E Step F Step G
F.4.b
Packet Pg. 70
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,041.37 46.39 8,121.79 46.86 8,203.00 47.33
5,511.20 31.80 5,566.30 32.11 5,621.97 32.43
5,895.32 34.01 5,954.28 34.35 6,013.81 34.70
6,485.60 37.42 6,550.45 37.79 6,615.96 38.17
5,192.33 29.96 5,244.27 30.26 5,296.71 30.56
5,555.69 32.05 5,611.23 32.37 5,667.35 32.70
10,150.33 58.56 10,251.83 59.15 10,354.33 59.74
8,903.04 51.36 8,992.06 51.88 9,081.98 52.40
10,858.71 62.65 10,967.30 63.27 11,076.99 63.91
9,527.43 54.97 9,622.70 55.52 9,718.95 56.07
6,281.47 36.24 6,344.29 36.60 6,407.73 36.97
5,993.21 34.58 6,053.13 34.92 6,113.68 35.27
6,414.40 37.01 6,478.54 37.38 6,543.33 37.75
5,993.21 34.58 6,053.13 34.92 6,113.68 35.27
6,414.40 37.01 6,478.54 37.38 6,543.33 37.75
7,055.11 40.70 7,125.64 41.11 7,196.91 41.52
4,526.43 26.11 4,571.70 26.38 4,617.41 26.64
6,374.37 36.78 6,438.11 37.14 6,502.47 37.51
8,456.63 48.79 8,541.20 49.28 8,626.61 49.77
6,338.76 36.57 6,402.17 36.94 6,466.20 37.31
7,019.50 40.50 7,089.71 40.90 7,160.61 41.31
6,111.84 35.26 6,172.98 35.61 6,234.70 35.97
Step H Step I Step J
F.4.b
Packet Pg. 71
Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,285.03 47.80 8,367.84 48.28 8,451.54 48.76
5,678.19 32.76 5,734.96 33.09 5,792.31 33.42
6,073.96 35.04 6,134.69 35.39 6,196.05 35.75
6,682.13 38.55 6,748.94 38.94 6,816.42 39.33
5,349.66 30.86 5,403.16 31.17 5,457.19 31.48
5,724.03 33.02 5,781.27 33.35 5,839.08 33.69
10,457.88 60.33 10,562.46 60.94 10,668.10 61.55
9,172.81 52.92 9,264.54 53.45 9,357.18 53.98
11,187.74 64.54 11,299.63 65.19 11,412.64 65.84
9,816.13 56.63 9,914.29 57.20 10,013.42 57.77
6,471.81 37.34 6,536.52 37.71 6,601.89 38.09
6,174.79 35.62 6,236.55 35.98 6,298.90 36.34
6,608.76 38.13 6,674.84 38.51 6,741.60 38.89
6,174.79 35.62 6,236.55 35.98 6,298.90 36.34
6,608.76 38.13 6,674.84 38.51 6,741.60 38.89
7,268.87 41.94 7,341.56 42.36 7,414.96 42.78
4,663.57 26.91 4,710.22 27.17 4,757.30 27.45
6,567.52 37.89 6,633.18 38.27 6,699.51 38.65
8,712.86 50.27 8,799.99 50.77 8,888.01 51.28
6,530.84 37.68 6,596.16 38.05 6,662.11 38.44
7,232.21 41.72 7,304.54 42.14 7,377.58 42.56
6,297.05 36.33 6,360.02 36.69 6,423.63 37.06
Step K Step L Step M
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,536.08 49.25 8,621.44 49.74 8,707.64 50.24
5,850.25 33.75 5,908.75 34.09 5,967.83 34.43
6,257.98 36.10 6,320.57 36.46 6,383.79 36.83
6,884.60 39.72 6,953.45 40.12 7,022.97 40.52
5,511.77 31.80 5,566.88 32.12 5,622.54 32.44
5,897.47 34.02 5,956.45 34.36 6,016.01 34.71
10,774.77 62.16 10,882.53 62.78 10,991.36 63.41
9,450.74 54.52 9,545.26 55.07 9,640.72 55.62
11,526.76 66.50 11,642.03 67.17 11,758.44 67.84
10,113.56 58.35 10,214.69 58.93 10,316.83 59.52
6,667.92 38.47 6,734.59 38.85 6,801.92 39.24
6,361.90 36.70 6,425.53 37.07 6,489.79 37.44
6,809.01 39.28 6,877.09 39.68 6,945.88 40.07
6,361.90 36.70 6,425.53 37.07 6,489.79 37.44
6,809.01 39.28 6,877.09 39.68 6,945.88 40.07
7,489.12 43.21 7,564.01 43.64 7,639.65 44.07
4,804.90 27.72 4,852.95 28.00 4,901.48 28.28
6,766.50 39.04 6,834.18 39.43 6,902.50 39.82
8,976.89 51.79 9,066.67 52.31 9,157.32 52.83
6,728.73 38.82 6,796.01 39.21 6,863.98 39.60
7,451.35 42.99 7,525.87 43.42 7,601.12 43.85
6,487.85 37.43 6,552.75 37.80 6,618.24 38.18
Step N Step O Step P
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,794.73 50.74 8,882.67 51.25 8,971.52 51.76
6,027.53 34.77 6,087.79 35.12 6,148.65 35.47
6,447.61 37.20 6,512.09 37.57 6,577.21 37.95
7,093.20 40.92 7,164.13 41.33 7,235.77 41.74
5,678.76 32.76 5,735.57 33.09 5,792.93 33.42
6,076.17 35.05 6,136.94 35.41 6,198.29 35.76
11,101.26 64.05 11,212.27 64.69 11,324.40 65.33
9,737.12 56.18 9,834.49 56.74 9,932.85 57.30
11,876.03 68.52 11,994.78 69.20 12,114.75 69.89
10,420.01 60.12 10,524.21 60.72 10,629.45 61.32
6,869.96 39.63 6,938.66 40.03 7,008.05 40.43
6,554.67 37.82 6,620.21 38.19 6,686.44 38.58
7,015.33 40.47 7,085.48 40.88 7,156.35 41.29
6,554.67 37.82 6,620.21 38.19 6,686.44 38.58
7,015.33 40.47 7,085.48 40.88 7,156.35 41.29
7,716.06 44.52 7,793.22 44.96 7,871.16 45.41
4,950.50 28.56 5,000.00 28.85 5,049.99 29.13
6,971.53 40.22 7,041.27 40.62 7,111.68 41.03
9,248.90 53.36 9,341.37 53.89 9,434.79 54.43
6,932.61 40.00 7,001.94 40.40 7,071.97 40.80
7,677.13 44.29 7,753.89 44.73 7,831.45 45.18
6,684.45 38.56 6,751.29 38.95 6,818.80 39.34
Step Q Step R Step S
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda
General Employee Unit Salary Schedule
Effective July 13, 2024*
DRAFT
Consolidated Salary Schedule Update
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
Community Services Officer
Facility Maintenance Worker I
Facility Maintenance Worker II
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Position Title
Monthly Hourly Monthly Hourly
9,061.22 52.28 9,151.84 52.80
6,210.14 35.83 6,272.25 36.19
6,643.00 38.33 6,709.42 38.71
7,308.15 42.16 7,381.21 42.58
5,850.84 33.75 5,909.36 34.09
6,260.28 36.12 6,322.88 36.48
11,437.65 65.99 11,552.02 66.65
10,032.17 57.88 10,132.49 58.46
12,235.87 70.59 12,358.23 71.30
10,735.75 61.94 10,843.11 62.56
7,078.12 40.84 7,148.90 41.24
6,753.30 38.96 6,820.82 39.35
7,227.91 41.70 7,300.19 42.12
6,753.30 38.96 6,820.82 39.35
7,227.91 41.70 7,300.19 42.12
7,949.87 45.86 8,029.37 46.32
5,100.50 29.43 5,151.49 29.72
7,182.77 41.44 7,254.62 41.85
9,529.14 54.98 9,624.42 55.53
7,142.69 41.21 7,214.11 41.62
7,909.76 45.63 7,988.87 46.09
6,886.98 39.73 6,955.87 40.13
Step T Step U
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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) EXAMPLE:

SAMPLE CALCULATION
How change in Total City Medical Contribution is Determined (Assuming an approximate 5% increase in Kaiser rate 2023 -- actual will vary) CITY MONTHLY MEDICAL CONTRIBUTION IN EFFECT JANUARY 2022 - DECEMBER 2022:
(A) (B)
Coverage Level
Total City Medical
Contribution
12/31/2022
Employee $ 848.22
Employee + 1 $ 1,696.42
Employee + 2 or more $ 2,205.35
( C) (D) ( E) (F) (G)
Coverage Level 2022 Kaiser Actual Example - % Increase
Example Assumed
2023 Kaiser (5%
Increase)
Example 2023 Kaiser
Additional Premium
$
Employee $ 857.06 5% $ 899.91 $ 42.85
Employee + 1 $ 1,714.12 5% $ 1,799.83 $ 85.71
Employee + 2 or more $ 2,228.36 5% $ 2,339.78 $ 111.42
(H) (I) (J) (K) (L) (M)
Coverage Level
Example: 2023
Kaiser Addl Premium
$ (same as G)
First 4% (City Share)
4% of (B)
65% of Amount
above 4%
(City Share)
I-J x 65%
Example: Total
Increase 2023 City
Contribution
J + K
Example: 2023 Total
City Medical
Contribution
B + L
Employee $ 42.85 $ 33.93 $ 5.80 $ 39.73 $ 887.95
Employee + 1 $ 85.71 $ 67.86 $ 11.60 $ 79.46 $ 1,775.88 Employee + 2 or more $ 111.42 $ 88.21 $ 15.08 $ 103.30 $ 2,308.65

APPENDIX B
Example: Medical Contribution Calculation
The following is an example for explanation purposes only. This example will assume an increase in the 2023 Kaiser Rates, which may be more or less and will change the actual results once the rates are known.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City of Orinda & Teamsters Local No. 856, MOU (20192022-20222025) 52

APPENDIX C
Market Study - Future Comparability Surveys
Criteria for Selection of Agencies Based on Best Compensation Practices: Geographic location; Similarity of Population and Budget; and Areas of Service Delivery.

Cities: Danville; Pleasant Hill; Saratoga; Hercules; Lafayette; Pinole; Albany; American Canyon; Moraga; Piedmont; San Pablo; and Los Altos
Benchmark Classifications (Journey-level):

Accountant
Accounting Technician II
Administrative Assistant II
Associate Engineer
Associate Planner
Community Services Officer
Maintenance Worker II
Office Assistant
Planning Technician
Public Works Inspector
Recreation Coordinator
Recreation Supervisor I
Senior Administrative Assistant
Total Compensation Components:

List A1(Priority category):

Annual Base Salary (Top Step)
Health Insurance including cash in-lieu
Dental Insurance
Vision Insurance
Retiree Medical
Social Security Retirement
Deferred Compensation
List B:

Life Insurance
Short/Long Term Disability
Holidays
Sick Leave
Vacation Leave
Bereavement
Cash Out
Tuition/Professional Development
Other Fringe Benefits
Work Week
1 “List A” contains the components that represent the key or priority survey criteria to include in the survey; “List B” are additional criteria that will be included if relevant to negotiations.

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Attachment: 2022 - 2025 Memorandum of Understanding Redline 7-5-2022 (2836 : Approve MOU Represented EE's) City Council
Staff Report
Agenda Item: F.5
Date: July 5, 2022
Department: Human Resources
AGENDA TITLE: Adoption of Amendments To Terms and Condition of Employment for Unrepresented Employees Including the Consolidated Salary Schedule RECOMMENDATION:

BACKGROUND:

The City of Orinda has Mid-Managers and Managers who are unrepresented for purposes of negotiating terms and conditions of employment. As such, the City Manager, working with the Human Resources Manager, is tasked with developing and recommending amendments to the Unrepresented Employee Manual (Manual). The Manual, as approved by City Council Resolution, covers such terms as benefits, holidays, leaves of absence, employment at-will, disciplinary action, layoff procedures, etc.

The last time the City Council made a significant update to the Unrepresented Manual was in November 5, 2019. Resolution No. 56-19 set forth the terms and conditions of employment for unrepresented regular employees. The City Council also approved at that time salary adjustments for the unrepresented employees that were effective August 3, 2019 and July 4, 2020. The 2019 adjustments were incorporated into a Consolidated Salary Schedule adopted by the City Council on November 5, 2019 via Resolution 57-19. The most recent salary adjustment was a 3% adjustment effective July 3, 2021 approved per Resolution No. 29-21.

The City Manager met with the unrepresented employees to discuss matters covered in the Unrepresented Employee Manual. The City Manager is bringing forth for City Council consideration an amended Unrepresented Employee Manual and a proposed adjustment to the Consolidated Salary Schedule which is inclusive of both unrepresented employees and the salary negotiated with Teamsters Local Union No. 856 for represented employees as presented on this evening’s agenda in a separate item. The salary schedule also includes the current contract salary of the City Manager effective January 3, 2022 per Resolution No. 02-22, which is not changed with this action.

DISCUSSION:

As a result of this process, the City Manager recommends that the City Council approve Resolution No. 34-22, amending the terms and conditions of employment for F.5
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Unrepresented Employees and Resolution No. 35-22, amending the Consolidated Salary Schedule both represented and unrepresented regular positions.

The proposed Unrepresented Employee Manual includes a range of edits from minor wording changes and updates to substantive modifications. A redline copy of the Unrepresented Employee Manual is attached as Attachment A.

The following are some of the key changes that have been proposed:
 Salaries would increase by five percent (5%) with an effective date of July 2, 2022.

The Consolidated Salary Schedule will be presented to the Council in subsequent years with the recommended salary adjustment of an additional four percent (4%) effective July 1, 2023 and three percent (3%) effective July13, 2024.  The City currently has the standard work schedule for most employees (5 days per week, 8 hours per day). In response to employee requests for more flexible work schedules with limited staffing, the City will transition to a 9/80 Work Schedule model from the currently observed standard work week schedule. The 9/80 Work Schedule is a two-week schedule that divides 80 working hours amongst nine (9) days, typically Monday through Thursday, and 8 hours every Friday. Every other week the alternate Friday will be a regular day off (RDO) and the City offices will be closed except for Police Services which operates 24/7 and Parks & Recreation Department programs scheduled for the alternating Friday. (Article 1.2 – 1.4 Hours and Days of Work, Workweek and Regular Workweek)
 Currently the effective date for performance based salary advancement is the first day of the month following the date of evaluation. This effective date usually results in most performance based salary adjustments taking place mid-payroll period causing extra calculations for staff handling payroll changes. The proposed change will move the effective date for performance based salary advancement to be the first full pay period following the date of the performance evaluation. (Article 2.5 Performance-Based Salary Increases)
 Updates to the observed holidays include the addition of the Juneteenth Holiday as approved by the Council on May 17, 2022 via Resolution No. 24-22 and updates the Christmas Eve holiday from one half-day to a full day. There is also language changes to recognize the City Manager may designate the days to be observed for the Christmas Eve and Christmas Holidays in order to facilitate the end of year office closure. (Article 4.1 – Holidays)
 A new subsection is proposed to the manual which establishes that, commencing in 2022, the majority of City offices will close between the Christmas Eve and New Year’s Day holidays. City observed holidays will be adjusted by the City Manager to limit the number of days to three (3) that employees will either use accrued leave, take unpaid time if no leave time is available, or continue to work with a specific work plan developed and approved by the supervisor prior to the end of year office closure. (Article 4.5 End of Year Office Closure)
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 Clean-up of positions covered in the Manual throughout includes removal of the Paving Program Project Manager position from the Mid-Manager group, addition of the Administrative Services Director position in the Management group and removal of the Director of Finance position in the Management group. (Article 5.3 Administrative Leave Program)
 The Manual describes how employee medical contributions are made and how future cost increases in medical premiums will be shared with the City paying the first 4% increase in the year-over-year Kaiser premium rates at each level of coverage and cost-sharing the remaining increase. No changes to the formula are made and updates to this section are clean up to provide the current CalPERS Employer Minimum Contribution and Medical Premium Contributions for active employees based on 2022 premiums at each coverage level (employee only, employee + 1, and employee + family). The Group Medical Contribution calculation example (Exhibit B) is updated with current 2022 premiums. (Article 7.1 Group Medical/Dental/Vision Insurance)
 The Manual allows employees to register for programs at a discount of fifty percent of the resident fee. The proposed change extends the discount to dependents age eighteen (18) and under. (Article 7.6 Partially Subsidized Recreation Classes)  The City provides certain positions who work in the field with a budgeted allowance for safety (steel toe) work boots. This section is updated to extend the allowance to positions designated by the City Manager, based on job duties. The current allowance is $200 on an annual basis. The proposed change is to increase the allowance to $250 and the resoling of the safety boots from $60 to $100 in any consecutive 24-month period. (Article 7.8 Safety Boots) As discussed above, Staff recommends the City Council adopt an amendment to the Consolidated Salary Schedule. The adjustment is five percent (5%) effective July 2, 2022 for the represented and unrepresented employee groups. Resolution No. 35-22 includes the 2022 Consolidated Salary Schedule. Planned future salary adjustments as described in this Staff Report will be brought to Council for adoption.

NEXT STEPS:

Staff will work to implement the adjustments for unrepresented employees as described in this report.

FISCAL IMPACT:

On an annualized basis, the total FY 2022-2023 salary changes will result in a net increase of approximately $131,180 (approximately $110,765 attributable to wages and $20,415 attributable to net change in benefit costs). There is adequate funding in the fiscal year 2022-2023 budget to cover items that result in an additional cost and no additional appropriation is necessary at this time.

ATTACHMENTS:

A. Unrepresented Employee Manual REDLINE 7-5-2022
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B. Resolution 34-22 Amending Unrepresented EE Manual
C. Resolution 35-22 Amending Consolidated Salary Schedule Respectfully Submitted by:

Ginger Staton
Human Resources Manager
Prepared By: Ginger Staton, Human Resources Manager
Approved by:

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City of Orinda
UnrepresentedEmployee Manual
As Amended by City Council
Resolution No: 56-19 34-22
(November 5, 2019 July 5, 2022)
Amended by City Council
Resolution No. 20-20
(April 7, 2020)
Amended by City Council
Resolution No. 11-21
(March 16, 2021)
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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee Table of Contents
ARTICLE 1:SALARY, OTHER PAY AND OVERTIME...............................................1

1.1 Intent ...............................................................................................................1

1.2 Hours and Days ofWork ..................................................................1

1.3 Workweek...............................................................................................1

1.4 Regular Workweek .................................................................................1

1.5 PaymentofSalaries ...............................................................................1

1.6 MandatoryProfessionalFeesandLicenses .........................................2

1.7 SalaryRange...................................................................................2

1.8 Premium Pay ..................................................................................2 ARTICLE 2: INTRODUCTORY PERIOD ....................................................................3

2.1 Lengthof IntroductoryPeriod ............................................................. 3

2.2 ObjectivesofIntroductoryPeriod ....................................................... 3

2.3 RejectionDuringIntroductoryPeriod.................................................. 3

2.4 RejectionDuring IntroductoryPromotion ..............................................3

2.5 PerformanceBasedSalaryIncreases ................................................ 3

2.6 Exceptional/Extra Ordinary Based Salary Increases… ...................... 4 ARTICLE 3: GENERAL LEAVE.............................................................................................. 5

3.1 General Leave ................................................................................5

3.2 Leave Approval ......................................................................................5

3.3 Leave Use.......................................................................................5

3.4 Regular Part-Time Employees ...............................................................5

3.5 Leave Scheduling...........................................................................5

3.6 Maximum General Leave Accumulation.................................................5

3.7 Leave Cash-Out Option ......................................................................6

3.8 Leave Use Before Retirement .......................................................... 6

3.9 Payout upon Termination or Extended Unpaid Leave......................6

3.10 Holidays Occurring During Leave ....................................................... 6

3.11 Notice to Supervisor .................................................................................. 6

3.12 Medical Verification ............................................................................6

3.13 Injury Incurred in Outside Employment ............................................ 6

3.14 Effect of Leave without Pay on General Leave Accrual....................7

3.15 General Leave Benefits and Short-Term Disability Insurance ............ 7

3.16 Workers’ Compensation and Salary Continuation ............................. 7 ARTICLE4:HOLIDAYS...............................................................................................8

4.1 Holidays..................................................................................................8

4.2 FloatingHolidays................................................................................ 8

4.3 Eligibility ..................................................................................................... 8

4.4 Regular Part-TimeEmployeeEligibility.................................................9

4.5 NoWork on the Holiday .................................................................... 9

4.6 End of Year Office Closure ............................................................... 9 ARTICLE 5:OTHER PAID LEAVESOFABSENCE..................................................10

5.1 Bereavement Leave..........................................................................10

5.2 Jury Duty Leave................................................................................ 10 F.5.a
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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee

5.3 Administrative Leave Program.............................................................10-12 ARTICLE6: LEAVES OFABSENCE WITHOUT PAY .............................................. 13

6.1 Authorized Leave Without Pay......................................................... 13

6.2 Unauthorized Leave of Absence.......................................................13

6.3 FamilyCareLeave ........................................................................ 13

6.4 Military Leave ...................................................................................14 ARTICLE 7:EMPLOYEE FRINGE BENEFITS .........................................................15

7.1 Group Medical/Dental/Vision Insurance.................................15-18

7.2 Life lnsurance..........................................................................................18

7.3 Retirement Plan.......................................................................................18-19

7.4 Performance Bonus ............................................................................19

7.5 Continuing Education ...............................................................................19

7.6 Partially Subsidized Recreation Classes...............................................19

7.7 Flexible Benefits Plan .............................................................................. 19

7.8 Safety Boots ............................................................................................20 ARTICLE8:EMPLOYMENT AT-WILL...................................................................... 21

8.1 Employment At-Will.................................................................................21

8.2 No Right to Appeal Discharge................................................................21

8.3 Benefits................................................................................................21

8.4 Standards of Conduct .....................................................................21 ARTICLE9: LAYOFF P O L I CY A NDP R O CE D URE ..................... 22

9.1 Announcement of Layoff .............................................................. 22

9.2 Notification ...........................................................................................22

9.3 Appeal Procedures .................................................................................22 ARTICLE 10:DISCIPLINARY ACTION..................................................................... 23

10.1 Policy......................................................................................................23

10.2 FinalDecision Makerfor DisciplinaryAction....................................23

10.3 Disciplinary Actions ........................................................................ 23 ARTICLE 11: COMPLAINTS ANDAPPEALS ................................................ 24

11.1 Policy......................................................................................................24

11.2 FinalDecision Makerfor Purposesof this Article...........................24

11.3 Complaints.............................................................................................24

11.4 Right of Appeal...............................................................................24 ARTICLE 12:MISCELANNEOUS ITEMS .........................................................................25

12.1 Concessions .........................................................................................25

12.2 Me too Clause ...................................................................................... 25 EXHIBITA: CLASSIFICATIONS COVERED BY MANUAL....................................... 26 EXHIBIT B:GROUP MEDICAL CALCULATION EXAMPLE……….................... ….27 F.5.a
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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 1 CITY OF ORINDA

UNREPRESENTED EMPLOYEEMANUAL
This document establishes the rules governing benefits and working conditions, which are in effect for unrepresented employees and have been approved by the City Council of the City of Orinda.

This Unrepresented Employment Manual provides the personnel policies and procedures that affect the working conditions and benefits of unrepresented employees appointed to a regular budgeted position (excludes temporary or seasonal employees), in the City of Orinda. Rules, which describe general policies of the City's personnel system, are found in the City of Orinda Personnel Rules. This manual supersedes the City of Orinda Personnel Rules when language is in conflict with this Manual.

ARTICLE 1

SALARY, OTHER PAY AND OVERTIME

1.1 Intent: This Section is intended only to define the normal hours of work and the time for which salary shall be paid. Nothing in these rules shall be construed as a guarantee of hours of work per day or per week, or of days of work per week. The City's pay records, practices and procedures shall govern the payment of all wages.

1.2 Hours and Days of Work: Full-time employees shall work a predetermined work schedule of 80 hours per two-week pay period 40 hours per week with the start and end days and times of such workweek determined by the schedule of the employee. plus unpaid lunch breaks, usually five (5) eight (8) hour days. Employees may request flexible or compressed work schedules in accordance withAdministrative Regulation 2.1.

1.3 Workweek: As soon as administratively possible, no later than September 24, 2022,theThe City’s work period for its standard work week begins at 12:00 a.m. on Saturday and ends at 11:59 p.m. the following Friday and payroll period for full-time employees will be based on a 9/80 work schedule pursuant to the City of Orinda Administrative Regulations Flexible and Compressed Work Schedule Policy Guidelines. In the event an alternative work schedule is established, the date of the alternative work period commences and ends will be designated by the City Manager at the time of the establishment of the alternative work schedule.

1.4 Regular Workweek: Flexible or compressed work schedules are authorized by the City Manager consistent with this Manual and in compliance with the City’s Flexible and Compressed Work Schedule Policy Guidelines. The regular F.5.a
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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee workweek shall consist of forty (40) hours of work within theworkweek F.5.a
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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 3 1.5 Payment of Salaries: Employees shall be paid on a bi-weekly basis. Employees will be paid every two (2) weeks, twenty-six (26) times annually. In the event that a payday falls on a holiday that is also a bank holiday, the paydaywill bethe preceding work day.

1.6 Mandatory Professional Fees and Licenses: The City will assume full payment of the mandatory professional fees and licenses required by employees in the following unrepresented classes in order to maintain their continued employment with the City of Orinda:

City Clerk
Director of Public Works and Engineering Services
City Engineer
Senior Civil Engineer
Paving Program Manager (Limited Term)

1.7 Salary Range: The current salary range shall be as adopted by the City Council in a Salary schedule which establishes the pay for all unrepresented positions.

The schedule shall identify a salary for each “step” within the range (steps “A” through “U”). New employees shall be appointed to a step within the approved salary range.

1.8 Premium Pay: The Classification of Assistant City Manager/Department Head shall be provided 5% premium pay above his/her salary for the job classification for which he/she holds.

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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 4 ARTICLE 2

INTRODUCTORY PERIOD

2.1 Length of Introductory Period: All original and promotional appointments to positions in the regular service shall be tentative and subject to an introductory period. The length of the introductory period shall be six (6) months of actual service and must be completed withintwelve (12) months of the hire date.

2.2 Objectives of Introductory Period: The introductory period shall be regarded as a part of the selection process and shall be used to closely observe and evaluate the employees work, to secure the most effective adjustment of a new employee to his or her position and to eliminate any introductory employee whose performance does not meet the required standards of work.

2.3 Rejection during Introductory Period: During the introductory period, an employee may be rejected from employment at any time by the City Manager without cause and without the right of appeal.

2.4 Rejection During Introductory Promotion: An employee rejected during the introductory period following a promotional appointment shall be reinstated to the classification from which he or she was promoted unless charges are filed and he or she is discharged in the manner provided in the City of Orinda Personnel Rules.

2.5 Performance-Based Salary Increases: Upon satisfactory completion of the Introductory Period, the employee may qualify for a performance increase.

Advancement within the established range shall be granted by the City Manager based upon performance reviews conducted by the employee's supervisor following the introductory period, and annually thereafter, until such time as the top of the salary range is achieved. Salary increases in increments of 1 (1%), 2 (2%), 3 (3%) 4 (4%) or 5 (5%) steps may be awarded based upon the performance review. (Refer to 2.6 for salary increases in increments of 4% and 5%).

For employees completing an introductory period, the effective date of any step increase is the first (1st) day of the monthfull pay period following the introductory periodperformance evaluation.

For all other employees, the effective date is the first (1st) day of the month full pay period following the date of the prior scheduled performance evaluationbased salary adjustment. The intent is to have a review every twelve (12) months. Performance evaluations should be completed fifteen (15) days prior to the scheduled effective date of the performance based salary advancement. No salary advancement will be granted until a performance evaluation is completed by the supervisor. The performance due date is applicable even if no performance based salary adjustment is provided either (1) due to a performance rated as "needing improvement" or (2) as a result of an employee being at the top of his or her salary range.

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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 5 2.6 Exceptional/Extra-Ordinary Performance-Based Salary Increases: Effective July 1, 2017, those Mmanagement employees who, during the prior twelve month review period, receive a performance rating of exceptional or extra-ordinary management performance, are eligible to receive a performance increase of four percent (4%) for exceptional performance or five percent (5%) for extra-ordinary performance.

The exceptional performance and extra-ordinary performance must be documented by management practices which are above the Outstanding Rating level on a sustained basis. Specifically, the manager must assume responsibilities which are not normally expected and generally above their current position.

Additionally, the City should have either a demonstrated net fiscal benefit from the manager’s performance or a comparable public image enhancement. A net fiscal benefit would be either increased City revenues, decreased City expenditures, or both, resulting in a positive effect of the City’s budget. A public image enhancement could include items such as notable and positive relationship improvements with the community, improved community service, publicized achievements reflecting well on the City, or City awards. It is anticipated that this will be implemented on rare occasions.

During the City Manager’s annual performance review each year, he/she will report out to Council any mid-manager or director who the City Manager has given an exceptional or extra-ordinary performance review.

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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 5 ARTICLE 3

GENERAL LEAVE

3.1 General Leave: Unrepresented employees shall be entitled to earn annual general leave asfollows:

Annual General Leave
Accrual
Years of Actual Service
19 days During the 1st year
20 days During the 2nd year
21 days During the 3rd year
22 days During the 4th year
23 days During the 5th year
24 days During the 6th year
25 days During the 7th year and subsequent years

3.2 Leave Approval: Leave should be approved, in advance, by the employee's department director, or, in the case of department directors, the City Manager, on forms provided by the City. In the case of an employee requesting leave due to an unanticipated illness, advance notice is not required.

3.3 Leave Use: The City Manager may grant special approval, on a case-by-case basis, for an employee to take General Leave within the first ninety (90) Days of employment. Employees shall not be entitled to take leave exceeding accrued leave. Employees exempt under the Fair Labor Standards Act (FLSA) must use paid or unpaid leave to account for hours not worked if such hours exceed three (3) hours on any scheduled work day.

3.4 Regular Part-Time Employees: Part-time employees working a minimum of twenty (20) hours per week accrue General Leave benefits on a pro rata basis.

3.5 Leave Scheduling: The times during the calendar year at which an employee shall take his or her leave shall be determined by the department director, or, in the case of department directors, the City Manager, with due regard for the wishes of the employee and particular regard for service needs. If the requirements of the service are such that a department director or the City Manager cannot permit the employee to take any annual general leave or any part of such leave within a particular calendar year, the employee may accrue general leave according toSection 3.1 of this Manual.

3.6 Maximum General Leave Accumulation: Employees accrue leave up to a maximum of 480 hours. Part-time employees shall accrue general leave on a prorated basis. After accruing 480 hours or the part-time pro-rated equivalent limit, the employee does not accrue additional general leave until the employee uses sufficient general leave to fall below the maximum accrual amount. Upon termination accumulated general leave shall be paid to the employee at their regular rate of pay.

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Packet Pg. 90
Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 6 3.7 Leave Cash-Out Option: Once during each fiscal year, employees who have accrued more than 160 hours of General Leave may elect to cash out a maximum of eighty (80) hours of accrued leave. A balance of no less than 160 hours must remain after cash out.

3.8 Leave Use Before Retirement: Accrued General Leave shall not be used immediately prior to retirement to the extent that it would extend the date of retirement.

3.9 Payout upon Termination or Extended Unpaid Leave: Upon termination, including death, extended military leave or other extended leave without pay, an employee or his or her estate shall be paid for all accrued unused leave at the employee’s base rate at the time of hisor hertermination.

3.10 Holidays Occurring During Leave: If an observed City holiday occurs during an employees scheduled leave, no deduction from accrued leave will be made for the holidayperiod.

3.11 Notice to Supervisor: In order to use General Leave to cover an absence due to an unanticipated illness, the employee shall notify his or her department Director or the City Manager prior to, or within two (2) hours after the time set for the beginning of the employee’s regular work hours. Leave for non-emergency medical appointments shall be requested in advance of theworkday.

3.12 Medical Verification: In the event an employee takes leave for an unanticipated illness or other related purpose without providing advanced notice, the City of Orinda retains the right to request a verification from a licensed medical practitioner under appropriate circumstances which include:
(1) showing that an employee's illness or disability has started or ended, before the City will allow an employee to take a leave or to return from leave, showing regular updates during a medical leave of absence regarding the employee's medical status and the date the employee expects to return to work, (3) where reasonable cause exists to believe that the employee is not medically fit to perform the essential functions of the job or that the employee cannot perform the job without endangering the health and safety of the employee or others, and (4) where reasonable cause exists to believe that the employee is abusing General Leave.

General Leave may be denied if a satisfactory verification is notreceived.

3.13 Injury Incurred in Outside Employment: Unless otherwise required by law, leave may be denied for an injury occurred while working for another employer.

The City may take disciplinary action against an employee for working for another employerwithout priorapproval from the City.
(1)
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Packet Pg. 91
Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 7 3.14 Effect of Leave without Pay on General Leave Accrual: General Leave will not accrue during any period of absence without pay. General Leave is accrued on the basis of actual straight time hours worked or paid, based on a forty (40) hour workweek. Should the City implement a temporary reduction in work hours (i.e., furlough), employees shall continue to accrue General Leave based on an assumed forty (40) hour work week, or proration based on established part-time status.

3.15 General Leave Benefits and Short-Term Disability Insurance: Employees may use their accrued General Leave benefits during the normal waiting period before the eligible employees are paid benefits from Short-Term Disability Insurance. Following the waiting period, an employee will continue to receive accrued General Leave pay until exhausted.

3.153.16Workers’ Compensation and Salary Continuation: Workers' Compensation payments shall commence in accordance with State law, on the fourth (4th) day following an industrial injury, unless the employee is hospitalized, in which case payment commences on the first (1st) day of injury. For the purpose of this Section, “hospitalized” means confinement.

For all employees who receive or shall receive workers' compensation benefits for an industrial injury, the City will pay retroactive compensation benefits to the eligible employee for the normal three (3) day waiting period before the employee is paid worker’s compensation benefits for temporary disability, pursuant to California law governing the industrial injury or illness.

Payments under the Workers' Compensation law for temporary disability or a recurrence thereof arising out of and in the course of employment shall be paid for a period not to exceed 365 days at a maximum payment of the employee's predisability pay, but shall not exclude any salary adjustments to which the employee is entitled. Thereafter, the employee will continue to receive only the temporary disability payments provided under State law.

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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 8 ARTICLE 4

HOLIDAYS

4.1 Holidays: The City observes the following holidays and provides all regular fulltime and part-time employees time off with pay at their normal base rate unless otherwise provided in thisArticle.

Holiday Day Observed
New Year’s Day January 1
Martin Luther King Jr. Day Third Monday inJanuary
Washington's Birthday Third Monday in February
Memorial Day Last Monday in May
Juneteenth June 19
Independence Day July 4
Labor Day First Monday inSeptember
Veteran’s Day November 11
Thanksgiving Day Fourth Thursday in November
The DayAfter Thanksgiving Fourth Friday in November
Christmas Eve (1/2 day) As designated by City
ManagerDecember 24
Christmas December 25
If the observed holiday falls on a Saturday, the City shall observe it on the Friday immediately preceding the holiday. If the observed holiday falls on a Sunday, the City shall observe it on the Monday immediately following the holiday. The City Manager may designate the days to be recognized for Christmas Eve and Christmas Holidays in order to facilitate the end of year office closure.when December 24th and/or 25th occur on a weekend.

4.2 Floating Holidays: All full-time employees shall be granted two floating holidays each calendar year. In the first calendar year of employment, employees shall be granted prorated floating holidays as follows:

Date of Hire Number of
Floating Holidays
Hired July1 September 30 2 days
Hired October1 - March31 1 day
Hired April 1 June 30 0 days
All use of floating holidays must be approved, in advance, by the employee's department director, or, in the case of department directors, the City Manager, on forms approved by the City. The days on which the employee shall take his or her floating holiday(s) shall be determined by the department director or the City Manager with due regard for the wishes of the employee and particular regard for service needs. If unused, the floating holidays expire at end of the fiscal year.

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Packet Pg. 93
Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 9 4.3 Eligibility: In order to be eligible for holiday pay, an employee must be on paid leave status on his or her regularly scheduled workdays before the holiday. If an employee is on unpaid leave status, he or she will not be paid for the observed holiday.

4.4 Regular Part-Time Employee Eligibility: Regular part-time employees are eligible for holiday benefits on a pro rata basis.

4.5 No Work on the Holiday: Employees covered in this Manual who are scheduled to work on the day observed as a holiday will be granted an alternative 8 hours of holiday leave. The alternative holiday leave must be scheduled by the department director, or, in the case of a department director, the City Manager, during the same workweekpay period.

4.6 End of Year Office Closure: Commencing in 2022, the majority of the City’s offices will be closed between the Christmas and New Year holidays. Observance of holidays surrounding this closure may be adjusted by the City Manager to limit number of days to three days in which employees may select as follows:
• Employees may use accrued leave for the time they are not at work. This includes general leave, floating holiday or management leave. • Employees may choose to take time unpaid if they do not have sufficient accrued leave time.
• Employees who do not want to take leave time during the closure or employees who do not have available leave time and do not want to be in unpaid status may continue to work if they develop a specific work plan with their supervisor prior to the end of year office closure.

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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 10 ARTICLE 5

OTHER PAID LEAVES OF ABSENCE

5.1 Bereavement Leave: Any employee who experiences a death in the immediate family is granted leave of up to three (3) working days of paid leave for the purpose of attending the funeral or memorial service.
"Immediate family" is limited to spouse or domestic partner, mother, father, sister, brother, child, grandmother, grandfather, aunt, uncle, mother-in-law, father-in-law, brother-in-law, sister-in-law, son-in-law, daughter-in-law, grandchild or dependent.

The department director, or, in the case of department directors, the City Manager, may, within his or her discretion, grant the employee additional time off provided that all accrued leave shall be used prior to taking a leave of absence without pay for this purpose.

In special cases, the City Manager may grant bereavement leave within his or her discretion to allow an employee to attend a funeral or memorial service because of the death of persons not included within the definition of immediate family.

5.2 Jury Duty Leave: Any regular employee who is called or required to serve as a juror, upon notification and appropriate verification submitted to his or her immediate supervisor, shall be entitled to be absent with pay from his or her duties with the City during the period of such service and while necessarily being present in court as a result of such call. An employee is required to be present at work when not serving as a juror or as a member of a jury selection panel. An employee will notify his/her supervisor of any requirements (on-call status) made by the court that may affect the employee's ability to simultaneously fulfill his/her jury duty service and employment obligations. The employee must surrender to the City any payment received for jury service, excluding mileage reimbursement.

Employees who are called to testify pursuant to a subpoena shall be allowed to use General Leave. If the employee is subpoenaed for City litigation, leave with pay will be given.

5.3 Administrative Leave Program: Employees who are in classifications which are FLSA Exempt receive Administrative Leave at the beginning of each fiscal year (July 1st) or pro-rated during the course of the year when employed less than a full year. In the first calendar year of employment, employees shall be granted leave or pro-rated administrative leave as follows:

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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 11 5.3 Administrative Leave Program
Mid Managers Administrative Leave First Year
of Appointment To Eligible Position
Date of Hire Number of Administrative
Leave Hours
Hired July 1-September 30 60 Hours
Hired October 1 –March 31 40 Hours
Hired April 1 – June 30 0 Hours
Employees in the following classifications, referred to as the "MidManagement" group, will be credited with sixty (60) hours of Administrative Leave each fiscal year based on the above schedule. The City Manager may approve up to an additional twenty (20) hours based on the recommendation of the employee's Department Director.

Facilities & Parks Supervisor Management Analyst III
Public Works Supervisor Recreation Manager
Recreation Supervisor II Senior Accountant
Senior Civil Engineer Senior Management Analyst
Senior Planner Human Resources Manager
Paving Program Project Manager
Management Administrative Leave First Year
of Appointment To Eligible Position
Date of Hire Number of Administrative
Leave Hours
Hired July 1-September 30 80 Hours
Hired October 1 –March 31 40 Hours
Hired April 1 – June 30 0 Hours
Employees in the following classifications, referred to as the “Management” group, will be credited with eighty (80) hours of Administrative Leave each fiscal year on the above schedule.

