Agenda packet, regular meeting — Orinda City Council, May 21, 2024

MEMBERS OF THE PUBLIC MAY PARTICIPATE IN THIS MEETING

IN PERSON, OR VIEW ON ZOOM OR YOUTUBE AS LISTED BELOW
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Zoom Webinar:
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In Person:

Orinda Library Auditorium
26 Orinda Way
Orinda, CA 94563
(925) 351-6676

CITY COUNCIL
AGENDA
Tuesday, May 21, 2024
7:00 PM - REGULAR MEETING
City Council
Agenda Page 1 05.21.24
How to follow and/or participate in the meeting:

IN PERSON SPEAKER CARDS: If you would like to speak during the public forum or on an item listed on the agenda, you are invited to submit a speaker card to the City Clerk. You will be permitted to speak even if you elect not to submit a speaker card or decline to provide information requested on the card. After the City Council has heard from everyone who submitted speaker cards, anyone electing not to submit a speaker card may form a line at the lectern. Public comment is generally limited to 3 minutes per speaker per agenda item.

WRITTEN COMMENTS: You may also submit a public comment in advance of the meeting by following instructions below:

Deliver to City Hall at 22 Orinda Way or send an e-mail to [email protected] by 3pm on the day of the meeting. Those comments 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://tinyurl.com/Orinda-Public-Comments
REMOTE COMMENTS: Remote Public Comments have been discontinued for the foreseeable future.
7:00 PM - REGULAR SESSION
A. CALL TO ORDER / ROLL CALL
Councilmembers: Brandyn Iverson, Inga Miller, Janet Riley Vice Mayor Latika Malkani, Mayor Darlene Gee
B. PLEDGE OF ALLEGIANCE
City Council
Agenda Page 2 05.21.24
C. ADOPTION OF AGENDA
The City Council may take action on any item listed on the agenda.

D. ITEMS FOR THE GOOD OF THE CITY
D.1. Proclamation Recognizing May 19-25, 2024 as National Public Works Week
D.2. Orinda Teen Advisory Committee Annual Report
D.3. Council of Aging Update - Representative Candace Evans 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. April 29, 2024 Special Meeting

2. April 30, 2024 5:30 PM Special Meeting

3. April 30, 2024 6:00 PM Special Meeting

4. April 30, 2024 Regular Meeting

5. May 7, 2024 Special Meeting

6. May 7, 2024 Regular Meeting
F.2. Contract Acceptance of the Moraga Way & Valley View Drive Rectangular Rapid Flashing Beacons (RRFB) Crossing Project No. 4188 with Columbia Electric, Inc.

Recommendation:

Staff recommends that the City Council adopt Resolution No.19-24, Acceptance of Work for the Moraga Way & Valley View Dr RRFB Crossing, Project No. 4188 with Columbia Electric, Inc. and authorize the City Clerk to sign and file the Certificate of Completion with the Contra Costa County Clerk-Recorder.

City Council
Agenda Page 3 05.21.24
F.3. Wildland Corporation Contract Amendment # 2 Rescission and Approval
Recommendation:

Rescind Contract Amendment # 2 Approved March 12, 2024, and Approve a new Contract Amendment # 2 for $355,000 through FY 2023- 24 for Chipper Services.;
G. PUBLIC HEARING
H. POLICY MATTERS
H.1. Proposed FY 2024-25 Mid-Cycle Budget Adjustment
Recommendation:

Receive staff presentation and provide direction on any adjustments to be incorporated in the Fiscal Year 2024-25 Mid-Cycle Budget Adjustment which is scheduled to be presented for adoption on June 18, 2024.

H.2. Proposed Update to Capital Improvement Plan (mid-cycle biennial budget for Fiscal Years 2023-24 & 2024-25
Recommendation:

Staff recommends the City Council review, discuss, and provide comments on the proposed Update to Capital Improvement Plan
H.3. Assembly Bill 2097, Downtown Parking Strategies, and Parking Inlieu Fee Holiday Recommendation:
1) Receive update on Assembly Bill 2097 and Downtown parking strategies, discuss, and provide direction, if any;
2) Consider adopting a resolution temporarily suspending parking variance in-lieu fees for qualifying projects within one-half mile of the BART station, a major transit stop. This fee holiday would effectively waive parking in-lieu fees for “The Station,” a commercial project at 25A Orinda Way approved in 2022 prior to enactment of AB 2097.

H.4. Proposed Reorganization of Public Works & Facilities Maintenance Recommendation:

Receive Report on City Manager’s Recommended Reorganization of Public Works and Facilities Maintenance, Discuss, and Provide Direction, if any.

H.5. Legislative Advocacy Services Ad Hoc
Recommendation:

Receive Report, and Form a two-member City Council Ad Hoc to Review Legislative Advocacy Proposals and Select a Firm, or Provide Other Direction
H.6. Commission Committee Appointments
Recommendation:

City Council
Agenda Page 4 05.21.24
Consider appointments to the Planning Commission and Traffic Safety Advisory Committee or give direction to staff on next steps to fill vacancies I. COUNCILMEMBERS' REPORTS
J. CITY MANAGER'S REPORT
K. MATTERS INITIATED
L. ADJOURNMENT
The next meeting of the Orinda City Council will be held on Thursday, May 23, 2024 at 9:30 AM.

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
~ Notices ~
There is a 90-day limit for the filing of a challenge in Court to certain City decisions that 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 file a challenge in Court, you may be limited by California law, including but not limited to Government Code §65009, to those issues raised in connection with 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. For information on the next City Council meeting, please call 925.253.4221 or visit the website at www.cityoforinda.org. Unless otherwise noted, City Council actions include a determination that the California Environmental Quality Act (CEQA) does not apply. ~ 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: Proclamation Recognizing May 19-25, 2024 as National Public Works Week (ITEMS FOR THE GOOD OF THE CITY) AGENDA TITLE: City Council Minutes
RECOMMENDATION:

Approve City Council Minutes:

1. April 29, 2024 Special Meeting

2. April 30, 2024 5:30 PM Special Meeting

3. April 30, 2024 6:00 PM Special Meeting

4. April 30, 2024 Regular Meeting

5. May 7, 2024 Special Meeting

6. May 7, 2024 Regular Meeting
ATTACHMENTS:

A. City Council Special Meeting Minutes of April 29, 2024 B. City Council Special Meeting Minutes of April 30, 2024 5.30 pm C. City Council Closed Session Minutes of April 30, 2024 D. City Council Regular Meeting Minutes of April 30, 2024 E. City Council Closed Session Meeting Minutes of May 7, 2024 F. City Council Regular Meeting Minutes of May 7, 2024
Respectfully Submitted by:

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

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April 29, 2024

CITY OF ORINDA

CITY COUNCIL CLOSED SESSION MINUTES
6:30 PM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
Mayor Gee called the meeting to order at 6:30 p.m. and noted that all Councilmembers were present.

OPEN SESSION IDENTIFICATION OF CLOSED SESSION MATTERS
The Closed Session Matters were identified.

C. PUBLIC COMMENTS REGARDING CLOSED SESSION MATTERS
There were no public comments received.

D. CLOSED SESSION
a. PUBLIC EMPLOYEE APPOINTMENT – CITY MANAGER:

Pursuant to Government Code Section 54957(b), consider the qualifications of candidates for the position of City Manager.

E. OPEN SESSION REPORT REGARDING CLOSED SESSION
There was no reportable action.

F. ADJOURNMENT
The meeting adjourned at approximately 9:00 P.M.
_______________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Special Meeting Minutes of April 29, 2024 (3354 : City Council Minutes) April 30, 2024

CITY OF ORINDA

CITY COUNCIL MINUTES
5:30 PM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
Mayor Gee called the meeting to order at 5:30 p.m. and City Clerk Smith noted that all Councilmembers were present.

B. ADOPTION OF AGENDA
The agenda was adopted as presented.

C. COMMISSION/COMMITTEE INTERVIEWS & APPOINTMENTS
C.1. Interview Applicants and Consider Making Appointments for Vacant Positions on the City of Orinda Planning Commission and Traffic Safety Advisory Committee
Recommendation:

City Council interview applicants and consider making appointments to fill vacancies on the Commissions/Committees or give direction to staff
Councilmembers interviewed applicants Jon Conner and Molly Doctors Rajashekhar and did not take action on any appointments. The matter will be taken up at a future meeting.

D. ADJOURNMENT
_______________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Special Meeting Minutes of April 30, 2024 5.30 pm (3354 : City Council Minutes) April 30, 2024

CITY OF ORINDA

CITY COUNCIL CLOSED SESSION MINUTES
6:00 PM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
Mayor Gee called the meeting to order at 6:20 p.m. City Clerk Smith noted that all Councilmembers were present.

OPEN SESSION IDENTIFICATION OF CLOSED SESSION MATTERS
The Closed Session Matters were identified.

C. PUBLIC COMMENTS REGARDING CLOSED SESSION MATTERS
There were no public comments received.

D. CLOSED SESSION

1. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION Subject: Significant exposure to litigation pursuant to Government Code section 54956.9(d)(2) relating to five claims submitted to the City of Orinda by Goodfellow Brothers Inc. pursuant to Public Contract Code section 9204 and arising from the 2023 Annual Pavement Rehabilitation Project (City Project No. 4171) (one potential case).

E. OPEN SESSION REPORT REGARDING CLOSED SESSION
There was no reportable action.

F. ADJOURNMENT
The meeting adjourned at approximately 6:50 P.M.
_______________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Closed Session Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 1 of 11 04.30.24
APRIL 30, 2024

CITY OF ORINDA

CITY COUNCIL MINUTES
Note: Written communications received from the public prior to the start of this meeting can be viewed on the City’s website meeting calendar. They are also kept in the City Clerk’s Office as part of the public record and available upon request ([email protected]). 7:00 P.M. – REGULAR MEETING– GARDEN ROOM, ORINDA LIBRARY A. CALL TO ORDER / ROLL CALL:

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

COUNCILMEMBERS PRESENT: Brandyn Iverson, Inga Miller, Janet Riley Vice Mayor Latika Malkani, Mayor Darlene Gee
COUNCILMEMBERS ABSENT: None
B. PLEDGE OF ALLEGIANCE – Led by Mayor Gee.

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

D. ITEMS FOR THE GOOD OF THE CITY
D.1. Introduce Bhavna Chaudhary, Senior Accountant
Administrative Services Director Doug Alessio introduced Bhavna Chaudhary, Senior Accountant. Ms. Chaudhary began regular employment with the City on March 25th and she had worked in a temporary capacity since December 2023. He provided an overview of her experience with other cities and private firms, her education and linguistic accomplishments, stated she is a CPA and a Certified Municipal Treasurer, and he asked the Council to join him in welcoming her.

Mayor Gee and Councilmembers welcomed Ms. Chaudhary, and Ms. Chaudhary thanked the Council and is glad to be working for the City of Orinda.

D.2. Orinda Association Annual Report
Mayor Gee welcomed the Orinda Association to provide their annual report.

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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 2 of 11 04.30.24
Cindy Powell, Orinda Association, gave an overview of Orinda Association’s Annual Report, and noted the OA Office has a Senior Resource Center which has City and County information, brochures, and guides. She suggested if the City requires things to be handed out, they will distribute them.

She gave the following overview:
• Their biggest change in 2023 was Kathy Cordova as their new Boardmember and Executive Editor, along with Charleen Eerly, Editor in Chief, they have made some changes and they received great feedback on the newspaper. The Orinda News is mailed for free in 94563. They also send out a digital format monthly, and she asked those interested in being added to the list to contact them. • In June 2023, they presented three recipients with the William Penn Mott Environmental Award at the Wilder Art and Garden Center. Torres Yeager was the first recipient in 1993.
• Their Seniors Around Town has a demand for drivers and she asked those interested to volunteer once a month.
• Their Annual Orinda Classic Car Show is the fundraiser for Seniors Around Town program. The show in 2023 was described as a street fare with a car show. Their 2024 event will be the 20th year of the Classic Car event featuring 15 original Shelby Cobra’s.
• Orinda’s 40th July 4th parade and celebration is just around the corner. They partner with the Parks and Recreation Department on activities in the park and in the Library Plaza, and the City provides police and public works services which they appreciate.
• The OA Public Safety Forum was held in 2018 was filmed and they have the video, along with the Orinda Emergency Preparedness Emergency evacuation video. They are both running on Contra Costa TV. A few weeks ago, they had the Crime Prevention Forum in Orinda and there will be a video to follow. • They also have Orinda hats and sweatshirts for sale down stairs in the OA office.

Mayor Gee and Councilmembers thanked Ms. Powell and Charleen Eerly for their work and report, spoke about the need for drivers for the Seniors Around Town, 2024 as a big year with a fun theme because it will be the 40th birthday of the City of Orinda, the 40th parade, and 20th Classic Car Show, and confirmed there were no new changes to events.

D.3. Miner Road Contraflow Update
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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 3 of 11 04.30.24
City Manager Biggs introduced the item and gave PowerPoint presentation on the Miner Road contraflow background which would be used in the event of a need to evacuate areas off of Miner Road from wildfire. He described initial improvements which include activation signage at Miner and Camino Pablo and Miner and Lombardy; operational enhancements which include an internal workgroup to discuss and strategize and development of protocols for activation, no left turn and no right turn signs on barricades which are pre-staged in a trailer for quick deployment, and permanent flappable signs at intersecting streets.

He then described the activation exercise from December 2, 2023 where advanced notice went out via multiple channels, management of departments with CERT and other volunteers, operation from the EOC, and the dispatch for signage deployment and activation which took 15 minutes and the activation exercise which lasted 40 minutes.

Afterward the exercise a debriefing and follow-up were held to identify lessons learned and follow-up items for the protocol to be updated, in-bound traffic to be prohibited, staffing at intersections, and education of drivers and the public. Next steps include ongoing education and outreach during the pre-fire season and an additional activation exercise.

Council discussion ensued regarding the timing of sign deployment, use of stronger language suggested to prevent people to not ignore the no left and/or right turn signs, logistics and the availability of staff to operate the contraflow, use of contraflow in other communities that affect Orinda, whether signs are vandal-proof, public feedback, number of people who participated, potential incentives for more people to participate in the future, and announcement of a Tri-Cities meeting on Monday where evacuation planning will be discussed.

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

Mayor Gee and Councilmembers thanked staff for the work involved in development of protocols and the contraflow exercise, recognized public involvement, and lessons learned.

D.4. Local Hazard Mitigation Plan Presentation
Interim Planning Director Robert Reber gave a PowerPoint presentation on the Local Hazard Mitigation Plan and invited the public to comment on the plan. The City will conduct outreach over the next month or so and the public comment period goes through the end of May, and staff will be present at community events such as the farmers’ market, the Taste of the World food trucks, the Maker’s Market at Theater Square and others.

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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 4 of 11 04.30.24
He then presented an overview of the plan, identified county-wide natural and humancaused and technological hazards, how to prepare before a disaster which can help people recover more quickly from a disaster, and how to get involved. The plan will return to the Council later this year in considering comments and for the Council’s consideration for adoption.

Brief Councilmember discussion ensued regarding how the plan differs from natural hazard disclosure statements home buyers receive in a real estate transaction.

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

Mayor Gee and Councilmembers thanked staff for the presentation and efforts in obtaining public input on the plan.

E. PUBLIC FORUM
Mayor Gee announced there was one written comment was received from Steve Cohn which is posted. She confirmed there was no other public comment.

F. CONSENT CALENDAR
Mayor Gee asked if there were any items for removal or public comments.

Councilmember Miller requested removal of Item F.4 for a brief comment.

Councilmember Iverson requested removal of Item F.2 for comment and said she gave the City Clerk one very minor correction to the minutes.

F.1. City Council Minutes
Recommendation:

Approve City Council Minutes:

1. April 16, 2024 Special Meeting

2. April 16, 2024 Regular Meeting
F.3. Contract Acceptance of the Community Center Solar, Battery Storage and Roof Replacement Project No. 4141 & 4164.

Recommendation:

Staff recommends that the City Council adopt Resolution No. 12-24 Acceptance of Work for the Community Center Solar, Battery Storage and Roof Replacement Project No. 4141 & 4164 with NBC Construction, Inc. and authorize the City Clerk to sign and file the Notice of Completion with the Contra Costa County Clerk-Recorder.

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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 5 of 11 04.30.24
MOTION by Vice Mayor Malkani, and seconded by Councilmember Riley, to approve Consent Calendar Items F.1.1, F.1.2, and F.3. Said motion carried by unanimous (5- 0) roll call vote.

Items Removed from the Consent Calendar:

F.2. Award Contract for San Pablo Creek Culvert Repair Project, City Project No. 4187
Recommendation:

Staff recommends that the City Council (1) award a construction contract to Bugler Construction, inc. of Pleasanton, California for an amount of $1,986,400 for said project; (2) authorize program expenditures up to $2,285,000, which includes a 15% contingency; (3) authorize the City Manager to execute contract on behalf of the City; and (4) approve plans for the project.

Councilmember Iverson commented that she had a lengthy discussion with the City Manager on how the City could spend $2 million on about 400 yards to reline an existing pipe. She emphasized this is a tremendous amount of money on the Town’s small budget which shocks her and encouraged the Council and City staff to always look for creative solutions in contracts and bidding.

Mayor Gee echoed comments and agreed public contracting and construction is an expensive business, is set up with firm rules and regulations, and there is no way to shortcut this as a government entity. It also has its upside which means it is also intended to ensure it is done correctly and is inspected, with high quality.

She noted five bids were received, and she normally checks the Engineer’s Estimate and the bid amounts. These should be close without a huge discrepancy, and even better if bids are fairly close. While still expensive, three bids were either below or equal to the Engineer’s Estimate, so these are good signs that it was a good fit.

City Manager Biggs agreed with Councilmember Iverson.

MOTION by Councilmember Iverson, and seconded by Councilmember Miller, to approve Consent Calendar Item F.2. Said motion carried by unanimous (5-0) roll call vote.

F.4. Fire Fuels Reduction Incentive Pilot Program
Recommendation:

Review, Discuss, adopt Resolution 13-24 approving the updated Fire Fuels Reduction Incentive Pilot Program, and Provide Additional Direction, if any.

Councilmember Miller said she will vote against it as she did at the last meeting.

City Manager Biggs apologized and said staff would normally state it was a 4-1 vote.

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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 6 of 11 04.30.24
MOTION by Vice Mayor Malkani, and seconded by Councilmember Riley, to approve Consent Calendar Item F.4. Said motion carried by a (4-1) roll call vote; Miller opposed.

G. PUBLIC HEARING – None.

H. POLICY MATTERS
H.1. Role of Council Liaisons to Commissions, Boards, and Other Bodies Recommendation:

Receive Report, Discuss, and Provide Direction, if any
City Manager Biggs gave the staff report and the item arose as a Matters Initiated by Vice Mayor Malkani to discuss the roles of Council liaisons to City advisory bodies, boards, commissions, and committees, but also other organizations which may not involve the Brown Act or other constraints. Staff provided information that addresses the role, and the City Clerk and City Attorney provided additional background to facilitate discussion.

Mayor Gee asked for Council questions, and there were none.

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

Vice Mayor Malkani said she wanted an opportunity to discuss this because she realized she had her own view of what a liaison should do and was not sure this was consistent with the general historic practice of the City or with what other communities did. Her view also was to attend meetings as a liaison because usually there was a Councilmember present, noting Mayor Fay at the time served as the SSTOC liaison and attended some meetings.

She also commented that she is currently a liaison to two commissions that meet at the same time. She has been attending the SSTOC and has not been attending the Parks and Recreation Commission meetings, so she wondered if this should be remedied.

Councilmember Riley said there are three different types of liaison roles; the commission, the regular non-profits like Friends of the Library, and also as a board member for different organizations serving as a representative from the City and different protocols need to be followed for each.

Councilmember Iverson said the Planning Commission have never had a Councilmember sit in the meeting during her three terms on the Planning Commission, but when she was Chair, sometimes their Council liaison would contact her to ask about something where they wanted to understand a matter coming up on appeal so there could be a transfer of knowledge. For TSAC, she did not know what the precedent was.

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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 7 of 11 04.30.24
Councilmember Miller said she has not attended all meetings of each of the commissions of which she is liaison, so it varies. She thought the City of Burbank’s description was very helpful, which she described. Also, it has been a case-by-case situation in her experience, and the core has been not to try to influence any commission.

Councilmember Riley recommended adding orientation for new members, especially the situation where two Councilmembers are present and a third Councilmember is interested in the topic and wants to attend. She understands the third Councilmember can attend the meeting but cannot speak but only observe.

Councilmember Iverson said she would not expect Councilmembers to think it is expected that they regularly attend meetings because they are a liaison.

Vice Mayor Malkani said she likes the City of Burbank’s which allowed for some expectations but some discretion, as well and she asked for staff input.

City Manager Biggs said this is something that rises to the policy level and what the Council is comfortable with. His understanding which he received from the former Council and this year is that they are doing a more detailed commission training and the Mayor and Vice Mayor are invited. He noticed that if Councilmembers attend as liaisons, sometimes Commission members like to try and engage Councilmembers, and staff would say the liaison is not there to be a sounding board or actively engaging with them.

Also, sometimes commissioners look to the Council member where staff should be filling that role. While not necessary, he asked if the Council would like to formalize this in their rules.

City Clerk Smith said if the Council likes the City of Burbank’s wording it is possible to include it in the policy and procedures manual, but it is not necessary and completely up to the Council.

Vice Mayor Malkani said her intent with this discussion was more about norming than necessarily requesting a policy, so she does not feel the need and said it has been a helpful discussion.

Mayor Gee said in seeing some of the material here and what the Council currently has, she thinks theirs could use some refinement and possibly make some of the things they are doing become regular events. She agrees with Councilmember Riley about training when a Councilmember is new, annually training commissioners, and thinks the policy should indicate that no Councilmember should attend Planning Commission meetings, given they are the appeal body.

City Attorney Wolff said there is some language about not expressing opinions about matters and staff could bring back some proposed policy and procedures language to address the Planning Commission issue, in particular.

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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 8 of 11 04.30.24
Mayor Gee supported providing more structure and instruction, feels strongly that it is important that the commissions/committees create things independently so they can bring recommendations to the Council, and did not think it is appropriate for Councilmembers to attend meetings regularly.

City Attorney referred to mandated ethics training which can be done on-line, but there is some added advantage to having a live training which she has done in the past. The idea would be to have this training open to staff, Councilmembers, commission and committee members.

City Manager Biggs stated on May 18th they will conduct Commissioner training, conduct new Councilmember orientations, and also are introducing Leadership Coffees with the Mayor and Vice Mayor with new Chairs and Vice Chairs of the commissions which will be much more informal, so these will be helpful.

Councilmember Iverson added that she thinks a new commissioner or a new committee member should be introduced at the start of their term at their first meeting, and Mr. Biggs agreed with this suggestion.

Vice Mayor Malkani said some Councilmembers are liaison to outside groups. Her personal view is to make herself available, make contact, and then take the lead of the outside organization to be a resource to them to the extent they want her to be present or not. Mr. Biggs said in these situations, generally there is not a staff liaison to those bodies, and they can ask who to contact on their staff.

Mayor Gee said she thinks their policy could use some clarification and other items put into more structure of how they function, and so training is identified as well as other things new to Councilmembers or those on committees/commissions.

Mr. Biggs recognized there is consensus to flush things out a bit. He suggested getting through training in May and the first Leadership Coffee, and then in the fall staff could bring an update earlier than typically what is their annual update in February.

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

Mayor Gee and Councilmembers thanked staff for the report.

I. COUNCILMEMBERS' REPORTS
Councilmember Miller announced that after their last meeting Paul Ugenti from 25A had contacted her to meet, but he explained he was going to share things that would not be public. Therefore, she advised him she could not do this given if the matter may come to the Council in the future and she referred him to the City Attorney and City Manager.

Vice Mayor Malkani thanked the Mayor, Police Chief, and City Manager for the Safety Forum held. Mayor Gee agreed and said there was good attendance.

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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 9 of 11 04.30.24
Vice Mayor Malkani said she got to meet a member of the public in her capacity as liaison to the Chamber of Commerce and ways the City and Chamber could work together collaboratively.

Mayor Gee announced that she is continuing to do everything and meeting with staff to raise advocacy over the homeowner insurance issues. They have the belief that sometime soon they can hold a public meeting with a representative from the Insurance Commissioner’s Office. She stated Councilmember Iverson, the Vice Mayor and she were at the League of California Cities East Bay Division last week and were able to confront AG Bonta about this topic.

She also spoke with the Mayor of Lafayette today and they will be also reaching out to do more advocacy on the insurance crisis. She is meeting with the first task force meeting this week with the Bay Area Council on the topic. She also held an interview with the San Francisco Chronicle and is hopeful an article will come out about the issue, as well.

J. CITY MANAGER'S REPORT
City Manager Biggs emphasized the Mayor’s work in her contact with the Bay Area Council in the hopes to get other agencies involved up and down the State and formation of the task force.

He complimented Planner Darin Hughes who worked with the vendor and owners of Theater Square. The City is having its first Maker’s Market this Friday. This will be popup retailers, music, and food starting at 5:30 until about 9:00 p.m. This could be something they could repeat more often in the future.

The Wildfire Prevention and Safety Fair is coming up on June 1st. James Duff, the City’s Outreach and Education Coordinator will be at each farmers’ market encouraging participation. There are 15 agencies participating in organizations and some will be holding small educational forums from 10:30 to 1:00 p.m. at the Community Park. The local Firewise network will use the City’s event as their mandatory education event to remain certified as a Firewise Council.

K. MATTERS INITIATED
Vice Mayor Malkani asked if there was interest or willingness to bring back to the Council 25A and in-lieu parking fees. She has many questions and disclosed that she met with Paul Ugenti and his business partner and reviewed a PowerPoint presentation they prepared that evening which was helpful. She thinks it would be beneficial to bring to the full Council, and asked the City Attorney.

City Attorney Wolff said there are two potential procedures that could apply here. One would be the normal Matters Initiated process. The other is much less used but potentially more relevant which is the reconsideration process. It is Rule 5.4.8 in the Policies and Procedures Manual; Reconsideration. The minutes from the last meeting were on tonight’s agenda and packet page 46 is the vote Vice Mayor Malkani was F.1.d
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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 10 of 11 04.30.24
thinking of. It was a 3-2 vote on a motion and the motion failed. Vice Mayor Malkani was in the majority in that motion. So, when someone votes in the majority and then at that meeting or the next meeting they decide they want consideration, they have the ability to invoke the reconsideration process. Vice Mayor Malkani would make a motion this evening to request reconsideration be placed on the next or future Council meeting. The first question will be whether the Council should reconsider and if the answer is yes, you move onto to reconsidering the process. If the answer is no, this is the end of it.

Tonight, the Council would make a motion for reconsideration with an up or down vote with no discussion.

Councilmember Miller said she is happy to second the motion for it to return, but she would like it to be in a productive format. She did not feel discussion was finished. She had questioned whether this was the proper format to have that meeting, and asked if legal counsel was still of the opinion this was not a quasi-judicial matter and they could agendize it the way it was previously.

City Attorney Wolff said the question before the Council at the last meeting had to do with a legislative choice about whether to take a holiday from collecting the fee. She sees the question being raised which is, could the issue come back more broadly, and this would be a Matters Initiated as opposed to a request for reconsideration. A request for reconsideration would bring back the exact same agenda item from the last meeting.

Councilmember Miller said it appeared they were changing conditions of the approval of 25A.

City Attorney Wolff said she was asked this question on the record and she answered it to say that 25A Orinda Way’s entitlements were not before the Council and not being changed. What was before the Council was a question about whether or not to waive collection of in-lieu parking fees across the board, but there would only be one application affected by that.

City Attorney Wolff said because the item is not agendized, she cautioned against further discussion except for determining the Matters Initiated or reconsideration. She confirmed a PowerPoint presentation could be brought forward under a reconsideration. It will just come back formulated the exact same way the Council saw it the last time, whereas if it was done as a Matters Initiated, the Council might direct staff to bring something different back.

Brief Council discussion ensued regarding the item as a Matters Initiated or a reconsideration.

Vice Mayor Malkani said it might be helpful if the staff reported the presentation to give more flexibility.

City Attorney Wolff said this would be a Matters Initiated. And then read the previous agenda description into the record. If the Council would like reconsideration of the F.1.d
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Council’s 3-2 vote, she thinks Vice Mayor Malkani is asking for reconsideration and that would be the motion. Members of the public receive 3 minutes each to speak and a PowerPoint presentation could be presented for 3 minutes as well as its submission in writing.

Councilmember Iverson then described her experience with Napa County in meeting with developers, confidential items that were being negotiated, ex parte communications, and refraining from creating a serial meeting.

City Attorney Wolff referred to page 11 of the procedures under Rule 5.4.8 (d). This comes after three letters of describing reconsideration and how complicated that process is and who gets to invoke it. Then there is a sentence that says, “however, the subject of the original decision other than a quasi-judicial hearing such as a land use appeal may be placed on a future agenda at any time as provided by these rules.” In other words, a Matters Initiated rules apply. If the Council wants to articulate a Matters Initiated this evening and can obtain a majority vote for it, then there would be a Matters Initiated and the Council would describe what the matter is.

Councilmembers then discussed the two-meeting process, the process for Matters Initiated versus Reconsideration, initiation of staff time, discussion of the matter in light of AB 2097, and the Council’s ability to make modifications with a Matters Initiated.

MOTION by Vice Mayor Malkani, and seconded by Councilmember Miller, to bring back a Matters Initiated regarding AB 2097; whether to adopt a holiday of in-lieu parking fees, and requesting the staff report include the information included in the prior report and information about what fees and projects would be impacted. Said motion carried by unanimous (5-0) roll call vote.

