MEMBERS OF THE PUBLIC MAY PARTICIPATE IN THIS MEETING
IN PERSON, OR VIEW ON ZOOM OR YOUTUBE AS LISTED BELOW
https://www.youtube.com/@cityoforinda9535/streams
Zoom Webinar:
https://tinyurl.com/OrindaCityCouncil
Phone:669 444 9171
Webinar ID:
810 2271 2723
In Person:
Orinda Library Auditorium
26 Orinda Way
Orinda, CA 94563
(925) 351-6676
CITY COUNCIL
AGENDA
Tuesday, June 18, 2024
7:00 PM - REGULAR MEETING
City Council
Agenda Page 1 06.18.24
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
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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. Introduce New Planning Director, Lashun Cross
D.2. Proclamation Recognizing the Orinda Country Club's 100th Anniversary
D.3. Proclamation Declaring June 2024 as LGBTQ+ Pride Month in the City of Orinda
D.4. Presentation by Tripepi Smith - Communications Update 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. May 21, 2024 Special Meeting
2. May 21, 2024 Regular Meeting
3. May 23, 2024 Special Meeting
F.2. Quarterly Investment Report for Period Ending March 31, 2024 Recommendation:
Staff recommends that the City Council accept the Quarterly Investment Report for the period ending March 31, 2024.
F.3. General Municipal Election - November 5, 2024
Recommendation:
Adopt Resolution No. 21.24 calling for the General Municipal Election and requesting and consenting to the Consolidation of Elections on November 5, 2024, and Setting Specifications of the Election Order.
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F.4. Adopt Updated Consolidated Salary Schedules for Regular City Positions
Recommendation:
Staff recommends the City Council adopt Resolution No. 25-24 updating the Consolidated Salary Schedule and the 5-Step Salary Schedule for regular city positions.
F.5. Proposed addition of full time Maintenance and Facilities Superintendent Job Classification
Recommendation:
Staff recommends City Council approve Resolution No. 24-24 approving the addition of a Maintenance and Facilities Superintendent classification.
F.6. Accept Work under the Contract with Gordon N. Ball Inc. for the federally funded projects to seismically retrofit Miner Road Bridge over San Pablo Creek (STPLZ-5444(019), CIP # 0044) and Bear Creek Road Bridge over San Pablo Creek (STPLZ-5444(018), CIP # 0087) Recommendation:
Staff recommends that the City Council adopt Resolution No. 23-24 to accept work for said projects performed under contract with Gordon N.
Ball Inc. and authorize the City Clerk to sign and file the Notice of Completion for the contract with the Contra Costa County Clerk-Recorder.
F.7. Approval of Fiscal Year 2024-25 SB1 Road Repair and Accountability Act Project List
Recommendation:
Staff recommends the City Council adopt Resolution 22-24 which formalizes the City of Orinda’s intention to use the funding from the Road Maintenance and Rehabilitation Account (RMRA) for the 2024 Annual Pavement Project which includes work on several streets.
F.8. Approve a Professional Services Contract for the Design of Storm Drain Repairs / Group 3 Storm Drain Lining Projects to Harris & Associates, Inc. of Concord, CA
Recommendation:
Staff recommends that City Council Approve a Contract for Group 3 Stormdrain Lining Project Design to Harris & Associates, Inc. for an estimated cost of $ 447,473 and Authorize the City Manager and City Clerk to execute a contract based on the City Standard Professional Services Agreement, subject to approval as to form by the City Attorney.
F.9. Approving Parcel Map for Subdivision MS 2023-001 Urban Lot Split at 6 Patrick Lane.
Recommendation:
Staff recommends adoption of Resolution No. 14-24, approving Parcel Map for 6 Patrick Lane (MS 2023-001 Urban Lot Split).
G. PUBLIC HEARING
City Council
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G.1. Public Hearing to Confirm the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986- 1 Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2025 Recommendation:
Open the Public Hearing, receive public testimony, close the Public Hearing and consider adoption of Resolution 18-24, Confirming the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986-1, Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2025.
H. POLICY MATTERS
H.1. Wagner Ranch Nature Center State Funding Steward Role Recommendation:
Approve Resolution No. 26-24 Whereby the City of Orinda Agrees to be Designated as the Steward for $1.5 Million in State Funds for the Wagner Ranch Nature Center
H.2. Council Infrastructure Committee Initial Work Program Recommendation:
Receive Infrastructure Committee Report on Initial Work Program, Discuss, and Provide Direction, if any.
H.3. Adoption of Resolution #27-24 Approving the Fiscal Year 2024-25 Mid-Cycle Update to the Biennial Budget, Adoption of Resolution #28-24 Approving the Capital Improvement Plan (CIP) Update for Fiscal Years 2023/24-2027/28 and Approval of Annual and On-Call Contracts for Trepepi Smith, California Consulting Inc, and Wildland Corp.
Recommendation:
Adopt a resolution approving the Fiscal Year 2024-25 Mid-Cycle Budget Update and a resolution approving the CIP Update, and approve certain annual and on-call service contracts.
I. COUNCILMEMBERS' REPORTS
J. CITY MANAGER'S REPORT
K. MATTERS INITIATED
L. CLOSED SESSION
1. OPEN SESSION IDENTIFICATION of Closed Session Matters
2. PUBLIC COMMENTS of Closed Session Matters
3. CLOSED SESSION
4. REPORT OUT OF CLOSED SESSION
City Council
Agenda Page 5 06.18.24
a. CONFERENCE WITH LEGAL COUNSEL -- EXISTING LITIGATION.
Pursuant to Government Code Section 54956.9(d)(1), conference with Legal Counsel regarding existing litigation: ORINDANS FOR SAFE EMERGENCY EVACUATION v. City of Orinda, Contra Costa County Superior Court Case No.
N23-0579.
b. 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).
c. CONFERENCE WITH LEGAL COUNSEL -- ANTICIPATED LITIGATION.
Pursuant to Government Code Section 54956.9(d)(2) conference with legal counsel regarding significant exposure to litigation by some owners of property on portions of Barbara Road and/or Oak Road within the Oaks Spring Subdivision (Unit No. 3). Property owners John Robbins, Ira Harris, and Kurt Emke threatened litigation during a July 23, 2021 meeting held via Zoom with David Biggs (City Manager) and Jason Chen (Acting Director of Public Works and Engineering). The property owners are seeking City acceptance of certain private street segments. Mr. Biggs made a contemporaneous record of the statements threatening litigation, which record will be made available for public inspection pursuant to Government Code Section 54957.5. In recent communication with City staff property owners including Meighan Baldwin, Darian Heyman, Steve Compton, Russell Abraham, and Bill Stepanek, have continued to reference potential litigation.
d. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Gov. Code section 54956.8). Property: an existing private easement burdening a portion of the Orinda Oaks Park property in the City of Orinda. This easement was recorded on January 30, 1985 in the official records of Contra Costa County at book 12164 page 650-651. City Negotiator: David Biggs, City Manager.
Negotiating Parties: City of Orinda & the owners of four of the private residential properties benefitted by the easement: Stacy Crinks, Gregory & Susan Portmann, Christine(Dong Woon) Lee & Eun Young Jang, and John & Juliane Rossiter. Property addresses: 75, 79, 83 & 89 Donald Drive. Under negotiation:
terms for possible amendment to the existing easement.
M. ADJOURNMENT
The next meeting of the Orinda City Council will be held on Tuesday, July 02, 2024 at 7:00 PM.
Please visit the City’s website at www.cityoforinda.org to view the City Council Calendar.
I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this special meeting agenda has been posted at least 24 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way.
Additional copies are available at the Orinda Library, 26 Orinda Way, and at the City’s website at www.cityoforinda.org. At least 24 hours in advance of the meeting, this City Council
Agenda Page 6 06.18.24
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.
PROCLAMATION
DECLARING THE MONTH OF JUNE, 2024 AS
LGBTQI+ PRIDE MONTH IN THE CITY OF ORINDA
WHEREAS, June has become a symbolic month in which lesbian women, gay men, bisexual people, transgender, intersex, and questioning people and supporters come together in various celebrations of pride; and
WHEREAS, the City of Orinda has a diverse Lesbian, Gay, Bisexual, Transgender, Questioning, Intersex+ (LGBTQI+) community and is committed to supporting visibility, dignity and equity for all people in the community; and WHEREAS, many of the current and past residents, students, city employees and business owners within the City of Orinda who contribute to the enrichment of our city are part of the lesbian, gay, bisexual, transgender and questioning community; and WHEREAS, it is important for communities like the City of Orinda to both show support of our residents and stand in opposition to intolerant treatment and discrimination; and
WHEREAS, states, municipalities, businesses, educational and religious institutions across the United States recognize and celebrate June as LGBTQI+ Pride Month; and
WHEREAS, the rainbow flag, also known as the LGBTQI+ pride flag or gay pride flag, has been used since the 1970’s as a symbol of Lesbian, Gay, Bisexual, Transgender and Questioning+ pride and LGBTQI+ social movements. Flying the rainbow flag throughout the month of June further symbolizes the celebration of diversity and support for the Lesbian, Gay, Bisexual, Transgender, Intersex, and Questioning+ community.
NOW, THEREFORE, BE IT RESOLVED that I, Darlene K. Gee, Mayor, on behalf of the Orinda City Council do hereby declare the month of June as LGBTQI+ Pride month in Orinda and invite everyone to reflect on ways we all can live and work together with a commitment to mutual respect and understanding. _______________________
Darlene K. Gee
Mayor, City of Orinda
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Communication: Proclamation Declaring June 2024 as LGBTQ+ Pride Month in the City of Orinda (ITEMS FOR THE GOOD OF THE CITY) AGENDA TITLE: City Council Minutes
RECOMMENDATION:
Approve City Council Minutes:
1. May 21, 2024 Special Meeting
2. May 21, 2024 Regular Meeting
3. May 23, 2024 Special Meeting
ATTACHMENTS:
A. CIty Council Closed Session Minutes of May 21, 2024
B. City Council Minutes of May 21, 2024
C. City Council Closed Session Minutes of May 23, 2024
Respectfully Submitted by:
Sheri Smith
City Clerk
Prepared By: Sheri Smith, City Clerk
Approved by:
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May 21, 2024
CITY OF ORINDA
CITY COUNCIL CLOSED SESSION MINUTES
7:30 AM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
Mayor Gee called the meeting to order at 7:30 a.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 3:00 P.M.
_______________________
Sheri Marie Smith, City Clerk
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Attachment: CIty Council Closed Session Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 1 of 21 05.21.24
MAY 21, 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 Mayor Darlene Gee, Vice Mayor Latika Malkani
COUNCILMEMBERS ABSENT: None.
B. PLEDGE OF ALLEGIANCE – Led by Mayor Gee.
C. ADOPTION OF AGENDA
MOTION by Councilmember Iverson, and seconded by Councilmember Riley, to adopt the agenda. Said motion carried by unanimous (5-0) roll call vote.
D. ITEMS FOR THE GOOD OF THE CITY
D.1. Proclamation Recognizing May 19-25, 2024 as National Public Works Week
Mayor Gee recognized May 19-25 as National Public Works Week and read the Proclamation into the record. She and Councilmembers recognized all Public Works staff, and Public Works Director Scott Christie thanked the City Council.
Mayor Gee opened the Public Forum, and there were no speakers.
D.2. Orinda Teen Advisory Committee Annual Report
Parks and Recreation Director Todd Trimble introduced Sheena Wellman Miner, Recreation Supervisor, said Matt Del Martini could not be here but oversees OTAC and the Orinda Day Camp and Camp Orinda Jr., and he turned over the presentation to the Chair.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 2 of 21 05.21.24
Haley Takashima, OTAC Chair, said this will be her 7th year with OTAC, stating she began in middle school and serving has been a rewarding opportunity. She introduced the OTAC members present, described annual OTAC events, their partnership with the Moraga Youth Involvement Committee, collaboration of recreation activities, and planning of new events.
Mayor Gee and Councilmembers thanked OTAC members for their annual report and spoke of OTAC’s great successes.
D.3. Council of Aging Update - Representative Candace Evans Mayor Gee stated Ms. Evans was not present and she deferred the item until her arrival.
E. PUBLIC FORUM
Kerry Hillis, Moraga Town Councilmember and BART Government and Community Relations Representative for Contra Costa and Santa Clara Counties, said beginning in late June, BART will begin a project to replace 16 interlockings between MacArthur Station and 19th Street Station in Oakland. Construction will occur on irregular weekends throughout 2024 and a free bus bridge will replace BART service between Rockridge, MacArthur and 19th Street stations. The current interlockings are more than 50 years old and in need of replacement. Riders can expect delays of up to 40 minutes between stations and less frequent service system-wide on work weekends.
Work will occur between MacArthur Stations one weekend a month most months through June 2026. The construction weekends for 2024 are: June 22-23, July 20-21, August 17-18, September 21-22, October 19-20, and November 2-3. The project is funded through Measure RR passed by voters in 2016. BART knows this will be very disruptive to riders and they thank riders for their flexibility. For more information and a list of weekends, the Council can refer to the email he sent yesterday and members of the public can visit: www.bart.gov/news.
Mayor Gee thanked Councilmember Hillis for his presentation and said the City will include this information in their community newsletter.
Kathy Barrett, Orinda resident, spoke about the Wagner Ranch Nature Area where, for the last 20 years, members of the Ohlone community have been gathering for festivals under the leadership of Cherokee Elder Chester Miner. For more than 70 years, over 15,000 Orinda children have gone through the Native American Studies program. The Wagner Ranch Nature Area is an important site for the Ohlone people and the historic home of the first surveyor general of California, Theadore Wagner. She spoke about its historical significance, its closure since last year due to the 2023 storms, petition work by volunteers, and Assemblymember Bauer-Kahan’s work to secure a $1.5 million grant.
The OUSD has not decided to accept the grant to date. Its delay remains a mystery, and she asked the Council for help in facilitating acceptance of these funds.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 3 of 21 05.21.24
William Hudson, Orinda resident, spoke about the District’s ownership of the Nature Area and its importance as an asset to the community. He urged the Council for help and described the Nature Area’s school programs, environmental cultural programs, numerous organized volunteer efforts, popular cultural festivals, and storm damage which closed the area. The grant secured by their Assemblymember will allow the area to reopen and provide needed restrooms and funds for a professional educator. They are worried the funds would last up until the current fiscal year, and asked the Council for assistance.
Steve Danziger, Friends of the Nature Area Boardmember, said the last 2x2 City/School Board meeting was canceled. The OUSD Superintendent recommended the Board reject the funds at the previous meeting, but the Board did not approve this. Instead, the Board directed their counsel to work with counsel from the State through Assemblymember Bauer-Kahan to try to work out an agreement. The Board has still not heard much so he asked the Council to talk with District staff and Board Members at their next 2x2 meeting to advocate getting the area open again and to accept grant funds.
Bill said two weeks ago, the Council approved a Proclamation declaring May as Jewish American Heritage Month and made various statements related to his requests that the Council declare July as Christian Heritage Month.
Mayor Gee commented that the Council understands the situation with the Wagner Ranch Nature Area, understands it is the School District’s purview, but she asked if staff or the 2x2 Committee had any update.
City Manager Biggs stated there is an update on each 2x2 agenda on the Nature Area and confirmed the last School Board meeting was canceled due to lack of a quorum.
Councilmember Iverson requested the City Manager work to get the meeting rescheduled and proactively have the item calendared.
City Attorney Osa Wolff referred to statements made by Bill during the “public forum” agenda item and provided a brief explanation of the applicable legal limitations. She explained that the State of California’s Open Meeting Law provides that on each regular meeting agenda is an opportunity for the public to speak on items not listed on the agenda, but within the jurisdiction of the City. Those comments made by the public are not subject to discussion or deliberation by the Council because the items are not on the agenda. Also, there is a Constitutional right of free speech (referred to as First Amendment rights) and that generally allows speakers to come and express their viewpoints without the Council’s or staff’s ability to limit that speech, even if it is not factual, is distasteful, or is anti-semitic. Such comments are not something the Council and staff experience often and when they occur, as was the case tonight, it can be shocking, concerning, and disturbing. The City Attorney therefore reviewed the relevant procedures. There are limits on free speech, but the speaker in this forum did not exceed those limits, so he was permitted to continue. She acknowledged this was a somber and unfortunate moment and out of character for the City, where discourse is generally civil.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 4 of 21 05.21.24
F. CONSENT CALENDAR
Mayor Gee asked if there were any items for removal or public comments, and there were none.
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.
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.
MOTION by Councilmember Miller, and seconded by Councilmember Riley, to approve Consent Calendar Item F.1.1, F.1.2, F.1.3, F.1.4, F.1.5, F.1.6, F.2, and F.3. Said motion carried by unanimous (5-0) roll call vote.
G. PUBLIC HEARING – None.
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.
City Manager Biggs introduced the item and said no action is required this evening. The item will return at the second budget meeting in June for adoption of mid-cycle adjustments.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 5 of 21 05.21.24
Administrative Services Director Doug Alessio gave the staff report and overview of the FY 2024-25 mid-cycle budget adjustment which he described as minor refinements.
Councilmember Riley referred to the mini-park and Mr. Alessio stated this is more appropriate for the CIP discussion next.
Mayor Gee said she is curious as to whether staff has seen anything relating to issues involving homeowner insurance, the real estate market, and property taxes.
Mr. Alessio said it is too early to tell and to budget for. Property tax revenue is a lagging indicator and anything that happens before it which affects the City’s finances will take about a year and a half. So, as they are doing projections in the future they can incorporate any changes.
City Manager Biggs stated the City is holding a Town Hall on May 29th at 6:00 p.m. and the Deputy Insurance Commissioner will be present. Also, there is more detailed midcycle budget update on the website and the Council and staff has always been fairly conservative. The City has healthy reserves, and they can more easily adjust, as needed.
Mayor Gee opened the Public Forum, and there were no speakers.
Mayor Gee and Councilmembers thanked staff for a comprehensive report.
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.
Public Works Director Scott Christie gave the staff report and overview of the mid-cycle biennial budget update for fiscal years 2023-24 and 2024-25. He described the use of Planet software which maps out projects for five years, staff consideration for fund expenditures, coordination with City departments in making sure fund balances account for what are on official records, updates and reclassifications of items made, new projects, and the unfunded project list, and final adoption.
City Manager Biggs commented that the Planning Commission, SSTOC, and the CIOC will be reviewing new projects prior to them coming to the Council for final adoption of the Budget and CIP Budget.
Mayor Gee asked for information on the mini-park.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 6 of 21 05.21.24
Mr. Christie stated to date the City has spent $80,000 in prior years on design and other activities, $25,000 on repairing the fountain, and doing some sidewalk work and landscaping upgrades. The project is estimated to cost $300,000+. With the Community Foundation’s reduced funding down to $50,000 he explained to reduce the funding amount available and what the City budgeted for park dedication fees, this brought it down and $110,000 which would be enough for a limited scope of work.
He asked for the Council’s feedback on limit it to available funding or whether they wish to expand it and look at new funding sources to expand the scope for Gates and Associates landscaping proposal. Signage has also been changed over time and the Community Foundation is interested in signage. It would appear the $50,000 donation is subject to ensuring signage is included.
City Manager Biggs stated the recommendation for the CIP is to reduce the project from the complete scope to match available funds. He noted that he and Mr. Trimble met about two months ago with the Orinda Garden Club who has an interest in being a funding partner. They may be able to fill the gap with $100,000 and hope to close the funding gap or continue to look for grant funds unless the Council would like this for another source.
Mayor Gee said this has gone on for a long time. She asked if they ever approved a final design and asked if the City has enough money for it, or she asked if there are questions as to the design.
Mr. Biggs said the design is completely approved and there is a delay in getting to construction which contributed to the Community Foundation withdrawing their funds.
This is one of the CIP’s which is, in part, subject to an upcoming item in organizing how staff plans for facilities and capital projects as it relates to parks and recreation.
Director of Parks and Recreation Todd Trimble described funds spent to repair landscaping and the fountain with the thought to spruce up the park landscaping and hardscape.
Mayor Gee said if funding were to be identified she asked if there is something ready to be bid and built. Mr. Trimble said it depends on the extent to which the City wants to go through that. What has changed is the scope of the entry sign which has been important, and that cost has increased for a more robust sign. If there was additional funding the interest was to remove the sidewalk closest to the street, replace it with landscaping, and they would have the one pathway through the center of the park.
Mr. Biggs stated staff can bring back more information and refresh everyone on the designs that were approved when it comes back in June.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 7 of 21 05.21.24
Councilmember Riley asked if it is estimated that the sign costs around $50,000 and there is a pretty decent drawing which everyone is happy with. Mr. Trimble said yes, which he described and said the original concern was that the original conceptual design showed a much smaller sign between the two signal poles right on the corner which would inhibit the sites.
Vice Mayor Malkani said if there was a partnership with the Garden Club she asked if it would replace all existing vegetation. Mr. Biggs said they have been close to having the project completely funded, barring the $200,000 reduction from the Foundation, but now with updated estimates and a higher cost of a sign it might be more. If you add to the $110,000 from the Garden Club, they would be at $220,000 and that would not fund the entire project approved given updated cost estimates. There is a Master Plan for the Community Park and total buildout is estimated to be $3 million or so, and only a small portion of that is funded. So, they are talking about doing it in phases. If the Club was willing to help the City it could be done in fewer phases and they could determine if there were any elements they could remove to reduce costs.
Mayor Gee said she thinks it would be helpful when staff returns in June for the Council to have a recap, and Mr. Biggs agreed.
Vice Mayor Malkani said in the description of the mini park it states PG&E will not allow congregation and no benches, and she asked why. Mr. Biggs explained it is because of exposure to the high voltage transmission lines above.
Vice Mayor Malkani referred to the new projects added to the CIP and referred to the Glorietta Pedestrian Pathway Phase II. She said the grant award is $90,000, and she asked and confirmed the entire cost is $300,000. She asked if there may be an additional grant for that or not.
Mr. Christie said usually the City is lucky to get more than $100,000. The City applied for $150,000 and received $90,000.
Vice Mayor Malkani referred to the dog park and pickleball courts’ estimates and asked if these were only preliminary engineering work. Mr. Biggs said no, they will do preliminary engineering to develop better numbers. He thinks the contract awarded is $25,000 but the reason they are adding this to the budget is because mid-year the Council added monies towards these projects without any defined cost estimates. So, this is what the Council asked to bring back and staff is incorporating these now in the CIP. Right now, the dollar amounts are budgeted, but once they are done with that staff will bring back the estimated costs, designs for Council review, and they may or may not have enough money budgeted to implement the projects until they do the preliminary engineering.
Vice Mayor Malkani asked how projects fit in with the Parks Master Plan and asked what the status is. Mr. Biggs said these are not proposed for the Community Park. Pickleball is proposed to go out at Wilder and the dog park is proposed to go at Orinda Oaks.
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Mayor Gee said she recalled that in the ARPA money the City received, they devoted $200,000 of that to technology issues. Mr. Biggs said that would not be in the CIP but in the operating budget. The rules changed with ARPA funding and because Orinda is such a small city, they are able to make up revenue loss. They brought that revenue into the General Fund to make up for operating costs and there are still designations in the General Fund for those projects.
Mayor Gee referred to technology and some of the things got implemented such as the new email system and others. When they started talking about the lighting, there is nothing that needs to be replaced more than the City’s technology for microphones, equipment, etc. Therefore, she asked if there is any plan for updating and replacing this sort of equipment. Mr. Biggs clarified that the technology was not for this kind of technology, and said that comes out of facilities.
Mr. Alessio said actually he would consider this technology part of that money and the City Clerk has a plan.
City Clerk Sheri Smith stated they had microphones they tested out and liked, and she is awaiting three estimates and are close to getting them in the next couple of meetings.
Mr. Alessio confirmed at mid-year they transferred the money to the General Fund and moved that money for the microphones into IT Internal Service Fund where they have budget to facilitate things like this. The Planning Department is looking at new permit processing software and/or a migration to that and to get a service versus a license, as well as other technology tools to improve the way employees do their work.
Mr. Biggs stated the City Clerk is also implementing a new records management system which will go live later in the year. They are testing now, and he can ask staff to bring back an update on these key initiatives in June. Also, the need for better lighting came up as to how Councilmembers appear in the telecast. Not having a permanent Council Chambers and having to set up and take down every meeting is very labor intensive, which takes a toll on the equipment and connection, as well as staff.
Councilmember Iverson asked for clarification on the nature of budget referrals. She expressed frustration when the Council had created an earmark for funds. The dog park and pickleball are the easiest examples to use. These are an allowance where the projects are not yet defined, but during the year when it comes forward, the funds are earmarked and then the City will budget into that allowance.
What she feels has happened over and over is that they have to wait until next June or the mid-cycle, and she gets told nothing can happen until next June because what she thinks is an earmark or allowance is not. Therefore, she asked how staff can properly earmark funds for undefined projects they would like to make actionable during the next 12 months.
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Mr. Biggs said the Council does this and examples are the dog park and pickleball. They said it would have to be incorporated into the CIP and they move forward with steps necessary to do that. When they set up the earmarks, staff does budget those items and can spend money on them.
Mr. Alessio said as far as the $200,000 IT earmark, he is actively spending that. The Council does not hear about the projects because they are not over $60,000. He is actively trying to upgrade all of their systems and just changed every switch in their server room and did a lot of rewiring.
Councilmember Iverson gave an example of a toddler park at Wilder. Staff says there is no design but the Council wants to set aside $300,000 which they know will not build the entire thing but it should get significantly designed. They would like meaningful work to be done inside the next 12 months. She asked if a budget referral is all that is needed because the couple of projects she thinks have been done that way she is told they have to wait for this event to move it into the CIP budget, and until such time they cannot spend funds.
Mr. Biggs said they did spend money on the project, including the site selection. If they did it quicker they would have spent design money. So, there is appropriation in the budget of that dollar amount for the dog park and pickleball so the CIP is catching up with the budget.
Vice Mayor Malkani said she has the same process question. When they form their initial budget they will say a toddler center at Wilder and there is an allocation of $300,000 for it. She said once the allocation is made, there is staff time and asked what is the process for that budget referral to be implemented to the extent the money covers implementation.
Mr. Biggs said it just has to be balanced with other workload items. Staff tries to keep all projects moving. They had to go back to the Parks and Recreation Commission to do the site selection because the Council did not designate a site which took longer than they would have liked. They could not start design until they knew which site they were going to be at.
Councilmember Iverson said if they got to work right away and picked a site within 60 days she asked if they could have spent all $250,000 of that budget referral before now.
Mr. Alessio said the two constraints are money and staff resources. He does not believe they have all the resources to do everything staff-wise. So, even though money is allocated for something, it must get balanced in the workload somewhere.
Mayor Gee said she thinks Councilmember Iverson wants to know is that if you pretend that staff time is not constrained in any way, shape or form, the question is whether the authorization for the money can be spent. Mr. Alessio and Mr. Biggs both said yes, because the Council authorized it to be spent and it can be spent.
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Vice Mayor Malkani stated if spending the money involves getting grants it is still subject to the RFP process. If spending the money involves individual expenditures over $60,000 it needs to return to the Council, and Mr. Alessio confirmed.
Mayor Gee opened the Public Forum, and there were no speakers.
Vice Mayor Malkani thanked staff for the staff report, did not appreciate the numbers were estimates and budget referrals as opposed to actual refined estimates. She thinks it would be incredible to be able to have a better understanding of how the prioritization occurs. With infrastructure along the lines of road repairs and drains, the Council has gotten the overall presentation on things that have been referred for this year and next year and there is a plan. She thinks it would be helpful to know where things fit into the Strategic Work Plan in terms of staff’s overall plan.
Councilmember Riley referred to the mini park. If she assumes it is a $300,000 project and the City thinks it has $210,000, they need $90,000. She asked where that would come from and wondered if it would be wise to think about funding the mini park at this mid-cycle review. She asked and confirmed with Mayor Gee it was her top priority when she became Mayor in 2020.
Councilmember Iverson concurred enthusiastically about this and said she has residents asking her about it to get it done.
Mayor Gee agreed and suggested staff bring back what it would take to deliver the project. It is a focal point of the community, and it would be nice to have it completed.
Councilmember Miller concurred and said she would also like to see where the additional money is coming from.
Mr. Biggs agreed to return with a menu of potential options for the Council.
Mayor Gee recognized Candace Evans arrived and she asked for her report.
D.3. Council of Aging Update - Representative Candace Evans Candace Evans, the City’s Representative on the Advisory Council on Aging, gave a PowerPoint presentation and described the Advisory Council’s role, legislative and advocation of rights for older adults, their various work groups, focus groups and programs, and their Master Plan.
Mayor Gee asked if there is any specific project or program that Ms. Evans is trying to see done in Orinda other than the Community Garden, such as Parks and Recreation programs or classes.
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Ms. Evans said the Master Plan on Aging is used as a playbook to figure out where they are allocating funds from. Right now, their main focus is on quality of life, writing wills and real estate estates, teaching family members, slip and falls, meetings held every last Thursday, focusing on the funds that got pulled from the Nutrition Department, and most funds went to the insurance base and low income.
Ms. Evans stated that she looks forward to the continued representation on behalf of the City.
Mayor Gee opened the Public Forum, and there were no speakers.
Councilmembers thanked Ms. Evans for her informative presentation and cited the importance of the various programs and activities
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.
City Manager Biggs gave the staff report and background of the matter which was consideration for adopting a resolution temporarily suspending the parking variance inlieu fee program for qualifying projects based on AB 2097. On April 30th, Vice Mayor Malkani asked the Council to re-agendize the matter and staff was asked to provide additional information.
The staff report addresses the Council receiving an update on AB 2097 and downtown parking strategies and provide direction, if any. The parking in-lieu fee in the broader context is also provided to the Council this evening to consider again.
Action items can be discussed on future shared parking, a parking and improvement district, breaking down the barriers as to how parking works in Orinda, and changes in BART parking, and staff can elaborate on the matter further.
Councilmember Miller said as far as a legal reason regarding 25A Orinda Way, she did not see anything where the City is legally obligated to forgive the $823,000 parking obligation.
City Attorney Osa Wolff stated she does not think it is legally obligated, but an option.
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City Manager Biggs said the developer could go back through the process and resubmit.
The developer is already not providing parking and staff has also heard from the Council to find ways to streamline development and advance some projects, such as an economic development initiative of removing barriers.
Mayor Gee said she assumes AB 2097 is so new that there has not been much experience from other cities, and Mr. Biggs agreed and said MTC is also imposing their own restrictions under the TOD policies and these will impose parking maximums.
Mayor Gee opened the Public Forum.
Paul Ugenti said he is appreciative of the consideration and discussion of the topic. They understand it is a current policy and they are a developer with a project that covers that expansion of the policy. On July 22, 2022, their project was approved by a 6-1 vote by the PC. The project will not change with the Council’s approval of expansion of the policy and every element of the project will remain the same. Since July of 2022, they submitted their plans to Contra Costa Central Sanitary District who spent four months on their plans. They submitted to the Building Department of the County in January 2023 and they recently obtained their building permit last month. So, this is 14 months. They have diligently spent time, money, energy and effort to the success of this project and are committed to its success. So, this has a monumental shift on how they build on the momentum they created in the last six months.
He said they are very thoughtful and prescriptive in how they have operated and feels like they will deliver a phenomenal project for the community. They appreciate the Council’s consideration and hoped to be accelerated as to where they are today.
Mayor Gee noted for the record that the Council received written public comment on this item that is included in all materials for the meeting tonight and available.
Vice Mayor Malkani said she asked that this be brought back because when it first came to the Council it was very late at night and their discussion was not lengthy. She did not feel she could approve it because she still had remaining questions. She thanked staff for a thorough report which has addressed many of her questions and voiced support of the resolution.
Councilmember Miller thanked Vice Mayor Malkani for bringing this back, thanked staff for turning to the City of Los Angeles for a comparison, and agreed the discussion was not complete at the last meeting. She has had time to look at this and enunciated that one issue is to make sure they are complying with AB 2097 and whether in light of these facts, the City should forgive the developers from their obligation that would be triggered by pulling the permits to pay the City $823,810 for parking. This is a requirement of their project approval from June 14, 2022 six months before the law went into effect.
