Agenda packet — Pinole City Council, February 15, 2022 (part 1 of 2)

PINOLE CITY COUNCIL

MEETING AGENDA

CITY COUNCIL
Vincent Salimi, Mayor
Devin Murphy, Mayor Pro Tem
Anthony Tave, Council Member
Maureen Toms, Council Member
Norma Martínez-Rubin, Council Member

TUESDAY
February 15, 2022

VIA ZOOM TELECONFERENCE
5:00 P.M.

Please note the early start time
DUE TO THE STATE OF CALIFORNIA’S DECLARATION OF EMERGENCY – THIS MEETING IS BEING HELD VIA VIDEOCONFERENCING PURSUANT TO AB 361 - CITY COUNCIL AND COMMISSION MEETINGS ARE NO LONGER OPEN TO IN-PERSON ATTENDANCE.

How to Submit Public Comments:

Written Comments: All comments received before 3:00 pm the day of the meeting will be posted on the City’s website on the agenda page (Agenda Page Link) and provided to the City Council prior to the meeting. Written comments will not be read aloud during the meeting.

Email comments to [email protected]
Please indicate which item on the agenda you are commenting on in the subject line of your email.

To Participate in Public Comment During the Meeting:

Members of the public may submit a live remote public comment via Zoom video conferencing. Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here. Zoom also allows you to join the meeting by phone.

From a PC, Mac, iPad, iPhone or Android:
https://us02web.zoom.us/j/89335000272
Webinar ID: 893 3500 0272
By phone: +1 (669) 900-6833 or +1 (253) 215-8782 or +1 (346) 248-7799 • Speakers will be asked to provide their name and city of residence, although providing this is not required for participation.
• Each speaker will be afforded up to 3 minutes to speak. • Speakers will be muted until their opportunity to provide public comment.

When the Mayor opens the comment period for the item you wish to speak on, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have a comment to provide and press *6 to unmute. To comment with your video enabled, please let the City Clerk know you would like to turn your camera on once you are called to speak.

CORONAVIRUS ADVISORY
INFORMATION:

CLICK HERE for City Updates
CLICK HERE for County Updates
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WAYS TO WATCH THE MEETING
LIVE ON CHANNEL 26. They are retelecast the following Thursday at 6:00 p.m. The Community TV Channel 26 schedule is published on the city’s website at www.ci.pinole.ca.us.

VIDEO-STREAMED LIVE ON THE CITY’S WEBSITE, www.ci.pinole.ca.us. and remain archived on the site for five (5) years.

If none of these options are available to you, or you need assistance with public comment, please contact the City Clerk, Heather Bell at (510) 724-8928 or [email protected] .

Americans With Disabilities Act: In compliance with the Americans With Disabilities Act of 1990, if you need special assistance to participate in a City Meeting or you need a copy of the agenda, or the agenda packet in an appropriate alternative format, please contact the City Clerk’s Office at (510) 724-8928. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service.

Note: Staff reports are available for inspection on the City Website at www.ci.pinole.ca.us. You may also contact the City Clerk via e-mail at [email protected] .

Ralph M. Brown Act. Gov. Code § 54950. In enacting this chapter, the Legislature finds and declares that the public commissions, boards and councils and the other public agencies in this State exist to aid in the conduct of the people's business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly. The people of this State do not yield their sovereignty to the agencies, which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created.
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1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS

2. LAND ACKNOWLEDGMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present, and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.

3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision: (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself /herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov't Code § 87105.

4. CONVENE TO A CLOSED SESSION
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk.

A. CONFERENCE WITH LABOR NEGOTIATORS
Gov. Code § 54957.6
Agency designated representatives: City Manager Andrew Murray, City Attorney Eric Casher, Human Resources Director Stacy Shell and Gregory Ramirez (IEDA)
Employees: Unrepresented Managers (Management Compensation Plan)

5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION

6. CITIZENS TO BE HEARD (Public Comments)
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting. PLEASE SEE THE

COVERSHEET OF THE AGENDA FOR INSTRUCTIONS ON HOW TO SUBMIT PUBLIC COMMENTS

7. REPORTS & COMMUNICATIONS
A. Mayor Report

1. Announcements
B. Mayoral & Council Appointments
C. City Council Committee Reports & Communications
D. Council Requests for Future Agenda Items
E. City Manager Report / Department Staff

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F. City Attorney Report

8. RECOGNITIONS / PRESENTATIONS / COMMUNITY ANNOUNCEMENTS A. Proclamations

1. Lunar New Year
B. Presentations/Recognitions
None

9. CONSENT CALENDAR
All matters under the Consent Calendar are considered to be routine or noncontroversial. These items will be enacted by one motion and without discussion. If, however, any interested party or Council member(s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar.

A. Approve the Minutes of the February 1, 2022 Meeting
B. Receive the January 29, 2022 – February11, 2022 List of Warrants in the Amount of $786,195.59 and the February 4, 2022 Payroll in the Amount of $485,026.89
C. Resolution Confirming Continued Existence of Local Emergency [Action: Adopt Resolution per Staff Recommendation (Casher)]
D. Fiscal Year (FY) 2021/22 Second Quarter Report on Implementation of Capital Improvement Plan (CIP) Projects [Action: Receive and File Report (Kaur)] E. Receive The Quarterly Investment Report for The Second Quarter (Ending December 31, 2021) [Action: Receive and File Report (Guillory)] F. Resolution In Support of Bay Adapt: Regional Strategy for A Rising Bay [Action:

Adopt Resolution per Staff Recommendation (Whalen)]
G. Receive The Quarterly Report on Implementation of The Strategic Plan for Fiscal Year (FY) 2021-22 Second Quarter [Action: Receive and File Report (Murray)] H. Receive Quarterly Update on Greenhouse Gas Inventory Effort [Action: Receive and File Report (Whalen)]

10. PUBLIC HEARINGS
Citizens wishing to speak regarding a Public Hearing item should fill out a speaker card prior to the completion of the presentation, by first providing a speaker card to the City Clerk. An official who engaged in an ex parte communication that is the subject of a Public Hearing must disclose the communication on the record prior to the start of the Public Hearing.

A. Adopt Resolution of The City of Pinole Confirming the Costs of Nuisance Abatement At 2718 Silverado Drive and Ordering a Special Assessment in The Amount Of $10,088.46 Against The Subject Property To Fully Recovery All Abatement Costs [Action: Adopt Resolution per Staff Recommendation (Whalen)] 4 of 365
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11. OLD BUSINESS
A. Resolution Continuing Authorized Remote Teleconference Meetings Pursuant to AB 361 [Action: Adopt Resolution per Staff Recommendation (Casher)] B. Options For a City-Sponsored Fourth of July Celebration For 2022 [Action:

Discuss and Provide Direction per Staff Recommendation (Picazo)] C. Receive Information and Provide Direction on Capital Improvement Plan (CIP) Projects [Action: Discuss and Provide Direction per Staff Recommendation (Mishra)]

12. NEW BUSINESS
A. Provide Direction on Potential Ballot Measure to Become a Charter City and Enact a Real Property Transfer Tax [Action: Discuss and Provide Direction per Staff Recommendation (Murray)]
B. Receive The Fiscal Year (FY) 2021/22 Mid-Year Financial Report and Adopt a Resolution Approving Budget Adjustments [Action: Adopt Resolution per Staff Recommendation (Guillory)]

13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Open only to members of the public who did not speak under the first Citizens to Be Heard, Agenda Item 6
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes for City Council items and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.

14. ADJOURNMENT to the Regular City Council Meeting of March 1, 2022 in Remembrance of Amber Swartz.

I hereby certify under the laws of the State of California that the foregoing Agenda was posted on the bulletin board at the main entrance of Pinole City Hall, 2131 Pear Street Pinole, CA, on the City’s website, not less than 72 hours prior to the meeting date set forth on this agenda.

POSTED: February 10, 2022 at 4:00 P.M.
_________________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL MEETING

MINUTES
February 1, 2022

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The City Council Meeting was held via Zoom videoconference and broadcast from the Pinole Council Chambers, 2131 Pear Street, Pinole, California. Mayor Salimi called the Regular Meeting of the City Council to order at 5:01 p.m. and led the Pledge of Allegiance.

2. LAND ACKNOWLEDGEMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.

3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision; (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself/herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov. Code § 87105.

A. COUNCILMEMBERS PRESENT
Vincent Salimi, Mayor
Devin Murphy, Mayor Pro Tem
Norma Martinez-Rubin, Council Member
Anthony Tave, Council Member
Maureen Toms, Council Member
B. STAFF PRESENT
Andrew Murray, City Manager
Heather Bell, City Clerk
Eric Casher, City Attorney
Maria Picazo, Recreation Manager
Chris Wynkoop, Fire Chief
Markisha Guillory, Finance Director
Lilly Whalen, Community Development Director
Sanjay Mishra, Public Works Director
Roxane Stone, Deputy City Clerk
City Clerk Heather Bell announced the agenda had been posted on Thursday, January 27, 2022 at 4:00 p.m. with all legally required written notices. Written comments were received and had been posted to the agenda page of the City’s website and distributed to the City Council in advance of the meeting. A revised report for Item 8G had been published after the posting of the agenda.
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Following an inquiry, City Attorney Eric Casher reported that Mayor Salimi intended to abstain from participating in the discussion for Item 11A, Recommended Next Steps for the Faria House.

Pursuant to Government Code Section 87103, a public official was prohibited from participating in governmental decisions that may have a material financial effect on their real property interest.

Fair Political Practices (FPPC) Regulation 18702.2 provided that if a public official resided in a property or owned a property that was within 500 feet of a governmental decision, there was the potential for a material financial effect.

The proximity of the real property interest of Mayor Salimi had been measured and was found to be within 500 feet of the Faria House. No exceptions applied in this case given the potential discussion of specific uses for the Faria House, which was the basis for the Mayor’s abstention and recusal from participating in the discussion for Item 11A.

A. CONFERENCE WITH LABOR NEGOTIATORS
Pursuant to Gov. Code § 54957.6
Agency designated representatives: City Manager Andrew Murray, City Attorney Eric Casher, Human Resources Director Stacy Shell and Gregory Ramirez (IEDA) Employee Organization: PPEA

PUBLIC COMMENTS OPENED
Deputy City Clerk Roxane Stone advised there were no comments from the public.

PUBLIC COMMENTS CLOSED

5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION At 5:36 p.m., Mayor Salimi reconvened the meeting into open session and announced there was no reportable action from the Closed Session.

Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting.

Christy Lam-Julian, Pinole, thanked the Mayor for responding to an e-mail she had submitted and for his advocacy in reaching out to the West Contra Costa Unified School District (WCCUSD) Board of Trustees to support a multi-use room for Shannon Elementary School.

Cameron Sasai, Pinole, reported he had spoken with Councilmembers about anti-Asian and AntiBlack hate crimes in the community, and how it had affected him, his family and the Pinole community.
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Mr. Sasai emphasized that hate crimes were an ongoing problem but the City Council had made no progress on this issue even when many Councilmembers had campaigned on public safety.

He urged the immediate prioritization of public safety for those who needed it the most and a clear and working framework for hate crime and prevention in the City of Pinole for all vulnerable communities.

Mr. Sasai also commented on the potential new housing development proposed on Fitzgerald Drive and the misinformation in the community from those opposed to the project. He emphasized the need for more housing in Pinole for people of all incomes and the creation of more transit rich neighborhoods. He asked that the City Council consider an Inclusionary Housing Ordinance which required a percentage of units in all new housing developments to be made affordable and that Pinole follow Contra Costa County’s lead by requiring all new development to consist of all electricity and no natural gas, which was also consistent with state efforts for abundant, affordable and sustainable clean energy housing.

Tammera Campbell, Pinole, Founding Member of Pinole 4 Fair Government, comprised of ordinary citizens working for inclusion, communication, and a better Pinole encouraged public participation in local government to help build a stronger and more resilient city. Pinole 4 Fair Government was working towards ensuring a democracy where people could be heard. Given the current political climate, lies were occurring in the City and she emphasized that Pinole for Fair Government had never taken an official position of opposition to the Pinole History Museum, but had questioned the use of public funds to support a project that may not be able to sustain itself without the continued and ongoing use of future public funds. As such, she stated that information in the public to the contrary was a lie.

Ms. Campbell thanked the previous speaker for raising the concepts of affordable housing and statements in the public about being exclusive. She also spoke to future conversations on the use of American Rescue Plan Act (ARPA) funds and the City’s budget, in which discussions she planned to participate. She hoped those discussions would include the reopening of Fire Station No.74, the potential for partnership with Verizon Wireless and AT&T to provide fiber optics in the community, and the deferred maintenance of the heavily used Senior Center. In addition, Pinole TV needed new equipment. She asked for more discussion around the use of the ARPA funds.

Rafael Menis, Pinole, reported on the statistics of the Omicron variant in Pinole which was on the decline but the variant remained incredibly infectious and was substantially more dangerous to the unvaccinated and un-boosted. He encouraged everyone to be vaccinated, get their booster shots and continue to wear appropriate masks in and outdoors.

Debbie Long, Pinole, suggested the City was in violation of the Public Records Act regarding a public records request she had submitted to the City on January 11, 2022, related to a request for information on the 223-unit apartment housing development to be constructed on the current Kmart site in the Pinole Vista Shopping Center. Pursuant to the requirements of the Public Records Act, the City had 10 days to reply to the request or notify the requester of the need to take an additional 14 days. She had followed up on her request on January 23, 2022 but had received no additional response from City staff and efforts to contact the Planning Department had been unsuccessful. After contacting the Mayor she had been informed that some City staff were out with COVID-19. She had contacted the City Clerk this date and had been informed the City was asserting its need for an extension due to key staff being absent with a response to her Public Records Act request anticipated to be provided by February 8, 2022. 8 of 365
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Ms. Long pointed out her request for information was information that was readily available to staff, should have been readily available to the public within minutes, and once City staff knew they were out of compliance they should have begun e-mailing the information. If the City could not manage the simplest of tasks, she encouraged the City Council to look to a third party to perform those duties. She emphasized that the Public Records Act was an important step in the City being transparent. She asked that City Hall be reopened and the City stop hiding behind COVID-19. She otherwise commented that no one was against affordable housing but housing placed in the middle of a shopping center was inappropriate, and she suggested there were other sites in the community more appropriate for such housing.

Jane Cole, Pinole, commented on her involvement with the Tuolumne County Historical Society Museum in the City of Sonora and her familiarity with the donation of historical items to that museum, which had a central focus for Sonora. The Tuolumne County Historical Society Museum held numerous events and activities in the community. In terms of the Faria House, residents had waited a long time for it to be a museum and a focal point for Pinole. As a retired teacher, field trips to a Pinole Historical Museum would benefit local school children. The Faria House had been the City’s “heart” and she urged the City Council to support the project.

Mayor Salimi clarified that the Faria House would be discussed as part of Item 11A. Public comments under Citizens to be Heard were for items that were not on the meeting agenda.

Anthony Vossbrink, Pinole, speaking on behalf of other friends and neighbors in the community and striving for a better Pinole, inquired on the status of the Pinole Valley caretakers’ house which had been vacant for months. He commented on the number of incidences of vandalism in the area including the removal of signage near the dog park, a number of car break-ins along Adobe Road, the fact the trail behind the caretakers’ home had a massive breach that had yet to be repaired, and another breach on Pinole Valley Creek behind Trader Joes’.

7. RECOGNITIONS / PRESENTATIONS / COMMUNITY EVENTS
A. Proclamations

1. Black History Month
The City Council read into the record a proclamation recognizing Black History Month and emphasized the importance of the proclamation and Black History Month.

PUBLIC COMMENTS OPENED
Cordell Hindler, Richmond, found the proclamation and its recognition of numerous City staff and members of the Council to be an honor.

Tammera Campbell, Pinole, thanked the City Council for the heartwarming words in the proclamation and the recognition of many individuals as a great way to start Black History Month.

PUBLIC COMMENTS CLOSED
B. Presentations / Recognitions
None
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8. CONSENT CALENDAR
All matters under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted by one motion and without discussion. If, however, any interested party or Council member(s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar.

A. Approve the Minutes of the January 18, 2022 Meeting.

B. Receive the January 15, 2022 – January 28, 2022 List of Warrants in the Amount of $202,937.56 and the January 21, 2022 Payroll in the Amount of $465,358.69 C. Resolution Confirming the Existence of Local Emergency [Action: Adopt Resolution per Staff Recommendation (Casher)]
D. Adopt a Resolution Authorizing the City Manager to Execute a Consultant Services Agreement with Michael Baker International (MBI) for Preparation of Housing and Safety Element Updates and a New Environmental Justice Element for $481,360 And Amending the FY 2021/22 Budget [Action: Adopt Resolution per Staff Recommendation (Whalen)]
E. Approve Revisions to Council Procedures [Action: Adopt Resolution per Staff Recommendation (Bell)]
F. Designate the Human Resources Director as the City’s Board Member to the Municipal Pooling Authority (MPA) and the Finance Director as the Alternate Board Member [Action: Adopt Resolution per Staff Recommendation (Shell)] G. Approve an Amendment to Extend the Term of the Employment Agreement for the City Manager [Action: Adopt Resolution per Staff Recommendation (Shell)] Regarding Item 8G, Mayor Salimi reported that pursuant to Government Code Section 54953 (C)(3), he was required to report out that Item 8G was a recommendation to authorize an amendment to extend the term of the Employment Agreement for the City Manager to December 31, 2024. There would be no fiscal impact as a result of the adoption of the resolution.

Council member Toms requested the following revision to the second sentence of Section 6.

Agenda Preparation, as shown on Page 94 of 369, of Attachment A of Item 8E, as follows:

Items may include those requested as future agenda items by the City Council, those needed by City staff to carry out City functions, and proclamations/presentations requested by local jurisdictions or non-profits.

Mayor Pro Tem Murphy also referenced Item 8E and stated for the benefit of the public why the revisions to the Council procedures had been proposed. He encouraged the public to read the revisions and work with the City Council to ensure that Council meetings were as inclusive as possible and continue to provide public comment and engagement. He thanked the City Clerk for her work on the changes along with the efforts of the City Council. 10 of 365
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PUBLIC COMMENTS OPENED
Cordell Hindler, Richmond, also speaking to Item 8E found the revisions would be beneficial and he was pleased a second comment section would be added to future meeting agendas. As to Item 8G, he commended the work of the City Manager and hoped the City Council would approve the item. He also expressed his support for Item 8F.

Rafael Menis, Pinole, requested the following revisions to Item 8E: revise the first sentence of

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Calendar” are considered to be routine and noncontroversial and will be enacted, approved, received or adopted by one motion in the form as shown on the agenda; and Page 102 of 369, Section 16, this section should be reworded to encourage increased public engagement in study sessions and workshops.

Referring to Item 8D, Mr. Menis found that this item would involve a substantial change for the City with the creation of a new Environmental Justice Element with a focus on discriminated against communities in Pinole. He suggested the staff report was worth further discussion. As part of this item he also had concerns that only one language was being recommended to be offered at workshops, particularly since 36 percent of Pinole was non-English speaking.

PUBLIC COMMENT CLOSED
City Clerk Heather Bell responded to the public comment related to Item 8E, and recommended further modification to Page 102 of 369, Section 16 to read:

Study Sessions and Workshops are special meetings of the City Council that provide indepth information and give City Council members background and insight for addressing critical City issues more effectively and allows additional time for public review and participation.

The consensus of the City Council was to accept the additional revision offered by the City Clerk for Item 8E.

ACTION: Motion by Council members Toms/Martinez-Rubin to Approve Consent Calendar Items 8A through 8G, subject to the changes identified for Item 8E by the City Clerk.

Vote: Passed 5-0
Ayes: Salimi, Murphy, Martinez-Rubin, Tave, Toms
Noes: None
Abstain: None

Absent: None

9. PUBLIC HEARINGS
Citizens wishing to speak regarding a Public Hearing item should fill out a speaker card prior to the completion of the presentation, by first providing a speaker card to the City Clerk. An official who engaged in an ex parté communication that is the subject of a Public Hearing must disclose the communication on the record prior to the start of the Public Hearing.

None
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10. OLD BUSINESS
A. Options for City-Sponsored Fourth of July Fireworks Show for 2022 [Action:

Discuss and Provide Direction (Picazo)]
Recreation Manager Maria Picazo provided a PowerPoint presentation detailing the proposals for a City-sponsored Fourth of July Fireworks Show for 2022, as shown in the February 1, 2022 staff report. She asked the City Council to receive the report, consider the proposals/options and provide direction to staff.

Responding to the Council, City Manager Murray clarified that Pinole staff had been in communication with City of Hercules staff on possible collaboration for fireworks show and cost sharing, although staff had been informed the City of Hercules had no plans to collaborate with Pinole at this time since Hercules had plans for its own fireworks show. He acknowledged he had no conversations with any Hercules Councilmember to discuss the fireworks show.

Ms. Picazo confirmed the City Manager’s comments but stated Pinole staff would keep the lines of communication open with Hercules’ staff.

Council member Tave understood the Hercules City Council had allocated funds in its budget for fireworks show which was why he suggested the opportunity for shared costs or possible collaboration.

Mayor Salimi suggested staff reach out to the Hercules City Council.

Ms. Picazo clarified, when asked, that if the City Council took action to move forward with additional activities for the Fourth of July such as water activities, staff would need to come back with additional information since only the fireworks show was being discussed at this time. She again provided the estimates for sponsorship, cost estimate and the timing for the fireworks displays as part of the proposals received and as outlined in the staff report.

As to the overtime pay for police and fire personnel who would be required to be on-duty for a Fourth of July Fireworks show, Fire Chief Chris Wynkoop clarified there would be no additional holiday pay on top of overtime pay. In response to concerns with a fireworks display during the summer given drought conditions, he noted those conditions were the reason for the recommendation for the fireworks display to be launched from a barge off-shore out of range from any falling projectiles that may start a fire.

Ms. Picazo reiterated that staff had focused only on the costs and details for a fireworks show and had not explored a water show at this time. If the City Council provided direction staff could review whether there were any companies that provided such activities in the area. As to the current proposals for fireworks displays, the vendors had received numerous requests from cities, more than could be fulfilled, and the vendors had requested Pinole reach an agreement on any fireworks display by the end of February. Vendors would also need time to obtain necessary permits and supply chain issues could also be a factor.

PUBLIC COMMENTS OPENED
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Cordell Hindler, Richmond, understood the City of Richmond had planned a fireworks show in 2022 but that remained to be determined. He suggested the City Council move forward with the first option and make a decision this evening given that time was of the essence.

Anthony Vossbrink, Pinole, suggested the City Council revisit the last time this request had been discussed by the City Council, which had been voted down. He questioned what had changed between then and now pointing out the community remained in a pandemic, a fireworks show should not be considered this year, and he opposed the expenditure of upwards of $60,000 in tax dollars for a brief show while the City had stated it did not have adequate funds for other services and needs. He also questioned the cost impacts to police and fire services such an event would produce. He reported the City of San Francisco had recently announced it would cancel its 2022 fireworks display, and suggested Pinole should do the same until after the pandemic and the economic downturn in the economy and consider other community activities. He emphasized both the Police and Fire Chiefs had previously opposed a Fourth of July fireworks display and he asked them to opine on the current proposal. He also commented on the lack of adequate parking and issues related to crowd control and security during such events.

PUBLIC COMMENT CLOSED
Council member Martinez-Rubin was torn because while she recognized the ongoing pandemic and the unknowns there was also a need for the community to celebrate. She too would like to know what the City could consider at a smaller cost such as a non-fireworks celebration. She referenced a community event at Fernandez Park that had been held in October 2021, which had been pulled together by the Pinole Police Department as part of National Night Out, and which had combined an event traditionally held in August with Halloween themed costumes. She was curious about events that celebrated community, patriotism and drew on celebratory and festival events that could be centered around food, and bringing people together with local vendors. She asked staff to bring back information on such an event and urged staff to reach out again to the City of Hercules to consider possible cost sharing for a fireworks display.

Ms. Picazo suggested staff could return to the City Council at its next meeting scheduled for February 15, 2022 with additional information.

Mayor Pro Tem Murphy recognized the uncertainty of the pandemic and suggested there may be an opportunity for a water show. He wanted to see old traditions acknowledged while making new traditions, and agreed an effort should be made to see whether a partnership could be established with the City of Hercules with possible cost sharing, and that staff also reach out to the Bay Front Chamber of Commerce on a possible partnership. He also wanted to see COVID19 safety measures be considered for community events to include hand sanitizers and masks provided to the community.

Mayor Pro Tem Murphy asked about the type of program that would be considered for a Pinole Fireworks Show in terms of whether the Mayor or Council members would be asked to speak.

He suggested that surveys and community engagement should be considered that would allow the community to understand the costs for such events and their importance to the community.

He otherwise expressed his appreciation to parks and recreation staff for all of their hard work producing community events.
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Council member Tave echoed the comments and suggested the City was doing well with its community events even in the midst of the pandemic. He suggested that the Fourth of July could be an opportunity to expand community engagement such as having a booth at the event for City staff. He supported the possibility of partnership with the City of Hercules and would like to learn more about future conversations between Hercules and Pinole staff.

Given the time constraints for the vendors, Mayor Salimi suggested that the City Council move forward and direct staff to sign what was needed for the City to secure a fireworks display proposal. In the meantime, staff could reach out to other cities and see if they were willing to share costs with Pinole, and as they secured the dates they could finalize items. He suggested the Hercules City Council would be willing to work with the City of Pinole.

Council member Toms suggested the item be continued to the City Council meeting of February 15 to allow staff the ability to obtain more information, including when the City of Hercules planned its fireworks display and whether Pinole could partner with the City of Hercules. The City Council could still make a decision in time to get a vendor, if needed. If the City of Hercules did not want to partner with Pinole, she suggested Pinole not have a fireworks display on the same night as Hercules since the City would still have first responders and public safety conducting crowd control, which would be a big draw on staff for two nights as opposed to one night.

In response to Mayor Pro Tem Murphy, City Manager Murray clarified the City Council had budgeted $100,000 for unspecified community events and the funds had been set aside but had not been specifically earmarked for a fireworks display. He asked the City Council to specify its direction to authorize staff to expend a portion of those funds for the fireworks show and to execute the contract.

Mayor Pro Tem Murphy supported moving forward with a fireworks show with staff to lean into partnership opportunities as discussed.

Mayor Salimi suggested a fireworks show would be great for the community as a whole and funds had been budgeted. He asked the City Manager the best way to move forward while keeping the options open with the City of Hercules. He asked the City Manager whether the item should be tabled or staff given the authority to proceed.

City Manager Murray suggested the item could be continued to the February 15, 2022 City Council meeting as opposed to tabling the item. He reiterated that staff already had discussions with Hercules’ City staff on this issue. He suggested Council members could reach out to their Hercules City Council peers on a possible partnership and on the suggestion whether Pinole could contribute financially to a larger Hercules fireworks show as an option. He added that successful events in the community had included the implementation of COVID-19 measures along with education to the public. As to directing staff to research a possible water show as an alternative that could be done with more information to be provided on February 15. He cautioned, however, that the waterfront area was limited for water activities. Staff could also discuss possible partnership with the Bay Front Chamber of Commerce.

It was the consensus of the City Council for staff to provide additional information on a possible water show as an alternative to the fireworks show for a Fourth of July event. 14 of 365
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Mayor Salimi advised that Item 10A would be continued to the February 15, 2022 City Council meeting, as discussed.

Mayor Salimi left the meeting at this time and City Attorney Casher restated the reason for the Mayor abstaining from the discussion of Item 11A, as earlier reported.

Mayor Pro Tem Murphy chaired the meeting at this time.

11. NEW BUSINESS
A. Recommended Next Steps for the Faria House [Action: Discuss and Provide Direction (Mishra)]
Public Works Director Sanjay Mishra provided a PowerPoint presentation on the next steps for the Faria House. He asked the City Council to review staff’s recommended next steps and direct staff to solicit proposals from professional service firms to assess the cost and benefit of potential uses of the building, including uses as a local history museum, professional offices, and residences.

Mr. Mishra also recommended the City Council direct staff to solicit proposals from professional service firms to conduct a community engagement process to gather input from a representative sample of the community on the preferred future use of the site. Staff estimated that it would cost $20,000 to hire a firm to conduct the cost and benefit assessment and $50,000 to hire a firm to conduct a community engagement process. If the City Council directed staff to solicit proposals for an assessment of cost and benefit and a community engagement process, staff would return to the City Council with a recommendation for a firm to conduct both scopes of work and a request for a budget appropriation to fund the firms’ work.

Responding to the Council, Mr. Mishra clarified a cost benefit assessment would include a breakdown of the various details for the potential uses that had been outlined in the staff report.

Again, staff was recommending solicitation from professional service firms to conduct a community engagement process to gather input from a representative sample of the community on the preferred future use of the site and a list of community benefits, but a dollar amount may not be identified. He added that while some of the potential uses may be able to identify a dollar amount, it would be difficult to identify a dollar amount to reflect the benefit to the community.

City Manager Murray commented that while not everything could be quantified, municipal revenues generated by different uses, such as direct revenues, could be monetized and quantifiable. At a certain point, there would be a challenge to quantify and put a dollar amount on the benefits, but there were certain standards that could be identified, such as the number of users that could be anticipated for a potential use, revenue from such users, and revenue generated for the downtown. The consultant should be able to identify a more objective quantification of the differences in the benefits for the different types of uses.

In terms of the value of the Faria House, a fair market appraisal had previously been prepared which included the renovations needed to make the structure habitable. It would be within the cost and benefits assessment of the different uses for a consultant to identify the structure’s value as is, potential sales cost, residual value and the like, which all would be within the scope of the consultant’s work.
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City Manager Murray reiterated a consultant would not be able to monetize everything but look at the fiscal and economic impacts from the different uses and again determine the number of uses the Faria House may attract and a measure of the impacts in value of a particular use, and how a particular use may impact the economy of the downtown as a quantifiable piece of information the City had not analyzed. One component was getting more objective information and the City had some analysis related to the cost and benefit of using the structure as a history museum, but did not have the same information for the other possible uses or resident input regarding the priority of the possible uses.

The history of the public input to date had been attached to the staff report with a summary of the findings of the Faria House Ad Hoc Committee from 2020. Staff was unaware of any past polling efforts for the potential uses of the Faria House.

Mr. Mishra confirmed there had been prior cost estimates provided for the renovation costs for the Faria House; however, the cost estimates were only to make the structure habitable. The consultant could be asked to provide a cost estimate to bring the structure up to current codes.

City Manager Murray suggested such information would be provided if the consultant were directed to provide cost estimates for the potential uses identified in the staff report. An estimate with and without the estimated cost for an elevator to access the second floor as an example could also be requested.

PUBLIC COMMENTS OPENED
Alexander Jason, Pinole, suggested the City did not need consultants since the City Council had already considered a Memorandum of Understanding (MOU) to build a Pinole History Museum and Community Event Center and when the Faria House had been moved by the City to its current location it was intended for those uses. He found it to be shameful the City had not fulfilled its promise to the Faria sisters who had grown up in the home and in the community. He emphasized the interior of the Faria House was a wreck, unusable for any purpose and had been broken into by the homeless. The Faria House was City property and should not have been permitted to remain in its current condition. He suggested the City should expend the funds for the house to be used for any purpose.

Mr. Jason also suggested the City did not have to spend $50,000 on a community survey since the decision on the Faria House had been made long ago. Pinole citizens elected the City Council to make those decisions. The Faria House should not sit unused, should be made serviceable and maintained and brought up to code, which was what the City Council should be voting on.

Jane Cole, Pinole, a retired teacher had envisioned the Faria House as the Faria sisters had as a place for children and adults to experience Pinole’s history unfold. Making the Faria House a place for community events and activities would change Pinole from a bedroom community. The Faria House could be a place for everyone to follow the roots of past and future generations. She suggested all community events could dovetail with activities sponsored by, and done at a Pinole History Museum. She urged the City Council to move forward with renovations of the Faria House.

David Ruport, Pinole, reported he had been unable to read some of the documents attached to the staff report. He also found that some of the background summary in the staff report included 16 of 365
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incorrect information regarding the MOU which had been considered by the City Council in 2020.

He also reported that he too had experienced difficulty obtaining public records from the City and suggested that process should be improved. He otherwise found the procedure the City had taken for a Pinole History Museum had not been ideal, and there had been difficulty getting good information out of the City or from the proponents of a Pinole History Museum.

Tammera Campbell, Pinole, referenced the results of a small community-based survey from Pinole Fair Government where residents had not supported the City spending money for the Faria House. She supported the City spending the money to get the information needed on what was required to make the structure usable but did not support the sale of the property given the division in the community. She emphasized that there were many buildings in Pinole that were not maintained, such as the Senior Center. She also pointed out that many people were now working from home and acknowledged the sale of the Faria House could become a beautiful residence for someone or a wedding venue.

Jeff Rubin, Pinole, President, Pinole Historical Society and Pinole History Museum, suggested that hiring consultants for every top dollar issue that was considered by the City Council was a waste of time and money. He questioned the possible expenditure of funds that would be in addition to funds the City had already spent to hire an architect to renovate the Faria House. He emphasized residents had made their voices heard on numerous community issues facing Pinole, some of them several times, with no surveys considered for building a skate park or funding the library as examples. In the fall of 2021, the City Council had held two workshops on the use of ARPA funds. Both workshops had been well noticed to the public but involved limited community participation. The City had similar limited results from a survey requesting input on how to spend the ARPA funds. He questioned the process of asking residents to provide public comment at City Council meetings but later surveying residents and then complaining the survey results were inadequate.

Mr. Rubin reported seventy people had expressed their support for the Faria House renovations at a June 15, 2021 City Council meeting and he had submitted copies of the public comments from that meeting to the City Council. He hoped the City Council would refresh its memory for the support of the Faria House renovation and a Pinole History Museum. He suggested the City Council had heard from everyone who cared about these issues and it was time for the City Council to do what it was elected to do and make decisions.

Rafael Menis, Pinole, suggested it was worth knowing what they were discussing which was not funding for the Faria House for any purpose. He recognized there was significant support in the community for a local history museum but there was also significant opposition, which was why it would be worthwhile to have a community engagement process.

Mr. Menis asked for more information and consideration of a community engagement process which may impact the next agenda item, consideration of the next steps for 2301 San Pablo Avenue, “Community Corner.” He stated a community engagement process was important and acknowledged that while there had been significant public input on this issue, a survey from the broader community on the appropriate use of the Faria House had not been conducted. A survey from Pinole Fair Government was a survey that had gone out to a limited audience and not a random sample. He supported properly sampled polling to get a sense of the broader cross section of the community on this topic. He further suggested a cost benefit analysis would be worthwhile but the primary benefit would be a broader survey. 17 of 365
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Irma Ruport, Pinole, was surprised the topic was again before the City Council given that the Faria House had been identified in the unfunded category in the budget as part of City Council discussions in 2021. She detailed the staff recommendation as shown in the staff report, and suggested it was a waste of time for City staff, the City Council, City Attorney, the public’s time, and taxpayers’ money. She suggested the City Council not spend another dime on this topic and rather suggested the status of the Faria House should be placed on the ballot for November 2022 so that taxpayers could be part of the solution. If the City Council did not consider a November ballot measure, she and a group of residents would petition the City Council to place the item on the ballot. She had already requested ballot information from the City Clerk. She urged the City Council to stop this failure of a project since the City Council had other important issues to discuss, such as the fact Pinole had an “F” rating for affordable housing and had been ranked last for streets and roads. She also commented on the fact that some of the attachments to the staff report were unavailable to the public and the fact she too had a Public Records Act request since July 22, 2021, for all Faria House and Pinole Historical Society information but had received no information.

Debbie Long, Pinole, suggested the City Council was at a stalemate and the outcome was predictable. She suggested the best option was to sell the Faria House to the Pinole Historical Society for what the City paid in 2016, which could be justified based on funds required to make the structure habitable. While cost of real estate had only increased, the cost of renovations had as well and anything done on the property would require a prevailing wage. Sale of the property to the Pinole Historical Society with a timeline for improvements would allow the Pinole Historical Society to partner with volunteers and the union. This method had been used for Dr. Lee’s building albeit that process had taken much longer and had been for a specified use.

Peter Murray, Pinole, former Pinole Council member and Mayor, detailed the history of the Faria House and its community benefit. He emphasized the City of Pinole had promised the Faria sisters the City would take the home, move and renovate it for the purpose of a historical museum, and losing that intent for political reasons was wrong. The Faria House offered a lot to the community and to the economic benefit of the downtown. The City had available Redevelopment Funds to pay for many of the improvements. He added that the Faria House was intended to reinvent the community and capture Pinole’s history.

Christy Lam-Julian, Pinole, suggested the City Council should dig in deep to the community. She suggested it was fiscally irresponsible to pay another consulting firm to conduct community engagement given the effort for the ARPA funds, as an example, had been lackluster. She encouraged community engagement, particularly given the diversity of Pinole which would provide a greater sense of what residents wanted.

PUBLIC COMMENTS CLOSED
City Manager Murray clarified in response to some of the public comment that the City of Pinole did not have a signed agreement with the Pinole History Museum regarding the use of the Faria House, although one had been proposed for City Council consideration on November 17, 2020, which had also been confirmed by the City Attorney.

Finance Director Markisha Guillory clarified, when asked, that there had been 64 responses as part of the ARPA workshop survey.
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City Attorney Casher again clarified the agenda item with the City Council asked to provide direction on the next steps for the Faria House and the staff recommendation as outlined in the staff report. The discussion did not include the subsequent agenda item for the “Community Corner,” which was a separate item.

Council member Toms supported the expenditure of $20,000 to hire a firm to conduct the cost and benefit assessment as long as it included the level of improvements needed to be done for different types of uses, such as the building code requirements if used as a residence, the building code requirements for a business, or a museum with no elevator and offices upstairs. The cost for the full proposal for a museum on two stories with an elevator was information that was already on record. She did not recommend a community engagement process on any proposal since that engagement was ongoing already albeit with controversy. She would like to figure out the goals, what the City Council could agree upon, and suggested they could all agree on having the Faria House be renovated, but likely could not agree on whether to sell the property, do the renovation at certain levels, or convey the property to the non-profit Pinole Historical Society.

Council member Toms sought more information which the cost benefit assessment would provide.

She recognized that not everyone was in agreement but they had to reach a compromise and if there were a number of investments that could be made to allow the Faria House to be used at some level with fundraising by a nonprofit or some other use that would not require an elevator to the second floor, they needed to figure out what could be done to move towards an agreement for a usable building in the downtown. The City Council also needed to reach a decision on whether to be the long-term owner of the building, sell it, fix it up and sell it, or if a City-sponsored rehab there would be prevailing wage requirements, and if conveyed to a nonprofit that could be something that could be done. She hoped the City Council would be able to make some accommodations in order to move forward.

Council member Martinez-Rubin found that an elevator was an Americans with Disabilities Act (ADA) requirement which may impact how to proceed with different uses. She supported representation that was reflective of the community as a whole, and commented on the importance of all of the studies and reports to date. She opposed the use of $50,000 for community engagement for this project and stated it had not been done for any other project where there was a perception of division.

Council member Martinez-Rubin commented that Pinole did not have a venue that allowed for multiple uses in a location that was centered on its history and culture and an opportunity for a discussion about what all of that meant. She understood that Pinole believed in community development being significant enough and valued enough to support as a city the continuity of renovating the Faria House and she discarded the notion a museum would be a stodgy, old building that consisted of history static. More discussion was needed about the opportunity to create community space that was more about the history that could be provided in the Faria House. She did not think the building should be sold to someone outside of Pinole, it had roots in the agricultural beginnings of the City, with room to blend that with contemporary uses. At this time, she supported the recommendation to spend $20,000 to hire a firm to conduct the cost and benefit assessment and not the $50,000 for the community engagement process. She suggested the Faria House would be a gem for the community once it was able to be renovated and useful.

City Manager Murray reiterated the staff recommendation and commented that while some had suggested doing one without the other, staff’s vision was to do both as a linear process with the 19 of 365
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cost benefit assessment first and the community engagement to build off of that process, although it would be acceptable for the City Council to move forward with the cost benefit assessment recommendation and defer the community engagement recommendation.

Council member Tave appreciated all of the different perspectives and the recognition the City Council was discussing the use of taxpayer funds for an asset that had sat for a long time. Based on his research, he found that compelling arguments had been made that investment should occur for the City’s history; however, and in his opinion, the Faria House was so far from getting there and putting taxpayer money into it absent the knowledge of the cost benefit was a concern.

He suggested there were other options such as the sale of the building or a ballot measure to compel the City to renovate the Faria House as a possible museum. He questioned the use of taxpayer money for a use that had not been solidified by the current City Council.

Council member Tave suggested $50,000 was too much for community engagement and potentially a workshop could be considered. The sale of the Faria House was an option that had not been discussed and he reiterated the building had been sitting for some time, it did not have a security system and there was inadequate lighting. The cost of moving the building to another location or possibly selling the building were options that had not been fleshed out. He suggested if the status of the Faria House was to be a ballot measure it would allow information to get out one way or another and was a possible option that should be discussed. He recognized the City had gone back and forth about investing in the City’s history for years but the question was how to honor it in a way that did not involve significant cost.

In response to Mayor Pro Tem Murphy, Mr. Mishra and City Manager Murray clarified the City did not have a recent appraisal for the Faria House or its land.

Council member Toms advised against a ballot measure given there were two factions that would be spending money on campaigning. She suggested that money the Pinole Historical Society may spend on a ballot measure could be better spent on the goal of buying the building or for renovations. As to the potential uses for the Faria House, she understood there were some office uses that could be permitted on the second floor of a building that did not require an elevator, which was part of what the cost benefit assessment would evaluate.

Council member Toms described a potential scenario with a museum use on the first floor and an office on the second, and if the museum were to be successful it could conduct fundraising to lease the entire building. The Faria House was situated on a large lot, should not be moved, and an architect in the past had designed an apple orchard in the rear, which could make the site a nice wedding venue. She again supported the $20,000 for the cost benefit assessment which would help inform the City Council.

Council member Martinez-Rubin pointed out the Faria House site was located in Heritage Park.

The origins of the location had been detailed in the staff report and spoke to the interest in creating a place that would honor culture and heritage. There were many advancements in technology that could be considered, such as the use of solar or electric energy, and technology which may create a dynamic exhibit. There were plans to use the Faria House for the community’s purpose and plans for fundraising by having the area behind the structure serve as a venue that would generate revenue for the City. The cost for renovations would only increase and she emphasized the costs already incurred by the City for the Faria House. She pointed out the City had also subsidized other recreational activities in Pinole and in terms of return on investment, the City’s 20 of 365
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recreational facilities always had to transfer funds from one fund to another to sustain them, with support to do so to in order provide a variety of activities in the City.

Council member Martinez-Rubin opposed the notion of a ballot measure. The City Council was elected to make the hard decisions and listen to the people who had shown up and who were interested in enriching the cultural sensibilities of Pinole and who believed in the value of a cultural/community venue. There were Redevelopment Agency funds generated from past facilities that had contributed to the General Plan, and they needed to discuss how to use those funds. She asked those who had provided public comment to understand that compromises had been made when the City had funded other major projects that didn’t necessarily address what they may believe were important.

