Orinda City Council
July 21, 2026

CITY COUNCIL
REGULAR MEETING AGENDA
Tuesday, July 21, 2026
07:00 PM
Orinda Library Auditorium
26 Orinda Way, Orinda, CA
Zoom Webinar Link: https://www.tinyurl.com/OrindaCityCouncil By Phone: +1 669 900 6833
Meeting ID: 810 2271 2723
YouTube: https://www.youtube.com/@cityoforinda9535/streams

NOTICE OF TELECONFERENCE MEETING
Pursuant to Government Code Section 54953, Subdivision (b), this meeting will include teleconference participation by Vice Mayor Gee from:
49360 Mission Drive West, La Quinta, CA 92253
HOW TO PARTICIPATE IN THE MEETING:

Public comment is generally limited to 3 minutes per speaker per agenda item. For additional information, please refer to the Council’s Policies and Procedures Manual.

In-Person Comments: In-person speakers are invited to submit a speaker card to the City Clerk. You will be permitted to speak even if you choose not to submit a speaker card or decline to provide the requested information on the card. After the City Council has heard from everyone who submitted a speaker card, anyone present in person who has not submitted a speaker card may form a line at the lectern.

Remote Comments: Speakers who are participating via Zoom should use the “raise hand” function or the *9 function to indicate they wish to comment.  You will be called upon and unmuted when it is your time to speak, which will generally be after the City Council hears from in-person speakers.    Persons wishing to comment should use the Zoom link to participate in the meeting, not the YouTube link. The YouTube link is a livestream provided as a courtesy and does not allow for public comment.

Written Comments: In advance of the meeting, you may submit written public comment for the Council to read by following the instructions below:

Deliver to City Hall at 22 Orinda Way or send an e-mail to [email protected] by 3 pm on the day of the meeting. Those comments will be forwarded to the City Council. They will also be part of the public record and available for viewing in the public review binder at Orinda City Hall, located at 22 Orinda Way.

In addition, they will be available electronically by 5 pm on the City’s Website Meetings Calendar, by selecting the date of the meeting, and “Communications from Public”.

Assisted Listening Devices: Assisted listening devices are available on the table in the rear of the Auditorium.

CALL TO ORDER/ROLL CALL
Councilmembers: Cara Hoxie, Latika Malkani, Janet Riley Vice Mayor Darlene Gee, Mayor Brandyn Iverson
PLEDGE OF ALLEGIANCE
CLOSED SESSION REPORT (when applicable)
ADOPTION OF AGENDA
The City Council may take action on any item listed on the agenda.

ITEMS FOR THE GOOD OF THE CITY
Introduction of Officer Taliaferro
Recognition of Aiden Meng, National Spelling Bee Finalist Page 8 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.

COUNCIL REPORTS
CITY MANAGER'S REPORT
CONSENT CALENDAR
Approval of City Council Minutes Page 9
The City Council will consider approval of the Meeting Minutes of:

1. July 7, 2026, Closed Session
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C.

D.

E.

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2. July 7, 2026, Regular Meeting
RECOMMENDATION:

Approve City Council Minutes of

1. July 7, 2026, Closed Session

2. July 7, 2026, Regular Meeting
Ordinance Establishing State-authorized limitations on Parcels Created Pursuant to the Starter Home Revitalization Act

The City Council will consider adoption of Ordinance 26-05, which was introduced at the City Council Meeting of July 7, 2026. This Ordinance would amend Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish Stateauthorized limitations on parcels created pursuant to the Starter Home Revitalization Act, 2026.

RECOMMENDATION:

Adopt Ordinance 26-05, waiving full reading, amending Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish State-authorized limitations on parcels created pursuant to the Starter Home Revitalization Act (California Government Code Section 66499.41).

Investment Report for the Quarter Ending June 30, 2026 Page 28 The City Council will receive the quarterly report on the City’s investments, consistent with California Government Code Section 53646(b) and the City's Investment Policy. This report covers the period of April 1, 2026, to June 30, 2026.

RECOMMENDATION:

Accept the Investment Report for the quarter ending June 30, 2026.

Ladris Contract Amendment No. 1 for Wildfire and Evacuation Planning Services

The City Council will consider approving Amendment No. 1 to the agreement with Ladris Technologies, Inc., extending the City's wildfire scenario and evacuation planning services for an additional two-year term, from August 30, 2026, through August 29, 2028, at a fixed annual cost of $252,700, for a total contract amount not to exceed $505,400.

RECOMMENDATION:

Adopt Resolution No. 56-26 Approving Amendment No. 1 to the Professional Services Agreement with Ladris Technologies, Inc. for the continued provision of wildfire scenario and evacuation planning services to the City of Orinda.

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I.3
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Authorize an Exception to Competitive Bidding Per Orinda Municipal Code (OMC) Section 2.55.100, Purchase Two
Replacement Police Patrol Vehicles, Including Equipment Outfitting and Installation, and Approve Budget Change Form #001-27

The City is responsible for providing the fleet of vehicles used by Police personnel under the contract with the Contra Costa County Office of the Sheriff.  Two existing Police Patrol Vehicles have reached the end of their useful life and need to be replaced.  Per Orinda Municipal Code Section 2.55.100, when another public agency has administered a competitive bidding process and has a current valid agreement for the same or substantially similar equipment, an exception to the competitive bidding requirement may be requested. In addition, Staff is requesting a budget adjustment of $179,500 originally appropriated in Fiscal Year 2025-26 which went unspent and remains available for this use.

RECOMMENDATION:

Authorize an exception to the competitive bidding process per OMC 2.55.100, approve the replacement of two existing police patrol vehicles at a total cost of $179,500 ($125,000 for the vehicles and approximately $54,500 for equipment and outfitting); and approve Budget Change Form #001-27 in the amount of $179,500 from the Fleet Replacement Fund (Fund 605).

PUBLIC HEARING
Introducing Ordinance No. 26-07 Pilot Facade Improvement Program Streamlining

On June 9, 2026, the City Council adopted Resolution No. 35-26 establishing a oneyear Pilot Façade Improvement Program to encourage investment in exterior improvements to commercial properties. As part of that action, the City Council directed staff to prepare any necessary amendments to the Orinda Municipal Code to streamline review procedures for approved Façade Improvement Program projects.

Ordinance No. 26-07 implements that direction by exempting approved Façade Improvement Program projects from Planning Commission design review, sign permit requirements, tree removal permit requirements, and outdoor dining permit requirements while maintaining compliance with applicable building, fire, accessibility, and encroachment requirements.

As required for all amendments to Title 17 (Zoning Code), the Planning Commission I.5
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considered the proposed ordinance on July 14, 2026, and recommended that the City Council adopt Ordinance No. 26-07. The Planning Commission's recommendation is advisory, and the City Council retains full authority to approve, modify, or deny the proposed ordinance.

RECOMMENDATION:

Waive the full reading and introduce Ordinance No. 26-07, amending Chapters

17.8.5 (I-Downtown Commercial District), 17.18.5 (Exempt Signs), 17.21.3 (Permit Required for Removal or Destruction of a Protected Tree), and 17.30.3 (Design Review Requirement) of Title 17 (Zoning) of the Orinda Municipal Code to streamline permitting requirements for approved Façade Improvement Program projects; and find that Ordinance No. 26-07 is exempt from the California Environmental Quality Act (CEQA) and direct staff to file a Notice of Exemption.

POLICY MATTERS
Adopting the 2026 Emergency Operations Plan Page 150
The proposed 2026 Emergency Operations Plan (EOP) establishes the City’s framework for preparing for, responding to, and recovering from emergencies and disasters. The EOP is designed as an all-hazards plan and provides scalable guidance that may be applied to wildfires, earthquakes, severe weather, utility disruptions, hazardous materials incidents, public safety emergencies, and other events affecting the community.

The EOP identifies the City’s emergency organization, establishes procedures for activating and operating the Emergency Operations Center (EOC), describes the roles of City departments and partner agencies, and provides functional and hazardspecific annexes, operational checklists, and supporting forms. The plan is intended to improve coordination, clarify responsibilities, and provide City staff with practical guidance during an emergency.

RECOMMENDATION:

Adopt Resolution No. 58-26 Adopting the 2026 Emergency Operations Plan.

Strategic Plan Progress Report Page 535
In July 2025, the City Council adopted the Fiscal Years 2025/26–2026/27 Strategic Plan to establish the City's organizational priorities and guide policy development, budgeting, and staff work over the two-year planning period. The Strategic Plan identifies four strategic priorities and a series of implementation objectives intended to improve wildfire resilience, infrastructure, downtown vitality, and community engagement.

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This report provides the City Council with its first comprehensive implementation update. Attachment A summarizes the implementation status of every Strategic Plan objective, while Attachments B and C document the policy actions, projects, and initiatives undertaken by the City that support implementation of the Strategic Plan.

Together, these documents provide a comprehensive overview of the City's progress toward accomplishing the Council's adopted priorities.

RECOMMENDATION:

Receive the Strategic Plan Progress Report and provide direction to Staff on further implementation.

MATTERS INITIATED

ADJOURNMENT
Please visit the City's website at www.cityoforinda.gov to view the City Council Meeting Calendar.

I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this special meeting agenda has been posted at least 24 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way. Additional copies are available at the Orinda Library, 26 Orinda Way, and at the City's website at www.cityoforinda.org. At Least 24 hours in advance of the meeting, this agenda was also delivered to and received by each member of the City Council as well as each local newspaper, radio station and television station requesting written notice of special meetings.

I, Sheri Marie Smith, City Clerk, declare under penalty of perjury under the laws of the State of California that this regular meeting agenda has been posted at least 72 hours in advance at the Orinda City Hall, 22 Orinda Way and the Orinda Library, 26 Orinda Way. Additional copies are available at the Orinda Library, 26 Orinda Way, and at the City's website at www.cityoforinda.gov. ~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 L.

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advanced notice is necessary. Please contact the City Clerk's Office, 22 Orinda way, Orinda, CA 94563 or 925.253.4221 or [email protected] with the following information: name, mailing address, phone number and type of assistance requested.

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Item E.2
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CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Approval of City Council Minutes
EXECUTIVE SUMMARY:

The City Council will consider approval of the Meeting Minutes of:

1. July 7, 2026, Closed Session

2. July 7, 2026, Regular Meeting
RECOMMENDATION:

Approve City Council Minutes of

1. July 7, 2026, Closed Session

2. July 7, 2026, Regular Meeting
STRATEGIC PLAN INITIATIVE:

Not applicable.

ATTACHMENTS:

A. City Council Minutes of July 7, 2026, Closed Session B. City Council Minutes of July 7, 2026, Regular Meeting

Respectfully Submitted by,
Sheri Smith, City Clerk
Approved By:

Linda Smith, City Manager
Item I.1
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July 7, 2026

CITY OF ORINDA

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

B. CLOSED SESSION

1. OPEN SESSION IDENTIFICATION of Closed Session Matters The Closed Session Matters were identified.

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

3. CLOSED SESSION
a. CITY ATTORNEY PERFORMANCE EVALUATION
Pursuant to Government Code Section 54957, performance evaluation of City Attorney Osa Wolff
C. ADJOURNMENT
There was no reportable action. The meeting adjourned at approximately 7:00 P.M.

_______________________
Sheri Marie Smith, City Clerk
Item I.1
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Orinda City Council Minutes Page 1 of 12 07.07.26
JULY 07, 2026

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

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

C. CLOSED SESSION REPORT (when applicable)
Mayor Iverson announced there was no reportable action taken in Closed Session.

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

MOTION by Mayor Iverson, and seconded by Councilmember Malkani, to adopt the agenda. Said motion carried by unanimous (5-0) vote.

E. ITEMS FOR THE GOOD OF THE CITY
E.1 Proclamation Declaring July, 2026 as “Parks Make Life Better” Month Mayor Iverson read a proclamation into the record declaring July, 2026 as “Parks Make Life Better” Month.

Director of Parks and Recreation Todd Trimble voiced appreciation of the Council’s support and said they are proud in keeping the community happy, healthy and connected.

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

Councilmembers thanked the Department staff for the many activities they support for the community.

F. PUBLIC FORUM - None
G. COUNCIL REPORTS
Item I.1
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Orinda City Council Minutes Page 2 of 12 07.07.26
Councilmembers expressed appreciation to City staff, the Orinda Association (OA), public safety personnel, and volunteers for organizing a successful Fourth of July celebration and parade, with special recognition given to Police Chief Rossi for transportation assistance during the event.

Councilmember Malkani reported on the June 22 Infrastructure Subcommittee meeting, noting that the citywide storm drain survey is nearing completion. The subcommittee reviewed a range of potential improvement options, provided feedback, and expressed interest in additional, more fully developed alternatives. She also shared highlights from participating, alongside Mayor Iverson, in a female leadership program at St. Mary’s College, describing it as an engaging event that included elected officials from neighboring communities and generated thoughtful discussion.

Vice Mayor Gee provided additional updates from the Infrastructure Subcommittee, stating that the committee has begun planning for implementation by identifying completed work and developing cost estimates for future activities in coordination with staff. She also reported distributing the Contra Costa Transportation Authority (CCTA) Call for Projects information to City staff, noting that Orinda has the opportunity to seek funding for two projects. Applications are due in August, with CCTA forwarding submissions to the Metropolitan Transportation Commission (MTC) in October. She further noted that CCTA continues work on development of the next Transportation Expenditure Plan.

Councilmember Riley announced plans to attend upcoming Library and Historical Society meetings and will provide an update at a future Council meeting.

Mayor Iverson announced upcoming regional meetings, including the Tri-Cities meeting with Lafayette and Moraga and the Downtown Economic Development meeting on July 15, and joined fellow Councilmembers in commending the success of the Fourth of July celebration.

Mayor Iverson opened the public comment period, and there were no speakers.

H. CITY MANAGER’S REPORT
Assistant City Manager/Administrative Services Director Doug Alessio had no report.

Mayor Iverson opened the public comment period, and there were no speakers.

I. CONSENT CALENDAR
Mayor Iverson reported receiving a request to pull Item I.4. She asked if Councilmembers or the public wished to remove any other items, and there were no further requests and no public comments.

I.1 Approval of City Council Minutes
The City Council will consider approval of the Meeting Minutes of:

1. June 9, 2026, Regular Meeting

2. June 16, 2026, Regular Meeting
RECOMMENDATION:

Item I.1
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Orinda City Council Minutes Page 3 of 12 07.07.26
Approve City Council Minutes of

1. June 9, 2026, Regular Meeting

2. June 16, 2026, Regular Meeting
I.2 Approval of an Urban Lot Split Parcel Map at 10 Tara Road The City Council will consider approving the Parcel Map for SBL 2024-002, which has been reviewed by the Planning and Public Works departments in accordance with the Subdivision Map Act, Title 16 of the City of Orinda Municipal Code (OMC), the Conditions of Approval, and in accordance with SB9 legislation.

RECOMMENDATION:

Adopt Resolution No. 51-26, Approving Parcel Map for Subdivision SBL 2024-002 Urban Lot Split at 10 Tara Road.

I.3 Award of Construction Contract for the 2025–2026 Annual Pavement Rehabilitation Projects (CIP Nos. 4183 and 4190) and Approval of Plans
The City Council will consider approving the plans for the 2025 and 2026 Annual Pavement Rehabilitation Projects (CIP Nos. 4183 and 4190), awarding a construction contract to Radius Earthwork, Inc. in the amount of $2,845,193.95, and authorizing the City Manager to increase contract value within the approved contingency amount.

RECOMMENDATION:

Adopt Resolution 53-26 Approving the Plans, Awarding a Construction Contract to Radius Earthwork, Inc., and Authorizing a Contingency for the 2025–2026 Annual Pavement Rehabilitation Projects (CIP Nos. 4183 And 4190).

MOTION by Mayor Iverson moved, and seconded by Councilmember Hoxie to approve Consent Calendar Items I.1, I.2, and I.3. Said motion carried by unanimous (5-0) vote.

Item Removed from the Consent Calendar:

I.4 2026 Safety Element Update
The City of Orinda continues to implement the policies and actions contained within the Safety Element of the General Plan as well as associated Wildfire Mitigation Measures, and Evacuation Analysis Recommendations. The attached documents provide a status update on these items, according to the terms of the settlement agreement with Orindans for Safe Emergency Evacuation (OSEE). This report summarizes recent progress, ongoing initiatives, and upcoming efforts related to emergency preparedness, hazard mitigation, evacuation planning, wildfire resilience, infrastructure improvements, and community education.

RECOMMENDATION:

Adopt Resolution No. 55-26 Accepting the 2026 Safety Element Update.

Item I.1
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Orinda City Council Minutes Page 4 of 12 07.07.26
Assistant to the City Manager Cole Haselip reported that staff will provide the City Council with annual updates on implementation of the Safety Element, including progress on six Safety Element items, 14 wildfire preparedness initiatives, 14 implementation actions, and approximately 45 evacuation-related measures.

He highlighted key accomplishments in emergency preparedness and evacuation, including completion of the Highway 24 median cut evacuation improvements and continued use of Ladris evacuation modeling to inform emergency planning.

Regarding wildfire preparedness and resilience, Mr. Haselip noted anticipated receipt of $1 million in funding for the North Orinda Shaded Fuel Break, expanded Zone Zero implementation around City facilities, completion of targeted fuel reduction projects, publication of the second edition of Plants for Fire-Savvy Landscapes, support for SB 959 school closure legislation, and ongoing wildfire communication efforts.

He also reported that the City joined the Contra Costa Regional Alternative Compliance Joint Powers Authority for stormwater treatment, continued advancing storm drain mapping initiatives, and strengthened the Community Center's role as a resilience hub through the installation of solar power and backup energy systems.

In response to public comments related to Policies EV-9 and EV-10, he displayed an image illustrating how the Highway 24 median cut project addresses concerns about providing residents with additional evacuation access from the City to Highway 24 during an emergency.

Regarding EV-18 and EV-22, each item was addressing conversations the City needs to have with BART and are planning on working on that as soon as they can. On WFR-10, there was a question regarding the City’s efforts with MOFD on the use of emergency vehicle access roads. This is something the City holds conversations with MOFD about and he noted that whether or not those EVAs are used, it requires cooperation with MOFD so the City’s role is to continue having conversations with them and try to work towards agreeable solutions. Staff holds meetings on a monthly basis with MOFD.

On WFR-11, there was a question about how the City has worked with local partners to address evacuation capacity and emergency response capabilities. The tabletop exercise is the best example of that, which he described. There was another question about when the Moraga Way Bike Lane Improvement project start, and this project is waiting on grant funding.

Staff recommends the Council adopt the Resolution which adopts the Safety Element Update.

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

Councilmembers thanked Mr. Haselip for an excellent presentation and update, voiced appreciation of the work the City has done and suggested having the presentation as a separate item on the agenda, and the next CCTA Transportation Expenditure Plan is the next opportunity to define projects, features, or activities the Council would like funded in a new measure, and the Smart Signals Program to be completed in 2027 is also a positive program to assist with evacuation.

Item I.1
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Orinda City Council Minutes Page 5 of 12 07.07.26
Mayor Iverson commented that the North Orinda Fire Break is a meaningful safety improvement, and she voiced appreciation from Mr. Haselip for touching on other farreaching incidents in addition to evacuation and wildfire.

MOTION by Vice Mayor Gee moved, and seconded by Councilmember Hoxie to approve Consent Calendar Items I.4. Said motion carried by unanimous (5-0) vote.

J. PUBLIC HEARING
J.1 Proposed Amendments to Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish limitations on parcels created pursuant to Senate Bill 1123, California Government Code Section66499.41 (the Starter Home Revitalization Act)
The State of California’s Starter Home Revitalization Act mandates ministerial (non-discretionary) approval for subdividing eligible single-family lots into up to 10 parcels for the development of up to 10 residential units.

While the state heavily preempts local development standards to facilitate these subdivisions, the law explicitly grants local agencies the discretion to regulate specific aspects: the allowance of Accessory Dwelling Units (ADUs), subsequent ministerial lot splits under Senate Bill 9 (SB 9), and the waiver of property sale restrictions.

Following a March 3, 2026, study session, the City Council directed Staff to draft an ordinance exercising the City's maximum local discretion to prohibit compounding density. The proposed ordinance amends the Orinda Municipal Code (OMC) to prohibit ADUs and subsequent SB 9 lot splits on these newly created parcels, strictly enforces the state's restrictions on the separate sale of unimproved lots, and establishes a unit cap deed restriction to prevent circumvention of statutory limits.

RECOMMENDATION:

Hold the public hearing, waive the first reading and introduce Ordinance 26- 05, amending Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish local limitations on parcels created pursuant to California Government Code Section 66499.41.

Associate Planner Darin Hughes stated on March 3, 2026, staff presented on potential impacts of SB 1123 to the Council and received direction, as well as to the Planning Commission who voted unanimously to recommend the Council adopt the proposed ordinance.

Mr. Hughes then gave the staff report and overview of proposed amendments to Title 16 and Title 17 of the OMC to establish limitations on parcels created pursuant to SB 1123, California Government Code Section 66499.41 (Starter Home Revitalization Act) which mandates ministerially subdividing eligible single-family residential lots in up to 10 parcels for development of up to 10 residential units. The City has discretion over three items: 1) waiver of property sale restrictions; 2) subsequent ministerial lot splits under SB 9; and 3) allowance of ADUs on these parcels. He then reviewed and further described eligibility requirements, restrictions, limitations and standards under the Act as well as the three discretionary items the City can require.

Item I.1
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Orinda City Council Minutes Page 6 of 12 07.07.26
Staff reported that, following the March 3 public hearing, they were asked to evaluate evacuation safety analyses and existing policies to ensure new development can occur safely. Staff noted that a recommendation to prohibit development within 100 feet of evacuation routes was discussed with HCD, and HCD advised that such a requirement would likely be considered an additional development restriction beyond those permitted under state law.

In response, staff intends to conduct further analysis to identify policies that can be used to support safe and appropriate development, clarify applicable development constraints for applicants, and leverage existing Wildland-Urban Interface requirements. Staff also plans to use Ladris evacuation modeling to establish objective evacuation performance thresholds and baseline conditions, while developing additional policies related to access management.

Staff recommended that the Council hold the public hearing, waive the first reading, and introduce Ordinance No. 26-05 amending Titles 16 (Subdivisions) and 17 (Zoning) of the Orinda Municipal Code to establish local limitations on parcels created pursuant to California Government Code Section 66499.41. Staff indicated they would return on July 21 to present the proposed policies and related considerations in greater detail.

Councilmember Hoxie expressed concerns about the relationship between reduced setbacks, Zone Zero defensible space requirements, and the proximity of new dwellings.

She questioned how developments with setbacks as small as four feet could comply with the requirement to maintain a five-foot noncombustible area around structures.

Mr. Hughes explained that similar issues arise with accessory dwelling units (ADUs), home additions, and SB 9 developments. He noted that such projects are reviewed in coordination with the Fire District and may qualify for exceptions to standard setback requirements if applicants demonstrate appropriate fire mitigation measures, including standards, limitations on openings near property lines, and other fire safety requirements.

Councilmember Hoxie also asked whether state law requires homeowners' associations or other forms of coordination among property owners.

Mr. Hughes responded that he was not aware of any such ownership requirements under state law. She further inquired about potential access issues based on site layout and Mr.

Hughes replied that access standards, including minimum roadway widths, maximum grades, turnarounds, and related fire access requirements enforced by MOFD and would be addressed in greater detail during the next policy discussion.

Vice Mayor Gee asked if people are allowed to demolish an existing single-family home in order to undertake the option under this law.

Mr. Hughes said yes; the primary consideration is that it could not have been a rental property within the past 5 years, and they also see this with SB 9 projects.

Vice Mayor Gee asked and confirmed all new units built are assessed at fair market value for property tax purposes.

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Councilmember Malkani sought clarification on how implementation of the Act could affect development in Orinda. She asked whether a property could be subdivided into multiple lots, with multifamily buildings constructed on only a few of them while the remaining lots were left undeveloped and sold in conjunction with developed units.

Mr. Hughes responded that such scenarios are largely speculative but explained that, while a property could theoretically be subdivided into multiple parcels, state law limits the ability to sell undeveloped parcels individually. He noted that undeveloped parcels may retain future development potential, subject to applicable limits, but they must comply with the Subdivision Map Act. He added that some subdivided parcels may be designated as common or open space and therefore not be developable. He emphasized that the City's primary opportunity to impose standards and conditions occurs during the subdivision process through approval of the Final Map.

Councilmember Malkani also asked whether, rather than imposing a categorical prohibition on development within 100 feet of evacuation routes, the City could require an evacuation analysis for projects within that distance on a case-by-case basis. Mr. Hughes stated that he would defer to the City Attorney regarding the legal mechanisms for implementing such a requirement.

City Attorney Wolff explained that staff continues to evaluate potential approaches consistent with state law. She noted that the Government Code requires findings that a project presents a public health and safety concern for which there is no feasible mitigation before additional restrictions may be imposed. She stated that staff is reviewing existing regulations, including those administered by MOFD, to determine how they may support those findings, while acknowledging that the statutory standard is challenging to satisfy.

Mayor Iverson asked whether the Planning Commission had raised any significant comments or questions regarding the proposed ordinance.

Mr. Hughes responded that the Planning Commission's discussion primarily focused on understanding the requirements of the state law.

Mayor Iverson questioned how the Act's requirement that at least 75 percent of surrounding parcels be designated for urban uses applies in a predominantly residential community such as Orinda, noting that the standard appeared to be more applicable to highly urbanized jurisdictions.

Mr. Hughes explained that the term "urban use" is also used in other state laws and generally encompasses developed areas. He noted that staff has analyzed how the term applies in various contexts, including residential neighborhoods, and that single-family residential development generally qualifies as an urban use. He added that parks may also qualify in some circumstances, while open space, undeveloped land, or vacant parcels that have never been developed generally do not. Some situations remain subject to interpretation and indicated he would provide additional clarification on the applicable statutory language.

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

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Councilmembers expressed support for adopting the ordinance while acknowledging concerns about the potential implications of SB 1123 for Orinda. Councilmember Hoxie stated that, although adoption of the amendments was appropriate, the prospect of higher-density development in a small community was concerning. She suggested discussing wildfire safety, evacuation, and public health considerations with MOFD through a future 2x2 meeting.

The Council discussed the proposed ordinance implementing Senate Bill (SB) 1123 and expressed support for its adoption while acknowledging concerns regarding the legislation's broader implications.

Vice Mayor Gee described SB 1123 as challenging legislation and supported the City's proposed implementation within the constraints of state law. She encouraged collaboration with neighboring jurisdictions, including Lafayette and Moraga, to pursue potential legislative amendments addressing issues such as fire safety, community character, and other local impacts.

Councilmembers Malkani and Riley expressed support for introducing the ordinance.

Councilmember Malkani noted that market conditions in Orinda would likely continue to favor single-family residential development, while Councilmember Riley stated that although the more intensive development scenarios appeared unlikely, the City should continue monitoring implementation of the law and work with neighboring communities to advocate for future legislative refinements.

Mayor Iverson supported adoption of the ordinance, describing the discussion as a valuable opportunity to better understand SB 1123 and its potential impacts. She observed that the law's practical effects in Orinda were likely to be more limited than some theoretical development scenarios suggested and noted that smaller-scale housing types could contribute to a more diverse housing stock. She emphasized the importance of continuing efforts to clarify implementation while maintaining a strong focus on fire safety and thanked Planning staff for their educational outreach.

In response to a question from Councilmember Hoxie, staff confirmed that prefabricated homes are permitted under the ordinance, provided they comply with the City's objective design standards. Staff noted that relatively few accessory dwelling units in Orinda have utilized prefabricated construction due to site and installation constraints.

MOTION by Councilmember Hoxie, and seconded by Councilmember Malkani, to waive the first reading and introduce Ordinance 26-05, amending Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish local limitations on parcels created pursuant to California Government Code Section 66499.41. Said motion carried by unanimous (5-0) vote.

K. POLICY MATTERS
K.1 Overview of Proclamation Practices
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At its April 21, 2026 meeting, the City Council directed Staff to research how other municipalities administer proclamation requests and approvals. Staff found that local governments utilize a variety of approaches, including City Council approval, mayoral approval, shared authority models, annual proclamation calendars, public request processes, and differing eligibility and presentation practices. This report summarizes the range of approaches used by municipalities.

RECOMMENDATION:

Receive the report on proclamation practices and determine whether to consider amendments to the City Council’s Rules and Procedures at a future meeting.

Assistant to the City Manager Cole Haselip presented an informational report regarding proclamation practices in neighboring jurisdictions. He explained that, at its April 21, 2026 meeting, the City Council requested a comparative analysis of how other communities issue proclamations as part of its review of the Council Rules and Procedures.

Mr. Haselip summarized the results of outreach to neighboring city clerks and presented a comparison of proclamation practices, including approval methods, approval authority, initiation processes, and presentation procedures. He noted that no staff recommendation was being made, as proclamation policies vary among jurisdictions and are tailored to each community's preferences. He advised that, should the Council wish to modify its current practices, staff could return at a future meeting with a resolution amending the Council Rules and Procedures.

Vice Mayor Gee referred to the list of cities and she asked if there were any usual differences between a city that has a directly-elected mayor versus Orinda’s rotating mayor which many cities also have. Mr. Haselip said he did not identify these differences in his research.

Councilmember Malkani said in looking at the list, Dublin has a directly-elected Mayor and gives approval authority to the Council as well as San Ramon but who designates to the City Manager.

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

Councilmember Malkani explained that she requested the discussion to better understand proclamation practices in other jurisdictions. She noted that many cities use a hybrid approach and suggested the Council establish a standard list of recurring annual proclamations while allowing the Mayor, in coordination with the City Clerk, to issue additional proclamations as needed. She asked whether the recurring list would require annual review.

City Attorney Wolff responded that the Council could approve a list of recurring proclamations and revise it as needed in the future. She noted that an annual review would be a common approach.

Councilmember Riley asked whether a formal list was necessary or whether the Mayor could continue reviewing past proclamations and determine which to issue each year.

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Mayor Iverson explained that the current practice provides each incoming Mayor with recent proclamation history to guide annual decisions. She said she has chosen to recognize certain national observances as Items for the Good of the City rather than formal proclamations to better manage meeting agendas while still providing opportunities for public recognition and comment. She supported maintaining the Mayor's discretion, working with the City Manager and City Clerk, to continue established traditions while allowing flexibility to add or modify recognitions over time.

Councilmember Hoxie expressed support for preserving the Mayor's discretion but suggested Councilmembers receive advance copies of recurring proclamations to review their wording. She also supported focusing proclamations on matters relevant to Orinda.

Councilmember Malkani stated that certain heritage and recognition months should be formally proclaimed each year and requested a review of proclamations issued over the past three years to identify recurring recognitions. She distinguished formal proclamations from certificates or other forms of recognition.

Mayor Iverson stated that she views proclamations and recognitions as serving the same purpose of acknowledging important observances and explained that written recognitions were used to comply with the Council's agenda requirements rather than as awards.

Councilmember Malkani stated that she was unaware Councilmembers could request future agenda items related to proclamations.

City Attorney Wolff clarified that Councilmembers may request that matters be placed on a future agenda through a Council motion and majority vote. She further explained that, under the current Council Rules and Procedures, only the Mayor has authority to issue proclamations independently, while proclamations on behalf of the full Council require Council action.

Councilmember Malkani suggested the Council establish a recurring list of annual proclamations that would be approved by the full Council while allowing the Mayor to retain discretion to issue additional proclamations throughout the year.

Vice Mayor Gee supported the concept, noting the importance of recognizing the community's growing diversity while preserving the Mayor's flexibility to issue other proclamations. Councilmember Hoxie agreed, provided the recurring list remained limited.

Mayor Iverson expressed concern about the additional meeting time required for recurring proclamations, particularly when there is no recipient present, but supported exploring an annual Council-approved list with the Mayor retaining discretion for one-time recognitions.

She suggested the matter could be considered during the next update to the Council Rules and Procedures.

Councilmember Malkani proposed that staff compile proclamations issued over the past three years to identify recurring recognitions and noted that annual proclamations need not be read in their entirety during meetings.

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Councilmember Hoxie suggested Councilmembers review the language of Councilissued proclamations in advance. City Attorney Wolff advised that, because advance circulation could result in collective concurrence outside a public meeting, Council-issued proclamations should be agendized to allow the Council to review and approve the language in compliance with the Brown Act.

Mr. Haselip stated that, if the Council established an annual list of proclamations, staff could prepare them for Council review at a single meeting and requested direction on how the Council would like annual proclamations to be presented.

Councilmember Malkani supported maintaining the current presentation process, with the Mayor determining whether to read proclamations based on available meeting time. She emphasized that the issuance of the proclamation itself was most important and shared that formal recognition of heritage and cultural observances is meaningful in fostering a sense of inclusion and belonging within the community.

Councilmember Riley expressed concern about dedicating significant meeting time to proclamations when no recipient is present.

Councilmember Hoxie agreed that heritage recognitions can be meaningful and cited Jewish American Heritage Month as an example.

Mayor Iverson stated that she would issue full proclamations during the remainder of her term while managing meeting time by limiting the amount read aloud when appropriate.

Councilmember Hoxie suggested staff distribute a list of proclamations issued during the past two years as a starting point for future discussion. Councilmember Malkani agreed that the matter might warrant further policy discussion and reiterated that lengthy proclamations need not be read in their entirety.

The Council reached consensus to have staff provide a list of past proclamations through the City Manager's weekly update. It was noted that any Councilmember wishing to pursue policy changes could bring the matter forward through the Matters Initiated process for future Council consideration.

L. MATTERS INITIATED – None.

M. CLOSED SESSION
The Council adjourned to Closed Session at 9:09 p.m. to consider the following matters:

1. OPEN SESSION IDENTIFICATION of Closed Session Matters

2. PUBLIC COMMENTS of Closed Session Matters – None.

3. CLOSED SESSION

4. OPEN SESSION REPORT regarding Closed Session
M.1 CITY ATTORNEY PERFORMANCE EVALUATION Pursuant to
Government Code Section 54957, performance evaluation of City Attorney Osa Wolff
M.2 OPEN SESSION REPORT REGARDING CLOSED SESSION
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Mayor Iverson announced there was no reportable action taken in Closed Session.

N. ADJOURNMENT
The Regular Meeting was adjourned at approximately 9:30 p.m. to the next Regular City Council Meeting on Tuesday, July 21, 2026 at 7:00 p.m.
______________________________
Sheri Marie Smith, City Clerk
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CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Ordinance Establishing State-authorized limitations on Parcels Created Pursuant to the Starter Home Revitalization Act
EXECUTIVE SUMMARY:

The City Council will consider adoption of Ordinance 26-05, which was introduced at the City Council Meeting of July 7, 2026. This Ordinance would amend Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish State-authorized limitations on parcels created pursuant to the Starter Home Revitalization Act, 2026.

RECOMMENDATION:

Adopt Ordinance 26-05, waiving full reading, amending Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish State-authorized limitations on parcels created pursuant to the Starter Home Revitalization Act (California Government Code Section 66499.41).

BACKGROUND:

At the City Council Meeting of July 7, 2026, the City Council introduced Ordinance 26- 05, an ordinance amending Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish State-authorized limitations on parcels created pursuant to the Starter Home Revitalization Act (California Government Code Section 66499.41).

DISCUSSION:

Ordinance 26-05 was introduced at that meeting without changes and is on this agenda to consider its adoption.

FISCAL IMPACT:

None.

STRATEGIC PLAN INITIATIVE:

Not Applicable.

ATTACHMENTS:

A. Ordinance 26-05
Item I.2
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WEBLINK:

A. Staff Report from City Council Meeting of July 7, 2026 Respectfully Submitted by,
Sheri Smith, City Clerk
Approved By:

Linda Smith, City Manager
Item I.2
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ORDINANCE NO. 26-05

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ORINDA

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ORINDA AMENDING TITLE 16 AND TITLE 17 OF THE ORINDA MUNICIPAL CODE TO ESTABLISH

LIMITATIONS ON PARCELS CREATED PURSUANT TO CALIFORNIA
GOVERNMENT CODE SECTION 66499.41
The City Council of the City of Orinda DOES ORDAIN as follows:

SECTION 1.

The City Council of the City of Orinda intends, by adopting this ordinance, to amend Title 16 (Subdivisions) and Title 17 (Zoning) of the Orinda Municipal Code to establish limitations on parcels created pursuant to California Government Code Section 66499.41 (the "Starter Home Revitalization Act"). Such limitations are required to prevent the compounding of density, avoid the creation of increasingly constrained parcels, and ensure that subdivisions result in the construction of housing as intended by State law rather than land speculation.

This ordinance exercises the City's local discretion granted under State law to prohibit Accessory Dwelling Units (ADUs), Junior Accessory Dwelling Units (JADUs), and subsequent urban lot splits on these parcels. It is further the intent of the City to enforce state-mandated sale requirements. See California Government Code Section 66499.41(g) [ADUs], Section 66499.41(h) [Urban Lot Splits] and Section 66499.41(e) [sale requirements].

SECTION 2.

Title 16 (Subdivisions) of the Orinda Municipal Code is amended to add chapter 16.18 – Starter Home Revitalization Act Subdivisions:

16.18.010 - Limitations on subdivisions pursuant to Government Code Section 66499.41.

The following limitations shall apply to any subdivision approved by the City pursuant to the authority contained in California Government Code Section 66499.41:

A. Enforcement of Sale and Lease Restrictions. No person shall sell, lease, or finance any parcel or parcels of real property resulting from a subdivision under this section separately from any other such parcel or parcels, unless each parcel that is sold, leased, or financed meets one of the statemandated criteria set forth in California Government Code Section 66499.41(e)(1). Although California Government Code Section 66499.41(e)(2) allows a local agency to authorize the sale, lease, or finance Item I.2
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of parcels without compliance with the provisions of 66499.41(e)(1), the City of Orinda has expressly declined to do so.

B. Prohibition of Subsequent Urban Lot Splits. A parcel created through a subdivision pursuant to California Government Code Section 66499.41 (Starter Home Revitalization Act) shall not be eligible for further subdivision pursuant to California Government Code Section 66411.7 (Urban Lot Split).

SECTION 3.

Title 17 (Zoning) of the Orinda Municipal Code is amended to add the following paragraph (M) to Section 17.3.4 (Accessory Dwelling Units):

M. No ADU or JADU is permitted on any parcel created through the exercise of the authority contained in California Government Code Section 66499.41 (Starter Home Revitalization Act).

SECTION 4.

If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such a decision shall not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance irrespective of the invalidity of any section, subsection, subdivision, paragraph, sentence, clause or phrase.

SECTION 5.

This ordinance is consistent with the Orinda General Plan.

SECTION 6.

This ordinance is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Government Code Section 66499.41(i), which states that an ordinance adopted by a local agency to implement the provisions of Government Code Section 66499.41 shall not be considered a project under Division 13 of the Public Resources Code.

SECTION 7.

This ordinance becomes effective thirty (30) days after adoption.

SECTION 8.

The City Clerk shall either (a) have this ordinance published once within fifteen (15) days after adoption in a newspaper of general circulation, or (b) have a summary of this ordinance published twice in a newspaper of general circulation, once five (5) days before its adoption and again within fifteen (15) days after adoption.

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Following a duly-noticed public hearing, the foregoing ordinance was introduced at a meeting of the City Council of the City of Orinda held on __________ and was adopted and ordered published at a regular meeting held on __________ by the following vote:

AYES: COUNCILMEMBERS: 
NOES: COUNCILMEMBERS: 
ABSENT: COUNCILMEMBERS: 
ABSTAIN: COUNCILMEMBERS: 

________________________
Brandyn Iverson, Mayor
ATTEST:
__________________________
Sheri Marie Smith, City Clerk
Item I.2
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CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Investment Report for the Quarter Ending June 30, 2026
EXECUTIVE SUMMARY:

The City Council will receive the quarterly report on the City’s investments, consistent with California Government Code Section 53646(b) and the City's Investment Policy. This report covers the period of April 1, 2026, to June 30, 2026.

RECOMMENDATION:

Accept the Investment Report for the quarter ending June 30, 2026.

BACKGROUND:

The City’s Investment Policy is reviewed and approved annually by the City Council and establishes the framework for managing public funds in accordance with the Prudent Investor Standard under state law (Government Code Section 53600 et seq). The Policy outlines authorized investment types, maturity and credit quality limits, and diversification requirements to ensure the objectives of safety, liquidity, and yield. The Policy also requires the City Treasurer to submit a report on the City's investments to the City Council on a quarterly basis, consistent with California Government Code 53646(b). This quarterly report summarizes the City’s investment holdings, portfolio performance, and compliance with the City’s Investment Policy and California Government Code.

The City of Orinda uses Chandler Asset Management (Chandler), an independent fiduciary advisor, to manage a portion of its portfolio. The funds under management by Chandler are managed as a Reserve Portfolio. The City’s strategy is to retain sufficient cash flow to manage day-to-day operations and have Chandler focus on longer-term investment management. All investments, managed by Chandler, are held by the City in a safekeeping account through US Bank.

The City also uses the Local Agency Investment Fund (LAIF), which is a pooled investment managed by the State Treasurer. This investment provides relatively liquid access to balances, with a limit of 15 transactions per month. The cost value shown for the City’s LAIF investment represents the City’s contractual rights to its LAIF account and does not represent the value of the underlying portfolio securities.

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In addition, to further manage liquidity, on May 7, 2024, the City opened a Money Market account with Mechanics Bank which has a limit of five transactions per month.

The Governmental Accounting Standards Board Statement 31 (GASB 31) requires the City to recognize the fair market value of its investments at the end of each fiscal year.

The market values are obtained from the State Controller’s office for Local Agency Investment Funds (LAIF), and from Chandler for the Reserve Portfolio. The difference between market value and cost as of June 30, 2026, will be reflected in the City’s financial statements for Fiscal Year 2025-26 as an adjustment to interest income for each of the City’s funds on a pro-rata basis as required by GASB 31. Market values change daily and the change in market value is considered temporary in nature, as the City commonly holds its investments until maturity, when they can be redeemed at par value.

It is appropriate to keep in mind that the portfolio reflects all funds and is not limited to the General Fund. The City operates with a system of pooled cash which includes Restricted Funds, Debt Service Funds, Capital Project Funds, as well as the General Fund.

DISCUSSION:

The quarterly report prepared by Chandler (Attachment A) for the quarter ending on June 30, 2026, provides the following information about the risk characteristics of the City's reserve portfolio:
1) Economic Update - provides a general economic background on key indicators that may impact the investment results. This information is useful in evaluating the performance of the portfolio as well as expected trends. (Attachment A pages 2-14).
2) Account Profile - describes the objectives and strategy used for the portfolio, compliance with the adopted Investment Policy, and key data related to the issuers. This section breaks down the reserve portfolio to provide key performance data. (Attachment A pages 15-28). A schedule on pages 17-19 displays whether holdings are in compliance with the California State Government Code and the City’s Investment policy.
3) Portfolio Holdings - provides details for each security held in the portfolio including purchase date, maturity date, market value, and rating. (Attachment A pages 29-37).
4) Transactions - show all purchases, sale of holdings and maturity for each month in the quarter. The Transaction Data included in the report displays all transactions including the settlement date. (Attachment A pages 38-40).

Local Agency Investment Fund (LAIF) statements (Attachment B) and Mechanics Bank Money Market account statements (Attachment C) provide a listing of monthly transactions and balances. Detailed investment information for LAIF can be found on the California State Treasurer's website (www.treasurer.ca.gov/pmia-laif/pmia).

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Portfolio Performance
As shown in the table below, the City had approximately $50.4 million (book value) invested as of June 30, 2026, and it was divided between investments in the State Treasurer Local Agency Investment Fund (LAIF), Money Market account, and funds managed by Chandler Investments. The comparison information is based on the market value of investments.

