Orinda City Council
June 3, 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, June 3, 2025
7:00 PM - REGULAR MEETING
City Council
Agenda Page 1 06.03.25
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 06.03.25
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. Orinda Association Annual Report
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. May 7, 2025 Special Tri City Meeting

2. May 20, 2025 Regular Meeting
F.2. Adoption of Appropriation Limit For Fiscal Year 2025-26 Recommendation:

Adopt Resolution 31-25 Establishing the Annual Appropriations Limit for Fiscal Year 2025-26
G. PUBLIC HEARING
G.1. Public Hearing to Confirm the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986- 1 Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2026 Recommendation:

Adopt Resolution 29-25 Confirming the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986-1, Zones L-42, M-9, and M-11, for Fiscal Year Ending 2026.

H. POLICY MATTERS
H.1. Adoption of Fiscal Years 2025-26 and 2026-2027 Biennial Budget City Council
Agenda Page 3 06.03.25
Recommendation:

Receive the Staff presentation and input from the public, incorporate any changes to the appropriations, and approve Resolution No. 32-25, which appropriates spending for two Fiscal Years (2025-26 and 2026-27).

H.2. Adoption of Capital Improvement Plan (CIP) for Fiscal Years 2026- 2030
Recommendation:

Adopt Resolution 30-25 Adopting the Capital Improvement Plan Update, Fiscal Years 2026-2030
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 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 regular meeting of the Orinda City Council will be held on Tuesday, June 10, 2025 at 4:00 PM.

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

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

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

I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this regular meeting agenda has been posted at least 72 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way. Additional copies are City Council
Agenda Page 4 06.03.25
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.

The Orinda Association Annual Report and Program Update for 2024 The Orinda Association (OA) is a 501(c)3 dedicated to enhancing our community and enriching the quality of life for Orinda residents. We promote awareness and encourage dialogue among Orinda residents on issues of importance to the community, and mobilize volunteer efforts to enhance the beauty, character and security of Orinda.

Our main programs include The Orinda News, The Orinda Volunteer Center, the Annual 4th of July Parade, the Orinda Classic Car Show, the Orinda Seniors Around Town ride program and specialized Public Forums. The OA office is located at 26 Orinda Way and The OA website is www.orindaassociation.org.

The 2024 roster of board members was as follows:

Officers: President Chris Laszcz-Davis, Vice President Kelly Sopak, Treasurer Cindy Powell, Secretary Eloise Sotelo; Board Members: Carlos Baltodano, Barb Brawner, Jacalyn Buettner, Lisa Burlini, Kathy Cordova, Alex Drexel, Bill Waterman. All officers and board members volunteer their time for their board duties.

The Orinda News is mailed free of charge to almost 8300 households and businesses throughout Orinda each month. The newspaper continues to be the primary local news source for people in Orinda. The Orinda Association covers all costs associated with the operation of the newspaper, including all office and staff costs. Kathy Cordova served as the Executive Editor of The Orinda News in 2024.

The website for The Orinda News is regularly updated, see www.theorindanews.com.

The cost of developing, implementing, and maintaining the site is paid for by The OA.

The Volunteer Center is open from 9 am to 4 pm, Monday-Friday and maintains a Volunteer Guide online with local volunteer opportunities sorted by Adult and Youth, and nonprofit group listings. There is a short summary of each group, with website and contact information. Additionally, The OA supports other nonprofits with discounted publicity in The Orinda News.

The Lions Recycle for Sight collection box continues to be over-filled with eyeglasses for the monthly collection. This program is promoted on the Lions Club website and a classified ad in The Orinda News.

Seniors Around Town (SAT) was established in 2005 and provides free, door-to-door transportation for Orinda seniors. Many registered riders are on fixed incomes; 34% live in Section 8/low income housing. Orinda residents, who are registered SAT Volunteers, use their personal vehicles to provide transportation for Orinda seniors who are unable to D.1
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Communication: Orinda Association Annual Report (ITEMS FOR THE GOOD OF THE CITY) drive themselves. The program provides rides to non-emergency medical appointments (e.g., dialysis, cancer treatment), personal care appointments and grocery shopping.

DRIVER

STATISTICS
Completed
Ride Requests
Volunteer
Hours
Volunteer
Miles Driven
Jan – Dec 2024 1,378 1312 18,854
The Orinda Classic Car Show celebrated its 20th Anniversary in 2024. It was our largest event ever attended by both the public and cars on display. We sold out car registration the month before and had a 76 person wait list. The Orinda Association provides end-toend operations for this annual event. This includes website management, advertising, office and administrative support for car show vehicle registrations and payments, and coordination of non-staff volunteers. Additionally, coverage and advertising are provided by The Orinda News.

Orinda’s 4th of July Parade (est. 1984) and Celebration marked its 40th Anniversary. The event is funded with sponsorships and donations and produced by volunteers. The OA partners with Orinda Parks and Rec on activities in the park and the Library Plaza. The City of Orinda provides police and public works services prior to and day of event. In 2024, over 89 volunteers worked the day of the event and the Parade Committee, headed by Lisa Burlini and Liza Chooi, began nine months prior, providing over 800 volunteer hours planning and fundraising for the annual event.

OA held two Public Forum in 2024. In April the Orinda Association led by Co-President Chris Laszcz hosted a Crime Prevention Forum in conjunction with Mayor Darlene Gee, City Manager David Briggs, Police Chief Ryan Sullivan, Sergeant Detective Anthony Rossi and Detective Daniel Marzilli. A video of the forum was produced by the Orinda Association and was created and is available on The Orinda Association YouTube channel as well as Contra Costa TV. In November, The Orinda Association hosted a candidate for city council forum. The Orinda Association also produced a video for that event that is available on The Orinda Association YouTube channel as well as County Election Websites.

The small office location at 26 Orinda Way provides support for public and nonprofit groups, schools, clubs, and businesses to coordinate within Lamorinda. Orinda Community Foundation, ONE Orinda, Rotary groups, Orinda Historical Society, Cal Shakes, Orinda Starlight Village Players, Film Festivals, Garden Clubs, Friends of Orinda Creeks, Friends of Nature Area FONA, Tabor Sister City, JM Adobe Friends, Orinda Woman’s Club, Orinda Jr. Women’s Club, Art in Public Places, Friends of Orinda Library, D.1
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Communication: Orinda Association Annual Report (ITEMS FOR THE GOOD OF THE CITY) Lamorinda Adult Respite Center, Farmers Market, School age volunteers, the Orinda Community and the City of Orinda are part of the nonprofit and service organizations network which supports our citizens.

The Orinda Association participates in donation drives and our office location in Library Plaza, next to the Community Center, serves as a central drop-off spot and the OA websites are regularly updated.

We look forward to continuing the services provided to our homebound Orinda Seniors, planning the 41st July 4th Parade and Park Activities, and the 21st Orinda Classic Car Show, and reaching out to the increasing number of Orinda organizations that, like us, look for ways to make our city even better!
The Orinda Association is a 501(c)3 organization and our annual Form 990 is available online.

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Communication: Orinda Association Annual Report (ITEMS FOR THE GOOD OF THE CITY) City Council
Staff Report
Agenda Item: F.1
Date: June 3, 2025
Department: City Clerk
AGENDA TITLE: Minutes Approval
RECOMMENDATION:

Approve City Council Minutes:

1. May 7, 2025 Special Tri City Meeting

2. May 20, 2025 Regular Meeting
BACKGROUND:

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

1. May 7, 2025 Special Tri City Meeting

2. May 20, 2025 Regular Meeting
ATTACHMENTS:

A. Tri-City Minutes of May 7, 2025
B. Orinda City Council Minutes of May 20, 2025
Respectfully Submitted by:

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

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Orinda City Council Minutes Page 1 of 8 05.07.25
MAY 7, 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. – SPECIAL MEETING– ORINDA LIBRARY AUDITORIUM
A. CALL TO ORDER / ROLL CALL:

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

COUNCILMEMBERS PRESENT: Orinda: Darlene Gee, Cara Hoxie, Janet Riley Vice Mayor Brandyn Iverson, Mayor Latika Malkani
Lafayette: Jim Cervantes, Gina Dawson, John
McCormick
Vice Mayor Carl Anduri, Mayor Susan Candell
Moraga: Lisa Maglio, (Graham Thiel and Brian
Dolan-absent)
Vice Mayor Kerry Hillis, Mayor Steve Woehleke
B. PLEDGE OF ALLEGIANCE – Led by Mayor Malkani
C. ADOPTION OF AGENDA
MOTION by Mayor Woehleke, and seconded by Mayor Candell, to adopt the agenda.

Said motion carried by unanimous (14-0) vote.

D. PUBLIC FORUM
Cherise Khaund, on behalf of Assemblymember Bauer-Kahan, provided an update on the Assemblymember’s work on letters of support for federal funding, introduction of 16 bills, State allocation of funds for a diversity of wildfire resilience efforts and investments, AB 290-- modernization of the FAIR plan to accept automatic payments, support of AB 226- - FAIR Plan Stabilization Act, and various website-hosted events.

Mayor Candell thanked Ms. Khaund for the FAIR Plan payment updates and pointed out that the platform does not support automatic payments or bill reminders, and she requested that this issue be addressed.

E. POLICY MATTERS
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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 2 of 8 05.07.25
E.1. Presentation by Contra Costa Transportation Authority Staff Providing Updates on CCTA Efforts, including Smart Signals and the Upcoming Evacuation Study. Councilmember Discussion and Direction, if any.

John Hoang, Director of Planning, CCTA, gave a PowerPoint presentation on the Countywide Smart Signals project and the Countywide Emergency Evacuation Study project, spoke of the collaboration to date with cities, and said the two projects offer a huge investment for the Lamorinda area. He described the projects’ safety focus, optimizing mobility, upgrading antiquated equipment and signal infrastructure, key benefits, levels of funding, and a funding plan.

Mayors and Councilmembers posed questions and received responses about: Potential risks of federal funding being cut, the construction schedule and lane closures, how signals will be controlled and coordinated, remote access and how the system would operate and change in an evacuation scenario, battery backup systems and other technologies for major routes, the ability to add signals, security of the system, coordination when making any changes to the system, the opportunities available to provide communications to Lamorinda cities once the project is complete, especially during an evacuation, and discussions for use of fiber in making an autonomous shuttle possible along Moraga Way.

Mr. Hoang then discussed the Countywide Emergency Evacuation Study project, provided background on application and funding from Caltrans through a sustainability grant, grant objectives and benefits, alignment with other plans, and costs, provided an overview of the study, the project’s purpose and goals, assessment of four sub-regions and evaluation of up to six emergency events per region, the project’s scope of work, oversight by CCTA and other agencies, boards, and committees, and schedule/timeline.

Mayors and Councilmembers posed questions and received response regarding:

Concerns on the significant scope of work and funding, request for exploration of feasible evacuation routes, a request that the study look at completion of an evacuation route separating Moraga from Orinda, whether evacuation zones and modeling of traffic flows are based on different scenarios and assumptions, whether the actual full RFP is coming to the CCTA Board, whether the plan will be specific enough to identify senior communities for evacuation purposes, the need to provide more data and analysis in public outreach, whether a fire science-based modeling software will be used and whether the RFP takes this into account, traffic flow patterns based on where a fire may start and how assumptions are made for Lamorinda areas, a request that cities with their own fire districts be informed, a request to ensure the end product can be used given the breadth of the scope and that it can identify potential areas for future examination, whether there was input in preparation of the RFP by Lamorinda towns and cities, and confirmation that cities/towns will be included in notification of the RFP process.

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

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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 3 of 8 05.07.25
Mayors and Councilmembers continued with voicing concerns about how expanded the scope is, believing that the study will not do what they think it will do, requested an update be agendized for every meeting agenda, and a recommendation that the three communities conduct their own study more expeditiously, citing a Berkeley study that identified the Palisades and Orinda-Moraga as likely to experience a catastrophic fire.

Councilmembers also asked that the study not include risks other than evacuation from wildfire at this time.

Councilmembers cited the receipt of Cal Fire’s new fire severity maps and new analysis being performed now for another version which might provide additional information and voiced concerns with the amount of funding it will take to mitigate risks from wildfires.

Mr. Hoang stated he will return to the Councils and clarified that the Policy Advisory Committee is made up of one representative from each of the City Councils.

Mayors and Councilmembers thanked Mr. Hoang for the presentation.

E.2 Presentation by Townsend Public Affairs Regarding Proposal for a Regional Legislative Approach, and an Update on Legislative Matters.

Councilmember Discussion and Provide Direction to City/Town Staff Regarding the Regional Approach.

City Manager Smith introduced Casey Elliott from Townsend Public Affairs who will discuss a proposal for a regional legislative approach and an update on legislative matters. Mr. Elliott is working closely with the cities of Orinda and Lafayette and has been in discussions with the Town of Moraga on a limited basis in helping frame appropriations requests for this coming legislative cycle.

Casey Elliott, Townsend Public Affairs, provided a PowerPoint presentation and described the 2025 Legislative Session key dynamics, areas of legislative focus on the State budget, housing and land use, wildfire recovery and preparedness, and homeowner insurance. He provided a status of bills introduced, described housing and land use policies, discussed revenue streams in the form of a potential statewide housing bond, housing affordability discussions, and housing and land use key bills (AB 647, AB 650, AB 712, and SB 79).

Mr. Elliott then referred to wildfire recovery and preparedness and described numerous bills relating to wildfire recovery and preparedness efforts (AB 66, AB 300, AB 888, and AB 1143), streamlining vegetation management projects, home hardening efforts, and additional firefighting resources.

Regarding homeowners insurance, Mr. Elliott described several bills (AB 1, AB 69, AB 226, and AB 1236) relating to stabilizing the CA FAIR Plan, encouraging insurers to increasing insurance offerings, and funding to make properties more insurable.

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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 4 of 8 05.07.25
Mayors and Councilmembers posed questions regarding the status of AB 712 (Wicks) and asked and confirmed it is on the Assembly floor, questioned the status of AB 66 and similar bills relating to CEQA exemptions for egress projects in VHFHSZs, voiced concerns about timing and receipt of funding for prevention efforts, and resident concerns with evacuation and development of housing in VHFSZs.

Mr. Elliott then discussed the purpose and structure of a Lamorinda regional advocacy proposal, drew on his experience with a similar structure with Tri-Valley cities, and described Mayors’ and City Managers’ involvement, meetings, and staff level assistance as part of the process. He described the need to establish and agree on priority issues by the three cities, noting advocacy opportunities, establishment of protocols or branding for communications provided by Townsend, organizational support and the cost of $4,500 per month split between the three cities. He suggested a 12-month contract with annual renewal, and a separation of services provided by Townsend to any individual member city.

City Manager Smith thanked Mr. Elliott for his current work and discussions regarding this proposal over the last few months. This must be a value add for the Councils and, while additive, there are things Mr. Elliott could be doing at the local level that may be handled at the regional level. That adjustment could be made for those currently contracting for those services.

Vice Mayor Hillis asked and confirmed with Mr. Elliott that this is something additive on top of what Orinda and Lafayette contract for. On the list of services offered, given members are limited to 31 or 32 bills a year, if they all came together on an idea for a sponsored bill, he asked and confirmed Mr. Elliott could identify an author and work with the Lamorinda Advocacy group and also with any authors to then move bills through, committee fact sheets, backgrounds, support and opposition to help to carry the bill along.

He then asked how much of Mr. Elliott’s time could be dedicated to Moraga under this proposal and if this would specifically be under agreement of the three cities, with anything specifically needed for Moraga under a separate contract. Mr. Elliott responded that this proposal would be limited to the Regional Advocacy proposal, and he would be happy to discuss a separate Moraga contract specifically for Moraga’s legislative needs.

Vice Mayor Hillis asked how much of Mr. Elliott’s time would Moraga receive for the cost as split between all three agencies. Mr. Elliott explained that Townsend Public Affairs has 22 employees, 17 of which are registered State or federal advocates or both. The way they operate is on a team approach. He is the primary point of contact for Lafayette and Orinda City Managers. Whatever he cannot do, he has a team of employees behind him.

For $4,500, Moraga’s one-third split would receive the full scope of services as much as he and his team can provide as opposed to being billed hourly. They try to tailor everything to the scope of services and deliver on that, and he would be the primary point of contact.

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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 5 of 8 05.07.25
Mayors and Councilmembers asked and Mr. Elliott provided examples of work he did for Tri-Valley cities advocating with the DOT with Congressmen, identifying federal grants, and work done in Sacramento, how position letters were processed without the need to return to the Councils, and he confirmed that if a bill is amended, Townsend has a practice of re-issuing a letter if it is not a material change, so it is recognized by the new committee of jurisdiction.

Mayor Malkani opened the Public Forum.

Tonya Love, Community Relations Representative, BART, encouraged the three cities to support efforts to maintain regional public transit within their regional legislative approach, spoke about BART’s efficiency efforts in operating costs, budget deficit and cost cuts, and the need for a new funding model. SB 63 would authorize a 10- to 15-year sales tax to fund transit operations with the default rate of one-half cent in the county.

BART is working with State legislators, partners at MTC, and other transit agencies to pass the legislation and she described service cuts of up to 70%, reduced train frequency, station closures, evening service, and reduced capacity, reliance on regional transit, benefits of fewer vehicles on the roads and cleaner air, and said BART Director Matt Rinn is available to provide a presentation upon request.

Mayor Malkani returned discussion to the Councils.

Vice Mayor Hillis spoke of mixed views on SB 63, and strongly advocated that Lamorinda cities have similar advocacy with the BART Director and with Senator Wiener.

Separately on the topic of whether or not Moraga should have Legislative Advocacy representation, the example he raises is that each of them individually have lives, families, and jobs and there is only so much people can do on an individual basis to go and represent themselves or their town in Sacramento, as well as only so much they can hope the League will do for them individually. Their three communities have many things in common and if the only advocacy Moraga is going to be able to get in Sacramento or D.C. is through the Lamorinda Advocacy proposal, he would thank them for allowing Moraga to be included because they have critical issues that can only be resolved through advocacy at the State and federal levels.

Mayors and Councilmember voiced overall support of the Legislative Advocacy proposal, emphasizing that all three cities have common issues and the proposal would also not prevent any one city to pursue issues affecting their own community. They provided examples of Mr. Elliott’s work to date, real value added, worthwhile advocacy on the legislative front, the power of three voices versus one, the evident “bang for the buck,” and the flexibility for any one city to depart from the group, if desired.

Mayor Woehleke cited Moraga’s historical inward focus and the need to share resources and work together. He noted Moraga was not yet ready to make a commitment tonight because two members were not present; however, he personally agreed the legislative advocacy proposal was worth trying and it was likely Moraga would pursue this.

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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 6 of 8 05.07.25
Mayor Malkani thanked Councilmembers for their support of the idea, stating this has been Orinda’s first year of engaging with Townsend Public Affairs and appreciates the City Manager’s leadership, Lafayette’s example, and Mr. Elliott’s advocacy. She was able to see personally the value added at a recent trip to Sacramento and hoped all three cities will work on issues that involve them all in the hopes of achieving additional funding and resources.

Councilmember Gee added that surrounding them are all partner type agencies such as EBMUD, EBRPD, PG&E and suggested a more unified voice as very helpful in terms of coordinating and collaborating with those entities, as well.

Mayor Candell asked about the process.

City Manager Smith said the cities will talk more about timing and schedule. She thinks Town Manager Mitnick has some work to do with the Council in terms of bringing that forward for a formal discussion, and they will be working with Mr. Elliott on what an appropriate schedule would be before the next Legislative Session.

Concurrence would be needed from all three Councils on the legislative platform, identifying topics and issues to work on a regional level, and this could inform the singular contract with Townsend on what is left on their individual respective platforms to work on.

For Orinda, they would be looking at the fall to meet and work to put together regional issues, bring it back to the group, and this goes to the next item on the agenda.

Vice Mayor Hillis referred to timing and said the legislature has a very specific calendar.

September is the end of this year’s session, and if they will impact this year’s legislative calendar they will need to have an agreed upon platform before the end of session when the bills are moving. If there is debate it will not work, but if there is consensus they should all get together sooner than later to establish their legislative platform to get moving and have an immediate effect.

City Manager Smith said one option could be for the Mayors and City Managers to work with Mr. Elliott on identifying what the items might be and then bring them back to a body, but she sensed concerns.

City Manager Srivatsa said her concern is they are getting to the end of the Legislative year and she does not know how much they can influence the bills as they are in process.

It might be better to budget for this regional group in the next fiscal budget but start work on it in the fall, and then return to the Councils with legislative platforms, both individual and regional. This would provide staff time, as well.

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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 7 of 8 05.07.25
Mr. Elliott said for this year, bills will need to move out of their first House by the first week of June. They will then need to move through policy committee in the second House by July 11th. Then, there is a summer recess for a month and the legislature is back for a month. He would say if they cannot start before the start of the new fiscal year of July 1st then there is only a four-week window when the legislature will be in, so effectively, there would only be one month where the legislature would be in session.

He thought that if the group wanted to establish legislative priorities and have those in place for January when the legislature comes back when they are dealing with two-year bills and new bill introductions, the Councils could have all positions and priorities in place in time for January, and this would be a good goal.

City Manager Mitnick conveyed appreciation from Moraga to Lafayette and Orinda City Managers for working with them. They are in the early stages of developing a legislative platform for the very first time and will then work together to do a subregional one if that is desirable.

E.3 Discussion of Meeting Frequency from Annually to Semi-Annually.

City Manager Smith stated she agendized this item from a Matters Initiated item at a previous Council meeting to hold a discussion about ways to connect more with the surrounding regional councils. This is one platform for that but it happens once a year.

When discussing regional advocacy, that was an opportunity for more frequency in getting this group together, so it could serve as a foundation for other things Councils might want to be working on aside from legislative advocacy.

She and Town Manager Mitnick talked about meeting twice a year to start and see how that goes, and they would then look to potentially move the timing of these meetings to coincide with the legislative session. They might look more in the February/March timeframe for the first meeting because bills are being introduced and the Councils can discuss these, and then again closer in the August timeframe once they know what the bills are and what other actions the group might take in response to that, if the Councils are interested.

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

Mayors and Councilmembers voiced support for semi-annual meetings but were also open to all cities meeting additionally if there is good reason to do so. There was a suggestion for City Managers to solicit topics that would not take excessive time to discuss, potentially creating ad-hoc committees as needed, and recommended meetings be action-oriented and efficient.

Mayor Malkani confirmed there was consensus to meet semi-annually and thanked City staff for coordinating this meeting.

E.4 Possible Items for Future Joint Meeting
Mayor Malkani opened the Public Forum, and there were no speakers.

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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 8 of 8 05.07.25
Mayors and Councilmembers suggested 1) Considering a Lamorinda pilot program on how AI might be able to assist with wildfire prevention efforts, 2) CCTA Transportation Study update as a standing item and funding opportunities, 3) Brainstorming ways to collaborate such as having liaisons to utilities talk about regional issues, stakeholder engagement, lessons learned from each City, 4) How to encourage sustainable housing development, 5) Formation of a regional working group with utilities to talk about emergency preparedness, evacuation, planning, and roadway interconnection and capacity issues.

F. ADJOURNMENT
The Special Meeting was adjourned at approximately 9:42 p.m. to the next Regular City Council Meeting on Tuesday, May 20, 2025 at 7:00 p.m.
______________________________________
Sheri Marie Smith, City Clerk
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Attachment: Tri-City Minutes of May 7, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 1 of 7 05.20.25
MAY 20, 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:

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

COUNCILMEMBERS PRESENT: Darlene Gee, Cara Hoxie
Mayor Latika Malkani
COUNCILMEMBERS ABSENT: Janet Riley, Vice Mayor Brandyn Iverson 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 (3-0-2; Riley and Iverson absent) vote.

D. ITEMS FOR THE GOOD OF THE CITY
D.1. Recognition Ann Parnigoni for her Service on the Planning Commission
Mayor Malkani opened the Public Forum, and there were no speakers.

Mayor Malkani and Councilmembers recognized Ann Parnigoni for her 5 years of service on the Planning Commission and presented her with a Certificate of Recognition.

Commissioner Parnigoni thanked the Council and commented on the challenges during COVID, and it has been an honor to serve the City of Orinda.

D.2. Recognize Ted Urban for his Service on the Arts in Public Places Committee
Mayor Malkani opened the Public Forum.

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Attachment: Orinda City Council Minutes of May 20, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 2 of 7 05.20.25
Richard Weston thanked the Council for honoring Ted Urban. said was awarded Citizen of the Year and he recognized the artistic contributions and installations he has provided over the many years of service while on the Arts in Public Places Committee.

Mayor Malkani read congratulatory comments into the record from Shelly Hubner, Vice Chair of Arts in Public Places Committee who wished him the best in his future endeavors.

Mayor Malkani and Councilmembers recognized Ted Urban for his 18 years of service on the Arts in Public Places Committee.

Mr. Urban gave words of thanks to the Council, spoke of his time and contributions on the Committee. Mayor Malkani then presented Mr. Urban with a Certificate of Recognition.

D.3. Declaring the Month of June, 2025 as LGBTQIA+ Month in the City of Orinda
Mayor Malkani stated June is Pride Month in the City of Orinda and she declared the month of June, 2025 as LGBTQIA+ Pride Month in the City of Orinda. She then presented the proclamation and thanked P-Flag Lamorinda.

A member of the P-Flag Lamorinda Board thanked the City Council for the proclamation, said she is a proud transgender person, a parent, and a small business owner, and Orinda is a place that makes her feel kind, warm, and safe, and she described the challenges of being a transgender.

Mayor Malkani opened the Public Forum.

Scott Honeychurch said he is honored to serve on the HOA Committee for his local neighborhood and is proud that the City Council shares the same values as his neighbors in recognizing June as LGBTQIA+ Month in Orinda.

Mayor Malkani and Councilmembers recognized the month of June, 2025 as LGBTQIA+ Month in the City of Orinda.

D.4. Declaring May 18-24, 2025 as Public Works Appreciation Week in the City of Orinda
Mayor Malkani read the Proclamation into the record and declared May 18-24 as Public Works Appreciation Weed in the City of Orinda, presented a proclamation to the Public Works Director, and described the significant work of Public Works with the City’s roads, drains, and infrastructure projects.

Public Works Director Scott Christie thanked the Council for recognizing and declaring May 18-24 as Public Works Appreciation Week.

Mayor Malkani and Councilmembers voiced appreciation to the Public Works Department.

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Attachment: Orinda City Council Minutes of May 20, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 3 of 7 05.20.25
Mayor Malkani opened the Public Forum, and there were no speakers.

D.5. Orinda Teen Advisory Council Annual Report
Recreation Supervisor Sheena Wellman introduced the City’s new Recreation Coordinator Spencer Beatty who then introduced the Orinda Teen Advisory Council members.

George Baylon, OTAC Chair, gave a PowerPoint presentation on the Council’s accomplishments over the past year and goals for next year.

Mayor Malkani and Councilmembers thanked OTAC for their accomplishments, involvement in City activities, and questioned any needs for the OTAC for programming this year and events which could help educate teens and their parents about evacuation and wildfire prevention.

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

E. PUBLIC FORUM
There were no speakers.

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

F.1. Minutes Approval
Recommendation:

Approve City Council Minutes:

1. March 8, 2025 Special Meeting

2. May 6, 2025 Special Meeting

3. May 6, 2025 Closed Session

4. May 6, 2025 Regular Meeting
F.2. Approve Engineer's Report for the Levy of Annual Assessments; Provide Notice of Intention to Levy Annual Assessments; and Set June 3, 2025 as the Date for the Hearing on the Levy of Assessments for Orinda Street Lighting and Landscaping Assessment District No. 1986-1 Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2026.

Recommendation:

Adopt Resolution No. 23-25 Approving the Engineer's Report for the Levy of Annual Assessments for Fiscal Year Ending 2026, Orinda Street Lighting and Landscaping Assessment District No. 1986-1, Zones L-42, M-9 and M11 and Resolution No. 24-25, Intention to Levy and Collect Assessments for Fiscal Year Ending 2026 within the Orinda Street Lighting and Landscaping Assessment District No. 1986-1 Zones L-42,
M-9 and M-11.

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Attachment: Orinda City Council Minutes of May 20, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 4 of 7 05.20.25
F.3. Contract with Navigating Preparedness Associates for Updated Orinda Emergency Operations Plan and Related Training Needs Recommendation:

Approve contract with Navigation Preparedness Associates for the update to the Emergency Operations Plan and related training needs.