City Clerk
Administrative Services Director
Director of Finance
Director of Parks & Recreation
Director of Planning
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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 12 Director of Public Works and Engineering Services
City Engineer
Assistant City Manager / Department Head
This administrative leave is granted to employees whose job responsibilities cause them to work numerous hours in excess of the normal City workweek. The City Manager has the authority to rescind administrative leave in those instances of abuse or misuse of the intent of this provision.

Administrative leave taken must be approved in advance by the employee's supervisor, or, in the case of department directors, the City Manager, and posted to the employee's timecard. Employees exempt under the FLSA must use paid or unpaid leave to account for hours not worked if such hours exceed three (3) hours on any scheduled work day. Administrative leave is not charged against other accrued leave balances. Unused administrative leave may not be carried over to the next fiscal year.

Upon termination or retirement, no monetary award will be authorized for unused accumulated administrative leave.

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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 13 ARTICLE 6

LEAVES OF ABSENCE WITHOUT PAY

6.1 Power to Grant Leave: The City Manager shall have the power within his or her sole discretion to grant leaves of absence, with and without pay.

6.2 Authorized Leave without Pay: A department director may grant or deny a leave of absence to an employee within his or her department without pay for a period not to exceed ten (10) working days. Leave without pay shall not be granted for more than ten (10) working days except upon written request of the employee and written approval of the City Manager.

6.2.1 Required Exhaustion of Accrued Leave: In the event of an authorized absence due to illness, the employee must use all accrued leave prior to receiving authorization for leave without pay. In the event of personal leaves not related to sickness, the employee must use all accrued Administrative Leave and General Leave prior to receiving authorization for leave without pay.

6.2.2 Grounds for Discharge: Failure on the part of an employee to report to work promptly at the expiration of the authorized leave without pay will result in discipline up to and includingtermination.

6.3 Unauthorized Leave of Absence: All paid and unpaid leaves of absence must be approved in accordance with the applicable sections of this Manual. Any absence on the part of the employee who has failed to obtain such approval or failure of an employee to report for duty without appropriate authorization as required by each department will result in the employee being placed on unauthorized leave of absence without pay.

6.3.1 Grounds for Discharge: Unauthorized leave of absence without pay shall be cause for disciplinary action up to and including termination.

6.4 Family Care Leave: The City will fully comply with the requirements of the state and federal law regarding pregnancy disability leave and medical/family illness/child care/militaryleave.

All leaves of absence under this Section are unpaid unless an employee has accrued General Leave or Administrative Leave. General Leave and Administrative Leave may be integrated with any disability insurance payments.

Application for use of leave under this Section must be made as provided in Administrative Regulation 2.2 ("Family Medical Leave (FMLA/CFRA)/Pregnancy Disability Leave (PDL)").

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Packet Pg. 98
Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 14 6.5 Military Leave: The City of Orinda grants applicable employees leaves of absence as required by law, including the Uniformed Services Employment & Reemployment Act of 1994 (USERRA), and state law for the purpose of fulfilling any required military obligation
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Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 15 ARTICLE 7

EMPLOYEE FRINGE BENEFITS

7.1Group Medical/Dental/Vision Insurance:

The City shall continue participation in CalPERS medical insurance plans for employees and their dependents.

The City shall contribute on behalf of the employee the required CalPERS Employer Minimum Contribution amount for plan participants as determined by CalPERS. This amount is one hundred thirty-sixforty-nine dollars ($136149) for 2019 2022 and is scheduled to be one hundred thirty-ninefifty-one dollars ($139151) for 20202023.

For Active Members who have elected to enroll in Health Insurance, in addition to the PERS Minimum, the City shall contribute a supplemental / additional amount to be used to pay premiums for Health Insurance Coverage through an Internal Revenue Code Section 125 Plan (PLAN). The Section 125 Plan shall include a provision for premium conversion and may also offer voluntary participation in pretax contributions for: health care reimbursements, dependent care reimbursements, and other eligible benefits.

Deductions are made in equal amounts on the first two paychecks issued in a month (24 times per year). Deductions are made in the month preceding the month of coverage (i.e., December deductions are based on premiums for January).

Medical Premium Contributions (Active Employees):

CITY CONTRIBUTION PLAN YEAR 20192022

COVERAGE
LEVEL
CalPERS

MINIMUM

CONTRIBUTION

SUPPLEMENTAL

BENEFIT

TOTAL CITY

MEDICAL

CONTRIBUTION
Employee $136149.00 $632.25699.22 $768.25848.22
Employee +1 $136149.00 $1,400.501,547.42 $1,536.501,696.42 Employee
+Family
$136149.00 $1,861.452,056.35 $1,997.452,205.35
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Packet Pg. 100 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 16 Effective January 1, 2020 – December 31, 2020, the City shall contribute monthly the following maximum “Total City Medical Contribution” amounts towards the employee’s monthly medical premium for the employee’s coverage level:

CITY CONTRIBUTION PLAN YEAR 2020

COVERAGE
LEVEL
CalPERS

MINIMUM

CONTRIBUTION

SUPPLEMENTAL

BENEFIT

TOTAL CITY

MEDICAL

CONTRIBUTION
Employee $139.00 $629.49 $768.49
Employee +1 $139.00 $1,397.98 $1,536.98
Employee
+Family
$139.00 $1,859.07 $1,998.07
Beginning with health plan premium rates effective January 1, 2021, the maximum Total City Medical Contribution shall adjust as follows. The City shall calculate the percentage increase in each coverage level of the new monthly Kaiser premium compared to the prior year’s monthly premium for Kaiser. If the increase is 4 percent or less, the full amount of the increase shall be added to the Total City Medical Contribution and paid by the City. If the increase is over 4 percent, the first four percent (4%) of increase in the Kaiser medical insurance monthly premium rate over the prior Plan Year’s Kaiser medical insurance monthly premium rate shall be paid by the City, but amounts over this shall be shared based on the following proportions between the City and the employee, with the City contributing sixty-five percent (65%) of the monthly Kaiser plan increase over four percent (4%) and the Employee paying thirty-five percent (35%) of the monthly Kaiser plan increase over four percent (4%) through an employee-authorized payroll deduction.

See attached example for medical contribution calculation, which is added to the Unrepresented Manual as Exhibit B.

At no time shall the employee receive a City contribution amount more than the selected medical plan cost.

7.1.1 Part Time Employment: All part-time employees who work a minimum of twenty (20) hours, but less than forty (40) hours per week, qualify to receive pro-rated health and dental benefits and shall pay a pro rata portion of the health and dental insurance premiums. Full-time employees who accept part-time employment in lieu of layoff shall continueto receivefull healthand dentalbenefits paidby the City.

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Packet Pg. 101 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 17 7.1.2 Non-Acceptance of Medical Insurance: An employee may elect to opt out of the medical insurance provided by the employer and receive in its place $474.93 per month, with pro-rated compensation for part-time employees. This option is available to all employees regardless of marital or family status.

To opt out, the employee must certify annually that they have comparable health insurance for themselves, as well as all of their eligible dependent. (Does not include coverage from the Exchange). An election to re-enroll in medical coverage can only occur with the permission of the insurance provider. Cash-in-Lieu is only available for medical, not dental and vision.

7.1.3 Retiree Medical Coverage Benefit: As allowed by PERS Medical Plans, retirees of the City who meet eligibility requirements are eligible for a City contribution towards monthly medical premiums up to the PERS Minimum Monthly benefit.

For employees hired on or before October 31, 2019, The current eligibility requirements for a retiree are:

A) Has completed seven (7) years of service with the City. A year of service is defined as one thousand (1,000) hours worked within an anniversary year in a regular position either part-time (twenty or more hours per week) or full time; and
B) Has reached the age of 55; and
C) Is no longer employed by the City of Orinda; and
D) Was actively enrolled in the City’s health insurance program at the time their City employment ended; and
E) Elects to continue active enrollment in the City’s health insurance program upon leaving City employment.

F) The retiree is responsible for making timely payment to the City for monthly premium amounts which exceed the PERS Minimum, or coverage will be terminated.

Eligibility requirements are subject to change when administratively possible to reflect final terms and conditions in negotiated MOU’s. The effective date shall be as established at the time the City Council formally adopts by Resolution modifications to the eligibility requirements. Current employees at that time will be subject to the eligibility requirements above. New employees, after the effective date, if a change is made will be subject to the following eligibility requirements or as consistent with changes adopted by the City Council.

For employees hired after November 1, 2019, eligibility requirements for a retiree are:

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Packet Pg. 102 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 18 G) Have completed fifteen (15) years of service with the City. A year of service is defined as one thousand (1,000) hours worked within an anniversary year in a regular position either part-time (twenty or more hours per week) or full time; and
H) Have reached the age of 60; and
I) Is no longer employed by the City of Orinda; and
J) Was actively enrolled in the City’s health insurance program at the time their City employment ended; and
K) Elects to continue active enrollment in the City’s health insurance program upon leaving City employment.

L) The retiree is responsible for making timely payment to the City for monthly premium amounts which exceed the PERS Minimum, or coverage will be terminated.

7.1.4 Dental and Vision Benefits: Dental and vision benefits shall begin the first (1st) day of the calendar month following the date of hire. For dental and vision, coverage shall end the last day of the month an employee is in pay status, except in the case of leave in accordance with the Family and Medical Leave Act.

The City will pay up to the full family premium for dental and vision plans for the employee and eligible dependents, including a domestic partner, with rate increases up to 10% annually.

7.2 Life Insurance: The City shall provide basic group life insurance coverage by a carrier of the City's choice to all employees and pays the full amount of the life insurance coverage in the amount of one (1x) times the employee's annual salary and based upon the Standard Life Insurance age reduction schedule. Life insurance shall become effective the first (1st) day of the calendar month following appointment, and shall continue until the last day of employment. In addition, all unrepresented employees may purchase additional coverage at the City's rate.

7.3 Retirement Plan: The City provides a defined contribution retirement plan (401(a)) to all employees. The City will make contributions on behalf of eligible employees to the MissionSquare International City Management Association Retirement Corporation (ICMA- RC) Money Purchase Plan (401(a)) beginning the first (1st) day of employment, in the amount of thirteen percent (13%) of base salary.

Employees in the Mid-Management and Management groups may contribute three percent (3%) of base salary to this 401(a) plan and the City shall contribute a three percent (3%) match. This contribution shall be in addition to the contribution provided above and commence with the first (1st) day of employment.

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Packet Pg. 103 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 19 7.3.1 401(a) Retirement Plan Vesting: Per the City's Agreement with MissionSquare Retirement (ICMA-RC), the vesting period for the 401(a) plan is 100 % vested with minimum age fifty-five (55) years old or:

Years of Service Completed Percent Vested
Zero 0%
One 33%
Two 67%
Three 100%

7.3.2 Deferred Compensation Plan: Mid-Management and Management employees are eligible to participate in the City’s 457 Deferred Compensation Plan through voluntary payroll deductions from the employee's salary.

Employees may contribute, by payroll deduction, an amount up to the maximum allowed by law to the 457 Deferred Compensation Plan. Any money employee contributes from their paycheck to the 457 Deferred Compensation Plan is immediately 100% vested because there are no employer contributions.

7.4 Performance Bonus: The City Manager may grant a one-time non-recurring performance bonus to any employee who demonstrates outstanding public service, provides significant cost-savings suggestions or otherwise achieves outstanding performance standards. Additionally, it is the intent of the City Council to appropriate funds at the mid-year, based on favorable revenues and expenses, for the City Manager to grant bonuses to Managers based on performance.

7.5 Continuing Education: The City will reimburse an employee for tuition and books, up to a maximum of $1,200 annually, for employees enrolled in fields of study, as approved by the City Manager, which are directly related to his/her current position or career progression. To qualify, the employee must have been employed for one (1) year prior to entering the study program.

7.6 Partially Subsidized Recreation Classes: The City allows unrepresented employees and their dependents aged eighteen (18) and under to register for programs under the Parks and Recreation Department for fifty percent (50%) of the resident fee. Participation in Recreation programs is not part of the employee's work related duties, is not required for continued employment and is not considered part of a City sponsored physical fitness program. The City of Orinda shall not be liable for any injury that may arise out of an employee's participation in these programs. The portion of the program fees that is waived issubject to federal and state income tax withholding.

7.7 Flexible Benefits Plan: The City of Orinda has a full flexible benefits plan for all unrepresented City employees as listed in Exhibit A. Full description of the plan, along with the annual update, can be requested from HumanResources.

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Packet Pg. 104 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 20 7.8 Safety Boots: Certain positions The Public Works Supervisor is requiredare required to wear safety (steel toe) work boots while working in the field. For positions designated by the City Manager to meet this criteria, tThe City will provide a budgeted allowance of up to two hundred dollars fifty dollars ($200250) once every calendar year for the purchase of safety boots and up to sixty one hundred dollars ($60100) in any consecutive 24-month period for resoling of safety work boots.

Upon advance approval of the Department HeadCity Manager, an employee may use the City issued purchase card for purchase or resoling of safety boots, provided the charge does not exceed the amount of the allowance. Whether an employee uses the City issued purchase card or requests a reimbursement an itemized receipt must be presented. Said purchase with a City issued purchase card or reimbursement shall be contingent upon the employee consulting and receiving prior approval from the Department Head as to the safety boot to be purchased. Reimbursements will be issued within 20 days of submitting a complete request.

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Packet Pg. 105 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 21 ARTICLE 8

EMPLOYMENT AT-WILL

8.1 Employment At-Will: Employees in the following classifications are employed by the City in an "at-will" status. This means that both the "At- Will" employee and the City have the right to terminate employment at any time, with or without advance notice, and with or without cause. No employee or officer of the City of Orinda has the authority to alter the employee's at-will status or to enter into an oral or written agreement for employment for a specified period of time, or to make any promises, assurances or agreements contrary to the provisions of this Section.

Administrative Services Director
City Clerk
Director of Finance
Director of Parks and Recreation
Director of Planning
Director of Public Works and Engineering
Services
Assistant City Manager / Department Head
City Engineer

8.2 No Right to Appeal Discharge: An "At-Will" employee who is discharged has no right of appeal or hearing inany manner provided bythis Manual.

8.3 Benefits: Employees identified as "At-Will" who regularly work twenty (20) or more hours per week shall be entitled to those benefits as specified for employees by this Manual. Temporary/Seasonal Employees are not eligible for any benefits provided under this Manual, except those expressly required by State or Federal law.

8.4 Standards of Conduct: "At-Will" employees are subject to the same standards of conduct that prevail over regular employees. Any evaluations, warnings or disciplinary action provided to "At-Will" employees regarding their conduct or job performance does not create any obligation or duty on the City's part to provide a warning or evaluation or corrective progressive discipline prior to discharge and in no way negates or otherwise abrogates the City's right to discharge "AtWill" employees for any reason without notice at any time during their employment and without right of appeal.

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Packet Pg. 106 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 22 ARTICLE 9

LAYOFF POLICY

AND PROCEDURE

9.1 Announcement of Layoff: A layoff may be necessitated by, but not limited to the following: shortage of work or fund change; a change in the direction of the organization; and/or the abolition of positions, departments in whole or in part. In the event of a layoff, the City Manage shall notify the Human Resources Manager of the intended action and the reason for the layoff.

9.2 Notification: Employees will be notified individually, in writing, of pending layoff as soon as possible, with no less than thirty (30) calendar days’ notification if targeted for termination.

9.3 Appeal Procedures: The decision to implement a layoff is not appealable.

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Packet Pg. 107 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 23 ARTICLE 10

DISCIPLINARY ACTION

10.1 Policy: Prior to the suspension, disciplinary demotion or discharge of an employee for disciplinary purposes, the procedure set forth in this Section shall be complied with provided, however, that only those employees not at- will shall be entitled to the notice, rights and procedures provided under Personnel Rule Section 9, DisciplinaryProcedures.

10.2 Final Decision Maker for Disciplinary Action: For purposes of this Article, the City Manager is the final decision maker for City of Orinda employees.

10.3 Disciplinary Actions: For regular employees only, the department director shall make a recommendation to the Human Resources Division pursuant to the procedures established in the City of Orinda PersonnelRules.

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Packet Pg. 108 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 24 ARTICLE 11

COMPLAINTS AND APPEALS

11.1 Policy: The procedure for filing complaints and appeals by employees set forth in this section shall be complied with pursuant to the provisions of this Manual.

11.2 Final Decision Maker for Purposes of this Article: For purposes of this Article, the City Manager is the final decision maker for City of Orinda employees.

11.3 Complaints: Disciplinary action shall be taken in accordance with Section 10 of this Manual. All other complaints by employees, except complaints about compensation, which allege a violation of the Personnel Rules or this Manual shall be filed through proper channels, commencing with the Department Director, and then to the final decisionmaker.

11.3.1 Compensation Complaints: All complaints involving or concerning the payment of compensation shall be filed in writing with the City Manager.

The City Manager shall respond in writing within thirty (30) calendar days. Only complaints which allege that employees are not being compensated in accordance with the policies, rules and resolutions of the City Council shall be considered as complaints under this Section.

11.3.2 Discrimination Complaints: An employee may file a complaint in accordance with the Cityof Orinda Personnel Rules Section 7.

11.4 Right of Appeal: An aggrieved employee shall have the right to appeal the decision of the final decision maker regarding the aggrieved employees disciplinary dismissal, demotion, suspension or complaint as described in the City of Orinda Personnel Rules except in instances where the right to appeal is prohibited by the Personnel Rules or the provisions of this Manual.

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Packet Pg. 109 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 25 ARTICLE 12

MISCELLANEOUS ITEMS

12.1 Concessions: No concession(s) shall be experienced by the Unrepresented Group prior to those experienced by the General Employees Group unless agreed to by the Unrepresented Group.

12.2 Me too Clause: Benefits negotiated by the General Employees' Group shall be provided to the Unrepresented Group except that the Unrepresented Group shall have the right to refuse any and all benefits.

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Packet Pg. 110 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee 26 EXHIBIT A

REGULAR CLASSIFICATIONS COVERED BY

UNREPRESENTED EMPLOYEE MANUAL
Classification Status
Administrative Services Director At Will
City Clerk At Will
City Engineer At Will
Director of Finance At Will
Director of Parks & Recreation At Will
Director of Planning At Will
Director of Public Works At Will
and Engineering Services
Assistant City Manager / Department Head At Will
Senior Management Analyst Regular
(Assigned as Assistant to the City Manager)
Facilities & Parks Supervisor Regular
Human Resources Manager Regular
Management Analyst III Regular
Recreation Manager Regular
Recreation Supervisor I/II Regular
Senior Accountant Regular
Senior Civil Engineer Regular
Senior Planner Regular
Paving Program Project Manager* Regular
(*Per City Council Resolution 38-19 adopted June 18, 2019 The City Manager may extend the position through June 30, 2021 provided the position is funded in a City Council approved Budget.)
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Packet Pg. 111 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee

EXHIBIT B
Group Medical Contribution
Calculation Example
EXAMPLE:

The following is an example for explanation purposes only. This example will assume an increase in 2021 2023 Kaiser Rates, which may be more or less and will change the actual results once the rates are known.

SAMPLE CALCULATION
How Change In Total City Medical Contribution Is Determined (Assuming an approximate 5% increase in Kaiser rate 2021 2023– actual will vary) CITY MONTHLY MEDICAL CONTRIBUTION IN EFFECT JANUARY 2020 2022 - DECEMBER 20202022:
(A) (B)
Coverage Level Total City
Medical
Contribution
12/31/20202022
Employee $ 768.49848.22
Employee + 1 $
1,536.981,696.42
Employee + 2 or
more
$
1,998.072,205.35
(C) (D) (E) (F) (G)
Coverage Level 2020 2022
Kaiser
Actual
Example -
% Increase
Example
Assumed
2021 2023
Kaiser (5%
inc.)
Example
2021 2023
Kaiser Addl
Premium $
Employee $ 768.49
857.06
5% $ 806.91
899.91
$ 38.42

42.85 Employee + 1 $ 1,536.98
1,714.12
5% $ 1,613.83
1,799.83
$ 76.85

85.71 Employee + 2 or
more
$ 1,998.07
2,228.36
5% $ 2,097.97
2,339.78
$ 99.90
111.42
(H) (I) (J) (K) (L) (M)
Coverage Level Example:
2021 2023
Kaiser Addl
Premium $
(same as
G)
First 4%
(City
Share)
(4% of
(B))
65% of
Amount
above 4%
(City Share)
(I-J x 65%)
Example: Total
Increase 2021
2023 City
Contribution
(J+K)
Example: 2021
2023 Total City
Medical
Contribution (B+L)
Employee $ 38.42

42.85 $ 30.74

33.93 $ 5.00

5.80 $ 35.73

39.73 $ 804.22
887.95
Employee + 1 $ 76.85

85.71 $ 61.48

67.86 $ 9.99

11.60 $ 71.47

79.46 $ 1,608.45
1,775.88
Employee + 2 or
more
$ 99.90
111.42
$ 79.92

88.21 $ 12.99

15.08 $ 92.91
103.30
$ 2,090.98
2,308.65
27 F.5.a
Packet Pg. 112 Attachment: Unrepresented Employee Manual REDLINE 7-5-2022 (2844 : Terms and Condition of Employment Unrepresented Employee In the Matter of:

Amending the Consolidated Salary )
Schedule Effective July 2, 2022 for
General Employee and Unrepresented
Positions
)
)
)
Resolution No. 35-22
WHEREAS, on July 5, 2022, the City Council adopted Resolution No. 33-22, which provided for changes in salary and benefits negotiated with Teamsters Local Union No. 856 and applicable to the represented employees; and
WHEREAS, on July 5, 2022, the City Council adopted Resolution No 34-22, which amends the terms and conditions of employment for Unrepresented Employees; and WHEREAS, in order to efficiently administer the salaries and wages it is beneficial to have a consolidated salary schedule which displays all authorized salaries for regular positions in a single document; and
WHEREAS, included in the Memorandum of Understanding revisions is a salary increase of five percent (5%) applied to the monthly salary of represented positions effective July 2, 2022; and
WHEREAS, the Unrepresented Employees will receive a salary increase of five percent (5%) applied to the monthly salary of unrepresented positions effective July 2, 2022; and
WHEREAS, the revised salaries effective for the Fiscal Year 2022-2023 have been calculated and are included in a Consolidated Salary Schedule attached hereto; and WHEREAS, the Memorandum of Understanding includes two subsequent salary adjustments on July 1, 2023 and July 13, 2024, which will be presented for City Council as part of a Consolidated Salary Schedule prior to the effective dates; and WHEREAS, the adopted Fiscal Year 2022-2023 Budget, adopted on June 15, 2021, includes sufficient funding to implement the proposed salary adjustments presented in the attached schedule.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orinda does hereby amend the current Consolidated Salary Schedule for General Employee and Unrepresented positions effective July 2, 2022 attached hereto and by reference made a part hereof.

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Packet Pg. 113 Attachment: Resolution 35-22 Amending Consolidated Salary Schedule (2844 : Terms and Condition of Employment Unrepresented Employee Approved and adopted by the City Council of the City of Orinda at a regular meeting on July 5, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Dennis Fay, Mayor
ATTEST:

Sheri Marie Smith, City Clerk
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Packet Pg. 114 Attachment: Resolution 35-22 Amending Consolidated Salary Schedule (2844 : Terms and Condition of Employment Unrepresented Employee City of Orinda
Consolidated Salary Schedule
Effective July 2, 2022*
DRAFT ‐ Resolution No. 35‐22
* Exception ‐ contract position no change
Prepared June 22, 2022
Minimum Maximum Monthly Hourly Monthly Hourly Monthly Hourly Accountant 7/2/2022 General 7,001.80 8,543.54 7,001.80 40.40 7,071.82 40.80 7,142.54 41.21 Accounting Technician I 7/2/2022 General 4,798.72 5,855.35 4,798.72 27.68 4,846.71 27.96 4,895.16 28.24 Accounting Technician II 7/2/2022 General 5,133.19 6,263.46 5,133.19 29.61 5,184.52 29.91 5,236.35 30.21 Accounting Technician III 7/2/2022 General 5,647.17 6,890.60 5,647.17 32.58 5,703.62 32.91 5,760.66 33.23 Administrative Assistant I 7/2/2022 General 4,521.08 5,516.58 4,521.08 26.08 4,566.29 26.34 4,611.96 26.61 Administrative Assistant II 7/2/2022 General 4,837.46 5,902.62 4,837.46 27.91 4,885.83 28.19 4,934.70 28.47 Administrative Services Director 7/2/2022 Unrep 14,125.17 17,235.38 14,125.17 81.49 14,266.42 82.31 14,409.09 83.13 Asst City Manager/Dir of PW 7/2/2022 Unrep 14,041.18 17,132.91 14,041.18 81.01 14,181.59 81.82 14,323.41 82.64 Assistant Engineer 7/2/2022 General 8,838.11 10,784.18 8,838.11 50.99 8,926.49 51.50 9,015.76 52.01 Assistant Planner 7/2/2022 General 7,752.08 9,459.01 7,752.08 44.72 7,829.60 45.17 7,907.90 45.62 Associate Engineer 7/2/2022 General 9,454.94 11,536.81 9,454.94 54.55 9,549.49 55.09 9,644.97 55.64 Associate Planner 7/2/2022 General 8,295.76 10,122.39 8,295.76 47.86 8,378.71 48.34 8,462.50 48.82 City Clerk 7/2/2022 Unrep 9,596.23 11,709.24 9,596.23 55.36 9,692.19 55.92 9,789.12 56.48 City Engineer 7/2/2022 Unrep 10,919.69 13,324.09 10,919.69 63.00 11,028.87 63.63 11,139.18 64.26 Community Services Officer 7/2/2022 General 5,469.42 6,673.73 5,469.42 31.55 5,524.10 31.87 5,579.35 32.19 Director of Parks & Recreation 7/2/2022 Unrep 11,227.38 13,699.53 11,227.38 64.77 11,339.64 65.42 11,453.05 66.08 Director of Planning 7/2/2022 Unrep 12,525.82 15,283.89 12,525.82 72.26 12,651.07 72.99 12,777.59 73.72 Director of Public Works 7/2/2022 Unrep 13,372.55 16,317.05 13,372.55 77.15 13,506.28 77.92 13,641.34 78.70 Facility & Parks Supervisor 7/2/2022 Unrep 7,779.68 9,492.69 7,779.68 44.88 7,857.48 45.33 7,936.06 45.78 Facility Maintenance Worker I 7/2/2022 General 5,218.43 6,367.46 5,218.43 30.11 5,270.59 30.41 5,323.30 30.71 Facility Maintenance Worker II 7/2/2022 General 5,585.16 6,814.96 5,585.16 32.22 5,641.02 32.54 5,697.42 32.87 Human Resources Manager 7/2/2022 Unrep 8,973.28 10,949.12 8,973.28 51.77 9,063.02 52.29 9,153.66 52.81 Maintenance Worker I 7/2/2022 General 5,218.43 6,367.46 5,218.43 30.11 5,270.59 30.41 5,323.30 30.71 Maintenance Worker II 7/2/2022 General 5,585.16 6,814.96 5,585.16 32.22 5,641.02 32.54 5,697.42 32.87 Maintenance Worker III 7/2/2022 General 6,143.03 7,495.67 6,143.03 35.44 6,204.46 35.79 6,266.52 36.15 Management Analyst I 7/2/2022 Unrep 7,623.70 9,302.35 7,623.70 43.98 7,699.93 44.42 7,776.93 44.87 Management Analyst II 7/2/2022 Unrep 8,159.04 9,955.59 8,159.04 47.07 8,240.63 47.54 8,323.02 48.02 Office Assistant 7/2/2022 General 3,941.26 4,809.09 3,941.26 22.74 3,980.67 22.97 4,020.49 23.20 Planning Technician 7/2/2022 General 5,550.30 6,772.42 5,550.30 32.02 5,605.79 32.34 5,661.86 32.66 Public Works Inspector 7/2/2022 General 7,363.38 8,984.71 7,363.38 42.48 7,437.01 42.91 7,511.39 43.33 Public Works Supervisor 7/2/2022 Unrep 7,779.68 9,492.69 7,779.68 44.88 7,857.48 45.33 7,936.06 45.78 Recreation Coordinator 7/2/2022 General 5,519.30 6,734.61 5,519.30 31.84 5,574.50 32.16 5,630.25 32.48 Recreation Manager 7/2/2022 Unrep 9,240.38 11,275.02 9,240.38 53.31 9,332.77 53.84 9,426.10 54.38 Recreation Supervisor I 7/2/2022 General 6,112.05 7,457.87 6,112.05 35.26 6,173.17 35.61 6,234.89 35.97 Recreation Supervisor II 7/2/2022 Unrep 6,723.17 8,203.55 6,723.17 38.79 6,790.40 39.18 6,858.30 39.57 Senior Accountant 7/2/2022 Unrep 9,021.75 11,008.24 9,021.75 52.05 9,111.96 52.57 9,203.08 53.09 Senior Administrative Assistant 7/2/2022 General 5,321.73 6,493.53 5,321.73 30.70 5,374.95 31.01 5,428.69 31.32 Senior Engineer 7/2/2022 Unrep 10,399.70 12,689.61 10,399.70 60.00 10,503.70 60.60 10,608.75 61.20 Senior Management Analyst 7/2/2022 Unrep 8,973.28 10,949.12 8,973.28 51.77 9,063.02 52.29 9,153.66 52.81 Senior Planner 7/2/2022 Unrep 9,123.38 11,132.25 9,123.38 52.63 9,214.61 53.16 9,306.75 53.69 City Manager 1/3/2022 Contract 20,857.50 20,857.50 20,857.50 120.33 Contract ‐ No Steps Monthly Position Step A Step B Step C Position Title Effective Unit F.5.c
Packet Pg. 115 Attachment: Resolution 35-22 Amending Consolidated Salary Schedule (2844 : Terms and Condition of Employment Unrepresented Employee City of Orinda
Consolidated Salary Schedule
Effective July 2, 2022*
DRAFT ‐ Resolution No. 35‐22
* Exception ‐ contract position no ch
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Administrative Services Director
Asst City Manager/Dir of PW
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
City Clerk
City Engineer
Community Services Officer
Director of Parks & Recreation
Director of Planning
Director of Public Works
Facility & Parks Supervisor
Facility Maintenance Worker I
Facility Maintenance Worker II
Human Resources Manager
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Management Analyst I
Management Analyst II
Office Assistant
Planning Technician
Public Works Inspector
Public Works Supervisor
Recreation Coordinator
Recreation Manager
Recreation Supervisor I
Recreation Supervisor II
Senior Accountant
Senior Administrative Assistant
Senior Engineer
Senior Management Analyst
Senior Planner
City Manager
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly 7,213.96 41.62 7,286.10 42.04 7,358.96 42.46 7,432.55 42.88 7,506.88 43.31 4,944.12 28.52 4,993.57 28.81 5,043.50 29.10 5,093.94 29.39 5,144.88 29.68 5,288.72 30.51 5,341.62 30.82 5,395.03 31.13 5,448.98 31.44 5,503.47 31.75 5,818.26 33.57 5,876.45 33.90 5,935.22 34.24 5,994.57 34.58 6,054.52 34.93 4,658.07 26.87 4,704.65 27.14 4,751.70 27.41 4,799.21 27.69 4,847.21 27.96 4,984.04 28.75 5,033.88 29.04 5,084.22 29.33 5,135.06 29.63 5,186.41 29.92 14,553.17 83.96 14,698.70 84.80 14,845.69 85.65 14,994.15 86.50 15,144.09 87.37 14,466.64 83.46 14,611.31 84.30 14,757.41 85.14 14,904.98 85.99 15,054.04 86.85 9,105.92 52.53 9,196.98 53.06 9,288.95 53.59 9,381.86 54.13 9,475.66 54.67 7,986.97 46.08 8,066.85 46.54 8,147.51 47.00 8,229.00 47.48 8,311.28 47.95 9,741.43 56.20 9,838.85 56.76 9,937.23 57.33 10,036.61 57.90 10,136.96 58.48 8,547.11 49.31 8,632.60 49.80 8,718.92 50.30 8,806.10 50.80 8,894.16 51.31 9,887.01 57.04 9,985.89 57.61 10,085.74 58.19 10,186.61 58.77 10,288.46 59.36 11,250.56 64.91 11,363.07 65.56 11,476.69 66.21 11,591.46 66.87 11,707.38 67.54 5,635.14 32.51 5,691.50 32.84 5,748.41 33.16 5,805.90 33.50 5,863.95 33.83 11,567.59 66.74 11,683.26 67.40 11,800.09 68.08 11,918.09 68.76 12,037.26 69.45 12,905.37 74.45 13,034.43 75.20 13,164.76 75.95 13,296.41 76.71 13,429.37 77.48 13,777.75 79.49 13,915.53 80.28 14,054.69 81.08 14,195.24 81.90 14,337.18 82.71 8,015.43 46.24 8,095.57 46.71 8,176.52 47.17 8,258.30 47.64 8,340.87 48.12 5,376.55 31.02 5,430.32 31.33 5,484.61 31.64 5,539.45 31.96 5,594.86 32.28 5,754.39 33.20 5,811.93 33.53 5,870.06 33.87 5,928.76 34.20 5,988.05 34.55 9,245.19 53.34 9,337.65 53.87 9,431.02 54.41 9,525.34 54.95 9,620.59 55.50 5,376.55 31.02 5,430.32 31.33 5,484.61 31.64 5,539.45 31.96 5,594.86 32.28 5,754.39 33.20 5,811.93 33.53 5,870.06 33.87 5,928.76 34.20 5,988.05 34.55 6,329.18 36.51 6,392.46 36.88 6,456.39 37.25 6,520.95 37.62 6,586.17 38.00 7,854.70 45.32 7,933.23 45.77 8,012.57 46.23 8,092.71 46.69 8,173.64 47.16 8,406.26 48.50 8,490.34 48.98 8,575.23 49.47 8,660.99 49.97 8,747.58 50.47 4,060.69 23.43 4,101.30 23.66 4,142.30 23.90 4,183.73 24.14 4,225.57 24.38 5,718.49 32.99 5,775.67 33.32 5,833.41 33.65 5,891.75 33.99 5,950.68 34.33 7,586.48 43.77 7,662.36 44.21 7,738.98 44.65 7,816.38 45.09 7,894.54 45.55 8,015.43 46.24 8,095.57 46.71 8,176.52 47.17 8,258.30 47.64 8,340.87 48.12 5,686.56 32.81 5,743.42 33.14 5,800.84 33.47 5,858.86 33.80 5,917.44 34.14 9,520.37 54.93 9,615.57 55.47 9,711.72 56.03 9,808.85 56.59 9,906.94 57.16 6,297.24 36.33 6,360.23 36.69 6,423.82 37.06 6,488.06 37.43 6,552.93 37.81 6,926.89 39.96 6,996.17 40.36 7,066.12 40.77 7,136.78 41.17 7,208.15 41.59 9,295.11 53.63 9,388.06 54.16 9,481.93 54.70 9,576.75 55.25 9,672.53 55.80 5,482.97 31.63 5,537.81 31.95 5,593.18 32.27 5,649.13 32.59 5,705.61 32.92 10,714.82 61.82 10,821.96 62.43 10,930.20 63.06 11,039.50 63.69 11,149.88 64.33 9,245.19 53.34 9,337.65 53.87 9,431.02 54.41 9,525.34 54.95 9,620.59 55.50 9,399.82 54.23 9,493.82 54.77 9,588.77 55.32 9,684.63 55.87 9,781.50 56.43 Step D Step E Step F Step G Step H
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Packet Pg. 116 Attachment: Resolution 35-22 Amending Consolidated Salary Schedule (2844 : Terms and Condition of Employment Unrepresented Employee City of Orinda
Consolidated Salary Schedule
Effective July 2, 2022*
DRAFT ‐ Resolution No. 35‐22
* Exception ‐ contract position no ch
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Administrative Services Director
Asst City Manager/Dir of PW
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
City Clerk
City Engineer
Community Services Officer
Director of Parks & Recreation
Director of Planning
Director of Public Works
Facility & Parks Supervisor
Facility Maintenance Worker I
Facility Maintenance Worker II
Human Resources Manager
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Management Analyst I
Management Analyst II
Office Assistant
Planning Technician
Public Works Inspector
Public Works Supervisor
Recreation Coordinator
Recreation Manager
Recreation Supervisor I
Recreation Supervisor II
Senior Accountant
Senior Administrative Assistant
Senior Engineer
Senior Management Analyst
Senior Planner
City Manager
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly 7,581.95 43.74 7,657.77 44.18 7,734.35 44.62 7,811.65 45.07 7,889.79 45.52 5,196.32 29.98 5,248.29 30.28 5,300.78 30.58 5,353.77 30.89 5,407.31 31.20 5,558.51 32.07 5,614.09 32.39 5,670.24 32.71 5,726.93 33.04 5,784.21 33.37 6,115.06 35.28 6,176.21 35.63 6,237.98 35.99 6,300.36 36.35 6,363.35 36.71 4,895.69 28.24 4,944.65 28.53 4,994.08 28.81 5,044.03 29.10 5,094.46 29.39 5,238.27 30.22 5,290.65 30.52 5,343.57 30.83 5,397.00 31.14 5,450.97 31.45 15,295.53 88.24 15,448.48 89.13 15,602.96 90.02 15,758.99 90.92 15,916.57 91.83 15,204.58 87.72 15,356.63 88.60 15,510.19 89.48 15,665.29 90.38 15,821.95 91.28 9,570.41 55.21 9,666.11 55.77 9,762.77 56.32 9,860.40 56.89 9,959.02 57.46 8,394.38 48.43 8,478.33 48.91 8,563.12 49.40 8,648.75 49.90 8,735.23 50.40 10,238.33 59.07 10,340.73 59.66 10,444.12 60.25 10,548.57 60.86 10,654.07 61.47 8,983.11 51.83 9,072.95 52.34 9,163.67 52.87 9,255.31 53.40 9,347.86 53.93 10,391.36 59.95 10,495.26 60.55 10,600.22 61.16 10,706.21 61.77 10,813.28 62.38 11,824.45 68.22 11,942.69 68.90 12,062.13 69.59 12,182.75 70.29 12,304.58 70.99 5,922.60 34.17 5,981.83 34.51 6,041.64 34.86 6,102.06 35.20 6,163.08 35.56 12,157.62 70.14 12,279.23 70.84 12,402.00 71.55 12,526.03 72.27 12,651.29 72.99 13,563.67 78.25 13,699.31 79.03 13,836.30 79.82 13,974.67 80.62 14,114.42 81.43 14,480.55 83.54 14,625.37 84.38 14,771.61 85.22 14,919.32 86.07 15,068.54 86.93 8,424.29 48.60 8,508.53 49.09 8,593.62 49.58 8,679.54 50.07 8,766.35 50.58 5,650.80 32.60 5,707.32 32.93 5,764.37 33.26 5,822.02 33.59 5,880.23 33.92 6,047.92 34.89 6,108.41 35.24 6,169.49 35.59 6,231.18 35.95 6,293.50 36.31 9,716.78 56.06 9,813.94 56.62 9,912.09 57.19 10,011.21 57.76 10,111.32 58.33 5,650.80 32.60 5,707.32 32.93 5,764.37 33.26 5,822.02 33.59 5,880.23 33.92 6,047.92 34.89 6,108.41 35.24 6,169.49 35.59 6,231.18 35.95 6,293.50 36.31 6,652.02 38.38 6,718.55 38.76 6,785.73 39.15 6,853.59 39.54 6,922.11 39.94 8,255.36 47.63 8,337.91 48.10 8,421.29 48.58 8,505.50 49.07 8,590.58 49.56 8,835.07 50.97 8,923.43 51.48 9,012.64 52.00 9,102.78 52.52 9,193.81 53.04 4,267.83 24.62 4,310.50 24.87 4,353.60 25.12 4,397.14 25.37 4,441.10 25.62 6,010.18 34.67 6,070.27 35.02 6,130.99 35.37 6,192.29 35.72 6,254.21 36.08 7,973.49 46.00 8,053.22 46.46 8,133.74 46.93 8,215.08 47.39 8,297.25 47.87 8,424.29 48.60 8,508.53 49.09 8,593.62 49.58 8,679.54 50.07 8,766.35 50.58 5,976.63 34.48 6,036.40 34.83 6,096.75 35.17 6,157.73 35.53 6,219.30 35.88 10,006.00 57.73 10,106.05 58.30 10,207.11 58.89 10,309.18 59.48 10,412.28 60.07 6,618.47 38.18 6,684.66 38.57 6,751.50 38.95 6,819.03 39.34 6,887.21 39.73 7,280.24 42.00 7,353.03 42.42 7,426.57 42.85 7,500.83 43.27 7,575.83 43.71 9,769.25 56.36 9,866.94 56.92 9,965.62 57.49 10,065.27 58.07 10,165.93 58.65 5,762.67 33.25 5,820.30 33.58 5,878.50 33.91 5,937.29 34.25 5,996.66 34.60 11,261.38 64.97 11,374.00 65.62 11,487.74 66.28 11,602.62 66.94 11,718.65 67.61 9,716.78 56.06 9,813.94 56.62 9,912.09 57.19 10,011.21 57.76 10,111.32 58.33 9,879.29 57.00 9,978.11 57.57 10,077.88 58.14 10,178.66 58.72 10,280.45 59.31 Step I Step J Step K Step L Step M
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Packet Pg. 117 Attachment: Resolution 35-22 Amending Consolidated Salary Schedule (2844 : Terms and Condition of Employment Unrepresented Employee City of Orinda
Consolidated Salary Schedule
Effective July 2, 2022*
DRAFT ‐ Resolution No. 35‐22
* Exception ‐ contract position no ch
Prepared June 22, 2022
Accountant
Accounting Technician I
Accounting Technician II
Accounting Technician III
Administrative Assistant I
Administrative Assistant II
Administrative Services Director
Asst City Manager/Dir of PW
Assistant Engineer
Assistant Planner
Associate Engineer
Associate Planner
City Clerk
City Engineer
Community Services Officer
Director of Parks & Recreation
Director of Planning
Director of Public Works
Facility & Parks Supervisor
Facility Maintenance Worker I
Facility Maintenance Worker II
Human Resources Manager
Maintenance Worker I
Maintenance Worker II
Maintenance Worker III
Management Analyst I
Management Analyst II
Office Assistant
Planning Technician
Public Works Inspector
Public Works Supervisor
Recreation Coordinator
Recreation Manager
Recreation Supervisor I
Recreation Supervisor II
Senior Accountant
Senior Administrative Assistant
Senior Engineer
Senior Management Analyst
Senior Planner
City Manager
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly 7,968.71 45.97 8,048.39 46.43 8,128.87 46.90 8,210.16 47.37 8,292.26 47.84 5,461.39 31.51 5,516.01 31.82 5,571.16 32.14 5,626.89 32.46 5,683.15 32.79 5,842.03 33.70 5,900.46 34.04 5,959.47 34.38 6,019.06 34.73 6,079.25 35.07 6,427.00 37.08 6,491.27 37.45 6,556.17 37.82 6,621.73 38.20 6,687.95 38.58 5,145.41 29.69 5,196.87 29.98 5,248.83 30.28 5,301.31 30.58 5,354.34 30.89 5,505.48 31.76 5,560.54 32.08 5,616.14 32.40 5,672.30 32.72 5,729.03 33.05 16,075.74 92.74 16,236.50 93.67 16,398.86 94.61 16,562.85 95.55 16,728.48 96.51 15,980.17 92.19 16,139.97 93.12 16,301.38 94.05 16,464.39 94.99 16,629.04 95.94 10,058.60 58.03 10,159.19 58.61 10,260.79 59.20 10,363.38 59.79 10,467.02 60.39 8,822.58 50.90 8,910.81 51.41 8,999.92 51.92 9,089.91 52.44 9,180.82 52.97 10,760.61 62.08 10,868.21 62.70 10,976.88 63.33 11,086.66 63.96 11,197.52 64.60 9,441.34 54.47 9,535.74 55.01 9,631.10 55.56 9,727.41 56.12 9,824.69 56.68 10,921.42 63.01 11,030.64 63.64 11,140.94 64.27 11,252.35 64.92 11,364.87 65.57 12,427.61 71.70 12,551.90 72.41 12,677.42 73.14 12,804.19 73.87 12,932.23 74.61 6,224.72 35.91 6,286.96 36.27 6,349.82 36.63 6,413.33 37.00 6,477.46 37.37 12,777.80 73.72 12,905.57 74.46 13,034.64 75.20 13,164.98 75.95 13,296.64 76.71 14,255.57 82.24 14,398.11 83.07 14,542.10 83.90 14,687.52 84.74 14,834.40 85.58 15,219.21 87.80 15,371.39 88.68 15,525.10 89.57 15,680.36 90.46 15,837.17 91.37 8,854.00 51.08 8,942.55 51.59 9,031.97 52.11 9,122.31 52.63 9,213.51 53.15 5,939.04 34.26 5,998.44 34.61 6,058.43 34.95 6,119.00 35.30 6,180.18 35.65 6,356.43 36.67 6,419.99 37.04 6,484.20 37.41 6,549.04 37.78 6,614.53 38.16 10,212.44 58.92 10,314.56 59.51 10,417.70 60.10 10,521.88 60.70 10,627.11 61.31 5,939.04 34.26 5,998.44 34.61 6,058.43 34.95 6,119.00 35.30 6,180.18 35.65 6,356.43 36.67 6,419.99 37.04 6,484.20 37.41 6,549.04 37.78 6,614.53 38.16 6,991.34 40.33 7,061.25 40.74 7,131.87 41.15 7,203.19 41.56 7,275.22 41.97 8,676.47 50.06 8,763.25 50.56 8,850.87 51.06 8,939.37 51.57 9,028.77 52.09 9,285.75 53.57 9,378.61 54.11 9,472.39 54.65 9,567.12 55.19 9,662.78 55.75 4,485.53 25.88 4,530.38 26.14 4,575.69 26.40 4,621.45 26.66 4,667.66 26.93 6,316.75 36.44 6,379.93 36.81 6,443.71 37.18 6,508.15 37.55 6,573.25 37.92 8,380.22 48.35 8,464.03 48.83 8,548.65 49.32 8,634.14 49.81 8,720.47 50.31 8,854.00 51.08 8,942.55 51.59 9,031.97 52.11 9,122.31 52.63 9,213.51 53.15 6,281.49 36.24 6,344.30 36.60 6,407.75 36.97 6,471.82 37.34 6,536.54 37.71 10,516.40 60.67 10,621.56 61.28 10,727.78 61.89 10,835.06 62.51 10,943.42 63.14 6,956.08 40.13 7,025.64 40.53 7,095.89 40.94 7,166.85 41.35 7,238.51 41.76 7,651.60 44.14 7,728.12 44.59 7,805.40 45.03 7,883.44 45.48 7,962.28 45.94 10,267.59 59.24 10,370.25 59.83 10,473.96 60.43 10,578.71 61.03 10,684.50 61.64 6,056.62 34.94 6,117.20 35.29 6,178.35 35.64 6,240.15 36.00 6,302.55 36.36 11,835.83 68.28 11,954.22 68.97 12,073.73 69.66 12,194.47 70.35 12,316.43 71.06 10,212.44 58.92 10,314.56 59.51 10,417.70 60.10 10,521.88 60.70 10,627.11 61.31 10,383.24 59.90 10,487.07 60.50 10,591.96 61.11 10,697.88 61.72 10,804.86 62.34 Step N Step O Step P Step Q Step R
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Packet Pg. 118 Attachment: Resolution 35-22 Amending Consolidated Salary Schedule (2844 : Terms and Condition of Employment Unrepresented Employee City of Orinda
Consolidated Salary Schedule
Effective July 2, 2022*
DRAFT ‐ Resolution No. 35‐22
* Exception ‐ contract position noc
h
Prepared June 22, 2022
Accountant
Accounting TechnicianI
Accounting Technician II
Accounting Technician III
Administrative AssistantI
Administrative Assistant II
Administrative Services Directo
r
Asst City Manager/Dir of PW
Assistant Engineer
Assistant Planner
Associate Enginee
r
Associate Planner
City Clerk
City Engineer
Community Services Officer
Director of Parks& Recreation
Director of Planning
Director of Public Works
Facility& Parks Supervisor
Facility Maintenance WorkerI
Facility Maintenance Worker II
Human Resources Manage
r
Maintenance WorkerI
Maintenance Worker II
Maintenance Worker III
Management AnalystI
Management Analyst II
Office Assistant
Planning Technician
Public Works Inspecto
r
Public Works Supervisor
Recreation Coordinator
Recreation Manager
Recreation SupervisorI
Recreation Supervisor II
Senior Accountant
Senior Administrative Assistant
Senior Enginee
r
Senior Management Analyst
Senior Planner
City Manager
Position Title
Monthly Hourly Monthly Hourly Monthly Hourly
8,375.20 48.32 8,458.94 48.80 8,543.54 49.29
5,739.96 33.12 5,797.37 33.45 5,855.35 33.78
6,140.04 35.42 6,201.45 35.78 6,263.46 36.14
6,754.83 38.97 6,822.39 39.36 6,890.60 39.75
5,407.88 31.20 5,461.95 31.51 5,516.58 31.83
5,786.31 33.38 5,844.17 33.72 5,902.62 34.05
16,895.77 97.48 17,064.73 98.45 17,235.38 99.43
16,795.33 96.90 16,963.29 97.87 17,132.91 98.84
10,571.69 60.99 10,677.41 61.60 10,784.18 62.22
9,272.63 53.50 9,365.36 54.03 9,459.01 54.57
11,309.51 65.25 11,422.59 65.90 11,536.81 66.56
9,922.93 57.25 10,022.17 57.82 10,122.39 58.40
11,478.53 66.22 11,593.30 66.88 11,709.24 67.55
13,061.55 75.36 13,192.16 76.11 13,324.09 76.87
6,542.24 37.74 6,607.65 38.12 6,673.73 38.50
13,429.61 77.48 13,563.88 78.25 13,699.53 79.04
14,982.74 86.44 15,132.58 87.30 15,283.89 88.18
15,995.53 92.28 16,155.50 93.20 16,317.05 94.14
9,305.65 53.69 9,398.71 54.22 9,492.69 54.77
6,242.01 36.01 6,304.42 36.37 6,367.46 36.74
6,680.68 38.54 6,747.49 38.93 6,814.96 39.32
10,733.37 61.92 10,840.70 62.54 10,949.12 63.17
6,242.01 36.01 6,304.42 36.37 6,367.46 36.74
6,680.68 38.54 6,747.49 38.93 6,814.96 39.32
7,347.98 42.39 7,421.46 42.82 7,495.67 43.24
9,119.07 52.61 9,210.25 53.14 9,302.35 53.67
9,759.41 56.30 9,857.01 56.87 9,955.59 57.44
4,714.33 27.20 4,761.48 27.47 4,809.09 27.74
6,638.98 38.30 6,705.35 38.68 6,772.42 39.07
8,807.68 50.81 8,895.76 51.32 8,984.71 51.83
9,305.65 53.69 9,398.71 54.22 9,492.69 54.77
6,601.91 38.09 6,667.93 38.47 6,734.61 38.85
11,052.86 63.77 11,163.37 64.40 11,275.02 65.05
7,310.91 42.18 7,384.02 42.60 7,457.87 43.03
8,041.91 46.40 8,122.32 46.86 8,203.55 47.33
10,791.32 62.26 10,899.24 62.88 11,008.24 63.51
6,365.57 36.72 6,429.22 37.09 6,493.53 37.46
12,439.57 71.77 12,563.97 72.48 12,689.61 73.21
10,733.37 61.92 10,840.70 62.54 10,949.12 63.17
10,912.91 62.96 11,022.03 63.59 11,132.25 64.22
Step S Step T StepU
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Packet Pg. 119 Attachment: Resolution 35-22 Amending Consolidated Salary Schedule (2844 : Terms and Condition of Employment Unrepresented Employee City Council
Staff Report
Agenda Item: H.1
Date: July 5, 2022
Department: Planning Department
AGENDA TITLE: City of Orinda Draft Safety Element & Introduction of AB 747 Evacuation Analysis
RECOMMENDATION:

