Agenda packet — Pinole City Council, May 3, 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
May 3, 2022
5:00 P.M
Please note: HYBRID MEETING FORMAT & EARLY START TIME

OPEN SESSION WILL RECONVENE FOLLOWING THE

CONCLUSION OF THE CLOSED SESSION
Attend in person : PINOLE CITY COUNCIL CHAMBERS - 2131 PEAR STREET OR
Attend VIA ZOOM TELECONFERENCE – Details provided below Please note: Updated COVID-19 safety protocols will be posted outside the City Council Chambers. Please review this information before entering the Council Chambers.

How to Submit Public Comments:

In Person: Attend meeting at the Pinole City Council Chambers, fill out a yellow public comment card and submit it to the City Clerk.

Via Zoom:

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 (subject to modification by the Mayor)
• 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

CORONAVIRUS ADVISORY
INFORMATION:

CLICK HERE for City Updates
CLICK HERE for County Updates
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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.

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.

Please note: Updated COVID-19 safety protocols will be posted outside the City Council Chambers. Please review this information before entering the Council Chambers.

OTHER 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 Murray, City Attorney Casher, Human Services Director Shell
Employee organization: All groups
Unrepresented employee: All employees

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

F. City Attorney Report
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8. RECOGNITIONS / PRESENTATIONS / COMMUNITY ANNOUNCEMENTS A. Proclamations

1. Public Service Employee Recognition Week

2. Municipal Clerks Week
B. Presentations

1. Presentation by Greenbelt Alliance on Resilience Book

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 April 19, 2022 Regular Meeting.

B. Receive the April 16, 2022 -April 29, 2022 List of Warrants in the Amount of $1,357,245.53, the April 22, 2022 Payroll in the Amount of $212.426.75 (Special PD Settlements) and the April 29, 2022 Payroll in the Amount of $457,906.98.

C. Resolution Continuing Authorized Remote Teleconference Meetings Pursuant to AB 361 [Action: Adopt Resolution per Staff Recommendation (Casher)] D. Resolution Authorizing the City Manager to Execute Agreements for Sustainability Initiatives with Rincon Consultants and Strategic Energy Innovations (SEI) and Appropriating Funding [Action: Adopt Resolution per Staff Recommendation (Whalen)]
E. 3rd Quarter CIP Update [Action: Receive and File Report (Mishra)] F. Receive The Quarterly Report on Implementation of the Greenhouse Gas Inventory and Climate Action Plan for Fiscal Year (FY) 2021-22 Third Quarter [Action: Receive and File Report (Whalen)]
G. Receive the Quarterly Report on Implementation of the Strategic Plan for Fiscal Year (FY) 2021-22 Third Quarter [Action: Receive and File Report (Murray)] H. Ordinance Adopting a Military Equipment Use Policy and Adding Chapter 2.60 to the Pinole Municipal Code in Compliance with AB 481 [Action: Waive Second Reading and Adopt Ordinance per Staff Recommendation (Casher)]

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 4 of 246
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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

11. OLD BUSINESS
None

12. NEW BUSINESS
A. Preliminary Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget [Discuss and Provide Direction (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 May 17, 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: April 28, 2022 at 4:00 P.M.
_________________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL MEETING

MINUTES
April 19, 2022

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The City Council Meeting was held in a hybrid format (in-person and 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 5:00 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
Alex Mog, Assistant City Attorney
Chris Wynkoop, Fire Chief
Neil Gang, Police Chief
Jeremy Crone, Pinole, Police Department, Operations Lieutenant Maria Picazo, Recreation Manager
David Snell, Pinole Community Television Coordinator
Roxane Stone, Deputy City Clerk
City Clerk Heather Bell announced the agenda had been posted on Thursday, April 14, 2022 at 4:00 p.m. with all legally required written notices. One written comment had been received in advance of the meeting, distributed to the City Council and published online. 6 of 246
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Following an inquiry, the Council reported there were no conflicts with any items on the agenda.

A. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Pursuant to Gov. Code § 54956.9 (d) (1)
MVP Construction

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

7. REPORTS & COMMUNICATIONS
A. Mayor Report

1. Announcements
None
B. Mayoral & Council Appointments
None
C. City Council Committee Reports & Communications
Council member Toms reported she had attended a West Contra Costa Unified School District (WCCUSD) Pinole High School Family Community Meeting with another meeting planned for May 10, 2022 at Hercules High School, with signups on the WCCUSD website; she and Council member Tave had participated as the Municipal Code Update Subcommittee with one of the items discussed to be addressed as part of item 10A; and she had attended a Naming Committee 7 of 246
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meeting to discuss designated names on City property, with a recommendation to be presented at the next meeting of the City Council for a plaque to be placed in Amber Swartz Park in honor of Dean Allison the former Public Works Director for the City of Pinole.

Mayor Pro Tem Murphy had also attended the WCCUSD Pinole High School Family Community Meeting with information on future meetings on the WCCUSD website; and briefed the Council on the details of Marin Clean Energy’s (MCE) $6 million program on increasing de-carbonization and electric grid reliability and $3.5 million Clean Electrification Program. As one of the members of the MCE Executive Committee, he reported that he and other members would be traveling to Washington D.C. to lobby on MCE’s Clean Energy Policies. He also wished everyone a Happy Easter, Passover and Ramadan and reported his next monthly coffee and conversation had been scheduled for Sunday, April 24, 2022 at 9:00 a.m. at East Bay Coffee.

Council member Martinez-Rubin briefed the City Council on actions and discussions from a recent WestCAT Board meeting.

Council member Tave wished everyone a belated Easter and reported he had attended the Bay Hills Church Easter event at Pinole Middle School and thanked the church and the WCCUSD for the service.

D. Council Requests for Future Agenda Items

PUBLIC COMMENTS OPENED
Cordell Hindler, Richmond, requested a future agenda item to invite the Executive Director of the Contra Costa Transportation Authority (CCTA) to make a presentation on CCTA projects, and also invite Sabrina Landreth, General Manager, East Bay Regional Park District (EBRPD) to provide an update on how COVID-19 had impacted parks in the Bay Area.

PUBLIC COMMENTS CLOSED
There were no Council requests for future agenda items.

PUBLIC COMMENTS CLOSED
E. City Manager Report / Department Staff
City Manager Andrew Murray reported a Special City Council meeting had been scheduled for April 26, 2022, to be focused on the preliminary version of the Long-Term Financial Plan and allow the City Council the opportunity to provide early input on changes to the budget, to be implemented for the next fiscal year. He also provided an overview of the tentative agenda items for the May 3, 2022 regular City Council meeting.

F. City Attorney Report
City Attorney Casher reported the Municipal Code Update Subcommittee had met on April 11, 2022 and had moved forward with updates to the City’s Encroachment Permit Ordinance and an ordinance and policy update to comply with the requirements of Assembly Bill (AB) 481, Funding, Acquisition and Use of Military Equipment.
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Mayor Salimi returned to Item 6, Citizens to be Heard at this time.

Debbie Long, Pinole, reported she had attended the April 11, 2022 Planning Commission meeting at which time a proposal for Appian Village consisting of townhomes and condominiums had been considered for the former Doctors Hospital property. She was neither for nor against the project but felt there was room for improvement. She expressed concern if someone criticized a project there was an assumption that person was opposed to low income housing. While she suggested the Planning Commission could have taken steps to improve the project, housing at the site would be in conformance with the neighborhood as opposed to the project proposed for the former Kmart property, which project she remained in opposition since it would take away commercial space for economic development, consisted of too many units, was too dense as designed and the property was always meant for commercial use as well as a thoroughfare to the parkway. The project only included 27 units to be set aside for affordable housing, with the remainder of the units to be market rate. The project did not align with the Three Corridors Specific Plan and any zoning incentives the developer may have applied for contradicted the Plan. She asked that the project be taken back to the drawing board with public input via a Town Hall meeting.

Ms. Long also referenced a recent Finance Subcommittee meeting where the Mayor Pro Tem had participated via Zoom, and against all policies and ordinances had advertised his campaign while speaking on Zoom with a large campaign sign visible behind him. The Mayor Pro Tem was running for County Clerk and she questioned having confidence in him when he did not adhere to basic campaign laws. She asked that the Mayor Pro Ten be formally admonished, the video of the Finance Committee not be shown or at the very least the screen be blacked out so that the City did not give the appearance that it supported his campaign.

Ms. Long further commented that the City Council was not to comment on the comments made during Citizens to be Heard since it lent itself to a debate and was not permitted under the Brown Act.

Roy Swearingen, Pinole, was also appalled at what he had seen during the Finance Subcommittee meeting and the fact the Mayor Pro Tem had taken liberties using the City as a backdrop for his own personal campaign, which should be reported to the Fair Political Practices Commission (FPPC).

Ivette Rico, Pinole, identified herself as the Chair of Pinole for Fair Government, and reported a community conversation had been scheduled for April 23, 2022 at the Community Playhouse, with the Chief of Police the special guest. The doors would open at Noon and the presentation would begin at 1:00 p.m. and end at 2:00 p.m., with a half hour question and answer session.

Dates for future community conversations had been scheduled for May 7, May 21, June 11, June 18, July 9, and July 18 with meeting locations, guest speakers and meeting facilitators identified.

Everyone was invited to attend with all participants asked to wear masks.

8. RECOGNITIONS / PRESENTATIONS / COMMUNITY ANNOUNCEMENTS A. Proclamations

1. Recognizing Education and Sharing Day
The City Council read into the record a proclamation recognizing April 12, 2022 as Education and Sharing Day.
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PUBLIC COMMENTS OPENED
Cordell Hindler, Richmond, thanked the City Council for the impressive proclamation.

PUBLIC COMMENTS CLOSED

2. Recognition for Lorraine Hartnett in the Event of her Retirement.

The City Council read into the record a proclamation recognizing Lorraine Hartnett in the event of her retirement.

Lorraine Hartnett, speaking from the audience, thanked the City Council for the proclamation.

In addition to the City Council, Roy Swearingen, City Treasurer; City Manager Murray; City Attorney Casher; Deputy City Clerk Stone and City Clerk Bell expressed their appreciation to Ms.

Hartnett for her calming presence and professionalism, wished her well on her retirement, stated she would be missed, and presented her with gifts of appreciation.

PUBLIC COMMENTS OPENED
Cordell Hindler, Richmond, commended Ms. Hartnett for an outstanding job for the City of Pinole, was pleased she was being recognized, wished her well on her retirement, and read a quote from Martin Luther King Jr. into the record.

Rafael Menis, Pinole, agreed with the commendations and suggested Ms. Hartnett’s role had been fundamentally hidden from the public which had been unaware of her accomplishments. He suggested Ms. Hartnett made the City better through her personal character, kindness, punctuality, ability to keep everyone on track while at the same time not being unduly negative.

He found the City would be losing a great deal with her retirement.

Ivette Rico, Pinole, also commended and recognized the dedication of Ms. Hartnett which was not easily replicated. She wished her well on her retirement.

PUBLIC COMMENTS CLOSED
B. Presentations

1. Community Science Project Presentation by Ann Moriarty, Friends of Pinole Creek Watershed and Dr. Win Cowger, Moore Institute for Plastic Pollution Research
Ann Moriarty, Friends of Pinole Creek Watershed and Dr. Win Cowger, Moore Institute for Plastic Pollution Research, provided a PowerPoint presentation of the results of the Community Science project, “Engaging Community to Protect the Pinole Creek Watershed: Assessment of trash impacts to promote a thriving ecosystem,” which included an overview of the community science trash assessment project that engaged the community via multiple partnerships leading to policy and action to reduce trash in Pinole Creek. Community partners for the project were identified with the City of Pinole having collaborated and would continue to collaborate through expediting permitting and waiving fees, providing dumpsters at the City’s Corporation yard, geographic 10 of 246
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information system (GIS) maps, allowing for staff time, publicizing events, making policy interventions based on findings and funding future assessments.

Dr. Cowger detailed the scientific methodology used pursuant to the California Trash Monitoring Methods and Assessments Playbook and walked through the randomized site choice along the main stem of the creek. The findings of single use food trash found at the study sites by volume and distance to the Bay, and cigarette-related items that were also prevalent in the City limits and trash hot spots were highlighted. An estimated 264 thirty-five gallon trash bins worth of trash had been collected in the creek. While the data had shown that the City was close to completely cleaning the creek, more investment was needed to make Pinole Creek the cleanest creek in the Bay Area. Investments included resource commitment via maintenance crews and staff time, trash capture devices, cleanups and service days, use of a sweeper truck, Pinole Beautification Ad Hoc Committee recommendations and a ban on Styrofoam, and consideration of future implementation.

Policies and actions the community recommended included developing and/or updating city foodpackaging and cigarette ordinances; identifying high trash areas of concern and addressing problems; creating a city-owned trash bin inventory; using data to inform new trash bin locations in areas of concern; initiating monthly trash cleanups and harnessing the power of community groups; instituting an “Adopt-a-Street” or “Adopt-a-Spot” Program (Create Pinole Creek Allies); initiating litter-awareness outreach and educational programs in schools and communities (creative media campaign); and funding a follow-up trash assessment in five years (2026).

Ms. Moriarty recognized that this was a long-term community and science collaboration with Friends of Pinole Creek committed to following up with the community, the City Council and staff to protect the Pinole Creek Watershed.

PUBLIC COMMENTS OPENED
Itzel Gomez, Program Coordinator, Earth Team, Pinole Valley High School, and a resident of San Pablo, reported she had been working with students at Pinole Valley High School for about four years. She emphasized the importance of cities to provide safe and clean access to outdoor spaces such as Pinole Creek, a wonderful and natural resource with bio diversity.

Terrence Clark Tecala. intern, Pinole Valley High School Earth Team, reported that Earth Team had conducted a number of assessments of Pinole Creek, detailed the trash collected and agreed a lot more could be done as described in the PowerPoint presentation.

Victoria Espinosa, intern, Pinole Valley High School Earth Team, commented that with the lower water levels the creek water was not as clean as it should be in that it was full of debris. She emphasized the importance of the creek and keeping it clean.

Randy Snook, intern, Pinole Valley High School Earth Team, highlighted his participation during Earth Team events, and commented on the foundation of sciences and cultures that were complex and must be preserved. He trusted the City Council to solve those issues alongside the volunteer efforts and to move towards progressiveness and collaboration. He emphasized the need to consider the overall environmental footprint and urged the City Council to become aware of these problems since the impacts were too great to overlook. 11 of 246
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Rafael Menis, Pinole, praised all of the groups involved in the data gathering for the Community Sciences project. He commented that the charts in the PowerPoint presentation were logarithmic and as one goes higher there was an order of magnitude change which may influence how the charts were interpreted. He asked the City Council to consider implementing the recommended policies and actions as soon as possible.

Angela Dagrit,intern, Pinole Valley High School Earth Team, spoke to the benefits of Earth Team and highlighted its participation in litter cleanups and creek assessments. Earth Team was also working on science projects for a network and organization that helped connect people worldwide to help the environment. She detailed how collected trash had been analyzed to determine the impacts from trash on the creek water. The results showed that the trash was very harmful to the creek.

Nicole Castillo, intern, Pinole Valley High School Earth Team, found tranquility and peacefulness being outdoors but it was challenging to have that enjoyment at Pinole Creek due to the litter.

She urged the City Council to fund and increase the number of community-based litter cleanups and to raise awareness of the efforts to clean up the creek.

Derek Manahan, intern, Pinole Valley High School Earth Team, detailed the benefits of his participation in Earth Team, suggested that many people littered since they were unaware of the effects on Pinole Creek and the community as a whole, and stated more should be done to increase the visibility of the creek.

Vannapa Dovangphrachanh,, intern, Pinole Valley High School Earth Team, identified the types of debris left in the creek, and litter left below the surface which impacted the environment and natural wildlife habitat. She suggested that Pinole Creek needed more protections to preserve the City’s ecosystems.

Natalie Szumlas, intern, Pinole Valley High School Earth Team, also detailed the benefits of being a member of Earth Team and commented on the number of community activities in which she had participated.

Mayor Salimi thanked all students for their participation.

Cordell Hindler, Richmond, was impressed with the students’ comments. He had visited Point Pinole on occasion, agreed it was a nice place to enjoy nature, but the litter was frustrating. He agreed that more creek cleanups should be funded by the City.

Tony Vossbrink, Pinole, thanked Friends of Pinole Creek for all the efforts. He agreed more creek cleanups should be funded and scheduled but asked whether or not any microfiber, polyethylene or Styrofoam studies had been done and whether or not the City could impose a user tax on restaurants. He also commented that the sand bags the City used during inclement weather consisted of plastic polyethylene which broke down into microfibers and could go into the creek.

He noted that some cities had converted to the use of burlap bags for sand bag stations. Also, while there were open trash bins all over the City, new multiuse recyclable trash bins were to have been installed.

Paula Jarvis, Pinole, a resident of Old Town, commented that Pinole Creek had always been important for recreation, fitness and a connection to nature. She too commended all of the 12 of 246
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students for their comments and emphasized how impactful their involvement had been for this project. She encouraged the City Council to extend an invitation to protect local resources whenever possible to continue to build a sense of ownership and pride.

PUBLIC COMMENTS CLOSED
Council member Tave commended the civic engagement and passion of the students present.

He clarified with Dr. Cowger, that more research needed to be done for the identified hot spots to determine why litter continued to be an issue, particularly at the Caltrans off and on-ramps, which site had total capture but remained dirty. He also clarified that wet and dry weather data had shown similar concentrations at the sites.

Council member Martinez-Rubin appreciated all comments and the acknowledgement that keeping the creek clean was the responsibility of everyone not just the City Council and community members. She clarified with Dr. Cowger there were no acceptable levels of trash versus significant levels of trash, with a policy for completely clean creeks. Also, despite the higher levels of trash, there was the possibility of reducing the levels if everyone did their share.

Ms. Moriarty stated that Pinole Creek was part of a larger ecosystem that included not just what was seen in the biotic environment but humans, and not just looking at the health of the creek but included the entire community beyond the creek and what it meant to everyone.

Mayor Pro Tem Murphy appreciated the focus on all of the data and the leadership of Friends of Pinole Creek and the Moore Institute for Plastic Pollution Research. He also thanked all of the students and the public for their comments and their patriotism for the community and urged them to continue to challenge the City to work as a partner, consider new ideas, and show up. He referenced the use of The Balancing Act Tool to provide assistance in making funding decisions that was available on the City website, and encouraged the students to get the word out in the community since it would help the City Council to prioritize its next steps.

Council member Toms also thanked Ms. Moriarty and Mr. Cowger for their leadership and all students for their participation. She asked that any future assessment consider other funding opportunities including Department of Fish and Wildlife grants. She also asked that the City Council direct the Municipal Code Update Subcommittee to review the proposed recommendations. She added that on Sunday, April 24, 2022, Pinole Rotary Club would be holding a community cleanup at 1:30 p.m. meeting at the Collins Elementary School parking lot.

She suggested an additional recommendation be included with a request that Caltrans install some type of trash capture fence along the on and off-ramps to address the trash migrating down the slope and into the creek.

By consensus, the City Council endorsed the policies and recommendations identified in the PowerPoint presentation to be forwarded to the Municipal Code Update Subcommittee for discussion, although City Attorney Casher explained that the item had not been agendized for action but could be considered as a future agenda item.

Ms. Moriarty thanked the City Council and took the opportunity to present each Council member with T-shirts promoting the project and also thanked City staff for their assistance with a stack of additional T-shirts provided to the City Manager for distribution. 13 of 246
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City Clerk Bell reported that all PowerPoint presentations for this meeting had been posted on the City’s website.

9. 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 March 29, 2022 Special Meeting and the April 5, 2022 Regular Meeting.

B. Receive the April 2, 2022 – April 15, 2022 List of Warrants in the Amount of $315,832.25 and the April 15, 2022 Payroll in the Amount of $486,968.11.

C. Approve An Amendment to the Employment Agreement for the City Clerk [Action:

Adopt Resolution per Staff Recommendation (Shell)]
D. Authorize the City Manager to Implement a Recruitment Incentive Program [Action: Adopt Resolution per Staff Recommendation (Shell)] E. Letter of Support for Assembly Bill (AB) 1944 [Action: Approve Letter of Support per Staff Recommendation (Casher)]
F. Letter of Support for Assembly Bill (AB) 1814 Regarding Investments in EV Charging [Action: Approve Letter of Support per Staff Recommendation (Mishra)]
Mayor Salimi reported pursuant to Government Code Section 54953(c)(3), Item 9C included a recommendation to approve an amendment to the Employment Agreement for the City Clerk for a three-year term extension, with a 5 percent merit increase, 5 percent market equity adjustment and other benefit enhancements to the Employment Agreement for the City Clerk, with the amendment to result in an increase of payroll and benefit costs of $26,286 during Fiscal Year 2021/22, to be absorbed into the Department’s current allocated budget.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, referenced Item 9C and praised the City Clerk for her hard work on behalf of the City and stated her merit increase was deserved. Assuming the City Council approved the item and the City Clerk’s salary increased as shown in the staff report, he asked how far below the market median her pay rate would be. As to Item 9D, he noted that although the recruitment incentives may rise up to 20 percent of the first year’s income, Page 52 of 221 of the staff report stated that neither a signing bonus, referral bonus nor retirement portion of any relocation assistance benefit would be treated as reportable income for the purpose of any City-provided benefit program including retirement, and therefore the incentives would not lead to ongoing pension costs. As to Item 9F, he urged the City Council to send a Letter of Support for AB 1814. 14 of 246
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Mayor Salimi advised that City staff would reply to Mr. Menis’ comments via email.

PUBLIC COMMENTS CLOSED
ACTION: Motion by Council member Toms/Mayor Pro Tem Murphy to Approve Consent Calendar Items 9A through 9F, as shown.

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

Absent: None

A. Conduct First Reading of Ordinance Adopting a Military Equipment Use Policy and Adding Chapter 2.60 to the Pinole Municipal Code in Compliance with AB 481 [Action: Conduct Public Hearing and Approve First Reading of Ordinance (Casher)]
Mayor Pro Tem Murphy asked that the item be tabled to a future meeting, and Mayor Salimi clarified after speaking with the Mayor Pro Tem that his request to table was to allow more time for a discussion.

Council member Toms commented that the public hearing could be opened, staff allowed to make a presentation and have discussion, and if the item must be tabled it could be done at that time.

City Attorney Casher reported that state law required the City to start the initiation of the Military Equipment Use Policy and Add Chapter 2.60 to the Pinole Municipal Code in compliance with AB 481 by May 1, 2022. The next regular City Council meeting was scheduled for May 3, 2022 and it was appropriate to have a discussion on the first reading of the ordinance. A subsequent second reading would allow for additional discussion and public comment.

City Attorney Casher provided a PowerPoint presentation which included an overview of AB 481, Military Equipment, Funding, Acquisition and Use, and which required law enforcement agencies’ governing bodies to adopt a written military equipment use policy by ordinance prior to the acquisition and use of any military equipment, and the approval of such a policy for the continued use of any existing military equipment. An overview of Pinole Police Department Policy #707 was also provided with all information in the April 19, 2022 staff report. He added the Municipal Code Update Subcommittee had reviewed and recommended approval of the ordinance on April 11, 2022.

Chief of Police Neil Gang emphasized that protecting and serving the community was paramount with the needs of the community essential and with the Police Department sensitive to the 15 of 246
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community’s concerns with such equipment, although this equipment was needed and necessary for the preservation of life.

Pinole Police Department Operations Lieutenant Jeremy Crone also emphasized the primary objective was the preservation of life with part of the core tenets and values, accountability and transparency, the guiding light in the way the policy had been written. The PowerPoint presentation provided an overview of the background and requirements of AB 481, and Pinole Police Department Policy #707. He highlighted the Pinole Police Department’s military equipment and uses per AB 481 and the approval and timeline of the ordinance.

PUBLIC HEARING OPENED
Rafael Menis, Pinole, thanked the Pinole Police Department for working with staff to prepare the ordinance with transparency a key core of city government with how the City was using its resources building trust in the community. He asked why the Police Department required a rifle per police officer but only needed one or two of the pepper guns and bean bag shot guns for crowd control, since non-lethal force should be considered rather than the lethal force a gun would provide to each individual officer. He expressed his appreciation to the Police Chief for having reached out to him to answer questions he and other members of the community had with respect to the use of the Mine Resistant Ambush Protected Vehicle (MRAP), Emergency Rescue Vehicle (ERV).

Debbie Long, Pinole, reminded everyone the Police Department was not an island unto itself and while some may believe that the military equipment that had been identified was not necessary, it was necessary because it included all of Contra Costa County when the Police Department got the call to work cooperatively with other agencies. Referring to the private conversation the Mayor had with the Mayor Pro Tem in the middle of the meeting, she suggested that conversation should have been open to the public since it was part of the meeting. She asked why the Mayor Pro Tem opposed moving forward with the public hearing at this time.

Bob Kopp, Pinole, was pleased the Pinole Police Department had a MRAP ERV which could be used in the event of a riot situation and which could be used by other agencies. He understood the MRAP ERV required little maintenance and offered protection to the Police Department and Pinole citizens.

PUBLIC HEARING CLOSED
Mayor Pro Tem Murphy explained that he had requested the item be tabled to allow more time for discussion and had been unaware of the May 1 deadline. He clarified with the Police Chief the cost of maintaining the military equipment with the acquisition costs of the MRAP ERV was less than $10,000 and less than $500 in annual maintenance costs.

Lieutenant Crone detailed the maintenance costs which were soft costs. Between all of the equipment, the annual maintenance costs would be $3,000 to $5,000.

Mayor Pro Tem Murphy understood the intent of AB 481, which was focused around transparency. If the ordinance was adopted, the state required an annual review process and he asked about the next steps.
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Lieutenant Crone explained as the Operations Manager he would be the coordinator for this new policy. Part of the annual review would include an outline of current military equipment and any proposed changes to that equipment. Any complaints received regarding the use of the military equipment and how those issues were resolved would go hand-in-hand with the budget process to prepare for the current fiscal year and years in the future.

Police Chief Gang added that any new technology to be acquired or which the Police Department desired to acquire would also be part of the annual reporting and be shared with the City Council.

Mayor Pro Tem Murphy was challenged by the local and national violence occurring and the militarization of Police Departments, which was part of a culture many in the community were of the opinion should be challenged. He detailed the findings the City Council must make to adopt the ordinance, as shown on Page 80 of 221 of the staff report, which findings could be nuanced.

He asked the Police Chief how to create a space where those findings involved an open and living conversation.

Police Chief Gang reiterated the Pinole Police Department was responsible for the safety and security of all residents. While there was a national narrative, it had painted the police with a broad stroke which was unfair and not commensurate with the local level of policing. The MRAP ERV would not be used for any proactive policing and concerns with the use of this equipment was when the equipment was being used proactively. As an example, in the event of an active shooter at a school, the Police Department needed a vehicle to rescue people safely and the MRAP ERV provided the capacity to bring people out of a situation safely and was only used for life saving measures.

Police Chief Gang was unaware what other communities had done with respect to community engagement on the use of military equipment and meeting AB 481, but he imagined some communities had oversight committees.

City Attorney Casher acknowledged some communities had oversight police committees. He noted that Section 707.8, Community Engagement, of Attachment B, Military Equipment Funding, Acquisition and Use Policy, required within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.

Council member Martinez-Rubin suggested safety to the public and the Police Department was important. She found the equipment ancillary to prevent the types of injuries and events that may happen in Pinole. She was pleased to see there was some criteria in place on the use of such equipment, with safeguards and cost effectiveness, reasonableness of use and fiscal impacts all considered. She thanked the Police Department in advance for putting the policy in place for review and acknowledged the intent to do the best possible for the City of Pinole. She also found the City had to care about what was happening in other communities given boundaries were crossed and the crime statistics reported over time bore that out.

Council member Tave recognized this was not an easy topic, there had been many concerns in the community but it was important for the community to understand how and why some of the equipment such as the MRAP ERV was being used. He asked the Police Chief to provide clarification whether other agencies used the equipment, detail the training involved in its use, 17 of 246
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whether the equipment would be considered a regional asset and whether there was an agreement in place for its use.

Police Chief Gang clarified the MRAP ERV was a regional asset, part of a Memorandum of Understanding (MOU) throughout the County to be utilized with other organizations as a rescue vehicle, as needed. In terms of training, he commented there had been some challenges over the past two years due to the pandemic with much of the training done online with two additional persons requested to provide real time training.

Lieutenant Crone emphasized that training was paramount and critical for the MRAP ERV and only those trained would operate the equipment. He provided an overview of Section 707.6, Coordination with Other Jurisdictions as shown in Attachment B to the staff report, and while the equipment may be used regionally it would be under the City’s policy control and guidelines. That was part of the trust that the equipment would only be used within the guidelines set forth and as approved by the City Council.

Police Chief Gang added that proactive entry vehicles were smaller and more maneuverable, and the MRAP ERV was only obtained for one purpose, to rescue people due to a multitude of reasons and to remove people safely.

Lieutenant Crone also clarified the semiautomatic rifles and ammunition and commented that each rifle was made into each officer, with the rifle set to that officer’s standards and sighting with the purpose of the rifle to offer precision and safe engagement. The less lethal options that had been identified in the PowerPoint presentation were the only items required by AB 481 to be disclosed, in that every officer was issued pepper spray, a Taser and constraint device as less lethal options. Shot guns and pepper balls were not precision weapons and deployed with the patrol team. Also, officers could not use all equipment at once while an officer may be using the equipment, other officers have to be engaged in either apprehension or coverage operations to ensure total safety.

As to the statistics for the employment of the military equipment identified, Police Chief Gang explained he would have to research the data to provide accurate information when the equipment had been deployed. He clarified the Pinole Police Department was not creating a new program in response to AB 481, it already had policies in place. AB 481 was a national policy but would be fine-tuned to Pinole’s expectations.

Mayor Salimi understood the MRAP ERV was a tool to save lives and it was better to have it and not use it rather than not have it and need it.

Council member Toms understood the Pinole Police Department provided mutual aid to other agencies with the MRAP ERV an asset the Pinole Police Department may be called upon to provide. As part of the annual reporting requirement under AB 481 and in addition to what was required, she wanted to see data when the equipment was deployed either for an incident or exercise and what other equipment from other agencies had been deployed for Pinole’s benefit.

City Attorney Casher reiterated this was the first reading of the ordinance. The ordinance would not go into effect until 30 days from the approval date at the second reading scheduled for the regular City Council meeting of May 3, 2022, to be agendized as a consent item. 18 of 246
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ACTION: Motion by Council member Martinez-Rubin/Toms to conduct a first reading of an ordinance adopting a Military Equipment Use Policy and Adding Chapter 2.60 to the Pinole Municipal Code in Compliance with AB 48.

Vote: Passed 4-0-1
Ayes: Salimi, Martinez-Rubin, Tave, Toms
Noes: None
Abstain: Murphy

Absent: None

11. OLD BUSINESS
A. Fire Department Update [Action: Receive and File Report (Wynkoop)] Fire Chief Chris Wynkoop provided a PowerPoint presentation of the Fire Department Update, and highlighted three strategies he had recommended including adding an Administrative Fire Captain position, transitioning from a contract Fire Inspector to a sworn Fire Prevention Captain, and return to the City Council with an update regarding a return to the 15 frontline staff deployed as an engine-squad-model from Station 73 or contract for service/integration with the Contra Costa County Fire Protection District (Con Fire).

The Administrative Fire Captain position had been added in February 2022 to address deficient managerial and administrative functions to support the City’s Strategic Plan goal to create and maintain a high-performance Pinole through optimizing efficiencies. As part of the added position, significant dividends had been realized including implementation of a recognized industry best practice narcotics tracking software (PSTrax), establishment of an electronic daily staffing application (Vector Scheduling), initiation of a Department cost recovery program, and City of Pinole representation at the County-level fire operations and Emergency Medical Services (EMS) meetings. Additional duties of the Administrative Fire Captain were also highlighted.

The Fire Prevention Captain was chosen for assignment in February 2022. The Fire Prevention Captain had been reassigned to Engine 73 due to operational needs and the Captain’s promotional exam had been scheduled for June 2022, when a new Fire Prevention Captain would be assigned. The fire prevention services would continue to be offered through the Department’s contract Fire Inspector.

Fire Chief Wynkoop reported the third strategy had been to return to the City Council with an update on returning to the staffing configuration prior to the original opening of Station 74 in 2003 (15 frontline staff deployed as an engine-squad-model from Station 73) or engage in discussions with Con Fire about a contract for service/integration through which Station 74 could be reopened.

Since some potential opportunities existed due to Measure X and given consolidation discussions among other agencies, City staff recommended a return to the City Council in the third quarter of Fiscal Year 2021/22 with a clearer picture as to how Con Fire and the Pinole Fire Department may most effectively collaborate. He noted since that time Measure X funds had been allocated to Con Fire for fire service fortification countywide under their superintendence.

Fire Chief Wynkoop explained in May 2021, the Contra Costa County Executive Fire Chiefs presented a request to the County Measure X Advisory Board for funding to reopen five closed fire stations including Pinole Fire Station 74, and add 45 firefighters countywide. He detailed the City’s efforts in support of the County Fire Chiefs proposal. In November 2021, the Contra Costa 19 of 246
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County Board of Supervisors (BOS) approved the County Fire Chiefs request with $2 million annually plus annual adjustments allocated toward reopening Fire Station 74 under an integrative agreement with Con Fire. With the City Council approval, the City initiated discussions with Con Fire regarding a contract for service whereby the City’s budgetary contribution subsidized by the $2 million Measure X allocation would enable both Stations 73 and 74 to be fully staffed and operational under Con Fire’s superintendence. It was anticipated that the City’s contribution would be comparable to that which it currently budgeted to operate one station.

In terms of the timeline, Fire Chief Wynkoop explained that once tentative contract terms were agreed upon, an independent fiscal analysis service plan and letter of agreement from the labor group and resolution of City Council support would need to be submitted with the contract to the Local Agency Formation Commission (LAFCO) for approval. The anticipated timeline for the completion of the contract and LAFCO submission/approval was fall of 2022, with an estimated implementation to include the reopening of Station 74 in late winter/early spring 2023. It was the City’s intent to negotiate a contract with Con Fire through which Pinole was served by two fully staffed fire stations for a cost comparable to what was currently being budgeted for a single station.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, thanked the Fire Chief for the updates as presented and having actual concrete details rather than assumptions. He also thanked everyone involved in obtaining BOS approval to allocate Measure X funds, including the BOS, County staff, County Fire Chiefs, those who voted in support of Measure X and City officials along with those who supported the Measure X fire funding allocation that would allow Fire Station 74 to reopen.

