13. Name of surface water(s) impacted
14. If water quality samples were collected, identify parameters the water quality samples were analyzed for. If no samples were taken, NA shall be selected
15. If water quality samples were taken, identify which regulatory agencies received sample results (if applicable). If no samples were taken, NA shall be selected
16. Description of methodology(ies) and type of data relied upon for estimations of the SSO volume discharged and recovered
17. SSO Certification: Upon SSO Certification, the CIWQS Online SSO Database will issue a final SSO identification number (Event ID)
SSO Reporting for Category 2 SSOs
Within 3 business days of becoming aware if the SSO, the Public Works Manager or Supervisor must submit the initial report to the SWRCB’s CWIQS Online SSO database @ http://ciwqs.waterboards.ca.gov/ciwqs
Within 15 calendar days of the SSO end date, the LRO must review and certify the report in the CWIQS Online SSO database @ http://ciwqs.waterboards.ca.gov/ciwqs SSO Reporting for Category 3 SSOs
Within 30 calendar days of the end of the calendar month in which the SSO occurred, the LRO must submit and certify a report to the SWRCB's CWIQS Online SSO database @ http://ciwqs.waterboards.ca.gov/ciwqs
At minimum, in addition to Items 1-14 in the Draft Category 1 section, Items 1-6, and 17 in the Certified Category 1 SSO section above shall be reported prior to finalizing and certifying a Category 3 SSO report.
No Spill Certification (Monthly)
Within 30 calendar days of the end of a calendar month that there are no SSO’s, the LRO must submit and certify a “No Spill” certification to the CIWQS online SSO database.
CIWQS Not Available
In the event that the CIWQS online SSO database is not available, the LRO will fax or e-mail all required information to the RWQCB office at (510) 622-2460 in accordance with the time schedules identified above. In such an event, the City will submit the appropriate reports using the CIWQS online SSO database when the database becomes available. A copy of all documents that certify the submittal in fulfillment of this section shall be retained in the SSO document file.
Amending SSO Reports
The LRO is responsible for amending SSO reports. Certified SSO reports may be updated by amending the report or adding an attachment to the SSO report within 120 calendar days after the SSO end date. After 120 days, the City must contact the State SSO Program Manager to request to amend an SSO report along with a justification for why the additional information was not available prior to the end of the 120 days. The SWRCB SSO Program Manager contact information follows:
State Water Resources Control Board Division of Water Quality 1001 I Street 15th Floor
Sacramento, CA 95814
E-mail: [email protected]
Phone: (916) 323-0878
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Technical Report
If 50,000 gallons or greater from an SSO reaches surface waters, an SSO Technical Report must be prepared and submitted to the CIWQS online SSO database within 45 calendar days of the SSO end date. The City Engineer is response for submitting the Technical Report, which is described in further detail earlier in this Section.
6.7 Staff and Contractor Awareness and Training
Requirement(s)
Addressed in
Subsection 6.8:
(d) Procedures to ensure that appropriate staff and contractor personnel are aware of and follow the Emergency Response Plan and are appropriately trained;
Training
SSO Response Training
This section provides information on the training that is required to support this Overflow Emergency Response Plan.
Initial and Annual Refresher Training
All City personnel who may have a role in responding to, reporting, and/or mitigating a sewer system overflow should receive training on the contents of this OERP. All new employees should receive training before they are placed in a position where they may have to respond.
Current employees should receive annual refresher training on this plan and the procedures to be followed. Affected employees will receive annual training on the following topics, at a minimum, by knowledgeable trainers:
• The City’s Overflow Emergency Response Plan
• SSO Volume Estimation Techniques
• Impacted Surface Waters: Response Procedures
The city will verify that annual safety training requirements are current for each employee, and that employees are competent in the performance of all core competencies. The city will address, through additional training/instruction, any identified gaps in required core competencies.
SSO Response Drills
Periodic training drills should be held to ensure that employees are up to date on these procedures, equipment is in working order, and the required materials are readily available.
The training drills will cover scenarios typically observed during sewer related emergencies (e.g. mainline blockage, mainline failure, force main failure, pump station failure, and lateral blockage). The results and the observations during the drills will be recorded and action items should be tracked to ensure completion.
SSO Training Record Keeping
Records should be kept of all training that is provided in support of this plan. The records for all scheduled training courses and for each overflow emergency response training event and will include date, time, place, content, name of trainer(s), and names of attendees.
Contractors Working on City Sewer Facilities
All contractors working on City sewer facilities will be trained in the City’s OERP and will be required to follow the OERP in the event that they cause or observe an SSO. Contractors will be instructed to contact the City immediately or the Police Department to have staff respond. 162 of 616
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6.8 Pollution Prevention Program Regarding SSOs
Requirement(s)
Addressed in
Subsection 6.9:
(e) A program to ensure that all reasonable steps are taken to contain and prevent the discharge of untreated and partially treated wastewater to waters of the United States and to minimize or correct any adverse impact on the environment resulting from the SSOs, including such accelerated or additional monitoring as may be necessary to determine the nature and impact of the discharge.
The City of Pinole will follow up on all future SSOs with condition assessments so as to minimize or correct any future SSOs at that site. Adjustments to cleaning schedule and remote monitoring will be used in flexible and dynamic ways using various technologies and analytical software.
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Element 7 Fats, Oils, and Grease (FOG) Control Program
7.1 Requirements
Element 7 D.13.(vii)
Fats, Oils, and Grease (FOG) Control Program:
Requirements Each Enrollee shall evaluate its service area to determine whether a FOG control program is needed. If an Enrollee determines that a FOG program is not needed, the Enrollee must provide justification for why it is not needed. If FOG is found to be a problem, the Enrollee must prepare and implement a FOG source control program to reduce the amount of these substances discharged to the sanitary sewer system. This plan shall include the following as appropriate:
(a) An implementation plan and schedule for a public education outreach program that promotes proper disposal of FOG;
(b) A plan and schedule for the disposal of FOG generated within the sanitary sewer system service area. This may include a list of acceptable disposal facilities and/or additional facilities needed to adequately dispose of FOG generated within a sanitary sewer system service area;
(c) The legal authority to prohibit discharges to the system and identify measures to prevent SSOs and blockages caused by FOG;
(d) Requirements to install grease removal devices (such as traps or interceptors) design standards for the removal devices, maintenance requirements, BMP requirements, record keeping and reporting requirements;
(e) Authority to inspect grease producing facilities, enforcement authorities, and whether the Enrollee has sufficient staff to inspect and enforce the FOG ordinance;
(f) An identification of sanitary sewer system sections subject to FOG blockages and establish a cleaning maintenance schedule for each section; and
(g) Development and implementation of source control measures, for all sources of FOG discharged to the sanitary sewer system, for each section identified in (f) above.
7.2 Background and Disposal
Requirement(s)
Addressed in
Subsection 7.2:
(b) A plan and schedule for the disposal of FOG generated within the sanitary sewer system service area. This may include a list of acceptable disposal facilities and/or additional facilities needed to adequately dispose of FOG generated within a sanitary sewer system service area;
The City initiated a Fats, Oil & Grease (FOG) Program following adoption of Ordinance 01-102 in 2001, which repealed and replaced previous chapters of the Pinole Municipal Code with Chapter 13.05 “Waste Discharge Requirements”. Please see Section 3.6 for Pinole Municipal Code references relating to FOG Program requirements, administration and enforcement.
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include receiving FOG generated within the sanitary sewer system service area at the WPCP for disposal. The City provides a list of grease trap cleaners in the operating area for maintenance and disposal of FOG at receiving facilities on their website ci.pinole.ca.us at the City Government | Public Works | Wastewater Collection | Fats, Oils, Grease (FOG) page and includes it in the annual Pollution Prevention Report for the WPCP. The most recent version of this document is included below in Table 7.1, for reference.
Table. 7.1 Grease Trap Cleaners in the Operating Area
Effective 12/15/2020
Company Address Phone #
ARS/Rescue Rooter 1618 Doolittle Rd, San Leandro, CA
94577
(510) 729-6000
(877) 454-4910
All Valley
Environmental
523 N Brawley Ave, Fresno, CA 93706 (559) 498-8378
Ameriguard
Maintenance Service
LLC
4681 E Vine Ave, Fresno, CA 93725 (559) 497-2925
Burr Pluming &
Pumping
1645 Almaden Rd, San Jose, CA 95125 (408) 287-2877
Central Grease 17771 W. Gettysburg, Kerman, CA 93630 (559) 846-9607 Darling International
Dar Pro
429 Amador St, San Francisco, CA 94124 (415) 647-4890
(855) 327-7761
Ernie’s Pluming 3795 Pacheco Blvd, Martinez, CA (925) 228-5242 Got Grease LCC
subsidiary of Bently
Biofuels
1728 Ocean Ave # 124,
San Francisco, CA 94112
https://www.facebook.com/pages/GotGrease/133767576686358?sk=page_map (415) 728-8766
(888) 269-3115
MJ Waste 10927 S Reed Ave, Reedley, CA 93654 (559) 638-5199 One More Time 4144 Bandini Blvd, Vernon, CA 90058 (800)624-5504 Pioneer Liquid
Transport, Inc.
251 E Empire Street, San Jose, CA (408) 287-5800
Preferred Plumbing
& Drains
5600 Imhoff Dr, Concord, CA (925) 526-6589
Roto Rooter 195 Mason Cir, Concord, Ca (925) 798-2122
Salinas Tallow 1 Work Cir, Salinas, CA (800) 621-9000
(800) 422-6436
SeQuential
Headquarters
333 NW 35th Ave, Portland, OR 97210 (800) 447-3794
Sirona Fuels 851 49th Ave, Oakland, CA (510) 868-9229
SRC Pumping 11350 Kiefer Blvd, Sacramento, CA (800)339-6493 (916) 363-4821
Stoddard Plumbing 5155 Myrtle Dr, Concord, CA (925) 825-5559 United Site Service 1521 Copperhill Pkwy, Santa Rosa, CA (707) 543-2731 (800) 864-5387
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7.3 Legal Authority, Requirements, Inspection and Enforcement Requirement(s)
Addressed in
Subsection 7.3:
(c) The legal authority to prohibit discharges to the system and identify measures to prevent SSOs and blockages caused by FOG;
(d) Requirements to install grease removal devices (such as traps or interceptors) design standards for the removal devices, maintenance requirements, BMP requirements, record keeping and reporting requirements;
(e) Authority to inspect grease producing facilities, enforcement authorities, and whether the Enrollee has sufficient staff to inspect and enforce the FOG ordinance;
Legal Authority
Legal authority related to FOG-related requirements, inspection, and enforcement is documented in Section 3.6, above.
Source Identification and Control
Requirements to install grease removal devices, design standards, maintenance and best managements practices (BMPs), recordkeeping and reporting are in accordance with the Pinole Municipal Code, see Section 3.6, above. The Restaurant Grease Trap Program and annual Oil & Grease Pretreatment Inspections started in 2002. The number of commercial food preparation sites at any given time that are subject to requirements and inspection under the FOG Program varies from about 65 to 70. Documents on these sites, whether or not a grease interceptor is required, and inspections performed are managed and located at the WPCP.
Inspection and Enforcement
Inspection and enforcement authorities are in accordance with the Pinole Municipal Code, see Section 3.6, above. Staffing for inspection and enforcement includes Public Works Specialist and Environmental Analyst.
7.4 Collection System Maintenance
Requirement(s)
Addressed in
Subsection 7.4:
(f) An identification of sanitary sewer system sections subject to FOG blockages and establish a cleaning maintenance schedule for each section; and
(g) Development and implementation of source control measures, for all sources of FOG discharged to the sanitary sewer system, for each section identified in (f) above.
The City maintains the sanitary sewer system including cleaning and condition inspection as part of routine PM, identifies pipes with a potential for FOG debris-related overflows, and includes them on the hot spot cleaning list for targeted maintenance. The current list of greaserelated maintenance lines is documented in Table 7.2. 167 of 616
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Table. 7.2 Hot Spot Maintenance Pipes with FOG
Area Sec MH-MH Location
D 7 4 to 5 Ramona St
D 11 9 Pinole Valley Rd
E 2a 7 t 6 Pinole Valley Rd
E 5 7 to 10 Sarah Dr
F 8 3 Appian Way
I 2 4 to 3 Pinole Valley Rd
I 3 13 to 12 Pinole Valley Rd
I 10d 1 to 2 Pinole Valley Rd
I 5 9 to 8 Downer St
I 9 4 to 5 Henry Ave
J 1 9 to 8 Creek Trail
J 5 4 to 1 Tennent Ave
D 7 1 to 2 Estates Ave
G 9 2 to 1 Betty Ave
Areas of grease accumulation are often related to grade issues like sags and flat lines. There is no history of FOG-related SSOs downstream of a commercial food preparation facility since the initiation of the FOG Program source identification and control efforts, so no additional source control measures have been implemented, but inspection and enforcement authorities and mechanisms are in place if this changes.
7.5 Public Education Outreach Program
Requirement(s)
Addressed in
Subsection 7.5:
(a) An implementation plan and schedule for a public education outreach program that promotes proper disposal of FOG;
The City implemented and has an ongoing outreach efforts to promote the proper disposal of FOG. City outreach to commercial and residential customers includes various methods including online, on the website or by email; at events; and at the property in person, by hand delivery, or by mail. The outreach implementation plan and schedule is discussed in the annual Pollution Prevention Report prepared for the WPCP.
Commercial outreach has included but are not limited to:
• Educational poster in 2016
• Fight F.O.G. Keep Fats, Oils & Grease Out of Your Drains! pamphlet • Stormwater Best Management Practices for Restaurants
Residential outreach has included but is not limited to:
• Food scraper handouts at City events in 2019
• Think Before You Flush pamphlet
• Door hangers
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Element 8 System Evaluation and Capacity Assurance Plan
8.1 Requirements
Element 8 D.13.(viii)
System Evaluation and Capacity Assurance Plan:
Requirements The Enrollee shall prepare and implement a capital improvement plan (CIP) that will provide hydraulic capacity of key sanitary sewer system elements for dry weather peak flow conditions, as well as the appropriate design storm or wet weather event. At a minimum, the plan must include:
(a) Evaluation: Actions needed to evaluate those portions of the sanitary sewer system that are experiencing or contributing to an SSO discharge caused by hydraulic deficiency. The evaluation must provide estimates of peak flows (including flows from SSOs that escape from the system) associated with conditions similar to those causing overflow events, estimates of the capacity of key system components, hydraulic deficiencies (including components of the system with limiting capacity) and the major sources that contribute to the peak flows associated with overflow events;
(b) Design Criteria: Where design criteria do not exist or are deficient, undertake the evaluation identified in “a” above to establish appropriate design criteria; and
(c) Capacity Enhancement Measures: The steps needed to establish a short- and long-term capital improvement plan (CIP) to address identified hydraulic deficiencies including prioritization, alternatives analysis, and schedules. The CIP may include increases in pipe size, I/I reduction programs, increases and redundancy in pumping capacity, and storage facilities. The CIP shall include an implementation schedule and shall identify sources of funding.
(d) Schedule: The Enrollee shall develop a schedule of completion dates for all portions of the capital improvement program developed in (a-c) above.
This schedule shall be reviewed and updated consistent with the SSMP review and update requirements as described in Section D. 14. 169 of 616
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8.2 System Evaluation
Requirement(s)
Addressed in
Subsection 8.3:
(a) Evaluation: Actions needed to evaluate those portions of the sanitary sewer system that are experiencing or contributing to an SSO discharge caused by hydraulic deficiency. The evaluation must provide estimates of peak flows (including flows from SSOs that escape from the system) associated with conditions similar to those causing overflow events, estimates of the capacity of key system components, hydraulic deficiencies (including components of the system with limiting capacity) and the major sources that contribute to the peak flows associated with overflow events; (b) Design Criteria: Where design criteria do not exist or are deficient, undertake the evaluation identified in “a” above to establish appropriate design criteria; and
The City recently prepared the 2022 Sanitary Sewer Master Plan Update, prepared by Carollo Engineers, 2022. This report discusses hydraulic condition history including SSOs and updates the hydraulic capacity evaluation of the system for existing and future conditions. It documents the hydraulic model development and design criteria.
8.3 Capacity Assurance Plan
Requirement(s)
Addressed in
Subsection 8.4:
(c) Capacity Enhancement Measures: The steps needed to
establish a short- and long-term capital improvement plan (CIP) to address identified hydraulic deficiencies including prioritization, alternatives analysis, and schedules. The CIP may include increases in pipe size, I/I reduction
programs, increases and redundancy in pumping
capacity, and storage facilities. The CIP shall include an implementation schedule and shall identify sources of
funding.
(d) Schedule: The Enrollee shall develop a schedule of
completion dates for all portions of the capital
improvement program developed in (a-c) above. This
schedule shall be reviewed and updated consistent with
the SSMP review and update requirements as described
in Section D. 14.
The 2022 Sanitary Sewer Master Plan Update identifies hydraulic deficiencies and includes capacity improvement scenarios, and short- and long-term CIP recommendations to address identified deficiencies, including priority and a planning-level schedule. This report is pending finalization at the time of preparation of this document. Please reference the final Sewer Master Plan Update document and supporting CIP budgets which will be made available on the City’s website after acceptance by the City Council.
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Element 9 Monitoring, Measurement, and Program Modifications
9.1 Requirements
Element 9 D.13.(ix)
Monitoring, Measurement, and Program Modifications:
Requirements The Enrollee shall:
(a) Maintain relevant information that can be used to establish and prioritize appropriate SSMP activities.
(b) Monitor the implementation and, where appropriate, measure the effectiveness of each element of the SSMP;
(c) Assess the success of the preventative maintenance program; (d) Update program elements, as appropriate, based on monitoring or performance evaluations; and
(e) Identify and illustrate SSO trends, including: frequency, location, and volume.
9.2 Introduction
This Element of the SSMP will discuss how the City maintains relevant information and data related to SSMP activities, monitors the implementation of SSMP Elements, and measures the effectiveness of its SSMP Elements. A system for assessing preventive maintenance (PM) program effectiveness and potential modifications to program elements is being developed in their new CMMS. Meaningful data needs to be identified, obtained, and displayed to support the opinion of program effectiveness and the need to revise, or maintain, PM practices and SSMP program elements. Relevant performance indicators that indicate the success or failure to meet established goals are selected and tracked on a regular basis.
9.3 Monitoring and Measurement – Data
Requirements
Addressed in
Subsection 9.3
(a) Maintain relevant information that can be used to establish and prioritize appropriate SSMP activities.
The City maintains compliance, inspection, complaint and blockage records in electronic and report formats, maintains electronic and paper logs of cleaning, repairs, other preventive maintenance activities, and records problems (e.g., excessive debris, observed manhole defects) identified through regular sewer maintenance activities on special report forms. In 2007, the City began reporting in the SWRCB’s CIWQS electronic SSO reporting system which records the number, volume, location, and cause of SSOs. The City is currently using a number of paper logs and data records in various systems but is in the process of developing its CMMS workflows to more efficiently track and utilize records related to any segment of pipe or access point in their system. With the available information, the City can track various parameters related to service calls, maintenance, and inspection activities, and can also compare SSO trends from previous years and identify system components that continually contribute to system failures.
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9.4 Monitoring and Measurement – Performance Indicators Requirements
Addressed in
Subsection 9.4
(b) Monitor the implementation and, where appropriate, measure the effectiveness of each element of the SSMP;
(c) Assess the success of the preventative maintenance program; Performance indicators for monitoring SSMP implementation and measuring/tracking the effectiveness for the 11 SSMP elements are included in Table 9.1. The City will be collecting data and using it to for tracking performance indicators per calendar year within CIWQS, CMMS, GIS, CCTV, and other data management systems for Element 4. Operations and Maintenance Program, Element 6, Overflow Emergency Response Plan (OERP), Element 7 Fats, Oils & Grease (FOG) Control, and Element 8 System Evaluation and Capacity Assurance Plan. Performance indicators for the remaining elements are more general and will be completed through regular periodic/as-needed reviews and SSMP updates as appropriate.
Table. 9.1 Performance Indicators for Tracking
Effectiveness of SSMP Activities
SSMP Element Summary of Element
Purpose
Performance Indicators for Tracking
Effectiveness
1 Goals Establish priorities of
Enrollee and provide
focus for Enrollee staff
Periodic/as-needed review of goals based upon
results of performance evaluations.
2 Organization Document organization of
Enrollee staff and chain of
command/communication
for SSO response
Annual review of Organization Chart and all
contact information, making and logging any
changes identified in SSMP in Appendix A and
updating CIWQS.
3 Legal Authority Ensure the Enrollee has
sufficient legal authority to
properly maintain and
protect the integrity of the
system
Periodic/as-needed review of codes and/or
ordinances for revisions, including schedule for
identified updates.
4 Operations and
Maintenance
Program
Minimize blockages and
SSOs by properly
operating and maintaining
the system
CIWQS data:
Number of SSOs per year
Volume of SSOs per year
Volume of SSO recovered per year
Volume of SSO estimated to reach surface waters
per year
Percent of SSO estimated to reach surface waters
per year
Number of SSOs per year by cause
Number of dry weather SSOs per year
Number of repeat SSOs (from same location as
any previous SSO)
CMMS/CCTV data:
Total length of pipe cleaned per year
Total length of pipe cleaned by method per year
Number of pipes maintained per year
Lift station work orders completed per year.
Number of access points inspected per year
Number of pipes inspected per year
Total length of pipe inspected per year
Current PACP Grade 4 or 5 defect count
Current number of PACP Grade 4 or 5 defects per
pipe
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SSMP Element Summary of Element
Purpose
Performance Indicators for Tracking
Effectiveness
CMMS/CIP data:
Number of access points repaired, rehabilitated, or
replaced per year
Length of pipe repaired, rehabilitated, or replaced
per year
Length of pipe abandoned or removed per year
Number of access points installed per year
Length of pipe installed per year
Number of capital projects completed per year
Capital program expenditures per year
5 Design &
Construction
Standards
Ensure new facilities are
properly designed and
constructed
Periodic/as-needed review of new technologies
and materials for collection systems assets.
6 Overflow
Emergency
Response Plan
(OERP)
Provide timely and
effective response to SSO
emergencies and comply
with regulatory reporting
requirements
CIWQS data:
Average response time from call to arrival per year
Average response time from arrival to SSO
stoppage and cleanup per year
Percent of total SSO volume contained or returned
to sewer per year
7 Fats, Oils &
Grease (FOG)
Control
Minimize blockages and
overflows due to FOG
Number of blockages due to FOG per year
Number of SSOs due to FOG per year
Number of FOG-producing facilities inspected per
year
8 System
Evaluation and
Capacity
Assurance Plan
Minimize overflows due to
wet weather
Volume of wet weather SSOs per year
Number of wet weather SSOs per year
CIP data:
CIP hydraulic capacity project implementation
status
9 Monitoring,
Measurement, &
Program
Modifications
Prepare and update performance results in
Elements 4, 6, 7, and 8. Review and update
callout forms as needed. Annual review of
CIWQS data.
10 Program Audits Date of completion of last audit
11 Communication
Plan
Place audit in Appendix D
9.5 SSMP Program Review and Modification
Requirements
Addressed in
Subsection 9.5
(d) Update program elements, as appropriate, based on monitoring or performance evaluations; and
Program elements will be monitored constantly with new field data being inputted into the CMMS and GIS. The City will review each element on an annual basis to ensure compliance with this document. Performance indicators will be updated as new programs come into effect for the City.
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9.6 SSO Trends
Requirements
Addressed in
Subsection 9.6
(e) Identify and illustrate SSO trends, including: frequency, location, and volume.
SSO trends will be monitored using data from CIWQS and Beehive CMMS. Cleaning data will also used to track partial blockages so that follow up can occur. SSO counts and volumes since 2007 are shown on Figure 9.1. SSO locations are publicly available using the CIWQS SSO Database under the City’s WDID 2SSO10112 at:
https://www.waterboards.ca.gov/water_issues/programs/sso/sso_map/sso_pub.html.
Figure 9.1 CIWQS SSO Count and Volume History
0 20000
40000
60000
80000
100000
120000
0 1
2 3
4 5
6 7
8 9
10 2007 2008 2010 2011 2012 2013 2014 2015 2016 2018 2019 2021 SSO Count SSO Volume
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Element 10 SSMP Audits
10.1 Requirements
Element 10 D.13.(x)
SSMP Audits
Requirements As part of the SSMP, the Enrollee shall conduct periodic internal audits, appropriate to the size of the system and the number of SSOs. At a minimum, these audits must occur every two years and a report must be prepared and kept on file. This audit shall focus on evaluating the effectiveness of the SSMP and the Enrollee’s compliance with the SSMP requirements identified in this subsection (D.13.), including identification of any deficiencies in the SSMP and steps to correct them.
10.2 SSMP Audits
Purpose and Corrective Actions
In accordance with the WDRs, the City will conduct periodic internal SSMP audits to evaluate the effectiveness of the SSMP and its Elements and to determine the compliance of the City with the SSMP requirements. Compliance will be evaluated for the eleven SSMP Elements SSMP Elements:
1. Goals
2. Organization
3. Legal Authority
4. Operation and Maintenance Program
5. Design and Performance Provisions
6. Overflow Emergency Response Plan
7. FOG Control Program
8. System Evaluation and Capacity Assurance Plan
9. Monitoring, Measurement, and Program Modifications
10. SSMP Program Audits
11. Communication Program
Schedule
In accordance with the WDRs, SSMP audits will be conducted at least every two (2) years starting from the original date of adoption of the SSMP by the City Council.
Audit Reports
Once each audit is complete, the City will prepare an audit report. In accordance with MRP Section E, audit reports shall be kept on file for a minimum of five (5) years and be made available to State Water Board or RWQCB staff upon request. These audit reports will be appended to this SSMP in Appendix D.
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Element 11 Communication Program
11.1 Requirements
Element 11 D.13.(xi)
Communication Program:
Requirements (a) The Enrollee shall communicate on a regular basis with the public on the development, implementation, and performance of its SSMP. The communication system shall provide the public the opportunity to provide input to the Enrollee as the program is developed and implemented.
(b) The Enrollee shall also create a plan of communication with systems that are tributary and/or satellite to the Enrollee’s sanitary sewer system.
11.2 Communication Program
Requirements
Addressed in
Subsection 11.2
(a) The Enrollee shall communicate on a regular basis with the public on the development, implementation, and performance of its SSMP. The communication system shall provide the public the opportunity to provide input to the Enrollee as the program is developed and implemented.
City Council Meetings. Adoption of this SSMP will be at a regular public meeting of the City Council and in accordance with the Ralph M. Brown Act. Gov. Code § 54950. The agenda will be posted no later than Thursday at 4:30 p.m., preceding the meeting. Staff reports and attachments will be linked within the agenda and copies will be available outside the Council Chambers. Members of the public may submit public comments in accordance with the agenda, typically in person by attending the meeting at the Pinole City Council Chambers, via live remote public comment via Zoom video conferencing, by phone, and as written comments via email prior to the meeting. The public can also watch the meeting live on Community TV Channel 26, published on the City’s website, and video-streamed live on the City’s website and archived for five (5) years. The meeting will be conducted and minutes prepared and made available on the website in accordance with normal City Council operations at:
City Government | City Council | Agendas and Minutes
https://www.ci.pinole.ca.us/city_government/city_council/agendas_and_minut es
Performance of the sanitary sewer system in accordance with this SSMP may also be included in future City Council Meetings which will be agendized and conducted in accordance with normal City Council operations (at that time).
SSMP Available on Website. The adopted SSMP will be available on the City’s website www.ci.pinole.ca.us.
Regular Communications with the Public. The City publishes a City Manager’s Message periodically, as well as Notices and Current News under City Government at:
City Government | City Manager | City Manager's Report
City Government | Notices
News | What's New
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Program information, documents, notices, and communications relating to the SSMP and performance under the elements may be available, including Capital Projects as well as Wastewater Collection Rates, Sanitary Sewer Lateral, and Fats, Oils, Grease (FOG) from the Public Works page of the website:
City Government | Public Works
Contacting Public Works. In addition to public meeting participation, Department contact information including the Public Works Department main phone (510-724-9010), fax (510-724- 4921) and email ([email protected]) are made available on the website and communications will be routed to appropriate department staff. Members of the public may also visit the Public Works Department at 2131 Pear Street during Public Work Hours, which are posted on the website.
Social Media. The City has an official Facebook page for news on programs, projects and events, available for communicating with the public. The City is also on Nextdoor for sharing information with the public.
Mailings. Direct mailing may be used for communication with the public and commercial businesses. Capital and Maintenance Projects (such as smoke testing and other contracted services) may be noticed by mail to adjacent property residents and owners.
In-Person Communications and Public Notices. City staff have opportunities to meet with the public and directly share information and documents, answer questions, and receive feedback during the course of their daily routines. For example, door hangers are often posted by crews during maintenance activities and the public ask staff questions about activities being performed.
The City has hosted booths/attended public events and fairs such as the annual class car show and shared program materials at these events and directly with community organizations such as the Coast Cleanup volunteers. Events/fairs have been and may be used to hand out food scrapers in support of the FOG Program goals. The City makes wastewater treatment plant tours available to schools and the general public as requested and can use these as opportunities to share SSMP-related program information.
In addition, the City may post project- and program-related signs and message boards including information relating to SSMP elements.
11.3 Communication Plan with City of Hercules
Requirements
Addressed in
Subsection 11.3
(b) The Enrollee shall also create a plan of communication with systems that are tributary and/or satellite to the Enrollee’s sanitary sewer system.
Joint Powers Authority (JPA). The Pinole-Hercules WPCP is operated, managed and maintained under a joint powers agreement between City of Pinole and City of Hercules. As members of a JPA, the City meets regularly with the City of Hercules and also engages in direct communications as needed throughout the year. JPA members separately report any recommendations to their respective City Councils for action to implement recommendations. 178 of 616
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Appendix A
City of Pinole SSMP Change Log
WDR, MONITORING AND REPORTING PROGRAM
ORDER No. WQ 2013-0058-EXEC REQUIREMENTS
RECORD KEEPING REQUIREMENTS: Records documenting all changes made to the SSMP since its last certification indicating when a subsection(s) of the SSMP was changed and/or updated and who authorized the change or update. These records shall be attached to the SSMP.
Element Change Description
Approving
Authority
(LRO)
Date
1. Goals
2. Organization
3. Legal Authority
4. Operation and
Maintenance Program
5. Design and
Performance Provisions
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element Change Description
Approving
Authority
(LRO)
Date
6. Overflow Emergency
Response Plan
7. FOG Control Program
8. System Evaluation
and Capacity Assurance
Plan
9. Monitoring,
Measurement, and
Program Modifications
10. SSMP Program
Audits
11. Communication
Program
Appendices
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SSMP Audit Template
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 City of Pinole
SSMP Biennial Audit
Date of Audit: From: Through:
Prepared by:
Reviewed by:
Introduction Yes No
I1 Have the regulatory requirements changed?
I2 Has the organization of the document changed?
Discussion:
Collection System Overview Yes No
CS1 Is the collection system system description current and complete? CS2 Is the sewer system map current and complete?
CS3 Are the collection system metrics current and complete? CS3 Have there been any significant changes in climate averages, or the City’s approach to climate change as it relates to the collection system infrastructure?
CS4 Have there been any significant changes in seismic and geological hazards as they relate to the collection system infrastructure? Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element 1 – Goals Yes No
1A Are the goals stated in the SSMP still appropriate and accurate? Discussion:
Element 2 – Organization Yes No
2A Is the organization chart current?
2B Are the position descriptions an accurate portrayal of staff responsibilities?
2C Are the staff responsibilities, names and contact information accurate and current?
2D Is the chain of communication responsibilities for reporting and responding to SSOs accurate and current?
2E Is the SSO Responder contact list and information current? Discussion:
Element 3 – Legal Authority Yes No
Does the SSMP contain current references to the City’s Code documenting the City’s legal authority to:
3A Prevent illicit discharges?
3B Require proper design and construction of public sewers? 3C Require proper design, construction, and maintenance of private sewer laterals?
3D Limit discharges of FOG and other debris?
3E Enforce any violation of its sewer ordinances including rights of entry?
3F Were any changes or modifications made since the last SSMP audit to City Ordinances, Regulations, or standards?
Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element 4 – Operation and Maintenance Yes No
Mapping
4A Does the SSMP reference the current process and procedures for maintaining the City’s sanitary sewer system maps?
4B Are the City’s wastewater collection system maps complete, current, and sufficiently detailed?
Discussion:
Preventative Maintenance
4C Does the SSMP describe current preventive maintenance activities and the system for prioritizing the cleaning of sewer lines? 4D Based upon the CIWQS SSO data, are the City’s preventive maintenance activities sufficient and effective in minimizing SSOs and blockages?
Discussion:
Rehabilitation and Replacement Plan
4E Is there an ongoing condition assessment program sufficient to rate the condition of sewer pipes and schedule rehabilitation? Are the current components of this program documented in the SSMP? 4F Does the rehabilitation and replacement plan include a capital improvement plan that addresses proper management and protection of the infrastructure assets? Does the plan include a time schedule for implementing the short and long-term plans plus a schedule for developing the funds needed for the capital improvement plan? Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element 4 – Operation and Maintenance Yes No
Training
4G Are the training records current and complete?
4F Does the SSMP document current training expectations and programs?
Discussion:
Equipment and Replacement Parts Inventories
4G Does the SSMP list the major equipment currently used in the operation and maintenance of the collection system?
4H Are contingency equipment and replacement parts sufficient to respond to emergencies and properly conduct regular maintenance? Discussion:
Element 5 – Design and Performance Standards Yes No
5A Does the SSMP reference current design and construction standards for the installation of new sanitary sewer systems, pump stations and other appurtenances and for the rehabilitation and repair of existing sanitary sewer systems?
5B Does the SSMP document current procedures and standards for inspecting and testing the installation of new sewers, pumps, and other appurtenances and the rehabilitation and repair of existing sewer lines?
Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element 6 – Overflow and Emergency Response Plan Yes No 6A Does the OERP have a program to ensure an appropriate response to all overflows?
6B Does the City’s Overflow Emergency Response Plan (OERP) contain proper notification procedures so that the primary responders and regulatory agencies are informed of all sanitary sewer overflows (SSOs) as required by the WDR and MRP?
6C Does the OERP contain procedures to ensure prompt notification to appropriate regulatory agencies and other potentially affected entities of all SSOs that potentially affect public health or reach waters of the State in accordance with the MRP? Does the SSMP identify the officials who will receive immediate notification of such SSOs? 6D Does the OERP ensure that all reasonable steps are taken to contain and prevent the discharge of untreated and partially treated wastewater to waters of the United States and to minimize or correct any adverse impact on the environment resulting from SSOs, including such accelerated or additional monitoring as may be necessary to determine the nature and impact of the discharge? 6E Considering SSO performance data, is the OERP effective in handling SSOs in order to safeguard public health and the environment?
6F Is the Water Quality Monitoring Plan current and has it been trained on and practiced by staff that would be involved in a SSO of large volume?
6G Was sampling conducted within 48 hours for all SSOs greater than 50,000 gallons and were results entered for these SSOs through the CIWQS website?
6H Has the City prepared a Technical Report for all SSOs larger than 50,000 gallons? Have all Technical Reports been filed on the CIWQS website as required?
6D Are staff and contractor personnel aware of and appropriately trained on the procedures of the OERP?
Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element 7 – Fats, Oils, and Grease (FOG) Control Program Yes No 7A Does the FOG program include a plan for the disposal of FOG generated within the sewer system service area?
7B Does the City have sufficient legal authority to prohibit discharges to the system and identify measures to prevent SSOs and blockages caused by FOG?
7C Are there requirements to install grease removal devices (such as traps or interceptors), best management practices (BMP) requirements, record keeping, maintenance requirements and reporting requirements established in the City’s FOG Control Program?
7D Does the City have authority to inspect grease producing facilities and have sufficient staff to inspect and enforce the FOG ordinance? 7E Does the FOG control program implement source control measures for all sources of FOG discharged to the collection system? 7F Does the FOG control program identify sections of the collection system subject to FOG blockages, establish a cleaning schedule and address source control measures to minimize these blockages? 7G Is the current FOG program effective in minimizing blockages of sewer lines resulting from discharges of FOG to the system? 7H Does the FOG Control Program include a description of public education outreach efforts that promote proper handling and disposal of FOG?
Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element 8 – System Evaluation and Capacity Assurance Plan Yes No 8A Does the System Evaluation and Capacity Assurance Plan evaluate hydraulic deficiencies in the system and provide estimates of peak flows associated with conditions similar to those causing overflow events, if applicable?
8B Does the City’s capital improvement program (CIP) establish a schedule of approximate completion dates for both short-term and long-term improvements and is the schedule reviewed and updated to reflect current budgetary capabilities and activity accomplishment? 8C Does the City take steps needed to establish a short and long-term CIP to address hydraulic deficiencies, including prioritization, alternatives analysis, and schedules? Are repair and replacement projects developed based upon condition assessment and/or field maintenance results?
Discussion:
Element 9 – Monitoring, Measurement, and Program
Modifications
Yes No
9A Does the City maintain relevant information that can be used to establish and prioritize appropriate SSMP activities?
9B Does the City monitor the implementation and, where appropriate, measure the effectiveness of each element of the SSMP?
9C Does the City assess the success of the preventive maintenance program?
9D Does the City update program elements, as appropriate, based upon monitoring or performance evaluations?
9E Does the SSMP identify and illustrate SSO trends, including frequency, location and volume of SSOs?
Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Element 10 – SSMP Program Audits Yes No
10A Does the audit focus on the effectiveness of the SSMP? If not, what needs to be changed to increase the effectiveness of the overall collection system program?
10B Were the audit results shared with the City Council and the public, via the City website?
10C Will the SSMP Audit be completed, reviewed, and filed as an Appendix to the SSMP on a biennial basis?
10D Do any proposed changes to the SSMP require Council approval as they have a substantial change in the policies and procedures for collection system operations and maintenance?
Discussion:
Element 11 – Communication Program Yes No
11A Does the City communicate on a regular basis with the public and other agencies about the development and implementation of the SSMP? Does the communication system provide the public the opportunity to provide input as the program is developed and implemented? Were annual progress reports and metrics of implementation of the SSMP provided to the City Council? Discussion:
Change Log Yes No
CL1 Is the SSMP Change Log current and up to date?
Discussion:
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City of Pinole - Sewer System Management Plan (SSMP), June 2022 Appendix C
Waste Discharge Requirements
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Completed SSMP Audits
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CITY COUNCIL
REPORT
9K
DATE: JUNE 7, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE
AGREEMENTS WITH CENTRALSQUARE TECHNOLOGIES,
SELECTRON TECHNOLOGIES, INC., PAYMENTS HOLDINGS, INC.,
CLIENT FIRST TECHNOLOGY CONSULTING, AND 4LEAF, INC., FOR
LICENSING, ACCESS, MAINTENANCE, SUPPORT, MIGRATION,
INSTALLATION, IMPLEMENTATION AND OTHER PROFESSIONAL
SERVICES TO SUPPORT AN UPGRADE OF THE COMMUNITY
DEVELOPMENT PERMIT TRACKING AND ONLINE APPLICATION
SYSTEM AND APPROPRIATING FUNDING
RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution that:
1. Authorizes the City Manager to execute/amend Consultant Services Agreements with:
a. CentralSquare Technologies in an amount not to exceed $323,428.38 for a three-year term for Community Development Suite permit tracking licensing, access, maintenance, support, migration, and installation; b. Selectron Technologies, Inc. in an amount not to exceed $87,500 for a three-year term for text inspection scheduling software integration (SelecTXT) and proactive two-way permitting communication (Relay Outbound);
c. Paymentus Holdings, Inc. for online and at the counter payment services; d. Client First Technology Consulting for product implementation, support and hands-on configuration assistance to migrate to the latest version of TRAKiT in an additional amount not to exceed $30,000;
e. 4Leaf Inc. for staffing support during implementation in an amount not to exceed $15,000; and
2. Appropriate $100,828 from the Building and Planning fund to support the project. 196 of 616
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BACKGROUND
The City of Pinole was an early adopter of an electronic building and planning permit tracking system, acquiring permitting software from the firm CRW 23 years ago, in 1999.
The City continues to use the software system TRAKiT to track the submittal, processing, and retention of building and planning permits, code enforcement cases, and business licenses. The software was last updated in 2015, is not web-based, and is currently outdated, unsupported, and in need of an upgrade. CentralSquare Technologies acquired the software in 2018 and now offers a secure cloud-based Community Development Suite of technology solutions that replaces TRAKiT.
The City can take advantage of advancements in CentralSquare Technologies permitting software with an upgraded permitting system that automates work processes, allows field staff remote access, and engages citizens and customers by providing 24/7 online access to apply for and track a permit.
To that end, the City has been discussing a system upgrade of the land management software with CentralSquare since late 2021. In early 2022, the City engaged Client First Technology Consulting (Client First) to assist with the City’s Community Development permitting needs, contract negotiations with CentralSquare, and eventual implementation of an upgraded product with a focus on improving efficiency, project management, and customer service.
DISCUSSION AND ANALYSIS
The Community Development software from CentralSquare is the most up to date generation of the permitting software previously known as TRAKiT, which has been a leading permit management software for more than two decades, and the product the City currently uses. A significant portion of agencies in California and the Bay Area region continue to utilize this permitting software, and it is familiar for many local government employees as well professionals in the planning and building fields.
The following narrative provides an overview of the software systems services staff recommends procuring to bring enhanced and streamlined permitting services to the Pinole community:
1. CENTRAL SQUARE TECHNOLOGIES: COMMUNITY DEVELOPMENT SOFTWARE SUITE Staff recommends that the City upgrade and migrate from the current TRAKiT system to the Community Development Software Suite from CentralSquare. Data would be hosted by the vendor. Project implementation is expected to take six to night months. Staff and Client First have negotiated discounts in annual user fees in addition to a limited contract term of three years. The Community Development Software Suite consists of the following modules:
A. Code Compliance. Provides incident and activity management while tracking the workflow for all types of code enforcement activities, from the time a 197 of 616
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complaint is received through resolution of the incident. When a complaint or violation is entered on a property, staff have the option to lock down the parcel record and place a flag on all records associated with the property.
B. Citizen Response Management (CRM). Provides tools needed to quickly capture and manage issues reported directly through the portal by citizens.
Citizens can report issues and violations in the City such as work without a permit, abandoned vehicles, overgrown vegetation, potholes, debris in the street and overfilled trash receptacles. The City has the complete ability to customize the reportable issues and violations and set up a workflow so that the reported issue is directed to the appropriate staff member. Staff users can effectively monitor and track issues received through the phone or internet. The system logs opened and closed issues as well as their exact location. Staff can also link recurring issues and complainants to ensure issues are handled in an appropriate manner.
C. ETRAKIT. A public facing portal that provides access to permit, project, license, code, land, and inspection information. Citizens can request inspections, pay fees, upload plans, apply for permits, and much more through eTRAKiT.
Contractors have additional functions that enable them to request inspections for their projects. Additionally, the City will be able to integrate outside plan review agencies’ review by enabling back office functions through the portal such as entering results or uploading files.
D. Entity Management. Provides instant access to all information associated with people who frequently have business with the City, as it relates to permits and projects.
E. Land Management. Provides comprehensive land data obtained from the County assessor’s office. Staff can conduct a preliminary screening of a property and then link a project, permit, or code complaint case directly through Land Management. When combined with the GIS Integration module described below, users receive the power of database technology with digital maps and aerial photos to provide a graphical view of the land record. This allows the City to be proficient in performing spatial analysis (i.e., recognizing areas with several code violations, expiring permits, different zoning criteria) by obtaining the reporting information graphically on the map.
F. GIS Integration. State-of-the-art GIS Integration allows all development activities such as permits, projects, land management, code enforcement, licensing, and inspections to be managed directly. Staff can view related records associated with the parcel, create permits, and code cases directly from the map, and run a query to illustrate search results.
G. Licensing. Issues and tracks a variety of license types, including business and facilities. The City can tailor several fields to our needs, including license types, 198 of 616
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classification codes, ownership types, and more. At a glance, users can quickly review all information pertinent to a specific record. The system maintains insurance details to track workers’ compensation, liability insurance, and state business licensing information. Automatic batch processes can send out renewal notices before due dates, and the system processes renewal fees.
Reports can display the number of unresolved licenses and show any fees collected.
H. ITRAKIT. Inspectors and officers can access information about permits, code enforcement cases, and related inspections on their iPad. Inspectors can modify the inspection status, enter inspection results and notes, schedule inspections, and more, all while in the field. Staff users also have the flexibility to use CentralSquare from an iPad device even without a constant wireless connection.
I. Permitting (Building). Permits tracked in this module are customized according to the City’s workflow requirements, including permit type, status queues, valuation details, review types, action types, customizable screens, inspection requirements, and fee schedules. The City can incorporate unique procedures to ensure timelines are met efficiently, reports are executed properly, and managers are alerted when necessary. There is even functionally to generate public Twitter notifications of permit activity.
J. Projects (Planning). Manages the workflow for all types of projects, from application to review and approval. The system records all assigned actions and any conditions of approval for future evaluation. Attachment capability allows users to scan plans with mark-ups and link them as part of a project’s history. A time clock function automatically schedules critical points along a project’s timeline.
K. Reporting/Analytics. A comprehensive set of standard reports to meet the City’s reporting needs. Common reports are provided to clients based on the demand for new reports. Embedded Analytics enable customization and easy viewing of reports, facilitating general users to run daily, weekly, or monthly reports. All reports are dynamic, allowing staff to specify the type, module, date, time, or any other parameter to retrieve unique information.
L. Workspace. Staff users can add customizable widgets and view information pertaining to their role. WorkSpace provides details ranging from dynamic charts to personal tasks and calendar items. Users and managers can expedite activities from a single screen that addresses various needs, including document shortcuts, bulletins, emails, internet links, reports, and more.
2. SELECTRON (PROACTIVE TEXT COMMUNICATION)
With the upgrade of software to the Community Development Suite, customers will now have the ability to request, reschedule, cancel, and review inspection results from 199 of 616
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the online eTRAKiT web portal 24/7. This will be a shift from the City’s current phonebased IVR inspection request system.
Cognizant of the digital divide, staff researched additional software solutions that could supplement and enhance the Central Square platform to provide an additional option/platform for customers when scheduling inspections. Selectron Technologies offers a schedule-by-text solution (SelecTXT) which allows the customer to schedule, cancel, or reschedule inspections and obtain inspection results. The schedule-by-text option also allows for customers to include comments for inspectors and request follow-up on results
The SelecTXT service is an “inbound” service only (meaning that the customer initiates the communication, responses are provided by information in the system, and there is no direct communication with staff). Selectron also offers an “outbound” service, Relay Outbound, that integrates with SelecTXT to create a two-way communication channel that allows staff to proactively send out a variety of automated messages via text and voice that includes information specific to each customer. For example, staff would be able to schedule and send automatic notifications to permit holders in advance of permit expiration, with instructions on how to apply for an extension. The system also allows for customized messages, for example, in advance of a heavy rain staff could notify all active permit holders to properly secure their construction sites. Finally, the software integrates with the permitting database to provide for event-driven messages, for example, a text or voice message with inspection results being delivered as soon as an inspection has been resulted in the system.
The additional services from Selectron are anticipated to benefit Pinole customers by providing a supplementary easy-to-use inspection scheduling option, introducing a two-way communication tool related to permits, projects and licenses in the permitting system, reducing inbound calls and emails to staff, and helping to further reduce staff’s workload. The system is customizable and can expand to meet other City needs; if the solution is effective there may be synergy in capitalizing on the initial investment of system set up/install and expansion of proactive communication to other customers who use City services. Implementation of the software would take four to five months, and the contract term has been negotiated to provide a three-year limited term, with option to extend for an additional two years, consistent with the terms of the Central Square contract.
In conclusion, the bundle of Selectron services is an optional item that is expected to enhance the permitting system, provide customers with frequent, proactive communication, all while improving the ability of staff to process permits.
3. PAYMENTUS (ONLINE PAYMENT SYSTEM)
With the upgrade of software to the Community Development Suite, customers will now have the ability to pay for permits they apply for online through the eTRAKiT portal 24/7, without having to make a phone call, send an email, or visit City Hall. This will 200 of 616
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be a shift from the City’s system of collecting payment via the phone or through a credit card authorization form by email.
Staff researched vendors that work with the CentralSquare platform to provide an online and at the front counter secure payment system. Paymentus is a leading provider of cloud-based bill payment technology and solutions and will integrate with the Community Development Suite to allow for seamless permit processing.
Paymentus provides a staff portal, customer portal, and advanced payment offerings including PayPal, Venmo, Apple Pay, and Google Pay payment options. Costs for use of the system are passed on directly to the customer through a convenience fee of
2.95% of the purchase amount. Implementation of this software is expected to take approximately four months.
4. CLIENT FIRST (IT CONSULTANT)
Client First has been working with staff since January 2022 to provide project management and hands-on configuration assistance to migrate to the latest version of TRAKiT in addition to contract negotiation assistance with CentralSquare to ensure a proper scope of work and implementation support services that are appropriate for the City’s needs. In order to provide continued support though implementation, staff requests that the Client First contract be increased by $30,000.
5. 4LEAF INC. (BACKFILL PERMIT TECH ASSISTANCE)
Migrating to the latest Community Development software is a time-intensive process that will require key Building staff to be involved in implementation, testing, and training of the upgraded software. 4Leaf is a firm the City uses regularly for interim Permit Technician services on an as-needed basis. To provide consistent Permit Technician services through go-live of the software, staff requests a budget of $15,000 to use for backfill support services during critical points of product implementation.
6. BUDGET
With the assistance of Client First, the City has negotiated a three-year contract with Central Square, with an option to extend by two years, at a cost of $136,730.50, (after a $3,919.50 discount) for upgrade, migration and implementation of the software, with annual software fees of $42,800 (after $10,000 annual discount) with a 4% escalator over three years. There is also an optional budget item for a business process optimization review to ascertain current system functionality and processes to determine what can be improved to take full advantage of "Out of The Box" functionality of the software of $9,360 which may be used in consultation with Client First if needed.
Due to the passing-through of the fee for online/point of sale credit card use, the cost for Paymentus is nominal and is only for the purchase of point-of-sale devices. The cost for optional Selectron services will be a one-time set up fee of $27,500 (after a $5,000 discount) with annual software fees of $12,000 for three years (after an annual $2,500 discount). Staff is requesting augmented service contracts with Client First ($30,000) and 4Leaf ($15,000) to assist and support staff during implementation of 201 of 616
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the product. The total project costs, as recommended by staff, are summarized in Table 1 below:
Table 1: Summary of Vendors/Costs for Upgrade/Migration Project Vendor Product Total Contract
Cost/Term
Set Up and Cost
to Implement
(One-Time)
Annual
Subscription
Fees
Optional
Fees
Central
Square
Technologies
Comm. Develop.
Permitting
Software
Upgrade/
Migration
$323,428.38
(3 years, through
FY25/26
$185,390 $42,800,
4% annual
escalator
$9,360 for
Business
Practice
Optimization
Paymentus Online and
Counter
Payments
$900 n/a n/a $225/point of
sale device
Client First IT Consulting
Services
$30,000 (through
implementation)
n/a
4Leaf Permit Tech
Support During
Implementation
$15,000 (through
implementation)
n/a
Selectron SelecTXT and
Relay Outbound
$87,500 (3 years,
through FY25/26
$27,500 $12,000
Total Recommended Budget (3 years): $456,828.38
FISCAL IMPACT
The total cost for the upgrade and migration of the Community Development permitting tracking system, including staff support and optional services is $456,828.38 over a threeyear period. The City Council allocated $220,000 for this purpose during the FY 2021/22 mid-year budget review. The total cost for the initial Client First contract was $45,000, leaving a balance of $175,000 for the project.
The City currently collects a fee for permit automation and technology improvements through the building permit process, which has averaged over the last six years to provide approximately $26,000 annually in fees to the City. Since FY 2015/16, the City has collected approximately $181,000 in fees through the automation/technology fee that can be applied to this project. The fee study currently near completion has been calibrated to adjust the automation/technology fee so that the annual subscription fees for these enhanced services is expected to be fully recovered on an annual basis.
Table 2 shows the funding sources for the project. Staff recommends that the additional needed funding ($100,828) be allocated from the Building and Planning fund. 202 of 616
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Table 2: Funding for Upgrade/Migration Project
Item Amount
Remaining Approved Budget for Permitting Upgrade/Migration $175,000 Total Permitting Upgrade/Migration Project Cost with Optional Recommended Services (3 years)
($456,828.38)
Existing Automation/Technology Fee Funds $181,000
Balance Required to Supplement Project from Building and Planning Fund
$100,828
ATTACHMENTS
A. Resolution
B. CentralSquare Proposal
C. Paymentus Proposal
D. Selectron Proposal
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RESOLUTION NO. 2022-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE AUTHORIZING
THE CITY MANAGER TO EXECUTE A CONSULTANT SERVICES AGREEMENTS
FOR LICENSING, ACCESS, MAINTENANCE, SUPPORT, MIGRATION,
IMPLEMENTATION, INSTALLATION AND OTHER PROFESSIONAL SERVICES TO
SUPPORT AN UPGRADE OF THE COMMUNITY DEVELOPMENT PERMIT
TRACKING AND ONLINE APPLICATION SYSTEM WITH (1) CENTRALSQUARE TECHNOLOGIES (2) SELECTRON TECHNOLOGIES INC., (3) PAYMENTUS HOLDINGS, INC FOR, (4) CLIENT FIRST TECHNOLOGY CONSULTING AND (5) 4LEAF, INC AND AMENDS THE FY 21/22 BUDGET TO APPROPRIATE $100,828
FROM THE PLANNING AND BUILDING FUND
WHEREAS, the City of Pinole was an early adopter of an electronic building and planning permit tracking system, acquiring current permitting software TRAKiT in 1999; and
WHEREAS, the current TRAKiT system, which is offered by Central Square Technologies is outdated, unsupported by the vendor and must be updated to retain functionality;
WHEREAS, the City engaged Client First to assist with the City’s Community Development permitting needs, contract negotiations with Central Square, and eventual implementation of an upgraded product to provide planning, permitting, inspections, code enforcement, business licensing, GIS management, and cashiering services with a focus on improving efficiency, project management, and customer service; and WHEREAS, TRAKiT has been a leading permit management software for more than two decades and a significant portion of agencies in California and the Bay Area region continue to utilize the TRAKiT permitting software; and WHEREAS, the current generation of permitting and tracking system offered by Central Square Technologies is “Community Development” software; and WHEREAS, Central Square has proposed a software solution, the current generation of the TRAKiT permitting and tracking system: “Community Development” at a cost of $185,390, with recurring fees starting at $42,800 a year with limited increases for a three-year period; and
WHEREAS, the City identified the additional software partner Paymentus to complement the Community Development software and provide online and at the counter payment integration options; and
WHEREAS, the City identified the additional software partner Selectron to complement the Community Development software and provide inbound and outbound text communication integrations that will proactively engage and communicate with customers at a one-time cost of $27,500 and annual fees of 12,000 for a three-year period; and
ATTACHMENT A
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WHEREAS, to support the work of implementation of the new system, IT consulting services from Client First at a cost of not to exceed $30,000 is desired; and WHEREAS, to support the work of implementation of the new system, staff support from 4Leaf for supplemental Permit Technician services at a cost of $15,000 is desired; and
WHEREAS, $175,000 for the upgrade and migration of the Community Development permitting tracking system are now available in the Community Development FY21/22 professional services budget; and
WHEREAS, $181,000 that has been collected through the automation/technology fee since FY 15/16 is now available for this project; 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 Central Square Technologies in an amount not to exceed $323,428.38 for the upgrade and migration to the Community Development Suite of permitting and tracking software; and
2. Authorizes the City Manager to execute a Consultant Services Agreement with Selectron in an amount not to exceed $87,500 for a three-year term for text inspection scheduling software integration (SelecTXT) and proactive two-way permitting communication (Relay Outbound);
3. Authorizes the City Manager to execute a Consultant Services Agreement with Paymentus for the facilitation of online and counter payments; and
4. Authorizes the City Manager to amend a Consultant Services Agreement with First Client in an amount not to exceed an additional $30,000 for the project management and hands-on configuration assistance to migrate to the latest version of TRAKiT; and
5. Authorizes the City Manager to amend a Consultant Services Agreement with 4Leaf Inc in an amount not to exceed $15,000 for staffing support (Permit Technician) during implementation; and
6. Amends the FY 2021/22 budget to appropriate $100,828 from the General Fund to support the update and migration of Community Development permitting and tracking software.
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PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 7th day of June, 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 7th day of June, 2022
____________________________________
Heather Bell, CMC
City Clerk
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MORE INFORMATION AT CENTRALSQUARE.COM
Quote prepared on:
June 01, 2022
Quote prepared by:
Sherri Melton
[email protected]
Thank you for your interest in CentralSquare. CentralSquare provides software that powers over 8,000 communities. More about our products can be found at www.centralsquare.com.
WHAT SOFTWARE IS INCLUDED?
_____
PRODUCT NAME QUANTITY UNIT PRICE DISCOUNT TOTAL
1. Bluebeam Server API for TRAKiT
Annual Access Fee
1 2,100.00 2,100.00
2. Community Development:
Advanced Annual Subscription Fee
SaaS
20 2,000.00 - 10,000.00 30,000.00
3. eTRAKiT Credit Card API Annual
Access Fee
1 2,500.00 2,500.00
4. TRAKiT CSLB Integration Annual
Access Fee
1 3,500.00 3,500.00
5. TRAKiT Laserfiche API Annual
Access Fee
1 1,200.00 1,200.00
Software Subtotal 49,300.00 USD
Discount - 10,000.00 USD
Software Total 39,300.00 USD
WHAT SERVICES ARE INCLUDED?
_____
DESCRIPTION TOTAL
1. Community Development: Advanced SaaS Subscription Cloud Setup Fee 10,000.00
2. Public Administration Consulting Services - Fixed Fee 16,770.00
3. Public Administration Data Conversion Services - Fixed Fee 24,960.00
4. Public Administration Development Services - Fixed Fee 19,305.00
5. Public Administration GIS Services - Fixed Fee 13,650.00
6. Public Administration Project Management Services - Fixed Fee 25,935.00 Quote #: Q-91190
Primary Quoted Solution: Community Dev
Quote expires on: June 15, 2022
Quote prepared for:
Lilly Whalen
City of Pinole
2131 Pear Street
Pinole, CA 94564
(510) 724-9823
ATTACHMENT B
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MORE INFORMATION AT CENTRALSQUARE.COM
Quote prepared on:
June 01, 2022
Quote prepared by:
Sherri Melton
[email protected]
7. Public Administration Technical Services - Fixed Fee 11,310.00
8. Public Administration Training Services - Fixed Fee 18,720.00 Services Subtotal 140,650.00 USD
Discount - 3,919.50 USD
Services Total 136,730.50 USD
QUOTE SUMMARY
_____
Software Subtotal
49,300.00 USD
Services Subtotal
140,650.00 USD
Quote Subtotal 189,950.00 USD
Discount - 13,919.50 USD
Quote Total 176,030.50 USD
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MORE INFORMATION AT CENTRALSQUARE.COM
Quote prepared on:
June 01, 2022
Quote prepared by:
Sherri Melton
[email protected]
WHAT ARE THE RECURRING FEES?
_____
TYPE AMOUNT
FIRST YEAR MAINTENANCE TOTAL 0.00
FIRST YEAR SUBSCRIPTION TOTAL 39,300.00
The amount totals for Maintenance and/or Subscription on this quote include only the first year of software use and maintenance. Renewal invoices will include this total plus any applicable uplift amount as outlined in the relevant purchase agreement.
This Quote is not intended to constitute a binding agreement. The terms herein shall only be effective once incorporated into a definitive written agreement with CentralSquare Technologies (including its subsidiaries) containing other customary commercial terms and signed by authorized representatives of both parties.
BILLING INFORMATION
_____
Fees will be payable within 30 days of invoicing.
Please note that the Unit Price shown above has been rounded to the nearest two decimal places for display purposes only.
The actual price may include as many as five decimal places. For example, an actual price of $21.37656 will be shown as a Unit Price of $21.38. The Total for this quote has been calculated using the actual prices for the product and/or service, rather than the Unit Price displayed above.
Prices shown do not include any taxes that may apply. Any such taxes are the responsibility of Customer. This is not an invoice.
For customers based in the United States or Canada, any applicable taxes will be determined based on the laws and regulations of the taxing authority(ies) governing the "Ship To" location provided by Customer on the Quote Form. 209 of 616
MORE INFORMATION AT CENTRALSQUARE.COM
Quote prepared on:
June 01, 2022
Quote prepared by:
Sherri Melton
[email protected]
PURCHASE ORDER INFORMATION
_____
Is a Purchase Order (PO) required for the purchase or payment of the products on this Quote Form? (Customer to complete) Yes [ ] No [ ]
Customer’s purchase order terms will be governed by the parties’ existing mutually executed agreement, or in the absence of such, are void and will have no legal effect.
PO Number:
_______________________________________
Initials:
_____________________________________________
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Pricing Proposal Paymentus – Proprietary and Confidential Unpublished Work © Paymentus Corporation
Delivered to Markisha Guillory, City of Pinole, CA
Date 5/1/2022
Like Pinole, Paymentus values and expects transparency and candor with superior service quality at a lower price point. Our goal is to make it easy for you to understand and forecast your total cost outlay for payments in an industry notorious for hidden costs from legacy vendors. We look forward to your feedback and stand ready to provide additional information or answer your questions.
Paymentus Instant Payment Network (IPN™) Solution Components (Checkbox indicates service/feature is included)
Online Quick Pay
Allow customers to view and pay bills
without having to register an account.
Hosted, IFrame and API options.
Agent Dashboard/Staff Portal
Single point of access to view real-time
transactions and analytics, manage
notifications, take payments and more.
Outbound Customer Notifications
Deliver reminders and other critical
notifications by email, text and phone.
Payment Processing Services
Level-1 PCI compliant. Secure real-time
data with streamlined funding, next day
deposits, and simplified reconciliation for
all payment types and channels. Option to
aggregate bank and third party payments.
Payments at Retail Locations
Customers can pay their bill at a growing
list of stores (Walmart, etc.)
Advanced payment offerings
PayPal, PayPal Credit, Venmo, Apple Pay,
Google Pay payment options.
IVR/Automated Phone Payments
Multilingual Interactive Voice Response
allows customers to hear their balance
and make payments quickly and easily
Customer Portal
Full service portal for registered users to
make payments, link account(s) for multipay and manage wallets, preferences and recurring payments.
ATTACHMENT C
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Pricing Proposal Paymentus – Proprietary and Confidential Unpublished Work © Paymentus Corporation
PRICING DESCRIPTION & MODEL*: Non-Utility Payments, Convenience Fee Pricing Model Setup Fees $0.00
Software Costs $0.00
Integration Costs $0.00
Annual Subscription Fees $0.00
Annual Support Fees $0.00
E-Bill Fee $0.00
Biller Portal Access Fee $0.00
Fully Hosted IVR/Secure IVR Fee $0.00
Gateway Fees/NACHA/PCI Compliance Fees $0.00
Transaction Fees for Credit Cards/Debit Cards (Visa, MasterCard, Discover, and AMEX authorization) & Digital Wallets
2.95%
Transaction Fees for eChecks/ACH $1.00
*We are open to a variety of pricing models and can offer additional options for your consideration. Chargebacks and returned checks will be billed at $9.95 each. Outbound notifications include 50 phone, email and text notifications per month; additional usage is invoiced at $0.20 per message. Average Bill Amount: $398.00
Maximum payment amount of $5,000.00 per transaction.
