Orinda City Council
March 4, 2025

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, March 4, 2025
7:00 PM - REGULAR MEETING
City Council
Agenda Page 1 03.04.25
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-Comment
REMOTE COMMENTS: Remote Public Comments have been discontinued for the foreseeable future.
7:00 PM - REGULAR SESSION
A. CALL TO ORDER / ROLL CALL
Councilmembers: Darlene Gee, Cara Hoxie, Janet Riley
Vice Mayor Brandyn Iverson, Mayor Latika Malkani
B. PLEDGE OF ALLEGIANCE
City Council
Agenda Page 2 03.04.25
C. ADOPTION OF AGENDA
The City Council may take action on any item listed on the agenda.

D. ITEMS FOR THE GOOD OF THE CITY
D.1. Proclamation Recognizing March, 2025 as Red Cross Month in the City of Orinda
D.2. Recognize and Thank Outgoing Commission/Committee Members:

Willy Mautner, Planning Commission; Arran Shultz, Parks and Recreation Commission; Marianne Moser, Parks and Recreation Commission; Paula Reinman, Supplemental Sales Tax Oversight Commission; and Jorge Escober, Finance Advisory Committee D.3. Update on Cal Fire Maps - MOFD Fire Chief Jeff Isaacs D.4. Update on Contra Costa Animal Control Services - Animal Services Director Ben Winkleblack
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. Minutes Approval
Recommendation:

Approve City Council Minutes:

1. February 8, 2025 Regular Meeting

2. February 18, 2025 Closed Session

3. February 18, 2025 Regular Meeting
F.2. Establishing the Rate per Equivalent Runoff Unit (ERU) for Fiscal Year 2025-26 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the National Pollutant Discharge Elimination System (NPDES) Program
Recommendation:

City Council
Agenda Page 3 03.04.25
Adopt Resolution No. 05-25 Establishing the Rate per Equivalent Runoff Unit (ERU) for Fiscal Year 2025/2026 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the National Pollutant Discharge Elimination System (NPDES) Program.

F.3. Acceptance of the North Lane Storm Drain Lining Project Recommendation:

Adopt Resolution No. 08-25, Acceptance of Work for the North Lane 48” Storm Drain Lining Project, CIP No. 5015 with A3 Pipeline and Authorize the City Clerk to sign and file the Notice of Completion with the Contra Costa County Clerk-Recorder.

F.4. Certification of County Measure J Growth Management Program Compliance Checklist for Calendar Years 2022 and 2023
Recommendation:

Adopt Resolution No. 07-25 Directing the Mayor of the City of Orinda to Certify the Contra Costa Transportation Authority Growth Management Program Compliance Checklist for 2022 and 2023.

F.5. Temporary Full Road Closure of Portions of Camino Sobrante and La Noria for EBMUD Pipeline Replacement Project
Recommendation:

Adopt Resolution 06-25 (Traffic Order #234) Authorizing the Full Closure of Portion of Camino Sobrante between Las Aromas and La Espiral, and Portion of La Noria between Camino Sobrante and Vida Descansada.

F.6. Amendment to Agreement with Cingular Wireless for Cellular Telecommunications Site at Orinda Oaks Park and Open Space Recommendation:

Approve the Second Amendment to Option and Lease Agreement with New Cingular Wireless PCS, LLC for a cellular telecommunications site, located at Orinda Oaks Park and Open Space.

G. PUBLIC HEARING
H. POLICY MATTERS
H.1. Supplemental Sales Tax Oversight Commission (SSTOC) Annual Report
Recommendation:

Receive and accept the SSTOC Annual Report ending June 30, 2024 and provide direction, if needed.

H.2. Contract with NCE (Nichols Consulting Engineers) for GIS Field Survey and Mapping of Private and Public Storm Drains
Recommendation:

City Council
Agenda Page 4 03.04.25
Approve a Contract with NCE (Nichols Consulting Engineers) for GIS Field Survey and Mapping of Private and Public Storm Drains; authorize up to 25% contingency ($99,500); and approve Budget Change Form #010-25.

H.3. Discussion Regarding Rental Waivers of City Facilities and CoSponsorship of Events Recommendation:

Receive the report and provide feedback.

H.4. Mid-Year Financial Report (2nd Qtr FY 2024-25)
Recommendation:

Receive the Mid-Year Financial report and provide feedback.

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
a. CONFERENCE WITH REAL PROPERTY NEGOTIATORS. Pursuant to Government Code Section 54956.8, conference with Real Property Negotiators.

Property: approximately 10,218 square foot rear-most portion of the parcel at 11 Orinda Way in Orinda, California. Agency negotiators: Linda Smith (City Manager), and Osa Wolff (City Attorney). Negotiating parties: City of Orinda and Chevron U.S.A. Inc., the current owner. Under negotiation: Price and terms of possible future City acquisition of the property, pursuant to an Irrevocable Offer of Dedication and along with associated easements.
b. 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.

M. ADJOURNMENT
The next meeting of the Orinda City Council will be held on Saturday, March 08, 2025 at 9:00 AM.

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

City Council
Agenda Page 5 03.04.25
I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this special meeting agenda has been posted at least 24 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way.

Additional copies are available at the Orinda Library, 26 Orinda Way, and at the City’s website at www.cityoforinda.org. At least 24 hours in advance of the meeting, this agenda was also delivered to and received by each member of the City Council as well as each local newspaper, radio station and television station requesting written notice of special meetings.

I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this regular meeting agenda has been posted at least 72 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way. Additional copies are available at the Orinda Library, 26 Orinda Way, and at the City’s website at www.cityoforinda.org
~ Notices ~
There is a 90-day limit for the filing of a challenge in Court to certain City decisions that require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure §1094.6). Further, if you file a challenge in Court, you may be limited by California law, including but not limited to Government Code §65009, to those issues raised in connection with the public hearing. The City Council may be requested to reconsider a decision if the request is made prior to the next City Council meeting. For information on the next City Council meeting, please call 925.253.4221 or visit the website at www.cityoforinda.org. Unless otherwise noted, City Council actions include a determination that the California Environmental Quality Act (CEQA) does not apply. ~ Accessible Public Meetings ~
The City of Orinda will provide special assistance for disabled citizens to participate in public meetings upon advance notice. If you need auxiliary hearing aid or sign language assistance at least two (2) working days advanced notice is necessary. Please contact the City Clerk’s Office, 22 Orinda Way, Orinda, Ca 94563 or 925.253.4221 or [email protected] with the following information: name, mailing address, phone number and type of assistance requested.

PROCLAMATION
DECLARING MARCH, 2025 AS

AMERICAN RED CROSS MONTH
WHEREAS, March is American Red Cross month, when we recognize the compassion of people in Contra Costa County and renew our commitment to lend a helping hand to our neighbors in need; and
WHEREAS, American Red Cross volunteers have stepped up to deliver relief and care across our country and around the world, bringing out the best of humanity in times of crisis as Clara Barton, founder of the American Red Cross, did over 140 years ago; and
WHEREAS, the volunteers, blood and platelet donors, and supporters shine a beacon of hope in people’s darkest hours —delivering shelter, food, and comfort during disasters; providing critical blood donations for hospital patients; supporting service members, veterans, and their families; saving lives with first aid, CPR, AED, and other skills; or delivering international aid and reconnecting loved ones separated by global crises; and
WHEREAS, with 982 volunteers in Contra Costa County, the American Red Cross assisted or responded to 94 disasters, assisting 204 families; and through our Sound the Alarm program, the American Red Cross installed 846 smoke alarms, making 262 homes safer, and trained 1,876 youth and adults through Pillowcase Project and Preparedness Programs; and
WHEREAS, Contra Costa County residents donated 17,356 units of lifesaving blood; hosted 520 blood drives; trained 11,808 citizens in first aid, CPR, AED, and aquatics; provided 463 case services to military members and their families; and provided humanitarian aid internationally; and
WHEREAS, this work to uplift our community is made possible by those who selflessly answer the call to help, whenever and wherever it is needed. We hereby recognize this month of March in honor of their remarkable service, and we ask everyone to join in their commitment to care for one another.

NOW, THEREFORE, IT BE RESOLVED that I, Latika Malkani, Mayor of the City of Orinda, do hereby proclaim March 2025 as Red Cross Month and the Red Cross for their continued commitment and dedication to all communities they serve. ____________________________
Latika Malkani, Mayor
City of Orinda
D.1
Packet Pg. 6
Communication: Proclamation Recognizing March, 2025 as Red Cross Month in the City of Orinda (ITEMS FOR THE GOOD OF THE CITY)

CONTRA COSTA ANIMAL SERVICES
Animal Services
Update
Orinda City Council
March 4, 2025
Ben Winkleblack
Animal Services Director
1 D.4
Packet Pg. 7
Communication: Update on Contra Costa Animal Control Services - Animal Services 2 Department Summary
Shelter Operations
& Medical Services
Provides basic daily care and
necessary medical care to animals
Public low-cost and targeted spay
and neuter services for owned
animals and unowned cats through
a no-cost Trap-Neuter-Return (TNR)
program
Public low-cost vaccination clinic
Administration
Provides administrative
oversight of departmental
functions and other support such
as customer services and
dispatch
2 Community Services
Supports adoption, lost and
found, public events, humane
education, and volunteer
services
Field Services
Provides enforcement and
community services to support
administrative hearings for
dangerous animals and noise
violations
D.4
Packet Pg. 8
Communication: Update on Contra Costa Animal Control Services - Animal Services CCAS Serving Orinda
3 Shelter Services
o 59 Animals Impounded from Orinda
o 12 Adoptions to Orinda Residents
o 33% of Stray Animals Impounded
from Orinda Reunited with Their
Families
Deceased Investigation Stray Assist/Rescue Other
72 44 38 10 9
FY 24/25 Orinda Field Activities
FY 24/25 Field Activities in Orinda
Through Jan. 31, 2025
Deceased Investigation Stray Assist Other
Deceased
72%
Investigation
25%
Stray
22%
Other
5%
Assist/
Rescue
6%
D.4
Packet Pg. 9
Communication: Update on Contra Costa Animal Control Services - Animal Services Challenges Identified
4 • Field Services
• 5 vacant AS Officer positions
• CCSO dispatch contract concluded on 1/1/25
• Shelter Services
• Trend of increasing animal intake
• Overcrowding in the shelter
• Increasing costs for supplies and staff
o Medical supply costs increased 40% over previous
fiscal year
o Emergency Veterinary Care Services costs
increased almost 100% over previous fiscal year
• Community Services
• Increased need for veterinary care in the community
due to affordability and access. CCAS’s Lt. Weissman responds to a stray Zebra that wound up in a pool
D.4
Packet Pg. 10
Communication: Update on Contra Costa Animal Control Services - Animal Services Capacity for Care
Capacity for Care means meeting the needs of
every animal admitted to a shelter, regardless
of how they came in, when they came in, their
age, health status, or personality.

Intakes & Outcomes
In 2024, CCAS’s annual intake was 6,585
animals. Our adoption, transfer, and return to
owner outcomes totaled 4,577. Divided by
365, that results in an average daily intake of
18 animals per day, and an average daily
output of 12 animals per day.
*Animal intake occurs 7 days/week whereas
adoption, transfer, and RTO services (ie outputs)
occur 5 days/week.

Visual Kennel
8 D.4
Packet Pg. 11
Communication: Update on Contra Costa Animal Control Services - Animal Services Approach to Challenges
6 Shelter Operations
• Pathway planning to decrease length of stay
o Meeting 4 times weekly with to plan outcome pathways at time of impound and ongoing assessment to shorten stay.
o Leading to faster decisions and better animal care
o Current Length of Stay is 16 days, down from 20 days in July 2024 • Operational evaluation – ongoing
o Database vendor on-site in January and identified several opportunities for improvement that will increase efficiency, allow automation of tasks, and decrease errors
• Improved animal wellness – ongoing
o Kuranda beds have been donated and provided for all dog enclosures
o Feline stress reduction project of sound deadening and allowing natural behavior expression to begin in the spring
• Recommendations from Veterinary Behaviorist
o 12 recommendations made by Dr. Sung MS, PhD, DVM, DACVB o 11 recommendations already addressed or in process
o Ongoing monitoring of Fear Anxiety and Stress (FAS)
o Objective approach to identify changes earlier
Joybound’s Dr. Sung meeting with CCAS staff.

D.4
Packet Pg. 12
Communication: Update on Contra Costa Animal Control Services - Animal Services Approach to Challenges
7 Field Services
• Two Field Services Officers have completed Field Training and are now on full duty
• Offer letters have been given to two new Field Services Officers, currently in medical evaluation
• Dispatch services are now performed by San Ramon Valley Fire o Integration of CAD and Chameleon currently in testing phase • Search Warrant training to be hosted at CCAS
o Follow-up to Penal Code 597.1 training in January
• Increased implementation of GIS mapping for efficient delivery of services for high priority calls
• Two new Field Services Officers to begin training
• Recruitment to fill additional vacancies
Sgt. Flauding impounding livestock
D.4
Packet Pg. 13
Communication: Update on Contra Costa Animal Control Services - Animal Services Approach to Challenges
8 Medical Services
• Michelle Mehalick DVM premises holder and DEA registrant as of February 1, 2025
o Dr. Mehalick auditing and advising medical division through February
o Updated approach to surgical and medical practices to increase capacity and scope of care
• TNR (Trap Neuter Return) program has recently been expanded by additional 29 cats per week
• Planned increase to spay and neuter program
• Measure X will fund approximately 2,700 surgeries
• Animal Benefit Fund will fund approximately 544 surgeries • Additional RVT support to include weekend coverage to shorten animal stay at emergency hospital
D.4
Packet Pg. 14
Communication: Update on Contra Costa Animal Control Services - Animal Services Administration
9 Licensing FYTD compared with same period last year • Evaluation on licensing performance showed an opportunity to increase compliance and revenue with
additional reminders and updated language o Response has increased total license sales 25% o New pet licensing increased 39% o New pet ownership up 44% o Total license revenue up 18% Goals • Sustainable operation
– waste and costs are down
• Ensure industry best practices – ongoing
• Decrease length of stay – goal of 13 days by July 2025 • Increase revenue through animal licensing
D.4
Packet Pg. 15
Communication: Update on Contra Costa Animal Control Services - Animal Services Community & Outreach Services
10 Outreach Services
• 64 total community events fiscal year-to-date
o 3 Free Microchip Clinics
o 4 Free Vaccination Clinic
o 33 Offsite Adoption Events
o 24 Humane Education Events
o Targeted in areas with high number of stray animals
• Access to Services
o Collaboration with Contra Costa County cities and partner animal welfare agencies has allowed us to bring even more services to county residents.

Measure X
• $750,000 in total funds provided
o Pet retention programs
o Progressive programs to reduce shelter intake and
increase animal health in the community
D.4
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Communication: Update on Contra Costa Animal Control Services - Animal Services Fiscal Year-to-Date Comparison
11 0
500
1000
1500
2000
2500
3000
3500
4000
4500
21/22 22/23 23/24 24/25
Animal Intake Fiscal Year to date
0 200
400
600
800
1000
1200
1400
1600
1800
21/22 22/23 23/24 24/25
Adoptions
0 100
200
300
400
500
600
700
800
21/22 22/23 23/24 24/25
Euthanasia
0 100
200
300
400
500
600
700
800
900
21/22 22/23 23/24 24/25
Rescue Partner Transfers
D.4
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Communication: Update on Contra Costa Animal Control Services - Animal Services Field Services
12 Active DA/PDA Permits by City
9500
10000
10500
11000
11500
12000
12500
21/22 22/23 23/24 24/25
Field Services Activities
D.4
Packet Pg. 18
Communication: Update on Contra Costa Animal Control Services - Animal Services Coming Soon
13 Increased Services
• Improved care of animals in the shelter through enrichment, increased volunteer support, enclosure improvements, and expedited medical care
• Ongoing relationship building with transfer partners
• Planned training for staff including Fear Free Animal Handling • Refinement of Pathway Planning
• Implementation of Strategic Plan approved by Board of Supervisors
• Expansion of spay and neuter services at CCAS
• Proposed budget includes clerical staff to open shelter 7 days a week
o Accessibility of services for residents
o Increased opportunity for adoption, reunification, and licensing
CCAS medical team prepping for a big day of surgery.

D.4
Packet Pg. 19
Communication: Update on Contra Costa Animal Control Services - Animal Services Thank You
14 Please contact me with any questions:

[email protected]
D.4
Packet Pg. 20
Communication: Update on Contra Costa Animal Control Services - Animal Services City Council
Staff Report
Agenda Item: F.1
Date: March 4, 2025
Department: City Clerk
AGENDA TITLE: Minutes Approval
RECOMMENDATION:

Approve City Council Minutes:

1. February 8, 2025 Regular Meeting

2. February 18, 2025 Closed Session

3. February 18, 2025 Regular Meeting
BACKGROUND:

The following City Council Minutes are attached for review and adoption.

1. February 8, 2025 Regular Meeting

2. February 18, 2025 Closed Session

3. February 18, 2025 Regular Meeting
ATTACHMENTS:

A. City Council Minutes of February 8, 2025
B. City Council Closed Session Minutes of February 18, 2025 C. City Council Minutes of February 18, 2025
Respectfully Submitted by:

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

F.1
Packet Pg. 21
Orinda City Council Minutes Page 1 of 2 02.08.25
FEBRUARY 8, 2025

CITY OF ORINDA

CITY COUNCIL MINUTES
9:00 A.M. – SARGE COMMUNITY ROOM, CITY HALL

1. CALL TO ORDER / ROLL CALL:

Mayor Malkani called the meeting to order at approximately 9:00 a.m.

COUNCILMEMBERS PRESENT: Darlene Gee, Cara Hoxie, Janet Riley Vice Mayor Brandyn Iverson, Mayor Latika
Malkani
COUNCILMEMBERS ABSENT: None

2. ADOPTION OF AGENDA
There were no changes to the agenda.

3. COMMISSION/COMMITTEE INTERVIEWS & APPOINTMENTS

3.1. Interview Applicants and Make Appointments for Upcoming Term Expirations and Vacancies on the City of Orinda Planning Commission, Parks & Recreation Commission, Supplemental Sales Tax Oversight Commission, Historical Landmarks Committee, Art in Public Places Committee, Traffic Safety Advisory Committee, Contra Costa Mosquito and Vector Control District, County Connection Citizens Advisory Committee, and the Contra Costa Transportation Authority Citizen Advisory Committee
Councilmember Hoxie recused herself from the potential appointment of Yasaman Lee due to a potential conflict of interest.

With the exception noted above, Councilmembers interviewed applicants for the various Commissions, Committee, and Boards and made the following appointments and reappointments:
• Michael Merola, Planning Commission
• Molly Doctors Rajashekhar, Planning Commission
• Robert Hubner, Planning Commission
• Mike Webster, Parks & Recreation Commission
• Neil Gariepy, Parks & Recreation Commission
• Brad Barber, Supplemental Sales Tax Oversight Commission • Yasaman Lee, Supplemental Sales Tax Oversight Commission • Todd Stern, Supplemental Sales Tax Oversight Commission • Laurie Smith, Historical Landmarks Committee
F.1.a
Packet Pg. 22
Attachment: City Council Minutes of February 8, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 2 of 2 02.08.25
• Shelley Hubner, Art in Public Places Committee
• James Blaisdell, Traffic Safety Advisory Committee
• Tandra Ericson, Traffic Safety Advisory Committee
• Tandra Ericson, County Transportation Authority Citizen Advisory Committee Councilmembers discussed the possible expansion of the Arts in Public Places Committee to accommodate one more at large member and agreed that the Mayor would reach out the Chair and Vice Chair of that Committee before initiating that process.

They also asked the City Clerk to reach out to SSTOC Commissioner Brad Barber to see if he would prefer the one-year term opening or the regular three-year term opening. If he would prefer the three-year term then he would be appointed to that position and Todd Stern to the one-year term.

The City Clerk said she would reach out to Commissioner Barber.

D. ADJOURNMENT
The meeting was adjourned at approximately 12:30 p.m. to the regular meeting of the Orinda City Council to be held on Tuesday, February 18, 2025. .
______________________________________
Sheri Marie Smith, City Clerk
F.1.a
Packet Pg. 23
Attachment: City Council Minutes of February 8, 2025 (3539 : Minutes Approval) February 18, 2025

CITY OF ORINDA

CITY COUNCIL CLOSED SESSION MINUTES
6:00 PM - SPECIAL MEETING – ORINDA LIBRARY AUDITORIUM
A. CALL TO ORDER/ ROLL CALL
Mayor Malkani called the meeting to order and noted that all Councilmembers were present.

B. 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.

D. CLOSED SESSION
a. CONFERENCE WITH REAL PROPERTY NEGOTIATORS. Pursuant to Government Code Section 54956.8, conference with Real Property Negotiators. Property: approximately 16 acres of land commonly known as the “Wagner Ranch Nature Area,” which is located northwest of the Wagner Ranch School at 350 Camino Pablo in Orinda. Agency negotiators: Linda Smith (City Manager), and Osa Wolff (City Attorney).

Negotiating parties: City of Orinda and the Orinda Union School District, the current owner. Under negotiation: Price and terms of possible future City acquisition of the property.

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

F. ADJOURNMENT
The meeting adjourned at approximately 7:00 PM
_______________________
Sheri Marie Smith, City Clerk
F.1.b
Packet Pg. 24
Attachment: City Council Closed Session Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 1 of 10 02.18.25
FEBRUARY 18, 2025

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– ORINDA LIBRARY AUDITORIUM
A. CALL TO ORDER / ROLL CALL:

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

COUNCILMEMBERS PRESENT: Darlene Gee, Cara Hoxie, Janet Riley Vice Mayor Brandyn Iverson, Mayor Latika Malkani
COUNCILMEMBERS ABSENT: None
B. PLEDGE OF ALLEGIANCE – Led by Mayor Malkani
C. ADOPTION OF AGENDA
MOTION by Councilmember Hoxie, and seconded by Councilmember Gee, to adopt the agenda. Said motion carried by unanimous (5-0) roll call vote.

D. ITEMS FOR THE GOOD OF THE CITY – None.

E. PUBLIC FORUM
None.

F. CONSENT CALENDAR
Councilmember Gee requested removal of F.5 from the Consent Calendar.

Mayor Malkani asked and confirmed there were no other requests for removal of items and no public comments.

F.1. Minutes Approval
Recommendation:

Approve City Council Minutes:

1. February 4, 2025 Regular Meeting
F.2. Local Appointments List of Boards, Commissions, and Committees 2025
F.1.c
Packet Pg. 25
Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 2 of 10 02.18.25
Recommendation:

Review and Receive the Local Appointments List of Boards, Commissions, and Committees, as Required by the Maddy Act.

F.3. AB 2561 Report on the Status of Vacancies and Recruitment and Retention for Calendar Year 2024 (Public Hearing)
Recommendation:

Review and accept the report on the status of vacancies and recruitment and retention for calendar year 2024.

F.4. Agreement with Lisa Wise Consulting for an Economic Feasibility Study and Creation of an Inclusionary Housing Ordinance Recommendation:

Approve the Agreement with Lisa Wise Consulting, LLC., and authorize the City Manager to approve up to 10% contingency based on evaluation of additional services; and approve Budget Change Form #007-25.

F.6. Authorization to Amend Agreement with Rincon Consultants Recommendation:

Authorize the City Manager to Execute a Second Amendment to the Agreement with Rincon Consultants and Approve a Budget Change.

F.7. Award Construction Contract to City Mechanical Inc. for the Library HVAC Rehabilitation Project (CIP #4174)
Recommendation:

Award the construction contract to City Mechanical Inc. in the amount of $341,799 (for control system and energy efficiency upgrades); authorize contingency of up to $148,581; and appropriate $360,000 in additional funding for the project by approving Budget Change Form #006-25.

MOTION by Councilmember Hoxie, and seconded by Vice Mayor Iverson, to approve Consent Calendar Items F.1.2, F.2, F.3, F.4, F.6, and F.7. Said motion carried by unanimous (5-0) roll call vote.

Item removed from the Consent Calendar:

F.5. Agreement with Opticos Design, Inc. to Establish Citywide Objective Design Standards
Recommendation:

Approve the Agreement with Opticos Design, Inc. and approve the budget change form.

Councilmember Gee said given the Council only received the one proposal, she asked if staff could comment on this and noted Opticos Design, Inc. had done other work for the City.

F.1.c
Packet Pg. 26
Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 3 of 10 02.18.25
Planning Director Lashun Cross said Opticos had prepared the Objective Design Standards for $130,000 for which a LEAP grant was received from HCD. She checked with Lisa Wise Consulting to make comparisons and described similar but more expensive bids identified with other cities. Therefore, she feels comfortable with the scope of work proposed as well as the work staff did to reduce the contract amount by $27,000.

Councilmembers posed questions regarding Opticos starting with additional research and the need to ensure properties are buildable, the original bid from Opticos at $177,000 which was reduced by $27,000 by staff, confirmation that some tasks are optional and that the contract is not on a time and materials basis, and the suggestion to reduce some meetings.

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

Vice Mayor Iverson said she was hopeful the bid would come in under $150,000, did not believe the scope would be large, and suggested either going to a time and materials contract with a not to exceed amount or to have the scope include a menu of add-on’s.

Councilmembers recognized there was no urgency with a delay; however, City Manager Smith noted that staff could return next month, citing the efforts to get timing right with the necessary rezonings in 2025.

Councilmembers then discussed options for providing the City Manager authority with the objective of getting the contract under $150,000, the potential to reduce the contract by another $10,000, experience by Councilmember Gee that that a time and materials contract would not necessarily save the City money, questions on how the public will access the design standards via the City’s website and through handouts.

City Attorney Osa Wolff suggested a brief recess for staff to hold discussion on options.

BREAK
Mayor Malkani called for a brief break at 7:22 p.m., and thereafter, reconvened the regular meeting at 7:27 p.m.

City Manager Smith said in consultation with Ms. Cross and the City Attorney, if the Council were to give her authority for a contract not to exceed $140,000 staff would be able to cut $10,000 from the budget as proposed, leave that in the project level budget, and not amend the contract for a time and materials basis. Staff believes there is room in Task 1 and potentially in Task 2, but once getting into Task 3, the working sessions are for staff and not the public. Study sessions are another area where they could save as well as meeting and attendance support for two meetings in person for the PC and one for the Council.

Mayor Malkani said she would find this acceptable, and Councilmembers concurred.

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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 4 of 10 02.18.25
MOTION by Councilmember Gee, and seconded by Councilmember Riley, to authorize the City Manager to enter into the agreement with Opticos Design, Inc. not to exceed $140,000 with flexibility as outlined by the City Manager. Said motion carried by unanimous (5-0) roll call vote.

Mayor Malkani noted for the record that staff received a public comment on this item from Nick Waranoff.

G. PUBLIC HEARINGS – None.

H. POLICY MATTERS
H.1. Review of Orinda Municipal Code Chapter 17.21 (City's Tree Management Ordinance)
Recommendation:

Receive the report and provide direction on whether to proceed with revisions to the City's Tree Management Ordinance.

Planning Director Lashun Cross gave the staff report and overview of the revisions to the City’s Tree Management Ordinance. She described removal of trees within 5 feet from residential structures, wildfire risk concerns, the previous Council recommendation to add an exception to the process for trees required for removal by the Fire Code, to adopt the disallowed plant list to prevent their inclusion in new development permits, to require slope stability considerations when removing trees, a change in tree diameter from 12” to 6”, a change to increase the permit expiration timeframe from 30 days to one or two years, and lastly to provide additional clarification of things staff processes.

Staff is looking to update the ordinance to include an additional exception to require documentation when removing trees to reduce wildfire risk and described the proof needed, and said staff recommends updating findings and alternative standards for tree removals, which she described.

City Manager Smith recognized the concerns of wildfire risk and the role some trees might play to exacerbate structure to structure fires, insurance coverage, and feedback from the Council to make the ordinance more effective for residents.

Councilmembers posed questions regarding insurance companies and actual tree distances from homes, whether fees would be modified for exceptions, confirmation that an owner should show documentation before cutting down the tree, whether staff is receiving requests by many people wanting to cut down trees, whether the community is complying with the ordinance, whether the City’s disallowed plant list is connected to MOFD’s disallowed plant list, whether applications are mostly oak trees, what would be needed to create Zone Zero, an exception for homeowners to be able to cut down trees that are within 5 feet to their home, whether redwood trees are considered protected trees, and whether the staff could look at other tree ordinances in other locations that are high fire risk which have been modified in light of Zone Zero or other models.

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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 5 of 10 02.18.25
Ms. Cross confirmed that the arborist report portrays photos of trees that show they are close to homes, said the exception would be treated similarly to those received from MOFD, described the needed documentation provided by the insurance company as to specific trees and their location, an annual average of 3 to 5 requests by people wanting to cut down trees with documentation, approval of most requests for tree removal, consistency with MOFD’s disallowed plant list, the majority of requests for removal are oak trees, the fact the City is not required to have a tree protection ordinance, evolution of the State law for Zone Zero to provide greater protection locally and statewide, and redwood trees which are protected of a certain diameter on an undeveloped or vacant parcel.

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

Councilmember Riley and Hoxie voiced support of staff’s recommendation to include an exception for the insurance situation, to give homeowners more flexibility within 5 feet of their home, and make it easier and more understandable for homeowners to comply.

Vice Mayor Iverson cited how important trees are for soil erosion, shade, and other benefits as long as they are not fire ladders. She thinks the presentation was thoughtful as to a written requirement for compliance, asked to maintain the spirit of the ordinance to ensure healthy trees do not get cut down, and also to make trees close to the house easy for residents to remove.

Councilmember Gee agreed with comments, agreed with the exception for insurance requirements, as well as with Zone Zero, and providing clarity to the community.

Councilmember Riley expressed her desire to make the ordinance less confusing and more user-friendly. She suggested the Council could specify trees and make exceptions for certain trees and indicate exactly what they mean.

Mayor Malkani agreed with comments, feels strongly that they include an additional exceptions for Zone Zero and for insurance requirements. The regulations on Zone Zero will define what it is and she would like to see a tree ordinance where exceptions are those which evolve over time. She is also concerned with staff re-writing the ordinance and hopes adding the exceptions makes sense, and that they can continue to keep an eye on other agencies’ tree protection ordinances. She also commented that many oak trees that were limbed did not burn in the Los Angeles fire.

City Manager Smith suggested being specific using feet such as stating “5 feet” in any ordinance change.

City Attorney Wolff said the City is permitted to trim branches as long as you do not danger the health of the tree. A permit is not needed to trim a branch, so regardless of where the trunk is located, if the work to do will endanger the health of the tree, the whole tree will need to come out.

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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 6 of 10 02.18.25
Vice Mayor Iverson said she is aware this is a Planning Department burden and likes the suggestion of clarifying the language and asked for an amendment that allows proof of insurance company requirement or 5 feet as a quick amendment and, to come back in the next year with something as an update and not as a priority for staff. Councilmembers agreed.

City Manager Smith confirmed Council consensus around clarity in the ordinance, the insurance exception, and using the 5 feet. Staff will make some modifications and staff will bring it to the Planning Commission before bringing it back to the Council.

H.2. City of Orinda’s 40th Year of Incorporation
Recommendation:

Discuss ideas to celebrate the City of Orinda’s 40th anniversary of incorporation.

City Manager Smith stated it is the 40th year anniversary of the City of Orinda and there are a number of ways to commemorate this anniversary. The Council could proclaim it, work with community groups to help advertise the 40th anniversary, develop a special anniversary logo they could use for the year on different materials, they could order pins or patches, and potentially work with the Historical Society on a display they could share.

They could highlight this as part of the budget document, organize a City reception, or work with community groups on a special celebration event.

She said it is also the 100th anniversary of the Orinda Community Center Building which was the original schoolhouse in the community, so she suggested also including celebration of that facility. Staff included the previous anniversary staff reports from the 25th and 30th anniversaries, and she asked for Council comments.

Councilmembers asked and confirmed whether the Orinda Association (OA) had a 40th anniversary of the 4th of July parade because they were around before the City became incorporated, that there was talk of doing a big gala with OA a few years ago but it did not get organized by volunteers, asked and confirmed no one has reached out to staff to date, and that the City became Sister Cities with Tabor some time ago.

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

Councilmembers liked all ideas posed by the City Manager, and City Manager Smith asked if the Council wanted her to reach out to the Historical Society and find old photos to display around the Community Center and coordinate with them on a project, stating the real question is whether the Council wants to hold a special event in conjunction with a community organization or on their own.

Councilmember Riley said if they could celebrate the ground breaking of some significant project, the City could wrap it around the anniversary, as well, such as installing their new Crossroads project and using that as a platform or way to talk about how the City has been here for 40 years.

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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 7 of 10 02.18.25
Vice Mayor Iverson said she noted in some of the prior staff reports that an elegant way of doing it was having a booth at one of the Concert in the Park nights or the 4th of July parade. She did not feel an event was necessarily merited for 40 years but 50 years.

Councilmember Hoxie also felt some of the people involved in establishing the City are still active members of the community and they could be contacted for the history and obtain photos and honor them for their work to become incorporated.

Councilmember Gee suggested an ad-hoc committee who could meet with OA, OCF, the Historical Society or others and see what they think and voiced support of the logo, the pin, the proclamation, photos, etc.

Mayor Malkani agreed with Councilmember Gee suggested a motion to form an ad-hoc committee of two Councilmembers. Councilmember Riley and Councilmember Hoxie agreed to be on the ad-hoc subcommittee and City Manager Smith agreed to work with the ad-hoc committee and determine community support to initiate activities.

MOTION by Councilmember Gee, and seconded by Vice Mayor Iverson, to form an adhoc subcommittee to liaison with all community groups that might be interested in helping support the City in celebrating its 40th anniversary. Said motion carried by unanimous (5-0) roll call vote.

MOTION by Vice Mayor Iverson, and seconded by Councilmember Gee, to appoint Councilmembers Riley and Hoxie to the ad-hoc subcommittee. Said motion carried by unanimous (5-0) roll call vote.

I. COUNCILMEMBER REPORTS – Councilmember Gee reported on the 2x2 subcommittee with MOFD which was a good meeting and public turnout. The interest in the community remains high regarding fire prevention and mitigation issues. It was their first meeting with Chief Isaacs in the role and they received an update on compliance from MOFD in terms of how many open issues they still had in the community. They were able to ask questions in regards to the LA fires, talk about the upcoming fire maps expected to be issued next week on February 24th.

There was further discussion of home hardening activities. The City Manager and the Chief mentioned collaboration for easier access to communications with the public and bringing together information and making it more user-friendly.

Mayor Malkani stated the City Manager is taking on efforts to have the OrindaReady.com website ready. City Manager Smith stated MOFD also mentioned bringing on a communications consultant for their work because they recognize the need for better outreach efforts and a one-stop location.

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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 8 of 10 02.18.25
Mayor Malkani added that once the maps come out, if it is the case that a much larger part of Orinda comes in the high fire severity zone, then since Zone Zero will apply to that zone, there was some discussion as to whether MOFD would be implementing Zone Zero in their local ordinance so it is consistent with State law and IBHS guidelines. While the Governor’s order requires the Zone Zero implementing guidelines to be completed by the end of the year, the City will have an inkling of what those look like sometime in the next few months. Also, the City, School District, and MOFD are pursuing Parent Education nights.

Councilmember Gee said another thing to be brought up is the continuing need for their Lamorinda area which they have discussed coordinating with EBMUD and EBRPD. So, there needs to be continued action for that coordination, and Mayor Malkani stated a meeting is in the process of being scheduled.

Mayor Malkani reported on the SSTOC meeting she attended as liaison with a presentation on funding proposals and some of the same issues addressed in the 2x2 meeting. She stated in the gallery is incredible art work, and she gave opening remarks for the Lamorinda Arts Council opening for a show by five Muslim women artists. Last Sunday, based on resident concerns about Orinda Oaks Park, two neighbors did the legwork, went around to discuss a Firewise neighborhood for Donald Drive, and she organized an event this Sunday and 45 neighbors attended, assigned a leader, and Mark Evens presented. Mr. Evans is asking her to challenge all Councilmembers and MOFD Board to do the same.

J. CITY MANAGER'S REPORT – City Manager Smith reminded everyone that March 5th is the State of the City with Orinda Rotary. The nuance is different because the AG has an opinion now that says these are public meetings if two or more Councilmembers attend. She said it is up to the Rotary Club, so staff is working on whether one or more Councilmembers will attend.

City Attorney Wolff noted there is a recent exception to the Brown Act for open and public community meetings organized by someone other than the City. The AG’s opinion focused on a case where admission was being charged and this was something that caused the issue. She does not know the details of this event, and she and the City Manager will ensure the City is in compliance with the Brown Act.

City Manager Smith reported on her attendance to the League City Manager’s Department meeting which was very helpful in getting to understand what other communities are dealing with, and discussion around emergency preparedness.

The SSTOC held their meeting and discussed their annual report which will come to the City Council on March 4th. The School 2x2 meeting will be held tomorrow night, Wilder is next week, and Infrastructure is next week, as well.

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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 9 of 10 02.18.25
Staff has been working many legislative angles to try and get support for a number of efforts on-going in Orinda, including funding and to help facilitate some regional activity around wildfire resilience, disaster preparedness, looking at the vulnerabilities of their area and see if they can do some regional assessment, and are looking for legislators to support them in helping to fund those types of activities. They will hold a tour with Senator Grayson on April 25th for him to see the community first-hand, and they continue to talk to as many groups and people as possible to help share the message and advocate for their position and to find funding.

She also reported that funding did not come through for the Feasibility Study for Moraga Way, but staff will continue to find another avenue that funds the study for the City.

K. MATTERS INITIATED – None.

L. ADJOURNMENT
Mayor Malkani confirmed with the City Attorney that the City Council met in Closed Session at the 6:00 p.m. session and does not need to adjourn to Closed Session.

M. CLOSED SESSION

1. OPEN SESSION IDENTIFICATION of Closed Session Matters

2. PUBLIC COMMENTS of Closed Session Matters – None.

3. CLOSED SESSION

4. REPORT OUT OF CLOSED SESSION – None.
a. CONFERENCE WITH REAL PROPERTY NEGOTIATORS. Pursuant to Government Code Section 54956.8, conference with Real Property Negotiators. Property: approximately 16 acres of land commonly known as the “Wagner Ranch Nature Area,” which is located northwest of the Wagner Ranch School at 350 Camino Pablo in Orinda. Agency negotiators: Linda Smith (City Manager), and Osa Wolff (City Attorney). Negotiating parties: City of Orinda and the Orinda Union School District, the current owner. Under negotiation: Price and terms of possible future City acquisition of the property.
b. 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.

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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) Orinda City Council Minutes Page 10 of 10 02.18.25
The Regular Meeting was adjourned at approximately 7:38 p.m. to the next Regular City Council Meeting on Tuesday, March 04, 2025 at 7:00 p.m. ______________________________________
Sheri Marie Smith, City Clerk
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Attachment: City Council Minutes of February 18, 2025 (3539 : Minutes Approval) City Council
Staff Report
Agenda Item: F.2
Date: March 4, 2025
Department:

Public Works and
Engineering Services
AGENDA TITLE: Establishing the Rate per Equivalent Runoff Unit (ERU) for Fiscal Year 2025-26 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the National Pollutant Discharge Elimination System (NPDES) Program RECOMMENDATION:

Adopt Resolution No. 05-25 Establishing the Rate per Equivalent Runoff Unit (ERU) for Fiscal Year 2025/2026 and Requesting the Contra Costa County Flood Control and Water Conservation District to Adopt an Annual Parcel Assessment for Drainage Maintenance and the National Pollutant Discharge Elimination System (NPDES) Program.

BACKGROUND:

In the spring of each year, the City Council sets the upcoming fiscal year's stormwater utility assessment (SUA) fee. This fee is a parcel-based assessment that is calculated using an Equivalent Runoff Units (ERU) rate that is set each year by the City Council.

The fees provide funding for activities that are necessary for the City to comply with the National Pollution Discharge Elimination System (NPDES) stormwater program.

The NPDES program is regulated under a State regional municipal permit issued by the State to the Contra Costa County Clean Water Program (CCCWP), of which the City of Orinda is a member. The SUA fees fund some of the City’s costs in complying with the NPDES permit and fund Orinda's share of the CCCWP required activities. This report addresses how the ERU rate is set and how the fees are used for the City's NPDES activities and the City’s share of the CCCWP costs.

The collection of these fees is subject to provisions in the State Constitution related to property related fees and assessments (Proposition 218). The fees cannot be increased above the maximum rate established in 1993 without a property owner ballot measure.

The amount of the recommended fee proposed for Fiscal Year 2025-26 is the same amount as has been levied since 2002-03.

DISCUSSION:

NPDES Program Description
The NPDES is a federally mandated program, the objectives of which are to eliminate the discharge of all types of pollutants into the nation's waterways. This objective is accomplished by requiring dischargers, such as industrial facilities, construction contractors, water treatment plants, cities, and counties, to obtain permits specifying ways in which they will eliminate the discharge of pollutants into waterways. For F.2
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municipalities, the type of pollution that must be eliminated or reduced to the maximum extent practicable is called "non-point" pollution, consisting of all types of substances generated because of urbanization (e.g. pesticides, fertilizers, PCB’s, Mercury, automobile fluids, sewage, litter, etc.).

To achieve compliance with the NPDES permit, the City of Orinda has been participating in the CCCWP with Contra Costa County, other Contra Costa cities, and the Contra Costa Flood Control and Water Conservation District since 1993. Orinda and the other members’ participation and funding of the CCCWP are authorized under an agreement executed by all member agencies.

The State’s San Francisco Bay Regional Water Quality Control Board (RWQCB) is the regulatory agency that issues NPDES permits. The current municipal permit is a Municipal Regional Permit (MRP) covering 76 municipalities in the San Francisco Bay Area. The current permit is the second MRP permit “MRP 3.0” (Order R2-2022-0018, NPDES Permit No. CAS612008) which went into effect on July 1, 2022, and has a fiveyear term, set to expire on June 30, 2027.

CCCWP Program Budget
The CCCWP is managed by staff under the direction of the Management Committee, which consists of representatives of the member cities and the county. CCCWP staff administers the various “Group” activities that are required under the NPDES permit, including technical studies, monitoring, compiling the annual report, conducting committee meetings and managing the various consultants required to perform technical work. The activities are carried out under the following permit provisions:
• municipal operations (provision c.2)
• new development /redevelopment (provision c.3)
• industrial /commercial controls, including business inspections (provision c.4) • illicit discharge control (provision c.5)
• construction site controls (provision c.6)
• public information and participation (provision c.7)
• water quality monitoring (provision c.8)
• pesticide toxicity control (provision c.9)
• trash load reduction (provision c.10)
• mercury controls (provision c.11)
• PCB controls (provision c.12)
The current MRP requirements such as water quality monitoring, trash reduction, mercury and PCB control, and green infrastructure plans, have resulted in increases in CCCWP costs. Reserve funds at the CCCWP have been used to keep CCCWP costs at a reasonable level but are being depleted. In 2012, the CCCWP sought additional funding to supplement the SUA fees by conducting a Proposition 218 election for a “Clean Water Initiative” fee, which did not pass.

The new MRP has significant additional requirements and unfunded mandates, which will cost cities more to comply with, which translates to a higher budget for the upcoming fiscal year. At the February 2025 CCCWP Management Committee F.2
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meeting, a draft FY 2025-26 CCCWP budget of approximately $5.4 million was presented. (The final budget will be voted on at the March 18, 2025, Management Committee meeting.) This amount would be funded by the SUA’s from the member cities and county, and by drawing down some reserve funds held by the CCCWP.

Current Program Costs to be Funded from the Fee
Participation in the CCCWP by the City of Orinda, and other local agencies in Contra Costa County, is funded by a stormwater utility assessment fee (SUA). Contra Costa County Flood Control and Water Conservation District administers and collects the SUA fees on behalf of the City. This parcel-based fee is levied on properties within the City and collected with property tax bills. In addition to CCCWP programs and projects, the SUA also provides funding directly to the City for local stormwater program activities.

For the current fiscal year (FY 2024-25), the County estimates SUA fees to be collected from Orinda properties to be $394,308 (this is gross revenue, after both corrections and adjustments). From this amount, deductions are made by the County of approximately $85,000 for the following programs:
• Funding the CCCWP: Orinda’s pro-rata share, based on the population, is 1.67% of the CCCWP budget of approximately $4.0 million, and amounts to approximately $67,000.
• Payments to Central Contra Costa Sanitary District to perform required business facility clean water inspections. The City of Orinda (and most of the other cities in the CCCWP) contract with the District for these services, which are estimated to cost approximately $9,745 for the current year.
• Collecting/County Auditor fees: Approximately $6,500
• SUA administration shared costs, based on parcel count share for Orinda,

2.36%, approximately $1,500.

The remaining net amount of approximately $310,000 (for FY 2024-25) would be remitted to the City to fund budgeted local program costs. The City records the receipt and use of these funds in the Stormwater Fund (Fund 514). The primary use of these funds is for a portion of labor costs (public works engineering and maintenance) related to the City’s drainage programs. This staff work generally consists of administering the NPDES program work, participating in meetings and CCCWP activities, preparing the annual report, responding to regulatory and other inquiries (State Water Board, County Grand Jury, etc.), drainage plan review, managing storm drain pipes and related assets and their repair plans, implementing Best Management Practices (e.g. street sweeping, cleaning catch basins) and ongoing field maintenance work related to drainage.

For the upcoming subject Fiscal Year 2025-26, the City’s share of the CCCWP budget is indirectly going up: the pro-rated share at 1.67% of the draft CCCWP budget of $5.4 million amounts to approximately $90,000; however, as noted above, in order to fund the additional expected costs of MRP 3.0, CCCWP reserves will be used and therefore the net share contributed by Orinda will be similar to last year at $67,000.

While the SUA funds can be used to fund other stormwater and drainage expenses, the City has generally limited its use for labor costs as noted above. This allows a positive F.2
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Stormwater Fund balance, which varies during the year depending on when the three disbursements of the SUA revenue are received from the County during the year. Staff estimates that in recent years $500,000 to $750,000 (per year) have been spent on stormwater maintenance, repairs, administration and related NPDES activities, such as implementing GIS for storm drain assets and preparing a Green Infrastructure Plan.

Beginning with the current two-year Budget, the expenditures for stormwater activities were aligned with the funding available.

With future budgets and capital projects, Staff will evaluate the opportunity to utilize fund balance to address needed activities. Since the amount of the assessment revenue is fixed and will not change without voter approval, the focus will be on one-time expenditures. The expenditures to date exclude capital improvement projects that include storm drainpipe rehabilitation or replacements. Other funding sources expended by the City for stormwater activities include Drainage Impact Fees (Fund 210) and General Fund (100).

An example of costs related to NPDES permit requirements that are paid by fund sources other than the Stormwater Fund (Fund 514) are Green Infrastructure (GI) facilities costs. The City approved the required GI Plan in 2019, which laid out plans for such facilities over the next 20 years which treat public road stormwater runoff using bioswales or other “green” treatment methods. The City completed the first project listed in the GI Plan in December 2020, the Lavenida Dr. bioswale. This project was performed under the 2020 Paving Project and included design ($6,500) and construction ($45,000). Annual operations and maintenance for this one facility are estimated at $2,000. These costs were borne by the project funding (Gas Tax and other road funds). More such facilities are required in the future, and the costs will likely increase.

Annual Setting of Fee
The City Council action requested as part of this report is to levy the assessment for the upcoming Fiscal Year at the ERU rate specified in the subject proposed Resolution.

The maximum annual SUA fee for the City of Orinda was reached in FY 2002-03, as approved by Resolution No. 19-02 on April 2, 2002, at a rate of $35.00 per equivalent runoff unit (ERU). One ERU is equal to a single-family residence with a lot size of under 20,000 square feet; the per-parcel fee for larger lot sizes is calculated in multiples of the ERU. An attorney for Contra Costa County has made the determination that the levy of the SUA is exempt from voting requirements of Proposition 218 as long as the ERU rate remains at or below the maximum of $35.00 established by each City in 1993.

The following is the history of the amount levied for this fee since 1993 including the proposal for next year:

Time Period Amount Levied / ERU
July 1, 1993 – June 30, 1998
Fiscal Years 1993-94 to 1997-98
$23.00
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July 1, 1998 – June 30, 1999
Fiscal Year 1998-99
$25.00
July 1, 1999 – June 30, 2002
Fiscal Years 1999-00 to 2001-02
$30.00
July 1, 2002 – June 30, 2025
Fiscal Years 2002-03 – 2024-25
$35.00
PROPOSED FY 2025-2026
July 1, 2025 – June 30, 2026
$35.00
The costs to comply with the NPDES permits have increased since 2002 (when the SUA was last raised). Drainage Impact Fees and the General Fund have been utilized to cover shortfalls. Furthermore, NPDES permit requirements have increased over time and the related compliance costs have likewise increased. These requirements are essentially unfunded mandates that impact the City’s finances.

The County Stormwater Program is currently reviewing the need to possibly pursue additional funding through a revision and renewal of the existing SUA fees, or alternative mechanisms, to meet longer term funding needs imposed by the new NPDES permit. There are a series of upcoming presentations and workshops on this need which will be undertaken over the next few months, including those which will involve elected officials and other stakeholders.

NEXT STEPS:

Three certified copies of the subject Resolution will be submitted to the Contra Costa County Flood Control and Water Conservation District, who administers the SUA. They have requested the copies be submitted no later than March 31, 2025.

FISCAL IMPACT:

The adoption of the subject Resolution will result in charges to Orinda property owners in the aggregate amount of approximately $395,000 to pay for the costs as described above. The City’s share of the CCCWP budget, assessor fees, administrative fees, and inspection fees, as described above, amount to an estimated $85,000 for the upcoming fiscal year, which is paid for from these funds. The net distributions of approximately $310,000 will be deposited into the City’s Stormwater Fund (Fund 514).