F.4. Ordinance 25-02 Minor Zoning Text Amendments to Comply with State Law, including Accessory Dwelling Units (ADUs), Emergency Shelters, Low Barrier Navigation Centers, Residential Care Facilities, Transitional and Supportive Housing, and Employee/Farmworker Housing
Recommendation:

Waive the second reading and adopt Ordinance No. 25-02 to approve the Zoning Text Amendments related to Orinda Municipal Code §17.2.3 (Definitions), Schedule 17.3.3 (RVL, RL and RM Districts - Land Use Regulations), §17.3.4 (Accessory Dwelling Units (ADUs)), §17.4.33 (Senior Housing Overlay District (SH-Overlay) development standards), Schedule

17.9.2 (PS District - Land Use Regulations), and §17.9.4 (Additional development regulations for emergency shelters); and 2) Find this ordinance is not subject to the California Environmental Quality Act (“CEQA”) and direct Staff to file a Notice of Exemption.

F.5. Award Services Contract to Karla’s Janitorial Services Recommendation:

Award a services contract to Karla’s Janitorial Services in the amount of $134,208 for Janitorial Services throughout the City’s Parks and Facilities.

MOTION by Councilmember Hoxie, and seconded by Councilmember Gee to approve Consent Calendar Items F.1.1-F.1.4, F.2, F.3, F.4 and F.5. Said motion carried by unanimous (3-0-2; Riley and Iverson absent) vote.

Mayor Malkani convened the GHAD Meeting at 7:51 p.m.

G. CONTINUED PUBLIC HEARING
G.1. Public Hearing Continuation - Master Fee Schedule
Recommendation:

Continue the previously scheduled public hearing for the adoption of the Master Fee Schedule to a date certain - June 17, 2025
City Manager Smith said this is a continued request staff has made and in reviewing the Master Fee Schedule, there was a noticing requirement and additional changes staff needed to make to the schedule. Staff is therefore recommending the Council continue the matter to a public hearing on June 17, 2025 and the Council can consider any public testimony.

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Attachment: Orinda City Council Minutes of May 20, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 5 of 7 05.20.25
Mayor Malkani inquired and noted that there were no speakers present wishing to give comments.

MOTION by Councilmember Hoxie, and seconded by Councilmember Gee, to continue the public hearing to June 17, 2025. Said motion carried by unanimous (3-0-2; Riley and Iverson absent) vote.

H. POLICY MATTERS
H.1. Pride Month Flag Raising
Recommendation:

Consider approval of raising the Rainbow Pride Flag annually during the month of June.

City Manager Smith said at the previous meeting the Council was asked to place an item on the upcoming agenda to discuss the request of raising the Rainbow Pride Flag during the month of June. Last month, she adopted an administrative regulation around the outdoor flag display. The regulation covers matters when flags shall be flown for both federal and state statute as well as the procedures for display of commemorative flags.

The regulation states that any commemorative flag may be authorized by the City Council as an expression of the City’s official sentiments.

The Council may wish to raise the Rainbow Pride Flag annually, meet to discuss raising it every year, and also consider holding a ceremonial event which staff could assist with.

Mayor Malkani opened the Public Forum.

Scott Honeychurch expressed his whole-hearted support for raising the Rainbow Pride Flag, thinks it is a unifying factor, has seen controversial discussions on NextDoor.com, but did not believe it is as these are values everyone expresses in the community.

Mayor Malkani noted the City received four individuals who submitted written comments on this item.

Councilmember Gee voiced her support for the flag being raised and for it being an annual event in Orinda.

Councilmember Hoxie said she originally had concerns about the raising of other types of flags other than the American flag and the State flag, but in looking into her heart and community she thinks it is important to raise this flag.

Mayor Malkani agreed and said, as a policy matter, it makes sense to raise the Rainbow Pride Flag. She voiced support for it being raised annually and to allocate limited resources to hold a nice celebration.

City Manager Smith stated the celebration could be held on June 3rd at 11:00 a.m. and staff will raise it on the 1st of June.

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Attachment: Orinda City Council Minutes of May 20, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 6 of 7 05.20.25
MOTION by Councilmember Hoxie, and seconded by Councilmember Gee, to approve the annual raising of the Rainbow Pride Flag during the month of June. Said motion carried by unanimous (3-0-2; Riley and Iverson absent) vote.

H.2. Process to Fill the Vacancies on the Planning Commission and the Arts in Public Places Committee
Recommendation:

Discuss and provide direction to Staff.

City Clerk Sheri Smith stated the City currently has two unscheduled vacancies; one on the Planning Commission and one on the Arts in Public Places Committee. In February, the Council conducted its annual interviews. Two interested residents were not appointed at the time because there were not enough seats available. In accordance with State law, she also posted a Notice of Vacancy giving others in the community time to apply.

Tonight, the Council can discuss options available to fill the vacancies amongst the interested applicants.

Those interested could be interviewed by the Mayor and then recommended to the full Council to appoint. An ad-hoc subcommittee could also be formed of two Councilmembers to interview and make recommendations, or set a date for the full Council to interview all interested applicants.

Councilmember Gee asked if staff reached out to those not appointed to determine their interest, and Ms. Smith said she would do this after tonight. She also has not received additional interest since the Notice of Vacancy was posted.

Mayor Malkani asked and confirmed that staff could conduct an active recruitment by putting the ad in the Outlook and could reach out to the community in a broader sense per Council direction.

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

Mayor Malkani said having more input is helpful in making appointments but, on the other hand, she did not want the Council to convene for two appointments so she did not have a preference.

Councilmember Hoxie suggested determining whether the candidates are still interested, and if so, she was amenable to appointing them.

Councilmember Gee agreed with Councilmember Hoxie and recalled the Council was very comfortable with the candidates interviewed but simply did not have enough open seats to fill. She was also open to having an ad-hoc subcommittee.

The Council agreed that the City Clerk will contact the applicants and, if interested, staff will bring this back to the Council to appoint them and Mayor Malkani will also speak with them about their interests. If one or both are not interested, then Mayor Malkani and Councilmember Hoxie agreed to serve on the ad-hoc subcommittee.

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Attachment: Orinda City Council Minutes of May 20, 2025 (3628 : Minutes Approval) Orinda City Council Minutes Page 7 of 7 05.20.25
I. COUNCILMEMBER REPORTS – Mayor Malkani thanked staff for their work on what was a successful Wildfire Prevention Fair. She also was happy to give three proclamations to Eagle Scouts on Sunday. On May 30th, there will be a working group meeting with Senator Grayson which she and the Vice Mayor will be attending with the City Manager and other agencies.

J. CITY MANAGER'S REPORT – City Manager Smith reported lots of interest in the Firewise booth at the Wildfire Prevention Fair held over the weekend. She thanked all agencies and groups that came out to support the City. Last week, a SSTOC meeting was held and they will continue to work on suggestions for future incentives and/or ways to appropriate Measure R funds. Tomorrow evening is a School 2x2 meeting held at the District Office, with an update on the crossing guard program and other services they could prepare for in the event of an emergency with school buses.

K. MATTERS INITIATED – None.

L. CLOSED SESSION
Mayor Malkani asked and confirmed that given the absence of Councilmember Riley and Vice Mayor Iverson who may want to serve, the Council agreed to defer appointment of an ad-hoc committee until the next meeting.

1. OPEN SESSION IDENTIFICATION of Closed Session Matters

2. DESIGNATION OF AGENCY LABOR NEGOTIATORS – UNREPRESENTED EMPLOYEE: CITY ATTORNEY

3. PUBLIC COMMENTS of Closed Session Matters – None.

4. CLOSED SESSION

5. REPORT OUT OF CLOSED SESSION
a. CITY ATTORNEY PERFORMANCE EVALUATION
Pursuant to Government Code Section 54957, performance evaluation of City Attorney Osa Wolff
b. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Government Code Section 54957.6, conference with the City's designated labor negotiators (two City Councilmembers), City Attorney M. ADJOURNMENT
The Regular Meeting was adjourned at approximately 9:30 p.m. to the City Council Meeting on Tuesday, June 03, 2025 at 7:00 p.m.
______________________________________
Sheri Marie Smith, City Clerk
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Attachment: Orinda City Council Minutes of May 20, 2025 (3628 : Minutes Approval) City Council
Staff Report
Agenda Item: F.2
Date: June 3, 2025
Department: Finance
AGENDA TITLE: Adoption of Appropriation Limit For Fiscal Year 2025-26 RECOMMENDATION:

Adopt Resolution 31-25 Establishing the Annual Appropriations Limit for Fiscal Year 2025-26
BACKGROUND:

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

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

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

DISCUSSION:

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

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

For the second factor the City typically uses the change in the State per capita income, which is published on an annual basis. Since the City’s assessed valuation is mostly residential, and no notable non-residential growth occurred in the past year, it is unlikely that the non-residential growth would exceed the income factor. In the event there is significant non-residential development in any year, this factor would be analyzed further.

Fiscal Year 2025-26 Adjustment
The factors selected and incorporated into Attachment A (Resolution 31-25 Establishing the 2025-26 Appropriations Limit), are:
a) The growth in population for Contra Costa County
Factor (a) Population
1/1/2024
Population
1/1/2025 % Increase
b. Contra Costa County 1,158,165 1,158,141 0.00%
b) The change in State Per Capita Personal Income
Factor (b) % Increase
a. Change in State Per Capita Personal Income 6.44%
The per capita personal income and population information are provided by the State of California Department of Finance each year and can be found at the following address:
https://dof.ca.gov/wp-content/uploads/sites/352/2025/05/PriceandPopulation2025.zip Calculation:

Appropriation Limit Calculation FY 2025-26
Factors Calculation
Population Change Contra Costa County 0.00% 1.0000
State Per Capita Personal Income 6.44% 1.0644
Calculation of Factor for FY 2025-26 1.064400 1 x 1.0644 Prior Year Appropriation Limit (FY 2024-25) $26,926,523 Appropriation Limit FY 2025-26 $28,660,591 $26,926,523 x 1.0644 On July 2, 2024, the City Council adopted the FY 2024-25 Appropriations Limit of $26,926,523 (Resolution No. 33-24). The new Limit is $28,660,591 for the fiscal year 2025-26 (FY 2025-26 Limit), an increase of $1,734,068 compared to the Limit for the prior fiscal year. Based on the Budget for FY 2025-26, the amount deemed to be F.2
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subject to limitation (proceeds of taxes net of exclusions for debt service and qualified capital outlays) totaled $14,807,031, which is $13,853,560 (or 48.3%) under the Limit.

Appropriations Subject to Limitation FY 2025-26
Amount
a) Proceeds of Taxes $ 20,130,209
b) Exclusions $ 5,323,178
c) Appropriations Subject to Limitation $ 14,807,031 a-b d) Appropriations Limit (current year) $ 28,660,591
e) Under (Over) Limit $ 13,853,560 d-c
NEXT STEPS:

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

FISCAL IMPACT:

Adoption of the Limit will ensure the City appropriations are in compliance with State requirements and that the Limit adjusts by the allowed amount. In Fiscal Year 2025-26 the City remains 48.3% below the limit which restricts appropriations of taxes.

ATTACHMENTS:

A. Resolution 31-25 Establishing the Annual Appropriations Limit for Fiscal Year 2025- 26 Respectfully Submitted by:

Bhavna Chaudhary
Prepared By: Bhavna Chaudhary,
Approved by:

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RESOLUTION NO. 31-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ORINDA
ESTABLISHING THE ANNUAL APPROPRIATIONS LIMIT FOR FISCAL YEAR 2025- 26 WHEREAS, the establishment of an Appropriations Limit was imposed in 1979 by adoption of Proposition 4 by the voters Statewide, and amended in 1990 by the adoption by the voters of Proposition 111; and
WHEREAS, Article XIIIB of the State Constitution requires that appropriations from the proceeds of taxes cannot exceed an annual appropriations limitation; and WHEREAS, the initial base appropriations limit for the City of Orinda was established in Fiscal Year 1985-1986 as incorporated into the ballot measure approving incorporation for the City; and
WHEREAS, Article XIIIB establishes the methodology for annually adjusting this appropriations limitation; and
WHEREAS, the methodology provides that the prior year’s appropriation limitation may be adjusted by the greater of either the annual change in the local non-residential new construction or in the California per capita personal income multiplied by the greater of the annual change in County population or in the City population; and WHEREAS, for Fiscal Year 2025-26 the City has selected the “Growth in the Contra Costa County Population” and “Growth in State Per Capita Income” as outlined in the schedule attached hereto and made part hereof; and
WHEREAS, the Fiscal Year 2025-26 base limit to which the adjustment is applied shall be use the Fiscal Year 2024-25 (Prior Year) Appropriations Limit of $26,926,523, as adopted by the City Council on July 2, 2024 (Resolution No. 33-24).

NOW, THEREFORE, BE IT RESOLVED, that the appropriations limitation for the City of Orinda for Fiscal Year 2025-26 is established at $28,660,591, as attached.

Adopted by the City Council of the City of Orinda on June 3, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:
______________________
Latika Malkani, Mayor
Sheri Marie Smith, City Clerk
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Attachment: Resolution 31-25 Establishing the Annual Appropriations Limit for Fiscal Year 2025-26 (3630 : Adoption of Appropriation Limit For

SCHEDULE OF ANNUAL APPROPRIATIONS LIMIT
CALCULATION FOR FISCAL YEAR 2025-26
FACTORS: 1) Change in the cost of living, and 2) Change in population

SELECTION OF OPTIONAL FACTORS

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

Options Population
1/1/2024
Population
1/1/2025 % Increase
a. City of Orinda 19,395 19,351 -0.23%
b. Contra Costa County 1,158,165 1,158,141 0.00%

2. Change in State per capita Personal Income vs. Orinda Non-Residential Building Construction. The City selects the change in per capita personal income.

Options % Increase
a. Change in State Per Capita Personal Income 6.44%
b. Change in Orinda Non-Residential Assessed Valuation N/A* * Change in non-residential assessed valuation was not available and given that the majority of the assessed valuation in Orinda is designated as residential this factor would be expected to be lower than the Change in Per Capita Income.

Appropriation Limit Calculation FY 2025-26
Factors Calculation
Population Change Contra Costa County 0.00% 1.0000
State Per Capita Personal Income 6.44% 1.0644
Calculation of Factor for FY 2025-26 1.064400 1 x 1.0644 Prior Year Appropriation Limit (FY 2024-25) $26,926,523 Appropriation Limit FY 2025-26 $28,660,591 $26,926,523 x 1.0644 The FY 2025-26 Appropriations subject to the limit (“Proceeds of Taxes” net of exclusions for debt service and qualified capital outlay) is $14,807,031. This total is based on the requirements of the Appropriations Limit which requires the assignment of all appropriated revenue to either a Proceeds from Taxes (i.e. Property Tax, Sales tax, etc.) or assigns the appropriation to a Non-Proceeds of Taxes (i.e. Fees and charges, grants, etc.).

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Attachment: Resolution 31-25 Establishing the Annual Appropriations Limit for Fiscal Year 2025-26 (3630 : Adoption of Appropriation Limit For Appropriations Subject to Limitation FY 2025-26
Amount
a) Proceeds of Taxes $ 20,130,209
b) Exclusions $ 5,323,178
c) Appropriations Subject to Limitation $ 14,807,031 a-b d) Appropriations Limit (current year) $ 28,660,591
e) Under (Over) Limit $ 13,853,560 d-c
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Attachment: Resolution 31-25 Establishing the Annual Appropriations Limit for Fiscal Year 2025-26 (3630 : Adoption of Appropriation Limit For City Council
Staff Report
Agenda Item: G.1
Date: June 3, 2025
Department:

Public Works and
Engineering Services
AGENDA TITLE: Public Hearing to Confirm the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986-1 Zones L-42, M-9 and M-11 for Fiscal Year Ending June 30, 2026
RECOMMENDATION:

Adopt Resolution 29-25 Confirming the Diagram and Assessment for the Orinda Street Lighting and Landscape Assessment District No. 1986-1, Zones L-42, M-9, and M-11, for Fiscal Year Ending 2026.

BACKGROUND:

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

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

An election was held in July 1999 in the District to increase assessments and provide for future adjustments to the assessments based on the annual change in the consumer price index (CPI). The increases were approved within the L-42 zone and M-9 zone, but not within the M-11 zone.

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

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

The Federal Bureau of Labor Statistics reported that between February 2024 and February 2025 the index increased by 2.68%.

DISCUSSION:

The City Council is required to establish the budget and levy assessments within each of the three zones of benefit annually in order to continue financing the services within the assessment district. The first step in the assessment levy process is the adoption of a resolution ordering engineering assistance in the preparation and filing of the report, which was done at the City Council Meeting of April 15, 2025. The second step was to approve the Engineer's Report (Attachment B), to declare the City's intention to levy and collect assessments and to set the date for the public hearing regarding the assessments; this was done at the City Council meeting on May 20, 2025, by adoption of Resolutions No. 23-25 and No. 24-25 and set the public hearing date for June 3, 2025.

The Engineer's Report, prepared by NBS, an assessment consultant, recommends increases for the assessments in Zone L-42 and Zone M-9 to cover increased annual District costs. Assessments in Zone M-11 are not eligible to be adjusted, as explained in the background section of this report. The proposed Fiscal Year Ending June 30, 2025 assessments are as follows:

ZONE
Current
FY 2024-25
Levied
Proposed
FY 2025-26
Levy
Annual $
Change Per
Unit
L-42 $ 77.42 $ 79.50 $ 2.08
M-9 $ 81.50 $ 83.69 $ 2.19
M-11* $635.94 $635.94 -0- *
*Zone M-11 does not have an inflator due to majority opposition in the 1999 assessment ballot proceeding.

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

Section 5 of the Engineer's Report provides both projected revenues and expenses for prior, current and upcoming fiscal years and a proposed budget for Fiscal Year Ending June 30, 2026 for the Orinda Street Lighting and Landscaping Assessment District No. 1986-1. The following table provides a high-level summary for all three zones:

Proposed Fiscal Year 2025-26 Revenue & Expenses by Zone (Assessments / General Fund Contribution; and General / Special Expense) Zone L-42 Zone M-9 Zone M-11 Totals
Beginning Balance $ 20,777 $ 0 $ 0
Assessment Revenue $ 10,136 $ 13,389 $ 37,712 $ 61,237
Interest 200 10 0
General Fund Contribution 240 2,448 75,018 $ 77,706
Total Funding $ 10,576 $ 15,847 $112,730
Expenditures – Special Benefit $ 7,494 $ 13,399 $ 96,930 Expenditures – General Benefit 240 2,448 15,800
Total Expenses $ 7,684 $ 15,847 $112,730 $ 136,261
Total Contribution to Reserve $ 2,892 $ 0 $ 0
Ending Balance $ 23,669 $ 0 $ 0
Zone L-42 has per unit rates that fully offset the costs undertaken in the District. The General Fund is scheduled to contribute $240 which offsets the estimated “general benefits” of $240. This complies with the requirements for an assessment to only levy the costs of the special benefits.

Zone M-9 requires General Fund contributions of $2,448 as shown in the above table.

This amount more than offsets the estimated “general benefits” of $40. This complies with the requirements for an assessment to only levy the costs of the special benefits.

Zone M-11 requires General Fund contributions of $75,018 as shown in the above table. This amount more than offsets the estimated “general benefits” of $15,800. This complies with the requirements for an assessment to only levy the costs of the special benefits. This Zone does not have an approved escalator and therefore the current per unit assessment is the maximum that can be levied.

NEXT STEPS:

The assessment consultant (NBS) will prepare and submit the levy of assessments to Contra Costa County for placement on the Fiscal Year 2025-26 secured property tax roll.

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FISCAL IMPACT:

The proposed Fiscal Year 2025-26 assessments to be collected from parcels in Assessment District 86-1 (all zones) will provide $61,237 to partially offset $136,261 of costs. The General Fund will contribute $77,706 towards the costs, which includes funding general benefits that cannot be funded from special assessments.

ATTACHMENTS:

A. Resolution 29-25 Confirming the Diagram and Assessment for the L&L Districts No. 1986-1, Zones L-42, M-9 and M-11
B. Engineer's Annual Report, April 2025
Respectfully Submitted by:

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

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RESOLUTION NO. 29-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ORINDA

CONFIRMING THE DIAGRAM AND ASSESSMENT FOR THE ORINDA STREET LIGHTING AND LANDSCAPE ASSESSMENT DISTRICT NO. 1986-1, ZONES L-42, M-9, AND M-11, FOR FISCAL YEAR ENDING 2026
WHEREAS, on May 20, 2025, the Orinda City Council approved the Engineer's report, declared its intention to levy and collect assessments for Fiscal Year 2026 and set a hearing thereon for June 3, 2025; and
WHEREAS, notice of the filing of the Engineer's report and of the hearing was given as provided for in Section 22626 of the Streets and Highway Code; and WHEREAS, on June 3, 2025, the City Council held a public hearing on the levy of the proposed assessment and heard and considered all oral statements and written communications made or filed by interested persons.

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

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

2. That this resolution shall constitute the levy of an assessment for Zones L-42, M-9 and M-11 for Fiscal Year 2026, as referred to in the report.

3. The City Council hereby orders NBS (assessment consultant who prepared the Engineer’s Report) to prepare and submit the levy of assessments to Contra Costa County for placement on the Fiscal Year 2026 secured property tax roll.

Adopted by the City Council of the City of Orinda at a regular meeting on June 3, 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 29-25 Confirming the Diagram and Assessment for the L&L Districts No. 1986-1, Zones L-42, M-9 and M-11 (3629 :

City Council
Staff Report
Agenda Item: H.1
Date: June 3, 2025
Department: City Council
AGENDA TITLE: Adoption of Fiscal Years 2025-26 and 2026-2027 Biennial Budget RECOMMENDATION:

Receive the Staff presentation and input from the public, incorporate any changes to the appropriations, and approve Resolution No. 32-25, which appropriates spending for two Fiscal Years (2025-26 and 2026-27).

BACKGROUND:

At the City Council meeting on May 6, 2025, Staff introduced the draft Proposed Fiscal Years 2025-26 and Fiscal Year 2026-27 Biennial Budget as well as the Capital Improvement Plan Update (Fiscal Years 2024-25 to 2029-30). Following the receipt of input at the May 6
th Council meeting, and additional presentations to Commissions and Committees, Staff has prepared the final Proposed Fiscal Years 2025-26 and Fiscal Year 2026-27 Biennial Budget.

The Funding Schedules incorporated into Resolution 32-25 summarize, at the fund level, the authorized expenditures. If adopted, the Resolution will allow for the appropriation of funds for the next two fiscal years, including setting staffing levels. The City’s Fiscal Year begins on July 1st. As is past practice, there will be scheduled opportunities to review the adopted budget over the course of the two-year budget cycle and incorporate any necessary changes based on the most current information available at that time.

The Proposed Fiscal Years 2025-26 and Fiscal Year 2026-27 Biennial Budget document is formatted with the following components:

City Manager’s Budget Message
Description of Budget Schedule and Process
High-Level Overview and Schedules Including Fund Balances Revenue Overview
Staffing Levels
Operating Budget Overview
Department / Program Summaries and Narratives
Internal Service Funds
Debt Service Funds
Consolidated Measure R Expenditures
Capital Improvement Project Appropriations
Appropriations Limit
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The Budget as presented is balanced and the City is able to meet its emergency reserve requirement as described under the policy adopted by the City Council on June 1, 2021, which requires General Fund Reserve Balances of at least 50% of budgeted expenditures. As noted in the City Manager’s message, the budget has been prepared as a financial plan that will continue core City services and provide resources to focus on key Strategic Priorities. The total staffing level is proposed to remain at current levels over the duration of the biennial period.

City Commission / Committee Review
The Proposed Budget and CIP have been available for review by the general public on the City’s website since the May 6, 2025, City Council Agenda was posted. Consistent with the roles and duties of certain Advisory Committees and Commissions established by the City Council, and in an effort to provide opportunity for community input, Staff also made budget presentations to:

Supplemental Sales Tax Oversight Commission
Independent Library Parcel Tax Oversight Committee
Finance Advisory Committee
Planning Commission
Funding Adjustments
Operating Budget - As a result of the initial review and public discussion at the May 6, 2025, City Council Meeting, there were no proposed adjustments to the draft Biennial Budget document. However, staff is proposing three corrections to the operating budget based on a final review of the document. These changes are detailed below:

The increases in the General Fund and Assessment District M11 were for items which had already been included in the departmental detail sections of the budget but were erroneously excluded from the fund level summaries on pages 25 and 26 of the budget document. The increase in the Building Maintenance Fund is a result of an omission of ongoing maintenance and repairs costs related primarily to HVAC and elevator improvements at City Hall and the Library.

Capital Improvement Plan Update (Fiscal Years 2024-25 through-2029-30) The Capital Improvement Plan (CIP) is a separate item on the agenda tonight that reflects some changes from the version originally presented on May 6th. Those proposed changes are already incorporated into the budget document as presented in Attachment A. The changes are the result of seven different CIP projects and will be discussed in detail during the CIP agenda item and are summarized as follows:

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NEXT STEPS:

Any changes or direction received this evening will be incorporated into the final budget document and accompanying resolution. Upon adoption of the Resolution, the budget will be entered into the City accounting system to be used in managing resources and presenting financial reports. The Resolution authorizes certain adjustments for the carry-over of funds, new grants, etc.

As has been past practice, the City Council will consider any Mid-Year Update to the FY 2025-26 Budget after January 2026; and a Mid-Cycle Update for Fiscal Year 2026-27 will be presented for City Council consideration in May/June 2026.

The final Biennial Budget document will be produced and posted on the City’s website which may include non-substantive changes, such minor punctuation and wording corrections to the accompanying narratives. Adopted Funding Schedules and Staffing Levels cannot be changed without approval from the City Council.

FISCAL IMPACT:

Expenditures are funded by current year revenues as well as prior year accumulated balances as presented in the Budget. The Budget is balanced, and the City is expected to attain target General Fund emergency reserve funding levels. In addition to annual operating costs the Budget includes appropriations for significant capital projects to be funded over the next two years. Total appropriations of $43,980,424 and $35,144,661 will be recorded for Fiscal Years 2025-26 and 2026-27 respectively.

ATTACHMENTS:

A. Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget B. Resolution 32-25 Adopting FY 2025-26 and FY 2026-27 Budget Appropriations Respectfully Submitted by:

Douglas Alessio
Assistant City Manager
Prepared By: Douglas Alessio, Assistant City Manager
Approved by:

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BUDGET

F I S C A L Y E A R S
2025-26 & 2026-27

P R O P O S E D

C A L I F O R N I A

CITY OF
ORINDA
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Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027) Cover photo credit
-
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Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027) Biennial Budget Fiscal Years 2025-26 and 2026-27 3
Table of Contents
BUDGET MESSAGE..................................................................................................................................................................................... 4 CITY OVERVIEW............................................................................................................................................................................................... 7 Community Snapshot.................................................................................................................................................................................. 8 Mission Statement........................................................................................................................................................................................ 9 About Orinda .............................................................................................................................................................................................10 History of Orinda ......................................................................................................................................................................................11 City Government.......................................................................................................................................................................................12 Organization Chart....................................................................................................................................................................................13 Budget Calendar.........................................................................................................................................................................................14 Budget Schedule and Process ..................................................................................................................................................................15 Operating Budget Policy...........................................................................................................................................................................16 Capital Improvement Plan (CIP) Budget Policy...................................................................................................................................17 City Council Strategic Priorities...............................................................................................................................................................18 BUDGET OVERVIEW......................................................................................................................................................................................20 Budget Summary........................................................................................................................................................................................21 Expenditure Budget for All Funds by Category ...................................................................................................................................22 Revenue for All Funds by Category........................................................................................................................................................23 Where Your Property Tax Goes.............................................................................................................................................................24 Where Your Sales Tax Goes....................................................................................................................................................................24 Property Tax and Sales Tax Historical Trend .......................................................................................................................................24 Fund Balance Summary for All Funds...................................................................................................................................................25 Overview of Sources and Uses................................................................................................................................................................27 Revenue Overview.....................................................................................................................................................................................28 Departmental summaries...............................................................................................................................................................................32 City Council ................................................................................................................................................................................................33 City Manager...............................................................................................................................................................................................35 City Attorney ..............................................................................................................................................................................................37 City Clerk.....................................................................................................................................................................................................39 Administrative Services.............................................................................................................................................................................41 Public Safety ...............................................................................................................................................................................................44 Public Works and Engineering................................................................................................................................................................48 Parks and Recreation.................................................................................................................................................................................55 Library..........................................................................................................................................................................................................58 Planning.......................................................................................................................................................................................................60 Non-Departmental ....................................................................................................................................................................................63 Internal Services Funds.............................................................................................................................................................................65 Consolidated Measure R Fund Information .........................................................................................................................................70 Capital Improvement Plan ............................................................................................................................................................................74 Revenue Detail ................................................................................................................................................................................................82 City Staffing Levels.........................................................................................................................................................................................90 Appropriation Limit .......................................................................................................................................................................................92 Draft
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Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

BUDGET MESSAGE
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BUDGET MESSAGE
Biennial Budget Fiscal Years 2025-26 and 2026-27 5
May 6, 2025
Mayor Malkani, Vice Mayor Iverson, and Councilmembers Gee, Hoxie, and Riley:

It is my privilege to submit my first two-year budget as the City Manager of Orinda for your consideration.