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Pricing Proposal Paymentus – Proprietary and Confidential Unpublished Work © Paymentus Corporation
PRICING DESCRIPTION & MODEL*: Non-Utility Payments, Absorbed Fee Pricing Model Setup Fees $0.00
Software Costs $0.00
Integration Costs $0.00
Annual Subscription Fees $0.00
Annual Support Fees $0.00
E-Bill Fee $0.00
Biller Portal Access Fee $0.00
Fully Hosted IVR/Secure IVR Fee $0.00
Gateway Fees/NACHA/PCI Compliance Fees $0.00
Transaction Fees for Credit Cards/Debit Cards/Digital Wallets 2.95% Transaction Fees for eChecks/ACH (One-time and Recurring) $1.00 *We are open to a variety of pricing models and can offer additional options for your consideration. Chargebacks and returned checks will be billed at $9.95 each. Outbound notifications include 50 phone, email and text notifications per month; additional usage is invoiced at $0.20 per message. Average Bill Amount: $398.00.
Maximum payment amount of $5,000.00 per transaction. Multiple payments may be made.
PRICING DESCRIPTION: POS Devices
SecureMag USB Swipe Reader (per unit) $225.00
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City of Pinole, CA W6360
May 31, 2022
Quote is Valid for 90 Days
SelecTXT
Inspection Scheduling against TRAKiT
SETUP FEES
Quantity Unit Price Extended Price
1 $15,000 $15,000
1 $7,500 $7,500
0 $2,500 $0
0 $5,000 $0
SETUP FEE SUBTOTAL $22,500
ANNUAL FEES
Quantity Unit Price Extended Price
1 $5,000 $5,000
0 $1,000 $0
0 $1,500 $0
1 $3,000.00 $3,000
ANNUAL FEE SUBTOTAL $8,000
TOTAL INVESTMENT $30,500
Includes Setup, Annual Fees, and Message Bundles
* Requires a 3 year Agreement with optional year 4 & 5
Yearly Investment Rollup
Year 1 Year 2 Year 3 Optional - Year 4 Optional - Year 5 System Setup Fee $22,500 - - - -
Annual Platform
Fee
$5,000 $5,000 $5,000 $5,000 $5,000
Annual Message
Bunldle Fee
$3,000 $3,000 $3,000 $3,000 $3,000
YEARLY TOTAL $30,500 $8,000 $8,000 $8,000 $8,000
Total Investment $30,500 $38,500 $8,000 $62,500
Optional Pricing
YEARLY TOTAL $15,500 $15,500 $15,500 $8,000 $8,000
Item
Inspector Posting Setup Fee
Item
Annual Message Bundle - 40,000
SelecTXT Relay Platform Fee
SelecTXT Annual Platform Support Fee
SelecTXT Base Application and Setup Fee
Inspector Posting Annual Support Fee
Contractor PIN Annual Support Fee
Contractor PIN Setup Fee
SelecTXT Proprietary Confidential to Selectron Technologies: Do Not Distribute Page 1 of 2
ATTACHMENT D
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SelecTXT INSPECTION SCHEDULING SCOPE
The SelecTXT Inspection Scheduling offers the following functionality:
• Allows contractors and users to manage their inspection requests and results from a mobile device • Schedule, Reschedule and Cancel inspection dates via an interactive text message conversation • View inspection results
• Provides both simple step-by-step menu-driven and “power user” entries Scheduling, rescheduling and cancelling inspections requires a text message “conversation” back and forth between the application and the mobile user, where the application requests specific permit-related information and the mobile user provides responses. A conversation consists of multiple text messages for each inspection request process.
SelecTXT INSPECTION SCHEDULING
PRICING & PAYMENT INFORMATION
Pricing does not include additional application integration charges that may be required as part of this solution. This includes Application Vendor API, user, or implementation fees, additional licensing fees, or other surcharges directly or indirectly charged by or remitted to the Application Vendor.
SETUP FEE PAYMENT SCHEDULE
45% Invoiced at completion of Kickoff Meeting
55% Invoiced at delivery os solution for UAT
PRE-PAID MESSAGE BUNDLE & ANNUAL FEE SCHEDULE
100% Invoiced 45 days upon anticipated reload of messages Text messages are purchased in annual message bundles. SMS Inspection Scheduling bundles will be priced separately from other types of text messages, including Outbound SMS bundles. Messages, as defined by the agreement, that are not used will rollover to the next qualifying renewal. The rollover messages from one period may only be used to offset overages in the next immediate period. If there are no overages from one period, the rollover messages from the prior period expire.
A qualifying renewal is one that is equal to or greater than the previous period. If customer chooses to reduce their annual plan renewal, rollover messages do not apply.
TAXES
Sales Tax or any other applicable taxes are not included in any of the pricing in this agreement. All applicable taxes will be invoiced, collected and remitted in accordance with state and local tax laws.
PAYMENT TERMS
Terms are net 30 from date of invoice. Past due invoices are subject to a 1.5% per month late fee. All presented pricing is in US Dollars.
VENDOR INFORMATION
Selectron Technologies, Inc.
12323 SW 66th Avenue
Portland, OR 97223
Ph: 503.443.1400 Fax: 503.443.2052
SelecTXT Proprietary Confidential to Selectron Technologies: Do Not Distribute Page 2 of 2 215 of 616
City of Pinole, CA W6360
May 31, 2022
Quote is Valid for 90 Days
RELAY OUTBOUND
SETUP FEES
Quantity Unit Price Setup Fee
1 $10,000 $10,000
0 Application Database Integration $10,000
Setup Fee Subtotal $10,000 $0
Discount ($5,000)
Setup Fee Total $5,000
ANNUAL FEES
Quantity Unit Price Annual Fee
1 $5,000 $5,000
0 Application Database Integration $5,000
Annual Fee Subtotal $5,000 $0
Discount ($2,500)
Annual Fee Total $2,500
MESSAGES
Quantity Effective Rate Annual Message Cost
10,000 $0.15 $1,500.00
PRE-PAID MESSAGE BUNDLE SUBTOTAL $1,500
Pre-Paid Messages Purchased 10,000
FIRST YEAR OUTBOUND TOTAL $9,000
Includes Setup, first year annual, and Messages
Yearly Investment Rollup
Year 1 Year 2 Year 3 Optional - Year 4 Optional - Year 5 Relay Outbound Setup
Fee
$5,000 - - - -
Relay Outbound Annual
Fee $2,500 $2,500 $2,500 $2,500 $2,500
Annual Outbound
Messages - 10K $1,500 $1,500 $1,500 $1,500 $1,500
YEARLY TOTAL $9,000 $4,000 $4,000 $4,000 $4,000
Total Investment $9,000 $13,000 $4,000 $25,000
Optional Pricing
YEARLY TOTAL $5,668 $5,668 $5,668 $4,000 $4,000
Item
Item
Relay Outbound (includes Voice, Email, and SMS
channels, 2 Selectron-Built Templates, Template
Builder, and unlimited customer-built templates)
Delivered Messages (Calls, Emails, and/or SMS Texts)
Relay Outbound (includes support for above
features and 4 hours of template builder training)
Item
Relay Outbound Proprietary Confidential to Selectron Technologies: Do Not Distribute Page 1 of 3 216 of 616
RELAY OUTBOUND SCOPE
The Relay Outbound system offers the following functionality:
• Relay Outbound: supports delivery of phone calls, emails, and/or SMS text messages to recipients.
Messages are split into two components: campaigns designating who and when to contact, with templates determining the specific messaging and data present in a message. • Template Builder: allows users with permission to build their own message templates with dynamic data elements for delivery. Data for Agency-Built Templates will be supplied via flat file (see below) and do not directly integrate with the client's application database. • Template Builder Training: these hours can be used by the Agency to get additional training from Selectron staff on the template builder tool.
• Template Builder Professional Services: these hours can be used by the Agency to get hands-on assistance from Selectron staff on creating Agency-Built Templates using the Template Builder. • Selectron-Built Template: Rich template created by Selectron that utilizes dynamic information that is accessed through a real-time interface with the client's application database. • Automatic Results Notification
• Automatic Expired Permit Notification
• Flat file: a .csv file, consisting of the call list and relevant recipient data, that is used to provide contact information and relevant data points to be relayed to message recipients. Flat files are only necessary for Agency-built templates. Selectron will work with the agency to provide an FTP site where flat files can be uploaded and made available for outbound campaigns. Relay Outbound has a web-based interface to configure and send messages as campaigns, which is accessed via the Relay Portal. • Smart Transfers: Allows a call recipient to request a transfer to the agency's hosted Selectron IVR in order to make a payment. Data is carried over with this transfer, allowing the user to make a payment without having to re-enter their account information.
• A Transfer is treated as an additional message in terms of the total bundle of messages purchased by the Customer, and are charged on a per-call basis. A “call” is defined as any valid telephone connection (does not include telephony errors and no answers). A single call is up to 4 minutes in length; each subsequent period up to 4 minutes is considered an additional call.
Outbound messages are purchased in annual message bundles. Messages, as defined by the agreement, that are not used rollover to the next qualifying renewal. The rollover messages from one period may only be used to offset overages in the next immediate period. If there are no overages from one period, the rollover messages from the prior period expire.
A qualifying renewal is one that is equal to or greater than the previous period. If customer chooses to reduce their annual plan renewal, rollover messages do not apply.
Relay Outbound Proprietary Confidential to Selectron Technologies: Do Not Distribute Page 2 of 3 217 of 616
RELAY OUTBOUND
PRICING & PAYMENT INFORMATION
Pricing does not include additional application integration charges that may be required as part of this solution. This includes Application Vendor API, user, or implementation fees, additional licensing fees, or other surcharges directly or indirectly charged by or remitted to the Application Vendor.
SETUP FEE PAYMENT SCHEDULE
45% Invoiced at completion of Kick Off Meeting
55% Invoiced at delivery of solution for UAT
PRE-PAID MESSAGE BUNDLE FEE SCHEDULE
100% Invoiced 45 days upon anticipated reload of messages *Outbound messages are purchased in annual call bundles. Calls, as defined by the agreement, that are not used rollover to the next qualifying renewal. The rollover calls from one period may only be used to offset overages in the next immediate period. If there are no overages from one period, the rollover calls from the prior period expire.
A qualifying renewal is one that is equal to or greater than the previous period. If customer chooses to reduce their annual plan renewal, rollover calls do not apply.
TAXES
Sales Tax or any other applicable taxes are not included in any of the pricing in this agreement. All applicable taxes will be invoiced, collected and remitted in accordance with state and local tax laws.
PAYMENT TERMS
Terms are net 30 from date of invoice. Past due invoices are subject to a 1.5% per month late fee. All presented pricing is in US Dollars.
VENDOR INFORMATION
Selectron Technologies, Inc.
12323 SW 66th Avenue
Portland, OR 97223
Ph: 503.443.1400 Fax: 503.443.2052
Relay Outbound Proprietary Confidential to Selectron Technologies: Do Not Distribute Page 3 of 3 218 of 616
CITY COUNCIL
REPORT
DATE: JUNE 7, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARKISHA GUILLORY, FINANCE DIRECTOR
SUBJECT: RESOLUTION APPROVING THE FINAL PROPOSED LONG-TERM FINANCIAL PLAN FOR FISCAL YEAR (FY) 2022/23 - FY 2026/27
RECOMMENDATION
Adopt a resolution approving the Final Proposed Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27 (attached).
BACKGROUND
In February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025. The Strategic Plan identified four goals for the City (safe and resilient, financially stable, vibrant and beautiful, and high performance), and 22 individual strategies (special projects) to complete over a five-year timeframe.
One of the strategies under the goal of a financially stable Pinole is to “develop a longterm financial plan (LTFP) and use it to guide budget and financial decisions (including policies regarding reserves and management of liabilities).” The City developed its first Long-Term Financial Plan, for Fiscal Year (FY) 2021/22 - FY 2025/26, in spring 2021 to address this Strategic Plan strategy. As an ongoing practice, staff will update the LTFP periodically.
Staff has created the attached Final Proposed Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27. One important element of a LTFP is a long-term financial forecast. City staff presented the Status Quo Financial Forecast for FY 2022/23 - FY 2026/27 to the Finance Subcommittee on April 14, 2022. The Finance Subcommittee discussed the forecast and asked questions of staff. Staff has incorporated the Status Quo Financial Forecast into the Preliminary Proposed LongTerm Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27, which was presented to the City Council on April 26, 2022. Input from the City Council was incorporated into the Revised Proposed Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27, which was presented to the City Council on May 17, 2022. The City Council did not direct staff to incorporate any further changes. 9L
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City Council Report
June 7, 2022 2
REVIEW AND ANALYSIS
The LTFP identifies any major economic or demographic trends that might impact future requests for City services or City revenues. As noted above, it includes a fiveyear forecast of all City funds, including the General Fund and Non-General Funds, based on the City’s current services and revenue sources and assumptions about the future. The forecast anticipates that the General Fund will be essentially balanced throughout the five-year timeframe. The Final Proposed Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27 recommends that the City maintain current service and staffing levels, and look for new funding sources to address deferred capital needs and unfunded liabilities.
FISCAL IMPACT
The Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27 adopted by the City Council will be a valuable resource for City leaders when they make future financial and operational decisions. The LTFP does not itself require or authorize any expenditure of City funds, and therefore does not itself have any fiscal impact to the City.
ATTACHMENTS
A - Final Proposed Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27
B- Resolution
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City of Pinole
Long-Term Financial Plan for Fiscal
Year (FY) 2022/23 - FY 2026/27
Final Proposed Version
ATTACHMENT A
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Table of Contents i
TABLE OF CONTENTS
Table of Contents……………………………………………………………………………………………………………………… i Elected Officials and Department Heads………………………………………………………………………………….iv Strategic Plan 2020 – 2025 Vision, Mission, and Goals……………………………………………………………..v Executive Summary……………………………………...…………………………………………………………………………..1 Introduction……………………………………………………………………………………………………………………………...2 Background ................................................................................................................................. 2 Purpose ....................................................................................................................................... 2 Scope........................................................................................................................................... 2 Development Process................................................................................................................. 2 Long-Term Financial Forecast 4
Introduction ................................................................................................................................ 4 Forecast Methodology................................................................................................................ 4 Major Economic and Demographic Trends ................................................................................ 4 Demographic and Cultural Changes ....................................................................................... 4 Economic Changes.................................................................................................................. 5 Status Quo Forecast.................................................................................................................... 6 Revenues................................................................................................................................. 8 Expenditures......................................................................................................................... 10 Fund Balance......................................................................................................................... 11 Non-General Funds................................................................................................................... 12 Gas Tax Fund......................................................................................................................... 12 Restricted Real Estate Maintenance Fund............................................................................ 13 Public Safety Augmentation Fund ........................................................................................ 13 Traffic Safety Fund ................................................................................................................ 14 Supplemental Law Enforcement Services Fund.................................................................... 14 Storm Water Fund ................................................................................................................ 14 Recreation Fund.................................................................................................................... 15 Building and Planning Fund .................................................................................................. 15 223 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Table of Contents ii
Refuse Management Fund.................................................................................................... 16 Solid Waste Fund .................................................................................................................. 16 Measure C/J Fund ................................................................................................................. 17 Rate Stabilization Fund ......................................................................................................... 17 American Rescue Plan Act (ARPA) Fund ............................................................................... 18 Parkland Dedication Fund..................................................................................................... 18 Growth Impact Fund............................................................................................................. 19 Housing Assets Fund ............................................................................................................. 19 Landscape & Lighting District Fund....................................................................................... 19 City Street Improvements Fund............................................................................................ 20 Arterial Streets Rehabilitation Fund ..................................................................................... 20 Sewer Enterprise Fund.......................................................................................................... 20 Pinole Community Television Fund ...................................................................................... 21 Information Systems Fund.................................................................................................... 22 Major Challenges and Opportunities Over the Next Five Years………………………………………………23 Major Challenges ...................................................................................................................... 23 Major Opportunities................................................................................................................. 24 Policy Alternatives - Additional Discretionary Expenditures…………………………………………………..26 Unfunded/Deferred Liabilities.................................................................................................. 26 Unfunded Liabilities.............................................................................................................. 27 Deferred Maintenance and Renewal.................................................................................... 28 Service and Program Expansion................................................................................................ 29 Expansion of Existing Services .............................................................................................. 29 New Services......................................................................................................................... 31 Capital Expansion.................................................................................................................. 31 Additional Reserves .............................................................................................................. 32 Policy Alternatives – Additional Revenue and Expenditure Reduction Options……………………..33 Additional Revenue................................................................................................................... 33 New Local Revenue............................................................................................................... 33 New Federal Funding ............................................................................................................ 37 224 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Table of Contents iii
Grants.................................................................................................................................... 38 Additional Cash from Debt.................................................................................................... 38 Expenditure Reductions............................................................................................................ 39 Optimal Service Levels and Revenues……………………………………………………………………………………..40 Recommendations…………………………………………………………………………………………………………………..41 Summary and Next Steps………………………………………………………………………………………………………..42 225 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Elected Officials and Department Heads iv
ELECTED OFFICIALS AND DEPARTMENT HEADS
ELECTED OFFICIALS
Mayor Vincent Salimi
Mayor Pro Tem Devin Murphy
Council Member Norma Martinez-Rubin
Council Member Anthony Tave
Council Member Maureen Toms
Treasurer Roy Swearingen
DEPARTMENT HEADS
City Manager Andrew Murray
City Attorney (Contract) Eric Casher
City Clerk Heather Bell
Community Development Director Lilly Whalen
Community Services Director Vacant
Finance Director Markisha Guillory
Fire Chief Chris Wynkoop
Human Resources Director Stacy Shell
Police Chief Neil Gang
Public Works Director Sanjay Mishra
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Strategic Plan 2020 – 2025 Vision, Mission, and Goals v STRATEGIC PLAN 2020 – 2025 VISION, MISSION, AND GOALS
In February 2020, the City of Pinole adopted a Strategic Plan 2020 – 2025. The Strategic Plan established the following vision, mission, and goals for the City, as well as 22 specific “strategies” (special projects), to be completed over a five-year timeframe, that would help the City achieve the goals.
VISION
Pinole is a safe, vibrant, and innovative community with small town charm and a high quality of life.
MISSION
Pinole will be efficient, ethical, and effective in delivering quality services with community involvement and fiscal stewardship.
GOALS
1. Safe and Resilient Pinole: Develop and communicate resilience through quality public safety service delivery, property maintenance policies and practices, and disciplined investment in community assets.
2. Financially Stable Pinole: Ensure the financial health and long-term sustainability of the City.
3. Vibrant and Beautiful Pinole: Facilitate a thriving community through development policies and proactive relationship building.
4. High Performance Pinole: Build an organization culture that is efficient, ethical, and effective in delivering quality services with community involvement and fiscal stewardship.
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EXECUTIVE SUMMARY
The City of Pinole’s Long-Term Financial Plan (LTFP) for Fiscal Year (FY) 2022/23 - FY 2026/27 has been created to help implement the City’s Strategic Plan 2020 – 2025. It has been developed in conformance with public finance best practices.
The LTFP identifies the major economic and demographic trends that might impact future demands for City services and future City revenues. It includes a five-year forecast of all City funds, including the General Fund and Non-General Funds, based on the City’s current services and revenue sources and assumptions about the future. The forecast anticipates that the General Fund will be essentially balanced throughout the five-year timeframe.
The LTFP identifies the major challenges and opportunities that the City will likely face over the planning horizon, as well as the main discretionary service level/expenditure options and new revenue options that the City can consider and should bear in mind as it makes future financial and operational decisions.
The LTFP for FY 2022/23 - FY 2026/27 recommends that the City generally maintain its current service and staffing levels and begin to explore new revenue generation options to fund its unfunded liabilities, primarily capital asset renewal and replacement and Other PostEmployment Benefits (OPEB). 228 of 616
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INTRODUCTION
BACKGROUND
In February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025. The Strategic Plan identified four goals for the City (safe and resilient, financially stable, vibrant and beautiful, and high performance), and 22 individual strategies (special projects) to complete over a five-year timeframe.
One of the strategies under the goal of a financially stable Pinole is to “develop a long-term financial plan (LTFP) and use it to guide budget and financial decisions (including policies regarding reserves and management of liabilities).” The City of Pinole’s inaugural Long-Term Financial Plan (LTFP) for Fiscal Year (FY) 2021/22 - FY 2025/26 was adopted in June 2021 to address this Strategic Plan strategy.
PURPOSE
The purpose of the LTFP is to inform the City’s financial and operational decision making. The LTFP can be used as a guide to many planning and decision-making processes, such as the development of future budgets and Capital Improvement Plans (CIP). The LTFP also marks the beginning of the FY 2022/23 annual budget development process.
SCOPE
The LTFP for FY 2022/23 - FY 2026/27 covers the revenues and expenditures of the City’s General Fund and Non-General Funds over a five-year period.
DEVELOPMENT PROCESS
City staff (the City Manager, Finance Director, Finance Department staff, and other department heads and staff) began developing the LTFP in winter 2021/2022. The LTFP was created using public finance best practices, which are well summarized in the key publication on municipal long-term financial planning, the Government Finance Officers Association’s (GFOA) Financing the Future: Long-Term Financial Planning for Local Government. GFOA, one of the leading professional associations in the public finance field, defines financial forecasting and long-term financial planning as follows:
● Financial forecasting is the process of projecting revenues and expenditures over a longterm period, using assumptions about economic conditions, future spending scenarios, and other salient variables.
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● Long-term financial planning is the process of aligning financial capacity with long-term service objectives. Financial planning uses forecasts to provide insight into future financial capacity so that strategies can be developed to achieve long-term sustainability in light of the government’s service objectives and financial challenges.
The main tasks required to create the LTFP were the following:
● Forecast revenues and expenditures using key assumptions about the City’s operating environment;
● Identify the major challenges and opportunities that the City will face over the next five years;
● Identify policy alternatives, including changes to revenue sources and expenditures, that will result in a sustainable, long-term balance between desired service levels and City financial resources; and
● Gather feedback on a draft LTFP and gain Council approval of the final LTFP.
City staff has completed the necessary tasks using best practices. This has resulted in a LTFP that is consistent with GFOA’s Long-Term Financial Planning best practice, which requires that a longterm financial plan:
● Use a planning horizon of at least five years;
● Include an analysis of the financial environment, revenue and expenditure forecasts, debt position and affordability analysis, strategies for achieving and maintaining financial balance, and plan monitoring mechanisms; and
● Be visible.
The process of developing the inaugural Long-Term Financial Plan (LTFP) for Fiscal Year (FY) 2021/22 - FY 2025/26 was structured to support participation from a variety of stakeholders.
Staff shared information and received input from Council Members and the public at multiple Finance Subcommittee and City Council meetings in spring 2021. Staff also gathered input from interested stakeholders through an online survey that specifically focused on identifying the most important challenges and opportunities that the City will face over the five-year planning period.
The participatory development process resulted in a LTFP that reflected the interests and priorities of the City Council and community. City staff used similar mechanisms to create the LTFP for FY 2022/23 - FY 2026/27.
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LONG-TERM FINANCIAL FORECAST
INTRODUCTION
One of the key steps in creating a LTFP is to create a long-term financial forecast. A long-term financial forecast estimates future revenues and expenditures based on assumptions about the City’s future operating environment. Over the past few years, the City has included a long-term financial forecast covering the General Fund, including the Measure S funds, in the annual budget.
FORECAST METHODOLOGY
As noted above, City staff followed public finance best practices when creating the LTFP, including when designing the forecast methodology. Staff reviewed the City’s past forecasting work, the work of peer jurisdictions and other leading municipalities, and academic and professional materials on the topic. Staff used the FY 2021/22 revised mid-year budget as the base year of the five-year forecast and applied quantitative and qualitative methods. Quantitative methods involve using historic numerical data to forecast future numeric values. As an example, staff looked at average annual historic growth rates for various revenues and expenditures, then used those average growth rates to forecast future values for those revenues and expenditures.
Qualitative forecasting methods involve using information other than historic numerical data to conduct forecasting. This might involve factoring into a forecast the opinions of experts regarding issues such as future economic conditions and changes in the regulatory environment. Staff incorporated some qualitative forecasting into the LTFP.
MAJOR ECONOMIC AND DEMOGRAPHIC TRENDS
Forecasting future conditions requires identifying the major current trends that will shape the future. The primary determinants of a city’s financial sustainability are the demands for city services, the city’s revenues, and service delivery methods. These are primarily driven by demographic and cultural changes as well as economic changes.
Demographic and Cultural Changes
City staff is not anticipating any significant changes to the demographics or cultural characteristics of Pinole’s population over the five-year period covered by the LTFP. The City’s total population has remained very stable over the past decade, growing less than 1% annually on average. The Association of Bay Area Governments (ABAG) projects that Pinole’s population will increase by 1,775 residents between 2020 and 2040, to a total of 21,280, which represents an annual growth rate of 0.44%. According to the 2020 American Community Survey (latest 231 of 616
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available), the City’s median age is 42.8 years. According to the 2020 Decennial Census, its race and ethnic composition are as follows: White alone (33%), Asian alone (26%), Black or African American alone (11%), American Indian and Alaska Native alone (1%), Native Hawaiian and Other Pacific Islander alone (0.4%), Some Other Race alone (15%), and two or more races (14%).
According to the 2020 American Community Survey, the share of Pinole’s population that is Hispanic or Latino (may be of any race, so also included in applicable race categories) (24%). The percentage of the population that is female is 53%. There are approximately 6,792 households with an average of 2.83 persons per household. Pinole’s median household income is $104,904.
The City has received applications for some new housing projects at infill sites, but it is not possible at this point to forecast how many new housing units will be created as a result, nor to forecast how such projects, if constructed, might impact the City’s population and service demands.
The City’s demographics have also remained fairly stable, and staff is not anticipating any significant changes to demographics over the five-year planning horizon that would impact longterm financial planning.
Economic Changes
Prior to the onset of COVID-19 in early 2020, the City was experiencing a steady, modest economic expansion, similar to that experienced by many other cities in the aftermath of the Great Recession. COVID-19 created an unanticipated shock to the national economy. Many of Pinole’s businesses were significantly impacted by the shelter-in-place health orders, which disrupted many retail, restaurant, entertainment, and personal service activities. Due to public health interventions and the availability of vaccines, the local and national economies have largely recovered and are expected to resume the steady, modest growth of the pre-COVID period. Therefore, City staff is not anticipating any economic changes during the five-year planning horizon that would significantly influence the City’s finances.
City staff expects that City operations will generally experience modest productivity gains consistent with those realized in the economy generally over the next five years. The federal government has made a significant new investment in infrastructure. City staff does not have a precise sense of how that might impact the cost of City capital projects, and therefore has not included any related increased cost in the LTFP. Forthcoming CIPs will incorporate the City’s estimate of any increase in the cost of capital projects due to additional federal investment.
Inflation has significantly increased over the course of the last year. Since spring 2021, inflation has steadily grown from around 3% annually to around 8% annually. It is unclear how inflation will change over the five-year planning horizon of the LTFP. Staff has assumed a 3% rate of inflation in the LTFP.
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STATUS QUO FORECAST
The following five-year forecast is a “status quo” forecast. A “status quo” forecast assumes that the City continues current (status quo) staffing levels, service levels, and programs in the future and that the City does not establish any new revenue-generating mechanisms.
City staff has created an updated status quo five-year forecast for the General Fund, including Measure S funds, for FY 2022/23 through FY 2026/27. This forecast will be used as the basis of the development of the FY 2022/23 budget. For the status quo forecast, staff assumed that future City service levels would remain at the levels of FY 2021/22. Staff then forecasted revenues and expenditures for the five succeeding years by applying assumptions about future changes in economic conditions that impact revenues and expenditures.
Based on specific assumptions, detailed below, the City forecasts that the General Fund and the Measure S funds will be essentially structurally balanced over the five-year planning horizon, with small surpluses or deficits. Although the City’s revenues are sufficient to cover normal operating costs, the revenues and reserves are not sufficient to cover the City’s two large unfunded liabilities, deferred maintenance of capital assets (streets, sidewalks, parks, City buildings, etc.) and other postemployment benefits (OPEB), primarily retired City employee medical insurance coverage.
It is important to note that the status quo forecast for FY 2022/23 through FY 2026/27 includes the organizational changes that were made in FY 2021/22 and the associated additional positions that were included in the FY 2021/22 budget. The new positions included a dedicated Human Resources Director, Community Services Director, Community Development Director, and Public Works Director as well as an Administrative Fire Captain, Fire Prevention Captain, Deputy City Clerk, Management Analyst in Public Works and other new maintenance positions in Public Works.
Below find a table illustrating the five-year forecast for the City’s General Fund (including Measure S 2006 and 2014).
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Table 1 – General Fund Status Quo Financial Forecast
GENERAL FUND SUMMARY
INCLUDES MEASURE S 2006 & 2014
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Revised Budget
2022-23
Forecast
2023-24
Forecast
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
REVENUE
PROPERTY TAX 3,837,167 4,514,755 4,091,345 4,230,122 4,776,626 5,649,469 5,801,568 5,959,970 6,138,769 SALES TAX 3,994,720 3,788,080 4,303,800 4,483,848 4,582,095 4,695,271 4,803,262 4,913,737 5,026,753 MEAS S 2006 & 2014 LOCAL SALES TAX 4,286,328 3,901,837 4,623,561 4,840,000 4,902,000 5,022,000 5,122,440 5,224,889 5,329,387 UTILITY USERS TAX 1,812,844 1,809,832 1,939,726 1,915,000 1,934,150 1,953,492 1,973,026 1,992,757 2,012,684 FRANCHISE TAX 735,311 750,001 751,598 779,000 786,790 794,658 802,604 810,631 818,737 INTERGOVERNMENTAL TAX 1,836,501 1,952,717 2,034,203 2,082,883 2,215,948 2,317,376 2,421,681 2,531,220 2,645,775 TRANSIENT OCCUPANCY TAX 485,499 444,453 446,105 418,000 440,000 453,200 466,796 480,800 495,224 BUSINESS LICENSE TAX 399,258 382,051 349,733 382,000 400,000 412,000 424,360 437,091 450,204 CHARGES FOR SERVICES 967,318 1,260,013 1,345,588 1,339,796 1,405,108 1,498,155 1,571,813 1,649,154 1,731,612 OTHER REVENUE 2,367,313 1,116,846 833,313 518,140 549,640 555,136 560,688 566,295 571,958
ONE-TIME REVENUE -
Total Revenue 20,722,259 19,920,585 20,718,971 20,988,789 21,992,357 23,350,757 23,948,239 24,566,543 25,221,102 TRANSFERS IN 6,290,688
PENSION TRANSFER IN (FY 19/20 alloc) 667,859
PENSION TRANSFER IN 476,366 853,686 2,250,824 2,479,356 2,721,600 2,978,379 3,250,565 Total Sources 27,012,947 19,920,585 21,863,196 21,842,475 24,243,181 25,830,113 26,669,840 27,544,922 28,471,667
EXPENDITURES
SALARIES 8,593,887 9,184,283 9,683,813 10,553,426 11,492,312 11,837,081 12,192,194 12,557,960 12,934,698 BENEFITS - PERS RETIRE 1,792,051 2,451,619 2,771,676 3,447,080 3,808,871 4,037,403 4,279,647 4,536,426 4,808,612 BENEFITS - OTHER 3,079,527 2,864,038 2,720,468 3,374,993 3,687,664 3,872,047 4,065,650 4,268,932 4,439,689 OPERATIONS AND MAINTENANCE 2,056,418 3,460,467 2,685,146 3,082,147 3,387,962 3,455,721 3,524,836 3,630,581 3,739,498 DEBT SERVICE 590,433 606,553 558,607 576,107 596,107 611,150 677,150 677,150 677,150 CAPITAL OUTLAY 211,292 429,470 1,397,824 157,186 253,622 261,231 269,068 277,140 285,454 TRANSFERS OUT 21,732,833 1,255,058 1,588,652 1,418,455 1,418,455 1,461,009 1,504,839 1,549,984 1,596,484 Total Expenditures 38,056,441 20,251,487 21,406,186 22,609,394 24,644,993 25,535,642 26,513,383 27,498,172 28,481,585 Surplus/Deficit (11,043,494) (330,902) 457,010 (766,919) (401,812) 294,471 156,457 46,750 (9,918) Fund Balance, July 1 23,478,448 12,434,954 12,104,052 12,726,083 11,009,449 9,956,712 10,137,701 10,193,042 10,135,138 Preliminary Fund Balance, June 30 12,434,954 12,104,052 12,561,062 11,959,164 10,607,637 10,251,183 10,294,158 10,239,792 10,125,219 General Reserves Adjustment - (949,715) (650,925) (113,481) (101,116) (104,654) (108,825) Fund Balance, June 30 12,434,954 12,104,052 12,726,083 11,009,449 9,956,712 10,137,701 10,193,042 10,135,138 10,016,395 Pension Fund Balance, July 1 16,287,510 17,159,258 18,088,812 19,432,089 19,655,464 18,504,657 17,058,571 15,296,367 13,175,177 Revenues - Interest 924,669 1,010,988 2,566,660 1,127,061 1,140,017 1,073,270 989,397 887,189 764,160 Expenditure - Transfers Out 1,144,225 853,686 2,250,824 2,479,356 2,721,600 2,978,379 3,250,565 Expenditures 52,921 81,434 79,159 50,000 40,000 40,000 30,000 30,000 30,000 Pension Fund Balance, June 30 17,159,258 18,088,812 19,432,089 19,655,464 18,504,657 17,058,571 15,296,367 13,175,177 10,658,773 Fund Balance, July 1 7,457,116 7,492,770 8,517,413 9,395,369 9,771,183 10,162,031 10,568,512 Revenues - Interest 35,654 74,928 227,031 262,333 289,731 301,827 313,916 Revenues - Transfer In 949,715 650,925 113,481 101,116 104,654 108,825 General Reserve Balance, June 30 7,137,963 7,457,116 7,492,770 8,517,413 9,395,369 9,771,183 10,162,031 10,568,512 10,991,252 234 of 616
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Revenues
As shown in Table 1 above, the status quo forecast anticipates that General Fund revenue, including the Measure S funds, will grow by 22% from $23.3 million in FY 2022/23 to $27.1 million in FY 2026/27, approximately 5% annually, primarily due to increases in the property tax and sales tax categories.
Property Tax
Property tax is an ad valorem tax levied on real property. The fixed statutory rate, set by Proposition 13, is 1% of assessed valuation. The City receives approximately 19% of the total property tax levied on property located within its boundaries.
Property tax is made up of four components—secured (basic and Redevelopment Property Tax Trust Fund (RPTTF)); unsecured; supplemental; and property transfer tax. The 22% growth in property tax forecasted for FY 2023/24 is primarily due to an increase in the residual property tax revenue resulting after outstanding Redevelopment bonds are retired in the prior year.
Sales Tax
The overall sales tax rate on purchases made in Pinole is 9.75%. Of that amount, the City receives the statewide standard 1% (referred to as the Bradley Burns sales tax) plus 0.5% due to Measure S 2006 and 0.5% due to Measure S 2014. The forecast assumes an average 2% growth rate in the City’s sales tax revenue, consistent with projections provided by HdL, the City’s sales tax consultant.
Utility Users Tax (UUT)
The City levies an 8% utility users’ tax (UUT) on the value of public utilities services consumed within the City limits for electricity, gas, and telecommunications. The UUT was originally established in 1998 and extended in 2004 and 2018. The forecasted growth rate averages 1% per year, which aligns with the City’s recent experience of very low to flat growth in UUT, notably in the telecommunications subcategory.
Franchise Fees
The City levies a franchise fee on organizations that use the public right of way to furnish gas (PG&E) (1%) and electricity (PG&E) (2%), refuse (Republic Services) (10%), and cable television (Comcast and AT&T) (5%) services to citizens living within the City’s boundaries. The fees are defined in the franchise agreements between the City and the organizations and are paid directly to the City by these franchisees. The forecasted growth rate averages 1% per year. While franchise fee revenue has grown collectively, one of the major services, cable, has had flat to low growth. One factor is the change in consumer preference from traditional cable to streaming services.
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Intergovernmental Tax
The main General Fund revenue categorized as Intergovernmental Tax is the motor vehicle license fee (VLF), also known as the automobile in-lieu tax, which is imposed on the ownership of a motor vehicle in-lieu of taxing it as personal property. The VLF is paid annually to the State at the time vehicle registrations are renewed based on a vehicle’s current value. The forecast assumes an average 6% growth rate, consistent with projections provided by HdL, the City’s property tax consultant. The other General Fund revenue categorized as Intergovernmental Tax is the Homeowners Property Tax Relief.
Transient Occupancy Tax
The City’s transient occupancy tax (TOT) was established in 1986 and amended in 1991 to impose a 10% tax for the privilege of occupying quarters on a transient basis in accordance with Chapter
3.24 of Municipal Code. This tax is imposed upon persons staying 30 days or less in a motel or lodging facility. The forecast assumes a 5% growth rate based on industry trends.
Business License Tax
The City’s business license tax was established in 1975 and is assessed on all businesses operating within City limits in accordance with Municipal Code Title 5. The City charges business license tax in accordance with the provisions of Government Code 37101. Pinole’s tax is computed based on a flat tax (currently $152) per year combined with a variable tax component based on the number of employees engaged in each business. The forecast assumes a 5% growth rate based on trends.
Public Safety Charges
Public safety charges are the revenues received from the cities of Hercules and San Pablo for police dispatch services that Pinole provides to those jurisdictions under an Intergovernmental Service Sharing agreement. Under the current agreement, the City recovers approximately 67% of the total cost of performing dispatch services for the three jurisdictions. The forecast assumes a 7% increase based on the established formula.
Other Revenue
Other revenues is made up of all other revenue sources, such as fees, permits, interest income, grants, reimbursements, and other miscellaneous revenue. These revenues are projected primarily using historical trend analysis.
The City is currently conducting a comprehensive fee study to determine the City’s total cost of providing certain services. The study will likely recommend changes to the City’s fees, which could potentially increase revenue generated from fees in the future. The LTFP five-year forecast does not assume any increased revenues related to potential changes in City fees resulting from the comprehensive fee study.
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Transfers In
The transfer in shown in the five-year forecast comes from the Pension Section 115 Trust to offset the increase in pension costs in the General Fund and Measure S Funds. The amount transferred is based on the difference between the City’s base year (FY 2018/19) contribution toward employee pensions and the forecasted required City contribution in future years.
Expenditures
As shown Table 1 above, the status quo forecast anticipates that General Fund expenditures, including the Measure S funds, will grow by 13%, approximately 3% annually, from $23.4 million in FY 2022/23 to $27.6 million in FY 2026/27, primarily due to increases in the salaries and benefits categories.
Salaries
The forecast for salaries and wages is based on the City’s current staffing level (123 FTEs), future salary increases for different classifications already agreed upon in the City’s current labor memorandums of understanding (MOUs), and an assumption about salary increases for classifications after current labor MOUs expire (3% annually). Starting in FY 2022/23, the forecast includes a savings factor equal to 5% of total annual salary expenditures to account for savings resulting from position vacancies.
Benefits - Retirement
The cost of benefits -retirement is the City’s annual required contribution for employees’ pension to the California Public Employees’ Retirement System (CalPERS). The City’s annual required contribution is determined by an annual actuarial valuation report, the most recent of which is from July 2020. The forecast reflects the net cost to the City (the required total contribution minus the employee contributions). As a result of recent negotiations between the City and most of the unions representing City employees, City employees’ contribution toward their pension benefit was reduced in FY 2021/22. This has increased the City’s pension cost, and is included in the forecast.
Benefits - Other
Benefits - other includes employee medical/dental/vision care, workers’ compensation, general liability, and others. The benefits cost in the forecast is based primarily on rate schedules provided by outside agencies, such as CalPERS. The forecast assumes an average 5% annual growth rate.
Operations and Maintenance
Operations and maintenance is primarily discretionary and non-personnel related expenditures, such as professional services, utilities, and materials and supplies. The forecast assumes an average 3% increase to account for anticipated inflation. 237 of 616
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Capital Outlay
Capital outlay in the status quo forecast includes non-major asset acquisition and improvements, such as computer equipment and furniture. The forecast assumes an average 3% growth rate to account for anticipated increases in the price of products.
Major one-time capital improvements that were included in the FY 2021/22 budget and funded by the General Fund and Measure S are not reflected in the status quo forecast. Though they may span multiple fiscal years, capital projects are non-recurring in nature and are not accounted for in the forecast.
The City develops a separate Five-Year Capital Improvement Plan (CIP) to plan for and appropriate funds to capital improvement projects. Each year, capital needs are assessed and prioritized through the capital improvement planning process.
Debt Service
Debt service is solely composed of the payment of principal and interest on the 2006 pension obligation bonds (POBs) that were issued to pay down the City’s unfunded accrued actuarial liability with CalPERS. The future years are forecasted based on the long-term debt obligation schedule. This debt will be fully paid and retired in FY 2035/36.
Transfers Out
Transfers out includes the transfer of funds from the General Fund and Measure S to other funds to support Recreation and Pinole Community Television (PCTV) operations. The transfer helps to stabilize the budgets in those areas as the operating costs are not fully recoverable. The forecast assumes a flat dollar amount consistent with past practice.
Fund Balance
Fund balance is basically an accumulation of funds as a result of revenues minus expenditures.
When total revenue exceeds total expenditures at the end of a fiscal year, a surplus of funds results and increases fund balance (reserves). On the opposite end, when total expenditures exceed total revenue, a deficit results and reduces fund balance (reserves).
General Fund Balance and General Reserves
The Preliminary Fund Balance, June 30 shown in the table above and other City financial schedules is the estimated General Fund fund balance before any transfers are made out of the General Fund to the General Reserve per the Reserve Policy. The Reserve Policy requires that an amount equal to 50% of total General Fund ongoing expenditures be set aside in a separate fund, the General Reserve, to maintain adequate financial resources in the event of financial distress.
If the General Reserve balance falls short of the policy requirement, funds are transferred from the General Fund unassigned fund balance in an amount equal to the difference between the 238 of 616
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General Reserve fund balance and the amount required as per the policy. As such, the Fund Balance, June 30 is the Preliminary Fund Balance, June 30 less the General Reserve Adjustment, if any.
The General Reserve fund balance is forecasted to increase from $8.5 million in FY 2021/22 to $11.0 million in FY 2026/27.
Pension Trust Fund Balance
In June 2018, the City established a Section 115 Trust to set aside resources to offset the City’s significant unfunded pension liability and anticipated significant increases in the City’s future annual required contributions to CalPERS. The City intended to withdraw resources from the trust to remit to CalPERS such that the General Fund’s contribution to CalPERS for any year would be held level at the City’s contribution in FY 2018/19, the baseline year.
The pension fund balance for each fiscal year is calculated by starting with the fund balance at July 1, adding estimated interest earnings, subtracting transfers out to offset increases in pension costs, and subtracting administrative costs. The pension fund balance will continue to decrease as funds are withdrawn each year because the trust was funded with one-time proceeds as its only source of funding.
NON-GENERAL FUNDS
City staff has also created status quo five-year forecasts for the City’s Non-General Funds. These forecasts will also be used as the basis of the development of the FY 2022/23 budget. Similar to the General Fund status quo forecast, staff assumed that future City service levels would remain at the levels of FY 2020/21. Staff then forecasted revenues and expenditures for the five succeeding years by applying assumptions about future changes in economic conditions that impact revenues and expenditures. The forecasts include projects programmed in the draft FY 2022/23 Five-Year Capital Improvement Plan.
Gas Tax Fund
The Gas Tax Fund accounts for the Highway Users Tax Account (HUTA) State imposed excise taxes on gasoline and diesel fuel sales within the City Limits. These taxes are distributed primarily on the basis of population pursuant to formulas specified in Streets and Highways Code Sections 2105, 2106, 2107, 2107.5, and Section 2103. As a result of the Road Repair and Accountability Act of 2017 (SB1 Beall), funds received as part of the Road Maintenance and Rehabilitation Account (RMRA) Section 2106 are also accounted for in this fund. Gas Tax funds are restricted for use in the construction, improvement, and maintenance of public streets. These funds support both annual operating and capital projects related to streets. It is common for funds that support capital projects to accrue significant fund balances over multiple years while cities save resources over time to invest in large projects, which have greater economies of scale. 239 of 616
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Restricted Real Estate Maintenance Fund
The Restricted Real Estate Maintenance Fund accounts for revenues resulting from the sale or rental of property owned by the former Redevelopment Agency. These resources are used to maintain properties owned by the Successor Agency within the boundaries of the former Redevelopment Agency project areas.
Public Safety Augmentation Fund
The Public Safety Augmentation Fund (PSAF) accounts for monies allocated by the County Auditor-Controller to the City under Prop 172 from the statewide one-half cent sales tax based.
These funds are used exclusively for public safety. The receipt of these funds is conditioned on maintenance of effort using base year 1992/93.
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Traffic Safety Fund
The Traffic Safety Fund accounts for fines and forfeitures received by the City under Section 1463 of the Penal Code. These funds are used exclusively for official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, and for the maintenance, improvement, or construction of public streets, bridges, and culverts within the City. The fund may be used to pay the compensation of school crossing guards who are not regular full-time members of the Police Department of the City.
Supplemental Law Enforcement Services Fund
The Supplemental Law Enforcement Services Fund (SLESF) accounts for funds received from the State via the County under AB 3229, which enacted the Citizens Option for Public Safety (COPS) Program for local law enforcement activities. The minimum allocation for public agencies is $100,000, which is the amount Pinole has historically received.
Storm Water Fund
The Storm Water Fund accounts for assessments collected by the County via property tax bills and remitted to the City pursuant to the National Pollution Discharge Elimination System (NPDES) regulations, a federally mandated program. Assessments are levied at $35 per Equivalent Runoff Unit (ERU). Revenue estimates are based on the number of ERU's multiplied by the adopted rate. 241 of 616
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Recreation Fund
The Recreation Fund accounts for program fees, fundraising proceeds, and donations for Recreation programs. Resources are used towards staffing and maintenance costs to operate the programs. The fund receives a transfer in from the General Fund to offset a recurring operating loss.
Building and Planning Fund
The Building and Planning Fund accounts for fees collected for building permits and plan check fees. Fees collected are used to cover the cost involved in plan checks and inspections performed. The City is currently conducting a fee study to determine the City’s total cost of providing certain services that have a specific beneficiary. The study will likely recommend changes to the City’s building and planning fees, which is expected to result in increased revenue.
Several large developments projects are anticipated to be initiated in FY 2022/23, which explains the large increases in the forecasted permit and fee revenues for that year. 242 of 616
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Refuse Management Fund
The Refuse Management Fund accounts for a surcharge collected by Republic Services and remitted to the City under AB 939 of $0.83 per can per month on all residential customers in Pinole. These revenues are restricted to programs and activities that encourage and promote recycling and source reduction of solid waste.
Solid Waste Fund
The Solid Waste Fund accounts for a surcharge collected by Republic Services and remitted to the City for solid waste services. These funds must be used for future solid waste capital projects.
Category
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Revised
Budget
2022-23
Forecast
2023-24
Forecast
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
REVENUES
INTERGOVERNMENTAL REVENUES - - - 205,000 225,000
LICENSES AND PERMITS 386,019 310,704 264,128 2,427,800 487,000 501,610 516,658 532,158 548,123 FEES 315,732 417,735 239,196 2,162,649 900,700 927,721 955,553 1,013,746 984,219 OTHER REVENUE 12,568 19,176 (422) 13,000 13,130 13,261 13,394 13,528 13,663 TRANSFERS IN - - 192,000 374,216 - - - - -
TOTAL REVENUES 714,318 747,614 1,979,916 694,902 4,828,579 1,442,592 1,485,605 1,529,905 1,575,532
EXPENDITURES
SALARIES AND WAGES 217,029 163,594 240,134 614,251 830,874 855,800 881,474 907,918 935,156 BENEFITS 85,720 85,015 124,965 316,715 359,104 380,650 403,489 427,699 453,361 OPERATIONS AND MAINTENANCE 686,315 827,458 1,473,003 622,505 1,206,783 627,783 646,616 666,015 685,995 CAPITAL OUTLAY - - - 3,000 - - - - -
TOTAL EXPENDITURES 989,063 1,076,066 2,406,969 987,604 2,396,761 1,864,233 1,931,580 2,001,632 2,074,512 Surplus/(Deficit) (274,745) (328,452) (292,702) (427,053) 2,431,818 (421,641) (445,975) (471,727) (498,980) Fund Balance, July 1 761,594 486,849 158,397 (134,305) (561,358) 1,870,460 1,448,818 1,002,843 531,116 Fund Balance, June 30 486,849 158,397 (134,305) (561,358) 1,870,460 1,448,818 1,002,843 531,116 32,136 243 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Long-Term Financial Forecast 17
Measure C/J Fund
The Measure C/J Fund accounts for special override sales tax revenues collected by the Contra Costa Transportation Authority (CCTA) and reapportioned to the cities for local street projects.
The City must submit a checklist each year to confirm compliance with a Growth Management Program to maintain eligibility for the funds. Estimates of annual funding are provided by the CCTA, and jurisdiction allocations are based on a formula split (50/50) between population and road mileage. It is common for funds that support capital projects to accrue significant fund balances over multiple years while cities save resources over time to invest in large projects, which have greater economies of scale.
Rate Stabilization Fund
The Rate Stabilization Fund was created to account for the excess revenues from the solid waste post collection contract with Republic Services. Twenty-five percent (25%) of the surplus funds, generated from prior years’ rate increases, are set aside to offset year-over-year rate fluctuations; thereby, leveling the annual rates paid by consumers. Per Resolution 2013-91, the City was required to establish a rate stabilization fund, separate from the Solid Waste Fund, for the excess revenues collected.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Long-Term Financial Forecast 18
American Rescue Plan Act (ARPA) Fund
The American Rescue Plan Act Fund accounts for the $4.6 million allocated to the City from the federal government from the American Rescue Plan Act of 2021. The City received its first tranche of $2.3 million in July 2021 and will receive the second tranche one year later. The City Council has appropriated $400,000 of the funding for small business assistance.
Parkland Dedication Fund
The Parkland Dedication Fund provides for the acquisition and development of parks as specified in the City’s Parkland Dedication Ordinance (PDO) (Municipal Code Sec. 16.28), which requires as a condition of approval for the subdivision of land the dedication of park land or payment of a fee in-lieu of dedication, pursuant to California Government Code 66477 (the “Quimby Act”).
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Long-Term Financial Forecast 19
Growth Impact Fund
The Growth Impact Fund accounts for development fees collected to mitigate the impact of new development. Specifically, it provides for the expansion, design, construction, or upgrade to facilities, roadways, and equipment. The City collects fees for police, fire protection, municipal facilities, wastewater, roadways, and drainage.
Housing Assets Fund
The Housing Assets Fund accounts for resources related to the affordable housing activities and portfolio of the former Redevelopment Agency. Funds must be expended for housing activities.
The fund balance has increased in recent years due to the repayment of a significant loan due to the fund.
Landscape & Lighting District Fund
The Landscape & Lighting District Fund accounts for assessments paid by property owners in the City’s Landscape and Lighting Assessment District (LLAD) to maintain median lighting and landscaping within the Pinole Valley Road North and South areas. 246 of 616
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City Street Improvements Fund
The City Street Improvements Fund receives a transfer of $250,000 per year from Measure S 2014 to fund road maintenance projects.
Arterial Streets Rehabilitation Fund
The Arterial Streets Rehabilitation Fund receives a transfer of $250,000 per year from the Measure S 2014 to fund road rehabilitation projects.
Sewer Enterprise Fund
The Sewer Enterprise Fund accounts for fees charged to residents and businesses for sewer service provided by the City’s Wastewater Treatment Plant (WWTP). Sewer user fees are charged in the amount specified by City Council Resolution (Section 13.04.040 PMC). Fees are used to 247 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Long-Term Financial Forecast 21
operate, maintain, and renew the WWTP. The cost of operations is shared between the two cities using a cost sharing formula based on sewage inflows by each city. The City’s Sewer Enterprise Fund meets the criteria to be classified as a major fund.
Pinole Community Television Fund
The Pinole Community Television (PCTV) Fund accounts for revenues and expenditures related to the operation of PCTV. Revenue is received from video production charges to other cities, Public, Educational, and Governmental (PEG) access fees, and the General Fund. PEG fees are designated for equipment purchases.
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Information Systems Fund
The Information Systems Fund is an internal service fund used to account for activities of the City’s Information Technology (IT) Division.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Major Challenges and Opportunities Over the Next Five Years 23
MAJOR CHALLENGES AND OPPORTUNITIES OVER THE NEXT FIVE YEARS One of the main objectives of a LTFP is to identify significant challenges and opportunities that an organization is likely to face in the future, so that the organization has adequate lead time to take action to overcome challenges and profit from opportunities.
The City has taken many steps to identify major challenges and opportunities that it is likely to face in the future. In 2019, the City engaged a public opinion research firm to identify the top concerns of likely voters. As part of the development of the Strategic Plan 2020 – 2025, the City conducted an environmental scan. Additionally, the City has deployed multiple online surveys to gather input from the community on the major challenges and opportunities that the City will face over the next five years. The findings of the public opinion research, environmental scan, and the community surveys are integrated into the content below.
MAJOR CHALLENGES
Changes in demographics and economic conditions can create significant challenges for cities. As noted above, City staff does not anticipate that demographic or economic changes over the next five years will create any significant challenges for the City. The City will nonetheless face a number of other challenges over the next five years.
In the public opinion research conducted in November 2019, a representative sample of likely voters was asked to identify their top concerns and prevailing opinions. Participants provided the following responses to the question “What do you think is the most important issue facing the City of Pinole today?”:
● Traffic/transportation (14%);
● Public services funding/spending (13%);
● Crime/policing (9%);
● City budget/policies (8%);
● Housing/overpopulation (7%);
● Infrastructure/roads/power issues (6%);
● Jobs/economy/development (6%);
● Schools/education (5%);
● Community improvements (4%);
● Wildfires/fire safety (4%);
● Homelessness (2%);
● Taxes (2%);
● None/nothing (7%);
● Other (3%); and
● Don’t know (11%).
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Major Challenges and Opportunities Over the Next Five Years 24 It is interesting to note that no single issue emerged as the most significant to a majority of respondents.
In addition to those listed above, City staff and the environmental scan identified the following additional items as major challenges that the City will face over the next five years:
● The City’s extensive infrastructure, which needs upgrade and replacement; ● Retaining and developing staff, and succession planning; ● Climate change; and
● The changing nature of retail and the related impact to the City’s sales and property tax revenues.
The City deployed a voluntary online survey specifically related to the LTFP from May 3, 2021 to May 17, 2021 using Survey Monkey. A total of 47 self-selected community members completed the survey and identified the following as the main challenges facing the City of Pinole over the next five years, some of which overlap with the major challenges identified in the environmental scan:
● Infrastructure maintenance and replacement, notably roads and parks; ● Climate change;
● Public safety, including policing and fire services; and ● Public transportation.
MAJOR OPPORTUNITIES
Changes in demographics and economic conditions can also create opportunities for cities. City staff does not anticipate that there will be any significant demographic or economic changes in the City over the next five years, therefore staff is not anticipating that demographic or economic changes will themselves present major opportunities. That said, the City currently faces and will continue to face a number of opportunities over the next five years.
Opportunities facing the City include the following:
● The opportunity to reimagine retail centers, potentially as mixed use or destination retail and entertainment developments, as the nature of retail changes and there is less need for large retail buildings and centers;
● The opportunity to redevelop other underdeveloped infill sites, such as vacant lots; ● The City’s central location in the Bay Area, adjacent to I-80 and San Francisco Bay; ● The City’s diverse population; and
● The City’s historic downtown.
Respondents to the LTFP survey of May 2021 identified the following as the main opportunities facing the City of Pinole over the next five years, some of which overlap with the major opportunities identified in the environmental scan:
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 25 ● Environmental initiatives, including the use of green and renewable energy; ● Economic development strategy to attract and support small businesses; ● Redevelopment of areas that can be used for new businesses and housing; and ● Revitalization of the historic downtown.
In April 2022, staff deployed an online survey designed to gauge community members’ priorities.
Staff used the results from the previous surveys, outlined above, to create the qualitative survey using the Balancing Act simulation tool. The survey included a menu of eleven potential City initiatives to be considered for funding, and asked respondents to select items that are of the highest priority to them, then rank them in order of importance. Following are the survey results from 149 submissions, ranked from highest priority (1) to lowest priority (11).
1. Public safety services (98%)
2. Climate and environmental sustainability (92%)
3. Parks and facilities maintenance (90%)
4. Pavement maintenance and rehabilitation (81%)
5. Community services (73%)
6. Economic development (69%)
7. Road safety (63%)
8. Active transportation (57%)
9. Community spaces and facilities (51%)
10. Financial reserves (41%)
11. Housing assistance (25%)
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives - Additional Discretionary Expenditures 26
POLICY ALTERNATIVES - ADDITIONAL DISCRETIONARY EXPENDITURES One goal of a LTFP is to identify the City services, and service levels, that residents desire, and can be afforded on an ongoing basis by a structurally balanced City budget.
In the United States, there are many levels of government (federal, state, county, city, and special districts), with distinct responsibilities. Cities are primarily responsible for public safety, land use, and public works. They are also often responsible for parks and recreation and sometimes responsible for providing utility services, such as clean water, wastewater, and power.
Pinole is considered a “full service” city, which means that it provides all traditional municipal services. It also provides some services, particularly fire protection and wastewater, that are provided by special districts in many other cities. Pinole provides a very broad range of services for a city of its size.
The majority of City of Pinole staff and resources are dedicated to public safety (police and fire services), land use regulation, building safety, local transportation infrastructure (streets, sidewalks, signals, bike lanes, etc.), and wastewater services. The City also invests significant staff and resources in additional public-facing services, such as outdoor recreation space and facilities, recreational and educational programs, cable television programming, and childcare and senior services. Some City staff and resources are also needed to provide internal services, such as finance, human resources, legal, information technology, records management, and facilities and equipment, to support the public-facing operations. Since having made reductions in staffing during the Great Recession, the City has been leanly staffed compared to many other cities. The City has begun to add back staff in recent years to fortify services that the City Council and community prioritize.
Customer expectations for certain municipal services, such as wastewater, are fairly consistent across communities. Therefore, it is straightforward for a city to identify the optimal service level for that function. Customer expectations, and service levels, for other municipal services, vary significantly across communities, and are influenced by a number of factors. As noted above, the City of Pinole is leanly staffed, and provides a solid but basic level of service in most service areas.
UNFUNDED/DEFERRED LIABILITIES
The City has a number of unfunded liabilities and deferred maintenance needs that it could address, described below.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives - Additional Discretionary Expenditures 27 Unfunded Liabilities
The City has a number of unfunded liabilities, such as unfunded accrued compensated absences, unfunded liability for other post-employment benefits (OPEB), and unfunded retirement (pension) liabilities.
Unfunded Accrued Compensated Absences
City employees accrue paid vacation and sick leave. As of the end of FY 2020/21, the City had approximately $1.1 million in unfunded liability for vacation and sick leave that employees had earned but not yet taken. The City traditionally pays for paid leave out of its normal operating budget, referred to as “pay-as-you-go.” The City could choose to set aside funds to eliminate this unfunded liability. The funding source could be one-time funding, such as unassigned fund balance.
Unfunded Retirement (Pension) Liability
The City provides its employees with a defined benefit retirement program through CalPERS.
Depending on the demographic characteristics of the City’s employees, the amount of City and employee contributions to the retirement program, and the program’s return on its investments, the assets and liabilities in the City’s CalPERS account fluctuate over time. Per the most recent actuarial valuation available, as of June 30, 2020 the City had a total unfunded pension liability with CalPERS of approximately $39.4 million.
CalPERS has made several changes to its policies and procedures over the past decade that have been intended to increase the financial strength of the system, but have also resulted in significantly increased required contributions and unfunded liabilities for municipalities. CalPERS has changed key assumptions that increased unfunded liabilities, including increasing the life expectancy of beneficiaries and decreasing the expected rate of return on assets. CalPERS has also implemented new policies that require municipalities to accelerate contributions in order to achieve adequate funded status more quickly. So, despite the implementation of the less costly Public Employees’ Pension Reform Act (PEPRA) in 2013, the City’s unfunded pension liability has grown substantially over the past few years. CalPERS is unlikely to implement a comparably broad set of additional changes in the coming years, but even more modest changes, in addition to other factors, could continue to significantly increase the City’s unfunded pension liability over the next few years.
The City created a special trust fund in FY 2017/18, referred to as a “Section 115 trust,” funded with one-time General Fund resources, to offset this significant unfunded pension liability. As of June 30, 2021, the market value of the assets in the trust fund was $19.4 million. The unfunded liability in CalPERS will fluctuate over time, as will the value of the assets in the Section 115 trust. 254 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives - Additional Discretionary Expenditures 28 Unfunded Accrued Liability (UAL) for Other Post-Employment Benefits (OPEB) A pension is the primary benefit that the City provides to retired City employees. The other main benefit that the City provides to retired City employees is a contribution toward retiree medical insurance premiums during retirement. This and other ancillary, non-pension retirement benefits, are referred to as other post-employment benefits (OPEB). Until recently, employers have not been required to report OPEB assets and liabilities in the same way that they have been required to report pension assets and liabilities. Further, employers have generally not been required to make regular payments to pre-fund OPEB liabilities. Employers have normally paid for OPEB benefits on a pay-as-you-go basis. This has resulted in significant unfunded OPEB liability for many employers, including the City. As of June 30, 2021, the City had an unfunded OPEB liability of $46.5 million.
The City could consider creating an OPEB trust, like the Section 115 Trust that was created for pension. The City would need to determine a funding source for the trust, or it could consider using the current Section 115 Trust for both pension and OPEB. If the trust were to be used for pension and OPEB, the funds would be exhausted faster unless additional funding was put into the trust.
Deferred Maintenance and Renewal
Like many cities, Pinole has deferred investment and expenditures on capital assets and other systems, particularly in response to and in the aftermath of the Great Recession and the dissolution of redevelopment. The City’s current budget allows the City to provide essential services, but defers some investment in capital assets. This deferral of investment will lead to the deterioration of some assets and systems in the long run.
Capital Asset Renewal and Replacement
Pinole has deferred expenditures on capital asset maintenance and renewal, and many of the City’s capital assets are reaching the natural end of their useful life. The City owns a significant portfolio of capital assets, which are well described in the City’s Capital Improvement Plan (CIP).
These include buildings, roads, sidewalks, parking lots, trails, parks, open space, the WWTP, the sewer collection system, the stormwater collection system, vacant lots, streetlights, and traffic control devices. The City’s Strategic Plan includes a strategy to conduct a citywide asset condition assessment. That effort is currently underway, addressing different asset types in phases. The City is in the process of developing a sewer system master plan and will be developing a Park Master Plan. The City is also implementing a new capital asset management software system.
After these efforts are complete, the City will have a much clearer picture of its capital asset portfolio and the expenditures required for maintenance and renewal to achieve the lowest possible total cost of ownership of its assets.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives - Additional Discretionary Expenditures 29 Vehicle and Equipment Replacement
Vehicles and equipment are another significant asset that the City relies upon to provide services.