Debbie Long, Pinole, commented that while she was not opposed to partnering with Con Fire and the County, but this may not be simply a contract for services. With the $2 million in Measure X funds, it meant that Con Fire would essentially take over all fire personnel labor. The City would still be responsible for the cost of maintenance and upgrades for its stations and all equipment including maintenance and replacement and current retiree pensions and unfunded liabilities for future pensions associated with the Fire Department. Labor costs for firefighters in the County far exceed what Pinole had and there would be costs for an additional fire station and additional labor costs for the entire Fire Department along with costs for unfunded liability and the BOS as members of Con Fire. She questioned staff’s assertion that the current budget coupled with the additional money from the County would not only cover the reopening of Fire Station 74 but all the other costs associated with the Fire Department.

If the contract to reopen Fire Station 74 kept employees under the City umbrella, Ms. Long would fully support the reopening of Fire Station 74 making services more available within the City and it would improve Battalion 7. As a condition of receiving money, Fire Station 73 would be more easily able to be dispatched along the entire San Pablo Avenue Corridor with Rodeo-Hercules Fire Department and Con Fire had recently confirmed there was not a need for another station in their district. If Fire Station 74 was reopened, Fire Station 73 could easily be the primary dispatch from Sycamore Drive in Hercules to as far as Montalvin Manor and include the in between neighborhoods of Montara Bay and Tara Hills, all County jurisdictions underserved by the County Fire Department.
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Ms. Long cited calls for service she had kept, suggesting the County needed Pinole’s services for at least and probably more than Pinole did, and noted that Fire Station 73 was the go-to engine for overspill in the Rodeo-Hercules Fire Department. She suggested that the Rodeo-Hercules Fire Department should be part of any contract, suggested at some point the City may not be able to pay for a labor contract, and if that happened an escape clause would be needed that would allow recruitment of firefighters again. She pointed out it was not that long ago the County had decided to unilaterally discontinue paying Pinole for services delivered to the unincorporated areas of Tara Hills, but the City still had to cover the area and she had information to support those claims.

Cordell Hindler, Richmond, supported the Fire Department update and looked forward to the Fire Department gaining additional personnel.

Vincent Wells, Union President, Local 1230, United Professional Firefighters of Contra Costa County Pinole, appreciated the Fire Department Update and the discussion about reopening Fire Station 74, which had been on his wish list for years since its closure. He thanked everyone involved in working to get the fire station reopened and those who supported the passage of Measure X which provided much needed funding for fire services. As to Battalion 7, he commented that everyone in that jurisdiction relied on their services and adding additional resources regardless of where it came from and who paid for it, and reopening the fire station benefitted the entire area whether one lived in Pinole, Hercules, Rodeo or the County. He stated that Local 1230 was very supportive of moving forward with everything it would take to reopen Fire Station 74 benefitting Pinole and beyond.

Irma Ruport, Pinole, also thanked the Fire Chief for all of the hard work to benefit the community.

She also thanked the Pinole Fire Department and Contra Costa Supervisor John Gioia for considering the safety of Pinole residents and for supporting the reopening of Fire Station 74.

Bob Kopp, Pinole, commented that the City Council held meetings in the past to discuss the Fire Department and the Fire Department had paid thousands of dollars for an independent company to conduct a survey of the community’s needs. He suggested the proposed contract under discussion was not consistent with the results of that survey which had not recommended the reopening of Fire Station 74. At that time, the cost difference with the County would have raised the costs to the City considerably.

Mayor Salimi stated the entire City Council was appreciative of the work of the Measure X Advisory Committee, Local 1230, members of the community and the BOS for allocating Measure X funds for much-needed fire services.

Council member Toms commented she had participated in numerous Measure X Advisory Committee meetings and was familiar with the concerns raised by East and West County representatives. She looked forward to reviewing the proposed contract and hoped they would have something they could all be proud of.

Mayor Pro Tem Murphy congratulated the new Fire Captain and thanked everyone who supported Measure X. He referenced a letter sent by the City Council to the Measure X Advisory Committee, detailed the contents of the letter, and asked the Fire Chief how funds would be used to provide diversity and inclusion in the workspace.
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Fire Chief Wynkoop highlighted the countywide emphasis on hiring practices at the ground level and engaging communities that were underrepresented in fire services. There would be engagement at the school levels with fire services as an optional career path with more targeted recruiting to the underrepresented communities. As to the amount of funds to be utilized for that effort he would have to return with that information.

Mayor Pro Tem Murphy asked whether the fire stations were modified for current seismic standards, and Fire Chief Wynkoop suggested Fire Station 74 as a newer building would likely be up to seismic standards but he would have to check with the Public Works Department on seismic upgrades related to Fire Station 73.

Mayor Pro Tem Murphy commented the Finance Subcommittee had recently reviewed the Capital Improvement Plan (CIP) and discussed an Energy Audit. He asked whether Fire Station 74 would be included within that assessment.

City Manager Murray confirmed the funding for assessments would include Fire Station 74. He clarified the $2 million allocated by the BOS in Measure X funds was specifically for collaboration for Pinole to reopen Fire Station 74 and none of the Measure X funds earmarked for Fire Station 74 were intended for facility energy upgrades where that funding would have to come from another funding source.

Mayor Pro Tem Murphy asked how often the City Council would be apprised of the status of contract negotiations, and Fire Chief Wynkoop expressed the willingness to provide updates as needed.

City Manager Murray clarified that they were not in negotiations at this time but sharing ideas and business points, with the City Council to consider a potential contract in fall 2022 with the reopening of Fire Station 74 in late winter/early spring 2023, as earlier reported.

Council member Martinez-Rubin asked for clarification of the statement that it was the City’s intent to negotiate a contract with Con Fire through which Pinole was served by two fully staffed fire stations for a cost comparable to which was currently being budgeted for a single station. She also asked who would conduct the independent fiscal analysis and the term of the contract with integrated services with Con Fire.

Fire Chief Wynkoop explained that he had seen contracts in five-year increments. One of the items to be discussed in future joint meetings was the deliverables to LAFCO, division of taxes and timelines of the division and how much the collective team could take care of itself and what needed to be outsourced.

City Manager Murray noted there was a field of professional teams that conducted independent financial analyses for local agencies and for shared services and a lot of LAFCO processes required such an analysis with a standard model of what that analysis should look like.

Council member Martinez-Rubin wanted more information on the true costs by the time a contract was signed, and City Manager Murray commented that everyone was interested in getting an independent expert perspective on the topic and there were colleagues available who could provide resources on this effort. The independent analysis would be a key piece of information when deciding whether to proceed.
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Fire Chief Wynkoop also clarified what had changed for the funding of the two fire stations in Pinole since the funding sources had changed. They were now considering a broader perspective with the efficiencies gained by doing this in a large scale which had economic advantages and which was different compared to prior efforts.

Council member Tave again clarified with Fire Chief Wynkoop, City Manager Murray, and City Attorney Casher the role and process of LAFCO in this effort and which process required the independent financial analysis. He also clarified with City Attorney Casher the process by which some of the deal points would be discussed as part of public meetings and staff was unaware of any issues at this time that would lend itself to a Closed Session.

Mayor Salimi thanked Fire Chief Wynkoop for his assistance and effort in getting the City of Pinole the $2 million in Measure X funds. He also clarified with the Fire Chief a prior fire study had recommended that Fire Station 74 be reopened but the obstacle had been the funding source.

The difference now was a sustainable funding source to reopen Fire Station 74. He asked the Fire Chief to opine how there would be sufficient funds to open two fire stations and have the staff to maintain those stations.

Fire Chief Wynkoop explained that some of the figures that had been discussed by the City Council and raised by the public were estimates provided by Con Fire as to the average costs to operate a fire station, estimated at $3 million. He was confident whatever the difference may be it would not be significant to where they would not think it was a good idea to proceed.

Mayor Salimi asked the Fire Chief to opine on the public perception that if more ambulances were available two fire stations would not be needed, to which Fire Chief Wynkoop acknowledged that while ambulances provided a tremendous and necessary service, fire services entailed more than transportation of patients and EMS. Reopening Fire Station 74 would give proximity of fire stations to the community. He added that oftentimes fire personnel arrived prior to an ambulance and provided a plethora of services to the community.

Mayor Salimi asked if Fire Station 74 was reopened and if for any reason it could not be supported in the future, whether there was an escape clause associated with the contract that would allow Pinole to revert back to a prior process.

Fire Chief Wynkoop explained that would be one of the many things to be discussed and there would be standard clauses in the contract for unlikely situations.

The City Council again thanked the Fire Chief for the presentation.

12. NEW BUSINESS
A. Receive Report on How the City Facilitates/Supports Community Events Organized by Private Organizations and Provide Direction as Appropriate [Action:

Receive Report and Provide Direction (Picazo)]
Recreation Manager Maria Picazo provided a PowerPoint presentation on how the City Facilitates/Supports Community Events Organized by Private Organizations and provided examples of City support, which included facilitating the event organizer’s application for City 23 of 246
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permits, paying the cost of permits and rental fees on the organization’s behalf, installing traffic barriers, providing additional garbage receptacles, garbage collection and post-event clean up and filming and televising events. City support also included providing audio/visual equipment, chairs, coordination and paying for portable toilets, providing additional public safety staffing and use of City facilities.

The process used prior to 2021, a pilot process and the creation of a special event permit process to be implemented in 2022/23 were all highlighted and detailed in the April 19, 2022 staff report.

It was also clarified that $100,000 had been allocated for community events.

Ms. Picazo explained when implementing the procedure that a specific City staff person serving as the single point of contact for private event organizers and appropriating funding specifically for City support of privately organized community events had been successful and an improvement over the prior ad hoc process; however, the City still lacked detailed policies regarding what forms and amount of support it could provide to privately organized community events. She recommended the Community Services Department draft such policies for City Council consideration subsequent to the arrival of the new Community Services Director.

PUBLIC COMMENTS OPENED
Bob Kopp, Pinole, reported the Car Show Committee had given the City almost $8,000 in 2019 to be used for Pinole TV and the Pinole Police Department for the Explorers. In 2020, the event had been canceled and in 2021 monies raised had been divided between Pinole TV and the Senior Center. The Car Show was a long-time event for Pinole, had been very successful, and was expected to be successful in 2022 due to the sponsors involved and events planned to be held. The Car Show was scheduled for the last Sunday in the month of June. He noted that all of the 2022 event permits and fees had been paid and he welcomed any questions from the City Council about the event.

Responding to the Council, Mr. Kopp again clarified the monetary contributions provided to the City over the last three years with the event having been very successful for the nearby businesses bringing a lot of people into Old Town from Pinole and all over the region. He suggested the Car Show was the largest event in the City of Pinole. He added that with the assistance of the Pinole Police Department, there had not been backups on Pinole Valley Road the day of the event when the Public Works Department had also provided assistance.

Rafael Menis, Pinole, suggested it would be a good idea to refer the recommended policies to the Community Services Commission prior to consideration by the City Council.

Cordell Hindler, Richmond, agreed the City Council should refer the recommended policies to the Community Services Commission prior to consideration by the City Council and not wait until a new Community Services Director was employed.

PUBLIC COMMENTS CLOSED
Council member Martinez-Rubin liked the idea of having the Community Services Commission weigh-in on the recommended policies with the new Community Services Director to provide input on what a guidance document should include given that person’s involvement in other cities. She asked that a volunteer log sheet be created with the goal of documenting the non-profit 24 of 246
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organizations that would collaborate with the City on community events, and uniformly log-in pieces of information such as number of volunteers, volunteer hours over the different phases required for a volunteer group to spend on planning, promoting, publicizing and distributing promotional materials, recruitment, training and implementation of the event so that when the City sought community-oriented grants that information would be available.

Council member Martinez-Rubin commented as an example for the Car Show, the City could use that information to review the costs the City would bear with some documentation on the actual labor involved and the associated non-monetary benefits.

Mayor Pro Tem Murphy was pleased the City would have a liaison role between the private organizations and the Recreation Manager to facilitate existing events and plan for new events, particularly if the City were to implement a new policy. He agreed the Community Services Commission should review the recommended policies which could be done before a new Community Services Director was in place.

In terms of data collection, Mayor Pro Tem Murphy wanted to see it done in such a way to protect private citizens. He encouraged the idea of potentially considering the data collection around attendance numbers in working with the private organizations to learn the number and who was attending the events, such as whether or not attendees lived in Pinole. Accessibility information derived from certain areas that may be more accessible would also be a great next step and should be considered as part of a new Special Event Permit process.

Council member Toms thanked Mr. Kopp for his ongoing work with the Car Show. She commented she had participated in many of the community events identified. She too supported the staff recommendation to be considered by the Community Services Commission, with those volunteers who served on the Commission to benefit from that review prior to City Council consideration.

Mayor Salimi understood the recommendation from the City Council was to have the Community Services Commission consider the staff recommendation and consider the creation of a tracking spreadsheet as described. He asked the City Manager to provide direction on the next step.

City Manager Murray explained that the City was diverse with different types of privately coordinated community events with the Car Show the largest event. He expected the Community Services Commission and new Community Services Director would recommend a more finegrained policy for City Council consideration. The City Council had budgeted $100,000 for community events, different from the monies budgeted for City-organized events, such as the Easter Egg Hunt and National Night Out, as examples. There was no action as part of this agenda item, which was a presentation on the pilot program and the staff recommendation for City staff to return with a more detailed set of recommendations on policies. Staff supported a recommendation for the Community Services Commission to consider the staff recommendation.

Council member Toms offered a motion seconded by Mayor Pro Tem Murphy to provide direction to staff to develop a policy for how the City facilitates/supports community events organized by private organizations to go through the Community Services Commission prior to coming to the City Council, with the City to work with the volunteer organizations to collect data for the hours of volunteer time and include what tasks they were working on, and for volunteers or staff to collect demographic information on attendees and city of origin, where feasible. 25 of 246
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On the motion, Council member Martinez-Rubin agreed with the motion as stated but clarified she did not want to make the collection of data to be so burdensome it would become an additional step. She recognized they were working with volunteers and there was a need to document their effort to the extent possible to enhance existing programming.

City Attorney Casher clarified in response to the Mayor who wished to re-open public comment, there was an active motion and second on the floor but the motion could be tabled.

Council member Toms asked that the City Council move forward. A policy was not being approved at this time in that direction was being provided, with the issue to go through the Community Services Commission where more input would be provided.

ACTION: Motion by Council member Toms/Mayor Pro Tem Murphy to provide direction to staff to develop a policy for how the City facilitates/supports community events organized by private organizations to go through the Community Services Commission prior to coming to the City Council, with the City to work with the volunteer organizations to collect data for the hours of volunteer time and include what tasks they were working on, and volunteers or staff to collect demographic information on attendees and city of origin, where feasible.

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

Absent: None
Mayor Salimi re-opened public comment at this time.

Bob Kopp, Pinole, commented there had been a program in place for 25 plus years for the Car Show and everything had run smoothly. He questioned asking volunteers to track information on top of the volunteer work already required and placing more rules and regulations which may result in the loss of the Car Show. He added the Community Services Commission had not expressed an interest in becoming involved with the Car Show which staff could attest. He reiterated that all permits and fees for the event for this year had been paid and he questioned the imposition of additional unnecessary regulations. He did not oppose a City Council desire to track attendees but he did not like the motion which further complicated the situation.

Council member Toms clarified her motion, as stated. No policy was being approved at this time.

The Community Services Commission would review the proposed policy and concerns related to an additional burden would be addressed when the item came back to the City Council.

B. Overview of the History and Activities of Pinole Community Television (PCTV) [Action: Receive and File Report (Murray)]
Pinole Community Television Coordinator David Snell provided a PowerPoint presentation which included an overview of the history and activities of Pinole Community Television (PCTV) and which highlighted PCTV’s content. That content included programs about City services including local public safety information; community festivals and neighborhood events; City government 26 of 246
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meetings; local business news and information; local arts, history and culture; local health and wellness programs; programs about local organizations and clubs, gardening programs, courses from area colleges and universities, senior citizen activities and concerns, local sports and recreational activities, Board of Education meetings, programs about schools and school activities and student production programs. The Digital Infrastructure and Video Competition Act of 2006 (DIVCA) was also highlighted.

Mr. Snell reported as a result of the recession, in 2011 PCTV’s budget had been reduced, with staff reduced to two full-time employees In Fiscal Year 2016/17 the City established new rates for organizations that wanted to have their local events broadcast on PCTV. As a result, local organizations discontinued having their local events broadcast on PCTV. In Fiscal Year 2021/22, the City expected to collect $302,972 in franchise fees from Xfinity and AT&T, with $250,000 having been budgeted for the General Fund and $52,972 budgeted for PCTV. The City also expected to collect $50,500 in public, educational and government access (PEG) fees. PCTV had budgeted for two full-time employees and two part-time employees and currently had contracts to film and produce in-person or hybrid City Council meetings for the cities of El Cerrito, Benicia and Vallejo. He explained when those bodies returned to a hybrid or to in-person meetings, significant PCTV staff would be required.

Mr. Snell went on to explain that PCTV was a minimal operation, some equipment replacement plans had been delayed which required additional staff time in content and data management and which further impacted the staffing shortage. He also highlighted new developments as part of AB 2635 which may lead to PEG operations in the state being offered in High Definition (HD), which would greatly improve the resolution and quality of the video delivered to viewers but which required some equipment upgrades to broadcast content in HD. At this time, he provided short snippets of videos to illustrate some of the synergy and content broadcast on PCTV.

City Manager Murray explained that this was an information item only at the request of the City Council as a future agenda item to provide an overview of the history and activities of PCTV. No action was asked of the City Council at this time.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, asked for clarification on the PEG funding along with the City’s funding of PCTV and what level of funding was needed to bring PCTV to the level desired to address the anticipated increase in the work load in the near future. If PCTV was to be funded, he asked of the costs for upgrades on the production end to allow the station to broadcast and what requests, if any, PCTV would make at this time to address its needs.

Cordell Hindler, Richmond, appreciated the comprehensive update on PCTV, understood that additional staffing was needed once in-person meetings restarted, and hoped that PCTV would be present for National Night Out.

Irma Ruport, Pinole, asked that Mr. Snell be designated as the Director of PCTV. She appreciated his background and expertise and asked the City Council to provide Mr. Snell with what was needed to improve PCTV. She also asked that the rules and regulations be stated for those in the community who wanted to use PCTV.
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Council member Toms asked during the budget discussions that estimates be provided on equipment needed to be acquired consistent with AB 2635. She understood that volunteers or sponsorships had filmed various community events/sports activities in the past and that some members of the high school community had requested that filming community events and sports activities be continued. She asked that the cost of doing so be identified in the Fiscal Year 2022/23 budget in terms of what PCTV needed in order to return to prior services levels.

Mayor Pro Tem Murphy wanted to see PCTV budget recommendations related to staffing and how the livestream of PCTV could be posted on the City’s Facebook page. He also wanted more information on the rates for organizations that wanted to utilize PCTV to film events and activities.

Mr. Snell reported that PCTV was now livestreaming on YouTube and could also broadcast on Facebook if that was the direction of the City Council. As to the rates for community events, in past years there had been no charge imposed since PCTV had been a free public access production with staffing comprised of volunteers, but that had been previous to the recession and the loss of the Redevelopment Agency. Given the accumulation of those losses, reductions had to be made and the rates that should be charged for community events had been revisited with no special rate for friends and families. As a result, the rates for clients had become burdensome for some such as Pinole Valley High School, which no longer televised its graduation ceremonies.

Mr. Snell also clarified, when asked, there was no budget or process started to update the 2003 PCTV Business Plan or to consider a community survey. Due to DIVCA, the immediate need for a community survey was not as prevalent as in past years. There was no current standard for PCTV to film community events, which was the judgment of the City coordinator with the intent to provide equal and fair representation when requests were made. Again, following the recession, PCTV was too constrained to film all community events and most events shut down from PCTV’s participation.

Council member Martinez-Rubin asked how PCTV’s involvement could follow the larger goals in the Strategic Plan, which could identify the need for additional equipment and staff. She agreed the 2003 Business Plan should be updated. The concept of PCTV’s original concept was one of the distinctions of local television stations and ongoing production that was Pinole-focused would help PCTV, with volunteers to potentially assist in production and content. She asked that the list of equipment and associated costs include the skills and talents that could be acquired in the Pinole community and partners across other cities. She suggested PCTV look into podcast capabilities and other media that would complement what PCTV provided and what it could provide.

Council member Tave agreed the PCTV broadcast could be better with improved equipment and a program needed to be in place. He understood that American Rescue Plan Act (ARPA) funds could be used for PCTV and asked the City Manager to provide clarification.

City Manager Murray understood that the Finance Director would be recommending the City claim its ARPA funds under the lost revenue clause, whereby they would be General Funds to be used for whatever purpose the City desired.

Mayor Salimi summarized the direction from the City Council for PCTV to come back with clear direction on what was needed or wanted for Fiscal Year 2022/23, reach out to volunteers, consider 28 of 246
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a new Business Plan, review how PCTV could meet the goals of the Strategic Plan, and consider better broadcast quality with the knowledge the equipment was outdated.

Mr. Snell clarified that PCTV was close to an HD conversion and he was optimistic it could bring some HD components in sooner rather than later. He agreed that volunteers were important but noted that it took time to make that happen.

Mayor Salimi looked forward to continued discussions as part of the budget.

13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Only open 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 and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.

Cordell Hindler, Richmond, suggested the City Clerk had done an incredible job, was otherwise disappointed the City had not considered a Class and Compensation study and appreciated the Community Science Project Presentation and the input provided by students.

14. ADJOURNMENT to the Special City Council Meeting of April 26, 2022 in Remembrance of Amber Swartz and Bill Jurney.

Police Chief Gang reported that Pinole Police Officers recently responded to a call and the victim had been Bill Jurney, an original Pinole Police Department Posse member who passed away on April 18, 2022. He asked for thoughts and prayers for the family and expressed appreciation for Mr. Jurney’s service to the community.

At 10:32 p.m., Mayor Salimi adjourned the meeting to the Special City Council Meeting of April 26, 2022 in Remembrance of Amber Swartz and Bill Jurney.

Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
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CITY COUNCIL
REPORT
9C
DATE: MAY 3, 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. The local emergency expired on March 31, 2022.

On November 10, 2021 Governor Newsom issued Executive Order N-21-21 extending the sunset of the State of Emergency through March 31, 2022. On February 25, 2022, Governor Newsom issued Executive Order N-04-22 further extending the sunset of the State of Emergency to an unspecified date. The State of Emergency remains 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 during a declared state of emergency and 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 43 of 246
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Newsom issued Executive Order N-08-21, which, effective September 30, 2021, repealed the provisions of prior executive orders allowing local legislative bodies to conduct meetings telephonically or by other means.

On September 16, 2021, Governor Newson signed Executive Order N-15-21 clarifying that cities may continue to meet remotely in accordance with procedures established by prior executive orders. AB 361 (2021) allows local legislative bodies to continue to conduct meetings via teleconferencing during a declared state of emergency without 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 and will sunset on January 1, 2024.

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.

AB 361 provides that, if the state of emergency remains active for more than thirty (30) days, a local agency must make either of the following findings by majority vote every thirty (30) days to continue using the bill’s exemption to the Brown Act teleconferencing rules: (1) a declared state of emergency continues to directly impact the ability of the members to meet safely in person; or (2) state or local health officials continue to impose or recommend measures to promote social distancing.

Thus, the City Council has a standing opportunity every thirty (30) days to discuss a return to in-person meetings or continue remote teleconference meetings pursuant to AB 361. Following such 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 every thirty (30) days thereafter, most recently on April 5, 2022. This staff report discusses whether these conditions under AB 361 continue to exist in order continue the use of remote teleconference meetings, including an in-person hybrid meeting format, 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. The Governor’s State of Emergency is still in effect.

Notwithstanding the expiration of a state of emergency, AB 361 provides for the continued use of remote meetings and exemption to the Brown Act upon a finding that state or local health officials continue to impose or recommend measures to promote social distancing. Such a finding is consistent with the goal of AB 361 “to improve and 44 of 246
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enhance public access to local agency meetings…by allowing broader access through teleconferencing options” consistent with Executive Order N-29-20.

The conditions that justified the City Council adopting the Resolution Of The City Council Of The City Of Pinole Authorizing Remote Teleconference Meetings Pursuant To AB 361 in its meeting of October 19, 2021 continue to exist. Health officials continue to recommend measures based upon COVID-19 community levels in efforts to slow the spread of COVID-19 and reduce the rate of infection. 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 and masking in all indoor settings in communities of high COVID-19 rates and among persons at high risk for severe illness. 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.

Effective March 1, 2022, the CDC and California Department of Health requirement for unvaccinated persons to mask in indoor public settings and businesses was replaced by a strong recommendation that all persons, regardless of vaccine status, mask in indoor public settings and businesses including meetings and state and local government offices serving the public. On March 11, 2022, the universal masking requirement for K-12 and Childcare settings terminated. Effective April 20, 2022, in alignment with the CDC's announcement that its order requiring masking on public transportation and at transportation hubs is no longer in effect, California's requirement for masking on public transit and in transportation hubs terminated.

Notwithstanding, the California Department of Health continues to strongly recommend that individuals in these settings continue to wear a mask. . The California Department of Health continues to find that wearing a face mask in indoor public settings, regardless of vaccination status, remains a critical component for protecting those that are most vulnerable in our communities, including the unvaccinated, the immunocompromised, or those at risk for severe disease and illness.

On September 20, 2021, and again on March 1, 2022, the Contra Costa County Health Officer issued recommendations for safely holding public meetings. The recommendations were most recently revised on April 15, 2022. At present, the Contra Costa County Health Officer strongly recommends the use of online meetings as an alternative to in-person meetings, offering the public the opportunity to attend via a call-in option or an internet-based service option, to give those at higher risk of and/or higher concern about COVID-19 an alternative to participating in person. Remote options and social distancing for those present continues to be the recommended format for public meetings as it presents the lowest risk of transmission of COVID-19, which is particularly important in light of the current community prevalence rate as of March 1, 2022. Although Contra Costa County current trends as of March 1, 2022 in COVID-19 case rate, COVID-19 test positivity, and COVID-19 hospitalizations are decreasing, case rates remain high with the Omicron variant being the predominant variant identified.
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The proposed resolution re-affirms the necessary findings in order for the City Council, and all of the City’s legislative bodies, to continue remote teleconference meetings pursuant to AB 361. Additionally, the resolution is necessary in order to allow Staff to return to an in-person hybrid format to allow those at higher risk and/or concern about COVID-19 an alternative to participating in person.

FISCAL IMPACT
There is no direct fiscal impact from the adoption of the resolution.

ATTACHMENTS
A. Resolution Authorizing Continued Remote Teleconference Meetings Pursuant to AB 361
5091946.1
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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 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; and WHEREAS, on February 25, 2022, Governor Newsom issued Executive Order N-04-22 further extending the sunset of the State of Emergency to an unspecified date; and WHEREAS, AB 361 provides that it will sunset on January 1, 2024; and

ATTACHMENT A
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2 WHEREAS, in order for legislative bodies 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, 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 upon a finding that such conditions existed 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, AB 361 (2021) allows the City Council to continue to conduct meetings via teleconference upon a finding every thirty (30) days thereafter, that either a declared state of emergency continues to directly impact the ability of the members to meet safely in person, or state or local health officials continue to impose or recommend measures to promote social distancing; 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 in specified high-risk settings, consistent with California Department of Health recommendations including public transit, healthcare settings and congregate living; and WHEREAS, on September 20, 2021, and reaffirmed on March 1, 2022, the Contra Costa County Health Officer issued recommendations for safely holding public meetings strongly recommending the of the availability of remote access as an alternative to participating in person at 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 use of a face mask as a critical component for protecting those that are most vulnerable in our communities, including the unvaccinated, the immunocompromised, or those at risk for severe disease and illness; 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 48 of 246
3 WHEREAS, the City Council desires to provide a way for the Council, staff, and members of the public to participate in meetings remotely as an alternative to 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 certain attendees, including legislative bodies and staff, during 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 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; 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) Either of the following circumstances exist: The state of emergency continues to directly impact the ability of members to meet safely in person, or State or local officials continue to impose or recommend social distancing measures.

3. The City Council and all of the City’s other legislative bodies may continue to meet remotely in compliance with AB 361 (2021), whether in whole or part, 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 3rd day of May, 2022, by the following vote:
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4 AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I hereby certify that the foregoing resolution was introduced, passed, and adopted on the 3rd day of May, 2022.
____________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL
REPORT
9D
DATE: MAY 3, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE

AGREEMENTS FOR SUSTAINABILITY INITIATIVES WITH RINCON

CONSULTANTS AND STRATEGIC ENERGY INNOVATIONS (SEI) AND

APPROPRIATING FUNDING

RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution that:

1. Authorizes the City Manager to execute a Consultant Services Agreement with Rincon Consultants in an amount not to exceed $184,808 for the development of the City’s first Climate Action Plan;

2. Authorizes the City Manager to execute a Consultant Services Agreement with Strategic Energy Innovations (SEI) in an amount not to exceed $50,000 to engage a Climate Action Fellow to support sustainability initiatives during FY 21-22 and FY22-23; and

3. Appropriate $106,835 from the General Fund to support the development of the Climate Action Plan and other sustainability initiatives.

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. In November 2021, the City Council approved a midyear budget adjustment in the amount of $160,000 to fund the GHG inventory and CAP.

Staff then solicited quotes from three consulting firms. In December 2021, staff selected and executed a contract with CSG Consultants, with Rincon Consultants as a subconsultant, to perform the GHG inventory at a total cost of $32,027. The GHG inventory began in January 2022 and is expected to be completed by April 2022. 51 of 246
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In order to engage a consultant to prepare the CAP, the City issued a Request for Proposals (RFP) in February 2022, with proposals due March 11, 2022. 1 The CAP will
provide goals, strategies, and actions to enable the City to achieve or exceed GHG reduction goals and means of reporting and monitoring the effectiveness of the plan. The CAP will also address the disproportionate effect climate change has on overburdened and underserved people and communities on the frontlines of impacts and those already suffering from a range of challenges including lack of economic opportunity, racism, age, disability, and exposure to pollution.

DISCUSSION AND ANALYSIS
A. CLIMATE ACTION PLAN

1. Consultant Selection Process
The City solicited proposals for development of a CAP from nine firms. The City received one proposal, from the Rincon/CSG team.

Despite only receiving one proposal, staff is recommending that the Rincon/CSG team’s proposal is strong and will be able to thoroughly meet the City’s needs for this scope of work. Staff’s recommendation to contract with the Rincon/CSG team was based on the following:
• Rincon’s solid experience, with their completion of over 50 Climate Action Plans and GHG Reduction Strategies across the state of California, with zero legal challenges.
• Rincon’s assemblage of a strong multidisciplinary team specifically designed to become an effective extension of the City’s staff and provide robust program management, climate adaptation, decarbonization, CEQA (California Environmental Quality Act), and engagement expertise.
• Rincon’s partnership with CSG Consultants, in particular Kathleen Gallagher.

CSG’s Ms. Gallagher, who has been working with the City on community development, climate action, and waste management, will be contributing to the overall community engagement and measure-based financing strategy and will help lead the waste sector measure development. This teaming structure brings depth to the Rincon in-house expertise that will help the team to coordinate with the City and better tailor specific and implementable measures and help ensure the success of the project.
• The proposed public engagement process, which the Rincon Team understands will be critical for the success of the CAP and has been focused on with 20% of the overall budgeted hours being put towards this effort. Rincon’s focus on the community at-large, directly affected stakeholders including 1 RFP Available online: https://www.ci.pinole.ca.us/cms/one.aspx?portalId=10947056&pageId=17554668 52 of 246
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property owners, businesses, residents and interest groups, civic decisionmakers, disenfranchised communities, and disadvantaged communities will ensure that all those who would like to engage in the process are welcomed.

Specific tasks will include hosting community workshops and providing materials for pop-up events, developing an online community survey, stakeholder group interviews, and City Council and Planning Commission hearings.
• Rincon and CSG’s recent engagement with the City to produce the GHG inventory, which is currently being finalized and would provide a natural transition in the CAP work.
• Confidence inspired by recent work the Rincon/CSG team has conducted for the City that demonstrates that the consultant team has the skills and experience to handle the preparation of the Climate Action Plan in a holistic and community-focused manner by the deadline and within budget.

2. Core Scope of Work
The following is a high-level summary of the core scope of work the consultant will complete:
• Project Management and Coordination: Managing and supervising consultant team and project budget and coordinating with City staff to discuss tasks, issues, and work progress.
• Development of Policies and Strategies to Achieve the Reduction Targets:

This task includes the development of policies and strategies to achieve the established emissions reduction targets, as well as the identification of highlevel funding options for a select group of measures that outlines a pathway towards implementation. Environmental justice and social equity will be integrated into the design of the emission reduction measures in order to address underlying historic and current inequities, avoid impacting disadvantaged communities with the implementation of measures, and distributing the benefits of the mitigation measures in an equitable fashion. • Community Outreach and Engagement: The engagement effort will be designed to effectively build collaborative interest, identify common values and goals in the project direction given a diverse group of local stakeholders (including local youth and senior leaders, leaders of local service clubs, faith communities, local community improvement organizations, environmental organizations and businesses that benefit most from a healthy community) and to bring new participants into the conversation. To best accomplish this, several engagement methods will be employed, including hosting community workshops and providing materials for pop-up events, developing an online community survey, stakeholder group interviews, and City Council and Planning 53 of 246
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Commission hearings. Translation services will be used as appropriate to ensure all community members who would like to participate can do so. The goal is to design the community outreach to engage the public and community leaders in a fun and interactive way that will (1) create a common vision, (2) facilitate informed input into the CAP process, and (3) encourage future success of the CAP initiatives.
• Development of an Implementation Plan: To facilitate implementation and monitoring of the CAP, Rincon will prepare an Implementation Plan that provides a summary of each of the measures, implementation timeframe, and lead department in a tabular format. In addition, the Implementation Plan will provide a column for the lead department to take notes and track progress over time. Designing a comprehensive, yet succinct Implementation Plan will provide the City with a tracking mechanism that can be used over time as progress is made on individual measures and can be updated in future iterations of the CAP, as necessary, to ensure that the City reaches its long-term goals. • Development of the Draft and Final Climate Action Plan: The CAP will provide a creative and innovative roadmap for the City to achieve emission reductions. It will set key performance indicators that will help define a successful implementation of the CAP strategy as well as measure progress over time. The Public Review Draft will be presented to the Planning Commission and City Council and released to the community for a proposed thirty-day comment period. The CAP will be designed for use by City staff and the community at large and will include the following sections:
o Introduction – in addition to a vision and purpose for the CAP, as well as a summary of work done to date and outreach completed as a part of the planning process, this section will provide easy to interpret background information on climate change and easy to interpret scientifically backed information on what GHG emissions impact looks like on the community
o Emissions Summary – will outline results of the GHG inventory o Measures and Actions – will include achievable and implementable emissions reduction measures and supporting actions to help reduce emissions
o Implementation and Monitoring – the implementation and monitoring section will outline how the City will implement the action included in the CAP, monitor progress, and prepare updates over time
• CEQA Assessment: Due to the generally beneficial environmental impacts associated with climate action planning, an Initial Study-Negative Declaration (IS-ND) is typically sufficient programmatic CEQA documentation for development of a CAP, and is proposed for this project. However, if it is determined that the CAP implementation measures or actions may result in potentially significant environmental impacts, a programmatic Environmental 54 of 246
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Impact Report (EIR) may be required. A different cost associated with that level of work would be identified, and the contract would return to the Council for direction and action.