Council member Tave understood the importance of Pinole’s history and while the City Council could discuss other community events and things the City had paid into as part of community enrichment, he pointed out there were community partners involved in those situations. The City had borrowed against deferred maintenance for years and since 2008 the City had been very conservative with many of the City’s staff having done multiple jobs. He emphasized the City’s roads were in poor condition and while current staffing levels were adequate and the City had funds to start paying for deferred maintenance, expending funds to renovate a building which was passed its’ prime as compared to the cost of new construction was a concern. He questioned spending the money for a “want” as opposed to a “need,” and emphasized the City Council had a fiscal duty to take care of the City’s needs versus the wants. He again opposed the expenditure of $50,000 for community engagement, suggested the sale of the property should be an option for consideration and suggested there were other ways to capture and display Pinole’s history.

Council member Martinez-Rubin stated a museum would be a venue which created a culture and invited participation and engagement. She reiterated her comments and again supported getting information that would help decide which way to go. Additional conversations would follow how the Faria House could be used. She suggested the staff recommendation to hire a firm to conduct the cost and benefit assessment was reasonable and once that information was received they would have something on which to base a decision.

Council member Martinez-Rubin offered a motion, seconded by Council member Toms to support the staff recommendation to expend $20,000 to hire a firm to conduct the cost and benefit assessment to assess the cost and benefit of potential uses of the Faria House, for the three potential uses identified in the staff report.

Mayor Pro Tem Murphy stated for the record he had never made a promise as a Council member regarding the future of the Faria House. He was of the opinion that the ideas for additional studies, such as the community engagement, while part of the City Council’s challenge, seemed to be false promises of the past having been laid on the current Council. Based on the public comment, he found there were two different opportunities; either the sale of the property or the idea of putting the future use of the Faria House on the ballot, which led to the question of whether the City should use the Faria House for a particular use and how much the City should spend on a particular use. A ballot measure would address not just the future of the Faria House but what tax dollars should be spent on a future use along with upgrades and long-term use of the building.

There was a compromise in each option but the reality was they were at a point where there was an opportunity to see whether the Faria House was as much of a priority in the community as many had suggested.
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Mayor Pro Tem Murphy found the Faria House to be a distraction to what many in the community had consistently spoken about including road conditions, environmental issues and racial equity.

He suggested there was an opportunity to promote democracy and to ensure that those who wanted the Faria House as a museum long-term in the City were aware of the costs, and he was inclined to support those two solutions with both requiring community engagement. He hoped the City Council could come to a decision point on those two issues. He asked the City Council to explore those two options, and if there was an opportunity to sell the Faria House, and if the buyer was potentially the Pinole Historical Society or another party, they could see the same successes the City had experienced with the Bank of Pinole, the Collins House and the mixeduse area across from the playhouse. If the matter goes to a ballot there would be an opportunity for Pinole residents to be engaged and there may be groups advocating for one side or another, all part of the democratic process.

Mayor Pro Tem Murphy commented this topic had come to the City Council on numerous occasions and there were other things he would like the City Council to focus on. He urged that a decision be made at this time. He reiterated he would not support an ongoing study or another consultant around community engagement, but would support mapping out those two plans. He appreciated the staff work on this topic but found the staff recommendation was not the solution to the real problem and suggested it was another way to deflect and defer a hard decision.

Council member Martinez-Rubin found Mayor Pro Tem Murphy and Council member Tave’s comments telling that they had not listened to their constituents. The options before the City Council as included in the staff recommendation were new. As to promises made, she stated she had not promised anything about the Faria House.

ACTION: Motion by Council members Martinez-Rubin/Toms to support the staff recommendation to expend $20,000 to hire a firm to conduct the cost and benefit assessment to assess the costs and benefits of potential uses of the Faria House, for the three potential uses identified in the staff report
Vote: Failed 2-2-1
Ayes: Martinez-Rubin, Toms
Noes: Tave, Murphy
Abstain: Salimi

Absent: None
Mayor Pro Tem Murphy offered a motion, seconded by Council member Tave to direct staff to move forward with a ballot measure with regard to the future use of the Faria House.

City Attorney Casher explained that the item before the City Council, as agendized, had been to consider retaining a consultant to provide the study for the Faria House. Staff could be directed to work out and present the direction offered by the Mayor Pro Tem to the City Council but would have to stop short of any formal motion on a ballot measure.

Mayor Pro Tem Murphy clarified he would like a broader discussion with staff on what a ballot measure would look like. He understood if the motion was supported it would provide direction to staff on next steps with regard to the use of the Faria House and what would be possible as a ballot measure.
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City Attorney Casher stated the motion, as clarified, would be acceptable since the item would have to come back as a future discussion. A motion, second and vote would be required.

City Manager Murray clarified the direction to staff was for a future agenda item to receive direction from the City Council on moving forward to place a ballot question regarding the use of the Faria House and investment of City resources on the next General Election ballot for November 2022.

On the discussion, Council member Toms asked how the question would be posed to voters absent the cost benefit assessment on the possible different uses for the Faria House.

Council member Tave found the City Council was at a stalemate and it made sense to go to the voters to determine whether or not the electorate wanted the Faria House to be a museum, which would compel the City to do the work and respond to a question before the community for years.

He reiterated his comments on the topic and urged the City Council to let the residents speak via their vote, which was part of the democratic process rather than going back and forth and arguing about the history and value of the building. He supported the motion as stated.

Council member Martinez-Rubin noted the democratic process was also about civic involvement.

She concurred with the initial staff recommendation for a cost benefit assessment, as previously stated, and suggested a ballot measure option was a guise for the City Council not to decide or compromise which she found to be unfortunate.

Council member Toms pointed out that ballot measures involved a timeline and a question on the ballot and a cost benefit assessment would help to answer the question that could be posed to voters.

Council member Tave disagreed that the motion on the floor was a guise not to make a decision.

Discussions on the Faria House had been back and forth for years. Even if a cost benefit assessment had been done and regardless of the information there would be only four Council members present to make a decision and he was not confident a decision could be reached.

Mayor Pro Tem Murphy suggested the motion, as stated, would allow another opportunity to have the conversation and for the City Council to determine what questions should be placed on a future ballot. While he appreciated the public comment to date, input from all residents of the City via a ballot measure would be a simple ask. He asked for support from the City Council to move the item forward which would provide closure to a false promise made in the past.

As to the potential costs of a ballot measure for the November 2022 General Election, City Clerk Bell reported that the City always included some funding in the budget for elections. Putting a ballot measure on a regularly scheduled election would not add significant costs, but polling and engagement could involve additional costs.

City Manager Murray concurred that if the City Council wanted a public education campaign that was an option the City Council could undertake which involved various forms and costs. Simply placing a measure on the November 2022 ballot would not create significant cost to the City.

City Attorney Casher advised that administrative costs for a ballot measure varied and there were other steps required to prepare the ballot language that may involve additional costs. 23 of 365
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ACTION: Motion by Mayor Pro Tem Murphy/Council member Tave to approve a future agenda item to receive direction from the City Council on moving forward with placing a ballot question regarding the use of the Faria House and investment of City resources on the next General Election ballot for November 2022.

Vote: Failed 2-2-1
Ayes: Tave, Murphy
Noes: Martinez-Rubin, Toms
Abstain: Salimi

Absent: None
Council member Toms stated her no vote was because the item was not on the agenda for consideration. Discussion could take place at a future meeting and she would not object to exploring this option further. She suggested a future agenda item for a Closed Session to discuss real estate negotiations for the Faria House.

Council member Toms offered a motion, seconded by Council member Martinez-Rubin for a future agenda item related to real estate negotiations regarding the possible sale of the Faria House in a Closed Session.

Council member Tave found the motion to be the same type of motion as the prior motion that had failed. He questioned the City Council now considering future agenda items which was not to be considered until later in the agenda.

Council member Toms stated she could bring the item up later in the meeting agenda under consideration of future agenda items. She withdrew her motion at this time.

Mayor Salimi returned to the City Council meeting.

B. Recommended Next Steps for 2301 San Pablo Avenue (“Community Corner”) [Action: Discuss and Provide Direction (Mishra)]
Public Works Director Mishra presented the staff report and recommended the City Council direct staff to solicit proposals from professional service firms to assess the cost and benefit of potential uses of the site, including at least commercial development, mixed-use development and a public park. He also recommended the City Council direct staff to solicit proposals from professional service firms to conduct a community engagement process to gather input from a representative sample of the community on the preferred future use of the site. If the City Council directed staff to solicit proposals for an assessment of cost and benefit and a community engagement process, staff would return to the City Council with a recommendation for a firm to conduct both scopes of work and a request for a budget appropriation to fund the firms’ work.

Responding to the Council, Mr. Mishra clarified the property was former Redevelopment Agency property and was under the authority of the Successor Agency. The former gas station equipment on the site had been removed from the site and the site had been mitigated.

PUBLIC COMMENTS OPENED
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Rafael Menis, Pinole, suggested a cost benefit assessment and community engagement would be helpful for this item to ensure a fully informed decision on what could be done with the property, particularly if the City wanted to retain the property for public use it would need to pay the fair market value to be distributed to the taxing entities.

PUBLIC COMMENTS CLOSED
Council member Toms noted the property had been designated in the General Plan and Specific Plan for a mixed-use not park or plaza. She suggested the City should be moving forward to implement the Three Corridors Specific Plan to invigorate the downtown, and whether ground floor retail, office or restaurant and/or second or third floor residential office that was where the flexibility would be. She did not see that public engagement process would inform the City Council on anything a proposed development would provide. She wanted to see the funds focused on trying to find another developer for the site with a wider net on getting the property developed.

City Manager Murray acknowledged the City had gone through numerous rounds of offering the property with different levels of responses. There had been changing economic circumstances with a fairly strong response from a more recent effort of marketing surplus City property. He suggested that doing the same thing but with a different consulting firm could be one option. One of the options was that the City determine the use first and then find someone interested in creating that use. He also acknowledged that private development had expressed interest in the property in the past.

Council member Martinez-Rubin asked whether the City Council could review the reasons why a developer had not been attracted to the site. She had asked a development firm during a Council expo about the property and had learned one of the constraints was that the lot was not large enough.

City Manager Murray confirmed it was less cost efficient to develop a smaller sized lot, there were limits on what could be constructed on the property, and the City had received offers to develop the lot in the past, which offers had not been pursued due to the combination of the terms not being persuasive to the City Council.

Council member Tave asked whether the property had been marketed for any proposal to ensure creative and different ideas to develop the property. While casting a wider net, he wanted to see the restrictions be lifted to allow a potential developer to offer ideas. He understood that access to the property was constrained, an existing electrical box on the property may be difficult to navigate, and he was uncertain how to make the lot useful and generate revenue for the City until such time as a developer showed interest. He asked of the estimated value of the property.

City Manager Murray explained that the property had been appraised at $240,000, and the firm that had done marketing for the property had listed the property with an Offering Memorandum with current land use restrictions and allowances. The City had gone through the exercise of casting a wider net in the past and had received one proposal that was not satisfactory, but possibly the City Council could identify what it wanted to see on the site and seek a developer who could bring that idea to fruition. The staff recommendation for community engagement had come from what the community had indicated it would like to see on the site and the idea for the community engagement process was the community’s vision for the property. While interim steps could be taken, staff preferred a long-term solution.
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Mayor Pro Tem Murphy liked the “Community Corner” and the work the community and the Bay Front Chamber of Commerce had done which had been helpful. He would like to see consideration of a community sign board and things that would be long-term for the property. He asked what steps could be taken to revisit the current Mixed-Use designation in the Three Corridors Specific Plan to revitalize the area in a different way.

City Attorney Casher explained if the use of the site were to be changed it would require Zoning Code Amendments via Planning Commission public hearings prior to the City Council making an ultimate decision for formal modification to the Three Corridors Specific Plan and other base level approvals prior to any changes taking place.

Mayor Pro Tem Murphy asked whether it would be possible to retain a piece of the land and sell the remainder, and City Manager Murray confirmed that was possible although it would exacerbate the fact the site was already quite small.

Community Development Director Lilly Whalen confirmed the City Attorney’s comments if the use designation in the Three Corridors Specific Plan were to be modified where various zoning code amendments would be required, which would require Planning Commission input prior to ultimate City Council approval, a process that could take at least several months.

City Manager Murray suggested before there was any consideration of amending the City’s documents staff needed a sense of the use desired for the property, which was what staff was trying to advance via the staff recommendation. Once a decision was made the City Council could then consider whether or not to amend the Three Corridors Specific Plan.

Council member Martinez-Rubin supported the staff recommendation and testing out community engagement to inform what could be done. She expected the community engagement process/steps would be different than just a survey with attempts to draw people throughout the community and would allow the consultant to inform and make people aware of the context and history of the property. She wanted established and new residents and people from different neighborhoods to be involved in the community engagement process.

Council member Martinez-Rubin offered a motion, seconded by Mayor Pro Tem Murphy to proceed with the staff recommendation.

Council member Toms commented that there had already been community engagement, which was how the City Council had arrived at the Three Corridors Specific Plan designation and it would not identify a developer that would make a development pencil out or not, absent casting out a wider net for developers to take another look at the property. If entertaining other uses, the Three Corridors Specific Plan and General Plan could be amended once there was a proposal.

She suggested they were going backwards, letting the City dream up what it wanted and hope someone would build it, rather than putting it out there and asking whether something could be built. She pointed out the City had some Successor Agency funds available that may help to subsidize affordable housing.

Council member Tave agreed with Council member Toms that the scope may be too narrow to attract developers. He commented that if surplus properties were having difficulty getting sold, that was when they should look at the larger picture, such as amending the Specific and General 26 of 365
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Plans. For the subject property, he would rather see a wider net cast and take all suggestions for the property and then have the City Council discuss in Closed Session how to approach it Council member Martinez Rubin restated the motion, seconded by Mayor Pro Tem Murphy to support the staff recommendations to engage a consultant to provide a cost benefit analysis for possible uses for the property at 2301 San Pablo Avenue “Community Corner” and undertake the community engagement process.

On the motion, Council member Martinez-Rubin noted that updates to the Three Corridors Specific and General Plans in 2011 had been good examples of community engagement.

ACTION: Motion by Council member Martinez-Rubin/Mayor Pro Tem Murphy to support the staff recommendations to engage a consultant to provide a cost benefit analysis for possible uses for the property at 2301 San Pablo Avenue “Community Corner” and undertake the community engagement process.

Vote: Passed 3-2
Ayes: Martinez-Rubin, Murphy, Salimi
Noes: Tave, Toms
Abstain: None

Absent: None
C. Receive and Accept the Annual Comprehensive Financial Report (ACFR) for the Fiscal Year (FY) Ended June 30, 2021 [Action: Receive and File Report (Guillory)]
Finance Director Guillory presented the staff report and recognized numerous City staff for their contributions to the Annual Comprehensive Financial Report (ACFR). She introduced the City’s Auditor, Ahmed Badawai, Partner, Badawai & Associates
Ahmed Badawai, Partner, Badawai & Associates provided a PowerPoint presentation on the ACFR, as outlined in Attachment A to the February 1, 2022 staff report. The City Council was asked to receive and accept the ACFR for Fiscal Year (FY) Ended June 30, 2021.

Responding to the Council, Mr. Badawai again clarified the figures in the City’s Other Postemployment Benefits (OPEB) funded status, Government-wide Financial Statements, liabilities and deferred inflows of resources as shown in the PowerPoint presentation.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, again asked about the OPEB liabilities he understood was on a pay-as-yougo basis and his understanding it was not necessary to set aside funds. He also asked about the City of Pinole Ratios of Net General Bonded Debt Outstanding Last Ten Years Fiscal Years table, as shown on Page 328 of 369 of the staff report, which had shown a decreasing amount in the pension obligation bond principle while the budget for FY 2020/21 had shown that set of pension obligation bonds had been structured with the amount paid in interest only increased. He found the actual liability the City was facing year-to-year had not changed and he was confused by the table which appeared to be misleading on face value.
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Ms. Guillory clarified it was not necessary for the City to set aside funds related to the OPEB, but if the City Council so directed that was something that staff could set up. The City was currently paying OPEB retiree, or medical on a pay-as-you-go basis as budgeted on an annual basis and reimbursing those retirees for medical costs. Staff could be directed to set up a trust for that but staff would have to determine the funding source. She suggested that Mr. Menis send her an email on his other questions so that she could provide more information.

PUBLIC COMMENTS CLOSED
ACTION: Motion by Council member Tave/Mayor Pro Tem Murphy to accept the Annual Comprehensive Financial Report (ACFR) for the Fiscal Year (FY) Ended June 30, 2021.

Vote: Passed 5-0
Ayes: Martinez-Rubin, Tave, Toms, Murphy, Salimi
Noes: None
Abstain: None

Absent: None
D. Development Process for the Fiscal Year (FY) 2022/23 Operating and Capital Budget and the Long-Term Financial Plan [Action: Discuss and Provide Direction (Guillory)]
Director Guillory provided a PowerPoint presentation on the proposed Development Process for the Fiscal Year (FY) 2022/23 Operating and Capital Budget and Long-Term Financial Plan and asked the City Council to approve the Development Process as outlined in the February 1, 2022 staff report.

Responding to the Council, Ms. Guillory advised the Development Process and Administrative Report could be shared on the City’s website and on social media. Staff was also working on an on-line survey to get input from the community. The Balancing Act tool for both the budget and Long-Term Financial Plan would be considered. Also, collaboration with the WCCUSD on the City’s budget could be considered when going through the process and having the Finance Subcommittee meet more frequently would offer opportunities to have those conversations. The Long-Term Financial Plan would also offer the opportunity to consider collaboration with the WCCUSD on long-term projects.

City Manager Murray reported a number of cities had more formal processes for joint discussions with school districts via annual joint meetings between the school district and the city council or a subset of the school district board and city council, and there were with models on how such a collaboration would work.

As to whether a Special Meeting of the City Council could be considered with the budget as the single item on the agenda, City Manager Murray stated in principle that could be considered but the City Council may find itself in a situation where there were other City matters that must be discussed prior to June and there may be other time-sensitive issues. A dedicated meeting for a budget discussion or the final affirmation of the proposed budget could be considered and he could work with the Finance Director to determine how that could be scheduled. He explained that the Development Process for the budget had been modified to prevent what had occurred in 2021, with lengthy meetings and allowing the full Council to suggest ideas and have them vetted. 28 of 365
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PUBLIC COMMENTS OPENED
Irma Ruport, Pinole, emphasized the importance of the discussion given the upcoming November 2022 election. She urged the City Council to be more proactive and asked the City Council to improve information to the public related to opening fire stations and allow each City department to bring in information of what the public needed to know. She also encouraged the placement of a stand in the marketplace to inform the public or consider a volunteer to provide information to the public once a month. In addition, a newsletter similar to the newsletter prepared by the Parks and Recreation Department should be considered for the budget discussions. Further, future dates and information on how people could become involved and participate should be identified sooner than later.

Christy Lam-Julian, Pinole, asked how the community would be able to voice its concerns on the City’s plans for equity and celebration for all cultures and cultural activities in Pinole. She suggested the City could do more in that regard rather than just use proclamations to ensure all residents felt safe, respected and heard, particularly since hate crime against the Asian Pacific Islander (API) community had continued. She also suggested more green space for families to enjoy and multi-cultural activities in the downtown beyond just the Fourth of July activities should be considered and discussed.

PUBLIC COMMENTS CLOSED
The City Council thanked staff for the new opportunities to review the Operating and Capital budgets, as proposed, as a step in the right direction for a more inclusive and refined process for the City Council and the community, with the hope that the process could be further refined.

City Manager Murray reported the consultant was nearing completion of the existing conditions assessment and recommendations for improvements related to the fire station reopening and the City was trying to provide many opportunities, as part of the upcoming Development Process, for people to contribute. All public meetings of the City of Pinole offered an opportunity for any member of the public to contribute his or her thoughts on additional programs and appropriations.

Mayor Salimi expressed his apologies to anyone who had experienced a hate crime in the community and agreed it was an important item to discuss.

ACTION: Motion by Mayor Pro Tem Murphy/Council member Toms to direct staff to move forward with the Development Process for Fiscal Year (FY) 2022/23 Operating and Capital Budget and the Long-Term Financial Plan.

Vote: Passed 5-0
Ayes: Martinez-Rubin, Tave, Toms, Murphy, Salimi
Noes: None
Abstain: None

Absent: None

12. REPORTS & COMMUNICATIONS
A. Mayor Report

1. Announcements
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Mayor Salimi reported he had attended the West Contra Costa County Mayors’ Association meeting with a presentation from County Supervisor John Gioia on Measure X and a meeting of the League of California Cities Redistricting arm. He also spoke to the General Counsel of the Island of Tonga regarding the recent tsunami and invited everyone from the City of Pinole to help the Tongan people by providing drinking water, non-perishable food and other needed items.

Donated items were to be sent to SF Enterprises with the deadline for donated items leaving via boat at the Port of Oakland on Friday, February 4, 2022 at 4:00 p.m. Those interested in donating items may also reach out to him directly and he provided his telephone number.

B. Mayoral & Council Appointments
None
C. City Council Committee Reports & Communications
Mayor Pro Tem Murphy reported there was no Marin Clean Energy (MCE) Executive Board meeting this month but a Technical Committee meeting would be held on Thursday, February 3, 2022 at 8:30 a.m., with all meetings open to the public and with more information on the MCE website.

Mayor Pro Tem Murphy looked forward to a wonderful Black History Month, thanked the City Council again for the Black History Month proclamation and wished everyone a Happy Lunar New Year.

Council member Toms reported the Bay Front Chamber of Commerce was sponsoring the State of the City Breakfast on February 10, 2022 starting at 7:30 a.m. at Leila by the Bay located in the City of Hercules, with the City Manager to make a presentation along with County Supervisor Federal Glover, with more information on the Bay Front Chamber of Commerce website. She also reported she and Council member Tave had attended the Municipal Code Update Subcommittee meeting to discuss a number of City ordinances with the illegal Fireworks Ordinance and encroachment permits having been identified as priorities.

Council member Tave highlighted all of the ordinances discussed by the Municipal Code Update Subcommittee, to be brought back to the City Council for a larger discussion. He also reported that a Communications Committee meeting would be held on February 4, 2022.

Council member Martinez-Rubin reported she had attended a West Contra Costa Transportation Advisory Committee (WCCTAC) meeting and briefed the Council on the presentations and discussions.

D. Council Requests for Future Agenda Items
Council member Toms requested a future agenda item to hold a Closed Session on the Faria House. Consensus given.

Council member Toms requested a future agenda item for a regular presentation from the Chief of Police with particular information on the status of hate crimes in Pinole. Consensus given. 30 of 365
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Mayor Pro Tem Murphy requested a future agenda item to consider a City-wide initiative on racial equity. Consensus given.

Mayor Pro Tem Murphy stated he had previously requested a future agenda item for a Letter of Support for Assembly Bill (AB) 1400 but the author of AB 1400 had pulled the item. He was uncertain whether an official motion was required to take the request off a future agenda.

Council member Tave requested a future agenda item for a brief and general presentation on the City of Hayward’s scalable recycled water service. Consensus given.

Mayor Salimi recalled that Council member Tave had previously requested an item for the City to produce a recycled water study as part of last year’s budget and asked the City Manager to provide a status report at a future meeting, to which City Manager Murray advised the request for a recycled water study was one of the many studies that had been tasked to the Public Works Department this year. The Public Works Department would be making a presentation on the Capital Improvement Plan (CIP) at the next City Council meeting scheduled for February 15, which would include the recycled water analysis. Staff would be asking the City Council to provide direction on prioritization of the CIP projects at that time.

Council member Tave requested a future agenda item for a presentation from the building trades as to where the City of Pinole and Contra Costa County’s workforce was given the Great Resignation along with impacts to labor, and possibly consider a job fair to stimulate interest in some of the building trades. Consensus given.

Council member Toms noted the Workforce Development Board may be able to provide some information on the topic and Council member Martinez-Rubin requested information on work force opportunities.

Mayor Salimi requested a future agenda item to consider starting the conversation for the City to become a Charter City and for consideration of a ballot measure. Consensus given.

Mayor Salimi requested a future agenda item to consider a local/community bank which would be a source of revenue for the City.

Council member Tave suggested if the Council moved forward with the request a presentation from other cities that had taken on a pilot program for local banks should be provided.

In response to Council member Martinez-Rubin, City Manager Murray confirmed the City Council had previously requested a future discussion to establish a municipal bank for Pinole. Staff had provided an assessment as part of last year’s budget development process and had recommended the City Council not move forward at that time and rather wait for the completion of the recommendations for strategies from the Economic Development Consultant.

There was consensus for a presentation from cities where the establishment of a local bank had worked best.

Mayor Salimi requested a future agenda item for an update on activities from the Public Works Department’s Maintenance Division. Consensus given.
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Mayor Salimi referenced the Infrastructure and Investment Jobs Act and requested a future agenda item on how the funds would be distributed to the State, and asked how the City would be asking for specific demands and getting ready for funds to be distributed to Pinole. He asked that Council members representing Pinole on the various transportation boards/committees be ready to identify those needs, and staff to communicate that information to the City Council to advise when the money would be distributed. He requested a report from the Public Works Department on how the City would be positioning itself, identifying the needs and the money needed to achieve those goals for specific projects. Consensus given.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, asked for clarification since he was uncertain a formal motion had been taken for a future agenda item for a Closed Session upon the completion of Item 11A. He questioned what basis the City Council would hold a Closed Session for the Faria House since he understood that the criteria for Closed Sessions items were constrained, and the public had the right to know what would be discussed.

City Attorney Casher clarified as part of the discussion for Item 11A that no formal action had been taken and there had been no majority vote to move any particular item forward. The staff recommendation had not been approved and none of the motions had passed. There had been a request for a future agenda item for a Closed Session to discuss the Faria House and he would consult with the City Manager on the level of discussion and whether the City Council could convene for a Closed Session. That discussion would likely fall under the category of real property negotiations involving City property.

City Attorney Casher further clarified that any Closed Session item would allow for public comment prior to the City Council entering into Closed Session and the City Council would report out if there was any reportable action after the Closed Session was complete.

ACTION: Motion by Mayor Salimi/Mayor Pro Tem Murphy to extend the City Council meeting to 11:45 p.m.

Vote: Passed 4-1
Ayes: Martinez-Rubin, Tave, Murphy, Salimi
Noes: Toms
Abstain: None

Absent: None

PUBLIC COMMENTS CLOSED
E. City Manager Report / Department Staff
City Manager Murray provided an overview of the potential agenda items for the February 15, 2022 City Council meeting.

F. City Attorney Report
City Attorney Casher stated as previously reported the Municipal Code Update Subcommittee had recently met to discuss numerous ordinance updates. 32 of 365
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13. ADJOURNMENT to the Regular City Council Meeting of February 15, 2022 in Remembrance of Amber Swartz.

At 11:29 p.m., Mayor Salimi adjourned the meeting to the Regular City Council Meeting of February 15, 2022 in Remembrance of Amber Swartz.

Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
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CITY COUNCIL
REPORT 9C
DATE: FEBRUARY 15, 2022
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: ERIC CASHER, CITY ATTORNEY
SUBJECT: RESOLUTION CONFIRMING CONTINUED EXISTENCE OF LOCAL

EMERGENCY

RECOMMENDATION
Staff recommends that the City Council adopt a resolution confirming the continued existence of a local emergency.

BACKGROUND & DISCUSSION
On March 18, 2020, the City Manager, acting as Director of Emergency Services, proclaimed a local emergency pursuant to California Government Code Section 8630 and Pinole Municipal Code Chapter 2.32. The emergency declaration was based on public health and safety concerns for persons and property within the City as a consequence of the global spread of novel coronavirus 2019 ("COVID-19"), including confirmed cases in Contra Costa County, as well as the Contra Costa County Department of Health’s shelter in place order dated March 16, 2020. The City Council subsequently adopted a resolution affirming the City Manager’s emergency declaration.

The California Emergency Services Act requires the City Council to review the need for continuing the local emergency at least once every 60 days. Although the local emergency does not end until terminated by the City Council, the Pinole Municipal Code requires the City Council to periodically review the need for continuing the local emergency. Thus, the City Council has a standing opportunity to review current conditions and determine whether public health and safety concerns for persons and property within the City of Pinole continue to exist. Following ongoing review, the City Council has continuously confirmed the existence of the local emergency since the emergency was first declared, most recently on February 1, 2022.

Although the number of cases within Contra Costa County is beginning to improve as the Omicron surge is believed to be subsiding, community transmission of COVID-19 continues to occur at a high rate. There have now been over 180,321 confirmed cases of COVID-19 within the County and approximately 1,130 deaths.

The case rate within the County for fully vaccinated individuals is approximately 79.4 new case per day per 100,000 people (45.2 if fully vaccinated and has received 55 of 365
2 booster). The case rate within the County for unvaccinated individuals is approximately 163 cases per day per 100,000. There have been over 20,887 new cases in the last 2 weeks alone. In Pinole, the rate of new cases over the last 14 days is approximately 1,714 new cases per 100,000 people. In Contra Costa, several health orders remain in effect, including workplace vaccine verification requirements for healthcare workers, first responders and congregate care workers, and a requirement for most people to wear face coverings in most indoor public spaces. Governor Newsom recently ordered on January 7, 2022, that the indoor masking requirement will not expire until after February 15. At that time, state guidelines will return to the previous guidance which requires masking for unvaccinated individuals in all indoor public settings and requires masking for all individuals regardless of vaccination status in higher risk settings like public transit and congregate living. Workplaces must continue to follow the COVID-19 prevention standards set by CalOSHA including adherence to the latest order from the California Department of Public Health on January 5, 2022, which requires the use of face coverings by all employees when indoors.

Public health and safety concerns for persons and property within the City as a consequence of the global spread of novel coronavirus 2019 continue to exist.

If the proposed resolution is adopted, the City Council will confirm the continued existence of the local emergency. In accordance with state law and the Municipal Code, the City Council will review the emergency declaration periodically until the conditions warrant a termination of the emergency declaration.

FISCAL IMPACT
There is no direct fiscal impact from the adoption of the resolution ratifying a local emergency. However, the City will consider all options available to seek reimbursement for indirect expenses and fiscal impacts through the appropriate authorities.

ATTACHMENTS
A. Resolution Confirming Continued Existence of Local Emergency 5057190.1
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ATTACHMENT A
RESOLUTION NO. 2022-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE

CONFIRMING THE CONTINUED EXISTENCE OFA LOCAL EMERGENCY DUE TO COVID-19
WHEREAS, Government Code Section 8630 and Pinole Municipal Code Section

2.32.060 authorize the Director of Emergency Service to proclaim a local emergency when conditions of disaster or extreme peril to the safety of persons and property within the territorial limits of a city exist if the City Council is not in session and provides that the City Council shall ratify the proclamation within seven days thereafter; and WHEREAS, in accordance with Government Code Section 8630 and Pinole Code Section 2.32.060, the Director of Emergency Services proclaimed the existence of a local emergency caused by the Novel Coronavirus (COVID-19), a respiratory disease first identified in China that may result in serious illness or death that is easily transmissible from person to person, on March 18, 2020; and
WHEREAS, on March 24, 2020, the City Council ratified and confirmed the proclamation of the existence of a local emergency issued by the Director of Emergency Services; and
WHEREAS, pursuant to Government Code Section 8630 and Pinole Municipal Code Section 2.32.060, the City Council must periodically review the need for continuing the local emergency; and
WHEREAS, the conditions that prompted the original declaration of a local emergency continue to exist; and
WHEREAS, the recitals contained in Resolution No. 2020-13, adopted by the City Council on March 24, 2020, are incorporated into this Resolution as if stated herein; and WHEREAS, there have now been over 18,321 confirmed cases of COVID-19 and approximately 1,130 deaths within the County; and
WHEREAS, the case rate within the County for fully vaccinated individuals is approximately 79 new case per day per 100,000 people (45 if fully vaccinated and has received booster) and the case rate within the County for unvaccinated individuals is approximately 163 cases per day per 100,000; and
WHEREAS, in order to maintain progress in containing the spread of COVID-19 and continue the reduction in transmission of COVID-19, the public must continue to practice appropriate safety measures; and
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2 WHEREAS, the public health and safety concerns for persons and property within the City as a consequence of the global spread of COVID-19 continue to exist; and WHEREAS, the health, safety, and welfare of Pinole residents, businesses, visitors, and staff is of utmost importance to the City and additional future measures may be needed to protect the community; and
WHEREAS, the City may require additional assistance in the future, and a formal declaration of emergency allows the City to access resources in a timely manner in a timely fashion; and
WHEREAS, the City Council finds that conditions of extreme peril to the safety of persons and property within the territorial limits of the City related to COVID-19 pandemic continue in existence; and
WHEREAS, the City Council finds that extraordinary measures are required to protect the public health, safety, and of persons and property within the City that are or are likely to be beyond the control or capability of the services, personnel, equipment, and facilities of the City; and WHEREAS, the City Council has continuously confirmed the existence of a local emergency following periodic review since it was first declared on March 18, 2020; and WHEREAS, the City Council desires to confirm the continued existence of a local emergency within Pinole due to COVID-19.

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Pinole hereby declares as follows:

1. The local emergency declared by Resolution No. 2020-13 due to the COVID-19 Pandemic continues to exist within the City of Pinole.

2. During the existence of the declared local emergency, the powers, functions, and duties of the City Manager, acting as Director of Emergency Services, and the emergency organization of this City shall be those prescribed by State law and by ordinances and resolutions of the City of Pinole.

3. The declaration of local emergency shall remain in effect until such time that the Council determines that the emergency conditions have been abated.

PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on the 15th day of February, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
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3 I hereby certify that the foregoing resolution was introduced, passed, and adopted on the 15th day of February, 2022.
____________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL
REPORT 9D
DATE: FEBRUARY 15, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: MISHA KAUR, SR. PROJECT MANAGER
SUBJECT: FISCAL YEAR (FY) 2021/22 SECOND QUARTER REPORT ON

IMPLEMENTATION OF CAPITAL IMPROVEMENT PLAN (CIP)

PROJECTS

RECOMMENDATION
Staff recommends that the City Council receive the Fiscal Year (FY) 2021/22 Second Quarter Report on implementation of Capital Improvement Plan (CIP) projects.

BACKGROUND
The CIP is a multi-year plan/forecast of the City’s capital improvement projects. The first year of the CIP is the proposed capital project plan and capital budget for that fiscal year.

The City creates an updated CIP each year based on the condition of the City’s current capital assets, the desire for new capital assets, and available funding. Projects in the CIP address the City’s major types of capital assets: facilities, parks, sanitary sewer collection and treatment infrastructure, stormwater infrastructure, and roads. The City owns considerable capital assets in other classes as well, including streetlights, traffic control devices, sidewalks, street trees, trash capture devices, waste bins and enclosures, traffic/wayfinding signage, benches, bike racks, monument signs, fleet, and fiber optic conduit. The condition of current assets and the need for new capital assets is usually determined through the creation of a master plan for each major type of asset.

Below is a list of the current status of master planning for each major type of asset:

Asset Master planning Status
Facilities Collection of facility condition information and input into Beehive Asset Management Software
Execution
Parks Park Master Plan Planning
Sanitary
Sewer
Sanitary Sewer Collection Master Plan Execution
Sanitary Sewer Management Plan Execution
Stormwater Storm Drain Master Plan Programmed for FY
2022/23
Roads
Local Road Safety Plan Execution
Active Transportation Plan Initiation
StreetSaver – Pavement Management Execution
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CIP projects usually have five major phases of their lifecycle, described below. • Initiation: Projects in the CIP are selected and prioritized based on specific criteria such as consistency with master plans and policies, regulatory requirements, health and safety impacts, and community benefits. The funding is identified for projects and a capital budget is presented to Council for consideration. Once the CIP is adopted by City Council, staff is responsible for project implementation. The initiation phase involves determining whether the project will be managed by City staff or a consultant, assigning the project to a manager, and assembling the project team.
• Planning: The assigned project manager develops the scope, preliminary schedule, and funding requirements, and identifies stakeholders.

Construction projects can be completed through several delivery methods, including design-build and design-bid-build. In design-build, the same firm/team of firms is selected to design and build the project, whereas in design-bid-build one firm designs the project, then the construction is bid, and a construction firm builds the project. Depending on the delivery method, a construction project can involve several steps which may include design, bid, award, construction, and closeout.

For non-construction projects such as master planning, staff defines the initial project by identifying major goals and objectives.

Throughout the project lifecycle, coordination and engagement with various stakeholders is necessary. Stakeholders can include the community, business owners, utilities, funding partners, and other interested and affected parties.

• Execution: For construction projects, the project plans and specifications, and preliminary costs estimates, are prepared. Typically, there are three levels of design review which allow opportunity for coordination and input with stakeholders, utilities, funding partners, and regulatory agencies. The design review usually occurs at 35, 65, and 90 percent of design completion. As the design progresses through each level, the cost estimate becomes more precise. The completed design is reviewed and approved by the City Engineer.

For a design-bid-build project, the final approved design goes out to bid. The project cost estimate and source of project funding govern which procurement policies and procedures will apply. The City’s procurement policy establishes the standards for purchase of goods, services, and supplies. Projects involving federal or State grant funds typically involve stricter and more formalized procedures. In addition, high value public works projects must adhere to processes established in the California Public Contract Code. A contract is awarded to the most qualified and responsible vendor.
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After a contract is awarded and executed with the appropriate insurance and bonds, project construction can begin. The project size and complexity dictate the length of the construction phase.

For master plans, stakeholders are engaged, and links are identified among other infrastructure plans, the General Plan, and other applicable City plans. Next, solutions including conceptual alternatives are developed. Viable solutions are evaluated to ensure they meet the goals and needs of the project. The master plan is a final document which contains a recommended program and/or capital project list.
• Monitoring: Throughout the project lifecycle, staff oversees and monitors the project. Construction projects involve construction management, contract compliance, and project management services, which include technical and administrative tasks. Staff is also responsible for grant administration for projects that are funded by grants.
• Closure: Once construction projects are complete, the as-built drawings are filed for future reference. Closeout activities involve completing project related paperwork including filing the notice of completion with the Contra Costa County Recorder’s office. For master plans, the final plan is presented to City Council.

The Administration and Engineering Division in the Public Works Department is responsible for identifying and completing City capital projects.

REVIEW & ANALYSIS
The City’s adopted CIP (Attachment A) contains construction projects and master planning projects. The master plans included in the CIP will aid the City in identifying and prioritizing construction projects and will identify funding opportunities for future projects.

Attachment B is a summary of the phase and status of each project programmed for FY 2021/22 in the CIP as of the end of the first quarter of FY 2021/22.

First Quarter CIP Highlights
• San Pablo Avenue Rehabilitation project (RO1801):

A construction contract was awarded to MCK Services Inc. in Dec 2021. This project will rehabilitate a 0.5-mile section of San Pablo Avenue from the western city limit to Pinole Shores Drive. Rehabilitation will include installation of ADA compliant curb ramps, a pedestrian island median, retaining wall, pavement stripes and markings, base failure repairs, and asphalt pavement grinding and overlay.

The work is currently in progress and scheduled to be completed by Spring 2022.

In April 2021, City staff submitted a funding request in the amount of $742,000 in response to Congressman Thompson’s Community Project Funding proposal 62 of 365
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solicitation for the INVEST in America Act. This bill included $19.03 million in Federal funding as part of the Member Designated Project program which included $742,000 for the San Pablo Avenue Rehabilitation project. City staff was recently informed that the project funding was not included in the final version of the Infrastructure Investment and Jobs Act.

The CIP budget includes sufficient funding to complete construction. • San Pablo Ave Bridge over BNSF Railroad (RO1710):

A project website, www.pinolespabridge.com, for the San Pablo Avenue bridge replacement project (CIP Project # RO1710) was launched to provide project information. A virtual workshop was held to share information about design alternatives and gather feedback about the San Pablo Avenue bridge replacement project (CIP Project # RO1710). The meeting recording is viewable at www.pinolespabridge.com. Preliminary engineering for this project is in progress. • Pavement Management Technical Assistance Program (P-TAP):

The City received grant funds from the Metropolitan Transportation Commission (MTC) Pavement Management Technical Assistance Program (P-TAP) to utilize MTC’s consultant to perform the required analysis to recertify the City’s Pavement Management Program. The P-TAP Consultant completed the pavement condition survey on approximately 52.4 centerline miles of roadway pavement. Staff will return to City Council at a future meeting to share findings and provide an update on pavement management.
• Post Office Maintenance (FA2001):

A contract was awarded to Angeles Contractor Inc. in July 2021. This project involved satisfying a painting clause in the lease agreement between the City of Pinole (lessor) and United States Post Office (lessee). The contractor completed painting of interior and exterior surfaces and the project is complete. • Energy Upgrades (FA1902):

The HVAC systems at City Hall and Senior Center have reached the end of their useful life and require replacement. In April 2021, the AC unit at City Hall broke down and could not be repaired. In June 2021, a contract was awarded to City Mechanical, Inc. for replacement of the HVAC system at City Hall. The contractor has completed the replacement. The replacement of the HVAC system at the Senior Center is forthcoming.
• Safety Improvements at Appian Way & Marlesta Rd. (RO1714):

This project will install a traffic signal, traffic signage including advanced warning sign on the south end of Appian Way, pavement striping and markings, high visibility crosswalks, and accessible curb ramps with bulbouts at the Appian Way and Marlesta Rd. intersection.
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This project is partially grant funded. Completion of environmental documents, utility coordination, and preparation of plans, specifications, and estimate (PS&E), along with other documents as required by Caltrans Division of Local Assistance is required in order for the City to submit the Request for Authorization (RFA) package to Caltrans.

In November 2021, the project received National Environmental Policy Act (NEPA) clearance and right of way certification. City staff is working with a consultant to advance final design to prepare and submit the RFA package. • Pinole Valley Underground District (RO1709)
The undergrounding of utilities (PG&E, AT&T, Comcast, and Conterra) on Pinole Valley Rd. began in December 2020. Typically, the other utilities start construction after PG&E’s work is complete. In this case, PG&E crews were pulled to assist with emergency work. To allow the project to progress, PG&E informed other utilities they could start with the understanding they will clear the area when PG&E crews return to the site. Since then, Conterra and Comcast have completed their work.

PG&E anticipates completing overhead work by the first quarter of 2022. After PG&E’s work is complete, AT&T will be the only utility left on the poles. AT&T estimates their work will take approximately 3 months to complete. The project will be complete once PG&E and AT&T complete their portions of work.

FISCAL IMPACT
Projects have budgeted sources of funds which have been previously approved by City Council. There is no fiscal impact associated with this status update and deferring master plans to future fiscal years.