The City does not currently have an integrated, citywide vehicle and equipment management program. It acquires new vehicles and equipment when needed on a pay-as-you-go basis, and its vehicles and equipment are generally modern enough to meet current operating needs. Paying for equipment on a pay-as-you-go basis can lead to expenditure spikes when expensive equipment needs to be replaced. The City’s new capital asset management software system has a module for fleet and equipment. Once that module is implemented, the City will have a clearer sense of its vehicle and equipment replacement needs and the amount of funding that the City should set aside on an annual basis to address needs.
SERVICE AND PROGRAM EXPANSION
As noted above, the City provides a solid but basic level of service in most service areas. The City can spend any surplus discretionary financial resources it may have on expanding services and programs.
Expansion of Existing Services
Economic Development
The City has not had a formal economic development function since 2012, when the dissolution of redevelopment occurred, although the City has undertaken some limited economic development activities recently. One of the Strategic Plan strategies is to “develop a comprehensive economic development strategy,” and several other Strategic Plan strategies also relate to economic development. The City has hired a professional services firm to develop the economic development strategy, which will include a recommendation on the appropriate form and magnitude of a City economic development program.
Climate Resiliency and Environmental Programs
The City is required by the State and federal government to undertake a number of programs related to protecting the environment. For example, the City is required to comply with requirements related to effluent of the WWTP, stormwater protection, having low emission fleet vehicles, reducing solid waste disposal, complying with the California Environmental Quality Act (CEQA), having a General Plan, and others. The City has also undertaken voluntary steps to protect the environment and to keep the City resilient to the threats of a climate crisis, such as joining a community choice energy program, Marin Clean Energy (MCE), authorizing a propertyassessed clean energy (PACE) program, and participating in a local transit joint powers authority (Western Contra Costa County Transit, “WestCAT”). There are additional programs and activities that the City could undertake to further promote environmental protection. The City Council recently reviewed the various programs and activities that the City is currently undertaking 256 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives - Additional Discretionary Expenditures 30 related to climate change and directed staff to complete an Active Transportation Plan, a Climate Action Plan, and an energy conservation, generation, and storage assessment of all City facilities.
These plans and assessments will recommend new steps the City can take to address environmental issues.
Fire Service
Expanding fire service in Pinole, particularly through the reopening of Station 74, has been a priority of many residents over the past decade. The City is currently in discussion with Confire about expanding fire service in Pinole through a cooperative arrangement.
Housing Assistance
Redevelopment was a significant tool for affordable housing development. Since the dissolution of redevelopment, the City of Pinole, and other California cities, have fewer tools and financial resources to create affordable housing. Upon the dissolution of redevelopment, the City opted to become the housing successor to the former Pinole Redevelopment Agency. In that capacity, the City monitors affordable housing units that were funded by the former agency for ongoing compliance with affordability covenants. The City also has an inclusionary housing ordinance that requires that all housing development projects with four units or more must ensure that 15% of the units are affordable. The City can expend resources remaining from the former agency’s affordable housing assets to support the creation of a limited number of new affordable housing units or to provide services to the homeless population. However, these resources are significantly less than what would be needed to provide any substantial amount of new affordable housing units in the City. The State has recently adopted numerous pieces of legislation intended to spur the creation of additional new affordable and market rate housing.
Youth Development and Support
The City supports and engages youth ages six through 17 through the activities of the Community Services Department’s Youth Center, which provides afterschool and summer enrichment programs. The Youth Center could expand services to address youth health, engagement, community service, a youth commission, workforce development, or other activities.
Cultural, Historical, and Artistic Programs
The City provides a limited number of cultural, historic, and artistic programs. These include enrichment programs through the Community Services Department’s Senior Center and Youth Center, periodic community events such as music in Fernandez Park, broadcast of some community events on PCTV, rental of the Memorial Hall building to the Pinole Community Players theater company, and some public art. The City does not have a specific requirement that new development projects include public art or pay an in-lieu fee for public art elsewhere in the City.
The community does have a number of cultural, historic, and artistic organizations and resources that the City could support or leverage to provide more cultural, historic, and artistic offerings. 257 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives - Additional Discretionary Expenditures 31 New Services
Although Pinole is a “full service” city, there are some services that other cities provide that Pinole does not. These include educational support programs.
Education Support
In California, public education is provided by school districts. School districts rely on a different source of revenue than do cities. Some cities support the education of their residents by offering educational support programs or by providing financial assistance to public schools. The City does offer after school enrichment programs to students for a fee, but does not currently provide educational support programs. In the past, West Contra Costa Unified School District (WCCUSD) has provided the City with grant funding such that the City could assign two police officers to serve as school resource officers (SROs). WCCUSD eliminated that funding in FY 2020/21. The officers previously assigned as SROs have been reassigned to other public safety duties, although the Police Department still has a regular presence at schools.
Capital Expansion
The term “capital expansion” refers to creating new capital assets, such as parks or plazas, opposed to simply renewing or replacing existing capital assets.
New Parks and Park Upgrades
The Contra Costa Local Agency Formation Commission (LAFCO) recently released a municipal service review (MSR) of parks and recreation services in the County. The final report found that Pinole has adequate park space based on 12.9 acres of developed parkland per 1,000 residents, but did not look in detail at the City’s specific park amenities. The City is preparing a Park Master Plan, which is a CIP project. The Park Master Plan will involve gathering community input on desired park amenities and will recommend whether any additional parks, or additional amenities within existing parks, are desirable, accessible, and feasible. Potential funding sources for consideration include grant opportunities, park development impact fees, fundraising from individuals or organizations, and new tax measures.
Other Capital Expansion Projects
New Public Spaces/Placemaking
The term “capital expansion” refers to building new capital assets, such as buildings, roads, parks, paths, bike lanes, etc., opposed to replacing existing capital assets. As noted above, the City has a substantial capital asset footprint already, and much of the City’s current capital assets have deferred maintenance that would require significant investment to eliminate. Nonetheless, it might be desirable to create some new, high-impact capital assets that would improve economic vitality or quality of life.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives - Additional Discretionary Expenditures 32 Additional Reserves
Pursuant to its Reserve Policy, the City is required to maintain a General Reserve equal to 50% of total ongoing annual General Fund expenditures. As of June 30, 2021, General Fund unassigned fund balance exceeded the minimum required at approximately 58% of total General Fund expenditures.
The City’s formal General Fund reserve and other uncommitted General Fund fund balance have fluctuated over the years. The larger these reserves and balances, the better the City is able to address unplanned revenue reductions or expenditure increases.
Staff performed an analysis of the City’s financial resiliency using the diagnostic tool offered by the GFOA. The tool determined that the City has a low level of financial risk based on several factors, including its revenue stability, low expenditure volatility, and high liquidity. GFOA suggests that cities with a low level of financial risk maintain a minimum general reserve of approximately 17% of total ongoing annual General Fund expenditures. (GFOA recommends that cities with moderate and high levels of financial risk maintain general reserves at a minimum of 26% and 36%, respectively.)
City staff believe that a high reserve is appropriate given the ongoing uncertainty regarding the impact of the pandemic. However, City staff may recommend, at some point in the future, reducing the required reserve to 35%, so that funds currently held in reserve greater than 35% can be invested in high-priority City needs.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives – Additional Revenue and Expenditure Reduction Options 33 POLICY ALTERNATIVES – ADDITIONAL REVENUE AND EXPENDITURE
REDUCTION OPTIONS
As noted above, one goal of a LTFP, and of a city’s annual budget, is to identify the City services that residents desire and to simultaneously identify an equivalent amount of funding, which results in a structurally balanced budget. The mechanisms through which cities receive revenue vary across states. In California, cities receive the bulk of their revenues for general operations through sales tax and property tax. In addition, to offset the loss of property tax revenue that cities experienced due to Proposition 13, many cities instituted other forms of taxes, such as business license tax, transient occupancy tax (TOT), utility users’ tax (UUT), and “local sales tax” (transactions and use tax). Cities have also instituted mechanisms to recoup funds that they spend to provide services that directly benefit a specific user or beneficiary through fees and assessments.
The section above identified some unfunded and deferred liabilities and service and program expansions in which the City could invest additional resources. Because the five-year forecast predicts that the City’s General Fund budget will be essentially balanced over the next five years, there are limited resources to invest in unfunded/deferred liabilities and expanded services/programs. Therefore, if the City would like to make any substantial new investments, it will need to identify additional revenue sources or reduce some other current expenditures. Both of these options are discussed below.
ADDITIONAL REVENUE
New Local Revenue
The mechanisms through which California cities can independently generate new revenue have been significantly restricted over the past few decades. There are nonetheless a few, limited mechanisms that cities can still use.
Increased Fee Revenue
Cities can establish fees for service that fully cover the cost of the service, but cannot set fees any higher than required for full cost recovery. Many cities have financial policies that state the specific intention to achieve full cost recovery for certain services. Many cities also routinely reevaluate the cost of providing services and adjust fees accordingly to achieve full cost recovery.
The City has hired a consulting firm to create a new cost allocation plan and recommend a new master fee schedule for all City fees. The City expects to receive the consultant’s recommendations in spring 2022, after which the City can consider modifying fees to achieve full cost recovery of certain services.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives – Additional Revenue and Expenditure Reduction Options 34 Franchise Fees
Franchise fees are fees that the City charges to private parties for the private parties’ use of City right of way. The most significant franchise fee that the City charges is to the City’s solid waste collection company, Republic Services, which entitles Republic Services to use the City’s streets and right of way to perform solid waste management activities, such as refuse, recycling, and organic material pick up. The fee varies as it is adjusted annually for inflation. Another franchise agreement that the City has is with Pacific Gas and Electric (PG&E) for its use of City poles, wires, conduits, and appurtenances, to transmit electricity and gas to the public. The City levies a fee of 1% to 2% of gross receipts based on one of two formulas, whichever is greater. The City also has a franchise agreement with Comcast, as a State franchise holder, to provide video services to the City. The City levies a fee of 5% of gross revenues. Under the same agreement, the City levies a fee of 2.12% of gross revenues to go toward Public, Educational, and Government (PEG) access channel capacity. PEG fees are used to fund PCTV capital improvements. Franchise fees can be higher than what is required for full cost recovery. Most cities have a small number of franchises, with long term agreements, so the opportunity to increase franchise fees is infrequent.
Sale of Surplus Property
Cities can generate one-time revenue through the sale of surplus property, which might take the form of equipment, furniture, or real property. The sale of surplus equipment, furniture, or supplies rarely generates any significant amount of revenue, whereas the sale of surplus real property can result in significant proceeds, depending upon the characteristics of the property.
The proceeds are usually required to be returned to the fund or specific use that originally purchased the property. Many cities sold most or all of their remaining surplus real property following the onset of the Great Recession, to generate revenue to offset the loss of revenue resulting from the Great Recession.
The City did not divest of all of its real property at that time, and therefore still owns a number of real properties that could be considered surplus and sold. Real property owned by the City that is not currently being used for a core City function includes the building in which the United States Postal Service is housed on Pear Street, the vacant lot across the street, and others. As noted above, the Strategic Plan requires that the City conduct a citywide asset condition assessment. This will include cataloging all of the city’s capital assets, including real property, and assessing their condition and value. Once the City has this information, it can be reviewed in comparison to the City’s anticipated future public facility needs, and surplus properties can be identified and sold. The City is concluding the process of selling five former Pinole Redevelopment Agency properties.
New Local Tax Measures
The City has instituted a number of local taxes, such as a UUT, TOT, business license tax, and two local sales taxes, to support City services. The City can consider other new local taxes, or increase existing taxes, to generate additional revenue for critical City services. 261 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives – Additional Revenue and Expenditure Reduction Options 35 Increased Parcel Tax and Real Property Transfer Tax (RPTT) In 2019 and 2020, the City Council considered the desirability of placing two different local tax measures on the ballot, a special parcel tax and a real property transfer tax (RPTT).
In 2019, the City Council directed City staff to take the steps necessary to place a tax measure to fund fire service on the March 2020 ballot. Subsequently, in August 2019, the City Council directed staff to specifically take steps necessary to place a special parcel tax to fund fire service on the November 2020 ballot rather than March 2020. The City hired a public opinion research firm to assess voter support for a potential special parcel tax for fire service. The firm presented its findings to the City Council in November 2019.
In 2019, the City Council also directed City staff to analyze the steps necessary to place a measure on the ballot that would increase the RPTT. A RPTT is a tax imposed on the deed, instrument, or writing by which interests in real property are transferred. Under the California Revenue and Taxation Code, general law cities, like Pinole, may impose a RPTT of no more than $0.55 per $1,000 of value on the property transferred (the County may also impose a RPTT equal to this rate). Pinole currently has a RPTT of the maximum allowed for general law cities of $0.55 per $1,000 of value. Charter cities may impose RPTTs at a rate higher than the maximum statutory rate of $0.55 per $1,000 of value if approved by voters. The median RPTT rate for charter cities in Contra Costa and Alameda Counties is $12 per $1,000 of value. Staff calculated that were the City to implement a RPTT of $12 per $1,000 of value and $8 per $1,000 of value, it might create new City revenue averaging approximately $2.2 million and $1.5 million annually, respectively.
In February 2020, the Council directed staff to retain a polling consultant to gather information on public opinion regarding a charter city ballot measure limited to an increase in the RPTT and directed staff to retain a communications consultant. Due to the onset of COVID-19, in April 2020, the Council directed staff to suspend all of its activities in pursuit of a November 2020 charter city and RPTT ballot measure. In July 2020, the Council also directed staff not to move forward in preparing a November 2020 ballot measure for a special parcel tax for fire service.
In early 2022, the City Council revisited placing a charter city/RPTT measure on the November 2022 ballot. It directed staff to engage a polling and community engagement consultant to gauge community interest. The City expects to receive the polling results in spring 2022.
Increased Utility Users Tax (UUT)
As noted above, the City currently levies an 8% UUT on the value of public utility services consumed within the City limits for electricity, gas, and telecommunications, which includes phone landline and cellular phone. The UUT was originally approved by Pinole voters in November 1998, and extended by voters in 2004, 2012, and 2018. UUTs can also be applied to water and sewer utility service. The City could consider pursuing either an increase in the amount of the levy or broaden the types of utility services to which it applies. 262 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives – Additional Revenue and Expenditure Reduction Options 36 General Obligation Bonds
General obligation (GO) bonds are bonds that must be approved by two-thirds of voters and are repaid through an additional assessment (“override”) on property taxes. They are issued by public entities to finance large projects that acquire or improve real property, and are usually repaid over a 20-to-30-year period. As an illustration, the City could issue and repay a GO bond of $35 million if two-thirds of voters approved an annual property assessment of $70 per $100,000 of assessed valuation (0.07%) for 20 years, which would generate approximately $2 million of revenue to repay the bond annually.
Other Potential Local Taxes
Two other taxes that some California cities have enacted are cannabis taxes and vacant parcel taxes. They are discussed in more detail below.
Cannabis Tax
The City does not currently allow cannabis businesses to operate in Pinole (the City cannot prohibit a cannabis delivery business based outside of Pinole from delivering in town). If the City permitted cannabis businesses to operate in Pinole, residents could vote to impose a tax on these cannabis businesses. It should be noted that the cannabis industry has started to claim that high taxes and the persistent illegal market make it hard for businesses to be viable. Berkeley, Oakland, San Francisco, and San Jose have all reduced or suspended cannabis taxes in recent months to help their cannabis businesses stay competitive. Cities with mature cannabis industries are seeing declining cannabis tax receipts as more cities legalize cannabis and the market saturates.
Vacant Parcel Tax
A vacant parcel tax is a special tax on vacant real property based on either a flat per-parcel rate or a variable rate depending on the size, use, or number of units on the parcel. It requires twothirds voter approval and can be imposed for a variety of purposes, including police and fire services, parks, libraries, and open space protection. Parcel taxes provide less than one percent of city revenues statewide. There are both vacant property taxes and vacant property registration fees. A vacant property registration fee must not exceed the cost of the City managing a vacant property monitoring program.
Assessment Districts
Assessment Districts
Assessment districts are a mechanism through which property owners agree to pay an additional assessment on their property to fund specific services or improvements within a specific geographic area. The assessment’s purpose must be defined prior to the district’s creation and the amount that each property owner pays must be proportional to the benefit the property will receive. Assessment districts can be established by a simple majority vote of the property 263 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives – Additional Revenue and Expenditure Reduction Options 37 owners. State law allows the creation of numerous specific types of assessment districts with varying authority to conduct different types of improvements and activities. The City currently has a landscape and lighting assessment district (LLAD), which generates funding for the maintenance of public spaces along portions of Pinole Valley Road. The Pinole Valley Road Landscape and Lighting Assessment District (LLAD) assesses property owners in the district approximately $500 annually per “assessment unit” (acre of developable land), which results in approximately $50,000 to invest in maintenance of traffic signals, streetlights, median landscaping, irrigation, graffiti removal, and electricity to the traffic signals and streetlights. The City could consider promoting the formation of assessment districts to fund specific improvements in different areas of the City.
Business Improvement District
A business improvement district (BID) is a special type of assessment district focused on commercial districts. BIDs can undertake infrastructure projects such as parking facilities and streetscape improvements, cleaning and maintenance of the district, and marketing and promotion of the district and its properties/businesses. The City could consider promoting the formation of a BID for downtown or other commercial areas. This is an issue that the forthcoming Economic Development Strategy will address.
Enhanced Infrastructure Financing District
Property tax increment was the primary revenue source that redevelopment agencies used to fund their projects. Cities lost access to this tool in its traditional form when redevelopment agencies were dissolved in California in 2012. In the aftermath of dissolution, the State did create some new tools intended to mimic some of those previously available under redevelopment. One such tool is an enhanced infrastructure financing district (EIFD), which uses tax increment in a more restricted way. Whereas previously, a redevelopment agency had a right to the property tax increment generated in a redevelopment project area, under an EIFD a taxing entity must volunteer to forego receipt of the tax increment it would otherwise receive so that the increment can be used for the redevelopment project. Use of the EIFD tool requires significant collaboration between separate governmental entities, and will only be advantageous for both parties under specific circumstances. As a result, EIFDs are not yet widely used, but are nonetheless a tool that the City should keep in mind for future capital projects.
New Federal Funding
American Rescue Plan Act (ARPA)
The American Rescue Plan Act (ARPA) is federal legislation passed in 2021 to provide COVID-19 relief. It builds upon the relief provided by two other significant pieces of federal legislation, the Coronavirus Aid, Relief, and Economic Security (CARES) Act and the Families First Coronavirus Response Act (FFCRA). ARPA includes $1.9 trillion in funding, program changes, and tax policies aimed at mitigating the effects of the pandemic. ARPA is the first piece of federal COVID-19 relief 264 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives – Additional Revenue and Expenditure Reduction Options 38 legislation that includes direct financial assistance to cities. The City will receive approximately $4.6 million from ARPA of which it received the first installment in July 2021. City staff recommends that the City Council consider using the allocation to backfill the loss of revenue in the General Fund.
Grants
Grant funding allows the City to leverage public funds for extending and enhancing the services it offers to the community, introducing new initiatives and programs, and advancing capital projects. Grant opportunities are typically made available by federal, state, and county governments, and private organizations for a broad array of municipal services, including public safety, infrastructure and roads, transportation, environmental initiatives, housing services, community development, recreation programs, among many others. As a strategy in the Strategic Plan 2020-2025, the City will establish a program to evaluate and pursue grant opportunities, and to evaluate the City’s capacity to meet grant requirements.
Additional Cash from Debt
Under certain circumstances, it might be advantageous for a city to incur debt (borrow money) in order to finance a high-priority project. When a city incurs debt, it must have a means of repaying the debt, which can be a dedicated revenue source or a general purpose source.
Best practices in long-term financial planning require analyzing the City’s debt position and the affordability of additional borrowing. One financial strength of the City’s is having relatively little general debt. The City has capacity, per the legal debt limit, to issue debt for City expenses. Per the City’s FY 2020/21 Annual Comprehensive Financial Report, the City’s legal bonded debt limit, which is equivalent to 3.75% of assessed property value, was $103,173,971, whereas the City only had $2,734,450 of such debt, which is the City’s pension obligation bonds. Debt financing is an option that the City could consider for significant future expenditures, such as capital projects.
One form of debt, GO bonds, were discussed above. Another debt financing option that the City could consider, lease revenue bonds, are discussed below.
Lease Revenue Bonds
Lease revenue bonds are issued to acquire, construct or expand public projects for which fees, charges, or admissions are charged. Because the debt service is paid from income generated by the facility or related service, such debt is considered self-liquidating and generally does not constitute debt of the issuer, subject to constitutional debt limits. These bonds do not require voter approval.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Policy Alternatives – Additional Revenue and Expenditure Reduction Options 39
EXPENDITURE REDUCTIONS
In addition to generating more revenue, the City can create additional resources to invest in unfunded/deferred liabilities and expanded services/programs by reducing other expenditures.
As noted above, however, the City currently provides a leanly staffed and resourced solid but basic level of service in most service areas, with the majority of the City’s resources expended on core services. As such, the City has fewer opportunities than perhaps some other cities to scale back some services in order to expand others. That said, there are two options that the City should consider or pursue to reduce expenditures, reducing retiree medical benefit costs and improving processes to achieve cost-saving efficiencies.
Retiree Medical Benefit
One of the City’s largest unfunded liabilities is the medical benefit that the City provides to retired City employees. The City pays for this benefit on a pay-as-you-go basis, which means that the City simply pays for retirees’ medical premiums when they are due, and does not set aside funding in advance on behalf of current employees commensurate with the normal cost of this benefit. This has created the City’s current unfunded OPEB liability. The City instituted some changes to its retiree medical benefit offering in 2010 when it adopted a standard CalPERS benefit vesting schedule. Under the current program, the City must pay 100% of the medical premium for a retired employee and their dependents if the employee has just five years of City service and 20 years of total CalPERS service. This is a more generous retiree medical benefit than is provided by many other cities. The City could consider exploring other CalPERS program options. There has also been more discussion over the past decade about the possibility of the federal government assuming greater responsibility for retiree medical care or enacting other federal healthcare reforms, which might reduce the City’s responsibility and cost for such.
Process Improvements/Efficiencies
All organizations, including cities, use procedures and tools to provide their goods and services.
New procedures and tools are constantly emerging, which can result in improved quality, efficiency, or both. As a result, workers become more productive over time. Labor productivity has grown only modestly in the United States over the past decade. For this reason, as noted in the economic changes section above, City staff did not assume any significant productivity increases in the five-year forecast. Nonetheless, the City will likely identify some opportunities to improve procedures or tools that will result in increased efficiency, and associated expanded service or reduced expenditures. The Strategic Plan includes a strategy to review citywide implementation of best practices and improve processes. This is an effort that City staff will be working on over the next few years, and which will likely result in at least a few improvements that will lead to greater quality, efficiency, or both. 266 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Optimal Service Levels and Revenues 40
OPTIMAL SERVICE LEVELS AND REVENUES
The City’s current service levels and program offerings have been established over time in response to factors such as community preferences and financial capacity. Preferences and financial capacity can vary considerably from community to community and can evolve over time, as do regulatory requirements and best practices. Public officials monitor these factors and adjust service levels and programs over time accordingly. The City’s current service and staffing levels are appropriate to the community’s priorities and the City’s financial capacity. 267 of 616
Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Recommendations 41
RECOMMENDATIONS
The City should maintain its current service and staffing levels, as they are commensurate with the City’s current financial capacity and are responsive to community needs and priorities. The City should start to address its unfunded liabilities, particularly capital asset renewal and replacement and possibly Other Post-Employment Benefits (OPEB). The City should pursue opportunities to generate new revenue and evaluate debt financing (for capital projects) as possible funding options.
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Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27 Summary and Next Steps 42
SUMMARY AND NEXT STEPS
The City is in a relatively strong financial position which is expected to continue through the life of the forecast. According to the status quo forecast, the City will be able to continue to fund its current service levels and has the capacity to address some of the operating and capital improvement needs beyond the baseline. The City will update the LTFP in spring 2023. 269 of 616
RESOLUTION NO. 2022-___
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE
ADOPTING A RESOLUTION TO APPROVE THE CITY OF PINOLE’S LONG-TERM FINANCIAL PLAN FOR FISCAL YEAR (FY) 2022/23 - FY 2026/27 WHEREAS, the City of Pinole’s Long-Term Financial Plan (LTFP) for FY 2022/23 - FY 2026/27 was created to help implement the City’s Strategic Plan 2020-2025; and
WHEREAS, one of the strategies under of the goal of a financially stable Pinole is to “develop a long-term financial plan and use it to guide budget and financial decisions”; and
WHEREAS, the LTFP was developed in conformance with public finance best practices; and
WHEREAS, the LTFP considers how economic and demographic trends might impact future requests for City services and City revenues; and WHEREAS, the LTFP incorporates five-year forecasts of the General Fund, including Measure S 2006 and Measure S 2014 funds, and Non-General Funds revenues and expenditures; and
WHEREAS, the LTFP development process involved engagement with the community, Finance Subcommittee, and City Council during public meetings on April 26, 2022 and May 17, 2022; and
WHEREAS, the City Council reviewed the Preliminary Proposed LongTerm Financial Plan for FY 2022/23 – FY 2026/27 at its meeting on April 26, 2022 and proposed some revisions;
WHEREAS, City staff incorporated the City Council’s prepared the Revised Proposed Long-Term Financial Plan for FY 2022/23 – FY 2026/27 and presented it the City Council at its meeting on May 17, 2022;
WHEREAS, City staff has prepared the Final Proposed Long-Term Financial Plan for FY 2022/23 – FY 2026/27; and
NOW, THEREFORE, BE IT RESOLVED the City Council of the City of Pinole does hereby adopt the attached City of Pinole Long-Term Financial Plan for Fiscal Year (FY) 2022/23 – FY 2026/27.
PASSED AND ADOPTED this 7th day of June 2022, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
ATTACHMENT B
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I hereby certify that the foregoing resolution was introduced, passed and adopted on this 7th day of June, 2022.
______________________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL REPORT
REPORT
DATE: JUNE 7, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARKISHA GUILLORY, FINANCE DIRECTOR
SUBJECT: POSTPONE PUBLIC HEARING FOR CONSIDERATION OF
UPDATED CITY USER AND REGULATORY FEES TO CITY
COUNCIL MEETING ON JUNE 21, 2022
RECOMMENDATION
City staff recommends that the City Council postpone the public hearing for its consideration of a resolution approving updated City user and regulatory fees to its meeting on June 21, 2022.
BACKGROUND
The purpose of the public hearing is for the City Council to consider a resolution approving updated City user and regulatory fees, based on the findings and recommendations of the comprehensive fee study that the City recently conducted.
Staff originally placed the public hearing on the City Council agenda for June 7, 2022 meeting and recommends postponing it to the City Council meeting on June 21, 2022 to allow for a final review by staff.
It has been many years since the City conducted a comprehensive fee study. Staff would like to ensure that the study and recommendations are as thorough and complete as possible before presenting them to the City Council for approval.
REVIEW AND ANALYSIS
None.
FISCAL IMPACT
There is no fiscal impact.
ATTACHMENTS
None.
10A
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CITY COUNCIL
REPORT
10B
DATE: JUNE 7, 2022
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: ERIC S. CASHER, CITY ATTORNEY
COPY: ANDREW MURRAY, CITY MANAGER
SUBJECT: CONDUCT FIRST PUBLIC HEARING REGARDING PROPOSAL FOR
THE CITY OF PINOLE TO BECOME A CHARTER CITY AND REVIEW
THE CONTENT OF PROPOSED CHARTER
RECOMMENDATION
Staff recommends that the City Council conduct a public hearing regarding the proposal for the City of Pinole to become a charter city, review the content of the proposed charter, and provide any related direction to staff.
BACKGROUND
Cities in California are organized as either general law cities or charter cities. General law cities derive their powers from general laws enacted by the Legislature, while charter cities derive their powers from the California Constitution and their own charters. Thus, general law cities are bound by the state’s general laws. In contrast, the “home rule provision” of the California Constitution provides that charter cities have full authority over municipal affairs, and are only subject to laws regarding matters of statewide concern, unless otherwise limited by their charters. The City of Pinole is currently a general law city.
A significant authority possessed by charter cities is the authority to impose a real property transfer tax (“RPTT”) at an increased rate. Becoming a charter city requires approval by a majority of voters, as does any increase in the RPTT.
The City Council has discussed the possibility of becoming a charter city at multiple City Council meetings. At its February 15, 2022 meeting, the City Council directed staff to prepare a draft charter for consideration at the future Council Meeting and to conduct polling on this topic. The results of that polling were presented to the City Council at a Special Meeting on May 31, 2022 for review. 273 of 616
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DISCUSSION
A. Charter City vs. General Law City
A general law city has the authority to act locally, but its acts must be consistent with all general laws adopted by the Legislature. In contrast, a charter city is only required to act consistent with state laws regarding matters of statewide concern. A charter city may use its “home rule” authority to adopt laws regarding “municipal affairs” that vary from state laws. A city’s charter defines the structure of the city’s government and the scope of a city’s authority over municipal affairs. Some cities have very detailed charters allowing the city to authorize a broad range of powers, while other cities have charters that are limited in scope with only narrow powers. A city’s charter must be approved by the voters, as must any amendment to the charter.
There is no constitutional or statutory “list” of municipal affairs. Areas that the courts have said constitute municipal affairs include: the form of city government; local elections, including qualifications for office and public funding of campaigns; some aspects of zoning and land use; the process of contracting for public works; and the scope of authority related to fines, taxes and assessments.
A significant authority possessed by charter cities is the authority to impose a RPTT at an increased rate. A RPTT is a tax imposed on the deed, instrument, or writing by which interests in real property are transferred. Under the California Revenue and Taxation Code, general law cities may impose a RPTT of no more than $0.55 per $1,000 of value on the property. Pinole currently has a RPTT of the maximum rate allowed for general law cities. The RPTT is only collected when a property is sold and is not an annual tax.
Charter cities are not subject to state law regarding a RPTT because RPTTs are deemed municipal affairs. As a result, charter cities may impose RPTTs at a rate higher than the maximum statutory rate of $0.55 per $1,000.
Below is a chart of the base RPTT rates applied in neighboring charter cities.
City Tax (per thousand dollars)
Alameda $12.00
Albany $15.00
Berkeley $15.00
El Cerrito $12.00
Emeryville $12.00
Oakland $15.00
Piedmont $13.00
Richmond $7.00
San Leandro $11.00
Median $12.00
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Because the RPTT is based on property sales, which can be volatile, the revenue generated from the RPTT can differ significantly from year to year. Below is a chart of the RPTT the City of Pinole has received over the last 10 years:
FY RPTT Revenue
2011-2012 $51,630
2012-2013 $75,542
2013-2014 $94,992
2014-2015 $84,136
2015-2016 $79181
2016-2017 $98,593
2017-2018 $90,328
2018-2019 $91,954
2019-2010 $70,764
2020-2021 $119,254
Based on trends, staff believes that $100,000 is a reasonable estimate of the amount of revenue the City will receive from the existing RPTT each year for the next few years. Using this estimate, increasing the current RPTT to $8 per $1,000 (0.8%) will result in annual revenue of approximately $1.45 million. Increasing the RPTT to $12 per $1,000 (1.2%) will result in annual revenue of approximately $2.18 million. If the City adopts an increased RPTT, the County will charge a 1-3% administrative fee in order to collect the tax on behalf of the City. Under state law and the California Constitution, cities cannot impose, increase or extend any tax unless the tax is approved by the voters. Accordingly, the increased RPTT would require a vote of the electorate.
B. Process of Becoming Charter City
Becoming a charter city requires approval by a majority of voters. The City Council may, on its own motion, propose a new charter and submit it directly to the voters for approval at the next established statewide general election. The City Council must vote to submit the proposed charter to the voters at least eighty eight (88) days before the election.
Prior to approving submission of the charter to the voters, the City Council must hold at least two (2) public hearings on the proposal of the charter and the content of the charter. The content of the charter should be finalized by the end of the second public hearing. The public hearings must be at least thirty (30) days apart, and there are other timing requirements for other steps in the process. Based on these requirements, below is a summary of the last dates for the Council to take the statutorily required procedural steps to add a Charter Measure to the Ballot:
First Public Hearing on Proposed Charter: June 7, 2022
Second Public Hearing on Proposed Chatter: July 12, 2022 275 of 616
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Council action to place Charter Measure on Ballot: August 2, 2022 A proposed RPTT and charter could be submitted to the voters as one ballot measure.
If the proposed RPTT is structured as a general tax, the measure would require approval from a simple majority (50%+1) of voters in order to pass. However, a fourfifths (4/5) vote of the City Council is required to place a charter measure on the ballot.
C. Draft Charter
The proposed charter for the City of Pinole is included below as Attachment 1, and is described in more detail below. If adopted, the only new power the City will have under the proposed charter is the power to enact an increased RPTT. The proposed charter will prohibit the City from exercising any other powers. i. Continuation of Form of Government.
The proposed charter maintains the City’s existing Council-Manager form of government. Under a Council-Manager form of government, the City Council appoints the city manager as the chief administrative officer of the City. The city manager is responsible for appointing all department heads, except the city attorney and city clerk, who are appointed directly by the City Council.
This is Pinole’s current form of government, and it is incorporated into the proposed charter. The proposed charter does not create any new power or authority for the City Council to change this form of government. Any future change in the Pinole’s form of government would require approval by a majority of the voters. ii. Continuation of Existing Laws.
Under the proposed charter, the City’s existing Municipal Code, and all other ordinances, codes, resolutions, regulations and rules will remain in full force and effect if the Charter is adopted. The City will continue to be governed by these laws and regulations unless they are amended or repealed in the future. The City Council would be able to amend or repeal portions of the Municipal Code or any other existing laws in the same manner as is currently permitted.
iii. Compliance with Law Applicable to General Law Cities.
The proposed charter specifies that the City will comply with all state law governing municipal affairs (except for the enactment of an RPTT discussed further below). This means that the City will comply with all laws applicable to general law cities, which is the case now. The City will have no authority deviate from compliance with these laws absent an amendment to the charter approved by the voters. iv. Real Property Transfer Tax.
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The proposed charter provides that the only power of a charter city that Pinole may exercise is the power to enact an enhanced RPTT. Charter cities are not subject to state law regarding RPTTs because RPTTs are deemed municipal affairs. Under state law and the California Constitution, cities cannot impose, increase or extend any tax unless the tax is approved by the voters.
The proposed charter does not itself enact an RPTT. Rather, the RPTT will be enacted by a separate ordinance that will be approved by the voters. If the City Council decides to move forward with the process to become a charter city, the draft ordinance enacting the RPTT will be presented for review at the Second Public hearing to consider the draft charter.
D. Education and Outreach
The City can, if it desires, engage in limited education and outreach activities related to the possible transition to becoming a charter city and enacting an RPTT. These activities are strictly educational and may not advocate for a potential ballot measure.
Examples of education and outreach activities include social media posts, newsletters mailed to residents, and information on the City’s website. These activities could provide information and answer frequently asked questions about the status of the City’s budget, how an real property transfer tax works, and what powers a charter city has. The City’s consultant, LEG, could assist staff in preparing these materials. Any potential educational materials will be closely reviewed by the City Attorney’s Office to ensure compliance with applicable laws.
E. Council Direction
At the June 7, 2022 City Council meeting, staff will seek direction from the City Council on the following issues:
1. Whether to move forward with the process of becoming a charter city by holding a second public hearing and preparing an RPTT ordinance;
2. Whether to commence education and outreach activities;
3. The content of the Draft Charter; and
4. The applicable rate for the proposed RPTT.
FISCAL IMPACT
There is no direct fiscal impact from conducting this public hearing. If the City Council decides to proceed with pursuing a ballot measure to become a charter city, there will be a fiscal impact related to placing the measure on the ballot. If an increased RPTT is approved by the voters as part of a charter city measure, the additional revenue from the first year of the increased RPTT will greatly exceed these costs. However, it is uncertain whether voters will approve an increased RPTT.
ATTACHMENTS
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City Council Report
June 7, 2022
A. Draft Charter
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DRAFT
CHARTER OF THE CITY OF PINOLE
ARTICLE I. CONTINUATION OF BOUNDARIES
Section 101. Incorporation and Succession.
The municipal corporation now existing and known as the City of Pinole, hereafter referred to as the “City”, shall remain and continue to be a municipal body corporate and politic in name, in fact, and in law. The boundaries of the City shall continue as established prior to this Charter taking effect unless changed in the manner authorized by law. The City shall remain vested with and shall continue to own, have, possess, control, and enjoy all property rights and rights of action of every nature and description owned, had, possessed, controlled, or enjoyed by it at the time this Charter takes effect. The City shall be subject to all debts, obligations, and liabilities of the City at the time this Charter takes effect.
ARTICLE II. FORM OF GOVERNMENT AND EXISTING LAW
Section 201. Form of Government.
The government of the City shall continue to be the Council-Manager form of government as established by the Pinole Municipal Code at the time that this Charter takes effect and by the laws of the State of California.
Section 202. City Council, City Manager, and City Attorney. (a) The City Council shall establish the policy of the City. The City Manager shall carry out that policy.
(b) The City Council shall appoint the City Manager.
(c) The City Manager, as the chief administrative officer of the City, shall appoint all department heads other than the City Attorney and City Clerk. Involvement in administrative matters by the City Council or by any individual Councilmember shall occur only through the City Manager or pursuant to direction by the City Manager to members of the administrative staff.
(d) The City Council shall appoint the City Clerk.
(e) The City Council shall appoint the City Attorney. The City Attorney may be an employee of the City or an independent contractor providing legal services pursuant to a contract.
Section 203. Continuation of Existing Local Laws.
All ordinances, codes, resolutions, regulations, rules, and portions thereof, in force at the time this Charter takes effect, and not in conflict or inconsistent herewith, shall continue in force until repealed, amended, changed, or superseded in the manner provided by this Charter and any other applicable laws.
ATTACHMENT A
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ARTICLE III. POWERS OF THE CITY
Section 301. Real Property Transfer Tax
The City may exercise the powers of a charter city to impose a tax on the conveyance of real property, based upon the price paid for the real property ("real property transfer tax"). Any real property transfer tax imposed by the City shall be in addition to any similar tax authorized by the general laws of the State of California.
Section 302. General State Laws.
The City shall not exercise any of the powers of a charter city except as expressly provided for herein. Except as provided in this Charter, the powers of the City shall otherwise be constrained by, subject to, and governed by the general laws of the State of California as now and hereafter existing relating to cities organized under such general laws.
Section 303. Voter Approval
This Charter shall not be amended except by the electorate of the City of Pinole at a municipal election in accordance with the applicable laws of the State of California. 280 of 616
CITY COUNCIL REPORT
REPORT
DATE: JUNE 7, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARKISHA GUILLORY, FINANCE DIRECTOR
SUBJECT: REVISED PROPOSED FISCAL YEAR (FY) 2022/23 OPERATING
AND CAPITAL BUDGET
RECOMMENDATION
City staff recommends that the City Council review the Revised Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget (“Revised Proposed budget,” attached) and provide direction to staff for changes to incorporate into the next draft of the document, the Final Proposed version.
BACKGROUND
The City operates on an annual budget cycle. Through the budget, the City Council approves revenue estimates and authorizes City staff to expend the City’s limited financial resources.
City staff is responsible for preparing a proposed budget for City Council’s consideration. The proposed budget is created through a collaborative, iterative process involving the City Council, community, and City staff and includes the creation of a Preliminary Proposed, Revised Proposed, and ultimately Final Proposed budget.
The budget development process is more fully described in the budget document.
City staff invites the feedback of the City Council and members of the public on the Revised Proposed budget at the City Council’s June 7, 2022 meeting. Following the June 7, 2022 Council meeting, staff plans to incorporate the Council’s feedback as well as possibly additional staff-generated content into a Final Proposed version of the budget that will be presented to the City Council for consideration and possible adoption on June 21, 2022.
REVIEW AND ANALYSIS
The Revised Proposed budget for FY 2022/23 is primarily a status quo budget, meaning that it does not include any major changes to City programs or services. It does include the following noteworthy items:
11A
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• Increases in staffing to respond to key community priorities and organizational needs, including additional Police Officers and capital project staff; • One-time special projects, such as:
o Communication and engagement consulting;
o Diversity, equity, and inclusion (DEI) consulting;
o Legislative advocacy consulting;
o Fleet-wide replacement of Police in-car MDC computers; o SEI Climate Corps fellow to support the development of the Climate Action Plan; and
o Pinole Community Television (PCTV) master plan.
• A “vacancy savings factor;” and
• The appropriation of the City’s remaining American Rescue Plan Act (ARPA) funds to the General Fund to backfill the City’s loss of general revenue due to the COVID-19 pandemic.
These matters are fully described in the budget document.
The City’s all funds revenue in the Revised Proposed budget is approximately $56.0 million, and all funds expenditures are approximately $58.3 million. The General Fund (including Measure S 2006 and 2014 Funds) revenue is approximately $28.1 million, and expenditures are approximately $29.0 million. Below find a table summarizing General and all funds revenues, expenditures, and use of fund balances.
The budget anticipates a General Reserve balance of $9.3 million, General Fund unassigned fund balance of $8.8 million, and a Pension Trust Fund balance of $17.8 million at the end of FY 2022/23.
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Council-Directed Initiatives in FY 2021/22 Budget
The City Council allocated funding for a number of Council-directed initiatives in the FY 2021/22 Operating and Capital Budget, some of which will not be completed in FY 2021/22. Those that have been carried over to the Revised Proposed budget are listed below:
• Active Transportation Plan;
• Brandt Court improvements;
Fund
Total
Revenues
Total
Expenditures
Use of Fund
Balance ()
General Fund $ 28,111,479 $ 29,032,641 $ (921,162)
General Reserve Fund 650,925 - 650,925
Equipment Reserve Fund 85,000 205,000 (120,000)
Gas Tax Fund 1,003,271 715,647 287,624
Restricted Real Estate Maintenance Fund 39,991 26,000 13,991 Public Safety Augmentation Fund 172,766 387,365 (214,599) Traffic Safety Fund 46,500 21,059 25,441
Supplemental Law Enforcement Fund 158,327 111,067 47,260 NPDES Storm Water Fund 253,422 336,938 (83,516)
Recreation Fund 1,233,831 1,918,034 (684,203)
Building & Planning Fund 4,828,449 2,410,793 2,417,656
Refuse Management Fund 66,060 167,825 (101,765)
Solid Waste Fund 368,000 675,778 (307,778)
Measure C/J Fund 390,848 639,880 (249,032)
Rate Stabilization Fund 15,000 - 15,000
American Rescue Plan Act Fund 2,302,505 4,090,010 (1,787,505) Asset Seizure-Adjudicated Fund - 58,231 (58,231)
Parkland Dedication Fund 1,293,134 - 1,293,134
Growth Impact Fund 1,608,476 88,000 1,520,476
Housing Assets for Resale Fund 917,883 327,475 590,408
Lighting & Landscaping District Fund 63,911 62,125 1,786 Pinole Valley Caretaker Fund 15,000 15,055 (55)
Public Facilities Fund - 70,000 (70,000)
City Street Improvements Fund 1,651,210 1,706,213 (55,003) Arterial Streets Rehabilitation Fund 250,000 810,312 (560,312) Parks Grants 189,758 189,758 -
Sewer Enterprise Fund 8,366,176 11,258,624 (2,892,448)
Cable Access Television (PCTV) 535,052 646,780 (111,728) Pension Fund 1,140,017 2,056,612 (916,595)
Recognized Obligation Retirement Fund 255,000 227,378 27,622 Total $ 56,011,991 $ 58,254,600 $ (2,242,609)
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• City Hall planting/landscaping improvements;
• On-call consultants for capital projects;
• Emergency power for critical facilities;
• Installation of high-capacity trash bins;
• Municipal broadband planning;
• Non-capital recommendations of Beautification Ad Hoc Committee; and • Recycled water master planning.
At its meeting on April 26, 2022, the City Council requested that City staff provide an assessment of the cost, benefit, and feasibility of carrying out three Council-directed initiatives that were included in the FY 2021/22 Operating and Capital Budget, but on which staff has not yet begun work, listed below:
• Business development/community help reserve;
• Revitalization reserve; and
• Weatherization/energy efficiency program.
Business Development/Community Help Reserve
The City Council appropriated $10,000 in the FY 2021/22 budget for a business development/community reserve. City staff has not yet taken action to expend these funds. City staff recommends that this funding not be carried over in the FY 2022/23 budget. Rather, City staff recommends that these funds be returned to fund balance, and that the City Council consider options to support business development that are recommended in the forthcoming Economic Development Strategy.
Revitalization Reserve
The City Council The City Council appropriated $10,000 in the FY 2021/22 budget for the revitalization reserve. City staff has not yet taken action to expend these funds.
City staff recommends that this funding not be carried over in the FY 2022/23 budget.
The City Council approved other funding during FY 2021/22 to support small businesses impacted by COVID. City staff recommends that the revitalization reserve funds be returned to fund balance, and that the City Council consider options to support business revitalization that are recommended in the forthcoming Economic Development Strategy.
Weatherization/Energy Efficiency Program
The City Council appropriated $250,000 in the FY 2021/22 budget for the weatherization/energy efficiency program. The work has not started, and the funding has been carried forward to the FY 2022/23 budget. Staff recommends partnering with existing County programs and incentivize use of those programs with the $250,000 appropriation.
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Structural Balance
As noted above, the General Fund (including Measure S 2006 and 2014 Funds) revenue of the FY 2022/23 budget is approximately $28.1 million, and expenditures are approximately $29.0 million. The budget relies on the use of $481,861 of General Fund unassigned fund balance for ongoing expenditures and $1.9 million for one-time expenditures, which include the transfer of $650,925 to the General Reserve.
City staff believes that the budget is appropriate and prudent despite using General Fund fund balance to cover ongoing expenditures for the following reasons:
• The LTFP forecasts a significant increase in General Fund revenue in FY 2023/24;
• The City will likely receive additional General Fund revenue or have lower General Fund subsidies to certain functions as a result of increases in some City fees;
• The additional ongoing expenditures included in the budget, primarily additional staff, address key City Council and community priorities; and • The City has a number of new department heads that are becoming familiar with their programs and will identify efficiencies and less effective expenditures that can be eliminated from the FY 2023/24 budget.
If a proposed budget is structurally imbalanced, the City’s Structurally Balanced Budget Policy directs that staff should develop a plan to create a structurally balanced budget for the subsequent fiscal year.
If the City Council did not want to use $481,861 of General Fund fund balance to cover ongoing expenditures, it could eliminate any of the following items from the Revised Proposed budget or eliminate any other ongoing General Fund expenditures of an equivalent amount.
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FISCAL IMPACT
The City Council’s review and direction on the Revised Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget does not itself have any fiscal impact on the City. The fiscal impact of the Revised Proposed budget is well described in the budget document itself.
ATTACHMENTS
A – Revised Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget Item Amount
HR Technician $ 108,136
Admin Assistant from part-time to full-time 69,447
Police Officers (2) 292,834
Public Works Specialist (25% to General Fund) 26,506
Fire - increase allocation for weed abatement and fire fuel mitigation 50,000
HR - increase funding for various personnel-related
activities, including several mandated regulations 81,725 Police - new Axon body worn cameras 42,412
Police - LEXIPOL daily training bulletins 4,244
Code Enforcement - weed abatement during fire season 27,000 Code Enforcement - increase funding for code activities involving abatement of properties 24,000
Public Works - weekend litter cleaning at parks 50,000
Information Technology - addition of second full-time
dedicated contract IT staff person 163,460
Total $ 939,764
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OPERATING AND CAPITAL
BUDGET
FISCAL YEAR (FY) 2022/23
City of Pinole, California
Revised Proposed Version
ATTACHMENT A
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June 21, 2022
City Council and Residents -
City staff is pleased to present the Final Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget.
Like communities across the United States, the City has weathered the challenges created by COVID-19. The Pinole community demonstrated incredible resilience over the course of the last few years. This resilience is an asset that positions the City for a strong future.
Despite challenges, the City has nonetheless been able to complete many special projects over the past year. The City’s accomplishments in 2021 and plans for 2022 are well-summarized in the City of Pinole 2021 Year in Review and 2022 Look Ahead document, which was recently published.
The City organization is undergoing a significant transformation that is resulting in more efficient and effective City programs. The City plans for 2022 to be a year of reopening, engagement, and continuing to improve City services.
City staff is responsible for preparing a proposed budget for City Council’s consideration. The Final Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget incorporates input that was provided by the City Council and members of the community through multiple meetings of the Finance Subcommittee and City Council and other engagement opportunities. It is primarily a “status quo” budget, meaning that the revenue sources and service and staffing levels included in the budget are similar to those included in the current year’s budget. This is similar to past City budgets.
The current year budget, for FY 2021/22, does include some new investments in high priority areas compared to previous budgets, based on the vision, mission, and values of the City of Pinole Strategic Plan 2020 – 2025 (safe and resilient, financially stable, vibrant and beautiful, and high performance). The FY 2021/22 budget included new staff positions in Community Development, Public Works, Fire, and City Clerk. Those new positions resulted in immediate improvements in City services. The FY 2021/22 budget also included funding for several Strategic Plan and other Council-directed special projects, including development of an Active Transportation Plan, Climate Action Plan, recycled water feasibility study, municipal broadband feasibility study, and economic development strategy. Staff is in the process of completing these projects.
CITY OF PINOLE
Office of the City Manager
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The Final Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget also includes some new investments in high priority areas compared to previous budgets, consistent with the Strategic Plan, Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27 (LTFP), and community priorities. Notable new investments include additional Police Officer positions, additional capital project positions, and additional positions to improve organizational capacity.
As noted previously in various forums, the City has deferred some investment in core capital assets, business systems, and human capital over the years. Since having made reductions in staffing during the Great Recession, the City has been leanly staffed compared to many other cities and for the breadth of services it provides. Staff believes that reinvesting in these areas, including new positions, is critical to achieving the City’s vision, mission, and goals and the community’s expectations.
The Final Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget does include the use of General Fund fund balance for some ongoing expenditures. It also includes the use of General Fund fund balance for one-time expenditures. City staff believes that the Final Proposed Fiscal Year (FY) 2022/23 Operating and Capital Budget is appropriate and prudent despite using General Fund fund balance to cover some ongoing expenditures because the City expects a significant increase in General Fund revenue next year; the additional ongoing expenditures included in the budget, primarily additional staff, address key City Council and community priorities; and the City will implement efficiencies and eliminate less effective expenditures that will reduce future years’ budgets.
I would like to thank all of the members of the community that participated in this year’s budget development process, as well as the City’s Finance Department for preparing the budget. I strongly believe that the Final Proposed FY 2022/23 Operating and Capital Budget includes a wise allocation of the City’s limited financial resources that will result in visible improvements to City services and the community.
Sincerely,
Andrew Murray
City Manager
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Table of Contents
Table of Contents
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CITY OF PINOLE
FISCAL YEAR (FY) 2022/23 OPERATING AND CAPITAL BUDGET
TABLE OF CONTENTS
Transmittal Letter...............................................................................................................................i Table of Contents..............................................................................................................................iii Executive Summary............................................................................................................................1 Executive Summary................................................................................................................................... 3 Background .......................................................................................................................................7 Elected Officials and Department Heads.................................................................................................. 9 Strategic Plan 2020 – 2025 Vision, Mission, and Goals .......................................................................... 11 Profile of the City .................................................................................................................................... 12 City Organizational Structure.................................................................................................................. 14 Budget Development Process and Budget Award..............................................................................15 Budget Development Process................................................................................................................. 17 Budget Award.......................................................................................................................................... 21 Revenue and Expenditure Summaries...............................................................................................23 General Fund Revenue and Expenditures............................................................................................... 25 Major Non-General Funds....................................................................................................................... 34 All Funds Revenue and Expenditures...................................................................................................... 39 Long-Term Financial Forecast ................................................................................................................. 53 Budgeted Positions ................................................................................................................................. 55 Labor Allocations .................................................................................................................................... 59 Department Budgets........................................................................................................................61 Elected Officials....................................................................................................................................... 63 City Council ......................................................................................................................................... 63 City Treasurer...................................................................................................................................... 69 Appointed Officials .................................................................................................................................. 73 City Manager ....................................................................................................................................... 73 Information Technology................................................................................................................. 79 City Attorney....................................................................................................................................... 83 City Clerk ............................................................................................................................................. 87 Administration ........................................................................................................................................ 91 Finance................................................................................................................................................ 91 Human Resources............................................................................................................................... 95 Public Safety.......................................................................................................................................... 101 Police................................................................................................................................................. 101 Fire .................................................................................................................................................... 119 Public Works ......................................................................................................................................... 127 Administration & Engineering........................................................................................................... 135 Road Maintenance............................................................................................................................ 139 City of Pinole v 293 of 616
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Table of Contents
Facility Maintenance......................................................................................................................... 143 National Pollutant Discharge Elimination System (NPDES) Storm Water ....................................... 147 Park Maintenance............................................................................................................................. 149 Waste Reduction............................................................................................................................... 151 Lighting & Landscape District............................................................................................................ 153 Water Pollution Control Plant........................................................................................................... 155 Community Development..................................................................................................................... 165 Planning ............................................................................................................................................ 173 Building Inspection............................................................................................................................ 177 Successor Agency Administration..................................................................................................... 181 Housing Assets.................................................................................................................................. 183 Code Enforcement............................................................................................................................ 185 Economic Development……………………………………………………………………………………………………………….187 Community Services.............................................................................................................................. 189 Administration .................................................................................................................................. 196 Recreation ......................................................................................................................................... 196 Senior Center ............................................................................................................................... 198 Tiny Tots ....................................................................................................................................... 202 Youth Center ................................................................................................................................ 204 Day Camp ..................................................................................................................................... 208 Swim Center ................................................................................................................................. 210 Memorial Hall .............................................................................................................................. 212 Tennis Court ................................................................................................................................. 214 Pinole Community Television ........................................................................................................... 216 General Government ............................................................................................................................ 224 Appendix .......................................................................................................................................230 Accounting Basis ................................................................................................................................... 232 Monitoring the Budget.......................................................................................................................... 232 Fund Structure ...................................................................................................................................... 232 Glossary of Budget Terms & Acronyms ................................................................................................ 236 Financial and Investment Policies ......................................................................................................... 243 City of Pinole vi 294 of 616
Executive Summary
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EXECUTIVE SUMMARY
The City operates on an annual budget cycle. Through the budget, the City Council approves revenue estimates and authorizes City staff to expend the City’s limited financial resources. City staff is responsible for preparing a proposed budget for City Council’s consideration.
The Fiscal Year (FY) 2022/23 Operating and Capital Budget was created through a collaborative, iterative process involving the City Council, community, and City staff and included the creation of a Preliminary Proposed, Revised Proposed, and ultimately Final Proposed budget. The budget development process is more fully described in the Budget Development Process section below.
The Fiscal Year (FY) 2022/23 Operating and Capital Budget is primarily a status quo budget, meaning that it does not include any major changes to City programs or services. It does include some increases in staffing to respond to key community priorities and organizational needs. The staffing increases included in the budget are the following:
• Addition of two Police Officer positions to accommodate a modified 4/10 schedule for Police Department staff, the cost of which will be partially offset by a reduction in overtime costs;
• Addition of an Associate Civil Engineer position and a Public Works Specialist position to accelerate the completion of capital projects;
• Addition of a Development Services Technician position (split 50% for the Community Development Department and 50% for the Public Works Department) to expedite development application processing;
• Addition of a Recreation Coordinator position to carry out a grant-funded tobacco use reduction program;
• Addition of a Human Resources Technician position to perform critical risk management and employee engagement tasks;
• Changing the Administrative Assistant position in the City Clerk Department from part time to full time;
• Addition of a second full-time dedicated contract Information Technology (IT) staff person; and
• Addition of contract staff time for additional weekend cleaning of parks.
The budget also includes funding for a number of one-time special projects, including the following:
• Community and engagement consulting;
• Diversity, equity, and inclusion (DEI) consulting;
• Legislative advocacy consulting;
• Fleet-wide replacement of Police in-car MDC computers; and • SEI Climate Corps fellow to support the development of the climate action plan; and • Pinole Community Television (PCTV) master plan.
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Executive Summary
Additional explanation and justification of these staffing increases and special projects is contained in the Department Budgets section below.
The budget includes the following three additional noteworthy assumptions and proposals:
• The appropriation of the City’s remaining American Rescue Plan Act (ARPA) funds to the General Fund, to backfill the City’s loss of general revenue due to the COVID-19 pandemic;
• A “vacancy savings factor” of 5% to account for savings in salaries and benefits resulting from normal position vacancies; and
• A 3% cost of living adjustment (COLA) for all employees covered by the Pinole Police Employees Association (PPEA) labor memorandum of understanding (MOU), which will expire on June 30, 2022, and for which a successor MOU has not yet been executed between the City and the PPEA.
The City’s all funds revenue in the Fiscal Year (FY) 2022/23 Operating and Capital Budget is approximately $56.0 million, and the all funds expenditures are approximately $58.3 million. The General Fund (including Measure S 2006 and 2014 Funds) revenue is approximately $28.1 million, and General Fund expenditures are approximately $29.0 million. Below find a table summarizing General and all funds revenues, expenditures, and use of fund balances.
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Executive Summary
The budget includes a transfer from the General Fund to the General Reserve Fund to meet the City’s Reserve Policy requirement of maintaining a General Reserve balance equal to 50% of total ongoing General Fund expenditures. The budget anticipates a General Reserve balance of $9.3 million, General Fund unassigned fund balance of $8.8 million, and a Pension Trust Fund balance of $17.8 million at the end of FY 2022/23.
Note that the City Council allocated funding for a number of Council-directed initiatives in the FY 2021/22 Operating and Capital Budget, some of which will not be completed in FY 2021/22.
Fund
Total
Revenues
Total
Expenditures
Use of Fund
Balance ()
General Fund $ 28,111,479 $ 29,032,641 $ (921,162)
General Reserve Fund 650,925 - 650,925
Equipment Reserve Fund 85,000 205,000 (120,000)
Gas Tax Fund 1,003,271 715,647 287,624
Restricted Real Estate Maintenance Fund 39,991 26,000 13,991 Public Safety Augmentation Fund 172,766 387,365 (214,599) Traffic Safety Fund 46,500 21,059 25,441
Supplemental Law Enforcement Fund 158,327 111,067 47,260 NPDES Storm Water Fund 253,422 336,938 (83,516)
Recreation Fund 1,233,831 1,918,034 (684,203)
Building & Planning Fund 4,828,449 2,410,793 2,417,656
Refuse Management Fund 66,060 167,825 (101,765)
Solid Waste Fund 368,000 675,778 (307,778)
Measure C/J Fund 390,848 639,880 (249,032)
Rate Stabilization Fund 15,000 - 15,000
American Rescue Plan Act Fund 2,302,505 4,090,010 (1,787,505) Asset Seizure-Adjudicated Fund - 58,231 (58,231)
Parkland Dedication Fund 1,293,134 - 1,293,134
Growth Impact Fund 1,608,476 88,000 1,520,476
Housing Assets for Resale Fund 917,883 327,475 590,408
Lighting & Landscaping District Fund 63,911 62,125 1,786 Pinole Valley Caretaker Fund 15,000 15,055 (55)
Public Facilities Fund - 70,000 (70,000)
City Street Improvements Fund 1,651,210 1,706,213 (55,003) Arterial Streets Rehabilitation Fund 250,000 810,312 (560,312) Parks Grants 189,758 189,758 -
Sewer Enterprise Fund 8,366,176 11,258,624 (2,892,448)
Cable Access Television (PCTV) 535,052 646,780 (111,728) Pension Fund 1,140,017 2,056,612 (916,595)
Recognized Obligation Retirement Fund 255,000 227,378 27,622 Total $ 56,011,991 $ 58,254,600 $ (2,242,609)
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Executive Summary
Those that have been carried over to the budget are listed below:
• Active Transportation Plan;
• Brandt Court improvements;
• Business development/community help reserve;
• Revitalization reserve;
• City Hall planting/landscaping improvements;
• On-call consultants for capital projects;
• Emergency power for critical facilities;
• Installation of high-capacity trash bins;
• Municipal broadband planning;
• Non-capital recommendations of Beautification Ad Hoc Committee; • Recycled water master planning; and
• Weatherization/energy efficiency program.
It is a public finance best practice, and a goal of the City’s Financial Policy on a Structurally Balanced Budget, to create a proposed General Fund operating budget that is structurally balanced, meaning that ongoing revenues equal or exceed ongoing expenditures. The Financial Policy on a Structurally Balanced Budget does note that “it is, however, appropriate and consistent with best practice to adopt a structurally imbalanced budget for a given fiscal year under certain circumstances. For example, it is appropriate and consistent with best practice to use designated reserves as a non-recurring revenue to cover recurring expenditures during times of fiscal duress.”
As noted above, the General Fund (including Measure S 2006 and 2014 Funds) revenue of the FY 2022/23 budget is approximately $28.1 million, and expenditures are approximately $29.0 million. The budget relies on the use of $481,861 of General Fund unassigned fund balance for ongoing expenditures and $1.9 million for one-time expenditures, which include the transfer of $650,925 to the General Reserve.
City staff believes that the budget is appropriate and prudent despite using General Fund fund balance to cover ongoing expenditures because the LTFP forecasts a significant increase in General Fund revenue in FY 2023/24; the City will likely receive additional General Fund revenue or have lower General Fund subsidies to certain functions as a result of increases in some City fees; the additional ongoing expenditures included in the budget, primarily additional staff, address key City Council and community priorities; and the City’s new department heads will identify efficiencies and eliminate less effective expenditures in future years’ budgets. If a proposed budget is structurally imbalanced, the City’s Structurally Balanced Budget Policy directs that staff should develop a plan to create a structurally balanced budget for the subsequent fiscal year.
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Background
Background
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Background – Elected Officials and Department Heads
ELECTED OFFICIALS
Vincent Salimi Devin Murphy Anthony Tave
Mayor Mayor Pro Tempore Council Member
Maureen Toms Norma Martínez-Rubin Roy Swearingen
Council Member Council Member City Treasurer
DEPARTMENT HEADS
City Manager Andrew Murray
City Attorney (Contract) Eric Casher
City Clerk Heather Bell
Community Development Director Lilly Whalen
Community Services Director Vacant
Finance Director Markisha Guillory
Fire Chief Chris Wynkoop
Human Resources Director Stacy Shell
Police Chief Neil Gang
Public Works Director Sanjay Mishra
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Background
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Background – City of Pinole Strategic Plan 2020-2025
CITY OF PINOLE STRATEGIC PLAN 2020-2025
In February 2020, the City of Pinole adopted a Strategic Plan 2020 – 2025. The Strategic Plan established the following vision, mission, and goals for the City, as well as 22 specific “strategies” (special projects), to be completed over a five-year timeframe, that would help the City achieve the goals.
VISION
Pinole is a safe, vibrant, and innovative community with small town charm and high quality of life.
MISSION
Pinole will be efficient, ethical, and effective in delivering quality services with community involvement and fiscal stewardship.
GOALS
1. Safe and Resilient Pinole: Develop and communicate resilience through quality public safety service delivery, property maintenance policies and practices, and disciplined investment in community assets.
2. Financially Stable Pinole: Ensure the financial health and long-term sustainability of the City.
3. Vibrant and Beautiful Pinole: Facilitate a thriving community through development policies and proactive relationship building.
4. High Performance Pinole: Build an organization culture that is efficient, ethical, and effective in delivering quality services with community involvement and fiscal stewardship.