The overall average purchase yield to maturity on the entire portfolio was 3.89%. The reported purchase yield was 4.38% one year ago (Quarter ending June 30, 2025). These figures relate to the combined portfolio, including LAIF, Money Market account, and the Reserve funds managed by Chandler. The average purchase yield for the Reserve portfolio managed by Chandler is 4.23% (page 20), compared to 4.25% for the prior quarter.

The changes in US Treasury Notes for the last five years are shown in a chart on page 14 of Attachment A. At the end of June 2026, the 2-year Treasury yield was 4.14%. The Federal Reserve opted to maintain the federal funds rate at the target range of 3.5% to

3.75% at its latest meeting in June 2026.

An important consideration for public funds is the safety of investments. The investments owned by the City are of a high quality as required by the Investment Policy.

As a reminder, the City cannot invest in bonds with a maturity of more than five years.

The weighted average maturity of the City’s entire portfolio is 0.83 years compared to the benchmark (ICE BofA 1-3 Year US Treasury & Agency Index) maturity guiding the portfolio selection of 1.85 years. As of June 30, 2026, Chandler's Reserve portfolio had a longer average maturity of 2.21 years (Page 20), allowing for higher yields as interest rates decline.

The City maintains liquidity using LAIF and the Money Market account combined with cash in its checking account to protect against the need to liquidate an investment before maturity.

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All investment categories in the portfolio comply with the City’s Investment Policy and the Government Code in terms of allowed investments. The City Treasurer believes the pooled cash and investments contain sufficient cash flow liquidity to meet the next six months of expected expenditure as required by the California Government Code §53646 (b)(3).

FISCAL IMPACT:

There is no fiscal impact on accepting this quarterly investment report.

STRATEGIC PLAN INITIATIVE:

Not applicable.

ATTACHMENTS:

A. Reserve Portfolio Report for Apr 2026- Jun 2026
B. LAIF Statements for Apr 2026- Jun 2026
C. Money Market Account Statement for Apr 2026- Jun 2026 Respectfully Submitted by,
Douglas Alessio, Assistant City Manager

Approved By:

Linda Smith, City Manager
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INVESTMENT REPORT
City of Orinda | As of June 30, 2026
CHANDLER ASSET MANAGEMENT | chandlerasset.com
Chandler Team:

For questions about your account, please call (800) 317-4747, or contact [email protected]
Information contained herein is confidential. We urge you to compare this statement to the one you receive from your qualified custodian. Please see Important Disclosures at the end of the statement.

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TABLE OF CONTENTS

ECONOMIC UPDATE

ACCOUNT PROFILE

PORTFOLIO HOLDINGS

TRANSACTIONS
1 Item I.3
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ECONOMIC UPDATE
2 Item I.3
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▪
▪
▪
Energy prices and inflation remained the primary drivers of the macro backdrop as the U.S.-Israel-Iran conflict entered its third month, disrupting global oil supply. Headline CPI accelerated at the fastest pace in more than three years, reflecting volatility in the energy component. Crude oil, however, retraced roughly 20% from its May–early June peak as diplomatic progress between the United States and Iran pointed to a potential framework for de-escalation. The labor market remained resilient, with continued payroll growth and subdued jobless claims. Risk assets held firm, as equities hovered near record highs and credit spreads remained historically tight amid broadly better-than-expected corporate earnings. Taken together, the current market environment has further constrained the case for near-term monetary policy easing, leading the Chandler team to push out its expected timing for rate cuts beyond the six-month investment horizon.

The Federal Reserve’s June FOMC meeting ended with policymakers unanimously holding the target range at 3.50%–3.75%, a notable shift from the 8–4 split at April’s meeting, which marked Jerome Powell’s final session as Chair. Under new Chair Kevin Warsh, sworn in on May 22, the Committee released an unusually concise statement that referenced Middle East tensions and energy supply disruptions while removing prior forward guidance that had suggested a bias toward rate cuts. Updated projections leaned more hawkish, with 9 of 18 officials expecting at least one rate hike this year and 6 anticipating multiple increases. The shift signals that restoring price stability has reemerged as the central focus of monetary policy deliberations.

The Treasury yield curve flattened modestly in June as short-term yields responded to a more hawkish shift in Federal Reserve guidance.

The 2-year yield rose to 4.15% from 3.98% the prior month, while the 10-year yield edged down slightly to 4.44% from 4.45%. As a result, the 2s/10s spread narrowed to 29 basis points, down from roughly 47 basis points a month earlier and significantly below the 69 basis point spread at the start of the year. Meanwhile, the 3-month/10-year spread remained positive at 64 basis points. Front-end rates absorbed the bulk of the Fed’s updated rate outlook, while longer maturities were partly anchored by a late-month decline in oil prices.

ECONOMIC UPDATE
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-400
-200
0 200
400
600
800
1,000
MOM Change In Thousands (000's)
Nonfarm Payroll (000's)
Non-farm Payroll (000's)
3-month average (000's)

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
Unemployment Rate
Underemployment Rate (U6)
Unemployment Rate (U3)
Rate (%)
Nonfarm payrolls increased by just 57,000 in June, well below the 113,000 consensus and marking a sharp slowdown from May’s pace. The unemployment rate edged down to 4.2%, though the decline was driven by a drop in labor force participation to 61.5%, its lowest level since March 2021. Revisions further weakened the report’s signal. April payrolls were revised down by 31,000 to 148,000, while May was lowered by 43,000 to 129,000, resulting in a combined two-month downward revision of 74,000.

Source: US Department of Labor Source: US Department of Labor

EMPLOYMENT
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0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Job Openings
Recession
Historical Average In Thousands (000's)
Job openings were essentially unchanged at 7.6 million in May, remaining elevated by historical standards even as hiring momentum moderates. Gains in wholesale trade and accommodation and food services were offset by declines in health care and social assistance, as well as finance and insurance. April openings were revised down by 33,000 to 7.6 million, while hires were revised up by 99,000, highlighting ongoing churn but a broadly stable labor market backdrop.

Source: US Department of Labor

JOB OPENINGS & LABOR TURNOVER SURVEY
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Source: Bloomberg Indices Source: Bloomberg Indices

ENERGY MARKETS
Crude oil prices declined sharply in June as supply disruptions tied to the Middle East conflict began to ease. Tanker traffic through the Strait of Hormuz normalized, and signs of progress in U.S.–Iran negotiations helped unwind the geopolitical risk premium that had driven prices higher earlier in the year. West Texas Intermediate settled near $69.37 per barrel on June 30, while Brent crude closed around $72.96, both well below their recent peaks. Brent’s 21% monthly decline marked its steepest drop since March 2020, while WTI fell more than 20%, its largest monthly loss since late 2021. Beyond crude, broader energy markets also softened. Refined product cracks narrowed as gasoline and diesel demand showed signs of seasonal moderation, while U.S. natural gas prices remained range-bound amid ample storage and steady production. Taken together, the retracement in oil and broader energy prices reflects a rapid compression in geopolitical risk premia and improved near-term supply visibility, even as underlying structural risks in the region remain unresolved.

2.00 2.50

3.00 3.50

4.00 4.50

5.00 5.50

6.00 6.50
US Fuel Prices
Average Retail Price US Diesel
Average Retail Price US Gas
($) Per Gallon
40 60
80 100
120
140
160
Oil Prices
West Texas Intermediate (WTI Spot Cushing)
Dated Brent (Global Spot)
Price Per Barrel (WTI Spot)
6 Item I.3
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0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%
Personal Consumption Expenditures (PCE)
PCE Price Deflator YOY %
Change
PCE Core Deflator YOY %
Change
Fed Target
YOY (%) Change

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%
Consumer Price Index (CPI)
CPI YOY % Change
Core CPI YOY % Change
YOY (%) Change
Inflation firmed in May, with the Personal Consumption Expenditures (PCE) price index rising 0.4% on the month and 4.1% year over year, up from 3.8% in April and marking the highest annual rate of the current cycle. Core PCE, which excludes food and energy, increased 0.3% in May and 3.4% over the year. Energy prices remained the primary driver of the headline acceleration, reflecting supply disruptions tied to the Iranian conflict. A similar pattern was evident in the headline Consumer Price Index (CPI), which rose 0.5% on the month and 4.2% year over year, the fastest annual pace since 2023. Energy prices climbed 3.9% in May and 23.5% from a year earlier, largely due to crude oil reaching a four-year high. In contrast, core CPI rose a more modest 0.2% on the month and 2.9% year over year, indicating that inflation pressures remain concentrated in energy rather than broad-based.

Source: US Department of Labor Source: US Department of Commerce

INFLATION
7 Item I.3
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0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%
Retail Sales YOY % Change
YOY (%) Change Retail sales rose a robust 0.9% in May to $763.7 billion, nearly double the pace economists had penciled in and an acceleration from April's downwardly revised 0.4% gain. The closely watched control group, which feeds directly into gross domestic product calculations, advanced

0.7%, pointing to durable underlying demand. Gasoline station receipts rose as energy prices stayed high, while auto sales rebounded after an April pullback. The Conference Board's Consumer Confidence Index ticked up 0.6 points to 91.2 in June, though the improvement masked a further deterioration in how households view the job market, with the share calling jobs ‘hard-to-get’ climbing to a five year high.

Spending has proven more resilient than sentiment across recent months. 0 20
40 60
80 100
120
140
160
Index Level
Consumer Confidence
Recession
Source: US Department of Commerce Source: The Conference Board All time high is 144.70 (1/31/00); All time low is 25.30 (2/28/09)

CONSUMER
8 Item I.3
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-25.0%
-20.0%
-15.0%
-10.0%
-5.0%

0.0%

5.0%

10.0%

15.0%
Leading Economic Indicators (LEI)
Recession
YOY (%) Change
-1.00
-0.75
-0.50
-0.25

0.00 0.25

0.50 0.75

1.00 Chicago Fed National Activity Index (CFNAI)
Recession
3 Month Average
The Conference Board’s Leading Economic Index (LEI) edged up 0.1% in May to 99.3, following a revised 0.2% increase in April. Despite the monthly gains, the LEI’s six- and twelve-month growth rates remained negative at -0.6% and -1.5%, respectively. The advance was driven primarily by financial components, including equity prices and the interest rate spread, while consumer expectations continued to weigh on the index. The Chicago Fed National Activity Index fell to -0.10 in May from an upwardly revised 0.19 in April. Production-related and employment-related indicators each subtracted from the index, while the sales, orders, and inventories category made a small positive contribution.

Source: The Conference Board Source: Federal Reserve Bank of Chicago

LEADING INDICATORS OF ECONOMIC ACTIVITY
9 Item I.3
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0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
In Thousands of Units
Annualized Housing Starts
Multi Family Housing Starts
Single Family Housing Starts
Housing starts declined sharply in May to a seasonally adjusted annual rate of 1,177,000, a 15.4% drop from a downwardly revised 1,392,000 in April. The pullback was driven primarily by multifamily construction, while single-family starts edged down a more modest

1.9% to 882,000; total multifamily starts came in at 295,000 units. The S&P CoreLogic Case-Shiller 20-City Composite rose 1.1% year over year in April, marking its first pickup since November 2025, following an upwardly revised 0.9% gain in March. Freddie Mac’s average 30- year fixed mortgage rate increased to 6.44% in May from 6.33% in April, reinforcing ongoing affordability constraints for prospective buyers.

Source: US Department of Commerce Source: S&P
-20.0%
-16.0%
-12.0%
-8.0%
-4.0%

0.0%

4.0%

8.0%

12.0%

16.0%

20.0%

24.0%
S&P/Case-Shiller 20 City Composite Home Price Index
Recession
YOY (%) Change

HOUSING
10 Item I.3
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40 45
50 55
60 65
70 Institute of Supply Management (ISM) Surveys
ISM Manufacturing ISM Services

EXPANDING

CONTRACTING
Manufacturing activity cooled slightly in June, with the Institute for Supply Management's Manufacturing Index easing to 53.3%, down 0.7 percentage point from May but still marking a sixth consecutive month of expansion. Services activity also moderated, as the ISM Services Index eased to 54.0% from 54.5%, a twenty-fourth consecutive month in expansion territory. Business activity and new orders both slowed, though the employment component jumped to 51.2% from 47.9%, its strongest reading since late 2021 and the first expansion in services hiring in four months.

Source: Institute for Supply Management

PURCHASING MANAGERS INDEX (PMI)
11 Item I.3
Packet Page 43
Components of GDP 6/25 9/25 12/25 3/26

1.7% 2.3% 1.3% 0.4%
-2.7% 0.0% 0.4% 1.4%

4.8% 1.6% -0.2% -0.4%
-0.4% 0.2% -1.2% 0.6%

0.3% 0.2% 0.2% 0.2%

3.8% 4.4% 0.5% 2.1%
Personal Consumption Expenditures
Gross Private Domestic Investment
Net Exports and Imports
Federal Government Expenditures
Total
State and Local (Consumption and Gross
Investment) -2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%
Gross Domestic Product (GDP)
GDP QOQ % Change
GDP YOY % Change
Source: US Department of Commerce Source: US Department of Commerce Real gross domestic product increased at an annualized rate of 2.1% in the first quarter of 2026, according to the Bureau of Economic Analysis’ third estimate, up from 1.6% in the prior estimate and an acceleration from 0.5% in the fourth quarter of 2025. The 0.5 percentage point upward revision was driven primarily by a downward revision to imports—which subtract from GDP—partly offset by a downward revision to consumer spending.

GROSS DOMESTIC PRODUCT (GDP)
12 Item I.3
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Source: Federal Reserve Source: Bloomberg
0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Federal Reserve Balance Sheet Assets
Recession
In $ millions
The Federal Open Market Committee (FOMC) held the target range for the federal funds rate at 3.50% to 3.75% at its June 16–17 meeting, with a unanimous 12–0 vote. This marked a notable shift from the April meeting—Jerome Powell’s last as chair—which saw four dissents in an 8–4 decision. The return to consensus under Chair Kevin Warsh signals a clear change in tone. Minutes from the June meeting are scheduled for release in early July. The June Summary of Economic Projections reflected a more hawkish outlook. The median projection for the federal funds rate at year-end 2026 rose to 3.8%, up from 3.4% in March, before easing to 3.6% in 2027 and 3.4% in 2028. Officials also revised their inflation forecasts, with headline PCE projected at 3.6% in 2026 (from 2.7%) and core PCE at 3.3%. By contrast, median projections for real GDP growth and the unemployment rate—2.2% and 4.3%, respectively—were little changed.

FEDERAL RESERVE

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%
Effective Federal Funds Rate
Recession
Yield (%)
13 Item I.3
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Source: Bloomberg Source: Bloomberg

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%
US Treasury Note Yields
2-Year
5-Year
10-Year
Yield (%)

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

5.5%
US Treasury Yield Curve
Jun-26
Mar-26
Jun-25
Yield (%)
Treasury yields ended June mixed, with a modest flattening across the curve as markets digested a more hawkish Federal Reserve signal.

The 2-year yield rose to 4.15% from 3.98% at the end of May, while the 10-year yield edged down to 4.44% from 4.45%. The 2s/10s spread narrowed to 29 basis points, down from 47 basis points a month earlier. The 3-month/10-year spread remained positive at roughly 64 basis points at month-end. Relative to the 69 basis point spread at the start of 2026, the curve has flattened materially year to date, reflecting a repricing higher in front-end rates as expectations shift toward the possibility of further Fed tightening rather than easing.

BOND YIELDS
14 Item I.3
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ACCOUNT PROFILE
15 Item I.3
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OBJECTIVES
Investment Objectives
The City of Orinda's investment objectives, in order of priority, are to provide safety to ensure the preservation of capital in the overall portfolio, provide sufficient liquidity for cash needs and a market rate of return consistent with the investment program.

Chandler Asset Management Performance Objective
The performance objective for the portfolio isto earn a total rate of return over a market cycle that equals or exceeds the benchmark, the ICE BofA 1-3 Year US Treasury and Agency Index.

Strategy
In order to achieve these objectives, the portfolio invests in high quality fixed income securities consistent with the investment policy and California Government Code. 16 Item I.3
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STATEMENT OF COMPLIANCE
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Rules Name Limit Actual Compliance
Status Notes

AGENCY MORTGAGE SECURITIES
Max % (MV) 20.0 5.8 Compliant
Max Maturity (Years) 5.0 3.2 Compliant

ASSET-BACKED SECURITIES (ABS)
Max % (MV) 20.0 12.2 Compliant
Max % Issuer (MV) 5.0 1.2 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (AA by 1) 0.0 0.0 Compliant

BANKERS' ACCEPTANCES
Max % (MV) 40.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 180 0.0 Compliant
Min Rating (A-1 by 1 or A- by 1) 0.0 0.0 Compliant

CERTIFICATE OF DEPOSIT PLACEMENT SERVICE
(CDARS)
Max % (MV) 50.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
COLLATERALIZED TIME DEPOSITS (NONNEGOTIABLE CD/TD)
Max % (MV; FDIC & Collateralized CD/TD) 20.0 0.0 Compliant Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 3.0 0.0 Compliant

COMMERCIAL PAPER
Max % (MV) 25.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 270 0.0 Compliant
Min Rating (A-1 by 1 or A- by 1) 0.0 0.0 Compliant

CORPORATE MEDIUM TERM NOTES
Max % (MV) 30.0 26.6 Compliant
Max % Issuer (MV) 5.0 1.8 Compliant
17 Item I.3
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STATEMENT OF COMPLIANCE
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Rules Name Limit Actual Compliance
Status Notes
Max Maturity (Years) 5 3 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

FDIC INSURED TIME DEPOSITS (NON-NEGOTIABLE
CD/TD)
Max % (MV; FDIC & Collateralized CD/TD) 20.0 0.0 Compliant Max Maturity (Years) 3 0.0 Compliant

FEDERAL AGENCIES
Max % (MV) 100.0 16.1 Compliant
Max % Issuer (MV) 30.0 10.3 Compliant
Max Callables (MV) 20.0 0.0 Compliant
Max Maturity (Years) 5 2 Compliant

LOCAL AGENCY INVESTMENT FUND (LAIF)
Max Concentration (MV) 75.0 0.0 Compliant

MONEY MARKET MUTUAL FUNDS
Max % (MV; Money Market Fund & Mutual Fund) 20.0 0.7 Compliant Max % Issuer (MV) 20.0 0.7 Compliant
Min Rating (AAA by 2) 0.0 0.0 Compliant

MORTGAGE-BACKED SECURITIES (NON-AGENCY)
Max % (MV) 20.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (AA by 1) 0.0 0.0 Compliant

MUNICIPAL SECURITIES (CA, LOCAL AGENCY)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5 0.0 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

MUNICIPAL SECURITIES (CA, OTHER STATES)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
18 Item I.3
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STATEMENT OF COMPLIANCE
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Rules Name Limit Actual Compliance
Status Notes
Max Maturity (Years) 5 0.0 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

MUTUAL FUNDS
Max % (MV; Money Market Fund & Mutual Fund) 20.0 0.7 Compliant Max % Issuer (MV) 10.0 0.0 Compliant
Min Rating (AAA by 2) 0.0 0.0 Compliant

NEGOTIABLE CERTIFICATES OF DEPOSIT (NCD)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5 0.0 Compliant
Min Rating (A-1 by 1 or A- by 1 if > FDIC Limit) 0.0 0.0 Compliant

SUPRANATIONAL OBLIGATIONS
Max % (MV) 30.0 3.1 Compliant
Max % Issuer (MV) 10.0 2.2 Compliant
Max Maturity (Years) 5 3 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant
U.S. TREASURIES
Max % (MV) 100.0 35.6 Compliant
Max % Issuer (MV) 100.0 35.6 Compliant
Max Maturity (Years) 5 3 Compliant
19 Item I.3
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PORTFOLIO CHARACTERISTICS
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Benchmark* 6/30/2026
Portfolio
3/31/2026
Portfolio
Average Maturity (yrs) 1.85 2.21 2.28
Average Modified Duration 1.75 1.77 1.82
Average Purchase Yield 4.23% 4.25%
Average Market Yield 4.15% 4.26% 3.99%
Average Quality** AA+ AA AA
Total Market Value 12,286,636 12,225,806
*Benchmark: ICE BofA 1-3 Year US Treasury & Agency Index **The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch. 20 Item I.3
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SECTOR DISTRIBUTION
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Sector as a Percentage of Market Value
Sector 06/30/2026 03/31/2026
US Treasury 35.60% 31.61%
Corporate 26.53% 26.58%
Agency 16.01% 18.01%
ABS 12.24% 13.16%
Agency CMBS 5.81% 5.87%
Supras 3.09% 3.13%
Money Mkt Fd 0.72% 1.64%
21 Item I.3
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DURATION ALLOCATION
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
06/30/2026 2.4% 1.6% 18.4% 37.3% 32.8% 7.5% 0.0% 0.0% 0.0% 22 Item I.3
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DURATION DISTRIBUTION
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Portfolio Compared to the Benchmark
0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
Portfolio 2.4% 1.6% 18.4% 37.3% 32.8% 7.5% 0.0% 0.0% 0.0% ICE BofA 1-3 Year US Treasury & Agency Index 0.0% 0.0% 4.0% 58.4% 37.5% 0.0% 0.0% 0.0% 0.0% 23 Item I.3
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ISSUERS
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Issuer Investment Type % Portfolio
United States US Treasury 35.60%
Federal Home Loan Banks Agency 10.26%
Federal Home Loan Mortgage Corp Agency CMBS 5.81%
Farm Credit System Agency 5.75%
International Bank for Recon and Dev Supras 2.19%
The Home Depot, Inc. Corporate 1.76%
Amazon.com, Inc. Corporate 1.50%
PACCAR Inc Corporate 1.46%
Nat Rural Util Coop Fin Corp Corporate 1.25%
Morgan Stanley Corporate 1.24%
Wells Fargo & Company Corporate 1.24%
Blackrock, Inc. Corporate 1.23%
American Honda Finance Corporation Corporate 1.23%
Citigroup Inc. ABS 1.23%
JPMorgan Chase & Co. Corporate 1.22%
Prologis, Inc. Corporate 1.15%
Realty Income Corporation Corporate 1.13%
American Express Company Corporate 1.07%
Ford Credit Auto Owner Trust ABS 1.06%
John Deere Owner Trust ABS 1.06%
Northern Trust Corporation Corporate 1.02%
Mastercard Incorporated Corporate 1.02%
UnitedHealth Group Incorporated Corporate 1.01%
Chase Issuance Trust ABS 0.99%
Bank of America Corporation Corporate 0.98%
BNY Mellon Corp Corporate 0.97%
The Goldman Sachs Group, Inc. Corporate 0.97%
Toyota Auto Receivables Owner Trust ABS 0.95%
Hyundai Auto Receivables Trust ABS 0.94%
International Finance Corporation Supras 0.90%
24 Item I.3
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ISSUERS
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Issuer Investment Type % Portfolio
Mercedes-Benz Auto Lease Trust ABS 0.90%
Caterpillar Inc. Corporate 0.89%
BMW Vehicle Owner Trust ABS 0.87%
Honda Auto Receivables Owner Trust ABS 0.85%
American Express Credit Master Trust ABS 0.83%
Abbott Laboratories Corporate 0.80%
WF Card Issuance Trust ABS 0.78%
Visa Inc. Corporate 0.77%
First American Govt Oblig Fund Money Mkt Fd 0.72%
Deere & Company Corporate 0.65%
Eli Lilly and Company Corporate 0.61%
NVIDIA Corporation Corporate 0.61%
GM Financial Auto Leasing Trust ABS 0.58%
Bank of America Credit Card Trust ABS 0.45%
BMW Vehicle Lease Trust ABS 0.43%
Target Corporation Corporate 0.37%
Alphabet Inc. Corporate 0.37%
GM Financial Securitized Term ABS 0.31%
Cash Cash 0.00%
TOTAL 100.00%
25 Item I.3
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QUALITY DISTRIBUTION
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 S&P Rating Moody’s Rating Fitch Rating
Rating 06/30/2026 03/31/2026
AAA 13.60% 15.13%
AA 61.55% 58.47%
A 18.03% 19.23%
BBB 3.45% 3.49%
NA 3.37% 3.69%
Rating 06/30/2026 03/31/2026
Aaa 11.66% 13.27%
Aa 62.83% 60.32%
A 20.16% 20.82%
NA 5.35% 5.59%
Rating 06/30/2026 03/31/2026
AAA 13.24% 14.76%
AA 58.27% 56.88%
A 12.33% 11.56%
NA 16.16% 16.79%
26 Item I.3
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INVESTMENT PERFORMANCE
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Total Rate of Return: Inception | 03/01/2016
TOTAL RATE OF RETURN* 3 Months 12 Months 2 Years 3 Years 5 Years 10 Years Since Inception Orinda Reserve Portfolio 0.53% 3.33% 4.63% 4.72% 2.37% 2.10% 2.11% Benchmark 0.39% 2.94% 4.30% 4.37% 1.95% 1.77% 1.78%
*Periods over 1 year are annualized.

Total rate of return: A measure of a portfolio’s performance over time. It is the internal rate of return, which equates the beginning value of the portfolio with the ending market value; it includes interest earnings, realized and unrealized gains and losses in the portfolio.

Benchmark: ICE BofA 1-3 Year US Treasury & Agency Index 27 Item I.3
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HISTORICAL AVERAGE PURCHASE YIELD
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Purchase Yield as of 06/30/26 = 4.23%
28 Item I.3
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PORTFOLIO HOLDINGS
29 Item I.3
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HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
ABS
38012QAD0 GMALT 2024-3 A3 4.21
10/20/2027 15,846.32 09/24/20244.61%
15,844.44
15,845.51
100.02

4.12%
15,849.90

20.38 0.13%

4.38 NA/AAA
AAA

1.31 0.18
05613MAD1 BMWLT 2024-2 A3 4.18
10/25/2027 22,488.62 10/01/20244.49%
22,486.54
22,487.72

99.99 4.25%
22,486.42

15.67 0.18%
(1.31)
Aaa/NA
AAA

1.32 0.31
58770JAD6 MBALT 2024-A A3 5.32
01/18/2028 20,136.53 05/17/20245.73%
20,134.18
20,135.53
100.35

4.20%
20,207.43

47.61 0.17%

71.90 Aaa/NA
AAA

1.55 0.30
58769GAD5 MBALT 2024-B A3 4.23
02/15/2028 29,103.77 09/17/20244.24%
29,098.87
29,101.42
100.00

4.27%
29,103.80

54.72 0.24%

2.38 NA/AAA
AAA

1.63 0.44
362962AD4 GMALT 2025-2 A3 4.58
05/22/2028 55,000.00 05/20/20254.84%
54,999.09
54,999.42
100.23

4.29%
55,124.91

76.97 0.45%
125.48
NA/AAA
AAA

1.90 0.68
438123AC5 HAROT 2023-4 A3 5.67
06/21/2028 14,424.94 11/01/20235.74%
14,422.41
14,423.86
100.62

4.34%
14,513.66

22.72 0.12%

89.80 Aaa/NA
AAA

1.98 0.42
096912AD2 BMWLT 2025-1 A3 4.43
06/26/2028 30,000.00 06/03/20254.82%
29,999.34
29,999.57
100.13

4.31%
30,037.86

22.15 0.25%

38.29 NA/AAA
AAA

1.99 0.80
89238DAD0 TAOT 2024-A A3 4.83 10/16/2028 31,766.97 01/23/2024

4.89%
31,760.61
31,763.88
100.30

4.30%
31,862.11

68.19 0.26%

98.24 Aaa/AAA
NA

2.30 0.51
36268GAD7 GMCAR 2024-1 A3 4.85
12/18/2028 7,462.67 01/09/20244.91%
7,461.17
7,461.92
100.28

4.28%
7,483.30

15.08 0.06%

21.39 Aaa/NA
AAA

2.47 0.45
161571HV9 CHAIT 241 A 4.6 01/16/2029 120,000.00 01/24/2024

4.61%
119,981.72
119,990.62
100.22

4.22%
120,264.12
245.33

0.99%
273.50
NA/AAA
AAA

2.55 0.52
096919AD7 BMWOT 2024-A A3 5.18
02/26/2029 31,042.80 06/04/20245.18%
31,038.09
31,040.15
100.51

4.33%
31,199.94

26.80 0.26%
159.80
Aaa/AAA
NA

2.66 0.56
43813YAC6 HAROT 2024-3 A3 4.57
03/21/2029 54,358.56 08/09/20244.66%
54,350.01
54,353.48
100.20

4.31%
54,466.30

69.01 0.45%
112.81
Aaa/NA
AAA

2.72 0.64
02582JKH2 AMXCA 2024-1 A 5.23 04/16/2029 100,000.00 04/16/2024

5.30%
99,979.50
99,988.50
100.82

4.20%
100,822.80
232.44

0.83%
834.30
NA/AAA
AAA

2.79 0.76
58768YAD7 MBALT 2025-A A3 4.61
04/16/2029 60,000.00 05/14/20254.66%
59,992.69
59,994.77
100.31

4.42%
60,187.80
122.93

0.49%
193.03
NA/AAA
AAA

2.79 1.34
05522RDJ4 BACCT 2024-1 A 4.93 05/15/2029 55,000.00 06/06/2024

4.93%
54,996.91
54,998.20
100.65

4.21%
55,355.03
120.51

0.45%
356.82
Aaa/AAA
NA

2.87 0.84
34535VAD6 FORDO 2024-D A3 4.61
08/15/2029 70,000.00 11/19/20244.66%
69,997.75
69,998.51
100.30

4.32%
70,210.84
143.42

0.58%
212.33
Aaa/NA
AAA

3.13 0.90
30 Item I.3
Packet Page 62

HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
096924AD7 BMWOT 2025-A A3 4.56
09/25/2029 75,000.00 02/04/20254.56%
74,992.61
74,994.82
100.25

4.28%
75,185.48

57.00 0.62%
190.66
Aaa/AAA
NA

3.24 0.77
437921AD1 HAROT 252 A3 4.15 10/15/2029 35,000.00 04/29/2025

4.15%
34,996.09
34,997.10

99.78 4.38%
34,922.97

64.56 0.29%
(74.14)
Aaa/NA
AAA

3.29 1.14
44935CAD3 HART 2025-A A3 4.32 10/15/2029 70,000.00 03/04/2025

4.84%
69,989.68
69,992.61
100.05

4.31%
70,032.20
134.40

0.57%

39.59 NA/AAA
AAA

3.29 0.95
89231HAD8 TAOT 2025-B A3 4.34 11/15/2029 35,000.00 04/24/2025

4.82%
34,997.99
34,998.51
100.04

4.35%
35,012.60

67.51 0.29%

14.09 NA/AAA
AAA

3.38 1.20
44935XAD7 HART 2025-B A3 4.36 12/17/2029 45,000.00 06/03/2025

4.36%
44,995.94
44,996.89
100.03

4.37%
45,013.82

87.20 0.37%

16.93 NA/AAA
AAA

3.47 1.20
47800UAD8 JDOT 2025-B A3 4.17 12/17/2029 90,000.00 07/10/2025

4.52%
89,979.08
89,983.60

99.57 4.48%
89,613.09
166.80

0.73%
(370.51)
Aaa/NA
AAA

3.47 1.59
34532BAG6 FORDO 2025-B A3 3.91
04/15/2030 60,000.00 09/23/20254.27%
59,993.53
59,994.61

99.24 4.42%
59,543.94
104.27

0.49%
(450.67)
Aaa/NA
AAA

3.79 1.60
362549AD9 GMCAR 2025-2 A3 4.28
04/16/2030 30,000.00 05/06/20254.71%
29,995.58
29,996.60
100.01

4.31%
30,003.75

53.50 0.25%

7.15 Aaa/AAA
NA

3.79 0.92
92970QAJ4 WFCIT 2025-1 A 4.34 05/15/2030 95,000.00 06/03/2025

4.33%
94,998.42
94,998.76
100.03

4.36%
95,029.45
183.24

0.78%

30.69 NA/AAA
AAA

3.87 1.76
17305EHA6 CCCIT 2025-A1 A1 4.3 06/21/2030 150,000.00 10/09/2025

3.90%
151,500.00
151,097.97

99.83 4.39%
149,746.50
179.17

1.23%
(1,351.47)
Aaa/AAA
NA

3.97 1.87
47787DAD3 JDOT 2026 A3 3.87 08/15/2030 40,000.00 03/10/2026

4.49%
39,992.91
39,993.37

98.68 4.46%
39,470.24

68.80 0.32%
(523.13)
Aaa/NA
AAA

4.13 2.38
89240KAD0 TAOT 2026-A A3 3.86 09/15/2030 50,000.00 01/13/2026

4.13%
49,995.74
49,996.14

99.04 4.43%
49,519.85

85.78 0.41%
(476.29)
Aaa/AAA
NA

4.21 1.80
Total ABS 1,491,631.18 4.59%
1,492,970.90
1,492,624.04
100.04

4.33%
1,492,270.08
2,556.16

12.24%
(353.96)

3.10 1.11
AGENCY
3133EPSW6 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.5 08/14/2026 150,000.00 08/09/20234.58%
149,655.00
149,986.15
100.06

3.91%
150,093.15
2,568.75

1.23%
107.00
Aa1/AA+
AA+

0.12 0.12
3130AYPN0 FEDERAL HOME LOAN BANKS

4.125 01/15/2027 200,000.00 01/30/20244.21%
199,556.00
199,918.60
100.04

4.05%
200,073.00
3,804.17

1.64%
154.40
Aa1/AA+
AA+

0.54 0.52
31 Item I.3
Packet Page 63

HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3130B0TY5 FEDERAL HOME LOAN BANKS 4.75
04/09/2027 200,000.00 --4.84%
199,484.06
199,866.83
100.52

4.06%
201,032.80
2,163.89

1.65%
1,165.97
Aa1/AA+
AA+

0.77 0.75
3133ERMB4 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.25 07/23/2027 200,000.00 07/23/20244.32% 199,626.00
199,867.70
100.14

4.11%
200,274.80
3,730.56

1.64%
407.10
Aa1/AA+
AA+

1.06 1.01
3130ATUS4 FEDERAL HOME LOAN BANKS 4.25
12/10/2027 225,000.00 02/21/20234.26%
224,889.75
224,968.09
100.08

4.19%
225,168.75
557.81

1.85%
200.66
Aa1/AA+
AA+

1.45 1.38
3133EPGW9 FEDERAL FARM CREDIT BANKS
FUNDING CORP 3.875 04/25/2028 100,000.00 04/27/20233.77% 100,473.00
100,171.90

99.50 4.16%
99,504.40
710.42

0.82%
(667.50)
Aa1/AA+
AA+

1.82 1.72
3130AWC24 FEDERAL HOME LOAN BANKS 4.0
06/09/2028 400,000.00 --4.27%
395,306.00
398,147.82

99.69 4.17%
398,764.00
977.78

3.27%
616.18
Aa1/AA+
AA+

1.94 1.84
3130AWTR1 FEDERAL HOME LOAN BANKS

4.375 09/08/2028 225,000.00 09/07/20234.49%
223,849.13
224,496.06
100.40

4.18%
225,890.78
3,089.84

1.85%
1,394.71
Aa1/AA+
AA+

2.19 2.04
3133EPWK7 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.5 09/22/2028 250,000.00 10/12/20234.71%
247,682.50
248,953.72
100.66

4.18%
251,657.25
3,093.75

2.06%
2,703.53
Aa1/AA+
AA+

2.23 2.07
1,940,521.44 100.13 1,952,458.93 16.01% 1.45
Total Agency 1,950,000.00 4.41% 1,946,376.87 4.12% 20,696.96 6,082.06 1.37

AGENCY CMBS
3137FBBX3 FHMS K-068 A2 3.244 08/25/2027 125,000.00 05/12/2023

3.98%
121,352.54
124,060.25

98.76 4.25%
123,454.75
337.92

1.01%
(605.50)
Aaa/AA+
AA+

1.15 1.04
3137FBU79 FHMS K-069 A2 3.187 09/25/2027 120,074.10 06/09/2023

4.41%
114,455.01
118,516.08

98.59 4.25%
118,382.98
318.90

0.97%
(133.10)
Aa1/AAA
AA+

1.24 1.16
3137F4D41 FHMS K-074 A2 3.6 01/25/2028 98,777.10 11/19/2024

4.50%
96,095.46
97,479.99

98.76 4.32%
97,554.14
296.33

0.80%

74.15 Aa1/AA+
AAA

1.57 1.45
3137FGR31 FHMS K-078 A2 3.854 06/25/2028 99,000.00 12/13/2023

4.73%
95,801.84
97,622.06

98.91 4.37%
97,917.34
317.96

0.80%
295.28
Aa1/AA+
AAA

1.99 1.75
3137FJEH8 FHMS K-081 A2 3.9 08/25/2028 170,000.00 09/16/2025

3.73%
170,484.77
170,352.81

98.79 4.41%
167,938.24
552.50

1.38%
(2,414.57)
Aa1/AA+
AAA

2.15 1.99
3137FPJG1 FHMS K-099 A2 2.595 09/25/2029 109,000.00 01/07/2025

4.78%
99,232.58
102,327.04

94.58 4.43%
103,096.89
235.71

0.85%
769.85
Aa1/AA+
AAA

3.24 2.94
697,422.20 98.15 708,344.34 5.81% 1.88
Total Agency CMBS 721,851.21 4.28% 710,358.23 4.34% 2,059.31 (2,013.90) 1.72 32 Item I.3
Packet Page 64

HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
CASH
CCYUSD Receivable 167.86 -- 167.86
167.86

1.00 167.86

0.00 0.00%

0.00 Aaa/AAA
AAA

0.00 0.00
Total Cash 167.86
167.86
167.86

1.00 167.86

0.00 0.00%

0.00 0.00

0.00 CORPORATE
437076CV2 HOME DEPOT INC 4.95
09/30/2026 40,000.00 11/27/20235.04%
39,912.40
39,992.27
100.13

4.38%
40,050.00
500.50

0.33%

57.73 A2/A
A

0.25 0.16
665859AW4 NORTHERN TRUST CORP 4.0
05/10/2027 125,000.00 11/02/20225.01%
119,893.75
124,030.18

99.81 4.22%
124,761.75
708.33

1.02%
731.57
A2/A+
A+

0.86 0.83
437076DB5 HOME DEPOT INC 4.875
06/25/2027 100,000.00 --4.94%
99,818.25
99,940.41
100.59

4.25%
100,590.20

81.25 0.82%
649.79
A2/A
A

0.99 0.87
09290DAH4 BLACKROCK INC 4.6 07/26/2027 150,000.00 --

4.59%
150,053.60
150,018.07
100.32

4.28%
150,487.05
2,970.83

1.23%
468.98
Aa3/AANA1.07

0.94 532457CP1 ELI LILLY AND CO 4.15 08/14/2027 75,000.00 08/12/2024

4.18%
74,939.25
74,977.31

99.88 4.25%
74,913.45
1,184.48

0.61%
(63.86)
Aa3/AANA1.12

1.07 91324PDE9 UNITEDHEALTH GROUP INC 2.95
10/15/2027 125,000.00 09/05/20243.98%
121,250.00
123,442.46

98.29 4.33%
122,862.50
778.47

1.01%
(579.96)
A2/A+
A

1.29 1.24
57636QBA1 MASTERCARD INC 4.1 01/15/2028 125,000.00 09/17/2024

3.77%
126,272.50
125,572.25

99.73 4.28%
124,665.00
2,363.19

1.02%
(907.25)
Aa3/A+
NA

1.54 1.45
02665WFX4 AMERICAN HONDA FINANCE
CORP 4.55 03/03/2028 150,000.00 03/28/20254.57%
149,898.00
149,941.65

99.87 4.63%
149,810.70
2,237.08

1.23%
(130.95)
A3/BBB+
A1.681.57
87612EBU9 TARGET CORP 4.35 06/15/2028 45,000.00 06/05/2025

4.35%
44,999.55
44,999.71
100.04

4.33%
45,018.00

87.00 0.37%

18.29 A2/A
NA

1.96 1.85
437076DH2 HOME DEPOT INC 3.75
09/15/2028 75,000.00 09/08/20253.77%
74,951.25
74,964.10

98.88 4.29%
74,160.38
828.13

0.61%
(803.73)
A2/A
A

2.21 2.07
69371RU20 PACCAR FINANCIAL CORP 4.0
11/07/2028 110,000.00 11/05/20254.02%
109,938.40
109,951.66

99.34 4.30%
109,276.42
660.00

0.90%
(675.24)
A1/A+
NA

2.36 2.21
14913UBD1 CATERPILLAR FINANCIAL SERVICES
CORP 3.95 11/14/2028 110,000.00 11/10/20253.97%
109,941.70
109,953.88

99.02 4.39%
108,924.09
567.26

0.89%
(1,029.79)
A1/A
A+

2.38 2.23
02079KAV9 ALPHABET INC 3.875 11/15/2028 45,000.00 11/03/2025

3.91%
44,961.30
44,969.60

99.10 4.28%
44,593.43
222.81

0.37%
(376.18)
Aa2/AA+
NA

2.38 2.23
33 Item I.3
Packet Page 65

HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
023135CS3 AMAZON.COM INC 3.9
11/20/2028 70,000.00 11/17/20253.91%
69,984.60
69,987.73

98.95 4.37%
69,262.62
310.92

0.57%
(725.11)
A1/AA
AA2.392.24
756109CW2 REALTY INCOME CORP 3.95
02/01/2029 140,000.00 09/25/20254.14%
139,176.80
139,358.53

98.51 4.57%
137,915.40
2,304.17

1.13%
(1,443.13)
A3/ANA2.59

2.39 74340XBL4 PROLOGIS LP 4.375 02/01/2029 140,000.00 02/12/2026

3.91%
141,681.40
141,447.50

99.74 4.48%
139,642.72
2,552.08

1.15%
(1,804.78)
A2/A
NA

2.59 2.37
92826CAY8 VISA INC 3.8 02/12/2029 95,000.00 02/03/2026

3.84%
94,890.75
94,904.61

98.77 4.30%
93,835.87
1,393.86

0.77%
(1,068.74)
Aa3/AANA2.62

2.42 002824BR0 ABBOTT LABORATORIES 3.7
03/09/2029 100,000.00 02/24/20263.75%
99,865.00
99,879.04

98.08 4.46%
98,084.90
1,151.11

0.80%
(1,794.14)
Aa3/A+
NA

2.69 2.50
24422EYK9 JOHN DEERE CAPITAL CORP 3.9
03/09/2029 80,000.00 03/05/20263.95%
79,892.80
79,903.86

98.73 4.41%
78,982.08
962.00

0.65%
(921.78)
A1/A
A+

2.69 2.49
023135DC7 AMAZON.COM INC 4.0
03/13/2029 115,000.00 06/10/20264.43%
113,736.15
113,761.28

98.93 4.42%
113,770.88
1,380.00

0.93%

9.60 A1/AA
AA2.702.50
61747YFY6 MORGAN STANLEY 4.994
04/12/2029 150,000.00 07/03/20254.48%
151,971.00
151,270.42
100.54

4.79%
150,815.25
1,643.86

1.24%
(455.17)
A1/AA+2.78

1.67 46647PAR7 JPMORGAN CHASE & CO 4.005
04/23/2029 150,000.00 05/09/20254.59%
147,586.50
148,516.49

98.91 4.81%
148,362.45
1,134.75

1.22%
(154.04)
A1/A
AA2.811.71
95000U3T8 WELLS FARGO & CO 4.97
04/23/2029 150,000.00 08/20/20254.24%
152,715.00
151,841.53
100.49