ATTACHMENT(S)
A. Adopted Capital Improvement Plan for FY 2021/22 through FY 2025/26 B. Project Status Summary
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CAPITAL

IMPROVEMENT
PLAN

CITY OF PINOLE
FY 2021/22 - 2025/26 AMENDED
JUNE 29, 2021

ATTACHMENT A
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CAPITAL

IMPROVEMENT PLAN
FY 2021/22 - 2025/26

CITY COUNCIL
Norma Martinez-Rubin, Mayor
Vincent Salimi, Mayor Pro Tem
Anthony L. Tave, Councilmember
Devin Murphy, Councilmember
Maureen Toms, Councilmember

CITY MANAGER
Andrew Murray

DEVELOPMENT SERVICES

DIRECTOR
Tamara Miller
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CAPITAL IMPROVEMENT PLAN: FY 2021/22 THROUGH FY 2025/26

TABLE OF CONTENTS
Introduction ......................................................................................................................................................... 1 Next Steps in Capital Planning .......................................................................................................................... 2 Project Funding .................................................................................................................................................. 2 Funding Sources ................................................................................................................................................ 3 Grants .................................................................................................................................................................. 4 Overview of Recommended Capital Budget .................................................................................................... 5 Funding Summary .............................................................................................................................................. 6 Project Description Sheets – Facilities ..................................................................................................... 7-15 Project Description Sheets – Parks ....................................................................................................... 16-19 Project Description Sheets – Sanitary Sewer ......................................................................................... 20-25 Project Description Sheets – Stormwater ............................................................................................... 26-29 Pavement Maintenance and Rehabilitation Program .................................................................................. 30 Project Description Sheets – Roads ....................................................................................................... 31-47 Unfunded and Unprogrammed Project List ................................................................................................... 48 Project Description Sheets .................................................................................................................... 49-61 67 of 365
Introduction
The Capital Improvement Plan (CIP) is a multi-year planning tool used to identify and implement the City’s capital needs over the upcoming five-year period. The CIP aligns the needs with appropriate funding, scheduling, and implementation. This document is a working blueprint for building and sustaining publicly funded physical infrastructure. Capital improvements refer to physical assets and include the design, purchase, construction, maintenance, or improvement of public resources (i.e. parks public infrastructure, equipment, public spaces). These improvements influence Pinole’s built and natural environment and help guide the trajectory of future growth or change.

The projects in the CIP fall into the following broad categories: facility maintenance, parks, sewer collection and treatment, stormwater, streets and roads. These projects are developed in collaboration with department heads, and division managers under the direction of the City Manager to ensure all department needs are represented.

The CIP is reviewed and updated annually for capital projects and programs that support City goals and objectives including priorities identified in the 2020-2025 Strategic Plan of developing a disciplined approach to funding infrastructure maintenance and improvements. The City seeks to enhance its focus on the state of the infrastructure throughout the community by first inventorying all the assets, assessing their contributions to a safe and vibrant Pinole, assessing their current conditions, and creating a disciplined investment approach resulting in a strong and purpose driven Capital Investment Plan. This work effort has already commenced with the development of a Sanitary Sewer Collection System Master Plan which includes an asset inventory of the collection system, capacity analysis, and condition analysis. In FY 2021-22 we will follow with the development of various plans including a Park Master Plan, Local Road Safety Plan, Active Transportation Plan, Storm Drain Master Plan, Recycled Waster Master Plan, and Muncipal Broadband Master Plan.

The preparation and adoption of the CIP is an important part of Pinole’s financial planning and budgeting process. Proposed projects are reviewed by the Planning Commission for consistency with the General Plan. The Finance Subcomittee also reviews and analyzes all aspects of the CIP and makes recommendations. Project priority and selection is based on specific criteria, such as:
• Consistency with community plans and policies;
• Regulatory compliance;
• Public and political support;
• Sustainability;
• Cost savings or revenue generation;
• Project demand, determined by inventory of existing land, equipment, and facility conditions;
• Economic, environmental, aesthetic or social impacts; and • Public health, safety or other legal concerns.

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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The process for developing the CIP involves the following steps:

Next Steps in City Capital Planning
The City will complete condition assessment of all the City’s capital assets and identify the funding levels required to maintain these assets. The City will continue to integrate capital planning information into the Long-Term Financial Plan, so City decision makers are aware of the City’s capital needs when they consider allocation of the City’s limited financial resources and consider possibly pursuing additional sources of City revenue.

Project Funding
A variety of funding sources support projects listed in the CIP. The first year’s program in the CIP is adopted by the City Council as the Capital Budget, as a counterpart to the annual Operating Budget. The fiscal resources are appropriated only in the first year, the subsequent four years of the CIP are important for long term planning and subject to further review and modification.

The CIP is funded primarily with funds restricted for specific purposes. The next page descibes various funding sources and their restrictions. Some projects are entirely or partially funded by grants and reimbursements from state and federal government and other agencies.

Identify projects
for CIP budget
Prioritize projects
and identify
funding
Prepare budget
for CIP
CIP Review by
Finance
Subcommittee
and Planning
Commission
City Council
adoption
Implementation of
approved projects
in CIP
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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Funding Sources
Fund # Fund Name
(restriction)
Description
100 General Fund
(unrestricted)
The General Fund is the main operating fund for the City.

It accounts for sources and uses of resources that
(primarily) are discretionary to the City Council in the provision of activities, programs and services deemed
necessary and desirable by the community.
106 Measure S 2014
(unrestricted)
Accounts for 2014 voter-approved half-cent Local Use Tax which levies 0.5% each on all merchandise. Although these are unrestricted General Fund revenues, the 2014 Use
Taxes have been allocated by the City Council to fund
Infrastructure Projects as their highest funding priority. 200
Gas Tax - RMRA
(roads and right-ofway)
Accounts for the Highway Users Tax (HUTA) State imposed excise taxes on gasoline and diesel fuel sales within the City limits. Gas Tax funds are restricted for use in the construction, improvement and maintenance of public
streets. The taxes are allocated to Pinole through the Road Maintenance and Rehabilitation Account (RMRA)
established by the Road Repair and Accountability Act of 2017.
214 Solid Waste
Accounts for special revenue received from Republic
Services from a surcharge assessed on customer rates for solid waste services. These funds are set aside for future solid waste capital and for a rate stabilization fund.
215 Measure J
(roads only)
Accounts for special sales tax revenues collected by Contra Costa Transportation Authority (CCTA) and reapportioned to cities for local street projects. This fund also accounts for return to source funds and grant funds.

PGE
Rule 20A
(undergrounding
projects)
Through Rule 20A, the California Public Utilities
Commission requires Pacific Gas and Electric (PG&E) to
set aside funds annually to finance the undergrounding of overhead electrical facilities located on public streets within the City of Pinole.
276
Growth Impact Fees
(nexus identified
needs)
Accounts for development fees collected to mitigate the impact of new development. Provides funds for nexus
identified needs only.
325
City Street
Improvements
(roads only)
Accounts for funds set aside by the City of Pinole to fund street improvement projects. The Measure S 2014 funding plan allocates $250k annually to this fund.
327 Park Grants
(parks only)
Accounts for grants and reimbursements from the state and federal government and other agencies related to parks. 377
Arterial Street
Rehabilitation
(roads only)
Accounts for funds set aside by the City of Pinole to fund arterial street rehabilitation projects. The Measure S 2014 funding plan allocates $250k annually to this fund.
500 Sewer Enterprise
(sewer only)
Accounts for fees charged to residents and businesses for sewer utilities. Fees are used to operate the PinoleHercules Water Pollution Control Plant which services the Pinole and Hercules areas.

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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Grants
Certain projects are eligible to receive grant funds from state, federal, or other agencies. Road projects listed in the CIP receive grant funding from a variety of sources such as:
➢ California Department of Transportation (Caltrans)
o Highway Bridge Program (HBP) – funds to improve bridge structural safety. ▪ Project: RO1710
o Highway Safety Improvement Program (HSIP) – funds projects that significantly reduce fatalities and injuries on all public roads.
• Project: RO2104
➢ West Contra Costa Transportation Advisory Committee (WCCTAC) o Subregional Transportation Mitigation Program (STMP) – funds projects that provide congestion relief and mitigate traffic impacts on regional routes through capacity improvements on those routes, improved transit services for subregional and regional travel, and improved facilities that allow West County residents to more efficiently access regional routes and transit service. ▪ Projects: RO2105, RO1902, and RO1710
➢ Metropolitan Transportation Commission (MTC)
o One Bay Area Grant 2 (OBAG2) – policy framework for MTC’s distribution of federal State Transportation Program and Congestion Mitigation and Air Quality Improvement Program funds. The OBAG2 program provides funding for local street and road maintenance, streetscape enhancements, bicycle and pedestrian improvements, Safe Route to School projects, Priority Conservation Areas, and Transportation planning.
▪ Projects: RO1801, and RO1714
o Transportation Developlment Act (TDA) Article 3 – funds construction and/or engineering of bicycle or pedestrian capital or quick build projects, maintenance of Class I or Class IV separated bikeways, bicycle and/or pedestrian safety education projects, development of a comprehensive bicycle or pedestrian facilities plans, and restriping Class II bicycle lanes and buffered bicycle lanes. • Project: RO1714
The receipt of certain grants and reimbursements typically follow the award of contracts; therefore, other City funding is programmed for front-end financing of the total estimated project costs.

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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Overview of Recommended Capital Budget
The FY 2021/22 – 2024/25 CIP contains 39 projects which includes 16 new projects. The CIP also contains information for 25 unfunded and unprogrammed projects. A funded project is one that has identified specific funding, including on-going existing resources to fully implement the project. A partially funded project has funding to accomplish various phases of the project but lacks sufficient funding to complete the project. An unfunded project is one that has been identified in the CIP as a need but no funding secured to implement the project. Should funding become available through grant or other sources, the unfunded list can be reviewed to determine if it is suitable to seek such funding.

CIP projects fall into the following categories: Facilities, Parks, Sanitary Sewer, Stormwater, and Roads. The nomenclature for the project number is derived as follows:

Project numbers begin with the abbreviation of the project category, followed by the year the project was first programmed, and then a unique sequence number. For example, FA2001
refers to a facilities project which was first programmed in 2020 with a unique sequence number of 01. Unfunded projects begin with UF and are followed by a unique sequence number.

In FY2021/22, there are 31 projects programmed for funding, including 13 new projects. Below is a summary of the various funding sources based on project category.

FY 2021/22 PROJECT CATEGORIES FY
2021/22
TOTALS

BY FUND
Funding
Sources
Fund Facilities
FA
Parks
PA
Sanitary
Sewer
SS
Stormwater
SW
Roads
RO
General Fund 100 $200,000 $200,000 $245,000 $645,000
Measure S
2014
106 $904,207 $160,242 $302,000 $176,300 $1,542,749
Gas Tax 200 $509,445 $509,445
Solid Waste 214 $425,000 $425,000
Measure J 215 $706,000 $706,000
PG&E – Rule
20A $511,532 $511,532
Growth
Impact Fees
276 $78,860 $200,000 $278,860
City Street
Improvements
325 $969,185 $969,185
Park Grants 327 $189,758 $189,758
Arterial Street
Rehabiliation
377 $819,689 $819,689
Sewer
Enterprise
500 $801,257 $28,398 $829,655
FY 2021/22 TOTALS

BY PROJECT

CATEGORY
$1,104,207 $775,000 $1,001,257 $380,860 $4,165,549 $7,426,873 Category Abbreviation
Facilities FA
Parks PA
Sewer SS
Stormwater SW
Roads RO
Unfunded UF
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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SOURCES BY FUND FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total 100 - General Fund $ 645,000 -$ -$ -$ -$ $ 645,000
106 - Measure S 2014 $ 1,563,609 $ 997,406 -$ -$ -$ $ 2,561,015 200 - Gas Tax $ 509,445 -$ -$ -$ -$ $ 509,445
214 - Solid Waste $ 425,000 -$ -$ -$ -$ $ 425,000
215 - Measure J $ 706,000 -$ -$ -$ -$ $ 706,000
PGE - Rule 20A $ 511,532 -$ -$ -$ -$ $ 511,532
276 - Growth Impact Fees $ 258,000 $ 200,000 -$ -$ -$ $ 458,000 325 - City Street Improvements $ 969,185 $ 261,586 $ 1,139,618 $ 560,000 $ 890,000 $ 3,820,390 327 - Park Grants $ 189,758 -$ -$ -$ -$ $ 189,758
377 - Arterial Streets Rehabilitation $ 819,689 $ 550,000 -$ -$ -$ $ 1,369,689 500 - Sewer Enterprise Fund $ 829,655 $ 90,597 $ 1,200,000 -$ -$ $ 2,120,252 Sources Total $ 7,426,873 $ 2,099,589 $ 2,339,618 $ 560,000 $ 890,000 $ 13,316,080 Unfunded Total $ 2,096,240 $ 2,096,240
Total Sources Required $ 7,426,873 $ 2,099,589 $ 4,435,858 $ 560,000 $ 890,000 $ 15,412,320 PRJ # USES BY PROJECT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Account # FY 2021-22 Funds Funding Source
FA2101 Emergency Power for Critical Facilities $200,000 100-343-47201 $200,000 General Fund FA2102 Municipal Broadband Master Plan $60,000 106-118-47201 $60,000 Measure S 2014 FA2001 Post Office Maintenance $80,000 106-343-47201 $80,000 Measure S 2014 FA2002 Electric Vehicle Charging Stations $20,000 106-343-47201 $20,000 Measure S 2014 FA1901 Senior Center Auxiliary Parking Lot
formerly known as Fowler House lot reuse $182,207 $432,406 106-343-47201 $182,207 Measure S 2014 FA1902 Energy Upgrades $220,000 106-343-47201 $220,000 Measure S 2014 FA1702 Citywide Roof repairs and replacement $272,000 $140,000 106-343-47201 $272,000 Measure S 2014 FA1703 Paint City Hall $70,000 106-343-47201 $70,000 Measure S 2014 PRJ # USES BY PROJECT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Account # FY 2021-22 Funds Funding Source
PA2101 Installation of high capacity trash bins $425,000 214-345-47203 $425,000 Solid Waste Fund 106-343-47201 $60,242 Measure S 2014
327-345-47203 $189,758 Park Grants
PA1901 Pinole Valley Park Soccer Field Rehabilitation $200,000 106-345-47203 $0 Measure S 2014 PA1704 Park Master Plan $100,000 106-345-47203 $100,000 Measure S 2014 PRJ # USES BY PROJECT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Account # FY 2021-22 Funds Funding Source
SS2101 Secondary Clarifier - Center Column Rehabilitation $350,000 500-641-47201 $350,000 Sewer Enterprise SS2102 Air Release Valve Replacements $50,000 500-641-47201 $50,000 Sewer Enterprise SS2103 Recycled Water Master Plan $200,000 100-341-42101 $200,000 General Fund SS2001 Sanitary Sewer Collection System Master Plan $301,257 500-642-47201 $301,257 Sewer Enterprise SS2002 Water Pollution Control Plant Lab Remodel $100,000 500-642-47201 $100,000 Sewer Enterprise SS1702 Sewer Pump Station Rehabilitation $1,200,000 500-641-47201 $0 Sewer Enterprise PRJ # USES BY PROJECT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Account # FY 2020-21 Funds Funding Source
SW2001 Roble Road Drainage Improvements $200,000 276-344-47206 $0 Growth Impact Fees SW2002 Adobe Road Repair and Drainage Improvements $150,000 106-344-47206 $0 Measure S 2014 106-344-47206 $322,860 Measure S 2014
276-344-47206 $58,000 Growth Impact Fees
SW1703 Storm Drainage Master Plan $75,000 106-344-42101 $0 Measure S 2014 PRJ # USES BY PROJECT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Account # FY 2021-22 Funds Funding Source
RO2501 Residential Slurry Seal $890,000 325-342-47205 $0 City Street Improvements RO2401 Cape Seal $560,000 325-342-47205 $0 City Street Improvements RO2301 Residential Slurry Seal $890,000 325-342-47205 $0 City Street Improvements RO2101 Arterial Rehabilitation $42,205 $550,000 377-342-47205 $42,205 Arterial Rehabilitation 500-641-47201 $28,398 Sewer Enterprise
200-342-47205 $381,082 Gas Tax - RMRA
RO2103 Pedestrian Bridge Repair $55,700 106-344-47206 $55,700 Measure S 2014 RO2104 Local Road Safety Plan $33,447 325-342-47205 $33,447 Caltrans - HSIP RO2105 Appian Way Complete Streets Project $100,000 325-342-47205 $100,000 WCCTAC - STMP Fees RO2106 Active Transportation Plan $75,000 100-341-47205 $75,000 General Fund RO2107 Brandt St. Improvements $170,000 100-342-47205 $170,000 General Fund RO1902 Pedestrian Improvements at Tennent Ave. near R X R $43,380 $661,250 325-342-47205 $43,380 WCCTAC - STMP Fees 377-342-47205 $777,484 Arterial Rehabilitation
215-342-47205 $586,000 MTC/(OBAG 2)
276-344-47205 $150,000 Developer
276-344-47205 $50,000 Growth Impact Fees
RO1708 Pinole Valley Road Improvements $100,000 200-342-47205 $100,000 Gas Tax - RMRA 200-342-47205 $28,363 Gas Tax - RMRA
Rule20A $511,532 Rule 20A Credits
325-342-47205 $75,000 WCCTAC - STMP Fees
325-342-47205 -$35,853 City Street Improvements
325-342-47205 $591,588 Caltrans - HBP
325-342-47205 $32,223 City Street Improvements
215-342-47205 $120,000 MTC/OBAG2
325-342-47205 $129,400 MTC/TDA Article 3
106-344-47206 $120,600 Measure S 2014
Uses by Project Total $7,426,873 $2,099,589 $4,435,858 $560,000 $890,000 LEGEND:
• Items highlighted in blue are unfunded projects.
• Items highlighted in orange indicate a project or project funding is carried over from prior fiscal year. • Items highlighted in purple are new projects, or new funding allocations in FY 2021-22. • Project numbers: FA = Facilities; PA = Parks; SS = Sanitary Sewer; SW = Storm Water; RO = Roads. **Caltrans funded total project cost is $38 million and extends beyond the proposed Plan years.

RO1714 Safety Improvements at Appian Way & Marlesta Rd. formerly known as HAWK at Appian Way and Marlesta $402,223 RO1710 San Pablo Ave. Bridge over BNSF Railroad** $630,735 $94,265 $1,684,608 RO1709 Pinole Valley Road Underground District $539,895 RO1802 Hazel Street Gap Closure (Sunnyview) $200,000
RO1801 San Pablo Ave. Rehabilitation $1,363,484
ROADS
RO2102 Tennent Ave. Rehabiliation $409,480 $257,918

SANITARY SEWER

STORMWATER
SW1901 Hazel Street Gap Closure (Sunnyview) $380,860

CITY OF PINOLE
FY2021-22 THROUGH 2025-26

FIVE-YEAR CAPITAL IMPROVEMENT PLAN

FACILITIES
PARKS
PA2001 Bocce Ball Court $250,000
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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FA2101 - Emergency Power for Critical Facilities

FACILITIES
Initial Project Start: July 1, 2022
Initial Project Completion: June 30, 2023
Revised Project Start:

Revised Project Completion:

Project Origin: Council Request
Multi-year Project: No
Description: During severe natural hazard events, it is highly likely that utility power will not be available for an extended period of time. Critical facilities will need reliable sources of sustained electrical power to continue operations. This project will: 1) identify critical facilities in need of back-up power in coordination with an Emergency Operations Plan (EOP) , 2) assess power loads in each critical facility that requires back-up power, 3) determine the costs and technology options including solar battery storage, and 4) make any additional recommendations to Council before advancing to construction.

Supplemental Information: The Public Safety Building, Fire Station 74, and the Water Pollution Control Plant have stand by generators.

Budget:

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 100 $ 200,000
Subtotal $ 200,000
Total Cost Estimate: $ 200,000
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FA2102 - Municipal Broadband Master Plan

FACILITIES
Initial Project Start: July 1, 2023
Initial Project Completion: June 30, 2024
Revised Project Start:

Revised Project Completion:

Project Origin: Council Request
Multi-year Project: No
Description: Development of a Broadband Master Plan will provide an inventory of current and future needs of Pinole and develop a blueprint for Pinole to ensure the availability of affordable, reliable high-speed internet access. The Master Plan will incorporate strategies to manage the public right-of-way and assets therein, identify networks to deliver government services, find opportunities for public works projects to incorporate cost-effective installation of telecommunications infrastructure, find partnership opportunities with local and regional utilities for joint trench and cost sharing opportunities, identify strategies to facilitate competition and encourage universal access and address digital divide, and establish incremental plans for growth and evolution of telecommunications services in Pinole.

Supplemental Information:

Budget:

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 106 $ 60,000
Subtotal $ 60,000
Total Cost Estimate: $ 60,000
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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FA2001 - Post Office Maintenance
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 106 $ 80,000
Subtotal $ 80,000
Total Cost Estimate: 80,000$

FACILITIES
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2022
Project Origin: Lease Agreement
Multi-year Project: No
Description: The City of Pinole owns certain property located at 2101 Pear Street (APN: 401-163-003) and since 1960, the United States Post Office (USPO) has leased 2101 Pear Street from the City serving as a Post Office. On September 2, 2014, City Council adopted Resolution 2014- 51 to execute a five year lease agreement (with Two 5-Year Options) with the USPO for the use of 2101 Pear Street. Under the terms and conditions of the lease, the City is responsible for maintaining the existing facility, including the heating and air conditioning system, electrical systems, light fixtures, and landscaping. The terms of the lease also stipulate that the City must paint all and exterior previously painted no later than six (6) months following the start of the lease, or at least once every five (5) years during the continuance of the lease unless required more often because of damage from casualties. This project involves satisfying the painting clause in the lease agreement.

Supplemental Information: The current lease period is from 09/01/2020 - 08/31/2025.

Budget:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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FA2002 - Electric Vehicle Charging Stations

FACILITIES
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2022
Project Origin: Council Request
Multi-year Project: No
Description: Installation of electric vehicle (EV) charging stations at City facilities to support increased adoption and use of zero emission vehicles. An assessment of City facilities coupled with grant funding opportunities dictate the most suitable locations for installation of charging stations. In October 2020, the City reserved a charging rebate with Marin Clean Energy (MCE) for the installation of charging infrastructure and project technical assistance. The technical assistance provided by MCE covers: a site assessment which includes a review of ADA and options for charging station placement, a load study to understand the proposed site’s electrical capacity, and an EV charger planning report. City staff worked with the technical assistance provider to select a publicly accessible site where installation of charging infrastructure was feasible. A load study was conducted at the public parking lot serving the Public Safety Building located at 880 Tennent Ave. The results of the load study indicated that the site could support charging infrastructure. This project will install charging infrastructure at the Public Safety Building. City staff will release a Request for Proposals to select a qualified vendor to supply and install charging station infrastructure in the City of Pinole.

Supplemental Information: City staff continue to assess other public locations throughout Pinole for opportunities to incorporate EV charging infrastructure.

Budget:

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 106 $ 20,000
Subtotal $ 20,000
Total Cost Estimate: 20,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
77 of Page 10 of 60 365
FA1901 - Senior Center Auxiliary Parking Lot

FACILITIES
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2023
Project Origin: Fowler Lot Re-Use Committee
Multi-year Project: Yes
Description: On April 16, 1990 City Council adopted Resolution 2380 authorizing the purchase of 2548 Charles Street. At the time of purchase, City Council determined that construction of a Senior Center was necessary, and that this property was needed to provide sufficient parking for the Center. The parcel is surrounded by municipal parking lots which serve the Senior Center and Old Town Pinole. On February 2, 2021 City Council adopted Resolution 2021-07 and awarded a contract to a consultant for the preliminary engineering and design for the parking lot. The parking lot will be designed to be a multi-benefit project that includes pavement structural section, striping, lighting, bicycle parking, electric vehicle charging stations, stormwater capture and retention, and drought tolerant landscaping. The final design will offer the maximum number of parking spaces while allowing access for both vehicles and pedestrians and include aesthetic design components.

Supplemental Information: The Fowler House tenants remained in the properly till 2010 and many discussions took place to determine the best use of the property. It was determined that the house had asbestos and lead paint. On July 17, 2018, City Council adopted Resolution 2018- 67 to create the Fowler Lot Re-use Committee to evaluate the reuse and redevelopment of the property. The Committee evaluated uses for the lot and determined the best use of the property is a parking lot. On October 16, 2018, the City Council adopted Resolution No. 2018-93 to approve a contract with a construction company to abate and demolish the Fowler house. The property demolition was completed on March 11, 2019. On July 21, 2020, City Council adopted Resolution 2020–68 to accept the final recommendation of the Committee.

Budget:

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Design 106 $ 9,448 $ 182,207
Construction 106 $ 432,406
Subtotal $ 9,448 $ 182,207 $ 432,406
Total Cost Estimate: 624,061$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
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FA1902 - Energy Upgrades

FACILITIES
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2022
Project Origin: End of life cycle
Multi-year Project: No
Description: The heating, ventilation, and cooling (HVAC) systems at City Hall and Senior Center have reached the end of their useful life and need to be replaced. A portion of the roof at the Senior Center will also need to be replaced.

Supplemental Information: In October 2020, City staff began working with Marin Clean Energy’s (MCE’s) Energy Efficiency program to explore opportunities for energy conservation and generation at City owned facilities by replacing the HVAC systems and upgrading streetlights. It was determined that the MCE program could not incentivize HVAC replacement project or the upgrade of the streetlights. This project was formerly known as FA1706 and FA1801.

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 106 $ 220,000
Subtotal $ 220,000
Total Cost Estimate: 220,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
79 of Page 12 of 60 365
FA1702 - Citywide Roof repairs and replacement

FACILITIES
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion: June 30, 2023
Project Origin: End of life cycle
Multi-year Project: Yes
Description: In 2015, comprehensive visual roof inspections were completed by a contractor on various City owned facilities. The purpose of the inspection was to identify the extent, if any, of moisture intrusion into the existing roof assemblies, document observed roof system deficiencies, determine the overall condition of the existing roof systems and to estimate the service life of the in-place roof assemblies. The roof inspection identified several roofs which need to be repaired or replaced. The roofs at City hall and the Public Safety building need to be replaced.

Supplemental Information:

Budget:

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 106 $ 272,000 $ 140,000
Subtotal $ 272,000 $ 140,000
Total Cost Estimate: 412,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
80 of Page 13 of 60 365
FA1703 - Paint City Hall

FACILITIES
Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: End of life cycle
Multi-year Project: No
Description: The interior and exterior surfaces of City Hall require repainting as the paint system has reached the end of its useful life. Exterior painting is necessary to maintain external protection from the environment. Fading, chipping paint, along with water and mildew damage necessitates the painting project.

Supplemental Information:

Budget:

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 106 $ 70,000
Subtotal $ 70,000
Total Cost Estimate: 70,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
81 of Page 14 of 60 365
PARKS
Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Beautification Ad Hoc Committee
Multi-year Project: No
Description: Installation of high capacity, solar powered compacting trash bins at City parks.

Supplemental Information: In 2019, the City Council established a Beautification Ad Hoc Committee to analyze options for, and to make recommendations to the Council regarding clean-up and beautification projects in Pinole. Among other projects, the Committee recommended the installation of high capacity, solar powered compacting trash bins at City parks.

Budget:

PA2101 - Installation of high capacity trash bins
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 214 $ 425,000
Subtotal $ 425,000
Total Cost Estimate: 425,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
82 of Page 15 of 60 365
PARKS
Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Council Request
Multi-year Project: No
Description: Installation of a Bocce Ball court to provide recreational opportunities to the Pinole community. City staff has identified a list of potential sites for the court. The City intends to utilize the State of California Department of Parks and Recreation Per Capita Grant Program funds for this project.

Supplemental Information: There has been interest by the community and Council to provide the opportunity to play Bocce Ball year around.

In 2004, the Pinole Rotary Club identified the construction of bocce ball courts in Pinole as its Centennial Project. At the time, several sites were considered and Fernandez Park was identified as a possible location. The current location of the horseshoe pits, adjacent to the public patio, was deemed the best option, and a schematic design was prepared. In 2009, the Community Services Commission recommended various park and recreational facility projects including bocce ball courts to be funded by East Bay Regional Park District Measure WW funds. On July 9, 2009, the City Council approved a list of projects for Measure WW funding which included bocce ball court installation. However, the available grant funding exceeded the cost estimate of the recommended projects. In 2020, the Fowler Lot Re-Use Committee evaluated possible uses for 2548 Charles Ave. and deemed the installation of a bocce ball at the site as an attractive recreational opportunity but concluded that it would come with increased parking demand in an area that is already affected by limited parking. The Committee encouraged staff to seek other suitable locations for a bocce ball court.

Budget:

PA2001 - Bocce Ball Court
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 327 $ 189,758
106 $ 60,242
Subtotal $ 250,000
Total Cost Estimate: 250,000$
Construction
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
83 of Page 16 of 60 365
PARKS
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start: July 1, 2022
Revised Project Completion: June 30, 2023
Project Origin: Council Request
Multi-year Project: No
Description: There are two soccer fields at Pinole Valley Park which are utilized on an annual basis, the Wright Avenue Soccer Field at the southerly end, and Savage Avenue Soccer Field at the northern end. Both fields are heavily used by soccer leagues and the general public. The Savage Avenue Soccer Field requires substantial rehabilitation which includes: upgrading the irrigation system and ongoing turf maintenance. Turf maintenance includes mowing, fertilizing, aeration, overseeding, and topdressing.

Supplemental Information: This project has been delayed pending the development of a Park Master Plan (CIP Project# PA1704).

Budget:

PA1901 - Pinole Valley Park Soccer Field Rehabilitation Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 106 $ 200,000
Subtotal $ 200,000
Total Cost Estimate: 200,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
84 of Page 17 of 60 365
PARKS
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start: July 1, 2022
Revised Project Completion: June 30, 2023
Project Origin: Staff Recommendation
Multi-year Project: No
Description: Preparation of a park master plan will aid the City in developing a strategic approach to park maintenance and operation. The master plan will allow the City to quantify and qualify the existing park system, identify deficiencies, and develop a financial analysis of the cost to maintain and operate park assets.

Supplemental Information: This project was added to the CIP in 2017 as an unfunded project; Council approved funding in 2020.

Budget:

PA1704 - Park Master Plan
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 106 $ 100,000
Subtotal $ 100,000
Total Cost Estimate: 100,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
85 of Page 18 of 60 365

SANITARY SEWER
Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: End of life cycle
Multi-year Project: No
Description: The Secondary Clarifier #5 has reached the end of its useful life. The project will involve removal and replacement of catwalk, drive mechanism, center column, and rake arm.

Supplemental Information: The City of Hercules will be reimburse the Sewer Enterprise fund for 50% of the total project cost.

SS2101 - Secondary Clarifier—Center Column Rehabilitation Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 500 $ 350,000
Subtotal $ 350,000
Total Cost Estimate: 350,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
86 of Page 19 of 60 365

SANITARY SEWER
Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Staff Recommendation
Multi-year Project: No
Description: There are four air relief valves at various locations on the WPCP Effluent Pipeline between the WPCP and the Rodeo treated water discharge point. This project includes removal and replacement of the pipe saddle, short pipe section, isolation valve, and air relief valve.

Supplemental Information: The four locations are: 1) across from the WPCP at 11 Tennent Ave., near the entrance of the SF Bay Trail, 2) On the SF Bay Trail near the corner of Santa Fe and Railroad Ave., 3) At the intersection of Mariposa St. and Railroad Ave. (Rodeo), 4) Outside the gate of Rodeo Sanitary District at 800 San Pablo Ave. (Rodeo). The City of Hercules will be reimburse the Sewer Enterprise fund for 50% of the total project cost.

Budget:

SS2102 - Air Release Valve Replacement
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 500 $ 50,000
Subtotal $ 50,000
Total Cost Estimate: 50,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
87 of Page 20 of 60 365

SANITARY SEWER
Initial Project Start: July 1, 2022
Initial Project Completion: June 30, 2023
Revised Project Start:

Revised Project Completion:

Project Origin: Council Request
Multi-year Project: No
Description: Development of a Recycled Water Master Plan will allow the City to plan and phase the construction of future recycled water distribution system infrastructure. The Master Plan will identify potential recycled water customers, evaluate the quantity, quality, and recycled water distribution system options to address the needs of potential users in surrounding areas, seek opportunities to phase the construction of a recycled water delivery system, and develop planning-level cost options for the phased system.

Supplemental Information: Recycled water delays or eliminates the need to construct more potable water facilities, sustains the economy with increased water supply reliability, protects the environment, safeguards investments in parks and landscaping with drought proof or drought resistant water supply, and contributes to a green and healthy environment. In 2019, East Bay Municipal Utility District (EBMUD) prepared an Updated Recycled Waster Plan which considered the potential for potable reuse in EBMUD’s water service area. The development of a new recycled water supply for the Phillips 66 refinery in Rodeo using effluent from the Pinole-Hercules and Rodeo wastewater treatment plants was among the recommended non-potable reuse projects. This project is estimated to deliver up to 3.67 MGD of recycled water to the refinery for use in their boilers and cooling towers. The combined final disinfected effluent from both plants would be pumped at the Rodeo Pump Station to the refinery for treatment a new advanced recycled water treatment plan. This project was recommended by EBMUD because it would deliver a large amount of water to a single customer, with comparatively few pipelines required due to the short distance between the sources of wastewater and the Phillips 66 Refinery
Budget:

SS2103 - Recycled Water Master Plan
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 100 $ 200,000
Subtotal $ 200,000
Total Cost Estimate: 200,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
88 of Page 21 of 60 365

SANITARY SEWER
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2022
Project Origin: Staff Recommendation
Multi-year Project: Yes
Description: In September 2020, the City Council awarded a contract to Carollo Engineers, Inc. to develop a Sanitary Sewer Collection System Master Plan (Plan). The Plan will provide a condition assessment of the sewer collection assets to inform capital planning and effectively serve the wastewater needs of residents and businesses. This plan will also provide a capacity analysis to identify pipes that need to be upsized.

Supplemental Information: Master planning is critical to identify when and where infrastructure upgrades or improvements will be needed to accommodate growth.

Budget:

SS2001 - Sanitary Sewer Collection System Master Plan
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 500 $ 147,743 $ 301,257
Subtotal $ 147,743 $ 301,257
Total Cost Estimate: 449,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
89 of Page 22 of 60 365

SANITARY SEWER
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start: July 1, 2021
Revised Project Completion: June 30, 2022
Project Origin: Regulatory Requirement
Multi-year Project: No
Description: The California Environmental Laboratory Accreditation Program (ELAP) is responsible for accrediting environmental testing labs including the Pinole - Hercules WPCP. The 2019 ELAP inspection results indicated the lab apparatus, countertops, and the fume hood are past their useful life and recommended replacement.

Supplemental Information: The City of Hercules will be reimburse the Sewer Enterprise fund for 50% of the total project cost.

Budget:

SS2002 Water Pollution Control Plant Lab Remodel
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Construction 500 $ 100,000
Subtotal $ 100,000
Total Cost Estimate: 100,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
90 of Page 23 of 60 365

SANITARY SEWER
Initial Project Start: October 1, 2020
Initial Project Completion: August 31, 2022
Revised Project Start: July 1, 2023
Revised Project Completion: June 30, 2024
Project Origin: End of lifecycle
Multi-year Project: No
Description: The City owns and operates two lift stations to convey flow from low lying areas to high elevations where the flow continues by gravity to the wastewater treatment plant. Both pump stations have reached the end of their useful life and need to be rehabilitated.

Supplemental Information: The two pump stations are located on San Pablo Ave. and Hazel St

Budget:

SS1702 - Sewer Pump Station Rehabilitation
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Design 500 $ 22,500
Engineering 500 $ 150,000
Construction 500 $ 884,000
Contingency 500 $ 143,500
Subtotal $ 1,200,000
Total Cost Estimate: $1,200,000
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
91 of Page 24 of 60 365

STORMWATER
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start: July 1, 2022
Revised Project Completion: June 30, 2023
Project Origin: Staff Recommendation
Multi-year Project: No
Description: The existing system appears to have capacity issues at Roble Ave. and Encina Ave. that warrant review and upgrade. This project will assess the collection system for capacity and hydraulic profile and upgrade the system as necessary.

Supplemental Information:

Budget:

SW2001 - Roble Road Storm Drainage Improvements
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 276 $ 20,000
Construction 276 $ 160,000
Contingency 276 $ 20,000
Subtotal $ 200,000
Total Cost Estimate: 200,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
92 of Page 25 of 60 365

STORMWATER
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start: July 1, 2022
Revised Project Completion: June 30, 2023
Project Origin: Staff Recommendation
Multi-year Project: No
Description: Adobe Road experienced a failure due to drainage impacts. Installation of a culvert will be required to control the drainage in the area. The area will then be regraded and the road surface will be restored. This road serves only as a service access route.

Supplemental Information:

Budget:

SW2002 - Adobe Road Storm Drainage Improvements
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 106 $ 15,000
Construction 106 $ 120,000
Contingency 106 $ 15,000
Subtotal $ 150,000
Total Cost Estimate: 150,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
93 of Page 26 of 60 365

STORMWATER
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2022
Project Origin: Development Driven
Multi-year Project: Yes
Description: The existing stormwater collection is an open trench system and needs to be converted to an underground conveyance system to facilitate construction of a through road. This project will include connecting the existing storm drain network within Hazel Street between 1087 Hazel St (eastern limits) and 1081 Hazel St. (western limits). In January 2020, the City contacted with Schaff and Wheeler to prepare the preliminary design which includes plan and profile of the pipe and technical specifications.

Supplemental Information: This conversion also aids in compliance with the MSP4 by reducing the potential of contaminants including litter from entering the stormwater system.

Budget:

SW1901 - Hazel Street Storm Drain Improvements
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Design 106 $ 19,120 $ 20,860
106 $ 302,000
276 $ 8,000
Contingency 276 $ 50,000
Subtotal $ 19,120 $ 380,860
Total Cost Estimate: $ 399,980
Construction
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
94 of Page 27 of 60 365

STORMWATER
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2023
Revised Project Start: July 1, 2022
Revised Project Completion:

Project Origin: Staff Recommendation
Multi-year Project: No
Description: Preparation of a storm drain master plan will provide an analysis of the existing collection system. The plan will identify system deficiencies related to capacity, functionality, and permit compliance. The plan can serve to guide future budget allocations for improvements to the system.

Supplemental Information:

Budget:

SW1703 - Storm Drainage Master Plan
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 106 $ 75,000
Subtotal $ 75,000
Total Cost Estimate: $ 75,000
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
95 of Page 28 of 60 365
ROADS
Street Network: The City of Pinole is responsible for the repair and maintenance of approximately 52.22 centerline miles of city streets, divided into approximately 351 pavement management sections. The City’s street network replacement value is estimated at $131.4 million.

Organize & Analyze: The Pavement Management and Rehabilitation Program is a set of tools and policies designed to manage the maintenance and rehabilitation activities of the street network. The goal of the Program is to maintain the city’s pavement network in the best condition possible given the available funding. The City participates in the Metropolitan Transportation Commission (MTC) Pavement Technical Assistance Program (P-TAP) which provides grant funding to utilize a computerized Pavement Management Program called StreetSaver® to strategize the most cost effective method to extend pavement life and provides funding for a consultant to prepare a P-TAP Budget Options Report. StreetSaver® allows the City to:
● Inventory the street pavement
● Record pavement inspection data, maintenance, and rehabilitation activities
● Assess pavement conditions
● Prioritize street maintenance
● Estimate costs of treatments and rehabilitation
● Forecast budget needs
● View the impacts of funding on City-wide pavement conditions over time

PAVEMENT MAINTENANCE AND REHABILITATION PROGRAM
Functional Class Total Centerline Lane miles
Arterial 25 7.26 24.97
Collector 23 7.30 18.75
Residential/Local 303 37.66 75.32
Total 351 52.22 119.04
The most recent P-TAP report was completed by a consultant (Quality Engineering Solutions, Inc.) in March 2019. To prepare the Budget Options Report, the consultant’s team visited Pinole to visually assess the conditions of the pavement sections and assigned an index score. The data collected in the field was imported into the StreetSaver® database which generates a scoring of the condition of each segment. This score is known as the Pavement Condition Index (PCI) and based on a scale of 0 to 100 (poor to excellent condition), depending on the severity of pavement distress.

Strategy: The City uses a “Fix-it-First” approach of performing preventative maintenance has been proven to extend the life of the pavement effectively and is less costly than reconstruction. The City’s pavement management program relies on gas tax revenue and $500k of annual funding from Measure S 2014 to maintain the road network. To learn more pavement preservation and upcoming projects, visit www.ci.pinole.ca.us/pavement City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
96 of Page 29 of 60 365
ROADS
Initial Project Start: July 1, 2025
Initial Project Completion: June 30, 2026
Revised Project Start:

Revised Project Completion:

Project Origin: Pavement Management Program
Multi-year Project: No
Description: Based on the most current P-TAP report various segments will be recommended for slurry seal treatment. A slurry seal functions as a topcoat to existing asphalt pavement to preserve and protect the pavement. It is best suited for pavements with mild to moderate damage, such as narrow cracks, but not for severe damage such as potholes.

Supplemental Information:

Budget:

RO2501 - Residential Slurry Seal
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 325 $ 10,000
Construction 325 $ 800,000
Contingency 325 $ 80,000
Subtotal $ 890,000
Total Cost Estimate: 890,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
97 of Page 30 of 60 365
ROADS
Initial Project Start: July 1, 2024
Initial Project Completion: June 30, 2025
Revised Project Start:

Revised Project Completion:

Project Origin: Pavement Management Program
Multi-year Project: No
Description: Based on the most current P-TAP report, various pavement segments will benefit from a cape seal. A cape seal is applied when a slurry seal or micro-surfacing will not adequately address the pavement deterioration. Cape seals are a multi-layered treatment pavement preservation treatment which can extend the life of a pavement by 6-8 years.

Supplemental Information:

Budget:

RO2401 - Cape Seal
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 325 $ 10,000
Construction 325 $ 500,000
Contingency 325 $ 50,000
Subtotal $ 560,000
Total Cost Estimate: 560,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
98 of Page 31 of 60 365
ROADS
Initial Project Start: July 1, 2023
Initial Project Completion: June 30, 2024
Revised Project Start:

Revised Project Completion:

Supplemental Information:

Budget:

RO2301 - Residential Slurry Seal
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 325 $ 10,000
Construction 325 $ 800,000
Contingency 325 $ 80,000
Subtotal $ 890,000
Total Cost Estimate: $ 890,000
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
99 of Page 32 of 60 365
ROADS
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2023
Revised Project Start:

Revised Project Completion:

Project Origin: Pavement Management Program
Multi-year Project: Yes
Description: Based on the 2019 P-TAP report, various segments were recommended for treatment by StreetSaver®. The recommendations will be further validated through a comparative pavement analysis to explore additional treatment options which are not discussed in the P-TAP report. This will allow the City to optimize the available funding. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

Supplemental Information:

Budget:

RO2101 - Arterial Rehabilitation
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 377 $ 16,275 $ 42,205
Construction 377 $ 500,000
Contingency 377 $ 50,000
Subtotal $ 16,275 $ 42,205 $ 550,000
Total Cost Estimate: 608,480$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
100 of Page 33 of 60 365
ROADS
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Pavement Management Program
Multi-year Project: Yes
Description: The construction impacts from the WPCP upgrade project resulted in pavement deterioration. This project will rehabilitate Tennent Ave. from San Pablo Ave. to WPCP. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

Supplemental Information: In preparation of this project, the City retained a consultant to perform internal CCTV on this section of roadway.

The inspection was completed in early 2021. Coordinating collection system improvements with street resurfacing projects ensures that sewer improvements are made prior to the resurfacing so that manholes and valve covers may be properly realigned, and repairs and replacements are made in a cost-effective manner. This also avoids cutting and patching recently paved streets. The City of Hercules will reimburse $86,430 for this project.