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Background – Profile of the City
PROFILE OF THE CITY
The City of Pinole is primarily a residential community located in the San Francisco Bay Area on the shores of San Pablo Bay in West Contra Costa County. Interstate 80, which traverses Pinole, connects the San Francisco/Oakland metropolitan area with Sacramento and points east. Pinole is linked to central Contra Costa County, which includes the cities of Martinez, Concord, and Pleasant Hill, by State Route 4, which begins just north of Pinole and connects with Interstate 680. There are approximately four square miles of land included in Pinole’s boundary. The City’s population at January 1, 2021 was 19,369, according to the California Department of Finance.
The City is a general law city that was incorporated on June 25, 1903. The City operates under a Council-Manager form of government, whereby policies of the City Council are administered by a City Manager who is appointed by the City Council. All municipal departments operate under the supervision of the City Manager. The Council consists of five members who are elected at large for four-year overlapping terms. The Council elects one of the Council members to serve as Mayor each year.
The City is a full-service city that provides the following services: public safety (police and fire), public works, community services (including recreation and Pinole community television), community development, and general administration services.
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Background
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Background – Organizational Structure
ORGANIZATIONAL STRUCTURE
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Budget Development Process and Budget Award
Budget Development Process and Budget Award
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BUDGET DEVELOPMENT PROCESS
The City’s budget is created through a collaborative, iterative process involving the City Council, community, and City staff. The City’s budget development process is considered an “incremental” budget process, meaning that the budget for the upcoming year is developed based on the current year’s budget and includes incremental changes.
City staff takes the following steps to create the budget:
• Finance Department uses the current budget, which incorporates any mid-year changes approved by the City Council, as the starting point; • Finance Department creates a “baseline budget” for the upcoming year by taking the ongoing revenues and expenditures included in the current budget and factoring in known or assumed changes to revenues and expenditures (i.e., forecasted changes to different revenue streams, general inflation, known changes to debt service, etc.); • Departments review and confirm the known and assumed changes incorporated into the baseline budget;
• Departments submit requests for changes from the baseline budget to address proposed special projects or increased service levels;
• Finance Department and City Manager consider department requests for changes to the baseline budget and prepare a Preliminary Proposed budget for the Finance Subcommittee and/or City Council’s consideration;
• Finance Department incorporates changes and prepares the Revised Proposed budget for the Finance Subcommittee and/or City Council’s consideration; • Finance Department incorporates any final changes as necessary and submits the Final Proposed Budget to the City Council for adoption.
The City also prepares a Long-Term Financial Plan (LTFP) and a Five-Year Capital Improvement Plan (CIP), which inform the budget.
City staff presented the General Fund baseline budget to the Finance Subcommittee on April 14, 2022 and to the City Council on April 26, 2022 (budget workshop). At the April 26, 2022 meeting, staff asked the City Council whether it would like to add any special projects or other changes to the baseline budget. The City Council did not direct staff to add any additional items to the budget. Staff then prepared the Preliminary Proposed budget, which was presented to the City Council on May 17, 2022. City staff invited the feedback from the City Council and members of the public on the Revised Proposed budget at the City Council’s June 7, 2022 meeting. Following the June 7, 2022 Council meeting, staff incorporated the Council’s feedback into a Final Proposed version of the budget that was presented to the City Council for adoption on June 21, 2022.
The Preliminary Proposed Long-Term Financial Plan for FY 2022/23 – FY 2026/27 was presented to the City Council at its meeting on April 26, 2022 and the Revised Proposed LTFP was presented City of Pinole 17 311 of 616
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Budget Development Process and Budget Award
to the City Council on May 17, 2022. The Final Proposed LTFP was presented to the City Council for adoption on June 7, 2022.
City staff presented the baseline budget for the FY 2022/23 Five-Year Capital Improvement Plan (CIP) to the Finance Subcommittee on April 14, 2022. At the April 26, 2022 meeting, staff presented the proposed projects for the FY 2022/23 CIP to the City Council. The City Council asked questions of staff and provided feedback on the draft CIP. Staff prepared the Preliminary Proposed FY 2022/23 Five-Year CIP, which was presented to the City Council on May 17, 2022.
City staff invited the feedback from the City Council and members of the public on the Revised Proposed FY 2022/23 Five-Year CIP at the City Council’s June 7, 2022 meeting. Following the June 7, 2022 Council meeting, staff incorporated the Council’s feedback into a Final Proposed version of the CIP that was presented to the City Council for adoption on June 21, 2022.
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KEY MILESTONES OF THE DEVELOPMENT OF THE BUDGET, LTFP, AND CIP FOR FY 2022/23
March
22, 2022
•Department Proposed FY 2022/23 Budget Requests due to Finance April 14,
2022
•Finance Subcommittee Meeting
•Status Quo Financial Forecast for the Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27
•FY 2022/23 General Fund Baseline Budget
•Draft FY 2022/23 - FY 2026/27 Five-Year Capital Improvement Plan (CIP) April 20-
21, 2022
•Budget Review Meetings
•City Manager and Finance Department meet with Department Directors to review and discuss proposed budgets
April 26,
2022
•City Council Special Meeting (Workshop)
•Preliminary Proposed Long-Term Financial Plan for FY 2022/23 - FY 2026/27 •FY 2022/23 General Fund Baseline Budget
•Proposed Projects for FY 2022/23 - FY 2026/27 Five-Year Capital Improvement Plan (CIP)
May 3,
2022
•City Council Meeting
•Preliminary Proposed FY 2022/23 Operating and Capital Budget May 17,
2022
•City Council Meeting
•Preliminary Proposed FY 2022/23 Five-Year Capital Improvement Plan (CIP) •Revised Final Proposed Long-Term Financial Plan for FY 2022/23 - FY 2026/27 June 7,
2022
•City Council Meeting
•Adopt Final Proposed Long-Term Financial Plan for FY 2022/23 - FY 2026/27 •Revised Proposed FY 2022/23 Operating and Capital Budget •Revised Proposed FY 2022/23 Five-Year Capital Improvement Plan (CIP) June 21,
2022
•City Council Meeting
•Adopt Final Proposed FY 2022/23 Operating and Capital Budget •Adopt Final Proposed FY 2022/23 Five-Year Capital Improvement Plan (CIP) •Adopt FY 2022/23 Appropriations Limit
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BUDGET AWARD
The City received its eighth consecutive Operating Budget Excellence Award from the California Society of Municipal Finance Officers (CSMFO) for its FY 2021/22 budget. The City previously received the Meritorious Award for its FY 2005/06 through FY 2010/11 budgets, and Outstanding Financial Reporting for its FY 1995/96 through FY 2000/01 budgets. The award reflects the commitment of the City to meeting the highest principles of government budgeting. To receive this award, the City had to satisfy nationally-recognized guidelines for effective budget presentation.
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Revenue and Expenditure Summaries
Revenue and Expenditure Summaries
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Revenue and Expenditure Summaries – General Fund
REVENUE AND EXPENDITURE SUMMARIES
The City’s General Fund accounts for all general revenues received by the City. The General Fund supports various City operations, including primarily public safety. The City also has numerous other funds that account for revenue received and expended for specific purposes.
GENERAL FUND REVENUE
The major revenue sources for the General Fund are property tax, sales tax, utility users’ tax, intergovernmental tax, franchise fees, business license tax, and transient occupancy tax. The City’s Finance Department creates the estimates of these General Fund revenues for the budget using economic information obtained from several sources, including the State of California, Contra Costa County, and third-party consultants. Estimates of revenues generated by City departments are prepared by the respective department with assistance from the Finance Department. Each of these revenue sources is described in detail below.
Total General Fund (including Measure S 2006 and 2014 Funds) revenue is projected to be $28.1 million, including transfers in, in FY 2022/23, as summarized below.
Property Tax
Property tax is an ad valorem tax imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property (movable property). The fixed Revenue by Category
311 - Property Taxes 3,837,167 4,514,755 4,091,345 4,230,122 4,776,626 312 - Sales and Use Taxes 8,281,048 7,689,917 8,927,361 9,323,848 9,484,095 313 - Utility Users Tax 1,812,844 1,809,832 1,939,726 1,915,000 1,934,150 314 - Franchise Taxes 735,311 750,002 751,598 779,000 786,790 315 - Other Taxes 884,757 826,504 795,839 800,000 852,500 321 - Intergovernmental Taxes 1,836,501 1,952,717 2,034,203 2,082,883 2,215,948 323 - State Grants 109,993 40,193 10,951 40,000 40,000
324 - Other Grants 57,026 47,026 287,768 47,026 47,026
332 - Permits 57,354 65,987 77,992 68,700 68,700
341 - Review Fees 44,484 13,730 37,139 28,000 28,000
342 - Other Fees 69,934 41,929 56,754 40,694 43,194
343 - Abatement Fees 15,893 46,060 3,844 7,000 36,000
351 - Fines and Forfeiture 51,741 16,874 13,166 22,050 22,050 361 - Public Safety Charges 967,318 1,260,013 1,345,588 1,339,796 1,405,108 370 - Interest and Investment Income 269,508 289,324 33,340 150,000 150,000 381 - Rental Income 89,500 89,661 86,880 89,896 89,896
383 - Reimbursements 93,367 23,257 83,285 18,674 18,674 384 - Other Revenue 7,077 47,205 3,788 5,100 5,100
392 - Proceeds from Sale of Property 1,290 13,855 83,209 601,000 1,000 393 - Loan/Bond Proceeds 1,500,000 500,000 55,197 - -
399 - Transfers In 6,290,688 - - - -
399 - Transfers In from Section 115 Trust - - 1,327,427 853,686 2,016,612 399 - Transfers In from ARPA Fund - - - - 4,090,010
Revenue Total 27,012,802 20,038,840 22,046,398 22,442,475 28,111,479 City of Pinole 25 319 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund
statutory rate is 1% of assessed valuation. Assessed value is based on the 1975 property values with subsequent increases limited to 2% or CPI growth, whichever is less. However, when there is a change in property ownership, property renovation or new construction, property is reappraised at its full current market value. Proposition 8 allows the County Assessor to decrease these assessed values when property values decline and recapture these valuations back to the original amounts in the following years if property values increase.
The General Fund receives on average 19% of the total ad valorem property taxes levied (excluding voter approved tax overrides pledged for the retirement of bonded debt) on property located within the City’s boundary (exclusive of the Redevelopment Project Areas). Property tax settlements are received in December (55%), April (40%) and June (5%). Property tax is imposed and collected by the County. Contra Costa County is on a Teeter Plan. The County absorbs the delinquencies under this plan. The chart below illustrates the breakdown of the agencies that receive the property tax dollar.
The City uses property tax estimates provided by consulting firm HdL as the basis for the budget.
For FY 2022/23, property tax is estimated to be $4.8 million, a 13% increase over the FY 2021/22 revised budget. The increase is largely due to the increase in residual property tax revenue that the City expects to receive from the former Redevelopment agency due lower outstanding debt.
Property Tax Dollar Breakdown
Sales Tax
Sales tax is the General Fund’s single largest revenue source. The City’s 9.75% Sales tax is levied on all merchandise and includes the 1% Bradley Burns Sales Tax, 0.5% Measure S 2006 Sales and Use Tax, and 0.5% Measure S 2014 Sales and Use Tax. The City uses sales tax estimates provided by consulting firm HdL as the basis for the budget. For FY 2022/23, General Fund sales tax, including Measure S 2006 and 2014, is projected to be $9.5 million, a 2% increase over the FY 2021/22 revised budget.
West Contra Costa
Unified
34%
Pinole General
Fund
19%
County General
14%
K-12 Schools ERAF
14%
Community
College District
5%
East Bay Regional
Park
3%
Community
College ERAF
2%
Health Care,
Library, EBMUD
5%
Other
3%
City of Pinole 26 320 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund
Sales Tax Dollar Breakdown
Utility Users’ Tax
Utility Users’ Tax (UUT) is levied in accordance with Chapter 3.26 of the Municipal Code, amended in 2018 which levies an 8% tax on the value public utilities services consumed within the City limits for electricity, natural gas, and telecommunications. Low-income households are eligible for exemption from payment. The Electorate ratified renewal of the taxing authority in November 2018. The City estimates UUT based on historical trends and industry resources. For FY 2022/23, UUT is projected to be $1.9 million, a 1% increase over the FY 2021/22 revised budget.
Franchise Fees
Franchise tax is levied on organizations that use the public right of way to furnish gas (PG&E) (1%) and electricity (PG&E) (2%), refuse (Republic Services) (10%), and cable television (Comcast and AT&T) (5%). The various fees are delineated in franchise agreements and are paid directly to the city by these franchisees. Estimates are based on historical experience considering contract amendments which impact future years. For FY 2022/23, franchise tax is projected to be $786,790, a 1% increase over the FY 2021/22 revised budget.
Business License Tax
Business license tax is assessed on all businesses doing business within City limits in accordance with Municipal Code Title 5. The City charges business license tax in accordance with the provisions of Government Code 37101. Pinole’s tax is computed based on a flat tax of $152 (current) per year combined with a variable tax component based on number of employees engaged in each business. Estimates are based on trend analysis. For FY 2022/23, business license is projected to be $412,500, an 8% increase over the FY 2021/22 revised budget.
State General
Fund
3.94%
Bradley-Burns
1.00%
County Mental
Health/Welfare/P
ublic Safety
1.56%
Measure S 2006
0.50%
Measure S 2014
0.50%
County Public
Safety (Prop 172),
0.50%
Countywide
Transportation
Fund, 0.25%
BART, 0.50%
Contra Costa
Transportation
Authority, 0.50%
CCC Transaction
& Use Tax, 0.50%
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Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund
Transient Occupancy Tax (Motel or Bed Tax)
Transient Occupancy Tax (TOT) is a 10% tax levied by the City for the privilege of occupying quarters on a transient basis (Chapter 3.24 of Municipal Code). This tax is imposed upon persons staying 30 days or less in a motel or lodging facility. The tax rate is set at the discretion of the City Council, subject to ratification by the City’s electorate. For FY 2022/23, transient occupancy tax is projected to be $440,000, a 5% increase over the FY 2021/22 revised budget.
Motor Vehicle In-lieu
Motor Vehicle In-lieu (VLF) is the City’s share of motor vehicle license fees levied, collected and apportioned by the State. VLF, also called the “motor vehicle in-lieu tax” is a tax on the ownership of registered motor vehicles which takes the place of taxation of this personal property. The VLF is paid annually at the time vehicle licenses are renewed based on current value adjusted for depreciation. The budget projection is based on projections provided by the City’s property tax consultant HdL. For FY 2022/23, VLF is projected to be $2.2 million, a 6% increase over the FY 2021/22 revised budget.
Public Safety Charges
Public safety charges are received for dispatch services provided to the cities of Hercules and San Pablo under an Intergovernmental Service Sharing agreement. A portion of the costs of this activity are reimbursed by the City of Hercules and City of San Pablo. Under the current agreement, the City’s recovers approximately 67% of the activity’s budget. The budget projection is based on the formula provided in the agreement. For FY 2022/23, public safety charges are projected to be $1.4 million, a 5% increase over the FY 2021/22 revised budget.
Other Revenue
Other revenue is made up of all other revenue sources, such as fees, permits, interest income, grants, reimbursements, and other miscellaneous revenue. These revenues are projected primarily using historical trend analysis. The FY 2022/23 budget assumes an average 1% increase over the FY 2021/22 revised budget.
The City is currently conducting a comprehensive fee study to determine the City’s total cost of providing certain services. The study will likely recommend changes to the City’s fees, which could potentially increase revenue generated from fees in the future. The budget does not assume any increased revenues related to potential changes in City fees resulting from the comprehensive fee study.
GENERAL FUND EXPENDITURES
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Revenue and Expenditure Summaries – General Fund
General Fund revenues are not restricted to any specific use and can be expended on any allowable municipal purpose. For FY 2022/23, total General Fund expenditures are projected to be $29.0 million, including transfers out, as summarized below.
Salaries
Salaries comprise approximately 38% of total General Fund expenditures and are the largest expense in the budget. Salaries are forecasted to increase by the standard 3% per year unless a different cost of living adjustment (COLA) is agreed upon between the City and employee group in labor agreements.
Employee Benefits
Retirement benefits comprise approximately 12% of total General Fund expenditures. The City’s annual required contribution is forecasted based on the most recent actuarial valuation reports provided by the California Public Employees’ Retirement System (CalPERS). The forecast reflects the net cost of the required employer contribution minus employee contributions.
Other benefits comprise approximately 12% of total General Fund expenditures. This category includes all benefits other than retirement, such as medical, dental, vision, life insurance, and long-term disability benefits.
Professional and Administrative Services
This category includes City Attorney services, temporary services, network and software maintenance, and equipment and building maintenance. Contract services with other government agencies, such as the County animal services and library services, are also included in professional services.
Other Operating Expenses
This category includes all other expenditure categories, such as travel/training, office expenses, utilities, indirect costs, and materials and supplies.
Capital Outlay
Expenditures by Category
40 - Salaries and Wages 8,595,485 9,182,685 9,687,549 10,553,426 11,492,312 41 - Employee Benefits 4,871,717 5,315,443 5,492,537 6,822,073 7,496,535 42 - Professional/Administrative Services 2,792,982 2,841,245 3,120,915 4,612,687 4,253,726 43 - Other Operating Expenses 219,803 276,628 332,324 286,311 286,311 44 - Materials and Supplies 137,174 152,349 148,389 188,700 229,200 46 - Interfund/Interdepartmental Charges (1,232,247) (807,690) (916,482) (845,041) (689,039) 47 - Asset Acquisition, Improvement, Disposal 672,010 1,031,960 1,397,824 3,634,781 3,298,109 48 - Debt Service 643,846 606,554 558,607 576,107 596,107 49 - Transfers Out 21,732,833 1,255,058 1,588,652 3,161,017 2,069,380 Expenditures Total 38,433,603 19,854,232 21,410,315 28,990,061 29,032,641 City of Pinole 29 323 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund
This category includes capital improvement projects mainly for facility and park maintenance.
Capital improvement projects are funded by other funds outside of the General Fund. Each year, capital needs are assessed and prioritized through the capital improvement planning process and included in the Five-Year Capital Improvement Plan (CIP).
Debt Service
This category includes the payment of debt for the 2006 pension obligation bonds (POBs) that were issued to finance the City’s unfunded accrued actuarial liability with CalPERS. The future years are forecasted based on the long-term debt obligation schedule.
Transfers Out
This category includes the transfers from the General Fund and Measure S to other funds to support Recreation programs, Pinole Community Television (PCTV), vehicle and equipment replacement. Transfers out also includes the transfer from the General Fund to the General Reserve Fund.
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Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund
GENERAL FUND
(Including Measure S 2006 and 2014)
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
FY 2021/22
Revised
Budget
FY 2022/23
Proposed
Budget
Revenue by Category
311 - Property Taxes 3,837,167 4,514,755 4,091,345 4,230,122 4,776,626 312 - Sales and Use Taxes 8,281,048 7,689,917 8,927,361 9,323,848 9,484,095 313 - Utility Users Tax 1,812,844 1,809,832 1,939,726 1,915,000 1,934,150 314 - Franchise Taxes 735,311 750,002 751,598 779,000 786,790 315 - Other Taxes 884,757 826,504 795,839 800,000 852,500 321 - Intergovernmental Taxes 1,836,501 1,952,717 2,034,203 2,082,883 2,215,948 323 - State Grants 109,993 40,193 10,951 40,000 40,000
324 - Other Grants 57,026 47,026 287,768 47,026 47,026
332 - Permits 57,354 65,987 77,992 68,700 68,700
341 - Review Fees 44,484 13,730 37,139 28,000 28,000
342 - Other Fees 69,934 41,929 56,754 40,694 43,194
343 - Abatement Fees 15,893 46,060 3,844 7,000 36,000
351 - Fines and Forfeiture 51,741 16,874 13,166 22,050 22,050 361 - Public Safety Charges 967,318 1,260,013 1,345,588 1,339,796 1,405,108 370 - Interest and Investment Income 269,508 289,324 33,340 150,000 150,000 381 - Rental Income 89,500 89,661 86,880 89,896 89,896
383 - Reimbursements 93,367 23,257 83,285 18,674 18,674 384 - Other Revenue 7,077 47,205 3,788 5,100 5,100
392 - Proceeds from Sale of Property 1,290 13,855 83,209 601,000 1,000 393 - Loan/Bond Proceeds 1,500,000 500,000 55,197 - -
399 - Transfers In 6,290,688 - - - -
399 - Transfers In from Section 115 Trust - - 1,327,427 853,686 2,016,612 399 - Transfers In from ARPA Fund - - - - 4,090,010
Revenue Total 27,012,802 20,038,840 22,046,398 22,442,475 28,111,479 Expenditures by Category
40 - Salaries and Wages 8,595,485 9,182,685 9,687,549 10,553,426 11,492,312 41 - Employee Benefits 4,871,717 5,315,443 5,492,537 6,822,073 7,496,535 42 - Professional/Administrative Services 2,792,982 2,841,245 3,120,915 4,612,687 4,253,726 43 - Other Operating Expenses 219,803 276,628 332,324 286,311 286,311 44 - Materials and Supplies 137,174 152,349 148,389 188,700 229,200 46 - Interfund/Interdepartmental Charges (1,232,247) (807,690) (916,482) (845,041) (689,039) 47 - Asset Acquisition, Improvement, Disposal 672,010 1,031,960 1,397,824 3,634,781 3,298,109 48 - Debt Service 643,846 606,554 558,607 576,107 596,107 49 - Transfers Out 21,732,833 1,255,058 1,588,652 3,161,017 2,069,380 Expenditures Total 38,433,603 19,854,232 21,410,315 28,990,061 29,032,641 Expenditures by Department
10 - City Council 154,426 210,303 221,252 182,509 176,396 11 - City Manager 163,510 206,565 603,505 681,538 615,943 12 - City Clerk 235,966 183,241 243,065 450,393 586,347 13 - City Treasurer 10,866 8,592 8,286 8,693 8,662
14 - City Attorney 333,522 489,469 489,955 310,200 321,057 15 - Finance Department 484,084 482,166 573,555 571,746 632,747 16 - Human Resources 392,207 430,578 292,727 523,446 768,472 17 - Non-Departmental 23,838,632 3,495,716 3,534,790 5,236,811 3,627,442 18 - Information Systems 54,964 21,748 - - 102,600
22 - Police Department 7,690,677 8,057,519 8,495,554 9,897,426 10,535,459 23 - Fire Department 3,759,053 4,514,810 5,429,808 5,092,242 5,514,428 34 - Public Works 1,235,702 1,521,779 1,335,586 5,146,991 5,146,752 46 - Community Development 79,996 217,153 173,504 389,885 527,464 55 - Community Services - 14,593 8,727 498,182 468,872
Expenditures Total 38,433,603 19,854,232 21,410,315 28,990,061 29,032,641 Net Operating Results (11,420,801) 184,609 636,084 (6,547,586) (921,162) City of Pinole 31 325 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund
Property Taxes,
4,776,626 , 17%
Sales and Use Taxes,
9,484,095 , 34%
Utility Users Tax,
1,934,150 , 7%
Franchise Taxes,
786,790 , 3%
Other Taxes, 852,500
, 3%
Intergovernmental
Taxes, 2,215,948 , 8%
Public Safety Charges,
1,405,108 , 5%
Other Revenues,
549,640 , 2%
Transfers In ,
6,106,622 , 21%
General Fund Revenue by Type: $28,111,479
Salaries and Wages,
11,492,312 , 38%
Employee Benefits,
7,496,535 , 24%
Professional/Admin
Svcs, 4,253,726 , 14%
Other Operating ,
286,311 , 1%
Materials and Supplies,
229,200 , 1%
Interdepartmental
Charges, (689,039), 2%
Capital Outlay,
3,298,109 , 11%
Debt Service, 596,107 ,
2%
Transfers Out,
2,069,380 , 7%
General Fund Expendiures by Type: $29,032,641
City of Pinole 32 326 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund
City Council, 176,396 ,
1%
City Manager, 615,943 ,
2%
City Clerk, 586,347 , 2%
City Treasurer, 8,662 ,
0%
City Attorney, 321,057 ,
1%
Finance Department,
632,747 , 2%
Human Resources,
768,472 , 3%
Non-Departmental,
3,627,442 , 12%
Information Systems,
102,600 , 0% Police Department,
10,535,459 , 36%
Fire Department,
5,514,428 , 19%
Public Works, 5,146,752
, 18%
Community
Development, 527,464 ,
2%
Community Services,
468,872 , 2%
General Fund Expendiures by Department: $29,032,641
City of Pinole 33 327 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Major Non-General Funds
MAJOR NON-GENERAL FUNDS
Aside from the General Fund, the City also maintains special revenue funds, capital project funds, and enterprise funds. These funds generate revenue from many sources, such as taxes, charges for services, and user fees. Below find descriptions of the major Non-General Funds.
Special Revenue Funds
Gas Tax Fund - 200
The Gas Tax Fund accounts for the Highway Users Tax Account (HUTA) State imposed excise taxes on gasoline and diesel fuel sales within the City Limits. These taxes are distributed primarily on the basis of population pursuant to formulas specified in Streets and Highways Code Sections 2105, 2106, 2107, 2107.5, and Section 2103. As a result of the Road Repair and Accountability Act of 2017 (SB1 Beall), funds received as part of the Road Maintenance and Rehabilitation Account (RMRA) Section 2106 are also accounted for in this fund. Gas Tax funds are restricted for use in the construction, improvement, and maintenance of public streets. These funds support both annual operating and capital projects related to streets. It is common for funds that support capital projects to accrue significant fund balances over multiple years while cities save resources over time to invest in large projects, which have greater economies of scale. For FY 2022/23, revenue is projected to be $1.0 million, a 9% increase over the FY 2021/22 revised budget. Expenditures are projected to be $715,647, a 33% decrease over the FY 2021/22 revised budget.
Recreation Fund - 209
The Recreation Fund accounts for program fees, fundraising proceeds, and donations for Recreation programs. Resources are used towards staffing and maintenance costs to operate the programs. The fund receives a transfer in from the General Fund to offset a recurring operating loss. For FY 2022/23, revenue is projected to be $1.2 million, a 23% decrease from the FY 2021/22 revised budget. Expenditures are projected to be $1.9 million, a 24% increase over the FY 2021/22 revised budget. The budget assumes that Recreation programs to be open at full capacity during FY 2022/23. The Recreation Fund is expected to have a negative fund balance of $585,205 by the end of FY 2022/23. The fund will be assessed at mid-year to determine if additional General Fund support will be needed to balance the fund. Also, the City is currently conducting a fee study to determine the City’s total cost of providing certain services. The study will likely recommend changes to the City’s recreation program fees, which is expected to result in increased revenue.
Building and Planning Fund - 212
The Building and Planning Fund accounts for fees collected for building permits and plan check fees. Fees collected are used to cover the cost involved in plan checks and inspections City of Pinole 34 328 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Major Non-General Funds performed. The City is currently conducting a fee study to determine the City’s total cost of providing certain services that have a specific beneficiary. The study will likely recommend changes to the City’s building and planning fees, which is expected to result in increased revenue.
Several large developments projects are anticipated to be initiated in FY 2022/23, which explains the large increases in the forecasted permit and fee revenues for that year. For FY 2022/23, revenues are projected to be $4.9 million, a 144% increase over the FY 2021/22 revised budget.
This significant increase is attributable to anticipated growth in review fees for several large development projects for which deposits have been received. Expenditures are projected to be $2.4 million. It is anticipated that approximately $661,320 of fund balance will be used, leaving a balance of $1.7 million.
Solid Waste Fund – 214
The Solid Waste Fund accounts for funds received from Republic Services, Inc. from a surcharge it assesses on customer rates for solid waste services. These funds are set aside for future solid waste capital projects and for a rate stabilization fund. For FY 2022/23, revenues are budgeted at $368,000 and expenditures are budgeted at $675,778. It is anticipated that approximately $307,778 of fund balance will be used for capital projects.
Measure C/J Fund - 215
The Measure C/J Fund accounts for special override sales tax revenues collected by the Contra Costa Transportation Authority (CCTA) and reapportioned to the cities for local street projects.
The City must submit a checklist each year to confirm compliance with a Growth Management Program to maintain eligibility for the funds. Estimates of annual funding are provided by the CCTA, and jurisdiction allocations are based on a formula split (50/50) between population and road mileage. It is common for funds that support capital projects to accrue significant fund balances over multiple years while cities save resources over time to invest in large projects, which have greater economies of scale. For FY 2022/23, revenues are projected to be $390,848.
Expenditures are projected to be $639,880. It is anticipated that approximately $249,032 of the estimated $1.7 million fund balance will be used to fund road and facility projects. Spending of these funds is dependent on the timing of spending for capital projects.
American Rescue Plan Act Fund – 217
The American Rescue Plan Act Fund accounts for the $4.6 million allocated to the City from the federal government from the American Rescue Plan Act (ARPA) of 2021. The City received its first tranche of $2.3 million in July 2021 and will receive the second tranche one year later. For FY 2022/23, the remaining funding of approximately $4.1 million is appropriated to backfill revenue loss in the General Fund and will be used to fund the City’s general purpose activities that were negatively impacted by COVID-19 pandemic.
City of Pinole 35 329 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Major Non-General Funds Parkland Dedication Fund – 275
The Parkland Dedication Fund provides for the acquisition and development of parks as specified in the City’s Parkland Dedication Ordinance (PDO) (Municipal Code Sec. 16.28) which requires as a condition of approval for the subdivision of land, the dedication of park land or payment of a fee in-lieu of dedication, pursuant to California Government Code 66477 (the “Quimby Act”). For FY 2022/23, revenue is projected at $1.3 million due from developers for several large multi-unit developments. There are not any budgeted expenditures.
Growth Impact Fund – 276
The Growth Impact Fund accounts for development fees collected to mitigate the impact of new development. Specifically, it provides for the expansion, design, construction, or upgrade to facilities, roadways, and equipment. The City collects impact fees for police, fire protection, municipal, community, wastewater, roadways, and drainage. For FY 2022/23, revenue is budgeted $1.6 million due from developers for several large multi-unit developments.
Expenditures are projected at $88,000 for capital projects.
Housing Assets Fund – 285
The Housing Assets Fund accounts for resources related to the affordable housing activities and portfolio of the former Redevelopment Agency. Funds must be expended for housing activities.
The fund balance has increased in recent years due to the repayment of a significant loan due to the fund.
Capital Project Funds
City Street Improvements Fund – 325
The City Street Improvements Fund receives a transfer of $250,000 per year from Measure S 2014 to fund road maintenance projects. It has a substantial fund balance due to the accumulation of unspent funds from prior fiscal years. For FY 2022/23, revenues are budgeted at $1.7 million due to anticipated grants from the West County Subregional Transportation Mitigation Program (STMP), CalTrans Highway Bridge Program, CalTrans Highway Safety Improvement Program, and Transportation for Livable Communities (TLC) Program. Expenditures are budgeted at $1.7 million for several capital projects.
Arterial Streets Rehabilitation Fund - 377
The Arterial Streets Rehabilitation Fund receives a transfer of $250,000 per year from the Measure S 2014 to fund road rehabilitation projects. For FY 2022/23, expenditures are budgeted City of Pinole 36 330 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Major Non-General Funds at $810.312 and includes the use of approximately $560,312 of the accumulated fund balance for several rehabilitation capital projects.
Enterprise Funds
Sewer Enterprise Fund -500
The Sewer Enterprise Fund accounts for fees charged to residents and businesses for sewer service provided by the City’s Wastewater Treatment Plant (WWTP). Sewer user fees are charged in the amount specified by City Council Resolution (Section 13.04.040 PMC). Fees are used to operate, maintain, and renew the WWTP. The cost of operations is shared between the two cities using a cost sharing formula based on sewage inflows by each city. The City’s Sewer Enterprise Fund meets the criteria to be classified as a major fund. For FY 2022/23, revenue is projected to be $8.4 million, a 6% increase over the FY 2021/22 revised budget. Expenditures are projected to be $11.3 million, a 22% increase from the FY 2021/22 revised budget. It is anticipated that approximately $2.9 million of its projected fund balance will be used to complete several key capital projects.
Pinole Community Television (PCTV) Fund - 505
The Pinole Community Television (PCTV) Fund accounts for revenues and expenditures related to the operation of PCTV. Revenue is received from video production charges to other cities, Public, Educational, and Governmental (PEG) access fees, and the General Fund. PEG fees are designated for equipment purchases. For FY 2022/23, revenue is projected to be $535,052, the same as the FY 2021/22 revised budget. Expenditures are projected to be $606,780.
Information Systems -525
The Information Systems Fund is an internal service fund used to account for activities that provide technology goods or services to other City funds and departments on a costreimbursement basis. The City is currently working with its Information Technology (IT) consultant to develop its IT plan, which will be used to plan and budget for future technology needs. For FY 2022/23, revenue and expenditures are balanced with each projected to be $1.5 million, a 20% increase from the FY 2021/22 revised budget. The increase is due to increased demand from City departments for various technologies.
Fiduciary Funds
Pension Fund - 700
City of Pinole 37 331 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Major Non-General Funds The Pension Fund accounts for funds in the City’s Section 115 trust, funded with one-time General Fund resources, to offset growth in the City’s annual required contribution to CalPERS pension.
Recognized Obligation Retirement Fund – 750
The Recognized Obligation Retirement Fund accounts for the close-out activities of the Successor Agency to the Pinole Redevelopment Agency. Pledged property tax revenues will continue to be provided to the City for timely payment of outstanding redevelopment bond debt obligations, to reimburse the City for administrative staff time up to $250,000 per year, and other enforceable obligations in accordance with the Recognized Obligations Payment Schedule (ROPS).
City of Pinole 38 332 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
ALL FUNDS FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actuals
FY 2021/22
Revised
Budget
FY 2022/23
Proposed
Budget
Revenue by Category
311 - Property Taxes 4,087,167 5,200,158 4,357,245 4,480,122 5,026,626 312 - Sales and Use Taxes 8,281,048 7,689,917 8,927,361 9,323,848 9,484,095 313 - Utility Users Tax 1,812,844 1,809,832 1,939,726 1,915,000 1,934,150 314 - Franchise Taxes 768,013 778,835 776,957 831,972 839,762 315 - Other Taxes 884,778 826,506 795,839 800,000 852,500 321 - Intergovernmental Taxes 3,081,522 3,226,870 3,319,719 3,538,562 3,686,532 322 - Federal Grants - - - 2,459,465 2,353,773
323 - State Grants 330,084 317,822 383,315 463,238 769,292 324 - Other Grants 1,103,589 752,777 677,915 653,456 1,733,337 332 - Permits 443,373 376,690 342,120 555,700 2,496,500 341 - Review Fees 271,213 367,649 243,014 878,000 1,048,000 342 - Other Fees 172,350 121,809 109,215 102,569 1,095,369 343 - Abatement Fees 15,893 46,060 3,844 7,000 55,600
344 - Impact Fees 121,454 59,943 49,560 229,834 2,988,658 351 - Fines and Forfeiture 89,911 68,576 41,235 67,050 67,050 361 - Public Safety Charges 967,318 1,260,013 1,345,588 1,339,796 1,405,108 362 - Public Works Charges - - - - -
363 - Sewer Enterprise Charges 7,210,207 7,093,734 7,414,842 7,797,500 8,266,176 364 - Recreation Charges 628,825 379,124 128,296 377,778 372,016 365 - Cable TV Charges 188,351 191,537 223,342 316,956 316,956 370 - Interest and Investment Income 1,686,525 2,158,670 2,935,849 328,598 1,479,767 381 - Rental Income 274,153 185,594 131,335 210,962 249,625 382 - Concession Revenue 16,413 - - - -
383 - Reimbursements 465,314 408,597 606,594 396,154 411,154 384 - Other Revenue 40,957 67,681 61,571 78,650 27,560
385 - Indirect Cost Allocations - - - -
392 - Proceeds from Sale of Property 3,140 13,855 83,209 601,000 1,000 393 - Loan/Bond Proceeds 1,672,740 559,344 120,594 1,683,692 872,883 399 - Transfers In 28,023,522 819,655 3,094,268 4,014,703 8,178,502 Revenue Total 62,640,702 34,781,251 38,112,552 43,451,604 56,011,990 Expenditures by Category
40 - Salaries and Wages 10,548,411 11,111,582 11,508,885 13,422,231 14,793,679 41 - Employee Benefits 5,966,632 6,658,509 6,710,186 8,261,380 9,113,165 42 - Professional/Administrative Services 4,740,256 4,794,326 5,136,136 8,336,557 12,167,249 43 - Other Operating Expenses 1,594,364 1,583,741 1,565,131 1,563,166 1,598,875 44 - Materials and Supplies 1,035,675 958,065 909,837 1,466,422 1,735,241 46 - Interfund/Interdepartmental Charges (7,013) 572,926 650,094 563,733 773,986 47 - Asset Acquisition, Improvement, Disposal 2,160,330 2,606,766 4,629,080 11,169,989 11,778,681 48 - Debt Service 1,317,098 1,569,641 1,455,787 2,185,613 2,207,731 49 - Transfers Out 28,023,522 1,255,058 3,094,268 3,161,017 4,085,992 Expenditures Total 55,379,273 31,110,614 35,659,404 50,130,108 58,254,600 Expenditures by Department
10 - City Council 154,426 210,303 221,252 182,509 176,396 11 - City Manager 163,510 206,565 603,505 681,538 615,943 12 - City Clerk 235,966 183,241 243,065 450,393 586,347 13 - City Treasurer 10,866 8,592 8,286 8,693 8,662
14 - City Attorney 333,522 489,469 489,955 310,200 321,057 15 - Finance Department 484,084 482,166 573,555 571,746 672,747 16 - Human Resources 392,223 430,578 292,727 523,446 768,472 17 - Non-Departmental 23,977,291 3,601,499 5,049,270 5,183,141 9,734,064 18 - Information Systems 54,964 21,748 - 102,600 102,600 19 - Cable Access TV 357,375 374,875 391,792 570,765 646,780 22 - Police Department 8,267,121 8,630,931 8,823,952 10,313,011 11,113,181 23 - Fire Department 3,759,053 4,514,810 5,429,808 5,092,242 5,514,428 34 - Public Works 2,697,708 2,832,214 4,128,522 11,626,897 10,850,283 46 - Community Development 8,508,607 2,420,250 2,093,699 3,225,551 3,498,110 55 - Community Services 1,070,273 1,014,993 824,176 2,040,230 2,386,906 64 - Sewer 4,912,283 5,688,381 6,485,839 9,247,147 11,258,624 55,379,273 31,110,614 35,659,404 50,130,108 58,254,600
Net Operating Results 7,261,429 3,670,636 2,453,149 (6,678,504) (2,242,610) City of Pinole 39 333 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Property Taxes,
5,026,626 , 9%
Sales and Use Taxes,
9,484,095 , 17%
Utility Users Tax,
1,934,150 , 3%
Franchise Taxes,
839,762 , 1%
Intergovernmental
Taxes, 8,542,933 , 15%
Public Safety Charges,
1,405,108 , 2%
Sewer Enterprise
Charges, 8,266,176 ,
15%
Other Revenues,
3,798,010 , 7%
Transfers In, 8,178,502 ,
15%
Other Taxes, 852,500 ,
2%
Permits and Fees,
7,684,127 , 14%
All Funds Revenue by Category: $56,011,990
Salaries and Wages,
14,793,679 , 25%
Employee Benefits,
9,113,165 , 16%
Professional/Admin
Svcs, 12,167,249 , 21%
Other Operating ,
1,598,875 , 3%
Materials and Supplies,
1,735,241 , 3%
Interdepartmental
Charges, 773,986 , 1%
Capital Outlay,
11,778,681 , 20%
Debt Service,
2,207,731 , 4%
Transfers Out,
4,085,992 , 7%
All Funds Expenditures by Category: $58,254,600
City of Pinole 40 334 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
City Council, 176,396 , 0%
City Manager, 615,943 ,
1%
City Clerk, 586,347 , 1%
City Treasurer, 8,662 , 0%
City Attorney, 321,057 , 1%
Finance Department,
672,747 , 1%
Human Resources,
768,472 , 1%
Non-Departmental,
9,734,064 , 17% Information Systems,
102,600 , 0%
Cable Access TV, 646,780
, 1%
Police Department,
11,113,181 , 19%
Fire Department, 5,514,428
, 9%
Public Works, 10,850,283 ,
19% Community Development,
3,498,110 , 6%
Community Services,
2,386,906 , 4%
Sewer, 11,258,624 , 19%
All Funds Expenditures by Department: $58,254,600
City of Pinole 41 335 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
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City of Pinole 42 336 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
FY 2021/22
Original
Budget
FY 2021/22
Revised
Budget
FY 2021/22
Actual Thru
Mar-22
FY 2021/22
Projected
Year-end
FY 2022/23
Proposed
Prop to Rev
Percent
Change
General Fund (including Measure S 2006 and 2014)
Revenue
311 - Property Taxes 3,837,167 4,514,755 4,091,345 4,230,122 4,230,122 2,814,337 4,230,122 4,776,626 13% Basic 1% Property Tax 2,461,344 2,595,604 2,770,607 3,072,882 3,072,882 1,612,965 3,072,882 3,285,675 7% RPTTF and Passthrough Payments 1,375,823 1,919,151 1,320,738 1,157,240 1,157,240 1,201,372 1,157,240 1,490,951 29% 312 - Sales and Use Taxes 3,994,720 3,788,080 4,303,800 4,224,661 4,483,848 3,031,530 4,483,848 4,582,095 2% 312 - Sales and Use Taxes- Measure S 2006/2014 4,286,328 3,901,837 4,623,561 4,284,000 4,840,000 3,299,751 4,840,000 4,902,000 1% 313 - Utility Users Tax 1,812,844 1,809,832 1,939,726 1,915,000 1,915,000 1,588,620 1,915,000 1,934,150 1% 314 - Franchise Taxes 735,311 750,002 751,598 779,000 779,000 455,486 779,000 786,790 1% 315 - Other Taxes 884,757 826,504 795,839 800,000 800,000 759,640 800,000 852,500 7% Other Tax/Transient Occupancy Tax 485,499 444,453 446,105 418,000 418,000 356,713 418,000 440,000 5% Other Tax/Business License 399,258 382,051 349,733 382,000 382,000 402,927 382,000 412,500 8% 321 - Intergovernmental Taxes 1,836,501 1,952,717 2,034,203 2,082,883 2,082,883 1,051,058 2,082,883 2,215,948 6% 323 - State Grants 109,993 40,193 10,951 40,000 40,000 8,206 40,000 40,000 0% 324 - Other Grants 57,026 47,026 287,768 47,026 47,026 - 47,026 47,026 0% 332 - Permits 57,354 65,987 77,991 68,700 68,700 81,862 82,000 68,700 0% 341 - Review Fees 44,484 13,730 37,139 28,000 28,000 28,340 28,500 28,000 0% 342 - Other Fees 69,934 41,929 56,754 40,694 40,694 5,571 40,694 43,194 6% 343 - Abatement Fees 15,893 46,060 3,844 7,000 7,000 4,264 7,000 36,000 414% 351 - Fines and Forfeiture 51,741 16,874 13,166 22,050 22,050 7,808 22,050 22,050 0% 361 - Public Safety Charges 42,563 4,051 73,021 33,548 33,548 2,646 33,548 33,548 0% 361 - Public Safety Charges/Dispatch 924,755 1,255,962 1,272,567 1,306,248 1,306,248 1,094,829 1,306,248 1,371,560 5% 370 - Interest and Investment Income 269,508 289,324 33,339 150,000 150,000 (113,328) 150,000 150,000 0% 381 - Rental Income 89,500 89,661 86,880 89,896 89,896 65,975 92,642 89,896 0% 383 - Reimbursements 93,367 23,257 83,285 18,674 18,674 14,757 15,928 18,674 0% 384 - Other Revenue 7,077 47,205 3,788 5,100 5,100 12,705 12,500 5,100 0% 392 - Proceeds from Sale of Property 1,290 13,855 83,209 601,000 601,000 7,443 601,000 1,000 -100% 393 - Loan/Bond Proceeds 1,500,000 500,000 55,197 - - - - - 0% Revenue Total 20,722,113 20,038,840 20,718,970 20,773,602 21,588,789 14,221,499 21,609,989 22,004,857 2% 399 - Transfers In 6,290,688 - - - - - - -
399 - Transfers In from Section 115 Pension Fund - - 1,327,427 853,686 853,686 - 853,686 2,016,612 136% 399 - Transfers In from ARPA Fund 4,090,010
Sources Total 27,012,802 20,038,840 22,046,397 21,627,288 22,442,475 14,221,499 22,463,675 28,111,479 25% Fund: 100 - General Fund
Expenditures
Division: 110 - City Council Total: 141,626 163,703 215,352 176,609 176,609 151,404 176,609 170,496 -3% Division: 111 - City Manager Total: 163,510 206,565 603,505 562,708 681,538 323,511 586,538 615,943 -10% Division: 112 - City Clerk Total: 235,966 183,241 243,065 450,393 450,393 221,997 450,393 586,347 30% Division: 113 - City Treasurer Total: 10,866 8,592 8,286 8,693 8,693 6,306 8,693 8,662 0% Division: 114 - City Attorney Total: 308,240 462,151 489,955 310,200 310,200 334,668 310,200 321,057 4% 114 - City Attorney Services 509,176 721,388 763,076 564,000 564,000 578,447 564,000 583,740 4% 114 - City Attorney Indirect Cost Allocations (200,935) (259,237) (273,121) (253,800) (253,800) (243,779) (253,800) (262,683) 4% Division: 115 - Finance Department Total: 482,018 477,675 571,900 554,891 566,846 374,714 566,846 627,847 11% Division: 116 - Human Resources Total: 392,207 430,578 292,727 493,626 523,446 229,796 523,446 768,472 47% Division: 117 - General Government Total: 1,544,250 1,704,538 1,387,531 1,397,087 1,397,087 966,087 1,397,087 961,955 -31% Administrative Total 3,278,683 3,637,043 3,812,321 3,954,207 4,114,812 2,608,482 4,019,812 4,060,779 -1% Division: 221 - Police Operations Total: 3,626,415 3,335,075 3,802,334 4,260,699 4,366,771 3,030,772 3,999,312 4,892,111 12% Division: 222 - Police Support Services Total: 902,310 908,771 1,087,828 1,272,091 1,272,092 725,568 1,144,883 1,538,502 21% Division: 223 - Dispatch WBCC Total: 1,718,128 1,878,391 1,988,812 2,077,088 2,077,088 1,566,042 2,077,088 2,169,105 4% Division: 231 - Fire Total: 2,716,433 3,195,023 4,604,922 3,925,759 3,965,759 2,658,473 3,767,471 4,212,704 6% Public Safety Total 8,963,285 9,317,260 11,483,896 11,535,637 11,681,710 7,980,855 10,988,754 12,812,422 10% Division: 341 - Administration/Engineering Total: 183,755 273,487 151,103 726,407 758,686 134,603 177,090 736,363 -3% Division: 342 - Road Maintenance Total: 50,173 28,451 32,157 225,284 225,284 37,941 50,588 212,969 -5% Division: 343 - Facility Maintenance Total: 480,771 457,490 513,141 693,759 693,759 356,193 458,021 611,147 -12% Division: 345 - Park Maintenance Total: 231,016 228,811 253,021 482,887 482,887 186,747 248,562 539,309 12% Public Works Total 945,714 988,239 949,421 2,128,337 2,160,616 715,484 934,261 2,099,788 -3% Division: 461 - Planning Total: 9,072 4,683 10,583 167,938 167,938 3,385 4,513 157,192 -6% Division: 465 - Code Enforcement Total: 70,924 169,010 162,921 201,947 201,947 136,427 179,461 253,452 26% Division: 466 - Economic Development Total: - - - - - - - 96,820 100% Community Development Total 79,996 173,693 173,504 369,885 369,885 139,812 183,974 507,464 37% Division: 551 - Recreation Admin Total 427025 427,025 135,359 180,478 454,022 6% Division: 554 - Youth Center Total: - - - - - - - 0%
Division: 557 - Swim Center Total: - - - - - - - 0%
Recreation Total - - - 427,025 427,025 135,359 180,478 454,022 0% 481 - Debt Service 523,631 536,120 558,607 576,107 576,107 576,091 576,107 596,107 3% Sub-Total 13,791,308 14,652,356 16,977,749 18,991,198 19,330,154 12,156,082 16,883,386 20,530,582 6% 499 - Transfers Out 21,225,833 562,558 921,762 702,955 2,445,517 2,149,357 2,445,517 1,353,880 -45% Expenditure Total: 35,017,141 15,214,914 17,899,511 19,694,153 21,775,671 14,305,439 19,328,903 21,884,462 0% City of Pinole 43 337 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 105 - Measure S 2006 Fund
Expenditures
Division: 115 - Finance Department Total: 616 2,246 300 2,450 2,450 - 2,450 2,450 0% Division: 221 - Police Operations Total: 1,428,129 1,476,686 1,443,123 1,514,158 1,545,158 1,175,022 1,545,158 1,718,135 11% Division: 222 - Police Support Services Total: 330,510 330,510 330,510 - 0% Division: 223 - Dispatch WBCC Total: - 1,955 - - - 0%
Division: 231 - Fire Total: 743,819 1,018,699 457,612 681,234 681,234 483,359 681,234 727,182 7% Expenditure Total: 2,172,563 2,499,586 1,901,034 2,528,352 2,559,352 1,658,381 2,559,352 2,447,767 -4% Fund: 106 - Measure S 2014 Fund
Expenditures
Division: 110 - City Council Total: 12,800 46,600 5,900 5,900 5,900 - 5,900 5,900 0% Division: 114 - City Attorney Total: 25,282 27,318 - - 0% Division: 115 - Finance Department Total: 1,450 2,246 1,356 2,450 2,450 - 2,450 2,450 0% Division: 117 - General Government Total: 544,918 692,500 666,890 715,500 715,500 652,576 715,500 715,500 0% Division: 118 - Information Systems Total: 54,964 21,748 - 102,600 102,600 - 102,600 102,600 0% Administrative Total 639,414 790,412 674,146 826,450 826,450 652,576 826,450 826,450 0% Division: 221 - Police Operations Total: 15,695 363,908 70,953 110,000 110,000 - 110,000 110,000 0% Division: 222 - Police Support Services Total: - 67,734 102,505 195,807 195,807 72,351 195,807 107,606 -45% Division: 223 - Dispatch WBCC Total: - 25,000 - - - 0%
Division: 231 - Fire Total: 298,801 301,089 367,274 445,249 445,249 315,130 445,249 574,542 29% Public Safety Total 314,497 757,731 540,731 751,056 751,056 387,480 751,056 792,148 5% Division: 341 - Administration/Engineering Total: 15,147 - 59,825 215,458 215,458 52,028 215,458 296,518 38% Division: 342 - Road Maintenance Total: - 29,210 66,590 499,008 761,577 139,748 640,977 627,512 -18% Division: 343 - Facility Maintenance Total: 192,882 131,848 165,352 965,853 1,240,171 276,345 777,360 1,240,025 0% Division: 344 - NPDES Storm Drain Total: 7,061 13,759 5,562 347,860 362,790 21,615 25,000 523,460 44% Division: 345 - Park Maintenance Total: 74,897 358,722 88,836 290,242 355,811 72,271 255,811 359,449 1% Division: 642 - Sewer Collections Total: - - - - 50,568 50,563 50,568 - -100% Public Works Total 289,988 533,539 386,165 2,318,421 2,986,375 612,570 1,965,174 3,046,964 2% Division: 461 - Planning Total: - 14,030 - 20,000 20,000 20,000 20,000 0% Division: 465 - Code Enforcement Total: - 29,430 - - 0% Community Development Total - 43,460 - 20,000 20,000 - 20,000 20,000 0% Division: 551 - Recreation Administration Total: - - - - 0% Division: 552 - Senior Center Total: - - - 51,000 58,207 - 58,207 - -100% Division: 553 - Tiny Tots Total: - 14,593 - 2,950 2,950 - 2,950 4,850 64% Division: 554 - Youth Center Total: - - 8,727 10,000 10,000 - 10,000 10,000 0% Recreation Total - 14,593 8,727 63,950 71,157 - 71,157 14,850 -79% Expenditure Total: 1,243,898 2,139,735 1,609,769 3,979,877 4,655,038 1,652,627 3,633,837 4,700,412 1% General Fund and Measure S Expenditure Total 38,433,603 19,854,235 21,410,314 26,202,382 28,990,061 17,616,447 25,522,092 29,032,641 0% General Fund and Measure S Net Results (11,420,801) 184,605 636,083 (4,575,094) (6,547,586) (3,394,948) (3,058,417) (921,162) Fund Balance, July 1 24,903,804 11,983,003 12,167,609 12,803,691 12,803,691 12,803,691 9,745,275 Fund Balance, June 30 13,483,003 12,167,609 12,803,691 8,228,597 6,256,105 9,745,275 8,824,112 Fund: 150 - General Reserve Fund
Revenue
370 - Interest and Investment Income 151,668 319,153 35,654 (187,461) 200,000 399 - Transfers In 4,600,806 949,715 949,715 949,715 650,925 Revenue Total: 4,752,474 319,153 35,654 - 949,715 762,254 1,149,715 650,925 Expenditures
Expenditure Total:
Fund: 150 - General Reserve Net Results 4,752,474 319,153 35,654 - 949,715 762,254 1,149,715 650,925 Fund Balance, July 1 2,385,489 7,137,963 7,457,116 7,492,770 7,492,770 7,492,770 8,642,485 Fund Balance, June 30 7,137,963 7,457,116 7,492,770 7,492,770 8,442,485 8,642,485 9,293,410 Fund: 160 - Equipment Reserve Fund
Revenue
384 - Other Revenue 43,459 - - -
399 - Transfers In - 85,000 85,000 85,000 85,000 85,000 85,000 85,000 0% Revenue Total: - 85,000 128,459 85,000 85,000 85,000 85,000 85,000 0% Expenditures
Division: 221 - Police Operations Total: 33,936 - - -
Division: 342 - Road Maintenance Total: 194,000 194,000 104,242 150,000 120,000 Division: 345 - Park Maintenance Total: 82,303 - - 80,000 80,000 - - 80,000 0% Division: 461 - Planning Total: - - - 5,000 5,000 - - 5,000 0% Expenditure Total: 116,239 - - 279,000 279,000 104,242 150,000 205,000 -27% Fund: 160 - EQUIPMENT RESERVE Net Results (116,239) 85,000 128,459 (194,000) (194,000) (19,242) (65,000) (120,000) Fund Balance, July 1 146,188 29,949 114,949 243,408 243,408 243,408 178,408 Fund Balance, June 30 29,949 114,949 243,408 49,408 49,408 178,408 58,408 City of Pinole 44 338 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 200 - Gas Tax Fund
Revenue
321 - Intergovernmental Taxes 754,674 789,998 795,113 906,667 906,667 606,676 906,667 990,635 9% 370 - Interest and Investment Income 5,879 18,024 1,878 5,000 5,000 (4,730) 5,000 5,000 0% 383 - Reimbursements 9,074 7,636 7,636 6,358 7,636 7,636 0% Revenue Total: 760,554 808,022 806,065 919,303 919,303 608,304 919,303 1,003,271 9% Expenditures
Division: 341 - Administration/Engineering Total: 2023 - - - - 0% Division: 342 - Road Maintenance Total: 403,967 577,100 1,374,969 1,074,728 1,074,728 306,558 1,074,728 715,647 -33% Expenditure Total: 403,967 577,100 1,376,992 1,074,728 1,074,728 306,558 1,074,728 715,647 -33% Fund: 200 - Gas Tax Fund Net Results 356,586 230,922 (570,927) (155,425) (155,425) 301,747 (155,425) 287,624 Fund Balance, July 1 339,936 696,522 927,444 356,517 356,517 356,517 201,092 Fund Balance, June 30 696,522 927,444 356,517 201,092 201,092 201,092 488,716 Fund: 201 - Restricted Real Estate Maintenance Fund
Revenue
342 - Other Fees 1,825 475 475 3,175 3,175 475 3,175 3,175 0% 381 - Rental Income 70,833 3,787 34,150 36,816 36,816 - 36,816 36,816 0% Revenue Total: 72,658 4,262 34,625 39,991 39,991 475 39,991 39,991 0% Expenditures
Division: 343 - Facility Maintenance Total: 19,413 24,414 20,118 26,000 26,000 12,883 26,000 26,000 0% Expenditure Total: 19,413 24,414 20,118 26,000 26,000 12,883 26,000 26,000 0% Fund: 201 - Restricted RE Maintenance Fund Net Results 53,245 (20,152) 14,507 13,991 13,991 (12,407) 13,991 13,991 Fund Balance, July 1 133,586 186,832 166,679 181,187 181,187 181,187 195,178 Fund Balance, June 30 186,832 166,679 181,187 195,178 195,178 195,178 209,169 Fund: 203 - Public Safety Augmentation Fund
Revenue
321 - Intergovernmental Taxes 202,489 185,306 187,448 170,266 170,266 179,524 170,266 170,266 0% 370 - Interest and Investment Income 3,201 7,117 1,269 2,500 2,500 (3,777) 2,500 2,500 0% Revenue Total: 205,691 192,423 188,717 172,766 172,766 175,747 172,766 172,766 0% Expenditures
Division: 221 - Police Operations Total: 131,658 179,741 143,643 204,574 204,574 138,454 204,574 387,365 89% Expenditure Total: 131,658 179,741 143,643 204,574 204,574 138,454 204,574 387,365 89% Fund: 203 - Public Safety Augmentation Fund Net Results 74,032 12,682 45,074 (31,808) (31,808) 37,293 (31,808) (214,599) Fund Balance, July 1 279,125 353,158 365,840 410,914 410,914 410,914 379,106 Fund Balance, June 30 353,158 365,840 410,914 379,106 379,106 379,106 164,507 Fund: 204 - Police Grants Fund
Revenue
323 - State Grants 9,197 - 0%
324 - Other Grants 328,000 300,500 - 0%
384 - Other Revenue 120 0%
Revenue Total: 328,120 309,697 - - - - - - 0%
399 - Transfers In - - 29,428 - - - 0%
Sources Total 328,120 309,697 29,428 - - - - - 0%
Expenditures
Division: 227 - Police Grants Total: 255,638 304,023 85,999 - - 23 23 0% Expenditure Total: 255,638 304,023 85,999 - - 23 23 - 0% Fund: 204 - Police Grants Net Results 72,482 5,674 (56,571) - - (23) (23) - Fund Balance, July 1 47,342 119,824 125,498 68,927 68,927 68,927 68,904 Fund Balance, June 30 119,824 125,498 68,927 68,927 68,927 68,904 68,904 Fund: 205 - Traffic Safety Fund
Revenue
351 - Fines and Forfeiture 35,181 46,640 27,491 45,000 45,000 21,692 45,000 45,000 0% 370 - Interest and Investment Income 1,541 3,821 750 1,500 1,500 (2,267) 1,500 1,500 0% Revenue Total: 36,722 50,461 28,241 46,500 46,500 19,424 46,500 46,500 0% Expenditures
Division: 227 - Police Grants Total: 7,674 6,399 565 20,261 20,261 6,458 20,261 21,059 4% Expenditure Total: 7,674 6,399 565 20,261 20,261 6,458 20,261 21,059 4% Fund: 205 - Traffic Safety Fund Net Results 29,048 44,062 27,676 26,239 26,239 12,966 26,239 25,441 Fund Balance, July 1 134,192 163,240 207,302 234,979 234,979 234,979 261,218 Fund Balance, June 30 163,240 207,302 234,979 261,218 261,218 261,218 286,659 City of Pinole 45 339 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 206 - Supplemental Law Enforcement Svc Fund