4.80%
150,731.85
1,408.17

1.24%
(1,109.68)
A1/BBB+
A+

2.81 1.70
025816ED7 AMERICAN EXPRESS CO 4.731
04/25/2029 130,000.00 05/13/20254.62%
130,386.10
130,238.04
100.26

4.69%
130,334.88
1,127.56

1.07%

96.84 A2/AA2.82

1.71 06051GMT3 BANK OF AMERICA CORP 4.623
05/09/2029 120,000.00 05/08/20254.86%
119,744.40
119,819.06

99.95 4.68%
119,942.16
801.32

0.98%
123.10
A1/AAA2.86

1.75 63743HFS6

NATIONAL RURAL UTILITIES
COOPERATIVE FINANCE CORP 5.15
06/15/2029
150,000.00
06/10/2026

4.55%
152,428.50
152,383.07
101.55

4.58%
152,322.75
343.33

1.25%
(60.32)
A2/AA2.96

2.64 67066GAQ7 NVIDIA CORP 4.35 06/15/2029 75,000.00 06/15/2026

4.37%
74,964.75
74,965.17

99.70 4.46%
74,774.03
117.81

0.61%
(191.14)
Aa1/AA
NA

2.96 2.74
69371RT48 PACCAR FINANCIAL CORP 4.0
09/26/2029 70,000.00 09/23/20244.05%
69,855.80
69,906.58

98.97 4.34%
69,276.83
738.89

0.57%
(629.75)
A1/A+
NA

3.24 2.97
38141GD27 GOLDMAN SACHS GROUP INC

4.153 10/21/2029 120,000.00 --4.25%
120,023.40
120,018.05

98.59 4.72%
118,308.00
969.03

0.97%
(1,710.05)
A2/BBB+
A

3.31 2.15
34 Item I.3
Packet Page 66

HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
06406RCG0 BANK OF NEW YORK MELLON
CORP 4.026 01/22/2030 120,000.00 --4.10%
119,961.60
119,965.81

98.61 4.50%
118,328.64
2,133.78

0.97%
(1,637.17)
Aa3/A
AA3.562.36
Total Corporate 3,250,000.00 4.30%
3,245,694.50
3,250,920.31

99.54 4.49%
3,234,804.27
33,661.98

26.53%
(16,116.04)

2.33 1.89

MONEY MARKET
FUND
31846V203 FIRST AMER:GVT OBLG Y 87,819.14 --

3.27%
87,819.14
87,819.14

1.00 3.27%
87,819.14

0.00 0.72%

0.00 Aaa/AAAm
AAA

0.00 0.00
Total Money Market
Fund 87,819.14 3.27%
87,819.14
87,819.14

1.00 3.27%
87,819.14

0.00 0.72%

0.00 0.00

0.00 SUPRANATIONAL
45950KDF4 INTERNATIONAL FINANCE CORP

4.375 01/15/2027 110,000.00 11/29/20234.49%
109,641.40
109,937.50
100.15

4.09%
110,167.31
2,219.10

0.90%
229.81
Aaa/AAA
NA

0.54 0.52
459058KT9

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 3.5 07/12/2028
200,000.00
03/11/2024

4.23%
194,262.00
197,308.73

98.71 4.17%
197,416.40
3,286.11

1.62%
107.67
Aaa/AAA
NA

2.03 1.91
459058LR2

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 4.125 03/20/2030
70,000.00
03/14/2025

4.20%
69,750.10
69,814.15

99.70 4.21%
69,789.16
810.10

0.57%
(24.99)
Aaa/AAA
NA

3.72 3.38
Total Supranational 380,000.00 4.30%
373,653.50
377,060.37

99.31 4.15%
377,372.87
6,315.31

3.09%
312.50

1.91 1.77

US TREASURY
91282CJP7 UNITED STATES TREASURY 4.375
12/15/2026 100,000.00 12/30/20244.25%
100,222.66
100,052.08
100.23

3.85%
100,232.00
191.26

0.82%
179.92
Aa1/AA+
AA+

0.46 0.45
91282CEF4 UNITED STATES TREASURY 2.5
03/31/2027 395,000.00 --4.04%
375,451.95
390,784.15

98.89 4.01%
390,617.87
2,482.24

3.20%
(166.28)
Aa1/AA+
AA+

0.75 0.73
91282CEW7 UNITED STATES TREASURY 3.25
06/30/2027 250,000.00 10/13/20224.25%
239,277.34
247,725.50

99.16 4.12%
247,902.25

22.08 2.03%
176.75
Aa1/AA+
AA+

1.00 0.97
91282CFH9 UNITED STATES TREASURY 3.125
08/31/2027 250,000.00 01/30/20233.72%
243,740.23
248,405.11

98.86 4.13%
247,148.50
2,611.24

2.03%
(1,256.61)
Aa1/AA+
AA+

1.17 1.12
35 Item I.3
Packet Page 67

HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
9128283F5 UNITED STATES TREASURY 2.25
11/15/2027 250,000.00 06/07/20234.05%
231,953.13
244,407.70

97.46 4.17%
243,662.00
718.41

2.00%
(745.70)
Aa1/AA+
AA+

1.38 1.33
91282CGP0 UNITED STATES TREASURY 4.0
02/29/2028 180,000.00 04/04/20253.66%
181,652.34
180,949.55

99.73 4.16%
179,521.92
2,406.52

1.47%
(1,427.63)
Aa1/AA+
AA+

1.67 1.57
91282CGT2 UNITED STATES TREASURY 3.625
03/31/2028 100,000.00 01/30/20254.25%
98,160.16
98,982.11

99.09 4.17%
99,085.90
911.20

0.81%
103.79
Aa1/AA+
AA+

1.75 1.66
91282CMW8 UNITED STATES TREASURY 3.75
04/15/2028 120,000.00 04/14/20253.91%
119,475.00
119,686.15

99.29 4.16%
119,146.92
946.72

0.98%
(539.23)
Aa1/AA+
AA+

1.79 1.70
91282CHA2 UNITED STATES TREASURY 3.5
04/30/2028 100,000.00 02/27/20254.09%
98,250.00
98,988.12

98.82 4.17%
98,824.20
589.67

0.81%
(163.92)
Aa1/AA+
AA+

1.84 1.74
91282CPC9 UNITED STATES TREASURY 3.5
10/15/2028 300,000.00 12/04/20253.54%
299,707.03
299,765.34

98.54 4.17%
295,629.00
2,209.02

2.42%
(4,136.34)
Aa1/AA+
AA+

2.29 2.16
9128285M8 UNITED STATES TREASURY 3.125
11/15/2028 250,000.00 04/18/20244.72%
233,798.83
241,584.31

97.66 4.17%
244,160.25
997.79

2.00%
2,575.94
Aa1/AA+
AA+

2.38 2.25
91282CJR3 UNITED STATES TREASURY 3.75
12/31/2028 200,000.00 12/08/20253.62%
200,765.63
200,625.93

99.01 4.17%
198,015.60

20.38 1.62%
(2,610.33)
Aa1/AA+
AA+

2.50 2.36
91282CQA2 UNITED STATES TREASURY 3.5
02/15/2029 210,000.00 --3.52%
209,854.69
209,873.02

98.34 4.17%
206,521.98
2,761.33

1.69%
(3,351.04)
Aa1/AA+
AA+

2.63 2.45
91282CQJ3 UNITED STATES TREASURY 3.875
04/15/2029 200,000.00 04/28/20263.87%
200,023.44
200,022.08

99.24 4.16%
198,484.40
1,630.46

1.63%
(1,537.68)
Aa1/AA+
AA+

2.79 2.60
91282CKX8 UNITED STATES TREASURY 4.25
06/30/2029 200,000.00 06/10/20264.20%
200,289.06
200,283.88
100.23

4.17%
200,453.20

23.10 1.64%
169.32
Aa1/AA+
AA+

3.00 2.79
912828YB0 UNITED STATES TREASURY 1.625
08/15/2029 300,000.00 07/03/20253.85%
274,839.84
280,861.51

92.67 4.15%
278,004.00
1,831.49

2.28%
(2,857.51)
Aa1/AA+
AA+

3.13 2.97
91282CFL0 UNITED STATES TREASURY 3.875
09/30/2029 150,000.00 05/12/20264.05%
149,179.69
149,212.21

99.09 4.17%
148,640.70
1,461.07

1.22%
(571.51)
Aa1/AA+
AA+

3.25 2.99
91282CLR0 UNITED STATES TREASURY 4.125
10/31/2029 50,000.00 11/20/20244.26%
49,701.17
49,798.35

99.84 4.18%
49,919.90
347.49

0.41%
121.55
Aa1/AA+
AA+

3.34 3.06
91282CGB1 UNITED STATES TREASURY 3.875
12/31/2029 200,000.00 09/22/20253.66%
201,710.94
201,402.75

99.02 4.18%
198,031.20

21.06 1.62%
(3,371.55)
Aa1/AA+
AA+

3.50 3.24
91282CMD0 UNITED STATES TREASURY 4.375
12/31/2029 250,000.00 12/30/20244.37%
250,009.77
250,006.84
100.64

4.17%
251,611.25

29.72 2.06%
1,604.41
Aa1/AA+
AA+

3.50 3.21
91282CGJ4 UNITED STATES TREASURY 3.5
01/31/2030 150,000.00 05/12/20264.07%
147,076.17
147,181.59

97.75 4.18%
146,630.85
2,189.92

1.20%
(550.74)
Aa1/AA+
AA+

3.59 3.28
36 Item I.3
Packet Page 68

HOLDINGS REPORT
City of Orinda Reserve Portfolio | Account #10296 | As of June 30, 2026 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CGQ8 UNITED STATES TREASURY 4.0
02/28/2030 200,000.00 03/26/20263.99%
200,039.06
200,036.45

99.39 4.18%
198,789.00
2,673.91

1.63%
(1,247.45)
Aa1/AA+
AA+

3.67 3.33
Total US Treasury 4,405,000.00 3.98%
4,305,178.13
4,360,634.71

98.58 4.14%
4,341,032.89
27,076.08

35.60%
(19,601.82)

2.28 2.13
Total Portfolio 12,286,469.39 4.23%
12,143,427.66
12,225,961.53

98.56 4.26%
12,194,270.37
92,365.81
100.00%
(31,691.16)

2.21 1.77
Total Market Value +
Accrued 12,286,636.18
37 Item I.3
Packet Page 69

TRANSACTIONS
38 Item I.3
Packet Page 70

TRANSACTION LEDGER
City of Orinda Reserve Portfolio | Account #10296|04/01/2026 Through 06/30/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss

ACQUISITIONS
Purchase 04/29/2026 91282CQJ3 200,000.00

UNITED STATES
TREASURY 3.875
04/15/2029
100.012 3.87% (200,023.44) (296.45) (200,319.89) 0.00
Purchase 05/13/2026 91282CFL0 150,000.00

UNITED STATES
TREASURY 3.875
09/30/2029

99.453 4.05% (149,179.69) (682.89) (149,862.58) 0.00
Purchase 05/13/2026 91282CGJ4 150,000.00

UNITED STATES
TREASURY 3.5
01/31/2030

98.051 4.07% (147,076.17) (1,479.28) (148,555.45) 0.00
Purchase 06/11/2026 63743HFS6 150,000.00

NATIONAL

RURAL UTILITIES

COOPERATIVE
FINANCE CORP 5.15
06/15/2029
101.619 4.55% (152,428.50) (3,776.67) (156,205.17) 0.00 Purchase 06/11/2026 023135DC7 115,000.00 AMAZON.COM INC 4.0 03/13/2029 98.901 4.43% (113,736.15) (1,124.44) (114,860.59) 0.00 Purchase 06/11/2026 91282CKX8 200,000.00

UNITED STATES
TREASURY 4.25
06/30/2029
100.145 4.20% (200,289.06) (3,803.87) (204,092.93) 0.00 Purchase 06/18/2026 67066GAQ7 75,000.00 NVIDIA CORP 4.35 06/15/2029 99.953 4.37% (74,964.75) 0.00 (74,964.75) 0.00 Total Purchase 1,040,000.00 (1,037,697.76) (11,163.60) (1,048,861.36) 0.00 TOTAL
ACQUISITIONS 1,040,000.00 (1,037,697.76) (11,163.60) (1,048,861.36) 0.00

DISPOSITIONS
Sale 05/08/2026 89115A2V3 (55,000.00)

TORONTO-DOMINION
BANK 5.264
12/11/2026
100.682 5.26% 55,375.10 1,182.21 56,557.31 375.10
Sale 05/13/2026 912828U24 (170,000.00)

UNITED STATES
TREASURY 2.0
11/15/2026

99.152 4.11% 168,558.98 1,681.22 170,240.20 294.83
Sale 06/11/2026 3133ERDS7 (168,000.00)

FEDERAL FARM CREDIT

BANKS FUNDING CORP

4.75 05/06/2027
100.601 4.70% 169,009.68 775.83 169,785.51 942.15
39 Item I.3
Packet Page 71

TRANSACTION LEDGER
City of Orinda Reserve Portfolio | Account #10296|04/01/2026 Through 06/30/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss Sale 06/11/2026 023135BC9 (120,000.00) AMAZON.COM INC

3.15 08/22/2027 98.800 4.90% 118,560.00 1,144.50 119,704.50 862.62 Sale 06/11/2026 63743HFT4 (145,000.00)

NATIONAL

RURAL UTILITIES

COOPERATIVE
FINANCE CORP 4.12
09/16/2027

99.722 4.61% 144,596.90 1,410.53 146,007.43 439.64
Sale 06/18/2026 3130B0TY5 (50,000.00)

FEDERAL HOME
LOAN BANKS 4.75
04/09/2027
100.597 4.84% 50,298.50 455.21 50,753.71 333.33
Total Sale (708,000.00) 706,399.16 6,649.50 713,048.66 3,247.67 TOTAL
DISPOSITIONS (708,000.00) 706,399.16 6,649.50 713,048.66 3,247.67 40 Item I.3
Packet Page 72

IMPORTANT DISCLOSURES
2026 Chandler Asset Management, Inc, An Independent Registered Investment Adviser.

Information contained herein is confidential. Prices are provided by ICE Data Services Inc (“IDS”), an independent pricing source. In the event IDS does not provide a price or if the price provided is not reflective of fair market value, Chandler will obtain pricing from an alternative approved third party pricing source in accordance with our written valuation policy and procedures. Our valuation procedures are also disclosed in Item 5 of our Form ADV Part 2A.

Performance results are presented gross-of-advisory fees and represent the client’s Total Return. The deduction of advisory fees lowers performance results. These results include the reinvestment of dividends and other earnings. Past performance may not be indicative of future results. Therefore, clients should not assume that future performance of any specific investment or investment strategy will be profitable or equal to past performance levels. All investment strategies have the potential for profit or loss. Economic factors, market conditions or changes in investment strategies, contributions or withdrawals may materially alter the performance and results of your portfolio.

Index returns assume reinvestment of all distributions. Historical performance results for investment indexes generally do not reflect the deduction of transaction and/or custodial charges or the deduction of an investment management fee, the incurrence of which would have the effect of decreasing historical performance results. It is not possible to invest directly in an index.

Source ICE Data Indices, LLC (“ICE”), used with permission. ICE permits use of the ICE indices and related data on an “asis” basis; ICE, its affiliates and their respective third party suppliers disclaim any and all warranties and representations, express and/or implied, including any warranties of merchantability or fitness for a particular purpose or use, including the indices, index data and any data included in, related to, or derived therefrom. Neither ICE data, its affiliates or their respective third party providers guarantee the quality, adequacy, accuracy, timeliness or completeness of the indices or the index data or any component thereof, and the indices and index data and all components thereof are provided on an “as is” basis and licensee’s use it at licensee’s own risk. ICE data, its affiliates and their respective third party do not sponsor, endorse, or recommend chandler asset management, or any of its products or services.

This report is provided for informational purposes only and should not be construed as a specific investment or legal advice. The information contained herein was obtained from sources believed to be reliable as of the date of publication, but may become outdated or superseded at any time without notice. Any opinions or views expressed are based on current market conditions and are subject to change. This report may contain forecasts and forward-looking statements which are inherently limited and should not be relied upon as indicator of future results. Past performance is not indicative of future results. This report is not intended to constitute an offer, solicitation, recommendation or advice regarding any securities or investment strategy and should not be regarded by recipients as a substitute for the exercise of their own judgment.

Fixed income investments are subject to interest, credit and market risk. Interest rate risk: the value of fixed income investments will decline as interest rates rise. Credit risk: the possibility that the borrower may not be able to repay interest and principal. Low rated bonds generally have to pay higher interest rates to attract investors willing to take on greater risk. Market risk: the bond market in general could decline due to economic conditions, especially during periods of rising interest rates.

Ratings information have been provided by Moody’s, S&P and Fitch through data feeds we believe to be reliable as of the date of this statement, however we cannot guarantee its accuracy.

Security level ratings for U.S. Agency issued mortgage-backed securities (“MBS”) reflect the issuer rating because the securities themselves are not rated. The issuing U.S. Agency guarantees the full and timely payment of both principal and interest.

LGIP Yields: Reported yields for local government investment pools may be presented as either the 30-day yield or the monthly distribution yield, as applicable. For certain funds, the 30-day yield is calculated using reported daily yield data. Yield calculations are subject to change and may not be directly comparable across funds.

LAIF Yields: Additional Disclosure for CA Clients - As a result of a reporting lag from the Local Agency Investment Fund (LAIF), reported LAIF yieldsrepresent the most recently available Daily Effective Yield and may reflect data from approximately 7–10 days prior to month-end. 41 Item I.3
Packet Page 73

BENCHMARK DISCLOSURES
Benchmark Disclosure
ICE BofA 1-3 Yr US Treasury & Agency
Index
The ICE BofA 1-3 Year US Treasury & Agency Index tracks the performance of US dollar denominated US Treasury and nonsubordinated US agency debt issued in the US domestic market. Qualifying securities must have an investment grade rating (based on an average of Moody’s, S&P and Fitch). Qualifying securities must have at least one year remaining term to final maturity and less than three years remaining term to final maturity, at least 18 months to maturity at time of issuance, a fixed coupon schedule, and a minimum amount outstanding of $1 billion for sovereigns and $250 million for agencies. 42 Item I.3
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Item I.3
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Item I.3
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Item I.3
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Item I.3
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Item I.3
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Item I.3
Packet Page 80

CITY OF ORINDA
22 ORINDA WAY
ORINDA CA 94563-2519
Managing Your Accounts
Client Services 800.797.6324
Online www.mechanicsbank.com
Mobile Download Our Mobile Apps
• Buy extra material or inventory for your busy season
• Hire new employees or promote your business
• Renovate/refresh your location
• Be prepared for unexpected expenses
• Improve cash flow management
All loans and credit products subject to program eligibility, collateral, underwriting approval and credit approval. Offer is for new lines of credit and does not apply to renewing lines of credit. Must have automatic payments from a Mechanics Bank non-interest bearing business checking account. 1) Offer is effective as of 11/1/25 and is subject to change or cancellation without notice. Prime Rate is defined as “the Prime Rate as published daily in the Money Rates section of the Wall Street Journal.” For the current Prime Rate, talk to a banker or visit https://www.wsj.com/market-data/bonds. 2) Represents borrower’s new aggregated business credit exposure limits to qualify for advertised pricing.

Apply today!
mechanicsbank.com/bizboost
A great rate to grow on!

BUSINESS

LINE OF
CREDIT
Up to
$250,0002
LIMITED TIME OFFER1
Prime-1%
APR1
The "Per Check Charge" defined on your statement represents a $15 charge for each check that exceeds the six check limitation on your account. Refer to Mechanics Bank's Account Agreement for additional information.

Summary of Accounts
Account Type Account Number Ending Balance
PUBLIC MONEY MARKET XXXXXXXX8700 $13,268,232.86
PUBLIC MONEY MARKET - XXXXXXXX8700
Account Summary
Date Description Amount
04/01/2026 Beginning Balance $13,228,222.02
1 Credit(s) This Period $40,010.84
0 Debit(s) This Period $0.00
04/30/2026 Ending Balance $13,268,232.86
Interest Summary
Description Amount
Interest Earned From 04/01/2026 Through 04/30/2026
Annual Percentage Yield Earned 3.74%
Interest Days 30
Interest Earned $40,010.84
Interest Paid This Period $40,010.84
Interest Paid Year-to-Date $134,925.08
P.O. Box 2200
Corona, CA 92878
800.797.6324
www.mechanicsbank.com
Statement Ending 04/30/2026

051669FA1583884B926138C5FAE4470E 20260430 Checking Account Statements Item I.3
Packet Page 81
How to balance your account

1. Subtract from your check register any service,
miscellaneous, or automatic charge(s) posted on
this statement.

2. Mark ✓ your register after each check listed on the
front of this statement.

3. Check off deposits shown on the statement against
those shown in your check register.

4. Complete the form below.

5. The final "balance" in the form below should agree with your check register balance. If it does not, read
"HINTS FOR FINDING DIFFERENCES".

HINTS FOR FINDING DIFFERENCES
Recheck all additions and subtractions or corrections.

Verify the carryover balance from page to page in your
check register.

Make sure you have subtracted the service or miscellaneous charge(s) from your check register balance.

Descriptions of ACH items are printed as supplied by originating company.

MKT5584/0623 FM-Reference #3955.Version 1-eCH

HOW TO BALANCE YOUR ACCOUNTS

THIS SHOULD AGREE WITH YOUR CHECK REGISTER BALANCE
TRANSFER AMOUNT FROM PAGE ONE $

ADD DEPOSITS MADE SINCE ENDING

DATE ON STATEMENT
SUBTOTAL $

LIST CHECKS NOT CLEARED ON THIS

STATEMENT OR PRIOR STATEMENTS

TOTAL CHECKS

NOT LISTED

SUBTRACT TOTAL
CHECKS

NOT LISTED FROM

SUBTOTAL ABOVE BALANCE
$
This information applies only to consumer accounts
as defined by the Electronic Fund Transfer Act and
Regulation E.

IN CASE OF ERRORS OR QUESTIONS ABOUT YOUR

ELECTRONIC TRANSFERS
Call us at 800.797.6324, during regular business hours, or write us at: Mechanics Bank, P.O. Box 8070,
Walnut Creek, CA 94596 as soon as you can, if you think your statement or receipt is wrong or if you need more information about a transfer on the statement or receipt. We must hear from you no later than 60 days after we sent you the FIRST statement on which the error or problem appeared.

1. Tell us your name and account number.

2. Describe the error or the transfer you are unsure about, and explain as clearly as you can why you believe it is an error or why you need more information.

3. Tell us the dollar amount of the suspected error.

If you tell us orally, we may require that you send us your complaint or question in writing within 10 business days.

We will determine whether an error occurred within 10 business days after we hear from you and will correct any error promptly. If we need more time, however, we may take up to 45 days to investigate your complaint or question. If we decide to do this, we will credit your account within 10 business days for the amount you think is in error, so that you will have the use of the money during the time it takes us to complete our investigation. If we ask you to put your complaint or question in writing and we do not receive it within 10 business days, we may not credit your account.

For errors involving new accounts, point-of-sale, or foreign-initiated transactions, we may take up to 90 days to investigate your complaint or question. For new accounts, we may take up to 20 business days to credit your account for the amount you think is in error.

We will tell you the results within three (3) business days after completing our investigation. If we decide that there was no error, we will send you a written explanation. You may ask for copies of the documents that we used in our investigation.

HOW TO CONTACT US 800.797.6324
P.O. Box 8070
Walnut Creek, CA 94596
www.mechanicsbank.com
NOTICE TO BUSINESS AND COMMERCIAL CUSTOMERS:

Accounts owned by business and commercial customers are not subject to consumer regulations, such as the Truth in Savings Act and the Electronic Fund Transfer Act. The information regarding Electronic Transfers does not apply to business or commercial accounts. You acknowledge the risk of loss from unauthorized items.

You further acknowledge that the Bank offers various services that allow business and commercial customers to closely monitor their account activity, such as Business Online Banking, Positive Pay, and other services ("Fraud Prevention Services"), which can reduce potential fraud. If you fail to use one or more of the available Fraud Prevention Services, you agree that you will be deemed to have assumed the risk of any losses that could have been prevented if you had used the Fraud Prevention Services.

Statement Ending 04/30/2026 Page 2 of 4
051669FA1583884B926138C5FAE4470E 20260430 Checking Account Statements Item I.3
Packet Page 82
PUBLIC MONEY MARKET - XXXXXXXX8700 (continued)
Other Credits
Date Description Amount
04/30/2026 INTEREST $40,010.84
Daily Balances
Date Amount
04/30/2026 $13,268,232.86
Overdraft and Returned Item Fees
Total for this period Total year-to-date
Total Overdraft Fees $0.00 $0.00
Total Returned Item Fees $0.00 $0.00
Statement Ending 04/30/2026

051669FA1583884B926138C5FAE4470E 20260430 Checking Account Statements Item I.3
Packet Page 83

THIS PAGE LEFT INTENTIONALLY BLANK
Statement Ending 04/30/2026

051669FA1583884B926138C5FAE4470E 20260430 Checking Account Statements Item I.3
Packet Page 84
Important Notice Regarding Changes in Terms
to Business Account Agreement
MKT8563-2241/0326
Mechanics Bank has updated its Business Account Agreement. If you have any questions about your Mechanics Bank account, please call Customer Care at 800.797.6324.

EFFECTIVE March 23, 2026
The following items have been updated:

CONVERTING ACCOUNT AND REVOKING PRIVILEGES
Without limiting our ability to close your account, we may alternatively convert your account to another type of account or revoke privileges when we consider it appropriate or necessary to do so. For example, we may revoke privileges, or convert your account to another account type, if you make frequent transactions on a money market or savings account, if your account frequently has debits against uncollected funds (generally, funds from recent deposits or credits for which we have not received final settlement), if your account has excessive overdraft or returned item activity, if your account has excessive deposit activity or if you use a personal account for business purposes. If we decide, in our sole discretion, to no longer offer an account type, you agree we may convert your account to another type of account.

STOP PAYMENT ORDERS (paragraph 3)
You may furnish the stop payment order orally or in writing. The order will remain in effect for twelve (12) six (6) months and must be renewed by you every twelve (12) six (6) months to remain in effect. If you do not renew the stop payment order when it expires and the item is presented for payment, we may pay the item and charge it to your account. There is a charge for each stop payment order and renewal order requested. See Fee Schedule. 051669FA1583884B926138C5FAE4470E 20260430 Checking Account Statements Item I.3
Packet Page 85

THIS PAGE LEFT INTENTIONALLY BLANK
051669FA1583884B926138C5FAE4470E 20260430 Checking Account Statements Item I.3
Packet Page 86

CITY OF ORINDA
22 ORINDA WAY
ORINDA CA 94563-2519
Managing Your Accounts
Client Services 800.797.6324
Online www.mechanicsbank.com
Mobile Download Our Mobile Apps
• Business Line of Credit up to
$250,000
1 : Prime -1%2
• Small Business Solutions
We’re here to help your small business!
Ask us how today.
1) Represents borrower’s new aggregated business credit exposure limits to qualify for advertised pricing. 2) All loans and credit products subject to program eligibility, collateral, underwriting approval and credit approval. Offer is for new lines of credit and does not apply to renewing lines of credit. Must have automatic payments from a Mechanics Bank non-interest bearing business checking account. Offer is effective as of 4/1/2026 and is subject to change or cancellation without notice. Prime Rate is defined as “the Prime Rate as published daily in the Money Rates section of the Wall Street Journal.” For the current Prime Rate, talk to a banker or visit https://www.wsj.com/market-data/bonds.

C E L E B R A T I N G
Small
Businesses
• Business Credit & Debit Cards
• Online Business Banking & Bill Pay
The "Per Check Charge" defined on your statement represents a $15 charge for each check that exceeds the six check limitation on your account. Refer to Mechanics Bank's Account Agreement for additional information.

Summary of Accounts
Account Type Account Number Ending Balance
PUBLIC MONEY MARKET XXXXXXXX8700 $13,307,026.99
PUBLIC MONEY MARKET - XXXXXXXX8700
Account Summary
Date Description Amount
05/01/2026 Beginning Balance $13,268,232.86
1 Credit(s) This Period $38,794.13
0 Debit(s) This Period $0.00
05/29/2026 Ending Balance $13,307,026.99
Interest Summary
Description Amount
Interest Earned From 05/01/2026 Through 05/29/2026
Annual Percentage Yield Earned 3.74%
Interest Days 29
Interest Earned $38,794.13
Interest Paid This Period $38,794.13
Interest Paid Year-to-Date $173,719.21
P.O. Box 2200
Corona, CA 92878
800.797.6324
www.mechanicsbank.com
Statement Ending 05/29/2026

A1B2C0678B42BC4BBCFFC43FB2CBD178 20260529 Checking Account Statements Item I.3
Packet Page 87
How to balance your account

1. Subtract from your check register any service,
miscellaneous, or automatic charge(s) posted on
this statement.

2. Mark ✓ your register after each check listed on the
front of this statement.

3. Check off deposits shown on the statement against
those shown in your check register.

4. Complete the form below.

5. The final "balance" in the form below should agree with your check register balance. If it does not, read
"HINTS FOR FINDING DIFFERENCES".

HINTS FOR FINDING DIFFERENCES
Recheck all additions and subtractions or corrections.

Verify the carryover balance from page to page in your
check register.

Make sure you have subtracted the service or miscellaneous charge(s) from your check register balance.

Descriptions of ACH items are printed as supplied by originating company.

MKT5584/0623 FM-Reference #3955.Version 1-eCH

HOW TO BALANCE YOUR ACCOUNTS

THIS SHOULD AGREE WITH YOUR CHECK REGISTER BALANCE
TRANSFER AMOUNT FROM PAGE ONE $

ADD DEPOSITS MADE SINCE ENDING

DATE ON STATEMENT
SUBTOTAL $

LIST CHECKS NOT CLEARED ON THIS

STATEMENT OR PRIOR STATEMENTS

TOTAL CHECKS

NOT LISTED

SUBTRACT TOTAL
CHECKS

NOT LISTED FROM

SUBTOTAL ABOVE BALANCE
$
This information applies only to consumer accounts
as defined by the Electronic Fund Transfer Act and
Regulation E.

IN CASE OF ERRORS OR QUESTIONS ABOUT YOUR

ELECTRONIC TRANSFERS
Call us at 800.797.6324, during regular business hours, or write us at: Mechanics Bank, P.O. Box 8070,
Walnut Creek, CA 94596 as soon as you can, if you think your statement or receipt is wrong or if you need more information about a transfer on the statement or receipt. We must hear from you no later than 60 days after we sent you the FIRST statement on which the error or problem appeared.

1. Tell us your name and account number.

2. Describe the error or the transfer you are unsure about, and explain as clearly as you can why you believe it is an error or why you need more information.

3. Tell us the dollar amount of the suspected error.

If you tell us orally, we may require that you send us your complaint or question in writing within 10 business days.

We will determine whether an error occurred within 10 business days after we hear from you and will correct any error promptly. If we need more time, however, we may take up to 45 days to investigate your complaint or question. If we decide to do this, we will credit your account within 10 business days for the amount you think is in error, so that you will have the use of the money during the time it takes us to complete our investigation. If we ask you to put your complaint or question in writing and we do not receive it within 10 business days, we may not credit your account.

For errors involving new accounts, point-of-sale, or foreign-initiated transactions, we may take up to 90 days to investigate your complaint or question. For new accounts, we may take up to 20 business days to credit your account for the amount you think is in error.

We will tell you the results within three (3) business days after completing our investigation. If we decide that there was no error, we will send you a written explanation. You may ask for copies of the documents that we used in our investigation.

HOW TO CONTACT US 800.797.6324
P.O. Box 8070
Walnut Creek, CA 94596
www.mechanicsbank.com
NOTICE TO BUSINESS AND COMMERCIAL CUSTOMERS:

Accounts owned by business and commercial customers are not subject to consumer regulations, such as the Truth in Savings Act and the Electronic Fund Transfer Act. The information regarding Electronic Transfers does not apply to business or commercial accounts. You acknowledge the risk of loss from unauthorized items.

You further acknowledge that the Bank offers various services that allow business and commercial customers to closely monitor their account activity, such as Business Online Banking, Positive Pay, and other services ("Fraud Prevention Services"), which can reduce potential fraud. If you fail to use one or more of the available Fraud Prevention Services, you agree that you will be deemed to have assumed the risk of any losses that could have been prevented if you had used the Fraud Prevention Services.

Statement Ending 05/29/2026 Page 2 of 4
A1B2C0678B42BC4BBCFFC43FB2CBD178 20260529 Checking Account Statements Item I.3
Packet Page 88
PUBLIC MONEY MARKET - XXXXXXXX8700 (continued)
Other Credits
Date Description Amount
05/29/2026 INTEREST $38,794.13
Daily Balances
Date Amount
05/29/2026 $13,307,026.99
Overdraft and Returned Item Fees
Total for this period Total year-to-date
Total Overdraft Fees $0.00 $0.00
Total Returned Item Fees $0.00 $0.00
Statement Ending 05/29/2026

A1B2C0678B42BC4BBCFFC43FB2CBD178 20260529 Checking Account Statements Item I.3
Packet Page 89

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Statement Ending 05/29/2026

A1B2C0678B42BC4BBCFFC43FB2CBD178 20260529 Checking Account Statements Item I.3
Packet Page 90

CITY OF ORINDA
22 ORINDA WAY
ORINDA CA 94563-2519
Managing Your Accounts
Client Services 800.797.6324
Online www.mechanicsbank.com
Mobile Download Our Mobile Apps *Terms and conditions apply. See your banker for details.

Act by June 30! Clover Services Growth Plan 90-day free trial and/or $450 rebate
*
Run Your Professional
Service Business on Clover
Strong cash flow keeps your business thriving. Clover makes it easy with built-in invoicing and payment tools that bridge the gap between estimate and deposit, so you get paid faster and keep your business moving forward.

Control Your Cash Flow like a Pro
The "Per Check Charge" defined on your statement represents a $15 charge for each check that exceeds the six check limitation on your account. Refer to Mechanics Bank's Account Agreement for additional information.

Summary of Accounts
Account Type Account Number Ending Balance
PUBLIC MONEY MARKET XXXXXXXX8700 $18,360,041.66
PUBLIC MONEY MARKET - XXXXXXXX8700
Account Summary
Date Description Amount
05/30/2026 Beginning Balance $13,307,026.99
2 Credit(s) This Period $5,053,014.67
0 Debit(s) This Period $0.00
06/30/2026 Ending Balance $18,360,041.66
Interest Summary
Description Amount
Interest Earned From 05/30/2026 Through 06/30/2026
Annual Percentage Yield Earned 3.74%
Interest Days 32
Interest Earned $53,014.67
Interest Paid This Period $53,014.67
Interest Paid Year-to-Date $226,733.88
Electronic Credits
Date Description Amount
06/11/2026 Transfer from checking to money market $5,000,000.00 P.O. Box 2200
Corona, CA 92878
800.797.6324
www.mechanicsbank.com
Statement Ending 06/30/2026

13D07AFF887E594F95C5A789C25F1455 20260630 Checking Account Statements Item I.3
Packet Page 91
How to balance your account

1. Subtract from your check register any service,
miscellaneous, or automatic charge(s) posted on
this statement.

2. Mark ✓ your register after each check listed on the
front of this statement.

3. Check off deposits shown on the statement against
those shown in your check register.

4. Complete the form below.

5. The final "balance" in the form below should agree with your check register balance. If it does not, read
"HINTS FOR FINDING DIFFERENCES".

HINTS FOR FINDING DIFFERENCES
Recheck all additions and subtractions or corrections.

Verify the carryover balance from page to page in your
check register.

Make sure you have subtracted the service or miscellaneous charge(s) from your check register balance.

Descriptions of ACH items are printed as supplied by originating company.

MKT5584/0623 FM-Reference #3955.Version 1-eCH

HOW TO BALANCE YOUR ACCOUNTS

THIS SHOULD AGREE WITH YOUR CHECK REGISTER BALANCE
TRANSFER AMOUNT FROM PAGE ONE $

ADD DEPOSITS MADE SINCE ENDING

DATE ON STATEMENT
SUBTOTAL $

LIST CHECKS NOT CLEARED ON THIS

STATEMENT OR PRIOR STATEMENTS

TOTAL CHECKS

NOT LISTED

SUBTRACT TOTAL
CHECKS

NOT LISTED FROM

SUBTOTAL ABOVE BALANCE
$
This information applies only to consumer accounts
as defined by the Electronic Fund Transfer Act and
Regulation E.

IN CASE OF ERRORS OR QUESTIONS ABOUT YOUR

ELECTRONIC TRANSFERS
Call us at 800.797.6324, during regular business hours, or write us at: Mechanics Bank, P.O. Box 8070,
Walnut Creek, CA 94596 as soon as you can, if you think your statement or receipt is wrong or if you need more information about a transfer on the statement or receipt. We must hear from you no later than 60 days after we sent you the FIRST statement on which the error or problem appeared.

1. Tell us your name and account number.

2. Describe the error or the transfer you are unsure about, and explain as clearly as you can why you believe it is an error or why you need more information.

3. Tell us the dollar amount of the suspected error.

If you tell us orally, we may require that you send us your complaint or question in writing within 10 business days.

We will determine whether an error occurred within 10 business days after we hear from you and will correct any error promptly. If we need more time, however, we may take up to 45 days to investigate your complaint or question. If we decide to do this, we will credit your account within 10 business days for the amount you think is in error, so that you will have the use of the money during the time it takes us to complete our investigation. If we ask you to put your complaint or question in writing and we do not receive it within 10 business days, we may not credit your account.

For errors involving new accounts, point-of-sale, or foreign-initiated transactions, we may take up to 90 days to investigate your complaint or question. For new accounts, we may take up to 20 business days to credit your account for the amount you think is in error.

We will tell you the results within three (3) business days after completing our investigation. If we decide that there was no error, we will send you a written explanation. You may ask for copies of the documents that we used in our investigation.

HOW TO CONTACT US 800.797.6324
P.O. Box 8070
Walnut Creek, CA 94596
www.mechanicsbank.com
NOTICE TO BUSINESS AND COMMERCIAL CUSTOMERS:

Accounts owned by business and commercial customers are not subject to consumer regulations, such as the Truth in Savings Act and the Electronic Fund Transfer Act. The information regarding Electronic Transfers does not apply to business or commercial accounts. You acknowledge the risk of loss from unauthorized items.

You further acknowledge that the Bank offers various services that allow business and commercial customers to closely monitor their account activity, such as Business Online Banking, Positive Pay, and other services ("Fraud Prevention Services"), which can reduce potential fraud. If you fail to use one or more of the available Fraud Prevention Services, you agree that you will be deemed to have assumed the risk of any losses that could have been prevented if you had used the Fraud Prevention Services.

Statement Ending 06/30/2026 Page 2 of 4
13D07AFF887E594F95C5A789C25F1455 20260630 Checking Account Statements Item I.3
Packet Page 92
PUBLIC MONEY MARKET - XXXXXXXX8700 (continued)
Other Credits
Date Description Amount
06/30/2026 INTEREST $53,014.67
Daily Balances
Date Amount
06/11/2026 $18,307,026.99
Date Amount
06/30/2026 $18,360,041.66
Overdraft and Returned Item Fees
Total for this period Total year-to-date
Total Overdraft Fees $0.00 $0.00
Total Returned Item Fees $0.00 $0.00
Statement Ending 06/30/2026

13D07AFF887E594F95C5A789C25F1455 20260630 Checking Account Statements Item I.3
Packet Page 93

THIS PAGE LEFT INTENTIONALLY BLANK
Statement Ending 06/30/2026

13D07AFF887E594F95C5A789C25F1455 20260630 Checking Account Statements Item I.3
Packet Page 94

CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Ladris Contract Amendment No. 1 for Wildfire and Evacuation Planning Services EXECUTIVE SUMMARY:

The City Council will consider approving Amendment No. 1 to the agreement with Ladris Technologies, Inc., extending the City's wildfire scenario and evacuation planning services for an additional two-year term, from August 30, 2026, through August 29, 2028, at a fixed annual cost of $252,700, for a total contract amount not to exceed $505,400.

RECOMMENDATION:

Adopt Resolution No. 56-26 Approving Amendment No. 1 to the Professional Services Agreement with Ladris Technologies, Inc. for the continued provision of wildfire scenario and evacuation planning services to the City of Orinda.

BACKGROUND:

On July 15, 2025, the City Council approved a one-year agreement with Ladris to provide evacuation and wildfire modeling services and software. These tools support the City’s emergency preparedness efforts by enabling simulation of wildfire spread, traffic congestion, and evacuation timing under a variety of scenarios.

The 2025 agreement was a key component of complying with a City settlement agreement related to litigation concerning Plan Orinda, which included a commitment to invest in enhanced evacuation modeling and public transparency tools for a period of one year. The initial one-year term expires August 29, 2026.

Since implementation, Ladris has been used to support emergency planning efforts, including evaluation of evacuation scenarios, coordination with regional partners, and public education regarding evacuation constraints and timing.

The City Council received a presentation from Ladris CEO Leo Zlimen at its June 16, 2026, meeting regarding the wildfire evacuation modeling and related services Ladris provides to the City of Orinda. At the conclusion of the presentation, the City Council directed Staff to return with a contract amendment for its consideration. Since that Item I.4
Packet Page 95
meeting, Staff worked with Ladris to refine the proposed contract amendment to better articulate the scope and service levels associated with the agreement.

DISCUSSION:

The Contract, Amendment No. 1, extends the City's agreement with Ladris Technologies, Inc. for an additional two-year term, from August 30, 2026, through August 29, 2028, at a fixed annual cost of $252,700, for a total contract amount not to exceed $505,400. The amendment provides a price-locked rate for the duration of the term and includes Enterprise-level software and services for evacuation modeling, wildfire spread modeling, data management, and a public evacuation portal, along with 250 hours of technical and subject matter expert support annually. The agreement also includes Sentinel real-time notifications, training, onboarding, and administrative tools at no additional cost. The pricing represents an estimated 5% savings compared to renewing on an annual basis, while all other terms and conditions of the original agreement remain unchanged.

The table below compares the proposed annual cost under Amendment No. 1 with the City's 2025–2026 annual cost. Overall, the amendment reflects a modest reduction in annual costs, primarily due to lower implementation expenses, partially offset by increases in recurring software and service costs.

Ladris Annual Cost Comparison
Billing Items: Services and Software 2025-2026
Annual Cost
2026-2028
Annual Cost
Cost
Difference
Enterprise Version - Ladris SAAS for Evacuations $157,231 $172,731 $15,500 Ladris SAAS for Core $60,600 $66,574 $5,974
Public Version - Ladris SAAS for Evacuations $24,300 $26,695 $2,395 Implementation Services $20,000 $0 -$20,000
Discounts Applied (2-Year Contract Discount) $0 -$13,300 -$13,300 Total $262,131 $252,700 -$9,431
FISCAL IMPACT:

Funding for these services was included in the FY 2026–2027 Budget Update.

STRATEGIC PLAN INITIATIVE:

1. Wildfire Resilience and Emergency Preparedness
f. Use emerging technologies to guide strategic investments in fuel mitigation and evacuation efforts.