ATTACHMENTS:

A. Resolution 05-25 Establishing the Rate per Equivalent Runoff Unit (ERU) for Fiscal Year 2025/2026 and related actions
Respectfully Submitted by:

Scott Christie
Public Works Director
Prepared By: Kevin McCourt, Assistant Engineer
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Approved by:

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

Establishing the Rate per
Equivalent Runoff Unit (ERU) for
Fiscal Year 2025/2026 and
requesting the Contra Costa
County Flood Control and Water
Conservation District to Adopt an
Annual Parcel Assessment for
Drainage Maintenance and the
National Pollutant Discharge
Elimination System (NPDES)
Program
)
) Resolution No. 05-25
)
)
)
)
)
)
)
)
WHEREAS, under the Federal Water Pollution Control Act, prescribed discharges of Stormwater require a permit from the appropriate California regional water quality control board, under the National Pollutant Discharge Elimination System (NPDES) program; and
WHEREAS, the City of Orinda, as a member of the Contra Costa County Clean Water Program, did apply for, and did receive, a NPDES permit which requires implementing and operating various programs and activities, including selected Best Management Practices (BMPs) to minimize or eliminate pollutants from entering storm waters; and
WHEREAS, it is the intent of the City of Orinda to utilize funds received from its Stormwater Utility Area (SUA) for implementation of the NPDES program and drainage maintenance activities; and
WHEREAS, at the request of the City of Orinda, the Contra Costa County Flood Control and Water Conservation District ("District") has completed the process as required in order to form an SUA, including the adoption of the Stormwater Utility Assessment Drainage Ordinance No. 93-47; and WHEREAS, the SUA and Program Group Costs Payment Agreement between the City of Orinda and the District requires that the City of Orinda annually, by March 31, determine the rate to be assessed to a single Equivalent Runoff Unit (ERU) for the forthcoming fiscal year.

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Attachment: Resolution 05-25 Establishing the Rate per Equivalent Runoff Unit (ERU) for Fiscal Year 2025/2026 and related actions (3535 :

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orinda does hereby determine that the rate to be assigned to a single ERU for FY 2025-2026 shall be set at $35.00.

BE IT FURTHER RESOLVED that the City of Orinda does hereby request the District to adopt SUA levies based on said amount.

ADOPTED by the City Council of the City of Orinda at a regular meeting of said Council held on March 4, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Latika Malkani, Mayor
ATTEST:

Sheri Marie Smith, City Clerk
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Attachment: Resolution 05-25 Establishing the Rate per Equivalent Runoff Unit (ERU) for Fiscal Year 2025/2026 and related actions (3535 :

City Council
Staff Report
Agenda Item: F.3
Date: March 4, 2025
Department:

Public Works and
Engineering Services
AGENDA TITLE: Acceptance of the North Lane Storm Drain Lining Project RECOMMENDATION:

Adopt Resolution No. 08-25, Acceptance of Work for the North Lane 48” Storm Drain Lining Project, CIP No. 5015 with A3 Pipeline and Authorize the City Clerk to sign and file the Notice of Completion with the Contra Costa County Clerk-Recorder.

BACKGROUND:

In January 2023, a sink hole developed on North Lane due to high rainfall and related erosion damage in a 48” storm drain pipe. The sink hole was repaired, and it was determined that the existing pipe required replacement or lining. The City also applied for FEMA and OES funding available under designated disaster DR4683CA. For the subject project, the City expects to receive an amount of approximately $180,000, which will end up covering design, construction, construction management (including environmental compliance) and City staff time for this project. The City established CIP Project #5015 for the necessary repair work, which was funded with $125,000 from Fund #704 (Road/Drainage Stabilization Fund). The City engaged CSWST2 Engineers to perform design work, and plans were approved to internally slip line the pipe with solid HDPE pipe.

In August 2024, the City Council awarded the subject construction contract to A3 Pipeline of San Francisco in the amount of $149,050 and authorized a 17% contingency, for expenditures up to $175,000. Supplemental funding in the amount of $75,000 was appropriated from Fund #704 to cover the contract.

DISCUSSION:

A Notice to Proceed was issued to the Contractor on October 2, 2024, and the work was substantially completed in November 2024 in accordance with the plans and specifications. The final construction cost, including change orders, was $154,750.

Acceptance by the City Council is necessary in accordance with the contract terms and will allow the City Clerk to sign and file the Notice of Completion (Attachment B) with the Contra Costa County Clerk-Recorder’s Office. The City can release $7,737.50 in withheld retention funds to the contractor (A3 Pipeline) 35 days after recordation of the Notice of Completion, provided that no stop notices are outstanding.

On January 24, 2025, the City received a Stop Notice from P&F Distributors, a supplier who provided materials to the contractor. Staff will require A3 Pipeline to provide a notice of lien release prior to releasing the withheld retention.

NEXT STEPS:

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Upon City Council approval, the City Engineer will sign the Notice of Completion, and the City Clerk will record it. As noted above, the City would release withheld retention to A3 Pipeline thirty-five (35) days after recordation of the Notice of Completion, provided that no stop notices are outstanding.

FISCAL IMPACT:

As noted above, funding was added to the CIP project #5015 and is adequate to cover the final contract value. The following is a summary of the project costs:

Funding and Cost Summary
Construction Cost $154,750
Design Cost, incl. DFW fees 25,000
Construction Management (incl. biologist) 5,000
Total (rounded): $185,000
CIP Budget 200,000
Surplus funding – return to fund balance (Fund 704) $15,000 Any FEMA and OES funding, when received, will be credited back to Fund 704.

ATTACHMENTS:

A. Resolution 08-25 Acceptance of Work for the North Lane 48" Storm Drain Lining Project No. 5015 and related action
B. Notice of Completion - North Lane Slip Line 48" Storm Drain Project No. 5051 Respectfully Submitted by:

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

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

Acceptance of Work for the North
Lane 48” Storm Drain Lining
Project, CIP No. 5015 with A3
Pipeline and Authorize the City
Clerk to sign and file the Notice of
Completion with the Contra Costa
County Clerk-Recorder
)
) Resolution No. 08-25
)
)
)
)
)
WHEREAS, A3 Pipeline, has completed the work in accordance with the construction contract documents for the North Ln. Slip Lining 48” Storm Drain Project; and
WHEREAS, the Director of Public Works has recommended that the work be accepted as complete.

NOW THEREFORE BE IT RESOLVED that the work accomplished by A3 Pipeline, under the terms and conditions of the above-referenced construction contract documents is hereby accepted.

BE IT FURTHER RESOLVED that the City Clerk to sign and file the Notice of Completion with the Contra Costa County Clerk-Recorder.

Adopted by the City Council of the City of Orinda at a regular meeting on March 4, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Latika Malkani, Mayor
ATTEST:

Sheri Smith, City Clerk
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Attachment: Resolution 08-25 Acceptance of Work for the North Lane 48" Storm Drain Lining Project No. 5015 and related action (3541 : A3 Note: This notice of completion must be recorded within 15 days or less from the date of completion (Civil Code Section 9204).

RECORDING REQUESTED BY AND
WHEN RECORDED, RETURN TO:

City Clerk/Public Works Dept.

City of Orinda
22 Orinda Way
Orinda, CA 94563

NO FEE DOCUMENT
(Government Code section 27383)
TITLE:

Notice of Completion for
North Ln. Slip Lining 48” Storm Drain Project (City Project #5015) (Contractor: A3 Pipeline)
NOTICE IS HEREBY GIVEN by the undersigned, those certain improvements, to wit:

North Ln. Slip Lining 48” Storm Drain Project No. 5015
Project location:

City drainage easement adjacent to North Lane along the frontage of properties from 1 North Ln to 9 North Lane in Contra Costa County, California.

Property Owner: City of Orinda (a municipal corporation, 22 Orinda Way, Orinda CA 94563) holds interest in Easements accepted by City Council, City of Orinda on 1, 3, 5, 7 & 9 North Ln., Orinda.

The contract which has heretofore been let to: A3 Pipeline, 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 3/4/2025.

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

CITY OF ORINDA,
a municipal corporation
Date: ________________ By: ____________________________________ Sivakumar Natarajan, City Engineer
City Engineer, R.C.E. #74789
City of Orinda
22 Orinda Way
Orinda, CA 94563
I hereby certify, under penalty of perjury, that the above Notice of Completion was duly accepted by the City Council of the City of Orinda at a regular meeting thereof held on 3/4/2025. ______________________________
Sheri M. Smith
City Clerk
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Attachment: Notice of Completion - North Lane Slip Line 48" Storm Drain Project No. 5051 (3541 : A3 Pipeline Contract Acceptance - North Ln.

Note: This notice of completion must be recorded within 15 days or less from the date of completion (Civil Code Section 9204).

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Attachment: Notice of Completion - North Lane Slip Line 48" Storm Drain Project No. 5051 (3541 : A3 Pipeline Contract Acceptance - North Ln.

City Council
Staff Report
Agenda Item: F.4
Date: March 4, 2025
Department:

Public Works and
Engineering Services
AGENDA TITLE: Certification of County Measure J Growth Management Program Compliance Checklist for Calendar Years 2022 and 2023
RECOMMENDATION:

Adopt Resolution No. 07-25 Directing the Mayor of the City of Orinda to Certify the Contra Costa Transportation Authority Growth Management Program Compliance Checklist for 2022 and 2023.

BACKGROUND:

Voters in Contra Costa County approved Measure C on November 8, 1988. Measure C authorized a ½ percent increase in the countywide sales tax to fund a Traffic Improvement and Growth Management program for 20 years. The intent of the program is to address existing traffic congestion problems by providing funding to mitigate them and to establish a regional process to cooperatively manage the impacts of growth.

In 2004, County Measure J was passed by the voters in the County to extend the sales tax for 25 years through 2034. As a participant, the City of Orinda receives return-tosource revenue from the funds generated by the increase in sales tax.

County Measure J requires each jurisdiction in Contra Costa to take several actions including the following: adopt a Growth Management Element that outlines goals and policies for managing growth and requirements for achieving those goals; adopt a development mitigation program and a transportation systems management ordinance; participate in ongoing cooperative, multi-jurisdictional planning processes to reduce cumulative regional traffic impacts of development; and develop a five-year capital improvement program. Measure J also requires addressing housing options.

DISCUSSION:

The Contra Costa Transportation Authority (CCTA) requires the City to complete, certify, and submit the Growth Management Program Compliance Checklist every two years. A component of the Checklist is demonstrating reasonable progress in providing housing opportunities for all income levels. Jurisdictions may demonstrate progress by submitting a copy of the local jurisdiction’s annual report to the State Department of Housing and Community Development. The City Council approved the City’s 2022 Annual Housing Element Progress Report at their April 11, 2023, meeting, and approved the 2023 Annual Housing Element Progress Report at their March 5, 2024, meeting. A copy of each report is included in the checklist attachments, to be submitted to CCTA.

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The current Checklist submittal is for fiscal years 2023-24 and 2024-25, and reports data for calendar years 2022 and 2023. The CCTA requires that the City Council certify that the Checklist (Attachment A) and its attachments (web link to City website provided in Attachment B) as complete and that the policies and programs of the City as reported conform to the requirements of County Measure J. These items, along with an approved copy of Resolution No. 07-25 (Attachment C) will be submitted to the CCTA, as part of the required compliance for the return-to-source allocations for fiscal years 2023-24 and 2024-25.

NEXT STEPS:

Staff will submit the Checklist and its attachments, along with Resolution 07-25 to CCTA. The Checklist will be reviewed first by CCTA staff for completeness and then by two of the CCTA’s standing committees: the Citizen Advisory Committee and the Planning Committee. After these committees review it, the CCTA Board will review and, if it finds Orinda in compliance with the Growth Management Program, approve the Checklist. Once the CCTA Board approves the Checklist, CCTA will allocate funds in accordance with their adopted formula, which is weighted based on two factors (50% based on population; and 50% based on road miles). The estimated amounts are shown in the Fiscal Impact section below.

FISCAL IMPACT:

The City Council, at its February 7, 2023, meeting authorized a funding exchange with CCTA that allowed City to receive $2,000,000 in Senate Bill 1 (SB1) funds that were awarded to CCTA in exchange for CCTA retaining $1,800,000 in future Measure J return-to-source funds. It is estimated by CCTA that retaining funds for Fiscal Years 2024-25, 2025-26 and 2026-27 will be sufficient to repay the $1.8 million exchange.

The City received revenue of $692,386 for FY 2022-23 and $505,825 for FY 2023-24 from CCTA return-to-source funds. The City also received a reduced allocation of revenue in the amount of $71,576 for FY 2024-25. The City’s revenue budget estimate included in the current CIP for CCTA return-to-source funds (Fund 330) is $0 for Fiscal Year 2024-25, 2025-26 and 2026-27.

The City relies on input from CCTA on their projection of funds available. The timing of receipt can fluctuate based on when CCTA Committees and Board complete the review of the Checklist. The majority of the funds are invested in the City’s pavement management program.

ATTACHMENTS:

A. Calendar Year 2022-2023 Growth Management Program Compliance Checklist B. CCTA Measure J Growth Management Plan Checklist Attachments 2022-2023 (weblink)
C. Resolution 07-25 Directing the Mayor of the City of Orinda to Certify the Contra Costa Transportation Authority Growth Management Program Compliance Checklist for 2022 and 2023
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Respectfully Submitted by:

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

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Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023
Measure J Growth Management Program Compliance Checklist

1. Action Plans YES NO N/A
a. Is the jurisdiction implementing the actions called for in the applicable Action Plan for all designated Routes of Regional Significance within the jurisdiction?
b. Has the jurisdiction implemented the following procedures as outlined in the Implementation Guide and the applicable Action Plan for Routes of Regional Significance?
i. Circulation of environmental documents,
ii. Analysis of the impacts of proposed General Plan amendments and recommendation of changes to Action Plans, and
iii. Conditioning the approval of projects consistent with Action Plan policies?
c. Has the jurisdiction followed the procedures for RTPC review of General Plan Amendments as called for in the Implementation Guide?

2. Development Mitigation Program YES NO
a. Has the jurisdiction adopted and implemented a local development mitigation program to ensure that new development pays its fair share of the impact mitigation costs associated with that development?
b. Has the jurisdiction adopted and implemented the regional transportation mitigation program, developed, and adopted by the applicable Regional Transportation Planning Committee, including any regional traffic mitigation fees, assessments, or other mitigation as appropriate?
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023

3. Address Housing Options YES NO
a. Has the jurisdiction prepared and submitted a report to the Authority demonstrating reasonable progress in providing housing opportunities for all income levels under its Housing Element? The report can demonstrate progress by
(1) comparing the number of housing units approved, constructed, or occupied within the jurisdiction over the preceding five years with the number of units needed on average each year to meet the housing objectives established in its Housing Element; or
(2) illustrating how the jurisdiction has adequately planned to meet the existing and projected housing needs through the adoption of land use plans and regulatory systems which provide
opportunities for, and do not unduly constrain, housing development; or
(3) illustrating how its General Plan and zoning regulations facilitate improvement or development of sufficient housing to meet the Element’s objectives.

Note: A copy of the local jurisdiction’s annual progress report (Tables A thru C) to the state Department of Housing and Community Development (HCD) is sufficient.
b. Does the jurisdiction’s General Plan—or other adopted policy document or report—consider the impacts that its land use and development policies have on the local, regional, and countywide transportation system, including the level of transportation capacity that can reasonably be provided?
c. Has the jurisdiction incorporated policies and standards into its development approval process that support transit, bicycle, and pedestrian access in new developments?
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023

4. Traffic Impact Studies YES NO N/A
a. Using the Authority’s Technical Procedures, have traffic impact studies been conducted as part of development review for all projects estimated to generate more than 100 net new peak-hour vehicle trips? (Note: Lower traffic generation thresholds established through the RTPC’s Action Plan may apply).
b. If the answer to 4.a. above is “yes”, did the local jurisdiction notify affected parties and circulate the traffic impact study during the environmental review process?

5. Participation in Cooperative, Multi-Jurisdictional
Planning YES NO
a. During the reporting period, has the jurisdiction’s Council/Board representative regularly participated in meetings of the appropriate Regional Transportation Planning Committee (RTPC), and have the jurisdiction’s local representatives to the RTPC regularly reported on the activities of the Regional Committee to the jurisdiction's council or board? (Note: Each RTPC should have a policy that defines what constitutes regular attendance of Council/Board members at RTPC meetings.)
b. Has the local jurisdiction worked with the RTPC to develop and implement the Action Plans, including identification of Routes of Regional Significance, establishing Multimodal Transportation Service Objectives (MTSOs) for those routes, and defining actions for achieving the MTSOs?
c. Has the local jurisdiction applied the Authority’s travel demand model and Technical Procedures to the analysis of General Plan Amendments (GPAs) and developments exceeding specified
thresholds for their effect on the regional transportation system, including on Action Plan MTSOs?
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023
YES NO
d. As needed, has the jurisdiction made available, as input into the countywide transportation computer model, data on proposed improvements to the jurisdiction’s transportation system, including roadways, pedestrian circulation, bikeways, and trails, planned and improved development within the jurisdiction, and traffic patterns?

6. Five-Year Capital Improvement Program YES NO
Does the jurisdiction have an adopted five-year capital improvement program (CIP) that includes approved projects and an analysis of project costs as well as a financial plan for providing the improvements? (The transportation component of the plan must be forwarded to the Authority for incorporation into the Authority’s database of transportation projects)

7. Transportation Systems Management Program YES NO
Has the jurisdiction adopted a transportation systems management ordinance or resolution that incorporates required policies consistent with the updated model ordinance prepared by the Authority for use by local agencies or qualified for adoption of alternative mitigation measures because it has a small employment base?

8. Adoption of a voter-approved Urban Limit Line YES NO N/A a. Has the local jurisdiction adopted and continually complied with an applicable voter-approved Urban Limit Line as outlined in the Authority’s annual ULL Policy Advisory Letter?
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023
b. If the jurisdiction has modified its voter approved ULL or approved a major subdivision or General Plan Amendment outside the ULL, has the jurisdiction made a finding of consistency with the Measure J provisions on ULLs and criteria in the ULL Policy Advisory Letter after holding a noticed public hearing and making the proposed finding publicly available?

9. Adoption of the Measure J Growth Management
Element YES NO N/A
Has the local jurisdiction adopted a final GME for its General Plan that substantially complies with the intent of the Authority’s adopted Measure J Model GME?

10. Posting of Signs YES NO N/A
Has the jurisdiction posted signs meeting Authority specifications for all projects exceeding $250,000 that are funded, in whole or in part, with Measure C or Measure J funds?

11. Maintenance of Effort (MoE) YES NO
Has the jurisdiction met the MoE requirements of Measure J as stated in Section 6 of the Contra Costa Transportation
Improvement and Growth Management Ordinance (as amended)? (See the Checklist Instructions for a listing of MoE requirements by local jurisdiction.)

12. Submittal of LSM Reporting and Audit Forms YES NO
Has the local jurisdiction submitted a Local Street Maintenance and Improvement Reporting Form and Audit Reporting Form for eligible expenditures of 18 percent funds covering FY 2021-22 and FY 2022-23?

YES NO N/A
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023

13. Other Considerations YES NO N/A
If the jurisdiction believes that the requirements of Measure J have been satisfied in a way not indicated on this checklist, has an explanation been attached below?
Review and Approval of Checklist
This Measure J GMP Compliance Checklist was prepared by:

Signature Date
Name & Title (print)
Phone Email
The Council/Board of ___________ has reviewed the completed Checklist and found that the policies and programs of the jurisdiction as reported herein conform to the requirements for compliance with the Contra Costa Transportation Improvement and Growth Management Program.

Certified Signature (Mayor or Chair) Date
Name & Title (print)
Attest Signature (City/Town/County Clerk) Date
Name (print)
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023
Supplementary Information (Required)

1. Action Plans
a. Please summarize steps taken during the reporting period to implement the actions, programs, and measures called for in the applicable Action Plan for Routes of Regional Significance:
b. Attach, list, and briefly describe any General Plan Amendments that were approved during the reporting period. Please specify which amendments affected ability to meet the standards in the Growth Management Element and/or affected ability to implement Action Plan policies or meet Multimodal Traffic Service Objectives (MTSOs). Indicate if amendments were forwarded to the jurisdiction’s RTPC for review, and describe the results of that review relative to Action Plan implementation:

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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023
Provide a summary list of projects approved during the reporting period and the conditions required for consistency with the Action Plan:

2. Development Mitigation Program
a. Describe progress on implementation of the regional transportation mitigation program:

3. Address Housing Options
a. Please attach a report demonstrating reasonable progress in providing housing opportunities for all income levels. (Note: A copy of the local jurisdiction’s annual report (Tables A thru C) to the state Department of Housing and Community Development (HCD) is sufficient).

Add Attachments
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023
Please attach the jurisdiction’s adopted policies and standards that ensure consideration of and support for walking, bicycling, and transit access during the review of proposed development.

Add Attachments

4. Traffic Impact Studies
Please list all traffic impact studies that have been conducted as part of the development review of any project that generated more than 100 net new peak hour vehicle trips. (Note:

Lower traffic generation thresholds established through the RTPC’s Action Plan may apply).

Note whether the study was consistent with the Authority’s Technical Procedures and whether notification and circulation were undertaken during the environmental review process.

5. Participation in Cooperative, Multi-Jurisdictional Planning No attachments necessary
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023

6. Five-Year Capital Improvement Program
Please attach the transportation component of the most recent CIP version, and list the resolution number and date of adoption of the most recent five-year CIP.

7. Transportation Systems (Demand) Management Program
Please attach a copy of the jurisdiction’s TSM (TDM) ordinance or list the date of ordinance or resolution adoption and its number.

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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023

8. Adoption of a voter-approved Urban Limit Line
The local jurisdiction’s adopted ULL is on file at the Authority offices. Please specify any actions that were taken during the reporting period regarding changes or modifications to the voter approved ULL, which should include a resolution making a finding of consistency with Measure J and a copy of the related public hearing notice.

9. Adoption of the Measure J Growth Management Element
Please attach the adopted Final Measure J Growth Management Element to the local jurisdiction’s General Plan or list the date of ordinance or resolution adoption and its number.

10. Posting of Signs
Provide a list of all projects exceeding $250,000 within the jurisdiction, noting which ones are or were signed according to Authority specifications.

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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) Measure J GMP Compliance Checklist
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2023-24 and 2024-25
Reporting Period: Calendar Years 2022 & 2023

11. Maintenance of Effort (MoE)
Please indicate the jurisdiction’s MoE requirement and MoE expenditures for the past two fiscal years (FY 2021-22 and FY 2022-23). See the Instructions to identify the MoE requirements.

12. Submittal of LSM Reporting Form and Audit Reporting Form Please attach LSM (Summary) Reporting and LSM Audit (Detail) Forms for FY 2021-22 and FY 2022-23.

Add Attachments

13. Other Considerations
Please specify any alternative methods of achieving compliance for any components for the Measure J Growth Management Program
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Attachment: Calendar Year 2022-2023 Growth Management Program Compliance Checklist (3537 : CCTA GMP Checklist 2022-2023) City of Orinda
Measure J Growth Management Program
Compliance Checklist for
Calendar Years 2022 and 2023
Supplementary Attachments
Use the following web link to access the Attachments.
https://www.cityoforinda.org/DocumentCenter/View/4955/Attachments-for-Measure-JGrowth-Management-Program-Compliance-Checklist-for-Calendar-Years-2022-2023 The Table of contents lists various documents included as supplementary information to the GMP Checklist. Page numbers shown in the upper right corner (in red) will not match the page numbers of individual documents.

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Attachment: CCTA Measure J Growth Management Plan Checklist Attachments 2022-2023 (weblink) (3537 : CCTA GMP Checklist 2022-2023)

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

Directing the Mayor of the City of
Orinda to Certify the Contra Costa
Transportation Authority Growth
Management Program Compliance
Checklist for 2022 and 2023
)
) Resolution No. 07-25
)
)
)
WHEREAS, County Measure J requires each jurisdiction in Contra Costa County to demonstrate compliance by completing a biennial checklist and submitting it to the Contra Costa Transportation Authority; and WHEREAS, the City of Orinda has adopted a Growth Management Element, traffic level of service standards, performance standards, development mitigation program, Transportation Systems Management Ordinance, and urban limit line; has participated in ongoing cooperative, multi-jurisdictional planning process; and WHEREAS the City of Orinda has proactively implemented the policies and implementation measures of the City’s adopted Housing Element; and WHEREAS, the City of Orinda has satisfied all requirements necessary to be found in compliance with the Growth Management program.

NOW THEREFORE BE IT RESOLVED that the City Council of the City of Orinda does hereby authorize the Mayor to certify the 2022 and 2023 Contra Costa Transportation Authority Growth Management Program Compliance Checklist, indicating thereby the City’s compliance with the County Measure J Growth Management Program.

Adopted by the City Council of the City of Orinda at a regular meeting on March 4, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:
______________________
Latika Malkani, Mayor
ATTEST:
____________________________
Sheri Marie Smith, City Clerk
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Attachment: Resolution 07-25 Directing the Mayor of the City of Orinda to Certify the Contra Costa Transportation Authority Growth City Council
Staff Report
Agenda Item: F.5
Date: March 4, 2025
Department:

Public Works and
Engineering Services
AGENDA TITLE: Temporary Full Road Closure of Portions of Camino Sobrante and La Noria for EBMUD Pipeline Replacement Project
RECOMMENDATION:

Adopt Resolution 06-25 (Traffic Order #234) Authorizing the Full Closure of Portion of Camino Sobrante between Las Aromas and La Espiral, and Portion of La Noria between Camino Sobrante and Vida Descansada.

BACKGROUND:

EBMUD has an upcoming Pipeline Replacement Project in the Camino Sobrante area.

The Camino Sobrante Phase 2 project is anticipated to start on April 7, 2025, and be completed by July 31, 2025. The Project includes replacing 4,020 feet of pipeline along Camino Sobrante, between Las Aromas and La Espiral, including the portion of La Noria between Camino Sobrante and Vida Descansada.

The main impact to vehicular traffic from the Pipeline Replacement Project is the trenching work along Camino Sobrante to install the new water mainlines. Due to the narrow width of the roadway, a full road closure is necessary to safely perform the work.

There is insufficient room to maintain one-lane traffic control during construction.

DISCUSSION:

When there is a proposed full road closure of a public road, a traffic order/resolution must be approved by the City Council before City staff issues a road closure permit.

EBMUD is proposing to close Camino Sobrante in five segments. Traffic control plans for the stationary closures are included as Attachment C. EBMUD will send out notification letters (Attachment B) to all residents in the project vicinity informing them about the upcoming project and the proposed road closure. The road closure will be limited to Monday through Friday, between the hours of 7:00 a.m. and 4:30 p.m.

The contractor will maintain vehicular access to residents within the closure limits and will have necessary trench plates and equipment on site to provide access to emergency vehicles, school buses, mail delivery and trash pickup.

Any trench excavation in the City requires the contractor to install a final paving patch that extends at least a foot on each side of the trench (T-Cut).

NEXT STEPS:

Upon the City Council approval of Resolution 06-25 (Attachment A), Staff will approve an encroachment permit for said project and issue a road closure permit.

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FISCAL IMPACT:

Staff will coordinate with EBMUD staff, and their construction team, to ensure adherence to traffic control plans and provide inspection oversight during the project. As part of the issuance of the encroachment permit, the City will collect a fee for inspection of construction activities.

ATTACHMENTS:

A. Resolution 06-25 Authorizing the Full Closure of Portion of Camino Sobrante between Las Aromas and La Espiral, and Portion of La Noria between Camino Sobrante and Vida Descansada (Traffic Order #234)
B. EBMUD - Camino Sobrante Phase 2 Resident Notice
C. EBMUD - Camino Sobrante Phase 2 Traffic Control Plans 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:

Authorizing the Full Closure of
Portion of Camino Sobrante between
Las Aromas and La Espiral, and
Portion of La Noria between Camino
Sobrante and Vida Descansada
)
) Resolution No. 06-25
)
)
)
)
Traffic Order No. 234
WHEREAS, East Bay Municipal Utility District (EBMUD) needs to construct their Pipeline Replacement Project on Camino Sobrante and La Noria Road which will upgrade 4,020 linear feet of existing pipeline that will improve residential service in the area, and service reliability and redundancy during outages; and
WHEREAS, the section of Camino Sobrante between Las Aromas and La Espiral, and the portion of La Noria between Camino Sobrante and Vida Descansada has very narrow pavement width and limited workspace; and
WHEREAS, for the safety of all concerned, including public vehicular traffic, it is necessary to fully close portions of Camino Sobrante and La Noria to through traffic during construction; and
WHEREAS, EBMUD will inform residents in the project vicinity via mailed letters of the proposed work, and associated road closure and further notification will be provided in advance of the start of road closure activities; and
WHEREAS, under Section 21101, paragraph (e) of the Vehicle Code, a local authority may adopt by resolution, a temporary closure of a street for the purpose when the closure is necessary for the safety and protection of the users of the street.

NOW THEREFORE BE IT RESOLVED, that the City Council hereby authorizes the temporary full road closure of portions of Camino Sobrante and La Noria for the EBMUD Camino Sobrante Phase 2 Pipeline Replacement project beginning Monday, April 7, 2025 until Thursday, July 31, 2025 between 7:00 a.m. to 4:30 p.m.

Adopted by the City Council of the City of Orinda at a regular meeting on March 4, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

RECUSED:COUNCILMEMBERS:

Latika Malkani, Mayor
ATTEST:

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Attachment: Resolution 06-25 Authorizing the Full Closure of Portion of Camino Sobrante between Las Aromas and La Espiral, and Portion of Sheri Marie Smith, City Clerk
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Attachment: Resolution 06-25 Authorizing the Full Closure of Portion of Camino Sobrante between Las Aromas and La Espiral, and Portion of Construction
Notice
for Your
Neighborhood
For more information,
scan the QR code
or visit ebmud.com/construction
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Attachment: EBMUD - Camino Sobrante Phase 2 Resident Notice P.O. Box 24055
Oakland, CA 94623-1055
Follow us @EBMUD
In the coming weeks EBMUD crews will be installing a new water pipeline to improve water service in your neighborhood.

Intersecting side streets will be temporarily affected as work progresses and residents may experience delays up to ten minutes when entering and leaving the work area.

What to expect: Temporary loss of some street parking, temporary road closures, materials, equipment and crews accessing the site, in phases. Through traffic will be maintained for residents and emergency vehicles. Your water service may be temporarily interrupted during the project. You will be notified in advance for planned service interruptions.

Manage You Account: Please visit ebmud.com/customers/account to verify your account information is up to date in order to receive future notifications about this project.

Questions: Scan the QR code, visit ebmud.com/construction or contact:

Outside of normal business hours, call 1-866-403-2683
Project duration: approx. 5 months
Community Affairs at: 510-287-2053 or [email protected] We will be working on:
- Camino Sobrante between La Espiral & La Espiral
- La Noria between Camino Sobrante & Vida Descansada
- Vida Descansada
Camino Sobrante Phase 2 Pipeline Replacement, Orinda
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Attachment: EBMUD - Camino Sobrante Phase 2 Resident Notice 880
92 580
580
237
680
680
4 24
80 13
580
80 580
80 TEMPORARY TRAFFIC CONTROL PLAN

INSTALL NEW WATER MAIN
CAMINO SOBRANTE PHASE 2

ORINDA, CALIFORNIA

SHORT-TERM STATIONARY

PROJECT LOCATION

AREA OF
WORK

OAK ARBOR RD

MINER RD

LOMBARDY LN

BROOKBANK RD

MINER RD

VALLEY VIEW RD

TIGER TRAIL CT
OAK LN

EL SUENO

DIAS DORADOS

LA CINTILLA

SCYAMORE RD

MINER RD

HONEY HILL RD

LA NORIA

VIA LAS CRUCES HONEY HILL RD

GARDINER CT

CAMINO DON MIGUEL

LA CAMPANA LA PUNTA

EL SERENO

EL VERANO

LAS VEGAS RD

LAS PALOMAS

EL GAVILAN

VIA FLORAEADO

AQUA VISTA

LAS VEGAS RD
MIRA
FLORES
LA
S
T
E
PHENS
DR

VIA HERMOSA LA ESPIRAL

DOS POSOS

LAS AROMAS

EL CAMPANERO

CAMINO SOBRANTE

VIDA DESCANSADA

SOBRANTE

LA LA VUELTA

LA ESPIRAL

EL PUGAR

LOS DEDOS
VALLEY

VIEW LN

ESPIRAL

CAMINO SOBRANTE

EL RIBERO

LA NORIA

SOBRANTE

BIEN VENIDA

CAMINO LENADA

LAS CASCADAS

CAMINO SOBRANTE

EL CAMINITO

LA CUESTA

IRONBARK CIR

ALTARINDA DR

GREYSTONE TERR

ORINDAWOODS DR
HONEY
HILL
CT

LAKE CASCADE

MINER RD

MINER RD
CAMINO

ESPIRAL

MINER RD
CAMINO

AREA OF
WORK
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure) ● ● ● ● ● ● ²

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

GENERAL NOTES, LEGENDS & SIGNS
D5Aa, D5A, D7B
SHEET 2
11 F.5.c
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

EL SUENO

LA NORIA EL SERENO

VIA HERMOSA

LA ESPIRAL
DOS

LAS AROMAS
VIDA
CAMINO
LA

ESPIRAL

LA VUELTA

ESPIRAL

LOS DEDOS

CAMINO SOBRANTE

SOBRANTE

EL RIBERO

CAMINO SOBRANTE

LA NORIA

BIEN VENIDA

CAMINO LENADA

LAS CASCADAS

CAMINO SOBRANTE

EL CAMINITO

LA CUESTA
IRON

LAKE CASCADE

DESCANSADA

CAMINO SOBRANTE

MINER ROAD

LA ESPIRAL
LA

LA CAMPANA

LA ESPIRAL
POSOS

SOBRANTE

LA CAMPANA

LA ESPIRAL
LA
VUELTA
CAMINO

SOBRANTE

LA SENDA
CAMINO

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

OVERVIEW / KEY MAP
D5Aa, D5A, D7B
SHEET 3
11 SEE SHEETS
5 & 9

SEE SHEETS
7 & 8
SEE SHEET 8

SEE SHEETS
4, 6 & 7

SEE SHEETS
6 & 7

SEE SHEETS
5,6 & 7

SEE SHEETS
5,6,7, & 8
SEE SHEET 7,
8, & 11

SEE SHEETS
5 & 6

SEE SHEETS
5, 6, 7 & 8

SEE SHEETS
4 & 7

SEE SHEETS
7, 8, 10 &
11 SEE SHEET 7
SEE SHEET 4
SEE SHEET 10
SEE SHEET 10

SEE SHEETS
10 & 11

SEE SHEETS
10 & 11
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

EL SUENO LA NORIA

EL SERENO

DOS POSOS CAMINO SOBRANTE EL RIBERO CAMINO SOBRANTE

VIA FARALLON

LA CUESTA

CAMINO SOBRANTE EL CAMIN

LA CUESTA CASCADE LN LAKE CASCADE
DOS POSOS "A" "A" "A" "A" "A" "A" "A" "A" "A"
"A" "A" "A" "A" "A"

CAMINO SOBRANTE
CAMINO

SOBRANTE

VIA HERMOSA LA ESPIRAL LA VUELTA

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

ROAD CLOSED THRU TRAFFIC

RESIDENTIAL ACCESS ALLOWED

CAMINO SOBRANTE BETWEEN LA ESPIRAL AND DOS POSOS
D5Aa, D5A, D7B
SHEET 4
11 CAMINO SOBRANTE ~ 1,700 LF±
SPEED LIMIT: 25 MPH
TRAFFIC VOLUME: MEDIUM
STREET WIDTH: VARIES (18' TO 25')
*RESIDENTIAL & EMERGENCY VEHICLES ALLOWED*
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

LA NORIA

DOS POSOS

CAMINO SOBRANTE

EL RIBERO

CAMINO SOBRANTE

LA NORIA

BIEN VENIDA

CAMINO LENADA

LAKE CASCADE

DOS POSOS

LA SENDA
MINER ROAD "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" CAMINO SOBRANTE VIDA DESCANSADA

VIA HERMOSA

LA ESPIRAL

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

ROAD CLOSED THRU TRAFFIC

RESIDENTIAL ACCESS ALLOWED

LA NORIA BETWEEN VIDA DESCANSADA AND CAMINO SOBRANTE
D5Aa, D5A, D7B
SHEET 5
11 LA NORIA ~ 400 LF±
SPEED LIMIT: 25 MPH
TRAFFIC VOLUME: LOW
STREET WIDTH: VARIES (18' TO 25')
*RESIDENTIAL & EMERGENCY VEHICLES ALLOWED*
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

LA NORIA

EL SERENO

LA ESPIRAL

DOS POSOS

CAMINO SOBRANTE

EL PATIO

CAMINO SOBRANTE EL RIBERO CAMINO SOBRANTE LA NORIA

BIEN VENIDA

CAMINO LENADA

MIRA LOMA

VIA FARALLON
LAKE CASCADE DOS POSOS LA SENDA SOBRANTE "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" CAMINO SOBRANTE VIDA DESCANSADA CAMINO

VIA HERMOSA

LA ESPIRAL

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

ROAD CLOSED THRU TRAFFIC

RESIDENTIAL ACCESS ALLOWED

CAMINO SOBRANTE BETWEEN LA NORIA AND DOS POSOS
D5Aa, D5A, D7B
SHEET 6
11 CAMINO SOBRANTE ~ 1470 LF±
SPEED LIMIT: 25 MPH
TRAFFIC VOLUME: MEDIUM
STREET WIDTH: VARIES (18' TO 25')
*RESIDENTIAL & EMERGENCY VEHICLES ALLOWED*
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

LA NORIA LA ESPIRAL DOS POSOS

CAMINO SOBRANTE

EL RIBERO

CAMINO SOBRANTE

LA NORIA

BIEN VENIDA

CAMINO SOBRANTE EL CAMINITO LA CUESTA

LAKE CASCADE

DOS POSOS

LA SENDA
LA
"A" "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" VIA HERMOSA LA ESPIRAL VIDA DESCANSADA CAMINO SOBRANTE

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

ROAD CLOSED THRU TRAFFIC

RESIDENTIAL ACCESS ALLOWED

CAMINO SOBRANTE BETWEEN LA NORIA AND EL RIBERO
D5Aa, D5A, D7B
SHEET 7
11 CAMINO SOBRANTE ~ 1385 LF±
SPEED LIMIT: 25 MPH
TRAFFIC VOLUME: MEDIUM
STREET WIDTH: VARIES (18' TO 25')
*RESIDENTIAL & EMERGENCY VEHICLES ALLOWED*
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure) ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●
● ● ● ● ● BUFFER SPACE (OPTIONAL) BUFFER SPACE (OPTIONAL) 50'-100' 50'-100' "B" "A" "B" "A" "A"

FLAGGER CONTROLS

ALL DIRECTIONS
"B" "B" "A" "B" "A""A"

FLAGGER CONTROLS

ALL DIRECTIONS
"B"
● ● ● ● ● ● ● ● ● ●
● ● ● ● ● ● ● ● ● ● ● 50'-100'
50'-100'

FLAGGER CONTROLS

ALL DIRECTIONS
● ● ● ● ● ● ● ● ● ●
● ● ● ● ● ● ● ● ● ● ● 50'-100'
50'-100'
"A" "B" "B" "A" "B" "A"

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

ROAD CLOSURE AT RESIDENTIAL

THREE-WAY INTERSECTION

CAMINO SOBRANTE & LA NORIA, LA NORIA & VIA DESCANSADA

AND CAMINO SOBRANTE & LA ESPIRAL
D5Aa, D5A, D7B
SHEET 8
11 F.5.c
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

LA NORIA
SERENO

DOS POSOS

VIDA DESCANSADA

LA NORIA
CAMINO

SOBRANTE

EL SUENO
"A"
"A"

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

DEAD END

VIA DESCANSADA
D5Aa, D5A, D7B
SHEET 9
11 CAMINO SOBRANTE ~ 780 LF±
SPEED LIMIT: 25 MPH
TRAFFIC VOLUME: LOW
STREET WIDTH: VARIES (18' TO 25')
*RESIDENTIAL & EMERGENCY VEHICLES ALLOWED*
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

LA ESPIRAL

DOS POSOS LAS ESPIRAL

EL PUGAR

LOS DEDOS CAMINO SOBRANTE LAS CASCADAS CAMINO SOBRANTE EL CAMINITO

LA CUESTA

CASCADE LN

WOODACRES CT
HAWKRIDGE TERR LAKE CASCADE LA AROMAS "A" "A" "A" "A" "A" "A" "A" "A" "A" "A" VIA HERMOSA

LA ESPIRAL

LA VUELTA

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

ROAD CLOSED THRU TRAFFIC

RESIDENTIAL ACCESS ALLOWED

LA ESPIRAL BETWEEN CAMINO SOBRANTE AND LAS AROMAS
D5Aa, D5A, D7B
SHEET 10
11 LA ESPIRAL ~ 150 LF±
SPEED LIMIT: 25 MPH
TRAFFIC VOLUME: LOW
STREET WIDTH: VARIES (18' TO 25')
*RESIDENTIAL & EMERGENCY VEHICLES ALLOWED*
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure)

LA NORIA LA ESPIRAL

DOS POSOS

CAMINO SOBRANTE

EL RIBERO

CAMINO SOBRANTE LA NORIA

N VENIDA
RALLON

CAMINO SOBRANTE

EL CAMINITO

LA CUESTA

CASCADE LN

LAKE CASCADE

DOS POSOS

LA SENDA
"A"
"A"
"A"

VIA HERMOSA
VIDA

DESCANSADA

CAMINO SOBRANTE

CAMINO SOBRANTE

CAMINO SOBRANTE

LA VUELTA

LA ESPIRAL

LAS AROMAS

LAS CASCADAS
VIA FARALLON "A" "A" "A"

EAST BAY MUNICIPAL UTILITY DISTRICT

OAKLAND, CALIFORNIA
CAMINO SOBRANTE PHASE 2, ORINDA

TEMPORARY TRAFFIC CONTROL PLAN

ROAD CLOSED THRU TRAFFIC

RESIDENTIAL ACCESS ALLOWED

LA ESPIRAL BETWEEN CAMINO SOBRANTE AND LAS AROMAS
D5Aa, D5A, D7B
SHEET 11
11 CAMINO SOBRANTE ~ 2215 LF±
SPEED LIMIT: 25 MPH
TRAFFIC VOLUME: LOW
STREET WIDTH: VARIES (18' TO 25')
*RESIDENTIAL & EMERGENCY VEHICLES ALLOWED*
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Attachment: EBMUD - Camino Sobrante Phase 2 Traffic Control Plans (3536 : Camino Sobrante Temporary Road Closure) City Council
Staff Report
Agenda Item: F.6
Date: March 4, 2025
Department: Planning Department
AGENDA TITLE: Amendment to Agreement with Cingular Wireless for Cellular Telecommunications Site at Orinda Oaks Park and Open Space RECOMMENDATION:

Approve the Second Amendment to Option and Lease Agreement with New Cingular Wireless PCS, LLC for a cellular telecommunications site, located at Orinda Oaks Park and Open Space.

BACKGROUND:

On October 19, 2004, the City of Orinda signed a ground lease agreement (Attachment B) for 304 square feet of space at the base of an existing PG&E transmission line tower within Orinda Oaks Park and Open Space. The lease allows the operation of a cellular telecommunications site to provide coverage in the area.

On December 15, 2020, the City Council approved the First Amendment to the existing ground lease to enlarge the area by 224 square feet to install a diesel backup generator at the increase the rent by $122.60 per month. The expansion and increase were not completed as the representative on behalf of AT&T did not proceed with the application process for approval and building permits.

DISCUSSION:

In the summer of 2024, representatives working on behalf of AT&T approached the City of Orinda to negotiate an amendment to renew the existing Option and Lease Agreement for associated installed equipment, access easement and continued use of approximately 304 square feet.

The AT&T Option and Lease Agreement expired on October 19, 2024. After this date, the tenant occupies the premises on a month-to-month basis. The original term began on October 19, 2004, with an initial 5-year term and automatic renewal for 4 additional 5-year extension terms for a total of 25-years. The city nor the tenant acted to terminate the Agreement at any time with a 30-day written notice for any reason. The renewal Agreement is dated February 1, 2025, and if approved by the City Council the rent would be retroactive.

City staff is supportive of AT&T pursuing a renewal to provide continuous cellular service for its Orinda customers. It is an important benefit to maintain this service for daily activities. It is more pertinent that communication with each other and government F.6
Packet Pg. 82
agencies when in need of emergency services or situations that may be required is maintained.

NEXT STEPS:

If the City Council approves the agreement, the City Manager will execute the second amendment. AT&T will continue to be subject to the terms of the original agreement except for those changes identified within this amendment.

FISCAL IMPACT:

Pursuant to the original Option and Lease Agreement, the initial monthly rent paid was $750 per month. That amount has increased based on an automatic adjustment of 7.5 percent that was previously applied for each five-year extension term. The anticipated new monthly rent associated with the second amendment to renew the ground lease will be $959.67 per month commencing on February 1, 2025, with an automatic escalator of three percent at the beginning of each future extension period.

ATTACHMENTS:

A. Option and Lease Agreement (2004)
B. Second Amendment to Option and Lease Agreement
Respectfully Submitted by:

Lashun Cross
Planning Director
Prepared By: Lashun Cross, Planning Director
Approved by:

F.6
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F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at Orinda Oaks Park) F.6.a
Packet Pg. 94
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
Packet Pg. 98
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
Packet Pg. 101
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
Packet Pg. 102
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
Packet Pg. 104
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
Packet Pg. 106
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
Packet Pg. 107
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
Packet Pg. 108
Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for F.6.a
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Attachment: Option and Lease Agreement (2004) (3442 : Renewal of an existing AT&T Ground Lease for 2024 Second Amendment
- 1 -
Market: San Francisco / Sacr / Reno
Cell Site Number: CCL00573
Cell Site Name: Moraga 2 - Hall Dr
Fixed Asset Number: 10101595

SECOND AMENDMENT TO OPTION AND LEASE AGREEMENT
THIS SECOND AMENDMENT TO OPTION AND LEASE AGREEMENT (“Second Amendment”) dated as of the later of the signature dates below (“Effective Date”) is by and between City of Orinda, a municipal corporation, having a mailing address at 22 Orinda Way, Orinda, CA 94563 (“Landlord”) and New Cingular Wireless PCS, LLC, a Delaware limited liability company, having a mailing address at 1025 Lenox Park Blvd NE, 3rd Floor, Atlanta, GA 30319 (“Tenant”).

WHEREAS, Landlord and Tenant (or its affiliate or predecessor-in-interest) entered into an Option and Lease Agreement dated October 19, 2004, as amended by First Amendment to Option and Lease Agreement dated May 20, 2021, whereby Landlord leased to Tenant certain Premises, therein described, that are a portion of the Property located at PG&E Tower, APN 270- 160-016, in the County of Contra Costa, State of California (collectively, the “Agreement”); and WHEREAS, the Term of the Agreement will expire on January 31, 2030, and the parties mutually desire to renew the Agreement, memorialize such renewal period and modify the Agreement in certain other respects, all on the terms and conditions contained herein; and WHEREAS, Landlord and Tenant desire to amend the Agreement to extend the Term of the Agreement; and
WHEREAS, Landlord and Tenant desire to adjust the Rent in conjunction with the modifications to the Agreement contained herein; and
WHEREAS, Landlord and Tenant desire to amend the Agreement to modify the notice section thereof; and
WHEREAS, Landlord and Tenant, in their mutual interest, wish to amend the Agreement as set forth below accordingly.

NOW THEREFORE, in consideration of the foregoing and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, Landlord and Tenant agree as follows:

1. Term. The Term of the Agreement shall be amended to provide that the current term, which commenced on February 1, 2020, shall expire on January 31, 2025 (“Current Term”), and commencing on February 1, 2025, will be automatically renewed, upon the same terms and conditions of the Agreement, for five (5) additional five (5) year terms (each an “Extension Term”). Hereafter, “Term” shall include the Current Term and any applicable Extension Term.

The Terms will automatically renew without further action by Tenant, unless Tenant notifies Docusign Envelope ID: 9C1E811B-308D-4ED9-AF0A-112427187769 F.6.b
Packet Pg. 111 Attachment: Second Amendment to Option and Lease Agreement (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at 2024 Second Amendment
- 2 -
Landlord in writing of Tenant’s intention not to renew the Agreement at least sixty (60) days prior to the expiration of the Current Term or any Extension Term. Landlord agrees and acknowledges that, except as such permitted use or other rights may be amended herein, Tenant may continue to use and exercise its rights under the Agreement as permitted prior to the first Extension Term.

2. Modification of Rent. Commencing on November 1, 2024, the current Rent payable under the Agreement shall be Nine Hundred Thirty-One and 72/100 Dollars ($931.72) per month, and shall continue during the Term, subject to adjustment, if any, as provided below. In the event of any overpayment of Rent prior to or after the Effective Date, Tenant shall have the right to deduct from any future Rent payments an amount equal to the overpayment amount.

3. Future Rent Increase / Extension Term Increase. The Agreement is amended to provide that commencing on February 1, 2025, and at the beginning of any subsequent Extension Term, Rent shall increase by three percent (3%) over the Rent paid the previous Term, as applicable.

4. Notices. Section 17 of the Agreement is hereby deleted in its entirety and replaced with the following:

NOTICES. All notices, requests and demands hereunder will be given as follows:

For Notices of Default to Tenant:
(a) To Tenant’s Lease Administration Department by email at [email protected]; and (b) To Tenant’s Law Department via first class certified or registered mail, return receipt requested or by a nationally recognized overnight courier, postage prepaid, addressed to:

New Cingular Wireless PCS, LLC
Attn.: Legal Dept – Network Operations
Re: Cell Site #: CCL00573; Cell Site Name: Moraga 2 Hall Dr (CA) Fixed Asset #: 10101595
208 S. Akard Street
Dallas, TX 75202-4206
All other notices will be sent:
(a) To Tenant’s Lease Administration Department by email at [email protected] with the FA#, Cell Site #, and Cell Site Name in the email subject line; and (b) To Landlord at:

City of Orinda
22 Orinda Way
Orinda, CA 94563
Attn: City Manager
Notices by email to Tenant’s Lease Administration Department will be effective on the first calendar day after it was sent unless the sender receives an automated message that the email has not been delivered. Electronic mail shall be sent with a read receipt, but a read receipt shall not be required to establish that notice was given and received. All other notices shall be effective when properly sent and received or refused, unless returned undelivered.