Revenue
323 - State Grants 148,747 155,948 156,727 156,727 156,727 161,285 161,285 156,727 0% 370 - Interest and Investment Income 1,769 4,955 1,080 1,600 1,600 (3,694) 1,600 1,600 0% Revenue Total: 150,515 160,903 157,807 158,327 158,327 157,591 162,885 158,327 0% Expenditures
Division: 227 - Police Grants Total: 101,008 60,196 98,192 104,188 104,188 76,000 104,188 111,067 7% Expenditure Total: 101,008 60,196 98,192 104,188 104,188 76,000 104,188 111,067 7% Fund: 206 - Supplemental Law Enforcement Svc Fund Net Results 49,507 100,707 59,615 54,139 54,139 81,591 58,697 47,260 Fund Balance, July 1 119,097 168,604 269,311 328,926 328,926 328,926 387,623 Fund Balance, June 30 168,604 269,311 328,926 383,065 383,065 387,623 434,883 Fund: 207 - NPDES Storm Water Fund
Revenue
321 - Intergovernmental Taxes 251,004 259,103 260,430 323,978 323,978 163,990 323,978 253,272 -22% 370 - Interest and Investment Income 29 (190) 51 150 150 719 174 150 0% 384 - Other Revenue - - 0%
Revenue Total: 251,032 258,913 260,480 324,128 324,128 164,709 324,152 253,422 -22% Expenditures
Division: 117 - General Government Total: 2,222 - - 0%
Division: 342 - Road Maintenance Total: 28,874 28,874 10,000 28,874 12,005 -58% Division: 344 - NPDES Storm Drain Total: 304,913 289,103 272,838 391,811 408,811 216,198 288,264 324,933 -21% Expenditure Total: 304,913 289,103 275,059 420,685 437,685 226,198 317,138 336,938 -23% Fund: 207 - NPDES Storm Water Fund Net Results (53,881) (30,190) (14,579) (96,557) (113,557) (61,489) 7,014 (83,516) Fund Balance, July 1 100,502 46,622 16,432 1,853 1,853 1,853 8,867 Fund Balance, June 30 46,622 16,432 1,853 (94,704) (111,704) 8,867 (74,649) Fund: 209 - Recreation Fund
Revenue
Division: 551 - Recreation Administration Total: 17,950 13,104 19,603 17,550 17,550 26,181 17,550 70,268 300% Division: 552 - Senior Center Total: 384,153 270,294 26,358 224,220 224,220 70,758 224,220 216,130 -4% Division: 553 - Tiny Tots Total: 200,673 110,474 41,022 140,125 140,125 71,039 140,125 172,021 23% Division: 554 - Youth Center Total: 36,277 26,713 2,592 34,340 34,340 2,459 34,340 17,855 -48% Division: 555 - Day Camp Total: 25,551 14,406 5,014 20,790 20,790 (862) 20,790 7,560 0% Division: 556 - Performing Arts Total: 46,784 2,630 - - - - - 0% Division: 557 - Swim Center Total: 57,208 31,407 63,959 74,953 74,953 34,423 74,953 63,500 -15% Division: 558 - Memorial Hall Total: 1,250 10,982 3,649 7,594 7,594 3,308 7,594 10,316 0% Division: 559 - Tennis Total: 370 674 204 350 350 240 350 350 0% Revenue Total: 770,216 480,684 162,400 519,922 519,922 207,545 519,922 558,000 7% 399 - Transfers In 307,214 522,254 624,721 673,331 1,091,962 732,878 1,091,962 675,831 -38% 399 - Transfers In from Section 115 Pension Fund - - 7,334 0% Sources Total 1,077,430 1,002,938 794,455 1,193,253 1,611,884 940,423 1,611,884 1,233,831 -23% Expenditures
Division: 117 - General Government Total: 7,700 7,980 7,987 - - 5,727 - - 0% Division: 551 - Recreation Administration Total: 172,230 187,153 273,358 534,654 534,654 451,219 534,654 694,990 30% Division: 552 - Senior Center Total: 467,615 438,540 201,229 448,819 448,819 244,131 448,819 579,673 29% Division: 553 - Tiny Tots Total: 131,602 133,396 102,241 149,744 149,744 102,325 149,744 174,421 16% Division: 554 - Youth Center Total: 149,165 140,656 110,557 216,749 216,749 79,636 216,749 247,067 14% Division: 555 - Day Camp Total: 3,195 2,087 20,453 64,315 64,315 16,451 64,315 74,116 15% Division: 556 - Performing Arts Total: 46,868 221 - - - - - 0% Division: 557 - Swim Center Total: 92,194 81,400 88,099 111,167 111,167 36,500 111,167 126,917 14% Division: 558 - Memorial Hall Total: 5,092 10,587 13,214 10,900 10,900 2,993 10,900 14,200 30% Division: 559 - Tennis Total: 2,310 6,359 6,300 5,700 5,700 3,452 5,700 6,650 17% Expenditure Total: 1,077,973 1,008,380 823,437 1,542,048 1,542,048 942,433 1,542,048 1,918,034 24% Fund: 209 - Recreation Fund Net Results (543) (5,442) (28,982) (348,795) 69,836 (2,010) 69,836 (684,203) Fund Balance, July 1 64,128 63,585 58,144 29,162 29,162 29,162 98,998 Fund Balance, June 30 63,585 58,144 29,162 (319,633) 98,998 98,998 (585,205) City of Pinole 46 340 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
City of Pinole 47 341 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 212 - Building & Planning Fund
Revenue
315 - Other Taxes 21 2 - - - - 0%
323 - State Grants - 205,000 205,000 - 205,000 225,000 10% 332 - Permits 386,019 310,704 264,128 487,000 487,000 377,390 487,000 2,427,800 399% 341 - Review Fees 226,729 353,919 205,875 850,000 850,000 281,987 850,000 1,020,000 20% 342 - Other Fees 85,479 63,816 31,877 50,700 50,700 324,962 324,962 1,036,000 1943% 343 - Abatement Fees - - - - 19,600 100%
344 - Impact Fees 3,524 1,443 - - - - 87,049 100%
370 - Interest and Investment Income 8,569 12,265 (422) 7,000 7,000 2,467 7,000 7,000 0% 383 - Reimbursements - 7,360 - - - - 0%
384 - Other Revenue 3,998 (449) - 6,000 6,000 - 6,000 6,000 0% Revenue Total: 714,339 747,616 502,902 1,605,700 1,605,700 986,806 1,879,962 4,828,449 201% 399 - Transfers In - - 192,000 374,216 374,216 0%
Sources Total 714,339 747,616 694,902 1,605,700 1,979,916 1,361,022 1,879,962 4,828,449 144% Expenditures 0
Division: 461 - Planning Total: 423,288 431,016 422,064 838,219 1,147,434 484,734 1,147,434 1,183,849 3% Division: 462 - Building Inspection Total: 565,775 645,050 565,540 889,535 1,259,535 605,791 1,259,535 1,226,944 -3% Division: 465 - Code Enforcement Total: - - 0%
Expenditure Total: 989,063 1,076,066 987,604 1,727,753 2,406,969 1,090,525 2,406,969 2,410,793 0% Fund: 212 - Building & Planning Net Results (274,725) (328,450) (292,702) (122,053) (427,053) 270,497 (527,007) 2,417,656 Fund Balance, July 1 761,594 486,839 158,389 (134,313) (134,313) (134,313) (661,320) Fund Balance, June 30 486,869 158,389 (134,313) (256,366) (561,366) (661,320) 1,756,336 Fund: 213 - Refuse Management Fund
Revenue
323 - State Grants 66,161 111,950 66,635 60,060 60,060 46,210 60,060 60,060 0% 370 - Interest and Investment Income 6,383 7,176 1,008 6,000 6,000 (1,470) 6,000 6,000 0% 392 - Proceeds from Sale of Property 700 - - - - 0%
Revenue Total: 73,244 119,125 67,643 66,060 66,060 44,740 66,060 66,060 0% Expenditures
Division: 344 - NPDES Storm Drain Total: 307,432 -
Division: 346 - Waste Reduction Total: 103,347 93,143 210,444 140,858 140,858 81,014 140,858 167,825 19% Expenditure Total: 410,778 93,143 210,444 140,858 140,858 81,014 140,858 167,825 19% Fund: 213 - Refuse Management Fund Net Results (337,535) 25,983 (142,801) (74,798) (74,798) (36,274) (74,798) (101,765) Fund Balance, July 1 646,730 309,195 335,177 192,376 192,376 192,376 117,578 Fund Balance, June 30 309,195 335,177 192,376 117,578 117,578 117,578 15,813 Fund: 214 - Solid Waste Fund
Revenue
370 - Interest and Investment Income 10,164 27,628 5,804 8,000 8,000 (16,943) 8,000 8,000 0% 383 - Reimbursements 314,229 375,749 347,367 360,000 360,000 282,573 360,000 360,000 0% Revenue Total: 324,392 403,377 353,171 368,000 368,000 265,630 368,000 368,000 0% Expenditures
Division: 342 - Road Maintenance Total: 2239.74 336445 336,445 162,644 336,445 250,778 -25% Division: 343 - Facility Maintenance Total: 3,003 45,700 - - 0% Division: 345 - Parks Maintenance Total: 425,000 425,000 - 425,000 0% Expenditure Total: 3,003 - 47,940 761,445 761,445 162,644 336,445 675,778 0% Fund: 214 - Solid Waste Fund Net Results 321,390 403,377 305,231 (393,445) (393,445) 102,985 31,555 (307,778) Fund Balance, July 1 833,365 1,154,755 1,558,131 1,863,362 1,863,362 1,863,362 1,894,917 Fund Balance, June 30 1,154,755 1,558,131 1,863,362 1,469,917 1,469,917 1,894,917 1,587,139 Fund: 215 - Measure C and J Fund
Revenue
324 - Other Grants 379,583 405,252 390,147 390,147 475,247 475,247 475,247 382,848 -19% 370 - Interest and Investment Income 9,353 23,857 6,297 8,000 (3,152) (19,240) (3,153) 8,000 -354% Revenue Total: 388,936 429,109 396,444 398,147 472,095 456,007 472,094 390,848 -17% Expenditures
Division: 117 - General Government Total: 47,049 48,930 48,930 48,930 49,664 49,664 - -100% Division: 341 - Administration/Engineering Total: 77,280 82,819 111,905 120,487 120,487 90,618 120,487 186,999 55% Division: 342 - Road Maintenance Total: - 18,651 - 765,772 765,772 406 645,772 450,881 -41% Division: 343 - Facility Maintenance Total: 25,542 2,000 2,000 - 2,000 2,000 0% Expenditure Total: 149,871 101,471 160,835 937,189 937,189 140,688 817,923 639,880 -32% Fund: 215 - Measure C and J Fund Net Results 239,065 327,638 235,609 (539,042) (465,094) 315,319 (345,829) (249,032) Fund Balance, July 1 1,254,870 1,493,934 1,821,573 2,057,182 2,057,182 2,057,182 1,711,353 Fund Balance, June 30 1,493,934 1,821,573 2,057,182 1,518,140 1,592,088 1,711,353 1,462,321 City of Pinole 48 342 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 216 - Rate Stabilization Fund
Revenue
370 - Interest and Investment Income - - (1,822) - - 0% 383 - Reimbursements - 31,171 17,499 17,203 15,000 0%
399 - Transfers In - 153,505 - - 0%
Revenue Total: - - 184,676 - - 15,677 17,203 15,000 0%
Expenditures
Division: 117 - General Government Total: - - - - - 0%
Expenditure Total: - - - - - - - - 0%
Fund: 216 - Rate Stabilization Fund Net Results - - 184,676 - - 15,677 17,203 15,000 Fund Balance, July 1 - - 184,676 184,676 184,676 201,879 Fund Balance, June 30 - 184,676 184,676 184,676 201,879 216,879 Fund: 217 - American Rescue Plan Act Fund
Revenue
322 - Federal Grants - - 2,302,505 2,302,505 2,302,505 2,302,505 0% Revenue Total: - - - - 2,302,505 2,302,505 2,302,505 2,302,505 0% Expenditures
Division: 117 - General Government Total: - - - 356,800 515,000 4,090,010 0% Expenditure Total: - - - - - 356,800 515,000 4,090,010 0% Fund: 217 - American Rescue Plan Act Fund Net Results - - - - 2,302,505 1,945,705 1,787,505 (1,787,505) Fund Balance, July 1 - - - - - 1,787,505
Fund Balance, June 30 - - - 2,302,505 1,787,505 -
Fund: 225 - Asset Seizure-Adjudicated Fund
Revenue
351 - Fines and Forfeiture 2,989 5,000 545 0%
370 - Interest and Investment Income 1,339 2,139 235 (643) (111) 0% Revenue Total: 4,328 7,139 779 - - (643) (111) - 0%
Expenditures
Division: 221 - Police Operations Total: 32,639 23,079 - 86,562 86,562 23,000 29,000 58,231 -33% Expenditure Total: 32,639 23,079 - 86,562 86,562 23,000 29,000 58,231 -33% Fund: 225 - Asset Seizure-Adjudicated Fund Net Results (28,311) (15,940) 779 (86,562) (86,562) (23,643) (29,111) (58,231) Fund Balance, July 1 130,813 102,502 86,562 87,341 87,341 87,341 58,230 Fund Balance, June 30 102,502 86,562 87,341 779 779 58,230 (0) Fund: 226 - CASp Certification and Training Fund
Revenue
342 - Other Fees 7,289 7,282 6,668 7,742 7,800 0%
Revenue Total: 7,289 7,282 6,668 - - 7,742 7,800 - 0%
Expenditures
Division: 462 - Building Total: - - - 0 0 - 0%
Expenditure Total: - - - - - - - - 0%
Fund: 226 - CASp Certification and Training Fund Net Results 7,289 7,282 6,668 - - 7,742 7,800 - Fund Balance, July 1 6,178 13,467 20,749 27,417 27,417 27,417 35,217 Fund Balance, June 30 13,467 20,749 27,417 27,417 27,417 35,217 35,217 Fund: 275 - Parkland Dedication Fund
Revenue
344 - Impact Fees 36,183 26,227 16,027 1,086,718 1,086,718 1,293,134 0% 370 - Interest and Investment Income 345 1,506 351 (6,251) (160) 0% Revenue Total: 36,528 27,733 16,378 - - 1,080,467 1,086,558 1,293,134 0% Expenditures
Division: 344 - NPDES Storm Drain Total:
Division: 345 - Park Maintenance Total: 799 - 8,000 - - 0% Expenditure Total: - 799 - 8,000 - - - - 0%
Fund: 275 - Parkland Dedication Fund Net Results 36,528 26,934 16,378 (8,000) - 1,080,467 1,086,558 1,293,134 Fund Balance, July 1 24,608 61,137 88,070 104,448 104,448 104,448 1,191,006 Fund Balance, June 30 61,137 88,070 104,448 96,448 104,448 1,191,006 2,484,140 Fund: 276 - Growth Impact Fund
Revenue
344 - Impact Fees 81,747 33,716 32,090 229,834 229,834 1,351,723 229,834 1,608,476 0% 370 - Interest and Investment Income 733 1,842 477 - (7,808) (198) 0% Revenue Total: 82,480 35,557 32,567 229,834 229,834 1,343,916 229,636 1,608,476 0% Expenditures
Division: 344 - NPDES Storm Drain Total: - - 258,000 243,070 - 88,000 -64% Expenditure Total: - - - 258,000 243,070 - - 88,000 -64% Fund: 276 - Growth Impact Fund Net Results 82,480 35,557 32,567 (28,166) (13,236) 1,343,916 229,636 1,520,476 Fund Balance, July 1 (9,113) 73,367 108,925 141,492 141,492 141,492 371,128 Fund Balance, June 30 73,367 108,925 141,492 113,326 128,256 371,128 1,891,604 City of Pinole 49 343 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 285 - Housing Assets Fund
Revenue
342 - Other Fees - - - 0%
370 - Interest and Investment Income 133,717 62,291 7,374 50,000 50,000 (37,147) 50,000 50,000 0% 381 - Rental Income - - - - 0%
384 - Other Revenue 5,795 750 - - - - 0%
392 - Proceeds from Sale of Property 1,150 - - - 0%
393 - Loan/Bond Proceeds 1,656,645 44,892 52,715 1,683,692 1,683,692 38 1,683,692 867,883 -48% Revenue Total: 1,797,306 107,933 60,089 1,733,692 1,733,692 (37,109) 1,733,692 917,883 -47% Expenditures
Division: 461 - Planning Total: 77,738 77,738 77,738 53,436 0% Division: 464 - Housing Administration Total: 6,460,799 69,688 44,092 151,060 151,060 84,819 151,060 274,039 81% Expenditure Total: 6,460,799 69,688 44,092 228,798 228,798 84,819 228,798 327,475 43% Fund: 285 - Housing Assets for Resale Net Results (4,663,493) 38,245 15,998 1,504,894 1,504,894 (121,928) 1,504,894 590,408 Fund Balance, July 1 12,444,763 7,781,270 7,819,515 7,835,512 7,835,512 7,835,512 9,340,406 Fund Balance, June 30 7,781,270 7,819,515 7,835,512 9,340,406 9,340,406 9,340,406 9,930,814 Fund: 310 - Lighting & Landscape District Fund
Revenue
321 - Intergovernmental Taxes 36,854 39,746 42,525 54,768 54,768 27,372 54,768 56,411 3% 383 - Reimbursements 14,839 7,500 7,500 - 7,500 7,500 0% 399 - Transfers In 5,000 - 0%
Revenue Total: 41,854 39,746 57,364 62,268 62,268 27,372 62,268 63,911 3% Expenditures
Division: 347 - Landscape & Lighting PVR North Total: 17,776 18,297 19,545 32,315 32,315 14,604 32,315 32,315 0% Division: 348 - Landscape & Lighting PVR South Total: 17,668 19,875 34,055 29,810 29,810 15,948 29,810 29,810 0% Expenditure Total: 35,444 38,172 53,599 62,125 62,125 30,552 62,125 62,125 0% Fund: 310 - Lighting & Landscape Districts Net Results 6,410 1,575 3,765 143 143 (3,180) 143 1,786 Fund Balance, July 1 24,204 30,613 32,188 35,953 35,953 35,953 36,096 Fund Balance, June 30 30,613 32,188 35,953 36,095 36,095 36,096 37,882 Fund: 317 - Pinole Valley Caretaker Fund
Revenue
381 - Rental Income 15,000 15,000 11,250 15,000 15,000 - 15,000 15,000 0% Revenue Total: 15,000 15,000 11,250 15,000 15,000 - 15,000 15,000 0% Expenditures
Division: 345 - Park Maintenance Total: 14,589 15,360 11,268 14,755 14,755 1,833 14,755 15,055 2% Expenditure Total: 14,589 15,360 11,268 14,755 14,755 1,833 14,755 15,055 2% Fund: 317 - Pinole Valley Caretaker Fund Net Results 411 (360) (18) 245 245 (1,833) 245 (55) Fund Balance, July 1 (360) 51 (309) (327) (327) (327) (82) Fund Balance, June 30 51 (309) (327) (82) (82) (82) (137) Fund: 324 - Public Facilities Fund
Expenditures
Division: 343 - Facility Maintenance Total: 39,230 50 3,356 60,000 60,000 60,000 60,000 0% Division: 345 - Park Maintenance Total: - 10,000 10,000 10,000 10,000 0% Expenditure Total: 39,230 50 3,356 70,000 70,000 - 70,000 70,000 0% Fund: 324 - Public Facilities Fund Net Results (39,230) (50) (3,356) (70,000) (70,000) - (70,000) (70,000) Fund Balance, July 1 584,285 545,055 545,005 541,649 541,649 541,649 471,649 Fund Balance, June 30 545,055 545,005 541,649 471,649 471,649 471,649 401,649 Fund: 325 - City Street Improvements Fund
Revenue
322 - Federal Grants - - - - 156,960 156,960 196,600 0% 323 - State Grants 5,183 535 149,002 - 1,451 18,304 20,292 97,747 0% 324 - Other Grants - - - - 131,183 131,183 154,395 1,303,463 0% 351 - Fines and Forfeiture - 18 - - - 80 112 0%
383 - Reimbursements 20,609 1,417 - - - - 0%
399 - Transfers In 200,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 0% Revenue Total: 225,792 250,553 400,419 250,000 539,594 556,527 621,398 1,651,210 206% Expenditures
Division: 342 - Road Maintenance Total: 57,421 45,622 448,469 1,281,102 1,528,102 309,893 1,246,719 1,706,213 12% Expenditure Total: 57,421 45,622 448,469 1,281,102 1,528,102 309,893 1,246,719 1,706,213 12% Fund: 325 - City Street Improvements Net Results 168,371 204,930 (48,050) (1,031,102) (988,508) 246,634 (625,321) (55,003) Fund Balance, July 1 921,613 1,089,984 1,294,914 1,246,864 1,246,864 1,246,864 621,543 Fund Balance, June 30 1,089,984 1,294,914 1,246,864 215,762 258,356 621,543 566,540 City of Pinole 50 344 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 327 - Parks Grants (Measure WW) Fund
Revenue
323 - State Grants - - - - - - - 189,758
370 - Interest and Investment Income 266 533 83 - - (235) (39) Revenue Total: 266 533 83 - - (235) (39) 189,758
Expenditures
Division: 345- Park Maintenance Total: - - - 189,758 189,758 - - 189,758 0% Expenditure Total: - - - 189,758 189,758 - - 189,758 0% Fund: 327 - Parks Grants (Measure WW) Fund Net Results 266 533 83 (189,758) (189,758) (235) (39) - Fund Balance, July 1 24,638 24,904 25,437 25,521 25,521 25,521 25,482 Fund Balance, June 30 24,904 25,437 25,521 (164,237) (164,237) 25,482 25,482 Fund: 377 - Arterial Streets Rehabilitation Fund
Revenue
383 - Reimbursements 35,631 582,737 0%
399 - Transfers In 200,000 250,000 250,000 250,000 250,000 - 250,000 250,000 0% Revenue Total: 235,631 250,000 250,000 250,000 250,000 - 832,737 250,000 0% Expenditures
Division: 342 - Road Maintenance Total: 1,302 125,202 236,007 819,689 819,689 364,103 1,027,298 810,312 -1% Expenditure Total: 1,302 125,202 236,007 819,689 819,689 364,103 1,027,298 810,312 -1% Fund: 377 - Arterial Streets Rehabilitation Fund Net Results 234,329 124,798 13,993 (569,689) (569,689) (364,103) (194,561) (560,312) Fund Balance, July 1 415,454 649,783 774,582 788,574 788,574 788,574 594,014 Fund Balance, June 30 649,783 774,582 788,574 218,885 218,885 594,014 33,702 Fund: 500 - Sewer Enterprise Fund
Revenue
344 - Impact Fees - - - - - 0%
363 - Sewer Enterprise Charges 7,210,207 7,093,734 7,414,842 7,797,500 7,797,500 4,693,963 7,797,500 8,266,176 6% 370 - Interest and Investment Income 109,003 277,807 44,066 100,000 100,000 (159,818) 100,000 100,000 0% 383 - Reimbursements 1,479 22,234 - - 3,046 3,046 0%
384 - Other Revenue 148 - - 366 366 0%
Revenue Total: 7,320,836 7,371,541 7,481,142 7,897,500 7,897,500 4,537,557 7,900,912 8,366,176 6% 399 - Transfers In from Section 115 Pension Fund - - 0% Sources Total 7,320,836 7,371,541 7,481,142 7,897,500 7,897,500 4,537,557 7,900,912 8,366,176 6% Expense
Division: 117 - General Government Total: 17,828 16,365 16,643 - - 8,977 - - 0% Division: 641 - Sewer Treatment Plant/Shared Total: 3,803,273 3,979,819 4,355,345 5,323,223 5,323,223 2,825,468 4,823,223 6,193,869 16% Division: 642 - Sewer Collections Total: 892,637 906,883 1,055,212 2,193,850 2,263,850 803,200 2,263,850 3,453,131 53% Division: 643 - Sewer Projects/Shared Total: 1,178 - 4,275 - - - - - 0% Division: 644 - WPCP Equipment/Debt Service Total: 215,195 612,491 621,332 1,609,506 1,609,506 520,322 1,609,506 1,611,624 0% Expense Total: 4,930,110 5,515,558 6,052,806 9,126,579 9,196,579 4,157,967 8,696,579 11,258,624 22% Fund: 500 - Sewer Enterprise Fund Net Results 2,390,726 1,855,983 1,428,336 (1,229,079) (1,299,079) 379,590 (795,667) (2,892,448) Fund Balance, July 1 15,538,117 17,928,843 19,784,826 21,213,162 21,213,162 21,213,162 20,417,495 Fund Balance, June 30 17,928,843 19,784,826 21,213,162 19,984,083 19,914,083 20,417,495 17,525,047 Fund: 505 - Cable Access TV Fund
Revenue
314 - Franchise Taxes 32,702 28,833 25,359 52,972 52,972 16,746 52,972 52,972 0% 365 - Cable TV Charges 188,351 191,537 223,342 316,956 316,956 142,885 316,956 316,956 0% 370 - Interest and Investment Income - - - - - 1,225 - - 0% 383 - Reimbursements - 341 - - - 0%
384 - Other Revenue 4,020 3,000 - 5,000 5,000 - 5,000 5,000 0% 399 - Transfers In 132,303 147,804 174,853 160,124 160,124 160,124 160,124 160,124 0% Revenue Total: 357,375 371,175 423,895 535,052 535,052 320,979 535,052 535,052 0% 399 - Transfers In from Section 115 Pension Fund - - - 0% Sources Total 357,375 371,175 423,895 535,052 535,052 320,979 535,052 535,052 0% Expense
Division: 119 - Cable Access TV Total: 357,375 374,875 391,792 375,701 375,701 239,428 380,631 444,432 18% Division: 120 - Cable Access-Community Services Total: 4,571 4,571 4,642 2% Division: 121 - Cable Access-Contract Services Total: 190,494 190,494 97,365 197,707 4% Expense Total: 357,375 374,875 391,792 570,765 570,765 336,793 380,631 646,780 13% Fund: 505 - Cable Access TV Net Results - (3,700) 32,104 (35,713) (35,713) (15,814) 154,421 (111,728) Fund Balance, July 1 (31,535) (31,535) (35,235) (3,132) (3,132) (3,132) 151,289 Fund Balance, June 30 (31,535) (35,235) (3,132) (38,845) (38,845) 151,289 39,561 Fund: 525 - Information Systems Fund
Expense
Division: 118 - Information Systems Total: 609,715 795,641 702,008 802,890 1,237,526 521,223 1,041,357 1,482,335 20% 461 - Indirect cost allocations (609,715) (795,641) (702,008) (802,890) (1,237,526) (516,232) (1,237,526) (1,482,335) 20% Expense Total: - - - - - 4,991 (196,169) - 0%
Fund: 525 - Information Systems Surplus (Deficit): - - - - - (4,991) 196,169 - Fund Balance, July 1 (196,169) (196,169) (196,169) (196,169) (196,169) (196,169) 0 Fund Balance, June 30 (196,169) (196,169) (196,169) (196,169) (196,169) 0 0 City of Pinole 51 345 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – All Funds
Fund: 700 - Pension Fund
Revenue
370 - Interest and Investment Income 924,669 1,010,988 2,792,382 (658,526) (658,526) 1,140,017 100% 399 - Transfers In 16,287,510 0%
Revenue Total: 17,212,179 1,010,988 2,792,382 - - (658,526) (658,526) 1,140,017 100% Expense
Division: 115 - Finance Total: - - - - - 40,000 100%
Division: 117 - General Government Total: 52,921 81,434 86,587 66,308 59,177 - 0% Sub-Total: 52,921 81,434 86,587 - - 66,308 59,177 40,000 0% 499 - Transfers Out - 1,352,111 - 2,016,612 100%
Expense Total: - 81,434 1,438,698 - - 66,308 - 2,056,612 100% Fund: 700 - Pension Fund Net Results 17,159,258 929,554 1,353,684 - - (724,835) (717,703) (916,595) Fund Balance, July 1 - 17,159,258 18,088,811 19,442,495 19,442,495 19,442,495 18,724,792 Fund Balance, June 30 17,159,258 18,088,811 19,442,495 19,442,495 19,442,495 18,724,792 17,808,197 Fund: 750 - Recognized Obligation Retirement Fund
Revenue
311 - Property Taxes 250,000 250,000 265,900 250,000 250,000 219,147 250,000 250,000 0% 370 - Interest and Investment Income 26,800 82,725 3,185 - (20,579) (3,746) 0% 384 - Other Revenue 1,232 - 0%
393 - Loan/Bond Proceeds 16,096 14,452 12,681 - 5,131 5,131 5,000 0% Revenue Total: 294,128 347,176 281,766 250,000 250,000 203,699 251,385 255,000 2% Expense
Division: 463 - Successor Agency to RDA Total: 978,750 300,640 352,370 194,899 194,899 170,901 194,899 227,378 17% Expense Total: 978,750 300,640 352,370 194,899 194,899 170,901 194,899 227,378 17% Fund: 750 - Recognized Obligation Retirement Fund Net Results (684,622) 46,536 (70,603) 55,101 55,101 32,798 56,486 27,622 City of Pinole 52 346 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund Long-Term Financial Forecast
GENERAL FUND LONG-TERM FINANCIAL FORECAST
The City periodically updates its Long-Term Financial Plan (LTFP). The City adopted the Long-Term Financial Plan for Fiscal Year (FY) 2022/23 - FY 2026/27 (LTFP) in June 2022. As part of the LTFP, the City creates a five-year forecast of General Fund revenues and expenditures. Below find the five-year General Fund forecast from the current LTFP.
City of Pinole 53 347 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – General Fund Long-Term Financial Forecast
GENERAL FUND SUMMARY
INCLUDES MEASURE S 2006 & 2014
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Revised Budget
2022-23
Forecast
2023-24
Forecast
2024-25
Forecast
2025-26
Forecast
2026-27
Forecast
REVENUE
PROPERTY TAX 3,837,167 4,514,755 4,091,345 4,230,122 4,776,626 5,649,469 5,801,568 5,959,970 6,138,769 SALES TAX 3,994,720 3,788,080 4,303,800 4,483,848 4,582,095 4,695,271 4,803,262 4,913,737 5,026,753 MEAS S 2006 & 2014 LOCAL SALES TAX 4,286,328 3,901,837 4,623,561 4,840,000 4,902,000 5,022,000 5,122,440 5,224,889 5,329,387 UTILITY USERS TAX 1,812,844 1,809,832 1,939,726 1,915,000 1,934,150 1,953,492 1,973,026 1,992,757 2,012,684 FRANCHISE TAX 735,311 750,001 751,598 779,000 786,790 794,658 802,604 810,631 818,737 INTERGOVERNMENTAL TAX 1,836,501 1,952,717 2,034,203 2,082,883 2,215,948 2,317,376 2,421,681 2,531,220 2,645,775 TRANSIENT OCCUPANCY TAX 485,499 444,453 446,105 418,000 440,000 453,200 466,796 480,800 495,224 BUSINESS LICENSE TAX 399,258 382,051 349,733 382,000 400,000 412,000 424,360 437,091 450,204 CHARGES FOR SERVICES 967,318 1,260,013 1,345,588 1,339,796 1,405,108 1,498,155 1,571,813 1,649,154 1,731,612 OTHER REVENUE 2,367,313 1,116,846 833,313 518,140 549,640 555,136 560,688 566,295 571,958
ONE-TIME REVENUE -
Total Revenue 20,722,259 19,920,585 20,718,971 20,988,789 21,992,357 23,350,757 23,948,239 24,566,543 25,221,102 TRANSFERS IN 6,290,688
PENSION TRANSFER IN (FY 19/20 alloc) 667,859
PENSION TRANSFER IN 476,366 853,686 2,250,824 2,479,356 2,721,600 2,978,379 3,250,565 Total Sources 27,012,947 19,920,585 21,863,196 21,842,475 24,243,181 25,830,113 26,669,840 27,544,922 28,471,667
EXPENDITURES
SALARIES 8,593,887 9,184,283 9,683,813 10,553,426 11,492,312 11,837,081 12,192,194 12,557,960 12,934,698 BENEFITS - PERS RETIRE 1,792,051 2,451,619 2,771,676 3,447,080 3,808,871 4,037,403 4,279,647 4,536,426 4,808,612 BENEFITS - OTHER 3,079,527 2,864,038 2,720,468 3,374,993 3,687,664 3,872,047 4,065,650 4,268,932 4,439,689 OPERATIONS AND MAINTENANCE 2,056,418 3,460,467 2,685,146 3,082,147 3,387,962 3,455,721 3,524,836 3,630,581 3,739,498 DEBT SERVICE 590,433 606,553 558,607 576,107 596,107 611,150 677,150 677,150 677,150 CAPITAL OUTLAY 211,292 429,470 1,397,824 157,186 253,622 261,231 269,068 277,140 285,454 TRANSFERS OUT 21,732,833 1,255,058 1,588,652 1,418,455 1,418,455 1,461,009 1,504,839 1,549,984 1,596,484 Total Expenditures 38,056,441 20,251,487 21,406,186 22,609,394 24,644,993 25,535,642 26,513,383 27,498,172 28,481,585 Surplus/Deficit (11,043,494) (330,902) 457,010 (766,919) (401,812) 294,471 156,457 46,750 (9,918) Fund Balance, July 1 23,478,448 12,434,954 12,104,052 12,726,083 11,009,449 9,956,712 10,137,701 10,193,042 10,135,138 Preliminary Fund Balance, June 30 12,434,954 12,104,052 12,561,062 11,959,164 10,607,637 10,251,183 10,294,158 10,239,792 10,125,219 General Reserves Adjustment - (949,715) (650,925) (113,481) (101,116) (104,654) (108,825) Fund Balance, June 30 12,434,954 12,104,052 12,726,083 11,009,449 9,956,712 10,137,701 10,193,042 10,135,138 10,016,395 Pension Fund Balance, July 1 16,287,510 19,432,089 19,655,464 18,504,657 17,058,571 15,296,367 13,175,177 Revenues - Interest 924,669 1,010,988 2,566,660 1,127,061 1,140,017 1,073,270 989,397 887,189 764,160 Expenditure - Transfers Out 1,144,225 853,686 2,250,824 2,479,356 2,721,600 2,978,379 3,250,565 Expenditures 52,921 81,434 79,159 50,000 40,000 40,000 30,000 30,000 30,000 Pension Fund Balance, June 30 17,159,258 18,088,812 19,432,089 19,655,464 18,504,657 17,058,571 15,296,367 13,175,177 10,658,773 Fund Balance, July 1 7,457,116 7,492,770 8,517,413 9,395,369 9,771,183 10,162,031 10,568,512 Revenues - Interest 35,654 74,928 227,031 262,333 289,731 301,827 313,916 Revenues - Transfer In 949,715 650,925 113,481 101,116 104,654 108,825 General Reserve Balance, June 30 7,137,963 7,457,116 7,492,770 8,517,413 9,395,369 9,771,183 10,162,031 10,568,512 10,991,252
CITY OF PINOLE
LONG-TERM FINANCIAL FORECAST
City of Pinole 54 348 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Budgeted Positions
BUDGETED POSITIONS
Through the budget, the City Council authorizes the City’s hiring of employees to fill positions.
Below find a table illustrating the positions included in the FY 2022/23 budget.
City of Pinole 55 349 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Budgeted Positions
Department FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
CITY MANAGER
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 0.00 0.00 1.00 0.00 0.00
Management Analyst 0.00 0.00 1.00 1.00 0.00
Assistant to the City Manager 0.00 0.00 0.00 0.00 1.00
Administrative Assistant 0.00 0.00 1.00 1.00 1.00
Total Full-Time Equivalents (FTEs) 1.00 1.00 4.00 3.00 3.00
CITY CLERK
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 0.00 0.00 0.00 1.00 1.00
Administrative Assistant, part-time 0.48 0.48 0.48 0.48 1.00 Total Full-Time Equivalents (FTEs) 1.48 1.48 1.48 2.48 3.00
FINANCE DEPARTMENT
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 1.00 1.00 1.00 1.00 1.00
Accounting Specialist 1.00 1.00 1.00 1.00 1.00
Accounting Technician, part-time 0.48 0.48 0.48 0.48 0.48 Accounting Intern, part-time/temporary 0.00 0.00 0.00 0.00 0.00 Total Full-Time Equivalents (FTEs) 3.48 3.48 3.48 3.48 3.48
HUMAN RESOURCES
Assistant City Manager 1.00 1.00 0.00 0.00 0.00
Human Resources Director 0.00 0.00 0.00 1.00 1.00
Human Resources Analyst 0.00 0.00 0.00 0.00 1.00
Human Resources Specialist 1.00 1.00 1.00 1.00 0.00
Human Resources Technician 0.00 0.00 0.00 0.00 1.00
Total Full-Time Equivalents (FTEs) 2.00 2.00 1.00 2.00 3.00
GENERAL GOVERNMENT
Management Analyst 1.00 1.00 0.00 0.00 0.00
Total Full-Time Equivalents (FTEs) 1.00 1.00 0.00 0.00 0.00
POLICE DEPARTMENT
SWORN
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00 2.00 2.00
Police Sergeant 6.00 6.00 6.00 6.00 7.00
Police Officer 19.00 19.00 19.00 19.00 20.00
Sub-total Sworn 28.00 28.00 28.00 28.00 30.00
NON-SWORN
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Community Safety Specialist 0.96 1.00 1.00 1.00 1.00
Community Service Officer 0.96 0.96 0.96 2.00 2.00
Crossing Guards, part-time/temporary 0.50 0.50 0.25 0.25 0.25 Dispatcher 11.00 11.00 11.00 11.00 10.00
Lead Dispatcher 1.00 1.00 1.00 1.00 2.00
Police Property Specialist 1.00 1.00 1.00 1.00 1.00
Police Records Specialist 2.00 2.00 2.00 2.00 2.00
Sub-total Non-Sworn 18.42 18.46 18.21 19.25 19.25
Total Full-Time Equivalents (FTEs) 46.42 46.46 46.21 47.25 49.25 City of Pinole 56 350 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Budgeted Positions
FIRE DEPARTMENT
SWORN
Fire Chief 1.00 1.00 1.00 1.00 1.00
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Fire Captain 3.00 3.00 3.00 5.00 5.00
Fire Engineer 3.00 3.00 3.00 3.00 3.00
Fire Fighter/Paramedic 3.00 3.00 3.00 3.00 3.00
Fire Fighter 3.00 3.00 3.00 3.00 3.00
Sub-total Sworn 14.00 14.00 14.00 16.00 16.00
NON-SWORN
Administrative Assistant 0.00 0.00 0.00 0.00 0.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Sub-total Non-Sworn 1.00 1.00 1.00 1.00 1.00
Total Full-Time Equivalents (FTEs) 15.00 15.00 15.00 17.00 17.00
PUBLIC WORKS
Public Works Director 0.00 0.00 0.00 0.00 1.00
Development Services Director/City Engineer 0.50 0.50 0.50 1.00 0.00 Senior Project Manager 1.00 1.00 1.00 1.00 0.00
Capital Improvement and Environmental Program Manager 0.00 0.00 0.00 0.00 1.00 Associate Civil Engineer 0.00 0.00 0.00 0.00 1.00
Public Works Specialist 1.00 1.00 1.00 1.00 2.00
Administrative Assistant 1.00 1.00 0.00 0.00 0.00
Management Analyst 0.00 0.00 0.00 1.00 1.00
Development Services Technician 0.00 0.00 0.00 0.00 0.50 Public Works Manager 1.00 1.00 1.00 1.00 1.00
Public Works Maintenance Supervisor 2.00 2.00 2.00 3.00 3.00 Public Works Maintenance Workers 7.00 7.00 7.00 8.00 8.00 Park Caretaker 0.25 0.25 0.25 0.25 0.25
Treatment Plant Manager 1.00 1.00 1.00 1.00 1.00
Water Pollution Control Plant Operation Supervisor 1.00 1.00 1.00 1.00 1.00 WWTP Senior Operator 0.00 0.00 0.00 0.00 1.00
WWTP Operator 5.00 5.00 5.00 5.00 4.00
Environmental Analyst 1.00 1.00 1.00 1.00 1.00
Environmental Assistant 1.00 1.00 1.00 1.00 1.00
WWTP Maintenance Mechanic 1.00 1.00 1.00 2.00 2.00
Water Pollution Control Plant Intern 0.48 0.48 0.48 0.48 0.48 Total Full-Time Equivalents (FTEs) 24.23 24.23 23.23 27.73 30.23
COMMUNITY DEVELOPMENT
Development Services Director/City Engineer 0.50 0.50 0.50 0.00 0.00 Community Development Director 0.00 0.00 0.00 1.00 1.00 Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 1.00 1.00 1.00 0.00
Building Official 0.00 0.00 0.00 0.00 1.00
Building Inspector 0.00 0.00 1.00 1.00 0.00
Building Inspector I/II 0.00 0.00 0.00 0.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00
Code Enforcement Officer I/II 0.00 0.00 0.00 0.00 1.00
Permit Technician 1.48 2.00 2.00 2.00 0.00
Permit Technician I/II 0.00 0.00 0.00 0.00 2.00
Development Services Technician 0.00 0.00 0.00 0.00 0.50 Total Full-Time Equivalents (FTEs) 4.98 5.50 6.50 7.00 7.50 City of Pinole 57 351 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Budgeted Positions
COMMUNITY SERVICES DEPARTMENT
RECREATION
Community Services Director 0.00 0.00 0.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Cook, part-time/regular 0.75 0.75 0.75 0.75 0.75
Recreation Coordinator 2.60 2.60 2.60 2.60 3.50
Recreation Leader 2.88 2.88 2.88 2.88 2.88
Recreation Leader [Tiny Tots] 1.13 1.13 1.13 1.13 1.13
Rental Facility Custodian, part-time/temporary 1.65 1.65 1.65 1.65 1.65 Senior Recreation Leader 1.50 1.50 1.50 1.50 1.50
Sub-total Recreation 11.50 11.50 11.50 12.50 13.40
PINOLE COMMUNITY TELEVISION (PCTV)
Cable Access Coordinator 1.00 1.00 1.00 1.00 1.00
Cable Access Technician 1.00 1.00 1.00 1.00 1.00
Cable Equipment Operators 0.75 0.75 0.75 0.75 0.75
Sub-total Cable Access Television 2.75 2.75 2.75 2.75 2.75 Total Full-Time Equivalents (FTEs) 14.25 14.25 14.25 15.25 16.15 GRAND TOTAL ALL DEPARTMENTS 113.84 114.40 115.15 125.19 132.61 City of Pinole 58 352 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Labor Allocations
LABOR COST ALLOCATION DOLLAR AMOUNTS
Position Title
Total Wages
and Benefits
General
Fund 100
Sewer
Enterprise
(WWTP)
Fund 500
Sewer
Enterprise
(Corp Yard)
Fund 500
Cable TV
Fund 505
Information
Systems
Fund 525
Successor
Agency
Fund 750
Housing
Admin
Fund 285
Gas Tax
Fund 200
Building
Fund 212
Measure
"S-2014" Fund 106
PSAF
Fund 203
SLESF
Fund 206
Storm Water
Fund 207
Recreation
Fund 209
Refuse Mgmt
Fund 213
Solid Waste
Fund 214
Measure
"J"
Fund 215 Total
100-110 Council Members (5) 105,322 78,992 - 26,331 - - - - - - - - - - - - - - 105,322 100-111 City Manager 484,520 203,499 24,226 121,130 - - 87,214 24,226 - 24,226 - - - - - - - - 484,520 100-111 Assistant to the City Manager 164,646 131,717 - - - 32,929 - - - - - - - - - - - - 164,646 100-111 Admin Assistant 164,646 65,859 32,929 32,929 - - - - 24,697 8,232 - - - - - - - - 164,646 100-112 City Clerk 203,366 166,760 - - - - 36,606 - - - - - - - - - - - 203,366 100-113 Treasurer 10,536 7,902 - 2,634 - - - - - - - - - - - - - - 10,536 100-115 Finance Director 350,310 213,689 52,547 - - - 66,559 17,516 - - - - - - - - - - 350,310 100-115 Accountant 144,151 122,528 21,623 - - - - - - - - - - - - - - - 144,151 100-115 Accounting Specialist 121,436 103,221 18,215 - - - - - - - - - - - - - - - 121,436 100-115 Accounting Technician 32,603 27,713 4,890 - - - - - - - - - - - - - - - 32,603 100-116 HR Analyst 131,437 118,294 13,144 - - - - - - - - - - - - - - - 131,437 100-221 Police Officer 174,177 80,121 - - - - - - - - - - 94,056 - - - - - 174,177 100-221 Police Officer (2) 387,365 - - - - - - - - - - 387,365 - - - - - - 387,365 100-221 Police Officer (Canine) 170,115 153,104 - - - - - - - - - - 17,012 - - - - - 170,115 100-341 PW Director 270,201 67,550 54,040 27,020 - - - - 40,530 - 27,020 - - 13,510 - 27,020 13,510 - 270,201 100-341 Associate Engineer 161,644 - - 40,411 - - - - - - 80,822 - - - - - - 40,411 161,644 100-341 PW Specialist (2) 265,061 53,012 - 66,265 - - - - 39,759 53,012 - - - 26,506 - 26,506 - - 265,061 100-341 Capital Improvement Manager 193,379 - - 48,345 - - - - - - 38,676 - - 9,669 - 19,338 29,007 48,345 193,379 100-341 Management Analyst 120,052 24,010 - 12,005 - - - - 24,010 - 24,010 - - 12,005 - - 24,010 - 120,052 100-342 PW Maint. Supervisor 109,755 43,902 - - - - - - - - 21,951 - - - - - 21,951 21,951 109,755 100-343 Public Works Manager 270,916 135,458 - 54,183 - - - - 13,546 - - - - 54,183 - 13,546 - 0 270,916 100-343 PW Maint. Supervisor 203,223 91,450 - 50,806 - - - - 10,161 - - - - 40,645 - 10,161 - - 203,223 100-343 Maintenance Workers (4) 475,898 142,769 - 95,180 - - - - 71,385 - - - - 71,385 - 23,795 - 71,385 475,898 100-343 Maintenance Worker (1) 138,776 - - - - - - - - - 138,776 - - - - - - - 138,776 100-343 Maintenance Worker (1) 96,446 48,223 - - - - - - - - 48,223 - - - - - - - 96,446 209-551 Community Svcs Director 288,998 - - - 28,900 - - - - - - - - - 260,098 - - - 288,998 212-461 Community Dev. Director 356,243 89,061 - - - - - 53,436 - 213,746 - - - - - - - - 356,243 212-461 Planning Manager 203,955 10,198 - - - - - 10,198 - 183,560 - - - - - - - - 203,955 212-462 Permit Technician 123,987 61,994 - - - - - - - 61,994 - - - - - - - - 123,987 212-462 Community Dev. Technician 101,415 67,603 33,812 101,415 500-642 PW Maint. Supervisor 179,842 - - 134,882 - - - - 8,992 - - - - 17,984 - 8,992 - 8,992 179,842 500-642 Maintenance Workers (2) 269,339 - - 202,004 - - - - 13,467 - - - - 26,934 - 13,467 - 13,467 269,339 -
6,473,760 $ 2,308,627 $ 221,614 $ 914,125 $ 28,900 $ 32,929 $ 190,378 $ 105,376 $ 246,547 $ 578,581 $ 379,478 $ 387,365 $ 111,067 $ 272,821 $ 260,098 $ 142,825 $ 88,478 $ 204,550 $ 6,473,760 $ PERCENT OF TOTAL 36% 3% 14% 0% 1% 3% 2% 4% 9% 6% 6% 2% 4% 4% 2% 1% 3% 100% General
Fund
Special
Revenue
Sewer
Enterprise
Successor
Agency
Interanl
Service Measure S
2,308,627 2,397,708 $ 1,135,739 $ 190,378 $ 61,829 $ 379,478 $ 100-111 100-112 100-115 100-116 100-221 100-223 100-341 100-342 100-343 100-345 100-465 209-554 209-555 212-461 212-462 505-119 505-120 505-121 Total 100-111 Admin Assistant 32,929 8,232 8,232 8,232 - - 8,232 - - - - - - - - 65,859 100-221 Police Chief - - - - 318,980 35,442 - - - - - - - - - 354,422 100-221 Lieutenant - - - - 304,128 76,032 - - - - - - - - - 380,159 100-342 Maintenance Worker (1) - - - - - - - 21,951 - 21,951 - - - - - 43,902 100-343 Maintenance Workers (4) - - - - - - - 28,554 57,108 57,108 - - - - - 142,769 100-343 Maintenance Worker (1) - - - - - - - 34,694 34,694 - - - - - 69,388 209-554 Recreation Leaders (Seasonal) - - - - - - - - - - 16,203 30,092 - - - 46,295 209-554 YC Recreation Coordinator - - - - - - - - - - 80,365 25,378 - - - 105,743 212-461 Community Dev. Director 106,873 106,873 213,746 212-462 Community Dev. Technician - - - - - - 50,707 - - - 16,896 - - 16,906 16,906 - - - 101,415 505-119 Cable Access Coordinator - - - - - - - - - - - - 129,796 743 87,973 218,511 505-119 Cable Access Technician - - - - - - - - - - - - 101,869 583 69,045 171,497 City of Pinole 59 353 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Revenue and Expenditure Summaries – Labor Allocations
LABOR COST ALLOCATIONS PERCENTAGES
Position Title
Total Wages
and Benefits
General
Fund 100*
Sewer
Enterprise
(WWTP)
Fund 500
Sewer
Enterprise
(Corp Yard)
Fund 500
Cable TV
Fund 505
Information
Systems
Fund 525
Successor
Agency
Fund 750
Housing
Admin
Fund 285
Gas Tax
Fund 200
Building
Fund 212
Measure
"S-2014" Fund 106
PSAF
Fund 203
SLESF
Fund 206
Storm Water
Fund 207
Recreation
Fund 209
Refuse
Mgmt
Fund 213
Solid Waste
Fund 214
Measure
"J" Fund
215 Total
100-110 Council Members (5) 105,322 75% 25% 100%
100-111 City Manager 484,520 42% 5% 25% 18% 5% 5% 100%100-111 Assistant to the City Manager 164,646 80% 20% 100%100-111 Admin Assistant 164,646 40% 20% 20% 15% 5% 100%100-112 City Clerk 203,366 82% 18% 100%100-113 Treasurer 10,536 75% 25% 100%100-115 Finance Director 350,310 61% 15% 19% 5% 100%100-115 Accountant 144,151 85% 15% 100% 100-115 Accounting Specialist 121,436 85% 15% 100%100-115 Accounting Technician 32,603 85% 15% 100%100-116 HR Analyst 131,437 90% 10% 100%100-221 Police Officer 174,177 46% 54% 100%100-221 Police Officer (2) 387,365 0% 100% 100%100-221 Police Officer (Canine) 170,115 90% 10% 100%100-341 PW Director 270,201 25% 20% 10% 15% 10% 5% 10% 5% 100% 100-341 Associate Engineer 161,644 25% 50% 25% 100%100-341 PW Specialist (2) 265,061 20% 25% 15% 20% 10% 10% 100%100-341 Capital Project Manager 193,379 0% 25% 20% 5% 10% 15% 25% 100%100-341 Management Analyst 120,052 20% 10% 20% 20% 10% 20% 100%100-342 PW Maint. Supervisor 109,755 40% 20% 20% 20% 100%100-343 Public Works Manager 270,916 50% 20% 5% 20% 5% 100%100-343 PW Maint. Supervisor 203,223 45% 25% 5% 20% 5% 100% 100-343 Maintenance Workers (4) 475,898 30% 20% 15% 15% 5% 15% 100%100-343 Maintenance Worker (1) 138,776 0% 100% 100%100-343 Maintenance Worker (1) 96,446 50% 50% 100%209-551 Community Svcs Director 288,998 0% 10% 0% 0% 90% 100%212-461 Community Dev. Director 356,243 25% 15% 60% 100%212-461 Planning Manager 203,955 5% 5% 90% 100%212-462 Permit Technician 123,987 50% 50% 100% 212-462 Community Dev. Technician 101,415 67% 33% 100%500-642 PW Maint. Supervisor 179,842 0% 75% 5% 10% 5% 5% 100%500-642 Maintenance Workers (2) 269,339 0% 75% 5% 10% 5% 5% 100% -
6,473,760 $ 36% 3% 14% 0% 1% 3% 2% 4% 9% 6% 6% 2% 4% 4% 2% 1% 3% 100% 100-111 100-112 100-115 100-116 100-221 100-223 100-341 100-342 100-343 100-345 100-465 209-554 209-555 212-461 212-462 505-119 505-120 505-121 Total 100-111 Admin Assistant 20% 5% 5% 5% 5% 40%100-221 Police Chief 90% 10% 100%100-221 Lieutenant 80% 20% 100%100-342 Maintenance Workers (1) 20% 20% 40%100-343 Maintenance Workers (4) 6% 12% 12% 30%100-343 Maintenance Workers (1) 25% 25% 50% 209-554 Recreation Leaders (Seasonal) 35% 65% 100%209-554 YC Recreation Coordinator 76% 24% 100%212-461 Community Dev. Director 50% 50% 100%212-462 Community Dev. Technician 50% 17% 17% 17% 100%505-119 Cable Access Coordinator 59% 0% 40% 100%505-119 Cable Access Technician 59% 0% 40% 100% City of Pinole 60 354 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets
Department Budgets
This section contains detailed information for the City’s organizational units, its departments. The budget summaries illustrate how the City’s various funding sources are allocated to individual departments to fund their specific activities and programs.
The department sections are arranged in the following order:
• Elected Officials
o City Council
o City Treasurer
• Appointed Officials
o City Manager
o City Attorney
o City Clerk
• Administration
o Finance
o Human Resources
• Public Safety
o Police
o Fire
• Public Works
• Community Development
• Community Services
• General Government
The following information is provided below in each department budget section:
• Mission;
• Major services and functions;
• FY 2021/22 key accomplishments;
• FY 2022/23 key priorities and projects;
• Major changes in FY 2022/23 budget;
• Position summary;
• Budget summaries at the department and division levels; and • Major non-personnel expense details.
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Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Council
CITY COUNCIL
Mission
The mission of the City Council is to use the tools at its disposal to create a safe, healthy, and prosperous community. In February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025, which contained the following vision, mission, and goals for the City.
Vision
Pinole is a safe, vibrant, and innovative community with small town charm and high quality of life.
Mission
Pinole will be efficient, ethical, and effective in delivering quality services with community involvement and fiscal stewardship.
Goals
1. Safe and Resilient
2. Financially Stable
3. Vibrant and Beautiful
4. High Performance
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Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Council
Major Services and Functions
The primary role of the City Council is to create local laws to support a safe, healthy, and prosperous community. The City Council also creates a vision and goals for the community, approves policies for the conduct of municipal affairs, and appropriates City funds through the budget process to support City programs and services. The City Council holds regularly scheduled meetings, hearings, and study sessions to receive citizens’ input and conduct the City's business in a public forum. Council Members represent the City at local, regional, and State organizations.
The five-member City Council is elected at large and serves four-year overlapping terms. The City Council appoints one of its members to serve as the Mayor each year. The City Council also serves as the governing body of the Successor Agency to the Pinole Redevelopment Agency (“Successor Agency”), and appoints members of the community to serve on various boards and commissions.
The City Council appoints three City officers: the City Manager, City Attorney, and City Clerk.
FY 2021/22 Key Accomplishments
• Recognized Black History Month
• Recognized Women’s History Month
• Recognized American Red Cross Month
• Provided direction to staff on bolstering fire service in Pinole • Recognized Earth Day
• Recognized the Pinole-Richmond Lions Club in their 100th year of service • Updated Council norms of behavior
• Recognized Pride Month
• Recognized Juneteenth Day
• Implemented a land acknowledgement at Council meetings • Appointed Council Members to serve as liaisons to the discussion regarding a potential East Bay wildfire and vegetation management joint powers authority • Recognized Indigenous Peoples Day
• Held community workshops regarding American Rescue Plan Act (ARPA) funding • Adopted a resolution declaring a climate emergency and directing staff to take certain actions to address the climate emergency
• Created a Technology and Communication Subcommittee
• Recognized United Against Hate Week
• Direct staff on the redevelopment of “Community
• Corner”
• Recognized Lunar New Year
• Adopted resolution in support of Bay Adapt: Regional Strategy for A Rising Bay • Directed staff to prepare a draft city charter and hire a polling firm and communication fi rm to provide services regarding a potential November 2022 charter city and real estate transfer tax ballot measure
• Directed staff to arrange a fireworks show for Fourth of July 2022 City of Pinole 64 358 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Council
• Directed staff on the design for the replacement bridge on San Pablo Avenue over the railroad
• Reinstituted in-person meetings of the City Council
• Recognized Nowruz
• Directed staff on updates to the City General Plan Housing, Health/Safety, and Environmental Justice Elements
FY 2022/23 Key Priorities and Projects
• Create new or updated ordinances to support a safe, healthy, and prosperous community • Continue to recognize individuals, organizations, and causes through proclamations and resolutions
• Continue to advocate for the City in regional and State policy matters • Continue to review and approve City policies and service models that will improve City efficiency and effectiveness
• Provide leadership and oversight of the implementation of the Strategic Plan • Review and approve development applications that will improve the community • Consider collaboration with Contra Costa County Fire Protection District (“Confire”) to change City’s fire service model and reopen Fire Station 74 Significant Special Projects for FY 2023/24 through FY 2026/27 • Create new or updated ordinances to support a safe, healthy, and prosperous community Major Changes in FY 2022/23 Budget
There are no major changes in the FY 2022/23 budget compared to the FY 2021/22 budget.
Position Summary
There are no staff positions budgeted for the City Council department. Support to the City Council is provided by City staff budgeted in other departments, such as the City Manager, City Attorney, City Clerk, and others.
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Department Budgets – City Council
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CITY COUNCIL BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 163,703 215,352 151,404 176,609 170,496 (6,113) -4% Measure S 2014 - 106 46,600 5,900 - 5,900 5,900 - 0%
Total 210,303 221,252 151,404 182,509 176,396 (6,113) -3%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages -401 52,099 49,871 34,021 48,150 48,150 - 0% Employee Benefits - 410 44,619 45,345 40,021 64,691 55,241 (9,450) -17% Total Personnel 96,717 95,216 74,042 112,841 103,391 (9,450) -9% Services and Supplies
Professional & Administrative Services -
42 133,532 145,509 92,903 95,595 96,375 780 1%
Other Operating Expenses -43 1,042 1,466 528 1,030 1,030 - 0% Total Services and Supplies 134,574 146,975 93,431 96,625 97,405 780 1% Capital Outlay
Asset Acquisition/Improvement - 47 - - - - - - 0%
Total Capital Outlay - - - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (22,746) (22,714) (18,123) (28,628) (26,331) 2,297 -9% General Liability Insurance - 46201 1,758 1,776 2,054 1,671 1,931 260 13% Total Indirect Cost Allocations (20,988) (20,939) (16,069) (26,957) (24,400) 2,557 -10% Total 210,303 221,252 151,404 182,509 176,396 (6,113) -3%
EXPENDITURES BY PROGRAM
City Council - 110 210,303 221,252 151,404 182,509 176,396 (6,113) -3% Total 210,303 221,252 151,404 182,509 176,396 (6,113) -3% City of Pinole 67 361 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Council
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services -$ -$
Citywide organizational assessment -$
42201 Office Expense $ 500 $ 500
4230X Travel and Training $ 7,900 $ 9,000
ABAG (delegate) $250
Allocated Appropriation (5 @ 500) 2,500
CCC Mayor's Conference monthly dinners 1,200
East Bay Division meetings 600
Funding for council members on league committees 500
League of California Cities Conference (5 @ 600) 3,000
Mayor's travel expenses 600
Other identified City sponsored events 250
Various dinners/award ceremonies 100
42401 Memberships $ 21,805 $ 21,485
ABAG dues $5,500
Contra Costa Mayor's Conference 1,400
LAFCO dues 6,300
League of California Cities East Bay Division 8,085
Other Memberships 200
42514 Special Department Expense $ 59,490 $ 59,490
City Council meetings recorded by PCTV $56,490
Mayoral Celebration expense 400
Misc. supplies and food for meetings 1,000
Other special department expenses 1,000
West County Mayor's Breakfast meetings 600
Total Professional/Administrative Services $ 90,475
4310X Utilities $ 1,030 $ 1,030
Gas/Electric $ 980
Water 50
MEASURE S - 2014 FUND - 106
42101 Professional Services $ 5,900 $ 5,900
Teambuilding and Strategic Planning $ 5,900
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Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Treasurer
CITY TREASURER
Mission
The mission of the City Treasurer is to, in collaboration with the Finance Director, ensure that all City funds are received, deposited, disbursed, and invested effectively in accordance with the City’s Investment Policy and Generally Accepted Accounting Principles (GAAP).
Major Services and Functions
In collaboration with the Finance Director, the City Treasurer prepares quarterly investment reports for the City Council. The reports include reconciled bank balances, the type and amount of investments and deposits of City funds, the institution in which these deposits are made, market values, maturity dates, and rates of interest. In addition, the City Treasurer reviews the weekly check run and is one of the authorized City counter signatories of checks in an amount of $5,000 or greater. The City’s Investment Policy prioritizes safety, liquidity, and yield. The City Treasurer is an elected position and serves a four-year term.
FY 2021/22 Key Accomplishments
• Collaborated with the Finance Director to provide quarterly investment reports to the City Council and to achieve the Investment Policy priorities of safety, liquidity, and yield • Collaborated with the Finance Director to ensure that all City funds were received, deposited, disbursed, and invested effectively in accordance with the City’s Investment Policy and GAAP
FY 2022/23 Key Priorities and Projects
• Continue to collaborate with the Finance Director on investment management and treasury functions
Major Changes in FY 2022/23 Budget
There are no major changes in the FY 2022/23 budget compared to the FY 2021/22 budget.
Position Summary
There are no staff positions budgeted for the City Treasurer department. Support to the City Treasurer is provided by City staff budgeted in other departments, primarily the Finance Department.
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Department Budgets – City Treasurer
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Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Treasurer
CITY TREASURER BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 8,592 8,286 6,306 8,693 8,662 (31) 0% Total 8,592 8,286 6,306 8,693 8,662 (31) 0%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 5,574 8,431 5,984 8,400 8,400 - 0% Employee Benefits - 410 5,098 1,633 921 2,028 1,964 (64) -3% Total Personnel 10,672 10,063 6,905 10,428 10,364 (64) -1% Services and Supplies
Professional & Administrative Services -
42 250 783 911 760 760 - 0%
Other Operating Expenses - 43 - - - - - - 0%
Total Services and Supplies 250 783 911 760 760 - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 - - - - - - 0%
Total Capital Outlay - - - - - - 0%
Indirect Cost Allocations
Admin Credits - 46121 (2,602) (2,718) (1,692) (2,644) (2,634) 10 0% Legal Charges - 46126 116 - - - - - 0%
General Liability Insurance - 46201 156 158 182 149 172 23 13% Total Indirect Cost Allocations (2,330) (2,560) (1,510) (2,495) (2,462) 33 -1% Total 8,592 8,286 6,306 8,693 8,662 (31) 0%
EXPENDITURES BY PROGRAM
City Treasurer - 113 8,592 8,286 6,306 8,693 8,662 (31) 0% Total 8,592 8,286 6,306 8,693 8,662 (31) 0%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42301 Travel & Training $ 400 $ 400
Misc. training $ 400
42401 Memberships $ 110 $ 110
CSMFO Dues $ 110
42506 Bonds $ 250 $ 250
Bond for City Treasurer position $ 250
Total Professional/Administrative Services $ 760
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Department Budgets – City Treasurer
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Department Budgets – City Manager
CITY MANAGER
The City Manager department is comprised of the following divisions:
• Administration and Programs; and
• Information Technology
Mission
The mission of the City Manager’s office (department) is to support the City Council in its policy development and to oversee all City staff and operations to ensure efficient and effective service delivery.
Major Services and Functions
The City of Pinole is organized under a “council-manager” form of operation. This form of government consists of an elected City Council that is responsible for policymaking and a professional City Manager, appointed by the Council, who is responsible for operations. In addition to overseeing the operations of all other City departments, the City Manager’s office performs or coordinates some specific functions on behalf of the entire City organization, including the following:
• Coordination of citywide communication and engagement • Intergovernmental relations
• Information technology
• Strategic planning and organizational assessment
In FY 2020/21, the City implemented a number of changes to the City’s organization structure and staffing. These included assigning to the City Manager’s office some responsibilities that previously did not have a clear home in the organization structure, including communication and engagement and intergovernmental relations.
The Information Technology Division maintains hardware and software throughout the City organization. The Division collaborates with other City departments to conduct business process re-engineering and to select and implement appropriate technology to meet City needs. The Division maintains over 150 workstations and multiple servers used throughout the City. The City’s information technology function is performed by a private firm, Precision IT, with which the City has established a contract.
FY 2021/22 Key Accomplishments
• Oversaw the City’s response to the coronavirus pandemic City of Pinole 73 367 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
• Supported the City Council in its development of policy on key community issues • Supported City departments in the implementation of a number of process improvements and new policies
• Worked with local, regional, State, and federal agencies to advance Pinole's interests • Implemented the City’s new organizational structure to improve capacity and coordination, based on the organizational assessment
• Hired staff in key leadership positions
• Expanded communication and engagement with the community through the use of new tools and techniques
• Completed the Strategic Plan strategy of developing a comprehensive information technology plan (Goal 4, Strategy 6)
FY 2022/23 Key Priorities and Projects
• Complete the Strategic Plan strategies of developing a strategic communication plan and a public engagement plan (Goal 4, Strategies 4 and 5)
• Assess City operations and implement improvements for diversity, equity, and inclusion (DEI)
• Complete the Strategic Plan strategy of developing an interagency legislative advocacy program (Goal 4, Strategy 7)
Significant Special Projects for FY 2023/24 through FY 2026/27 • Complete Strategic Plan strategies
Major Changes in FY 2022/23 Budget
The City Manager department Administration and Programs division budget for FY 2022/23 includes funding for Diversity, Equity, and Inclusion (DEI) consulting, intergovernmental affairs consulting, organizational assessment consulting, and communication and engagement consulting, all related to high-priority City initiatives in these areas. The Information Technology division budget includes one additional full-time contract onsite information technology staff person as well as a number of projects identified in the City’s new IT Plan.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 0.00 0.00 1.00 0.00 0.00
Management Analyst 0.00 0.00 1.00 0.00 0.00
Assistant to the City Manager 0.00 0.00 0.00 1.00 1.00
Administrative Assistant 0.00 0.00 1.00 1.00 1.00
City of Pinole 74 368 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
Total 1.00 1.00 4.00 3.00 3.00
Note that the Management Analyst and Administrative Assistant positions were shown in departments other than the City Manager department in budgets prior to FY 2020/21 and were moved to the City Manager department in FY 2020/21 to reflect their primary tasks more clearly.
The Management Analyst position was reclassified to an Assistant to the City Manager position in FY 2021/22. A portion of the Administrative Assistant position’s time is devoted to supporting the Finance Department and the Human Resources Department.