Budget:

RO2102 - Tennent Ave. Rehabilitation
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 325 $ 12,986
500 $ 12,421 $ 12,398
200 $ 381,082
500 $ 74,597
325 $ 167,321
Contingency 500 $ 16,000 $ 16,000
Subtotal $ 25,407 $ 409,480 $ 257,918
Total Cost Estimate: $ 692,805
Construction
Engineering
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
101 of Page 34 of 60 365
ROADS
Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Staff Recommendation
Multi-year Project: Yes
Description: This project will complete preventative maintenance and repairs recommended in the Pedestrian Bridge Inspection Reports prepared by a consultant.

Supplemental Information: On July 27, 2020, the City released a Request for Proposals to solicit the assistance of an engineering consulting firm to provide safety inspection services and repair/rehabilitation recommendations on the City’s seven pedestrian bridges. On October 26, 2020 a consultant was awarded a contract to conduct field inspections, structural and civil engineering analysis and evaluation, develop conceptual repair details and strategies, perform cost estimation, and value engineering. The seven bridges are: Pinole Valley Park Bridge, Amber Swartz Park Bridge, Pinole Valley Shopping Center Bridge, Prune Street Bridge, Wastewater Treatment Plan Bridge, Bay Trail Bridge, and Senior Center Bridge.

Budget:

RO2103 - Pedestrian Bridge Repair
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Inspection 106 $ 44,300
Maintenance 106 $ 55,700
Subtotal $ 44,300 $ 55,700
Total Cost Estimate: 100,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
102 of Page 35 of 60 365
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Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Staff Recommendation
Multi-year Project: Yes
Description: Development of a Local Road Safety Plan (LRSP) which will include an existing conditions assessment, development of traffic measures in areas of engineering, education, encouragement, enforcement, emerging technologies along with associated evaluation. The LRSP will include a prioritized list of roadway infrastructure improvements.

Supplemental Information: In July 2020, staff submitted a grant application to Caltrans for funding to develop and implement an LRSP for the City of Pinole. LRSP’s allow local governments to identify, analyze, and prioritize roadway safety improvements on roads within their jurisdiction.

In the future, an LRSP or its equivalent, will be required for agencies to apply for federal Highway Safety Improvement Plan funds. In October 2020, the City was selected for funding and implementation of an LRSP. In December 2020, the City released a Request for Proposals to seek professional services from licensed engineering firms to develop a LRSP. A contract was awarded to a consultant in April 2021.

Budget:

RO2104 - Local Road Safety Plan
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 325 $ 6,215 $ 33,447
Subtotal $ 6,215 $ 33,447
Total Cost Estimate: 39,663$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
103 of Page 36 of 60 365
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Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Staff Recommendation
Multi-year Project: No
Description: Completion of preliminary engineering and design to provide continuous sidewalks and bike lanes along Appian Way beginning from unincorporated El Sobrante to about 1500 lineal feet north of the City limit within Pinole. The City will seek 2019 STMP funds from West Contra Costa Transportation Advisory Committee (WCCTAC) to develop the preliminary design for this project.

Supplemental Information: This project will connect with the Contra Costa County’s project to provide continuous sidewalks and bike lanes along Appian Way from San Pablo Dam Rd. in unincorporated El Sobrante. This project will involve coordination with Contra Costa County. The construction phase of this project is unfunded and appears in the Unfunded and Unprogrammed list.

RO2105 - Appian Way Complete Streets Project
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 325 $ 100,000
Subtotal $ 100,000
Total Cost Estimate: $ 100,000
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
104 of Page 37 of 60 365
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Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: TAPS
Multi-year Project: No
Description: Development of an Active Transportation Plan will act as a guide for active mobility within and around Pinole. The Plan will identify an integrated network of walkways and bikeways that connect Pinole neighborhoods and communities to employment, education, commercial, recreational, and tourist destinations. The plan will prioritize a set of connected projects, that when fully implemented, will increase active transportation opportunities and make it safe and more convenient for people to walk, bike, and use non-auto forms of travel.

Supplemental Information:

Budget:

RO2106 - Active Transportation Plan
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Planning 100 $ 75,000
Subtotal $ 75,000
Total Cost Estimate: 75,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
105 of Page 38 of 60 365
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Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2023
Revised Project Start:

Revised Project Completion:

Project Origin: Council Request
Multi-year Project: No
Description: Provide improvements on Brandt St. including application of pavement treatments based on type and severity of distresses on existing pavement.

Supplemental Information:

RO2107 - Brandt St. Improvements
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 100 $ 50,000
Construction 100 $ 120,000
Subtotal $ 170,000
Total Cost Estimate: 170,000$
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
106 of Page 39 of 60 365
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Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2024
Project Origin: Staff Recommendation
Multi-year Project: Yes
Description: In 2018, the East Bay Regional Park District completed a trail link to connect Pinole Shores Regional Shoreline to Bayfront Park trail. There remains one very small gap on Tennent Ave. from Bayfront Park to Railroad Ave. Improvements to Tennent Ave. at the Railroad Crossing will facilitate safe movement of bicycles and pedestrians. Since project inception, the scope of work has evolved to include improvements that would maximize parking on Railroad Avenue for park users. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

Supplemental Information: WCCTAC held its STMP Call for Projects in 2018 which committed $100k in funding for preliminary engineering from the 2006 STMP program for this project. This project is eligible to respond to future STMP Call for Projects to compete for funding to advance the project through construction.

Budget:

RO1902 - Pedestrian Improvements at Tennent Ave. near RxR Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Design 325 $ 11,920 $ 43,380
325 $ 44,700
UF $ 530,300
Contingency UF $ 86,250
Subtotal $ 11,920 $ 43,380 $ 661,250
Total Cost Estimate: 716,550$
Construction
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
107 of Page 40 of 60 365
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Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Pavement Management Program
Multi-year Project: Yes
Description: San Pablo Ave. is an arterial street that carries the major portion of trips entering and leaving the urban area and majority of through movements desiring to bypass the central City. To maintain the PCI of San Pablo Ave., the section from the westerly city limits to Pinole Shores Drive will need rehabilitation to reset the deterioration process and extend pavement life. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

Supplemental Information:

Budget:

RO1801 - San Pablo Avenue Rehabilitation
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Design 377 $ 37,970 $ 34,911
OBAG2 $ 586,000
377 $ 637,547
Contingency 377 $ 105,026
Subtotal $ 37,970 $ 1,363,484
Total Cost Estimate: $1,401,454
Construction
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
108 of Page 41 of 60 365
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Initial Project Start: July 1, 2021
Initial Project Completion: June 30, 2022
Revised Project Start:

Revised Project Completion:

Project Origin: Development Driven
Multi-year Project: No
Description: A developer has proposed to develop on a vacant lot identified as APN 402-013-060 at the end of Hazel Street. The project proposes the subdivision of the lot into four new parcels and development of single family residences on each new parcel, and execution of a development agreement to make public improvements, including the extension of Hazel Street for roadway connection to Sunnyview Drive - West end of Hazel St.

Supplemental Information:

Budget:

RO1802 - Hazel Street Gap Closure (Sunnyview)
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 276 $ 50,000
Developer $ 150,000
Subtotal $ - $ 200,000
Total Cost Estimate: $ 200,000
Construction
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
109 of Page 42 of 60 365
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Initial Project Start: July 1, 2020
Initial Project Completion: June 30, 2021
Revised Project Start: June 1, 2021
Revised Project Completion: June 30, 2022
Project Origin: Council Request
Multi-year Project: No
Description: As part of the high school construction project WCCUSD provided road improvements along the school frontage. Improvements to Pinole Valley Road - from Shea Dr. to Helena Ct. will extend the useful life of the pavement. The existing pavement score is high in this area, so a slurry seal may be the recommended treatment.

Supplemental Information:

Budget:

RO1708 - Pinole Valley Road Improvements
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Engineering 200 $ 5,000
Construction 200 $ 87,000
Contingency 200 $ 8,000
Subtotal $ 100,000
Total Cost Estimate: $ 100,000
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
110 of Page 43 of 60 365
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Initial Project Start: July 1, 2017
Initial Project Completion: June 30, 2021
Revised Project Start:

Revised Project Completion: June 30, 2022
Project Origin: Council Request
Multi-year Project: Yes
Description: The underground district will allow the City of Pinole to use Rule 20A credits, funds paid by PG&E to the PUC, to underground overhead utility lines. As part of the underground project, the City will need to add a streetlight that must be funded outside the Rule20A program.

Project RO1708 will follow this project.

Supplemental Information:

Budget:

RO1709 - Pinole Valley Road Underground District
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 PGE $ 2,046,126 $ 511,532
200 $ 28,363
215 $ 315,552
Subtotal $ 2,361,678 $ 539,895
Total Cost Estimate: $2,901,573
Construction
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
111 of Page 44 of 60 365
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Initial Project Start: July 1, 2017
Initial Project Completion: Beyond 5 year term
Revised Project Start:

Revised Project Completion: June 30, 2022
Project Origin: End of life cycle
Multi-year Project: Yes
Description: The San Pablo Avenue bridge over the Burlington Northern Santa Fe Railroad is an integral part of the area’s transportation network. The age and condition assessment of the bridge supports replacement. The City was approved for initial funding from the Caltrans Highway Bridge Program (HBP). In February 2020, the City awarded a contract to a consultant for preliminary engineering (PE) to advance the project. The PE will be completed in two phases due to funding limitations. Completion of preliminary design is necessary to develop a final cost estimate for the project. Unfunded portions of this project appear in the Unfunded and Unprogrammed project list as Project UF027.

Supplemental Information: The total budget identified to complete the PE exceeds the amount of funding Caltrans committed to the project of the State’s share in the current HBP.

Budget:

RO1710 - San Pablo Avenue Bridge over BNSF Railroad
Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 & FY2025-26 Beyond
Proposed
PM STMP $ 205,265 $ 75,000 $ 50,000 $ 13,208
325 $ 168,480 $ (35,853)
STMP $ 191,710
HBP $ 154,720 $ 591,588 $ 44,265
UF $ 1,479,690
STMP $ 1,078,025
UF $34,102,975
Subtotal $ 528,465 $ 630,735 $ 94,265 $ 1,684,608 $35,181,000 $38,119,073
Planning &
Design
Construction
Total Cost Estimate:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
112 of Page 45 of 60 365
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Initial Project Start: July 1, 2024
Initial Project Completion: June 30, 2025
Revised Project Start: July 1, 2020
Revised Project Completion: June 30, 2022
Project Origin: TAPS
Multi-year Project: Yes
Description: The key elements affecting the safety of pedestrians and cyclists at the Appian Way and Marlesta Way intersection is speed and reduced visibility of approaching traffic due to the topography of the project area. Safety improvements are required to improve crossing conditions for pedestrians and bicyclists. In February 2021, the City selected a Consultant to complete the preliminary engineering for this project.

Supplemental Information:

Budget:

RO1714 - Safety Improvements at Appian Way and Marlesta Rd. formerly known as HAWK at Appian Way and Marlesta Rd.

Fund Prior
Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Design 325 $ 2,114 $ 32,223
OBAG2 $ 120,000
TDA $ 129,400
106 $ 83,600
Contingency 106 $ 37,000
Subtotal $ 2,114 $ 402,223
Total Cost Estimate: $ 404,337
Construction
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
113 of Page 46 of 60 365
FIVE-YEAR CAPITAL IMPROVEMENT PLAN: FY 2021-22 THROUGH FY 2025-26

UNFUNDED AND UNPROGRAMMED PROJECTS
# Unfunded/Unprogrammed Projects
UF001 Railroad Avenue Bridge Removal and Replacement
UF002 Electric Vehicle Charging Stations in City lots
UF003 Parking lot resurfacing
UF004 LLAD Landscape Restoration and Improvement
UF005 Dog Park Restroom Replacement
UF006 Dog Park resurfacing and fencing improvements
UF007 Eucalyptus Grove Restoration
UF008 Fernandez Park Baseball grandstand improvement
UF009 Repave Trails
UF010 ADA Ramps
UF011 Appian Complete Streets
UF012 Bridge Maintenance
UF013 Installation of High intensity Activated crossWALK (HAWK) UF014 Pavement Maintenance
UF015 I-80/Pinole Valley Rd. Interchange Improvements
UF016 Shale Hill Retaining wall and sidewalk gap
UF017 Sidewalks gaps
UF018 Signal System Upgrades
UF019 San Pablo Sewer Lift Station Upgrade
UF020 Sewer Collection Systemwide Rehabilitation
UF021 Tree Master Plan
UF022 San Pablo Avenue Bridge over BNSF Railroad
UF023 Installation of Solar at City Facilities
UF024 All weather access roads
UF025 San Pablo Avenue Bridge over BNSF Railroad
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
114 of Page 47 of 60 365
UF001 - Railroad Avenue Bridge Removal and Replacement
Project Information
The Contra Costa County Flood Control and
Water Conservation District has advised
removal of the Railroad Avenue Bridge. The
bridge is a flood barrier. The first step is to
determine if the City of Pinole is the responsible
agency for this project.

UF002 - Electric Vehicle Charging Stations in City lots Project Information
Origin: Staff Recommendation
Budget Unit: Roads/Sanitary Sewer/
Stormwater
Cost Estimate:

Potential Funding Sources:

The City desires to promote and encourage the
use of electric vehicles. With increased adoption
of alternative fuel vehicles, the need for
charging infrastructure is growing. The City
wishes to install charging stations in city owned
parking lots. The first step is to complete a load
study at City owned parking lots to determine
the electrical capacity at each site. There may
be significant electrical upgrades necessary to
install charging stations. Electrical capacity and
siting determine ultimately determine the cost of
each project. There are incentives available for
the charging equipment.

Origin: Council Request
Budget Unit: Facilities
Cost Estimate:

Potential Funding Sources: Bay Area
Air Quality Management District, West
Contra Costa Transportation Authority,
Marin Clean Energy
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
115 of Page 48 of 60 365
UF003 - Parking lot resurfacing
Project Information
This project is to maintain and enhance
existing City owned parking facilities and
infrastructure, to increase parking supply,
and to support ongoing multi-modal and
streetscape improvements. Improvements
include saw cutting and demolition,
pavement removal, earthwork, pavement
installation, curb and gutter, striping, and
signage.

UF004 - LLAD Landscape Restoration and Improvement
Project Information
Origin: Staff Recommendation
Budget Unit: Facilities
Cost Estimate:

Potential Funding Sources: Economic
stimulus funding
The Pinole Valley Road Landscape and Lighting
Assessment District was formed in 2008. The
City installed various improvements on Pinole
Valley Road between Henry Avenue and
Ramona Street. The district provides
maintenance to traffic signals, streetlights,
median landscaping, irrigation for landscaping,
electricity to traffic signals and streetlights, and
graffiti removal. This project will maintain and
restore turf, shrubs, plants and trees within the
District.

Origin: LLAD Report
Budget Unit: LLAD
Cost Estimate:

Potential Funding Sources: Fund 345
& 348
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
116 of Page 49 of 60 365
UF005 - Dog Park Restroom Replacement
Project Information
The existing restroom located at the Dog
Park is beyond its useful life and requires
replacement.

UF006 - Dog Park resurfacing and fencing improvements
Project Information
Origin: Staff Recommendation
Budget Unit: Parks
Cost Estimate:

Potential Funding Sources: -
Resurfacing and fencing improvements
Origin: Staff Recommendation
Budget Unit: Parks
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
117 of Page 50 of 60 365
UF007 - Eucalyptus Grove Restoration
Project Information
The open space located between the Old Town
area between John St. and Pinole Valley Road
is forested with Eucalyptus trees. In 2014, a
Safety Inspection was conducted by a
consultant. A total of 8 trees were
recommended for removal, and root crown
excavation was recommended for 3 trees. 2
trees were determined to be hollow and
recommended for further investigation to
evaluate the level of internal decay. In 2018, the
City hired a company to remove 20 Eucalyptus
trees in the area. There are still many trees left
and many of the prior trees were felled with the
trunks remaining on site. This project will
remove the remaining trees, both standing and,
on the ground, and regreen this area with native
trees.

UF008 - Fernandez Park Baseball grandstand improvement
Project Information
Origin: Council Request
Budget Unit: Parks
Cost Estimate:

Potential Funding Sources:

The current grandstand is aging and
requires increased maintenance to
maintain its serviceability.

Origin: Staff Recommendation
Budget Unit: Parks
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
118 of Page 51 of 60 365
UF009 - Repave Trails
Project Information
The City’s goal is to develop safe,
connected, and comfortable bicycle and
pedestrian facilities for people of all ages
and abilities. Repaving trails will enhance
trail access from the City’s roadway
network to encourage alternative modes of
transportation.

UF010 - ADA Ramps
Project Information
Origin: Staff Recommendation
Budget Unit: Parks
Cost Estimate:

Potential Funding Sources:

This project involves removing barriers to
accessibility for persons using wheelchairs
or other personal assistance devices and
improving pedestrian accessibility and
safety by reconstructing or upgrading curb
ramps at various locations throughout the
City.

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
119 of Page 52 of 60 365
UF011 - Appian Complete Streets
Project Information
This project will provide continuous sidewalks and bike lanes along Appian Way from San Pablo Dam Rd. in unincorporated
El Sobrante to about 1500 lineal feet north
of the city limit within the City of Pinole.

The City will seek 2019 STMP funds
from West Contra Costa Transportation
Authority for preliminary design.

UF012 - Bridge Maintenance
Project Information
Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate: $970,000
Potential Funding Sources: -
Maintenance of vehicular and pedestrian
bridges as identified in the Caltrans Bridge
Inspection Reports and Pedestrian Bridge
Inspection Reports completed by Quincy
Engineering, Inc.

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
120 of Page 53 of 60 365
UF013 - Installation of High intensity Activated crossWALK (HAWK) Project Information
A High Intensity Activated crossWALK
(HAWK) beacon is a traffic control device
used to stop road traffic and facilitate
pedestrians to cross more safely. HAWKS
are candidate treatments for roads with
three or more lanes and generally have an
annual average daily traffic above 9,000.

HAWKS are considered for all midblock
and intersection crossings where roadway
speed limits are equal or greater than 40
mph. The safety of various crossings can
be improved in Pinole through the
installation of a HAWK.

UF014 - Pavement Maintenance
Project Information
Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

The City uses a pavement management
software known as StreetSaver to
strategize the most cost effective method
to extend the pavement life. Pavement
Maintenance is necessary to maintain the
City’s pavement network. Deferred
maintenance results in increased costs
over time.

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate: $42,000,000
Potential Funding Sources: Fund 200
and Fund 106
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
121 of Page 54 of 60 365
UF015 - I-80/ Pinole Valley Rd. Interchange Improvements Project Information
This project will widen Pinole Valley Road
ramp terminal intersections at I-80 to
provide a dedicated right turn lane to the
eastbound and westbound I-80 on ramps.

This project will also provide crossing
enhancements at the Pinole Valley Road
and I-80 intersection.

UF016 - Shale Hill Retaining wall and sidewalk gap
Project Information
Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate: $10,959,000
Potential Funding Sources:

Shale Hill is located on San Pablo Ave.
near Oak Ridge Road. The cut slope
above the pavement is comprised of shale
which is loose and sloughs onto the road.

There is no sidewalk in this area because
the toe of the embankment is uncontrolled
and there is inadequate space to
accommodate a sidewalk. Staff has not
been successful in securing grant funds for
this project.

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
122 of Page 55 of 60 365
UF017 - Sidewalk gaps
Project Information
This project will address sidewalk gaps by
installing public sidewalks where sidewalks
are missing on one or both sides of the
street. This work will be coordinated with
other construction projects. Sidewalk gaps
often exist in places with site constraints
(i.e. right of way, grade/slopes, or utility
conflicts) or are adjacent to properties that
have been required to provide sidewalks in
the past due to land uses or ownerships.

Locations for repair will be selected based
on site conditions, pedestrian safety, and
adjacent property attributes.

UF018 - Signal System Upgrades
Project Information
Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

This project will upgrade various aspects
of the City’s traffic signal system including:
traffic signal controller equipment, vehicle
detection, traffic signal arms and heads,
battery backup systems, and
communications systems to reduce
congestion and improve safety for the
Pinole community.

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
123 of Page 56 of 60 365
UF019 - San Pablo Sewer Lift Station Upgrade
Project Information
This project involves upgrading the
structural and electrical needs of the San
Pablo Ave. lift station to address the safety
and operational deficiencies.

UF020 - Sewer Collection Systemwide Rehabilitation
Project Information
Origin: Sanitary Sewer Master Plan
Budget Unit: Sewer
Cost Estimate:

Potential Funding Sources:

In 2020, the City contracted with a
consultant to prepare a sanitary sewer collection system master plan. The Master Plan will provide condition assessment of
sewer collection assets that will inform
capital planning.

Origin: Sanitary Sewer Master Plan
Budget Unit: Sewer
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
124 of Page 57 of 60 365
UF021 - Tree Master Plan
Project Information
In 2019, the City Council established a
Beautification Ad Hoc Committee to
analyze options for, and to make
recommendations to Council regarding
clean-up and beautification projects in
Pinole. Among other projects, the
Committee recommended the development
of a Tree Master Plan to inventory the
existing trees, and to develop a plan for
managing the tree inventory, including
finding tree planting opportunities.

UF022 - San Pablo Avenue Bridge over BNSF Railroad
Project Information
Origin: Beautification AdHoc Committee
Budget Unit:

Cost Estimate: $375,000
Potential Funding Sources: Cal Fire
Urban and Community Forestry Grant
Program
This project will replace the existing
thirteen span reinforced concrete span
structure over the Burlington Northern
Santa Fe Railroad adjacent to San Pablo
Avenue at the easterly limits of the City.

On 02/18/20, Council awarded a contract
to a Consultant to begin the preliminary
engineering (PE) for this project (CIP
Project RO1710). The PE will be
completed in two phases due to funding
limitations. The first phase was necessary
to develop a final cost estimate to
facilitate pursuing additional funding
required to complete all phases including
construction.

Origin: End of life cycle
Budget Unit: Roads
Cost Estimate: $35,582,665
Potential Funding Sources: Fund 213,
Fund 214, and Economic Stimulus funds.

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
125 of Page 58 of 60 365
UF023 - Installation of Solar at City Facilities
Project Information
This project involves procurement and
installation of solar panels at City owned
facilities to offset the City’s electricity
consumption and reduce the greenhouse
gas impacts.

UF024 - All access weather roads
Project Information
Origin: Council Request
Budget Unit: Facilities
Cost Estimate:

Potential Funding Sources:

The General Plan, Chapter 8 discusses
improvement of open space management
to reduce wildfire risks. There is a desire
to have improved, all-weather access
roads through open space to improve access to and from Hercules and El Sobrante to shorten response times and improve
mutual aid.

Origin: General Plan
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
126 of Page 59 of 60 365
UF025 - Faria House Renovations
Project Information
The City has discussed the use and
economic viability of the Faria House.

Significant renovations are required to
utilize the property for any purpose. In
2019, the City awarded a contract to a
consultant to prepare design and
specifications. The scope of work includes
development of drawings and schematics
of interior improvements, specifications for
bidding, an evaluation of the structural engineering for the installation of an elevator for ADA access, and mechanical, electrical, plumbing design as part of the schematics. The consultant will provide the
City with improvement costs.

Origin: Council Request
Budget Unit: Facilities/Economic
Development
Cost Estimate:

Potential Funding Sources:

City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
127 of Page 60 of 60 365
SECOND QUARTER UPDATE – CIP
STATUS: Complete Partially Complete On Schedule >2-month delay *A project or project funding is carried over from a prior fiscal year.

FISCAL YEAR (FY) 2021/22 SECOND QUARTER REPORT ON IMPLEMENTATION OF

CAPITAL IMPROVEMENT PLAN (CIP) PROJECTS
CATEGORIES PRJ # USES BY PROJECT PHASE STATUS

FACILITIES
FA1702* Citywide Roof repairs and replacement Initiation FA1703* Paint City Hall (Inside and Outside) Initiation FA1901* Senior Center Auxiliary Parking Lot (Fowler House lot reuse) Execution FA1902* Energy Upgrades Execution
FA2001* Post Office Maintenance Closure
FA2002* Electric Vehicle Charging Stations Planning
FA2101 Emergency Power for Critical Facilities Initiation PARKS
PA1704* Prepare a Park Master Plan Initiation
PA2001* Bocce Ball Court Initiation
PA2101 Installation of high-capacity trash bins Initiation

SANITARY SEWER
SS2001* Sanitary Sewer Collection System Master Plan Execution SS2002* Water Pollution Control Plant Lab Remodel Planning SS2101 Secondary Clarifier – Center Column Rehabilitation Initiation SS2102 Air Release Valve Replacements Planning
STORM WATER SW1901* Hazel Street Drainage Improvements Execution ROADS
RO1708* Pinole Valley Road Improvements Initiation
RO1709* Pinole Valley Road Underground District Execution RO1710* San Pablo Avenue Bridge over BNSF Railroad Execution RO1714* Safety Improvements at Appian Way & Marlesta Rd. Execution RO1801* San Pablo Avenue Rehabilitation Execution
RO1802* Hazel Street Gap Closure (Sunnyview) Initiation RO1902* Pedestrian Improvements at Tennent (Engineering and planning Only) - Bay Trail Gap
Execution
RO2101 Arterial Rehabilitation Execution
RO2102 Tennent Ave. Rehabilitation Execution
RO2103 Pedestrian Bridge Repair Execution
RO2104 Local Road Safety Plan Execution
RO2105 Appian Way Complete Streets Planning
RO2106 Active Transportation Plan Initiation
RO2107 Brandt St. Improvements Initiation

ATTACHMENT B
128 of 365

CITY COUNCIL
REPORT
DATE: FEBRUARY 15, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARKISHA GUILLORY, FINANCE DIRECTOR

ROY SWEARINGEN, CITY TREASURER
SUBJECT: RECEIVE THE QUARTERLY INVESTMENT REPORT FOR THE SECOND QUARTER (ENDING DECEMBER 31, 2021)

RECOMMENDATION
Staff recommends that the City Council receive the Quarterly Investment Report for the second quarter (ending December 31, 2021).

BACKGROUND
The City of Pinole Investment Policy requires that a Quarterly Investment Report be submitted to the City Council. The City’s investments, as shown in the attached Investment Report for the quarter ending December 31, 2021, conforms to the City’s Investment Policy as well as all applicable State and federal requirements, particularly California Government Code Section 53646.

The funds that the City invests, and which are reported in the Quarterly Investment Report, are comprised of cash and investment balances across City funds. The cash and investment balances across all City funds are “pooled” for investment purposes, with the exception of the General Reserve, which is discussed further below. Interest earned on investments is allocated to the various funds based on the cash and investments balances of those funds.

The City also maintains a Pension Section 115 Trust that was established for the purpose of setting aside resources to offset anticipated significant increases in future City pension costs. The cash and investments in the Trust are designated as restricted fund balance in the City’s General Fund. These funds are invested according to the policy objectives and guidelines of the City’s Pension Investment Policy, which is separate from the City’s general Investment Policy under which pooled cash is invested.

REVIEW AND ANALYSIS
Investment Policy
9E
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All investments held at December 31, 2021 conform to the City’s Investment Policy and all applicable State and federal requirements. The City’s investment objectives, in order of priority, are safety,
which is investing in the highest quality securities, liquidity, which is the ability to convert the investment to cash as necessary to meet cash flow requirements, and yield, which is earning a higher return.

Second Quarter Investment Summary
As of December 31, 2021, total cash and investments increased by $2,199,727 from the previous quarter, from $49,585,429 to $51,785,156. Typically, the City experiences swings in cash inflow and outflow due to the seasonality of large receipts, such as property taxes, and large disbursements, like debt service payments that are due at the beginning of the fiscal year. The City will have sufficient cash flow to meet the next six months of estimated expenditures.

Investment Instruments
The Finance Director, in consultation with the City Treasurer, selects the instruments in which to invest the City’s funds, in order to best meet the objectives laid out in the City’s Investment Policy. The balances held in different investment instruments at December 31, 2021 are noted in Attachment A. The bulk of the City’s investment funds are invested in the State of California’s Local Agency Investment Fund (LAIF), because of the safety and liquidity of the investment pool.

Funds in the City’s General Reserve are maintained in an account that is separate from the rest of the pooled funds. This enables the Finance Director to implement a directed investment plan for the General Reserve funds. The City’s practice has been to invest these funds in instruments with longer duration, thereby yielding greater investment earnings.

Investment Yield and Duration
The aggregate yield of the City’s investment portfolio for the quarter ended December 31, 2021 is summarized in Attachment A. The total investment portfolio yielded 0.933% for the second quarter, up from the 0.916% yielded in the previous quarter.

For the second quarter (October through December 2021), LAIF earned an average annual yield of 0.203%, down from an average yield of 0.206% for the first quarter (July through September 2021). LAIF yields have decreased over the past year and are lower than long-term investment yields in most cases.

The General Reserve, which holds the longer-term investments, earned an average yield of 1.446%, up from the 1.433% average yield in the first quarter. No new investment instruments were purchased during the second quarter. Additionally, none of the existing instruments matured.
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The Federal Reserve has kept interest rates relatively unchanged since March 2020. The Federal Funds yield has historically been similar to LAIF’s yield. Currently, the Federal Funds yield is higher than LAIF.

Investment Strategy
The City utilizes a passive investment management approach by buying and holding securities until maturity. Earnings on investments held until maturity typically fluctuate with market conditions and are considered “unrealized” prior to maturity. The City expects to yield a gain on all investments at maturity. A “laddered maturity” investment strategy is applied to the long-term portion of our investment portfolio. A laddered portfolio is structured with securities that have different maturity dates. As securities are called or mature, proceeds are reinvested in a new security with another long term at the end of the ladder. Laddering helps to minimize interest-rate risk, increase liquidity, and diversify credit risk.

Staff continues to monitor rates of return on City funds invested and make modifications to best achieve the objectives laid out in the Investment Policy.

Pension Section 115 Trust
The Pension Section 115 Trust comprises a diversified portfolio of investments consistent with the Trust’s objectives and liquidity requirements. The funds are invested on behalf of the City by Public Agency Retirement Services (PARS). The portfolio summary for the quarter ending December 31, 2021 is included in Attachment B to this report.

FISCAL IMPACT
There is no fiscal impact as a result of receiving the Quarterly Investment Report.

ATTACHMENTS
A- Investment Report - Quarter Ending December 31, 2021 B- Pension Section 115 Trust Investment Report – Quarter Ending December 31, 2021 131 of 365

CITY OF PINOLE
INVESTMENT REPORT DECEMBER 2021

PORTFOLIO SUMMARY
Weighted
Days to Average
Investments Par Value Market Value Book Value % of Portfolio Maturity Yield Maturity Investment Pool - LAIF 31,480,828 31,400,209 31,400,209 63.07% 1 0.203 1 Investment Pool - CalTrust 3,348,675 3,348,675 3,348,675 6.73% 1 0.255 0 Money Market Savings 7,599,515 7,599,515 7,599,515 15.26% 1 0.025 0 Mutual Funds 1,159,473 1,159,473 1,159,473 2.33% 1 0.995 0 Certificates of Deposit 3,470,000 3,500,770 3,500,770 7.03% 695 1.509 3 Medium-Term Corporate Notes 2,250,000 2,288,150 2,288,150 4.60% 726 2.140 14 Federal Agency Securities 500,000 490,175 490,175 0.98% 1,257 0.690 12 Subtotal Investments $ 49,808,492 $ 49,786,968 49,786,968 100.00% 447 0.933 5 Average Years: 1.2
Cash
Mechanics Bank - Vendor Checking * 1,081,526 1,081,526 1,081,526 1 Bank of the West - Payroll Checking * 503,058 503,058 503,058 1 Bank of the West - Checking (Credit Card Clearing) * 413,605 413,605 413,605 1 Subtotal Cash 1,998,188 1,998,188 1,998,188 1
Total Cash and Investments $ 51,806,679 $ 51,785,156 $ 51,785,156 *Not included in yield calculations
The above investments are consistent with the City's Investment Policy and allowable under current legislation of the State of California. Investments were selected using safety, liquidity and yield as the criteria. The source of the market values for the investments are provided by US Bank in accordance with the California Government Code requirement.

The City has sufficient cash flow to cover anticipated expenditures through the next six months.

Investment Pool
70%
Money Market Savings
15%
Mutual Funds
2%
Certificates of Deposit
7%
Medium-Term
Corporate Notes
5%
Federal Agency
Securities
1%

CITY OF PINOLE - INVESTMENT PORTFOLIO
DECEMBER 2021
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
0-3 mo 3-6 mo 6-12 mo 1-2 yr 2-3 yr 3-4 yr 5 yr +
Maturity Distribution

ATTACHMENT A
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CITY OF PINOLE
INVESTMENT REPORT DECEMBER 2021

PORTFOLIO DETAILS
Type /
Account
Number CUSIP Issuer Investment Description Manager GL Acct # Par Value Market Value Book Value Rate Yield Days to
Maturity
S&P
Rating
Maturity
Date
Weighted
Average
Maturity
Investment Pool
Local Agency Investment Fund (LAIF) Pooled Treasury - State of California LAIF 999-10201 31,480,828 31,400,209 31,400,209 0.203 0.203 1 N/A 1 CalTrust - Short Term Fund (City) Pooled Treasury - Joint Power Financing Authority CalTrust 999-10202 24,506 24,506 24,506 0.140 0.140 1 N/A 0 CalTrust - Medium Term Fund (City) Pooled Treasury - Joint Power Financing Authority CalTrust 999-10203 3,324,169 3,324,169 3,324,169 0.370 0.370 1 N/A 0 Subtotal and Average 34,829,503 34,748,884 34,748,884 0.238 0.238 1 0 Money Market Savings
Mechanics Bank Money Market Savings (City) City 999-10102 7,491,744 7,491,744 7,491,744 0.040 0.040 1 N/A 0 Bank of the West Money Market Savings - Police Evidence Trust City 999-10104 107,772 107,772 107,772 0.010 0.010 1 N/A 0 Subtotal and Average 7,599,515 7,599,515 7,599,515 0.025 0.025 1 0 Mutual Funds
19-516680 U.S. Bank Accrued Income - City Reserve US Bank 150-10110 21,265 21,265 21,265 1.980 1.980 1 N/A 0 19-516680 31846V203 1st American Government Obligation Fund Mutual Fund Shares - Class "D" - City Reserve US Bank 150-10110 1,138,208 1,138,208 1,138,208 0.010 0.010 1 N/A 0 Subtotal and Average 1,159,473 1,159,473 1,159,473 0.995 0.995 1 0 Certificates of Deposit
19-516680 02007GLR2 Ally Bank Certificates of Deposit - City Reserves US Bank 150-10110 247,000 249,594 249,594 1.800 1.780 255 N/A 9/12/2022 1 19-516680 064520BG3 Bank of Princeton Certificates of Deposit - City Reserves US Bank 150-10110 250,000 247,048 247,048 0.500 0.510 1,095 N/A 12/30/2024 5 19-516680 05580ATL8 Bmw Bank North America Certificates of Deposit - City Reserves US Bank 150-10110 247,000 250,423 250,423 1.800 1.770 347 N/A 12/13/2022 2 19-516680 38149MAY9 Goldman Sachs BK USA New York Certificates of Deposit - City Reserves US Bank 150-10110 246,000 253,434 253,434 2.600 2.520 521 N/A 6/5/2023 3 19-516680 58404DFE6 Medallion Bk Salt Lake City Certificates of Deposit - City Reserves US Bank 150-10110 249,000 251,512 251,512 1.700 1.680 262 N/A 9/19/2022 1 19-516680 59013KCZ7 Merrick Bank Certificates of Deposit - City Reserves US Bank 150-10110 249,000 253,659 253,659 1.650 1.620 637 N/A 9/29/2023 3 19-516680 61690UGW4 Morgan Stanley Bank Na Certificates of Deposit - City Reserves US Bank 150-10110 246,000 253,446 253,446 2.600 2.520 522 N/A 6/6/2023 3 19-516680 61760AF46 Morgan Stanley Private Bk Natlassn Certificates of Deposit - City Reserves US Bank 150-10110 246,000 253,446 253,446 2.600 2.520 522 N/A 6/6/2023 3 19-516680 70212VAB4 Partners Bk helena Ark Certificates of Deposit - City Reserves US Bank 150-10110 247,000 243,463 243,463 0.600 0.610 1,277 N/A 6/30/2025 6 19-516680 84223QAN7 Southern Bankcorp Bank Certificates of Deposit - City Reserves US Bank 150-10110 250,000 247,535 247,535 0.500 0.500 1,029 N/A 10/25/2024 5 19-516680 856283N51 State Bk Indiana Chicago III Certificates of Deposit - City Reserves US Bank 150-10110 250,000 247,228 247,228 1.000 1.010 1,273 N/A 6/26/2025 6 19-516680 85916VDN2 Sterling Bank of Poplar Bluff Certificates of Deposit - City Reserves US Bank 150-10110 247,000 251,560 251,560 1.650 1.620 626 N/A 9/18/2023 3 19-516680 87164WC71 Synchrony Bank Certificates of Deposit - City Reserves US Bank 150-10110 249,000 247,738 247,738 0.650 0.650 1,004 N/A 9/30/2024 5 19-516680 949495AF2 Wells Fargo Bank Natl Bk West Certificates of Deposit - City Reserves US Bank 150-10110 247,000 250,685 250,685 1.850 1.820 364 N/A 12/30/2022 2 Subtotal and Average 3,470,000 3,500,770 3,500,770 1.536 1.509 695 3 Medium-Term Corporate Notes
19-516679 037833DN7 Apple Inc. 2.05% Corporate MTN 9/11/26 - City Reserves US Bank 150-10110 1,000,000 1,027,260 1,027,260 2.050 2.000 1,715 AA+ 9/11/2026 35 19-516680 478160BT0 Johnson Johnson 2.05% Corporate MTN 3/1/23 - City Reserves US Bank 150-10110 750,000 760,830 760,830 2.050 2.020 425 AAA 3/1/2023 6 19-516680 594918BW3 Microsoft Corp 2.40 % Corporate MTN 02/06/22- City Reserves US Bank 150-10110 500,000 500,060 500,060 2.400 2.400 37 AAA 2/6/2022 0 Subtotal and Average 2,250,000 2,288,150 2,288,150 2.167 2.140 726 14 Federal Agency Securities
19-516680 3133ELH80 Federal Farm Credit Bks .680% Agency Bond 6/10/25 US Bank 150-10110 500,000 490,175 490,175 0.680 0.690 1,257 AA+ 6/10/2025 12 Subtotal and Average 500,000 490,175 490,175 0.680 0.690 1,257 12 Investment Portfolio Total and Average $ 49,808,492 $ 49,786,968 $ 49,786,968 0.940 0.933 447 5 Average Years : 1.2
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Investments Market Value Book Value % of Market Yield
Cash and Equivalents 229,055 229,055 1.16% 0.020
U.S. Government Issues 5,901,723 5,871,396 29.92% 1.680 Corporate Issues 5,987,200 5,977,621 30.35% 3.240
Foreign Issues 103,982 98,625 0.53% 4.730
Mutual Funds-Equity 7,452,215 5,960,552 37.78% 1.150
Total Assets 19,674,175 18,137,249 99.73% 2.010
Accrued Income 53,062 53,062 0.27%
Grand Total $ 19,727,236 $ 18,190,310 100%

CITY OF PINOLE
INVESTMENT REPORT DECEMBER 2021
PENSION TRUST SECTION 115 PORTFOLIO SUMMARY
Cash and
Equivalents
1%
U.S. Government
Issues
30%
Corporate Issues
30%
Foreign Issues
1%
Mutual FundsEquity
38%
Accrued Income
0%

ATTACHMENT B
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CITY COUNCIL
REPORT
9F
DATE: FEBRUARY 15, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: RESOLUTION IN SUPPORT OF BAY ADAPT: REGIONAL STRATEGY FOR A

RISING BAY

RECOMMENDATION
Staff recommends that the Council adopt a resolution (Attachment 1) and submit a letter of support to the San Francisco Bay Conservation and Development Commission (BCDC, Attachment 2) in support of the Bay Adapt Joint Platform.

BACKGROUND
For the last two years, BCDC has led Bay Adapt: Regional Strategy for a Rising Bay, a voluntary, diverse, and collaborative regional initiative to develop a consensus-driven strategy to protect people and the built and natural environments from a rising Bay. The initiative has resulted in the Bay Adapt Joint Platform (Attachment 3), which lays out nine priority actions and 21 tasks that will enable the region to adapt faster, better, and more equitably to a rising Bay. BCDC has requested that municipalities adopt resolutions and send letters to BCDC evincing their support of the Joint Platform.

The City Council requested this as a future agenda item at the December 7, 2021 Council meeting.

REVIEW & ANALYSIS
Coastal adaptation to rising sea level is necessary to avoid devastating impacts to people, the economy, and natural habitats. Despite having only one-third of the state’s coastline, two-thirds of California’s economic losses due to rising sea level are forecast to occur in the nine-county Bay Area, absent adaptation actions. The San Francisco Bay is a state-protected resource that is the largest estuary on the West Coast of North and South America, a key part of the Pacific Flyway for migrating waterfowl, and a critical economic driver of the State’s economy.

Together, fulfilling the Joint Platform will:
• Reduce flood risks for communities, businesses, infrastructure, and habitats. • Protect natural areas and wildlife.
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• Integrate adaptation into community-focused local plans. • Recognize and equitably support low-income communities. • Accelerate permitting and project construction.
• Increase technical assistance for local governments.
• Develop and implement a funding strategy to help pay for what is necessary.

Implementing the Joint Platform will require the work of many agencies and groups – it is larger than any single agency. The Joint Platform states that a “backbone agency” is needed to support, guide, and implement the wide variety of organizations and individuals that will be involved with implementing the Joint Platform – and that BCDC is best suited to serve this critical role.

Additionally, BCDC will take on a leadership role for many tasks outlined in the Joint Platform, along with participating and advising on others. An initial description of these tasks is included in the Implementation Chart included on page 41 of the Joint Platform report (Attachment 1).

Approval of the proposed resolution and letter of support will specifically commit Pinole to support the actions laid out in Bay Adapt and as a City cooperate in future implementation of the tasks. At a minimum, supporting cities would provide feedback on programs that impact them, such as providing input on large-scale funding programs, sharing challenges, needs, and barriers. Additionally, participating cities would help to identify technical assistance tools that would be of most use or permitting pathways that would remove barriers to adaptation projects. BCDC anticipates that this could mean a few hours of staff time per quarter to participate in workshops, working groups, or respond to surveys, as well as possibly items on Council agendas from time to time. In the future BCDC is aiming to set up more robust programs to assist with community engagement, climate science, planning, funding, projects, and permitting.

FISCAL IMPACT
There is no direct fiscal impact associated with issuing a letter and adopting a resolution supporting the Joint Platform. There will be some minimal staff hours needed to support and provide feedback on programs, such as providing input on large-scale funding programs, sharing challenges, needs, and barriers.