5. Acknowledgement. Landlord acknowledges that: 1) this Second Amendment is entered into of the Landlord’s free will and volition; 2) Landlord has read and understands this Second Docusign Envelope ID: 9C1E811B-308D-4ED9-AF0A-112427187769 F.6.b
Packet Pg. 112 Attachment: Second Amendment to Option and Lease Agreement (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at 2024 Second Amendment
- 3 -
Amendment and the underlying Agreement and, prior to execution of this Second Amendment, was free to consult with counsel of its choosing regarding Landlord’s decision to enter into this Second Amendment and to have counsel review the terms and conditions of this Second Amendment; 3) Landlord has been advised and is informed that should Landlord not enter into this Second Amendment, the underlying Agreement between Landlord and Tenant, including any termination or non-renewal provision therein, would remain in full force and effect.

6. Other Terms and Conditions Remain. In the event of any inconsistencies between the Agreement and this Second Amendment, the terms of this Second Amendment shall control.

Except as expressly set forth in this Second Amendment, the Agreement otherwise is unmodified and remains in full force and effect. Each reference in the Agreement to itself shall be deemed also to refer to this Second Amendment.

7. Capitalized Terms. All capitalized terms used but not defined herein shall have the same meanings as defined in the Agreement.
[NO MORE TEXT ON THIS PAGE - SIGNATURES TO FOLLOW ON NEXT PAGE] Docusign Envelope ID: 9C1E811B-308D-4ED9-AF0A-112427187769 F.6.b
Packet Pg. 113 Attachment: Second Amendment to Option and Lease Agreement (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at 2024 Second Amendment
- 4 -
IN WITNESS WHEREOF, the parties have caused this Second Amendment to be effective as of the last date written below.

LANDLORD:

City of Orinda,
a municipal corporation
TENANT:

New Cingular Wireless PCS, LLC,
a Delaware limited liability company
By: AT&T Mobility Corporation
Its: Manager
By: By:

Print Name: Print Name:

Its: Its:

Date: Date:

Docusign Envelope ID: 9C1E811B-308D-4ED9-AF0A-112427187769 Vani Muller
Associate Dir
2/13/2025
F.6.b
Packet Pg. 114 Attachment: Second Amendment to Option and Lease Agreement (3442 : Renewal of an existing AT&T Ground Lease for Cellular Antenna at City Council
Staff Report
Agenda Item: H.1
Date: March 4, 2025
Department: Administration
AGENDA TITLE: Supplemental Sales Tax Oversight Commission (SSTOC) Annual Report
RECOMMENDATION:

Receive and accept the SSTOC Annual Report ending June 30, 2024 and provide direction, if needed.

BACKGROUND/DISCUSSION:

The SSTOC was established by the City Council to provide advice and oversight regarding revenue generated by the 2020 voter-approved one percent Supplemental Sales Tax (Measure R), particularly regarding efforts in wildfire risk reduction, disaster planning, and maintenance/repair of public roads and storm drains. This Annual Report is the fourth Annual Report and is intended to address the Fiscal Year 2023-24 (July 1, 2023 through June 30, 2024). The Report also includes a summary of those portions of the annual financial update that are within the purview of the SSTOC.

DUTIES OF THE COMMISSION
The SSTOC Bylaws, dated December 5, 2020, and adopted by Resolution #67-20, indicates that the role of the Commission is to make recommendations and provide advice to the City Council and City Staff, regarding revenue generated from the Voter Approved Sales Tax (Measure R, 2020), as well as remaining revenues from the 2012 ½-cent Supplemental tax, and the Measure J 2014 and Measure L 2016 General Obligation Bond Funds.

The bylaws specify that the priority programs for the SSTOC include:
· Wildfire threats and reduction of fire fuels from public and private property · Disaster planning and emergency response
· Coordination and delivery of the programs funded by the tax · Critical public storm drainage infrastructure
· Long-term road repair and maintenance

REQUIREMENT FOR ANNUAL REPORTS
The Bylaws and Resolution #67-20 call for the SSTOC to provide an annual written report to the City Council. The report is required to include information from the annual audit regarding expenditures from the Add-on Supplemental Sales Tax (Measure R, 2020), as well as remaining revenues from the 2012 one-half-cent Supplemental Tax, and from Measure J 2014 and Measure L 2016 General Obligation Bond funds. The report is also required to summarize the achievements and plans of the Commission.

H.1
Packet Pg. 115
FISCAL IMPACT:

There is no financial impact associated with receiving this report ATTACHMENTS:

A. SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 Respectfully Submitted by:

Micki Cronin
Senior Management Analyst
Prepared By: Micki Cronin, Senior Management Analyst
Approved by:

H.1
Packet Pg. 116

CITY OF ORINDA
Supplemental Sales Tax
Oversight Commission
Annual Report
for the
Fiscal Year Ending June 30, 2024
March 12, 2025
H.1.a
Packet Pg. 117 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) Supplemental Sales Tax Oversight Commission
Annual Report for the Fiscal Year Ending June 30, 2024

TABLE OF CONTENTS
I. Introduction 1
II. Background 4
A. Role and Responsibilities of the Supplemental Sales Tax Oversight Commission B. Overview of Measure R (2020)
III. Wildfire Risk Reduction and Emergency Preparedness 5 Recommendations and Accomplishments
IV. Road Repairs and Maintenance 23
A. Recommendations
B. Accomplishments
V. Storm-Drain Repairs and Maintenance 30
A. Recommendations
B. Accomplishments
VI. Financial Summary 37
A. Annual Audit
B. Revenue and Expenses
50 64
68 Appendix A: SSTOC Annual Financial Update for the Fiscal Year Ending June 30, 2024 Appendix B: Summary of Road Repair and Maintenance Plans Appendix C: Summary of Storm-Drain Repair Plans
Appendix D: Recommendations Submitted by the SSTOC to the City Council in September 2021 and in July 2023 71
H.1.a
Packet Pg. 118 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 1 I. INTRODUCTION
This Annual Report of the Supplemental Sales Tax Oversight Commission (SSTOC) covers the fiscal year from July 1, 2023 through June 30, 2024.

The SSTOC was established to provide advice and oversight regarding revenue generated by the 2020 voter-approved Supplemental Sales Tax (Measure R), particularly regarding the planned expenditures for efforts such as wildfire risk reduction, disaster planning and emergency response, and maintenance/repair of public roads and storm drains. The Council also assigned to the SSTOC the remaining Citizens’ Infrastructure Oversight Commission (CIOC) duties for oversight of the balance of the 2012 add-on supplemental sales tax (Measure L) and the 2014 and 2016 general obligation bonds.

Overall, SSTOC concludes the City is doing well in maintaining/repairing our system of public roads and storm drains, and has established robust emergency response plans and systems. In the past few years, there have been significant, visible reductions in wildfire fuels, throughout the City. However, it is the consensus of the SSTOC that the efforts to reduce wildfire risk, particularly on private property (vegetation reduction and home hardening) and outside agencycontrolled property, has been insufficient. Furthermore, it is our belief that the City should be doing more to help mitigate wildfire risk on non-City-owned property The recent and horrific wildfires in Southern California are a stark reminder of our community’s vulnerability. While the Moraga-Orinda Fire District (MOFD) received a “Fire Risk Reduction Community” award by the California Department of Forestry and Fire Protection (CalFire), it is clear Orinda’s private and public-agency property owners are not doing enough to reduce the collective risk of an extremely destructive wildfire in our City. The conditions Orinda must account for include:
• Fire Hazard Severity Maps produced by CalFire indicate that much of Orinda is in a Very High Fire Hazard Severity Zone. Adjacent areas of the City are also at risk, as the Eaton and Palisades fires demonstrate.
• There are still too many properties that do not meet the existing MOFD Wildfire Hazard Abatement Requirements.
o While compliance with the existing requirements in front yards is improving, MOFD is unable to inspect all properties and generally does not inspect back yards.
• Insurance companies have concluded they cannot afford the risk of insuring against wildfire in large sections of California.

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Packet Pg. 119 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 2 o A significant number of Orinda homeowners received nonrenewal notices for their homeowner’s insurance this last year, and for those who have been able to keep/obtain insurance, the prices are increasing dramatically. o Those who cannot obtain homeowners insurance policies are using California FAIR Plan.
• As climate change creates more extreme weather events — atmospheric rivers, droughts and wind events — wildfire risk will only become worse. • MOFD is seriously considering an ordinance that would introduce much more stringent hazard abatement requirements.
o Significant landscaping and home hardening investments would likely be required to meet the requirements.

Revenue and Expense Summary
Total Measure R revenue for the 2023-2024 fiscal year was slightly higher than the prior fiscal year, with a total revenue of $3,871,289. Expenditures in the reporting year were $2,182,257.

Of that total, $1,046,672 (48 percent) was spent on activities related to wildfire risk reduction. $1,129,000 was spent on pavement repairs. 1
The bulk of Measure R funds expended on emergency preparedness and wildfire risk mitigation has been in outreach and education for residents, as well as wildfire fuels mitigation on Cityowned properties. The Orinda Chipper program is well-subscribed and effective, but participation in the City’s incentives program for wildfire fuels reduction on private properties remains below expectations.

The Measure R fund balance at the end of the reporting year was $6,332,326. As can be seen in Figure I-1, the Measure R end-of-year fund balance increased from the prior fiscal year (2022- 2023), but is projected to decrease somewhat for the next two years, and then increase again in the following two years.
1 See Section VI, Table VI-2 and VI-3
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Packet Pg. 120 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 3 Figure I-1 Measure R Fund Balance for FY 2022-2023 through FY 2027-2028.

Considering the reserves shown in Figure I-1, it appears the City should have some flexibility in the coming years to use additional Measure R funds for some combination of additional wildfire risk reduction and storm drain failure risk reduction efforts, as well as addressing the likely increase in pavement management costs due to expected new environmental regulations., as is discussed in Section IV and Appendix B.

Some additional observations regarding Measure R finances:
• In existing budget plans, expenditures on wildfire risk reduction efforts are projected to remain at the level of about $1M per year.
• Approximately $3.5M per year from Measure R funds is planned for urgent storm drain repairs in the 2024-2025 and 2025-2026 fiscal years, but much less in the following two years.
• To date, the great majority of road and storm drain maintenance/repair work has been funded through sources other than Measure R, such as bond measures, the gas tax, solid waste provider fees, drainage impact fees and miscellaneous grants. o In the reporting year, about 25% of the funds for road and storm drain maintenance/repair work came from Measure R. The remaining 75% came from other sources.
o In the current Capital Improvement Plan (CIP), all pavement projects in the next four fiscal years are projected to be funded through funding sources other than Measure R.
o Unfortunately, road maintenance funds from these other sources are expected to be significantly reduced in coming years, while costs will likely increase.

H.1.a
Packet Pg. 121 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 4  Efficiency of newer gas vehicles is higher than for older ones, which will reduce gas taxes.
 Gas tax revenues will also go down as electric vehicle adoption becomes more popular.
 Road maintenance fees from the solid waste provider will likely decrease as the fees are based on road maintenance expenses in prior years, and our annual costs have been going down as we have finished the major repairs of our roads.
 Pavement management costs will likely increase in the coming years due to anticipated new environmental regulations.

The 2012 one-half-cent add-on supplemental sales tax (2012 Measure L) was closed out in this reporting year. The final Measure L expenditures ($1,098,137) supported two storm drain repair projects and one pavement maintenance project.

Annual Comprehensive Financial Report and Annual Audit
Each year, the City obtains an independent annual audit of its financial statements and completes an Annual Comprehensive Financial Report (ACFR). This year, the City selected Badawi and Associates, which issued a “clean” opinion of the financial statements. The ACFR was issued on December 19, 2024, and submitted to the City Council at a public meeting on January 21, 2025.

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Packet Pg. 122 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 5 II. BACKGROUND
I. Role and Responsibilities of the Supplemental Sales Tax Oversight Commission (SSTOC)

DUTIES OF THE COMMISSION
The SSTOC Bylaws, dated December 15, 2020, and adopted by Resolution #67-20, indicate:

The primary objectives and purposes of this Commission shall be with respect to revenue generated from the Voter Approved Sales Tax, to make recommendations and provide advice to the City Council and City staff, regarding the planned expenditures for priority programs, services, and projects; and to review, monitor, and report on the expenditures incurred. The Commission may be assigned oversight responsibilities for other voter approved taxes.

The “Voter Approved Sales Tax” refers to Measure R (2020), as well as remaining revenues from the Measure L one-half-cent Supplemental Sales Tax (2012). The SSTOC bylaws specify that the priority programs include:
• Wildfire threats and reduction of fire fuels from public and private property. • Disaster planning and emergency response.
• Coordination and delivery of the programs funded by the tax. • Critical public storm drainage infrastructure.
• Long-term public road repair and maintenance.

As part of the resolution, the Council also assigned to the SSTOC the remaining CIOC duties for the oversight of the 2014 and 2016 General Obligation Bonds and the balance of the 2012 onehalf-cent add-on supplemental sales tax.

REQUIREMENT FOR ANNUAL REPORTS
The Bylaws and Resolution #67-20 call for the SSTOC to provide an annual written report to the City Council. The report is required to include information from the Annual Audit regarding expenditures from the 2020 Add-on Supplemental Sales Tax (Measure R), as well as remaining revenues from the 2012 one-half-cent Supplemental Tax (Measure L) and the 2014 and 2016 General Obligation Bonds. The report is also required to summarize the achievements and plans of the Commission.

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Packet Pg. 123 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 6 II. Overview of Measure R (2020)
In 2012, the voters in the City of Orinda approved Measure L, a one-half cent add on sales tax that would last for 10 years, expiring in 2022. The priority focus for the expenditures was the improvement of the public roads and drains.

In November 2020, the voters approved Measure R, a general add-on sales tax that would replace Measure L, increasing the add-on sales tax from one-half cent to one cent; and would provide for its collection for 20 years. The collection of the Measure R tax started April 1, 2021.

When Measure R was drafted, the City Council identified several key needs related to critical protection and safety of the public and private properties. Priorities for the expenditure of Measure R funds included:
• Wildfire Fuel Reduction / Vegetation Management
• Disaster / Emergency Preparedness
• Storm Drain Improvements to protect against flooding and road collapse • Continued maintenance of public roadways, to protect the investments made in the last 10 years, which included over $50 million directly funded by voter approved tax dollars.

Measure R Funds were proposed to be used for a combination of both Operating Budget Programs and Capital Improvement Projects.

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Packet Pg. 124 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 7 III. WILDFIRE RISK REDUCTION AND EMERGENCY PREPAREDNESS Recommendations and Accomplishments
As this report was being written, several catastrophic wildfires were burning in Southern California due, in part, to very high winds and exceptionally dry weather in the region this fall and winter. We watched thousands of structures burn and saw traffic jams as people tried to evacuate. While the Bay Area has experienced a more typical rainfall pattern so far this fall and winter, there can be no question that our wildfire risk will become very high again later this year, due to the dry weather patterns and winds we often see in the late summer and early fall.

The experience of the Southern California fires should be a wake-up call to this community.

While there have been significant and visible reductions in wildfire fuels, as well as additional steps to better prepare for evacuations and other emergency actions, there is still so much more for the City, MOFD, and the residents of Orinda to do.

To that end, the City and the Moraga Orinda Fire Department (MOFD) have redoubled efforts to inform residents and businesses about the issues and what we all need to be doing, as discussed below. However, property-owner progress has been slow, and we don’t really know why more Orinda property owners are not making needed changes more quickly. We need to find ways to make significant improvements in this area.

RECOMMENDATIONS PRESENTED TO THE CITY COUNCIL
To support the City’s efforts to reduce the wildfire threat in Orinda, the SSTOC developed a set of recommendations that was submitted to the City Council September 21, 2021, with updates submitted in July 2023. This will always be a “work in progress.” The paragraphs below list the Commission’s 2023 recommendations and summarize City accomplishments in the past year against those recommendations.

SHORT-TERM RECOMMENDATIONS

1. Provide roadside fuel reduction and vegetation assistance, particularly along evacuation routes.
• Create a lay person’s guide to MOFD fire code which included examples of both text and graphic/pictorial elements.
• Investigate appropriate street markings and evacuation route striping.

H.1.a
Packet Pg. 125 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 8 • Explore possibility of engaging community groups (like the PTA, Rotary, girl/boy scouts, Garden Club, etc.) to help support or organize volunteer opportunities. • Ensure that homeowners have direct access to funds through incentive programming or other means.

Accomplishments:

Fire Fuels Reduction Incentive Pilot Program (Incentive Program) The City established a pilot incentive program in October 2022, initially limited to a matching grant of up to $599 for 50% of qualifying expenses to encourage removal of hazardous vegetation. At the City Council’s April 16, 2024 meeting, the SSTOC recommended increasing the match to at least $1,000, and perhaps as much as $2,500, to increase participation. The Council approved increasing the matching grant to $1,000. Participation has increased, but it is still below expectations.

Status of the program as of late October 2024:
• 149 Applications Approved: Total = $87,877
o 11 Pending applications
 Average reimbursement = $590
o 5 Denied
• Reported residential expenses = $375,020
 Average of $2,517 per resident
The Incentive Program was regularly advertised via the City’s outreach channels, such as weekly in the Orinda Outlook email, bi-annual Orinda Way, social media posts, videos, flyers, four ads in The Orinda News and in a wildfire prevention trifold directly mailed to every household address in Orinda. The Incentive Program was part of outreach efforts further described in Recommendation Item #3 below.

Orinda Fire-Savvy Plant Guide
The "Plants for a ‘Fire-Savvy’ Landscape" guide has been developed to assist Orinda’s households with alternative or replacement plantings that reduce wildfire risk in the community, particularly as worse fuels are removed. The guide is available on the City of Orinda website and in local public venues, including the Orinda Community Center H.1.a
Packet Pg. 126 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 9 and Library. Printed copies were also
made available through the Contra Costa
County Library System for residents
without internet access or those who
simply prefer to view a physical copy.

The City plans regular updates through
the City website and will incorporate
resident feedback, regulatory changes,
and emerging information. This guide
also has a section on Zone 0.

2. Continue to clear City property to comply with MOFD Fire Code, and budget and plan for annual clearance using best management practices.
• Identify spots to serve as examples with signage to help people understand what is being presented. For example, placing signs where a property has been abated that advertise both the finished look as well as the free chipper program.

Accomplishments:

Due to late-season rains, Orinda City staff requested a one-month extension from MOFD to complete wildfire mitigation work on all City-owned properties by July 30, 2024. The City successfully met its obligations.

One area of multijurisdictional responsibility remained a concern for neighboring residents. The section along St. Stephen's Trail and the traffic islands near the intersection of Tahos Road and Wanda Lane were over-grown with potentially hazardous vegetation. To address this, Orinda Public Works and other City staff collaborated with CalTrans and Central Sanitation to mitigate excess fire fuels near the trail and Highway 24.

3. Create a framework for how to conduct community education and motivational programs regarding wildfire risk reduction, home hardening and emergency preparedness.
• This would include metrics where possible and strategic directives.

Accomplishments:

Emergency Warning System Participation
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Packet Pg. 127 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 10 Early evacuation is key to saving lives in the event of a wildfire. The City uses Nixle as the primary Emergency Warning System, The Nixle alert system is operated by Everbridge and managed by the City. Should the event escalate, the Contra Costa County Community Warning System (CWS) would be enacted.

As part of an effort to assure that early warnings are available to all Orinda households and businesses, City staff, the Orinda Police Department, and MOFD all work to inform Orinda households about Nixle and CWS. Participation in the two systems is high. As of December 2024, there are nearly 18,000 separate Nixle text-message accounts, nearly 9,000 separate Nixle e-mail accounts, and over 14,000 separate CWS accounts registered in Orinda.

Fourth of July Parade Chipper Truck and Information Table City staff participated in the Orinda Fourth of July Parade by driving the Orinda chipper truck and organizing a wildfire safety information booth, which was also staffed by volunteers from the Moraga-Orinda Firewise Network.

Wildfire Prevention and Safety Fair Outreach and Promotion City staff hosted information booths at the Orinda Farmers’ Market, posted flyers in public locations, hung banners over the BART overpass, and posted advertisements in local newspapers. In addition, regular social media posts were made to generate as much interest as possible for the event.

On June 1, 2024, the Second Wildfire Prevention and Safety Fair included more than 30 organizations, workshops, and a mini lecture series. Orinda Firewise neighborhoods used the event as their reportable education and outreach. Local Firewise communities and residents made up the bulk of participants. Interest in the fair increased following wildfire preparedness outreach at Farmers’ Markets and media coverage from KRON during the Orinda-California Department of Insurance (CDI) town hall, May 29, 2024.

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Packet Pg. 128 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 11 Orinda Wildfire Safety and Prevention Festival 2023
The Orinda Way Biannual Newsletter
In addition to the weekly email newsletter, The Orinda Outlook, the City produces The Orinda Way to communicate recent updates and to provide guidance or clarification on issues affecting the community. Topics covered include the National Fire Danger Rating System (“Today’s Fire Danger”) signs in front of most fire stations and various intersections, emergency evacuation best practices, and an overview of the implementation of Measure R. Recent updates and articles have also focused on Plan Orinda, Red Flag Day parking restrictions, insurance, and housing concerns.

Trifold Updates
The City updated the City of Orinda Wildfire Prevention and Emergency Preparedness Resources pamphlet. Key changes were to identify the Fire Fuel Mitigation Incentive Program’s new $1,000 matching grant for Orinda residents (up from $599), along with the ability to apply annually. Additionally, references to the Orinda Firewise Council (OFC) were updated to reflect the new Fire Safe Moraga-Orinda and the Moraga-Orinda Firewise Network. All QR codes and referenced websites were checked for accuracy as of the reprinting in the early spring of 2024.

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Packet Pg. 129 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 12 Farmers’ Market Booth and Other Public Engagements
City staff continued to host an information booth monthly at the Orinda Farmers’ Markets and other public events – MOFD’s Open House, Maker’s Market Pop-up in Theatre Square, Parks and Rec’s “Trunk & Treat” – focusing on promoting the Incentive Program, the chipper program and providing general public-safety education. These interactions increased resident engagement and interest in wildfire prevention resources.

National-Night-Out
The Orinda Police Department hosted an event at City Hall on August 1, 2023, to boost support for community watch programs. City staff and volunteer Sue Anacker of Orindawoods staffed a table promoting NFPA FirewiseUSA® and Measure R programs.

This event was repeated on August 6, 2024.

Measure R At-A-Glance Monthly Report
The At-A-Glance report card was developed to provide the SSTOC and Orinda residents with a concise and accessible summary of efforts funded through Measure R. The report, first presented in August 2023 and updated each month, focuses on visualized and contextualized metrics, updates on actions taken by other agencies, and highlights key dates of importance.

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Packet Pg. 130 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 13 4. Implement programs of the Orinda Safety Element to publicize evacuation resources and publicize roles and responsibilities during an evacuation. • Expand awareness of evacuation procedures and public outreach to support knowledge of plans.

Accomplishments:

Miner Road Contra Flow
City staff activated the Miner Road contra flow system, as well as the Orinda Emergency Operations Center (EOC) on December 2, 2023. “Contra flow” systems turn two-way roads into one-way evacuation routes under direction of Orinda Police. The activation tested City procedures and allowed Orinda Public Works to deploy barriers and signage to help facilitate traffic pattern adjustments during emergencies. Orinda Police assisted with traffic directions for the exercise.

Updated Orinda Fire Evacuation Guide and General Information pamphlets were produced in late 2024 to call attention to the contra flow system and mark its location on the map.

Red Flag Parking Restriction Notifications
The City continues to evaluate proactive evacuation measures, including expanding the streets impacted by the limit of street parking on Red Flag Days (days when wind and humidity levels enable extreme wildfire behavior). This project includes restrictions on H.1.a
Packet Pg. 131 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 14 stopping and parking during Red Flag Warning Days along portions of evacuation routes within Very High Fire Hazard Severity Zones in Orinda. This project expanded the program to include the following street segments in the greater North Orinda area:
• Monte Vista Road from Camino Pablo to Monte Vista Ridge Road • Claremont Ave from Camino Pablo to the second western Holly Lane intersection
• Manzanita Drive from Camino Pablo to Bobolink Road
• The entire length of Vista Del Mar
• Miner Road from Camino Pablo to Ranch Road
• The eastern portion of Camino Don Miguel from Miner Road to Vista del Mar • The western leg of Sleepy Hollow Lane from Lombardy Lane to the Normandy Lane and Washington Lane intersection
• Lombardy Lane from Miner Road to Tarry Lane
• Dalewood Drive from Lombardy Lane to Sundown Terrace
• Honey Hill Road from Miner Road to Charles Hill Road
• Charles Hill Road from Honey Hill Road to El Nido Ranch Road • Sundown Terrace from Happy Valley Road to Silver Oak Terrace Orinda and parts of the Bay Area were under Red Flag Warnings four times during the summer and fall of 2024. Fortunately, the wet weather of late 2023 and early 2024 meant a reduced threat of severe fire behavior. Residents in these areas received a notification postcard about Red Flag parking restrictions, and warnings were issued for initial infractions on Red Flag Warning days.

Evacuation Guide Updates
As referenced under the Contra Flow update, the Orinda Fire Evacuation Guide was updated in 2024. The changes reflected the new areas of northern Orinda that are subject to Red Flag parking restrictions, as well as identified the area of Miner Road that can be activated for the contra flow travel pattern. The pamphlets were distributed to each household as an insert in The Orinda News.

Safety Element Adopted
In January 2023, the Orinda City Council adopted the final version of a climate change vulnerability assessment report in conformance with State of California requirements to assess and address the City’s climate change vulnerability, adaptive capacity, and resilience as part of the General Plan Safety Element Update.

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Packet Pg. 132 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 15 5. Continue to publicize the existing chipper program and promote Chipping Days in each of the five gridded zones. Continue to explore and evaluate innovative, new ways to increase chipper usage, collaborating with the Orinda Firewise Council2 and other organizations and agencies.

Accomplishments:

The chipper program continued to be well utilized during the fiscal year. City staff acquired license to use the Fire Aside software system in August 2023. The system allows scheduling, collecting and reporting of chipper visits, debris photos, and vegetation removal data, which is reported monthly to the SSTOC. Chipper demand jumped dramatically during summer and fall 2023. This was primarily due to the June 1st hazard abatement deadline and subsequent inspections as well as the juniper/bamboo removal requirement by December 31, 2023. The City added additional resources and capacity where required. Staff collaborated with MOFD to use their chipper for the additional demand during summer 2023.

Overall, interest in the City chipper service has grown and the service response has been overwhelmingly positive with a 4.8 average rating out of 5 and 340 survey responses.

Outreach has been through social media, print, and email publications of Orinda Outlook, and tabling at the Orinda Farmers’ Market and flyers.

6. Continue to explore alternate funding to incentivize residents to achieve fuel reduction, home hardening, and emergency preparedness.

Accomplishments:

Fire Safe Council Collaboration and Grant Programs
The City of Orinda supported Fire Safe Moraga-Orinda (FSMO) in preparing proposals over six months for three grants: USDA Forest Service Community Wildfire Defense Grant program (not awarded), the CAL FIRE Wildfire Prevention Grant program (not awarded), and California Fire Safe Council (CFSC) grant program, which resulted in the award of a $100,000 grant on July 16, 2024. In addition, City staff maintained awareness of local initiatives by participating in other regional groups like Diablo Fire Safe, Western Contra Costa Fire Safe Council, and the Fire Adapted Communities Learning Network.
2 The Orinda Firewise Council was recently expanded and rebranded as the Moraga-Orinda Firewise Network.

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Packet Pg. 133 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 16 On July 11, 2024, City staff met with Holly Million from Diablo Fire Safe Council who was looking for ways to share information in the future. This group is currently in the early stages of updating the Regional Priority Plans and Community Wildfire Protection Plans for Alameda and Contra Costa counties.

7. Investigate efficient modalities for education and engagement. • For example: promote monthly webinars and events on key topics, including home insurance, home hardening, landscaping. Reach out to local partners to create community synergy and avoid duplicating existing products.

Accomplishments:

Insurance Commissioner and Fire Code Compliance
Insurance Commissioner Ricardo Lara praised MOFD, as well as the City of Orinda and Town of Moraga, for their proactive fire safety ordinances during a visit on May 31, 2023. He also highlighted Firewise and City-led outreach efforts in conjunction with those from MOFD.

More recently, Deputy Commissioner Julia Juarez of the California Department of Insurance presented on plans to address the insurance crisis affecting Orinda. She was joined by Orinda Mayor Gee and City Manager Biggs at the Orinda Library Auditorium on May 29, 2024, for a town hall-style forum.

8. At the completion of the Fire Fuels Reduction Incentive Pilot Program conduct an evaluation of successes and areas of improvement.

Accomplishments:

As was discussed under Short Term Recommendation #1, the Incentive Program is in process. While participation is less than had been expected, the number of grant applications increased significantly after the matching grant was increased to $1,000 and repeat applications (not more than once per year) were allowed.

MULTI-YEAR RECOMMENDATIONS (Through 2025)

1. The City should develop a matrix for success which includes periodic goals for residential compliance, a vegetation maintenance schedule and improved emergency preparedness.
• Create and document efforts and areas of improvement. • Define objectives and path to success.

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Packet Pg. 134 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 17 Accomplishments:

We have not yet developed a matrix for reporting overall progress on wildfire risk mitigation and emergency preparedness, however, the near-term and long-term goals developed by the SSTOC and City staff are a working document that serve in the meantime. These goals are continually refined as SSTOC and City staff continue to learn from and collaborate with other agencies. When the Pacific Vegetation Map3 is completed for our area, this may become a core tool for assessing progress in wildfire fuels reductions.

2. Provide technical and logistical support to the Orinda Firewise Council in their aim to increase the number of Firewise Neighborhoods.
• Create and document efforts and areas of improvement. Identify areas that are outside of current Firewise neighborhoods but geographically ideal for a Firewise neighborhood due to topography and community make-up.
• Support efforts of OFC to make neighbors aware of the location of existing Firewise Neighborhoods.
• Publicize and promote current legislation and legislative proposals that encourage participation in Firewise or fire adapted community programs.

Accomplishments:

The City’s annual safety fairs provide a place for Firewise and others to engage Orinda citizens. Staff promote Firewise frequently in Orinda Outlook articles and through discussions and handouts at the City information booths at the Fourth of July parade, National Night Out, and Farmers’ Markets. City staff routinely collaborates with Firewise regarding meetings, information and the chipper service.

3. Encourage property owners to have Wildfire Readiness Evaluations through MOFD’s Fire Adapted Communities Ambassadors program and/or other programs as they are developed.

Accomplishments:

Staff promoted the Fire Adapted Communities Ambassadors program at the City annual safety fairs, frequent Orinda Outlook articles and through discussions and handouts at the City information booths at the Fourth of July parade, National Night Out, and Farmers’ Markets.
3 Presently in development by Pacific Veg Map with funding from CalFire H.1.a
Packet Pg. 135 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 18 4. Evaluate chipper usage and adapt the program to better meet the needs and opportunities available in the Orinda community. Partner and collaborate with Orinda Firewise Council and MOFD to make the chipper program more efficient. • Let homeowners know that help is available before inspections, including the Incentive Program and the chipper program.

Accomplishments:

Staff collaborated with the Orinda Firewise Council and MOFD to make the chipper program more efficient, and reports chipper usage monthly, through the Measure R AtA-Glance report. The charts below show chipper usage through October 2024. Staff introduced and helped FSMO adopt the chipper program into their workflow.

5. Enhance relations with agencies with overlapping interests, such as EBMUD, PG&E, East Bay Regional Parks, and Caltrans.

Accomplishments:

Contra Costa County Local Hazard Mitigation Plan
Orinda participated as one of the municipalities and agencies in the collaborative update of the Contra Costa Local Hazard Mitigation Plan. In addition to providing the lead agency, the Contra Costa County Sheriff’s Office of Emergency Services, with detailed information about Orinda’s hazards, vulnerable populations, and potential mitigating actions, City staff also organized outreach efforts within Orinda to encourage resident participation in the comment period for the plan update, which concluded on May 1, 2024. The plan recently was approved by the Federal Emergency Management Agency H.1.a
Packet Pg. 136 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 19 (FEMA) and the California Office of Emergency Services (CalOES) and will be brought back for adoption at an upcoming City Council meeting.

Collaborations and Trainings
Staff continued to participate with local working groups developed by the Diablo Firesafe Council and Fire Adapted Communities Learning Network, West Contra Costa Firesafe, Contra Costa Resource Conservation District, as well as other local initiatives.

For example, City staff participated in the East Bay Regional Park District’s carbonator device demonstration and tour on April 25, 2024, which showcased biochar production – the result of heating organic material to high temperatures in a low oxygen environment – for sustainable wildfire fuel reduction, and carbon sequestration.

Additionally, City staff attended training through Bay Area Training and Exercise Program (BATEP) on May 30, 2024, focusing on Joint Information System (JIS) tools and other platforms for regional emergency coordination.

Lamorinda Evacuation Planning
A Lamorinda Virtual Evacuation Drill took place on Saturday, September 30, 2023, assuming a fire starting near the Lafayette Reservoir and expanding into Orinda and Moraga. The 500 citizen surveys provided valuable insights as to where improvements in the ZoneHaven/Genasys system can be made. MOFD staff highlighted positive outcomes, particularly in the law enforcement and fire collaboration at the debrief discussion.

What initially began as an informal discussion among the City Managers from Lafayette, Orinda and Moraga to develop a synchronized traffic light system has been adopted by the Contra Costa Transportation Authority (CCTA) as a county-wide initiative. CCTA has indicated it is planning to use the Lamorinda area as a case study to assess the efficacy of the project. This initiative is supported by $1.5 million in state funding allocated to CCTA.

The Great ShakeOut Emergency Operations Drill
On October 19, 2023, the City used the Lamorinda Great ShakeOut drill to test emergency communications systems. Orinda City staff also set up the Emergency Operations Center (EOC) at City Hall. Partners for this exercise were MOFD, Town of Moraga, City of Orinda, Orinda Unified School District, Moraga School District, Miramonte High School, Lamorinda Area Radio Interest Group, and Lamorinda Community Emergency Response Team (CERT). This annual exercise marked the 35th anniversary of the deadly 1989 Loma Prieta earthquake.

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Packet Pg. 137 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 20 While outside of the nominal reporting period for this report, on October 17, 2024, volunteers from Lamorinda CERT, MOFD Communications Support, and the Lamorinda Area Radio Interest Group participated in the Great ShakeOut drill. The groups set up a radio communication intake network, or ‘radio-net,’ in Orinda’s Sarge Littlehale Community Room. The event was jointly coordinated by City of Orinda and MOFD volunteers and staff. Radio operators practiced emergency communication skills, while MOFD and City leadership observed the event or made appearances to witness the activities

6. Educate landscapers, nurseries, and garden centers regarding Orinda regulations, standards, and best practices.
• An example might be a vendor symposium.
• Establish goals by end of fiscal year 2022-23 and begin outreach at start of fiscal year 2023-24.

Accomplishments:

Orinda “Fire-Savvy” Plant Guide
As was described in the discussion under Short Term Recommendation #1, a guide called "Plants for a ‘Fire-Savvy’ Landscape" has been developed and is available for Orinda residents. Regular updates are ongoing through the City website and will incorporate resident feedback, regulatory changes, and emerging information. Staff delivered hard copies of the Plant Guide to three local nurseries and garden centers.

7. Continue to update City Ordinances to reflect MOFD’s continuing efforts to strengthen the Fire Code and Building Code.

Accomplishments:

In January 2023, the City Council adopted the 2022 California Building Code, parts of which include fire-resistant construction requirements for new, altered or additions-to buildings (Ordinance 23-01).

In March 2023, the City Council adopted Ordinance 23-03, which covers MOFD’s amendments and modifications to the California Fire Code, affecting properties and structures in Orinda. The Codes describe significant changes to fire-resistant construction for buildings in Wildland-Urban Interface (WUI) and Very High Fire Severity Zone areas.

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Packet Pg. 138 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 21 MOFD is currently considering updates to their ordinances, with considerable attention to the areas within 5 feet of structures, often referred to as “Zone Zero.” The Council is actively engaged in this process and can be expected to update the City’s codes as needed.

8. Build a framework for partnering with groups and organizations that have strong community ties with particular focus on schools, which are the best vehicles for reaching the young family demographic. This demographic is the most challenging and requires special attention.
• Dovetail outreach with the curricula; reach out to school clubs, etc. • Set objectives for school outreach in partnership through the 2 x 2 and including school board members.

Accomplishments:

On October 26, 2023, City staff held an information Table with the Miramonte Student Environmental Club during the lunch period there where the topic was wildfire preparedness.

On March 16, 2024, Girl Scout Troop 30264 participated in a volunteer fire fuel removal project - invasive "broom" shrubs - at a City owned parcel on Camino Pablo, Village Grove Park. Additionally, Girl Scout Troop 30264 were present and perhaps the most popular booth at the 2nd Annual Wildfire Prevention and Safety Fair on June 1, 2024.

9. Identify and recommend new technologies and tools for vegetation mapping.

Accomplishments:

Orinda City staff have continually monitored the landscape for new tools and technologies.

One item of note is nearing completion is the East Bay Regional Park District’s Alameda/Contra Costa Fine-scale Vegetation Mapping project, part of the larger Pacific Veg Map from Tukman Geospatial. Using satellite and LiDAR images along with machine learning, the contractor, Tukman Geospatial, can thoroughly inventory local vegetation and its volume. This data is integrated into a variety of GIS layers for applications such as predictive fire mapping, risk assessments, and planning in the two counties.

Preliminary maps have been available for the past year, and Orinda City staff have participated in reviewing the data for accuracy and providing feedback as appropriate.

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Packet Pg. 139 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 22 Organizations and tools of interest to the community were invited to showcase their work at the First and Second Annual Orinda Wildfire Safety and Prevention Fairs, held on April 22, 2023 and June 1, 2024. Software supporting evacuation and wildfire detection from companies like ZoneHaven/Genasys4, Ladris Ai, and Fire Scout were presented alongside manufacturers of specialty materials for wildfire hardening like Vulcan Vents and Brand Guard. These manufacturers demonstrated their innovative products like vents with intumescent mesh inside that expands and seals shut when exposed to flames.
4 Genasys (formerly ZoneHaven) is the evacuation notification system feeding the CWS system Contra Costa County uses. https://genasys.com/
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Packet Pg. 140 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 23 IV. ROAD REPAIRS AND MAINTENANCE
Recommendations and Accomplishments
A. RECOMMENDATIONS REGARDING ROAD REPAIRS AND MAINTENANCE The City of Orinda has approximately 93 miles of paved, publicly maintained roads. In the 2019 Road and Drainage Repairs Plan, the former Citizens Infrastructure Oversight Commission (CIOC) recommended the following road maintenance objective:

Complete the repair of the public roads, then maintain these recentlyrepaired roads at the level we have achieved, using recommendations from the StreetSaver program as a guide, to minimize the long-term cost of maintenance.

The CIOC recommended that this objective would be realized by:

1. Using existing funding to complete the repair of the public residential roads by the end of calendar year 2021.
• NOTE: All public residential roads were repaired by the end of 2022.

2. Using existing funding to complete the repair of the public arterials and collectors by the end of calendar year 2023.
• NOTE: All public arterials and collectors were repaired by the end of 2023.

3. By 2023, extending the current one-half cent add-on sales tax or developing an alternative source of funding yielding the same continuing revenue. • NOTE: This was accomplished through the passage of Measure R in 2020.

4. Every four years, evaluating whether growth in existing revenue sources is adequate to achieve our objective, and if not, developing additional funding sources to fill the gap. • NOTE: This will continue to be an ongoing goal. In the reporting year, Measure R paid for about $1.1 M for the pavement repairs. The remaining $2.9 M of the year’s pavement repairs were funded by other sources. See Section VI, particularly Table VI-4, and Appendix B for a discussion of current and projected pavement-maintenance funding from the various sources. In addition, Staff continues to investigate grants and other funding sources to supplement current funding sources.

5. Since funding needs are unlikely to be constant from year to year, the City should set H.1.a
Packet Pg. 141 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 24 aside in reserves any funding available in any given year but not required to meet current requirements.
• NOTE: This is an ongoing part of the City’s overall financial management plan and CIP process. At the end of the reporting year, Measure R had a Fund Balance of over $6.3M. See Section VI, particularly Table VI-3, for more information on projected Measure R reserves, and Appendix B for additional information on projected funding from other sources.

6. Continuing the Pavement Management approach described in Attachment 8 of the 2019 Road and Drainage Repairs Plan, including regular pavement condition assessments, the use of the StreetSaver program to guide City staff in the selection of treatment schedules for the City’s public streets, considering such factors as how groupings of segments can minimize overall cost and minimize impacts to the citizens using the roads.
• NOTE: See Appendix B for a discussion of the pavement repair and maintenance planning process.

Currently, Orinda’s roads are among the best in the Bay Area, with a system Pavement Condition Index (PCI) of 84. In keeping with the City’s responsibility to safeguard public funds, the aim of maintaining public roads at their current level is a part of sound fiscal management. Maintaining roads with system PCI in the range of 84 to 87 has been shown to be the most cost-effective strategy in the long term. See Appendix B for further discussions of the City's Pavement Management Program.

In briefings to the City Council in November 2023 and to the SSTOC in December 2023, City staff began a discussion of needed updates to objectives/plans regarding road and storm drain maintenance due to foreseeable changes in available funds, new governmental requirements, including new "green infrastructure" mandates from the State, etc.

New State requirements are expected to result in significant increases in the cost of upcoming pavement maintenance/repair projects. For the near term, Staff assumes a 30 percent increase in costs for most pavement projects in future fiscal years. Discussions regarding green infrastructure impacts to paving projects are expected to continue in the upcoming year.

See Appendix B for further details about maintenance/repair plans for our public roads, including a discussion of the Green Infrastructure topic.

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Packet Pg. 142 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 25 B. ACCOMPLISHMENTS
According to the 2021 Report Card for America’s Infrastructure5, compiled by the American Society of Civil Engineers, California has the 49th worst roads in the country. Orinda was not alone in facing the massive challenge of rehabilitating degraded roads and infrastructure.

However, with the support of its residents, the City was able to raise the funding to ensure that every public road is in good condition.

In the first years since incorporation in 1985, the City was only able to repair and maintain the most heavily-travelled roads (arterials, collectors, and school routes). By 2004, most of the City’s Residential roads had deteriorated badly, and the City began a concerted effort to address the problem.

Real progress on improving the residential roads began after voters approved a half-cent sales tax in November 2012 (Measure L). In 2014, voters approved a $20 million general-obligation bond (Measure J), to provide additional funds for repairs of residential roads and storm drains.

Another funding increment was provided by the passage of the 2016 $25 million generalobligation bond (Measure L – 2016).

As of June 30, 2024, more than $60 million of voter-approved funds have been expended to improve Orinda's publicly maintained roads since the approval of the 2012 Measure L.

Significant additional funds from the Gas Tax, Transportation Development Act, Contra Costa Transit Authority, as well as Road Maintenance Fees from our garbage service provider were also invested in this repair work.

As of December 2023, all of Orinda's publicly maintained roads had been repaired. This is a tremendous accomplishment! Our focus has now turned to annual maintenance projects to protect this large investment.

As a measure of success in the pavement repair effort, the Metropolitan Transportation Commission’s Pavement Condition Report for 2023 listed Orinda as one of only six Bay Area cities with roads meeting their highest category (“Very Good”), with an average Pavement Condition Index (PCI) in the range of 80-89. Orinda’s system-average PCI for 2023 was 84, which is a significant improvement from the system-average PCI of 46 (“Poor”) in 2006, before starting the roads program.

Extensive research has shown that preventive maintenance programs result in the lowest, longterm cost to the associated communities. Under a preventive maintenance program, relatively 5 2021 Report Card for America’s Infrastructure: www.infrastructurereportcard.org/state-item/california - - A new update is due in 2025.

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Packet Pg. 143 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 26 low-cost surface treatments are applied to each road while the surface is still in a relatively good condition. It has been clearly shown that the application of periodic surface treatments significantly delays damage to the deeper sections of the pavement. This, in turn, prolongs the time before significant breakdown of the pavement, when much more expensive treatments would be required, and significantly reduces long-term maintenance/repair costs for the roads.

As a "desirable side-effect," the overall condition of the City's roads is expected to be higher under this approach. Further information on plans regarding future pavement maintenance and repairs is discussed in Appendix B.

Table IV-1 and the chart of Figure IV-1 show the lengths of Orinda’s public roads that have been repaired from 2012 through 2024. The 2024 paving project construction was delayed due to bids coming in much higher than the project budget. Streets planned for the 2024 project will be paved in 2025 and have been added to Table IV-1 accordingly. A list of the streets planned for that project is shown in Table IV-2 below. Note that recent paving work has included maintenance work on roads that were repaired in the first few years of the repairs program. As a result, the total miles treated to date exceeds the total length of Orinda's public roads.

Table IV-1. Lengths of Orinda’s Public roads repaired/treated from 2012 through 2023 Year Residential Streets
Miles of Rehabilitation
Arterials and Collectors
Miles of rehabilitation
2012 0.66 1.77
2013 -- --
2014 0.94 3.86
2015 6.85 2.24
2016 8.50 0.73
2017 10.46 0.36
2018 13.74 1.34
2019 24.35 0.86
2020 1.99 4.45
2021 0.31 5.90
2022 0.57 5.03
2023 3.45 12.73
2024 0 0
2025* 12.05 2.18
Total Miles of Orinda Roads Treated 125.32
*Roads planned for in 2024 will be rehabilitated in 2025 Miles repaired: Subtotals 83.87 41.45
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Packet Pg. 144 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 27 Figure IV-1. Cumulative lengths of Orinda’s public roads repaired from 2012 through 2024 Note: The 2024 paving project construction was delayed to 2025 due to bids coming in much higher than project budget. Streets planned for the 2024 project are included in the graph.

Table IV-2: List of Streets included in the planned 2024 paving project (now scheduled for 2025)
Street Name From To Length (FT)
Abbot Court Moraga Via Cul-De-Sac 339
Alice Lane 165 Alice Lane Zander Drive 1,022
Alice Lane 165 Alice Lane Donald Drive 1,100
Alice Lane Goodfellow Drive Zandar Drive 387
Ardilla Road Camino Pablo North Lane 1800
Arroyo Drive Ivy Drive City Limit 432
Austin Court Muth Drive Cul-De-Sac 420
Avis Court Donald Drive Cul-De-Sac 166
Bates Blvd Tahos Road Muth Drive (N) 1,077
Bates Court (cul-desac)Muth Drive (likely Tahos Rd.) End 394 Broadview Terrace Overhill Rd Cul-De-Sac 900
Camino Del Diablo El Toyonal Chapparal Place 1790
Canon Drive El Toyonal End 3,650
Cedar Lane Donald Drive Cul-De-Sac 859
Coral Drive Ivy Drive Fiesta Circle 1,115
Corte Del Rey Ivy Drive Arroyo Drive 327
Courney Lane Donald Drive Cul-De-Sac 828
Crest View Drive Valley View Drive Crest View Court 1,901 H.1.a
Packet Pg. 145 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 28 Street Name From To Length (FT)
Crest View Drive Crest view Court Culvert Ct 1,394
Crest View Drive Culver Court Change of Pavement 2,305
Crest View Drive Change of Pavement Cul-De-Sac 914
Culver Ct Crest View Drive Cul-De-Sac 691
Davis Road Southwood Dr Bryant Way 1700
Descanso Drive Ivy Drive End 1,498
Donald Drive Hall Drive Cul-De-sac 2,587
Donald Drive Hall Drive Alice Lane 645
Donald Drive Alice Lane Private Street 1,140
Dove Court Donald Drive Cul-De-Sac 436
Duncan Court Donald Drive Cul-De-sac 107
El Toyonal 3000’ west of Vista Del Orinda End at Barricade 1,112 Evans Place Keith Drive Cul-De-Sac 322
Highland Ct Overhill Road Cul-De-Sac 420
Hillcrest Drive Overhill Road Martha Road 1,610
Hillcrest Drive Overhill Road End 1,820
Keith Drive Evans Place Donald Drive 537
Keith Drive Evans Place 460 Wly 460
Lavenida Ct Ivy Drive Cul-de-Sac 675
Loma Vista Road El Toyonal (E) El Toyonal (W) 2,946
Martha Road Hillcrest Drive Cul-De-Sac 1,645
Monte Vista Road Camino Pablo Private Street 2,700
Moraga Via Glorietta Blvd Virginia Drive 911
Moraga Via Virginia Drive Woodcrest Drive 601
Moraga Via Woodcrest Drive Rustic Way 695
Moraga Via Rustic Way Rheem Blvd 834
Muth Drive Bates Blvd Warford Terrace 2,367
Muth Drive Warford Terrace Wanda Lane 1,852
North Lane Camino Pablo Ardilla Road 830
Overhill Road Moraga Way Westwood Ct 1,186
Overhill Road Westwood Ct Highland Ct 1,775
Overhill Road Highland Ct Broadview Terrace 1,242
Overhill Road Broadview Tr Tara Road 1,066
Overhill Road Tara Road 241-Overhill Road 1,003
Overhill Road 241 Overhill Road Glorietta Blvd 1,175
Piedmont Ave Crescent Dr Claremont Ave 365
Rae Court Fiesta Circle Cul-De-Sac 115
Rae Drive Fiesta Circle Cul-De-Sac 292
Ramona Drive Ivy Drive Arroyo Drive 1,063
Rheem Blvd Moraga Via Glorietta Blvd 1,100
Rustic Way Moraga Via Cul-De-Sac 563
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Packet Pg. 146 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 29 Street Name From To Length (FT)
Rydal Court Eastwood Drive Cul-de-sac 143
Southwood Bates Blvd End 180
Southwood Ct Southwood Cul-De-Sac 360
Stanton Ave Claremont Cul-De-Sac 422
Stanton Ct. Stanton Ave Cul-De-Sac 535
Tahos Road Wanda Lane Bates Blvd 2,303
Virginia Drive Glorietta Blvd Moraga Via 766
Warford Terrace Muth Drive Bates Blvd 999
Warford Terrace Bates Blvd Cul-De-Sac 870
Woodland Road Moraga Way Valley View 1000
Zander Drive Zander Court Alice Lane 1,339
Zander Drive Rheem Blvd Zander Court 979
TOTAL MILES 14.3
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Packet Pg. 147 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 30 V. STORM-DRAIN REPAIRS AND MAINTENANCE
Recommendations and Accomplishments
A. RECOMMENDATIONS REGARDING STORM DRAIN REPAIRS AND MAINTENANCE Orinda’s storm drains, many of which are located under roads, are largely out of sight, and most residents are not aware of the extensive nature of the system. For the most part, our storm drains are only noticed when problems arise. A clear example is the January 2017 failure of a corrugated metal pipe culvert under Miner Road, which caused a sinkhole that resulted in the closure of a section of Miner Rd. for several months.