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First, she asked how to handle the question of the parking for the project that would otherwise be subject to parking in absence of AB 2097. She would say staff has provided one example from Los Angeles which strikes a compromise. It is saying staff does not have the resources in the City to see if there is a significant impact on commercial parking to warrant an exception to this exemption from parking so they are going to let the restaurant and property owners and everyone who have an interest in this come forward.
If they believe there is a substantial effect on commercial parking in the area, they can present that within 25 days as to whether or not the project is exempt. This provides the City a way of providing a basic right to residents to comment on these projects.
What is not paid for is the work by staff for economic development which is at stake here.
She thinks this disenfranchises the community by having not given them the ability to come forward and make comments about parking, and to simply give up $823,810 that the City collected funds for “the use of leasing, purchasing land for parking, purchasing part of a parking structure being built in a development, or for implementation of other measures to reduce parking demand, or provide for more efficient use of public parking.” It seems 80 spaces is a lot, and she questioned other centers and whether it is sufficient.
Any kind of holiday the Council is giving to this one project proponent is at the cost of these other places that are providing the parking. Her concern is a one gift to one person and not looking at the whole sophisticated approach. Therefore, she feels this is a shortcut.
Councilmember Iverson said she was the Chair of the PC at the 2022 meeting when this was approved and there was a comment that the City has disenfranchised the public’s opportunity to discuss the loss of parking, which is not true. There was quite a lot of public comment at that meeting, and the PC very much talked and thought about those comments. The owners of the Rite Aid and Vintage buildings spoke and so they made the decision about parking or not parking in light of extensive public comments and deliberation.
There is a separate issue about the roughly $823,000 fee that was an important part of that decision. If the Council is talking about making a discretionary decision tonight to not collect that fee, that would be a much more difficult decision in her opinion. But, because of this change to the law that happened subsequently, she agrees with what Vice Mayor Malkani said; that the only thing the Council could achieve at this point is delays and a small permit and more staff time to put them back through the process. She believes that the $800,000 is not on the table currently, and thinks those are two different issues.
Tonight, the Council has a choice to put the developer back through the process to reapply or to approve the resolution, and she would support the resolution. Additionally, the ULI Tap Panel was really persuasive about the strip mall layout of this part of Orinda, and she believes it is a failed urban planning layout where there is a retail setback and a sea of concrete with dangerous driveways that are not bikeable, not walkable, and not what the City wants for the ultimate Orinda walkable village that they hope for.
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She suggested the Council open their minds and think about some concepts that have not been accepted about shared parking rather than each building having to provide all of its own parking.
Mayor Gee said if the Council adopts this resolution she asked if they are foregoing the $823,000 which was her belief.
City Manager Biggs said yes, if the developer pulls their permit and as long as they do this before the sunset date, the City is foregoing that money.
Mayor Gee asked if Councilmembers still believe the City is getting the $823,000.
Councilmember Miller voiced strong opposition to not receiving the $823,000 from the developer.
Councilmember Iverson said she believes that the developer is entitled to pull his application, reapply, and the City will get the exact same project approved without the $823,000 fee. She cannot imagine a reasonable developer paying the $823,000 when he has such a viable alternative to not pay it.
Councilmember Miller said there were numerous discretionary portions of this that were hard decisions to make and this is not a case where the developer can go and simply say he wants to present a letter that states he does not have to pay this. She believes they must go through the entire process, including three discretionary levels of approval.
City Manager Biggs said this is relatively new law and recognizes this is a point of dispute. As they read the law and understand its intent, staff would not be able to make those findings and it must originate from the public rather than staff.
Councilmember Miller said that is a very different question from what she is asking about.
She thinks the Council deserves to know the process this applicant would go through in order to re-apply at this time several years later.
City Manager Biggs stated the developer would need to submit a new application for their entitled project. The Planning Director must make a determination about the parking question, and this is a stand-alone process and it would still have to go to the PC and could be appealed up to the Council.
City Attorney Osa Wolff said the Council may be asking about what appears in footnote 1 on packet page 86 which is the list of discretionary approvals that would be required.
These are listed as Design Review, Commercial Use Permit, Elevated Deck Permit, Exception Permits, Revocable Encroachment Permit, Tree Removal Permit, and Variance.
Councilmember Miller said the reason she brings this up is that it was a series over a period of years in which the City was promised a project and which there was a problem and the project continually came back and said if they get one more thing they can do it.
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City Manager Biggs said this is correct, but the point of all those processes do not relate to the question of parking.
Councilmember Miller said she does not know that people would make the same decisions time after time after time again that this project came forward. There was some re-thinking about some of those things that were approved in the past and whether they were the right call. Her point is that the City Manager provided the one example of another city that has confronted this and did not make this decision at the staff level without providing a 25-day period for public review.
City Manager Biggs said the City did deal with this at least with the Bank of America building.
Interim Planning Director Robert Reber said the Bank of America project was entitled after AB 2097 took effect and at that time it was determined it was not subject to parking minimums. Therefore, the City could not impose any parking in-lieu fees on that project.
Councilmember Miller said that was a clear case of where that project came after the law was passed. This project was passed 6 months before the law passed.
Mr. Reber said at this point, the project has its entitlements. This is the station and they are ready to pull their building permit. If they are to pull that building permit today, they would have to pay the parking variance in-lieu fee because they were entitled prior to AB 2097 taking effect. So, they are subject to the parking in-lieu fees if they want to pull their permits today. Given the amount of that fee, it would be less expensive for them to go back through the process; however, that would involve several months of delay and additional cost to the developer. Staff viewed it inevitable; that if it does go back through that process, they are likely to make the same determination as the project at the Bank of America—that they could not impose those parking minimums on this project.
Councilmember Miller said assuming the City Council did not want to allow the public to comment on that question, as Los Angeles has allowed its public to do.
Mr. Reber said the City does not have those procedural guidelines like Los Angeles does and they have not updated the OMC to AB 2097 but they are subject to comply with it.
Councilmember Miller said so the process now under AB 2097 is that the Planning Director makes that determination. So, she asked if everyone is in agreement that this project could be approved in three months. Mr. Reber said he would anticipate that if it comes back.
Councilmember Riley said if someone reapplies, she asked what happens to the approval with the Sanitary District and the permit. She asked if those must be done again that took 15 months.
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Mr. Reber said he cannot speak for the Sanitary District, but the Building Department is effectively under contract to the City and they would likely put the building permit on hold to see what happens with the entitlement process, and if the same project comes back through and could use that same building permit, they would likely not wait for the entire time, but this is unknown as to the additional time.
Mr. Biggs said it would depend upon how much the project changed. If the project did not change beyond the parking, he cannot imagine the reviewing agencies would have any additional things they would impose on the project. But, if the project did change by the PC or by the developer, this might also delay it. The City is trying to grapple with State mandates and make changes to their ordinances, and while imperfect, they try to strike a balance and this project looks like it is ready to move forward other than the Bank of America building that did take advantage of this provision.
Vice Mayor Malkani pointed out that the issue of establishing the parking variance in-lieu fee holiday and its applicability with this project with the $835,000 holiday has been now on the agenda for two very public meetings. Therefore, the public has had an opportunity to comment on the issue. Also, delays could impact leases and other things.
Councilmember Miller said she is only on the Council for a few more months and the Council is calling this the catalyst project, but she thinks there are choices. The reason she has not met with the developer is because she does not think it is ethical. She thinks what the Council is proposing is creating this holiday that applies to one person. The State is tearing down CEQA but for now, CEQA is the law and is important. The City is depriving people and those around the project being notified as well as residents not being given legal notice. The City is giving away $835,000 in parking that is meant for the community in downtown.
Councilmember Riley said if the developer has the right to apply again, it is really only a loss to the developer of $40,000 which is the price to file again, and not $835,000. Mr.
Biggs said this is the estimate cost to process the application, but the City can only charge how much as it takes to process the application, which would be less than $835,000.
Councilmember Miller said the City may not be entitled to $835,000 if it were to reapply and if the Planning Director unilaterally makes the finding it is not subject to parking or this Council decides to give the public a voice and provide a parking study, given there is no parking study.
Mayor Gee commented that in reconsidering this from what was presented and discussed the last time she thinks she vehemently disagrees with AB 2097, but it is the law. She also disagrees with MTC’s idea and mostly because all of this State level social engineering is not reality.
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People still drive their cars and will for a long time and the City does have parking problems, and people will be aggravated with the parking. So, she is deeply opposed to this law, is deeply opposed to the fact that this keeps getting lauded onto the City and affecting the community and they do not have any control over it. But, it is what it is and the reality is that putting this project back through the process to apply to simply figure out again that this law is going to apply to it, it does in retrospect in how she interpreted some things the last time feel like it is an unnecessary thing.
She does not know whether the developer will be able to bring this project to fruition.
She knows people will want to lease in the building and would be still interested in parking, and she philosophically thinks it is wrong that the City is not going to get the $835,000 because there will be impacts to the City. In this case, it is not the City’s call.
AB 2097 is going to apply no matter how many processes the City puts this project back through. It is going to turn out the same way.
So, she thinks it is sad and wrong that the City is not going to be able to receive the revenue after having given so many concessions to make this project real. Nevertheless, that is the way it is and, presumably in terms of the physical parking, people wanting to lease in this building will want to see some evidence there is a way for people to park, so that is between the developer and his potential tenants.
She is sorry the City is going to lose out on the money, but in terms of the fact many residents would remain hopeful that the project will get developed, it has been a longterm project the City has wanted to see developed and get asked about it frequently.
She does not agree with it and thinks it is wrong the City will not receive the parking fee, but she also believes at the end of the day, it will come out that AB 2097 will apply and the City is not going to be able to stop that from applying. At this point, given all other priorities, it does not seem worthwhile to not move forward with allowing the holiday, and entertained a motion.
MOTION by Councilmember Riley, and seconded by Vice Mayor Malkani, to adopt 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. Said motion carried (4-1) roll call vote; Miller opposed.
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.
City Manager Biggs gave the staff report and overview of the proposed City Manager recommendation to reorganize Public Works and Facilities Maintenance. If the Council is in agreement, staff will work to implement this and bring back the item in June.
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He described the engagement with all employees in the matter, as well as Department Managers and key middle managers, complicated facilities projects, better service with a different structure which would take the facilities maintenance side out of Public Works and shifting it into a new Maintenance Division in Public Works where they could have a greater skills base of delivering projects, and the RFP and firm of MRG that presented their report.
His recommendation is to consolidate the function in Public Works with a Maintenance and Facilities Superintendent in Public Works, reporting to the Director of Public Works and Engineering. Parks and Recreation Facilities and Maintenance Operations including landscaping and parks maintenance would be transferred to Public Works and that work group would consist of the existing Facilities and Park Supervisor and the two Facilities Maintenance Workers and in effect, Parks and Recreation would become a client of Public Works, which is typical in other organizations.
He then described the work to address the caliber of storms seen and the City’s response and resources, developing employees’ skill base, and cross training. He noted they did cut two positions about 4 years ago as they began to grapple with COVID, and the net result of the request will be 80 hours per week of additional time between the Superintendent position and the one additional position supported by part-time staffing.
Staff has been working to bolster their part-time Facilities Attendants and Recreation Coordinators who could take on more of the routine classroom set up in Parks and Recreation.
The Art in Public Places Program would remain in Parks and Recreation and parking enforcement which is now in Public Works would shift to the Police Department. Staff has reached out and engaged with the Teamsters for the line employees, and some things they will need to meet and confer on such as the new job descriptions, and he has been engaging with them.
Staff would transition over the course of the next fiscal year. They would hire a Maintenance and Facilities Superintendent and then begin to fully implement the reorganization. The team believes this would address some areas where the City has not been able to advance some of the key facilities projects as quickly as they would like, and expand their capacity in the event of emergencies. There is funding available to implement this within the $250,000 annual on-going allocation and other funds in the City’s operating budget.
Mayor Gee opened the Public Forum, and there were no speakers.
Vice Mayor Malkani said she thinks the programming done by Parks and Recreation is a jewel in Orinda and she wants to make sure management be sensitive to make sure no one is overburdened, given summer months and excellent programming the community relies on.
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City Manager Biggs noted as they get through the current summer season, he would see no change. The City has been actively recruiting. There will still be employees there physically, and people step up and help one another, as well.
Mayor Gee and Councilmembers voiced their support, thinks it is very logical, and hopefully will be beneficial overall for the City and staff in terms of work functions.
City Manager Biggs stated he will bring this back in the mid-year budget and during the next fiscal year, they will transition into this structure, with any fine-tuning as needed.
EXTEND MEETING
MOTION by Councilmember Iverson, and seconded by Councilmember Riley, to extend the meeting at 10:00 p.m. to 10:30 p.m. Said motion carried unanimously (5-0) roll call vote.
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
City Manager Biggs stated the council had a budget referral to request setting aside funds to retain a firm to do legislative advocacy. Staff issued an RFP and received four proposals. In strategizing with Mayor Gee, it is recommended the Council form a twomember Ad Hoc Committee to interview the firms later in June.
Mayor Gee said she would like to serve on the Ad Hoc and confirmed Councilmember Iverson’s interest to serve.
Councilmember Miller said she has not heard a lot of updates on the Tripepi Smith firm but she thinks there are some costs the Council will need to look at, and voiced support of the Ad Hoc Committee.
Mayor Gee opened the Public Forum, and there were no speakers.
MOTION by Vice Mayor Malkani, and seconded by Councilmember Miller, to form an Ad Hoc Committee with Mayor Gee and Councilmember Iverson. Said motion carried unanimously (5-0) roll call vote.
H.6. 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.
Mayor Gee stated the Council ran out of time to appoint a new Planning Commissioner.
John Connor was interviewed a second time as well as Molly Doctors Rajashekhar and she asked if Councilmembers had any questions, and there were none.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 20 of 21 05.21.24
Mayor Gee opened the Public Forum, and there were no speakers.
MOTION by Councilmember Miller, and seconded by Councilmember Iverson, to appoint John Connor to the Planning Commission and Molly Doctors Rajashekhar to the Traffic Safety Advisory Committee (TSAC).
SUBSTITUTE MOTION by Vice Mayor Malkani to appoint Molly Doctors Rajashekhar to the Planning Commission, and seconded by Councilmember Riley.
City Attorney Wolff stated the Council must vote on the substitute motion first, and if it fails, the initial motion is voted upon.
Mayor Gee asked for any additional comments. Councilmember Miller said she is happy Orinda has so many volunteers stepping up.
Mayor Gee echoed these comments. She said she recalled that Ms. Rajashekhar said she would be willing to consider TSAC and Mr. Connor did not want to be on TSAC.
ACTION: Said substitute motion carried (3-2) roll call vote. Iverson, Miller opposed, to appoint Molly Doctors Rajashekhar to the Planning Commission.
City Clerk Smith stated she will continue to recruit for the TSAC vacancy.
I. COUNCILMEMBER REPORTS
Mayor Gee reported last week there were two meetings she and the Vice Mayor attended. The first was a leadership coffee with invited Chairs and Vice Chairs of Committees and Commissions. They had a fairly good representation of various advisory groups and held a good conversation about challenges, rules, liaison positions, and understanding any concerns. On Saturday, there was a follow-up training session for the Commissions and Committees.
Vice Mayor Malkani thanked the City Clerk, City Manager, and City Attorney for being present and said it was a productive 90-minute session. She also reported attending Cal Shakes 50th Anniversary on Saturday. She also attended an Eagle Scout awards ceremony, and lastly, at the last meeting, the Council recognized Jewish American Month and a couple of residents expressed their gratitude given the rise of anti-Semitism.
Mayor Gee reported she had the honor of giving the Eagle Rank Award proclamations to their first young women that became Eagle Scouts under the new reorganized scouting organization.
Mayor Gee announced tomorrow there will be a 2x2 Committee meeting with MOFD.
She noted that she had a second meeting with the Bay Area Council Task Force on the homeowner insurance crisis. One of the near-term action items is there should be a new op-ed appearing in Bay Area media from herself and the Mayor of Pleasant Hill.
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) Orinda City Council Minutes Page 21 of 21 05.21.24
J. CITY MANAGER'S REPORT
City Manager Biggs shared that Lasharn Cross will be joining the City as their new Planning Director on June 17th. Lashan Cross will come from Contra Costa County where she has worked for over 23 years, having progressed through the ranks, and is serving as the Division Manager of Current Planning with Contra Costa County Department of Conservation and Development. She has a Masters in Urban Planning from San Jose State and a BA in Landscape Architecture from UC Berkeley. The City will welcome her and he thanked Robert Reber for his service to get them through the transition period.
On Wednesday, May 29th there will be a Town Hall on Insurance that will feature a Deputy Commissioner from the Department of Insurance at 5:30 to 7:00 p.m. in the Garden Room.
On June 1st, the Wildfire Prevention and Safety Fair will be held in Community Park from 10:30 a.m. to 1:00 p.m. They are getting great participation from vendors and those doing displays. The Fire Safe neighborhoods will use their event as their primary educational event to requalify for national certification.
On June 4th, the Council’s Infrastructure Committee will meet.
Mayor Gee said she hoped the Insurance Town Hall meeting will be announced far and wide, and City Manager Biggs stated it appeared in the Orinda Outlook on Monday and social media posts are being done, as well.
K. MATTERS INITIATED – None.
L. ADJOURNMENT
The Regular Meeting was adjourned at approximately 10:28 p.m. to the next Regular Meeting on Tuesday, May 23, 2024, at 9:30 a.m. in the Sarge Room, and thereafter, on June 18, 2024 at 7:00 p.m.
______________________________________
Sheri Marie Smith, City Clerk
1792693.1
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Attachment: City Council Minutes of May 21, 2024 (3388 : City Council Minutes) May 23, 2024
CITY OF ORINDA
CITY COUNCIL CLOSED SESSION MINUTES
9:30 AM - SPECIAL MEETING
A. CALL TO ORDER/ ROLL CALL
Mayor Gee called the meeting to order at 9:30 a.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 1:00 P.M.
_______________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Closed Session Minutes of May 23, 2024 (3388 : City Council Minutes) City Council
Staff Report
Agenda Item: F.2
Date: June 18, 2024
Department: Finance
AGENDA TITLE: Quarterly Investment Report for Period Ending March 31, 2024 RECOMMENDATION:
Staff recommends that the City Council accept the Quarterly Investment Report for the period ending March 31, 2024.
BACKGROUND:
The City’s adopted Investment Policy provides that the City Treasurer will submit a report of the City's investments to the Council on a quarterly basis. The policy also specifies the information that is to be reported. This report covers the period from January 1, 2024, through March 31, 2024.
The City of Orinda uses Chandler Asset Management (Chandler), an independent fiduciary advisor, to manage a portion of its portfolio. The funds under management by Chandler are managed as a Reserve Portfolio. The City also uses the Local Agency Investment Fund (LAIF) which is a pooled investment managed by the State Treasurer.
On a quarterly basis, Chandler prepares a report which includes City initiated transactions and balances in the City’s LAIF account. Although the LAIF funds are not managed by Chandler, including this data makes it possible to present all the quarterly investment data in a single consolidated report.
Quarterly Report Prepared by Chandler Asset Management
The March 31, 2024, report prepared by Chandler (Attachment A) contains the following components:
1) Economic Update - provides general economic background on key indicators that may impact the investment results. This information is useful background in evaluating the performance of the portfolio as well as expected trends. (Attachment A pages 2-13).
2) Account Profile - describes the objectives and strategy used for the portfolio, compliance with the adopted investment policy, and key data related to the issuers included in the combined portfolio. This section breaks down the consolidated portfolio to provide key performance data for each sub-account:
General Reserve; and LAIF. (Attachment A pages 14-27). Market values given on pages 19 and 27 include accrued interest receivable. Pages 16-18 is a table showing compliance status - Reserve Portfolio.
3) Consolidated Information - combined portfolio characteristics for all of the sub-accounts that are described in Section 1 above (General Reserve and F.2
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LAIF). (Attachment A pages 28-30). It should be noted that the market value provided on these pages include accrued interest receivable. 4) Portfolio Holdings - provides a detail for each security held in the portfolio including purchase date, maturity date, market value, and rating. The section presents the holdings grouped by each sub-account (General Reserve and LAIF). (Attachment A pages 31-39)
5) Transactions - shows all purchases, sale of holdings and maturities for each month in the quarter. (Attachment A pages 40-57)
DISCUSSION:
All investment categories in the portfolio comply with the City’s Investment Policy and the Government Code in terms of allowed investments. The comparison information provided below is based on the market value of investments. The market value will vary both up and down from the original cost. For the most part the City tends to hold most securities until maturity.
As shown below, the City had approximately $30.9 million (book value) invested as of March 31, 2024, and it was divided between investments in the State Treasurer Local Agency Investment Fund (LAIF) and funds managed by Chandler investments.
Investment Type Cost Value Book Value Market Value
Unrealized
Gain/Loss
Market
YTM Maturity
% of
Portfolio
based on
Rating
(Moody's/ S&P/
Fitch)
Reserve Portfolio (Managed By Chandler)
Asset Backed Securities $ 492,650 $ 493,444 $ 488,693 $ (4,751) 5.51% 3.29 1.6% Aaa/ AAA/ AAA US Agencies 2,678,080 2,684,845 2,665,079 (19,766) 4.61% 2.80 8.7% Aaa/ AA+/ AA+ Commercial Paper 336,305 338,380 334,749 (3,631) 3.02% 3.67 1.1% Aaa/ AA+/ AA+ Money Market 96,379 96,379 96,379 0 4.91% - 0.3% Aaa/ AAAm/ AAA Supranational (multi-national agency note) 473,778 473,989 468,926 (5,063) 4.78% 2.59 1.5% Aaa/ AAA/ NA Corporate Notes 2,349,121 2,349,917 2,330,258 (19,659) 5.29% 1.43 7.6% A2/ A/ A+ US Treasuries 4,787,727 4,796,403 4,682,548 (113,855) 4.89% 1.54 15.2% Aa2/ AA+/A A+ Cash 8,925 8,925 8,925 - 0.00% - 0.0% Aaa/ AAA/ AAA
Total Reserve Portfolio Managed By Chandler 11,222,966 11,242,283 11,075,557 (166,725) 4.93% 1.99 36.1% Aa2/ AA-/AA Local Agency Investment Fund (LAIF) Portfolio
Cash 136,199 136,199 136,199 - 0.00% - 0.4% Aaa/ AAA/ AAA LAIF 19,494,403 19,494,403 19,494,403 - 4.31% - 63.5% NA/ NA/ NA Total LAIF Portfolio 19,630,601 19,630,601 19,630,601 - 4.26% - 63.9% Aaa/ AAA/ AAA Total Portfolio $ 30,853,567 $ 30,872,884 $ 30,706,159 $(166,725) 4.49% 0.72 100.0% Aa2/ AA/AA Quarter ending on March 31, 2024
It is appropriate to keep in mind that the portfolio reflects all funds and is not limited to the General Fund. The City operates with a system of pooled cash which includes Restricted Funds, Debt Service Funds, Capital Project Funds, as well as the General Fund.
Portfolio Performance
The overall average purchase yield to maturity on the total portfolio was 3.72% (page 29) which in the current environment has been increasing (Previous quarter was
3.35%). The reported purchase yield was 2.43% one year ago (Quarter ending March F.2
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31, 2023). These figures relate to the combined portfolio including both LAIF and the Reserve funds managed by Chandler. The average purchase yield for the Reserve portfolio managed by Chandler is 2.8% (page 19), which is trending up from the prior quarter.
The following excerpt from page 13 of Attachment A shows the increase in US Treasury Notes since 2019, and especially with the shorter-term investments (dotted line is the two-year Treasury) which stayed almost flat between March 2020 and September 2021 after falling from its peak in March 2019. Starting from September 2021 the two-year treasury yield has been rising again.
The current interest rate environment is expected to show continued signs of inflation due to Federal policy and world events. An important consideration for public funds in this environment is the safety of investments. The investments owned by the City are of a high quality as required by the investment policy.
As a reminder the City cannot invest in bonds with a maturity of more than 5 years. The benchmark maturity guiding the portfolio selection is an average maturity of 1.85 years.
As of March 31, 2024, the Reserve portfolio managed by Chandler had a slightly longer average maturity of 1.99 years (Page 19).
The Transaction Data included in the report displays all transactions including the settlement date.
The City also maintains liquidity using LAIF combined with shorter maturities in the Reserve portfolio to protect against the need to liquidate an investment before maturity.
The portfolio will allow the City to have adequate funds to meet its cash flow requirements for the next six months.
FISCAL IMPACT:
This report is for information only. There is no fiscal impact.
ATTACHMENTS:
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A. Investment Report Ending March 31, 2024
Respectfully Submitted by:
Doug Alessio
Administrative Services Director
Prepared By: Bhavna Chaudhary,
Approved by:
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CHANDLER ASSET MANAGEMENT, INC. | 800.317.4747 | www.chandlerasset.com
INVESTMENT REPORT
Period Ending March 31, 2024
City of Orinda
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report SECTION 1 Economic Update
SECTION 2 Account Profile
SECTION 3 Consolidated Information
SECTION 4 Portfolio Holdings
SECTION 5 Transactions
Table of Contents As of March 31, 2024
1 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report
SECTION
| Section 1 | Economic Update
2 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Economic Update
Recent economic data has shown above trend growth fueled by a rise in consumer spending and a continuing healthy US job market.
Inflationary trends are subsiding, but core levels remain above the Fed’s target. Given the cumulative effects of restrictive monetary policy and tighter financial conditions, we believe the economy will gradually soften and the Fed will loosen monetary policy in 2024.
As expected at the March meeting, the Federal Open Market Committee voted unanimously to leave the Federal Funds rate unchanged at a target range of 5.25 - 5.50%. The March Summary of Economic Projections (SEP) showed stronger real GDP growth outlook and higher core inflation projections for 2024 on resilient labor market and consumer data. The median projection for Federal Funds rate by year-end remained the same at 4.625%, implying three 0.25% cuts. We continue to believe the FOMC will loosen monetary policy in mid-2024 as inflation and economic growth continue to moderate.
The US Treasury yield curve stabilized in March as the FOMC left the Federal Funds rate unchanged. The 2-year Treasury yield was unchanged at 4.62%, the 5-year Treasury fell 4 basis points to 4.21%, and the 10-year Treasury yield dropped 5 basis points to 4.20%. The inversion between the 2-year Treasury yield and 10-year Treasury yield widened to -42 basis points at March month-end versus -37 basis points at February month-end. The spread between the 2-year Treasury and 10-year Treasury yield one year ago was -56 basis points. The inversion between 3-month and 10-year Treasuries widened to -117 basis points in March from -113 basis points in February. 3 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Employment
-400
-200
0 200
400
600
800
1,000 MOM Change In Thousands (000's)
Nonfarm Payroll (000's)
Non-farm Payroll (000's)
3-month average (000's)
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Unemployment Rate
Underemployment Rate (U6)
Unemployment Rate (U3)
Rate (%)
The U.S. economy added a better-than-expected 303,000 jobs in March, and the prior two months were revised up by 22,000. Leading sectors included healthcare and government. Job creation remains healthy, with the three-month moving average payrolls at 276,000 and the six-month moving average at 244,000. The unemployment rate edged down to 3.8% in March. The labor participation rate ticked up to
62.7% but remained below the pre-pandemic level of 63.3%. The U-6 underemployment rate, which includes those who are marginally attached to the labor force and employed part time for economic reasons was unchanged at 7.3%. Average hourly earnings rose 4.1% yearover-year in March, down from 4.3% last month. Employment remains strong by historical standards.
Source: US Department of Labor Source: US Department of Labor 4 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Job Openings & Labor Turnover Survey
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Job Openings
Recession
Historical Average
In Thousands (000's)
The Labor Department’s Job Openings and Labor Turnover Survey (JOLTS) edged up to 8.756 million in February compared to a downwardly revised 8.748 million in January. Job openings still represent a healthy ratio of around 1.4 jobs for each unemployed individual. While the current level of job openings remains elevated from a historical perspective, the trend is decelerating.
Source: US Department of Labor
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Inflation
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Consumer Price Index (CPI)
CPI YOY % Change
Core CPI YOY % Change
YOY (%) Change
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Personal Consumption Expenditures (PCE)
PCE Price Deflator YOY % Change
PCE Core Deflator YOY % Change
Fed Target
YOY (%) Change
The Consumer Price Index (CPI) came in higher than expected in March, increasing 0.4% month-over-month and 3.5% year-over-year. The Core CPI, which excludes volatile food and energy components, was up 0.4% month-over-month and 3.8% year-over-year in March, unchanged from 3.8% in February. Energy costs accelerated during the month, and shelter costs remain elevated. The Personal Consumption Expenditures (PCE) Index headline inflation increased 0.3% month-over-month and rose 2.5% year-over-year in February, in line with expectations. Core PCE, the Federal Reserve’s preferred inflation gauge, increased 0.3% month-over-month and rose 2.8% yearover-year. While the trend is moderating, the path to the Fed's 2% inflation target remains uneven.
Source: US Department of Labor Source: US Department of Commerce 6 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Consumer
-30.0%
-20.0%
-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Retail Sales YOY % Change
YOY (%) Change
March Retail Sales rose above expectations at +0.7% after a sizeable upward revision to +0.9% in February. On a year-over-year basis, Retail Sales growth increased 4.0% for March. Sales were supported by higher gas prices and higher volume sales in a busy travel period for spring break at schools, as well as strength from non-store retailers. The Conference Board’s Consumer Confidence Index edged down to 104.7 in March after a sizeable downward revision to 104.8 in February. The lower reading was largely due to a deteriorating view of the labor market and future business conditions, along with concerns about the highly polarized political environment. While the consumer has been resilient, dwindling excess savings, rising credit card balances, and the resumption of student loan payments pose potential headwinds to future economic growth.
0 20
40 60
80 100
120
140
160
Index Level
Consumer Confidence
Recession
Source: US Department of Commerce Source: The Conference Board All time high is 144.70 (1/31/00); All time low is 25.30 (2/28/09) 7 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Leading Indicators of Economic Activity
-25.0%
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
Leading Economic Indicators (LEI)
Recession
YOY (%) Change
-1.00
-0.75
-0.50
-0.25
0.00 0.25
0.50 0.75
1.00 Chicago Fed National Activity Index (CFNAI)
Recession
3 Month Average
The Conference Board’s Leading Economic Index (LEI) dropped 0.3% month-over-month in March after registering the first increase in two years the prior month. The index declined 5.5% year-over-year. Primary factors for the decline include weaker business orders, lower consumer confidence and fewer building permits. The Chicago Fed National Activity Index (CFNAI) increased +0.15 in March from an upwardly revised +0.09 in February. On a 3-month moving average basis, the CFNAI improved to -0.19 in March from -0.28 in February, indicating below-trend economic growth.
Source: The Conference Board Source: Federal Reserve Bank of Chicago 8 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Housing
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
In Thousands of Units
Annualized Housing Starts
Multi Family Housing Starts
Single Family Housing Starts
Housing Starts plunged 14.7% month-over-month in March to 1.321 million units, due to declining confidence among homebuilders as mortgage rates topped 7%. Starts for multi-family homes dropped 21.7%, while single family homes fell 12.4 % for the month. According to Freddie Mac, 30-year fixed mortgage rates averaged 7.1% as of April 18th. According to the Case-Shiller 20-City Home Price Index, housing prices rose 6.59% year-over-year in January, accelerating from a 6.15% year-over-year gain in December. Tight inventories and higher mortgage rates continue to impact affordability.
Source: US Department of Commerce Source: S&P
-20.0%
-16.0%
-12.0%
-8.0%
-4.0%
0.0%
4.0%
8.0%
12.0%
16.0%
20.0%
24.0%
S&P/Case-Shiller 20 City Composite Home Price Index
Recession
YOY (%) Change
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Survey Based Measures
40 45
50 55
60 65
70 Institute of Supply Management (ISM) Surveys
ISM Manufacturing ISM Services
EXPANDING
CONTRACTING
The Institute for Supply Management (ISM) Manufacturing index unexpectedly expanded to 50.3 in March from 47.8 in February, marking the first month of expansion in factory activity above a reading of 50 since 2022. Production and new orders surged, while employment improved and prices paid increased. The ISM Services Index fell to 51.4 in March from 52.6 in February but remained in expansion territory for the 15th consecutive month. The survey reflected slower growth in new orders, a contraction in employment, faster supplier deliveries, and declining price pressures.