L. ADJOURNMENT
The Regular Meeting was adjourned at approximately 8:55 p.m. to the next Annual TriCities Meeting with the City of Lafayette and the Town of Moraga in Lafayette on Monday, May 06, 2024, at 7:00 p.m.
______________________________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Regular Meeting Minutes of April 30, 2024 (3354 : City Council Minutes) May 7, 2024

CITY OF ORINDA

CITY COUNCIL CLOSED SESSION MINUTES
6:00 PM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
The meeting was called to order at 6:00 p.m. Councilmember Brandyn Iverson, Inga Miler, and Janet Riley were present. Mayor Darlene Gee had an excused absence and Vice Mayor Latika Malkani arrived at 6:35 due to her attendance at a Girl Scout event where she spoke on behalf of the City.

OPEN SESSION IDENTIFICATION OF CLOSED SESSION MATTERS
The Closed Session Matters were identified.

C. PUBLIC COMMENTS REGARDING CLOSED SESSION MATTERS
There were no public comments received.

D. CLOSED SESSION
a. CONFERENCE WITH LEGAL COUNSEL -- EXISTING LITIGATION. Pursuant to Government Code Section 54956.9(d)(1), conference with Legal Counsel regarding existing litigation: Rains, et al v. City of Orinda (Contra Costa Superior Court Case No. C20-01893).
b. CONFERENCE WITH LEGAL COUNSEL -- EXISTING LITIGATION. Pursuant to Government Code Section 54956.9(d)(1), conference with Legal Counsel regarding existing litigation: arbitration of coverage dispute between the City of Orinda and the Municipal Pooling Authority (MPA) in the matter of Rains, et al v.

City of Orinda (Contra Costa Superior Court Case No. C20-01893).

E. OPEN SESSION REPORT REGARDING CLOSED SESSION
There was no reportable action.

F. ADJOURNMENT
The meeting adjourned at approximately 7:05 P.M.
_______________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Closed Session Meeting Minutes of May 7, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 1 of 9 05.07.24
MAY 7, 2024

CITY OF ORINDA

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

COUNCILMEMBERS PRESENT: Brandyn Iverson, Inga Miller, Janet Riley Vice Mayor Latika Malkani
COUNCILMEMBERS ABSENT: Mayor Darlene Gee
B. PLEDGE OF ALLEGIANCE – Led by Vice Mayor Malkani.

C. ADOPTION OF AGENDA
MOTION by Councilmember Miller, and seconded by Councilmember Iverson, to adopt the agenda. Said motion carried by unanimous (4-0) roll call vote.

D. ITEMS FOR THE GOOD OF THE CITY
D.1. Proclamation Declaring May, 2024 as Wildfire Prevention Month in Orinda
Vice Mayor Malkani introduced and read portions of the Proclamation declaring May, 2024 as Wildfire Prevention Month in Orinda. She encouraged people to read the proclamation as it contains great information from NFPA and stated the City’s Wildfire Prevention Fair will be held on June 1st.

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

D.2. Proclamation Declaring May, 2024 as Asian American and Pacific Islander Heritage Month in Orinda
Vice Mayor Malkani introduced and read the Proclamation declaring May, 2024 as Asian American and Pacific Islander Heritage Month in Orinda.

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

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D.3. Proclamation Declaring May, 2024 as Jewish American Heritage Month in Orinda
Vice Mayor Malkani introduced and read the Proclamation declaring May, 2024 as Jewish American Heritage Month in Orinda.

Councilmembers commented that the Council has received some beautiful letters from Orinda’s Jewish community, asked for awareness of anti-Semitism, and are pleased with the City’s proclamation and recognition of Jewish American Heritage Month.

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

E. PUBLIC FORUM
City Clerk Smith announced two public comments were received; one from Nick Waranoff and one from Steve Cohn.

F. CONSENT CALENDAR
Vice Mayor Malkani asked if there were any items for removal or public comments.

Councilmember Riley requested removal of Item F.1.

F.2. Acceptance of the Library Parcel Tax Independent Review Annual Report For The Period Ending (June 30, 2023)
Recommendation:

Receive and accept the Report for the period ending June 30, 2023.

MOTION by Councilmember Miller, and seconded by Councilmember Iverson, to approve Consent Calendar Item F.2. Said motion carried by unanimous (4-0) roll call vote.

Item Removed from the Consent Calendar:

F.1. Approve Engineer's Report for the Levy of Annual Assessments; Providing Notice of Intention to Levy Annual Assessments; and Set June 18, 2024 as the date for the Hearing on the Levy of Assessments for Orinda Street Lighting and Landscaping Assessment District No. 1986-1 Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2025.

Recommendation:

Adopt Resolution No. 16-24, Approving the Engineer's Report for the Levy of Annual Assessments for Fiscal Year Ending 2025, Orinda Street Lighting and Landscaping Assessment District No. 1986-1, Zones L-42, M9 and M-11 and Resolution No. 17-24, Intention to Levy and Collect Assessments for Fiscal Year Ending 2025 within the Orinda Street Lighting and Landscaping Assessment District No. 1986-1 Zones L-42, M-9 and M-11.

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Attachment: City Council Regular Meeting Minutes of May 7, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 3 of 9 05.07.24
Councilmember Riley said when she read the report, there was distinction between the lighting in the neighborhoods versus the lighting in other services in the City. There is an assessment district for the neighborhood lighting but not for the public downtown area and she asked for the reason, costs, or balloting for Zone M-11 which includes lighting, street sweeping, park and parkway facilities and services, and landscaping.

City Manager Biggs stated he and Councilmember Riley spoke earlier. Zone M-11 is an assessment district but it does not have any CPI inflator, so costs are going up, with the General Fund covering the gap. There is no ability to proceed with any changes this year, but the Council can discuss this as part of the budget process. The Council can review whether they want to explore other alternatives, including balloting to add a CPI inflator or adjust the assessments at some point in time.

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

Councilmember Miller commented that she is supportive of discussing the item during the Council’s budget review.

MOTION by Councilmember Iverson, and seconded by Councilmember Miller, to approve Consent Calendar Item F.1. Said motion carried by unanimous (4-0) roll call vote.

G. PUBLIC HEARING – None.

H. POLICY MATTERS
H.1. Red Flag Days Parking Restrictions Program Policy Update Recommendation:

Staff recommends the City Council approve Resolution 15-24/Traffic Order No. 229 to update the Red Flag Parking Restrictions Policy with revisions directed by City Council at the April 16, 2024 meeting.

Public Works Director Scott Christie gave the staff report and overview of the follow-up to the April 16th Council meeting where staff reviewed options to modify the original Traffic Order for new Traffic Order 229 on streets where widths of streets as a factor in qualifying a road requiring Red Flag parking restrictions.

If a road is less than 28 feet from curb to curb or paved surface, it would require the signs on both sides. If it was 28 feet up to 35 feet, it would require a sign on one side or the side which is the emergency vehicle access side. If it was equal to or greater than 36 feet, no such restrictions would be required, even if it was in a high fire severity zone on an evacuation route. This would eliminate Dalewood Drive, Charles Hill Road from El Nido Ranch Road to Charles Hill Place, and Sundown Terrace from being required to have signs. Upon approval, Public Works crews would remove those signs.

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Attachment: City Council Regular Meeting Minutes of May 7, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 4 of 9 05.07.24
Staff also included in the policy the provision that a segment where topography would prevent no legal parking in any case or in cases where signs would otherwise not be warranted, those signs would also not be required in those situations.

Staff has also added two short segments to the roads that would be covered by the Red Flag program that had gaps from the way the areas were mapped. There have been some modifications in the high severity areas and designation of evacuation routes. This would create a more continuous evacuation route from Dalewood down to Miner Road, which would be by adding the Lombardi Lane segment from Terry Lane to Dalewood Drive, which is shown and highlighted on the map. Also, from Miner Road, from Ranch Road, and then going eastward to Honey Hill, would be added.

Mr. Christie noted that in some cases, the topography may not require the signage per this new policy. Staff also included discussion about potential enforcement provisions and education plans for compliance in the future.

Councilmember Riley pointed to the one section by the Dalewood Park that is a private narrow road or cul-de-sac. She asked and confirmed this is private and cannot be signed.

City Attorney Wolff stated if Councilmember Riley would like staff to look into it, they can because it is a private road but there is an easement for emergency vehicle access.

Councilmember Riley noted it is impossible to park there but she believes the City should be talking about it. It is the connection between Dalewood and Sundown Terrace.

Vice Mayor Malkani said there would be no signage on roads that cannot be parked due to their narrowness, and she asked if that would apply to this area.

Mr. Christie said the key concern is that it is a private road and it was noted it may be owned by the Dalewood HOA, but he said staff would have to check the width and it might be narrow enough where someone could not park there.

Councilmember Miller asked if there was any outreach to the private roads that might otherwise have signage if they were public roads. Mr. Christie said he would say “no” from the standpoint that most private, non-publicly maintained roads tend not to be thoroughfares considered as evacuation routes, which staff is addressing here.

Vice Mayor Malkani referred to enforcement and understands that the first year of the program following any new Red Flag sign installations. There would be three warnings for the first three Red Flag events and she asked if this was true, regardless if they were in year one, two, or three.

City Manager Biggs said no matter how many there are in the first year, you would get three warnings. If there are not three events, the next year it would be one, and he described public outreach and reminders and said towing is only for repeat offenders and during evacuations.

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Attachment: City Council Regular Meeting Minutes of May 7, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 5 of 9 05.07.24
Vice Mayor Malkani referred to the pre-fire season reminder and confirmed a postcard would be sent each year to residents.

Vice Mayor Malkani opened the Public Forum, and there were no speakers. One written public comment was received from Nick Waranoff on page 75/76 of the packet.

Councilmember Iverson said she was a bit cynical about the no-stopping aspect at the last meeting and asked to consider when the City is ordering more sign inventory to consider not having “no stopping” on the sign or to at least bring it back to the Council.

Other than that, she said this is a very good program with some growing pains, but she thanked staff for carefully addressing the challenges seen as the program was implemented.

Councilmember Miller thanked staff and agreed with comments from Councilmember Iverson.

Councilmember discussion ensued regarding loading and unloading, construction staging, school bus pickups and drop-offs, Councilmember Iverson proposing “no stopping” be removed from the program going forward with the caveat they can use the signs they already printed. City Manager Biggs commented that if someone is parked in a red curb stating “No Fire Zone Parking” they will get a citation, so staff should review this a bit more and return with some recommendations.

Vice Mayor Malkani said the resolution states “stopping and parking shall be prohibited when Red Flag warnings are in effect.” She would propose in the interest of the larger goal and addressing the signage issue that she would support the current language with the caveat that before more signs are printed, to go back and look at the issue of stopping and to see if they can hold further discussion about the rationale behind prohibiting stopping and what that means.

Councilmember Riley said assuming this passes, she asked what is the timeframe for taking down all the signs on the wide streets. Mr. Biggs said this is as time permits or about 30 to 45 days once the resolution is approved by the Council.

Councilmember Riley referred to the private lane and asked if staff will do something further with this. Mr. Biggs said they can first send a letter to the property owner or HOA and encourage them to put up signs.

City Attorney Wolff clarified there is a mechanism by which the City can be asked to enforce on private property. It happened on Big Leaf at Wilder where there was a post kiosk on that road and the Council adopted a resolution authorizing City enforcement of no parking at that location.

Councilmember Riley and Miller supported exploring no parking signs for the private lane.

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Attachment: City Council Regular Meeting Minutes of May 7, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 6 of 9 05.07.24
MOTION by Councilmember Miller, and seconded by Councilmember Riley, to approve Resolution 15-24/Traffic Order No. 229 to update the Red Flag Parking Restrictions Policy with revisions directed by City Council, with direction to bring back the no stopping issue and direction to bring back the connection between Sundown Terrace and Dalewood. Said motion carried by unanimous (4-0) roll call vote.

H.2. Update on CalTrans Gateway Site and Decertification Evaluation Progress Report
Recommendation:

Receive Report
City Manager Biggs gave the staff report and background on the CalTrans Gateway site and decertification evaluation progress report. Staff advocated keeping it in the Housing Element because they think it makes a good site for development.

He noted that staff has taken steps to rezone the site which got tabled by the Planning Commission and will be brought back at some point in the future. They are continuing to work on and received a grant to help design engineering on the Wilder to downtown trail so they continue to do things that move the site forward. He called to obtain an update from the Director of Right-of-Way with CalTrans District 10 office in April and was advised that CalTrans had opted to initiate the decertification process internally and so the City would not have to do it nor pay the $35,000 to do it. Therefore, the decertification process is underway.

He said staff will report back and it might open up the Governor’s Executive Order process as well, which would make development most feasible because the State does not charge for the site. They will lease it to a developer to facilitate affordable housing at a below market rate.

Individual Councilmember comments and questions ensued wherein Councilmembers asked and confirmed the site is 5 acres and would accommodate about 200 units; that the site could proceed separately from the other opportunity sites and does not have to go with the downtown sites; that decertification is one of several steps where HCD might look at the site as being viable; that if it goes through the Governor’s Executive Order the process frees up the site for affordable housing, as determined by CalTrans; that if the site is just decertified CalTrans would market the property to any interested party based on the underlying zoning the City puts in place.

Mr. Biggs confirmed that HCD did not count these units in the Housing Element, and the City is at risk for the no net loss scenario and would like to restore their buffer. Also, both their Assemblymember Bauer-Kahan and Senator Glazer has been encouraging CalTrans to work on the site.

Vice Mayor Malkani opened the Public Forum, and there were no speakers. There was one letter submitted for the record from Nick Waranoff.

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Councilmembers thanked the City Manager for the update, recognized the great news, and also acknowledged that the City did not have to pay the $35,000 fee. The Council received and filed the report.

I. COUNCILMEMBER REPORTS
Councilmember Iverson read from the Lamorinda newspaper and quoted, “Orinda is capturing the smallest share of local spending at 26%. In terms of volume, the greatest leakage gaps are in motor vehicle and parts, food and beverage, general merchandise, food service, and drinking places.” They talked about “median household income which is in the top position at over $250,000 and their average home price is also at the top at over $1.93 million. All of these are more than twice the Countywide average of $793,000.” The take-away on this is that “The White Paper emphasizes the necessity of a town or city to support investors, developers, owners, and tenants with issues such as financing, permitting, dealing with aging infrastructure, establishing utility connections, and more.”
This is a great reminder of things the Council heard when working on their Housing Element and DPP, but those were such massive documents. There was also a chart with their percentage change and asking rent is up 4% over a decade. She thinks they have failed their retail sector and she is excited about the passion of the Council to do better.

Councilmember Miller reported on the Tri-Cities Meeting which was a great opportunity to receive an update from the Lamorinda Engineers and Public Works about the work on the Smart Signals project their Congressman had secured.

Vice Mayor Malkani thanked staff, especially City Engineer Siva Natarajan for his presentation at the Tri-Cities meeting. She thinks the Maker’s Market was wonderful and asked the City Manager to address it. She attended the OIS Ribbon-Cutting Ceremony with the OUSD Superintendent and School Board last week. They opened a new Student Services Center at OIS that will have many wellness programs for youth. She also attended the Girl Scouts Award Ceremony and there were incredible young women who have accomplished some tremendous projects around town.

Councilmember Iverson stated she learned at the Tri-Cities meeting that Senator Glazer is appealing the RHNA numbers and there is a hearing on May 19th. She said there was a call to action for cities to write letters. Mr. Biggs said it would be an audit of the process to learn lessons for the next cycle. He will follow up and find out if there is additional information and bring it to the Council.

J. CITY MANAGER'S REPORT
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City Manager Biggs added that they had a great presentation at the Tri-Cities Meeting on May 6th on the signal synchronization effort which the City of Orinda is the lead for the three agencies. There was a lot more discussion on what are the evacuation-related capacities. The first item was the idea of doing some joint evacuation planning with Lafayette and Moraga, and they reached out to CCTA to ask to provide a match for a grant they wanted to apply for. This ended up having CCTA pursuing a much larger grant to do evacuation planning countywide, provide the matching funds, and focus on Lamorinda. They are expecting to hear later this summer as to whether CCTA has received the $1.8 million grant.

He acknowledged other City staff and said Afshan Hamid, Director of Planning, Town of Moraga took the lead in presenting on the evacuation planning effort and City Engineer Siva Natarajan presented the update on the traffic signals.

Before the next Council meeting, on Friday, May 17th Summer Movies in the Park returns.

He recognized their Assemblymember and said they thought they had a date for a Town Hall on insurance matters, and the Deputy Insurance Commissioner is not able to make the date and he is waiting to hear back on this. On June 1st, the Wildfire Prevention and Safety Fair will be held. They work closely with their colleagues in the Tri-Cities, and he joined the Moraga Town Manager and a couple of Councilmembers attended an event celebrating the St. Mary’s College Rugby Team’s win of the nationals.

Lastly, he reminded everyone that the fire fuels incentive amount has increased from $599 to $1,000.

K. MATTERS INITIATED – None.

L. CLOSED SESSION –
Vice Mayor Malkani adjourned to Closed Session at 8:23 p.m.

1. OPEN SESSION IDENTIFICATION of Closed Session Matters

2. PUBLIC COMMENTS of Closed Session Matters – None.

3. CLOSED SESSION

4. REPORT OUT OF CLOSED SESSION
a. CONFERENCE WITH LEGAL COUNSEL -- EXISTING LITIGATION.

Pursuant to Government Code Section 54956.9(d)(1), conference with Legal Counsel regarding existing litigation: Rains, et al v. City of Orinda (Contra Costa Superior Court Case No. C20-01893).
b. CONFERENCE WITH LEGAL COUNSEL -- EXISTING LITIGATION.

Pursuant to Government Code Section 54956.9(d)(1), conference with Legal Counsel regarding existing litigation: arbitration of coverage dispute between the City of Orinda and the Municipal Pooling Authority (MPA) in the matter of Rains, et al v. City of Orinda (Contra Costa Superior Court Case No. C20-01893).

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Attachment: City Council Regular Meeting Minutes of May 7, 2024 (3354 : City Council Minutes) Orinda City Council Minutes Page 9 of 9 05.07.24
M. ADJOURNMENT
The Regular Meeting was adjourned at approximately 9:15 p.m. to the next Regular Meeting on Tuesday, May 21, 2024, at 7:00 p.m.
______________________________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Regular Meeting Minutes of May 7, 2024 (3354 : City Council Minutes) City Council
Staff Report
Agenda Item: F.2
Date: May 21, 2024
Department:

Public Works and
Engineering Services
AGENDA TITLE: Contract Acceptance of the Moraga Way & Valley View Drive Rectangular Rapid Flashing Beacons (RRFB) Crossing Project No. 4188 with Columbia Electric, Inc.

RECOMMENDATION:

BACKGROUND:

In October 2023, the City Council awarded a construction contract to Columbia Electric, Inc. of San Leandro, California in the amount of $156,420 for performance of the Moraga Way & Valley View Drive RRFB Crossing Project No. 4188 and authorized a 15% contingency for expenditures up to $179,900. The Contractor entered into a construction contract with the City subsequent to review and approval by the City Attorney.

A Notice to Proceed was issued to the Contractor on January 22, 2024, Due to unfavorable weather conditions, completion of the work was delayed until April 2024.

DISCUSSION:

Work has been completed in accordance with the plans and specifications, and acceptance by the City Council is necessary for the City Clerk to sign and file the Certificate of Completion with the Contra Costa County Clerk-Recorder, which will allow the release of project retention to Columbia Electric, Inc.

NEXT STEPS:

Upon City Council approval, the City Engineer will sign the Certificate of Completion and the City Clerk will record it with the Contra Costa County Clerk-Recorder’s Office. The Administrative Services Director is authorized to release $7,821 of withheld retention to Columbia Electric, Inc. thirty-five (35) days after recordation of the Certificate of Completion, provided that no stop notices are outstanding.

FISCAL IMPACT:

The project is partially funded by a TDA Grant, in the amount of $80,000, with the balance funded by Transportation Impact Fees (Fund 205). The following is a summary of the project construction / improvement costs:

Authorized Cost Based On Award Plus 15% Contingency
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Original Base Bid = $ 156,420
Contingency At Time of Award = $23,480
Total Authorized Columbia Electric, Inc. Contract $179,900 Actual Construction Cost = $ 156,420
Surplus Funding to Return to Fund 205 $23,480
ATTACHMENTS:

A. Resolution 19-24 Moraga Way_Valley View RRFB Proj 4188 B. 4188 Moraga Way n Valley View RRFB Project_05.13.2024 Respectfully Submitted by:

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

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

Acceptance of Work for the
Moraga Way & Valley View Drive
RRFB Crossing Project No. 4188
and Authorizing the City Clerk to
sign the Certificate of Completion
and file said notice with the Contra
Costa County Recorder
)
) Resolution No. 19-24
)
)
)
)
)
WHEREAS, Columbia Electric, Inc., has completed the work in accordance with the construction contract documents for the Moraga Way & Valley View Drive RRFB Crossing Project; and
WHEREAS, the Director of Public Works has recommended that the work be accepted as complete.

NOW THEREFORE BE IT RESOLVED that the work accomplished by Columbia Electric, Inc., under the terms and conditions of the above-referenced construction contract documents is hereby accepted.

BE IT FURTHER RESOLVED that the Director of Finance is hereby authorized to release all withheld project retention thirty-five (35) days after recordation of the Certificate of Completion, provided that no stop notices are outstanding.

Adopted by the City Council of the City of Orinda at a regular meeting on May 21, 2024, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Darlene Gee, Mayor
ATTEST:

Sheri Smith, City Clerk
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Attachment: Resolution 19-24 Moraga Way_Valley View RRFB Proj 4188 (3358 : Contract Acceptance_Moraga Way & Valley View RRFB Proj) Note: This notice of completion must be recorded within 15 days or less from the date of completion (Civil Code Section 9204).

RECORDING REQUESTED BY AND
WHEN RECORDED, RETURN TO:

City Clerk/Public Works Dept.

City of Orinda
22 Orinda Way
Orinda, CA 94563

NO FEE DOCUMENT
(Government Code section 27383)
TITLE:

Notice of Completion for
Moraga Way & Valley View Drive RRFB Crossing Project No. 4188 (Contractor: Columbia Electric, Inc.)
NOTICE IS HEREBY GIVEN by the undersigned, those certain improvements, to wit:

Moraga Way & Valley View Drive RRFB Crossing Project No. 4188 Project location:

Moraga Way at the intersection of Valley View Drive and Ardor Way in the City of Orinda, Contra Costa County, California.

Property Owner: City of Orinda (a municipal corporation, 22 Orinda Way, Orinda CA 94563) holds interest in Public Road Right-of-Way.

The contract which has heretofore been let to: Columbia Electric, Inc., and which contract was filed for record in the City Clerk’s office in the City of Orinda, Contra Costa County, California, was actually completed in accordance with the plans and specifications, and the work was completed and accepted by the City of Orinda, on 5/21/2024.

Information pertaining to the estimate of cost, names of bidders with prices bid, changes in adopted and approved plans and specifications, and the total cost of work is on file in the City Clerks’ office of the City of Orinda.

CITY OF ORINDA,
a municipal corporation
Date: ________________ By: ____________________________________ Sivakumar Natarajan, City Engineer
City Engineer, R.C.E. #74789
City of Orinda
22 Orinda Way
Orinda, CA 94563
I hereby certify, under penalty of perjury, that the above Notice of Completion was duly accepted by the City Council of the City of Orinda at a regular meeting thereof held on 5/21/2024. ______________________________
Sheri M. Smith
City Clerk
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Attachment: 4188 Moraga Way n Valley View RRFB Project_05.13.2024 (3358 : Contract Acceptance_Moraga Way & Valley View RRFB Proj) City Council
Staff Report
Agenda Item: F.3
Date: May 21, 2024
Department: Administration
AGENDA TITLE: Wildland Corporation Contract Amendment # 2 Rescission and Approval
RECOMMENDATION:

Rescind Contract Amendment # 2 Approved March 12, 2024, and Approve a new Contract Amendment # 2 for $355,000 through FY 2023-24 for Chipper Services.; BACKGROUND: On March 12, 2024, the City Council approved Amendment # 2 to the contract with Wildland Corporation for operation of the City’s Chipper Services which increased the not to exceed amount of the contract from $225,000 to $400,000. Since that time, staff has learned that a possible conflict of interest may exist in that the staff member who processed the contract amendment and drafted the March 12, 2024 staff report at the Director of Administrative Services and City Manager’s direction, has a spouse who has done some recent carpentry work for the family that owns Wildland Corporation. Out of an abundance of caution, it is recommended that the prior approval of Contract Amendment # 2 be rescinded, and a new Contract Amendment # 2 be approved to cover just Chipper Services provided to the community.

The City Manager and Director of Administrative Services recommended that a new Contract Amendment # 2 be approved to provide sufficient funds to allow the contract services to be continued under this contract through June 30, 2024. This new contract amendment will increase the contract not to exceed amount from $225,000 to $355,000.

The City Manager and Director of Administrative Services recommend and have prepared this proposed Contract Amendment # 2 without any involvement by the staff member who has the possible conflict. This Contract Amendment # 2 now covers only on-call chipper services performed by Wildland Corporation at the request of private property owners and residents in the City. The new higher limit for Contract Amendment # 2 fully captures all expenditures to date, including dump fees, and what is needed through June 30th for this program.

To avoid this issue in future years, an annual contract for Chipper Services for FY 2024- 25, and each year thereafter, will be considered as part of the budget adoption process and will transition to what is referred to as an annual contract. The City Manager and/or Director of Administrative Services will recommend and process the Annual Contract for the Chipper Services for property owners and residents without the involvement of the staff member with the possible conflict.

The March, 2024, contract amendment and the revised amendment do not cover any Chipper and fire fuel mitigation services performed by Wildland Corporation on City property at the request of the Parks and Public Works Departments. Staff have F.3
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identified that many of these services for City properties were provided based on invoiced services, which may have triggered the need for a contract once certain thresholds were passed. A future staff report will address these purchasing and contracting issues, and a recommendation for a separate contract for these services will be brought to the City Council on June 16th for consideration.

NEXT STEPS: Amendment # 2 approved March 12, 2024, was not executed by the City, and the new Amendment # 2 will be executed by the City after Council approval, and the new retroactive contract for services for City properties will also be executed.

FISCAL IMPACT: None as a result of this item. Funds for these contracted services are already included in the current and next fiscal year’s budgets.

ATTACHMENTS:

A. New Amendment #2
Respectfully Submitted by:

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

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AMENDMENT NO.2

TO PROFESSIONAL SERVICES AGREEMENT BY AND BETWEEN

CITY OF ORINDA AND WILDLAND CORPORPERATION (FORMERLY THORN HAULING) (Dated May 21, 2024)
‘Whereas, City of Orinda (“City”) and Wildland Corporation (Wildland), (‘Provider”) have an agreement in which Wildland provides services related to Chipper Services; and Whereas, the agreement was entered into under the City Manager purchasing authority based upon a public agency solicitation made by Moraga Orinda Fire District for similar services; Whereas, the City and Provider amended the agreement to provide for continuing the services which required the authorization of the City Council. (Amendment No. 1, July 1, 2021); Whereas, the City and Provider desire to amend the agreement to provide for continuing the services through June 30, 2024, which require the authorization of the City Council.

Whereas, this agreement is for an ongoing service, and commencing with FY 2024-25 will be treated as an annual contract and addressed as part of the budget process, in order, to allow for adjustments based on the annual use dollar amount.

A. The parties agree to modify the section s of the Agreement as shown below and all other terms, conditions, and provisions of the agreement shall remain in force. (a) City agrees to pay Provider at the rates described in Exhibit A, not to exceed a maximum contract price of $355,000, for all services performed under the agreement, unless amended in writing pursuit to section 4(c).

B. The undersigned represents that they are authorized to enter into Amendment No. 2 on behalf of their entity.

City of Orinda Wildland Corporation
(“Provider”)
_________________________ ________ _____________________________ _______ David Biggs, City Manager Date Will Thorn, Owner Date
Attest:
_________________________ ________
Sheri Smith, City Clerk Date
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Attachment: New Amendment #2 (3355 : Wildland Corporation Contract Amendment # 2 Rescission and Approval) City Council
Staff Report
Agenda Item: H.1
Date: May 21, 2024
Department: City Council
AGENDA TITLE: Proposed FY 2024-25 Mid-Cycle Budget Adjustment RECOMMENDATION:

BACKGROUND:

On June 20, 2023, the City Council adopted a two-year budget covering Fiscal Year 2023-24 (July 1, 2023 – June 30, 2024) and Fiscal Year 2024-25 (July 1, 2024 – June 30, 2025). Since the budget relies on estimates and projections, it is appropriate to periodically review the financial plan and make adjustments as necessary.

Staff has prepared a proposed update and amendment to Year 2 (Fiscal Year 2024- 2025) of the Biennial Budget. This effort examines both revenues and expenditures necessary to provide for a sound financial plan while maintaining current service levels to the community.

The Draft Proposed Mid-Cycle Budget Update document is included as Attachment A.

The Draft CIP update is also being presented this evening as a separate item by the Public Works Director. Once direction is provided, staff will work to ensure both documents are in alignment when presented in their final form on June 18th for adoption.

DISCUSSION:

The proposed Mid-Cycle Budget document is formatted with the following key components:

City Managers Transmittal
Summary Fund Balance
Revenue Overview and Details By Fund
Staffing Level Comparison
Operating Expenditures Summary and Individual Department Descriptions Internal Service Fund Budgets
Capital Improvement Projects
Appropriations Limit
The proposed Budget Adjustments take into consideration changes that were made as part of the Mid-Year 2023-2024 Budget as well as changes that have developed since March 2024 as more and new information has become available.

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As described in the City Manager’s transmittal, the budget encompasses revenue increases, as well as some increases to certain expenditures resulting from increased contract services costs. The format of the individual Department Budget pages display the prior year actual results; the current adopted Fiscal Year 2023-2024 Budget; the current adopted Fiscal Year 2024-25 Budget and the adjusted proposed Fiscal Year 2024-25 Budget. Operating Department expenditures are primarily funded by the General Fund, but not exclusively by the General Fund. The individual Department Budgets identify the staffing in the Department as well as the source of funding.