Beginning in 2013, the City initiated an assessment of storm-drain pipes. The results were entered into a detailed database to manage the storm drain facility records. This analysis allowed Staff to develop a prioritized list of storm drains needing repairs or maintenance, rough time frames for when repairs would be needed, and cost estimates for needed work.

Working with City staff, the CIOC developed the 2019 Storm Drain Repair Plan, which estimates that roughly $30 million would be needed to repair or replace public storm-drain pipes that are likely to fail over the subsequent 10 years. Of that $30 million, approximately $9.6 million was estimated to be needed over the near term (approximately three to five years), to perform selected CCTV inspections and to repair or replace the storm-drain pipes found to have the highest risk of failure (“Category A” Pipes). The remaining funds, approximately $20 Million over the next five years or so, would be needed for the remaining (“Category B” Pipes).

City staff continued to use the 2019 Storm Drain Repair Plan as a guide in preparing annual plans for storm drain repairs and maintenance. Following long-term City policy, Staff actively pursues alternate funding sources for storm drain work, as with all capital projects.

B. ACCOMPLISHMENTS ON STORM DRAINS
The majority of the public storm drain pipes are located under public roads, and many of the smaller pipes are being replaced as a part of ongoing paving projects. Table V-1 summarizes repairs of storm drain pipes that were performed as part of our paving projects since 2012.

The table includes those planned as part of the 2024 paving project. This project has been delayed into calendar year 2025, due to bids coming in much higher than project budget.

Table V-2 gives some details about the storm drains scheduled for the project.

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Packet Pg. 148 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 31 Table V-1: Storm drains repaired or replaced as part of the paving projects, 2012 through 20246
Year
Linear Feet
replaced or lined Total cost
2012 300 $91,464
2013
2014
2015 384 $133,644
2016 397 $200,096
2017 2,226 $672,364
2018 4,462 $1,768,008
2019 2,406 $1,065,400
2020 1,639 $560,000
2021 1,172 $810,115
2022 184 130,900
2023 767 $435,311
2024 0 $0
2025 505* $101,000
TOTAL 14,258 $5,837,402
*Storm drains under roads planned for repair in 2024 will be rehabilitated in 2025 Table V-2: Storm drain repairs scheduled to be within 2024 paving project (Projected to be complete in June-July 2025)
Pipe Size
Length in
Feet
Estimated
Cost
15” 475 $95,000
18” 30 $6,000
TOTALS 505 $101,000
Pipes that are larger diameter or deeper below the surface are addressed through the Capital Improvement Program (CIP). Table V-3 summarizes recent and near-term, large-scale storm drain projects. This list includes projects funded with revenue from sources other than or in addition to Measure R. The funding sources are indicated in the table. 6 The pipe replacement lengths and cost for 2024 are estimates, only. The 2024 paving project construction was delayed to 2025, due to bids coming in much higher than project budget. Storm drains under streets planned for the 2024 project are included in the table.

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Packet Pg. 149 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 32 Table V-3: Recent and current large-scale storm drain projects Project Scope of Work Cost Funding Source
Lavenida Culvert
Repair (CIP #4148)
Completed Oct. 2022
Construct reinforced concrete
invert in 120” diameter CMP and
construct concrete headwalls
$781,778
Primarily funded
through Drainage Impact
Fees (Fund #210) and
Measure L Sales Tax
(Fund #105)
Category A, Group 1
Storm Drain Repairs
(CIP #’s 3100 & 4167)
Completed in 2023
Internal lining of three CMP
pipes:

1. 60” CMP crossing Glorietta
Blvd. north of Rheem

2. 72” CMP crossing Coral Dr.
(just west of Ivy Dr.)

3. 72” x 110” CMP crossing
Moraga Way (north of Brookside
Rd.)
$525,049
Note:

Previous
estimate was
approx.
$690,000
Funded through ARPA
(Fund #256), and
Drainage Impact Fees
(Fund #210)
Category A, Group 2
Storm Drain Repairs
(CIP #’s 3101 & 3102)
Completed in 2024
Internal lining of five CMP pipes:

1. 96” CMP crossing Moraga
Way (at Orchard Rd.)

2. 60” CMP crossing Orchard Rd.
(just west of Great Oaks Cr.)
3 & 4. Twin 42”x72” CMP’s
crossing Ivy Dr. (just south of
Ramona Dr.)

5.96” CMP crossing El Camino
Moraga (just north of Dos
Encinas)
Approx
$720k
Note:

Previous
estimate was
approx.$2.6
Million
Funded through the
Drainage Impact Fees
(Fund #210) and Capital
Improvement Fund
(Fund #700)
San Pablo Creek Box
Culvert Repair (CIP
#4187)
Completed in 2024
Repair 1,300 LF concrete culvert
adjacent to Camino Pablo/Orinda
Way in Village District
Approx. $2.8
Million
Note:

Previous
estimate was
approx.$4.2
Million
Funded through
Measure R (Fund #106)
and Road/ Drainage
Stabilization (Fund #704)
North Lane SD
Rehabilitation (CIP
#5015)
Completed in 2024
Slip line 250 LF of 48” stormdrain pipe located adjacent to North Lane
$175,000
Funded through
Road/Drainage
Stabilization Fund (Fund
#704)
H.1.a
Packet Pg. 150 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 33 Project Scope of Work Cost Funding Source
Category A, Group 3
Storm Drain Repairs
(CIP #’s 3103, 3104,
3105)
Construction
anticipated in
FY 2025-26

1. 199 Canon Dri. 60” & 42”
CMP diameter pipe. GIS Pipe
#’s PL1765 & 1766. Conveys
South Fork of El Toyonal
Creek

2. 56” X 64” CMP arch pipe, GIS
pipe # PL-1775. Conveys
South Fork of El Toyonal
Creek

3. 60” diameter CMP pipe. GIS
pipe # PL-1074. Conveys
creek flowing into
Lauterwasser Creek

4. 48” diameter CMP pipe. GIS
pipe # PL-1089. Conveys
Dutra Creek.

5. 48” diameter CMP pipe. GIS
pipe # PL-1809. Conveys
creek flowing into
Lauterwasser Creek

6. 108” diameter CMP pipe. GIS
pipe # PL-437. Conveys San
Pablo Creek

7. 48” diameter CMP pipe. GIS
pipe # PL-751. Flows to a
Tributary of Morga Creek

8. 96” diameter CMP pipe. GIS
pipe # PL-867. Conveys a
Tributary of Moraga Creek
Approx. $3.8
Million
Funded through
Measure R (Fund #106)
Abbreviations: ARPA – American Rescue Plan Act; CIP – Capital Improvement Plan; CMP – Corrugated Metal Pipe; GIS – Geographic Information System It’s important to note that two of the capital improvement projects listed in Table V-3 are projected to be completed at final costs significantly below the original estimated costs: The Group 2 Storm Drain Repairs (CIP #’s 3101 & 3102), and the San Pablo Creek Box Culvert Repair (CIP #4187). In these two instances, Staff were able to negotiate alternative, more cost-effective construction approaches, which resulted in significant savings.

Preliminary estimates for capital improvement projects are often very conservative, due to a lot of unknowns before the project is investigated in detail. Additionally, in some cases, the contractor can implement advanced techniques that are less expensive than originally anticipated. And sometimes, a contractor may give a particularly attractive bid due to complex business situations.

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Packet Pg. 151 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 34 Figure V-1 shows photos of the Lavenida Culvert Repair project, completed in October, 2022.

Figure V-2 shows the San Pablo Creek Box Culvert Repair project, completed in 2024.

Figure V-1: "Before" and "After" photos of the Lavenida Culvert Repair project. The lower part of the pipe was replaced with a new steel-reinforced concrete section, and new headwalls were constructed at the upstream and downstream ends of the pipe.

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Packet Pg. 152 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 35 Figure V-2: Repairs of the San Pablo Creek Box Culvert, adjacent to Camino Pablo/Orinda Way in Village District
As can be seen in Table V-4, the City is making good progress toward meeting the five-year milestone of the 10-year plan to replace pipes which were identified as having the highest risk of failure by the end of 2024 ("Category A" pipes). Unfortunately, many of these larger pipes required a complex and time-consuming permitting process, and some of these pipes (“Group 3” projects, CIP #’s 3103, 3014, and 3015 described in Table V-3 above) were delayed somewhat beyond the end of 2024. Measure R funds will be critical to accomplishing these projects.

The City has recently begun work on Category B storm drain pipes, which are the next lower level of priority for repairs after the Category A pipes. Table V-5 is a list of the Category B pipes that have completed or are currently programmed.

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Packet Pg. 153 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 36 Table V-4: Category A Storm Drain Projects - Overview CIP project
Number
Project
cost/budget
Construction
year
Status as of
12/12/2022
Measure R
funding
4150 $50,000 2020-2021 complete
4094 $140,000 2025 in contract
4162 $205,000 2019-2020 complete
4167 $295,000 2023 complete
3100 $230,000 2023 complete
3101 $355,000 2023-2024 complete
3102 $365,000 2023-2024 complete
3103 $1,600,000 2025-2026 In Design Phase $1,600,000
3104 $1,100,000 2025-2026 In Design Phase $1,100,000
3105 $1,100,000 2025-2026 In Design Phase $1,100,000
Subtotal $5,440,000 $3,800,000
Contingency,
15% $816,000
TOTAL
(Rounded) $6,256,000
Table V-5 Category B Storm Drain Pipes
CIP Project
Number
Project Description Construction
Year
Project
Budget
Actual Cost
to Date
Measure R
Funding
5012 Glorietta 36" 2023-24 $145,000 $136,000
5015 North Ln. 48" 2024 $175,000 $175,000
5007
2023 Annual Cat B SD
Repair 2024-25 $350,000 $153,000
5008
2024 Annual Cat B SD
Repair 2025-26 $350,000 $350,000
5009
2025 Annual Cat B SD
Repair 2025-26 $350,000 $350,000
5010
2026 Annual Cat B SD
Repair 2026-27 $350,000 $350,000
5011
2027 Annual Cat B SD
Repair 2027-28 $350,000 $350,000
Subtotals $2,070,000 $136,000 $1,400,000
Note: See Appendix C for additional information regarding drain-pipe maintenance and repairs.

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Packet Pg. 154 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 37 VI. Financial Summary
The SSTOC Bylaws (Resolution #67-20) indicate the role of the Commission is to make recommendations and provide advice to the City Council and City staff, regarding the planned expenditures from 2020 Measure R for priority programs, services, and projects; and to review, monitor, and report on the expenditures incurred.

The Bylaws also state the Commission may be assigned oversight responsibilities for other voter-approved taxes. This includes any remaining revenues from the 2012 Measure L one-half cent sales tax, which was replaced by the Measure R one-cent sales tax, and the 2014 and 2016 General Obligation Bonds. As is discussed below, the remaining balance from the 2012 Measure L was expended in the 2023-2024 Fiscal Year. All funds from the 2014 and 2016 General Obligation Bonds had been expended prior to the start of the reporting year.

A. Annual Audit
The City obtains an independent annual audit of its financial statements and completes an Annual Comprehensive Financial Report (ACFR). The City selected Badawi and Associates as its independent auditors. For the fiscal year ending June 30, 2024, and Associates has issued a “clean” opinion. This states that based on their independent review and testing, the financial statements are fairly presented in all material respects. The ACFR was issued on December 19, 2024, and submitted to the City Council at a public meeting on January 21, 2025.

B. Revenue and Expenses
Below is a summary of notable changes between plans described the 2022-2023 Annual Report and those described in this 2023-2024 Report. Most of the changes meant significant savings for the City in general, and for Measure R in particular.
• The cost for the 2023 Annual Paving Project decreased from the planned $1.3M to $1.129M.
o NOTE: This project was originally reported as part of the 2022 Paving Project. • The cost for the FY 2023-2024 part of the Red Flag Day Parking Signs project decreased from the planned $295,000 to $164,146.
• The San Pablo Creek Culvert Repair project was originally projected to cost about $3.9M over three years. However, the project was completed in the 2023-2024 fiscal year, for a total of about $1.75M
Fund 105 Measure L (2012) – Add-On Sales Tax (One Half Cent) Measure L was a General Fund Add-on Sales Tax (additional one-half cent or 0.5 percent), which was approved by more than 50 percent of the voters at an election November 6, 2012. The tax H.1.a
Packet Pg. 155 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 38 was a general tax. As originally approved by the voters, it was scheduled to terminate after 10 years. The tax was first collected by the State in April 2013. In November 2020, the voters approved Measure R, which terminated the collection of Measure L funds as of March 31, 2021.

As of July 2023, the fund had a small remaining balance, all of which was expended as part of the Capital Improvement Program (CIP) for street-related projects in the 2023-2024 fiscal year.

Revenue and expenses for Measure L for the period from July 1, 2023 through June 30, 2024 are shown in Table VI-1 below. Due to the State’s emergency deferral option (a one-time response to the COVID-19 pandemic), approximately $11,000 in sales tax revenue was received during the reporting year, along with approximately $32,500 in interest. At the end of the reporting period (June 30, 2024), all remaining Measure L funds had been expended. As is shown in the table, Fund 105 (Measure L) expenditures supported two storm drain repair projects and one pavement maintenance project.

H.1.a
Packet Pg. 156 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 39 Table VI-1: Income and Expenditure Summary –
Measure L 2012 One-Half Cent Add-On Sales Tax
Fund 106 Measure R (2020)– Add-On Sales Tax (1 Cent)
Measure R is a General Fund Add-on Sales Tax (an additional one cent or 1.0 percent), which was approved by more than 50 percent of the voters at an election November 3, 2020. The tax is a General Tax. It is scheduled to terminate after 20 years. The approval of this tax replaced the Measure L (2012) tax. The Measure R tax was first collected on April 1, 2021.

H.1.a
Packet Pg. 157 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 40 Revenue and expenses for Measure R for the period from July 1, 2023, through June 30, 2024 are summarized in Table VI-2 below. Total revenue was slightly higher than the prior fiscal year, with a total revenue of $3,871,289, including interest revenue of $116,288. Measure R expenditures for the reporting year totaled $2,182,257, down from $2,567,277 the prior fiscal year. The reduction in expenditures is due mostly to a lower cost for the Annual Paving Project in this reporting year.

A total of $1,046,672 of Measure R funds spent in 2023-2024 (48 percent of the total expenditures) was for staffing to support education, outreach, and direct action regarding wildfire risk reduction and emergency preparedness, including the maintenance of City-owned property to bring most of the parcels into compliance with the fire code. Note the City’s Fire Fuels Reduction Incentive Program, which offers reimbursement for fuel reduction work on privately-owned property, accounts for $56,945 of the Staff/Consultant Support entry in table VI-2. Also note that the 2023 Annual Pavement Rehabilitation project (CIP Project 4171), at $1,129,000, represents by far the bulk of the Public Works CIP entry in the table.

Total revenue for the fiscal year exceeded total expenditures by $1,689,232. As a result, the unexpended balance, as of June 30, 2024, was $6,332,326, up considerably from $4,643,294 the prior fiscal year. Note that Sales Tax processing and remittance from the State of California has a long lead time with revenue received each July and August being accrued to the previous fiscal year.

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Packet Pg. 158 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 41 Table VI-2: Income and Expenditure Summary - Measure R (Fund 106) 1 Cent Add-On Sales Tax
Projected Measure R Revenue and Expenditures
Table VI-3 below, taken from the Measure R Revenue and Expense report to the SSTOC November 13, 2024, summarizes current and projected Measure R revenue and expenditures through fiscal year 2027-2028. Numbers may differ somewhat from those in the 2023-2024 ACFR, dated Dec. 21, 2024. Note the data for 2024-2025 is an adopted budget. The data for H.1.a
Packet Pg. 159 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 42 Fiscal Years 2025-2026 through 2027-2028 are only projections, based on currently available information and are subject to change.

The plan for the coming 2024-2025 fiscal year calls for a significant increase in spending on storm drain repairs, including $2.46M for the San Pablo Creek Culvert Repair. This substantial expense should be compared to the estimate described in last year’s Annual Report for this project, which called for $3.61M over a three-year period.

The 2024-2025 Adopted Budget also includes $98,500 for the Brookwood Right of Way mitigation project, and $10,000 for the Red Flag Day no-parking signs. No Paving Project expenditures are planned from Measure R for this coming fiscal year.

Note that significant Measure R expenditures are also planned for storm drain repairs in the final three fiscal years of the report (2025-2026, 2026-2027, and 2027-2028), particularly in fiscal year 2025-2026. Also note that no Measure R funds are presently planned for road maintenance/repairs in the coming four years.

H.1.a
Packet Pg. 160 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 43 Table VI-3: Fiscal Year 2023-2024: Measure R Long-Term Financial Projections dated November 13, 2024. Note the numbers may differ somewhat from the ACFR.

H.1.a
Packet Pg. 161 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 44 Figure VI-1 is a bar graph of the Measure R fund balance listed in Table VI-3, that is, actuals for FY 2022-2023 for FY 2023-2024, the adopted budget for FY 2024-2025, and projected values through FY 2027-2028. The graph gives a visual presentation of the following features:
• In the prior reporting year (FY 2022-2023), we spent around $1.3 M less than Measure R revenues. This reporting year (FY 2023-2024), we spent around $1.7 M less than revenues. As a result, the Measure R Fund Balance increased each year. • In the current fiscal year (FY 2024-2025), we are projected to spend a bit over $1.2M more than the projected revenue. As a result, the Measure R Fund Balance is projected to decrease.
• The following two years, the Fund Balance is projected to go up again, each year, with a projected fund balance of over $9M at the end of FY 2027-2028.

Overall, that implies that the City should have some flexibility in the coming years to use additional Measure R funds to address some combination of additional wildfire risk reduction, emergency preparation, and storm drain failure risk reduction efforts, as well as addressing the likely increase in pavement management costs due to expected green infrastructure regulations.

Figure VI-1: Measure R Fund Balance for FY 2022-2023 through FY 2027-2028.

For additional information on recent Measure R activities and near-term planned expenditures, see detailed Financial Reports of Appendix A
H.1.a
Packet Pg. 162 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 45 Other Funds that Support Maintenance and Repair of Roads and Storm Drains This document provides detailed reporting only on Fund 105 (Measure L, the 2012-one half-cent add-on sales tax) and Fund 106 (Measure R, the new one-cent add-on sales tax), but it is important to recognize that maintenance and repair of Orinda's roads and storm drains are also funded through several additional funding sources.

The following tables, taken from the FY 2024-2025 Mid-Cycle Budget Update, dated May 21, 2024, summarize the following funding sources for the repairs of Orinda's public roads and storm drains:
• Fund 105: Measure L (2012)
• Fund 106: Measure R (2020)
• Fund 200: Gas Tax
• Fund 210: Drainage Impact Fees
• Fund 330: CCTA Return to Source
• Fund 335: Road Maintenance Fees from solid waste provider • Fund 514: Stormwater Utility Assessment
• Fund 700: Capital Improvement/General Funds
• Fund 704: Road/Drainage Stabilization.

In the reporting fiscal year (2023-2024), approximately $4.3M was spent on maintenance of our public roads, and about $0.7M on storm drain repairs. Of the combined roughly $5M total, about $1.2M came from Measure R funds (mostly in the 2023 Annual Pavement Project). This means that about 25 percent of the total expenditures on roads and drains for the reporting fiscal year came from Measure R.

The plan for the coming fiscal year (2024-2025) calls for a significant increase in spending on storm drain repairs. This plan calls for about $4.7M for roads, and nearly $5M for storm drains.

Of the combined roughly $9.6M total, about $3.6M is planned to come from Measure R funds, nearly all on storm drain projects. This means that about 38 percent of the total expenditures on roads and drains for the 2024-2025 fiscal year are planned to come from Measure R.

Details of the road maintenance expenditures for the reporting fiscal year and the planned expenditures for the 2024-2025 fiscal year are presented in Table VI-4. Details of the storm drain repair expenditures for the reporting fiscal year and the planned expenditures for the 2024-2025 fiscal year are presented in Table VI-5.

H.1.a
Packet Pg. 163 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 46 Table VI-4: ROAD REPAIRS, FISCAL YEARS 2023-2024 AND 2024-2025 (NOTE: These numbers were taken from the FY 2024-2025 Mid-Cycle Budget Update, dated May 21, 2024. The numbers may differ somewhat from those in the 2023-2024 ACFR.) H.1.a
Packet Pg. 164 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 47 Table VI-5: STORM DRAIN SYSTEM REPAIRS, FISCAL YEARS 2023-2024 AND 2024-2025 (NOTE: These numbers were taken from the FY 2024-2025 Mid-Cycle Budget Update, dated May 21, 2024. The numbers may differ somewhat from those in the 2023-2024 ACFR.) H.1.a
Packet Pg. 165 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 48 H.1.a
Packet Pg. 166 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 49 Future Pavement Projects Are Likely to Be More Expensive The San Francisco Bay Regional Water Quality Control Board reissued the Municipal Regional Stormwater Permit (MRP 3), which became effective on July 1, 2022, but with updated criteria.

The updated criteria mean many more of Orinda’s roads will require additional work or treatments that will increase road repair costs. Staff estimate the cost increase could be as much as 30 percent above present costs. In addition, some requirements may not be physically possible in the hilly or congested areas of the city. In such cases, city engineers will likely have to include “alternative compliance” measures in future road repair projects. See Appendix B for further discussion of this topic.

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Packet Pg. 167 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 50 Appendix A
Supplemental Sales Tax Oversight Commission
Annual Financial Update (Audit Report)
For The Fiscal Year Ending June 30, 2024
H.1.a
Packet Pg. 168 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) Supplemental Sales Tax Oversight Commission
Annual Financial Update
For The Fiscal Year Ending June 30, 2024
Purpose
The City of Orinda has four voter approved local revenue measures. In 2021 the City Council designated the Supplemental Sales Tax Oversight Committee (SSTOC) to be the oversight body for Measure R Add-On Sales Tax. The SSTOC replaced the Citizens Infrastructure Oversight Committee (CIOC), which had previously served in an oversight role for the expenditures of General Obligation Bonds and Measure L ½ cent Add-On Sales Tax. As such the SSTOC is also charged with the oversight reporting role for any unexpended balances of GO Bonds and unexpended Measure L balances.

The Administrative Services Director and Finance Staff have prepared this Report for use by the SSTOC based on for the fiscal year ending June 30, 2024. This report is intended to incorporate schedules from the June 30, 2024, Annual Comprehensive Financial Report dated December 31, 2024.

Background
The four measures to be reviewed by the SSTOC include:
• 2014 General Obligation Bond ($20 Million Authorization) NO REVIEW REQUIRED – ALL FUNDS EXPENDED AS OF JUNE 30, 2019 (Report Includes historical information) Approved by more than two-thirds of the voters at an election June 3, 2014. $10 million of the bonds were issued as Series A in March 2015 and $10 million of the bonds were issued as Series B in April 2017.
• 2016 General Obligation Bond ($25 million Authorization) NO REVIEW REQUIRED – ALL FUNDS EXPENDED JUNE 30, 2021 (Report Includes historical information) Approved by more than two-thirds the voters at an election June 7, 2016. $25 million in bonds were issued as Series A in April 2017.
• Measure L a General Fund Add-on Sales Tax (additional one-half cent or 0.5 percent).

Approved by more than 50% of the voters at an election November 6, 2012. The tax is a General Tax. As originally approved by the voters it was scheduled to terminate after 10 years. The tax was first collected by the State in April 2013. In November 2020, the voters approved Measure R which terminated the collection of Measure L funds as of March 31, 2021, and Measure R began to be collected April 1, 2021. No material Measure L revenue is expected to be collected into the future and all accumulated Measure L resources where expended by June 30, 2024, resulting in this being the final year a review of Measure L is necessary.
• Measure R a General Fund Add-on Sales Tax (additional one cent or 1.0 percent).

Approved by more than 50% of the voters at an election November 10, 2020. The tax is a General Tax. It is scheduled to terminate after 20 years. The approval of this tax replaced the Measure L tax which was collected at a lower rate. The tax was first collected on April 1, 2021.

H.1.a
Packet Pg. 169 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) Supplemental Sales Tax Oversight Commission
Annual Financial Update
For The Fiscal Year Ending June 30, 2024
Annual Audit
The City obtains an independent annual audit of its financial statements and completes an Annual Comprehensive Financial Report (ACFR). The City Council has engaged Badawi & Associates as its independent auditors. In April, the Auditors conducted preliminary review and internal control testing for the annual financial audit. Additional audit work is then undertaken in October and November.

For the fiscal year ending June 30, 2024, Badawi & Associates has issued a “clean” opinion. stating that, based on their independent review and testing, the financial statements are fairly presented in all material respects. The Auditor’s opinion covers the respective financial position of the governmental activities, each major fund, and the aggregate remaining fund information presented in the ACFR. This is the highest opinion an agency can receive. The Auditors Opinion is included on page one of the ACFR.

The ACFR was issued on December 31, 2024, and presented to the City Council at a public meeting on January 21, 2025.

Voter Approved Taxes Reporting – Separate Funds
The City of Orinda, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. As of June 30, 2024, all funds in the 2014 Bond fund were expended and therefore, there is no current year information to report. This fund has been closed since June 30, 2019.

For Fiscal Year 2020-2021, the 2016 Capital Project Bond fund is reported in the ACFR as a Major Fund for the final time, as all monies were expended as of June 30, 2021, and therefore, there is no current year information to report. This fund has been closed since June 30, 2021.

Because the Add-On Sales Tax are a general tax for the Government-wide Financial Statements the related activities are consolidated with the General Fund. The City Council appropriates these funds for high priority initiatives identified as part of the dialogue with the community when the measures were presented to the voters. The City includes additional schedules in the ACFR (pages 103-109) that differentiate separately the activities in the General Fund between:
• Measure L Add-On Sales Tax (1/2 Cent) Fund #105
• Measure R Add-On Sales Tax (1 cent) Fund # 106; and
• General Purpose – General Fund #100
The ACFR schedules provide a high-level overview of the separate funds used to account for the individual measures. Excerpts from the ACFR have been included at the end of this report as Attachment A.

H.1.a
Packet Pg. 170 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) Supplemental Sales Tax Oversight Commission
Annual Financial Update
For The Fiscal Year Ending June 30, 2024
The complete ACFR can be viewed on the City website at:
https://www.cityoforinda.org/436/Most-Recent-Audited-Financial-Statements Narrative Summary Related To Voter Approved Funds
The ACFR provides a high-level summary of the activity within the funds. The information in this report provides additional detail and a narrative discussion of the Fiscal Year 2023-24 activity.

Fund 105 Measure L – Add-On Sales Tax (1/2 Cent)
The Measure L Add-On Sales Tax was assessed for sales through March 31, 2021. Sales tax revenue continued to be remitted as collected by the California Department of Tax and Fee Administration (CDTFA), but no material future revenue is anticipated to be collected. There was no remaining unexpended balance as of June 30, 2024 and Fund #105 has been closed.

H.1.a
Packet Pg. 171 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) Supplemental Sales Tax Oversight Commission
Annual Financial Update
For The Fiscal Year Ending June 30, 2024
The revenue included approximately $1,568 in sales tax which had been deferred under the State’s emergency deferral option program due to the Pandemic and remitted to the City during fiscal year 2023-24; $17,562 in interest; and $153,900 in project reimbursements from various utilities agreements. Typically, under agreements with East Bay Municipal Utility District and Central Contra Costa County Sanitary District, the City will have its contractor raise utility facilities impacted by the paving, and the utilities pay the City for the work completed at the bid price. The expenditure for the utility work occurred within this fund and therefore, the reimbursement payment was recorded as revenue in the same fund.

As shown above, the all expenditures made from Fund #105 were related to three capital projects (the largest expense was the Annual Street Rehab 2023 Project).

Fund 106 Measure R – Add-On Sales Tax (1 Cent)
H.1.a
Packet Pg. 172 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) Supplemental Sales Tax Oversight Commission
Annual Financial Update
For The Fiscal Year Ending June 30, 2024
The Measure R Add-On Sales Tax began being collected on April 1, 2021. For Fiscal Year 2023-24 the fund reported sales tax revenue of approximately $3.75 million and Interest revenue of $116,000. There was approximately $2.2 million in expenditures including items classified as capital projects. The unexpended balance as of June 30, 2024, was $6,332,327.

Any remaining balance is available for City Council appropriation in the future.

As shown above, there were three projects with expenditures, the largest being the Annual Street Rehab 2023 for $1,129,000.

Historical Financial Information
Although the focus of an annual report is the financial activity for the most recent fiscal year, it is also appropriate to report from a historical perspective on the activities since the original approval of these measures. The focus of the charts below will be on the bonds and Measure L which had common expenditures for streets roads, and drainage. The City has received funding in excess of $65.6 million since 2012-13 which includes bond proceeds, tax revenue, reimbursements and interest earned. As of June 30, 2024, approximately $70.2 million has been expended. The following charts provide a high-level summary of the voter approved revenue and expenditures for the four funds combined, since 2012-13.

The two largest contributions towards the historical program revenue since 2013 are General Obligation Bonds $45 million (65%) and Sales Tax $21.5 million (31%). The following chart summarizes the cumulative historical revenue.

H.1.a
Packet Pg. 173 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) Supplemental Sales Tax Oversight Commission
Annual Financial Update
For The Fiscal Year Ending June 30, 2024
The cumulative expenditures made from the voter approved funds since 2013 have been primarily in the form of Construction costs which represent 87% of the expenditures. The contract design and project management services have been 9% of the total cumulative expenditures. The following chart summarizes the cumulative historical expenditures for the three voter approved funds.

Excerpts for the City’s audited ACFR are attached for reference as Attachment A.

H.1.a
Packet Pg. 174 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City of Orinda
Combining Balance Sheet
General Fund
June 30, 2024
General
Purpose
Add-On Sales
Tax (Measure L)
Add-On Sales
Tax (Measure R) Total
ASSETS
Cash, cash equivalents, and investments 14,559,189 $ - $ $ 5,735,850 $ 20,295,039 Accounts receivable 1,009,169 45,900 646,785 1,701,854
Interest receivable 290,107 - - 290,107
Prepaids items and deposits 117,737 - 172 117,909
Due from other funds 1,675,576 - - 1,675,576
Total assets $ 17,651,778 $ 45,900 $ 6,382,807 $ 24,080,485

LIABILITIES, DEFERRED INFLOWS OF

RESOURCES AND FUND BALANCES
Liabilities:

Accounts payable and accrued liabilities 1,289,784 $ $ - $ 50,480 $ 1,340,264 Unearned revenue 30,000 - - 30,000
Due to other funds - 45,900 - 45,900
Deposits 2,486,619 - 2,486,619 -
Total liabilities 3,806,403 45,900 50,480 3,902,783
Deferred Inflows of Resources
Unavailable revenues 216,085 - - 216,085
Total deferred inflows of resources 216,085 - - 216,085 Fund Balances:

Nonspendable 117,737 - 172 117,909
Assigned 232,858 - 6,332,155 6,565,013
Unassigned 13,278,695 - - 13,278,695
Total fund balances 13,629,290 - 6,332,327 19,961,617
Total liabilities, deferred inflows of
resources and fund balances $ 17,651,778 $ 45,900 $ 6,382,807 $ 24,080,485 103
Attachment A H.1.a
Packet Pg. 175 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City of Orinda
Combining Statement of Revenues, Expenditures and Changes in Fund Balances General Fund
For the year ended June 30, 2024
General
Purpose
Add-On Sales
Tax (Measure L)
Add-On Sales
Tax (Measure R) Total
REVENUES:

Taxes
Property tax and assessments 9,948,875 $ $ - $ - $ 9,948,875 Sales tax 1,428,214 1,568 3,755,002 5,184,784
Franchise tax 1,329,342 - - 1,329,342
Transient Occupancy Tax 23,898 - - 23,898
Property transfer tax 257,473 - - 257,473
Use of money and properties 1,367,487 17,563 116,288 1,501,338 Service fees
Business license registration 24,148 - - 24,148
Vehicle fees and parking fines 40,829 - - 40,829
Building inspection 721,175 - - 721,175
Parks and recreation 2,791,596 - - 2,791,596
Planning 71,138 - - 71,138
Public works and engineering 151,968 - - 151,968
Police 14,989 - - 14,989
Other agencies -
Homeowners tax reimbursement 30,782 - - 30,782
Vehicle abatement 17,717 - - 17,717
Miscellaneous 208,535 153,899 - 362,434
Total revenues 18,428,166 173,030 3,871,290 22,472,486
EXPENDITURES:

Current:

City management 479,030 - 480,899 959,929
City attorney 533,445 - 432 533,877
City clerk 369,834 - - 369,834
Administrative services 1,338,141 - - 1,338,141
Parks and recreation 4,137,964 - 152,580 4,290,544
Public works and engineering 2,356,801 - 254,280 2,611,081 Police services 4,793,992 - - 4,793,992
Planning 1,135,029 - - 1,135,029
Library operations 61,818 - - 61,818
Capital outlay 13,329 1,098,137 1,294,066 2,405,532
Debt service:

Principal 355,000 - - 355,000
Interest and fiscal charges 204,919 - - 204,919
Total expenditures 15,779,302 1,098,137 2,182,257 19,059,696 104
Attachment AH.1.a
Packet Pg. 176 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City of Orinda
Combining Statement of Revenues, Expenditures and Changes in Fund Balances General Fund
For the year ended June 30, 2024
General
Purpose
Add-On Sales
Tax (Measure L)
Add-On Sales
Tax (Measure R) Total

REVENUES OVER (UNDER)
EXPENDITURES 2,648,864 (925,107) 1,689,033 3,412,790
OTHER FINANCING SOURCES (USES):

Transfers in 4,950,658 - - 4,950,658
Transfers out (7,794,481) - - (7,794,481)
Total other financing sources (uses) (2,843,823) - - (2,843,823) Net change in fund balances (194,959) (925,107) 1,689,033 568,967 FUND BALANCES:

Beginning of year, as previously presented 13,400,054 925,107 4,643,294 18,968,455 Error correction 424,195 - - 424,195
Beginning of year, as restated 13,824,249 925,107 4,643,294 19,392,650 End of year $ 13,629,290 $ - $ 6,332,327 $ 19,961,617
105
Attachment A H.1.a
Packet Pg. 177 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City of Orinda
Combining Schedule of Revenues, Expenditures and Changes in Fund Balance Budget to Actual - General Fund
For the year ended June 30, 2024
Variance with
Actual Final Budget
Original Final Amounts Positive (Negative)
REVENUES:

Taxes
Property tax and assessments 9,255,000 $ $ 9,255,000 $ 9,948,875 $ 693,875 Sales tax 1,360,000 1,360,000 1,428,214 68,214
Franchise tax 1,250,000 1,250,000 1,329,342 79,342
Transient occupancy tax 20,000 20,000 23,898 3,898
Property transfer tax 200,000 200,000 257,473 57,473
Use of money and properties 304,000 304,000 1,367,487 1,063,487 Service fees
Business license registration 30,200 30,200 24,148 (6,052) Vehicle fees and parking fines 40,000 40,000 40,829 829 Service fees NPDES -- - -
Building inspection 630,000 630,000 721,175 91,175
Parks and recreation 2,231,000 2,231,000 2,791,596 560,596 Planning 300,000 300,000 71,138 (228,862)
Public works and engineering 210,000 210,000 151,968 (58,032) Police 12,500 12,500 14,989 2,489
Other agencies
Homeowners tax reimbursement 30,000 30,000 30,782 782
Vehicle abatement 8,000 8,000 17,717 9,717
Miscellaneous 383,500 383,500 208,535 (174,965)
Total revenues 16,264,200 16,264,200 18,428,166 2,163,966 EXPENDITURES:

Current:

City management 586,934 586,934 479,030 107,904
City attorney 585,000 585,000 533,445 51,555
City clerk 345,122 345,122 369,834 (24,712)
Administrative services 1,228,331 1,228,331 1,338,141 (109,810) Parks and recreation 3,587,564 3,587,564 4,137,964 (550,400) Public works and engineering 2,978,313 2,978,313 2,356,801 621,512 Police services 4,939,404 4,939,404 4,793,992 145,412
Planning 1,580,786 1,580,786 1,135,029 445,757
Library operations 53,712 53,712 61,818 (8,106)
Capital outlay - - 13,329 (13,329)
Debt service:

Principal 355,000 355,000 355,000 -
Interest and fiscal charges 204,919 204,919 204,919 -
Total expenditures 16,445,085 16,445,085 15,779,302 665,783 REVENUES OVER (UNDER) EXPENDITURES (180,885) (180,885) 2,648,864 2,829,749 OTHER FINANCING SOURCES (USES):

Transfers in - 4,744,481 4,950,658 206,177
Transfers out (3,101,164) (7,845,645) (7,794,481) 51,164 Total other financing sources (uses) (3,101,164) (3,101,164) (2,843,823) 257,341 Net change in fund balances $ (3,282,049) $ (3,282,049) (194,959) $ 3,087,090 FUND BALANCES:

Beginning of year, as previously presented 13,400,054
Error correction 424,195
Beginning of year, as restated 13,824,249
End of year $ 13,629,290
Budgeted Amounts
General Purpose
106
Attachment AH.1.a
Packet Pg. 178 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City of Orinda
Combining Schedule of Revenues, Expenditures and Changes in Fund Balance Budget to Actual - General Fund
For the year ended June 30, 2024
Variance with
Actual Final Budget
Original Final Amounts Positive (Negative)
REVENUES:

Taxes
Property tax and assessments - $ $ - $ - $ -
Sales tax - - 1,568 1,568
Franchise tax ----
Transient occupancy tax ----
Property transfer tax ----
Use of money and properties - - 17,563 17,563
Service fees
Business license registration ----
Vehicle fees and parking fines ----
Service fees NPDES ----
Building inspection ----
Parks and recreation ----
Planning ----
Public works and engineering ----
Police ----
Other agencies
Homeowners tax reimbursement ----
Vehicle abatement ----
Miscellaneous - - 153,899 153,899
Total revenues - - 173,030 173,030
EXPENDITURES:

Current:

City management ----
City attorney ----
City clerk ----
Administrative services ----
Parks and recreation ----
Public works and engineering ----
Police services ----
Planning ----
Library operations ----
Capital outlay - 925,107 1,098,137 (173,030)
Debt service:

Principal ----
Interest and fiscal charges ----
Total expenditures - 925,107 1,098,137 (173,030)
REVENUES OVER (UNDER) EXPENDITURES - (925,107) (925,107) - OTHER FINANCING SOURCES (USES):

Transfers in ----
Transfers out ----
Total other financing sources (uses) - - - -
Net change in fund balances $ - $ (925,107) (925,107) $ - FUND BALANCES:

Beginning of year, as previously presented 925,107
Error correction -
Beginning of year, as restated 925,107
End of year $ -
Budgeted Amounts
Add - On Sales Tax (Measure L)
107
Attachment A H.1.a
Packet Pg. 179 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City of Orinda
Combining Schedule of Revenues, Expenditures and Changes in Fund Balance Budget to Actual - General Fund
For the year ended June 30, 2024
Variance with
Actual Final Budget
Original Final Amounts Positive (Negative)
REVENUES:

Taxes
Property tax and assessments - $ $ - $ - $ -
Sales tax 3,700,000 3,700,000 3,755,002 55,002
Franchise tax ----
Transient occupancy tax ----
Property transfer tax ----
Use of money and properties 36,000 36,000 116,288 80,288 Service fees
Business license registration ----
Vehicle fees and parking fines ----
Service fees NPDES ----
Building inspection ----
Parks and recreation ----
Planning ----
Public works and engineering ----
Police ----
Other agencies
Homeowners tax reimbursement ----
Vehicle abatement ----
Miscellaneous ----
Total revenues 3,736,000 3,736,000 3,871,290 135,290
EXPENDITURES:

Current:

City management 847,292 847,292 480,899 366,393
City attorney 5,000 5,000 432 4,568
City clerk ----
Administrative services 4,000 4,000 - 4,000
Parks and recreation 200,000 200,000 152,580 47,420
Public works and engineering 240,950 240,950 254,280 (13,330) Police services 45,000 45,000 - 45,000
Planning ----
Library operations ----
Capital outlay 3,380,000 1,379,293 1,294,066 85,227
Debt service:

Principal ----
Interest and fiscal charges ----
Total expenditures 4,722,242 2,721,535 2,182,257 539,278 REVENUES OVER (UNDER) EXPENDITURES (986,242) 1,014,465 1,689,033 674,568 OTHER FINANCING SOURCES (USES):

Transfers in ----
Transfers out ----
Total other financing sources (uses) - - - 1,213,846
Net change in fund balances $ (986,242) $ 1,014,465 1,689,033 $ 674,568 FUND BALANCES:

Beginning of year, as previously presented 4,643,294
Error correction -
Beginning of year, as restated 4,643,294
End of year $ 6,332,327
Budgeted Amounts
Add - On Sales Tax (Measure R)
108
Attachment A H.1.a
Packet Pg. 180 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City of Orinda
Combining Schedule of Revenues, Expenditures and Changes in Fund Balance Budget to Actual - General Fund
For the year ended June 30, 2024
Variance with
Actual Final Budget
Original Final Amounts Positive (Negative)
REVENUES:

Taxes
Property tax and assessments 9,255,000 $ $ 9,255,000 $ 9,948,875 $ 693,875 Sales tax 5,060,000 5,060,000 5,184,784 124,784
Franchise tax 1,250,000 1,250,000 1,329,342 79,342
Transient occupancy tax 20,000 20,000 23,898 3,898
Property transfer tax 200,000 200,000 257,473 57,473
Use of money and properties 340,000 340,000 1,501,338 1,161,338 Service fees
Business license registration 30,200 30,200 24,148 (6,052) Vehicle fees and parking fines 40,000 40,000 40,829 829 Service fees NPDES ----
Building inspection 630,000 630,000 721,175 91,175
Parks and recreation 2,231,000 2,231,000 2,791,596 560,596 Planning 300,000 300,000 71,138 (228,862)
Public works and engineering 210,000 210,000 151,968 (58,032) Police 12,500 12,500 14,989 2,489
Other agencies
Homeowners tax reimbursement 30,000 30,000 30,782 782
Vehicle abatement 8,000 8,000 17,717 9,717
Miscellaneous 383,500 383,500 362,434 (21,066)
Total revenues 20,000,200 20,000,200 22,472,486 2,472,286 EXPENDITURES:

Current:

City management 1,434,226 1,434,226 959,929 474,297
City attorney 590,000 590,000 533,877 56,123
City clerk 345,122 345,122 369,834 (24,712)
Administrative services 1,232,331 1,232,331 1,338,141 (105,810) Parks and recreation 3,787,564 3,787,564 4,290,544 (502,980) Public works and engineering 3,219,263 3,219,263 2,611,081 608,182 Police services 4,984,404 4,984,404 4,793,992 190,412
Planning 1,580,786 1,580,786 1,135,029 445,757
Library operations 53,712 53,712 61,818 (8,106)
Capital outlay 3,380,000 2,304,400 2,405,532 (101,132)
Debt service:

Principal 355,000 355,000 355,000 -
Interest and fiscal charges 204,919 204,919 204,919 -
Total expenditures 21,167,327 20,091,727 19,059,696 1,032,031 REVENUES OVER (UNDER) EXPENDITURES (1,167,127) (91,527) 3,412,790 3,504,317 OTHER FINANCING SOURCES (USES):

Transfers in - 4,744,481 4,950,658 206,177
Transfers out (3,101,164) (7,845,645) (7,794,481) 51,164 Total other financing sources (uses) (3,101,164) (3,101,164) (2,843,823) 257,341 Net change in fund balances $ (4,268,291) $ (3,192,691) 568,967 $ 3,761,658 FUND BALANCES:

Beginning of year, as previously presented 18,968,455
Error correction 424,195
Beginning of year, as restated 19,392,650
End of year $ 19,961,617
Total
Budgeted Amounts
109
Attachment A H.1.a
Packet Pg. 181 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 64 Appendix B
Summary of Road Repair and Maintenance Plans
With the completion of the 2023 Paving Project, the long-term project to repair our public roads that began in 2012 has been completed. Our focus now turns to annual maintenance projects, to protect this large investment. Extensive research has shown that preventive maintenance, also called a pavement preservation program, results in the lowest long-term cost to the associated communities.

Under a preventive maintenance program, relatively low-cost surface treatments are applied to each road while the surface is still in a relatively good condition. The application of periodic surface treatments significantly delays damage to the deeper sections of the pavement. This, in turn, prolongs the time before significant breakdown of the pavement, when much-moreexpensive treatments are required, and significantly reduces long-term maintenance/repair costs for the roads. As a "desirable side-effect," the overall condition of the City's roads is expected to be higher under this approach. The 2020 Pavement Condition Report for Sacramento, which had an average PCI of 60, states that reconstructing one failed street is equivalent to preserving 20 good streets.7
Orinda's Pavement Management Program follows this preventive-maintenance philosophy. As part of the pavement management program, Orinda hires an outside engineering firm to prepare an assessment of pavement conditions on all City-maintained roads. The results of these assessments are reported in a Pavement Management Technical Assistance Program (PTAP) Report. The report includes assessments of pavement conditions as well as projected repair and maintenance costs. Reports are typically released every two years, in the oddnumbered years.

The P-TAP report includes a very detailed list of recommended maintenance/repairs for each street. These recommendations are reviewed by City staff, and annual paving plans are prepared based on those recommendations, additional inspections by City staff, as well as other factors, such as how grouping treatment segments can minimize overall cost and minimizing impacts on the citizens using the roads.

The most recent P-TAP report is P-TAP 23, dated March 2023. This report indicates Orinda's roads are in very good condition overall, with an average Pavement Condition Index (PCI) of 84 - among the best in the Bay Area. The report estimates the replacement value of our public roads to be approximately $307 million. The analysis shows 93 percent of the City's pavement is in the Good to Excellent condition. Residential streets are in the best condition, with an average PCI of

85. The average PCI of our Collector streets has increased to 80, from 69 in our last report, and the average PCI of our Arterial streets has increased to 84, from 77 in our prior report. The table 7 Pavement Condition Report, March 2020. City of Sacramento Department of Public Works https://www.cityofsacramento.org/-/media/Corporate/Files/Public-Works/MaintenanceServices/Sacramento-2020-Pavement-Update---FINAL-3-25-20.pdf?la=en H.1.a
Packet Pg. 182 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 65 below gives some insight into the meaning of the various PCI ratings. With an average PCI of 84, the overall system of our public streets is now in “Good" condition.

The P-TAP 23 report concludes that the preventive maintenance needed to minimize long-term cost will require an average pavement maintenance budget of $1.9 million annually over the next five years. However, this estimate does not include the impact of the State's recent "Green Infrastructure" initiative, which City staff estimate will increase costs by 30 percent or more, raising the estimated annual spending profile to about $2.5 million. We can choose to defer repairs, but ample data shows that deferring repairs is very likely to increase the overall longterm pavement maintenance costs.

For additional information, please refer to the City’s Road and Drainage Repairs Plan (December 17, 2019). This Plan has been used for the roadway paving restoration work (and the underlying storm-drain pipes) which the above-mentioned Bond and Incremental Sales Tax measures have funded. The restoration work consisted of full depth reclamation, dig outs, mill and fill (and/or “overlay”) paving and surface treatments (micro-surfacing and slurry seal). Now that the work outlined in the Plan has, for the most part, been completed, in order to maintain the roadways in good condition, ongoing “routine” paving work is required. This ongoing maintenance work is accomplished through an annual CIP paving project, with street selection primarily based on a pavement management computer-based program ("StreetSaver").

Green Infrastructure Plan
As with other California cities, Orinda is required to comply with the National Pollutant Discharge Elimination System (NPDES). To comply with the City's NPDES permit, Orinda was required to submit an adopted Green Infrastructure (GI) Plan to the SF Bay Area Regional Water Quality Control Board by September 30, 2019. City Council adopted a GI Plan at their August 20, 2019 meeting.

In general, Green Infrastructure for pavement projects involves diverting street runoff into bioswales (landscaped areas) to filter the water, which is then collected (via sub-drains/French H.1.a
Packet Pg. 183 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 66 drains under the plantings and soil media) and conveyed to a storm-drain pipe or channel that leads into a natural waterway. The Plan set the following targets for drainage areas to be “treated” with Green Infrastructure:

Year (deadline) GI Plan (2019) Revised by MRP 3 (2022)
2020 0.2 acre NA
2027 (June 30) not delineated 1.2 acres
2030 1.0 acre not delineated
2040 13.4 acres not delineated
With the issuance of the above-mentioned Municipal Regional Permit (MRP) 3.0 (circa July 2022), some aspects of the 2019 Green Infrastructure Plan were superseded, as shown above.

In particular, MRP 3 has accelerated the deadline so that 1.2 acres of roadway pavement stormwater runoff must be treated by June 30, 2027. In addition, the area increased by 20%, from 1.0 acres to 1.2 acres.

For the 2025 paving project, Staff plan to meet the requirement primarily with fairly low-cost bioswales. The project includes installation of a bioswale along Camino Pablo, north of the Camino Sobrante Intersection. This bioswale is expected to treat about 0.2 acres of surface runoff from Camino Pablo. Including soft costs such as design, construction management etc., the estimated project cost is about $130,000. In this case, the bioswale only adds about 5% of the total project cost, as the bioswale location has good proximity to a storm drain line and room to install the bioswale within city right of way.

In subsequent years, Staff may not be able to identify similar low-cost bioswale locations. City staff are carefully looking at upcoming paving projects to evaluate feasible ways to include Green Infrastructure in the projects. Part of the problem is that Orinda’s roads have few landscaped medians or roadside planting areas, and limited storm drain piping available near such areas. Orinda’s hilly, windy roads add further complications.

If low-cost bioswale options cannot be identified, the City has the option of contributing to another city’s project (like carbon banking) to get credits for meeting the requirement. In the meantime, to plan for upcoming Green Infrastructure stormwater treatment costs, Staff adds 30 percent to a paving project’s base cost estimate to each upcoming paving project, to incorporate estimated Green Infrastructure features. The current Capital Improvement Plan (CIP) adopted in June 2023, includes Project 4146; Green Infrastructure Program for Pavement Projects, which H.1.a
Packet Pg. 184 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 67 allocates “startup” funding for potential facilities, as summarized in the CIP detail page included below:

H.1.a
Packet Pg. 185 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 68 Appendix C
Summary of Storm Drain Repair Plans
In the fall of 2013, the City hired an engineering firm, Schaaf and Wheeler, to perform a hydraulic assessment of Orinda’s larger, higher-risk drains. The results were summarized in a March 2016 report. This was followed, starting in the summer of 2017, by a contract with civil/structural consultant Drake Haglan & Associates, to provide cost estimates and a prioritization scheme in support of a Public Storm Drain Repair Plan.