Source: Institute for Supply Management
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Gross Domestic Product (GDP)
Components of GDP 3/23 6/23 9/23 12/23
2.5% 0.6% 2.1% 2.2%
-1.7% 0.9% 1.7% 0.2%
0.6% 0.0% 0.0% 0.3%
0.3% 0.1% 0.5% 0.2%
0.5% 0.5% 0.5% 0.6%
2.3% 2.1% 4.9% 3.4%
State and Local (Consumption and Gross
Investment)
Personal Consumption Expenditures
Gross Private Domestic Investment
Net Exports and Imports
Federal Government Expenditures
Total
-40.0%
-30.0%
-20.0%
-10.0%
0.0%
10.0%
20.0%
30.0%
40.0%
Gross Domestic Product (GDP)
GDP QOQ % Change
GDP YOY % Change
Source: US Department of Commerce Source: US Department of Commerce According to the third estimate, fourth quarter GDP increased at an annualized rate of 3.4%, revised up from the second estimate of 3.2%.
The upward revision was due mainly to stronger personal consumption expenditures and nonresidential investment. GDP growth for the full year 2023 is estimated at 2.5%. The consensus projection calls for 2.0% growth in the first quarter and 2.2% growth for the full year 2024.
11 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Federal Reserve
Source: Federal Reserve Source: Bloomberg
0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Federal Reserve Balance Sheet Assets
Recession
In $ millions
As expected at the March meeting, the Federal Open Market Committee voted unanimously to leave the federal funds rate unchanged at a target range of 5.25-5.50%. The FOMC Statement and Summary of Economic Projections (SEP) was minimally changed from January. The Fed assesses the progress to achieving its employment and inflation goals are moving into better balance, yet changes to monetary policy remain data dependent. For 2024, the March SEP showed stronger real GDP growth outlook of 2.1% from 1.4% in December as labor market and consumer data have been resilient. Core inflation projections nudged up from 2.4% to 2.6%. The median projection for the Federal Funds rate by the end of the year remained the same at 4.625%, implying three 0.25% cuts in 2024, three cuts in 2025 and three cuts in 2026. We believe the FOMC will loosen monetary policy in mid-2024 as inflation and economic growth continue to moderate. Since the Fed began its Quantitative Tightening campaign in June 2022, securities holdings have declined by over $1.5T to approximately $7.5T.
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
Effective Federal Funds Rate
Recession
Yield (%)
12 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Bond Yields
Source: Bloomberg Source: Bloomberg
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
US Treasury Note Yields
2-Year
5-Year
10-Year
Yield (%)
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
US Treasury Yield Curve
Mar-24
Dec-23
Mar-23
Yield (%)
At the end of March, the 2-year Treasury yield was 59 basis point higher, and the 10-Year Treasury yield was 73 basis points higher, yearover-year. The inversion between the 2-year Treasury yield and 10-year Treasury yield widened to -42 basis points at March month-end versus -37 basis points at February month-end. The average historical spread (since 2003) is about +130 basis points. The inversion between 3-month and 10-year Treasuries widened to -117 basis points in March from -113 basis points in February. 13 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Section 2| SECTION | Section 2 | Account Profile
14 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Objectives
Chandler Asset Management Performance Objective
The performance objective for the portfolio is to earn a total rate of return over a market cycle that equals or exceeds the benchmark, the ICE BofA 1-3 Year US Treasury and Agency Index.
Investment Objectives
The City of Orinda’s investment objectives, in order of priority, are to provide safety to ensure the preservation of capital in the overall portfolio, provide sufficient liquidity for cash needs and a market rate of return consistent with the investment program.
Strategy
In order to achieve these objectives, the portfolio invests in high quality fixed income securities consistent with the investment policy and California Government Code.
As of March 31, 2024
15 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report 16 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report 17 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report 18 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Portfolio Characteristics
Orinda Reserve Portfolio
03/31/24 12/31/23
Benchmark* Portfolio Portfolio
Average Maturity (yrs) 1.85 1.99 1.94
Average Modified Duration 1.76 1.76 1.73
Average Purchase Yield n/a 2.80% 2.43%
Average Market Yield 4.73% 4.93% 4.64%
Average Quality** AA+ AA AA/Aa1
Total Market Value 11,136,815 11,083,015
*ICE BofA 1-3 Yr US Treasury & Agency Index
**Benchmark is a blended rating of S&P, Moody’s, and Fitch. Portfolio is S&P and Moody’s respectively.
As of March 31, 2024
19 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Portfolio Allocation & Duration Changes
Orinda Reserve Portfolio
As of March 31, 2024
Benchmark: ICE BofA 1-3 Yr US Treasury & Agency Index
100.6%
98.3%
96.9%
94.2%
91.2% 91.7%
90.1%
97.6%
80.0%
85.0%
90.0%
95.0%
100.0%
105.0%
110.0%
06/30/22 09/30/22 12/31/22 03/31/23 06/30/23 09/30/23 12/31/23 03/31/24 Duration as a % of the Benchmark
0.0%
0.9%
3.1%
2.5%
3.5%
20.7%
25.3%
44.1%
0.1%
0.9%
3.0%
4.2%
4.4%
21.1%
24.1%
42.2%
Cash
Money Market
Fund
Agency CMBS
Supranational
Asset Backed
Security
Corporate
Agency
US Treasury
Portfolio Allocation
03/31/24
12/31/23
20 F.2.a
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Orinda Reserve Portfolio
0 - 0.25 0.25 - 0.50 0.50 - 1 1 - 2 2 - 3 3 - 4 4 - 5 5+ 03/31/24 10.6% 10.4% 15.1% 21.3% 20.4% 19.9% 2.3% 0.0%
0%
5%
10%
15%
20%
25%
0 - 0.25 Years 0.25 - 0.5 Years 0.5 - 1 Years 1 - 2 Years 2 - 3 Years 3 - 4 Years 4 - 5 Years 5+ Years Agency
Agency CMBS
Asset Backed Security
Cash
Corporate
Money Market Fund
Supranational
US Treasury
21 F.2.a
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0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
0 - 0.25 0.25 - 0.50 0.50 - 1 1 - 2 2 - 3 3 - 4 4 - 5 5+ Orinda Reserve Portfolio ICE BofA 1-3 Yr US Treasury & Agency Index Portfolio Compared to the Benchmark
0 - 0.25 0.25 - 0.50 0.50 - 1 1 - 2 2 - 3 3 - 4 4 - 5 5+ Portfolio 10.6% 10.4% 15.1% 21.3% 20.4% 19.9% 2.3% 0.0% Benchmark* 0.0% 0.0% 3.7% 57.7% 38.5% 0.0% 0.0% 0.0%
*ICE BofA 1-3 Yr US Treasury & Agency Index
Duration Distribution
Orinda Reserve Portfolio
As of March 31, 2024
22 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Issue Name Investment Type % Portfolio
Government of United States US Treasury 42.24%
Federal Home Loan Bank Agency 14.32%
Federal Farm Credit Bank Agency 8.08%
Federal Home Loan Mortgage Corp Agency CMBS 3.01%
Deere & Company Corporate 1.84%
Intl Bank Recon and Development Supranational 1.75%
Federal National Mortgage Association Agency 1.69%
Toronto Dominion Holdings Corporate 1.63%
Inter-American Dev Bank Supranational 1.49%
Caterpillar Inc Corporate 1.25%
Cisco Systems Corporate 1.13%
Bank of America Corp Corporate 1.12%
US Bancorp Corporate 1.12%
Royal Bank of Canada Corporate 1.11%
Northern Trust Corp Corporate 1.11%
Bank of Montreal Chicago Corporate 1.11%
Target Corp Corporate 1.10%
Chubb Corporation Corporate 1.10%
Honeywell Corp Corporate 1.08%
JP Morgan ABS Asset Backed Security 1.07%
Toyota Motor Corp Corporate 1.04%
JP Morgan Chase & Co Corporate 1.03%
International Finance Corp Supranational 0.99%
State Street Bank Corporate 0.94%
Paccar Financial Corporate 0.91%
First American Govt Oblig Fund Money Market Fund 0.87%
Honda ABS Asset Backed Security 0.78%
Toyota ABS Asset Backed Security 0.77%
Amazon.com Inc Corporate 0.76%
John Deere ABS Asset Backed Security 0.52%
United Health Group Inc Corporate 0.45%
Pepsico Inc Corporate 0.42%
GM Financial Securitized Term Auto Trust Asset Backed Security 0.41% Home Depot Corporate 0.36%
Hyundai Auto Receivables Asset Backed Security 0.33%
National Rural Utilities Corporate 0.31%
BMW ABS Asset Backed Security 0.28%
GM Financial Automobile Leasing Trust Asset Backed Security 0.23% Issuers
Orinda Reserve Portfolio – Account #10296
As of March 31, 2024
23 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Issue Name Investment Type % Portfolio
Salesforce.com Inc Corporate 0.18%
Account Receivable Payable Cash 0.08%
TOTAL 100.00%
Issuers
Orinda Reserve Portfolio – Account #10296
As of March 31, 2024
24 F.2.a
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0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
4.50%
12 months 2 years 3 years 5 years 10 years Since Inception City of Orinda Reserve Portfolio ICE BofA 1-3 Yr US Treasury & Agency Index Total Rate of Return Annualized Since Inception February 29, 2016 Annualized
TOTAL RATE OF RETURN 3 months 12 months 2 years 3 years 5 years 10 years Since Inception
Orinda Reserve Portfolio 0.51% 3.84% 2.15% 0.55% 1.49% N/A 1.43% ICE BofA 1-3 Yr US Treasury & Agency Index 0.30% 2.99% 1.58% 0.09% 1.16% N/A 1.11% Total rate of return: A measure of a portfolio’s performance over time. It is the internal rate of return, which equates the beginning value of the portfolio with the ending value; it includes interest earnings, realized and unrealized gains and losses in the portfolio.
Investment Performance
Orinda Reserve Portfolio
As of March 31, 2024
25 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Purchase Yield as of 03/31/24 = 2.80%
0.00 0.50
1.00 1.50
2.00 2.50
3.00 Percent (%)
Historical Average Purchase Yield
Orinda Reserve Portfolio
As of March 31, 2024
26 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Portfolio Characteristics
City of Orinda LAIF Portfolio
03/31/24
Portfolio
12/31/23
Portfolio
Average Maturity (yrs) 0.00 0.00
Modified Duration 0.00 0.00
Average Purchase Yield 4.24% 3.95%
Average Market Yield 4.24% 3.95%
Average Quality* AAA NR/NR
Total Market Value 19,630,601 19,483,828
*Portfolio is S&P and Moody’s, respectively.
As of March 31, 2024
27 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report
SECTION
| Section 3 | Consolidated Information
28 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Portfolio Characteristics
City of Orinda Consolidated Portfolio
03/31/24
Portfolio
12/31/23
Portfolio
Average Maturity (yrs) 0.72 0.70
Modified Duration 0.64 0.63
Average Purchase Yield 3.72% 3.35%
Average Market Yield 4.49% 4.20%
Average Quality* AA AA/Aa1
Total Market Value 30,767,416 30,566,843
*Portfolio is S&P and Moody’s, respectively.
As of March 31, 2024
29 F.2.a
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Sector Distribution
Agency
8.7%
Asset Backed
Security
1.6%
Corporate
7.6%
LAIF
63.3%
Cash
0.7%
Supranational
1.5%
US Treasury
15.3%
Agency CMBS
1.1%
March 31, 2024 December 31, 2023
Asset Backed
Security
1.3%
Agency
9.2%
Corporate
7.5%
LAIF
63.7%
Cash
0.3%
Supranational
0.9%
US Treasury
16.0%
Agency CMBS
1.1%
As of March 31, 2024
30 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report
SECTION
| Section 4
| Portfolio Holdings
31 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Cusip Security Description Par Value/
Units
Purchase Date
Purchase Yield
Cost Value
Book Value
Mkt Price
Mkt YTM
Market Value
Accrued Int.
% of Port.
Gain/Loss
Moody's/
S&P
Fitch
Maturity
Duration
CASH
CCYUSD Receivable 136,198.72 --
0.00%
136,198.72
136,198.72
1.00 0.00%
136,198.72
0.00 0.69%
0.00 Aaa/AAA
AAA
0.00 0.00
Total Cash 136,198.72 0.00%
136,198.72
136,198.72
1.00 0.00%
136,198.72
0.00 0.69%
0.00 Aaa/AAA
AAA
0.00 0.00
LAIF
90LAIF$00 State Pool 19,494,402.71 --
4.27%
19,494,402.71
19,494,402.71
1.00 4.27%
19,494,402.71
0.00 99.31%
0.00 NA/NA
NA
0.00 0.00
Total LAIF 19,494,402.71 4.27%
19,494,402.71
19,494,402.71
1.00 4.27%
19,494,402.71
0.00 99.31%
0.00 NA/NA
NA
0.00 0.00
Total Portfolio 19,630,601.43 4.24%
19,630,601.43
19,630,601.43
1.00 4.24%
19,630,601.43
0.00 100.00%
0.00 Aaa/AAA
AAA
0.00 0.00
Total Market
Value + Accrued 19,630,601.43
39 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report
SECTION
| Section 5
| Transactions
40 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Transaction Ledger
City of Orinda Reserve Portfolio - Account #10296
Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss
ACQUISITIONS
Purchase 01/12/2024 24422EXF1 125,000.00 John Deere Capital Corp
4.5% Due: 01/08/2027
99.922 4.53% 124,902.50 62.50 124,965.00 0.00
Purchase 01/17/2024 36268GAD7 15,000.00 GM Financial Securitized Term 2024-1 A3
4.85% Due: 12/18/2028
99.980 4.91% 14,996.98 0.00 14,996.98 0.00
Purchase 01/30/2024 89238DAD0 60,000.00 Toyota Auto Receivables OT 2024-A A3
4.83% Due: 10/16/2028
99.980 4.89% 59,987.99 0.00 59,987.99 0.00
Purchase 01/31/2024 161571HV9 120,000.00 Chase Issuance Trust 2024-A1 A
4.6% Due: 01/16/2029
99.985 4.66% 119,981.72 0.00 119,981.72 0.00
Purchase 01/31/2024 3130AYPN0 200,000.00 FHLB Note
4.125% Due: 01/15/2027
99.778 4.21% 199,556.00 45.83 199,601.83 0.00
Subtotal 520,000.00 519,425.19 108.33 519,533.52 0.00
TOTAL ACQUISITIONS 520,000.00 519,425.19 108.33 519,533.52 0.00
DISPOSITIONS
Sale 01/12/2024 91282CBR1 50,000.00 US Treasury Note
0.25% Due: 03/15/2024
99.152 5.19% 49,576.17 40.87 49,617.04 -415.30
Subtotal 50,000.00 49,576.17 40.87 49,617.04 -415.30
Maturity 01/15/2024 91282CBE0 250,000.00 US Treasury Note
0.125% Due: 01/15/2024
100.000 250,000.00 0.00 250,000.00 0.00
Maturity 01/17/2024 24422EVN6 95,000.00 John Deere Capital Corp Note
0.45% Due: 01/17/2024
100.000 95,000.00 0.00 95,000.00 0.00
Subtotal 345,000.00 345,000.00 0.00 345,000.00 0.00
TOTAL DISPOSITIONS 395,000.00 394,576.17 40.87 394,617.04 -415.30 December 31, 2023 through January 31, 2024
As of January 31, 2024
41 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Transaction Ledger
City of Orinda LAIF Portfolio - Account #10298
Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss
ACQUISITIONS
Purchase 01/15/2024 90LAIF$00 217,973.86 Local Agency Investment Fund State Pool 1.000 3.95% 217,973.86 0.00 217,973.86 0.00 Subtotal 217,973.86 217,973.86 0.00 217,973.86 0.00
TOTAL ACQUISITIONS 217,973.86 217,973.86 0.00 217,973.86 0.00 December 31, 2023 through January 31, 2024
As of January 31, 2024
57 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report Important Disclosures
2024 Chandler Asset Management, Inc, An Independent Registered Investment Adviser.
Information contained herein is confidential. Prices are provided by ICE Data Services Inc (“IDS”), an independent pricing source. In the event IDS does not provide a price or if the price provided is not reflective of fair market value, Chandler will obtain pricing from an alternative approved third party pricing source in accordance with our written valuation policy and procedures. Our valuation procedures are also disclosed in Item 5 of our Form ADV Part 2A.
Performance results are presented gross-of-advisory fees and represent the client’s Total Return. The deduction of advisory fees lowers performance results. These results include the reinvestment of dividends and other earnings. Past performance may not be indicative of future results. Therefore, clients should not assume that future performance of any specific investment or investment strategy will be profitable or equal to past performance levels. All investment strategies have the potential for profit or loss. Economic factors, market conditions or changes in investment strategies, contributions or withdrawals may materially alter the performance and results of your portfolio.
Index returns assume reinvestment of all distributions. Historical performance results for investment indexes generally do not reflect the deduction of transaction and/or custodial charges or the deduction of an investment management fee, the incurrence of which would have the effect of decreasing historical performance results. It is not possible to invest directly in an index.
Source ICE Data Indices, LLC ("ICE"), used with permission. ICE permits use of the ICE indices and related data on an "as is" basis; ICE, its affiliates and their respective third party suppliers disclaim any and all warranties and representations, express and/or implied, including any warranties of merchantability or fitness for a particular purpose or use, including the indices, index data and any data included in, related to, or derived therefrom. Neither ICE data, its affiliates or their respective third party providers guarantee the quality, adequacy, accuracy, timeliness or completeness of the indices or the index data or any component thereof, and the indices and index data and all components thereof are provided on an "as is" basis and licensee's use it at licensee's own risk. ICE data, its affiliates and their respective third party do not sponsor, endorse, or recommend chandler asset management, or any of its products or services.
This report is provided for informational purposes only and should not be construed as a specific investment or legal advice. The information contained herein was obtained from sources believed to be reliable as of the date of publication, but may become outdated or superseded at any time without notice. Any opinions or views expressed are based on current market conditions and are subject to change. This report may contain forecasts and forward-looking statements which are inherently limited and should not be relied upon as indicator of future results. Past performance is not indicative of future results. This report is not intended to constitute an offer, solicitation, recommendation or advice regarding any securities or investment strategy and should not be regarded by recipients as a substitute for the exercise of their own judgment.
Fixed income investments are subject to interest, credit and market risk. Interest rate risk: the value of fixed income investments will decline as interest rates rise. Credit risk: the possibility that the borrower may not be able to repay interest and principal. Low rated bonds generally have to pay higher interest rates to attract investors willing to take on greater risk. Market risk: the bond market in general could decline due to economic conditions, especially during periods of rising interest rates.
Ratings information have been provided by Moody’s, S&P and Fitch through data feeds we believe to be reliable as of the date of this statement, however we cannot guarantee its accuracy.
Security level ratings for U.S. Agency issued mortgage-backed securities (“MBS”) reflect the issuer rating because the securities themselves are not rated. The issuing U.S. Agency guarantees the full and timely payment of both principal and interest and carries a AA+/Aaa/AAA by S&P, Moody’s and Fitch respectively.
Your qualified custodian bank maintains control of all assets reflected in this statement and we urge you to compare this statement to the one you receive from your qualified custodian. Chandler does not have any authority to withdraw or deposit funds from/to the custodian account.
As of March 31, 2024
58 F.2.a
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Attachment: Investment Report Ending March 31, 2024 [Revision 1] (3369 : Quarterly Investment Report City Council
Staff Report
Agenda Item: F.3
Date: June 18, 2024
Department: City Clerk
AGENDA TITLE: General Municipal Election - November 5, 2024 RECOMMENDATION:
Adopt Resolution No. 21.24 calling for the General Municipal Election and requesting and consenting to the Consolidation of Elections on November 5, 2024, and Setting Specifications of the Election Order.
BACKGROUND:
The California Elections Code provides that the City’s Regular Municipal Election will be conducted on November 5, 2024, for the purpose of filling the terms for two (2) seats on the Orinda City Council. The California Election Code also establishes the procedures for conducting a consolidated election with other elections to be held on the same date.
The procedure allows the City Council to request consolidation by resolution authorizing the County to conduct the election on behalf of the City and to canvass the result.
The request for consolidation must be filed with the Board of Supervisors no later than 88 days prior to the date of the Election. The County Clerk has requested that the City adopt the resolution requesting the consolidation no later than July 3, 2024. This date will allow sufficient time to meet the timelines of the Board of Supervisors to approve the consolidation.
As part of the action calling the election, the City Council is also required to make determinations regarding various items. These items are highlighted as follows:
Time of Election:
The Elections Code provides that the City Council must make the determination of the hours the polls are open. For practical purposes, the polling place hours must be consistent with those hours established by the County. Therefore, the resolution states that the polls be open between 7:00 a.m. and 8:00 p.m.
Candidate Statements – Number of Words and Payment for Costs of Printing The Elections Code provides that the candidate statements may include the name, age and occupation of the candidate and a brief description of no more than 200 words.
The Elections Code further provides that the City Council may authorize an increase in the limitation on words for the statement from 200 to 400. In past elections, the City Council has authorized a 250-word limit for candidate statements. The proposed resolution reflects that same limit.
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The Elections Code also provides that the City Council may determine whether the candidate or the City pay for printing of candidates statements. It has been the City’s practice to require candidates to pay for the printing and distribution of their own candidate statement. The proposed resolution states that the candidate will be responsible for the cost of printing a candidate statement, which is estimated to be approximately $450.00. Submitting a candidate statement is not mandatory.
Procedures for Special Runoff Election in the event of a Tie Vote Where there is a tie vote for candidates for City Council, the Election Code provides that the City must have established a special runoff election procedure prior to the election to avoid a decision on the tie by lot, i.e., by chance. On June 1, 2004, the City Council adopted Resolution No. 37-04 (attached) establishing procedures that a Special Runoff Election will be held in the event of a tie vote.
California Elections Code Section 15651 also provides that once the procedures for a run-off election are established (i.e., Resolution No. 37-04), the procedure remains in effect and is to be used for all subsequent tie votes unless the procedure is later repealed by the City Council.
This information is provided so all Councilmembers are aware of the established City policy for handling tie votes. While no action is recommended, should a majority of the City Council wish to change the current policy, direction to staff should be given to have an appropriate resolution drafted for consideration by the Council at a future meeting.
SUMMARY:
The proposed resolution requests and consents to the Consolidation of Elections with the City’s General Municipal Election on November 5, 2024. In addition, the recommended action provides for Candidates Statements of no more than 250 words with the costs of the statement to be paid by candidates.
FISCAL IMPACT:
Costa County Elections Department has provided a cost range of between $30,000 - $45,000 for the November Municipal Election and sufficient funds are included in the Fiscal Year 2024-2025 Budget as adopted.
ATTACHMENTS:
A. Resolution 37-04
B. Resolution 21-24 Calling Election
Respectfully Submitted by:
Sheri Smith
City Clerk
Prepared By: Sheri Smith, City Clerk
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Approved by:
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Attachment: Resolution 37-04 (3363 : Calling City Council Election in November 2024) Resolution No. 21-24
BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:
Resolution Requesting and Consenting
to Consolidation of Elections on
November 5, 2024; and Setting
Specifications of the Election Order
)
)
)
)
)
)
RESOLUTION 21-24
WHEREAS, the City Council has ordered a Municipal Election to be held on Tuesday, November 5, 2024, to fill certain municipal offices; and WHEREAS, other elections may be held in whole or in part of the territory of the City of Orinda and it is to the advantage of the City to consolidate pursuant to Elections Code Section 10002; and
WHEREAS, Elections Code Section 10002 requires the City to reimburse the County in full for the services performed upon presentation of a bill to the City by the County Elections Official; and
WHEREAS, Elections Code Section 13307 requires that before the nominating period opens the City Council must determine whether a charge shall be levied against each candidate submitting a candidate’s statement to be sent to the voters; and may estimate the cost; and determine whether the estimate must be paid in advance; and WHEREAS, Elections Code Section 12101 requires the publication of a notice of the election once in a newspaper of general circulation in the City; and WHEREAS, tie votes shall be determined by lot unless the City Council adopts the provisions of Elections Code 15651 (b) prior to the conduct of the election resulting in the tie vote.
NOW, THEREFORE, IT IS ORDERED that an election be held in accordance with the following specifications:
SPECIFICATIONS OF THE ELECTION ORDER
1. The Election shall be held on Tuesday, the 5th day of November, 2024. The purpose of the election is to choose successors for the following offices (list offices and terms):
City of Orinda
Two (2) City Councilmembers (Full four-year terms)
2. This City Council hereby requests and consents to the consolidation of this election with other elections which may be held in whole or in part of the territory of the City, as provided in Elections Code sections 10002.
F.3.b
Packet Pg. 100 Attachment: Resolution 21-24 Calling Election (3363 : Calling City Council Election in November 2024) Resolution No. 21-24
3. The City hereby designates the hours the polls are to be kept open shall be from 7:00 A.M. to 8:00 P.M.
4. The City will reimburse the County for the actual cost incurred in conducting the election upon receipt of a bill stating the amount due as determined by the elections official.
5. The City Council has determined that the Candidate will pay for the Candidate’s Statement. The Candidate’s Statement will be limited to 250 words. As a condition of having Candidate’s Statement published the candidate shall pay the full cost at the time of filing.
6. The City Clerk is responsible to publish the Notice of Election in the Contra Costa Times Newspaper, which is a newspaper of general circulation that is published daily in the City.
7. The City Council has determined that the action to be taken in event of a tie vote is as follows:
The City Council of the City of Orinda on June 1, 2004, adopted by resolution (Resolution 37-04) the provisions of section 15651 (b) of the California Elections Code to provide for a special runoff election to resolve a tie vote for candidates who receive an equal number of votes
8. The City Council directs that a certified copy of this Resolution be forwarded to the Registrar of Voters and the Board of Supervisors of Contra Costa County.
9. The City Clerk is authorized, instructed and directed to prepare any documents and take any additional actions that may be necessary in order to properly and lawfully conduct the election.
Adopted by the City Council of the City of Orinda on June 18, 2024 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
Darlene K. Gee, Mayor
ATTEST:
Sheri Marie Smith, City Clerk
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Packet Pg. 101 Attachment: Resolution 21-24 Calling Election (3363 : Calling City Council Election in November 2024) City Council
Staff Report
Agenda Item: F.4
Date: June 18, 2024
Department: Human Resources
AGENDA TITLE: Adopt Updated Consolidated Salary Schedules for Regular City Positions
RECOMMENDATION:
Staff recommends the City Council adopt Resolution No. 25-24 updating the Consolidated Salary Schedule and the 5-Step Salary Schedule for regular city positions.
BACKGROUND:
To efficiently administer the salaries and wages, it is beneficial to have a consolidated salary schedule which displays all authorized salaries for regular positions in a single document. The City had a total of 38.5 regular employee positions funded in the adopted Fiscal Year 2023-24 Budget and 40.5 regular employee positions being proposed for the Fiscal Year 2024-25 Budget. For salary and benefit purposes, these are divided into three groups. The General Employee Group is represented by Teamsters Local No. 856 and the salary and benefits for that group are subject to a Memorandum of Understanding (MOU) and subject to formal bargaining procedures. The second group is the Unrepresented Employees group which consists of manager and mid-manager positions. The third group is the City Manager who is subject to a contract, in which salary and benefit adjustments are made in accordance with the City Manager Employment Agreement.
On July 5, 2022, the City Council adopted Resolution No. 33-22, which provided for changes in salary and benefits negotiated with Teamsters Local Union No. 856 and authorized the City Manager to execute a three-year Memorandum of Understanding (MOU) between the City of Orinda and the City of Orinda represented employees for the period July 1, 2022, through June 30, 2025. The Memorandum of Understanding (MOU) included three salary adjustments. The first was a five percent (5%) cost-of-living wage increase which went into effect on July 3, 2022, and two subsequent salary adjustments: a four percent (4%) cost-of-living wage increase effective July 1, 2023, and a three percent (3%) cost-of-living wage increase of effective July 13, 2024. `
On July 5, 2022, the Council also adopted Resolution No. 34-22 which amended the terms and conductions of employment for the Unrepresented Employees and adopted an updated Consolidated Salary Schedule via Resolution No. 35-22 which incorporated the five percent (5%) cost-of-living wage increase to both the represented and unrepresented employees into one document with an effective date of July 2, 2022.
On June 20, 2023, the Council adopted Resolution 40-23 adopting an updated Consolidated Salary Schedule which incorporated the four percent (4%) cost-of-living wage increase to both the represented and unrepresented employees with an effective date of July 1, 2023.
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On October 17, 2023, the Council authorized the City Manager to execute a Sideletter of Agreement with Teamsters Local No. 856 (Resolution 57-23) and amended the Unrepresented Employee Manual (Resolution 61-23) establishing a standard 5-Step Salary Schedule used for new employees hired after October 21, 2023. These changes were implemented as part of the City’s work to address recruitment and retention. The City therefore maintains two separate salary schedules: a 21-step consolidated salary schedule (Steps A through U) with each step being a 1% increment in pay for employees hired prior to October 21, 2023 and a 5-step salary schedule with a 5% increment in pay between each step for employees hired after October 21, 2023.
Both salary schedules include the current contract salary of the City Manager, which is not changed with this action and was last updated on December 19, 2023, via Resolution 67-
23. DISCUSSION:
Staff has prepared updated salary schedules which contain a three percent (3%) cost-ofliving wage increase with an effective date of July 13, 2024. The consolidated salary schedule is 21-steps (A through U) and the 5-Step salary schedule (which is equivalent to steps A, F, K, P, and U).
The updated Consolidated Salary Schedules include the following additional position, which is being considered by the Council under separate item on tonight’s agenda:
• The addition of the new classification of Maintenance and Facilities Superintendent position, which is part of the City’s reorganization and creation of a new Public Works Maintenance Division which is responsible for maintenance, repair and alteration activities related to City-owned buildings and facilities, City streets, storm drain systems, parks, trees, and landscaping.
NEXT STEPS:
Staff will work to implement the wage adjustments for represented and unrepresented employees effective July 13, 2024.
FISCAL IMPACT:
There is no impact from the adoption of the Consolidated Salary schedule as it reflects already agreed to changes. As a matter of information, on an annualized basis, the total FY 2024-25 salary changes will result in a net increase of approximately $252,450 (approximately $186,750 attributable to wages and $65,700 attributable to net change in benefit costs). There is adequate funding in the proposed fiscal year 2024-25 budget to cover items that result in an additional cost as they were already known.
ATTACHMENTS:
A. Resolution 25-24 Amending Consolidated Salary Schedule B. Consolidated Salary Schedule 7-13-2024
C. 5-Step Consolidated Salary Schedule 7-13-2024
Respectfully Submitted by:
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Ginger Staton
Human Resources Manager
Prepared By: Ginger Staton, Human Resources Manager
Approved by:
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In the Matter of:
Amending the Consolidated Salary )
Schedule Effective July 13, 2024 for
General Employee and Unrepresented
Positions
)
)
)
Resolution No. 25-24
WHEREAS, on July 5, 2022, the City Council adopted Resolution No. 33-22, which provided for changes in salary and benefits negotiated with Teamsters Local Union No. 856 and applicable to the represented employees; and
WHEREAS, on July 5, 2022, the City Council adopted Resolution No 34-22, which amended the terms and conditions of employment for Unrepresented Employees; and WHEREAS, on July 5, 2022, the City Council adopted Resolution No. 35-22, which amended salaries for General Employees and Unrepresented Employees in accordance with the above actions; and
WHEREAS, on June 20, 2023, the City Council adopted Resolution No. 40-23, which amended salaries for General Employees and Unrepresented Employees in accordance with the above actions; and
WHEREAS, in order to efficiently administer the salaries and wages it is beneficial to have a consolidated salary schedule which displays all authorized salaries for regular positions in a single document; and
WHEREAS, included in the Memorandum of Understanding revisions is a salary increase of three percent (3%) applied to the monthly salary of represented positions effective July 13, 2024; and
WHEREAS, the Unrepresented Employees will receive a salary increase of three percent (3%) applied to the monthly salary of unrepresented positions effective July 13, 2024; and
WHEREAS, the revised salaries effective for the Fiscal Year 2024-25 have been calculated and are included in a Consolidated Salary Schedules attached hereto; and WHEREAS, the Fiscal Year 2024-25 Draft Budget includes sufficient funding to implement the proposed salary adjustments presented in the attached schedule. `
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orinda does hereby amend the current Consolidated Salary Schedule for General Employee and Unrepresented positions effective July 13, 2024, attached hereto and by reference made a part hereof.