ATTACHMENT(S)
A. Draft Resolution
B. Draft Letter of Support
C. Bay Adapt Joint Platform Report, October 2021
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RESOLUTION NO. 2022-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE IN SUPPORT OF BAY ADAPT: REGIONAL STRATEGY FOR A RISING BAY
WHEREAS, climate change is accelerating rising sea levels, increasing storm frequency and intensity, and moving groundwater toward the surface. The confluence of more intense winter storms, extreme high tides, and higher runoff, with higher sea levels, will increase the frequency and duration of shoreline flooding long before areas are permanently inundated by sea level rise alone; and
WHEREAS, a major storm within the next decade in the Bay Area could result in temporary flooding impacts to 13,000 existing housing units and 70,000 planned housing units, 28,000 socially vulnerable residents, 104,000 existing jobs and 85,000 planned jobs, and 20,000 acres of wetlands habitat that may become permanently inundated within 40 years; and
WHEREAS, there are multiple local, regional, state, and federal government agencies with authority over the Bay and its shoreline, and while local governments have broad authority over shoreline land use they have limited resources to address climate change adaptation; and
WHEREAS, individual local actions, absent a regional context in which to make policy decisions, will lead to a “tragedy of the commons”; and WHEREAS, the San Francisco Bay Area is a vibrant, diverse, ecologically unique, innovative, and pioneering region that will be deeply and deleteriously affected by climate change without tremendous effort and investments to adapt to a constantly changing shoreline. The San Francisco Bay shoreline constitutes approximately one-third of the California coastline, but the Bay Area is estimated to experience two-thirds of the negative economic impacts due to the flooding that would occur absent adequate measures to adapt and protect people, places, and habitat; and
WHEREAS, the Bay Area region’s most socioeconomically vulnerable frontline communities are at the greatest risk of exposure to climate threats, and the impacts of historic and ongoing social and economic marginalization will compound the risks posed by flooding to those communities by reducing a community’s or individual’s ability to prepare for, respond to, and/or recover from a flood event; and WHEREAS, the Bay ecosystem is already stressed by human activities that have drastically lowered its adaptive capacity, and climate change will further alter that ecosystem by inundating or eroding remaining wetlands, changing sediment dynamics, altering species composition, increasing the acidity of Bay waters, changing freshwater flows and/or salinity, altering the food web, and impairing water quality. Moreover, further loss of tidal wetlands will increase the risk of shoreline flooding; and

ATTACHMENT A
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WHEREAS, flood damage to vital shoreline development, public infrastructure, and facilities such as neighborhoods, commercial centers, airports, seaports, regional transportation facilities, landfills, contaminated lands, and wastewater treatment facilities absent adaptation will require costly repairs and likely will result in the interruption or loss of vital services, large-scale social dislocation, and degraded environmental quality; and WHEREAS, the increasingly frequent and severe impacts of climate change in the Bay Area do not conform to jurisdictional boundaries or the planning and regulatory authorities of any one agency or organization; and
WHEREAS, in 2019, BCDC, in collaboration with a Leadership Advisory Group comprised of 35 Bay Area public, private, and non-profit leaders, embarked on the development of “Bay Adapt,” a consensus-driven strategy for regional sea level rise adaptation. The Leadership Advisory Group includes representatives from numerous public agencies, including the Association of Bay Area Governments/Metropolitan Transportation Commission (MTC/ABAG), San Francisco Bay Regional Water Quality Control Board, State Coastal Conservancy, Caltrans, BARC, BART, East Bay Regional Parks, US Army Corps of Engineers, San Francisco Bay Restoration Authority, San Francisco Public Utility Commission, Marin County, and BCDC, as well as environmental justice, environmental, business, scientific, civic, organizations, local government and flood manager networks, and academia; and
WHEREAS, in 2020 and 2021, hundreds of stakeholders participated in the creation of the “Bay Adapt Joint Platform” through nine Leadership Advisory Group meetings, two public forums, many expert Working Group meetings, ten community and stakeholder focus groups, over 50 presentations to local governments around the region, and a month-long public feedback opportunity; and
WHEREAS, the Bay Adapt Joint Platform lays out a set of guiding principles, priority actions, and vital tasks whose implementation will enable the region, and most notably local governments, to adapt faster, better, and more equitably to a rising San Francisco Bay. If fulfilled, it will reduce flood risks for communities, businesses, infrastructure, and habitat; increase technical assistance for local governments and funding for adaptation; protect natural areas and wildlife; recognize and equitably support low-income, frontline communities; robustly integrate adaptation into community-focused local plans; and, accelerate permitting and project construction of local adaptation projects; and
WHEREAS, implementing the Joint Platform’s many and varied actions and tasks goes beyond the capacity of any single organization or jurisdiction, requires strong and diverse leadership and participation in all aspects of its implementation, and a broad coalition of stakeholders share responsibility for the success of the tasks outlined in the Joint Platform.

NOW THEREFORE, BE IT RESOLVED, that the above recitals are true and correct and made part of this resolution.
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BE IT FURTHER RESOLVED that the City Council of the City of Pinole takes the following actions:

1. The City of Pinole supports and Bay Adapt Joint Platform, a regional strategy for a rising Bay, including the guiding principles, actions, and tasks contained within; and

2. The City of Pinole looks forward to championing and supporting the implementation of Bay Adapt to ensure that it serves Pinole and the Bay Area as a whole in achieving resilient and equitable adaptation to sea level rise.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 15th day of February, 2022 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 15th day of February, 2022
____________________________________
Heather Bell, CMC
City Clerk
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February 15, 2022
Zack Wasserman, Chair
San Francisco Bay Conservation and Development Commission 375 Beale St., Suite 510
San Francisco, CA 94105
Re: Support for Bay Adapt: Regional Strategy for a Rising Bay Dear Chair Wasserman:

I am pleased to let you know that the City of Pinole supports “Bay Adapt: Regional Strategy for a Rising Bay.” The Bay Adapt Joint Platform is the result of a stakeholder-led process to determine the best ways for the Bay Area to become regionally resilient to rising sea levels.

While the Bay’s shoreline constitutes one-third of the California coastline, the Bay Area will likely experience two-thirds of the negative economic impacts due to the flooding caused by rising sea levels absent adequate measures to adapt and protect people, places, and habitat. As sea levels rise at an accelerating rate, the confluence of more intense winter storms, extreme high tides, and higher runoff, with higher sea levels, will increase the frequency and duration of shoreline flooding long before areas are permanently inundated by sea level rise alone.

In the face of this challenge, the Bay Area must protect and energize vulnerable and historically marginalized frontline communities, enhance and restore an ecosystem that is already deeply affected by human activities, and reduce flood risks for existing built infrastructure along the vast bay shoreline. Yet, the increasingly frequent and severe impacts of climate change in the Bay Area do not conform to our governments’ jurisdictional boundaries or the planning and regulatory authorities of any one agency or organization. Bay Adapt begins to address these challenges by laying out a set of guiding principles, priority actions, and vital tasks that public, private, and nonprofit organizations, including local governments with land use authorities, can voluntarily implement in a coordinated and collaborative manner to adapt faster, better, and more equitably to a rising San Francisco Bay.

It will take tremendous efforts and investments to adapt the San Francisco Bay Area to a constantly changing shoreline and continue to improve its vibrant, diverse, ecologically unique, innovative, and pioneering quality of life. Implementing Bay Adapt will reduce flood risks for communities, businesses, infrastructure, and habitat, increase technical assistance for local governments and funding for adaptation, protect natural areas and wildlife, recognize and

CITY OF PINOLE
2131 Pear Street Phone: (510) 724-9833
Pinole, CA 94564 FAX: (510) 724-9826
www.ci.pinole.ca.us

ATTACHMENT B
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equitably support low-income, frontline communities, robustly integrate adaptation into community-focused local plans, and accelerate permitting and project construction of local adaptation projects.

The City of Pinole supports the Bay Adapt Joint Platform and will champion its implementation by concentrating on issues related to sea level rise as discussed within the existing City of Pinole Sustainability Element. Additionally, programmed work over the next calendar year to update the City’s Housing and Health/Safety Elements, creation of a new Environmental Justice Element and development of a Climate Action and Adaptation Plan provides a further opportunity to work on these important issues. We look forward to working with BCDC and all of Bay Adapt’s stakeholders to ensure that the entire Bay Area thrives in the face of rising sea levels.

Sincerely,
Mayor Vincent Salimi
City of Pinole
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JOINT PLATFORM

BAY ADAPT
Regional Strategy for A Rising Bay
October 2021

ATTACHMENT C
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BAY ADAPT
Regional Strategy for A Rising Bay
Joint Platform
October 2021
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3 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Contents
Getting Getting ready for sea level rise.....................................................................................................4 rise.....................................................................................................4 Sea level rise as an equity challenge.........................................................................................6 allenge.........................................................................................6 What is Bay Adapt?............................................................................................................................... Adapt?...............................................................................................................................8 Where do we start?............................................................................................................................... start?...............................................................................................................................13 Guiding Guiding Principles Principles for the Joint Platform..................................................................................1 Platform..................................................................................16 What does adaptation adaptation look like?................................................................................................1 like?................................................................................................17 The Joint Platform latform Actions..............................................................................................................1 Actions..............................................................................................................19 People .........................................................................................................................20 Information............................................................................................................24 Plans...........................................................................................................................29 Projects......................................................................................................................34 Progress.......................................................................................................................39 Bay Adapt process process and Leadership Leadership Advisory Advisory Group (LAG)...................................... (LAG)......................................41 Photo credits | Page 2 from top to bottom: Jaclyn Mandoske (BCDC), Schyluer Olsen (BCDC), Jaclyn Mandoske (BCDC); Page 3 Illustration by Sophia Zaleski. 144 of 365
4 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Getting ready for
sea level rise
The Bay is rising. The time to
come together to act is now.

For most of the eight million of us who live around San Francisco Bay, sea level rise seems like a sleeper issue. As we walk the dog along our favorite waterfront, the waves don’t seem any taller. As we wait in traffic at the Bay Bridge toll plaza, the water level looks the same as ever. After a storm, however, those trying to traverse Corte Madera’s Lucky Drive, Sonoma’s Highway 37, or San Jose’s 237
underpass are noticing more water. Sea level rise is already here and starting to affect our highways and commutes;
another foot or two will seriously impact our homes, jobs and safety.

It’s subtle, but the Bay, fed by a swelling Pacific and melting glaciers and ice sheets, is growing faster than you think.

The rise is slow and steady now, but around 2040 scientists project it will speed up. By then, in the time it will take a current pre-schooler to graduate from college, it will be too late to start to prepare for the water that will be rising onto our airport runways and into our shoreline streets. And though you can’t see it, the groundwater table is also rising under your feet – pushed up as the Bay pushes in. Before long a big storm—like the train of atmospheric river events that drenched us over and over in 2017—will bring water into our basements and BART stations, onto our bridge
approaches, our ballparks, and even release decades of toxic pollution into our groundwater.

Going into another California drought and devastatingly dry fire season, it’s easy to push sea level rise to the back of our minds. But the San Francisco Bay Area metropolitan region stands to be one of the hardest hit coastal areas in North America. Sea level rise will be worse here than other places for a variety of reasons relating to our unique ocean conditions, atmospheric changes, and Pacific geography— and the fact that we’ve built our roads and homes right up to the edge of nearly every shore. Impacts are influenced by our history of toxic dumping and exclusionary land use practices. We’ve done the studies - we know what’s at risk when it comes to our people, our homes, our habitats, and our commutes. The threat is no longer vague. It’s past time for us to get ready.

At Risk of Flooding by 2060*
28,000socially vulnerable residents
1,900residents living near contaminated
sites
13,000existing housing units and another
70,000 new housing units
104,000existing jobs and another
85,000 new jobs
20,000 acres of wetlands, lagoon and
tidal marsh habitat
5 milliondaily highway vehicle trips
60,000daily rail commuters
*Impacts from flooding that could occur at 48” Total Water Level from the ART Bay Area Regional Sea Level Rise Vulnerability and Adaptation Study. According to California State Guidance, under the H++ scenario, which represents the highest risk and least likely scenario, sea level rise could reach 46.8” by 2060, which corresponds to ART’s 48” TWL scenario. Under the Likely Range, or Low-Risk Aversion high-emissions scenario, 48”of sea level rise will not occur until 2120. Photo courtesy of the King Tides Project. 145 of 365
5 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Preparing for the flooding, erosion, disruptions and
losses to come – whether our home, business,
commute, or favorite picnic area – is something
we all have to do together. Whatever the best local
solution, we have to consider our neighbors. If well-todo waterfront towns build sea walls, the Bay will just find the next weak spots on the shore and flow there.

That town next door may have a smaller tax base or
more elderly or vulnerable residents. If we leave them
unprotected, families will be forced to move away from
their homes, schools and places of worship - their
communities - sometimes with no place else to go.

Waiting for the aftermath of this slow-moving disaster
will just cost the region more later in emergency
services, habitat loss, building repairs, and lost family time and productivity.

Many of our families came to this region for its
freedoms, natural beauty, diverse cultures and myriad
opportunities. Over the decades we’ve grown even
more diverse, and ever more activist as we battle to
save our local creek, or stop devastating air pollution, or fight for equity. We’re restoring wetlands around
the Bay, and taxing ourselves to do it, enhancing a
natural first line of defense against flooding. So as we face down the advancing Bay we don’t have to start
from scratch. Your city, your county, your regional
government is already working on it. Now it’s time for
everyone to join the effort.

There’s no way around the need to think and plan like a region - the water that’s coming knows no boundaries.

Space for solutions is limited. Together, we can adapt to the increasingly scary checklist of challenges in the Bay Area. But we won’t get this done, and minimize the cost we pay in damage to lives and property, if we don’t act now, together.

As we face down the
advancing Bay we
don’t have to start from
scratch. Your city, your
county, your regional
government is already
working on it. Now it’s
time for everyone to join
the effort.

Community members enjoy the waterfront at Heron’s Head park in San Francisco. Photo by the Port of San Francisco licensed under CC BY 2.0. 146 of 365
6 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Sea level rise
as an equity
challenge
Tackling disproportionate
impacts on vulnerable
communities.

While everyone will feel the impacts of sea level rise to some degree, many factors have led to disproportionate
flooding and sea level rise vulnerability for low-income communities across the Bay Area and the nation. A
2019 study by the National Academy of Sciences on
urban flooding in the US revealed the populations that
are most vulnerable to flooding are nonwhite, nonnative English speakers, elderly, poor, chronically ill, uninsured, and renters1.

While it is broadly accepted that
environmental racism has been an
overarching theme for civilizations
throughout history, it is critical to
understand the patterns of racial injustice
that formed today’s cities and towns. After
Emancipation, white decision-makers
forced African Americans into undesirable
areas that experienced frequent flooding,
unhealthy air, and unsanitary water and
sewerage conditions. Industry and chemical
plants were regularly constructed close
to predominantly Black neighborhoods,
which led to lingering pollution and high
rates of cancer within these communities.

In the Bay Area, this often meant pushing
nonwhite communities to the marginalized
and often toxic Bay shoreline. These
discriminatory and deadly practices
continued for several decades.

Equity is the fair and just
distribution of financial and
institutional resources to
address impacts across
communities that stand to be
adversely affected by those
impacts, and commitment to
include those communities
in the development,
prioritization, and
implementation of adaptation
policies, programs, and
services.

Definition of equity provided by West Oakland Environmental Indicators Project and the Pacific Institute.
1 Committee on Urban Flooding in the United
States (2019). Framing the Challenge of Urban Flooding in the United States, National Academy of Sciences. https://www.nationalacademies.org/ourwork/urban-flooding-in-the-united-states Community members participating in the Oakland Shoreline Leadership Academy. Photo by Jordan Greedy.
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7 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Residents of these communities have often attended
countless public meetings and focus groups to discuss
concerns in their communities with engineers, planners, and other government staff, but these professionals are rarely trained or experienced in equitable community
engagement. Historically, attempts to inform meaningful solutions for environmental justice problems have been
met with lack of accountability by local and regional
agencies, leading to high levels of distrust between
communities and governments.

The cumulative impact of underinvestment coupled with
lack of government accountability over the decades has
This definition underpins the ethos that
should be imbued in any sea level rise planning process led to an extremely disproportionate and inequitable or solution. situation for the residents of these communities.

This cycle adds insult to the daily injury of living in marginalized space and is exhausting to communities
that are already struggling to meet their daily needs.

A landmark moment for the environmental justice
movement occured in 1994, when President Clinton
signed Executive Order 12898, a federal action
to address environmental justice and included a
formalized definition (the definition can be found
in BCDC’s report Toward Equitable Shorelines:

Environmental Justice and Social Equity at the San
Francisco Bay).

Working with and listening to community
voices.

Recognizing the critical importance of community voices and perspectives on the development of the Joint Platform, the Bay Adapt team partnered with Nuestra Casa in East Palo Alto and Vallejo Housing Justice Coalition in Vallejo to conduct a series of community focus groups. Community members were introduced to flooding issues specific to their communities and invited to share their experiences, concerns, and priorities for their communities.

In East Palo Alto, community voices were represented by African American, Pacific Islander, and Latinx cohorts, while in Vallejo, community voices were represented by residents involved in a range of local organizations such as housing, climate change, environmental justice, and others. Bay Adapt recognizes that these community meetings provided an essential first step in building trust with communities, and that continued participation and partnerships must continue to advance equitable adaptation outcomes for the region.

We know we need
action, but we’re
not ready and we
don’t know what to
do. We need to get
to solutions.
- East Palo Alto Community
Member
Nuestra Casa’s Parent Academy provides programs for
community members and has begun environmental
justice community trainings. Screenshot courtesy of
Nuestra Casa.
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8 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM What is Bay
Adapt?
A regional strategy for a
rising bay.

Adapting to sea level rise will require a broad range
of planning, policy, community, and project decisions
that promote the protection of people, infrastructure,
and natural systems. In such a diverse and engaged
region, adaptation will also require balancing many
interests and needs, ranging from the health of the
most vulnerable residents and the Bay ecosystem to
local economic growth and jobs, services, housing, and
recreational opportunities.

Much adaptation will and should occur at the local city or county levels, where adaptation planning is already
accelerating. However, we live in a highly networked
region where impacts in one area, and responses
to them, have cascading effects around the Bay. A
coordinated approach across the region can reduce
unintended consequences and greatly enhance local
efforts. Collective action can be expedited by shared
goals that help communities find and enact their own
solutions. No one agency, jurisdiction or community can or should go it alone.

For the past five years, the Bay Area has been thinking about this problem in earnest. Forward-thinking
planners, scientists and activists have already laid some important groundwork, and pinpointed the areas and
communities that will be most at risk. Since 2019, Bay
Adapt has worked to establish regional agreement on
the actions necessary to protect people and the natural and built environments from rising sea levels.

Bay Adapt was convened by the San Francisco Bay
Conservation and Development Commission (BCDC), a
state agency, in partnership with a broad range of Bay
Area leaders. The principles, actions, goals, and tasks in this document—a Joint Platform for adaptation—were
developed in close collaboration among BCDC staff,
a large Leadership Advisory Group, and hundreds of
stakeholders.

We envision a Bay Area that
is resilient and adaptive
far into the future. As
the region grows and
changes, such resilience
can only be achieved by
supporting collaborative
action, fostering greater
equity among residents,
and sustaining the unique
ecosystems we all rely upon
and thrive within.
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9 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Co-creating the Joint Platform.

In 2019, BCDC convened a Leadership Advisory Group (LAG) made up of a diverse group of Bay Area leaders from public agencies, interest groups, community-based organizations, and academia. Throughout 2020 and 2021, stakeholders participated in dozens of working group and small committee meetings to discuss and shape the Platform. The Platform was also informed by two public forums, ten community and stakeholder focus groups, over 50 presentations to boards and groups around the region, and an Environmental Justice Caucus convened regularly throughout the process. In other words, this platform, and the ideas in it, belong to everyone, and seek to serve everyone, now and into the future.

This platform, and
the ideas in it,
belong to everyone,
and seek to serve
everyone, now and
into the future.

Figure 1 | The Bay Adapt process kicked off in late summer 2019. The development of the Joint Platform started in early summer 2020, convening hundreds of stakeholders to brainstorm and refine the series of actions and tasks laid out in the final Joint Platform. Over this time period, Bay Adapt also facilitated multiple working groups, committee meetings, public forums, community and stakeholder focus groups, and conducted extensive outreach throughout the nine-county Bay Area. Implementation of the tasks begins in Fall 2021.
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10 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Figure 2 | Summary of the presentations and focus groups BCDC staff led throughout the Bay Adapt process between 2019 and 2021. Staff engaged with a wide variety of community members, local staff, elected officials, and special interest stakeholders throughout the engagement process.
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11 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Prioritizing and elevating
equity in Bay Adapt.

In an effort to ensure equity perspectives were present and included in the leadership of Bay Adapt, invitations were extended to at least five environmental justicefocused organizations to join the LAG, comprising the Environmental Justice (EJ) Caucus. The EJ Caucus
received a small honorarium for their participation.

The EJ Caucus kicked off by providing a training to
the LAG on EJ principles. During this training, LAG
members explored how to embed principles on
environmental justice, equity and inclusion into Bay
Adapt’s planning process, the Joint Platform, and in
implementation. EJ Caucus members also provided
leadership to Working Groups and met with BCDC’s
Environmental Justice Manager to provide input and
feedback before and after each LAG meeting.

However, all of the equity practices and benefits
outlined in the Joint Platform will not be achieved if
the agencies and other stakeholders implementing the
actions don’t fundamentally change their practices to
explicitly ensure that equity is front and center. Agencies and stakeholders need to deeply understand the factors
that have led to inequity and commit to ongoing training to learn and improve a new essential set of skills and
work directly with EJ communities in order to achieve
equity benefits.

Without this commitment, the region will continue to
repeat the same inequities as our predecessors. Bay
Adapt is an opportunity to set a new, more equitable
course for climate adaptation.

Two critical themes emerged
during discussions with the EJ
Caucus and other community
leaders:
‣ The need for fair and
equitable funding for
community partners,
including targeted
employment and economic
opportunities for diverse
frontline community
members; and
‣ Capacity building,
administrative support,
and technical training and
assistance are essential
to realizing truly equitable
adaptation planning.

Community forums on sea level rise risks in East Palo Alto.

Photo by Jaclyn Mandoske, BCDC.
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12 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Setting the foundation for
the Joint Platform.

Rather than specifying individual projects, the Joint
Platform lays out guiding principles that inform
overarching region-wide actions, goals and tasks.

Its aim is to overcome barriers, accelerate keys
to success, and share targets to help the region
achieve:
‣ Flood protection and reduced flood risk for
communities, businesses, infrastructure, and
habitat.
‣ Robust integration of adaptation into
community-focused local plans.
‣ Recognition, elevation, and support for frontline
communities.
‣ Accelerated permitting and faster project
construction for priority adaptation projects.
‣ Technical assistance for local governments to
plan and implement projects faster.
‣ More funding for adaptation that is easier to
get.
‣ Metrics for deciding what makes the best
kind of adaptation plan or project (equitable,
efficient, multi-benefit, nature-based, and
coordinated with others) and for tracking local
and regional progress.

Engaging the entire region in collective action
requires clear agreement on the path forward
and checks and balances to ensure no voice is
left unheard, and no community left behind. This
Platform provides that roadmap for adaptation.

The Joint Platform will help
the Bay Area engage in
faster, better, and more
equitable adaptation to a
rising Bay.

Sea level rise in our regional plans.

Plan Bay Area 2050 is the region’s long-range strategic plan focused on the interrelated elements of housing,
the economy, transportation and the environment.

Adopted in Fall 2021, Plan Bay Area 2050 is the first
multi-topic plan of its kind to question what the future will look like in the face of sea level rise and other
natural hazards. How will these threats impact housing, transportation, environmental, and economic goals?
What are the consequences if we don’t plan ahead?
Starting with Horizon, Plan Bay Area 2050’s preliminary research and analysis phase, MTC/ABAG integrated
the best available sea level rise mapping into imagining the impacts of sea level rise within the 2050 timeline of the plan. To address areas of near-term sea level rise
impacts, Plan Bay Area incorporated an Adapt to sea
level rise strategy, mapping protections on vulnerable
portions of the shoreline and calculated at $19 billion need for adaptation over the next thirty years.

Plan Bay Area 2050’s Implementation Plan, which sets
the strategic direction to advance strategies in the next five years, identifies key actions that MTC/ABAG and its partners should take to adapt the region to sea level rise.

While these actions are compatible with Bay Adapt’s
tasks and will be implemented in partnership with Bay
Adapt, they are part of a larger, multi-element plan and do not go into the level of detail on sea level rise that Bay Adapt does.

Plan Bay Area has been, and will continue to be, a
critical tool for region-wide resilient land use decisions as sea levels rise. The Plan will continue to grow to
become a comprehensive plan that brings in key
regional topics, and will incorporate the best available science and regional sea level rise planning envisioned by Bay Adapt. MTC/ABAG will continue to be a key
partner for planning, funding, and implementing
adaptation solutions in the Bay.
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13 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Where do we
start?
Preserving what we care about.

The Bay Area is the most culturally and geographically
diverse region in the United States, with people of color comprising 59% of our population. More than 75% of
residents believe that racial diversity is what makes
the Bay Area such a great place to live. Our region is
also called the “Bay Area” for a reason — the Bay is the defining characteristic of our geography and defines so much of our economy, infrastructure, and lives.

Residents cherish the beautiful blue expanse of San
Francisco Bay, and their ability to walk beside it, sail over it, and gaze across its open horizons. With its
diverse habitats—beaches, wetlands, grasslands, tidal
flats, lagoons and more—the Bay supports hundreds
of species, ranging from critically endangered salmon
and marsh mice to charismatic sea lions, busy beavers,
and wayward whales. Thanks to decades of careful
stewardship and public investments in shoreline parks
and habitats, the West Coast’s largest Estuary is both
more habitable and healthier for humans and wildlife
alike.

Our diversity of people and habitats also supports one
of the most innovative economies in the world. The
Bay Area is a hub of technology, industry, agriculture, services, and more, though this has created significant challenges in income equality.

Within this context is both diversity and inequity.

Across our communities, cities, and counties, we
have different histories, different challenges and
different opportunities. Deciding which climate change
adaptation options are right for each community can
be complex. Many people contribute to making these
decisions, and lots of considerations go into deciding
what the right solutions may be for each particular
waterfront.

If we are to prepare ourselves fully for sea level rise throughout the region, cities and counties must work
with local communities and the state and federal
governments to make decisions about what should—
and shouldn’t—exist along the shoreline in the future.

San Francisco Bay Area. Photo courtesy of
NASA satellite imagery.
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14 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Centering and protecting
people, habitats, and wildlife.

The risks from sea level rise, and the resources necessary to address those risks, are unequally distributed among communities and ecosystems across the Bay Area.

In order to understand community vulnerability to
sea level rise, BCDC’s Adapting to
Rising Tides (ART) Program leverages
existing research on socioeconomic
characteristics that may reduce ability
to prepare for, respond to, or recover
from a hazard event or impacts from
environmental burdens. It has identified
potential impacts to communities from
current and future flooding including:
‣ Loss of property and income;
displacement from their communities.
‣ Disrupted access to medical care and
other critical services.
‣ Loss of power and utilities.
‣ Spread of disease and worsened preexisting health conditions. ‣ Physical and mental distress resulting
from the flooding of homes and
infrastructure.

The Bay has also long been a dumping
ground for polluted waste and industrial
sites are still located along many parts
of the shoreline. In addition to flood
impacts, sea level rise may mobilize
pollution as flooding becomes more
prevalent, spreading to communities and
ecosystems at an unprecedented rate.

All of these impacts are often
disproportionately distributed to
populations with certain existing
socioeconomic vulnerabilities.

Additionally, these populations tend to
be highly sensitive to impacts, leading
to potentially devastating implications from even minor flooding.

Natural ecosystems are also disproportionately impacted by sea level rise. When given a choice between an
endangered salmon and a farm, a wetland or a vineyard,
a nesting island or a waterfront hotel, it can be difficult Vulnerable Communities
Exposed to Sea Level Rise
Around the Bay
Figure 3 | Map of census block groups considered socially vulnerable in their ability to plan for, respond to, and recover from natural hazards (orange hash) and flooding depth and inundation from 108 inches of sea level rise (blue). Data from ART Bay Area Regional Sea Level Rise Vulnerability and Adaptation Study: Chapter 2.6 Vulnerable Communities (March 2020).
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15 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM for wildlife and open space to prevail in the battle over human priorities and money. Preserving shoreline
habitats will require prioritizing sediment to built up wetlands and providing room for habitats to migrate
upslope. But sediment is limited and many wetlands
abut development and levees.

The health of Bay ecosystems is inextricably linked to
our way and quality of life. We continue to learn how
nature protects people from natural
disasters and improves public health.

But as water levels rise coastal habitats
risk being drowned and lost. Both nature,
and people, will suffer.

The Joint Platform places a high value
on both the region’s diverse people
and its ecosystems. Throughout the
formation of the Joint Platform, a coalition
of community advocates, environmental
activists, and adaptation practitioners
have made clear that cleaning toxic
sites and reducing future pollution is
a priority for our region. The resulting
document explicitly acknowledges the
disproportionate risks and burdens
on communities of color and other
historically marginalized populations,
and tasks in the Joint Platform begin
to outline how our region can begin
to right generations of wrongdoing
through elevating the role of vulnerable
communities in developing solutions,
filling in knowledge gaps about the
challenges they face, mapping hazardous
sites, and more. With people at the
center of solutions, the Bay region can be
a national model for equity in resilience
planning.

The Joint Platform tasks also prioritize
natural habitats to support a healthy,
resilient Bay. Going green, meaning
prioritizing nature-based strategies for shoreline
adaptation as much as possible, is already a regional
priority. Taking actions to support healthy Bay
ecosystems now and as sea levels rise is essential,
not only for the many other benefits they provide but
as they are also our first —and most at risk —line of
defense from rising seas. Our efforts now will affect the health and livability of the Bay Area for generations.

Communities Exposed to
Contamination and Sea Level
Rise Around the Bay
Figure 4 | Map of census block groups considered contamination vulnerable based on subset of Cal Enviro Screen 3.0 indicators impacted by flooding and flooding depth and inundation from 108 inches of sea level rise (blue). Data from ART Bay Area Regional Sea Level Rise Vulnerability and Adaptation Study: Chapter 2.6 Vulnerable Communities (March 2020).

Our efforts now will
affect the health and
livability of the Bay
Area for generations.
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16 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Guiding Principles of
the Joint Platform
Support socially vulnerable
communities
Actively ensure that socially vulnerable
communities don’t just bounce back in
the face of sea level rise, but “bounce
forward” by providing additional resources
and support to areas where socially
vulnerable communities live, work, and
play and reducing negative impacts to
these communities. Climate change will
disproportionately impact marginalized
communities with fewer resources.

Put nature first whenever
possible
Prioritize natural infrastructure solutions
that benefit ecosystems and the health
of the Bay as well as people, especially
in the near-term. Adapting to rising sea
level will require a mix of green and gray
infrastructure. Working with nature, instead
of against it, can produce better results for
both people and wildlife.

Solve interconnected problems
at the same time
Prioritize adaptation actions that maximize
regional risk reduction to flooding and sea
level rise and minimize tradeoffs within the
context of other regional priorities such as
housing, economy, social equity, habitat
protection, and other climate risks. Sea
level rise and flooding is just one of several
regionally interconnected crises facing the
Bay Area.

Practice inclusive, community-led
governance and decision-making
Remove barriers and enhance capacity to
increase transparent, coordinated decisionmaking among community members and organizations and local, regional, state, and
federal governments that acknowledges and
leverages the unique roles, responsibilities,
and authorities at each scale. Adaptation
outcomes will better protect the entire region
when all interests, including those who know
their neighborhoods and communities best,
contribute and collaborate in reducing risk.

Support existing efforts but plan
for the long term
Support, encourage, and learn from early
innovators charting a new course for the
region, especially for wetland restoration,
while maintaining a long-term vision for more
complex planning and investments. Early
action is important for regional learning,
setting precedents, and shorter-term flood
control, and widespread or significant capital
investments require careful and collaborative
planning.

Pick the right strategy for the right
place at the right time
Ensure that local and regional investment
strategies to address flooding and sea level
rise are grounded in local needs, conditions,
and plans, and are phased to allow for
uncertainty, flexibility, and iteration. The Bay
is a collection of distinct places with unique
physical and social conditions and there is
no “one size fits all” solution – or timeline - to
address climate-related impacts.

The San Francisco Bay connects nine counties and
millions of people together. Photo SF Baykeeper,
Cole Robb Most, and LightHawk.
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17 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM What does adaptation
look like?
Developing targeted solutions.

In climate change, adaptation is different
from mitigation, which are the ways we try to
reduce our carbon footprint. Adaptation refers
to making changes to how we live in the face
of change to reduce hazards and increase
resilience to future conditions.

In the Joint Platform, adaptation specifically
means the plans and projects that either
prepare us for sea level rise or alter our
shorelines to reduce its impacts.

In some cases, we will adapt by restoring
natural wetlands to absorb more water and
buffer us from storms, while in other places
when nature-based solutions are not feasible,
we will build higher protections, such as
seawalls, to keep water out. We may also
avoid building new roads or homes in areas
that are likely to flood or provide migration
space for wetland habitats. Sometimes
adaptation may even require removing things
that are already built out of harm’s way.

Adaptation also will spur innovative solutions
as we learn how to co-exist with more water
in the future.

The adaptation solutions we choose in one
part of the Bay are inextricably linked to
everywhere else along the shoreline. Since
the Bay is an interconnected system, flood
protection measures in one location of the
Bay may increase the risk of flooding in other
areas. It is critical that we consider shoreline
solutions as a whole Bay, rather than on a
project-by-project basis.

Bay Adapt helps to set the stage for
successful adaptation region-wide. While
each community will need to decide which
approach is best now and over time, the actions
in Bay Adapt help support multiple adaptation
approaches within the larger regional context
we need to think about before it’s too late.

Figure 5 | Regional “hot spots“ identify areas in the region with highest consequences from flooding at 108” TWL to both vulnerable communities, transportation networks, and urban growth areas or open space. Data from ART Bay Area Regional Sea Level Rise Vulnerability and Adaptation Study: (March 2020).

Regional Hot Spots
Around the San
Francisco Bay
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18 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Adaptation Actions that Prepare
‣ Actions that help us set the stage to make
decisions about what to do next that are
equitable, inclusive, and based on science,
local knowledge and values, such as increasing
information or community capacity.
‣ Changes to regulatory environments, political
settings, land use, or other contexts for
decision-making that improve the outcomes of
adaptation decisions.
‣ Agreement on a shared approach about who
makes decisions, what informs those choices,
and how we plan and fund those decisions
equitably to addresses disproportionate
impacts on the most vulnerable.

Adpatation Actions that Protect,
Accommodate, Avoid or Retreat
‣ Actions that change the physical
characteristics of the shoreline, such as
integrating natural ecosystems (green
infrastructure) and/or building engineered
structures (gray infrastructure) to protect
shorelines from flooding.
‣ Projects that accommodate flooding such
as preserving transition zones for wetlands,
elevating structures, or using flood resistant
materials.
‣ Efforts to retreat from the shore, such as
removing existing development or avoiding
placing new development in areas at risk of
flooding.

Sea level rise will change our way of life in the Bay
Area dramatically. Our daily commutes, the goods
and services we depend on, the places where
we live and work, the natural spaces that provide
habitats and make the Bay Area a beautiful place
to live, will all be affected. The Bay Adapt Joint
Platform’s 6 Guiding Principles, 9 actions and 21
tasks suggest a way forward for us all.

What are adaptation actions?

PROTECT

ACCOMODATE AVOID/RETREAT
Gray Infrastructure
Traditional Levees
Seawalls
Green Infrastructure
Horizontal Levees
Wetlands Restoration
Elevate structures
Flood resistant materials
Restrict development
Equitably re-locate
Figure 6 | Different adaptation approaches facilitated by the actions in Bay Adapt seek to prepare the region to equitably respond to sea level rise, while also strengthening implementation and ensuring lessons are learned over time.
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19 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM The Joint Platform
9 actions, 21 tasks, 1 region moving forward together
Action 1: Collaborate on a “One Bay” vision to adapt to rising sea levels.

Task 1.1: Create a long-term regional vision rooted in communities, bay habitats, and the economy.

Task 1.2: Lay the foundation for a proactive regional legislative agenda.

Action 2: Elevate communities to lead.

Task 2.1: Improve how communities and public agencies learn from each other and work together.

Task 2.2: Fund the participation and leadership of community-based organizations (CBOs) and frontline communities in adaptation planning.

Action 3: Broaden public understanding of climate change science and impacts.

Task 3.1: Tell local and regional stories about people and places adapting to climate change.

Task 3.2: Weave climate literacy into school programs.

Action 4: Base plans and projects on the best science, data, and knowledge.

Task 4.1: Align research and monitoring with information gaps.

Task 4.2: Make scientific data, information, and guidance easier to use.

Task 4.3: Increase access to technical consultants for local adaptation partners.

Action 5: Align local and regional plans into a unified adaptation approach.

Task 5.1: Provide incentives for robust, coordinated adaptation plans.

Task 5.2: Align state-mandated planning processes around adaptation.

Action 6: Figure out how to fund adaptation.

Task 6.1: Expand understanding of the financial costs and revenues associated with regional adaptation.

Task 6.2: Establish a framework for funding plans and projects.

Task 6.3: Help cities and counties expand ways to fund adaptation planning and projects.

Action 7: Refine and accelerate regulatory approvals processes.

Task 7.1: Accelerate permitting for equitable, multi-benefit projects.

Task 7.2: Assess environmental regulations and policies that slow down progress on projects.

Action 8: Fund and facilitate faster adaptation projects.

Task 8.1: Incentivize projects that meet regional guidelines.

Task 8.2: Encourage collaboration among people doing projects in the same places.

Task 8.3: Facilitate faster construction of nature-based projects.

Action 9: Track and report progress to guide future actions.

Task 9.1: Measure regional progress using metrics and share results.

Task 9.2: Monitor and learn from pilot projects.

PEOPLE

INFORMATION
PLANS

PROJECTS

PROGRESS
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20 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM PEOPLE
As we adjust the way we live, work, and play to adapt to a changing climate, we must act together with a true regional vision and ensure that this transition does not reinforce preexisting inequities. Who will lead who will decide, and how do we all get on the same page? Frontline communities that feel the most acute impacts from sea level rise have local knowledge critical for equitable solutions. Likewise, legislators in Sacramento and Washington need to hear our collective voice loud and clear—two-thirds of the State’s total sea level rise impacts will occur in the Bay Area, so our collective voice must be strong.

Collaborate on a “One Bay”
vision to adapt to rising sea
levels.

Goals:
‣ A shared vision for regional adaptation that reflects the Bay Area’s diverse conditions and communities.
‣ A proactive legislative agenda supporting sustained
Bay Area adaptation.

TASK 1.1: Create a long-term regional vision rooted in
communities, bay habitats, and the economy.

Engage communities and stakeholders in envisioning
a resilient future shoreline, relying on grassroots
input from start to finish. Using Bay Adapt’s Guiding
Principles to guide the process, it should define and
articulate what successful adaptation should like at
ground level, and around the Bay, beginning in the most at-risk frontline communities.

The vision must be built on a deep understanding
of communities’ unique social, cultural, economic,
and physical needs and be developed through a
participatory, transparent, and iterative process and
create opportunities for diverse stakeholders to learn
about each other and have conversations.

The vision must also be built on regional environmental, housing, transportation, recreation, economic and other ACTION 1
priorities, including visions already established for these sectors, such as in Plan Bay Area 2050 or the San
Francisco Estuary Blueprint.

The vision should be expressed through multiple
deliverables that will be utilized throughout many other tasks included in the Joint Platform, including:
‣ A “vision statement” for the Bay shoreline that sets
a long-term picture of successful adaptation.
‣ Regional and sub-regional objectives, tied to
measurable metrics (such as safety, equity,
a functioning and thriving ecosystem, reuse
of sediment resources, shoreline access, and
economic growth), to be used for tracking progress
in Task 9.1.
‣ Specific regional and sub-regional strategies,
actions, and an assessment of priority project
locations, types, and timelines, building off existing
analysis such as on vulnerable communities, Bay
interconnectedness, and the Adaptation Atlas.

This can be used in conjunction with the above
guidelines to incentivize and prioritize the right
kinds of actions in the right locations.
‣ Guidelines, evaluation methodologies, and technical
modeling capacities for evaluating local plans and
projects for funding and other incentives that align
with desired outcomes (Tasks 5.1, 6.2, and 8.1).

People learning about shoreline restoration. Photo by
LEJ from Estuary News from March 2021.

PEOPLE
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21 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 1.2: Lay the foundation for a proactive regional
legislative agenda.

Build a unified advocacy voice for Bay Area adaptation
needs. In the short term (next two years), pilot a
legislative working group to work toward consensus
on regional priorities and shared criteria for future
legislation while taking advantage of opportunities
within current state and federal legislative sessions.

Foster relationships with state and federal legislators to lay the groundwork for future legislation. Build support for the nine-county Bay Area as the focus for new
regional climate adaptation programs. In the mid-term
(2-4 years), build support for multi-year sources of
funding for a wide range of adaptation activities, such as a regional ballot measure. Identify and collectively advocate for additional regional priorities that would
require legislation, such as regulatory changes, planning guidance, new fiscal authorities, and funding support.

In the long term (5+ years), coordinate, update and
communicate legislative needs on a biennial basis, such as through an annual legislative agenda.

Action 1 Benefits
EQUITY
Elevates frontline community
voices in long-term regional
visioning and advocacy.

ENVIRONMENT
Elevates environmental advocacy
voices in long-term regional
visioning and advocacy.

ECONOMY
Elevates business and economic
voices in long-term regional
visioning and advocacy.

How the
regional vision
can inform
Joint Platform
actions
TASK 5.1
Provide
incentives for
plans
TASK 8.1
Provide
incentives for
projects
TASK 2.1
Improve how public
agencies and
communities work
together
TASK 1.2
Proactive
legislative agenda
TASK 3.1
Tell stories about
adapting to
climate change
TASK 9.1
Measure
progress using
metrics
PEOPLE
TASK 1.1
Create a longterm regional
vision
Figure 7 | Many different tasks
outlined in the Joint Platform
flow from the vision, guidelines,
and metrics outlined in Task

1.1, either directly or indirectly.
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22 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM ACTION 2
Elevate communities to lead.

Goals:
‣ Adaptation grounded in local vision and needs.
‣ Increased capacity of community members,
especially those historically excluded from
decision-making, to contribute to the process.
‣ Long-term funding that supports sustained
community leadership and equitable
partnerships among communities and
governments.

TASK 2.1: Improve how communities and public
agencies learn from each other and work together.

Build community capacity to influence government
and support a region-wide training program led
by communities and geared towards government
to shift values towards place-based expertise.

Adopt and share best practices for equity-focused
adaptation decision-making throughout the region.

Ensure that best practices nurture meaningful
relationships, center community concerns and
priorities, and make community and social benefits
clearer.

Support community leaders in raising awareness
and capacity within their own communities.

Host trainings for communities on sea level rise
risks, adaptation options, community storytelling,
and best practices for engaging effectively with
governments. Whenever possible, choose
community-based organizations (CBOs) or
community members to lead trainings geared
toward government and communities.

Training topics for agency staff may include
general environmental justice and local histories,
community mapping, culturally appropriate
communication, meaningful community
engagement at all phases of planning, use of
community benefit agreements, alternative
approaches to traditional cost-benefit analyses that
elevate community value, and measuring successful
engagement.

Ideas for the Bay Area
The Greenlining Institute, an Oakland-based advocacy
group, has created a guidebook to help users embed
equity in a meaningful way in climate adaptation and
community resilience policies and programs. Access the
Guidebook.

A coalition of community organizations in East Oakland
partnered with the City of Oakland to secure a
Transformative Climate Communities grant for local
equitable climate planning. City staff and community
groups collaborated on the scope of work, goals, and
budget for the project. The resulting community-driven
plan led to a $28 million implementation grant. Access
the Plan.