ATTACHMENTS:

A. Resolution No. 56-26
Item I.4
Packet Page 96
Respectfully Submitted by,
Cole Haselip, Assistant to the City Manager
Approved By:

Linda Smith, City Manager
Item I.4
Packet Page 97
RESOLUTION NO. 56-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ORINDA
APPROVING AMENDMENT NO. 1 TO THE PROFESSIONAL SERVICES
AGREEMENT WITH LADRIS TECHNOLOGIES, INC. FOR THE CONTINUED

PROVISION OF WILDFIRE SCENARIO AND EVACUATION PLANNING SERVICES

TO THE CITY OF ORINDA
WHEREAS, the City of Orinda ("City") entered into a Professional Services Agreement with Ladris Technologies, Inc. ("Provider") effective August 30, 2025, for the provision of wildfire scenario and evacuation planning services; and WHEREAS, the original Agreement expires 8/30/2026; and
WHEREAS, the City Council finds that continuing the City's relationship with Provider is in the best interests of the City and its residents; and WHEREAS, Amendment No. 1 (Exhibit A) would extend the term of the original contract through August 29, 2027, at a fixed annual price of $252,700 for a total of $505,400 over the two-year term.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Orinda hereby approves Amendment No. 1 to the Professional Services Agreement with Ladris Technologies, Inc.

BE IT FURTHER RESOLVED that the City Council authorizes the City Manager to make such non-substantive revisions, corrections, clarifications, and other minor modifications to the Agreement as may be necessary or appropriate to carry out the intent of this Resolution.

Adopted by the City Council of the City of Orinda at a regular meeting on July 21, 2026 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
________________________
Brandyn Iverson, Mayor
ATTEST:
__________________________
Item I.4
Packet Page 98
Resolution No. 56-26
2 Sheri Marie Smith, City Clerk

Item I.4
Packet Page 99
Resolution No. 56-26
3 Exhibit A: Amendment No. 1 to the Ladris Contract
Amendment Number 1
Dated July 21st, 2026
AMENDMENT NUMBER 1 to that certain Agreement by and between Ladris Technologies, Inc., a California Corporation (“Ladris”) with offices located at 10090 Stable Lane, Nevada City, CA 95959 and the CITY OF ORINDA (“Customer”), a municipal corporation with offices at 22 Orinda Way, Orinda, CA 94563, with an Effective Date of July 17, 2025 (the “Original Agreement”). Ladris and Customer (each a “Party” and collectively, the “Parties”) hereby agree, as of July 21st, 2026 (the “Amendment Effective Date”) to extend the Original Agreement for an additional two (2) years and update pricing as set forth below.

Therefore, the Parties agree as follows:

Section 1.01. The Initial Term of the Agreement is hereby extended for an additional two (2) years, commencing August 30, 2026 and ending August 29, 2028; and Section 1.02. Section 4(a) of the Original Agreement is hereby amended to reflect an annual fee of $252,700 per year, billed annually, for a total maximum contract price of $505,400 over the additional two-year term. This rate is price-locked for the full term.

Section 1.03. Sentinel (with optional Evacuation Assistant), including real-time notifications, admin console, and co-branding, shall be included at no additional cost for the duration of the two-year term. Sentinel is available on mobile devices and is subject to its own online Terms of Service for each user.

All other terms and conditions of the Agreement shall remain in full force and effect.

IN WITNESS WHEREOF the parties hereto have duly executed this Amendment Number 1 as of July 21st, 2026.

CITY OF ORINDA LADRIS TECHNOLOGIES, INC.

By _____________________
City Manager
City of Orinda
Date: _____________________
By _____________________
Name: Leo Zlimen
Title: Chief Executive Officer
Date: _____________________

Item I.4
Packet Page 100
Resolution No. 56-26
4 Exhibit A to the Ladris Contract
Proposal Documents: Scope of Services, Rates and Payment Schedule CITY OF ORINDA — Enterprise Configuration
Capacity Tiers — Orinda is at Enterprise Capacity
ORINDA ▼
Capacity Essential Professional Enterprise Custom
Data
150
simulations / yr
Standard layers
500
simulations / yr
+ More feeds
1,500
simulations / yr
Full + refreshed
1,950+
simulations / yr
Reserved
People (Hours) 40
service hrs / yr
100
service hrs / yr
250
service hrs / yr
325+
service hrs / yr
Expert Caliber Success Engineer Senior CSE +
experts
Fwd-Deployed +
CTO Dedicated team
Software Requests P3 - Best Effort P2 - Standard P1 - Priority Queue
+ Reserved
roadmap
What's Included
Evac Fire Public Evac Data Studio
Evacuation plans & simulation Wildfire spread modeling Public simulation viewing portal Data management and updates Plus 250 hours/year of CTO and former CAL FIRE leadership, Sentinel real-time notifications, Wildfire Spread modeling, training, and onboarding — all included.

Annual Fees
Services & Software Term Year 1 Year 2
Enterprise SAAS for Evacuations (incl. Wildfire Spread) 2 Yrs $172,731 $172,731 Enterprise SAAS for Data Studio 2 Yrs $66,574 $66,574
Public SAAS for Evacuations 2 Yrs $26,695 $26,695
People & expert services, Sentinel, training 2 Yrs Included Included Total per year (price-locked) $252,700 $252,700
Two-year total $505,400. A 5% ($27,000) savings versus the one-year rate. This rate is price-locked for the full term.

All SAAS modules listed above are selected elements of Core.

Billing Schedule
Invoice Date Amount
Year 1 — All SAAS modules, people, and expert services listed above 8/30/2026 $252,700 Year 2 — All SAAS modules, people, and expert services listed above 8/30/2027 $252,700 Billing Frequency: Annual, commencing on start date (8/30/2026). Payment Ter Item I.4
Packet Page 101

CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Authorize an Exception to Competitive Bidding Per Orinda Municipal Code (OMC) Section

2.55.100, Purchase Two Replacement Police Patrol Vehicles, Including Equipment Outfitting and Installation, and Approve Budget Change Form #001-27 EXECUTIVE SUMMARY:

The City is responsible for providing the fleet of vehicles used by Police personnel under the contract with the Contra Costa County Office of the Sheriff. Two existing Police Patrol Vehicles have reached the end of their useful life and need to be replaced. Per Orinda Municipal Code Section 2.55.100, when another public agency has administered a competitive bidding process and has a current valid agreement for the same or substantially similar equipment, an exception to the competitive bidding requirement may be requested. In addition, Staff is requesting a budget adjustment of $179,500 originally appropriated in Fiscal Year 2025-26 which went unspent and remains available for this use.

RECOMMENDATION:

Authorize an exception to the competitive bidding process per OMC 2.55.100, approve the replacement of two existing police patrol vehicles at a total cost of $179,500 ($125,000 for the vehicles and approximately $54,500 for equipment and outfitting); and approve Budget Change Form #001-27 in the amount of $179,500 from the Fleet Replacement Fund (Fund 605).

BACKGROUND:

The City is responsible for providing the fleet of vehicles used by Police personnel under the contract with the Contra Costa County Office of the Sheriff. The City attempts to get the longest service life out of each vehicle before it is considered for replacement. The City also strives to reuse the emergency equipment each police patrol vehicle is outfitted with when possible. The fleet size and rotation for Police Services takes into consideration several unique factors, which may not be applicable to vehicles used by other City departments including:

Item I.5
Packet Page 102
• The need to have units available to overlap at shift change, when units may need to remain in the field past the assigned shift.
• Some vehicles are outfitted with specialized equipment based on the primary use of the vehicle (i.e. traffic unit; command vehicle). • The need for adequate availability to accommodate vehicles out of service (both planned maintenance and unplanned collision or equipment failure).

Short-term rentals are not an option for temporary coverage when marked emergency vehicles are out of service.
• Need to have available units for times when staffing is increased for special operations and/or police attendance at public events (including parades, street closures, etc.).

The City currently has three (3) Unmarked / Assigned vehicles used for Investigations and the Chief. There are two (2) Special Purpose Vehicles (Command Unit and Traffic Unit) and six (6) Marked Patrol vehicles. The City tries to vary the number of vehicles purchased per year in order to avoid a large turnover in a single year.

Each year as part of the City Operating Budget, charges are made to departments that operate vehicles, with the funds set aside in a Fleet Replacement Internal Service Fund.

The concept is to avoid creating an impact on the General Fund for the full cost of a new vehicle in the year it is replaced. The Fiscal Year 2025-26 Operating Budget contemplated replacing two police patrol vehicles, but this purchase did not occur by June 30, 2026.

Staff is proposing “rolling” last year’s budget appropriation for these vehicles to the Fiscal Year 2026-27 operating budget as reflected on Budget Change Form #001-27 (Attachment B) to facilitate this purchase.

DISCUSSION:

The two oldest police patrol vehicles are 2017 Ford Explorers (Unit #’s 89 and 90) each with more than 100,000 miles on the odometer, and by the time the proposed replacement vehicles are available for use, they will be approaching ten years of service. This is not typical of most marked patrol vehicles which usually have a useful life of five to seven years. The table on the following page provides a snapshot of the current Police Fleet:

Item I.5
Packet Page 103
Current City of Orinda Police Fleet (July 2026)
Orinda Purchasing Ordinance Requirements
The Orinda Municipal Code (OMC), Section 2.55.090, requires that purchases of $60,000 or more must be approved by the City Council and are subject to competitive bidding requirements unless the City Council approves an exception pursuant to Section

2.55.100. This section of the OMC allows for an exception to the competitive bidding requirement if another public agency has administered a competitive bidding process and has a current valid agreement for the same or substantially similar equipment. For this purchase, Elk Grove Auto has a current valid agreement (State Contract #1-22-23-23E) awarded by the State of California General Services Administration (GSA) which administered a competitive bidding process which qualifies this purchase for an exception to the competitive bidding requirement.

The recommended vehicle replacements consist of two, white, 2026 Dodge Durango’s (including Police Patrol Packages). Elk Grove Auto has provided the City with a quote for the vehicles (Attachment A) in conformance with GSA Contract #1-22-23-23E. The base cost of each vehicle, including taxes, delivery, and documentation is $62,496.04. If approved, a purchase order for two vehicles will be processed for a total purchase price of $124,992.08.

Equipment Outfitting and installation
Due to the age and specificity of the various equipment currently installed in the 2017 Ford Explorers, a full replacement is required of all the equipment for these new vehicles.

The City will need to obtain the typical outfitted equipment (Lights, radio, speakers, partition, cargo area deck, push bars, gun rack, computer mounting rack, etc.) which are necessary for public safety duty. The City has obtained quotes from qualified vendors (not Elk Grove Auto) for the outfitting and installation necessary to place the new vehicles in service and estimates that will increase the cost of each vehicle by approximately $27,000 (which includes decals and vehicle markings).

Item I.5
Packet Page 104
Disposal of the Two Surplus Vehicles
Once the vehicle decals and markings are removed, and any usable equipment is salvaged from the old vehicles, staff will arrange with a public auction service to sell the vehicles. All proceeds from selling the vehicles will be deposited in the Vehicle Replacement Fund (Fund 605) to help offset the cost of future replacements.

FISCAL IMPACT:

The replacement of these two vehicles was originally planned to occur in Fiscal Year 2025-26, but we were able to prolong their service until now. Staff is recommending approval of Budget Change Order #001-27 (Attachment B) which will appropriate unspent budget in the Vehicle Replacement Fund (Fund 605) from Fiscal Year 2025-26 to Fiscal Year 2026-27. Fund 605 has adequate resources for this purchase.

ATTACHMENTS:

A. Quote from Elk Grove Auto for two replacement police patrol vehicles B. Budget Change Form #001-27
Prepared by: Douglas Alessio, Assistant City Manager
Respectfully Submitted by,
Douglas Alessio, Assistant City Manager
Approved By:

Linda Smith, City Manager
Item I.5
Packet Page 105
Elk Grove Auto DATE June 9, 2026
Quotation # 10463-A
TO: ORINDA PD FAN # 00C1E
(530) 981-5164 22 Orinda Way
Orinda, CA 94563
Anthony Rossi Prepared by: Aidan Barnhart
(925) 532-6908
[email protected]
Comments or special instructions: Vehicle build and options are in additional pages.

AMOUNT
$ 36,720.00
$ 7,346.00
$ 12,375.00
$ 56,441.00
DOC Fee $ 85.00
Taxable Subtotal: $ 56,526.00

9.750% $ 5,511.29
Tire Fee: $ 8.75
Fuel: $ -
$ 450.00
Total: $ 62,496.04
QTY 2 Grand Total $ 124,992.08
If you have any questions concerning this quotation, contact Aidan Barnhart at (530) 981-5164 or email at [email protected]
CLIN 2 - Dodge Durango AWD
upgrade to 2027 PPV
Delivery Charge:
**** specs with the PO or the vehicle will not be ordered. **** Subtotal
**** Please review, sign, and return a copy of the quote and **** ___________________________________________________
8575 Laguna Grove Drive,
Elk Grove, CA 95757
State Contract # 1-22-23-23E
****Shipping charge added for deliveries beyond Sacramento. No charge for will call.**** CA Tire Fee: $1.75 / Per Tire
Tax Rate (subject to change):

Description
Options (refer to window sticker):
(Order Acknowledgment Signature) (Date)
THANK YOU FOR YOUR BUSINESS!!
Item I.5
Packet Page 106
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD *** Photo may not represent exact vehicle or selected equipment *** Prepared by
Aidan Barnhart
Winner Chevrolet / Elk Grove Auto
530-981-5164
[email protected]
[email protected]
Item I.5
Packet Page 107
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 2
Table of Contents
• Dealership Information
• Window Sticker
• Standard Equipment
• Technical Specifications
Item I.5
Packet Page 108
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 3
Dealership Information
***** IMPORTANT *****
Please review the Quote, "Window Sticker," and all included information and specifications for accuracy. If a purchase order is issued, please include a signed copy of this quote with the Window Sticker. By this quote being signed and returned by the purchasing agency, the purchasing agency acknowledges that the vehicle configuration and price are accurate.

The "Window Sticker" MSRP is for reference only and may not represent the final quoted price of the vehicle or optional equipment. Actual pricing may vary, see the Quote on page 1 for pricing.

Tax may not be included in the quote price. Purchasing agency is responsible for calculating tax. The tax rate is based on the registration address and cannot be a PO Box.

If the vehicle is going to be delivered beyond Sacramento, an additional delivery charge will be required.

Thanks!
Prepared By:

Aidan Barnhart
Winner Chevrolet / Elk Grove Auto
530-981-5164
[email protected]
Item I.5
Packet Page 109
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 4
Window Sticker

SUMMARY
[Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD
Interior:Black, Cloth Bucket Seats w/Shift Insert
Exterior 1:White Knuckle Clearcoat
Exterior 2:No color has been selected.

Engine: 5.7L V8 HEMI MDS VVT
Transmission: 8-Speed Automatic (8HP70)

OPTIONS

CODE MODEL MSRP
WDEE75 [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD

OPTIONS
22Z Quick Order Package 22Z $0.00
ADL Skid Plate Group $370.00
C5X9 Black, Cloth Bucket Seats w/Shift Insert $0.00
CW6 Deactivate Rear Doors/Windows $95.00
DFD Transmission: 8-Speed Automatic (8HP70) $0.00
DPM 3.09 Rear Axle Ratio Inc.

EZH Engine: 5.7L V8 HEMI MDS VVT $3,240.00
JCJ 160 mph Primary Certified Speedometer Inc.

LNA Black Right LED Spot Lamp $695.00
LNF Black Left LED Spot Lamp $695.00
MT8 Delete Liftgate Badge $0.00
PW7 White Knuckle Clearcoat $0.00
WBN Wheels: 18" x 8" Black Steel $0.00
XDG Passenger Side Ballistic Door Panel $3,500.00
XDV Driver Side Ballistic Door Panel $3,500.00
Z6J GVWR: 7,100 lbs Inc.

Item I.5
Packet Page 110
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 5

FUEL ECONOMY
Est City:14 (Est) MPG
Est Highway:21 (Est) MPG
Est Highway Cruising Range:516.60 mi
Item I.5
Packet Page 111
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 6
Standard Equipment
Mechanical
Engine: 3.6L V6 24V VVT UPG I w/ESS (STD)
Transmission: 8-Speed Automatic (850RE) (STD)

3.45 Rear Axle Ratio (STD)
GVWR: 6,500 lbs (STD)
50 State Emissions
Transmission w/Sequential Shift Control
Full-Time All-Wheel
Engine Oil Cooler
650CCA Maintenance-Free Battery w/Run Down Protection
220 Amp Alternator
Class IV Towing Equipment -inc: Hitch and Trailer Sway Control Trailer Wiring Harness
Police/Fire
1250# Maximum Payload
Front And Rear Anti-Roll Bars
Gas-Pressurized Front Shock Absorbers and Nivomat Brand Name Rear Shock Absorbers Nivomat Suspension
HD Suspension
Electric Power-Assist Speed-Sensing Steering

24.6 Gal. Fuel Tank
Single Stainless Steel Exhaust
Permanent Locking Hubs
Short And Long Arm Front Suspension w/Coil Springs
Multi-Link Rear Suspension w/Coil Springs
4-Wheel Disc Brakes w/4-Wheel ABS, Front And Rear Vented Discs, Brake Assist and Hill Hold Control Upfitter Switches
Exterior
Wheels: 18" x 8" Black Steel (STD)
Tires: 255/60R18 BSW On/Off Road
Item I.5
Packet Page 112
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 7
Exterior
Wheels w/Chrome Hub Covers
Steel Spare Wheel
Compact Spare Tire Stored Underbody w/Crankdown
Body-Colored Front Bumper w/Black Rub Strip/Fascia Accent Body-Colored Rear Step Bumper w/Black Rub Strip/Fascia Accent Black Side Windows Trim
Body-Colored Door Handles
Chrome Bodyside Insert and Black Wheel Well Trim
Black Power Heated Side Mirrors w/Manual Folding
Fixed Rear Window w/Wiper and Defroster
Deep Tinted Glass
Speed Sensitive Variable Intermittent Wipers
Galvanized Steel/Aluminum Panels
Lip Spoiler
Black Grille
Liftgate Rear Cargo Access
Tailgate/Rear Door Lock Included w/Power Door Locks
Auto On/Off Projector Beam Led Low/High Beam Daytime Running Headlamps w/Delay-Off Perimeter/Approach Lights
LED Brakelights
Laminated Glass
Entertainment
Radio w/Seek-Scan, Clock, Speed Compensated Volume Control, Aux Audio Input Jack, Steering Wheel Controls, Voice Activation and Radio Data System
Radio: Uconnect 5 Nav w/10.1" Display
6 Speakers
Streaming Audio
Integrated Roof Antenna
Wireless Phone Connectivity
2 LCD Monitors In The Front
Connected Travel & Traffic Services Real-Time Traffic Display Item I.5
Packet Page 113
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 8
Interior
Front Seats w/Power 4-Way Driver Lumbar
12-Way Power Driver Seat -inc: Power Recline, Height Adjustment, Fore/Aft Movement, Cushion Tilt and Power 4-Way Lumbar Support
4-Way Passenger Seat -inc: Manual Recline, Fore/Aft Movement and Fold Flat 60-40 Folding Split-Bench Front Facing Fold Forward Seatback Cloth Rear Seat Manual Tilt/Telescoping Steering Column
Gauges -inc: Speedometer, Odometer, Voltmeter, Oil Pressure, Engine Coolant Temp, Tachometer, Oil Temperature, Transmission Fluid Temp, Engine Hour Meter, Trip Odometer and Trip Computer Power Rear Windows and Fixed 3rd Row Windows
4G LTE Wi-Fi Hot Spot (3-month or 3 GB trial included) Mobile Hotspot Internet Access Leather Steering Wheel
Front Cupholder
Rear Cupholder
Compass
Proximity Key For Doors And Push Button Start
Valet Function
Remote Keyless Entry w/Integrated Key Transmitter, 2 Door Curb/Courtesy, Illuminated Entry and Panic Button Cruise Control w/Steering Wheel Controls
Voice Activated Dual Zone Front Automatic Air Conditioning Rear HVAC w/Separate Controls
HVAC -inc: Auxiliary Rear Heater, Headliner/Pillar Ducts and Console Ducts Illuminated Locking Glove Box
Driver Foot Rest
Full Cloth Headliner
Interior Trim -inc: Metal-Look Instrument Panel Insert, Metal-Look Door Panel Insert and Chrome Interior Accents
Cloth Bucket Seats w/Shift Insert -inc: cloth rear seat Day-Night Auto-Dimming Rearview Mirror
Driver And Passenger Visor Vanity Mirrors
Partial Floor Console w/Covered Storage, Mini Overhead Console w/Storage and 3 12V DC Power Outlets Front And Rear Map Lights
Fade-To-Off Interior Lighting
Item I.5
Packet Page 114
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 9
Interior
Carpet Floor Trim
Full Vinyl/Rubber Floor Covering
Cargo Area Concealed Storage
Cargo Space Lights
Integrated Navigation System w/Voice Activation
Smart Device Integration
FOB Controls -inc: Keyfob Cargo Access and Keyfob Window Activation Driver / Passenger And Rear Door Bins
Power 1st Row Windows w/Driver And Passenger 1-Touch Up/Down Delayed Accessory Power
Power Door Locks w/Autolock Feature
Driver Information Center
Redundant Digital Speedometer
Trip Computer
Outside Temp Gauge
Digital/Analog Appearance
Manual w/Tilt Front Head Restraints and Fixed Rear Head Restraints Front Center Armrest w/Storage and Rear Center Armrest
#7 Seat Foam Cushion
Sentry Key Immobilizer
3 12V DC Power Outlets
Air Filtration
Safety-Mechanical
Electronic Stability Control (ESC) And Roll Stability Control (RSC) ABS And Driveline Traction Control
Safety-Exterior
Side Impact Beams
Safety-Interior
Dual Stage Driver And Passenger Seat-Mounted Side Airbags Dodge Connect Emergency Sos Capability
ParkSense with Stop Rear Parking Sensors
Item I.5
Packet Page 115
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 10
Safety-Interior
Rear Cross Path Detection
Blind Spot w/Trailer Detection Blind Spot
Tire Specific Low Tire Pressure Warning
Dual Stage Driver And Passenger Front Airbags
Curtain 1st, 2nd And 3rd Row Airbags
Airbag Occupancy Sensor
Driver Knee Airbag
Rear Child Safety Locks
Outboard Front Lap And Shoulder Safety Belts -inc: Rear Center 3 Point, Height Adjusters and Pretensioners ParkView Back-Up Camera

WARRANTY
Basic Years: 3
Basic Miles/km: 36,000
Drivetrain Years: 5
Drivetrain Miles/km: 100,000
Corrosion Years: 5
Corrosion Miles/km: Unlimited
Roadside Assistance Years: 5
Roadside Assistance Miles/km: 60,000
Item I.5
Packet Page 116
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 11
Technical Specifications
Powertrain
Transmission
Drivetrain All Wheel Drive Trans Order Code DFD
Trans Type 8 Trans Description Cont. Automatic w/OD
Trans Description Cont. Again N/A First Gear Ratio (:1) 4.71 Second Gear Ratio (:1) 3.14 Third Gear Ratio (:1) 2.11
Fourth Gear Ratio (:1) 1.67 Fifth Gear Ratio (:1) 1.28
Sixth Gear Ratio (:1) 1.00 Reverse Ratio (:1) 3.29
Clutch Size N/A Trans Power Take Off N/A
Final Drive Axle Ratio (:1) N/A Transfer Case Model Electronic Transfer Case Gear Ratio (:1), High N/A Transfer Case Gear Ratio (:1), Low N/A Transfer Case Power Take Off No Seventh Gear Ratio (:1) 0.84 Eighth Gear Ratio (:1) 0.67
Mileage
EPA Fuel Economy Est - Hwy 21 (Est) MPG Cruising Range - City 344.40 mi EPA Fuel Economy Est - City 14 (Est) MPG Fuel Economy Est-Combined 16 (Est) MPG Cruising Range - Hwy 516.60 mi Estimated Battery Range N/A Engine
Engine Order Code EZH Engine Type Regular Unleaded
V-8
Displacement 5.7 L/345 Fuel System Sequential MPI
SAE Net Horsepower @ RPM 360 @ 5150 SAE Net Torque @ RPM 390 @ 4250 Engine Oil Cooler Regular Duty
Electrical
Cold Cranking Amps @ 0° F (Primary) 800 Cold Cranking Amps @ 0° F (2nd) 800 Cold Cranking Amps @ 0° F (3rd) N/A Maximum Alternator Capacity (amps) 220 Cooling System
Total Cooling System Capacity N/A
Item I.5
Packet Page 117
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 12
Vehicle
Emissions
Tons/yr of CO2 Emissions @ 15K mi/year 8.9 (Est) EPA Greenhouse Gas Score 3.0 (Est) Chassis
Weight Information
Standard Weight - Front 0.00 lbs Standard Weight - Rear 0.00 lbs Base Curb Weight 5347 lbs Gross Axle Wt Rating - Front N/A Gross Axle Wt Rating - Rear N/A Curb Weight - Front N/A Curb Weight - Rear N/A Option Weight - Front 0.00 lbs
Option Weight - Rear 0.00 lbs Reserve Axle Capacity - Front N/A Reserve Axle Capacity - Rear N/A As Spec'd Curb Weight N/A As Spec'd Payload N/A Maximum Payload Capacity N/A
Gross Combined Wt Rating 13100 lbs Gross Axle Weight Rating N/A Curb Weight N/A Reserve Axle Capacity N/A
Total Option Weight 0.00 lbs Payload Weight Front 0 lbs Payload Weight Rear 0 lbs Gross Vehicle Weight Rating 7100.00 lbs Trailering
Dead Weight Hitch - Max Trailer Wt. 5000 lbs Dead Weight Hitch - Max Tongue Wt. 500 lbs Wt Distributing Hitch - Max Trailer Wt. 7200 lbs Wt Distributing Hitch - Max Tongue Wt. 720 lbs Fifth Wheel Hitch - Max Trailer Wt. N/A Fifth Wheel Hitch - Max Tongue Wt. N/A Maximum Trailering Capacity 7200 lbs
Frame
Frame Type N/A Sect Modulus Rails Only N/A
Frame RBM N/A Frame Strength N/A
Frame Thickness N/A
Suspension
Suspension Type - Front Short And Long
Arm
Suspension Type - Rear Multi-Link
Spring Capacity - Front N/A Spring Capacity - Rear N/A
Item I.5
Packet Page 118
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 13
Chassis
Suspension
Axle Type - Front Independent Axle Type - Rear Independent Axle Capacity - Front N/A Axle Capacity - Rear N/A
Axle Ratio (:1) - Front 3.09 Axle Ratio (:1) - Rear 3.09 Shock Absorber Diameter - Front N/A Shock Absorber Diameter - Rear N/A Stabilizer Bar Diameter - Front N/A Stabilizer Bar Diameter - Rear N/A Tires
Front Tire Order Code TXQ Rear Tire Order Code TXQ
Spare Tire Order Code N/A Front Tire Size P255/60TR18
Rear Tire Size P255/60TR18 Spare Tire Size Compact
Front Tire Capacity N/A Rear Tire Capacity N/A
Spare Tire Capacity N/A Revolutions/Mile @ 45 mph - Front N/A Revolutions/Mile @ 45 mph - Rear N/A Revolutions/Mile @ 45 mph - Spare N/A Wheels
Front Wheel Size 18 X 8 in Rear Wheel Size 18 X 8 in
Spare Wheel Size Compact in Front Wheel Material Steel
Rear Wheel Material Steel Spare Wheel Material Steel
Steering
Steering Type Rack-Pinion Steering Ratio (:1), Overall N/A Steering Ratio (:1), On Center N/A Steering Ratio (:1), At Lock N/A Turning Diameter - Curb to Curb 41 ft Turning Diameter - Wall to Wall N/A Brakes
Brake Type 4-Wheel Disc Brake ABS System 4-Wheel
Brake ABS System (Second Line) 4-Wheel Disc - Front (Yes or ) Yes Disc - Rear (Yes or ) Yes Front Brake Rotor Diam x Thickness 13.8 in Rear Brake Rotor Diam x Thickness 13 in Drum - Rear (Yes or ) N/A Rear Drum Diam x Width N/A
Item I.5
Packet Page 119
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 14
Chassis
Fuel Tank
Fuel Tank Capacity, Approx 24.6 gal Aux Fuel Tank Capacity, Approx N/A Fuel Tank Location N/A Aux Fuel Tank Location N/A
Dimensions
Interior Dimensions
Passenger Capacity 5 Front Head Room 39.9 in
Front Leg Room 40.3 in Front Shoulder Room 58.5 in
Front Hip Room 57 in Second Head Room 39.8 in
Second Leg Room 38.6 in Second Shoulder Room 50.4 in
Second Hip Room 42.8 in
Exterior Dimensions
Wheelbase 119.8 in Length, Overall w/rear bumper N/A
Length, Overall 200.8 in Width, Max w/o mirrors 75.8 in Height, Overall 72.9 in Track Width, Front 63.9 in
Track Width, Rear 64.1 in Overhang, Front N/A
Overhang, Rear w/o bumper N/A Front Bumper to Back of Cab N/A Cab to Axle N/A Cab to End of Frame N/A
Ground to Top of Load Floor N/A Ground to Top of Frame N/A Frame Width, Rear N/A Ground Clearance, Front N/A
Ground Clearance, Rear N/A Min Ground Clearance 8.1 in
Body Length 0.00 ft Rear Door Opening Height N/A
Rear Door Opening Width N/A Liftover Height 32.2 in
Cab to Body N/A
Cargo Area Dimensions
Cargo Area Length @ Floor to Seat 1 N/A Cargo Area Length @ Floor to Seat 2 N/A Cargo Area Length @ Floor to Seat 3 N/A Cargo Box Width @ Top, Rear N/A Cargo Area Width @ Beltline N/A Cargo Box Width @ Floor N/A Cargo Box Width @ Wheelhousings N/A Cargo Box (Area) Height N/A Tailgate Width N/A Cargo Volume N/A
Item I.5
Packet Page 120
Winner Chevrolet / Elk Grove Auto
Aidan Barnhart | 530-981-5164 | [email protected] Vehicle: [Fleet] 2026 Dodge Durango (WDEE75) Pursuit AWD ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 27772. Data Updated: Feb 16, 2026 6:46:00 PM PST.

Feb 17, 2026 Page 15
Dimensions
Cargo Area Dimensions
Cargo Volume to Seat 1 85.1 ft³ Cargo Volume to Seat 2 43.3 ft³ Cargo Volume to Seat 3 N/A Ext'd Cab Cargo Volume N/A
Item I.5
Packet Page 121

CITY OF ORINDA
BUDGET CHANGE FORM FISCAL YEAR 2026-27
Funds Appropriated as Part of 2026-27 Mid-Cycle Budget Adjustment Adopted on June 9, 2026
CHANGE FORM # 001-27
New Appropriations (City CouncilApproval Required): Budget Transfers:

X From Un-Appropriated Reserves From Budgeted Contingent Reserve (Approval Req’d) __ _ Reduction To Adopted Budget

GENERAL FUND
New Revenue ONLY
Between Departments (City Council Approval Req’d)
Other:

BUDGET ACCOUNT
(Revenue / Expense)

INCREASE
AMOUNT

DECREASE
AMOUNT
INCREASE OF BUDGETED EXPENSE IN FY 2026-27:
605-00-00-7997

VEHICLE REPLACEMENT FUND/ NO DEPARTMENT / NO PROGRAM /

VEHICLE PURCHASED
$179,500
As Presented at the City Council Meeting on July 21, 2026 #################(Finance Use Only)###################
Posted By: Date:

REASON FOR BUDGET CHANGE ENTRY: Roll unspent Budget Appropriation from Fiscal Year 2025-26 to Fiscal Year 2026-27 to facilitate purchase of two replacement Police Patrol Vehicles originally scheduled for replacement during FY 2025-26
Item I.5
Packet Page 122

CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Introducing Ordinance No. 26-07 Pilot Facade Improvement Program Streamlining EXECUTIVE SUMMARY:

On June 9, 2026, the City Council adopted Resolution No. 35-26 establishing a one-year Pilot Façade Improvement Program to encourage investment in exterior improvements to commercial properties. As part of that action, the City Council directed staff to prepare any necessary amendments to the Orinda Municipal Code to streamline review procedures for approved Façade Improvement Program projects.

Ordinance No. 26-07 implements that direction by exempting approved Façade Improvement Program projects from Planning Commission design review, sign permit requirements, tree removal permit requirements, and outdoor dining permit requirements while maintaining compliance with applicable building, fire, accessibility, and encroachment requirements.

As required for all amendments to Title 17 (Zoning Code), the Planning Commission considered the proposed ordinance on July 14, 2026, and recommended that the City Council adopt Ordinance No. 26-07. The Planning Commission's recommendation is advisory, and the City Council retains full authority to approve, modify, or deny the proposed ordinance.

RECOMMENDATION:

Waive the full reading and introduce Ordinance No. 26-07, amending Chapters 17.8.5 (IDowntown Commercial District), 17.18.5 (Exempt Signs), 17.21.3 (Permit Required for Removal or Destruction of a Protected Tree), and 17.30.3 (Design Review Requirement) of Title 17 (Zoning) of the Orinda Municipal Code to streamline permitting requirements for approved Façade Improvement Program projects; and find that Ordinance No. 26-07 is exempt from the California Environmental Quality Act (CEQA) and direct staff to file a Notice of Exemption.

BACKGROUND:

Item J.1
Packet Page 123
The City Council's Fiscal Years 2025-2026 and 2026-2027 Strategic Plan includes Initiative 3.e, which calls for enhancing beautification efforts throughout the community, including consideration of a façade improvement program.

On June 9, 2026, the City Council adopted Resolution No. 35-26 establishing a one-year Pilot Façade Improvement Program to encourage private investment in commercial building façades and improve the appearance of commercial districts. The program provides grants for eligible improvements including storefront renovations, signage, lighting, landscaping, permanent outdoor dining improvements, and similar exterior enhancements.

As part of this program, the City Council directed staff to prepare ordinance amendments that would streamline approval of projects participating in the Façade Improvement Program.

Because the proposed ordinance amends Title 17 (Zoning) of the Orinda Municipal Code, California Government Code Section 65853 required the Planning Commission to review the ordinance and provide a recommendation to the City Council before Council consideration. The Planning Commission fulfilled this requirement by adopting Resolution No. PC 2026-05 on July 14, 2026, recommending approval of Ordinance No. 26-07.

In addition to its recommendation, the Planning Commission requested that staff provide a report on the performance of the Pilot Façade Improvement Program upon the earlier of the program's expiration on June 30, 2027, or the exhaustion of the initially budgeted $75,000 in program funding. The Planning Commission also recommended that the Planning Department be represented on the staff committee responsible for reviewing program applications.

DISCUSSION:

Ordinance No. 26-07 proposes targeted amendments to four sections of the Orinda Municipal Code that are intended to reduce permitting costs and implementation time for projects approved through the City's Pilot Façade Improvement Program.

Specifically, the ordinance would:
• Exempt approved Façade Improvement Program projects from Planning Commission design review.
• Exempt signs approved as part of an approved Façade Improvement Program project from obtaining a separate sign permit.
• Exempt tree removal associated with approved Façade Improvement Program projects from obtaining a tree removal permit.
• Allow outdoor dining improvements included in approved Façade Improvement Program projects without a separate outdoor dining permit.

Item J.1
Packet Page 124
These exemptions apply only to projects that have received written approval under the City's Façade Improvement Program and remain in compliance with all program requirements and conditions. Any component of a proposal that is not approved as part of the Façade Improvement Program is not eligible for the associated streamlined review procedures. The ordinance does not exempt projects from building permits, fire code requirements, accessibility standards, encroachment permits, or any other applicable health and safety regulations.

The proposed amendments are intended to reduce procedural requirements while maintaining appropriate oversight through the City's Façade Improvement Program approval process.

FISCAL IMPACT:

None.

STRATEGIC PLAN INITIATIVE:

3. Downtown Development and Beautification
e. Enhance beautification efforts, including outdoor dining, lighting, landscaping, and signage. Consider establishing a facade improvement program.

ATTACHMENTS:

A. Ordinance No. 26-07
B. Resolution No. PC 2026-05
C. July 14, 2026, Planning Commission Minutes
Respectfully Submitted by,
Assistant to the City Manager, Cole Haselip
Approved By:

Linda Smith, City Manager
Item J.1
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BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of: Ordinance No. 26-07
An Ordinance Amending Title 17 of the Orinda
Municipal Code (Zoning) to Amend Chapters

17.8.5 (I-Downtown Commercial District), 17.18.5
(Exempt Signs), 17.21.3 (Permit Required for
Removal or Destruction of a Protected Tree), and

17.30.3 (Design Review Requirement), for the
Purposes of Streamlining Permit Requirements for
Approved Façade Improvement Program Projects.

The City Council of the City of Orinda DOES ORDAIN as follows:

SECTION 1.

The City Council of the City of Orinda intends, by adopting this ordinance, to amend Title 17 of the Orinda Municipal Code (Zoning) to amend chapters 17.8.5 (I-Downtown Commercial District), 17.18.5 (Exempt Signs), 17.21.3 (Permit Required for Removal or Destruction of a Protected Tree), and 17.30.3 (Design Review Requirement), for the purposes of streamlining permit requirements for approved façade improvement program projects.

SECTION 2.

The following portions of the Municipal Code are amended, added, and deleted as specified below and in Attachment A. Attachment A shows additions with double-underlined text and deletions with strike-out text.

SECTION 3.

If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such a decision shall not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance irrespective of the invalidity of any section, subsection, subdivision, paragraph, sentence, clause or phrase.

SECTION 4.

The City Council finds this ordinance is not subject to the California Environmental Quality Act Municipal Code Provision Action as shown in Attachment A §17.8.5 Text Amended
§17.18.5 Text Amended
§17.21.3 Text Amended
§17.30.3 Text Amended
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(“CEQA”) pursuant to CEQA Guidelines (Title 14 of the California Code of Regulations) sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378). CEQA Guidelines Section 15378(b)(5) excludes from the definition of a project “organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.”
SECTION 5.

This ordinance becomes effective thirty (30) days after adoption.

SECTION 6.

The City Clerk shall either (a) have this ordinance published once within fifteen (15) days after adoption in a newspaper of general circulation, or (b) have a summary of this ordinance published twice in a newspaper of general circulation, once five (5) days before its adoption and again within fifteen (15) days after adoption.

Following a duly-noticed public hearing, the foregoing ordinance was introduced at a meeting of the City Council of the City of Orinda held on _ ____ and was adopted and ordered published at a regular meeting held on _______ by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Brandyn Iverson, Mayor
ATTEST:

Sheri Marie Smith, City Clerk
Attachment A: OMC Title 17 Amendments
Attachment A

1. Municipal Code Sections §17.8.5, §17.18.5, §17.21.3, and §17.30.3 are amended as follows:

Item J.1
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17.8.5 ( I) - Downtown Commercial District—Use restrictions.

I. Additional Regulation for Uses Not Requiring a Commercial Use Permit.

1. Outdoor Dining. Outdoor dining is allowed with an outdoor dining permit or when included as part of an approved Façade Improvement Program Project. Approved Facade Improvement Program Project means a project that has received written approval from the City under the City's Facade Improvement Program and remains in good standing with all program requirements and conditions.
a. The following regulations apply to all outdoor dining permit applications:
i. The operator shall furnish tables, chairs, umbrellas, and portable heaters (outdoor dining furniture) as necessary. ii. Outdoor dining furniture shall not be secured to public streetlights, trees, or other furniture.
iii. No outdoor dining furniture may be located at a street intersection within a triangular area formed by the street curb lines and their projections and a line connecting them at points forty (40) feet from the intersection of the projected curb lines. In cases where curbs do not exist, the edge of street pavement shall be used for measuring purposes.
iv. Outdoor dining furniture shall meet the following standards:
(A) Tables and chairs shall be made of a safe, sturdy,
durable material such as wrought iron, wood, steel, or
cast aluminum.
(B) No plastic tables or chairs and no vinyl tablecloths are permitted.
(C) All tables and chairs shall be commercial grade and manufactured for outdoor commercial use.
(D) Tables shall be square, rectangular or round to seat two to four people.
(E) All furniture shall be properly maintained and cleaned regularly.
v. No umbrella signage is permitted.
vi. At least seven feet ground clearance shall be provided under umbrellas.
vii. If portable heaters are used, they shall be located a minimum of two feet from the pedestrian zone.

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viii. The outdoor dining area shall be maintained in a clean and safe condition at all times.
ix. All Americans with Disabilities Act (ADA) requirements shall be met.

17.18.5 - Exempt signs.

A. A sign is exempt from the provisions of this Chapter if it is not visible from a street, other public place, or an adjacent property. Exempt signs include, but are not limited to, signs placed inside a structure or building that are not visible or legible through windows or building openings.

B. Any sign erected and maintained by the City on public property or within the public right-of-way for the purpose of directing, managing or regulating traffic are exempt from the provisions of this Chapter. Such signs include, but are not limited to, street signs, traffic signals, traffic safety signs, speed limit signs, city entry/welcome signs, neighborhood identification signs, and directional signs.

C. Any sign approved as part of a Façade Improvement Program Project is exempt from the requirements associated with obtaining a sign permit. Approved Façade Improvement Program Project means a project that has received written approval from the City under the City's Facade Improvement Program and remains in good standing with all program requirements and conditions.

17.21.3 - Permit required for removal or destruction of a protected tree.

A. When Required. No person may remove or destroy a protected tree without a Category I or Category II permit as provided in Sections 17.21.4 and 17.21.5.

B. Exceptions. A permit is not required in the following circumstances if documentation or direct communication with the Planning Department is provided by the appropriate authority identifying the reason for removal and location of trees to be removed:

1. When a hazardous or dangerous condition requires immediate action to protect life or property;

2. Under emergency conditions when ordered by a fire official, the Public Works Director, Parks and Recreation Director or City Manager;

3. For a city project on city property or for a city project within the public rightof-way;

4. To maintain an unobstructed flow of water for flood control safety in creek beds and waterways as determined by the City Engineer;

5. When required by the Moraga-Orinda Fire District for Fire Code compliance;

6. When alteration, removal, or destruction of a protected tree is required for compliance with any local, federal, or state law; and

7. When alteration, removal, or destruction of a protected tree is required at a specified property to retain or obtain insurance coverage.

8. When alteration, removal, or destruction of a protected tree is part of an Item J.1
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approved Façade Improvement Project. Approved Façade Improvement Program Project means a project that has received written approval from the City under the City's Facade Improvement Program and remains in good standing with all program requirements and conditions The applicability of an exception under this section in no way exempts activity from other regulatory requirements (e.g., City encroachment permit requirement) addressing slope stability, water quality, and other issues; nor does it exempt activity from property instrument restrictions (e.g., the terms of conservation and open space easements).
.

17.30.3 - Design review requirement.

To the extent permitted under state law, design review approval prior to issuance of a building permit is required for a project which meets any one or more of the following descriptions:

A. Single-Family Residential Projects.

1. A new single-family home that is not a renovation;

2. An addition which exceeds one thousand (1,000) square feet;

3. An addition which creates a second story above an existing single story residence and an addition of a second story under an existing single story residence if the City receives a request for design review where one does not presently exist;

4. An addition over one hundred ninety-nine (199) square feet in size which:
a. Is proposed on a small or narrow lot as defined in Section 17.30.8 of this chapter; or
b. Will result in a residence with a total floor area exceeding seven thousand (7,000) square feet, as provided in Section 17.30.6 of this chapter.

5. An addition over five hundred (500) square feet of floor area and over eighteen (18) feet in height located partially or entirely in the ridgeline or environmental preservation overlay district, except as provided in Section

17.5.6 of this chapter;

6. An addition that results in a home that is larger than the maximum permissible floor area without design review under Chapter 17.6;

7. A renovation which includes changes in doors or windows, or both, and an affected neighbor requests design review in accordance with Subsection

17.42.1.B. of this title. All other renovations are exempt from design review so long as proof is made according to Planning Department requirements that the project meets the definition of a renovation;
Item J.1
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8. An addition, including one under two hundred (200) square feet, will be subject to design review if an approval for either a new residence or for an exterior addition has been granted for the property within the past five years from the time of the subject application and design review would have been required under this section for the multiple projects combined and deemed to be a single project;

9. An addition of newly created habitable space in an attic or basement which is fully contained within the building envelope of any conforming or legally nonconforming single-family residential structure, as determined by the Zoning Administrator and an affected neighbor requests design review under Subsection 17.42.1.B. of this title.