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Packet Pg. 105 Attachment: Resolution 25-24 Amending Consolidated Salary Schedule (3380 : Adopt Updated Consolidated Salary Schedule for Regular City Adopted by the City Council of the City of Orinda on June 18, 2024, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
______________________
Darlene Gee, Mayor
ATTEST:
Sheri Marie Smith, City Clerk
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Packet Pg. 106 Attachment: Resolution 25-24 Amending Consolidated Salary Schedule (3380 : Adopt Updated Consolidated Salary Schedule for Regular City City of Orinda D R A F T
5-Step Consolidated Salary Schedule
Effective July 13, 2024*
Resolution # 25-24
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Packet Pg. 107 Attachment: Consolidated Salary Schedule 7-13-2024 (3380 : Adopt Updated Consolidated Salary City of Orinda D R A F T
5-Step Consolidated Salary Schedule
Effective July 13, 2024*
Resolution # 25-24
Prepared May 31, 2024
Minimum Maximum Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly Accountant 7/13/2024 General 7,500.33 9,151.84 7,500.33 43.27 7,882.92 45.48 8,285.03 47.80 8,707.64 50.24 9,151.84 52.80 Accounting Technician I 7/13/2024 General 5,140.39 6,272.25 5,140.39 29.66 5,402.60 31.17 5,678.19 32.76 5,967.83 34.43 6,272.25 36.19 Accounting Technician II 7/13/2024 General 5,498.68 6,709.42 5,498.68 31.72 5,779.15 33.34 6,073.96 35.04 6,383.79 36.83 6,709.42 38.71 Accounting Technician III 7/13/2024 General 6,049.25 7,381.21 6,049.25 34.90 6,357.81 36.68 6,682.13 38.55 7,022.97 40.52 7,381.21 42.58 Administrative Assistant I 7/13/2024 General 4,842.98 5,909.36 4,842.98 27.94 5,090.02 29.37 5,349.66 30.86 5,622.54 32.44 5,909.36 34.09 Administrative Assistant II 7/13/2024 General 5,181.89 6,322.88 5,181.89 29.90 5,446.22 31.42 5,724.03 33.02 6,016.01 34.71 6,322.88 36.48 Administrative Services Director* 7/13/2024 Unrep 15,130.89 18,462.54 15,130.89 87.29 15,902.71 91.75 16,713.89 96.43 17,566.45 101.34 18,462.54 106.51 Assistant Engineer 7/13/2024 General 9,467.38 11,552.02 9,467.38 54.62 9,950.33 57.41 10,457.88 60.33 10,991.36 63.41 11,552.02 66.65 Assistant Planner 7/13/2024 General 8,304.02 10,132.49 8,304.02 47.91 8,727.61 50.35 9,172.81 52.92 9,640.72 55.62 10,132.49 58.46 Associate Engineer 7/13/2024 General 10,128.13 12,358.23 10,128.13 58.43 10,644.76 61.41 11,187.74 64.54 11,758.44 67.84 12,358.23 71.30 Associate Planner 7/13/2024 General 8,886.42 10,843.11 8,886.42 51.27 9,339.71 53.88 9,816.13 56.63 10,316.83 59.52 10,843.11 62.56 City Clerk* 7/13/2024 Unrep 12,232.59 14,926.10 12,232.59 70.57 12,856.57 74.17 13,584.49 78.37 14,201.67 81.93 14,926.10 86.11 City Engineer 7/13/2024 Unrep 11,697.17 14,272.76 11,697.17 67.48 12,293.83 70.93 12,920.96 74.54 13,580.06 78.35 14,272.76 82.34 Community Services Officer 7/13/2024 General 5,858.85 7,148.90 5,858.85 33.80 6,157.70 35.53 6,471.81 37.34 6,801.92 39.24 7,148.90 41.24 Director of Parks & Recreation* 7/13/2024 Unrep 12,026.77 14,674.94 12,026.77 69.39 12,640.25 72.92 13,285.02 76.64 13,962.71 80.55 14,674.94 84.66 Director of Planning* 7/13/2024 Unrep 13,417.66 16,372.11 13,417.66 77.41 14,102.09 81.36 14,821.44 85.51 15,577.49 89.87 16,372.11 94.45 Director of Public Works* 7/13/2024 Unrep 14,324.67 17,478.82 14,324.67 82.64 15,055.39 86.86 15,823.34 91.29 16,630.48 95.95 17,478.82 100.84 Education & Outreach Coordinator 7/13/2024 Unrep 8,166.51 9,964.67 8,166.51 47.11 8,583.06 49.52 9,020.88 52.04 9,481.05 54.70 9,964.67 57.49 Facility & Parks Supervisor 7/13/2024 Unrep 8,333.60 10,168.57 8,333.60 48.08 8,758.69 50.53 9,205.48 53.11 9,675.05 55.82 10,168.57 58.66 Facility Maintenance Worker I 7/13/2024 General 5,589.99 6,820.82 5,589.99 32.25 5,875.11 33.89 6,174.79 35.62 6,489.79 37.44 6,820.82 39.35 Facility Maintenance Worker II 7/13/2024 General 5,982.83 7,300.19 5,982.83 34.52 6,288.01 36.28 6,608.76 38.13 6,945.88 40.07 7,300.19 42.12 Human Resources Manager 7/13/2024 Unrep 9,612.18 11,728.69 9,612.18 55.45 10,102.51 58.28 10,617.83 61.26 11,159.44 64.38 11,728.69 67.67 Maintenance and Facilities Superintendent 7/13/2024 Unrep 11,140.16 13,593.11 11,140.16 64.27 11,708.43 67.55 12,305.67 70.99 12,933.38 74.62 13,593.11 78.42 Maintenance Worker I 7/13/2024 General 5,589.99 6,820.82 5,589.99 32.25 5,875.11 33.89 6,174.79 35.62 6,489.79 37.44 6,820.82 39.35 Maintenance Worker II 7/13/2024 General 5,982.83 7,300.19 5,982.83 34.52 6,288.01 36.28 6,608.76 38.13 6,945.88 40.07 7,300.19 42.12 Maintenance Worker III 7/13/2024 General 6,580.41 8,029.37 6,580.41 37.96 6,916.09 39.90 7,268.87 41.94 7,639.65 44.07 8,029.37 46.32 Management Analyst I 7/13/2024 Unrep 8,166.51 9,964.67 8,166.51 47.11 8,583.06 49.52 9,020.88 52.04 9,481.05 54.70 9,964.67 57.49 Management Analyst II 7/13/2024 Unrep 8,739.96 10,664.42 8,739.96 50.42 9,185.79 52.99 9,654.34 55.70 10,146.83 58.54 10,664.42 61.53 Office Assistant 7/13/2024 General 4,221.88 5,151.49 4,221.88 24.36 4,437.23 25.60 4,663.57 26.91 4,901.48 28.28 5,151.49 29.72 Planning Technician 7/13/2024 General 5,945.48 7,254.62 5,945.48 34.30 6,248.75 36.05 6,567.52 37.89 6,902.50 39.82 7,254.62 41.85 Public Works Inspector 7/13/2024 General 7,887.66 9,624.42 7,887.66 45.51 8,290.00 47.83 8,712.86 50.27 9,157.32 52.83 9,624.42 55.53 Public Works Supervisor 7/13/2024 Unrep 8,333.60 10,168.57 8,333.60 48.08 8,758.69 50.53 9,205.48 53.11 9,675.05 55.82 10,168.57 58.66 Recreation Coordinator 7/13/2024 General 5,912.27 7,214.11 5,912.27 34.11 6,213.86 35.85 6,530.84 37.68 6,863.98 39.60 7,214.11 41.62 Recreation Manager 7/13/2024 Unrep 9,898.30 12,077.80 9,898.30 57.11 10,403.20 60.02 10,933.85 63.08 11,491.60 66.30 12,077.80 69.68 Recreation Supervisor I 7/13/2024 General 6,547.23 7,988.87 6,547.23 37.77 6,881.19 39.70 7,232.21 41.72 7,601.12 43.85 7,988.87 46.09 Recreation Supervisor II 7/13/2024 Unrep 7,201.86 8,787.64 7,201.86 41.55 7,569.22 43.67 7,955.34 45.90 8,361.15 48.24 8,787.64 50.70 Senior Accountant 7/13/2024 Unrep 9,664.10 11,792.03 9,664.10 55.75 10,157.05 58.60 10,675.17 61.59 11,219.71 64.73 11,792.03 68.03 Senior Administrative Assistant 7/13/2024 General 5,700.64 6,955.87 5,700.64 32.89 5,991.42 34.57 6,297.05 36.33 6,618.24 38.18 6,955.87 40.13 Senior Civil Engineer 7/13/2024 Unrep 11,140.16 13,593.11 11,140.16 64.27 11,708.43 67.55 12,305.67 70.99 12,933.38 74.62 13,593.11 78.42 Senior Management Analyst 7/13/2024 Unrep 9,612.18 11,728.69 9,612.18 55.45 10,102.51 58.28 10,617.83 61.26 11,159.44 64.38 11,728.69 67.67 Senior Planner 7/13/2024 Unrep 9,772.97 11,924.87 9,772.97 56.38 10,271.49 59.26 10,795.43 62.28 11,346.11 65.46 11,924.87 68.80 City Manager 11/6/2023 Contract 22,342.66 22,342.66 22,342.66 128.90 * Eligible to be designated as Assistant City Manager
STEP 5
** The 5-Step Salary Schedule applies to NEW employees hired after October 21, 2023 STEP 2 STEP 3 STEP 4 Position Title Effective Unit Monthly Position STEP 1 F.4.b
Packet Pg. 108 Attachment: Consolidated Salary Schedule 7-13-2024 (3380 : Adopt Updated Consolidated Salary City of Orinda D R A F T
5-Step Consolidated Salary Schedule
Effective July 13, 2024*
Resolution # 25-24
Prepared May 31, 2024
Minimum Maximum Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly Monthly Hourly Accountant 7/13/2024 General 7,500.33 9,151.84 7,500.33 43.27 7,882.92 45.48 8,285.03 47.80 8,707.64 50.24 9,151.84 52.80 Accounting Technician I 7/13/2024 General 5,140.39 6,272.25 5,140.39 29.66 5,402.60 31.17 5,678.19 32.76 5,967.83 34.43 6,272.25 36.19 Accounting Technician II 7/13/2024 General 5,498.68 6,709.42 5,498.68 31.72 5,779.15 33.34 6,073.96 35.04 6,383.79 36.83 6,709.42 38.71 Accounting Technician III 7/13/2024 General 6,049.25 7,381.21 6,049.25 34.90 6,357.81 36.68 6,682.13 38.55 7,022.97 40.52 7,381.21 42.58 Administrative Assistant I 7/13/2024 General 4,842.98 5,909.36 4,842.98 27.94 5,090.02 29.37 5,349.66 30.86 5,622.54 32.44 5,909.36 34.09 Administrative Assistant II 7/13/2024 General 5,181.89 6,322.88 5,181.89 29.90 5,446.22 31.42 5,724.03 33.02 6,016.01 34.71 6,322.88 36.48 Administrative Services Director* 7/13/2024 Unrep 15,130.89 18,462.54 15,130.89 87.29 15,902.71 91.75 16,713.89 96.43 17,566.45 101.34 18,462.54 106.51 Assistant Engineer 7/13/2024 General 9,467.38 11,552.02 9,467.38 54.62 9,950.33 57.41 10,457.88 60.33 10,991.36 63.41 11,552.02 66.65 Assistant Planner 7/13/2024 General 8,304.02 10,132.49 8,304.02 47.91 8,727.61 50.35 9,172.81 52.92 9,640.72 55.62 10,132.49 58.46 Associate Engineer 7/13/2024 General 10,128.13 12,358.23 10,128.13 58.43 10,644.76 61.41 11,187.74 64.54 11,758.44 67.84 12,358.23 71.30 Associate Planner 7/13/2024 General 8,886.42 10,843.11 8,886.42 51.27 9,339.71 53.88 9,816.13 56.63 10,316.83 59.52 10,843.11 62.56 City Clerk* 7/13/2024 Unrep 12,232.59 14,926.10 12,232.59 70.57 12,856.57 74.17 13,584.49 78.37 14,201.67 81.93 14,926.10 86.11 City Engineer 7/13/2024 Unrep 11,697.17 14,272.76 11,697.17 67.48 12,293.83 70.93 12,920.96 74.54 13,580.06 78.35 14,272.76 82.34 Community Services Officer 7/13/2024 General 5,858.85 7,148.90 5,858.85 33.80 6,157.70 35.53 6,471.81 37.34 6,801.92 39.24 7,148.90 41.24 Director of Parks & Recreation* 7/13/2024 Unrep 12,026.77 14,674.94 12,026.77 69.39 12,640.25 72.92 13,285.02 76.64 13,962.71 80.55 14,674.94 84.66 Director of Planning* 7/13/2024 Unrep 13,417.66 16,372.11 13,417.66 77.41 14,102.09 81.36 14,821.44 85.51 15,577.49 89.87 16,372.11 94.45 Director of Public Works* 7/13/2024 Unrep 14,324.67 17,478.82 14,324.67 82.64 15,055.39 86.86 15,823.34 91.29 16,630.48 95.95 17,478.82 100.84 Education & Outreach Coordinator 7/13/2024 Unrep 8,166.51 9,964.67 8,166.51 47.11 8,583.06 49.52 9,020.88 52.04 9,481.05 54.70 9,964.67 57.49 Facility & Parks Supervisor 7/13/2024 Unrep 8,333.60 10,168.57 8,333.60 48.08 8,758.69 50.53 9,205.48 53.11 9,675.05 55.82 10,168.57 58.66 Facility Maintenance Worker I 7/13/2024 General 5,589.99 6,820.82 5,589.99 32.25 5,875.11 33.89 6,174.79 35.62 6,489.79 37.44 6,820.82 39.35 Facility Maintenance Worker II 7/13/2024 General 5,982.83 7,300.19 5,982.83 34.52 6,288.01 36.28 6,608.76 38.13 6,945.88 40.07 7,300.19 42.12 Human Resources Manager 7/13/2024 Unrep 9,612.18 11,728.69 9,612.18 55.45 10,102.51 58.28 10,617.83 61.26 11,159.44 64.38 11,728.69 67.67 Maintenance and Facilities Superintendent 7/13/2024 Unrep 11,140.16 13,593.11 11,140.16 64.27 11,708.43 67.55 12,305.67 70.99 12,933.38 74.62 13,593.11 78.42 Maintenance Worker I 7/13/2024 General 5,589.99 6,820.82 5,589.99 32.25 5,875.11 33.89 6,174.79 35.62 6,489.79 37.44 6,820.82 39.35 Maintenance Worker II 7/13/2024 General 5,982.83 7,300.19 5,982.83 34.52 6,288.01 36.28 6,608.76 38.13 6,945.88 40.07 7,300.19 42.12 Maintenance Worker III 7/13/2024 General 6,580.41 8,029.37 6,580.41 37.96 6,916.09 39.90 7,268.87 41.94 7,639.65 44.07 8,029.37 46.32 Management Analyst I 7/13/2024 Unrep 8,166.51 9,964.67 8,166.51 47.11 8,583.06 49.52 9,020.88 52.04 9,481.05 54.70 9,964.67 57.49 Management Analyst II 7/13/2024 Unrep 8,739.96 10,664.42 8,739.96 50.42 9,185.79 52.99 9,654.34 55.70 10,146.83 58.54 10,664.42 61.53 Office Assistant 7/13/2024 General 4,221.88 5,151.49 4,221.88 24.36 4,437.23 25.60 4,663.57 26.91 4,901.48 28.28 5,151.49 29.72 Planning Technician 7/13/2024 General 5,945.48 7,254.62 5,945.48 34.30 6,248.75 36.05 6,567.52 37.89 6,902.50 39.82 7,254.62 41.85 Public Works Inspector 7/13/2024 General 7,887.66 9,624.42 7,887.66 45.51 8,290.00 47.83 8,712.86 50.27 9,157.32 52.83 9,624.42 55.53 Public Works Supervisor 7/13/2024 Unrep 8,333.60 10,168.57 8,333.60 48.08 8,758.69 50.53 9,205.48 53.11 9,675.05 55.82 10,168.57 58.66 Recreation Coordinator 7/13/2024 General 5,912.27 7,214.11 5,912.27 34.11 6,213.86 35.85 6,530.84 37.68 6,863.98 39.60 7,214.11 41.62 Recreation Manager 7/13/2024 Unrep 9,898.30 12,077.80 9,898.30 57.11 10,403.20 60.02 10,933.85 63.08 11,491.60 66.30 12,077.80 69.68 Recreation Supervisor I 7/13/2024 General 6,547.23 7,988.87 6,547.23 37.77 6,881.19 39.70 7,232.21 41.72 7,601.12 43.85 7,988.87 46.09 Recreation Supervisor II 7/13/2024 Unrep 7,201.86 8,787.64 7,201.86 41.55 7,569.22 43.67 7,955.34 45.90 8,361.15 48.24 8,787.64 50.70 Senior Accountant 7/13/2024 Unrep 9,664.10 11,792.03 9,664.10 55.75 10,157.05 58.60 10,675.17 61.59 11,219.71 64.73 11,792.03 68.03 Senior Administrative Assistant 7/13/2024 General 5,700.64 6,955.87 5,700.64 32.89 5,991.42 34.57 6,297.05 36.33 6,618.24 38.18 6,955.87 40.13 Senior Civil Engineer 7/13/2024 Unrep 11,140.16 13,593.11 11,140.16 64.27 11,708.43 67.55 12,305.67 70.99 12,933.38 74.62 13,593.11 78.42 Senior Management Analyst 7/13/2024 Unrep 9,612.18 11,728.69 9,612.18 55.45 10,102.51 58.28 10,617.83 61.26 11,159.44 64.38 11,728.69 67.67 Senior Planner 7/13/2024 Unrep 9,772.97 11,924.87 9,772.97 56.38 10,271.49 59.26 10,795.43 62.28 11,346.11 65.46 11,924.87 68.80 City Manager 11/6/2023 Contract 22,342.66 22,342.66 22,342.66 128.90 * Eligible to be designated as Assistant City Manager
STEP 5
** The 5-Step Salary Schedule applies to NEW employees hired after October 21, 2023 STEP 2 STEP 3 STEP 4 Position Title Effective Unit Monthly Position STEP 1 F.4.c
Packet Pg. 109 Attachment: 5-Step Consolidated Salary Schedule 7-13-2024 (3380 : Adopt Updated Consolidated Salary City Council
Staff Report
Agenda Item: F.5
Date: June 18, 2024
Department: Human Resources
AGENDA TITLE: Proposed addition of full time Maintenance and Facilities Superintendent Job Classification
RECOMMENDATION:
Staff recommends City Council approve Resolution No. 24-24 approving the addition of a Maintenance and Facilities Superintendent classification.
BACKGROUND:
In accordance with section 3.1 of the City Personnel Rules, the City Council approves classifications used by the City. On May 21, 2024, the City Council discussed and provided feedback to staff regarding recommended reorganization of Public Works and Facilities Maintenance in order to better focus effort on facilities and infrastructure maintenance. The Council supported the recommendation of the City Manager to create a focused full-time position to lead the City’s newly formed Maintenance Division, which will be responsible for maintenance, repair and alteration activities related to Cityowned buildings and facilities, City streets, storm drain systems, parks, trees, and landscaping.
The first step of the reorganization recommendation is to establish a new classification of Maintenance and Facilities Superintendent, which would report to the Director of Public Works and Engineering. Under the new structure, the new Maintenance and Facilities Superintendent will lead both the Facilities Maintenance work group, currently in the Parks and Recreation Department, and the Public Works Maintenance work group.
DISCUSSION:
Per Council direction, staff drafted a job description (Attachment B) for the Maintenance and Facilities Superintendent classification. The position will be a full-time unrepresented mid-manager position. The classification will lead the City’s two maintenance work groups to protect the City’s investment in public facilities and meet the needs of internal and external customers for safe, functional, and presentable public facilities and other infrastructure.
SUMMARY/NEXT STEPS:
The new classification is added to the City’s Consolidated Salary Schedules under a separate agenda item this evening. If the new classification is not approved, the draft Consolidated Salary Schedules will be amended. The recruitment and selection process is expected to begin in July.
FISCAL IMPACT:
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Packet Pg. 110
The monthly salary range for the Maintenance and Facilities Superintendent classification effective July 13, 2024, is $11,140.16 - $13,593.11. The total estimated cost (including salary, medical insurance, deferred compensation and other direct employment costs) of this position varies from $174,833 to $207,268 annually. This position is included in the proposed 2024-2025 Fiscal Year Mid-Cycle Budget Update.
ATTACHMENTS:
A. Resolution 24-24 Approving Maintenance and Facilities Superintendent B. Maintenance and Facilities Superintendent Classification Respectfully Submitted by:
Ginger Staton
Human Resources Manager
Prepared By: Ginger Staton, Human Resources Manager
Approved by:
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In the Matter of:
Approving the Addition of a )
Maintenance and Facilities
Superintendent position
)
)
Resolution No. 24-24
WHEREAS, the City of Orinda City Council approved a reorganization of the City’s Public Works and Facilities Maintenance departments at the May 21, 2024 Council meeting; and
WHEREAS, the Council approved of the recommendation to add a dedicated staff person to lead the new combined Maintenance and Facilities Division; and WHERAS, staff drafted a job description for the creation of a full-time Maintenance and Facilities Superintendent to sustain facilities and infrastructure and to help implement policies as set forth by the City Council; and WHEREAS, the position salary is benchmarked to the Senior Civil Engineer position; and
WHEREAS, funding for the position is budgeted per Council’s approval of Decision Package # 2 during the Budget process; and
NOW THEREFORE BE IT RESOLVED that the City Council of the City of Orinda does hereby authorize the City Manager to approve this full-time position.
Adopted by the City Council of the City of Orinda at a regular meeting on June 18, 2024 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
Darlene Gee, Mayor
ATTEST:
Sheri Marie Smith, City Clerk
F.5.a
Packet Pg. 112 Attachment: Resolution 24-24 Approving Maintenance and Facilities Superintendent (3387 : Add Classification Maintenance and Facilities
D R A F T
CITY OF ORINDA
MAINTENANCE AND FACILITIES SUPERINTENDENT
DEFINITION
Under direction of the Director of Public Works and Engineering, plan, organize, direct, manage and coordinate activities and operations of the Public Works Maintenance Division to protect the City's investment in public facilities and meet the needs of internal and external customers for safe, functional, and presentable public facilities and other infrastructure. This position is responsible for maintenance, repair and alteration activities related to City-owned buildings and facilities, City streets, storm drain systems, parks, trees, and landscaping.
SUPERVISION RECEIVED AND EXERCISED
This position reports to the Director of Public Works and Engineering. Exercises direct supervision over supervisory, technical, and administrative support staff.
EXAMPLES OF IMPORTANT AND ESSENTIAL DUTIES
Develop and implement maintenance goals, objectives, policies and procedures; supervise and manage department safety trainings and work task procedures.
Develop and implement assigned Capital Improvement Program (CIP) activities and project management for long-term building and facility maintenance and repair plans. Deliver projects related to the maintenance division; develop recommendations and maintain accurate records of maintenance activities.
Oversee all maintenance activities related to City-owned buildings and facilities, City streets, storm drain systems, parks, trees, and landscaping in all related areas.
Regularly inspect completed maintenance work to ensure quality compliance, including overall performance of city-contracted services such as landscaping and park maintenance, and building janitorial services.
Direct, oversee and participate in the development of the maintenance work plans; work with supervisors to approve assigned work activities, projects and programs; oversee workflow; review and evaluate work products, methods and procedures.
Receive, evaluate, prioritize and process work requests from City departments; determine priorities and methods necessary to achieve objectives and schedules; advise management staff of work in progress, operating problems and actual or potential delays.
Prepare the maintenance division operating budget; assist in budget implementation; generate budget forecasting of additional funds needed for personnel, equipment, contract services, materials and supplies; administers assigned budget including the approval and control of expenditures.
Coordinate and ensure City preparation for and in response to storm and other emergency events.
F.5.b
Packet Pg. 113 Attachment: Maintenance and Facilities Superintendent Classification (3387 : Add Classification Maintenance and Facilities Superintendent)
D R A F T
Coordinate and administer activities related to various contracts and projects; coordinate projects with other City work units and outside contractors; assist in determining the need for contract assistance; prepare contract documents and specifications; participate in vendor/contractor selection; administer contracts; review and evaluate the work of contractors; determine contractual compliance; review and approve billings and charge services.
Exercise direct supervision over assigned supervisory, technical and administrative personnel; recommend the appointment of personnel; provide or coordinate staff training including cross training across disciplines and functional areas; conduct performance evaluations; implement discipline procedures as required; maintain discipline and high standards necessary for the efficient and professional operation of maintenance activities.
Represent the division and department to outside agencies and organizations; participate in outside community and professional groups and committees; provide technical assistance as necessary.
Analyze federal, state and local regulations and assure regulatory compliance; ensure division compliance with city rules, regulations, ordinances and policies.
Oversee ADA Transition Plan for City buildings and ensure compliance with applicable accessibility regulations.
Research and prepare technical, administrative, and staff reports; maintain records; prepare written correspondence; participate in and make presentations to the City Council, Boards, Commissions, and professional groups.
Build and maintain positive working relationships with representatives of community organizations, State and local agencies, City management, City staff and the public using principles of good customer service.
Perform other duties as assigned.
JOB RELATED AND ESSENTIAL QUALIFICATIONS
Knowledge of:
Principles and practices of public works and facilities maintenance related to the care of, public buildings, streets, parks, facilities, storm drains and equipment.
Principles, practices, and methods used in contract management and capital infrastructure projects.
Principles and practices of leadership, supervision, team building and conflict resolution techniques.
Pertinent local, State and Federal rules, codes, regulations, and laws, including safety regulations and procedures.
State Public Contract Code and Municipal Code procurement procedures and State DIR project registration requirements.
Equipment, tools, and materials used in a variety of public works maintenance activities.
Modern office procedures and computer equipment.
Budgeting procedures, techniques, purchasing methods, and principles.
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Packet Pg. 114 Attachment: Maintenance and Facilities Superintendent Classification (3387 : Add Classification Maintenance and Facilities Superintendent)
D R A F T
Principles and practices of supervision, training, and personnel management.
Computerized maintenance management and asset management systems.
Skill and Ability to:
Organize and direct all Maintenance Division operations.
Prepare, administer and monitor the Maintenance Division budget.
On a continuous basis, analyze budget and technical reports; prepare and review staff reports; identify and interpret technical and numerical information.
Supervise, train and evaluate personnel.
Consistently apply various rules and procedures; explain and interpret policy.
Learn, understand, and apply laws, regulations, codes, policies, and procedures; observe and problem solve operational and technical issues.
Analyze problems, identify alternative solutions, anticipate consequences of proposed actions and implement recommendations in support of goals.
Read, interpret, and understand blueprints, drawings, diagrams, specifications, operating instructions, and manuals.
Gain cooperation of subordinates through leadership, discussion and influence.
Develop and recommend policies and procedures related to all maintenance operations.
Establish and maintain effective working relationships with those contacted in the course of work.
Communicate clearly and concisely, both orally and in writing.
MINIMUM QUALIFICATIONS
Any combination equivalent to education and experience is likely to provide the required knowledge and abilities. A typical way to obtain the knowledge and abilities would be:
Experience
Five (5) years of increasingly responsible experience in building maintenance, facility management, construction management, public works operations or related activity including two (2) years of supervisory responsibility.
Training:
Possession of a bachelor’s degree from an accredited college or university in civil engineering, construction management, architecture, public administration or a related field is desirable; alternate education including technical and other certifications and experience may substitute.
License or Certificate:
Possession of a valid California Driver's license with a demonstrated history of safe driving. Desirable licenses or certifications include:
• Professional Engineer (PE)
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Packet Pg. 115 Attachment: Maintenance and Facilities Superintendent Classification (3387 : Add Classification Maintenance and Facilities Superintendent)
D R A F T
• Licensed Architect
• Certified Facility Manager (FM), by International Facility Management Association • American Public Works Association (APWA) Certifications (e.g. Certified Public Works Professional-Supervision)
• Project Management Professional (PMP), by Project Management Institute (PMI) • PMI Construction Professional (PMI-CP)
• Licensed General Contractor (Class B or A)
Special Requirements:
Essential duties require the following physical skills and work environment:
Ability to work in a standard office setting and use standard office equipment, including a computer, and to conduct filed inspections and to travel to different sites and locations. The job involves frequent walking in operational areas to identify problems or hazards. The ability to bend, stoop, kneel, reach and climb to perform work in and inspect work sites. The incumbent must possess the ability to lift, carry, push, and pull materials and objects weighing up to 50 pounds, or heavier weights with the use of proper equipment.
While working in the field incumbent will be exposed to loud noise levels, cold and hot temperature, inclement weather, road hazards, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Incumbent may interact with members of the public or with staff under emotionally stressful conditions while interpreting and enforcing departmental policies and procedures.
Employee Group: Unrepresented
FLSA Status: Exempt
Revised: DRAFT – June 18, 2024
F.5.b
Packet Pg. 116 Attachment: Maintenance and Facilities Superintendent Classification (3387 : Add Classification Maintenance and Facilities Superintendent) City Council
Staff Report
Agenda Item: F.6
Date: June 18, 2024
Department:
Public Works and
Engineering Services
AGENDA TITLE: Accept Work under the Contract with Gordon N. Ball Inc. for the federally funded projects to seismically retrofit Miner Road Bridge over San Pablo Creek (STPLZ-5444(019), CIP # 0044) and Bear Creek Road Bridge over San Pablo Creek (STPLZ-5444(018), CIP # 0087)
RECOMMENDATION:
Staff recommends that the City Council adopt Resolution No. 23-24 to accept work for said projects performed under contract with Gordon N. Ball Inc. and authorize the City Clerk to sign and file the Notice of Completion for the contract with the Contra Costa County Clerk-Recorder.
BACKGROUND:
On April 11, 2023, the City Council awarded a construction contract to Gordon N. Ball Inc. in the amount of $1,425,213 for performance of said projects. The two bridge projects were bid out under one contract for economies of scale but were tracked separately for federal grant purposes. The City Council also authorized change orders up to 15% of the original contract amount, for a total construction budget of $1,639,013.
These projects were complex due to the numerous requirements that are triggered by federal funding, including environmental, right-of-way clearance, utility clearance, labor, civil rights (DBE), inspection, testing and special reporting. Also, acquisition and compliance with regulatory permits from the State Dept. of Fish & Wildlife and the State Water Board was required since these bridges are over San Pablo Creek. The work consisted of the seismic retrofits of the two bridges, and installation of temporary creek diversions/coffer dams so that scaffolding could be erected, and the structure could be accessed from below. The projects required many years of preliminary engineering, geotechnical and environmental work, including the Caltrans application process. The work included replacement of a water pipeline supported by the Bear Creek bridge, on account of the pipeline and its supporting brackets being in conflict with the retrofit work.
The pipeline replacement work was reimbursed by EMBUD in accordance with a utility agreement approved by City Council in November 2021.