The West Oakland Environmental Indicators Project
received a Restoration Authority grant to lead a
Shoreline Leadership Academy to raise the capacity of
local frontline community residents to engage and lead
in climate adaptation. Participants are paid for their time to develop plans for the shoreline while increasing their knowledge and participation.

The Resilient Communities Initiative created an equity
checklist and sample partnering agreement that could
be a model for successful future partnerships. Access
them Here.

The Bay Area Regional Health Inequities Initiative
(BARHII) recently released a new report on best
practices for community engagement to create healthy
and resilient communities. This report can serve as a
resource for governments. Access it Here.

Conversations and decisions
are being made without the
community’s input. How do we
make sure that people’s stories
and perspectives are at the
forefront?
- East Palo Community Focus Group Participant
PEOPLE
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23 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 2.2: Fund the participation and leadership of CBOs and frontline communities in adaptation planning.

Establish a stable and ongoing funding program to support frontline communities and CBOs as full partners and leaders in adaptation planning. Use the funding to build and sustain community capacity to participate in decision-making as described in Task 2.1. Support CBO operating expenses, staffing, stipends for community representatives in planning processes and meetings, and expenses associated with participation such as transportation, food, and childcare. Also fund the community-led training programs identified in Task 2.1.

Consider state budget or bond allocations, legislation, grants, development fees, or regional funding measures as sources of funding. Equity initiatives could receive a dedicated percentage of any resilience-focused funding, for example. Other initiatives to increase community access to funds could include supporting collaborative grant-writing, or streamlining the process for governments or industry partners to contract with CBOs (such as setting up a bench of CBOs available for fee-based consulting and managing those contracts on behalf of the CBOs).

It is harder to ask
communities to engage
on something that they
have not been involved
in shaping. You need
representatives with
direct experience and
engagement in these
communities, what
they want, and agency
staff typically doesn’t
have that.
- Bay Adapt EJ Caucus Member
Action 2 Benefits
EQUITY
Elevates frontline community
members as key decision-makers
and compensates them for their
time and expertise.

ENVIRONMENT
Prioritizes natural resources that
people value, promoting local
stewardship.

ECONOMY
Prioritizes local businesses and
jobs, keeping local economies
thriving.

PEOPLE
Community forum in East Palo Alto on rising sea level. Photo by Jaclyn Mandoske, BCDC. 164 of 365
24 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM

INFORMATION
Cities, landowners, residents and students all need to
understand how the latest science on sea level rise
applies to their lives and decisions. Understanding risks, consequences, options, and tradeoffs enables everyone to be part of the solution. We also need ways to share our stories, struggles, and successes as we confront climate change and learn to adapt. Stories of individual and
shared experiences of change are the foundation of future action. But where do we find and keep up with the latest science and these evolving stories? And how do we share the best of them?
ACTION 3
Broaden public understanding of
climate change science and impacts.

Goals:
‣ Increased climate literacy in the region’s general public. ‣ Communities and youth who are better prepared to plan and implement adaptation solutions.
‣ More value placed on community history and first-hand experience.

TASK 3.1: Tell local and regional stories about people and places adapting to climate change.

Launch a sustained storytelling campaign to amplify awareness of climate change, sea level rise impacts, and Bay health in the Bay Area. Listen and learn from residents’ direct experiences and empower them to advance their own solutions for climate adaptation. Encourage youth, neighborhoods, and frontline communities to shape and share their own stories. Base stories on local successes and hopeful narratives about what makes the Bay Area special, including the Bay’s unique natural ecosystems and culture of environmental and social activism. Allow communities to share their stories of concern, risk, needs, and loss in order to center these narratives and base future adaptation planning on mitigating these challenges. Share stories widely, and make them available on diverse platforms – newspapers, radio, television, social media, neighborhood news apps, and the web. Use these stories to train local government staff about the communities they serve and increase trust between communities and local staff (coordinated with the trainings outlined in Task 2.1).

Ideas for the Bay Area
As part of the Islais Creek Adaptation
Strategy, the San Francisco Planning
Department developed a magazine, I
Am Islais, that provided a platform for
residents and stakeholders to speak
about sea level rise in the neighborhood
and how it would affect their lives.

Platforms like these allow residents to
have their voices heard.

INFORMATION
BCDC staff presenting to stakeholders on sea level rise vulnerability. Photo by Jaclyn Mandoske, BCDC.
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25 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 3.2: Weave climate adaptation literacy into school programs.

Support partnerships between public and private schools and community-based organizations (especially those led by youth and frontline community members) to educate students about the health and future of the Bay and ways to adapt to climate change. Share adaptation visions, solutions, and local pilot projects showcasing innovation with teachers, students, school districts and parent associations. Support schools so they can get more involved as partners in educating their local communities about rising sea levels and as leaders in elevating the importance of climate action and adaptation. Help schools offer both climate-literate curricula and career pipeline opportunities based in diversity and inclusivity.

Consider partnerships with local employers to connect training with local jobs. Provide our future decision-makers and workforce with the knowledge and experience to tackle climate problems with equitable and innovative solutions.

Action 3 Benefits
EQUITY
Empowers frontline community
members by increasing awareness
of climate risks, sharing stories
about their own communities, and
engaging youth in schools.

ENVIRONMENT
Raises awareness of the health
and future of the Bay and its
resources and the value of natural
and nature-based solutions in
addressing rising sea levels.

ECONOMY
Reduces likelihood of economic
damage by flooding by building
public support for adaptation
measures; prepares youth to enter
climate resilience careers.

The Mycelium Youth Network
partnered with The Exploratorium
and BCDC to engage local youth in
the science, political issues, and civic
processes involved in responding
to climate change and its impacts
on infrastructure and people. The
collaboration produced Water Is Life,
a program that offered an in-depth
analysis of water justice issues with
a specific focus on sea level rise and
how it will impact the entire Bay Area.

The program reached 150 students
at several Title I schools around the
Bay Area, including Leadership High
School and Mission High School in
San Francisco, and Elmhurst United
Middle School in Oakland. Learn
More Here.

The San Mateo County
Environmental Literacy Program
works with school districts,
community-based environmental
literacy partners, educators,
and youth to actively integrate
environmental sustainability into
school communities, classrooms, and
programs. Learn More Here.

Ideas for the Bay Area

INFORMATION
Middles schoolers from Oakland learn about rain catchment systems. Photo courtesy of Estuary News from March 2019. 166 of 365
26 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM ACTION 4
Base plans and projects on the best
science, data, and knowledge.

Goals:
‣ Data and research tailored to the region’s specific needs. ‣ Accessible science, analysis, and monitoring information. ‣ User-friendly technical support.

TASK 4.1: Align research and monitoring with information gaps.

Partner with academics, scientists, and communities to fill information gaps through original research, data collection, analysis, and monitoring. Tailor the interpretation of science to the audience or user, ranging from the general public to academics. Curate and archive information for use and updates across decades. Align with similar statewide initiatives but ensure data is tailored to the Bay Area.

From a technical perspective, identified information needs include:
‣ Enhanced regional flood modeling related to multiple hazards (such as groundwater, watershed, riverine/tidal, subsidence, erosion).
‣ Expanded networks of water elevation monitoring stations for real-time updates to the rate and timing of sea level rise in the Bay.
‣ Expanded open data initiatives to facilitate sharing. ‣ Standard operating procedures for validating and nominating data for common use.
‣ More research on the cost and suitability of adaptation strategies for different Bay conditions.
‣ Identification of potential wetland migration pathways. ‣ Tracking, sharing, and integrating data from various sectors to spotlight opportunities to reuse sediment.
‣ Research on the equitable distribution of burdens and benefits of adaptation.
‣ More explicit research on the impacts and consequences of contaminated sites as they intersect with flooding and/or rising groundwater and strategies for mitigating these impacts.

Solicit and value local knowledge from residents, particularly in frontline communities, and use it to inform research needs and priorities and to confirm and validate academic research. Prioritize co-production of data and tools with communities through community-based asset mapping and storytelling or participatory science to form a more complete data picture.

Ideas for the Bay Area
Created in 2000, the California
Ocean Science Trust recognizes the
value of independent science and
the opportunity to better connect
the wealth of scientific expertise in
academia with policy and management
decisions in the state. The Ocean
Science Trust seeks and provides
funding for ocean resource science
projects and encourages coordinated,
multi-agency, multi-institution
approaches to ocean resource science.

It can serve as a model for how to
connect real-world planning and policy
needs with scientific and academic
research but be adapted for the unique
needs and constraints of the Bay Area.

Learn More Here.

The Wetlands Regional Monitoring
Program (WRMP) is convening
stakeholders from a broad range of
backgrounds and expertise to develop
a regional monitoring program for
wetlands in the Bay Area. The program
aims to use wetland habitat data to
improve the efficiency of permitting and
monitoring wetland restoration projects
and to evaluate the condition of the
tidal marsh ecosystem at a regional
scale. Learn More Here.

INFORMATION
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27 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 4.2: Make scientific data, information, and
guidance easier to access and use.

Help users creating adaptation plans and projects
understand where, when, and how to use climate
science and planning tools. Facilitate widespread
access to, and understanding of, technical information
and guidance. Improve and ease access to the most
relevant information.

Establish or support an independent Climate Science
Consortium that provides high-quality science
translation tailored to the Bay Area’s needs and fed by the research outlined in Task 4.1.

Also offer a separate technical assistance “storefront” to support plans and projects that provides users:
‣ Standardized, up-to-date scientific data, such
as common flood models and sea level rise
projections, as created by the Climate Science
Consortium.
‣ Best available science white papers on specific
issues, as curated or developed by the Climate
Science Consortium.
‣ Individualized consultations via a professional help
desk network.
‣ How-to guidance on the steps of assessing
vulnerability and developing adaptation plans.
‣ Adaptation plan and project examples and case
studies.
‣ Tools for evaluating adaptation options.
‣ Funding and financing assistance.
‣ Lecture series, conferences, trainings, working
groups, and/or workshops.
‣ Access to a technical consultant bench (Task 4.3).

How science and
planning assistance
can assist other Joint
Platform actions
TASK 5.1
Provide
incentives for
plans
TASK 8.1
Provide
incentives for
projects
TASK 4.2
Make data and
guiadance easier
to use
TASK 4.3
Increase access
to technical
consultants
TASK 6.3
Help expand
ways to fund
adaptation
TASK 2.1
Improve how public
agencies and
communities work
together
Figure 8 | Many different tasks outlined in the Joint
Platform should connect to and coordinate with the
technical assistance outlined in Task 4.2; however,
they are not included in the task because they have
technical assistance as their secondary function and/
or have a natural home elsewhere.

The Adapting to Rising Tides Bay Shoreline Flood Explorer is a tool developed by BCDC to explore current and future flooding scenarios. This information is available at explorer.adaptingtorisingtides.org.

INFORMATION
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28 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 4.3: Increase access to technical consultants for local adaptation partners.

Establish a region-wide consultant bench that cities, counties, and others can tap for technical services. Use regional planning and project guidelines (Task 1.1) to articulate common technical needs in region-wide RFPs for consultants to serve on the bench.

Also use guidelines to guide evaluation of proposals from potential consultants. Contract with consultants to be “on call” for cities and counties, as needed. Simplify and manage contracting processes for users when accessing a consultant. Vet consultant-led goods and services to ensure they align with the region’s vision and objectives.

Action 4 Benefits
EQUITY
Elevates local knowledge and
needs in the development of data
to inform decision-making and
ensures data transparency and
accessibility to communities.

ENVIRONMENT
Improves guidance, data, and
feedback on projects that preserve
and enhance habitats and on
natural and nature-based solutions
to increase implementation of these
projects.

ECONOMY
Increases information and better
planning and project procesess
to expedite shoreline protection
projects.

Ideas for the Bay Area
MTC/ABAG’s Housing Technical
Assistance (TA) Consultant Bench
is an effort to recruit and vet multiple
consultants with various skill sets to
support local planning at favorable
rates and facilitate access to consultant
resources, achieve economies of scale,
and reduce costs. This bench supports
regional TA efforts and local jurisdictions
can use it to connect with specialized
resources on a wide range of issues and
services using their SB2, LEAP, REAP,
and PDA planning funds. Learn More
Here.

Levee breach in the Montezuma wetlands restoration project.

Photo courtesy of the Montezuma wetlands project.

INFORMATION
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29 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM PLANS
Now is the time to plan for carrying out the region’s
adaptation vision and seeking the billions of dollars
needed to pay for it. As shoreline communities
incorporate adaptation into local plans, we must ensure that those plans contribute to a “One Bay” solution,
whose goals and objectives are shared across cities,
counties and the region. Decisions in one community,
municipality or new development can displace costs
and impacts to others. How can we help locals make
successful, coordinated plans? And how will we pay for
new initiatives?
ACTION 5
Align local and regional plans
into a unified adaptation
approach.

Goals:
‣ Local plans that are coordinated across the region,
and incentivized by expanded adaptation funding.
‣ Improved and coordinated state planning
requirements for adaptation plans and projects.

TASK 5.1: Provide incentives for robust, coordinated
local adaptation plans.

Utilize collectively-developed plan guidelines and
minimum requirements (Task 1.1), tied to financial
incentives (Task 6.2), to develop strong local and
community-driven adaptation plans that also contribute
to regional goals and align with current state guidelines for adaptation plans. Incentives should include funding to develop the plans. Plans should also include planned projects that contribute to regional goals (Task 8.1).

Guidelines should be developed with the input of many
stakeholders but may provide:
‣ Guidance on how to prioritize and include
vulnerable communities in sea level rise planning,
including best practices for community engagement
and community-led adaptation planning processes.
‣ Common minimum short and long-term sea level
rise climate projections for planning.
‣ Standard flood data sets.
‣ Regionally-appropriate strategies for protecting
natural areas, frontline communities, public access,
regional transportation links, and other critical
regional assets.
‣ Guidance on how and where to prioritize naturebased solutions along the shoreline where feasible and appropriate.
‣ Land use guidance, such as how to plan for habitat
migration with sea level rise.
‣ Guidance on how to plan for long-term implications
of sea level rise beyond current planning horizons.
‣ Guidance on how to connect sea level rise planning
to other critical topics, including public and
environmental health, emergency response, and
housing considerations.

Assistance on applying the guidelines should be
available through regional technical assistance
programs (Task 4.2).

Community engagement for Plan Bay Area 2050.

Photo by Karl Nielsen.

PLANS
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30 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 5.2: Align state-mandated planning processes around adaptation.

Assess the state’s myriad planning requirements beyond
adaptation (such as those for housing, emergency response, local hazard mitigation, social equity, and climate action) through the lens of adaptation planning for conflicts, redundancies, and synergies. Jointly advocate for updated legislation to coordinate these requirements. Also create opportunities and incentives at the state level for cross-jurisdictional planning to improve the siloed scope of local plans that are often limited to jurisdictional boundaries.

Action 5 Benefits
EQUITY
Rewards planning processes that
value inclusive engagement and
equitable outcomes.

ENVIRONMENT
Rewards planning processes that
value long-term protection of Bay
habitats and prioritization natural
and nature-based adaptation
outcomes.

ECONOMY
Rewards planning processes
that value the protection of jobs,
businesses, and infrastructure.

Ideas for the Bay Area
The San Francisco Bay Shoreline
Adaptation Atlas has extensively
evaluated the Bay shoreline to identify
the most appropriate adaptation
strategies for the unique physical
characteristics shared by different
“Operational Landscape Units” around
the Bay. It identifies where nature-based
approaches can help create a resilient
shoreline with multiple benefits and
where these solutions can work together
across the interconnected Bay to avoid
unintended impacts in neighboring
locales. The Adaptation Atlas can
provide a guide toward appropriate
plans and projects in different locations
around the Bay to ensure that the most
appropriate strategies are considered in
any given location. See it Here.

PLANS
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31 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM ACTION 6
Figure out how to fund adaptation.

Goals:
‣ Clear assessment of the region’s adaptation funding
needs.
‣ Identification of local and regional funding sources
and financing tools.
‣ Mechanism for prioritizing and distributing funds for adaptation over the next several decades.

TASK 6.1: Expand understanding of the financial costs and revenues associated with regional adaptation.

Reduce unknowns and uncertainties related to the costs of adaptation. Start by expanding on the existing MTC/ABAG Sea Level Rise Needs and Revenue Assessment, which supports Plan Bay Area 2050 and also advocates for more state and federal funding. Build on and improve the assessment’s calculations of what it may cost the region to adapt to sea level rise as well as the cost of inaction. As part of this calculation, consider both actual costs of current projects and the anticipated costs of untested or new construction or restoration techniques, as well as the costs for pre-construction phases of projects such as engagement, planning, and land acquisition or post-construction costs such as monitoring and maintenance. Consider when future funds may be needed as sea levels rise and impacts accelerate. Also develop a more in-depth understanding of possible revenue from related special assessments, taxes, and fees to refine estimates of the potential funding gap.

Ideas for the Bay Area
The San Francisco Bay Restoration
Authority is a regional agency
created to fund shoreline projects that
will protect, restore, and enhance San
Francisco Bay through the allocation
of funds raised by the Measure AA
parcel tax. This parcel tax generates
$25 million in grants annually
for wetland restoration projects
throughout the region. The Restoration
Authority is overseen and staffed by
representatives from several Bay Area
government agencies with various
types of expertise and authority. The
Restoration Authority could either be
expanded to fund a wider variety of
adaptation projects or could serve as
a model for a new adaptation-focused
finance authority for the Bay. Learn
More Here.

The East Bay Shoreline looking towards Emeryville and
Oakland. Photo by Andre Perrin-Martinez.

PLANS
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32 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 6.2: Establish a framework for funding plans and
projects.

Develop and implement a framework or process to aggregate, generate, and distribute adaptation funding for communities, plans and projects. Use guidelines developed in Task 1.1 to direct funding to incentivize successful local planning (Task 5.1), and to evaluate and assign funding to proposed adaptation projects included in such plans (Task 8.1). Consider modeling the process on the MTC/ ABAG Transportation Project Performance framework, in which partners nominate local projects for evaluation based on specific criteria and then prioritize them for funding. Actively advocate for adaptation funding for the region (Task 1.2) and consider spearheading new regional taxes, fees, or other financing mechanisms to fund plans and projects.

How can we see
future things
happening if we
can’t even fix our
streets and drains?
- East Palo Community Focus
Group Participant
How the funding
framework can assist
other Joint Platform
actions
TASK 5.1
Provide
incentives for
plans
TASK 8.1
Provide
incentives for
projects
TASK 6.2
Establish
funding
framework
TASK 2.2
Fund CBOs
and frontline
communities
TASK 1.2
Proactive
legislative agenda
TASK 6.1
Expand
understanding
of costs and
revenues TASK 6.3
Help expand
ways to fund
adaptation
Figure 9 | Many different tasks outlined in
the Joint Platform should be considered in
the funding framework outlined in Task 6.2;
however, they are not included in the task
because 6.2 focuses on the creation of the
funding framework while the related tasks rely
on the outcomes of the funding framework.

PLANS
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33 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 6.3: Help cities and counties expand ways to fund
adaptation planning and projects.

Provide local governments with expertise and assistance to generate additional funds by identifying, evaluating, and applying local financing tools and to apply for other sources of funds for local adaptation needs (above and beyond any regional funds identified in Task 6.2). Work with cities and counties to identify their needs and match the myriad federal, state, regional, and local funding sources to local needs for planning, community engagement, project implementation and costly project resources (i.e. sediment).

Help local governments understand grant requirements and shape projects to fit them. Assist with project cost-benefit analysis, grant writing, and fulfilling reporting requirements. This assistance should be provided through the regional technical assistance storefront outlined in Task 4.2.

Action 6 Benefits
EQUITY
Outlines a process to pay for
adaptation that does not rely on
a community’s wealth, advocacy
skills, or grant-writing success to
fund plans and projects.

ENVIRONMENT
Identifies ways to prioritize longterm protection of Bay habitats and natural and nature-based
adaptation outcomes in funding
decisions.

ECONOMY
Increases funding for shoreline
projects and protection of key
assets critical to the region’s
economic health.

Ideas for the Bay Area
There are several existing resources
that can help serve as the foundation
for the services outlined in Task 6.3:
‣ Finance Guide for Resilient by
Design Bay Area Challenge
Design Teams, NHA Advisors, 2018
‣ Paying for Climate Adaptation in
California, AECOM, 2018
‣ Climate Adaptation Finance and
Investment in California, Routledge
Focus, 2018
‣ Adaptation Finance Challenges:

Characteristic Patterns Facing
California Local Governments
and Ways to Overcome Them,
California Natural Resources
Agency, 2018
‣ The California Grants Portal is
an access portal to all grants and
loans offered on a competitive or
first-come basis by California state
agencies. Learn more here.
‣ The Funding Wizard, hosted and
maintained by the California Air
Resources Board, is a searchable
database of grants geared toward
sustainability projects, including
climate change mitigation and
adaptation. Learn more here.

PLANS
Isais Creek in San Francisco. Photo by SF Baykeeper, Robb Most, and LightHawk. 174 of 365
BRRIT Partners
34 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM

PROJECTS
Getting adaptation projects approved and built can
be challenging. Permitting and construction should
accelerate, not hold back, resilient shoreline adaptation projects that value ecosystems and people, align with the region’s vision and funding priorities, and apply innovative approaches. Measures to smooth and speed regulatory
approvals for multi-benefit projects are important. Other measures can help facilitate place-based collaboration
around project development and remove logistical
challenges to construction.

ACTION 7
Refine and accelerate regulatory
approvals processes.

Goals:
‣ Less time and fewer resources spent on permitting
adaptation projects so they can be constructed
ahead of sea level rise.
‣ Updated laws, regulations, and policies that reflect
the changing shoreline.

TASK 7.1: Accelerate permitting for equitable, multi-benefit projects.

Dedicate a multi-agency group to work collaboratively on permits for adaptation projects that reflect regional guidelines and have been identified as regional priorities (see Ideas for the Bay Area at right for a possible model or forum). Achieve smoother, speedier regulatory approvals that don’t compromise environmental protections, transparency, or community engagement by:
‣ Using standard, transparent criteria and checklists (linked to Task 1.1. guidelines) to evaluate candidate projects for eligibility for accelerated permitting.
‣ Providing opportunities for proactive coordination and collaboration between agencies and project proponents and sharing criteria and checklists with project proponents early in their design process.
‣ Improving coordination across agencies and between potential project proponents and regulators before projects are even designed (such as regular engagement with the groups
Ideas for the Bay Area
The San Francisco Bay Restoration
Regulatory Integration Team (BRRIT)
is a multi-agency team dedicated to
improving the permitting of multibenefit habitat restoration projects and associated flood management
and public access in and along San
Francisco Bay. The BRRIT consists of
staff from state and federal regulatory
agencies who work closely with
project proponents from the pre-permit
application stage through permit
completion. However, the BRRIT is a
small team that reviews only a limited
number of habitat projects and has
a limited scope. The BRRIT could be
expanded to cover additional green or
hybrid shoreline protection projects,
or a similar team could be created to
handle projects that provide regional
adaptation benefit but do not meet
current BRRIT criteria.

PROJECTS
Conceptual drawing of the Islais Hyper-Creek project from Resilient By Design.
175 of 365
35 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM (TASK 7.1 continued)
outlined in Task 8.2).
‣ Establishing a dispute resolution process among permitting agencies.
‣ Conducting CEQA and permitting concurrently.
‣ Enhancing the technical knowledge of permitting staff (via working groups and by tapping outside expertise).
‣ Increasing regulatory capacity for permit review.

TASK 7.2: Assess environmental regulations and policies that slow down progress on projects.

Review plans and laws, including BCDC’s Bay Plan, RWQCB’s Basin Plan, the California Endangered Species Act, California Environmental Quality Act, National Environmental Policy Act, Federal Clean Water Act, and Federal Endangered Species Act, to pinpoint policies that may unintentionally impede permitting or construction of adaptation projects. Starting with local and regional plans and policies, develop consensus on recommended policy changes that balance original intent with changing conditions due to sea level rise, and help facilitate multi-benefit projects. The scope of the review could include:
‣ Clarifying or creating new policies on climate change. ‣ Identifying conflicting regulatory mandates.
‣ Identification of “regulatory gaps,” such as wetland migration space that is not currently protected.
‣ Clarifying design standards for nature-based projects. ‣ Integrating data from pilot projects into planning for new projects. ‣ Reevaluating restrictions on Bay fill for shoreline protection. ‣ Reevaluating criteria for dredged material disposal to incentivize beneficial reuse over in-Bay or ocean disposal.
‣ Reevaluating contaminant criteria for beneficial reuse. ‣ Identifying more funding sources for sediment delivery to beneficial reuse sites and other adaptation projects.
‣ Updating land use policies to allow for habitats to migrate upland. ‣ Permitting that allows for temporary impacts to achieve long-term adaptation goals.
‣ Ensuring that construction work windows provide the expected benefit to special status species.
‣ Addressing the short and long-term impacts of turbidity plumes in water.
‣ Strengthening requirements around long-term monitoring of adaptation outcomes to inform regulatory and policy updates.

Ideas for the Bay Area
In 2016, BCDC completed Policies
for a Rising Bay, which outlines
the policy issues identified in the
Commission’s laws and policies in
light of new challenges, including sea
level rise. The report identifies four
policy issues where BCDC’s policies
were found to be inadequate regarding
risks associated with rising sea levels,
including:

1. Fill for Resilience and Adaptation -
Habitat Restoration and Protection

2. Fill for Resilience and Adaptation -
Innovative Shoreline Solutions

3. Environmental Justice and Social
Equity

4. Adaptive Management
In 2019, BCDC adopted its Fill for
Habitat and Environmental Justice
Bay Plan Amendments that formally
amended its regulatory program to
address these policy gaps.

PROJECTS
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36 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Action 7 Benefits
EQUITY
Rewards projects that value
inclusive engagement and
equitable outcomes.

ENVIRONMENT
Rewards projects that value longterm protection of Bay habitats and natural and nature-based
adaptation outcomes.

ECONOMY
Rewards projects that protect jobs,
businesses, and infrastructure.

Wetlands along the San Jose shoreline during King Tides in December 2019. Photo by SF Baykeeper, Robb Most, and LightHawk.

PROJECTS
177 of 365
37 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM ACTION 8
Fund and facilitate faster
adaptation projects.

Goals:
‣ Accelerated and funded projects that advance the
regional adaptation vision.
‣ More efficient construction processes for multibenefit, equitable shoreline adaptation projects.

TASK 8.1: Incentivize projects that meet regional
guidelines.

Jump start critical local projects that also contribute to regional goals using collectively developed plan
guidelines and minimum requirements (Task 1.1), tied to financial incentives (Task 6.2) and permitting incentives (Task 7.1). Projects eligible for financial incentives
should be included in successful local plans that follow compatible guidelines (Task 5.1).

Guidelines should be developed with the input of many
stakeholders but may provide:
• Guidance on how to prioritize and include
vulnerable communities in sea level rise projects,
such as through robust and meaningful community
engagement in the project planning process.
• Evaluation of the degree to which a project protects the health of the bay and local ecosystems, and
considers space for habitat migration.
• Evaluation of project impacts on flooding or wave
erosion in other areas of the Bay, and guidance for
best practices to avoid unintended consenquences
in an interconnected Bay system.
• Evaluation of project impacts on natural areas,
frontline communities, public access, and other
consequences to neighbors or the region, such as
displacement.
• Use of an equitable cost-benefit analysis that values frontline communities and other non-monetary
benefits.
• Adaptive project plans that consider flooding above
and beyond the design level or flooding that occurs
more rapidly than planned.

Guidelines should be made easily accessible via
regional technical assistance programs (Task 4.2).

TASK 8.2: Encourage collaboration among people
doing projects in the same places.

Establish place-based, ongoing work groups to
coordinate large-scale, multi-jurisdictional plans and
projects. Provide a forum for building relationships
among agencies, project proponents, and communities,
enhancing communication, transparency, and synergies
among diverse players, and connecting communities to
projects they care about.

Create local visions tied to the regional vision (Task 1.1) and share best practices for project design, governance, and delivery. Use a neutral, third-party facilitator to facilitate these groups and help ensure a balance of
voices, achieve consensus on common project goals,
resolve challenges and conflicts, identify and nurture
of project champions, and broker community benefits
agreements. Consider formalizing these structures
such as in the Hayward example (above) to accelerate
project funding, development and construction across
jurisdictional boundaries.

Ideas for the Bay Area
The Hayward Area Shoreline Planning
Agency Joint Powers Authority brings
together the City of Hayward, East Bay
Regional Parks District, and Hayward
Area Recreation and Parks District
and works with the Hayward Area
Shoreline Citizens Advisory Committee
to coordinate agency planning activities
and adopt and carry out policies for the
improvement of the Hayward Shoreline.

It has recently completed and adopted
a Shoreline Master Plan that outlines
adaptation measures to prepare for sea
level rise. Read it Here.

PROJECTS
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38 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 8.3: Facilitate faster construction of nature-based projects.

Increase the capacity of contractors to build multi-benefit or nature-based projects. Establish training programs on techniques and approaches to construct natural and nature-based shoreline projects for contractors, aligned with regional project guidelines (Task 1.1) and informed by monitoring data (Task 9.2). Coordinate the use of the limited regional supply of fill across the region and improve fill logistics (e.g. stockpiling, contaminant testing, delivery, etc). Strengthen partnerships with regulated communities. Expand RFP and State bond proposition language to make funding such complex projects more flexible.

Improve construction bidding and contracting processes by:
‣ Demystifying project costs.
‣ Contracting earlier in the design process (via
construction management general contracts).
‣ Incentivizing contracts with local or equity-focused
businesses.
‣ Incentivizing the reduction of construction impacts
on communities.

Ideas for the Bay Area
Sediment for Survival, published by
the San Francisco Estuary Institute in
2021, analyzes current data and climate
projections to determine how much
natural sediment may be available
for tidal marshes and mudflats and
how much supplemental sediment
may be needed under different future
scenarios, and offers a strategy for
sediment delivery that will enable
wetlands to survive a changing climate
and provide benefits to people and
nature for many decades to come. This
report can form the foundation for a
region-wide conversation about how
to meet the region’s future sediment
needs for nature-based shoreline
adaptation projects. Read it Here.

Action 8 Benefits
EQUITY
Advocates for community voices
in projects; supports construction
practices that minimize impacts
to communities and support local
businesses.

ENVIRONMENT
Expands the ability of contractors
to build natural and nature-based
solutions.

ECONOMY
Facilitates cross-pollination early
on, resulting in multi-benefit
projects with shared costs;
supports construction practices
that support local businesses.

South Bay Salt Ponds restoration project. Photo by San Francisco Restoration Authority.

PROJECTS
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39 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM

PROGRESS
The cycle of adaptation never stops. Science evolves and we learn lessons from existing projects, often requiring updates to our plans and policies. But how do we know if our efforts have been successful, and whether everything is working out as planned? Tracking and learning from
our successes and failures will allow the region to adjust course, celebrate progress, maintain transparency, and
adapt to uncertainty. Accountability for how well we
achieve our collective adaptation goals goes hand-inhand with future support for this critical work.

ACTION 9
Track and report progress to guide
future actions.

Goals:
‣ A process for gathering feedback and measuring progress on local and regional adaptation efforts.
‣ Clarity on how to adapt plans and projects to changing conditions and outcomes.
‣ Enhanced monitoring of nature-based projects to better understand the benefits and challenges of an ecosystems approach to adaptation.

TASK 9.1: Measure regional progress using metrics and share results.

Regularly check and report on adaptation progress based on the established and shared regional metrics identified in Task 1.1.

Metrics should measure the difference between today’s “baseline”— the region’s current risk profile and adaptation status—and changes related to adaptation activities, or other measures of long-term sustainability. Also consider collecting qualitative reports, such as narratives and community feedback.

Resulting “report cards” should be transparent and understandable (through visually compelling online dashboards) to partners, stakeholders and the public. When appropriate, they should suggest ways to increase alignment with the regional vision, such as changes to incentives (Tasks 5.1 and 8.1), funding models (Task

6.2), technical assistance programs (Task 4.2), or the legislative agenda (Task 1.2).

Ideas for the Bay Area
The State of the Estuary report
tracks indicators and trends that
measure the San Francisco Estuary’s
ecological health. Likewise, the Delta
Stewardship Council’s Delta Plan
Performance Measures uses several
metrics to measure, progress, and track
performance across the coequal goals
of a reliable water supply for California
and a healthy Delta ecosystem. It uses
an easy-to-access, graphics-rich online
interface to illustrate performance
measure information and data to ensure
transparency around the Delta Plan’s
goals and performance measures. This
website and the metrics it tracks could
be a model for how the Bay Area could
transparently track its adaptation goals
and progress.

PROGRESS
People visiting recreational trails near the Palo Alto Baylands.

Photo by Jitze Couperus licensed under CC BY 2.0.
180 of 365
40 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM TASK 9.2: Monitor and learn from pilot projects.

Monitor pilot projects to identify lessons learned and update or establish guidance based on these lessons. Expand and support existing monitoring programs, such as the Wetland Regional Monitoring Program and the San Francisco Bay National Estuarine Research Reserve, to increase the context for learning and adaptation. Use monitoring to update and refine best practices for innovative, multi-benefit projects covered in regional vision (Task

1.1), funding criteria (Task 6.2), technical assistance guidance (Task

4.2), and permitting processes (Task 7.1).

Action 9 Benefits
EQUITY
Ensures accountability for equity
and community-focused adaptation
outcomes.

ENVIRONMENT
Ensures accountability for naturebased, ecosystem, and habitatbased adaptation outcomes; monitoring and reporting will
improve the design, permitting,
funding, and construction of
nature-based adaptation strategies.

ECONOMY
Ensures accountability for job
and housing growth adaptation
co-benefits; monitoring of pilot
projects will lead to more efficient
and effective projects and
expedited protection for critical
assets.

PROGRESS
Ideas for the Bay Area
Pilot projects don’t have to be limited
to nature-based solutions. The San
Francisco Bay Area Rapid Transit
District (BART) can serve as a model
for other agencies pursuing adaptation.

With limited funding and resources,
BART has conducted a number of pilot
projects to evaluate resiliency risks
and develop adaptation solutions. Pilot
findings have been used to inform
BART capital projects of risks. As a pilot
outcome, BART requires in the BART
Facilities Standards (BFS) that capital
projects account for SLR risk in their
designs. BART’s approach to leverage
existing data and partnerships to
maximize pilot outcomes are examples
of practices that can be shared and
benefit other agencies.

Creosote-treated pilings at the Red Rocks warehouse site in Richmond. Photo by Marilyn Latta, State Coastal Conservancy. 181 of 365

BCDC RW
QCB
MTC/
ABAG
SFEP SCC BARC CaltransDSC Other
State
NOAA USACE
Other
Federal
Local
Juris.

BayCANSFEI CHAR
G
NorCal
RN
WOEIPCBOs EJ
Advo
Enviro
Orgs
BusinessPriv
Phil
AcademiaMedia* Education/
Cultural
Orgs

CO-LEADS

IDENTIFIED
Task 1.1: Create a long-term regional vision rooted
in communities, bay habitats, and the
economy.

L • • • • • • • • • L • • • • L • • • • • • •
BCDC
Local Jurisdiction(s)
CBO(s)
Task 1.2: Lay the foundation for a proactive
regional legislative agenda. • • • • L • • • • • • • • • • • • • • BARC Task 2.1: Improve how communities and public
agencies learn from each other and work
together.
• • • • • • • • • • • • • • • • • L L L • • • •
BayCAN, Norcal
Resilience Network,
WOEIP
Task 2.2: Fund the participation and leadership
of CBOs and frontline communities in
adaptation planning.
• • • • • • L • • • • L L • • •
BARC, Norcal
Resilience Network,
WOEIP
Task 3.1: Tell local and regional stories about
people and places adapting to climate
change. • • • • • L • • • • • • • • L BARC
Media*
Task 3.2: Weave climate literacy into school
programs. • • • • • • • • • TBD
Task 4.1: Align research and monitoring with
information gaps. • • L • • • • • • • • • • L L • • • • • • • • • RWQCB, BayCAN, SFEI Task 4.2: Make scientific data, information, and
guidance easier to access and use. L • • L • • • • • • • • • • • L L • • • • • • BCDC, MTC/ABAG, BayCAN, SFEI
Task 4.3: Increase access to technical consultants
for local adaptation partners. L L • • • • • • • • • • MTC/ABAG, SFEP Task 5.1: Provide incentives for robust,
coordinated adaptation plans. • • L • • • • • • • • MTC/ABAG Task 5.2: Align state-mandated planning
processes around adaptation. • • • • • • • • TBD
Task 6.1: Expand understanding of the financial
costs and revenues associated with
regional adaptation.

L • • L • • • • • BCDC, MTC/ABAG
Task 6.2: Establish a framework for funding plans
and projects. L L • • • • • • • • • • • MTC/ABAG
Task 6.3: Help cities and counties expand ways to
fund adaptation planning and projects. • L • • • • • • • • • MTC/ABAG Task 7.1: Accelerate permitting for equitable,
multi-benefit projects L L L • • • • • • • • • • • BCDC, RWQCB, SFEP Task 7.2: Assess environmental regulations and
policies that slow progress on projects. L L L • • • • • • • • • • BCDC, RWQCB, SFEP Task 8.1: Incentivize projects that meet regional
guidelines. • • L • • • • • • • • • • • • • • MTC/ABAG
Task 8.2: Encourage collaboration among people
doing projecs in the same places. • • • • • • • • L • • • • • • • • L • • • • SCC, SFEI Task 8.3: Facilitate faster construction of naturebased projects. • • • L • • • • • • • • • • • • • SFEP Task 9.1: Measure regional progress using metrics
and share results. L • • L • • • L • • • • • BCDC, SFEP, SFEI Task 9.2: Monitor and learn from pilot projects. • • L • • • • • • • • • • • • • • • RWQCB Tasks Assigned as Lead 7 4 7 5 1 3 0 0 0 0 0 0 1 3 4 0 2 2 1 0 0 0 0 0 1 0 Tasks Assigned to Participate 8 3 7 10 11 4 3 2 0 3 3 0 7 8 5 1 0 0 3 1 1 1 4 3 0 1 Tasks Assigned to Advise 5 3 2 2 2 4 4 6 1 1 3 0 11 1 0 4 0 0 10 10 9 8 0 5 0 0

PEOPLE INFORMATION PLANS PROJECTS PROGRESS

GOVERNMENT NON-GOVERNMENTAL ORGANIZATIONS
Bay Adapt
Implementation Chart
Draftas of October 2021.

L Lead
Key
•• Participate
• Advise
Acronyms
BCDC
Bay Conservation and
Development Commission
RWQCB
Regional Water Quality Control
Board

MTC/ABAG
Metropolitan Transportation
Commission Association of Bay
Area Governments
SFEP
San Francisco Estuary
Partnership
SCC
State Coastal Conservancy
BARC
Bay Area Regional Collaborative
Caltrans
California Department of
Transportation
DSC
Delta Stewardship Council
NOAA
National Oceanic and
Atmospheric Association
USACE
US Army Corp of Engineers
Local Jurisdictions
City and County Government
BayCAN
Bay Area Climate Action
Networkl
SFEI
San Francisco Estuary Institute
CHARG
Coastal Hazards Adaptation
Resilience Group
Norcal RN
NorCal Resilience Network
WOEIP
West Oakland Environmental
Indicators Project
CBOs
Community Based Organizations
EJ Advo
Environmental Justice Advocacy
Organizations
Enviro Orgs
Environmental Organizations
Business
Businesses, Associations, and
Civic Advocacy
Pri Phil
Private Philanthopy
Academia
Universities or research
*May include
KneeDeepTimes,
KQED, and Joint
Venture/SFEP
Bay Area Regional
Communications Team
182 of 365
41 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Bay Adapt process and
Leadership Advisory
Group (LAG)
Bay Adapt was convened by the San Francisco Bay Conservation and Development Commission (BCDC) in partnership with a broad range of Bay Area leaders that comprise the Leadership Advisory Group (LAG). The LAG consists of leaders from public agencies, interest groups, community-based organizations, and academia and provides strategic direction, feedback, and leadership in implementing the Joint Platform actions.

The strategies in this document were developed by BCDC staff with nearly 100 stakeholders who participated in hundreds of hours of working group meetings. The strategies were also informed by one Public Forum, ten Community and Stakeholder Focus Groups, an Environmental Justice (EJ) Caucus which was convened regularly throughout the process, and many presentations to other region-wide existing groups consisting of local government staff and elected officials.

For a summary of feedback from the Public Forum, Community and Stakeholder Focus Groups, and a list of outreach presentations, visit the Bay Adapt website at www.bayadapt.org.

Leadership Advisory Group Members
Ana Alvarez, Deputy General Manager, East Bay
Regional Parks (EBRP)
Tessa Beach, Ph.D, Chief, Environmental Section, U.S.

Army Corps of Engineers, San Francisco District
David Behar, Climate Program Director, San Francisco
Public Utilities Commission (SFPUC)/ Bay Area Climate
Adaptation Network (BayCAN)
John Bourgeois, Representative, Coastal Hazards
Adaptation Resiliency Group (CHARG)
Allison Brooks, Executive Director, Bay Area Regional
Collaborative (BARC)
Amanda Brown-Stevens, Executive Director, Greenbelt
Alliance
Paul Campos, Sr. Vice President, Building Industry
Association
Warner Chabot, Executive Director, San Francisco
Estuary Institute (SFEI) (alt. Jeremy Lowe)
John Coleman, CEO, Bay Planning Coalition (alt. Emily
Loper)
Dina El-Tawansy, District 4 Director, Caltrans
Tian Feng, District Architect, San Francisco Bay Area
Rapid Transit District (BART)
Julio Garcia, Environmental Justice Caucus Member
Ms. Margaret Gordon, Co-Director, West Oakland
Environmental Indicators Project (WOEIP)
Terri Green, Director, Shore Up Marin City
Amy Hutzel, Deputy Executive Officer, State Coastal
Conservancy/SF Bay Restoration Authority
Alicia John-Baptiste, Executive Director, SPUR (alt.

Laura Feinstein)
Melissa Jones, Executive Director, Bay Area Regional
Health Inequities Initiative (BARHII) (alt. Matt Vander Sluis)
David Lewis, Executive Director, Save the Bay (alt.

Cheryl Brown)
Mark Lubell, Ph.D, Professor, University of California, Davis
183 of 365
42 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Therese McMillan, Executive Director, MTC/ABAG (alt.