B. Other Projects. Design review approval is required prior to the following types of development:

1. A new nonresidential building in the DC, DCOR, DG, DO, PS, PR, OS, PD, and SP districts.

2. An exterior change of any nonresidential building in any district, except for repair work and, minor alterations as determined by the reasonable discretion of the Zoning Administrator, and approved Façade Improvement Program Projects. Approved Facade Improvement Program Project means a project that has received written approval from the City under the City's Façade Improvement Program and remains in good standing with all program requirements and conditions. Changes that affect the exterior of a nonresidential building shall include proposed changes to signs and commercial brand identification materials, including but not limited to exterior color changes.

3. A new, multifamily residential building in the RM, RH, DC, PD, and SP districts.
2088742.1
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RESOLUTION NO. PC 2026-05

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF ORINDA, STATE

OF CALIFORNIA, RECOMMENDING THAT THE CITY COUNCIL ADOPT ORDINANCE NO. 26-07 AMENDING CHAPTERS 17.8.5 (I-DOWNTOWN COMMERCIAL DISTRICT),

17.18.5 (EXEMPT SIGNS), 17.21.3 (PERMIT REQUIRED FOR REMOVAL OR DESTRUCTION OF A PROTECTED TREE), 17.30.3 (DESIGN REVIEW REQUIREMENT),

FOR THE PURPOSES OF STREAMLINING PERMIT REQUIREMENTS FOR APPROVED FAÇADE IMPROVEMENT PROGRAM PROJECTS.

WHEREAS, the City Council adopted the Fiscal Years 2025-2026 and 2026-2027 Strategic Plan on July 15, 2025; and
WHEREAS, The Strategic Plan Initiative 3.e calls for the City to enhance beautification efforts, including outdoor dining, lighting, landscaping, and signage, and to consider establishing a façade improvement program; and
WHEREAS, on June 9, 2026, staff proposed a one-year pilot Façade Improvement Program to provide financial assistance for eligible exterior commercial property improvements within the Downtown Core and Community Business land use designations, including signage, storefront enhancements, lighting, landscaping, ADA accessibility improvements, permanent outdoor dining improvements, and other qualifying façade improvements; and WHEREAS, on June 9, 2026 the City Council adopted Resolution No. 35-26 establishing a one-year façade improvement program substantially consistent with the program framework described in the staff report dated June 9, 2026; and
WHEREAS, Section 5 of Resolution No. 35-26 directs the City Manager, or designee to prepare and return with any ordinance amendments necessary to implement streamlined review procedures for approved Façade Improvement Program projects, including exemptions from discretionary Planning Commission review, sign permit requirements, tree removal permit requirements, outdoor dining permit requirements, and other discretionary review or permitting requirements that may unnecessarily increase project costs or delay project implementation.

WHEREAS, Ordinance No. 26-07 (Exhibit A) addresses Section 5 of Resolution No. 35- 26 by amending Chapters 17.8.5 (I-Downtown Commercial District), 17.18.5 (Exempt Signs),

17.21.3 (Permit Required for Removal or Destruction of a Protected Tree), and 17.30.3 (Design Review Requirement), for the purposes of streamlining permit requirements for approved façade improvement program projects.

WHEREAS, California Government Code requires proposed amendments to a city's zoning ordinance, including amendments to Title 17 of the Orinda Municipal Code, to be reviewed by the Planning Commission for the consideration of a recommendation prior to consideration by the City Council.

NOW, THEREFORE, BE IT RESOLVED that the Planning Commission does hereby recommend the following:

Section 1. That the City Council adopt the proposed Ordinance 26-07.

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Section 2. Upon the expiration of the one-year Pilot Façade Improvement Program or exhaustion of the Program's $75,000 budget, whichever occurs first, staff return to the Planning Commission with a report on the Program's implementation and outcomes to inform any future recommendations to the City Council; and
Section 3. The Planning Department remain involved in the review and approval process for projects proposed under the Façade Improvement Program.

PASSED, APPROVED, AND ADOPTED at a meeting of the Planning Commission on July 14, 2026, by the following vote:

AYES: Commissioners: Armstrong, Hubner, Merola, Oblinsky, Schmidt NOES: Commissioners: None
ABSENT: Commissioners: Doctors-Rajashekhar, Jelinek
ABSTAIN: Commissioners: None
Kumani Armstrong, Chair
ATTEST:
__________________________________
Lashun Cross, Planning Director
Item J.1
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EXHIBIT A TO RESOLUTION NO. PC 2026-05

BEFORE THE CITY COUNCIL OF THE CITY OF ORINDA
In the Matter of: Ordinance No. 26-07
An Ordinance Amending Title 17 of the Orinda
Municipal Code (Zoning) to Amend Chapters

17.8.5 (I-Downtown Commercial District), 17.18.5
(Exempt Signs), 17.21.3 (Permit Required for
Removal or Destruction of a Protected Tree), and

17.30.3 (Design Review Requirement), for the
Purposes of Streamlining Permit Requirements for
Approved Façade Improvement Program Projects.

The City Council of the City of Orinda DOES ORDAIN as follows:

SECTION 1.

The City Council of the City of Orinda intends, by adopting this ordinance, to amend Title 17 of the Orinda Municipal Code (Zoning) to amend chapters 17.8.5 (I-Downtown Commercial District), 17.18.5 (Exempt Signs), 17.21.3 (Permit Required for Removal or Destruction of a Protected Tree), and 17.30.3 (Design Review Requirement), for the purposes of streamlining permit requirements for approved façade improvement program projects.

SECTION 2.

The following portions of the Municipal Code are amended, added, and deleted as specified below and in Attachment A. Attachment A shows additions with double-underlined text and deletions with strike-out text.

SECTION 3.

If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such a decision shall not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance irrespective of the invalidity of any section, subsection, subdivision, paragraph, sentence, clause or phrase.

Municipal Code Provision Action as shown in Attachment A §17.8.5 Text Amended
§17.18.5 Text Amended
§17.21.3 Text Amended
§17.30.3 Text Amended
Item J.1
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SECTION 4.

The City Council finds this ordinance is not subject to the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines (Title 14 of the California Code of Regulations) sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378). CEQA Guidelines Section 15378(b)(5) excludes from the definition of a project “organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.”
SECTION 5.

This ordinance becomes effective thirty (30) days after adoption.

SECTION 6.

The City Clerk shall either (a) have this ordinance published once within fifteen (15) days after adoption in a newspaper of general circulation, or (b) have a summary of this ordinance published twice in a newspaper of general circulation, once five (5) days before its adoption and again within fifteen (15) days after adoption.

Following a duly-noticed public hearing, the foregoing ordinance was introduced at a meeting of the City Council of the City of Orinda held on _ ____ and was adopted and ordered published at a regular meeting held on _______ by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Brandyn Iverson, Mayor
ATTEST:

Sheri Marie Smith, City Clerk
Attachment A: OMC Title 17 Amendments
Item J.1
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Attachment A

1. Municipal Code Sections §17.8.5, §17.18.5, §17.21.3, and §17.30.3 are amended as follows:

17.8.5 ( I) - Downtown Commercial District—Use restrictions.

I. Additional Regulation for Uses Not Requiring a Commercial Use Permit.

1. Outdoor Dining. Outdoor dining is allowed with an outdoor dining permit or when included as part of an approved Façade Improvement Program Project. Approved Facade Improvement Program Project means a project that has received written approval from the City under the City's Facade Improvement Program and remains in good standing with all program requirements and conditions.
a. The following regulations apply to all outdoor dining permit applications:
i. The operator shall furnish tables, chairs, umbrellas, and portable heaters (outdoor dining furniture) as necessary. ii. Outdoor dining furniture shall not be secured to public streetlights, trees, or other furniture.
iii. No outdoor dining furniture may be located at a street intersection within a triangular area formed by the street curb lines and their projections and a line connecting them at points forty (40) feet from the intersection of the projected curb lines. In cases where curbs do not exist, the edge of street pavement shall be used for measuring purposes.
iv. Outdoor dining furniture shall meet the following standards:
(A) Tables and chairs shall be made of a safe, sturdy,
durable material such as wrought iron, wood, steel, or
cast aluminum.
(B) No plastic tables or chairs and no vinyl tablecloths are permitted.
(C) All tables and chairs shall be commercial grade and manufactured for outdoor commercial use.
(D) Tables shall be square, rectangular or round to seat two to four people.
(E) All furniture shall be properly maintained and cleaned regularly.
v. No umbrella signage is permitted.

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vi. At least seven feet ground clearance shall be provided under umbrellas.
vii. If portable heaters are used, they shall be located a minimum of two feet from the pedestrian zone.
viii. The outdoor dining area shall be maintained in a clean and safe condition at all times.
ix. All Americans with Disabilities Act (ADA) requirements shall be met.

17.18.5 - Exempt signs.

A. A sign is exempt from the provisions of this Chapter if it is not visible from a street, other public place, or an adjacent property. Exempt signs include, but are not limited to, signs placed inside a structure or building that are not visible or legible through windows or building openings.

B. Any sign erected and maintained by the City on public property or within the public right-of-way for the purpose of directing, managing or regulating traffic are exempt from the provisions of this Chapter. Such signs include, but are not limited to, street signs, traffic signals, traffic safety signs, speed limit signs, city entry/welcome signs, neighborhood identification signs, and directional signs.

C. Any sign approved as part of a Façade Improvement Program Project is exempt from the requirements associated with obtaining a sign permit. Approved Façade Improvement Program Project means a project that has received written approval from the City under the City's Facade Improvement Program and remains in good standing with all program requirements and conditions.

17.21.3 - Permit required for removal or destruction of a protected tree.

A. When Required. No person may remove or destroy a protected tree without a Category I or Category II permit as provided in Sections 17.21.4 and 17.21.5.

B. Exceptions. A permit is not required in the following circumstances if documentation or direct communication with the Planning Department is provided by the appropriate authority identifying the reason for removal and location of trees to be removed:

1. When a hazardous or dangerous condition requires immediate action to protect life or property;

2. Under emergency conditions when ordered by a fire official, the Public Works Director, Parks and Recreation Director or City Manager;

3. For a city project on city property or for a city project within the public rightof-way;

4. To maintain an unobstructed flow of water for flood control safety in creek beds and waterways as determined by the City Engineer;

5. When required by the Moraga-Orinda Fire District for Fire Code compliance;
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6. When alteration, removal, or destruction of a protected tree is required for compliance with any local, federal, or state law; and

7. When alteration, removal, or destruction of a protected tree is required at a specified property to retain or obtain insurance coverage.

8. When alteration, removal, or destruction of a protected tree is part of an approved Façade Improvement Project. Approved Façade Improvement Program Project means a project that has received written approval from the City under the City's Facade Improvement Program and remains in good standing with all program requirements and conditions The applicability of an exception under this section in no way exempts activity from other regulatory requirements (e.g., City encroachment permit requirement) addressing slope stability, water quality, and other issues; nor does it exempt activity from property instrument restrictions (e.g., the terms of conservation and open space easements).
.

17.30.3 - Design review requirement.

To the extent permitted under state law, design review approval prior to issuance of a building permit is required for a project which meets any one or more of the following descriptions:

A. Single-Family Residential Projects.

1. A new single-family home that is not a renovation;

2. An addition which exceeds one thousand (1,000) square feet;

3. An addition which creates a second story above an existing single story residence and an addition of a second story under an existing single story residence if the City receives a request for design review where one does not presently exist;

4. An addition over one hundred ninety-nine (199) square feet in size which:
a. Is proposed on a small or narrow lot as defined in Section 17.30.8 of this chapter; or
b. Will result in a residence with a total floor area exceeding seven thousand (7,000) square feet, as provided in Section 17.30.6 of this chapter.

5. An addition over five hundred (500) square feet of floor area and over eighteen (18) feet in height located partially or entirely in the ridgeline or environmental preservation overlay district, except as provided in Section

17.5.6 of this chapter;

6. An addition that results in a home that is larger than the maximum permissible floor area without design review under Chapter 17.6; Item J.1
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7. A renovation which includes changes in doors or windows, or both, and an affected neighbor requests design review in accordance with Subsection

17.42.1.B. of this title. All other renovations are exempt from design review so long as proof is made according to Planning Department requirements that the project meets the definition of a renovation;

8. An addition, including one under two hundred (200) square feet, will be subject to design review if an approval for either a new residence or for an exterior addition has been granted for the property within the past five years from the time of the subject application and design review would have been required under this section for the multiple projects combined and deemed to be a single project;

9. An addition of newly created habitable space in an attic or basement which is fully contained within the building envelope of any conforming or legally nonconforming single-family residential structure, as determined by the Zoning Administrator and an affected neighbor requests design review under Subsection 17.42.1.B. of this title.

B. Other Projects. Design review approval is required prior to the following types of development:

1. A new nonresidential building in the DC, DCOR, DG, DO, PS, PR, OS, PD, and SP districts.

2. An exterior change of any nonresidential building in any district, except for repair work and, minor alterations as determined by the reasonable discretion of the Zoning Administrator, and approved Façade Improvement Program Projects. Approved Facade Improvement Program Project means a project that has received written approval from the City under the City's Façade Improvement Program and remains in good standing with all program requirements and conditions. Changes that affect the exterior of a nonresidential building shall include proposed changes to signs and commercial brand identification materials, including but not limited to exterior color changes.

3. A new, multifamily residential building in the RM, RH, DC, PD, and SP districts.
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Planning Commission (PC) Minutes Page 1 of 10 7.14.2026

Wednesday, July 14, 2026

CITY OF ORINDA

PLANNING COMMISSION MINUTES
A. CALL TO ORDER / ROLL CALL
Chair Armstrong called the Regular Meeting to order at approximately 7:00 p.m.

COMMISSIONERS PRESENT: Robert Hubner, Michael Merola, Morgan Oblinsky, Kevin Schmidt, and Chair Kumani Armstrong
COMMISSIONERS ABSENT: Marian Jelinek and Vice-Chair Molly DoctorsRajashekhar B. ADOPTION OF AGENDA
MOTION by Commissioner Hubner and seconded by Commissioner Schmidt to adopt the agenda. Said motion carried by unanimous (5-0; Jelinek and Doctors-Rajashekhar absent) vote.

C. PUBLIC FORUM
Chair Armstrong opened the floor to any member of the public wishing to speak on any item not on the agenda, and there were no speakers.

D. CONSENT CALENDAR:

Chair Armstrong asked if there were any items for removal and there were none.

D1. Planning Commission Minutes Approval
Recommendation:

Approve Planning Commission Minutes of May 26, 2026
MOTION by Commissioner Merola and seconded by Commissioner Oblinsky to approve the Consent Calendar Item D1. Said motion carried by unanimous (5-0; Jelinek and Doctors-Rajashekhar absent) vote.

Ayes: Armstong, Hubner, Merola, Oblinsky and Schmidt
Noes: None
Abstain: None

Absent: Doctors-Rajashekhar and Jelinek
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Planning Commission (PC) Minutes Page 2 of 10 7.14.2026

E. POLICY MATTERS: No report.

F. CONTINUED PUBLIC HEARINGS: No report.

G. NEW PUBLIC HEARINGS:

G1. The proposed ordinance implements that direction by amending Chapters

17.8.5 (I-Downtown Commercial District), 17.18.5 (Exempt Signs), 17.21.3 (Permit Required for Removal or Destruction of a Protected Tree), and 17.30.3 (Design Review Requirement). The amendments exempt approved Façade Improvement Program projects from Planning Commission design review, sign permit requirements, tree removal permit requirements, and outdoor dining permit requirements while maintaining compliance with applicable building, fire, accessibility, and encroachment requirements.

STAFF RECOMMENDATION:

Adopt Resolution No. PC 2026-05 recommending that the City Council adopt Ordinance No. 26-07 amending chapters 17.8.5 (I-Downtown Commercial District), 17.18.5 (Exempt Signs), 17.21.3 (Permit Required for removal or destruction of a protected tree), 17.30.3 (design review requirement), for the purposes of streamlining permit requirements for approved façade improvement program projects.

Cole Haselip, Assistant to the City Manager, presented the staff report and accompanying PowerPoint on the proposed Façade Improvement Program (FIP). He explained that the program is identified as a strategic priority (3.e) and is intended to support exterior building improvements that enhance commercial areas and community aesthetics.

His presentation outlined the purpose and benefits of façade improvement programs, provided examples of similar initiatives in other jurisdictions, and summarized a proposed program structure. The proposal includes a one-year pilot program running from July through June 2027 with a total budget of $75,000. Under the program design, projects exceeding $10,000 would require applicant matching funds, with the City contributing up to $30,000 per project.

He also described streamlined administrative procedures, including staff-level review of applications in place of Planning Commission discretionary review. The program would exempt qualifying projects from certain permitting requirements, including sign permits, tree removal permits, and outdoor dining permits, and would waive associated building and encroachment permit fees for approved projects.

Chair Armstrong asked the Commission if anyone had questions for staff.

Chair Armstrong asked where the funding for the $75,000 grant came from and how the grant was funded.

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Planning Commission (PC) Minutes Page 3 of 10 7.14.2026

Mr. Haselip responded that the $75,000 grant is funded through the City's General Fund and is not supported by state or regional grant funds.

Chair Armstrong asked whether there had been any interest from business owners and stakeholders in signing up for the program.

Mr. Haselip responded that no interest forms had been received yet, as the City was just beginning its outreach efforts. He noted that staff is coordinating with the Communications team and the Chamber of Commerce to promote the program through targeted outreach to the business community. Staff is also exploring the use of the City’s business registry to obtain business owner contact information, including addresses and email addresses, to conduct targeted outreach for the program.

Commissioner Merola asked whether the $75,000 was the total funding amount allocated for the program and whether the funding was available annually or was a one-time allocation.

Mr. Haselip responded the $75,000 is the amount allocated for the current year. He noted that when the program was presented to the City Council, there was discussion about whether the funding amount would be sufficient. If the program is successful and additional funds are needed, staff can return to the City Council to request additional funding through the ongoing budget process.

Commissioner Merola referred to the Starbucks photo and noted that design preferences can be subjective. He asked how staff would address situations where proposed improvements are debatable or where opinions differ regarding what is considered an enhancement.

Mr. Haselip acknowledged that art, design, and architecture can be subjective. He explained that staff will evaluate proposals based on factors such as compatibility with the character of the neighborhood, surrounding businesses, and existing signage, as well as whether the proposed improvements align with generally well-received enhancements.

Commissioner Hubner asked for clarification regarding eligible improvements under the grant program. Referring to the example of a building that was painted with additional architectural detailing at the entry, he expressed concern about the distinction between eligible improvements and routine maintenance, noting that the program guidelines should clearly communicate what types of work qualify for funding.

He expressed concern that the grant program may provide too much discretion to staff, noting that the Planning Commission previously played a role in reviewing and approving project aesthetics. He questioned how staff would ensure appropriate oversight and consistency, referencing concerns about maintaining established review processes and avoiding a program that could become too flexible or lacking in clear guidelines.

Mr. Haselip responded that eligibility determinations would be made by staff on a case-bycase basis. He explained that routine maintenance would not qualify; however, Item J.1
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improvements involving significant refurbishment or a complete façade enhancement may be eligible. He noted that painting could be eligible in some circumstances if it is part of an overall new façade design, while repainting with the same color would likely not qualify.

Commissioner Hubner asked whether the Commission had the ability to modify the program, or whether the action before them was limited to an approval or denial.

Mr. Haselip responded that the Commission could make changes to the resolution if desired by including language stating that the Planning Commission recommends certain modifications.

Commissioner Oblinsky asked for confirmation that the program would not bypass existing requirements and just streamline them through an administrative review process. Mr.

Haselip responded correct.

Chair Armstrong asked for clarification on whether applications would still be subject to applicable requirements. He referenced the example of a tree removal permit and asked whether it would continue to receive review and scrutiny through the appropriate process.

Mr. Haselip responded that a tree removal request submitted as part of a façade improvement project would still be reviewed by staff. He explained that staff would evaluate whether the request aligns with the City’s goals for maintaining a vibrant downtown and preserving trees, as identified in City plans. He noted that any tree removal would also need to be directly related to and incorporated into an overall façade improvement. If the request was unrelated to the façade project, staff could require the applicant to pursue a separate tree removal permit.

Chair Armstrong asked if planning staff would be reviewing the applications.

Mr. Haselip explained that the internal review committee would consist of staff from the City Manager’s Office, Planning staff, and other applicable staff members. He noted that Planning staff would participate in reviewing applications and making recommendations, while the final decision would rest with the City Manager.

Commissioner Hubner expressed concern regarding the review of items such as tree removal permits and ensuring that all applicable City requirements, including replacement requirements, are followed. He questioned whether the appropriate Planning staff expertise would be involved in the review process and expressed concern that the proposed administrative process could unintentionally lessen existing review standards or result in requirements not being properly addressed. He emphasized the importance of maintaining appropriate oversight and coordination with the Planning Department.

Mr. Haselip responded that the City intends to use a collaborative staff review process rather than having decisions made by a single individual. He explained that representatives from multiple departments would participate in reviewing applications to ensure that Item J.1
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decisions reflect the collective expertise of the organization and address all applicable City requirements.

Commissioner Hubner asked for clarification on how the proposed review process would be implemented. He questioned whether the internal review committee was already established or if the procedures had yet to be determined, noting that the implementation details were not fully described in staff report.

Mr. Haselip explained that permit fees are established separately by City Council Resolution and are not part of the proposed ordinance or the Planning Commission’s review. He added that staff is still developing the internal review process and has not yet finalized the structure of the review committee.

Commissioner Merola asked whether an applicant whose façade improvement grant request is denied could still proceed with the project through the City's standard permit process at their own expense. He also requested additional background on the inclusion of tree removal in the program, noting that while tree planting aligns with façade improvements, he questioned how the removal of healthy trees supports the program's objectives and asked what prompted its inclusion.

Mr. Haselip explained that the tree removal provision was included to support the City Council’s direction to streamline the façade improvement program. He stated that staff considered potential permit requirements that could arise as part of a façade improvement project and included exemptions where appropriate to avoid unnecessary delays. The intent was to allow flexibility in situations where tree removal is directly related to an eligible façade improvement project without requiring a separate permit process.

Chair Armstrong expressed support for the façade improvement program and its streamlined review process. He emphasized the importance of including Planning staff in the review of applications, noting that the program directly relates to the Planning Department's responsibilities and expertise. Mr. Haselip replied that is the goal.

Chair Armstrong opened the floor to any member of the public wishing to speak on this item, and there were no speakers.

Commissioner Hubner expressed concern that the program's review criteria appeared openended and questioned how staff would determine what qualifies as a façade improvement.

While expressing support for the concept of improving commercial façades, he asked whether approval of the ordinance would establish a permanent program or whether it was intended as a one-year pilot tied to the current funding allocation.

Mr. Haselip explained that the ordinance would make permanent changes to the Municipal Code, but those changes would only remain effective while the façade improvement program is active. He noted that the program is currently a one-year pilot and must return to the City Council before its expiration for consideration of any extension. If the Council Item J.1
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chooses not to continue the program, the code provisions related to the façade improvement program would no longer apply.

Commissioner Hubner asked for clarification on whether any extension of the façade improvement program would return only to the City Council for approval or also come back to the Planning Commission for review. Mr. Haselip replied that's correct.

Commissioner Merola expressed that while the $75,000 program amount limits the potential impact, he had concerns about how the program could evolve over time and the precedent it may establish. He noted concerns regarding the subjective nature of the review criteria, including determining what constitutes an improvement or whether a project is compatible with the surrounding area. He stated that these determinations could vary significantly depending on individual perspectives, particularly in a small community like Orinda.

He stated that he viewed the outdoor dining component as straightforward and easier to address if issues arise in the future. He expressed openness to supporting the program as a one-year pilot but encouraged staff to provide clearer guidance on the desired direction and character for façade improvements. He noted that while examples such as the Milpitas building may represent improvements to existing conditions, they may not necessarily reflect the desired aesthetic character for Orinda. He emphasized the importance of balancing business owners’ desire to improve their properties with the community’s broader vision for character.

He expressed concern that the program involves a significant level of subjectivity, beginning with the business owner’s application and the interpretation of what types of improvements align with the City’s desired direction. He stated that clearer guidance from the City would help establish the desired aesthetic goals. While he expressed some reservations, he indicated he would be open to supporting the one-year pilot program. He also questioned whether the process could be amended to require the program to return to the Planning Commission for review after the pilot period rather than proceeding directly to the City Council.

Planning Director Lashun Cross responded that the Planning Commission could include such a recommendation as a modification to the proposed ordinance if that was the direction the Commission wished to take.

Chair Armstrong questioned whether a modification could be made to require that, upon expiration of the program term or funding, the program return to the Planning Commission for review and consideration of reactivation or renewal before proceeding to the City Council.

Ms. Cross responded that this would require a modification to the ordinance to specify that the program return to the Planning Commission for an additional recommendation prior to renewal.

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Commissioner Merola questioned whether the $75,000 funding amount was a fixed limit for the one-year pilot program or whether additional funding could be allocated during the program period. He asked whether the program could be increased, such as growing from $75,000 to a larger amount, prior to the end of the one-year term.

Mr. Haselip explained that there are two separate components: the streamlining provisions being considered for approval and the overall façade improvement grant program. He noted that one option would be to amend the resolution to require staff to provide a report to the Planning Commission before the program returns to the City Council, either at the end of the one-year period or when the $75,000 funding is exhausted, whichever occurs first. He stated that staff would recommend this approach as it is the most feasible.

He added that another option would be to include a one-year expiration period for the ordinance establishing the streamlined process. He noted that he was less certain about the feasibility of that option but explained that it could provide an opportunity for the Planning Commission to review the program and make a recommendation to the City Council regarding continuation.

Commissioner Hubner referenced Resolution 26-05, which states that the City Council adopted Resolution 35-26 establishing a one-year façade improvement program. He asked whether the existing language already requires the program to return for review after the one-year period before any continuation or extension, noting that the resolution appears to establish a one-year pilot period.

Mr. Haselip replied correct and explained we're not required to come back to Planning Commission to give a report at this point.

Commissioner Oblinsky asked whether staff would evaluate applications based on established City standards, such as the Downtown Precise Plan (DPP), and questioned whether that would provide a framework for reviewing proposed improvements.

Mr. Haselip responded that staff would review applications against the City’s adopted planning documents and identify common themes and goals within those documents. He explained that proposals would also be evaluated based on whether they are reasonably considered improvements and align with the program’s eligibility criteria.

Commissioner Oblinsky asked whether the delegation of review authority was appropriate given the intent to streamline regulatory burdens. He stated that he was supportive of streamlining but sought clarification on whether applications would be reviewed against the standards and language contained in the Downtown Precise Plan (DPP), noting that he was new to the process and wanted to ensure his understanding was correct.

Ms. Cross replied as a result of our lawsuit, our DPP, we do not have one adopted.

Mr. Haselip explained that staff would consider multiple City planning documents, including Connect Orinda and other adopted plans that identify desired architectural character and Item J.1
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improvements. He stated that these documents would help establish the overall themes and criteria used in evaluating façade improvement proposals.

Commissioner Schmidt requested clarification on whether the program involved two separate components, a funding source available for applicants and an ordinance establishing a streamlined process for privately funded improvements. He asked whether the two components were combined and whether the streamlined process would only be available if grant funding was available.

Mr. Haselip explained that the funding for the program is currently available, allowing applicants to submit façade improvement projects for consideration. He clarified that, until the ordinance is adopted by the City Council, approved projects would still be subject to applicable review processes. He stated that, if the ordinance is adopted, applicants with approved façade improvement projects would receive funding and be exempt from the specified streamlined processes. He emphasized that the ordinance would not allow applicants to access the streamlined process without an approved façade improvement project that has been reviewed by staff.

Chair Armstrong summarized that the primary concern raised by Commissioners was the need for additional safeguards, particularly regarding the subjective nature of evaluating façade improvements. He stated that the intent was not to slow down the process but to ensure a thorough review by subject matter experts with knowledge of the City’s planning documents, including the Downtown Precise Plan. He expressed support for including Planning staff in the review process to provide expertise and help ensure proposed improvements align with the City’s goals.

Commissioner Merola expressed support for streamlining the process and reducing barriers for businesses seeking to improve their properties. However, he raised concern that the program could unintentionally create a confusing or frustrating experience for applicants if different review standards are applied depending on whether a project receives grant funding or is privately funded. He noted that an applicant could be denied grant funding due to design concerns but later receive approval for the same project through the standard process, creating potential inconsistency in how projects are evaluated.

Commissioner Hubner asked whether the resolution should be amended to require Planning staff involvement as part of the review process. He noted that the proposed ordinance did not specify who would review façade improvement program applications and suggested adding language to clarify that Planning staff must participate in the review.

Mr. Haselip confirmed that the ordinance does not specify who reviews façade improvement program applications. He stated that the resolution could be amended to include a recommendation from the Planning Commission that Planning staff be included in the review process for all proposals.

Commissioner Schmidt questioned whether the same review process used for grant-funded façade improvements could also apply to projects that are privately funded. He asked why a Item J.1
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review process considered appropriate for grant applications would not be appropriate for applicants paying for improvements themselves.

Mr. Haselip responded that it was an excellent question and stated that staff believes it would be best evaluated after collecting data and experience from the one-year pilot program.

Commissioner Schmidt stated that he was generally supportive of granting staff authority to streamline processes. He suggested that, if the goal is to make it easier for businesses to complete improvements, the City should consider a broader approach beyond the $75,000 pilot program and explore opportunities for additional streamlined approvals.

Chair Armstrong stated the motion should include that the approval process include Planning staff.

Commissioner Hubner asked whether a provision could be added requiring a report back to the Planning Commission at the conclusion of the one-year pilot period to evaluate what was accomplished and assess the program’s success and the actual designs approved.

MOTION by Commissioner Hubner and seconded by Commissioner Oblinsky to adopt Resolution No. PC 2026-05 recommending that the City Council adopt Ordinance No. 26-07 amending chapters 17.8.5 (I-Downtown Commercial District), 17.18.5 (Exempt Signs), 17.21.3 (Permit Required for removal or destruction of a protected tree),

17.30.3 (design review requirement), for the purposes of streamlining permit requirements for approved façade improvement program projects.

To include the amendments, the Planning Commission recommends that, upon the expiration of the one-year Pilot Façade Improvement Program or exhaustion of the Program's $75,000 budget, whichever occurs first, staff return to the Planning Commission with a report on the Program's implementation and outcomes to inform any future recommendations to the City Council.

The Planning Commission recommends that the Planning Department remain involved in the review and approval process for projects proposed under the Façade Improvement Program. Said motion not carried by tied (5-0; Jelinek and DoctorsRajashekhar absent) vote.

Ayes: Armstrong, Hubner, Merola, Oblinsky, Schmidt
Noes: None
Abstain: None

Absent: Doctors-Rajashekhar, Jelinek
H. OTHER COMMISSION MATTERS: No report.

I. PLANNING COMMISSIONER’S REPORT: No report.

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J. PLANNING DIRECTOR’S REPORT: Planning Direcotor Lashun Cross stated that the project at 42 Charles Hill is currently on appeal and will be heard by the City Council on August 18th. She also clarified that, after reviewing the Planning Commission Rules and Procedures and the applicable ordinance, a tie vote results in a denial.

K. ADJOURNMENT:

A motion was made by Commissioner Merola and seconded by Commissioner Hubner, to adjourn the meeting at 8:00 p.m. The next Planning Commission meeting will be on Tuesday, July 28, 2026, at 7:00 pm in the Library Auditorium located at 26 Orinda Way.

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CITY COUNCIL STAFF REPORT
Department: Administration
Meeting Date: July 21, 2026
SUBJECT:

Adopting the 2026 Emergency Operations Plan
EXECUTIVE SUMMARY:

The proposed 2026 Emergency Operations Plan (EOP) establishes the City’s framework for preparing for, responding to, and recovering from emergencies and disasters. The EOP is designed as an all-hazards plan and provides scalable guidance that may be applied to wildfires, earthquakes, severe weather, utility disruptions, hazardous materials incidents, public safety emergencies, and other events affecting the community.

The EOP identifies the City’s emergency organization, establishes procedures for activating and operating the Emergency Operations Center (EOC), describes the roles of City departments and partner agencies, and provides functional and hazard-specific annexes, operational checklists, and supporting forms. The plan is intended to improve coordination, clarify responsibilities, and provide City staff with practical guidance during an emergency.

RECOMMENDATION:

Adopt Resolution No. 58-26 Adopting the 2026 Emergency Operations Plan.

BACKGROUND:

The City retained Navigating Preparedness Associates to assist staff with preparation of the updated EOP. Development of the plan included review of the City’s prior evacuation annex and related emergency planning documents, as well as applicable regional, state, and federal emergency-management guidance. The updated EOP builds upon the City’s previous planning efforts rather than treating emergency preparedness as a stand-alone or one-time undertaking.

Documents and planning efforts considered during development included the City’s prior wildland fire evacuation planning, the General Plan Safety Element, the Contra Costa County Emergency Operations Plan, the Contra Costa County Multi-Jurisdictional Local Hazard Mitigation Plan, the Contra Costa County Community Wildfire Protection Plan, and the Moraga-Orinda Wildfire Action Plan, among other relevant plans and authorities.

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The EOP was also developed with comments and operational considerations provided by the Moraga-Orinda Fire District (MOFD) and the Contra Costa County Office of Emergency Services. This coordination helped align the City’s plan with field-response practices, the Contra Costa Operational Area, mutual-aid systems, and the responsibilities of the independent agencies that support emergency response in Orinda.

DISCUSSION:

The EOP is organized to serve both as a policy framework and as a practical reference for City personnel. Key elements include:
 All-hazards organization: The plan establishes a flexible emergency-management structure consistent with the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the Incident Command System (ICS).
 Emergency Operations Center procedures: The plan describes EOC activation, organization, staffing, communications, action planning, information management, resource coordination, finance and administration, and continuity of operations.  Clear roles and responsibilities: The plan identifies responsibilities for the City Council, City Manager, City departments, Orinda Police, MOFD, County agencies, utilities, school districts, nonprofit organizations, and other response partners.  Functional annexes: The EOP includes detailed guidance for evacuation, mass care and shelter, volunteer and donations management, and recovery operations.  Hazard-specific guidance: The plan includes annexes addressing significant hazards such as wildfire, earthquake, flooding, utility outages, cybersecurity incidents, and active-shooter or hostile-event emergencies.  Operational tools: Appendices provide EOC procedures, activation checklists, position-specific checklists, situation-reporting tools, action-planning guidance, contact structures, and other materials intended for use during an activation.

Evacuation Annex
Evacuation planning is a major component of the updated EOP. The Evacuation Annex incorporates and updates the City’s previous evacuation planning and describes responsibilities for evacuation decision-making, public notification, traffic management, transportation, access and functional needs, animal evacuation, shelter coordination, Item K.1
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reentry, and coordination with neighboring jurisdictions and the Contra Costa Operational Area.

The annex also incorporates evacuation analysis and decision-support capabilities developed through the City’s work with Ladris. Ladris modeling allows the City to evaluate evacuation conditions, traffic constraints, wildfire behavior, population movement, and potential evacuation scenarios in advance of an emergency. This information strengthens pre-incident planning and may support situational awareness and route evaluation during an event, while operational evacuation decisions remain with the appropriate incident command and public-safety authorities.

By bringing the City’s prior evacuation annex, current regional planning, and Ladris analysis into the broader EOP, the City has a more integrated framework for connecting field response, EOC coordination, public communications, and evacuation support.

Plan Maintenance and Implementation
Following adoption, the City Manager’s Office will coordinate regular review of the EOP and work with City departments and partner agencies to keep procedures, assignments, and contact information current. Administrative updates may be made as necessary to reflect organizational changes, updated guidance, lessons learned from exercises or actual incidents, and current best practices. Implementation will also include periodic training and exercises so that City staff and partner agencies remain familiar with their assigned roles.

FISCAL IMPACT:

None.

STRATEGIC PLAN INITIATIVE:

1. Wildfire Resilience and Emergency Preparedness
a. 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, School Districts, EBMUD, PG&E, and EBRPD ATTACHMENTS:

A. Resolution No. 58-26 Adopting the 2026 Emergency Operations Plan B. Exhibit A to Resolution No. 58-26 - 2026 Emergency Operations Plan

Respectfully Submitted by,
Cole Haselip, Assistant to the City Manager
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Approved By:

Linda Smith, City Manager
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RESOLUTION NO. 58-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ORINDA
ADOPTING THE 2026 EMERGENCY OPERATIONS PLAN
WHEREAS, the City of Orinda is responsible for preparing for and coordinating the response to emergencies and disasters affecting the City, its residents, public facilities, and critical infrastructure; and
WHEREAS, Chapter 2.32 of the Orinda Municipal Code establishes the City’s emergency organization and identifies the powers and duties necessary to prepare for and respond to local emergencies; and
WHEREAS, the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the Incident Command System (ICS) provide the organizational principles used to coordinate emergency response among local, regional, state, and federal agencies; and WHEREAS, the City, with assistance from Navigating Preparedness Associates, has prepared an updated Emergency Operations Plan that establishes an all-hazards framework for emergency preparedness, response, recovery, continuity of operations, and operation of the City’s Emergency Operations Center; and WHEREAS, development of the updated Emergency Operations Plan included consideration of the City’s prior evacuation annex and related emergency plans, the General Plan Safety Element, applicable Contra Costa County and regional emergency plans, the Contra Costa County Community Wildfire Protection Plan, and the MoragaOrinda Wildfire Action Plan; and WHEREAS, the updated Emergency Operations Plan was developed with comments and operational considerations provided by the Moraga-Orinda Fire District and the Contra Costa County Office of Emergency Services to support coordination with field responders, partner agencies, mutual-aid systems, and the Contra Costa Operational Area; and
WHEREAS, the Evacuation Annex incorporates the City’s prior evacuation planning and evacuation analysis and decision-support capabilities developed through the City’s work with Ladris, including analysis of traffic constraints, wildfire behavior, population movement, and potential evacuation scenarios; and WHEREAS, the updated Emergency Operations Plan identifies the roles and responsibilities of City departments and partner agencies and includes functional annexes, hazard-specific annexes, Emergency Operations Center procedures, operational checklists, position-specific guidance, and supporting forms; and Item K.1
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Resolution 01-26
2 WHEREAS, the City Council finds that adoption and implementation of the updated Emergency Operations Plan will strengthen the City’s emergency preparedness and improve coordination during emergencies and disasters.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orinda does the following:

Section 1. The City Council hereby adopts the City of Orinda 2026 Emergency Operations Plan, attached in a separate document to this Resolution as Exhibit A and incorporated herein by this reference.

Section 2. The City Manager, and their designees are authorized and directed to implement the 2026 Emergency Operations Plan, coordinate associated training and exercises, and take other actions reasonably necessary to carry out its purposes.

Section 3. The City Manager or designee may approve non-substantive administrative and technical updates to the 2026 Emergency Operations Plan, including updates to staff titles, assignments, contact information, agency names, references, procedures, forms, and guidance, when necessary to maintain operational accuracy, consistency with law, and current emergency-management practices. Material changes to City policy or emergency authority shall be presented to the City Council for approval.

Section 4. Upon the effective date of this Resolution, the 2026 Emergency Operations Plan supersedes any prior City Emergency Operations Plan. Existing supporting procedures, annexes, and related emergency plans shall remain effective to the extent they are consistent with the 2026 Emergency Operations Plan until amended or replaced.

Section 5. This Resolution shall take effect immediately upon its adoption.

Adopted by the City Council of the City of Orinda at a regular meeting on July 21, 2026 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

________________________
Brandyn Iverson, Mayor
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Resolution 01-26
3 ATTEST:
__________________________
Sheri Marie Smith, City Clerk
Exhibit A: 2026 Emergency Operations Plan
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Resolution 01-26
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B | 1

Emergency
Operations Plan
J u l y 2 0 2 6
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Emergency Operations Center
Activation QuickStart Guide
The City of Orinda (City) Emergency Operations Center (EOC) serves as support to the field incident response. When an incident occurs, there is often insufficient information to determine if the EOC should be activated or how long an activation may last. If this condition occurs, a virtual or partial EOC activation may be initiated. More detailed information on emergency activations levels is contained in Section 4.2.3.

Once an EOC activation is commenced, the first arriving staff should use the Quickstart Guide to efficiently set up and operate the EOC. When activated, the EOC responds to the impacts that any incident has on employees, facilities, critical and other infrastructure, and business functions.

The EOC carries out this function through:
• Information Collection and Evaluation
• Operational Planning
• Resource Management
• Priority Setting
Overall EOC Priorities:

1. Life/Safety

2. Incident Stabilization

3. Property Preservation

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EOC ACTIVATION CHECKLIST

COMPLETED
Date/Time TASK
Activate the City EOC by assuming the role of EOC Director.

Follow building inspection instructions. Consider which EOC should be activated based on damage and inspections.

Establish the level of activation with the City Manager’s Office.

Use Nixle and phones to send an EOC Activation notification to staff.

The EOC Supply Cabinets are in various areas and contain appropriately titled boxes for each EOC Section. Place the appropriate material at each of the identified workstation locations.

Ensure there is an Emergency Operations Plan (EOP) with the checklists, along with paper, pen and message forms are at each of the workstations. Office supplies are located in the Emergency Supply Cabinets.

The Logistics Unit in Logistics will circulate ICS 211 forms for sign-in purposes.

These will be provided to the Finance Section.

Begin collecting and posting incident information using the Information Collection and Dissemination Plan in Appendix B. Fill in the status boards and the poster-size paper with as much information as possible.

Complete and Post the EOC staffing chart. Use ICS Form 203, Organization Assignment List.

Provide a Unit Log, ICS Form 214 to all EOC staff.

Contact Contra Costa County Office of Emergency Service at (925) 646‑2441 to notify them of activation.

More detailed information on Activating the EOC is contained in the EOC Standard Operating Procedures (SOP) in EOC Activation Criteria and Levels Section.

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Foreword
To: Officials, Employees, and Contract Staff of the City of Orinda The preservation of life, property, and the environment is an inherent responsibility of local, state, and Federal governments. The City of Orinda (City) has prepared this Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources for protection of people and property in time of an emergency or disaster. The objective of this Plan is to incorporate and coordinate all the facilities and personnel of the City into an efficient organization capable of responding effectively to any emergency.

Enclosed is the EOP. This Plan is designed as a reference and guidance document and is the foundation for disaster response and recovery operations for the City. It establishes the emergency organization, concept of operations, as well as specifies policies, general procedures and processes for coordination of the City’s responsibilities as a member of the Contra Costa Operational Area with other Operational Area organizations. This plan builds upon previous efforts to enhance the City’s emergency and disaster preparedness, response, and recovery capabilities and includes the critical elements of the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the National Response Framework and the Incident Command System (ICS). This Plan formally adopts the SEMS as a guiding policy for emergency response operations.

The City Manager's Office will coordinate an annual review of this Plan and collaborate with City staff to ensure emergency procedures remain current and responsive to the City's needs.

Administrative updates may be made as necessary to reflect operational changes and current best practices. Details of the review/revision policy are contained in Section 5 of this plan. All City staff will become familiar with this plan and their role in the event of an activation where they will be called upon to assist and support the emergency operations.