The following Table provides a high-level view of all adjustments being proposed to the Operating Budget for Fiscal Year 2024-2025.

Proposed Adjustments to Fiscal Year 2024-25
If any, or all, of the proposed adjustments are approved, it is projected that the General Fund Emergency Reserve balance will continue to exceed the adopted goal of 50%.

In addition to the proposed changes in the budget listed above, a minor change in staffing is also being proposed. The current Office Assistant classification was examined, and it was determined that the current duties being performed are more appropriately classified as Administrative Assistant I/II as this position also supports administrative tasks for the City Manager, Human Resources, Finance, and serves as the main City Hall receptionist. If approved, the incumbent will be reclassified from Office Assistant the Administrative Assistant. The cost associated with this change is roughly $2,500 annually and no additional budget appropriation is necessary to implement this change.

A reorganization of the City’s maintenance and facilities functions is also being recommended and is being presented separately to the City Council on May 21st.

Should the City Council agree with the recommendations, those changes would be incorporated into the FY 2024-25 Mid-Cycle revisions.

In addition, staff will be asking the City Council to approve certain annual or on-going contracts, like for on-call services, as part of the budget approval on June 18th. This change is intended to streamline the contracting processing process by having certain regular annual or on-call contracts approved as part of the budget process. This is a more efficient and cost-effective basis to handle these approvals, especially given our H.1
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limited staffing resources. As proposed, the contracts or agreements for services would be approved by the City Council as part of the budget adoption process and the City Manager would be authorized to execute the certain agreements, including a communication services with Trepepi Smith & Associates, landscape architecture services with Stantec, and landscaping/chipper services with Wildland Corp., and potentially others that are identified prior to June 18th.

NEXT STEPS:

Staff will provide an overview presentation of the proposed Budget updates in order to obtain feedback and answer any questions. Based on the direction provided, any modifications will be incorporated into the Fiscal Year 2024-25 Mid-Cycle Budget document that will ultimately be presented for adoption by the City Council at their meeting on June 18, 2024.

In addition, the Finance Advisory Committee and the Library Parcel Tax Independent Review Committee will receive staff budget presentations at their May 29th special meetings, with the opportunity to provide feedback and recommendations regarding the proposed budget changes for City Council consideration.

The Supplemental Sales Tax Oversight Committee will receive a staff budget presentation at their June 5th meeting with the opportunity to provide feedback and recommendations regarding the proposed budget changes for City Council consideration.

And any changes to the Capital Improvement Plan will be presented to the Planning Commission at the June 11th meeting to determine consistency with the General Plan.

FISCAL IMPACT:

The total General Fund expenditure appropriations for Fiscal Year 2024-25 are proposed to increase by $280,000, which is more than offset by an anticipated increase in property tax revenue of $305,000. Total Measure R expenditure appropriations for Fiscal Year 2024-25 are proposed to increase by $340,000 to reflect to balance of unspent pilot program allocation for the Fire Fuels Incentive.

ATTACHMENTS:

A. Weblink to: FY-2024-25 Budget Update
Respectfully Submitted by:

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

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City Council
Staff Report
Agenda Item: H.2
Date: May 21, 2024
Department:

Public Works and
Engineering Services
AGENDA TITLE: Proposed Update to Capital Improvement Plan (mid-cycle biennial budget for Fiscal Years 2023-24 & 2024-25
RECOMMENDATION:

Staff recommends the City Council review, discuss, and provide comments on the proposed Update to Capital Improvement Plan
BACKGROUND:

The Capital Improvement Plan (CIP) identifies public infrastructure projects and funding sources for long-term investments that are designed to protect, preserve, and enhance the City's infrastructure, extend the useful service life of public facilities and improve or enhance delivery of City services. Infrastructure includes transportation and drainage projects (overseen by Public Works Dept.) and parks, recreation and city building projects (overseen by Parks & Recreation Dept.).

The CIP is comprehensively prepared and presented to City Council every two years, consistent with the two-year city operating budget cycle. This was done in June 2023.

In this mid-cycle year, the CIP is updated, and new projects are presented to City Council for consideration. While the expenditures and fund balances are updated, the complete CIP is not presented to City Council.

The subject 5-year Capital Improvement Plan (CIP) covers the estimated activity during an overall six-year period: the year of adoption, Fiscal Year 2022-23 (July 1, 2022-June 30, 2023) and the subsequent five years (July 1, 2023-June 30, 2028). Note that since this is the second year of the two-year cycle, the attached detail sheets start with the current fiscal year (2023/24).

As with any “plan” it is not uncommon to make adjustments based on current conditions.

In light of the current economic environment, with inflation above target levels, Staff recommends a fiscally conservative approach to only fund the most essential projects.

Staff uses cost data from current projects to estimate future costs. For projects where the scope is not yet well defined, and for projects scheduled for later years in the five year forecast, the uncertainty of budget estimates is higher.

Even after this CIP Update is adopted, if significant decreases in revenue occur or if bids for projects are much higher than estimated, the City Council will still have the opportunity to postpone or cancel projects, on an individual case by case basis, prior to authorizing a major capital expenditure (over $60,000).

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DISCUSSION:

Staff utilizes a capital planning software called “Plan-It” to manage projects and prepare the CIP documents. This requires that Finance Department financial records be reconciled with data in Plan-It. Staff has reviewed current CIP project expenditure details and updated the data in Plan-It, including Fund balances. Our review found that certain expenditures should be reclassified or shifted as recommended below:

1. To close out Add-on Sales Tax (Fund 105), reclassify the following project expenditures in FY 23/24 to Fund 105:
a. Project 4171 (2023 Annual Paving), $680,000 from Fund 700 b. Project #4167 (Moraga Way and Coral SD), $149,000 from Fund 210 c. Project #4187 (San Pablo Creek Culvert ), $96,000 from fund 704

2. To adjust for increased expected costs in construction (primarily due to inflation related increases), or due to more well defined or changes in scope, change budgets for the following projects:
a. Project #4083 (Community & Recreation Centers Exterior Painting), increase from $150,000 to $235,000
b. Project #4182 (City Hall Exterior Painting), increase from $130,000 to $150,000
c. Project #4192 (Library Elevator Modernization), reduce from $180,000 to $100,000
d. Project #4178 (2024 Annual Paving), increase from $2,685,000 to $3,375,000

3. Where projects are not complete and have expected expenditures in FY 2024- 25, the unspent 2023-24 budget allocations are rolled over into 2024-25.

4. Where projects are complete or nearing completion, funding determined to be surplus is closed out of the project and returned to the respective fund balance.

A significant example of this is the large concrete box culvert repair project (#4187), in which the bids received were favorable and below budget. This results in a reduction in the project budget of approximately $1.3 million.

Staff proposes the following new projects be added to the CIP:

Add the following new projects to the CIP (refer to Attachments A-E, CIP project detail pages)

1. Project # 5023, Library auditorium lighting project, $60,000

2. Project # 5024, Dog park, $50,000 (preliminary engineering work only)

3. Project # 5025, Pickleball courts, $110,000 (preliminary engineering work only)

4. Project # 5026, City Hall HVAC upgrade, $300,000

5. Project # 5027, Glorietta Pedestrian Pathway, Phase 2, $330,000. We have notification of a TDA grant award of $90,000, pending MTC action Changes to the Unfunded Project list:

1. Promote the Library auditorium lighting project to the CIP (Project #5023)

2. Add City Hall flooring replacement, $225,000

3. Add new crosswalk with RRFB’s crossing Orindawoods Dr. at Ironbark Cr. (north end), $120,000
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Data for the proposed projects noted above have also been input into Plan-It. The available resources (fund balance + current revenues) in all funds are projected to be balanced with expenditures and the intent is that no funds will show a projected negative balance at the end of each of the five forward fiscal years. Plan-It provides a reasonably accurate document for planning purposes however Staff has not completed reconciling the data, but will complete that work and reflect corrections, if any, in the final Proposed CIP.

Attachment F is a draft copy of the updated Fund “Source & Uses” detail sheets for each of the funds utilized in the CIP. Attachment G is an updated listing of the current and proposed projects in the CIP. Attachment H is an updated listing of the current and proposed projects by Fund source.

NEXT STEPS:

Based on direction and feedback from this meeting, Staff will finalized the CIP Update and bring the item for Adoption at the June 18, 2024 Meeting. As required, prior to Adoption, the Planning Commission reviews new projects in the CIP update to determine conformance with the General Plan; this is scheduled for their June 11, 2024 meeting.

FISCAL IMPACT:

The available resources in all funds are projected to be balanced with expenditures and the intent is that no funds will show a projected negative balance at the end of each of the five forward fiscal years.

ATTACHMENTS:

A. Plan-It Project Detail for 5023
B. Plan-It Project Detail for 5024
C. Plan-It Project Detail for 5025
D. Plan-It Project Detail for 5026
E. Plan-It Project Detail for 5027
F. SOURCES AND USES OF FUNDS - by Fund
G. Projects by Category - Summary
H. Plan-It Report - Projects by Source (Fund)
Respectfully Submitted by:

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

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dfaft
Capital Improvement Plan
City of Orinda, California Contact Parks & Recreation (925)254- '23/'24 '28/'29 thru
Department PARKS & RECREATION
Description
This project would replace the existing theater lighting in the Library auditorium with more effective, efficient LED fixtures to benefit the many presentations and performances held on the auditorium stage. The project would also include additional fixtures to improve lighting for City Council and Planning Commission meetings.

Project # 5023
Justification
Upgrade inefficient lighting
Budget Impact/Other
Useful Life 20
Project Name Library Auditorium Theater Lighting Upgrade Category CITY BUILDINGS & FACILIT Type IMPROVEMENTS
Total Project Cost: $60,000
Expenditures '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 7127 Construction Costs 60,000 60,000
Total 60,000 60,000
Funding Sources '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 603 Building Maintenance 60,000 60,000
(ISF)
Total 60,000 60,000
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Project Detail for 5023 (3361 : CIP review draft update) dfaft
Capital Improvement Plan
City of Orinda, California Contact Parks & Recreation (925)254- '23/'24 '28/'29 thru
Department PARKS & RECREATION
Description
Dedicated Off-leash Dog Area consisting of between ½-1 acre of space; perimeter fencing, double-gated entry, maintenance access, natural surface, water fountain, seating, poop bag dispenser, trash receptacles Parking and restrooms in immediate vicinity of possible site.

Awaiting conceptual design and cost estimates from architectural firm. After review, budget and expenditure plan to be updated and proposed for approval.

CEQA and accessibility are concerns.

Project # 5024
Justification
High public demand for these facilities
Budget Impact/Other
Useful Life 30
Project Name Dog Park Category PARK IMPROVEMENTS
Type IMPROVEMENTS
Total Project Cost: $50,000
Expenditures '28/'29 '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total 7180 Planning / Environmental 50,000 50,000
Total 50,000 50,000
Funding Sources '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 700 Capital Improvement 50,000 50,000
(General)
Total 50,000 50,000
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Project Detail for 5024 (3361 : CIP review draft update) dfaft
Capital Improvement Plan
City of Orinda, California Contact Parks & Recreation (925)254- '23/'24 '28/'29 thru
Department PARKS & RECREATION
Description
Consisting of between 7,500-10,000 sq. ft. of space; 4-6 dedicated courts, perimeter fencing w/windscreens, gated entry(s), maintenance access, water fountain, shaded seating, waiting area, trash receptacle; Parking and restrooms in immediate vicinity of possible site.

Awaiting conceptual design and cost estimates from architectural firm. After review, budget and expenditure plan to be updated and proposed for approval.

CEQA and accessibility are concerns.

Project # 5025
Justification
High public demand for these facilities
Budget Impact/Other
Useful Life 30
Project Name Pickleball Courts Category PARK IMPROVEMENTS Type IMPROVEMENTS
Total Project Cost: $110,000
Expenditures '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 7180 Planning / Environmental 50,000 50,000
7125 Design Contracts 30,000 30,000 60,000
Total 80,000 30,000 110,000
Funding Sources '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 700 Capital Improvement 80,000 30,000 110,000
(General)
Total 80,000 30,000 110,000
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Project Detail for 5025 (3361 : CIP review draft update) dfaft
Capital Improvement Plan
City of Orinda, California Contact Parks & Recreation (925)254- '23/'24 '28/'29 thru
Department PARKS & RECREATION
Description
The existing control system and components for the evaporative cooler and furnace are aged and not functioning properly. In addition, the current system is proprietary, making upgrades difficult and costly.

Project # 5026
Justification
HVAC system is increasingly expensive to maintain, and does not perform Budget Impact/Other
Useful Life 20
Project Name City Hall HVAC Upgrade Category CITY BUILDINGS & FACILIT Type RENOVATION
Total Project Cost: $300,000
Expenditures '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 7125 Design Contracts 30,000 30,000
7127 Construction Costs 270,000 270,000
Total 30,000 270,000 300,000
Funding Sources '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 603 Building Maintenance 30,000 30,000
(ISF)
700 Capital Improvement 270,000 270,000
(General)
Total 30,000 270,000 300,000
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Project Detail for 5026 (3361 : CIP review draft update) dfaft
Capital Improvement Plan
City of Orinda, California Contact Public Works (925) 253-4231 '23/'24 '28/'29 thru
Department PUBLIC WORKS
Description
The project will provide a separated pedestrian pathway on the west side of Glorietta Boulevard from Overhill Road to Orinda North City Limits with an at-grade walkway separated from the vehicle lane and Class III Bikeway by a six inch high asphalt dike/concrete curb.

Project # 5027
Justification
TSAC and local residents suppor this project. Phase 1 (adjacent to Glorietta Elementary School) is well used and effective.

Budget Impact/Other
Useful Life 20
Project Name Glorietta Pedestrian Pathway Phase 2 Category TRANSPORTATION / DRAIN Type BIKEWAYS / WALKWAYS
Total Project Cost: $330,000
Expenditures '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 7125 Design Contracts 30,000 40,000 70,000
7127 Construction Costs 230,000 230,000
7126 Construction 30,000 30,000
Management
Total 30,000 300,000 330,000
Funding Sources '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 '28/'29 Total 263 Transportation 30,000 60,000 90,000
Development Act (TDA)
335 Road Maint Fee (Solid 240,000 240,000
Waste Provider)
Total 30,000 300,000 330,000
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Project Detail for 5027 (3361 : CIP review draft update) draft
Capital Improvement Plan
City of Orinda, California

SOURCES AND USES OF FUNDS
'23/'24 '27/'28 thru
105 Orinda Add-On Sales Tax (L)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 925,107 0 0 0 0
Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Storm Drain Moraga Wy & Coral 4167 (149,000) 0 0 0 0
2023 Annual Paving Project 4171 (680,000) 0 0 0 0
San Pablo Creek Culvert Repair 4187 (96,107) 0 0 0 0
Total (925,107) 0 0 0 0
Total Expenditures and Uses (925,107) 0 0 0 0
Ending Balance 0 00 0 0
Change in Fund Balance (925,107) 0 0 0 0
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
106 Add-On Sales Tax Measure R
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 4,643,293 5,658,242 4,766,724 4,002,435 6,306,968 Revenues and Other Fund Sources
Revenue
4105 - Sales Tax Add-On 3,700,000 3,700,000 3,700,000 3,700,000 3,700,000 4110 - Interest 36,000 36,000 25,000 25,000 25,000
Total 3,736,000 3,736,000 3,725,000 3,725,000 3,725,000 Total Funds Available 8,379,293 9,394,242 8,491,724 7,727,435 10,031,968 Total Revenues and Other Fund Sources 3,736,000 3,736,000 3,725,000 3,725,000 3,725,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Canon SD Repairs PL-1765, -1766 &-1775 3103 0 (300,000) (1,300,000) 0 0 Ranch SD Repairs PL-1074; PL-1089, PL-1809 3104 0 (200,000) (900,000) 0 0 Brookside SD Repair PL-751, PL-867 3105 0 (200,000) (900,000) 0 0 2022 Annual Pavement Project 4166 (6,400) 0 0 0 0
2023 Annual Paving Project 4171 (1,129,000) 0 0 0 0
Mitigation - Brookwood Rd. Mitigation Planting 4186 0 (98,500) 0 0 0 San Pablo Creek Culvert Repair 4187 (43,509) (2,460,000) 0 0 0 Red Flag Day No ParkingSigns Program (Phase 2) 4197 (165,000) (10,000) 0 0 0 2024 Annual Stormdrain Repair (Cat. B) 5008 (35,000) (315,000) 0 0 0 2025 Annual Stormdrain Repair (Cat. B) 5009 0 (35,000) (315,000) 0 0 2026 Annual Stormdrain Project (Cat. B) 5010 0 0 (35,000) (315,000) 0 2027 Annual Stormdrain Repair (Cat. B) 5011 0 0 0 (35,000) (315,000) Total (1,378,909) (3,618,500) (3,450,000) (350,000) (315,000) Other Uses
Operating Budget Expenses (1,342,142) (1,009,018) (1,039,289) (1,070,467) (1,102,581) Total (1,342,142) (1,009,018) (1,039,289) (1,070,467) (1,102,581) Total Expenditures and Uses (2,721,051) (4,627,518) (4,489,289) (1,420,467) (1,417,581) Ending Balance 5,658,242 4,766,724 4,002,435 6,306,968 8,614,387 Change in Fund Balance 1,014,949 (891,518) (764,289) 2,304,533 2,307,419 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
200 Gas Tax
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 1,154,199 1,421,699 1,725,999 1,593,699 1,596,699 Revenues and Other Fund Sources
Revenue
4110 Interest 3,000 3,000 3,000 3,000 3,000
4358 - Local Partnership Pgm (LPP) Funding Cycle 200,000 200,000 200,000 200,000 200,000 4707 - Rd Maint Rehab Acct (RMRA) 482,500 482,500 435,000 440,000 440,000 Gas Tax Sections 2103-2107 560,500 560,500 470,500 470,000 470,000 Local Partnership Pgm (LPP-CCTA) 1,000,000 1,000,000 0 0 0 Total 2,246,000 2,246,000 1,108,500 1,113,000 1,113,000 Total Funds Available 3,400,199 3,667,699 2,834,499 2,706,699 2,709,699 Total Revenues and Other Fund Sources 2,246,000 2,246,000 1,108,500 1,113,000 1,113,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Bear Creek Bridge Seismic Retrofit 0087 (93,000) 0 0 0 0 ADA Transition Plan Compliance (Roadway) 4074 (50,000) (50,000) (50,000) (50,000) (50,000) Traffic Calming Improvements Program 4107 (30,000) (30,000) (30,000) (30,000) (30,000) 2023 Annual Paving Project 4171 (1,610,000) 0 0 0 0
Camino Pablo Underground Utility District 4177 0 0 0 0 (10,000) 2024 Annual Pavement Rehabilitation 4178 0 (1,620,000) 0 0 0 2025 Annual Pavement Rehabilitation 4183 0 0 (725,000) 0 0 Road Safety Plan 4185 0 (24,000) 0 0 0
2026 Annual Pavement Rehabilitation 4190 0 0 0 (770,000) 0 2027 Annual Pavement Rehabilitation 4198 0 0 0 0 (1,220,000) Miner Rd. near Cam.Don M.Culvert Rep. storm 0 (25,000) (100,000) 0 0 dmg.
5013
Bobolink Rd. (near 46) road stabilization 5016 (31,000) (25,000) (84,000) 0 0 Total (1,814,000) (1,774,000) (989,000) (850,000) (1,310,000) Other Uses
Public Works Operating Budget (164,500) (167,700) (251,800) (260,000) (270,000) Total (164,500) (167,700) (251,800) (260,000) (270,000) Total Expenditures and Uses (1,978,500) (1,941,700) (1,240,800) (1,110,000) (1,580,000) Ending Balance 1,421,699 1,725,999 1,593,699 1,596,699 1,129,699 Change in Fund Balance 267,500 304,300 (132,300) 3,000 (467,000) 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 53
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
205 Transportation Impact Fees
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 947,583 774,082 648,582 583,082 617,582 Revenues and Other Fund Sources
Revenue
4110 - Interest 12,000 12,000 12,000 12,000 12,000
4359 - Local Grant LFFA Regional $ 400,000 0 0 0 0
4701 - Transp Impact Fee 40,000 40,000 40,000 40,000 40,000 Total 452,000 52,000 52,000 52,000 52,000
Total Funds Available 1,399,583 826,082 700,582 635,082 669,582 Total Revenues and Other Fund Sources 452,000 52,000 52,000 52,000 52,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Miner Road Bridge Seismic Retrofit 0044 (100,000) 0 0 0 0 Bear Creek Bridge Seismic Retrofit 0087 (3,000) 0 0 0 0 Traffic Signal Operation Improvements 3608 (403,001) (100,000) 0 0 0 Camino Pablo Pathway Rehabilitation 4076 (25,000) (10,000) 0 0 0 Annual Bicycle, Trails, and Walkways Program 4109 (17,500) (17,500) (17,500) (17,500) (17,500) RRFB Crosswalk, Moraga Way at Valley View 4188 (77,000) 0 0 0 0 2027 Annual Pavement Rehabilitation 4198 0 0 0 0 (400,000) Moraga Way Pathway - Phase 3 4199 0 (50,000) (100,000) 0 0 Total (625,501) (177,500) (117,500) (17,500) (417,500)
Total Expenditures and Uses (625,501) (177,500) (117,500) (17,500) (417,500) Ending Balance 774,082 648,582 583,082 617,582 252,082
Change in Fund Balance (173,501) (125,500) (65,500) 34,500 (365,500) 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 54
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
210 Drainage Impact Fees
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 1,306,000 1,121,000 1,033,000 1,058,000 1,058,000 Revenues and Other Fund Sources
Revenue
4110- Interest 17,000 16,000 15,000 15,000 15,000
4702 - Drainage Impact Fee 145,000 145,000 145,000 145,000 140,000 Total 162,000 161,000 160,000 160,000 155,000
Total Funds Available 1,468,000 1,282,000 1,193,000 1,218,000 1,213,000 Total Revenues and Other Fund Sources 162,000 161,000 160,000 160,000 155,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Orchard SD Repair PL-409 & PL-513 3101 (10,000) (20,000) 0 0 0 Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 (10,000) (20,000) 0 0 0 Storm Drain Liner Ivy Dr (48in) 4094 0 (84,000) 0 0 0
Annual Drainage Facilities Improvement Program 4111 (90,000) (125,000) (135,000) (160,000) (160,000) Storm Drain Moraga Wy & Coral 4167 (237,000) 0 0 0 0
Total (347,000) (249,000) (135,000) (160,000) (160,000) Total Expenditures and Uses (347,000) (249,000) (135,000) (160,000) (160,000) Ending Balance 1,121,000 1,033,000 1,058,000 1,058,000 1,053,000 Change in Fund Balance (185,000) (88,000) 25,000 0 (5,000) 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 55
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
240 Park Dedication Fees
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 1,019,571 993,571 695,571 719,271 816,271 Revenues and Other Fund Sources
Revenue
4110 - Interest 12,000 12,000 12,000 12,000 12,000
4703 - Park Dedication Fees 100,000 100,000 100,000 100,000 100,000 Total 112,000 112,000 112,000 112,000 112,000
Total Funds Available 1,131,571 1,105,571 807,571 831,271 928,271 Total Revenues and Other Fund Sources 112,000 112,000 112,000 112,000 112,000 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Center Window Replacement 4016 0 (100,000) 0 0 0 Community & Recreation Centers Exterior Painting 4083 0 (20,000) 0 0 0 Community Ctr. & Parks Access. Improvements 4086 (17,000) (20,000) (15,000) (15,000) (15,000) Mini Park (Crossroads Park) 4103 0 (60,000) 0 0 0
Community Park Renovation Plan & Improvements 4112 (106,000) (200,000) 0 0 0 Lighting retrofit (LED) – Wilder fields #1 & #2 4195 0 0 (73,300) 0 0 Orinda Oaks Park Restroom Replacement 5020 0 (10,000) 0 0 0 Total (123,000) (410,000) (88,300) (15,000) (15,000)
Other Uses
Operation Expense (15,000) 0 0 0 0
Total (15,000) 0 0 0 0
Total Expenditures and Uses (138,000) (410,000) (88,300) (15,000) (15,000) Ending Balance 993,571 695,571 719,271 816,271 913,271
Change in Fund Balance (26,000) (298,000) 23,700 97,000 97,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 56
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
255 Grants: Federal
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 0 00 0 0
Revenues and Other Fund Sources
Revenue
4357-Fed Grant Hwy Bridge (#0044) 470,000 0 0 0 0
4357-Fed Grant Hwy Bridge (#0087) 603,000 0 0 0 0
4357-Fed Grant SRTS 0 0 0 1,420,000 0
4357-Fed Grant Traffic Signals (#3608) 0 1,964,851 0 0 0 Total 1,073,000 1,964,851 0 1,420,000 0
Total Funds Available 1,073,000 1,964,851 0 1,420,000 0 Total Revenues and Other Fund Sources 1,073,000 1,964,851 0 1,420,000 0 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Miner Road Bridge Seismic Retrofit 0044 (470,000) 0 0 0 0 Bear Creek Bridge Seismic Retrofit 0087 (603,000) 0 0 0 0 Camino Pablo Path-Orinda Way to Monte Vista 3066 0 0 0 (1,420,000) 0 Traffic Signal Operation Improvements 3608 0 (1,964,851) 0 0 0 Total (1,073,000) (1,964,851) 0 (1,420,000) 0
Total Expenditures and Uses (1,073,000) (1,964,851) 0 (1,420,000) 0 Ending Balance 0 00 0 0
Change in Fund Balance 0 00 0 0
2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 57
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
Capital Improvement Plan
City of Orinda, California

SOURCES AND USES OF FUNDS
'23/'24 '27/'28 thru
260 Grants: State
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 0 00 0 0
Revenues and Other Fund Sources
Revenue
4225-State Transportation Grant Prop 1B (#0044) 62,000 0 0 0 0 4225-State Transportation Grant Prop 1B (#0087) 91,000 0 0 0 0 4358- Glorietta SRTS (#4191) 0 65,000 275,000 0 0
4358-State Grant Traffic Signals (#3608) 0 17,029 0 0 0 4358-State Parks Grant Prop 68 (#4112) 0 177,000 0 0 0
Total 153,000 259,029 275,000 0 0
Total Funds Available 153,000 259,029 275,000 0 0
Total Revenues and Other Fund Sources 153,000 259,029 275,000 0 0 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Park Renovation Plan & Improvements 4112 0 (177,000) 0 0 0 Total 0 (177,000) 0 0 0

PUBLIC WORKS
Miner Road Bridge Seismic Retrofit 0044 (62,000) 0 0 0 0 Bear Creek Bridge Seismic Retrofit 0087 (91,000) 0 0 0 0 Traffic Signal Operation Improvements 3608 0 (17,029) 0 0 0 Glorietta SRTS Raised Crosswalks at Martha 4191 0 (65,000) (275,000) 0 0 Total (153,000) (82,029) (275,000) 0 0
Total Expenditures and Uses (153,000) (259,029) (275,000) 0 0 Ending Balance 0 00 0 0
Change in Fund Balance 0 00 0 0
2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 58
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
262 Other Grants
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 0 00 0 0
Revenues and Other Fund Sources
Revenue
4190 - Bear Creek Bridge Seismic Retrofit (#0087) 137,000 0 0 0 0 4420-Donations (Orinda Cmmty Foundation) 0 50,000 0 0 0 (#4103)
4420-Donations (Orinda Garden Club) (#5019) 0 0 80,000 0 0 4420-Donations (Pk Rec Fdn ) (#4112) 0 200,000 0 0 0
Rule 20A Undergrounding (#4177) 0 0 0 0 40,000
Total 137,000 250,000 80,000 0 40,000
Total Funds Available 137,000 250,000 80,000 0 40,000
Total Revenues and Other Fund Sources 137,000 250,000 80,000 0 40,000 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Mini Park (Crossroads Park) 4103 0 (50,000) 0 0 0
Community Park Renovation Plan & Improvements 4112 0 (200,000) 0 0 0 Camino Pablo median landscape upgrade 5019 0 0 (80,000) 0 0 Total 0 (250,000) (80,000) 0 0

