Agenda packet — Pinole City Council, September 6, 2022

PINOLE CITY COUNCIL

MEETING AGENDA

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

TUESDAY
September 6, 2022
4:00 P.M. - SPECIAL MEETING
6:00 P.M. - REGULAR MEETING
Please note: HYBRID MEETING FORMAT
Attend in person : PINOLE CITY COUNCIL CHAMBERS - 2131 PEAR STREET OR
Attend VIA ZOOM TELECONFERENCE – Details provided below Please note: Updated COVID-19 safety protocols will be posted outside the City Council Chambers. Please review this information before entering the Council Chambers.

How to Submit Public Comments:

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

Via Zoom:

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

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

CORONAVIRUS ADVISORY
INFORMATION:

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

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

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

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

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

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

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

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

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

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

SPECIAL MEETING
AT 4:00 PM

OF THE PINOLE CITY COUNCIL
SEPTEMBER 6, 2022

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS

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

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

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

5. WORKSHOP ITEM
A. Public Review Draft – Economic Development Strategy [Action: Adopt Plan per Staff Recommendation (Whalen)]

6. ADJOURNMENT to the Regular City Council Meeting of September 6, 2022 in Remembrance of Amber Swartz.

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

POSTED: September 1, 2022 at 2:00 P.M.
_________________________________
Heather Bell, CMC
City Clerk
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PINOLE CITY COUNCIL

REGULAR MEETING
AT 6:00 PM

OF THE PINOLE CITY COUNCIL
SEPTEMBER 6, 2022

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS

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

B. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Pursuant to Gov. Code § 54957
Title: City Manager

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

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

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

7. REPORTS & COMMUNICATIONS
A. Mayor Report

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

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

1. National Health Service Week

2. Blood Cancer Awareness Month
B. Presentations

1. Pinole Young Actors Presentation

2. Pinole Car Show Presentation

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

A. Approve the Regular Meeting Minutes of August 2, 2022 B. Receive the July 30, 2022 -September 2, 2022 List of Warrants in the Amount of $1,767,833.73, the August 5, 2022 Payroll in the Amount of $522,608.27, the August 19, 2022 Payroll in the Amount of $527,112.01, and the September 2, 2022 Payroll in the Amount of $532,034.86
C. Resolution Continuing Authorized Remote Teleconference Meetings Pursuant to AB 361 [Action: Adopt Resolution per Staff Recommendation (Casher)] D. Resolution Authorizing the City Manager to Execute Second Amendment to Agreement with Client First Technology Consulting to Provide Support Services During the Upgrade and Migration of the Permit Tracking and Online Application System and Appropriating Funding [Action: Adopt Resolution per Staff Recommendation (Whalen)]

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

None

11. OLD BUSINESS
None

12. NEW BUSINESS
None
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13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Open only to members of the public who did not speak under the first Citizens to Be Heard, Agenda Item 6
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes for City Council items and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.

14. ADJOURNMENT to the Special City Council Meeting of September 13, 2022 in Remembrance of Amber Swartz.

POSTED: September 1, 2022 at 2:00 P.M.
_________________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL
REPORT
5A
DATE: SEPTEMBER 6, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: PUBLIC REVIEW DRAFT - ECONOMIC DEVELOPMENT STRATEGY

RECOMMENDATION
Staff recommends that the City Council adopt the Economic Development Strategy (Attachment A).

BACKGROUND
In 2020, the Pinole City Council adopted a thoughtful and ambitious Strategic Plan1 for the City. Among other priorities, Goal 3 (Vibrant and Beautiful Pinole), Strategy 4 directed the creation of a comprehensive Economic Development Strategy (EDS) that includes a focus on downtown redevelopment to activate the core of the community as a destination for the region (including gateway and wayfinding signage as well as branding). In April of 2021 the City released a request for proposals (RFP)2 for the creation of a comprehensive economic development strategy that identifies the ideal future economic characteristics of the City and the steps that the City should take to realize that future.

The base scope of work in the RFP included identifying the City’s current baseline economic and community characteristics (including existing challenges and assets), identifying the City’s optimal future economic and community characteristics, developing an economic development vision statement and recommending activities that the City should take to achieve the vision. The RFP also identified a variety of additional economic development related issues to consider when creating the economic development strategy. Attachment B provides a table showing how items in the requested scope of work were addressed in the EDS process.

In September of 2021, The Natelson Dale Group (TNDG) was selected to assist the City in creation of an EDS3.
1 View the Strategic Plan
2 View the RFP 3 View the Executed Contract
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To develop the EDS, TNDG first compiled and evaluated demographic and economic data to compare local conditions to reference-area benchmarks. Next, TNDG undertook a business/industry analysis to identify the industry groups that are the most important “engines” of the existing local economy, as well as the industry groups that are likely to offer the most attractive growth potential in the future. A consumer demand/real estate market analysis was also conducted by TNDG to identify potential future demand for commercial and industrial development in the City.

In the spring of 2022, a stakeholder group (the EDS Committee) was formed to get direct input from a cross section of the City’s economic development stakeholders. Comprised of a broad mix of the City’s business leaders and institutional partners, the EDS Committee was made up of 15 individuals, representing existing local business operators, major employers, and public agencies that support local economic development in Pinole.

From April through June 2022 three EDS Committee summit meetings were hosted and facilitated by TNDG.

Based on the background information and analysis, in addition to the EDS Committee summits, a community preview draft of the EDS was released on July 7, 2022. A Community Workshop was subsequently held on July 20, 2022 to discuss key goals of the preview draft EDS. A public review draft of the EDS was released on September 1, 2022 (Attachment A).

DISCUSSION AND ANALYSIS
The public review draft EDS (Attachment A) is a strategic framework to guide the City of Pinole’s economic development policies and programs over the next five years. It is based on a comprehensive research and stakeholder input process and reflects consensus views on the most promising opportunities and the most pressing challenges facing Pinole’s economy. While the EDS places primary emphasis on actions and initiatives to be pursued by the City, it recognizes that a wide array of public- and private-sector entities have roles in influencing the economic vitality of Pinole. In this regard, some of the recommended actions will be carried out through partnerships with other entities.

The EDS is designed to achieve the following major goals over a five-year period:
• Expand economic opportunities for Pinole’s resident workforce by fostering creation of a diverse range of quality jobs accessible to residents across the spectrum of education/skill levels
• Leverage the economic development potentials of Pinole’s historic downtown and waterfront areas through placemaking initiatives and targeted business/development attraction
• Revitalize Pinole’s other commercial and industrial areas by encouraging private investment that responds to anticipated real estate market demand • Strengthen the City’s fiscal position by attracting land uses and business types that have the potential to generate General Fund revenue
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A principal purpose of the EDS is to recommend an organizational structure for implementation of an expanded City of Pinole economic development (ED) program.

Currently the City has no ED-specific staff positions and ED-related functions are largely carried out by the City Manager’s Office and Community Development Department. In order to effectively implement the initiatives outlined in the EDS, the City will realistically need to assign City staff to ED-specific tasks. For purposes of the public draft EDS, the recommended work program assumes that lead responsibility for implementing the various initiatives would be shared between a staff person assigned responsibility for economic development tasks (tentatively titled “Economic Development Coordinator”) and the Community Development Director.

A separate process is ongoing with TNDG’s partner agency, the Golden Shovel Agency, to develop branding as a part of the City of Pinole ED program. Note that this is a separate process from the broader, citywide branding that the consultant preparing the City’s forthcoming Communication and Engagement Plan is working on.

The process of branding for the City of Pinole ED program will include the following tasks:
• Development of Name of Pinole ED Program
• Development of Logo and Tagline
• Development of Brand Style Guide
• Preparation of identity materials (including business card, letterhead, envelope, PowerPoint template, etc.)
The ED-specific branding process will be concluded prior to finalization of the EDS contract with TNDG.

Roger Dale, Managing Principal of TNDG, will present the public review draft of the EDS on September 6, 2022 for public feedback and City Council action (see PowerPoint slides in Attachment C).

FISCAL IMPACT
There is no fiscal impact associated with adopting the EDS. The City Council has already budgeted funding in FY 2022/23 ($80,000) for carrying out the economic development activities recommended by the EDS.

ATTACHMENTS
A. Public Review Draft – Pinole Economic Development Strategy B. City objectives/considerations for ED process (from RFP) and how they were addressed in EDS process
C. TNDG PowerPoint Slides
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)

PINOLE ECONOMIC

DEVELOPMENT

STRATEGY
(PUBLIC REVIEW DRAFT)

CITY OF PINOLE, CA
SEPTEMBER 2022
THE NATELSON DALE GROUP, INC.

ATTACHMENT A
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CONTENTS

1. INTRODUCTION ................................................................................................................................... 1 OVERVIEW OF THE STRATEGIC PLANNING PROCESS ............................................................................... 1 EDS COMMITTEE ................................................................................................................................. 2 PINOLE EDS AT A GLANCE………………………………………………………………………………………………………………………….3

2. EXECUTIVE SUMMARY ......................................................................................................................... 4 ACTION PLAN GOALS AND SCOPE ......................................................................................................... 4 POSITIONING OF EDS IMPLEMENTATION WITHIN CITY OF PINOLE’S ORGANIZATIONAL STRUCTURE ......... 5 OVERVIEW OF EDS INITIATIVES ............................................................................................................. 6 ASSIGNMENT OF LEAD, SUPPORT AND COORDINATION ROLES ............................................................... 6 BUSINESS RETENTION/EXPANSION/ATTRACTION TARGETS .................................................................... 7

3. SWOT ASSESSMENT ............................................................................................................................. 8

4. HIGHLIGHTS OF BACKGROUND/TECHNICAL STUDIES ............................................................................ 9 DEMOGRAPHIC AND ECONOMIC OVERVIEW ......................................................................................... 9 CENSUS-BASED DEMOGRAPHIC PROFILE ........................................................................................................9 POPULATION AND EMPLOYMENT FORECASTS (ABAG) ............................................................................... 10 LABOR FORCE DATA ..................................................................................................................................... 16 INDUSTRY MIX .............................................................................................................................................. 17 TAXABLE SALES DATA ................................................................................................................................... 19 TARGET INDUSTRY/CLUSTER ANALYSIS ............................................................................................... 21 OVERVIEW OF EMPLOYMENT IN PINOLE ..................................................................................................... 21 EXISTING IMPORTANT CLUSTERS IN PINOLE AND THE LARGER EAST BAY REGION..................................... 22 “CANDIDATE” CLUSTERS FOR PINOLE TARGET INDUSTRY PROGRAM ......................................................... 28 MARKET DEMAND FOR COMMERCIAL/INDUSTRIAL LAND USES ............................................................ 34 SUMMARY OF RETAIL DEMAND ANALYSIS .................................................................................................. 36 SUMMARY OF OFFICE DEMAND ANALYSIS .................................................................................................. 38 SUMMARY OF INDUSTRIAL DEMAND ANALYSIS .......................................................................................... 40

5. EDS ACTION PLAN ............................................................................................................................. 42 OVERVIEW OF ACTION PLAN .............................................................................................................. 42 PRIORITIZATION OF CITY RESOURCES .................................................................................................. 43 RECOMMENDED BUSINESS RETENTION/EXPANSION/ATTRACTION TARGETS ......................................... 43 EDS STRATEGIES ........................................................................................................................................... 46 ACTION STEPS AND IMPLEMENTATION TIMEFRAMES ................................................................................ 46 YEAR 1 STAFF TIME AND OTHER CITY RESOURCES BY MAJOR INITIATIVE / ACTION STEP .......................... 58 11 of 154
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1.INTRODUCTION
This document provides a strategic framework to guide the City of Pinole’s economic development policies and programs over the next 5 years. The Pinole Economic Development Strategy (EDS) is based on a comprehensive research and stakeholder input process, and reflects consensus views on the most promising opportunities and the most pressing challenges facing Pinole’s economy. While the EDS places primary emphasis on actions and initiatives to be pursued by the City, it recognizes that a wide array of public- and private-sector entities have roles in influencing the economic vitality of Pinole. In this regard, some of the recommended actions will be carried out through partnerships with other entities. Even for those action items in which the City’s role is essentially coordination, this function can take many forms and is often critical to solving problems that may not otherwise have a clear constituency or single responsible entity assigned to resolving them.