DISCUSSION:
A Notice to Proceed was issued to Gordon N. Ball to commence work on June 13, 2024, with an 85 working day contract time of completion. Additional working days were added to the contract by change orders, amounting to 48 days, for environmental delays (bird, bat, and wood rat impacts) and utility co. modifications. Work at the project sites was completed on or around December 6, 2024, and within the adjusted time of completion. The subject formal acceptance of this contract has not occurred until the present time due to some delays by the contractor in providing certain required federal F.6
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reporting forms, and to prepare and agree on final payment amounts for the contract.
The final contract amount is $1,486,708.53, which represents a 4% increase over the awarded nominal contract value, but well within the budgeted 15% contingency.
The breakdown in costs between the two bridges is as follows:
Miner Rd. Bridge $616,623.00
Bear Creek Rd. Bridge $870,085.53
In order to issue the payment of the final retention and close out the contract, it is presented for acceptance by the City Council.
NEXT STEPS:
Upon City Council approval, the Notice of Completion (attached) will be signed and recorded with the Contra Costa County Clerk-Recorder’s office. Retention (5% of the contract payments) will be released in accordance with the contract documents and the Public Contract Code. After all payments, including retentions, are paid to the contractor, staff will submit final reports and reimbursement invoices to Caltrans, who administers federally funded highway projects.
FISCAL IMPACT:
The construction associated with this project was funded primarily from federal highway bridge program (HBP) grants, and State Proposition 1 (a 2006 bond funded program which included highway safety), which allows for funding through the California Transportation Commission (CATC). These grants will only fund “participating” work, which only includes retrofit work that strictly meets the “no collapse” threshold.
Therefore some necessary maintenance and structural work that was included in the contract is not reimbursable through these grants, and City/local funding was budgeted for this purpose, primarily through Transportation Impact Fees (Fund #205). Subject to Caltrans approvals of our final reimbursement invoices, the City share of the overall contract is estimated to be $165,000, or 12% of the total net contract cost (excluding EBMUD share). The water pipeline work is reimbursable through EBMUD, for an amount of $140,473.
As noted above, the construction contract was completed for less than the authorized budget. The remaining unused construction funds will be returned to fund balances.
The total project costs (including environmental, design, right of way and construction management) are estimated to be approximately as follows:
Miner Road bridge Bear Creek Road bridge
Total cost $1,300,000 $1,540,000
Less EBMUD reimb. (140,000)
Net total $1,300,000 $1,400,000
Less Fed. & State reimb. (1,100,000) ~84% reimb. 1,270,000 ~91% reimb.
Net City share $ 230,000 $ 220,000
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Note that the regulatory permits require that the City perform post-construction monitoring work (Monitoring & Management Plans) for a seven year period to assess if the project’s impacts have been successfully mitigated. This will require staff time to perform inspections and submit annual reports. Professional services (biologist) may be required, in which case an on-call consultant will be used. This may cost $3,000 per year, depending on the regulatory agency comments on our reports and will be programmed in future Public Works Department operations budgets.
ATTACHMENTS:
A. Resolution 23-24 Accept Gordon N. Ball Contract
B. NOC
Respectfully Submitted by:
Scott Christie
Public Works Director
Prepared By: Scott Christie, Public Works Director
Approved by:
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BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:
Accept Work under the Contract
with Gordon N. Ball Inc. for the
federally funded projects to
seismically retrofit Miner Road
Bridge over San Pablo Creek
(STPLZ-5444(019), CIP # 0044)
and Bear Creek Road Bridge over
San Pablo Creek (STPLZ5444(018), CIP # 0087)
)
) Resolution No. 23-24
)
)
)
)
)
)
WHEREAS, Gordon N. Ball Inc., has completed the work in accordance with the construction contract documents for the seismic retrofit projects (a) Miner Road Bridge over San Pablo Creek (STPLZ-5444(019), CIP # 0044) and (b) Bear Creek Road Bridge over San Pablo Creek (STPLZ-5444(018), CIP # 0087); and WHEREAS, the Director of Public Works has recommended that the work be accepted as complete.
NOW THEREFORE BE IT RESOLVED that the work performed by Gordon N.
Ball Inc., under the terms and conditions of the above-referenced construction contract documents is hereby accepted.
BE IT FURTHER RESOLVED that the City Clerk is hereby authorized to sign and file the Notice of Completion with the Contra Costa County Clerk-Recorder.
BE IT FURTHER RESOLVED that the Administrative Services Director is hereby authorized to release all withheld project retention in accordance with the contract documents and the Public Contract Code.
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
Darlene Gee, Mayor
ATTEST:
Sheri Marie Smith, City Clerk
F.6.a
Packet Pg. 120 Attachment: Resolution 23-24 Accept Gordon N. Ball Contract (3383 : Accept GNB contract - Bridges) 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
Federally funded projects to seismically retrofit Miner Road Bridge over San Pablo Creek (STPLZ-5444(019), CIP # 0044) and Bear Creek Road Bridge over San Pablo Creek (STPLZ5444(018), CIP # 0087) (Contractor: Gordon N. Ball Inc. )
NOTICE IS HEREBY GIVEN by the undersigned, those certain improvements, to wit:
Federally funded projects to seismically retrofit Miner Road Bridge over San Pablo Creek (STPLZ-5444(019), CIP # 0044) and Bear Creek Road Bridge over San Pablo Creek (STPLZ5444(018), CIP # 0087) Project location in the City of Orinda, Contra Costa County, California.
Property Owner: Interest in Property or Right of Way is owned by City of Orinda (a municipal corporation, 22 Orinda Way, Orinda CA 94563) as right-of-way.
The contract which has heretofore been let to Gordon N. Ball 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 6/18/2024
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: ____________________________________ Scott Christie, Public Works Director
R.C.E. #36272
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 6/18/2024. ______________________________
Sheri Smith, City Clerk
F.6.b
Packet Pg. 121 Attachment: NOC (3383 : Accept GNB contract - Bridges) City Council
Staff Report
Agenda Item: F.7
Date: June 18, 2024
Department:
Public Works and
Engineering Services
AGENDA TITLE: Approval of Fiscal Year 2024-25 SB1 Road Repair and Accountability Act Project List
RECOMMENDATION:
Staff recommends the City Council adopt Resolution 22-24 which formalizes the City of Orinda’s intention to use the funding from the Road Maintenance and Rehabilitation Account (RMRA) for the 2024 Annual Pavement Project which includes work on several streets.
BACKGROUND:
On April 28, 2017 the Governor Signed Senate Bill (SB) 1, which is known as the Road Repair and Accountability Act of 2017 (RMRA). This legislation increased the per gallon fuel exercise taxes ($0.12 per gallon), as well as increases diesel fuel sales taxes and vehicle registration fees. The use of the new funds also comes with additional reporting requirements and a focus on using the new funds for basic road maintenance, rehabilitation, and critical safety projects on the local streets and roads system.
These funds require separate action by the City identifying the specific use of the funds.
In the current year (Fiscal Year 2023-24) the City designated the use of the funds towards a portion of the costs to rehabilitate various roads in the 2023 Annual Pavement Rehabilitation Project.
The State requires adoption of a Resolution and submittal of the Fiscal Year 2024-25 Project List by July 1, 2024. The exact amounts of Gas Taxes received by the City fluctuate based on a variety of factors.
The City estimates $505,559 in RMRA funding in Fiscal Year 2024-25 from State Gas Tax.
DISCUSSION:
In order to simplify the reporting and administration, the proposed Project List consists of one project, the “2024 Annual Pavement Rehabilitation – Project#4178”. This project includes several roadway segments as described below:
Project Description: Rehabilitate existing pavement.
Locations: Refer to attached list of streets
Scheduled Completion: December 31, 2024
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Estimated Useful Life: 15 Years
Funding Sources: The total cost of the project exceeds the anticipated amount of RMRA funds. Other funding to be used on the project includes General Gas Tax; CCTA Return to Source (Local Share); and Road Maintenance Fees (Solid Waste Provider).
NEXT STEPS:
Staff will submit Resolution No. 22-24 to the State Transportation Commission. The project is currently under design and when bids are received for construction, Staff will submit a request to City Council for approvals of the design and the award of the construction contract.
FISCAL IMPACT:
The 2024 Annual Pavement Rehabilitation Project will use several funding sources including: General Gas Tax; Gas Tax RMRA; SB1 Local Partnership Program (LPP), CCTA Return to Source, and Road Maintenance Fee (Solid Waste Provider) funds as shown in the attached CIP detail page for this project (4178).
ATTACHMENTS:
A. Resolution 22-24 SB1 (RMRA) 2024-25 Project List
B. 2024 List of Streets
C. CIP project sheet for 4178
Respectfully Submitted by:
Scott Christie
Public Works Director
Prepared By: Sivakumar Natarajan, City Engineer
Approved by:
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BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of:
Approval of Fiscal Year 2024-2025 )
Project List as required by the Road )
Repair and Accountability Act of 2017 ) Resolution No. 22-24 WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 in order to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City must adopt by resolution a list of all projects proposed to receive funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1 by resolution, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City estimates $505,559 in RMRA funding in Fiscal Year 2024- 2025 from State Gas Tax based on current estimates; and WHEREAS, this is the seventh year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the City has undergone a robust public process to ensure public input into our community’s transportation priorities/the project list; and WHEREAS, the City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate 51 roads throughout the City this year and more of similar projects into the future; and WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in “at-risk” condition and this revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into a “good” condition; and F.7.a
Packet Pg. 124 Attachment: Resolution 22-24 SB1 (RMRA) 2024-25 Project List (3364 : SB1 RMRA Proejct List 2024-25) WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide.
NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City of Orinda, State of California, as follows:
1. The foregoing recitals are true and correct.
2. The following list of newly proposed projects will be funded in-part or solely with fiscal year 2024-2025 Road Maintenance and Rehabilitation Account revenues:
• Project Title: 2024 Annual Pavement Rehabilitation Project, No. 4178 • Project Description: Rehabilitate paved public streets. • Location: Refer to attachment
• Anticipated Project Scheduled: July 1, 2024, to December 31, 2024 • Estimated Useful Life: 15 Years
Adopted by the City Council of the City of Orinda on June 18, 2024, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Darlene K. Gee, Mayor
ATTEST:
Sheri M. Smith, City Clerk
F.7.a
Packet Pg. 125 Attachment: Resolution 22-24 SB1 (RMRA) 2024-25 Project List (3364 : SB1 RMRA Proejct List 2024-25) 1/4/2024 Street List for 2024 Pavement Rehabilitation Project (Project No. 4178) Street Name From To Length (FT) Width (FT) Area Sq.Ft Treatment typeAbbot Court Moraga Via Cul-De-Sac 339 19 6,441 MicrosurfacingAlice Lane 165 Alice Lane Zander Drive 1,022 26 26,572 Mill and OverlayAlice Lane 165 Alice Lane Donald Drive 1,100 26 28,600 MicrosurfacingAlice Lane Goodfellow Drive Zandar Drive 387 29 11,223 MicrosurfacingArdilla Road Camino Pablo North Lane 1800 21 37,800 Crack Seal, MicrosurfacingArroyo Drive Ivy Drive City Limit 432 24 10,368 MicrosurfacingAustin Court Muth Drive Cul-De-Sac 420 25 10,500 MicrosurfacingAvis Court Donald Drive Cul-De-Sac 166 26 4,316 MicrosurfacingBates Blvd Tahos Road Muth Drive (N) 1,077 32 34,464 MicrosurfacingBates Court Muth Drive End 394 29 11,426 MicrosurfacingBroadview Terrace Overhill Rd Cul-De-Sac 900 24 21,600 MicrosurfacingCamino Del Diablo El Toyonal Chapparal Pllace 1790 19 34,010 Crack Seal, MicrosurfacingCanon Drive El Toyonal End 3,650 15 54,750 Base Repair, Crack Seal, Microsurfacing
Cedar Lane Donald Drive Cul-De-Sac 859 27 23,193 MicrosurfacingCoral Drive Ivy Drive Fiesta Crcle 1,115 26 28,990 MicrosurfacingCorte Del Rey Ivy Drive Arroyo Drive 327 27 8,829 MicrosurfacingCourney Lane Donald Drive Cul-De-Sac 828 20 16,560 MicrosurfacingCrest View Drive Valley View Drive Crest View Court 1,901 22 41,822 Crack Seal, MicrosurfacingCrest View Drive Crest view Court Culvert Ct 1,394 22 30,668 Crack Seal, MicrosurfacingCrest View Drive Culver Court COP 2,305 W/O Culver Court 2,305 22 50,710 Crack Seal, MicrosurfacingCrest View Drive COP 2,305’ W/O Culver CT Cul-De-Sac 914 22 20,108 Crack Seal, MicrosurfacingCulver Ct Crest View Drive Cul-De-Sac 691 20 13,820 MicrosurfacingDavis Road Southwood Dr Bryant Way 1700 22 37,400 Base repair, Crack Seal, Microsurfacing
Descanso Drive Ivy Drive End 1,498 30 44,940 MicrosurfacingDonald Drive Hall Drive Cul-De-sac 2,587 29 75,023 MicrosurfacingDonald Drive Hall Drive Alice Lane 645 25 16,125 MicrosurfacingDonald Drive Alice Lane Private Street 1,140 29 33,060 MicrosurfacingDove Court Donald Drive Cul-De-Sac 436 25 10,900 MicrosurfacingDuncan Court Donald Drive Cul-De-sac 107 64 6,848 MicrosurfacingEl Toyonal 3000’ W/O Vista Del Orinda End at Barricade 1,112 18 20,016 Micro surfacingEvans Place Keith Drive Cul-De-Sac 322 24 7,728 MicrosurfacingHighland Ct Overhill Road Cul-De-Sac 420 19 7,980 MicrosurfacingHillcrest Drive Overhill Road Martha Road 1,610 23 37,030 Microsurfacing Hillcrest Drive Overhill Road End 1,820 23 41,860 MicrosurfacingKeith Drive Evans Place Donald Drive 537 24 12,888 MicrosurfacingKeith Drive Evans Place 460 Wly 460 24 11,040 MicrosurfacingLavenida Ct Ivy Drive Cul-de-Sac 675 24 22,368 Microsurfacing +Correct Drainage at Cul-De-Sac
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Attachment: 2024 List of Streets (3364 : SB1 RMRA Proejct List 2024-25) 1/4/2024 Street List for 2024 Pavement Rehabilitation Project (Project No. 4178) Street Name From To Length (FT) Width (FT) Area Sq.Ft Treatment typeLoma Vista Road El Toyonal (E) El Toyonal (w) 2,946 18-19 54,388 Base repair, Crack Seal, Microsurfacing
Martha Road Hillcrest Drive Cul-De-Sac 1,645 33 54,285 Microsurfacing Monte Vista Road Camino Pablo Private Street 2,700 20 54,000 MicrosurfacingMoraga Via Glorietta Blvd Virginia Drive 911 21 19,131 MicrosurfacingMoraga Via Virginia Drive Woodcrest Drive 601 20 12,020 MicrosurfacingMoraga Via Woodcrest Drive Rustic Way 695 22 15,290 MicrosurfacingMoraga Via Rustic Way Rheem Blvd 834 19 15,846 MicrosurfacingMuth Drive Bates Blvd Warford Terrace 2,367 26 61,542 MicrosurfacingMuth Drive Warford Terrace Wanda Lane 1,852 26 48,152 MicrosurfacingNorth Lane Camino Pablo Ardilla Road 830 21 17,430 Base Repair, crack seal, Microsurfacing
Overhill Road Moraga Way Westwod Ct 1,186 25 29,650 MicrosurfacingOverhill Road Westwood Ct Highland Ct 1,775 29 51,475 MicrosurfacingOverhill Road Highland Ct Broadview Terrace 1,242 23 28,566 MicrosurfacingOverhill Road Broadview Tr Tara Road 1,066 22 23,452 MicrosurfacingOverhill Road Tara Road 241-Overhill Road 1,003 25 25,825 MicrosurfacingOverhill Road 241 Overhill Road Glorietta Blvd 1,175 25 29,375 MicrosurfacingPiedmont Ave Crescent Dr Claremont Ave 365 18 6,570 MicrosurfacingRae Court Fiesta Circle Cul-De-Sac 115 26 2,990 MicrosurfacingRae Drive Fiesta Cricle Cul-De-Sac 292 34 9,928 MicrosurfacingRamona Drive Ivy Drive Arroyo Drive 1,063 23 24,449 MicrosurfacingRheem Blvd Moraga Via Glorietta Blvd 1,100 22 $24,200 Mill and OverlayRustic Way Moraga Via Cul-De-Sac 563 16 9,008 MicrosurfacingRydal Court Eastwood Drive Cul-de-sac 143 25 3,575 MicrosurfacingSouthwood Bates Blvd End 180 35 6,300 MicrosurfacingSouthwood Ct Southwood Cul-De-Sac 360 23 8,280 MicrosurfacingStanton Ave Claremont Cul-De-Sac 422 25 10,550 MicrosurfacingStanton Ct. Stanton Ave Cul-De-Sac 535 25 13,375 MicrosurfacingTahos Road Wanda Lane Bates Blvd 2,303 29 66,800 Base Repair, Crack Seal, Microsurfacing
Virginia Drive Glorietta Blvd Moraga Via 766 24 18,334 MicrosurfacingWarford Terrace Muth Drive Bates Blvd 999 33 32,967 MicrosurfacingWarford Terrace Bates Blvd Cul-De-Sac 870 20 17,400 MicrosurfacingWoodland Road Moraga Way Valley View 1000 21 21,000 MicrosurfacingZander Drive Zander Court Alice Lane 1,339 29 38,831 MicrosurfacingZander Drive Rheem Blvd Zander Court 979 29 28,391 MicrosurfacingCrack Seals Various streets F.7.b
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Attachment: 2024 List of Streets (3364 : SB1 RMRA Proejct List 2024-25) Capital Improvement Plan
City of Orinda, California
'22/'23 '27/'28 thru
This project/program has been added to reflect the intended future use of Orinda Supplemental Sales Tax, Gas Tax, CCTA Return to Source, CCTA 28c and Road Maintenance Fees (Solid Waste Provider) for pavement maintenance related projects. Note that the City may also elect to use these funds for other transportation related projects such as bridge, roadway drainage, slope stabilization, bike, pedestrian, etc. projects. A $250,000 budget allowance is included for potentail stormwater treatment requirements/green infrastructure.
This is a place holder. Future pavement maintenance streets will be selcted in accordance with the City's Street Rehabilitation Policy.
Justification
Roadway pavement rehabilitation work is necessary to prevent the pavement condition to fall into the "Poor" condition rating. Research has shown it would cost more to repair a roadway that deteriorated to the point where major rehabilitation or reconstruction is necessary.
Description
Project # 4178
Useful Life 15
Project Name 2024 Annual Pavement Rehabilitation
Category TRANSPORTATION / DRAIN
Type ROADS
Contact Public Works (925) 253-4231
Department PUBLIC WORKS
Total Project Cost: $2,685,000
Expenditures '22/'23 '23/'24 '24/'25 '25/'26 '26/'27 '27/'28 Total 7125 Design Contracts 215,000 10,000 225,000
7127 Construction Costs 2,310,000 2,310,000
7126 Construction 10,000 140,000 150,000
Management
Total 225,000 2,460,000 2,685,000
Funding Sources '27/'28 '22/'23 '23/'24 '24/'25 '25/'26 '26/'27 Total 200 Gas Tax 1,620,000 1,620,000
330 CCTA Return To Source 400,000 400,000
(Local Share)
335 Road Maint Fee (Solid 225,000 440,000 665,000
Waste Provider)
Total 225,000 2,460,000 2,685,000
2022/23-2027/28 CIP Wednesday, June 14, 2023
80 F.7.c
Packet Pg. 128 Attachment: CIP project sheet for 4178 (3364 : SB1 RMRA Proejct List 2024-25) City Council
Staff Report
Agenda Item: F.8
Date: June 18, 2024
Department:
Public Works and
Engineering Services
AGENDA TITLE: Approve a Professional Services Contract for the Design of Storm Drain Repairs / Group 3 Storm Drain Lining Projects to Harris & Associates, Inc. of Concord, CA
RECOMMENDATION:
Staff recommends that City Council Approve a Contract for Group 3 Stormdrain Lining Project Design to Harris & Associates, Inc. for an estimated cost of $ 447,473 and Authorize the City Manager and City Clerk to execute a contract based on the City Standard Professional Services Agreement, subject to approval as to form by the City Attorney.
BACKGROUND:
Staff has combined the design services for three separate CIP storm drain repair projects together to more efficiently manage the planning, permit acquisition and design work. The three Projects are: #3103 Canon Storm Drain Repairs, #3104 Ranch Storm Drain Repairs, and #3105 Brookside Storm Drain Repairs. The design and permitting work associated with all three projects is budgeted to be funded from Add-on Sales Tax Measure R Fund #106. The construction of these projects will also use Measure R funding.
These projects include the remaining “Category A” high priority public storm drain pipes identified in the 2019 Storm Drain Repair Plan. The three CIP projects in this package will repair deteriorated corrugated metal pipes as delineated below:
• CIP Project #3103 (Canon Storm Drain Repairs) will repair three pipes at two locations:
o PL-1765, 60” CMP crossing Canon Drive (at 200 Canyon Drive) o PL-1766, 42” CMP crossing Canon Drive (at 200 Canyon Drive) o PL-1775, 56”x 64” CMP crossing El Toyonal (just east of El Rincon) • CIP Project #3104 (Ranch Storm Drain Repairs) will repair two pipes at two locations:
o PL-1074, 60” CMP crossing Ranch Road (at the north end of Ranch Road)
o PL-1809, 48” CMP crossing Van Tassel Lane (just west of Sunnyside Lane)
o (Note PL-1089, 48” CMP crossing Bear Creek Road (at 511 Bear Creek Road has already been repaired so is not included)
F.8
Packet Pg. 129
• CIP Project #3105 (Brookside Storm Drain Repairs), which will repair three pipes at two locations:
o PL-437, 108” CMP crossing Brookside Drive (northeast of Moraga Way) o PL-751, 48” CMP crossing Lost Valley Drive (at 38 Lost Valley Drive) o PL-867, 96” CMP crossing El Camino Moraga (just south of Dos Encinas) The scope of work includes environmental/biological studies required for regulatory permits (State Water Board, State Dept. of Fish and Wildlife and USACE), securing the regulatory permits, surveying the pipe locations and determining if portions of the pipes are within private property, negotiating with private property owners when required to obtain rights to perform repair work and performing design work to produce plans and specifications for constructing the repair.
Staff issued an RFP for this work on January 25, 2024. The RFP was emailed to the City’s list of on-call and interested civil engineering and environmental consultants and was posted on the City website. Proposals were due February 28, 2024.
DISCUSSION:
California law requires that selection by a local public agency of private professional services (such as the subject work) be based on demonstrated competence and on the professional qualifications necessary for the satisfactory performance of the services required. After such selection, the contract shall be negotiated with the selected firm, at a price determined to be fair and reasonable to the local agency.
The following four firms submitted proposals:
• Harris & Associates, Inc.
• LCC Engineering & Surveying, Inc.
• Wilsey Ham
Staff evaluated the proposals in accordance with the RFP criteria and State law, and determined that Harris & Associates was the most qualified firm. Their proposal is included as Attachment A. Staff negotiated the scope/fee as presented in the Fee estimate (Attachment B), which indicates an estimated fee for the main tasks of $277,730.50. The basis for billing is time and materials at the rates indicated in the cost proposal. Also included in the proposal are potential additional tasks (Optional Tasks) that may be required or needed after initial studies:
• Topographic & Right-Of-Way Survey -Survey and legal descriptions of 2 properties per pipe location
• Right of Way Assistance – Aid in discussions with adjacent property owners and potential appraisals of private property. The intent is to obtain construction work access/temporary rights of entry, or if needed, to acquire storm drain easements from private property owners where the existing pipes substantially encroach onto private property. The approach will be to provide waiver valuations, which is a typical approach for acquiring rights for small areas of land without a formal F.8
Packet Pg. 130
appraisal process. If owners choose to not accept this process, then a formal appraisal process would be the next step to be considered. • Utility coordination. This may be necessary if utility conflicts are found with the proposed repair work, after the development of a preliminary repair plan. • Design Services during Construction. This is generally necessary for the design engineer to handle review of submittals and Requests for Information (RFI’s) from the contractor during the construction phase.
• Providing Biological Resources Surveys and Monitoring Services during the construction per the permit requirements.
These Optional Tasks are estimated to cost $169,742 including the markup of 10% on sub-consultant portions of the work. Staff included these tasks in the recommended contract amount, however the consultant would only be authorized to do the optional work by written notice to proceed with individual tasks. It is recommended that Staff be authorized to reallocate the value of the optional tasks to other necessary work by written notice. (Such necessary work may occur due to unexpected additional requirements imposed by the regulatory agencies, or if issues arise during the easement acquisition negotiations.)
The combined estimated costs for the main tasks plus optional tasks is $447,473.
Staff will allocate the costs between the three projects based on the Consultant work performed. In broad terms the total budget for the three Projects in the adopted CIP is $3,800,000 (including design, permitting, and construction). Project #3103 is budgeted at $1.6 million (42% of combined projects), Project #3104 is budgeted at $1.1 million (29% of combined projects) and Project #3105 is budgeted at $1.1 million (29% of combined projects). Adequate funds are included in the adopted project budgets to undertake the design contract.
NEXT STEPS:
Upon the award of the professional services contract by the City Council, the City Manager will execute the contract on behalf of the City, subject to approval as to form by the City Attorney. The term of the contract will go to June 30, 2026. Construction is targeted for FY 2025-26.
FISCAL IMPACT:
The total proposed cost of the agreement including the contingency is $447,473. The source of funding for design services on the three projects is Add-on Sales Tax Measure R Fund #106. The construction of these projects will also use Measure R funding and the funds are available to proceed.
ATTACHMENTS:
A. Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project B. Attachment B: Fee Proposal_Harris_Group 3 Lining
F.8
Packet Pg. 131
Respectfully Submitted by:
Scott Christie
Public Works Director
Prepared By: Ryan Okane,
Approved by:
F.8
Packet Pg. 132
GROUP 3 STORMDRAIN LINING PROJECT
CITY OF ORINDA
CITY OF ORINDA
February 28, 2024
F.8.a
Packet Pg. 133 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. b
TABLE OF CONTENTS
1. Cover Letter......................................................................................................................................................................... 1
2. Project Understanding ............................................................................................ 2
3. Work Plan Approach, Schedule and Estimated Hours of Work ........................................ 9 (a) Work Plan Approach............................................................................................. 9 (b) Schedule.......................................................................................... II (Appendix)
4. Staff Plan .............................................................................................................13
5. Resumes .............................................................................................. III (Appendix)
6. Acknowledgment of City Consultant Agreement........................................XIII (Appendix) F.8.a
Packet Pg. 134 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc.
1401 Willow Pass Road, Suite 500
Concord, CA 94520
925.827.4900 WeAreHarris.com
Cover Letter 1
Group 3 Stormdrain Lining Project
Dear Scott:
Harris & Associates (Harris) has established itself as a dependable partner through our involvement in the Group 2 Storm Drain Lining Project for the City of Orinda, demonstrating our capability and readiness to undertake the design phase of the Group 3 Storm Drain Lining Project. Our successful navigation of the challenges encountered during the Group 2 project, including overcoming site obstacles to deliver surveying and complete plans and specifications significantly under budget, stands as a testament to our dedication and efficiency. Furthermore, our collaborative with the Regional Water Quality Control Board (RWQCB), US Army Corps of Engineers (Corps), and CA Department of Fish and Wildlife (CDFW) protected the wildlife, vegetation, and special species during crucial creek work.
Our team’s direct experience in collaborating with the City to deliver timely and budget-aligned solutions underscores the value of our continued partnership. This partnership has been broadened through a variety of projects including the Camino Pablo Bicycle Route Corridor Improvements, Moraga Way Bike Lane Improvements, and the 2018-19 Measure J&L Pavement Rehabilitation Project, alongside providing staff augmentation services. Our in-depth understanding of the City’s objectives, design preferences, and procedural nuances, further supported by LSA Associates, Inc. as our environmental subconsultant, positions us uniquely to address any emerging challenges efficiently. This synergy not only promises to hasten the design and approval processes but also aims to economize resources and reduce the City staff’s workload.
Kourosh Iranpour, PE, will be the primary point of contact for the City, bringing his extensive experience and a deep understanding of the City’s community engagement values to your projects.
Harris’s portfolio of successfully executed culvert rehabilitation projects, along with LSA’s proven track record in environmental compliance, equips us with the requisite expertise to address the specific needs of this project.
Our commitment to fulfilling the contract requirements, including insurance and conflict of interest provisions, is unwavering. Having carefully reviewed your project timeline, we are confident in our team’s ability to deliver outstanding results on schedule and within budget, leveraging our expertise and innovative approaches.
We are excited about the prospect of continuing our collaboration with you and the City on this vital initiative and are grateful for the opportunity to contribute to the community’s well-being.
Sincerely,
Harris & Associates, Inc.
Kourosh Iranpour, PE
Project Manager
925.969.8013 [email protected]
Frank S. Lopez, PE, QSD
Principal-in-Charge
619.814.9513 [email protected]
February 28, 2024
Scott Christie
Senior Engineer
Department of Public Works
and Engineer Services
22 Orinda Way
Orinda, CA 94563
ADDENDA
ACKNOWLEDGMENT
Harris acknowledges receipt of
Addendum #1 dated 2/7/2024
and Addendum #2 dated
2/23/2024.
Experienc
e
Underst
a
n
ding
Co
m
mit
m
e
nt
F.8.a
Packet Pg. 135 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 2. Project Understanding 2
Project Background
The City is currently implementing a storm drain repair plan which has prioritized sites based on field inspections of large diameter pipes running under public roads. The pipes that have been identified for needed repair are Corrugated Metal Pipes (CMPs) in deteriorated condition. The Group 3 Stormdrain Lining Project consists of three (3) CIP projects, with a total of seven (7) sites:
• Canon Drive Storm Drain Repair
• 8 Alta Vista Storm Drain Repair
• 10 Ranch Road Storm Drain Repair
• 70 Van Tassel Lane
• 58 Brookside Storm Drain Repair
• Lost Valley Drive
• 41 El Camino Moraga
Table 1 summarizes the findings of field observations at each site by the City’s previously hired consulting firm (Drake Haglan & Associates), as well as Harris’ investigation of possible site constraints, which will need to be considered during the project design phase and environmental permitting.
2. PROJECT UNDERSTANDING
Project Storm drain
Pipe
Asset
Number
Pipe
Length Inspection Observations Inspection Recommendations Canon
Drive SD
Repair
(CIP 3103)
60″ CMP
crossing
Cannon Drive
(El Toyonal S.
Fork)
PL-1765 125 LF
• Invert rusted out • Report Recommendations: Line pipe via CIPP, slip lining, geopolymer or other lining method.
• Harris Field Notes: Noted significant loss
of pipe bedding material. Based on recent
experience and preliminary observations, it is
recommended that injecting expanding foam
and grouting around the pipe to fill voids,
then lining the pipe using geopolymer or other
lining methods. The pipe protrusion on the
downstream side may be an issue with a new
lining, due to the additional weight, this will be a
consideration further explored during design.
• Exposed gravel below pipe
• Upstream inlet is deformed
48″ CMP
crossing
Cannon Drive
(El Toyonal S.
Fork)
• Pipe invert perforated with water
flowing below onto the 42″ overflow
pipe
• Settlement at the upstream invert
8 Alta Vista
SD Repair
(CIP 3103)
56″x64″ CMP
Arch Crossing
El Toyonal
Drive (El
Toyonal S.
Fork)
PL-1074 80 LF
• Invert rusted through • Report Recommendations: Pipeline line should be replaced.
• Harris Field Notes: Identified that a more
cost-effective option with lining may be
possible by Slip lining. This would include
using geopolymer or CIPP Lining. These
options will be explored with the City to
develop the best method in-line with the
City’s needs.
• There is a fallen tree covering the inlet that
the City may want removed.
• Grout around inlet headwall and behind pipe
to provide backing for liner.