Presented in this document is the Proposed Biennial Budget for Fiscal Years 2025-2026 and 2026-27. The Fiscal Year begins on July 1, 2025, and ends on June 30, 2026. The recommended two-year spending plan was developed in accordance with the City’s fiscal policies, in a manner designed to reflect the City Council’s values and support the City Council’s identified Strategic Priorities. The proposed budget is balanced, and the City is able to maintain the General Fund Reserve requirement of at least 50% of budgeted expenditures in each of the two fiscal years.

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

The Biennial Budget was developed to reflect the Strategic Priorities identified by the City Council as guidance in prioritizing the allocation of available resources. The Strategic Priorities focused on the following areas:
• Wildfire Adaptability and Emergency Preparedness
• Infrastructure Strategy and Improvement
• Downtown Development and Beautification
• Community Engagement and Education
A key element in that process is to ensure the City differentiates each year what revenues and expenditures are of a one-time nature versus those which are ongoing. Approaching City finances through this lens will safeguard that we always have an operating budget that is covered by ongoing revenues. One-time funds should be used on high priority items of a one-time nature, or of non-annually, recurring nature such as making contributions to reserves, investing in infrastructure, or targeting spending on system improvements which will pay dividends in the future.

A great deal of care and effort went into the development of the Proposed Biennial Budget which reflects the fresh perspective of new leadership on organizational needs, specifically around investing in emergency preparedness, including updating the Emergency Operations Plan (EOP), ongoing training for staff, availing ourselves of the newest technology tools for the City’s emergency planning efforts, and launching of the Orindaready.com platform for residents.

The Proposed Biennial Budget also reflects continued investment in public safety, including contracting for a dedicated sworn position to work with the community, schools, and enhance the City’s disaster planning efforts.

Resources have also been made available for technology and tools that result in improved public safety, as well as the safety of our police officers.

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Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

BUDGET MESSAGE
Biennial Budget Fiscal Years 2025-26 and 2026-27 6
The transition of parks and facilities maintenance to Public Works has been implemented and the benefits of this change will be evident in this budget period. The Maintenance function will be continuously evaluated, and work will progress in areas of the community where reinvestment is needed. The City expects to increase service levels on fire fuel mitigation and vegetation management over the next two years. The transition is also having an operational impact on the Parks and Recreation Department, which now has a need for additional temporary staffing in the Facilities Attendant classification, related training and procedural refinement which need to be monitored and evaluated as we head into the summer recreation season.

Staffing of regular full time equivalent (FTE) positions is expected to remain constant at 40.5 FTE positions, and no modifications to staffing levels are contemplated in this Budget. Although the City’s staffing levels are expected to remain constant, unlike recent prior years, only minor vacancies currently exist. Those vacancies are in the Senior Administrative Assistant in the Police Department and a half-time (.5 FTE) Administrative Assistant in the Parks and Recreation Department. It should be noted that the City’s labor agreement with Teamster’s Local 856 expires on June 30, 2025, and the City is currently negotiating a successor agreement with the bargaining unit. It is anticipated that an agreement will be reached prior to the expiration of the current contract, but the financial implications of any such agreement have not been fully captured in the budget being presented. When an agreement can be reached, the financial impact of that agreement will be presented to City Council and a corresponding adjustment to the Proposed Budget, if necessary, will be made at that time Sincerely,
Linda Smith
City Manager
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OVERVIEW
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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 8
Community Snapshot
Principal Employers
& Number of employees
Orinda
Union
School
District
426
Orinda
Country
Club
140
Miramonte
High
School
113
Safeway
101
Orinda
Care
Center
101
Moraga
Orinda
Fire
District
74 East
Bay
MUD
63 Fourth
Bore Tap
Room &
Grill
60 Moraga
Valley
Pool
55 Otis
Mcallister
54 Source:

Employment and unemployment data: EDD
Principal employers: City of Orinda Annual Comprehensive Financial Report for fiscal year 2023-24 All other data is from the 2020 United States Census, https://www.census.gov/quickfacts/orindacitycalifornia.

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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 9
Mission Statement
“Orinda strives to provide excellent service
in a fiscally responsible manner to promote
a safe, friendly and vibrant community.”
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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 10
Orinda's close proximity to major San Francisco Bay
locations and activities makes it a delightful place in which to work, live, visit, and play along with its:

Culture, Excellent Schools, History, Natural Beauty,
and Safety.

About Orinda
Orinda was incorporated 40 years ago as a city (July 1, 1985) after more than 100 years of gradual development.

The City is approximately 12.8 square miles and is situated adjacent to the Oakland/Berkeley hills, immediately east of the Caldecott Tunnel on Highway 24 in Contra Costa County.

Orinda has a population of 19,191 (Department of Finance, January 2024) residing in approximately 7,194 housing units.

More than half of the City’s homes were constructed between 1940 and 1970.

Orinda is a family-oriented community with a semi-rural setting.

In contrast to the more urban existence of the surrounding area, the tree-studded hillsides contribute to Orinda's aesthetic beauty.

Orinda is home to the art deco Orinda Theatre, a popular Community Center, and Public Library as well as a major tansit stop for the Bay Area Rapid Transit (BART) train station providing easy access to the greater Bay Area.

The City provides municipal services that include public safety, public works, parks and recreation, and planning services. The City operates with a small staff of 40.5 Full-Time Equivalent (FTE) positions supplemented by part-time employees. Law enforcement services are provided under a contract with the Contra Costa County Sheriff’s Office. The City’s maintenance services are augmented by work performed by a private contractor. The Moraga Orinda Fire District (MOFD) is a separate agency responsible for fire and emergency medical services.

The City of Orinda has an abundance of active community groups. Throughout the year, residents participate in a wide variety of activities supported by the local groups: Spring Egg Hunt, Concerts in the Park, Orinda Farmers’ Market, Halloween Parade, Holiday Bazaar, Hospice Tree Lighting Ceremony, the Orinda Classic Car Show, the July 4th Community Parade and many more.

Orinda
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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 11
History of Orinda
Orinda was part of four huge land grants in the days when Alta California was a part of Mexico. Each bore melodic Spanish names: Rancho Laguna de los Palos Colorados, Rancho Acalances, Rancho El Sobrante and Boca de la Candad Del Pinole. But Orinda was named after an Englishwoman.

In 1876, County sheriff and landowner William Walker Camron was married to Alice Mars Camron. Alice enjoyed the poetry of Katherine Fowler Philips, a 17th century English woman known as "The Matchless Orinda." In her honor, the Camron’s named their home Orinda Park.

Edward Ignacio de Laveaga established the town site as Orinda in the 1920s. He was the son of San Franciscan Miguel de Laveaga, who, with his brother Jose, had purchased about 1,200 acres in the area in 1897.

Having survived the 1906 San Franciso earthquake and fire, it's no wonder de Laveaga preferred life in Orinda!
The region blossomed when the Caldecott Tunnel opened in 1937 providing easy access from the inner East Bay to Contra Costa County.

The trip from Oakland or San Francisco no longer meant driving through the dark, narrow Contra Costa Tunnel, nor traveling the twisting Fish Ranch or San Pablo Dam roads. With local growth came local pride and, in 1941, came the new Orinda Theatre. Orinda soon enjoyed a reputation as a lively destination for dining, music, and film.

With the post-war baby boom, the area expanded gently into a suburban environment. Orinda had great appeal to families ready to leave Oakland or San Francisco for a less intensely urban environment, more house for less money, and higher quality schools. With more families to serve, every sector continued to grow, including retail and commercial development, the school districts, and the housing market.

Orinda Crossroads CA 1950
Photo Credit: Orinda Historical Society
Cars coming through the Orinda Tunnel
Photo Credit: Orinda Historical Society
Alice Marsh
Photo Credit: Orinda Historical Society
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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 12
City Government
The City of Orinda operates under a Council-Manager form of government. Policy making and legislative authority is vested in the City Council, which consists of five members, elected at large to four-year overlapping terms. The positions of Mayor and Vice Mayor are chosen annually by the City Council. The City Council is responsible for the City's ordinances, operating resolutions, adoption of the annual budget, land use decisions in accordance with the General Plan, hiring the City Manager and City Attorney, and appointments of all members of advisory boards and commissions.

The City is organized into operating departments including Administrative Services, Planning, Police, Public Works, Parks and Recreation. The City Manager is responsible for the following activities: implementing the policies, ordinances, and directives of the City Council; and overseeing the day-to-day operations of the City. The City Attorney services are provided through a professional services agreement with a private law firm. The City’s website, www.cityoforinda.org, is the source for information about city services, programs, projects, meetings, policies, employment opportunities, and financial reports.

ELECTED OFFICIAL

CITY OFFICIALS
Name of Official Position Title
Linda Smith City Manager
Osa Wolff City Attorney (Contract)
Sheri Smith City Clerk
Douglas Alessio Administrative Services Director
Ginger Staton Human Resources Manager
Todd Trimble Parks and Recreation Director
Lashun Cross Planning Director
Anthony Rossi Police Chief (Contract)
Scott Christie Public Works Director
Sivakumar Natarajan City Engineer
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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 13
Organization Chart
FTE = Full Time Equivalent
All positions are 1 FTE unless otherwise noted.

ORINDA

CITIZENS
City Council
City Manager
Chief of Police
(contract)
Police Officers
(11 contract)
Police Sergeant
(2 contracts)
Senior Admin Asst
Director of Planning
Principal Planner
Assistant/
Associate Planner
(2 FTE)
Planning
Technician
Senior Admin Asst
Director of Public
Works
City Engineer
Public Works
Inspector
Senior Engineer Facilities & Park
Supervisor
Maintenance &
Facilities
Superintendent
Facility
Maintenance
Worker I/II
(2 FTE)
City Clerk
Senior Admin Asst
Director of Parks &
Recreation
Admin
Assistant I/II
(1.5 FTE)
Recreation
Supervisor
Recreation
Coordinator
(3 FTE)
Assistant City
Manager/ Admin
Services Director
Senior Accountant
Accounting
Technician

I/II/III
(2 FTE)
Human Resource
Manager
Senior Management
Analyst
Outreach & Education
Coordinator
City Attorney
(contract)
Senior Engineer
Assistant/
Associate Engineer
Administrative
Assistant I/II
Public Works
Supervisor
Maintenance
Worker I/II/III
(4 FTE)
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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 14
Budget Calendar
FEBRUARY 2025 February 1-28 Finance mid-period analysis of actuals vs adopted budget
MARCH 2025
March 6 Strategic Planning Workshop
March 12 City Council Mid-Year Budget Update for FY 2024-25 MAY 2025
May 1 Agenda packet publishes for proposed budget
May 6 Initial budget discussion
May 14 Review of Advisory Committee (SSTOC)
May 29 Review of Advisory Committees (FAC & LPTIRC)
May 29 Planning Commission reviews the CIP for consistency with the City’s General Plan
May 29 Agenda packet publishes for the final budget
JUNE 2025 June 3 City Council adopts final budget
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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 15
Budget Schedule and Process
The City of Orinda prepares a biennial budget for City government operations and the Fiscal Year begins on July 1st.

The biennial budget process sets forth planned expenditures and revenues for two consecutive fiscal years. The budget document includes both revenue estimates and expenditure plans in a single document. At the conclusion of the biennial budget review and deliberation process, both years of the biennial budget are presented at a public meeting for the City Council to adopt the authorized funding, called an appropriation, for the two-year period. At the end of the first year of the two-year budget cycle, the City Council revisits the appropriations set for the second year of the biennial budget in a process that is referred to in Orinda as the Mid-Cycle Budget Update. With another 12 months of data and potentially different circumstances, the budget for the second of the two years is refined and modified as appropriate.

Following adoption, the City Council reviews expenditures and revenues at mid-year and makes changes as needed.

Budgeted appropriations that remain unencumbered at the end of a fiscal year expire and do not roll over to the next year.

Strategic Priorities
Every two years, as part of the biennial budget process, the Orinda City Council holds a workshop to discuss the key issues facing the City of Orinda and to strategize opportunities and solutions to meet the City’s needs. In addition to serving as the foundation for the Budget, the discussion of the Strategic Priorities is fundamental to the development of the Five-Year Capital Improvement Program, which is a separate document.

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

The City Council will consider the Preliminary Fiscal Years 2025-26 and 2026-27 Proposed Budget at its public meeting on May 6, 2025. Based on feedback and input, the Proposed Fiscal Years 2025-26 and 2026-27 Budget is tentatively scheduled to be submitted to the City Council for adoption on June 3, 2025.

City Manager Responsible For Implementation
As described in the Municipal Code, the City Manager is responsible for submitting the proposed budget to the City Council. In developing the Budget, Staff analyze existing service levels and potential services in light of the Strategic Priorities and financial constraints. The City’s operating budget summarizes planned expenditures and provides revenue estimates for all City departments and programs. Each department’s costs are summarized by type, division/program, and funding sources. Once the Budget is adopted by the City Council the City Manager is responsible for administering the financial plan.

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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 16
Operating Budget Policy
The City adopts a biennial operating budget on or before June 30 for each of the ensuing two fiscal years. The operating budget is adopted in its entirety by the City Council by resolution. A mid-period review is conducted in the second year of the cycle and appropriations are adjusted accordingly. The fiscal year begins on July 1 and ends on June 30 of the following year. Because Orinda is a general law city, it is not subject to a budgetary process prescribed by statute or charter. The operating budget is prepared on a program basis. The budget is considered balanced when the sum of estimated net revenues and appropriated fund balances is equal to appropriations.

The operating budget is subject to supplemental appropriations throughout its term to provide flexibility to meet changing needs and conditions. A resolution approving a supplemental appropriation is necessary when expenses exceed the originally approved total appropriations for that fund. Budget adjustments within the same fund may be approved by the City Manager.

The City of Orinda Budget conforms to Generally Accepted Accounting Principles (GAAP) as applicable to local governments. The accounts of the City are organized and operated on the basis of funds. A fund is an independent fiscal and accounting entity with a self-balancing set of accounts that comprise its assets, deferred outflows, liabilities, deferred inflows, fund balances, revenues and expenditures.

The City prepares its budget on a fund accounting basis, which segregates funds according to their intended purpose, and it is used to aid management in demonstrating compliance with financial-related legal and contractual provisions.

The city maintains a minimum number of funds consistent with legal and managerial requirements. The city reports the following funds in its annual budget:
• General Fund: this is the general operating fund of the City. General tax revenues and other receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. General operating expenditures, fixed charges, and capital improvement costs not paid through other funds are paid from this fund.
• Special Revenue Funds: These funds receive support from various sources, mainly in the form of grants and other aid and are restricted to expenditures for specific purposes. • Debt Service Funds: These funds are used to indicate resources allocated and accounted for in the payment of general obligation bonds’ principal and interest, special obligation bond principal, and interest from pledged revenues when the City is obligated in some manner for the payment. • Capital Project Funds: Indicates the current fiscal year resource allocation and an amount allocated for capital expenditures for general operations and various projects. • Internal Service Funds: These funds account for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis.

For governmental funds, the budget is prepared on a modified accrual basis consistent with GAAP. Internal Service Funds are budgeted on the accrual basis of accounting, except for capital assets and long-term debt which are budgeted on the modified accrual basis of accounting. The emphasis is on matching resources with the cost of providing those services. Organizational priorities that have been developed by the City Council and City Staff are implemented at the program level.

The following principles are applied in preparing the City’s Biennial Budget:

1. Structurally Balanced Budget: the City shall maintain a structurally balanced budget with recurring revenues supporting recurring expenditures. Recurring expenditures primarily consist of personnel and operating costs required to operate the City and do not include one-time cost items such as capital outlay or special projects or studies. Recurring revenues include taxes, fees, charges, etc. and do not include the use of fund balance. For purposes of this section, Citywide surplus for any fiscal year is defined as the increase in unreserved General Fund balance as reflected in the City’s audited financial statement. Citywide deficit for any fiscal year is defined as the decrease in unreserved General Fund balance as reflected in the City’s audited financial statement. Budget surplus of any department is defined as the excess of budgeted revenues over actual expenses in any fiscal year.

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Biennial Budget Fiscal Years 2025-26 and 2026-27 17

2. Interfund Borrowing: The City shall not borrow or use operating transfers to obtain cash from one fund type or reserve to fund activities of another fund type or reserve unless such use is deemed lawful, and unless the City Council has determined that (a) the funds to be loaned will not be needed during the lending period, and (b) the funds for repayment will be available within a two-year period. Any actions taken to borrow funds under these conditions must be separately presented to and approved by the City Council, and the term of such borrowing shall not extend beyond the last day of the subsequent fiscal year.

3. Reserve Policy: The City will strive to maintain a General Fund reserve balance of 50% of operating and debt service expenditures of the General Fund. As of June 30, of each year the 50% target shall be measured based on the budgeted General Fund expenditure for the subsequent Fiscal Year. If the actual reserve is 40% or less the City Manager will develop a plan to replenish the reserve as soon as possible, but no longer than five years. Periodic reports shall be made in conjunction with the budget and annual audit to demonstrate the progress made in restoring the reserve. Calculation of the target excludes the Add-On Sales Tax Sub-Fund(s), as well as any extraordinary one-time expenditures. This reserve may only be used for cash flow needs, economic uncertainty, and funding an emergency, such as a natural or man-made disaster, which threatens the health, safety, and welfare of the City’s residents, businesses, or visitors, as determined by the City Council. The City will strive to avoid the use of reserves to fund on-going operating costs and should be restricted to one-time or short-term uses. Amounts in excess of the reserve requirement may be used for capital improvements, reduction of long-term liabilities, contribution to improve funding levels of internal service funds, and one-time funding for special programs, services, or projects that will generate long-term benefits.

Capital Improvement Plan (CIP) Budget Policy
The City Council adopts a five (5) year Capital Improvement Plan (“CIP”). The CIP budget is prepared as a separate stand-alone document detailing revenues, expenditures and fund balances of the capital improvement funds. The first two years of the CIP are funded to coincide with the two-year operating budget. The CIP budget is subject to supplemental appropriations throughout its term to provide flexibility to meet changing needs and conditions. The fiscal impact of any financed capital improvements is shown as a debt service commitment in the operating budget for the related fund.

The CIP shall address cost estimates for all necessary infrastructure improvements. Funded, partially funded and unfunded projects shall be clearly delineated. The CIP detail for the current fiscal year, the upcoming fiscal year, and for four (4) additional years. To the extent feasible, department heads shall be required to submit independent needs assessments for their departments for use in preparing the CIP.

The CIP document includes fund details, identified revenue sources, planned financing options and unfunded projects. The CIP shall include estimates of the operational impacts produced for the operation of the capital improvements upon their completion. The CIP shall include a component reflecting all ongoing approved capital projects of the City, the date funded, the amount budgeted, the amount spent since the start date, the remaining budget, fiscal impact of known changes to financial assumptions underlying the project, estimated expenditures by fiscal year for the project and estimated completion date. Approved projects, with circumstances that arise that change the funding requirements of the project, shall be addressed in the CIP annually.

To help ensure that the CIP is consistent with the long-term goals and objectives of the City, the CIP is adopted to be consistent with the General Plan. As required by Government Code §65401, the Planning Commission provides the determination as to consistency for major public works projects prior to the adoption of the CIP by the City Council.

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CITY OVERVIEW
Biennial Budget Fiscal Years 2025-26 and 2026-27 18
City Council Strategic Priorities
Every two years, as part of the biennial budget process, the Orinda City Council holds a workshop to discuss the key issues facing the City of Orinda and to strategize opportunities and solutions to meet the City’s needs.

The Orinda City Council held its workshop on March 8, 2025, and again on May 6, 2025, to establish and refine the updated Strategic Priorities (respectively) to guide its policy and financial priorities for the next two fiscal years.

Included in each of the Strategic Priorities are Strategic Initiatives that will become the action items to advance these efforts. These Initiatives are further defined on the following page.

During the March 2025 facilitated workshop, the City
Council had the opportunity to meet with City
department heads and discuss accomplishments over
the last two years, discuss departmental priorities, as well as set some overarching goals for the next two
years. The City Council top goals, which are captured
within the Strategic Priorities, include:

1. Wildfire Adaptability and Emergency
Preparedness

2. Infrastructure Strategy and Improvement

3. Downtown Development and Beautification

4. Community Engagement and Education
After establishing the Strategic Priorities and their
related Strategic Initiatives, the City Manager and
Department Directors began developing a budget to
incorporate these priorities into the City’s spending plan.

At its May 6, 2025, workshop, Staff reviewed and refined the Strategic Priorities and Initiatives, including those items requiring additional resources. The City Council
then provided direction to Staff on which items to
include. The Strategic Priorities and Initiatives approved by the City Council are documented on the following
page.

Upon adoption, the City Manager then tracks the
progress of the Strategic Priorities and Initiatives and provides regular updates to the City Council.

Wildfire Adaptability and Emergency
Preparedness
Infrastructure Strategy and
Improvement
Downtown Development and
Beautification
Community Engagement and
Education
FY 2025-26 and FY 2026-27
Strategic Priorities
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Biennial Budget Fiscal Years 2025-26 and 2026-27 19
Strategic Planning Items for Fiscal Years 2025-26 and 2026-27 Wildfire Adaptability and Emergency Preparedness

1. Continue evacuation planning, preparation, and training (tabletop and simulated exercises) with local and regional partners, including MOFD, Contra Costa County Sheriff’s Office, Contra Costa OES, Town of Moraga, City of Lafayette, EBMUD and EBRPD.

2. Cultivate shared accountability between the government, partners, and residents in wildfire adaptability and preparedness through the support of neighborhood-driven approaches on home hardening and fuel reduction. Lead by example through City initiatives within the public right-of-way.

3. Strengthen regional collaboration and advocacy through the development of a centralized information platform – www.orindaready.com.

4. Evaluate current incentive programs and recommend changes and actions to bolster wildfire mitigation efforts.

5. Use emerging technologies to guide strategic investments in fuel mitigation and evacuation efforts.

6. Increase collaboration with community non-profits, such as the Fire Safe Moraga Orinda to support the creation of more Firewise neighborhoods.

Infrastructure Strategy and Improvement

1. Complete Category A improvements as part of the Storm Drain Plan and shift focus to Category B pipes programmed annually in the Capital Improvement Program.

2. Develop a long-term infrastructure vision and funding strategy.

3. Continue supporting the Infrastructure Subcommittee’s work on privately maintained roads and storm drains.

4. Focus on capital projects that enhance circulation, mobility, and transportation and improve road safety overall.

Downtown Development and Beautification

1. Address vacant and under-utilized buildings, including Theater Square and the Phairs building/Country Club Plaza area through property owner engagement.

2. Facilitate the development of high-quality mixed-use projects

3. Evaluate existing conditions and its impact on business growth and seek to create certainty in City process for prospective business owners.

4. Engage with Downtown property owners to understand their barriers, goals and needs.

5. Revisit Connect Orinda, explore new ideas to create vitality within the public right of way, and report on the most effective strategies for economic development.

6. Enhance beautification efforts, including outdoor dining, lighting, landscaping, and signage. Consider establishing a facade improvement program.

7. Organize events and activate public spaces to foster community engagement. Collaborate with the Chamber of Commerce to support local businesses.

8. Develop and launch a DowntownOrinda.com platform.

Community Engagement and Education

1. Communicate the benefits of economic development. Communicate with the public about the importance of services and resource availability.

2. Partner with the school district to educate and inform families (i.e., wildfire safety and preparedness).

3. Host two-way forums, including town halls and parent education nights. Collaborate with partners to efficiently deliver education in community spaces (e.g., Fire Safe Moraga-Orinda FSMO).

4. Celebrate the City’s 40th anniversary in a way that highlights stability and civic pride.

5. Develop a communication strategy around housing element implementation.

6. Expand community education on emergency preparedness (i.e., Six Ps, resident responsibility). Enhance collaboration with the Moraga-Orinda Fire Department (MOFD).

7. Develop and implement a Citizen’s Academy to help build future leaders in the community.

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OVERVIEW
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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 21
Budget Summary
The City’s total expenditure budget for all funds is $43.9 million for FY 2025-26 and $35.1 million for FY 2026-27 out of which General Fund‘s budget accounts for 61% and 59% respectively. The General Fund is the chief operating fund for the City and accounts for over 60% of total projected revenues.

The City’s total budget of $43.9 million for FY 2025-26 consists of an operating budget of $30.0 million (or 68.4% of total budget) and a CIP Budget of $13.9 million (or 31.6% of total budget). Total transfers in and out for FY2025-26 are budgeted at $2.7 million primarily to utilize one-time resources for capital projects. The City’s total budget for FY 2026-27 amounts to $35.1 million comprising $27.0 million (or 77%) for the operating budget and $8.1 million (or 23%) for the CIP budget.

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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 22
Expenditure Budget for All Funds by Category

ADMI ISTRATIO

ADMI ISTRATIO
7 P BLIC OR S
7 0
2026-27
6 7
POLICE
6 POLICE
6 6

PAR RECREATIO
2 5

PAR RECREATIO
2 5
PLA I G 6 PLA I G, 5

LIBRARY
0 6 LIBRARY
0 6

O DEPARTME TAL ISF
5 O DEPARTME TAL ISF
5 TRA SFERSO T
2 7 TRA SFERSO T
0 0
CIP

CIP

T tal 2026-27
5 illi n
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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 23
Revenue for All Funds by Category
The tables below display projected sources (Revenue and Transfers in) by Fund Type and Category. Over 60% of revenues come from taxes out of which property tax is the largest source of revenue contributing almost 40% of total revenues.

General Fund
Special
Revenue
Funds
Capital
Project Funds
Debt Service
Funds
Internal
Service Funds Total

REVENUES
Property Taxes $ 10,739,297 $ 500,000 $ 3,000,000 - $ $ 14,239,297 - $ Sales Tax 5,267,000 - - - 5,267,000 -
Franchise Taxes 1,384,000 - - - 1,384,000 -
Transient Occupancy Taxes 25,000 - - - 25,000 -
Use of Money and Property 988,000 282,400 31,500 57,900 100,000 1,459,800 Intergovernmental Revenues 4,209,548 - - 4,209,548 -
Charges for Current Services 3,998,400 1,876,018 - 1,198,600 - 7,073,018 Other Revenues 148,100 390,000 - - 538,100 -
TOTAL REVENUES 22,549,797 7,257,966 31,500 3,057,900 1,298,600 34,195,763 TRANSFERS IN - 2,000,000 - 685,000 - 2,685,000
TOTAL SOURCES $ 22,549,797 $ 7,257,966 $ 2,031,500 $ 3,057,900 $ 1,983,600 $ 36,880,763

REVENUE BY CATEGORY
FY 2025-26 Projected
General Fund
Special
Revenue
Funds
Capital
Project Funds
Debt Service
Funds
Internal
Service Funds Total

REVENUES
Property Tax $ 11,016,029 $ 500,000 $ 3,030,000 - $ $ 14,546,029 - $ Sales Tax 5,321,000 - - - 5,321,000 -
Franchise Taxes 1,409,000 - - - 1,409,000 -
Transient Occupancy Taxes 25,000 - - - 25,000 -
Use of Money and Property 935,000 209,375 26,500 57,900 90,000 1,318,775 Intergovernmental Revenues 3,095,000 - - - 3,095,000 -
Charges for Current Services 4,014,400 1,818,243 - 1,248,600 - 7,081,243 Other Revenues 273,100 - - - 273,100 -
TOTAL REVENUES 22,993,529 5,622,618 26,500 3,087,900 1,338,600 33,069,147

TRANSFERS IN - - - - - -
TOTAL SOURCES $ 22,993,529 $ 5,622,618 $ 26,500 $ 3,087,900 $ 1,338,600 $ 33,069,147

REVENUE BY CATEGORY
FY 2026-27 Projected
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Biennial Budget Fiscal Years 2025-26 and 2026-27 24

Where Your Property Tax Goes
When you pay your property tax bill to the County, the City of Orinda General Fund receives only $7.39 for every $100 collected.