OVERVIEW OF THE STRATEGIC PLANNING PROCESS
The recommended policies and program activities are based on an extensive planning process that included the following components:
 An analysis of Pinole’s existing and projected demographic profile, providing an understanding of underlying trends that may affect economic growth potentials.  Direct input from a cross section of the City’s economic development stakeholders (the EDS Committee listed below) via a series of workshop-style meetings.  A review of the various public- and private-sector entities involved in different aspects of economic development (or related activities).
 An industry “cluster” analysis to identify the industry groups (clusters) that are the most important “engines” of the existing local economy, as well as the industry groups that are likely to offer the most attractive growth potentials in the future.  A real estate market analysis to identify potential future demand for commercial and industrial development in the City.

For both the industry cluster analysis and the real estate demand projections, conclusions were screened through the lens of the ongoing pandemic to identify ways in which immediate and longerterm market opportunities may be altered due to current conditions.

Where relevant, key findings of the background and technical studies are referenced in the EDS. 12 of 154
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EDS COMMITTEE
The City of Pinole gratefully acknowledges the participation of the following individuals in the preparation of the EDS:

Alex Gomez, Kitchen 812
Brian Baniqued, Baniqued Commercial Real Estate
Cheryl Lee, Pinole Library
Dr. Nicole Barnett, Kaiser Permanente
Ivette Ricco, Rotary Club of Pinole
Josephine Orozco, Bay Front Chamber of Commerce
Leslay Choy, San Pablo Economic Development Corporation Lino Amaral, Bay Front Chamber of Commerce
Marc Guzman, Baniqued Guzman Asset Management
Patience Ofodu, Workforce Development Board of Contra Costa County Richard Schoebel, Retail Opportunity Investments Corp.

Stephen Baiter, East Bay Economic Development Alliance
Tamia Brown, Workforce Development Board of Contra Costa County Teresa Stott, Bear Claw Bakery
Wendell Hunter, Butter Pecan Bakery
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2.EXECUTIVE SUMMARY

ACTION PLAN GOALS AND SCOPE
The EDS Action Plan is designed to achieve the following major goals:
 Expand economic opportunities for Pinole’s resident workforce  Leverage the economic development potentials of Pinole’s historic downtown and waterfront areas
 Revitalize Pinole’s other commercial and industrial areas  Strengthen the City’s fiscal position
Whereas these goals largely revolve around attracting and retaining targeted business investment, the Action Plan recognizes that the strength of the local business/development environment will ultimately depend on Pinole’s strategic attention to a range of “foundational” conditions such as:
 The City’s reputation for business/development friendliness  Land, zoning and infrastructure capacity
 Entrepreneurial development resources
 Education/workforce development systems
 Placemaking initiatives that leverage Pinole’s unique locational advantages and sense of community
 Overall image and quality of life
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POSITIONING OF EDS IMPLEMENTATION WITHIN CITY OF PINOLE’S

ORGANIZATIONAL STRUCTURE
A principal purpose of the EDS is to recommend an organizational structure for implementation of an expanded City of Pinole economic development (ED) program. Currently the City has no ED-specific staff positions and ED-related functions are largely carried out by the City Manager’s Office and Community Development Department. In order to effectively implement the initiatives outlined in the EDS, the City will realistically need to add ED-specific staffing to complement the existing organizational framework.

For purposes of the draft EDS, the recommended work program assumes that lead responsibility for implementing the various initiatives would be shared between a new economic development staff position (tentatively titled “Economic Development Coordinator”) and the Community Development Director.

For planning purposes, the new Economic Development Coordinator position is assumed to be housed in the Community Development Department and be dedicated to economic development on a 0.5 FTE basis (these assumptions are subject to refinement as the EDS is finalized).

The table below shows the general delineation of EDS roles and responsibilities between the Economic Development Coordinator and the Community Development Director.

Economic Development Coordinator Community Development Director Core responsibilities: Business growth and
development attraction:

Core responsibilities: Development capacity and
placemaking:
 Branding/marketing coordination
 Business/development friendliness
 Business retention, expansion, attraction
 Entrepreneurial development
 Business/development financing tools
 Workforce development interface
 Coordination with non-City economic
development partners
 Updating and implementation of land use
plans to expand capacity for commercial/
industrial development and redevelopment
 Placemaking improvements to special focus
areas (e.g., Downtown, Waterfront)
 Coordination of infrastructure
improvements for targeted development
areas
 Affordable housing interface
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OVERVIEW OF EDS INITIATIVES
The EDS Action Plan is Organized around six major initiatives:

ASSIGNMENT OF LEAD, SUPPORT AND COORDINATION ROLES
Some components of the EDS will be carried out through partnerships with non-City partners, with lead, support and coordination roles assigned as follows:

Major Initiative
Recommended Assignment of Lead, Support and Coordination Roles City Economic
Development
Coordinator
Community
Development
Director
Other City
Departments Partners Contractors/ Consultants

1. Branding/Marketing Lead Support Support

2. Business Retention/
Expansion/Attraction Lead Support Support Support

3. Entrepreneurial
Development Coordination Support Support Lead

4. Business / Development
Friendliness Lead Support Support Support

5. Development Capacity /
Placemaking Support Lead Support Support

6. Workforce Interface Coordination Lead
The Action Plan indicates the names of specific partner organizations that would potentially have support roles in the EDS initiatives. These organizations have not made specific commitments at this time. Prior to finalizing the EDS, the City will have individual discussions with key partner organizations to define their potential levels of participation (and the City recognizes that partner commitments to the EDS may involve the City’s financial support of the partners’ implementation activities). 17 of 154
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BUSINESS RETENTION/EXPANSION/ATTRACTION TARGETS
The EDS target industry analysis identified a total of 15 industry clusters that are of potential interest to Pinole. Among the 15 clusters, nine are recommended as strategic targets in the EDS Action Plan. The strategic targets are organized below in two categories:
 Pinole’s existing core strengths. Strategic approach: retain and expand industry clusters identified as existing core strengths in Pinole (Local Health Services would be an example of an existing core strength)
 Regional (Contra Costa County) clusters. Strategic approach: tap into dominant regional industry clusters that are not currently well represented in Pinole (e.g., Information Technology and Analytical Instruments)
Strategic Approach
Priority Industry Cluster
Build on
Existing
Strength
Tap Into
Regional
Clusters

1. Retail/Restaurant (focused tenant recruitment in tandem with commercial area revitalization and Downtown improvement efforts)

2. Health Services

3. Hospitality and Tourism

4. Information Technology and Analytical Instruments

5. Medical Devices

6. Communications Equipment and Services

7. Business/Professional Services

8. Insurance Services (insurance carriers)

9. Video Production and Distribution (motion picture production and related industries)
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3.SWOT ASSESSMENT
The technical studies and stakeholder input provided the basis for identification of important SWOT (strength-weakness-opportunity-threat) factors affecting Pinole’s economic development potentials.

The most significant SWOT issues are summarized below.

SWOT SUMMARY FOR

PINOLE ECONOMIC DEVELOPMENT STRATEGY
Strengths Weaknesses
 Pinole’s retail/restaurant facilities attract
consumers from the larger (West Contra
Costa County) region
 Waterfront is an attractive amenity to both
residents and visitors
 Post-pandemic employment and
development trends are likely to help highamenity communities outside major employment centers
 Limited existing supply of competitive office
and industrial development
 Limited land capacity for future development
 Pinole’s percentage of residents with
bachelor’s, graduate or professional degrees
is considerably lower than the East Bay’s
overall; this potentially limits business
attraction options for tech-oriented firms
 City’s small size/staffing can make it
challenging to interface effectively with
businesses
Opportunities Threats
 Potential to expand Downtown Pinole’s
functionality and status as regional
destination for shopping, dining,
entertainment
 Potential to enhance waterfront
 Significant local labor force that currently
commutes out of the region: potential
opportunity for business attraction and
entrepreneurial development efforts
 Potential to broaden Pinole’s demographic
makeup (i.e., attract more workers attractive
to tech firms) by expanding housing product
mix, including work-from-home
considerations
 Region is economically dynamic
 Pinole’s economy is currently focused mostly
on local-serving businesses/jobs; exportoriented industries (with the potential for higher salaries and multiplier impacts) are
under-represented in Pinole compared to the
rest of the East Bay region
 Global declines in brick-and-mortar retail
sales are especially problematic to
communities over-dependent on localserving industries
 Future population and employment growth
are expected to be minimal, reflecting the
City’s limited supply of developable land
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4.HIGHLIGHTS OF BACKGROUND/TECHNICAL STUDIES

DEMOGRAPHIC AND ECONOMIC OVERVIEW
Census-Based Demographic Profile
The following data were obtained from the U.S. Census Bureau, American Community Survey (ACS) 5-year estimates (2015-19). Data are provided for primarily the City of Pinole, East Bay region (Alameda and Contra Costa counties), and the State of California.

Household and Per Capita Income Levels. Figure 1 provides a summary of income and labor forcerelated data from the ACS. In terms of household income ranges, Pinole’s largest share of households (22.4%) by income category occurs in the $100,000 to $149,999 range. Median household income in Pinole ($100,315) exceeds the state level ($75,235) and is slightly above the East Bay median ($99,532). Similarly, Pinole’s average (as distinct from the median) household income level ($115,396) is above the State’s but below the East Bay’s ($132,754).

FIGURE 1. CENSUS DATA ON INCOME LEVELS – PINOLE, EAST BAY, AND CALIFORNIA Source: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates; TNDG. $100,315 99,532 $75,235 $115,396 $132,754 $106,916 $41,915 $95,492 $36,955 $0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Pinole East Bay CA
Median Household Income Mean Household Income Per Capita Income 20 of 154
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TABLE 2. CENSUS DATA ON EDUCATIONAL ATTAINMENT - PINOLE, EAST BAY, AND CALIFORNIA Census Variable Pinole East Bay CA
Education
Educational Attainment - Population 18 to 24 Years
Less Than High School Graduate 4.7% 9.9% 11.0%
High School Graduate (Includes Equivalency) 20.9% 28.7% 30.4% Some College or Associate's Degree 68.0% 46.4% 47.9%
Bachelor's Degree or Higher 6.4% 15.0% 10.7%
Educational Attainment - Population 25 Years and Over
Less Than 9th Grade 5.2% 5.8% 9.2%
9th to 12th Grade, No Diploma 5.5% 5.3% 7.5%
High School Graduate (Includes Equivalency) 18.6% 17.4% 20.5% Some College, No Degree 30.0% 18.9% 21.1%
Associate's Degree 9.1% 7.1% 7.8%
Bachelor's Degree 21.6% 26.9% 21.2%
Graduate or Professional Degree 10.1% 18.5% 12.8%
Source: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates; TNDG.