The City Council gives its full support to this plan and urges all officials, employees, and residents, individually and collectively, to do their share in the total emergency preparedness, response, and recovery efforts of the City.

This EOP becomes effective upon approval and resolution of the City Council. This letter promulgates the City’s EOP and constitutes the City’s adoption of the EOP and the SEMS.

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Plan Concurrence
As a designated official or principal in the City’s emergency management effort, and having reviewed the EOP, I hereby sign this concurrence page to show my approval of the plan and its contents.

POSITION SIGNATURE DATE
City Manager
Director of Administrative
Services
City Attorney
Director of Parks and
Recreation
Director of Planning
Director of Public Works and
Engineering
Chief of Police
Chief Moraga-Orinda Fire
District
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Distribution List
The distribution list designates the departments and agencies that received copies of the City EOP. All EOC staff shall have access to the EOP. Sufficient copies of the EOP will be maintained in the EOC for each position listed in Appendix C. The EOP was distributed in an electronic form or printed version to:

CITY DEPARTMENTS AND PARTNER AGENCIES
California Office of Emergency Services (Cal OES), Coastal Region Mayor / City Council Members
City Manager’s Office (General Administration, Administrative Services, City Clerk, and Human Resources)
City Attorney
Planning
Police Department
Public Works and Engineering
Parks and Recreation
Moraga-Orinda Fire District
Orinda Union School District
Acalanes Unified School District
Contra Costa County Fire District
Contra Costa County – Office of Emergency Services
BART
Contra Costa County Building Department
Central Contra Costa Sanitary District
EBMUD
East Bay Regional Parks District
Caltrans
Portions of this document may contain sensitive information pertaining to the deployment, mobilization, and tactical operations of the City government in response to emergencies. Refer any request to view the plan or for a copy of this document to the Orinda City Manager’s Office.

Record of Revisions
Per Section 2.32.110 of the City Municipal Code, the Orinda Emergency Management Group shall be responsible for the development of the City EOP. The EOP shall provide for the Item K.1
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effective mobilization of all of the resources of the City, both public and private, to meet any condition constituting a local emergency, state of emergency or state of war emergency, and shall provide for the organization, powers and duties, services and staff of the emergency organization. The EOP will take effect upon adoption by resolution of the City Council.

Maintenance of the EOP is coordinated by the City Manager’s Office. Individual City departments are responsible for updating and revising their departmental procedures regularly and submitting those updates to the Assistant to the City Manager who will incorporate the updates into the EOP. These updates should include new information (e.g., update of phone numbers and revisions of relevant standard operational procedures or positions).

All changes to the EOP will be documented in the record of revisions table below. Changes to the EOP will be distributed to the City departments and agencies shown on the Plan Distribution list. Minor revisions to the EOP will be submitted to the City Manager, or their designee, for review and approval, whereas major revisions will be submitted for review and approval to the City Council. Details on EOP maintenance processes are contained in Section 5 of this plan.

CHANGE
NO. DESCRIPTION CHANGE DATE APPROVED BY
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Plan Approval Resolution
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Table of Contents
Emergency Operations Center Activation QuickStart Guide..................................................2 Foreword ........................................................................................................................................4 Plan Concurrence ..........................................................................................................................5 Distribution List.............................................................................................................................6 Record of Revisions .......................................................................................................................6 Plan Approval Resolution .............................................................................................................8 Table of Contents...........................................................................................................................9

1. Emergency Operations Plan Overview and Administration.............................................13

2. Hazard Analysis.................................................................................................................19

3. Concept of Operations (ConOps).......................................................................................22

4. Emergency Operations.......................................................................................................50

5. Plan Development, Distribution, and Maintenance ..........................................................72 Appendices....................................................................................................................................75 Appendix A: Glossary and Acronyms .......................................................................................75 Appendix B: Information Collection and Dissemination.........................................................79 Appendix C: EOC Standard Operating Procedures................................................................86 Introduction..................................................................................................................................86 Table of Contents.........................................................................................................................87 Emergency Operation Center (EOC) Quick-Start Actions.....................................................89 EOC Activation Checklist...........................................................................................................92 EOC Locations...........................................................................................................................100 Facility Integrity Assessment....................................................................................................104 EOC Layout ...............................................................................................................................106 EOC Activation Authority........................................................................................................107 EOC Activation Criteria and Levels........................................................................................108 EOC Notification Protocols ......................................................................................................109 EOC/Field Communications.....................................................................................................111 EOC Public Information...........................................................................................................112 EOC Action Plan........................................................................................................................113 EOC Situation Status Report, Status Boards, and Charts ....................................................117 Item K.1
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EOC Organizational Chart.......................................................................................................118 EOC Position Responsibilities..................................................................................................119 EOC Position Checklist / Checklists........................................................................................132 Appendix D: EOC Staffing Roster...........................................................................................133 Appendix E: Action Planning and Situation Reporting.........................................................136 Table of Contents.......................................................................................................................136 Action Planning..........................................................................................................................137 Appendix F: Functional Annexes.............................................................................................154

1. Evacuation Annex............................................................................................................154

1.2. ...........................................................................................................Planning Assumptions .................................................................................................................................................155

1.3............................................................................................................Concept of Operations .................................................................................................................................................159

2. Mass Care and Shelter Annex..........................................................................................194

3. Volunteer and Donations Management ...........................................................................211

3.2. ...........................................................................................................Planning Assumptions .................................................................................................................................................213 Appendix G: Recovery Operations Framework.....................................................................224 Appendix H: Continuity of Government.................................................................................233 Appendix I: After-Action Report.............................................................................................237 Appendix J: Hazard Specific Annexes.....................................................................................237

1. Active Shooter/Hostile Event Annex...............................................................................238

2. Flood Annex.....................................................................................................................244

3. Cybersecurity Incident Annex .........................................................................................249

4. Earthquake Annex............................................................................................................253

5. Prolonged Utility Outage Annex .....................................................................................259

6. Wildland Fire Annex........................................................................................................265 Appendix K: Emergency Contacts...........................................................................................274 Appendix L: EOC Position Checklists.....................................................................................275 Item K.1
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Executive Summary
The City of Orinda’s Emergency Operations Plan (EOP) establishes a comprehensive framework for preparing for, responding to, and recovering from a wide range of emergencies and disasters that could impact the City, its residents, and its critical infrastructure. The EOP is designed to ensure that all City departments, emergency management personnel, and supporting agencies are equipped with clear guidance, defined roles, and effective processes to respond efficiently during times of crisis. This plan is structured to address both anticipated and unforeseen events, providing a foundation for coordinated action and resource management.

The EOP is built around a flexible, scalable approach that can be adapted to any emergency, ranging from natural disasters, such as earthquakes, wildfires, and floods, to human-caused incidents including hazardous materials events and security threats. Its purpose is to safeguard life, property, and the environment by promoting prompt and coordinated response actions. The plan identifies the City’s emergency management organization, including the activation and operation of the Emergency Operations Center (EOC), and outlines the responsibilities of City staff, first responders, and external partners.

Key components of the EOP include an overview of the City’s emergency management structure, a hazard analysis that identifies the primary risks facing Orinda, and a concept of operations that details how emergencies are managed from initial response through recovery.

The plan incorporates national and state emergency management standards, including the National Incident Management System (NIMS) and the Standardized Emergency Management System (SEMS), ensuring interoperability with regional and federal partners.

The EOP provides detailed procedures for emergency activation, communication, resource allocation, and public information dissemination. It emphasizes the importance of rapid situational awareness, effective decision-making, and continuous coordination among all stakeholders. The plan also addresses the needs of vulnerable populations, compliance with the Americans with Disabilities Act (ADA), and considerations for animal welfare and continuity of government.

Supporting the main body of the EOP are a series of annexes and appendices. These include hazard-specific and functional annexes that offer targeted guidance for scenarios, such as recovery operations, information management, and sheltering. The appendices contain essential forms, checklists, and contact rosters to facilitate a timely and organized response. Regular plan maintenance, training, exercises, and after-action reviews are mandated to ensure that the EOP remains current, actionable, and effective.

The City’s emergency management philosophy is rooted in collaboration and preparedness. The EOP establishes partnerships with private industry, special districts, non-governmental organizations, and neighboring jurisdictions to maximize available resources and expertise. It also recognizes the critical role of the public in emergency preparedness and response, encouraging ongoing outreach and education to ensure community resilience.

In summary, the City of Orinda’s EOP is a living document designed to protect the community before, during, and after emergencies. It reflects best practices in emergency management and is tailored to the unique needs and risks of Orinda. Through the EOP, the City affirms its commitment to safeguarding residents and ensuring a coordinated and effective response to any Item K.1
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crisis that
may arise.

City staff and emergency management partners are expected to familiarize themselves with the EOP and participate in regular training and exercises. By doing so, the City of Orinda is better prepared to manage emergencies, minimize impacts, and restore normal operations as quickly as possible, thereby enhancing the safety and well-being of all who live, work, and visit the community.

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1. Emergency Operations Plan
Overview and Administration
The Emergency Operations Plan (EOP) is designed to assist City and other staff members who have key roles and responsibilities for responding during disasters, emergency incidents, and preplanned events. Emergency management organization staff that support emergency response, report to the Emergency Operations Center (EOC), or are assigned to field response duties, should use the EOP to guide their actions in completing assigned tasks.

1.1. Plan Format
Basic Plan - The EOP provides an overview of the City’s organization, policies, and approach to all phases of emergency preparedness. It is the foundation document for the City’s emergency management program. The EOP identifies the functions and responsibilities for the emergency response organization and EOC staff, as well as provides guidance for plan maintenance. It describes internal processes that address emergency response and coordination.

The intent of the EOP is to provide supporting documentation to emergency response staff that is detailed enough for effective response yet is flexible enough to be used in any emergency response to support movement of first responders or evacuation of affected populations.

Appendices – The EOP appendices include forms, checklists, and other supplemental information to be used in preparation for, and during, an emergency. Appendices also include supporting information that may frequently change, such as personnel rosters and contact lists.

Functional Annexes – Annexes are the parts of the EOP that provide specific information and direction on key components, such as information collection, recovery operations, resource management and communications.

1.2. Purpose and Scope
The EOP provides guidance to City staff to promote effective response and recovery operations when an emergency affects City operations or citizens. The scope of the EOP includes the City’s population, personnel, property, and facilities, and it is applicable to any incident resulting from any hazard or threat.

The EOP:
• Describes the City’s organizational structure and management system for emergency response
• Sets forth lines of authority and organizational relationships, and shows how emergency response activity will be coordinated
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• Identifies the actions taken to activate and operate the City EOC • Identifies personnel, equipment, facilities, supplies, and other resources available to support EOC operations
• Provides detailed guidance for EOC staff to carry out their responsibilities • Describes EOC processes and products such as the EOC Action Plan and Situation Status Report
The objectives of the EOP are to:
• Describe the internal processes that address emergency response and coordination including identifying the roles and responsibilities of EOC positions that may be staffed at the City EOC upon activation
• Describe the Incident Command System (ICS) which will be used in the preparation for, response to, and recovery from emergencies, and may be used to aid in the mitigation of potential threats
• Provide tools and templates such as emergency procedures and communications methods for EOC and other staff to use in supporting response to emergencies

1.3. Planning Assumptions
The EOP is based upon several planning assumptions:
• City staff will take immediate actions to address threats to life-safety or property damage within the constraints of their abilities and resources • The EOC Director will mobilize required resources and task City staff to fulfill the response/recovery objectives
• More than one (1) EOC position may be filled by the same person. Some or all of the EOC team may perform their duties remotely
• City- owned and contracted resources will act as one entity to conduct emergency response and recovery operations
• The EOC will work with private industry and government agencies in the incident impact area to provide essential services during the response and recovery periods of an emergency

1.4. City of Orinda EOP Activation
Activation of the EOP occurs because of any of the following conditions:

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• By order of the Director of Emergency Services as specified in City Municipal Code Chapter 2.32.090. Whenever a local emergency is proclaimed, the City Council shall take action to ratify the proclamation within seven (7) days, or it shall have no further force or effect
• When it is determined by the EOC Director that the available resources are inadequate to cope with the emergency incident
• When required to support pre-planned events
• When the Governor proclaims a State of Emergency for an area that includes the City • Automatically on the proclamation of a State of War Emergency as defined in California Emergency Services Act (Government Code §§ 8550, et seq.)

1.5. Authorities
The following documents provide emergency authorities for conducting and/or supporting emergency operations:

1.5.1. Federal
• Homeland Security Presidential Directive (HSPD) 5, Management of Domestic Incidents • Presidential Policy Directive (PPD) 8, National Preparedness • U.S. Department of Homeland Security, National Incident Management System (NIMS) • U.S. Department of Homeland Security, National Response Framework (NRF) • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288), as amended
• National Fire Protection Association, Safer Act Grant; NFPA 1710, 2010 • Americans With Disabilities Act (ADA), 1990
• ADA Amendment Act (ADAAA), 2008
• Post-Katrina Emergency Reform Act, 2007
• The Pets Evacuation and Transportation Standards Act of 2006 • Public Law 84-99 (U.S. Army Corps of Engineers-Flood Control Act) • Federal Civil Defense Act of 1950 (Public Law 920), as amended • National Response Team (NRT)-1, Hazardous Materials Emergency Planning Guide and NRT-1A Plan Review Guide (Environmental Protection Agency's National Response Team)
• National Environmental Policy Act of 1969, 42 U.S.C. 4321 Item K.1
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• Flood and Coastal Storm Emergencies (33 U.S.C. § 701n)

1.5.2. State
• California Constitution
• California Emergency Services Act; Chapter 7 of Division 1 of Title 2 of the Government Code
• Standardized Emergency Management System (SEMS) Regulations; Chapter 1 of Division 2 of Title 19 of the California Code of Regulations and Government Code Section 8607(a)
• California State Emergency Plan
• California Master Mutual Aid Agreement
• California Natural Disaster Assistance Act; Chapter 7.5 of Division 1 of Title 2 of the Government Code
• California State Private Nonprofit Organizations Assistance Program, 2011 • California Hazardous Materials Incident Contingency Plan • California Oil Spill Contingency Plan (Government Code §§ 8670.1, et seq.) • California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous materials
• Orders and Regulations which may be selectively promulgated by the Governor during a State of Emergency
• Orders and Regulations Promulgated by the Governor to take effect upon the Existence of a State of War Emergency

1.5.3. County
• Contra Costa County Emergency Operations Plan 2022
• Contra Costa County 2045 General Plan
• Contra Costa Hazardous Materials Plan / Hazardous Material Business Plan • Community Wildfire Protection Plan – Contra Costa County • Alameda and Contra Costa County Regional Wildfire Prevention Plan

1.5.4. City
• City Municipal Code §§ 2.32, et seq. Emergency Management, Ord. 95-2 § 1 (part) • Resolution adopting the Master Mutual Aid Agreement, on August 26, 1986, #68-86 Item K.1
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• The current City Resolution adopting the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the 2026 Emergency Operations Plan
• 2018 EOP Wildland Fire Evacuation Plan
• Orinda Fire Evacuation Guide and General Information
• Contra Costa County Community Wildfire Protection Plan (CWPP) • Moraga-Orinda Wildfire Action Plan (an annex to the CWPP) • General Plan Safety Element
• Contra Costa County Local Hazard Mitigation Plan (LHMP) Orinda Annex

1.6. Relationship to Other Plans/References
The EOP is the primary document used by the City to describe the conduct of emergency management activities. The EOP addresses how emergency response and recovery operations will be conducted and how resource support will be requested and coordinated.

The EOP is not a stand-alone document. Its purpose is to coordinate emergency operations while supporting the emergency plans and procedures of all City departments. The EOP is designed to be flexible enough to adapt to a changing response environment while meeting the needs of supporting and requesting organizations. Other plans and guidelines the EOP may support/complement include:
• State of California Emergency Plan
• State of California Emergency Management Mutual Aid Plan • California Law Enforcement Mutual Aid Plan
• California Fire Service and Rescue Emergency Mutual Aid Plan • California Public Health and Medical Emergency Operations Manual • Bay Area Earthquake Plan
• Contra Costa County Emergency Operations Plan
• Contra Costa County Multi-Jurisdiction Local Hazard Mitigation Plan • California Water and Wastewater Response Network (CalWARN) • California Building Official’s Safety Assessment Program (SAP)

1.7. Standard Operating Procedures/Guides (SOPs/SOGs)
Emergency Operations Center SOP - An essential component of any emergency response framework is the establishment and maintenance of Emergency Operations Center (EOC) Standard Operating Procedures (SOPs). These documented guidelines outline the specific actions, protocols, and responsibilities for staff during activation and operation of the EOC.

The SOP provides step-by-step instructions for setting up the EOC, assigning roles, managing logistics, and maintaining situational awareness.

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1.8. Private Industry, Special Districts and Non-Government Organizations
Many private organizations have established mutual aid systems to assist each other within their functional area. Electric and gas utilities have mutual aid agreements within their industry and established procedures for coordinating with governmental EOCs. In some functional areas, such as treated water, services are provided by a mix of special districts, municipal utilities, and private agencies. Mutual aid arrangements may include both governmental and private agencies.

A liaison should be established between the City EOC and private industry involved in a response. Where there is a need for extensive coordination and information exchange, private agencies should be represented in activated EOCs at the appropriate SEMS level. This is typically at the Operational Area level. Two excellent resources for volunteer involvement are:
• They Will Come - Post Disaster Volunteers and Local Governments. California Office of Emergency Services, November 2001
• Disaster Service Worker Volunteer Program - Guidance. Published by the California Governor's Office of Emergency Services, May 2024
Volunteer agencies and private agencies may participate in the mutual aid system along with governmental agencies. The disaster medical mutual aid system relies heavily on private sector involvement for medical/health resources. Some volunteer agencies such as the American Red Cross (ARC), the Salvation Army and others are an essential element of the statewide emergency response to meet the needs of disaster victims. Volunteer agencies mobilize volunteers and other resources through their own systems. They also may identify resource needs that are not met within their own systems that would be requested through the mutual aid system. A volunteer center, if established by Volunteer Organizations Active in Disaster (VOAD), connects individuals, nonprofits, and businesses with opportunities and resources needed to support local communities. Volunteer agencies with extensive involvement in the emergency response should be represented in the City EOC.

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2. Hazard Analysis
The City is subject to a number of potential hazards. The 2024 Local Hazard Mitigation Plan (LHMP) contains detailed descriptions of nature, past occurrences, location, extent, and probability of future events for hazards.

It also addresses the potential impacts resulting from climate change on the hazards.

2.1. City Description
The City of Orinda is situated in the San Francisco Bay Area, just east of the Oakland Hills.

Orinda is a 12.8 square mile, semi-rural community which is characterized by hilly oak woodlands and multiple creek tributaries which feed the San Pablo Creek. The City is divided in half by Highway 24 and the Bay Area Rapid Transit (BART), with the Crossroads/Theatre District commercial area and surrounding neighborhoods on the south, and the Orinda Village commercial area and its surrounding neighborhoods on the north.

Based on the U.S. census, the City of Orinda had a population of 19,573 as of July 1, 2024.

Between 2010 and 2020, the population increased by approximately 10.6%; however, a slight decrease of 0.8% occurred between 2020 and 2022.

History
Orinda was originally part of four (4) large land grants, and the area was used primarily for ranching until Edward Ignacio de Laveaga established the Orinda town site in the 1920s.

Drawing on new interest in the area prompted by the California and Nevada Railroad, De Laveaga began development of the Orinda Village commercial area and the surrounding residential neighborhoods with the Hacienda Homes real estate development company.

The region blossomed when the Caldecott Tunnel opened in 1937. After the Orinda Theatre was constructed in 1941, Orinda soon enjoyed a reputation as a lively destination for dining, music, and film. With the postwar baby boom, the area expanded gently into a suburban environment.

Orinda attracted families ready to leave Oakland and San Francisco for a less intense urban environment, more property for less money, and better-quality schools. With more families to serve, every sector in the community continued to grow. The BART opened in 1973, accelerating residential and business growth throughout Contra Costa County. The City of Orinda was incorporated in 1985 following more than 100 years of gradual development.

Government
The City of Orinda is a general law city and functions as a City Council / City Manager form of government. Under this form of government, authority is concentrated in the elected council, which hires a professional administrator (i.e., City Manager) to implement its policies. The City Council is responsible for making policy, passing ordinances, voting appropriations, and having Item K.1
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overall supervisory authority in the City government. The Mayor acts as a member and presiding officer of the City Council. The Mayor serves a one (1)-year term and performs various ceremonial duties on behalf of the City and Council.

There are five (5) elected officials who serve staggered four (4)-year terms. Their service is voluntary, with no monetary compensation. In addition to hiring the City Manager, the City Council also hires the City Attorney who serves as the City’s primary legal advisor. The City has a wide variety of commissions, committees, and subcommittees that are appointed by the City Council. The City Council assumes responsibility for adoption of this Plan and the City Manager’s Office oversees its implementation, along with City departments.

The City employs 40.5 full-time positions. Local police services are contracted with the Contra Costa County Sheriff's Office, fire services are supplied by an independent agency, the MoragaOrinda Fire District, and building construction permits and inspections are contracted with the Contra Costa County Building Inspection Division.

2.2. Hazard Descriptions
The 2024 LHMP lists 13 hazards that may affect the City based on historical information, the presence of the hazard, the potential severity and the likelihood of future occurrences of the hazard. Public health emergency is an addition to those hazards listed in the LHMP. Table 2-1 lists the hazards. They are further described below. A comprehensive description of the hazards is contained in the County LHMP base plan.

Table 2-1: 2024 LHMP Hazards and Potential City Impacts Climate Change Overall, precipitation levels are expected to decrease slightly, with more frequent extreme precipitation events and prolonged, more intense droughts. This may lead to increased risk of flooding and wildfire.

Dam and Levee
Failure
Failure of Briones Reservoir would result in inundation of land southeast of the dam along San Pablo Creek. Failure of Briones dam would result in similar inundation.

If Lake Cascade Dam were to fail, inundation would flow into San Pablo Creek and reach almost to downtown Orinda. The EBMUD steel reservoirs also represent flood risks.

Drought The City is susceptible to drought as most of its water is imported. EBMUD delivers Orinda’s water supply. Snowmelt in the Sierra Nevada accounts for approximately 90% of EBMUD’s drinking water supply. Orinda Water Treatment Plant is key to EBMUD’s water distribution system, delivering water to much of the East Bay and to the City.

Earthquake The City’s risk for a significantly damaging earthquake is extremely high, due to the presence of several active faults in the region.

Flood Flooding susceptibility in Orinda is primarily associated with the water course of San Pablo Creek. The creek runs south to north throughout the City. Smaller creeks such as Lauterwasser and seasonal streams present a risk of flashflood.

Landslides The City’s hilly terrain makes landslide a major risk. Due to soil instability, the City has experienced numerous landslides. Landslides generally occur during or just after periods of heavy precipitation in years with wet winters.

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Severe Weather Several types of severe weather events typically impact the City including thunderstorms with damaging winds, tornados, severe heat and heavy precipitation. The entire City is susceptible to tornados, high winds and extreme heat.

Wildfire The City’s steep terrain and dense vegetation pose a very high fire risk.

Active Shooter While the probability of an active shooter event in the City may be relatively low, the potential consequences are severe, including mass casualties, widespread trauma, and significant disruption to the community.

Cybersecurity
Threat
As the City grows more reliant on digital infrastructure for both public and private services, the risk of cybersecurity threats increases in both complexity and significance. The interconnected nature of government operations, business transactions, healthcare, and even everyday communications means that a successful cyber-attack can have widespread and lasting effects.

Terrorism Although the likelihood of a terrorist event occurring in the City is low, it should not be ruled out. The City is home to businesses and government agencies, transportation infrastructure, attractions, historic sites, and cultural facilities that may be a target.

Utility
Interruptions
Power outages not only impact daily life—interrupting heating, cooling, lighting, and access to electronic devices—but also hinder the ability of residents to receive vital emergency communications. Loss of potable water and wastewater pose threats to firefighting operations and public health. The potentially longterm interruption of water and wastewater service due to a large earthquake poses challenges for the entire Bay Area region. Additionally, the City experienced a minor road sinkhole in 2018.

Public Health
Emergency
A pandemic outbreak could also jeopardize essential community services by causing high levels of absenteeism in critical positions in every workforce. Basic services, such as health care, law enforcement, fire, emergency response, communications, transportation, and utilities could be disrupted during a pandemic.

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3. Concept of Operations (ConOps)
This section identifies how the City organizes to manage, coordinate, and respond to emergencies within the context of existing emergency management and response doctrine, as well as current City legal authority, organization, and operations.

3.1. Assumptions
• The City’s priorities for emergency response operations are:

1. Life/Safety

2. Incident Stabilization

3. Property Preservation
• The City’s emergency management structure will operate within existing legal and organizational frameworks including the SEMS and ICS
• The City will manage and coordinate its response based on established emergency management doctrine and current legal authority, organization, and operational procedures
• Emergency management is a shared responsibility across all City Departments • All departments have defined roles and responsibilities that may span multiple phases of emergency management
• Not all disasters will involve every phase, but preparedness, mitigation, response, recovery, and prevention are all addressed as part of the City’s comprehensive approach • Mitigation and preparedness are essential to community resilience • Proactive mitigation and preparedness activities—such as hazard mitigation planning— are critical to reducing the impact of emergencies and ensuring continuity of essential services

3.2. Phases of Emergency Management
In California, emergency management activities are associated with the five (5) phases indicated below. Not every disaster will necessarily include all the phases. All City Departments have responsibilities in one or more of the emergency management phases:
• Mitigation Phase
• Preparedness Phase
• Response Phase
• Recovery Phase
• Prevention Phase
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Figure 3-1: Five (5) Phases of Emergency Management

3.2.1. Mitigation
Mitigation is aimed at preventing disasters or taking steps to reduce the impact of unavoidable disasters. Ideally, mitigation should occur before an emergency happens. The Disaster Mitigation Act of 2000 (DMA) provided guidance for implementing mitigation activities including development of LHMPs. The City has an approved Hazard Mitigation Plan that was adopted in 2025. Mitigation activities include:
• Hazard Identification and Mapping
• Design and Construction Applications
• Land Use Planning
• Financial Incentives
• Insurance
• Structural Controls

3.2.2. Preparedness
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The preparedness phase involves activities undertaken in advance of an emergency or disaster to develop operational capabilities and effective responses to a disaster. Staff develop and maintain response and recovery plans to guide disaster operations. Preparedness activities involve planning such as developing hazard analysis, training response personnel, and improving public readiness all aimed toward developing increased capabilities to respond to a disaster.

Preparedness activities include:
• Reviewing and updating emergency plans, Standard Operating Procedures (SOPs) / Standard Operating Guides (SOGs), and resource listings • Delivering pre- and post-incident public awareness information and education programs regarding disaster preparedness
• Inspecting and assessing the readiness of critical facilities • Training emergency response staff
• Maintaining the readiness of response resources
• Testing warning and communications systems
• Conducting exercises and drills to evaluate emergency response plans, procedures and processes

3.2.3. Response
Activities during this phase include saving and sustaining lives and protecting property and the environment by controlling the situation and minimizing the effects of the disaster. The City conducts immediate response operations by effective deployment of local government resources.

Response operations include:
• Information collection and situation analysis
• Resource allocation and control
• Dissemination of accurate, timely emergency information and warnings to the public • Evacuation and rescue operations
• Medical care operations
• Care and shelter operations
• Access and perimeter control
• Public health operations
• Restoration of vital services and utilities
When local resources are overwhelmed and additional support is required, Moraga-Orinda Fire District (MOFD) will request additional resources through the fire and rescue mutual-aid system.

The Orinda Police Department staff in the EOC will request additional aid directly through the Contra Costa County Sheriff’s Office. The Logistics Resource Unit will track mutual aid resources in order to provide data to reimburse providers. The Finance Section will provide accounting data for them.

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Depending on the severity of the emergency, the City EOC may be activated. The Contra Costa Operational Area may then activate the Operational Area EOC depending on the scope and severity of the situation. The Operational Area may also request a gubernatorial proclamation of a State of Emergency. Should a State of Emergency be proclaimed, state agencies will, to the extent possible, respond to requests for assistance. Cal OES will then activate the State Operations Center (SOC) in Sacramento to support state agencies and other entities in the affected areas and manage and coordinate the State’s emergency response operations.

3.2.4. Recovery
Recovery operations involve restoring essential services, community rebuilding, and reconstitution of infrastructure. City recovery activities include developing an organization that can effectively access and implement federal and state recovery programs that provide financial and technical assistance after disasters. The National Disaster Recovery Framework (NDRF [FEMA 2025]) and Cal OES list six (6) recovery support functions. They are:
• Community Planning & Capacity Building
• Economics
• Health & Social Services
• Housing
• Infrastructure Systems
• Natural & Cultural Resources RSF

3.2.5. Prevention
Unlike other mission areas which are all-hazards by design, Presidential Policy Directive (PPD8) specifically focuses Prevention-related activities on an imminent terrorist threat. Prevention includes the intelligence, law enforcement, and homeland defense activities conducted in the event of an act of terrorism in the homeland to determine if follow-on attacks are planned and to thwart and/or apprehend the adversary. Prevention actions include:
• Anticipating and identifying emerging and/or imminent threats through the intelligence cycle
• Sharing relevant, timely, and actionable information and analysis with Federal, state, local, private sector, and international partners and develop and disseminate appropriate classified/unclassified products
• Conducting operations to render the safe disposal of chemical, biological, radiological, nuclear and explosives (CBRNE) hazards in multiple locations and in all environments consistent with established protocols
• Preventing terrorism financial/material support from reaching its target consistent with established protocols
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• Prevent terrorist acquisition of and the transfer of CBRNE materials, precursors, and related technology consistent with established protocols • Conducting tactical counterterrorism operations in multiple locations and in all environments consistent with established protocols

3.3. National Incident Management System (NIMS)
The City conforms to the requirements of SEMS and NIMS and uses the concepts of incident command, common terminology, span of control, and resource management common to both systems. In managing small incidents, the City applies standard operating processes and procedures and may not activate an incident command structure.

The NIMS provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing best practices into a consistent, nationwide approach to domestic emergency management applicable to all jurisdictional levels (public and private) and across functional disciplines.

NIMS incorporates ICS, a standardized on-scene emergency management concept designed to provide an integrated organizational structure for single or multiple emergencies and to facilitate emergency response across jurisdictional boundaries.

3.4. Standardized Emergency Management System (SEMS)
SEMS is required by the California Emergency Services Act (Government Code Section 8607(a)) for managing multi-agency and multi-jurisdictional responses to emergencies in California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of ICS, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operational Area concept, and multiagency or inter-agency coordination. State agencies are required to use SEMS, and local government entities must use SEMS to be eligible for any reimbursement of responserelated costs under the state’s disaster assistance programs.

Under SEMS, response activities are managed at the lowest possible organizational level. SEMS consists of five (5) levels: Field, Local, Operational Area, Region, and State, as illustrated below Figure 3-2. The City utilizes SEMS during incidents that require a multi-agency response or when the incident involves multiple jurisdictions.

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Figure 3-2: SEMS Levels
Field Response – The Field Response level is where emergency response personnel and resources, under the command and control of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat (emergency operations that take place in the field such as evacuations, fire suppression, damage assessments or temporary construction are considered to occur at the Field level). The Orinda Police Department, under a contract with the Contra Costa Sheriff’s Office, conducts law enforcement within the City. The MoragaOrinda Fire District (MOFD) is a separate governmental entity responsible for wildfire, rescue and emergency medical services. These two agencies are the primary emergency service responders.

The Orinda Police Department is located within City Hall at:
22 Orinda Way, Orinda, CA 94563
The Moraga-Orinda Fire District has the following stations:

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Fire Station 43
20 Via Las Cruces, Orinda,
CA 94563
Fire Station 44
295 Orchard Road,
Orinda, CA 94563
Fire Station 45
33 Orinda Way,
Orinda, CA 94563
Fire Station 41
1284 Moraga Way,
Moraga, CA 94556
Fire Station 42
555 Moraga Road,
Moraga, CA 94556
Additional departments that respond to assist Police and MOFD in emergency response include the Orinda Public Works Department, Planning Department, and numerous utility companies, special districts, and non-governmental organizations. SEMS regulations require the use of ICS at the field level of a multi-agency or multi-jurisdictional incident. Requests for any resources or support that cannot be filled at the field level will be requested through a Department Operations Center (DOC) or the City EOC.

Unified Command – Allows agencies with responsibility for an incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability. The Orinda Police Department and/or Moraga-Orinda Fire District will implement or represent City field operations in a Unified Command when the situation requires a Unified Command.

Local Government – The Local Government level includes cities and special districts, and the administrative and coordinative operations of agencies thereof. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. As a condition of state reimbursement of response-related costs, local governments are required to use SEMS when the local EOC or DOC is activated, or a Local Emergency is proclaimed.

Implementation of SEMS by the City is a cooperative effort of all departments with an emergency response role. The City Manager’s Office leads the City to comply with SEMS requirements. They conduct the following activities:
• Communicates information within the City on SEMS requirements and guidelines • Coordinate SEMS development among departments and agencies • Identify departments and agencies involved in field level response • Identify departments and agencies with DOCs
• Coordinate with other local governments, the Operational Area, and volunteer and private agencies on application of SEMS principles
• Ensure SEMS is incorporated into the City’s EOP and procedures • Ensure SEMS is incorporated into the City’s emergency ordinances, agreements, memoranda of understanding, etc.
• Identify local volunteer and private agencies that have an emergency response role.

Contacts should be made to develop arrangements for coordination in emergencies Item K.1
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Multi/Inter-Agency Coordination (MAC) is defined as the participation of agencies and disciplines working together in a coordinated effort to facilitate decisions for overall emergency response activities including the sharing of critical resources and the prioritization of incidents. The City EOC functions as a MAC.

Operational Area – An Operational Area is the intermediate level of the State’s emergency management organization. The Operational Area level encompasses a county and is responsible for coordination among all political subdivisions located therein to include incorporated cities and special districts. The Operational Area facilitates and/or coordinates information, resources, and decisions regarding priorities among Local governments within the Operational Area. The Operational Area operates an EOC and serves as the coordination and communication link between the Local government EOC and Regional levels.

In Contra Costa County, the Administrator of Emergency Services is responsible for implementing the Contra Costa Operational Area Emergency Operations Plan. The Administrator of Emergency Services is supported by the Contra Costa County Sheriff’s Office of Emergency Services.

State Level and State Operations Center (SOC) – The State level of SEMS prioritizes tasks and coordinates State resources in response to the requests from the Regional level and coordinates mutual aid among the Regions.

The State level also serves as the coordination and communication link between the State and the Federal emergency response system. The State level requests assistance from other State governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with Federal Emergency Management Agency (FEMA). The Cal OES SOC is located at:
3650 Schriever Avenue, Mather, CA 95655

3.5. Incident Command System (ICS)
NIMS and SEMS require emergency response agencies to use ICS for multi-agency and multijurisdictional incidents. ICS is a standardized, on-scene, all-hazards incident management approach that:
• Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure • Enables a coordinated response among various jurisdictions and functional agencies, both public and private
• Establishes common processes for planning and managing resources ICS is used by all levels of government—federal, state, tribal, and local—as well as by many non-governmental organizations and the private sector. ICS is also applicable across disciplines.

It is structured to facilitate activities in five (5) major functional areas: Command/Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. All the functional areas may or may not be used depending on the needs of the incident.

Item K.1
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The City Police Department and/or MOFD utilize ICS during day-to-day responses and multiagency response incidents.

SEMS regulations require local governments to provide for the five (5) ICS functions as the basis for structuring the organization:
• Command/Management – Responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations • Operations – Responsible for coordinating all operations in support of the emergency response through implementation of the Incident or EOC Action Plan • Planning/Intelligence – Responsible for collecting, evaluating, and disseminating information to promote situational awareness, developing the Action Plan and AfterAction Report (AAR) and maintaining documentation • Logistics – Responsible for providing facilities, services, personnel, equipment, and materials in support of the incident
• Finance/Administration – Responsible for financial activities and other administrative aspects

3.6. California Master Mutual Aid Agreement
California's emergency resource management system is based on a statewide mutual aid organization designed to ensure that additional resources are provided to the State’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement, which is entered into by local governments and the State. The agreement facilitates implementation of Chapter 7 of Division 1 of Title 2 of the Government Code entitled "California Emergency Services Act” and includes participation by the various departments and agencies within the political subdivisions, municipal corporations, and public agencies within the State to assist each other by providing resources during an emergency.

The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and State monies may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility, and local entities may only be reimbursed if funds are available. The Master Mutual Aid Agreement promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.

The statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions and the State with the intent to provide requesting agencies with adequate resources. The system includes several disciplinespecific mutual aid systems, such as fire and rescue, law, medical and public works. The adoption of SEMS and NIMS does not alter these existing systems but enhances the facilitation of mutual aid through the local government, operational area, regional, and State levels.

Item K.1
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Figure 3-3: California Mutual Aid Regions

3.6.1. Public Works Mutual Aid Agreement (PWMAA)
The PWMAA was established in October 1989 as a means for public works agencies to receive mutual aid quickly following a catastrophic disaster, such as a large earthquake. It is voluntary and participating agencies are under no obligation to provide or deplete their own resources. The PWMAA was modeled on the fire and law mutual aid systems with the notable exception that the PWMAA requires a local emergency proclamation, and that the requesting jurisdiction pays for any assistance.

3.6.2. Mutual Aid Coordinators
Item K.1
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To facilitate mutual aid, discipline-specific mutual aid systems work through designated mutual aid coordinators at the Operational Area, regional, and state levels. The role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility, and pass on unfilled requests to the next level. Law Enforcement, Fire and Rescue Services, Coroners, and the Medical Health Operational Coordinators work within existing state mutual aid systems for requests and assignments of mutual aid.

Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the Emergency Management Mutual Aid (EMMA) system by emergency management staff at the local government, Operational Area, regional and state levels. When EOCs are activated, all discipline-specific mutual aid systems will establish coordination and communications within the respective local, Operational Area, regional, or state EOCs. Mutual aid system representatives at an EOC may be in various functional elements (sections, branches, groups, or units) or serve as an agency representative depending on how the EOC is organized and the extent to which it is activated.

3.6.3. Orinda Mutual Aid
The City is a signatory to the California Disaster and Civil Defense Master Mutual Aid Agreement which gives authority to the various fire and law enforcement mutual aid plans and agreements for assistance and resources during emergencies and disasters. MOFD is part of the California Fire and Rescue Mutual Aid System and operates under the California Fire Service and Rescue Emergency Mutual Aid Plan.

The Orinda Police Department, through its contract with the Contra Costa County Sheriff’s Office, is part of the California Law Enforcement Mutual Aid System, established in 1961, and operates in accordance with the California Law Enforcement Mutual Aid Plan. The basic concept provides that during an incident where mutual aid is needed, adjacent or neighboring law enforcement agencies within an operational area will assist each other. All police requests for additional resources will be initiated by the Incident Commander who will request assistance through EOC Law Enforcement Branch to the Contra Costa Sheriff’s Office whose representative may be located at the Operational Area EOC, if activated.

3.6.4. Emergency Management Assistance Compact (EMAC)
California is a signatory to the interstate EMAC, an organization ratified by the U.S. Congress that provides form, structure, and procedures for rendering emergency assistance between states.

Once the Governor has declared a State of Emergency, Cal OES will assess the resource needs for the incident. California can then request resources through the EMAC network for assistance provided by other states. The use of EMAC resolves two (2) of the key issues regarding mutual aid – liability and reimbursement – so that a disaster-impacted state can request and receive assistance from other member states quickly and efficiently.

3.6.5. Community Emergency Response Teams
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The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations.

CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations allowing them to focus on more complex tasks.

Through hands-on practice and realistic exercises, CERT members:
• Learn how to safely respond to manmade and natural hazards • Help organize basic disaster response
• Promote preparedness by hosting and participating in community events The Lamorinda CERT is composed of community volunteers who train, equip and organize to provide a ready resource to support incident response operations. During incident response, CERT leaders will check in with the Logistics Section of the EOC. The Operations Section Chief will assign CERT members based upon the requirements regarding the incident. All CERT members must be sworn in as Disaster Service Workers (DSWs) prior to deployment. CERT members should not self-deploy. Effective assignments
for CERTs are volunteer and donations management operations, points of distribution center support, and care and shelter operations.

3.7. Orinda Emergency Organization
This section follows Orinda Municipal Code and as changes or updates are made this will follow retroactively.

The City organizes and implements emergency operations at the field and local government levels of the SEMS. The City’s EOC functions to coordinate field level activities. City staff may serve as liaisons to the Operational Area level when requested.

All officers and employees of the City, together with those volunteer forces enrolled to aid them during an emergency, including but not limited to members of the Emergency Management Group and all groups, organizations and persons who may by agreement or operation of law, including persons impressed into service under the provisions of Subsection 2.32.090.C.3, or charged with duties incident to the protection of life and property in the city during an emergency, constitute the emergency organization of the city. The emergency organization is subject to the direction of the Emergency Manager.

3.7.1. Disaster Management Group
The Orinda Emergency Management Group consists of the following:
• The City Manager, who shall chair the group as the Director of Emergency Services (Emergency Manager).
• Another employee of the City of Orinda designated by the City Manager Item K.1
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• The Chief of each Emergency Services Functional Area
• Any other individual who, by virtue of special qualifications, is designated a member of the Emergency Management Group by the City Manager
Powers and duties of the Emergency Management Group include:
• Conduct training and exercises not less than annually • Conduct damage assessments
• Develop situation analyses
• Direct those resources usually under their control
• Integrate recommendations for priorities in managing emergencies • Coordinate recommendations for the employment of resources including mutual aid resources
• Provide such other staff services to the City Manager as may be required • Plan, prepare, and respond to emergencies

3.7.2. Director of Emergency Services
The City Manager is designated as the City’s Director of Emergency Services. In that capacity they may:
• Proclaim a local emergency and proclaim the existence or threatened existence of a local emergency. Whenever a local emergency is proclaimed by the Emergency Manager, the City Council shall take action to ratify the proclamation within seven (7) days, or it shall have no further force or effect
• Request the Contra Costa County Administrator or the Governor to proclaim a state of emergency when, in the judgment of the Emergency Manager, the locally available resources are inadequate to cope with the emergency.

The Director of Emergency Services, or his or her designee(s), shall:
• Control and direct the efforts of the emergency organization of the City to accomplish the purposes of this chapter
• Direct coordination and cooperation between staff and services of the emergency organization of the city, as well as resolve questions of authority and responsibility that may arise between staff
• Represent the City in all dealings with public or private agencies in matters pertaining to emergencies
• Review and approve emergency plans
• Perform other emergency-related duties assigned by the City Council In the event of the proclamation of a local emergency, the proclamation of a state of emergency by the Governor or the Director of the State Office of Emergency Services, the Contra Costa Item K.1
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County Administrator, or the existence of a state of war emergency, the Director of Emergency Services may, with the assistance of the EOC:
• Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency, provided that such rules and regulations must be confirmed at the earliest practicable time by the City Council • Obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property, and to bind the city for the fair value thereof and, if required immediately, to commandeer the same for public use • Require emergency services of any city officer or employee and, in the event of the proclamation of a state of emergency in Contra Costa County or the existence of a state of war emergency, to command the aid of as many citizens in the Orinda community as he or she deems necessary in the execution of his or her duties. • Requisition necessary personnel or material from any city department or agency • Execute all ordinary powers of the City Manager, all of the special powers conferred upon him or her by this chapter, by City Council resolution, by the City Emergency Plan adopted by the City Council, and all powers conferred by statute, by an agreement approved by the City Council, or by any other lawful authority The succession of the Director of Emergency Services shall be:
• Assistant City Manager
• City Engineer / Public Works Director
• Police Manager/Chief

3.7.3. Field Level Incident Command System
The concepts, principles and organizational structure of the ICS are used to manage all field operations. The size, complexity, hazard environment, and objectives of the situation will determine the ICS structure and the level of support that will be required by field activities. All incidents will be managed by developing operational objectives to be achieved that are clearly communicated to field and EOC staff through use of the action planning process.