Where Your Sales Tax Goes
For every dollar spent in Orinda on taxable purchases, 9.75% is paid in sales tax or 9.75¢ for each $1 purchased from which the City receives only 2¢.

Property Tax and Sales Tax Historical Trend
(in millions)

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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 25
Fund Balance Summary for All Funds

CITY-WIDE SOURCES, USES, AND FUND BALANCE SUMMARY
FY 2025-26 PROJECTED
Beginning Fund
Balance 7/1/2025 Revenue Transfers In
Operating
Expenditures
Capital
Improvement Plan
Expenditures Transfers out
Ending Fund
Balance 6/30/2026
General Fund
General Purpose $ 4,835,356 $ 18,527,797 $ - $ 18,286,841 $ - $ 2,685,000 $ 2,391,312 Add-On Sales Tax (Measure L) - - - - - -
Add-On Sales Tax (Measure R) 5,678,706 4,022,000 2,006,557 3,523,500 - 4,170,649 General & Long Term Plans (74,120) - 256,030 - - (330,150) Total General Funds 10,439,942 22,549,797 - 20,549,428 3,523,500 2,685,000 6,231,811 Special Revenue Funds
Gas Tax 3,470,736 1,267,668 - 171,696 1,851,000 - 2,715,708 Transportation Impact 704,231 20,000 - - 185,000 - 539,231 Drainage Impact 941,336 70,000 - - 255,000 - 756,336
Tree Mitigation 15,084 350 - - - - 15,434
Creek Mitigation 4,111 50 - - - - 4,161
Park Dedication 992,444 105,000 - - 278,300 - 819,144
Federal Grants - 2,432,851 - - 2,432,851 - -
ARPA State & Local Fiscal Relief Grant - - - - - - -
State Grants - 194,029 - - 194,029 - -
Recycle Grants 325,687 8,000 - 103,000 - - 230,687
Other Grants - 390,000 - - 390,000 - -
Transportation Dev Act (TDA) - 210,000 - - 210,000 - -
Accessibility Compliance Fund 10,269 2,700 - - - - 12,969 Supplemental Law Enforcement Grant 148,284 197,000 - 200,000 - - 145,284 CCTA - Return To Source 1,326,992 36,000 - - 400,000 - 962,992 CCTA - Regional $ Program 28C 137,460 4,500 - 6,000 22,500 - 113,460 Rd. Maintenance (Garbage Co.) 2,164,023 760,000 - - 1,121,020 - 1,803,003 Wilder Endowment 9,124 61,738 - - - - 70,862
Field Maintenance Surcharge 317,123 36,000 - - 226,700 - 126,423 Facility Maintenance Surcharge 226,843 46,000 - 30,000 50,000 - 192,843 Affordable Housing 143,720 3,000 - 20,000 - - 126,720
General Plan Surcharge 174,888 34,000 - 20,000 - - 188,888 Permit Technology Surcharge 71,749 9,000 - - - - 80,749 Assessment Dist L-42 19,484 10,071 - 7,684 - - 21,871
Assessment Dist M-9 (2,803) 15,797 - 15,847 - - (2,853) Assessment Dist M-11 (2,711) 37,712 - 112,730 - - (77,729) Stormwater Utility 36,853 300,000 - 344,008 - - (7,155) Library Parcel Tax 308,934 509,000 - 514,822 - - 303,112 Wilder Cmmty Facility District (3,950) 497,500 - 497,500 - - (3,950) Total Special Revenue Funds 11,539,911 7,257,966 - 2,043,287 7,616,400 - 9,138,190 Capital Funds
Capital General 4,499,541 - 2,000,000 - 1,887,000 - 4,612,541 Oaksprings 266,433 6,500 - - - - 272,933
Rd & Drainage Stabilization 951,046 25,000 - - 555,000 - 421,046 Total Capital Project Funds 5,717,020 31,500 2,000,000 - 2,442,000 - 5,306,520 TOTAL OPERATING & CAPITAL $ 27,696,873 29,839,263 $ 2,000,000 $ 22,592,715 $ 13,581,900 $ 2,685,000 $ 20,676,521 Debt Service Funds
2014 GO Bonds (Series A & B) 1,027,546 1,273,300 - 1,218,754 - 1,082,092 2016 GO Bonds (Series A) 1,388,437 1,784,600 - 1,832,105 - 1,340,932 Total Debt Service Funds 2,415,983 3,057,900 - 3,050,859 - - 2,423,024 Internal Service Funds (ISF)
Information Systems 1,555,217 253,500 - 338,500 - - 1,470,217 Building Maintenance 1,771,817 191,500 - 139,250 320,000 - 1,504,067 Vehicle Replacement 616,884 203,600 - 645,000 - - 175,484 Risk Management (240,538) 650,000 685,000 627,200 - - 467,262 Total Internal Service Funds 3,703,380 1,298,600 685,000 1,749,950 320,000 - 3,617,030 GRAND TOTAL ALL FUNDS $ 33,816,236 34,195,763 $ 2,685,000 $ 27,393,524 $ 13,901,900 $ 2,685,000 $ 26,716,575 Draft
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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 26
Fund Balance Summary for All Funds

CITY-WIDE SOURCES, USES, AND FUND BALANCE SUMMARY
FY 2026-27 PROJECTED
Beginning Fund
Balance 7/1/2026 Revenue Transfers In Expenditures
Capital Improvement
Plan Expenditures
Transfers
Out
Ending Fund
Balance 6/30/2027
General Fund
General Purpose $ 2,391,312 18,948,529 $ - $ 18,815,641 $ - $ - $ 2,524,200 Add-On Sales Tax (Measure L) - - - - - - -
Add-On Sales Tax (Measure R) 4,170,649 4,045,000 - 1,156,787 785,000 - 6,273,862 General & Long Term Plans (330,150) - 150,490 - - (480,640) Total General Funds 6,231,811 22,993,529 - 20,122,918 785,000 - 8,317,422 Special Revenue Funds
Gas Tax 2,715,708 1,168,000 - 174,659 1,815,000 - 1,894,049 Transportation Impact 539,231 20,000 - - 30,000 - 529,231 Drainage Impact 756,336 70,000 - - 280,000 - 546,336
Tree Mitigation 15,434 325 - - - - 15,759
Creek Mitigation 4,161 50 - - - - 4,211
Park Dedication 819,144 105,000 - - 155,000 - 769,144
Federal Grants - 1,795,000 - - 1,795,000 - -
ARPA State & Local Fiscal Relief Grant - - - - - - -
State Grants - - - - - - -
Recycle Grants 230,687 5,000 - 103,000 - - 132,687
Other Grants - - - - - - -
Transportation Dev Act (TDA) - - - - - - -
Accessibility Compliance Fund 12,969 2,900 - - - - 15,869 Supplemental Law Enforcement Grant 145,284 197,000 - 200,000 - - 142,284 CCTA - Return To Source 962,992 25,000 - - 250,000 - 737,992 CCTA - Regional $ Program 28C 113,460 4,500 - 6,000 30,000 - 81,960 Rd. Maintenance (Garbage Co.) 1,803,003 730,000 - - 2,305,000 - 228,003 Wilder Endowment 70,862 2,000 - - - - 72,862
Field Maintenance Surcharge 126,423 34,000 - - - - 160,423 Facility Maintenance Surcharge 192,843 46,000 - 30,000 - - 208,843 Affordable Housing 126,720 3,000 - 20,000 - - 109,720
General Plan Surcharge 188,888 34,000 - 20,000 - - 202,888 Permit Technology Surcharge 80,749 9,000 - - - - 89,749 Assessment Dist L-42 21,871 10,071 - 8,016 - - 23,926
Assessment Dist M-9 (2,853) 16,560 - 16,610 - - (2,903) Assessment Dist M-11 (77,729) 37,712 - 116,168 - - (156,185) Stormwater Utility (7,155) 300,000 - 356,141 - - (63,296) Library Parcel Tax 303,112 509,000 - 502,157 - - 309,955 Wilder Cmmty Facility District (3,950) 498,500 - 498,500 - - (3,950) Total Special Revenue Funds 9,138,190 5,622,618 - 2,051,251 6,660,000 - 6,049,557 Capital Funds
Capital General 4,612,541 - - - 165,000 - 4,447,541
Oaksprings 272,933 6,500 - - - - 279,433
Rd & Drainage Stabilization 421,046 20,000 - - 90,000 - 351,046 Total Capital Project Funds 5,306,520 26,500 - - 255,000 - 5,078,020 TOTAL OPERATING & CAPITAL 20,676,521.00 28,642,647 $ - $ 22,174,169 $ 7,700,000 $ - $ 19,444,999 Debt Service Funds
2014 GO Bonds (Series A & B) 1,082,092 1,293,300 - 1,239,834 - - 1,135,558 2016 GO Bonds (Series A) 1,340,932 1,794,600 - 1,753,908 - - 1,381,624 Total Debt Service Funds 2,423,024 3,087,900 - 2,993,742 - - 2,517,182 Internal Service Funds (ISF)
Information Systems 1,470,217 253,500 - 366,000 - - 1,357,717 Building Maintenance 1,504,067 181,500 - 139,750 420,000 - 1,125,817 Vehicle Replacement 175,484 203,600 - 665,000 - - (285,916) Risk Management 467,262 700,000 - 686,000 - - 481,262
Total Internal Service Funds 3,617,030 1,338,600 - 1,856,750 420,000 - 2,678,880 TOTAL ALL FUNDS 26,716,575.00 33,069,147 $ - $ 27,024,661 $ 8,120,000 $ - $ 24,641,061 Draft
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Overview of Sources and Uses
The following tables provide an overview of sources (revenues and transfers in) and uses (expenditures and transfers out) for all funds, except for Debt Service and Internal Service Funds. An Internal Service Fund (ISF) collects charges from departments to distribute costs as part of the operating budget. Since the operating department expenditure already includes an expense for ISF Operating Charges, they have been excluded from the overview to avoid duplicating the same expense. General Obligation Bond (GO Bond) debt service is paid from a special property tax rate levied for this purpose. GO Debt Service has been excluded from the Overview to avoid distorting the operating and capital project revenue and expenditures. Additional details regarding both the ISF and GO Bonds are included later in this document.

SOURCES AND USES

ALL FUNDS (EXCLUDING ISF & DEBT SERVICE FUNDS)
YEAR 1
FY 2025-26 BUDGET
YEAR 2
FY 2026-27 BUDGET
General
Purpose
General Fund Other Funds Total
General
Purpose
General Fund Other Funds Total
Revenue $ 18,527,797 $ 11,311,466 $ 29,839,263 $ 18,948,529 $ 9,694,118 $ 28,642,647 Transfers in - 2,000,000 2,000,000 - - -
Total Sources $ 18,527,797 $ 13,311,466 $ 31,839,263 $ 18,948,529 $ 9,694,118 $ 28,642,647 Expenditures- Operating $ 18,286,841 $ 4,305,874 $ 22,592,715 $ 18,815,641 $ 3,358,528 $ 22,174,169 Expenditures- Capital (CIP) - 13,581,900 13,581,900 - 7,700,000 7,700,000 Transfers Out 2,685,000 - 2,685,000 - - -
Total Uses $ 20,971,841 $ 17,887,774 $ 38,859,615 $ 18,815,641 $ 11,058,528 $ 29,874,169 As shown in the tables above,
• Total spending for Year 1 (FY 2025-26) is $38.9 million funded by $29.9 million in revenue and interfund transfers total $2.0 million. $7.0 million of spending was one-time in nature and appropriately funded by accumulated fund balance.
• The General Fund represents 62% of the revenue and 84% of the operating expenditure for FY 2025-26. • The total spending for Year 2 (FY 2026-27) is $29.8 million funded by $28.6 million in revenue. The remaining uses of $1.2 million is one-time in nature (primarily CIP related) and appropriately funded with the accumulated fund balance (primarily from “Other Funds”). • The General Fund represents 66% of the revenue and 85% of the operating expenditure for FY 2026-27.

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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 28
Revenue Overview
As shown in the chart below, revenues are estimated to be $33.0 million and $34.2 million for FY 2025-26 and FY 2026-27 respectively for all funds out of which $4.4 million revenues for both years accounted for in the General Obligation (GO) Debt Service Funds and in the Internal Service Funds.

FY2022-23
Actual
FY2023-24
Actual
FY2024-25
Budget
FY 2025-26
Budget
FY2026-27
Budget

TOTAL ALL FUNDS
(Excl. Debt and Internal Service Funds) $ 30,496,502 $ 29,068,104 $ 29,629,448 $ 29,839,263 $ 28,642,647 TOTAL INTERNAL SERVICE FUNDS $ 1,070,369 $ 984,512 $ 1,028,030 $ 1,298,600 $ 1,338,600 TOTAL DEBT SERVICE FUNDS $ 2,982,238 $ 2,955,500 $ 2,734,000 $ 3,057,900 $ 3,087,900 TOTAL ALL FUNDS $ 34,549,109 $ 33,008,116 $ 33,391,478 $ 34,195,763 $ 33,069,147 The General-Purpose General Fund accounts for roughly 60% or more of total revenues excluding debt and internal service funds each year. The “General-Purpose” General Fund revenue excludes the Add-On Sales Taxes, even though they are a General Fund Revenue. Beginning April 1, 2021, the ½ cent Add-on Sales Tax was replaced with a 1-cent tax that was approved by the voters in November 2020. The expenditure of these taxes is tracked and reported separately in order to share with the public the priorities addressed by this additional revenue source. It has been programmed to be used for repairing roads, storm drains, and fire prevention and preparedness programs and is not typically used for general operations.

General-Purpose General Fund Revenue Highlights –
• Between 73% of the available revenue comes from taxes in both fiscal years. o Property Taxes comprise approximately 58%
o General Purpose Sales Tax accounts for 8%
o Franchise Taxes account for 8%
• Property Tax assumed valuations are estimated to increase by 2.5% in FY 2025-26. • Staff worked with the City’s sales tax consultant to estimate changes in the Sales Tax collected. The methodology applies adjustments based on the category of retail sales using the current mix of retailers. The budget estimate is flat for the two-year budget cycle as global

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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 29
economic uncertainty surrounding tariffs and a potentially recessionary environment on the horizon.
• Interest revenue has been adjusted upward to reflect the current interest rate environment.

Over the two year budget cycle, it is anticipated that interest rates will decline slightly. Rents and interest represent approximately 1% of the total revenue. • Over 24% of the available revenue comes from Fees and Charges o The largest components are Recreation Fees and rentals, which represent over 58% of this category while Development Services contribute approximately 1/3 of the Fees and Charges.
• Recreation revenue is projected to remain strong, as demand has continued with the end of the pandemic restrictions and capacity to provide programs and facilities has also increased. • The Parks and Recreation Department continues to coordinate the use of OUSD playfields under a joint use agreement.

General Fund - Add-On Sales Tax - Highlights
• Revenue from the local add-on sales tax (Measure R), approved in November 2020 and collection began April 1, 2021, is reported separate from the previous voter approved tax.
• The Add-on Sales Tax substantially outpaces the General Sales tax, as it is collected on a different basis (not only point of sale location). The City receives taxes on transactions delivered to Orinda. Also, the tax is collected on vehicles purchased elsewhere that are registered to an address in the City. The revenue is now estimated to be approximately $3.9 million per year.

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

Federal and State Grants:
• As discussed in the CIP some projects are proposed with grant funding (Federal earmarks) that have not been awarded. If the funding is not secured the projects will not move ahead until an adjusted budget is presented.

Wilder Community Facilities District (CFD) Reimbursement • The budgeted revenue is tied to expenditures in providing Police Services as well as park field maintenance in accordance with the District formation documents. The City receives reimbursement from the CFD Administrator once actual costs are known and after the end of the Fiscal Year.

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BUDGET SUMMARY
Biennial Budget Fiscal Years 2025-26 and 2026-27 30
Internal Service Funds - Highlights
• Information Technology Fund Revenue (charges to operating departments) decreased in FY 2025-26 and 2026-27. The 16% decrease is based upon having an adequate fund balance already available because of previous year’s Federal Grant Funding to address certain one-time costs, such as implementing new software technologies in Planning, Finance and Records Management.
• Building Maintenance Fund Revenue (charges to operating departments) remained constant for FY 2025-26 and 2026-27. The Maintenance reorganization effort unfolds, future allocations will likely increase as current facility needs are gathered and a facility maintenance and replacement plan is developed. For the first time, Measure R is being charged $6,000 annually for this purpose. The allocation is a factor of staffing. • Fleet Replacement Fund Revenue (charges to operating departments) is constant in FY 2025-26 and FY 2026-27. Based upon the current worldwide political climate, this allocation may need to be adjusted if the cost of replacement vehicles sees significant increases due to tariffs.
• Risk Management Fund Revenue (charges to operating departments) is proposed to increase as a result of increasing premiums across the entire insurance industry.

Although a majority of the premium increase is occurred in Fiscal Year 2024-25, no adjustments to the allocation occurred last year. As a result, the increase in budget from 2024-25 as well as the increase associated with premiums for 2025-26 required a substantial increase in allocation to the operating departments. In addition, the Risk Management Fund is recommended to receive a one-time transfer of $635,000 from the General Fund to cover costs of two large settlements at the end of 2023-24, as well as the shortfall caused by the 2024-25 premium increase.

General Obligation Debt Service Funds - Highlights
• Total revenue from the special taxes levied is estimated at $3.1 million in both fiscal years in this budget cycle. The amount of revenue is based on taxes required to cover the debt payments as established in the financing documents. The City Council adopts a tax rate in August after the assessed value in the Preliminary Tax roll is provided by the County.

Detailed line-item revenue for each fund is listed in the schedule provided in the Revenue section towards the end of this book.

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DEPARTMENTAL SUMMARIES
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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 33
City Council
The City Council is the elected policy-making body for the City of Orinda. It is composed of five members elected atlarge who serve four-year overlapping terms. The City Council members are volunteers and receive no compensation for their services. The Mayor is elected by the City Council from among its members. The City Council has stated its guiding policies to keep the Orinda government small but service-oriented, keep the City’s fiscal condition sound and preserve an adequate fund balance, and to operate an effective, common-sense local government.

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

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

Highlights
• The regular City Council meetings are conducted twice each month and additional special meetings are scheduled on an as-needed basis.
• The City Council is responsible for establishing strategic policy goals and priorities for all City Services. The discussion and adoption of the policies occur at public meetings with an opportunity for public input. • City Council Members serve as advocates for the City regarding state and regional policies that impact City services and quality of life.
• Members serve in a quasi-judicial capacity for hearing the appeal of land use applications as provided for in the Orinda Municipal Code.
• The City Council adopts the biennial Budget and the City’s Capital Improvement Program. • The City Council appoints the City Manager and the City Attorney positions. • Appoint volunteer community members to locally established Commissions, Committees, and Boards.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 34
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Materials & Supplies $ 658 $ 457 $ 650 $ 300 $ 300
Special Department Expense 103,865 21,356 105,750 98,900 74,389 Total $ 104,523 $ 21,813 $ 106,400 $ 99,200 $ 74,689
Expenditures by Funds
General Fund $ 104,460 $ 21,813 $ 106,300 $ 99,100 $ 74,589 Measure R Sales Tax 63 - 100 100 100
Total $ 104,523 $ 21,813 $ 106,400 $ 99,200 $ 74,689
Expenditure by Divisions
City Council $ 104,523 $ 21,813 $ 106,400 $ 99,200 $ 74,689 Total $ 104,523 $ 21,813 $ 106,400 $ 99,200 $ 74,689

CITY COUNCIL EXPENDITURES WITH FUNDING SOURCES
Analysis
Almost all of the funding for City Council activity is all from the City General Fund. At the June 20, 2023, budget adoption, the City Council approved Legislative Advocacy in the recurring amount of $75,000 annually and this is reflected in the table above as Special Department Expense.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 35
City Manager
The Office of the City Manager is responsible for recommending policy and implementing policy directions as established by the City Council. This includes enforcing all laws and ordinances enacted by the City and managing all personnel and contractors providing services to the citizens of Orinda. The City Manager Budget also includes the budget for administrative support of programs and services implemented with Measure R Funds.

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

Services / Responsibilities
• Provide responsible leadership, management, and strategic planning for the City and oversee the implementation of City Council policy priorities and objectives. • Responsible for the general administration and oversight of all City departments, guide the annual budget process, review capital projects, coordinate the City Council agenda process, and provide direct support to the City Council. The Office also administers and monitors the City’s franchise agreements and a variety of service-related agreements.
• Manage, coordinate, and monitor progress on development and infrastructure projects to ensure their completion in an orderly and timely manner.
• Monitor citizen input, inquiries, and correspondence and monitor Staff response. • Work with ad-hoc committees to develop solutions to problems impacting the Orinda community. • Oversee the City’s legislative efforts, including implementing the City Council’s Legislative Platform. • Lead the agency as the Emergency Manager, through its disaster preparedness program, including conformance with the City’s Emergency Operations Plan, Local Hazard Mitigation Plan, Safety Element and serve as liaison to other agencies responsible for response to Orinda. • Establish ongoing communication with Orinda residents. • Evaluate overall City operations to create an increasingly efficient and responsive organization. • Provide direction and oversight of Staff assigned to implement new programs and services with the Measure R Funds approved by the voters in November 2020.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 36
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Wages $ 450,317 $ 495,430 $ 534,807 $ 534,640 $ 554,422 Benefits 130,873 142,697 154,561 137,250 140,788
Total Wages & Benefits 581,190 638,127 689,368 671,890 695,210 Contract Services 155,697 86,838 91,600 159,415 162,915 Materials & Supplies 7,552 7,407 10,450 12,700 12,250
Special Department Expense 179,046 204,132 533,808 547,391 267,108 Vehicle Expenses 302 1,613 350 1,800 1,800
Total $ 923,787 $ 938,117 $ 1,325,576 $ 1,393,196 $ 1,139,283 Expenditures by Funds
General Fund $ 479,651 $ 457,217 $ 513,286 $ 596,969 $ 596,826 Measure R Sales Tax 444,136 480,900 812,290 796,227 542,457 Total $ 923,787 $ 938,117 $ 1,325,576 $ 1,393,196 $ 1,139,283 Expenditure by Divisions
City Manager $ 923,787 $ 938,117 $ 1,325,576 $ 1,393,196 $ 1,139,283 Total $ 923,787 $ 938,117 $ 1,325,576 $ 1,393,196 $ 1,139,283

CITY MANAGER EXPENDITURES WITH FUNDING SOURCES
Analysis
The projected FY 2024-25 Measure R Fuel Fuels Mitigation Incentive Pilot Program is $55,000, leaving roughly $285,000 of the initial $400,000 allocation unawarded by fiscal year end. The City Council made some changes to the incentive program last year, so Staff is recommending that the remaining $285,000 of unspent allocation be made available in Fiscal Year 2025-26.

The General Fund portion of the Budget reflects largely a continuation of existing programs and service levels. As shown in the Department Funding Summary activities, this Department is funded by two different sources. More than 42% of the FY 2025-26 expenses are supported by the General Fund.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 37
City Attorney
The City Attorney is appointed by the City Council to provide ongoing legal support to the City Council and City Staff.

Responsibilities include providing legal advice on a wide range of issues; preparing ordinances and resolutions; reviewing contracts and other agreements; and managing litigation. The City contracts with the firm Shute, Mihaly & Weinberger LLP for the City Attorney services. Among the services provided by the firm is legal support required in association with the review and approval of major development applications. These activities are fully reimbursed by the applicant. In addition, the City has a separate agreement for specialized Labor Relations / Human Resources services with Mouser Law Firm.

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

Services / Responsibilities
• Attend regular Council meetings; attend special meetings and workshops, as needed. • Attend Commission and Committee meetings as needed.
• Draft and/or review ordinances, resolutions, contracts, and other legal documents. • Advise the City Council and Staff regarding land use and other appeals. • Advise the City Council and Staff regarding legal issues raised by subdivisions and other development proposals submitted to the City for review.
• Advise the City Council and Staff regarding property acquisition and other legal issues raised by Capital Improvement Program projects.
• Advise the City Council and Staff regarding labor relations issues arising from contract negotiations. • Advise the City Council and Staff regarding employee relations issues when necessary, including discipline matters.
• Represent the City in litigation that is not covered by the City’s insurance provider. • As needed work with outside defense counsel in litigation covered by the City’s insurance provider. • Review and make recommendations on pending litigation. • Provide regular reports to the Council regarding legal matters. • Provide training as needed regarding the Brown Act, Public Records Act, and Political Reform Act (conflicts of interest).
• Assist the Council and staff in limiting litigation exposure and containing legal costs Draft
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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 38
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Contract Services 585,871 540,319 603,000 $ 667,500 $ 670,000 Total $ 585,871 $ 540,319 $ 603,000 $ 667,500 $ 670,000 Expenditures by Funds
General Fund $ 481,747 $ 532,915 $ 598,000 $ 602,500 $ 605,000 Measure R 4,953 432 5,000 5,000 5,000
Gas Tax 3,704 - - - -
General Plan Fund 95,467 531 - 60,000 60,000
Affordable Housing - 6,441 - - -
Total $ 585,871 $ 540,319 $ 603,000 $ 667,500 $ 670,000 Expenditure by Divisions
City Attorney $ 585,871 $ 540,319 $ 603,000 $ 667,500 $ 670,000 Total $ 585,871 $ 540,319 $ 603,000 $ 667,500 $ 670,000

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

FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Reimbursement Legal Services 154,716 $ $ 77,611 $ 150,000 $ 233,000 $ 233,000 Total $ 154,716 $ 77,611 $ 150,000 $ 233,000 $ 233,000
City Attorney -Development Services Fees
Analysis
The proposed budgets for FY2025-26 and FY226-27 are based upon actual historical billings with an allowance to accommodate some fluctuation in workload. The City is billed for legal services based on the number of hours actually used.

The funding for this activity is mostly from the City General Fund, with $5,000 budgeted Draft
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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 39
City Clerk
The City Clerk’s Office serves as a liaison and
primary point of contact for the City Council, City
departments, and the public regarding the
legislative history and operations of the City. The
City Clerk is the local official for elections, the
Political Reform Act, the Maddy Act, the Public
Records Act, and the Brown Act. The City Clerk
manages key City records to ensure that all
actions on agendas, ordinances, resolutions,
minutes, and agreements are correctly executed,
recorded, and filed. The City Clerk is responsible
for maintaining the official records of the City.

The City Clerk maintains custody of and affixes
the City Seal to legal documents and administers
the Oath of Office to newly elected Council members and appointed Commissioners. The City Clerk also supervises the Administrative Assistant I/II position, which is assigned to this Department and generally serves all administrative departments at City Hall.

Staffing Level
The proposed Budget contains two staffing positions: City Clerk and Administrative Assistant I/II. The Administrative Assistant I/II position supports administrative tasks for the City Manager, City Clerk, Human Resources, Finance, and serves as the main City Hall receptionist. All costs for the position are reported as part of the City Clerk Budget.

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

Services / Responsibilities
• Maintain all official City records, contracts, and agreements. • Provide research and information services to the public and City staff as required. • Administer the City’s Conflict of Interest Code and serve as Filing Official for FPPC • Prepare City Council agendas and supporting documents for distribution. • Serve as staff support during all City Council meetings and records of the meeting. • Prepare and maintain lists of Boards and Commissions as required by State Law. • Coordinate Commission and Committee administration and recruitment. • Publish legal notices and ordinances; notarize, certify, and record official City documents. • Process liability claims and lawsuits and manage bid opening process.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 40
• Maintain Municipal Code.
• Conduct City Elections.
• Manage the processing and review of City contracts.

FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Wages $ 199,584 $ 221,633 $ 212,315 $ 258,845 $ 270,499 Benefits 56,057 59,437 60,035 66,278 68,358
Total Wages & Benefits 255,641 281,070 272,350 325,123 338,857 Contract Services 33,097 45,953 26,500 22,000 23,000
Materials & Supplies 1,811 2,961 3,100 1,400 1,400
Special Department Expense 68,570 39,058 83,311 61,610 105,245 Total $ 359,119 $ 369,042 $ 385,261 $ 410,133 $ 468,502 Expenditures by Funds
General Fund $ 348,121 $ 369,042 $ 385,261 $ 410,133 $ 468,502 ARPA 10,998 - - - -
Total $ 359,119 $ 369,042 $ 385,261 $ 410,133 $ 468,502 Expenditure by Divisions
City Clerk $ 336,842 $ 369,042 $ 353,761 $ 409,933 $ 428,302 Elections 22,277 - 31,500 200 40,200
Total $ 359,119 $ 369,042 $ 385,261 $ 410,133 $ 468,502

CITY CLERK EXPENDITURES WITH FUNDING SOURCES
General Fund Fees and Charges Offsetting Department General Fund Costs Minor revenue is collected to reimburse for Geologic Hazard Abatement District Clerk of the Board services and in election years candidates who elect to have a statement in the voter guide also reimburse the printing costs.

FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Reimbursement - City Clerk $ 5,203 $ 15 $ 2,500 $ 2,500 $ 2,500 Total $ 5,203 $ 15 $ 2,500 $ 2,500 $ 2,500

CITY CLERK - REIMBURSEMENT
Analysis
In FY 2026-27 the costs in the Special Department Expenses increase based on the inclusion of $31,500 for Election Services. The amount included is an estimate to accommodate the regular City Council election that would occur in November 2024. In both Fiscal Years 2025-26 and 2026-27 there are funds allocated from the IT Internal Service Fund to upgrade the City’s Record Management function as per Council direction from March 12, 2024.

The funding for this activity, except for as noted (IT Internal Service Fund), is all from the City General Fund.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 41
Administrative Services
The Administrative Services function provides internal support activities to all departments in the areas of finance, risk management, and human resources. The Administrative Services Director serves as the City Treasurer and coordinates risk management activities related to general liability and property insurance. Human Resources Manager provides for the administration of the City’s risk management functions related to workers’ compensation and occupational health and safety.

Staffing Level
Divisions / Programs
The Administrative Services Budget includes three separate divisions: Finance; General Services; and Human Resources. Information Technology services are provided by a contractor managed by the Administrative Services Director; however, the operating and capital costs are accounted for in the Information Technology Internal Service Fund.

The Finance Division is responsible for maintaining detailed financial records; accounts payable; accounts receivable; payroll; fixed asset management; financial planning, forecasting and reporting; banking; coordinating annual audits; budget development; debt administration; coordination of the City’s investments; and certain risk management functions.

The Human Resources Division
manages wages, salary and
benefits administration, recruitment
and selection, employee and labor
relations, citywide employee
training and recognition programs,
as well as administration of the
City’s risk management functions
related to workers’ compensation
and occupational health and safety.

The General Services Division
includes certain supplies and
services that are utilized by all
departments.

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Biennial Budget Fiscal Years 2025-26 and 2026-27 42
Services / Responsibilities
Finance
• Process payroll biweekly, prepare vendor payments, plus track and collect various accounts receivable. • Prepare and manage financial records and reports including the biennial budget; mid-year budget analysis; mid-cycle budget revisions; state reporting; tax reporting; etc. • Coordinate the annual audit and oversee the issuance of the Annual Comprehensive Financial Report (ACFR).
• Administer the City’s special assessment districts, general obligation taxes, and parcel taxes. • Facilitate all debt service payments and compliance with annual disclosure requirements • Update the fee schedule on an annual basis.
• Manage banking relationships and oversee the City’s treasury. • Provide support to the Finance Advisory Committee and Library Parcel Tax Oversight Committee. • Review and prepare information required for the Financial Section of all City Council Reports Human Resources
• Administer and coordinate the provisions of the Memorandum of Understanding with the Teamsters Local Union No. 856, including amendments as necessary, and manage the terms and conditions of employment for Unrepresented Employees (management and mid-management groups). • Provide advisory support to management on matters related to employee relations and workplace issues. • Lead recruitment efforts to attract, assess, and hire qualified candidates for City positions. • Maintain and update personnel files, policies, and procedural guidelines to ensure accuracy and compliance. • Facilitate and promote professional development by coordinating training opportunities for all City staff. • Review and revise the City of Orinda Personnel Rules manual and ensure policies remain current, relevant and legally compliant.
• Oversee employee leave programs, including workers’ compensation and FMLA/CFRA, and coordinate return-to-work procedures.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 43
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Wages $ 650,991 $ 706,107 $ 688,084 $ 760,129 $ 782,526 Benefits 253,564 257,228 276,202 275,916 284,775
Total Wages & Benefits 904,555 963,335 964,286 1,036,045 1,067,301 Contract Services 110,345 114,110 106,500 103,550 107,550 Materials & Supplies 31,974 23,928 40,000 84,200 86,200 Special Department Expense 108,125 189,573 124,482 220,049 234,422 Vehicle Expenses - 191 - - -
Total $ 1,154,999 $ 1,291,137 $ 1,235,268 $ 1,443,844 $ 1,495,473 Expenditures by Funds
General Fund $ 1,120,422 $ 1,291,137 $ 1,231,268 $ 1,439,844 $ 1,491,473 Measure L 993 - - - -
Measure R 3,051 - 4,000 4,000 4,000
ARPA 5,409 - - - -
Recycle Fund 25,124 - - - -
Total $ 1,154,999 $ 1,291,137 $ 1,235,268 $ 1,443,844 $ 1,495,473 Expenditure by Divisions
Finance $ 863,669 $ 928,275 $ 921,321 $ 1,027,996 $ 1,061,864 Human Resources 241,417 294,804 285,447 277,800 290,123 General Services 49,913 68,058 28,500 138,048 143,486
Total $ 1,154,999 $ 1,291,137 $ 1,235,268 $ 1,443,844 $ 1,495,473

ADMINISTRATIVE SERVICES DEPARTMENT EXPENDITURES WITH FUNDING SOURCES General Fund Fees & Charges Offsetting Department General Fund Costs The Department receives a small reimbursement from the Orinda GHAD for providing Treasurer and a charge for Audit services was added beginning FY 2022-23.

FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Reimbursement - GHAD Finance 1,750 1,500 3,000 3,000 3,000 Total $ 1,750 $ 1,500 $ 3,000 $ 3,000 $ 3,000

ADMINISTRATIVE SERVICES - FEES AND CHARGES
Analysis
The proposed FY 2025-26 and FY 2026-27 budgets include salary and benefits without any change in the proposed staffing levels. The proposed Budget also includes consultant costs associated with monitoring the Measure R Sales Tax estimated at $4,000 in the Measure R Fund. In addition, costs associated with administration of and contribution to special benefit districts are accounted for in General Services category.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 44
Public Safety
Police Services, commonly referred to as the Orinda Police Department, are provided through a contract with the Contra Costa County Office of the Sheriff. The contract cost of the services is based on the number of personnel assigned, as well as other costs associated with providing services to Orinda. The City has some flexibility in the level of services and can request adjustments to the staffing level. In terms of capital investment, the City purchases patrol vehicles and other equipment. To support the functions of Orinda Police, a City employee is assigned to the Department (Senior Administrative Assistant). The City also provides part-time Parking and Traffic Specialists to enforce parking regulations. This budget also includes the cost of Animal Control Services, which is provided under a separate contract with Contra Costa County.

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

CONTRACT PERSONNEL

EMPLOYEES OF CONTRA COSTA COUNTY OFFICE OF THE SHERIFF
The City contracts with the County to provide on-site Police Services personnel. The budget for Police is based on the estimated cost for a total of 15 sworn positions working from the Orinda City Hall and consists of the following classifications: Police Manager (1); Sergeant (2); Deputy (11). Off-site Dispatch Services and Crime Lab Services are provided by the Contra Costa County Sheriff’s Office.

Divisions / Programs
The proposed Public Safety Budget is broken down into six programs / divisions based on the type of activity. The Programs are:
• Administration
• Patrol
• Investigations
• Disaster Preparedness
• Parking Program
• Animal Control
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DEPARTMENTAL SUMMARIES
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Services / Responsibilities
Administration
• Plan and direct all primary and supporting activities within the department. • Develop policy and coordinate with other City departments and other governmental agencies. • Coordinate internal affairs investigations, emergency disaster units, and accident reviews. • Maintain the required certifications and training standards for all employed classifications and assure that the workforce is properly equipped to accomplish the department’s mission. • Represent the department in the community to assure that services provided are relevant to community needs, comply with the law, and follow the direction established by the City Council. • Coordinate and prepare the Annual Report, which reviews crime, traffic statistics, and the department’s accomplishments.

Crossing Guards for schools will report to the Police Department for actions and deployments. The Police Department will monitor the contract and future negotiations.

Patrol
• Respond to calls for service and enforce laws.
• Complete reports including the investigation of reported traffic accidents and crimes. • Provide Community Outreach and public information related to public safety issues.

Investigations
• Provide thorough investigations of all felony crimes against persons and property including burglaries, thefts, vice, narcotics, financial/fraud, and selected misdemeanors. • Gather criminal intelligence for patrol personnel to identify crime trends and patterns in the community and apprehend criminals.
• Provide supervision for dayshift patrol officers.

Disaster Preparedness
• Provide federally mandated training and instruction for all City staff to meet National Incident Management System guidelines (NIMS).
• Work in conjunction with City Staff, Moraga Orinda Fire Department, and other disaster preparedness officials to conduct emergency management exercises.
• Support efforts to extend disaster preparedness information between City of Orinda staff, school districts and community volunteers.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 46
Parking Program
• This program is coordinated and supervised by City Staff within the Public Works Engineering Budget. • Conduct enforcement of parking restrictions as established by the City Council. • Support the development of pilot and expanded initiatives related to permit parking restrictions. • Assists with traffic control duties on an as needed basis at special events or if warranted at an accident or road closure/detour.

Animal Control
• Pick up and remove dead animals.
• Respond to injured or straying animals.
• Conduct investigations into license violations.
• Handle reports of rabid animals, barking dogs, and wild animals at large.

Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Wages $ 80,430 $ 85,960 $ 102,767 $ 120,975 $ 123,545
Benefits 23,107 24,053 25,681 53,950 55,756
Total Wages & Benefits 103,537 110,013 128,448 174,925 179,301 Contract Services 4,274,730 4,630,991 5,205,305 5,861,000 5,960,950 Materials & Supplies 38,555 89,275 47,950 48,500 48,500 Special Department Expense 247,266 222,938 218,927 223,123 223,959 Vehicle Expenses 123,973 124,349 120,500 127,000 132,000 Capital Outlay - - 20,000 15,000 15,000
Total $ 4,788,061 $ 5,177,566 $ 5,741,130 $ 6,449,548 $ 6,559,710 Expenditures by Funds
General Fund $ 4,211,924 $ 4,793,993 $ 5,305,580 $ 5,863,548 $ 6,079,710 Measure R 587 - 45,000 186,000 80,000
State COPS Grant 200,000 200,000 200,000 200,000 200,000 Wilder Community Services 375,550 183,573 190,550 200,000 200,000 Total $ 4,788,061 $ 5,177,566 $ 5,741,130 $ 6,449,548 $ 6,559,710 Expenditure by Divisions
Police Administration $ 608,480 $ 660,728 $ 753,516 $ 756,992 $ 777,052 Police Patrol 3,321,064 3,624,434 3,880,940 4,311,570 4,433,570 Investigations 668,356 682,701 799,019 775,890 823,840
Disaster Preparedness 587 - 45,000 186,000 80,000
Parking Program 37,522 37,452 52,655 180,096 180,248
Animal Control 152,052 172,251 210,000 239,000 265,000
Total $ 4,788,061 $ 5,177,566 $ 5,741,130 $ 6,449,548 $ 6,559,710

POLICE EXPENDITURES WITH FUNDING SOURCES
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General Fund Fees and Charges Offsetting Department General Fund Costs FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Fingerprinting Fees $ 11,415 $ 12,383 -$ $ 10,000 $ 10,000 Impound Recovery Fees 2,937 2,606 10,500 2,500 2,500
Vehicle Abatement Fees 12,545 17,717 20,000 30,000 30,000 Vehicle Court Fines 24,500 20,372 - 12,000 13,000
Parking Fines - Payment 20,261 20,457 20,000 15,000 20,000 Miscellaneous Fees & Revenues 200 - 10,000 60,000 60,000 Total $ 71,858 $ 73,535 $ 60,500 $ 129,500 $ 135,500

POLICE REVENUES (FEES AND FINES)
In addition to the General Fund Revenue that offsets the cost of services, the services are also supported by two special revenue funds. The City receives an annual State Grant for funding of front-line police services, and the City also receives reimbursement from the Wilder Community Facilities District (CFD) to offset the cost of approximately

0.5 FTE of a contract deputy position.

Analysis
The Budgets presented for FY2025-26 and FY2026-27 reflect an increase in staffing levels with the anticipated addition of a dedicated daytime officer position which will work closely with the community and City Staff on disaster preparedness efforts, schools and the new crossing guard program. The crossing guard program will cost $120,000 and is budgeted in the Parking Enforcement division and an offsetting $60,000 of Miscellaneous Revenues representing the Schools District’s share of the program are reflected in the revenue section. An additional $29,000 has been included for Animal Control Services which is based on the latest estimate provided by Contra Costa County.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 48
Public Works and Engineering
The Public Works and Engineering Department is responsible for maintenance activities along approximately 92 miles of public right-of-way, including associated public drainage facilities/storm drains. During FY 2024-2025, Facilities Maintenance and Park and Landscaping Maintenance were transferred to Public Works. The Department also provides administration of the Capital Improvement Program; the Stormwater Management Program, and Traffic Engineering. The Department’s mission is to carry out these responsibilities in a manner that will provide a safe, clean, and attractive semi-rural environment for the City's residents, and to efficiently maintain facilities to maximize their service life. Department functions are distributed among several program areas.

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

Divisions / Programs
The Public Works Budget includes nine different programs and/or divisions in order to identify costs associated with key areas of responsibility. These programs/divisions are Administration; Development Services; Traffic Management; Pavement Management; Drainage Maintenance (including NPDES/Stormwater Management); Maintenance; Parks Maintenance; Facilities Maintenance, and Lighting & Landscaping Districts.

The Administration Division provides management direction, supervision, and administrative support for all activities undertaken by the Department. The Development Services Division conducts engineering reviews, to ensure that new development is consistent with the City's regulations, and that the impacts to existing infrastructure are mitigated.

The Traffic Management program encompasses engineering directed at managing and regulating the flow of vehicular, pedestrian, and bicycle traffic within the public rights-of-way. The Pavement Management program allocates operating budget resources to maintain the pavement surfaces and road structural sections along publicly maintained Right-of-Way. It should be noted that the Capital Project Budget, which is in addition to the Operating Budget, includes significant funds for the actual reconstruction and rehabilitation of streets and roads. The Drainage Maintenance program supports the maintenance of public stormwater systems. The Maintenance Division encompasses other maintenance activities including traffic signals, street sweeping, maintenance of trails, pathways, guardrails, bridges, retaining walls, and streetlights. The Facilities Maintenance program maintains city buildings including the Orinda Library. The Lighting & Landscaping Districts program manages three districts that exist in Orinda – one commercial district that includes lighting and landscaping and two residential districts that provides street lighting (only).

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Services / Responsibilities
Administration
• Coordinate and manage the design and delivery of capital projects. • Manage the update of the Five-Year Capital Improvement Program. • Administer encroachment permit process, including utility company coordination and inspection of work by utilities and private contractors working within city right of way, and monitoring of required traffic control conditions
• Respond to written and verbal citizen requests for service and/or information. • Hire and manage consultants and contractors for functions that are outsourced, including managing the RFP (request for proposal) process.
• Respond to utility companies and other requests regarding facilities; administer contractor and utility company requests through USA program (underground service alert). • Monitor and administer grants obtained from Local, Regional State, and Federal grant programs. • Provide documents and input as needed for claims, lawsuits, Public Records Act requests when related to roads and drainage.
• Conduct and monitor certain City-owned properties associated with landslides: 94 & 106 Zander Dr. • Prepare the required Annual Engineer’s Report and levy or assessments for street lighting and landscape district(s).
• Prepare and submit post-construction monitoring reports where required by regulatory agency permits for various public works projects which have potential impacts to creeks. (These are typically for a five- to 10- year term, after project completion).
• Procure and maintain necessary supplies and equipment. • Maintain computerized records for projects, including property development records such as subdivision final maps and improvement plans.
• As needed, provide technical support at neighborhood meetings to disseminate information and obtain feedback on specific issues.
• Administer flood plain management per FEMA/FIRM (flood insurance rate map) requirements. • Participate in FEMA and Office of Emergency Services programs when available for emergency public aid, to obtain reimbursement for covered work.
• Review bridge inspection reports (submitted by Caltrans) and program necessary maintenance work.

Development Services
• Provide engineering completeness review and conditions of approval. • Review and process lot line adjustments, lot mergers, subdivision applications, subdivision agreements, and/or subdivision improvement plans. Checking is done to determine compliance with City ordinances and with the Subdivision Map Act of the State of California • Maintain data related to property development such as subdivision final maps, and improvement plans as required by the Subdivision Map Act; provide this information to the public upon request. • Ensure that permittees and developers are aware of and comply with erosion control and other new development best management practices related to stormwater quality. • Review SB9 lot split applications and administer approval process in coordination with Planning dept. • Participate in update of subdivision ordinance.

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Traffic Management
• Investigate complaints of neighborhood traffic problems; develop and implement solutions as appropriate which may include new traffic control and traffic calming measures. • Prepare and present staff reports to the Traffic Safety Advisory Committee. • Analyze statistical data, speed surveys, traffic volume counts as necessary, utilizing traffic engineering consultants when needed.
• Contract for and oversee traffic engineering surveys required for radar enforcement on streets in the City, as needed to support posted speed limits.
• Perform traffic studies when justified and implement recommendations, if approved. • Prepare traffic orders for road closures, parking restrictions, etc. • Participate in SWAT (Southwest Area Transportation Committee). • Administer “red flag day” no parking sign program.
• Coordinate with police and MOFD as needed to plan for emergency use of Miner Rd. reverse flow evacuation scheme.
• Provide traffic control set up in coordination with police for special events such as July 4 parade.

Pavement Management
• tilize MTC’s “StreetSaver” program to optimize available funding for pavement maintenance of public roads. • Patch potholes and make minor repairs to roads.
• Contract for emergency repairs of pavement and shoulder failures. • Replace existing traffic striping and renew faded striping as part of maintenance activities. • Provide Staff support to the Sales Tax Oversight Commission on use of supplemental sales tax funding for road and drainage projects.
• Program and report SB1 gas tax projects to CTC (California Transportation Commission) for use of LPP (Local Partnership Program) funds and RMRA (Road Maintenance and Rehabilitation Act) funds.

Drainage Maintenance
• Manage Storm Drain Repair Plan, which prioritizes pipes into Categories A and B. • Utilize City storm drain GIS to manage work and inspections on public storm drains. Update and correct data as repair projects are completed and new inspections are conducted. • Represent the City at Contra Costa Clean Water Program meetings. • Review and comment on drainage plans, stormwater management plans, and erosion control plans, including providing conditions of approval for new projects.
• Perform stormwater-related inspections (under contract with County Building/Grading Dept.) and refer code violations as needed.
• Coordinate compliance with the conditions of the Municipal Regional Permit issued by the San Francisco Bay Regional Water Quality Control Board.
• Coordinate the repair of drainage facilities through ongoing repair programs. • Manage NPDES activities, including performing required monitoring of City facilities, inspection of private development projects, and preparation and submittal of the annual report to the State Water Board. • Conduct debris removal and maintenance activities as required in public drainage facilities, including catch basins when needed (or as scheduled for inlet filter devices).

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DEPARTMENTAL SUMMARIES
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Maintenance
• Respond to regular hours and after hours call outs related to emergency conditions such as fallen trees in roadways, sink holes, blocked storm drains, flooding, landslides, wind damage • Arrange for removal of brush or trees on the public right of way, for wildfire fuel reduction or fire truck clearance.
• Issue vegetation clearance notices and drainage maintenance notices to private property owners, when observed and required per the City’s municipal code (including sight distance at corners). • Perform graffiti removal on public facilities when observed or reported. • Repair standard guardrail.
• Conduct inspections as needed for visibility of traffic signals or roadway signs. • Oversee signal maintenance contract.
• Place new traffic control signs and/or replace them as needed to maintain reflectivity or if damaged. • Conduct street sweeping of major arterials weekly and other streets once per month. • Budget for the funding for the Measure R Chipper Program aimed at reducing fire fuel throughout the community.

Facilities Maintenance
• Conduct routine maintenance on City facilities, including City Hall, Orinda Community Center, Wilder Art and Garden Center, and the Ranch House.
• Administer contracts for a variety of services, including custodial, plumbing, HVAC, electrical, and pest management.
• Identify and manage Capital Improvement projects related to City-owned and managed buildings. .

Parks Maintenance:
• Conduct routine maintenance on City parks, including Orinda Sports Fields, Orinda Community Park, Wilder Sports Fields, Pine Grove Park, Orinda Oaks Park and Open Space. • Conduct routine maintenance, through a cooperative agreement with Orinda Union School District, for their outdoor facilities for use by sports groups.
• Provide routine maintenance to landscaped medians along roads and facilities owned by the City. • Provide litter control, landscape maintenance, irrigation system repairs and inspection, play area and hardscape inspections and repairs to keep City-maintained parks safe for public use. • Provide contractual oversight to entities conducting work in all park and landscaped facilities. • Identify long-term maintenance needs and issues on an ongoing basis. • Coordinate contract to perform Annual Fire Fuel Reduction Program removing dead trees, brush, and trimming on public properties, including the Orinda Oaks Open Space.

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Lighting and Landscaping Districts
• Administers the contract with MCE Corporation to perform common area landscape maintenance in the Districts (LLDs).
o The L-42 Zone provides residential street lighting within four neighborhoods in South Orinda.

These neighborhoods are:
▪ Tahos Road from just north of Bates Blvd to the south cul-de-sac including Bates Court, Silverwood Court, and Oakridge Court; Meadow View Road from Meadow Lane to the north cul-de-sac.
▪ Valley Drive from Heather Lane to the south of Valley Court ▪ Courtney Lane
▪ Martha Road and Catherine Court (cul-de-sac sections of both streets) o The M-9 Zone provides residential street lighting in the Orinda Downs area along the following streets:
▪ Dalewood Terrace
▪ Amber Valley
▪ Sundown Terrace
▪ Redcoach Lane
▪ Singingwood Lane
▪ Silver Oak Terrace
▪ Coachwood Terrace
▪ Fallen Leaf Terrace
▪ Happy Valley Road
o The M-11 Zone provides street lighting; street sweeping; litter pick-up; and related utilities to commercial properties in the Village and Crossroads areas.

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Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Wages 1,695,471 2,005,751 2,490,404 $ 2,299,356 $ 2,376,537 Benefits 595,444 706,011 829,404 815,634 850,275
Total Wages & Benefits 2,290,915 2,711,762 3,319,808 3,114,990 3,226,812 Contract Services 1,626,187 1,455,063 2,094,064 2,119,124 1,636,975 Materials & Supplies 1,019,801 1,072,595 902,900 996,806 1,030,762 Special Department Expense 571,122 541,294 550,542 633,708 654,146 Vehicle Expenses 90,494 87,760 95,000 104,300 106,300
Capital Outlay - 58,250 - 5,000 5,000
Total 5,598,519 5,926,724 6,962,314 $ 6,973,928 $ 6,659,995 Expenditures by Funds
General Fund 4,244,756 4,557,562 4,937,930 $ 4,870,233 $ 5,025,671 Measure R 430,588 406,765 980,230 1,015,230 525,230
Gas Tax 131,699 176,001 167,696 171,696 174,659
State Grant - - - - -
Recycling Fund 113,990 96,533 125,000 103,000 103,000
CCTA Subregional Allocation 6,151 4,893 6,000 6,000 6,000 Facility Surcharge - - 30,000 30,000 30,000
Assessment Dist. L42 5,885 7,285 6,949 7,684 8,016
Assessment Dist. M-9 13,691 14,402 13,020 15,847 16,610 Assessment Dist. M11 73,052 83,011 88,875 112,730 116,168 Stormwater Utility 313,946 289,827 325,614 344,008 356,141 Library Assessment 517 1,842 - - -
Wilder CFD 2007-01 264,244 288,603 281,000 297,500 298,500 Total 5,598,519 5,926,724 6,962,314 $ 6,973,928 $ 6,659,995 Expenditure by Divisions
PW Administration 696,606 728,285 1,531,750 $ 1,467,103 $ 1,003,099 Development Services 295,728 305,864 377,256 383,464 390,201 Traffic Management 161,894 179,097 198,030 218,068 223,480 Pavement Management 361,649 444,632 506,885 555,665 570,068 Drainage Maintenance 624,283 652,481 778,294 869,370 894,791 Maintenance 744,814 785,302 952,643 1,007,524 1,041,027 Park Maintenance1 1,252,088 1,353,512 1,359,348 1,192,642 1,219,014 Facility Maintenance1 1,368,829 1,372,853 1,149,264 1,143,831 1,177,521 92,628 104,698 108,844 136,261 140,794
Total 5,598,519 5,926,724 6,962,314 $ 6,973,928 $ 6,659,995 1 Moved from Park and Recreation in current fiscal year

PUBLIC WORKS EXPENDITURES WITH FUNDING SOURCES
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General Fund Fees and Charges Offsetting Department General Fund Costs The following General Fund fees and charges are collected for services provided by the Department.

FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 FY 2026-27
Actual Actual Budget Proposed Proposed
Miscellaneous Revenue 736 400 400 $ 400 $ 400
Encroachment Permits 172,704 113,649 150,000 85,000 85,000 Engineering Fees 38,158 38,319 60,000 8,000 8,000
Project Reimbursement Revenue 126,795 101,825 150,000 78,000 78,000 Total 338,393 254,193 360,400 $ 171,400 $ 171,400

PUBLIC WORKS- REVENUE
Analysis
As shown in the Department Funding Summary table on the previous page, activities in this Department are funded from twelve different sources. Approximately 70% of expenses are supported by the General Fund. This budget also reflects the changes in cost structure resulting from the reorganization of maintenance functions. Previously maintenance costs associated with facilities and parks were reflected in the Parks and Recreation Department’s budgets. Those services and associated costs are now reflected as part the Public orks Department’s budgets for FY 2025-26 and FY 2026-27. Historical data associated with these maintenance costs are reflected in the information provided on the previous page for comparative purposes. These historical costs had previously been reflected in the Parks and Recreation Department’s summaries.

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Parks and Recreation
The Parks and Recreation Department develops and maintains a variety of City programs, as well as manages the use of City facilities and parks. More specifically, the Department is responsible for programming and renting parks, playfields, and facilities, open/natural spaces; and providing recreational, sports, educational, and cultural programs that enhance the physical, social, and emotional well-being of all residents of Orinda.

The Department is committed to enriching the lives
of our residents by providing enjoyable, accessible,
and inclusive recreational opportunities that
promote health, creativity, and community
connection. Through a diverse range of camps,
classes, programs, special events, and facilities for
public gatherings and activities, we strive to create
an environment that fosters social engagement,
physical well-being, and lifelong learning. Guided
by the values of California's Parks and Recreation
Society’s mission, we are dedicated to making life
better for all by ensuring that our services are
sustainable, fiscally responsible, and in alignment
with the needs and aspirations of our community.

Beginning in the Fiscal Year 2018-19 under a cooperative agreement with Orinda Union School District, the City began maintenance of school sports fields and scheduling. The City costs related to the Orinda Library are reported as a separate Department Budget.