Staff recommends the City Council receive the report, take public testimony, and provide feedback on the draft Safety Element and AB 747 evacuation analysis.

BACKGROUND:

Every jurisdiction in California is required to have an adopted General Plan that serves as the blueprint for the community’s vision. The General Plan is made up of multiple required chapters or “elements”, including the Safety Element.

The Safety Element must identify natural and man-made hazards that may result in personal injury, loss of life, property damage, or environmental damages. Based on the identified hazards, the Safety Element establishes goals and policies to reduce, to the greatest extent, the risk of injury, death, property loss, and other hardships associated with these hazards. These hazards include fire and smoke concerns, evacuations, seismic hazards, landslides, flooding, and more.

Orinda’s Safety Element was adopted as part of the General Plan in 1987. Other than an amendment to the Safety Element in 2011 to incorporate policies related to the Local Hazard Mitigation Plan (LHMP), there has not been a comprehensive update to the Safety Element since 1987.

There have been a number of updates to state legislation in recent years related to Safety Elements. Some of the key updates include:
 SB 1035 - Every jurisdiction in California must update their Safety Element upon each revision of the Housing Element or LHMP, but not less than once every 8 years. Orinda is updating its Safety Element as part of the Housing Element update to meet this requirement.
 SB 1241 - Increased requirements for flood and wildfire sections. Responsible agencies must be identified for protecting against these hazards and ensuring continued coordination.
 SB 379 - Requires jurisdictions to prepare a vulnerability assessment to identify the risks from climate change hazards. Jurisdictions are also required to develop adaptation and resilience goals, policies, and implementation actions to increase community adaptation and build resilience.

DISCUSSION:

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The draft Safety Element and Vulnerability Assessment were released for public review on June 7th. The draft Safety Element (Attachment A) is comprised of four main parts:

1. Overview
The first chapter of the Safety Element describes the overview purpose and content, the role of the Moraga-Orinda Fire District, the Safety Element’s relationship to other existing plans, and describes the results of the Vulnerability Assessment.

2. Public Safety Issues
The existing and likely future hazardous conditions in Orinda are discussed in this chapter. The existing and likely hazards include emergency preparedness, flood and inundation hazards, seismic and geologic hazards, fire hazards, hazardous waste and materials, and additional climate-related hazards. A series of maps are included in this section to identify specific areas of the city that are impacted by these hazardous conditions.

3. Goals, Policies, and Actions
Goals and policies are included for each identified hazard. A total of 30 implementation actions are identified to address the goals and policies of the Safety Element.

4. Appendix A: Vulnerability Assessment Results
A summary of the Vulnerability Assessment results are included in a table in the Safety Element appendix. The Vulnerability Assessment includes a scoring of 0-5 for each identified population or asset to determine how susceptible it is to harm from an identified hazard.

The draft Vulnerability Assessment (Attachment B) is made up of five chapters:

1. Introduction
The introduction includes a description of Orinda’s existing conditions and lists relevant state legislation.

2. Climate Change in Orinda
The impact of climate change and how climate change is modeled for different scenarios is described in this chapter.

3. Orinda Vulnerability Assessment
The Vulnerability Assessment was developed based on four main steps:
 Step 1 - Identify Exposure:

Identify the community’s exposure to current and projected climate change hazards. The identified hazards include drought, extreme heat and warm nights, flooding, human health hazards, landslides, severe weather, and wildfire and smoke.
 Step 2 - Identify Sensitivities and Potential Impacts:

Identify a comprehensive list of population and assets to evaluate the potential future climate change impacts to the identified groups.

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 Step 3 - Assess Adaptive Capacity:

Evaluate each population and asset’s adaptive capacity based on a series of questions including existing programs and policies, existing barriers that limit response or recovery, and alternative resources available to residents.
 Step 3 - Prioritize Vulnerability Scoring:

The impact and adaptive capacity scores for each population and asset are then used to determine a vulnerability score.

4. Safety Element Update Implications
The implications that affect the City’s ability to address vulnerability and adaptation through policies are discussed. This includes equity and uncertainty, opportunities, and resiliency in other plans, programs, and projects.

5. Conclusion
The Vulnerability Assessment concludes by discussing its role in the Safety Element.

Coordination with MOFD and CalFire
The Safety Element update requires review from both the Moraga-Orinda Fire District (MOFD) and CalFire. City staff and the consultant team met with both MOFD and CalFire prior to drafting the Safety Element to obtain early feedback. The admin draft Safety Element was submitted to MOFD and their feedback has been incorporated into the public review draft Safety Element that is attached. The draft Safety Element will be submitted to CalFire following this meeting and their feedback will be incorporated into the next draft of the Safety Element.

Evacuation Analysis (AB 747)
On March 15, 2022, the City Council approved a contract amendment with Placeworks for additional evacuation route analysis as part of the Safety Element. As established by AB 747 in 2019 and amended by AB 1409 in 2021, local governments are required to identify evacuation routes and evaluate their capacity, safety, and viability under a range of emergency scenarios. While this additional evacuation analysis would only be triggered by an update to the Local Hazard Mitigation Plan (LHMP), given community concerns about evacuations, the Council approved the contract amendment to complete this analysis as part of the Safety Element. The approved scope of work for the evacuation analysis is included as an attachment. The evacuation analysis will be comprised of two parts:

1. Identification of emergency scenarios, analysis of expected intersection and roadway constraints, and analysis of vulnerable locations; and

2. Reporting, mapping, and development of web-based map applications for public consumption and outreach.

The evacuation analysis will begin by identifying key disaster scenarios based on fire and landslide hazards. The identified disaster scenarios will then be modeled to assess a variety of factors including congestion thresholds, demographics, critical evacuation facilities, and timing and intensity of the potential scenarios.

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The final report will detail the method for identifying constrained intersections and for identifying vulnerable residential occasions, summarize results of the analysis, display relevant demographic statistics and maps of vulnerable locations and constrained intersections, and provide recommendations based on analysis results.

It is anticipated that a draft of the evacuation analysis will be available in October. There will also be study sessions with the Planning Commission and/or City Council as draft material is prepared.

Outreach
Public participation is an important component of the Safety Element to obtain input and feedback from the community. Community engagement activities that have occurred to date include:
 Public Workshop - A community workshop was held on November 3, 2021 to provide background on the Safety Element update and included breakout rooms to facilitate small group discussion.
 Survey - An online survey was conducted in December 2021 to learn about residents’ experience with natural disasters and what steps residents are taking to be better prepared. A total of 208 responses were received in the online survey.
 SSTOC Meeting - On February 9, 2022, staff and the consultant team presented the components of the Safety Element, results of the survey, and introduced the project timeline to the Supplemental Sales Tax Oversight Commission (SSTOC).  Planning Commission Meeting - On June 14, 2022, the draft Safety Element and Vulnerability Assessment Report was presented to the Planning Commission for feedback. The draft meeting minutes are included as an attachment.  Email Notifications & Social Media - Members of the public who sign-up for email notifications on the Plan Orinda website receive emails of upcoming events and community engagement activities. In addition, regular updates of upcoming Safety Element events are included in the Orinda Outlook weekly newsletter and posted on NextDoor.

CEQA
One Program Environmental Impact Report (EIR) document will be prepared for the Downtown Precise Plan, Housing Element, and Safety Element, collectively referred to as the Plan Orinda project. The EIR will inform the decision makers and public of significant environmental effects, identify possible ways to minimize significant impacts, and describe reasonable alternatives to the project. The EIR is currently being drafted and is anticipated to be available for public review in late July/early August 2022.

NEXT STEPS:

The feedback received from the City Council, Planning Commission, and members of the public will be incorporated in the next draft of the Safety Element. It is anticipated that the Safety Element will be adopted concurrently with the Housing Element at the end of the year.

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FISCAL IMPACT:

The PlaceWorks contract for the Safety Element work is funded through the long-range planning fund (Fund 612). The AB 747 Evacuation Analysis is funded through the Addon One Cent Sales Tax Measure (Measure R/Fund 106).

ATTACHMENTS:

A. Draft Safety Element
B. Draft Vulnerability Assessment Report
C. AB 747 Evacuation Analysis - Scope of Work
D. June 14, 2022 - Draft Planning Commission Minutes Excerpt Respectfully Submitted by:

Drummond Buckley
Director of Planning
Prepared By: Winnie Mui, Associate Planner
Approved by:

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City of Orinda
Safety Element
Screencheck Draft
June 2022
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Packet Pg. 125 Attachment: Draft Safety Element (2843 : Draft Safety Element & Evacuation Analysis Introduction) City of Orinda
Safety Element
Screencheck Draft
June 2022
www.placeworks.com
Prepared By: PlaceWorks
2040 Bancroft Way, Suite 400
Berkeley, California 94704
t 510.848.3815
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Packet Pg. 126 Attachment: Draft Safety Element (2843 : Draft Safety Element & Evacuation Analysis Introduction)

CITY OF ORINDA SAFETY ELEMENT
June 7, 2022 i

TABLE OF CONTENTS

1. Overview..........................................................................................................................1

1.1 Purpose and Content..........................................................................................................1

1.2 Moraga-Orinda Fire District Responsibility for Fire Protection in Orinda ...............2

1.3 Relationship to Other Local Plans and Codes................................................................2

1.4 Community Profile..............................................................................................................7

1.5 Climate Change Vulnerability............................................................................................7

2. Public Safety Issues .......................................................................................................11

2.1 Emergency Preparation and Response ..........................................................................11

2.2 Flood and Inundation Hazards.......................................................................................16

2.3 Seismic and Geologic Hazards........................................................................................23

2.4 Fire Hazards.......................................................................................................................33

2.5 Hazardous Waste and Materials......................................................................................41

2.6 Additional Climate-Related Hazards..............................................................................43

3. Goals, Policies, and Actions........................................................................................ 50

3.1 Emergency Preparation and Response ..........................................................................50

3.2 Flood and Inundation Hazards.......................................................................................51

3.3 Seismic and Geologic Hazards........................................................................................52

3.4 Fire Hazards.......................................................................................................................54

3.5 Hazardous Waste and Materials......................................................................................55

3.6 Additional Climate-Related Hazards..............................................................................56 Appendix
Appendix A: Vulnerability Assessment Results.............................................................................64 Tables
Table 1 Implementation Measures................................................................................................58 Figures
Figure 1 Residential Parcels with Evacuation Constraints..........................................................14 Figure 2 Evacuation Routes............................................................................................................15 Figure 3 Flood Hazard Zones.........................................................................................................17 Figure 4 Dam Inundation................................................................................................................21 Figure 5 Regional Fault Lines .........................................................................................................27 Figure 6 Liquefaction Hazard Zones.............................................................................................29 Figure 7 Landslide Susceptibility ....................................................................................................31 Figure 8 Wildfire Hazard Severity Zones......................................................................................37 Figure 9 Wildland-Urban Interface Zones....................................................................................38 Figure 10Historic Wildfire Burned Areas.......................................................................................40 H.1.a
Packet Pg. 127 Attachment: Draft Safety Element (2843 : Draft Safety Element & Evacuation Analysis Introduction)

CITY OF

ORINDA SAFETY ELEMENT
June 7, 2022 ii
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Packet Pg. 128 Attachment: Draft Safety Element (2843 : Draft Safety Element & Evacuation Analysis Introduction)

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1. OVERVIEW

1.1 Purpose and Content
The Safety Element is a state-mandated General Plan element that must identify potential natural and human-created hazards that could affect the City of Orinda’s (City’s) residents, businesses, and services. The purpose of the Safety Element is to establish a framework that anticipates these hazards and prepares the community to minimize exposure to these risks.

The Safety Element conveys the City’s goals, policies, and actions to minimize the hazards to safety in and around Orinda. It identifies the natural and human-caused hazards that affect existing and future development, describes present and expected future conditions, and sets policies and standards for improved public safety. This includes efforts to minimize physical harm to the buildings and infrastructure in and around Orinda to reduce damage to local economic systems, community services, and ecosystems.

Some degree of risk is inevitable because the potential for many disasters cannot be eliminated completely, and the ability to predict such disasters is limited.

The Safety Element serves the following functions:
• Develops a framework by which safety considerations are introduced into the land use planning process.
• Facilitates the identification and mitigation of hazards for new development, and thus strengthens existing codes, project review, and permitting processes. • Presents policies directed at identifying and reducing hazards in existing development. • Strengthens earthquake, flood, dam inundation, and wildland fire preparedness planning and post-disaster reconstruction policies.
• Identifies how natural and climate-related hazards are likely to increase in frequency and intensity in the future and provides policies to increase community resilience through preparedness and adaptation.

The Safety Element addresses the topic of public health and safety following state requirements, as presented in Section 65302(g) of the California Government Code. State law requires that the Safety Element contains background information and policies to address multiple natural hazards, analyze the vulnerabilities from climate change and contain policies to improve climate change resilience, and assess residential areas with evacuation constraints. The public safety issues in Orinda include emergency preparedness and response, flood and inundation hazards, seismic and geologic hazards, fire hazards, hazardous waste and materials, as well as other climate-related hazards, such as drought, extreme heat, and severe weather. The Safety Element identifies goals and policies for each of these hazards.

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1.2 Moraga-Orinda Fire District Responsibility for Fire Protection in Orinda
The Moraga-Orinda Fire District (MOFD) provides fire protection and paramedic services in Orinda.

MOFD was formed on July 1, 1997, as a fully integrated, independent special district. It was formed through the consolidation of the Moraga Fire Protection District and the Orinda Fire Protection District to provide more efficient fire protection and emergency medical services to the communities of Moraga and Orinda and the surrounding unincorporated areas, including the communities of Canyon and Bollinger Canyon.

MOFD encompasses 42 square miles, protecting approximately 38,500 residents in a combination of urban city centers; consisting of a combination of metropolitan, urban, suburban, and rural residential housing density areas; a major college campus; and a mix of large regional parks, open spaces, reservoirs, and recreation areas.

MOFD provides professional fire protection services to the communities of Moraga, Orinda, and Canyon. The City of Orinda also maintains a comprehensive Automatic Aid Agreement for fire protection and emergency medical aid services with neighboring agencies, including Contra Costa Fire Protection District, Berkeley Fire Department, Oakland Fire Department, the El CerritoKensington Fire Department, and CAL FIRE. The City of Orinda is signatory to the California Mutual Aid Fire Protection System (Coastal Region [Mutual Aid Region II]). The mutual aid agreement covers fire, police, medical, communication, and transportation services and facilities. Alameda County is the Regional Mutual Air Coordinator for Law and Emergency Medical Services and Contra Costa County is the Regional Mutual Aid Coordinator for Fire. This agreement was established to aid with major emergency incidents anywhere in the state. Orinda also participates in state and local mutual aid agreements for emergency management, coroner, and petrochemical response services; and with the Red Cross, California Resiliency Alliance, Volunteer Center of the East Bay, and Contra Costa Crisis Center.

1.3 Relationship to Other Local Plans and Codes
The Orinda Safety Element does not exist in a vacuum but is instead one of several plans that address community public safety and related topics. These other plans include other General Plan elements, the Contra Costa County Local Hazard Mitigation Plan, the Contra Costa Countywide Community Wildfire Protection Plan, the Moraga-Orinda Fire District Community Wildfire Protection Plan, and various local regulations. The Safety Element should be consistent with these other plans to minimize conflicts between documents and ensure that the City has a unified strategy to address public safety issues. The Safety Element incorporates information, technical analyses, and policies from these other documents where appropriate to help support this consistency.

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General Plan Elements
The Orinda General Plan was adopted in 1987. It includes an introduction and four chapters, which cover seven state-mandated elements:
• Land Use and Circulation Chapter (containing the Land Use Element; the Open Space, Parks, Schools, and Utilities Element; and the Circulation Element) • Housing Element
• Environmental Resources Chapter (containing the Conservation Element, the Safety Element, and the Noise Element)
• Growth Management Element
The Safety Element provides policy direction and designs safety improvements that complement the intent and policies of other General Plan elements. Crucial relationships exist between the Safety Element and the other General Plan elements. How land uses are determined in areas prone to natural hazards, what regulations limit development in these areas, and how hazards are mitigated for existing development, are all among issues that tie the elements together. For instance, the Land Use and Circulation Chapter diagrams and policies must consider the potential for various hazards identified in the Safety Element and must be consistent with the policies to address those hazards.

The Conservation Element in the Environmental Resources Chapter is also closely tied to the Safety Element. Floodplains, for example, are not only hazard areas, but often serve as sensitive habitat for threatened or endangered species or provide recreation or passive open space opportunities for residents and visitors. As such, flood and inundation policies balance the need to protect public health and safety with the need to protect habitat and open space. Safety Element policies, especially those concerning evacuation routes and critical facilities, must also be consistent with those of the Land Use and Circulation Chapter. State Route 24 is Orinda’s primary evacuation route, supported by routes designated as major or primary arterials in the city. This Safety Element is consistent with the other elements of the Orinda General Plan.

Contra Costa County Local Hazard Mitigation Plan
In collaboration with the City and other local agencies and special districts, the County of Contra Costa prepared the 2018 Local Hazard Mitigation Plan (LHMP) in accordance with the federal Disaster Mitigation Act of 2000 and the Federal Emergency Management Agency’s (FEMA’s) LHMP guidance.

Contra Costa County’s LHMP is a plan that assesses hazard vulnerabilities from natural and humancaused hazards, including risk to people and facilities, and identifies mitigation actions to reduce or eliminate hazard risks in Contra Costa County, including in incorporated communities. The LHMP includes a dedicated annex for Orinda, which discusses Orinda’s characteristics and history, development trends, hazard mitigation capabilities, integration with other hazard mitigation planning efforts, and vulnerabilities of specific facilities and infrastructure. The mitigation actions in the LHMP include both short-term and long-term strategies, and involve planning, policy changes, programs, projects, and other activities. These mitigation actions are identified based on assessments of hazards, vulnerabilities, and risks and the participation of a wide range of stakeholders and the public in the planning process. Local governments are required to develop a hazard mitigation plan as a condition for receiving certain types of non-emergency disaster assistance.

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The LHMP and Safety Element address similar issues, but the Safety Element provides a higher-level framework and set of policies that pertain to the safety of the city, while the LHMP focuses on more specific mitigation, often short-term, actions to enable jurisdictions to better protect lives, property, and natural systems. The LHMP, as its name implies, focuses on mitigation-related actions, while the Safety Element also includes policies related to emergency response, recovery, and preparation activities. LHMPs form the foundation for a community’s long-term strategy to reduce disaster losses and break the cycle of disaster damage, reconstruction, and repeated damage. The current 2018 LHMP, certified by FEMA, is incorporated into this Safety Element by reference, as permitted by California Government Code Section 65302.6.

Contra Costa Countywide Community Wildfire Protection Plan In collaboration with the Contra Costa County Fire Chiefs Association, Hills Emergency Forum, and stakeholder committee members, the Diablo Fire Safe Council prepared and published the 2019 Contra Costa Countywide Community Wildfire Protection Plan (CWPP). The Contra Costa Countywide CWPP is the result of an area-wide planning effort. It provides a snapshot of current wildfire protection challenges and capabilities, identifies, and prioritizes areas for hazardous fuel reduction, and recommends types and methods of vegetation management that may help protect the affiliated communities from wildfire losses. The goal of the plan is to reduce hazards through increased information and education about wildfires, hazardous fuels reduction, actions to reduce structure ignitability and other recommendations to assist emergency preparedness and fire-suppression efforts. Most notably, it is intended to help facilitate a coordinated effort between the various stakeholders. The Contra Costa Countywide CWPP complements local agreements and existing plans for wildfire protection for a coordinated effort in determining appropriate fire management actions.

The fire protection agencies in Contra Costa County, including MOFD, are predominately responsible for implementing the CWPP.

Moraga-Orinda Wildfire Action Plan / Moraga-Orinda Fire District Community Wildfire Protection Plan The Moraga-Orinda Wildfire Action Plan/Moraga-Orinda Fire District Community Wildfire Protection Plan (MOFD CWPP) is an appendix to the Contra Costa Countywide CWPP and provides an analysis of wildfire hazards and risks in the communities MOFD serves. This document enhances long-standing collaboration between local agencies and organizations and existing plans for wildfire protection to create a coordinated effort to determine appropriate wildfire management actions. The MOFD CWPP looks at similar issues found in the Contra Costa Countywide CWPP but allows for a more detailed evaluation and customized recommendations for MOFD communities. The goal of the MOFD CWPP is to reduce wildfire risks through increased education, hazardous fuel reduction, progressive fire code adoption, and increased inspection and enforcement of defensible space regulations to reduce structure ignitability and other recommendations to assist emergency preparedness and firesuppression efforts. The MOFD CWPP is intended to be a multi-year document that identifies and organizes efforts in a collaborative and mutually supporting manner.

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Fire Codes
California Fire Code
The California Fire Code contains regulations related to the construction, operation, and demolition of buildings and other structures to minimize the risk of fire and explosion. It is consistent with nationally recognized and accepted practices for safeguarding life and property from the hazards of fire and explosion; reducing dangerous conditions arising from the storage, handling, and use of hazardous materials and devices; and minimizing hazardous conditions in the use or occupancy of buildings or premises. The California Fire Code also contains provisions to assist emergency response personnel. Every three years, new editions of the state codes are published. The new codes and local amendments reflect changes in technology, fire safety techniques, and the building industry.

Effective January 1, 2020, these codes became the minimum standards for the State of California.

Title 14, Division 1.5, Chapter 7 of the California Code of Regulations establishes state responsibility areas(SRAs) and Fire Safe Regulations for those areas. These regulations constitute the basic wildland fire protection standards of the California Board of Forestry and establish minimum wildfire protection standards in conjunction with building, construction, and development in SRAs. Article 2 includes fire extinguisher test standards and procedures, Article 2 includes fire-prevention standards for multiposition small engines, and Article 5 includes standards for cooperative fire-protection contracts during the non-fire season.

MOFD has made amendments to the California Fire Code due to existing climatic, geologic, and topographical conditions in Orinda and elsewhere in MOFD’s service territory. These amendments are described in detail in the text that follows and establish additional standards and regulations for the activities covered in the California Fire Code, going beyond the statewide code. MOFD evaluated the local amendments to the California Fire Code as a tool for addressing the fire problem and concerns within its territory, which will establish and maintain an environment for a high level of fire and life safety to all persons who work and live within MOFD boundaries. MOFD is the lead for local implementation of the California Fire Code. The City also ratified the California Fire Code as part of its California Building Code adoption process.

The California Fire Code (and Building Code) is required to be renewed every 3 years. The deadline for adoption of the next Fire Code is January 1, 2023.

California Fire Code – Ordinance NO. 20-01
On September 22, 2020, MOFD completed the ratification process for Ordinance 20-01 Fire Code adoption. This Ordinance adopted the 2019 California Fire Code with certain amendments, and by reference, the 2018 International Fire Code, published by the International Code Council. By adopting the 2019 Fire Code, MOFD enforces a code that is consistent with state regulations. Amendments include definitions such as clearly defined Fire Protection Plans and where they will be required, general safety provisions such as banning the use of combustible ground cover, fire service features, and fire protection and life safety systems. It also includes exterior hazard abatement requirements, which are intended to identify hazard areas and mitigate the risk to life and structures from wildland fire exposures, fire exposures from adjacent structures, and mitigate fires from spreading to or from wildland fuels that may threaten life, overwhelm fire suppression capabilities, or result in property loss. Other amendments involve fire, fire safety during construction and demolition, water supply for H.1.a
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fire protection, general provisions for hazardous materials, and the prohibition of explosives and fireworks. The new fire code requirements took effect October 7, 2020.

Fuels Mitigation and Fire Prevention
Wildland Urban Interface – Fire Area Ordinance 20-02
On June 17, 2020, the MOFD Board of Directors adopted Ordinance 20-02. This Ordinance designates certain identified areas within MOFD’s territory as a wildland-urban interface 1(WUI) fire area, meaning that homes and other structures are built in areas of flammable wild vegetation, and therefore, the area is at significant risk from wildfires. Consequently, the designation of most of Orinda as WUI areas requires that newly constructed buildings meet heightened standards for firesafe construction and landscaping to protect the buildings and occupants.

Burn Ban Ordinance 20-03
On July 15, 2020, the MOFD adopted Ordinance 20-03, which established requirements and restrictions pertaining to banning open burning and recreational fires during high fire conditions and provides enforcement options and penalties. Every year, open burning, campfires, bonfires, and recreational fires escape control and require an emergency response from fire agencies. This Ordinance reduced the threat posed by uncontrolled wildfire by restricting the time of year that open burning is allowed. It also places restrictions on fires during hazardous fire conditions. Open burning on all lands within the jurisdiction of MOFD is prohibited when CAL FIRE issues a burn suspension in SRAs. Open burning is also prohibited on all lands within the jurisdiction of MOFD at any time the Fire Chief or his or her designee finds that atmospheric conditions or other local circumstances present a hazard to the community. The prohibition on open burning applies to open burning, campfires, bonfires, portable outdoor fireplaces, ceremonial fires, and recreational fires, as defined in the 2019 California Fire Code.

MOFD Ordinance 22-02
On March 16, 2022, the MOFD Board of Directors adopted Ordinance 22-02, which established requirements for undeveloped parcels and certain low-density, large developed parcels. This ordinance requires these parcels within MOFD’s territory (i.e., all parcels within the City of Orinda) to follow a set of fuel break standards to protect against uncontrolled wildfire spread. Fuel breaks are a critical tool intended to reduce fire spread rates and intensity to allow the timely containment of wildfire. This ordinance requires that the creation of fuel breaks do not result in the taking of endangered, rare, or threatened plant or animal species, significant erosion, or sedimentation of surface waters. A request to modify the fuel break requirements may be permitted if these conditions make it impractical to create and maintain a required fuel break. 1 The wildland-urban interface (WUI) is an area where buildings and infrastructure (e.g., cell towers, schools, water supply facilities) mix with areas of flammable wildland vegetation.

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1.4 Community Profile
The City of Orinda is in the western portion of Contra Costa County, covering approximately 12.7 square miles. The topography in Orinda varies from low-lying valleys to rolling hills. Orinda is a semirural community characterized by hilly oak woodlands and multiple creek tributaries that feed San Pablo Creek. The city is bisected by State Route (SR-) 24 and the Bay Area Rapid Transit (BART) tracks.

Orinda is a nearly built-out residential community with large undeveloped watershed lands north and west of the city, and a compact downtown on both sides of SR-24.

Orinda is home to approximately 19,078 residents and 7,167 households and supports about 5,495 jobs. The Orinda Union School District is the largest employer in the city with about 335 employees.

There are five Orinda Union School District Schools, which include Del Rey Elementary, Glorietta Elementary School, Sleepy Hollow Elementary, Wagner Ranch Elementary, and Orinda Intermediate School. Orinda also contains Miramonte High School, part of the Acalanes High School District.

In 2019, the median age of all people in Orinda was 48.7. There were 4,449 residents aged 65 and older in 2019, which represents approximately 22.6 percent of the population. The five largest ethnic groups in Orinda are White (Non-Hispanic) (72%), Asian (Non-Hispanic) (16%), two or more (nonHispanic) (5.12%), White (Hispanic) (3.97%), and two or more (Hispanic) (1.22%).

Orinda has a Mediterranean climate, with rain in the winters and hot, dry summers. Hot and dry Diablo winds occur in the fall and spring. Winter rains fall from November to April. On average, annual high temperatures in Orinda range from 58 degrees Fahrenheit (°F) in January to 78°F in August. Low temperatures range from 42°F in January to 56°F in August. The city receives an average of approximately 24.99 inches of precipitation annually. Most precipitation falls during the winter months with rare occurrences of summer storms.

Orinda’s primary transportation access is from SR-24. SR-24 connects Orinda to SR-13, Oakland, and Alameda County to the west, and Lafayette and Interstate 680 to the east. Other major roadways include Camino Pablo and Moraga Way. County Connection provides local bus transit options, and BART provides regional rail transit services.

1.5 Climate Change Vulnerability
Changes to the global climate system are expected to affect future occurrences of natural hazards in and around Orinda. Many hazards are projected to become more frequent and intense in coming years and decades, and in some cases, these trends have already begun. Key climate change considerations that affect Orinda include increasing temperatures and changes in precipitation.

Overall, precipitation levels are expected to decrease slightly, with more years of extreme precipitation events and droughts that last longer and are more intense. According to California’s H.1.a
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Fourth Climate Change Assessment, 2 Orinda can expect to experience various changes to climate-related hazard events. • Wildfire risk in Orinda is high and hotter, drier weather because of climate change, is expected to lead to an
increase in wildfires in the surrounding area and across Contra Costa County. Climate change is expected to cause an extended wildfire season. Dry conditions are
anticipated earlier in the year, leaving most of the region in moderate to extreme drought conditions prior to
summer. These continued dry conditions with abovenormal temperatures through spring will leave fuel moisture levels lower than normal increasing the potential for wildfire activity. Increased winds will result in more erratic fire behavior, making fires harder to control.