3. Additional Optional Work Items
The following are additional tasks that the Consultant has offered and that City staff is recommending be incorporated into the Consulting Services Agreement. • Adaptation Measures: Increasingly, communities currently developing CAPs have adaptation strategies integrated into their climate change planning, finding that climate change involves a two-pronged approach
 Reducing emissions of and stabilizing the levels of heat-trapping greenhouse gases in the atmosphere (action or mitigation); and  Adapting to the climate change already in the pipeline (adaptation).

This task will include drafting strategies related to adaptation and resilience to help the community prepare for the impacts of climate change. If this task is part of the scope of work, the resulting document will be a “Climate Action and Adaptation Plan” or a “CAAP.” It will build on the work currently being conducted for the Health and Safety Element Update (via a separate consultant team/contract leading the Land Use Planning for Pinole effort), including utilization of the vulnerability assessment being conducted as a part of that effort2. The vulnerability assessment will be used by the Land Planning for Pinole team to better inform policy in the Health and Safety Element and Environmental Justice Elements. The Rincon Team will use the vulnerability assessment to design adaptation measures in the CAP that might address the risks that climate change poses to the City.
• Development of a CEQA Qualified CAP: CEQA requires analysis of a project’s GHG emissions, a determination of whether those emissions are significant, and, if so, mitigation of those emissions. On a project-by-project basis, such analysis can be complicated, costly and take time to produce. CEQA Guidelines provide for the City to ensure that the community is implementing the measures and actions in the CAP to reduce GHG emissions in line with the City’s targets and the State’s overall goal, by adoption of a CEQA Qualified CAP. In this task, the consultant would develop a Technical Appendix to quantify each of the emissions reductions associated with each actions in the CAP. This would provide the substantial evidence explaining how the measures would help the City reach the emissions reduction target plan and ensure that the CEQA analysis of future projects can be streamlined. It will also make it easier to manage both implementation and consistency discussions as required in General Plans and General Plan EIRs.
2 Therefore optional task A.1 in the Proposal - Vulnerability Assessment – is not needed 55 of 246
City Council Report
May 3, 2022 6
• CEQA Checklist and Thresholds. Communities have found that by enhancing their Qualified CAPs with a tool in the form of a checklist and thresholds can move projects even more efficiently through the CEQA review process. New projects would be able to utilize these tools as a part of their CEQA review to demonstrate they align with the measures and actions included in the CAP, and avoid the requirement to model GHG emissions to determine level of significance for GHG emissions. In this task, the consultant will create a CEQA Checklist for future projects’ use and develop CEQA thresholds of significance for purposes of evaluating quantitative CEQA GHG analyses submitted by applicants.
• CAPDash. Through the Climate Action Plan RFP process, staff requested that consultants provide options for integration of visual depiction of progress made towards the CAP and reduction of GHG as a means of reporting and monitoring success of the Plan over time. Rincon suggested CAPDash, a tool with the following functionality:
 Generates a GHG inventory database that can be updated regularly by uploading activity data, allowing the City to track our progress toward GHG reduction targets;
 Integrates CAP measures which allows the City to track our activity data (kW of solar installed, etc) for each measure and monitor progress over time. This can also provide as a resource for the City to identify areas lagging in emissions reductions targets and proactively develop policies to increase emissions reductions.
 Does not require any additional or annual maintenance fees and training is provided.
 Automatically updates a dashboard which can display data both internally by easily generating reports for staff and to the public through a webbased dashboard.

B. CLIMATE ACTION FELLOW
Staff is recommending the City support a Climate Corps Fellow through Strategic Energy Innovations (SEI)’s Climate Corps Program.
3 The Climate Corps Fellow would support
the CAP development and also support a number of other City sustainability initiatives.

Climate Corps is an award-winning fellowship program that provides professional development opportunities for emerging leaders through implementation of sustainability and resiliency projects with local governments, nonprofits, and businesses. Climate Corps simultaneously addresses climate and sustainability projects and cultivates the next generation of environmental leaders. Since 2010, Climate Corps has worked with over 200 partners and 800 Fellows on 1,000 high-impact projects. Corps Fellows have bachelor’s degrees, typically in environmental policy, science, energy, planning, and climate-related fields.
3 www.climatecorps.org
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City Council Report
May 3, 2022 7
Staff recommends that a Climate Corps Fellow be brought on to augment and provide cost-effective staff support for the work related to the development of CAP, in addition to the following tasks, as they align with the Fellow’s skills/strengths, and as prioritized by the City:
• Conduct community engagement tasks related to the General Plan update of Housing, Health & Safety and Environmental Justice Elements, which are intrinsically connected to climate action planning.
• Assist staff with conducting feasibility assessments and community demand/behavior modeling for electric vehicle charging in Pinole. • Explore and present options for enhancing green building regulations, in advance of upcoming triennial building code update.
• Research and present options for a framework for considering an e-bike or scooter program.
• Develop communication materials and/or social media campaigns for the public regarding city initiatives related to sustainability and climate action in addition to sharing information about existing programs and incentives that support GHG emissions reductions.
• Present options for a developing a Pinole-based Earth Day event with an emphasis on activities related to climate action education, acts of service and supporting a sustainable economy.

C. BUDGET
Climate Action Plan
The maximum consultant project budget for the core project is $119,765. The optional tasks staff recommends be folded into the core project total a fixed fee of $48,495. The Rincon scope of services provides translation on a time and materials basis separate from the fixed fee cost. Additional community engagement budget needs may occur as the community engagement plan is developed. Therefore, Staff recommends adding an additional time and materials budget of $25,000 for translation, interpretation, community engagement and communication services to be utilized as determined by the Community Development Director on an as-needed basis for the project. The total project costs, as recommended by staff, are summarized below:

Project Items Cost
Core Project: Climate Action Plan $119,765
Optional Tasks $40,043
Adaptation Measures (A.2) $8,632
CEQA Qualified CAP (C) $12,478
CEQA GHG Checklist (B.1) $6,623
CEQA GHG Thresholds (B.2) $7,911
CAPDash (D) $13,031
Translation/Communication Budget (T&M) $25,000
Climate Action and Adaptation Plan Total Cost $184,808
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City Council Report
May 3, 2022 8
Climate Action Fellow
The total contract cost to partner with SEI to support a Climate Action Fellow is a maximum of $50,000. This cost provides a Fellow for 10 full months for 1,464 total hours of on-site service. The Fellow will be assigned to enhance the CAP effort and other priority sustainability initiatives. The cost also provides the Fellow with training led by SEI and vacation, holiday and sick time. Lastly, the cost includes an additional funding contribution that provides a living stipend, end-of-program award, and expense reimbursements for the fellow (up to $2,000 additional plus administrative fees for these expenses).

FISCAL IMPACT
With a total recommended cost of $184,808 for the CAP and $50,000 for a Climate Action Fellow, the total cost for these sustainability initiatives is $234,808. The City Council allocated $160,000 in the FY21/22 budget for a GHG Inventory and Climate Action Plan.

The total cost for the GHG Inventory was $32,027, leaving a balance of $127,973 for the Climate Action Plan. Staff recommends that the additional funding needed be allocated from unassigned General Fund balance.

Item Amount
Remaining Budget for CAP $127,973
Total CAP + Climate Action Fellow Cost $234,808
Total CAP cost, with recommended optional tasks $184,808 Climate Action Fellow $50,000
Balance Required to Supplement Initiatives from General Fund $106,835

ATTACHMENTS
A. Resolution
B. Rincon Proposal
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RESOLUTION NO. 2022-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE AUTHORIZING

THE CITY MANAGER TO EXECUTE A CONSULTANT SERVICES AGREEMENTS FOR SUSTAINABILITY INITATIVES WITH (1) RINCON CONSULTANTS FOR PREPARATION OF THE CITY’S FIRST CLIMATE ACTION PLAN FOR $184,808.00 AND (2) STRATEGIC ENERGY INNOVATIONS (SEI) TO SUPPORT A LIMITED

TERM CLIMATE ACTION FELLOW TO ENHANCE CLIMATE ACTION PLAN

PREPARATION AND SUPPORT OTHER SUSTAINABILITY INITIATIVES FOR $50,000.00 AND AMENDS THE FY 21/22 BUDGET TO APPROPRIATE $106,835

FROM THE GENERAL FUND
WHEREAS, the City’s leading planning document addressing Climate Change is the Sustainability Element of the General Plan, last updated in 2010; and WHEREAS, in 2016 the State of Californica adopted Senate Bill 32, which establishes new greenhouse gas emissions targets for 2030 (40% below 1990 levels) and 2050 (80% below 1990 levels) and Senate Bill 379, which requires cities to address climate adaptation and effectively plan for the impacts of climate change; and WHEREAS, in 2018 Governor Brown issued Executive Order B-55-18, establishing a new statewide goal to achieve carbon neutrality as soon as possible, and no later than 2045, and achieve and maintain net negative emissions thereafter; and WHEREAS, 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; and WHEREAS, in November 2021 the City Council approved a mid-year budget adjustment in the amount of $160,000 to fund the GHG inventory and CAP; and WHEREAS, in December 2021 Staff selected and executed a contract with CSG Consultants, with Rincon Consultants as a subconsultant, to perform the GHG Inventory at a total cost of $32,027; and
WHEREAS, the Community Development Department determined that consultant assistance is needed to prepare a Climate Action Plan in order to measure, plan, and reduce greenhouse gas emissions and related climatic impacts (the “Project”); and WHEREAS, in February 2022, the City of Pinole released Request for Proposals (RPF) for professional planning services for the Project; and WHEREAS, on March 11, 2022 Pinole received one proposal from Rincon/CSG in response to the RFP; and

ATTACHMENT A
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WHEREAS, staff evaluated the proposal, which is strong and will be able to thoroughly meet the City’s needs for this scope of work; and WHEREAS, the Rincon/CSG proposal includes options for the augmentation of the Climate Action Plan with adaptation measures, a dashboard to track activity data and monitor progress over time, and such streamlining tools like a CEQA checklist and thresholds, and development of a CEQA Qualified CAP; and WHEREAS, Climate Corps is an award-winning fellowship program that provides professional development opportunities for emerging leaders through implementation of sustainability and resiliency projects with local governments, nonprofits, and for-profit businesses; and
WHEREAS, staff has identified a partnership with Strategic Energy Innovations (SEI) working with a full time, limited-term Climate Corps Fellow to augment and provide cost-effective staff support for work related to the development of CAP and other sustainability-related initiatives; and
WHEREAS, $127,973.00 for consultant services associated with development of the Climate Action Plan are now available in the Community Development FY21/22 professional services budget; and
WHEREAS, additional funding will be required to complete the Project.

NOW THEREFORE, BE IT RESOLVED, that the above recitals are true and correct and made part of this resolution.

BE IT FURTHER RESOLVED that the City Council of the City of Pinole takes the following actions:

1. Authorizes the City Manager to execute a Consultant Services Agreement with Rincon Consultants in an amount not to exceed $184,808 for the development of the City’s first CEQA-Qualified Climate Action and Adaptation Plan; and

2. Authorizes the City Manager to execute a Consultant Services Agreement with Strategic Energy Partners (SEI) in an amount not to exceed $50,000 for the engagement with a Climate Action Fellow to support development of the CEQAQualified Climate Action and Adaptation Plan and other sustainability initiatives during FY 21-22 and FY22-23; and

3. Amends the FY 2021/22 budget to appropriate $106,835 from the General Fund to support the development of the CEQA-Qualified Climate Action and Adaptation Plan and other sustainability initiatives.
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PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 3rd day of May, 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 3rd day of May, 2022
____________________________________
Heather Bell, CMC
City Clerk
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Proposal for the City of Pinole
Climate Action
Plan
Q TīÆìǪǪșǫǩǫǫ
Submitted to:

City of Pinole
Attn: Lilly Whalen
Community Development Director
City of Pinole
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Submitted by:
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ZāăĊÌș
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ǮǪǩȭǱǬǭȭǭǭǮǮ
rinconconsultants.com

ATTACHMENT B
62 of 246
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Oakland, California 94612
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[email protected]
œœœȘīðĊÆďĊÆďĊĮķăĴĊĴĮȘÆďĉ

Hannah Mize, Sustainability Project Manager
[email protected]

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[email protected]
Authorized to contractually obligate on behalf of Rincon March 11, 2022 Project Number 22-12708
Attn: Lilly Whalen
Community Development Director
City of Pinole
2131 Pear Street
Pinole, California 94564
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Dear Ms. Whalen:
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ďĊĮķăĴĊĴĮșAĊÆȘ (Rincon) is excited to submit this proposal to provide the City of Pinole (City) with Climate Action Planning (CAP) services in support of the City’s decarbonization goals. Rincon’s proposal represents our team’s commitment to serve as an extension of the City’s team with the necessary technical, managerial, and strategic thinking skills to support development and achievement of Pinole’s long-range goals for this critically important effort. Rincon and our partner, CSG Consultants, Inc., have been working with the City on the review and reconciliation of the 2017 Greenhouse Gas (GHG) emissions inventory, as well as preparation of an emissions forecast and GHG emissions reduction targets that will support this CAP effort and has provided our team with a unique and deep understanding of the City’s operations, community, and culture. We look forward to the opportunity to continue working with the City and build off the legacy as a ăÐÌÐīďĊÆăðĉĴÐðĮĮķÐĮĮĴìÐťīĮĴÆðĴřðĊ
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ďķĊĴřĴďŒďăķĊĴīðăřÌďĨĴwķĮĴðĊÅðăðĴř'ăÐĉÐĊĴďåĴìÐ:ÐĊÐīăqăĊðĊǡǟǠǟȘ }ďĉŘðĉðšÐĴìÐÅÐĊÐťĴĮďåtðĊÆďĊȸĮĨīďŒÐĊĨīďæīĉĉĊæÐĉÐĊĴĊÌÆăðĉĴÐĨăĊĊðĊæÐŘĨÐīĴðĮÐșœÐìŒÐĴÐĉÐÌœðĴìĨīĴĊÐīĮĴìĴ know the City of Pinole staff, community, and City Council and share our passion for creativity and solving ever-evolving problems in unique ways. Kathleen Gallagherfrom
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ďĊĮķăĴĊĴĮșAĊÆș has been working with the City on community development, climate action, and waste ĉĊæÐĉÐĊĴșĊÌœðăăÅÐÆďĊĴīðÅķĴðĊæďķīďŒÐīăăÆďĉĉķĊðĴřÐĊææÐĉÐĊĴĊÌĉÐĮķīÐȭÅĮÐÌťĊĊÆðĊæĮĴīĴÐæřĊÌœðăăìÐăĨăÐÌĴìÐ waste sector measure development. This teaming structure brings depth to our in-house expertise that will help us to coordinate with the

ðĴřĊÌÅÐĴĴÐīĴðăďīĮĨÐÆðťÆĊÌðĉĨăÐĉÐĊĴÅăÐĉÐĮķīÐĮĊÌìÐăĨÐĊĮķīÐĴìÐĮķÆÆÐĮĮďåĴìðĮĨīďæīĉȘOÐÌðĊæĴìÐtðĊÆďĊĴÐĉœðăăÅÐ 'īðā9ÐăÌĉĊșTwO''#qșqīðĊÆðĨăȭðĊȭÆìīæÐ of Rincon’s statewide climate action and adaptation practice. Mr. Feldman has managed and guided the completion of CAPs across the state and has over 18 years of experience in environmental consulting, GHG modeling and auditing, climate action planning and sustainability design and program development. Hannah Mize, who is currently managing the preparation of Pinole’s GHG emissions forecast and GHG emissions reduction targets, will serve as Project Manager in charge of day-to-day oversight and will serve as the City’s primary contact. Ms. Mize has extensive Climate Action Planning experience, which includes managing the CAPs for qðĴĴĮÅķīæș
ķīÅĊāșĊÌwďķĴìqĮÌÐĊȘ}ìðĮĉķăĴðÌðĮÆðĨăðĊīřĴÐĉðĮĮĨÐÆðťÆăăřÌÐĮðæĊÐÌĴďÅÐÆďĉÐĊÐååÐÆĴðŒÐÐŘĴÐĊĮðďĊďåĴìÐ ðĴřȸĮ
ĮĴååĊÌĨīďŒðÌÐīďÅķĮĴĨīďæīĉĉĊæÐĉÐĊĴșÆăðĉĴÐÌĨĴĴðďĊșÌÐÆīÅďĊðšĴðďĊș 'sșĊÌÐĊææÐĉÐĊĴÐŘĨÐīĴðĮÐȘ
ÐīÐÆďĊťÌÐĊĴĴìĴřďķœðăăťĊÌĴìÐtðĊÆďĊĴÐĉĴďÅÐķĊðĪķÐăřĮķðĴÐÌĊÌìðæìăřĪķăðťÐÌðĊăăďåĴìÐĴÐÆìĊðÆăĊÌĉĊæÐĉÐĊĴīÐĮ that are required for successful execution of this program. The work program outlined herein is fully negotiable to meet Pinole’s needs for this exciting assignment. We welcome the opportunity to meet with you to discuss this submittal and acknowledge receipt of all addenda as applicable. Please do not hesitate to contact us if you have questions or need additional information.

Sincerely,
Rincon Consultants, Inc.
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Contents
9ðīĉsķăðťÆĴðďĊĮ .................................................. 1 Approach ............................................................... Ǡǟ wÆďĨÐďåďīā ........................................................ 11 wķÅÆďĊĮķăĴĊĴĮ .....................................................Ǣǟ Team ......................................................................Ǣǡ 'ŘĨÐīðÐĊÆÐ ............................................................ǢǤ wÆìÐÌķăÐ ................................................................42 Hourly Rates ......................................................... 44 65 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 1

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ďĊĮķăĴĊĴĮș AĊÆȘ (Rincon) is a
multi-disciplinary environmental science, planning,
and engineering consulting firm that provides
professional services to both government and
industry. Our skilled professionals have many years
of experience in climate action and adaptation
planning; greenhouse gas (GHG) emissions
inventorying and analysis, life cycle assessment,

ăðåďīĊð 'ĊŒðīďĊĉÐĊĴă sķăðĴř ÆĴ ȧ
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conservation, green building, and public engagement
related to these services. Our approach focuses on
well-designed solutions that respond to our clients’
ĮĨÐÆðťÆĊÐÐÌĮðĊÆďĮĴȭÐååÐÆĴðŒÐĉĊĊÐīȘ
Rincon has extensive experience in climate
action planning as well as implementation and
monitoring. We have assisted numerous counties
and cities throughout the state with climate action,
adaptation, and implementation and have built
cutting-edge tools to help jurisdictions track their
climate action plans (CAP) progress over time. We
have also prepared GHG inventories and developed

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have worked on the ground with developers and
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buildings utilizing the newest technology including
solar photovoltaic, solar thermal, air and water
source heat pumps, and battery storage.

Through our extensive CAP experience, we have
gained an understanding of the variety of goals
that drive the development of a CAP, such as
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as improved economy, cleaner air, and improved
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in 1994 in Ventura, California. Our
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Rincon has received numerous project
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Our employees are leaders in their
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rinconconsultants.com
LOCAL
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ĮĴĴÐștðĊÆďĊðĮăœřĮÆăďĮÐÐĊďķæì
to provide responsive professional
services.

Rincon
at a Glance
Firm Qualifications
66 of 246
development to meet the needs of the community and
establish measures that are implementable within
the local political context. We look forward to working with Pinole and the local community to identify a CAP
ĮĴīĴÐæřĴìĴťĴĮĴìÐăďÆăĨÐīĮĨÐÆĴðŒÐĊÌÌÐīðŒÐĮ
ÐĪķðĴÅăÐÅÐĊÐťĴĮåďīĴìÐÐĊĴðīÐÆďĉĉķĊðĴřȘ
Rincon’s corporate culture focuses on providing
environmental consulting services in a manner that
ðĮÅÐĊÐťÆðăĴďÅďĴìĴìÐÐĊŒðīďĊĉÐĊĴĊÌďķīÆăðÐĊĴȸĮ
needs. We perceive ourselves as an extension of our
client’s team and function with their best interests in mind. By managing each project with a focus on three
ĨīðĉīřďÅþÐÆĴðŒÐĮȯÐÆďĊďĉðÆÐŨÆðÐĊÆřșĴÐÆìĊðÆă
excellence, and sustainable approach – we provide
superior service that efficiently and effectively
meets the needs of our clients.

The Rincon Team knows that fostering a workplace
where diversity of thought and opinion, and people who
are celebrated will lead to a smarter, more creative,
aligned, and socially aware team. These values are
built into our project approach by incorporating
use of equity guardrails in our planning practice.

These values are also carried through our corporate
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Committee is working to recruit diverse talent,
partner with more diverse business enterprises, and
provide high-quality environmental education in the
communities in which we live and work. We operate
in this capacity because we truly love what we do and
want to build the most sustainable future by regularly
applying our knowledge and experiences in achieving
the highest levels of sustainability in our business
operations, as well as our daily lives.
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CITY OF PINOLE • CLIMATE ACTION PLAN 3
Project
Experience

ăðÐĊĴAĊåďīĉĴðďĊȚ
Sara Bellafronte, Senior Analyst
City of Pittsburg
'ĊŒðīďĊĉÐĊĴăwÐīŒðÆÐĮĊÌ
Waterfront Divisions
65 Civic Avenue, Pittsburg California 94565
(925) 252-4109
[email protected]
#ĴÐĮȚMarch 2020 – Present
Staff: Matt Maddox (Principal-In-Charge),
Hannah Mize (Project Manager),
Andrew Beecher (Technical Lead)
Website: https://www.pittsburgca.
gov/our-city/living/environmentalservices/climate-action-pages/2005- greenhouse-gas-emissions-inventory
City of Pittsburg
Climate Action Plan
+ IS/ND

CONTRA COSTA COUNTY
Rincon is currently assiting the City of Pittsburg with preparation of a streamlined Climate Action Plan (CAP). The project was initiated in March 2020, just weeks after the onset of the pandemic. The project builds off of the inventory calculations previously completed for the City by Rincon for 2016, as well as updates made to the 2005 emissions inventory. As part of this scope of work, Rincon is forecasting future community emissions and setting GHG emissions reduction targets that align with the state’s goals. The City is simultaneously working with another consultant team on their General Plan updates and ÌķÐĴďÌÐăřĮðĊĴìÐťĊăðšĴðďĊďåĴìÐăĊÌķĮÐĨīďþÐÆĴðďĊĮșœìðÆì are used as the foundation of the emissions forecast and therefore targets and measures, the technical components of the CAP project were tentatively put on hold. In order to continue moving the project forward and ensure project execution in a timely manner, Rincon worked on the CAP document background sections, including the Introduction and Inventory. This allowed the City to keep making progress, despite delays in other projects that our team didn’t have ÆďĊĴīďăďŒÐīȘwðĊÆÐĴìÐăĊÌķĮÐĨīďþÐÆĴðďĊĮœÐīÐťĊăðšÐÌștðĊÆďĊ has switched gears and is now completing the GHG emissions 68 of 246
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9ðīĉsķăðťÆĴðďĊĮ 9ðīĉsķăðťÆĴðďĊĮ
forecast and targets and has also begun the measure
development process. We will host meetings with
City staff, stakeholders, and the community over
the summer and then plan to wrap up the draft plan
ðĊ Ðīăř åăăȘ åĴÐī ĴìÐ
q ĊÌ
's ÌďÆķĉÐĊĴ
are provided to the public for review, Rincon will
ðĊÆďīĨďīĴÐĊřÆďĉĉÐĊĴĮĊÌťĊăðšÐÌďÆķĉÐĊĴ
for adoption by City Council, which is anticipated to
ďÆÆķīðĊsķīĴÐīǣďåǡǟǡǡȘ
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CITY OF PINOLE • CLIMATE ACTION PLAN 5

ăðÐĊĴAĊåďīĉĴðďĊȚ
Rebecca Parnes
'ĊŒðīďĊĉÐĊĴă}ÐÆìĊðÆðĊ
100 Civic Plaza
Dublin, CA 94568
(925)833-6630
[email protected]
#ĴÐĮȚAugust 2018 - September 2020
Staff: Ryan Gardner, Project Manager,
'īðā9ÐăÌĉĊșqīðĊÆðĨăȭðĊȭ
ìīæÐ
Website: https://www.dublincapupdate.
com/wp-content/uploads/2020/10/
Final-CAP-edit.pdf
City of Dublin
Climate Action Plan
& Emissions Forecast
OT'#
ZU}
Rincon led the development of the City of Dublin’s Climate Action Plan 2.0. As a small yet fast growing city, Dublin has the potential to ĮðæĊðťÆĊĴăřīÐÌķÆÐĴìÐðī:>:ÐĉðĮĮðďĊĮĴìīďķæìÐăÐÆĴīðťÆĴðďĊďå the transportation and building sectors. Working closely with City Staff Rincon is developing new strategies to incentivize sustainable community development while working to identify hurdles to implementation that a small to medium size city can face including a lack of staff time and funding availability. Using holistic approaches such as leveraging the RFP process for contracted services and working across multiple departments to discuss energy disclosure ordinance structure, practical actions and implementation are a focus of this CAP.

Rincon also worked with the City to develop a robust outreach program which will include stakeholders from the community including residents, business owners, realtors, commercial building owners, and community groups. Rincon understands that in order to develop an actionable and impactful Climate Action Plan, the measures within it must be vetted during the development process to the greatest extent feasible. Through open communication and collaboration, Rincon and the City of Dublin have strived to make Dublin CAP 2.0 a guide to achieving both the state’s and community’s sustainability goals.
70 of 246
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ăðÐĊĴAĊåďīĉĴðďĊȚ
Arpy Kasparian, Sustainability Analyst
City of South Pasadena
1414 Mission Street
South Pasadena, California 91030
626-403-7253
[email protected]
#ĴÐĮȚ
qĊÌ
'sȚǡǟǠǨĴďǡǟǡǟ
Grant Application: 2016
Staff: 'īðā9ÐăÌĉĊȧqīðĊÆðĨăȭ
in-Charge), Hannah Mize (Project
TĊæÐīȨș'īðÆOðĊīÌȧ}ÐÆìĊðÆă
Lead), Lexi Journey (Outreach Lead),
Audrey Nolan (Sustainability Planner)
Website: https://www.southpasadenaca.
gov/government/departments/
public-works/environmentalprograms/sustainable-southpasadena/climate-action-plan Climate Action Plan and Initial
Study-Negative Declaration
wZ}>qw#'U
Rincon led a team of consultants to complete the Southern California Association of Governments City of South Pasadena CAP. The South Pasadena CAP aims to reduce GHG emissions through equitable, ÆìðÐŒÅăÐșĊÌðĉĨăÐĉÐĊĴÅăÐÆĴðďĊĮĴìĴÐĪķăăřÅÐĊÐťĴăăwďķĴì Pasadenans. This CAP is the City of South Pasadena’s roadmap to exceed the City’s 2030 target and state mandated goal of 40 percent below 1990 levels by 2030 and demonstrates substantial progress toward achieving carbon neutrality by 2045. The greatest amount of emissions would be reduced in the energy and transportation sectors, which are also the greatest emission generating sectors.

Primary emission reductions in the energy sector through 2030 would be attributable to the renewable energy used by the city.

Additionally, as new buildings are built and existing buildings are īÐĴīďťĴșåķīĴìÐīÐĊÐīæřÐĉðĮĮðďĊīÐÌķÆĴðďĊĮœďķăÌÅÐÆìðÐŒÐÌ ĴìīďķæìÐăÐÆĴīðťÆĴðďĊȘ'ĉðĮĮðďĊĮåīďĉĴìÐĴīĊĮĨďīĴĴðďĊĮÐÆĴďī would be reduced through the reduction of VMT, increased use of ăĴÐīĊĴÐĴīĊĮĨďīĴĴðďĊĉďÌÐĮșĊÌĴìīďķæìÆìĊæðĊæĴìÐŦÐÐĴĴď ÐăÐÆĴīðÆŒÐìðÆăÐĮȘÌÌðĴðďĊăăřșĴìÐĨăĊðĮĪķăðťÐÌ:>:tÐÌķÆĴðďĊ qăĊĊÌĉÐÐĴĮĴìÐīÐĪķðīÐĉÐĊĴĮďå
'sǠǤǠǧǢȘǤȧÅȨȘ
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CITY OF PINOLE • CLIMATE ACTION PLAN 7
When the severe acute respiratory syndrome
coronavirus 2 (SARS-CoV-2) and spread of the
associated coronavirus disease (COVID-19) hit in
the middle of the CAP-development process, the
intersection between human health and climate
ÆìĊæÐīďĮÐĴďĊÐœĨīÐÆðĨðÆÐĊÌĉĨăðťÐÌĴìÐ
importance of acting now to reduce emissions and
protect those who are most vulnerable. The team
acted swiftly and instead of postponing project
deliverables and timeframes, the team adjusted
the approach to community outreach to establish
an equal seat at the table for everyone, despite our
varying circumstances around the pandemic. The
transition included hosting virtual open-house
meetings where people were invited to attend and
hear an update on the CAP, including a discussion of
each Play and Move (Measures and Actions), and then
ĴìÐŦďďīœĮďĨÐĊĴďÆÆÐĨĴĊÌīÐÆÐðŒÐåÐÐÌÅÆāȘ
This was coupled with a community survey that was
released for a month and advertised regularly on
various City outlets, including social media.

Grant Writing Task
Rincon worked with the City of South Pasadena to
develop a grant application for development of a
CAP. Rincon initiated the process by hosting a kickoff
meeting with the City, where we advised the City on
completing a CAP with a long-range plan to reduce
GHG emissions from City-government operations
and community activities in South Pasadena.

Rincon assisted the City with a grant application for
$120,000 from the Southern California Association
of Governments to prepare and develop the CAP.

The scope of services Rincon provided included
gathering and developing the necessary information
to complete the application. The City was awarded
$100,000 to complete the CAP with this grant.

We developed a great partnership
with Rincon during the climate
action planning process. Rincon
ensured that, at its core, the City’s
Climate Action Plan reduced
greenhouse gas emissions
through equitable, achievable, and
implementable actions that equally
ÖáğáƅŎΨ¾ĘĘΨĦœŎÿΨ}¾ņ¾Ýáğ¾ğņ͛Ψ¦áΨ
consider them trusted advisors and
look forward to working together
again in the future!
– Arpy Kasparian,
EğŧăłĦğĞáğŎ¾ĘΨáłŧă×áņ
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ăðÐĊĴAĊåďīĉĴðďĊȚ
Fred Ramirez, Assistant Community
Development Director
City of Burbank
ǡǦǤ'ĮĴZăðŒÐŒÐĊķÐ
Burbank, California 91502
818-238-5176
[email protected]
#ĴÐĮȚFebruary 2020 to Present
Staff: 'īðā9ÐăÌĉĊȧqīðĊÆðĨăȭðĊȭ
ìīæÐȨș
Hannah Mize (Project Manager),
'īðÆOðĊīÌȧ}ÐÆìĊðÆăOÐÌȨ
Website: ìĴĴĨĮȚȥȥœœœȘÅķīÅĊāÆȘ
æďŒȥœÐÅȥÆďĉĉķĊðĴřȭÌÐŒÐăďĨĉÐĊĴȥ
ÆăðĉĴÐȭÆĴðďĊȭĨăĊ
Greenhouse Gas Reduction
Plan Update

BURBANK
Rincon is currently overseeing the preparation of a Greenhouse Gas Reduction Plan (GGRP) Update for the City of Burbank that will ĮÐīŒÐĮȵĪķăðťÐÌ::tqȶķĊÌÐī
'sȘ}ìÐœďīāĮÆďĨÐðĊÆăķÌÐĮ
development of an updated GHG inventory, forecast, reduction ĉÐĮķīÐĮșĊÌ
'sĊăřĮðĮœðĴìĮĴīÐĉăðĊðĊæÌďÆķĉÐĊĴĴðďĊȘ
The Burbank GGRP Update builds upon the efforts of the City’s 2035 GGRP, adopted in 2013, with an updated GHG inventory and GHG-reduction targets to meet the state’s stringent 2030 reduction targets of reducing GHG emissions to 40 percent below 1990 levels.