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

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

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Services / Responsibilities
Recreation:
• Manage and supervise a wide variety of recreation and educational programs for residents of all ages. • Provide more than 150 summer and seasonal day camps for children. • Develop partnerships with community agencies to expand resources and collaborate on services and programs.
• Provide numerous in-house special events annually (Touch a Truck, Trunk or Treat, Winterfest, four summer movies, eight summer concerts) and, in cooperation with community-based groups, coordinate and support several additional community events (Spring Egg Hunt, Orinda Action Day, 4th of July, Fire Safety Preparedness Fair, year-round farmers’ market, seasonal food trucks, Holiday Bazaar) • Provide leadership and training opportunities for teens as volunteers and seasonal staff for City recreation programs and events.
• Provide managerial and administrative coordination for youth and adult sports leagues. • Provide a variety of programs and activities for seniors (trips, movies, classes, tech help, etc.) as well as information and referral services for vital local services. • Provide Staff support and coordination for the Parks and Recreation Commission, the Art in Public Places Committee, and the Orinda Youth Advisory Council.,
• Oversee and coordinate sports facility use at 17 athletic fields and one indoor gymnasium • Manage three seasons of multiple Orinda Youth Sports (OYS) recreational sports leagues (fall soccer, winter basketball, spring t-ball/baseball and spring soccer) as well as summer adult softball leagues and drop-in basketball and pickleball programs.
• Manage and coordinate facility and park reservations and use for City programs, co-sponsored groups, and private rentals, including supervision of facility attendants Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Wages $ 482,795 $ 542,126 $ 562,714 $ 885,462 $ 916,012 Benefits 155,348 162,954 209,843 296,594 288,450
Total Wages & Benefits 638,143 705,080 772,557 1,182,056 1,204,462 Contract Services 676,246 859,343 699,000 884,000 866,000 Materials & Supplies 117,116 122,189 102,700 107,350 107,350 Special Department Expense 290,213 276,118 304,555 337,131 347,621 Vehicle Expenses 1,591 2,384 1,600 2,400 2,400
Total $ 1,723,309 $ 1,965,114 $ 1,880,412 $ 2,512,937 $ 2,527,833 Expenditures by Funds
General Fund $ 1,723,309 $ 1,965,114 $ 1,880,412 $ 2,512,937 $ 2,527,833 Total $ 1,723,309 $ 1,965,114 $ 1,880,412 $ 2,512,937 $ 2,527,833 Expenditure by Divisions
Recreation $ 1,723,309 $ 1,965,114 $ 1,880,412 $ 2,512,937 $ 2,527,833 Parks Maintenance1 - - - - -
Facility Maintenance 1 - - - - -
Landscape & Lighting Districts1 - - - - -
Total $ 1,723,309 $ 1,965,114 $ 1,880,412 $ 2,512,937 $ 2,527,833 1 These divisions are moved to Public Works Departments.

PARK & RECREATION EXPENDITURES WITH FUNDING SOURCES
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General Fund Fees and Charges Offsetting Department General Fund Costs:

FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Recreation Classes $ 1,276,901 $ 1,490,444 $ 1,200,000 $ 1,490,000 $ 1,490,000 Community Center Rentals 275,402 287,876 200,000 285,000 285,000 Sports Field Rentals 696,937 542,937 550,000 550,000 550,000 Miscellaneous Recreation Fees 1,980 2,715 1,000 1,000 1,000 Donations 26,193 34,643 20,000 - -
Wagner Gym Rental Fees 84,778 54,405 60,000 54,500 54,500 Youth Sports Programs 407,180 378,576 250,000 380,000 380,000 Total $ 2,769,371 $ 2,791,596 $ 2,281,000 $ 2,760,500 $ 2,760,500 Analysis
Fiscal Year 2024-25 continued to show strong demand for recreation services, field rentals, and facility rentals demand anticipated to continue into Fiscal Year 2025-26 and beyond. The biggest change reflected in the Biennial Budget is the maintenance reorganization which shifted the responsibility for facility and field maintenance to a unified maintenance function located in the Public Works Department. The costs and resources historically reflected in the Parks and Recreation Department for this purpose are now reflected in the Public Works Department budget.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 58
Library
The Orinda Library operates as a partnership among the Friends of the Orinda Library, the City of Orinda, and the Contra Costa County Library System. The Library building is owned by the Friends of the Orinda Library and is leased to the City of Orinda in accordance with a lease which terminates October 6, 2051. The lease requires, in lieu of rent, that the City perform specific items and conditions to allow for the operation of the Library. The lease also provides the option for the City to purchase the building for $1 in 2051. The land on which the facility was constructed is owned by the City of Orinda.

The Orinda Library is a component of the Contra Costa County Library System, which operates 26 libraries countywide. Currently, the Orinda Library is open 56 hours per week over a six-day period (closed on Sundays), which is the maximum number of hours that the County can accommodate. The County funds 40 hours per week, while the City funds an additional 16
hours under a separate agreement.

The City contract includes the
professional library staff, materials
purchased by the County (including
books and other media); information
technology support services for the
circulation and loaning of materials;
etc. The Friends of the Orinda
Library also provide significant funds
for library materials and programs.

All Library expenditures, regardless
of the funding source, are presented
as an individual department. The
maintenance and operation of the
Library facility fall under Public
Works.

Staffing Level
Although the City Staff resources are used in conjunction with this facility, no City Staff costs have been allocated to this budget. Parks and Recreation handle the scheduling of auxiliary rooms at the Library (Auditorium, Garden Room, etc.); Public Works handles the maintenance and utilities for the facility; and the Finance Department provides staff support to the Library Parcel Tax Oversight Committee. These City resources represent additional General Fund contributions to the Library programs and facilities.

Divisions / Programs
There are no Divisions / Programs associated with this Budget.

Services / Responsibilities
• Facility operations include utilities, contract janitorial services, elevator maintenance, HVAC, maintenance, and repairs.
• Identify long-term maintenance needs and issues on an ongoing basis. • Provide liaison and staff support to the Library Parcel Tax Independent Review Committee. • Oversee and coordinate facility reservations and use for City programs, community use and private rentals, including supervision of facility attendants.
• Identify and manage Capital Improvement projects related to City-owned and managed buildings.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 59
Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Contract Services $ 248,292 $ 237,569 $ 253,000 $ 299,192 $ 282,777 Materials & Supplies 242,170 254,228 239,450 273,200 273,200 Special Department Expense 19,213 22,582 23,184 - -
Total $ 509,675 $ 514,379 $ 515,634 $ 572,392 $ 555,977 Expenditures by Funds
General Fund $ 57,214 $ 61,817 $ 55,203 $ 57,570 $ 53,820 Library Parcel Tax 452,461 452,562 460,431 514,822 502,157 Total $ 509,675 $ 514,379 $ 515,634 $ 572,392 $ 555,977 Expenditure by Divisions
Library $ 509,675 $ 514,379 $ 515,634 $ 572,392 $ 555,977 Total $ 509,675 $ 514,379 $ 515,634 $ 572,392 $ 555,977

LIBRARY EXPENDITURES WITH FUNDING SOURCES
Revenue
The voters in 2018 approved Measure J which authorized an increase to the existing Library Parcel Tax from $39 to $69. The tax is levied to support the provision of library services and the operation of the facility. The collection of taxes at the higher rate began July 1, 2018. All revenue is to be used for the library purposes identified in the measure.

FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Parcel Tax
Property Tax $ 527,091 $ 527,988 $ 526,000 $ 500,000 $ 500,000 Interest Revenue 7,452 12,297 4,000 9,000 9,000
Total $ 534,543 $ 540,285 $ 530,000 $ 509,000 $ 509,000

LIBRARY- REVENUE
Analysis
The most significant portion of the Contract Services category is the agreement with Contra Costa County to extend the operating hours by 16 hours per week. This increases the hours the Library is available to the public by 40%.

The Library is scheduled to be open six days a week (Monday – Saturday). The cost of these services is established by the County and accounts for their labor, internal charges, and other service costs. Based on information provided by Contra Costa County, $172,000 has been budgeted in FY 2025-26 for this contract and $180,000 in FY 2026-27 is a staff estimate based on historical trends. This is an increase from the previous year’s contract as the County has revised the costing of its services. The remainder of the contract services budget is for cleaning services and costs associated with the preparation of the parcel tax for collection as part of the property tax bill. The special department expense is the purchase of earthquake insurance which is a requirement of the lease agreement.

This budget covers the operating costs associated with the library facility as well as the contract with Contra Costa County Library Services. In addition, there are two Capital Projects that are included in the FY2025-26 CIP: Library Painting (Project # 4175) for $27,500 and Library Exterior Accent Tile Replacement (Project #4179) for $85,000.

The majority of the funding for this activity is from a voter-approved parcel tax including 100% of the County Library contract for services. The City General Fund contributes towards all the other operating costs of the facility as well as Capital Projects that support the facility.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 60
Planning
The Planning Department provides professional development-related services. This includes administering rules and regulations relative to the overall physical development of Orinda, consistent with the Orinda General Plan, the City’s Municipal Code/Zoning Ordinance, Hillside and Ridgeline Design Guidelines, and all other applicable property development standards. Department Staff are responsible for code enforcement, and the historic landmark program.

Additionally, the Department oversees the contract with the Contra Costa County Building Inspection Department that handles all plan check and building permit issuance.

Staffing Level
Divisions / Programs
The City’s Planning Department includes three division areas and programs - Current Planning, Advanced Planning, and Code Enforcement. Staff are assigned to division and program areas based on need and availability. The following is a summary of the area’s responsibilities:

Services / Responsibilities
Administration
• Overall supervision and coordination of Department staff and activities. • Maintain records including the of information in the Department’s permit tracking database and geographic information systems.
• Respond to zoning and general inquiries regarding local development requirements. • Provide updates and public information related to key development projects and topics of community-wide interest.
• Review and respond to environmental documents prepared by other agencies for projects that have potential impacts on Orinda.
• Respond to requests for development documents and records requested by property owners and the public.
• Process building permit and waste management plan applications. • Provide Staff support and coordinate activities of the Historic Landmark Committee.

Current Planning:
• Review and process discretionary land use applications including analysis of code compliance and General Plan consistency.
• Visit project sites at the Conceptual Development Review (CDR) stage of a review or at completeness review if not submitted for CDR.
• Coordinate and prepare applications for review by the Planning Commission and/or Zoning Administrator as applicable. This includes preparation of reports, agendas, notices, etc. • Conduct site inspections to ensure compliance with conditions of approval and as required for final inspection.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 61
Advanced Planning
• Monitor and prepare reports on the status of City adopted long-term plans including the General Plan and Housing Element.
• Prepare special ordinances and studies as requested by the City Council to reflect current policies as may be dictated by changing circumstances including requirements imposed by new or amended state laws. • Prepare documents as required by regional, state, and federal planning agencies and authorities. • Actively work with the California Department of Housing and Community Development (HCD) on implementing the updated Housing Element including the preparation of an annual report.

Code Enforcement
• Review and respond to public complaints and inquiries related to code compliance. • Coordinate activities related to enforcement of the Municipal Code, specifically related to issues of neighbor relations, preservation and enhancement of neighborhood appearance, and enforcement of the Tree Management ordinance.
• Conduct field investigations, preparation of notices of violation, and follow-up with property owners. • As necessary, coordinate activities with Contra Costa County Building staff and City Attorney.

Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Wages $ 667,390 $ 715,417 $ 910,461 $ 806,811 $ 850,721 Benefits 197,333 207,382 199,108 253,508 264,171
Total Wages & Benefits 864,723 922,799 1,109,569 1,060,319 1,114,892 Contract Services 401,509 78,174 445,863 309,030 203,490 Materials & Supplies 59,946 19,410 63,750 28,100 28,100 Special Department Expense 153,413 127,631 156,286 186,467 195,242 Vehicle Expenses 766 992 1,000 1,100 1,100
Total $ 1,480,357 $ 1,149,006 $ 1,776,468 $ 1,585,016 $ 1,542,824 Expenditures by Funds
General Fund $ 1,154,590 $ 976,685 $ 1,364,157 $ 1,348,986 $ 1,412,334 Affordable Housing 1,800 15,732 2,500 20,000 20,000
General & Long Term Plans 225,094 153,729 312,978 196,030 90,490 General Plan Surcharge - - 96,833 20,000 20,000
State Grants 62,869 - - - -
Other Grants 36,004 2,860 - - -
Total $ 1,480,357 $ 1,149,006 $ 1,776,468 $ 1,585,016 $ 1,542,824 Expenditure by Divisions
Administration $ 1,088,699 $ 1,092,175 $ 1,419,095 $ 1,330,476 $ 1,393,824 Current Planning 71,580 16,157 95,000 69,000 69,000
Advance Planning 320,078 40,674 262,373 185,540 80,000
Total $ 1,480,357 $ 1,149,006 $ 1,776,468 $ 1,585,016 $ 1,542,824

PLANNING EXPENDITURES WITH FUNDING SOURCES
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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 62
General Fund Fees and Charges Offsetting Department General Fund Costs FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Building Inspection Fees $ 809,818 $ 721,175 $ 630,000 $ 715,000 $ 725,000 Planning Fees 243,942 125,590 300,000 135,000 135,000
Construction Debris Recycling - 1,168 - - -
Business Registration 29,377 24,148 28,000 25,000 25,000 Business Reg Surcharge (State) 2,250 - 2,200 - -
Reimbursement - Planning Contracts 52,591 20,334 60,000 40,000 40,000 Miscellaneous Revenue 275 510 - - -
Total $ 1,138,253 $ 892,925 $ 1,020,200 $ 915,000 $ 925,000

PLANNING REVENUE
Analysis
The FY 2022-23 and FY 2023-24 actual salary and benefit expenses reflect a high vacancy rate, and the current proposed Budgets for FY 2025-26 and FY 2026-27 are reflective of the fact that the department is now fully staffed. early all of the Planning Department’s expenses are funded by the General Fund, either directly or indirectly through Fund 612, which has no other significant funding source other than the General Fund. The increase in the Affordable Housing Fund is for contract services related to the ongoing administration of affordable housing units in Pine Grove.

The Planning Department has been working on implementing new permitting software- Cloud Permit. The costs shown in the General Plan Surcharge Fund are for ongoing annual subscriptions for Cloud Permit.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 63
Non-Departmental
The non-departmental budget accounts for expenditures that are not specifically allocated to a separate department or program. This includes expenses related to the City’s long-term debt.

In September 2005 Certificates of Participation relating to the City Hall Offices Project totaling $9,800,000 were issued pursuant to Resolution No. 50-05 which approved lease financing for this building. In July 2015, the City issued 2015 Refunding Certificates of Participation in the amount of $7,945,000 to repay the City’s outstanding 2005 Certificates of Participation. Annual lease payments continue through July 1, 2035. The refunding has a provision that the current certificates require payment of a premium if called prior to July 1, 2025.

In addition, the Orinda voters have approved two General Obligation Bond issuances to address public improvements.
• 2014 General Obligation Bond ($20 Million Authorization) Approved by more than two-thirds of the voters at an election on June 3, 2014.
• 2016 General Obligation Bond ($25 million Authorization) Approved by more than two-thirds of the voters at an election on June 7, 2016.

Both measures were to provide funds to repair failing roads and storm drains, restore and upgrade other roadways and storm drains, fix potholes, and improve safety on the City’s public streets. All of the authorized bonds have been issued as of April 2017. As of December 31, 2020, all proceeds from the bonds had been expended on authorized improvement projects. The annual debt service payments are prescribed in the approved financing documents. The bonds are repaid from a special tax rate collected on the property tax bill. The outstanding bonds will be fully repaid in September 2037.

Staffing Level
No staff is assigned to this activity. The Finance Staff are responsible for coordinating with the Paying Agent; preparation of the tax rate; coordination of arbitrage reporting and debt disclosure requirements. However, no charge is made to these funds for the City Staff’s administrative costs.

Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Contract Services 11,756 8,506 6,700 9,146 9,604
Special Department Expense 3,367,232 3,448,432 3,503,007 3,602,032 3,542,757 Total $ 3,378,988 $ 3,456,938 $ 3,509,707 $ 3,611,178 $ 3,552,361 Expenditures by Funds
General Fund $ 563,879 $ 559,919 $ 560,344 $ 560,319 $ 558,619 2014 GO Bond Debt Service $ 1,197,409 $ 1,196,634 $ 1,192,938 $ 1,218,754 $ 1,239,834 2016 GO Bond Debt Service 1,617,700 1,700,385 1,756,425 1,832,105 1,753,908 Total $ 3,378,988 $ 3,456,938 $ 3,509,707 $ 3,611,178 $ 3,552,361 Expenditure by Divisions
Non-Departmental $ 3,378,988 $ 3,456,938 $ 3,509,707 $ 3,611,178 $ 3,552,361 Total $ 3,378,988 $ 3,456,938 $ 3,509,707 $ 3,611,178 $ 3,552,361

NON-DEPARTMENTAL EXPENDITURES WITH FUNDING SOURCES
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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 64
Analysis
The largest component of the proposed budget is the Special Department Expense category which includes debt service payments. Included in the funding is a full year of debt service for the City Hall lease financing. This is paid entirely from the General Fund and the total combined principal and interest is $560,319 for Fiscal Year 2025-26 and $558,619 for Fiscal Year 2026-27.

Principal and interest payments are in accordance with the established debt service schedules. Principal and Interest payments occur on September 1st and Interest Only payments occur on March 1st of each year through September 2037. The Debt Service schedules are structured to time payments between principal and interest in order to smooth the total combined debt service.

As is common with debt service funds, the collection of property tax revenue is staggered in relation to the expenditures, which results in a fund balance at each year-end. For example, the expenditures in Fiscal Year 2024- 25 are for Debt Service payments on 9/1/2024 and 3/1/2025. The September 2024 debt service payment is made from funds on hand as of June 30, 2024 (in the previous fiscal year). The property tax collected during FY 2024-25 will be used for the 3/1/2025 and 9/1/2025 debt service payments.

In addition to principal and interest, minor contract costs are incurred for the services of the Paying Agent which include Disclosure documentation. The City also incurs costs for annual calculation of arbitrage liability. As of 2024, no arbitrage liability existed.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 65
Analysis
Internal Services Funds
Internal Service Funds (ISF) are used to account for activities involved in rendering services to departments within the City. The City uses Internal Service Funds in the following areas:
• Replacement of computers, network infrastructure, telephone, and information systems as well as Information Technology contract support and operational costs. • Repair and replacement of building structure or major building system components at City-owned facilities. • Replacement of vehicles; and
• Risk Management / Insurance programs.

Revenues collected by the internal service funds are in the form of department charges based on allocations to operating departments. Cost of materials and services used are accumulated in these funds and charged to the user department as such goods or services rendered. The total Internal Service Funds budget for Fiscal Year 2024-25 is approximately $1.2 million (this excludes depreciation expense and transfers).

Staffing Level
No staffing is assigned to any of the Internal Service Fund budgets. Given the small size of the City Staff, it adds additional accounting complexities that are not considered necessary to fully disclose the City expenditures for staffing.

Expenditures
Summary expenditure details for each of the Internal Service Funds are shown on the following pages.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 66
Information Technology Fund
This fund is maintained to finance necessary IT equipment replacement such as network infrastructure, software systems, computers, and phone systems. The costs of maintaining and replacing the equipment are allocated based on the estimated life of the equipment which is reviewed and evaluated on an annual basis. Beginning in Fiscal Year 2020-2021 copiers were also included, which are being purchased instead of leasing, as was the previous practice.

Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Contract Services $ 109,150 $ 193,942 $ 196,642 $ 255,000 $ 257,500 Materials & Supplies 1,974 5,238 1,410 5,500 5,500
Special Department Expense - - - 3,000 3,000
Capital Outlay 63,647 36,143 46,026 75,000 100,000
Total $ 174,771 $ 235,323 $ 244,078 $ 338,500 $ 366,000 Expenditures by Funds
Information Technology ISF $ 174,771 $ 235,323 $ 244,078 $ 338,500 $ 366,000 Total $ 174,771 $ 235,323 $ 244,078 $ 338,500 $ 366,000 Expenditure by Divisions
No Program 174,771 235,323 244,078 338,500 366,000
Total $ 174,771 $ 235,323 $ 244,078 $ 338,500 $ 366,000

INFORMATION TECHNOLOGY EXPENDITURES WITH FUNDING SOURCES Analysis
The proposed Budget reflects operating costs for the City website, financial software, network backup services, network security, hardware; as well as third-party Help Desk and support services provided under a contract with Precision IT Consulting. The proposed budgets for Fiscal Years 2025-26 and 2026-27 support the continued migration to the Office 365 environment, enhanced cybersecurity efforts to create a more resilient network environment, and work with departments regarding technology solutions targeting enhanced efficiency and better customer experience, such as Planning’s Cloud Permit or records management software procurement and implementation.

All department charges that are funding expenses in this budget are from the General Fund.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 67
Building Maintenance Fund
The fund is maintained to account for the replacement of major building/facilities components as well as shared telephone services. The costs are allocated based on the distribution of staffing in City Hall. There is a need for a comprehensive inventory of systems and replacement costs as well as an update of the allocation of department user charges.

Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Contract Services $ - $ - $ 10,000 $ 10,000 $ 10,000
Materials & Supplies 34,606 38,564 40,600 44,250 44,750 Capital Outlay 10,938 (44,062) 150,000 85,000 85,000
Total $ 45,544 $ (5,498) $ 200,600 $ 139,250 $ 139,750
Expenditures by Funds
Building & Facilities $ 45,544 $ (5,498) $ 200,600 $ 139,250 $ 139,750 Total $ 45,544 $ (5,498) $ 200,600 $ 139,250 $ 139,750
Expenditure by Divisions
No Program $ 45,544 $ (5,498) $ 200,600 $ 139,250 $ 139,750 Total $ 45,544 $ (5,498) $ 200,600 $ 139,250 $ 139,750

BUILDING EXPENDITURES WITH FUNDING SOURCES
Analysis
The expenditures shown above do not include amounts budgeted within the Capital Improvement Program. The proposed level of funding provides operating budget costs for shared telephone services, and a small allowance for minor repairs and maintenance. All department charges that are funding expenses in this budget are from the General Fund. The Capital Improvement Plan includes 5 different facility projects with total budgeted costs of $320,000 and $420,000 in Fiscal Years 2025-26 and 2026
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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 68
Vehicle Replacement Fund
The City’s vehicles are replaced based on the vehicle condition, years of service, and organizational need. All expenses below used to be shown as part of the CIP Fleet Replacement Project #0020 but beginning in Fiscal Year 2023-24 they are more appropriately shown as operating costs in the budget.

Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Capital Outlay $ 100,154 $ 386,591 $ 377,200 645,000 665,000 Total $ 100,154 $ 387,441 $ 377,200 $ 645,000 $ 665,000 Expenditures by Funds
Fleet Replacment ISF $ 100,154 $ 387,441 $ 377,200 $ 645,000 $ 665,000 Total $ 100,154 $ 387,441 $ 377,200 $ 645,000 $ 665,000 Expenditure by Divisions
No Program $ 100,154 $ 387,441 $ 377,200 $ 645,000 $ 665,000 Total $ 100,154 $ 387,441 $ 377,200 $ 645,000 $ 665,000

VEHICLE REPLACEMENT EXPENDITURES WITH FUNDING SOURCES
Analysis
The 2025-26 budget contemplates the replacement of two light duty trucks and a heavy-duty truck. The 2026-27 budget contemplates replacing an aging skid steer and trailer, and two police vehicles fully outfitted.

All department charges that are funding expenses in this budget are all from the General Fund, with the exception of the Chipper and Tree Truck funded by Measure R.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 69
Risk Management
The City is a member of the Municipal Pooling Authority (MPA), a JPA including 17 of the 19 cities in Contra Costa County. Through the MPA, the City participates in pooled insurance for general liability, property insurance, vehicle damage and worker’s compensation. orker’s Compensation expense is expensed directly in the operating departments. This budget also provides an allowance for liability claim deductibles. The fund has only a small reserve in the event the City incurred a loss from an event that was not covered under the City’s purchased insurance program, as well as any incurred but not reported claim deductibles.

Expenditures
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Expenditure Category
Contract Services $ - $ 21,723 $ - -$ -$
Special Department Expense 403,512 844,816 395,000 627,200 686,000 Total $ 403,512 $ 866,539 $ 395,000 $ 627,200 $ 686,000 Expenditures by Funds
Risk Management ISF $ 403,512 $ 866,539 $ 395,000 627,200 686,000 Total $ 403,512 $ 866,539 $ 395,000 $ 627,200 $ 686,000 Expenditure by Divisions
No Program $ 403,512 $ 866,539 $ 395,000 627,200 686,000 Total $ 403,512 $ 866,539 $ 395,000 $ 627,200 $ 686,000

RISK MANAGMENT EXPENDITURES WITH FUNDING SOURCES
Analysis
Actual Special Departmental Expense for Fiscal Year 2023-24 included over $475,000 of costs associated with the Raines settlement and the Ose stipulation order. In Fiscal Year 2024-25, the insurance rates for the City increased about 25% and the initial quote for Fiscal Year 2025-26 indicates a negligible increase.

Factors which impact the City premiums included past loss history, claims administration, and reinsurance costs incurred by MPA.

The majority of the department charges that fund this activity in this budget are in the General Fund.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 70
Consolidated Measure R Fund Information
In 2012, the City of Orinda voters approved a ½ cent add-on sales tax for a 10-year period. The priority for this additional funding was to improve the public roads and drains. During that period, the roadway conditions improved greatly, combined with two voter-approved General Obligation Bond measures providing over $50 million.

In 2019, the City Council started looking at additional long-term unmet needs and the decision was made to present the voters with a new measure that would increase the add-on sales tax from ½ cent to one cent and provide for its collection for 20 years.

In November 2020, the voters approved Measure R, a general add-on sales tax. The City Council identified several key needs related to critical protection and safety of the public and properties that would be priorities for the expenditure of the Measure R funds, including:
• Wildfire Fuel Reduction / Vegetation Management
• Disaster / Emergency Preparedness
• Improvements to Protect Against Flooding and Road Collapse • Continued maintenance of public roadways to protect the investments made in the last 10 years which included over $50 million directly funded by voter-approved tax dollars.

The collection of taxes started on April 1, 2021. The review the expenditures and proposed initiatives with the new funding, the City Council created and appointed a Supplemental Sales Tax Oversight Commission (SSTOC).

Measure R Funds are used to fund ongoing program needs as well as capital projects.

To provide transparency for the expenditures, this section of the Budget has been added. This section is informational, as the costs are already included in other sections within the Budget.