City of Pinole 75 369 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
City of Pinole 76 370 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
CITY MANAGER BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 206,565 603,505 323,511 681,538 615,943 (65,595) -11% Total 206,565 603,505 323,511 681,538 615,943 (65,595) -11%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 281,967 657,031 261,804 435,592 480,353 44,761 9% Employee Benefits - 410 139,604 394,691 231,689 294,876 304,344 9,468 3% Total Personnel 421,571 1,051,722 493,494 730,468 784,697 54,229 7% Services and Supplies
Professional & Administrative Services -
42 4,827 93,633 50,417 284,405 248,004 (36,401) -15%
Other operating Expenses - 43 1,430 1,995 728 1,425 1,425 - 0% Total Services and Supplies 6,257 95,627 51,144 285,830 249,429 (36,401) -15% Indirect Cost Allocations
Admin Credits - 46121 (234,652) (577,603) (248,165) (355,801) (445,668) (89,867) 20% General Liability Insurance - 46201 13,389 33,760 25,861 21,041 27,485 6,444 23% Total Internal Cost Allocations (221,263) (543,844) (222,304) (334,760) (418,183) (83,423) 20% Capital Outlay
Asset Acquisition/Improvement - 47 - - 1,176 - - - 0%
Total Capital Outlay - - 1,176 - - - 0%
Total 206,565 603,505 323,511 681,538 615,943 (65,595) -11%
EXPENDITURES BY PROGRAM
City Manager - 111 206,565 603,505 323,511 681,538 615,943 (65,595) -11% Total 206,565 603,505 323,511 681,538 615,943 (65,595) -11% City of Pinole 77 371 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 273,130 $ 210,000
DEI Consulting $50,000
Intergovernmental Affairs Consultant 50,000
Misc. Organizational Assessment Consulting 50,000
Communication and Engagement Consulting 60,000
42107 Equipment Maintenance $ - $ 100
(Moved from General Gov't)
42201 Office Expense $ 800 $ 13,800
Miscellaneous Office Expenses $300
Other Office Expenses ($7,000 moved from General Gov't) 7,500 Copier Supplies (Moved from General Gov't) 1,000
Office Supplies (Moved grom General Gov't) 5,000
42203 Office Expense/Shipping & Mailing $ - $ 9,779
Postage Equipment (Moved from General Gov't) $6,779
Postage & Shipping (Moved from General Gov't) 3,000
4230X Travel and Training $ 4,900 $ 7,300
League of Cities or Other Trainings $4,000
Mayor's Conference monthly dinners 600
Miscellaneous Meetings 1,200
Staff Training (Moved from General Gov't) 1,500
42401 Memberships $ 3,725 $ 3,875
Bay Area News Group Subscription $550
CAPIO Membership 200
CCC Public Managers Association 500
CCMF Membership 200
MISAC Membership 200
Municipal Management Association (MMANC) 75
ICMA Membership 2,150
42403 Dues & Pub/Advertising $ 1,500 $ -
North Shore on the Bay Trail Guide (moved to Community Development) $0 City of Pinole 78 372 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
INFORMATION SYSTEMS BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 602,298 540,026 395,405 799,760 1,120,368 320,608 29% Measure S-2014 Fund - 106 21,748 - 102,600 102,600 - 0% Recreation Fund - 209 49,887 62,029 35,561 58,680 96,243 37,564 39% Building and Planning Fund - 212 69,693 31,872 30,589 279,888 94,301 (185,587) -197% Sewer Enterprise Fund - 500 52,999 49,160 37,421 71,480 124,732 53,252 43% Cable Access TV Fund - 505 20,764 18,921 17,256 27,719 46,691 18,972 41% Total 817,389 702,008 516,232 1,340,127 1,584,936 244,809 15%
EXPENDITURES BY CATEGORY
Services and Supplies
Professional & Administrative Services -
42 593,532 472,808 357,709 908,776 1,019,806 111,030 11% Other Operating Expenses - 43 152,101 168,959 124,511 169,760 174,853 5,093 3% Total Services and Supplies 745,634 641,766 482,220 1,078,536 1,194,658 116,122 10% Capital Outlay
Asset Acquisition/Improvement - 47* 71,755 26,323 6,560 221,700 357,348 135,648 38% Total Capital Outlay 71,755 26,323 6,560 221,700 357,348 135,648 38% Indirect Cost Allocations
Administrative Debits - 46122 - 33,918 32,443 39,890 32,929 (6,961) -21% Information Systems (IS) Charges - 46 (795,641) (702,008) (516,232) (1,237,526) (1,482,336) (244,810) 17% Total Indirect Cost Allocations (795,641) (668,089) (483,789) (1,197,636) (1,449,407) (251,771) 17% Total 21,748 (0) 4,991 102,600 102,600 (0) 0%
EXPENDITURES BY PROGRAM
Information Systems - 118 817,389 702,008 521,223 1,340,126 1,584,935 244,809 15% Total 817,389 702,008 521,223 1,340,126 1,584,935 244,809 15% *See CIP
City of Pinole 79 373 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 247,120 $ 534,670
Labor for phone system replacement (carryover) $ 25,000 Labor to implement management software for PD computers (carryover) 560 Labor to replace PD MDC's (carryover) 9,000
Labor to upgrade Versatile software (carryover) 2,000
Labor to Upgrade City Hall internet speed (carryover) 560 Managed IT support (Precision) 396,550
City Website Updates 40,000
Implement Software to enable online payments 5,000
Public Safety Network Readdressing 6,000
Replace Youth/Senior Center Fiber Run & Install Fiber Run to Corp Yard/WPCP 50,000 42105 Network Maintenance $ 79,757 $ 82,150
Network servers and hardware maintenance, including professional callouts.
AWS hosting for Smart Geotech $ 1,910
CivicLive (Website Designer) Annual Hosting Fee 6,359
Contra Costa County ACCJIN Network Fee 26,523
Data backup protection for City Hall servers 12,667
Data backup protection for Public Safety servers 10,609 Firewall Maintenance for Public Safety 1,591
Granicus (Web Streaming) 7,426
Live Scan Maintenance 10,609
Printer repair 1,061
Sophos Firewall Annual Maintenance & Support CH 2,122
Wi-Fi Service 1,273
42106 Software Maintenance $ 420,899 $ 234,095
Adobe maintenance/upgrade $ 3,713
Adobe software for PCTV 637
Agenda Management Software 7,210
AMAG alarm software maintenance 530
Cloud Storage for PD body cameras 15,914
CrimeView desktop support 3,183
Critical Reach maintenance 530
ESRI- Ainfo, Aedito, Aview maintenance 21,218
FileOnQ Support & maintenance 3,492
Fire RMS support- Station 73 2,122
Laserfiche Annual Maintenance/License 7,575
Police Department Computer Management software 2,334
Public Records Management Software 6,180
RecDesk software 5,562
Scala License for PCTV 1,221
Sophos EndPoint for all workstations 10,291
SurveyMonkey 1,000
TrakIt support maintenance 60,000
Tyler Incode license & fee maintenance 71,080
Versatile Express & retention support 5,305
Website Redesign product 5,000
42107 Equipment Maintenance $ 49,700 $ 51,191
Copier Lease and Maintenance (Xerox) $ 49,131
Mailing System Meter Lease (Pitney Bowes) 2,060
42510 Software Purchase & Subscriptions $ 68,700 $ 75,100 Adobe Acrobat upgrade Licenses to 2017 $ 15,000
Copware Site License 300
ManageEngine MDM (PD) 1,250
Mobile Devise management 2,500
Office 365 G3 License (150 Licenses) 36,000
PD background checks (TLO, Transunion) 850
Pinole Municode 500
City of Pinole 80 374 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
Realquest maintenance 10,000
Recruiting software annual maintenance (NeoGov) 5,200
Software for E-submission of form 700 3,500
Total Professional/Administrative Services $ 977,206
43101 Communications $ 169,760 $ 174,853
AT&T AVPN circuit for I-80 sign project $ 2,843
AT&T voice service 104,236
Fire Department pagers 371
New internet service for Public Safety building 12,360
New internet service for the Corp Yard 6,180
Replace broken phones 1,030
Tiny Tots solar 618
Verizon cell service 47,215
47102 Computer Equipment $ 161,700 $ 297,348
PD computer monitor replacement PD (carryover) $ 2,400
Fiber data network evaluation for City Hall and Senior Center (carryover) 10,000 Citywide phone system replacement (carryover) 50,000
Police Department MDC replacements 157,148
Replace old computers (carryover) 7,200
Replace 20 workstations per year 20,600
Refresh EOC System 50,000
MEASURE S - 2014 FUND - 106
42510 Software Purchase & Subscriptions $ 42,600 $ 42,600 Laserfiche Software training carryover $ 3,600
Ancillary equipment related to RecDesk upgrade carryover 39,000 47201 Improvements/Building $ 60,000 $ 60,000
IN2102 Municipal Broadband Feasibility $ 60,000
INFORMATION SYSTEMS CHARGES FOR COMMUNICATION & TECHNOLOGY 46124 IS Charges for Communication & Technology $ (1,237,526) $ (1,482,336) Finance [100-115] $ (4,377)
General Government [100-117] $ (301,171)
Police Services [100-222] (536,625)
Police Dispatch [100-223] (57,432)
Fire Services [100-231] (119,465)
Public Works [100-341] (99,110)
Code Enforcement [100-465] (2,188)
Community Services [209-551] (96,243)
City of Pinole 81 375 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Manager
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City of Pinole 82 376 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Attorney
CITY ATTORNEY
Mission
The mission of the City Attorney is to provide quality, comprehensive legal representation to the City.
Major Services and Functions
The City Attorney is the Chief Legal Officer for the City. The City Attorney provides legal advice to the City Council, City officials, and staff. The City Attorney prepares and reviews ordinances, resolutions, and contracts for City Council consideration, and represents the City in legal actions, both affirmative claims and defense of claims brought against the City. The City Attorney also serves as general counsel for the Successor Agency for the Redevelopment Agency. The City Attorney plays a key role in risk management for the City of Pinole. The City Attorney prepares legal opinions at the request of the City Council and staff as needed and advises on all legal issues related to the City.
FY 2021/22 Key Accomplishments
• Advised City on compliance with evolving COVID related health orders, AB 361, and related workplace / labor issues
• Prepared organics reduction and recycling ordinance for City compliance with SB 1383 • Assisted staff with Code Enforcement matters, real property liens and securing Court ordered abatement warrants authorizing City correction of code violations • Updated City construction contract documents in compliance with Federal and State procurement requirements related to San Pablo Avenue Rehabilitation Project • Chaired and coordinated multiple Municipal Code Update Subcommittee meetings • Advised on disposition of redevelopment surplus properties and development projects throughout the City
• Advised City Council on potential Charter City Ballot Measure and adjustment to Real Property Transfer Tax
• Managed and coordinated City defense, and affirmative litigation, related to PG&E Bankruptcy proceeding among other litigation matters and cases • Prepared update to City’s ordinance regulating the use and sale of fireworks FY 2022/23 Special Projects
• Prepare ordinances and resolutions to address City Council priorities • Advise City Council and prepare related materials for potential Charter City Ballot Measure
City of Pinole 83 377 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Attorney
• Provide legal assistance and advice in labor negotiations, grievances, employment, benefits, and HR related issues, as well as liability avoidance management practices • Provide legal advice and representation to the City on development projects including multi-family housing developments, Pinole Shores II, and the sale of former RDA properties, and provide counsel to the City’s Planning Commission • Provide training on ethics, conflicts of interest and election related issues to the City Council, Commissioners, and staff
• Draft City Procurement Policy Procedures Manual
Significant Special Projects for FY 2023/24 through FY 2026/27 • Continue to update the Pinole Municipal Code to comply with evolving legal requirements, best practices, and City Council directives • Provided advice and counsel regarding compliance with new State laws to facilitate the development of housing, and assist the City with completion of the updated Housing Element
Major Changes in FY 2022/23 Budget
Anticipating the amount of legal services needed by the City in any given year is difficult. The proposed FY 2022/23 budget reflects a 3.5% increase to the prior year’s actual budget expenditure to reflect a contractual CPI adjustment. The 3.5% increase for the FY 2022/23 budget accounts for an anticipated increase in the need for legal services related to development projects and property dispositions, as well as special projects. Finally, some legal costs incurred by the City are reimbursed to the General Fund and are not reflected in the proposed budget. Those include, but are not limited to, code enforcement, development projects and property dispositions, and successful defense of claims that have prevailing party attorney fee provisions. These reimbursements will help offset the actual cost of legal services for the City.
Position Summary
No personnel are directly assigned to this department. Legal services are provided to the City by a private law firm on a contract basis.
City of Pinole 84 378 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Attorney
CITY ATTORNEY BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 462,151 489,955 334,668 310,200 321,057 10,857 3% Measure S 2014 - 106 27,318 - - 0%
Total 489,469 489,955 334,668 310,200 321,057 10,857 3%
EXPENDITURES BY CATEGORY
Legal Services
Attorney Services - 42102 748,706 763,076 578,447 564,000 583,740 19,740 3% Total Legal Services 748,706 763,076 578,447 564,000 583,740 19,740 3% Indirect Cost Allocations
Administrative Credits - 46121 (259,237) (273,121) (243,779) (228,800) (237,683) (8,883) 4% Developer Reimbursements - 46121 (25,000) (25,000) - 0% Total Indirect Cost Allocations (259,237) (273,121) (243,779) (253,800) (262,683) (8,883) 3% Total 489,469 489,955 334,668 310,200 321,057 10,857 3%
EXPENDITURES BY PROGRAM
City Attorney - 114 489,469 489,955 334,668 310,200 321,057 10,857 3% Total 489,469 489,955 334,668 310,200 321,057 10,857 3%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42102 Attorney Services - General Fund $ 564,000 $ 583,740 General legal services for FY 2022/23 $583,740
City of Pinole 85 379 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Attorney
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City of Pinole 86 380 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Clerk
CITY CLERK
Mission
The City Clerk's mission is to fulfill the role as elections official, legislative administrator and records manager for the City in an efficient, professional, and friendly manner, to provide outstanding support to the Council throughout the legislative process, and to serve the citizens of Pinole as an accessible and responsive representative of transparent and open
government.
Major Services and Functions
The City Clerk's office serves as the conduit between the residents of the City of Pinole and the City Council. The City Clerk is an appointed officer by the City Council and is responsible for scheduling City Council meetings and preparing agenda packets, producing the official records of Council decisions, maximizing public access to municipal government ensuring transparency to the public and is the official custodian of the records of the City. The City Clerk serves as the Elections Official of the City and conducts all City elections; acts as a Compliance Officer for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act. Some specific functions of the City Clerk’s office include the following:
• Provide accurate and timely minutes for the City Council and Finance Subcommittee • City Council and Finance Sub-Committee agenda packet management • Serve as Elections Official and conduct all City elections in compliance with the CA Elections Code
• Coordinate Citywide Records Management Program and conduct semi-annual audit • Streamline the paperless filing and electronic submission of Form 700 for FPPC filers • Administration of the City’s Public Records Act Program • Codification of Pinole municipal code
• Provide excellent customer service to members of the community & staff FY 2021/22 Key Accomplishments
• Improvements to virtual public meeting format and procedures in response to COVID-19 pandemic using Zoom software
• Planning, coordination and implementation of hybrid meeting model for public meetings • Management of DocuSign account for City contract routing in response to remote working Conditions of Employees Due to the COVID-19 Pandemic • Management of GovQA Software for Online Public Records Request Management Portal City of Pinole 87 381 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Clerk
• Management of Laserfiche electronic management software for the City Clerk’s records and continued progress on city-wide records conversion project • Timely and accurate delivery of 33 Council, Successor Agency, and Finance SubCommittee transcriptions • Prepared 33 meeting packets
• Prepared 127 legislative actions & 18 proclamations
• Municipal code updated on-line with each ordinance adoption • Provided oversight to public records program facilitating response to 150 formal public records requests by mid-year
FY 2022/23 Key Priorities and Projects
• Improve transparency and safe access to public meetings by providing a hybrid public meeting format that would allow in-person as well as remote participation • Manage implementation of new records and agenda management system program • Strengthen city-wide records management program and retention/destruction practices Significant Special Projects for FY 2023/24 through FY 2026/27 • Improve City-wide Records Management Program by working with departments to assess needs, digitize records, and improve retention and destruction practices Major Changes in FY 2022/23 Budget
The Preliminary Proposed FY 2021/22 budget contains one significant change from the current year’s budget, which is the upgrading of the Admin Assistant position from part-time to full-time.
This additional staffing will enable the City Clerk’s office to administer hybrid meetings as well as improve electronic records management and access.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 0.00 0.00 0.00 1.00 1.00
Admin Assistant 0.4 0.48 0.48 0.48 1.00
Total 1.48 1.48 1.48 2.48 3.00
City of Pinole 88 382 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Clerk
CITY CLERK BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 183,241 243,065 221,997 450,393 586,347 135,954 23% Total 183,241 243,065 221,997 450,393 586,347 135,954 23%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 150,203 162,165 156,998 257,447 323,655 66,208 20% Employee Benefits- 410 41,955 39,928 44,429 116,745 172,067 55,322 32% Total Personnel 192,157 202,094 201,428 374,192 495,722 121,530 25% Services and Supplies
Professional &Administrative Services -
42 14,077 54,093 20,807 88,115 93,880 5,765 6%
Other Operating Expenses - 43 1,549 2,167 787 1,600 1,600 - 0% Total Services and Supplies 15,626 56,260 21,594 89,715 95,480 5,765 6% Capital Outlay
Asset Acquisition/Improvement - 47 - - 1,794 - 5,000 5,000 100% Total Capital Outlay - - 1,794 - 5,000 5,000 100%
Indirect Cost Allocations
Admin Credits - 46121 (32,634) (30,110) (23,599) (33,452) (36,606) (3,154) 9% Admin Debits - 46122 - 6,474 5,111 7,189 8,232 1,043 13% General Liability Insurance - 46201 8,092 8,348 15,670 12,749 18,519 5,770 31% Total Internal Cost Allocations (24,542) (15,288) (2,818) (13,514) (9,855) 3,659 -37% Total 183,241 243,065 221,997 450,393 586,347 135,954 23%
EXPENDITURES BY PROGRAM
City Clerk - 112 183,241 243,065 221,997 450,393 586,347 135,954 23% Total 183,241 243,065 221,997 450,393 586,347 135,954 23% City of Pinole 89 383 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – City Clerk
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 55,000 $ 55,000
Filming and imaging of permanent records $ 2,000
Pinole Municipal Code codification and update 2,000
Laserfiche Records update 26,000
Citywide historical records conversion 25,000
42201 Office Expense $ 1,600 $ 1,600
Misc. office expenses & proclamations and certificates $1,600 4230X Travel and Training $ 6,000 $ 11,500
City Clerk's New Law/Election Seminar/Misc. Training $ 1,200 Annual Conference 525
IIMC Annual Conference 675
Technical Training for Clerks 3,000
Travel expense / Mileage 1,000
Other training related expenses 4,600
Meal Allowance 500
42401 Memberships $ 340 $ 605
CCAC Dues 260
IIMC Member Dues 270
MMANC Member dues 75
42506 Bonds $ 175 $ 175
42514 Special Department Expense $ 25,000 $ 25,000
CCC Elections $ 22,500
Public Notices 2,500
Total Professional/Administrative Services $ 93,880
4310X Utilities $ 1,600 $ 1,600
Gas/Electric $ 1,500
Water 100
4710X -$ $ 5,000
47106 Furniture for Department offices $ 5,000
City of Pinole 90 384 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Finance
FINANCE
Mission
The mission of the Finance Department is to provide the City with financial information necessary to ensure sound financial decisions and to ensure appropriate procedures to protect the City’s financial assets. This is accomplished through timely and effective preparation of the Annual Comprehensive Financial Report, Budget, quarterly financial and investment reports, and financial controls.
Major Services and Functions
The Finance Department is responsible for accounting operations including accounts payable, accounts receivable, payroll processing, and audits; budget management and long-range financial planning; purchasing; treasury management; debt and bond administration; and business license administration. In addition, the Finance Department prepares the Recognized Obligation Payment Schedule (ROPS) for the Successor Agency to the Pinole Redevelopment Agency and submits to oversight agencies.
FY 2021/22 Key Accomplishments
• Completed the Strategic Plan strategy of developing a Long-Term Financial Plan (LTFP) and using it to guide budget and financial decision (Goal 2, Strategy 1) • Expanded Long-Term Financial Plan to include financial forecasts for all City funds • Adopted annual budget by June 30th
• Completed Annual Comprehensive Financial Report by December 31st • Prepared the Successor Agency Annual ROPS for approval by the County Oversight Board and submitted to the State Department of Finance by February 1st • Received an unqualified opinion for annual financial statements City of Pinole 91 385 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Finance
• Received California Society of Municipal Finance Officers Budget Excellence Award • Received Government Finance Officers Association Excellence in Financial Reporting Award
• Conducted a comprehensive fee study and cost allocation plan • Implemented the second round of the Pinole Small Business Assistance Program to provide $3,000 grants to small Pinole businesses that experienced loss of revenue due to COVID-19
• Hosted a special workshop to educate the public on the City’s various tax revenue sources
• Established a policy to formally set guidelines on the use of the Section 115 Trust funds • Implemented new forms of public engagement to get input from the community and to gauge community priorities with regard to the Long-Term Financial Plan, annual budget, and the American Rescue Plan Act (ARPA)
FY 2022/23 Special Projects
• Assist with implementing an online payment platform that will provide customers with the option to make payments to the City electronically
• Explore an array of revenue generation and opportunities to cover costs • Assist with establishing a program to evaluate grant opportunities and capacity Significant Special Projects for FY 2023/24 – FY 2026/27 • Assist with developing an approach to funding infrastructure maintenance and improvements
Major Changes in FY 2022/23 Budget
There are no major changes to the Finance department budget for FY 2022/23.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 0.00 1.00 1.00 1.00 1.00
Accounting Specialist 2.00 1.00 1.00 1.00 1.00
Accounting Technician, PT 0.00 0.48 0.48 0.48 0.48
Accounting Intern, PT/Temp 0.48 0.00 0.00 0.00 0.00
Total 3.48 3.48 3.48 3.48 3.48
City of Pinole 92 386 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Finance
FINANCE BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 477,675 571,900 374,714 566,846 627,847 61,001 10% Measure S 2006 - 105 2,246 300 - 2,450 2,450 - 0%
Measure S 2014 - 106 2,246 1,356 - 2,450 2,450 - 0%
Pension Fund - 700 - - - - 40,000 40,000 100%
Total 482,166 573,555 374,714 571,746 672,747 101,001 15%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 389,335 364,032 287,067 408,683 442,401 33,718 8% Overtime - 402 12 112 17 2,602 2,500 (102) -4%
Employee Benefits - 410 154,317 91,218 109,278 149,160 178,968 29,808 17% Total Personnel 543,664 455,363 396,362 560,445 623,869 63,424 10% Services and Supplies
Professional & Administrative Services - 42 73,249 195,825 52,725 136,995 186,185 49,190 26% Other Operating Expenses - 43 3,915 5,462 1,992 4,800 4,800 - 0% Materials & Supplies - 44 - - - - - - 0%
Total Services and Supplies 77,164 201,287 54,717 141,795 190,985 49,190 26% Indirect Cost Allocations
Admin Credits - 46121 (160,509) (121,997) (110,581) (161,253) (181,349) (20,096) 11% Admin Debits - 46122 - 6,474 5,111 7,189 8,232 1,043 13% Information Systems (IS) Charges - 46 - - 1,619 1,916 4,377 2,461 56% Legal Charges - 46126 1,921 11,192 3,330 2,000 2,000 - 0% Insurance General Liability - 46201 19,926 21,237 24,156 19,654 24,633 4,979 20% Total Indirect Cost Allocations (138,663) (83,094) (76,365) (130,494) (142,107) (11,613) 8% Total 482,166 573,555 374,714 571,746 672,747 101,001 15%
EXPENDITURES BY PROGRAM
Finance - 115 482,166 573,555 374,714 571,746 672,747 101,001 15% Total 482,166 573,555 374,714 571,746 672,747 101,001 15% City of Pinole 93 387 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Finance
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 119,045 $ 104,090
Auditing Services $ 44,935
GASB 68 PERS Report (5 reports @$850) 4,250
Preparation of State Controllers Report 5,505
Armored car treasury services 2,800
CA Municipal Statistics (ACFR schedule) 500
Comprehensive Fess Study & Cost Allocation Plan 15,000
HdL Property Tax Analysis 8,500
HdL Sales Tax Analysis 5,600
OPEB Valuation Report 17,000
42201 Office Expense $ 5,700 $ 5,800
Miscellaneous Office Expenses $ 2,500
Year End Tax Forms 1,200
Check stock 1,500
Printing Services 600
42203 Shipping & Mailing $ - $ 5,000
Mailers on budget matters $ 5,000
4230x Travel and Training $ 2,100 $ 2,100
CSMFO annual conference $ 1,100
Staff Training 1,000
42401 Memberships $ 595 $ 595
ICMA Dues $ 200
CMTA Dues 95
CSMFO dues 110
GFOA dues 190
42501 Bank Fees -$ 15,000 $
Mechanics Bank and Bank of the West Fees $ 15,000
(Moved from General Gov't)
42506 Admin Exp/Bonds $ 250 $ 250
Bonds $ 250
42510 Software Subscription $ 3,750 $ 7,795
Balancing Act $ 5,800
Long-range forecasting software 1,995
42514 Special Department Expense $ 655 $ 655
GFOA ACFR review and certification $ 505
CSMFO budget review and award 150
Total Professional/Administrative Services $ 141,285
4310X Utilities $ 4,800 $ 4,800
Water - 43102 $ 300
Electricity & Power - 43103 4,500
MEASURE S - 2006 FUND - 105
42101 Professional Services $ 2,450 $ 2,450
Measure S Audit (105) $ 1,200
Sales Tax Analysis 1,250
City of Pinole 94 388 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Human Resources
HUMAN RESOURCES
The Human Resources Department is comprised of the following divisions:
• Human Resources Management; and
• Risk Management
Mission
The mission of the Human Resources Department is to support the City of Pinole by providing comprehensive and timely human resources and risk management services. It has the responsibility for developing and implementing innovative strategies and programs that enhance the work experience for our employees. Its objective is to attract, develop, motivate, and retain the best-qualified employees whose diversity and skills contribute to and sustain the City of Pinole as a quality organization.
Major Services and Functions
• Human Resources Administration and Risk Management – Provides support and strategic planning services to employees and departments in the development of organizational objectives; provides interpretation of City and department policies; reviews and evaluates work methods and procedures for improving organizational performance, enhancing services, and meeting goals. Administers the City’s risk management programs including general and employment liability and workers' compensation for on-the-job injuries.
• Labor Relations – Represents the City Council and City Manager on all labor negotiation and grievance matters with bargaining unit representatives of recognized employee organizations.
• Employee Relations – Provides guidance and counseling to employees; initiates, conducts and/or oversees investigations relative to disciplinary actions and complaints for City departments.
• Recruitment and Selection – Assists in the administration of the City’s Civil Service Merit System; facilitates selection procedures that produce diverse and skilled applicant pools; assures that all recruitment, hiring, placements, transfers, and promotions are made based on individual qualifications for the position.
• Benefits Administration – Provides exceptional and affordable employee benefits for retirement, medical, dental, vision, wellness and safety, and employee assistance to attract and retain a qualified and highly skilled workforce. • Organizational Training and Development – Coordinates City-wide training including safety, mandated, educational, and development programs for City staff. • Classification and Compensation – Plans and conducts classification and organization studies; develops classification specifications; designs compensation systems that City of Pinole 95 389 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Human Resources
support and reinforce the City's long-range objectives as well as the culture, climate, and behaviors needed for the organization to be effective.
FY 2021/22 Key Accomplishments
• Developed the City’s Employee Talent Management Plan in accordance with the City’s Strategic Plan 2020 – 2025 (Goal 4, Strategy 1).
• Updated the City’s COVID-19 Workplace Protection Policy. • Commenced and will complete labor negotiations with PPEA by June 30, 2022. • Developed a Citywide Leave Reporting for Exempt Employee Administrative Policy. • Developed a Citywide Employee Identification and Access Card Administrative Policy. • Developed a Citywide Recruitment Incentive Program Administrative Policy. • Developed a Citywide Volunteers Administrative Policy. • Developed a Citywide Employee Identification and Access Card Administrative Policy. • Developed a Citywide Social Media and Electronic Equipment Use Administrative Policy. • Conducted 35 recruitments (reviewed over 1,100 applications). • Coordinated a virtual open enrollment for employee benefits amid COVID-19 restrictions. • Developed a Compensation and Benefits Plan for elected officials. • Planned and facilitated numerous events for the City’s first Public Service Employee Recognition Week.
FY 2022/23 Priorities and Projects
• Initiate the implementation of the Employee Talent Management Plan. • Continue to perform a comprehensive review and updating of key City personnel rules and policies to ensure compliance with MOU provisions, state and federal legislation and conduct meet and confer sessions with the employee bargaining units as required. • Implement successor memorandum of understanding for one bargaining unit. • Conduct labor negotiations and complete successor memorandums of understanding with bargaining units for agreements scheduled to expire June 30, 2023. • Review OPEB obligations and alternatives to support the City’s fiscal sustainability. • Promote the City as an attractive employer to secure highly qualified applicants for vacancies by increasing engagement on social media to include job preview videos for hard to recruit positions, spotlighting employees, and insights into various City Departments.
• Design an employee benefits overview booklet to incorporate all City benefits and vendor resources for the various employee groups and present the booklet by both electronic and printed methods.
Significant Special Projects for FY 2023/24 through FY 2026/27 City of Pinole 96 390 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Human Resources
Human Resources will initiate the Employee Talent Management Plan to attract and retain highquality employees and develop their skills.
Major Changes in FY 2022/23 Budget
The Human Resources Department budget for FY 2022/23 includes one significant change relative to the FY 2021/22 budget. To implement and sustain the Employee Talent Management Plan and comply with all regulatory requirements related to human resources, the City will budget for a full-time Human Resources Technician position.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Assistant City Manager 1.00 1.00 0.00 0.00 0.00
Human Resources Director 0.00 0.00 0.00 1.00 1.00
Human Resources Analyst 1.00 1.00 1.00 1.00 1.00
Human Resources Technician 0.00 0.00 0.00 0.00 1.00
Total 2.00 2.00 1.00 2.00 3.00
City of Pinole 97 391 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Human Resources
City of Pinole 98 392 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Human Resources
HUMAN RESOURCES BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 430,578 292,727 229,796 523,446 768,472 245,026 32% Total 430,578 292,727 229,796 523,446 768,472 245,026 32%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 308,612 84,111 102,093 271,220 391,311 120,091 31% Overtime - 402 29 - - - - - 0%
Employee Benefits - 410 128,291 21,679 41,695 138,089 197,438 59,349 30% Total Personnel 436,931 105,791 143,788 409,309 588,749 179,440 30% Services and Supplies
Professional & Administrative Services -
42 92,712 128,235 77,049 110,454 160,907 50,453 31%
Other Operating Expenses - 43 1,159 1,612 591 1,750 1,750 - 0% Total Services and Supplies 93,872 129,847 77,640 112,204 162,657 50,453 31% Capital Outlay
Asset Acquisition/Improvement - 47 - - - - - - 0%
Total Capital Outlay - - - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (116,498) (15,303) (7,846) (11,259) (13,144) (1,885) 14% Administrative Debits - 46122 - 67,836 - - 8,232 8,232 0% Legal Charges - 46126 - - - - - - 0%
General Liability Insurance - 46201 16,272 4,556 16,214 13,192 21,978 8,786 40% Total Indirect Cost Allocations (100,225) 57,089 8,369 1,933 17,066 15,133 89% Total 430,578 292,727 229,796 523,446 768,472 245,026 32%
EXPENDITURES BY PROGRAM
Human Resources - 116 430,578 292,727 229,796 523,446 768,472 245,026 32% Total 430,578 292,727 229,796 523,446 768,472 245,026 32% City of Pinole 99 393 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Human Resources
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 82,383 $ 96,040
Bartel Actuarial Services (CALPERS section 115) $ 2,000 Basic Pacific Admin 540
Employee Benefits Broker Services 25,000
Flexible Spending Plan- TASC 2,000
Health Reimbursement Arrangement Plan Admin Fees 2,500
IEDA 29,500
Pre-employment Medical Services 4,500
Total Compensation Study 30,000
42102 Attorney Services $ 5,000 $ 25,000
BBK Review of Retiree Medical Alternatives $ 5,000
Workplace Investigations 20,000
4110 Fingerprinting $ 600 $ 1,500
42201 Office Expense $ 500 $ 1,000
Miscellaneous Office Supplies $500
4230X Travel and Training $ 12,456 $ 13,880
Leadership Academy $ 1,500
NorCal, MMANC, CalPELRA(2), LCW(4) 12,380
42401 Memberships $ 440 $ 700
MMANC $ 200
SHRM 500
42504 Recruitment Cost -$ $ 4,500
Recruitment Advertising $ 2,500
Recruitment Exams/Testing 2,000
(Previously in Professional Services)
42506 Bond -$ $ 200
Bond $ 200
42514 Special Department Expense $ 9,075 $ 18,087
Employee Event - BBQ $2,300
Employee Event - Years of Service Luncheon & Award 4,000 Employee Recognition - City Polos 4,400
Legal Posting 575
MPA Wellness Premium 6,812
Total Professional/Administrative Services $ 160,907
4310X Utilities $ 1,750 $ 1,750
City of Pinole 100 394 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
POLICE
The Police Department is comprised of the following
divisions (referred to as “bureaus”):
• Operations; and
• Support Services
Mission
The Pinole Police Department is committed to ensuring a safe community by providing exemplary law enforcement service while engaging our citizens with Honor, Integrity, Professionalism, and Respect.
Major Services and Functions
• Police Operations is responsible for the day-to-day operation of the department. It includes funding officers and their uniforms, gear, weapons, vehicles, and other supplies. • Police Support Services provides support and assistance to Operations and the community. It includes front office staff who work with the public daily. It includes the Crime Prevention Officers who provide outreach into the community. It includes the collection and processing of evidence. It also includes the maintenance and repair of vehicles and equipment used by all Police staff.
• The City operates the West Bay Communications Center (WBCC), which provides police dispatch services for the City of Pinole as well as Hercules and San Pablo. The Cities of Hercules and San Pablo are billed for Dispatch Services based on a cost-sharing formula that incorporates various usage measurements.
FY 2021/22 Key Accomplishments
• Continued to provide exemplary police services to the community of Pinole through all the COVID-19 challenges.
• Continued our efforts to enhance our Asher Model wellness program, which emphasizes organizational wellness by offering employees a meal prep program, on duty workouts using the onsite gym, Cordico Wellness App, therapy dog Milo, and dispatch quiet room. • Implemented CueHit customer engagement technology to receive real-time feedback from the community.
Implemented new Community Outreach efforts with a special Halloween-themed National Night Out event, Project HOPE-Homeless Intervention, sponsored an internship program with Pinole Valley High School students, and initiated the “Where’s Milo” Pinole History Community Engagement program.
City of Pinole 101 395 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
FY 2022/23 Key Priorities and Projects
• Continue to focus on officer wellness programs to improve the quality of life for officers while strengthening the relationship with the community through exemplary police service.
• Implement police reform measures as required by legislation such as California Racial and Identity Profiling Act (RIPA), as well as National Incident-Based Reporting (NIBRS). • Implement new RIMS, CADS/RMS System
• Continue our efforts to bring the Community of Pinole innovative and progressive engagement opportunities.
• Enhance training capacity to meet and exceed industry best standards. • Enhance retention and recruitment efforts.
Significant Special Projects for FY 2023/24 through FY 2026/27 • Focus on officer wellness programs in order to improve the quality of life for officers while strengthening the relationship with the community through exemplary law enforcement service.
• Implement police reform measures as required by legislation. • Implement California Racial and Identity Profiling Act (RIPA).
Major Changes in FY 2022/23 Budget
There is one significant change in the FY 2022/23 budget relative to the FY 2021/22 budget, which is the addition of two positions (a sergeant and an officer) to allow the department to move to a modified 4/10 schedule. Research indicates that the use of 10-hour shifts, opposed to 12-hour shifts, positively impacts employee wellbeing and morale, reduces overtime, and offers flexible scheduling alternatives to leverage personnel resources while providing overlaps during peak workload periods. 10-hour shifts will increase the number of officers on duty as the shifts overlap. 10-hour shifts are particularly well-suited to the variable workloads found in law enforcement.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00 2.00 2.00
Police Sergeant 6.00 6.00 6.00 6.00 7.00
Police Officer 19.00 19.00 19.00 19.00 20.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Community Safety Specialist 0.96 1.00 1.00 1.00 1.00
Community Services Officer 0.96 0.96 0.96 2.00 2.00
Crossing Guards, part-time/temporary 0.50 0.50 0.25 0.25 0.25 Dispatcher 11.00 11.00 11.00 11.00 10.00
City of Pinole 102 396 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
Lead Dispatcher 1.00 1.00 1.00 1.00 2.00
Police Property Specialist 1.00 1.00 1.00 1.00 1.00
Police Records Specialist 2.00 2.00 2.00 2.00 2.00
Total 46.42 46.46 46.21 47.25 49.25
City of Pinole 103 397 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
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City of Pinole 104 398 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
POLICE BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised Budget Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 6,126,366 6,874,845 5,322,382 7,715,951 8,599,718 883,767 10% Measure S 2006 - 105 1,478,641 1,443,123 1,175,022 1,875,668 1,718,135 (157,533) -9% Measure S 2014 - 106 456,641 173,457 72,350 305,808 217,606 (88,202) -41% Public Safety Augmentation Fund - 203 179,741 143,643 138,454 204,574 387,365 182,791 47% Police Grants Fund - 204 304,023 85,999 23 - - - 0%
Traffic Safety Fund - 205 6,399 565 6,458 20,261 21,059 798 4% Supplemental Law Enforcement Services Fund - 206 60,170 98,192 76,000 104,188 111,067 6,879 6% Asset Seizure Adjudicated Fund - 225 23,079 23,079 23,000 86,562 58,231 (28,331) -49% Total 8,635,060 8,842,903 6,813,689 10,313,012 11,113,181 800,169 7%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 4,243,662 4,533,600 3,342,352 5,061,405 5,551,618 490,213 9% Overtime - 402 700,366 613,386 586,722 493,265 495,701 2,436 0% Employee Benefits - 410 2,204,401 2,262,850 1,840,385 2,644,267 3,051,206 406,939 13% Total Personnel 7,148,429 7,409,836 5,769,459 8,198,937 9,098,525 899,588 10% Services and Supplies
Professional & Administrative Services - 42 453,462 503,706 373,281 1,018,857 655,829 (363,028) -55% Other Operating Expenses - 43 68,382 76,310 53,540 64,250 64,250 - 0% Materials & Supplies - 44 63,894 62,413 58,475 87,000 87,000 - 0% Total Services and Supplies 585,738 642,429 485,296 1,170,107 807,079 (363,028) -45% Capital Outlay
Asset Acquisition/Improvement - 47 340,062 196,153 34,286 235,461 251,773 16,312 6% Total Capital Outlay 340,062 196,153 34,286 235,461 251,773 16,312 6% Debt Service
Debt Principal and interest - 48 - - - - - - 0%
Total Debt Service - - - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46 (319,879) (308,940) (284,067) (407,650) (609,906) (202,256) 33% Administrative Debits - 46 319,879 308,940 284,067 407,653 609,906 202,253 33% IS Charges - 46 274,763 261,357 174,554 419,646 594,058 174,411 29% Legal Charges - 46 15,005 12,763 12,154 20,000 20,000 - 0% General Liability Insurance - 46 271,063 320,365 337,692 268,858 341,746 72,888 21% Total Indirect Cost Allocations 560,831 594,486 524,400 708,507 955,804 247,296 26% Total 8,635,060 8,842,903 6,813,441 10,313,012 11,113,181 800,169 7%
EXPENDITURES BY PROGRAM
Police Operations - 221 5,382,617 5,479,003 4,367,248 6,313,065 7,165,842 852,777 12% Police Support Services -222 976,505 1,190,332 797,917 1,798,410 1,646,108 (68,007) -4% Police West Bay Communications Center - 223 1,905,346 1,988,812 1,566,042 2,077,088 2,169,105 92,017 4% Police Grants Program - 227 370,592 184,755 82,481 124,449 132,126 7,677 6% Total 8,635,060 8,842,903 6,813,689 10,313,012 11,113,181 800,169 7% City of Pinole 105 399 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
City of Pinole 106 400 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
GENERAL FUND - 100
POLICE OPERATIONS - 221
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel $ Change % Change
Salaries & Wages - 401 2,164,140 2,337,665 1,787,823 2,706,299 3,093,950 387,651 13% Overtime - 402 - 288,235 240,047 259,726 255,209 (4,517) -2% Employee Benefits - 410 1,071,786 1,027,807 846,796 1,241,897 1,503,466 261,569 17% Total Salary & Benefits 3,235,926 3,653,707 2,874,665 4,207,922 4,852,625 644,703 13% Services and Supplies
Professional & Administrative Services - 42 204,443 172,925 186,476 229,778 220,032 (9,746) -4% Materials & Supplies - 44 61,488 61,864 49,062 85,500 85,500 - 0% Total Services and Supplies 265,931 234,788 235,539 315,278 305,532 (9,746) -3% Capital Outlay
Asset Acquisition/Improvement - 47 84 12,186 7,531 86,561 133,873 47,312 0% Total Capital Outlay 84 12,186 7,531 86,561 133,873 47,312 0% Indirect Cost Allocations
Administrative Credits - 46121 (319,879) (308,940) (284,067) (407,650) (609,906) (202,256) 33% Legal Charges - 46126 15,005 12,763 12,154 20,000 20,000 - 0% General Liability Insurance - 46201 142,138 193,701 184,950 144,660 189,987 45,327 24% Total Indirect Cost Allocations (162,737) (102,477) (86,963) (242,990) (399,919) (156,929) 39% Total 3,339,204 3,798,205 3,030,772 4,366,771 4,892,111 525,340 11% Asset Seizure-Adjudicated - 225
Professional & Administrative Services - 42
23,079 23,079 23,000 86,562 58,231 (28,331) -49%
Total 23,079 23,079 23,000 86,562 58,231 (28,331) -49%
MEASURE S-2006 FUND - 105
Salaries & Wages - 401 595,434 739,252 554,163 765,445 802,579 37,134 5% Overtime - 402 370,849 127,233 70,012 103,955 104,156 201 0% Employee Benefits - 410 450,380 527,789 471,600 588,761 746,630 157,869 21% Professional & Administrative Services - 42 415 6,000 14 13,300 13,300 - 0% Asset Acquisition/Improvement - 47 12,255 - 26,755 31,000 - (31,000) -100% General Liability Insurance - 46201 47,353 42,849 52,478 42,697 51,470 8,773 17% Total Measure S-2006 Fund 1,476,686 1,443,123 1,175,022 1,545,158 1,718,135 172,977 10% MEASURE S-2014 FUND - 106
Salaries & Wages - 401 - - - - - - 0%
Overtime - 402 62,321 - - - - - 0%
Employee Benefits - 410 - - - - - - 0%
Professional & Administrative Services - 42 1 - - - - - 0% Asset Acquisition/Improvement - 47 301,585 70,953 - 110,000 110,000 - 0% General Liability Insurance - 46201 - - - - - - 0%
Total Measure S-2014 Fund 363,908 70,953 - 110,000 110,000 - 0% PUBLIC SAFETY AUGMENTATION FUND - 203
Administrative Debits - 46122 179,741 143,643 138,454 204,574 387,365 182,791 47% City of Pinole 107 401 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 51,712 $ 51,712
Applicant Processing/Recruiting $ 16,000
EBRCSA Contract - Radios (63) 35,712
42106 Software Maintenance $ 28,791 $ 23,945
Lexipol Daily Training bulletins $ 4,244
Starchase GPS 14,976
Vigilant Solutions Software 4,725
42107 Equipment Maintenance $ 35,100 $ 35,100
Radio Repairs $ 3,000
Vehicle Maintenance 9,000
Vehicle Repairs 18,000
Vehicle Washing 5,100
4230X Travel and Training $ 60,800 $ 60,800
Firearms Range Rental $ 10,800
State of CA -- P.O.S.T. 30,000
Officer Wellness (42304) 20,000
42401 Memberships $ 3,175 $ 3,175
CA Crime Prevention Officers Assn $ 120
CA Peace Officers Assn. 320
CA Police Chief's Assn. 800
County Police Chiefs' Assn. 1,500
International Assn. of Police Chiefs 200
National Assn. of Town Watch 35
Police Executive Research Forum 200
42514 Special Department Expense $ 50,200 $ 45,300
Ammunition and firearm repair $ 9,800
Canine expenses 20,000
Crime Scene Processing/Field Testing Supplies 7,300
Miscellaneous Supplies 8,200
Total Professional/Administrative Services $ 220,032
44301 Fuel $ 73,000 $ 73,000
44410 Safety Clothing $ 12,500 $ 12,500
Part-time employee uniforms $ 3,500
Protective Vests 9,000
4710X Equipment $ 86,561 $ 133,873
EBRCSA Equipment (47101) $ 20,940
Axon Body Worn Camera Program (47101) 42,412
Ballistic Shield (47105) 2,500
Patrol Rifle (47105) 1,840
Tablets and Docking (47105) 4,900
Radio Encryption Equipment (47105) 61,281
MEASURE S-2006 FUND - 105
42107 Equipment Maintenance $ 4,050 $ 4,050
MDC Repairs $ 1,650
Vehicle Maintenance 1,350
Vehicle Repairs 1,050
City of Pinole 108 402 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
42510 Software Purchase $ 6,000 $ 6,000
Lefta systems subscription $ 6,000
42514 Special Department Expense $ 3,250 $ 3,250
Gunshot trauma kits $ 700
Miscellaneous Supplies 2,550
Total Professional/Administrative Services $ 13,300
MEASURE S-2014 FUND - 106
47104 Vehicles $ 110,000 $ 110,000
1 Vehicle $ 55,000
1 Vehicle (carryover) $ 55,000
City of Pinole 109 403 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
City of Pinole 110 404 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
GENERAL FUND - 100
POLICE SUPPORT SERVICES - 222
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 262,850 255,902 225,535 411,695 413,579 1,884 0% Overtime - 402 - - 962 - - - 0%
Employee Benefits - 410 131,292 137,441 125,617 213,478 229,198 15,720 7% Total Salary & Benefits 394,142 393,343 352,115 625,173 642,777 17,604 3% Services and Supplies
Professional & Administrative Services - 42 174,372 278,618 144,979 279,685 279,685 - 0% Other Operating Expenses - 43 56,953 63,586 44,828 53,850 53,850 - 0% Materials & Supplies - 44 2,406 549 9,413 1,500 1,500 - 0% Total Services and Supplies 233,731 342,753 199,220 335,035 335,035 - 0% Capital Outlay
Asset Acquisition/Improvement - 47 24,699 110,365 - 400 400 - 0% Debt Principal & Interest - 48 - - - - - - 0%
Total Capital Outlay 24,699 110,365 - 400 400 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 - - - (84,294) - 84,294 100% Administrative Debits - 46122 - - - - - - 0%
IS Charges - 46124 241,431 226,150 152,239 377,959 536,625 158,666 30% Legal Charges -46126 - - - - - - 0%
General Liability Insurance - 46201 14,768 15,216 21,994 17,819 23,665 5,846 25% Total Indirect Cost Allocations 256,200 241,366 174,233 311,484 560,290 248,806 44% Total 908,771 1,087,828 725,568 1,272,092 1,538,502 266,410 17% MEASURE S-2006 FUND - 105
Professional & Administrative Services - 42 0 0 - 330,510 0 (330,510) -100% Total Measure S-2006 Fund - - - 330,510 - (330,510) -100% MEASURE S-2014 FUND - 106
Salaries & Wages - 401 55,964 70,364 58,806 70,893 88,804 17,911 20% Employee Benefits - 410 8,471 28,789 9,229 37,109 14,133 (22,976) -163% Professional & Administrative Services - 42 12 0 - 1 - - 0% Administrative Debits - 46122 - - - 84,294 - - 0%
General Liability Insurance - 46201 3,286 3,351 4,315 3,511 4,669 1,158 25% 67,734 102,505 195,808 72,350 107,606 (3,907) -4%
City of Pinole 111 405 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 163,530 $ 163,530
Children's interview center 3,500
Contra Costa County Jail fees 49,600
County Crime Lab Services 58,000
EBCRSA Contract - radios (5) 2,880
Family Justice Center 500
Miscellaneous Professional Services 4,050
SART Exams 5,000
Smart Guardian 10,000
Video Surveillance System 30,000
42106 Software Maintenance $ 28,000 $ 28,000
Police Dispatch and Records Mgmt. Software (Tyler) 28,000 42107 Equipment Maintenance $ 7,050 $ 7,050
Crime prevention vehicle maintenance 1,000
Radio Repairs 250
Vehicle Maintenance 4,000
Vehicle Repairs 1,500
Vehicle Washing 300
42108 Maintenance Structure/Imp $ 23,065 $ 23,065
Bldg. Maintenance 1,075
Elevator Service (NEC) 650
HVAC Maintenance (City Mechanical) 1,850
Janitorial Service (UBS) 17,365
Janitorial Supplies (UBS) 1,700
Pest control (Western Exterminator) 425
42201 Office Expense $ 24,520 $ 24,520
Community outreach office expenses 5,000
Copier Supplies 500
Office Supplies 12,720
Postage & Equipment (Pitney) 3,000
Printing Services (Concord) 800
Printing Services (Eagle) 2,500
42301 Travel and Training $ 10,100 $ 10,100
Conferences (CALNENA) $1,000
Meetings 500
Non POST training 5,600
POST training 3,000
City of Pinole 112 406 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
42401 Memberships $ 420 $ 420
California Criminal Justice $ 75
CLEARS 50
C.A.P.E. 45
IAPE 50
Nat'l Emergency Number Assn 200
42501 Bank Fees $ 1,000 $ 1,000
42514 Special Department Expense $ 22,000 $ 22,000
Community outreach promotional items $ 5,000
Photographic supplies 500
Lab supplies, mandated processing material 375
Crime scene supplies 5,700
GSR processing 5,335
Fire extinguisher replacement 380
Misc. special department expenses 4,710
Total Professional/Administrative Fees $ 279,685
4310X Utilities $ 53,850 $ 53,850
Electricity & Gas (PG&E) $ 48,000
Water (EBMUD) 3,800
Cable 2,050
44301 Fuel -$ -$
44410 Safety Clothing $ 1,500 $ 1,500
Aramark Uniform Service
47101 Equipment $ 400 $ 400
Fax Machine 400
MEASURE S-2006 FUND - 105
42105 Network Maintenance $ 330,510 $ 330,510
CAD/RMS City of San Pablo $ 330,510
City of Pinole 113 407 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
City of Pinole 114 408 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
GENERAL FUND - 100
POLICE DISPATCH WEST BAY COMMUNICATIONS CENTER - 223
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 966,336 1,072,000 710,691 1,099,793 1,144,906 45,113 4% Overtime - 402 216,529 190,400 275,700 129,584 136,336 6,752 5% Employee Benefits - 410 477,603 526,715 386,440 562,202 556,766 (5,436) -1% Total Salary & Benefits 1,660,469 1,789,114 1,372,831 1,791,579 1,838,008 46,429 3% Services and Supplies
Professional & Administrative Services - 42
41,002 23,084 18,811 74,721 80,282 5,561 7%
Other Operating Expenses - 43 11,430 12,724 8,712 10,400 10,400 - 0% Materials & Supplies - 44 248
Total Services and Supplies 52,432 35,808 27,771 85,121 90,682 5,561 6% Capital Outlay
Asset Acquisition/Improvement - 47 - 2,648 - - - - 0%
Total Capital Outlay - 2,648 - - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 79,969 67,106 69,613 98,891 111,474 12,583 11% IS Charges - 46124 33,332 35,208 22,315 41,687 57,432 15,745 27% General Liability Insurance - 46126 52,190 58,928 73,512 59,810 71,509 11,699 16% Total Indirect Cost Allocations 165,490 161,241 165,440 200,388 240,415 40,027 17% Total 1,878,391 1,988,812 1,566,042 2,077,088 2,169,105 92,017 4% MEASURE S - 2006 FUND - 105
Professional & Administrative Services - 42
1,955 - - - - - 0%
Total 1,955 - - - - - 0%
MEASURE S - 2014 FUND - 106
Overtime - 40201 25,000 - - - - - 0%
Total 25,000 - - - - - 0%
City of Pinole 115 409 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 9,645 $ 9,645
800 MHz radio system maintenance $ 4,265
EBCRSA Contract - 5 radios $ 2,880
Language Interpretation Services 2,500
42105 Network Maintenance $ 11,926 $ 11,926
Cad/RMS (City of San Pablo) $ 11,926
42106 Software Maintenance $ 12,000 $ 12,000
Police Dispatch and Records Mgmt. Software (Tyler) $ 12,000 42107 Equipment Maintenance $ 21,000 $ 26,561
Call recorder/logger maintenance $ 14,000
Dispatch headset/cord replacement 1,265
Stancil maintenance 8,561
General equipment maintenance 2,735
42108 Maintenance Structure/Imp $ 6,500 $ 6,500
Elevator Service $ 127
HVAC Maintenance 241
Janitorial Services 5,318
Janitorial Supplies 757
Pest Control Service 56
42201 Office Expense $ 2,000 $ 2,000
General Office Supplies $ 2,000
4230X Travel and Training $ 10,000 $ 10,000
Non-POST training $1,500
Meetings associated with dispatch function 500
Conference attendance for APCO, PSAP, CLEWOA 1,000
POST training 3,000
Dispatcher Training 4,000
42401 Memberships $ 150 $ 150
WBCC portion of costs for APCO and CLEWOA participation. $ 150 42514 Special Department Expense $ 1,500 $ 1,500
DOJ fingerprints and background investigations on applicants. $ 1,500 Total Professional/Administrative Services $ 80,282
4310X Utilities $ 10,400 $ 10,400
43103 Electricity & Gas (PG&E) $ 9,500
43102 Water (EBMUD) 800
43105 Cable 100
47102 Computer Equipment -$ -$
City of Pinole 116 410 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
POLICE GRANT FUND - 204
POLICE GRANTS PROGRAM - 227
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel $ Change % Change
Salaries & Wages - 401 194,234 58,416 - - - - 0%
Overtime - 402 25,667 7,518 - - - - 0%
Employee Benefits- 410 64,162 14,101 23 - - - 0%
Total Salary & Benefits 284,062 80,035 23 - - - 0%
Services and Supplies
Professional & Administrative Services - 42 7,519 - - - - - 0% Total Services and Supplies 7,519 - - - - - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 1,438 - - - - - 0%
Total Capital Outlay 1,438 - - - - - 0%
Indirect Cost Allocations
General Liability Insurance- 46201 11,003 5,964 - - - - 0% Total Indirect Cost Allocations 11,003 5,964 - - - - 0% Total 304,023 85,999 23 - - - 0%
TRAFFIC SAFETY FUND - 205
Salaries & Wages - 401 4,704 - 5,334 7,280 7,800 520 7% Employee Benefits - 410 707 209 681 820 1,013 193 19%
Professional & Administrative Services - 42 663 - - 4,300 4,300 - 0% Asset Acquisition/Improvement - 47 - - - 7,500 7,500 - 0% General Liability Insurance -46201 325 356 443 361 446 85 19% Total Indirect Cost Allocations 6,399 565 6,458 20,261 21,059 798 4% SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND - 206
Administrative Debits - 46122 60,170 98,192 76,000 104,188 111,067 6,879 6% City of Pinole 117 411 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Police
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42107 Equipment Maintenance -$ -$
Crime prevention vehicle maintenance. -$
4230X Travel & Training -$ -$
Registration -$
Mileage or Air 0
TRAFFIC SAFETY FUND - 205
42107 Equipment Maintenance $ 2,000 2,000$
Lidar repair & Supplies $ 2,000
42514 Special Department Expense $ 2,300 2,300$
Citation printing $ 2,300
Total Professional/Administrative Services $ 4,300
47101 Equipment $ 7,500 7,500$
Repair/Replace Traffic Cameras $ 7,500
City of Pinole 118 412 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
FIRE
Mission
The mission of the Pinole Fire
Department is to provide fire prevention
and suppression services in order to
preserve life, property, and the
environment.
Major Services and Functions
The Fire Department performs the following functions: fire suppression; fire prevention; rescue and life safety; Emergency Medical Services (EMS); and emergency preparedness and operations.
The Fire Department operates out of Station 73 located in downtown Pinole. It is a partner agency, with the Rodeo-Hercules Fire Protection District and the Contra Costa County Fire Protection District (“Confire”) in the Battalion 7 agreement, which enables automatic aid among the three agencies. The department normally operates one fire engine, staffed by a captain, engineer, and firefighter, at least one of which is a certified paramedic. The department operates additional apparatus during periods of increased fire danger.
FY 2021/22 Key Accomplishments
• Responded to over 2,800 calls for service.
• Led the campaign to procure $2M annually in County Tax Measure X funds to reopen Pinole Fire Station 74 as part of a broader county fire service integration effort. • Filled key vacancies
o Made appointments to the Administrative Fire Captain and Fire Prevention Captain assignments.
o Conducted promotional exams for Fire Captain and Fire Engineer opportunities created by the administrative appointments.
o Filled three allocated Firefighter/Paramedic positions and two Firefighter Trainee positions.
• Fortified the departmental wildland fire mitigation strategy. o Galbreth Hill, Pinole Valley Road, and Quinan Street Park wildland fire mitigation projects.
• Provided additional updates to the Emergency Operations Plan (EOP) per the City’s Strategic Plan (Goal #1, Strategy #2).
City of Pinole 119 413 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
FY 2022/23 Key Priorities and Projects
• Negotiate a contract for service with Confire through which Pinole Fire Station 74 will be reopened, subsidized by Measure X funds.
• Prepare Station 74 for reopening anent readiness and communications capability. • Fill key vacancies in the Fire Captain, Fire Engineer, and Firefighter positions through the promotional and recruitment processes.
• Implement new information systems for incident response, narcotics tracking, payroll, policies and procedures management, incident report management, and training per the City’s Strategic Plan (Goal #4, Strategy #6).
• Continue to provide career development training classes for staff, particularly company and chief officer certification.
Significant Special Projects for FY 2023/24 through FY 2026/27 • Restore the Community Emergency Response Team (CERT) program per the City’s Strategic Plan (Goal #1, Strategy #3).
• Initiate a cost-recovery program to capture reimbursement opportunities from fire emergency-related insurance claims.
Major Changes in FY 2022/23 Budget
The FY 2021/22 budget increases for the Fire Department are primarily related to funding the department’s fortified wildfire mitigation efforts (ongoing) and preparing Station 74 for reopening (one-time).