Population and Employment Forecasts (ABAG)
In October 2021 the Association of Bay of Governments (ABAG) ABAG adopted Plan Bay Area 2050, which provides the latest official demographic forecasts for the region. The forecasts are not provided for individual jurisdictions, but are available at the county, subcounty (“superdistrict”) and Transportation Analysis Zone (TAZ) levels. Since city-level data are not available, the report summarizes ABAG data for the following geographies:
 “Pinole area” TAZ’s (this is an aggregation of data for TAZ’s that are wholly or partly within the City of Pinole)
 The West Contra Costa County superdistrict
 Contra Costa County
 The East Bay region (Contra Costa and Alameda counties combined)  The overall Bay Area (all ABAG counties)
Figure 2 shows the Pinole area TAZ’s and the West Contra Costa County superdistrict in comparison to the City of Pinole boundaries.
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FIGURE 2. ABAG COMPARATIVE GEOGRAPHIC AREAS
Source: ABAG Plan Bay Area 2050; TNDG
The figures below depict ABAG’s growth rate projections for the 2015-2035 and 2035-2050 periods.

Population in the Pinole Area TAZ’s is projected to grow at a higher rate during the initial time period of 2015 to 2035, and more moderately during the following fifteen years from 2035 to 2050.

In contrast, employment in the Pinole Area TAZ’s is slated to increase moderately over the initial time period and at a higher rate during the subsequent fifteen years. Other geographic areas (with the exception of the West Contra Costa County superdistrict) are slated to experience greater population and employment growth during the initial period between 2015 to 2035, and a decreased growth rate from 2035 to 2050.
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FIGURE 3. ABAG POPULATION FORECASTS (% GROWTH): 2015-35 AND 2035-50 Source: ABAG Plan Bay Area 2050; TNDG. 9.2% 1.3% 8.0% 15.0% 15.2% 12.6% 20.0% 11.2% 17.6% 14.7%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
2015-35 Period 2035-50 Period
Pinole Area TAZ's West Contra Costa County
Contra Costa County East Bay
Bay Area
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FIGURE 4. ABAG EMPLOYMENT FORECASTS (% GROWTH): 2015-35 AND 2035-50 Source: ABAG Plan Bay Area 2050; TNDG.

The maps shown in Figure 5 and Figure 6 on the following pages provide additional visual context by showing TAZ-level ABAG forecasts for population and employment change from 2015 to 2035 in the Pinole area and other surrounding communities. Based on the forecasts that are shown for Figure II4, population in the Pinole Area TAZ’s is slated to increase (9.2%), while other areas nearby are slated to experience more significant population growth during the 2015 to 2035 time period. The forecasts that are shown on Figure 5 show that the jobs located within the Pinole TAZ’s are slated to increase very slightly (1.7% over the 20-year period). This is also in contrast to nearby communities which are slated to experience more significant growth in jobs. 1.7% 13.0% 64.4% 1.1% 21.4% 9.0% 18.6% 13.9% 20.7% 11.9%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%
2015-35 Period 2035-50 Period
Pinole Area TAZ's West Contra Costa County
Contra Costa County East Bay
Bay Area
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FIGURE 5. ABAG POPULATION CHANGE BY TAZ 2015-2035 (AS PROJECTED) Source: ABAG Plan Bay Area 2050; TNDG
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FIGURE 6. ABAG EMPLOYMENT CHANGE BY TAZ 2015-2035 (AS PROJECTED) Source: ABAG Plan Bay Area 2050; TNDG
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Labor Force Data
Figure 7, below, provides annual average unemployment rate estimates for Pinole, East Bay, and California for the 10-year period from 2011 to 2021. As shown in Figure below, during the recovery from the Great Recession (between 2011 and 2015), Pinole’s unemployment rates remained below those in the East Bay and in California. For 2018 through 2020, Pinole and the East Bay were roughly the same, and Pinole once again had a lower rate than the other areas in 2021.

FIGURE 7. UNEMPLOYMENT RATE ESTIMATES: PINOLE, EAST BAY AND CALIFORNIA (2011-21) Source: CA EDD, Local Area Unemployment Statistics (LAUS) program; TNDG.

Figure 8 provides travel distance ranges to work for the City’s labor force relative to regional and state benchmarks. Pinole’s resident labor force tends to have intermediate-distance commutes relative to the overall labor force in the East Bay and in the State. For example, Pinole has the largest share (50.0%) of residents that travel distances of 10 to 24 miles to work. In addition, the City has the smallest share (27.0%) of residents that have commute distances less than 10 miles. 9.5% 8.3% 7.3% 5.9% 4.8% 3.6% 3.7% 3.6% 3.7% 3.3% 6.3% 11.1% 9.7% 8.5% 6.7% 5.6% 4.6% 4.4% 3.5% 3.6% 3.2% 7.3% 12.7% 11.5% 10.3% 8.5% 7.3% 5.9% 5.7% 4.8% 4.9% 4.5% 9.2% 0%
2%
4%
6%
8%
10%
12%
14%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Pinole East Bay CA
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FIGURE 8. TRAVEL DISTANCES (MILE RANGES) TO WORK: PINOLE, EAST BAY, AND CALIFORNIA, 2019
Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD) program. Accessed at https://onthemap.ces.census.gov.

Industry Mix
Along with the labor force measures presented in the previous section, the U.S. Census Bureau’s LEHD program also provides employment data at various levels of geography, including at the city level. Figure 9 provides the share of employment by industry for Pinole-based jobs in 2019. The major industry groupings correspond to 2-digit NAICS1 codes industries. In terms of concentration of industry employment, Pinole is heavily represented in the Retail Trade and Accommodation and Food Services industries, which account for close to one-half (47.8%) of total employment in the City. In addition, the top five industries account for more than three-fourths (78.1%) of total employment in the City.
1 NAICS = North American Industry Classification System. 27% 50% 11% 12% 38% 38% 15% 10% 46% 27% 13%15% 0%
10%
20%
30%
40%
50%
60%
Less than 10 miles 10 to 24 miles 25 to 50 miles Greater than 50 miles Pinole East Bay CA
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FIGURE 9. SHARE OF EMPLOYMENT BY INDUSTRY IN PINOLE, 2019 Source: U.S. Census Bureau, Longitudinal Employer-Household Dynamics (LEHD) program. Accessed at https://onthemap.ces.census.gov.

0.0%

0.6%

0.8%

0.9%

1.2%

2.3%

2.5%

2.7%

3.1%

3.5%

3.6%

4.3%

10.9%

15.1%

21.7%

26.1%
0% 10% 20% 30%
Mining, Quarrying, and Oil and Gas Extraction
Management of Companies and Enterprises
Utilities
Agriculture, Forestry, Fishing and Hunting
Information
Manufacturing
Wholesale Trade
Real Estate and Rental and Leasing
Arts, Entertainment, and Recreation
Public Administration
Construction
Administration & Support, Waste Management and
Remediation
Finance and Insurance
Other Services (excluding Public Administration)
Transportation and Warehousing
Professional, Scientific, and Technical Services
Educational Services
Health Care and Social Assistance
Accommodation and Food Services
Retail Trade
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Taxable Sales Data
Figure 10 compares Pinole’s taxable retail sales performance relative to the East Bay and California.

The figure normalizes the base year sales data (2015= 100) to provide relevant comparisons among the individual geographies for the 5-year period between 2015 and 2010. The 2020-year value of 95 for Pinole implies that Pinole’s taxable retail sales in 2020 were 95% of the 2015 level (i.e., sales decreased by 5% between 2015 and 2020). In contrasts total taxable sales in the East Bay and State increased during this time period (by 9% and 12%, respectively).

FIGURE 10. TAXABLE RETAIL SALES TRENDS (2015 – 2020), PINOLE, EAST BAY, AND CALIFORNIA Source: CDFTA; TNDG
The data also show that Pinole outpaces the East Bay and the State on a taxable-sales-perhousehold basis. This metric provides a simple indicator of the degree to which Pinole is a “net attractor” of retail demand (i.e., sales exceed the levels that would be expected based on the City’s resident population). Figure 11, on the following page, which shows taxable sales per household for all three geographies, indicates that Pinole exceeds the two benchmark regions in this measure by over 35% in the early years of the time interval, with the gap decreasing to 19-26% in the most recent years.

Pinole
95 East Bay
109
CA
112
90 95
100
105
110
115
120
2015 2016 2017 2018 2019 2020
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FIGURE 11. TAXABLE RETAIL SALES/HOUSEHOLD (2015-2020), PINOLE, EAST BAY, AND CALIFORNIA Source: CDFTA; CA DOF Table 1: E-5 City/County Population and Housing Estimates, 2015-2020; TNDG. $15,813 $16,076 $16,720 $17,057 $16,097 $14,956 $11,375 $11,634 $12,184 $13,122 $12,782 $11,971 $11,476 $11,693 $12,102 $12,650 $12,928 $12,576 $0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
2015 2016 2017 2018 2019 2020
Pinole East Bay CA
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TARGET INDUSTRY/CLUSTER ANALYSIS
This section provides a summary of industry growth/retraction trends in Pinole, comparing the local economy’s recent and longer-term performance to regional and national benchmarks. The study breaks down the local economy in terms of industry “clusters.” Clusters are groups of inter-related industry sectors whose growth potentials within a region tend to be closely aligned. The tendency of individual industries to co-locate in clusters reflects linkages through supply-chain relationships, as well as commonalities in terms of workforce requirements and infrastructure needs.

Overview of Employment in Pinole
Total current (2021) employment in Pinole is estimated at 6,248 jobs. Of this total, 6,115 jobs are in industries that are included in either a “local” or “traded” cluster (as further defined below); the remaining 133 jobs are in miscellaneous industries not associated with specific clusters. The local clusters currently represent a total of 5,525 jobs in Pinole, while the traded clusters account for 590 jobs.

Whereas local and traded clusters are both critically important components of a balanced economy, they have distinct roles and characteristics, and these distinctions can be helpful in terms of planning economic development programs. Some of these distinctions are summarized as follows:
 Local clusters typically form the core of a region’s economy; they primarily provide goods and services for the local (resident) population. They tend to account for the majority of jobs in a region (in the case of Pinole, local clusters represent about 88% of total jobs), and support a high quality of life by ensuring the availability of a diverse range of goods and services. In Pinole, important local clusters include Local Health Services and Local Hospitality Establishments. These clusters account for more than one-fourth (27%) of the City’s total jobs.
 Traded clusters are “export-oriented” in the sense that they include industries that are engaged in producing goods and services for end customers outside the region. Traded clusters represent close to 12% of the jobs in Pinole, and are especially important from an economic development perspective given that they tend to have higher wages and higher “multiplier impacts” compared to local clusters. That is, they have a strong potential to inject new dollars into the local economy and thereby serve as “drivers” for broader economic growth. In Pinole, important traded clusters include Business Services and Hospitality and Tourism. These clusters account for close to one-half (47%) of the City’s total jobs in traded clusters, or about 4% of all jobs in the City.
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Existing Important Clusters in Pinole and the Larger East Bay Region Table 3 lists all traded clusters that had 10 or more jobs in Pinole in 2021, and provides the following information about each listed cluster:
 Total number of jobs in Pinole in 2021 (the latest full year for which data are available)  Location quotient (compared to U.S. benchmark) in 2021. The location quotient (LQ) measures how concentrated/important an industry cluster is in a region compared to national benchmarks. An LQ value greater than 1.0 indicates that a cluster is more concentrated in the region than it is nationally. This is generally regarded as an indication that the region has a comparative advantage relative to a particular cluster, although (especially for local clusters) an LQ below 1.0 can indicate a potential growth opportunity.  Average annual wage for jobs in Pinole2
 Change in the number of jobs for the most recent 10-year period, 2011-2021 Table 4 provides the same data for local clusters that had more than 200 jobs in Pinole in 2021.