PUBLIC WORKS
Bear Creek Bridge Seismic Retrofit 0087 (137,000) 0 0 0 0 Camino Pablo Underground Utility District 4177 0 0 0 0 (40,000) Total (137,000) 0 0 0 (40,000)
Total Expenditures and Uses (137,000) (250,000) (80,000) 0 (40,000) Ending Balance 0 00 0 0
Change in Fund Balance 0 00 0 0
2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 59
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
263 Transportation Development Act (TDA)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 0 00 0 0
Revenues and Other Fund Sources
Revenue
4359-Grants Local TDA (#4199) 0 0 150,000 0 0
4359-Grants Local TDA(#4076) 0 120,000 0 0 0
4359-Grants Local TDA(#4188) 80,000 0 0 0 0
4359-Grants Local TDA(#5027) 0 30,000 60,000 0 0
Total 80,000 150,000 210,000 0 0
Total Funds Available 80,000 150,000 210,000 0 0
Total Revenues and Other Fund Sources 80,000 150,000 210,000 0 0 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Camino Pablo Pathway Rehabilitation 4076 0 (120,000) 0 0 0 RRFB Crosswalk, Moraga Way at Valley View 4188 (80,000) 0 0 0 0 Moraga Way Pathway - Phase 3 4199 0 0 (150,000) 0 0
Glorietta Pedestrian Pathway Phase 2 5027 0 (30,000) (60,000) 0 0 Total (80,000) (150,000) (210,000) 0 0
Total Expenditures and Uses (80,000) (150,000) (210,000) 0 0 Ending Balance 0 00 0 0
Change in Fund Balance 0 00 0 0
2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 60
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
330 CCTA Return To Source (Local Share)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 801,564 1,001,064 608,564 608,564 358,564 Revenues and Other Fund Sources
Revenue
4110 - Interest 8,500 7,500 0 0 1,000
4310- CCTA 500,000 0 0 0 550,000
Total 508,500 7,500 0 0 551,000
Total Funds Available 1,310,064 1,008,564 608,564 608,564 909,564 Total Revenues and Other Fund Sources 508,500 7,500 0 0 551,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
2022 Annual Pavement Project 4166 (36,000) 0 0 0 0
2023 Annual Paving Project 4171 (273,000) 0 0 0 0
2024 Annual Pavement Rehabilitation 4178 0 (400,000) 0 0 0 2025 Annual Pavement Rehabilitation 4183 0 00 0 0
2026 Annual Pavement Rehabilitation 4190 0 0 0 (250,000) 0 2027 Annual Pavement Rehabilitation 4198 0 0 0 0 (400,000) Total (309,000) (400,000) 0 (250,000) (400,000)
Total Expenditures and Uses (309,000) (400,000) 0 (250,000) (400,000) Ending Balance 1,001,064 608,564 608,564 358,564 509,564 Change in Fund Balance 199,500 (392,500) 0 (250,000) 151,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 61
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
332 CCTA Supplemental (28C)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 133,804 137,304 140,304 143,304 146,304 Revenues and Other Fund Sources
Revenue
4110 - Interest 2,000 1,500 1,500 1,500 1,500
4310-CCTA 30,000 30,000 30,000 30,000 30,000
Total 32,000 31,500 31,500 31,500 31,500
Total Funds Available 165,804 168,804 171,804 174,804 177,804 Total Revenues and Other Fund Sources 32,000 31,500 31,500 31,500 31,500 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Annual Bicycle, Trails, and Walkways Program 4109 (22,500) (22,500) (22,500) (22,500) (22,500) Total (22,500) (22,500) (22,500) (22,500) (22,500)
Other Uses
Regional Administration Fee (6,000) (6,000) (6,000) (6,000) (6,000) Total (6,000) (6,000) (6,000) (6,000) (6,000)
Total Expenditures and Uses (28,500) (28,500) (28,500) (28,500) (28,500) Ending Balance 137,304 140,304 143,304 146,304 149,304
Change in Fund Balance 3,500 3,000 3,000 3,000 3,000
2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 62
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
335 Road Maint Fee (Solid Waste Provider)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 1,443,248 2,379,798 1,733,748 673,748 148,748 Revenues and Other Fund Sources
Revenue
4110 - Interest 15,000 14,000 5,000 5,000 5,000
4233 Road Maint Fee (Garbage) 1,200,000 1,200,000 700,000 700,000 700,000 Total 1,215,000 1,214,000 705,000 705,000 705,000
Total Funds Available 2,658,248 3,593,798 2,438,748 1,378,748 853,748 Total Revenues and Other Fund Sources 1,215,000 1,214,000 705,000 705,000 705,000 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Storm Drain Moraga Wy & Coral 4167 0 00 0 0
2023 Annual Paving Project 4171 (40,400) (917,600) 0 0 0 2024 Annual Pavement Rehabilitation 4178 (550) (664,450) 0 0 0 2025 Annual Pavement Rehabilitation 4183 0 (225,000) (1,300,000) 0 0 2026 Annual Pavement Rehabilitation 4190 0 0 (225,000) (1,005,000) 0 2027 Annual Pavement Rehabilitation 4198 0 0 0 (225,000) (605,000) Glorietta SD Pipe Repair (2023 storm damage) 5012 (92,000) (53,000) 0 0 0 Upper El Toyonal road stabilization (storm damage) 5014 (68,500) 0 0 0 0 57 Tarry Ln. Embankment Repair 5017 (77,000) 0 0 0 0
Glorietta Pedestrian Pathway Phase 2 5027 0 0 (240,000) 0 0 Total (278,450) (1,860,050) (1,765,000) (1,230,000) (605,000) Total Expenditures and Uses (278,450) (1,860,050) (1,765,000) (1,230,000) (605,000) Ending Balance 2,379,798 1,733,748 673,748 148,748 248,748 Change in Fund Balance 936,550 (646,050) (1,060,000) (525,000) 100,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 63
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
341 Field Maintenance Surcharge
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 285,571 279,571 312,571 118,871 151,871 Revenues and Other Fund Sources
Revenue
4110 - Interest 4,000 3,000 3,000 3,000 3,000
4408 Sports Facility Surcharge 30,000 30,000 30,000 30,000 30,000 Total 34,000 33,000 33,000 33,000 33,000
Total Funds Available 319,571 312,571 345,571 151,871 184,871 Total Revenues and Other Fund Sources 34,000 33,000 33,000 33,000 33,000 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Lighting retrofit (LED) – Wilder fields #1 & #2 4195 0 0 (226,700) 0 0 Total 0 0 (226,700) 0 0
Other Uses
Operation Expense (40,000) 0 0 0 0
Total (40,000) 0 0 0 0
Total Expenditures and Uses (40,000) 0 (226,700) 0 0
Ending Balance 279,571 312,571 118,871 151,871 184,871
Change in Fund Balance (6,000) 33,000 (193,700) 33,000 33,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 64
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
350 Facility Improvement Surcharge
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 142,289 134,089 145,589 187,089 228,589 Revenues and Other Fund Sources
Revenue
4110 - Interest 1,800 1,500 1,500 1,500 1,500
4408 Facility Improvement Surcharge 40,000 40,000 40,000 40,000 40,000 Total 41,800 41,500 41,500 41,500 41,500
Total Funds Available 184,089 175,589 187,089 228,589 270,089 Total Revenues and Other Fund Sources 41,800 41,500 41,500 41,500 41,500 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Art & Garden Ctr Audio Visual 4181 (20,000) 0 0 0 0
Total (20,000) 0 0 0 0
Other Uses
Operating Expense (30,000) (30,000) 0 0 0
Total (30,000) (30,000) 0 0 0
Total Expenditures and Uses (50,000) (30,000) 0 0 0
Ending Balance 134,089 145,589 187,089 228,589 270,089
Change in Fund Balance (8,200) 11,500 41,500 41,500 41,500 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 65
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
514 Stormwater Utility Assessment
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 180,814 202,014 215,214 196,214 167,414 Revenues and Other Fund Sources
Revenue
4110 - Interest 1,200 1,200 1,200 1,200 1,200
4712 NPDES - Storm Utility Assessment 300,000 300,000 300,000 300,000 300,000 Total 301,200 301,200 301,200 301,200 301,200
Total Funds Available 482,014 503,214 516,414 497,414 468,614 Total Revenues and Other Fund Sources 301,200 301,200 301,200 301,200 301,200 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Green Infrastructure Program for Pavement (30,000) (30,000) (30,000) (30,000) (30,000) Projects
4146
Total (30,000) (30,000) (30,000) (30,000) (30,000)
Other Uses
Public Works Dept Operating Costs (250,000) (258,000) (290,200) (300,000) (310,000) Total (250,000) (258,000) (290,200) (300,000) (310,000) Total Expenditures and Uses (280,000) (288,000) (320,200) (330,000) (340,000) Ending Balance 202,014 215,214 196,214 167,414 128,614
Change in Fund Balance 21,200 13,200 (19,000) (28,800) (38,800) 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 66
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
520 Library Parcel Tax
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 489,967 343,778 117,273 142,664 158,482 Revenues and Other Fund Sources
Revenue
4100 - Parcel Taxes 500,000 500,000 500,000 500,000 500,000 4110 - Interest 4,000 4,000 4,000 4,000 4,000
Total 504,000 504,000 504,000 504,000 504,000
Total Funds Available 993,967 847,778 621,273 646,664 662,482 Total Revenues and Other Fund Sources 504,000 504,000 504,000 504,000 504,000 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Library Boiler Replacement 4161 (106,250) 0 0 0 0
Library Roof Replacement 4173 0 (72,250) 0 0 0
Library HVAC Modernization 4174 0 (161,500) 0 0 0
Library Exterior Painting 4175 0 (27,500) 0 0 0
Library Exterior Accent Tile Replacement 4179 (85,000) 0 0 0 0 Total (191,250) (261,250) 0 0 0
Other Uses
Library Op Cost Without Capital (458,939) (469,255) (478,609) (488,182) (497,945) Total (458,939) (469,255) (478,609) (488,182) (497,945) Total Expenditures and Uses (650,189) (730,505) (478,609) (488,182) (497,945) Ending Balance 343,778 117,273 142,664 158,482 164,537
Change in Fund Balance (146,189) (226,505) 25,391 15,818 6,055 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 67
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
603 Building Maintenance (ISF)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 1,018,488 790,338 314,988 257,988 200,988 Revenues and Other Fund Sources
Revenue
4110 - Interest 13,000 13,000 13,000 13,000 13,000
4899 - Charges for Indirect Costs 130,000 141,000 130,000 130,000 130,000 Total 143,000 154,000 143,000 143,000 143,000
Total Funds Available 1,161,488 944,338 457,988 400,988 343,988 Total Revenues and Other Fund Sources 143,000 154,000 143,000 143,000 143,000 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Center Window Replacement 4016 0 (175,000) 0 0 0 Community & Recreation Centers Exterior Painting 4083 (55,000) 0 0 0 0 Install Mini Split HVAC System at Orinda Library 4160 (30,000) 0 0 0 0 Library Boiler Replacement 4161 (18,750) 0 0 0 0
Library Roof Replacement 4173 0 (12,750) 0 0 0
Library HVAC Modernization 4174 0 (28,500) 0 0 0
Library Exterior Painting 4175 0 (122,500) 0 0 0
Library Exterior Accent Tile Replacement 4179 (15,000) 0 0 0 0 Library Auditorium Theater Lighting Upgrade 5023 0 (60,000) 0 0 0 City Hall HVAC Upgrade 5026 0 (30,000) 0 0 0
Total (118,750) (428,750) 0 0 0
Other Uses
Annual Operating Expenditures (Repairs / Equip) (252,400) (200,600) (200,000) (200,000) (200,000) Total (252,400) (200,600) (200,000) (200,000) (200,000) Total Expenditures and Uses (371,150) (629,350) (200,000) (200,000) (200,000) Ending Balance 790,338 314,988 257,988 200,988 143,988
Change in Fund Balance (228,150) (475,350) (57,000) (57,000) (57,000) 2022/23-2027/28 CIP Wednesday, May 15, 2024
H.2.f
Packet Pg. 68
Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
700 Capital Improvement (General)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 894,625 5,386,349 3,059,349 2,609,349 2,409,349 Revenues and Other Fund Sources
Revenue
4190 - transfer from fund 256 4,260,888 0 0 0 0
Allocate from GF 6-20-23 CC 700,000 0 0 0 0
Project Reimbursement 75,000 75,000 0 0 0
Total 5,035,888 75,000 0 0 0
Total Funds Available 5,930,513 5,461,349 3,059,349 2,609,349 2,409,349 Total Revenues and Other Fund Sources 5,035,888 75,000 0 0 0 Expenditures and Uses
Capital Projects & Equipment

PARKS & RECREATION
Community Center HVAC 4050 0 (65,000) 0 0 0
Community & Recreation Centers Exterior Painting 4083 0 (160,000) 0 0 0 Community Center Roof Replacement 4141 (16,164) 0 0 0 0 Solar Back-Up Community Center 4164 (100,000) 0 0 0 0
City Hall Exterior Painting 4182 0 (150,000) 0 0 0
Library elevator modernization 4192 0 (100,000) 0 0 0
City Hall Perimeter Drainage Improvements 5018 (17,000) 0 0 0 0 Camino Pablo median landscape upgrade 5019 0 (30,000) (10,000) 0 0 Orinda Oaks Park Restroom Replacement 5020 0 0 (140,000) 0 0 Dog Park 5024 0 (50,000) 0 0 0
Pickleball Courts 5025 0 (80,000) (30,000) 0 0
City Hall HVAC Upgrade 5026 0 0 (270,000) 0 0
Total (133,164) (635,000) (450,000) 0 0

PUBLIC WORKS
Miner Road Bridge Seismic Retrofit 0044 (138,000) 0 0 0 0 Bear Creek Bridge Seismic Retrofit 0087 (100,000) 0 0 0 0 Camino Pablo Path-Orinda Way to Monte Vista 3066 0 0 0 (200,000) 0 Glorietta-Rheem SD Repair PL-492 3100 (170,000) 0 0 0 0 Orchard SD Repair PL-409 & PL-513 3101 0 (335,000) 0 0 0 Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 0 (335,000) 0 0 0 Storm Drain Liner Ivy Dr (48in) 4094 0 (46,000) 0 0 0
City Hall Slide Stabilization 4108 (3,000) 0 0 0 0
Drainage Impvt 25 La Cuesta 4170 0 (40,000) 0 0 0
2024 Annual Pavement Rehabilitation 4178 0 (690,000) 0 0 0 2023 Annual Stormdrain Repair (Cat. B) 5007 0 (305,000) 0 0 0 Camino Sobrante (Nr 56) Retaining Wall 0 (16,000) 0 0 0 Replacement
5021
Total (411,000) (1,767,000) 0 (200,000) 0
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
700 Capital Improvement (General)
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Total Expenditures and Uses (544,164) (2,402,000) (450,000) (200,000) 0 Ending Balance 5,386,349 3,059,349 2,609,349 2,409,349 2,409,349 Change in Fund Balance 4,491,724 (2,327,000) (450,000) (200,000) 0 704 Road / Drainage Stabilization
Source '23/'24 '24/'25 '25/'26 '26/'27 '27/'28
Beginning Balance 679,829 1,349,529 1,093,529 1,093,529 1,093,529 Revenues and Other Fund Sources
Revenue
4110 - Interest 9,000 9,000 0 0 0
Allocate from GF 6-20-23 CC 750,000 0 0 0 0
Total 759,000 9,000 0 0 0
Total Funds Available 1,438,829 1,358,529 1,093,529 1,093,529 1,093,529 Total Revenues and Other Fund Sources 759,000 9,000 0 0 0 Expenditures and Uses
Capital Projects & Equipment

PUBLIC WORKS
Canon Dr. Embankment repair 3548 (55,000) 0 0 0 0
Camino Sobrante at Golf Course Slide Stabilization 4152 (6,800) 0 0 0 0 Upper El Toyonal road stabilization (storm damage) 5014 (2,500) 0 0 0 0 North Ln. Pipe 48" Lining (storm damage) 5015 (25,000) (100,000) 0 0 0 Camino Sobrante (Nr 56) Retaining Wall 0 (165,000) 0 0 0 Replacement
5021
Total (89,300) (265,000) 0 0 0
Total Expenditures and Uses (89,300) (265,000) 0 0 0
Ending Balance 1,349,529 1,093,529 1,093,529 1,093,529 1,093,529 Change in Fund Balance 669,700 (256,000) 0 0 0
2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: SOURCES AND USES OF FUNDS - by Fund (3361 : CIP review draft update) draft
Capital Improvement Plan
City of Orinda, California

PROJECTS BY CATEGORY
'23/'24 '27/'28 thru
Category Project # '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total

CITY BUILDINGS & FACILITIES
Community Center Window Replacement 4016 275,000 275,000 Community Center HVAC 4050 65,000 65,000
Community & Recreation Centers Exterior Painting 4083 55,000 180,000 235,000 Community Ctr. & Parks Access. Improvements 4086 17,000 20,000 15,000 15,000 15,000 82,000 City Hall Slide Stabilization 4108 3,000 3,000
Community Center Roof Replacement 4141 16,164 16,164
Install Mini Split HVAC System at Orinda Library 4160 30,000 30,000 Library Boiler Replacement 4161 125,000 125,000
Solar Back-Up Community Center 4164 100,000 100,000
Library Roof Replacement 4173 85,000 85,000
Library HVAC Modernization 4174 190,000 190,000
Library Exterior Painting 4175 150,000 150,000
Library Exterior Accent Tile Replacement 4179 100,000 100,000 Art & Garden Ctr Audio Visual 4181 20,000 20,000
City Hall Exterior Painting 4182 150,000 150,000
Library elevator modernization 4192 100,000 100,000
City Hall Perimeter Drainage Improvements 5018 17,000 17,000 Library Auditorium Theater Lighting Upgrade 5023 60,000 60,000 City Hall HVAC Upgrade 5026 30,000 270,000 300,000
CITY BUILDINGS & FACILITIES Total 483,164 1,305,000 285,000 15,000 15,000 2,103,164

PARK IMPROVEMENTS
Mini Park (Crossroads Park) 4103 10,000 100,000 110,000 Community Park Renovation Plan & Improvements 4112 106,000 577,000 683,000 Lighting retrofit (LED) – Wilder fields #1 & #2 4195 300,000 300,000 Orinda Oaks Park Restroom Replacement 5020 150,000 150,000 Dog Park 5024 50,000 50,000
Pickleball Courts 5025 80,000 30,000 110,000
PARK IMPROVEMENTS Total 116,000 957,000 330,000 1,403,000

TRANSPORTATION / DRAINAGE
Miner Road Bridge Seismic Retrofit 0044 770,000 770,000 Bear Creek Bridge Seismic Retrofit 0087 1,026,400 1,026,400 Camino Pablo Path-Orinda Way to Monte Vista 3066 1,620,000 1,620,000 Glorietta-Rheem SD Repair PL-492 3100 170,000 170,000
Orchard SD Repair PL-409 & PL-513 3101 10,000 355,000 365,000 Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 10,000 355,000 365,000 Canon SD Repairs PL-1765, -1766 &-1775 3103 300,000 1,300,000 1,600,000 Ranch SD Repairs PL-1074; PL-1089, PL-1809 3104 200,000 900,000 1,100,000 Brookside SD Repair PL-751, PL-867 3105 200,000 900,000 1,100,000 Canon Dr. Embankment repair 3548 55,000 55,000
Traffic Signal Operation Improvements 3608 403,001 2,081,880 2,484,881 ADA Transition Plan Compliance (Roadway) 4074 50,000 50,000 50,000 50,000 50,000 250,000 Camino Pablo Pathway Rehabilitation 4076 25,000 130,000 155,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Projects by Category - Summary (3361 : CIP review draft update) draft
Category Project # '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total Storm Drain Liner Ivy Dr (48in) 4094 130,000 130,000
Traffic Calming Improvements Program 4107 30,000 30,000 30,000 30,000 30,000 150,000 Annual Bicycle, Trails, and Walkways Program 4109 40,000 40,000 40,000 40,000 40,000 200,000 Annual Drainage Facilities Improvement Program 4111 90,000 125,000 135,000 160,000 160,000 670,000 Green Infrastructure Program for Pavement Projects 4146 30,000 30,000 30,000 30,000 30,000 150,000 Camino Sobrante at Golf Course Slide Stabilization 4152 6,800 6,800 2022 Annual Pavement Project 4166 42,400 42,400
Storm Drain Moraga Wy & Coral 4167 386,000 386,000
Drainage Impvt 25 La Cuesta 4170 40,000 40,000
2023 Annual Paving Project 4171 4,650,000 4,650,000
Camino Pablo Underground Utility District 4177 0 50,000 50,000 2024 Annual Pavement Rehabilitation 4178 225,000 3,150,000 3,375,000 2025 Annual Pavement Rehabilitation 4183 225,000 2,025,000 2,250,000 Road Safety Plan 4185 24,000 24,000
Mitigation - Brookwood Rd. Mitigation Planting 4186 98,500 98,500 San Pablo Creek Culvert Repair 4187 140,000 2,460,000 2,600,000 RRFB Crosswalk, Moraga Way at Valley View 4188 157,000 157,000 2026 Annual Pavement Rehabilitation 4190 225,000 2,025,000 2,250,000 Glorietta SRTS Raised Crosswalks at Martha 4191 65,000 275,000 340,000 Red Flag Day No ParkingSigns Program (Phase 2) 4197 165,000 10,000 175,000 2027 Annual Pavement Rehabilitation 4198 225,000 2,625,000 2,850,000 Moraga Way Pathway - Phase 3 4199 50,000 250,000 300,000 2023 Annual Stormdrain Repair (Cat. B) 5007 0 305,000 305,000 2024 Annual Stormdrain Repair (Cat. B) 5008 35,000 315,000 350,000 2025 Annual Stormdrain Repair (Cat. B) 5009 35,000 315,000 350,000 2026 Annual Stormdrain Project (Cat. B) 5010 35,000 315,000 350,000 2027 Annual Stormdrain Repair (Cat. B) 5011 35,000 315,000 350,000 Glorietta SD Pipe Repair (2023 storm damage) 5012 92,000 53,000 145,000 Miner Rd. near Cam.Don M.Culvert Rep. storm dmg. 5013 25,000 100,000 125,000 Upper El Toyonal road stabilization (storm damage) 5014 71,000 71,000 North Ln. Pipe 48" Lining (storm damage) 5015 25,000 100,000 125,000 Bobolink Rd. (near 46) road stabilization 5016 31,000 25,000 84,000 140,000 57 Tarry Ln. Embankment Repair 5017 77,000 77,000
Camino Sobrante (Nr 56) Retaining Wall Replacement 5021 181,000 181,000 Glorietta Pedestrian Pathway Phase 2 5027 30,000 300,000 330,000 TRANSPORTATION / DRAINAGE Total 8,836,601 11,194,380 6,994,000 4,530,000 3,300,000 34,854,981 Unassigned
Camino Pablo median landscape upgrade 5019 30,000 90,000 120,000 Unassigned Total 30,000 90,000 120,000
GRAND TOTAL 9,435,765 13,486,380 7,699,000 4,545,000 3,315,000 38,481,145 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Projects by Category - Summary (3361 : CIP review draft update) draft
Capital Improvement Plan
City of Orinda, California

PROJECTS BY FUNDING SOURCE
'23/'24 '27/'28 thru
Source Project # '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total 105 Orinda Add-On Sales Tax (L)
Storm Drain Moraga Wy & Coral 4167 149,000 149,000
2023 Annual Paving Project 4171 680,000 680,000
San Pablo Creek Culvert Repair 4187 96,107 96,107
105 Orinda Add-On Sales Tax (L) Total 925,107 925,107
106 Add-On Sales Tax Measure R
Canon SD Repairs PL-1765, -1766 &-1775 3103 300,000 1,300,000 1,600,000 Ranch SD Repairs PL-1074; PL-1089, PL-1809 3104 200,000 900,000 1,100,000 Brookside SD Repair PL-751, PL-867 3105 200,000 900,000 1,100,000 2022 Annual Pavement Project 4166 6,400 6,400
2023 Annual Paving Project 4171 1,129,000 1,129,000
Mitigation - Brookwood Rd. Mitigation Planting 4186 98,500 98,500 San Pablo Creek Culvert Repair 4187 43,509 2,460,000 2,503,509 Red Flag Day No ParkingSigns Program (Phase 2) 4197 165,000 10,000 175,000 2024 Annual Stormdrain Repair (Cat. B) 5008 35,000 315,000 350,000 2025 Annual Stormdrain Repair (Cat. B) 5009 35,000 315,000 350,000 2026 Annual Stormdrain Project (Cat. B) 5010 35,000 315,000 350,000 2027 Annual Stormdrain Repair (Cat. B) 5011 35,000 315,000 350,000 106 Add-On Sales Tax Measure R Total 1,378,909 3,618,500 3,450,000 350,000 315,000 9,112,409 200 Gas Tax
Bear Creek Bridge Seismic Retrofit 0087 93,000 93,000
ADA Transition Plan Compliance (Roadway) 4074 50,000 50,000 50,000 50,000 50,000 250,000 Traffic Calming Improvements Program 4107 30,000 30,000 30,000 30,000 30,000 150,000 2023 Annual Paving Project 4171 1,610,000 1,610,000
Camino Pablo Underground Utility District 4177 10,000 10,000 2024 Annual Pavement Rehabilitation 4178 1,620,000 1,620,000 2025 Annual Pavement Rehabilitation 4183 725,000 725,000 Road Safety Plan 4185 24,000 24,000
2026 Annual Pavement Rehabilitation 4190 770,000 770,000 2027 Annual Pavement Rehabilitation 4198 1,220,000 1,220,000 Miner Rd. near Cam.Don M.Culvert Rep. storm dmg. 5013 25,000 100,000 125,000 Bobolink Rd. (near 46) road stabilization 5016 31,000 25,000 84,000 140,000 200 Gas Tax Total 1,814,000 1,774,000 989,000 850,000 1,310,000 6,737,000 205 Transportation Impact Fees
Miner Road Bridge Seismic Retrofit 0044 100,000 100,000 Bear Creek Bridge Seismic Retrofit 0087 3,000 3,000
Traffic Signal Operation Improvements 3608 403,001 100,000 503,001 Camino Pablo Pathway Rehabilitation 4076 25,000 10,000 35,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Report - Projects by Source (Fund) (3361 : CIP review draft update) draft
Source Project # '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total Annual Bicycle, Trails, and Walkways Program 4109 17,500 17,500 17,500 17,500 17,500 87,500 RRFB Crosswalk, Moraga Way at Valley View 4188 77,000 77,000 2027 Annual Pavement Rehabilitation 4198 400,000 400,000 Moraga Way Pathway - Phase 3 4199 50,000 100,000 150,000 205 Transportation Impact Fees Total 625,501 177,500 117,500 17,500 417,500 1,355,501 210 Drainage Impact Fees
Orchard SD Repair PL-409 & PL-513 3101 10,000 20,000 30,000 Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 10,000 20,000 30,000 Storm Drain Liner Ivy Dr (48in) 4094 84,000 84,000
Annual Drainage Facilities Improvement Program 4111 90,000 125,000 135,000 160,000 160,000 670,000 Storm Drain Moraga Wy & Coral 4167 237,000 237,000
210 Drainage Impact Fees Total 347,000 249,000 135,000 160,000 160,000 1,051,000 240 Park Dedication Fees
Community Center Window Replacement 4016 100,000 100,000 Community & Recreation Centers Exterior Painting 4083 20,000 20,000 Community Ctr. & Parks Access. Improvements 4086 17,000 20,000 15,000 15,000 15,000 82,000 Mini Park (Crossroads Park) 4103 60,000 60,000
Community Park Renovation Plan & Improvements 4112 106,000 200,000 306,000 Lighting retrofit (LED) – Wilder fields #1 & #2 4195 73,300 73,300 Orinda Oaks Park Restroom Replacement 5020 10,000 10,000 240 Park Dedication Fees Total 123,000 410,000 88,300 15,000 15,000 651,300 255 Grants: Federal
Miner Road Bridge Seismic Retrofit 0044 470,000 470,000 Bear Creek Bridge Seismic Retrofit 0087 603,000 603,000 Camino Pablo Path-Orinda Way to Monte Vista 3066 1,420,000 1,420,000 Traffic Signal Operation Improvements 3608 1,964,851 1,964,851 255 Grants: Federal Total 1,073,000 1,964,851 1,420,000 4,457,851 260 Grants: State
Miner Road Bridge Seismic Retrofit 0044 62,000 62,000
Bear Creek Bridge Seismic Retrofit 0087 91,000 91,000
Traffic Signal Operation Improvements 3608 17,029 17,029 Community Park Renovation Plan & Improvements 4112 177,000 177,000 Glorietta SRTS Raised Crosswalks at Martha 4191 65,000 275,000 340,000 260 Grants: State Total 153,000 259,029 275,000 687,029 262 Other Grants
Bear Creek Bridge Seismic Retrofit 0087 137,000 137,000 Mini Park (Crossroads Park) 4103 50,000 50,000
Community Park Renovation Plan & Improvements 4112 200,000 200,000 Camino Pablo Underground Utility District 4177 40,000 40,000 Camino Pablo median landscape upgrade 5019 80,000 80,000 262 Other Grants Total 137,000 250,000 80,000 40,000 507,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Report - Projects by Source (Fund) (3361 : CIP review draft update) draft
Source Project # '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total 263 Transportation Development Act (
Camino Pablo Pathway Rehabilitation 4076 120,000 120,000 RRFB Crosswalk, Moraga Way at Valley View 4188 80,000 80,000 Moraga Way Pathway - Phase 3 4199 150,000 150,000
Glorietta Pedestrian Pathway Phase 2 5027 30,000 60,000 90,000 263 Transportation Development Act 80,000 150,000 210,000 440,000 (TDA) Total
330 CCTA Return To Source (Local S
2022 Annual Pavement Project 4166 36,000 36,000
2023 Annual Paving Project 4171 273,000 273,000
2024 Annual Pavement Rehabilitation 4178 400,000 400,000 2025 Annual Pavement Rehabilitation 4183 0 0
2026 Annual Pavement Rehabilitation 4190 250,000 250,000 2027 Annual Pavement Rehabilitation 4198 400,000 400,000 330 CCTA Return To Source (Local 309,000 400,000 0 250,000 400,000 1,359,000 Share) Total
332 CCTA Supplemental (28C)
Annual Bicycle, Trails, and Walkways Program 4109 22,500 22,500 22,500 22,500 22,500 112,500 332 CCTA Supplemental (28C) Total 22,500 22,500 22,500 22,500 22,500 112,500 335 Road Maint Fee (Solid Waste Prov
Storm Drain Moraga Wy & Coral 4167 0 0
2023 Annual Paving Project 4171 40,400 917,600 958,000
2024 Annual Pavement Rehabilitation 4178 550 664,450 665,000 2025 Annual Pavement Rehabilitation 4183 225,000 1,300,000 1,525,000 2026 Annual Pavement Rehabilitation 4190 225,000 1,005,000 1,230,000 2027 Annual Pavement Rehabilitation 4198 225,000 605,000 830,000 Glorietta SD Pipe Repair (2023 storm damage) 5012 92,000 53,000 145,000 Upper El Toyonal road stabilization (storm damage) 5014 68,500 68,500 57 Tarry Ln. Embankment Repair 5017 77,000 77,000
Glorietta Pedestrian Pathway Phase 2 5027 240,000 240,000 335 Road Maint Fee (Solid Waste 278,450 1,860,050 1,765,000 1,230,000 605,000 5,738,500 Provider) Total
341 Field Maintenance Surcharge
Lighting retrofit (LED) – Wilder fields #1 & #2 4195 226,700 226,700 341 Field Maintenance Surcharge Total 226,700 226,700
350 Facility Improvement Surcharge
Art & Garden Ctr Audio Visual 4181 20,000 20,000
350 Facility Improvement Surcharge 20,000 20,000
Total
514 Stormwater Utility Assessment
Green Infrastructure Program for Pavement Projects 4146 30,000 30,000 30,000 30,000 30,000 150,000 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Report - Projects by Source (Fund) (3361 : CIP review draft update) draft
Source Project # '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total 514 Stormwater Utility Assessment Total 30,000 30,000 30,000 30,000 30,000 150,000 520 Library Parcel Tax
Library Boiler Replacement 4161 106,250 106,250
Library Roof Replacement 4173 72,250 72,250
Library HVAC Modernization 4174 161,500 161,500
Library Exterior Painting 4175 27,500 27,500
Library Exterior Accent Tile Replacement 4179 85,000 85,000 520 Library Parcel Tax Total 191,250 261,250 452,500
603 Building Maintenance (ISF)
Community Center Window Replacement 4016 175,000 175,000 Community & Recreation Centers Exterior Painting 4083 55,000 55,000 Install Mini Split HVAC System at Orinda Library 4160 30,000 30,000 Library Boiler Replacement 4161 18,750 18,750
Library Roof Replacement 4173 12,750 12,750
Library HVAC Modernization 4174 28,500 28,500
Library Exterior Painting 4175 122,500 122,500
Library Exterior Accent Tile Replacement 4179 15,000 15,000 Library Auditorium Theater Lighting Upgrade 5023 60,000 60,000 City Hall HVAC Upgrade 5026 30,000 30,000
603 Building Maintenance (ISF) Total 118,750 428,750 547,500 700 Capital Improvement (General)
Miner Road Bridge Seismic Retrofit 0044 138,000 138,000 Bear Creek Bridge Seismic Retrofit 0087 100,000 100,000 Camino Pablo Path-Orinda Way to Monte Vista 3066 200,000 200,000 Glorietta-Rheem SD Repair PL-492 3100 170,000 170,000
Orchard SD Repair PL-409 & PL-513 3101 335,000 335,000
Ivy Dr. SD Repairs, PL-958/959 & PL864 3102 335,000 335,000 Community Center HVAC 4050 65,000 65,000
Community & Recreation Centers Exterior Painting 4083 160,000 160,000 Storm Drain Liner Ivy Dr (48in) 4094 46,000 46,000
City Hall Slide Stabilization 4108 3,000 3,000
Community Center Roof Replacement 4141 16,164 16,164
Solar Back-Up Community Center 4164 100,000 100,000
Drainage Impvt 25 La Cuesta 4170 40,000 40,000
2024 Annual Pavement Rehabilitation 4178 690,000 690,000 City Hall Exterior Painting 4182 150,000 150,000
Library elevator modernization 4192 100,000 100,000
2023 Annual Stormdrain Repair (Cat. B) 5007 305,000 305,000 City Hall Perimeter Drainage Improvements 5018 17,000 17,000 Camino Pablo median landscape upgrade 5019 30,000 10,000 40,000 Orinda Oaks Park Restroom Replacement 5020 140,000 140,000 Camino Sobrante (Nr 56) Retaining Wall Replacement 5021 16,000 16,000 Dog Park 5024 50,000 50,000
Pickleball Courts 5025 80,000 30,000 110,000
City Hall HVAC Upgrade 5026 270,000 270,000
700 Capital Improvement (General) Total 544,164 2,402,000 450,000 200,000 3,596,164 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Report - Projects by Source (Fund) (3361 : CIP review draft update) draft
Source Project # '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total 704 Road / Drainage Stabilization
Canon Dr. Embankment repair 3548 55,000 55,000
Camino Sobrante at Golf Course Slide Stabilization 4152 6,800 6,800 Upper El Toyonal road stabilization (storm damage) 5014 2,500 2,500 North Ln. Pipe 48" Lining (storm damage) 5015 25,000 100,000 125,000 Camino Sobrante (Nr 56) Retaining Wall Replacement 5021 165,000 165,000 704 Road / Drainage Stabilization Total 89,300 265,000 354,300 GRAND TOTAL 8,259,931 14,522,430 7,839,000 4,545,000 3,315,000 38,481,361 2022/23-2027/28 CIP Wednesday, May 15, 2024
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Attachment: Plan-It Report - Projects by Source (Fund) (3361 : CIP review draft update) City Council
Staff Report
Agenda Item: H.3
Date: May 21, 2024
Department: Planning Department
AGENDA TITLE: Assembly Bill 2097, Downtown Parking Strategies, and Parking Inlieu Fee Holiday RECOMMENDATION:
1) Receive update on Assembly Bill 2097 and Downtown parking strategies, discuss, and provide direction, if any;
2) Consider adopting a resolution temporarily suspending parking variance in-lieu fees for qualifying projects within one-half mile of the BART station, a major transit stop.