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Fire Chief 1.00 1.00 1.00 1.00 1.00
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Captain 3.00 3.00 3.00 5.00 5.00
Fire Engineer 3.00 3.00 3.00 3.00 3.00
Firefighter/Paramedic 6.00 6.00 6.00 6.00 6.00
Firefighter 0.00 0.00 0.00 0.00 0.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Total 15.00 15.00 15.00 17.00 17.00
City of Pinole 120 414 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
FIRE BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 3,195,023 4,604,922 2,658,473 3,965,759 4,212,704 246,945 6% Measure S 2006 - 105 1,018,699 457,612 483,359 681,234 727,182 45,948 6% Measure S 2014 - 106 301,089 367,274 315,130 445,249 574,542 129,293 23% Total 4,514,811 5,429,808 3,456,961 5,092,242 5,514,428 422,186 8%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 1,710,437 1,699,323 1,355,936 2,045,545 2,353,804 308,259 13% Overtime - 402 471,902 506,280 389,275 303,510 309,936 6,426 2% Employee Benefits - 410 1,038,920 1,097,045 1,028,053 1,476,955 1,602,331 125,376 8% Total Personnel 3,221,259 3,302,648 2,773,264 3,826,010 4,266,071 440,061 10% Services and Supplies
Professional & Administrative Services -
42 684,184 857,617 355,567 863,150 843,700 (19,450) -2% Other Operating Expenses - 43 61,102 69,773 49,727 53,600 53,600 - 0% Materials & Supplies - 44 65,351 48,148 71,569 66,000 66,000 - 0% Total Services and Supplies 810,637 975,537 476,862 982,750 963,300 (19,450) -2% Capital Outlay
Asset Acquisition/Improvement - 47 200,019 - 1,562 72,600 4,000 (68,600) -1715% Total Capital Outlay 200,019 - 1,562 72,600 4,000 (68,600) -1715% Debt Service
Debt Principal and interest - 48 70,433 - - - - - 0%
Total Debt Service 70,433 - - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46 (77,878) - - - - - 0%
Administrative Debits - 46 77,878 954,080 - - - - 0%
IS Charges - 46 88,571 73,700 47,092 85,408 119,465 34,057 29% Legal Charges - 46 15,347 9,730 10,851 10,000 10,000 - 0% General Liability Insurance - 46 108,543 114,113 147,249 115,474 151,592 36,118 24% Total Indirect Cost Allocations 212,462 1,151,623 205,192 210,882 281,057 70,175 25% Total 4,514,811 5,429,808 3,456,881 5,092,242 5,514,428 422,186 8%
EXPENDITURES BY PROGRAM
Fire Operations - 231 4,514,811 5,429,808 3,456,961 5,092,242 5,514,428 422,186 8% Total 4,514,811 5,429,808 3,456,961 5,092,242 5,514,428 422,186 8% City of Pinole 121 415 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
City of Pinole 122 416 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
GENERAL FUND - 100
FIRE OPERATIONS - 231
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 1,324,743 1,251,503 957,825 1,483,550 1,721,498 237,948 14% Overtime - 402 - 446,646 366,577 290,024 295,863 5,839 2% Employee Benefits - 410 828,632 881,209 721,120 1,110,615 1,122,031 11,416 1% Total Salary & Benefits 2,153,374 2,579,358 2,045,522 2,884,189 3,139,392 255,203 8% Services and Supplies
Professional & Administrative Services -
42 604,053 786,073 320,742 779,090 709,640 (69,450) -10% Other Operating Expenses -43 61,102 69,773 49,727 53,600 53,600 - 0% Materials & Supplies - 44 65,351 48,148 71,569 66,000 66,000 - 0% Total Services and Supplies 730,506 903,993 442,038 898,690 829,240 (69,450) -8% Capital Outlay
Asset Acquisition/Improvement - 47 60,283 - 747 - - - 0% Total Capital Outlay 60,283 - 747 - - - 0%
Indirect Cost Allocations
Admin Debits - 46122 77,878 954,080 - - - - 0%
IS Charges - 46124 88,571 73,700 47,092 85,408 119,465 34,057 29% Legal Services - 46126 15,347 9,730 10,851 10,000 10,000 - 0% General Liability Insurance - 46201 69,062 84,061 112,223 87,472 114,607 27,135 24% Total Indirect Cost Allocations 250,859 1,121,571 170,166 182,880 244,072 61,192 25% Total 3,195,023 4,604,922 2,658,473 3,965,759 4,212,704 246,945 6% MEASURE S-2006 FUND - 105
Salaries & Wages - 401 158,390 248,379 250,717 351,751 402,790 51,039 13% Overtime - 402 471,902 59,633 22,699 13,486 14,073 587 4% Employee Benefits - 410 169,043 103,572 166,997 199,246 255,907 56,661 22% Professional & Administrative Services -
42 58,169 26,204 19,821 26,560 26,560 - 0%
Materials & Supplies - 44 - - 80 - - - 0%
Asset Acquisition/Improvement - 47 139,736 815 72,600 4,000 (68,600) -1715% Debt Principal - 48101 68,695 - - - - - 0%
Debt Interest - 48102 1,738 - - - - - 0%
Administrative Credits - 46121 (77,878) - - - - - 0%
General Liability Insurance - 46201 28,903 19,823 22,230 17,591 23,852 6,261 26% Total 1,018,699 457,612 483,359 681,234 727,182 45,948 6% MEASURE S-2014 FUND - 106
Salaries & Wages - 401 227,304 199,441 147,393 210,244 229,516 19,272 8% Overtime - 402 - - - - - - 0%
Employee Benefits - 410 41,245 112,264 139,936 167,094 224,393 57,299 26% Professional & Administrative Services - 21,962 45,340 15,004 57,500 107,500 50,000 47% Asset Acquisition/Improvement - 47 - - - - - - 0%
General Liability Insurance - 46201 10,578 10,229 12,796 10,411 13,133 2,722 21% Total 301,089 367,274 315,130 445,249 574,542 129,293 23% City of Pinole 123 417 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 479,550 $ 359,550
Annual Physicals $ 15,200
CCC Cupa 500
CCC Fire Protection District- Dispatch 167,446
Crisis Resolution 5,000
EBRCSA Radio contract -29 radios 16,704
Fire Prevention - 4Leaf 120,000
Maximum Security -Station 74 1,200
Medic IQ Services 24,000
Physio Control Annual Premium 2,500
Recruitment 7,000
42104 Paramedic Supplies $ 53,600 $ 53,600
Medical Supplies $ 39,200
Medic CD ($1,200 x12) 14,400
42106 Software Maintenance $ 15,000 $ 15,000
Controlled Substance Software-Annual $ 9,000
Fire RMS Support $ 6,000
42107 Equipment Maintenance $ 77,100 $ 77,100
3-4 Add'l Ipad Communication Radios for Apparatus $ 12,000 Apparatus Maintenance 40,000
SCBA Hydrostatic Testing 10,100
Miscellaneous tools/parts 10,000
SCBA Maintenance 5,000
42108 Maintenance Structure/Imp $ 14,370 $ 14,370
Landscape Contract $ 4,320
Elevator Contract 800
Heating and air contract 3,850
Janitorial Supplies 4,950
Pest Control Contract 450
42201 Office Expense $ 4,000 $ 4,000
New Office furniture $ 4,000
4230X Travel and Training $ 56,845 $ 56,845
Annual Training $ 48,700
Training for Analyst/Dept 4,000
EMT Recerts ($37 x 5) 185
Paramedic Recerts ($240 x 9) 2,160
EMS Reference Books 1,300
42302 Mileage & Air 500
City of Pinole 124 418 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
42401 Memberships $ 625 $ 1,175
Fire Memberships $ 625
CAER Dues (Emergency response) 550
42512 Weed Abatement $ 70,000 $ 120,000
Increased abatement for brush removal (City property) $ 115,300 Weed Abatement Campaign (private property) 4,700
42514 Special Department Expense $ 8,000 $ 8,000
Miscellaneous Special Department Expenses 8,000
Total Professional/Administrative Services $ 709,640
4310X Utilities $ 50,600 $ 50,600
43103 PG&E $ 40,000
43102 EBMUD 10,000
43101 Comcast 500
43101 Telephone 100
43201 Property Tax $ 3,000 $ 3,000
44301 Fuel $ 25,000 $ 25,000
44410 Safety Clothing $ 41,000 $ 41,000
Safety Clothing $ 5,700
Gloves and harness 5,700
Replacement Turn-out Gear (6-sets) 23,900
Foul Weather Gear 5,700
MEASURE S-2006 FUND - 105
42101 Professional Services $ 11,560 $ 11,560
EBRCSA $ 11,560
42510 Admin Exp/Software Purchase $ 15,000 $ 15,000
Cordico Wellness Application $ 10,000
Lexipol 5,000
Total Professional/Administrative Services $ 26,560
47101 FF&E/Equipment $ 4,000 $ 4,000
Station 74 Generator - prior year carryover $ 4,000
47104 FF&E/Vehicles $ 68,600 $ -
Prior year carryover $ -
MEASURE S-2014 FUND - 106
42101 Professional Services $ 15,000 $ 15,000
Fire Academy $ 15,000
4230X Travel & Training $ 42,500 $ 42,500
Fire Training Academy- 2 participants $ 30,000
General Training 10,000
Training Props 2,500
42514 Admin Exp/Special Department Expense $ - $ 50,000 EOC Safety Master Plan - Prior year carryover from Police $ 50,000 Total Professional/Administrative Services $ 107,500
City of Pinole 125 419 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Fire
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City of Pinole 126 420 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
PUBLIC WORKS
The Public Works Department is comprised of the following divisions:
• Administration and Engineering
• Road Maintenance
• Facility Maintenance
• Park Maintenance
• Storm Water
• Waste Reduction
• Water Pollution Control Plant
• Sewer Collection
• Landscape and Lighting
Assessment District
• Real Estate and Property Management
• Fleet Management
Mission
The Public Works Department designs, constructs, and maintains the City’s capital assets, operates the wastewater collection system and treatment plant, and manages the City’s properties and fleet. Capital assets include roads and bridges, parks and open space, city vehicles and equipment, street and traffic lights, and buildings and structures.
Major Services and Functions
The Administration and Engineering Division provides leadership and support to oversee the operations and maintenance of infrastructure. The division develops the City’s Capital Improvement Plan (CIP) and oversees the construction of capital projects, which are performed by private construction companies. Staff in this division also serves as the City Engineer and City Surveyor for development projects.
The Road Maintenance Division protects, repairs, and maintains the entire City road infrastructure network, which includes pavement, medians, street trees, landscaping, traffic signs, pavement markings, traffic signals, streetlights, curbs, and sidewalks.
The Facility Maintenance Division maintains all of the actively used buildings and properties owned by the City. Building maintenance includes landscape maintenance, janitorial service, maintenance of heating and ventilation systems, maintenance of all mechanical aspects of the buildings, general building maintenance, and making improvements as needed.
City of Pinole 127 421 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
The Park Maintenance Division is responsible for maintaining 428.56 acres of park area contained within the City’s 15 parks. Park spaces provide a variety of outdoor venues that include the swimming pool, skate park, soccer fields, baseball diamonds, neighborhood play areas, dog park, creek path, and park pedestrian bridges. Maintenance includes all work necessary to keep the public park areas safe, clean, and operating efficiently, including maintaining park structures, landscaping, lighting, play equipment, parking areas, and irrigation systems.
The Storm Water Division operates the City’s storm water collection system, which consists of a network of pipes, manholes, and inlets, and operates programs to reduce the intrusion of pollution into the storm water system. The Regional Water Quality Control Board regulates storm water discharges from municipal storm drains under the National Pollutant Discharge Elimination System (NPDES) program and issued a NPDES permit in November 2016 to the region. The City of Pinole works with the Contra Costa Clean Water Program (CCCWP) for regional permit administration. This program is funded by the stormwater benefit assessment. The Equivalent Runoff cost associated with the implementation of this program for 2020/21 remains at $35.
Assessment fees are collected as part of annual property tax collection. The City of Pinole implements street sweeping, storm drain cleaning, and maintenance to protect the cleanliness of stormwater.
The Waste Reduction Division encourages and promotes recycling, source reduction, and reuse in accordance with the mandates of the California Integrated Waste Management Act of 1989 (Assembly Bill 939). The City of Pinole, in partnership with the Cities of Hercules, El Cerrito, San Pablo, Richmond, and unincorporated areas of West County, participate in a joint powers authority known as West Contra Costa Integrated Waste Management Authority (WCCIWMA), also known as RecycleMore. The City of Pinole partners with the City’s franchise waste management company, Republic Services, to meet its obligations under the Waste Reduction Program. Under the arrangement, the City is responsible for overseeing Republic’s contract provision of solid waste collection to Pinole residents and businesses, RecycleMore is responsible for waste reduction education, household hazardous waste collection events, and some compliance reporting on behalf of the City; and Republic Services is responsible for actual collections, processing, and disposal at landfill. The City receives funding for waste reduction activities.
The Water Pollution Control Plant (WPCP) Division is responsible for the operation of the PinoleHercules Water Pollution Control Plant. The WPCP, also referred to as the wastewater treatment plant, treats the wastewater of the City of Pinole and the City of Hercules. The treated effluent is discharged into San Pablo Bay and must meet certain water quality standards. The City completed a significant project to upgrade the WPCP in 2020.
The Sewer Collection Division operates the wastewater (sewer) collection system, which is a network of pipes that transports wastewater from its point of origin at residences and businesses throughout the City to the WPCP. The City of Pinole is only responsible for the operation of the City of Pinole 128 422 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
wastewater collection system that serves the City of Pinole. Hercules is responsible for the operation of the wastewater collection system that serves the City of Hercules.
The Landscape and Lighting Assessment District (LLAD) services the City’s one LLAD, which is composed of two zones that cover sections of Pinole Valley Road. The LLAD was formed by a vote of the property owners. Property owners are charged (assessed) a fee each year to raise funding for the operation, maintenance, and renewal of capital infrastructure in the LLAD.
The Real Estate and Property Management Division is a new division formed in FY 2021/22 to centralize responsibility for management of the City’s real estate holdings. The City owns a number of properties on which City buildings, parks, parking lots, and open space are located.
The City is in the process of cataloging and assessing the condition of its real property holdings such that it can perform thoughtful long-term planning for and management of these assets.
The Fleet Management Division is a new division formed in FY 2021/22 to centralize responsibility for the City’s vehicle fleet and major pieces of equipment.
FY 2021/22 Key Accomplishments
• Aggregated three annual slurry seal projects into one to create economies of scale • Advanced the San Pablo Avenue bridge project through the Caltrans E-76 process • Managed capital projects in process such as Hazel Street Storm Drain Improvements • Commenced design of San Pablo Ave Rehabilitation Project, Tennent Ave Rehabilitation, Senior Center Auxiliary Parking Lot, and Tennent Avenue Pedestrian and Bike Improvements at Railroad Track
• Commenced the startup phase for the new asset management software, Beehive, focusing on parks, facilities, and sewer collection
• Received grant funds for Local Road Safety Plan, selected consultant, and commenced preparation of the plan
• Received grant funds to prepare an updated Pavement Condition Report • Prepared grant application for WCCTAC STMP Call for Projects for planning and preengineering for Appian Way complete streets • Approved and recorded several land actions
• The Waste Reduction Division oversaw the provision of the waste management services that the City is required to perform under the Regional Plan and oversaw the performance of the City’s solid waste management contractor, Republic Services • The Waste Reduction Division coordinated with a regional waste reduction education joint powers authority to which the City belongs, the West Contra Costa Integrated Waste Management Authority (WCCIWMA, “RecycleMore”) and Republic Services regarding residential solid waste collection and reduction and household hazardous waste collection
• The Road Maintenance Division took delivery of patch paving truck and put it into service City of Pinole 129 423 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
• Installed lights in the street trees in Old Town for the 2021 holiday season and installed holiday road swags
• Improved our cost recovery procedures for damaged road infrastructure • Increased cleaning efforts in City facilities and installed protective devices to provide a COVID-safe workplace
• Establish an effective vegetation management program (VPM) • Received a perfect assessment, two years running, by the Contra Costa County Agriculture Department for chemical use
• Installed programmable locks in all City park restrooms to allow for longer hours of use • Updated maintenance schedules to include new equipment in service as part of the WPCP Upgrade Project
• Replaced various equipment
• Instituted a new quarterly report on the status of implementation of the CIP FY 2022/23 Key Priorities and Projects
• Continue work on Strategic Plan item to conduct a citywide asset condition assessment, which will be accomplished on an asset-by-asset basis
• Prepare a new Pavement Condition Report documenting the condition of the road infrastructure
• Deploy asset management software, which is key to the Strategic Plan item to develop a disciplined approach to funding infrastructure and maintenance improvements • Continue environmental programs including solid waste and stormwater • Evaluate opportunities to increase collaboration with private developers on projects, including the sale of City owned lots for development
• Implement the Capital Improvement Plan, including periodic updates • Provide support to the Traffic and Pedestrian Safety Committee • Pursue grant funding opportunities
• Represent Pinole in regional transportation, development, environmental, and planning processes
• Prepare for implementation of SB 1383
• Analyze the cost to replace additional non-LED streetlights with LED • Put the new patch paving equipment into a routine service schedule to address spot repairs in roads
• Integrate the park system into the asset management program • Reignite our partnership with Contra Costa Community Access Program (CAP) to perform monthly litter collection at local parks
• Use the new turf management plan to improve the soccer fields quality • Improve operations in the aeration basin to achieve better nutrient removal • Improve landscaping screening around the WPCP
• Install the last two in a series of educational signs along the Pinole Creek Trail about the WPCP and the San Pablo Bay
City of Pinole 130 424 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
Significant Special Projects for FY 2023/24 through FY 2026/27 • Continue through to completion the San Pablo Avenue Bridge Replacement • Provide strategic planning of sewer collection system improvements • Seek funding opportunities for pavement maintenance and restoration • Prepare a storm drainage master plan to analyze the existing collection system. The plan will identify system deficiencies related to capacity, functionality, and permit compliance • Try new road treatment techniques, such as cape seals, which have a longer useful life as compared to traditional slurry seals
• Integrate facilities into the asset management software to accurately identify cost associated to maintain each facility
• Use Beehive to document and schedule work orders
• Prepare for our next NPDES permit process
Major Changes in FY 2022/23 Budget
The Public Works Department budget for FY 2022/23 includes a number of changes relative to the FY 2021/22 budget, particularly regarding positions. The FY 2022/23 budget includes a new Associate Civil Engineer position and an additional Public Works Specialist position, both to accelerate the completion of capital projects. The budget also includes a new Development Services Technician position, which will be shared with Community Development, to manage GIS, record keeping, digitizing and update of public works applications, manage and update website information, and perform computer-aided design work.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Public Works Director 0.00 0.00 0.00 0.00 1.00
Development Services Director/City
Engineer 0.50 0.50 0.50 1.00 0.00
Senior Project Manager 1.00 1.00 1.00 1.00 0.00
Capital Improvement and Environmental
Program Manager 0.00 0.00 0.00 0.00 1.00
Associate Civil Engineer 0.00 0.00 0.00 0.00 1.00
Public Works Specialist 1.00 1.00 1.00 1.00 2.00
Administrative Assistant 1.00 1.00 0.00 0.00 0.00
Management Analyst 0.00 0.00 0.00 1.00 1.00
Development Services Technician 0.00 0.00 0.00 0.00 .50 Public Works Manager 1.00 1.00 1.00 1.00 1.00
Public Works Maintenance Supervisor 2.00 2.00 2.00 3.00 3.00 Public Works Workers 7.00 7.00 7.00 8.00 8.00
City of Pinole 131 425 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
Park Caretaker 0.25 0.25 0.25 0.25 0.25
Treatment Plant Manager 1.00 1.00 1.00 1.00 1.00
WPCP Operations Supervisor 1.00 1.00 1.00 1.00 1.00
WPCP Senior Operator 0.00 0.00 0.00 0.00 1.00
WPCP Operator 5.00 5.00 5.00 5.00 4.00
Environmental Analyst 1.00 1.00 1.00 1.00 1.00
Environmental Assistant 1.00 1.00 1.00 1.00 1.00
Maintenance Mechanic 1.00 1.00 1.00 2.00 2.00
WPCP Intern 0.48 0.48 0.48 0.48 0.48
Total 24.23 24.23 23.23 27.73 30.23
Note that the Administrative Assistant position that had been budgeted in the Public Works Department until FY 2019/20 was moved to the City Manager department budget in FY 2020/21 to best reflect its primary tasks.
City of Pinole 132 426 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
PUBLIC WORKS BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 988,239 949,421 715,484 2,160,616 2,099,788 (60,828) -3% Measure S 2014 - 106 533,540 386,165 612,570 2,986,375 3,046,964 60,589 2% Gas Tax Fund - 200 577,100 1,376,992 306,558 1,074,728 715,647 (359,081) -50% Restricted Real Estate Maintenance Fund - 201 24,414 20,119 12,883 26,000 26,000 - 0% Stormwater Fund - 207 289,103 272,838 226,198 437,685 408,189 (29,496) -7% AB939 Refuse Management Fund - 213 93,143 210,444 81,014 140,858 167,825 26,967 16% Solid Waste Fund - 214 - 47,940 162,644 761,445 675,778 (85,667) -13% Measure J Fund - 215 101,471 111,905 91,024 888,259 639,880 (248,379) -39% Parkland Dedication Fund - 275 799 - - - - - 0%
Growth Impact Fund - 276 - - - 243,070 88,000 (155,070) -176% Lighting and Landscaping District - 310 38,172 53,599 30,552 62,125 62,125 - 0% PV Park Caretaker Fund - 317 15,360 11,268 1,833 14,755 15,055 300 2% Public Facilities Fund - 324 50 3,356 - 70,000 70,000 - 0% City Streets Improvement Fund - 325 45,622 448,469 309,893 1,528,102 1,706,213 178,111 10% Park Grants (Measure WW) - 327 - - - 189,758 189,758 - -100% Arterial Street Rehabilitation - 377 125,202 236,007 364,103 819,689 810,312 (9,377) -1% Sewer Enterprise Fund - 500 5,499,192 6,031,888 4,148,990 9,196,579 11,258,624 2,062,045 18% Sewer Enterprise Plant Expansion - 503 189,188 635,724 292,470 - - - 0% Total 8,520,594 10,796,135 7,356,216 ######### 21,980,158 1,380,114 6%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 1,957,229 1,948,751 1,448,351 2,378,663 2,861,561 482,898 17% Overtime - 402 32,723 44,185 39,526 47,580 40,779 (6,801) -17% Employee Benefits - 410 1,416,624 1,459,701 876,849 1,466,684 1,468,249 1,565 0% Total Personnel 3,406,577 3,452,637 2,364,725 3,892,927 4,370,589 477,662 11% Services and Supplies
Professional & Administrative Services - 42 661,867 958,258 555,537 1,970,818 1,756,883 (213,935) -12% Other Operating Expenses - 43 1,044,966 1,130,344 809,274 998,607 998,607 - 0% Materials & Supplies - 44 826,909 798,173 723,103 1,307,700 1,563,200 255,500 16% Total Services and Supplies 2,533,741 2,886,775 2,087,914 4,277,125 4,318,690 41,565 1% Capital Outlay
Asset Acquisition/Improvement - 47 938,763 2,681,144 1,542,496 9,869,502 10,505,224 635,722 6% Total Capital Outlay 938,763 2,681,144 1,542,496 9,869,502 10,505,224 635,722 6% Indirect Cost Allocations
Administrative Credits - 46 (1,164,694) (1,245,056) (1,021,054) (1,756,659) (1,957,735) (201,076) 10% Administrative Debits - 46 1,369,228 1,479,816 1,211,210 2,029,205 2,338,956 309,751 13% IS Charges - 46 112,999 95,314 75,220 150,775 223,842 73,067 33% Legal Charges - 46 15,030 25,931 77,012 63,600 63,600 - 0% General Liability Insurance - 46 151,653 148,465 151,390 124,063 165,368 41,305 25% Total Indirect Cost Allocations 484,215 504,470 493,777 610,984 834,031 223,047 27% Debt Service
Debt Principal - 48101 - - 329,000 997,026 1,020,383 23,357 2% Debt Interest - 48102 612,491 621,332 191,322 612,480 591,241 (21,239) -4% Total Debt Service 612,491 621,332 520,322 1,609,506 1,611,624 2,118 0% Depreciation
Depreciation Expense - 47401 544,807 496,273 346,981 340,000 340,000 - 0% Total Depreciation 544,807 496,273 346,981 340,000 340,000 - 0% Transfers Out
Transfers Out 49901 - 153,505 - - - - 0%
Total Transfers Out - 153,505 - - - - 0%
Total 8,520,594 10,796,135 7,356,216 ######### 21,980,158 1,380,114 6%
EXPENDITURES BY PROGRAM
Administration & Engineering - 341 356,306 324,856 277,248 1,094,631 1,219,880 125,249 10% Road maintenance - 342 824,237 2,160,432 1,331,294 5,540,471 4,786,317 (754,154) -16% Facility Maintenance - 343 613,802 747,667 645,421 2,021,930 1,939,172 (82,758) -4% NPDES Storm Water - 344 302,862 278,400 237,813 1,014,671 1,007,644 (7,027) -1% Park Maintenance - 345 603,692 353,125 260,850 1,478,211 1,538,571 60,360 4% Waste Reduction - 346 93,143 210,444 81,014 140,858 167,825 26,967 16% Pinole Valley Lighting & Landscaping 347-348 38,172 53,599 30,552 62,125 62,125 - 0% Sewer Treatment Plant - 641 3,979,819 4,355,345 2,825,468 5,323,223 6,193,869 870,646 14% Sewer Collection - 642 906,883 1,055,212 853,763 2,314,418 3,453,131 1,138,714 33% Sewer Projects -Shared - 643 189,188 635,724 292,470 - - - 0% WPCP/Equipment & Debt Svc. (Pinole Only) -
644 612,491 621,332 520,322 1,609,506 1,611,624 2,118 0% Total 8,520,594 10,796,135 7,356,216 ######### 21,980,158 1,380,114 6% City of Pinole 133 427 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 134 428 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - ADMINISTRATION & ENGINEERING - 341
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salary & Wages - 401 424,802 387,725 243,536 412,963 711,299 298,336 42% Overtime - 402 228 1,800 8,319 102 120 18 0%
Employee Benefits - 410 211,489 176,449 115,429 302,495 258,211 (44,284) -17% Total Salary & Benefits 636,519 565,974 367,284 715,560 969,630 254,070 26% Services and Supplies
Professional & Administrative Services - 42 8,877 17,219 113,908 339,200 102,400 (236,800) -231% Total Services and Supplies 8,877 17,219 113,908 339,200 102,400 (236,800) -231% Capital Outlay
Asset Acquisition/Improvement - 47 - - - 325,500 327,500 2,000 1% Total Capital Outlay - - - 325,500 327,500 2,000 0%
Indirect Cost Allocations
Administrative Credits - 46121 (474,770) (514,784) (429,073) (740,387) (869,923) (129,536) 15% Admin Debits - 46122 - 6,474 5,111 7,189 58,939 51,750 88% IS Charges - 46124 60,000 46,154 37,503 79,295 99,110 19,815 20% Legal Charges - 46126 7,257 8,067 9,968 8,000 8,000 - 0% General Liability Insurance - 46201 35,603 21,998 29,902 24,329 40,707 16,378 40% Total Indirect Cost Allocations (371,910) (432,090) (346,589) (621,574) (663,167) (41,593) 6% Total 273,487 151,103 134,603 758,686 736,363 (22,323) -3% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 - - - 150,000 150,000 - 0% Administrative Debits - 46122 - 59,825 52,028 65,458 146,518 81,060 55% Total Measure S - 2014 Fund - 106 - 59,825 52,028 215,458 296,518 81,060 27% GAS TAX FUND - 200
Professional & Administrative Services - 42 - 2,023 - - - - 0% Total Gas Tax Fund - 200 - 2,023 - - - - 0%
MEASURE J FUND - 215
Other Operating Expenses - 43 7,564 5,055 3,688 4,400 4,400 - 0% Administrative Debits - 46122 75,255 106,850 86,930 116,087 182,599 66,512 36% Total Measure J Fund - 215 82,819 111,905 90,618 120,487 186,999 66,512 36% City of Pinole 135 429 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 310,000 $ 70,000
General engineering services $ 10,000
SS2103 Recycled Water Feasibility 60,000
42107 Equipment Maintenance $ 500 $ 500
Maintenance of office equipment. $ 500
42201 Office Expense $ 1,000 $ 1,000
General office supplies $ 1,000
4230X Travel and Training $ 2,800 $ 5,200
Conference Registration $ 2,000
Mileage Air & Hotel 3,000
Meal Allowance 200
42401 Memberships $ 225 $ 525
American Public Works Association (APWA) $ 225
Professional License Renewal 300
42510 Software Purchase $ 24,500 $ 25,000
Beehive $ 20,000
ArcGIS 2,500
CAD+Misc 2,500
42506 Bonds $ 175 $ 175
$ 175
Total Professional/Administrative Services $ 102,400
47103 Furniture $ 500 $ 2,500
Furniture $ 2,500
4720X $ 325,000 $ 325,000
47201 Weatherization/Energy Efficient program $ 250,000 47205 RO2106 Active Transportation Plan 75,000
Measure S-2014 Fund
42101 Professional Services $ 150,000 $ 150,000
On-call consultants for capital projects (FY22 in 42108) $ 150,000 MEASURE J FUND - 215
City of Pinole 136 430 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 310,000 $ 70,000
General engineering services $ 10,000
SS2103 Recycled Water Feasibility 60,000
42107 Equipment Maintenance $ 500 $ 500
Maintenance of office equipment. $ 500
42201 Office Expense $ 1,000 $ 1,000
General office supplies $ 1,000
4230X Travel and Training $ 2,800 $ 5,200
Conference Registration $ 2,000
Mileage Air & Hotel 3,000
Meal Allowance 200
42401 Memberships $ 225 $ 525
American Public Works Association (APWA) $ 225
Professional License Renewal 300
42510 Software Purchase $ 24,500 $ 25,000
Beehive $ 20,000
ArcGIS 2,500
CAD+Misc 2,500
42506 Bonds $ 175 $ 175
$ 175
Total Professional/Administrative Services $ 102,400
47103 Furniture $ 500 $ 2,500
Furniture $ 2,500
4720X $ 325,000 $ 325,000
47201 Weatherization/Energy Efficient program $ 250,000 47205 RO2106 Active Transportation Plan 75,000
Measure S-2014 Fund
42101 Professional Services $ 150,000 $ 150,000
On-call consultants for capital projects (FY22 in 42108) $ 150,000 MEASURE J FUND - 215
City of Pinole 137 431 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 138 432 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
GAS TAX FUND - 200
ROAD MAINTENANCE - 342
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 111,631 222,323 48,979 123,100 123,100 - 0% Other Operating Expenses - 43 198,304 190,744 123,708 181,000 181,000 - 0% Materials & Supplies - 44 52 872 726 2,000 2,000 - 0%
Total Services and Supplies 309,988 413,938 173,413 306,100 306,100 - 0% Capital Outlay
Asset Acquisition/Improvement - 47* 129,781 817,521 16,203 564,445 155,000 (409,445) -264% Total Capital Outlay 129,781 817,521 16,203 564,445 155,000 (409,445) -264% Indirect Cost Allocations
Administrative Debits - 46122 137,100 143,510 116,011 196,183 246,547 50,364 20% Legal Charges - 46126 232 - 930 8,000 8,000 - 0%
Total Indirect Cost Allocations 137,332 143,510 116,941 204,183 254,547 50,364 20% Total 577,100 1,374,969 306,558 1,074,728 715,647 (359,081) -244% GENERAL FUND - 100
Salary & Wages - 401 9,926 75,875 83,113 7,238 9%
Overtime - 402 - - - - - - 0%
Employee Benefits - 410 3,673 68,045 14,331 (53,714) -375% Professional & Administrative Services - 42 5,039 8,601 14,164 - - - 0% Materials & Supplies - 44 - - - - - - 0%
General Liability Insurance - 46201 - - 4,619 4,938 4,775 (163) -3% Asset Acquisition/Improvements - 47* - - 1,306 170,000 170,000 - 0% Admin Credits - 46121 - - (13,355) (119,088) (87,804) 31,284 -36% Administrative Debits - 46122 23,412 23,555 17,609 25,514 28,554 3,040 11% Total General Fund 28,451 32,157 37,941 225,284 212,969 (12,315) -6% MEASURE S - 2014 FUND - 106
Administrative Debits - 46122 - - - 116,708 94,184 (22,524) -24% Asset Acquisition/Improvement - 47* 29,210 66,590 139,748 644,869 533,328 (111,541) -21% Total Measure S - 2014 29,210 66,590 139,748 761,577 627,512 (134,065) -21% NPDES Storm Water Fund - 207
Admin Debits - 46122 - - 10,000 28,874 12,005 (16,869) -141% Total NPDES Storm Water Fund - - 10,000 28,874 12,005 (16,869) -141% SOLID WASTE FUND - 214
Professional & Administrative Services - 42
- 2,240 8,336 60,000 60,000 - 0%
Admin Debits - 46122 - - 4,452 58,645 88,478 29,833 34% Legal Charges - 46126 - - 27,576 - - - 0%
Asset Acquisition/Improvement -47* - - 122,281 217,800 102,300 (115,500) -113% Total Solid Waste Fund - 2,240 162,644 336,445 250,778 (85,667) -34% MEASURE J FUND - 215
Professional & Administrative Services - 42
- - - - 48,930 48,930 100%
Admin Debits - 46122 - - - 29,772 21,951 (7,821) -36%
Asset Acquisition/Improvement - 47* 18,651 - 406 736,000 380,000 (356,000) -94% City of Pinole 139 433 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City Streets Improvements Fund - 325
Asset Acquisition/Improvement - 47* 45,622 448,469 309,893 1,528,102 1,706,213 178,111 10% Total City Streets Improvements 45,622 448,469 309,893 1,528,102 1,706,213 178,111 10% Arterial Streets Rehabilitation Fund - 377
Asset Acquisition/Improvement - 47* 125,202 236,007 364,103 819,689 810,312 (9,377) -1% Total Arterial Streets Rehab Fund 125,202 236,007 364,103 819,689 810,312 (9,377) -1% City of Pinole 140 434 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 101,000 $ 101,000
Audit Services $ 1,000
General engineering survey contract 10,000
Professional engineering support 20,000
Traffic and signal maintenance 70,000
42108 Maintenance Structure/Imp $ 20,000 $ 20,000
Hardware supplies and median maintenance $ 20,000
42514 Special Department Expense $ 2,100 $ 2,100
CCTA congestion management plan administration $ 2,100
Pinole's share of CTA Congestion Management Plan administrative costs.
Total Professional/Administrative Services $ 123,100
4310X Utilities $ 181,000 $ 181,000
Electricity costs for street lights, traffic lights and controls Electricity & Gas (PG&E) $ 180,000
EBMUD median irrigation 1,000
44301 Fuel $ 2,000 $ 2,000
Fuel $ 2,000
47205 Improvements/Streets $ 564,445 $ 155,000
Pothole Repair Program $ 40,000
Roadway Stripping Program 15,000
RO1708 Pinole Valley Road Improvements 100,000
General Fund 100
47205 Improvements/Streets $ 170,000 $ 170,000
RO2107 Brand St. Improvements 170,000
MEASURE S - 2014 FUND - 106
47101 Equipment $ 112,569 $ 28,000
Cold Plane Asphalt Grinder Tractor 28,000
47104 Vehicles $ 216,000 $ 216,000
Hybrid Bucket Truck 216,000
47204 Improvements/Sidewalk $ 20,000 $ 20,000
Sidewalk Improvements 20,000
47205 Improvements/Streets $ 296,300 $ 269,328
Pedestrian Bridge Inspection & Maintenance $ 100,000
Traffic Sign Replacement 20,000
RO1714 Safety Improvements at Appian Way & Marlesta 149,328 SOLID WASTE FUND - 214
42514 Special Department Expense $ 60,000 $ 60,000
Patch paving materials $ 60,000
47104 Vehicles $ 217,800 $ 102,300
Hydro Flush Truck $ 102,300
MEASURE J FUND - 215
42401 Memberships -$ 48,930 $
WCCTAC Dues $ 48,930
(Moved from General Gov't)
47204 Improvements/Sidewalks $ 15,000 $ 15,000
Sidewalk Maintenance Program $ 15,000
47205 Improvements/Streets $ 721,000 $ 365,000
Miscellaneous Roadway Repair $ 15,000
RO1714 Safety Improvements at Appian Way & Marlesta 350,000 Road Maintenance Fund - 325
47205 Improvements/Streets $ 1,528,102 $ 1,706,213
RO1710 San Pablo Ave Bridge over BNSF $ 1,385,463
RO1714 Safety Improvements at Appian Way & Marlesta 138,544 RO1902 Pedestrian Improvements at Tennent Ave 61,556
City of Pinole 141 435 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 142 436 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - FACILITY MAINTENANCE - 343
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual Thru
Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 531,709 557,296 418,597 642,177 685,885 43,708 6% Overtime - 402 2,157 7,533 7,016 6,131 1,330 (4,801) -361% Employee Benefits - 410 323,030 329,155 276,965 421,959 478,073 56,114 12% Total Salary & Benefits 856,896 893,983 702,577 1,070,267 1,165,288 95,021 8% Services and Supplies
Professional & Administrative Services - 42 99,186 97,606 53,678 117,615 150,050 32,435 22% Other Operating Expenses - 43 40,815 47,294 21,444 41,000 41,000 - 0% Materials & Supplies - 44 21,857 34,897 44,410 32,700 73,200 40,500 55% Total Services and Supplies 161,859 179,796 119,532 191,315 264,250 72,935 28% Capital Outlay
Asset Acquisition/Improvement - 47* - 14,389 - 200,000 30,000 (170,000) -567% Total Capital Outlay - 14,389 - 200,000 30,000 (170,000) -567% Indirect Cost Allocations
Administrative Credits - 46121 (619,184) (640,026) (505,283) (799,323) (887,713) (88,390) 10% IS Charges - 46124 - - 296 - - - 0%
General Liability Insurance - 46201 57,919 64,998 39,071 31,500 39,322 7,822 20% Total Indirect Cost Allocations (561,265) (575,028) (465,916) (767,823) (848,391) (80,568) 9% Total 457,490 513,141 356,193 693,759 611,147 (82,612) -14% MEASURE S - 2014 FUND - 106
Administrative Debits - 46122 104,070 105,932 91,015 121,646 138,776 17,130 12% Asset Acquisition/Improvement - 47* 27,778 59,420 185,330 1,118,525 1,101,249 (17,276) -2% Total Measure S - 2014 Fund 131,848 165,352 276,345 1,240,171 1,240,025 (146) 0% RESTRICTED REAL ESTATE MAINTENANCE FUND - 201
Professional & Administrative Services - 42 12,191 7,592 5,693 10,000 10,000 - 0% Other Operating Expenses - 43 12,223 12,527 7,189 11,000 11,000 - 0% Legal Charges - 46126 - - - 5,000 5,000 - 0%
Total Restricted Real Estate Maint. 24,414 20,119 12,883 26,000 26,000 - 0% SOLID WASTE FUND - 214
Transfers Out 49901 - 45,700 - - - - 0%
Total Solid Waste Fund - 214 - 45,700 - - - - 0%
MEASURE J FUND - 215
Legal Charges - 46126 - - - 2,000 2,000 - 0%
Total Measure J Fund - 215 - - - 2,000 2,000 - 0%
PUBLIC FACILITIES FUND - 324
Asset Acquisition/Improvement - 47 50 3,356 - 60,000 60,000 - 0% Total Public Facilities Fund 50 3,356 - 60,000 60,000 - 0% *See CIP
City of Pinole 143 437 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 3,500 $ 3,500
EBRCSA Professional Support $ 3,500
42107 Equipment Maintenance $ 35,500 $ 40,000
Vehicle maintenance and repair $ 40,000
42108 Maintenance/Structure Imp $ 76,000 $ 76,000
Elevator maintenance $ 800
Heating and air repair 16,000
Janitorial service and supplies 13,000
Landscape maintenance 3,000
Lighting supplies 500
Misc. hardware and maintenance 1,000
Pest control and weed control 10,700
Pacific facilities maintenance 11,000
Improvements to planting/landscaping at City Hall 20,000 4230X Travel and Training $ 2,100 $ 2,100
Technical training $ 1,300
Mileage, Air & Hotel 750
Meal Allowance 50
42401 Memberships $ 315 $ 750
M.S.A. (Maintenance Superintendents Association) $ 750
T.C.S.A. (Traffic Control Supervisory Association)
Technical publications
42511 Equipment Rental $ 25,000 200 $
This is used to rent infrequently used equipment. $ 25,000 42513 Rent -$ 2,700 $
Tennent Ave Parking lot. 401-142-012 (AT&T) $ 2,700
(Moved from General Gov't)
Total Professional/Administrative Services $ 150,050
4310X Utilities $ 37,000 $ 37,000
Gas/Electricity $ 24,000
Water 13,000
43201 Property Tax $ 4,000 $ 4,000
44301 Fuel $ 12,700 $ 8,200
44306 Maintenance Supplies -$ 45,000 $
44410 Safety Clothing $ 20,000 $ 20,000
The worker classifications in this division are supplied: $ 20,000 Uniforms, coveralls, and foul weather gear
47201 Improvements/Building $ 200,000 $ 30,000
IN2101 Emergency Power for Critical Facilities $ 30,000 MEASURE S - 2014 FUND - 106
City of Pinole 144 438 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
Hybrid Bucket Truck $ 274,318
47201 Improvements/Building $ 844,207 $ 826,931
FA1702 Citywide Roof Repairs and Replacement $ 272,000
FA1703 City Hall Modernization 125,000
FA1901 Senior center Auxiliary Parking Lot 149,120
FA1902 Energy Upgrades 120,811
FA2002 Electric Vehicle Charging Stations 50,000
FA2202 Senior Center Modernization 60,000
IN2201 Energy Audit 50,000
RESTRICTED REAL ESTATE MAINTENANCE FUND - 201
42108 Maintenance/Structure Imp $ 10,000 $ 10,000
Materials to maintain facilities owned by the $ 10,000
former Redevelopment Agency.
4310X Utilities $ 11,000 $ 11,000
Gas/Electricity $ 5,000
Water 6,000
MEASURE J FUND - 215
47202 Improvements/Landscape-Medians $ 2,000 $ 2,000
Sign Replacement Program $ 2,000
City of Pinole 145 439 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 146 440 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
STORM WATER FUND - 207
PUBLIC WORKS - National Pollution Discharge Elimination Systems (NPDES) STORM WATER - 344
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 57,952 32,610 27,128 132,569 120,569 (12,000) -10% Other Operating Expenses - 43 - - - - - - 0%
Materials & Supplies - 44 13,675 10,254 14,529 8,800 8,800 - 0% Total Services and Supplies 71,627 42,863 41,657 141,369 129,369 (12,000) -9% Indirect Cost Allocations
Administrative Debits - 46122 216,867 229,588 174,541 261,442 260,815 (627) 0% Legal Charges - 46126 609 386 - 6,000 6,000 - 0%
Total Indirect Cost Allocations 217,476 229,974 174,541 267,442 266,815 (627) 0% Total 289,103 272,838 216,198 408,811 396,184 (12,627) -3% MEASURE S-2014 FUND - 106
Professional & Administrative Services - 42 - - - 25,000 - (25,000) -100% Asset Acquisition/Improvement - 47* 13,759 5,562 21,615 337,790 523,460 185,670 35% Total Measure S-2014 13,759 5,562 21,615 362,790 523,460 160,670 31% Growth Impact Fund - 276
Asset Acquisition/Improvement - 47* - - - 243,070 88,000 (155,070) -176% Total Growth Impact Fund - 276 - - - 243,070 88,000 (155,070) -176% *See CIP
City of Pinole 147 441 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services 22,000$ 5,000$
Contract support for Clean Water and NPDES $ 5,000
42107 Equipment Maintenance 15,000$ 20,000$
Storm drain, trash capture, street sweeper $ 20,000
42108 Building Structure Maintenance 14,779$ 14,779$
Trash capture devices $ 5,000
Lumber and supplies 9,779
4220X Office Expenses 1,000$ 1,000$
42201 Miscellaneous office expenses $ 500
42202 Printing and Binding 500
42514 Special Departmental Expense 79,790$ 79,790$
CCC Clean Water Program Support & Administration $ 71,251 NPDES Annual Permit 8,539
Total Professional/Administrative Services $ 120,569
44301 Fuel 8,000$ 8,000$
44410 Safety Clothing $ 800 $ 800
MEASURE S-2014 FUND - 106
42101 Professional Services 25,000$ -$
Storm Drainage Master Plan-Phased -$
47206 Improvements/Storm Drains $ 337,790 $ 523,460
SW1703 Storm Drainage Master Plan $ 75,000
SW1901 Storm Drainage Annual Rehabilitation 418,460
SW2002 Adobe Road Repair and Drainage Improvements 30,000 Growth Impact Fund 276
47205 Improvements/Streets $ 200,000 -$
RO1802 Hazel Street Gap Closure -$
47206 Improvements/Storm Drains 43,070$ 88,000$
SW1901 Hazel Street Gap Closure $ 58,000
SW2001 Roble Road Drainage Improvements 30,000
City of Pinole 148 442 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - PARK MAINTENANCE - 345
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru MarRevised Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 95,926 92,314 91,545 272,400 324,900 52,500 16% Other Operating Expenses - 43 84,349 108,377 53,260 100,156 100,156 - 0% Materials & Supplies - 44 1,248 2,932 6,184 500 500 - 0% Total Services and Supplies 181,523 203,624 150,989 373,056 425,556 52,500 12% Capital Outlay
Asset Acquisition/Improvement - 47* - 487 - - - - 0%
Total Capital Outlay - 487 - - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 46,824 47,110 35,218 109,831 113,753 3,922 3% Legal Charges - 46126 464 1,800 540 - - - 0%
Total Indirect Cost Allocations 47,288 48,910 35,758 109,831 113,753 3,922 3% Total 228,811 253,021 186,747 482,887 539,309 56,422 10% MEASURE S-2014 FUND - 106
Asset Acquisition/Improvement - 47* 358,722 88,836 72,271 355,811 359,449 3,638 1% Total Measure S-2014 Fund - 106 358,722 88,836 72,271 355,811 359,449 3,638 1% Solid Waste Fund - 214
Asset Acquisition/Improvement - 47* - - - 425,000 425,000 - 0% Total Solid Waste Fund - 214 - - - 425,000 425,000 - 0% Parkland Dedication Fund - 275
Asset Acquisition/Improvement - 47 799 - - - - - 0%
Total Parkland Dedication Fund - 275 799 - - - - - 0%
PV PARK CARETAKER FUND - 317
Salaries & Wages - 401 12,038 8,892 - 11,960 11,960 - 0% Employee Benefits - 410 1,585 1,050 448 1,347 1,555 208 15% Professional & Administrative Services - 42 440 - 0 - - - 0% Other Operating Expenses -43 673 697 656 856 856 - 0%
General Liability Insurance - 46201 623 629 728 592 684 92 16% Total PV Park Caretaker Fund - 317 15,360 11,268 1,833 14,755 15,055 300 2% Public Facilities Fund - 324
Asset Acquisition/Improvement - 47 - - - 10,000 10,000 - 0% Total Capital Outlay - - - 10,000 10,000 - 0%
Park Grants (Measure WW) - 327
Asset Acquisition/Improvement - 47* - - - 189,758 189,758 - 0% Total Capital Outlay - - - 189,758 189,758 - 0%
*See CIP
City of Pinole 149 443 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services 25,000$ 25,000$
Professional Support Services $ 5,000
Park Pedestrian Bridge Inspection $ 20,000
42107 Equipment Maintenance 5,000$ 7,500$
Off road equipment maintenance $ 7,500
42108 Maintenance/Structure Imp $ 177,000 $ 227,000
Landscape maintenance contract $ 100,000
Materials for parks, restrooms and play area 37,000
Restroom cleaning on weekends 40,000
Weekend Park Cleaning Service 50,000
42401 Memberships $ 400 $ 400
CAPCA (California Agricultural Production $ 370
Consultants Association)
P.A.P.A. (Pest Applicators Association) $ 30
42511 Equipment Rental 5,000$ 5,000$
Cost to rent infrequently used equipment. $ 5,000
42514 Admin Exp/Special Depart 60,000$ 60,000$
Recommendations of Beautification Ad Hoc Subcommittee $ 60,000 Total Professional/Administrative Services $ 324,900
4310X Utilities $ 100,000 $ 100,000
Gas/Electricity $ 10,000
Water 90,000
43201 Property Tax $ 156 $ 156
44301 Fuel $ 500 $ 500
MEASURE S-2014 FUND - 106
47101 FF&E/Equipment 65,569$ 17,009$
Turf Mower $ 17,009
47103 FF&E/Furniture 5,000$ 5,000$
Annual Bench/Table repairs & Replacement $ 5,000
47104 Vehicles 45,000$ 45,000$
Vehicles $ 45,000
47203 Improvements/Parks $ 240,242 $ 292,440
Annual Resod at two parks $ 10,000
Public Tree Maintenance 20,000
Replace Chips/Rubber Matting at various Parks 50,000
PA1704 Park Master Plan 100,000
PA2201 Pocket Park-Galbreth Ave 65,000
PA2203 Playground Rubberized Surface Improvements 47,440 47201 Improvements/Building -$ -$
New Restroom at Fernandez Park -$
Solid Waste Fund - 214
47203 Improvements/Parks $ 425,000 $ 425,000
PA2101 Installation of High Capacity Trash Bins $ 425,000 Public Facilities Fund - 324
47203 Improvements/Parks 10,000$ 10,000$
Annual Building Maintenance program (Fund 324) $ 10,000
Park Grants (Measure WW) Fund - 327
City of Pinole 150 444 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
AB 939 REFUSE MANAGEMENT FUND - 213
WASTE REDUCTION - 346
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 - - - 22,500 22,500 - 0% Other Operating Expenses -43 - - - - - - 0%
Total Services and Supplies - - - 22,500 22,500 - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 - - - - - - 0%
Total - - - - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 92,408 102,639 81,014 115,858 142,825 26,967 19% Legal Services - 46126 735 - - 2,500 2,500 - 0%
Total Indirect Cost Allocations 93,143 102,639 81,014 118,358 145,325 26,967 19% Transfers Out - 49901 - 107,805 - - - - 0%
Total 93,143 210,444 81,014 140,858 167,825 26,967 16%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services 10,000$ 10,000$
Consulting Services $ 10,000
42514 Special Department Expense 12,500$ 12,500$
Litter pick up services $ 12,500
City of Pinole 151 445 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 152 446 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
LIGHTING & LANDSCAPE DISTRICTS FUND - 310
PUBLIC WORKS - ZONE A, PINOLE VALLEY ROAD NORTH - 347
PUBLIC WORKS - ZONE B, PINOLE VALLEY ROAD SOUTH - 348
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 16,873 35,360 5,237 33,450 33,450 - 0% Other Operating Expenses - 43 17,207 15,059 24,022 16,695 16,695 - 0% Total Services and Supplies 34,080 50,418 29,259 50,145 50,145 - 0% Capital Outlay
Asset Acquisition/Improvement - 47 - - - 5,720 5,720 - 0% Total Capital Outlay - - - 5,720 5,720 - 0%
Indirect Cost Allocations
Administrative Debits - 46122 2,000 2,000 - 4,160 4,160 - 0% Legal Charges - 46126 2,092 1,181 1,293 2,100 2,100 - 0% Total Indirect Cost Allocations 4,092 3,181 1,293 6,260 6,260 - 0% Total 38,172 53,599 30,552 62,125 62,125 - 0%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 14,000 $ 14,000
Contra Costa County traffic signal maintenance - Zone A $ 7,000 Cal Trans traffic signal maintenance - Zone A 1,000
Contra Costa County traffic signal maintenance - Zone B 5,000 Cal Trans traffic signal maintenance - Zone B 1,000
42108 Maintenance Structures/Imp $ 19,450 $ 19,450
Caltrans Traffic Signal Maintenance - Zone A 2,150
Contra Costa county Public Works Traffic Signal - Zone A 6,500 Labor, materials and equipment for maintenance - Zone A 650 Pacific Site Management - Zone A 720
Caltrans Traffic Signal Maintenance - Zone B 3,000
Contra Costa county Public Works Traffic Signal - Zone B 5,000 Labor, materials and equipment for maintenance - Zone B 650 Pacific Site Management - Zone B 780
Total Professional/Administrative Services $ 33,450
4310X Utilities 16,695$ 16,695$
Water (EBMUD) - Zone A $ 3,800
Electricity & Power - Zone A 4,765
Water (EBMUD) - Zone B 2,800
Electricity & Power - Zone B 5,330
47202 Kaiser Medians 5,720$ 5,720$
Capital Replacement Fund- Zone A $ 2,600
PG&E Street and highway lighting - Zone B $ 3,120
City of Pinole 153 447 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 154 448 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
SEWER TREATMENT PLANT - 641
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 748,925 741,861 592,199 978,226 1,088,962 110,736 10% Overtime - 402 27,046 29,534 18,914 38,655 36,010 (2,645) -7% Employee Benefits - 410 764,025 837,547 371,059 536,184 547,954 11,770 2% Total Personnel 1,539,996 1,608,943 982,172 1,553,065 1,672,926 119,861 7% Services and Supplies
Professional & Administrative Services - 42
189,211 348,643 118,699 377,000 373,000 (4,000) -1%
Other Operating Expenses - 43 672,785 736,747 567,749 630,000 630,000 - 0% Materials & Supplies - 44 776,528 737,165 647,897 1,249,000 1,464,000 215,000 15% Total Services and Supplies 1,638,524 1,822,556 1,334,345 2,256,000 2,467,000 211,000 9% Capital Outlay
Asset Acquisition/Improvement - 47* - 172,459 - 728,398 1,335,382 606,984 45% Total Capital Outlay - 172,459 - 728,398 1,335,382 606,984 45% Indirect Cost Allocations
Administrative Debits - 46122 303,146 276,932 235,750 333,605 221,614 (111,991) -51% IS Charges - 46124 30,052 29,901 23,163 46,799 77,577 30,778 40% Legal Charges - 46126 980 1,723 1,577 15,000 15,000 - 0% General Liability Insurance - 46201 45,532 48,175 61,893 50,356 64,370 14,014 22% Total Indirect Cost Allocations 379,709 356,731 322,383 445,760 378,561 (67,199) -18% Depreciation
Depreciation Expense - 47401 421,590 394,657 186,569 340,000 340,000 - 0% Total Depreciation 421,590 394,657 186,569 340,000 340,000 - 0% Total 3,979,819 4,355,345 2,825,468 5,323,223 6,193,869 870,646 14% *See CIP
City of Pinole 155 449 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 65,000 $ 85,000
Engineering contract services $ 50,000
PCTV quarterly subcommittee meeting 5,000
Railroad Ave. bridge right of way study 30,000
42107 Equipment Maintenance $ 130,000 $ 110,000
Equipment service $ 110,000
42108 Maintenance Structure/Imp $ 78,000 $ 78,000
Janitorial services $ 10,000
Various structure refurbishment 68,000
42109 Compliance Inspections $ 62,000 $ 35,000
Laboratory supplies and safety equipment $ 15,000
Public outreach materials 10,000
Sampling analysis 10,000
42201 Office Expense $ 5,000 $ 7,000
Miscellaneous office supplies $ 7,000
4230X Travel and Training $ 7,000 $ 28,000
42301 State Certified operators training $ 7,000
42301 Class B Driver License Training 20,000
42302 Mileage, Air 1,000
42401 Memberships $ 20,000 $ 20,000
Bay Area Clean Water Assoc.(BACWA) $ 12,000
Joint CWEA/WEF membership 4,000
Technical publications 4,000
42510 Software Purchase -$ -$
-$
42511 Equipment Rental $ 10,000 $ 10,000
$ 10,000
Total Professional/Administrative Services $ 373,000
4310X Utilities $ 630,000 $ 630,000
PG&E $ 620,000
EBMUD 10,000
Total Other Operating Expenses $ 630,000
City of Pinole 156 450 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
44301 Fuel $ 10,000 $ 10,000
44302 Sludge Removal $ 300,000 $ 250,000
Digester Cleaning $ 250,000
44303 Chemicals $ 575,000 $ 750,000
Chemicals for Plant Operations $ 750,000
44304 Permit Fees $ 129,000 $ 129,000
BAAQMD $ 16,000
BACQA 16,000
NPDES permit fee renewal 75,000
Regional Monitoring of Metals (SFEI) 22,000
44305 Laboratory Operations $ 85,000 $ 100,000
Accelerated Chronic Toxinicy Testing $ 15,000
Laboratory supplies 85,000
44306 Maintenance Supplies $ 130,000 $ 200,000
$ 200,000
44410 Safety Clothing $ 20,000 $ 25,000
Laundry service for uniforms, safety shoes/boots, gloves, etc. $ 25,000 Total Materials and Supplies $ 1,464,000
47101 Equipment $ 340,000 $ 340,000
Depreciation- Pinole only $ 340,000
47104 Vehicles $ 200,000 $ 125,000
Forklift -$
Portable self priming pump 125,000
47201 Improvements/Building $ 528,398 $ 1,200,000
As-Built WWTP Drawings 75,000
Blower Optimization 35,000
Boiler Rehabilitation 45,000
Centrifuge Feed Pump Replacement 50,000
Digester Feed Pump Replacement 75,000
Energy Recovery Building Roof 45,000
Misc. Plant Improvements 75,000
SS2002 Water Pollution Control Plant Lab Remodel 100,000 SS2101 Second Clarifier - Center Column Rehabilitation 350,000 SS2102 Air Release Valve Replacement 50,000
SS2202 Replacement of Diesel Tank 150,000
SS2203 Effluent Outfall Project Design 150,000
47205 Improvements/Street -$ 10,382 $
RO2102 Tennent Ave. Rehabilitation 10,382
City of Pinole 157 451 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 158 452 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
SEWER COLLECTION - 642
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 239,755 252,977 184,093 257,462 280,342 22,880 8% Overtime - 402 3,293 5,318 5,276 2,692 3,319 627 19%
Employee Benefits - 410 116,495 115,501 109,275 136,654 168,125 31,471 19% Total Personnel 359,542 373,796 298,644 396,808 451,786 54,978 12% Services and Supplies
Professional & Administrative Services - 42 64,541 88,227 68,145 307,984 237,984 (70,000) -29% Other Operating Expenses - 43 11,045 13,845 7,558 13,500 13,500 - 0% Materials & Supplies - 44 13,548 12,054 9,358 14,700 14,700 - 0% Total Services and Supplies 89,134 114,125 85,061 336,184 266,184 (70,000) -26% Capital Outlay
Asset Acquisition/Improvement - 47 - 147,743 - 1,138,457 2,192,553 1,054,096 48% Total Capital Outlay - 147,743 - 1,138,457 2,192,553 1,054,096 48% Indirect Cost Allocations
Administrative Credits - 46121 (70,741) (90,247) (73,343) (97,861) (112,295) (14,434) 13% Administrative Debits - 46122 368,146 375,401 301,531 438,233 577,238 139,005 24% IS Charges - 46124 22,948 19,259 14,258 24,681 47,155 22,475 48% Legal Charges - 46126 2,661 855 1,459 15,000 15,000 - 0% General Liability Insurance - 46201 11,976 12,664 15,177 12,348 15,510 3,162 20% Total Indirect Cost Allocations 334,990 317,932 259,082 392,401 542,608 150,208 28% Depreciation
Depreciation Expense - 47401 123,217 101,616 160,413 - - - 0% Total Depreciation 123,217 101,616 160,413 - - - 0%
Total 906,883 1,055,212 803,200 2,263,850 3,453,131 1,189,282 34% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47* - - 50,563 50,568 - (50,568) -100% Total Measure S - 2014 - - 50,563 50,568 - (50,568) -100% City of Pinole 159 453 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 255,000 $ 185,000
Contractors for isolated emergency repairs $ 10,000
CCTV Large Sewer pipes 100,000
Sanitary Sewer overflow mitigation 50,000
Sewer flow modeling 20,000
Wildan Assessment services 5,000
42107 Equipment Maintenance $ 20,000 $ 20,000
Vehicle maintenance and repair $ 20,000
42108 Maintenance Structure/Imp $ 2,500 $ 2,500
$ 2,500
42201 Office Expense $ 150 $ 150
Office supplies, includes reprinting of map books. $ 150 42301 Travel and Training $ 1,000 $ 1,000
Technical training programs for sewer maintenance, $ 1,000 confined space entry and street safety procedures.
42401 Memberships $ 1,000 $ 1,000
Joint CWEA/WEF membership $ 765
Technical publications $ 235
42510 Software Purchase $ 8,334 $ 8,334
Asset Management Software-annual license fee $ 8,334
42511 Equipment Rent $ 5,000 $ 5,000
$ 5,000
42514 Special Department Expense $ 15,000 $ 15,000
Maintenance materials (asphalt, concrete, pipe, hardware, etc.) $ 15,000 Total Professional/Administrative Services $ 237,984
4310X Utilities $ 13,500 $ 13,500
PG&E $ 9,000
EBMUD 4,500
44301 Fuel $ 8,000 $ 8,000
44304 Permit Fee $ 3,000 $ 3,000
SWRCB Permit Fee $ 3,000
44410 Safety Clothing $ 3,700 $ 3,700
Uniforms, coveralls, foul weather gear, gloves $ 3,700
47104 Vehicles $ 442,200 $ 207,700
Vacuum Truck -$
Hydro Flush Truck 207,700
47201 Improvements $ 696,257 $ 1,984,853
Deferred Collection repairs $ 395,000
IN2001 Sanitary Sewer Collection System Master Plan $ 89,853 SS2201 Sanitary Sewer Rehabilitation 1,500,000
City of Pinole 160 454 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE PLANT EXPANSION FUND - 503
SEWER PROJECTS - SHARED - 643
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Service and Supplies
Professional & Administrative Services - 42 - 3,500 25 - - - 0% Total Services and Supplies - 3,500 25 - - - 0%
Capital Outlay
Asset Acquisition /Improvement - 47 0 0 0 0 0 - 0%
Total Capital Outlay - - - - - - 0%
Indirect Cost Allocations
Legal Charges - 46126 - 11,920 33,670 - - - 0%
Total Indirect Cost Allocations - 11,920 33,670 - - - 0% Depreciation
Depreciation Expense - 47401 189,188 620,304 258,775 - - - 0% Total Depreciation 189,188 620,304 258,775 - - - 0%
Total 189,188 635,724 292,470 - - - 0%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services -$ -$
Construction Management of Plant Upgrades $ -
Hercules-Construction management of plan
42501 Bank Fees -$ -$
Wells Fargo Bank Fees -$
47201 Building -$ -$
WPCP upgrades- Contingency -$
WPCP upgrades- HDR -$
WPCP upgrades- Hercules Share -$
WPCP upgrades- Kiewit -
City of Pinole 161 455 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
City of Pinole 162 456 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
WPCP / EQUIPMENT AND DEBT SERVICE (PINOLE ONLY) - 644
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Service and Supplies
Professional & Administrative Services - 42 - - - - - - 0% Total Services and Supplies - - - - - - 0%
Debt Service
Debt Principal - 48101 - - 329,000 997,026 1,020,383 23,357 2% Debt Interest - 48102 612,491 621,332 191,322 612,480 591,241 (21,239) -4% Cost of Issuance - 48103 - - - - - - 0%
Total Debt Service 612,491 621,332 520,322 1,609,506 1,611,624 2,118 0% Total 612,491 621,332 520,322 1,609,506 1,611,624 2,118 0 SEWER ENTERPRISE PLANT EXPANSION FUND - 503
Professional & Administrative Services - 42
- - - - - - 0%
Legal Charges - 46126 - - - - - 0%
- - - - - - 0%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services -$ -$
Auditing Services $ -
4810X Wastewater Revenue Bonds, Series 2016 $ 518,866 $ 522,440 48101 - Principal $ 341,000
48102 - Interest 181,440
4810X 2016 Clean Water State Revolving fund loan $ 518,866 $ 1,089,184 48101 - Principal $ 679,383
48102 - Interest 409,801
City of Pinole 163 457 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Public Works
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City of Pinole 164 458 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
COMMUNITY DEVELOPMENT
The Community Development Department is comprised of the following divisions:
• Planning;
• Building;
• Code Enforcement;
• Affordable Housing;
• Economic Development; and
• Redevelopment Successor Agency
Mission
The mission of the Community Development Department is to guide orderly growth and development in Pinole, consistent with the General Plan and priorities of the City Council, and to protect the quality of life, health, safety, and welfare of residents.
Major Services and Functions
The Planning Division administers and implements the General Plan and Zoning Code for the City.
It processes land use and development applications, which include use permits, design review requests, and subdivisions. The Planning Division seeks to deliver on its mission with the highest regard for time, accuracy, completion, customer satisfaction, and overall well-being of the City consistent with local, State, and federal laws. Planning staff participate in multi-modal transportation and circulation planning. New to FY22/23, planning staff oversees the public art program.
The Building Division issues building permits and provides building, electrical, mechanical, plumbing, Title-24, and accessibility inspections for new construction, additions, and alterations City of Pinole 165 459 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
of commercial, residential, and public projects to ensure a safe environment for the Pinole community. The division also performs rental housing inspections on a recurring basis. The division investigates citizens’ complaints pertaining to construction code compliance and/or health and safety issues in a prompt and courteous manner.
The Code Enforcement Division investigates and addresses citizens’ complaints of health and safety issues. These issues include blight and graffiti, abandoned vehicles, and illegal dumping.
The division is complaint driven and maintains a proactive environment to help solve community problems in a creative and effective manner.
The Affordable Housing Division functions include ensuring that facilities that have received City financial assistance to create affordable housing units comply with affordability agreements, investing limited City affordable housing resources to provide affordable housing units and support to the homeless, and developing or disposing of the City’s remaining real property assets inherited from the former Pinole Redevelopment Agency affordable housing program.
The Economic Development Division is a new division, instituted in FY 2021/22. It coordinates with the City Manager department to create economic development strategies for the City and is responsible for carrying out those strategies.
The purpose of the Redevelopment Successor Agency Division is to effectively wind down the activities of the Redevelopment Successor Agency by administering the remaining enforceable obligations.
FY 2021/22 Key Accomplishments
• Reorganized Community Development to improve service delivery and add housing and economic development
• Staffed a permit counter during the ever-evolving COVID-19 pandemic and shift to 100% electronic permitting
• Streamlined paperless permit processing by adjusting internal permit processing procedures
• Guided the issuance of 534 construction permits with a value of over $9,000,000 • Performed 1,796 inspections for building, electrical, mechanical, plumbing, Title-24 and accessibility inspections for new construction, additions, and alterations of commercial, residential, and public projects
• Helped property owners in Pinole go green by implementing “Solar Tuesdays” to expedite permitting of solar projects
• Navigated and resolved a significant backlog of building permit applications with the retention of temporary permit technician services
• Developed policies and procedures related to building permit refunds, extensions and reactivations
City of Pinole 166 460 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
• Secured a consultant to assist the City with contracting and implementation of a major project to upgrade and migrate the City’s current TRAKiT system to the latest version and integrate eTRAKiT paperless Building, Planning, Public Works permitting • Solicited proposals, facilitated contracting, and kicked off an update of the City’s Housing and Health & Safety Elements and the creation of a new Environmental Justice Element • Conducted a Greenhouse Gas (GHG) emission inventory which will serve as an essential foundation for a development of Climate Action Plan
• Opened 292 and closed 294 code enforcement cases
• Initiated enforcement of tobacco retailer regulations • Prepared to file for court action to abate in several cases • Refined the program for and performed extensive proactive weed abatement in coordination with Pinole Fire Department
• Initiated Municipal Code Amendments to clarify and improve code enforcement procedures in collaboration with the City Attorney’s office • Assisted the Redevelopment Successor Agency Division with the sale of two properties owned by the Redevelopment Successor Agency fund, located at 2361 San Pablo Avenue and 2279 Park Street.