Furthermore, an extended wildfire season increases the
likelihood that Diablo wind events coincide with wildfires, which can allow wildfires to spread more rapidly. Across the region, more frequent and intense wildfires may also create poor air quality for Orinda.
• Increasing local and regional fire frequency can create recurring air quality degradation events leading to respiratory health impacts. Increased air emissions from urban growth and development may also add to these air quality problems. Health impacts associated with air pollution are typically most severe for young children, senior citizens, and those already suffering from respiratory or cardiovascular disease. Outdoor workers, individuals experiencing homelessness, and others who may experience particularly high levels of air pollution exposure are also vulnerable.
• Warmer temperatures are projected to cause an increase in extreme heat events. The number of extreme heat days, defined in Orinda as a day when the high temperature is at least 91.4°F, is expected to rise from a historical annual average of 4 to 15 by the middle of the century (2035 to 2064), and to an average of 27 by the end of the century (2070 to 2099).

In addition to the increases in extreme heat events, Orinda is expected to see an increase in the average daily high temperatures. The number of warm nights, defined in Orinda as a day in April through October when the minimum temperature is above 58.3°F, is expected to rise from a historical annual average of 6 to 53 by the middle of the century (2035 to 2064), and to an average of 117 by the end of the century (2070 to 2099). Extreme heat and warm nights pose a significant human health risk, especially to senior citizens, outdoor workers, and persons who do not have access to adequate cooling, including people experiencing 2 Bedsworth, Louise, Dan Cayan, Guido Franco, Leah Fisher, Sonya Ziaja. (California Governor’s Office of Planning and Research, Scripps Institution of Oceanography, California Energy Commission, California Public Utilities Commission). 2018. Statewide Summary Report. California’s Fourth Climate Change Assessment.

Publication number: SUMCCCA4-2018-013.

What is vulnerability?
Vulnerability is the degree
to which natural, built, and
human systems are
susceptible to harm from
exposure to stresses
associated with
environmental and social
change and from the
absence of a capacity to
adapt.

Source: California Governor’s Office
of Emergency Services. 20202.

California Adaptation Planning
Guide.
https://www.caloes.ca.gov/climate.

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homelessness. Some buildings and infrastructure systems may be damaged by very high temperatures, constraining their ability to meet community needs. • Both droughts and floods are expected to become more frequent as rainfall is expected to occur in fewer, more intense storms due to climate change. Although Orinda is likely to experience minimal change in overall annual precipitation levels from climate change, the region is also expected to see an increase in the number of extreme precipitation events. As a result, floods are expected to occur more often in Orinda, and climate change may expand the parts of the city that are considered prone to flood. Climate change is expected to also increase the frequency and severity of droughts that cause soil to dry out and condense.

When precipitation does return, dry ground means that more water runs off the surface rather than being absorbed into the ground, which can lead to floods and result in debris flows along slopes and hillsides.
• Severe weather events, such as strong storms and high winds, may become more frequent and intense due to climate change. Climate change is expected to cause an increase in intense rainfall, which is usually associated with strong storm systems. Heavy rainfall may also contribute to an increased risk of landslides in the hills around Orinda. In Orinda, most severe weather consists of atmospheric rivers, heavy rains, or thunderstorms. The types of dangers posed by severe weather vary widely and include injuries or deaths, damage to buildings and structures, fallen trees, roads blocked by debris, and fires sparked by lightning. • Climate change can increase the rates of infection for various diseases because many of the animals that carry diseases are more active during warmer weather. There are a number of diseases that are linked to climate change and can be harmful to the health of Orinda community members, such as hantavirus pulmonary syndrome, Lyme disease, and West Nile fever. Many of these diseases are carried by animals, such as mice and rats, ticks, and mosquitos, which are usually seen as pests even if they do not cause infections. Warmer temperatures earlier in the spring and later in the winter can cause these animals to be active for longer periods, increasing the time that these diseases can be transmitted.

Vulnerability Assessment Results
Under California law, the Safety Element is required to include a vulnerability assessment that looks at how people, buildings, infrastructure, and other key community assets may be affected by climate change. The City conducted a Climate Change Vulnerability Assessment in the winter of 2022 to analyze Orinda’s susceptibility to climate-related hazards. Orinda’s vulnerability assessment, prepared in accordance with the most recent available guidance in the California Adaptation Planning Guide, assesses how seven different climate-related hazards (drought, extreme heat, flooding, human health hazards, landslides, severe storms, and wildfire and smoke) may affect 53 different population groups and community assets. Each population or asset received a score of V1 (minimal vulnerability) to V5 (severe vulnerability) for each climate-related hazard. The Climate Change Vulnerability Assessment indicates that Orinda’s populations and assets are most vulnerable to wildfire and smoke, severe storms, and landslides. Overall, populations in Orinda tend to be most vulnerable to wildfire and smoke, extreme heat, human health hazards, and flooding, which directly affect health outcomes. The most vulnerable communities include households in poverty, seniors living alone, persons with chronic illness and/or disabilities, and low-resourced people of color.

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Citywide, energy delivery is vulnerable to multiple hazards, including severe storms, such as high winds that can trigger public safety power shutoff (PSPS) events, extreme heat that reduces the capacity and strains the system, and wildfires that damage the system, ultimately disrupting energy service. Furthermore, energy delivery services, specifically electricity delivery, is subject to harm during extreme heat events. Extreme heat can lead to power outages by causing mechanical failure of grid equipment, heat damage to power lines, and by creating a high demand for electricity to power air conditioners, all of which place stress on the network. This is likely to lead to greater service disruptions. These conditions can damage communication infrastructure, decreasing network capacity. There may be a higher demand for communication services during severe storms, potentially putting stress on the network and increasing the risk of service interruptions.

PSPS events or interruptions in energy service can create vulnerabilities for Orinda community members. A loss of electricity can cause a loss of refrigeration for food and medical supplies, limit cooking, cause loss of cooling (particularly dangerous during extreme heat events), lighting, and limited or no access to the Internet or other information systems. Many businesses are forced to close during a power outage, causing economic hardships and depriving community members of important services, such as grocery stores, gas stations, and banks/ATMs. Power outages may also be harmful to people who depend on electrically powered medical devices.

Climate change is also expected in the parts of the city that are considered prone to flooding. As a result, homes and commercial properties within and adjacent to the 100-year floodplain (i.e., properties adjacent to San Pablo Creek) will likely experience an increase in the frequency and magnitude of flood events in future years. Increasesin damaging flood eventsin the city are expected to cause greater property damage, public health and safety concerns, displacement, and loss of life.

The City’s water treatment services may be impacted by flood events, which may damage water infrastructure and interrupt service. Increased flooding in the city may also impact the operation of the BART railway, roads, and bridges, as well as electrical substations and transmission lines.

Climate change could affect the transportation network and associated economic activity within Orinda by creating strain on transportation infrastructure, resulting in impacts to travel behavior, goods movement, and supply chain business continuity. Transportation infrastructure such as roadways, bridge supports, and railways are all potentially at increased risk due to severe storms, flash floods, higher temperatures, landslides, and increased wildfire risk. When parts of the transportation infrastructure network fail, typical travel routes for both passenger travel and goods movement may be affected, including SR-24 and other major roadways. Disruption of these local transportation roadways due to hazards such as flooding, landslides, or wildfire could significantly impact the transportation of goods and services provided in the city, the economic vitality of the community, and the livelihood of many businesses. Similarly, residents that rely on BART as a means of transportation for work could be greatly impacted by disruptions in the operation of the railway.

The Safety Element includes goals, policies, and implementation actions to increase community resilience and help lower vulnerability scores, particularly for the populations and assets that received a score of V4 or V5 in the Vulnerability Assessment. A full list of the Vulnerability Assessment results can be found in Appendix A.

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2. PUBLIC SAFETY ISSUES
This section outlines the existing and likely future hazardous conditions and other public safety issues in Orinda and policy responses to these issues. The public safety issues in Orinda include:

Section 2.1: Emergency preparedness and response
Section 2.2: Flood and inundation hazards
Section 2.3: Seismic and geologic hazards
Section 2.4: Fire hazards
Section 2.5: Hazardous waste and materials
Section 2.6: Additional climate-related hazards (drought, extreme heat, and severe weather) This section provides details pertaining to probable locations each hazard or issue is likely to occur (per availability of data), past notable events in and around Orinda, agencies responsible for providing protection from these public safety issues, and other background information required by the State of California Government Code Section 65302(g)(4). Goals and policies are identified following the discussion of each hazard identified, and implementation actions that support one or more of the Safety Element policies are provided in Table 1 at the end of this Safety Element.

The results of the Vulnerability Assessment are integrated into the hazards and other public safety issues previously mentioned.

2.1 Emergency Preparation and Response
Local Emergency Response
The Orinda Police Department and MOFD conduct emergency preparedness activities in Orinda. Local police services are provided by contract with the Contra Costa County Sheriff’s Department. MOFD’s Operations Division consists of emergency response personnel and equipment. MOFD is an “All-Risk” agency, providing a full range of emergency response services, including structural and wildland fire suppression, response to hazardous materials incidents, urban search and rescue, and basic and advanced life-support emergency medical services. The daily emergency response staffing for the entire fire district is 18 personnel. This staffing includes one battalion chief, four three-person engine companies, one three-person truck company, and four paramedic ambulances. All MOFD emergency response personnel are either emergency medical technicians (EMTs) or paramedics. The Operations Division assists the Fire Prevention Division with public education and information programs designed to prepare the citizens of MOFD for disasters and other emergency incidents. The Prevention Division also conducts routine fire inspections on apartment buildings in the community.

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The truck and engine companies are staffed with at least one paramedic, and therefore have the ability to immediately administer advanced life support (ALS) pre-hospital emergency medical care upon their arrival. When a medical emergency is reported, the closest engine company is dispatched in conjunction with one of the three MOFD ambulances. In addition to MOFD’s ambulances, MOFD uses the services of private air ambulances (helicopters) to transport severely injured or burned patients to the appropriate Bay Area hospital.

In recent years, the County of Contra Costa has expanded its emergency preparedness planning. The County of Contra Costa is required under state law to prepare and maintain a Standardized Emergency Management System (SEMS) Multi-hazard Functional Plan. The California Governor’s Office of Emergency Services has extensive guidelines outlining the requirements of the Contra Costa County SEMS.

Community Warning Systems
Orinda uses the Contra Costa County Community Warning System (CWS) to notify residents and businesses within Contra Costa County that are impacted by, or are in danger of being impacted by, an emergency. The CWS provides basic information about incidents and what specific protective actions (shelter in place, lockdown, evacuate, avoid the area, etc.) are necessary to protect life and health. The CWS is a partnership of the Contra Costa County Office of the Sheriff, the Contra Costa County Health Services Department, other government agencies, industry, news media, and the nonprofit Community Awareness and Emergency Response organization. Depending on the urgency, severity, and certainty of the threat, some combination of the following alerting devices may be activated to registered users with as much as notice as possible:
• Sirens in special safety zones
• Emergency Alert System (EAS) on television and radio (KCBS 740 AM) • Telephone Emergency Notification System
• Cell phone alerts
• National Oceanic and Atmospheric Administration (NOAA) weather radios • Twitter and Facebook
Alerts are distributed via voice, text, and email messages through the CWS Telephone Emergency Notification System. This computerized system makes telephone calls to the known telephone numbers in the vicinity of the hazard based on the incident-specific issues.

Other systems include the Emergency Alert Systems (EAS) and the Emergency Digital Information System (EDIS). The EAS is a national public warning system commonly used by state and local authorities to deliver important emergency information, such as weather and AMBER alerts, to affected communities. EAS participants – radio and television broadcasters, cable systems, satellite radio and television providers, and wireline video providers. FEMA, the Federal Communications System, and the NOAA’s National Weather Service (NWS) work collaboratively to maintain the EAS and Wireless Emergency Alerts, which are the two main components of the national public warning system and enable authorities at all levels of government to send urgent emergency information to the public. The EDIS is a wireless emergency and disaster information service operated by the State H.1.a
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of California Governor’s Office of Emergency Services and is an enhancement to the EAS. These systems are available in multiple languages.

Emergency Evacuation
With advanced warning, evacuation can be effective in reducing injury and loss of life during a catastrophic event. Figure 1 shows residential parcels with evacuation constraints. All parcels within an evacuation constraint are in a least one hazard-prone area and may have only one emergency evacuation route. The lack of multiple emergency access points limits roadway access for these properties, which may create difficulties if there is a need to evacuate. Due to the hilly topography and suburban cul-de-sac design throughout the city, some neighborhoods have only one or two access points. As a result, access can easily be compromised during an emergency. The Sleepy Hollow and El Toyonal neighborhoods are particularly isolated. Figure 2 shows the evacuation routes throughout the city. Primary emergency access and evacuation routes include SR-24, which intersects the city from northeast to southwest, as well as Moraga Way and Camino Pablo (north-south roadways). Some roadways within the city are emergency vehicle access roads and inaccessible to the public. The City or MOFD would need to open these roadways to provide access during an emergency evacuation event. Orinda has imposed parking restrictions on El Toyonal during red flag days (days when weather conditions create an elevated risk of a wildfire breaking out) to help ensure safe evacuations and emergency vehicle access in the neighborhood.

Due to concerns regarding evacuation planning and preparation in the community, the City is in the process of preparing the 2022 Orinda Evacuation Route Analysis. This study aims to better understand roadway evacuation capacities under potential emergency conditions, identify minimal time needed to evacuate a zone/area, and establish other potential constraints given roadway conditions and the socioeconomic characteristics of different neighborhoods.

In preparation for wildfires and other disasters, the City uses Zonehaven Aware, which is a comprehensive evacuation support system supported by the Contra Costa County CWS. Zonehaven Aware provides the community with critical evacuation updates, resources, and latest updates on active incidents. In the event of a wildfire or an emergency situation, the Orinda Police Department and MOFD can issue evacuation warnings or evacuation orders for impacted areas. These notices are issued for a zone with an evacuation status. In Orinda, the community is separated into 28 zones (i.e., Zone ORI-E001 through Zone ORI-E028). The County’s website has an interactive evacuation map lookup tool that enables residents with the ability to find possible evacuation routes based on their address and respective zone.

The City also has an established evacuation zone map with standardized evacuation zones. The City has 26 evacuation zones (i.e., ORI01 through ORI26), which differ somewhat from the zones in the Zonehaven Aware system. All evacuation routes in Orinda face a potential disruption from wildfire, flooding, or earthquake, which may block roadways, damage the roadway surface, or collapse bridges and overpasses. In the event of widespread disruption to local evacuation routes, remaining evacuation routes may become congested, slowing down evacuation of the community or specific neighborhoods. This issue may be compounded since evacuation routes for Orinda will also likely serve as evacuation routes for surrounding communities, and so potential disruptions may have regional effects.

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FIGURE 1 RESIDENTIAL PARCELS WITH EVACUATION CONSTRAINTS H.1.a
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FIGURE 2 EVACUATION ROUTES
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2.2 Flood and Inundation Hazards
Flooding is the rising and overflowing of a body of water onto normally dry land. History highlights floods as one of the most frequent natural hazards impacting communities in Contra Costa County.

Floods are among the costliest natural disasters in terms of human hardship and economic loss nationwide, causing substantial damage to structures, landscapes, and utilities, as well as life-safety issues. Flooding can be extremely dangerous, and even six inches of moving water can knock a person over given a strong current. Floodwaters can transport large objects downstream, which can damage or remove stationary structures, such as dam spillways. Ground saturation can result in instability, collapse, or other damage. Objects can also be buried or destroyed through sediment deposition.

Floodwaters can also break utility lines and interrupt services. Standing water can cause damage to roads, foundations, and electrical circuits. Other problems connected with flooding and stormwater runoff include erosion, sedimentation, degradation of water quality, losses of environmental resources, and certain health hazards.

Floods are usually caused by large amounts of precipitation, either from a period of very intense precipitation or a long period of steady precipitation. Historically, Orinda has been at risk of flooding primarily during the winter and spring months when stream systems swell with heavy rainfall. This type of flood results from prolonged, heavy rainfall and is characterized by high peak flows of moderate duration and by a large volume of runoff. Flooding is more severe when prior rainfall has resulted in saturated ground conditions. Flooding susceptibility in Orinda is primarily associated with San Pablo Creek which runs south to north throughout the city, as well as smaller-scale and flash flood events.

Occasionally, flash flooding from short-duration, high-intensity precipitation events (often during summer thunderstorms) may occur. Such events can occur even during a drought. Flash floods can tear out trees, undermine buildings and bridges, and scour new channels. In urban areas, flash flooding is an increasingly serious problem due to removal of vegetation and replacement of ground cover with impermeable surfaces such as roads, driveways, and parking lots. The greatest risk from flash floods is occurrence with little to no warning.

Developments create impermeable surfaces and reduce the total surface area that can absorb water.

Stormwater runoff is augmented by water flows from development contributing to street flooding.

Moreover, developed areas generate irrigation water runoff from landscaping, which may channel stormwater and other runoff flows into nearby underdeveloped areas and street gutters.

Areas at an elevated risk of flooding are generally divided into 100- and 500-year flood zones. A 100- year flood zone has a 1-percent chance of experiencing a major flood in any given year and a 500- year flood zone has a 0.2-percent chance of flooding in any given year. Figure 3 shows the 100- and 500-year flood zones in and around Orinda.

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FIGURE 3 FLOOD HAZARD ZONES
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The 100-year floodplain in Orinda is primarily concentrated along San Pablo Creek, which intersects the community from the northwest to the southeast. Small portions of the city encompass the 500- year floodplain, which include the downtown area, Lake Cascade, areas near the BART station and SR-24, as well as areas to the northwest near the base of the San Pablo Reservoir. During heavy rainfall events, the city is subject to flooding of residential areas, including the areas in the vicinity of San Pablo Creek.

Agencies responsible for flood control in Orinda include the Unites States Army Corps of Engineers (USACE), Contra Costa County Flood Control and Water Conservation District (FC District), East Bay Municipal Utilities District (EBMUD), Federal Insurance Administration (FIA), and the Department of Water Resources (DWR).
• The USACE identifies the need for and constructs major flood-control facilities. It also develops flood and dam inundation maps and reports.
• The FC District covers all of Contra Costa County, including its cities, and owns property throughout the county for the purpose of constructing and maintaining regional flood-control facilities, including approximately 79 miles of channels, creeks, and other drainage and 30 detention basins and dams. The FC District works to reduce flood risk, promote stormwater quality, and restore and enhance natural resources in an environmentally sensitive manner for the communities throughout Contra Costa County.
• EBMUD supplies water for Contra Costa County and is the owner of two dams in the vicinity of Orinda: San Pablo Dam, a hydraulic fill dam, and Briones Reservoir, an earthen dam. These dams store water for flood control and for downstream users. • FEMA manages the National Flood Insurance Program (NFIP), providing insurance to the public in communities that participate in the program. FEMA is the main federal government agency contact during natural disasters and publishes the Flood Insurance Rate Maps (FIRM), which identify the extent of flood potential in flood-prone communities based on a 100-year flood (or base flood) event.
• The FIA is the primary agency that delineates potential flood hazard areas and floodways through the FIRMs and the Flood Boundary and Floodway Map. Flood insurance is required of all homeowners who have federally subsidized loans.
• DWR is responsible for managing and protecting California’s water. DWR works with other agencies to benefit the state’s people, and to protect, restore, and enhance the natural and human environments. DWR also works to prevent and respond to floods, droughts, and catastrophic events that would threaten public safety, water resources and management systems, the environment, and property.

Floodplains can change over time; the floodplain and watercourse of a stream can also be affected by anthropogenic (or human) influences, such as the development of land into residential or commercial structures and the resulting reduction of pervious land, resulting in increased stream flow, the construction of bridges or culverts, or the creation of levees or other impoundment structures that control the flow in the watercourse.

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Dam Failure
A dam failure is an uncontrolled release of water from a reservoir through a dam because of structural failures or deficiencies in the dam, usually associated with intense rainfall or prolonged flooding. Dam failures can range from minor to catastrophic and can potentially harm human life and property downstream from the failure. In addition, ecosystems and habitats are destroyed because of waters flooding them. Although dam failures are very rare, these events are not unprecedented. There are four major causes of dam failures:
• Overtopping: These failures occur when a reservoir fills too high with water, especially in times of heavy rainfall, leaving water to rush over the top of the dam. Other causes of this type of failure include settling of the crest of the dam or spillway blockage. • Foundation defects: These failures occur as a result of settling in the foundation of the dam, instability of slopes surrounding the dam, uplift pressures, and seepage around the foundation. All of these failures result in structural instability and potential dam failure. • Piping and seepage failures: These failures occur as a result of internal erosion caused by seepage and erosion along hydraulic structures such as the spillways. Erosion may also be caused by animal burrows and cracks in the dam structure. • Conduit and valve failure: These failures occur as a result of problems with valves and conduits.

Many dam failures are also the secondary result of other natural disasters, such as earthquakes, landslides, extreme storms, or heavy snow-melt. Other causes include equipment malfunction, structural damage, and sabotage.

Three dams regulated by the State of California are in the Orinda area:
• San Pablo Dam, a hydraulic fill dam owned by EBMUD
• Briones Reservoir, an earthen dam owned by EBMUD
• Lake Cascade Dam, an earthen dam owned by the Orinda Country Club Figure 4 illustrates areas in the city that would be affected by inundation if any of these dams failed.

In the event of a dam failure at the Briones Reservoir, land south of Briones Dam to San Pablo Reservoir would flood, as would land immediately to the east of San Pablo Dam Road and Camino Pablo. If Lake Cascade Dam were also to fail, flooding would affect additional land, extending almost to downtown Orinda. Failure of the San Pablo Dam would not affect Orinda as flood waters would flow toward the San Pablo Bay.

In Orinda, a major earthquake could cause a dam failure. Dams are constructed with safety features known as “spillways” that allow water to overtop the dam if the reservoir fills too quickly. Spillway overflow events, often referred to as “design failures,” result in increased discharges downstream and increased flooding potential. In a dam failure scenario, the greatest threat to life and property typically occurs in those areas immediately below the dam since flood depths and discharges generally decrease as the flood wave moves downstream. The primary danger associated with dam failure is the high-velocity flooding downstream of the dam and limited warning times for evacuation.

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EBMUD, the owner of the San Pablo Dam and Briones Reservoir, has a comprehensive Dam Safety Program. EBMUD proactively inspects upgrades and improves its dams and water supply structures as needed and in consultation with regulatory agencies. Engineers monitor dams using instruments, monthly visual inspections, and periodic dam safety reviews to prevent loss of life, personal injury, and property damage from the failure of dams. The safety of each dam is re-evaluated with advances in geotechnical, structural, and earthquake engineering and if there is evidence of seepage or ongoing ground movement.

The Federal Energy Regulatory Commission (FERC), as required by federal law, has reviewed and approved comprehensive emergency action plans (EAPs) for each of these dams. The EAP minimizes the threat to public safety and the response time to an impending or actual sudden release of water from project dams. The EAP is also designed to provide emergency notification when floodwater releases may present the potential for major flooding.

As mandated by the National Dam Inspection Act, the USACE has the authority and responsibility for conducting inspections of all dams. The purpose of these inspections is to check the structural integrity of the dam and associated appurtenant structures, ensuring protection of human life and property. Periodic inspections disclose conditions that might disrupt operation or dam safety.

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FIGURE 4 DAM INUNDATION
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Past Occurrences
Floods are a regular feature in California and are the cause of the second-greatest number of disaster declarations in the state. A series of storms from December 17, 2005, to January 12, 2006, caused extensive flooding throughout Northern California. Widespread county flooding occurred after 2 to 4 inches of rain fell on the area in about 24 hours. Urban flooding-initiated landslides contributed to the damage and small streams and creeks overflowed their banks. Much of the damage was done in Walnut Creek, Richmond, San Pablo, Martinez, and Orinda. In total across the county, flooding resulted in approximately $22 million in property damages. Included in the damages were schools, park areas, and several government structures. In all of Contra Costa County, community members filed approximately 165 claims for personal assistance due to flooding.

In 2012, a series of significant winter storms affected the county during late November and early December. The first storm arrived November 28 and then was followed by three more winter storms.

Each brought strong and gusty winds, heavy rainfall, high surf, and flooding to the region. The second storm happened on the first and second of the month, with the third and final storm on December 5th. During heavy rainfall, a 24-inch culvert failed and collapsed, opening a 20-foot sinkhole on Tarabrook Drive, causing the Orinda City Council to declare a state of emergency. In total, flooding resulted in approximately $250,000 of property damages.

In 2017, a winter storm event caused major damage in Orinda, including a sinkhole at Miner Road that caused a failure of the San Pablo Creek culvert and led to flooding of adjacent private properties.

Property damages in Orinda amounted to approximately $3 million.

Potential Changes to Flood Risk in Future Years
Likelihood of Future Occurrence
Historically, extended heavy rains have resulted in floodwaters that exceed normal high-water boundaries and cause damage in Orinda. Flooding has occurred both within the 100- and 500-year floodplains and in other localized areas. As land uses and climate conditions shift and as improvements are made to flood-control channels, the size of these flood zones is likely to change.

The potential for a dam failure event in Orinda is likely to remain a risk in future years, although the odds of such events are expected to remain very low.

Climate Change and Flooding
Floods are among the most damaging natural hazards in Contra Costa County, and climate change is expected to make flood events worse. Although climate change may not change average precipitation levels significantly, scientists expect that it will cause more years with extreme precipitation events.

This means that more years are likely to see particularly intense storm systems that drop enough precipitation over a short enough period to cause flooding. Because of this, floods are expected to occur more often in Orinda and climate change may expand the parts of the city that are considered prone to flood. Although there are no specific flooding projections for the city, flood events are expected to become more frequent, and it is possible that the areas subject to flooding will expand.

There are some indirect effects of climate change that may also increase flooding in the city. Climate change is expected to increase the frequency and severity of droughts that cause soil to dry out and H.1.a
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become hard. When precipitation does return, more water runs off the surface than is absorbed into the ground, which can lead to floods.

While the risk and associated short- and long-term impacts of climate change are uncertain, experts in this field tend to agree that among the most significant impacts include those resulting from increased heat and precipitation events that cause increased frequency and magnitude of flooding.

Increases in damaging flood events will cause greater property damage, public health and safety concerns, displacement, and loss of life. Displacement of residents can include both temporary and long-term displacement, increase in insurance rates, or restriction of insurance coverage in vulnerable areas.

2.3 Seismic and Geologic Hazards
Seismic and geologic hazards are risks caused by the movement of different parts of the Earth’s crust, or surface. Seismic hazards include earthquakes and hazardous events caused by them. Geologic hazards are other hazards involving land movements that are not linked to seismic activity and are capable of inflicting harm to people or property.

Seismic Hazards
Seismic activity occurs along boundaries in the Earth’s crust, called faults. Pressure along the faults build over time and is ultimately released, resulting in ground shaking that we refer to as an earthquake. Earthquakes can also trigger other hazards, including surface rupture (cracks in the ground surface), liquefaction (causing loose soil to lose its strength), landslides, and subsidence (sinking of the ground surface). Earthquakes and other seismic hazards often damage or destroy property and public infrastructure, including utility lines, and falling objects or structures pose a risk of injury or death.

Earthquakes
While Orinda is at risk from many natural and human-caused hazards, the event with the greatest potential for loss of life or property and economic damage is an earthquake. This is true for most of the San Francisco Bay Area region, since damaging earthquakes affect widespread areas, trigger many secondary effects that can overwhelm the ability of local jurisdictions to respond. The Bay Area region lies within the active boundary between the Pacific and the North American tectonic plates. The Pacific Plate is constantly moving northwest past the North American Plate at a rate of about 2 inches per year. Earthquakes in the Bay Area region result from strain energy constantly accumulating across the region because of the motion of the Pacific Plate relative to the North American Plate. The San Andreas Fault is the major plate boundary and has the potential to cause the strongest earthquakes.

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Earthquake risk is very high in Contra Costa County, including the City of Orinda, due to the presence of several active faults in the region, the Calaveras North Fault, Concord-Green Valley Fault, Greenville Fault, Hayward Fault, and Mount Diablo Fault. No Alquist-Priolo Earthquake Fault Zones3 are in the city. Figure 5 shows the location of regional faults. • Calaveras Fault (North Central): The Calaveras (North Central) Fault is a major branch of the San Andreas Fault. It extends 76 miles from the San Andreas Fault near Hollister to Danville at its northern end, approximately 8 miles from Orinda. The Calaveras Fault is one of the most geologically active and complex faults in the Bay Area (USGS, 2003). According to the 2018 Contra Costa County LHMP, the probability of experiencing a Magnitude 6.7 or greater earthquake along the Calaveras Fault in the next 30 years (beginning from 2018) is 26 percent.4
• Concord-Green Valley Fault: The Concord-Green Valley Fault, named for being located under the City of Concord, is connected to the main Green Valley Fault. The fault extends from Mount Diablo to the Carquinez Strait, about 11 miles from Orinda at its closest point. It is under high stress and has a 16-percent probability of experiencing a Magnitude 6.7 or greater earthquake in the next 30 years (beginning from 2018).
• Greenville Fault: The Greenville Fault zone extends from northwest of Livermore Valley along the Marsh Creek and Clayton faults toward Clayton Valley. It is about 14 miles from Orinda at its closest point.
• Hayward Fault: The Hayward Fault is an approximately 45-mile-long fault that runs through some of the Bay Area’s most populated areas, including San Jose, Oakland, and Berkeley. It is approximately 3 miles from Orinda at its closest point. The Hayward Fault is increasingly becoming a hazard priority throughout the Bay Area because of its increased chance for activity and its intersection with highly populated areas and critical infrastructure. The probability of experiencing a Magnitude 6.7 or greater earthquake along the Hayward Fault in the next 30 years (beginning from 2018) is 33 percent. An earthquake of this magnitude has regional implications for the entire Bay Area, as the Hayward Fault crosses transportation and resource infrastructure, such as multiple highways and the Hetch-Hetchy Aqueduct. • Mount Diablo Fault: The Mount Diablo thrust fault runs from Walnut Creek to Livermore, approximately 8 miles from Orinda at its closest point. It plays a role in the continued uplift of Mount Diablo.
3 Alquist-Priolo Earthquake Fault Zones are regulatory zones surrounding the surface traces—a line on the Earth’s surface defining a fault—of active faults in California. 4 Tetra Tech. 2018, January. Contra Costa County Hazard Mitigation Plan. Volume 1-Planning Area-Wide Elements.

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In the event of an earthquake, the location of the epicenter, as well as the time of day and season of the year, would have a profound effect on the number of deaths and casualties, as well as property damage. There are a number of small-scale earthquakes that happen weekly, but larger-scale or catastrophe shaking is less likely. Property and human life in Orinda are at risk for a significant earthquake causing catastrophic damage and strains on response and mitigation resources.

The county experiences hundreds of minor quakes and tremblers each month from the myriad of faults in the area. Other faults, both in and outside Contra Costa County, may also be capable of generating significant earthquakes with damaging effects in the county. A major quake could happen at any time.

In Orinda, earthquake effects may include ground shaking, fault rupture, landslides, liquefaction, subsidence, and seiches. Earthquakes can also cause human-caused hazards such as urban fires, dam failures, and toxic chemical releases. A major earthquake along any of these five faults could result in substantial casualties and damage resulting from collapsed buildings, damaged roads and bridges, fires, flooding, and other threats to life and property. Most of the loss of life and injuries from earthquakes are due to damage and collapse of buildings and structures.

Building codes for new construction have generally been made more stringent following damaging earthquakes. However, in Orinda, structures built prior to the enactment of these improved building codes have generally not been upgraded to current standards and are vulnerable in earthquakes. In Orinda, approximately 6,207 homes, or 83 percent, of all housing was constructed prior to 1980.5 Orinda Geologic Hazard Abatement District
The Orinda Geologic Hazard Abatement District (GHAD) was formed on March 4, 2008, by the Orinda City Council and includes the Orinda Oaks and Wilder developments. The Board of Directors for the Orinda GHAD are members of the Orinda City Council. The Orinda GHAD is responsible for prevention, mitigation, abatement, and control of geologic hazards within the GHAD boundaries, including mitigating or abating landslides and erosion hazards that could directly affect properties within those boundaries.

The Orinda GHAD currently has maintenance and monitoring responsibilities for all parcels within the Orinda Oaks development. However, the GHAD does not yet perform maintenance or monitoring responsibilities within the Wilder development and cannot perform such services until the responsibilities for doing so are transferred by the developer to the GHAD and the GHAD Board of Directors accepts such responsibilities. The GHAD is limited to overseeing and supervising the open space general physical maintenance of the open-space areas to prevent, mitigate, control, or abate erosion, sedimentation, and potential landslide hazards.

5 United States Census Bureau. 2016 - 2020 American Community Survey 5-Year Estimates: Year Structure Built.

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2017 Orinda Seismic Study
In December 2017, the City conducted a seismic study that assessed seismic risks in downtown Orinda and potential soft-story multifamily residential buildings. Contra Costa County Principal Structural Engineer Thom Huggett, accompanied by City staff, performed a visual assessment for unreinforced masonry buildings6and soft-story buildings.7These two building types were selected because they are easy to identify and can be evaluated efficiently. The buildings identified were evaluated as subject to “maximum considered earthquake ground motion,” which is defined in the California Building Code as the most severe effect of an earthquake for which buildings are designed. The study noted that there are several buildings that may appear to have soft-stories or other risks in the city.

However, the study found that there are no apparent unreinforced masonry buildings or soft-story buildings in downtown Orinda. During a City Council meeting on January 16, 2018, the staff recommended no action regarding seismic retrofitting of structures in Orinda based on the analysis resulting from the 2017 visual assessment, which aligned with the 2006 state-wide update on unreinforced masonry buildings.
6 Unreinforced masonry buildings are generally composed of earthen materials such as brick, stone, adobe, or hollow concrete blocks. Most were constructed prior to 1933, predating modern earthquake-resistant design. The masonry is not strengthened with embedded steel bars or by other means and is therefore called “unreinforced.” In earthquakes, the masonry walls (especially parapets) tend to disconnect from the building and fall outward, creating a hazard for people below and sometimes causing the building to collapse. 7 The term “soft story” has come to mean a multi-story wood-frame residential building prone to collapse under earthquake loads. In technical documents, a “soft story” is a type of irregularity that triggers special considerations for seismic evaluation and design; a structure can have a soft-story irregularity regardless of its age, occupancy, structural material, or height.

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FIGURE 5 REGIONAL FAULT LINES
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Other Seismic Hazards
In addition to the direct physical damage that can result from the motion of the earthquake, damage can result from liquefaction. Liquefaction occurs where water-logged soils near the ground surface lose compaction during strong ground motion. This can cause building foundations to shift and can result in significant structural damage. Soils susceptible to liquefaction are typically found in areas of low-lying, current, or former floodplains. Portions of the city within or directly adjacent to the floodplains of the San Pablo Creek are areas of the greatest peak ground acceleration. These areas are likely to experience the strongest shaking during an earthquake event, which could result in severe liquefaction. However, a majority of the city is within an area of low or very-low liquefaction risk. Very high liquefaction risk is limited to the areas adjacent to San Pablo Creek and Lauterwasser Creek. Figure 6 shows the areas facing an elevated liquefaction risk in Orinda.

While most of the city is notsusceptible to liquefaction, it is a potentially destructive secondary effect of strong seismic shaking. Liquefaction is the complete failure of soils, occurring when soils lose shear strength and flow horizontally. Liquefaction occurs primarily in saturated, loose, fine- to mediumgrained soils in areas where the groundwater table is within approximately 50 feet of the surface.

Shaking causes the soils to lose strength and behave as liquid. Excess water pressure is vented upward through fissures and soil cracks and can result in a water-soil slurry flowing onto the ground surface.

This subsurface process can lead to near-surface or surface ground failure that can result in property damage and structural failure. Groundwater that is less than 10 feet to the surface can cause the highest liquefaction susceptibility, with lower groundwater levels causing lower liquefaction risks.

Site-specific geotechnical studies are the only practical and reliable way of determining the specific liquefaction potential of a site; however, a determination of general risk potential can be provided based on soil type and depth of groundwater.

In most cases, proper design and construction of subgrade soils and building foundations provides a mechanism to mitigate the risk of seismic hazards to an acceptable level in conformance with the California Building Code. The representation of areas having a liquefaction potential is only intended as notification to seek further site-specific information and analysis of this potential hazard as part of future site development. It should not be solely relied upon, without site-specific information and analysis, for design or decision-making purposes.

Seismic seiches are waves that can occur in a body of water as a result of seismic shaking. Orinda has a large wastewater treatment facility located within its city limits that could be damaged and/or shutdown during a seiche event within the tanks, although this is considered unlikely.

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FIGURE 6 LIQUEFACTION HAZARD ZONES
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Geologic Hazards
Geologic hazards, such as landslides and erosion, depend on the geologic composition of the area.

Landslides and rock falls may occur in sloped areas, especially areas with steep slopes, and usually in areas of loose and fragmented soil. Landslides, rockfalls, and debris flows occur continuously on all slopes; some processes act very slowly, while others occur very suddenly, often with disastrous results. There are predictable relationships between local geology and landslides, rockfalls, and debris flows. Slope stability is dependent on many factors and interrelationships, including rock type, pore water pressure, slope steepness, and natural or human-made undercutting.

Landslides are often triggered by other natural hazards such as earthquakes, heavy rain, floods, or wildfires, so landslide frequency is often related to the frequency of these other hazards. In Contra Costa County, landslides typically occur during and after severe storms, so the potential for landslides largely coincides with the potential for sequential severe storms that saturate steep, vulnerable soils.

According to the National Centers for Environmental Information’s storm event database, the Contra Costa County has been impacted by severe storms at least once every three years. In Contra Costa County, landslides and mudslides are a common occurrence and have caused damage to homes, public facilities, roads, parks, and sewer lines in particular.

Due to the hilly terrain of the city, landslides are a hazard of significant concern in Orinda. The city has experienced numerous landslides in the past and as a result, much of Orinda’s slopes are unstable. Figure 7 illustrates areas in Orinda that are most susceptible to landslides. A majority of the city is within a very high landslide susceptibility class. Orinda is historically subject to landslides; in fact, landslides are the primary physical process that shapes the topography in the local area.

Landslides occur on hillsides throughout the city and generally occur in winter during high precipitation years. Multiple critical communication, power, water, wastewater, bridges, fire district, and school facilities are at moderate to high risk for landslide.

Orinda is susceptible to hazards related to erosion, or the geological process in which earthen materials are worn away and transported by natural forces such as water or wind, causing the soil to deteriorate. Eroded topsoil can be transported into streams and other waterways. Water erosion is the removal of soil by water and transportation of the eroded materials away from the point of removal. The severity of water erosion is influenced by slope, soil type, soil water storage capacity, nature of the underlying rock, vegetation cover, and rainfall intensity and period. The Impact of soil erosion on water quality becomes significant, particularly as soil surface runoff. Highly erosive soils can damage roads, bridges, buildings, and other structures.

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FIGURE 7 LANDSLIDE SUSCEPTIBILITY
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Past Occurrences
Orinda is in a region of high seismicity with numerous local faults nearby. While major earthquakes are rare in Orinda, minor earthquakes occur more often. The San Andreas Fault, the fastest-slipping fault along the Pacific and North American Plate boundary, has caused earthquakes of magnitude 7.8 and 7.9 in the past, including the 1906 San Francisco earthquake. In 1989, the Loma Prieta earthquake, which also originated along the San Andreas Fault, produced a magnitude 7.2 earthquake. The earthquake caused extensive damage and created a seven-county major disaster area, including Contra Costa County.

Landslides, however, are a common occurrence and are the primary physical process that shapes the topography in the city. Landslides have occurred on hillsides throughout the city and generally occur in winter during high precipitation years.

In 2005, the City of Orinda declared local emergency after $1.053 million in damages occurred as a result of storms during middle- to late-December. The storms caused mudslides onto public roadways throughout the city. Additionally, there were reports of tree, landslides, flooding, and sewer break damages at 22 private properties.