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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 71
Expenditure
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Revenue
Sales Tax - Local Add-On $ 3,803,247 $ 3,755,002 $ 3,700,000 $ 3,877,000 $ 3,900,000 Interest 60,209 116,288 36,000 145,000 145,000
Total Revenue $ 3,863,456 $ 3,871,290 $ 3,736,000 $ 4,022,000 $ 4,045,000 Expenditure
Operating Expenditures $ 817,583 $ 888,267 $ 1,846,620 $ 2,006,557 $ 1,156,787 Major Projects 1,749,693 1,293,991 2,543,000 3,523,500 785,000 Total Expenditure $ 2,567,276 $ 2,182,258 $ 4,389,620 $ 5,530,057 $ 1,941,787 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
City Council
Meetings $ 63 -$ $ 100 $ 100 $ 100
Total City Council $ 63 -$ $ 100 $ 100 $ 100
City Manager
Salaries & Wages $ 191,957 $ 255,367 $ 269,935 $ 286,960 $ 302,136 Fire Fuel Reduction Incentive 7,752 56,945 340,000 285,000 - Communication - 4,390 3,000 3,000 3,000
Contract Services 68,555 67,406 73,000 72,000 75,500
Publicity / Promotion 88,826 67,595 100,000 70,000 80,000 Training & Conferences 729 - 3,000 3,000 3,000
Meetings 1,004 - 1,000 1,000 1,000
Supplies 6,878 13,393 7,600 32,200 32,200
Vehicles 285 1,624 350 1,800 1,800
Indirect Cost Allocation 12,355 14,180 14,405 41,267 43,821 Total City Manager $ 378,341 $ 480,900 $ 812,290 $ 796,227 $ 542,457 City Attorney
Legal Counsel $ 4,953 $ 432 $ 5,000 $ 5,000 $ 5,000
Total City Attorney $ 4,953 $ 432 $ 5,000 $ 5,000 $ 5,000 Administrative Services
Sales Tax Services $ 3,051 -$ $ 4,000 $ 4,000 $ 4,000
Total Administrative Services $ 3,051 -$ $ 4,000 $ 4,000 $ 4,000 Police
Disaster Preparedness -$ -$ $ 40,000 $ 181,000 $ 75,000 Supplies 587 - 5,000 5,000 5,000
Total Police $ 587 -$ $ 45,000 $ 186,000 $ 80,000
Public Works
Hazard Reduction-Fire Break $ 306,882 $ 255,830 $ 300,000 $ 305,000 $ 310,000 Professional Services 110 75 497,500 500,000 -
Landfill 22,668 27,919 20,000 30,000 35,000
Tree Trimming 39,255 65,790 100,000 100,000 100,000
Fleet Replacement ISF 24,710 25,950 26,730 26,730 26,730 Traffic Signals & Equipmt Rental 23,822 11,033 25,000 35,000 35,000 Vehicle Maintenance & Fuel 13,141 20,338 11,000 18,500 18,500 Total Public Works $ 430,588 $ 406,935 $ 980,230 $ 1,015,230 $ 525,230

CONSOLIDATED MEASURE R REVENUE AND EXPENDITURE SUMMARY

CONSOLIDATED MEASURE R EXPENDITURE BY ACTIVITY
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DEPARTMENTAL SUMMARIES
Biennial Budget Fiscal Years 2025-26 and 2026-27 72
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Actual Actual Budget Proposed Proposed
Major Projects
3101 - Orchard SD Repair PL 409 & 513 $ 921 -$ - -$ -$
3102 - Ivy SD Repair PL 958 & 959 919 - - - -
3103 - Canon SD Repairs PL-1765,1766 & 1775 - - 90,000 870,000 - 3104 - Ranch SD Repairs PL-1074,1089 & 1809 - - 90,000 570,000 - 3105 - Brookside SD Repair PL-751 & 867 - - 90,000 920,000 - 4166 - Annual Pavement Rehab 2022 1,671,293 - - - -
4171- 2023 Annual Paving Project - 1,129,000 - - -
4183- 2025 Annual Paving Project - - - - 210,000
4186 - Brookwood ROW Mitigation 10,645 845 - 98,500 -
4187 - San Pablo Creek Culvert Repair - - 2,273,000 - - 4197 - Red Flag Day No Parking Signs 120 164,146 - - -
4198 - 2027 Annual Pavement Rehabilitation - - 225,000
5008 - 2024 Annual Stormdrain Repair - - - 315,000 -
5009 - 2025 Annual Stormdrain Repair - - - 350,000 -
5010 - 2026 Annual Stormdrain Repair - - - - 350,000
5038 - Moraga Way Widening/ Path Study - - - 400,000 -
5501 - Housing Element 65,795 - - - -
Total Major Projects $ 1,749,693 $ 1,293,991 $ 2,543,000 $ 3,523,500 $ 785,000 Total Expenditures $ 2,567,276 $ 2,182,258 $ 4,389,620 $ 5,530,057 $ 1,941,787 Discussion
The Staff costs reflected above represent 80% of the salary and benefit costs associated with the Senior Management Analyst position, and 100% of the salary and benefit costs of the Outreach & Education Coordinator position (Three year limited duration position) as approved by the City Council. The remaining 20% of the Senior Management Analyst is funded by the General Fund. The supplies section includes training and cell phone related costs. In this Department there are three areas of contract services proposed to be funded by Measure R: 1) Minute Preparation for the (SSTOC); 2) Professional Services for grant opportunities ($60,000); and 3) Communications Program Development and Implementation ($70,000). Indirect allocations represent Internal Service Fund (ISF) charges for Technology and Insurance. These costs are allocated across all operating Departments based on budgeted staff costs and the number of staff. In addition, $400,000 was added at the June 21, 2022, Council Meeting for an Incentive (grant) program. It is anticipated that $115,000 of incentives will be awarded by June 30, 2025, so the remaining $285,000 is being carried over and reflected as a FY 202 Draft
5-26 appropriation.

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CAPITAL IMPROVEMENT PLAN
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CAPITAL IMPROVEMENT PLAN
Biennial Budget Fiscal Years 2025-26 and 2026-27 75
Annually the City Council reviews the 5-year Capital Improvement Plan (CIP). The CIP is a separate planning document, which includes individual project descriptions as well as funding projections. The City accounts for both Capital Projects and long-term plans in the CIP. The inclusion of long-term plan efforts such as the General Plan or Housing Element.

The CIP includes expected expenditures for the current fiscal year 24/25 (July 1, 2024, through June 30, 2025) and forecasts a five‐year plan of future expenditures through June 30, 2030. The following chart and table provide a highlevel overview of the types of CIP projects to be undertaken next year.

CIP CATEGORIES FY 2025-26 FY 2024-25
CITY BUILDINGS & FACILITIES $ 855,000 $ 435,000
PARK IMPROVEMENTS & UNASSIGNED 1,202,000 250,000
TRANSPORTATION / DRAINAGE 11,844,900 7,435,000
TOTAL $ 13,901,900 $ 8,120,000
On the following pages additional detail on the projects are provided in two different schedules: Projects by Category; and Projects by Fund.

For a review of individual project details and/or information outside the years addressed as part of this budget readers should consult the separate 2026-2030 Capital Improvement Plan document.

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CAPITAL IMPROVEMENT PLAN
Biennial Budget Fiscal Years 2025-26 and 2026-27 76
Project
Number PROJECT NAME
FY 2024-2025

UPDATED
FY 2025-26

ADOPTED
FY 2026-27

ADOPTED

CITY BUILDINGS & FACILITIES
4016 Community Center Window Replacement $ 5,000 $ 270,000 $ - 4050 Community Center HVAC 76,548 - -
4083 Community Center Exterior Painting 75,000 - -
4086 Community Center Accessibility Improvements 12,000 15,000 15,000 4173 Library Roof Replacement - 85,000 -
4174 Replace Library Air Handlers 550,000 - -
4175 Library Painting (Ext. & Interior) 100,000 - -
4179 Library Exterior Accent Tile Replacement 85,000 - - 4182 City Hall Exterior Painting 50,000 - -
4192 Library Elevator Modernization - 225,000 -
5023 Library Auditorium Theater Lighting Upgrade - 60,000 - 5026 City Hall HVAC Upgrade 30,000 50,000 270,000
5034 Community Center HVAC Replacements - 150,000 150,000 CITY BUILDINGS & FACILITIES TOTAL 983,548 855,000 435,000

PARK IMPROVEMENTS
4103 Mini Park (Crossroads Park) 30,000 345,000 -
4112 Community Park Renovation Plan & Improvements 15,000 277,000 140,000 4195 Lighting retrofit (LED) – Wilder fields #1 & #2 - 300,000 - 5020 Orinda Oaks Park Restroom Replacement 60,000 20,000 - 5024 Dog Park 5,000 45,000 -
5025 Pickleball Courts 5,000 75,000 -
5033 Orinda Oaks Park Landslides Repair - 140,000 110,000 PARK IMPROVEMENTS TOTAL 115,000 1,202,000 250,000

TRANSPORTATION / DRAINAGE
0044 Miner Road Bridge Seismic Retrofit Project 17,151 - - 0087 Bear Creek Bridge Seismic Retrofit (4,940) - -
3066 Camino Pablo Path-Orinda Way to Monte Vista - 470,000 1,150,000 3101 Orchard SD Repair PL-409 & PL-513 158,000 - -
3102 Ivy Dr. SD Repairs, PL-958/959 & PL864 158,000 - - 3103 Canon SD Repairs PL-1765, -1766 &-1775 90,000 870,000 - 3104 Ranch SD Repairs PL-1074; PL-1089, PL-1809 90,000 570,000 - 3105 Brookside SD Repair PL-751, PL-867 90,000 920,000 - 3608 Traffic Signal Operation Improvements 50,000 2,031,880 - 4074 ADA Transition Plan Compliance Project 50,000 50,000 50,000 4076 Camino Pablo Pathway Rehabilitation 137,411 - -
4092 Storm Drain Plan & Inventory 15,000 15,000 15,000
4094 Storm Drain Liner Ivy Dr (48in) 130,000 - -

CAPITAL IMPROVEMENT PROJECT BUDGET BY CATEGORY
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CAPITAL IMPROVEMENT PLAN
Biennial Budget Fiscal Years 2025-26 and 2026-27 77
Project
Number PROJECT NAME FY 2024-2025

CURRENT
FY 2025-26

PROPOSED
FY 2026-27

PROPOSED
TRANSPORTATION / DRAINAGE (Continued)
4107 Traffic Calming Improvements Program 30,000 90,000 90,000 4109 Annual Bicycle, Trails, and Walkways 40,000 27,500 60,000 4111 Annual Drainage Facilities Improvement 194,425 215,000 165,000 4146 Green Infrastructure Program for Pavement Projects 30,000 30,000 30,000 4170 Drainage Impvt 25 La Cuesta - 40,000 -
4171 2023 Annual Paving Project 917,600 - -
4177 Camino Pablo Underground Utility District - - -
4178 2024 Annual Pavement Rehabilitation 152,239 3,176,020 - 4183 2025 Annual Pavement Rehabilitation - 215,000 2,360,000 4185 Road Safety Plan 10,000 50,000 300,000
4186 Brookwood Road Mitigation Right of Way - 98,500 -
4187 San Pablo Creek Culvert Repair 2,273,000 - -
4190 2026 Annual Pavement Rehabilitation - 225,000 2,050,000 4191 Glorietta SRTS Raised Crosswalk at Martha - - -
4197 Red Flag Day No ParkingSigns Program (Phase 2) - - - 4198 2027 Annual Pavement Rehabilitation - - 225,000
4199 Moraga Way Pathway - Phase 3 20,000 280,000 -
5007 2023 Annual Stormdrain Repair (Cat. B) 260,000 - - 5008 2024 Annual Stormdrain Repair (Cat. B) - 315,000 - 5009 2025 Annual Stormdrain Repair (Cat. B) - 350,000 - 5010 2026 Annual Stormdrain Project (Cat. B) - - 350,000 5012 Glorietta SD Pipe Repair (2023 storm damage) - - - 5013 Miner Rd. near Cam.Don M.Culvert Rep. storm dmg. - 25,000 100,000 5014 Upper El Toyonal road stabilization (storm damage) - - - 5015 North Ln. Pipe 48" Lining (storm damage) 167,000 - - 5016 Bobolink Rd. (near 46) road stabilization - 25,000 75,000 5017 57 Tarry Ln. Embankment Repair - - -
5019 Camino Pablo Median Landscape Upgrade 15,000 280,000 - 5021 Camino Sobrante (Nr 56) Retaining Wall Replacement 27,000 - - 5022 Wilder-Downtown Multi-Use Pathway - - 400,000
5027 Glorietta Pedestrian Pathway Phase 2 30,000 300,000 - 5032 Moraga Way at Glorietta, Pavement Dip Repair - 115,000 15,000 5036 Speed Limits and Traffic Calming Study - 150,000 - 5037 Mid-Block Crossing Study - 96,000 -
5038 Moraga Way Widening/Path Study - 400,000 -
5039 Miner Rd. Embankment Repair - Location A - 165,000 - 5040 Miner Rd. Embankment Repair - Location B - 125,000 - 5041 Charles Hill Cr. Slope Protection - 125,000 -
TRANSPORTATION / DRAINAGE TOTAL 5,146,886 11,844,900 7,435,000

CAPITAL IMPROVEMENT PROJECT BUDGET BY CATEGORY
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CAPITAL IMPROVEMENT PLAN
Biennial Budget Fiscal Years 2025-26 and 2026-27 78
FUND
Project
Number PROJECT NAME
FY 2024-2025

CURRENT
FY 2025-26

PROPOSED
FY 2026-27

PROPOSED
106 - Add-on Sales Tax 2021-2041 (Measure R)
3103 Canon SD Repairs PL-1765, -1766 &-1775 90,000 870,000 - 3104 Ranch SD Repairs PL-1074; PL-1089, PL-1809 90,000 570,000 - 3105 Brookside SD Repair PL-751, PL-867 90,000 920,000 - 4183 2025 Annual Pavement Project - - 210,000
4186 Brookwood Road Right of Way Mitigation - 98,500 -
4187 San Pablo Creek Culvert Repair 2,273,000 - -
4198 2027 Annual Pavement Project - - 225,000
5008 2024 Annual Stormdrain Repair (Cat. B) - 315,000 - 5009 2025 Annual Stormdrain Repair (Cat. B) - 350,000 - 5010 2026 Annual Stormdrain Repair (Cat. B) - - 350,000 5038 Moraga Way Widening/Path Study - 400,000 -
TOTAL MEASURE R ADD-ON SALES TAX 2,543,000 3,523,500 785,000 200 - Gas Tax
4074 ADA Transition Plan Compliance Projects 50,000 50,000 50,000 4107 Traffic Calming Improvements Program 30,000 90,000 90,000 4146 Green Infrastructure Program for Pavement Projects 30,000 30,000 30,000 4178 2024 Annual Pavement Rehabilitation - 1,620,000 -
4183 2025 Annual Pavement Rehabiliation - - 825,000
4185 Road Safety Plan 10,000 20,000 50,000
4190 2026 Annual Pavement Rehabilitation - - 770,000
5036 Speed Limits and Traffic Calming Study - 25,000
5037 Mid-Block Crossing Study - 16,000
TOTAL GAS TAX FUND 120,000 1,851,000 1,815,000
205 - Transportation Impact Fees
3608 Traffic Signal Operation Improvements 50,000 50,000 - 4076 Camino Pablo Pathway Rehabilitation 25,775 - -
4109 Annual Bicycle, Trails, and Walkways Program 17,500 5,000 30,000 4199 Moraga Way Pathway - Phase 3 20,000 130,000 -
TOTAL TRANSPORTATION IMPACT FEE FUND 113,275 185,000 30,000 210 - Drainage Impact Fees
3101 Orchard SD Repair PL-409 & PL-513 28,000 - -
3102 Ivy Dr. SD Repairs, PL-958/959 & PL864 28,000 - -
4092 Storm Drain Plan & Inventory 15,000 15,000 15,000
4094 Storm Drain Liner Ivy Dr (48in) 84,000 - -
4111 Annual Drainage Facilities Improvement Program 125,000 215,000 165,000 5013 Miner Rd. - Camino Don Miguel Culvert Repair - 25,000 100,000 TOTAL DRAINAGE IMPACT FEE FUND 280,000 255,000 280,000

CAPITAL IMPROVEMENT PROJECT BUDGET BY FUND
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CAPITAL IMPROVEMENT PLAN
Biennial Budget Fiscal Years 2025-26 and 2026-27 79
FUND
Project
Number PROJECT NAME
FY 2024-2025

UPDATED
FY 2025-26

ADOPTED
FY 2026-27

ADOPTED
240 - Park Dedication Fees
4016 Community Center Window Replacement 5,000 95,000 - 4086 Community Center Accessibility Improvements 12,000 15,000 15,000 4103 Mini Park (Crossroads Park) 30,000 30,000
4112 Community Park Renovation Plan & Improvements 15,000 45,000 140,000 4195 Lighting Retrofit(LED)-Wilder Fields#1 & #2 - 73,300 - 5020 Orinda Oaks Park Restroom Replacement 10,000 20,000 - TOTAL PARK DEDICATION FEE FUND 72,000 278,300 155,000
255 - Grants - Federal
0044 Miner Road Bridge Seismic Retrofit Project 1,580 - - 3066 Camino Pablo Path-Orinda Way to Monte Vista - 313,000 1,045,000 3608 Traffic Signal Operation Improvements - 1,964,851 - 4185 Road Safety Plan/Implementation - 30,000 250,000
5022 Wilder-Downtown Multi-Use Path - - 400,000
5033 Orinda Oaks Park Landslides Repair - 125,000 100,000 TOTAL GRANTS - FEDERAL 1,580 2,432,851 1,795,000
260 - Grants - State
0044 Miner Road Bridge Seismic Retrofit Project 98 - -
3608 Traffic Signal Operation Improvements - 17,029 -
4112 Community Park Renovation Plan & Improvements - 177,000 - TOTAL GRANTS - STATE 98 194,029 -
262 - Other Grants
4103 Mini Park (Crossroads Park) - 50,000 -
4112 Community Park Renovation Plan & Improvements - 55,000 - 5019 Camino Pablo Median Landscape Upgrade - 80,000 -
5036 Speed Limits and Traffic Calming Study - 125,000 - 5037 Mid-Block Crossing Study - 80,000 -
TOTAL OTHER GRANTS - 390,000 -
263- Transportation Development Act (TDA)
4076 Camino Pablo Pathway Rehabilitation 111,636 - -
4199 Moraga Way Pathway - Phase 3 - 150,000 -
5027 Glorietta Pedestrian Pathway Phase 2 30,000 60,000 - TOTAL TRANSPORTATION DEVELOPMENT ACT 141,636 210,000 -

CAPITAL IMPROVEMENT PROJECT BUDGET BY FUND
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CAPITAL IMPROVEMENT PLAN
Biennial Budget Fiscal Years 2025-26 and 2026-27 80
FUND
Project
Number PROJECT NAME
FY 2024-2025

UPDATED
FY 2025-26

ADOPTED
FY 2026-27

ADOPTED
330- CCTA Return To Source
4178 2024 Annual Pavement Rehabilitation - 400,000 -
4190 2026 Annual Pavement Rehabilitation - - 250,000
TOTAL CCTA - RETURN TO SOURCE - 400,000 250,000
332 - CCTA Supplemental (Program 28C)
4109 Annual Bicycle, Trails, and Walkways Program 22,500 22,500 30,000 TOTAL CCTA - SUPPLEMENTAL (PROGRAM 28C) 22,500 22,500 30,000 335 - Road Maintenance Fee (Solid Waste Provider)
4171 2023 Annual Pavement Project 917,600 - -
4178 2024 Annual Pavement Rehabilitation 152,239 441,020 - 4183 2025 Annual Pavement Rehabilitation - 215,000 1,300,000 4190 2026 Annual Pavement Rehabilitation - 225,000 1,005,000 5027 Glorietta Pedestrian Pathway Phase 2 - 240,000 -
TOTAL ROAD MAINTENANCE FEE 1,069,839 1,121,020 2,305,000 341 - Field Maintenance Surcharge
4195 Lighting retrofit (LED) – Wilder fields #1 & #2 - 226,700 - TOTAL FIELD MAINTENANCE SURCHARGE - 226,700 -
350 - Facility Improvement Surcharge
4173 Library Roof Replacement - 50,000 -
TOTAL FACILITIES IMPROVEMENT SURCHARGE - 50,000 -
520 - Library Parcel Tax
4174 Replace Library Air Handlers 161,500 - -
4175 Library Painting (Ext. & Interior) 27,500 - -
4179 Library Exterior Accent Tile Replacement 85,000 - - TOTAL LIBRARY PARCEL TAX 274,000 - -
603 - Building Maintenance (ISF)
4016 Community Center Window Replacement - 175,000 -
4173 Library Roof Replacement - 35,000 -
4174 Replace Library Air Handlers 28,500 - -
4175 Library Painting (Ext. & Interior) 72,500 - -
5023 Library Auditorium Theater Lighting Upgrade - 60,000 - 5026 City Hall HVAC Upgrade 30,000 50,000 270,000
5034 Community Center HVAC Replacements - - 150,000
TOTAL BUILDING ISF 131,000 320,000 420,000

CAPITAL IMPROVEMENT PROJECT BUDGET BY FUND
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CAPITAL IMPROVEMENT PLAN
Biennial Budget Fiscal Years 2025-26 and 2026-27 81
FUND
Project
Number PROJECT NAME
FY 2024-2025

UPDATED
FY 2025-26

ADOPTED
FY 2026-27

ADOPTED
700- Capital Improvement (General Capital Projects)
0044 Miner Road Bridge Seismic Retrofit Project 15,473 - - 0087 Bear Creek Bridge Seismic Retrofit (4,940) - -
3066 Camino Pablo Path-Orinda Way to Monte Vista - 157,000 105,000 3101 Orchard SD Repair PL-409 & PL-513 130,000 - -
3102 Ivy Dr. SD Repairs, PL-958/959 & PL864 130,000 - - 4050 Community Center HVAC 76,548 - -
4083 Community Center Exterior Painting 75,000 - -
4094 Storm Drain Liner Ivy Dr (48in) 46,000 - -
4103 Mini Park (Crossroads Park) - 265,000 -
4170 Drainage Impvt 25 La Cuesta - 40,000 -
4174 Library HVAC Modernization 360,000 - -
4178 2024 Annual Pavement Rehabilitation - 715,000 -
4182 City Hall Exterior Painting 50,000 - -
4183 2025 Annual Pavement Rehabilitation - - 25,000
4190 2026 Annual Pavement Rehabilitation - - 25,000
4192 Library elevator modernization - 225,000 -
5007 2023 Annual Stormdrain Repair (Cat. B) 260,000 - - 5019 Camino Pablo Median Landscape Upgrade 15,000 200,000 - 5020 Orinda Oaks Park Restroom Replacement 50,000 - -
5021 Camino Sobrante Retaining Wall 16,000 - -
5024 Dog Park 5,000 45,000 -
5025 Pickleball Courts 5,000 75,000 -
5033 Orinda Oaks Park Landslides Repair - 15,000 10,000 5034 Community Center HVAC Replacements - 150,000 -
TOTAL CAPITAL IMPROVEMENT (GENERAL) 1,229,081 1,887,000 165,000 704 - Road/Slope Stabilization
4111 Annual Drainage Facilities Improvement Program 69,425 - - 5015 North Ln. Pipe 48" Lining (storm damage) 167,000 - - 5016 Bobolink Rd. (near 46) Road Stabilization - 25,000 75,000 5021 Camino Sobrante (Nr 56) Retaining Wall Replacement 11,000 - - 5032 Moraga Way at Glorietta, Pavement Dip Repair - 115,000 15,000 5039 Miner Rd. Embankment Repair - Location A - 165,000 - 5040 Miner Rd. Embankment Repair - Location B - 125,000 - 5041 Charles Hill Cr. Slope Protection - 125,000 -
TOTAL ROAD/SLOPE STABILIZATION 247,425 555,000 90,000

CAPITAL IMPROVEMENT PROJECT BUDGET BY FUND
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REVENUE DETAIL
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REVENUE DETAIL
Biennial Budget Fiscal Years 2025-26 and 2026-27 83
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27

ACTUAL ACTUAL BUDGET BUDGET BUDGET

GENERAL FUND - GENERAL
Property Taxes
Property Tax $ 6,569,970 $ 6,939,965 $ 7,055,000 $ 7,351,300 $ 7,535,100 Property Tax Supplemental 205,768 130,615 30,000 13,000 13,000 Homeowners' Relief Tax 31,370 30,782 30,000 15,600 16,000 Documentary Transfer Tax 271,662 257,473 200,000 275,000 275,000 Property Tax in lieu of VLF 2,720,853 2,878,294 2,725,000 3,084,397 3,176,929 Subtotal - Property Taxes 9,799,623 10,237,129 10,040,000 10,739,297 11,016,029 Sales Taxes
Sales Tax 1,411,983 1,428,214 1,370,000 1,390,000 1,421,000 Subtotal - Sales Taxes 1,411,983 1,428,214 1,370,000 1,390,000 1,421,000 Other Taxes
Transient Occupancy Tax 27,958 23,898 20,000 25,000 25,000 Franchise Taxes 1,257,849 1,329,342 1,275,000 1,384,000 1,409,000 Subtotal - Other Taxes 1,285,807 1,353,240 1,295,000 1,409,000 1,434,000 Rents & Interest
Interest Revenue 355,389 718,218 200,000 755,000 700,000 Trustee Interest Revenue 1,462 - 1,000 1,000
Lease Agreements 24,157 23,777 24,000 28,000 30,000
Library Lease 57,923 59,642 54,000 59,000 59,000
Subtotal - Rents and Interest 437,469 803,099 278,000 843,000 790,000 Miscellaneous Revenue
Reimbursement - City Clerk 5,188 - 2,500 2,500 2,500
Reimbursement - Legal Services Planning 154,716 77,611 150,000 125,000 125,000 Reimbursement - Financial Management 1,500 - 1,500 1,500 1,500 Grants -Local - - 125,000
Miscellaneous Revenue 4,527 5,368 19,100 19,100 19,100
Subtotal - Miscellaneous 165,931 82,979 173,100 148,100 273,100 Police - Fees and Fines
Fingerprinting Fees 11,415 12,383 10,000 10,000 10,000
Impound Recovery Fees 2,937 2,606 2,500 2,500 2,500
Vehicle Abatement Fees 12,545 17,717 8,000 30,000 30,000 Vehicle Court Fines 24,500 20,372 20,000 12,000 13,000
Parking Fines - Payment 20,261 20,457 20,000 15,000 20,000 Miscellaneous Fees 200 - - 60,000 60,000
Subtotal - Police 71,858 73,535 60,500 129,500 135,500
Engineering Permits - Fees
Miscellaneous Revenue 378 - 400 400 400
Encroachment Permits 172,704 113,649 150,000 85,000 85,000 Engineering Fees 34,158 38,319 60,000 8,000 8,000
Project Reimbursement Revenue 150,000 100,000 100,000
Project Reimbursement Revenue 126,795 101,825 - - -
Subtotal - Engineering 334,035 253,793 360,400 193,400 193,400 Recreation Fees and Rentals
Recreation Classes 1,276,901 1,490,444 1,200,000 1,490,000 1,490,000 Community Center Rentals 275,402 287,876 200,000 285,000 285,000 Sports Field Rentals 696,937 542,937 550,000 550,000 550,000 Miscellaneous Recreation Fees 1,980 2,715 1,000 1,000 1,000 Donations 26,193 34,643 20,000 - -
Wagner Gym Rental Fees 84,778 54,405 60,000 54,500 54,500 Youth Sports Programs 407,180 378,576 250,000 380,000 380,000 Subtotal - Receation 2,769,371 2,791,596 2,281,000 2,760,500 2,760,500 Draft
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REVENUE DETAIL
Biennial Budget Fiscal Years 2025-26 and 2026-27 84
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27

ACTUAL ACTUAL BUDGET BUDGET BUDGET
Development Services Fees
Building Inspection Fees 809,818 721,175 630,000 715,000 725,000 Planning Fees 243,942 126,758 300,000 135,000 135,000
Business Registration 29,377 27,545 28,000 25,000 25,000 Business Reg Surcharge (State) 2,250 - 2,200 - -
Reimbursement - Planning Contracts 52,591 20,334 60,000 40,000 40,000 Miscellaneous Revenue - - - - -
Subtotal - Development Svcs 1,138,276 895,812 1,020,200 915,000 925,000

TOTAL REVENUE GENERAL FUND
(GENERAL PURPOSE) $ 17,414,353 $ 17,919,397 $ 16,878,200 $ 18,527,797 $ 18,948,529 General Fund (Other Sub-Accounts)
Add-On Sales Tax (Measure L)
Sales Tax - Local Add-On 10,708 1,568 - - -
Interest Add-On Sales Tax 32,514 17,563 - - -
Project Reimbursement - 153,900 - - -
Total Measure L Add-On Sales Tax 43,222 173,031 - - -
Add-On Sales Tax (Measure R)
Sales Tax - Local Add-On 3,803,247 3,755,002 3,700,000 3,877,000 3,900,000 Interest Add-On Sales Tax 60,209 116,288 36,000 145,000 145,000 Total Measure R Add-On Sales Tax 3,863,456 3,871,290 3,736,000 4,022,000 4,045,000 General and Long Term Planning Reserve
Interest 8,798 7,815 6,000 - -
Wilder - Open Space Addl Sq Ft Fee - (55,620) - - -
Total General Plan Reserve 8,798 (47,805) 6,000 - -

TOTAL GENERAL FUND (GENERAL
PURPOSE AND ALL SUB ACCOUNTS) $ 21,329,829 $ 21,915,913 $ 20,620,200 $ 22,549,797 $ 22,993,529 Draft
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Packet Pg. 122 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

REVENUE DETAIL
Biennial Budget Fiscal Years 2025-26 and 2026-27 85
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27