The Rincon team is working closely with Burbank to engage all City departments, including the utility provider Burbank Water and Power, in development of GHG-reduction measures that are supported by substantial evidence. Rincon is also using the unique opportunity of virtual community and stakeholder outreach to implement tools to “The Rincon Team made the development of our updated Greenhouse Gas Reduction Plan simple ¾ğÝΨÝáņă÷ğáÝΨŎÿáΨ}Ę¾ğΨŎĦΨĿłĦŧăÝáΨ¾ΨņáŎΨĦöΨăĞĿĘáĞáğŎ¾ÖĘáΨĞá¾ņœłáņΨŎÿ¾ŎΨłáƆá×ŎΨŎÿáΨÝăŧáłņáΨŧĦă×áņΨ in our community in order to reduce emissions, mitigate and adapt to climate change risks, establish resilient neighborhoods, and lead the way toward a more sustainable future. They were ŧáłŮΨłáņĿĦğņăŧáΨ×ĦĘĘ¾ÖĦł¾ŎĦłΨăğΨŎÿáΨÝáŧáĘĦĿĞáğŎΨĦöΨŎÿáΨĿĘ¾ğΨŨăŎÿΨăŎŮΨņŎ¾ƂΨ¾ğÝΨŨáłáΨĞăğÝöœĘΨĦöΨ budget and timelines. Thanks!” ͼΨT¾łáğΨ}¾ğ͜ΨÝĞăğăņŎł¾ŎăŧáΨdƂ×áłΨ 73 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 9
further the reach of engagement efforts to enable
a diverse and equitable community voice in plan
development. Prior to adoption of the GGRP Update,
Rincon will develop the documentation needed to
unlock the potential to use the GGRP Update as a tool
for streamlining development review, including the

'sĊăřĮðĮĊÌ::tqÆďĊĮðĮĴÐĊÆřÆìÐÆāăðĮĴȘ}ď
ensure future legal defensibility of the GGRP Update,
Rincon is establishing a streamlined implementation
tracking program centered around the use of the
Rincon’s proprietary CAPDash tool, which will allow
regular and transparent reporting of the status of the
GGRP Update implementation. It is anticipated that
a Public Review Draft will be available in late August
2021, and the Final GGRP Update would be adopted
before December 2021.

The City of Burbank operates its own Department of
Water and Power which results in a unique dynamic,
because in some instances these utility providers
have more control over certain assets and less
control over others. For example, Burbank Water
and Power currently has power contracts that extend
beyond 2027, including one with Intermountain Power
Project, which is comprised of three different assets,
ďĊÐďåœìðÆìðĮÆďăȭťīÐÌĨďœÐīĨăĊĴȘ}īĊĮðĴðďĊðĊæ away from these long-term contracts is especially
ÌðŨÆķăĴåďīĮĉăăÐīĨďœÐīÐĊĴðĴðÐĮĮĴìÐřæÐĊÐīăăř
must pass the burden on to their customers, which is
often not considered equitable or fair. To overcome
this hurdle, the Rincon Team worked very closely
with Burbank Water and Power, as well as the rest
ďåĴìÐ
ðĴřÌÐĨīĴĉÐĊĴĮĴďÌÐĮðæĊĊÌīÐťĊÐīÐăðĮĴðÆ
emissions-reduction measures that aligned with
what each department was able to commit to, while
still reducing emissions in line with the state’s goals using substantial evidence.
74 of 246
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Approach
Rincon prides itself
on setting schedules
and meeting deadlines
ăÝáğŎăƄáÝΨăğΨŎÿĦņáΨ
schedules. A robust
framework has been
built through our climate
planning practice to
diligently solve potential
issues that may arise.

The Rincon Team, including our partners at CSG, have the availability and time to dedicate personnel and resources to manage and successfully assist the City of Pinole with the CAP, as well as execute a number of projects concurrently. In fact, if selected, the City of Pinole’s planning efforts will be among the Rincon Team’s top priorities. We prides itself on setting schedules ĊÌĉÐÐĴðĊæĴìÐÌÐÌăðĊÐĮðÌÐĊĴðťÐÌðĊĴìďĮÐĮÆìÐÌķăÐĮȘÐœðăăœďīāœðĴì ðĴřĮĴååĴďīÐťĊÐ
the proposed schedule, if necessary, to meet the City objectives with manageable deadlines åďīÆďĉĨăÐĴðĊæĴìÐœďīāœðĴìðÌÐĊĴðťÐÌÆīðĴðÆăĨĴìðĴÐĉĮȘ řÆďďīÌðĊĴðĊæœðĴì
ðĴřĮĴååĊÌ
providing consistent communication on tasks and deliverables, we can quickly identify potential impacts to the schedule due to additional outreach needs or other external factors. Rincon will ÌðĮÆķĮĮĴìÐĮÐĮðĴķĴðďĊĮœðĴì
ðĴřĮĴååĮĮďďĊĮðÌÐĊĴðťÐÌĊÌĨīďŒðÌÐďĨĴðďĊĮĴďÌÌīÐĮĮ these issues. Monthly reporting on the schedule and budget will provide a consistent update to

ðĴřĮĴååďĊĴìÐĨīďþÐÆĴȸĮĨīďæīÐĮĮȘÐœðăăÐĮĴÅăðĮìĪķăðĴřÆďĊĴīďăĨăĊĮďĊÐďåĴìÐťīĮĴ steps under contract to ensure staff availability, the delivery of quality products, and meeting the established schedule and deadlines.

Approach
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CITY OF PINOLE • CLIMATE ACTION PLAN 11

“On behalf of the City of Pasadena I want to thank the Rincon Team for your excellent performance on the City’s GHG inventory, Climate Action Plan, CEQA review, and CAP consistency checklist. Rincon’s overall approach to climate action planning has been very responsive ¾ğÝΨáƂá×ŎăŧáΨ¾ŎΨÝá¾Ęăğ÷ΨŨăŎÿΨŎÿáΨáŧáłͺáŧĦĘŧăğ÷Ψğ¾ŎœłáΨĦöΨ×ĘăĞ¾ŎáΨ×ÿ¾ğ÷áΨ legislation and policy. Throughout the climate action planning process Rincon provided creative solutions that are successful in helping Pasadena łá¾×ÿΨăŎņΨ9A9ΨłáÝœ×ŎăĦğΨ÷Ħ¾Ęņ͛Ψăğ×ĦğΉņΨņŎ¾ƂΨÝáĞĦğņŎł¾ŎáΨ¾ΨÝááĿΨ understanding of climate planning issues and a willingness to collaborate ŨăŎÿΨăŎŮΨņŎ¾ƂΨŎĦΨÝáĘăŧáłΨÝĦ×œĞáğŎņΨ×ĦğņăņŎáğŎΨŨăŎÿΨĦœłΨáŭĿá×Ŏ¾ŎăĦğņ͛· Anita Cerna, Senior Planner
City of Pasadena
¾ņĔΨ̤͝Ψ}łĦđá×ŎΨEğăŎă¾ŎăĦğΨ
and Project Management
In every project Rincon initiates, we endeavor to provide our client with a high-quality product that exceeds ÐŘĨÐÆĴĴðďĊĮșĉÐÐĴĮðÌÐĊĴðťÐÌĮÆìÐÌķăÐĮșĊÌăðæĊĮœðĴìăăĨĨăðÆÅăÐĨīďåÐĮĮðďĊăĮĴĊÌīÌĮĊÌīÐæķăĴďīř requirements. This starts at project launch, when Rincon hosts a dynamic kick-off meeting to introduce the team and set the stage for project execution. Additionally, Rincon would host check-in meetings throughout project completion and provide the City with monthly summary reports outlining the project initiatives completed. 76 of 246
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¾ņĔΨ̤̤͛ΨTă×ĔͺĦööΨ]ááŎăğ÷
Rincon will work with City staff to organize a virtual
kick-off meeting with the City’s Project Team to discuss project goals and objectives. The kick-off meeting
œðăăĨīďŒðÌÐĊďĨĨďīĴķĊðĴřĴďīÐťĊÐĴìÐĮÆďĨÐďåœďīā and proposed schedule, as well as identify existing
documents (e.g., Pinole General Plan, Sustainability
'ăÐĉÐĊĴȨșĨďăðÆðÐĮșĊÌāÐřĮĴāÐìďăÌÐīæīďķĨĮȧÐȘæȘș
ǣ
OĊÌǢǤǟ
ďĊĴī
ďĮĴșTīðĊ
ăÐĊ'ĊÐīæřșqðĊďăÐ
9ðīÐ#ÐĨīĴĉÐĊĴș
ďĊĴī
ďĮĴ}īĊĮĨďīĴĴðďĊ
Commission County of Contra Costa, Association
of Bay Area Governments, West Contra Costa
Unified School District, and local tribes). This meeting will also serve to establish the project management
procedures and communication protocols. Following
the kick-off meeting, the Rincon Team will provide an
ÌþķĮĴÐÌĮÆìÐÌķăÐșðåĊÐÆÐĮĮīřșĮœÐăăĮťĊăăðĮĴďå existing applicable documents, data, and policies for City īÐŒðÐœĊÌÆďĊťīĉĴðďĊȘ
¾ņĔΨ̤̥͛Ψ}łĦđá×ŎΨÿá×ĔͺăğΨ]ááŎăğ÷ņΨ
We believe that effective communication and project
management is an integral part of a project’s success.

Rincon’s Project Manager, Hannah Mize, will be
responsible for coordinating communication with the
City’s Project Manager, which would include hosting
regular project check-in meetings. We will work closely with the City for the duration of the project to ensure that progress is carefully tracked, attention is drawn to any ÌðŨÆķăĴðÐĮÐĊÆďķĊĴÐīÐÌșĊÌĴìÐĨīďþÐÆĴðĮÆďĊÌķÆĴÐÌ
in a highly professional manner. We recommend status
update phone calls monthly to report on project status.

Rincon may utilize an online collaborative tool (such as Mural) to help guide the team through brainstorming
sessions and to collect each team member’s ideas for
the project. We have found these tools to be effective
for discussions around timelines, scopes, gathering
multiple ideas, and framing discussions because it allows for real-time input in a setting that is more comfortable for everyone to voice their opinion, especially in a virtual setting. So far, we have used the mural tool for kick-off meetings, check-in meetings, stakeholder workshops,
and education sessions.
¾ņĔΨ̤̦͛Ψ}łĦđá×ŎΨ]¾ğ¾÷áĞáğŎΨ
Rincon takes pride in producing quality work and
achieving an exceptional level of client satisfaction.

To achieve this, Rincon employs standard project
management and quality control methods that include:
written project assignments, monthly project progress
ĉÐÐĴðĊæĮșĨīďþÐÆĴÆďĊĴīďăķĮðĊæTðÆīďĮďåĴɮ'ŘÆÐăĊÌ
Microsoft® Project software, peer review of all technical sections, technical editing of all documents, and principal review of all major deliverables. The Project Manager is responsible for the overall quality of the work effort and maintaining the schedule. Once the work product has
been completed by a team member it undergoes peer
review by the Project Manager. After corrections, the
qīðĊÆðĨăȭðĊȭ
ìīæÐīÐŒðÐœĮĴìÐťĊăĨīďÌķÆĴåďīĪķăðĴř
control before it is provided to our technical editing team for editorial review, and then our administrative staff for publication. As part of the review, documents are
checked against the prior established expectations and
requirements of the work scope. Documents are also
ÆìÐÆāÐÌåďīĮĨÐÆðťÆåďīĉĴĴðĊæĊÌďĴìÐīīÐĪķðīÐĉÐĊĴĮ
ķĮðĊæåďīĉăsķăðĴřĮĮķīĊÆÐȥsķăðĴř
ďĊĴīďăȧsȥs
Ȩ
checklist by the Publishing staff used to ensure that the ťĊăÌÐăðŒÐīÐÌĨīďÌķÆĴĉÐÐĴĮqðĊďăÐȸĮÐŘĨÐÆĴĴðďĊĮȘăă documents would be safely stored on Rincon’s secure
servers within a coordinated project folder. Additionally, as part of this task, Rincon will provide monthly status 77 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 13

updates with invoices, following the requirements
outlined in the contract, to the City summarizing the work completed over the previous month. This summary will
ðĊÆăķÌÐÅīðÐåÐŘĨăĊĴðďĊďåĴìÐĮĨÐÆðťÆĴĮāĮĴìĴœÐīÐ executed as well as a summary of the hours spent on the project.

Assumptions
• Rincon will host a (one-hour) virtual kick-off meeting. • Rincon’s Principal-in-Charge and Project Manager will attend the kick-off meeting
Deliverables
• Kick-off meeting
• Final list of Existing Documents/Data/ Policies to
review
• Monthly (30 minute) virtual meetings throughout the
12-month project timeline
• Meeting agendas and minutes for each meeting
• Monthly status updates and invoices
¾ņĔΨ̥͛Ψ áŧáĘĦĿΨ}ĦĘă×ăáņΨ¾ğÝΨ
Strategies to Achieve the
Reduction Targets
This task includes the development of policies and
strategies to achieve the established emissions reduction ĴīæÐĴĮșĮœÐăăĮĴìÐðÌÐĊĴðťÆĴðďĊďåìðæìȭăÐŒÐăåķĊÌðĊæ pathways for a select group of measures that outlines
ĨĴìœř ĴďœīÌĮ ðĉĨăÐĉÐĊĴĴðďĊȘ 'ĊŒðīďĊĉÐĊĴă
justice and social equity are integrated into the design of the emission reduction measures in order to address
underlying historic and current inequities, avoid impacting disadvantaged communities with the implementation of
ĉÐĮķīÐĮșĊÌÌðĮĴīðÅķĴðĊæĴìÐÅÐĊÐťĴĮďåĴìÐĉðĴðæĴðďĊ measures in an equitable fashion.
¾ņĔΨ̥̤͛Ψ9A9Ψ$ĞăņņăĦğΨŎł¾Ŏá÷ăáņΨ
Rincon has a broad range of expertise in GHG program,
ĨďăðÆřșĊÌĨīďþÐÆĴÌÐŒÐăďĨĉÐĊĴðĊĴìÐťÐăÌĮďåÆīÅďĊ åīÐÐÐăÐÆĴīðÆðĴřșÅķðăÌðĊæÐăÐÆĴīðťÆĴðďĊșĴīĊĮĨďīĴĴðďĊ decarbonization, zero waste, sequestration (including
current knowledge of research and applied potentials
of working lands management and urban forestry), and
carbon neutral organizations. After the project kick-off, ĴìÐĴÐĉœðăăÅÐæðĊĴďÌÐŒÐăďĨĮĨÐÆðťÆÆĴðďĊĮĴìĴœðăă allow the City to reach the established emission reduction ĴīæÐĴĮðÌÐĊĴðťÐÌĮĨīĴďåĴìÐtÐŒðÐœĊÌtÐÆďĊÆðăðĴðďĊ ďåĴìÐ'ŘðĮĴðĊæǡǟǠǦ
ĮÐăðĊÐ:īÐÐĊìďķĮÐ:Į'ĉðĮĮðďĊĮ
Inventory, Completion of a Municipal Inventory, and
Preparation of GHG Forecasts and GHG Reduction
Targets, currently being completed by Rincon and CSG.

To support the measure development process, Rincon
has created a suite of tools and assessment strategies
to support what we have found to be the most critical
portion of the work scope. Our team has used its unique expertise in completing and implementing CAPs to
• The monthly meetings will be attended by Rincon’s
Project Manager
• 12 Month project timeline
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9ðæķīÐǠȘwqts}ďďăȯtÐÌķÆĴðďĊwÆÐĊīðďĮ
14 tAU
ZU
ZUwO}U}wAU
Ș
ÌÐŒÐăďĨŒīðÐĴřďåĴďďăĮÌÐĮðæĊÐÌĴďðĊÆīÐĮÐÐŨÆðÐĊÆř and transparency in the climate action planning process while reducing costs to the client. These tools are highly customizable, allowing for communities to develop and
ðĉĨăÐĉÐĊĴ:>:īÐÌķÆĴðďĊĉÐĮķīÐĮĴìĴÅÐĮĴťĴĴìÐðī
needs. We propose to provide these tools to the City at no additional cost to inform and streamline the CAP measure development process.
ĮťīĮĴĮĴÐĨďåĴìðĮĴĮāștðĊÆďĊœðăăīÐŒðÐœĊÌÌðĮÆķĮĮĴìÐ status of the policies included in the current Sustainability 'ăÐĉÐĊĴșĮœÐăăĮĊřÌÌðĴðďĊăĮķĮĴðĊÅðăðĴřȭīÐăĴÐÌ goals or policies to identify additional opportunities for measures that we can built-out based on the success
of past initiatives. Rincon will leverage our proprietary Measure Analysis and Success Tracking (MAST) Tool
to complete an analysis of the existing GHG reduction
ĉÐĮķīÐĮȥĨďăðÆðÐĮȘTw}ăăďœĮtðĊÆďĊĊÌĴìÐ
ðĴřĴď
evaluate the quality and progress of measures or actions included in sustainability-related planning documents in an intuitive interface. This analysis helps us determine what kind of policies and actions have and haven’t worked ðĊĴìÐĨĮĴĊÌœìřȘ9īďĉĴìðĮīÐťĊÐÌåďķĊÌĴðďĊďåÆĴðďĊ items, we will assess any policy or program gaps and
identify additional opportunities for emission reductions.

Rincon will then provide a newly established core suite of measures that are tied to the City’s GHG emissions
ðĊŒÐĊĴďīřĊÌåďīÐÆĮĴȘ'ŘĉĨăÐĮďåÌÌðĴðďĊăĉÐĮķīÐĮ include:
• Electrify X% of vehicles by 2030 and Y% by 2045
• #ðŒÐīĴɦďåďīæĊðÆœĮĴÐÅřåīďĉĴìÐăĊÌťăăÅřǡǟǢǟ • and Y% by 2045
• Electrify X% of existing buildings by 2030 and Y% by
2045
ZĊÆÐœÐīÐŒðÐœĊÌīÐťĊÐĴìÐÌīåĴÐĉðĮĮðďĊīÐÌķÆĴðďĊ
measures list to include the new suite of measures as
well as previous measures that are currently progress,
ĴìÐtðĊÆďĊ}ÐĉœðăăĨīÐĮÐĊĴťĊăăðĮĴĴď
ðĴřĮĴååĊÌ
then the community and stakeholders for review and
input (See Task 3 for more information on community
outreach and engagement). To further assess emission
reduction measures and different approaches to
reach carbon neutrality (aggressive, moderate, and
conservative), Rincon will employ its Scenario Planning ĊÌtÐÌķÆĴðďĊĮsķĊĴðťÆĴðďĊȧwqtsȨ}ďďășœìðÆìĉāÐĮ ĴìÐĉÐĮķīÐĪķĊĴðťÆĴðďĊĨīďÆÐĮĮĉďīÐĴīĊĮĨīÐĊĴȘ
tðĊÆďĊìĮÌÐŒÐăďĨÐÌĊÌķĮÐĮĴìÐwqtsĴďďăåďīăăďå our climate planning documents to help clients visualize their emission forecasts and quantify reduction actions.

The dashboard feature allows the City to change target
metrics for each measure to see how these changes
will affect community emissions and high-level costs
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CITY OF PINOLE • CLIMATE ACTION PLAN 15

a defensible technical appendix that provides information on the methodologies used to calculate reductions,
with one round of consolidated City Department edits
and revisions on the technical appendix. Additionally,
if desired, Rincon can also complete a more robust
technical appendix to substantiate the emission
reductions achieved that align with the City’s targets and ĴìÐĮĴĴÐȸĮæďăĮĊÌÐĊĮķīÐĴìĴĴìÐ
qðĮĪķăðťÐÌ
GHG emissions reduction plan per the requirements of

'sȧwÐÐZĨĴðďĊă}Įā
åďīĉďīÐðĊåďīĉĴðďĊȨȘ
Rincon recognizes that high-quality climate action
planning is built on six essential pillars that result in implementable and effective GHG emission reduction
strategies and establish the cornerstone of high-quality GHG emission reduction plans. These six essential
components include:

1. 'ÌķÆĴðďĊ

2. Structural change

3. Associated GHG reductions

4. 'ĪķðĴÅăÐďķĴÆďĉÐĮ

5. Provide connectivity with community organizations
and resources

6. Cost-effective design
These lay the foundation for transformational change
and are essential to creating measures and actions that œðăă ÐĊææÐ ĴìÐ ÆďĉĉķĊðĴř ĊÌ åķăťăă ĴìÐ ÐĉðĮĮðďĊĮ reductions goals laid out in the CAP. The Rincon Team will structure the CAP in a way that builds on this foundation ĊÌĴìÐďŒÐīăăÅÐĊÐťĴĮœðăăÅÐÐĪķðĴÅăřÌðĮĴīðÅķĴÐÌĮďĴìÐ CAP is responsive to the needs of community members.

Additionally, the actions that support the various
measures will aim to increase frontline communities’
access to resources and opportunities.
based on various target trajectories over time. This tool provides a unique measure evaluation by graphically
detailing information from the GHG inventory, emission
reduction potential, and emissions targets to illustrate the long-term reductions associated with various measures,
which helps clients evaluate mixes of measures that will have the most potential for cost effective reductions.

Using this tool has allowed Rincon and our current
CAP clients to iteratively model various measures and
īÐÌķÆĴðďĊĮÆÐĊīðďĮĴďÆďĊťīĉĴìĴīÐÌķÆĴðďĊĮÆÐĊīðďĮ
meet GHG targets in the most effective manner (see
Figure 1).

Rincon will calculate the emission reduction potential
for applicable proposed measures and will approximate
implementation costs and identify potential funding
sources for a subset of measures (see Task 2.2 for
more information). The Rincon Team will develop
an implementation strategy that identifies priority
measures. This will include assigning specific time
periods for implementation of each action, with a focus on the near-term actions that can be taken by 2030 to
put the CAP on the trajectory to meet the state’s goals.

Additionally, Rincon will identify the responsible parties for implementing each action, which provides a sense of direction and ownership over the various CAP
components. As part of this task, the Rincon Team will
also highlight which actions will be implemented by
development projects. We assume that City feedback
on the provisional draft measures will be provided in a consolidated set of comments. The Rincon Team will
integrate the comments and edits as appropriate based
ďĊÌðĮÆķĮĮðďĊĮœðĴì
ðĴřĮĴååĊÌĮķĉĉīðšÐťĊăÌīåĴ
measures in a list that will be incorporated into the Draft CAP in a visually stunning manner (Task 5).

Our approach is to design CAPs to be defensible enough
to withstand outside scrutiny and we have budgeted
time to complete a high level document to serve as a
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16 tAU
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Ș
¾ņĔΨ̥̥͛͛ΨEÝáğŎăöŮΨ8œğÝăğ÷ΨöĦłΨ
Implementation Measures
ZķīÆăðÐĊĴĮìŒÐīÐĨÐĴÐÌăřðÌÐĊĴðťÐÌăÆāďååķĊÌðĊæ as a key hurdle to implementing emissions reduction
measures. To help solve this problem, the Rincon
Team will establish approximate implementation costs
and identify potential funding sources for up to four
primary measures (e.g., measures that reduce the most
emissions). Based on the climate mitigation strategies
ðÌÐĊĴðťÐÌðĊ}ĮāǡȘǠșĴìÐtðĊÆďĊ}ÐĉșðĊĨīĴĊÐīĮìðĨœðĴì

w:șœðăăĮķææÐĮĴåķĊÌðĊæĊÌťĊĊÆðĊæďĨĨďīĴķĊðĴðÐĮ
that could support the required investments. Categories include: grant funding; loans, lines, and bonds; private debt; private equity; and sponsorships; as well as public private partnerships, and possible taxes and fees.

Assumptions
• Rincon will establish approximate implementation
costs and identify potential funding sources for up to
four primary measures.
• Rincon has budgeted for receipt of one set of
consolidated comments on each deliverable. Any
additional revisions, including updates to the measures throughout the draft and final CAP development
process, will be completed on a time and materials
basis in accordance with our standard fee schedule
(attached).

Deliverables
• Draft and Final Recommended Emission Reduction and
Adaptation Measures Memorandum (Word and PDF)
• Technical Appendix to the CAP (Word and PDF)
• SPARQ Tool (Excel)
• MAST Tool (Excel)
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CITY OF PINOLE • CLIMATE ACTION PLAN 17

¾ņĔΨ̦͛ΨĦĞĞœğăŎŮΨdœŎłá¾×ÿΨ
and Engagement
The City of Pinole is diverse with a population of
approximately 19,022 people, 36 percent of which speak
ăĊæķæÐďĴìÐīĴìĊ'ĊæăðĮìĴìďĉÐșÆÆďīÌðĊæĴďĴìÐ United States Census Bureau. Therefore, it is especially ÆīðĴðÆăĴďÐĮĴÅăðĮì
ďĉĉķĊðĴř'ĊææÐĉÐĊĴwĴīĴÐæř
that includes representation from the variety of voices in the community. As such, a central focus of the CAP will be on the engagement of the underserved communities
and our team will work to ensure our robust Community
'ĊææÐĉÐĊĴqăĊīÐÆìÐĮăăăÐŒÐăĮďåĴìÐÆďĉĉķĊðĴř
¾ņĔΨ̦̤͛Ψ}ΨĦĞĞœğăŎŮΨdœŎłá¾×ÿΨ
and Engagement Plan
As a result of our recent work updating CAPs for
other cities, the Rincon Team understands that public
engagement will be critical for the success of the CAP.

Rincon will kick-off the community engagement effort

ďĉĉķĊðĴř ZķĴīÐÆì ĊÌ 'ĊææÐĉÐĊĴ qăĊ ĴìĴ
establishes effective methods to gain informed and
meaningful input from a broad and diverse range of
groups and populations in Pinole. Our team will make a
rigorous effort to reach out to the diverse downtown
community, the youth community, and senior community
to hear their valuable feedback. We have partnered with CSG, who has worked closely with the City and intimately understands the desires of the Council and the needs of the community, to complete this task. The Community
ĊÌZķĴīÐÆì'ĊææÐĉÐĊĴqăĊœðăăÅķðăÌďååďåĴìÐœďīā currently being done for the Citywide Communication
ĊÌ 'ĊææÐĉÐĊĴ qăĊș œìðÆì œðăă ðÌÐĊĴðåř ĴìÐ ĴďďăĮș mechanisms, and procedures that the City would like
to use to effectively communicate information to
residents and businesses, as well as get feedback from
those same stakeholders. It is anticipated that the City’s

ďĉĉķĊðÆĴðďĊĊÌ'ĊææÐĉÐĊĴqăĊœďķăÌÅÐÆďĉĨăÐĴÐ
in June 2022, however, if the document is delayed, a
draft version would be reviewed, if available, by CSG for incorporation into the CAP Community Outreach and
'ĊææÐĉÐĊĴqăĊȘ
ďĉĉķĊðĴřÐĊææÐĉÐĊĴœðăăåďÆķĮďĊ
the community at-large, directly affected stakeholders
including property owners, businesses, residents and
interest groups, civic decision-makers, disenfranchised communities, and disadvantaged communities.

The engagement effort will be designed to effectively
build collaborative interest, identify common values and goals in the project direction given the diverse group of local stakeholders, and to bring new participants into
the conversation. To best accomplish this, our team will include several engagement methods as a part of the

ďĉĉķĊðĴř'ĊææÐĉÐĊĴqăĊșĮĨīÐĮÐĊĴÐÌðĊĉďīÐÌÐĴðă
and incorporates the valuable feedback from the Pinole
community.
ăăÆďĉĉķĊðĴřďķĴīÐÆìĉĴÐīðăĮȧÐȘæȘșŦřÐīĮȥìĊÌďķĴĮȨ œðăăÅÐĨīÐĨīÐÌðĊ'ĊæăðĮìĊÌĴīĊĮăĴÐÌĴďwĨĊðĮìș
Tagalog, and traditional Chinese (which correlates to
the spoken language of Cantonese), as requested in the
RFP,on a time and materials basis as outlined further
below under Task 3.2.
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18 tAU
ZU
ZUwO}U}wAU
Ș
below in Tasks 3.2 – 3.5. These will include hosting
community workshops and providing materials for
pop-up events, developing an online community survey,
stakeholder group interviews, and City Council and
Planning Commission hearings. The Community Outreach
ĊÌ'ĊææÐĉÐĊĴqăĊœðăăÆăÐīăřðÌÐĊĴðåřÆďĊĮķăĴĊĴĊÌ

ðĴřīďăÐĮåďīăăīÐăĴÐÌÐĊææÐĉÐĊĴĊÌĊďĴðťÆĴðďĊ
activities and the project timeline. It will also include a description of relevant socioeconomic characteristics
ďåĴìÐqðĊďăÐÆďĉĉķĊðĴřĴďÅÐĮĴðĊåďīĉĊďĴðťÆĴðďĊĊÌ engagement methods.

Our goal is to design the community outreach to engage
the public and community leaders in a fun and interactive way that will create a common vision and facilitate
informed input into the CAP process.
¾ņĔΨ̦̥͛ΨĦĞĞœğăŎŮΨ}ĦĿͺœĿņΨ¾ğÝΨ
Workshops
On October 19, 2021, the City Council adopted a resolution that declared a climate emergency and directed staff
to develop a GHG inventory and CAP that align with the
state’s GHG reduction targets. Importantly, the resolution also emphasized health, socio-economic and racial
equity considerations should be included in climate
action planning policies and strategies, and ensure all residents are heard, especially low-income, seniors,
youth, the communities of color, and other vulnerable
populations.

Through our experience leading a wide variety of
ÆďĉĉķĊðĴřÐĊææÐĉÐĊĴÐŒÐĊĴĮœÐìŒÐåďķĊÌĮðæĊðťÆĊĴ
value from community pop-ups at popular destinations
or community events, which allows us to essentially
meet people where they are in the community. Pinole
has many popular community events throughout the
year for residents, businesses, and visitors to gather
and celebrate the City’s traditions and diversity.

Rincon will provide the City with materials to host
pop-up booths at these community events to bring
the CAP into the community and capture input from
a larger and more diverse audience. These will
ðĊÆăķÌÐĮķīŒÐřșďĊÐȭĨæÐÐÌķÆĴðďĊăŦřÐīșĊÌ
a contact-list sign-up form. Rincon will provide the
digital version of these materials for the City to print and distribute. The project booth and materials at
these events can be a good tool to foster project
interest, provide project information and background,
facilitate quick and engaging interactive exercises, and collect contact information for interested residents.
tðĊÆďĊœðăăĨīÐĨīÐăăĊÐÆÐĮĮīřĉĴÐīðăĮȧÐȘæȘșŦřÐīĮȥ ìĊÌďķĴĮȨ ðĊ 'ĊæăðĮì ĊÌ ĴìÐĊ ìŒÐ ĴìÐ ÌďÆķĉÐĊĴĮ translated to Spanish, traditional Chinese (which
correlates to the spoken language of Cantonese), and
Tagalog. Translation services would be provided by a
third-party such as Lazar Translating & Interpreting, which has a unique, full-service interpreting and translation agency specializing in translating and interpreting in over Stakeholders anticipated to be engaged in the
ĿłĦ×áņņΨăğ×ĘœÝá͝Ψ
• 4CL and 350 Contra Costa
• Marin Clean Energy
• Pinole Fire Department
• Contra Costa Transportation
Commission
• County of Contra Costa
• Association of Bay Area
Governments
• ¦áņŎΨĦğŎł¾ΨĦņŎ¾ΨğăƅáÝΨ×ÿĦĦĘΨ
District
• Local tribes
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CITY OF PINOLE • CLIMATE ACTION PLAN 19

150 languages. The cost for translation services would
be provided on a time and materials basis and costs $0.15 per word per language, assuming that the documents
provided are Word or PowerPoint style documents. The
project survey (see Task 2.3 below) will be advertised at the pop-up booth to broaden participation and may be
ðĊÆăķÌÐÌðĊstÆďÌÐĮďĨÐďĨăÐìŒÐÆďĊĴÆĴăÐĮĮœř to access the information if they are quickly passing and provide results at a time that is most convenient for them.

This pathway invites all community members to have
an equitable seat at the table, which ensures that all
voices will be heard and that the CAP will ultimately be implementable in the long-term. If desired, Rincon can
provide additional materials and training to City staff for hosting additional pop-ups of their choosing, on a time and materials basis in accordance with our standard fee schedule (attached). For this task, we have assumed
City staff will coordinate with the community event
organizer to reserve a booth, pay applicable fees, and
other logistical needs, such as printing any materials for in-person engagement events, while Rincon would draft
ĊÌťĊăðšÐĊřìĊÌďķĴĮȥŦřÐīĮȘĴĴÐĊÌĊÆÐďåtðĊÆďĊ
staff at the community pop-up events would be provided
on a time and materials basis, in accordance with our
standard fee schedule (attached).

Rincon will also assist City staff in preparing for and conducting two community workshops (one in person
and one virtual) to discuss the CAP. Two Rincon Team
members, which are anticipated to include Rincon’s
Technical Lead and Ms. Gallagher from CSG, would attend each of the community workshops. We anticipate that
ĴìÐťīĮĴĉÐÐĴðĊæœďķăÌďÆÆķīÅÐåďīÐĴìÐĉÐĮķīÐĮīÐ
developed to inform the community on the inventory,
targets, and forecast that the CAP will be built upon and the second meeting would occur during the measure
review period to solicit feedback from the community.

The schedule for the community workshops and any
ĨďĨȭķĨ ÐŒÐĊĴĮ œďķăÌ ÅÐ ťĊăðšÐÌ ðĊ ĴìÐ
ďĉĉķĊðĴř
ZķĴīÐÆìĊÌ'ĊææÐĉÐĊĴqăĊȧ}ĮāǢȘǠȨȘ}ìÐtðĊÆďĊ
Team will prepare all materials for the workshop and serve as the workshop facilitator. All exhibits and materials œðăăÅÐĨīďŒðÌÐÌðĊ'ĊæăðĮìșĊÌĴīĊĮăĴÐÌðĊwĨĊðĮìș traditional Chinese (which correlates to the spoken
language of Cantonese), and Tagalog on a time and
materials basis. These documents would be provided to
the City in an electronic form to post on the City’s website. ¾ņĔΨ̦̦͛ΨĦĞĞœğăŎŮΨEğĿœŎΨœłŧáŮ
Rincon will develop a community survey (using
SurveyMonkey or similar application) to capture
qualitative input on the values, goals, and issues to shape ĴìÐ
qȘ}ìÐĮķīŒÐřœďķăÌÅÐĴīĊĮăĴÐÌåīďĉ'ĊæăðĮìĴď
Spanish, traditional Chinese (which correlates to the
spoken language of Cantonese), and Tagalog on a time
and materials basis. As mentioned above, the survey will be facilitated at the community pop-up events and will
also be posted on the City’s website. The survey link could be shared on Pinole’s social media (e.g., Facebook) pages to increase response and also distributed by the City via existing listservs. Up to ten questions are anticipated to be developed for the survey, and following its closing an accompanying summary report will be created with
numerical breakdown of responses, charts and graphs,
and narrative descriptions of the qualitative results.