• Outlet projects beyond headwall
and water running through hole in
the bottom at face of headwall
• Pipe is settling at the headwall due
to structural integrity at invert
• Open joint approximately 20’ from
inlet
Ranch Road
SD Repair
(CIP 3104)
60″ CMP
crossing
Ranch Road
(Lauterwasser
Creek)
PL-1074 55 LF
• Embankment experiencing erosion
at inlet due to private property
drain
• Report Recommendations: Replace the wooden
retaining wall, pave invert, or replace the invert.
Place rock slope protection (RSP) or other
bank protection at the inlet, as well as remove
vegetation at the inlet.
• Harris Field Notes: Existing holes on the invert
need to be filled with grout, then the pipe
can be lined. It may be possible to apply an
invert lining only, but the invert is gone at the
entrance so steel sheet or grout with forms
will need to be installed to provide a backing
for any type of lining. The pipe is not circular.
Lining the whole pipe might be considered as
a longer term solution while the contractor
is already on-site. Pipe ovality will need to be
evaluated for appropriate lining method.
• Pipe slopes downward then flattens
after first 20’
• Vegetation overgrown at inlet
Table 1. Culvert Inspection Reports Observations and Recommendations F.8.a
Packet Pg. 136 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 2. Project Understanding 3
The culvert repair plan for each pipe is to be the least intrusive rehabilitation method, which is assumed to be lining the pipe using geo-spray lining or cement mortar lining.
Slip lining or other lining methods may also be considered for culverts where the structural condition is no longer adequate. At this stage, we believe most of the culverts can be lined using geopolymer liner, similar to that used for Group 1 and 2, but the individual pipes will be assessed during the design process to verify that if it is a good fit or if a different rehabilitation method will be required. During the field investigation, we will take measurements to determine the CMP’s structural integrity and confirm the proposed repair methodologies. The 2019 report states that the Alta Vista pipe should be replaced; however, based on field observations, it appears that a lining method may be suitable. Further investigations will be conducted to ensure that the structural integrity is adequate for a liner. The team will collaborate with the City to develop the most costeffective solutions for each location.
Project Storm drain
Pipe
Asset
Number
Pipe
Length Inspection Observations Inspection Recommendations 70 Van
Tassel Lane
(CIP 3104)
48″ CMP
Crossing Van
Tassel Lane
(Lauterwasser
Creek)
PL-1809 105 LF
• Bituminous lining cracking and
peeling at invert, exposing pipe to
rust.
• Report Recommendations: Install liner or
remove loose bitumen and recoat pipe.
• Replace concrete apron at outlet, clear
vegetation and fallen trees.
• Harris Field Notes: Need to spray at 3000 psi
to remove old liner, new spray on liner or
other type of lining is warranted.
• Rock and concrete piled at inlet,
concrete apron at pipe outlet
cracked and broken
58 Brookside
SD Repair
(CIP 3105)
108″ CMP
crossing
Brookside Rd
(San Pablo
Creek)
PL-437 50 LF • Invert is rusted through
• Report Recommendations: None
• Harris Field Notes: Investigations noted invert
lining would be a good option. The City may
opt to line the whole pipe to provide extra
protection, since the contractor will be on-site
already mobilized.
38 Lost
Valley Drive
(CIP 3105)
48″ CMP
crossing Lost
Valley Drive
(Tributary of
Moraga Creek)
PL-751 105 LF • Vegetation overgrown at inlet
• No report provided.
• Harris Field Notes: Identified existing invert
has cement mortar lining that is failing and the
pipe should be re-lined. Invert lining could be
done, or complete pipelining can be done to
extend life for the entire length of the pipe.
41 El
Camino
Moraga
(CIP 3105)
96″ CMP
crossing
El Camino
Moraga
(Tributary of
Moraga Creek)
PL-867 90 LF
• Vegetation overgrown at Inlet
rusted along bottom of pipe but
not perforated
• Report Recommendations: Clear vegetation
and pave invert.
• Harris Field Notes: Identified the inlet apron
being undermined
Upstream Site Conditions:
• Low traffic travel on street.
• A previous overflow event has caused damage, which is evident on the downstream bank. • Downstream access may be an issue due to steep slope, access to bottom of channel appears difficult.
• Downstream bank being eroded – filter fabric showing on bank midway through the culvert, a medium-sized hole in the invert allows flow in the 60” CMP pipe to spill below the invert.
This action has left a void that needs to be investigated and dealt with appropriately. This may require extensive filling of the space beneath the 60” pipe.
CANON DRIVE 60” AND 42” CMP
42” CMP under the vertical
intake with rebar screen
functions as an overflow
60” CMP main culvert has
significant voids around culvert
Site Constraints
In order to better understand the existing site
constraints and potential constructability
issues, Harris conducted a preliminary
site visit looking at each of the seven sites
identified in the RFP.
F.8.a
Packet Pg. 137 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 2. Project Understanding 4
Site Constraints (Continued)
Downstream Site Conditions:
• Downstream slope is steep,
access will be difficult. Pipe
flow eroding bank (filter fabric
showing). Overhanging pipe
may need to be cut if liner
weight exceeds structural
capacity of the pipe. If
overhanging pipe remains,
it is recommended that the
exposed pipe’s exterior be
coated to prevent corrosion
and riprap used to minimize erosion at the outfall. Street drainage conveyed through existing small CMP, which should be cleaned to avoid flooding.
Other Considerations:
• Coordinate with adjacent homeowners for construction. • Potential staging area on street.
• Outlet of 60” protrudes and may cantilever, weight of liner will need to be considered.
CANON DRIVE 60” AND 42” CMP (CONTINUED)
Site Conditions:
• Two-way residential street.
Minimal traffic control.
• Upstream and Downstream
access is feasible
• Upstream has downed trees.
To lessen the environmental
impact of the contractor’s
work footprint during
construction, the City may
wish to remove the trees
through the streambed
clean-up agreement, if any in place, before work begins.
Other Considerations:
• Adjacent to private driveway, access will need to be
maintained during construction.
• Staging location near downstream outlet.
• Outlet protrudes and may cantilever, weight of liner will need to be considered.
• Several small diameter drains existing near downstream side of culvert.
• It is recommended that the exposed pipe’s exterior be coated to prevent corrosion.
8 ALTA VISTA
Portions of the invert is missing at the downstream end.
Site Conditions:
• Upstream invert completely gone, will need to be formed using steel sheet or using forms and grout to create a backing for liner to adhere to.
• Rip Rap on upstream side protrudes into opening, if capacity is an issue may want to move it away.
Other Considerations:
• Invert paving might be sufficient since the majority of the pipe is in good condition. Can do a full spray liner to do a full structural repair if the City wants to increase longevity of the pipe while the contractor is already on site.
• There is deformation on the roof and the pipe is no longer fully circular. This will need to be evaluated during design to verify lining method is appropriate.
10 RANCH ROAD
Site Conditions:
• Existing bituminous coating chipping
• Existing pipe lateral connected directly into the culvert Other Considerations:
• Loose material will need to be removed with high pressure washing prior to liner installation
• Lateral can be plugged and sprayed, then plug removed. • Not a lot of room for staging, access will need to be from upstream side
• Heavy debris on upstream side of culvert.
70 VAN TASSEL LANE
60” CMP, protrudes and
the additional weight of a
liner needs to be taken into
consideration during design.
56”x64” Report identifies
as “replace”, but it may be
possible to slip line or use
an alternate method to
rehabilitate the pipe.
Side connection to culvert near downstream outlet.
F.8.a
Packet Pg. 138 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Site Conditions:
• Heavily vegetated upstream.
• Existing inlet apron is being undermined, this was not noted in the Condition Assessment Report.
Other Considerations:
• Invert rusted, but the remaining pipe appears structurally sound. It may be sufficient to just line the invert. City may want to consider lining the entire pipe to extend the lifespan of the CMP. This can also be included as an added bid alternative.
• This location is adjacent to the El Camino Moraga site, which is undergoing restoration as part of the Group 2 project. The City may want to reconsider adding this project as a change order to the Group 2 project if it makes financial sense.
41 EL CAMINO MORAGA
Vegetation at the upstream end
should be cleared prior to start
of construction.
Harris & Associates, Inc. 2. Project Understanding 5
This culvert may only need invert paving.
Site Conditions:
• Very large diameter, expect dry weather flows will need to be bypassed.
• Access is feasible through upstream side.
Other Considerations:
• Invert rusted, but the remaining pipe appears structurally sound. It may be sufficient to just line the invert. City may want to consider lining the entire pipe to extend the lifespan of the CMP. This can also be included as an added bid alternative.
58 BROOKSIDE ROAD (102” CMP)
Existing invert lining may need to be removed to allow for new paving and/or lining
Site Conditions:
• Upstream side vegetated
• Existing pipe has an existing invert lining that has been damaged.
• Access through upstream side
Other Considerations:
• Any loose material will need to be removed prior to
completing any lining. Invert rusted, but the remaining pipe appears structurally sound. Culvert can be accessed from upstream and downstream.
38 LOST VALLEY DRIVE
Culvert Repair Alternatives – Discussion
Based on our previous storm drain lining project experience, extensive experience utilizing trenchless technology, our analysis of the culvert inspection report recommendations, and our independent site visit observations, we have identified repair methodologies for the City’s consideration that are not intrusive and will maintain the existing facilities. The proposed repair methodologies are analyzed and discussed in the following pages.
F.8.a
Packet Pg. 139 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 2. Project Understanding 6
ALTERNATIVE #1 – REPLACEMENT
Replacement was considered as a repair alternative for pipes with serious structural deficiencies that would not be a good candidate for invert paving or lining rehabilitation. Based on our assessment of the culvert inspection reports and photos, all except one of the CMPs are in sufficiently good condition and likely will not need replacement.
It is recommended to consider other repair methodologies since they are less costly, have less impact on the public and environment, and provide a comparable service life to new pipe installation. Efforts will also be made to evaluate the feasibility of repairing or lining the culvert identified as needing replacement. The following table presents the benefits and limitations of this alternative.
ALTERNATIVE #2 – INVERT PAVING
Invert paving entails bracing the existing culvert from the inside of the pipe, cutting out the rusted pipe invert, and replacing the reinforced concrete slab. This repair only protects the invert of the pipe and not the entire length of pipe as with other lining repair options, and is only recommended if cost savings are necessary. The repair solution is limited to larger culverts since it requires construction workers to be inside the pipe to perform the repair. The following table presents the benefits and limitations of this alternative.
Benefits Limitations
• Low capital cost
• Provides adequate structural
strength for the pipe invert
• Does not require specialty contractor
• Slight decrease in hydraulic capacity
• Does not protect
the entire pipe (only
invert)
ALTERNATIVE #3 – SLIP LINING
Slip lining was
considered as a
repair method for
larger diameter
pipes where CIPP
liners are not possible or cost-effective. For this repair method, a smaller diameter pipe is placed inside the existing damaged pipe and the annular space between the existing and new pipe is grouted. The liner pipe can be RCP, HDPE, fiberglass reinforced polymer mortar, and many others. There would be a decrease in pipe diameter when the liner pipe is installed, but it usually does not result in a decrease in hydraulic capacity since the friction factor of the liner pipe is significantly lower than the friction factor for CMP.
Benefits Limitations
• Provides adequate structural
strength
• Provides an equivalent or
greater hydraulic capacity
• Not very intrusive
• Moderate capital cost
• Requires specialty
contractor
• May not be economical
due to short pipe lengths
ALTERNATIVE #4 – CURED-IN-PLACE PIPE (CIPP)
CIPP is a lining
material that is
comprised of a
continuous woven
felt tube that is
saturated with a chemical resin material, which becomes structurally strong as the resin cures. It is inserted into the host pipe by inversion methods or pulling-in-place. Pulling-in-place is the recommended installation as the inversion method will require support pads on either side of the pipe inlet/outlet on the creek bed and may require permitting and special constraints imposed on the contractor. CIPP is dependent on several factors to get a satisfactory structural pipe, including heat to cure the resin, uniform saturation of the felt by the resin, and clean, relatively dry conditions (existing flows need to be diverted during installation). The pipe is manufactured, referred to as “wetting out”, at a remote facility requiring off site inspection and quality control. Additionally, the disposal of the curing water will need to be an additional project consideration since it contains styrene from the CIPP resin, which can have an adverse effect on aquatic habitats in high concentrations.
Benefits Limitations
• Provides
adequate
structural
strength
• Minimal
impact on
hydraulic
capacity
• Not very
intrusive
• High capital cost
• Requires specialty contractor
• May not be economical due to short pipe lengths
and high mobilization/ demobilization fixed costs
for installation
• May require bypass pumping during the wet season
• Requires handling and disposal of curing water
• Requires greater degree of quality control and testing Benefits Limitations
• Provides new pipe CMP
• Provides adequate structural
strength
• No increase/decrease in pipe
capacity
• Does not require specialty
contractor
• Highest capital cost
• Most intrusive method
(need to further assess the
project environmental/
scope impacts of
removing the CMP)
• Will require heavy
coordination with public
to perform the work (road
closure, intensive traffic
control etc.)
Inserting smaller
diameter slipliner into
deteriorated CMP.
Pulled-in place CIPP
lining for deteriorated
36” CMP.
Preliminary site visit looking at each of the seven sites identified.
F.8.a
Packet Pg. 140 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 2. Project Understanding 7
ALTERNATIVE #5 – SPIRAL WOUND PIPE LINER
Spiral Wound Pipe (SWP) lining is a
technology developed in Australia and has
become a popular alternative to CIPP lining
in the US over the past few decades. This
process lines the interior of the deteriorated
pipe with an interlocking ribbon of PVC
material, which creates a watertight pipe
that can expand up to the interior diameter
of the deteriorated host pipe. The back
side of the PVC ribbon has ribs which give the liner its structural strength. Steel bands can be installed with the PVC ribbon for large diameter structural repairs. SWP can be installed in wet, flowing pipe conditions, but flows should be kept to a minimum. There is no temperature or chemical dependent process required to install the liner. The PVC ribbon, which is a material typically readily available as an off-shelf item, can be installed at ambient temperatures.
Benefits Limitations
• Provides adequate structural
strength
• Not very intrusive
• Provides an equivalent or
greater hydraulic capacity
• Attaining specified strength
requirements and testing the
final product is not necessary
• Can be installed in wet, flowing
pipe conditions
• Requires minimal equipment
• Moderate capital cost
• Requires specialty
contractor
• May not be economical
due to short pipe lengths
ALTERNATIVE #6 – FIBER REINFORCED
CEMENTITIOUS MORTAR OR GEOPOLYMER VIA
SPRAY APPLICATION
For fiber-reinforced
cementitious mortar
or geopolymer via
spray application,
also commonly
referred to as
fiber-reinforced
centrifugally cast
concrete or geopolymer, the material is spin-cast onto the inside of the CMP to a 1”-3” thickness. The spin-cast apparatus is mounted on a sled that is pulled through the CMP at a controlled rate of speed.
Additionally, the material can be manually applied if the shape doesn’t permit it to be applied robotically. Both fiber-reinforced mortar and geopolymer provide structural repairs and have a 28-day compressive strength of 8,000 PSI. There is a small reduction in pipe diameter, but the reduction in surface roughness will increase hydraulic capacity. This repair method is cost-effective for short lengths of pipe. Cementitious mortar has been used in spray applications for a long time, while geopolymer is a relatively new material. However, the geopolymer material has better spray ability, cures quicker, and bonds better to the pipe surface than the mortar material. Water flows can be reintroduced to the CMP approximately three to four hours after the application of the geopolymer material.
Benefits Limitations
• Provides adequate structural
strength
• Not very intrusive
• Provides an equivalent or
greater hydraulic capacity
• Requires minimal equipment
• Cost effective for short pipe
lengths
• Moderate capital cost
• Requires specialty
contractor
CULVERT REPAIR ALTERNATIVES – COMPARISON
Each of the proposed culvert repair methods was evaluated on the following criteria to determine which method would best suit the specific site conditions of the project: Cost, Environmental Impact, Construction Impact (residence, traffic, etc.), Bypass Requirements, Construction Footprint, Structural Performance, and Pipe Access. For each repair methodology, a rating from one to five was assigned (1 is best rating) and the following matrix was produced. The recommended repair methodology is the one with the lowest numerical score.
SWP installation
for Storm drain
Culvert.
We prepared the design
plans for the successful
installation of fiber
reinforced geopolymer
via spray application
on an 88” CMP storm
drain..
“RPV Public Works and Harris were effective
as a team because we established an
excellent communication framework on
the project right from the beginning, which
continued without disruption through
completion. The Harris team produced
quality contract plans and specifications
that contributed to a successful construction
project and I highly recommend them.”
— Michael Throne, PE,
Former Director of Public Works
City of Rancho Palos Verdes
F.8.a
Packet Pg. 141 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 2. Project Understanding 8
Table 2. Culvert Repair Alternatives Evaluation Matrix
Based on the evaluation, we may recommend the CMPs be lined with fiber reinforced cementitious mortar or geopolymer via spray application. Some of the CMPs have existing deformations and will require further measurements to verify whether the application of spray on lining or mortar is suitable. It is recommended to require the use of the fiber-reinforced geopolymer material applied by spray application exclusively for some locations or include fiber-reinforced cementitious mortar material as well to provide additional bidding competition. We have had success utilizing this repair methodology recently within the City of Orinda and other projects of similar scope and size. Additionally, if required by permit, the product can be used to incorporate a fish ladder with minimal effects on cost, construction timeline, and hydraulics.
The recommended repair methodology will be further discussed with the City once the field investigation confirms the condition of the culverts, and the site-specific scopes are clarified. We will evaluate all options in more detail and will select one viable and cost effective alternative for all sites to take advantage of economy of scale. This evaluation will take into consideration how the CMP repairs are grouped for bidding purposes.
Environmental Services
The RFP addresses the repair or replacement of eight large diameter storm drain pipes under public roads at seven different locations. The repairs will presumably involve lining the pipes with CIPP or cement, geo-spray, sliplining or full replacement. Work will occur within the existing culverts and possibly at the upstream and downstream mouths of these culverts. Cofferdams will be needed to convey water around the work areas for release downstream. This repair work for the seven sites will require permits from the U.S. Army Corps of Engineers (Corps), Regional Water Quality Control Board (RWQCB), and CDFW.
Based on our environmental subconsultant LSA’s experience, the seven storm drain repair projects may possibly be addressed under one permit application to each regulatory agency. LSA will prepare permit applications for RWQCB and CDFW and provide the Corps with the necessary information documenting why the project qualifies for use of a non-reporting Nationwide Permit. LSA’s specific services will include the following:
• Corps of Engineers. LSA will submit a package for one of the Nationwide Permits (NWPs) issued by the USACE, most likely NWP #3a – Maintenance of an Existing Structure. LSA will prepare a conditions compliance letter describing how the projects comply with the Nationwide Permit General Conditions. Included with this task will be the preparation of a cover letter documenting why culvert replacements are being undertaken on a non-reporting basis. • Regional Water Quality Control Board. LSA will prepare and submit an application for Section 401 Water Quality Certification.
This task will include the addressing the new requirement (as of September 2020) to submit a “pre-filing meeting” request a minimum of 30 days prior to submittal of the formal application.
The Water Quality Certification application will require a permit fee which is calculated based on the total amount of area impacted by the specific locations. LSA will calculate the fee amount for payment by the City.
• California Department of Fish and Wildlife (CDFW). LSA will complete and submit the application for a 1602 Streambed Alteration Agreement. We will require an estimate of the project costs from the City in order to determine the application fee for payment by the City. Based on their experience, CDFW will most likely require a fee for each of the seven repair locations. • CEQA Compliance. LSA will assist the City with determining that the seven repair projects are categorically exempt under CEQA.
Following submittal of the permit applications, LSA will follow-up with RWQCB and CDFW to respond to questions and/or requests for additional information. Due to uncertainties in the resource agency permit review process it is not possible to firmly state how long it will take to obtain these permits. Based on our agency permitting experience the RWQCB and CDFW permits could be obtained in nine to twelve months following application submittals. This timeframe is unlikely to be much shorter and could possibly be longer.
Alt #1
Replace
Alt #2 Invert
Paving
Alt #3 Slip
lining
Alt #4 CIPP
Alt #5 SWP
Alt #6
Mortar/
Geopolymet
Cost 5 1 3 4 3 2
Environmental
Impact 5 3 3 4 3 2
Construction
Impact 5 3 3 4 3 2
Bypass
Requirements 5 4 3 4 1 2
Construction
Footprint 5 4 3 4 2 2
Structural
Performance 1 5 2 2 2 2
Pipe Access 1 3 3 3 3 3
Total Score 27 23 20 25 17 15
F.8.a
Packet Pg. 142 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 3. Work Plan Approach, Schedule and Estimated Hours of Work 9
(a) Work Plan Approach and Estimated Hours of WorkWORK PLAN APPROACHWe have created an initial workplan for your project based on our understanding of the project scope outlined in the RFP. We have identified work tasks, deliverables, and meetings needed under each phase of the project for the successful completion of this project. We will refine this work plan as-needed based on the City’s input at the project kickoff meeting.
PROJECT ADMINISTRATION, MANAGEMENT, AND COORDINATION
INVESTIGATION AND DATA GATHERING PRELIMINARY DESIGN FINAL DESIGN BID ASSISTANCE
DESIGN SERVICE DURING
CONSTRUCTION ¹
Tasks
• Conduct kick-off meeting• Gather background information (traffic reports and data; as-builts, utility locations, design standards; city and utility contacts; property info; and funding and permit info • Field Investigation to review existing
conditions of subject CMPs
• Topographic Survey and Legal
Descriptions
• Utility Coordination1,2• Environmental Compliance3
• Prepare Draft/Final PDR • Prepare 30% Plans,
Specs and Cost Estimate
• Respond to and
incorporate 30% review comments
• Prepare 90% Plans,
Specs and Cost Estimate
• Respond to and
incorporate 90% review comments
• Prepare 100% Plans,
Specs, and Cost Estimate
• Conduct Prebid Meeting
• Prepare Addendum
• Respond to Technical
Questions
• Bid Analysis• Prepare Conformed
Documents
• Attend Pre-Construction
Meeting
• Review Submittals• Respond to RFIs• Attend Progress Meeting• Change Order Requests• Construction Site Visits Deliverables
• List of requested documents.
• Topographic survey in CAD format• Legal Descriptions and Plat Exhibits• Draft letter to utility companies1,2• Environmental documentation and permit applications/memorandum3
• Draft/Final PDR• 30% & 90% Drawings,
Specifications, and Cost Estimate
• Final Drawings,
Specifications, and Cost Estimate
• Addendum• Conformed Plans and
Specs (if needed)
• Submittal review
comments
• Response to RFIs• Daily Inspection Reports
Meetings/Workshops
• Kick-off Meeting • PDR Review Workshop
• 30% & 90% Submittal
Review Workshop
• As-needed • Prebid Meeting • Preconstruction Meeting
1. Supplementary Service which may be needed after initial studies and/or as requested by City.2. Refer to Supplementary Design Scope of Services in the Level of Effort Estimate.3. Refer to Environmental Compliance Scope of Services in Section 4.
3. WORK PLAN APPROACH, SCHEDULE AND ESTIMATED HOURS OF WORK F.8.a
Packet Pg. 143
Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates, Inc. 3. Work Plan Approach, Schedule and Estimated Hours of Work 10 Development of a Work Breakdown Structure (WBS)
A critical step in establishing a practical and manageable project schedule is developing a WBS. This means delineating the different manageable work tasks, identifying the project’s milestones, determining the associated budgets for accomplishing each work task, and defining the duration and sequence of performing the work for each task. As part of WBS, the Project Manager, Kourosh Iranpour, will assign specific responsibility and authority to staff working on the project based on their skill level and experience.
Monitoring of Tasks/Project Progress
Monitoring the schedule is key in determining if the project is on schedule and within budget. Kourosh will be using Microsoft Project scheduling platform to create a schedule for the project.
He will review the schedule on a weekly basis and it will be discussed in detail at team meetings. This process includes identification of actual time and costs accrued on each task and accurately reporting the progress of each. This also provides a clear picture to evaluate if set goals and schedules for each project are reasonable, and identifies the need to commit additional resources early on in the process. Issues that could delay the schedule are looked at early so that alternatives can be in place to keep the schedule moving. This information is updated on a biweekly basis and is reflected in the overall project schedule.
Cost Control Measures
Harris uses Deltek Vantagepoint to monitor design budgets, record time, expense job costing, and provide our project managers with project cost accounting in real time. Deltek tracks and provides daily, weekly, and monthly labor summaries, which are shown by task. Our task order project managers can readily access information on the individuals who have charged to the task, the number of hours they have charged, the total dollar value of the labor charged against the task, and the remaining budget available. Monthly summaries, which provide labor and non-labor charges by task for each billing period, are the basis of preparing monthly invoices. To monitor schedule versus budget, we employ an earned value tracking application called iAccess (integrated with Deltek Vantagepoint) to identify progress based on expenditures.
Similar to the Group 2 Stormdrain Lining, one of the tools we utilize to track projects’ performance is to develop monthly status reports that provide project financial information, percent of scope completion, and schedule tracking. In an ideal world, a straight vertical line can be drawn across these three elements for a project to meet budget, scope, and schedule targets. This report would not only inform our project team members of project progress, but will also identify any corrective measures needed to address any variances.
Effective Communication Process
Responsive and proactive communication is vital to project success. The City needs its consultant to respond quickly to project requests and commit appropriate staffing levels to meet project schedules and budgets. To do this, it is essential that the consultant has a clear understanding of expectations, project goals and requirements, budget allocations, and deliverables.
As with the Group 2 project, Kourosh will maintain frequent communication with the City’s key personnel to keep them constantly apprised of our team’s progress and thought
processes. This will help the City understand the immediate and anticipated challenges, and make sure our designs, specifications, and project plans for construction are developed in collaboration with your staff. Kourosh will meet with project teams to confirm they have a comprehensive understanding of their scope of work, expectations, and deliverables.
During the project kick-off meeting, Kourosh will provide a project schedule, a list of requested information, and other information establishing communication protocols and project processes and procedures. This is a standard process that occurs for every project that Harris designs and our clients are regularly impressed with how prepared we come to all of our meetings. We often use the project proposal (scope and approach) to develop the meeting agenda to make sure every project element is covered and addressed. Throughout the course of the project, Kourosh will prepare meeting agendas and meeting minutes in addition to monthly status reports. These reports will describe project progress to date, anticipated challenges, requested feedback on project elements, and status of the schedule.
Document Control
A well-run project depends on the establishment and
maintenance of a comprehensive project filing and management system. As part of the Harris Project Management Program, a detailed project file with the following folder structure will be utilized: (1) Accounting, (2) Work Product, (3) Agreements, Contracts, and Insurances, (4) Project Management Plans (PMPs), (5) Communications, (6) Quality Assurance and Quality Control (QA/QC) Reviews, (7) Schedules, and (8) Close-Out with Lessons Learned. Harris will maintain, provide, and share an electronic version of all pertinent documents as requested by the City. We also use Dropbox as a proven web-based method to share larger files that get tripped up or blocked by email attachment size restrictions.
F.8.a
Packet Pg. 144 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 3. Work Plan Approach, Schedule and Estimated Hours of Work 11 Quality Control & Quality Assurance (QA/QC) Program
The Harris approach to quality includes focused collaboration amongst our seasoned team members across our various service lines to deliver a well-vetted deliverable to our clients and partners. As an organization, we have developed a culture where all employee-owners are aware of and committed to quality in our processes and deliverables. Each member of the proposed Harris team will embody this “quality-oriented” mindset during the delivery of your civil engineering projects under the major maintenance program.
Harris employs a “Harris Way to Quality”— a 37-page QA/QC Manual that reflects our commitment to delivering high-quality products and services. The QA portion of the manual details the process of reducing potential errors or non-compliant deliverables. Our QA philosophy speaks to the technical components, contractual requirements, and civil engineering solutions as appropriate. The QC portion of the manual provides the measurements for performing detailed reviews and checking of all aspects of the Project work by qualified, designated team members. Jason Caprio, PE, PMP will serve as QA/QC Manager on the City’s Engineering Design Services contract performing project reviews, documenting these reviews, and providing technical input and guidance at agreed-to milestones to add value to the delivery process and reduce errors. We have the philosophy that QA/QC is a continuous process from conceptual design to final Plans, Specifications, and Estimates (PS&E) on all design projects.
The QA/QC Manager often seeks review assistance from construction managers specializing in the disciplines associated with the project at hand to verify that all project concepts are being met and all constructability issues are addressed prior to finalization of the plans and specifications.
Listen to City concerns
Complete submittal for
internal review
QC review to make sure
minimum design standards
and project goals and
intents are met
Complete QC checklists
@
Submittal sent to City/
project stakeholders
Receive and respond to
comments from City/
project stakeholders
Address comments from
City/project stakeholders
(further refine 30% and 90%
design submittals)
100%
Submittal
Final design and
deliverables ready for
bidding and construction
F.8.a
Packet Pg. 145 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 3. Work Plan Approach, Schedule and Estimated Hours of Work 12
ESTIMATED HOURS OF WORK
Task/Subtask Principal- in-Charge Project Manager Senior Project Engineer Design Engineer Constructa- bility QA/QC Manager Total Harris Hours Environmental LSA Right-Of-Way ARWS Survey LCC Subtotal Task 1 - Project Management1.1 Project Management 0 56 32 0 0 0 88 13 0 0 101
1.2 Kick-off Meeting 2 2 2 0 0 0 6 0 0 0 6
1.3 Meetings (Design, Permitting & Review) (4 assumed) 0 14 10 4 0 0 28 0 0 0 28 Subtotal Hours: 2 72 44 4 0 0 122 13 0 0 135
Task 2 - Predesign2.1 Information Gathering and Evaluation 0 6 8 12 0 0 26 0 0 0 26
2.2 Field Investigation 0 6 16 16 0 0 38 0 0 0 38
2.3 Preliminary Design Report (PDR) 4 32 54 64 4 6 164 0 0 0 164
2.4 Environmental Compliance 0 12 24 24 4 0 64 318 0 0 382 Subtotal Hours: 4 56 102 116 8 6 292 318 0 0 610
Task 3 - Final Design, Plans and Specifications3.1 30% Plans & Conceptual Estimate 2 28 48 84 4 8 174 0 0 0 1743.2 90% Plans, Specifications & Estimate 2 36 56 104 4 8 210 0 0 0 210
3.3 100% Plans, Specifications & Estimate 1 12 32 72 0 4 121 0 0 0 121 Subtotal Hours: 5 76 136 260 8 20 505 0 0 0 505
Task 4 - Bid Period Assistance4.1 Pre-Bid Meeting 0 2 2 0 0 0 4 0 0 0 4
4.2 Respond to RFI ( 2 assumed) 0 2 6 12 0 0 20 0 0 0 20
4.3 Addenda Assistance (2 assumed) 0 4 8 12 0 0 24 0 0 0 24 Subtotal Hours: 0 8 16 24 0 0 48 0 0 0 48
Task 5 - Supplementary Services5.1 Topographic & Right-Of-Way Survey 0 2 8 16 0 0 26 0 0 371 397
5.2 Right-of-Way Assistance 0 4 6 8 0 0 18 0 100 0 118
5.3 Utility Coordination 0 4 16 20 0 0 40 0 0 0 40
5.4 Design Services During Construction 2 30 60 24 0 0 116 0 0 0 116
5.5 Biological Resources Surveys and Monitoring During Construction 0 0 0 245 0 0 245 Subtotal Hours: 2 40 90 68 0 0 200 245 100 371 916
TOTAL HOURS BY CLASSIFICATION: 13 252 388 472 16 26 1,167 576 100 371 2,214 TOTAL HARRIS HOURS: 1,167 TOTAL SUBCONSULTANT HOURS: 1,047 F.8.a
Packet Pg. 146
Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates, Inc. 4. Staff Plan 13
Organization Chart
Harris has served public agencies and private clients in the Western states since 1974. We have a robust program of services that offer our clients expertise and assistance in various realms of engineering services, program and construction management, public finance, and environmental services. With a team of 225 employee owners including licensed engineers, certified construction manager, and inspectors, we have the resources to keep your projects a priority and are personally vested in their success.