In 2008, the Zander Drive landslide reactivated 10 years after residential development encroached onto lands underlain by the landslide, resulting in $2 million in property damages. The landslide measured 200 feet across, extended 1,000 feet from Zander Drive down to San Pablo Creek, and had a maximum depth of 115 feet. Three properties were impacted, two homes were demolished, and the City purchased and remediated one of the properties because it was deemed too expensive to maintain. According to CAL Engineering and Geology Inc., the landslide is at least 1,000 years old. In previous years, it was active in the winters of 1969-70 and 1982-83 before sliding again in 1998. To ensure that the hillside along Zander Drive will withstand another slide, the city shored up and will continue to maintain the dirt at the bottom of the wall rather than constructing new retaining walls.

In 2012, a series of significant winter storms affected the county during late November and early December. The second storm happened on the first and second of the month, with the third and final storm on December 5th. During heavy rainfall, 69 properties with downed trees and landslides were reported to City’s Public Works Department from December 2 through December 5.

In 2017, a winter storm event caused major damage in Orinda, including property damages in the city that amounted to approximately $3 million. Storm damages included downed trees, flooding, and landslides.

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Potential Changes to Geologic and Seismic Risk in Future Years Likelihood of Future Occurrence
Seismic Risk
Earthquakes are likely to continue to occur on an occasional basis and are likely to be small. Most are expected to cause no substantive damage and may not even be felt by most people. Major earthquakes are rare, but a possibility in the region. A major earthquake along any of the nearby faults could result in substantial casualties and damage, although the greatest risk in Orinda is from the Hayward Fault due to its proximity and high potential to cause a severe earthquake. A major earthquake on the Hayward Fault could damage or destroy the BART tunnel or Caldecott Tunnel between Orinda and Oakland, limiting access in and out of the community.

Based on historical data and the location of Orinda relative to active and potentially active faults, the city will likely experience a significantly damaging earthquake. If serious shaking does occur, newer construction is in general more earthquake resistant than older construction because of improved building codes.

Geologic Risk
Geologic risks, such as landslides, are common occurrences in Orinda. With significant rainfall, additional failures are likely in the community’s landslide hazard areas and minor to moderate landslides will likely continue to impact the area when heavy precipitation occurs, as they have in the past.

Climate Change and Geologic and Seismic Hazards
While climate change is unlikely to increase earthquake frequency or strength, the threats from seismic and geologic hazards are expected to continue. Climate change may result in precipitation extremes (i.e., wetter rainfall periods and drier dry periods). While total average annual rainfall may not change significantly, rainfall may be concentrated in more intense precipitation events. Heavy rainfall could cause an increase in the number of landslides or make landslides larger than normal.

Increased wildfire frequency can destabilize hillsides due to loss of vegetation and change soil composition, which can contribute to greater runoff and erosion. The combination of a generally drier climate in the future, which will increase the chance of drought and wildfires, and the occasional extreme downpour, is likely to cause more mudslides and landslides. Impacts from these conditions would compound landslide potential for the most susceptible locations.

2.4 Fire Hazards
Fire hazards include both wildfires and urban fires. The combination of complex terrain, Mediterranean climate, and productive natural plant communities, along with ample natural ignition sources, has created conditions for extensive wildfires. Wildfire is a hazard of very high concern for the City of Orinda. Historically, the fire season extended from early summer through late fall of each year during the hotter, dryer months, although it is increasingly a hazard that can occur year-round.

Fire conditions arise from a combination of high temperatures, low-moisture content in the air and plant matter, an accumulation of vegetation, and high winds.

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Three types of fires are of concern to Orinda: (1) wildfires, (2) wildland-urban interface fires, and (3) structural fires.

Wildfires
Wildfires occur on mountains, hillsides, and grasslands. Fuel, weather, and topography are primary factors that affect how wildland fires spread. In and around Orinda, grassland and woodland habitat provide highly flammable fuel that is conducive to wildfires. These plant species are capable of regeneration after a fire, making periodic wildfires a natural part of the ecology of these areas. The climate of Orinda and the surrounding area keeps the grass dry and more readily combustible during fire season. Seasonal drought conditions exacerbate fire hazards.

Wildfire potential for Contra Costa County is typically greatest in the months of August, September, and October, when dry vegetation coexists with hot, dry winds, known as Diablo winds. Diablo winds come from the north and northeast, carrying extremely dry air at a high velocity, usually in the San Francisco Bay Area. The name “Diablo wind” refers to the fact that the wind blows into the inner Bay Area from the direction of Mount Diablo in Contra Costa County. These hot, dry winds can quickly desiccate vegetation and other combustible materials and can push a fire down or up a slope at very high speeds. These winds often occur during the spring and fall but are especially dangerous in the driest months of late summer and fall. During these times, controlling a fire becomes far more difficult. Seasonal drought conditions exacerbate fire hazards. Areas adjacent to the city that are susceptible to wildfires are also of concern as these conditions could exacerbate vulnerabilities within the city. These areas include SRA lands in the Sibley Volcanic Regional Preserve, the Tilden Nature Area, the hillsides around the San Pablo and Briones Reservoirs, and the Briones Regional Park, as well as local responsibility area (LRA) lands around the Lafayette Reservoir Recreation Area and hillsides in Lafayette, north of SR-24.

Because areas of the city with natural vegetation are extremely flammable during late summer and fall, wildfire is a serious hazard in undeveloped areas and on large lot home sites with extensive areas of un-irrigated vegetation. Grassland fires are easily ignited, particularly in dry seasons. These fires are relatively easily controlled if they can be reached by fire equipment, although after a fire, the burned slopes are highly subject to erosion and gullying. While brush-lands are naturally adapted to frequent light fires, fire suppression in recent decades has resulted in heavy fuel accumulation on the ground. Wildland fires, particularly near the end of the dry season, tend to burn fast and very hot, threatening homes and leading to serious destruction of vegetative cover. A wildland fire can generate a destructive crown fire, which is a fire that burns materials at the top of trees, spreading from treetop to treetop. They can be very intense and difficult to contain.

Many species of oaks are relatively tolerant to fire and are known to be part of California’s firedependent ecosystem. In general, oak woodlands are well adapted to periodic fire in the landscape.

However, fire suppression in the 20th century has led to an increase of ton per acre of various fuel types. The buildup of dense understories and higher density of small trees, enhance the risk of highseverity fires under hot, dry, and windy conditions. The combustibility of the fuel depends on its moisture content, physical structure, and chemical content. The drier the fuel, the more flammable it will be. Regardless, all vegetation in the region reaches some degree of combustibility during the dry summer months and, under certain conditions, during the winter months.

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In addition, tree mortality due to drought, sudden oak death, and forest pest (beetles) have increased densities of dead fuels and contributed to higher fire risk in the Bay Area. Under moderate drought conditions, oak woodlands generally present low fire risk, and treatments that remove ground fuels further reduce risk of high-severity fire. High-intensity fires increase the likelihood of a fire growing and spreading quickly. Furthermore, the production of burning embers carried through the wind can lead to spot fires, which occur beyond the immediate perimeter, and these are often the primary cause of ignition for structures. In Orinda, an oak woodland wildfire has the potential to spread rapidly due to the community’s steep topography, fuel load, and climatic conditions during the summer and fall make fire suppression challenging.

Wildfire Smoke
Increasing statewide fire frequency can create recurring air quality degradation events leading to respiratory health effects. Wildfire smoke consists of a mix of gases and fine particulate matter from burning vegetation and materials. The pollutant of most concern from wildfire smoke is fine particulate matter (PM2.5). PM2.5 from wildfire smoke is damaging to human health due to its ability to deeply penetrate lung tissue and affect the heart and circulatory system. Although wildfire smoke presents a health risk to everyone, sensitive groups may experience more severe acute and chronic symptoms from exposure to wildfire smoke, such as children, older adults, people with chronic respiratory or cardiovascular disease, or people experiencing low socioeconomic status.

Wildland-Urban Interface Fires
The wildland-urban interface (WUI) is an area where buildings and infrastructure (e.g., cell towers, schools, water supply facilities) mix with areas of flammable wildland vegetation. The WUI is composed of both interface and intermix communities. The distinction between these is based on the characteristics and distribution of houses and wildland vegetation across the landscape. Intermix WUI refers to areas where housing and wildland vegetation intermingle, while interface WUI refers to areas where housing is in the vicinity of a large area of dense wildland vegetation. The Wildfire Influence Zone refers to an area of wildfire-susceptible vegetation up to 1.5 miles from the WUI. Hundreds of homes now border major forests and brush areasin California. Human-caused fires are the leading cause of wildland fires, and with thousands of people living near and visiting wildland areas, the probability of human-caused fires is growing.

In the WUI, efforts to prevent ignitions and limit wildfire loss hinge on hardening structures and creating defensible space through a multi-faceted approach, which includes engineering, enforcement, education, emergency response, and economic incentive. Multiple strategies in the WUI help to limit the spread of fire and reduce the risk to people and property.

Structural Fires
Orinda is also at risk from structural fires. These fires occur in built-up environments, destroying buildings and other human-made structures. Structural fires are often due to faulty wiring or mechanical equipment, combustible construction materials. The absence of fire alarms and fire sprinkler systems often exacerbate the damages associated with a structural fire. Structural fires are largely from human accidents, although deliberate fires (arson) may be a cause of some events. Older buildings that lack modern fire safety features may face greater risk of damage from fires. To H.1.a
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minimize fire damage and loss, the City’s building Code and MOFD’s Fire Code, based on California Code of Regulation Title 24, sets standards for building and construction. It requires the provision of adequate water supply for firefighting, fire-retardant construction, and minimum street widths, among other things. The Fire Prevention Division is tasked with providing the highest level of fire prevention through public education, inspection, code enforcement, and detailed plan review. Under the direction of the Fire Marshal, Fire Prevention Division personnel strive to provide the public with the most updated information available to safely protect their home or place of business from fire and hazards.

Fire Hazard Zones
CAL FIRE establishes Fire Hazard Severity Zones (FHSZs), designating each as moderate, high, or very high severity. Incorporated areas, such as Orinda, are considered LRAs. CAL FIRE only designates very high fire hazard severity zones within LRAs. Areas in the northwest and central northern portion of the city are within a Very High FHSZ. Many of these high-risk areas are also the most difficult to access, as they are at the end of winding roads bordering undeveloped hillsides. Furthermore, areas adjacent to the city that are susceptible to wildfires are also of concern as these conditions could exacerbate vulnerabilities within the city.

MOFD designates almost all of Orinda as a Wildland Urban Interface-Fire Area (FA). Residential development in the WUI-FA, the introduction and proliferation of exotic species, accumulated fuel because of the exclusion of naturally occurring fire, and climate change-driven compression of the historic rainy season exacerbates the fire problem. Taken together, these factors result in more people, property, critical infrastructure, and natural resources in harm’s way on a more frequent basis. While large-scale wildfires do not occur every year, wildfire incidents driven by extreme weather conditions have repeatedly been difficult to contain.

A combination of factors, including weather, topography, and vegetation put Orinda, including both the Very High FHSZ and the WUI-FA, at a high risk of wildfire hazards. Figure 8 shows the wildfire hazard severity zones in and around Orinda and Figure 9 identifies the WUI-FA.

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FIGURE 8 WILDFIRE HAZARD SEVERITY ZONES
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FIGURE 9 WILDLAND-URBAN INTERFACE ZONES
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In March 2022, MOFD recognized the Wilder Subdivision (located west of Moraga Way between Stein Way and Glorietta Boulevard) as a Shelter-In-Place community. Although the subdivision is located in the WUI-FA, it was built with several features meant to reduce potential damage from wildfires, including at least 100 feet of defensible space around all structures, ignition-resistant roofs, and roads and driveways that can accommodate two-way traffic and firefighting equipment. These features help allow residents who are unable to evacuate to remain in their homes during a wildfire, although MOFD advises Wilder Subdivision residents to still evacuate if a wildfire comes near if possible.

Fire Protection
As described in Section 1.2, fire protection in Orinda is provided by MOFD. MOFD protects significant critical infrastructure and several target hazards and high-risk parcels in Orinda, including the Orinda Senior Village Apartments, Monteverde Senior Apartments, Orinda Convalescent Hospital, Lake Cascade Dam, a major power grid, the California Gas Transmission Company natural gas transmission line, SR-24, the four-bore Caldecott Tunnel, BART railway, the BART Berkeley Hills Tunnel, and thousands of high-value single-family homes. The CWPP identifies specific target hazard areas and occupancies within Orinda based on the potential fire hazard level, risk potential, and the number of occupants that may require assistance during an emergency. In the City of Orinda, target hazards include the Orinda Senior Village Apartments, the Monteverde Senior Apartments, and the Orinda Convalescent Hospital.

MOFD operates three fire stations in Orinda:
• Fire Station 43 at 20 Via Las Cruces
• Fire Station 44 at 295 Orchard Road
• Fire Station 45 at 33 Orinda Way
MOFD also operates two fire stations in Moraga.

Past Occurrences
There is limited detailed information on historic fires in the Orinda area. However, a regional look at the 15 fires in the vicinity of the Caldecott Tunnel from 1923 to 1991 shows a common pattern of ignitions during critical Diablo wind conditions in the fall, occurring every 10 to 20 years.

There is one historical record of a wildfire occurring in Orinda, which was the Sibley Fire #2. The wildfire occurred in 1998 and was the result of arson. The fire began in the Sibley Volcanic Regional Preserve, encroaching on the hillsides in the southwestern area of Orinda. In total, the fire burned approximately 200 acres. Although Orinda has not experienced a major wildfire within the city limits, the city is directly east of the Oakland Hills, which in 1991 suffered one of the worst wildland-urban interface firestorm disasters to ever strike the United States, with 25 deaths, 150 injuries, and destruction of 2,900 structures, causing losses in excess of $1.5 billion. In total, the Oakland Hills Tunnel fire burned approximately 1,622 acres. It remains the third-deadliest and third-most destructive wildfire in California’s recorded history. Figure 10 shows the areas burned by past wildfires near Orinda.

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FIGURE 10 HISTORIC WILDFIRE BURNED AREAS
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Potential Changes to Fire Risk in Future Years
Likelihood of Future Occurrence
The wildfire season in Contra Costa County typically lasts from June through November. Extreme weather conditions during periods of low humidity, low fuel moisture, and high winds also contribute to the severity of any potential wildfires. Extreme weather conditions during periods of low humidity, low fuel moisture, and high winds also contribute to the severity of any potential wildfires. Fires occurring during these times typically burn hot and fast and are difficult to control unless initial suppression occurs immediately. Wildfire for Orinda is a great concern given its Very High FHSZ and WUI-FA designations, as well as the area’s unique ecology – particularly the topography, climate, and vegetation, which provides the setting for recurrent catastrophic wildfires. Moreover, the community consists of, and is surrounded by, undeveloped hillsides, which makes these areas high risk for wildfire. Wildfire will continue to be a high-risk hazard for personal safety and property damage in Orinda and smoke impacts from local and regional wildfires are likely to continue to be problematic.

The likelihood of structural fires occurring in the city is low since these fires are usually the result of human accidents or mechanical issues in buildings.

Climate Change and Wildfire
Changing climate conditions are expected to increase the fire risk in and around Orinda. Warmer temperatures brought on by climate change can exacerbate drought conditions. Droughts can kill or dry out plants, creating more fuel for wildfires. Warmer temperatures are also expected to increase the number of pest outbreaks, such as the pine beetle, creating more dead trees and increasing the fuel load. Hot, dry spells may also increase disease and insect infestations resulting in higher fuel loads. Increased winds will result in more erratic fire behavior, making fires harder to contain.

Warmer temperatures are also expected to occur later in the year, extending the wildfire season, which is likely to begin earlier in the year and extend later than it has historically. Wildfires occurring later or earlier in the year are more likely to occur during Diablo wind events, which can cause wildfires to move more quickly and increase the likelihood to burning in the WUI areas.

2.5 Hazardous Waste and Materials
Hazardous materials are materials that pose a significant risk to public safety or human or environmental health. These include toxic chemicals, flammable or corrosive materials, petroleum products, and unstable or dangerously reactive materials. They can be released through human error, malfunctioning or broken equipment, or as an indirect consequence of other emergencies (e.g., if a flood damages a hazardous material storage tank). Hazardous materials can also be released accidentally during transportation, as a consequence of vehicle accidents.

A release or spill of bulk hazardous materials could result in fire, explosion, toxic cloud, or direct contamination of water, people, and property. The effects may involve a local site or many square miles. Health problems may be immediate, such as corrosive effects on skin and lungs, or gradual, such as the development of cancer from a carcinogen. Damage to property could range from immediate destruction by explosion to permanent contamination by a persistent hazardous material.

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Most hazardous materials in the region are being transported on truck routes along major roadways, such as SR- 24 that pass through Orinda. The most vulnerable areas along this route are considered the on-/off-ramps and interchanges. Since 1970, there have been no reported roadway hazardous materials incidents.

Hazardous materials and waste within Orinda are managed by the Certified Unified Program Agency (CUPA), a local administrative agency within the County of Contra Costa Environmental Health Division. The CUPA consolidates, coordinates, and makes consistent the regulatory activities of several hazardous materials and hazardous waste programs, including Hazardous Materials Management, California Accidental Release Prevention, Hazardous Waste Management, Underground Storage Tanks, Aboveground Storage Tanks, and Emergency Response.

Several state agencies monitor hazardous materials/waste facilities. Potential and known contamination sites are monitored and documented by the Regional Water Quality Control Board (RWQCB) and the California Department of Toxic Substances Control (DTSC). A review of the leaking underground storage tank (LUST) list produced by the RWQCB and the DTSC EnviroStor database indicates one active voluntary cleanup site at 37 Moraga Way and 12 other LUST cleanup sites with closed cases.

If a hazardous material spill poses an imminent public health threat, the City will support local regulating agencies in notifying the public. The transport of hazardous materials/wastes and explosives through the city is regulated by the California Department of Transportation (Caltrans).

SR-24 is open to vehicles carrying hazardous materials/wastes; however, State law prohibits transporting many types of hazardous materials through the Caldecott Tunnel except between 3 am and 5 am. Transporters of hazardous wastes are required to be certified by the United States Department of Transportation and manifests are required to track the hazardous waste during transport. The danger of hazardous materials/waste spills during transport does exist and will potentially increase as transportation of these materials increase on SR-24. MOFD, Contra Costa County Emergency Services Division, and Contra Costa County Division of Environmental Health are responsible for hazardous materials accidents at all locations within the city.

Potential Changes to Hazardous Materials in Future Years Likelihood of Future Occurrence
Given that there have been no hazardous materials incidents in transport through the city in the past 50 years, it is unlikely a hazardous materials incident will occur in Orinda on a frequent basis.

Moreover, according to Caltrans, most incidents are related to releases of fluids from the transporting vehicles themselves and not the cargo, thus the likelihood of a significant hazardous materials release within the city is more limited and difficult to predict.

Climate Change and Hazardous Materials
Climate change is unlikely to substantially affect hazardous materials transportation incidents.

However, increases in the frequency and intensity of hazards, such as floods, landslides, and severe storms, may create a greater risk of hazardous materials releases during these events.

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2.6 Additional Climate-Related Hazards
Drought
A drought is an extended period when precipitation levels are well below normal. Drought is a normal part of the climate cycle. Drought may cause losses to agriculture; affect domestic water supply, energy production, public health, and wildlife; or contribute to wildfire. Like most of California and the western United States, Orinda chronically experiences drought cycles. Drought impacts the city’s water supply, which may in severe instances, ultimately makes less water available for people, businesses, and natural systems.

Less snow falling in mountainous areas causes water levels in lakes and reservoirs to drop, which can affect recreation activities. Local ecosystems that are not well adapted to drought conditions can be more easily harmed by it. During drought events, the flow of water in creeks and streams is reduced, creating more slow-moving or standing water. This can concentrate sediment and toxins in the low water levels, causing harm to plants and animals. Droughts can also indirectly lead to more wildfires, and the stress caused by water shortages can weaken plants, making them more susceptible to pests and diseases.

The U.S. Drought Monitor recognizes a five-point scale for drought events: D0 (abnormally dry), D1 (moderate drought), D2 (severe drought), D3 (extreme drought), and D4 (exceptional drought).

According to the U.S. Drought Monitor, the most intensive drought conditions in recent years occurred during most of 2014, when all of Contra Costa County was classified as being in “extreme” drought. More recently, in 2021, from April through the end of the year, the county was also classified as being in “extreme” drought. As of March 2022, Contra Costa County, including Orinda, was classified as being in “severe” drought. During severe drought conditions, water shortages are common and water restrictions may be imposed so as to meet essential community needs. EBMUD’s 2020 Water Shortage Contingency Plan contains actions to implement and enforce regulations and restrictions for managing a water shortage when it declares a water shortage emergency under the authority of the Water Code.

Orinda’s water supply comes from imported water. The Orinda Water Treatment Plant is the heart of the EBMUD water distribution system, delivering water to the City of Orinda. EBMUD’s water supply begins at the Mokelumne River watershed in the Sierra Nevada and extends 90 miles to the East Bay, passing through the Sacramento-San Joaquin Delta. The Mokelumne Aqueducts convey the Mokelumne River supply from Pardee Reservoir, located upstream of Camanche Dam, across the Sacramento-San Joaquin River Delta (Delta) to local storage and treatment facilities in the East Bay.

After treatment, water is distributed to the incorporated cities and unincorporated communities in Alameda and Contra Costa Counties that EBMUD serves. Snowmelt in the Sierra Nevada accounts for approximately 90 percent of EBMUD’s drinking water supply. Approximately 10 percent of the water supply originates as runoff from the protected watershed lands in the East Bay area.

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Potential Changes to Drought in Future Years
Likelihood of Future Occurrence
Drought is different than many of the other natural hazards in that it is not a distinct event and usually has a slow onset. Drought can severely impact a region both physically and economically, affecting different sectors in different ways and with varying intensities. Adequate water is the most critical issue for commercial and domestic use. As the population in the city continues to grow, so will the demand for water. However, water supply is currently considered adequate to meet projected water needs through the year 2050. As demonstrated in the 2020 Urban Water Management Plan, EBMUD shows adequate capacity to accommodate the demand through 2050 through a diversified and resilient portfolio that includes recycled water and conservation programs.

Based on historical information, the occurrence of drought in California, including Contra Costa County, is cyclical, driven by weather patterns. Drought has occurred in the past and will occur in the future. Periods of actual drought with adverse impacts can vary in duration, and the period between droughts is often extended. Although an area may be under an extended dry period, determining when it becomes a drought is based on comparing observed precipitation with what is normal (climatologic), comparing soil moisture and crop conditions with what is normal (agricultural), or by looking at how much water is contained in snow, the level or flow rate of moving water, water in reservoirs, or groundwater levels (hydrologic). However, how individuals recognize drought depends on the ways in which it affects them. The impacts from drought include reduction in water supply and an increase in dry fuels.

Climate Change and Drought
Although droughts are a regular feature of California’s climate, scientists expect that climate change will lead to more frequent and intense droughts statewide. Overall, precipitation levels are expected to stay similar, and may even increase in some places. However, the state’s current data say that there will be more years with extreme levels of precipitation, both high and low, as a result of climate change. This is expected to cause more frequent and intense droughts compared to historical norms that cause soil to dry out and become hard. When precipitation does return, more water runs off the surface than is absorbed into the ground, which can lead to floods. Higher air temperatures are expected to increase evaporation, causing more water loss from lakes and reservoirs, exacerbating drought conditions. Reduced winter precipitation levels and warmer temperatures have greatly decreased the size of the Sierra Nevada snowpack (the volume of accumulated snow), which in turn makes less fresh water available for communities throughout California, including the imported water supply for Orinda. Continued decline in the Sierra Nevada snowpack volume is expected, which may lead to lower volumes of available imported water. Depending on the location and emissions levels, the state Cal-Adapt database indicates the snowpack (i.e., snow water equivalent) for the TahoeSierra Integrated Regional Water Management Region in the spring is expected to decline from a historical average of 16.1 inches to an average of 7.8 inches (a 52 percent decrease) by the middle of the century (2035 to 2064), and an average of 2.9 inches (an 82 percent decrease) by the end of the century (2070 to 2099).

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If heat-trapping emissions continue unabated, more precipitation will fall as rain instead of snow, and the snow that does fall will melt earlier, reducing the Sierra Nevada spring snowpack by as much as 70 to 90 percent. How much snowpack will be lost depends in part on future precipitation patterns, the projections for which remain uncertain. However, even under wetter climate projections, the loss of snowpack would pose challenges to water managers and hamper hydropower generation.

Extreme Heat
While there is no universal definition of extreme heat, California guidance documents define extreme heat as temperatures that are hotter than 98 percent of the historical high temperatures for the area, as measured between April and October of 1961 to 1990. Days that reach this level are called extreme heat days. In Orinda, the extreme heat threshold is 91.4°F. An event with five extreme heat days in a row is called a heat wave.

Health impacts are the primary concern with this hazard, though economic impacts are also an issue.

The Center for Disease Control and Prevention (CDC) recognizes extreme heat as a substantial public health concern. Historically, NOAA data indicates that about 175 Americans succumb to the demands of summer heat, although this number has increased in recent years. From 2004 to 2018, studies by the U.S. Department of Health and Human Services indicate that there is an average of 702 deaths annually that are directly or indirectly linked to extreme heat.

In 2019, Contra Costa County reported an extreme heat event from June 9th to the 11th. The combination of high pressure and strong offshore flow resulted in an early season heat wave across the Bay Area. Multiple daily records were broken across the region due to the heat. Three fatalities were reported during the heat event; one person died as a direct result of heat-related illness, while two others drowned while attempting to cool down during the heat wave.

In 2021, Contra Costa County reported an extreme heat event from July 9th to the 11th. Daytime highs rose above 100°F with locations across the East Bay up to 110°F. Overnight lows remained warm, particularly across higher elevations where temperatures were between 70°F and 80°F in the early mornings. There were no reported fatalities as a result of this heat event. Trees and vegetation in urban forestry are most useful as a mitigation strategy when planted in strategic locations around buildings or to shade pavement in parking lots and on streets.

Extreme heat events are dangerous because people exposed to extreme heat can suffer a number of heat-related illnesses, including heat cramps, heat exhaustion, and (most severely) heat stroke. As reflected in the Vulnerability Assessment, elderly persons, small children, chronic invalids, those on certain medications or drugs, and persons with weight and alcohol problems are particularly susceptible to heat reactions. The elderly and individuals below the poverty level are the most vulnerable to extreme heat. Nursing homes and elder-care facilities are especially vulnerable to extreme heat events if power outages occur, and air conditioning is not available. In addition, individuals below the poverty level may be at increased risk to extreme heat if use of air conditioning is not affordable. Areas with lower extreme heat thresholds are not necessarily at lower risk, as persons and community assets used to cooler temperatures may be less prepared for extreme heat events.

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A majority of homes in Orinda are older homes and were constructed over 42 years ago. Given that approximately 6,207 homes, or 83 percent of all housing, was constructed prior to 1980, some homes are unlikely to have air conditioning and may lack effective insulation. Therefore, people living in these homes, especially vulnerable populations, are at higher risk for heat-related illnesses from extreme heat events.

Orinda consists of oak woodland habitat that provides shade for much of the residential areas in the community. Streets and sidewalks are also well-shaded throughout many parts of the city, including the downtown area. Trees and other vegetation in the natural and urban environment help to lower surface and air temperatures by providing shade and through evapotranspiration.

Evapotranspiration, alone or in combination with shading, can help reduce peak summer temperatures by 2°F to 9°F.
8, 9

Very high temperatures can harm plants and animals that are not well adapted to them, including natural ecosystems. Extreme heat can increase the temperature of water in lakes, streams, creeks, and other water bodies, especially during drought events when water levels are lower. In some cases, water temperatures may exceed comfortable levels for several plants and animals, causing ecological harm. Outdoor workers in construction or landscaping are also much more exposed to the elements than most people, so they are more susceptible to extreme heat conditions and the potential illnesses associated with very high temperatures.

Indirectly, extreme heat puts more stress on power lines, causing them to run less efficiently. The heat also causes more demand for electricity (usually to run air conditioning units), and in combination with the stress on the power lines, may lead to brownouts and blackouts.

Potential Changes to Extreme Heat in Future Years
Likelihood of Future Occurrence
Extreme heat tends to occur on an annual basis and is likely to continue occurring annually. Due to Orinda’s inland location on the east side of the East Bay Hills and relatively low elevation, high temperatures will continue to be a more common occurrence than cold temperatures.

Climate Change and Extreme Heat
The warmer temperatures brought on by climate change are likely to cause an increase in extreme heat events. Depending on the location and emissions levels, the state Cal-Adapt database indicates the number of extreme heat days is expected to rise from a historical annual average of 4 to 15 by the middle of the century (2035 to 2064), and an average of 27 by the end of the century (2070 to 2099).
8 Huang, J., H. Akbari, and H. Taha. 1990. The Wind-Shielding and Shading Effects of Trees on Residential Heating and Cooling Requirements. ASHRAE Winter Meeting, American Society of Heating, Refrigerating and Air-Conditioning Engineers. Atlanta, Georgia.
9 Kurn, D., S. Bretz, B. Huang, and H. Akbari. 1994. The Potential for Reducing Urban Air Temperatures and Energy Consumption through Vegetative Cooling. ACEEE Summer Study on Energy Efficiency in Buildings, American Council for an Energy Efficient Economy. Pacific Grove, California.

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Overall, Orinda is expected to see an increase in the average daily high temperatures. Depending on the future severity of climate change, the state Cal-Adapt database indicates the annual average maximum temperature is expected to increase from a historical annual average of 65.4°F to an average of up to 69.7°F by the middle of the century (2035 to 2064), and an average of up to 72.7°F by the end of the century (2070 to 2099). Although the temperature increases may appear modest, the projected high temperatures are substantially greater than historical norms. These increases also make it more likely that an above-average high temperature will cross the extreme heat threshold.

As temperatures increase, Orinda will face increased risk of death from dehydration, heat stroke, heat exhaustion, heart attack, stroke, and respiratory distress caused by extreme heat.

Severe Weather
Severe weather is generally any destructive weather event, but usually occurs in Orinda as localized storms that bring heavy rain, hail, thunderstorms, and strong winds. Severe weather is usually caused by intense storm systems, although types of strong winds can occur without a storm. The types of dangers posed by severe weather vary widely and may include injuries or deaths, damage to buildings and structures, fallen trees, roads and railways blocked by debris, and fires sparked by lightning.

Severe weather often produces high winds and lightning that can damage structures and cause power outages. Lightning from these storms can ignite wildfires and structure fires that can cause damage to buildings and endanger people. Objects such as vehicles, unprotected structures (e.g., bus stops, car ports), fences, telephone poles, or trees can also be struck directly by lightning, which may result in an explosion or fire.

A relatively common weather pattern that brings southwest winds and heavy rain to California is often referred to as an atmospheric river. Atmospheric rivers are long, narrow regions in the atmosphere that transport most of the water vapor carried away from the tropics. These columns of vapor move with the weather, carrying large amounts of water vapor and strong winds. When the atmospheric rivers make landfall, they often release this water vapor in the form of rain or snow, often causing heavy rains that can lead to flooding and mudslide events. From March 13th to March 16th, 2012, a series of storm systems from the Gulf of Alaska brought gusty winds and periods of heavy rain across the San Francisco and Monterey Bay areas. During this heavy storm, a series of accidents occurred, which included a roadway accident on SR-24 near Wilder Road in Orinda.

A thunderstorm is a rain event that includes thunder and lightning. A thunderstorm is classified as “severe” when it contains one or more of the following: hail with a diameter of three-quarter inch or greater, winds gusting in excess of 57.5 miles per hour (mph), or tornado. However, tornadoes are uncommon in Contra Costa County; only four have been recorded in the county since 1950. On April 16, 2018, the City of Orinda experienced a widespread storm event that brought hail measuring approximately 0.25 inches, thunder, and lightning.

High winds, often accompanying severe storms, can cause significant property damage, threaten public safety, and have adverse economic impacts from business closures and power loss. High winds, as defined by the National Weather Service, are sustained wind speeds of 40 mph or greater lasting one hour or longer, or wind gusts of 58 mph or greater for any duration. These winds may occur as part of a seasonal climate pattern or in relation to other severe weather events, such as thunderstorms. Contra Costa County experiences high wind on an annual basis. On January 4, 2008, H.1.a
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Contra Costa County reported 110 mph winds in the East Bay Hills and Diablo Range. During this high wind event, a very strong cyclone slammed into the San Francisco and Monterey Bay areas, bringing rain, high winds, record high surf and coastal flooding. Hundreds of thousands of residences and businesses were without power, some for several days due to high winds toppling power lines.

Millions of dollars in property damage was reported due to falling trees hitting cars and structures as well as damage to roads due to heavy rain. On December 11, 2014, Contra Costa County reported 83 mph winds. This atmospheric river event brought heavy rain and gusty winds with a strong winter storm that impacted the Bay Area for several days in mid-December.

All wind events pose several different types of threats. By themselves, the winds pose a threat to the health of people and structures in the county. Dust and plant pollen blown by the wind can create breathing problems. The winds can blow roofs off buildings and cause tree limbs to fall on structures.

High winds also increase the threat of wildfires. Winds may dry out brush and forest areas, increasing the fuel load in fire-prone areas. Winds may spark wildfires by knocking down power lines or causing them to arc. If wildfires do start, high winds can push flames quickly into new areas, contributing to rapid spread of wildfires and making them harder to control.

Public Safety Power Shutoff Events
Electricity utilities throughout California, including Pacific Gas and Electric Company (PG&E), have begun to occasionally “de-energize,” or turn off the electricity for power lines that run through areas where there is an elevated fire risk. This is intended to reduce the risk of power lines sparking or being damaged and starting a wildfire. As previously described, these activities, called public safety power shutoff events, also known as PSPS events, result in a loss of power for customers served by the affected power lines. A PSPS event may occur at any time of the year, usually during high wind events and dry conditions. PSPS events may be limited to specific communities or they may affect broad swaths of the state. In October 2019, PG&E conducted one large-scale PSPS event, shutting off power to approximately 740,000 customers in 35 counties across the state, including customers in Orinda.

Several PSPS events also occurred in 2020. While smaller, these events still affected thousands of PG&E customers across Contra Costa County, including Orinda.

PSPS events can impact emergency management activities. A loss of power can make it more difficult for homes or businesses to receive emergency notifications if needed. PSPS events can also create vulnerabilities for community members that lack backup power supplies and depend on electricity for heating or cooling homes and buildings, lighting, and internet. PSPS events may also be harmful to people who depend on electrically powered medical devices. Additionally, community members may be faced with economic hardships and be deprived of important services, such as grocery stores, gas stations, and banks/ATMs. Traffic lights and other traffic-control systems may not work, which can complicate any evacuation needs and may hinder emergency response. Although critical public health and safety facilities often have backup generators, the loss of power may also disable other key infrastructure systems.

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Potential Changes to Severe Weather in Future Years
Likelihood of Future Occurrence
According to historical hazard data, severe weather is an annual occurrence in Contra Costa County.

Damage and disaster declarations related to severe weather have occurred and will continue to occur in the future. Heavy rain and thunderstorms are the most frequent type of severe weather occurrences in the county. Wind and lightning often accompany these storms and have caused damage in the past. However, actual damage associated with the primary effects of severe weather have been limited. It is the secondary hazards caused by severe weather, such as floods and fire that have had the greatest impact on the county. In general, any severe storm that affects Contra Costa County has local effects in Orinda as well. Thunderstorms, high winds, and lightning can each have localized impacts on infrastructure, properties, and public safety. Transportation, including freight shipping, faces increased congestion when severe storms occur.

Climate Change and Severe Weather
Climate change is expected to cause an increase in intense rainfall and strong storm systems, which is usually associated with strong storm systems. This means that Orinda could see more intense weather resulting from these stormsin the coming years and decades, although such an increase may not affect all forms of severe weather. While average annual rainfall may increase only slightly, climate change is expected to cause an increase in the number of years with intense levels of precipitation. Heavy rainfall can increase the frequency and severity of other hazards, including flooding.

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3. GOALS, POLICIES, AND ACTIONS

3.1 Emergency Preparation and Response
GOAL S-1:

A community that effectively minimizes threats to public health, safety, and welfare resulting from natural and human-caused hazards.

Policies
Policy S-1 In coordination with the County of Contra Costa, implement and update the Contra Costa County Local Hazard Mitigation Plan, as directed by the California Governor’s Office of Emergency Services and the Federal Emergency Management Agency, and maintain mutual-aid agreements with federal, state, and local agencies as well as the private sector, to assist in:

1. Clearance of debris in the event of seismic hazards, collapsed buildings or structures, or other circumstances that could result in blocking emergency access or regress

2. Heavy search and rescue

3. Fire suppression

4. Hazardous materials response

5. Temporary shelter

6. Geologic and engineering needs

7. Traffic and crowd control

8. Building inspection
Policy S-2 Incorporate the Contra Costa County Hazard Mitigation Plan and the City of Orinda Annex, approved by the Federal Emergency Management Agency in 2018, into this Safety Element by reference, as permitted by California Government Code Section 65302.6, to ensure that emergency response and evacuation routes are accessible throughout the city.

Policy S-3 Coordinate with local and State Emergency Management agencies using the Standardized Emergency Management System (S.E.M.S.) and National Incident Management System (N.I.M.S.) to facilitate multiagency emergency response.

Policy S-4 Continue to cooperate with other public agencies to ensure adequate medical and other emergency services.

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Policy S-5 Maintain inter-jurisdictional cooperation and coordination, including automatic aid agreements, with fire protection and suppression agencies in Contra Costa County.

Policy S-6 Ensure that communication, educational and informational materials, assistance in preparedness activities, and evacuation and short-term recovery activities are available in multiple languages and formats appropriate for people with access and functional needs.

Policy S-7 Ensure that communication systems used by emergency responders and key City staff have sufficient redundancy and resiliency to meet City needs during and after a hazard event.

Policy S-8 Ensure that the City is able to prepare for and respond to large-scale disasters through coordination and sharing data, experience, and strategies with other emergency management agencies in state or regional efforts on disaster planning.

Policy S-9 Locate critical facilities outside of known hazard zones, including 100-year and 500-year flood hazard zones, dam inundation zones, very high fire hazard severity zones, and Wildland-Urban Interface zones. If facilities must be located in these zones, design and site them to minimize potential damage and increase their ability to remain operational during and after hazard events.

Policy S-10 Develop and implement an evacuation assistance program, in coordination with Contra Costa County Transportation Authority, Seniors Around Town, and paratransit and diala-ride agencies to help those with limited mobility or lack of access to a vehicle evacuate safely.

3.2 Flood and Inundation Hazards
GOAL S-2:

A community that seeks to avoid and minimize risk and damage from flood hazards in the city.

Policies
Policy S-11 Land development shall be consistent with the natural carrying capacity of nearby creeks, streams, and other waterways to address potential hazards associated with development near sensitive riparian areas, such as erosion and flooding.

Policy S-12 For new construction and proposals for substantial improvements to residential and nonresidential development within 100-year floodplains, as mapped by the Federal Emergency Management Agency (FEMA) or as determined by site-specific hydrologic studies for areas not mapped by FEMA, the City of Orinda shall apply a minimum level of acceptable risk and disapprove projects that cannot mitigate the hazard to the satisfaction of the Building Official or other responsible agency. Areas outside of the 100-year floodplains should be considered for future risk because climate change may expand areas of the city that are currently considered flood prone.

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Policy S-13 Development on parcels containing or bordering the floodway shall only be allowed if the proposed structures can be adequately floodproofed and will not contribute to property damage or risks to public safety. Such developments shall be required to be capable of withstanding flooding and minimize the use of fill. Compatible uses shall not, however, obstruct flows or adversely affect upstream or downstream properties with increased velocities, erosion backwater effects, or concentrations of flows.

Policy S-14 Update stormwater infrastructure design requirements and retrofit storm drainage systems as needed,subject to funding availability, to maintain consistency with federal, state, and local regulatory requirements and to convey runoff for more intense storms resulting from climate change.

Policy S-15 Condition new development to maintain or minimize post-development peak runoff rate and average volume similar to predevelopment conditions, to the maximum extent feasible. Consider use of green infrastructure and low impact development that use onsite infiltration to slow runoff during peak periods. Where this is not feasible, the increase shall be mitigated.

Policy S-16 Cooperate with the Contra Costa County Flood Control and Water Conservation District and other jurisdictions to pursue funding to finance improvements to storm drainage and flood control facilities.

Policy S-17 Continue to coordinate with the East Bay Municipal Utilities District and the Orinda Country Club to assess the dam inundation risk in Orinda and upgrade facilities and infrastructure at risk.