Tables 5 and 6 provide comparable data for the East Bay region (Contra Costa and Alameda Counties combined). For the East Bay summary tables, the jobs threshold is 2,000 for traded clusters and 20,000 for local clusters.

Tables 7 and 8 summarize cluster job growth/retraction performance in Pinole, Contra Costa County, and the East Bay compared to national trends. This part of the study is based on a “shiftshare” analysis for each cluster that estimates an “expected” job change based on national trends. If Pinole (or Contra Costa County or Bay Area) has higher job growth (or experiences less severe job losses) compared to the expected change, it indicates that the local area (or Contra Costa County or Bay Area) has performed better than national trends. Conversely, if Pinole/Contra Costa County/Bay Area has less job growth (or experiences more severe job losses) compared to the expected change, it indicates that the specific region has performed worse than national trends. 2 Wage data are for jobs (not residents) based in Pinole. 33 of 154
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TABLE 3. SUMMARY CHARACTERISTICS AND TRENDS, PINOLE’S LARGEST TRADED CLUSTERS (LIST INCLUDES ALL CLUSTERS WITH MORE THAN 10 JOBS IN 2021) Traded Cluster Jobs LQ County
LQ*
Avg Ann
Wage
10-Yr
Job
Change
Business Services 172 0.4 1.1 84,605 68
Hospitality and Tourism 88 0.9 0.6 42,943 (23)
Education and Knowledge Creation 81 0.3 0.6 21,761 25
Distribution and Electronic Commerce 74 0.3 0.5 115,938 2 Marketing, Design, and Publishing 39 0.6 0.8 65,778 (6) Transportation and Logistics 28 0.3 0.3 94,184 4
Textile Manufacturing 28 4.1 0.1 58,354 22
Performing Arts 17 0.8 1.3 36,668 6
Financial Services 17 0.2 1.2 150,285 (26)
Upstream Metal Manufacturing 10 0.7 0.7 -- 10
GROUP TOTAL / AVG 555 0.43 0.77 $69,787 83
CITY TOTAL 6,248 N/A N/A $67,395 269
Note: LQ = Location Quotient; 10-year job change is from 2011 to 2021. *County LQ provided for comparison purposes. “—” = insufficient data.

Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG). 34 of 154
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TABLE 4. SUMMARY CHARACTERISTICS AND TRENDS, PINOLE’S LARGEST LOCAL CLUSTERS (LIST INCLUDES ALL CLUSTERS WITH MORE THAN 200 JOBS IN 2021) Local Cluster Jobs LQ County
LQ*
Avg
Ann
Wage
10-Yr
Job
Change
Local Health Services 891 1.2 1.1 70,332 106
Local Hospitality Establishments 765 1.7 1.1 28,425 (27) Local Retailing of Clothing and General
Merchandise 623 3.8 1.0 39,309 86
Local Real Estate, Construction, and
Development 434 0.9 1.3 87,032 73
Local Government 387 1.8 1.0 142,939 (11)
Local Food and Beverage Processing and
Distribution 384 2.2 1.2 46,925 25
Local Education and Training 361 1.1 1.1 79,468 31
Local Commercial Services 357 1.0 1.2 74,718 61
Local Personal Services (Non-Medical) 332 2.2 1.2 37,186 0 Local Financial Services 270 2.1 1.3 133,363 13
GROUP TOTAL / AVG 4,805 1.50 1.14 $67,391 357
CITY TOTAL 6,248 N/A N/A $67,395 269
Note: LQ = Location Quotient; 10-year job change is from 2010 to 2021. *County LQ provided for comparison purposes.

Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG). 35 of 154
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TABLE 5. SUMMARY CHARACTERISTICS AND TRENDS, EAST BAY’S LARGEST TRADED CLUSTERS (LIST INCLUDES ALL CLUSTERS W/ MORE THAN 2,000 JOBS IN 2021) Traded Cluster Jobs LQ
Avg
Ann
Wage
10-Yr
Job
Change
Business Services 101,708 1.3 $158,258 15,373
Education and Knowledge Creation 69,987 1.3 118,036 7,506 Distribution and Electronic Commerce 43,859 0.9 98,709 4,469 Information Technology and Analytical
Instruments 30,328 2.7 178,377 9,396
Automotive 17,524 2.4 186,339 14,860
Marketing, Design, and Publishing 13,549 1.0 103,176 2,375 Insurance Services 12,776 1.0 156,541 5,322
Hospitality and Tourism 11,980 0.6 55,300 (2,735)
Food Processing and Manufacturing 10,585 1.1 86,158 2,013 Financial Services 10,287 0.6 183,990 (2,450)
Transportation and Logistics 9,217 0.6 98,031 2,007
Medical Devices 7,587 3.2 166,486 3,305
Performing Arts 6,604 1.5 45,966 1,076
Oil and Gas Production and Transportation 4,738 1.1 245,715 (3,449) Construction Products and Services 4,719 0.6 121,718 1,027 Water Transportation 3,787 1.7 168,933 (103)
Production Technology and Heavy Machinery 3,474 0.5 106,426 541 Biopharmaceuticals 3,217 1.3 202,006 (130)
Communications Equipment and Services 3,134 1.4 140,506 (2,413) Video Production and Distribution 2,974 1.3 146,732 262 Metalworking Technology 2,465 0.7 89,297 545
Lighting and Electrical Equipment 2,342 0.9 135,674 621 Plastics 2,067 0.4 78,928 (123)
Printing Services 2,061 0.7 71,146 (789)
GROUP TOTAL / AVG 376,842 1.14 $136,687 59,419
REGION TOTAL 1,250,198 N/A $96,395 163,277
Note: LQ = Location Quotient; 10-year job change is from 2011 to 2021.

Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG). 36 of 154
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TABLE 6. SUMMARY CHARACTERISTICS AND TRENDS, EAST BAY’S LARGEST LOCAL CLUSTERS (LIST INCLUDES ALL CLUSTERS WITH MORE THAN 20,000 JOBS IN 2021) Local Cluster Jobs LQ Avg Ann
Wage
10-Yr Job
Change
Local Health Services 134,641 0.9 $111,636 15,471
Local Real Estate, Construction, and Development 114,400 1.1 92,184 27,603 Local Hospitality Establishments 78,435 0.9 30,912 (3,282) Local Community and Civic Organizations 73,182 1.6 37,779 44,036 Local Commercial Services 72,092 1.0 74,711 10,994
Local Education and Training 61,396 0.9 89,150 4,621
Local Government 46,077 1.1 151,734 219
Local Food and Beverage Processing and Distribution 38,155 1.1 54,385 2,289 Local Personal Services (Non-Medical) 30,457 1.0 43,091 598 Local Motor Vehicle Products and Services 28,355 0.8 67,698 1,780 Local Logistical Services 28,100 1.2 66,476 9,411
Local Retailing of Clothing and General Merchandise 27,003 0.8 40,451 (4,360) Local Financial Services 20,436 0.8 118,510 1,478
GROUP TOTAL / AVG 752,729 1.01 $78,788 110,857
REGION TOTAL 1,250,198 N/A $96,395 163,277
Note: LQ = Location Quotient; 10-year job change is from 2011 to 2021.

Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).

TABLE 7. JOB GROWTH/RETRACTION PERFORMANCE COMPARED TO NATIONAL TRENDS FOR LARGEST

TRADED CLUSTERS, PINOLE, CONTRA COSTA COUNTY, AND EAST BAY 2011-21 Growth Performance Based on Shift Share Analysis Traded Cluster Pinole Contra Costa
County East Bay
Agricultural Inputs and Services
Automotive
Biopharmaceuticals
Business Services
Communications Equipment and Services
Construction Products and Services
Distribution and Electronic Commerce
Education and Knowledge Creation
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2011-21 Growth Performance Based on Shift Share Analysis Traded Cluster Pinole Contra Costa
County East Bay
Environmental Services
Financial Services
Food Processing and Manufacturing
Furniture
Hospitality and Tourism
Information Technology and Analytical Instruments
Insurance Services
Lighting and Electrical Equipment
Marketing, Design, and Publishing
Medical Devices
Metalworking Technology
Oil and Gas Production and Transportation
Performing Arts
Plastics
Printing Services
Production Technology and Heavy Machinery
Textile Manufacturing
Transportation and Logistics
Upstream Metal Manufacturing N/A
Video Production and Distribution
Water Transportation
Note: " + " = growth performance better than expected; " - " worse than expected.

Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG). 38 of 154
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TABLE 8. JOB GROWTH/RETRACTION PERFORMANCE COMPARED TO NATIONAL TRENDS FOR LARGEST

LOCAL CLUSTERS, PINOLE, CONTRA COSTA COUNTY, AND EAST BAY 2011-21 Growth Performance Based on Shift Share Analysis Local Cluster Pinole Contra Costa
County East Bay
Local Commercial Services
Local Community and Civic Organizations
Local Education and Training
Local Financial Services
Local Food and Beverage Processing and
Distribution
Local Government
Local Health Services
Local Hospitality Establishments
Local Logistical Services
Local Motor Vehicle Products and Services
Local Personal Services (Non-Medical)
Local Real Estate, Construction, and
Development
Local Retailing of Clothing and General
Merchandise
Note: " + " = growth performance better than expected; " - " worse than expected.

Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG). “Candidate” Clusters for Pinole Target Industry Program Table 9 provides a list of candidate clusters for the City of Pinole’s industry targeting program (i.e., business retention, expansion and attraction). The candidate clusters are based on two strategic approaches to industry targeting:

1. Build on Pinole’s existing core strengths. Pinole’s existing strengths were identified based on the employment-trend criteria (location quotient, total existing jobs, and 10-year job change) summarized in Tables 3 and 4. In some cases (e.g., Hospitality and Tourism), the core clusters represent strong continuing growth opportunities that could be the focus of business expansion/attraction efforts. In other cases (e.g., Textile Manufacturing), the existing core clusters are currently recognized nationally as non-growth or declining industries (for these 39 of 154
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clusters, the City’s industry targeting efforts might more appropriately focus on retention/repositioning).