Harris is a leader in the use of innovative design technologies, including no-dig pipeline rehabilitation, “complete streets,” pedestrian-friendly streetscapes, storm water quality solutions, and new pavement technologies. Harris offers the City an engaged civil design and environmental compliance team that is committed to delivering a great outcome for all project stakeholders.
Kourosh Iranpour, PE, QSD will be your Project Manager. Kourosh has 36 years of engineering design experience on sanitary sewer, storm drain, water systems, complete streets projects, and related infrastructure design. He has extensive experience working with the City and is well versed in trenchless pipe rehabilitation technologies.
Fidel Salamanca, PE will be your Senior Project Engineer. Fidel has 12 years of experience with hydrologic and hydraulic analyses for piped networks, culverts, open channels, environmental hydraulics, pumps, reservoirs, and delineating watersheds of various sizes. Fidel has developed Storm drain Master Plans for many cities and counties in California and has been involved in water quality-related projects and assisted with trash capture feasibility studies and NPDES compliance.
Jason Caprio, PE, PMP will be your Technical Advisor and QA/QC Manager. Jason Caprio has over 19 years of experience performing engineering design, construction, and project management and administration of water, sewer and storm drain infrastructure projects. Jason’s experience coordinating with utility agencies offers a unique perspective and understanding of all sides of a project’s challenges, enabling him to propose thoughtful and innovative solutions that save time and money. He has successfully coordinated design and construction schedules with utility agencies in order to avoid conflicts with their existing and planned improvements.
Our design team will be supported by LSA for Environmental Services, LCC Engineering & Surveying (LCC) for Surveying and legal descriptions, and Associated Right of Way Services (ARWS) for Right-Of-Way coordination.
We have frequently partnered with
these subconsultants, and we value their
responsiveness and quality of work.
4. STAFF PLAN
Our proposed
PM Kourosh
has extensive
experience
working with
the City serving
as the PM for
the Group 2
Storm drain
Lining Project,
Moraga Way
Pathway and
the Camino
Pablo Bicycle
Route Corridor
Improvements.
Resumes for our
team describing
qualifications
and experience
are included in
the appendix.
Environmental
LSA Associates, Inc.
Topographic Surveying and
Legal Descriptions
LCC Engineering &
Surveying
Right-Of-Way
Associated ROW
Services, Inc.
Project Manager
Kourosh Iranpour, PE, QSD
Principal-in-Charge
Frank S. Lopez, PE, QSD
City of Orinda
Senior Project Engineer
Fidel Salamanca, PE
Design Engineer
Taylor Fagan, PE, ENV SP
Victoria Orduno, PE
Sarah Chou
Constructability/Biddability
Brandon Hayes, PE
Technical Advisor and
QA/QC Manager
Jason Caprio, PE, PMP
F.8.a
Packet Pg. 147 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Aerial capture of
the team using a
drone, focused on
safeguarding the
integrity of the
existing buildings.
Harris & Associates, Inc. 4. Staff Plan 14
Relevant Project Experience Harris
GILMAN DRIVE EMERGENCY
STORM DRAIN IMPROVEMENT
Orion Construction/City of San Diego
Harris was retained by Orion Construction
and the City of San Diego to design
and support a failed 132-inch diameter
corrugated metal pipe (CMP) storm drain
in the La Jolla Village neighborhood of San
Diego, California. The failure was observed
as ground settlement, cave-in, and sinkhole
outside of the adjacent La Jolla Terrace
apartment homes. This design included
sophisticated excavation shoring, 132-inch
diameter corrugated steel pipe (CSP) storm
drain replacement, two large storm drain
clean-outs with multiple access manways.
Given the proximity to the residential
properties, daily settlement surveys are
being performed to observe movement of the
apartments’ concrete foundation.
GROUP 2 STORM DRAIN
LINING PROJECT
City of Orinda
This project consisted of two Capital
Improvement Plan (CIP) projects: Orchard
SD Repairs (CIP #3101) and Ivy Dr. SD
Repairs (CIP #3102). Under the two projects,
repairs were made to five culverts consisting
of a 96” CMP crossing Moraga Way, 60”
CMP crossing Orchard Rd, twin 42”x 72”
CMP arches crossing Ivy Drive and a 96”
CMP crossing El Camino Moraga. Harris
conducted a field investigation to assess
the current condition of the five culverts
and prepared a Preliminary Design Report
(PDR) summarizing the findings and
recommendations of the initial investigation.
Harris then prepared the Plans, Specifications,
and Cost Estimates (30%,90%, and 100%),
and collaborated with LSA on obtaining
environmental permits. Work also included
preparing bid documents, and providing bid
period services.
Harris conducted a thorough field
investigation of all sites with the lining
material supplier and experienced largediameter pipeline rehabilitation personnel to ensure that the proposed rehabilitation
method was suitable and cost-effective for
lining the CMP storm drain lines. Harris
created a comprehensive PDR outlining field
investigation findings and rehabilitation
recommendations to help the City decide on
the best rehabilitation strategy.
Construction on this project was recently
awarded. Construction will begin in June
2024 to meet the permit requirements.
Harris will also provide design services for
this project while it is under construction.
RIVER ROAD PERMITTING AND
ENGINEERING ASSISTANCE
Monterey County
In February 2021, Monterey County and
much of the Central Coast were hit with an
atmospheric rain event, resulting in heavy
debris flow from the Santa Lucia Mountains,
rushing down into the creeks that feed the
Salinas River. The County selected Harris
to help support repairs at one of the most
significant disaster sites: River Road and
Fairview Road.
Harris provided Civil Design and
Environmental Planning + Compliance
professionals and led the charge of:
• Replacing the existing 48” corrugated
metal pipe (CMP) culvert with two 48”
high-density polyethylene (HDPE) pipes
encased in concrete at a slope of 10% for a
length of 268 lineal feet.
• Rebuilding the upstream and downstream
slopes that convey the existing channel.
• Improving portions of River Road in
compliance with County standards
(including drainage facilities to capture
and convey roadway runoff).
• Providing environmental compliance and
permitting services to support both the
emergency actions and permanent project.
Client Reference:
Formerly with City of Orinda
Farah Khorashadi, Senior Civil Engineer
925.253.4279
22 Orinda Way
Orinda, CA 94563
Client Reference:
Orion Construction
Jason Danks, Operations Manager
760.497.1023
2185 La Mirada Dr
Vista, CA 92081
Client Reference:
Monterey County
Enrique Saavedra, PE
831.755.8970
168 W. Alisal Street, 2nd Floor
Salinas, CA 93901
2023 Project of
The Year Award for
the Monterey Bay
Chapter of APWA
F.8.a
Packet Pg. 148 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 4. Staff Plan 15
Relevant Project Experience LSA
CANYON ROAD
BRIDGE REPLACEMENT
Town of Moraga
LSA was initially retained by the Town of
Moraga in 2014 to obtain the necessary
natural resource agency permits and prepare
the necessary Caltrans environmental
documents. In April 2017, engineers
inspecting an adjacent landslide observed
that the landslide was affecting the Canyon
Road Bridge. Town engineers determined
that the bridge was unsafe and closed the
bridge to all public access. The Town and
the Project Engineer enlisted LSA services
for this next phase: to remove the existing
bridge, install a temporary bridge and
construct a new permanent bridge.
LSA documented compliance for CEQA
and NEPA, updated technical reports for
Caltrans Local Assistance, and prepared
applicable regulatory permit applications
for both the temporary bridge and the
new permanent bridge. Upon receipt
of the emergency permits, LSA assumed
responsibility for verifying full compliance
with the measures and conditions detailed
in the emergency permits. The IS/MND
and accompanying Mitigation Monitoring
Report Program provided the “road map”
for the issues that needed to be addressed
with the removal of the existing bridge
in September 2017, installation of a
temporary bridge in November 2017, and
the construction of the new permanent
bridge beginning in 2020. LSA conducted
construction monitoring during the
installation of the new permanent bridge.
MINER ROAD BRIDGE
CULVERT REPLACEMENT
City of Orinda
LSA has assisted the City of Orinda with
natural resource issues since the failure of the
Miner Road culvert at Lauterwasser Creek in
January 2017. Work for the City has included:
• Prepared emergency permit applications
to replace the culvert for submittal to the
USACE, CDFW, and RWQCB.
• Prepared the necessary plans required
for the permit applications including a
Mitigation and Monitoring Plan and
Revegetation Plan.
• Conducted preconstruction surveys for
California red-legged frog, rainbow trout
(relocated two), and nesting birds.
• Provided construction monitoring as
required by resource agency permits.
• Advised the City and project team
during construction on resource agency
requirements.
Since completion of culvert/bridge
construction, LSA has been conducting the
long-term monitoring required by the resource
agency permits. This monitoring includes
revegetation planting growth and survival and
creek bank stability. A photo documentation
of the plantings, creek bank conditions, and
fish passage conditions is also maintained.
LSA is in Year 7 of the required 10 years of
monitoring. This work includes the preparation
and submittal of Annual Reports presenting
the results of the past year’s monitoring.
LSA successfully prepared the permit
applications and provided the biological
surveys and monitoring for the project.
GROUP 1 AND 2 CULVERTS
City of Orinda
In 2023, the City of Orinda repaired three
culverts as part of the Group 1 Culverts
project. In 2023, permit Applications were
completed for the four culverts associated
with Group 2 Culverts project while the
repair work is scheduled to occur in 2024.
In 2023, LSA prepared the USACE, CDFW,
and RWQCB permit applications for the
repair of four culverts for the City of Orinda
Group 2 Culverts project. LSA consulted
with Jennifer Stabile from the USACE,
Andy Chambers from CDFW, and Katie
Hart from RWQCB regarding the proposed
project and permit applications. LSA
prepared a Section 7 Biological Assessment
and jurisdictional delineation as part of the
permit applications. LSA will conduct the
preconstruction wildlife surveys, worker
environmental awareness training sessions;
and biological monitoring for the City of
Orinda Group 2 Culverts project in 2024.
In 2023, LSA completed the required
preconstruction nesting bird, roosting bat,
and wildlife surveys; worker environmental
awareness training sessions; and biological
monitoring for the City of Orinda Group 1
Culverts project.
Repair work for the Group 1 Culverts
project was successfully completed in 2023.
The USACE, CDFW, and RWQCB permits
were issued for the Group 2 Culverts
project in 2023.
Client Reference:
City of Orinda
Scott Christie, Project Manager/
Senior Civil Engineer
925.253.4219
22 Orinda Way
Orinda, CA 94563
Client Reference:
Town of Moraga
Shawn Knapp, Town Engineer
925.888.7027
329 Raheem Boulevard
Moraga, CA 94556
Client Reference:
Formerly with City of Orinda
Farah Khorashadi, Senior Civil Engineer
925.253.4279
22 Orinda Way
Orinda, CA 94563
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Packet Pg. 149 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD
APPENDIX
SECTION 3(B), SCHEDULE
SECTION 5, RESUMES
SECTION 6, ACKNOWLEDGMENT OF
CITY CONSULTANT AGREEMENT AND CERTIFICATION
OF INSURANCE REQUIREMENTS
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Packet Pg. 150 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 3. Work Plan Approach, Schedule and Estimated hours of Work I SECTION 3(b), SCHEDULE
Task Name Duration Start Finish
Project Duration 395 days Mon 4/22/24 Fri 10/24/25
Task 1: Project Management 247 days Mon 4/22/24 Tue 4/1/25
1.1 Project Management/Coordination 247 days Mon 4/22/24 Tue 4/1/251.2 Notice to Proceed 1 day Mon 4/22/24 Mon 4/22/241.3 Kick-off Meeting 1 day Mon 4/29/24 Mon 4/29/24 Task 2: Predesign 220 days Tue 4/23/24 Mon 2/24/25
2.1 Information Gathering & Evaluation 2 wks Tue 4/30/24 Mon 5/13/242.2 Field Investigation 1 day Mon 5/6/24 Mon 5/6/242.3 Preliminary Design Report (PDR) 36 days Tue 5/14/24 Tue 7/2/24 Draft PDR 4 wks Tue 5/14/24 Mon 6/10/24City Review 1 wk Tue 6/11/24 Mon 6/17/24PDR Review Workshop 1 day Tue 6/18/24 Tue 6/18/24Final PDR 2 wks Wed 6/19/24 Tue 7/2/24
2.4 Environmental Compliance 220 days Tue 4/23/24 Mon 2/24/25 Environmental Permit Applications 6 wks Tue 4/23/24 Mon 6/3/24Permitting (Including Outside Agency Coordination) 11 mons Tue 4/23/24 Mon 2/24/25
Task 3: Final PS&E Design 195 days Wed 7/3/24 Tue 4/1/25
3.1 30% Plans & Conceptual Estimate 60 days Wed 7/3/24 Tue 9/24/24 30% P&E Development 10 wks Wed 7/3/24 Tue 9/10/24Harris Internal QA/QC Review 1 wk Wed 8/28/24 Tue 9/3/24City Review 2 wks Wed 9/11/24 Tue 9/24/2430% Design Review Workshop 1 day Tue 9/24/24 Tue 9/24/24
3.2 90% Plans, Specifications & Estimate 50 days Wed 9/25/24 Tue 12/3/24 90% PS&E Development 8 wks Wed 9/25/24 Tue 11/19/24Harris Internal QA/QC Review 1 wk Wed 11/6/24 Tue 11/12/24City Review 2 wks Wed 11/20/24 Tue 12/3/2490% Design Review Workshop 1 day Mon 12/2/24 Mon 12/2/24
3.3 100% Plans, Specifications & Estimate 25 days Wed 12/4/24 Tue 1/7/25 100% PS&E Development 5 wks Wed 12/4/24 Tue 1/7/25Harris Internal QA/QC Review 1 wk Wed 12/25/24 Tue 12/31/24Draft Final PS&E for City Review 1 wk Wed 1/1/25 Tue 1/7/25 Issue for Bid 1 day Tue 2/25/25 Tue 2/25/25Bid Opening 25 days Wed 2/26/25 Tue 4/1/25 Task 4: Bid Period Assistance 25 days Wed 2/26/25 Tue 4/1/25
4.1 Pre-Bid Meeting 1 day Wed 3/12/25 Wed 3/12/254.2 Respond to RFI (2 assumed) 5 wks Wed 2/26/25 Tue 4/1/254.3 Addenda Assistance (2 assumed) 5 wks Wed 2/26/25 Tue 4/1/25 Task 5: Supplemental Services 394 days Tue 4/23/24 Fri 10/24/25
5.1 Topographic and ROW Survey 6 wks Tue 4/23/24 Mon 6/3/245.2 ROW Assistance 3 mons Wed 9/25/24 Tue 12/17/245.3 Utility Coordination 3 wks Tue 5/14/24 Mon 6/3/245.4 Design Services During Construction (DSDC) 7 mons Mon 4/14/25 Fri 10/24/25 Pre-Construction Meeting 1 day Wed 4/23/25 Wed 4/23/25Submittal Review 7 mons Mon 4/14/25 Fri 10/24/25Respond to RFI 7 mons Mon 4/14/25 Fri 10/24/25Change Order Requests 7 mons Mon 4/14/25 Fri 10/24/25Construction Site Visits 7 mons Mon 4/14/25 Fri 10/24/25Biological Resources Surveys and Monitoring During Construction 7 mons Mon 4/14/25 Fri 10/24/25
1.2 Notice to Proceed
1.3 Kick-off Meeting
Bid Opening
4.1 Pre-Bid Meeting
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Qtr 2, 2024 Qtr 3, 2024 Qtr 4, 2024 Qtr 1, 2025 Qtr 2, 2025 Qtr 3, 2025 Qtr 4, 2025 GROUP 3 STORMDRAIN LINING PROJECT PRELIMINARY SCHEDULE
Harris & Associates, Inc. ■ Group 3 Stormdrain Lining Project Our schedule is based on the anticipated start of construction around April 15, 2025, and completion around October 31, 2025, to meet regulatory agency permit requirements.
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Kourosh Iranpour, PE, QSD
PROJECT MANAGER
Kourosh has 36 years of engineering design experience on complete streets projects, sanitary sewer, storm drain, water systems, and related infrastructure design. He is intimately familiar with the struggles of a City agency and how best to serve their needs. He recently completed the design for two trunk line sewer projects for the City of San Mateo, which included various sanitary sewer installation methods including conventional open cut, pipe bursting, pilot tube guided boring, pilot tube jack and bore and CIPP construction. The projects included the design of a 30-inch Sanitary Sewer siphon under the San Mateo Creek and Gateway Park. Additionally, by proposing pipe bursting methods for the City of Piedmont multi-year $16 million program, the City saved approximately $7 million in construction cost and completed the program six years ahead of the cease and desist deadline. Kourosh’s ability to identify value engineering opportunities benefits the City with a QC reviewer that can maximize all potential cost savings project.
RELEVANT EXPERIENCE
• City of Orinda, Group 2 Storm Drain Lining Project. Project Manager. The Group 2 Storm drain Lining Project consists of two Capital Improvement Plan (CIP) projects. Under the two projects, repairs will be made to five culverts consisting of a 96” CMP crossing Moraga Way, 60” CMP crossing Orchard Rd, twin 42” X 72” CMP arches crossing Ivy Drive and a 96” CMP crossing El Camino Moraga. The team encountered challenges related to obtaining environmental permits for construction work in the creeks. With the help of environmental professionals, these challenges were resolved by site visits to determine alternative access paths, working cooperatively with multiple agencies to meet their requirements, and utilizing least intrusive repair methods such as geopolymer lining. Despite site obstacles, surveying and 100% plans and specs were completed in line with the project schedule. Environmental permitting is being coordinated with Regional Water Quality Control Board, US Army Corps of Engineers and CDFW to ensure that wildlife, vegetation, and special species are protected during creek work.
• City of Orinda, Camino Pablo Bicycle Route Corridor Improvements. Project Manager. Kourosh was responsible for overall project coordination, administration, and technical input. The primary purpose of this project was to reduce motor vehicle travel and vehicle emissions by providing bicycle facility improvements. This included the reduction of the existing concrete island on Orinda Way, at the intersection of Camino Pablo and El Toyonal/ Orinda Way. This provided additional pavement width to extend the existing northbound Class II bike lane on east side of Camino Pablo through this intersection. The new bicycle lanes enhanced access to and through downtown Orinda. • City of Belvedere, Storm drain and Sanitary Sewer Rehabilitation. Project Manager. Kourosh was responsible for overall management and design of this project. Work included site investigation, evaluation of TV videos, selection of the best rehabilitation method, and PS&E preparation for construction. One of the unique challenges of the projects was its proximity to the Belvedere Cove on the downstream end. Other construction challenges involved a narrow street on the uphill, the steep slope of the existing pipes, and restoration of landscape areas for lateral connections. Pipe bursting was ultimately used for the project due to its favorable construction cost. • City of South San Francisco, Wet Weather Program Phase 2. Project Manager. Harris provided civil engineering services for the rehabilitation of sewer mains throughout the City. This $9 million project was required as a result of the State Water Resource Quality Control Board’s cease and desist order for the City to rehabilitate its sewer system. The Harris team completed the designs on an accelerated schedule so the City could avoid fines associated with the order. Harris
EDUCATION
MS, Civil Engineering
BS, Civil Engineering
REGISTRATION
Professional Civil Engineer, CA
CERTIFICATIONS
Qualified SWPPP Developer (QSD)
California State Water Resources
Control Board
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also analyzed one of the alignments for the most efficient routing and consolidation of existing parallel sewer mains.
Kourosh was responsible for managing the Harris design team and coordinating with subconsultants. He provided input on all aspects of the design. He facilitated resolution of design issues, performed quality review prior to each submittal, monitored the schedule and budget, and prepared progress reports. • City of El Cerrito, Storm drain Improvements. Project Manager.
Kourosh conducted field investigations of the existing facilities and evaluated alternatives and costs. He determined the hydraulically functional size of replacement structure and the recommended appropriate rehabilitation techniques in accordance with the budget constraints. In addition, Kourosh utilized computer software to design detention basins and channels as part of the City’s storm creek restoration program.
• City of Piedmont, Sanitary Sewer Rehabilitation Program.
Deputy City Engineer/Project Manager. The City was given a cease and desist order by the RWQCB to make improvements to their outdated sewer system by rehabilitating the designated sub-basins by 2011 or suffer heavy fines. In response, the City developed an aggressive $16 million, multi-year sewer improvement program to resolve the problems of wet weather overflows. The program rehabilitated 200,000 feet of deficient sewer mains and associated lower laterals to reduce inflow and infiltration. Harris’ tasks included the management and evaluation of sewer survey videos; pipe segment prioritization, evaluation, and determination of best rehabilitation methods; and PS&E documents for construction.
Due to many backyard alignments, the trenchless technology methods of pipe bursting, directional drilling, and CIPP lining were used to minimize disruption to local residents. By using trenchless technology in favor of open cut construction, Harris shaved six years off the initial schedule and used only $7 million of the authorized budget.
• City of Lafayette, Dyer Drive Storm drain Improvements. Project Manager. Design of 1,000 linear feet of new storm drain pipeline which included 200 linear feet of 42-inch pipe placed by a jack and bore method through private properties and the remainder placed by conventional cut and cover method.
• City of Albany, Sewer Rehabilitation Project. Project Manager.
This $2.6 million sanitary sewer project includes replacement and rehabilitation of approximately 12,000 linear feet of 6- to 8-inch diameter sanitary sewer mains, including manholes and lower laterals in two separate locations. Rehabilitation methods include pipe bursting technology, CIPP, pilot tube guide auger boring, and conventional open trenching. Kourosh is responsible for overall management and design. He is assisting the City and its right-ofway agent to acquire the necessary easements for the project. • Santa Cruz County Sanitation District, Capitola Village Sanitary Sewer Rehabilitation. Project Manager. This project included the installation and/or replacement of 4,000 LF of sanitary sewer lines in the six- to 15-inch diameter range. The following methods were evaluated: open cut, pipe bursting, CIPP, fold and form, spiral wound liner, and slip lining. Kourosh prepared a Basis of Design Report for the project, discussing the pros and cons of each rehabilitation method and their associated costs.
• City of Mill Valley, Annual Street and Sanitary Sewer Rehabilitation. Project Director. This annual project includes rehabilitation of pavement, sewers, and storm drains, and installation of ADA curb ramps and new portland cement concrete (PCC) driveways. 10,500 linear feet of street has been resurfaced by traditional overlay, mill and overlay, or reconstruction method and 55,000 linear feet of street has been rehabilitated by microsurfacing. 2,300 linear feet of six inch sanitary sewers were rehabilitated by open-cut, as well as 2,200 linear feet of six-inch sanitary sewers, using trenchless pipe bursting method. 640 linear feet of new eight-inch sanitary sewer force main has been installed by open-cut and the existing eight-inch sanitary sewer force main was abandoned. Harris provides utility coordination, public outreach, preparation of PS&E, and design services during construction (DSDC).
• City of Orinda, Moraga Way Pathway. Project Manager.
This project included the design of the Moraga Way Pathway based on conceptual layout provided by the City’s Traffic Engineer Consultant and prepared construction documents for bidding. Project included field measurements to confirm that the proposed pathway could be installed within the existing pavement and grading design for the proposed pathway and driveways to comply with ADA slope requirements. In addition, Harris completed the design for a Rectangular Rapid Flashing Beacon (RRBF) system at a critical intersection to enhance pedestrian safety. Kourosh managed the design team and field crew. He served as the point-of-contact for the City, prepared specifications, managed the schedule and budget, and provided technical support and guidance during construction.
• City of Gilroy, Storm drain and Sanitary Sewer Main Evaluation Studies. Kourosh prepared reports to verify the recommendations for capacity improvements as provided in the City’s master plans. Kourosh reports concluded that some of the master plan recommended CIP projects were not needed and that the existing facilities were adequate for the buildout flows. Eliminating these capital improvement projects saved the City thousands of dollars in construction costs.
Iranpour (Continued)
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Frank S. Lopez, PE, QSD
PRINCIPAL-IN-CHARGE
Frank has over 20 years of experience in project management and design. He has provided oversight of project budgets and schedules for a variety of municipal infrastructure projects throughout the State. Frank has a deep and personal understanding associated with the complexity of delivering public projects, which has resulted in a collaborative approach to deliver sustainable solutions.
He has a wide breadth of experience related to municipal infrastructure, including roadway projects that must adhere to Caltrans Local Assistance procedures; stormwater permitting, preparation of stormwater control plans/reports following state and local requirements; drainage design related to federal, regional, and local flood control requirements; low impact development (LID) planning and design; and master planning of drainage facilities for inclusion in Capital Improvement Programs (CIP). Through his broad experience, he has developed program management skills to support various projects, while his participation in local and regional technical advisory groups has allowed him to establish valuable relationships with local and state government agencies. Frank’s local relationships, expertise, and effective leadership will result in successful project delivery.
RELEVANT EXPERIENCE
• Orion Construction/City of San Diego, Rancho Mission Canyon Emergency Storm drain Project.
Project Director. The Orion/ Harris Design-Build Team was called in March 2020 to address an emergency Storm drain failure, including a feared compromised sewer main, which both enter into the environmentally sensitive Rancho Mission Canyon. Frank led the Harris team in quickly mobilizing to provide design and engineering services, including a localized hydrology study and design of the 36-inch diameter reinforced concrete pipe (RCP) Storm drain, curb inlets and catch basins, Storm drain clean-outs, cut-off walls down the steep slope, concrete energy dissipator, and terraced rip-rap on an emergency basis. Collaboration and coordination with multiple departments of the City of San Diego, Orion Construction, geotechnical consultants, and environmental compliance consultants led to a swift and organized effort to design and re-build this part of Rancho Mission Canyon. • County of Monterey, River Road Emergency Project. Project Manager and Engineer of Record. The Harris team restored the culvert crossing located at River Road and Fairview Road in Soledad. The team had to act quickly to avoid further erosion of the terrain and potential loss of the road. Project scope elements included replacement of a drainage conveyance structure similar to the existing 48” CMP culvert, replacement of the upstream and downstream slopes that convey the existing channel, including significant grading to support this work. These improvements included drainage facilities to capture and convey roadway runoff and incorporation of field survey data that was initially provided by the County Surveyor. Frank was responsible for overseeing the project design, including the collaboration of our environmental team, County partners, and various agency/community stakeholders. • City of Salinas, Intermodal Transportation Center Sewer and Storm drain Realignment. Project Director. Harris worked closely with the Engineering Department to prepare Plans, Specification, and Estimate (PSE) package for the realignment of utilities for the Intermodal Transportation Center project.
Frank oversaw the design resources and coordinated with the City on the project schedule and budget. • County of Monterey, Palo Colorado Road Emergency Repair Phase 2 Rocky Creek Crossing. Project Manager. Frank led our team to provide civil engineering design and environmental compliance services to repair the road, which features steep terrain, narrow road access, and environmental sensitivity. Frank also oversaw the design services during construction and environmental permitting efforts.
EDUCATION
BS, Civil Engineering
REGISTRATION
Professional Civil Engineer, CA
CERTIFICATIONS
Qualified SWPPP Developer/
Practitioner (QSD/QSP), CA SWRCB
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Jason Caprio, PE, PMP
TECHNICAL ADVISOR/QA/QC MANAGER
Jason Caprio has over 19 years of experience performing engineering design, construction, and project management and administration of water, sewer and storm drain infrastructure projects. His primary experience lies with design and construction of capital infrastructure projects for small and large cities, water districts, sanitation districts, and private water purveyors. Jason’s responsibilities and past projects involve water transmission pipelines, water distribution pipelines, water storage facilities, water treatment plants, sewer mains, wastewater treatments plants, storm drains, roadway and streetscape improvements, and ADA compliance.
RELEVANT EXPERIENCE
• City of Anaheim, Gilman Drive Emergency Storm drain Improvement. Project Manager. Harris was retained by Orion Construction and the City of San Diego to design and support a failed 132- inch diameter corrugated metal pipe (CMP) storm drain in the La Jolla Village neighborhood of San Diego, California. The failure was observed as ground settlement, cave-in, and sinkhole outside of the adjacent La Jolla Terrace apartment homes. This design included sophisticated excavation shoring, 132-inch diameter corrugated steel pipe (CSP) storm drain replacement, two large storm drain cleanouts with multiple access manways. Given the proximity to the residential properties, daily settlement surveys are being performed to observe movement of the apartments’ concrete foundation. • Orion/City of San Diego, Antioch Place CMP Storm Drain Repair/Replacement. Project Manager. Harris was retained in April 2021 to address an emergency storm drain failure which caused a sinkhole between two homes on the 4600 block of Antioch Place in the College Area of San Diego. The project was a result of a failed 18-inch diameter CMP that conveyed stormwater from the surrounding neighborhood through the cul-de-sac and down a more than 30% grade into the backyard properties below. The CMP storm drain ultimately experienced sheer failure, which led to erosion and feared undermining of adjacent residential homes. Harris quickly mobilized to provide design and engineering services, including a localized hydrology study and design of the 18-inch diameter reinforced concrete pipe (RCP) storm drain, curb inlets and catch basins, storm drain clean-outs, concrete energy dissipator, and terraced riprap. Swift and proactive collaboration and coordination with multiple departments of the City of San Diego, Orion Construction, and our geotechnical consultant led to an efficient and organized effort to protect private properties from erosion and settlement through improved storm drain infrastructure. • Orion/City of San Diego, Rancho Mission Canyon Storm Drain Project. Project Manager. The Orion/Harris design-build team was called in March 2020 to address an emergency storm drain failure, including a feared compromised sewer main, which both enter into the environmentally sensitive Rancho Mission Canyon. The project is a result of a failed 36-inch diameter Corrugated Metal Pipe (CMP) that conveyed storm water from approximately 107 acres down a 40% grade into the creek of the canyon. The CMP storm drain ultimately experienced shear failure in several locations, which led to worsening erosion of the adjacent embankment terrains, canyon, and creek.
Harris quickly mobilized to provide design and engineering services, including a localized hydrology study and design of the 36-inch diameter reinforced concrete pipe storm drain, curb inlets and catch basins, storm drain cleanouts, cut-off walls down the steep slope, concrete energy dissipator, and terraced rip-rap on an emergency basis.
EDUCATION
BS, Civil Engineering
REGISTRATION
Professional Civil Engineer, CA
CERTIFICATIONS
Pipeline, Manhole, and Lateral
Assessment and Certification
Program (PACP/MACP/LACP),
National Association of Sewer
Service Companies
Project Management Professional
(PMP), Project Management
Institute
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Fidel Salamanca, PE
SENIOR PROJECT ENGINEER
Fidel has considerable experience with hydrologic and hydraulic analysis methods for piped networks, culverts, open channels, environmental hydraulics, pumps, reservoirs, and delineating watersheds of various sizes. Fidel has developed Storm drain Master Plans for many cities and counties in California and has been involved in water quality-related projects and assisted with trash capture feasibility studies and NPDES compliance. Fidel also has valuable experience designing storm water networks, open channels, culverts, trash capture devices, and storm water pump stations. He has worked with various hydraulic and hydrologic modeling software for the assessment and design of Storm drainage systems, including EPA SWMM5, MIKE+, InfoSWMM, MIKE URBAN, MIKE 21, BAHM, and HAMMER. He is also experienced with watershed analysis and open channel design using HEC-RAS, geo-RAS, HEC-HMS, geo-HMS, and HEC-1.
RELEVANT EXPERIENCE
• City of Orinda, Group 2 Storm Drain Lining Project. Project Manager. The Group 2 Storm drain Lining Project consists of two Capital Improvement Plan (CIP) projects. Under the two projects, repairs will be made to five culverts consisting of a 96” CMP crossing Moraga Way, 60” CMP crossing Orchard Rd, twin 42” X 72” CMP arches crossing Ivy Drive and a 96” CMP crossing El Camino Moraga. Fidel provided assistance to Kourosh reviewing plans and assisting with the specifications.
• City of Orinda, Storm Drain Master Plan. Project Engineer. Fidel developed citywide Storm drain hydraulic model using local county methodologies and available City storm drain maps.