Based on the results of the two engineering studies, as well as internal assessments, Staff generated a prioritized repair list, which was combined with cost estimates for the repairs.

Recommendations based on those studies were presented in the 2019 Roads and Drains Repair Plan.

As was described in the plan, staff concluded that pipes with prioritization scores 3 and above (Category A) would likely need repair or replacement in the next three to five years, and those with scores less than 3 (Category B) would likely need repair or replacement in the subsequent five years.
• Priority Category A: Pipes that will need repair or replacement in the next three to five years
Estimated Replacement Cost: $9,600,000
• Priority Category B Pipes that will need repair or replacement in the next five to 10 years Estimated Replacement Cost: $20,100,000
• Total Estimated Replacement Cost: $29,700,000
In conjunction with this work, the City has used ArcGIS (Geographic Information System) to compile a geodatabase that maps the storm drain pipe locations and shows the size, material and inspection history. This has provided a reliable way to manage and update the storm drain facility records. The GIS tools also allow tabulation of various pipe data, to aid analysis and estimates of repair work.

Table C-1 is a list of the Category A storm-drain pipes, those that were considered to require repairs by approximately 2024. As can be seen in the list, several of the Category A pipes have already been replaced and others are included in identified repair/replacement projects. The last three projects are expected to be completed within the 2025-2026 fiscal year. Note that the current estimates for the cost to repair/replace these pipes is about $6.3 million, down H.1.a
Packet Pg. 186 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 69 significantly, from approximately the $8.4 million estimate in last year’s Annual Report, and the $9.6 Million estimate of the 2019 Roads and Drains Plan.

Table C-1: Category A Pipes
CIP project
Number Pipe # Location
Project
budget
Construction
year
Status as of
11/17/23
Measure R
funding
4150 PL-452 207 Moraga
Way $50,000 2020-2021 complete
4094 PL-891 53 Ivy Dr $140,000 2025 in contract
4162 PL-1456 216 Camino
Sobrante $205,000 2019-2020 complete
PL-483 548 Miner Rd
PL-1206 265 Camino
Pablo
PL-440 548 Miner Rd
4167 PL-927 95 Coral Dr $295,000 2023 complete
PL-454 188 Moraga
Way
3100 PL-492 15 Rheem
Blvd $230,000 2023 complete
3101 PL-513 123 Orchard
Rd
$355,000
(Was 2024 complete
PL-409 4 Orchard Rd $1.25M)
3102 PL-864 2 Dos Encinas $365,000
PL-958 232 Ivy Dr (Was 2024 complete
PL-959 232 Ivy Dr $1.3M)
3103 PL-1765 199 Canon Dr
PL-1766 199 Canon Dr $1,600,000 2025-2026 programmed
in CIP $1,600,000
PL-1775 8 Alta Vista
3104 PL-1074 10 Ranch Rd
PL-1089 Bear Creek
Rd $1,100,000 2025-2026 programmed in CIP $1,100,000
PL-1809 70 Van Tassel
Ln
3105 PL-751 38 Lost Valley
Dr
PL-580 295 Orchard
Rd
PL-437 58 Brookside
Rd $1,100,000 2025-2026 programmed in CIP $1,100,000
PL-867 El Camino
Moraga
Subtotal $5,440,000 $3,800,000
15% Contingency $816,000
TOTAL (Rounded) $6,256,000
H.1.a
Packet Pg. 187 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 70 Table C-2 is a list of the Category B pipes that are currently programmed. Category B stormdrain pipes are next lower level of priority for repairs after the Category A pipes. Measure R funds are presently projected for several of the upcoming projects, but Staff will continue to actively pursue alternate funding sources for all capital projects, in accordance with ongoing City policy.

Table C-2 Category B Storm Drains
CIP Project
Number
Project Description Construction
Year
Project
Budget
Actual Cost
to Date
Measure R
Funding
5012 Glorietta 36" 2023-2024 $145,000 $136,000
5015 North Ln. 48" 2024 $175,000 $175,000
5007
2023 Annual Cat B SD
Repair (not complete) 2024-2025 $350,000 $153,000
5008
2024 Annual Cat B SD
Repair 2025-2026 $350,000 $350,000
5009
2025 Annual Cat B SD
Repair 2025-2026 $350,000 $350,000
5010
2026 Annual Cat B SD
Repair 2026-2027 $350,000 $350,000
5011
2027 Annual Cat B SD
Repair 2027-2028 $350,000 $350,000
Subtotals $2,070,000 $136,000 $1,400,000
H.1.a
Packet Pg. 188 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 71 Appendix D
Recommendations Submitted by the SSTOC
to the City Council in September 2021 and in July 2023
Section A below lists the initial set of recommendations, presented to the Council in September 2021.

Section B lists the updated recommendations, presented in July 2023. Notations are included in the September 2021 list (Section A), showing where each of the initial recommendations is addressed in the 2023 recommendations (Section B), with two exceptions:
• Initial Near-Term Recommendation #1 had already been addressed through the hiring of Micki Cronin and James Duff prior to the development of the July 2023 update. • Initial Long-Term Recommendation #6, to address climate change locally was not addressed in the updated recommendations list.

A. INITIAL RECOMMENDATIONS, SEPTEMBER 2021
NEAR-TERM OR “IMMEDIATE” RECOMMENDATIONS

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

Addressed with the hiring of Micki Cronin and James Duff prior to July 2023.

2. Provide roadside fuel reduction and vegetation management, particularly along evacuation routes. See the 7/23 update: Short Term 1

3. Create a vegetation and structure inventory of City and residential properties to use novel computer modeling of fire in the Wildland Urban Interface. See the 7/23 update: Short Term 9

4. Continue to clear city property to comply with MOFD Fire Code, and budget and plan for annual clearance. See the 7/23 update: Short Term 2

5. Establish an extensive community education and motivational program regarding Wildfire Risk Reduction, Home Hardening, and Emergency Preparedness. See the 7/23 update: Short Term 3

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

7. Publicize the existing chipper program and explore implementation of a gridded program. See the 7/23 update: Short Term 4

8. Explore alternate funding to incentivize residents to achieve fuel reduction, home hardening, and emergency preparedness. See the 7/23 update: Short Term 6

9. Expand the pilot program for NO PARKING on red flag days. See the 7/23 update: Short Term 4 H.1.a
Packet Pg. 189 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 72 LONG-TERM OR MULTI-YEAR RECOMMENDATIONS

1. Long-term strategic plan. The City should develop a matrix for success which includes periodic goals for residential compliance, a vegetation maintenance schedule and improved emergency preparedness. See the 7/23 update: Short Term 3

2. Enhance relations with agencies with overlapping interests, such as EBMUD, PG&E, East Bay Regional Parks, and CalTrans. See the 7/23 update: Muti-Year 5

3. Educate landscapers, nurseries, and garden centers regarding Orinda regulations, standards and best practices. See the 7/23 update: Multi-Year 6

4. Continue to update City Ordinances to reflect MOFD’s continuing efforts to strengthen the Fire Code and Building Code. See the 7/23 update: Multi-Year 7

5. Develop and implement a plan to help Orinda homeowners maintain affordable fire and hazard insurance. See the 7/23 update: Short Term 7

6. Develop and adopt an environmental plan to address climate change locally. Not addressed in the 7/23 update.

B. UPDATED RECOMMENDATIONS, JULY 2023
SHORT-TERM RECOMMENDATIONS (Calendar 2023)

1. Provide roadside fuel reduction and vegetation assistance, particularly along evacuation routes. • Create a lay person’s guide to MOFD fire code which included examples of both text and graphic/pictorial elements.
• Investigate appropriate street markings and evacuation route striping. An example for such signage can be found at:
https://www.alamy.com/blue-tsunami-evacuation-route-road-sign-on-the-asphalthighway-101-oregon-usa-image211119860.html • Explore possibility of engaging community groups (like the PTA, Rotary, girl/boy scouts, Garden Club, etc.) to help support or organize volunteer opportunities. • Ensure that homeowners have direct access to funds through incentive programming or other means. We have our incentive program.

2. Continue to clear City property to comply with MOFD Fire Code, and budget and plan for annual clearance using best management practices.
• Identify spots to serve as examples with signage to help people understand what is being presented. For example, placing signs where a property has been abated that advertise both the finished look as well as the free chipper program.

3. Create a framework for how to conduct community education and motivational programs regarding wildfire risk reduction, home hardening and emergency preparedness.

H.1.a
Packet Pg. 190 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 73 • This would include metrics where possible and strategic directives

4. Implement programs of the Orinda Safety Element to publicize evacuation resources and publicize roles and responsibilities during an evacuation. • Expand awareness of evacuation procedures and public outreach to support knowledge of plans.
5 Continue to publicize the existing chipper program and promote Chipping-Days in each of the five gridded zones. Continue to explore and evaluate innovative, new ways to increase chipper usage, collaborating with the Orinda Firewise Council and other organizations and agencies.

6. Continue to explore alternate funding to incentivize residents to achieve fuel reduction, home hardening, and emergency preparedness.

7. Investigate efficient modalities for education and engagement. • For example: promote monthly webinars and events on key topics, including home insurance, home hardening, landscaping. Reach out to local partners to create community synergy and avoid duplicating existing products.

8. At the completion of the Fire-Fuels-Reduction-Incentive-Program pilot, conduct an evaluation of successes and areas of improvement.

MULTI-YEAR RECOMMENDATIONS (Through 2025)

1. The City should develop a matrix for success which includes periodic goals for residential compliance, a vegetation maintenance schedule and improved emergency preparedness. • Create and document efforts and areas of improvement. • Define objectives and path to success.

2. Provide technical and logistical support to the Orinda Firewise Council (OFC) with their aim to increase the number of Firewise Neighborhoods.
• Create and document efforts and areas of improvement. Identify areas that are outside of current Firewise neighborhoods but geographically ideal for a Firewise neighborhood due to topography and community make-up.
• Support efforts of OFC to make neighbors aware of the location of existing Firewise Neighborhoods.
• Publicize and promote current legislation and legislative proposals that encourage participation in Firewise or fire adapted community programs.

3. Encourage property owners to have Wildfire Readiness Evaluations through MOFD’s Fire Adapted Communities Ambassadors program and/or other programs as they are developed.

4. Evaluate chipper usage and adapt the program to better meet the needs and opportunities available in the Orinda community. Partner and collaborate with Orinda Firewise Council and MOFD to make the chipper program more efficient.
• Let homeowners know that help is available before inspections, including the incentive program and the chipper program
H.1.a
Packet Pg. 191 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) 74 5. Enhance relations with agencies with overlapping interests, such as EBMUD, PG&E, East Bay Regional Parks, and Caltrans. Ongoing.

6. Educate landscapers, nurseries, and garden centers regarding Orinda regulations, standards, and best practices.
• An example might be a vendor symposium.
• Establish goals by end of fiscal 22/23 and begin outreach at start of FY 23/24.

7. Continue to update City Ordinances to reflect MOFD’s continuing efforts to strengthen the Fire Code and Building Code.

8. Build a framework for partnering with groups and organizations that have strong community ties with a particular focus on schools, which are the best vehicles for reaching the young family demographic. This demographic is the most challenging and requires special attention. • Dovetail outreach with the curricula; reach out to school clubs, etc. • Set objectives for school outreach in partnership through the 2 x 2 and including school board members.

9. Identify and recommend new technologies and tools for vegetation mapping.

H.1.a
Packet Pg. 192 Attachment: SSTOC Annual Report for the Fiscal Year Ending June 30, 2024 (3547 : SSTOC Annual Report) City Council
Staff Report
Agenda Item: H.2
Date: March 4, 2025
Department:

Public Works and
Engineering Services
AGENDA TITLE: Contract with NCE (Nichols Consulting Engineers) for GIS Field Survey and Mapping of Private and Public Storm Drains
RECOMMENDATION:

Approve a Contract with NCE (Nichols Consulting Engineers) for GIS Field Survey and Mapping of Private and Public Storm Drains; authorize up to 25% contingency ($99,500); and approve Budget Change Form #010-25.

BACKGROUND:

In 2018, the City developed a GIS (Geographical Information System) geodatabase for storm drains by compiling existing CAD-based storm drain maps (with schematic horizontal locations), aerial and/or satellite imagery (available through ESRI, a GIS software provider), and other data (pipe size, materials etc.). It should be noted that NCE performed this work for the City, for a cost of approximately $80,000. This has been a very useful resource for identifying where pipes and drainage systems are located, drainage flow directions, and other pipe characteristics. Also, maintenance and inspection data can be stored in the GIS database. Field surveys were not conducted and therefore the location data is only approximate. Since the parent CAD maps included both public and private pipes, both are shown in the current GIS, however there is more data available on the public pipes.

City Council formed an Infrastructure Subcommittee on February 6, 2024, and at the July 2, 2024 City Council meeting, an update on the subcommittee work plan was provided. The work plan included soliciting proposals for GIS field survey and mapping of private and public storm drains. The field survey work would use GPS to measure both horizontal and vertical (elevation) of the storm drain facilities and input this data into the City’s existing GIS database. The cost of this work was estimated to be approximately $500,000.

DISCUSSION:

City staff prepared an RFP for this work and, in September 2024, received seven proposals. Sealed cost proposals were also provided, but were not opened at that time.

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. (Unlike construction bids, professional service selections cannot be made solely on cost.) 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.

H.2
Packet Pg. 193
The proposals were reviewed and ranked, and the top three firms were interviewed.

After these interviews, Staff then selected the firm judged to be the most qualified and opened their cost proposal and began cost negotiations. Staff was not able to reach what it considered a fair and reasonable cost for the work, and therefore began cost negotiations with the next most qualified firm, NCE. Staff was able to negotiate with NCE, who provided a fair and reasonable cost proposal for the work (Attachment A).

Also attached is NCE’s initial proposal for the work (Attachment B).

The scope of work is based on an estimated quantity (5,500) of storm drain facilities (“assets”), which are pipes, catch basins, inlets, outlets and manholes. On this basis, the cost of field work and data entry into the GIS system is $398,000. The contract will be time and materials based, which is typical for such professional services. Staff expects that additional assets will be located (especially private facilities) and therefore recommends a contingency of 25% ($99,500) be allowed to authorize additional work if more assets are found. Such work would be authorized by Amendments approved by the City Manager.

At their meeting on February 25, 2025, the Infrastructure Subcommittee recommended that the subject contract be considered for approval by the City Council.

NEXT STEPS:

Upon City Council approval, the standard professional services contract (Attachment C) will be routed for signatures, subject to approval as to form by the City Attorney. The term of the contract would be until June 30, 2026.

FISCAL IMPACT:

The total proposed cost of the contract, including the contingency, is $497,500. The source of funding is proposed to be Add-on Sales Tax Measure R Fund #106. Included in the recommendation is a budget change to account for the unanticipated expenditure.

ATTACHMENTS:

A. NCE Professional Services Contract
B. Exhibit A-1: NCE Proposal
C. Exhibit A-2: NCE Cost Proposal
D. Proposed Budget Change Form #010-25
Respectfully Submitted by:

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

H.2
Packet Pg. 194
H.2
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1 CITY OF ORINDA

SERVICES CONTRACT
_Nichols Consulting Engineers (NCE) (“Provider”) and the City of Orinda (“City”), a municipal corporation, agree as follows. City and Provider are sometimes individually referred to herein as “Party” and collectively as “Parties.”

1. Purpose of Contract.
a. City requires certain special services for the purpose of GIS field survey & mapping of private and public storm drains..
b. Provider is qualified to provide these services and is willing to provide them according to all of the terms of this agreement, including all insurance requirements set forth herein.

2. Duties of Provider.
a. Provider agrees to perform services described in Exhibit A-1 (proposal submitted 9-26-2024) and in Exhibit A-2 (cost proposal dated 12-9-2024), which are attached to this agreement and incorporated by this reference. Provider agrees to perform these services diligently in accordance with the standards of its profession and to City’s satisfaction. Provider promises and agrees to furnish to City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately perform the services described in this agreement.
b. The parties may, from time to time, agree in writing that Provider, for additional compensation, shall perform additional services. c. Provider shall assign only competent personnel to perform services pursuant to this agreement. Provider shall notify City in writing of any changes in Provider’s staff assigned. City may, in its sole discretion, determine that a person assigned to perform services is not performing in accordance with the standards required herein. If the City makes such a determination, Provider shall replace such person immediately.

3. Time of Performance.
a. This agreement shall not be effective and no payments shall be made to Provider until:
(i) City has received satisfactory evidence that Provider has met all of the insurance requirements, and
(ii) All required signatures have been obtained.
b. The effective date of this agreement shall be the date on which the last signature is affixed or on receipt of satisfactory evidence of insurance, whichever is later.

H.2.a
Packet Pg. 196 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 2 c. The services of Provider shall begin no sooner than the effective date and shall continue until all work is approved by City. All work shall be completed no later than _June 30, 2026_, and in accordance with . Provider must deliver the services according to the Schedule of Performance provided in Exhibit A-1..
d. Time is of the essence for the performance of the services. Provider must have sufficient time, resources, and qualified staff to deliver the services on time, according to any Schedule of Performance specified in Exhibit A-1.

4. Compensation.
a. City agrees to pay Provider at the rates described in Exhibit A-2, based on actual costs, not to exceed a maximum contract price of $_398,000___ for satisfactory performance of the services under this agreement.
b. Provider shall bill City on a monthly basis for work done in the preceding month. Provider’s project manager shall review and sign the invoice. The billings shall contain, as a minimum, total hours worked on the project by position, hourly rates, total amount due for the period and a contract payment status summary showing total billed to date compared to total authorized contract amount. In addition, Provider shall describe work that was completed during the monthly billing period both in qualitative terms (e.g., listing project activities) and in quantitative terms (e.g., scope of work completion percentage). City, at its sole discretion, shall evaluate the billing and determine whether or not the amount billed is commensurate with the state of completion of the work. If City determines that the amount billed exceeds the status of completion of either an individual task or the entire project, then City may reduce the amount of the progress payment accordingly.
c. The parties shall agree in writing to any changes in compensation due to changes in Provider’s services prior to performance of those changed services. d. To the extent that Provider’s insurance documentation is not in compliance with the requirements of this agreement and the City Attorney is required to intervene to explain and obtain the proper documentation from Provider’s insurer, the cost of the City Attorney’s services will be deducted from the contract price to which Provider would otherwise be entitled under the terms of this agreement.

5. Provider Status.
a. Provider is an independent contractor and is solely responsible for its acts and omissions. Provider is not City’s agent, employee, partner, joint venture, or representative for any purpose. Provider has no power to incur any debt, obligation, or liability on behalf of City. Provider is solely responsible for the means and methods of performing the services under this agreement and for the persons hired to work under this agreement. Provider shall direct and control its personnel and shall pay all wages, salaries, and other amounts due such personnel in connection with this agreement and as required by law. Provider is responsible for all reports and obligations respecting such personnel. Provider shall pay of all taxes, fees, contributions or charges applicable to the conduct of Provider’s business, and shall provide City with proof of H.2.a
Packet Pg. 197 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 3 compliance upon request. Provider is not entitled to health benefits, worker’s compensation, or other benefits from the City.
b. Provider is solely responsible for the payment of employment taxes incurred under this agreement and any similar federal or state taxes. Provider and any of its employees, agents, and subcontractors shall not have any claim under this agreement or otherwise against City for seniority, vacation time, vacation pay, sick leave, personal time off, overtime, health insurance, medical care, hospital care, insurance benefits, social security, disability, unemployment, workers compensation or employee benefits of any kind. Provider shall be solely liable for and obligated to pay directly all applicable taxes, fees, contributions, or charges applicable to Provider’s business including, but not limited to, federal and state income taxes. City shall have no obligation whatsoever to pay or withhold any taxes or benefits on behalf of Provider. Should any court, arbitrator, or administrative authority, including but not limited to the Internal Revenue Service or the State Employment Development Division, determine that Provider, or any of its employees, agents, or subcontractors, is an employee for any purpose, then Provider agrees to a reduction in amounts payable under this agreement, or to promptly remit to City any payments due by the City as a result of such determination, so that the City’s total expenses under this agreement are not greater than they would have been had the determination not been made.

6. Conflict of Interest.

Provider understands that its professional responsibility is solely to City. Provider warrants that it presently has no interest, and will not acquire any direct or indirect interest, that would conflict with its performance of this agreement. Provider shall not employ a person having such an interest in the performance of this agreement.

Provider and its agents or employees working under this agreement shall submit statements of economic interest under the Political Reform Act (Government Code section 81000 et seq.) if requested to do so by City.

7. Work Product, Intellectual Property and Records.
a. Ownership. All documents furnished to Provider by City and all reports or work product (including electronically stored documents) prepared by Provider under this agreement are City’s property and shall be given to City at the completion of Provider’s services without restriction or limitation on use or dissemination by City. Provider grants City a royaltyfree, exclusive and irrevocable license to reproduce, publish and use all original computer programs, writing, sound recordings, pictorial reproductions, diagrams, charts, computations, drawings, and other works of similar nature produced in the course of the performance of this agreement. Provider shall not publish any such material without the prior written consent of City.
b. Right to Use. Provider represents and warrants that it has the legal right to utilize all intellectual property it will utilize in the performance of this agreement. Provider further represents that it shall ensure City has the legal right to utilize all intellectual property involved in and/or resulting from Provider’s performance of this agreement.

H.2.a
Packet Pg. 198 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 4 c. Confidential Information. In the performance of this agreement, Provider may be given access to confidential information owned or controlled by the City, which may contain proprietary or confidential details the disclosure of which to third parties may be damaging to City. Provider shall hold in confidence all City information provided by City to Provider and use it only to perform this agreement. Provider shall exercise the same standard of care to protect City information as a reasonably prudent contractor would use to protect its own proprietary data.
d. Recordkeeping. Provider shall maintain and make available to City accurate books and accounting records relating to its work under this agreement. Provider will permit City to audit, examine, and make excerpts and transcripts from such books and records, and to make audits of all invoices, materials, payrolls, records, or personnel and other data related to all other matters covered by this agreement, whether funded in whole or in part under this agreement. Provider shall maintain such data and records in an accessible location and condition for a period of not less than three years after final payment under this agreement or until after final audit has been resolved, whichever is later.

8. Assignment; Subcontracts.

Provider’s services are considered unique and personal. Provider shall not assign or transfer its interest or obligation under this agreement without City’s prior written consent.

Provider shall not subcontract its duties under this agreement without City’s prior written consent. Any attempt to do so shall be null and void, and any assignees, subcontractors or transferees shall acquire no right or interest by reason of such attempted assignment, subcontracting or transfer. Any changes related to the financial control or business nature of Provider as a legal entity is considered an assignment of this agreement and subject to City approval, which shall not be unreasonably withheld. Control means fifty percent (50%) or more of the voting power of the business entity.

9. Licenses.

Provider represents and warrants to City that it has all licenses, permits, qualifications, insurance, and approvals legally required for Provider to practice its profession and/or provide services under this agreement. Provider shall, at its sole cost and expense, keep in effect such licenses, permits, qualifications, insurance, and approvals at all times during the term of this agreement.

10. Insurance Types and Limits.

Provider shall procure and maintain for the duration of this agreement insurance against claims for injuries to persons or damages to property that may arise from or in connection with its performance under this agreement. Coverage shall be at least as broad as:
a. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis for bodily injury and property damage, including products-completed operations, personal injury and advertising injury, with a limit of no less than __$1,000,000__ per occurrence. If a general aggregate limit applies, either the general H.2.a
Packet Pg. 199 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 5 aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.
b. Automobile Liability: Insurance Services Office Form Number CA 0001 covering Code 1 (any auto), or if Provider has no owned autos, Code 8 (hired) and 9 (nonowned), with a limit of no less than $1,000,000 per accident for bodily injury and property damage.
c. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease. Workers’ Compensation insurance will not be required if Provider furnishes to City a written verification that it has no employees. d. Professional Liability (Errors and Omissions) Insurance appropriate to the Provider’s profession, with a limit of no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate.

If Provider maintains higher limits or broader coverage than the minimums shown above, City requires and shall be entitled to coverage for the higher limits or broader coverage maintained by the contractor.

11. Additional Insurance Requirements.

The insurance policies are to contain, or be endorsed to contain, the following provisions:
a. Additional Insured Status: City, its officers, officials, employees, and volunteers are to be covered as insureds on the Automobile Liability policy and on the Commercial General Liability policy.
b. Primary Coverage: For any claims related to this agreement, Provider’s insurance coverage shall be primary insurance as respects City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by City, its officers, officials, employees, or volunteers shall be excess of the Provider’s insurance and shall not contribute with it.
c. Notice of Cancellation. Provider shall not cancel, assign, or change any policy of insurance required by this agreement or engage in any act or omission that will cause its insurer to cancel any insurance policy required by this agreement except after providing 30 days prior written notice to the City. If an insurance policy required by this agreement is unilaterally cancelled or changed by the insurer, the Provider shall immediately provide written notice to the City and obtain substitute insurance meeting the requirements of this agreement.

Nothing in this subsection relieves Provider of its obligation to at all times maintain all insurance required by this agreement.

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Packet Pg. 200 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 6 d. Waiver of Subrogation: Provider hereby grants to City a waiver of any right to subrogation which any insurer of Provider may acquire against City by virtue of the payment of any loss under such insurance. Provider agrees to obtain any endorsement that may be necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not City has received a waiver of subrogation endorsement from the insurer. e. Deductibles and Self-Insured Retentions: Any deductibles or self-insured retentions must be declared to and approved by City. City may require Provider to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.
f. Acceptability of Insurers: Insurance is to be placed with insurers licensed to do business in the State of California and with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to City.
g. Claims Made Policies: If any of the required policies provide coverage on a claims-made basis:
(i) The retroactive date must be shown and must be before the effective date of this agreement or the beginning of work, whichever is earlier.
(ii) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the of work. (iii) If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the effective date/beginning of work. Provider must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.
h. Subcontractors: Provider shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein. i. Special Risks or Circumstances: City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

12. Verification of Insurance.

Provider shall furnish City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required herein.

Such evidence of insurance shall be attached hereto as Exhibit B and considered an integral part of this agreement, which shall not become effective until satisfactory evidence of insurance has been received by City. All evidence of insurance must be received and approved by City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive Provider obligation to provide them. City reserves the right to require H.2.a
Packet Pg. 201 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 7 complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

13. Indemnification.

To the fullest extent allowed by law, including but not limited to Civil Code section 2782.8, Provider shall defend, indemnify, and hold harmless City and its officers, employees, agents, and volunteers from and against any and all liability, claims, suits, losses, injuries, damage, demands, expenses, and costs (including, without limitation, attorneys’ fees and expert fees) of every nature, arising out of, pertaining to, or relating to the negligence, recklessness, or willful misconduct of Provider’s in the performance of this agreement. Provider shall not be obligated to indemnify City against liability arising from the sole negligence or willful misconduct by City.

Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Provider from liability under this indemnification and hold harmless clause. The obligations of Provider under this Section 13 will not be limited by the provisions of any workers’ compensation act or similar act.

Provider agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this Section 13 from each and every subcontractor, or any other person or entity involved by, for, with, or on behalf of Provider in the performance of this Agreement.

The provisions of this section survive termination of this agreement.

14. Equal Employment Opportunity.

Provider is an equal opportunity employer and agrees to comply with applicable regulations governing equal employment opportunity. In the performance of this agreement, Provider shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, ethnicity, creed, religion, sex, gender, gender identity, marital status, sexual orientation, national origin, ancestry, age, pregnancy, physical or mental disability, or medical condition, or any other protected classification. Provider shall comply with all anti-discrimination laws, including Government Code Sections 12900 and 11135, and Labor Code Sections 1735, 1777, and 3077.5. Provider agrees to provide records and documentation to the City on request necessary to monitor compliance with this provision.

15. Compliance with Laws.
a. General Laws. Provider shall comply with all local, state, and federal laws and regulations applicable to this agreement. Provider will promptly notify City of changes in the law or other conditions that may affect the services or Provider’s ability to perform. b. Labor Laws. Provider shall comply with all labor laws applicable to this agreement. If the services include a “public works” component, Provider is required to comply with prevailing wage laws under Labor Code Section 1720 and other labor laws.

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Packet Pg. 202 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 8 c. Provider shall keep itself fully informed of and in compliance with all applicable laws affecting its performance under this agreement.

16. Notices.

Any notice to be given under this agreement shall be in writing and addressed to the parties as follows:

City
City Manager
City of Orinda
22 Orinda Way
Orinda, CA 94563
Provider
NCE
1003 W. Cutting Blvd,
Suite 110
Richmond, CA 94804

17. Litigation.

If either party brings an action to enforce this agreement, the prevailing party is entitled to reasonable attorneys’ fees and costs (including, but not limited to, expert witness fees and discovery costs).

18. Waivers.

Waiver of a breach or default under this agreement shall not constitute a continuing waiver or a waiver of a subsequent breach of the same or any other provision of this agreement.

19. Modification.

No waiver, modification or termination of this agreement is valid unless made in writing.

20. Severability.

If any provision of this agreement is held invalid by a court of competent jurisdiction, the remainder of this agreement shall remain in effect to the greatest extent permitted by law.

21. Termination.
a. Termination Without Cause:
(i) At any time and without cause, either party may terminate this agreement by giving 10 days written notice. In the event of such termination without cause, City shall pay Provider for services rendered to date and Provider shall deliver to City any work product, whether complete or incomplete.

H.2.a
Packet Pg. 203 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 9 (ii) If the City terminates this agreement, the time spent in closing out the services will be compensated up to a maximum of ten percent (10%) of the total funds expended to date in the performance of the services, provided the City so approves in writing. b. Termination For Cause: In the event of Provider’s substantial failure to meet its obligations under this agreement, City may elect to give Provider 10 days written notice and an opportunity to cure. If Provider has not cured the defects in its performance within 10 days, City may terminate the agreement for cause. After termination for cause, City shall pay Provider for services satisfactorily rendered to date, and Provider shall deliver to City any work product, whether complete or incomplete.
c. Suspension: City may, at any time, temporarily suspend Provider’s performance, in whole or in part, by giving a written notice of suspension to Provider. If City gives such notice, Provider shall immediately suspend its activities under this agreement as specified.

22. Entire Agreement.

This agreement, together with its attachments, sets forth the entire understanding between the Parties and supersedes any oral or written understanding they may have had prior to the execution of this agreement. No other contract, statement, or promise relating to the subject matter of this agreement shall be valid or binding. If there is any inconsistency between any term, clause, or provision of the main agreement and any term, clause, or provision of the attachments or exhibits thereto, the terms of the main agreement shall prevail and be controlling.

23. Governing Law and Venue.

The formation, interpretation, and performance of this agreement shall be governed by the laws of the State of California. Venue for all litigation relative to the formation, interpretation, and performance of this agreement shall be in Contra Costa County.

24. Authority to Enter Agreement.

Provider has all requisite power and authority to conduct its business and to execute, deliver, and perform the agreement. Each Party warrants that the individuals who have signed this agreement have the legal power, right, and authority to make this agreement and bind each respective Party.

25. Successors and Assigns.

This agreement shall be binding on the successors and assigns of the Parties.

26. Headings and Construction.

Headings appearing herein are descriptive only and for convenience in reference to this agreement. References to Provider include its agents, servants, and employees.

References to City include its officers, employees, agents, and volunteers.

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__________________________________
City Manager Date
Attest
___________________________________
City Clerk
Approved as to form
___________________________________
City Attorney
Nichols Consulting Engineers
__________________________________
Date
__________________________________
Printed Title
__________________________________
Printed Name
Attachments:

Exhibit A-1 – Proposal Documents: Scope of Services, submitted 9-6-2024 Exhibit A-2, Cost Proposal, dated 12-9-2024
Exhibit B – Evidence of Insurance: Certificates, Endorsements and Policy Language H.2.a
Packet Pg. 205 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 11 Exhibit A
Proposal Documents: Scope of Services, Hourly Rates and Payment Schedule (pages attached)
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Evidence of Insurance: Certificates, Endorsements and Policy Language (pages attached)
1576240.1
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Packet Pg. 207 Attachment: NCE Professional Services Contract (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) SubmiƩed By:
300 E 2nd Street, #1210
Reno, NV 89501
(775) 329-4955
SubmiƩed By:
1003 West Cuƫng Blvd., Suite 110
Richmond, CA 94804
(510) 215-3620
Reno | Lake Tahoe | Point Richmond | Oakland | Sacramento | Fountain Valley | ScoƩsdale September 26, 2024
City of Orinda

PROPOSAL
Storm Drain Systems GIS Data Review and Field Survey Project City of Orinda Project No. 4092
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Table of Contents
TAB #1: Cover Letter..................................................................................................................................... 1 TAB #2: Project Understanding..................................................................................................................... 1 TAB #3: Work Plan Approach & Schedule ..................................................................................................... 2 Project Planning ........................................................................................................................................2 Data Collection and Data Management....................................................................................................2 Post-Processing and Final Deliverables.....................................................................................................3 TAB #4: Staff Plan: Experience, Qualifications and References...................................................................... 5 Firm Profile................................................................................................................................................5 Relevant Expertise.....................................................................................................................................5 Staff Availability.........................................................................................................................................6 Previous Experience with Similar Projects and Selected References .......................................................7 Organizational Chart of the Project Team.................................................................................................9 TAB #5: Resumes.........................................................................................................................................10 TAB #6: Acknowledgment of City Consultant Agreement and Certification of Insurance Requirements.......27 H.2.b
Packet Pg. 209 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 1003 West Cutting Blvd. Suite 110
Pt. Richmond, CA 94804
(510) 215-3620
TAB #1: Cover Letter
September 26, 2024
Attn: Ha Nguyen, Senior Civil Engineer
City of Orinda
22 Orinda Way
Orinda, CA 94563
RE: Proposal – Storm Drain Systems Geographic Information Systems (GIS) Data Review and Field Survey Project, City of Orinda Project No. 4092
Ms. Nguyen and Members of the Selection Committee:

Storm drain asset management is becoming increasingly critical for local jurisdictions as it provides the necessary spatial, attribute, and network information to make informed management, capital, and maintenance decisions.

The City of Orinda (City) understands these values and desires to capitalize and expand on the storm drain GIS NCE developed for the City in 2018. Our team is enthusiastic about the opportunity to continue our partnership, and we are eager to leverage our past storm drain GIS experience with the City and in the Bay Area, along with knowledge of recent technology developments to help deliver the Storm Drain System GIS Data Review and Field Survey Project. Through our work with Scott Christie and the City’s Public Worksteam on stormwater, green infrastructure, and GIS-related efforts, NCE possesses valuable knowledge and expertise about the City’s storm drain system and how to effectively support this effort.

Specifically, NCE’s connection to the City goes beyond our work on the 2018 storm drain GIS and includes facilitating the development of a maintenance-focused web GIS, providing mobile application asset inspection training for maintenance staff, and preparing two web applications for City leaders to view, interact, and edit storm drain data.

In addition, our team brings a wealth of knowledge and experience supporting other Bay Area communities with conducting storm drain inventories, preparing storm drain operations & maintenance plans, preparing geospatial tools, leveraging ArcGIS Online, especially for clients already invested in ESRI GIS software, and training public works and maintenance staff. This experience strengthens our team’s overall knowledge and expertise on storm drain GIS projects. We aim to meet the City’s project objectives by empowering management to make informed and prioritized infrastructure and stormwater management decisions. The benefits of working with NCE include:
• Comprehensive storm drain GIS Experience: NCE has successfully delivered storm drain GIS projects for the Town of Moraga, Walnut Creek, the City of Richmond, the City of San Pablo, Contract Costa County, and many more northern California clients.
• Demonstrated approach: Based on our experience delivering storm drain data collection and GIS projects, NCE has developed a detailed and efficient approach that is efficient, optimizes the data collection workflow, focuses on quality control, and is shared through informative dashboards and other online tools. • ESRI and Geospatial Application Expertise: From data collection to dashboards to web applications, NCE’s GIS team has broad capabilities leveraging ESRI’s ArcGIS platform. For this project, NCE will take advantage of ESRI’s ArcGIS Online environment by linking NCE’s AGOL account to the City’s to streamline data collection and provide project status tracking tools so field technicians and managers can monitor the progress of the project in real-time.

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The project will be managed by Dave Rios, CPESC, CPSWQ, and QSD/QSP, who will oversee the project's day-today progress and will be supported by Jeremy Hall, GISP, who is NCE’s GIS Lead on the project. We have developed what we believe is a cost-effective and time-efficient approach to delivering this important project for the City.

NCE understands the contract form, conflicts of interest provisions, timeline, and insurance. In addition, NCE also acknowledges that, upon selection, the project manager or key personnel will be required to file a Form 700 – Statement of Economic Interests with the City of Orinda.

As a principal with NCE, I am authorized to sign contracts on behalf of NCE and will be the point of contact for this proposal. I can be reached via phone at (530) 318-4352 or via email at [email protected]. NCE looks forward to your favorable review of our proposal and the opportunity to continue our work with the City.

Sincerely,
NCE
Jason Drew, CPESC, CPSWQ, QSD/QSP
Principal (Principal-in-Charge)
Dave Rios, CPESC, CPSWQ, QSD/QSP
Associate Scientist (Project Manager)
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Packet Pg. 211 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
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TAB #2: Project Understanding
Current pressures from aging infrastructure, increased flood risk, expansive stormwater permit requirements, and limited available resources have made it critical for municipalities to make sound, prioritized management decisions about their infrastructure, stormwater management, and hazard mitigation needs. An accurate and complete storm drain inventory, coupled with geospatial tools, is fundamental to making well-informed stormwater management and infrastructure decisions. Through NCE’s robust past project experience conducting storm drain inventories, recommending effective data management practices, and empowering our clients to leverage geospatial tools, the NCE team understands the needs facing municipalities and challenges with managing storm drain systems.

Based on our team’s review of the RFP, there are two primary objectives for this project including verifying existing data (i.e., spatial location and attributes) and new data collection (i.e., spatial and attribute information including pipe locations, dimensions, materials, and conditions). This effort will result in a complete and accurate storm drain GIS that includes storm drain assets located within the public right of way and on private property.

NCE will complete the two objectives by leveraging
our knowledge of the City’s 2018 storm drain GIS.

Key considerations learned from our previous work
with the City include the preponderance of
corrugated metal pipe, the need to empower
maintenance staff to efficiently conduct
inspections, and the desire for City leaders to
leverage web applications to view, interact, and edit
storm drain data. This knowledge and experience,
coupled with the positive rapport we have
developed with the City, provides the NCE team
with a key advantage. We intend to build on what
we already know and listen to what may have
changed since 2018 to efficiently execute this
project.

Based on NCE’s review of the 2018 geodatabase, which almost exclusively includes storm drain assets within the public right-of-way, the City has approximately 7,500 existing assets, most of which are storm drain pipes (43%), open pipes (20%), and catch basins (18%). When NCE developed the 2018 geodatabase, we identified locations in the network where private storm drain facilities were assumed connected, based on pipe stubs (i.e., pipes with unknown connectivity). These pipe stubs suggest an additional 4,300 assets exist on private property, including 40% pipes, 30% open pipes, 14% channels, and 12% catch basins. This data summary has directly informed our data collection approach, workflow, and anticipated level of effort to 1) verify existing assets in the public right-of-way and 2) collect new storm drain data on private property. Because full data collection (surface and subsurface attributes) is resource intensive, especially when nearly 12,000 assets are to be addressed, NCE has developed several options for the City’s consideration. Our goal is to work with the City to help determine and understand data collection objectives and the ultimate purpose of storm drain asset accuracy and completeness, all while remaining within the City’s available budget.

As a result of this experience and due to our long-standing working relationship with the City, we have identified three steps to deliver this project including 1) project planning, 2) data collection and data management, and 3) post-processing and final deliverables. Each step is essential to meeting the City’s project objectives, delivering an efficient data collection project, and building on our past project experience to deliver an updated storm drain GIS.

The following narrative describes our team’s Work Plan Approach & Schedule.

Figure 1: Manager Web App Functions
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TAB #3: Work Plan Approach & Schedule
The City’s two objectivesincluding verifying existing data and conducting new data collection will be accomplished by executing the following steps:

Project Planning
The project planning task will begin with a data review, which will focus on identifying and understanding any changes to the storm drain GIS, data management approach, or stormwater and infrastructure needs since 2018.

Answering key management questions (see below) will be important and will inform how we optimize the data collection effort, and data management approach, and prepare the final deliverables. Key Management Questions include: How is the City using the 2018 storm drain GIS? What geospatial tools would be most beneficial for the City? And what are the mandatory attributes for data collection? Project Delivery Plan – Building on the Project Summary and Applications Training Manual NCE developed in December 2019, we will develop a Project Delivery Plan (PDP) for this project. The purpose of a PDP is to establish and document the roadmap for executing this project including defining how storm drain asset data will be collected, managed, and quality controlled; identifying the process for private property access; and how the fieldcollected data will be integrated into the City’s ArcGIS Online account. The 2019 Project Summary is a valuable timesaving document for the existing 2018 geodatabase, existing web GIS tools, and metadata spreadsheet (i.e., data schema/attributes). Developing a metadata spreadsheet can be a time-consuming step, but because we developed the 2018 GDB, this effort will focus on updating the spreadsheet with any new information and needs.

The PDP will detail what data will be collected (asset types and attributes), how it will be collected (hardware/software, number of staff required), and the deliverable schedule.

Private Property Access – The review of the City’s existing data indicates nearly 40% of assets are located on private property. NCE will identify those properties with suspected private storm drain assets, and work with the City to send requests for rights to enter and document any private property observations of note. If a right to enter has not been obtained prior to data collection, NCE will work with the City to determine the best course of action. If permissions are not granted, data will not be collected, and property access will be noted in the GIS.

Orinda Web GIS Collaboration – Since the storm drain data has been published and managed on the City’s ArcGIS Online (AGOL) account, NCE proposes to take advantage of a Partnered Collaboration to establish a link, with appropriate permissions, between the City and NCE’s AGOL accounts. Through a Partnered Collaboration, the City manages all permissions and can safeguard the data, while granting permission to a limited number of NCE-named user accounts to update the data during data collection. This step will streamline the project by avoiding unnecessary steps like transferring datasets from one AGOL account to another, additional data processing, and coordination.

Data Collection and Data Management
Once project planning is complete, and the PDP has been reviewed and agreed upon, NCE will begin the data collection effort. NCE proposes to use ESRI Field Maps paired with a Trimble R2 receiver and a LaserTech Range Finder. This ESRI-centric workflow strikes a balance between efficiency and accuracy.

To verify and update the City’s existing data, a workflow focused on field verification and adjustment is proposed.

NCE field technicians will navigate to currently mapped storm drain assets and re-map (i.e., update) the spatial Figure 2: Catch basin data collection
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location of each. Existing attribute information will be verified and updated as necessary, and missing attributes will be populated. If an existing feature in GIS cannot be confidently verified (e.g., located equidistant between two onthe-ground assets), a new feature will be mapped and the existing feature will be abandoned/removed from the GIS. For new data collection, NCE will capture the spatial location, and collect surface and subsurface attributes, as necessary. Two developments our team will use on this project, not available back in 2018, include Field Maps advancements such as point-to-line snapping, and acquiring pipe invert elevation using a laser range finder. Lineto-point snapping allows field technicians to snap pipe segment starting/ending vertices to point features such as manholes and catch basins. Such a simple advancement allows for more accurate and efficient data collection in real time, but it also eliminates much post-processing after data has been collected. This will result in cost savings for the City. Using a high-accuracy (vertical accuracy within two inches) laser range finder, NCE field technicians can capture pipe invert elevations much faster than using traditional tools such as a pipe mic or awkward and often inaccurate measurements using a standard tape measure.

Another benefit of NCE’s ESRI-centric workflow is results of data collection can be tracked and evaluated in real time within the AGOL environment. With minimal effort, NCE will create a Dashboard to track the progress of data collection throughout the City. This tool made available to City staff upon request, is useful for forecasting progress, flagging issues (e.g., access issues, heavy traffic areas), and even catching small errors early in a project. The following link provides a mock Dashboard of the City’s existing storm drain data (https://tinyurl.com/Orinda-SDDashboard).

Backup Protocols & Quality Assurance/Quality Control (QA/QC) Process – ESRI’s environment, using ArcGIS Pro Desktop GIS software and AGOL, facilitates a streamlined approach for data management and QA/QC. As data is collected in the field, it is filtered through our QC process in phases, backed up frequently, stored locally, and saved on NCE’s data network (triple redundancy).

NCE has developed an effective QA/QC strategy for these types of data collection projects involving three rounds of review, plus two complete dataset-level reviews – one following the completion of data collection and a second by the Project Manager in preparation for the final deliverable(s). Following data collection and QA/QC, NCE will prepare a Field Survey Report (Deliverable #1) and updated storm drain hosted feature layer on the City’s AGOL account for review. The Field Survey Report will detail the assets collected and the approach used. Problem areas and assets requiring attention will be identified. If requested, the updated hosted feature layer will be converted to file geodatabase as a stand-alone file for the City to retain for their records or to facilitate review. In addition, NCE will provide a series of draft thematic maps (PDF format) including a large format, system map of the City’s storm drain network, plus a more portable map book depicting the network at a larger scale, if requested.

Post-Processing and Final Deliverables
Once data collection is completed and the City has provided initial comments on the draft GIS, NCE will begin the post-processing and preparation of the final project deliverables.

Specifically, upon completion of data collection, a technician will perform a fourth round of QC (Post Field Review). Annotations are added for storm drain assets with missing information (e.g., could not gain access to a manhole because a vehicle was perpetually parked over it). Flow direction is evaluated to ensure accuracy within the network. Connectivity is programmatically checked to ensure all lines snap to points.

Following the Post Field Review, NCE will review the data one final time to scrutinize the data at a coarse scale. This final review helps to identify possible issues of network connectivity, flow direction, and/or unrealistic or improbable values. Examples include checks to ensure downstream invert elevation is less than upstream invert elevation or pipe crowns do not extend above the ground surface.

Figure 3: City of Orinda
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NCE will prepare and deliver the updated GIS Data (Deliverable #2), including the storm drain hosted feature layer, final geodatabase exported, and thematic maps.

NCE will prepare and deliver a final presentation (Deliverable #3) to City officials that summarizes the project including the planning, data collection, post-processing, and final deliverables. The focus of the presentation will be on how these data will help support stormwater management infrastructure planning decisions.

NCE has developed a schedule that generally adheres to the City’s proposed project schedule in the RFP. However, given the number of assets and estimated data collection approach (Two teams of two technicians), we estimate data collection will wrap up by mid to late August, with final deliverables submitted by late October.

NCE would like to sit down with the City to nail down a project schedule that meets your needs. There are changes that can be made to shorten the overall project schedule, including increasing the number of staff in the field, changing the data collection approach, and modifying the approach to private property access. We look forward to working with City staff to finalize an acceptable project schedule.

Planning Data
Collection Deliverables
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TAB #4: Staff Plan: Experience, Qualifications and References Firm Profile
Founded in 1990, NCE is a client-focused engineering and environmental services firm with extensive experience in infrastructure planning, drainage analysis, and stormwater compliance. With over 120 employees consisting of highly qualified engineers, hydrologists, geologists, planners, and scientists with strong backgrounds in storm drain asset management, stormwater, and GIS. NCE’s staff has successfully delivered Storm Drain Master Plans and Stormwater Compliance services to numerous public agencies in California. Our clients repeatedly choose to work with NCE staff because of our collaborative style of working on projects, our commitment to making sure the project is a success, and the confidence they have in our ability to complete the project to their satisfaction.

NCE experience includes performing the storm drain inventory, data management, geospatial tool, and GIS services, consistent with this project, for other communities in the region including the City of Orinda, the Town of Moraga, the City of Walnut Creek, the Cities of Richmond, San Pablo, Alameda, Piedmont, Scotts Valley, Contra Costa County, and others. NCE staff have an in-depth knowledge and understanding of the GIS needs of public entities and the importance of geospatial data in making critical infrastructure and stormwater management decisions. These decisions require well-thought-out tools that allow for efficient management, deployment, and dissemination of spatial data (both internal and external for the public). Our experience with GIS development and analysis, cartography, and asset management is extensive and includes projects for municipalities across California and Nevada. Our services include mobile data collection workflow design, field data collection using ESRI mobile applications such as Field Maps and Survey123, geodatabase design and development, web GIS development from simple web maps to complex management applications, and professional grade cartography.

Over 85% of NCE’s work is with local public agencies. This contract will be delivered from our Richmond office with 30 staff members, which is located less than 20 miles from the City’s office. NCE team members can respond and be at the City’s offices or project site on the same day.

Relevant Expertise
Storm Drain Asset Management – NCE has extensive experience supporting local municipalities with storm drain asset
management including conducting storm drain inventories, mobile data collection, geodatabase development, operations &
maintenance planning, geospatial web maps and web application development, and experience leveraging ArcGIS Pro and ArcGIS Online to develop tools and thematic maps. Below we highlight three service areas that complement our storm drain asset management expertise.

Stormwater – NCE’s technically diverse and highly qualified stormwater staff are intimately familiar with the National Pollutant Discharge Elimination System (NPDES) program at the federal, state, and local levels. NCE consistently provides clients with costeffective solutions to municipal, industrial, and construction stormwater issues. Our experience includes delivering a wide range of stormwater projects, including the development of stormwater master plans, stormwater NCE Capabilities
GIS and Asset Management Services
• ESRI ArcGIS Pro
• ESRI ArcGIS Online
• Web application and web map
development
• Asset inventory (storm drain and
other infrastructure assets)
• Geodatabase development,
management, and updates
• Technical Support
• Cartography
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management plans, stormwater monitoring plans, and stormwater pollution prevention plans; implementation of stormwater program activities, total maximum daily load action plans; regulatory negotiations for NPDES permits; and design and implementation of stormwater BMPs and infrastructure. NCE has assisted dozens of communities across California with complying with the Statewide Trash Provisions and the trash requirements included in NPDES permits.