3.3 Seismic and Geologic Hazards
GOAL S-3:

A community that seeks to minimize risks to public health, safety, and welfare resulting from geologic and seismic hazards.

Policies
Policy S-18 Minimize fault rupture hazards through enforcement of the following policies:

1. Require geologic studies or analyses for critical, lifeline, and high-occupancy structures and high-risk structures within 0.5 miles of all Quaternary faults shown on the Earthquake Fault Studies Zones map.

2. Require geologic trenching studies within all designated Earthquake Fault Studies Zones unless adequate evidence is presented, as determined and accepted by an approved Geotechnical Engineer or Engineering Geologist. The City of Orinda may require geologic trenching of nonzoned faults for especially critical, vulnerable, or lifeline structures
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3. Require infrastructure systems, such as energy, communications, and transportation infrastructure, that cross a fault be designed to resist fault rupture for the maximum plausible earthquake scenario.

4. Support efforts by the California Department of Conservation, California Geological Survey, to develop geologic and engineering solutions in areas of ground deformation due to faulting and seismic activity but where a fault cannot be reliably located.

5. Encourage and support efforts by the geologic research community to better define the locations and risks of faults in and around the City of Orinda. Such efforts could include data sharing and database development with regional entities, other local governments, private organizations, utility agencies or companies, and local universities.

Policy S-19 New development, including subdivisions, new construction, and remodels or expansions of existing structures, shall minimize exposure to seismic hazards through site planning and building design.

Policy S-20 A geotechnical investigation and report shall be required for all new development in landslide and liquefaction zones. Any other facility that could create a geologic hazard, such as a road on hillside terrain, must also conduct such an investigation. Evidence of probable geologic hazard shall require a geotechnical study by a registered soil engineer or registered geologist that shall be reviewed by geotechnical consultants selected by the City.

Policy S-21 Require new development in areas prone to geologic hazards (e.g., landslides, steep topography,slope instability), including the Orinda Geologic Hazard Abatement District, to be designed to adequately reduce these hazards, including minimizing the loss of native vegetation. Grading plans; environmental assessments; engineering and geologic technical reports; and irrigation and landscaping plans, including ecological restoration and revegetation plans, shall be required as appropriate to ensure the adequate demonstration of a project’s ability to mitigate these potential impacts.

Policy S-22 Require new development in hillside areas to prepare drainage plans to direct runoff and drainage away from potentially unstable slopes.

Policy S-23 Encourage retrofits to existing buildings that improve resiliency to geologic and seismic hazards.

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3.4 Fire Hazards
GOAL S-4:

A community that seeks to avoid and minimize the risk of loss of life, injury, and property loss from wildfires and urban fires.

Policies
Policy S-24 Cooperate with the Moraga-Orinda Fire District (MOFD) in developing additional standards, guidelines, and local ordinances to ensure provision of adequate fire protection and emergency medical service for all persons and property in the community.

Policy S-25 Continue to require a high level of fire protection to residential and commercial development to avoid or minimize wildfire hazards associated with new land uses, consistent with MOFD standards.

Policy S-26 Coordinate with MOFD and landowners to develop and maintain fuel breaks in dedicated open space and fire-access easements.

Policy S-27 Require project-specific fire prevention plans for all new development projects in Very High Fire Hazard Severity Zones and Wildland-Urban Interface Zones (see Figure 8:

Wildfire Hazard Severity Zones and Figure 9: Wildland-Urban Interface Zones), including plans for long-term, comprehensive, fuel reduction and management.

Policy S-28 Develop and update programs as needed that ensure recovery and redevelopment after a large fire and that reduce future vulnerabilities to fire hazard risks through site preparation, redevelopment layout design, fire-resistant landscape planning, and fireretarding building design and materials.

Policy S-29 Require that proposed development be in areas where fire and emergency services have sufficient capacity to meet project needs or require that they be upgraded to provide necessary capacity as part of the proposed development activities.

Policy S-30 Continue to require review by the Planning Department and Moraga-Orinda Fire District prior to the issuance of development permits for proposed construction projects and conceptual landscaping plans in Very Fire Hazard Severity Zones identified by CAL FIRE and Wildland-Urban Interface Zones (see Figure 7: Wildfire Hazard Severity Zones and Figure 8: Wildland-Urban Interface Zones). Plans for proposed development in such areas shall include, at a minimum:

1. Site plan, planting plan, planting palette, and irrigation plan to reduce the risk of fire hazards and with consideration to site conditions, including slope, structures, and adjacencies.

2. Defensible space maintenance plan.

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3. Multiple points of ingress and egress to improve evacuation, emergency response, and fire equipment access, and adequate water infrastructure for water supply and fire flow.

4. Class A roof materials for new and replacement roofs.

Policy S-31 Coordinate with the East Bay Municipal Utilities District to maintain an adequate water supply for the community.

Policy S-32 Support measures that help firefighting crews and emergency response teams respond to fire hazards or work under low-visibility conditions, such as high-visibility signage for streets and building addresses.

Policy S-33 Continue to uphold fire-resistant landscaping requirements for new residential and commercial development. All new residential development must comply with MOFD and California Board of Forestry regulations, as well as Chapter 17.17 (Landscaping) of the Municipal Code, which requires all planted material to conform to the fire-safe vegetation list in the City of Orinda Landscape Guidelines.

Policy S-34 Continue to identify and maintain evacuation routes to ensure adequate capacity, safety, and viability of those routes in the event of an emergency.

Policy S-35 Require proposed development to provide adequate access for fire and emergency vehicles and equipment.

Policy S-36 Identify existing public and private roadways in fire hazard severity zones and the wildland-urban interface (WUI) that are not in compliance with current fire safety regulations, including road standards for evacuation and emergency vehicle access, vegetation clearance, and other requirements of Sections 1273 and 1274 of the California Code of Regulations (Title 14, Division 1.5, Chapter 7, Articles 2 and 3), to the extent resources are available. Work at retrofitting City-owned roadways as needed to meet current standards and require private property owners to do the same, to the extent feasible and given the absence of other site constraints.

3.5 Hazardous Waste and Materials
GOAL S-5:

A community with effective, citywide management and disposal of hazardous materials and hazardous materials wastes.

Policies
Policy S-37 Reduce the level of risk from toxic and hazardous materials in Orinda by regulating the transportation and storage of these materials in the community, and through an educational program on the proper disposal methods for hazardous, toxic, and polluting materials.

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Policy S-38 Require public disclosure of all companies, facilities, buildings, and properties that use, store, produce, and/or import/export any hazardous materials and wastes in the city.

The City will maintain and share its inventory with the Contra Costa County Environmental Health Department.

Policy S-39 Ensure that the use and disposal of hazardous materials in the city complies with local, state, and federal safety standards.

Policy S-40 Encourage use of on-site green infrastructure to protect and enhance community water quality and use of landscape design (e.g., berms, grasslands, plantings) to either contain released hazardous materials or to process and/or absorb pollutants to prevent them from infiltrating the soil or watershed.

Policy S-41 Maintain the organizational framework for implementation of the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

3.6 Additional Climate-Related Hazards
GOAL S-6:

A resilient community able to adapt to climate-related hazards.

Policies
Policy S-42 Establish one or more equitably-located resilience hubs in Orinda. Ensure that resilience hubs are not in areas at risk from hazard impacts, to the extent possible; offer refuge from extreme heat and extreme weather events as well as poor air quality and disasters; and are equipped with renewable energy generation and backup power supplies. Such facilities should be in easily accessible locations and available to all community members. Resilience hubs consist of new well‐used, existing, community‐ serving facilities that are upgraded to provide local communities with shelter, water, and electricity during these events or disasters.

Policy S-43 Use the reported data and findings of applicable local, regional, or state documents or plans pertaining to climate-related hazards that could impact the City of Orinda, including the California Climate Change Assessment, the California Adaptation Planning Guide, and the Safeguarding California Plan to inform decision-making and foster increased community resilience to climate-related hazards.

Policy S-44 Prepare for a reduced long-term water supply resulting from more frequent and severe drought events, including working with regional water providers to implement extensive water conservation measures and ensure sustainable water supplies.

Policy S-45 Renovate existing City-owned assets and design future facilities to incorporate renewable energy generation systems, battery storage systems, and energy-efficient design and features, as feasible.

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Policy S-46 Coordinate with East Bay Municipal Utilities District to explore ways to improve and increase energy storage capacity and generation efficiency.

Policy S-47 Coordinate with the Contra Costa County Transportation Authority to increase shading and heat-mitigating materials on pedestrian walkways and at transit stops.

Policy S-48 Encourage new developments and existing property owners to incorporate sustainable, energy-efficient, and environmentally regenerative features into their facilities, landscapes, and structures to reduce energy demands and improve on-site resilience.

Support financing efforts to increase community access to these features.

Policy S-49 Promote the use of drought‐tolerant green infrastructure, including landscaped areas, as part of cooling strategies in public and private spaces.

Policy S-50 Use natural resources and infrastructure to absorb the impacts of climate-related hazards and associated natural hazards, as feasible.

Policy S-51 Coordinate with neighboring communities to develop an extreme heat response plan that designates cooling centers and establishes a temperature threshold triggering citywide notification and coordination for opening designated cooling centers to the public.

Policy S-52 Collaborate with the Contra Costa County Department of Public Health and healthcare providers to minimize medical-supply-chain disruptions for facilities in Orinda.

Policy S-53 Increase the resiliency of City-owned structures to severe weather events and support homeowners and business owners to increase the resilience of their buildings and properties through retrofits, weatherization, and other improvements.

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TABLE 1 IMPLEMENTATION MEASURES
Implementation Action Applicable
Policy
Responsible
Department or Agency Time Frame Funding Source
IA-1 The City shall continue to work with the County to update the Local Hazard Mitigation Plan upon its expiration to ensure that Orinda maintains eligibility for pre-disaster mitigation funding.

S-1 Planning Department Ongoing General Fund
IA-2 The City shall continue to maintain agreements with other local, state, and federal agencies to ensure coordinated disaster response.

S-1
S-6
Planning Department /
Moraga-Orinda Fire
District / Police
Department
Ongoing General Fund
IA-3 Maintain automatic aid agreements with other fire
protection/suppression agencies in Contra Costa County.

S-5 Moraga-Orinda Fire
District
Ongoing General Fund
IA-4 The City shall update the Municipal Code as necessary to comply with state requirements and projections of future flood risks for flood control.

S-12
S-14
Planning Department Ongoing General Fund
IA-5 The City will update its policies and standards, if necessary, to remain consistent with state and federal standards for floodplains and urban development in areas subject to
flooding.

S-12 Planning Department Ongoing General Fund
IA-6 Develop and implement minor repairs and replacement of City-maintained drainage facilities as problems are identified through the ongoing storm drain planning and inventory
work, during the storm season or through ongoing
inspections.

S-14 Public Works and
Engineering Department
Ongoing General Fund /
Drainage Impact
Fees
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Implementation Action Applicable
Policy
Responsible
Department or Agency Time Frame Funding Source
IA-7 Consult with the Contra Costa County Flood Control District as well as upstream and downstream jurisdictions regarding regional approaches for the planning, construction,
operation, and maintenance of drainage and flood-control facilities. Include these entities in the referral of project applications as appropriate.

S-14
S-16
Planning Department Ongoing General Fund
IA-8 The City shall conduct regular cleaning and maintenance of storm drains along key roadways, especially in advance of the rainy season. The City shall address potential ponding and the need for storm drain improvements on major
roadways subject to funding availability.

S-16 Public Works and
Engineering Department
Ongoing General Fund
IA-9 Coordinate with the State Division of Safety of Dams to ensure that the City is aware of the timeline for the
maintenance and inspection of dams whose failure would
impact their jurisdiction.

S-17 Planning Department /
Public Works and
Engineering Department
Ongoing General Fund
IA-10 Provide information to the public on ways to reinforce buildings to reduce damage from earthquakes and what to do in the event of an earthquake.

S-19 Planning Department Ongoing General Fund
IA-11 Study building safety measures and revise the building code to: (1) Include building practices that minimize seismic and geologic risks for new residential buildings to the greatest feasible extent.
(2) Require any additional building practices that minimize seismic risks for paved areas and foundations of buildings, as needed.

S-19 Planning Department /
Public Works and
Engineering Department /
Contra Costa Conservation
and Development
Department / Contra
Costa County Building
Department
Ongoing General Fund
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Implementation Action Applicable
Policy
Responsible
Department or Agency Time Frame Funding Source
IA-12 The City will update and maintain standards designed to avoid geologic hazards, mitigate for soils-related constraints, reduce impacts to hydrological and drainage conditions, and minimize erosion resulting from site grading and
preparation, construction, and ongoing operations. Projects will be conditioned to include measures to avoid geologicand soils-related impacts, as necessary.

The City will require a geotechnical evaluation prior to construction of buildings intended for public occupancy in areas with potential risk related to geologic conditions or soil limitations, as identified on maps maintained by the City.

The geotechnical evaluation shall evaluate all relevant risks, which may include but are not limited to erosion, landslide, expansive soils, subsidence, and seismic activity.

Recommendations from the geotechnical evaluation shall be incorporated into the subject project or plan in order to reduce risk to levels acceptable to the City. The City will also incorporate geotechnical evaluations and recommendations into its own public investments, as appropriate.

S-20 Contra Costa Building
Department
Ongoing Project applicant
funding
IA-13 Conduct slope stabilization practices on existing public property and support slope stabilization activities on private property located on unstable hillside areas, especially slopes with recurring failures where City property or public right-ofway is threatened from slope instability, or where considered appropriate and urgent by the City of Orinda Engineer, or Moraga-Orinda Fire District.

S-21 Public Works and
Engineering Department /
Moraga-Orinda Fire
District
Ongoing General Fund /
Fines / Project
applicant funding
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Implementation Action Applicable
Policy
Responsible
Department or Agency Time Frame Funding Source
IA-14 Coordinate with Moraga-Orinda Fire District to continue implementing a long-term fire protection training program and continue public education efforts to inform the
community of wildland and urban fire hazards and ways to minimize damage caused by fires.

S-24 Planning Department /
Moraga-Orinda Fire
District
Ongoing General Fund
IA-15 The City shall work with CAL FIRE and Moraga-Orinda Fire District to ensure maintenance of existing fuel breaks, vegetation clearance, and emergency access routes for
effective fire suppression on public and private roads.

S-25
S-26
Planning Department /
Moraga-Orinda Fire
District
Ongoing General Fund
IA-16 Continue to implement the City’s and the Moraga-Orinda Fire District’s most currently adopted Fire Codes to ensure that development is constructed in a structurally safe
manner. To the extent feasible, conduct periodic fire safety inspections to ensure compliance with adopted codes.

S-30 Moraga-Orinda Fire
District
Ongoing General Fund /
Fines
IA-17 Identify and improve areas lacking adequate water service for firefighting, including capacity for peak load under a reasonable worst-case wildland fire scenario determined by Moraga-Orinda Fire District. The City shall identify areas lacking adequate water service, including areas where future development may occur.

S-31 Planning Department /
Moraga-Orinda Fire
District
Ongoing General Fund
IA-18 Designate the Moraga-Orinda Fire District as the keeper of a database of all properties in Orinda engaging with hazardous materials and include such information as their address, their owner’s contact information, and a list of all the hazardous materials on site.

S-38 Moraga-Orinda Fire
District
Ongoing General Fund
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Implementation Action Applicable
Policy
Responsible
Department or Agency Time Frame Funding Source
IA-19 Require existing and new commercial and industrial uses involving the use, handling, transport, or disposal of
hazardous materials in the city to disclose their activities in accordance with Contra Costa County guidelines and the
requirements of California law.

S-40 Planning Department /
Moraga-Orinda Fire
District
Entitlement
process and
through
routine
inspections
General Fund
IA-20 Require that construction activities cease if ground or water contamination is discovered during construction until the contamination is reported and the extent of the
contamination, as well as necessary actions for remediation, have been identified to the satisfaction of the appropriate agency. Require that remediation activities be completed to the satisfaction of the appropriate responsible agency (i.e., Contra Costa County Environmental Health Department, San Francisco Regional Water Quality Control Board,
Department of Toxic Substances Control, or the City of
Orinda, depending upon the type of contamination).

S-39 Moraga-Orinda Fire
District
Entitlement
process and
through
routine
inspections
General Fund
IA-21 The City shall work with local schools and community centers to create resilience hubs that can serve as gathering places during emergencies and interruptions in services, and contain access to water, electricity, and other necessary services.

S-42 Planning Department /
Public Works and
Engineering Department
Ongoing General Fund
IA-22 The City shall integrate the results of the Climate Change Vulnerability Assessment into other City planning
documents where feasible, including, the Local Hazard
Mitigation Plan, Zoning Ordinance, building code, and other applicable codes.

S-43 Planning Department /
Contra Costa Conservation
and Development
Department
By 2023 General Fund
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Implementation Action Applicable
Policy
Responsible
Department or Agency Time Frame Funding Source
IA-23 The City shall review the climate adaptation and resiliency strategies and shall update them as needed to ensure
compliance with state laws and community needs.

S-44
S-45
Planning Department Every 8 years General Fund
IA-24 The City shall review and as needed update the Vulnerability Assessment to incorporate new technology, programs, and policies to improve adaptation to climate-related hazards.

S-44
S-45
Planning Department Ongoing General Fund
IA-25 Where feasible, the City shall encourage the use of existing natural features and ecosystem processes, or the restoration of, when considering alternatives and adaptation projects through the conservation, preservation, or sustainable
management of open space. This includes, but is not limited to, the conservation, preservation, or sustainable
management of any form of aquatic or terrestrial vegetated open space, such as parks, rain gardens, and urban tree canopies. It also includes systems and practices that use or mimic natural processes, such as permeable pavements,
bioswales, and other engineered systems, such as levees that are combined with restored natural systems, to provide clean water, conserve ecosystem values and functions, and provide a wide array of benefits to people and wildlife.

S-47
S-48
S-49
S-50
Planning Department Ongoing General Fund /
Development Fees
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Appendix A: Vulnerability Assessment Results
The table below shows the results of the Vulnerability Assessment prepared for Orinda, in accordance with the requirements of Senate Bill 379. For each population or asset that may be vulnerable to each climate-related hazard, the population or asset is scored on a scale of zero to five:
0: Not vulnerable
V1: Minimal vulnerability
V2: Low vulnerability
V3: Moderate vulnerability
V4: High vulnerability
V5: Severe vulnerability
The vulnerability scores reflect both the severity of climate-related impacts and the ability of populations and assets to resist and recover from these effects. Refer to the “Climate Change” and “Vulnerable Populations and Assets” sections of the Safety Element for additional details on the Vulnerability Assessment method.

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Drought Extreme
Heat Flooding
Human
Health
Hazards
Landslides Severe
Storms Wildfire
Populations
Children (under 10) - V4 V3 V3 V4 V3 V4
Cost-burdened households V3 V3 V3 V3 V3 V2 V3
Households in poverty V4 V5 V5 V5 V4 V4 V5
Immigrant communities - V5 V4 V5 V3 V4 V5
Linguistically isolated persons - V3 V3 V3 V3 V3 V4
Low-income households V3 V3 V3 V3 V3 V3 V3
Low-resourced people of color V4 V5 V4 V5 V3 V4 V5
Outdoor workers V3 V5 - V4 - V3 V5
Overcrowded households V3 V3 V3 V4 V2 V2 V3
Persons experiencing homelessness - V5 V5 V5 - V5 V5
Persons with chronic illnesses and/or
disabilities - V5 V4 V5 V4 V4 V5
Persons without a high school degree - V2 V3 V2 V2 V2 V3 Persons without access to lifelines - V3 V4 V3 V3 V3 V4 Renters - V2 V3 V2 V3 V2 V3
Seniors (65+) - V4 V3 V4 V4 V3 V4
Seniors living alone - V5 V4 V5 V5 V4 V5
Unemployed persons - V3 V3 V3 V2 V3 V3
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Drought Extreme
Heat Flooding
Human
Health
Hazards
Landslides Severe
Storms Wildfire
Buildings and Infrastructure
Bicycling and pedestrian trails - - V3 - V3 V2 V4
Bridges - - V3 - V3 V4 V2
Communication facilities - V2 - - V3 V3 V3
Community centers - V1 - - V2 V2 V3
Electrical transmission infrastructure - V4 - - V4 V4 V5 Cooling centers - V1 - - V3 V2 V3
Flood control and stormwater
infrastructure - - V3 - V3 V3 V1
Government administration facilities - V1 - - V4 V2 V3
Hazardous materials sites - - - - V3 V3 V2
Homes and residential structures - V3 V4 - V4 V4 V4
Libraries - V1 - - V4 V2 V3
Major roads and highways - V2 V4 - V5 V3 V4
Natural gas pipelines - V3 V2 - V4 - V4
Parks and Open Space V3 V3 - - V4 V3 V3
Public safety buildings - V1 - - V3 V3 V2
Schools - V3 - - V4 V3 V3
Transit facilities - - V4 - V2 V2 V2
Water and wastewater infrastructure - - - - V4 V2 V3
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Drought Extreme
Heat Flooding
Human
Health
Hazards
Landslides Severe
Storms Wildfire
Economic
Drivers
Education - V2 V2 V3 V3 V3 V3
Finance and insurance - V3 V3 V3 V2 V2 V3
Health care and social assistance - V2 V2 V3 V2 V2 V3
Major employers - V3 V3 V4 V3 V3 V3
Professional, scientific, and technical
services - V3 V3 V2 V2 V2 V3
Ecosystems and
Natural Resources
Oak woodlands V3 V3 V2 - V2 V3 V5
Grassland V3 V2 V2 - V2 V2 V3
Riparian V4 V2 V3 - V3 V4 V4
Scrub V3 V2 V2 - V2 V3 V4
Wetlands and vernal pools V4 V4 V1 - - V3 V3
Key Services
Communication services - V2 V3 - V3 V4 V3
Emergency medical response - V3 V3 V3 V3 V2 V2
Energy delivery V2 V4 V4 - V4 V5 V5
Government administration & community
services - V1 V2 V2 V1 V2 V2
Public safety response - V3 V3 V3 V3 V2 V3
Public transit access - V3 V4 V2 V3 V4 V4
Solid waste removal - - V3 - V3 V3 V3
Water and wastewater V3 V3 V4 - V4 V3 V4
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Vulnerability
Assessment
Screencheck Draft
June 2022
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Vulnerability Assessment
Screencheck Draft
June 2022
www.placeworks.com
Prepared By: PlaceWorks
2040 Bancroft Way, Suite 400
Berkeley, California 94704 t
510.848.3815
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Table of Contents

1. Introduction......................................................................................................................1

1.1 Community Profile..................................................................................................1

1.2 Climate Adaptation Regulatory Framework...........................................................2

2. Climate Change in Orinda..................................................................................................4

2.1 Climate Change and Climate Stressors...................................................................4

2.2 Climate Change Modeling Considerations .............................................................4

2.3 Climate Change in California...................................................................................5

3. Orinda Vulnerability Assessment.......................................................................................7

3.1 Vulnerability Assessment Method..........................................................................7

3.2 Climate Change Hazards and Key Vulnerabilities.................................................11

4. Safety Element Update Implications................................................................................26

4.1 Equity and Uncertainty .........................................................................................26

4.2 Opportunities........................................................................................................26

4.3 Resilience in Other Plans, Programs, and Projects...............................................28

5. Conclusion ......................................................................................................................29

APPENDICES
Appendix A: List of Populations and Assets ................................................................................31 List of Items Included in the Orinda Vulnerability Assessment...............................................31 Appendix B: Vulnerability Assessment Results Matrix.................................................................35 H.1.b
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TABLES
Table 1 List of Populations and Assets................................................................................9

FIGURES
Figure 1 California Adaptation Planning Guide Recommended Model ...............................7 Figure 2 Example of Cascading Effects.................................................................................8 Figure 3 Vulnerability Scoring Matrix .................................................................................11 Figure 4 Projected Extreme Heat Days in Orinda ...............................................................13 Figure 5 Projected Warm Nights in Orinda.........................................................................14 Figure 6 Flood Hazard Zones ..............................................................................................16 Figure 7 Landslide Susceptibility Areas...............................................................................19 Figure 8 Fire Hazard Severity Zone.....................................................................................24 Figure 9 Wildland-Urban Interface Areas...........................................................................25 H.1.b
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1. INTRODUCTION
The City of Orinda (City) prepared this Climate Change Vulnerability Assessment Report (Vulnerability Assessment) in conformance with State of California requirements to assess and address the City’s climate change vulnerability, adaptive capacity, and resilience as part of the General Plan Safety Element Update. The goal of this requirement is to enable the City to prepare for, respond to, withstand, and recover from disruptions created or caused by climate change. The Vulnerability Assessment acts as a foundation for preparation of adaptation and resilience policies for inclusion in the General Plan Safety Element by identifying a set of priority vulnerabilities in Orinda. This report presents the regulatory framework and method for preparing a Vulnerability Assessment, the climate change hazards affecting Orinda’s populations and assets, a summary of the Vulnerability Assessment results, and implications for the Safety Element Update.

1.1 Community Profile
The City of Orinda is in the
western portion of Contra Costa
County, situated in the San
Francisco Bay Area. Orinda is
bordered by the Briones Reservoir to the north, San Pablo Reservoir to the northwest, Oakland Hills to the west, the City of Lafayette to the east, and the Town of Moraga to the south. The City of Orinda covers approximately 12.7 square miles. The topography in Orinda varies from low-lying valleys to rolling hills. The crests of the hills range in elevation from 1,000 to 1,700 feet. Orinda is a low-density, primarily residential community characterized by hilly oak woodlands and multiple creek tributaries that feed San Pablo Creek. The city is bisected by State Route (SR-) 24 and the Bay Area Rapid Transit (BART) railway, with the Theatre District commercial area and surrounding neighborhoods to the south and the Village commercial area and surrounding neighborhoods to the north.

Existing land uses in the city consist of a variety of primarily single-family residential, the downtown area (consisting of commercial, office, institutional, and multifamily residential), open space, and utility land holdings (East Bay Municipal Utility District and Pacific Gas and Electric Company). The city is also crisscrossed by several high-voltage utility line alignments due to the location in the hills along the SR-24 corridor. Orinda is a nearly built-out residential community with a compact downtown on both sides of SR-24 and large undeveloped watershed and open space lands north and west of the city.

According to the 2023 City of Orinda Draft Housing Element Sixth Cycle: 2021-2029, Orinda is home to 19,078 residents (approximately 10 percent higher than in 2010) and supports 5,495 jobs.1 Major economic sectors in Orinda include
education, finance and insurance,
healthcare and social assistance,
and professional, scientific, and
technical services. The Orinda
Orinda is a low-density, predominately
residential community in the hills and
woodlands of the East Bay region.

The median age of residents in Orinda
is 48.7 years. Nearly one-quarter of
Orinda residents are 65 years or older.

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Union School District is the largest employer in the city with about 335 employees.2 The Orinda Police Department, operated by the Sheriff’s Department under contract, provides law enforcement services and the Moraga-Orinda Fire District (MOFD) provides fire protection services to Orinda, Moraga, and the surrounding unincorporated areas. The Pacific Gas and Electric Company (PG&E) provide energy service to the community.

In 2019, the median age of all
people in Orinda was 48.7,
compared to a median age of 46.1
in 2010. In general, the population
of Orinda is getting older.

According to the 2016-2020 American
Community Survey (ACS), approximately 23 percent of the population (4,449 persons) are senior residents (65 years or older), and approximately 22 percent of senior citizens live alone.

Approximately 72 percent of Orinda residents identify as non-Hispanic White and 16 percent of residents identify as Asian. Median household income in Orinda is approximately $231,000, although approximately 400 households report annual income of less than $25,000. Approximately 93 percent of Orinda households own their home. Linguistically isolated populations primarily include those that speak Chinese (Mandarin or Cantonese), Persian, and Spanish.3 Orinda has a Mediterranean climate, with moderate year-round temperatures. On average, annual high temperatures in Orinda range from 58 degrees Fahrenheit (°F) in January to 78°F in August. Low temperatures range from 42°F in January to 56°F in August.4 Hot and dry Diablo winds occur in the fall and spring. Winter rains fall from November to April. The city receives an average of approximately 25 inches of precipitation annually.5 Most precipitation falls during the winter months with rare occurrences of summer storms. Winds often come from the west, with the exception of the Diablo winds, which usually come from the northeast.

Orinda’s primary transportation access is from SR-24. SR-24 connects Orinda to SR-13, Interstate (I- )880, I-580, Oakland, and Alameda County to the west, and Lafayette and I-680 to the east. Other major roadways include Camino Pablo and Moraga Way. County Connection provides local bus transit options, and BART provides regional rail transit services. Prior to the COVID-19 pandemic, approximately 57 percent of Orinda’s workforce drove alone to work and mean travel time to work was approximately 36 minutes.6

1.2 Climate Adaptation Regulatory Framework
In 2015, the state adopted Senate Bill (SB) 379, amending Section 65302(g) of the California Government Code to require the Safety Element of the General Plan to include more information about wildfire hazards, flooding risks, and other short-term and long-term threats posed by climate change. SB 379 is the foundation for adaptation and resiliency in General Plan Safety Elements because it requires local governments to conduct vulnerability assessments as part of their longrange public safety planning efforts and to prepare adaptation and resilience goals, policies, and implementation measures that respond to the findings of the Vulnerability Assessment and protect against harm caused by climate change.

Approximately 93 percent of Orinda
households own their home, compared
to 55 percent of California households.

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Other important updates to California Government Code Section 65302(g) related to safety elements, climate change, and resiliency and addressed in the City’s General Plan Update include SB 1241, SB 1035, SB 99, Assembly Bill (AB) 2140, and AB 747/1409.
• SB 1241 adds Section 65302(g)(3) to the California Government Code, requiring jurisdictions in a state responsibility area or very high fire hazard severity zone (FHSZ) to provide background; historical context; and goals, policies, and implementation measures to address wildfire risks in a community.
• SB 1035, which establishes Section 65302(g)(6) of the California Government Code, builds on previous legislation and requires local governments to review and update as needed their Safety Element during an update to their Housing Element or Local Hazard Mitigation Plan (LHMP) (or no less than every eight years). Any revisions should include updated information related to flood hazards, fire hazards, and climate adaptation and resilience. • AB 2140 adds Sections 8685.9 and 65302.6 of the California Government Code, enabling cities and counties to adopt an LHMP into its Safety Element.
• SB 99 establishes Section 65302(g)(5) of the California Government Code and requires jurisdictions to review and update the Safety Element to include information identifying residential developments in hazard areas that do not have at least two emergency evacuation routes.
• AB 747 adds Section 65302.15 to the California Government Code (amended by AB 1409), requiring local governments to identify the capacity, safety, and viability of evacuation routes and locations in the Safety Element or LHMP. While the City is not yet required to undertake an AB 747 analysis, it has elected to do so to ensure a more robust and comprehensive Safety Element update.

The update to the Safety Element, including this Vulnerability Assessment, will enable the City of Orinda to meet the State’s requirements.

The California Governor’s Office of Emergency Services prepared a guidance document, the California Adaptation Planning Guide (APG) to assist communities in addressing climate adaptation and resilience and complying with Section 65302(g) of the California Government Code. The APG presents a step-by-step process for gathering the best-available climate change science, completing a climate change Vulnerability Assessment, creating adaptation strategies, and integrating those strategies into General Plans and other policy documents. The City’s Vulnerability Assessment is consistent with the guidance and recommended methods provided in the APG.

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2. CLIMATE CHANGE IN ORINDA

2.1 Climate Change and Climate Stressors
Climate change is a long-term change in the average meteorological conditions in an area. The global climate is changing due to an increase in greenhouse gas (GHG) emissions that trap heat near the Earth’s surface. While some levels of these gases are necessary to maintain a comfortable temperature on Earth, an increased concentration of these gases due to human activity traps additional heat, changing Earth’s climate system in several ways. These effects of climate change are experienced in the form of climate stressors. Climate stressors are a condition or trend related to climate variability and change—such as decreased precipitation or warmer temperatures—that can exacerbate natural hazards. Climate stressors fall into two categories: primary climate stressors and secondary climate stressors.

As GHG emissions build in the atmosphere and global temperatures continue to rise, primary climate stressors at the local level are likely to become more severe, which in Orinda are changes in air temperature or precipitation levels. These primary climate stressors can lead to secondary climate stressors or hazards, which are events or physical conditions that have the potential to cause fatalities, injuries, property damage, infrastructure damage, agricultural losses, damage to the environment, interruption of business, and other types of harm or loss. Such secondary stressors may include wildfires, landslides, and flooding and intense precipitation. These hazards can harm populations and assets in Orinda, and in many cases, already cause harm. Populations and assets may already be subject to non-climate stressors, or trends unrelated to climate that can exacerbate climate change hazards. These non-climate stressors may include lack of funding for infrastructure maintenance, chronic health conditions or disabilities, or lack of access to lifelines.

2.2 Climate Change Modeling Considerations
The Intergovernmental Panel on Climate Change (IPCC), an organization that represents the global scientific consensus about climate change, identified four climate scenarios in the Fifth Assessment Report, also called Representative Concentration Pathways (RCPs), that can be used to project future conditions.i RCPs are labeled with different numbers (e.g., RCP 2.6, RCP 6) that refer to the increase in the amount of energy that reaches each square meter of Earth’s surface under that scenario. The four RCPs are:
i The IPCC recently released “The Physical Science Basis” of the Sixth Assessment Report that updates global climate change projections for the near-term, mid-term, and long-term based on GHG emission trends from the past decade. It moves away from using RCPs, instead using five different scenarios called “shared socioeconomic pathways,” which consider socioeconomic trends underlying each scenario. This Vulnerability Assessment does not use these updated projections because at time of writing, they are not available at a local scale. However, the IPCC report does reaffirm the use of projections comparable to RCP 8.5 as the suggested emission scenario to use for Cal-Adapt data.

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• RCP 2.6: Global GHG emissions peak around 2020 and then decline quickly. • RCP 4.5: Global GHG emissions peak around 2040 and then decline. • RCP 6: Global emissions continue to rise until the middle of the century. • RCP 8.5: Global emissions continue to increase at least until the end of the century.

Projections of climate hazards from Cal-Adapt and other sources rely on climate models, which are computer simulations that forecast future climate conditions under these different RCP scenarios. It is critical for the City to account for all reasonably plausible future conditions, including the most severe of plausible conditions, which will help ensure greater resiliency from climate change.

Therefore, the projections in the Vulnerability Assessment use the RCP 8.5 scenario, following guidance in the APG and to be consistent with the IPCC Sixth Assessment Report. No model can project future conditions perfectly, but current models are heavily reviewed by climate scientists and can accurately reproduce observed climate conditions.

The Vulnerability Assessment also relies on the understanding that “weather” and “climate” are two different things. “Weather” describes the conditions at a particular time and place, and “climate” describes the long-term average of conditions. Because there are large variations in the weather, it is difficult to accurately project weather conditions more than a few days in advance. However, because climate is a long-term average, it can be projected out for years or decades with a high degree of accuracy. It is important to remember that, because climate is an average, it does not say whether an event will or will not occur, only how likely it is. For example, extreme heat is likely to become more frequent in Orinda, but a year with few heat waves does not mean that this projection is wrong, because the projection only says that extreme heat days are expected to occur, on average, more often than in the past.

2.3 Climate Change in California
The most accurate data for California-specific projections is available for the RCP 4.5 and RCP 8.5 scenarios. These scenarios help generate climate models, which are meant to simulate conditions across the globe. The model divides Earth’s surface into cells using a grid, and then forecasts the conditions in each square of the grid. The size of these squares makes them suitable for projecting global conditions, but they are too big to accurately model the difference in climate across smaller areas.7 Per State guidance, these models have been “downscaled” to much finer grids, which means that they have grids that are less than four miles on each side to show projections on a county or city level. The California Fourth Climate Change Assessment and Cal-Adapt provide a foundation of climate change science and downscaling for the state. The State of California has also developed a comprehensive set of reports and tools that local jurisdictions can use to assess climate change hazards and prepare for these hazards. The State-provided reports and tools used in the Vulnerability Assessment include:
• Cal-Adapt.org
• California 4th Climate Change Assessment (statewide and regional reports) (2018) • California Adaptation Clearinghouse
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• California Adaptation Planning Guide (2020)
• California Climate Adaptation Strategy (2021)
• California Building Resilience Against Climate Effects (2018) • California’s Wildfire and Forest Resilience Action Plan (2021) • Defining Vulnerable Community in the Context of Climate Adaptation (2018) • Department of Transportation Climate Change Vulnerability Assessments, District 4 (2018) • Planning and Investing for a Resilient California (2018) • Draft California Extreme Heat Action Plan (2022)
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3. ORINDA VULNERABILITY ASSESSMENT
In Orinda, climate change is expected to intensify many existing hazards, such as wildfire and flooding, or create new hazards, such as extreme heat and drought. The Vulnerability Assessment evaluates the projected frequency and severity of these hazards and how these hazards will affect community populations and assets.

3.1 Vulnerability Assessment Method
The Vulnerability Assessment primarily follows the recommended four-step process in the APG: (1) characterizing the community’s exposure to current and projected climate hazards; (2) identifying potential sensitivities and potential impacts to city populations and assets; (3) evaluating the current ability of the populations and assets to cope with climate impacts, also referred to as its adaptive capacity; and (4) identifying priority vulnerabilities based on systematic scoring. Figure 1 presents these steps.

FIGURE 1 CALIFORNIA ADAPTATION PLANNING GUIDE RECOMMENDED MODEL Step 1. Identify Exposure. The goal of the first step of the Vulnerability Assessment is to characterize the community’s exposure to current and projected climate change hazards. The climate change hazards included in the Vulnerability Assessment are drought, extreme heat and warm nights, flooding, human health hazards, landslides, severe weather, and wildfire and smoke. These hazards are discussed in more detail later in this report.

Some of the hazards are compounding climate change effects where one climate change hazard leads to another more severe disaster, also known as “cascading effects.” Figure 2 provides an example of these cascading effects.

Step 1. Identify Exposure
Step 2. Identify Sensitivities & Potential Impacts
Step 3. Assess Adaptive Capacity
Step 4. Prioritize Vulnerability Scoring
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FIGURE 2 EXAMPLE OF CASCADING EFFECTS
The climate change hazard data was derived from best available downscaled data, including the state Cal-Adapt database, the APG, the California Fourth Climate Change Assessment, and the Contra Costa County Local Hazard Mitigation Plan (adopted in 2018).

Step 2. Identify Sensitivities and Potential Impacts. The second step of the Vulnerability Assessment involved
evaluating potential future climate change impacts to
community populations and assets. City staff first
identified a comprehensive list of populations and assets to understand how susceptible different people, places, ecosystem services, and community services are affected by climate change hazards. This list includes 18 building and infrastructure types, 5 economic drivers, 5
ecosystems and natural resources, and 8 key services, as shown in Table 1 and described in more detail in
Appendix A.

Changes in
precipitation
and
temperature
Drought
conditions
occur,
landscapes
become more
flammable
Wildfires
spread faster
with
drier/more
droughttolerant fuels
Wildfires
modify
supportive
vegetation on
hillsides
Increase
susceptibility to
landslides due
to vegetation
changes that
destabilize
slope
Sensitivity: The level to which a
species, natural system, or
community, government, etc.,
would be affected by changing
climate conditions.

Impact: The effects (especially the
negative effects) of a hazard or
other conditions associated with
climate change.

Source: California Adaptation Planning Guide
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TABLE 1 LIST OF POPULATIONS AND ASSETS
Category Populations or Assets
Populations
Children (under 10) Low-resourced people of color Persons without access to lifelines
Cost-burdened households Outdoor workers Renters
Households in poverty Overcrowded households Seniors (65+) Immigrant communities Persons experiencing
homelessness Seniors living alone
Linguistically isolated
persons
Persons with chronic illness
and/or disabilities Unemployed persons
Low-income households Persons without a high school
degree
Buildings and
Infrastructure
Bicycling and pedestrian
trails
Flood control and stormwater
infrastructure Natural gas pipelines
Bridges Government administration
facilities Parks and open space
Communication facilities Hazardous materials sites Public safety buildings Community centers Homes and residential
structures Schools
Electrical transmission
infrastructure Libraries Transit facilities
Cooling centers Major roads and highways Water and wastewater infrastructure
Economic
Drivers
Education Healthcare and social assistance Professional, scientific, and technical services
Finance and insurance Major employers
Ecosystems
and Natural
Resources
Oak woodlands Riparian Wetlands and vernal pools
Grassland Scrub
Key Services
Communication services Government administration and
community services Solid waste removal
Emergency medical
response
Public safety response Water and wastewater
Energy delivery Public transit access
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The evaluation of these populations and assets allowed City staff to prioritize vulnerabilities across several sectors to build resiliency for the most susceptible people and assets in the city. Some assets, such as state and regional parks, are outside the city limits but serve residents of Orinda as employment or recreation centers, and therefore were included in the assessment. Following confirmation of this list, City staff developed an applicability matrix, which looked at which hazards are likely to affect which populations and assets. For example, human health hazards are likely to affect most populations, but they would not physically affect buildings.