The study analyzed a 10-year and 100-year return period for looking at the Storm drain piping and larger culvert capacities as part of the study. Available data was supplemented with field data collection. All CMP pipes 36-inches and larger were assessed by NAASCO certified engineers to develop a condition rating. Fidel developed a Capital Improvement Program with ranked projects for the recommended improvements were developed based on hydraulic deficiencies and field data collection.
• City of Richmond, Carlson Boulevard Trash Capture Design-Build. Project Engineer. As a part of this project, the team developed a hydraulic model to analyze impacts from a proposed new trash capture device to treat water draining from the City of Richmond and Caltrans ROW. The device is located within a concrete-lined open channel, and is directly downstream of the City of Richmond storm drain piped network. Hydraulic impacts were analyzed using HEC-RAS hydraulic modeling software for the open channel portions, and EPA SWMM for the pipe network. Fidel was responsible for the development of the hydraulic models, preparation of the hydraulics impact memorandum, and development of the project construction plans. Additional work included developing a hydraulic impacts analysis, preparing a Caltrans Encroachment Permit for work within a Caltrans Drainage Easement, relocating an existing Caltrans Fence Line, and developing Construction Document for the installation of a new trash capture device that treats water from the 1-yr, 1-hr storm event and bypasses flows over the 1yr-1hr flow, such that there are no anticipated additional flooding impacts on the upstream drainage system for up to the 10-year design storm event. Through our team’s clear and constant communication with the client and stakeholders, we were able to navigate the necessary permitting processes with ease.
EDUCATION
BS, Civil Engineering
REGISTRATION
Professional Civil Engineer, CA
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Taylor Fagan, PE, ENV SP
DESIGN ENGINEER
EDUCATION
MS, Civil and Environmental
Engineering
REGISTRATION/
CERTIFICATIONS
Professional Civil Engineer, CA
Envision Sustainability Professional
(ENV SP), ISI
With a degree emphasis in water resources, Taylor is familiar with performing hydrologic and hydraulic analyses to route flow, determine peak flow, and generate storm hydrographs. She also has experience with designing water distribution systems and stormwater collection systems through hand calculations and hydraulic modeling programs, such as WaterCAD, HEC RAS, and EPA NET. In addition, Taylor is also familiar with environmental compliance work. Taylor designs projects that serve the people while still being mindful of the environment.
RELEVANT EXPERIENCE
• City of Vista, Monte Mar Storm Drain Improvements -
Hydrology and Hydraulics Analysis. Design Engineer.
• City of San Diego, Barrett Camp Emergency Storm Drain Repair - Hydrology and Hydraulics Analysis. Design
Engineer.
• Monterey County, Toro Park Water System Improvements.
Design Engineer.
• City of Soledad, Engineering Services and Technical
Assistance for City of Soledad Wastewater Treatment Plant Improvements and Regulatory Compliance. Design Engineer. • County of Monterey, River Road Emergency Project. Design Engineer.
• City of Morgan Hill, On-Call Engineering Review &
Technical Support Services and Plan Checking & NPDES
Support. Plan Reviewer.
• City of Sand City, West Bay Street Coastal Access Repair Project. Design Engineer.
• City of Salinas, Williams Road Street Improvement Project.
Design Engineer.
• Marina Coast Water District, Recycled Water Enterprise Startup. Design Engineer.
Victoria Orduno, PE
DESIGN ENGINEER
EDUCATION
BS, Civil Engineering
REGISTRATION
Professional Civil Engineer, CA
Victoria has eight years of experience in modeling and design of stormwater, potable water, pump stations and drainage systems, hydrology and hydraulics, and trash capture. Victoria has worked on event modeling related to flooding issues for watershed flood studies and master planning. Additionally, she utilizes advanced modeling and simulation software to evaluate and optimize the performance of stormwater, water, and sewer systems, aiming to enhance water resource management, protect the environment, and promote the wellbeing of communities.
RELEVANT EXPERIENCE
• Contra Costa Water District & ConQuest, Water Main
Design Build. Design Engineer.
• City of South San Francisco, Sewage Pump Station No. 2 Rehabilitation. Design Engineer.
• City of Brisbane & Wisley Ham, Sierra Point Sanitary Lift Station #4. Design Engineer.
• City of Salinas, Industrial Wastewater Pump Station
(IWWPS). Project Director.
• City of South San Francisco, Sewage Pump Station No. 2 Rehabilitation. Design Engineer.
• Schaaf & Wheeler, Spyglass Drive Storm Drain
Improvements. Associate Engineer.
• City of Pinole, Storm Drain Improvements and BioRetention Design. Design Engineer. • City of Emeryville, Emeryville Trash Capture Project – W MacArthur Blvd. Design Engineer.
• San Diego Unified Port District, East Harbor Island
Redevelopment/Top Golf. Project Engineer.
• Schaaf & Wheeler, El Cerrito Storm Drain Master Plan.
Associate Engineer.
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Sara Chou
DESIGN ENGINEER
EDUCATION
BS, Civil Engineering
Sarah has over one year of experience as a design engineer. She has been a key member for a variety of project types including design, capital planning, asset management, and the development of sanitary sewer management plans. Sarah has worked with a multitude of clientele, many of them public agencies, and is knowledgeable in navigating their inner-workings to better serve their goals. On each of her projects, Sarah puts a high emphasis on communication, believing it to be essential for developing refined, robust design concepts, and successful project execution.
RELEVANT EXPERIENCE
• Town of Moraga, 2022 and 2023 Pavement Reconstruction Project. Project Engineer.
• City of Richmond/Veolia, 2022-23 Grade 5 Risk Assessment Analysis for Sanitary Sewer Line Replacement. Project
Engineer.
• City of Concord, Willow Pass Road Repaving & Safe Route to Transit Improvements. Design Engineer.
• City of Benicia, Wastewater Treatment Plant, Primary
Clarifiers - Condition Assessment. Design Engineer.
• City of San Mateo, Basin 1b System Improvements. Project Engineer.
• City of East Palo Alto, Water Asset Management Plan.
Design Engineer.
Brandon Hays, PE, CCM, PMP, QSP/QSD
CONSTRUCTABILITY
EDUCATION
BS, Structural Engineering
REGISTRATION
Professional Civil Engineer, CA
CERTIFICATIONS
Qualified SWPPP Developer/Practitioner (QSD/QSP), CA SWRCB Project Management Professional (PMP), PMI
OSHA 30-Hour Construction, Occupational Safety & Health Administration (OSHA)
CA Title 22 Hazardous Waste Generator Training Safety Compliance Management
Brandon has 17 years of experience managing multi-million-dollar transportation construction projects. He has extensive experience working on large-scale, complicated roadways, bridges, and other infrastructure, all of which require multi-leveled problemsolving. His expertise with critical path method schedules and time impact analyses have protected owners from unnecessary construction change orders and claims. Brandon is experienced with reviewing plans for constructability and future conflicts to resolve challenges early, and creating and implementing value engineered cost proposals (VECPS/CRIPS).
RELEVANT EXPERIENCE
• City of Orinda, 2018-2019 Pavement Rehabilitation Project.
Construction Manager.
• Town of Moraga, Canyon Road Bridge Replacement.
Resident Engineer/Structures Representative.
• Town of Moraga, Canyon Road Emergency Temporary
Bridge. Resident Engineer.
• Valley Water, Rancho San Antonio Flood Detention Basin.
Construction Manager.
• Valley Water, Hale Creek Pilot Project. Resident Engineer. • City of Napa, Emergency Milliken Pipeline Repair.
Construction Manager.
• City of San Mateo, Basin D. Construction Manager.
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Dan Sidle
LSA
ENVIRONMENTAL/ASSOCIATE/SENIOR BIOLOGIST
Dan has over 23 years of experience preparing biological resources sections of environmental documents, preparing regulatory permit applications, preparing revegetation and mitigation plans, managing and monitoring mitigation/restoration projects, conducting nesting bird/special-status wildlife surveys, and construction monitoring. Dan has prepared permit applications associated with U.S. Army Corps of Engineers (USACE) Nationwide and Individual Permits, CDFW Lake and Streambed Alteration Agreements, RWQCB Water Quality Certifications, and U.S. Fish and Wildlife Service (USFWS)/National Marine Fisheries Service Biological Assessments. Dan is approved to survey multiple special status species in East Contra Costa County and has prior experience working with the City of Orinda.
RELEVANT EXPERIENCE
• City of Orinda, Group 2 Culverts. Project Manager. The Group 2 Culverts Project included the rehabilitation of four existing creek culverts within the City of Orinda. As a sub-consultant to Harris & Associates, Dan prepared the permit applications for the City of Orinda Group 2 Culverts project. LSA will conduct the biological surveys and monitoring for this project in 2024. LSA provided biological resources services in support of rehabilitating the existing creek culverts in order for the culverts to continue to function. • East Bay Municipal Utility District, On-Call Biological Resources. Project Manager. As a sub-consultant to Terraphase, Mr. Sidle is currently the Project Manager for LSA’s on-call contract with the East Bay Municipal Utility District (EBMUD). Dan prepared biological resource habitat assessments and/or Section 7 Biological Assessments for several EBMUD projects. He provided education sessions to construction personnel; conducted preconstruction surveys for nesting birds, roosting bats, and special-status species; and conducted construction monitoring. LSA also has prepared jurisdictional delineations for EBMUD. Dan will manage future biological surveys, monitoring, and reporting tasks for EBMUD. LSA completed biological resources services to assist in EBMUD’s ongoing routine maintenance activities for their creek culverts and channels.
• East Bay Regional Park District, San Francisco Bay Trail: George Miller Regional Trail. Project Manager. For this East Bay Regional Park District project, Dan prepared the USACE Nationwide Permit application, CDFW Streambed Alteration Agreement application, and RWQCB Water Quality Certification application for culvert replacements/repairs and stabilization work for a new trail. He conducted preconstruction nesting bird, California red-legged frog, and Alameda striped racer surveys. He also managed and conducted the biological resources construction monitoring and conducted contractor training sessions. LSA provided biological resources permitting and monitoring for this new segment of the San Francisco Bay Trail.
EDUCATION
MS, Graduate Program in Public
Policy and Management (Natural
Resources Concentration)
BA, Environmental Studies/
Economics
CERTIFICATIONS
Approved for handling and
identifying all life stages of
California red-legged frog and
California tiger salamander under
LSA’s federal 10(a)(1)A recovery
permit (TE-797234)
Approved for handling and
identifying all life stages of
California tiger salamander under
LSA’s CDFW Memorandum of
Understanding
CDFW Scientific Collecting Permit
Approved by USFWS and CDFW to
survey for multiple special-status
species in the East Contra Costa
County HCP/NCCP permit area
including: Townsend’s big-eared
bat, San Joaquin kit fox, Golden
eagle, Western burrowing owl,
Swainson’s hawk, California tiger
salamander and California red‐
legged frog.
F.8.a
Packet Pg. 159 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 5. Resumes XI
Gretchen Zantzinger
LSA
ENVIRONMENTAL/ASSOCIATE /SENIOR WILDLIFE BIOLOGIST
Gretchen has over 25 years of experience conducting field surveys for special-status species on numerous projects throughout California. She performs biological and compliance monitoring to prevent impacts to sensitive habitats and the species found among them. She is a USFWS-approved Biological Monitor for various projects such as the San Francisco International Airport’s Westof-Bayshore property to avoid take of California red-legged frog and San Francisco garter snake.
She has conducted many protocol-level surveys for California red-legged frog, as well as presence/ absence surveys for western pond turtle and California tiger salamander. She is approved to handle all life stages of California red-legged frog and California tiger salamander, and she has completed mammal surveys for San Joaquin kit fox, American badger, San Francisco dusky-footed woodrat, and salt marsh harvest mouse. She has experience in mapping and census for bay checkerspot butterfly and has also conducted electro-shocking surveys for fishery analyses. She is also trained to conduct protocol-level surveys and nest monitoring for Swainson’s hawk, peregrine and prairie falcon, golden eagle, bald eagle, and Ridgway’s rail. Gretchen has prior experience working with the City of Orinda, including managing the preconstruction surveys and biological monitoring for the Orinda Group 1 Storm Drain Lining project.
RELEVANT EXPERIENCE
• City of Orinda, Group 1 Storm Drain Lining. Qualified Biologist. The City of Orinda repaired three storm drain/culverts. Gretchen managed LSA’s pre-construction surveys and monitoring tasks for the project. The three storm drains were successfully repaired. • City of Orinda, Miner Road Bridge Culvert Replacement. Qualified Biologist. LSA assisted with natural resource issues since the failure of the Miner Road culvert at Lauterwasser Creek in 2017; prepared emergency permit applications for submittal to the USACE, CDFW, and RWQCB; prepared a Mitigation and Monitoring Plan/Revegetation Plan; and oversaw surveys for California red‐legged frog, rainbow trout, and nesting birds. LSA is in Year 7 of the mitigation monitoring. Gretchen conducted preconstruction surveys and monitoring. LSA benefited the City by preparing the permit applications. • Town of Moraga, Canyon Road Bridge. Qualified Biologist. LSA prepared the environmental clearance documents and regulatory agency permit applications and is now conducting compliance monitoring for the project, which crosses Moraga Creek within the Town of Moraga. Gretchen conducted preconstruction surveys and construction monitoring to avoid potential impacts to special-status fish, nesting birds, San Francisco dusky-footed woodrat, western pond turtle, and California red-legged frog. LSA benefited the Town by preparing the permit applications and surveys/monitoring for the project
EDUCATION
BA, Psychology (Biological
Emphasis on Animal Behavior,
Minor in Environmental Studies)
CERTIFICATIONS
Approved for handling and
identifying all life stages of the
California red-legged frog and
California tiger salamander under
LSA’s federal 10(a)(1)A recovery
permit (TE 797234-10)
Approved for handling
Conservancy, longhorn, Riverside,
San Diego, and vernal pool tadpole
fairy shrimp, and vernal pool
tadpole shrimp
CDFW Scientific Collecting Permit
Approved by USFWS and CDF to
survey for multiple special-status
species in the East Contra Costa
County HCP/NCCP permit area
including Townsend’s big-eared
bat, golden eagle, burrowing
owl, Swainson’s hawk, California
tiger salamander, California red‐
legged frog, and Covered Shrimp
(Longhorn fairy shrimp, Vernal
pool fairy shrimp, Mid-valley
fairy shrimp, Vernal pool tadpole
shrimp)
Certified Master Birder, Academy
of Sciences
F.8.a
Packet Pg. 160 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 5. Resumes XII
Christine M. Leptien-Parks, PE, PLS
LCC Engineering & Surveying, Inc.
SURVEYOR
EDUCATION
BS, Civil Engineering
REGISTRATION
Civil Engineer, CA
Land Surveyor, CA
Christine began working part-time for LCC in 1992, and joined the firm full-time in May of 1996 upon completion of her undergraduate education. She obtained her license to practice civil engineering in February 1999. Since then, she has been directly responsible for the preparation of plans, specifications and estimates for streets, parking lots, parks, utilities, storm drains, and wastewater facilities. Christine has also had extensive field experience as a both a Chainman and a Party Chief on our survey crews over the years, leading her to obtain a license to practice land surveying in August 2003. Christine became a Principal in the firm in February 2008. Christine has been involved in most of LCC’s major projects over the last 27 years.
RELEVANT EXPERIENCE
• City of Orinda, On-Call Surveying. Principal Surveyor. • City of Orinda, Group 1 and Group 2 Storm Drain Projects.
Principal Surveyor. Christine is the Principal Surveyor for this Contract with the City of Orinda. LCC performed all the topographic and right-of-way surveys and mapping as a subconsultant to Wreco and Harris & Associates. • Town of Moraga, Moraga Rd and Hacienda Park Storm
Drain. Principal Surveyor.
• City of Lafayette, On Call Surveys. Project Surveyor. • City of Pleasant Hill, Gregory Gardens Storm Drain Project.
Principal Surveyor.
Steve Castellano, SR/WA, R/W-NAC
Associated ROW Services, Inc.
RIGHT OF WAY PROJECT MANAGEMENT
EDUCATION
BA, Public Administration
REGISTRATION
State of California Real Estate
Salesperson
State of California Notary Public
Commission
CERTIFICATIONS
SR/WA, Senior Member, IRWA
R/W-NAC, Right of Way
Negotiation and Acquisition
Certified, IRWA
Steve joined Associated Right of Way Services, Inc., in 1999, and currently serves as a Managing Consultant. Steve manages a wide scope of projects regarding appraisal, acquisition, and relocation.
A skilled and experienced communicator, Steve is responsible for complex negotiations on all types of improved and unimproved properties; he works directly with property owners and is the AR/ WS liaison with public agencies. His extensive background in full and partial acquisitions aids him in his work with eminent domain legal counsel. Steve coordinates title work and prepares escrow instructions on assignments including fee and easements from agricultural, commercial, and residential properties. He attends and participates in public hearings and right of way planning sessions and assists in staff reports. Prior to joining the AR/WS team, Steve was a Right of Way Agent for the California Department of Transportation, for 9 years.
RELEVANT EXPERIENCE
• City of Concord, Downtown Sanitary Sewer Upgrade.
Project Management.
• Contra Costa Transportation Authority, Bollinger Canyon Road – Iron Horse Trail Bicycle and Pedestrian Overcrossing.
Project Management and Right of Way Consulting.
• Napa County Department of Public Works, Various
Projects. Project Management.
• City of Livermore, Pleasant View Lane Annexation Project.
Project Management.
• City of Tracy, Various Projects. Project Management and Acquisition.
F.8.a
Packet Pg. 161 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD Harris & Associates, Inc. 6. Acknowledgment of City Consultant Agreement and Certification of Insurance Requirement XIII Harris has reviewed and does not anticipate an issue complying with City’s standard consultant agreement, conflict of interest policy, and insurance requirements.
6. ACKNOWLEDGMENT OF CITY CONSULTANT
AGREEMENT AND CERTIFICATION OF
INSURANCE REQUIREMENT
F.8.a
Packet Pg. 162 Attachment: Attachment A: Harris & Associates_Group 3 Stormdrain Lining Project (3382 : Authorize Harris & Associates Contract Group 3 SD GROUP 3 STORMDRAIN
LINING PROJECT
FEE PROPOSAL
F.8.b
Packet Pg. 163 Attachment: Attachment B: Fee Proposal_Harris_Group 3 Lining (3382 : Authorize Harris & Associates Contract Group 3 SD Lining Design) Harris & Associates, Inc.
Fee Proposal
4-Jun-24
Harris & Associates Subtotals
Task/Subtask
Principal
in Charge
Project
Manager
Senior Project
Engineer Design
Engineer
Construct
a-bility
QA/QC
Manager Environmental
LSA
Right-OfWay
ARWS
Survey
LCC
$310.00 $285.00 $240.00 $180.00 $290.00 $290.00
Project Management
1.1 Project Management 56 32 13 101
1.2 Kick-off Meeting 2 2 2 6
1.3 Meetings (Design, Permitting & Review) (4 assumed) 14 10 4 28 Subtotal Hours = 2 72 44 4 0 0 13 0 0 135
Subtotal ($) = $620 $20,520 $10,560 $720 $0 $0 $2,602 $0 $0 $35,022.0 Predesign
2.1 Information Gathering and Evaluation 6 8 12 26
2.2 Field Investigation 6 16 16 38
2.3 Preliminary Design Report (PDR) 4 32 54 64 4 6 164
2.4 Environmental Compliance 12 24 24 4 318 382
Subtotal Hours = 4 56 102 116 8 6 318 0 0 610
Subtotal ($) = $1,240 $15,960 $24,480 $20,880 $2,320 $1,740 $49,653 $0 $0 $116,273 Final Design, Plans and Specifications
3.1 30% Plans & Conceptual Estimate 2 28 48 84 4 8 174
3.2 90% Plans, Specifications & Estimate 2 36 56 104 4 8 210
3.3 100% Plans, Specifications & Estimate 1 12 32 72 4 121 Subtotal Hours = 5 76 136 260 8 20 0 0 0 505
Subtotal ($) = $1,550 $21,660 $32,640 $46,800 $2,320 $5,800 $0 $0 $0 $110,770 Bid Period Assistance
4.1 Pre-Bid Meeting 2 2 4
4.2 Respond to RFI ( 2 assumed) 2 6 12 20
4.3 Addenda Assistance (2 assumed) 4 8 12 24
Subtotal Hours = 0 8 16 24 0 0 0 0 48
Subtotal ($) = $0 $2,280 $3,840 $4,320 $0 $0 $0 $0 $10,440 Supplementary Services
5.1 Topographic & Right-Of-Way Survey 2 8 16 371 397
5.2 Right-of-Way Assistance 4 6 8 100 118
5.3 Utility Coordination 4 16 20 40
5.4 Design Services During Construction 2 30 60 24 116
5.5 Biological Resources Surveys and Monitoring During Construction 245 245 Subtotal Hours = 2 40 90 68 0 0 245 100 371 916
Subtotal ($) = $620 $11,400 $21,600 $12,240 $0 $0 $29,605 $17,800 $65,215 $158,480 Total Hours by Classification = 13 252 388 472 16 26 576 100 371 2,214 Total ($) by Classification = 4,030 71,820 93,120 84,960 4,640 7,540 81,860 17,800 65,215 430,985 Direct Expenses = $1,150 $0 $0
Total ($) = $83,010 $17,800 $65,215
$266,110
$164,875
$16,487.5
$447,473
ASSUMPTIONS UPON WHICH COST PROPOSAL IS BASED:
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 Topographic Survey & Legal Descriptions:
18 19
20 21
22 Level of effort does not include the preparation of a CEQA document, including a Categorical Exemption. This proposal assumes that a CEQA Categorical Exemption will be sufficient for the project and will be prepared by the City.
Level of effort assumes that no Alternatives Analysis will be required as part of the permit applications.
Level of effort assumes that no Section 106 Cultural Resources Study will be required as part of the USACE permit application.
Level of effort assumes that all seven culverts can be permitted under one permit application for each the USACE, CDFW, and RWQCB.
Level of effort assumes that no Mitigation and Monitoring Plan will be required by the regulatory agencies. If mitigation is required, the mitigation will be provided via payment of an in-lieu fee for the City’s San Pablo Creek Restoration Fund.
The number of budgeted meetings is indicated on the spreadsheet.
City comments will be presented to Harris in one consolidated set of marked-up documents and/or letter form.
Redesign required due to changes made by Agency after 30% design approval are subject to additional fee to Harris & Associates City to provide letter sent to property owners advising of intent to enter and survey.
Permitting and Biological Monitoring Compliance:
City of Orinda
Group 3 Stormdrain Lining
LEVEL OF EFFORT ESTIMATE
Sub consultants
Task 1
Task 2
Task 3
Total =
General:
Hours for individual tasks are an estimate; the total hours for the project takes precedence.
Hours and fee may be renegotiated if the project is delayed by factors beyond Harris' control.
Sub Markup (10%)
Task 5
$0
$266,110
Total Harris
Total Subs
Task 4
City will provide front end specifications in word format, and any other available data such as as-built plans, subdivision maps, survey maps, corner records etc.
Hourly rates shown are averages. Actual rates for positions may vary slightly Level of effort includes one pre-filing meeting with the RWQCB and up two additional conference calls with the regulatory agencies, and one kick-off meeting.
LCC will provide topographic survey of each of the sites including the surface above the culvert crossings, including the roadway above and headwalls (if present) and including the creek up to 50-ft upstream and downstream of the headwalls or culvert opening, and along a stripe with an approximate width of 100 feet centered on the pipeline.
LCC will provide a topo base map of each site and dtm of the creek bed, creek banks, existing culvert, adjacent roadway and other existing features will be provided. Deliverables as Autocad Civil3D file and ASCII file of survey points.
LCC will show right-of-way property lines, and existing easements as shown on availed record maps or title reports if provided by the City.
Required new easements are estimated to be limited to two (2) for each location.
Level of effort includes preparation of legal descriptions and plat exhibits Level of effort assumes two 10-hour days (including travel time) to monitor the cofferdam/bypass installation, vegetation removal, and initial habitat disturbance per culvert and three 4-hour monitoring inspections (including travel time) to be conducted during the lining of the culverts per each of the seven culverts. If additional days of monitoring are required, LSA can provide this service under a contract amendment.
Level of effort assumes that no roosting bats or nesting birds will be found during the surveys. If active bat roosts or bird nests are found during the surveys or monitoring, LSA can consult CDFW and provide the necessary nest/roost monitoring and/or Bat Avoidance and Monitoring Plan under a contract amendment.
Level of effort assumes that required surveys and biological monitoring for this project will be the same as the ones required for the Orinda Group 1 and Group 2 Storm Drain Lining projects.
F.8.b
Packet Pg. 164 Attachment: Attachment B: Fee Proposal_Harris_Group 3 Lining (3382 : Authorize Harris & Associates Contract Group 3 SD Lining Design) Harris & Associates, Inc.
ASSUMPTIONS UPON WHICH COST PROPOSAL IS BASED:
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 Topographic Survey & Legal Descriptions:
18 19
20 21
22 23
24 Level of effort does not include the preparation of a CEQA document, including a Categorical Exemption. This proposal assumes that a CEQA Categorical Exemption will be sufficient for the project and will be prepared by the City.
Level of effort assumes that no Alternatives Analysis will be required as part of the permit applications.
Level of effort assumes that no Section 106 Cultural Resources Study will be required as part of the USACE permit application.
Level of effort assumes that all seven culverts can be permitted under one permit application for each the USACE, CDFW, and RWQCB.
Level of effort assumes that no Mitigation and Monitoring Plan will be required by the regulatory agencies. If mitigation is required, the mitigation will be provided via payment of an in-lieu fee for the City’s San Pablo Creek Restoration Fund.
The number of budgeted meetings is indicated on the spreadsheet.
City comments will be presented to Harris in one consolidated set of marked-up documents and/or letter form.
Redesign required due to changes made by Agency after 30% design approval are subject to additional fee to Harris & Associates City to provide letter sent to property owners advising of intent to enter and survey.
Permitting and Biological Monitoring Compliance:
Total =
General:
Hours for individual tasks are an estimate; the total hours for the project takes precedence.
Hours and fee may be renegotiated if the project is delayed by factors beyond Harris' control.
Sub Markup (10%)
Total Subs
City will provide front end specifications in word format, and any other available data such as as-built plans, subdivision maps, survey maps, corner records etc.
Hourly rates shown are averages. Actual rates for positions may vary slightly Level of effort includes one pre-filing meeting with the RWQCB and up two additional conference calls with the regulatory agencies, and one kick-off meeting.
LCC will provide topographic survey of each of the sites including the surface above the culvert crossings, including the roadway above and headwalls (if present) and including the creek up to 50-ft upstream and downstream of the headwalls or culvert opening, and along a stripe with an approximate width of 100 feet centered on the pipeline.
LCC will provide a topo base map of each site and dtm of the creek bed, creek banks, existing culvert, adjacent roadway and other existing features will be provided. Deliverables as Autocad Civil3D file and ASCII file of survey points.
LCC will show right-of-way property lines, and existing easements as shown on availed record maps or title reports if provided by the City.
Required new easements are estimated to be limited to two (2) for each location.
Level of effort includes preparation of legal descriptions and plat exhibits.
Level of effort does not include the preparation and filing of a Record of Survey, which may be required by the Professional Land Surveyor's Act should a ROW and Property Line discrepancy be found or if monuments or property corners need be set in the field.
City will provide the Condition of Title Reports (Preliminary Title Reports) for each of the parcels to receive a new easement.
Level of effort assumes two 10-hour days (including travel time) to monitor the cofferdam/bypass installation, vegetation removal, and initial habitat disturbance per culvert and three 4-hour monitoring inspections (including travel time) to be conducted during the lining of the culverts per each of the seven culverts. If additional days of monitoring are required, LSA can provide this service under a contract amendment.
Level of effort assumes that no roosting bats or nesting birds will be found during the surveys. If active bat roosts or bird nests are found during the surveys or monitoring, LSA can consult CDFW and provide the necessary nest/roost monitoring and/or Bat Avoidance and Monitoring Plan under a contract amendment.
Level of effort assumes that required surveys and biological monitoring for this project will be the same as the ones required for the Orinda Group 1 and Group 2 Storm Drain Lining projects.
F.8.b
Packet Pg. 165 Attachment: Attachment B: Fee Proposal_Harris_Group 3 Lining (3382 : Authorize Harris & Associates Contract Group 3 SD Lining Design) City Council
Staff Report
Agenda Item: F.9
Date: June 18, 2024
Department:
Public Works and
Engineering Services
AGENDA TITLE: Approving Parcel Map for Subdivision MS 2023-001 Urban Lot Split at 6 Patrick Lane.
RECOMMENDATION:
Staff recommends adoption of Resolution No. 14-24, approving Parcel Map for 6 Patrick Lane (MS 2023-001 Urban Lot Split).
BACKGROUND:
Under SB9 legislation, which was effective January 1, 2022, Randall D. Miller submitted an application for a lot split for 6 Patrick Lane. After determining the application was complete and reviewing submittals, the Orinda Planning Department approved the Tentative Parcel Map on September 26, 2023 (Attachment C); no discretionary approvals are required/allowed under SB9.
DISCUSSION:
The applicant has now submitted the final Parcel Map (Attachment A) for MS 2023-001 with all supplementary documents and fees, to the Planning Department and the Public Works and Engineering Services Department for filing in accordance with the Subdivision Map Act, Title 16 of the City of Orinda Municipal Code (OMC), and the Conditions of Approval. The required signatures are in process of being acquired.
Public Works and Engineering Services Department has reviewed the Parcel Map for the 6 Patrick Lane Minor Subdivision (MS 2023-001 Urban Lot Split) and found it to be in conformance with the Tentative Parcel Map and Conditions of Approval.
Planning Department has determined that all applicable requirements, including the Conditions of Approval, have been satisfied for the 6 Patrick Lane Minor Subdivision (MS 2023-001 Urban Lot Split).
According to the Subdivision Map Act section 66458(a), and the provisions of Chapter 16 of the OMC, the City Council must approve the Parcel Map for 6 Patrick Lane Minor Subdivision (MS 2023-001 Urban Lot Split) if it substantially conforms to all of the requirements. Resolution No. 14-24 (Attachment B) formalizes the City Council’s action with related findings, including approving the Parcel Map.
NEXT STEPS:
The Parcel Map will be fully executed by the city, subject to non-substantive corrections if so required by city attorney, and then processed for recordation with the County Clerk Recorder.
F.9
Packet Pg. 166
FISCAL IMPACT:
The applicant has paid required fees and reimbursed City for staff and consultant review costs.
ATTACHMENTS:
A. Attachment A: 6 Patrick Ln MS 2023-001 PM(SB-9)
B. Attachment B: Resolution 14-24 Approval of Final Map 6 Patrick Lane C. Attachment C: September 26, 2023 Tentative Parcel Map approval email Respectfully Submitted by:
Scott Christie
Public Works Director
Prepared By: Ryan Okane,
Approved by:
F.9
Packet Pg. 167
PROJECT
SITE
PARCEL MAP
SUBDIVISION MS 2023-001
OWNER'S ACKNOWLEDGMENT
OWNER'S STATEMENT
SOILS REPORT STATEMENT
CITY ENGINEER'S STATEMENT
CLERK OF THE BOARD OF SUPERVISOR'S CERTIFICATE
COUNTY RECORDER'S STATEMENT
CITY SURVEYOR'S STATEMENT
APN 268-400-025 SHEET 1 OF 2
SURVEYOR'S STATEMENT
CITY CLERK STATEMENT
F.9.a
Packet Pg. 168 Attachment: Attachment A: 6 Patrick Ln MS 2023-001 PM(SB-9) (3345 : Approving 6 Patrick Lane Urban Lot Split Parcel Map) APN 268-400-025 SHEET 2 OF 2
PARCEL MAP
SUBDIVISION MS 2023-001
F.9.a
Packet Pg. 169 Attachment: Attachment A: 6 Patrick Ln MS 2023-001 PM(SB-9) (3345 : Approving 6 Patrick Lane Urban Lot Split Parcel Map) Resolution 14-24