Typically, an Incident Commander will communicate with the EOC Director as to the situation and resource status through Operations Section. Members of the Incident Command and General Staff will communicate with their counterparts in the EOC.

When multiple agencies respond to the incident, the Incident Commander will establish a Unified Command or Multi-Agency Coordination System (MACS), and any other supporting organizations will provide a representative who will report to the Liaison Officer. Other agencies including those from county, state and federal levels may participate in the Unified Command/MACS by assisting in identifying objectives, setting priorities, and allocating critical resources to the incident.

Item K.1
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3.7.4. Field/EOC Communications and Coordination
The Communications Unit Leader in the Logistics Section, working with the Operations Section and City Police and MOFD, will develop a Communications Plan outlining all emergency communications capabilities including radio channels and protocols to be used during an incident. The Incident Action Plan (IAP) developed for a specific incident will include the Emergency Communications Plan (ICS FORM 205).

Typically, field to EOC communications will occur at the Command and General Staff levels or, if they are established, field units relay the information to the appropriate section/function in the EOC. It is the responsibility of Incident Commander(s) to communicate critical information to the EOC Director in a timely manner. Appendix C addresses EOC communications systems and processes in detail.

The Operational Area EOC will communicate situation and resource status information to the SOC via Cal EOC360, a web based emergency management response system.

3.7.5. Field/EOC Direction and Control Interface
The EOC Director will establish jurisdictional objectives and priorities and communicate those to all organizations through the EOC Action Plan. The EOC Action Plan does not direct or control field units but coordinates support for their activities. Incident Commander(s) will ensure incident objectives and priorities are consistent with those policies and guidelines established at the City level by the EOC Director.

3.7.6. Field/EOC Coordination with Department Operations Centers (DOCs) If a department within the City establishes a DOC to coordinate and support their field activities, the DOC Manager will provide the location, time of establishment, and staffing information to the City EOC. All communications with the field units of that department will be directed to the DOC who will then relay situation and resource information to the City EOC. DOCs act as an intermediate communications and coordination link between field units and the City EOC.

Currently, no city department operates a DOC.

3.8. Roles and Responsibilities
The following section describes roles and responsibilities for organizations supporting emergency responses.

3.8.1. City Departments
Below is a list of city departments and their role in emergency response:

Item K.1
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City Attorney – Compliance and legal advice for EOC Management Team. Assist with ratification of local emergency and emergency orders. Acts in an advisory role to the EOC Director and the Policy Group.

City Council – Proclaim and/or ratify a local emergency, approve emergency orders and serve as City Official. Act in an advisory role to the City Manager.

City Manager’s Office – The City Manager leads the Policy Group and is the interface between the EOC and the City Council. Provides staff to serve as the EOC / Joint Information Center (JIC) Public Information Officer (PIO) and appoints staff to special projects. Oversees the City’s emergency services function and provides staff to manage the EOC facility and assist EOC response team with SEMS/NIMS process and protocols. The City Manager has the authority to activate the EOC and mobilize staff.

Planning – Provides staff to the Management Section’s Policy Group and to the Business Operations Section to interface between city businesses and the City.

Administrative Services – Provides staff to the Management Section’s Policy Group and to the Finance & Administration Section to serve as Section Chief, Cost Recovery Documentation Unit, and Cost Analysis Unit. Additionally, provides staff to the Logistics Section for the Information Technology (IT) Unit, Communications Unit and the EOC Systems Support Unit.

Fire District – Provides staff to the Management Section’s Policy Group, EOC Director (Fireled event) and to the Operations Section to serve as Section Chief and/or Fire Branch.

Human Resources – Provides staff for the Management Section’s Policy Group and Safety Officer. May staff the Personnel Unit under the Logistics Section or the Compensation and Claims Unit under Finance.

Parks and Recreation – Provides staff to the Management Section’s Policy Group. May staff the Mass Care under Operations Section and/or Facilities Unit in the Logistics Section.

Police Department – Provides staff to the Management Section’s Policy Group, EOC Director (Law Event) and to the Operations Section to serve as Section Chief and/or Law Branch.

Public Works and Engineering – Provides staff to the Management Section’s Policy Group and to the Operations Section to serve as the Public Works Branch. Additionally, provide staff to the Operations Section to serve as the Utilities Unit.

3.8.2. Special Districts, Private, and Non-Profit Organizations Volunteers
Depending on the event, EOC personnel can be composed of private and Non-Governmental Organizations (NGOs) who have technical expertise. As staff become available, volunteers will be incorporated into EOC operations.

Private Sector EOC Representatives
Item K.1
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Private sector organizations play a key role before, during, and after an emergency. Private Sector Representatives can be composed of power, communication networks, transportation, security, and numerous other services upon which both response and recovery are particularly dependent.

Non-Governmental Organizations
NGOs play an important role before, during, and after an emergency. NGOs such as the American Red Cross (ARC) and The Salvation Army are vital partners in supporting and promoting emergency preparedness, disaster response and mutual assistance.

3.9. Emergency Proclamations
The following section describes the authority and process to proclaim a local emergency.

3.9.1. City Proclamations
A Local Emergency may be proclaimed by the City Council or by the City Manager, serving as the Emergency Manager as specified by Orinda Municipal Code Chapter 2.32.090. A Local Emergency proclaimed by the City Manager must be ratified within seven (7) days. The governing body must review the need to continue the proclamation at least every 14 days until the Local Emergency is terminated. The Local Emergency may be terminated by resolution as soon as conditions warrant or terminates by expiration after 14 days.

Proclamations are normally made when there is an actual incident, threat of disaster, or extreme peril to the safety of persons and property within the City caused by natural or technological situations. The proclamation of a Local Emergency provides the governing body with the legal authority to:
• Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency, provided that such rules and regulations must be confirmed at the earliest practicable time by the City Council • Obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property, and to bind the city for the fair value thereof and, if required immediately, to commandeer the same for public use • Require emergency services of any city officer or employee and, in the event of the proclamation of a state of emergency in Contra Costa County or the existence of a state of war emergency, to command the aid of as many citizens in the Orinda community as he or she deems necessary in the execution of his or her duties, such persons to be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster service workers
• Requisition necessary personnel or material from any city department or agency • Execute all ordinary powers of the City Manager, all of the special powers conferred upon them by this chapter, or by City Council resolution or by the City Emergency Plan adopted by the City Council, and all powers conferred by statute, by an agreement approved by the City Council, or by any other lawful authority Item K.1
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When the City proclaims a Local Emergency, they will notify the Contra Costa Operational Area EOC. The Local Emergency Proclamation will be sent to the Contra Costa Operational Area EOC. Requests for Fire and Law Enforcement mutual aid will be made through existing Regional Mutual Aid Coordinators that may be present at the Operational Area EOC. Other requests for mutual aid will be made through the Operational Area EMMA Coordinator.

3.9.2. State of Emergency
A State of Emergency may be proclaimed by the Governor when:
• Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the state caused by natural or technological incidents • The Governor is requested to do so by local authorities • The Governor finds that local authority is inadequate to cope with the emergency • Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any city, city and county, or county for outside assistance When a State of Emergency has been proclaimed:
• The Governor shall, to the extent deemed necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area
• The Governor may suspend the provisions of orders, rules, or regulations of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business
• The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of their office • The Governor may promulgate, issue, and enforce orders and regulations deemed necessary

3.9.3. State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, additionally:
• All State agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of his authority as provided for in the Emergency Services Act Item K.1
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3.10. Alert and Warning
Alert and Warning is the process of alerting governmental forces and the public to the threat of imminent extraordinary danger. Depending upon the nature of the threat and the population group at risk, warning can originate at any level of government. Success in saving lives and property is dependent upon timely dissemination of warning and emergency information to persons in threatened areas. Local government is responsible for warning the population within their jurisdiction. Government officials accomplish this using various warning systems and processes such as the police dispatch center or the Operational Area communications center.

3.10.1. Integrated Public Alert and Warning System (IPAWS) The IPAWS is an architecture that unifies the U.S.’s Emergency Alert System (EAS), National Warning System, Wireless Emergency Alerts, and National Oceanic and Atmospheric Administration (NOAA) Weather Radio under a single platform. IPAWS is designed to modernize these systems by enabling alerts to be aggregated over a network and distributed to the appropriate system for public dissemination.

3.10.2. Emergency Alert System (EAS)
The EAS is designed for the broadcast media to disseminate emergency public information. This system enables the President and federal, state, and local governments to communicate with the public through commercial broadcast stations. EAS is operated by the broadcast industry on a voluntary basis per established and approved EAS plans, SOPs, and the rules and regulations of the Federal Communications Commission (FCC). EAS can be accessed at federal, state, and local levels to transmit essential information to the public. Message priorities under Part

73.922(a) of the FCC’s rules are as follows:
• Priority One - Presidential Messages (carried live)
• Priority Two - EAS Operational (Local) Area Programming • Priority Three - State Programming
• Priority Four - National Programming and News
State programming originates from the California State Warning Center (CSWC) and is transmitted throughout the State using the State's California Law Enforcement Radio System (CLERS) VHF/UHF radio relay stations. CLERS is a microwave interconnected radio repeater system with statewide coverage.

It is managed by Cal OES and provides a point-to-point (fixed and temporary mobile base) or dispatch-to-dispatch communications and mobile and portable communications for interagency coordination among State and local law enforcement agencies. CLERS also serves as one delivery method of the EAS for the State and as an alternate alert system for Operational Areas.

The State message priorities are as follows:
• Priority One - Immediate and positive action without delay is required to save lives Item K.1
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• Priority Two - Actions required for the protection of property and instructions to the public requiring expedient dissemination
• Priority Three - Information to the public and all others Emergency information is broadcast directly through the transmitters to all broadcasters in the City simultaneously and to special districts and businesses with more than 100 employees who by law must monitor this frequency. Emergencies that may warrant an alert include an avalanche, child abduction emergency, civil danger or emergencies, evacuations, law enforcement or fire warning, radiological or hazardous materials warnings, flash flooding, and severe weather warnings.

The City is included in the FCC Emergency Alert System Plan for the San Francisco Bay Area California Counties of Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano, and Sonoma. Local EAS voice and video broadcasts are accomplished at the Contra Costa Operational Area EOC.

The monitor assignments are as follows:

STATION MONITORS
LP1 KCBS 740 KQED 88.5, KSJO-FM 92.3, NWS 162.400mhz, CLERS 453.875mhz and Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY(FM) 92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420.

LP1S KSOL 98.9 KQED 88.5, KSJO-FM 92.3, NWS 162.400mhz, CLERS 453.875mhz and Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY (FM) 92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420. (KSOL has agreed to translate all EAS messages into Spanish.) LP2 KQED 88.5 KCBS 740, KSJO(FM) 92.3, NWS 162.400mhz, CLERS 154.710mhz and Sacramento-Sierra Local Area; 1 of the following: KFBK 1530, KSTE 650, KGBY (FM) 92.5, KEDR(FM) 88.1, KSTN(FM) 107.3, or KSTN 1420.

LP2 KSJO (FM) 92.3 KCBS 740, KQED 88.5, NWS 162.400mhz CLERS 154.710mhz and (recommended) the Monterey Bay Counties LP1, LP2. LP2
KZST(FM) 100.1 KCBS, KQED, NWS, CLERS Sonoma County
All other LP and KCBS 740, KQED 88.5 (required) Cable TV firms NWS 162.400mhz, CLERS 154.710mhz (recommended)

3.10.3.Wireless Emergency Alert (WEA)
WEA is a public safety system that allows customers who own certain wireless phones and other enabled mobile devices to receive geographically targeted, text-like messages alerting them of imminent threats to safety in their area. WEA enables government officials to target emergency alerts to specific geographic areas, e.g., six (6)-square blocks.

Wireless companies volunteer to participate in WEA, which is the result of a unique public/private partnership between the FCC, FEMA, and the wireless industry to enhance public safety. Authorized national, state, or local government authorities may send alerts regarding Item K.1
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public safety emergencies, such as evacuation orders or shelter-in-place orders due to severe weather, a terrorist threat, or chemical spill using WEA.

The alerts from authenticated public safety officials are sent through FEMA's IPAWS to participating wireless carriers, which then push the alerts to mobile devices in the affected area.

Cell service customers do not need to sign up for this service. WEA allows government officials to send emergency alerts to all subscribers with WEA-capable devices if their wireless carrier participates in the program.

In Orinda, a WEA can be distributed through the Operational Area.

3.10.4.California State Warning Center
The CSWC is staffed 24 hours a day, seven (7) days a week. The mission of the CSWC is to be the central information hub for statewide emergency communications and notifications. The CSWC is staffed with Emergency Notification Controllers, Emergency Services Coordinators, and Senior Communications Coordinators. The CSWC serves as a highly reliable and accurate “one-stop” resource for emergency management, law enforcement, and key decision-making personnel throughout the State. The CSWC can be reached at (916) 845-8911.

The CSWC has the responsibility to receive, coordinate, verify, and disseminate information pertaining to events which occur within California or that could affect California. Information received by the CSWC is coordinated between Cal OES and other sources to ensure that the information which is disseminated is both timely and accurate.

The following is a list of current functions and responsibilities of the CSWC:
• Facilitates multi-regional and statewide AMBER Alerts • Carries out critical incident notifications, warnings, and tactical alerts to all involved agencies and organizations
• Conducts computer crime incident notifications
• Conducts homeland security incident notifications
• Conducts hazardous material notifications
• Monitors natural disasters and coordinates emergency response • Monitors and maintains state and national emergency response communications • Conducts Governor and executive staff notifications
• Facilitates toxic callouts (drug labs)
Procedures have been established for the handling of such incidents as:
• Hazardous Materials Spill Reports
• Earthquakes
• Tsunamis
• Floods
Item K.1
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• Major fires
• Missing or overdue aircraft
• Search and rescues
• Radiation incidents
• Nuclear Incidents
• Weather watches and warnings
• Train derailments

3.10.5. National Warning System (NAWAS)
NAWAS is a dedicated wire-line system that provides two-way voice communications between the federal warning center, state warning points and local warning points. If the situation ever presents itself, NAWAS is a nationwide system developed to send warnings of impending attack throughout the nation. The system may be activated from two federal facilities that are staffed 24 hours a day: The National Warning Center (Colorado Springs, Colorado) and the Alternate National Warning Center (Olney, Maryland).

The California State Warning System is used by the State to monitor all state-wide alert and warning activities. Both state and federal circuits are monitored 24 hours a day at the National Warning Center, the alternate point, and each of the local warning points. Circuits then extend to county warning points. Counties not on this system will receive warning through other means (normally over the California Law Enforcement Telecommunications System [CLETS]).

Backup communications systems for the California State Warning Center alert and warning program include:
• CESFRS - California Emergency Services Fire Radio System • CESRS - California Emergency Services Radio System
• CLEMARS - California Law Enforcement Mutual Aid Radio System • CLERS - California Law Enforcement Radio System
• CLETS - California Law Enforcement Telecommunications System NAWAS is an integral part of the tsunami alerting system. Reports of major earthquakes occurring at any point in the Pacific Basin, which may generate seismic sea waves, are transmitted to the Honolulu Observatory for evaluation. The Observatory staff determines action to be taken and relays it over the NAWAS circuits to inform the West Coast states. The state NAWAS circuit is used to relay the information to local Warning Points in coastal counties. This information is also transmitted to local jurisdictions over appropriate radio systems, teletype, and telephone circuits to ensure maximum dissemination.

3.10.6.National Weather Service (NWS)
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The CSWC works alongside the NWS to provide weather, hydrologic, and climate forecasts and warnings for California for the protection of life and property and the enhancement of the national economy. Warnings are provided for flooding, high winds, tornados, severe heat, rain, snowstorms, and other meteorological and hydrological events. The NWS uses the Common Alert Protocol (CAP), an XML-based information standard, to facilitate emergency information sharing and data exchange across local, state, tribal, national, and non-governmental organizations of different professions that provide emergency response and management services. The NWS provides a subscriber-based registry that delivers warnings via email and SMS message.

The NWS, in conjunction with other agencies, operates the California Nevada River Forecast Center (CNRFC). The CNRFC provides river and flood forecasts and warnings for the protection of lives and property.

The NWS Weather Radio All Hazards transmitters broadcast on one (1) of seven (7) VHF frequencies from 162.400 MHz to 162.550 MHz frequencies. The NWS can also access NAWAS to announce severe weather information. Advisories and emergency warnings for the City are issued out of the San Francisco / Monterey Bay Area Weather Forecast Office located at:
21 Grace Hopper Avenue, Stop 5
Monterey, CA 93943-5505
Phone: (831) 656-1725

3.10.7. Contra Costa County Community Warning System
The Community Warning System (CWS) is Contra Costa County's official emergency alert system and alerting authority. CWS alerts may be issued at the request of authorized public safety officials, including law enforcement, fire agencies, emergency management personnel, and public health officials, to warn people in affected areas that they are, or may soon be, in danger and should take immediate protective action to protect life, health, and property.

CWS utilizes multiple alerting methods, including the County's mass notification system (voice, text, email), outdoor warning sirens in refinery-impacted areas, and FEMA's Integrated Public Alert and Warning System (IPAWS), which provides access to Wireless Emergency Alerts (WEA) and the Emergency Alert System (EAS). Through established partnerships and alerting procedures, CWS also coordinates with the National Weather Service (NWS) and other public safety partners to support the dissemination of weather-related warnings and emergency information affecting Contra Costa County.

A CWS alert can provide basic information about an emergency and informs the public of the protective actions necessary to protect life and safety. Examples of protective actions include Shelter-in-Place, Prepare to Evacuate, Evacuate Immediately, Move to Higher Ground, Avoid the Area, or other emergency instructions appropriate to the incident.

CWS is intended for emergencies that require immediate public protective action and is not used for general advisory or informational messaging. Examples of advisory messages include traffic notifications, planned utility work, community event notices, or other non-actionable awareness communications.

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The City of Orinda may utilize Nixle and other City communication channels to provide advisory, informational, and community awareness messages. Nixle serves as a supplemental communication tool and does not replace the Community Warning System for emergency alerts requiring immediate protective action.

3.10.8. Wireless Priority Service (WPS) and Government Emergency Telephone System (GETS)
WPS is a federal program that provides authorized personnel with priority access to cellular networks during emergencies or times of network congestion. WPS is intended for individuals who are responsible for national security and emergency preparedness communications, such as government leaders, first responders, and emergency management officials. When cellular networks become overloaded, WPS allows these users to have their calls queued for priority completion, increasing the likelihood that their critical communications are connected.

GETS is a complementary program to WPS, designed to ensure that essential landline calls made by key government and emergency personnel go through during network congestion. GETS provides priority access and processing in the public telephone network, utilizing a unique access code and personal identification number. Like WPS, GETS is intended for those with national security or emergency preparedness responsibilities, helping maintain operational communications when the public telephone system is under stress.
• WPS – Priority access for wireless/cellular calls
• GETS – Priority access for landline telephone calls
Both services are managed by the U.S. Department of Homeland Security and are vital tools for maintaining reliable communication during disasters, large-scale emergencies, or periods of significant network congestion.

3.10.9. Radio Amateur Civil Emergency Services (RACES)
Contra Costa County has a volunteer RACES group. RACES is sponsored by FEMA and operates according to FCC rules (Part 97 Amateur Radio Service).

It is a volunteer organization of licensed amateur radio operators who donate time, energy, skills, and use of personal equipment for public service.

In Contra Costa County, RACES is part of the Contra Costa County Sheriff’s Office of Emergency Services communications unit. All RACES members must pass the standard Sheriff's Office background check and are sworn DSWs. RACES members may provide communications support using amateur radio, cellular and regular phones, computers, e-mail, facsimile, internet, microwave, public service radio, satellite, television, and video-conferencing systems as well as field and in-office support of personnel. RACES communications serve the Operational Areas as a back-up communications service in time of disaster.

RACES may also be assigned to support cities and special districts by agreement with the Sheriff's Office. Members that are assigned to duty stations in cities and special districts must comply with the local agency’s policies and procedures while supporting their needs. These local Item K.1
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agencies will coordinate activation of RACES members with the Sheriff's Office. RACES may also be requested as a part of the mutual aid system during a disaster if a local agency’s resources are overwhelmed or they have lost primary communications capabilities. Mutual aid requests will be forwarded to the Operational Area Logistics Section by the local agency. A network of amateur radio volunteers may also be established by the City.

3.10.10. Nixle
Nixle is a public safety communications platform used by government agencies, law enforcement, emergency management, and other public safety organizations to send real-time, localized alerts to residents. Through Nixle, agencies can distribute information about emergencies, safety hazards, missing persons, severe weather, and other critical community events via text messages, emails, and online posts. Community members can sign up for Nixle alerts to stay informed about local safety updates and emergency instructions specific to their area.

3.11. American Disabilities Act: Populations with Disabilities and Other Access and Functional Needs
While disasters can be challenging for all involved, these challenges can be more significant for individuals with disabilities, including those with access and functional needs. Several recent disasters have illustrated the need for emergency planning and response operations to take people with disabilities into account. For example, 70% of the casualties from Hurricane Katrina and the flooding it caused were at least 60 years of age, and 49% were at least 75 years of age. In Hurricane Katrina and other disasters, some victims with functional needs or other disabilities could not evacuate because they lacked access to transportation or other necessary assistance. In a few instances, such individuals could obtain transportation but were deceased because the transportation operators did not take the necessary safety precautions. As a community that places high importance on inclusion and meeting the needs of all individuals, Orinda is committed to ensuring that disaster planning, emergency response, and recovery operations consider the needs of the City’s disabled population.

The U.S. Census Bureau estimated that in 2021, approximately 9.5% of the community’s population had some form of disability, including 73% of individuals at least 65 years of age.

The most common disability in Orinda is ambulatory difficulty, and other forms of disability may include hearing or vision challenges, cognitive difficulties, or difficulties with self-care and independent living. Some community members may have multiple disabilities, while others may not be officially recognized as having a disability but may still have special care needs.

3.11.1. Planning Considerations for Functional Needs Populations Individuals with disabilities may be unable to perform tasks that others may take for granted, including tasks that are necessary for staying informed during a disaster or evacuating an area.

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For example, individuals with hearing limitations may not be able to hear disaster alerts or warnings; persons with visual limitations may not be able to navigate areas with accumulated debris or other obstacles; and persons with mobility challenges may not be able to climb up or down stairs to evacuate a building. Additionally, persons with cognitive difficulties may not be able to fully comprehend or respond to emergency conditions. When developing plans for emergency response and recovery operations, including plans such as the EOC Action Plan and IAP that are developed after the emergency situation has occurred, it is vital to include special considerations for persons with disabilities. City staff conducting emergency planning activities should consider the following challenges faced by disabled persons and identify ways to minimize or eliminate these challenges:
• Persons with disabilities may not be able to receive notifications of disaster conditions or evacuation orders (e.g., as a result of visual or hearing impairments), or may have a cognitive difficulty that impacts their ability to adequately respond to the notification • Some persons with mobility challenges may not be able to exit a building and move to a safe area within a reasonable period of time
• Individuals with disabilities may have special needs for supplies and equipment, including medicine and medically necessary devices. Consider whether these individuals will have access to these resources in shelters. If people will need to supply these resources themselves, consider whether they can reasonably carry the supplies and equipment they need when evacuating
• Persons with disabilities may require special infrastructure in basic facilities, such as restrooms and showers, which can accommodate persons with mobility challenges.

Ensure that care or shelter facilities are able to meet these needs In order to effectively plan for persons with disabilities in an emergency situation, City staff should analyze the needs of persons with disabilities prior to emergencies occurring and develop ways to effectively address these challenges, such as determining what population will need medical devices (i.e., Oxygen Tanks) during emergencies. Staff should create an option for community members with special needs to self-identify in advance of an emergency, during, and after a disaster has occurred. This allows for a more effective emergency plan and a better understanding of the resources needed, leading to a more informed action plan.

This work should include building partnerships with community and advocacy groups that represent disabled individuals and work closely with them. It is important to work with institutional and industry groups who are not necessarily traditionally involved in emergency planning efforts but are able to offer timely and important support. Orinda staff can learn from the knowledge, experience, and resources that individuals with disabilities and those who work with them are able to offer, which may lead to creative solutions to potential problems before emergency situations develop. These cooperative planning efforts also help to educate disabled individuals and emergency responders about realistic expectations of service during emergency response and recovery activities.

3.11.2. Communications Considerations for Access and Functional Needs Populations
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Orinda emergency planning and response staff should be aware that individuals with disabilities may be unemployed, socially or physically isolated, or in other ways less connected to society than other community members. As a result, disabled individuals may be less likely to receive important information about emergency situations in a timely fashion. City personnel must ensure that all emergency-related communications are released with sufficient time for disabled persons to receive, process, and act upon the information as needed. This should include information released well before the emergency (e.g., preparedness information), alerts and warnings about potential and pending emergency situations, information while an emergency is ongoing, and information during recovery activities.

Staff should ensure that all messages and materials to improve emergency preparedness include information for disabled persons and that such items are presented and distributed in a way that disabled individuals can easily access and understand. While some of these considerations may be more obvious (e.g., avoiding putting critical information in small text or other formats that individuals with visual limitations may not be able to read), some may be less readily apparent to staff. For example, the text messages displayed on a television screen as part of an EAS message should not interfere with closed captioning text or sign language translations. Emergency telephone hotlines that allow community members to call in and receive information should include TTY/TDD systems (teletypewriter / Telecommunications Device for the Deaf) that some individuals with disabilities use; essential information should also be conveyed in a format that some individuals with cognitive challenges can follow.

3.12. Animal Considerations
The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs that state and local emergency preparedness plans address the needs of people with pets and service animals prior to, during, and after a major disaster.

The Contra Costa County Animal Services Office (Animal Services) provides animal control services for the City. Animal Services is responsible for the care of all strayed, injured, abandoned, and unwanted animals for unincorporated Contra Costa County and contract cities. It is located at 4800 Imhoff Place Martinez, CA 94553.

Contra Costa Animal Control Contact Info
24 Hour Emergency: 925-608-8400
Main Desk Phone: 925-608-8400 (Tuesday-Saturday)
During an emergency, Animal Services is responsible for the coordination of housing and food/water for pets at established city shelters. Additionally, Animal Services may assist with animal evacuations.

3.13. Continuity of Government
Appendix H contains information on continuity of government including alternative seats of government, lines of succession, the City Council continuity, and vital records maintenance.

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4. Emergency Operations
This section provides details on operating procedures and essential elements of incident management to meet the particulars of the City’s emergency organization and operations while aligning with Concept of Emergency Operations described in Section 3.

The City’s emergency organizational structure includes field response by the Police Department, Public Works staff, and other staff who may respond directly to an incident. Moraga-Orinda Fire District provides field level response for firefighting and emergency medical services. The City also supports the local government level in the SEMS by activating and staffing an EOC.

4.1. Emergency Organization
The City EOC is the focal point for managing incidents that cannot be dealt with by activity solely at the field level. The EOC then functions to support Incident Commander(s) at the field level by providing information collection, analysis and dissemination, resource prioritization and allocation, and organizing logistics support. The EOC may be supported by DOCs that manage their own response resources.

Figure 4-1 Depicts the City’s emergency response organization.

Figure 4-1: City Emergency Response Organization
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4.2. Emergency Operations Center (EOC)
EOC Priorities
The City EOC is organized to manage, coordinate, and support emergencies using SEMS. ICS, which is incorporated into SEMS, provides for management of emergencies in the field based on a command-and-control approach. The City uses ICS for EOC operations based on a management approach.

Priorities for EOC activities, regardless of hazard, are:

1. Life/Safety

2. Incident Stabilization

3. Property Preservation

4.2.1. Purpose and Functions of the EOC
The purpose of the City EOC is to provide a facility from which the organization’s response to an emergency can be effectively coordinated. During an emergency, the EOC will provide a single focal point for centralized activities including:
• Decision-making at the strategic level
• Management of information by developing, maintaining, displaying, and disseminating Situational Awareness of the incident
• Resource support to identify, obtain, and manage City and other resources for emergency operations
• Providing logistics support when multiple incident commands require coordination • Performing accounting and recordkeeping to track disaster costs • Providing liaisons to other organizations
The EOC performs these tasks by communicating across departments, agencies, and jurisdictions to relieve on-scene command of the burden of external coordination, resource allocation, as well as information collection, verification, and dissemination. The decisions made through the EOC are designed to be broad in scope and offer guidance on overall priorities.

The EOC is operated by City and other staff that are specially trained to perform their ICS position roles in emergency management. They provide support to Incident Commanders and DOCs, conduct public notification and warning, provide incident emergency and public communications, and manage resource coordination. The EOC facility has specialized equipment, information systems, and various tools that in conducting City-wide emergency response operations.

The EOC does not directly manage or command incidents. Field level emergency responders, such as the Police, Fire, and Public Works Departments are managed by on-scene incident commander(s). The role of the EOC is to collect, validate and organize incident information and Item K.1
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to provide for the overall coordination of resources required during response and recovery operations.

Tasks performed by the EOC and processes to complete them are more fully described in Appendix C, EOC Operations and Detailed Position Checklists.

4.2.2. EOC Locations
The City EOCs are located at:

Primary EOC:

Orinda City Hall
22 Orinda Way, Orinda CA 94563
Alternate EOC:

Wilder Art and Garden Center
20 Orinda Fields Ln, Orinda, CA 94593
Alternate EOC:

MOFD Station 44
295 Orchard Way, Orinda, CA 94593
Alternate EOC:

Orinda Community Center
28 Orinda Way, Orinda, CA 94593
In the event the primary EOC is not functional, the decision to activate and staff an alternative EOC location will be made based on the safety, accessibility, and suitability of the facility. The alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. If the primary EOC is unusable before its activation, staff members will be asked to report to the alternate EOC site. The EOC Logistics Section will arrange for relocation of EOC staff members to the alternate EOC. All field Incident Commanders will be notified of the transition to the alternate EOC.

4.2.3. EOC Activation and Deactivation
Activation of the City EOC is determined based on the nature and severity of an emergency. The EOC may be activated at the direction of the City Manager or at the County.

Activation
Depending on the severity of the emergency, the EOC may be activated either partially or fully.

Under a partial activation, the EOC Director will determine which EOC positions are required (a list of EOC staff positions is provided in Appendix C). In a full activation, all EOC positions identified in Appendix C will be staffed. See Appendix D for specifics on EOC rosters, contact information, and notification.

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Should an activation be needed after hours, EOC staff may self-activate or may begin seeking more information on the impact to the City. After assuring the safety of their own families and homes, EOC staff should contact their direct supervisor for information and further instructions.

The EOC will be staffed for the initial response and initial activation periods; positions may be released as the incident stabilizes and the need for specific skill sets changes.

Key to making staff notification processes effective are accurate staff contact information and early decision making on the appropriate staff to notify of an emergency. The City utilizes Nixle for staff and stakeholder emergency notification groups and rosters. It will generate notifications on multiple communication methods—voice, email, or text messages.

A self-evident disaster, such as a major earthquake, does not require instruction from the EOC Director to activate the EOC. Under such circumstances, in the absence of affirmative direction, and where there is an inability to reach City leadership, members of the EOC Team are to deploy to the designated EOC facility.

Activation Levels
Level 3: Duty Officer/Standby – At the information level, City operations staff track the incident for possible impacts on operations and monitor for potential escalation.

Level 3 emergencies may include:
• Any on-the-job recordable incident
• Minor fire at a City facility or within the City limits where on-site resources are deemed sufficient to handle the event and there are no serious injuries • Severe weather conditions that warrant monitoring because of potential to do significant damage to infrastructure or injure residents
• Any incident where the facility’s emergency response actions include the assembly and shelter-in-place of all on-site personnel as a precaution to protect their health and safety • Any event that has a reasonable potential to escalate in scope and thereby harm the City’s communities, reputation, assets or employees, and population, including an event in a neighboring jurisdiction or facility
• County Department of Public Health warning of a potentially harmful disease outbreak Level 2: Partial Activation – The EOC Director and potentially assigned EOC staff are notified of a Level 2 emergencies regardless of time of day, to establish their availability, review planning, heighten preparedness, share information, and establish an information network for status tracking and reporting. The EOC is not activated for a Level II emergency, although some staff may report during non-normal working hours and many staff may interrupt normal business activities to address the incident.

Level 2 emergencies may include:
• Loss of life to a City employee or injury to five (5) or more City staff during a single incident
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• Loss of critical infrastructure that may potentially threaten the life or health of City residents or severely disrupt normal City services
• Damage of more than $100,000 at a City-owned facility • Severe weather conditions that warrant monitoring because of likelihood to do significant damage to infrastructure or injure residents
• Contra Costa County’s CWS messaging that City residents may be in danger of being impacted by an emergency
• Potential terrorist threat against City infrastructure or population • County Department of Public Health warning of a pending harmful disease outbreak Level 1: Full Activation – The EOC is normally activated when a Level 1 emergency occurs.

Each incident is evaluated for its severity and the need for EOC operations. This level of activation can occur immediately upon initial notification or as an event escalates from a lower activation level. Level 1 emergencies will likely require resources beyond the City’s normal control. They may be regional in nature and require extensive interagency coordination. The EOC may be fully or partially activated. EOC staff will normally include, at a minimum, an EOC Director, Operations and Planning Section Chiefs, and a Public Information Officer.

A self-evident disaster, such as a major earthquake, does not require instruction from the EOC Director to activate the EOC. Under such circumstances, in the absence of affirmative direction, and where there is an inability to reach City leadership, members of the EOC Team are to deploy to the designated EOC facility.

Level 1 incidents include:
• Large wildfire events impacting residents
• Major regional earthquake
• Contra Costa County’s CWS messaging that City residents are in danger of being impacted by an emergency
• NWS warnings of severe weather conditions that are predicted to cause significant damage to infrastructure or potentially injure residents • Disruption of critical infrastructure that threatens the life or health of City residents or severely disrupt normal City services
• Credible terrorist threat against City infrastructure or population • County Department of Public Health warning of a harmful disease outbreak • Any event that is judged by the EOC Director to warrant a Respond Level activation Deactivation
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The EOC will operate until a determination is made by the EOC Director to return to normal operations. EOC operations may be downgraded from a full or partial activation to a reduced level. When the EOC is deactivated or the activation level is downgraded, all internal and external contacts informed of the initial activation will be notified. Appropriate contact phone number(s) will be provided to external partners (special districts, county, State, NGO, or private) upon deactivation to ensure continuity of access as additional support or informational needs may arise.

For incidents that require recovery operations, the EOC may transition to a recovery operations center which is likely to operate during normal business hours. Additional information on recovery operations is contained in
Appendix G.

Disaster Service Workers (DSW)
According to Chapter 8, Division 4 of Title 1, Section 3100 of the California Government Code, all public employees are hereby declared to be DSWs, subject to such disaster service activities as may be assigned to them by their superiors or by law. In the event of a local emergency, under California State statute, the Director of Emergency Services may require the emergency services of any City officer or employee and may requisition necessary personnel or materials of any City department or agency.

During a disaster, City employees may be unable to report to work due to injury, imminent danger to themselves or family, road closures, collapsed bridges, or other structural damage. The City expects DSWs to make every reasonable effort to report as requested without jeopardizing themselves or their families.

Although all City staff are DSWs, it is not advised that Orinda employees report to another jurisdiction to work during a disaster. Memoranda of understanding /agreements have not yet been developed that would allow for the City employees to receive compensation for working at other cities or local governments unless assigned as mutual aid.

Emergency Reporting Procedures
If a disaster occurs during the regular workday, all staff should contact their immediate supervisor for instructions or return to the office and await further instructions. The City uses the Nixle to provide notification to City staff of emergency activations. Before an emergency occurs, employees should be informed of when and where they should report for duty following a disaster. Employees reporting for duty from outside the City should be aware that routes through and access to disaster areas may be closed and be prepared to show proper City identification and explain the purpose for gaining entry to the area upon request by any law enforcement official.

Employees with assignments in the EOC should report to the EOC or alternate EOC, whichever is activated. Employees who are not assigned to the EOC who are recalled for duty following a disaster should report immediately to their normal department or alternate location as designated for emergency instructions.

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If telephones are not operating, employees should listen to the radio for emergency information to determine the extent of damage and instructions. During working hours, employees should report to their emergency assignment location and await instructions.

The City will attempt to notify employees via Nixle with instructions on reporting for duty after normal working hours and weekends/holidays. Once notified, employees should ensure the wellbeing of their family and report as directed. If reports indicate extensive damage within the City, employees assigned to EOC positions should make every effort to determine the status and location of the activated EOC.

Self-Deployment Procedures
Previous emergencies have led to the recognition that there are certain conditions requiring EOC designated personnel to self-deploy to the EOC. While this is contrary to the conventional emergency management practice to not self-deploy during a disaster, in the absence of an automated notification system or functioning communications systems (landline phones, cell phones, internet, etc.), experience has shown that some emergencies warrant self-deployment to the EOC.

Self-deployment conditions would include an incident or event that renders alerting and communication methods inoperative or severely degraded. In the City area, this could include an earthquake with extended power outage, other incidents such as a cyber-attack accompanied by regional loss of power or severely degraded communications infrastructure. In these types of circumstances, primary EOC staff should self-deploy to the EOC unless it is known that the facility or area is inaccessible or unsafe. If the primary EOC is not operational, staff should report to the alternate EOC.

Emergency Work Provisions
The City may provide accommodations for staff required to report to the EOC following a disaster. Meals may be provided on a limited basis, and sleep areas may be designated for employees that need to rest. Special provisions required by emergency workers should be requested through supervisors in the EOC.

4.2.4. EOC Organization
City staff and other personnel who operate the EOC are known collectively as the EOC Team.

The EOC Team includes staff with either technical ability or decision-making authority to support life safety response activity, protect property and restore essential City services after an incident.

Staffing is a function of the scope and scale of the emergency and requirements for effective response; therefore, not all identified EOC positions will necessarily be staffed in the event of activation. City personnel, who are not designated as members of the EOC Team, may be directed to move to other facilities or workstations or may be advised to remain at or return home pending further instructions.

Policy Group
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The Policy Group consists of all City Council members. Their Legal Advisor is the City Attorney who will assist the EOC Director and the Policy Group as needed. The Policy Group is responsible for assisting the EOC Director in the development of policy, overall strategy, and rules, regulations, proclamations, and orders. It is not responsible for carrying out the operational or tactical matters of the EOC. That responsibility solely remains with the EOC Director.

The EOC organizational structure through SEMS and NIMS supports this process.

Questions to consider:
• What location(s) or geographical area(s) have been affected? Is this likely to change? • How many people are threatened, affected, injured, or deceased? • Are any City assets or facilities damaged?
• What response actions have already been taken?
• Has the Operational Area EOC been activated?
• What other jurisdictions, agencies and organizations are currently responding to the incident?
• What are the likely long-term impacts on City residents and on the ability of the City and other organizations to provide essential services?
Activities:
• Monitor executive issues (business and finance, media, information systems, or risk management). Let the City’s operational managers coordinate the response in the field and EOC within their areas of expertise. At the executive level, watch for emerging issues related to overall continuity of operations, media issues, risk management concerns, and other enterprise-wide considerations
• Proclaim and/or ratify and cancel a local emergency and cancel the proclamation. • Support the JIC or the PIO to Develop and Implement External Messaging • Brief the PIO as needed on policy issues. The PIO will be responsible for reviewing the immediate situation and issues, developing a public information plan, and initiating external messaging
• Engage legal counsel as part of the emergency response effort • Stay apprised of legal issues as they emerge and consult with counsel as necessary and appropriate
• Host and accompany VIPs and government officials on tours of the emergency/disaster Management Section
City Council
EOC Director
Legal Advisor
(City Attorney)
PIO
(Sr. MGMT Analyst)
EOC Coordinator
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Figure 4-2: Management Group Organization
The responsibilities of the Management Section are to effectively implement response and recovery activities and to efficiently manage resources. To meet these responsibilities, the Management Section directs the following overarching objectives:
• Provide overall management and coordination of the City’s emergency response and recovery operations
• Support the Policy Group
• Coordinate with appropriate federal, state, and other local government agencies as well as private sector entities and volunteer agencies
• Establish response priorities and resolve any conflicting demands for resource support • Prepare and disseminate emergency public information to inform, alert, and warn the public
• Disseminate damage information and other essential data • Ensure that all EOC Sections are aware of and follow documentation procedures to recover all eligible disaster response and recovery costs • Review and approve the Action Plan
The Management Section consists of the following ICS positions. Detailed position checklists are contained in Appendix L.

EOC Director
The EOC Director reports to the Policy Group. The Management Staff and General Staff Section Chiefs report to the EOC Director. The EOC Director has overall responsibility of managing the emergency response in accordance with the policy guidance provided by the City Council. In concert with the EOC general staff, the EOC Director sets priorities for response efforts and establishes coordination between the City and other emergency response agencies. During EOC activation, the EOC Director has authority to authorize expenditure of funds.

Legal Advisor / City Attorney
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The Legal Advisor supports the Policy Group. The Legal Advisor prepares proclamations, emergency ordinances and other legal documents and provides legal services as required. They maintain legal information, records and reports relative to the emergency legal proceedings and participate as a member of the EOC Management Team.

EOC Safety Officer
The EOC Safety Officer is responsible for monitoring the EOC’s physical location to maintain safe conditions; and develop necessary systems and/or procedures to ensure the ongoing safety of the EOC staff.

Public Information Officer (PIO)
The PIO is a member of the Management Staff and reports to the EOC Director. The PIO conducts media monitoring and ensures that government officials, the media, and the public receive complete, accurate, and consistent information about the status of City emergency operations. The PIO also serves as the coordination point for all media contacts and releases.

Liaison Officer
The Liaison Officer reports to the EOC Director. They coordinate with representatives assigned to the EOC and respond to requests from other agencies for sending liaison personnel to other EOCs. They function as a central location for other incoming agency representatives, provide workspace, and arrange for support as necessary.

Operations Section
The Operations Section is responsible for coordination of all response elements applied to disasters or emergencies. The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as requested. The Operations Section consists of the following ICS positions. Detailed position checklists are contained in Appendix L.

Figure 4-3: Operations Section Organization
Operations Section
(Police Chief)
Police Branch
(Police SGT.)
Fire Rescue Branch
(MOFD Rep)
Public Works
(PW Director)
Mass Care Branch
(Parks and Rec Manager)
Item K.1
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Operations Section Chief (OSC)
The OSC reports to the EOC Director. The OSC is responsible for executing the operational objectives identified in the EOC Action Plan. The OSC establishes the appropriate level of Branch/Division organization within the EOC Operations Section, continuously monitoring the effectiveness and modifying accordingly. They direct coordination of all field response operations and supervise operational functions assigned to the EOC, such as Fire, Law, Medical/Health, Care and Shelter, Public Works, and Building and Safety.

The OSC requests and directs MOFD personnel who respond to the EOC to serve as Fire and Rescue Branch Director or other positions. They provide the Planning/Intelligence Section with field status reports and other incident information. The OSC determines resource requirements and provides them to the Logistics Section Chief. They conduct Operations briefings for the EOC Director and other staff as required or requested.