• Developed program design parameters and launched the Pinole Perks Community Gift Card, which utilizes ARPA monies and is aimed at providing a boost to the local economy in addition to providing discounts on goods and services to Pinole community members • Reengaged with the Chamber of Commerce by partnering on the Pinole Perks Community Gift card program
• Oversaw, with the City Manager’s Department, the development of the Comprehensive Economic Development Strategy that includes a focus on downtown redevelopment to activate the core of the community as a destination for the region FY 2022/23 Key Priorities and Projects
• Create succession planning opportunities in the Department by establishing flexible staffing positions
• Continue to develop and refine forms, policies and procedures related to building and planning permits
• Prepare and release an RFP for professional services to streamline housing project approvals and evaluate updates to the General Plan and Three Corridors Specific Plan, a Strategic Plan item
• Complete the updates to the City’s Housing, Health and Safety and Environmental Justice Elements by May 31, 2023
• Partner with SEI to engage a Climate Corps Fellow to provide assistance for sustainability initiatives
• Prepare, adopt and begin implementation of the first Climate Action Plan • Coordinate inspection and verify compliance with projects’ Conditions of Approval • Conduct environmental review and monitoring for projects affecting the City of Pinole City of Pinole 167 461 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
• Coordinate with City Attorney’s office on creation and adoption of a Historical Ordinance • Ensure that LEAP, REAP and SB2 grant funds are utilized on Housing Element related initiatives
• Update the General Plan and Three Corridors Specific Plan EIR so that high-density residential projects can utilize the EIR for project-specific CEQA clearances • Coordinate with Public Works to partner regionally to improve and enhance transportation circulation, a Strategic Plan Strategy
• Update Title 8 of the Pinole Municipal Code to account for the 2022 Triennial Edition of the California Building Standards Code (Cal. Code Regs., Title 24) and any local amendments by December 31, 2022
• Upgrade and migrate the City’s current outdated TRAKiT system to the latest version and integrate eTRAKiT citizen portal for paperless Building, Planning, Public Works permitting, in addition to other integrations such as GIS to greatly improve customer self-service options
• Launch SolarAPP+, automating solar permitting for residential rooftop solar installations, creating efficiencies and enhancing the City’s compliance with solar permitting regulations
• Integrate the GreenHalo waste management/recycling tracking system with online permitting in order to automate the management, verification and filing of recovery reports
• Conduct a four-year review of current contracts for building permit plan check services, develop and release a request for proposals for plan check services, negotiate and implement contracts that provide the best value and service for the community • Conduct Building and Rental Inspection and document results • More robustly contract for seasonal weed abatement code enforcement services in order to maintain consistent proactive general code enforcement service levels • Establish a Tobacco Retailer License fee and ensure that tobacco retailers comply with application requirements
• Implement, monitor and report successes of the Pinole Perks Community Gift Card program
• Nurture an inviting climate for doing business in Pinole • With the City Manager department, implement the Comprehensive Economic Development Strategy Partner with regional for and non-profit housing organizations to provide an array of housing options, a Strategic Plan item • Develop a routine reporting/dashboard mechanism for the community so that Department successes and activities are transparent
Significant Special Projects for FY 2023/24 through FY 2026/27 • Monitor the need, if applicable, to update the entire General Plan and Three Corridors Specific Plan
• Seek grant opportunities to help Pinole create a stronger “sense of place” City of Pinole 168 462 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
• Conclude repayment of outstanding Redevelopment Successor Agency bond obligations • Close-out the operations of the Redevelopment Successor Agency following payment of all obligations
Major Changes in FY 2022/23 Budget
The Community Development Department budget for FY 2022/23 includes one notable change relative to the FY 2021/22 budget, which is the addition of a new position, Development Services Technician, which will be shared with Public Works. The position will administer electronic permit tracking systems and support databases critical to the departments (e.g., TRAKiT and ESRI GIS), perform regular departmental updates to the City website, serve as the records manager for both departments, facilitate public records requests and assist the Department Heads with developing and issuing RFPs, drafting and circulating contracts and amendments for signature, and maintaining records of contracts for both departments. The vacant Senior Building Inspector position is also elevated to a Building Official who will assist in management of the Building Division.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Development Services Director 0.50 0.50 0.50 0.00 0.00
Community Development Director 0.00 0.00 0.00 1.00 1.00 Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 1.00 1.00 1.00 0.00
Building Official 0.00 0.00 0.00 0.00 1.00
Building Inspector 0.00 0.00 1.00 1.00 0.00
Building Inspector I/II 0.00 0.00 0.00 0.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 1.00 0.00
Code Enforcement Officer I/II 0.00 0.00 0.00 0.00 1.00
Permit Technician 1.48 2.00 2.00 2.00 0.00
Permit Technician I/II 0.00 0.00 0.00 0.00 2.00
Development Services Technician 0.00 0.00 0.00 0.00 0.50 Total 4.98 5.50 6.50 7.00 7.50
City of Pinole 169 463 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
City of Pinole 170 464 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
COMMUNITY DEVELOPMENT BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 173,693 173,504 139,812 369,885 507,464 137,579 27% Measure S 2014 - 106 43,460 - - 20,000 20,000 - 0%
Building and Planning - 212 1,076,067 987,604 1,090,525 2,406,969 2,410,794 3,825 0% Housing Assets for Resale - 285 69,688 44,092 84,819 228,798 327,475 98,677 30% Recognized Obligation Retirement Fund - 750 300,640 352,370 167,612 194,899 227,378 32,479 14% Total 1,663,548 1,557,569 1,482,768 3,220,551 3,493,111 272,560 8%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 217,812 355,144 324,643 700,819 938,684 237,865 25% Overtime - 402 621 2,042 154 1,071 12,727 11,656 92%
Employee Benefits - 410 96,449 148,375 134,254 339,828 388,394 48,566 13% Total Personnel 314,881 505,562 459,051 1,041,718 1,339,805 298,087 22% Services and Supplies
Professional & Administrative Services - 42 765,107 519,166 665,337 1,476,218 1,641,346 165,128 10% Other Operating Expenses - 43 7,295 16,236 3,704 8,150 8,150 - 0% Materials & Supplies - 44 1,511 996 863 4,800 5,500 700 13% Total Services and Supplies 773,914 536,398 669,904 1,489,168 1,654,996 165,828 10% Capital Outlay
Asset Acquisition/Improvement - 47 29,430 - 1,777 3,000 5,500 2,500 45% Total Capital Outlay 29,430 - 1,777 3,000 5,500 2,500 0% Indirect Cost Allocations
Administrative Credits - 46 (9,365) (18,046) (247,793) (317,057) (416,269) (99,212) 24% Administrative Debits - 46 374,472 337,276 457,420 623,168 683,151 59,983 9% IS Charges - 46 69,693 31,872 31,051 280,846 96,489 (184,357) -191% Legal Charges - 46 88,283 137,269 68,698 65,000 75,000 10,000 13% General Liability Insurance - 46 22,241 27,239 42,660 34,708 54,439 19,731 36% Total Indirect Cost Allocations 545,323 515,609 352,036 686,665 492,810 (193,855) -39% Operating Transfers Out - 49 - - - - - - 0%
Total 1,663,548 1,557,569 1,482,768 3,220,551 3,493,111 272,560 8%
EXPENDITURES BY PROGRAM
Development Services Planning - 461 449,729 432,647 488,119 1,413,110 1,414,478 1,368 0% Development Services Building - 462 645,050 565,540 605,791 1,259,535 1,226,944 (32,591) -3% Successor Agency to the Pinole Redevelopment -
463 300,640 352,370 167,612 194,899 227,378 32,479 14%
Housing Administration - 464 69,688 44,092 84,819 151,060 274,039 122,979 45% Code Enforcement - 465 198,440 162,921 136,427 201,947 253,452 51,505 20% Economic Development - 466 - - - - 96,820 96,820 100%
Total 1,663,548 1,557,569 1,482,768 3,220,551 3,493,111 272,560 8% City of Pinole 171 465 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
City of Pinole 172 466 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
BUILDING & PLANNING FUND - 212
DEVELOPMENT SERVICES - PLANNING - 461
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 78,108 141,945 176,150 329,776 358,221 28,445 8% Employee Benefits - 410 27,203 46,690 84,551 168,802 199,910 31,108 16% Total Salary & Benefits 105,311 188,635 260,701 498,578 558,131 59,553 11% Services and Supplies
Professional & Administrative Services - 42 293,645 188,051 398,531 855,628 825,844 (29,784) -4% Other Operating Expenses - 43 1,674 2,348 850 1,550 1,550 - 0% Materials & Supplies - 44 1,511 996 541 1,000 1,500 500 33% Total Services and Supplies 296,831 191,394 399,922 858,178 828,894 (29,284) -4% Capital Outlay
Asset Acquisition/Improvement - 47 - - 981 2,000 2,000 - 0% Total Capital Outlay - - 981 2,000 2,000 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (9,365) (18,046) (218,585) (253,610) (269,766) (16,156) 6% Administrative Debits - 46122 - 6,474 10,000 - 16,906 16,906 100% IS Charges - 46124 - - 462 958 2,188 1,230 56%
Legal Charges - 46126 30,805 45,975 11,181 25,000 25,000 - 0% General Liability Insurance - 46201 7,435 7,632 20,072 16,331 20,497 4,166 20% Total Indirect Cost Allocations 28,875 42,035 (176,870) (211,321) (205,175) 6,146 -3% Total 431,016 422,064 484,734 1,147,434 1,183,850 36,416 3% GENERAL FUND - 100
Professional & Administrative Services - 42
- 1,560 3,385 80,000 85,000 5,000 6%
Administrative Debits - 46122 4,683 9,023 - 87,938 72,192 (15,746) -22% Total 4,683 10,583 3,385 167,938 157,192 (15,746) -10%
MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42
14,030 - - 20,000 20,000 - 0%
Total 14,030 - - 20,000 20,000 - 0%
Housing Fund - 285
Administrative Debits - 46122 - - - 77,738 53,436 (24,302) -45% Total - - - 77,738 53,436 (24,302) -45%
City of Pinole 173 467 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 814,216 $ 742,350
Contract Planning Augmentation $ 189,000
Environmental Review - Housing, Health & Safety 200,000 Objective Design Standsrds/Historic 200,000
Project Traffic Studies and CEQA Assistance 100,000
Scanning/Archiving 50,000
Translation Services 3,350
4220X Office Expense $ 1,000 $ 31,000
42201 Miscellaneous office supplies $ 1,000
42202 Printing Notifications to the Community 10,000
42203 Mailing Notifications to the Community 20,000
4230X Travel and Training $ 9,000 $ 12,600
California APA Annual Conference $ 1,200
League of CA Cities Planning Commissioner Conference (Commissioners) 4,000 League of CA Cities Planning Commissioner Conference (Staff) 1,200 National APA Conference (virtual, staff) 700
Mileage, Air & Hotel 4,000
Meal Allowance 1,500
42401 Memberships $ 1,000 $ 1,482
American Institute of Certified Planners (AICP) $ 567
American Planning Assoc (APA) 665
Assoc of Environmental Planners (AEP) 250
42504 Recruitment Costs -$ -$
42514 Special Department Expense $ 30,412 $ 38,412
Publishing Legal Notices $ 10,000
PCTV Planning Commission Meetings 20,412
Meeting Minute Preparation 8,000
Total Professional/Administrative Services $ 825,844
4310X Utilities $ 1,550 $ 1,550
PG&E $ 1,400
EBMUD 150
44301 Fuel $ 1,000 $ 1,000
44410 Safety Clothing -$ $ 500
Uniform 500
City of Pinole 174 468 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
General Fund - 100
42101 Professional Services $ 80,000 $ 80,000
Economic Development - Staff Support $ 80,000
42514 Special Departmental -$ 5,000 $
$ 5,000
MEASURE S - 2014 FUND - 106
42101 Professional Services $ 20,000 $ 20,000
Business Development/Community Help Reserve $ 10,000
Revitalization Reserve 10,000
City of Pinole 175 469 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
City of Pinole 176 470 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
BUILDING & PLANNING FUND - 212
DEVELOPMENT SERVICES - BUILDING DIVISION - 462
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 84,865 96,147 85,505 284,429 466,278 181,849 39% Overtime - 402 621 2,042 48 46 6,376 6,330 99%
Employee Benefits - 410 57,812 78,275 32,190 147,913 159,194 11,281 7% Total Salary & Benefits 143,298 176,464 117,743 432,388 631,848 199,460 32% Services and Supplies
Professional & Administrative Services - 42 343,301 262,609 216,983 402,950 410,598 7,648 2% Other Operating Expenses - 43 4,230 5,927 2,148 4,500 4,500 - 0% Materials & Supplies - 44 - - - 1,300 1,500 200 13%
Total Services and Supplies 347,531 268,536 219,131 408,750 416,598 7,848 2% Capital Outlay
Asset Acquisition/Improvement - 47 - - 796 1,000 3,500 2,500 0% Total Capital Outlay - - 796 1,000 3,500 2,500 0%
Indirect Cost Allocations
Administrative Credits - 46121 - - (29,208) (63,447) (146,503) (83,056) 57% Administrative Debits - 46122 71,516 72,697 240,541 177,826 192,343 14,517 8% IS Charges - 46124 69,693 31,872 30,126 278,931 92,113 (186,818) -203% Legal Charges - 46126 2,216 536 9,347 10,000 10,000 - 0% General Liability Insurance - 46201 10,796 15,435 17,315 14,087 27,045 12,958 48% Total Indirect Cost Allocations 154,221 120,540 268,121 417,397 174,998 (242,399) -139% Total 645,050 565,540 605,791 1,259,535 1,226,944 (32,591) -3% City of Pinole 177 471 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 370,000 $ 368,500
Building Code Update 15,000
Contract Plan Check Services 300,000
Scanning/Archiving 50,000
Translation Services 3,500
42106 Software Maintenance -$ 10,888 $
BlueBeam Annual Maintenance $ 3,800
Green Halo (Waste Tracking) 3,288
Misc. Software to Improve Customer Service 2,000
R.S. Means (Valuation) 1,800
42107 Equipment Maintenance $ 1,100 $ 1,000
Equipment and vehicle maintenance $ 1,000
42108 Building-Structure Maintenance $ 1,000 $ 1,000
42201 Office Expense $ 4,000 $ 4,000
Miscellaneous Office Expenses 4000
4230X Travel and Training $ 6,200 $ 8,400
CALBO $ 2,700
Other Educational/Training 2,500
Permit Tech Certification 300
Mileage, Air & Hotel 2,500
Meal Allowance 400
42401 Memberships $ 1,650 $ 730
California Building Officials (CALBO) $ 215
Electrical Inspectors IAEI 120
Mechanical and Plumbing Officials (IAMPO) 70
ICC (General & Local) 325
42402 Subscriptions -$ 6,080 $
2022 Code Cycle Publications $ 5,500
CALDAG (AD) Publication 80
Permit Tech Publications 500
42501 Bank Fees $ 10,000 $ 10,000
Credit card charges
42514 Special Department Expense $ 9,000 -$
Updates of the assessor parcel information -$
Blueprints and permits to be scanned. -
Total Professional/Administrative Services $ 410,598
City of Pinole 178 472 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
4310X Utilities $ 4,500 $ 4,500
PG&E $ 4,000
EBMUD 500
44410 Safety Clothing $ 1,300 $ 1,500
Clothing/Uniforms $ 1,000
Small tools $ 500
47103 Furniture $ 1,000 $ 2,000
Ergonomic Chairs $ 1,000
Standing Desk 1,000
47106 Computer Equipment (not-capitalized) -$ 1,500 $
Tablet for Inspector $ 1,500
City of Pinole 179 473 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
City of Pinole 180 474 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
RECOGNIZED OBLIGATION RETIREMENT FUND - 750
SUCCESSOR AGENCY TO THE PINOLE REDEVELOPMENT AGENCY - 463
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 17,553 88,720 14,293 15,720 17,000 1,280 8% Other Operating Expenses - 43 - 6,011 - - - - 0%
Total Services and Supplies 17,553 94,731 14,293 15,720 17,000 1,280 0% Indirect Cost Allocations
Administrative Debits - 46122 240,375 188,704 117,484 169,179 190,378 21,199 11% Legal Charges - 46126 42,713 68,935 35,834 10,000 20,000 10,000 50% Total Indirect Cost Allocations 283,088 257,638 153,318 179,179 210,378 31,199 15% Total 300,640 352,370 167,612 194,899 227,378 32,479 14%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 15,720 $ 17,000
Amerinational Loan Servicing $ 900
Auditing Services 1,680
Bond Indenture Fees 4,640
HDL Financial Reporting 9,780
46126 Legal Charges $ 10,000 $ 20,000
Estimated legal costs $ 20,000
City of Pinole 181 475 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
City of Pinole 182 476 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
HOUSING ASSETS FUND - 285
HOUSING ADMINISTRATION - 464
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 1,672 (21,774) 22,688 81,920 200,000 118,080 59% Other Operating Expenses - 43 1,390 1,951 706 2,100 2,100 - 0% Total Services and Supplies 3,063 (19,823) 23,394 84,020 202,100 118,080 58% Indirect Cost Allocations
Administrative Debits - 46122 57,898 60,378 60,186 47,040 51,939 4,899 9% Legal Charges - 41427 8,728 3,536 1,240 20,000 20,000 - 0% Total Indirect Cost Allocations 66,626 63,914 61,426 67,040 71,939 4,899 7% Transfers Out - 49901 - - - - - - 0%
Total 69,688 44,092 84,819 151,060 274,039 122,979 45%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 81,920 $ 200,000
Professional Services $ 200,000
4310X Utilities $ 2,100 2,100$
PG&E $ 2,000
EBMUD 100
City of Pinole 183 477 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
City of Pinole 184 478 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
GENERAL FUND - 100
CODE ENFORCEMENT - 465
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 54,839 117,052 62,987 86,614 114,185 27,571 24% Overtime - 402 - - 106 1,025 6,351 5,326 84%
Employee Benefits - 410 11,434 23,410 17,513 23,113 29,290 6,177 21% Total Salary & Benefits 66,272 140,463 80,607 110,752 149,826 39,074 26% Services and Supplies
Professional & Administrative Services - 42 94,907 - 9,457 20,000 75,145 55,145 73% Materials & Supplies - 44 - - 322 2,500 2,500 - 0%
Total Services and Supplies 94,907 - 9,779 22,500 77,645 55,145 71% Indirect Cost Allocations
Administrative Debits - 46122 - - 29,208 63,447 16,896 (46,551) -276% IS Charges - 46124 - - 462 958 2,188 1,230 56%
Legal Charges - 46126 3,822 18,288 11,097 - - 0%
General Liability Insurance - 46201 4,009 4,171 5,273 4,290 6,897 2,607 38% Total Indirect Cost Allocations 7,831 22,459 46,041 68,695 25,981 (42,714) -164% Total 169,010 162,921 136,427 201,947 253,452 51,505 20% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47 29,430 - - - - - 0%
Total 29,430 - - - - - 0%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 8,000 $ 38,350
Seasonal Weed Abatement $ 35,000
Translation Services 3,350
4220X Office Expense $ 3,000 $ 3,000
42201 Misc. Office Expense $ 1,000
42202 Printing & Binding 2,000
4230X Travel & Training 3,000$ $ 3,700
42301 Conference registration $ 2,000
42302 Mileage Air & Hotel 1,500
42303 Meal Allowance 200
42401 Memberships -$ $ 95
CACEO Membership $ 95
42512 Abatement 6,000$ $ 30,000
Abatement Services $ 30,000
44301 Fuel 2,000$ $ 2,000
$ 2,000
44410 Safety Clothing $ 500 $ 500
$ 500
City of Pinole 185 479 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
City of Pinole 186 480 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
GENERAL FUND - 100
ECONOMIC DEVELOPMENT - 466
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 - - - - 7,759 7,759 100% Materials & Supplies - 44 - - - - - - 0%
Total Services and Supplies - - - - 7,759 7,759 100%
Indirect Cost Allocations
Administrative Debits - 46122 - - - - 89,061 89,061 100% IS Charges - 46124 - - - - - - 0%
Legal Charges - 46126 - - - - - - 0%
General Liability Insurance - 46201 - - - - - - 0%
Total Indirect Cost Allocations - - - - 89,061 89,061 100% Total - - - - 96,820 96,820 100%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42401 Memberships $ - $ 6,259
CALED Annual Membership $ 350
Chamber of Commerce Community Champion Sponsorship $ 2,500 East Bay EDA $ 3,409
42403 Advertising $ - $ 1,500
North Shore on the Bay Trail Guide $ 1,500
City of Pinole 187 481 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Development
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City of Pinole 188 482 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
COMMUNITY SERVICES
The Community Services Department is comprised of the following divisions and subdivisions:
• Administration
o Special Events
• Parks and Recreation
o Parks and Recreation Administration
o Tiny Tots
o Youth Center
o Senior Center
o Swim Center
o Tennis Court and Memorial Hall
• Pinole Community Television (PCTV)
• Library and Animal Services
• Community Health and Food
Mission
The mission of the Community Services Department is to enrich the lives of the diverse Pinole community by providing high-quality recreation and quality of life programs for residents of all ages.
Major Services and Functions
The Administration Division provides management and coordination of the department’s activities. The Special Events subdivision serves as the single point of contact for private organizations that would like to hold events in the City and/or receive some form of City support or sponsorship for their event. This subdivision coordinates closely with the City departments that host their own community events.
The Recreation Division contains six subdivisions: Parks and Recreation Administration; Senior Center; Youth Center; Tiny Tots; Swim Center; and Tennis Court and Memorial Hall. The Parks City of Pinole 189 483 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
and Recreation Administration subdivision provides management and coordination of all Parks and Recreation Division activities, including park rules and policies, park permits and reservations, and park planning. Through the Tiny Tots, Youth Center, and Senior Center, the division offers recreational and enrichment programs and events for all age groups. Tiny Tots is a preschool program with a dedicated facility that provides a high-quality, part-time recreational, social, and educational experience for children ages 3½ to 5 years. The Youth Center provides a variety of enrichment classes, sports, and specialty camps for children ages 5 to 12. The program is designed to offer youth an opportunity to explore special interests, promote creativity, challenge the mind and body, and create experiences. The Senior Center provides adults age 50 and over with social activities, fitness and enrichment classes, daily hot lunches, homebound services, salon services, and support services. The Senior Center receives advice from an advisory board of directors. The City’s Memorial Hall building is used as a theater space for educational programs run by the Pinole Community Players community theater group as well as the Players’ theatric productions. The City leases the building to the Players for these uses. The Tennis Court and Swim Center are two recreational facilities in the City. The Tennis Court is adjacent to the Pinole branch of the County library system. The tennis court and adjacent restroom are owned by the County and leased to the City for the public’s use. The Swim Center is owned by the City.
In recent years, the City has hired a private organization to run the Swim Center. The City currently contracts with the Pinole Seals for this service. The Pinole Seals opens the pool for community use during summer months, and also conducts practices of their swim team at the pool. The City’s Community Services Commission provides advice to the Parks and Recreation Division.
Pinole Community Television (PCTV) operates the City’s public, educational, and governmental (PEG) cable television station, which involves broadcasting the City’s public meetings and recording, producing, and broadcasting a limited number of significant community events on the local cable television channels dedicated by City’s franchise cable television provider, Comcast (channels 26 and 28). PCTV also broadcasts public meetings and events via live stream on the City website. PCTV also has contracts with other public agencies, including Vallejo, El Cerrito, Benicia, West Contra Costa Unified School District (WCCUSD), and WestCAT to record, produce, and broadcast those agencies’ public meetings. In addition, PCTV also provides recording and production services to private parties on a fee for service basis. The Division generates revenue primarily through internal billing of services provided to City departments, franchise fees, contract service fees, donations, and community service fees.
The Library and Animal Services Division oversees the contracts that the City has with the County for library and animal control. Public library services in the City are provided by the Contra Costa County Library system. (Just one city in the County, Richmond, has its own municipal library system.) The County provides library services to residents of Pinole at the Pinole branch library located on Pinole Valley Road. The branch library building was constructed by and is owned by the County. The County provides a baseline level of weekly open hours and charges the City for the maintenance of the building. (Most other cities in the County have constructed their own City of Pinole 190 484 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
building to house their branch library.) The County Animal Services Department provides animal control services to the City’s residents, for which the County charges the City a fee.
The Community Health and Food Division manages the contract with the Pacific Coast Farmers Market Association, partnership with the Food Bank of Contra Costa and Solano and implementation of the tobacco grant. The collaboration with the Food Bank of Contra Costa and Solano has become a permanent monthly event. Staff and volunteers distribute fresh and nonperishable food to the community. The City has also contracted with Pacific Coast Farmers Market Association for many years to provide a year-round weekly farmers’ market on Saturday mornings. The City received a grant in FY 2021/22 to implement a youth peer to peer education program to prevent the use of tobacco products to minors. This division will provide the single focal point for the City’s health and food security activities, that will sometimes be provided by other City divisions, such as the Senior Center, for example.
FY 2021/22 Key Accomplishments
• Created a reopening plan to resume in-person programs the Senior Center, Youth Center and Tiny Tots during the pandemic
• Maintained operations during the COVID-19 pandemic, through in-person programs, community special events as well as the creation of opportunities for community engagement during the pandemic
• Staff implemented a to-go lunch program and food fundraiser at the Senior Center. • Implementation of safe and fun monthly drive-thru food distribution with over 225 participants per event in partnership with the Food Bank of Contra Costa and Solano • The parks, baseball fields, and tennis courts provided a gathering space and exercise outlet for the community during the pandemic
• Continued to broadcast updated information from the County Health Department and other government agencies on matters related to the pandemic through our regional broadcast systems
• Worked with clients for major operations and equipment overhauls due to their respective in-person hybrid meeting plans
• Re-designed and overcame equipment availabilities shortages related to the Council Chambers audio rebuild
FY 2022/23 Key Priorities and Projects
• Reopen recreation programs to full capacity prior to pandemic • Update of existing outdated equipment allowing for High Definition (HD) Wide Screen resolution pending Comcast’s upgrade of their system
• Develop plans to update the Council Chambers to a High Definition (HD) Wide Screen operation and display
Significant Special Projects for FY 2023/24 through FY 2026/27 City of Pinole 191 485 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
• The Recreation Division will review and evaluate the current and future activities and services of the Pinole Youth Center to identify new mechanisms for youth involvement • Implementation of the anti-tobacco youth program
• Enhancement of broadcasting option to include as many forms of communication as practical, such as the internet and social media, where appropriate • Update existing outdated equipment to allow for High Definition (HD) Wide Screen resolution pending Comcast’s upgrade of their system
Major Changes in FY 2022/23 Budget
There are two major changes in FY 2022/23. First, a new recreation coordinator position will be added to support the implementation of the anti-tobacco youth program and support the department’s various divisions. Second, the Senior Center has included two major renovation projects for this fiscal year. The projects will include the replacement of the floor in the main hall ($60,000 budgeted in the Public Works budget) and the replacement of some outdated appliances in the kitchen.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Community Services Director 0.00 0.00 0.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Cook, part-time/regular 0.75 0.75 0.75 0.75 0.75
Recreation Coordinator 2.60 2.60 2.60 2.60 3.50
Recreation Leader 2.88 2.88 2.88 2.88 2.88
Recreation Leader (Tiny Tots) 1.13 1.13 1.13 1.13 1.13
Rental Facility Custodian, parttime/temporary 1.65 1.65 1.65 1.65 1.65 Senior Recreation Leader 1.50 1.50 1.50 1.50 1.50
Cable Access Coordinator 1.00 1.00 1.00 1.00 1.00
Cable Access Technician 1.00 1.00 1.00 1.00 1.00
Cable Equipment Operators, PT/Temp 0.75 0.75 0.75 0.75 0.75 Total 14.25 14.25 14.25 15.25 16.15
City of Pinole 192 486 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 193 487 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
COMMUNITY SERVICES BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 106 - - 135,359 427,025 454,022 26,997 6% Measure S 2014 - 106 14,593 8,727 - 71,157 14,850 (56,307) -379% Recreation Fund - 209 1,000,178 815,329 936,707 1,542,048 1,918,035 375,987 20% Cable Access TV Fund - 505 374,875 391,792 336,793 570,765 646,780 76,015 12% Total 1,389,646 1,215,847 1,408,859 2,610,995 3,033,687 422,692 14%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 506,547 476,113 655,218 954,279 1,038,101 83,822 8% Overtime - 402 3,096 573 936 4,000 4,000 - 0%
Employee Benefits - 410 286,731 283,472 304,263 447,587 538,879 91,292 17% Total Personnel 796,375 760,158 960,418 1,405,866 1,580,980 175,114 11% Services and Supplies
Professional & Administrative
Services - 42 167,446 146,775 213,988 722,394 786,075 63,681 8% Other Operating Expenses - 43 227,916 72,938 130,906 241,515 272,110 30,595 11% Materials & Supplies - 44 400 108 3,593 900 7,041 6,141 87% Total Services and Supplies 395,762 219,821 348,487 964,810 1,065,226 100,417 9% Capital Outlay
Asset Acquisition/Improvement - 47 47,921 11,125 21,385 146,439 184,337 37,898 21% Total Capital Outlay 47,921 11,125 21,385 146,439 184,337 37,898 21% Indirect Cost Allocations
Administrative Credits - 46 - (20,222) (178,514) (270,607) (242,713) 27,894 -11% Administrative Debits - 46 - 121,976 146,071 230,719 242,713 11,994 5% IS Charges - 46 70,651 80,950 52,817 86,399 142,934 56,536 40% Legal Charges - 46 43,843 5,449 1,200 1,000 1,250 250 20% General Liability Insurance - 46 35,094 36,201 56,995 46,370 58,960 12,590 21% Total Indirect Cost Allocations 149,589 224,354 78,569 93,881 203,144 109,264 54% Total 1,389,646 1,215,457 1,408,859 2,610,995 3,033,687 422,692 14%
EXPENDITURES BY PROGRAM
Recreation Administration - 551 187,153 273,358 586,577 961,679 1,149,012 187,334 16% Senior Center - 552 438,539 201,229 244,131 507,026 579,673 72,647 13% Tiny Tots - 553 147,990 102,120 102,325 152,694 179,271 26,577 15% Youth Center - 554 140,656 119,284 79,636 226,749 257,068 30,318 12% Daycamp Program - 555 2,087 20,453 16,451 64,315 74,116 9,801 13% Swim Center - 557 81,400 88,099 36,500 111,167 126,917 15,750 12% Memorial Hall - 558 10,587 13,214 2,993 10,900 14,200 3,300 23% Tennis - 559 6,359 6,300 3,452 5,700 6,650 950 14%
Cable Access TV City Services -
119 374,875 391,792 239,428 375,700 444,432 68,732 15%
Cable Access TV Community
Budget - 120 - - - 4,571 4,642 71 2%
Cable Access TV Contract Services
- 121 - - 97,365 190,494 197,707 7,213 4%
Total 1,389,646 1,215,847 1,408,859 2,610,995 3,033,687 422,692 14% City of Pinole 194 488 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 195 489 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
RECREATION ADMINISTRATION - 551
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 79,034 85,227 339,218 343,231 345,938 2,707 1% Overtime - 402 - - - - - - 0%
Employee Benefits - 410 37,365 36,630 102,456 169,372 203,866 34,494 17% Total Personnel 116,399 121,857 441,674 512,603 549,804 37,201 7% Services and Supplies
Professional & Administrative Services - 42 15,301 15,842 17,577 26,511 58,049 31,538 54% Other Operating Expenses - 43 - - - - - - 0%
Total Services and Supplies 15,301 15,842 17,577 26,511 58,049 31,538 54% Indirect Cost Allocations
Admin Debits - 46122 - 67,836 - - - - 0%
Admin Credits - 46121 - - (64,886) (79,780) (28,900) 50,880 -176% IS Charges - 46124 49,887 62,029 35,561 58,680 96,243 37,564 39% Legal Charges - 46126 1,498 1,764 840 - - - 0%
General Liability Insurance - 46201 4,067 4,031 20,453 16,640 19,794 3,154 16% Total Indirect Cost Allocations 55,453 135,659 (8,033) (4,460) 87,137 91,598 105% Total 187,153 273,358 451,219 534,654 694,990 160,337 23% General Fund 100
Professional & Administrative Services - 42
- - 135,359 427,025 454,022 26,997 6%
Total - - 135,359 427,025 454,022 26,997 6%
City of Pinole 196 490 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 1,346 $ 1,181
Broadcast Music/ASCAP Services 1,181
42201 Office Expense $ - $ 800
$ 800
4230X Travel, Training & Meeting Costs $ 3,740 $ 4,200
Travel & Training/Conf-Registration $ 1,500
Travel & Training/Mileage, Air 2,500
Travel & Training/Meal Allowance 200
42401 Memberships $ - $ 165
CPRS Membership (moved from Prof Svcs) 165
42501 Bank Fees $ 300 $ 500
42514 Special Department Expense $ 7,075 $ 28,903
Community Services Commission Broadcast Fee $ 16,200
Postage Machine 100
Recreation Activity Guide, Summer Postcard 11,000
Staff T-Shirts 500
Tobacco Grant Administrative Costs 1,103
42515 Special Events $ 14,050 $ 22,300
Community Service Commission Events $ 4,000
Expenses for Movies and Sounds in the Park 9,300
Replacement of Holiday Tree Ornaments and Tree Top 4,000 Tree Lighting 3,500
Tobacco Grant Community Events 1,500
General Fund 100
42101 Professional Services $ 312,025 $ 320,522
Architectural Drawings (Faria House) $ 21,000
Animal Control Services 154,371
Library Services reimbursement agreement -40 Base 131,051 Mural maintenance 10,100
WCCUSD Summer Intern 4,000
(professional services previously in General Government) 42511 Equipment Rent $ - $ 3,500
Restroom Services Farmers Market & PVP (moved from General Gov't) $ 3,500 42515 Special Events $ 115,000 $ 130,000
Annual Car Show $ 30,000
Other City Events 100,000
City of Pinole 197 491 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
SENIOR CENTER - 552
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 115,778 91,704 81,647 167,083 185,696 18,613 10% Overtime - 402 - - - - - - 0%
Employee Benefits - 410 56,586 44,006 38,440 51,925 64,933 13,008 20% Total Personnel 172,364 135,710 120,087 219,008 250,629 31,621 13% Services and Supplies
Professional & Administrative Services -
42 28,413 16,685 13,082 34,540 31,143 (3,397) -11%
Other Operating Expenses - 43 187,289 39,321 100,230 178,820 190,065 11,246 6% Materials & Supplies - 44 - - 275 - 2,211 2,211 100%
Total Services and Supplies 215,702 56,006 113,586 213,360 223,419 10,059 5% Capital Outlay
Asset Acquisition/Improvement - 47 - - 288 7,678 94,500 86,823 92% Total Capital Outlay - - 288 7,678 94,500 86,823 92%
Indirect Cost Allocations
Legal Charges - 46126 42,345 1,056 - 500 500 - 0%
General Liability Insurance - 46201 8,128 8,458 10,170 8,274 10,625 2,351 22% Total Indirect Cost Allocations 50,474 9,514 10,170 8,774 11,125 2,351 21% Transfers Out - 49901 - - - - - - 0%
Total 438,539 201,229 244,131 448,819 579,673 130,854 23% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47 - - - 58,207 - (58,207) -100% Total - - - 58,207 - (58,207) -100%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 1,785 $ 1,520
Staff Training 520
WCCUSD Transition Program 1,000
42107 Equipment Maintenance $ 3,650 $ 3,650
Fire Extinguisher Maintenance 650
Fridge/Freezer Maintenance 2,000
Other Maintenance 1,000
City of Pinole 198 492 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
42108 Maintenance Structure/Imp $ 21,609 $ 21,609
Sanitary/Cleaning Supplies $ 2,500
Landscape Maintenance 4,684
Pest Control Services 816
Electrical Supplies 500
Plumbing Supplies 500
Key Pad/Alarm Service 1,000
HVAC Service 5,000
Janitorial 6,609
42201 Office Expense $ 1,200 $ 1,200
Office supplies, paper flyers, and tickets $ 1,200
42401 Memberships -$ $ 259
CPRS Membership $ 150
Sams Club 109
42501 Bank Fee $ 2,400 $ 2,400
42510 Software Purchase -$ $ 194
Zoom $ 194
42514 Special Department Expense $ 3,896 $ 311
Inspection fees $ 311
Total Professional/Administrative Services $ 31,143
4310X Utilities $ 57,000 $ 57,000
Gas and Electric $ 47,000
Water 10,000
4320X Taxes $ 2,300 $ 10,756
Taxes/Property Tax $ 10,756
43802 Class Fees $ 20,980 $ 20,980
Instructor Fees 20,600
Pool Felt 380
43803 Personal Service -$ $ 500
WestCat tickets (reimbursed when sold) $ 500
43804 Food Program $ 57,850 $ 57,850
Food Expense 44,000
Kitchen Maintenance 12,850
Snack Bar 1,000
43805 Travel $ 7,200 $ 7,200
43806 Dance Program $ 4,260 $ 4,260
Entertainment - CW line dance $ 3,180
Entertainment - Ballroom 1,080
43807 Fundraising $ 4,000 $ 11,600
Food Fundraiser $ 10,000
Outdoor Craft Fair 600
PCS Cookbook 1000
City of Pinole 199 493 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
43808 Gift Shop Sales $ 900 $ 900
43809 Newsletter $ 8,540 $ 8,540
Monthly Newsletter $ 5,000
Newsletter monthly postage 3,240
Newsletter annual bulk mail 300
43810 Center Maintenance $ 12,790 $ 7,979
Kitchen janitorial service 6,508
Misc. center maintenance 272
Trap service 1,200
43811 Supplies $ 3,000 $ 2,500
Misc. Program Supplies & PPE $ 2,500
Total Other Operating Expenses $ 190,065
44304 Permit Fee $ - $ 1,711
Health Permit $ 1,711
44306 Maintenance Supplies $ - $ 500
$ 500
4710X Furniture Fixtures & Equipment $ 5,463 $ 22,500
47101 SC Renovation Project: Kitchen Equipment Replacement $ 20,000 47105 Other Misc. Equipment 1,000
47105 2 Laptops and Scanner for Front Desk 1,500
47103 FF&E/Furniture $ 2,215 $ -
$ -
47201 Improvements/Building $ - $ 72,000
SC Renovation Project: Main Hall Flooring $ 72,000
MEASURE S - 2014 FUND - 106
47101 FF&E/Equipment $ 58,207 $ -
Senior Center Table Replacement (Carryforward) $ -
Senior Center Chair Replacement -
City of Pinole 200 494 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 201 495 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
TINY TOTS - 553
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 77,121 58,700 54,340 88,537 97,496 8,959 9% Overtime - 402 - - - - - - 0%
Employee Benefits - 410 29,935 28,313 24,049 31,586 39,694 8,108 20% Total Personnel 107,057 87,013 78,389 120,123 137,190 17,067 12% Services and Supplies
Professional & Administrative Services - 42 18,645 10,566 14,024 21,515 23,708 2,193 9% Other Operating Expenses - 43 3,675 360 4,527 3,800 4,886 1,086 22% Materials and Supplies - 44 - - 97 - 30 30 100%
Total Services and Supplies 22,320 10,925 18,648 25,315 28,624 3,309 12% Capital Outlay
Asset Acquisition/Improvement - 47 - - - 200 3,100 2,900 94% Total Capital Outlay - - - 200 3,100 2,900 94%
Indirect Cost Allocations
Legal Charges - 46126 - - 240 - 250 250 100%
General Liability Insurance - 46201 4,019 4,182 5,047 4,106 5,257 1,151 22% Total Indirect Cost Allocations 4,019 4,182 5,287 4,106 5,507 1,401 25% Total 133,396 102,120 102,325 149,744 174,421 24,677 14% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47 14,593 - - 2,950 4,850 1,900 39% Total 14,593 - - 2,950 4,850 1,900 39%
City of Pinole 202 496 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42107 Equipment Maintenance $ 300 $ 300
Copier and other equipment maintenance $ 300
42108 Maintenance Structure/Imp 10,303$ 12,496$
Alarm Monitoring 1,026
Countertops 1,000
Building Maintenance 500
HVAC Maintenance 300
Janitorial (3 times weekly and annual deep clean) 6,360 Landscape Maintenance 2,472
Pest Control 388
Sanitary Supplies 450
42201 Office Expense 1,500$ 1,500$
Toner, ink, other office supplies $ 1,500
42302 Travel & Training $ 500 $ 500
CPR staff training $ 500
42501 Bank Fees 4,200$ 4,200$
42514 Special Department Expense 4,712$ 4,712$
Holiday paper and craft supplies 650
Paper and craft supplies 1,562
Toy replacement 2,000
T-Shirt fundraiser 500
Total Professional/Administrative Services $ 23,708
4310X Utilities 1,000$ 1,200$
Gas and Electric $ 1,000
Water 200
43201 Property Tax 2,800$ 3,686$
44306 Maintenance Supplies -$ $ 30
Misc. Maintenance Supplies $ 30
4710X Furniture Fixtures & Equipment $ 3,100$ 200
47105 Tiny Tots dishwasher replacement $ 200
47107 Portable Sink $ 2,900
MEASURE S - 2014 FUND - 106
47103 FF&E/Furniture 2,950$ 4,850$
Tiny Tots dishwasher replacement $ 550
Tiny Tots outdoor shade 2,400
Tiny Tots Countertop 1,900
City of Pinole 203 497 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
YOUTH CENTER - 554
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 63,438 56,606 42,262 162,386 171,991 9,605 6% Overtime - 402 - - - - - - 0%
Employee Benefits - 410 40,897 37,198 29,890 46,837 52,193 5,356 10% Total Personnel 104,336 93,803 72,152 209,223 224,184 14,961 7% Services and Supplies
Professional & Administrative Services - 42 20,211 22,746 11,622 28,763 32,118 3,354 10% Other Operating Expenses - 43 8,039 3,453 2,145 16,304 19,795 3,491 18% Materials & Supplies - 44 19 - 97 400 1,600 1,200 75%
Total Services and Supplies 28,269 26,200 13,864 45,467 53,513 8,045 15% Capital Outlay
Asset Acquisition/Improvement - 47 - 2,398 - 4,709 15,000 10,291 69% Total Capital Outlay - 2,398 - 4,709 15,000 10,291 69%
Indirect Cost Allocations
Administrative Credits - 46121 - (20,222) (16,263) (50,691) (55,470) (4,779) 9% Legal Charges - 46126 - - - - - - 0%
General Liability Insurance - 46201 8,052 8,378 9,884 8,041 9,841 1,800 18% Total Indirect Cost Allocations 8,052 (11,844) (6,380) (42,650) (45,629) (2,979) 7% Total 140,656 110,557 79,636 216,749 247,068 30,318 12% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47 - 8,727 - 10,000 10,000 - 0% Total - 8,727 - 10,000 10,000 - 0%
City of Pinole 204 498 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42107 Equipment Maintenance 1,000$ 1,000$
Vehicle Maintenance $ 1,000
42108 Maintenance Structure/Imp 21,778$ 22,083$
Building Maintenance $ 9,980
Elevator Maintenance 2,500
Fire Extinguisher Maintenance 160
Fire Sprinkler Inspection 950
Janitorial Service 5,805
JanPro floor cleaning 1,207
Misc. other supplies 1,000
Pest Control 480
42201 Office Expense $ 450 $ 500
Miscellaneous Office Supplies $ 500
4230X Travel and Training 1,870$ 1,870$
CPRS Conf. Registration $ 650
Milage, Air & Hotel $ 1,160
Meal Allowance $ 60
42401 Memberships $ 165 $ 165
CPRS Membership $ 165
42501 Bank Fees 1,000$ 1,500$
Credit Card Transaction Fees $ 1,500
42504 Recruitment Costs -$ -$
42514 Special Department Expense 2,500$ -$
(Moved to Spec Events & Permit Fee)
42515 Special Events -$ 5,000$
Egg Hunt $ 1,500
Halloween/Fall Event 1,000
National Night Out 1,000
Promotional Program Events 1,500
Total Professional/Administrative Services $ 32,118
4310X Utilities 5,100$ 5,100$
Gas and Electric $ 4,600
Water 500
42301 Property Taxes 1,200$ 1,200$
City of Pinole 205 499 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
43812 Youth Center 10,004$ 13,495$
Instructor invoices $ 12,495
Program supplies 1,000
Total Other Operating Expenses $ 19,795
44301 Fuel $ 400 $ 400
44304 Permit Fee -$ 1,200$
Health Permit $ 1,200
47101 FF&E/Equipment 4,709$ 15,000$
Replacement of vinyl floor at Youth Center $ 15,000
`
MEASURE S - 2014 FUND - 106
47101 FF&E/Equipment 10,000$ 10,000$
Replace vinyl floor at Youth Center $ 10,000
City of Pinole 206 500 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 207 501 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
DAYCAMP PROGRAM - 555
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 656 231 188 500 500 - 0% Other Operating Expenses - 43 1,379 - - 12,974 18,046 5,072 28% Materials & Supplies - 44 51 - - 150 100 (50) -50%
Total Services and Supplies 2,087 231 188 13,624 18,646 5,022 27% Capital Outlay
Asset Acquisition/Improvement - 47 - - - - - - 0%
Total Capital Outlay - - - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46121 - - - - - - 0%
Administrative Debits - 46122 - 20,222 16,263 50,691 55,470 4,779 9% Total Indirect Cost Allocations - 20,222 16,263 50,691 55,470 4,779 9% Total 2,087 20,453 16,451 64,315 74,116 9,801 13%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42501 Recreation Bank Fee Day Camp $ 500 $ 500
Credit Card Charges $ 500
-
43801 Program Costs/Youth Center 12,974$ 18,046$
Program Supplies $ 1,000
Instructor Invoices 17,046
4430X Other Supplies and Materials $ 150 $ 100
Other Mat & Sup/Fuel 100
City of Pinole 208 502 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 209 503 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
SWIM CENTER - 557
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 71,418 69,903 17,231 96,167 94,167 (2,000) -2% Other Operating Expenses - 43 9,983 16,492 16,336 14,500 23,000 8,500 37% Materials & Supplies - 44 - - 2,933 - 2,750 2,750 100%
Total Services and Supplies 81,400 86,396 36,500 110,667 119,917 9,250 8% Capital Outlay
Asset Acquisition/Improvement - 47 - - - - 6,500 6,500 100% Total Capital Outlay - - - - 6,500 6,500 100%
Indirect Cost Allocations
Administrative Credits - 46121 - - - - - - 0%
Legal Charges - 46126 - 1,703 - 500 500 - 0%
Total Indirect Cost Allocations - 1,703 - 500 500 - 0%
Total 81,400 88,099 36,500 111,167 126,917 15,750 108%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services 62,517$ 62,517$
Swim Center Operations Contract $ 62,517
42108 Maintenance Structure/Imp 31,150$ 31,150$
Annual Fire Sprinkler Maintenance 250
Building Maintenance 5,000
Janitorial 6,400
Landscape Maintenance 2,640
Pool Maintenance $ 8,860
Pool Supplies 8,000
42501 Bank Fees -$ $ 500
Credit Card Processing Fees $ 500
42514 Special Department Expense 2,500$ -$
(moved to permit fee) -$
Total Professional/Administrative Services $ 93,667
4310X Utilities 11,700$ 19,000$
43103 Gas and Electric $ 12,000
43102 Water 7,000
43201 Property Taxes 2,800$ 4,000$
44304 Permit Fee -$ 2,750$
Health Permits $ 2,750
47101 FF&E/Equipment -$ 6,500$
Refrigerator/Freezer $ 6,500
City of Pinole 210 504 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 211 505 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
MEMORIAL HALL - 558
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 7,878 10,293 1,458 8,200 11,200 3,000 27% Other Operating Expenses - 43 2,709 2,530 1,343 2,700 3,000 300 10% Materials & Supplies - 44 - - 192 - - - 0%
Total Services and Supplies 10,587 12,824 2,993 10,900 14,200 3,300 23% Indirect Cost Allocations
Administrative Credits - 46121 - - - - - - 0%
Administrative Debits - 46122 - - - - - - 0%
Legal Charges - 46126 - 390 - - - - 0%
Total Indirect Cost Allocations - 390 - - - - 0%
Total 10,587 13,214 2,993 10,900 14,200 3,300 23%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42107 Equipment Maintenance -$ -$
-$
42108 Maintenance Structure/Imp 8,000$ 11,000$
Building Maintenance $ 6,000
Misc. Maintenance 3,850
Pest Control 450
Plumbing Supplies 300
Sanitary Supplies 400
42501 Bank Fees $ 200 $ 200
Total Professional/Administrative Services $ 11,200
4310X Utilities 2,700$ 3,000$
Gas and Electric $ 500
Water 2,500
City of Pinole 212 506 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 213 507 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
TENNIS - 559
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 61 4 8 100 150 50 33% Other Operating Expenses - 43 6,298 6,296 3,444 5,600 6,500 900 14% Total Services and Supplies 6,359 6,300 3,452 5,700 6,650 950 14% Total 6,359 6,300 3,452 5,700 6,650 950 14%
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42108 Maintenance Structure/Imp $ 100 $ 100
Building Maintenance $ 100
42501 Bank Fees -$ $ 50
Credit Card Processing Fees $ 50
4310X Utilities 5,600$ 6,500$
Gas and Electric $ 6,000
Water 500
City of Pinole 214 508 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 215 509 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
CABLE ACCESS TV FUND - 505
CABLE ACCESS TV CITY SERVICES- 119
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages -401 171,175 183,877 137,752 187,006 230,944 43,938 19% Overtime - 402 3,096 573 936 4,000 4,000 - 0%
Employee Benefits - 410 121,948 137,325 109,428 147,867 178,193 30,326 17% Total Personnel 296,219 321,775 248,116 338,873 413,137 74,264 18% Services and Supplies
Professional & Administrative Services - 42 4,862 505 3,438 57,598 59,544 1,946 3% Other Operating Expenses - 43 8,544 4,486 2,881 4,048 4,048 0 0% Materials & Supplies - 44 330 108 - 208 208 - 0%
Total Services and Supplies 13,736 5,099 6,319 61,854 63,800 1,946 3% Capital Outlay
Asset Acquisition/Improvement - 47 33,327 - 21,097 $62,091 49,782 (12,309) -25% Total Capital Outlay 33,327 - 21,097 62,091 49,782 (12,309) -25% Indirect Cost Allocations
Admin Credits - 46121 - - (97,365) (140,136) (158,343) (18,207) 11% Admin Debits - 46122 - 33,918 32,443 23,695 28,900 5,205 18% IS Charges - 46124 20,764 18,921 17,256 20,014 33,713 13,699 41% Legal Charges - 46126 - 926 120 - - - 0%
General Liability Insurance -46201 10,828 11,153 11,442 9,309 13,443 4,134 31% Total Indirect Cost Allocations 31,592 64,918 (36,104) (87,118) (82,287) 4,831 -6% Total 374,875 391,792 239,428 375,700 444,432 68,732 15% [1] PEG funded
City of Pinole 216 510 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
401/410 Salaries and Benefits $ - $ -
Staff Augmentation for Updating Equipment and Documentation (amount to be determined) Staff augmentation for Operations (amount to be determined) 42101 Professional Services $ 48,760 $ 50,000
Remote programming and support for Leightronix, Scala $ 25,000 and General A/V Contractors (90% funded through production fees ) Assessment of the Equipment/Technology (amount to be determined) PCTV Master Plan 25,000
42106 Software Maintenance 1,515$ $ 1,800
Scala Annual License $ 1,800
42107 Equipment Maintenance 2,500$ $ 2,500
Equipment repair $ 300
Equipment repair parts 2,000
Loaner equipment 200
42108 Maintenance Structure/Imp 1,616$ $ 1,616
Cleaning supplies $ 297
Elevator maintenance 713
HVAC maintenance 475
Pest control 131
42201 Office Expense $ 238 $ 238
4230X Travel and Training 2,079$ $ 2,500
NAB Convention for two employees $ 2,000
Other Travel and Training 500
42514 Special Department Expense $ 891 $ 891
Misc. specialized supplies 594
Other Special Dept Expenses 297
Total Professional/Administrative Services $ 59,544
4310X Utilities 3,276$ $ 3,276
43103 Gas and Electric $ 2,970
43102 Water 306
43201 Property Taxes $ 772 $ 772
$ 772
44301 Fuel $ 208 $ 208
City of Pinole 217 511 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
47101 Equipment $61,200 48,000 $
4th Council Chambers camera $11,000
A/D cross over units 4,000
Install HD projector/video wall system for Council Chambers 15,000 SDI audio embedders and de-embedders 3,000
Video monitors 3,000
Video router 12,000
47103 Furniture $891 $ 1,782
2 office desk chairs $1,782
City of Pinole 218 512 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
City of Pinole 219 513 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
CABLE ACCESS TV FUND - 505
CABLE ACCESS TV COMMUNITY BUDGET- 120
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages -401 - - - 3,018 3,018 - 0%
Employee Benefits - 410 - - - - - - 0%
Total Personnel - - - 3,018 3,018 - 0%
Services and Supplies
Professional & Administrative Services - 42 - - - 177 177 - 0% Other Operating Expenses - 43 - - - 23 23 - 0%
Materials & Supplies - 44 - - - 1 1 - 0%
Total Services and Supplies - - - 202 202 - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 - - - - - - 0%
Total Capital Outlay - - - - - - 0%
Indirect Cost Allocations
Admin Debits - 46122 - - - 1,294 1,326 32 2%
IS Charges - 46124 - - - 57 96 39 41%
Total Indirect Cost Allocations - - - 1,351 1,422 71 5% Total - - - 4,571 4,642 71 2%
[1] PEG funded
City of Pinole 220 514 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services $ 136 $ 136
Equipment Master Plan consultant 136
42106 Software Maintenance 5$ 5$
Scala Annual License $ 5
42107 Equipment Maintenance 9$ 9$
Equipment repair $ 1
Equipment repair parts 7
Loaner equipment 1
42108 Maintenance Structure/Imp 9$ 9$
Cleaning supplies $ 2
Elevator maintenance 4
HVAC maintenance 3
Pest control 1
42201 Office Expense 1$ 1$
$ 1
4230X Travel and Training $ 12 $ 12
NAB Convention for two employees $ 9
Other Travel and Training $ 3
42510 Software Purchase -$ -$
Adobe Editing Software -$
42514 Special Department Expense 5$ 5$
Misc. specialized supplies 3.4
Other Special Dept Expenses 1.7
Total Professional/Administrative Services $ 177
4310X Utilities $ 23 $ 23
43103 Gas and Electric $ 17
43102 Water 2
43201 Taxes 4
44301 Fuel 1$ 1$
City of Pinole 221 515 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
CABLE ACCESS TV FUND - 505
CABLE ACCESS TV CONTRACT SERVICES- 121
EXPENDITURE SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages -401 - - - 3,018 3,018 - 0%
Employee Benefits - 410 - - - - - - 0%
Total Personnel - - - 3,018 3,018 - 0%
Services and Supplies
Professional & Administrative Services - 42 - - - 21,297 21,297 - 0% Other Operating Expenses - 43 - - - 2,746 2,746 - 0%
Materials & Supplies - 44 - - - 141 141 - 0%
Total Services and Supplies - - - 24,185 24,185 - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 - - - 605 605 - 0%
Total Capital Outlay - - - 605 605 - 0%
Indirect Cost Allocations
Admin Debits - 46122 - - 97,365 155,039 157,017 1,978 1% IS Charges - 46124 - - - 7,648 12,882 5,235 41%
Total Indirect Cost Allocations - - 97,365 162,687 169,899 7,213 4% Total - - 97,365 190,494 197,707 7,213 4%
[1] PEG funded
City of Pinole 222 516 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – Community Services
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42101 Professional Services 16,120$ 16,120$
Equipment Master Plan consultant 16,120
42106 Software Maintenance $ 611 $ 611
Scala Annual License $ 611
42107 Equipment Maintenance 1,008$ 1,008$
Equipment repair $ 121
Equipment repair parts 806
Loaner equipment 81
42108 Maintenance Structure/Imp 1,096$ 1,096$
Cleaning supplies $ 202
Elevator maintenance 484
HVAC maintenance 322
Pest control 89
42201 Office Expense $ 161 $ 161
4230X Travel and Training 1,411$ 1,411$
NAB Convention for two employees $ 1,008
Other Travel and Training $ 403
42514 Special Department Expense $ 891 $ 891
Misc. specialized supplies 594
Other Special Dept Expenses 297
Total Professional/Administrative Services $ 21,297
4310X Utilities 2,746$ 2,746$
43103 Gas and Electric $ 2,015
43102 Water 208
43201 Taxes 524
44301 Fuel $ 141 $ 141
47103 Furniture $605 605 $
2 office desk chairs $605
City of Pinole 223 517 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – General Government
GENERAL GOVERNMENT
Mission
The mission of General Government is to appropriate funds for general City administrative overhead costs.
Major Services and Functions
The General Government Department is a department established in the City’s accounting system to provide a clearing house for payment of certain debt that is not tied to another specific department and accounting of cost recovery for internal services. As currently organized, the department does not perform any services.
FY 2021/22 Key Accomplishments
• Account for debt service payments, retiree medical reimbursement, and internal transfers
FY 2022/23 Key Priorities and Projects
• Continue to account for internal service functions
Major Changes in FY 2022/23 Budget
There are not any major changes to the General Government department budget for FY2022/23.
Position Summary
Position 2018/19 2019/20 2020/21 2021/22 2022/23
Management Analyst 1.00 1.00 0.00 0.00 0.00
Total 1.00 1.00 0.00 0.00 0.00
Note that the Management Analyst position that was budgeted in the department up until FY 2019/20, and performs miscellaneous special projects, was moved to the City Manager department budget in FY 2020/21 to better reflect its primary tasks.
City of Pinole 224 518 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – General Government
City of Pinole 225 519 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – General Government
GENERAL GOVERNMENT BUDGET SUMMARY
FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-22
Revised
Budget
Proposed
Budget
$ Change % Change
REVENUE / FUNDING SOURCE
General Fund - 100 2,803,216 2,867,900 3,691,534 4,418,711 2,911,942 (1,506,769) -52% Measure S 2014 - 106 692,500 666,890 652,576 715,500 715,500 - 0% NPDES Storm Water Fund - 207 - 2,222 - - - - 0%
Recreation Fund - 209 7,980 7,987 5,727 - - - 0%
Measure J - 215 - 48,930 49,664 48,930 - (48,930) #DIV/0! American Rescue Plan Act Fund - 217 - - 356,800 - 2,302,505 2,302,505 0% Sewer Enterprise Fund - 500 16,365 16,643 8,977 - - - 0% Pension Fund - 700 81,434 86,587 66,308 - - - 0%
Total 3,601,496 3,697,159 4,831,586 5,183,141 5,929,947 746,806 13%
EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 83,093 - - - - - 0%
Salary Savings - 405 - - - - (510,000) (510,000) -100%
Employee Benefits - 410 89,697 26,864 - - - - 0%
Med Insurance/Retirement - 411 1,012,196 1,023,038 802,015 1,120,470 1,154,084 33,614 3% Total Personnel 1,184,987 1,049,902 802,015 1,120,470 644,084 (476,386) -74% Services and Supplies
Professional & Administrative Services - 42 418,727 319,736 507,017 96,309 2,302,505 2,206,196 96% Other Operating Expenses - 43 12,884 17,868 6,644 16,700 16,700 - 0% Total Services and Supplies 431,611 337,603 513,660 113,009 2,319,205 2,206,196 95% Capital Outlay
Asset Acquisition/Improvement - 47 10,325 - - - - - 0%
Total Capital Outlay 10,325 - - - - - 0%
Debt Service
Debt Principal - 48101 233,014 227,389 221,565 221,565 215,586 (5,979) -3% Debt Interest - 48102 301,986 327,611 353,435 353,435 379,414 25,979 7% Cost of Issuance - 48103 1,120 3,607 1,091 1,107 1,107 - 0% Total Debt Service 536,120 558,607 576,091 576,107 596,107 20,000 3% Indirect Cost Allocations
Information Systems (IS) Charges - 46 178,963 158,814 134,176 212,538 301,171 88,633 29% General Liability Insurance - 46201 4,432 3,580 3,711 - - - 0% Total Indirect Cost Allocations 183,395 162,394 137,887 212,538 301,171 88,633 29% Operating Transfers Out - 49901 1,255,058 1,588,652 2,801,933 3,161,017 2,069,380 (1,091,637) -53% Total 3,601,496 3,697,159 4,831,586 5,183,140 5,929,947 746,807 13%
EXPENDITURES BY PROGRAM
General Government - 117 3,601,496 3,697,159 4,831,586 5,183,140 5,929,947 746,807 13% Total 3,601,496 3,697,159 4,831,586 5,183,140 5,929,947 746,807 13% City of Pinole 226 520 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – General Government
MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2021/22 FY 2022/23
42107 Equipment Maintenance $ 100 -$
(Moved to City Manager Div)
42201 Office Expense $ 13,000 -$
Copier Supplies -$
Office Supplies -
Other Office Expenses -
(Moved to City Manager Div)
42203 Office Expense/Shipping & Mailing $ 9,779 -$
Postage Equipment -$
Postage & Shipping -
(Moved to City Manager Div)
4230X Travel & Training $ 1,500 -$
(Moved to City Manager Div)
42501 Bank Fees $ 14,000 -$
Mechanics Bank and Bank of the West fees $0
(Moved to Finance Div)
42511 Equipment Rent $ 3,500 -$
Restroom Services (Farmers market & PVP) $0
(Moved to Community Services Dept)
42513 Rent $ 2,700 -$
Tennent Ave Parking lot. 401-142-012 (AT&T) -$
(Moved to Maintenance Div)
42514 Special Department Expense $ 2,800 -$
Flowers for funerals and special occasions -$
Miscellaneous -
Notary fees and supplies -
UPS/FedEx/Misc. shipping -
(Moved to City Manager Div)
Total Professional/Administrative Services -
City of Pinole 227 521 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – General Government
4310X Utilities $ 16,700 $ 16,700
43103 Gas/Electric 15,300$
43102 Water 900
4310X Comcast 500
48101 Debt Principal $ 221,565 $ 215,586
Pension Obligation Bond principal 215,586$
48102 Debt Interest $ 353,435 $ 379,414
Pension Obligation Bond interest 379,414$
49901 Transfers Out $ 2,445,517 $ 1,353,880
General Reserve 650,925$
PCTV Operating contribution 105,124
Recreation operation contribution 597,831
MEASURE S - 2014 FUND - 106
49901 Transfers Out $ 715,500 $ 715,500
Arterial Street Rehabilitation Projects 250,000$
Cable TV Contribution 55,000
Recreation-Cinema in the Park 2,500
Recreation-Community Service Commission 2,000
Recreation-Summer Sounds in the Park 3,500
Recreation-Swim Center Contribution 65,000
Recreation-Tree Lighting 2,500
Reserve to replace 2 PW vehicles per year 30,000
Street Projects Funding 250,000
Initiate ISF- Depreciation for Heavy Equipment 50,000
Initiate ISF- Depreciation to Replace 2 Dev Svcs Vehicles per year 5,000 MEASURE J - FUND 215
42401 Memberships $ 48,930 -$
WCCTAC dues -$
(Moved to Roads Div)
American Rescue Plan Act - Fund 217
42101 Professional Services -$ 2,302,505 $
2,302,505$
PENSION FUND 700
42501 Bank Fees -$ -$
Bank Fees -$
(Moved to Finance Div)
City of Pinole 228 522 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Department Budgets – General Government
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City of Pinole 229 523 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Appendix
Appendix
City of Pinole 230 524 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Appendix
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City of Pinole 231 525 of 616
Fiscal Year (FY) 2022/23 Operating and Capital Budget
Appendix – Accounting and Budget Basis, Monitoring the Budget, Fund Structure