Storm Drain Operations & Maintenance (O&M) – O&M is a key component of a successful stormwater, flood control, or storm drainage program. NCE has guided clients across California with developing, refining, and implementing stormwater, flood control, and storm drainage operations and maintenance programs and plans. Our approach is informed by our team of professionals which includes former road maintenance supervisors and facility managers whose intimate knowledge and experience with the subject ensures that NCE’s recommendations are practical and implementable. Our work has included developing comprehensive stormwater operations and maintenance plans and programs including inspection and maintenance prioritization criteria, standard operating procedures, automated and web-based field and office tools, analysis and forecasting protocols, and geospatial solutions.

GIS – NCE’s Geospatial Services is delivered by a multi-disciplinary team of project managers, GIS specialists, planners, software engineers, and resources specialists. Working with both public and private sector clients, NCE’s Geospatial Team provides innovative thinking and delivers accurate technical solutions through various services such as, but not limited to GIS program development; geodatabase design; data management; web GIS and application development; asset and data collection and technical support and training.

NCE leverages the ESRI software platform, including ArcGIS Pro, ArcGIS Oline, and mobile applications such as Field Maps and Survey123 paired with high-accuracy GPS receivers to efficiently collect spatial and attribute data.

Data is integrated seamlessly into additional project components involving analysis, mapping, visualization, and web GIS development. Our cloud-based approach to GIS has many advantages including data centralization, realtime QC, and access and dissemination to a broad range of audiences. NCE's knowledge and experience with ever-evolving geospatial technology have helped our clients make critical future decisions to maximize improvements necessary to minimize future capital expenditures.

NCE has a variety of tools to assist us in developing cost-effective products. • Trimble Geo7X is a standard GPS device rated for a horizontal accuracy of half a meter. • Trimble R2 GNSS Receiver delivers sub-foot accuracy and easily pairs to mobile devices.

Staff Availability
The NCE team has the depth of resources available to complete the necessary work and meet the deliverable milestones. The NCE team’s key staff identified in this proposal have the capacity required to successfully support this project and are ready to begin work upon notice to proceed from the City. The NCE team is committed to the project for its duration; personnel will not be substituted without prior approval from the City. In addition, our team has a strong local presence and can respond quickly to ensure your expectations for quality, budget, and schedule are fully achieved. In the table below we have indicated the availability of the project team.

Key Staff Commitments to Other Agencies Percent
Availability
Dave Rios, CPESC,

CPSWQ, QSD/QSP
Project Manager
• Lake Tahoe Community College, Stormwater compliance, 15% • Placer County North Tahoe Trail, 20%
• Town of Los Gatos, Storm Drain Mapping, 10%
55%
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Key Staff Commitments to Other Agencies Percent
Availability
Jason Drew, CPESC,

CPSWQ, QSD/QSP
Principal-in-Charge
• City of Half Moon Bay, Seymour Ditch Stabilization, 20% • City of San Rafael, Storm Drain Master Plan, 30%
• Non-Project Commitments, 10%
40%
Jeremy Hall, GISP, RPA
GIS Lead/Client Sponsor
• Town of Los Gatos, Storm Drain Data Collection, 40%
• Carson City, Section 106 for West Side Ped Safety Project, 10% • Diablo Engineering, Section 106 for 40th Street Project, 10% 40%
Shelby Lowman
GIS Support
• Town of Los Gatos, Storm Drain Mapping, 20%
• Lake Tahoe Community College, Stormwater compliance, 15% • Mapping Requests, 25%
40%
Dylan Karlowicz, CPESC,

QSD/QSP
Project Development Plan
• Lake Tahoe Community College, Stormwater compliance, 25% • Placer County North Tahoe Trail, 20%
• Town of Los Gatos, Storm Drain Mapping, 10%
45%
Anna Henke, PG, CEM
Data Collection Lead
• City of Reno, Inspection/Staff Augmentation, 5%
• RTC Washoe County, CM, Plan Review, 5%
90%
Joel Acosta
Data Collection
• City of Reno, Inspection and Staff Augmentation, 5%
• Caltrans, Pavement Condition Studies I-80, 5%
90%
Katherine Outhwaite
Data Collection
• Hoopa Valley Tribe, Climate Vulnerability Assessment, 5% • Geo-Logic, Cal Recycle Rotelli Burn Dump Remediation, 5% 90%
Jaime Wong Pagano
GIS Field Technician • Los Gatos, Storm drain GIS, 10% 90% Previous Experience with Similar Projects and Selected References NCE has offered GIS services for storm drain systems to various organizations in the Bay Area. We possess a comprehensive understanding of the regulatory processes and drainage systems, and our successful execution of numerous projects showcases our expertise in stormwater-related initiatives. Below, we present a selection of project experience along with reference information for several of these projects.

Scott Christie, Director of Public
Works and Engineering
City of Orinda
22 Orinda Way, 2nd Floor
Orinda, CA 94563
p: (925) 253-4231
Project: Storm Drain GIS Asset
Management
Amanda Booth, Senior
Management Analyst
City of San Pablo Public Works
Department
1000 Gateway Avenue
San Pablo, CA 94806
p: (510) 215-3066
Project: Stormwater Master Plan
Mark Boucher, Senior Hydrologist
Contra Costa County Public Works
Flood Control and Water
Conservation District
255 Glacier Drive
Martinez, CA 94553
p: (925) 313-2274
Project: GIS Storm Drain Network
City of Orinda
Key Personnel:

Dave Rios (Senior Scientist)
Storm Drain GIS Asset Management. NCE assisted the City with creating a geospatial management tool for the storm drain system to assist with operations, maintenance, and permit reporting. Our work included converting data from numerous data sources into a working geodatabase with accurate and complete spatial and attribute data of storm drain system assets. NCE created protocols and web-based products to allow the City to track and report inspection, maintenance, and repair activities. The tools created now allow the City to prioritize inspection and maintenance activities, identify illegal connections and illicit discharges, prioritize green infrastructure and trash capture capital projects, and efficiently create reports for permit compliance.

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Jeremy Hall (Project
Manager, GIS Administrator)
Jason Drew (Principal)
City of San Pablo
Key Personnel:

Dave Rios (Senior Scientist)
Jason Drew (Project
Manager)
Jeremy Hall (GIS Task Lead)
Stormwater Master Plan. The City of San Pablo was faced with numerous drainage, flooding, and stormwater compliance challenges. The storm drain infrastructure frequently exceeded capacity, property near creeks often flooded, and ponding occurred throughout San Pablo. Solutions involving green infrastructure and trash compliance were priorities. San Pablo lacked storm drain data, system modeling, and compliance understanding necessary to overcome these challenges. NCE created a storm drain geodatabase, collected detailed spatial and attribute data on more than 2,000 assets, and prepared detailed hydraulic capacity analysis and inundation maps to identify areas prone to flooding and hazard mitigation areas within the City. The results of the data collection and modeling were used to prepare the Stormwater Master Plan which presented Capital Improvement Program (CIP) recommendations for system improvements and trash compliance. A unique aspect of the project was modeling and assessing the impact of three flooding conditions. By integrating models of the creek (HEC-RAS) and storm drain system models (XPSTORM), NCE was able to identify causes of flooding and make CIP recommendations that best fit and were most cost-effective for each location.

Contra Costa County
Key Personnel:

Dave Rios (Project Manager)
Jason Drew (Principal)
Jeremy Hall (GIS Task Lead)
Anna Henke (Data Collection)
GIS Storm Drain Network. Like many jurisdictions, Contra Costa County has an extensive storm drain system that collects, conveys, treats, and discharges urban stormwater to surface waters within its boundary. The County’s existing storm drain geodatabase was incomplete and the accuracy of the existing data was unknown. This created numerous challenges for flood control, engineering, maintenance, and stormwater staff in making management, CIP, regulatory, operation, and maintenance decisions. As a result, there was a strong desire to update the geodatabase to ensure it was complete and accurate. Given the scale and spatial distribution of the County’s system, a cost-efficient approach needed to be developed and deployed. NCE worked with the County staff to identify a pilot project to be executed in the Rodeo area. NCE deployed field data collection workflow leveraging tablets, ESRI ArcGIS Collector, and a variety of field data collection equipment. NCE collected spatial and attribute data on catch basins, channels, manholes, storm drainpipe outlets, and trash capture devices.

City of Scotts Valley
Key Personnel:

Dave Rios (Senior Scientist)
Jason Drew (Principal)
Jeremy Hall (GIS Task Lead)
Anna Henke (Data Collection)
Storm Drain Asset Inventory and Operations and Maintenance Program. The City of Scotts Valley is a small community located in the coastal mountains of Santa Cruz County. The City needed to map and analyze drainage issues, identify feasible solutions, and develop a Storm Drain Master Plan to guide future planning, operations, maintenance, and capital investment in the storm drain system. NCE conducted a field data collection effort to update an existing storm drain GIS asset inventory. Our team used these data to complete a hydrologic and hydraulic analysis, which informed a Storm Drain Master Plan Update. The foundation of this project was updating the existing storm drain asset inventory.

Because creating a new storm drain asset inventory was beyond the scope of this project, NCE worked with City staff to develop a data collection approach that focused on high-priority areas including locations with known hydraulic concerns, where trash compliance was required, and areas prone to flooding. Using the existing storm drain data as a guide, NCE collected nearly 1,000 new storm drain H.2.b
Packet Pg. 219 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 9
assets including v-ditches, outfalls, manholes, inlets, culverts, channels, and storm drainpipes. Two field technicians completed the data collection over two months using a Trimble Geo7X GPS to achieve 1.0-foot horizontal and 0.5-foot vertical spatial resolution.

Town of Moraga
Key Personnel:

Dave Rios (Project Manager)
Jason Drew (Principal)
Jeremy Hall (GIS Task Lead)
Anna Henke (Health and
Safety Officer for Data
Collection)
Storm Drain Asset Inventory and Operations and Maintenance Program. The Town of Moraga needed to establish a stormwater operations & maintenance (O&M) program to proactively address flooding, drainage, and storm drain system issues. NCE guided the Town through the development of a comprehensive, but practical stormwater O&M plan and program. This included developing and answering key management questions, completing a storm drain asset inventory, conducting analysis and forecasting, and establishing the procedures and equipment for work program actions, such as inspections and system cleaning. The storm drain asset inventory involved collecting highresolution (sub-foot horizontal and vertical) spatial and attribute data for more than 3,000 storm drain assets. Data collection occurred over five weeks and included three data collection teams, consisting of two technicians per team. The most significant project challenge was accommodating an accelerated schedule to implement the asset inventory and overall O&M program development. Given NCE’s experience implementing storm drain mapping projects and our knowledge and expertise working with municipalities throughout California, NCE was able to quickly identify a team, partner with the Town’s summer interns, and train the field crews to effectively collect accurate storm drain spatial and attribute information.

Organizational Chart of the Project Team
NCE has assembled the following team to undertake the project. The experience and qualifications of our employees are detailed in the resumes section. Below is an overview of our team structure.

H.2.b
Packet Pg. 220 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project City of Orinda Project No. 4092
Page | 10
TAB #5: Resumes
Dave Rios, CPESC, CPSWQ, QSD/QSP
Project Manager
Dave was inspired to pursue a field in environmental science when, in college, he spent a month backpacking in Arizona learning about conservation biology and wildlife and ecosystem management. At NCE, he enjoys applying his interests and talents to a variety of projects, from permitting to stormwater and from wildlife to GIS. He enjoys the opportunity to work alongside his talented and driven colleagues — “a friendly and focused group of professionals.”
Dave contributes a strong background in watershed science, stormwater management, wildlife biology, and natural resource management. His clients appreciate that he is a good listener and responsive during the project process, fostering effective communication and building lasting relationships.

Dave is an experienced scientist who excels at understanding and delivering a variety of regulatory compliance, permitting, and GIS tasks and projects. His professional expertise has focused on stormwater and natural resource management, particularly in the areas of the NPDES, regulatory compliance, and GIS storm drain mapping projects. Favoring a sensible approach to managing stormwater infrastructure, Dave has a keen sense for identifying practical and userfriendly methods to execute inspection and maintenance activities for a variety of stormwater facilities including collection, conveyance, and treatment infrastructure. In addition, Dave is an experienced GIS user and has led storm drain field data collection and mapping projects where he leverages his knowledge of mobile data collection, data management, and cartography.

Representative Projects
Storm Drain Geographic Information System Asset Management City of Orinda, CA
Senior Scientist. Dave provided storm drain GIS guidance on support for the project. NCE assisted the City with creating a geospatial management tool for the storm drain system to assist with operations, maintenance, and permit reporting.

Our work included converting data from numerous data sources into a working geodatabase with accurate and complete spatial and attribute data of storm drain system assets. NCE created protocols and web-based products to allow the City to track and report inspection, maintenance, and repair activities. The tools created now allow the City to prioritize inspection and maintenance activities, identify illegal connections and illicit discharges, prioritize green infrastructure and trash capture capital projects, and efficiently create reports for permit compliance.

Education
MS, Environmental and
Natural Resource Sciences,
University of Nevada, Reno,
2010
BS, Biology, Sacramento
State University, 2003
Certifications
Certified Professional in
Erosion Control and
Sediment Control (CPESC),
#7399
Certified Professional in
Storm Water Quality
(CPSWQ), #0847
Qualified Stormwater
Pollution Prevention Plan
Developer/Qualified
Stormwater Pollution
Prevention Plan
Practitioner (QSD/QSP), CA
#22767
Joined NCE
2010
Total Years of Experience
16 years
H.2.b
Packet Pg. 221 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 11
Stormwater Master Plan
City of San Pablo, CA
Senior Scientist. Dave oversaw the storm drain data
collection, data management, and trash capture
planning on the project. The City of San Pablo was faced with numerous drainage, flooding, and stormwater
compliance challenges. The storm drain infrastructure
frequently exceeded capacity, property near creeks
often flooded, and ponding occurred throughout San
Pablo. Solutions involving green infrastructure and
trash compliance were priorities. San Pablo lacked
storm drain data, system modeling, and compliance
understanding necessary to overcome these
challenges. NCE created a storm drain geodatabase,
collected detailed spatial and attribute data on more
than 2,000 assets, and prepared detailed hydraulic
capacity analysis and inundation maps to identify areas prone to flooding and hazard mitigation areas within
the City. The results of the data collection and modeling were used to prepare the Stormwater Master Plan
which presented CIP recommendations for system
improvements and trash compliance. A unique aspect
of the project was modeling and assessing the impact
of three flooding conditions. By integrating models of
the creek (HEC-RAS) and storm drain system models
(XPSTORM), NCE was able to identify causes of flooding
and make CIP recommendations that best fit and were
most cost-effective for each location.

GIS Storm Drain Network
Contra Costa County, CA
Project Manager. Dave was the project manager and
oversaw the delivery of this project including the field data collection, data management, and final
deliverable development. Like many jurisdictions,
Contra Costa County has an extensive storm drain
system that collects, conveys, treats, and discharges
urban stormwater to surface waters within its
boundary. The County’s existing storm drain
geodatabase was incomplete and the accuracy of the
existing data was unknown. This created numerous
challenges for flood control, engineering, maintenance, and stormwater staff in making management, CIP,
regulatory, operation, and maintenance decisions. As a
result, there was a strong desire to update the
geodatabase to ensure it was complete and accurate.

Given the scale and spatial distribution of the County’s system, a cost-efficient approach needed to be
developed and deployed. As a result, NCE worked with
the County staff to identify a pilot project to be
executed in the Rodeo area. NCE developed a field data
collection workflow that leveraged mobile phones and
tablets, ESRI ArcGIS Collector, and a variety of field data collection equipment. NCE collected spatial and
attribute data on catch basins, channels, manholes,
storm drainpipe outlets, and trash capture devices.

Storm Drain Asset Inventory and Operations and
Maintenance Program
Town of Moraga, CA
Project Manager. Dave was the project manager and
oversaw the delivery of this project including the field data collection, data management, Web GIS,
operations & maintenance plan, and final deliverables.

The Town of Moraga needed to establish a stormwater
O&M program to proactively address flooding,
drainage, and storm drain system issues. As part of the project, NCE guided the Town through the
development of a comprehensive, but very practical
stormwater O&M plan and program. This included
developing and answering key management questions,
completing a storm drain asset inventory, conducting
analysis and forecasting, and establishing the
procedures and equipment for work program actions,
such as inspections and system cleaning. The storm
drain asset inventory involved collecting highresolution (sub-foot horizontal and vertical) spatial and attribute data for more than 3,000 storm drain assets
(e.g., catch basins, manholes, culverts, pipes, and
ditches). Data collection occurred over five weeks and
included three data collection teams, consisting of two technicians per team. The most significant project
challenge was accommodating an accelerated schedule
to implement the asset inventory and overall O&M
program development. Given NCE’s experience
implementing storm drain mapping projects and our
knowledge and expertise working with municipalities
throughout California on pavement management
programs, NCE was able to quickly identify a team,
partner with the Town’s summer interns, and train the
field crews to effectively collect accurate storm drain spatial and attribute information.

H.2.b
Packet Pg. 222 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 12
Jason Drew, CPESC, CPSWQ, QSD/QSP
Principal-in-Charge
While spending two summers after undergraduate school, working as an outdoor guide in Wyoming, Jason had a realization; that his passion for the outdoors could translate into a fulfilling career. Inspired by professionals he met in hydrology, restoration ecology, and natural resources management, he decided to pursue a future in environmental science and engineering.

Since joining NCE, Jason has successfully delivered a variety of projects, from largescale engineering and restoration projects to stormwater management plans and small-acreage resource assessments. As the lead for NCE’s Environmental Practice and Water Resource Practice, Jason has also worked in the government, non-profit, and private sectors, bringing a unique perspective to his clients and projects.

A natural problem solver, Jason enjoys “figuring out complex issues and putting improvements on the ground.” In addition to his technical expertise, his strengths include his ability to understand the overall vision of a project, while staying organized and following through. His clients appreciate his ability to anticipate and address potential issues and the sense of ownership he takes with each project.

Representative Projects
Storm Drain Geographic Information System Asset Management City of Orinda, CA
Principal. Jason provided technical support and quality control for deliverables. NCE assisted the City with creating a geospatial management tool for the storm drain system to assist with operations, maintenance, and permit reporting. Our work included converting data from numerous data sources into a working geodatabase with accurate and complete spatial and attribute data of storm drain system assets.

NCE created protocols and web-based products to allow the City to track and report inspection, maintenance, and repair activities. The tools created now allow the City to prioritize inspection and maintenance activities, identify illegal connections and illicit discharges, prioritize green infrastructure and trash capture capital projects, and efficiently create reports for permit compliance.

Storm Drain Asset Inventory and Operations and Maintenance Program Town of Moraga, CA
Principal. Jason provided oversight and technical guidance for the data collection effort and plan development. The Town of Moraga needed to establish a stormwater O&M program to proactively address flooding, drainage, and storm drain system issues. As part of the project, NCE guided the Town through the development of a comprehensive, but very practical stormwater O&M plan and program. This included developing and answering key management questions, completing a storm drain asset inventory, conducting analysis and forecasting, and establishing the procedures and equipment for work program actions, such as inspections and system cleaning. The storm drain asset inventory involved collecting high-resolution (sub-foot horizontal and vertical) spatial and attribute data for more than 3,000 storm drain assets (e.g., catch basins, manholes, culverts, pipes, and ditches). Data collection occurred over five weeks and included three data collection teams, consisting of two technicians per team. The most significant project challenge was accommodating an Education
MS, Environmental Science,
Washington State
University, 2001
BS, Health and Safety,
University of Wisconsin,
Stevens Point, 1998
Certificate in Public
Management, University of
Nevada, Reno, 2005
Certifications
Certified Professional in
Erosion and Sediment
Control (CPESC), #3755
Certified Professional in
Storm Water Quality
(CPSWQ), #0917
Qualified SWPPP
Developer/Qualified
SWPPP Practitioner
(QSD/QSP), CA #00639
Certified Wetland
Delineator
Joined NCE
2006
Total Years of Experience
21 years
H.2.b
Packet Pg. 223 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 13
accelerated schedule to implement the asset inventory
and overall O&M program development. Given NCE’s
experience implementing storm drain mapping
projects and our knowledge and expertise working with
municipalities throughout California on pavement
management programs, NCE was able to quickly
identify a team, partner with the Town’s summer
interns, and train the field crews to effectively collect accurate storm drain spatial and attribute information.

Storm Drain Asset Inventory and Operations and
Maintenance Program
City of Scotts Valley, CA
Principal. Jason functioned as a technical advisor,
guided data collection strategy, supported the
development of the Capital Improvement Program,
and conducted quality control of the Storm Drain
Master Plan. The City of Scotts Valley is a small
community located in the coastal mountains of Santa
Cruz County. The City needed to map and analyze
drainage issues, identify feasible solutions, and develop a Storm Drain Master Plan to guide future planning,
operations, maintenance, and capital investment in the
storm drain system. To support the City, NCE
conducted a field data collection effort to update an
existing storm drain asset inventory (geodatabase). Our team used this data to complete a hydrologic and
hydraulic analysis of the drainage system. The analysis resulted in the preparation of a Storm Drain Master
Plan Update that included the identification of floodprone areas, documented system capacity issues, and presented recommendations for maintenance
activities and capital investments. The foundation of
this project was updating the existing storm drain asset inventory. Because creating a new storm drain asset
inventory was beyond the scope of this project, NCE
worked with City staff to develop a data collection
approach that focused on high-priority areas including
locations with known hydraulic concerns, where trash
compliance was required, and areas prone to flooding.

Using the existing storm drain data as a guide, NCE
collected nearly 1,000 new storm drain assets including v-ditches, outfalls, manholes, inlets, culverts, channels, and storm drainpipes. Two field technicians completed
the data collection over two months using a Trimble
Geo7X GPS to achieve 1.0-foot horizontal and 0.5-foot
vertical spatial resolution.

Stormwater Needs Assessment/Storm Drain Master
Plan Update
Town of Los Gatos, CA
Principal. Jason functioned as a technical advisor and
performed quality control of project deliverables. The
Town of Los Gatos is a historic and highly desirable
community in the heart of Silicon Valley with an old
storm drain network that has a variety of drainage and
maintenance issues. To address these issues, the Town
needed to create a complete and accurate storm drain
geodatabase, model the storm drain system, identify
system capacity and condition issues, prioritize
recommendations for modernizing the system, and
identify maintenance solutions for trouble spots. NCE
was able to work with the Town to identify 13 priority
areas with known drainage, flooding, or maintenance
issues to focus on and most cost-effectively use the
limited available resources. A project development
plan and geodatabase were created to document how
and what data would be collected, where the data
would be stored, how the data and storm drain system
would be analyzed, and how results would be
presented to the Town. This was followed by a rapid
data collection effort to inventory spatial and attribute data for drainage system assets in the priority areas.

NCE then completed a hydrologic and hydraulic
analysis to characterize drainage deficiencies and to
identify recommended improvements and CIP projects.

The results of the study were documented in a Storm
Drain Master Plan Update. As part of the CIP
recommendations, NCE prepared life cycle cost
estimates to establish a 50-year capital replacement
program, trash capture device analysis,
recommendations for future data collection efforts,
suggested changes for the Town’s drainage-related
ordinances, an Operations & Maintenance strategy for
storm drain facilities, and guidance on funding
mechanisms for financing the proposed CIP projects.

H.2.b
Packet Pg. 224 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 14
Jeremy Hall, GISP, RPA
GIS Lead/Client Sponsor
Jeremy is also the firm’s GIS Administrator responsible for the development of the geospatial service line and the integration of GIS within NCE’s existing service lines.

With certifications earned during his graduate program and later through the Geographic Information System Certification Institute, Jeremy is proficient with various Geographic Information System software packages for purposes of data collection, database management, automated workflows, custom tool development, spatial analysis, predictive modeling, web mapping and web application development, 3D visualization, and professional grade cartography.

In addition to the firm’s GIS Administrator for NCE, Jeremy is a Registered Professional Archaeologist and meets the Secretary of the Interior's Professional Qualification Standards for Archaeology and Historic Preservation. Jeremy has experience in historic preservation, Native American consultation, archaeological investigation, data recovery, construction monitoring, historic context development, and cultural resource evaluation under the provision of Section 106 of the National Historic Preservation Act, Code of Federal Regulations (36 Code of Federal Regulations 800). In the State of California, Jeremy is familiar with cultural resources policies and protocols under Public Resource Code Section 21083.2 of the California Environmental Quality Act.

Representative Projects
Storm Drain Geographic Information System Asset Management City of Orinda, CA
Project Manager, GIS Administrator. Jeremy’s role included project management, client coordination, geodatabase design, web application development, and GIS deliverables. NCE assisted the City with creating a geospatial management tool for the storm drain system to assist with operations, maintenance, and permit reporting. Our work included converting data from numerous data sources into a working geodatabase with accurate and complete spatial and attribute data of storm drain system assets. NCE created protocols and web-based products to allow the City to track and report inspection, maintenance, and repair activities. The tools created now allow the City to prioritize inspection and maintenance activities, identify illegal connections and illicit discharges, prioritize green infrastructure and trash capture capital projects, and efficiently create reports for permit compliance.

Stormwater Master Plan
City of San Pablo, CA
GIS Task Lead. Jeremy designed a storm drain geodatabase and coordinated with field staff to collect detailed spatial and attribute data on more than 2,000 assets. The City of San Pablo was faced with numerous drainage, flooding, and stormwater compliance challenges. The storm drain infrastructure frequently exceeded capacity, property near creeks often flooded, and ponding occurred throughout San Pablo. Solutions involving green infrastructure and trash compliance were priorities. San Pablo lacked storm drain data, system modeling, and compliance understanding necessary to overcome these challenges. NCE created a storm drain geodatabase, collected detailed spatial and attribute data on more than 2,000 assets, and prepared detailed hydraulic capacity analysis and inundation maps to identify areas prone to flooding and hazard mitigation areas within the City. The results of the data collection and modeling were used to prepare the Stormwater Master Plan which presented CIP Education
MA, Anthropology,
University of Iowa, Ames,
2007
BA, Anthropology (Geology
Minor), University of
Montana, Missoula, 2003
Certifications/Registration
GIS Graduate Certificate
GIS Professional (GISP)
Registered Professional
Archaeologist (RPA)
#258150
Joined NCE
2015
Total Years of Experience
20 years
H.2.b
Packet Pg. 225 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 15
recommendations for system improvements and trash
compliance. A unique aspect of the project was
modeling and assessing the impact of three flooding
conditions. By integrating models of the creek (HECRAS) and storm drain system models (XPSTORM), NCE was able to identify causes of flooding and make CIP
recommendations that best fit and were most costeffective for each location GIS Storm Drain Network
Contra Costa County, CA
GIS Task Lead. Jeremy was responsible for geodatabase
design, managing the GIS data throughout the project,
QC, storm drain network geoprocessing and adherence
to established business rules, and GIS deliverables. Like many jurisdictions, Contra Costa County has an
extensive storm drain system that collects, conveys,
treats, and discharges urban stormwater to surface
waters within its boundary. The County’s existing storm drain geodatabase was incomplete and the accuracy of
the existing data was unknown. This created numerous
challenges for flood control, engineering, maintenance, and stormwater staff in making management, CIP,
regulatory, operation, and maintenance decisions. As a
result, there was a strong desire to update the
geodatabase to ensure it was complete and accurate.

Given the scale and spatial distribution of the County’s system, a cost-efficient approach needed to be
developed and deployed. As a result, NCE worked with
the County staff to identify a pilot project to be
executed in the Rodeo area. NCE developed a field data
collection workflow that leveraged mobile phones and
tablets, ESRI ArcGIS Collector, and a variety of field data collection equipment. NCE collected spatial and
attribute data on catch basins, channels, manholes,
storm drainpipe outlets, and trash capture devices.

Storm Drain Asset Inventory and Operations and
Maintenance Program
Town of Moraga, CA
GIS Task Lead. Jeremy was responsible for geodatabase
design, managing the GIS data throughout the project,
QC, storm drain network geoprocessing and adherence
to established business rules, and GIS deliverables. The Town of Moraga needed to establish a stormwater
O&M program to proactively address flooding,
drainage, and storm drain system issues. As part of the project, NCE guided the Town through the
development of a comprehensive, but very practical
stormwater O&M plan and program. This included
developing and answering key management questions,
completing a storm drain asset inventory, conducting
analysis and forecasting, and establishing the
procedures and equipment for work program actions,
such as inspections and system cleaning. The storm
drain asset inventory involved collecting highresolution (sub-foot horizontal and vertical) spatial and attribute data for more than 3,000 storm drain assets
(e.g., catch basins, manholes, culverts, pipes, and
ditches). Data collection occurred over five weeks and
included three data collection teams, consisting of two technicians per team. The most significant project
challenge was accommodating an accelerated schedule
to implement the asset inventory and overall O&M
program development. Given NCE’s experience
implementing storm drain mapping projects and our
knowledge and expertise working with municipalities
throughout California on pavement management
programs, NCE was able to quickly identify a team,
partner with the Town’s summer interns, and train the
field crews to effectively collect accurate storm drain spatial and attribute information.

H.2.b
Packet Pg. 226 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 16
Shelby Lowman
GIS Support
Shelby is a recent graduate with a concentration in Geography and Geospatial Analysis and Environmental Justice. His experience within GIS has included performing data analysis using Python and raster analysis techniques, operating drones to gather imagery for analysis, managing large datasets for projects, and developing original GIS research projects. He has authored original Python code to determine and identify avalanche-prone slopes in popular backcountry areas around Crested Butte. The code and associated model sought to develop an effective and concise plug-and-play method for determining avalanche danger in any mountainous region.

Representative Projects
Terminal 4 Wharf, Warehouse, and Pilling Removal Project Swinerton Management & Consulting, City of Richmond, CA GIS Technician. Shelby was responsible for the development of a workflow using ESRI’s Survey123 mobile application to collect biological monitoring data in the field, followed by daily automated reporting in the office to inform the client and contractor about critical turbidity thresholds and wildlife observations during construction. NCE provided environmental construction monitoring services during the implementation of the Terminal 4 project. The project included wharf and warehouse demolition and bank restoration. NCE conducted preconstruction surveys and reporting for bats, burrowing owls, nesting birds, and Suisun marsh aster, as well as construction environmental awareness training, marine mammal and nesting raptor monitoring and reporting, water quality monitoring and reporting, and environmental compliance monitoring and reporting.

Los Gatos Storm Drain Data Collection Project
Town of Los Gatos, CA
GIS Data Manager. Shelby is responsible for developing the field data collection workflow using ESRI’s Field Maps mobile application and managing the growing dataset weekly by performing quality control protocols, followed by backing up the data. The progress of data collection is monitored through a Dashboard application used by both NCE management and the Town. The Town of Los Gatos has retained NCE to develop a complete and accurate storm drain network. The Town is most interested in accurate locational information with key attribution for future operations & maintenance activities. Based on existing data, over 7,000 assets are anticipated including inlets, manholes, outfalls, pipes, channels, and culverts.

Lake Tahoe Community College Data Collection
El Dorado County, CA
GIS Technician. Shelby created a field data collection workflow using Survey123, followed by daily, semi-automated reporting to inform the client, the contractor, and the TRPA. The Lake Tahoe Community College, as part of its expansion, is responsible for the development and implementation of a Stormwater Pollution Prevention Plan (SWPPP) to reduce erosion and other point source pollution caused during construction. The regulator for compliance is the Tahoe Regional Planning Agency. Shelby was responsible for developing a GIS for the project, and the management and reporting associated with SWPPP thresholds.

Education
BA, Environmental and
Sustainability Science,
Western Colorado
University, 2022
Joined NCE
2023
Total Years of Experience
1 year
H.2.b
Packet Pg. 227 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 17
Architectural Investigation for the Glen Alpine
Springs Resort
Liberty Utilities, El Dorado County, CA
GIS Technician. Shelby was responsible for the
development of a GIS for the Glen Alpine Resort
resource based on data collected in the field and the
complex mapping necessary to depict various aspects
of the resource for the final cultural resources report.

This project is associated with a large vegetation
management project being undertaken by Liberty
Utilities around the southern shore of Lake Tahoe and
extending down through Lake Valley. NCE was
responsible for a comprehensive architectural history
study and evaluation of the historically important Glen Alpine Springs Resort, which was established in the
1870s and consists of many architectural and
archaeological resources.

I-80 Verdi Bridges Replacement Project
Washoe County, NV
GIS Technician. Shelby is responsible for maintaining a GIS for the project and much of the mapping needed by
various technical studies including aquatic resources
and cultural resources. The Regional Transportation
Commission of Washoe County, in cooperation with
the Nevada Department of Transportation, proposes to
replace eight mainline I-80 bridges (four bridge pairs) along I-80 through Verdi and West Reno Nevada. The
bridges include B-764 E/W, G-765 E/W, G-772 E/W, and
I-773 E/W. Bridges B-764 E/W cross over the Truckee
River, G-765 E/W cross the Verdi Power canal and the
Union Pacific Railroad mainline tracks, G-772 E/W cross the Truckee River, Truckee Meadows Water Authority
canal and the Union Pacific Railroad mainline tracks
and B-764 E/W cross the Business 80 eastbound (SR425) on-ramp to I-80 east. Parametrix is preparing the design and NCE has been retained to assist with
technical studies associated with the National
Environmental Policy Act analysis.

H.2.b
Packet Pg. 228 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 18
Dylan Karlowicz, CPESC, QSD/QSP
Project Development Plan
Dylan has a background as a biologist and environmental scientist working in both the private and state sectors, with diverse experience in environmental compliance monitoring, construction monitoring, special status wildlife and botanical surveys, habitat restoration monitoring, vegetation mapping, sensitive species monitoring, wildlife research, and technical report writing. With NCE, Dylan conducts wildlife and botanical surveys and writes biological technical documents to comply with the National Environmental Policy Act, California Environmental Quality Act, Endangered Species Act, and Migratory Bird Treaty Act regulations and requirements. He has acquired various authorizations from the California Department of Fish & Wildlife and the U.S. Fish & Wildlife Service to conduct surveys for special-status species. He is also a Qualified Stormwater Pollution Prevention Plan Developer and Qualified Stormwater Pollution Prevention Plan Practitioner and assists with the development of Stormwater Pollution Prevention Plans and conducts inspections, monitoring, and water quality sampling for various projects in California and Nevada.

Representative Projects
Stormwater Needs Assessment/Storm Drain Master Plan Update Town of Los Gatos, CA
Staff Scientist. Dylan is preparing the Project Development Plan for the project. The Town of Los Gatos is a historic and highly desirable community in the heart of Silicon Valley with an old storm drain network that has a variety of drainage and maintenance issues. To address these issues, the Town needed to create a complete and accurate storm drain geodatabase, model the storm drain system, identify system capacity and condition issues, prioritize recommendations for modernizing the system, and identify maintenance solutions for trouble spots. NCE was able to work with the Town to identify 13 priority areas with known drainage, flooding, or maintenance issues to focus on and most cost-effectively use the limited available resources. A project development plan and geodatabase were created to document how and what data would be collected, where the data would be stored, how the data and storm drain system would be analyzed, and how results would be presented to the Town. This was followed by a rapid data collection effort to inventory spatial and attribute data for drainage system assets in the priority areas. NCE then completed a hydrologic and hydraulic analysis to characterize drainage deficiencies and to identify recommended improvements and CIP projects. The results of the study were documented in a Storm Drain Master Plan Update. As part of the CIP recommendations, NCE prepared life cycle cost estimates to establish a 50- year capital replacement program, trash capture device analysis, recommendations for future data collection efforts, suggested changes for the Town’s drainage-related ordinances, an Operations & Maintenance strategy for storm drain facilities, and guidance on funding mechanisms for financing the proposed CIP projects.

Via Verdi Slope Stabilization Project
City of Richmond, Contra Costa County, CA
Staff Biologist/Stormwater Pollution Prevention Plan Inspector. Dylan assisted with weekly Stormwater Pollution Prevention Plan inspections and developed a mitigation and monitoring plan for the Via Verdi Emergency Slope Stabilization project located within a portion of San Pablo Creek. The mitigation and monitoring plan was developed Education
BS, Biological Science,
California State University,
Fullerton, CA, 2017
Certifications
Certified Professional in
Erosion and Sediment
Control (CPESC)
(Certification # 00013209)
Qualified SWPPP (QSD) and
Qualified SWPPP
Practitioner (QSP)
(Certification # 28718)
Joined NCE
2022
Total Years of Experience
7 years
H.2.b
Packet Pg. 229 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 19
to comply with the project’s Streambed Alteration
Agreement and Regional Water Quality Control Board
permit. The plan detailed restoration and planting
requirements, performance criteria, and monitoring
protocols.

Lake Tahoe Events Center
Tahoe Douglas Visitor Authority, Stateline, Douglas
County, NV
Stormwater Pollution Prevention Plan Inspector.

Dylan conducts weekly and post-storm Stormwater
Pollution Prevention Plan inspections for compliance
with the Nevada construction general permit during
the active grading season. The Tahoe South Events
Center project includes the construction of a two-level Events Center within the existing Bally’s parking lot
near the corner of Lake Parkway and State Route 50 in
Stateline, Nevada. The project includes streetscape
improvements, sidewalks, landscaping, and lighting.

Infrastructure improvements include undergrounding
of existing overhead utilities, the installation of a
permanent dewatering system, and a myriad of transit,
parking, and access-related requirements imposed by
the Tahoe Regional Planning Agency permit.

Tahoe Beach Club
Beach Club Development, LLC, Stateline, Douglas
County, NV
Stormwater Pollution Prevention Plan Inspector.

Dylan conducts weekly and post-storm Stormwater
Pollution Prevention Plan inspections for compliance
with the Nevada construction general permit during
the active grading season. The project includes vertical construction of condominiums, utility work, soil
stabilization, and revegetation activities.

Remodel for Efficiency and Science Modernization
and Equipment Storage Facility Projects
Lake Tahoe Community College, City of South Lake
Tahoe, El Dorado County, CA
Stormwater Pollution Prevention Plan Inspector.

Dylan conducts weekly Stormwater Pollution
Prevention Plan inspections, pre-, post, and duringstorm inspections, Stormwater Pollution Prevention Plan amendments, and collects runoff samples for
compliance with the Tahoe construction general
permit. The two projects involve the construction of a
new fire access road and storage equipment facility on
the college campus.

Edgewood Golf Course - Vegetation Monitoring,
Water Quality Monitoring, and Stormwater Pollution
Prevention Plan Inspection Services
Edgewood Companies, City of Lake Tahoe, Stateline,
Douglas County, NV
Stormwater Pollution Prevention Plan Inspector and
Staff Biologist. Dylan conducted vegetation inspection
surveys of treatment ponds and infiltration basins to
assess native aquatic and terrestrial plant
establishment and restoration success. Dylan
evaluated the percent coverage of vegetation, mapped
invasive species, and made recommendations to
achieve the desired pond functionality for water quality treatment along Edgewood and Golf Course Creeks.

Dylan also writes quarterly and annual fertilizer and
pond management reports for compliance with Tahoe
Regional Planning Agency requirements and conducts
weekly Stormwater Pollution Prevention Plan
inspections for the Edgewood Villas project.

Lee Vining Burn Dump Remediation Project
Calrecycle and Sukut, Lee Vining, Mono County, CA
Staff Biologist and Stormwater Pollution Prevention
Plan Inspector. Dylan is the California Department of
Fish & Wildlife-designated biologist conducting
preconstruction surveys, special status species surveys, and construction monitoring for the Lee Vining Burn
Dump Remediation Project located at the Mono Lake
Visitors Center. Dylan assists with monitoring and
reporting requirements under the Lake and Streambed
Alteration Agreement and conducts Stormwater
Pollution Prevention Plan inspections and reporting to
comply with the Construction General Permit.

H.2.b
Packet Pg. 230 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 20
Anna Henke, PG, CEM, QSD/QSP
Data Collection Lead
A longtime outdoorswoman, Anna came into the field of geology serendipitously while on a very different career path. Encouraged by the geology department chair at her university and knowing that rocks, rivers, and landforms surround us, she realized that pursuing geology would allow her to fulfill her life-long love of the outdoors. At NCE, she primarily works in the field of construction management, conducts geologic field investigations, and develops and implements stormwater compliance measures. Her strong background in soil and ground surface water complements her work in civil engineering and construction. In addition to the enjoyment that comes from working in the natural sciences, Anna appreciates the variety of people she works with and the different perspectives they contribute to every project. Hardworking and detail-oriented, she is skilled at prioritizing clients’ needs and maintaining organization in all her work.

Representative Projects
GIS Storm Drain Network
Contra Costa County, CA
Data Collection. Anna’s responsibilities were in the field data collection pilot study using ESRI ArcGIS Collector software linked to several different external Trimble Global Positioning System antenna models; she collected spatial and attribute data on catch basins, channels, manholes, storm drainpipe outlets, trash capture devices, and employed a rigorous real-time quality-control process and performed field quality control of approximately 10% of the data. Like many jurisdictions, Contra Costa County has an extensive storm drain system that collects, conveys, treats, and discharges urban stormwater to surface waters within its boundary. The County’s existing storm drain geodatabase was incomplete and the accuracy of the existing data was unknown. This created numerous challenges for flood control, engineering, maintenance, and stormwater staff in making management, CIP, regulatory, operation, and maintenance decisions. As a result, there was a strong desire to update the geodatabase to ensure it was complete and accurate. Given the scale and spatial distribution of the County’s system, a cost-efficient approach needed to be developed and deployed. As a result, NCE worked with the County staff to identify a pilot project to be executed in the Rodeo area. NCE developed a field data collection workflow that leveraged mobile phones and tablets, ESRI ArcGIS Collector, and a variety of field data collection equipment. NCE collected spatial and attribute data on catch basins, channels, manholes, storm drainpipe outlets, and trash capture devices.

Storm Drain Asset Inventory and Operations and Maintenance Program City of Scotts Valley, CA
Data Collection. Anna was responsible for field efforts collecting spatial and attribute data using a Trimble Global Positioning System external antenna and ESRI Collector for ArcGIS software. The City of Scotts Valley is a small community located in the coastal mountains of Santa Cruz County. The City needed to map and analyze drainage issues, identify feasible solutions, and develop a Storm Drain Master Plan to guide future planning, operations, maintenance, and capital investment in the storm drain system. To support the City, NCE conducted a field data collection effort to update an existing storm drain asset inventory (geodatabase). Our team used this data to complete a hydrologic and hydraulic analysis of the drainage system. The analysis resulted in the preparation of a Education
BS, Geology, Sonoma State
University, 1990
Registration/Certifications
Professional Geologist, CA
#7070
Certified Environmental
Manager NV #2022
Qualified Stormwater
Pollution Prevention Plan
Developer/
Practitioner (QSD/QSP), CA
#00872
Certified OSHA 40-Hour

HAZWOPER
Certified OSHA Confined
Space Entry
Joined NCE
2006
Total Years of Experience
30 years
H.2.b
Packet Pg. 231 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 21
Storm Drain Master Plan Update that included the
identification of flood-prone areas, documented
system capacity issues, and presented
recommendations for maintenance activities and
capital investments. The foundation of this project was updating the existing storm drain asset inventory.

Because creating a new storm drain asset inventory
was beyond the scope of this project, NCE worked with
City staff to develop a data collection approach that
focused on high-priority areas including locations with known hydraulic concerns, where trash compliance
was required, and areas prone to flooding. Using the
existing storm drain data as a guide, NCE collected
nearly 1,000 new storm drain assets including vditches, outfalls, manholes, inlets, culverts, channels, and storm drainpipes. Two field technicians completed
the data collection over two months using a Trimble
Geo7X GPS to achieve 1.0-foot horizontal and 0.5-foot
vertical spatial resolution.

GIS Storm Drain Network and Storm Drain Master
Plan
City of Richmond, CA
Training and Data Collection. Anna provided support
on the training program and supported the pilot
project. The City of Richmond has an expansive storm
drain network, which discharges to a variety of
sensitive water bodies including creeks, San Pablo Bay, and San Francisco Bay. Historically, the City did not
have a solid understanding of the extent, location,
condition, capacity, or connectivity of its storm drain system. NCE created a storm drain database for the City in 2012, which the City has been continually updating.

The City required an analysis of its storm drain network, identification of drainage and flooding issues, and a
prioritized list of CIP projects to address flooding and drainage issues. The hydraulic analysis for the Master
Plan was done with coupled 1-D/2-D storm
drain/overland flow models using XPStorm, a
proprietary software by Innovyze. Priority areas were
identified with drainage complaint history, results from previous analyses, and input from City staff. A detailed model will be constructed for each high priority area.

Storm Drain Asset Inventory and Operations and
Maintenance Program
Town of Moraga, CA
Health and Safety Officer for Data Collection. Anna
functioned as Health and Safety officer during data
collection, assisted in training field crews to effectively collect accurate storm drain spatial and attribute
information, and performed as lead field quality
assurance/quality control manager. The Town of
Moraga needed to establish a stormwater O&M
program to proactively address flooding, drainage, and
storm drain system issues. As part of the project, NCE
guided the Town through the development of a
comprehensive, but very practical stormwater O&M
plan and program. This included developing and
answering key management questions, completing a
storm drain asset inventory, conducting analysis and
forecasting, and establishing the procedures and
equipment for work program actions, such as
inspections and system cleaning. The storm drain asset
inventory involved collecting high-resolution (sub-foot horizontal and vertical) spatial and attribute data for more than 3,000 storm drain assets (e.g., catch basins, manholes, culverts, pipes, and ditches). Data collection occurred over five weeks and included three data
collection teams, consisting of two technicians per
team. The most significant project challenge was
accommodating an accelerated schedule to implement
the asset inventory and overall O&M program
development. Given NCE’s experience implementing
storm drain mapping projects and our knowledge and
expertise working with municipalities throughout
California on pavement management programs, NCE
was able to quickly identify a team, partner with the
Town’s summer interns, and train the field crews to
effectively collect accurate storm drain spatial and
attribute information.

H.2.b
Packet Pg. 232 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 22
Joel Acosta
Data Collection
Joel has a bachelor’s degree in civil engineering, a background as a construction superintendent in logistics construction, and as a quality control engineer. He is experienced with working on construction sites, documenting construction conditions, ensuring compliance with design and contract documents, and observing and evaluating processes. Joel was employed at a logistics and warehousing company in their infrastructure construction department and worked on a steel mill project as a quality control project engineer responsible for supervising massive placements of structural concrete. He has a strong background in concrete and cementitious materials and a very comprehensive knowledge of concrete codes.

Representative Projects
Lower Wood Creek Phase II Water Quality Improvement Project Washoe County, NV
Construction Manager. Joel is providing inspection support on this project. He is responsible for file management, submittal review, and keeping the online construction management platform, ProjectMates©. The project is a Water Quality Improvement Project implemented under the Lake Tahoe Environmental Improvement Program funded in part by the Nevada Division of State Lands, Nevada, Division of Environmental Protection, the U.S. Forest Service, and Washoe County. Project elements include storm drainage improvements, sediment traps, infiltrating storm drains, infiltration galleries, snow storage areas, retention ponds, and stabilized roadway shoulders. NCE provided extensive hydrology and hydraulic analysis as well as civil design of the project in collaboration with the technical advisory committee and Washoe County. During construction, NCE is providing inspection in concert with the County construction management staff.

Construction Management, Inspection, Permit Review, Engineering, and Encroachment Permit Inspection Support
City of Reno, NV
Inspector. Joel performs inspections of backfill placement, traffic controls, and Stormwater Pollution Prevention Plan inspections, and performs special inspections of concrete work and asphalt paving. NCE is providing the City of Reno staff augmentation in support of their Engineering and Encroachment Permit division.

NCE provides construction inspection services to the City for linear utility projects within the City right-of-way. Projects are being performed by multiple contractors, some using conventional excavation methods and others using horizontal directional drilling. NCE performs daily inspections with emphasis on earth material backfill and compaction, traffic control, stormwater pollution prevention, pedestrian and bike safety, and community and public access. NCE acts on the City’s behalf to preserve and restore City infrastructure, including sidewalk, curb and gutter, storm drain systems, sanitary sewer systems, striping and pavement markings, and City street trees. NCE performs special inspections of concrete work and marks or makes recommendations on limits of pavement restoration.

Education
MS, Project Management,
Universidad Technologica
de Mexico, 2018
BS, Civil Engineering,
Universidad Autonoma de
Cuidad, Juarez, 2007
Civil Structural Engineering,
Masters Candidate, Texas
Tech University
Certifications
ACI – Tilt-Up Technician
ACI – Concrete Field Testing
Technician Grade 1
ACI – Concrete
Construction Special
Inspector
NDOT – RE Academy, 2024
Joined NCE
2023
Total Years of Experience
20 years
H.2.b
Packet Pg. 233 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 23
East William Street Complete Street Project
City of Carson City Public Works, NV
Construction Manager. Joel performed site
investigation work associated with utilities crucial to civil engineering design. He managed subcontractors
and documented existing conditions during utility
marking and utility location. Work included potholing
to identify the depth of backfill native materials and
existing utilities. The project is located on East William Street from Carson Street to I-580. The project includes corridor access management solutions, Americans with
Disabilities Act-compliant sidewalks and curb ramps,
multi-use path, and bicycle facilities, upgrades to
stormwater facilities, low-impact development
infrastructure, utility replacements, landscaping,
enhanced street lighting, streetscape beautification,
and presentation areas to establish public art and
gateway features, updated traffic signal equipment,
fiber optic communications, pavement rehabilitation
and preservation treatments of the roadway, electric
vehicle charging stations, and bus pullouts. NCE’s
services include project management, topographic
survey and mapping, geotechnical investigation and
pavement design, initial utility coordination,
alternative analysis, conceptual design, and public
outreach support. Improvements will be made along a

1.4-mile-long, major business corridor.

Tahoe City Public Utilities District Highway 28 Water
Main and Conductor Casing Project
Tahoe City Public Utilities District, NV
Construction Inspector. As part of a water main
improvement project, multiple conductor casings were
installed beneath Highway 28 between Dollar Hill and
Tahoe City. Much of the work was completed at night
with live traffic. Joel observed and documented
excavation and construction activities within the
California Department of Transportation Right-of-Way.

He monitored traffic control systems, groundwater
extraction, pipe joining, and backfill and compaction.

He communicated daily with Tahoe City Public Utilities
District engineering staff.