This fee holiday would effectively waive parking in-lieu fees for “The Station,” a commercial project at 25A Orinda Way approved in 2022 prior to enactment of AB 2097.

BACKGROUND: On April 30, 2024, as a Matters Initiated, the City Council agreed to re-agendize a matter that was considered on April 23, 2024, regarding a Parking Variance In-Lieu Fee Holiday, and to also review additional information on the related Assembly Bill 2097 and downtown parking strategies. This staff report has been prepared in response to that Matters Initiated. The first part of the report will provide a general update and information on AB 2097 and downtown parking strategies. The second part will allow for consideration of the proposed Parking In-Lieu Fee Holiday which was the topic of the April 23 agenda item.

State Policy: Assembly Bill (AB) 2097
As previously shared, AB 2097 prohibits public agencies from imposing and enforcing minimum automobile parking requirements for residential, commercial, and other development projects located within a 1/2 mile of a “major transit stop” or a “high-quality transit corridor.” Major transit stops are defined to include existing rail or bus rapid transit stations, such as Orinda’s BART station. Thus under AB 2097, the City is precluded from imposing parking minimum requirements on virtually any new development (with some exceptions, as discussed below) within 1/2 mile of the Orinda BART station—an area that includes nearly the entirety of the Downtown Orinda districts (see Attachment A).

Projects not covered by AB 2097 upon which the City could continue to impose or enforce parking minimums and in-lieu fees include hotels, motels, bed and breakfast inns, or other transient lodgings. The State also gives local agencies the option to impose minimum parking requirements in limited instances where not imposing or enforcing minimum parking requirements on the project would have a demonstrably and substantially negative impact on any of the following:

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• The City’s ability to meet its share of the Regional Housing Needs Assessment (RHNA) for low- and very low-income households; or
• The City’s ability to meet any special housing needs for the elderly or persons with disabilities; or
• Existing residential or commercial parking located within one-half mile of a housing project.

The City would need to formally invoke and substantiate such findings—supported by a preponderance of evidence demonstrating such negative impacts—within 30 days of receiving a completed application. However, these findings may not be made for projects that meet any of the following criteria:
• Residential projects with at least 20% of the total dwelling units for very low-, low-, or moderate-income households, students, the elderly, or persons with disabilities; or
• Residential projects that contain fewer than 20 dwelling units; or • Projects that are subject to and satisfy other parking reductions of any other applicable law.

In most circumstances, Staff expects it would be very difficult for local agencies to make the required negative impact findings listed above, especially within the strict 30-day period after deeming a discretionary development application complete. AB 2097 was intentionally crafted as such to prohibit or at least greatly diminish local agencies’ ability to impose parking requirements on nearly all development near major transit facilities.

The legislative goal of eliminating (or significantly reducing) local parking mandates for homes and commercial buildings near transit is to reduce the additional cost of providing parking and thus make transit-adjacent development more financially viable.

By reducing the supply of automobile parking and increasing housing and commercial opportunities near transit, the State expects that the use of alternative transportation will increase, thereby reducing traffic, greenhouse emissions, and air pollution. Encouraging a mixture of development near transit can also reduce residents’ living costs, especially those associated with vehicle ownership and maintenance.

Staff has been looking at examples as to how other agencies are implementing the provisions of AB 2097. The largest and most notable example is the City of Los Angeles, which itself does not initiate evaluation of projects for negative parking impacts, but does allow members of the public to submit evidence thereof:
(https://planning.lacity.gov/odocument/ecf69160-4a89-4078-a0b6- 15ad6fdfbc33/AB2097_Memo_Oct_2023.pdf
“In regards to the general finding that a project may create substantial negative impacts on ‘existing residential or commercial parking within onehalf mile of the housing development project,’ members of the public and H.3
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other interested parties may submit evidence to the record within 25 days of the project being accepted by the Department (the earlier the better)….

Evidence submitted by the general public will only be considered for discretionary development projects processed by the Department of City Planning and will be considered alongside other citywide policy priorities around equity, housing, mobility and sustainability, as well as opportunities for other mitigation strategies and the state legislative intent… …A parking study must be provided by the public or other interested parties as part of the evidence of a parking impact for a given project. The parking impact evidence must conform to the following industry standards… To provide a complete picture of overall usage and whether a consistent parking impact is present, the analysis should include the total amount of parking supply within the study area using the following parameters:
• Parking Study Area
o Minimum radius of 1,000 feet or two city blocks, whichever is greater, around the project
o The study area should be enlarged proportionally to the size of the project
• Parking Inventory
o Counts of both on-street and off-street parking spaces o Counts of both public and restricted parking spaces
• Parking Duration
o Monitor occupancy at three 4-hour intervals between 8am and 8pm on both weekends and weekdays
o Record both occupancy duration and turnover of parking spaces during intervals
• Parking Analysis
o Areas with more than 85% utilization throughout the day should be highlighted
o Mitigation measures should be recommended
Parking studies should be reviewed and stamped by a licensed traffic engineer, though they are not required to be completed by one. LADOT will determine whether evidence for parking impacts exists, in collaboration with the Department of City Planning…”
Staff’s initial assessment is that based on past studies and data available, it would be difficult for the findings required under AB 2097 to be made in Orinda at this time. As noted in the Downtown Precise Plan (p. 65):
“Between the Theater District, the Village District, and BART, there are 3,232 vehicle parking spaces downtown [see Figure 2-18 below]. Off-street parking tends to be readily available on both sides of downtown. A 2018 parking utilization study conducted for the ConnectOrinda Briefing Booklet found both on-street and off-street parking in the Village District to be less than 85-percent during peak hours (85-percent parking utilization is a H.3
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threshold commonly used as a maximum for ideal parking efficiency, transportation system efficiency, and parking availability). The Theater District off-street parking utilization was also found to be below 85-percent; however, on-street parking utilization exceeded 85-percent around peak lunch hours and in the early afternoon (the parking occupancy study did not count occupancy after 5 p.m.).” [See Figures 2-19 and 2-20 below] H.3
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Given that the COVID-19 pandemic substantially reduced parking demand, and that even having increased in the past 12-24 months, parking demand is generally still below pre-pandemic levels. Thus staff believes that current parking demand is below even that shown in Figures 2-19 and 2-20 above. However, findings of parking impacts could in the future be different depending on the nature of development that takes place and the availability of data based on the future environment.

Regional Policy: MTC/ABAG Transit-Oriented Community Policies In addition to the provisions of AB 2097, Orinda’s approach to managing parking in Downtown will also have to comply with new MTC/ABAG Transit-Oriented Community (TOC) policies in order for the City to be eligible for One Bay Area Grant (OBAG) and other funds. Like AB 2097, one of these new TOC policies would apply to development within a half-mile of the BART station and would prohibit parking minimums and— perhaps more significantly—require the City to impose parking maximums. Under MTC H.3
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policy, Orinda would be considered a Tier 3 Level of Transit Service (Stop/station served by one BART line, Caltrain, light rail transit, or bus rapid transit), except that Tier 3 jurisdictions with a population of 30,000 or less may comply with the lower Tier 4 requirements, which would include the following parking maximums:
• Parking maximum of 1.5 spaces per new residential unit or lower; • Parking maximum of 4.0 spaces per 1,000 square feet of new commercial development or lower.

Per MTC Administrative Guidance: Transit-Oriented Communities Policy, Table 5, “TOC Policy Parking Management Requirements.”
So even if the City were able to make the negative parking impact findings required under AB 2097 and could impose minimum parking requirements based on those negative findings, the City would not be able to require parking above the MTC/ABAGimposed maximums. Nor would a developer even be able to voluntarily exceed those maximums.

Local Policy: Orinda’s Own Downtown Parking Policies & Strategies Orinda’s Downtown Precise Plan
The Downtown Precise Plan (DPP) approved by the City Council in January 2023, and to be implemented over the next few years, does address parking in a number of sections. The DPP provides a good overview of some of the prior parking-related studies and initiatives that influenced the DPP approach to parking, including the 2017 Urban Land Institute Technical Advisory Panel Report
(https://ulidigitalmarketing.blob.core.windows.net/ulidcnc/2019/06/Orinda-TAP-Final08.29.17-Reduced-Size.pdf).

Under the DPP’s Guiding Principles for Safe, Convenient, and Balanced Transportation, Goal 7.3 states, “Provide adequate vehicular access and parking opportunities for customers, employees, and residents that reduces the current visual impact of surface parking.” Two of the policies through which the DPP proposes to achieve this goal are:
“Policy 7.3.2: Look for opportunities to create adequate parking facilities to support land use policies for the downtown and protect adjacent neighborhoods from parking spillover.”
“Policy 7.3.5: Seek alternative parking minimums to facilitate development that maintains sufficient parking downtown. Consider an ordinance for shared parking requirements and/or a parking variance in-lieu ordinance for downtown residential development per the objectives of the 6th Cycle Housing Element. Periodically assess the commercial retail in-lieu parking ordinance fees to ensure the financial feasibility of coordinating alternative parking.”
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The DPP (p. 13) proposes limiting parking more so than previously envisioned in the City’s General Plan. For example, one policy recommendation is to revise Downtown Guiding Policy 2.1.3H by replacing:
“Encourage BART to develop additional ground level parking on off-site properties.”
with:
“Limit development at the Orinda BART station to ground level and underground parking.”
The DPP also proposes to redact from the General Plan, Downtown Guiding Policy

2.1.3.H:
“Site proximity to the BART terminal should not be used to justify a reduction in the standard requirement(s) for onsite parking, unless a Transportation System Management contract is made with the City.” Urban Land Institute (ULI) Technical Advisory Panel – 2017 Assessment In 2017, at the request of the City of Orinda, the San Francisco Chapter of the Urban Land Institute dispatched a team of professional experts to Orinda to help initiate a downtown planning effort. The ULI panel consisted of professionals from a wide variety of disciplines reflecting diverse perspectives, including market analysis, land use and design, retail consulting, architecture, finance and development strategies, governance and policy, and real estate development.

As part of its own analysis, but also relying on a 2016 study prepared for Orinda by TJKM Parking Consultants, the ULI team assessed Downtown Orinda’s parking situation and recommended that the City implement Parking District Strategies. A key focus were BART-related parking impacts that at the time were spilling over into the Downtown, but which since the COVID-19 pandemic have not reemerged. Nonetheless, City staff believes the ULI team’s broad recommendations to employ parking management and walkability guidelines in the Downtown area are still valid today and for the foreseeable future.

Building on the TJKM parking study, which had identified more than 500 public parking spaces in the downtown area, excluding a significant private parking stock, the ULI report recommended maximizing the existing parking inventory by:
• Being more active in managing existing time limits.
• Developing an employee parking program.
• Encouraging partnerships with private property owners. • Considering parking management as a potential revenue stream. • Considering a park-in-lieu fee to generate funding for a public parking garage or lot.

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• Considering a future parking district.
• Keeping an eye on future impacts of autonomous vehicles.

To create meaningful and attractive places in downtown Orinda, the ULI report urged paying close attention to the pedestrian experience, which could be enhanced through a variety of design solutions, including but not limited to: special pavement treatment; cross-slope pavement; drainage; signage; outdoor seating in front of restaurants; widened sidewalks; and landscaping and plantings, among other solutions. Providing a pleasant experience for pedestrians and bicyclists was also listed as a goal of all projects.

The ULI’s suggested toolkit of incentives for early adopters and owners to lead change included:
• Parking trade-offs, e.g., reduced on-site parking requirements. • Reusing existing buildings with more intensive uses, encouraged by not requiring increased parking, payment of in-lieu fees, etc.

In 2020, The City Council considered and approved the Parking In-Lieu Fee Program as recommended by the ULI TAP. The staff report and Nexus Study (see Attachment B) from that effort also provide additional context, and more information is provided in the next section of this report. The In-Lieu Fee was established based on constructing additional surface parking and implementing other programs to make underutilized parking more available. The types of programmatic activities set forth in that Nexus Study are the ones contemplated in the Downtown Precise Plan rather than the construction of additional spaces.

Proposed Parking In-Lieu Fee Holiday
As previously shared, on February 14, 2023 (a little over a month after AB 2097 took effect), the Orinda Planning Commission approved the conversion and expansion of the former Bank of America building at 31 Orinda Way into a future mixed-use building (restaurant & office). City Planning staff determined that under the then new AB 2097 law, the project—given its proximity to the BART station—was exempt from Orinda’s usual parking requirements.

Projects that were approved prior to January 1, 2023 (the date that AB 2097 took effect) would still be subject to the City’s parking minimum requirements in effect at the time of project approval (Orinda Municipal Code, Chapter 17.16—Off-Street Parking and Loading). One such project—and the only one of which City staff is aware—is “The Station” at 25A Orinda Way. Approved by the Planning Commission on June 14, 2022, the project is to construct an 18,287-square-foot, mixed-use building, including:
• 1,200 square feet of retail;
• 2,800 square feet of fitness facility;
• 2,555 square feet of restaurant (market hall with individual food stalls); and • 11,732 square feet of office space.

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Because the project would provide no off-street loading or parking spaces, the applicant requested and received approval of a parking variance in-lieu fee for all 80 of the offstreet parking spaces that would otherwise be required for the project. Under parking variance in-lieu rates stipulated in the City’s current Master Fee Schedule, The Station at 25A Orinda Way would be obligated to pay $823,810 of parking variance in-lieu fees.

The Station project is ready to pull their permits from County with just payment of fees, including the Parking In-Lieu fee, remaining as the last condition before permits can be issued. Staff has verified that the project complies with all other conditions of approval as imposed by the Planning Commission.

Like other City fees, parking variance in-lieu fees are established by resolution and incorporated into the Master Fee Schedule. The current parking in-lieu fee is based on a study prepared by Harris & Associates in January 2019, which estimated the cost of a new parking space in Orinda, factoring land costs, construction, and other considerations. Per Ordinance 20-01 (which established the parking variance in-lieu fee for nonresidential development in the Downtown Districts), the City is to deposit all collected parking in-lieu fees into a dedicated parking fund for the City to expend as needed to increase the supply or reduce the demand for public or private parking.

Examples of valid fund uses could include a range of parking-related expenses such as funding additional parking facilities, infrastructure improvements, transportation demand management, leasing of available private spaces, or other parking-related programs as approved by the City Council. Although the Parking In-Lieu Fund is an open account, there are presently no parking in-lieu funds available as no such fees have ever been collected.

Hypothetically, The Station developer could resubmit the project to the City for reapproval, in which case AB 2097 would apply, and the project would likely not be required to provide any off-site parking, and thus the developer would likely not have to pay any parking in-lieu fees. The prior costs to process the project applications amounted to approximately $49,000. While reprocessing the same project would likely not incur as much in application fees, City staff would expect to require at a minimum that the applicant pay a $25,000 deposit to cover anticipated costs involved in reviewing and processing the applications.1 Nonetheless, from the applicant’s perspective, any cost of resubmitting the project applications would be significantly less than and offset by the savings in parking in-lieu fees.

Staff estimate that having to resubmit the project for entitlement approvals would likely delay construction of the project at least 4 to 6 months. Rather than subjecting the project to another costly and time-consuming process that would likely not result in a materially different project, simply to take advantage of the currently applicable AB 2097 parking provisions, and rather than creating a project-specific benefit, City staff recommends that the City Council reconsider and approve the resolution (see Attachment D) establishing a fee holiday for in-lieu fees applicable to qualifying projects within 1/2 mile of the BART station (i.e., projects covered by AB 2097). 1 Required permit applications for The Station at 25A Orinda Way would likely include: Design Review; Commercial Use Permits; Elevated Deck Permit; Exception Permits; Revocable Encroachment Agreement; Tree Removal Permit; and Variance.

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The proposed fee holiday would be accomplished by temporarily waiving the collection of fees under the City’s Master Fee Schedule, which is periodically adjusted by resolution of the City Council. The proposed parking variance in-lieu fee holiday could take effect immediately, with a suggested sunset of date of January 31, 2026 (coincides with deadline to meet certain existing City obligations per the City’s adopted and Statecertified Housing Element). The proposed fee holiday would be distinct and separate from the temporary parking variance in-lieu fee holiday (effective October 18, 2023, to June 30, 2024) that the Council adopted last year that applies only to certain commercial uses (personal care and restaurants/bars) in existing buildings (see Attachment C: Resolution No. 60-23). Thus the proposed indefinite parking in-lieu fee holiday would supplement—not supplant—the existing short-term parking in-lieu fee holiday, though both serve the purpose of promoting economic development in Orinda by eliminating burdensome parking variance in-lieu fees.

The City Council could approve Staff’s recommendation as presented, or could impose some other limitations or parameters to ensure that projects proceed in a timely manner, such as a different sunset date, etc.

FISCAL IMPACT: Likely no fiscal impact. The City of Orinda has not collected any Parking Variance In-Lieu Fees since the time the City established the fee. The City would not receive parking in-lieu fees for qualifying projects entitled prior to January 1, 2023. However, those same projects could reapply for the same entitlements, and if approved, be automatically exempted from any minimum parking requirements and thus also be exempt from paying any parking in-lieu fees.

ATTACHMENTS:

A. Map of Properties within One-Half Mile of Orinda BART B. Weblink to: December 12, 2019 Staff Report & Nexus Study for Parking In-Lieu Fees C. Resolution 60-23 Establishing a Fee Holiday for Certain Parking In-Lieu Variance Fees
D. Resolution 20-24 In Lieu Parking Fee (draft)
E. Public Correspondence from Paul Ugenti - The Station Book Respectfully Submitted by:

Robert Reber
Prepared By: Robert Reber,
Approved by:

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Attachment: Map of Properties within One-Half Mile of Orinda BART (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In- Resolution No. 60-23

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

Establishing a Parking Variance )
In-Lieu Fee Holiday for Use Changes)
to Personal Care and/or Restaurant) Resolution 60-23
Uses in Existing Buildings )
WHEREAS, on June 20, 2023 the Orinda City Council adopted the Master Fee Schedule for Fiscal Year (FY) 2023-24 pursuant to Resolution 36-23; and WHEREAS, Section VII of the adopted Master Fee Schedule stipulates certain fees for “Existing Buildings,” ranging from $1,381 to $5,528 per parking space; and
WHEREAS, the Parking In-Lieu Variance Fees apply when a commercial change of use in an existing under-parked building has a higher parking requirement than the existing use (most commonly when personal care or restaurant uses are proposed within a general retail space); and WHEREAS, the Parking In-Lieu Variance Fee for changes in use can be onerous for small businesses wishing to establish a presence in downtown Orinda; and
WHEREAS, economic development in downtown Orinda has recently been established as one of the City Council’s strategic priorities and is also an important objective in the recently-adopted Downtown Precise Plan; and WHEREAS, a temporary Fee Holiday eliminating the Parking In-Lieu Variance Fee for Personal Care and Restaurant Changes in Use will incentivize new business investment and is anticipated to reduce the number of vacant ground floor retail spaces in downtown Orinda, consistent with the DPP and City Council priorities.

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

1. Fee Holiday. The City Council hereby accepts and adopts the Parking InLieu Variance Fee Holiday for Changes of Use to Personal Care or Restaurant/Bar Uses in Existing Buildings, effective October 18, 2023 to June 30, 2024.

2. Existing Fees Superseded. During the Fee Holiday effective period, the Parking In-Lieu Variance Fees for “Existing Buildings”, as specified in Section VII of the FY 2023-24 Master Fee Schedule, shall not be required H.3.c
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Attachment: Resolution 60-23 Establishing a Fee Holiday for Certain Parking In-Lieu Variance Fees (3362 : Assembly Bill 2097, Downtown Resolution No. 60-23

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for proposed Personal Care or Restaurant/Bar uses. For purposes of this resolution, “Personal Care” shall be defined as described in Orinda Municipal Code (OMC) Section 17.8.5B.2, including but not limited to personal development services (excluding health care), beauty parlors, barber shops, and fitness uses such as gyms, dance studios, and martial arts. Restaurant and Bar shall be defined as contained in OMC Section

17.2.3, Definitions:
• “’Restaurant’ means an establishment where consumers dine while seated at a table, booth or counter, either inside or outside the building.” • "Bar" (also, "tavern") means establishment such as a cocktail lounge and bar, at which alcoholic beverages, including beer and wine, are served for on-site consumption. Any sale of food is incidental to beverage service.

The corresponding parking requirements from OMC Schedule17.16.4A include restaurants, bar/tavern, bar with live entertainment/dancing, and personal services (barber, beauty shop).

4. Municipal Code Provisions Still Applicable. This resolution does not modify any municipal code requirements including, for qualifying projects, the need for a parking variance pursuant to OMC Section 17.33.2.B or the need for a commercial use permit pursuant to OMC Section 17.8.5.

5. Effective Date(s). This Fee Holiday is effective from October 18, 2023 to June 30, 2024.

Approved and adopted by the Orinda City Council at a regular meeting on October 17, 2023.

AYES: COUNCILMEMBERS: Gee, Iverson, Malkani, Miller, Riley NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
Inga Miller, Mayor
Sheri Marie Smith, City Clerk
1701727.1
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Attachment: Resolution 60-23 Establishing a Fee Holiday for Certain Parking In-Lieu Variance Fees (3362 : Assembly Bill 2097, Downtown Resolution No. 60-23

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

Establishing a Parking Variance )
In-Lieu Fee Holiday for Projects )
Within One Half-Mile of the BART ) Resolution XX-24
Station )
WHEREAS, on June 20, 2023 the Orinda City Council adopted the Master Fee Schedule for Fiscal Year (FY) 2023-24 pursuant to Resolution 36-23; and WHEREAS, Section VII of the adopted Master Fee Schedule stipulates Parking In-Lieu Variance Fees ranging from $1,381 to $5,528 per parking space for existing buildings and from $2,210 to $10,505 per parking space for new buildings; and
WHEREAS, State Assembly Bill (AB) 2097, effective as of January 1, 2023, generally prohibits public agencies from imposing minimum automobile parking requirements for residential, commercial, and other development projects located within a 1/2-mile of a “major transit stop” or a “high-quality transit corridor”; and WHEREAS, the Orinda Bay Area Rapid Transit (BART) station meets the AB 2097 definition of a “major transit stop,” and
WHEREAS, the City will be reviewing its parking requirements and updating them as appropriate for consistency with AB 2097; and
WHEREAS, during this review period, the City will continue to ensure its existing parking requirements are only applied to the extent they are consistent with AB 2097; and
WHEREAS, projects within one-half mile of the Orinda BART station approved prior to January 1, 2023 would, when unable to meet the City’s minimum off-street parking requirements (Orinda Municipal Code, Chapter 17.16—OffStreet Parking and Loading), be subject to the Parking Variance In-Lieu Fee; and WHEREAS, requiring projects entitled prior to January 1, 2023, to reapply for approval—thus incurring additional application processing costs and delays— to take advantage of the same AB 2097 benefits and cost savings enjoyed by projects approved after January 1, 2023, creates an unnecessary burden on economic development in Downtown Orinda; and
WHEREAS, a temporary Fee Holiday waiving the Parking In-Lieu Variance Fee for all qualifying projects within one-half mile of the Orinda BART station, H.3.d
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Attachment: Resolution 20-24 In Lieu Parking Fee (draft) (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee Resolution No. XX-24

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regardless of whether the projects were approved before or after AB 2097 took effect, will streamline and equitably encourage new business investment in downtown Orinda, consistent with the DPP and City Council priorities.

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

1. Fee Holiday. The City Council hereby accepts and adopts the Parking Variance In-Lieu Fee Holiday for qualifying projects that are within one halfmile of the BART station and that meet other AB 2097 criteria.

2. Existing Fees Superseded. During the Fee Holiday effective period, the Parking In-Lieu Variance Fees for as specified in Section VII of the FY 2023- 24 Master Fee Schedule, shall not be required for qualifying projects within one-half mile of major transit stops or high-quality transit corridors, as provided in State Assembly Bill 2097.

4. Municipal Code Provisions Still Applicable. This resolution does not modify any municipal code requirements, including the need for a parking variance pursuant to OMC Section 17.33.2.

5. Effective Date(s). This Fee Holiday is effective commencing May 22, 2024, and continuing until January 31, 2026.

Approved and adopted by the Orinda City Council at a regular meeting on May 21, 2024, 2024.

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Darlene K. Gee, Mayor
Sheri Marie Smith, City Clerk
1766841.1
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Attachment: Resolution 20-24 In Lieu Parking Fee (draft) (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee PAUL F. UGENTI | EMAIL: [email protected] |
(510) 910- 5839
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Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee A Destination for
everyday life.