After the applicability review, City staff evaluated potential impacts to the applicable populations and community assets. To identify how severe the impacts of each relevant hazard are on the populations and community assets, City staff considered several different questions that helped ensure the assessment broadly covered a range of potential harm, including:
• What types of potential impacts may occur?
• What is the risk of harm, including physical injury or damage, behavioral or mental harm, or loss of economic activity?
• How many people or assets may be affected?
• How soon would impacts happen and how long would they persist? • Is there a substantial risk of death or widespread destruction? Based on the results of the impact assessment, the City ranked each population and asset as experiencing low, medium, or high impacts for each relevant hazard. Impact is considered a negative quality, and therefore, a higher impact score means that there is a higher potential for harm to a population or asset, while a lower impact score means that there is a lower potential for harm to a population or asset.

Step 3. Assess Adaptive Capacity. As the third step of the Vulnerability Assessment, City staff evaluated each
population and asset’s adaptive capacity by considering a series of questions, including:
• Are there existing programs, policies, funding, or
other efforts to provide assistance, reverse or repair
damage, or restore or adapt resources or assets?
• Are there existing barriers that limit response or
recovery? Are these financial limitations, political
challenges, lack of access to technology, or others?
• Are there alternatives in or near Orinda that
community members can use? Are there redundant
resources that the community can rely on in case of
failure or loss of function of primary resources?
Adaptive Capacity: The
“combination of the strengths,
attributes, and resources
available to an individual,
community, society, or
organization that can be used to
prepare for and undertake
actions to reduce adverse
impacts, moderate harm, or
exploit beneficial opportunities.”
Source: California Adaptation Planning Guide
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Based on the results of the adaptive capacity assessment, the City ranked the adaptive capacity of each population or asset as low, medium, or high for each relevant hazard. Adaptive capacity is considered a positive attribute, so a higher adaptive capacity score will mean that a population or asset may be more adaptable to the hazard. A lower adaptive capacity score means that a population or asset may have a harder time adjusting to the changing conditions given available resources.

Step 4. Prioritize Vulnerability Scoring. To complete the Vulnerability Assessment, the City used the impact and
adaptive capacity scores for each population and asset for each relevant hazard to determine a vulnerability score. The vulnerability score reflects how susceptible a population or asset is to harm from a particular hazard. Vulnerability is assessed on a scale of low, medium, and high. Low vulnerability does not mean that the population or asset will be unaffected by climate change, but that the effects are likely to be less substantial.

The matrix in Figure 3 shows how impact and adaptive capacity scores combine and translate into a vulnerability score. For example, extreme heat is expected to create a high impact on energy delivery services as mechanical failures, heat damage, and high demand for electricity from cooling equipment can disrupt this service. Adaptive capacity is expected to be low because many community members need to use more electricity on extreme heat days to keep cool and retrofitting electrical equipment can be expensive. Therefore, energy delivery services would have a vulnerability score of V5 to extreme heat.

FIGURE 3 VULNERABILITY SCORING MATRIX
Low Impact Medium Impact High Impact
Low Adaptive Capacity V3 V4 V5
Medium Adaptive Capacity V2 V3 V4
High Adaptive Capacity V1 V2 V3

3.2 Climate Change Hazards and Key Vulnerabilities
The Vulnerability Assessment assigns vulnerability scores to 282 unique pairings of 53 populations and assets for each of the relevant 7 hazards. This section describes the climate change hazards projected to occur at the local level and discusses the significant vulnerabilities created by those hazards. • Low-resourced people of color, seniors living alone, households in poverty, and persons with chronic illnesses and/or disabilities are the most vulnerable to climate change hazards.

Persons who are unable to drive, lack access to reliable transportation, or are in areas with limited roadway access are particularly susceptible.

Vulnerability: The degree to
which natural, built, and
human systems are
susceptible “…to harm from
exposure to stresses
associated with
environmental and social
change and from the absence
of capacity to adapt.”
Source: California Adaptation Planning
Guide
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• Power lines are among the most vulnerable structures, as they connect to Orinda by passing through areas of very high wildfire risk, elevated landslide risks, and locations subject to severe weather and high winds. Other vulnerable buildings and infrastructure include major roads and highways and homes and residential structures. • Riparian habitat and wetlands and vernal pools are the most vulnerable ecosystems and natural resources. Such ecosystems are already limited and threatened by other environmental factors, making them particularly susceptible to climate change. • Energy delivery, public transit access, and water and wastewater treatment are the most vulnerable key services.

For a complete list of vulnerability scores, see Appendix B.

Drought
A drought occurs when conditions are drier than normal for an extended period, making less water available for people and ecosystems. Droughts are a regular occurrence in California; however, scientists expect that climate change will lead to more frequent and more intense droughts statewide. As of March 2022, Orinda and the greater Contra County region, and State of California are in severe drought conditions.8 Overall, precipitation events are expected to become less frequent and more intense, which in turn may lead to more frequent and intense drought periods. In an earlycentury drought (2023 to 2042), the City could experience a drop in average precipitation from an average of 30.4 inches per year to an average of 26.2 inches per year.9In a late-century drought (2051 to 2070), precipitation could also drop to an average of 26.2 inches per year.10 As described below, average temperatures and average number of extreme heat days are both projected to increase in Orinda over the course of this century, which may also facilitate drought conditions.

Orinda’s water supply comes from the East Bay Municipal Utility District (EBMUD) and is delivered by the Orinda Water Treatment Plant. EBMUD’s water supply begins at the Mokelumne River watershed in the Sierra Nevada and extends 90 miles to the East Bay, passing through the Sacramento-San Joaquin Delta. Snowmelt in the Sierra Nevada accounts for approximately 90 percent of EBMUD’s drinking water supply, with other sources, such as local supplies and the Sacramento River, accounting for the remaining supplies.

Snowpack levels in the Sierra Nevada dropped by 25 percent during the 2011 to 2016 drought, and average springtime snowpack is expected to drop by up to 64 percent by 2100.11 In April 2022, the California Department of Water Resources noted that statewide snowpack is only 38 percent of normal.
12During drought conditions, water stored in Pardee Reservoir could decrease due to lack of rainfall and reduction in snowpack because of higher temperatures, causing water shortages during extended drought conditions or price hikes that could increase economic instability of low-income and low-resourced residents.

EBMUD does have plans in place that include increased water conservation programs, sourcing water from other sources, and other contingency efforts. While such plans help provide increased resilience to drought conditions, there remains some possibility of disruption to the local water supplies.

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income households and businesses may be challenged to upgrade fixtures and appliances to waterefficient versions. Fines for excess water use can also have a disproportionate effect on lower-income persons.

Orinda’s habitats most vulnerable to drought are chaparral, riparian, and wetland habitats, which depend on water from rainfall and groundwater. In chaparral ecosystems, drought can weaken plant and tree species, causing habitat dieback or conversion to grassland or other vegetation types that may be more suited to less rainfall.13 Drought conditions can also dry out vegetation and increase wildfire conditions, which could put a strain on firefighting equipment and personnel, in addition to the threat of injury, loss of life, or property damage or destruction. Trees may not receive adequate water during drought periods, which can lead to pests and diseases destroying important habitat and can make trees more vulnerable to wildfire.

Drought conditions can cause smaller streams to run dry, which can subsequently harm the plants and animal habitat within riverine and aquatic ecosystems. Soil erosion can also occur on the banks of streams.
14 Wetlands can be directly affected by reduced water quantity and quality due to drought conditions. Drought can contribute to algal blooms, low streamflow, degraded water quality, higher temperatures, and increased erosion in both Delta and inland wetland habitats.

Extreme Heat and Warm Nights
Extreme heat occurs when temperatures rise significantly above normal levels. In Orinda, an extreme heat day occurs when temperatures reach above 91.4°F. As shown in Figure 4, the number of extreme heat days in Orinda is projected to increase from an average of 4 days historically, to an average of 15 extreme heat days per year by mid-century (2035 to 2064), and an average of 27 by the end of the century (2070 to 2099).15
FIGURE 4 PROJECTED EXTREME HEAT DAYS IN ORINDA
0 5
10 15
20 25
30 35
40 45
195019551960196519701975198019851990199520002005201020152020202520302035204020452050205520602065207020752080208520902095 Number of Extreme Heat Days
Years
Observed Projected
Sources: Cal-Adapt, 2022; National Weather Service, 2022.

Historic Future
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Extreme heat can also occur in the form of warmer nights, as temperatures do not cool down overnight and provide relief from the heat. In Orinda, a warm night occurs when the temperature stays above 58.3°F. As shown in Figure 5, the number of warm nights in Orinda is projected to increase from an average of 6 historically to an average of 53 warm nights per year by mid-century, and an average of 117 warm nights per year by the end of the century.

FIGURE 5 PROJECTED WARM NIGHTS IN ORINDA
Note that the visual change in Figures 4 and 5 from 2020 to 2021 is due to a need to use multiple sources for the observed data. The data from 1950 to 2005 and 2020 to 2100 are derived from CalAdapt. The data from 2006 to 2020 are from the National Weather Service. Therefore, the observed extreme heat days and warm nights differ slightly from the projections. In recent years, the observations exceed what the average projections are showing.

Extreme heat can cause heat-related illnesses, such as heat cramps, heat exhaustion, and heat stroke, in addition to worsening respiratory and cardiovascular conditions. The most vulnerable populations are those that spend a disproportionately high amount of time outside, such as children, outdoor workers, immigrant communities, and persons experiencing homelessness. Additionally, persons with chronic illnesses, populations with existing pollution burdens, and senior citizens are highly vulnerable to extreme heat due to potential existing health conditions. Persons with financial instability, or who are low-resourced are also highly vulnerable due to a lack of financial resources to prepare for or respond to extreme heat conditions.

Some homes in Orinda may lack air conditioning or effective insulation, and as a result, people living in these homes may be more susceptible to harm from extreme heat events. Approximately 83 percent of Orinda’s housing units were built prior to 1980, before the establishment of modern building codes.16 The City has one designated cooling center at the Orinda Public Library , although this facility is not always open when it is needed. Residents may not be able to cool homes or keep medications cooled if extreme heat events cause rolling blackouts. When extreme heat is combined with severe fire weather and high winds, electricity may be turned off through Public Safety Power 0 20
40 60
80 100
120
140
160
195019551960196519701975198019851990199520002005201020152020202520302035204020452050205520602065207020752080208520902095 Number of Warm Nights
Year
Observed Projected
Sources: Cal-Adapt, 2022; National Weather Service, 2022.

Historic Future
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Shutoff (PSPS) events, and residents may not be able to cool their homes during extreme heat days.

Rolling blackouts may also cause food loss due to lack of refrigeration when the power is turned off, which could harm persons with financial instability or limited income.

Energy delivery services, and associated infrastructure, are highly vulnerable to extreme heat, as high temperatures can stress and overload the regional grid, causing power outages and damage to the transmission lines. Transportation infrastructure, such as evacuation routes, major roadways and highways, and railways, are also highly vulnerable to extreme heat and prolonged periods of high temperatures, which can crack, heave, or deform roadway and railway materials, damaging major roads, transit corridors, and evacuation routes or making them difficult to drive or travel on.17 Additional vulnerabilities include the following:
• Outdoor recreation, as people may be deterred from recreating outdoors in high temperatures.
• Wetlands and vernal pools habitat, which can alter species composition and cause harmful algal growth that can harm both plant and wildlife species as temperatures increase. • Scrub habitat, which can experience species composition shifts with higher average temperatures.
• Public transit access, as extreme heat reduces ridership of County Connection and BART since it may be more difficult to wait outside for the bus or train.

Flooding
Inland flooding can cause significant harm to buildings, people, and infrastructure. Floodwater can be deep enough to drown people and may move fast enough to carry people or heavy objects (such as cars) away. Flooding can be caused by heavy rainfall, long periods of moderate rainfall, or clogged drains during periods of light rainfall. In rare instances, a break in a dam holding back water in a reservoir, such as Briones Reservoir or Lake Cascade could cause devastating flooding. Storm drainage systems throughout the city collect stormwater runoff and convey water to prevent flooding, although these systems are typically designed based on winter storms recorded in the past and may not be designed to accommodate more intense storms.

Floods are expected to occur more frequently as a result of climate change, affecting what the community understands as a “normal” flood. For example, what is currently considered a 100-year flood, or a flood that has a 1-percent chance of occurring annually, may occur every 20 or 50 years.

Figure 6 shows that the flood hazard areas are primarily along San Pablo Creek, Lauterwasser Creek, as well as other low-lying areas in the southeastern portion of the city.

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FIGURE 6 FLOOD HAZARD ZONES
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The Federal Emergency Management Agency (FEMA) defines a 100-year floodplain as an area with a one in 100-year chance, or 1 percent, annual chance of flooding in any given year and a 500-year floodplain as an area with a one in 500-year, or 0.2 percent, annual chance of flooding in any given year.

Several populations and assets face particularly high risks from flooding events. • Persons experiencing homelessness, households in poverty, immigrant communities, lowincome households, and low-resourced people of color are severely vulnerable to flooding, as they may live in or near flood hazard areas, lack financial resources to protect their homes, or be ineligible for grant funding to recover from flood damage to their homes. • Persons with limited mobility and those without access to lifelines (persons without access to a car, transit, or communication systems) may have difficulty evacuating prior to a flooding event, and therefore are also highly vulnerable.
• Outdoor workers may be unable to travel to work during flooding events and worksites may be inundated by floodwaters, reducing employment opportunities. • Transportation infrastructure, including major roads, highways, bridges, railways, evacuation routes, and transit facilities, can be inundated, blocked, and damaged by floodwaters along the San Pablo Creek.
• Employees may be unable to travel to work due to inundation of transportation infrastructure, disrupting economic drivers, public transit access, major employers, public safety response, and other services.
• Heavy rainfall and subsequent flooding can disrupt water and wastewater services, causing the water and wastewater treatment plants to not function properly. This can also cause effluent to flow into the surrounding water and soil and can reduce recycled water supplies for irrigation.
• Energy delivery systems and associated infrastructure could be damaged by floodwaters, disrupting service for hours or days depending on the severity. • Flooding may also inundate areas with higher soil or groundwater pollution burdens, causing toxic chemicals and contaminants to spread into the water and soil.18 • Flood-control infrastructure may fail if floodwaters exceed the capacity of the infrastructure. • Homes and residential structures can be damaged, destroyed, or have mold and mildew growth from standing water after flooding.
• Commercial and municipal buildings could become unusable if damaged by flooding Human Health Hazards
Human health hazards are bacteria, viruses, parasites, and other organisms that can cause diseases and illness in people. Some of these diseases may only cause a mild inconvenience, but others are potentially life threatening. Animals such as mice and rats, ticks, and mosquitos can and often carry these diseases. Warmer temperatures and high levels of precipitation can lead to increased populations of disease-carrying animals, creating a greater risk of disease and increased rates of H.1.b
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infection. Other human health hazards can include poor air quality, which can affect respiratory systems of those exposed for prolonged periods.

Populations most vulnerable to human health hazards are those who spend a disproportionate amount of time outdoors (such as persons experiencing homelessness), those with fragile immune systems or existing illnesses (which may include persons with chronic illnesses, seniors, and pollutionburdened populations), and those who may live in sub-standard housing or not have access to health insurance and medical care (households in poverty, low-resourced people of color, immigrant communities, and overcrowded households). These persons may be living in conditions that increase their chances of catching vector-borne illnesses or lack the ability to fight off infections that may occur. Many populations may also not have access to air purification systems that can filter out harmful pathogens.19
Major employers, such as the Orinda Union School District or the Orinda County Club, could see a decline in staff attendance and patrons due to human health hazard exposure or concerns. A reduction in workers could harm local businesses or economic drivers such as healthcare and education. This was the case in 2020 and 2021, when Contra Costa County implemented school and non-essential business closures due to the COVID-19 pandemic. Emergency medical response services are also highly vulnerable to human health hazards, as they may not be able to provide adequate services if there is an influx of health-related emergencies.

Landslides
Landslides occur when a hillside becomes unstable, causing soil and rocks to slide downslope.

Landslides can include rock falls, deep failures of slopes, and shallow debris flows.20 Landslides are most common on steep slopes and hillsides made up of loose soil or other material where excavation and grading, drainage alterations, or changes in vegetation have occurred. The Vulnerability Assessment looks at landslides that are caused by precipitation, although earthquakes can also trigger landslides. Hillsides commonly absorb water, which increases instability of the slope and may increase the risk of slope failure. Steep slopes made up of loose or fractured material are more likely to slide. In some cases, the hillsides can become so saturated that slope failures can result in a mudslide and debris flows (a mixture of soil and water moving downslope). As shown in Figure 7, a majority of the city is in a high or very high landslide susceptibility area.

Landslides and mudslides can move fast enough to damage or destroy homes or other structures in their path, block roadways, and injure or kill people caught in them. The most vulnerable populations are those that may be unable to evacuate due to limited mobility, lack of access to a vehicle or communication, or low-resourced populations that may prevent awareness and response to emergency notifications. Infrastructure, such as electrical transmission lines and water or wastewater infrastructure, can break or malfunction if the soil supporting them fails. This can lead to disruptions in energy delivery and water or wastewater services. Major transportation infrastructure, such as roadways, bridges, and evacuation routes, can be blocked or damaged by landslides preventing public transit access locally and regionally. Many homes and residential structures are in landslide-prone areas, which can be damaged or destroyed by landslides and debris flows.

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FIGURE 7 LANDSLIDE SUSCEPTIBILITY AREAS
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Severe Weather
Severe weather is generally any destructive weather event, but usually occurs in Orinda as localized storms that bring heavy rain, hail, lightning, and strong winds. Severe weather is usually caused by intense storm systems, although types of strong winds can occur without a storm. The connection between climate change and severe weather is not as well established as other hazards, but new evidence suggests that these forms of severe weather may occur more often than in the past. 21 Heavy rainfall can cause flash floods and ponding in low-lying areas of the city. The greatest risk from flash floods is occurrence with little to no warning. Localized flooding also occurs in Orinda at various times throughout the year, especially along San Pablo Creek. Hail and lightning can damage the buildings and infrastructure supporting economic sectors and key services within the city.

Severe winds, such as the Diablo winds, tend to be most frequent during the fall and spring and can have average speeds of 40 miles per hour. Diablo winds come from the north and northeast, carrying extremely dry air at a high velocity. These winds can destroy buildings, knock over trees, damage power lines and electrical equipment, and fan small sparks into large wildfires in the region. High winds, particularly in combination with hot and dry conditions, can also cause PG&E to enact a Public Safety Power Shutoff (PSPS) event to prevent sparking of power lines. During these events, residents and businesses may lose power for hours or days depending on the severity. During power outages, businesses may be forced to close, causing economic harm. Residents can lose access to communication, suffer economic harm (such as food in a refrigerator spoiling), or experience potential health impacts if they rely on a medical device and do not have a backup source of power.

Lightning is relatively rare in Orinda. The area may see only a few lightning storms or none at all each year. Orinda, like most of California, records less than one lightning strike per square mile annually.

However, when lightning does occur, it can cause significant harm, including setting fires. Ten of California’s 20 largest wildfires, six of the most destructive, and three of the deadliest were at least partially caused by lightning strikes. Lightning can also cause trees to fall on power lines, buildings, or cars. Although rare, people can be directly struck by lightning, which can cause injury or death.

The most vulnerable to severe weather are those who may be directly exposed to the hazard, such as outdoor workers and persons experiencing homelessness; those who may live in less structurally resilient buildings, such as households in poverty, immigrant communities, persons with chronic illnesses and/or disabilities, and low-resourced people of color; and those who may have difficulty preparing or responding to severe weather due to mobility or language barriers. These populations include persons without access to transportation or communication and seniors living alone.

Buildings and infrastructure, such as bridges, evacuation routes and roadways, flood-control structures, and residential structures are highly vulnerable to severe weather, and they can be damaged by high winds, heavy rainfall, and debris carried by severe storms. Heavy rainfall and severe winds that damage or block transportation systems can also disrupt public transit services, which can be delayed or suspended for days or weeks depending on the severity of the damage.

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Extreme winds and heavy rainfall can also harm ecosystems by causing large volumes of sediment to flow into riparian ecosystems, trees to fall in riparian habitat, and sudden oak death to spread more quickly through oak woodland forests. Extreme heat and drought conditions may weaken natural ecosystems and prevent them from recovering from severe weather events.

Wildfire and Smoke
Wildfires are a regular feature of the landscape in much of California. They can be sparked by lightning, malfunctioning equipment, vehicle crashes, or many other causes. Warmer temperatures, an increase in drought conditions, and extreme wind events, are likely to create more fuel for fires in natural and rural areas, leading to a greater chance that a spark will grow into a potentially dangerous blaze. Climate change is also expected to extend the fire season throughout much (or even all) of the year. Smoke from wildfires, both locally and elsewhere in northern California, also creates a significant health risk in the region. Because wildfires burn the trees and other vegetation that help stabilize a hillside and absorb water, more areas burned by fire may also lead to an increase in landslides in existing landslide-prone areas.

Figure 8 shows the FHSZs in and surrounding Orinda, which include very high FHSZs in the local responsibility area, as well as high and very high FHSZs in the surrounding state
responsibility area. Areas in the northwest and central northern portion of the city are within a very high FHSZ. Many of these high-risk areas are also the most difficult to access, as they are at the end of narrow, winding roads bordering
undeveloped hillsides. In addition, areas adjacent to the city that are susceptible to wildfires are also of concern as these conditions could exacerbate vulnerabilities within the city. The city is also within the wildland-urban interface, which increases the risk of wildfires spreading through the
community. As shown in Figure 9, the wildland-urban
interface in Orinda, as designated by MOFD, covers most of the community, except for the areas immediately around the BART station and the far southeast corner of Orinda. The wildland-urban interface is a zone of transition between natural vegetation and developed lands where wildfires can move from burning just vegetation to also damaging buildings and infrastructure.

CAL FIRE Wildland-Urban
Interface
As shown on Figure 9, the CAL
FIRE designated wildlandurban interface is made up of
three distinct zones:

1. Intermix Zone. Housing
development or improved
parcels interspersed in an
area dominated by
wildland vegetation subject
to wildfire.

2. Interface Zones. Dense
housing next to vegetation,
but not dominated by
wildland vegetation, that
can burn in a wildfire.

3. Influence Zone. Wildfiresusceptible vegetation
within 1.5 miles from the
wildland-urban interface or
wildland-urban intermix
zones.

Source: CAL FIRE. 2019. Wildland Urban
Interface.
https://frap.fire.ca.gov/media/10300/wui
_19_ada.pdf
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As shown in Figure 8 and Figure 9, several building types are in very high FHSZs and the wildlandurban interface areas. The portion of northwestern Orinda that is within a very high FHSZ contains primarily residential land uses. Homes can be damaged or destroyed by wildfires, rendering the structure uninhabitable and reducing the number of housing units within the city. Indoor air quality can be reduced if smoke flows into homes and residential structures, potentially damaging the structure and internal contents. Schools including Sleepy Hollow Elementary, Wagner Ranch Elementary, Orinda Intermediate, Glorietta Elementary, Del Rey Elementary, and Miramonte High School are within wildfire-prone areas and can be damaged or destroyed by a wildfire. The Orinda Water Treatment Plant is in a wildfire-prone area, and this facility can be damaged or ash could infiltrate the water system, disrupting the water treatment process and water delivery services throughout the city.

Nearly all populations within Orinda have a high or severe vulnerability to wildfire and smoke conditions. Those with existing health issues or limited mobility are particularly vulnerable due to the inability to quickly evacuate during a wildfire and additional illnesses that can occur due to smoke conditions. Smoke conditions, even from fires far away from Orinda, can also prevent residents from accessing public transit, due to unhealthy air quality, and ash from wildfires can degrade water supplies. Immigrant communities and low-resourced people of color may live in less-resilient structures or rental units where they do not have the ability to prepare their homes, and their homes are more likely to burn down in the event of a wildfire. These persons may be ineligible for or lack the time and resources to rebuild and recover from wildfires.

The entire energy delivery system, including electric transmission lines, can be damaged by wildfires.

Planned PSPS events to prevent wildfires and damage to the energy delivery system have already impacted persons who depend on electricity for air conditioning or their medically necessary equipment.

Major roads and highways, including those that serve as evacuation routes and the bridges that connect these roadways, can be blocked by wildfire flames or debris, making it difficult for residents to evacuate and emergency personnel to reach certain areas of the city. The railway that provides services for BART can be damaged or blocked by wildfires, disrupting public transit access.

Wildfires in the city can also prevent visitors from traveling to the city to participate in outdoor recreation activities in nearby regional parks. Although the economy can likely recover from these events, repetitive wildfire and smoke events may make recovery difficult in the recreation sector.

Chaparral habitat, although somewhat adapted to wildfires, can be substantially harmed by more frequent and severe fires that do not let the ecosystems recover.22 MOFD has been proactive in addressing wildfire concerns in and around Orinda. MOFD regularly proposes, and the City has adopted, a stringent building code that applies citywide, requiring newly constructed buildings to meet elevated standards for building materials, landscaping, and operations.

Other programs include a requirement that sprinkler systems be installed in many existing buildings, a program to provide free wood-chipping services to community members, inspecting defensible space in the community, and many others. These efforts have helped to increase adaptive capacity against wildfires in Orinda and provide a substantial benefit to the community, although wildfire remains a hazard of substantial concern.

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In addition, the City has initiated a number of efforts to prevent wildfires and to be better equipped to address emergencies. The following list provides examples of several efforts that have been funded by Measure R:
• Roadside fuel reduction and vegetation management.
• Home Evaluation program that gives property owners a customized checklist of vegetation management and home-hardening tasks.
• Creating an incentive program and other resources to assist residents in implementing their home evaluation checklist.
• Offering chippers in each neighborhood twice yearly.
• Education and outreach for wildfire prevention and preparedness.

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FIGURE 8 FIRE HAZARD SEVERITY ZONE
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FIGURE 9 WILDLAND-URBAN INTERFACE AREAS
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4. SAFETY ELEMENT UPDATE IMPLICATIONS

4.1 Equity and Uncertainty
When addressing vulnerability and adaptation through general plan policies and the associated implementation plan, the APG and General Plan Guidelines recommend consideration of equity and uncertainty.

Equity means that all people are justly and fairly included in society, and that everyone is able to participate, prosper, and achieve their full potential. Equitable climate adaptation planning involves identifying persons who are most vulnerable to climate change hazards, and ensuring that the planning process, distribution of resources, and efforts to address systematic wrongs are all conducted in an equitable manner. This Vulnerability Assessment identifies 17 potentially vulnerable populations and assesses climate change impacts and the ability of these populations to prepare for, respond to, and recover from climate change hazards (see list in Vulnerability Assessment Method section). Based on the results, nearly all of the populations are highly vulnerable to multiple hazards.

Many of these groups may make up a relatively small part of Orinda’s population. Although their unique vulnerabilities may not be shared by most community members, addressing the vulnerabilities of smaller populations is important for addressing equity considerations in Orinda.

Uncertainty is the second component to consider when determining how hazardous conditions may affect Orinda. Climate change is driven by the concentration of GHGs in the atmosphere, which is affected by how our communities use resources and how we regulate those uses through local, state, federal, and international GHG-reduction goals, regulations, plans, and programs. As more action is taken to reduce GHG emissions, the less severe the effects of climate change are expected to be.

Climate change models consider the concentrations of atmospheric GHG emissions and the changes in these levels over time to project future extent or intensity of hazardous events.

Even with the extensive modeling, potential impacts are projections of more likely future conditions and are not certain. Similarly, there is also substantial uncertainty about the future state of technology, socioeconomic conditions, and other factors. According to recent studies, the best approach to uncertainty is to minimize inaction by developing “no regrets” strategies that are beneficial without the presence of climate change and where the costs are low compared to the benefits. The State and the City have ample evidence to support science-based policy and decisionmaking.

4.2 Opportunities
Orinda currently experiences a wide range of climate change hazards that are projected to increase in frequency and intensity in the future. The Safety Element of the General Plan is required to integrate adaptation and resilience measures into the update process that will help the community prepare for, respond to, and recover from climate change hazards, which will help to reduce their overall vulnerability. The Safety Element’s goals, policies, and implementation actions can provide resilience strategies that support both reduced impacts and improved adaptive capacity of the H.1.b
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community to climate change-related hazards, along with policies on required hazards, such as flooding, fire, and geologic hazards. Policies within this element can ensure that health and safety concerns of the community are met, even with an increase in frequency and intensity of climate change hazards. Examples of specific policies or implementation actions could include:
• Create an extreme heat response plan that includes establishment of equitably located community cooling centers and temperature triggers for when they will open, weatherization of City buildings, and cooling strategies for persons engaged in outdoor work and persons experiencing homelessness.
• Connect residents and business owners to programs and services that provide funding resources for economically disadvantaged households and businesses to conduct energyefficiency, weatherization, and code compliance retrofits. • Coordinate with MOFD and the Diablo Firesafe Council and other resources to assist residents in obtaining funding to conduct vegetation management and home-hardening initiatives on private property.
• Provide alerts about potential, developing, and ongoing emergency situations through extensive early-warning and notification systems that convey information to all residents, in multiple languages and formats to ensure it is widely accessible. • Develop an evacuation assistance program, in coordination with County Connection, paratransit, and dial-a-ride agencies, to help those with limited mobility or lack access to a vehicle to effectively evacuate.
• Require new development within a designated floodplain or FHSZ to submit fire and/or flood safety plan for approval by MOFD and Floodplain Administrator. • Ensure evacuation routes remain open and functional during emergencies, including hardening or raising roadways, using heat-resistant materials to prevent buckling of pavement, and implementing one-way travel during evacuations. • Promote water conservation measures, low-impact development, and green infrastructure that can help convey stormwater and reduce impacts from both drought and flooding. • Create redundancies in the communication and electricity infrastructure by providing sustainable back-up power supplies for public and government facilities.

The Urban Sustainability Network’s Resilience Hub White Paper and Resilience Hubs website (http://resilience-hub.org/) also provides a key resilience strategy for increasing resilience throughout the city: the integration of physical and virtual resilience hubs. These can serve as centralized locations for resources about climate change, opportunities to reduce emissions, and techniques to increase resilience, showcases for sustainability, energy-efficiency, and low carbon building, and to help residents obtain essential resources and information during and after a disaster.

Examples of specific implementation actions could include:
• Identify existing facilities to serve as resilience hubs and cooling centers that open during emergencies or specific temperature triggers for residents to go to seek refuge from extreme heat days or emergency shelter.

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• Coordinate with emergency management services to establish backup power, preferably from renewable energy sources, and water resources at emergency shelters, resilience hubs, and cooling centers in case of power outages.

4.3 Resilience in Other Plans, Programs, and Projects
Resilience should not be limited to the General Plan. Adaptation and resilience rely on a crossdepartment, multidisciplinary approach to successful implementation. The City should consider how adaptation and resilience can also be incorporated into other City plans, codes, projects, and implementation programs. Addressing climate change hazard events in the General Plan can support other essential safety documents, such as the Contra Costa County Local Hazard Mitigation Plan. The Contra Costa County Local Hazard Mitigation Plan can include mitigation actions and projects to implement Safety Element policies and directly address key vulnerabilities identified in the Vulnerability Assessment. Mitigation actions can include the following:
• Identifying existing facilities to be upgraded to become resilience hubs and obtaining funding to create these facilities.
• Conducting vegetation management along city roadways and near City-owned buildings. • Establishing renewable back-up energy supplies at critical facilities throughout the city. • Constructing natural flood barriers or green infrastructure to convey and absorb water to reduce flooding.

Development standards such as residential building codes for buildings in flood zones and development of adequate evacuation routes can be integrated into the Orinda Municipal Code.

Policies that focus on emergency response to hazards can be included in an evacuation plan or an emergency operations plan. Policies related to drought and flooding may be integrated into the Contra Costa Water District Urban Water Management Plan. Furthermore, programs such as the Orinda Municipal Code and Capital Improvement Program can help implement the resilience policies developed in the Safety Element and Hazard Mitigation Plan through specific projects, development codes, and budgeting.

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5. CONCLUSION
The Vulnerability Assessment identifies which hazards are expected to harm sensitive populations and assets, and which assets are most vulnerable to various hazards that are projected to intensify with climate change. A comprehensive set of results is in Appendix B. Understanding how climate change will affect the community and identifying the vulnerable populations and assets will enable Orinda to implement effective GHG-reduction measures and climate adaptation strategies to create a safer, more sustainable, and healthier community.

As the climate continues to change and GHG emissions rise, climate change hazards will continue to harm populations, infrastructure and buildings, economic drivers, and key community services in Orinda. The Safety Element Update will integrate adaptation strategies into goals, policies, and implementation measures that will help increase resiliency and reduce vulnerability throughout the city.

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APPENDIX A: LIST OF POPULATIONS AND
ASSETS
List of Items Included in the Orinda Vulnerability Assessment The following populations and community assets were assessed as part of the Vulnerability Assessment.

Populations
The City collected population data from the U.S. Census, the California Healthy Places Index, the Contra Costa County Homeless Point-in-Time Count, and the General Plan. These 17 populations include:
• Children (under 10).
• Cost-burdened households: households paying 30 percent or more of their income towards housing expenses.23
• Households in poverty: households with an income below the poverty line, which is $26,500 for a household of four.24
• Immigrant communities.
• Linguistically isolated persons: especially Spanish, Farsi, and Chinese (Mandarin or Cantonese).
• Low-income households: The State identifies $109,600 as the low-income threshold for a household of four people in Contra Costa County in 2021.25 • Low-resourced people of color: persons identifying as a member of a racial and/or ethnic group and facing limited access to resources, such as financial, social, healthcare, or educational assistance.26,27
• Outdoor workers: workers in construction, outdoor recreation, etc. • Overcrowded households: Housing units that have more than 1.0 persons or more per room (excluding bathrooms and kitchens).
• Persons experiencing homelessness: 2020 Point-in-Time count reported 1,570 unsheltered, 707 sheltered, and 2,277 total persons experiencing homelessness in the Contra Costa County. The report noted one homeless individual within the City of Orinda. 28 • Persons with chronic illness and/or disabilities.
• Persons without a high school degree.
• Persons without access to lifelines: Persons without reliable access to a car, transit, or communication systems.
• Renters.

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• Seniors (65+).
• Seniors living alone.
• Unemployed persons.

Buildings and Infrastructure
The City identified key community buildings and infrastructure using state and local geographic information system (GIS) data and the Contra Costa County Local Hazard Mitigation Plan. These 18 assets include:
• Bicycling and pedestrian trails.
• Bridges: Four state highway bridges, five local bridges. (Source: Caltrans) • Communication facilities: Cell towers, radio sites, etc. • Community centers: Orinda Community Center, Ranch House at Wilder Park, Wagner Ranch Club.
• Electrical transmission infrastructure
• Transmission Lines: PG&E.
• Substations: Two PG&E substations.
(Source: California Energy Commission)
• Cooling centers: Orinda Library, others as identified. • Flood control and stormwater infrastructure
• Government administration facilities: City Hall
• Hazardous materials sites: Three active sites within the city (Gateway Valley, Orinda Cleaners, Orinda Motors). (Source: California Department of Toxic Substances and Controls). • Homes and residential structures
• Libraries: Orinda Library (Contra Costa County Library) • Major roads and highways
• State: SR-24.
• Local: Camino Pablo, Moraga Way.
• Natural gas pipelines: PG&E.
• Parks and Open Space
• Orinda City Parks: Orinda Sports Field, Pine Grove Park, Wilder Sports Field, Orinda Community Park, Orinda Oaks Park.
• Contra Costa County Parks: Siesta Valley Recreation Area.

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• School Parks: Del Rey School park/field, Glorietta School park/field, Orinda Intermediate School park/field, Sleepy Hollow School park/field, Wagner Ranch School park/field, Miramonte High School fields.
• Public safety buildings:
• Police: Orinda Police Department headquarters.
• Fire: Moraga-Orinda Fire District Fire Stations 43, 44, and 45. • Schools: 5 Orinda Union School District Schools, 1 Acalanes Union High School District schools, 8 private schools.
• Transit facilities: BART rail and station, County Connection stops. • Water and wastewater infrastructure: Orinda Public Works and Engineering Department, East Bay Municipal Utility District, Orinda Water Treatment Plant.

Economic Drivers
The City identified local economic drivers based on the City of Orinda Comprehensive Annual Financial Report, published in January 2021. These five assets include:
• Education
• Finance and insurance
• Healthcare and social assistance
• Major employers: Orinda Union School District, Miramonte High School, Orinda Country Club, Safeway, Orinda Care Center, Moraga-Orinda Fire District, EBMUD, Casa Orinda, City of Orinda, John Muir Physician Network, Sleepy Hollow Swim & Tennis, Litman Gregory Asset Management, Orinda Academy.
• Professional, scientific, and technical services
Ecosystems and Natural Resources
The City identified key community ecosystems and natural resources according to the Environmental Resources chapter of the existing General Plan and information from the California Department of Forestry and Fire Protection’s (CAL FIRE) Fire and Resource Assessment Program (FRAP). These five resource types include:
• Oak woodlands
• Grassland
• Riparian
• Scrub
• Wetlands and vernal pools
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Key Services
These assets reflect typical services provided in cities throughout California, which are supported by the infrastructure and buildings listed previously. The vulnerability of community services is assessed in terms of each service’s ability to remain operational in the face of exposure to each climate hazard.

The operational integrity of community services depends on the continued functionality of supportive infrastructure and the health and wellbeing of the community members responsible for providing services. However, the Vulnerability Assessment assesses infrastructure and population-level vulnerability separately. These eight services include:
• Communications services: radio, television, cellular and landline phone, and internet. • Emergency medical response: Moraga-Orinda Fire District. • Energy delivery: MCE, PG&E.
• Government administration and community services: programs, permitting centers, and other services provided to the public by the City.
• Public safety response: Orinda Police Department and Moraga-Orinda Fire District. • Public transit access: BART, County Connection (CCCTA). • Solid waste removal: RecycleSmart, Republic Services. • Water and wastewater treatment: East Bay Municipal Utility District, Central Contra Costa Sanitary District.

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APPENDIX B: VULNERABILITY ASSESSMENT

RESULTS MATRIX
The Vulnerability Assessment evaluates the impact and adaptive capacity of 53 populations and assets for each of the identified 7 climate hazards. Vulnerability scores were assigned high, medium, or low (as shown in Figure 3) to reflect how susceptible the population or asset is to the harm posed by the hazard. The City assessed 282 different pairings for vulnerability, 84 of which scored as high or severely vulnerable. The following matrix provides the scores for each population and asset to each relevant hazard. Gray cells with a dash (-) indicate that a specific hazard is not applicable to a specific population or asset, and therefore was not scored.