Pinole has many popular community
events where community pop-up events
could be hosted, including the Senior
áğŎáłΨł¾ÖΨ8ááÝ͜ΨĿłăğ÷Ψ$÷÷ΨAœğŎ͜Ψ
Community Service Day and Tiny
ĦŎΨdĿáğΨAĦœņá͜Ψ¾łΨÿĦŨΨ}¾ğ×¾ĔáΨ
Breakfast, Movies in the Park, Sounds
in the Park, Summer Craft Fair, Coastal
Cleanup, Dumpster Day, Senior Center
ł¾öŎΨÿĦŨ͜ΨAĦĘăÝ¾ŮΨ8áņŎăŧ¾Ę͜Ψ¾ğÝΨĞĦłá͠
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¾ņĔΨ̧̦͛ΨŎ¾ĔáÿĦĘÝáłΨEğŎáłŧăáŨņ
Rincon recognizes that the City engages with a wide
variety of stakeholders, including but not limited to the ǣ
OĊÌǢǤǟ
ďĊĴī
ďĮĴșTīðĊ
ăÐĊ'ĊÐīæřșqðĊďăÐ
9ðīÐ#ÐĨīĴĉÐĊĴș
ďĊĴī
ďĮĴ}īĊĮĨďīĴĴðďĊ
Commission, County of Contra Costa, Association of
Bay Area Governments, West Contra Costa
ĊðťÐÌwÆìďďă#ðĮĴīðÆĴșĊÌăďÆăĴīðÅÐĮȘÆĴðŒÐ
stakeholder engagement is best practice in measure
development as this feedback in integral to achieve
success in the planning process. Because many of
ĴìÐÆĴðďĊĮðÌÐĊĴðťÐÌðĊĴìÐ
qĴìĴœðăăðĉĨÆĴĊÌ
augment the various City departments operations, a
critical part of the work scope will be engagement
with staff within the participating agency, as well as
external stakeholders that would be involved in the
implementation process.

Developing integrated working groups helps to develop
stakeholder buy in and future implementation of the plan.

Rincon proposes to conduct up to three small virtual,
one-hour long group interviews in partnership with CSG, to discuss the project with local organizations, groups, and stakeholders. Representatives and advocates of
hard-to-reach and disadvantaged populations will be
invited to participate to facilitate a broader representation of residents. It is anticipated that these interviews will be conducted virtually and that the City would send
invitations and coordinate scheduling. Groups will be
organized to discuss topics pertinent to their experience and expertise. The Rincon team will lead the interview
process and provide a summary memorandum to the
City upon completion of the interviews summarizing the
feedback. The stakeholder interview task is a critical
step in gaining a candid understanding of conditions and issues from a variety of perspectives. These meetings will also create or strengthen the relationship between City and the community, which will prove to be an asset as the update progresses and after the project is completed for Plan’s implementation.
¾ņĔΨ̨̦͛Ψ}œÖĘă×ΨAá¾łăğ÷ņ
As part of this scope of work, two staff members from the Rincon Team will participate in up to four public hearings with the Planning Commission and City Council to review the Draft CAP and adopt the Final CAP. This scope of work assumes that City staff will be responsible for preparing the agenda and staff report. Rincon will provide a draft ĊÌťĊăqďœÐīqďðĊĴ ĨīÐĮÐĊĴĴðďĊ åďī ÐÆì ÐŒÐĊĴðĊ 'ĊæăðĮìȘAåĴīĊĮăĴðďĊĮÐīŒðÆÐĮīÐÌÐĮðīÐÌÅřĴìÐ
ðĴřș
those would be completed on a time and materials basis.

Assumptions
• The City is responsible for preparing noticing materials, including social media posts, email blasts, project
website updates, mailers, and newsletters, for all
engagement events.
• The City will print materials for all in-person engagement events.
• The City will secure the pop-up booth, coordinating
directly with the venue and community organizers, and
paying applicable fees.
• Rincon would provide materials for a pop-up event and assumes that City staff would attend.
• It is assumed that all stakeholder interviews would be virtual.
• The City will send invitations, coordinate scheduling, secure meeting rooms, and provide any necessary
refreshments for community workshops.

Deliverables
• Pop-up booth materials for up to one community event/ popup.
• Materials and presentations for up to two Community
Workshop, including PowerPoint presentations and
exhibits/handouts.
• Community survey and summary report.
• Meeting summary outlining comments received for
each meeting.
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CITY OF PINOLE • CLIMATE ACTION PLAN 21

• Rincon will attend and present at up to one in-person and one virtual community workshops, four in-person
public hearings, and three virtual stakeholder
interviews. Two Rincon Team members will attend
each event.
• It is assumed that the community workshops would last up to three hours each, the stakeholder meetings would
last up to one hour each, and the hearings would last up to three hours each.
• Flyers/handouts would be provided for each event in
English and translated to Spanish, traditional Chinese
(which correlates to the spoken language of Cantonese), and Tagalog.
• Translation services have not been included in our
current cost estimate per the request of the RFP; all
translation services would be provided on a time and
materials basis, at a rate of approximately $0.15 per
word per language, assuming that the documents
provided are Word or PowerPoint style documents.
¾ņĔΨ̧͛ΨEĞĿĘáĞáğŎ¾ŎăĦğΨ}Ę¾ğΨ
To facilitate implementation and monitoring of the CAP, Rincon will prepare an Implementation Plan that provides a summary of each of the measures, implementation
timeframe, and lead department, established as part of
Task 3 in a tabular format. In addition, the Implementation Plan will provide a column for the lead department to
take notes and track progress over time. Designing a
comprehensive, yet succinct Implementation Plan will
provide the City with a tracking mechanism that can
be used overtime as progress is made on individual
measures and be updated in future iterations of the CAP, as necessary, to ensure that the City reaches its long-term goals. It is anticipated that the Implementation Plan will be ÆďĉĨăÐĴÐÌðĊÐðĴìÐīTðÆīďĮďåĴďīÌďī'ŘÆÐășÌÐĨÐĊÌðĊæ on the preference of the City, and will integrate all of the GHG emissions reduction and adaptation measures.

As an optional task, to facilitate implementation and
monitoring of the CAP and to minimize future City staff resources needed for monitoring and reporting, Rincon
has developed a user-friendly cloud based GHG Inventory and Monitoring and Reporting Tool, CAPDash, which is
discussed further in Optional Task D.

Assumptions
• Upon finalization of the GHG emissions reduction
and adaptation measures, Rincon will complete an
Implementation Plan that can be used by the City to
track progress over time.

Deliverables
• Draft and Final Implementation Plan (Word/Excel and
PDF)
86 of 246
22 tAU
ZU
ZUwO}U}wAU
Ș
¾ņĔΨ̨͛Ψ áŧáĘĦĿΨ¾Ψ ł¾öŎΨ¾ğÝΨ
Final Climate Action Plan
¾ņĔΨ̨̤͛Ψ ł¾öŎΨĘăĞ¾ŎáΨ×ŎăĦğΨ}Ę¾ğ
The CAP will provide a creative and innovative roadmap
for the City to achieve emission reductions. The CAP will be designed for use by City staff and the community at
large and will include the following sections:

1. Introduction – This section sets the stage for the rest of the document by providing background information
ďĊÆăðĉĴÐÆìĊæÐĊÌÐĮřĴďðĊĴÐīĨīÐĴĮÆðÐĊĴðťÆăăř
backed information on how GHG emissions are
generated and what that impact looks like on the
community. The Introduction will also include a vision
and a purpose for the CAP, as well as a summary of
the work done to date, or the outreach completed as
part of the planning process.

2. 'ĉðĮĮðďĊĮwķĉĉīřȯ}ìÐ'ĉðĮĮðďĊĮwķĉĉīřœďķăÌ
ďķĴăðĊÐĴìÐīÐĮķăĴĮďåĴìÐǡǟǠǦ'ĉðĮĮðďĊĮAĊŒÐĊĴďīř
and the work completed by Rincon and CGS during
ĴìÐtÐŒðÐœĊÌtÐÆďĊÆðăðĴðďĊďåĴìÐ'ŘðĮĴðĊæǡǟǠǦ

ĮÐăðĊÐ :īÐÐĊìďķĮÐ :Į 'ĉðĮĮðďĊĮ AĊŒÐĊĴďīřș
Completion of a Municipal Inventory, and Preparation
of GHG Forecasts and GHG Reduction Targets.

Although this section would include technical
information, it would be summarized in a very clear
and succinct manner so the community could quickly
ĊÌÐŨÆðÐĊĴăřķĊÌÐīĮĴĊÌĴìÐīÐĮķăĴĮďåĴìÐĊăřĮðĮȘ

3. Measures and Actions – This section would include
achievable and implementable emissions reduction
measures and supporting actions that help the City
reduce its emissions in order to meet the established
ĴīæÐĴșœìðÆìðĮÌðĮÆķĮĮÐÌðĊĴìÐ'ĉðĮĮðďĊĮwķĉĉīř
section.

4. Adaptation - The Adaptation section would build
off of the work currently being done for the Safety
'ăÐĉÐĊĴĊÌÌðĮÆķĮĮÆăðĉĴÐŒķăĊÐīÅðăðĴðÐĮðĊĴìÐ
City, as well as include measures to increase the City’s adaptive capacity and climate change resilience, if
Optional Task A is selected.

5. Implementation and Monitoring – The Implementation
and Monitoring section will outline how the City will
implement the actions included in the CACAP, monitor
progress, and prepare updates over time.

The CAP will set key performance indicators (KPI) that
will help define a successful implementation of the
CAP strategy as well as measure progress over time.
ĨďĊÆďĉĨăÐĴðďĊďåĴìÐťīĮĴÌīåĴșĴìÐÌďÆķĉÐĊĴœðăă
be provided to City staff for review. The City will provide feedback and edits in one consolidated set and the Rincon }ÐĉœðăăÌīåĴqķÅăðÆtÐŒðÐœ#īåĴĴìĴīÐŦÐÆĴĮÐÌðĴĮ in response to City comments. The Public Review Draft
will be presented to the Planning Commission and City
Council and released to the community for a proposed
thirty-day comment period.
¾ņĔΨ̨̥͛Ψ8ăğ¾ĘΨĘăĞ¾ŎáΨ×ŎăĦğΨ}Ę¾ğ
Following the public review and comment period, as well as the public hearings, the Rincon Team will coordinate with City staff to incorporate relevant input into the Final #īåĴ
qĴìĴœðăăÅÐĨīÐĮÐĊĴÐÌĴď
ðĴř
ďķĊÆðăåďīťĊă
adoption. We anticipate and have budgeted for receipt
ďåķĨĴďťŒÐĮķÅĮĴĊĴðŒÐĨķÅăðÆÆďĉĉÐĊĴăÐĴĴÐīĮĊÌ
emails. Any additional comments above and beyond will
be addressed on a time and materials basis in accordance 87 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 23

with our standard fee schedule (attached). We will provide a summary of all outreach efforts and reports conducted as part of this scope of work and provide a clear overview of the existing conditions, baseline report, proposed
GHG reduction measures, and implementation plan with
ĴìÐĉďĊðĴďīðĊæĴďďăȘtðĊÆďĊìĮÆďĉĨăÐĴÐÌťĊăÆăðĉĴÐ action planning documents, similar to the CAP for Dublin, and South Pasadena are currently completing one for
Pittsburg, Sacramento, and Metropolitan Water District.

Rincon will provide an electronic copy of the document, printing or providing hardcopy documents has not been
included as part of this workscope.

Assumptions
• tÐĮĨďĊĮÐĴďÆďĉĉÐĊĴďåķĨĴďťŒÐĮķÅĮĴĊĴðŒÐĨķÅăðÆ
comment letters and emails.
• All comments on the Draft CAP will be provided to
Rincon in one consolidated set.
• No hard copies will be provided.

Deliverables
• Draft and Final CAP in Word and PDF formats
88 of 246
24 tAU
ZU
ZUwO}U}wAU
Ș
¾ņĔΨ̩͝ΨĘăĞ¾ŎáΨ×ŎăĦğΨ}Ę¾ğΨ
CEQA Assessment Document
An Initial Study-Negative Declaration (IS-ND) is typically ĮķŨÆðÐĊĴĨīďæīĉĉĴðÆ
'sÌďÆķĉÐĊĴĴðďĊåďī
q
ÌķÐĴďĴìÐæÐĊÐīăăřÅÐĊÐťÆðăÐĊŒðīďĊĉÐĊĴăðĉĨÆĴĮ
associated with the plan. In our experience, it is rare that ĉďīÐðĊÌÐĨĴì
'sÌďÆķĉÐĊĴðĮīÐĪķðīÐÌåďī
qȘ
However, if it is determined that the CAP implementation ĉÐĮķīÐĮďīÆĴðďĊĮĉřīÐĮķăĴðĊĨďĴÐĊĴðăăřĮðæĊðťÆĊĴ ÐĊŒðīďĊĉÐĊĴăðĉĨÆĴĮșĨīďæīĉĉĴðÆ'ĊŒðīďĊĉÐĊĴă
AĉĨÆĴtÐĨďīĴȧ'AtȨĉřÅÐīÐĪķðīÐÌĊÌÆĊÅÐĨīÐĨīÐÌ as part of this optional task in lieu of the CAP IS-ND for a different cost.

'sNðÆāďååĊÌ
ǤǡOÐĴĴÐīĮȚtðĊÆďĊœðăăìďăÌ
's
Kick-off Call with City staff and request the latest relevant Native American tribes list from the California Native
American Heritage Commission (NAHC). Upon receipt of
the tribes list from NAHC and internal approval of the CAP measures and actions list by the City, Rincon will prepare the AB 52 correspondence letters for the City to print on its letterhead and mail to the tribes.
ÌĉðĊðĮĴīĴðŒÐ#īåĴAwȭU#ȚtðĊÆďĊœðăăĨīÐĨīÐ
's
project description for City review and edit. Upon receipt ďåĴìÐ
ðĴřȸĮīÐŒðÐœÐÌðĴĮďĊĴìÐ
'sĨīďþÐÆĴÌÐĮÆīðĨĴðďĊș
Rincon will prepare the CAP Administrative Draft IS-ND
ĊăřĮðĮīÐăĴÐÌĴďăă
's:ķðÌÐăðĊÐĮĨĨÐĊÌðŘ:ĴďĨðÆĮȘ
In addition, if the City were to select Rincon to prepare ÅďĴìĴìÐ
qĊÌĮÐĨīĴÐ:ÐĊÐīăqăĊwåÐĴř'ăÐĉÐĊĴ
ĨÌĴÐștðĊÆďĊÆďķăÌăĮďðĊÆăķÌÐ
'sĮĮÐĮĮĉÐĊĴďå
ĴìÐ:ÐĊÐīăqăĊwåÐĴř'ăÐĉÐĊĴĨÌĴÐĮĨīĴďåĴìÐ
ĨīďæīĉĉĴðÆAwȭU#ðĊďīÌÐīĴďĨīďŒðÌÐ
'sīÐŒðÐœďå
ÅďĴìĴìÐ
qĊÌ:ÐĊÐīăqăĊwåÐĴř'ăÐĉÐĊĴĨÌĴÐ
ŒðďĊÐ
'sÌďÆķĉÐĊĴðĊĊÐŨÆðÐĊĴĊÌÆďĮĴȭÐååÐÆĴðŒÐ
manner.
#īåĴ AwȭU# Ɏ UZAȭUZ
Ț Upon receipt of one set of
consolidated vetted comments on the Administrative
Draft IS-ND from the City, Rincon will address comments and prepare and submit tracked and clean versions of
the public Draft IS-ND to the City. In addition, Rincon will prepare the Notice of Intent (NOI) to adopt an IS-ND åďīĉȘAĴðĮĮĮķĉÐÌĴìĴĴìÐ
ðĴřœðăăÐȭťăÐĴìÐUZAĊÌ
UZ
åďīĉĮœðĴìĴìÐwĴĴÐ
ăÐīðĊæìďķĮÐĊÌťăÐĴìÐUZA
form with the County Clerk. If desired, the City will also ÆďďīÌðĊĴÐĊÌĨřåďīăďÆăĊÐœĮĨĨÐīĊďĴðťÆĴðďĊďå
the Draft IS-ND.
9ðĊăAwȭU#ȚtðĊÆďĊœðăăĨīÐĨīÐĴìÐťĊăU#åďīĉĊÌ
ťĊăðšÐĴìÐAwȭU#ÌďÆķĉÐĊĴșðĊÆăķÌðĊæĨīÐĨīĴðďĊďå
responses to public comments received on the Draft
IS-ND.
9ðĊăAwȭU#>ÐīðĊæɎUZ#Ț Rincon will attend one Final IS-ND public hearing and review one round of PowerPoint presentation prepared by the City. In addition, Rincon
will prepare the Notice of Determination (NOD) form. It ðĮĮĮķĉÐÌĴìĴĴìÐ
ðĴřœðăăÐȭťăÐĴìÐUZ#åďīĉœðĴì
ĴìÐwĴĴÐ
ăÐīðĊæìďķĮÐĊÌťăÐĴìÐUZ#åďīĉœðĴìĴìÐ
County Clerk and pay associated fees.

Assumptions
• All comments on the Draft CAP will be provided to
Rincon in one consolidated set.
• No hard copies will be provided.
• }ìÐ
ðĴřœðăăÐȭťăÐĴìÐUZAĊÌUZ
åďīĉĮœðĴìĴìÐwĴĴÐ

ăÐīðĊæìďķĮÐĊÌťăÐĴìÐUZAåďīĉœðĴìĴìÐ
ďķĊĴř
Clerk. If desired, the City will also coordinate and pay åďīăďÆăĊÐœĮĨĨÐīĊďĴðťÆĴðďĊďåĴìÐ#īåĴAwȭU#Ș
• }ìÐ
ðĴř œðăă ÐȭåðăÐ ĴìÐ UZ# åďīĉ œðĴì ĴìÐ wĴĴÐ

ăÐīðĊæìďķĮÐĊÌťăÐĴìÐUZ#åďīĉœðĴìĴìÐ
ďķĊĴř
Clerk and pay associated fees.
89 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 25

Deliverables
•
'sNðÆāďåå
ăă
• AB 52 Letters (electronic)
•
'sqīďþÐÆĴ#ÐĮÆīðĨĴðďĊȧÐăÐÆĴīďĊðÆȨ
• Administrative Draft IS-ND (electronic)
• ÌÌðĊæĮĮÐĮĮĉÐĊĴďåwåÐĴř'ăÐĉÐĊĴĨÌĴÐĴďĴìÐ
ĨīďæīĉĉĴðÆ
'sĮĮÐĮĮĉÐĊĴåďīĴìÐ
q
• Draft IS-ND (electronic)
• NOI-NOC forms (electronic)
• Final IS-ND (electronic)
• Final IS-ND Hearing
• NOD form (electronic)
dĿŎăĦğ¾ĘΨ¾ņĔΨΨ
Vulnerability Assessment and
Adaptation Measures
The Rincon Team recognizes that there is a clear
intersection between mitigating the impacts of climate
change while simultaneously increasing our adaptive
capacity and making our communities healthier, more
resilient, and economically secure. Therefore, we have
included an optional task to complete a high-level
vulnerability analysis as part of this task and then draft strategies related to adaptation and resilience in order to help the community prepare for the impacts of climate change. This analysis will build on the work currently being ÆďĉĨăÐĴÐÌåďīĴìÐwåÐĴř'ăÐĉÐĊĴĮœÐăăȘwřĊÆìīďĊðĮĴðÆ development of the documents will result in a streamlined planning approach that is complementary and enhances
ÐÆìďåĴìÐťĊăÌÐăðŒÐīÅăÐĮȘ
dĿŎăĦğ¾ĘΨ¾ņĔΨ̤͛͝Ψ¥œĘğáł¾ÖăĘăŎŮΨ
Assessment
The initial component of the study will focus on
developing a localized understanding of climate change
hazards across the City of Pinole based on existing and publicly available datasets. The assessment will pull
together collated information about future climate
change hazards and our models and understanding of
the people, infrastructure and assets in the city. This analysis will consider how future extreme events may
push already vulnerable populations past a tipping point.

Our analysis will build off existing community indicators ăīÐÌřðÌÐĊĴðťÐÌÅřĴìÐ
ðĴřĊÌďķĴăðĊÐÌðĊĴìÐ
ðĴřȸĮ
wåÐĴř'ăÐĉÐĊĴĨÌĴÐ ĴìĴœÐ ķĊÌÐīĮĴĊÌðĮ ÅÐðĊæ
developed concurrently with the CAP.
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26 tAU
ZU
ZUwO}U}wAU
Ș
dĿŎăĦğ¾ĘΨ¾ņĔΨ̥͛͝ΨÝ¾ĿŎ¾ŎăĦğΨ
Measures
Similar to the development process for GHG reduction
strategies, the City’s existing plans and ongoing related planning efforts will be used as references in order
to coordinate adaptation measures with current City
efforts. The analysis will address both community-based adaptation measures and measures that are focused on
municipal government implementation and operations.
}ìÐÆďȭÅÐĊÐťĴĮĊÌÆďĉĨăÐŘðĴřďåðĉĨăÐĉÐĊĴĴðďĊœðăă
be qualitatively determined for each measure.

Deliverables
• Draft and Final High-Level Vulnerability Assessment
• Adaptation measures
dĿŎăĦğ¾ĘΨ¾ņĔΨ͝Ψ$Ψ
Checklist and Thresholds
dĿŎăĦğ¾ĘΨ¾ņĔΨ̤͛͝Ψ$Ψ
Greenhouse Gas Checklist
}ďĮĮðĮĴœðĴì
'sĴðÐīðĊæåďīåķĴķīÐĨăĊĮĊÌĨīďþÐÆĴĮș
Rincon can work with the City to prepare a methodology
ĴďĮĴīÐĉăðĊÐ
's:>:ÐĉðĮĮðďĊĮĊăřĮðĮåďīåķĴķīÐ
City projects. In early 2018, Rincon generated a CAP
Consistency Checklist for the City of Pasadena, one of
ĴìÐťīĮĴ
qĮðĊĴìÐĮĴĴÐĴďðĊÆăķÌÐw
ǢǡÆďĊĮðĮĴÐĊÆř
checklist for development projects. Rincon’s proposed

q
's qīďþÐÆĴ TĊæÐī ìĮ ÅÐÐĊ œďīāðĊæ œðĴì
California jurisdictions since 2010 to peer review or
ĨīÐĨīÐ ĴìÐðī
q
ďĊĮðĮĴÐĊÆř
ìÐÆāăðĮĴȧðȘÐȘș
's
:>:
ìÐÆāăðĮĴĮȨ Į œÐăă Į ÆďĉĨăÐĴÐ ĴìÐ
's :>:
Checklists for individual plans and projects. By having
's:>:
ìÐÆāăðĮĴ åďī ķĮÐ Åř
ðĴř ĨăĊĊðĊæĮĴåå
and applicants, future City plans and projects can
ĴðÐīåīďĉĴìÐ
qĨīďæīĉĉĴðÆ
'sÌďÆķĉÐĊĴåďī
ĨķīĨďĮÐĮďåĮĴīÐĉăðĊðĊæåķĴķīÐ
's:>:ĊăřĮÐĮĊÌ
demonstrating consistency with state GHG reduction
targets per the 2017 CARB Climate Change Scoping Plan.
ðĴìďķĴĮķÆìÆìÐÆāăðĮĴåďīĴďďășðĴÆĊÅÐÌðŨÆķăĴåďī åķĴķīÐĨăĊĮĊÌĨīďþÐÆĴĮĴďĊŒðæĴÐĴìÐ
'sĨīďÆÐĮĮ
under SB 32.
dĿŎăĦğ¾ĘΨ¾ņĔΨ̤͛Ψ áĘăŧáł¾ÖĘáņ
• #īåĴ
ðĴř
's:>:
ìÐÆāăðĮĴåďīåķĴķīÐĨīďþÐÆĴĮȸķĮÐ
(electronic)
• 9ðĊă
ðĴř
's:>:
ìÐÆāăðĮĴåďīåķĴķīÐĨīďþÐÆĴĮȸķĮÐ
(electronic)
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CITY OF PINOLE • CLIMATE ACTION PLAN 27

dĿŎăĦğ¾ĘΨ¾ņĔΨ̥͛͝Ψ$Ψ
Greenhouse Gas Thresholds
}ďåķīĴìÐīĮĴīÐĊæĴìÐĊĴìÐÌÐåÐĊĮðÅðăðĴřďååķĴķīÐ
's
:>:ĊăřĮÐĮĴìĴœðăăĴðÐīåīďĉĴìÐ
q
'sĮĮÐĮĮĉÐĊĴ
document to be prepared under Optional Task A.1 , we
īÐÆďĉĉÐĊÌĴìÐÌÐŒÐăďĨĉÐĊĴďå
ðĴřĪķĊĴðĴĴðŒÐ
's
ĴìīÐĮìďăÌĮďåĮðæĊðťÆĊÆÐåďī:>:ÐĉðĮĮðďĊĮăďĊæœðĴì a guidance document for City staff for purposes of
ÐŒăķĴðĊæĪķĊĴðĴĴðŒÐ
's:>:ĊăřĮÐĮĮķÅĉðĴĴÐÌÅř
ĨĨăðÆĊĴĮȘwķÆì
ðĴřĪķĊĴðĴĴðŒÐ
's:>:ĴìīÐĮìďăÌĮ
will be utilized when applicants are not able to meet all of the requirements in the CAP Consistency Checklist
ȧðȘÐȘș
's:>:
ìÐÆāăðĮĴȨĴďÅÐĨīÐĨīÐÌķĊÌÐīZĨĴðďĊă
Task B.2.
}ìÐ:>:ÐŨÆðÐĊÆřĴìīÐĮìďăÌåďīĨīďþÐÆĴȭďīĨăĊȭÅĮÐÌ

's ĊăřĮðĮ œðăă ÅÐ ÅĮÐÌ ďĊ ĉÐĴìďÌďăďæř ĴìĴ ÆďĊĮðÌÐīĮÐĉðĮĮðďĊĮæðĊĮĴĊÐŨÆðÐĊÆřȭÅĮÐÌĮÐīŒðÆÐ
population threshold. The threshold assesses the GHG
ÐŨÆðÐĊÆřďåĨīďþÐÆĴďīĨăĊďĊĨÐīÆĨðĴÅĮðĮďī service person basis. This approach will rely on the City GHG reduction goals in the CAP to attain a future horizon year target, compare it with the economic projections
and planned land use development in the region up to
ĮĨÐÆðťÆìďīðšďĊřÐīĮșĊÌăăďÆĴÐ:>:īÐÌķÆĴðďĊĮĴď
population, service population, and land uses. This
threshold is consistent with the CARB 2017 Climate
Change Scoping Plan, which details the intention to
accommodate population and economic growth in
California but do so in a way that achieves a lower rate of GHG emissions. In addition, if the City proceeds with ÌÐŒÐăďĨĉÐĊĴďå
's:>:ĴìīÐĮìďăÌĮștðĊÆďĊœðăăăĮď
ðĊÆăķÌÐ
'sĮĮÐĮĮĉÐĊĴďåĴìÐĴìīÐĮìďăÌĮĮĨīĴďåĴìÐ
ĨīďæīĉĉĴðÆAwȭU#ðĊďīÌÐīĴďÆďĊťīĉĴìĴĨĨīďĨīðĴÐ

'sīÐŒðÐœďåĴìÐĴìīÐĮìďăÌĮďÆÆķīĮĮĨīĴďåĨķÅăðÆ īÐŒðÐœĨīďÆÐĮĮĊÌŒðďĊÐ
'sÌďÆķĉÐĊĴðĊĊÐŨÆðÐĊĴ
and cost-effective manner. This will be done as part of ĨīÐĨīĴðďĊďåĴìÐ
'sĮĮÐĮĮĉÐĊĴÌďÆķĉÐĊĴķĊÌÐī
Optional Task A.1.

Rincon will also prepare a concise guidance document
åďīķĮÐÅř
ðĴřĮĴååðĊÐŒăķĴðĊæĮķÅĉðĴĴÐÌ
's:>:
ÐĉðĮĮðďĊĮĊăřĮÐĮĊÌÅřĨĨăðÆĊĴĮðĊĨīÐĨīðĊæ
's
GHG emissions analyses. The guidance document will
detail a defensible approach for evaluating GHG emissions ðĉĨÆĴĮðĊĊăřĮÐĮĨīÐĨīÐÌĨķīĮķĊĴĴď
'sȘ}ìÐ
document will also provide substantial evidence of the
methodology’s consideration of statewide GHG direction
provided by CAPCOA, CARB, and OPR as well as relevant
case law.
dĿŎăĦğ¾ĘΨ¾ņĔΨ̥͛Ψ áĘăŧáł¾ÖĘáņ
• #īåĴ
ðĴř
's:>:}ìīÐĮìďăÌĮĊÌ:ķðÌĊÆÐtÐĨďīĴ
(electronic)
• 9ðĊă
ðĴř
's:>:}ìīÐĮìďăÌĮĊÌ:ķðÌĊÆÐtÐĨďīĴ
(electronic)
92 of 246
28 tAU
ZU
ZUwO}U}wAU
Ș
dĿŎăĦğ¾ĘΨ¾ņĔΨ͝Ψ
Development of a Qualified
CAP Technical Appendix
}ìÐ
's :ķðÌÐăðĊÐĮ wÐÆĴðďĊ ǠǤǠǧǢȘǤȧÅȨ ÐĮĴÅăðĮìÐĮ
criteria to guide the preparation of a “plan for the reduction ďåæīÐÐĊìďķĮÐæĮÐĉðĮĮðďĊĮȘȶwķÅĮÐÆĴðďĊȧ#ȨĊďĴÐĮĴìĴ
's:ķðÌÐăðĊÐȭÆďĊĮðĮĴÐĊĴ:>:īÐÌķÆĴðďĊĨăĊĉķĮĴ
include, “measures or a group of measures, including
performance standards, that substantial evidence
demonstrates, if implemented on a project-by-project
ÅĮðĮșœďķăÌÆďăăÐÆĴðŒÐăřÆìðÐŒÐĴìÐĮĨÐÆðťÐÌÐĉðĮĮðďĊĮ ăÐŒÐăȘȶ}ìķĮșĴìÐĨīðĉīřÌðĮĴðĊÆĴðďĊÅÐĴœÐÐĊĪķăðťÐÌ

qĊÌďĊÐĴìĴðĮĊȸĴÆďĊĮðÌÐīÐÌĪķăðťÐÌðĮĴìÐăÐŒÐă of substantial evidence that clearly demonstrates that
the GHG reduction claimed in the CAP is achievable.

Therefore, pursuant to the direction included in the RFP we have left the completion of the Technical Appendix
that includes the substantial evidence as an optional task.

This Technical Appendix would clearly detail all the
evidence to demonstrate that the measures and actions
included in the Pinole can achieve the City’s emission
reduction targets for 2030. The GHG reductions from
the specific measures would be calculated using
published third-party evidence provided through
controlled investigations, studies, and articles carried ďķĴÅřĪķăðťÐÌÐŘĨÐīĴĮĴìĴÐĮĴÅăðĮìĴìÐÐååÐÆĴðŒÐĊÐĮĮ for measures and actions. The Appendix will clearly
display the estimates and work through the underlying
calculations that would be provided in this report would include the substantial evidence and a transparent
approach to achieving the City’s GHG emissions reduction target. If this task is selected, Rincon would complete the draft and provide it to the City for review and then address one set of consolidated comments on the document.
åĴÐīĴìÐÆďĉĉÐĊĴĮīÐÌÌīÐĮĮÐÌșťĊăðšÐÌŒÐīĮðďĊ
would be provided to the City for inclusion in the Final CAP.

Deliverables
• #īåĴĊÌ9ðĊăsķăðťÐÌ
q}ÐÆìĊðÆăĨĨÐĊÌðŘ
dĿŎăĦğ¾ĘΨ¾ņĔΨ ͝Ψ} ¾ņÿΨ
As an optional task, to facilitate implementation and
monitoring of the CAP and to minimize future City
staff resources needed for monitoring and reporting,
Rincon has developed a user-friendly cloud based GHG
Inventory and Monitoring and Reporting Tool. Rincon’s
fully automated web application, CAPDash, serves three
purposes.

1. }ìÐťīĮĴðĮĴďæÐĊÐīĴÐĴīĊĮĨīÐĊĴ:>:ðĊŒÐĊĴďīř which can be updated on an annual basis simply
by uploading activity data. This will allow the City
to actively track its progress towards its GHG
reduction targets.

2. The second major function of CAPDash is to track the implementation of CAP measures over time. We can
ķĨăďÌťĊă
qĉÐĮķīÐĮðĊĴďĴìÐĴďďăĊÌăăďœĴìÐ
City to track activity data (kW of solar installed, etc.) for each measure and monitor progress over time.

3. Finally, the tool acts as an automatically updating
dashboard which can display data both internally by
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CITY OF PINOLE • CLIMATE ACTION PLAN 29
This training will focus on reviewing the implementation ĊÌĉďĊðĴďīðĊæĴÅăÐĮďåĴìÐ
qșÆďĊťīĉðĊæÌÐĨīĴĉÐĊĴ
leads, and clarifying roles and responsibilities for
measures and actions that overlap multiple departments.

The training will also include a tutorial on CAPDash, which œðăăÅÐķĮÐÌĴďĴīÆāĊÌīÐĨďīĴÐĉðĮĮðďĊÌĴȘ'ŘĉĨăÐ CAPDash Link: ìĴĴĨĮȚȥȥÆĨȘīðĊÆďĊÆďĊĮķăĴĊĴĮȘÆďĉȥ
SouthPasadena
Please Note: We recommend using the CAPDash Tool,
however, we recognize that City staff might prefer a
different publicly available monitoring or reporting system.

We are committed to working with the City staff to identify the best option.
• Rincon will provide one virtual CAPDash training (up
to two hours).
9ðæķīÐǡȘ
q#Įì

1. CAPDash has a onetime license fee.
easily generating reports for staff, but also to the
public through a web-based dashboard.

CAPDash will allow the City to evaluate progress
towards its CAP goals in real time and provides the
implementation ĴīĊĮĨīÐĊÆř Ĵď ďĨĴðĉðšÐ
's
ĮĴīÐĉăðĊðĊæ ķĊÌÐī
's guidelines Section 15183.5, if
Optional Task C is selected.

The CAPDash tool (Figure 2) minimizes the burden of
monitoring and reporting and enables City staff to
more effectively utilize limited resources to implement CAP policies. The Rincon Team will hold one virtual
staff training on how to use the CAPDash to effectively monitor CAP implementation and progress over time.