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Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee The Station
Exterior Signage

11.17.22 - Option 2 | White Metal with Halo Lighting
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Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and The Station
Exterior Signage

11.17.22 - Option 2 | White Metal with Halo Lighting
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Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and The Station
Exterior Signage

11.17.22 - Option 2 | White Metal with Halo Lighting
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Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and The Station
Exterior Signage

3.3.21 - Option 2 | White Metal with Halo Lighting
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Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and The Station
Styleguide- Interiors

11.11.2022
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Packet Pg. 100 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and The Station
Styleguide- Exterior

11.11.2022
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Packet Pg. 101 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and The Station
Styleguide- Exterior

11.11.2022
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Packet Pg. 102 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and H.3.e
Packet Pg. 103 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee H.3.e
Packet Pg. 104 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee TH
The Station O
O RI N
D
A
, C A
S
N
E
I
TAT
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Packet Pg. 105 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee Thrive in a bustling, inviting and eclectic community of restaurants, shops, offices and urban experiences. The Station is the heartbeat of the contemporary Orinda lifestyle experience. The Station is far beyond retail, restaurants or creative office; it is an inspired experience.

A TRUE SENSE OF PL ACE IN TODAY’S NEW
DOWNTOWN ORINDA!

THE STATION

IN O RIN D A ,
C
S A
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Packet Pg. 106 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee REGIONAL & Local Access
An easy way to commute at the station
With access to popular destinations in the region via
BART The Station expands it reach from San Francisco
to Pleasanton and beyond. Whether traveling to or
from, for work or recreation, The Station is merely two city block from the Orinda BART Station and acts as
the connection to the surrounding cities.

The Station will feature an
outdoor-park like patio
Setting with and an elevated stage, water fountains,
fire pits and outdoor seating. The natural green
space will encourage a healthy lifestyle and build
upon the neighboring community center, library and
Orinda park.

YARD The
Drive time to Key Locations: Berkeley – 10 mins, Oakland – 13 mins, San Francisco - 25 mins, Pleasanton – 30 mins
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Packet Pg. 107 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee FOOD & Drink
Artisan Food + Boutique Wines + Local
Microbrews + Classic Cocktails + Craft
Coffee + Specialty Desserts
The Station brings the best of the Bay Area’s Artisan
restaurateurs under one roof. The carefully curated food & beverage options will span the globe and leave you wanting more! From Michelin star restaurateurs to your local brewers The Station Market Hall will provide it’s guest high quality fast casual eats in a stylish downtown destination.

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Packet Pg. 108 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee The Station Information
7,000 SFT Market Hall with 9 k itchens or
retail suites approximately 400 SF T each
3 ,000 SFT Ground Floor Fitness or Retail
with Approved Conditional Use Permit
10,000 SFT Office In Total between 3rd floor
and the enclosed mezzanine
1, 250 SF T Private Elevated Patio Deck
Accessible by Mezzanine
The Market Hall provides an inviting and eclectic
community of Dining, Shops, Offices and family
activities.

This food and beverage focused destination is the heartbeat of the contemporary Lamorinda lifestyle experience. The Station is an ideal location for shopping, dining and office space. A laid back but affluent audience is eager to explore the area because of its great shopping and hospitality offerings. Young and old, single people and families will use The Station as a place to spend the afternoon, meet for dinner, drinks, live music and of course shopping.

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Packet Pg. 109 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee The Station is Lamorinda’s
local hotspot for leisure,
recreation and shopping.

The Station caters to a wide scope of locals and visitors alike. People come to The Station to explore and enjoy the atmosphere. No matter the flavor, there's something for everyone. THE STATIONO RI N D A , C A H.3.e
Packet Pg. 110 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee

BART STATIONS

LAFAYETTE
POPULATION:
26,866
ORINDA
POPULATION:
20,136

WALNUT CREEK
POPULATION:
70,812
MORAGA
POPULATION:
17,963
ALAMO
POPULATION:
14,905

PLEASANT HILL
POPULATION:
34,839

OAKLAND
POPULATION:
440,981

BERKLEY
POPULATION:
120,763
Local love but
Bay Area Accessible.

With over 600,000 people within 10
miles The Station is an accessible
destination for all to enjoy and
explore. The Station is accessible
by car, train or bike, making it an
idea spot to meet up with friends,
go shopping, grab a bite to eat, or
spend time with your family.

Never
FAR too
SURROUNDING AREA POPULATION:

Walnut Creek: 70,812 Berkeley: 120,763
Pleasant Hill: 34,839 Danville: 44,164
Alamo: 14,905 Oakland: 440,981
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Packet Pg. 111 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee ORINDA Area
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Packet Pg. 112 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee The Station is the downtown destination the Orinda residents have always wanted. From Restaurants, wellness and work place offerings The Station the is the treasured local destination for both local residents and visitors alike. Centrally located between Oakland and Walnut Creek The Statin is accessible to several nearby college communities and provides a walkable downtown destination with shopping, restaurants, and parks.

Easily accessible for visitors by train or car
Located in highly populated area between FPO and FPO
Areas to shop, eat, drink and explore — the perfect place to meet High quality restaurants and shops in a laid back environment The STATION Why Choose
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Packet Pg. 113 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee PAUL F. UGENTI | EMAIL: [email protected] |
(510) 910- 5839
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Packet Pg. 114 Attachment: Public Correspondence from Paul Ugenti - The Station Book (3362 : Assembly Bill 2097, Downtown Parking Strategies, and Parking In-lieu Fee City Council
Staff Report
Agenda Item: H.4
Date: May 21, 2024
Department: Administration
AGENDA TITLE: Proposed Reorganization of Public Works & Facilities Maintenance RECOMMENDATION:

Receive Report on City Manager’s Recommended Reorganization of Public Works and Facilities Maintenance, Discuss, and Provide Direction, if any.

BACKGROUND: The City’s substantial investment in facilities requires a focused effort on facilities and infrastructure maintenance. Not only with the goal of sustaining those facilities and infrastructure from a longevity perspective, but also from an organizational viewpoint. The Orinda City Council asked the City Manager to review if the current structure of how we are organized in regard to maintenance and facility management was optimum to address the City’s needs.

To that end, the City Manager initiated a review of the Maintenance and Facility Management through the issuance of a Request for Qualifications (Attachment 1) from firms qualified to review the current structure and make recommendations for improvement and enhancements. That RFQ was issued on September 27, 2022, and after evaluating proposals received, the firm of Municipal Resources Group, LLC, was selected to undertake the review. This effort kicked off in a January, 2023, and included several steps including interviews with employees and key stakeholders.

In anticipation of the results of the review, the City Manager recommended a placeholder decision package as part of the FY 2023-24/2024-25 Two Year Budget adopted by the City Council in June, 2023, to set aside on-going funds for implementation of the final recommendations of this review.

Decision Package # 2: Restructure Maintenance Operations – Various elements of the City’s maintenance operations are currently split between the Parks & Recreation and Public Works Departments. The City recently commissioned an organization review and analysis of these functions by an outside firm. A series of recommended actions from that review is expected to result in a better approach upon implementation. Expense Increase: $250,000 The development of MRG’s recommendations was an interactive and iterative process.

And, while as City Manager, I was engaged in the process with the primary assistance of Director of Administrative Services Doug Alessio and Human Resources Manager Ginger Staton, as City Manager, the consultant team was encouraged to come up with their assessment and recommendations on an independent basis. The final version of their report was received in January, 2024 (Attachment 2).

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Since that time, we have engaged in additional employee consultation and review to share the results and recommendations of MRG, to garner feedback, and to refine the development of the City Manager’s recommendations to the City Council. Those consultations thus far have included meetings with 1) The Director of Public Works; 2) the Director of Parks & Recreation; 3) the key managers and supervisors in Public Works and Parks & Recreation; 4) the Public Works Maintenace work group; 5) the Parks & Recreation Facilities Maintenance work group.

An additional round of consultations took place with each of these groups including a joint meeting with the Public Works Maintenance and Parks & Recreation Facilities Maintenance work groups, at which the City Manager’s proposed recommendations were shared. In addition, the City reached out and shared the MRG Study and the City’s Manager’s proposed recommendations, and offered to meet to discuss with the Teamsters, Local 856 who represent the City’s General Employee group, prior to my recommendations being finalized and presented to the City Council. The Teamsters Business Agent did reach out in response and has requested to meet after the Council’s initial review.

MRG Recommendations
The MRG report provides a good overview of the current structure and identifies significant gaps which need to be addressed, primarily in the facilities side of the house.

In addition, it also focuses attention on the benefits of having more resources available during significant storms and other emergency events which would arise from a more integrated structure. A factor which has impacted service levels and response capabilities is the reduction in staffing which occurred with the elimination of one position in both Public Works maintenance and Parks & Rec Facilities staffing prior to COVID.

MRG has a primary recommendation as to a reorganization and restructuring, in addition to an alternate.

Establish a Facilities Maintenance Team in Public Works consisting of two new positions - Facility Maintenace Supervisor and a Facility Maintenance Worker.

The existing Facilities & Parks Supervisor and the two full-time Facilities Maintenace Workers would remain in Parks & Recreation.

The Alternative staffing model would establish a Public Works Maintenance Superintendent with an added Maintenance Worker in Public Works with the Facilities & Parks Supervisor also transferred to Public Works, with the two operating groups reporting the Public Works Maintenance Superintendent.

Under either scenario, there are several follow-up steps and organizational enhancements recommended to provide for an more effective maintenance operation, especially as it relates to facilities.

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It should be noted, that while not requested, MRG did opt to also opine on the Arts in Public Places program. As that is not key to the reorganization being proposed, those elements are not planned to be addressed as part of this effort.

City Manager Recommendations
The MRG recommendations provide great value and an overall path forward to having a more effective and coordinated structure to better manage facilities and to enhance our overall maintenance operation, especially in times of need like winter storms. Having engaged with MRG in the development of their study and explored their rationale and basis for their recommendations, as City Manager, as noted, I undertook an additional level of consultation with key staff and employees. I also factored in the concerns and goals of the City Council in tasking me with this review, and of other stakeholders as well. As such, my recommendations to the City Council are a hybrid based on the MRG recommendations and my own assessment given my time in Orinda and experiences with a variety of models in other communities.

It should be noted that a key factor, as shared with me by the three managers/supervisors, is that there has been a notable reduction in staffing over time, but with the addition of facilities and responsibilities. That is well illustrated in Attachment 2, which was provided to me by these employees during my consultations.

As such resources have not kept pace with demand.

Having facilities maintenance captive in an operating department has stunted the development of a cadre of part-time hourly Facility Attendants and Recreation Leaders to perform classroom and event set-up, and very basic facilities related activities. The use of these hourly employees would be more cost effective and would free up the more skilled full-time and more highly compensated employees for higher level work of greatly added value. Parks & Recreation has already been investing in the development and retention of a pool of talented part-timers to meet this need in cooperation with Human Resources and the City Manager’s Office.

It should also be noted that often, on more complex facilities projects, Public Works & Engineering must become involved in support of those efforts, often much later than would have been desired, and to correct or address issues which have arisen after substantial effort has already been expended with little effect.

Also, while there is some ability of Public Works to call upon Facilities Maintenance staff during a storm or other emergency, that is not done often and has not been as well integrated as would be desired.

Thus, the stage is set for an overall transition to a model which I believe would be most effective, which is a hybrid which builds upon the two options provided in the MRG analysis. As City Manager, I would recommend the following structure:
• Establish the position of Maintenance & Facilities Superintendent in Public Works to head a new combined Maintenance and Facilities Division reporting to the H.4
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Director of Public Works & Engineering. Both the Facilities Maintenance work group and the Public Works Maintenance work group would report to this new Superintendent.
• Parks & Recreation facilities maintenance operations, including landscaping and parks maintenance, would be transferred to Public Works. That work group would consist of the existing Facilities & Parks Supervisor and the two Facility Maintenance Workers.
• A single new Maintenance & Facilities Worker job classification would be developed, and the existing staff would transition to that new combined classification.
• An additional Maintenance & Facilities Worker position would be added to the existing Public Works Maintenance work group.
• The Facilities work group would remain in their current offices/workspace at the Community Center and thus would still be available as needed to easily support on-site Parks & Recreation operational needs.
• The Arts in Public Places Program would remain in Parks & Recreation. • Parking Enforcement activities will be moved from Public Works to Police for a better balance.

This structure would have Public Works & Engineering providing services to the Parks & Recreation Department as is a common model in most communities, especially smaller ones. It would bring an additional level of expertise to this key operational area not only by integration into Public Works & Engineering with its expertise in engineering and project management, but also through the addition of the Maintenance & Facilities Superintendent position. Over time, cross-training of the Maintenace & Facilities Workers would further enhance capacity and the ability for a greater level of response when needed such as during winter storms. In addition, more employees would be available for on-call rotation and call-back. The existing Facility Maintenace work group would also be able to transition to a more regular work schedule and would benefit from expansion to a Maintenance & Facility Worker III, which is not currently part of the Facility Maintenance Worker job series.

Parks & Recreation operations would benefit from the Director of Parks & Recreation’s time freed up from the hands-on responsibility for facilities maintenance and project implementation. That time, instead, would be available to support Parks & Recreation operational needs and programming, with an emphasis on developing and sustaining the pool of part-time Facility Attendants and Recreation Leaders. Parks & Recreation would still be the “customer” for facilities maintenance and project implementation, with Public Works & Engineering providing the service, and would still play a key role in advancing those efforts. Parks & Recreation staff would also have access to the Maintenance & Facilities Workers, including those assigned to the Public Works H.4
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Maintenance work group, so a larger pool, on an as-needed basis coordinated through the new Maintenance & Facilities Superintendent.

The job descriptions of the Director of Public Works and the Director of Parks & Recreation would also require updating. Given broadened responsibilities, it is also expected that the salary for the Director of Public Works would be adjusted upwards, with the salary for the Parks & Recreation Director also to be reviewed given the shift of a significant area of responsibility to another department.

Overall, if implemented as proposed, there would be much additional capacity to the facilities and maintenance operational arena which is expected to pay substantial dividends. Attachment 3 is an organizational chart reflecting the proposed structure.

NEXT STEPS: Barring any changes suggested by the City Council, the proposed reorganization would be reflected in the Mid-Cycle Budget Update for FY 2024-25 to be considered by the City Council on June 18, 2024. Implementation of the reorganization would occur starting with the new Fiscal Year on July 1, 2024, and it is anticipated that it will take six months or so before being fully implemented. Certain elements of the reorganization will also require a meet and confer, or meet and consult, process for elements related to represented employees, including updated job descriptions which would have to be approved by the City Council at a future date.

FISCAL IMPACT: Launching off the prior approved Decision Package No. 2, which has already been incorporated into the budget, funds will be allocated to implement the reorganization on a forward-going basis in the Mid-Cycle update.

ATTACHMENTS:

A. Request for Qualifications
B. MRG Review & Recommendations
C. 1-2024 Org Chart for Reorganization-Recommendation
Respectfully Submitted by:

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

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PROPOSAL DUE BY 3:00 PM ON OCTOBER 19,
2022

REQUEST FOR QUALIFICATIONS
For

MAINTENANCE ORGANIZATIONAL

REVIEW & ANALYSIS
September, 2022
City of Orinda
CITY MANAGER’S OFFICE
22 Orinda Way
Orinda, CA 94563
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Packet Pg. 120 Attachment: Request for Qualifications (3356 : Proposed Reorganization of Public Works & Facilities Maintenance) CITY OF ORINDA RFQ –Org Assmt
I. REQUEST SUMMARY
The City of Orinda (City) seeks proposals from management and organizational consultants to assist the City in evaluating the best structure and organization to provide key maintenance operations which are currently split between the City’s Public Works and Parks & Recreation Departments. Candidate firms should have the capability and experience needed to provide a comprehensive assessment of this area operations with best practices in mind to address a wide range of facilities and other maintenance needs and operations, including an ability to assess the subject portion of the City’s operations from a number of perspectives including operations, finance, and human resources, and make recommendations therefrom.

This will be a single product based agreement of limited duration.

II. INTRODUCTION
A. Community Profile
The City of Orinda was incorporated in 1985 after 100 years of slow growth and is located in Contra Costa County in the eastern portion of the San Francisco Bay Area with a current population of 19,000. It is a family-oriented community in a semi-rural suburban setting surrounded by majestic hills and nearby cities such as Berkeley, Oakland and San Francisco. Orinda’s schools rank among the highest in the State of California.

Within a 30 mile radius, the citizens of Orinda have access to 63 movie theatres, over 6,000 restaurants, 118 public golf courses, 117 libraries and 13 museums. There are 4 community parks within the City, a historical Community Center and Theatre, a state–of-the-art Public Library and a plethora of trails to explore. There are many private swim and tennis clubs.

The City of Orinda has an abundance of active community groups including the Orinda Association, the Orinda Garden Club, the Lamorinda Arts Council, Orinda Network for Education (ONE), and Rotary. The Orinda Park and Recreation Foundation has contributed approximately $1.5 million towards Orinda’s park and recreational needs through the purchase of open space and support of recreational and service activities.

The City has a permanent staff of approximately 35.5 full-time employees supplemented with part-time and seasonal staff and contracts with the Contra Costa County Office of the Sheriff for Police Services with a budgeted staffing level of 14 sworn positions. The City does not provide Fire and Emergency Medical Services, these are provided by an independent District – Moraga Orinda Fire District (MOFD). The City partners with MOFD on programs to the extent that they overlap with City services.

The City operates under a Council-Manager form of government with five atH.4.a Packet Pg. 121 Attachment: Request for Qualifications (3356 : Proposed Reorganization of Public Works & Facilities Maintenance) CITY OF ORINDA RFQ –Org Assmt
large Councilmembers elected to staggered four-year terms to govern the City.

The City Manager is responsible for implementing the Council’s policies, ordinances and directives, for overseeing the day-to-day operations of the City, and for making personnel appointments. City departments include:

Administrative Services, Planning, Parks and Recreation, Police, City Clerk, and Public Works and Engineering Services.

B. Background
The primary objective of this effort is to effectively partner with a firm to provide an organizational assessment and review of how the City currently provides it maintenance related services and what might be a more effective and robust structure, if any. Currently maintenance services and operations can be found in two Departments.

Public Works provides street, drainage, street sweeping, signal maintenance, and other related repairs and improvements throughout the City. The Public Works maintenance crew is also responsible for emergency and call-out response for events such as accidents and storms. The Public Works Maintenance Operation is headed by a Public Works Supervisor and has three full-time Maintenance Workers.

Parks & Recreation oversees parks and landscape maintenance, including within three Landscape & Lighting Assessment District areas (primarily through a major contract for services), is responsible for the maintenance of all city facilities; and oversees the City’s annual fire fuels reduction on City owned parcels. The Parks & Recreation maintenance division is managed by a Parks & Facilities Supervisor and has two full-time Facility Maintenance Workers supplemented by some part-time staffing.

Additional background information can be found in the City’s 2022-23 Budget, including the descriptions of the two maintenance related divisions, and their current operating budgets, and can be found on-line here: Budget It is anticipated that the findings and recommendations of this review and analysis will be utilized in the City Manager’s development of the next two-year budget which will cover the 2023-24 and 2024-25 fiscal years which will be presented for consideration in May 2023.

C. General RFQ Submittal Information
The City’s designated staff will evaluate proposals received. During the review process, the City reserves the right, where it may serve the City’s best interest, to request additional information or clarification from those that submit proposals, or allow clarifications, corrections of errors, or omissions.

The City reserves the right to retain all proposals submitted. Submission of a proposal indicates the Proposer’s acceptance of the conditions contained in this RFQ, unless clearly and specifically noted in the proposal submitted and confirmed in the contract between the City and the Proposer selected.

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The preparation of the proposal will be at the total expense of the Proposer.

There is no expressed or implied obligation for the City to reimburse responding Proposers for any expense incurred in the preparation of proposals in response to this request. All proposals submitted to the City shall become property of the City and will not be returned. If any information in your proposal isconfidential and/or proprietary, please further submit a separate, redacted copy for servicing public records requests.

The proposer may submit an alternative proposal (or proposals) that it believes will also meet the City's project objectives but in a different way. In this case, the proposer must provide an analysis of the advantages and disadvantages of each of the alternatives, and discuss under what circumstances the City would prefer one alternative to the other(s). If an alternative proposal is submitted, the maximum length of the proposal may be expanded proportionately by the number of alternatives submitted.

The City reserves the right to reject any or all proposals, in whole or part, to waive any informality in any proposal, and to accept the proposal which, in its discretion, is in the best interest of the City. Any proposer may withdraw his proposal, without obligation, at any time prior to the scheduled closing time for receipt of proposals. A withdrawal will not be effective unless made by e-mail or by telephonic notification received prior to the closing date. Proposals may later be referred to the City Council for appropriate action.

D. Proposal Submission Deadline
Proposals shall be submitted on or before:

Wednesday, October 19, 2022, at 3:00 p. m. as follows:

Electronic Proposal* (preferred) David Biggs, City Manager [email protected]
OR
As Alternative (If Firm Prefers) A Hard Copy May Be Delivered:

David Biggs, City Manager
RE: RFP RESPONSE
22 Orinda Way,
Orinda California 94563
For a complete list of the City’s contract terms and conditions, legal statements, and insurance requirements, please refer to the exhibits attached hereto.

D. RFQ Questions
Questions with regard to this RFQ should be submitted by e-mail to David Biggs, City Manager at [email protected].

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In order to allow adequate time, Consultants are encouraged to submit any questions or clarifications in advance of the final due date. It is preferred that all requests, questions, or other communications regarding this RFP shall be made in writing to the City via e-mail. Answers to substantive questions will be summarized and distributed by City staff to all Proposers without identifying the original source of the question. Firms should rely only on written statements issued by the City.

E. Schedule
The City reserves the right to make changes to the below schedule, but plans to adhere to the implementation of this RFQ process as follows:

RFQ released: September 27, 2022
Proposals due: October 19, 2022, at 3:00pm (PST)
Finalists selected: October 31, 2022
Presentations/Interviews (if necessary): Week of November 7, 2022 Vendor selected: November 14, 2022
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Packet Pg. 124 Attachment: Request for Qualifications (3356 : Proposed Reorganization of Public Works & Facilities Maintenance) CITY OF ORINDA RFQ –Org Assmt
III. SCOPE OF SERVICES
The City of Orinda intends to obtain the services of a qualified firm to provide the consulting services as outlined below. Best industry practices and/or best management practices may require additional services not explicitly enumerated.

The proposer should identify any additional services required, pricethem, and explain them in their response.

A. Project Scope
• Evaluate service delivery methods and outcomes, utilizing City Council, City Manager, Public Works and Parks & Recreation staff, and other key stakeholders input, to provide recommendations to improve maintenance and operational service delivery and outcomes.
• Evaluate staffing levels, positions, and contracted services in relation to workload to provide recommendations as to appropriate staffing levels. • Evaluate the current organizational structure utilized to provide maintenance related services and activities and provide recommendations as to the best structure for improved efficiency and service delivery.
• Evaluate the revenue and budget resources for the City’s maintenance operations and determine available/necessary funding levels to achieve the desired service level goals.

B. Possible Work Plan Components
• Initial Consultation with City Manager/Department Heads/Key Staff and Document Review
• Develop Interview Materials and Conduct Staff and City Council Interviews
• Survey Comparable Agencies
• Prepare Initial Findings and Recommendations
• Present Initial Findings and Recommendations with City Manager/Department Heads/Key Staff
• Prepare Draft Report for Review, Complete Final Report, and Present as Required.

IV. PROPOSAL OUTLINE TO BE SUBMITTED
The proposal shall be organized and submitted with the following elements:

A. Cover Page
B. Table of Contents
C. Executive Summary
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Provide a brief summary describing the proposer’s ability to perform the work requested, a history of the proposer’s background and experience providing services, the qualifications of the proposer’s personnel to be assigned to this project, any subcontractor, sub consultants, and/or suppliers and a brief history of their background and experience, and any other information called for by this request for proposal which the proposer deems relevant, including restating any exceptions to this request for proposal. This summary should be brief and concise to apprise the reader of the basic services offered, experience and qualifications of the proposer, staff, subcontractors, and/or suppliers.

D. Questionnaire/Response to Scope of Services
Proposer shall provide responses and information to fully satisfy a comprehensive response to the scope of services task listing. Please organize the response to items in Section V- Questionnaire, in the same order E. Attachments
The proposal shall be concise and to the point. Examples of previous work may be submitted as attachments, but will not necessarily influence the evaluation process.

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Packet Pg. 126 Attachment: Request for Qualifications (3356 : Proposed Reorganization of Public Works & Facilities Maintenance) CITY OF ORINDA RFQ –Org Assmt
V. QUESTIONNAIRE
A. Company and General Information

1. Company name and address.

2. Letter of transmittal signed by an individual authorized to bind the respondent, stating that the respondent has read and will comply with all terms and conditions of the RFQ.

3. General information about the primary contact who would be able to answer questions about the proposal. Include name, title, telephone number and email address of the individual.

B. Qualifications and Experience of the Firm

1. Describe your firm’s history and organizational structure. Include the size of the firm, location of offices, years in business, organizational chart, name(s) of owner(s) and principal parties, and number and position titles of staff.

2. What is the primary business of the parent company and/or affiliates?

3. Which office(s) of your organization will have primary responsibility for managing this account? List the members of your team who will be responsible for providing the services and for ongoing support. Describe the duties of these team members.

4. Provide the estimated number of hours (weekly) for each consultant team member providing services.

5. What is your firm’s experience conducting the services requested? Describe comparable services performed by your firm in the last five years, including the number of accounts, scope of service, and their status.

6. Comment on other areas that may make your firm different from your competitors.

C. Qualifications and Experience of Proposed Project Team

1. Describe the qualifications of staff proposed for the assignment, position(s) in the firm, and types and amount of equivalent experience. Be sure to include any municipal agencies they have worked with in the past three years and their level of involvement. A description of how overall supervision will be provided should be included.

2. Identify and provide the resume(s) of the personnel who will be assigned to this project.

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D. Questions/Response to Scope of Services

1. Describe the methods by which your firm will fulfill the services requested in the Scope of Services and subsequent sections.

2. Provide a statement of the service(s) that differentiate your firm from other respondents.

E. Fees

1. Provide your fees for the proposed services. Fee quotes should be detailed by service. If applicable, hourly billing rates by classification.

2. Outline billing and payment expectations, including timing and method of payment.

3. Describe any remaining fees not previously detailed in the above, i.e. for ad-hoc services and / or estimated reimbursable costs if any.

F. References
List the name, address and telephone number of references from at least three recent similar projects. Include a brief description of the work provided for each reference. California municipal or county projects are preferred. You may offer more than three recent similar projects if desired. The references should include the start date of the project, assigned personnel, and the date of completion for each project.

G. Implementation Schedule
Include a detailed implementation schedule with an estimated start date of October 10, 2022 and note key milestones and timelines for deliverables. Identify any assumptions used in developing the schedule.

H. Certificate(s) of Insurance
The City will require the successful Respondent (or Proposer) to provide Certificates of Insurance evidencing required coverage types and the minimum limits. See the attached City Draft Standard Agreement for more information on the City’s insurance requirements.

I. Standard City Professional Services Agreement
The City will require the successful company to execute a professional services agreement with the City. Please review the attached draft agreement and identify any questions, changes, or areas of concern in your proposal to the City. Any/all requests for changes to the agreement must be included with the responsive proposal. This includes the insurance provisions as outlined in the standard agreement. A company’s failure to respond with proposed changes to the draft agreement indicates their concurrence with its terms and conditions.

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VI. EVALUATION OF PROPOSALS
Proposals will be judged on the Proposer’s ability to provide services that meet the requirements set forth in this document. The City reserves the right to make such investigations as it deems necessary to determine the ability of the Proposer to provide services meeting a satisfactory level of performance in accordance with the City’s requirements. Interviews and presentations by one, several, or all of the Proposers may be requested by evaluators if deemed necessary to fully understand and compare the Proposer’s capabilities and qualifications. The adequacy, depth, and clarity of the proposal will influence, to a considerable degree, its evaluation.

Proposals will be evaluated on the basis of the following criteria, in no particular order:

1. Qualifications & Experience Section IV, B & C

2. Questions/Response to Scope of Services Section IV, D

3. Fees Section IV, E

4. References, Schedule & Required Forms Section IV, F – I As reflected above, contract award will not be based solely on price, but on a combination of factors as determined to be in the best interest of the City. After evaluating the proposals and discussing them further with the finalists, the City reserves the right to further negotiate the proposed work and/or method and amount of compensation.

Attachments:

A. Standard Services Contract
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Packet Pg. 129 Attachment: Request for Qualifications (3356 : Proposed Reorganization of Public Works & Facilities Maintenance) Elk Grove, California 95624 866-774-3222 www.Solutions-MRG.com Maintenance and Facility Management
Assessment
City of Orinda, CA
Prepared by:

Nancy Kaiser, Consultant
Rick Otto, Consultant
Wayne Tanda, Consultant
Carmen Valdez, Consultant
Municipal Resource Group, LLC
December 2023
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CA

Page 1 ends

MRG Report

TABLE OF CONTENTS
TABLE OF CONTENTS ......................................................................................................... 1 INTRODUCTION................................................................................................................. 2 CURRENT ORGANIZATIONAL STRUCTURE .......................................................................... 3 METHODOLOGY ................................................................................................................ 6 COMPARISON STUDY ........................................................................................................ 8 FINDINGS........................................................................................................................ 10 RECOMMENDATIONS...................................................................................................... 16 PRIORITIES...................................................................................................................... 21 CONCLUSION................................................................................................................... 23 APPENDIX A.................................................................................................................... 24 ABOUT MRG ................................................................................................................... 26 H.4.b
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MRG Report

INTRODUCTION
Nestled in the hills of the East Bay, the City of Orinda is a family-oriented community that enjoys its semi-rural setting and easy access to regional open spaces and commercial centers. Orinda was incorporated as a city in 1985, more than one hundred years after being established, which makes it a relatively new city. The city ensures that there is a stable community for the nearly 20,000 residents who call Orinda home.