2. Tap into dominant regional clusters that are not currently well represented in Pinole. This strategic approach would seek to leverage Pinole’s competitive strengths to capture increasing shares of projected Contra Costa County employment growth. This component of the City’s business attraction/marketing program would focus on the Pinole’s unique “selling points” relative to the larger regional economy (including the city’s strategic location near several Contra Costa County area submarkets, along with a resident workforce that includes large numbers of commuters potentially eager to work closer to home). In developing the list of candidates for the second strategy, the consultant has focused on clusters meeting the following criteria:
a. Traded clusters (local clusters are addressed in the first strategic approach) b. Clusters with a high specialization of employment in Contra Costa County (identified as a “strong” cluster by the U.S. Cluster Mapping project)3
c. Clusters primarily oriented towards private business investment (in contrast to clusters that are substantially composed of government/nonprofit employment – which are generally considered to have lower economic “spin-off” opportunities) Table 10 provides a narrative description of the candidate clusters. In addition, the table provides key component industries within each cluster based on employment totals for each industry in the relevant geographies.
3 The U.S. Cluster Mapping project defines a metro area’s “strong” clusters as those with a high specialization in the region (metropolitan statistical area [MSA]). High Specialization indicates the LQ of Cluster Employment is greater than the 75th percentile when measured across all MSAs. There are 917 total MSAs in the U.S. Thus, for a cluster to be classified as “strong” in Contra Costa County, its LQ must be greater than the LQ of that specific cluster in at least 687 of the MSAs in the U.S. 40 of 154
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TABLE 9. LIST OF CANDIDATE CLUSTERS FOR PINOLE’S INDUSTRY PROGRAM Strategic Approach Local-Serving Clusters "Traded" Clusters

1. Build on Pinole’s existing
core strengths
 Local Retailing of Clothing and
General Merchandise
 Local Food and Beverage
Processing and Distribution
 Local Education and Training
 Local Health Services
 Textile Manufacturing
 Hospitality and Tourism

2. Tap into dominant County
and regional industry
clusters that are not
currently well represented
in Pinole
 Business Services
 Communications Equipment
and Services
 Environmental Services
 Financial Services
 Information Technology and
Analytical Instruments
 Insurance Services
 Medical Devices
 Performing Arts
 Video Production and
Distribution
Source: The Natelson Dale Group, Inc. (TNDG).
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TABLE 10. NARRATIVE DESCRIPTIONS AND KEY COMPONENT INDUSTRIES FOR PRELIMINARY LIST OF

CANDIDATE CLUSTERS
Cluster Narrative Description Key Component Industries
Group 1 – Pinole’s Existing Core Strengths
Local Retailing of
Clothing and General
Merchandise
Local retail stores, department stores, and
warehouse clubs that sell apparel, jewelry,
luggage, sewing supplies, and general
merchandise.
 Warehouse Clubs and
Supercenters
 All Other General
Merchandise Stores
 Family Clothing Stores
Local Food and
Beverage
Processing and
Distribution
Firms that sell food and beverages at the
wholesale and retail levels. Products sold
include meat, seafood, fruit and vegetables,
general groceries, tobacco, alcoholic
beverages, and specialty foods. The cluster
also includes related distribution methods
such as vending and direct selling.
 Supermarkets and Other
Grocery (except
Convenience) Stores
 Beer, Wine, and Liquor
Stores
Local Education and
Training
Local social service organizations such as
community food and housing services and
advocacy organizations. This cluster also
contains grantmaking foundations, business
associations, and political and religious
organizations.
 Elementary and
Secondary Schools (Local
Government)
 Elementary and
Secondary Schools
Local Health Services Local health care establishments and services such as hospitals, medical laboratories, home
and residential care, and funeral services and
crematories. This cluster also includes
pharmacies and optical goods retail stores.
 Assisted Living Facilities
for the Elderly
 Offices of Dentists
 Offices of Physicians
(except Mental Health
Specialists)
 Home Health Care
Services
Textile Manufacturing Textile mills that primarily produce and finish fabrics for clothing, carpets, upholstery, and
similar uses. The textiles include yarn, thread,
fibers, hosiery, knits, and other specialty
fabrics.
 Fabric Coating Mills
Hospitality and
Tourism
This cluster contains establishments related
to hospitality and tourism services and
venues. This includes sport venues, casinos,
museums, and other attractions. It also
includes hotels and other accommodations,
 All Other Amusement
and Recreation
Industries
 Hotels (except Casino
Hotels) and Motels
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Cluster Narrative Description Key Component Industries
transportation, and services related to
recreational travel such as reservation
services and tour operators.

Group 2 – Dominant Contra Costa County Clusters (future targets for Pinole) Business Services Establishments and services primarily designed to support other aspects of a
business or to assist unrelated companies.

This includes corporate headquarters.

Professional services such as consulting, legal
services, facilities support services, computer
services, engineering and architectural
services, and placement services. All for-hire
ground passenger transportation services are
also present in this cluster.
 Corporate, Subsidiary,
and Regional Managing
Offices
 Engineering Services
 Custom Computer
Programming Services
Communications
Equipment and
Services
Goods and services used for communications.

This includes cable, wireless, and satellite
services, as well as telephone, broadcasting,
and wireless communications equipment.
 Cable and Other
Subscription
Programming
 Wireless
Telecommunications
Carriers (except
Satellite)
Environmental
Services
Establishments primarily engaged in
collection, treatment, processing, and
disposal of hazardous and non-hazardous
waste.
 Hazardous Waste
Treatment and Disposal
 All Other Misc. Waste
Management Services
 Hazardous Waste
Collection
Financial Services Establishments involved in aiding the transaction and growth of financial assets for
businesses and individuals. These firms
include securities brokers, dealers, and
exchanges; credit institutions; and financial
investment support.
 Real Estate Credit
 Investment Advice
 Other Activities Related
to Credit Intermediation
 Portfolio Management
Information
Technology and
Analytical Instruments
Information technology and analytical
products such as computers, software, audio
visual equipment, laboratory instruments,
and medical apparatus. The cluster also
includes the electronics used by these
 Semi Conductor
Machinery
 Electronic Computer
Manufacturing
 Computer Storage
Device Manufacturing
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Cluster Narrative Description Key Component Industries
products (e.g., circuit boards and
semiconductor devices).
 Audio and Video
Equipment
Manufacturing
 Software Publishers
Insurance Services Firms providing a range of insurance types, as well as support services such as reinsurance
and claims adjustment.
 Direct Property and
Casualty Insurance
Carriers
 Direct Life Insurance
Carriers
 Direct Title Insurance
Carriers
Medical Devices Establishments in this cluster primarily manufacture surgical, medical, dental,
optical, ophthalmic, and veterinary
instruments and supplies.
 Surgical and Medical
Instrument
Manufacturing
 Optical Instrument and
Lens Manufacturing
Performing Arts Services that produce, promote, and support live artistic performances. Live performances
include those by theater companies, dance
troupes, musicians, and independent artists.
 Agents and Managers
for Artists, Athletes,
Entertainers, and Other
Public Figures
 Musical Groups and
Artists
Video Production and
Distribution
The establishments in this cluster are
primarily involved with the production and
distribution of motion pictures and other
video.
 Motion Picture and
Video Production and
Distribution
 Motion Picture and
Video Distribution
 Teleproduction and
Other Post Production
Services
Source: The Natelson Dale Group, Inc. (TNDG); Cluster Mapping Project. 44 of 154
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MARKET DEMAND FOR COMMERCIAL/INDUSTRIAL LAND USES
As part of the EDS process, The Natelson Dale Group, Inc. (TNDG) completed a real estate market analysis to provide 20-year forecasts of demand for new industrial, office and retail space in Pinole.

Tables 11 through 19 on the following pages provide an abbreviated summary of the market analysis (which is more fully documented in a separate report). Given the wide range of variables that can affect development opportunities over an extended timeframe, the demand projections for each land use are presented in terms of ranges (rather and single definitive forecasts) of potential building absorption.

TABLE 11A. KEY MARKET STRENGTHS AND OPPORTUNITIES FOR

COMMERCIAL AND INDUSTRIAL REAL ESTATE DEVELOPMENT IN PINOLE Market Factors Industrial Office Retail
Market
strengths/
opportunities
for Pinole
 Potential to capture
demand “overflow”
from strong East Bay
industrial market
 Global demand surge
for industrial space
due to e-commerce
growth
 Potential repatriation
of out-commuting
workers could
generate demand for
industrial tenants
 Potential nexus to
entrepreneurial
development
initiatives
 Potential repatriation
of out-commuting
workers could create
office-using firms
 Potential to position
Pinole as a viable
option for East Bay
tech firms
 Potential to position
Pinole as a location for
shared office space
attractive to “hybrid”
remote workers
 Potential nexus to
entrepreneurial
development initiatives
 Established/
prominent retail
destination within
West Contra Costa
County
 Potential to leverage
downtown as visitor
destination (and an
attractor of expanded
regional demand for
retail/restaurant
spending)
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TABLE 11B. KEY MARKET CHALLENGES FOR

COMMERCIAL AND INDUSTRIAL REAL ESTATE DEVELOPMENT IN PINOLE Market Factors Industrial Office Retail
Market
challenges for
Pinole
 Lack of
available/competitive
industrial space
inhibits business
attraction
 Limited land/zoning
capacity for additional
business park facilities
(need to focus on
redevelopment/
repurposing of
existing underutilized
properties)
 High vacancy rates
regionally may delay
development
opportunities for new
space in outlying areas
 Remote work trend
may reduce overall
demand for new office
space
 Pinole is unproven as a
Class A office market
 Global trends are
reducing footprint of
brick-and-mortar
retail (causing spike in
long term vacancies)
 Limited projected
population growth to
drive future retail
demand increases
 Need to proactively
plan for reuse/
repositioning of older
retail properties
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Summary of Retail Demand Analysis
Highlights of the retail demand analysis and projections are provided in Tables 12 through 14 below. The projections are expressed in terms of square feet of new space supportable (over and above the existing occupied inventory).

TABLE 12. SUMMARY OF RETAIL MARKET CONDITIONS, CITY OF PINOLE Metric Value
Existing (2021) population, City of Pinole 18,859
Added population by 2040, City of Pinole 1,592
Existing (2021) population, Secondary Market Area 217,255 Added population by 2040, Secondary Market Area 31,326
Estimated resident retail demand in 2019, City of Pinole $240.7 million Actual retail sales in 2019, City of Pinole4 $412.1 million Actual sales divided by total resident demand (shows Pinole’s net attraction of external demand) 171%
Pinole’s “capturable” retail demand by 2040 (conservative scenario) $487.6 million Pinole’s “capturable” retail demand by 2040 (aggressive scenario) $532.5 million Estimate of existing retail space in Pinole (square feet) 1,600,000 (8.4% vacant)
Additional retail space supportable by 2040 (square feet) (conservative scenario) 189,000 Additional retail space supportable by 2040 (square feet) (aggressive scenario) 319,000 Sources: California Department of Tax and Fee Administration (CDTFA); ABAG; ESRI; Baniqued Commercial Real Estate; The Natelson Dale Group, Inc. (TNDG).
4 In order to avoid distortions related to the COVID-19 pandemic, TNDG has used 2019 as the base year for the retail demand analysis.
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TABLE 13. PROJECTED DEMAND FOR NEW RETAIL DEVELOPMENT, CITY OF PINOLE –

CONSERVATIVE SCENARIO
Retail Sales Category
New Demand
Through 2027
(square feet)
New Demand
Through 2040
(square feet)
GAFO1 35,500 73,000
Food and Beverage (grocery stores) 19,000 38,500
Food Services and Drinking (restaurants) 13,000 27,000
Hardware and Building Materials 5,000 10,000
Auto Parts 1,500 2,500
Service Businesses in Retail Space 18,500 38,000
Total 92,500 189,000

1. GAFO = General Merchandise, Apparel, Furniture/Appliances, Other Specialty Source: TNDG.

TABLE 14. PROJECTED DEMAND FOR NEW RETAIL DEVELOPMENT, CITY OF PINOLE –

AGGRESSIVE SCENARIO
Retail Sales Category
New Demand
Through 2027
(square feet)
New Demand
Through 2040
(square feet)
GAFO1 79,000 143,000
Food and Beverage (grocery stores) 19,000 38,500
Food Services and Drinking (restaurants) 31,500 61,5000 Hardware and Building Materials 5,000 10,000
Auto Parts 1,500 2,500
Service Businesses in Retail Space 34,000 64,000
Total 170,000 319,000

1. GAFO = General Merchandise, Apparel, Furniture/Appliances, Other Specialty Source: TNDG.
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Summary of Office Demand Analysis
Highlights of the office demand analysis and projections are provided in Tables 15 and 16 below.