Assumptions
• Rincon will populate CAPDash with all activity data from the current inventory.

Deliverables
• Attendance by up to two Rincon Team Members at the
virtual CAPDash training
• CAPDash User Guide
• CAPDash tool
1 94 of 246
30 tAU
ZU
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Ș
Subconsultants
Subconsultants
CSG
CSG is an employee-owned company and works
solely for public agencies, serving as a seamless
extension of municipal staff. For over 30 years,
CSG has had a solutions-oriented approach to our
work, leveraging our team’s extensive experience
and technical expertise to address a wide-range
of client needs. We currently furnish planning,
environmental, sustainability, building and safety,
ťīÐĨīÐŒÐĊĴðďĊșÆďÌÐÐĊåďīÆÐĉÐĊĴșĨķÅăðÆœďīāĮșĊÌ
a host of additional services to over 250 municipal
clients throughout California.

UĉÐďå9ðīĉȚ CSG Consultants, Inc.
>ÐÌĪķīĴÐīĮȚ
550 Pilgrim Drive, Foster City, CA 94404
(650) 522-2500 phone • (650) 522-2599 fax
www.csgengr.com • [email protected]
tÐæðďĊăZŨÆÐĮȚ
3875 Hopyard Road, #141, Pleasanton, CA 94588
ǢǠǤǟăĉÌÐĊ'ŘĨīÐĮĮœřșȤǡǤǤșwĊLďĮÐș

951181303 J Street, #270, Sacramento, CA 95814
5151 N. Palm Avenue, #530, Fresno, CA 93704
930 Fresno Street, Newman, CA 95360
3707 W. Garden Grove Boulevard, #100, Orange, CA
92868
ÐīĮðĊ
ķĮðĊÐĮĮȚ 30 – Founded in 1991
ZœĊÐīĮìðĨȚ'ĉĨăďřÐÐȭZœĊÐÌ
Employees: 300+
}řĨÐďå
ķĮðĊÐĮĮȚ
California Corporation | Incorporated June 15,
2000 | Federal ID: 91-2053749
wĴåå
ďĉĨďĮðĴðďĊ
}ìÐĉþďīðĴřďåĴìÐǢǟǟɎðĊÌðŒðÌķăĮœðĴìðĊďķīťīĉ
have provided public agency services throughout
their entire careers. Our talented personnel,
having held positions within communities facing
similar development concerns as the City of Pinole,
bring a wealth of ideas, experience, and solutions.

Depending upon the needs of our clients, we can
ĮÐīŒÐðĊÐðĴìÐīĨīďþÐÆĴȭĮĨÐÆðťÆďīďĊȭÆăăĮĴåå
augmentation capacity.
95 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 31

Our multi-disciplined municipal services staff
consists of the following types of professionals:
• Planning Professionals
• Sustainability Professionals
• Building Plan Reviewers & Inspectors
• Fire Plan Reviewers & Inspectors
• Structural Engineers
• Plan Review Engineers
• Fire Protection Engineers
•
ķðăÌðĊæZŨÆðăĮ
• CASp Professionals
• Permit Technicians
•
ďÌÐ'ĊåďīÆÐĉÐĊĴZŨÆÐīĮ
• Grading Improvement Plan Reviewers & Inspectors
• Civil Engineers
• Construction Managers
• Construction Inspectors
• Information Technology Professionals
96 of 246
32 tAU
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Team
Rincon has operated its Sustainability practice with the simple idea that we want our work to make positive change. Plans and roadmaps that sit on the shelf don’t make change. Therefore, we set out to tackle the hurdles to successful climate action planning by working with our clients, opening communication across departments, and not shying away from complex problems. Rincon has assembled a team of highly skilled ÐĊŒðīďĊĉÐĊĴăĮÆðÐĊÆÐĊÌĨăĊĊðĊæĨīďåÐĮĮðďĊăĮœìďÆďĉÅðĊÐÐŘĴÐĊĮðŒÐĴÐÆìĊðÆăĪķăðťÆĴðďĊĮĊÌ knowledge of climate action planning with several years of experience working in the region. Brief resumes for key team members are included on the following pages. Detailed resumes with project references are provided in Appendix A.
ƈá
Team
'īðā9ÐăÌĉĊðĮÐĊĴķī
ďķĊĴřĊĴðŒÐœìďĮÐÐŘĨÐīðÐĊÆÐðĊÆăķÌÐĮ
GHG modeling and auditing, climate action planning, and sustainability design and program development. Additionally, he is involved in a wide range of urban planning and land use studies, sustainable development īÐŒðÐœșĊÌ
'sÌďÆķĉÐĊĴĴðďĊĊÌĨÐīĉðĴĴðĊæÆĴðŒðĴðÐĮȘ>ÐìĮ
assisted numerous local agencies and development projects with the development of GHG thresholds, analytical methods, and reduction strategies in California. Mr. Feldman also has extensive experience ĨīÐĨīðĊæsķăðťÐÌ:>:tÐÌķÆĴðďĊqăĊĮĮÌÐťĊÐÌÅř
's:ķðÌÐăðĊÐĮ
ǠǤǠǧǢȘǤĊÌķĴðăðšðĊæĴìÐĮÐĨăĊĮĴďĮĴīÐĉăðĊÐ:>:
'sĊăřĮðĮåďī
development projects. Mr. Feldman applies this experience in the successful management of environmental and sustainability projects for a variety of clients in the public and private sectors. He serves as ĴìÐqīðĊÆðĨăȭðĊȭ
ìīæÐåďīĴìÐ
ðĴřďå
ÐīāÐăÐřȸĮ'ŘðĮĴðĊæ
ķðăÌðĊæ
'ăÐÆĴīðťÆĴðďĊwĴīĴÐæřĨīďþÐÆĴĴìĴåďÆķĮÐĮďĊĴìÐÐăÐÆĴīðťÆĴðďĊďå the Berkeley’s buildings. He is also the Principal-in-Charge for a number of CAPs and GHG inventories, including for the counties of Santa Clara and Santa Barbara, and the cities of Sacramento and Burbank.

Erik Feldman,

LEED-AP
qīðĊÆðĨăȭðĊȭ
ìīæÐ
97 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 33
Ms. Jared is an environmental scientist and project manager for the Sustainability Services Group at Rincon, with expertise in greenhouse gas (GHG) analysis and climate action plan (CAP) development. Ms. Jared ìĮÅÆāæīďķĊÌðĊÆăðĉĴďăďæðÆăȥìřÌīďăďæðÆăĮĴĴðĮĴðÆăĉďÌÐăðĊæș data management and analysis, and GHG mitigation planning. Her experience in sustainability and environmental planning includes preparing GHG emissions and data analyses (including inventories, forecasts, reduction strategies), CAP development, and GHG reporting audits. Past work has included preparation of science journal articles, ĮķĮĴðĊÅðăðĴřīÐĨďīĴĮș:>:ķÌðĴīÐĨďīĴĮș
'sĊăřĮðĮșĊÌ
qĮȘ
Alissa Jared
ĮĮďÆðĴÐ'ĊŒðīďĊĉÐĊĴă
Scientist
A¾ğğ¾ÿΨ]ăŶá
Project Manager
Hannah Mize, a Ventura County native and California State University, Channel Islands alumna, has a strong foundation in and experience with a wide range of climate action planning, as well as GHG emissions assessments. She has experience assisting with and managing CAPs, which includes overseeing data collection, completing inventory and forecast calculations, setting targets, developing emission reduction ĊÌ ÌĨĴĴðďĊȥīÐĮðăðÐĊÆÐĉÐĮķīÐĮș ĨīĴðÆðĨĴðĊæðĊ ÆďĉĉķĊðĴř ďķĴīÐÆìșĊÌÆďĉĨăÐĴðĊæÌīåĴĊÌťĊăĨăĊĮȘwìÐðĮÆķīīÐĊĴăřĉĊæðĊæ the City of Burbank’s Greenhouse Gas Reduction Plan Update as well as the City of Pittsburg’s Climate Action Plan, and recently oversaw the completion of the City of South Pasadena’s inaugural Climate Action qăĊșăăďåœìðÆìīÐ
'sȭĮĴīÐĉăðĊÐÌ:>:ÐĉðĮĮðďĊĮīÐÌķÆĴðďĊĮ
ĨăĊĮȘTĮȘTðšÐăĮďďŒÐīĮÐÐĮĴìÐŒÐīðťÆĴðďĊďå:>:ÐĉðĮĮðďĊĮĊÌăďœ carbon fuel through the California Air Resource Board Cap-and-Trade Program following the requirements of the Mandatory Reporting Regulation and the Low Carbon Fuel Standard, respectively. Ms. Mize manages the team’s robust auditing program, which has collectively verified approximately 40 percent of California’s industrial GHG emissions annually, over the past 4 years. She has conducted GHG ŒÐīðťÆĴðďĊĮÐīŒðÆÐĮĴìīďķæìďķĴĴìÐĮĴĴÐåďīÐăÐÆĴīðÆðĴřæÐĊÐīĴďīĮș electricity and natural gas providers, oil and gas production facilities, īÐťĊÐīðÐĮșĉðĊÐĮșĊÌåķÐăĮķĨĨăðÐīĮðĊÆďĊåďīĉĊÆÐœðĴìĴìÐĮĮÐĉÅăř Bill (AB) 32 Mandatory Reporting Regulation. She has also worked with transportation agencies to verify low carbon fuel.
98 of 246
34 tAU
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Ș
Team
Sarah Howland has extensive experience for crafting and facilitating creative, interactive community engagement activities, including public workshops, open house events, stakeholder interviews, focus group interviews, surveys, and participatory mapping activities for in-person, virtual, and hybrid arenas. In addition, she coordinates and prepares detailed, visually appealing work products, including marketing materials, staff reports, story maps, project website materials, and technical analysis reports for community engagement.

Ms. Howland has a wide-ranging policy background, having prepared, or assisted with managing long range planning, including general plan updates and local coastal program updates. She has experience in contract planning services and preparing staff reports, public meeting presentations, long-range planning documents, and environmental analysis. Ms. Howland has experience with all stages of the development review and entitlement process. Ms. Howland also has experience with all aspects of the environmental review process ðĊÆăķÌðĊæĨīÐĨīðĊæ
'sÌďÆķĉÐĊĴĮșĮķÆìĮAĊðĴðăwĴķÌðÐĮșAwȭTU#Įș
ÆďĉĨăÐŘĨīďæīĉĉĴðÆĊÌĨīďþÐÆĴȭăÐŒÐă'AtĮȘTĮȘ>ďœăĊÌÅīðĊæĮìÐī experience and knowledge in community engagement, long-range planning, and environmental justice.
¾ł¾ÿΨAĦŨĘ¾ğÝ
ZķĴīÐÆìĊÌ'ĊææÐĉÐĊĴ
OÐÌ
With over 28 years of sustainability experience, Kathleen Gallagher has a successful track record of developing innovative and cost-effective Climate Action & Adaptation Plans (CAAP), zero waste management programs and sustainability projects. Ms. Gallagher not only develops CAAPs, she also implements CAAP programs. Having both development and implementation experience result in practical and effective greenhouse gas (GHG) reduction programs that achieve desired results.

Ms. Gallagher managed a joint powers authority of twelve member jurisdictions, serving over 450,000 San Mateo County residents where she managed new projects, contract compliance, staff, and management of publicly owned facilities. Her public sector service of 11 years provides Ms. Gallagher with a comprehensive understanding of the unique challenges that public sector staff face and enable her to provide effective solutions for her clients. Ms. Gallagher is a SB 1383 (organics diversion mandate) subject matter expert. In March 2022, her work was recognized by CalRecycle for an innovative program to meet SB 1383 regulation requirements. Ms. Gallagher has an excellent īÐĨķĴĴðďĊåďīœďīāðĊæÐååÐÆĴðŒÐăřœðĴìÆðĴřĮĴååșÐăÐÆĴÐÌďŨÆðăĮșĊÌ regional groups to meet sustainability goals.

T¾ŎÿĘááğΨ
Gallagher
Senior Sustainability
Manager
CSG
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CITY OF PINOLE • CLIMATE ACTION PLAN 35

Experience
Climate Action Planning
Rincon has more than 375 staff, just large enough
to provide the expertise needed to successfully
complete Pinole’s CAP, yet flexible enough to
quickly respond to changes in direction or special
challenges that may emerge. Our broad experience
in climate action and adaptation planning and
implementation and the advanced experience of
āÐřĮĴååðĊĨĮĴĨīďþÐÆĴĮðÌÐĊĴðťÐĮķĮĮĨīĴðÆķăīăř well-suited for this project. We have developed
policies and ordinances for sustainability measures
relating to buildings, energy, water, waste, and
transportation as part of our work developing CAPs
and CAP implementation for municipal clients across
California. We have also developed web- based tools
to analyze key emission sectors, develop emission
reduction measures, implementation feasibility, and
tracking of implementation over time. Our Rincon
Team not only develops plans but also works with
our clients to implement those plans to create
real change. We work with developers to create
all-electric buildings, internally with municipalities
like Santee implementing CAPs, and recently with
ĴìÐ
ðĴřďå
ÐīāÐăÐřďĊťīĮĴȭďåȭðĴĮȭāðĊÌĊăřĮðĮ
and plan for citywide electrification. We have
also worked extensively with the oil and gas and
agriculture industries developing and auditing
GHG inventories for California’s Cap-and-Trade
Program. Our unique combination of policy and
implementation experience allows us to craft real
œďīăÌĮďăķĴðďĊĮĴďĮďĉÐďå
ăðåďīĊðȸĮĉďĮĴÌðŨÆķăĴ
GHG-reduction challenges.

Rincon recognizes the role that climate action
planning plays in achieving California’s GHG
reduction targets and has made it a priority in our
practice. As such, this program will be among the
ťīĉȸĮìðæìÐĮĴĨīðďīðĴðÐĮȘZķīīÐåÐīÐĊÆÐĮœðăăĴĴÐĮĴ
to Rincon’s demonstrated ability to respond on
short notice to our clients’ needs and our proven
track record of completion of innovative and highly
complex assignments on time and within budget.

Rincon has extensive experience in climate
ĨăĊĊðĊæĊÌ
'sĮœÐăăĮðĊðĉĨăÐĉÐĊĴĴðďĊĊÌ
ĉďĊðĴďīðĊæȘÐìŒÐÆďĊÌķÆĴÐÌ
'sĊăřĮðĮðĊ
nearly every city in California for more than 26 years
and provided Climate Action and Adaptation Planning
for jurisdictions across California by supporting
climate action, adaptation, and implementation and
by building cutting-edge tools to track improvement
ďŒÐīĴðĉÐȘÐìŒÐăĮďÌÐŒÐăďĨÐÌĪķăðťÐÌ
qĮĊÌ
associated project-level CAP compliance checklists,
ĮœÐăăĮ:>:ĴìīÐĮìďăÌĮåďī
'sĴðÐīðĊæȘ
The image below demonstrates the breadth of the
climate action and adaptation work that the Rincon
Sustainability Team has completed for various
jurisdictions throughout the state, with a summary
of the tools that Rincon has created and utilizes on
the right.
100 of 246
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Experience
101 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 37

Climate Action Plans and Greenhouse Gas
Inventories
Rincon has prepared CAPs, GHG Reduction Strategies,
Sustainability Plans, and GHG Reduction Scorecards,
as well as the associated GHG inventories, for
municipalities, special districts, universities, and
private clients throughout California. Our team has
prepared over 50 CAPs and GHG Reduction Strategies
throughout the state. None of the CAPs prepared
by Rincon have been legally challenged. Our team
ðĮÆďĉĨīðĮÐÌďå
t
ȭÆÆīÐÌðĴÐÌOÐÌÐīðťÐīĮ
who specialize in oil and gas production and have
cumulatively audited approximately 40 percent of
the state’s Cap-and-Trade-covered GHG emissions,
giving us unparalleled experience with a wide variety
industries and inventory methodologies and a
comprehensive understanding of best practices.

The table below shows Rincon’s climate action
planning and GHG inventory experience. Rincon
ăĮďĨīÐĨīÐÌĴìÐĮĮďÆðĴÐÌ
'sĮĮÐĮĮĉÐĊĴĮ
for these various climate action planning efforts.

Select project experience that includes the website
where each document is available and was prepared
by key personnel that would be assigned to the City’s
project are featured further in this section under
ȵqīďþÐÆĴ'ŘĨÐīðÐĊÆÐȘȶ
Rincon has assisted the following agencies with the preparation of GHG inventories and/or CAPs:
• City of Port Hueneme •
ðĴřďåwĊOķðĮZÅðĮĨď • City of Sacramento • Kings County • CSU, Channel Islands • City of Burbank • City of Paso Robles • Santa Clara County • ZŘĊīÌ
ďăăÐæÐ • City of Pismo Beach • City of Atascadero • City of Madera • City of Calabasas • City of Grover Beach • City of Dublin • Berkeley College • City of Beverly Hills • City of Arroyo Grande • City of Cupertino • City of Millbrae • City of West Hollywood • City of Montclair • City of Morro Bay • City of San Marcos • City of Pasadena • City of Walnut • Calaveras County • Imperial County Transportation
• City of South Pasadena • City of Lake Elsinore • City of Pittsburg • Lake Merritt College • Santa Barbara County • Stanford University • City of Santa Cruz • Angels Camp City • City of La Cañada
Flintridge
• Peralta Community
College
• Coachella Valley
Water District
• Metropolitan Water
District of Southern
California
• Ventura College • City of Laguna Beach • City of Albany • City of Rohnert Park • Moorpark College • City of Hayward • Merced County • City of Vista 102 of 246
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Experience
Climate Adaptation Plans and
Vulnerability Assessments
Rincon is on the cutting edge of vulnerability and
adaptation analyses and tools from the local level
to the regional and statewide level. On a local level,
Rincon has integrated climate vulnerability and
adaptation assessments as a component of CAPs
as well as Local Coastal Programs, General Plans,
and Local Hazard Mitigation Plans. The following
list shows Rincon’s climate adaptation planning
experience.

Collaboration with Stakeholders
Community engagement and ultimately buy-in is
at the heart of successful City planning, and the
Rincon Team excels at creating and implementing
tailored, community-focused engagement and
outreach plans. We specialize in presenting
technical information and processes in a clear way,
which provides opportunities for relationshipbuilding and meaningful input. Our approach also provides the client with the opportunity to address
issues directly and enhance community decisionmaking. Our experienced facilitators have managed public outreach campaigns for CAPs, General Plans,
land development, transportation projects, and
other planning efforts throughout California since
1994. Through our planning expertise and in-house
graphics and design capabilities, we help clients
connect with their communities and enhance project
outcomes.

Climate Change Vulnerability Assessments
• City of Nevada City Climate Vulnerability Assessment
• San Mateo County Climate Vulnerability Assessment
• City of Hayward Climate Vulnerability Assessment
• City of San Leandro Climate Vulnerability Assessment
• City of Livermore Climate Vulnerability Assessment
• Merced County Climate Vulnerability Assessment
• City of Santa Barbara (Yanonali St.) Sea Level Rise
Assessment
•
ðĴřďåZŘĊīÌOďÆă
ďĮĴăqăĊĨÌĴÐș
ăðĉĴÐ
Vulnerability Assessment, + Sea Level Rise
Adaptation Strategy Report
• City of Port Hueneme General Plan Update + Local
Coastal Plan
• City of La Cañada Flintridge Climate Vulnerability
Assessment
•
ðĴřďåZþð
ăðĉĴÐķăĊÐīÅðăðĴřĮĮÐĮĮĉÐĊĴ
• City of Simi Valley Climate Vulnerability Assessment
City of Ventura Climate Vulnerability Assessment
• City of Burbank Climate Vulnerability Assessment
• City of Pasadena Climate Vulnerability Assessment
• City of South Pasadena Climate Vulnerability
Assessment
• City of Beverly Hills Climate Action/Adaptation Plan + Climate Vulnerability Assessment
• City of Walnut Climate Vulnerability Assessment
• City of Rolling Hills Climate Vulnerability Assessment • City of Avalon General Plan Update + Local Coastal
Plan
• City of Rancho Mirage General Plan Safety Element
Update
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CITY OF PINOLE • CLIMATE ACTION PLAN 39

For example, the City of South Pasadena’s CAP
ÅÐÆĉÐďĊÐďåĴìÐťīĮĴĨăĊĮðĊOďĮĊæÐăÐĮ
ďķĊĴř
ĴìĴðĊÆăķÌÐĮæďă īÐăĴÐÌ ĴďÐăÐÆĴīðťÆĴðďĊÅř
working closely with all stakeholders, including city
departments, community members, City Council, and
ĴìÐUt'
șwĨÐÆðťÆăăřșqăřĮȧTÐĮķīÐĮȨ'ȘǡĊÌ'ȘǢ
īÐĪķðīÐÐăÐÆĴīðťÆĴðďĊďåĊÐœĊÌÐŘðĮĴðĊæÅķðăÌðĊæĮș
respectively. Implementation of these Plays would
ÅÐÆďĉĨăÐĴÐÌÅřĨīďŒðÌðĊæðĊåďīĉĴðďĊșťĊĊÆðĊæș
and training opportunities, as well as adopting
Ċ'ăÐÆĴīðťÆĴðďĊtÐÌðĊÐĮĮtÐÆì
ďÌÐåďīĊÐœ
ÅķðăÌðĊæĮȘ}ìÐĮÐqăřĮœÐīÐīÐťĊÐÌĴìīďķæìĴìÐ
community outreach process and additional Moves
(Actions) were added to ensure that the Plays met
the needs of South Pasadena, while also exceeding
the goals established by the state. For example,
TďŒÐ'ȘǡȘÌœĮÌÌÐÌÅĮÐÌďĊÌðĮÆķĮĮðďĊĮœðĴì
residents around potential concerns associated
with cooking on electric stoves. The action aims
to provide education around cooking with electric
appliances, including demonstrations from chefs
ĊÌȥďī ăďÆă īÐĮĴķīĊĴĮș Į ŒðăÅăÐȘ }ìðĮ ðĮ ÌðīÐÆĴīÐŦÐÆĴðďĊĴìĴœìĴĴìÐÆďĉĉķĊðĴřŒăķÐĮ
œĮðĊÆďīĨďīĴÐÌðĊĴìÐťĊăÌďÆķĉÐĊĴĴďĨīďŒðÌÐ
a path forward that works for everyone.

As professional planners, we understand the
importance of engaging both responsible agencies
and the public throughout the planning process.

We also work closely with stakeholders and public
ďŨÆðăĮĴďÆďĉĉķĊðÆĴÐðĊåďīĉĴðďĊÆăÐīăřĊÌ
work toward common goals. Our planning staff
has extensive experience managing a broad range
of public-involvement programs, from online
campaigns and innovative tailored activities to
traditional meetings, charrettes, and workshops.

Rincon also recognizes the importance of
establishing dynamic tools that provide
opportunities for entities to visualize their emissions as well as emissions reduction opportunities.

For example, to assist with the task of target
As part of the
community outreach
and engagement, the
Rincon Team will
coordinate with the
ăŎŮΉņΨdœŎłá¾×ÿΨ¾ğÝΨ
Engagement Plan
¾ğÝΨáĞĿÿ¾ņăŶáΨŎÿáΨ
goals of the City’s
Ŏł¾Ŏá÷ă×Ψ}Ę¾ğ͛
General Plan Safety Element Updates in Very High Fire Hazard Severity Zones

1. Trinity County

2. City of San Leandro

3. City of Piedmont

4. City of Ukiah

5. City of Nevada City

6. City of Solvang

7. ðĴřďåZþð

8. City of Port Hueneme

9. City of Simi Valley

10.
ðĴřďå}ìďķĮĊÌZāĮ

11. City of Ventura

12. City of Burbank

13. City of Calabasas

14. City of Sierra Madre

15. City of Claremont

16. City of Duarte

17. City of Palmdale

18. City of Rolling Hills

19. City of Brea

20. City of Beaumont

21. City of Carlsbad
104 of 246
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Experience
setting, Rincon created the Scenario Planning
ĊÌtÐÌķÆĴðďĊsķĊĴðťÆĴðďĊȧwqtsȨ}ďďășœìðÆì
ĉāÐĮĴìÐĉÐĮķīÐĪķĊĴðťÆĴðďĊĨīďÆÐĮĮĉďīÐ
ĴīĊĮĨīÐĊĴȧĮÐÐĉďīÐ ÅďķĴ ĴìÐ wqts }ďďăðĊ
Task 2.1). Additionally, Rincon created the Climate
Action Planning Dashboard, CAPDash. CAPDash,
a proprietary tool, that is compliant with the
OďÆă:ďŒÐīĊĉÐĊĴĮåďīwķĮĴðĊÅðăðĴřȧA
O'AȨȘwȘ
Community Protocol for Accounting and Reporting
ďå :īÐÐĊìďķĮÐ :Į 'ĉðĮĮðďĊĮȧȘwȘ
ďĉĉķĊðĴř
Protocol), is used for calculating GHG inventories and
tracking implementation of GHG and climate-related
policies. This tool was developed to streamline
the GHG inventory process and provide a way for
agencies to publicly display the inventory results, a
key part of maintaining a defensible CAP (see more
about CAPDash in Optional Task D).
ăğ×ĦğΨĘăĞ¾ŎáΨ×ŎăĦğΨdœŎłá¾×ÿΨĿłĦ÷ł¾ĞņΨöĦłΨ
ŎÿáΨăŎŮΨĦöΨ¥ăņŎ¾Ψ}Ψ̥̣̤̫ͮͯΨ¾ğÝΨăŎŮΨĦöΨ áĘΨ]¾łΨ
$ğáł÷ŮΨ$ƃ×ăáğ×ŮΨ}łĦ÷ł¾ĞΨ̥̣̤̬ͮͯΨÖĦŎÿΨłá×áăŧáÝΨ
Public Involvement/Education Program awards
from the Association of American Planning
}łĦöáņņăĦğ¾ĘņΨͮ}ͯΨ¾ğÝΨŎÿáΨņņĦ×ă¾ŎăĦğΨĦöΨ
$ğŧăłĦğĞáğŎ¾ĘΨ}łĦöáņņăĦğ¾ĘņΨͮ$}ͯ͛
105 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 41

}>Awq:'>w
''UAU}'U}AZUOOO'9}
OUN
106 of 246
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Schedule
The Rincon Team is prepared to begin the work program described in this proposal immediately upon authorization to proceed. As depicted on the following graphic, Rincon proposes to adhere to an approximately 12-month schedule that allows the Draft CAP to be circulated by February ǡǟǡǢĊÌÌďĨĴÐÌÅřĨīðăǡǟǡǢșœðĴìĊďŨÆðăāðÆāďååÌĴÐÅÐåďīÐĉðÌȭĨīðăǡǟǡǡȘ}ìðĮĮÆìÐÌķăÐ aligns with that proposed for the General Plan Update in order to provide opportunities to collaborate on efforts to streamline processes. Additionally, as part of the schedule design, we have included at least 10 working days for City review of each task or phase, as requested in the RFP. For the more robust deliverables, including Task 2, Develop Policies and Strategies to Achieve the Reduction Targets and, an approximately 20-working-day City-review period is ĨīďĨďĮÐÌĴďĨīďŒðÌÐÌÌðĴðďĊăĴðĉÐåďīĴìÐ
ðĴřȘ}ĮāĮǤĊÌǥș
qĊÌ
's#ďÆķĉÐĊĴșăĮď
ìŒÐťŒÐȭœÐÐāīÐŒðÐœĨīďĨďĮÐÌĴďăăďœåďīÌÌðĴðďĊăĴðĉÐďŒÐīĴìÐìďăðÌřĨÐīðďÌȘÌÌðĴðďĊăăřș œÐìŒÐÅķðăĴȭðĊďĊÐȭĉďĊĴìĨķÅăðÆīÐŒðÐœåďīĴìÐ#īåĴ qĊÌ
'sÌďÆķĉÐĊĴåĴÐīĴìÐ
ðĴřȸĮ
review to allow the community to provide feedback which will be discussed with the City and integrated into the Final CAP, as appropriate.

Schedule
107 of 246

A}Z9qAUZO' Ȣ
OAT}'
}AZUqOU 43
Task
Month
April May June July August September October November December January February March April Task 1: Project Initiation and
Project Management
Task 1.1 Kick-off Meeting
Task 1.2 Project Check-in
Meetings
Task 1.2 Quality Control,
Communication, and Project
Status Reports
Task 2: Develop Policies and
Strategies to Achieve the
Reduction Targets
Task 2.1 GHG Emission
Strategies
Task 2.2 Identify Funding for
Implementation Measures
Task 3: Community Outreach
and Engagement
Task 3.1 Community Outreach
and Engagement Plan
Task 3.2 Community
Workshops
Task 3.3 Community Input
Survey
Task 3.4 Stakeholder Interviews
Task 3.5 Public Hearings
Task 4: Implementation Plan
Task 5: Develop a Draft and
Final Climate Action Plan
Task 5.1 Draft Climate
Action Plan
Task 5.2 Final Climate
Action Plan
Task 6: Climate Action Plan
CEQA Assessment Document
Work in Progress City Review Community Review Meeting
108 of 246
44 tAU
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Hourly Rates
Cost
The Rincon Team will complete the work program described herein for a cost not to exceed $119,765, as shown in Table 1 . Table 2 includes the costs for the optional tasks. The breakdown of cost for each task outlined in the RFP and labor category is also included after Table 2 to provide more transparency. The cost estimate includes all items requested in the RFP and we have also included optional tasks as well as provided detailed costs in an effort to enhance the ťĊăÌÐăðŒÐīÅăÐȘ}ìÐÆďĮĴåďīĴīĊĮăĴðďĊĮÐīŒðÆÐĮœďķăÌÅÐĨīďŒðÌÐÌďĊĴðĉÐĊÌĉĴÐīðăĮ basis and is estimated to be $0.15 per word per language, assuming that the documents provided are Word or PowerPoint style documents.

AĦœłĘŮΨ¾Ŏáņ
109 of 246
22-12708 Pinole Climate Action Plan Rate Hours Labor Budget Direct Expenses Total Budget Task 1: Project Initiation and Project Management

55.00 10,414.00 3,220.00 13,634.00
Task 2: Develop Policies and Strategies to Achieve
the Reduction Targets 125.00 21,139.00 6,210.00 27,349.00 Task 3: Public Outreach and Engagement 112.00 21,813.00 10,350.00 32,163.00 Task 4: CAP Implementation Plan 20.00 3,297.00 0.00 3,297.00 Task 5: CAP Document 151.00 25,632.00 0.00 25,632.00
Task 6: CAP CEQA Assessment 96.00 17,162.00 0.00 17,162.00 Direct Expenses 0.00 0.00 528.00 528.00
Project Total 559.00 99,457.00 20,308.00 119,765.00
Direct Expenses Summary Amount
Vehicle Day Rate 528.00
19,780.00
Direct Expenses Subtotal 20,308.00
RINCON CONSULTANTS, INC.
22-12708 Pinole Climate Action Plan
Cost Estimate
¾ÖĘáΨ̤͝ΨĦņŎΨöĦłΨĘăĞ¾ŎáΨ×ŎăĦğΨ}Ę¾ğ

A}Z9qAUZO' Ȣ
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}AZUqOU 45
110 of 246
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Hourly Rates

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CITY OF PINOLE • CLIMATE ACTION PLAN

RINCON CONSULTANTS, INC.
22-12708 Pinole Climate Action Plan
Cost Estimate
Senior Planner II 212.00 18.00
Principal I 280.00 8.00
Task 6: CAP CEQA Assessment 96.00 17,162.00 0.00 17,162.00 Production Specialist I 105.00 2.00 210.00
Planner II 145.00 74.00 10,730.00
Senior GIS Specialist 160.00 11.00 1,760.00
Planner III 161.00 32.00 5,152.00
Senior Planner II 212.00 20.00 4,240.00
Principal II 295.00 12.00 3,540.00
Task 5: CAP Document 151.00 25,632.00 0.00 25,632.00
Planner II 145.00 10.00 1,450.00
Planner III 161.00 6.00 966.00
Senior Planner II 212.00 3.00 636.00
Senior Supervisor Planner II 245.00 1.00 245.00
Task 4: CAP Implementation Plan 20.00 3,297.00 0.00 3,297.00 10,350.00
Planner II 145.00 23.00 3,335.00
Senior GIS Specialist 160.00 4.00 640.00
Planner III 161.00 40.00 6,440.00
Senior Planner II 212.00 19.00 4,028.00
Principal I 280.00 20.00 5,600.00
Principal II 295.00 6.00 1,770.00
Task 3: Public Outreach and Engagement 112.00 21,813.00 10,350.00 32,163.00 6,210.00
Planner II 145.00 61.00 8,845.00
Planner III 161.00 38.00 6,118.00
Senior Planner II 212.00 18.00 3,816.00
Principal II 295.00 8.00 2,360.00
Task 2: Develop Policies and Strategies to Achieve
the Reduction Targets 125.00 21,139.00 6,210.00 27,349.00 3,220.00
Admin Assistant/Billing Specialist 95.00 10.00 950.00
Planner III 161.00 8.00 1,288.00
Senior Planner II 212.00 33.00 6,996.00
Principal II 295.00 4.00 1,180.00
Task 1: Project Initiation and Project Management 55.00 10,414.00 3,220.00 13,634.00 22-12708 Pinole Climate Action Plan Rate Hours Labor Budget Direct Expenses Total Budget
2,240.00
3,816.00
47 112 of 246
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Hourly Rates
Cost for Addtional Meeting Attendance
RINCON CONSULTANTS, INC.
22-12708 Pinole Climate Action Plan
Cost Estimate
Vehicle Day Rate 528.00
Direct Expenses 0.00 0.00 528.00 528.00
Production Specialist I 105.00 1.00 105.00
GIS/CADD Specialist I 125.00 3.00 375.00
Planner III 161.00 66.00 10,626.00
Project Total 559.00 99,457.00 20,308.00 119,765.00
22-12708 Pinole Climate Action Plan Rate Hours Labor Budget Direct Expenses Total Budget
19,780.00
Vehicle Day Rate 528.00
Direct Expenses Subtotal 20,308.00
Direct Expenses Summary Amount
113 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 49

AĦœłĘŮΨ¾Ŏáņ
The rates shown are for budgetary purposes. Actual rates may vary slightly depending on staff availability, but overall ÆďĮĴĮœðăăĊďĴÐŘÆÐÐÌĴìÐĴďĴăĮìďœĊìÐīÐðĊȘĊřÌÌðĴðďĊăĴĮāĮĊďĴðÌÐĊĴðťÐÌìÐīÐðĊœðăăÅÐÆďĉĨăÐĴÐÌďĊăřķĨďĊ authorization and in accordance with the rates shown in the table and in the fee schedule on the following page. 114 of 246
50 tAU
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Hourly Rates
Rincon Consultants, Inc.