There are five key functions the city provides within the 12.8 square-mile city boundaries, while other municipal services are provided by special districts or county service areas. The City of Orinda focuses on the following local government services:
 Administrative Services
 Parks and Recreation
 Planning
 Police (contract services with the Contra Costa County Sheriff’s Department)  Public Works and Engineering
Well-run local government paired with the natural beauty, hillsides, community culture, excellent schools, history, and unique location make Orinda a highly desirable place to live.

The City of Orinda retained Municipal Resource Group, LLC (MRG) consulting team to conduct an overall assessment of the City’s facility and maintenance operations that are managed by both the Public Works and Parks and Recreation departments. With a desire for an outside perspective, Orinda is looking toward the future and seeking opportunities to improve efficiency. Staff is motivated to complete a comprehensive assessment of maintenance operations that addresses a wide range of needs around facility management, maintenance operations, and organizational structure.

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MRG Report

CURRENT ORGANIZATIONAL STRUCTURE
Currently, maintenance and facility operations are shared by two City Departments: Public Works, and Parks and Recreation. The Public Works Department focuses on citywide infrastructure such as stormwater management, creek maintenance, drainage, street paving, graffiti removal, and green infrastructure. Other services include but are not limited to engineering services, construction project management, and red flag parking programs.

The Parks and Recreation Department focuses on parks and facilities management including park use and scheduling, parks and trails maintenance, facility use and reservations, facility maintenance, and sports fields maintenance use and scheduling, including school fields.

Landscape and median maintenance are also provided. Staff is responsible for the maintenance of the city hall, community center, and library complex which is the central hub of the community. The Department also provides programs and services that contribute to health and wellness such as youth and adult sports programs, summer camps for youth, and numerous programs for older adults.

In both departments, these services are performed using a combination of city staff and contractors. The Parks and Recreation Department oversees a contract agreement that provides for professional landscape management,
maintenance, and renovation services for sports
fields, neighborhood parks, school district fields,
right-of-way maintenance, and street medians, as
well as the community center, city hall, and
library complex. A contract with another vendor
provides janitorial services for city facilities
including city hall, library, and community center
along with park restrooms and the maintenance
facility at Wilder Ranch.

The Public Works Department utilizes contractors for various services necessary to complete their projects such as storm drainage needs, emergency work to correct damages, and construction efforts.

As illustrated in the 2022 Agency Organization Chart below, the Public Works, and Parks and Recreation departments are led by department directors who are responsible for facilitating, coordinating, and supervising the work of all operations. The departments utilize a supervisor position to manage the day-to-day tasks and activities while maintenance workers perform the work that is not contracted out. Specifically, to support their maintenance operations, the Parks and Recreation Department has one Parks and Facilities Supervisor and two Maintenance Workers. In addition to their regular park landscape maintenance duties and maintenance of the facilities, the maintenance workers also support facility use by preparing facility rooms for community use and meeting customer needs during activities (set up, take down, AV needs, light janitorial, etc.). The department has H.4.b
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MRG Report
recently been trying to grow its pool of part-time facility and gym attendants, and recreation leaders to augment the full-time staff.

In Public Works, there is one Public Works Supervisor and three Maintenance Workers. The three maintenance workers are responsible for downtown cleanup, storm drain and ditch maintenance and right-of-way maintenance. They also respond to emergency call-outs, storm repairs, and pavement repairs. Removing trees, brush, graffiti and other impacts is a part of their work along with special event traffic control.

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MRG Report
Senior City of Orinda
2022 Organization Chart
City
Attorney
HR Manager
City Manager
City Council
Office
Assistant
Director of
Planning
Director of Public
Works & Engineering
Director of Parks
& Recreation
Administrative
Services Director Chief of Police
Sergeant
(2 Contract)
Police Officers
(11 Contract)
Associate Planner
Assistant Planner
Sr. Admin Asst
City Engineer
Assistant Engineer
PW Inspector
PW Supervisor
Maintenance Worker

I/II/III
(3)
Sr. Admin Assistant
Senior Accountant
Accounting Tech. III
(2)
Rec Supervisor II
Rec Coordinator
(2)
Parks & Facilities
Supervisor
Sr. Admin
Assistant
FTE = Full Time Equivalent
All positions are 1 FTE unless otherwise noted
City Clerk
Facility Maintenance
Worker I/II
(2)
Admin Assistant II
(1.5 FTE)
Senior Engineer
Planning Technician
Sr Management Analyst
Education & Outreach
Coordinator
Micki Cronin
H.4.b
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METHODOLOGY
MRG conducted this independent assessment by means of zoom and telephonic interviews with internal stakeholders. Documents requested from and/or supplied by the city or sourced by MRG staff were reviewed. A brief comparison study of facility and maintenance operations of cities within Contra Costa County was conducted. MRG consultants also enjoy a strong familiarity with Orinda, having conducted previous assessments for the City, visiting the community, and living in close proximity.

Interviews
The MRG Team conducted a total of twenty interviews with staff that supervise programs and services, staff that provide direct services and programs, as well as the department directors that comprise the management team. Interview questions explored individual roles, specific work duties, challenges facing the city, organizational culture, operational strengths and weaknesses, internal communication and collaboration, resource availability and needs, and opportunities for new processes or solutions. The interview questionnaire can be found in the Appendix as Appendix A.

Documents
The documents reviewed by MRG include, but are not limited to the following:
 Organizational Charts
 FY 2022-23 Budget
 Job & Position Descriptions
 Vendor Contracts for Services (such as landscape maintenance)  City Manager Weekly Reports
 City Website Content
Comparison Study
A valuable tool in the analysis of organizational structures and operations is to conduct a comparison study of similar cities. MRG briefly examined other cities in Contra Costa County to identify facility and maintenance operational practices. Understanding staffing levels among cities of similar structures is helpful for strategic growth, managing work with staff vacancies, and implementing organizational change.

MRG briefly reviewed the cities of Antioch, Concord, Pittsburg, and Lafayette. These cities all utilize a combination of public works and parks and recreation department staff to manage the operations of facilities and oversee parks and landscape maintenance. Similar to Orinda, contract maintenance vendors provide park and landscape maintenance services including but not limited to mowing, tree and plant care, irrigation, and turf care. Public works departments H.4.b
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are responsible for long-term facility management and renovation as well as infrastructure planning. The parks and recreation departments are responsible for use, scheduling, and customer needs. Facility and landscape maintenance is managed in both departments: public works and parks and recreation.

H.4.b
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COMPARISON STUDY
The four cities were selected for comparison to demonstrate the similarities and differences between large and small cities, as well as the various types of facilities and parks within each community. Concord and Antioch are the two largest cities in Contra Costa County, while Pittsburg is one of the oldest communities. Lafayette is located on the Highway 24 Corridor and shares similar characteristics with Orinda.

In the City of Concord, the Public Works Department is responsible for building maintenance services for 68 buildings along with custodial services. A manager oversees the Facilities Maintenance Division, which includes graffiti removal along with building and janitorial services. The Public Works Department also maintains the city infrastructure such as creeks and streets. Parks are maintained by the Public Works Department through a position titled Manager for the Parks Division. The Recreation Services Department manages community facility use with a centralized reservation system, but individual community centers are responsible for carrying out the specific tasks of each use/event. Each center has a full-time coordinator who manages the event with a team of part-time staff (set-up, take-down, event/rental supervision).

In the City of Antioch, the Public Works Department provides maintenance service to Antioch’s roads, parks, marina, open spaces, and flood control areas. Antioch utilizes a master contract for parks and landscape maintenance and a janitorial service for most city facilities.

The public works operations division oversees the contract and meets the overall needs of the city infrastructure. The Recreation Department manages facility use for community centers and parks. A recreation supervisor oversees facility use and has a lead maintenance worker who manages a team of more than 25 temporary staff to provide light maintenance and janitorial services and all customer needs associated with community use in facilities, parks, and sports complexes.

Pittsburg accomplishes parks and landscape maintenance, along with trees and medians, internally utilizing city staff to perform tasks and duties. The Public Works Department has two H.4.b
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supervisors who each manage a crew of twelve maintenance workers. One crew maintains parks while the other crew maintains trees and medians. The city has a unique partnership with the County’s alternative (sentencing) work programs and the individuals assigned to these programs provide janitorial services for parks and buildings. As with other cities, long-term and capital planning for facilities is coordinated by the Public Works Department. The daily reservations, use, and customer service are provided by recreation staff that oversee each facility. They utilize seasonal and temporary staff for facility preparation and have enjoyed longterm relationships with numerous young professionals. A theater management company manages Pittsburg’s community theater through a professional services agreement.

Lafayette Parks, Trails, and Recreation Department oversees the maintenance and management of facilities, parks, and trails. A park maintenance supervisor manages contractors that provide comprehensive services: fields, parks, restrooms, trails, weeds, litter, parking lots, and roads for example. A facilities maintenance worker is dedicated half-time towards routine kitchen/facility maintenance, building maintenance, and facility janitorial needs. The Engineering and Public Works departments work together regarding the maintenance, operations, and repair of public facilities. Like Orinda, Lafayette’s community and recreation center is a former elementary school facility. The Parks and Recreation Director oversees the capital needs of parks and recreation facilities and coordinates their integration into the annual city CIP.

Cities across the region use a combination of staff and contractors to accomplish agency goals established for landscape and facility maintenance. Specific tasks are completed by various departments that work together. It is more common to have facility oversight in the public works department to better manage planning, CIP development, and infrastructure sustainability. Parks and recreation departments typically oversee park and landscape management, facility use coordination, light/task needs, and customer service. Parks and recreation departments also take on leadership roles in managing public art programs, volunteer services, and community engagement.

There are several resources within the public works and parks and recreation professions that provide standards and metrics for developing performance measurements, standards, and benchmarks for facilities, parks and landscapes, and street medians. Certifications for individuals and agencies are goals to strive towards, which strengthen the sustainability of assets.

H.4.b
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FINDINGS
Being one of the smallest cities in Contra Costa County in terms of population, the City of Orinda has one of the smallest General Fund budgets in the county. Accordingly, Orinda also has one of the smallest number of staff members among Contra Costa County cities. As detailed in the findings below, the small number of staff members results in several challenges for the city, particularly in the maintenance functions within the Public Works, and Parks and Recreations departments – the focus of this report. While maintenance staff are able to complete most routine day-to-day tasks, they have minimal time to perform other essential duties such as long-range planning, preventive maintenance, special projects, employee training and development, and operational analysis. Maintenance staff are hardworking and committed to the community. However, they
have no additional bandwidth to take on new
responsibilities or unexpected assignments.

This lack of capacity was evident during the
Winter 2023 wind and rainstorms that
significantly impacted City maintenance
operations. It is also evident within the facility
maintenance operations, which seems to be
an ancillary function of Park and Recreation
maintenance.

Unfortunately, this status has resulted in
facility maintenance being underserved,
particularly as it relates to long-term maintenance. The maintenance staff for Parks and Recreation is responsible for four City parks and six Orinda School District athletic fields, in addition to five City facilities. Maintenance of the parks and athletic fields seems to take precedence over the City facilities, which is not unusual in a dual-role maintenance operation that only has one supervisor. In general, the park and recreation staff's responsibilities have increased with the addition of the scheduling and maintenance of school sports fields.

Like many cities in the region, Orinda relies on contract services to complete maintenance tasks including repairs and updates. There appears to be a positive day-to-day working relationship between staff and contractors, however, the long-term management of contracts and services lacks timely oversight by staff. The comprehensive agreement for parks, fields, streetscapes, school fields, and sports fields has been amended several times without a thorough evaluation and review. There do not appear to be robust files that demonstrate whether the contractor is meeting standards or following resource management best practices. Agreements have been amended to meet the needs of the city when required but there has not been a strong effort to shop for new or different vendors that may be able to provide better services and/or better pricing.

H.4.b
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Based on some observations, the condition of median island landscaping could be improved.

Overall, work output and service outcomes are not measured which makes the evaluation of conditions challenging. Improvement requires greater efficiency and effectiveness between staff and contractors along with enhanced evaluation of the contractor’s work output.

The Parks and Recreation Department is responsible for scheduling and reserving city facilities, parks, sports fields/complexes, and school fields. The city utilizes online scheduling and software in the process of reserving and confirming use followed by staff assistance in finalizing the rental reservation. The
recreation staff coordinates use
with parks and maintenance staff
as well as maintenance
contractors. Currently, facility
use relies on the full-time regular
maintenance staff to support the
rental needs, which staff believes
provides consistent service and
ensures facilities are ready. In
addition, the Department uses
temporary help known as facility
attendants to assist in these tasks
such as room set-up, however,
the temporary help is not consistent as there does not seem to be a focus on recruiting yearround. Across the region, parks and recreation departments report on the difficulty of recruiting and hiring temporary workers for positions that support facility uses (set-up, takedown, light janitorial, event security). The job description for facility attendant references working on weekends, at night, and during events. Other temporary help positions within the city assist with recreation programs and events, public works needs, and special projects. A “gym attendant” temporary position is assigned to Wagner Ranch school gym activities only.

Public art has been highly valued in the Orinda community for generations and the oversight for public art lies with the Parks and Recreation Department while community and volunteer organizations ensure that public art is well maintained. Long-term repair and restoration of public art receives some funding from the City and there are no public art restoration projects identified in the 2022-2027 Capital Improvement Plan Budget. A small amount of community art is included in facility management such as murals and tiles and these repairs are the area of focus for staff.

Provided below are the identified strengths and weaknesses of the City’s maintenance operation:

Strengths

1. City Staff enjoys working for the City and they like their jobs.

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2. City staff is focused on providing excellent service to the residents of Orinda; staff receive positive feedback from residents.

3. Public Works, and Park and Recreation maintenance staff work well together, and assist each other when requested.

4. Public Works and Parks and Recreation maintenance staff feel positive that they are able to accomplish their basic day-to-day work responsibilities; multi-tasking efforts are handled.

5. The condition of parks, open space, and infrastructure maintenance appears to meet the demands of the public.

6. Facility maintenance staff have skillsets to support minor maintenance needs, painting, plumbing, and small electrical for example.

7. Staff functions well with low technological support; comfortable with hand-written checklists, phone calls for support, and daily “scrum-like” meetings.

8. Parks and Recreation staff have a strong sense of customer service regarding facility, park, and field reservations as well as actual customer use.

9. All hands are on deck when the city has an emergency in public spaces, roads, parks, and facilities.

Weaknesses

1. There are limited operational maintenance standards for public works, parks, and facility maintenance.

The standards regarding the condition of city assets and the level of maintenance services are not robust and have not been updated as conditions change. This lack of operational standards results in a lack of accountability for staff. As such, there is limited opportunity for program evaluation and system improvements. In addition, maintenance contracts for stand-by and ongoing work have limited or outdated standards to measure contract compliance. There are operational maintenance standards for items such as road way maintenance, street sweeping and other public works tasks.

2. Technology and asset management systems are not included in the operations of public works, parks, and facility maintenance but are in areas such as pavement maintenance.

Staff do not track work performed by the maintenance crews, do not utilize a work order management system, nor utilize an asset management system. Further, there is no sharing of data between the maintenance operations within the Public Works and Parks and Recreation departments. The City is lacking access to some essential technology-based operational tools that could improve the maintenance functions. As a result, work output and service outcomes are not tracked or measured. Currently, public works maintenance staff “tracks” daily work activities in a notebook, however, that data is not used or reviewed once it is filed. Finally, as work output is not tracked, the City is not able to evaluate its operational costs to determine the appropriate fees for field and facility rentals.

H.4.b
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3. There is minimal short- & long-term preventive maintenance on City facilities, particularly at the City Hall complex.

City facilities receive a basic level of maintenance that is primarily driven by daily service requests from various sources. As nearly all maintenance activities are reactionary in nature, there is minimal preventive maintenance of City facilities. City buildings can be complex structures that require ongoing oversight and preventive maintenance to ensure efficient operations. Systems such as HVAC, lighting, plumbing, and electrical require planned preventive maintenance. Unfortunately, there is an inadequate level of preventive maintenance activity for the City facilities. As a result, certain systems do not operate correctly or efficiently.

4. Facility maintenance and Public Art Programs are ancillary functions within the Parks and Recreation Department.

Facility maintenance is comingled with park and field maintenance. As a result, it appears facility maintenance efforts are secondary to park and field maintenance. Further, the same staff members who are assigned to perform facility maintenance are also responsible for room setup, room teardown, and AV needs. Therefore, the limited time staff is able to spend time in the facilities gets allocated to customer service support rather than facility maintenance. Likewise, public art installments such as the tile mural at the library are receiving less than adequate annual management efforts and repair/renovation funding to address preservation.

5. Temporary and seasonal help for facility rentals is not robust or well organized.

The Parks and Recreation Department has a very small team of temporary and seasonal “substitutes” that augment the regular facility staff. The department has made a concerted effort to grow and retain its pool of part-time facility attendants, gym attendants, and recreation leaders as the department staffed up for the 2023 summer season. Until recently, the department had five facility attendants, three more than previously. The Recreation Leader/Specialist pool is currently 15 people with additional Recreation Program Specialists in the process of being hired. Focus is being paid to encouraging these part-times to return for other seasons, and in some instances, to be available to be used year-round. In addition, we also have two part-time gym attendants available. While there is a pool of temporary staff used to fulfill the tasks to support facility use, parks and field use, and school field use, their utilization should be more coordinated. As a result, full-time crews may spend more time supporting facility rentals and less time accomplishing parks and landscaping maintenance tasks not performed by the contractors. It should be noted that the temporary employees accounted for approximately 3,000 hours annually in support of facility rentals. However, this time is not reflected as an equivalent FTE in the City’s budget or organizational chart clearly.

6. Staffing levels for public work, facility, and park maintenance operations appear to be inadequate.

During FY 2018, due to fiscal constraints, the City eliminated one of four maintenance worker positions in Public Works and one of three facility maintenance worker positions in H.4.b
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Parks and Recreation. Those two positions have not been restored to date. Correspondingly, both maintenance operations appear to be understaffed as the remaining five maintenance workers are limited to performing their routine day-to-day tasks. They have minimal time to perform other essential duties such as preventive maintenance, special projects, and operational analysis. Further, for safety reasons, certain tasks require multiple maintenance staff members to be present on the same job site, such as work along or within the roadway or in a trench. Consequently, the entire crew must support those tasks which reduces responsiveness to other assignments.

7. City staff lacks proper facility management training and/or experience.

City buildings and facilities are complex structures that require a certain amount of expertise to effectively manage. To date, management and line staff responsible for facility maintenance have not received comprehensive training on facility maintenance and oversight. This lack of expertise hinders the City’s ability to adequately manage its facility infrastructure. This lack of expertise also hinders the planning and implementation of facility capital improvement projects. Also, the unusual work schedule among facility staff prevents them from educational opportunities (different start and end times each day).

8. There is significant negative feedback toward the janitorial contractor for City facilities. The janitorial contractor is responsible for janitorial services in City facilities and park sites.

During the interview phase of this assessment, there was significant negative feedback from City staff on the quality of services provided by the contractor. Unfortunately, due to the lack of performance standards in the existing contract, evaluating the current service level is difficult. As such, staff has not shared the “lack of performance” outcomes with the contractor. Likewise, the landscape maintenance contract has minimal specifications and outdated or low standards for service levels. As a result, it may be unclear to the contractor (and the City) as to specific roles and responsibilities.

9. There is a lack of identification of responsibilities for each position in the maintenance operation.

The five maintenance workers (three in Public Works and two in Parks and Recreation) are working from older position descriptions; the newest revised date being 2013. The current tasks may be a result of unclear specific job responsibilities, which may result in redundancies and a lack of efficiency in performing assignments. For example, the facility maintenance worker's task of “preparing facilities for public use” is not prominently listed yet today is a high percentage of work allocation. Utilizing older job descriptions results in a lack of clarity regarding maintenance standards, and certain roles and responsibilities.

10. There is minimal effort to promote succession planning in maintenance functions.

While employee retention does not appear to be an issue within the maintenance operation, there does not appear to be an emphasis on succession planning, professional development, and cross-training. This harms an organization when vacancies occur at the supervisory level as well as within the frontline staff. The City is beginning to address H.4.b
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retention and succession planning beginning with FY 2023-24 by blending the maintenance worker levels I, II, and III as one budget instead of specific positions. Public Works is beginning to address succession planning.

H.4.b
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RECOMMENDATIONS
According to the National Recreation and Park
Association (NRPA) maintenance program
guidelines, each organization has unique challenges
and concerns that must be reflected in a
maintenance program. Nevertheless, there are basic
elements that provide for a quality maintenance
program:
 Organize well – function efficiently and
effectively.
 Establish maintenance goals, objectives, and
standards.
 Use time, personnel, equipment, and
materials well.
 Develop work schedules based on
established policies and priorities.
 Emphasize preventative maintenance.
 Provide and ensure that adequate resources are available.  Incorporate environmental stewardship into maintenance.  Assume responsibility for visitor and employee safety.  Ensure compliance with regulations at federal, state, and county levels.  Make maintenance a primary concern during planning, design, and construction.

The below recommendations are based on these national guidelines as well as the general premise of both the parks and recreation and public works industries, along with the findings noted within this report.

1. The City needs a designated Facility Maintenance Team.

To adequately address the maintenance and operations needs for the City facilities, it is recommended that the City establish a new Facility Maintenance Team that is comprised of a Facility Maintenance Supervisor and a Facility Maintenance Worker. Both the recommended Facility Maintenance Supervisor and the Facility Maintenance Worker positions would be new positions for the City. The Facility Maintenance Team would be responsible for the maintenance and infrastructure management of all City facilities, including the community center, city hall and library complex, and all park buildings. Finally, the Facility Maintenance Team would be responsible for overseeing the janitorial contract for all City facilities. The Facilities Maintenance Team would focus on the operational efficiency and preventative maintenance needs of these facilities.

H.4.b
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Recommended Staffing Model
Alternative Staffing Model
Recommended Staffing Model
New Positions:
 Facility Supervisor
 Maintenance Worker
Alternative Staffing Model
New Positions:
 Public Works Maintenance Superintendent
 Maintenance Worker
Transferred from P&R Department:
 Park & Facility Supervisor
 2 Maintenance Workers

2. The new Facility Maintenance Team should be assigned to the Public Works Department.

For better coordination of city-wide infrastructure management, it is recommended that the new Facility Maintenance Team be assigned to the Public Works Department. The new Facility Maintenance Worker would report to the new Facility Maintenance Supervisor, who would report to the Public Works Director. Public Works has institutional knowledge about the facilities, the engineering staff to address major technical issues and experience in managing capital projects. Field, park, and landscape maintenance would remain in the Parks and Recreation Department with the existing Parks Supervisor and two maintenance worker positions remaining in the department to address field, park, and landscape maintenance tasks and assist with facility customer service. The Parks and Recreation Department would continue to maintain the grounds surrounding all facilities as part of administering the citywide landscape maintenance contract. Therefore, in summary, this recommendation results in the Public Works Department being responsible for public works and facility maintenance, while the Parks and Recreation Department is responsible for field, park, and landscape maintenance. An alternative to this recommendation is also moving field, park, and landscape maintenance functions from the Parks & Recreation Department to the Public Works Department so that the department addresses all maintenance activities in the City. If the City wishes to proceed in this direction, then a new Public Works Superintendent position should be added to oversee the entire maintenance division while eliminating the need for the recommended Facility Maintenance Supervisor as noted above. Below are organizational charts reflecting the recommended staffing model as well as the alternative staffing model.

H.4.b
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3. The City should update the Job Descriptions for maintenance staff members.

To provide clarity of roles and responsibilities within the various maintenance operations, it is recommended that the City update the job titles and descriptions for all positions related to parks, public works, and facility maintenance to ensure consistency throughout the three functions within the City. As noted earlier, position descriptions were last updated in 2013.

With the proposal to establish a Facility Maintenance Team, the new maintenance worker proposed to support the program could be classified as a “Facility Maintenance Worker” while the two existing “Facility Maintenance Workers” remaining with the Parks and Recreation Department could be reclassified as “Park Maintenance Workers” with their duties reflecting field, park, and landscape maintenance tasks. Alternatively, to allow for future flexibility, all maintenance workers in the City can be simply classified as “Maintenance Workers” with a comprehensive description of all duties, which allows them to work in any of the maintenance functions or departments. This option may support more positive succession planning. The part-time “facility attendant” job description should be updated to reflect work hours during daily normal business hours in addition to nights, weekends, and events. This position should not be a filler position but should be considered integral to facility use and operations.

4. Fuel Modification Activities Remain with the Parks and Recreation Department.

Fire services are provided by the Moraga-Orinda Fire Protection District. The District’s Fire Prevention Division, under the direction of the Fire Marshall, administers the Hazardous Wildfire Fuels Reduction Program. The program requires the removal of combustible materials around structures, the provision of fuel breaks, and the clearance of roadside vegetation. The affected City properties include its parks, roadside landscaping, and city facilities - City Hall, the Orinda Community Center, the Wagner Ranch Gym, the Ranch House at Wilder Park, and the Orinda Library. Currently, the Department of Parks and Recreation is responsible for these properties and has integrated the Fire Protection District’s fire fuel reduction requirements into its routine landscape maintenance activities. It also coordinates an annual contract to ensure the Orinda Oaks Open Space complies with the District’s fire fuel reduction requirements. The proposed reassignment of facilities from Parks and Recreation to Public Works is focused on the city’s buildings. Responsibility for the surrounding landscaping would not change and therefore would remain the responsibility of the Department of Parks and Recreation. The actual landscaping work would continue to be performed by a contractor under the direction of Parks and Recreation staff.

5. Winter Storm Response Remains with the Public Works Department.

The preventive and responsive services related to winter storms would continue to be the responsibility of the Public Works Department with, as needed, the support of the Parks and Recreation landscape contractor. The proposed creation of a facility maintenance unit would add two positions to the existing four positions in Public Works maintenance. The sixmember section should be deployed by the Department as needed in response to storm events. The maintenance staff in the Parks and Recreation Department would continue to provide preventive and response services in parks, as well as augment the Public Works maintenance team as needed during winter storms and other emergency events.

H.4.b
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6. The City should evaluate staffing levels within the maintenance functions.

As mentioned in the Findings, two maintenance worker positions were eliminated in FY 2018. Anecdotal feedback during the interviews suggests that due to those “vacancies”, existing maintenance staffing levels in both departments are inadequate to currently meet demands. However, since there is minimal analytical data available to evaluate the appropriateness of existing staffing levels, we are unable to recommend additional maintenance staffing at this time. Therefore, it is recommended that the City begin to collect and evaluate work data over the next 12 to 18 months to better assess appropriate maintenance staffing levels.

7. Facility Coordination (setup/breakdown) should remain in the Parks and Recreation Department and become more formalized.

While the Park and Recreation Department currently is allocated a specific amount of financial resources to fund the temporary part-time staff to support programming and rental at City facilities, they should work with the Human Resources staff and the Budget team to clearly establish and identify budgeted part-time positions for the temporary parttime staff members. Further, these positions (and the allocated hours or full-time equivalency) should be reflected on the Department’s organizational chart. This will provide the Department with a clear understanding of what staffing resources are available and how to better utilize them.

8. The Parks and Recreation Department should develop a stronger facility team.

Recreation and/or administration staff should be responsible for developing a team for facility use including set-up, take-down, customer needs, light janitorial, and security for example. By moving this use administration to recreation, the Parks and Facility Supervisor will have more time to oversee landscape maintenance contracts including performance service measurement. This team may include regular park maintenance employees but should also include a more structured temporary/seasonal team and incorporate training, formal schedules, and consistent assignments as a basic start. Such staff could continue to be part-time recreation leaders or facility attendants as well as temporary maintenance workers that are specifically assigned to coordinate and facilitate facility rentals.

9. Operational Standards should be established for all maintenance functions.

It is recommended that the City prepare operational standards for all maintenance functions within Public Works, and Parks and Recreation. Clear operational standards provide for increased efficiency and accountability.

10. The City should utilize technology to issue service requests and track work performed.

It is recommended that a technology-based work order management system be established for all maintenance functions. Such systems allow for better scheduling of daily tasks as well as needed preventive maintenance efforts. These systems also track completed work which allows for future program evaluation. As such, basic performance metrics could begin by addressing response time to make repairs, standby, emergency needs, and facility use, which aids in the analysis of time management. The City may also want to invest in an asset H.4.b
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management program that provides a technology-based infrastructure management application. Some vendors provide applications that serve both functions (work order management and asset management) within one comprehensive platform.

11. The City should establish a comprehensive preventive maintenance program for City facilities.

It is recommended that the City establish a comprehensive infrastructure preventative maintenance program which is led by the Public Works Department. This effort could begin with a review of recent facility evaluation reports followed by an updated evaluation of the condition of assets and other city infrastructure including streets, landscaping, parks/fields, buildings, and open space. The City can have a third-party vendor accomplish this task.

12. Staff responsible for facility maintenance should be properly trained on infrastructure systems.

It is recommended that staff responsible for facility maintenance be properly trained on infrastructure systems. This recommendation is relevant regardless of whether the City establishes a Facilities Maintenance Team and/or moves the function to the Public Works Department. There are local training programs and educational opportunities at community colleges, trade associations, and professional organizations. Additionally, department directors and supervisors for Parks and Recreation and Public Works should participate in professional development opportunities.

13. The City should solicit new bids for janitorial and landscape maintenance contracts.

It is recommended that prior to the City issuing a new Request for Proposal (RFP) for services, the City should update all performance measures and levels of service/resource management. Since the original landscape maintenance contract was issued the City took over maintenance for school fields. Also, building janitorial services is not performing to standard but clear performance measures are needed to effectively implement a service contract. The updates in the RFP need to have a section that identifies a clear approach for evaluation services. Note, the RFP for landscape maintenance services was opened for bid submittals in fall 2023, the RFP for custodial services will open for bids before January 2024.

14. The City should review its operational costs for field and facility rentals to determine if the current fee structure is commensurate with the operational costs.

It is recommended that revenue and cost recovery policies be updated to ensure that fees and charges meet city goals and revenue projections.