ACTUAL ACTUAL BUDGET BUDGET BUDGET

SPECIAL REVENUE FUNDS
State Gas Tax
Interest Revenue 8,060 25,033 3,000 85,000 58,000
Grants - State 399,980 1,199,998 - 200,000 200,000
Gas Tax - Section 2107.5 4,000 4,000 4,000 4,000 4,000
Gas Tax - Section 2032 RMRA 435,638 456,577 482,539 512,168 440,000 Gas Tax - Section 2103 159,090 177,566 193,430 163,275 163,100 Gas Tax - Section 2107 151,433 160,288 153,853 130,620 130,480 Gas Tax - Section 2105 111,116 118,417 128,090 107,295 107,180 Gas Tax - Sections 2106 71,923 75,858 80,976 65,310 65,240 Other Revenue - 129,204 1,000,000 - -
Total Gas Tax 1,341,240 2,346,941 2,045,888 1,267,668 1,168,000 Transportation Impact Fees
Interest Revenue 18,300 22,909 12,000 10,000 10,000
Grants Local (LFFA-Signalization) - 428,001 - - -
Miscellaneous Revenue - - - - -
Transport Impact - Local 38,082 18,964 40,000 10,000 10,000 Total Transportation Impact Fee 56,382 469,874 52,000 20,000 20,000 Drainage Impact Fees
Interest Revenue 24,655 26,324 16,000 20,000 20,000
Planning Permit Surcharge 1,056 - - - -
Drainage Impact Fees 156,999 65,686 145,000 50,000 50,000 Total Drainage Impact Fees 182,710 92,010 161,000 70,000 70,000 Tree Mitigation
Interest Revenue 248 349 150 350 325
Tree Mitigation 625 323 500 - -
Total Tree Mitigation 873 672 650 350 325
Creek Mitigation
Interest Revenue 9 102 - 50 50
Tree Mitigation 4,000 - - - -
Total Tree Mitigation 4,009 102 - 50 50
Park Dedication Fees
Interest Revenue 18,399 24,315 12,000 20,000 20,000
Park Dedication Fees 153,368 85,729 100,000 85,000 85,000 Total Park Dedication 171,767 110,044 112,000 105,000 105,000 Federal Grants
Grants - Federal 445,009 961,070 3,216,000 2,432,851 1,795,000 Project Reimbursement 11,900 - -
Total Federal Grants 456,909 961,070 3,216,000 2,432,851 1,795,000 ARPA State & Local Fiscal Relief Grant
Grants - Federal 2,383,361 - - - -
Total Federal Grants 2,383,361 - - - -
State Grants
Grants - State 148,054 92,036 275,000 194,029 -
Total State Grants 148,054 92,036 275,000 194,029 -
Recycle Grants
Interest Revenue 4,433 10,721 900 8,000 5,000
Grants - State - Recycling Annual Funds 5,203 5,170 5,000 - - Total Recycle Grants 469,720 15,891 5,900 8,000 5,000
Draft
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Packet Pg. 123 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

REVENUE DETAIL
Biennial Budget Fiscal Years 2025-26 and 2026-27 86
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27

ACTUAL ACTUAL BUDGET BUDGET BUDGET
Other Grants
Grants ABAG (#5501) Housing Element 37,080 4,851 - - -
Grants -Local 390,000 -
Donations - -
Total Other Grants 37,080 4,851 - 390,000 -
Transportation Development Act
Grants - State - - 150,000 210,000 -
Grants - Local 100,700 - - - -
Total Transportation Dev Act Grants 100,700 - 150,000 210,000 - Accessibility Compliance Fund
Interest Revenue - 193 300 300
Business Reg Surcharge (State) - 2,154 2,400 2,600
Total Accessibility Compliance 100,700 2,347 - 2,700 2,900 Supplemental Law Enforcement Services Fund
Interest Revenue 5,476 7,476 3,500 7,000 7,000
Grants - State 165,271 186,159 165,000 190,000 190,000
Total SLES Fund 170,747 193,635 168,500 197,000 197,000 CCTA - Return to Source Transportation
Interest Revenue 10,146 19,315 7,500 36,000 25,000
CCTA Revenue 692,386 505,825 - - -
Total CCTA - RTS 702,532 525,140 7,500 36,000 25,000
CCTA - Program 28C (Sub-regional Allocation)
Interest Revenue 2,367 3,805 1,500 4,500 4,500
CCTA Revenue 34,717 31,744 30,000 - -
Total CCTA - Program 28C 37,084 35,549 31,500 4,500 4,500 Road Maint. Fee (Solid Waste Provider)
Interest Revenue 23,151 47,685 14,000 60,000 30,000
Road Maintenance Fees 1,269,662 1,200,000 1,200,000 700,000 700,000 Total Road Maintenance 1,292,813 2,517,347 1,214,000 760,000 730,000 Wilder Community Maintenance Endowment
Interest Revenue 1,201 1,641 100 2,000 2,000
Project Reimbursement Revenue 59,738 -
Total Wilder Maintenance Endowment 1,201 1,641 100 61,738 2,000 Field Maintenance Surcharge Fee
Interest Revenue 5,030 6,507 3,000 6,000 4,000
Sports Facility Surchg 55,608 45,888 30,000 30,000 30,000 Total Field Maintenance Surcharge 60,638 52,395 33,000 36,000 34,000 Facility Improvement Surcharge
Interest Revenue 2,395 4,077 1,500 6,000 6,000
Facility Preserv Fee 46,953 53,976 40,000 40,000 40,000 Total Facilty Maintenance Surcharge 49,348 58,053 41,500 46,000 46,000 Affordable Housing
Interest Revenue 2,507 3,490 1,500 3,000 3,000
Total Affordable Housing 2,507 30,350 1,500 3,000 3,000 Draft
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Packet Pg. 124 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

REVENUE DETAIL
Biennial Budget Fiscal Years 2025-26 and 2026-27 87
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27

ACTUAL ACTUAL BUDGET BUDGET BUDGET
General Plan Surcharge
Interest Revenue 3,250 5,212 2,000 4,000 4,000
General Plan Surcharge 40,086 32,288 38,000 30,000 30,000 Total General Plan Surcharge 43,336 37,500 40,000 34,000 34,000 Permit Technology Surcharge
Interest Revenue 792 1,311 500 1,000 1,000
Permit Technology Surcharge 11,899 9,777 12,000 8,000 8,000 Total Permit Technology Surcharge 12,691 11,088 12,500 9,000 9,000 Special Assessment District L-42
Special Assessment 9,042 8,500 8,500 9,871 9,871
Interest Revenue - 100 100 200 200
Total LLD (L-42) 9,042 8,600 8,600 10,071 10,071
Special Assessment District M-9
Special Assessment 11,944 12,737 11,300 15,797 16,560
Interest Revenue - 10 10 - -
Total LLD (M-9) 11,944 12,747 11,310 15,797 16,560
Special Assessment District M-11
Special Assessment 37,238 37,710 35,000 37,712 37,712
Total LLD (M-11) 37,238 37,710 35,000 37,712 37,712
Stormwater Utility
Interest 1,189 - 1,200 - -
Miscellaneous Fees 358 - - - -
NPDES Revenue 190,521 170,280 300,000 300,000 300,000
Total Stormwater Utility 192,068 170,280 301,200 300,000 300,000 Library Parcel Tax
Property Tax 527,091 527,988 526,000 500,000 500,000
Interest Revenue 7,452 12,297 4,000 9,000 9,000
Total Library Parcel Tax 534,543 540,285 530,000 509,000 509,000 Wilder Community Facilities District
Special Assessment- Police Svc 210,000 - 190,000 200,000 200,000 Special Assessment- Landscape Maint. 303,050 - 277,000 297,500 298,500 Interest Revenue 650 - 600 - -
Total Wilder CFD 513,700 - 467,600 497,500 498,500

CAPITAL PROJECT FUNDS
Capital Improvement - General
Project Reimbursement 123,350 - 75,000 - -
Total General Capital (#700) 123,350 - 75,000 - -
Oaksprings Capital Fund
Interest Revenue 5,218 7,084 3,000 6,500 6,500
Total Oaksprings 5,218 7,084 3,000 6,500 6,500
Road and Drainage Stabilization Fund
Interest Revenue 13,868 15,520 9,000 25,000 20,000
Total Road & Drainage Stabilization 13,868 15,520 9,000 25,000 20,000

TOTAL ALL FUNDS
(Excl. Debt and Internal Service Funds) $ 30,496,502 $ 29,068,104 $ 29,629,448 $ 29,839,263 $ 28,642,647 Draft
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Packet Pg. 125 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

REVENUE DETAIL
Biennial Budget Fiscal Years 2025-26 and 2026-27 88
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27

ACTUAL ACTUAL BUDGET BUDGET BUDGET

INTERNAL SERVICE FUNDS (ISF)
Information Technology ISF
Interest Revenue 13,005 17,789 9,000 15,000 15,000
Miscellaneous Revenue - - - - -
Charges For Indirect Costs 235,160 212,520 292,980 238,500 238,500 Total Info Technology ISF 248,165 230,309 301,980 253,500 253,500 Building Maintenance Fund
Interest Revenue 20,819 30,877 13,000 45,000 35,000
Charges For Indirect Costs 183,420 129,900 140,950 146,500 146,500 Total Building Maint ISF 204,239 160,777 153,950 191,500 181,500 Fleet Replacement ISF
Interest Revenue 16,654 19,517 10,500 40,000 40,000
Disposal of Fixed Asset (22,518) 29,326 1,000 - -
Charges For Indirect Costs 142,280 158,860 163,600 163,600 163,600 Total Fleet Replacement ISF 136,416 207,703 175,100 203,600 203,600 Risk Management (Liability / Property Insurance) ISF
Interest Revenue 3,783 4,209 2,000 - -
Other Revenue 13,856 - - - -
Charges For Indirect Costs 463,910 381,514 395,000 650,000 700,000 Total Fleet Replacement ISF 481,549 385,723 397,000 650,000 700,000 TOTAL INTERNAL SERVICE FUNDS $ 1,070,369 $ 984,512 $ 1,028,030 $ 1,298,600 $ 1,338,600

GENERAL OBLIGATION DEBT SERVICE FUNDS
2014 GO Bond Debt Service (Series A and Series B)
Property Tax 1,216,866 1,185,091 1,120,000 1,250,000 1,270,000 HO Relief Tax - - - 1,800 1,800
Property Tax - Supplemental 1,500 1,500
Interest Revenue 12,615 13,551 6,000 20,000 20,000
Total 2014 GO Debt Service 1,229,481 1,198,642 1,126,000 1,273,300 1,293,300 2016 GO Bond Debt Service (Series A)
Property Tax 1,735,878 1,738,404 1,600,000 1,750,000 1,760,000 Property Tax - Supplemental 2,000 2,000
HO Relief Tax - - - 2,600 2,600
Interest Revenue 16,879 18,454 8,000 30,000 30,000
Total 2016 GO Debt Service 1,752,757 1,756,858 1,608,000 1,784,600 1,794,600 TOTAL DEBT SERVICE FUNDS $ 2,982,238 $ 2,955,500 $ 2,734,000 $ 3,057,900 $ 3,087,900 Draft
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Packet Pg. 126 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027) Biennial Budget Fiscal Years 2025-26 and 2026-27 89
Draft
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Packet Pg. 127 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027) Biennial Budget Fiscal Years 2025-26 and 2026-27 90

CITY STAFFING LEVELS
FTE = Full Time Equivalent
All positions are 1 FTE unless otherwise
ORINDA

CITIZENS
City Council
City Manager
Chief of Police
(contract)
Police Officers
(11 contract)
Police Sergeant
(2 contracts)
Senior Admin Asst
Director of Planning
Principal Planner
Assistant/
Associate Planner
(2 FTE)
Planning
Technician
Senior Admin Asst
Director of Public
Works
City Engineer
Public Works
Inspector
Senior Engineer Facilities & Park
Supervisor
Maintenance &
Facilities
Superintendent
Facility
Maintenance
Worker I/II
(2 FTE)
City Clerk
Senior Admin Asst
Director of Parks &
Recreation
Admin
Assistant I/II
(1.5 FTE)
Recreation
Supervisor
Recreation
Coordinator
(3 FTE)
Assistant City
Manager/ Admin
Services Director
Senior Accountant
Accounting
Technician

I/II/III
(2 FTE)
Human Resource
Manager
Senior Management
Analyst
Outreach & Education
Coordinator
City Attorney
(contract)
Senior Engineer
Assistant/
Associate Engineer
Administrative
Assistant I/II
Public Works
Supervisor
Maintenance
Worker I/II/III
(4 FTE)
Draft
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Packet Pg. 128 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

CITY STAFFING LEVELS
Biennial Budget Fiscal Years 2025-26 and 2026-27 91
Budgeted Budgeted
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

CITY POSITIONS
City Manager 3.00 3.00 3.00 3.00 3.00
City Manager 1.00 1.00 1.00 1.00 1.00
Sr. Management Analyst 1.00 1.00 1.00 1.00 1.00
Outreach & Education Coordinator 1.00 1.00 1.00 1.00 1.00 City Clerk 2.00 2.00 2.00 2.00 2.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Office Assistant 1.00 1.00 - - -
Administrative Assistant I/II - - 1.00 1.00 1.00
Administrative Services
(Finance / Human Resources) 5.00 5.00 5.00 5.00 5.00
Director of Finance - - - - -
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Accountant - - - - -
Senior Accountant 1.00 1.00 1.00 1.00 1.00
Accounting Technician I/II/III 2.00 2.00 2.00 2.00 2.00 Office Assistant (Allocated) - - - - -
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Police 1.00 1.00 1.00 1.00 1.00
Receptionist/Secretary - - - - -
Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Community Services Officer - - - - -
Public Works & Engineering Services 11.00 12.00 17.00 17.00 17.00 Assistant Engineer 1.00 2.00 2.00 2.00 2.00
Associate Engineer - - - - -
Senior Civil Engineer 2.00 2.00 2.00 2.00 2.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Director Public Works - - - - -
Director of Public Works 1.00 1.00 1.00 1.00 1.00
Facilities & Parks Supervisor - - 1.00 1.00 1.00
Facility Maintenance Worker I/II - - 2.00 2.00 2.00
Maintenance & Facilities Superintendent - - 1.00 1.00 1.00 Maintenance Worker I/II/III 3.00 3.00 4.00 4.00 4.00
P.W. Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00
Public Works Inspector 1.00 1.00 1.00 1.00 1.00
Sr. Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Project Based - Limited Term - - - - -
Parks & Recreation 8.50 9.50 6.50 6.50 6.50
Director of Parks & Recreation 1.00 1.00 1.00 1.00 1.00 Recreation Supervisor I/II 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator 2.00 3.00 3.00 3.00 3.00
Facilities & Parks Supervisor 1.00 1.00 - - -
Facility Maintenance Worker I/II 2.00 2.00 - - -
Administrative Assistant I/II** 1.50 1.50 1.50 1.50 1.50 ** 0.5 FTE Administrative Assistant I/II position currently vacant Planning 5.00 6.00 6.00 6.00 6.00
Director of Planning 1.00 1.00 1.00 1.00 1.00
Principal Planner - - 1.00 1.00 1.00
Senior Planner 1.00 1.00 - - -
Assistant / Associate Planner 1.00 2.00 2.00 2.00 2.00
Planning Technician 1.00 1.00 1.00 1.00 1.00
Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 SUBTOTAL REGULAR CITY POSITIONS 35.50 38.50 40.50 40.50 40.50 Contract - Police Services 14.00 14.00 14.00 14.00 14.00 Police Manager 1.00 1.00 1.00 1.00 1.00
Sergeant 2.00 2.00 2.00 2.00 2.00
Deputies 9.00 9.00 9.00 9.00 9.00
Relief Deputy 1.00 1.00 1.00 1.00 1.00
Investigator 1.00 1.00 1.00 1.00 1.00

49.50 52.50 54.50 54.50 54.50
Note: In addition, there are part-time seasonal, hourly staffing in all departments with the Parks & Recreation Department accounting for the largest use of part-time program Staff. Part-Time Staff are also used for Parking Enforcement duties.

TOTAL COMBINED

CITY & CONTRACT POLICE

CONTRACT POSITIONS
(Contra Costa County Sheriff's Office Positions Assigned to Orinda)

CITY OF ORINDA STAFFING BY POSITION
Draft
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Packet Pg. 129 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027) Biennial Budget Fiscal Years 2025-26 and 2026-27 92

APPROPRIATION LIMIT
Draft
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Packet Pg. 130 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

APPROPRIATION LIMIT
Biennial Budget Fiscal Years 2025-26 and 2026-27 93
California voters approved propositions, amending the State Constitution, which require that the annual City budget include a calculation of the Appropriations Limit, sometimes referred to as the Gann Limit. This requirement was imposed by Proposition 4 (1979) and later amended by Proposition 111 (1990). The legislation imposes a restriction on the amount of government revenue which may be appropriated in any fiscal year.

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

Each year, the adjustment to the Appropriations Limit takes into consideration two factors:
1) Change in the cost of living, and
2) Change in population
For each of these factors, the City may select between two optional factors.

SELECTION OF OPTIONAL FACTORS

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

Options Population
1/1/2024
Population
1/1/2025 % Increase
a. City of Orinda 19,395 19,351 -0.23%
b. Contra Costa County 1,158,165 1,158,141 0.00%

2. Change in State per capita Personal Income vs. Orinda Non-Residential Building Construction. The City selects the change in per capita personal income.

Options % Increase
a. Change in State Per Capita Personal Income 6.44%
b. Change in Orinda Non-Residential Assessed Valuation N/A* * Change in non-residential assessed valuation was not available and given that much of the assessed valuation in Orinda is designated as residential this factor would be expected to be lower than the Change in Per Capita Income.

The Fiscal Year 2025-26 limit to which the adjustment is applied uses the Fiscal Year 2024-25 (Prior Year) Appropriations Limit of $26,926,523, as adopted by the City Council on July 2, 2024 (Resolution No. 33-24). As shown in the calculation on the next page, the appropriations limitation for the City of Orinda for Fiscal Year 2025-26 is established at $28,660,591.

Draft
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Packet Pg. 131 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027)

APPROPRIATION LIMIT
Biennial Budget Fiscal Years 2025-26 and 2026-27 94
Appropriation Limit Calculation FY 2024-25
Factors Calculation
Population Change Contra Costa County 0.00% 1.0000
State Per Capita Personal Income 6.44% 1.0644
Calculation of Factor for FY 2025-26 1.064400 1 x 1.0644 Prior Year Appropriation Limit (FY 2024-25) $26,926,523 Appropriation Limit FY 2025-26 $28,660,591 $26,926,523 x 1.0644 Based on the Budget for FY 2025-26, the amount deemed to be subject to limitation (Proceeds of Taxes net of exclusions related to debt service for General Obligation Bonds and qualified capital outlays) totaled $14,807,031, which is $13,853,560 (or 48.3%) under the authorized Limit.

Amount
a) Proceeds of Taxes $ 20,130,209
b) Exclusions $ 5,323,178
c) Appropriations Subject to Limitation $ 14,807,031 a-b d) Appropriations Limit (current year) $ 28,660,591
e) Under (Over) Limit $ 13,853,560 d-c
Draft
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Packet Pg. 132 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027) Draft
H.1.a
Packet Pg. 133 Attachment: Draft Fiscal Years 2025-26 and 2026-27 Biennial Budget (3637 : Budget for FY 2026 and FY 2027) RESOLUTION NO. 32-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ORINDA
ADOPTION OF FISCAL YEARS 2025-26 AND 2026-27 BUDGET APPROPRIATIONS WHEREAS, pursuant to Title II, Section 2.08.070 F of the Orinda Municipal Code, the City Manager duties include presenting a proposed Budget; and WHEREAS, the City Manager has prepared and submitted a two-year budget describing estimated income and expenses for the fiscal years beginning July 1, 2025, and continuing through June 30, 2027; and
WHEREAS, on May 6, 2025, the City Council reviewed and took public input on the Proposed Fiscal Year 2025-26 and 2026-27 Biennial Budget; and WHEREAS, the Supplemental Sales Tax Oversight Commission; The Independent Library Parcel Tax Oversight Commission; and the Finance Advisory Committee reviewed elements of the proposed Budget at public meetings and the input was presented to the City Council prior to the City Council taking action on the adoption of the budget; and WHEREAS, at the City Council meeting on June 3, 2025, was considered a final hearing on the budget and the City Council action was to be inclusive of any adjustments to Operating Budget and/or Capital Projects as directed by action of the City Council.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orinda does hereby adopt the Fiscal Years 2025-26 and 2026-27 Biennial Budget.

BE IT FURTHER RESOLVED that the City Council of the City of Orinda does hereby:

1. Adopt the Summary of Appropriations & Estimated Fund Balances for Fiscal Year 2025-26 – Year 1, inclusive of any adjustments directed at the final Budget Hearing and attached hereto;

2. Adopt the Summary of Appropriations & Estimated Fund Balances for Fiscal Year 2026-27 – Year 2, inclusive of any adjustments directed at the final Budget Hearing and attached hereto;

3. Authorize the City Manager to make expenditures within the budget as necessary to implement the services and policies of the City Council;

4. Authorize the City Manager to administratively approve the following without additional action by the City Council;
i. Transfer budgeted amounts between line items, provided that the transfer is H.1.b
Packet Pg. 134 Attachment: Resolution 32-25 Adopting FY 2025-26 and FY 2026-27 Budget Appropriations (3637 : Budget for FY 2026 and FY 2027) within the same fund, and within the same expenditure category; ii. Increase grant funded revenue and expenditure budgets, when revenue estimates exceed the amount approved in the Budget due to an increase in grant revenues as verified in the financial records. The adjustment may also account for increased expenditures in an amount not to exceed the amount of increased grant revenue. These changes shall be disclosed as part of quarterly financial reports or other reporting presented to the City Council. iii. Administratively process Fiscal Year 2025-26 Operating Budget Adjustments, as deemed by the City Manager to be appropriate, to account for the carryover of unspent operating- budget appropriations from Fiscal Year 2024-25. The changes shall only be for purchases assumed in the Budget to be completed by June 30, 2025, but were not completed and rely on carry-over funding. These changes shall be disclosed as part of quarterly financial reports or other reporting presented to the City Council. iv. Make adjustments to the Fiscal Year 2025-26 Capital Project Appropriations to account for the carryover of unspent appropriations from Fiscal Year 2024-25 to the extent that:

1. the carryover shall be only for active projects that remain incomplete but are underway as of June 30, 2025; and

2. the carry-over does not increase the total project cost as shown in the Adopted 2025-2030 CIP.

BE IT FURTHER RESOLVED THAT any other modifications to the 2025-26 and 2026-27 Appropriations or the approved number of full-time equivalent regular staff positions shall be submitted to the City Council for approval.

Adopted by the City Council of the City of Orinda at a regular meeting on June 3, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Latika Malkani, Mayor
_________________________
Sheri Marie Smith, City Clerk
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Packet Pg. 135 Attachment: Resolution 32-25 Adopting FY 2025-26 and FY 2026-27 Budget Appropriations (3637 : Budget for FY 2026 and FY 2027) H.1.b
Packet Pg. 136 Attachment: Resolution 32-25 Adopting FY 2025-26 and FY 2026-27 Budget Appropriations (3637 : Budget for FY 2026 and FY 2027) H.1.b
Packet Pg. 137 Attachment: Resolution 32-25 Adopting FY 2025-26 and FY 2026-27 Budget Appropriations (3637 : Budget for FY 2026 and FY 2027) City Council
Staff Report
Agenda Item: H.2
Date: June 3, 2025
Department:

Public Works and
Engineering Services
AGENDA TITLE: Adoption of Capital Improvement Plan (CIP) for Fiscal Years 2026- 2030
RECOMMENDATION:

Adopt Resolution 30-25 Adopting the Capital Improvement Plan Update, Fiscal Years 2026-2030
BACKGROUND:

The subject Capital Improvement Plan (CIP) was discussed at the April 15, 2025 City Council and then a draft was presented at the May 6, 2025 City Council meeting. City Council direction provided at those meetings has been incorporated into the attached final draft CIP.

The SSTOC reviewed the draft CIP at their May 14 meeting with respect to projects that are funded by Measure R (Fund 106), and recommended no changes. Planning Commission reviewed the draft CIP at their May 27 meeting with respect to new CIP projects conforming to the General Plan, and adopted resolution PC 25-03, finding conformance.

DISCUSSION:

The CIP forecasts expenditures and funding for the upcoming five-year period, Fiscal Years 2026-2030. The CIP includes data from the current Fiscal Year ending June 30, 2025, as shown in the various reports and summaries, and therefore the CIP reflects a six-year period. This CIP is presented in parallel with the two-year budget. The CIP is prepared using a CIP planning software, “Plan-It”, to analyze the expenditures and cash flows for the projects and funds, and to provide summaries and reports for the CIP document.

Staff reconciled financial data presented in the two-year budget with that shown in the attached CIP. In order to do this, various revenue and expense data have been revised in the reports included in the attached final draft CIP; this mainly affects Fund 255 (Federal Grants). These adjustments have not changed the expenditure plans reflected in the draft CIP reviewed by City Council on May 6.

Staff is now proposing the following changes to the expenditure plans from the May 6 draft CIP, which are included in the attached final draft CIP:

1. Increase funding for project #4192, library elevator, from $100,000 to $225,000 for FY 26, Fund 700. If a full modernization is needed for the elevator, Staff determined it will be more costly than anticipated in the past. However, Staff is H.2
Packet Pg. 138
reviewing current elevator condition with qualified firms to more accurately determine the timing and extent of such modernization.

2. Add three new projects: 5039, 5040 and 5041, FY 26, Fund 704, total of $415,000. These conditions were recently discovered by Staff and project descriptions are based on initial field review by on-call geotechnical engineer:
• 5039: Miner Rd. embankment repair (Location A). Install soldier piles. • 5040: Miner Rd. embankment repair (Location B). Repair existing retaining wall.
• 5041: Charles Hill Circle Slope protection. Install protective measures to prevent falling rocks/debris.

3. For the 2024-2029 annual paving projects, 4178, 4183, 4190, 4198, 5028 and 5029, add $25,000 each for utility manhole adjustments (reimbursable), Fund 700.

Certain projects are included in the CIP that are contingent on unsecured grant funding, as noted in the project detail sheet descriptions. Furthermore, the “Priority” in the project detail sheet will be shown as “Unfunded/future consideration” or “Partially funded”. These projects are listed below:
• #3066, Camino Pablo Pathway: Orinda Way to Claremont Ave. for rehabilitation of the existing asphalt pathway. Contingent on $1.4 million federal grant. Local funding (Fund 700) is budgeted at $262,000.
• #5022, Wilder-Downtown Multi-Use Path. To perform preliminary engineering work for this project, contingent on $400,000 of federal grant funding. No local funding is budgeted. The total project cost is estimated to be at least $20 million.

The City Council may decide to adopt the subject CIP with certain revisions or additions, which will then be incorporated into the final adopted CIP. To the extent that changes impact project funding that was not in the biennial budget, that document will also require revision.

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

NEXT STEPS:

Staff will incorporate revisions, if any, approved as part of the subject meeting’s discussions in the Final Adopted CIP to be posted on the City website. The CIP will be utilized as a guide for project planning and implementation of projects.

FISCAL IMPACT:

The Draft CIP (based on the entire six-year period shown) identifies 72 projects that total $43 million. This CIP proposes $22 million in projects for the two-year budget period (Fiscal Years 2026-27).

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

ATTACHMENTS:

A. Resolution 30-25 Adopting the Capital Improvement Plan Update, Fiscal Years 2026-2030
B. Weblink to: Final Draft CIP
Respectfully Submitted by:

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

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RESOLUTION NO. 30-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ORINDA

ADOPTION OF CAPITAL IMPROVEMENT PLAN (CIP) UPDATE FOR FISCAL YEARS 2026-2030
WHEREAS, the Orinda City Council conducted public meetings on April 15, 2025 and May 6, 2025 for the purpose of receiving citizen comments and review of projects in the Capital Improvement Plan Update for Fiscal Years 2026-2030; and WHEREAS, the Capital Improvement Plan was prepared in accordance with the guidelines established by the City Council; and
WHEREAS, the Planning Commission determined that the Proposed Capital Improvement Plan Update is consistent with the General Plan at its meeting on May 27, 2025, and thereby adopted Planning Commission Resolution #25-03; and WHEREAS, presentations regarding the Proposed CIP Update were made at a public meeting of the Supplemental Sales Tax Oversight Commission on May 14, 2025.

NOW THEREFORE BE IT RESOLVED, that the City Council of the City of Orinda does hereby adopt the Capital Improvement Plan Update for Fiscal Years 2026-2030.

BE IT FURTHER RESOLVED, that the final published CIP Update document shall incorporate revisions, if any, as directed by the City Council on June 3, 2025.

Adopted by the City Council of the City of Orinda at a regular meeting on June 3, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Latika Malkani, Mayor
_________________________
Sheri Marie Smith, City Clerk
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Packet Pg. 141 Attachment: Resolution 30-25 Adopting the Capital Improvement Plan Update, Fiscal Years 2026-2030 (3632 : Adopt the Capital Improvement