Standard Fee Schedule for Environmental Sciences and Planning Services Professional, Technical and Support Personnel* Hourly Rate Principal II $295
Director II $295
Principal I $280
Director I $280
Senior Supervisor II $245
Supervisor I $228
Senior Professional II $212
Senior Professional I $197
Professional IV $174
Professional III $161
Professional II $145
Professional I $128
Associate III $117
Associate II $102
Associate I $95
Senior GIS Specialist $160
GIS/CADD Specialist II $140
GIS/CADD Specialist I $125
Technical Editor $130
Project Accountant $110
Billing Specialist $95
Production Specialist $105
Clerical $95
*Professional classifications include environmental scientists, urban planners, biologists, geologists, marine scientists, GHG verifiers, sustainability experts, cultural resources experts, and other professionals. Expert witness services consisting of depositions or in-court testimony are charged at the hourly rate of $375.

Reimbursable Expenses
Direct Cost Rates
Photocopies – Black and White $0.20 (single-sided) & $0.40 (double-sided) Photocopies – Color $1.50 (single-sided) & $3.00 (double-sided) Photocopies – 11 x 17 $0.50 (B&W) & $3.30 (color)
Oversized Maps $8.00/square foot
Digital Production $15/disc and $20/flash drive
Light-Duty and Passenger Vehicles* $88/day
4WD and Off-Road Vehicles* $140/day
* $0.65/mile for mileage over 50 and for all miles incurred in employee-owned vehicles.

Other direct costs associated with the execution of a project, that are not included in the hourly rates above, are billed at cost plus 15%. These may include, but are not limited to, laboratory and drilling services, subcontractor services, authorized travel expenses, permit charges and filing fees, mailings and postage, performance bonds, sample handling and shipment, rental equipment, and vehicles other than covered by the above charges.

Annual Escalation. Standard rates subject to annual escalation. Payment Terms. All fees will be billed to Client monthly and shall be due and payable upon receipt or as indicated in the contract provisions for the assignment. Invoices are delinquent if not paid within ten (10) days from receipt or per the contractually required payment terms. 115 of 246
CITY OF PINOLE • CLIMATE ACTION PLAN 51
Rincon Consultants, Inc.

Equipment Day Rate
Environmental Site Assessment
Soil Vapor Extraction Monitoring Equipment $155
Four Gas Monitor $133
Flame Ionization Detector $107
Photo Ionization Detector $80
Hand Auger Sampler $60
Water Level Indicator, DC Purge Pump $45
Natural Resources Field Equipment
UAS Drone $268
Spotting or Fiberoptic Scope $165
Pettersson Bat Ultrasound Detector/Recording Equipment $165 Sound Level Metering Field Package (Anemometer, Tripod and Digital Camera) $110 :qwȱwķÅȻĉÐĴÐīÆÆķīÆřȲ $65
Infrared Sensor Digital Camera or Computer Field Equipment $55 Scent Station $22
Laser Rangefinder/Altitude $11
qðĴȻåăă}īĨĮȣwĨďĴăðæìĴĮȣĊÐĉďĉÐĴÐīȣ:qwĊðĴĮȣwĴÐīðăðšÐÌwĉĨăÐLī $9 Mammal Trap, Large/Small $1.50/$0.50
Water and Marine Resources Equipment
Boat (26 ft. Radon or Similar) $600
Boat (20 ft. Boston Whaler or Similar) $335
Multi Parameter Sonde (Temp, Cond, Turbidity, DO, pH) with GPS $165 Water Quality Equipment (DO, pH, Turbidity, Refractometer, Temperature) $60 Refractometer (Salinity) or Turbidity Meter $37
Large Block Nets $110
Minnow Trap $95
Net, Hand/Large Seine $55
Field Equipment Packages
Standard Field Package (Digital Camera, GPS, Thermometer, Binoculars, Tablet, Safety Equipment, and Botanic Collecting Equipment)
$110
Remote Field Package (Digital Camera, GPS, Thermometer, Binoculars, Tablet and Tðåðȣ#ÐăďīĉÐwĴÐăăðĴÐ
ÐÆďĊȣǫǭȻ>ďķīwåÐĴřqìďĊÐȲ
$140
Amphibian/Vernal Pool Field Package (Digital Camera, GPS, Thermometer, Decon Chlorine, Waders, Float Tube, Hand Net, Field Microscope) $165
Fisheries Equipment Package (Waders, Wetsuits, Dip Nets, Seine Nets, Bubblers, Buckets)
$55
Underwater and Marine Sampling Gear (U/W Photo/Video Camera, Scuba Equipment (Tanks, BCD, Regulators, Wetsuits, etc.)
$55/diver
Marine Field Package (PFDs – Personal Flotation Devices, 100-foot Reel Tapes with Stainless Carabiners, Pelican Floats, Underwater Slates, Thermometer, Refractometer, Anemometer, Various Field Guides)
$55
Insurance, Hazard and Safety Fees
L&H Dive Insurance $55/diver
Level C Health and Safety $65 person
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“Implementation of
a CAP is critical in
¾ÝÝłáņņăğ÷ΨŎÿáΨáƂá×ŎņΨ
ĦöΨ×ĘăĞ¾ŎáΨ×ÿ¾ğ÷á͛Ψ
Rincon’s work with
the City has helped
in reaching our
reduction goals
and in developing
outreach strategies
to communicate
implementation
ĦÖđá×Ŏăŧáņ͛·
John Conley, Community
Development Director
City of Vista
117 of 246
ĿĿáğÝăŭΨ͝Ψ
Resumes
A
118 of 246
Education
MS, Environmental Science
and Management, University of
Sydney; Sydney, Australia
BS, Business and Administration,
University of Colorado
áłŎăƅ×¾ŎăĦğͨá÷ăņŎł¾ŎăĦğņ
Accredited Lead Greenhouse Gas
ÐīðťÐīș
ăðåďīĊððītÐĮďķīÆÐ

ďīÌȧ'ZȤ>ȭǠǟȭǟǣǢȨ
Accredited Low Carbon Fuel Standard
ȧO
w9ȨÐīðťÐīș
ăðåďīĊððī
tÐĮďķīÆÐ
ďīÌȧ'ZȤ>ǢȭǡǟȭǟǤǣȨ
LEED Accredited Professional
Licensed General Engineering

ďĊĴīÆĴďīȧȤǨǡǠǢǦǧȨ
Years of Experience
17 Experience
qīðĊÆðĨăȭðĊȭ
ìīæÐș
ðĴřďå
ÐīāÐăÐřȯqĴìœřĴď
ăÐĊ'ĊÐīæřș

ÐīāÐăÐř
Berkeley, CA
In June 2018, Berkeley City Council established a goal of becoming 9ďĮĮðă 9ķÐă 9īÐÐ
ðĴřș œðĴì åďÆķĮ ďĊ ÐăÐÆĴīðťÆĴðďĊ ďå
ÐīāÐăÐřȸĮ
buildings. Mr. Feldman is overseeing a team comprised of the City of Berkeley, Rocky Mountain Institute, and the Ecology Center developing an implementation plan to electrify 100% of Berkeley’s existing buildings before 2045. Rincon completed a two-phase policy analysis and implementation plan to identify the technological, equity, and cost considerations around electrifying the current building stock based ďĊæÐșÆăĮĮșĊÌÅķðăÌðĊæĴřĨÐȘqìĮÐǠďåĴìÐĊăřĮðĮĪķĊĴðťÐĮĴìÐ ÆďĮĴĮĊÌÅÐĊÐťĴĮďåÐăÐÆĴīðťÆĴðďĊåďīœðÌÐīĊæÐďåĮĴāÐìďăÌÐīĮȘ The approach has been tailored to address impacts on historically marginalized and low-income people and integrates procedural, ÌðĮĴīðÅķĴðďĊăș ĊÌ ĮĴīķÆĴķīă ÐĪķðĴř ÆďĊĮðÌÐīĴðďĊĮȘ }ìÐ ťĊăīÐĨďīĴ will identify the highest value and most equitable set of measures $łăĔΨ ͛Ψ8áĘÝĞ¾ğ͜ΨMS, LEED AP
Principal
'īðā9ÐăÌĉĊȸĮÐŘĨÐīðÐĊÆÐðĊÆăķÌÐĮæīÐÐĊìďķĮÐæĮĉďÌÐăðĊæĊÌ auditing, climate action planning and sustainability design and program development. Additionally, he is involved in a wide range of urban planning and land use studies, sustainable development review, ĊÌ
'sÐĊŒðīďĊĉÐĊĴăÌďÆķĉÐĊĴĴðďĊĊÌĨÐīĉðĴĴðĊæÆĴðŒðĴðÐĮȘ>Ð has assisted numerous local agencies and development projects with the development of greenhouse gas thresholds, analytical methods, and reduction strategies in California. Mr. Feldman also has extensive ÐŘĨÐīðÐĊÆÐ ĨīÐĨīðĊæ sķăðťÐÌ æīÐÐĊìďķĮÐ æĮ tÐÌķÆĴðďĊ qăĊĮ ĮÌÐťĊÐÌÅř
's:ķðÌÐăðĊÐĮǠǤǠǧǢȘǤĊÌķĴðăðšðĊæĴìÐĮÐĨăĊĮĴď
ĮĴīÐĉăðĊÐæīÐÐĊìďķĮÐæĮ
'sĊăřĮðĮåďīÌÐŒÐăďĨĉÐĊĴĨīďþÐÆĴĮȘ
Mr. Feldman applies this experience in the successful management of environmental and sustainability projects for variety of clients in the public and private sectors. He has led and participated in numerous greenhouse gas- and sustainability-related presentations including for the California American Planning Association and at universities such as California State University, Channel Islands, California State University, Long Beach, and University of California, Santa Barbara. He has also served as a member of the Board of Directors for the U.S. Green Building Council California Central Coast Chapter and is a member of the Steering Committee for the Gridley Water Group in Ojai. 119 of 246
aimed at the elimination of fossil fuels in existing buildings in the near, mid, and long terms. Phase 2 includes ÌÐĴðăÐÌÆďĮĴȭÅÐĊÐťĴĊăřĮðĮĊÌÆďĉĨīÐìÐĊĮðŒÐðĉĨăÐĉÐĊĴĴðďĊĨăĊșðĊÆăķÌðĊæåķĊÌðĊæĮĴīĴÐæðÐĮșåďī each of the recommended policies.
qīðĊÆðĨăȭðĊȭ
ìīæÐș
ďķĊĴřďåwĊĴ
ăīȯ
ďĉĉķĊðĴř
ăðĉĴÐÆĴðďĊqăĊșwĊĴ
ăī
ďķĊĴř
Santa Clara, CA
Mr. Feldman is overseeing preparation of the Santa Clara County Climate Action Plan which includes a countywide greenhouse gas inventory that covers unincorporated areas and each city within the County as well. The scope of work also includes the preparation of a greenhouse gas forecast through 2045 and greenhouse gas reduction targets. In addition to the development of greenhouse gas reduction measures Rincon is also working directly with the County and Green Info Network to build an interactive Network Relationship Map that will map all of the sustainability and climate action related entities within the County. }ìÐUÐĴœďīātÐăĴðďĊĮìðĨTĨðĊÆăķÌÐĮăăďåĴìÐĉÐĮķīÐĮķĊÌÐīĴāÐĊÅřÐÆìÆðĴřĮœÐăăĮĊďĊȭĨīďťĴĊÌ åďīȭĨīďťĴĨīĴĊÐīĮȘ}ìÐťĊăÌÐăðŒÐīÅăÐœðăăÅÐĮĴīĴÐæðÆĨăĊĴìĴìðæìăðæìĴĮĴìÐāÐřīďăÐĴìÐ ďķĊĴřÆĊĨăř
in connecting this vast network of climate action into a cohesive strategy working toward carbon neutrality. qīðĊÆðĨăȭðĊȭ
ìīæÐș
ðĴřďåwĊOķðĮZÅðĮĨď
ăðĉĴÐÆĴðďĊqăĊqÐÐītÐŒðÐœĊÌ#ÐåÐĊĮðÅðăðĴřĊăřĮðĮș

's#ďÆķĉÐĊĴĴðďĊĊÌ:īÐÐĊìďķĮÐ:Į
'sĊăřĮðĮ}ìīÐĮìďăÌ#ďÆķĉÐĊĴș
ðĴřďåwĊOķðĮZÅðĮĨď
San Luis Obiscpo, CA
AĊĮķĨĨďīĴďåĴìÐ
ðĴřďåwĊOķðĮZÅðĮĨď
ăðĉĴÐÆĴðďĊqăĊĨīÐĨīĴðďĊștðĊÆďĊœĮÆďĊĴīÆĴÐÌĴďĨÐÐīīÐŒðÐœ the Climate Action Plan document and analyze the measures and technical analysis for defensibility under established case law and the CEQA Guidelines. Rincon also prepared CEQA documentation for the Climate Action Plan and a Greenhouse Gas Threshold and guidance document to be used by City planning staff and applicants in preparing greenhouse gas analyses for environmental documents prepared pursuant to CEQA. }ìðĮĨīďþÐÆĴðĊŒďăŒÐÌÌÐŒÐăďĨðĊææīÐÐĊìďķĮÐæĮÐŨÆðÐĊÆřĴìīÐĮìďăÌȧĮȨåďīĨīďþÐÆĴÅĮÐÌ 'sĊăřĮðĮ
åďķĊÌÐÌďĊĉÐĴìďÌďăďæřĴìĴÆďĊĮðÌÐīĮÐĉðĮĮðďĊĮæðĊĮĴĊÐŨÆðÐĊÆřȭÅĮÐÌĮÐīŒðÆÐĨďĨķăĴðďĊĴìīÐĮìďăÌȘ }ìðĮÐŨÆðÐĊÆřĴìīÐĮìďăÌðĮÆďĊĮðĮĴÐĊĴœðĴìĴìÐǡǟǠǦwÆďĨðĊæqăĊœìðÆìÌÐĴðăĮĴìÐðĊĴÐĊĴðďĊĴďÆÆďĉĉďÌĴÐ population and economic growth in California but do so in a way that achieves a lower rate of greenhouse gas ÐĉðĮĮðďĊĮȘtðĊÆďĊÆīÐĴÐÌăďÆăăřĨĨīďĨīðĴÐÐŨÆðÐĊÆřĴìīÐĮìďăÌĴìĴÆďĉĨăðÐĮœðĴìĴìÐ 's:ķðÌÐăðĊÐĮ
and interpretative greenhouse gas case law. Moreover, Rincon developed a concise guidance document detailing a defensible approach for evaluating greenhouse gas impacts in analyses prepared pursuant to CEQA for use by City staff and local developers. This guidance document clearly details how the greenhouse gas ÐŨÆðÐĊÆřĴìīÐĮìďăÌœĮÌÐŒÐăďĨÐÌĊÌĮķÅĮĴĊĴðĴÐĮĴìÐăðĊāæÐÅÐĴœÐÐĊĮĨÐÆðťÆĨīďþÐÆĴĊÌĴìÐĮĴĴÐȸĮ greenhouse gas reduction targets. Rincon completed the Initial Study Negative Declaration (IS-ND) for the City that included environmental analysis focused on the estimated change in conditions that would result from the implementation of the Climate Action Plan’s actions and policies. In 2020 the Climate Action Plan and CEQA documentation were adopted by the City Council and the Climate Action Plan and CEQA thresholds are being implemented by the City.
qīðĊÆðĨăȭðĊȭ
ìīæÐș
ďķĊĴřďåwĊĴ
īÅīȯǡǟǢǟ
ăðĉĴÐÆĴðďĊqăĊĊÌ'ĊŒðīďĊĉÐĊĴăAĉĨÆĴtÐĨďīĴș
wĊĴ
īÅī
ďķĊĴř
Santa Barbara, CA
}ìÐwĊĴ
īÅī
ďķĊĴř
ăðĉĴÐÆĴðďĊqăĊĊÌ'ĊŒðīďĊĉÐĊĴăAĉĨÆĴtÐĨďīĴðĮĴìÐťīĮĴĨīďþÐÆĴďåĴìÐ wĊĴ
īÅī
ďķĊĴř
ăðĉĴÐ
ďăăÅďīĴðŒÐĊÌœðăăÅīðĊæðĊĴďæÐĴìÐīŒīðďķĮĨīďþÐÆĴĮķĊÌÐīĴìÐZĊÐ ăðĉĴÐ
120 of 246
initiative. The Climate Action Plan is currently in the early stages of community activation, which includes the engagement of an Equity Advisory Committee. The Plan will activate the diverse community to develop a plan and suite of climate action planning tools that are customized to the County. Each jurisdiction in the County will be able to tier-off of the County Climate Action Plan and will be able to adopt greenhouse gas ĴīÆāðĊæĴďďăĮÌÐŒÐăďĨÐÌĮĨÐÆðťÆăăřåďīĴìÐ
ďķĊĴřȘ}ìðĮ
ăðĉĴÐÆĴðďĊqăĊœðăăăĮďðĊÆăķÌÐÐĉðĮĮðďĊĮåīďĉ
the agricultural industry and agriculture land use types (also known as Natural and Working Lands). Rincon is working with the Bren School of Environmental Science and Management, University of California, Santa

īÅīȧ
w
ȨĴďÆďĉĨăÐĴÐÐŘĴÐĊĮðŒÐīÐĮÐīÆìĊÌīÐÆìÐÌďķĴĴďÐŘĨÐīĴĮðĊĴìÐīÐĮĨÐÆĴðŒÐťÐăÌĮĴďÐĊĮķīÐ the incorporation of the information found is appropriate and the methodology to calculate greenhouse gas emissions is accurate. The Climate Action Plan is intended to facilitate the reduction of greenhouse gas emissions in a way that helps improve the public health and economy of the County through partnerships with the community providing resources for a more sustainable and equitable community. qīďþÐÆĴTĊæÐīș
ðĴřďåqĮÌÐĊȯ:īÐÐĊìďķĮÐ:ĮAĊŒÐĊĴďīřĊÌ
ăðĉĴÐÆĴðďĊqăĊĊÌæīÐÐĊìďķĮÐ
æĮĊăřĮðĮ}ìīÐĮìďăÌșqĮÌÐĊ
Pasadena, CA
Mr. Feldman lead the project team that prepared a comprehensive inventory of greenhouse gas emissions resulting from local government and community-wide activities. As part of the inventory project, Rincon inventoried greenhouse gas emissions for the 2009 baseline year and conducted emissions forecasts for the řÐīĮǡǟǡǟșǡǟǢǟșǡǟǢǤșĊÌǡǟǤǟȧÆďĊĮðĮĴÐĊĴœðĴìĴìÐ Ǣǡș'ŘÐÆķĴðŒÐZīÌÐīȧ'ZȨwȭǢȭǟǤĊÌw
ǢǡĴīæÐĴ
years and the City of Pasadena’s General Plan horizon year). Rincon worked with the City to develop a Climate ÆĴðďĊqăĊĴìĴðÌÐĊĴðťÐÌĊÌÐŒăķĴÐÌīÐÌķÆĴðďĊĉÐĮķīÐĮĴìĴœďķăÌÆìðÐŒÐĴìÐæīÐĴÐĮĴīÐÌķÆĴðďĊðĊĴìÐ most cost-effective manner and created and implemented a comprehensive public outreach program. Rincon also developed a detailed implementation, monitoring, and maintenance plan. To facilitate implementation of ĴìÐĨăĊĊÌĮĴīÐĉăðĊÐ
'sĊăřĮðĮåďīĊÐœÌÐŒÐăďĨĉÐĊĴĨīďþÐÆĴĮștðĊÆďĊÌÐŒÐăďĨÐÌďĊÐďåĴìÐťīĮĴw Ǣǡ
Greenhouse Gas Threshold and Climate Action Plan compliance checklist to streamline future development projects under CEQA Guidelines Section 15183.5. In addition, Rincon prepared the CEQA documentation that ÌÐĉďĊĮĴīĴÐÌĴìÐ
ăðĉĴÐÆĴðďĊqăĊœďķăÌĊďĴīÐĮķăĴðĊĊřĮðæĊðťÆĊĴðĉĨÆĴĮĊÌðĊåÆĴĉřīÐĮķăĴðĊ ÅÐĊÐťÆðăðĉĨÆĴĮĮðĴīÐăĴÐĮĴďðīĪķăðĴřĊÌæīÐÐĊìďķĮÐæĮÐĮȥÆăðĉĴÐÆìĊæÐȘ qīðĊÆðĨăȭðĊȭ
ìīæÐș
ăðĉĴÐÆĴðďĊqăĊĨÌĴÐș
ðĴřďå#ķÅăðĊ
Dublin, CA
Mr. Feldman was the Principal-in-Charge for the City of Dublin Climate Action Plan 2.0 Climate Action Plan update project and oversaw the development of the greenhouse gas inventory and forecast as well as measure development, community outreach, and internal outreach work scopes. The Climate Action Plan includes a tailored suite of greenhouse gas reduction measures to meet Dublin’s long-term goal of Carbon Neutrality by ǡǟǣǤȘwĴīĴÐæðÐĮðĊÆăķÌÐÐăÐÆĴīðťÆĴðďĊďåÅķðăÌðĊæĮșšÐīďÐĉðĮĮðďĊŒÐìðÆăÐĮșĊÌœĮĴÐīÐÌķÆĴðďĊȘ}ìÐœďīā scope included an extensive public outreach plan that leverages online tools to engage with the community even during Covid-19. The Climate Action Plan was adopted in 2020 and the next step is implementing the policies to achieve the long-term goal of carbon neutrality by 2045. 121 of 246
Education
BS, Environmental Science and
Resource Management, California
State University Channel Islands
áłŎăƅ×¾ŎăĦğͨá÷ăņŎł¾ŎăĦğņ
Accredited Lead Greenhouse Gas
ÐīðťÐīș
ăðåďīĊððītÐĮďķīÆÐ
Board for Mandatory Reporting
tÐæķăĴðďĊȧ'ZȤ>ȭǡǠȭǟǨǟȨ
Lead Low Carbon Fuel Standard
ÐīðťÐīș
ăðåďīĊððītÐĮďķīÆÐ

ďīÌȧ'ZȤ>ǢȭǡǟȭǟǨǥȨșĊÌ
Washington Department of Ecology
Experience

ðĴřďå
ķīÅĊā:īÐÐĊìďķĮÐ:ĮtÐÌķÆĴðďĊqăĊĨÌĴÐș
ķīÅĊāș
California
Burbank, CA

ăðÐĊĴ
ďĊĴÆĴȚ NīÐĊ qĊș ÌĉðĊðĮĴīĴðŒÐ ZååðÆÐīș qìďĊÐȚ ȧǧǠǧȨ ǡǢǧȭǤǠǧǦș'ĉðăȚāĨĊɩÅķīÅĊāÆȘæďŒ
Ms. Mize is currently overseeing the preparation of a Greenhouse Gas Reduction Plan Update for the City of Burbank that will serve as ȵĪķăðťÐÌ:īÐÐĊìďķĮÐ:ĮtÐÌķÆĴðďĊqăĊȶķĊÌÐī
'sȘ}ìÐœďīā
scope includes development of an updated greenhouse gas inventory, greenhouse gas forecast, greenhouse gas reduction measures, and CEQA analysis with streamlining documentation. The Burbank Greenhouse Gas Reduction Plan Update builds upon the efforts of the City’s 2035 Greenhouse Gas Reduction Plan, adopted in 2013, with an A¾ğğ¾ÿΨ]ăŶá
ww}AU
AOA}qtZL'
}TU:'t
Hannah Mize. Sustainability Project Manager, has a strong foundation in and experience with a wide range of climate action planning as well as greenhouse gas emissions assessments. She has experience assisting with and managing climate action plans, which includes overseeing data collection; completing inventory and forecast calculations; setting ĴīæÐĴĮțÌÐŒÐăďĨðĊæÐĉðĮĮðďĊīÐÌķÆĴðďĊĊÌÌĨĴĴðďĊȥīÐĮðăðÐĊÆÐ measures; participating in community outreach; and completing ÌīåĴĊÌťĊăĨăĊĮȘwìÐðĮÆķīīÐĊĴăřĉĊæðĊæĴìÐ
ðĴřďå
ķīÅĊāȸĮ
Greenhouse Gas Reduction Plan Update as well as the City of Pittsburg’s Climate Action Plan and recently oversaw the completion of the City of South Pasadena’s inaugural Climate Action Plan, all of which are

'sĮĴīÐĉăðĊÐÌæīÐÐĊìďķĮÐæĮÐĉðĮĮðďĊĮīÐÌķÆĴðďĊĮĨăĊĮȘTĮȘTðšÐ ăĮďďŒÐīĮÐÐĮĴìÐŒÐīðťÆĴðďĊďåæīÐÐĊìďķĮÐæĮÐĉðĮĮðďĊĮĊÌăďœ carbon fuel through the California Air Resource Board Cap-and-Trade Program following the requirements of the Mandatory Reporting Regulation and the Low Carbon Fuel Standard, respectively. Ms. Mize manages the team’s robust auditing program, which has collectively ŒÐīðťÐÌĨĨīďŘðĉĴÐăřǣǟĨÐīÆÐĊĴďåĴìÐwĴĴÐďå
ăðåďīĊðȸĮðĊÌķĮĴīðă
greenhouse gas emissions annually, over the past four years. She has ÆďĊÌķÆĴÐÌæīÐÐĊìďķĮÐæĮŒÐīðťÆĴðďĊĮÐīŒðÆÐĮĴìīďķæìďķĴĴìÐwĴĴÐ for electricity generators, electricity and natural gas providers, oil ĊÌæĮĨīďÌķÆĴðďĊåÆðăðĴðÐĮșīÐťĊÐīðÐĮșĉðĊÐĮșĊÌåķÐăĮķĨĨăðÐīĮðĊ conformance with the Assembly Bill 32 Mandatory Reporting Regulation.

She has also worked with transportation agencies to verify low carbon fuel.
122 of 246
updated greenhouse gas inventory and greenhouse gas reduction targets to meet the state’s stringent 2030 reduction targets of reducing greenhouse gas emissions to 40% below 1990 levels. The Rincon Team is working closely with the Burbank to engage all City departments, including the utility provider Burbank Water and Power, in development of greenhouse gas reduction measure that are supported by substantial evidence. Rincon is also using the unique opportunity of virtual community and stakeholder outreach to implement tools to further the reach of engagement efforts to enable a diverse and equitable community voice in plan development.

Prior to adoption of the Greenhouse Gas Reduction Plan Update, Rincon will develop the documentation needed to unlock the potential to use the Greenhouse Gas Reduction Plan Update as a tool for streamlining development review, including the CEQA analysis and Greenhouse Gas Reduction Plan consistency checklist.

To ensure future legal defensibility of the Greenhouse Gas Reduction Plan Update, Rincon is establishing a streamlined implementation tracking program centered around the use of the Rincon’s proprietary Climate Action PlanDash tool, which will allow regular and transparent reporting of the status of the Greenhouse Gas Reduction Plan Update implementation.

ðĴřďåqðĴĴĮÅķīæ
ăðĉĴÐÆĴðďĊqăĊșqðĴĴĮÅķīæș
ăðåďīĊð
Pittsburg, CA

ăðÐĊĴ
ďĊĴÆĴȚOķīīðæìĴș'ĊŒðīďĊĉÐĊĴăååðīĮTĊæÐīșqìďĊÐȚǨǡǤȘǡǤǡȘǣǠǠǣș'ĉðăȚăœīðæìĴɩ ÆðȘĨðĴĴĮÅķīæȘÆȘķĮ
Ms. Mize is currently working with the City of Pittsburg to develop a Climate Action/Sustainability Plan that establishes a vision for a City that is both economically and environmentally healthy with an engaged community that continues to collectively strive for a more just and equitable world. The Pittsburg Climate Action Plan/ wķĮĴðĊÅðăðĴřqăĊœðăăÅÐĴìÐ
ðĴřȸĮťīĮĴĊÌðĮÅÐðĊæÌÐĮðæĊÐÌĮăðŒðĊæÌďÆķĉÐĊĴĴìĴðĉĮĴďÐĊææÐșÐŘÆðĴÐș and empower the community to take incremental steps towards a healthier, more sustainable future. This plan will also serve as a roadmap for reducing greenhouse gas emissions in the City and establishes practices that community members can implement that are practical and result in real, positive change. The Plan builds off of the greenhouse gas emissions inventory completed by Rincon for the City in 2018 and establishes a path forward to reduce long-term emissions and reach the State’s climate goals.

ðĴřďåwďķĴìqĮÌÐĊ
ăðĉĴÐÆĴðďĊqăĊĊÌ:īĊĴĨĨăðÆĴðďĊșwďķĴìqĮÌÐĊș ăðåďīĊð
Pasadena, CA

ăðÐĊĴ
ďĊĴÆĴȚīĨřNĮĨīðĊșĴÐī
ďĊĮÐīŒĴðďĊĊÌwķĮĴðĊÅðăðĴřĊăřĮĴșqìďĊÐȚȧǥǡǥȨǣǟǢȭǦǡǤǢș Email: [email protected]
Ms. Mize led an effort to draft a grant application for the City of South Pasadena to complete a Climate Action Plan (Climate Action Plan) through the Southern California Association of Governments (SCAG). The grant œĮåķĊÌÐÌĊÌTĮȘTðšÐĴďďāĴìÐăÐÌďĊĴìÐĮÐÆďĊÌĨīĴďåĴìÐÐååďīĴȯÆďĉĨăÐĴðĊæĪķăðťÐÌ ăðĉĴÐ
Action Plan for South Pasadena. The Climate Action Plan is intended to facilitate the reduction of greenhouse gas (greenhouse gas) emissions throughout South Pasadena through implementation of SCAG’s 2016-2040 Regional Transportation Plan/Sustainable Communities Strategy: Towards a Sustainable Future (RTP/ w
wȨðĊœřĴìĴðĮĨīÆĴðÆășÐŨÆðÐĊĴșĊÌÅÐĊÐťÆðăĴďĴìÐÆďĉĉķĊðĴřĊÌÐĊìĊÆÐĮĴìÐ ðĴřȸĮÌÐĮðīÅăÐ
characteristics and qualities. Technical analyses completed include a baseline greenhouse gas emission inventory, emissions forecast, and setting targets approved by the City that are the foundation of the Climate Action Plan. The Climate Action Plan builds on the sustainability-related awards and distinctions that South Pasadena has received and provides additional innovative strategies that will incrementally help the City reduce greenhouse gas emissions while retaining the City’s desirable characteristics and qualities consistent with the community’s vision and existing efforts. In addition, Climate Action Plan programmatic CEQA review 123 of 246
documentation in the form of an Initial Study/Negative Declaration (IS/ND) was prepared. The Climate Action Plan is CEQA-qualifed and was adopted in December 2020.

ðĴřďåăĊķĴ
ăðĉĴÐwĴīĴÐæřAĊðĴðĴðŒÐșăĊķĴș
ăðåďīĊð
Walnut, CA

ăðÐĊĴ
ďĊĴÆĴȚLďÐăăÐ:ķÐīīșwÐĊðďīTĊæÐĉÐĊĴĊăřĮĴșqìďĊÐȚȧǨǟǨȨǤǨǤȭǦǤǣǢŘǣǟǤș'ĉðăȚþæķÐīīɩ ÆðĴřďåœăĊķĴȘďīæ
Ms. Mize managed the completion of the City of Walnut’s Climate Strategy Initiative, which serves as an introductory guide to help the City understand and reduce greenhouse gas emissions as well as begin to mitigate the associated impacts related to climate change. The Climate Strategy Initiative included completing a baseline emission inventory and forecast; setting targets; establishing emission reduction strategies; and compiling a visually pleasing, informative Plan for the community. The intent of this Climate Strategy Initiative is to introduce climate reduction strategies and build community buy in so that in future years the City can develop a Climate Action Plan that will spur substantive greenhouse gas reduction. wďăĊď}īĊĮĨďīĴĴðďĊķĴìďīðĴř}īĊĮðĴĊÌAĊĴÐīÆðĴřtðă ĨðĴăqīďæīĉ:īÐÐĊìďķĮÐ:ĮwĴķÌřșwďăĊďș
California
Solano, CA

ăðÐĊĴ
ďĊĴÆĴȚĊĴìďĊřÌĉĮșwÐĊðďīqīďþÐÆĴTĊæÐīșqìďĊÐȚǦǟǦȭǢǨǨȭǢǡǠǤș'ĉðăȚÌĉĮɩĮĴȘÆȘæďŒ Ms. Mize oversaw completion of preparation of Greenhouse Gas (greenhouse gas) emission studies in 2018 ĊÌǡǟǡǟðĊĮķĨĨďīĴďåĴœďĮķÆÆÐĮĮåķăæīĊĴĨĨăðÆĴðďĊĮȘ}ìÐæīÐÐĊìďķĮÐæĮĮĴķÌðÐĮĪķĊĴðťÐÌĴìÐĊÐĴ æīÐÐĊìďķĮÐæĮÐĉðĮĮðďĊÅÐĊÐťĴĮĊĴðÆðĨĴÐÌķĨďĊðĉĨăÐĉÐĊĴĴðďĊďåw}ĨīďþÐÆĴĮåķĊÌÐÌÅřĴìÐ ăðåďīĊð
State Transportation Agency’s (CalSTA) Transit and Intercity Rail Capital Program (TIRCP). STA was awarded $10.7 and $10.4 million during the 2018 and 2020 TIRCP funding cycles, respectively. }ìÐæīÐÐĊìďķĮÐæĮĮĴķÌðÐĮĴìĴtðĊÆďĊĨīÐĨīÐÌĪķĊĴðťÐÌĴìÐæīÐÐĊìďķĮÐæĮīÐÌķÆĴðďĊĨďĴÐĊĴðăďåŒīðďķĮ transit projects that will enhance the frequency, reliability and connectivity of transit services for Solano

ďķĊĴřīðÌÐīĮȘwĨÐÆðťÆĨīďþÐÆĴÆďĉĨďĊÐĊĴĮĴìĴtðĊÆďĊĪķĊĴðťÐÌðĊÆăķÌÐÐăÐÆĴīðťÆĴðďĊďåwďăĊď'ŘĨīÐĮĮș FAST and SolTrans busses, installation of rapid wireless charging systems at regional transit centers, implementation of in-line bus stops adjacent to the Interstate 80 corridor and construction of pedestrian ĊÌÅðÆřÆăÐðĊåīĮĴīķÆĴķīÐĴĴìÐÆŒðăăÐ}īĊĮðĴ
ÐĊĴÐīș9ðīťÐăÌ}īĊĮðĴ
ÐĊĴÐīĊÌ9ðīťÐăÌȭÆŒðăăÐ
tðăwĴĴðďĊĴďðĉĨīďŒÐĮĴĴðďĊÆďĊĊÐÆĴðŒðĴřœðĴìÌþÆÐĊĴĊÐðæìÅďīìďďÌĮȘsķĊĴðťÆĴðďĊĮœÐīÐĨÐīåďīĉÐÌ ÆÆďīÌðĊæĴďĴìÐ:īÐÐĊìďķĮÐ:ĮsķĊĴðťÆĴðďĊTÐĴìďÌďăďæřåďīĴìÐ}At qķĮðĊæĴìÐ
ăðåďīĊððītÐĮďķīÆÐĮ
Board TIRCP Calculator Tool. Project components with attributable greenhouse gas reduction potential not ĪķĊĴðťÅăÐķĮðĊæĴìÐ}At
q
ăÆķăĴďī}ďďăœÐīÐÆăÆķăĴÐÌķĮðĊætðĊÆďĊȸĮðĊĴÐīĊăæīÐÐĊìďķĮÐæĮÐĉðĮĮðďĊĮ calculation tool. Funded projects were collectively estimated to result in lifetime greenhouse gas reductions ďåǠǢǧșǟǟǟT}ďå
ZǡÐĊÌǠǡǤșǟǟǟT}ďå
ZǡÐðĊǡǟǠǧĊÌǡǟǡǟșīÐĮĨÐÆĴðŒÐăřȘ
ÐřďĊÌĴìÐÌðīÐÆĴæīÐÐĊìďķĮÐ
æĮīÐÌķÆĴðďĊĮĮĮďÆðĴÐÌœðĴìĴìÐĮÐĨīďþÐÆĴĮșĴìÐīÐæðďĊăÅÐĊÐťĴĮīÐåīȭīÐÆìðĊæĊÌœďķăÌðĊÆăķÌÐĴīŒÐă time savings, improved transportation system reliability, vehicle operating cost savings, improved mobility, and enhanced availability of travel options.