15. A Public Art maintenance program should be reinstated.

It is recommended that staff research public art files and documents and recreate a basic history of each public art item: type, dates of installment, artist, materials, estimated life span, etc. The City should strengthen partnerships with community organizations to ensure art preservation and budget funding each year to support emergency repair and/or renovation.

H.4.b
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PRIORITIES
Orinda prides itself on providing excellent
service in a fiscally responsible manner and
promoting a safe, healthy, and vibrant
community. The city has a unique
opportunity to re-structure maintenance
operations and strengthen parks and public
works functions that supports this mission.

Beginning July 1, 2023 and moving towards
mid-year budget in Fiscal Year 2023-24,
then adopting implementation Fiscal Year
2024-2025, Orinda can accomplish the
items outlined in the recommendations.

Following is a prioritization and implementation plan for the recommendations, in order of priority.

Implement Within Six Months
 Update job descriptions for maintenance staff positions. Establish the facilities maintenance team of a supervisor and worker. Re-organize maintenance functions so that facility maintenance, infrastructure, and long-term CIP planning is under the Public Works Department.
 Review and re-organize facility use functions in the Parks and Recreation Department and develop a stronger team of field, park, and landscape maintenance workers to service reservation and customer needs. Include regular park staff, recreation staff, administrative staff, and temporary employees.
 Alternative: Re-organize maintenance function so that all maintenance activities are under the Public Works Department. This alternative would necessitate the need for a new Public Works Maintenance Superintendent position.

Implement within 12 Months
 Review current performance metrics for staff and contractors that have landscape, facility, streets/utilities, and parks maintenance responsibilities. Update to meet current standards that are recognized by professional organizations and trade industries.  Establish a work order system.
 Research technology applications to utilize in park, landscape, and facility maintenance operations; designate a new facility maintenance supervisor as lead manager.  Review previous RFPs that were issued for landscape and janitorial services and update the performance metrics to reflect current standards.

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 Issue and release RFPs to seek new contractors and/or update current contract agreements.
 Evaluate current maintenance staffing levels in both departments to determine if staff levels are appropriate to address current and future anticipated demands.

Implement within 18 Months
 Create a professional development and staff training program for all levels of staff that focuses on maintenance oversight (for supervisors/manager), maintenance and repair, and renovation (for front line staff). For example, Maintenance Management Education and Training offered by California Park & Recreation Society, and the Facilities and Grounds Management Certificate program offered by the American Public Works Association. Training and documentation in areas such as operating small tools or basic electrical work should be formalized.
 Research the previous public art program files to inform and strengthen public art maintenance that is closely aligned with overall facility maintenance. Enhance community partnerships that support public art maintenance including funding.

Incorporate a “sinking fund” for public art linked to facility maintenance in Fiscal Year 2025-2026.
 Update the revenue and cost recovery policies prior to adopting new fees in FY 2025- 2026 to ensure that the city is meeting goals and generating appropriate revenues.

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CONCLUSION
The City of Orinda solicited the MRG consulting team to conduct an overall assessment of the City’s facility and maintenance operations that are managed by both the Public Works and Parks and Recreation departments. With a desire for an outside perspective, Orinda was looking towards the future and seeking opportunities to improve efficiency. Following a thorough evaluation, the MRG consulting team completed a comprehensive assessment of maintenance operations that addresses a wide range of needs around facility management, maintenance operations, and organizational structure.

This report includes 15 recommendations to be implemented over the next 18 months. The goal of the recommendations is to improve facility maintenance management, better utilize technology, increase staff and contractor accountability, and ensure maintenance program fiscal sustainability.

While the fiscal impact of the 15 recommendations has not been identified, among the recommendations is a proposed new Facility Maintenance Supervisor position (or new Public Works Superintendent position if the City proceeds with the Alternative Recommendation) as well as a new maintenance worker to support facility maintenance. It is also recommended that the City conduct a further evaluation of current maintenance program staffing levels to determine if one or both previously eliminated maintenance worker positions need to be restored. In addition, there is also a recommendation that calls for increasing part-time facility support staff to address facility rental use needs. Further, there are recommendations that require additional funding needs, including a public art restoration program, additional staff training, and an infrastructure assessment. It is acknowledged that adding any new positions or programs to the City’s budget is difficult, however, the City needs to properly manage its facility infrastructure in the future to ensure sustainable long-term use.

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APPENDIX A
A. Questionnaire
DATE:

Describe project and the process and why we are interviewing staff. State that MRG is working as a designee of the City of Orinda. The interview will assist us with identifying information, best practices, and opportunities for enhancing landscape and facility maintenance.

Name:

Official Classification Title/Working Title:

Work Location:

How long have you been with the City of Orinda?
How long have you been in your current position?
MAJOR
 How do your work responsibilities connect and relate to maintenance of parks, facilities, open spaces and other amenities?
 Do you feel that maintenance operations meet the standards for parks & facilities? How do you know?
 How do you measure success in getting the job done?
 Where do you see strengths in your work group? What about weaknesses?  If you could make one major and one minor change that would have the greatest impact on the overall maintenance of parks, facilities, and other open spaces or areas, what would that be?
MINOR
 Do you work with or cross paths with MCE crews or other parts of the maintenance contract? How?
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 Are there any resources, training, materials that would help you do your job better?  Are you aware of the Town’s Emergency Response Plans? Are you involved? What is the plan?
 What do the town residents say about parks, facilities and open space maintenance?  To help us understand your organizational structure, can you tell us name and title of your immediate supervisor?

SUPERVISORS AND MANAGERS
 Do you supervise others? Whom?
 What Kind of Supervision do you exercise?
Train others in assigned duties
Assign work to other employees
Review the work of other employees
Evaluate the work of other employees
____ Train, Assign, Review the work of volunteers
Provide information on employee evaluations
Conduct employee performance evaluations
Recommend disciplinary action for employees
Recommend hiring and firing of employees
 Communication – What are the communication tools used to communicate with staff  City Issues
 Departmental Issues
 Divisional/Office Issues
 The City, along with other local agencies, regularly looks for ways to operate more efficiently and utilize resources strategically? What are your thoughts on changing the structure for providing services? Have you ever considered consolidating other services?  How would you organize any services left over if there is a change or consolidation of maintenance? What are your thoughts on a new organizational structure? H.4.b
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ABOUT MRG
In 2008, six colleagues combined their experience and skills to form a new consulting firm with the intention to provide cities, counties, and government agencies with professional strategic services. The result was Municipal Resource Group, founded on a shared commitment to create for clients innovative and transformational solutions to leadership, governance, human resources, financial management and other complex organizational challenges.

The six-member group grew as a firm affiliated with top retired public-sector executives and leading subject matter experts with decades of experience who wanted to serve organizations in both the public and private sectors. In 2014, Municipal Resource Group made a quantum leap to a full-service professional firm of 27 consultants, as cities and counties recovering from the Great Recession reached out for organizational assistance in strategic planning and assessing the current status of their workforces.

Municipal Resource Group rebranded to MRG to reflect the firm’s evolution to include privatesector entities among its more than 250 clients. From healthcare to high-tech, retail to regulatory, MRG’s team of more than 60 affiliated consultants offer their clients an everbroadening range of expertise. The rebranding builds on MRG’s track record of success.

MRG has consolidated its practice areas into a set of seven core services:
 Leadership Development and Strategic Services
 Project Management and Organizational Assessments
 Workplace Investigations
 Training, Coaching, and Staff Development
 Chief Executive Officer Evaluations
 City Council and Board Governance
 Financial Management and Fiscal Sustainability
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CONSULTANT BIOS
Nancy Kaiser
Nancy Kaiser has over 30 years of experience providing parks and recreation services to communities in Northern California.

For nearly ten years, Nancy has provided consulting advice to local recreation agencies and nonprofit organizations. Recent projects include assistance to communities in developing strategic plans, master plans and needs assessments in the areas of park development, park and resource management, and recreational services and programs. Nancy has also assisted cities with organizational assessments to ensure that staff remains successful in providing highquality services critical to livable cities. Nancy’s unique background also includes projects and programs that enhance youth and teen relationships to nature and the outdoors, which strengthens community stewardship into the future.

In addition to planning and assessment projects, Nancy has been successful in researching, analyzing, and securing grant funds from government funding programs and private sector funders. She can assist local agencies and communities in exploring alternative funding opportunities, partnerships, and unique collaborations in order to sustain services or introduce new programs.

Prior to her consulting work, Nancy served as the Parks and Recreation Director for the Cities of Antioch and Oakley. She created a Parks and Recreation Department soon after Oakley’s incorporation. In this capacity, she facilitated and encouraged community involvement, developed a comprehensive parks, recreation, and trails master plan, managed park development projects, and created a Resource Management Plan to implement quality park and recreation programs. Several of Nancy’s signature programs and services are still provided after 10 years, and they contribute towards a sense of place and community.

Nancy has also served as the Parks and Recreation Director for the Cities of Flagstaff, Arizona, and Folsom, California, and the Cameron Park Community Services District in El Dorado County, California. Nancy was also employed by the East Bay Regional Park District for over six years managing areas of interpretive services and education. Her experience and background are well-rounded; she also worked in county government and state government, as well as served as executive director for regional nonprofit organizations.

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Rick Otto
As the former City Manager for the City of Orange, Rick Otto understands the many challenges today’s local government leaders face on a daily basis.

Rick successfully navigated his organization through the pandemic, recessions, periods of political transition, local emergencies, and community tragedies. His compassionate, collaborative, and results-orientated leadership style allows him to create and foster a positive workplace environment and to forge excellent working relationships with political leaders, labor associations, community groups, and fellow city and county managers.

Rick has over 32 years of local government experience working for small and medium-sized cities in Southern California. In addition to serving as the City Manager for Orange, a full-service city with an annual budget of $200 million and 750 employees, Rick also served as their Assistant City Manager, Community Development Director, and Economic Development Manager. Prior to his tenure in Orange, Rick worked for three small contract cities in Los Angeles County: Rancho Palos Verdes, La Mirada, and Temple City. Throughout his career, Rick has been involved in nearly every aspect of local government, including land use planning, historic preservation, citizen engagement, affordable housing, economic development, finance and budgeting, capital projects, information technology, labor negotiations, staff development, and public safety coordination.

Rick brings his unique and diverse background to clients by specializing in Organizational Assessments, Operational Reviews, Executive Evaluations, Staff Development and Mentoring, Strategic Planning, Fiscal and Economic Development Analysis, and Land Use Entitlements.

A facilitator of governmental regionalization, Rick has chaired numerous regional committees including the Metro Cities Fire Authority, the Orange County Animal Control Taskforce, the Orange County City Manager’s Solid Waste Committee, the North Orange County Cities Homelessness Coalition, and Orange County City Manager’s Homelessness Task Force.

In addition to his professional achievements, Rick earned a Bachelor of Arts in Public Administration and a Master of Public Policy and Administration, both from California State University, Long Beach. Rick is a frequent guest speaker for public policy and journalism classes at California State University, Fullerton, and Chapman University. He also was a speaker for the American Planning Association. Finally, Rick is proud to have been a Disneyland Cast Member and still uses that customer-centric approach with his clients.

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Wayne Tanda
Wayne Tanda provides consulting services to local jurisdictions in the areas of public works, engineering, and transportation.

He is skilled in organizational analysis and development, strategic planning, leadership, and management. Wayne is experienced in executive coaching, teambuilding, and workload and project management analysis. He has assisted local jurisdictions through organizational assessments, personal coaching, training, and forensic analysis.

As a registered professional civil and traffic engineer in the State of California, Wayne understands the technical aspects of engineering and the operations and maintenance of public works infrastructure. This knowledge is complemented by a wide breadth of experience in leading and managing city and county departments.

Prior to affiliating with MRG, Wayne served in key positions in local agencies for 40 years. He was the General Manager of the Los Angeles Department of Transportation, overseeing one of the largest municipal transportation departments in the nation. For five years he was the Director of the Monterey County Resource Management Agency, responsible for public works, planning, building services, redevelopment, housing, and general services. For more than a decade Wayne was a department head in the City of San Jose, responsible for the City’s transportation system and the maintenance of public works infrastructure. He also served in senior management positions in the Departments of Aviation (San Jose International Airport), Parks and Recreation, Traffic, and Public Works. Throughout his public sector career, Wayne led initiatives that focused on customer service, instilled innovation, measured results, developed staff and created accountability.

Wayne has a Certificate for State and Local Senior Executives from Harvard University and is an alumnus of San Jose State University with Bachelor’s and Master’s degrees in Civil Engineering.

He also has a Master’s Degree in Public Administration from Golden Gate University. Wayne has been active in professional engineering and public works organizations for 25 years, serving as the chair of various national committees and speaking at numerous conferences, seminars, and meetings. He continues to teach a graduate course on leadership and management at San Jose State University and received the prestigious Award of Distinction from the University’s College of Engineering in 1998.

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Carmen Valdez
Carmen Valdez is an experienced Human Resources professional with over 30 years of experience developing results in all areas of human resources management.

Carmen Valdez provides support and human resource services to public and private agencies in the areas of general human resources, classification and compensation, recruitment and testing, policy development, executive search, negotiations preparations and support, performance management, organizational development, discipline, and other employee relations activities.

She is skilled at development of processes and programs to recruit and retain staff and has recently developed a series of exit interview protocols for several public agencies. She is adept at working with managers to problem-solve their most challenging recruitment issues.

As an experienced HR professional, Carmen assists business owners, managers, and supervisors with complex employee and HR management issues that arise in the public sector and hone their ability to focus on the issues at hand so that acceptable, appropriate, and effective resolutions can be found and implemented.

Recent consulting projects include the City of Vallejo, where she worked with the City Manager’s office to assess needs and make recommendations on the following areas: staffing needs of the Human Resources Department, Employee Relations and labor negotiation functions, and the City’s administrative policies and procedures.

Prior to affiliating with Municipal Resource Group, Carmen spent over 30 years with the City of Milpitas, a Silicon Valley City of 70,000 residents. In this capacity, she was responsible for collective bargaining, PEPRA, and Affordable Care Act implementation, modernizing Human Resource services to improve efficiencies and reduce costs, revamping the Worker's Compensation service delivery, and completing a Citywide strategic plan. Carmen also spent 18 months as the Director of Recreation Services.

In addition to her significant experience in the public sector human resources field, Carmen earned a Bachelor of Arts degree in Business from the University of Phoenix.

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City of Orinda
Maintenenance & Facilities
Recommended Reorganization Structure
Director of Public Works
and Engineering
Maintenance & Facilities
Superintendent
(NEW POSITION)
City Engineer
Assistant/Associate
Engineer (2)
Public Works
Inspector
Public Works
Supervisor
Maintenance & Facility
Worker I/II/III *
3 CURRENT + 1 NEW = 4
Senior Admin
Assistant
Facilities & Parks
Supervisor
Maintenance & Facility
Worker I/II/III *
(2)
Senior Civil Engineer Senior Civil Engineer
* The Maintenance & Facility Worker would be a new shared job title/description with cross-training over time; expands one additional level (III) in series for current Facility Maintenance Worker classification.

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Staff Report
Agenda Item: H.5
Date: May 21, 2024
Department: Administration
AGENDA TITLE: Legislative Advocacy Services Ad Hoc
RECOMMENDATION:

Receive Report, and Form a two-member City Council Ad Hoc to Review Legislative Advocacy Proposals and Select a Firm, or Provide Other Direction BACKGROUND: The City Council approved Budget Referral # 3: Legislative Advocacy as part of the FY 2023-24/2024-25 Budget as described below:

Budget Referral # 3: Legislative Advocacy - The City of Orinda relies primarily on the League of California Cities for advocacy efforts. Other communities often supplement these efforts with direct contract services with a firm to do advocacy directly on the city’s behalf.

Response: A firm could be retained to undertake direct advocacy on an annual basis. The estimated annual cost would be $60,000 to $75,000 per year.

On March 21, 2024, staff issued a Request for Qualifications for Legislative Advocacy to five firms (RFQ Attached). Proposals were due on April 11, 2024, and responses were received from the four firms listed below:
• Joe A. Gonsalves & Son
• KP Public Affairs
• Nielsen Merksamer
• Townsend Public Affairs
City staff have reviewed the responses and believe all firms are qualified to assist the City. The following summarizes the main factors of each proposal:

Joe A. Gonsalves & Son
Monthly Retainer $4,000
Request Waiver of Professional Liability Insurance
KP Public Affairs
Monthly Retainer $7,500
Nielsen Merksamer
Monthly Retainer $5,000, plus travel reimbursement
Request Professional Services Contract Modifications as law firm H.5
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Townsend Public Affairs
Monthly Retainer $7,000
Note, none the firms proposed on the basis of the request for a project or task basis as needed, but rather a standard format of a full-service monthly retainer.

In discussing next steps with Mayor Gee, the formation of an Ad Hoc was identified as the best means to move forward with the selection of a firm and to further explore alternatives to a monthly retainer.

NEXT STEPS: Depending upon how the contract is structured and the annual cost, the contract could be processed administratively under the City Manager’s contract authority, it may require City Council approval.

FISCAL IMPACT: Funding has been reserved in each year the two-year budget for Legislative Advocacy Services.

ATTACHMENTS:

A. Legislative Advocacy RFQ
Respectfully Submitted by:

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

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PROPOSAL DUE BY 3:00 PM ON JULY 23, 2021

REQUEST FOR QUALIFICATIONS
for

COMMUNICATIONS CONSULTANT
March 2024
City of Orinda
CITY MANAGER’S OFFICE
22 Orinda Way
Orinda, CA 94563
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COMMUNICATIONS CONSULTANT
RFQ – Legislative Advocacy
I. REQUEST SUMMARY
The City of Orinda (City) seeks proposals from firms which provide legislative advocacy services primarily at the State level. Currently, like many cities, Orinda primarily relies on the League of California City to be our primary vehicle for legislative advocacy as most League positions align with the City’s objectives and priorities.

The City is seeking qualifications and a proposed scope of work to undertake legislative advocacy for the City on a project or task basis, as needed, where there is specific identified need or when the City’s positions are a bit different or do not align with those of the League of California Cities. Firms should have the capability and experience needed to provide comprehensive and focused legislative advocacy service on behalf of the City to meet the needs of Orinda. The City has a separate contract with California Consulting for grant identification and writing services, and on occasion the selected advocacy firm may be engaged in the support of those grant activities.

An initial contract for one year is anticipated. Assuming mutual satisfaction, the proposal would provide that the contract may be renewed twice for a two fiscal year extension period (July 1 – June 30). The total term would not exceed five fiscal years.

II. INTRODUCTION
A. Community Profile
The City of Orinda was incorporated in 1985 after 100 years of slow growth and is located in Contra Costa County in the eastern portion of the San Francisco Bay Area with a current population of approximately19,000. It is a familyoriented community in a semi-rural suburban setting surrounded by majestic hills and nearby cities such as Berkeley, Oakland and San Francisco. Orinda’s schools rank among the highest in the State of California.

Within a 30 mile radius, the citizens of Orinda have access to 63 movie theatres, over 6,000 restaurants, 118 public golf courses, 117 libraries and 13 museums. There are 4 community parks within the City, a historical Community Center and Theatre, a state-of-the-art Public Library and a plethora of hiking trails to explore. There are many private swim and tennis clubs.

The City of Orinda has an abundance of active community groups including the Orinda Association, Orinda Garden Clubs, the Lamorinda Arts Council, Orinda Network for Education (ONE), and Rotary. The Orinda Park and Recreation Foundation has contributed approximately $1.5 million towards Orinda’s park H.5.a
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and recreational needs through the purchase of open space and support of recreational and service activities.

The City has a permanent staff of approximately 37 full-time employees supplemented with part-time and seasonal staff and contracts with the Contra Costa County Office of the Sheriff for Police Services with a budgeted staffing level of 14 sworn positions. The City does not provide Fire and Emergency Medical Services, these are provided by an independent District – Moraga Orinda Fire District (MOFD). The City partners with MOFD on programs to the extent that they overlap with City services.

The City operates under a Council-Manager form of government with five atlarge Councilmembers elected to staggered four-year terms to govern the City.

Administrative Services, Planning, Parks and Recreation, Police, City Clerk, and Public Works and Engineering Services. Legislative Advocacy falls under the City Manager’s Office umbrella and the Human Resources Manager reports to the City Manager on strategic issues.

B. Background
Mayor Gee requested that the City Council possibly consider a different approach to legislative advocacy as a budget referral at the June 6, 2023, City Council meeting when the draft Biennial Budget was first introduced. At the June 20, 2023, City Council meeting, as part of the budget adoption process, City Council approved budget referral #23-3 which allocated $75,000 in Fiscal year 2023-24 to explore advocacy options. Also, as part of that item, the City Council discussed the current approach as to when the City will take positions and participate in the legislative process is outlined below:

Legislative Process and Taking Positions
Limitations on resources and staffing constrain the City’s level of involvement in state legislative matters, initiatives, and ballot measures.

In consideration of the limitations on resources and staffing, the City shall not consider or take positions on legislation, ballot measures, or issues of interest or concern that would not result in a direct tangible benefit to Orinda.

The City Manager or City Attorney may identify legislation or issues of direct local importance, impact, or benefit, or where the City of Orinda taking a position would be inordinately influential such as when a local legislative representative is the author or co-author of a measure, which in his or her opinion necessitates or warrants the City taking a position. In these limited instances, the City Manager or City Attorney may author a letter to be signed by the Mayor or Vice Mayor, as appropriate. The City Council shall copy any correspondence initiated through this process.

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Matters may still be considered by the City Council as a whole to express an official position of the City upon request of the City Manager or City Attorney or as part of the process for placing matters on the Council agenda by the City Council through the Matters Initiated process.

Once the City has taken a position on a legislative or other matter through either of the two options presented above, follow-up letters consistent with the original general position may be sent by the Mayor, Vice Mayor, City Manager, or City Attorney on behalf of the City in order to timely respond.

Individual City Council members may author letters supporting or opposing legislation, ballot measures, initiatives, or other issues of interest using City letterhead in their individual capacity, in which case language must be included that clearly states the correspondence does not reflect the official position of the City or the City Council as a whole.

This Request for Qualifications and Proposals is the next step in the process to possibly pursue a more robust level of legislative advocacy on an as needed basis.

The preparation of the proposal will be at the total expense of the Proposer.

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The City reserves the right to reject any or all proposals, in whole or part, to waive any informality in any proposal, and to accept the proposal which, in its discretion, is in the best interest of the City. Any proposer may withdraw his proposal, without obligation, at any time prior to the scheduled closing time for receipt of proposals. A withdrawal will not be effective unless made by e-mail or by telephonic notification received prior to the closing date. Proposals may later be referred to the City Council for appropriate action.

D. Proposal Submission Deadline
Proposals shall be submitted on or before:

Thursday, April 11, 2024, at 3:00 p. m. as follows:

Electronic Proposal* (preferred) David Biggs, City Manager [email protected]
OR
As Alternative (If Firm Prefers) A Hard Copy May Be Delivered:

David Biggs, City Manager
RE: RFQ RESPONSE
22 Orinda Way,
Orinda California 94563
For a complete list of the City’s contract terms and conditions, legal statements, and insurance requirements, please refer to the exhibits attached hereto.

D. RFQ Questions
Questions with regard to this RFQ should be submitted by e-mail to David Biggs, City Manager at [email protected].

In order to allow adequate time, Consultants are encouraged to submit any questions or clarifications in advance of the final due date. It is preferred that all requests, questions, or other communications regarding this RFQ shall be made in writing to the City via e-mail. Answers to substantive questions will be summarized and distributed by City staff to all Proposers without identifying the original source of the question. Firms should rely only on written statements issued by the City.

E. Schedule
The City reserves the right to make changes to the below schedule, but plans to adhere to the implementation of this RFQ process as follows:

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RFQ Released: March 21, 2024
Proposals due: April 11, 2024, at 3:00pm (PST)
Finalists selected: May 1, 2024
Presentations/Interviews (if necessary): Week of May 13, 2024 Vendor selected: May 31, 2024
Contract Approval (City Council): June 18, 2024
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III. SCOPE OF SERVICES
The City of Orinda intends to obtain the services of a qualified firm to provide legislative advocacy consulting services as outlined below. Best industry practices and/or best management practices may require additional services not explicitly enumerated. The proposer should identify any additional services required, price them, and explain them in their response.

A. Project Scope

1. Review and continue to be informed of on anon-going basis, the City’s existing Strategic Priorities, Budget, Capital Improvement Program, and other documents, to become familiar with Orinda’s objectives, issues, and concerns, which may require future legislative advocacy assistance, communication and outreach vehicles and platforms and make recommendations as to the most effective tools.

2. Assist the City when requested on an as needed or task basis, with legislative advocacy on specific matters.

3. Identify and suggest opportunities where the City’s engagement in legislative advocacy may be beneficial.

4. Stayed informed on the City’s grant activities and engage as requested in support of those activities and as appropriate, identify the opportunities to do so on the City behalf.

IV. PROPOSAL OUTLINE TO BE SUBMITTED
The proposal shall be organized and submitted with the following elements:

A. Cover Page
B. Table of Contents
C. Executive Summary
Provide a brief summary describing the proposer’s ability to perform the work requested, a history of the proposer’s background and experience providing services, the qualifications of the proposer’s personnel to be assigned to this project, any subcontractor, sub consultants, and/or suppliers and a brief history of their background and experience, and any other information called for by this request for proposal which the proposer deems relevant, including restating any exceptions to this request for proposal. This summary should be brief and concise to apprise the reader of the basic services offered, experience and qualifications of the proposer, staff, subcontractors, and/or suppliers.

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D. Questionnaire/Response to Scope of Services
Proposer shall provide responses and information to fully satisfy a comprehensive response to the scope of services task listing. Please organize the response to items in Section V- Questionnaire, in the same order E. Attachments
The proposal shall be concise and to the point. Examples of previous work may be submitted as attachments, but will not necessarily influence the evaluation process.

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V. QUESTIONNAIRE
A. Company and General Information

1. Company name and address.

2. Letter of transmittal signed by an individual authorized to bind the respondent, stating that the respondent has read and will comply with all terms and conditions of the RFQ.

3. General information about the primary contact who would be able to answer questions about the proposal. Include name, title, telephone number and email address of the individual.

B. Qualifications and Experience of the Firm

2. What is the primary business of the parent company and/or affiliates?

4. Provide the estimated number of hours (weekly) for each consultant team member providing services.

6. Comment on other areas that may make your firm different from others.

C. Qualifications and Experience of Proposed Project Team

2. Identify and provide the resume(s) of the personnel who will be assigned to this project.

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D. Questions/Response to Scope of Services

1. Describe the methods by which your firm will fulfill the services requested in the Scope of Services and subsequent sections.

2. Provide a statement of the service(s) that differentiate your firm from other respondents.

E. Fees

1. Provide your fees for the proposed services. Fee quotes should be detailed by service. If applicable, hourly billing rates by classification.

2. Outline billing and payment expectations, including timing and method of payment.

3. Describe any remaining fees not previously detailed in the above, i.e. for ad-hoc services and / or estimated reimbursable costs if any.

G. Implementation Schedule
Include a detailed implementation schedule with an estimated start date of July 1, 2024, and note key milestones and timelines for deliverables. Identify any assumptions used in developing the schedule.

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Advocacy
VI. EVALUATION OF PROPOSALS
Proposals will be judged on the Proposer’s ability to provide services that meet the requirements set forth in this document. The City reserves the right to make such investigations as it deems necessary to determine the ability of the Proposer to provide services meeting a satisfactory level of performance in accordance with the City’s requirements. Interviews and presentations by one, several, or all of the Proposers may be requested by evaluators if deemed necessary to fully understand and compare the Proposer’s capabilities and qualifications. The adequacy, depth, and clarity of the proposal will influence, to a considerable degree, its evaluation.

Proposals will be evaluated on the basis of the following criteria, in no particular order:

1. Qualifications & Experience Section IV, B & C

2. Questions/Response to Scope of Services Section IV, D

3. Fees Section IV, E

Attachments:

A. Standard Services Contract
H.5.a
Packet Pg. 174 Attachment: Legislative Advocacy RFQ (3353 : Legislative Advocacy Services Ad Hoc) City Council
Staff Report
Agenda Item: H.6
Date: May 21, 2024
Department: City Clerk
AGENDA TITLE: Commission Committee Appointments
RECOMMENDATION:

Consider appointments to the Planning Commission and Traffic Safety Advisory Committee or give direction to staff on next steps to fill vacancies BACKGROUND:

At the Special City Council Meeting of April 30, 2024, the City Council interviewed two applicants (Jon Conner and Molly Doctors Rajashekhar) for two vacancies, one on the Planning Commission and one on the Traffic Safety Advisory Committee.

Due to the limited amount of time before their next meeting, no appointments were made and the matter was tabled.

Both Statements of Interest are attached for further review.

NEXT STEPS:

Make appointments and/or give direction to staff on further recruitment efforts.

FISCAL IMPACT:

None.

ATTACHMENTS:

A. Jon Conner - Statement of Interest - Redacted
B. Molly Doctors Rajashekhar - Statement of Interest - Redacted Respectfully Submitted by:

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

H.6
Packet Pg. 175
H.6
Packet Pg. 176
H.6.a
Packet Pg. 177 Attachment: Jon Conner - Statement of Interest - Redacted (3359 : Commission Committee Appointments) H.6.b
Packet Pg. 178 Attachment: Molly Doctors Rajashekhar - Statement of Interest - Redacted (3359 : Commission Committee Appointments) H.6.b
Packet Pg. 179 Attachment: Molly Doctors Rajashekhar - Statement of Interest - Redacted (3359 : Commission Committee Appointments) H.6.b
Packet Pg. 180 Attachment: Molly Doctors Rajashekhar - Statement of Interest - Redacted (3359 : Commission Committee Appointments)

Orinda City CouncilMay 21, 2024

Orinda City Council
May 21, 2024