Brad Paul)
Mike Mielke, Sr. Vice President, Silicon Valley Leadership Group
Michael Montgomery, Executive Officer, San Francisco
Regional Water Quality Control Board (RWQCB) (alt. Lisa Horowitz McCann)
Barry Nelson, Commissioner (Alternate), Bay
Conservation and Development Commission (BCDC)
Sheridan Noelani Enomoto, Resilience Hubs
Coordinator, NorCal Resilience Network
Dave Pine, San Mateo County Supervisor/Chair, San
Francisco Bay Restoration Authority
Working Group Members:

Ana Alvarez, EBRPD
Phoenix Armenta, WOEIP (Chair)
Julie Beagle, USACE
David Behar, BayCAN
Claire Bonham-Carter, AECOM
Allison Brooks, BARC
Cheryl Brown, Save the Bay
Paul Campos, Building Industry Association
Warner Chabot, SFEI
Chris Choo, Marin County
John Coleman, Bay Planning Coalition (Chair)
Heather Cooley, Pacific Institute
Adrian Covert, Bay Area Council
Jessica Davenport, State Coastal Conservancy
Paul Detjens, Contra Costa County
Hannah Doress, San Mateo County
Arthur Feinstein, Sierra Club
Laura Feinstein, SPUR
Xavier Fernandez, RWQCB
Andrea Gaffney, BCDC
Stefan Galvez-Abadia, Caltrans
Julio Garcia, Environmental Justice Caucus Member
Erika Powell, Senior Project Manager, U.S. Army Corps of Engineers
Bruce Riordan, Director, BayCAN
Caitlin Sweeney, Executive Director, San Francisco
Estuary Partnership (SFEP)
Laura Tam, Program Officer, Resources Legacy Fund
Will Travis, Independent Consultant
Zack Wasserman, Chair, Bay Conservation and
Development Commission (BCDC)
Jim Wunderman, President, Bay Area Council (alt. Adrian Covert)
Michael Germeraad, MTC/ABAG
Vincent Gin, Valley Water
Juliana Gonzales, The Watershed Project
Terrie Green, Shore Up Marin
Marcus Griswold, San Mateo County
Dave Halsing, South Bay Salt Pond Restoration Project
Sami Harper, RWQCB
Katie Hart, RWQCB
Rachael Hartofelis, MTC/ABAG
Kristina Hill, UC Berkeley
Brian Holt, EBRPD
Stefanie Hom, MTC/ABAG
Lee Huo, San Francisco Bay Trail
Melissa Jones, BARHII
Nuin-Tara Key, Office of Planning and Research
Leslie Lacko, Marin County
Roger Leventhal, Marin County
Jack Liebster, Marin County (Chair)
Emily Loper, Bay Planning Coalition
Corina Lopez, City of San Leandro (elected)
Lindy Lowe, Port of San Francisco (former)
Jeremy Lowe, SFEI
184 of 365
43 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Mark Lubell, UC Davis
Pat Mapelli, Granite Rock
Moira McEnepsy, State Coastal Conservancy
Paul Medved, BART
Mike Mielke, Silicon Valley Leadership Group
Lil Milagro Henriquez, Mycelium Youth Network
Kris May, Silvestrum
Rafael Montes, BCDC
Hoi-Fei Mok, City of San Leandro
Stephanie Moulton-Peters, Marin County (elected)
Heidi Nutters, SFEP
Gail Payne, City of Alameda
Erik Pearson, City of Hayward
Dave Pine, San Mateo County (elected)
Jim Ponton, RWQCB
Erika Powell, CHARG (Chair)
Bruce Riordan, BayCAN
Harriet Ross, Delta Stewardship Council
Ana Ruiz, Mid Pen Open Space District
Sarah van der Schalie, NOAA
Magdalena Sta Maria, Santa Clara County
Sandra Scoggin, SF Bay Joint Venture
Jasneet Sharma, Santa Clara County
Stuart Siegel, SF NERR
Zoe Siegel, Greenbelt Alliance
Becky Smyth, NOAA
Robert Spencer, Urban Economics
Mark Stacey, UC Berkeley
Caitlin Sweeney, SFEP (Chair)
Laura Tam, Resources Legacy Fund
Will Travis, Independent Consultant
Stu Townsley, US Army Corps
Luisa Valiela, EPA Region 9
Matt Vander Sluis, BARHII
Edgar Westerhof, Arcadis
Angie Xiong, Ascent Environmental
Jacqueline Zipkin, East Bay Dischargers Authority
BCDC Staff
Larry Goldzband, Executive Director
Steve Goldbeck, Deputy Director
Jessica Fain, Planning Director
Erik Buehmann, Planning Program Manager
Dana Brechwald, ART Program Manager
Rachel Cohen, Planning Secretary
Andrea Gaffney, Senior Landscape Architect
Nahal Ghoghaie, Environmental Justice Manager
Todd Hallenbeck, GIS Specialist
Daniel Hossfeld, Environmental Scientist
Viktoria Kuehn, Environmental Scientist
Nicholas Sander, Environmental Scientist
Jaclyn Mandoske, Environmental Scientist
Rafael Montes, Senior Engineer
Sam Cohen (former BCDC)
Shannon Fiala (former BCDC)
Karen Tanner (former BCDC)
Report Design
Jaclyn Mandoske, Environmental Scientist
185 of 365
44 BAY ADAPT | Regional Strategy for A Rising Bay JOINT PLATFORM Acronyms
Acronym Description
ABAG Association of Bay Area Governments
BARC Bay Area Regional Collaborative
BARHII Bay Area Health Inequities Initiative
BART Bay Area Rapid Transit
BayCAN Bay Area Climate Adaptation Network
BCDC SF Bay Conservation and Development Commission
BRRIT Bay Restoration Regulatory Integration Team
CHARG San Francisco Bay Regional Coastal Hazards Adaptation Resiliency Group EBRPD East Bay Regional Parks District
MTC Metropolitan Transportation Commission
NERR National Estuarine Research Reserve
NOAA National Oceanic and Atmospheric Administration
RWQCB Regional Water Quality Control Board
SCC State Coastal Conservancy
SFEI San Francisco Estuary Institute
SFEP San Francisco Estuary Partnership
SFBRA San Francisco Bay Restoration Authority
SFPUC San Francisco Public Utilities Commission
USACE U.S. Army Corps of Engineers
WOIEP West Oakland Environmental Indicators Project
186 of 365

CITY COUNCIL
REPORT
9G
DATE FEBRUARY 15, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: ANDREW MURRAY, CITY MANAGER
SUBJECT: RECEIVE THE QUARTERLY REPORT ON IMPLEMENTATION OF THE STRATEGIC PLAN FOR FISCAL YEAR (FY) 2021-22 SECOND

QUARTER

RECOMMENDATION
City staff recommends that the City Council receive the quarterly report on implementation of the Strategic Plan.

BACKGROUND
In February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025.

The Strategic Plan identified four goals for the City (safe and resilient, financially stable, vibrant and beautiful, and high performance) and 22 individual strategies (special projects) to complete over a five-year timeframe.

In August 2020, the City created the Strategic Plan Implementation Action Plan (IAP), which identified the timeframe on which each Strategic Plan strategy would be implemented. The City Council revisited the IAP in January 2021 and approved an updated version, which specified completion dates for each of the strategies (attached).

During the January 2021 discussion of the IAP, staff recommended that staff provide a quarterly report on the status of the implementation of the Strategic Plan strategies, akin to the quarterly reports that staff provides to the Council on the City budget and City investments. Council agreed to this recommendation.

REVIEW & ANALYSIS
Below find a table listing the four goals and 22 strategies contained within the Strategic Plan, along with the start and completion dates for each agreed upon in the January 2021 IAP. Each strategy has been coded with a green, yellow, or red dot to indicate whether the City is on track to achieve the beginning and completion dates specified in the January 2021 IAP. Green indicates that the City is on track to achieve the beginning and completion dates; yellow indicates that the City is on track to achieve either the beginning or completion date; and red indicates that the City is not on track to achieve either the beginning or completion date. The City is currently on track to achieve the beginning and completion dates of almost all of the strategies.
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February 15, 2022 2
Goal and Strategy Year to
Begin
Strategy
(January
2021 IAP)
Year to
Complete
Strategy
(January
2021 IAP)
FY 2021-22
First Quarter
Status
Notes on Status
Goal 1: Safe and
Resilient Pinole
Strategy 1. Conduct a
citywide asset condition
assessment.

Year 1 Year 5 The City is in the midst of
multiple asset condition
assessments and master
plans. At the end of Year
5, the City will have
current assessments for
all major capital assets.

Strategy 2. Update the
emergency preparedness
and response plan
(including results of the
facilities and equipment
assessment).

Year 1 Year 1 A draft updated EOP is
expected from consultant
in FY 2021-22 Q3.

Strategy 3. Explore
restoring the community
emergency response
team (CERT) program
and conducting annual
tabletop exercises and
community drills.

Year 3 Year 3

Staff expects to initiate
and complete this effort
on schedule.

Strategy 4. Review,
prioritize, and implement
as appropriate the 2019
fire service study
recommendations.

Year 1 Year 2
Complete

City staff presented its
assessment of the fire
study and its
recommendations
regarding next steps to
bolster fire service in April
2021. City Council
approved staff’s
recommendations, which
staff is now implementing.

Goal 2: Financially
Stable Pinole
Strategy 1. Develop a
long-term financial plan
(LTFP) and use it to
guide budget and
financial decisions
(including policies
regarding reserves and
management of
liabilities).

Year 1 Year 1

Complete
The City adopted a LTFP
in June 2021.
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February 15, 2022 3
Goal and Strategy Year to
Begin
Strategy
(January
2021 IAP)
Year to
Complete
Strategy
(January
2021 IAP)
FY 2021-22
First Quarter
Status
Notes on Status
Strategy 2. Conduct a
comprehensive fee study
to ensure cost recovery of
current and potential
service fees. (Evaluate
implementing an online
payment platform.)
Year 1 Year 2 The City has hired a
consulting firm to conduct
a comprehensive fee
study, including a cost
allocation plan. The City
expects the consultant to
complete its work in
March 2022, the City
Council to hear proposed
changes to fees in April
2022, and for revised
fees to be effective as
soon as May 2022. City
staff is exploring various
options for online
payments.

Strategy 3. Establish a
program to evaluate grant
opportunities and
capacity.

Year 2 Year 2 City staff will complete
this project in FY 2021-

22. Strategy 4. Explore an
array of revenue
generation opportunities
to recover costs.

Year 2 Year 3 This is an ongoing effort
in which staff is currently
engaged, and of which
the fee study is a
component.

Strategy 5. Develop a
disciplined approach to
funding infrastructure
maintenance and
improvements.

Year 1 Year 5 This is an ongoing effort
in which staff is currently
engaged, and which
involves the asset
condition assessments,
master plans, and annual
capital planning process.

Goal 3: Vibrant and
Beautiful Pinole
Strategy 1. Update the
General Plan and Three
Corridors Specific Plan.

Year 1 Year 4 Staff has begun work to
update these plans. The
City has hired a new
Community Development
Director who will be
overseeing these efforts.

Strategy 2.

Develop/create a
comprehensive strategy
to encourage streamlining
the rehabilitation and reuse of undeveloped or
under-developed
properties.

Year 4 Year 4 Staff expects to initiate
and complete this effort
on schedule.
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Goal and Strategy Year to
Begin
Strategy
(January
2021 IAP)
Year to
Complete
Strategy
(January
2021 IAP)
FY 2021-22
First Quarter
Status
Notes on Status
Strategy 3. Partner with
regional for- and nonprofit housing
organizations to provide
an array of housing
options consistent with
community income levels.

Year 1 Year 1
Complete
The City has partnered
with nonprofit housing
organizations to explore
and develop affordable
housing projects,
particularly the Satellite
Affordable Housing
Associates (SAHA)
project at 811 San Pablo
Avenue. Staff also
processed an application
for a 179-unit, 100%
affordable senior housing
project at 600 Roble
Avenue called Vista
Woods. Although this is
an ongoing effort, it was
scheduled as a one-year
project in the IAP, and is
therefore marked as
complete.

Strategy 4. Develop a
comprehensive economic
development strategy that
includes a focus on
downtown redevelopment
to activate the core of the
community as a
destination for the region
(including gateway and
wayfinding signage as
well as branding).

Year 1 Year 2 The City engaged a
consultant in September
2021 to prepare an
economic development
strategy for the City. The
consultant is completing
the existing conditions
analysis, and staff
expects the consultant to
complete the strategy in
FY 2021-22.

Strategy 5. Partner
regionally to improve and
enhance transportation
circulation, including
public transit, cars, bikes,
and pedestrians.

Year 2 Year 4 The City is engaged in
several collaborations
with other jurisdictions
and agencies to enhance
transportation. The City
Council appropriated
funding to create an
Active Transportation
Plan; the City received
funding to collaborate
with the County on an
Appian Way complete
streets project; and the
City is requesting that
new development
projects have facilities to
promote transit.
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February 15, 2022 5
Goal and Strategy Year to
Begin
Strategy
(January
2021 IAP)
Year to
Complete
Strategy
(January
2021 IAP)
FY 2021-22
First Quarter
Status
Notes on Status
Strategy 6. Conduct a
review and update of the
City’s code enforcement
and property
maintenance programs
with a focus on increased
beautification efforts and
investment in community
amenities, business
districts, and nuisance
abatement.

Year 1 Year 1

This is an ongoing effort.

City staff is continually
updating code
enforcement policies and
procedures. Investment in
community amenities is a
responsibility of the
capital improvement plan
and the potential creation
of business districts will
be addressed in the
forthcoming economic
development strategy.

Goal 4. High
Performance Pinole
Strategy 1. Develop an
employee attraction,
retention, and
development plan. a.

Analyze the City’s
classification and
compensation system
and update as needed.

Year 1 Year 2

Staff has begun to
develop an employee
attraction, retention, and
development plan. Staff
has conducted several
classification and
compensation studies.

Staff expects these
efforts to accelerate when
the new Human
Resources Director is
aboard, and to complete
an attraction, retention,
and development plan in
FY 2021-22.

Strategy 2. Conduct a
citywide organization
review to optimize
efficiencies.

Year 1 Year 1

Complete
The City completed a
citywide organizational
review (assessment) in
March 2021.

Strategy 3. Review
citywide implementation
of best practices and
improve processes.

Year 2 Year 5

This is an ongoing effort
in which staff is currently
engaged.

Strategy 4. Develop a
strategic communication
plan (i.e., public
information officer,
messaging, marketing,
technical
implementation).

Year 1 Year 2

The City engaged a
consultant in August 2021
to create a
communication and
engagement plan for the
City. The consultant has
conducted research on
current conditions,
including interviewing
several key stakeholders.

Staff expects the plan to
be completed in FY
2021/22.
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Goal and Strategy Year to
Begin
Strategy
(January
2021 IAP)
Year to
Complete
Strategy
(January
2021 IAP)
FY 2021-22
First Quarter
Status
Notes on Status
Strategy 5. Develop a
public engagement plan.
a. Develop policies
and practices that provide
a framework for diverse
community members to
connect, interact, and
proactively participate.
b. Explore
opportunities for
meaningful youth
participation in city and
community life.
c. Develop a robust
volunteer and internship
program.

Year 1 Year 2

The City engaged a
consultant in August 2021
to create a
communication and
engagement plan for the
City. Staff expects the
plan to be completed in
FY 2021/22.

Strategy 6. Develop a
comprehensive
information technology
Strategic Plan.

Year 1 Year 1

City staff expects to
complete an IT Plan FY
2021-22.

Strategy 7. Develop an
interagency legislative
advocacy program.

Year 2 Year 2

Staff expects to initiate
and complete this effort
on schedule.

FISCAL IMPACT
There is no fiscal impact related to receiving this report.

ATTACHMENTS
Attachment A Implementation Action Plan, January 2021
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 1 City of Pinole
Strategic Plan 2020 – 2025
Implementation Action Plan
August 2020
Revised January 2021

ATTACHMENT A
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 2 City of Pinole Strategic Plan 2020 – 2025 Implementation Action Plan (IAP) This Implementation Action Plan is a living document and serves as the blueprint to implement the Strategic Plan. This document is a tool that should be updated on a regular basis.

Management Team members may choose to review progress on a scheduled basis, and periodically report progress to the City Council, employees, and other stakeholders. Prudent implementation requires “circling back” and fine-tuning the plan based on experience. It contains the key steps, prioritization, time frame, team, and success indicators to implement the Strategic Plan elements.

The categories within this IAP are:
o Year to begin the strategy (Year 1, 2, 3, 4, or 5)
o Year 1 is FY 2020-21
o Year 2 is FY 2021-22
o Year 3 is FY 2022-23
o Year 4 is FY 2023-24
o Year 5 is FY 2024-25
o Updated year to begin strategy
o Updated year to complete strategy
o Key implementation steps
o Lead staff position for the strategy
o Other team members involved for the strategy
o Whether resources (dollars or staff time) are available to complete strategy o Success indicators and comments
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 3 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Goal 1: Safe and Resilient Pinole
Strategy 1. Conduct a
citywide asset condition
assessment.

Year 1 Year 1 Year 5 • Acquire asset management software - underway • Complete/review inventory of all city assets
(facilities, property, equipment, etc.)
• Conduct condition assessments
• Review results with Executive Team
• Distribute condition assessment report to staff
• Create Long-Term Capital Asset Management Plan
and integrate with Capital Improvement Plan
Development
Services
Director /
City Engineer
Public Works
Manager,
Senior
Project
Manager
Yes (funding
appropriated
for some
related
expenses,
but not all)
• Establish maintenance
standards
• Report annually on the
condition of city assets
• Create long-term plan
for capital asset
management
Strategy 2. Update the
emergency preparedness
and response plan
(including results of the
facilities and equipment
assessment).

Year 1 Year 1 Year 1 • Review the city’s emergency preparedness and response plan
• Revise/update the plan based on best practices
• Attach the condition assessment report to the
plan
Fire Chief Police Chief Yes (funds in
current
budget for
this project
estimated at
$50,000)
• Publish an updated
Pinole EOP
• Establish tabletop
schedule and track
drills
Strategy 3. Explore
restoring the community
emergency response team
(CERT) program and
conducting annual
tabletop exercises and
community drills.

Year 3 Year 3 Year 3 • Assess and document the city’s needs for the CERT program
• Establish and implement preferred approach (e.g.,
city operated, volunteer-based, partnership with
other agency)
• Identify resources that are needed to restore the
program (funding, staff, training materials,
volunteers, equipment, etc.)
Fire Chief Police Chief Yes • Inventory CERT across
the City
• Schedule and conduct
drills
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 4 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Strategy 4. Review,
prioritize, and implement
as appropriate the 2019
fire service study
recommendations.

Year 1 Year 1 Year 2 • Review the results and recommendations of the 2019 fire service study (planned for September
2020)
• Provide City staff recommendations to Council
• Identify resources needed to implement top
priorities
• Develop an implementation action plan for the
recommendations
• Provide updates to implementation
Fire Chief City Manager Yes
(resources
are available
to review the
results and
recommenda
tions, but no
funding has
been
appropriated
to implement
any service
expansions)
• Implementation of
Council-approved
recommendations
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 5 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other
Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Goal 2: Financially Stable Pinole
Strategy 1. Develop a longterm financial plan (LTFP)
and use it to guide budget
and financial decisions
(including policies
regarding reserves and
management of liabilities).

Year 1 Year 1 Year 1 • Create project plan to develop LTFP • Prepare 10-year financial forecast
• Identify budget and organizational strategies for
long-term sustainability
• Engage community (education and strategies,
service levels)
• Engage executive team on developing plan
• Based on best practices, include policies for
managing the city’s reserves and liabilities
• Present LTFP to Council for adoption
Finance
Director
Potential
consultant
support
Executive
Team
Yes • LTFP adopted by council
• Making decisions consistent
with plan
• Report on annual compliance
with financial reserves and
liabilities’ policies
• Ability to live within the
forecast
• Update plan every two years
Strategy 2. Conduct a
comprehensive fee study to
ensure cost recovery of
current and potential
service fees. (Evaluate
implementing an online
payment platform.)
Year 1 Year 1 Year 2 • Collect sample fee schedules from peer agencies • Analyze cost of providing fee-based services
(including completing updated overhead cost
allocation plan and incorporating that data)
• Calculate and document fully burdened in-house
service costs for each fee
• Review and update, if appropriate, the City’s
financial policy on fee-based services and cost
recovery
• Update fees, based on the city’s cost-recovery goals
• Distribute new fee schedule to staff and upload to
the city’s website
Finance
Director
Executive
Team
No (no
funds have
been
appropriate
d for
consulting
services
that will
likely be
needed to
complete
the
strategy)
NOTES:

Development Services – need
nexus study first
Recreation, PCTV
Fire completed
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 6 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other
Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Strategy 3. Establish a
program to evaluate grant
opportunities and capacity.

Year 2 Year 2 Year 2 • Determine organizational structure/home and process for evaluating and pursuing grant
opportunities
• Identify priority service areas for pursuing grants
• Determine staff assignments
• Review grant application and administration best
practices
• Develop criteria for determining whether to pursue
grants
• Prepare annual report summarizing grants to pursue
and the status of administration
City
Manager
Executive
Team
Yes • Total dollars awarded
• Administration cost by
percent of total grant
• Grant funded projects
completed
• Monetary value of
benefits/outcomes created
directly by grant and
indirectly as a result of grant
Strategy 4. Explore an array
of revenue generation
opportunities to recover
costs.

Year 2 Year 2 Year 3 • Determine revenue needs to cover city expenditures (see goal 2, strategy 1)
• Identify options (see goal 2, strategy 1 and strategy 2)
• Prioritize pursuit of revenue options
• Determine ease of implementation
• Bring recommendations to Council
Finance
Director
Executive
Team
Yes • Periodically review costs for
services and the percent of
costs recovered through fees
and charges.

Strategy 5. Develop a
disciplined approach to
funding infrastructure
maintenance and
improvements.

Year 3 Year 1 Year 5 • Create Long-Term Capital Asset Management Plan and integrate with Capital Improvement Plan
Developme
nt Services
Director /
City
Engineer
Finance
Director
Yes • CIP implementation
• CIP gaps
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 7 Goal / Strategy
Year to Begin
Strategy
Per Final
August 19,
2020
Updated Year
To Begin
Strategy
Updated Year
To Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Goal 3: Vibrant and Beautiful Pinole
Strategy 1. Update
the General Plan and
Three Corridors
Specific Plan.

Year 1 Year 1 Year 4 • Updating the Housing
Element in FY 2020 – 2021
• Update the residential
housing design guidelines
• Recommend changes as
needed
• Review updates with the
executive team
• Finalize updates
Development
Services Director /
City Engineer
Yes (received a
grant to fund the
Housing Element
and residential
design guidelines
update)
• Adopted plan
documents
Strategy 2.

Develop/create a
comprehensive
strategy to
encourage
streamlining the
rehabilitation and reuse of undeveloped
or under-developed
properties.

Year 4 Year 4 Year 4 • Review current process for
rehabilitating and re-using
undeveloped or
underdeveloped properties
• Identify and remove process
delays and steps that lack
value
• Update city policies as
needed
Development
Services Director /
City Engineer and
Assistant City
Manager
Yes • Track
redevelopment and
reuse timeframes
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 8 Goal / Strategy
Year to Begin
Strategy
Per Final
August 19,
2020
Updated Year
To Begin
Strategy
Updated Year
To Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Strategy 3. Partner
with regional for- and
non-profit housing
organizations to
provide an array of
housing options
consistent with
community income
levels.

Year 1 Year 1 Year 1 • Identify and meet with
potential partner housing
organizations
• Collaborate on developing
housing units, both through
financial assistance and
zoning requirements,
consistent with state and
regional targets
• Work closely with
neighborhoods to vet
housing proposals and plan
to construction to ensure
consistency with
neighborhood character.

Development
Services Director /
City Engineer and
Assistant City
Manager
Yes (staff is
available to work
on this strategy,
but the City has
limited financial
resources to
contribute toward
the construction
of new housing)
• Track the number
of new housing
partners
• Track the number
of housing units
created
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 9 Goal / Strategy
Year to Begin
Strategy
Per Final
August 19,
2020
Updated Year
To Begin
Strategy
Updated Year
To Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Strategy 4. Develop a
comprehensive
economic
development
strategy that
includes a focus on
downtown
redevelopment to
activate the core of
the community as a
destination for the
region (including
gateway and
wayfinding signage
as well as branding).

Year 1 Year 1 Year 2 • Identify the city’s
economic development
lead staff person
• Create project plan to
create economic
development strategy
• Identify the city’s
economic development
goals with City Council and
potential subcommittee
with key partners
(including funding
resources that will be
needed to achieve each
economic development
goal and strategy)
• Document strategies
related to each goal
• Specify ways to enhance
the city’s signage and
branding
Assistant City
Manager
City Manager,
Development
Services Director /
City Engineer, and
Planning Manager
Yes (staff is
available to work
on this strategy,
but no funds have
been appropriated
for consulting
services that might
be needed to
complete the
strategy)
• Track tax dollars
• Track square
footage of business
industry by type
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 10 Goal / Strategy
Year to Begin
Strategy
Per Final
August 19,
2020
Updated Year
To Begin
Strategy
Updated Year
To Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Strategy 5. Partner
regionally to improve
and enhance
transportation
circulation, including
public transit, cars,
bikes, and
pedestrians.

Year 2 Year 2 Year 4 • Cultivate and actively
engage partnerships on
bike and ped planning
activities
• Identify the City’s
transportation circulation
goals and review and
update City transportation
and circulation plans as
needed
• Determine how regional
partners can assist with
improvement - MTC,
WCCTAC and WESTCAT
• Evaluate the effectiveness
of these partnerships
• Make adjustments as
needed
Development
Services Director /
City Engineer
Yes Actively involved with
WCCTAC
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 11 Goal / Strategy
Year to Begin
Strategy
Per Final
August 19,
2020
Updated Year
To Begin
Strategy
Updated Year
To Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success Indicators
and Comments
Strategy 6. Conduct a
review and update of
the City’s code
enforcement and
property
maintenance
programs with a
focus on increased
beautification efforts
and investment in
community
amenities, business
districts, and
nuisance abatement.

Year 1 Year 1 Year 1 • Review the city’s code
enforcement and property
maintenance programs
• Develop recommendations
including proactive
enforcement based on
Council priorities
• Prioritize the rental
property maintenance
program and inspection
process
• Review recommended
updates with the executive
team
• Finalize updates
• Communicate updates to
staff and the public
Planning Manager City Attorney Yes (new FTE
approved by
Council in FY 2019-
2020)
• Track complaints
• Track number of
blighted properties
improved
• Develop and track
business district
condition
inventories
• Timeframe to open
and close a case
(determine metric
and close cases in a
timely fashion)
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 12 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success
Indicators
and Comments
Goal 4. High Performance Pinole
Strategy 1. Develop an
employee attraction,
retention, and
development plan.
a. Analyze the
City’s
classification and
compensation
system and
update as
needed.

Year 1 Year 1 Year 2 • Create project plan to create
employee attraction, retention, and
development plan
• Consider incorporation of succession
planning component
• Document the city’s goals for
employee attraction, retention, and
development
• Identify strategies to attract and
retain talent
• Identify what works in departments
• Develop key performance indicators
to track success
• Monitor and report on results
• Conduct a citywide classification and
compensation study
• Identify compensation
improvements and prioritize
recommendations
• Evaluate compensation
recommendations against the LTFP
Human Resources
Director
Executive Team Yes • Workforce
satisfaction
and
productivity
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 13 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success
Indicators
and Comments
Strategy 2. Conduct a
citywide organization
review to optimize
efficiencies.

Year 1 Year 1 Year 1 • Solicit proposals from qualified consultants
• Conduct a citywide organizational
review
• Analyze organizational structure,
breadth of City activities, staffing and
resource levels, and span of control
• Identify opportunities to streamline
operations, and optimize efficiency
and effectiveness
• Distribute results to staff
• Prioritize recommendations
• Implement changes
City Manager Consultant No (no funds have
been appropriated
for consulting
services that will
likely be needed to
complete the
strategy)
• Implement
recommended
changes
Strategy 3. Review
citywide implementation
of best practices and
improve processes.

Year 2 Year 2 Year 5 • Establish framework through which all City activities and each
department’s policies, procedures,
and services are reviewed on a
recurring basis relative to best
practices and improvement
opportunities
• Identify and prioritize policies and
procedures to review and update
(dept/citywide)
City Manager Executive Team Yes • Document and
track
efficiencies
• Ongoing –
touches all
areas (i.e.
personnel
rules). Share
and report on
updates as
occurs.
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 14 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success
Indicators
and Comments
Strategy 4. Develop a
strategic communication
plan (i.e., public
information officer,
messaging, marketing,
technical implementation).

Year 1 Year 1 Year 2 • Define the purpose and goals of a communication plan
• Assign staff to create communication
plan
• Solicit input from key stakeholder
groups (internal and external)
• Create draft plan and review the plan
with city leadership
• Adopt the plan
• Distribute the plan to city staff
City Manager Development
Services Director /
City Engineer’s
team and an
analyst
(PD to implement
plan to start)
Yes • Track “good”
news stories
• Survey the
community
about their
knowledge City
information
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 15 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success
Indicators
and Comments
Strategy 5. Develop a publi
engagement plan.
a. Develop policies
and practices
that provide a
framework for
diverse
community
members to
connect,
interact, and
proactively
participate.
b. Explore
opportunities for
meaningful
youth
participation in
city and
community life.
c. Develop a robust
volunteer and
internship
program.

Year 1 Year 1 Year 2 • Create project plan to create
engagement plan
• Review existing tools and
engagement practices
• Establish a policy adopting public
engagement principles
• Develop a volunteer and youth
engagement approach
• Implement engagement across the
organization based on the principles
City Manager City Clerk Yes • Track number
of participants
and hours of
public
engagement
annually.
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City of Pinole
Strategic Plan 2020 – 2025 Implementation Action Plan Management Partners 16 Goal / Strategy
Year to
Begin
Strategy
Per Final
August 19,
2020
Updated
Year To
Begin
Strategy
Updated
Year To
Complete
Strategy Key Implementation Steps
Lead Staff
Position
Other Team
Members
Involved
Resources
Available
(Yes/No)
Success
Indicators
and Comments
Strategy 6. Develop a
comprehensive information
technology Strategic Plan.

Year 1 Year 1 Year 1 • Assess the city’s current use of technology
• Obtain feedback from city staff
about technology needs (through
surveys, focus groups, etc.)
• List the most critical challenges
facing the city, to determine
technological priorities
• Research possible solutions and
associated costs for each priority
• Document priorities, solutions (both
products to purchase and services
to outsource), and costs
• Review the technology plan with
staff
Assistant City
Manager
IT service providers Yes • Implementati
on of IT Plan
recommendat
ions (Note:

Plan will have
a 3-5-year
timeframe)
Strategy 7. Develop an
interagency legislative
advocacy program.

Year 2 Year 2 Year 2 • Identify the City’s legislative policy goals on an annual basis
• Work with a lobbyist and implement
legislative priorities consistent with
the City’s interests and Strategic
Plan
• Monitor results
City Manager Yes • Track
legislation
opposed and
supported
annually.
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CITY COUNCIL
REPORT
9H
DATE: FEBRUARY 15, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: RECEIVE QUARTERLY UPDATE ON GREENHOUSE GAS

INVENTORY EFFORT

RECOMMENDATION
Staff recommends that the City Council receive this report.

BACKGROUND
On October 19, 2021, the City Council adopted Resolution No. 2021-93, which declared a climate emergency, directed staff to complete a greenhouse gas (GHG) emissions inventory, and directed staff to prepare a Climate Action Plan (CAP) that includes GHG emission reduction goals that align with the State’s GHG emission reduction goals of SB 32 and Executive Order B-55-18. The City Council also directed staff to present quarterly updates on the City’s progress on the GHG emissions inventory and CAP development.

DISCUSSION AND ANALYSIS
This is the first quarterly report on the City’s progress on the GHG emissions inventory and CAP development. Conducting a GHG inventory is a critical first step in city climate action planning. Greenhouse gas inventories inform all future steps of climate action, including target setting, strategy development, and ongoing monitoring and evaluation.

Analysis is underway for City of Pinole’s community baseline GHG emissions to review and reconcile accuracy of data that was produced by East Bay Energy Watch. The purpose of this analysis is to establish an accurate and transparent baseline of data for the GHG inventory, and to establish an accurate foundation for the CAP development.

Additionally, data gathering is underway for the municipal inventory, which quantifies the emissions from City facilities only.

Following is a summary of staff and consultant activities for the second quarter of fiscal year (FY) 2021/22 (October – December 2021).

NOVEMBER 2021 ACTIVITIES
• Staff solicited and negotiated informal quotes from three consulting firms 209 of 365
City Council Report
February 15, 2022 2
• City Council approved a mid-year budget adjustment in the amount of $160,000 to fund the GHG inventory and CAP
DECEMBER 2021 ACTIVITIES
• Staff reviewed proposals from three firms to conduct the GHG Inventory • Staff selected and executed a contract with CSG Consultants, with Rincon Consultants as a subconsultant, to perform the GHG Inventory at a cost of $28,771

FISCAL IMPACT
There is no fiscal impact related to receiving this report.

ATTACHMENTS
None
210 of 365

CITY COUNCIL
REPORT
10A
DATE: FEBRUARY 15, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: JUSTINE SIDIE, CODE ENFORCEMENT OFFICER

LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: ADOPT RESOLUTION OF THE CITY OF PINOLE CONFIRMING THE COSTS OF NUISANCE ABATEMENT AT 2718 SILVERADO DRIVE AND ORDERING A SPECIAL ASSESSMENT IN THE AMOUNT OF $10,088.46 AGAINST THE

SUBJECT PROPERTY TO FULLY RECOVERY ALL ABATEMENT COSTS

RECOMMENDATION
Staff recommends that the City Council adopt the proposed Resolution (Attachment A), which confirms the costs incurred by the City to abate a code violation and nuisance at 2718 Silverado Drive, Pinole, California, and orders a special assessment to be levied against the subject property in the amount $10,088.46 to recover all abatement costs.

BACKGROUND
On April 5, 2021, a complaint was received regarding code violations at 2718 Silverado Drive, including a dead/hazardous tree. An investigation was conducted by Code Enforcement staff, and violations of the Pinole Municipal Code (PMC) were identified. PMC Section 8.24.020 provides that it is unlawful for a property owner (or any person leasing, renting, occupying or having charge or possession of private property in Pinole) to accumulate within public view or in the right-of-way:

Dead, decayed, diseased or hazardous trees, weeds or other vegetation, dangerous to the public safety and welfare.

Violations were found by the City, specifically that two dead trees were dangerous to the public safety and welfare. The following action then occurred:
• On April 6, 2021, the City delivered a Courtesy Notice to the property owner to request removal of the dead tree from the property to prevent a hazard. • On May 19, 2021, the code violations remained and the property owner was issued a Notice and Order to Abate Violations.
• On June 9, 2021, the code violations remained and the first Administrative Citation was issued.
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City Council Report
February 15, 2022 2
• On August 9, 2021, the code violations remained and a second Administrative Citation was issued.
• On September 13, 2021, the code violations remained and a third Administrative Citation was issued.
• On October 14, 2021, the code violations remained and a fourth Administrative Citation was issued.
• The total amount of all Administrative Citations issued is $1,465.00.

REVIEW & ANALYSIS
Pinole Municipal Code (PMC) Section 8.24.120 provides that if a nuisance is not abated as ordered within the abatement period, the City is authorized to conduct the abatement work and/or contract out for the abatement work. The full cost of abating the nuisance, including attorney’s fees, is required to be billed to the property owner.

After many unsuccessful attempts to implore the property owner to bring the property into compliance with the PMC, on November 30, 2021, for the protection of the public health, safety and welfare, the City was forced to obtain an abatement warrant to abate the public nuisance at 2718 Silverado Drive. This involved City staff and Hercules Tree Service entering the property and removing both dead trees from the property. In doing so, an inoperable vehicle that was located in the side yard had to be towed out onto the street to allow access to the trees. When the abatement of both trees was completed, the vehicle was towed back into the side yard. On December 15, 2021, an invoice was mailed to the property owner with all fees associated with the abatement, including staff time, City Attorney fees, tree removal cost and tow cost.

When abatement costs are not remitted to the City, PMC Chapter 8.24 (Community Preservation) provides the City Council authority to recover nuisance abatement costs by the placement of a special assessment against the subject property subject to the procedures contained in CA. Gov. Code 38773.5. The special assessment will be collected at the same time and in the same manner as ordinary municipal taxes.

Following completion of all abatement work, the City is required to prepare a final itemized bill in the form of a written report (the “Report”) showing the total abatement costs (see Attachment A, Exhibit A). The Report is then required to be submitted for confirmation by the City Council at a public hearing.

During the public hearing the City Council will have an opportunity to hear any objections of the owners of the property to be assessed for the abatement costs. Any person filing any protest or objection who is affected by the proposed charge may file a written report of the objections with the City Clerk at any time prior to the time set for the hearing on the report of costs. Each such objection must contain a description of the property in which the signer thereof is interested and 212 of 365
City Council Report
February 15, 2022 3
the grounds of the objection. The City Council may modify the Report if deemed necessary. The City Council may then, by resolution, confirm the report as submitted or modified.

FISCAL IMPACT
The City has incurred the full cost of $10,088.46 to abate the public nuisance at the private property at 2718 Silverado Drive, including City Attorney fees, and direct cost of City staff time.

When the abatement costs are recovered as directed by the City Council they will be returned to the General Fund.

ATTACHMENT(S)
A. Resolution
Exhibit A, Final Itemized Report of Abatement Costs – 2718 Silverado Drive 213 of 365
RESOLUTION NO. 2022-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE CONFIRMING THE FINAL ITEMIZED REPORT OF ABATEMENT COSTS AT 2718 SILVERADO DRIVE (APN 360-522-018) AND ORDERING A SPECIAL ASSESSMENT AGAINST

THE SUBJECT PROPERTY TO FULLY RECOVERY ALL NUISANCE ABATEMENT COSTS
WHEREAS, the Pinole Municipal Code (PMC) Section 8.24.020 provides that it is unlawful for any person owning, leasing, renting, occupying or having charge or possession of private property in the city to maintain or to allow to be maintained such property in such manner that certain conditions including dead, decayed, diseased or hazardous trees, weeds or other vegetation, dangerous to public safety and welfare, which are visible from the street or right- of-way, are found to exist thereon; and.

WHEREAS, that a nuisance related code violation occurred at certain real property located at 2718 Silverado Drive, Assessor’s Parcel No. 360-522-018, owned by Martin Eyestone, which violated PMC 8.24.020 by allowing two dead, decayed, diseased and hazardous trees to remain on the property.

WHEREAS, on April 6, 2021, pursuant to PMC Section 8.24.050, the City provided a Courtesy Notice giving the subject property owner notice of the violation and corrective actions to take; and
WHEREAS, on May 19, 2021, the nuisance remained, and the City provided a Notice and Order which directed the subject property owner to remove the dead, decayed trees; and
WHEREAS, on June 9, 2021, the nuisance remained and the City provided an Administrative Citation in the amount of $141.25; and
WHEREAS, on August 9, 2021, the nuisance remained and the City provided an Administrative Citation in the amount of $241.25; and
WHEREAS, on September 13, 2021, the nuisance remained and the City provided an Administrative Citation in the amount of $541.25; and WHEREAS, on October 14, 2021, the nuisance remained and the City provided an Administrative Citation in the amount of $541.25; and WHEREAS, on November 18, 2021, the City received an abatement warrant from a Contra Costa County Superior Court Judge to abate the nuisance at subject property.

WHEREAS, on November 30, 2021, City Staff and contractor performed the abatement at 2718 Silverado Drive. The abatement work included Hercules Tree Service removing both dead trees on the property; Oliver’s Tow Company relocating the

ATTACHMENT A
214 of 365
inoperable vehicle from the property to the street to allow for the trees to be removed; and Bay Area Tow relocating the vehicle from the street back onto the property after the trees were removed.

WHEREAS, pursuant to PMC Section 8.24.180, the Community Development Department maintained an accurate account of the abatement costs it incurred and prepared a final itemized written report showing the total abatement costs, attached as Exhibit A hereto (Final Itemized Report of Abatement Costs) and totaling an amount of $10,088.46; and
WHEREAS, on February 3, 2022, at least ten (10) days prior to the public hearing, a copy of the Final Itemized Report of Abatement Costs, together with a written notice of the public hearing was mailed to the persons to whom notice was mailed pursuant to Section 8.24.050 and a copy thereof was posted upon the subject property; and
WHEREAS, pursuant to PMC Section 8.24.180, a duly noticed public hearing was held on February 15, 2022, during which the City Council had an opportunity review the Final Itemized Report of Abatement Costs and hear any objections of the owners of the property to be assessed for the abatement costs.

NOW THEREFORE, BE IT RESOLVED, that the above recitals are true and correct and made part of this resolution.

BE IT FURTHER RESOLVED AS FOLLOWS:

SECTION 1. That the City Council hereby approves the Final Itemized Report of Abatement Costs at 2718 Silverado Dive in the total amount of $10,088.46.

SECTION 2. That a special assessment in the amount of $10,088.46 is hereby imposed upon the property herein above described.

SECTION 3. That a certified copy of this Resolution and the report will be filed with the Contra Costa County Auditor-Controller’s office.

SECTION 4. That the County Auditor-Controller is respectfully requested to enter the amount of the special assessment on the County Tax Roll opposite of the parcel of land referred to, and that thereafter said amount shall be collected at the same time and in the same manner as ordinary municipal taxes.

SECTION 5. That a certified copy of this resolution and the report shall be recorded with the Contra Costa County Recorder’s office.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 15th day of February 2022 by the following vote:
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AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 15th day of February 2022.
______________________________________
Heather Bell, CMC
City Clerk
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EXHIBIT A
Final Itemized Report of Abatement Costs
2718 SILVERADO DRIVE
ASSESSOR’S PARCEL NO. 360-522-018

DATE DESCRIPTION OF

ABATEMENT
WORK

RESPONSIBLE
PARTY

TOTAL COSTS
11/18/2021 Preparing
documentation for
abatement warrant
City Attorney’s Office $1,860.00
11/30/2021 Tree removal Hercules Tree
Service
$7,800
11/30/2021 Vehicle relocation Oliver’s Tow $220.00
11/30/2021 Vehicle relocation Bay Area Tow $145.00
11/30/2021 Overtime Justine Sidie, Code
Enforcement Officer
$63.46
$10,088.46
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CITY COUNCIL
REPORT
11A
DATE: FEBRUARY 15, 2022
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: ERIC CASHER, CITY ATTORNEY
SUBJECT: RESOLUTION CONTINUING AUTHORIZED REMOTE
TELECONFERENCE MEETINGS PURSUANT TO AB 361

RECOMMENDATION
Staff recommends that the City Council adopt a resolution authorizing the continued use of remote teleconference meetings pursuant to AB 361.

BACKGROUND
On March 4, 2020, Governor Newsom declared a State of Emergency to make additional resources available, formalize emergency actions already underway across multiple state agencies and departments, and help the State prepare for the anticipated broader spread of the novel coronavirus disease 2019 (“COVID-19”). On March 18, 2020, the City Manager, acting as Director of Emergency Services, proclaimed a local emergency due to COVID-19 pursuant to California Government Code Section 8630 and Pinole Municipal Code Chapter 2.32. The City Council subsequently adopted a resolution affirming the emergency declaration and continues to reevaluate the need for continuing the local emergency every fourteen (14) days. Both the State and local emergency declaration remain in effect.

All meetings of the City Council and the City’s other legislative bodies, such as the Planning Commission, are open and public, as required by the Ralph M. Brown Act (Government Code section 54950 et seq.). Any member of the public may attend, participate, and watch the City’s legislative bodies conduct their business. On March 17, 2020, in response to the COVID-19 pandemic, Governor Newsom issued Executive Order N-29-20 suspending certain provisions of the Ralph M. Brown Act in order to allow local legislative bodies to conduct meetings telephonically or by other means in order to slow the spread of COVID-19. As a result of Executive Order N-29- 20, staff set up virtual meetings for all City Council meetings and other City legislative bodies. On June 11, 2021, Governor Newsom issued Executive Order N-08-21, which, effective September 30, 2021, repealed the provisions of Executive Order N29-20 that allowed local legislative bodies to conduct meetings telephonically or by other means.