H.2.b
Packet Pg. 234 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 24
Katherine Outhwaite
Data Collection
Katherine recently graduated from California Polytechnic State University, San Luis Obispo with a degree in Environmental Management and Protection. While at NCE, Katherine has already conducted various plant and bird surveys, aquatic resource delineation, Geographic Information System mapping, and biological technical reports complying with the National Environmental Policy Act, California Environmental Quality Act, Endangered Species Act, and Migratory Bird Treaty Act regulations and requirements. Through both her internship at Rincon Consultants and her time at NCE, she has gained experience conducting Phase I environmental site investigations.

Representative Projects
Stormwater Needs Assessment/Storm Drain Master Plan Update Town of Los Gatos, CA
Staff Scientist I. Katherine will be responsible for field data collection of the storm drain network, including location, type, and attributes using GPS-enabled tablets and ESRI-based software. The Town of Los Gatos has an old storm drain network with a variety of drainage and maintenance issues. To address these issues, the Town needed to create a complete and accurate storm drain geodatabase, model the storm drain system, identify system capacity and condition issues, prioritize recommendations for modernizing the system, and identify maintenance solutions for trouble spots. NCE developed a project development plan and geodatabase completed a rapid data collection effort, conducted a hydrologic and hydraulic analysis of the storm drain system, identified CIP projects, and prepared a Storm Drain Master Plan Update. NCE developed and deployed evaluation criteria to assess alternatives and select preferred CIP projects. The Storm Drain Master Plan Update also included a trash capture device analysis, recommendations for future data collection efforts, suggested changes for the Town’s drainage-related ordinances, an Operations & Maintenance strategy for storm drain facilities, and guidance on funding mechanisms for financing the proposed CIP projects.

Trash Capture Design Project ST-003
Schaaf & Wheeler, Marin County, CA
Staff Scientist I. Katherine is responsible for permits for the project which include BCDC, CDFW Streambed Alteration, and 401 Water Quality Certification. In addition, Katherine completed a Biological Resources Assessment and helped with an Aquatic Resources Delineation report for the project. The County is requiring 100% PS&E for its stormwater infrastructure improvements associated with large full trash capture devices at four Trash Management Areas in unincorporated Marin County. Statewide trash amendments require local municipalities to prevent the discharge of trash larger than five millimeters from the public storm drain system in certain priority areas. Trash control will be accomplished using structural controls installed in the public storm drain system as well as a variety of institutional controls. NCE is providing environmental compliance and permitting services. Tasks include Biological Resources Letter Report, Section 106 Cultural Resources Assessment and Letter Report, Aquatic Resources Delineation and Letter Report, Initial Agency Outreach and Environmental Permit Tracker, USACE Section 404 Permit Application, RWQCB Section 401 Water Quality Certification Request, and CDFW Lake and Streambed Alteration Agreement Application.

Education
BS, Environmental
Management and
Protection, California
Polytechnic State
University, San Luis Obispo,
2023
Joined NCE
2024
Total Years of Experience
3 years
H.2.b
Packet Pg. 235 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 25
Bayview Ave Trash Capture
Harris & Associates, City of Richmond, CA
Staff Scientist I. Katherine performed biological
monitoring during the construction of this project. NCE is providing environmental technical studies and
permitting for the Bayview Ave Trash Capture project.

With the adoption of the Trash Amendments by the
State Water Resources Control Board in April 2015, the
implementation of stormwater trash control programs
has become a high-priority compliance issue for
owners/operators of Municipal Separate Storm Sewer
Systems throughout the State of California. Trash
control programs are designed to demonstrate a
reduction in trash and litter discharged from storm
sewer systems and to protect the water quality and
beneficial uses of local receiving water bodies (e.g.,
creeks, rivers, lakes, and the Pacific Ocean) from the
impacts of trash. The project site is located in a highly urbanized and modified area in the City. The City
intends to install a state-approved full trash capture
system at the end of a double box culvert at the
northwest corner of Carlson Boulevard and Bayview
Avenue to treat a local watershed.

ArcGIS and Stormwater Pollution Prevention Plan
California Polytechnic State University, San Luis Obispo, CA
Student Researcher. Katherine developed a simulated
Stormwater Pollution Prevention Plan for Cal Poly to
improve stormwater management on campus. She
analyzed topography and drainage patterns to identify
priority areas for stormwater infrastructure
improvements. She created ArcGIS maps visualizing
stormwater flows, erosion risks, and proposed
bioretention basin sites to support recommendations.

H.2.b
Packet Pg. 236 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project, City of Orinda Project No. 4092 Page | 26
Jaime Wong Pagano
GIS Field Technician
Jaime is an industrial and systems engineer with two years of hands-on experience in translating complex business needs into innovative technological solutions. He possesses strong skills in gathering and analyzing requirements, process mapping and optimization, and utilizing data insights for informed decision-making. Jaime has demonstrated a successful track record of collaborating with cross-functional teams to implement systems that streamline workflows and enhance processes. He excels in building strong relationships with project stakeholders to ensure customer satisfaction and in tracking team metrics to promote continuous improvement and project success. Furthermore, Jaime is proficient in Microsoft Office (Word, PowerPoint, Project), Jira, SQL, Minitab, Procreate, and Google Analytics. He speaks English, Spanish, Italian, and Mandarin.

Experience Prior to NCE
WebCreek
Lima, Peru
Business Analyst. Jaime was responsible for supporting, planning, and analyzing digital projects. His primary duties included business process modeling and conducting client interviews to gather, analyze, and document requirements. He communicated these requirements to technical teams and addressed any functional inquiries that arose. Jaime was a member of an international team that developed a procurement and inventory management desktop application for a global drilling and oil contractor. He worked in both Lima, Peru, and Houston, Texas, to support the development and international launch of the application.

Global Commerce Media
Remote
Part-Time Intern. Jaime was responsible for conducting research and creating articles using WordPress while implementing SEO strategies and on-page and offpage link-building techniques.

Allié Family Office
Lima, Peru
Intern. Jaime standardized and enhanced portfolio profit reports. He spearheaded a project to develop an executive education database as part of a client wealth management family governance initiative. Additionally, Jaime collaborated on a model to analyze investments, which was subsequently employed to evaluate potential investments and educate clients.

Education
Education
BS, Industrial and Systems
Engineering, Universidad
de Piura, 2019
Courses at the Master’s in
Management Engineering,
Politecnico di Milano –
Exchange Program, Milan,
Italy
Project Management, UC
Berkely Extension
Learn SQL Course,
Codecademy
Global & Regional
Sustainable Program,
University of Texas at El
Paso
Certification
Certified Business Analyst,
WebCreek, 2021
Joined NCE
2024
Total Years of Experience
2 years
H.2.b
Packet Pg. 237 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City of Orinda
Storm Drain Systems GIS Data Review and Field Survey Project City of Orinda Project No. 4092
Page | 27
TAB #6: Acknowledgment of City Consultant Agreement
and Certification of Insurance Requirements
NCE is an acceptance of the City's standard consultant agreement conditions, including providing a Certificate of Insurance compliant with the City's requirements.

NCE acknowledges that, upon selection, the project manager or key personnel will be required to file a Form 700 – Statement of Economic Interests with the City of Orinda.

H.2.b
Packet Pg. 238 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) Reno | Lake Tahoe | Point Richmond | Oakland | Sacramento | Fountain Valley | ScoƩsdale ncenet.com
CollaboraƟon. Commitment. Confidence.

H.2.b
Packet Pg. 239 Attachment: Exhibit A-1: NCE Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) 1003 W. Cutting Blvd., Suite 110
Point Richmond, CA 94804
(510) 215-3620
December 9, 2024
Ha Nguyen
Senior Civil Engineer
City of Orinda
22 Orinda Way
Orinda, CA 94563
RE: Storm Drain Data Collection Refined Approach and Budget Dear Ms. Nguyen:

Based on the December 3rd, 2024, phone discussion, NCE has gained a better understanding of the City’s priorities regarding the storm drain data collection project. The following summary is NCE’s refined approach and budget for the data collection project. If selected, we will prepare a detailed scope of work and fee estimate that includes all project assumptions and steps required to deliver this project. Below please find NCE’s project understanding, updated approach, initial project assumptions, and updated budget.

Project Assumptions and Understanding
NCE understands the City is interested in a complete storm drain inventory update including storm drain assets located within the public right-of-way and on private property. The current asset inventory for public assets is mostly complete; however, these data will need to be field verified and updated, as necessary. Storm drain assets located on private property are either completely missing from the inventory or have limited data and new data collection will be required. The City’s current storm drain inventory estimate includes 3,000 assets located within the public right-of-way and up to 2,500 assets located on private property, for a total of 5,500 storm drain assets. This total storm drain asset number is used to inform the approach and budget update below. NCE understands the following are the City’s project priorities and goals:
• Emphasis on the accuracy of spatial location
o The City desires a high level of spatial accuracy for this data collection project to support future storm drain system modeling.
o NCE proposes collecting data using Trimble GPS equipment configured with a satellite-based subscription service (Catalyst) capable of achieving centimeter level horizontal accuracy. • An update of the entire system is desired, but with less emphasis on public right-of-way assets o Assets within the public right-of-way are well understood and accessible compared to assets located on private property. Although the City desires an update of the entire storm drain system, less time is needed to update the public assets versus collecting data on new assets. o Although NCE will use and build from the City’s existing storm drain GIS schema, only a small subset of attributes will be collected. By providing a robust schema now, future data collection will be easier (especially if the City will use internal resources to fill in data gaps in the future).

H.2.c
Packet Pg. 240 Attachment: Exhibit A-2: NCE Cost Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) Page | 2
NCE Updated Approach
The project will include initial planning, data collection/data management, post-processing, followed by the development of deliverables to meet the City’s needs. Below we present an annotated outline for each task. • Project Planning
o Project Delivery Plan
 Building on the Project Summary and Applications Training Manual NCE developed in December 2019, we will develop a Project Delivery Plan (PDP) for this project. The purpose of a PDP is to establish and document the roadmap for executing this project including defining how storm drain asset data will be collected, managed, and processed through quality control protocols.
 Special attention will be paid to identify the process for private property access and how the field-collected data will be integrated into the City’s ArcGIS Online account. o Public Assets
 According to the City, storm drain asset spatial and attribute information in the public right-of-way is well defined. NCE’s approach will rely on minimal and efficient data collection for this subset of data. For pipes, material, pipe size, and invert elevation are the key data the City is interested in capturing. Pipe segment starting/ending points (e.g., XY location) will be directly tied to the mapped location of surface assets (manholes, inlets, outfalls).
 Because pipe condition is somewhat known, or at least easier to obtain in the public right-of-way, photos will not be captured. If land ownership is in question, a photo will be captured for the City’s consideration.
o Private Property Assets
 NCE will identify those properties with suspected private storm drain assets, and work with the City to send requests for rights to enter and document any private property observations of note.
 One approach to communicating with private property owners is to send hard copy notifications in the mail with a request to respond within 30 days. The notification letter will present the purpose of the project and why granting access to their property is important. A QR code provided in the letter will direct landowners to fill out a short online form to approve/deny access and/or ask additional questions. Once the response timeframe has closed, NCE will summarize the results and work with the City to determine how to approach private property owners that have not responded and/or have denied access.
 If a right to enter has not been obtained prior to data collection, data will not be collected, and property access will be noted in the GIS.

H.2.c
Packet Pg. 241 Attachment: Exhibit A-2: NCE Cost Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) Page | 3
o Orinda Web GIS collaboration
 To streamline aspects of data management, NCE proposes to take advantage of a Partnered Collaboration to establish a link between the City’s and NCE’s ArcGIS Online accounts. Through a Partnered Collaboration, the City manages all permissions and can safeguard the data, while granting permission to a limited number of NCE-named user accounts to update the data during data collection. Data collection would be performed on a copy of the City’s authoritative storm drain data. o Deliverable: Project Delivery Plan
• Data Collection and Data Management
o Preliminary data collection
 For purposes of the budget, the data collection task is based on addressing up to 5,500 storm drain assets using a data collection rate of 100 assets per day (two crews of two field technicians). Because each data collection project is unique, the collection rate is broadly based on NCE’s experience with projects requiring sub-surface data collection (pipe invert elevation and required photos). The actual data collection rate may vary. o Data collection
 NCE will visit up to 5,500 storm drain assets with data collection involving verification of public assets (brief visit) and new data collection for storm drain assets on private property (longer visit).
 NCE assumes most existing data within the City’s storm drain network is public whereas most private assets will need to be newly collected.
 Emphasis for existing data is on verification (i.e., check required attributes, fill in missing required attributes, update spatial location).
 New data collection will involve collecting new spatial locations and attribution of required fields.
 Flow line elevation will be captured for all pipes in the City’s inventory.  For each asset type (e.g., manhole, inlet, outfall, pipe, culvert, channel), only the minimum attributes will be collected (assume less than six attributes per feature)  Surface photos (manhole, inlet, outfall) for all point features will be provided.

Subsurface photos of pipes will only be captured for pipes on private property. Photos of pipes within the public right-of-way will not be captured.  Point assets (manholes, inlets, outfalls) will only require minimal attributes (assume less than six attributes per feature). Photos of each surface asset will be taken. If pipe ownership is uncertain, a photo will be taken.
o Equipment and Accuracy
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Packet Pg. 242 Attachment: Exhibit A-2: NCE Cost Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) Page | 4
 GPS equipment: Trimble DA2 with Catalyst 1 subscription  Capable of inch to sub-inch level horizontal accuracy (vertical accuracy is approximately two to three times horizontal accuracy)
 Very stable connection and reliable accuracy margins
 Laser Range finder: Laser Tech TruPulse 200x
 Accuracy margin of error is 1.6 inches
 Can be used to rectify GPS locations with poor accuracy due to heavy tree canopy (i.e., collect a GPS point nearby outside of tree canopy then use the range finder to “shoot in” a precise location based on the distance, inclination, and orientation)
 GoPro Hero12
 Capable of taking 24 megapixel stills from video
 The GoPro will be mounted to a camera boom (aka selfie stick) so it can inserted within manholes and inlets to capture photos of pipe openings within those facilities
 Tablets
 FOSSiBOT DT2 Rugged Android tablets (1.5 m drop shock resistance, 10-hour battery life, waterproof)
 Data collection software
 ESRI Field Maps
o Backup Protocols/QAQC
 NCE has developed an effective QA/QC strategy for these types of data collection projects involving three rounds of review, plus two complete dataset-level reviews – one following the completion of data collection and a second by the Project Manager in preparation for the final deliverable(s).
 Following data collection and QA/QC, NCE will prepare a Field Survey Report and updated storm drain hosted feature layer on the City’s AGOL account for review. The Field Survey Report will detail the assets collected and the approach used. Problem areas and assets requiring attention will be identified. If requested, the updated hosted feature layer will be converted to file geodatabase as a stand-alone file for the City to retain for their records or to facilitate review.
 In addition, NCE will provide a series of draft thematic maps (PDF format) including a large format, system map of the City’s storm drain network, plus a more portable map book depicting the network at a larger scale, if requested. o Deliverables: Field Survey Report, updated hosted feature layer H.2.c
Packet Pg. 243 Attachment: Exhibit A-2: NCE Cost Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) Page | 5
• Post-Processing and Final Deliverables
o QC
 Once data collection is completed and the City has provided initial comments on the draft GIS, NCE will begin the post-processing and preparation of the final project deliverables. Specifically, upon completion of data collection, a technician will perform a fourth round of QC (Post Field Review). Annotations are added for storm drain assets with missing information (e.g., could not gain access to a manhole because a vehicle was perpetually parked over it). Flow direction is evaluated to ensure accuracy within the network. Connectivity is programmatically checked to ensure all lines snap to points.  Following the Post Field Review, NCE will review the data one final time to scrutinize the data at a coarse scale. This final review helps to identify issues of network connectivity, flow direction, and/or unrealistic or improbable values. Examples include checks to ensure downstream invert elevation is less than upstream invert elevation or pipe crowns do not extend above the ground surface.
 Pipe photographs will be stored in a suitable server location on the City’s file system.

NCE will populate the folder path within the storm drain GIS and create a hyperlink so that each photo can be access from within the storm drain geodatabase. NCE will work with City staff to ensure the photos are accessible long-term. o Deliverables: Updated GIS data, storm drain hosted feature layer, final geodatabase, and thematic maps.

Assumptions
• The data collection schema for the current project will closely mirror the previously developed schema. • Assets located outside City limits will not be collected. • Assets will be collected at a rate of 100 per day for two teams of two technicians (50 per day per crew). • Assets determined to have accessibility issues, maintenance issues, or located in high traffic areas will not be collected. If funds remain at the completion of data collection, NCE will work with the City to prioritize how best to use those funds to collect additional data. • Estimated horizontal spatial accuracy is inch to sub-foot. If conditions exist impacting this level of accuracy, a spatial data point will be collected a second time and the highest resolution data point will be used. Additional methods such as using the range finder may be used to refine the horizontal accuracy for assets that are not collected to sub-foot accuracy. • Attribute data collection for pipes will include pipe material, pipe diameter (when accessible, see below), new asset invert elevation, and new asset pipe photographs. • If any of the above-mentioned attributes are unable to be collected, NCE will document these conditions in an appropriate field (e.g., notes, or access issue, etc.) H.2.c
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Updated Budget
NCE’s updated not-to-exceed budget on a time and materials basis is $398,000.

Tasks
Project
Manager
(Dave)
$265
GIS Lead
(Jeremy)
$225
Staff
(Dylan)
$180
GIS Tech
$135
Field Tech
$110
Clerical
$100
Task
Hours Cost/Task Expenses Total
Task 1. Kick-off Call 8 4 1 0 0 1 14 $3,300 $0 $3,300
Task 2. Project Planning 8 60 32 40 16 2 158 $28,740 $470 $29,210 Task 3. Data Collection 21 42 0 53 2400 0 2516 $286,170 $45,320 $331,490 Task 4. Post Processing 12 24 0 40 0 0 76 $13,980 $0 $13,980 Task 5. Final Deliverables 8 40 0 60 0 4 112 $19,620 $400 $20,020 Total 57 170 33 193 2416 7 2876 $351,810 $46,190 $398,000 We appreciate the opportunity to work with the City again. If any additional questions or clarifications are needed regarding the updated project approach and budget, please do not hesitate to contact Dave or Jeremy.

A formal scope and fee will be provided upon request once the project has been awarded to NCE.

Sincerely,
NCE
Dave Rios
Project Manager
[email protected]
775-588-2505
Jeremy Hall
GIS Lead
[email protected]
775-354-9860
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Packet Pg. 245 Attachment: Exhibit A-2: NCE Cost Proposal (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains)

CITY OF ORINDA
BUDGET CHANGE FORM FISCAL YEAR 2024-25
Funds Appropriated Mid-Cycle Budget Adjustment Adopted 6/18/2024 CHANGE FORM # 010-25
New Appropriations (City CouncilApproval Required): Budget Transfers:

X From Un-Appropriated Reserves From Budgeted Contingent Reserve (Approval Req’d) __ _ Reduction To Adopted Budget

GENERAL FUND
New Revenue ONLY
Between Departments (City Council Approval Req’d)
Other:

BUDGET ACCOUNT
(Revenue / Expense)

INCREASE
AMOUNT

DECREASE
AMOUNT
INCREASE OF BUDGETED EXPENSE IN FY 2024-25:
106-35-10-7180

ADD-ON SALES TAX MEASURE R/PUBLIC

WORKS/ADMINISTRATION/PROFESSIONAL SERVICES
$497,500
As Presented at the City Council Meeting on March 4, 2025 #################(Finance Use Only)###################
Posted By: Date:

REASON FOR BUDGET CHANGE ENTRY: Contract with NCE for GIS filed survey and mapping of public and private storm drains for $398,000 and a contingency of $99,500.

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Packet Pg. 246 Attachment: Proposed Budget Change Form #010-25 (3543 : GIS contract with NCE - Survey and Mapping of Private and Public Storm Drains) City Council
Staff Report
Agenda Item: H.3
Date: March 4, 2025
Department: Parks and Recreation
AGENDA TITLE: Discussion Regarding Rental Waivers of City Facilities and CoSponsorship of Events RECOMMENDATION:

Receive the report and provide feedback.

BACKGROUND:

Orinda Parks and Recreation oversees the use, programming, and rentals of public spaces, both indoors and outdoors. Rental rates and related costs are reviewed and adopted annually by the City Council as part of the Master Fee Schedule.

During Fiscal Year 2023-24, the rental program recorded nearly 8,400 indoor facility use hours, above and beyond Parks and Recreation programming use. Approximately a third of those hours were City use (City Council and/or commission/committee meetings) and nearly 1,100 hours were used by local non-profits for no, or minimal, charge as part of the long-standing agreement with the Friends of the Orinda Library (FOL).

DISCUSSION:

Many agencies, including Orinda, offer a variety of rental rates, including, but not limited to Resident, Non-Resident, Private, Non-Profit, and Commercial. In addition, agencies may rent space by the hour or by a block of time, and they may offer rates that vary by the time of day or by the day of the week.

Most rental spaces are unique is some way, often making it difficult for one to compare rates across agencies or to base a search on “the going rate.” Several variables can exist, often resulting in a wide range of fees. Some of these different facility characteristics include size, capacity, age, location, and available amenities and features (commercial kitchen, AV equipment, breakout rooms, stage, adjacent indoor and outdoor rental space, garden or lakeside setting, etc.). Orinda’s rates appear to be on par, or lower, than its closest neighbors.

Outside of the free, non-profit uses mandated by the agreement with the FOL, City practice over the years has not included sponsorships or discounts – local non-profits (Orinda Rotary, Orinda Community Foundation, the Orinda Association, and ONE Orinda) have paid the current Non-Profit Resident rate. In fact, the City has rented indoor facilities to more than 40 different non-profit users in the last year. Staff have received inquiries regarding discounts, sponsorships, and the like over the years, but requests have been denied.

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NEXT STEPS:

The City Council should provide feedback to Staff on whether they wish to see any changes to the current practice.

FISCAL IMPACT:

Last fiscal year, indoor facility rentals accounted for approximately $250,000 in General Fund revenue. Non-profit use accounts for $105,000 of that amount.

Respectfully Submitted by:

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

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City Council
Staff Report
Agenda Item: H.4
Date: March 4, 2025
Department: City Council
AGENDA TITLE: Mid-Year Financial Report (2nd Qtr FY 2024-25) RECOMMENDATION:

Receive the Mid-Year Financial report and provide feedback.

BACKGROUND:

This report provides information based on the results of the first six months of the Fiscal Year (July 1, 2024 – December 31, 2024). It includes a detailed analysis of General Fund performance compared to the Budget as well as a discussion of proposed budget adjustments. The good news is that the General Fund appears to be performing as anticipated when the budget was adopted in June of 2024, and only minor adjustments are being proposed as part of this process. As discussed in this report, the City has a practice of adopting a balanced General Fund budget and making minor modifications only to address unanticipated items and or changing trends as needed.

Financial Planning Cycle
The City Council establishes a Budget on a two-year cycle. The Fiscal Year begins on July 1st and ends on June 30th. Fiscal Year 2024-25 is the second year of the current two-year cycle. Since the Budget is based on estimates and forecasts, a periodic review of budget to actual performance is appropriate to identify deviations in the financial plan.

Typically, with a full six months of data available, the mid-year Budget Report also includes any recommended budget adjustments to the adopted financial plan. The adjustments can be proposed based on historical trends as well as actual results.

General Fund
The General Fund is the primary operating fund for the City, and it also allows for the most discretionary use of funds. As the core support for City operations, the General Fund is the focus of the initial portion of this report (Including Attachments A – D).

The General Fund activity presented includes the Local 1 Cent Add-on Measure R Sales Tax revenues and expenditures used primarily for street and drainage projects, as well as fire mitigation programs. For Annual Comprehensive Financial Reporting (ACFR) purposes, this fund is reported as part of the General Fund. However, the City tracks these activities in separate sub-fund (Fund 106) for fiscal management purposes.

In the more detailed sections of the attachments to this report, Revenue and Expense associated with the Add-On Sales Tax are identified separately in Attachments A, B, C, and D).

High Level Revenue & Expenditure Summary – Attachment A H.4
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The first attachment to the Report provides a high-level Summary of General Fund Revenue and Expenditures (See Attachment A). The revenues are broken down by major “types” and expenditures are shown by Department. As shown on Attachment A, as of December 31, 2024, in the General-Purpose portion of the General Fund (excluding-Measure R- Add-on Sales Tax), the City recorded collection of approximately

41.9% of the Budgeted Revenue and spent 41.4% of the Budgeted Expenditures with remaining budget of 58.1% in revenues and 58.6% in expenditures.

Revenue
The following table summarizes the total revenue collected in the first six months of the current fiscal year (a detailed breakdown is shown in Attachment B). As shown below, revenue is roughly 4% higher than the previous year when looking at the total amount.

The increase in the “General Purpose” component will be discussed in more detail later in the report. The decline in Measure R 1 Cent Add-On Sales Tax revenue is primarily a result of interest income not yet allocated to Fund 106.

Revenue Collected First 6 Months Fiscal Year (2024 vs 2025) The Chart below compares the actual revenue collected in the first six months based on type. As will be discussed in more detail, Taxes exceed the prior year’s comparison as does revenue generated by Parks and Recreation, but proportionately speaking, Rents & Interest is experiencing the largest positive budget variance. This is a result of unallocated interest revenue currently recorded in the General Fund (Fund 100). The Revenue Detail Narrative section of Attachment B provides detailed analysis on significant variance items.

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General Fund Revenue by Type (July – December)
FY2023-24 Compared to FY2024-25
Expenditure
The following table summarizes the total General Fund expenditures in the first six months (a detailed breakdown by type of expense is shown in Attachment C; and a breakdown by Department is contained in Attachment D). As shown below the total expended from July 2024 – December 2024 was approximately $9.6 million. The "General Purpose" component was $227,000 less than the previous year, due to a change in the way the Indirect Cost Allocations are recorded. In prior years, 100% of these indirect costs were recorded immediately upon opening the new fiscal year.

Beginning in Fiscal Year 2024-25, 25% of the indirect costs are recorded in each fiscal quarter. Total “Add-On” Sales Tax (Fund 106) expenditures increased from the prior year amount by approximately $729,000 due primarily to the timing of Capital Project expenditures.

Six Month Expenditure Comparison
Fiscal Year 2023-24 vs Fiscal Year 2024-25
Fund
FY 2023-24
July-Dec 2023
FY 2024-25
July-Dec 2024 Variance
General Purpose (#100) $ 7,261,116 $ 7,033,843 $ 227,273 1 Cent Add-On Measure R (#106) 1,885,585 2,614,327 (728,742) Total $ 9,146,701 $ 9,648,170 $ (501,470)
The chart on the following page compares the actual General Fund expenditures in the first six months based on the type of expense. The increase in Salary and Benefits for the first six months of the fiscal year was anticipated and reflects the increased staffing levels, while the decrease in Special Expenses is the result of the change in the way Indirect Cost Allocations are recorded, as described above. The increase in Add-On H.4
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Sales Tax expenditure was primarily the result of timing associated with Capital Project expenditures, specifically the recent completion of the San Pablo Creek Culvert Repair Project #4187.

General Fund Expenditures by Type (July – December)
FY2023-24 Compared to FY2024-25
Budget To Actual Performance
The Budget serves as the Fiscal Plan for the City. Given that budgets are based on estimates and forecasts, it is very important to evaluate how the first six months of actual activity compares to the planned Revenue and Expenditures. The following highlevel analysis will focus on the General-Purpose General Fund Budget to Actual.

Revenue Compared to Budget
Revenue collected as of December 31, 2024, was approximately 41% of the Budget. ($6.4 million received compared to $16.9 million budget). By comparison for the same period in the prior fiscal year, the City had collected 36.2% of the Fiscal Year 2023-24 actual revenue.

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FISCAL YEAR 2024-25 GENERAL FUND ACTUAL REVENUE (FUND #100)

COMPARED TO BUDGET
Although some revenue items are trailing forecasts, others are outperforming expectations. Although Staff anticipates that actual revenues for Fiscal Year 2024-25 will ultimately exceed current budget estimates, there is no recommendation to adjust (up or down) any revenue items during this mid-year review as there is no significant event or trend which warrants such treatment.

Expenditures Compared to Budget
General Purpose General Fund operating expenditures as of December 31, 2024, were approximately 41.4% of the Budget. ($7.0 million actual expense compared to the $16.9 million budget). By comparison for the same period in 2023, the City had recorded expenditures totaling 46.5% of the Fiscal Year 2023-24 actual expenditures.

The following Chart displays expenditures as of December 31, 2024, by Department compared to the current Budget. Attachment D provides a detailed line-item view of the Budget Compared to Actual Expense for each department. The majority of departments are at or below 50% of the budget, which would be expected halfway through the fiscal year. The most significant deviations are:
• Parks and Recreation (Remaining Budget 33%) is trending high due to: a) the continued increase in demand for recreation services and the associated costs of providing those services, primarily the additional cost of contract instructors; and b) costs associated with maintenance inadvertently recorded in this category because of the maintenance reorganization which occurred this year. Finance staff is working to reclassify those types of items to the Public Works budget. • Police Services (67% Remaining Budget) and City Attorney Services (78.2% Remaining Budget) are provided under contract. There is a billing lag (services provided in December typically billed in February) which results in less than 50% of the budget spent as of December 31. In addition, City Attorney costs associated with the Housing Element lawsuit are not recorded in the General Fund (Fund 100).

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• Non- Departmental Services actual expenditures (Remaining Budget 23.8%) include the semi-annual City Hall Debt Service payments.

GENERAL FUND (FUND #100) ACTUAL EXPENDITURES COMPARED TO BUDGET By Department as of December 31, 2024
Revenue Detail (Including Comparison to Prior Year) Attachment B Attachment B provides a detailed breakdown of the revenue collected in the first six months of the year compared to the Budget. Given the uneven distribution throughout the year, it is helpful to examine the actual revenue collected in the first six months of the previous fiscal year. Included with the detailed financial information provided on Attachment B is additional narrative analysis of key areas of deviation.

Expense Detail by Type (Including Comparison to Prior Year) Attachment C Attachment C provides a breakdown of all General Fund expenditures by “type”. For Example, Salaries & Benefits, Contractors, Materials & Supplies, Vehicle Expense, Special Department Expense, and Add-On Sales Tax Expense. Similar to the Revenue Detail, this schedule also provides a comparison to actual activity in the first six months of the previous Fiscal Year. As shown in the Chart below, over 56% of the expenditures as of December 2024 were in the Salaries & Benefits and Contract Services categories, which is reflective of the service-oriented nature of local municipal government.

Measure R accounts for 27% of the overall General Fund spend, with a majority (roughly 83%) of that being Capital Projects.

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Comparison of Major Expenses by Type as of December 31, 2024 DISCUSSION:

As shown in Attachment A, the current General Fund (Fund 100 only) Budget projections show expenditures and net transfers are in excess of revenues by $155,705.

These expenditures in excess of revenue reflect decisions made by City Council in June of 2023 to utilize accumulated General Fund balances by design, to temporarily increase engineering resources in an effort to get more capital projects done.

Proposed Budget Adjustments
Upon review and examination, the currently adopted budget appears adequate to deliver the programs, services, and service levels contemplated at the time it was developed, and no additional appropriations are being requested.

Looking Forward
Staff is beginning the process for development of the City’s Biennial Operating Budget which will be for the 2025-26 and 2026-27 fiscal years and will ultimately be presented to City Council in June 2025 for adoption. The 2024-25 Mid-Year update also represents an initial opportunity for the City Council to identify any ideas which they might like staff to consider as part of the development of the next two-year budget.

FISCAL IMPACT:

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A detailed analysis of the City’s key operating funds has been provided, and the General Fund is in good shape financially. All other Funds have been reviewed and examined and appear to be operating in a manner consistent with their currently adopted budgets. Sufficient appropriations exist for Fiscal Year 2024-25 and no changes to the existing budget are being requested.

ATTACHMENTS:

A. Summary - General Fund Revenue and Expenditures
B. Revenue Summary General Fund
C. Expenditure Summary - General Fund by Type
D. Statement of Revenues and Expenditures - General Fund Exp by Dept Respectfully Submitted by:

Douglas Alessio
Assistant City Manager
Prepared By: Douglas Alessio, Assistant City Manager
Approved by:

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City of Orinda
SUMMARY - General Fund* Revenue And Expenditures
(*Including Add-On Sales Tax Fund)
From 7/1/2024 Through 12/31/2024
Current Fiscal Year (FY 2024-25) Prior Fiscal Year (FY 2023-24) Actual
Jul-Dec
2024
Adopted
Budget
Budget to
Actual
Variance
% Budget
Remaining
Actual
Jul-Dec
2023
Actual Fiscal
Year
% Fiscal
Year
Remaining
GENERAL PURPOSE GENERAL FUND (FUND #100)
Revenues
Taxes 4,919,812 $ 12,705,000 $ (7,785,188) $ -61.3% $ 13,018,584 4,823,504 $ -62.9% Rents & Interest 595,105 224,000 371,105 165.7% 1,300,030 291,695 -77.6% Miscellaneous 16,439 173,100 (156,661) -90.5% 82,469 22,252 -73.0% Police - Fees & Fines 24,002 60,500 (36,498) -60.3% 73,535 29,152 -60.4% Engineering Permits - Fees 98,192 360,400 (262,208) -72.8% 253,793 118,481 -53.3% Recreation Fees & Rentals 1,063,716 2,335,000 (1,271,284) -54.4% 2,871,572 1,045,089 -63.6% Planning Services- Fees 362,862 1,020,200 (657,338) -64.4% 875,988 364,916 -58.3% Total Revenues 7,080,129 $ 16,878,200 $ (9,798,071) $ -58.1% $ 18,475,971 6,695,090 $ -63.8% Expenditures
00 - Non-Departmental (Excl Transfers) $ 472,706 $ 620,344 $ 147,638 23.8% $ 564,146 $ 663,542 15.0% 10 - City Management 312,077 619,586 307,509 49.6% 479,030 233,170 51.3% 12 - City Attorney 130,251 598,000 467,749 78.2% 532,914 106,630 80.0% 15 - City Clerk 190,668 385,261 194,593 50.5% 369,834 197,164 46.7% 17 - Administrative Services 580,334 1,216,268 635,934 52.3% 1,234,517 590,816 52.1% 20 - Police Services 1,747,842 5,305,580 3,557,738 67.1% 4,793,992 2,006,484 58.1% 35 - Public Works 1,267,656 4,074,582 2,806,926 68.9% 2,361,218 1,121,013 52.5% 40 - Parks & Recreation / Facilities 1,834,567 2,743,760 909,193 33.1% 4,145,593 1,934,712 53.3% 47 - Library 24,541 55,203 30,662 55.5% 61,818 30,069 51.4% 55 - Planning 473,201 1,364,157 890,956 65.3% 980,128 476,913 51.3% Total Expenditures $ 7,033,843 $ 16,982,741 $ 9,948,898 58.6% $ 7,261,116 $15,622,585 53.5% Other Sources/Uses
Transfer In Fund #100 $ - $ - $ - - $ 4,744,481 $ 4,950,658 -4.2% Transfer out - (51,164) 51,164 -100.0% (7,794,481) - -100.0% Total Other Sources/Uses (Net) $ - $ (51,164) $ 51,164 -100.0% $ 4,744,481 $ (2,843,823) 266.8% Net Change in Fund Balance $ 46,286 $ (155,705) $ 4,178,455 $ 9,563 (Revenue - Expenditures + Other Uses)

SUMMARY REVENUE / EXPENDITURES - ATTACHMENT A
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Packet Pg. 257 Attachment: Summary - General Fund Revenue and Expenditures (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget City of Orinda
SUMMARY - General Fund* Revenue And Expenditures
(*Including Add-On Sales Tax Fund)
From 7/1/2024 Through 12/31/2024
Actual
Jul-Dec
2024
Adopted
Budget
Budget to
Actual
Variance
% Budget
Remaining
Actual
Jul-Dec
2023
Actual Fiscal
Year
% Fiscal
Year
Remaining
MEASURE R (FUND #106)
(Add-on Sales Tax 1 Cent Effectivte 4/1/2021)
Revenues
Taxes 1,173,142 $ 3,700,000 $ (2,526,858) $ -68.3% $ 1,188,118 $ 3,755,002 -68.4% Interest - 36,000 (36,000) -100.0% 116,288 63,738 -45.2% Total Revenue $ 1,173,142 $ 3,736,000 $ (2,562,858) -68.6% $ 1,251,856 $ 3,871,289 0.0% Expenditures
10 - City Management $ 247,422 $ 812,390 $ 564,968 69.5% $ 233,636 $ 480,899 51.4% 12 - City Attorney - 5,000 5,000 100.0% - 432 100.0%
17 - Administrative Services - 4,000 4,000 100.0% - - - 20 - Police Services - 45,000 45,000 100.0% - - -
35 - Public Works 2,341,605 4,039,907 1,698,302 42.0% 1,567,219 1,548,346 -1.2% 40 - Parks & Recreation / Facilities 25,300 200,000 174,700 87.4% 84,730 152,580 44.5% Total Expenditures $ 2,614,327 $ 5,106,297 $ 2,491,970 48.8% $ 1,885,585 $ 2,182,257 13.6% Net Change in Fund Balance $(1,441,185) $ (1,370,297) $ (633,729) $ 1,689,032 (Revenue - Expenditures + Other Uses)
COMBINING SUMMARY GENERAL FUND (Fund #100 PLUS Add on Sales Tax Fund #106) Combined Total Revenue $ 8,253,271 $ 20,614,200 ########### -60.0% $ 7,946,946 $22,347,261 -64.4% Combined Total Expenditures 9,648,170 22,089,038 12,440,868 56.3% 9,146,701 17,804,843 48.6% Other Uses Net - 51,164 (51,164) -100.0% 4,744,481 (2,843,823) -266.8% Revenue Over (Under)
Expenditures & Uses $ (1,526,002) (1,394,900) $ 3,544,726 $ 1,698,595 $

SUMMARY REVENUE / EXPENDITURES - ATTACHMENT A
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Packet Pg. 258 Attachment: Summary - General Fund Revenue and Expenditures (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget City of Orinda
Revenue Summary General Fund
Quarter 2 (July- Dec 2024)
Fiscal Year 2024-25
Fiscal Year
2023-24
Actual
July- Dec 2024
Total Budget
Adopted
Total Budget
Variance
Percent
Total Budget
Remaining
Actual
Jul-Dec 2023

GENERAL PURPOSE GENERAL FUND
Revenues
Taxes
Property Tax $4,029,321 $7,055,000 ($3,025,679) -42.9% $3,881,922 Documentary Transfer Tax 154,565 200,000 (45,435) -22.7% 100,831 Property Tax in lieu of VLF - 2,725,000 (2,725,000) -100.0% - Sales Tax Revenue 406,213 1,370,000 (963,787) -70.4% 452,411 Transient Occupancy Tax 7,303 20,000 (12,697) -63.5% 5,407 Franchise Taxes 323,200 1,275,000 (951,800) -74.7% 367,942 Property Tax - Supplemental (790) 30,000 (30,790) -102.6% 14,991 Total Taxes 4,919,812 12,675,000 (7,755,188) -61.2% 4,823,504 Rents and Interest
Interest Revenue 582,226 200,000 382,226 191.11% 279,829 Lease Agreements 12,036 24,000 (11,964) (49.85)% 11,865 Trustee Interest Revenue 844 - 844 0.00% -
Total Rents and Interest 595,105 224,000 371,105 165.67% 291,695 Parks & Recreation Fees
Library Lease 26,139 54,000 (27,861) -51.6% 26,178
Recreation Classes 465,436 1,200,000 (734,564) -61.2% 463,401 Community Center Rentals 159,709 200,000 (40,291) -20.1% 148,326 Sports Facility Rentals 202,303 550,000 (347,697) -63.2% 182,319 Miscellaneous Recreation Fees 1,230 1,000 230 23.0% 920 Donations 153 20,000 (19,847) -99.2% 25,070
Wagner Gym Rental Fees 21,582 60,000 (38,418) -64.0% 8,647 Sports Programs 173,913 250,000 (76,087) -30.4% 190,227 Total Parks & Recreation Fees 1,050,465 2,335,000 (1,284,535) -55.0% 1,045,089 Service Fees
Miscellaneous Revenue 3,468 19,500 (16,032) -82.2% 2,678 Miscellaneous Fees - - - 0.0% 15
Fingerprinting Fees 5,047 10,000 (4,953) -49.5% 6,461
Impound Recovery Fees 333 2,500 (2,167) -86.7% 1,240
Vehicle Court Fines 5,698 20,000 (14,302) -71.5% 4,320
Parking Fines - Payment 7,013 20,000 (12,987) -64.9% 11,045 Encroachment Permits 46,480 150,000 (103,520) -69.0% 54,314 Engineering Fees 6,357 60,000 (53,643) -89.4% 16,294
Building Inspection Fees 274,271 630,000 (355,729) -56.5% 278,192 Planning Fees 67,216 300,000 (232,784) -77.6% 58,521
Construction Debris Recycling - - - 0.0% 568
Business Registration 10,589 28,000 (17,411) -62.2% 12,154 Business Reg Surcharge (State) - 2,200 (2,200) -100.0% 1,073 Penalties, Late Fees 1,227 - 1,227 0.0% -
Total Service Fees 427,698 1,242,200 (814,502) -65.6% 446,874 Revenue from Other Agencies
Homeowners' Relief Tax - 30,000 (30,000) -100.0% -
Vehicle Abatement Fees 5,712 8,000 (2,288) -28.6% 6,086 Grants -Local 13,000 - 13,000 0.0% -
Project Reimbursement Revenue 68,337 364,000 (295,663) -81.2% 81,841 Total Revenue from Other Agencies 87,048 402,000 (314,952) -78.4% 87,927 Transfers from Other Funds
Transfer In - - - 0.0% 4,744,481
Total Transfers from Other Funds - - - 0.0% 4,744,481
Total General Purpose General Fund 16,878,200 7,080,129 (9,798,071) -58.1% 11,439,570

ATTACHMENT B - REVENUE DETAIL
H.4.b
Packet Pg. 259 Attachment: Revenue Summary General Fund (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget Adjustment) City of Orinda
Revenue Summary General Fund
Quarter 2 (July- Dec 2024)
Fiscal Year 2024-25
Fiscal Year
2023-24
Actual
July- Dec 2024
Total Budget
Adopted
Total Budget
Variance
Percent
Total Budget
Remaining
Actual
Jul-Dec 2023

MEASURE R (ADD ON SALES TAX)
Taxes
Sales Tax Revenue 1,173,142 3,700,000 (2,526,858) -68.3% 1,188,118 Total Taxes 1,173,142 3,700,000 (2,526,858) -68.3% 1,188,118 Rents and Interest
Interest Revenue - 36,000 (36,000) -100.0% 63,738
Total Rents and Interest - 36,000 (36,000) -100.0% 63,738 Total Measure R Revenues 3,736,000 1,173,142 (2,562,858) -68.6% 1,251,856 Combined General Fund Total Revenues 8,253,271 $ 20,614,200 $ (12,360,929) $ -60.0% $ 12,691,426

ATTACHMENT B - REVENUE DETAIL
H.4.b
Packet Pg. 260 Attachment: Revenue Summary General Fund (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget Adjustment) Narrative Analysis Accompanying Attachment B
General Fund Detailed Revenue
Fiscal Year 2024-2025 As of December 31, 2024
Revenue Detail (Including Comparison to Prior Year) Attachment B This report provides a narrative description of the key variances in General Fund Revenue as of December 31, 2024. The preceding tables provided a detailed line-item breakdown of the revenue collected in the first six months of the year compared to the Budget. This section adds an additional explanation of key variances in each category of revenue.

Taxes: Amounts collected are slightly higher than in the previous Fiscal Year. Compared to the Budget the current year is running slightly behind.

Property Tax: Property Tax and Documentary Transfer Tax collection are more than the previous fiscal year. Based on the first six months, the Documentary Transfer Tax is projected to be slightly ahead of the Budget, reflecting continued sales of real estate despite the higher interest rates. The base automatic annual adjustment for Property Tax is 2 percent each year for properties without a change in ownership or new construction. At this time no new residential construction is anticipated which would substantially raise the number of residences and assessed value on the base property tax. Property Tax in lieu of VLF is budgeted less than the actual amount received in the prior fiscal year, and it is anticipated to exceed the budget estimate.

Sales Tax: Sales Tax collection is projected to be slightly under Budget. The current projection is based on one quarter of actual sales (July – September) and estimates moving forward. The City uses the firm of HdL Companies to assist with sales tax monitoring. A significant portion of the projected year-over-year decreases are related to fall in price of crude oil and a decrease in the portion of the tax allocated through the County pool. Amounts allocated through the pool have benefitted from legislation implemented in the last several years to collect taxes from out of state on-line transactions, but on-line retailers are changing their reporting strategies as reflected by the placement and reporting related to fulfillment centers. The Mid-Year Budget recommends no changes for the Sales Tax.

Other Taxes (Franchises Taxes and Transient Occupancy Tax): This category is tracking very similar to last year and the largest component is Franchise Fees (Gas, Electric, Cable, Garbage). There is a lag in the collection timing for Franchise Taxes (Gas, Electric, Cable, Garbage), since Gas and Electric franchise fees are paid annually in April. Because of the competition from streaming services, cable franchise taxes are falling, resulting in lower franchise taxes than those collected during the same period last year.

Transient Occupancy Tax (TOT) is collected from short-term rentals. In 2024 the amount collected is slightly higher than the amount collected in the previous year. The Mid-Year Budget recommends no changes for Franchise Taxes and Transient Occupancy Tax.

Rents and Interest: The budget variance in the Interest Revenue are due to the fact that interest income has not been allocated from the General Fund to other funds as of December 31st. In general, approximately half of the interest income received gets allocated to other funds.

H.4.b
Packet Pg. 261 Attachment: Revenue Summary General Fund (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget Adjustment) Narrative Analysis Accompanying Attachment B
General Fund Detailed Revenue
Fiscal Year 2024-2025 As of December 31, 2024
Even after adjusting for the interest income allocation, this category of revenue is exceeding expectations with the amount budgeted in the General Fund which is reflective of the current interest rate climate. This category bears monitoring, and the timing of any interest rate changes has the potential to impact on this revenue when the investments are marked to market value at the end of the year, creating either a gain or loss which is required to be reported even though the City’s policy is to hold investments to maturity (non-speculative).

Parks & Recreation Fees: It appears that there is a continued healthy demand for recreation services post-COVID as Recreation Fees and Rentals continue to grow beyond pre-COVID levels. Sport Facility Rentals and Wagner Gym Rentals are higher than those in the previous year while Sports Programs and Donations are tracking behind last year’s collection.

Service Fees: Total Service Fee are slightly lower in the current fiscal year compared to the same period of the prior fiscal year.

Police Fees and Fines: Apart from the Vehicle Court Fines all other Police Fees (Fingerprinting, Impound Recovery, Parking Fines) are tracking behind the collection in the previous year. Overall, this revenue budget appears to have stabilized after several years of reductions. The current year’s reductions are primarily due to reduced parking demand, induced by the pandemic resulting in less parking fines.

Public Works Fees: The Building Inspection Fees, Engineering Fees, and Encroachment Permits collection as of December 31, 2024, is trailing slightly behind the collection in the same period in prior year, but not by a significant amount in any one fee.

Planning and Business Registration Fees: Planning Fees are slightly ahead of fees collected in the previous year while Business Registration is trailing behind previous year. The Business Registration Surcharge (State) in FY 2024-25 is accounted for in a special revenue fund instead of the General Fund due to compliance requirement.

Revenue from Other Agencies: The Local Grant Revenue was received from the Orinda Park & Recreation Foundation was not budgeted, but the largest variance is for Project Reimbursements which are only 19% of budget It is important to note that the corresponding expenses for which the City anticipated reimbursement have not occurred either, neutralizing the financial impact of this shortfall.

Add-On Sales Tax ½ Cent (Fund #105): No tax revenue was programmed for Fund #105 since the tax was discontinued in April of 2021. We expect that these tax payments have worked their way through the system and no future tax payments should be received.

Add-On Sales Tax 1 Cent (Fund #106): Revenue generated from the 1 Cent Add-on Sales Tax is on track to meet original projections and no adjustment is recommended at this time.