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Drought Extreme
Heat Flooding
Human
Health
Hazards
Landslides Severe
Storms Wildfire
Populations
Children (under 10) - V4 V3 V3 V4 V3 V4
Cost-burdened households V3 V3 V3 V3 V3 V2 V3
Households in poverty V4 V5 V5 V5 V4 V4 V5
Immigrant communities - V5 V4 V5 V3 V4 V5
Linguistically isolated persons - V3 V3 V3 V3 V3 V4
Low-income households V3 V3 V3 V3 V3 V3 V3
Low-resourced people of color V4 V5 V4 V5 V3 V4 V5
Outdoor workers V3 V5 - V4 - V3 V5
Overcrowded households V3 V3 V3 V4 V2 V2 V3
Persons experiencing homelessness - V5 V5 V5 - V5 V5
Persons with chronic illnesses and/or disabilities - V5 V4 V5 V4 V4 V5 Persons without a high school degree - V2 V3 V2 V2 V2 V3 Persons without access to lifelines - V3 V4 V3 V3 V3 V4 Renters - V2 V3 V2 V3 V2 V3
Seniors (65+) - V4 V3 V4 V4 V3 V4
Seniors living alone - V5 V4 V5 V5 V4 V5
Unemployed persons - V3 V3 V3 V2 V3 V3
Buildings and
Infrastructure
Bicycling and pedestrian trails - - V3 - V3 V2 V4
Bridges - - V3 - V3 V4 V2
Communication facilities - V2 - - V3 V3 V3
Community centers - V1 - - V2 V2 V3
Electrical transmission infrastructure - V4 - - V4 V4 V5 Cooling centers - V1 - - V3 V2 V3
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Drought Extreme
Heat Flooding
Human
Health
Hazards
Landslides Severe
Storms Wildfire
Flood control and stormwater infrastructure - - V3 - V3 V3 V1 Government administration facilities - V1 - - V4 V2 V3
Hazardous materials sites - - - - V3 V3 V2
Homes and residential structures - V3 V4 - V4 V4 V4
Libraries - V1 - - V4 V2 V3
Major roads and highways - V2 V4 - V5 V3 V4
Natural gas pipelines - V3 V2 - V4 - V4
Parks and Open Space V3 V3 - - V4 V3 V3
Public safety buildings - V1 - - V3 V3 V2
Schools - V3 - - V4 V3 V3
Transit facilities - - V4 - V2 V2 V2
Water and wastewater infrastructure - - - - V4 V2 V3
Economic
Drivers
Education - V2 V2 V3 V3 V3 V3
Finance and insurance - V3 V3 V3 V2 V2 V3
Health care and social assistance - V2 V2 V3 V2 V2 V3
Major employers - V3 V3 V4 V3 V3 V3
Professional, scientific, and technical services - V3 V3 V2 V2 V2 V3 Ecosystems and
Natural Resources
Oak woodlands V3 V3 V2 - V2 V3 V5
Grassland V3 V2 V2 - V2 V2 V3
Riparian V4 V2 V3 - V3 V4 V4
Scrub V3 V2 V2 - V2 V3 V4
Wetlands and vernal pools V4 V4 V1 - - V3 V3
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Drought Extreme
Heat Flooding
Human
Health
Hazards
Landslides Severe
Storms Wildfire
Key Services
Communication services- V2 V3- V3 V4 V3
Emergency medical response- V3 V3 V3 V3 V2 V2
Energy delivery V2 V4 V4- V4 V5 V5
Government administration & community
services
- V1 V2 V2 V1 V2 V2
Public safety response- V3 V3 V3 V3 V2 V3
Public transit access- V3 V4 V2 V3 V4 V4
Solid waste removal-- V3- V3 V3 V3
Water and wastewater V3 V3 V4- V4 V3 V4
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ENDNOTES
1 City of Orinda. 2022. City of Orinda Housing Element 6th Cycle: 2023-2031. 2 City of Orinda. 2021. Orinda Annual Comprehensive Financial Report, Year Ended June 30, 2021. https://www.cityoforinda.org/DocumentCenter/View/3626/Orinda-ACFR-FY2020-21. 3 American Community Survey. 2016: 2016-2020 ACS 5-Year Estimates, Language Spoken at Home by Ability to Speak English for the Population 5 Years and Over, B16001. 2016-2020 ACS 5-Year Estimates, Income in the Past 12 Months, S1901. 2016-2020 ACS 5-Year Estimates, Demographic Characteristics of Occupied Housing Units, S2502. 4 BestPlaces. N.d. “Climate in Orinda, California.” https://www.bestplaces.net/climate/city/california/orinda. 5 National Oceanic and Atmospheric Administration. N.d. “U.S. Climate Normals Quick Access.” https://www.ncei.noaa.gov/access/us-climate-normals/#dataset=normalsannualseasonal&timeframe=15&station=US1CACC0010. 6 American Community Survey. 2019. 2019: ACS 5-Year Estimates, Commuting Characteristics by Sex, S0801. https://data.census.gov/cedsci/table?q=commute&g=1600000US0654232&tid=ACSST5Y2019.S0801. 7 Hall, Alex, Neil Berg, Katharine Reich. University of California, Los Angeles. 2018. “Los Angeles Summary Report. California’s Fourth Climate Change Assessment”. Publication number: SUM-CCCA4-2018-007. 8 National Drought Mitigation Center. University of Nebraska-Lincoln. 2022. “U.S. Drought Monitor, California.” https://droughtmonitor.unl.edu/CurrentMap/StateDroughtMonitor.aspx?CA. 9 Cal-Adapt. 2018. “Extended Drought Scenarios,” https://cal-adapt.org/tools/extended-drought/. 10 Cal-Adapt. 2018. “Extended Drought Scenarios,” https://cal-adapt.org/tools/extended-drought/. 11 ARCCA. 2018. From Mountain to Cities: Exploring California’s Urban Connections to Sierra Nevada Ecosystems. https://arccacalifornia.org/wpcontent/uploads/2018/08/ARCCA-UrbanRural-Whitepaper.pdf. 12 California Department of Water Resources. 2022. “Survey Finds Little Snow as Statewide Snowpack Drops to 38 Percent Following Record Dry Months.” https://water.ca.gov/News/News-Releases/2022/April-22/April-2022- Snow-Survey.
13 Reynier, W.A., L.E. Hillberg, and J.M. Kershner. 2017. Southern California Chaparral Habitats: Climate Change Vulnerability Assessment Synthesis. Version 1.0. EcoAdapt, Bainbridge Island, WA. 14 US Deptartrment of Interior, Bureau of Reclamation. 2017. Bay Area Regional Reliability Drought Contingency Plan.
15 Cal-Adapt. 2018. “Extreme Heat Days & Warm Nights,” https://cal-adapt.org/tools/extreme-heat/. 16 American Community Survey. 2016: 2016-2020 ACS 5-Year Estimates, Year Structure Built, B25034. 17 Caltrans, WSP. 2017. Caltrans Climate Change Vulnerability Assessment Summary Report, District 4. https://dot.ca.gov/-/media/dot-media/programs/transportation-planning/documents/2019-climate-changevulnerability-assessments/ada-remediated/d4-summary-report-a11y.pdf. 18 Roos, Michelle. 2018. “Climate Justice Summary Report”. California’s Fourth Climate Change Assessment. E4 Strategic Solutions. Publication number: SUM-CCCA4-2018-012. 19 Roos, Michelle. 2018. “Climate Justice Summary Report”. California’s Fourth Climate Change Assessment. E4 Strategic Solutions. Publication number: SUM-CCCA4-2018-012. 20 Tetra Tech. 2018. Contra Costa County Hazard Mitigation Plan. https://www.contracosta.ca.gov/6842/LocalHazard-Mitigation-Plan. 21 Hall, Alex, Neil Berg, Katharine Reich. (University of California, Los Angeles). 2018. Los Angeles Summary Report. California’s Fourth Climate Change Assessment. Publication number: SUM-CCCA4-2018-007.

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22 Reynier, W.A., L.E. Hillberg, and J.M. Kershner. 2017. Southern California Chaparral Habitats: Climate Change Vulnerability Assessment Synthesis. Version 1.0. EcoAdapt, Bainbridge Island, WA 23 City of Orinda. 2015. City of Orinda Housing Element 5th Cycle: 2015-2023. http://cityoforinda.org/DocumentCenter/View/92/5th-Cycle-Housing-Element?bidId=. 24 Office of the Assistant Secretary for Planning and Evaluation. 2021. “2021 Poverty Guidelines.” https://aspe.hhs.gov/topics/poverty-economic-mobility/poverty-guidelines/prior-hhs-poverty-guidelines-federalregister-references/2021-poverty-guidelines. 25 California Department of Housing and Community Development. 2021. State Income Limits for 2021. https://www.hcd.ca.gov/grants-funding/income-limits/state-and-federal-income-limits/docs/income-limits2021.pdf. 26 Public Health Alliance of Southern California. 2018. “Healthy Places Index.” https://map.healthyplacesindex.org/ 27 Roos, Michelle. (E4 Strategic Solutions). 2018. Climate Justice Summary Report. California’s Fourth Climate Change Assessment. Publication number: SUM-CCCA4-2018-012.
28 Contra Costa Health Housing & Homeless Services. 2020. Contra Costa County: Annual Point in Time Count Report. https://cchealth.org/h3/coc/pdf/PIT-report-2020.pdf.

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Packet Pg. 246 Attachment: Draft Vulnerability Assessment Report (2843 : Draft Safety Element & Evacuation Analysis Introduction) February 16, 2022
David Biggs
City Manager
City of Orinda
22 Orinda Way
Orinda, CA 94563
Subject: Orinda Evacuation Route Analysis
Dear David:

Please accept this letter as PlaceWorks’ proposal for the City of Orinda’s Evacuation Route Analysis.

Understanding of the Project
Thank you for considering this proposed scope of work and cost estimate for conducting an analysis of evacuation route roadway capacity, evacuation-constrained residential locations, and potentially vulnerable households under plausible emergency scenarios in the City of Orinda, in compliance with California Government Code Section 65302.15, as established by California Assembly Bill (AB) 747 in 2019 and amended by AB 1409 in 2021.This analysis would achieve the following goals:
» Identify evacuation routes and ‘pinch-point’ intersections along evacuation routes that are likely to be the most congested during an evacuation event, depending on dynamics of the hazard, roadway network characteristics, and expected number of vehicles moving through evacuation route intersections during an evacuation. Per Government Code Section 65302.15, the City is required to incorporate these findings into the Safety Element of its General Plan upon the next revision to the Contra Costa County Local Hazard Mitigation Plan on or after January 1, 2022. » Identify households that are most evacuation-constrained based on results of pinch-point analysis, as well as magnitude of and proximity to the hazard area and dynamics like rate of spread for wildfire.
» Identify shelters and areas of refuge where evacuees may be directed and recommend best practices for coordinating with surrounding jurisdictions to establish intra-jurisdictional areas of refuge.
» Identify households, residential care facilities, and other locations where specific evacuation communications and/or evacuation assistance may be needed (e.g., households with low or no vehicle access, elders living alone, households speaking limited English, and residents with disabilities).

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» Provide preliminary recommendations for evacuation roadways and intersections that are identified as most constrained.

Key Staff
The PlaceWorks team is made up of staff who are familiar with Orinda and are well-versed in evacuation analysis and public safety planning. Eli Krispi, Senior Associate, will serve as Project Manager. Eli is currently serving as the Project Manager for PlaceWorks for the in-progress update of the Safety Element for the City of Orinda and has extensive experience with climate adaptation and resilience, hazard mitigation, and related planning topics. Tammy L. Seale will serve as Principal-in-Charge and project advisor. Rob Mazur, Senior Associate, will serve as geographic information systems (GIS) lead.

Rob specializes in all facets of GIS work, including quantitative and spatial analysis, and has led other evacuation modeling efforts for PlaceWorks. Allison Giffin, Associate I, will play a pivotal support role in the GIS analysis and reporting phases of the project. Allison has experience working on similar projects and acted as project manager and GIS lead on PlaceWorks’ Disaster Analysis and Evacuation Study for the City of Elk Grove. These key staff will be supported by PlaceWorks’ experienced and interdisciplinary team, as needed.

Key Considerations:
» Almost all of Orinda is considered within the wildland-urban interface, with sizable portions in ‘Very High’ Fire Hazard Severity Zones (FHSZs), according to CalFire and the Moraga-Orinda Fire District. During a wildfire event, it is likely that most or all refuge areas will therefore necessarily be outside city limits, underscoring the importance of inter-jurisdictional coordination of evacuation efforts with surrounding unincorporated and incorporated communities like Lafayette, Moraga, Berkeley, and Oakland. The efforts of Contra Costa County and neighboring cities to assess evacuation routes and constraints are not included in this scope of work. » Orinda’s hilly topography limits access to and from the city and is susceptible to landslides, highlighting the importance of emergency response and evacuation plans. Potential strategies to increase capacity along potentially constrained evacuation routes may include contra-flow lanes, dynamic signage, vehicle reduction (carpooling) strategies, and the use of fire roads for evacuation purposes.
» Contra Costa County and the Moraga-Orinda Fire District (MOFD) have contracted with Zonehaven to support evacuation analysis, mapping, and community support software platform.

On November 23, 2021, the Contra County Board of Supervisors approved the Sheriff-Coroner, or designee, to reimburse the MOFD, as the subrecipient of the Urban Area Security Initiative (UASI) awarded to the Contra Costa County Sheriff’s Office in the amount of $300,000. According to the staff report, the “purpose of this grant is for MOFD to contract with Zonehaven for the development of a comprehensive evacuation support (software) system consisting of fire modeling, evacuation polygons, and an evacuation decision support tool,” which “will give the MOFD and the Contra Costa County Sheriff’s Office an additional tool to safely evacuate the citizens in the event of a catastrophic fire or other large-scale disaster.” How MOFD’s contract and scope of work with Zonehaven can be used by the City to support compliance with Government Code Section 65302.15 is unknown at this time.

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» The California Office of Planning and Research (OPR) is developing guidance for implementing Senate Bill 99 and AB 747, which PlaceWorks will integrate throughout the project as it becomes available. Our team anticipates draft guidance will be available in the spring of 2022 and will likely be finalized later in the year. Our proposed approach is based on best practices and our interpretation of the government code in the absence of guidance from the state.

Scope of Work
This scope of work consists of two activities: (1) identification of emergency scenarios, analysis of expected intersection and roadway constraints, and analysis of vulnerable locations; and (2) reporting, mapping, and development of web-based map applications for public consumption and outreach.

To complete this scope of work, the project team will rely on our extensive experience in hazard mitigation planning, GIS, and knowledge of current best practices, trends, and tools available for evacuation planning, like Zonehaven, and FlamMap. PlaceWorks will analyze, evaluate, and report on the following disaster scenario events relevant to the City of Orinda based on the Contra Costa County Local Hazard Mitigation Plan and other local emergency action plans: (1) multiple (three)wildfire scenarios originating from the open spaces surrounding Orinda, including Briones Park to the North, Lafayette Reservoir to the east, and open space areas to the south; and (2) potential landslides resulting from heavy rainfall, seismic activity, and/or topsoil that has become unstable due to wildfire. We are also prepared to model a third disaster scenario, to be identified upon further discussion with City staff and key stakeholders.

The final report will detail the method for identifying constrained intersections and for identifying vulnerable residential locations, summarize results of the analysis, display relevant demographic statistics and maps of vulnerable locations and constrained intersections, and provide recommendations based on analysis results. PlaceWorks will adapt relevant report findings and evacuation information from accessible interactive online formats like Zonehaven.

TASK 0. PROJECT INITIATION AND PROJECT MANAGEMENT
PlaceWorks will conduct short biweekly check-in meetings throughout critical phases of the project. We will prepare for and participate in a kick-off meeting to exchange information and initiate work, consistent with any applicable public health orders. At the project kick-off we will:
» Review the scope of work and schedule.
» Review any legal requirements.
» Confirm the selection of disaster scenarios analyzed and the overall approach to the analysis. » Provide a list of data needs.

Deliverables: Kick-off meeting agenda and data needs list (electronic copy in PDF), agendas for subsequent calls with staff (electronic copies in PDF), and virtual participation in 14 biweekly check-in meetings with City staff.

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TASK 1. SCENARIO SELECTION, PARAMETERIZATION, AND ANALYSIS

1.1 Disaster Scenario Selection, Parameterization, and Method PlaceWorks will work with City staff to confirm and parameterize key disaster scenarios to be analyzed focusing on two primary hazards in the area: fire and landslides. We are also prepared to model a third hazard scenario, to be identified upon further discussion with City staff and key stakeholders. The parameters assessed for each scenario will include:
» Congestion thresholds used for evacuation route congestion analysis. » Demographic indicators used to construct residential vulnerability assessments with the affected areas, including, but not limited to, seniors living alone, residents with disabilities, households without internet, residents without cell phones or internet access, persons without access to a vehicle, and linguistically isolated groups.
» Critical evacuation facilities (e.g., assisted living facilities, schools). » Extent of evacuation study area.
» Timing, intensity, and dynamics of potential scenarios. » Data requirements and software options.

PlaceWorks will rely on publicly available (e.g., Census) data, data from Contra Costa County, and the City of Orinda GIS staff to provide the GIS data and other background data/documents required for the analysis. We will include limited budget (20 hours) for data development and processing, which includes digitizing data from existing reports, processing of incomplete data, and similar work efforts. Data sources and demographic groups will be consistent with the Vulnerability Assessment currently being prepared as part of the City’s Safety Element update.

Deliverables: Evacuation Scenario Analysis Methods Plan (electronic copy in PDF, to be used as the methods section within final report).

1.2 Evacuation Scenario Analysis
PlaceWorks will begin to analyze each disaster scenario following the parameters defined in Task 1.1.

This analysis will focus on answering the following questions:
» What is the peak capacity of evacuation routes leading out of the affected areas and will they be able to handle the traffic load before/during a disaster event? Which evacuation route segments and/or intersections are likely to be the most congested during each evacuation scenario? » Where are the major pinch points restricting flow out of the affected areas, and where are households most evacuation-constrained, based on limited points of ingress and egress? H.1.c
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» Who are the vulnerable populations and where are they concentrated in the study area, and what is their spatial relationship to the concentration of evacuation-constrained households? » What general best practices can be employed during an evacuation event based on expected congestion conditions and vulnerability characteristics resulting from the analysis? Prior to moving forward with the analysis, PlaceWorks will coordinate with Contra Costa County, MOFD, or other interested parties and Zonehaven to assess if any of this work has already been completed by the County or MOFD. If any of these steps have already been completed or additional data is available through the County’s or MOFD’s efforts, PlaceWorks will use these data and information to the extent possible.

Deliverables: Datasets (Excel and GIS geodatabase) detailing constrained evacuation route segment and/or intersection locations, constrained residential locations, and residential locations with high vulnerability risk.

1.3 Study Sessions
PlaceWorks will conduct a series of study sessions with elected and appointed City officials to share the preliminary results of the analysis. We anticipate that these study sessions will occur as an item on regularly scheduled meetings or special sessions as the schedule requires. PlaceWorks will prepare materials for these meetings and be available to give presentations and answer questions. We expect one meeting with the City Council and a second meeting with the Planning Commission or other body.

Deliverables: Presentations for and attendance at two meetings.

TASK 2. REPORTING, MAPPING, AND OUTREACH
PlaceWorks will use the results of the analysis to map and report on each of the key indicators listed in Task 1.2. The maps and data produced from the analysis will be the focal point of outreach efforts to inform residents of possible hazards in their community and planned evacuation protocols.

2.1 Evacuation Scenario Reporting
PlaceWorks will prepare a report providing a narrative summary of the Evacuation Scenario Analysis.

The final report will detail the methods, display relevant maps and graphics, and provide recommendations based on analysis results.

Deliverable(s):

One electronic copy (in MS Word and PDF) of the final report, including all associated GIS data and map documents (MXD, APRX) used and developed for the project.

2.2 Evacuation Scenario Web Map Application Development PlaceWorks will develop a web-based map tool, meant to inform the public of important evacuation and disaster planning information, what the result of this analysis means for properties and H.1.c
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neighborhoods, and how to prepare for potential disasters and evacuation scenarios. Users may click data layers in each scenario depicted in the interactive map tool to find out evacuation route information and to sign up for important community alerts.

Following the completion of Task 2.2, PlaceWorks will present the web-based map tool to City Council and stakeholders.

Deliverables: One web-based map tool with parcel query function. Presentation for and attendance at one meeting.

Proposed Schedule
PlaceWorks assumes the project will start shortly after the March 1,2022, City Council meeting. Please see the proposed schedule in Table 1.

Table 1. Proposed Schedule

TASK DATE
Project Initiation and Project Management March 2022
Disaster Scenario Selection, Parameterization, and Methodology March – April 2022 Evacuation Scenario Analysis April – June 2022
Evacuation Scenario Reporting July – August 2022
Evacuation Scenario Web Map Application Development August – September 2022 H.1.c
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Cost Estimate
The total cost for this scope of work is $74,904.

Table 2. Cost Estimate

TASK COST
Project Initiation and Project Management $16,136
Disaster Scenario Selection, Parameterization, and Methodology $9,833 Evacuation Scenario Analysis $17,636
Meetings and Study Sessions $7,742
Evacuation Scenario Reporting $11,883
Disaster Scenario Web Map Application Development $10,924 Reimbursable Expenses $750
GRAND TOTAL $74,904
Table 3. PlaceWorks – 2022 Standard Fee Schedule

STAFF LEVEL HOURLY BILL RATE
Principal $210-$335
Associate Principal $195-$225
Senior Associate/Senior Scientist $170-$210
Associate/Scientist $135-$165
Project Planner/Project Scientist $105-$125
Planner/Assistant Scientist $90-$110
Graphics Specialist $90-$135
Administrator $145-$200
Clerical/Word Processing $45-$150
Intern $75-$95
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Acknowledgement
This proposal shall remain valid for a period of 90 days from the time of submittal. As a Principal at PlaceWorks, Tammy L. Seale is authorized to bind PlaceWorks and the project team to the contents of this proposal.

We look forward to working with you to bring about the successful completion of this project. If you have any questions regarding the contents of this proposal, please feel free to contact the undersigned.

Respectfully submitted,
PlaceWorks
Tammy L. Seale Eli Krispi
Principal Senior Associate
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Packet Pg. 254 Attachment: AB 747 Evacuation Analysis - Scope of Work (2843 : Draft Safety Element & Evacuation Analysis Introduction) Planning Commission Minutes Excerpt Page 1 of 2 06.14.2022 TUESDAY, June 14, 2022

CITY OF ORINDA

PLANNING COMMISSION MINUTES
EXCERPT [DRAFT]

7. OTHER COMMISSION MATTERS
A. Draft City of Orinda Safety Element
Chair Parnigoni introduced the item and consultant Eli Krispi of Placeworks provided the Commission with an overview of the item.

Chair Parnigoni opened the floor for public comment and there were no speakers. Chair Parnigoni closed the Public Hearing and brought the item back to the Commission for discussion. A summary of the Commissioners comments (not verbatim) are as follows:

Chair Parnigoni asked Director Buckley what staff is looking for from the Commission tonight.

Director Buckley stated that this is the introduction of the document to the community.

The City Council will be receiving the same report at their July 5th meeting. Ultimately the document will come back to the Planning Commission in a more formal manner for recommendation to the City Council. It is required to be updated as part of the Housing Element under state law. The existing Safety Element is only 4 pages long and has not been updated since the general plan was adopted in 1987. It is time for the city to consider how climate change issues are impacting the city and how to prepare for those risks.

Commissioner Hubner asked about the Vulnerability Assessment and how the vulnerability scoring came about. He asked if there was a numerical tool and how the different vulnerability categories were created.

Eli Krispi stated they followed the recommended method that was prepared by the state in 2020. The state has recommended that vulnerability is a function of two things:
impact and adaptive capacity. Impact is the level of severity a population or asset may be exposed to as a result of the hazard. Adaptive capacity is the ability of a population or asset to resist or recover from those effects. The higher the impact and the lower the adaptive capacity means the greater a vulnerability. A low impact and high adaptive capacity means less vulnerability. A number of state and regional reports were reviewed to come up with the impacts and adaptive capacities. The state and regional reports discuss the effects of climate change on different populations and assets. They also looked at mapping to see who and what are in the affected areas. They analyzed a number of studies and reviewed recent hazard events. There were many different resources that were compiled to draft the Safety Element and Vulnerability Assessment.

The vulnerability scores were reviewed by staff and MOFD to ensure the scores made sense.

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Packet Pg. 255 Attachment: June 14, 2022 - Draft Planning Commission Minutes Excerpt (2843 : Draft Safety Element & Evacuation Analysis Introduction) Planning Commission Minutes Excerpt Page 2 of 2 06.14.2022 Commissioner Hubner asked Eli Krispi to confirm that the scoring is a balance of the two: the amount of impact and the ability of the subgroups to react to the impacts.

Eli Krispi confirmed yes.

Commissioner Iverson stated safety planning is only as good as people knowing the evacuation routes, fire preparedness, and other things. She is impressed by all the communication she receives, including on NextDoor, about free wood chipping, MOFD doing home evaluations, and text messages you can sign up to receive about emergencies. The amount of awareness over the past 3-5 years has significantly increased.

ACTION: The Commission received the report and provided feedback. No action was taken by the Commission.

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Packet Pg. 256 Attachment: June 14, 2022 - Draft Planning Commission Minutes Excerpt (2843 : Draft Safety Element & Evacuation Analysis Introduction) City Council
Staff Report
Agenda Item: H.2
Date: July 5, 2022
Department:

Public Works and
Engineering Services
AGENDA TITLE: Update on Utility Trench Cut Encroachment Permit Conditions RECOMMENDATION:

Receive report, discuss, and provide direction, if any.

BACKGROUND:

At the June 7, 2022, City Council Meeting, the City Council requested the opportunity to discuss the City’s trench cut policies as a Matter Initiated. This item is presented to provide that opportunity and basic background on the topic. Staff most recently updated the standard utility trench cut permit conditions in July 2021. That update was done after requests from the CIOC (Citizen Infrastructure Oversight Commission) to evaluate and recommend ways to improve pavement repairs utility companies (and their contractors) performed as part of trenching work. Staff evaluated the performance of the utility repairs at that time, invited feedback from the utility companies, discussed the findings with the CIOC, and then proposed revised permit conditions to the CIOC. At their 1-13-21 (final) meeting, the CIOC concurred with Staff’s recommendations, and those changes were then incorporated into the encroachment permit forms and documents.

DISCUSSION:

Attachment A is a copy of the utility trench cut permit conditions; the revised/new conditions which were effective in July 2021 are highlighted yellow. Attachment B is the referenced trench cut detail C.C.Co. Standard plan CU01. Attachment C is the encroachment permit form, in which the street cut permits requirements are referenced in section III on page 2 of the form.

The intent of the Municipal Code appears to be that the Public Works Department has the authority to revise such permit conditions and accordingly the Public Works Director approved such changes on July 2, 2021. As no changes were made to the Moratorium Policy, City Council approval was not required.

NEXT STEPS:

Continue monitoring performance of the utility companies with respect to the recently revised permit conditions.

FISCAL IMPACT:

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Packet Pg. 257
No significant changes. Permit application processing and inspection costs are recovered via applicable city permit fees.

ATTACHMENTS:

A. Orinda Trench Permit Conditions and Street Moratorium Policy (2021-07-02) B. County Standard Plan Utility Trench Cut Detail CU01 March 2014 C. 2022 Encroachment Permit Master Blank
Respectfully Submitted by:

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

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Packet Pg. 258
Q:\ADMIN\MORATORIUM STREETS\Orinda Trench Permit Conditions and Street Moratorium Policy (2021-07-02).docx

Utility Trench Cut Permit Conditions & Moratorium Policy on New Pavements July 2, 2021
Trench Cut Permit Conditions

1. Construction shall conform to the latest revision of the County “Utility Trench Cut Details”, Plan No. CU01, with the following more restrictive conditions:
a. For transverse trenches on arterial and collector streets, the asphalt saw cut line shall be 4 feet (rather than 1 foot) outside of the trench line

2. Final patching shall completed within the time limits specified below:
a. Arterial streets: 48 hours
b. Collector streets: 7 calendar days
c. All other streets (local/residential): 14 calendar days d. Utility company may do a temporary patch, using hot mix asphalt, provided the permanent repair is completed within 14 calendar days (for arterials) and 28 calendar days for all other roads

3. New trenches adjacent to existing trenches: where the proposed new trench is closer than 2 feet to the edge of an existing adjacent trench (regardless of trench owner), both trenches shall be patched in accordance with the conditions herein.

Moratorium Policy on New Pavements
There shall be a moratorium on trenching in streets for non-emergency work that have been recently worked on as part of the City’s street maintenance/rehabilitation program. For streets that have had a surface treatment such as a slurry seal, chip seal or micro-surfacing, the moratorium on utility cuts in the street is three (3) years. For overlaid, mill & fill, or reconstructed/full depth reclamation streets the moratorium on utility cuts is five (5) years.

Non-emergency trench cuts on streets under the moratorium may be permitted under certain conditions by the encroachment permit process, but will be subject to additional requirements as provided herein and subject to City approval.

Additional Repairs for Moratorium Streets
When a trench cut is permitted in moratorium streets, the trench cut conditions indicated above shall apply, and the following additional mitigation shall apply:
 Surface treated streets shall have Type II Slurry Seal (Caltrans Std.) as follows:

1. For residential roads and streets, the entire width of the road for the length of the trench plus a minimum of three feet on each end of the trench*. Specific conditions will be considered that could reasonably alter the extent required in order to achieve the end result.

2. For wide/multi-lane roads the slurry seal application shall be for the length of the trench plus a minimum of 3 feet on each end of the trench* for the entire width of:
 the affected travel lane, or
 if multiple lanes are affected, those lanes, or
 if in the center of the street, both directions to the nearest lane line or curb to curb.

H.2.a
Packet Pg. 259 Attachment: Orinda Trench Permit Conditions and Street Moratorium Policy (2021-07-02) (2847 : Utility permit conditions) Q:\ADMIN\MORATORIUM STREETS\Orinda Trench Permit Conditions and Street Moratorium Policy (2021-07-02).docx  For overlaid or reconstructed/full depth reclamation streets, the length of the trench plus a minimum of three feet beyond each end of the trench* will be repaired such that the pavement will be cold-planed/ground down to accept a 0.15 foot depth overlay of ½ inch max gradation, Type A (Caltrans Std.) Hot Mix Asphalt for the entire width of:
 the affected travel lane, or
 if multiple lanes are affected, those lanes, or
 if in the center of the street, both directions to the nearest lane line or curb to curb. *Multiple bell-hole type excavations along a street will be considered a single trench and the repair limits will extend three feet beyond the farthest edges.

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Packet Pg. 260 Attachment: Orinda Trench Permit Conditions and Street Moratorium Policy (2021-07-02) (2847 : Utility permit conditions) H.2.b
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Attachment: County Standard Plan Utility Trench Cut Detail CU01 March 2014 (2847 : Utility permit Engineering/Public Works/Forms/Permits/2022 Encroachment Permit Master Blank Special Requirements : (By Department of Public Works)
REVOCABLE ENCROACHMENT PERMIT NO. ____ - ______
CITY OF ORINDA - Public Works Department
22 ORINDA WAY
ORINDA, CA 94563
Phone: (925) 766-5757 Fax: (925) 253-7699
PERMIT TO DO WORK IN ACCORDANCE WITH CHAPTER 12.08 OF THE CITY OF ORINDA MUNICIPAL CODE AND ANY SPECIAL REQUIREMENTS SHOWN OR LISTED HEREIN.

APPLICANT: Please type/print in block letters. Applicant must complete all double-underlined sections.

Permittee: Admin. Cost:

Contractor License #: Inspect.Hrs./Cost:

Address: Bond:

City, State, Zip: Total Due or Refund:

Phone: Receipt #:

Emergency Phone: USA Notification #:

Fax:

E-Mail:

PLEASE READ THIS PERMIT CAREFULLY. KEEP IT AT THE WORK SITE.

TO ARRANGE FOR INSPECTION CALL (925) 766-5757 AT LEAST 48 HOURS BEFORE YOU START WORK.

Work is to begin on or about _________ , and completed by ___________. If the work is not completed by this date you must get a new permit, unless an extension has been authorized.

PROPERTY OWNER:
(Name, Address, Phone)
WORK LOCATION:
(Street Address)
DESCRIPTION OF WORK:

SEE REVERSE SIDE OF PERMIT FOR REQUIREMENTS The permittee agrees to save, indemnify and hold harmless the City of ORINDA or its representatives from all liabilities imposed by law by reason of injury to or death of any person or persons or damage to property which may arise out of the work covered by this permit and does agree to defend the City in any claim or action asserting such liability. Accepting this permit or starting any work hereunder, shall constitute acceptance and agreement to all of the conditions and requirements of this permit and the ordinance and specifications authorizing issuance of such permit.

Acceptance of this permit acknowledges that it is REVOCABLE by the City of Orinda Public Works Director at any time for any reason relating to the public benefit, in accordance with Orinda Municipal Code Section 12.08.010(E).

Signature of Permittee
By: Date: By: /
Tod Fierner, Public Works Inspector / Date
FINAL INSPECTION or,
By: Date: By:

Jason Chen, Director of Public Works/Engineering Serv.

Work on road with restricted working hours (III.6) Project Identification Sign (Provided by City) Monument Preservation Certification required (III.7)
Traffic Control Plan required (I.2)
Installation/Replacement of Storm Drain Inlet Marker
Special Requirements/Other (See Attached)
Signs Notifying Drivers of Upcoming Work/Expect Delays (min. 5 days prior) Call when paving is completed.

Call when job is completed
Moratorium Street – special trench requirements
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Packet Pg. 262 Attachment: 2022 Encroachment Permit Master Blank (2847 : Utility permit conditions) Subscribe to email notifications
In an effort to improve city-wide communication, the City of Orinda has instituted a new email notification program. The email notification system provides updates on important community alerts, emergency notifications and City Council meeting notices. You can register online at www.cityoforinda.org and click on 'subscribe to email notifications'. Once you register, you can sign up for community alerts or City Council meeting notices or both. Once you subscribe online, you will receive an email validation in your email inbox. Please follow the instructions in the email to confirm your email address was added to the new electronic notification system.

I. GENERAL INSTRUCTIONS

1. WORK MUST BE INSPECTED - Call at least 48 hours before starting or resuming work. Work done without inspection may have to be removed/replaced.

2. PROTECTION - Provide and maintain enough barricades, lights, signs, flagmen and other safety measures to protect the public, in accordance with the California Manual of Uniform Traffic Control Devices (CAMUTCD) and CALTRANS Standard Plans. Permittee shall submit a traffic control plan if work has impact on the traveled way.

3. TRAFFIC - A City road may not be fully closed to public traffic without the approval of the City Council. While working, keep one 10' wide traffic lane open to traffic. At all other times, two 10' wide (minimum) lanes shall be open. Follow CAMUTCD and CALTRANS standards for traffic control. Parked vehicles shall not obstruct traffic flow. Material storage is not allowed within the public right-of-way.

4. ROADS WITH RESTRICTED WORKING HOURS – include: Camino Pablo, Moraga Way, Bryant Way, Brookwood Road, Glorietta Blvd, Rheem Blvd, El Toyonal, Loma Vista Drive, Lombardy Lane, Miner Road, Altarinda Road, Orindawoods Drive, Santa Maria Way, and Orinda Way which is limited to Monday through Friday 9:00 a.m. to 3:30 p.m. and on weekends 8:00 a.m. to 5:30 p.m. Any road work on school collector routes such as Ivy Drive, El Camino Moraga, Martha Road, Bear Creek Road/Wagner Ranch entrance, and Washington Lane shall be performed when school is not in session. Restricted work hours are subject to change by the Public Works Director and must be made noted in the encroachment permit. For all other working hours and restrictions, refer to City of Orinda Municipal Code 15.04.180. Due to additional coordination and review process, encroachment permit applications for the above listed streets must be submitted to the City a minimum of 21 calendar days prior to the proposed start of work.

5. PENALTIES – Any work performed outside of the restricted working hours without prior authorization by the City will be subject to penalties of $500 for each 10-minute interval, or fraction thereof.

6. STANDARDS - Work shall be in accordance with the City Ordinance, County Specifications and Std. Drawings, as adopted by the CITY.

7. UTILITIES - Utility relocation is the responsibility of the permittee.

8. UNDERGROUND ALERT - Permittee is responsible for notifying USA (Telephone 800-642-2444) a minimum of two days prior to excavating.

9. CONSTRUCTION STAGING AREAS - proposed locations shall be approved by the Public Works Inspector/Public Works Director. Areas outside of the public right of way must have the approval of the owner and the City Planning Department.

10. All SIDEWALK AND/OR PAVEMENT MARKINGS painted by Underground Service Alert (U.S.A.) or other utility company(ies) shall be removed to the satisfaction of the Public Works Inspector within ten working days after completion of construction. If the markings are not removed, Permittee hereby authorizes the City to perform this work at Permittee’s expense and Permittee shall pay all costs and charges to the City upon written demand.

11. BEST MANAGEMENT PRACTICES – Protect storm drain inlets and watercourses prior to breaking up asphalt or concrete. Prevent concrete, steel, wood, metal parts or other work materials from entering storm drain. Transfer, load or stockpile materials away from streets, gutters, storm drain inlets, or watercourses. Store materials under cover; prevent wind-blown powders from entering streets, gutters, or storm drains. Use as little water as possible making saw cuts and contain slurry; shovel or vacuum dry slurry residue. Use dry cleaning methods wherever practical for surface cleaning. Block storm drain inlets when cleaning with water; discharge to landscaping or collect. Wash equipment in areas away from drain inlets.

II. SPECIAL REQUIREMENT - DRIVEWAYS

1. Minimum driveway construction shall consist of 2" of asphalt pavement on 6" of Class 2 Aggregate Base. Entire portion of concrete driveways within the city road right of way shall consist of a min. of 6" of Class III concrete over 3" of Class 2 aggregate base. The driveway is to be sloped to prevent sheet flow from crossing the road and shall not interfere with drainage or cause erosion or deposition of silt.

2. The driveway shall not enter a roadway within 5' of existing or planned curb returns, shall not interfere with a legal encroachment or create a hazard or nuisance, and shall be spaced to make street parking available (see CC 306).

3. (A) The top elevation of driveway 5’ behind curb is to be 0.60’ (7¼”) higher than the flow line of the gutter. (B) The driveway elevation at the property line shall be within one foot of the elevation of the near shoulder and shall merge with the shoulder to preserve the roadbed section.

4. If existing driveway depression is not used, it shall be completely removed (curb, gutter and sidewalk) by saw cut at next nearest expansion joint or scoremark (SEE CC 306) and replaced with concrete to conform to adjacent improvements. Form board to be used at gutter lip and the pavement restored in kind.

Sidewalk and curb which is replaced shall be doweled. Existing curb and gutter, or curb, gutter and sidewalk shall be removed for full width of driveway using the same procedure.

5. (A) Shape a valley gutter across the driveway. The flow line shall match the flow line of existing roadside ditch. (B) Install a culvert for full width of driveway. This culvert is to be laid to the flow line grade of exist. roadside ditch. Only corrugated galvanized metal, corrugated aluminum pipe, corrugated high density polyethylene (HDPE) pipe or reinforced concrete pipe Class III may be used. The culvert diameter size shall be approved by the Public Works Inspector.

6. The driveway will require the use of a template to determine acceptable clearances. The template will be 18’6” long and will have two 6” projections from its bottom plane, one located 3’ and one 5’ from an end.

7. All broken or damaged curb, gutter and sidewalk to be completely removed by saw cut at nearest expansion joint or score mark and replaced to true grade and cross-section. The new curb and sidewalk shall be doweled.

III. SPECIAL REQUIREMENTS - STREET CUTS

1. MASTER PERMIT CONDITIONS – All work shall be performed in conformance with the Orinda Trench Cut Permit Conditions & Moratorium Policy on New Pavement, dated July 2, 2021.

2. FINAL PATCHING – Arterial streets within 48 hours, collector streets within 7 calendar days, and all other streets within 14 calendar days.

3. TRENCH EXCAVATION - Do not start until pipe and other materials are at the site. Open up only that length of trench which can be backfilled the same day.

Shoring shall comply with "Trench Construction Safety Orders" of Title 8 of the California Code of Regulations. Pavement shall be scored to neat lines and removal shall not cause damage to pavement outside the scored lines. Excess excavated material shall be removed immediately from the site.

4. MONUMENT PRESERVATION - Per Business Code Section 8771, a Certification is required by a licensed Land Surveyor, retained by the utility or permittee, that either the project will not disturb any existing monuments or that the project will disturb an existing monument(s) and that the monument(s) will be restored at the end of the project. An original, signed and stamped statement is required prior to the start of work.

IV. SPECIAL REQUIREMENTS - SIDEWALK DRAINS

1. Install a 3" inside diameter non-corrosive pipe through curb or through curb and sidewalk. One panel of sidewalk curb and gutter, or where there is no sidewalk, 1' of curb only to be removed by saw cut. Pipe flow line shall match gutter flow line, and pipe shall be cut off flush with face of curb. Sidewalk concrete shall encase pipe in 3" concrete jacket. Replace curb, gutter, sidewalk and pavement to match adjacent improvements and dowel into existing concrete.

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Packet Pg. 263 Attachment: 2022 Encroachment Permit Master Blank (2847 : Utility permit conditions)

Orinda City CouncilJuly 5, 2022

Orinda City Council
July 5, 2022