On September 16, 2021, the Governor signed AB 361 (2021) which allows for local legislative bodies to continue to conduct meetings via teleconferencing without 218 of 365
City Council Report
February 15, 2022
complying with certain Brown Act provisions under specified conditions and includes a requirement that the City Council make specified findings. AB 361(2021) took effect October 1, 2021. Pursuant to AB 361 (2021), legislative bodies are allowed to continue to meet remotely during a declared state of emergency. In addition, remote meetings are only allowed when state or local health officials have imposed or recommended measures to promote social distancing, or when the legislative body finds that meeting in person would present imminent risks to the health or safety of attendees. On January 5, 2022, Governor Newsom issued Executive Order N-1-22, extending the sunset of AB 361 (2021) through March 31, 2022, in light of the surge in cases due to the novel Omicron variant not previously considered when the Legislature considered AB 361, and to protect the public health and safety.

On October 19, 2021, the City Council adopted a Resolution Of The City Council Of The City Of Pinole Authorizing Remote Teleconference Meetings Pursuant To AB 361 upon a finding that: (i) the State of Emergency continues to directly impact the ability of the members to meet safely in person, and (ii) State or local officials continue to impose or recommend measures to promote social distancing. On November 2, 2021, the City Council requested a future agenda item to discuss the return to in-person meetings on November 16th.

In order to continue to hold remote meetings during a proclaimed state of emergency and maintain the Resolution of October 19, 2021, the City Council must reconsider whether these conditions under AB 361 exist, every thirty (30) days. Thus, the City Council has a standing opportunity to discuss a return to in-person meetings every thirty (30) days. Following a reevaluation every thirty (30) days and upon a finding that the conditions under AB 361 continue to exist, the City Council has continued to adopt the Resolution Authorizing Continued Remote Teleconference Meetings Pursuant to AB 361 every thirty (30) days thereafter, most recently on January 18, 2022.

On February 1, 2022, the City Council adopted the Resolution Confirming Continued Existence of Local Emergency. In order to continue to hold remote meetings during this proclaimed state of emergency, the City Council must find that either: (i) the State of Emergency continues to directly impact the ability of the members to meet safely in person; or (ii) State or local officials continue to impose or recommend measures to promote social distancing. This staff report discusses whether these conditions under AB 361 continue to exist in order continue the use of remote teleconference meetings pursuant to AB 361.

DISCUSSION
Since issuing Executive Order N-08-21, the highly contagious Delta and Omicron variants of COVID-19 have emerged, causing an increase in COVID-19 cases throughout the State and Contra Costa County. COVID-19 cases surged throughout the State during the winter months with an estimated 1 million new COVID cases a day. As such, Governor Newsom extended the State of Emergency declared on March 4, 2020 through March 2022. Despite a recent decline in new COVID cases and belief 219 of 365
City Council Report
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that the surge of cases as a result of the Omicron variant has passed, Governor Newsom has extended the statewide indoor masking requirement until after February 15 in his order of January 7, 2022. At that time, state guidelines will return to the previous guidance which requires masking for unvaccinated individuals in all indoor public settings and requires masking for all individuals regardless of vaccination status in higher risk settings like public transit and congregate living. Workplaces must continue to follow the COVID-19 prevention standards set by CalOSHA including adherence to the latest order from the California Department of Public Health of January 5, 2022, which requires the use of face coverings by all employees when indoors regardless of vaccination status.

The City Council has also confirmed the continued existence of the local emergency, most recently on January 18, 2022. City Council is set to reevaluate the status of continued existence of the local emergency concurrent with this proposed resolution.

Health officials continue to recommend measures to slow the spread of COVID-19.

Specifically, the Centers for Disease Control and Prevention (“CDC”) continues to recommend physical distancing of at least 6 feet from others outside of the household.

On August 2, 2021, in response to the Delta variant of COVID-19, the Contra Costa County Health Officer issued an order for nearly all individuals to wear masks when inside public spaces. Subsequent exceptions or exemptions to the health order have been made for persons participating in certain religious activities, performers and public speakers in venues where everyone eligible to receive a COVID-19 vaccine is fully vaccinated, and certain organized gatherings in indoor settings that are not open to the general public. These exceptions or exemptions do not apply here. The CDC believes the Omicron variant is spread more easily than the original SARS-CoV-2 virus with breakthrough infections occurring in people who are fully vaccinated.

Additionally, COVID-19 continues to present imminent risks to the health or safety of attendees, including the legislative bodies and staff, should the City’s legislative bodies hold in person meetings.

On September 20, 2021, the Contra Costa County Health Officer issued recommendations for safely holding public meetings but strongly recommended the use of online meetings as it presents the lowest risk of transmission of COVID-19.

Additionally, the Contra Costa County Health Officer continues to recommend the availability of remote access as an alternative to participating in person, should the City elect to offer in person meetings.

The proposed resolution re-affirms the necessary findings in order for the City Council, and all of the City’ s other legislative bodies, to continue to hold remote teleconference meetings pursuant to AB 361. Staff is prepared to return to an inperson hybrid meeting format at the direction of the City Council.

FISCAL IMPACT
There is no direct fiscal impact from the adoption of the resolution. 220 of 365
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February 15, 2022

ATTACHMENTS
A. Resolution Authorizing Continued Remote Teleconference Meetings Pursuant to AB 361
5057379.1
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1 RESOLUTION NO. 2022-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE

AUTHORIZING CONTINUED REMOTE TELECONFERENCE MEETINGS
PURSUANT TO AB 361
WHEREAS, all City of Pinole (“City”) meetings are open and public, as required by the Ralph M. Brown Act (Cal. Gov. Code 54950 – 54963), so that any member of the public may attend, participate, and watch the City’s legislative bodies conduct their business; and WHEREAS, on March 4, 2020, Governor Newsom declared a State of Emergency to make additional resources available, formalize emergency actions already underway across multiple state agencies and departments, and help the State prepare for an anticipated broader spread of the novel coronavirus disease 2019 (“COVID-19”), and Governor Newsom has continued to confirm the continued existence of the State of Emergency; and WHEREAS, on March 18, 2020, the City Manager, acting as Director of Emergency Services, proclaimed a local emergency due to COVID-19 pursuant to California Government Code Section 8630 and Pinole Municipal Code Chapter 2.32, and the City Council has continued to confirm the continued existence of the local emergency; and WHEREAS, On March 17, 2020, in response to the COVID-19 pandemic, Governor Newsom issued Executive Order N-29-20 suspending certain provisions of the Ralph M. Brown Act in order to allow local legislative bodies to conduct meetings telephonically or by other means; and
WHEREAS, as a result of Executive Order N-29-20, staff set up virtual meetings for all City Council meetings and meetings of all City legislative bodies, such as the Planning Commission; and
WHEREAS, on June 11, 2021, Governor Newsom issued Executive Order N-08-21, which, effective September 30, 2021, repealed the provisions of Executive Order N-29-20 that allowed local legislative bodies to conduct meetings telephonically or by other means; and WHEREAS, on September 16, 2021, Governor Newsom signed AB 361 (2021) which allows for local legislative bodies and advisory bodies to continue to conduct meetings via teleconferencing under specified conditions and includes a requirement that the City Council make specified findings; and
WHEREAS, on September 20, 2021, Governor Newsom issued Executive Order N-15- 21, delaying the full application of AB 361 (2021) until 11:59 p.m. October 1, 2021; WHEREAS, on January 5, 2022, Governor Newsom issued Executive Order N-1-22, extending the sunset of AB 361 (2021) through March 31, 2022;

ATTACHMENTA
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2 WHEREAS, in order for legislative bodies to continue to conduct meetings via teleconferencing pursuant to AB 361 (2021), a proclaimed State of Emergency must exist; and WHEREAS, AB 361 (2021) further requires that State or local officials have imposed or recommended measures to promote social distancing, or, requires that the legislative body determines that meeting in person would present imminent risks to the health and safety of attendees; and
WHEREAS, such conditions now exist in the City of Pinole, specifically, Governor Newsom has declared a State of Emergency due to COVID-19 and the City Council has confirmed the continued existence of the local emergency due to COVID-19; and WHEREAS, since issuing Executive Order N-08-21, the highly contagious Delta and Omicron variants of COVID-19 have emerged, causing an increase in COVID-19 cases throughout the State and Contra Costa County; and
WHEREAS, on August 2, 2021, in response to the Delta variant of COVID-19, the Contra Costa County Health Officer issued Health Order No. COVID19-51, for nearly all individuals to wear masks when inside public spaces and such mandate remains in effect; and WHEREAS, on September 20, 2021, the Contra Costa County Health Officer issued recommendations for safely holding public meetings recommending the use of online meetings as it presents the lowest risk of transmission of COVID-19 and such recommendation remains in effect; and
WHEREAS, the Centers for Disease Control and Prevention (“CDC”) continues to recommend physical distancing of at least six (6) feet from others outside of the household; and WHEREAS, because of the rise in cases due to the Delta and Omicron variants of COVID-19, the City Council is concerned about the health and safety of all individuals who intend to attend City Council meetings and meetings of the City’s other legislative bodies; and WHEREAS, the City Council desires to provide a way for the Council, staff, and members of the public to participate in meetings remotely, without having to attend meetings in person; and
WHEREAS, the City Council hereby finds that the presence of COVID-19 and the increase of cases due to the Delta and Omicron variants would present imminent risks to the health or safety of attendees, including the legislative bodies and staff, should the City’s legislative bodies hold in person meetings; and
WHEREAS, the City shall ensure that it’s meetings comply with the provisions required by AB 361 (2021) for holding teleconferenced meetings; and 223 of 365
3 WHEREAS, on October 19, 2021, the City Council adopted Resolution Of The City Council Of The City Of Pinole Authorizing Remote Teleconference Meetings Pursuant To AB 361; and
WHEREAS, AB 361 (2021) allows the City Council to continue to conduct meetings via teleconference upon a finding every thirty (30) days thereafter that a State of Emergency continues to exist which either continues to directly impact the ability of members to meet safely in person, or state or local officials continue to impose or recommend measures to promote social distancing; and
WHEREAS, the City Council has re-affirmed the necessary findings in order for the City Council, and all of the City’s other legislative bodies, to continue to hold remote teleconference meetings pursuant to AB 361 and on that basis adopted a Resolution Of The City Council Of The City Of Pinole Authorizing Continued Remote Teleconference Meetings Pursuant To AB 361 on November 16, 2021, and every thirty (30) days thereafter, most recently adopted on January 18, 2022;
WHEREAS, on January 18, 2022, the City Council adopted Resolution Confirming Continued Existence of Local Emergency; and
WHEREAS, the City Council has reconsidered the need to conduct meetings remotely within thirty (30) days of the Resolution and finds the need continues to exist.

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Pinole hereby declares as follows:

1. The above recitals are true and correct, and incorporated into this Resolution.

2. In compliance with AB 361 (2021), and in order to continue to conduct teleconference meetings without complying with the usual teleconference meeting requirements of the Brown Act, the City Council makes the following findings:
a) The City Council has reconsidered the circumstances of the State of Emergency; and
b) The State of Emergency, as declared by the Governor and the City, continues to exist, directly impacting the ability of the City Council and the City’s legislative bodies, as well as staff and members of the public, from meeting safely in person; and
c) The CDC continues to recommend physical distancing of at least six (6) feet due to COVID-19 and as a result of the presence of COVID-19 and the increase of cases due to the Delta and Omicron variants, meeting in person would present imminent risks to the health or safety of attendees, the legislative bodies and staff.
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4 3. The City Council and all of the City’s other legislative bodies may continue to meet remotely in compliance with AB 361 (2021), in order to better ensure the health and safety of the public.

4. The City Council will revisit the need to conduct meetings remotely within thirty (30) days of the adoption of this resolution.

PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on the 15th day of February, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I hereby certify that the foregoing resolution was introduced, passed, and adopted on the 15th day of February, 2022.
____________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL
REPORT
DATE: FEBRUARY 15, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARIA PICAZO RECREATION MANAGER
SUBJECT: OPTIONS FOR A CITY-SPONSORED FOURTH OF JULY
CELEBRATION FOR 2022

RECOMMENDATION
City staff recommends that the City Council receive a report on options for a Citysponsored Fourth of July celebration for 2022 and provide direction to staff.

BACKGROUND
At its meeting on May 4, 2021, the City Council discussed the possibility of a Citysponsored fireworks show for Fourth of July 2021 (City Council staff report attached).

The City Council decided not to move forward with a show in 2021. The City Council did direct staff to provide Council with a report in January 2022 on options for a Fourth of July fireworks display in 2022 with a net City cost of no more than $40,000.

On February 1, 2022, staff presented a report to the City Council that outlined options for a City-sponsored Fourth of July fireworks display in July 2022 (City Council staff report attached). At that meeting, Council directed staff to return to Council with information on options for a Fourth of July celebration that did not include fireworks. In addition, Council directed staff to again contact the City of Hercules to determine whether the two cities could collaborate and cost share on a coordinated Fourth of July celebration, potentially including fireworks.

Note that Council allocated $100,000 for unspecified community events in the FY 2021/22 budget.

REVIEW AND ANALYSIS
Alternatives to Fireworks for a Fourth of July Celebration Staff researched alternatives to fireworks for a Fourth of July celebration. Staff received proposals for laser light and drone light shows. Staff was not able to find a vendor that could offer a water and light show.
11B
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Laser Light Show
Vendor: Dynamic FX
Cost: $8, 000
Date: Saturday, July 2
Event Details: A multi-laser light show projected in front of the audience including music
Location: Fernandez Park
Show length: Approximately 15 minutes
Visibility: Immediate vicinity only
Vendor: Laser Light Company
Option 1
Cost: $6,500
Date: July 2-4 (open availability)
Event Details: A multi-laser light show projected on a screen including music Location: Fernandez Park
Show length: Approximately 15 minutes
Visibility: Immediate vicinity only
Option 2
Cost: $16,500
Date: July 2-4 (open availability)
Event Details: A multi-laser light show projected in front of the audience including music. This show will include more lasers than the basic laser show quoted above.

Location: Fernandez Park
Show length: Approximately 20 minutes
Visibility: Immediate vicinity only
Drone Light Show
Vendor: Drone Light Show
Cost: $18,400
Date: July 2-4 (open availability)
Event Details: A one hundred drone show above Fernandez Park including music.

Location: Fernandez Park
Show length: Approximately 20 minutes
Visibility: Immediate vicinity and may be visible for up to one mile away from the launching location.

Vendor: Hire UAV Pro
Cost: $40,000
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Date: July 2-4 (open availability)
Event Details: A one hundred drone show above Fernandez Park. Music will not be provided.

Location: Fernandez Park
Show length: Approximately 10-12 minutes
Visibility: Immediate vicinity and may be visible for up to a mile away from the launching location.

Fourth of July or Summer Festival
Vendor: Multiple
Cost: $15,000
Date: July 2, 2022
Event Details: A festival in Fernandez Park which could include food vendors, music, carnival games, inflatable slides, balloon twisters, face painters, and an opportunity for City Departments and local organizations to table the event and provide information.

Joint Fireworks Show/Sponsorships
Staff again contacted the City of Hercules regarding a joint event. The City of Hercules appropriated funding for a fireworks show and plans to host the event on the Fourth of July. Hercules staff is in the process of selecting a launching location on land in Hercules, but they are not opposed to continuing the conversation on collaboration.

Staff also contacted the Bayfront Chamber of Commerce to request the Chamber’s sponsorship of a City Fourth of July event. The Chamber will present the event to the board of directors for consideration once the City has finalized the event details.

Additional Information and List of 2022 Events
Staff contacted numerous vendors to request proposals for Fourth of July related events, but availability is limited. Most vendors contacted are already booked for the Fourth of the July weekend. The vendors that provided quotes will reach capacity soon. If Council provides direction, staff will start the process to reserve the necessary vendors and execute necessary contracts.

Note that Fourth of July falls one week after the traditional date of the annual car show, which is normally held on the last weekend of June. (The 2022 car show is tentatively set for June 26, 2022.) Council approved providing City support to the 2021 car show in an amount up to $15,000. The actual cost of City support was $30,000 Staff is recommending that Council allocate $30,000 from the $100,000 already budgeted for unspecified community events to support the 2022 car show.
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Staff also recommends that the City Council review and approve the following list of Citysponsored community events for 2022.

Tentative List of 2022 Community Events
• April 2022: Spring Egg Hunt
• April or May 2022: Community Service Day
• June 2022: Pinole Car Show
• July 2022: Fourth of July Celebration TBD
• July – September 2022: Summer concerts and movies in Fernandez Park • August or October 2022: National Night Out
• September 2022: Coastal Cleanup
• October 2022: Dumpster Day and Fall Festival or Halloween Movie • November 2022 Veterans Day Event and Senior Center Craft Fair • December 2022: Holiday Festival
Staffing Costs
Support from various City departments will be needed to implement the Fourth of July celebration, including event coordination and crowd control and safety. Staff costs are estimated to be approximately $12,770. The total cost for all community events listed above has not been determined.

FISCAL IMPACT
The gross cost to the City for a Fourth of July celebration would range from approximately $19,270 to $52,770 depending on the event sponsored. The net cost to the City would depend on financial contributions toward the event received from other organizations.

The costs associated with the additional 2022 community events were included in the FY 2021/22 budget.

ATTACHMENTS:

Attachment A: City Council Staff Report for May 4, 2021 Attachment B: City Council Staff Report for February 1, 2022 229 of 365

CITY COUNCIL
REPORT 9A
DATE: MAY 4, 2021
TO: MAYOR AND COUNCIL MEMBERS
FROM: HECTOR DE LA ROSA, ASSISTANT CITY MANAGER
SUBJECT: OPTIONS FOR FOURTH OF JULY FIREWORKS AND OTHER FESTIVITIES IN 2021

RECOMMENDATION
Staff recommends that the City Council receive information on options for Fourth of July fireworks and other festivities in 2021, discuss, and provide direction to staff as appropriate.

BACKGROUND
At its meeting on April 6, 2021, the City Council requested a future Council agenda item to discuss options for Fourth of July fireworks and other festivities in 2021. City staff has prepared the information below for Council’s consideration.

In February 2019, Council Member Salimi requested a future agenda item to discuss reinstating the Fourth of July fireworks display in Pinole. The City Council supported the request and added that the discussion should include potential funding from non-City sources.

On April 7, 2020, staff presented a report (attached) to the City Council that outlined options for public fireworks in Pinole. It was determined that the only permissible location from which to launch fireworks in Pinole would be a barge in the bay, due to firework fall zone issues.

Additionally, as the City was in the midst of the COVID pandemic at the time, there were concerns that having a Fourth of July event would result in large gatherings which was in violation of the restrictions imposed by the State and the County.

The City Council decided not to move forward with fireworks in 2020.

ATTACHMENT A
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City Council Report
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REVIEW AND ANALYSIS
The situation regarding permissible location and cost is the same now, with the possible exception of some cost escalation, as it was in April 2020.

Many cities are considering how to approach Fourth of July fireworks and other festivities in 2021. Many cities which have had Fourth of July public events, including fireworks, in years past, are considering or planning to cancel the event this year, due to the lead time required to plan the event and the concern that it still might not be legal or safe to hold large, in-person gatherings by Fourth of July.

Last year, the City of Hercules expressed interest in partnering with the City to host a parade or a Fourth of July event, if the City moved forward with an event. However, following our analysis the City determined not to schedule an event in 2020. This year, the non-profit organizations or community groups that historically have put together a fireworks event, of which the City of Hercules is involved on some level but are not the lead agency of the event, have decided not to continue organizing due to COVID. The City of Hercules stated that there have been some discussions about hosting a firework show in the future but no date or structure of the event has been revealed.

Note that the City of Pinole Police Chief and Fire Chief do not believe that having a City fireworks display will have any notable impact on the possible illegal use of fireworks by individuals.

As an option for discussion, the City can plan for a “reopening” event later in the year, which could include fireworks, assuming a barge is secured, and all emergency precautions are addressed.

FISCAL IMPACT
None.

ATTACHMENTS:

Attachment A: Staff report of April 7, 2020
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ATTACHMENT A to MAY 4, 2021
CITY COUNCIL 9A
REPORT
DATE: APRIL 7, 2020
TO: MAYOR AND COUNCIL MEMBERS
FROM: HECTOR DE LA ROSA, ASSISTANT CITY MANAGER

ROXANE STONE, MANAGEMENT ANALYST
SUBJECT: FOURTH OF JULY FIREWORKS SHOW

RECOMMENDATION
Staff recommends that the City Council discuss and provide direction to staff on organizing a Fourth of July fireworks show in 2020.

BACKGROUND
In the past, the City of Pinole conducted a successful Fourth of July public fireworks display, which was well attended by residents of Pinole and surrounding communities.

However, due to the economic downturn in 2008, the City eliminated funding for the event.

In 2008, the last year the City had a fireworks show, the display cost $13,000, of which the General Fund and Redevelopment Agency each paid 50%.

REVIEW AND ANALYSIS
On February 2019, Council Member Salimi requested a future agenda item to discuss reinstating the Fourth of July fireworks display in Pinole. The City Council supported the request but added that the discussion should include potential funding from non-City sources and impacts to City staff.

A fireworks show is characterized by many different elements, including: 1) fireworks provider, 2) length of the show, 3) location, 4) date, 5) cost, and 6) format (size, number, and range of shell).

Staff obtained preliminary proposals from three companies, a summary of which is provided below..

1. Pyro-Spectaculars – the cost of a 15-minute display would be $26,000 on July 4 and $22,800 on July 3. (These amounts are estimates since the company is dealing with tariff issues with China. They will have firm figures if we finalize a contract).
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2. Devastating Pyrotechnics – the cost of a 20-minute display would be $15,000 on July 4 and $10,000 on July 3.

3. Fireworks of America – the cost of a 15-minute show would be $20,000 on July 4 and $18,990 on July 3.

City staff evaluated the suitability of five different potential launch sites. Staff first looked at the site used in 2008, which was adjacent to the Water Pollution Control Plant (WPCP).

The Fire and Development Services Departments determined that the site was not viable because the WPCP lies within the required “fall” safety zone (300 to 600 feet around the launch point), including flammable and hazardous materials.

Staff evaluated four other potential locations (mapped in Attachment A) and determined that all were inappropriate due to flammable material within the fall zone or other limitations. Indeed, staff determined that there was not a single location in the City that met fall zone requirements, and that the use of a barge was the only viable option.

Devastating Pyrotechnics is the only vendor that is willing to arrange barge services and Westar Marine is the only company in the area that is able to load and carry fireworks.

The additional cost for this service is $11,650 if they do a same day load in tow to Pinole.

If the tow is performed the day prior, the cost is $12,650. The recommendation from Devastating Pyrotechnics is that if the City requires utilizing a barge service, that it be done the day prior to the event to avoid any last-minute issues. The use of a barge might require approval from the Department of Fish and Game and the Coast Guard. Staff has reached out to both departments to determine if permits are required, as well as contacted Devastating Pyrotechnics regarding the size of the barge needed, and is waiting for a response.

In order to hold a fireworks event, there would be additional City staffing expenses and logistics. The costs are mainly attributed to crowd safety and control. • The Fire Department expenses are estimated to be approximately $2,500. This would include one additional Fire suppression staff member (for a total of four) and one additional apparatus, likely a small truck to allow access in a small and crowded space if medical assistance were needed on the bridge. • Police expenses are expected to be approximately $4,170. This cost represents two sergeants at 5 ½ hours of overtime; nine officers at 5 ½ hours of overtime; and two Community Services Officers at regular straight time. • Public Works expenses are expected to be approximately $2,900. This amount reflects overtime for three Public Works Maintenance Workers, one Public Works Supervisor, three vehicles, and equipment for a street closure at Tennent Ave.

Part of the reason for this level of staffing is due to the need to monitor the new 233 of 365
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April 7, 2020 3
Bay Trail Bridge for safety reasons. That effort will also require coordination with the East Bay Regional Park District.
• The cost of approvals/permits from various agencies is unknown at this time.

Although a modest public event in some respects, assembling the extra staff noted above would place a significant burden on the City’s relatively small public safety workforce, and would require employees to cancel planned leave during that time.

In previous years, fundraising activities were used to partially offset the cost of the fireworks display. Should the Council wish to seek assistance in funding of the fireworks, staff can reach out to the Chamber, local merchants, and other organizations to seek contributions and/or sponsorship of the event.

FISCAL IMPACT
Preliminary cost estimates for a fireworks display, including staff costs, are $31,220 for July 3 and $37,220 for July 4. Funding for a fireworks show was not included in the FY 2019/20 budget.

Given the significant cost, practical challenges of arranging a show at this time, and the additional workload for public safety staff that are currently focused on critical public health issues, staff recommends that Council defer a fireworks show for the time being and consider including funding for one in the FY 2020/21 budget.

ATTACHMENTS:

A Location Map
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ATTACHMENT A to April 7, 2020
Site- Adjacent to WWTP
Site- Hercules Site
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Site- Business Park
Site- Fernandez Park
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CITY COUNCIL
REPORT
DATE: FEBRUARY 1, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARIA PICAZO RECREATION MANAGER
SUBJECT: OPTIONS FOR A CITY-SPONSORED FOURTH OF JULY FIREWORKS SHOW FOR 2022

RECOMMENDATION
City staff recommends that the City Council receive a report on options for a Citysponsored Fourth of July fireworks show for 2022.

BACKGROUND
On April 7, 2020, staff presented a report to the City Council that outlined options for a City-sponsored Fourth of July fireworks display in Pinole. It was determined that the only permissible location from which to launch fireworks in Pinole would be a barge in the bay, due to firework fall zone issues.

The City Council decided not to move forward with a City-sponsored fireworks display for Fourth of July 2020 as the City was in the midst of the COVID pandemic and there were concerns that having a Fourth of July event would result in large gatherings, which might be inconsistent with State and the County health directives.

At its meeting on May 4, 2021, the City Council discussed the possibility of a Citysponsored fireworks show for Fourth of July 2021 (City Council staff report attached).

REVIEW AND ANALYSIS
Proposals
Staff contacted four companies to request proposals for a fireworks show in Pinole for Fourth of July 2022. The City received two proposals from companies that are able to provide a fireworks show from a barge in the bay. Many companies indicated that they 10A

ATTACHMENT B
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City Council Report
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have been overwhelmed with requests this year and will be unable to fulfill all requests due to staffing and supply shortages.

Below is information on the two proposals received.

Devastating Pyrotechnics
Cost: $38,100 (excluding permits)
Date: Either Sunday July 3, 2022 or Monday July 4, 2022 (no cost difference) Show length: Approximately 18 minutes
Visibility: Estimated to be up to two miles from the bay Fireworks & Stage FX America
Cost: $37,000 for Saturday July 2, 2022 (excluding permits) $40,000 for Sunday July 3 or Monday July 4, 2022 (excluding permits) Date: Saturday July 2, 2022 (cost difference)
Either Sunday, July 3, 2022 or Monday July 4, 2022 (no cost difference) Show length: Approximately 16 minutes
Visibility: Estimated to be up to two miles from the bay The vendor would be responsible for obtaining all necessary permits and having all necessary safety measures for the launch site (barge) in place.

The cost of permits that the vendor would be required to obtain are not included in the proposed costs above. The vendor would determine the permit costs when they applied for the permits. The vendors have estimated that permit fees will be $1,000 - $2,000.

The vendors stated that the City would need to execute agreements with the vendors to secure the dates as the vendors expect to reach their full capacity for bookings by the end of February. The companies also need sufficient lead time to obtain the necessary permits, insurance, supplies, and staff to execute the fireworks show.

Viewing Location
Staff proposes that the City would not designate one particular viewing location. Rather, the City would provide a list of numerous possible viewing locations.

Staffing Costs
Support from various City departments will be needed to implement the fireworks show, including event coordination and crowd control and safety. Staff costs are estimated to be approximately $12,770. Below is a breakdown per department. 238 of 365
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• The Fire Department expenses are estimated to be approximately $2,750. This would include staffing two additional Fire suppression staff (for a total of 5) and one additional apparatus, likely a small truck to allow access in a small and crowded space were medical assistance needed.
• Police Department expenses are estimated to be approximately $4,420. This cost represents two Sergeants at 5 ½ hours of overtime; nine sworn officers at 5 ½ hours of overtime; and two Community Services Officers at regular straight time.
• Public Works expenses are estimated to be approximately $4,000. This amount reflects overtime for three Public Works Maintenance Workers, one Public Works Supervisor, three vehicles, and equipment for a street closure at Tennent Ave. • Community Services Department expenses are estimated to be approximately $1,600. This reflects staff’s time to coordinate the event and marketing for the event.

Part of the reason for this level of staffing is due to the need to monitor the Bay Trail Bridge for safety reasons. That effort will also require coordination with East Bay Regional Park District.

Sponsorship Information
In previous years, fundraising activities were used to offset the cost of the Citysponsored Fourth of July fireworks display. Should the Council wish to seek assistance in funding of the fireworks display, staff can reach out to the Bay Front Chamber, local merchants, and/or other organizations to seek sponsorship of the event. Based on past experience seeking sponsorships for community events, City staff expects that it would be possible to acquire $5,000 in private sponsorships. City staff contacted staff at the City of Hercules to determine whether Hercules might be interested in cosponsoring the fireworks display through a financial contribution. Hercules is planning to host their own Fourth of July fireworks show and are in the beginning stages of planning. There might be an opportunity for collaboration between the City of Pinole and the City of Hercules.

FISCAL IMPACT
The gross cost to the City for a fireworks show on Saturday July 2, 2022, including City staff and permit costs, would be approximately $51,770. The gross cost for a show on Sunday July 3, 2022 or Monday July 4, 2022 would range from approximately $51, 070 to $54,770 depending on the fireworks company. The net cost to the City would depend on financial contributions toward the event received from other organizations.

The costs associated with a fireworks show for Fourth of July 2022 was not included in the FY 2021/22 budget. However, Council did include $100,000 for community events in 239 of 365
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February 1, 2022 4
the Community Services Department FY 2021/22 budget. Expenses for the fireworks show could be allocated to this account if Council chooses to provide that direction.

ATTACHMENTS:

Attachment A: City Council Staff Report for May 4, 2021 Attachment B: Devastating Pyrotechnics 7/3/2022 or 7/4/2022 Proposal Attachment C: Fireworks & Stage FX America 7/2/2022, 7/3/2022 or 7/4/2022 Proposal
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CITY COUNCIL
REPORT 9A
DATE: MAY 4, 2021
TO: MAYOR AND COUNCIL MEMBERS
FROM: HECTOR DE LA ROSA, ASSISTANT CITY MANAGER
SUBJECT: OPTIONS FOR FOURTH OF JULY FIREWORKS AND OTHER FESTIVITIES IN 2021

The City Council decided not to move forward with fireworks in 2020.

ATTACHMENT A
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City Council Report
May 4, 2021 2

REVIEW AND ANALYSIS
The situation regarding permissible location and cost is the same now, with the possible exception of some cost escalation, as it was in April 2020.

Note that the City of Pinole Police Chief and Fire Chief do not believe that having a City fireworks display will have any notable impact on the possible illegal use of fireworks by individuals.

As an option for discussion, the City can plan for a “reopening” event later in the year, which could include fireworks, assuming a barge is secured, and all emergency precautions are addressed.

FISCAL IMPACT
None.

ATTACHMENTS:

Attachment A: Staff report of April 7, 2020
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Proposal for:

City of Pinole
Pinole, California
July 4th, 2022
Craig Cutright
408-674-2021
[email protected]
July 4th 2022
Pinole, CA
Pyrotechnic Bid Summary

ATTACHMENT B
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2 Display Elements / Shell Count
July 4th, 2022 “Barge” ($25,000)
Summary shell count and proximate product totals are listed for review. In addition, custom multi break shells and effects may be used to enhance the audience experience. The display incorporates breaking shells from the world’s top manufacturers imported by Devastating Pyrotechnics of San Francisco, (including Shenma, Panda and Yung Feng) along with Japanese, Italian style aerial shells and we are proud to support those made in the US.

To ensure the customer is provided the most amazing display possible, we will Include in this bid, the choreography and wireless transmission of music if client so desires.

Shell Size /Effect / Device Display Shell/Shot
Count
Total
Qty
Body 274
4” Shells 144
5” Shells 60
6” Shells 40
7” Shells 10
8” Shells 10
10” Shells 10
Multi Shot Bombardments 1,200
300 Shot Multi-Color and Effect Bombardments 600
600 Shot Multi-Color and Effect Bombardments 600
Finale 180
4” Shells (Chained Finale) 140
5” Shells (Chained Finale) 40
Total Shell Count / Run Time / Price Shell Total
Shell Total* 1,654
Finale Shell Subtotal 180
Finale Run Time 2 min
Total Show Run Time 18 min
Total Display Price $25,000
*As an operating standard and value added feature, Devastating Pyro displays are loaded with additional product (above listed shell count) to exceed expectations, ensuring over 100% compliance with contract shell count. 244 of 365
3 Summary Plot Maps / Launch Site
City of Pinole WWTP, Pinole CA

Once Devastating Pyro’s bid is accepted, Devastating Pyro will lay out an exact plot map of the shoot location/launch site, boundaries, etc.

Plot Map I. Safety Zone (setbacks) – 1,000+ feet
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4 References / Endorsements
City of San Jose, Ca- 4th of July Robert Vonderworth 408-802-8640 San Jose Council Member Johnny Khamis
San Francisco Chinese New Year Pyrotechnics Beverly Lee (415) 391-8828 San Francisco- Vietnamese Tet Festival Pyrotechnics
San Francisco- Mayor Ed Lee’s Private Inauguration Party Redwood City July 4 Fireworks Celebration Keith Kadera (650) 255-2393 Six Flags Entertainment Corp - Director Scott Sterner 661-255-4858 Bay 101 Casino Fireworks – June Richardson (408) 437-5506 Hayfork Speedway July 4 Fireworks Celebration- Bill Foster (530) 739-8659 City of Redondo Beach Marina – Craig Stanton 310-374-3841 x-202 Lucky Bear Casino Hoopa Valley Fireworks Norvin Hostler (530) 625-5198 Western Pyrotechnic Association Public Display – Lake Havasu, AZ Redwood City Annual Hometown Holiday Christmas Fireworks Johnson Steak House- New Year Eve Fireworks Extravaganza Woodlawn Memorial Park Daytime Fireworks
City of Marysville’s Annual Weekend Bok Kai Festival and Parade Woodlawn Memorial Park Fireworks - Betty Su (650) 755-1727 246 of 365
5 Contact Info / Experience / Personnel
Devastating Pyro Inc.

PO BOX 782
Pinole, Ca. 94564
WEBSITE: www.DevastatingPyro.com
ADMINISTRATIVE STAFF:

Kenny Chee - 15 years’ experience Product Selection. Devastating Pyrotechnics Fireworks Importer. Licensed ATF Explosives Importer & Manufacturer. Licensed Pyrotechnic Operator. Public Fireworks Displays. Western Pyrotechnics Association, NFPA Craig Cutright – Senior Show Producer /Choreography over 15 years’ experience Digital systems choreography. MLB, Santa Cruz. Western Pyrotechnics Association. Finale Fireworks/Pyro-mate/Cobra. Licensed Operator
Jack Lee- Site Storage and Product Security
In Closing,
We at Devastating Pyro would like to thank you for looking at our proposal. Our passion started as a spark, and as we ignite the thrill and excitement of an amazing show, the more we want to expand. We want all of California to experience a top quality show with all of the latest product and equipment. We hope to let Pinole experience our passion!

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COST ESTIMATE/FEE SCHEDULE FOR DEVASTATING

PYROTECHNICS PINOLE

FIREWORKS SHOW
07/04/2022
DATE:01/24/2022
CUSTOMER: Devastating Pyrotechnics
CONTACT: Craig Cutright
PHONE:408.674.2021
EMAIL:[email protected]
Item Amount Rate Cost
Daily rent of one barge 07/04/22 1 day $1200/day/barge $1,200 Barge shifts for loading/unloading 3 hrs $800/hr $2,400 (includes fuel surcharge) Move barge to/from shoot 8 hrs $1100/hr $8,800 (includes fuel surcharge) Insurance on barge 1 barge $350/barge $350
Survey charges $350 $350
Total $13,100
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City of Pinole
Presents
Independence Day
A Fireworks Extravaganza
July 4,2022
Produced by
"The Difference is Quality"

ATTACHMENT C
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City of Pinole
July 4,2022
Aerial Show Presentation Aerial Grand Finale
Program A
Streaking Comets with tails
3" 10 Color & Multi-Color Finale Shells
Color & Multi-Color Aerial Shells 3" 150
3" 60 4" 20
4" 30 5" 4
5" 15
6" 5 Finale Crown
6" 2
Flitter, Glitter, Electric Color &
Color Changing Shells
3" 30
4" 20 Grand Totals
5" 15
6" 5 Aerial Shell Counts
Distinctive & Unique Aerial Shells 3" 340
3" 40 4" 110
4" 20 5" 59
5" 10 6" 22
6" 5 Multi-shots 300
Total Aerial Shell Counts
Premium Aerial Shells 831
3" 50
4" 20
5" 15 Program Price
6" 5
Total Program Price Inclusive of
Multi-shot Barrages: Insurance, Operator and
qty total shots Transportation
150 Shot: 2 300
Cost $40,000
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Fireworks America Products
"The Difference Is Quality"
Fireworks America has sought to affiliate itself with world renown-award winning manufacturers, both foreign and domestic. In every show you will find only the highest quality of products, designs, and variety which will far surpass those of our competitors.

Product Definitions Are:

Standard: Aerial Shells include: One color products and multiple colored products such as Chrysanthemums, Peonies, Hearts, Rings, Red, Green, Blue, Yellow, Purple, Orange, Variegated, etc. Our variety is unmatched and as such we can guarantee over 40 varieties in this category.

Compare to our competitors "Color", "Fancy", some "Extra Fancy", "Standard" or "Japanese Style Deluxe" Shells.

Classic: Aerial Shells include: Flitter, Glitter, Electric Color, Color Changing Transformation, Penny Glitter, Glitter & Color, Magnesium Red Electric, Red to Blue, Comets, etc.

Our variety is unmatched and as such we can guarantee over 50 varieties in this category.

Compare to our competitors "Extra Fancy", "Floral", "Classic" or "Japanese Style Super Effect" Shells
Select: Aerial Shells include: Distinctive and Unique Aerial Shells such as Spiders, Multiple Reports, Strobes, Multiple Effect Shells, Domestic Glittering Comets, Double Hearts, Crackling Effects, Double Ring Shells, Saturn Shells, Tourbillion Shells, Waterfalls, Special Pattern Shells, Weeping Willow Shells, Shell of Shells, Coconut Palms, and Serpentine Shells, etc..

Compare to our competitors "Special" or "Japanese Style Special Effect" Shells.

Premium: Aerial Shells include: Crossettes, Serpents, Whistles, Whistles and Reports, Serpents and Strobes, Fish and Whistles, Tourbillions to Reports, Thunder and Rainbow, Serpents and Stars, Nishiki Kamuros, and many other American Made Specialty Shells.

Our competitors cannot compare with our Domestically-Made Superstars.

Comets Bombardments Vivid Colors
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City of Pinole
Show Concept, Services List,
and Miscellaneous Details
Services List:

Fireworks America to Provide:
1) Permit Filings as Required 1) A Suitable Firing Site 2) Storage and Delivery of fireworks 2) Adequate Security for Firing Site 3) All Equipment to produce the display 3) Permit Fees
4) Insurance Aggregate amount of 4) Standby Firefighter Fees, if req'd $10,000,000 (Combined Single Limits) 5) Sound System and Playback 5) Worker's Compensation Insurance 6) Adequate Permit Time as (Statute) listed below.
6) Ipod, CD or Flash Drive
7) Choreography
Minimum Time Required
Fireworks America will provide permitting services on your behalf. There are minimum times required to pull these permits. Contracts and deposits must be signed and back to us prior to starting these services. Here are the minimum permit times.

Land Based Shows based require a minimum of 30 days to permit based on Local and State Ordinance, FAA and other requirements.

Water based shows require a minimum of 60 days to permit based on all of the above PLUS Coast Guard requirements.

Please plan your show accordingly.

Operators and Assistants:

Fireworks America will provide the services of a State Licensed Pyrotechnic Operator and experienced crew to fire your display. The entire crew will be covered under Fireworks America's Worker's Compensation Insurance.

Payment Terms:

Continued
City of Pinole to Provide:
50% deposit is due on Contract Execution, Balance Net 10 days after display. 252 of 365
City of Pinole
Show Concept, Services List,
and Miscellaneous Details
Method of Discharge:

The show will be fired electrically. Each fireworks event will have its own ignitor for precise timing. Fireworks America will provide the firing panel, cable, distribution system and power for the show.

Choreography:

The program will be choreographed utilizing the latest innovation in computerized-fireworks choreography. This will allow maximum accuracy in firing and timing of the display. The fireworks will follow the music precisely and provide an exhilarating experience for the viewer.
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Fireworks & Stage FX America, Inc./LLC BATF License Number:
dba: Fireworks America 9-CA-073-20-6B-01843
PO Box 488 9-CA-073-23-6B-01844
Lakeside, CA 92040
619-938-8277 California Licenses:
619-938-8273 Fax GPD-0528
I/E-1129
W-1132
1) This Contract, entered into this 24th day of January, 2022, by and between FIREWORKS & STAGE FX AMERICA, INC., dba FIREWORKS AMERICA, a California Corporation, duly licensed by the Federal Bureau of Alcohol, Tobacco, Firearms and Explosives and the State of California, hereinafter referred to as "FA" and CITY OF PINOLE hereinafter referred to as "BUYER".
2) FA agrees to furnish BUYER, in accordance with the terms and conditions set forth herein, One (1) fireworks/special effects display as per Program A, submitted, accepted and made part hereof,and the services of a licensed pyrotechnic operator who will be in charge of the execution of said display unless otherwise agreed in writing. This display is to be performed on July 4,2022, located at Pinole Waterfront.

The time of the display is to be at: 9:30 PM or TBD
3) BUYER agrees to pay FA the sum of: Forty Thousand Dollars, (U.S.) ($40,000.00), per the following terms:
50% of the Sum is to be paid to FA at the signing of the Contract,Balance Net 10 Days After Display Contract and Deposit to be received by: 2/15/2022
4) Should the BUYER default on these payment terms, a finance charge at a rate of 1.5% per month, 18% annual percentage rate, or the maximum rate permitted by law, whichever is greater, will be charged and accrued on the unpaid balance of the Contract until the Contract is satisfied.

FA is hereby authorized to receive BUYER's financial information from any person or entity for the purpose of verifying BUYER's ability to pay.
5) BUYER, at its expense, agrees to provide FA a suitable DISPLAY SITE in which to stage, setup and fire the display. This DISPLAY SITE will incorporate an appropriate fallout zone, which has to be approved by FA, and that will fulfill any requirements set forth by any governing legal authority. Should the proposed site require the involvement of specialized equipment, watercraft or clean up, BUYER agrees to provide said equipment and labor at BUYER's expense.

Initial: _________

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Pinole City CouncilFebruary 15, 2022

Pinole City Council
February 15, 2022