In addition, Ms. Mize is currently supporting STA with the 2022 TIRCP technical analysis, which includes overseeing the emissions calculations being completed for the project and providing technical writing grant support. Additionally, Rincon has been hired by STA to support with grant management. 124 of 246
Education
B.S., Environmental Science,
University of Chicago, IL, 2016
áłŎăƅ×¾ŎăĦğͨá÷ăņŎł¾ŎăĦğņ
Rincon Consultants, Inc. 2017-present
Argonne National Laboratory. 2015-2019
Years of Experience
5 $E8EEd^
Accredited Lead Greenhouse Gas
ÐīðťÐīș
ăðåďīĊððītÐĮďķīÆÐ
ďīÌ
Experience
qīďþÐÆĴTĊæÐīș
ďķĊĴřďåwĊTĴÐďȯtA
qwqīďæīĉwĴīĴÐæðÆ
San Mateo, CA
Support, County of San Mateo. This project involves providing strategic guidance and support for the County of San Mateo’s RICAPS program, which runs a regional effort to reduce GHG emissions in the county through administration of monthly and quarterly working group meetings, individualized technical support to all local jurisdictions, and annual inventory updates. Responsibilities for this project have included running strategic meetings, managing project timelines and communication, and working within the county to develop climate action programs and goals.
ĮĮðĮĴĊĴqīďþÐÆĴTĊæÐīĊÌ:>:ĊăřĮĴOÐÌș
ðĴřďå
ķĨÐīĴðĊďȯ

ăðĉĴÐÆĴðďĊqăĊș
ðĴřďå
ķĨÐīĴðĊďȘ
Cupertino, CA
}ìðĮĨīďþÐÆĴðĊŒďăŒÐĮĨīÐĨīĴðďĊďå
'sȭĪķăðťÐÌ:>:īÐÌķÆĴðďĊĨăĊ
and Climate Action Plan Update. Responsibilities for this project have included providing project management assistance, technical analysis for GHG reduction strategies, and support for stakeholder engagement. ĮĮðĮĴĊĴqīďþÐÆĴTĊæÐīĊÌ:>:ĊăřĮĴOÐÌșwĊĴ
ăī
ďķĊĴř
ȭ
ďķĊĴř
ăðĉĴÐÆĴðďĊqăĊșwĊĴ
ăī
ďķĊĴřȘ
Santa Clara County, CA
}ìðĮĨīďþÐÆĴðĊŒďăŒÐĮÌÐŒÐăďĨĉÐĊĴďåÆďķĊĴřȭœðÌÐ
qșœìðÆìķĊðťÐĮ
actions across different cities and districts within Santa Clara County.

Responsibilities for this project have included conducting a county-wide GHG emissions inventory and forecast, coordinating stakeholder and community engagement, and developing GHG emissions reduction targets and strategies.

Alissa Jared
ĮĮďÆðĴÐ'ĊŒðīďĊĉÐĊĴăwÆðÐĊĴðĮĴ
Dentotat iandanimi, nemporepudis earionem eossitior adit doluptatur, tesed quas abo. Itat apis etur sam ventem. Ciis auda desto vera quatis velent. Ovitate autatio. Nam, ut aut posant. Axim quuntur apid unt, omnis ÌÐĮĴðķĴðĊĴďĴĴķīīÐĊĴðĊĴðķĮĮÐďŨÆĴÐĉĨďīÐȘOðĮķĉăďĮșĊðĉðăðĊĉ videporum fur. Igitere, nerbiti, quonven timius;
125 of 246
:>:ĊăřĮĴĊÌ}ÐÆìĊðÆăīðĴÐīș
ðĴřďåwÆīĉÐĊĴďȯ
ăðĉĴÐÆĴðďĊqăĊĨÌĴÐșwÆīĉÐĊĴďȘ
Sacramento, CA
}ìðĮĨīďþÐÆĴðĊŒďăŒÐĮĨīÐĨīĴðďĊďå
'sȭĪķăðťÐÌ:>:īÐÌķÆĴðďĊĨăĊĊÌ
ăðĉĴÐÆĴðďĊqăĊĨÌĴÐșðĊ
tandem with a General Plan Update for the City of Sacramento. Responsibilities for this project have included technical analysis for community and municipal inventories, forecasts, and GHG reduction strategies, and writing the Climate Action Plan.
ĮĮðĮĴĊĴqīďþÐÆĴTĊæÐīĊÌ:>:ĊăřĮĴOÐÌș
ðĴřďå
ìðÆďȯ
ăðĉĴÐÆĴðďĊqăĊĨÌĴÐș
ìðÆďȘ
Chico, CA
}ìðĮĨīďþÐÆĴðĊŒďăŒÐÌĨīÐĨīĴðďĊďå
'sȭĪķăðťÐÌ:>:īÐÌķÆĴðďĊĨăĊðĊĴìÐåďīĉďå
ăðĉĴÐÆĴðďĊ
Plan Update. Additional efforts included working with the City and project teaming partners to develop a nuanced and varied outreach approach, which addressed outreach to stakeholders in the midst of the

ZA#ȭǠǨĨĊÌÐĉðÆȘtÐĮĨďĊĮðÅðăðĴðÐĮåďīĴìðĮĨīďþÐÆĴðĊÆăķÌÐÌĨīďþÐÆĴĉĊæÐĉÐĊĴșÆďĊÌķÆĴðĊæĊķÌðĴďå ĴìÐ
ðĴřȸĮÐŘðĮĴðĊæÐĉðĮĮðďĊĮðĊŒÐĊĴďīřșĪķĊĴðťÆĴðďĊĊÌĨīÐĨīĴðďĊďå:>:åďīÐÆĮĴĊÌīÐÌķÆĴðďĊĨăĊș and development of the Climate Action Plan Update and associated GHG reduction measures. qīďþÐÆĴTĊæÐīĊÌOÐÌÐīðťÐīș
ăðåďīĊð
ĨĊÌ}īÌÐqīďæīĉȯ:>:ÐīðťÆĴðďĊșīðďķĮOďÆĴðďĊĮȘ AĊÆăķÌÐĮ:>:ŒÐīðťÆĴðďĊĮÐīŒðÆÐĮåďīĉķăĴðĨăÐÆăðÐĊĴĮīÐĪķðīÐÌĴďīÐĨďīĴĊĊķă:>:ÐĉðĮĮðďĊĮĴďĴìÐ ăðåďīĊð
Air Resource Board under the Cap-and-Trade Program. Tasks include ensuring client data and calculations īÐīÐĨďīĴÐÌÆÆďīÌðĊæĴďĮĴĴÐȭÐĮĴÅăðĮìÐÌĨīďĴďÆďăĮĊÌĨīÐĨīðĊæŒÐīðťÆĴðďĊīÐĨďīĴĮȘqĮĴÆăðÐĊĴĮìŒÐ ðĊÆăķÌÐÌ}ÐĮďīď9ķÐăwķĨĨăðÐīș
ìÐŒīďĊtðÆìĉďĊÌtÐťĊÐīřșĊÌq:ɪ'
ďĉĨīÐĮĮďīwĴĴðďĊĮȘ
:>:ĊăřĮĴOÐÌș
ďÆìÐăăăăÐřĴÐī#ðĮĴīðÆĴȯ
ăðĉĴÐÆĴðďĊɪÌĨĴĴðďĊqăĊștðŒÐīĮðÌÐ
ďķĊĴřȘ
Riverside County, CA
This project involved preparation of a Climate Action & Adaptation Plan for reducing GHG emissions associated with water district activities. Responsibilities for this project included preparation of a GHG inventory and forecast, technical analysis of GHG reduction strategies, and preparation of the Climate Action & Adaptation Plan for board review and approval.
ĊăřĮĴĊÌīðĴðĊæOÐÌșĊðŒÐīĮă>řÌīďæÐĊȯ
īÅďĊTīāÐĴĊăřĮðĮåďī>řÌīďæÐĊĮLÐĴ9ķÐășOďĮ
ĊæÐăÐĮȘ
Los Angeles, CA
To support Universal Hydrogen in developing an end-to-end distribution system for hydrogen as a jet fuel for regional aircraft, this project involved conducting research and analysis into various carbon markets relevant to hydrogen fuel across the globe. This included research and analysis into market mechanisms such as carbon tax laws, cap-and-trade programs, low carbon fuel programs, grant programs, and GHG emission ĨďăðÆðÐĮðĊĴìÐ'șLĨĊșUďīœřșķĮĴīăðșZīÐæďĊșĊÌ īðĴðĮì
ďăķĉÅðȘtÐĮĨďĊĮðÅðăðĴðÐĮðĊÆăķÌÐÌăÐÌðĊæ
the analysis effort and preparing summary memos.
tÐĨďīĴðĊæĊăřĮĴșwďăĊď}īĊĮĨďīĴĴðďĊķĴìďīðĴřȯ}īĊĮðĴĊÌAĊĴÐīÆðĴřtðă ĨðĴăqīďæīĉtÐĨďīĴðĊæș
wďăĊďȘ
Solano, CA
}ìðĮĨīďþÐÆĴðĊŒďăŒÐÌ:>:ĊăřĮðĮďåÅķĮÐăÐÆĴīðťÆĴðďĊĨīďþÐÆĴĮðĊĮķĨĨďīĴďåæīĊĴĨĨăðÆĴðďĊĴďĴìÐ}īĊĮðĴ 126 of 246
and Intercity Rail Capital Program. Responsibilities include preparing technical analyses, and conducting project management assistance.
:>:ĊăřĮĴOÐÌĊÌ:īĊĴ9ķĊÌðĊætÐĮÐīÆìș
ðĴřďåOæķĊ
ÐÆìȯ:>:AĊŒÐĊĴďīřĨÌĴÐșOæķĊ
ÐÆìȘ
Laguna, CA
AĊĮķĨĨďīĴďåOæķĊ
ÐÆìȸĮĮķĮĴðĊÅðăðĴřÐååďīĴĮșĴìðĮĨīďþÐÆĴðĊŒďăŒÐÌĪķĊĴðťÆĴðďĊĊÌĨīÐĨīĴðďĊďå community and municipal-level GHG emissions inventories to fully quantify GHG emissions in accordance with ICLEI-Local Governments for Sustainability protocols and standards. Responsibilities included data ĉĊæÐĉÐĊĴșsȥs
șĊÌĴÐÆìĊðÆăĪķĊĴðťÆĴðďĊďåăă:>:ÐĉðĮĮðďĊĮĮÐÆĴďīĮĴÅďĴìÆďĉĉķĊðĴřȭœðÌÐĊÌ municipal levels. Additional tasks conducted for this project included researching and summarizing grant funds available to the City of Laguna Beach for development of a Climate Action Plan. :>:ĊăřĮĴĊÌtÐĨďīĴqīÐĨīĴðďĊOÐÌș>īďĊðĮșAĊÆȘȯ:>:AĊŒÐĊĴďīřĊÌwķĮĴðĊÅðăðĴřtÐĨďīĴðĊæș#ÐăĊďȘ Delano, CA
This project involves reporting annual GHG emissions associated with farm operations for the Carbon Disclosure Project (CDP) and Walmart supplier reporting requirements. Responsibilities have included project management, conducting a GHG inventory for Scope 1, Scope 2, and Scope 3 emissions associated with farm operations, preparing in-depth responses to the CDP reporting questionnaire, and preparing various other sustainability reports to communicate climate action work on the farm for their customers.

OÐÌ#ĴĊăřĮĴș#ÐĨīĴĉÐĊĴďå#ÐåÐĊĮÐwĴīĴÐæðÆ'ĊŒðīďĊĉÐĊĴătÐĮÐīÆìĊÌ#ÐŒÐăďĨĉÐĊĴqīďæīĉ ȯ
ăðĉĴÐ
ìĊæÐAĉĨÆĴĮĴďtðĊåăăĊÌtķĊďååAĊĴÐĊĮðĴřȭ#ķīĴðďĊȭ9īÐĪķÐĊÆřșīðďķĮOďÆĴðďĊĮȘ This project involved using statistical modeling software to characterize extreme storm events for estimating future 100-year storm frequency and duration patterns. Responsibilities included data management and QA/ QC including model bias correction, statistical analysis and development of new statistical tools for improved analysis, uncertainty and risk assessment, and work with climate model output for analyzing impacts of climate change.

OÐÌ#ĴĊăřĮĴș}ɪ}ȯ
ăðĉĴÐtÐĮðăðÐĊÆřqīďþÐÆĴșīðďķĮOďÆĴðďĊĮȘ
This award-winning project involved conducting risk analysis for AT&T infrastructure across the southern United States using a suite of climate models and extreme value theory and statistical analysis. The project resulted in development of a Climate Change Analysis Tool to help anticipate potential impacts of climate change on AT&T network infrastructure over the next half-century. Responsibilities involved data management and QA/QC, statistical uncertainty and risk assessment analysis, and extensive statistical modelling using OœīÐĊÆÐ
ÐīāÐăÐřOÅďīĴďīřȸĮUĴðďĊă'ĊÐīæřtÐĮÐīÆìwÆðÐĊĴðťÆ ďĉĨķĴÐī
ÐĊĴÐīȸĮĮķĨÐīÆďĉĨķĴÐīȘ
AWARDS
Argonne National Laboratory Director’s Award (2020) – Recognized for achievements of laboratory-wide value.

Given to winners of Pacesetter Awards whose performance or contribution is judged worthy of additional recognition.

Hyperion Research HPC Innovation Excellence Award (2019) – Recognized for outstanding application of high ĨÐīåďīĉĊÆÐÆďĉĨķĴðĊæȧ>q
ȨåďīÅķĮðĊÐĮĮĊÌĮÆðÐĊĴðťÆÆìðÐŒÐĉÐĊĴĮȘ
127 of 246
Kathleen
CERTIFICATIONS and AFFILIATIONS
Joint Venture Silicon Valley Network,
Climate Protection Task Force
Local Governments for
Sustainability/ICLEI
California Resource Recovery
Association
Pacific Energy Center Certification for
Energy Efficiency Auditing
AWARDS
Beacon Award Winner for
Sustainability, Platinum Level,
& Silver Level

All-Electric Leadership Building Award
Peninsula Clean Energy 2022

EDUCATION
Bachelor of Arts, Political Science
Minor Natural Resources
University of Michigan | Ann Arbor, MI
Series 7 Financial Consultant
Certification

VALUABLE SKILLS
Climate Action & Adaptation Plan
(CAAP) Development
CAAP Program Implementation
Public Education & Outreach
Development
Environmental Preferable Purchasing
Policy Development
Presentations to Elected Officials,
Community & Business Community
Grant Writing
Residential & Commercial Recycling
Programs Management
Construction & Demolition CalGreen
Compliance
CalRecycle Compliance Reporting
Gallagher
Senior Sustainability Manager
With over 28 years of sustainability experience, Ms. Gallagher has a successful track record of developing innovative and cost-effective Climate Action & Adaptation Plans (CAAP), zero waste management programs and sustainability projects. Ms. Gallagher not only develops CAAPs, she also implements CAAP programs. Having both development and implementation experience result in practical and effective greenhouse gas (GHG) reduction programs that achieve desired results.

Ms. Gallagher is a SB 1383 (organics diversion mandate) subject matter expert. In March 2022, her work was recognized by CalRecycle for an innovative program to meet SB 1383 regulation requirements. Ms. Gallagher has an excellent reputation for working effectively with city staff, elected officials, and regional groups to meet sustainability goals.

CLIMATE ACTION PLANNING & CLIMATE PROGRAM IMPLEMENTATION 2030 Climate Action Plan, 2013 Climate Action Plan, Colma, San Mateo County Ms. Gallagher recently developed a Climate Action Plan (CAP) 2030 Update to be consistent with Senate Bill (SB) 32 statewide greenhouse gas reduction (GHG) emission targets for a San Mateo County jurisdiction. After city council approval of the jurisdiction’s original CAP in 2013, she began CAP program implementation immediately with a special focus on high impact lower-cost GHG programs. She implemented an award-winning commercial energy efficiency program, and her work earned the Platinum Level Beacon Award from the Institute for Local Government for Sustainability Best Practices Implementation for the jurisdiction.

She is currently working on additional CAP program implementation including adding electric vehicle (EV) infrastructure, installation of community climate resiliency project to add solar/ solar battery storage at a community center in partnership with regional CCE, adding new reach code alternatives. Additional projects include water conservation projects, organics diversion programs and residential programs. A significant focus of programs has been on SB 1383 compliance where Ms. Gallagher was recently recognized in March 2022 by CalRecycle staff for her innovative program development partnering with the franchised hauler and jurisdictions large property owners to meet SB 1383 procurement requirements and compliance.

Town of Hillsborough
For the Town of Hillsborough, Ms. Gallagher completed the Town’s Climate Action Plan, developed a CAP grant application, and awarded grant from the Bay Area Air Quality Management District (BAAQMD). Ms. Gallagher developed their Climate Action Plan in collaboration with the appointed Sustainability Task Force comprised of architects, council members, residents, city staff and community stakeholders. Concurrently, she developed CAP programs to focus on the significant problems such as high per capita energy use and developed a new Residential Energy Efficiency/Solar Community Program. 128 of 246
Kathleen Gallagher, Senior Sustainability Manager Page 2

CLIMATE ACTION PLANNING & CLIMATE PROGRAM IMPLEMENTATION City of Burlingame
Ms. Gallagher’s developed the City of Burlingame’s Climate Action Plan (CAP) and worked with a Green Ribbon Task Force of City Council members, City commissioners, residents, and business community. She developed the CAP’s guiding principles, greenhouse gas reduction programs, estimated costs, timelines, and reduction targets. Ms. Gallagher managed CAP Greenhouse Gas Inventory Development (Community & Municipal) Ms. Gallagher recently completed a CAP Planning program for the Town of Los Altos Hills and developed their GHG inventory, worked for city staff and their appointed sustainability commission.

RECENT ZERO WASTE MANAGEMENT & SB 1383 COMPLIANCE MANAGEMENT Integrated Waste Management Manager for South Bay Joint Powers Authority Ms. Gallagher recently completed a project as Integrated Waste Manager (IWM) for a Joint Powers Authority. In her role as IWM Manager she:
x Developed new franchise agreement collection programs and Request for Proposal (RFP) process x Developed SB 1383 Compliant programs for commercial, residential, and municipal operations x Presented to elected officials and community groups for franchise agreement approval x Collaborated with task force members, resident/business groups to achieve community buy-in x Managed Proposition 218 notification process
x Presented to elected officials for annual rate adjustment approvals x Developed new construction & demolition (C&D) debris recycling program for CALGreen compliance x Trained county staff and held meetings with contractors to achieve CALGreen compliance x Managed landfill agreement compliance
x Served as technical staff regarding landfill operations and developed new landfill diversion programs x Initiated Green Business Certification program for JPA members x Managed the household hazardous waste program
x Completed CalRecycle compliance reporting and on-site audits with CalRecycle staff x Developed new outreach/education programs, managed budgets, deadlines, and trained new staff Recycling Program Manager for RethinkWaste.org (previously South Bayside Waste Management Authority) Ms. Gallagher served as Recycling Program Manager for 11 years for the Joint Powers Authority (JPA) RethinkWaste.org and managed all residential, commercial and facility diversion programs. She developed new diversion programs for the publicly owned Material Recovery Facility and Transfer Station with a special focus on C&D debris recovery and commercial diversion.

Ms. Gallagher managed the selection of new diversion programs and franchise agreement requirements for new contract procurement and facilitated a subcommittee of authority staff as part of the RFP process. She developed the first C&D ordinance in San Mateo County and worked with city staff and contractors to achieve compliance. In her tenure at RethinkWaste, diversion increased over 40%.
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CITY COUNCIL
REPORT
9E
DATE: MAY 3, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: SANJAY MISHRA, PUBLIC WORKS DIRECTOR

MISHA KAUR, CAPITAL IMPROVEMENT AND ENVIRONMENTAL

PROGRAM MANAGER
SUBJECT: FISCAL YEAR (FY) 2021/22 THIRD QUARTER REPORT ON

IMPLEMENTATION OF CAPITAL IMPROVEMENT PLAN (CIP)

PROJECTS

RECOMMENDATION
Staff recommends that the City Council receive the Fiscal Year (FY) 2021/22 Third 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
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City Council Report
May 3, 2022 2
Active Transportation Plan Initiation
StreetSaver – Pavement Management Execution
CIP projects usually have five major phases of their lifecycle, described in Attachment A.

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 B) 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 C provides the status of each project programmed for FY 2021/22 in the CIP as of the end of the third quarter of FY 2021/22.

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

A construction contract was awarded to MCK Services Inc. in Dec 2021. The project involves installation of curb ramps, a pedestrian island median, a wood wall for erosion control, pavement stripes and markings, and asphalt pavement grinding and overlay on a 0.5-mile section of San Pablo Ave. between the western city limit to Pinole Shores Drive. The construction was completed at the end of third quarter.

Next steps involve completion of punch list items. The resources required for the project will be demobilized and the worksite will be cleaned up. Final construction project records will be prepared, and a Notice of Completion will be filed with the Contra Costa County Clerk.
• San Pablo Ave Bridge over BNSF Railroad (RO1710):

City Council reviewed two design alternatives for the replacement of the bridge and accepted the first alternative which involves demolition of the existing bridge and construction of the new bridge in the same location. The meeting recording and additional project information is viewable at www.pinolespabridge.com. The consultant is continuing completion of project studies and environmental documents.
• 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 at the Appian Way and Marlesta Rd. intersection.

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 131 of 246
City Council Report
May 3, 2022 3
is required in order for the City to submit the Request for Authorization (RFA) package to Caltrans.

Staff submitted the RFA package to Caltrans to advance this project to construction.
• Pinole Valley Underground District (RO1709)
The undergrounding of utilities (PG&E, AT&T, Comcast, and Conterra) on Pinole Valley Rd. began in December 2020. Conterra, Comcast, and PG&E have all completed their portions of work. The remaining utility on the poles is AT&T. This project will be complete once AT&T completes overhead work and removes the poles. The anticipated project completion date is by the end of this fiscal year. • Pedestrian Improvements at Tennent Ave. near RXR (RO1902) The Tennent Ave. at-grade crossing is located at the end of Tennent Ave. and serves the Wastewater Treatment Plant, Corporation Yard, and provides access to and parking for Bayfront Park and the San Francisco Bay Trail. This project will add pedestrian facilities to better serve users. City staff participated in a field diagnostic meeting with CSW/ST2 (Project designer), Union Pacific Railroad, and California Public Utilities Commission to collaborate on the conceptualization and development of the project.
• Park Master Plan (PA1704)
Public Works staff in collaboration with Community Services staff developed the scope of work for the Park Master Plan. The Request for Proposal for this project is expected to be released before the end of this fiscal year. • Local Road Safety Plan (RO2104)
As part of the development of the Local Road Safety Plan, a virtual interactive map platform was launched to learn about the community’s traffic related concerns on city streets. The platform closed on March 15th and collected 237 data points, and 98-line comments.

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. CIP Project Lifecycle
B. Adopted Capital Improvement Plan for FY 2021/22 through FY 2025/26 C. Project Status Summary
D. Gantt Chart for Projects
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CIP PROJECT LIFECYCLE

1. 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.

2. 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.

3. 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.

ATTACHMENT A
133 of 246
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.

4. 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.

5. 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. 134 of 246

CAPITAL

IMPROVEMENT
PLAN

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

ATTACHMENT B
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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 .................................................................................................................... 49-61 137 of 246
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
143 of 246Page 6 of 60
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
City of Pinole Department of Public Works Capital Improvement Plan FY 2021/22 through FY 2025/26
144 of 246Page 7 of 60
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
145 of 246Page 8 of 60
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
146 of 246Page 9 of 60
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
147 of Page 10 of 60 246
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
148 of Page 11 of 60 246
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
149 of Page 12 of 60 246
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
150 of Page 13 of 60 246
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
151 of Page 14 of 60 246
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
152 of Page 15 of 60 246
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
153 of Page 16 of 60 246
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
154 of Page 17 of 60 246
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
155 of Page 18 of 60 246

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
156 of Page 19 of 60 246

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
157 of Page 20 of 60 246

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
158 of Page 21 of 60 246

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
159 of Page 22 of 60 246

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
160 of Page 23 of 60 246

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
161 of Page 24 of 60 246

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
162 of Page 25 of 60 246

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
163 of Page 26 of 60 246

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
164 of Page 27 of 60 246

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
165 of Page 28 of 60 246
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
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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
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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
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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
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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
170 of Page 33 of 60 246
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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: 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
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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: 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
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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
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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
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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
175 of Page 38 of 60 246
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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
176 of Page 39 of 60 246
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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
177 of Page 40 of 60 246
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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
178 of Page 41 of 60 246
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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
179 of Page 42 of 60 246
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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
180 of Page 43 of 60 246
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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
181 of Page 44 of 60 246
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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
182 of Page 45 of 60 246
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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
183 of Page 46 of 60 246
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
184 of Page 47 of 60 246
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
185 of Page 48 of 60 246
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
186 of Page 49 of 60 246
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
187 of Page 50 of 60 246
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
188 of Page 51 of 60 246
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
189 of Page 52 of 60 246
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
190 of Page 53 of 60 246
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
191 of Page 54 of 60 246
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
192 of Page 55 of 60 246
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
193 of Page 56 of 60 246
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
194 of Page 57 of 60 246
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
195 of Page 58 of 60 246
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
196 of Page 59 of 60 246
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
197 of Page 60 of 60 246
FISCAL YEAR (FY) 2021/22 THIRD QUARTER STATUS OF CAPITAL PROJECTS CATEGORIES PRJ # USES BY PROJECT Complete
In progress
and anticipated
for completion
by 06/30/2022
In progress
and multi-year
effort
Deferred

FACILITIES
FA2102 Emergency Power for Critical Facilities 
FA2103 Municipal Broadband 
FA2001 Post Office Maintenance 
FA2002 Electric Vehicle Charging Stations 
FA1901 Senior Center Auxiliary Parking Lot
formerly known as Fowler House lot reuse 
FA1902 Energy Upgrades 
FA1702 Citywide Roof repairs and replacement 
FA1703 Paint City Hall 
PARKS
PA2101 Installation of high-capacity trash bins 
PA2001 Bocce Ball Court  Removed
PA1704 Park Master Plan 

SANITARY
SEWER
SS2101 Secondary Clarifier - Center Column
Rehabilitation 
SS2102 Air Release Valve Replacements 

ATTACHMENT C
198 of 246
CATEGORIES PRJ # USES BY PROJECT Complete
In progress
and anticipated
for completion
by 06/30/2022
In progress
and multi-year
effort
Deferred

SANITARY
SEWER
(cont’d.)
SS2103 Recycled Water 
SS2001 Sanitary Sewer Collection System Master Plan 
SS2002 Water Pollution Control Plant Lab Remodel 
STORM
WATER SW1901 Hazel Street Gap Closure (Sunnyview) 
ROADS
RO2101 Arterial Rehabilitation 
RO2102 Tennent Ave. Rehabilitation 
RO2103 Pedestrian Bridge Repair 
RO2104 Local Road Safety Plan 
RO2105 Appian Way Complete Streets Project 
RO2106 Active Transportation Plan 
RO2107 Brandt St. Improvements 
RO1902 Pedestrian Improvements at Tennent Ave. near
R X R 
RO1801 San Pablo Ave. Rehabilitation 
RO1802 Hazel Street Gap Closure (Sunnyview) 
199 of 246
CATEGORIES PRJ # USES BY PROJECT Complete
In progress
and anticipated
for completion
by 06/30/2022
In progress
and multi-year
effort
Deferred
ROADS
(cont’d.)
RO1708 Pinole Valley Road Improvements 
RO1709 Pinole Valley Road Underground District 
RO1710 San Pablo Ave. Bridge over BNSF Railroad 
RO1714 Safety Improvements at Appian Way & Marlesta
Rd. formerly known as HAWK at Appian Way and Marlesta  200 of 246
ea
te CITY OF PINOLE CAPITAL IMPROVEMENT PLAN
Enter Company Name in cell B2. FY 22-23 Projects
e
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TASK NAME OF PROJECT PROGRESS START END J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J ll
B

FACILITIES
ll
B
FA2201 Public Safety Building Modernization 0% 7/1/23 6/30/26 o
w
FA2202 Senior Center Modernization 0% 7/2/23 7/4/23
FA2002 Electric Vehicle Charging Stations 50% 7/1/20 6/30/22 FA1901 Senior Center Auxiliary Parking Lot
formerly known as Fowler House lot reuse 40% 7/1/19 6/30/23 FA1902 Energy Upgrades 65% 7/1/19 6/30/23
FA1702 Citywide Roof repairs and replacement 10% 7/1/17 6/30/24 FA1703 City Hall Modernization
formerly known as Paint City Hall 40% 7/1/17 6/30/24
e
ce PARKS
PA2202 Skatepark Rehabilitation 0% 7/1/24 6/30/25
PA2201 Pocket Park - Galbreth Ave. 0% 7/1/22 6/30/23
PA2101 Installation of high capacity trash bins 25% 7/1/21 6/30/23 PA1901 Pinole Valley Park Soccer Field Rehabilitation 0% 7/1/19 6/30/24 PA1704 Park Master Plan 10% 7/1/19 6/30/23
Sample phase title block SANITARY SEWER
SS2203 Effulent Outfall 0% 7/1/22 6/30/23
SS2202 Replacement of Diesel Tank 0% 7/1/22 6/30/23
SS2201 Sanitary Sewer Rehabilitation 0% 7/1/22 6/30/23
SS2101 Secondary Clarifier - Center Column Rehabilitation 0% 7/1/21 6/30/23 SS2102 Air Release Valve Replacements 15% 7/1/21 6/30/23 SS2002 Water Pollution Control Plant Lab Remodel 10% 7/1/20 6/30/25 SS1702 Sewer Pump Station Rehabilitation 0% 7/1/23 6/30/24

STORMWATER
SW2001 Roble Road Drainage Improvements 0% 7/1/20 6/30/24 SW2002 Adobe Road Repair and Drainage Improvements 0% 7/1/20 6/30/24 SW1901 Hazel Street Gap Closure (Sunnyview) 20% 7/1/19 6/30/23 SW1703 Storm Drainage Master Plan 0% 7/1/17 6/30/24
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23

ATTACHMENT D
GANTT CHART FOR 3Qtr CIP STATUS UPDATE FOR COUNCIL MEETING ON 5-3-2022 ATTACHMENT D 201 of 246
e
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TASK NAME OF PROJECT PROGRESS START END J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Sample phase title block STREETS AND ROADS
RO2501 Residential Slurry Seal 0% 7/1/25 6/30/26
RO2401 Cape Seal 0% 7/1/24 6/30/25
RO2301 Residential Slurry Seal 0% 7/1/23 6/30/24
RO2101 Arterial Rehabilitation 0% 7/1/22 6/30/23
RO2102 Tennent Ave. Rehabilitation 5% 7/1/21 6/30/25
RO2105 Appian Way Complete Streets Project 5% 7/1/21 6/30/27 RO2106 Active Transportation Plan 0% 7/1/22 6/30/23
RO2107 Brandt St. Improvements 0% 7/1/21 6/30/23
RO1902 Pedestrian Improvements at Tennent Ave. near R X R 5% 7/1/19 6/30/25 RO1802 Hazel Street Gap Closure (Sunnyview) 0% 7/1/18 6/30/24 RO1710 San Pablo Ave. Bridge over BNSF Railroad 4% 7/1/17 6/30/26 RO1708 Pinole Valley Road Improvements 10% 7/1/17 6/30/23 RO1714 Safety Improvements at Appian Way & Marlesta Rd. 35% 7/1/17 6/30/23 This is an empty row
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Pinole City CouncilMay 3, 2022

Pinole City Council
May 3, 2022