Law Enforcement Branch
The Police Branch reports to the OSC. They are responsible for alerting and notifying the public of pending or existing emergencies and activating all public warning systems. They coordinate movement and evacuation operations, law enforcement, traffic control operations and provide security at incident facilities. The Law Enforcement Branch coordinates incoming law enforcement mutual aid resources. They assume responsibility as necessary for Fatalities Management if the County Coroner is delayed in responding.

Fire and Rescue Branch
The Fire and Rescue Branch reports to the OSC. The Branch coordinates the prevention, control and suppression of fires and response to hazardous spills. They coordinate and support execution of urban search and rescue operations.

Public Works / Engineering Branch
The Public Works / Engineering Branch reports to the OSC. The Branch is responsible for Cityowned infrastructure and for coordinating with publicly and privately-owned utility operators.

They conduct damage assessments and provide the status of infrastructure to the Situation Status Unit. The Branch conducts response operations to protect and restore damaged or impacted City infrastructure. They manage their own resources and coordinate with the Logistics Section for procurement of support supplies, transportation, materials, and equipment.

The Branch determines the need for, and location of, general staging areas for unassigned resources. They prioritize the allocation of resources to individual incidents, monitor resource assignments, and adjust assignments based on requirements. They also distribute emergency potable water supplies and coordinate with the East Bay Municipal Utility District and Contra Costa Health on water purification notices.

The Branch is responsible for inspection and re-occupancy processes for key city facilities. They provide engineering support as requested for response activities such as urban search and rescue.

They coordinate to conduct safety assessments of damage to buildings, structures and property within the City. The Branch tags structures that are unsafe to enter or inhabit. They work with Item K.1
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the City Attorney to condemn unsafe structures that have been abandoned by owners. They review City building code and develop recommendations for building code changes.

Mass Care Branch
The Mass Care Branch reports to the OSC. The Branch identifies community care and shelter needs. The Branch coordinates with the ARC and other emergency welfare agencies to identify, set up, staff, and maintain evacuation centers and mass care facilities for disaster victims. They work with the ARC to establish and operate shelters. The Branch coordinates animal care, rescue operations, and sheltering with Contra Costa County Animal Services. The branch coordinates with Law Enforcement and the Contra Costa Office of the Sheriff for pet evacuations and animal control issues such as lost and stray pets.

Planning/Intelligence Section
The Planning/Intelligence Section collects, evaluates, and disseminates incident situation information and intelligence for the EOC, DOCs, and field response incident personnel. This Section prepares status reports, displays situation information, maintains the status of resources assigned to the incident, and prepares and documents the EOC Action Plan, based on Operations Section input and guidance from the Incident Commander/Unified Command.

Figure 4-4: Planning Section Organization
The Planning/Intelligence Section consists of the following ICS positions. Detailed position checklists are contained in Appendix L.

Planning Section Chief (PSC)
Planning Section
(Planning Director)
Situation Analysis Unit
(Senior Engineer (1))
Documentation Unit
(Associate Planner)
Resource Status Unit
(Senior Engineer (2))
Recovery Unit
(Assistant City Manager)
Item K.1
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The PSC reports to the EOC Director. The PSC directs the Section to collect, analyze, display and disseminate situation information, prepare situation status reports and develop the EOC Action Plan. They provide incident documentation collection and maintenance. The PSC supports developing analytical tools such as Geographical Information System (GIS) maps and databases. They are responsible for advanced planning for complex, long-duration incidents. The PSC reviews and confirms information that becomes intelligence for action planning. The PSC leads the After-Action Review process.

Situation Analysis Unit
The Situation Analysis Unit reports to the PSC. They collect, organize and analyze incident information from all sources. They develop and provide situational awareness based on evaluation of information. The Unit develops status reports, generates databases, creates displays for dissemination to the EOC and other organizations. They evaluate field status reports and incident action plans provided by the Operations Section. The Unit works to provide a common operating picture (COP) for development of the EOC Action Plan.

Documentation Unit
The Documentation Unit reports to the PSC. The Unit maintains an accurate and complete record of significant disaster events. They support the EOC organization by setting up and maintaining files, journals and special reports. The Unit collects and organizes written Action Plans, forms, logs, journals, and reports at completion of operational period. They activate and operate a Message Center at the EOC which assigns appropriate internal and external message routing.

The Unit provides documentation and copying services to EOC staff. They compile, copy, and distribute the EOC Action Plans and AARs.

Recovery Unit
The EOC Recovery Unit focuses on the transition from emergency response to recovery efforts following a disaster or significant incident by managing public assistance and individual assistance.

Resource Status Unit
The Resources Unit reports to the PSC. They support tracking resources and resources status. For complex, multi-operational period incidents, the Unit supports advanced planning beyond the next operational period by anticipating developing requirements and creating long-term strategies.

Logistics Section
The Logistics Section is responsible for all service support requirements needed to facilitate effective and efficient EOC and incident management including ordering resources from offincident locations. This Section provides facilities, security, transportation, supplies, equipment maintenance and fuel, food services, communications and information technology support, and emergency responder medical services, including inoculations.

Item K.1
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Figure 4-5: Logistics Section Organization
Logistics Section Chief (LSC)
The LSC reports to the EOC Director. They supervise the Logistic Section and work closely with the OSC to determine resource requirements and act to meet them. The LSC supervises technical communications and supports development of the Emergency Communications Plan. They are responsible for resource tracking and demobilization.

Communications/IT Unit
The Communications Unit reports to the LSC. They are responsible for effective communications planning as well as acquiring, setting up, maintaining, and accounting for internal and external communications equipment. The Unit prepares the Emergency Communications Plan. The Unit is in charge of all IT related request in the EOC.

EOC Supplies Unit
The Supplies Unit reports to the LSC. The Unit is responsible for resource management. The Unit identifies sources and orders incident expendable materials and equipment. They prepare and sign equipment rental agreements in conjunction with the Finance Section. They maintain records of resource requests, resource assignments, and manage mutual aid processes. They Logistics Section
(Parks and Rec Director)
Comms/IT Unit
(Assistant Engineer)
EOC Personnel Unit
(Human Resources Manager)
EOC Supplies Unit
(Rec Coordinator)
Resource Unit
(Rec Coordinator)
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identify and provide support for staging areas and maintain records of work location, activities, and resources used.

EOC Personnel Unit
The EOC Personnel Unit reports to the LSC. The Unit provides staffing resources requested in support of the EOC and Field Operations. They administer all personnel matters relating to hiring/releasing non-permanent personnel supporting incident response and recovery as well as manage travel requests and coordinating travel arrangements for personnel supporting operations either in the field or EOC.

Volunteer and Donations Unit
The Volunteer and Donations Unit process all incoming requests for volunteer support, identify, recruit and register volunteers, and affirm volunteers as DSWs. Additionally, the unit manages the collection, processing, and distribution of all donated goods.

Finance/Administrative Section
The Finance/Administration Section is established when incident management activities require EOC support to specific finance and other administrative services. Functions that fall within the scope of the Section are recording personnel time, maintaining vendor contracts, compensation, and claims, and conducting an overall cost analysis for the incident. Records maintained by the Finance Section are vital to process incident cost recovery action through the State and FEMA.

Figure 4-6: Finance/Administration Section Organization Finance Section Chief (FSC)
The FSC reports to the EOC Director. The FSC is responsible for developing a comprehensive understanding of the incident/situation from a financial perspective. They establish and maintain overall finance requirements
(e.g., source of funds, different agency spending authorities, documentation requirements, etc.) The Finance Section
(Admin. Services Director)
Cost and Purchasing Unit
(Sr. Accountant)
Time, Compensation, & Claims Unit
(Accounting Tech)
Item K.1
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FSC identifies specific finance requirements of each operational period and implements them in accordance with City fiscal policy.

Cost and Purchasing Unit
The Cost and Purchasing Unit Leader reports to the FSC. They are responsible for collecting cost information and performs cost-effectiveness analysis. They provide cost estimates and cost savings recommendations to the EOC Director. The purchasing Unit reports to the FSC. The unit is responsible for maintaining accurate and complete records of purchases, make purchases, establish contracts, and coordinate vendor contracts not previously addressed by existing approved vendor lists.

Time, Compensation and Claims Unit
The Compensation and Claims Unit reports to the FSC. The Unit processes claims made against the City as a result of an incident. They collaborate with the Safety Officer and the Legal Officer to ensure claims are directed to the Unit. They establish a claims phone-in number and arrange with the PIO to inform the media. In complex incidents, the Unit will determine the need for engaging compensation for injury and claims specialists. Additionally, the Unit is responsible for ensuring that daily personnel time recording documents, including any overtime hours, are prepared and maintained, as well as establishing time recording equipment at appropriate locations.

4.2.5. EOC Safety and Security
The EOC Security Officer will ensure all necessary security and access controls are provided at the EOC and other alternate facilities. Additional building security may be required since the primary EOC at the City Hall is a publicly accessible facility. They will coordinate with the City Police Department for security to impose a higher level of security (such as prohibiting building access to all visitors) if necessary for EOC operations.

If EOC activation is due to an earthquake, the EOC Safety Officer will ensure that all building safety inspection and reentry procedures have been followed prior to use of the facility. The City Departments of Engineering and Public Works will arrange for EOC inspection and damage assessment on a priority basis.

The EOC Safety Officer will ensure that the evacuation plan for the EOC facility is coordinated in the event that an evacuation is ordered.

4.3. EOC Action Plans
EOC Action Plans provide designated personnel with knowledge of the incident objectives and the steps required for achievement. Action Plans not only provide direction, but they also serve to provide a basis for measuring achievement of objectives and overall system performance.

Action planning is an important management tool that involves:
• A process for identifying priorities and objectives for emergency response or recovery efforts
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• Documentation of the priorities and objectives as well as the tasks and personnel assignments associated with meeting them
Appendix E provides detailed information on developing Action Plans.

4.4. Information Collection, Analysis, and Dissemination Incident situation status, operational objective, resource tracking, and other information will be shared within the EOC by using display boards and various charts mounted on the walls of the facility. Large-scale pre-printed ICS forms are ideal for this purpose. Additionally, the EOC Director will assign the Planning Section to update an Incident Briefing (ICS FORM 201) on a continual basis to provide routine briefings to EOC staff for collective situational awareness. The ICS FORM 201 should be shared with Field Incident Command Posts and the Operational Area.

The ICS FORM 201 will contain at a minimum:
• Operational period duration
• Operational objectives and their status
• Current location and status of resources
• Requests for resources from other agencies
• Key leadership status information
• Relevant maps
• Essential information to support the public
The Situation Status/Analysis Unit must ensure that all displays are frequently and accurately updated to ensure information conflicts do not arise.

To manage information effectively, the EOC will use the Information Collection and Dissemination Plan in Appendix B to develop and maintain situational awareness and track situation status. The Situation Status Report will provide City staff and other EOCs with current information regarding the operability of City facilities and ongoing response and recovery operations.

Situational Awareness
Situational awareness refers to the ability to identify, process, and comprehend the critical elements of information about what is happening as a result of an incident, or with respect to a specifically assigned mission. More simply, situational awareness means knowing what is going on around you. Situational awareness is critical for the effectiveness of decision-making in both field operations and the EOC and is critical for ensuring the safety of responders and the public.

During an emergency, the EOC Director will convene briefings on a regular basis, at which time the EOC staff will attend and provide verbal and/or written summaries of existing problems, actions taken, priorities and timetables, and potential for new issues for incorporation into the Action Plan. The situational awareness approach will take the form of consolidating situation reports, obtaining supplemental information, and preparing maps and status boards.

Item K.1
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Situation Status Reports
Status reports are essential to providing a picture of the developing emergency and response efforts. They are to be completed by the first person setting up the EOC for the initial shift and updated by the Planning Section for continuing shifts. Status reports should be included in the EOC Action Plan. The Situation Status Report template is included in Appendix E. This form will be used by the city to inform staff, the Operational Area, and other agencies and field units of the status of emergency operations, including EOC activation level, damages to facilities, operational capabilities, and resource status. Once the initial information is gathered and reported, the EOC will transmit a Situation Report for each operational period or when requested by the Operational Area.

An initial report should be made within the first two (2) to four (4) hours following an emergency and reporting should continue as long as the EOC is activated or as circumstances warrant. Within four (4) to eight (8) hours, a confirmation and update of the initial Situation Report should be made including a preliminary damage assessment and status of City response operations.

4.5. Emergency Communications
EOC staff typically communicate with external organizations using telephone and the internet.

Emergency communications systems available to EOC staff include. • Mobile Phones
• Landlines
• Amateur Radio
• Two-way Radio
• Satellite Radio
• Nixle

4.5.1. Amateur Radio
The Lamorinda Area Radio Interest Group, also known by its FCC call sign, K6ORI, is an amateur radio club serving as a volunteer emergency communications team based in the San Francisco East Bay region of California. Community members from Lafayette, Moraga, Orinda, and Canyon have organized a radio auxiliary team serving these communities.

The Moraga-Orinda Fire District has a cadre of Communication Support Volunteers that may also assist with amateur radios.

Procedures below to send messages utilizing Amateur Radio:
• Incoming messages:
- Staff completes a Message Form and brings it to Management Section for tracking - The Management Section forwards the message to its intended recipient(s) Item K.1
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• Outbound messages:
- EOC staff member fills out a Message Form, including recipient(s) and message - Sender forwards the Message Form to the Management Section - The Management Section logs and forwards the message to COMMS/IT for transmission

4.5.2. Public Works Communications
Public Works vehicles have radio units able to communicate on EBRICS channels.

4.6. Public Information
The PIO may need to send messages to large numbers of City residents and visitors during an emergency. Depending on the circumstances and the desired effect, they can do this through a number of different communication channels.

One of the challenges of having multiple channels for addressing the public is keeping messaging consistent among them. The EOC PIO must continually ensure that the information made available on all the public communication avenues (media releases, website, social media, interviews, etc.) is consistent and mutually supporting.

When the EOC is activated, all social media messaging must go through the EOC Director for approval. If a press conference was needed to address the public, the press conference would take place in the City Hall.

City Website
The City website is the City’s official contact space on the internet and is controlled by the City Manager’s Office. In the event of an emergency, a City website administrator will add “Emergency Information” in the City’s “News” section, located in the middle portion of the City’s homepage. This page is available to the PIO for any emergency-related information needs to be posted.

The City Manager’s Office maintains the list of people who have been trained to use the content management system that controls the website’s content. The PIO should make sure that at least one of those people is available during all EOC operating hours.

Guidelines for website postings:
• The City website will be the most comprehensive record of information released to the public regarding the emergency
• It should be updated every time new information is released through any channel • A website visitor must be able to easily determine what information is current and what’s been superseded, and this may require the use of sub-pages for old messages as well as date/time updates posted in the news headlines
• Use pictures, maps, and infographics whenever appropriate Item K.1
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• Take advantage of established web concepts (such as FAQs) to deliver public information quickly and clearly
• Link to information published by other agencies or groups rather than duplicating that information on the City website
Social Media
The City maintains the following social media presence. The City’s PIO will attempt to deliver emergency information through the following media options:
• Facebook page: https://www.facebook.com/CityOfOrinda/ • YouTube channel: https://www.youtube.com/channel/UCR0RC1tjwpFTP48n8qVzaig • X: https://x.com/cityoforinda?lang=en
• Instagram: https://www.instagram.com/cityoforinda/?hl=en • Nextdoor: https://nextdoor.com/agency-detail/ca/orinda/city-of-orinda-1/ The City’s PIO controls the City’s online communications while under the supervision and approval (as needed) of the City Manager’s Office. During an emergency, all online communications channels will be used in concert under the direction of the EOC PIO. As with any other public information releases, the PIO will coordinate posts to any of these accounts through the EOC Director prior to release.

Other City social media pages (as listed below) will be encouraged to follow updates on the City’s Facebook and YouTube channels and share those postings as they become available. The City’s PIO must review and approve any messages that are sent, which are different messages from those maintained on the City’s website, Facebook, and YouTube accounts.

The PIO will evaluate the usefulness of sharing emergency-related posts from other official social-media feeds (such as those controlled by the county, neighboring cities, the Red Cross, etc.) as the emergency develops. Such cross-posting not only exposes official information to more eyes but also provides more relevant content to increase awareness.

Other City social media accounts that may be used for information distribution include the following:
• Police Department: https://www.cityoforinda.org/173/Police Additionally, the Orinda School District has systems in place to notify community members of events that can possibly be used during an emergency.

4.7. Resource Management
When activated, the City EOC establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the EOC to fulfill priority missions. Each department retains control of its non-assigned resources until Item K.1
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released for an emergency assignment by the EOC. Resource Requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area
(OA) Mutual Aid Coordinator to the Regional Mutual Aid Coordinator • All other resource requests will be made through the Logistic Section to determine if the resource is available internally or other more appropriate sources located within the Operational Area (OA)
Resource requests for equipment, personnel, or technical assistance not available to the City should be requested from OA EOC. Once the request is coordinated, approved, and resources deployed, the Resource Status Unit, in coordination with various Operations Branches, is responsible for tracking the resources.

Resource requests from the EOC to the OA may be verbally requested and then documented.

Once received, available resources will be allocated to the requesting City department. If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs in the EOC are responsible for ensuring that priorities are followed.

4.8. Schools
The Orinda Union School District is well-regarded for its commitment to academic excellence, fostering a supportive environment that emphasizes holistic development, creativity, and civic responsibility. The four (4) elementary schools—Del Rey, Glorietta, Sleepy Hollow, and Wagner Ranch—each maintain a unique character and strong neighborhood ties, while Orinda Intermediate School serves as the district’s sole middle school.

The Acalanes Union School District is the district for Miramonte High School, providing highquality education and prepares Orinda youth for higher learning and beyond.

In addition to public education, Orinda is home to several private schools that provide alternative educational philosophies and personalized learning environments. The City will work closely with school districts to support emergency operations such as evacuation and family reunification. The City’s EOC Liaison will work with the District to coordinate any potential support.

4.9. Recovery Operations Framework
Recovery includes the restoration and strengthening of key systems and resource assets that are critical to the economic stability, vitality, and long-term sustainability of the communities themselves. These include health (including behavioral health) and human services capabilities and networks, public and private disability support and service systems, educational systems, community social networks, natural and cultural resources, affordable and accessible housing, Item K.1
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infrastructure systems, and local economic drivers. Appendix G provides information on the City’s recovery framework.

Item K.1
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5. Plan Development,
Distribution, and Maintenance
The City’s EOP will be reviewed and revised as needed. The Assistant to the City Manager (ATTCM) for the City Manager will coordinate the compilation of information and update the EOP to reflect any applicable changes that are made.

5.1. Plan Updates
Individual departments are responsible for updating and revising their departmental procedures regularly and submitting those updates to the City Manager, who will incorporate the updates into the EOP. These updates should include new information (e.g., an update of phone numbers and revisions of relevant standard operating procedures or positions).

All changes to the EOP will be documented in the record of revisions table. Changes to the EOP will be distributed to the City departments shown on the Plan Distribution list. Major revisions to the EOP will be submitted to the City Manager for approval or recommendation for review by the City Council.

Evaluating the effectiveness of the EOP involves capturing information from training events, exercises, and real-world incidents to determine whether the goals, incident objectives, decisions, and timing outlined led to a successful response. This process may indicate that deficiencies exist. The City staff should discuss the deficiencies and consider assigning responsibility for generating remedies. Remedial actions may involve revising planning assumptions and operational concepts, changing organizational tasks, or modifying organizational implementing instructions such as checklists or templates. Remedial actions may also involve providing refresher training for EOC personnel.

The EOP should be reviewed and updated annually by the City staff and whenever the following occurs:
• A major incident
• A substantial change in operational capabilities or resources (e.g., policy, personnel, organizational structures, management processes, facilities, or equipment)
• A formal update of planning guidance or standards
• A change in the acceptability of various risks

5.2. Plan Testing, Training, and Exercises
Item K.1
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Maintenance of the EOP and evaluating its effectiveness involves using training and exercises, and evaluation of actual incidents to determine whether goals, decisions, and timing outlined in the plan led to a successful response.

The City has developed a matrix of training for personnel who may be required to respond to an emergency incident in the City. Individual departments are responsible for coordinating and executing training or sending employees to attend appropriate training programs. Table 5-1 contains recommended staff training by assignment.

When a new City employee is hired, Human Resources will notify the employee of any required training and the need to contact the Police Department or Human Resources (all other City employees) to coordinate.

Although some of the ICS training courses below are available online through the FEMA’s Emergency Management Institute Independent Study Program, others require attendance in a classroom setting. Live training deliveries provide a much richer environment for learning and sharing important information. The following table delineates the City’s training standards for those with designated emergency roles:

Table 5-1: Recommended Emergency Management Training

NIMS/SEMS/ICS

TRAINING
ICS 100: IntroductionICS 200: BasicICS 300: IntermediateICS 400: AdvancedICS 402: Overview For Executives & Senior OfficialsIS 700: National Incident Management System -AwarenessIS 701.A: NIMS Multiagency Coordination SystemsIS 702.A: NIMS Public Information SystemsIS 706: NIMS Intrastate Mutual AidIS 800: National Response PlanSEMS G606: OrientationSEMS G775: Emergency Operations CenterSEMS G191: ICS/EOC Interface WorkshopSEMS: EOC Section-Specific Training City Council X X
All City Staff X X
Disaster Service
Worker Volunteers X X X
First Responders X X X X X X
EOC Staff X X X X X X X X X
EOC Command and
General Staff X X X X X X X X X X X X
Public Information
Officers X X X X X X X X X X X X
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Short of real-world operations, exercises are the best method of evaluating the effectiveness of a plan. They also provide a valuable tool in training emergency responders and other City staff to become familiar with the procedures, equipment, and systems that they use or manage in emergency situations. Exercises must be conducted on a regular basis to maintain readiness. Table 5-2 provides a recommended schedule of exercise for City staff.

Table 5-2: Recommended Citywide Exercise Schedule

FREQUENCY TYPE PARTICIPANTS
Annually Evacuation Drills of All City-Owned
Facilities
All employees
Annually Tabletop or Functional Exercise Emergency operations staff Every 3 years or
as available
Full-Scale Exercise Emergency operations staff

5.3. After-Action Review
After every exercise or incident, an after-action review should be conducted, and an After-Action Report/Improvement Plan (AAR/IP) should be completed. The AAR/IP has two (2) components:
1) an AAR, which captures observations and recommendations based on incident objectives as associated with the capabilities and tasks, and 2) an IP, which identifies specific corrective actions, assigns them to responsible parties, and establishes targets for their completion. The EOC Committee is responsible for the development of the AAR/IP and convenes participants to discuss action items and solicit recommendations for improvements.

Item K.1
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Appendices
Appendix A: Glossary and Acronyms

ACRONYM DEFINITION
AAR After-Action Report
AAR/IP After-Action Report / Improvement Plan
ADA Americans with Disabilities Act of 1990
ADAAA ADA Amendment Act
AQI Air Quality Index
AFN Access and Functional Needs
ARC American Red Cross
ATTCM Assistant to the City Manager
BART Bay Area Rapid Transit
Cal OES California Governor’s Office of Emergency Services Caltrans California Department of Transportation
CalWARN California Water/Wastewater Agency Response Network CAP Common Alert Protocol
CART County Animal Response Team
CBO Community-Based Organization
CBRNE Chemical, Biological, Radiological, Nuclear and Explosives CCCFD Contra Costa County Fire District
CCCSO Contra Costa County Sheriff’s Office
CCCDWP Contra Costa County Department of Public Works
CDSS California Department of Social Services
CERT Community Emergency Response Team
CESFRS California Emergency Services Fire Radio System
CESRS California Emergency Services Radio System
CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System CMS Consumable Medical Supplies
CNRFC California Nevada River Forecast Center
CONOPS Concept of Operations
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ACRONYM DEFINITION
COOP Continuity of Operations Plan
COP Common Operating Picture
CHP California Highway Patrol
CSWC California State Warning Center
CRC Community Resource Center
CWPP Community Wildfire Protection Plan
CWS Community Warning System
DMA Disaster Mitigation Act of 2000
DME Durable Medical Equipment
DOC Department Operations Center
DPSS Department of Public Social Services
DRC Disaster Recovery Center
DSW Disaster Service Worker
DSWV Disaster Service Worker Volunteer
EAS Emergency Alert System
EDD California Employment Development Department
EMAC Emergency Management Assistance Compact
EMMA Emergency Management Mutual Aid (System)
EMO Emergency Management Organization
EMS Emergency Medical Services
EOC Emergency Operations Center
EOP Emergency Operations Plan
FBO Faith-Based Organization
FCC Federal Communications Commission
FEMA Federal Emergency Management Agency
FSC Finance Section Chief
GETS Government Emergency Telephone System
GIS Geographical Information System
HALO Homeless Animals’ Lifeline Organization
HHS U.S. Department of Health and Human Services
HMGP Hazard Mitigation Grant Program
HSPD Homeland Security Presidential Directive
HUD Housing and Urban Development
IAP Incident Action Plan
ICP Incident Command Post
ICS Incident Command System
Item K.1
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ACRONYM DEFINITION
IDA Initial Damage Assessment
IDE Initial Damage Estimates
IFGP Individual and Family Grant Program
IHP Individuals and Households Program
IP Improvement Plan
IPAWS Integrated Public Alert and Warning System
IT Information Technology
JFO Joint Field Office
JIC Joint Information Center
JIS Joint Information System
LAC Local Assistance Centers
LARIG Lamorinda Area Radio Interest Group
LDRM Local Disaster Recovery Manager
LHMP Local Hazard Mitigation Plan
LSC Logistics Section Chief
LTRG Long Term Recovery Group
MAC Multi-Agency Coordination
MACS Multi-Agency Coordination System
MOFD Moraga-Orinda Fire District
MOU Memorandum of Understanding
NAWAS National Warning System
NDRF National Disaster Recovery Framework
NGO Non-Governmental Organization
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NRT National Response Team
NWS National Weather Service
OA Operational Area
OSC Operations Section Chief
PA Public Assistance
PAPPG Public Assistance Program and Policy Guide
PAS Personal Assistance Services
PDA Preliminary Damage Assessment
PETS Act Pets Evacuation and Transportation Standards Act of 2006 PG&E Pacific Gas and Electric
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ACRONYM DEFINITION
PIO Public Information Officer
PNP Private Non-Profit
PPD Presidential Policy Directive
PPE Personal Protective Equipment
PSC Planning Section Chief
PSPS Public Safety Power Shutoff
PWMAA Public Works Mutual Aid Agreement
RACES Radio Amateur Civil Emergency Services
ROC Recovery Operations Center
SAP Statewide Safety Assessment Program
SBA Small Business Administration
SEMS Standardized Emergency Management System
SOC State Operations Center
SOG Standard Operating Guide
SOP Standard Operating Procedure
TDD Telecommunications Devices for the Deaf
TICP Tactical Interoperable Communications Plan
TMC Transportation Management Center
TTY Teletypewriters
VAL Voluntary Agency Liaison
VHFHSZ Very High Fire Hazard Severity Zone
VOAD Volunteer Organizations Active in Disaster
WEA Wireless Emergency Alert
WPS Wireless Priority Service
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Appendix B: Information Collection and Dissemination
This Appendix describes EOC information collection and management processes for an incident that requires EOC activation.

Incident Critical Information Collection Plan
The information collection plan is a tool that describes the types of information that may be gathered and shared for senior leaders, emergency managers, EOC staff, and Incident Commander(s) to understand the situation and make decisions regarding detailed response priorities and resource allocations. The information collection tool should be completed and updated by the Situation Unit in the Planning Section. The Operations Section should supply information from field activities — such as incident boundaries and access, damage assessments, and infrastructure functionality reports. The Logistic Section should provide information on resource needs and shortfall. The specifics of the information collection tool should be revised as the scope of the incident changes.

Damage Assessments
Initial damage Estimates are gathered by field staff and reported to the EOC. Damage assessment is the process of identifying and quantifying damage that occurs because of an incident. The objective of the damage assessment is to provide situational awareness to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decision to appropriately direct resources and teams. As a component of the damage assessment, agencies also determine Initial Damage Estimates (IDE) which are used as the initial basis to justify or determine state or federal assistance.

Damage assessments are conducted in two (2) phases outlined below:
• Initial Damage Estimates (IDE) – This assessment begins during the response phase and helps to determine life safety issues, identify hardest hit areas, and to estimate the damaged infrastructure within the jurisdiction. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies certain areas where continued efforts should be concentrated. This includes an IDE, an estimated cost for emergency response actions, temporary measures and permanent repairs. These are estimates that are needed as soon as possible during the response and are updated as information becomes available. IDEs are also completed to demonstrate impact to the County and the State to determine Emergency/Disaster proclamations. • Preliminary Damage Assessment (PDA) – This assessment is done to verify the initial damage assessment during the recovery phase (especially for state/federal assistance). A FEMA/State team will usually visit local jurisdictions and view their damage first-hand to assess the scope of damage and estimate repair costs. The assessment also identifies any unmet needs that may require immediate attention
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Table B-1 provides a template for an information collection plan that supports systematically developing situational awareness of the magnitude and effects of an incident. This information collection plan template can be modified for each individual incident dependent upon its level and phase
of response.

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Table B-1: Information Collection Plan

CRITICAL

INFORMATION

SPECIFIC

INFORMATION

METHODOLOGY
/SOURCE

RESPONSIBLE
ENTITY

PRODUCT TIMELINE

1. Boundaries of
incident area (at
risk populations,
fire, flooding,
HAZMAT spill)
• Geographic limits of
damage
• Description of the
severity of damage
• Estimated number of
people inside incident
boundaries
• On-scene reports
• Social media
• Media
• Assessment teams
• Remote sensing
• Aerial/waterborne
reconnaissance
• First responders • GIS impact maps
• (Situation Status)
SITSTAT Report
• Incident Briefing ICS
201
Initial estimate within
2 hours of EOC
activation and
updated every
operational period

2. Access points to
incident areas
• Location of access points
• Credentials needed to
enter
• Best routes to approach
the incident area
• First responders
• Aerial reconnaissance
• Incident
Commander(s)
• Unified Command
• GIS maps
• Displays
• Incident Briefing ICS
201
Initial estimate within
2 hours of EOC
activation and
updated every
operational period

3. Jurisdictions
impacted
• Counties, cities, towns,
and special districts
affected by the incident
• Cal OES SOC
• Operational Area EOC
• Other EOCs
• Cal OES
• Contra Costa
County
• Liaisons
• SITSTAT Report
• Incident Briefing ICS
201
• Media releases
As soon as possible
post-incident and
ongoing as required

4. Impacts to staff and
population
• Casualties
• Populations in life
threatening situations
• Number of evacuees
• Numbers without critical
lifeline infrastructure
• City staff
• First responders
• Reports from
populations
• News media
• Social media
• Incident
Commanders
• Unified
Commands
• City DOCs
• Operational Area
• GIS impact maps
• SITSTAT Report
• Incident Briefing ICS
201
• Media releases
•
Initial estimate within
2 hours and updated
every operational
period

5. Hazard-specific
information toxic
and radiological
issues. Safety
hazards
• Extent of fires
• Actual or potential for
release of hazardous
materials
• Affected locations and
what they contain
• Personal safety issues
• Public health concerns
• Staff
• First responders
• Assessment teams
• News media
• Social media
• City Staff
• First responders
• Incident
Commanders
• Unified
Commands
• Private industry
• GIS products depicting
actual or potential
threats
• SITSTAT Report
• Incident Briefing ICS
201
• Media releases
• Safety
briefing/messages
Initial estimate within
2 hours and updated
every operational
period
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CRITICAL

INFORMATION

SPECIFIC

INFORMATION

METHODOLOGY
/SOURCE

RESPONSIBLE
ENTITY

PRODUCT TIMELINE

6. Weather • Forecast post-incident
conditions and
implications for
impeding operations
• National Weather
Service
• EOC Planning
Section
• SITSTAT Report
• Incident briefing ICS
201
• Safety Briefings/
messages
As soon as possible
post-incident and
ongoing as required

7. Status of City
resources
• Operability of roadways,
water systems, Public
Works equipment
• Availability of City staff
• City departments
report
• DOC action plans/
situation status reports
• Department
directors
• DOC Planning
Sections
• SITSTAT Report
• Incident briefing ICS
201
As soon as possible
post-incident and
ongoing as
required

8. Damage assessments
and initial needs
• Status of damage
assessment teams
• Status of landings,
maintenance facilities,
and navigable waterways
• Description of incidents
requiring immediate
response
(life safety)
• On-scene reports
• Incident commands
• Aerial reconnaissance
• Media
• Social media
• Incident
commanders
• City staff
• GIS maps
• SITSTAT Report
• Incident Briefing ICS
201 Form
Initial estimate within
1 hour and updated
every 6 hours

9. Status of
communications / IT
systems
• Status of radio systems
• Status of
telecommunications
service including internet
• Reliability of cellular
service
• Status of notification
systems
• Status of City social
media sites
• Status of emergency alert
systems
• Internet service
providers/phone
company
• IT
• County EOC
• News media/open
sources
• Social Media
• Logistics Section • SITSTAT Report
• Incident Briefing ICS
201
• Incident
Communications Plan
ICS 205
Initial estimate within
1 hour and updated
every 6 hours
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CRITICAL

INFORMATION

SPECIFIC

INFORMATION

METHODOLOGY
/SOURCE

RESPONSIBLE
ENTITY

PRODUCT TIMELINE

10. Status of
transportation
systems
• Status of roadways and
bridges
• Status of mass
transportation systems
• Status of airports
• On scene reports
• Public Works
• Caltrans
• BART
• MTC/511
• Aerial reconnaissance
• Media
• EOC Operations
and Planning
Sections
• City DOCs
• SITSTAT Report
• Incident Briefing ICS
201 Form
• Safety
briefings/messages
Initial estimate within
4 hours and updated
every operational
period

11. Status of Emergency
Operations Center
• Status of functionality
• Level of activation
• Level of staffing
• Ability to conduct
sustained operations
• EOC Coordinator • EOC Director
•
• SITSTAT Report
• Organization
Assignment List ICS
203
Initial status within 1
hour and updated
every operational
period

12. Status of City and
other critical
infrastructure and
facilities
• Functionality of City
facilities
• Capability to support
operations
• Estimate of resources
needed to restore
operations
• On-scene reports
• Assessment teams
• Remote sensing
• Aerial reconnaissance
• Media reports
• Public Works
• City DOCs
• PG&E
• SITSTAT Report
• Incident Briefing ICS
201
• Safety
briefings/messages
Initial estimate within
4 hours and updated
every operational
period

13. Status of fueling
locations and
available fuel
• Location and availability
of fuel
• Amount of fuel available
for emergency operations
• Fuel suppliers
• Local fuel retailers
• EOC Operations
Section
• SITSTAT Report
• Incident Briefing ICS
201
• GIS maps
Initial estimate within
4 hours and updated
every operational
period

14. Status of key staff /
staff issues
• Well-being, location, and
contact information of
City Council and key
City staff
• HR
• Notification systems
• Key staff • SITSTAT Report
• Incident Briefing ICS
201
• Organization
Assignment List ICS
203
Initial estimate within
2 hours and updated
as necessary
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Situation Summary Reports
Situation Summary Reports provide a description of a developing emergency as it occurs and detail response efforts in progress. Situation Summary Reports are developed by the Planning Section Chief using the City Report template. When completed, the Situation Summary Report informs EOC staff and other organizations of the status of response and recovery operations.

The initial Status Report should be developed and delivered within two (2) to four (4) hours following an emergency and follow-on Reports may be required as often as every two (2) hours.

The following page contains a Situational Summary Report template to develop an initial incident summary.

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INCIDENT NAME
REPORT # - DATE

SITUATION OVERVIEW
• (UPDATE HERE)

OVERALL CITY PRIORITIES
• (UPDATE HERE)

EOC SECTION UPDATES
• Management:
• Operations:
• Planning:
• Logistics:
• Finance:

OPERATIONAL AREA PRIORITIES
• (UPDATE HERE)

KEY ISSUES
• (UPDATE HERE)

ADDITIONAL RELEVANT INFORMATION
• (UPDATE HERE)
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Appendix C: EOC Standard Operating Procedures
Introduction
Under the Emergency Operations Center (EOC) Organization, select City Staff are organized into functional sections under the Incident Command System (ICS). Authority for managing EOC operations is delegated from the City Council to the City Manager as EOC Director and from the EOC Director to the Section Chief. Figure C-8 provides an EOC Team Organization Chart. Upon conclusion of the emergency, normal lines of authority and reporting are restored and a transition from a response/recovery mode to normal operations will occur.

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Table of Contents
City of Orinda Emergency Operations Plan ............................Error! Bookmark not defined.

Appendix C: Emergency Operations Center Standard Operating Procedures..Error! Bookmark not defined.

Introduction..................................................................................................................................86 Table of Contents.........................................................................................................................87 Emergency Operation Center (EOC) Quick-Start Actions.....................................................89 EOC Activation Checklist...........................................................................................................92 EOC Locations...........................................................................................................................100 Facility Integrity Assessment....................................................................................................104 Utilities....................................................................................................................................104 General Site Inspection ...........................................................................................................104 Building Inspections................................................................................................................104 EOC Layout ...............................................................................................................................106 EOC Activation Authority........................................................................................................107 EOC Activation Criteria and Levels........................................................................................108 EOC Notification Protocols ......................................................................................................109 City EOC Staff Notification....................................................................................................109 Key Stakeholders Notifications...............................................................................................109 Stakeholders Notification........................................................................................................110 EOC/Field Communications.....................................................................................................111 Radio Communication.............................................................................................................111 Telephone, Cellular Phone, Fax, and Satellite Phones............................................................111 Government Emergency Telecommunications Services/Wireless Priority Service ...............111 EOC Public Information...........................................................................................................112 Mass Notification System - Nixle ...........................................................................................112 Wireless Emergency Alerts (WEA) ........................................................................................112 Social Media............................................................................................................................112 EOC Action Plan........................................................................................................................113 Event Action Plan Planning Process.......................................................................................114 Planning P Cycle .....................................................................................................................115 EOC Situation Status Report, Status Boards, and Charts ....................................................117 Item K.1
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Situation Status Reports..........................................................................................................117 Situation Status Boards ...........................................................................................................117 EOC Organizational Chart.......................................................................................................118 EOC Position Responsibilities..................................................................................................119 Policy Group ...........................................................................................................................119 Management Section ...............................................................................................................121 Operations Section ..................................................................................................................123 Planning Section......................................................................................................................126 Logistics Section .....................................................................................................................128 Finance Section .......................................................................................................................130 EOC Position Checklist / Checklists........................................................................................132 Item K.1
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Emergency Operation Center (EOC) Quick-Start
Actions
The first staff member(s) to arrive at the EOC will set up the room and prepare for others to arrive.

The highest-level EOC management staff member will exercise overall EOC management responsibility until relieved by the next highest-level EOC management staff member.

START UP ACTIONS
 Upon arrival, assess the EOC (Exterior), check for visible structural damage and safety hazards. Exit the building if it appears to be unsafe.

Note: Facility Integrity Assessment checklist can be found on page 132.  Based on the situation and conditions of the primary EOC, decide which EOC will be utilized.
 Notify staff which EOC will be activated.

Primary EOC:

Orinda City Hall
22 Orinda Way, Orinda CA 94563
Alternate EOC 1:

Wilder Art and Garden, Community Center
20 Orinda Fields Ln, Orinda, CA 94593
Alternate EOC 2:

MOFD Station 44
295 Orchard Way, CA 94593
Alternate EOC 3:

Orinda Community Center
28 Orinda Way, Orinda, CA 94593
 Ensure that all required supplies are available and equipment is working properly. o Set up chairs and tables. (See EOC Layout on page 134) o EOC staff will use their regularly assigned laptop computers, ensure there are sufficient power strips to plug into.
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▪ Antennas are on the roof of the sarge building and back-up tripod mounted antennas are in the black ‘EZ-Up’ canvas bags
▪ Antenna cables for the roof mounted antennas are in the lower cabinet closest to the Sarge room in the breakroom/kitchenette next to the Sarge room.
▪ Cables for the tripod antenna are in the supply closet by the radios o EOC Forms
o Vests
o Sign in Sheets
o Printers/Plotter
 Radio Check:
o Turn on internal radio system and conduct a brief radio check to ensure it is operational.
▪ Community Emergency Response Teams (CERT)
▪ Operational Area
▪ Moraga
▪ Lafayette
▪ Moraga-Orinda Fire District (MOFD)
▪ East Bay Regional Communications System Authority (EBRICS) o Turn on Ham radio system and conduct a radio check to ensure it is operational. ▪ County EOC
▪ MOFD
 Loss of Power:
o Generator Power will start within 1 to 3 mins. but will only run power to the Sarge Room
 Check that the following are operational and turned on:
o Status Boards, Printers, Televisions, Projectors
o AM/FM Radio
o Alternative Laptops (Add Location)
 Report all unsafe conditions observed to the EOC Director (or designee) upon arrival. If possible, correct any obvious unsafe conditions.
 Notify the following agencies via phone, radio, e-mail, or by other means that the EOC is activated:

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o County Office of Emergency Services (OES)
o MOFD
o Moraga/Lafayette
 As additional staff arrive, delegate tasks:
o Notifying EOC Staff to report to the EOC
o Set-up a registration/tracking system for incoming and outgoing EOC staff o Assign staff to EOC Section Positions as needed. See Organization Chart (Figure C-8 on page 151)
 Contact the field incident commander/s (Field Leads) to get an update on the situation and determine initial response priorities and any resource needs.

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EOC Activation Checklist
The City EOC will serve to support on-scene command-and-control functions for the incident response. When an incident occurs, there is often insufficient information to determine if the EOC should be activated or how long an activation may last. If this condition occurs, a virtual or partial EOC activation should be initiated.

Once EOC activation has commenced, the first arriving staff should use this EOC Activation Checklist (Table C–1 below) to efficiently set up and operate the EOC. When activated, the EOC coordinates response to all impacts within the City’s responsibilities which include employees and facilities, critical and other infrastructure/services, business functions, and customer services. The EOC conducts these functions using the following checklist.

First on-site person (at the EOC location) to open the EOC assumes the role of EOC Director. This person remains in position, and/or transfer role to the person who has authority upon arrival to the EOC.

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Table C–1: Orinda EOC Activation Checklist

EOC ACTIVATION CHECKLIST FORM
Incident/Event Name:

Type of Incident/Event:

Checklist Performed by: Date: Time:

BEFORE ACTIVATION
NOTIFICATIONS TO STAKEHOLDERS (LIST NOTIFIED STAKEHOLDERS) – example: City Council Members, County EOC, neighboring cities/towns, utilities, state agencies, local utilities, etc.

EOC ACTIVATION CHECKLIST FORM
Activity Responsible Party Date/Time Completed
(Y or N) Notes
Incident notification has been received.

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EOC ACTIVATION CHECKLIST FORM
Activity Responsible Party Date/Time Completed
(Y or N) Notes
Establish contact with EOC activation authorities to
decide if the situation calls for an activation.:
• City Manager
• Senior Engineer/Public Works Director
• Police Chief

EOC ACTIVATION LEVELS
Based on the type of incident/event, declare the level
for EOC activation:
• Standby
• Level 3: Support - At the information level,
City operations staff track the incident for
possible impacts on operations and monitor
for potential escalation.
• Level 2: Partial activation – The EOC
Director might assign an Operations and
Logistics Sections to assist with an incident.
• Level 1: Full activation – All EOC sections
are activated.

Follow the Activation Level guidance for filling EOC
positions.

EOC FACILITY ASSESSMENT/EOC IDENTIFICATION
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EOC ACTIVATION CHECKLIST FORM
Activity Responsible Party Date/Time Completed
(Y or N) Notes
Follow Facility Integrity Assessment instructions on