TABLE 15. SUMMARY OF OFFICE MARKET CONDITIONS, EAST BAY AND RELEVANT SUBAREAS Metric Value
Existing (2021) inventory (square feet) by area:
—East Bay (Alameda and Contra Costa counties)
—Richmond subarea
— Pinole1
79,571,000
1,378,000
455,000
Current (2021) direct vacancy rate by area:
—East Bay (Alameda and Contra Costa counties)
—Richmond subarea
— Pinole2

18.2%

8.6%

3.2%
East Bay absorption (square feet), 2012-2019:
—Total
—Average annual
6,235,000
779,000
East Bay absorption (square feet), 2020-2021:
—Total
—Average annual
(4,566,000)
(2,283,000)
East Bay absorption (square feet), 2012-2021:
—Total
—Average annual
1,669,000
167,000
Sources: TRI Commercial; Baniqued Commercial Real Estate; TNDG. 49 of 154
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TABLE 16. PROJECTED DEMAND FOR NEW OFFICE DEVELOPMENT, 2021-2040 Conservative Scenario
East Bay
Demand
(Square Feet)
Pinole
Demand
(Square Feet)
East Bay: office demand is projected to grow in proportion to projected job growth in industry sectors that use office space; for the conservative scenario, demand is projected at 135 square feet per new office job)1
Existing “excess” vacancy of approximately 2.6 million
square feet is netted out of the gross demand projections2 Pinole: Projected to capture 2.0% of East Bay demand
through 2040
9,800,000 196,000 total
15,000 medical3
Aggressive Scenario
East Bay: office demand is projected to grow in proportion to projected job growth in industry sectors that use office space; for the aggressive scenario, demand is projected at 225 square feet per new office job)
Existing “excess” vacancy of approximately 2.6 million
square feet is netted out of the gross demand projections Pinole: Projected to capture 2.0% of East Bay demand
through 2040
18,369,000 368,000 total
28,000 medical

1. In 2021 total occupied office space in the East Bay was approximately 225 square feet per office worker. The conservative scenario – premised on the expectation that a long-term increase in remote work will impact office space demand – assumes a demand factor of approximately 60% of the historic factor.

2. “Excess” vacancy is defined as a vacancy level over 15%.

3. Medical office space is part of (not in addition to) the indicated total.

Source: TNDG.
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Summary of Industrial Demand Analysis
Highlights of the analysis and projections are provided in Tables 17 and 18 below. The projections are expressed in terms of square feet of new space supportable (over and above the existing inventory).

TABLE 17. SUMMARY OF INDUSTRIAL MARKET CONDITIONS, EAST BAY AND RELEVANT SUBAREAS Metric Value
Existing (2021) inventory (square feet) by area:
—East Bay (Alameda and Contra Costa counties)
—Richmond subarea
— Pinole1
209,984,000
17,235,000
96,200
Current (2021) direct vacancy rate by area:
—East Bay (Alameda and Contra Costa counties)
—Richmond subarea
— Pinole2

4.3%

4.8%

0.0%
East Bay absorption (square feet)
—Fourth quarter 2021
—Full year 2021
1,656,000
4,892,000

1. The estimated existing inventory for Pinole (supplied by Baniqued Commercial Real Estate) includes only competitive, multi-tenant industrial buildings. It does not include heavy commercial/industrial facilities that are predominantly outdoors (e.g., Westside Concrete Materials), single-tenant industrial space or specialized buildings such as self-storage facilities.

Sources: Kidder Matthews; Baniqued Commercial Real Estate; TNDG. 51 of 154
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TABLE 18. PROJECTED DEMAND FOR NEW INDUSTRIAL DEVELOPMENT, 2021-2040 Conservative Scenario
East Bay
Demand
(Square Feet)
Pinole
Demand
(Square Feet)
East Bay: industrial demand is projected to grow in
proportion to projected job growth in industry sectors
that use industrial space; for the conservative scenario, demand is projected at 600 square feet per new
industrial job)1
Pinole: Projected to capture 1.0% of East Bay demand
through 2040

32.6 million
General
industrial:
65,000
Warehouse/
distribution:
196,000
Flex space:
65,000
Total industrial:
326,000
Aggressive Scenario
East Bay: industrial demand is projected to grow in
proportion to projected job growth in industry sectors
that use industrial space; for the aggressive scenario, demand is projected at 1,000 square feet per new
industrial job)
Pinole: Projected to capture 1.0% of East Bay demand
through 2040

54.4 million
General
industrial:
109,000
Warehouse/
distribution:
327,000
Flex space:
109,000
Total industrial:
545,000

1. In 2021 total occupied industrial space in the East Bay was approximately 1,000 square feet per industrial worker. The conservative scenario assumes a demand factor of approximately 60% of the historic factor, reflecting a potential intensification of industrial employment (i.e., fewer “low density” warehouse jobs).

Source: TNDG.
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5.EDS ACTION PLAN

OVERVIEW OF ACTION PLAN
The EDS Action Plan is designed to achieve the following major goals:
 Expand economic opportunities for Pinole’s resident workforce by fostering creation of a diverse range of quality jobs accessible to residents across the spectrum of education/skill levels  Leverage the economic development potentials of Pinole’s historic downtown and waterfront areas through placemaking initiatives and targeted business/development attraction  Revitalize Pinole’s other commercial and industrial areas by encouraging private investment that responds to anticipated real estate market demand
 Strengthen the City’s fiscal position by attracting land uses and business types that have the potential to generate General Fund revenue
Whereas these goals largely revolve around attracting and retaining targeted business investment, the Action Plan recognizes that the strength of the local business/development environment will ultimately depend on Pinole’s strategic attention to a range of “foundational” conditions such as:
 The City’s reputation for business/development friendliness  Land, zoning and infrastructure capacity
 Entrepreneurial development resources
 Education/workforce development systems
 Placemaking initiatives that leverage Pinole’s unique locational advantages and sense of community
 Overall image and quality of life
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PRIORITIZATION OF CITY RESOURCES
The EDS is intended to provide a “roadmap” to guide activities and programs of the City’s Economic Development Department over approximately the next five and a half years (mid FY 2022-2023 through FY 2028-2029). As such, the Action Plan is intended to assist the City in aligning its program priorities to match the market opportunities identified during this planning effort. Whereas the Action Plan covers an ambitious range of economic development activities, the overall program recommendations reflect the following assumptions:
 In keeping with the City’s intent of re-establishing a municipal economic development program, the EDS assumes that the City will fund a new (0.50 FTE) staff position to spearhead the new initiatives outlined in the Action Plan
 Some of the proposed strategies involve activities that the City is already undertaking to some extent, so they are not all new commitments;
 New activities/programs would be phased-in over several years; and  Consistent with existing practices, most of the strategies would be carried out in collaboration with various non-City partner organizations (several of which have participated in the development of this plan).
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RECOMMENDED BUSINESS RETENTION/EXPANSION/ATTRACTION

TARGETS
Implementation of the EDS Action Plan will position the City to be competitive for a targeted business development program including the following elements:
 Retention of existing firms/industries that are in a “repositioning” mode due to national/ statewide market and regulatory conditions;
 Expansion of existing local firms in strong growth sectors;  Attraction of new firms based on Pinole’s competitive advantages within the East Bay/Bay Area regions; and
 Entrepreneurial development, with a focus on technology-oriented firms aligned with the region’s core industries.

As described in Chapter 4, the EDS target industry analysis identified a total of 15 industry clusters5 that are of potential interest to Pinole. Among the 15 clusters of interest, nine are recommended as strategic targets for this Action Plan:

1. Retail/Restaurant (focused tenant recruitment in tandem with commercial area revitalization and Downtown improvement efforts)

2. Health Services

3. Hospitality and Tourism

4. Information Technology and Analytical Instruments

5. Medical Devices

6. Communications Equipment and Services

7. Insurance Services (insurance carriers)

8. Video Production and Distribution (motion picture production and related industries) The table below lists Pinole’s potential target industries. The table also identifies (in highlighted cells) the likely areas of programmatic focus (i.e., retention, expansion, attraction, and/or entrepreneurial development) most relevant to each industry cluster.
5 Industry “clusters” are closely aligned groups of industry sectors representing supply-chain relationships. The “Medical Devices” cluster, for example, includes not only the actual manufacturing of medical devices but also related industries that provide inputs to the manufacturing process and support the sales and distribution of finished products. 55 of 154
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RECOMMENDED TARGET INDUSTRIES
Focus of economic development activity
Potential Industry/Cluster
Targets
Retention/
Repositioning
Expansion Attraction Entrepreneurial
development
Amenity
investment
Core strengths. Build on Pinole’s existing core strengths. Candidates would include:
 Retail/Restaurant
 Health Services
 Hospitality and
Tourism
Regional clusters. Tap into dominant regional industry clusters that are not currently well represented in Pinole, such as:
 Information
Technology and
Analytical Instruments
 Medical Devices
 Communications
Equipment and
Services
 Business/Professional
Services
 Insurance Services
(insurance carriers)
 Video Production and
Distribution (motion
picture production
and related industries)
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EDS Strategies
The EDS Action Plan is organized around six major initiatives, outlined below and detailed on the following pages/tables.

Business Development / Job Creation
Major Initiative 1: Implement economic development branding/marketing program Major Initiative 2: Focus City’s business retention/expansion/attraction efforts around high-priority industry clusters
Major Initiative 3: Collaborate with regional partners to expand availability of entrepreneurial development resources in Pinole
Creating an Environment for Economic Progress
Major Initiative 4: Systematically review and strengthen City’s business/development friendliness Major Initiative 5: Expand development capacity and pursue placemaking projects Major Initiative 6: Enhance City’s interface with education/workforce development partners Action Steps and Implementation Timeframes
Each EDS Strategy includes a list of specific Action Steps, which are intended to be implemented over the next 5.5 years (starting January 1, 2023). The recommended implementation timeframe for each action item is provided on the tables below, based on the following color coding:

Gold = Year 1 (January 1, 2023 – June 30, 2024)
Green = Year 2 (FY 2024-2025)
Purple = Year 3 or later (FY 2025-2026 through FY 2028-2029) MAJOR INITIATIVE 1: Branding/Marketing
Brief Description of Program
The City will launch an economic
development-specific marketing program
with the following objectives:
 Exposure to targeted industry clusters
within region (to improve Pinole’s
competitive positioning)
 Lead generation for business
attraction
 Raising public awareness of City’s
business assistance resources
City’s Positioning/Roles in Implementation
The City will take a lead role in implementing
the economic development-specific
marketing program. Initial program design
(and some elements of implementation)
would likely require support from a
professional marketing agency. Pinole will
also leverage its City-level marketing
investment through participation in regional
marketing initiatives.
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MAJOR INITIATIVE 1: Branding/Marketing
 Promoting wider awareness of the
City’s established “business friendly”
status
 Promoting placemaking initiatives
(e.g., positioning Pinole’s downtown
as a regional destination)
As part of its overall marketing program, the
City will pursue specific messaging that
highlights the City’s successful efforts to
expedite and clarify development approval
processes, business permitting, and the like
and initiatives that demonstrate the City’s
commitment to taking proactive measures to
support businesses.

Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Create webpage for ED program reflecting marketing targets identified in EDS B. Coordinate with partners to ensure that EDS marketing targets (and associated “selling points”) are optimally positioned within regional marketing initiatives (including partner websites, etc.)
C. Coordinate with partners to ensure that the message of Pinole’s business friendliness ties into whatever similar messaging is applicable to the region, through their various marketing platforms appropriate
D. In tandem with Sub-strategy 5A below (“Reposition Retail” initiative), launch aggressive retail/restaurant tenant recruitment effort (with a focus on attracting high sales tax generators)6
E. Convene “Summit Meeting” of local civic organizations to unveil the EDS and identify specific opportunities for engagement of civic organizations and other community leaders as “ambassadors” for Pinole’s economic development program F. As part of Civic Organization Summit meeting, define strategy for using positioning or new special events as mechanisms for placemaking and economic development promotion
G. Investigate options for professional marketing services to support design/implementation of new marketing program. This program could ultimately include the following components:
6 Consistent with community/stakeholder input received during the EDS planning process, recruitment program should prioritize high quality restaurants that could be positioned as “junior anchor tenants” within shopping centers that are being revitalized or redevelopment. For an initial list of target retail/restaurant tenants, refer to the “Insight Void Analysis” prepared for the City by HdL EconSolutions in July 2019 (this list should be periodically updated to reflect evolving retail market conditions).
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MAJOR INITIATIVE 1: Branding/Marketing
o Industry-specific marketing materials (target industry webpage, brochures, digital/print media)
o Advertising in selected/targeted media (general and industry-specific) o Attendance at selected industry events (e.g., ICSC)
H. Implement targeted advertising campaign (per Step D above) I. Establish and implement annual calendar for attendance at selected industry events (per Step D above)
J. Host industrial broker luncheon/site tour to establish Pinole as a viable location for targeted office/industrial tenant types (continue on annual basis) K. In conjunction with partners (potentially through an ad hoc taskforce), identify and organize new special events to support placemaking efforts Partnership Resources
 San Pablo EDC
 Bay Front Chamber of Commerce
 Contra Costa County Economic
Development
 East Bay Economic Development
Alliance
Other Potential Implementation Tools/Investments
 Professional marketing agency (with economic development expertise) Year 1 Milestones/Checklist
 Completion of new website/webpage for City’s ED program, consistent with new ED brand developed as part of EDS process (forthcoming prior to finalization of EDS contract)  Research and staff report on recommendations for pursuing professional marketing services for implementation of EDS marketing program
 Civic Organizations Summit (initial meeting and plan for follow-up engagement) MAJOR INITIATIVE 2: Business Retention/Expansion/Attraction Brief Description of Program
Within Pinole’s limiting remaining land/
development capacity (and opportunities for
re-tenanting/repurposing existing
underutilized buildings), City will focus its
business development efforts on marketfeasible industries/clusters (see recommended list in preceding section of the
EDS) with the highest potential to:
 Create/retain high-paying jobs
 Increase tax base
 Contribute to sense of place
City’s Positioning/Roles in Implementation
The City will take a lead, in-house role in
implementing a Pinole-specific target
industry program. The program will also
involve some coordination with (and support
from) regional partners.
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MAJOR INITIATIVE 2: Business Retention/Expansion/Attraction Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Identify a “short list” of 6-8 industry clusters for the City’s initial targeting efforts (the consultant’s initial recommendations – based on the industry cluster analysis and the priority levels suggested by the EDS Committee – are listed on page 42 of the EDS) B. Compile database of existing Pinole/Contra Costa County firms relevant to each targeted cluster
C. Define outreach strategy for maintaining ongoing communication with key existing firms in retention/expansion clusters; outreach tactics could include a mix of industry meetings/mixers, online surveys, site visits, and direct mail D. Conduct needs assessment (via outreach in Step C) of firms receptive to business retention/ expansion assistance and develop customized responses (packaging of City and non-City resources) to address specific needs of assisted firms E. Implement marketing effort (see Major Initiative 1) for identified business attraction targets
F. Customize entrepreneurial development resources (see Major Initiative 4) to maximize startup potentials in targeted industry clusters
G. Customize workforce development resources (Major Initiative 6) to ensure competitive pipeline of workers to meeting staffing needs of targeted industry clusters Partnership Resources
 San Pablo EDC
 Contra Costa County Economic
Development
 East Bay Economic Development Alliance
Year 1 Milestones/Checklist
 MOU with partners for coordination on business attraction coordination (identification of regional targets relevant to Pinole, etc.)
 Memorandum (staff generated) outlining in-house plan for existing business outreach MAJOR INITIATIVE 3: Entrepreneurial Development
Brief Description of Program
City will launch an across-the-board effort
(via multiple EDS strategies) to attract and
foster startups (with a particular focus on
entrepreneurial opportunities in the EDS
target industry clusters).

City’s Positioning/Roles in Implementation
The City will mostly serve in a coordination/
clearinghouse capacity, drawing on the
established programs of regional partners.

More directly (through other EDS strategies),
the City will focus on creating an innovative
business environment attractive to
prospective entrepreneurs.
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
MAJOR INITIATIVE 3: Entrepreneurial Development
Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Conduct meetings with regional partners listed below to unveil EDS target industry cluster program and identify targeted industries likely to offer significant entrepreneurial development opportunities
B. Update webpage summarizing City’s entrepreneurial development opportunities/resources
C. In conjunction with regional partners, organize a local annual “startup network” workshop featuring presentations from partner organizations and providing networking opportunities for prospective startups
D. Investigate options for key partner organizations establishing field offices in Pinole to support expanded focus on entrepreneurial development and startup assistance Partnership Resources
 East Bay Small Business Development
Center
 Renaissance Entrepreneur Center
 San Pablo EDC
 Local banks
Year 1 Milestones/Checklist
 Webpage summarizing entrepreneurial
development resources (links)
 Preliminary discussions with partners
about “startup network” workshop (to be
implemented in Year 2)
MAJOR INITIATIVE 4: Business/Development Friendliness
Brief Description of Program
The City will systematically review and
strengthen key systems/policies relating to
interactions with the business and
development community. Most critically, this
will involve periodic reviews of entitlement
and permitting processes and related fee
structures.

City’s Positioning/Roles in Implementation
The City will take a lead role in implementing
the business/development friendliness
initiative.

Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Establish “Business Concierge” program (staffed by City’s new Economic Development Coordinator) and supporting “Quick Response Team” (representatives of other City departments with permitting or project approval roles)
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
MAJOR INITIATIVE 4: Business/Development Friendliness
B. Conduct annual review of Pinole’s business/development fee schedules (and survey of competitor’s fees); recommend fee adjustments as needed to maintain competitive position
C. Fund and publicize small business financial assistance programs (i.e., small loans and/or grants for specific business improvement purposes)
D. Establish and publicize branded program(s) for streamlined business permitting and development entitlements
E. Host annual broker/developer appreciation event (include a “customer satisfaction survey” to obtain ongoing feedback on ways City can improve business/development friendliness)
Partnership Resources
 San Pablo EDC
 Bay Front Chamber of Commerce
Year 1 Milestones/Checklist
 Organize “Business Concierge” and “Quick Response Team” programs  Establish annually-repeatable process for conducting comparative survey of Pinole’s business/development fees (comparison to fees in 5-10 competitor cities in region) MAJOR INITIATIVE 5: Development Capacity/Placemaking
Brief Description of Program
This strategy will have a multi-pronged,
integrated focus: a) comprehensive
evaluation of the City’s zoning and related
land use policies, to expand capacity for
targeted commercial and light industrial
development; b) City-led initiatives to pursue
development-driven placemaking in special
focus areas (e.g., Downtown and
Waterfront); c) alignment of the City’s Capital
Improvement Plan (CIP) with EDS based on a
comprehensive assessment of infrastructure
needs (including broadband improvements)
in high-priority development areas; d)
coordination of infrastructure financing tools;
and e) implementation of affordable housing
measures relevant to EDS priorities.

City’s Positioning/Roles in Implementation
The City’s Community Development
Department will have a lead role in
coordinating relevant research etc. and
eventually proposing new City zoning policies
and infrastructure investments in response to
emerging market opportunities.

NOTE: This is an “umbrella” initiative and
selected high-priority sub-strategies are
detailed in separate boxes below.
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
MAJOR INITIATIVE 5: Development Capacity/Placemaking
Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later) A. Implement “Reposition Retail” Strategy (see separate box for Sub-Strategy 5A below) B. Study feasibility of Enhanced Infrastructure Financing District (EIFD) (see separate box for Sub-Strategy 5B below)
C. Define process and timeline for updating the Three Corridors Specific Plan (see separate box for Sub-Strategy 5C below)
D. Prepare Broadband Master Plan (this is already a funded City project, separate from the EDS)
E. Support implementation affordable housing measures relevant to EDS (this effort is assumed to be led by City staff other than Economic Development Coordinator) SUB-STRATEGY 5A: Implement “reposition retail” initiative to facilitate revitalization and/or repurposing of high-vacancy shopping centers based on potential market demand for other land uses (including “tech flex” space, office, residential and mixed-use) Brief Description of Program
Although the real estate market analysis
completed for the EDS process indicates
some potential demand for new
retail/restaurant tenancies in Pinole (which
could potentially be focused in specialty
shopping areas such as the downtown),
global trends for the retail industry suggest
that older shopping centers will increasingly
struggle to maintain acceptable occupancy
levels and vibrant tenant mixes. The City will
work proactively with shopping center
owners to define mutually beneficial
solutions to these challenges.

City’s Positioning/Roles in Implementation
The City will take a lead, in-house role in
implementing this strategy. The program will
also involve direct coordination with
property owners and the development
community.

Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later) A. Initiate contact with ownership/management of key shopping centers to assess interest in redeveloping properties and to determine means by which City could facilitate/incentivize action on redevelopment
B. Investigate potential applicability of Federal and State authorized “tools” to increase the feasibility of redevelopment/reinvestment actions (see list of potential tools below); for example, available ARPA funds could potentially be utilized to incentivize/leverage private investment in shopping center revitalization
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PAGE | 53
CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
SUB-STRATEGY 5A: Implement “reposition retail” initiative to facilitate revitalization and/or repurposing of high-vacancy shopping centers based on potential market demand for other land uses (including “tech flex” space, office, residential and mixed-use) C. Conduct focus group meeting with development community (developers and brokers familiar with the Contra Costa County market) to identify market demand prospects for various reuse approaches/concepts:
o Mixed-use development in which a portion of existing retail use is retained, and surplus land is devoted to other uses (e.g., housing and/or office) o Opportunities to fulfill City’s RHNA affordable housing obligations by allowing residential development on shopping center sites
o Opportunities for market-rate housing development (appropriate for a full range of income levels, including “workforce” housing) on shopping center sites o Opportunities to pursue development of Class A office space o Opportunities to pursue development of light industrial / “tech flex” space D. Prepare development prototypes (i.e., drawings/renderings) and pro forma financial analyses to document the potential financial attractiveness (to property owners) of site redevelopment
E. Develop information packages to demonstrate the economic/financial advantages (to property owners) of site redevelopment
Partnership Resources
 Commercial/industrial real estate brokers
 Shopping center owners
 Development community
Other Potential Implementation Tools
 Community Revitalization and Investment Authorities (State legislation)  Enhanced Infrastructure Financing Districts (State legislation)  CERF (state) and ARPA/BBB (federal) funding resources Year 1 Milestones/Checklist
 Coordination/meetings with shopping center owners
 Convene 1
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
SUB-STRATEGY 5B: Study feasibility of Enhanced Infrastructure Financing District (EIFD) Brief Description of Program
EIFD’s are a relatively new tool authorized by
the State of California to fund infrastructure
improvements in targeted development
areas via tax-increment financing. They are
potentially a powerful tool/incentive for
attracting private development/investment.

However, setting up an EIFD involves
significant costs to the municipality. The
intent of this strategy is to investigate the
applicability of the EIFD concept to Pinole’s
targeted development (or redevelopment)
areas and to determine the feasibility of
utilizing ARPA funds to pay for the City’s
upfront costs. Note that this strategy is timesensitive given the expiration date associated with ARPA funding.