H.4.b
Packet Pg. 262 Attachment: Revenue Summary General Fund (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget Adjustment)

CITY OF ORINDA
EXPENDITURE SUMMARY- GENERAL FUND*
*General Purpose Fund #100, and 106 Measure R
Current Fiscal Year
(FY 2024-25)
Prior Fiscal Year
(FY 2023-24)
Actual
Jul-Dec 2024
Budget
Adopted
% Budget
Remaining
Actual
Jul-Dec 2023
Expenditures
Salaries & Benefits
Salaries & Wages $ 1,869,497 $ 4,562,298 59% $ 1,742,885 Leave/Float Holiday Payout 64,282 33,250 -93% 30,291
Standby Compensation 7,091 18,500 62% 7,308
Overtime 2,576 15,000 83% 1,919
Temporary - Other 161,642 229,600 30% 139,989
Medicare 31,159 64,895 52% 28,387
Unemployment Insurance - 10,000 100% 1,713
Worker's Compensation Ins 98,255 124,850 21% 104,338
Medical & Dental Insurance 244,492 640,828 62% 239,277
LTD & Life Insurance 7,606 21,983 65% 7,187
Cash In Lieu 29,589 51,577 43% 21,503
Retiree Medical 1,906 5,000 62% 2,120
Vehicle Allowance 3,250 6,000 46% 2,750
Retirement Plan 313,698 690,722 55% 286,178
Subtotal - Salary & Benefits 2,835,044 6,474,503 56% 2,615,845 Contractors
Attorney - City General 92,347 353,000 74% 50,472
Attorney - City Litigation 23,361 60,000 61% 34,197
Attorney - Billed Services 12,804 180,000 93% 20,059
Attorney - H R 1,739 5,000 65% 1,392
Software System Support 60,827 131,200 54% 110,983
Audit - General 18,479 40,000 54% 8,985
Contract Sheriff 1,231,179 3,589,608 66% 1,387,355
Contract Sheriff - CSO - 367,000 100% -
Contract Sheriff - Overtime 111,806 413,147 73% 163,251 Contract Sheriff - Dispatch 39,789 135,000 71% 31,808
CCC Animal Control Contract 52,482 210,000 75% 83,529
Contracts (Cost Recovery) 40,899 155,000 74% 47,726
Adult Enrichment Instructors 76,336 130,000 41% 54,255
Program Instructors - Youth 352,952 450,000 22% 328,892 IT/Network Consulting Services - - 0% 111
Minutes - Contractor 3,540 13,000 73% 3,840
Cleaning Services 44,048 85,000 48% 34,609
Professional Services 99,072 446,500 78% 62,606
Volunteer Center 2,706 5,000 46% 1,875
Graphic Design 11,338 30,000 62% 10,545
Printing Costs 10,434 33,000 68% 8,000
Guardrail Repair / Replace - 40,000 100% -
Drainage 2,700 55,000 95% 16,507
Hydrauger Cleaning 9,760 15,000 35% -
Tree Trimming 24,810 80,000 69% -
Landscaping 93,493 209,000 55% 70,232
Pavement/Shoulder Repair 30,920 60,000 48% -
Striping/Marking - 10,000 100% -
Maintenance Right of Way 2,292 12,000 81% 784
Repairs & Improvements 63,505 113,250 44% 33,478
Total Contractors 2,513,615 7,425,705 66% 2,565,490

ATTACHMENT C - EXPENDITURES BY TYPE
H.4.c
Packet Pg. 263 Attachment: Expenditure Summary - General Fund by Type (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget Current Fiscal Year
(FY 2024-25)
Prior Fiscal Year
(FY 2023-24)
Actual
Jul-Dec 2024
Budget
Adopted
% Budget
Remaining
Actual
Jul-Dec 2023
Materials & Supplies
Permit Fees 50 5,000 99% -
Supplies - Office 13,256 14,350 8% 6,030
Supplies - General 90,294 183,750 51% 93,655
Postage 4,943 10,750 54% 6,822
Maintenance - Office Equip - - 0% 33
Maintenance - Other Equip 1,208 3,400 64% 157
Maintenance - Copier 2,018 7,300 72% 1,661
Maintenance - Building 33,824 121,000 72% 92,687
Maintenance - Fields 20,624 30,000 31% 21,804
Telephone Service 112 800 86% 73
Utilities - Gas 10,633 23,000 54% 10,857
Utilities - Electric 120,176 195,000 38% 73,876
Utilities - Water 77,952 114,500 32% 76,800
Utilities - Sewer - 9,425 100% 15,733
Utilities - Garbage -Landfill 279 - 0% -
Taxes/Assessments 1,652 2,000 17% 1,600
Cellular Service 7,615 24,800 69% 6,831
FF&E (Less than $5,000) 25,616 20,000 -28% 8,000
FF&E (More than $5,000) - - 0% 7,629
Total Materials & Supplies 410,251 765,075 46% 424,247
Special Department Expense
Construction Costs - - 0% -
Street Sweeping - - 0% -
Administrative Fees 40,024 143,500 72% 39,189
Insurance - Property - 3,478 100% 2,898
Election Costs - 30,000 100% -
Off-Site Storage 4,680 8,000 42% 3,409
Code/Legal Updates 5 3,000 100% -
Legal Notices 1,006 59,000 98% 1,745
Payroll/Benefit Fees 1,337 3,000 55% 1,122
Communication - 4,500 100% 650
Recruitment Expenses 11,361 28,000 59% 1,066
Investigation Costs 15,195 45,000 66% 14,890
Traffic Control Signs 5,798 12,000 52% 5,481
Main Street Lights 246 - 0% -
Street Name Signs - 1,500 100% 359
Uniforms/Equipment 37,366 73,900 49% 32,239
Referees/Clinics 21,080 25,000 16% 21,346
Publicity / Promotion 579 500 -16% -
Rental - Equipment 22,971 16,000 -44% 12,198
Rental - Transportation 7,836 12,000 35% 7,342
Rental - Facilities - 43,000 100% -
Memberships 24,003 52,000 54% 23,242
Training & Conferences 14,009 28,000 50% 8,103
Mayor's Conference Host - 7,500 100% -
Council Expenses 7,177 12,000 40% 4,122
Meetings 123 1,150 89% -
Interest - City Hall (COP) 99,797 190,344 48% 204,919
Principal - City Hall (COP) 370,000 370,000 0% 355,000
Indirect Cost Alloc-Fleet 68,435 136,870 50% 132,910
Indirect Cost Alloc-Bldg Svcs 70,477 140,950 50% 129,900 Indirect Cost Allocation-IT 142,323 284,646 50% 204,204 Indirect Cost Allocation-Ins. 187,760 375,520 50% 362,697 Total Special Department Expenses 1,153,588 2,110,358 45% 1,569,030

ATTACHMENT C - EXPENDITURES BY TYPE
H.4.c
Packet Pg. 264 Attachment: Expenditure Summary - General Fund by Type (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget Current Fiscal Year
(FY 2024-25)
Prior Fiscal Year
(FY 2023-24)
Actual
Jul-Dec 2024
Budget
Adopted
% Budget
Remaining
Actual
Jul-Dec 2023
Vehicle Expenses
Maintenance - Vehicle 58,832 87,300 33% 31,218
Gasoline 61,018 117,200 48% 54,439
Mileage 1,494 2,600 43% 846
Total Vehicle Expenses 121,344 207,100 41% 86,503
Transfers/Other Uses-General Fund
Transfers Out (LLD) - 51,164 100% -
Transfers Out -Other - - 0% -
Total Transfers - 51,164 100% -

TOTAL GENERAL FUND
(General Purpose) 7,033,843 17,033,905 59% 7,261,116
Add-On Sales Tax Expenditures - Measure R
Salaries & Benefits / Insurance 126,938 269,935 53% 117,638 Contractors 227,837 976,277 77% 219,753
Materials & Supplies 17,787 32,000 44% 11,979
Special Dept Expenses 2,233,056 3,816,735 41% 1,523,026 Vehicle Expense 8,710 11,350 23% 13,189
Total Add-On Sales Tax Expenses
(Operating and Capital)
2,614,327 5,106,297 49% 1,885,585

GRAND TOTAL GENERAL FUND
(General purpose + add-on sales tax) 9,648,170 22,140,202 56% 9,146,701 106 - Add-on Sales Tax Measure R
Project Expenditures Detail
Orchard SD Repair PL 409 & 513 - $ - $ 0% 597 $
Ivy SD Repair PL958-959,PL864 - - 0% 597
Canon SDRepair 1765-1766 &1775 - 300,000 100.00% -
Ranch SD Rep PL1074,1089, 1809 - 200,000 100.00% -
Brooks SD Repair PL751, PL867 - 200,000 100.00% -
Annual Street Rehab 2023 - - 0% 1,273,254
Mitigation - Brookwd Rd ROW - 98,500 100.00% 845
San Pablo Creek Culvert Repair 2,168,585 2,598,677 16.55% 5,635 Redflag Parking Sign Phase II - 10,000 100.00% 140,026
2024 Annual StormDrain Rep(B) - 315,000 100.00% -
2025 Annual StormDrain Rep(B) - 35,000 100.00% -
Total Expenditures $ 3,757,177 2,168,585 $ 42.28% $ 1,420,955

ATTACHMENT C - EXPENDITURES BY TYPE
H.4.c
Packet Pg. 265 Attachment: Expenditure Summary - General Fund by Type (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid Year Budget City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
0 - No department
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Benefits
Unemployment Ins 7081 0.00 10,000.00 10,000.00 100.00% 1,713.00 Medical & Dental Insurance 7083 1,322.64 0.00 (1,322.64) 0.00% 677.60 Retiree-Med City Portion 7086 1,586.15 5,000.00 3,413.85 68.28% 1,836.31 Total Benefits 2,908.79 15,000.00 12,091.21 80.61% 4,226.91 Special Department Expenses
Legal Notices 7508 0.00 45,000.00 45,000.00 100.00% 0.00 Interest Expense 7802 99,796.88 190,344.00 90,547.12 47.57% 204,918.76 Principal Payment 7810 370,000.00 370,000.00 0.00 0.00% 355,000.00 Total Special Department Expenses 469,796.88 605,344.00 135,547.12 22.39% 559,918.76 Transfers to Other Funds
Transfer Out To LLD Districts 8502 0.00 51,164.00 51,164.00 100.00% 0.00 Total Transfers to Other Funds 0.00 51,164.00 51,164.00 100.00% 0.00 Total Expenditures 472,705.67 671,508.00 198,802.33 29.61% 564,145.67 Date: 2/24/25 01:05:15 PM Page: 1
H.4.d
Packet Pg. 266 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
10 - City Management
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 136,516.96 320,544.00 184,027.04 57.41% 130,984.33 Leave/Float Holiday Payout 7057 38,683.07 0.00 (38,683.07) 0.00% 0.00 Total Salaries 175,200.03 320,544.00 145,343.97 45.34% 130,984.33 Temporary Salaries
Temporary - Other 7079 0.00 0.00 0.00 0.00% 1,280.00
Total Temporary Salaries 0.00 0.00 0.00 0.00% 1,280.00
Total Personnel Services 175,200.03 320,544.00 145,343.97 45.34% 132,264.33 Benefits
Medicare 7080 2,605.19 4,751.00 2,145.81 45.17% 1,954.25 Worker's Compensation Ins 7082 7,476.00 9,500.00 2,024.00 21.31% 7,211.00 Medical & Dental Insurance 7083 5,619.04 25,062.00 19,442.96 77.58% 10,696.95 LTD & Life Insurance 7084 355.97 964.00 608.03 63.07% 363.84 Cash In Lieu Med. Ins. 7085 1,709.74 1,142.00 (567.74) (49.71)% 522.39 Vehicle Allowance 7088 3,250.00 6,000.00 2,750.00 45.83% 2,750.00 Retirement Plan 7089 28,305.49 51,470.00 23,164.51 45.01% 21,041.00 Total Benefits 49,321.43 98,889.00 49,567.57 50.12% 44,539.43 Contractors
Professional Services 7180 36,800.00 93,000.00 56,200.00 60.43% 1,668.75 Volunteer Center 7181 2,706.00 5,000.00 2,294.00 45.88% 1,875.00 Printing Costs 7183 0.00 3,000.00 3,000.00 100.00% 0.00 Total Contractors 39,506.00 101,000.00 61,494.00 60.89% 3,543.75 Materials & Supplies
Supplies - Office 7200 1,383.00 100.00 (1,283.00) (1,283.00)% 40.57 Supplies - General 7203 810.59 2,650.00 1,839.41 69.41% 686.04 Postage 7230 291.97 550.00 258.03 46.91% 287.00
Maintenance - Copier 7292 200.39 300.00 99.61 33.20% 105.02 Cellular Service 7313 58.86 500.00 441.14 88.23% 50.06
Total Materials & Supplies 2,744.81 4,100.00 1,355.19 33.05% 1,168.69 Special Department Expenses
Payroll/Benefit Fees 7511 341.70 0.00 (341.70) 0.00% 0.00 Communication 7517 0.00 4,500.00 4,500.00 100.00% 650.00 Publicity / Promotion 7545 486.05 0.00 (486.05) 0.00% 0.00 Membership & Subscriptions 7700 11,024.53 25,000.00 13,975.47 55.90% 9,502.33 Training & Conferences 7710 5,822.90 5,000.00 (822.90) (16.46)% 2,532.90 Mayor's Conference - Host 7713 0.00 7,500.00 7,500.00 100.00% 0.00 Council Expenses 7719 7,177.34 12,000.00 4,822.66 40.19% 4,122.28 Meetings 7720 0.00 150.00 150.00 100.00% 0.00
Indirect Cost - Bldg Svcs 7896 2,298.00 4,595.00 2,297.00 49.99% 4,250.00 Indirect Cost - Info Tech 7897 5,178.00 10,356.00 5,178.00 50.00% 5,544.00 Indirect Cost Alloc-Insur 7898 12,976.00 25,952.00 12,976.00 50.00% 25,066.00 Total Special Department Expenses 45,304.52 95,053.00 49,748.48 52.34% 51,667.51 Vehicle Expenses
Mileage 7411 0.00 0.00 0.00 0.00% (13.66)
Total Vehicle Expenses 0.00 0.00 0.00 0.00% (13.66)
Total Expenditures 312,076.79 619,586.00 307,509.21 49.63% 233,170.05 Date: 2/24/25 01:05:15 PM Page: 2
H.4.d
Packet Pg. 267 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
12 - City Attorney
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Contractors
Attorney - City General 7131 92,346.55 353,000.00 260,653.45 73.84% 50,471.67 Attorney - City Litigation 7132 23,360.75 60,000.00 36,639.25 61.07% 34,196.95 Attorney - Billed Services 7133 12,804.22 180,000.00 167,195.78 92.89% 20,058.90 Attorney-Human Resources 7134 1,739.00 5,000.00 3,261.00 65.22% 1,392.00 Professional Services 7180 0.00 0.00 0.00 0.00% 510.00
Total Contractors 130,250.52 598,000.00 467,749.48 78.22% 106,629.52 Total Expenditures 130,250.52 598,000.00 467,749.48 78.22% 106,629.52 Date: 2/24/25 01:05:15 PM Page: 3
H.4.d
Packet Pg. 268 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
15 - City Clerk
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 112,837.94 212,315.00 99,477.06 46.85% 100,358.61 Leave/Float Holiday Payout 7057 12,328.61 0.00 (12,328.61) 0.00% 0.00 Total Salaries 125,166.55 212,315.00 87,148.45 41.05% 100,358.61 Temporary Salaries
Temporary - Other 7079 604.08 0.00 (604.08) 0.00% 0.00
Total Temporary Salaries 604.08 0.00 (604.08) 0.00% 0.00 Total Personnel Services 125,770.63 212,315.00 86,544.37 40.76% 100,358.61 Benefits
Medicare 7080 1,921.40 3,255.00 1,333.60 40.97% 1,558.00 Worker's Compensation Ins 7082 4,722.00 6,000.00 1,278.00 21.30% 4,474.00 Medical & Dental Insurance 7083 872.69 2,400.00 1,527.31 63.64% 1,074.92 LTD & Life Insurance 7084 420.16 1,188.00 767.84 64.63% 420.80 Cash In Lieu Med. Ins. 7085 4,274.46 11,398.00 7,123.54 62.50% 5,224.34 Retirement Plan 7089 20,581.82 35,794.00 15,212.18 42.50% 16,594.45 Total Benefits 32,792.53 60,035.00 27,242.47 45.38% 29,346.51 Contractors
System/Software Support 7135 4,891.65 13,500.00 8,608.35 63.77% 28,280.26 IT/Network Consulting Services 7176 0.00 0.00 0.00 0.00% 110.88 Minutes - Contractor 7178 3,540.00 13,000.00 9,460.00 72.77% 3,840.00 Professional Services 7180 0.00 0.00 0.00 0.00% 50.00
Total Contractors 8,431.65 26,500.00 18,068.35 68.18% 32,281.14 Materials & Supplies
Supplies - Office 7200 0.00 200.00 200.00 100.00% 0.00
Supplies - General 7203 296.17 800.00 503.83 62.98% 929.13 Postage 7230 327.57 500.00 172.43 34.49% 360.55
Maintenance - Copier 7292 234.42 1,000.00 765.58 76.56% 325.03 Cellular Service 7313 117.72 600.00 482.28 80.38% 42.16 Total Materials & Supplies 975.88 3,100.00 2,124.12 68.52% 1,656.87 Special Department Expenses
Election Costs 7504 0.00 30,000.00 30,000.00 100.00% 0.00 Off-Site Storage 7506 4,679.92 8,000.00 3,320.08 41.50% 3,409.07 Code/Legal Updates 7507 4.50 3,000.00 2,995.50 99.85% 0.00 Legal Notices 7508 1,006.26 6,500.00 5,493.74 84.52% 0.00 Publicity / Promotion 7545 0.00 500.00 500.00 100.00% 0.00 Membership & Subscriptions 7700 0.00 1,200.00 1,200.00 100.00% 460.00 Training & Conferences 7710 451.48 1,000.00 548.52 54.85% 681.00 Indirect Cost - Bldg Svcs 7896 2,275.00 4,550.00 2,275.00 50.00% 4,180.00 Indirect Cost - Info Tech 7897 6,230.00 12,460.00 6,230.00 50.00% 9,240.00 Indirect Cost Alloc-Insur 7898 8,050.50 16,101.00 8,050.50 50.00% 15,551.00 Total Special Department Expenses 22,697.66 83,311.00 60,613.34 72.76% 33,521.07 Total Expenditures 190,668.35 385,261.00 194,592.65 50.51% 197,164.20 Date: 2/24/25 01:05:15 PM Page: 4
H.4.d
Packet Pg. 269 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
17 - Administrative Services
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 321,041.00 685,084.00 364,043.00 53.14% 310,156.01 Leave/Float Holiday Payout 7057 0.00 3,000.00 3,000.00 100.00% 29,155.74 Total Salaries 321,041.00 688,084.00 367,043.00 53.34% 339,311.75 Temporary Salaries
Temporary - Other 7079 19,057.86 0.00 (19,057.86) 0.00% 2,145.00 Total Temporary Salaries 19,057.86 0.00 (19,057.86) 0.00% 2,145.00 Total Personnel Services 340,098.86 688,084.00 347,985.14 50.57% 341,456.75 Benefits
Medicare 7080 4,881.61 9,894.00 5,012.39 50.66% 4,883.74 Worker's Compensation Ins 7082 15,740.00 20,000.00 4,260.00 21.30% 14,328.00 Medical & Dental Insurance 7083 55,097.48 118,899.00 63,801.52 53.66% 51,021.03 LTD & Life Insurance 7084 1,221.60 3,468.00 2,246.40 64.78% 1,197.50 Retiree-Med City Portion 7086 0.00 0.00 0.00 0.00% 283.61 Retirement Plan 7089 52,078.21 108,941.00 56,862.79 52.20% 55,137.51 Total Benefits 129,018.90 261,202.00 132,183.10 50.61% 126,851.39 Contractors
System/Software Support 7135 4,078.00 8,500.00 4,422.00 52.02% 3,975.00 Audit - General 7138 18,479.25 40,000.00 21,520.75 53.80% 8,985.00 Professional Services 7180 23,363.55 54,000.00 30,636.45 56.73% 16,641.46 Total Contractors 45,920.80 102,500.00 56,579.20 55.20% 29,601.46 Materials & Supplies
Supplies - Office 7200 555.87 4,500.00 3,944.13 87.65% 671.15 Supplies - General 7203 4,268.22 8,500.00 4,231.78 49.79% 5,261.60 Postage 7230 1,058.67 5,000.00 3,941.33 78.83% 2,223.84 Maintenance - Copier 7292 400.78 1,000.00 599.22 59.92% 210.02 Utilities - Gas 7302 35.03 0.00 (35.03) 0.00% 0.00
Cellular Service 7313 117.72 1,000.00 882.28 88.23% 42.16 Total Materials & Supplies 6,436.29 20,000.00 13,563.71 67.82% 8,408.77 Special Department Expenses
Administrative Fees 7499 3,031.30 20,000.00 16,968.70 84.84% 3,574.32 Payroll/Benefit Fees 7511 995.13 3,000.00 2,004.87 66.83% 1,121.71 Recruitment Expenses 7519 11,361.00 28,000.00 16,639.00 59.42% 1,066.40 Membership & Subscriptions 7700 380.00 1,800.00 1,420.00 78.89% 380.00 Training & Conferences 7710 (1,250.00) 3,000.00 4,250.00 141.67% 623.61 Indirect Cost - Bldg Svcs 7896 2,580.00 5,159.00 2,579.00 49.99% 4,820.00 Indirect Cost - Info Tech 7897 15,975.00 31,950.00 15,975.00 50.00% 23,100.00 Indirect Cost Alloc-Insur 7898 25,786.50 51,573.00 25,786.50 50.00% 49,812.00 Total Special Department Expenses 58,858.93 144,482.00 85,623.07 59.26% 84,498.04 Total Expenditures 580,333.78 1,216,268.00 635,934.22 52.29% 590,816.41 Date: 2/24/25 01:05:15 PM Page: 5
H.4.d
Packet Pg. 270 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
20 - Police Services
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 33,962.76 74,767.00 40,804.24 54.58% 32,534.40 Total Salaries 33,962.76 74,767.00 40,804.24 54.58% 32,534.40 Temporary Salaries
Temporary - Other 7079 8,119.00 28,000.00 19,881.00 71.00% 7,217.50 Total Temporary Salaries 8,119.00 28,000.00 19,881.00 71.00% 7,217.50 Total Personnel Services 42,081.76 102,767.00 60,685.24 59.05% 39,751.90 Benefits
Medicare 7080 662.82 1,573.00 910.18 57.86% 630.10
Worker's Compensation Ins 7082 2,715.00 3,450.00 735.00 21.30% 2,868.00 Medical & Dental Insurance 7083 718.24 1,626.00 907.76 55.83% 745.36 LTD & Life Insurance 7084 159.60 459.00 299.40 65.23% 152.65 Cash In Lieu Med. Ins. 7085 2,517.13 5,699.00 3,181.87 55.83% 2,612.17 Retirement Plan 7089 5,836.79 12,874.00 7,037.21 54.66% 5,623.49 Total Benefits 12,609.58 25,681.00 13,071.42 50.90% 12,631.77 Contractors
System/Software Support 7135 45,220.00 60,000.00 14,780.00 24.63% 44,875.50 Contract Sheriff 7150 1,231,178.81 3,589,608.00 2,358,429.19 65.70% 1,387,355.09 Contract Sheriff - CSO 7152 0.00 367,000.00 367,000.00 100.00% 0.00 Contract Sheriff - Overtime 7154 111,805.60 413,147.00 301,341.40 72.94% 163,250.66 County Sheriff - Dispatch 7157 39,788.76 135,000.00 95,211.24 70.53% 31,807.84 CCC Animal Control Contract 7165 52,482.00 210,000.00 157,518.00 75.01% 83,529.00 Total Contractors 1,480,475.17 4,774,755.00 3,294,279.83 68.99% 1,710,818.09 Materials & Supplies
Supplies - Office 7200 2,456.29 1,500.00 (956.29) (63.75)% 2,218.83 Supplies - General 7203 2,384.68 10,700.00 8,315.32 77.71% 1,336.03 Postage 7230 291.97 350.00 58.03 16.58% 302.73
Maintenance - Other Equipment 7291 1,208.00 3,400.00 2,192.00 64.47% 156.95 Maintenance - Copier 7292 258.28 500.00 241.72 48.34% 0.00 Cellular Service 7313 2,875.69 11,000.00 8,124.31 73.86% 5,742.80 FF&E (less than $5,000) 7998 15,000.00 20,000.00 5,000.00 25.00% 0.00 Total Materials & Supplies 24,474.91 47,450.00 22,975.09 48.42% 9,757.34 Special Department Expenses
Administrative Fees 7499 5,345.51 15,500.00 10,154.49 65.51% 8,040.40 Investigation Costs 7520 15,194.80 45,000.00 29,805.20 66.23% 14,889.75 Uniforms 7541 2,055.51 4,300.00 2,244.49 52.20% 0.00
Membership & Subscriptions 7700 4,911.50 5,500.00 588.50 10.70% 4,911.50 Training & Conferences 7710 5,383.59 5,000.00 (383.59) (7.67)% 1,690.00 Indirect Cost - Fleet 7895 46,925.00 93,850.00 46,925.00 50.00% 91,130.00 Indirect Cost - Bldg Svcs 7896 8,389.00 16,777.00 8,388.00 50.00% 15,370.00 Indirect Cost - Info Tech 7897 19,090.00 38,180.00 19,090.00 50.00% 27,720.00 Indirect Cost Alloc-Insur 7898 5,160.00 10,320.00 5,160.00 50.00% 9,967.00 Total Special Department Expenses 112,454.91 234,427.00 121,972.09 52.03% 173,718.65 Vehicle Expenses
Maintenance - Vehicle 7400 32,549.98 43,000.00 10,450.02 24.30% 25,441.24 Gasoline 7401 43,195.96 77,500.00 34,304.04 44.26% 34,364.69 Total Vehicle Expenses 75,745.94 120,500.00 44,754.06 37.14% 59,805.93 Total Expenditures 1,747,842.27 5,305,580.00 3,557,737.73 67.06% 2,006,483.68 Date: 2/24/25 01:05:15 PM Page: 6
H.4.d
Packet Pg. 271 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
30 - Development Services Eng
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Benefits
LTD & Life Insurance 7084 0.00 0.00 0.00 0.00% 13.55
Total Benefits 0.00 0.00 0.00 0.00% 13.55
Total Expenditures 0.00 0.00 0.00 0.00% 13.55
Date: 2/24/25 01:05:15 PM Page: 7
H.4.d
Packet Pg. 272 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
35 - Public Works
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 608,376.44 1,833,648.00 1,225,271.56 66.82% 549,626.38 Leave/Float Holiday Payout 7057 1,263.60 16,250.00 14,986.40 92.22% 1,134.90 Total Salaries 609,640.04 1,849,898.00 1,240,257.96 67.04% 550,761.28 Temporary Salaries
Temporary - Other 7079 13,175.00 80,800.00 67,625.00 83.69% 5,722.50 Total Temporary Salaries 13,175.00 80,800.00 67,625.00 83.69% 5,722.50 Overtime
Standby Compensation 7060 7,090.50 18,500.00 11,409.50 61.67% 7,308.00 Overtime 7061 1,769.43 12,000.00 10,230.57 85.25% 1,600.93 Total Overtime 8,859.93 30,500.00 21,640.07 70.95% 8,908.93 Total Personnel Services 631,674.97 1,961,198.00 1,329,523.03 67.79% 565,392.71 Benefits
Medicare 7080 9,464.86 25,124.00 15,659.14 62.33% 8,493.82 Worker's Compensation Ins 7082 36,122.00 45,900.00 9,778.00 21.30% 27,294.00 Medical & Dental Insurance 7083 76,877.69 271,044.00 194,166.31 71.64% 66,798.67 LTD & Life Insurance 7084 2,483.17 9,110.00 6,626.83 72.74% 2,298.18 Cash In Lieu Med. Ins. 7085 10,947.52 22,796.00 11,848.48 51.98% 10,056.97 Retirement Plan 7089 98,611.49 276,817.00 178,205.51 64.38% 88,633.29 Total Benefits 234,506.73 650,791.00 416,284.27 63.97% 203,574.93 Contractors
System/Software Support 7135 2,780.00 6,000.00 3,220.00 53.67% 2,495.00 Contracts (Cost Recovery) 7171 40,899.00 120,000.00 79,101.00 65.92% 47,038.75 Cleaning Services 7179 7,193.22 70,000.00 62,806.78 89.72% 0.00 Professional Services 7180 22,105.70 157,000.00 134,894.30 85.92% 33,509.83 Guardrail Repair / Replace 7188 0.00 40,000.00 40,000.00 100.00% 0.00 Drainage 7191 2,700.00 55,000.00 52,300.00 95.09% 16,506.58 Hydrauger Cleaning 7192 9,760.00 15,000.00 5,240.00 34.93% 0.00 Tree Trimming - Clearing 7196 4,710.00 30,000.00 25,290.00 84.30% 0.00 Landscaping 7197 1,096.15 9,000.00 7,903.85 87.82% 0.00 Pavement/Shoulder Repair 7198 30,920.00 60,000.00 29,080.00 48.47% 0.00 Striping/Marking 7199 0.00 10,000.00 10,000.00 100.00% 0.00 Maintenance - Right-of-way 7534 2,291.54 12,000.00 9,708.46 80.90% 783.97 Repairs & Improvements 7540 17,627.50 75,000.00 57,372.50 76.50% 0.00 Total Contractors 142,083.11 659,000.00 516,916.89 78.44% 100,334.13 Materials & Supplies
Permit Fees 7129 50.00 5,000.00 4,950.00 99.00% 0.00
Supplies - Office 7200 4,035.95 2,500.00 (1,535.95) (61.44)% 1,724.14 Supplies - General 7203 16,570.23 110,500.00 93,929.77 85.00% 11,562.95 Postage 7230 687.69 1,000.00 312.31 31.23% 574.00
Maintenance - Copier 7292 327.36 1,500.00 1,172.64 78.18% 345.72 Maintenance - Building 7297 13,978.91 100,000.00 86,021.09 86.02% 0.00 Utilities - Gas 7302 0.00 15,000.00 15,000.00 100.00% 0.00 Utilities - Electric 7303 8,423.05 130,000.00 121,576.95 93.52% 7,480.69 Utilities - Water 7304 3,930.16 10,500.00 6,569.84 62.57% 577.74 Utilities - Sewer 7305 0.00 8,000.00 8,000.00 100.00% 0.00 Utilities - Garbage -Landfill 7309 279.00 0.00 (279.00) 0.00% 0.00 Cellular Service 7313 1,556.28 5,000.00 3,443.72 68.87% 319.10 FF&E (less than $5,000) 7998 2,865.74 0.00 (2,865.74) 0.00% 0.00 Date: 2/24/25 01:05:15 PM Page: 8
H.4.d
Packet Pg. 273 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
35 - Public Works
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Total Materials & Supplies 52,704.37 389,000.00 336,295.63 86.45% 22,584.34 Special Department Expenses
Traffic Control Signs 7532 5,797.51 12,000.00 6,202.49 51.69% 5,481.27 Street Name Signs 7535 0.00 1,500.00 1,500.00 100.00% 358.51 Uniforms 7541 5,343.59 9,500.00 4,156.41 43.75% 2,138.53 Rental - Equipment 7610 1,789.50 7,000.00 5,210.50 74.44% 6,059.61 Membership & Subscriptions 7700 6,379.53 9,000.00 2,620.47 29.12% 3,490.36 Training & Conferences 7710 55.00 4,000.00 3,945.00 98.63% 258.00 Indirect Cost - Fleet 7895 17,885.00 35,770.00 17,885.00 50.00% 31,450.00 Indirect Cost - Bldg Svcs 7896 13,598.00 27,196.00 13,598.00 50.00% 15,700.00 Indirect Cost - Info Tech 7897 31,950.00 63,900.00 31,950.00 50.00% 46,200.00 Indirect Cost Alloc-Insur 7898 82,613.50 165,227.00 82,613.50 50.00% 94,879.00 Total Special Department Expenses 165,411.63 335,093.00 169,681.37 50.64% 206,015.28 Vehicle Expenses
Maintenance - Vehicle 7400 24,531.89 42,000.00 17,468.11 41.59% 4,530.67 Gasoline 7401 15,396.08 35,000.00 19,603.92 56.01% 17,706.98 Mileage 7411 1,347.09 2,500.00 1,152.91 46.12% 860.08
Total Vehicle Expenses 41,275.06 79,500.00 38,224.94 48.08% 23,097.73 Total Expenditures 1,267,655.87 4,074,582.00 2,806,926.13 68.89% 1,120,999.12 Date: 2/24/25 01:05:15 PM Page: 9
H.4.d
Packet Pg. 274 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
40 - Parks & Recreation
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 391,132.96 674,227.00 283,094.04 41.99% 395,819.90 Leave/Float Holiday Payout 7057 9,149.24 6,000.00 (3,149.24) (52.49)% 0.00 Total Salaries 400,282.20 680,227.00 279,944.80 41.15% 395,819.90 Temporary Salaries
Temporary - Other 7079 102,285.50 100,000.00 (2,285.50) (2.29)% 89,879.24 Total Temporary Salaries 102,285.50 100,000.00 (2,285.50) (2.29)% 89,879.24 Overtime
Overtime 7061 0.00 0.00 0.00 0.00% 30.00
Total Overtime 0.00 0.00 0.00 0.00% 30.00
Total Personnel Services 502,567.70 780,227.00 277,659.30 35.59% 485,729.14 Benefits
Medicare 7080 7,344.96 9,881.00 2,536.04 25.67% 7,090.56 Worker's Compensation Ins 7082 15,740.00 20,000.00 4,260.00 21.30% 33,694.00 Medical & Dental Insurance 7083 76,804.08 158,147.00 81,342.92 51.44% 81,900.71 LTD & Life Insurance 7084 1,852.30 3,566.00 1,713.70 48.06% 1,801.00 Cash In Lieu Med. Ins. 7085 5,224.34 4,843.00 (381.34) (7.87)% 3,087.11 Retiree-Med City Portion 7086 320.21 0.00 (320.21) 0.00% 0.00 Retirement Plan 7089 64,897.54 108,712.00 43,814.46 40.30% 63,607.42 Total Benefits 172,183.43 305,149.00 132,965.57 43.57% 191,180.80 Contractors
System/Software Support 7135 0.00 30,200.00 30,200.00 100.00% 25,875.00 Adult Enrichment Instructors 7172 76,335.53 130,000.00 53,664.47 41.28% 54,254.86 Program Instructors -Youth 7173 352,951.65 450,000.00 97,048.35 21.57% 328,892.09 Cleaning Services 7179 34,350.40 9,500.00 (24,850.40) (261.58)% 32,335.91 Professional Services 7180 13,772.00 35,000.00 21,228.00 60.65% 7,321.00 Graphic Design 7182 11,337.95 30,000.00 18,662.05 62.21% 10,544.80 Printing Costs 7183 10,434.41 30,000.00 19,565.59 65.22% 8,000.43 Tree Trimming - Clearing 7196 20,100.00 50,000.00 29,900.00 59.80% 0.00 Landscaping 7197 92,396.95 200,000.00 107,603.05 53.80% 70,231.97 Repairs & Improvements 7540 42,837.96 30,000.00 (12,837.96) (42.79)% 32,984.59 Total Contractors 654,516.85 994,700.00 340,183.15 34.20% 570,440.65 Materials & Supplies
Supplies - Office 7200 3,125.17 3,000.00 (125.17) (4.17)% 1,076.08 Supplies - General 7203 64,378.45 47,000.00 (17,378.45) (36.98)% 73,526.56 Postage 7230 1,650.00 2,500.00 850.00 34.00% 2,500.00
Maintenance - Office
Equipment
7290 0.00 0.00 0.00 0.00% 32.90
Maintenance - Copier 7292 269.28 1,000.00 730.72 73.07% 329.75 Maintenance - Building 7297 16,666.75 13,000.00 (3,666.75) (28.21)% 89,739.51 Maintenance - Fields 7298 20,624.39 30,000.00 9,375.61 31.25% 21,803.95 Utilities - Gas 7302 6,638.76 0.00 (6,638.76) 0.00% 7,411.81 Utilities - Electric 7303 102,121.18 50,000.00 (52,121.18) (104.24)% 59,063.55 Utilities - Water 7304 73,094.51 100,000.00 26,905.49 26.91% 74,164.14 Utilities - Sewer 7305 0.00 0.00 0.00 0.00% 7,988.92
Taxes/Assessments 7310 1,651.98 2,000.00 348.02 17.40% 1,600.18 Cellular Service 7313 2,053.80 4,200.00 2,146.20 51.10% 317.05 FF&E (less than $5,000) 7998 7,750.00 0.00 (7,750.00) 0.00% 8,000.00 FF&E (more than $5,000) 7999 0.00 0.00 0.00 0.00% 7,628.86 Date: 2/24/25 01:05:15 PM Page: 10
H.4.d
Packet Pg. 275 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
40 - Parks & Recreation
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Total Materials & Supplies 300,024.27 252,700.00 (47,324.27) (18.73)% 355,183.26 Special Department Expenses
Administrative Fees 7499 26,894.07 60,000.00 33,105.93 55.18% 22,875.95 Insurance - Property 7503 0.00 0.00 0.00 0.00% 136.13
Main Street Lights 7533 246.26 0.00 (246.26) 0.00% 0.00 Uniforms 7541 29,967.28 60,100.00 30,132.72 50.14% 29,511.66 Referees/Clinics 7543 21,080.00 25,000.00 3,920.00 15.68% 21,345.50 Rental - Equipment 7610 21,181.18 9,000.00 (12,181.18) (135.35)% 6,138.66 Rental - Transportation 7611 7,836.45 12,000.00 4,163.55 34.70% 7,342.28 Rental -
Rooms/Fields/Pool/Gym
7612 0.00 43,000.00 43,000.00 100.00% 0.00
Membership & Subscriptions 7700 1,188.55 6,500.00 5,311.45 81.71% 2,143.00 Training & Conferences 7710 380.00 3,000.00 2,620.00 87.33% 700.25 Indirect Cost - Fleet 7895 1,690.00 3,380.00 1,690.00 50.00% 6,580.00 Indirect Cost - Bldg Svcs 7896 32,366.00 64,732.00 32,366.00 50.00% 69,040.00 Indirect Cost - Info Tech 7897 31,950.00 63,900.00 31,950.00 50.00% 46,200.00 Indirect Cost Alloc-Insur 7898 27,136.00 54,272.00 27,136.00 50.00% 117,125.00 Total Special Department Expenses 201,915.79 404,884.00 202,968.21 50.13% 329,138.43 Vehicle Expenses
Maintenance - Vehicle 7400 1,234.41 2,000.00 765.59 38.28% 1,099.60 Gasoline 7401 1,977.60 4,000.00 2,022.40 50.56% 1,939.68 Mileage 7411 146.95 100.00 (46.95) (46.95)% 0.00
Total Vehicle Expenses 3,358.96 6,100.00 2,741.04 44.94% 3,039.28 Total Expenditures 1,834,567.00 2,743,760.00 909,193.00 33.14% 1,934,711.56 Date: 2/24/25 01:05:15 PM Page: 11
H.4.d
Packet Pg. 276 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
47 - Library
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Contractors
Cleaning Services 7179 2,503.98 5,500.00 2,996.02 54.47% 2,273.41 Repairs & Improvements 7540 3,039.61 8,250.00 5,210.39 63.16% 493.70 Total Contractors 5,543.59 13,750.00 8,206.41 59.68% 2,767.11 Materials & Supplies
Supplies - General 7203 1,189.11 750.00 (439.11) (58.55)% 353.00 Maintenance - Building 7297 3,178.72 8,000.00 4,821.28 60.27% 2,947.78 Telephone 7300 111.53 800.00 688.47 86.06% 72.63
Utilities - Gas 7302 3,958.84 8,000.00 4,041.16 50.51% 3,445.22 Utilities - Electric 7303 9,631.99 15,000.00 5,368.01 35.79% 7,331.43 Utilities - Water 7304 927.67 4,000.00 3,072.33 76.81% 2,058.12 Utilities - Sewer 7305 0.00 1,425.00 1,425.00 100.00% 7,743.69 Total Materials & Supplies 18,997.86 37,975.00 18,977.14 49.97% 23,951.87 Special Department Expenses
Insurance - Property 7503 0.00 3,478.00 3,478.00 100.00% 2,761.76 Uniforms 7541 0.00 0.00 0.00 0.00% 588.33
Total Special Department Expenses 0.00 3,478.00 3,478.00 100.00% 3,350.09 Total Expenditures 24,541.45 55,203.00 30,661.55 55.54% 30,069.07 Date: 2/24/25 01:05:15 PM Page: 12
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Packet Pg. 277 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 100 - General Fund
55 - Planning
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 265,629.39 761,713.00 496,083.61 65.13% 223,405.78 Leave/Float Holiday Payout 7057 2,857.34 8,000.00 5,142.66 64.28% 0.00 Total Salaries 268,486.73 769,713.00 501,226.27 65.12% 223,405.78 Temporary Salaries
Temporary - Other 7079 18,400.90 20,800.00 2,399.10 11.53% 33,745.00 Total Temporary Salaries 18,400.90 20,800.00 2,399.10 11.53% 33,745.00 Overtime
Overtime 7061 806.98 3,000.00 2,193.02 73.10% 288.00
Total Overtime 806.98 3,000.00 2,193.02 73.10% 288.00
Total Personnel Services 287,694.61 793,513.00 505,818.39 63.74% 257,438.78 Benefits
Medicare 7080 4,277.81 10,417.00 6,139.19 58.93% 3,776.42 Worker's Compensation Ins 7082 15,740.00 20,000.00 4,260.00 21.30% 14,469.00 Medical & Dental Insurance 7083 27,180.51 63,650.00 36,469.49 57.30% 26,361.70 LTD & Life Insurance 7084 1,113.48 3,228.00 2,114.52 65.51% 939.75 Cash In Lieu Med. Ins. 7085 4,915.62 5,699.00 783.38 13.75% 0.00 Retirement Plan 7089 43,386.74 96,114.00 52,727.26 54.86% 35,541.02 Total Benefits 96,614.16 199,108.00 102,493.84 51.48% 81,087.89 Contractors
System/Software Support 7135 3,857.20 13,000.00 9,142.80 70.33% 5,481.80 Contracts (Cost Recovery) 7171 0.00 35,000.00 35,000.00 100.00% 687.50 Professional Services 7180 3,030.34 107,500.00 104,469.66 97.18% 2,904.57 Total Contractors 6,887.54 155,500.00 148,612.46 95.57% 9,073.87 Materials & Supplies
Supplies - Office 7200 1,699.34 2,550.00 850.66 33.36% 299.10 Supplies - General 7203 396.46 2,850.00 2,453.54 86.09% 0.00 Postage 7230 634.94 850.00 215.06 25.30% 574.00
Maintenance - Copier 7292 327.36 2,000.00 1,672.64 83.63% 345.72 Cellular Service 7313 835.00 2,500.00 1,665.00 66.60% 317.26 Total Materials & Supplies 3,893.10 10,750.00 6,856.90 63.79% 1,536.08 Special Department Expenses
Administrative Fees 7499 4,753.35 48,000.00 43,246.65 90.10% 4,698.31 Legal Notices 7508 0.00 7,500.00 7,500.00 100.00% 1,744.68 Publicity / Promotion 7545 93.32 0.00 (93.32) 0.00% 0.00 Membership & Subscriptions 7700 118.43 3,000.00 2,881.57 96.05% 2,355.00 Training & Conferences 7710 3,165.81 7,000.00 3,834.19 54.77% 1,617.21 Meetings 7720 123.05 1,000.00 876.95 87.69% 0.00
Indirect Cost - Fleet 7895 1,935.00 3,870.00 1,935.00 50.00% 3,750.00 Indirect Cost - Bldg Svcs 7896 8,971.00 17,941.00 8,970.00 50.00% 16,540.00 Indirect Cost - Info Tech 7897 31,950.00 63,900.00 31,950.00 50.00% 46,200.00 Indirect Cost Alloc-Insur 7898 26,037.50 52,075.00 26,037.50 50.00% 50,297.00 Total Special Department Expenses 77,147.46 204,286.00 127,138.54 62.24% 127,202.20 Vehicle Expenses
Maintenance - Vehicle 7400 516.08 300.00 (216.08) (72.03)% 146.42 Gasoline 7401 448.31 700.00 251.69 35.96% 427.44
Total Vehicle Expenses 964.39 1,000.00 35.61 3.56% 573.86 Total Expenditures 473,201.26 1,364,157.00 890,955.74 65.31% 476,912.68 Date: 2/24/25 01:05:15 PM Page: 13
H.4.d
Packet Pg. 278 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 106 - Add-on Sales Tax Measure R
10 - City Management
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Personnel Services
Salaries
Salaries & Wages 7055 100,584.74 214,263.00 113,678.26 53.06% 92,801.28 Total Salaries 100,584.74 214,263.00 113,678.26 53.06% 92,801.28 Total Personnel Services 100,584.74 214,263.00 113,678.26 53.06% 92,801.28 Benefits
Medicare 7080 1,533.23 3,256.00 1,722.77 52.91% 1,413.95 Worker's Compensation Ins 7082 1,967.00 2,500.00 533.00 21.32% 1,687.00 Medical & Dental Insurance 7083 859.90 2,474.00 1,614.10 65.24% 1,013.67 LTD & Life Insurance 7084 445.03 1,260.00 814.97 64.68% 419.36 Cash In Lieu Med. Ins. 7085 4,701.95 10,259.00 5,557.05 54.17% 4,701.95 Retirement Plan 7089 16,845.90 35,923.00 19,077.10 53.11% 15,600.50 Total Benefits 26,353.01 55,672.00 29,318.99 52.66% 24,836.43 Contractors
System/Software Support 7135 1,115.85 5,000.00 3,884.15 77.68% 1,115.85 Minutes - Contractor 7178 942.00 6,000.00 5,058.00 84.30% 1,657.50 Professional Services 7180 25,500.00 60,000.00 34,500.00 57.50% 30,000.00 Graphic Design 7182 0.00 2,000.00 2,000.00 100.00% 0.00 Printing Costs 7183 8,284.09 600.00 (7,684.09) (1,280.68)% 6,879.91 Total Contractors 35,841.94 73,600.00 37,758.06 51.30% 39,653.26 Materials & Supplies
Supplies - Office 7200 402.68 2,000.00 1,597.32 79.87% 0.00 Supplies - General 7203 189.77 0.00 (189.77) 0.00% 0.00 Postage 7230 1,944.49 4,500.00 2,555.51 56.79% 1,787.91 Cellular Service 7313 200.36 500.00 299.64 59.93% 0.00
Total Materials & Supplies 2,737.30 7,000.00 4,262.70 60.90% 1,787.91 Special Department Expenses
Fire Fuel Reduction Incentive 7514 38,464.00 340,000.00 301,536.00 88.69% 32,146.66 Communication 7517 1,500.00 3,000.00 1,500.00 50.00% 382.00 Publicity / Promotion 7545 34,738.75 100,000.00 65,261.25 65.26% 26,224.54 Training & Conferences 7710 0.00 3,000.00 3,000.00 100.00% 0.00 Meetings 7720 0.00 1,100.00 1,100.00 100.00% 0.00
Indirect Cost - Info Tech 7897 4,167.00 8,334.00 4,167.00 50.00% 8,316.00 Indirect Cost Alloc-Insur 7898 3,035.50 6,071.00 3,035.50 50.00% 5,864.00 Total Special Department Expenses 81,905.25 461,505.00 379,599.75 82.25% 72,933.20 Vehicle Expenses
Maintenance - Vehicle 7400 0.00 0.00 0.00 0.00% 1,624.24 Mileage 7411 0.00 350.00 350.00 100.00% 0.00
Total Vehicle Expenses 0.00 350.00 350.00 100.00% 1,624.24 Total Expenditures 247,422.24 812,390.00 564,967.76 69.54% 233,636.32 Date: 2/24/25 01:05:15 PM Page: 14
H.4.d
Packet Pg. 279 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 106 - Add-on Sales Tax Measure R
12 - City Attorney
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Contractors
Attorney - City General 7131 0.00 5,000.00 5,000.00 100.00% 0.00 Total Contractors 0.00 5,000.00 5,000.00 100.00% 0.00
Total Expenditures 0.00 5,000.00 5,000.00 100.00% 0.00
Date: 2/24/25 01:05:15 PM Page: 15
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Packet Pg. 280 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 106 - Add-on Sales Tax Measure R
17 - Administrative Services
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Contractors
Professional Services 7180 0.00 4,000.00 4,000.00 100.00% 0.00 Total Contractors 0.00 4,000.00 4,000.00 100.00% 0.00
Total Expenditures 0.00 4,000.00 4,000.00 100.00% 0.00
Date: 2/24/25 01:05:15 PM Page: 16
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Packet Pg. 281 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 106 - Add-on Sales Tax Measure R
20 - Police Services
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Contractors
Professional Services 7180 0.00 40,000.00 40,000.00 100.00% 0.00 Total Contractors 0.00 40,000.00 40,000.00 100.00% 0.00 Materials & Supplies
Supplies - General 7203 0.00 5,000.00 5,000.00 100.00% 0.00 Total Materials & Supplies 0.00 5,000.00 5,000.00 100.00% 0.00 Total Expenditures 0.00 45,000.00 45,000.00 100.00% 0.00 Date: 2/24/25 01:05:15 PM Page: 17
H.4.d
Packet Pg. 282 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 106 - Add-on Sales Tax Measure R
35 - Public Works
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Contractors
Design Contracts 7125 33,999.08 315,000.00 281,000.92 89.21% 2,039.88 Project/Construction Manage 7126 0.00 138,677.00 138,677.00 100.00% 5,635.00 Professional Services 7180 11,665.60 0.00 (11,665.60) 0.00% 75.00 Hazard Reduction-Fire Break 7186 81,210.00 150,000.00 68,790.00 45.86% 77,070.00 Tree Trimming - Clearing 7196 39,820.00 50,000.00 10,180.00 20.36% 10,550.00 Total Contractors 166,694.68 653,677.00 486,982.32 74.50% 95,369.88 Materials & Supplies
Utilities - Garbage -Landfill 7309 15,049.50 20,000.00 4,950.50 24.75% 10,191.00 Total Materials & Supplies 15,049.50 20,000.00 4,950.50 24.75% 10,191.00 Special Department Expenses
Construction Costs 7127 2,134,585.79 3,303,500.00 1,168,914.21 35.38% 1,413,279.91 Traffic Control Signs 7532 0.00 25,000.00 25,000.00 100.00% 5,063.34 Rental - Equipment 7610 3,200.00 0.00 (3,200.00) 0.00% 5,800.00 Indirect Cost - Fleet 7895 13,365.00 26,730.00 13,365.00 50.00% 25,950.00 Total Special Department Expenses 2,151,150.79 3,355,230.00 1,204,079.21 35.89% 1,450,093.25 Vehicle Expenses
Maintenance - Vehicle 7400 2,113.68 3,000.00 886.32 29.54% 7,604.19 Gasoline 7401 6,596.51 8,000.00 1,403.49 17.54% 3,943.36 Mileage 7411 0.00 0.00 0.00 0.00% 17.00
Total Vehicle Expenses 8,710.19 11,000.00 2,289.81 20.82% 11,564.55 Total Expenditures 2,341,605.16 4,039,907.00 1,698,301.84 42.04% 1,567,218.68 Date: 2/24/25 01:05:15 PM Page: 18
H.4.d
Packet Pg. 283 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid City of Orinda
Statement of Revenues and Expenditures - Unposted Transactions Included In Report 106 - Add-on Sales Tax Measure R
40 - Parks & Recreation
From 7/1/2024 Through 12/31/2024
Actual
Current Period
Adopted
Total Budget -
Adopted
Variance -
Total Budget
Adopted
Remaining -
Budget
Percent Total
Actual
Current Period
Prior Year
Expenditures
Contractors
Hazard Reduction-Fire Break 7186 14,100.00 150,000.00 135,900.00 90.60% 42,800.00 Tree Trimming - Clearing 7196 11,200.00 50,000.00 38,800.00 77.60% 41,930.00 Total Contractors 25,300.00 200,000.00 174,700.00 87.35% 84,730.00 Total Expenditures 25,300.00 200,000.00 174,700.00 87.35% 84,730.00 Date: 2/24/25 01:05:15 PM Page: 19
H.4.d
Packet Pg. 284 Attachment: Statement of Revenues and Expenditures - General Fund Exp by Dept (3545 : Quarterly Financial Report (2nd Qtr FY 2024-25) Mid