City’s Positioning/Roles in Implementation
The City will take a lead, in-house role
implementing this strategy.

Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later) A. Conduct preliminary (no cost) discussions with consultant firms experienced in establishing EIFD’s to get initial assessment of applicability to Pinole and general estimate of City costs involved
B. Investigate potential for utilizing ARPA funds (or other external resources) to pay for upfront costs associated with establishing an EIFD
C. Based on the above, prepare recommended course of action for consideration of City Manager and City Council
D. If initial investigations (steps A-C above) indicate feasibility of the EIFD concept, retain consultant team to prepare necessary studies, etc. to establish EIFD Partnership Resources
 Contra Costa County
Other Potential Implementation Tools
 ARPA funds
Year 1 Milestones/Checklist
 Staff-generated memorandum report, summarizing findings of initial investigations and recommending course of action for City Council’s consideration 65 of 154
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
SUB-STRATEGY 5C: Define process and timeline for updating the Three Corridors Specific Plan
Brief Description of Program
The City of Pinole’s Three Corridors Specific
Plan (adopted in 2010) provided a detailed
framework for development and
revitalization in Pinole’s primary commercial
and industrial corridors. The City’s Strategic
Plan 2020-2025 calls for the Specific Plan to
be updated. Updating the Specific Plan will
strongly support implementation of the EDS
by expanding development capacity for
targeted commercial and industrial
development. From the perspective of the
EDS, it is critical that the updated Three
Corridors Specific Plan accomplish the
following:
 Provide a specific strategy for
Downtown revitalization
 Investigate options for waterfront
development (including potential for
relocation of City facilities to create
new development capacity)
 Allow for appropriate mixed-use
options for obsolete shopping centers
 Incentivize optimal use of “water
view” properties (e.g., allow for highrise development with top-floor restaurants)
 Provide updated analysis of
“opportunity sites” that can
potentially accommodate new
business park and/or industrial
buildings
 Incorporate innovative placemaking
concepts for key community sites
(e.g., “Community Corner”)
 Provide updated infrastructure
assessment and capital improvement
plan for targeted commercial/
industrial development areas
City’s Positioning/Roles in Implementation
The City will take a lead, in-house role
implementing this strategy.
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
SUB-STRATEGY 5C: Define process and timeline for updating the Three Corridors Specific Plan
Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later) A. Convene working group (consisting of City Manager, Community Development Department staff and Public Works staff) to define potential scope of Specific Plan update, taking into account potential interface with EDS initiatives and potential synergies with the recent General Plan Update process
B. Establish preliminary budget for update effort (based on initial estimates from multiple prospective consultants)
C. Investigate potential for utilizing ARPA funds to pay for the Specific Plan update D. Based on the above, prepare recommended course of action for consideration of City Council
Other Potential Implementation Tools
 ARPA funds
Year 1 Milestones/Checklist
 Staff-generated memorandum report, summarizing findings of initial investigations and recommending course of action for City Council’s consideration INITIATIVE 6: Workforce interface
Brief Description of Initiative
The City will systematically interface with
education and workforce development
partners to support the following outcomes:
 Improve information flow between
employers and educators/trainers
regarding needed skills for targeted
industry clusters
 Increase awareness of Pinole
residents about available training/job
placement services
City’s Positioning/Roles in Implementation
Whereas core educational/workforce
development services will continue to be
delivered primarily by partner organizations,
the intent of this strategy is to more strongly
support these partners in a
coordination/clearinghouse capacity. This
coordination role would involve streamlining
and clarifying regional/partner resources to
maximize their value to Pinole’s business
community.

Action Steps
(Gold = Year 1; Green = Year 2; Purple = Year 3 or later)

A. Establish and facilitate periodic meetings of a “Pinole Workforce Development Consortium” (including representatives of the partner organizations listed below); this action item would serve the following major purposes:
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
INITIATIVE 6: Workforce interface
o Coordination of the various service providers related to workforce training to ensure consistent dissemination of information about available programs/resources
o Facilitating useful connections between employers and training organizations B. Conduct survey of Pinole’s resident workforce to identify characteristics (commute distances, occupations, skills, adaptability to remote work, etc.) of Pinole residents who work in other communities
C. Based on workforce survey (Step B above), define strategy for leveraging work-fromhome trends as part of Pinole’s marketing, business attraction and entrepreneurial development strategies)
D. In tandem with partners, establish ongoing mechanisms to improve connection between employers and education/training resources
E. Through PWDC, develop strategy to improve local school quality and performance relative to neighboring cities/districts
Partnership Resources
 WDBCCC
 West Contra Costa Unified School
District
 San Pablo EDC
 Bay Front Chamber of Commerce
Year 1 Milestones/Checklist
 Establish “Pinole Workforce Development Consortium” (PWDC)  Convene 1-2 organization/coordination meetings of PWDC to identify resources available to Pinole workers and firms
 Create webpage listing workforce development resources available through PWDC partners
 Define PWDC strategy for facilitating connections between Pinole firms and PWDC partner resources (for training, etc.)
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CITY OF PINOLE, CA | EDS (PUBLIC REVIEW DRAFT)
Year 1 Staff Time and Other City Resources by Major Initiative / Action Step The table below shows the estimated allocation of time for the proposed 0.50 FTE Economic Development Coordinator during Year 1 of the EDS implementation. The table also notes other major resources (in addition to ED staff time) that will be required to fully implement each action step.

Major Initiative Essential Year 1
Action Steps
Annual Hours –
ED Coordinator
(0.50 FTE)
Other City
Resources Needed

1. Branding/Marketing
 ED website / new brand
 Launch retail/restaurant
tenant recruitment effort
 Civic organization summit
 Plan marketing services
250
Professional
marketing services
(start in Year 2)

2. Business Retention/
Expansion/Attraction
 Define partner roles (MOU)
for business attraction
 In-house plan for existing
business outreach
150
Potential partner
contracts
(start in Year 2)

3. Entrepreneurial
Development
 Inventory regional/partner
programs and resources
 Webpage (partner links)
 Plan “startup network”
workshop (with partners)
100
Potential partner
contracts
(start in Year 2)

4. Business/Development
Friendliness
 Organize “Business
Concierge” and “Quick
Response Team” programs
 Set up annual survey of
competing cities’ fees
150
Potential fee
waivers or
reductions (in
response to
competitive survey)

5. Development
Capacity/Placemaking
 Launch “reposition retail”
 Investigate options/costs
for EIFD formation
 Internal game plan (scope,
etc.) for updating Three
Corridors Specific Plan
250
CDD staff time (in
addition to ED
Coordinator)
EIFD consultant (in
Year 2 or later)

6. Workforce Interface
 Establish Pinole Workforce
Development Consortium
(PWDC)
 Webpage listing workforce
development resources
 Strategy to connect firms
with training resources
100
Host 1-2 lunch
meetings of PWDC
partners
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ATTACHMENT B: City Objectives/Considerations for the EDS Process (from City RFP) City Objective/Consideration How Addressed in EDS Process The City’s central location in the Bay Area,
adjacent to I-80 and San Francisco Bay
Target industry (industry cluster) analysis (EDS p.
21) reviews Pinole’s strengths within context of
two-county East Bay region.

Various maps included in background report
compare Pinole demographic/economic conditions
to surrounding areas. (EDS p. 14, 15)
Pinole’s niche within region addressed in
stakeholder meetings.

Opportunities for “green” and equitable
development
Indirectly addressed in industry cluster analysis,
development capacity/placemaking strategies (e.g.,
focus on affordable housing, EDC p. 51), workforce
development interface (EDS p. 56).

The City’s current strong regional-serving retail,
mix of City revenues, and the changing nature of
retail
Real estate market analysis forecasts retail demand
(summarized in EDS p. 36).

EDS includes “reposition retail” initiative. (EDS p.
52, 53)
The City’s historic Downtown, bisected by a State
highway (San Pablo Avenue)
Recommended update of Three Corridors Specific
Plan (EDS p. 55, 56) would include Downtown
improvement as a major focus.

Downtown intended to be a focus of EDS
branding/marketing initiative (EDS p. 47).

The City’s desire to improve multi-modal
transportation and desire for a pedestrian- and
transit-friendly downtown
Multimodal was not specifically identified as a
priority by stakeholders during the EDS process.

These topics could receive more attention as part
of recommended development-driven
placemaking, involving Downtown (EDS p. 51, 55,
56).

A growing local Chamber of Commerce Recommended as partner in multiple EDS initiatives.

The opportunity to use broadband as an
economic development tool
The City has a planned Broadband Master Plan
initiative separate from the EDS; broadband is
mentioned in general in the EDS (EDS p. 51, 52).

The possibility of using enhanced infrastructure
financing districts as an economic development
tool
EDS Strategy 5B (part of development capacity
initiative) outlines next steps for EIFD feasibility
assessment (EDS p. 54).
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City Objective/Consideration How Addressed in EDS Process The opportunity to collaborate with subregional
and regional economic development
organizations
EDS recommends extensive use of partnerships;
specific partner organizations are recommended
for each EDS initiative/strategy.

The desire to create branding of the City and
placemaking
Golden Shovel Agency (GSA) will be addressing as
part of EDS contract – GSA’s work is currently
underway.

The City’s wastewater treatment plant as a
revenue-generating opportunity
Not specifically addressed yet; can be addressed in
final EDS as appropriate (would require input from
City).

The City’s aging capital infrastructure
Infrastructure was addressed as a general
requirement. A more detailed assessment of
infrastructure would be carried out as part of the
Three Corridors Specific Plan update
(recommended in EDS p. 55).

The City’s desire to support the rehabilitation and
re-use of undeveloped or under-developed
properties
Addressed in terms of revitalization, in
development capacity initiative (EDS p. 53-55).

The desire for residents and businesses to have
opportunitiesto provide inputregarding the City’s
current characteristics, optimal future, and
recommended activities toward economic
development
The EDS committee was structured to provide
representative input from a broad cross-section of
Pinole stakeholders. A Community Preview Draft of
the EDS was prepared as part of this process, which
included a public review/comment period. The EDS
process also included a virtual Community
Workshop as another means for residents and
businesses to provide input.
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City of Pinole Economic Development Strategy (Public Review Draft) The Natelson Dale Group, Inc. | September 6, 2022
Presentation to Pinole City Council

ATTACHMENT C
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Background
• 2020: Strategic Plan Adoption
 Goal 3 (Vibrant and Beautiful Pinole), Strategy 4
 Creation of a comprehensive Economic Development Strategy (EDS) 2021: RFP released
 The Natelson Dale Group (TNDG) was selected to develop the EDS 2 73 of 154
3 Public Review
Draft of EDS
(September)
Community
Workshop (July 20)
Community
Preview Draft
Released (July 7)
EDS Committee
Summit Meetings
(April-June)
Data review
and analysis
(DecemberApril)
Public Review
Draft of EDS
(September)
Community
Workshop (July 20)
Community
Preview Draft
Released (July 7)
EDS Committee
Summit Meetings
(April-June)
Data review
and analysis
(DecemberApril)
Economic Development Strategy Development Process
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4 Major Goals of
EDS (Five Year
Period)
Expand economic
opportunities for Pinole’s
resident workforce
Leverage the
economic
development
potentials of Pinole’s
historic downtown
and waterfront areas
Revitalize Pinole’s other
commercial and industrial
areas
Strengthen the City’s fiscal
position by attracting land
uses and business types that
have the potential to generate
General Fund revenue
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Branding Process (ongoing)
Tasks:
• Development of Name of Pinole ED Program
• Development of Logo and Tagline
• Development of Brand Style Guide
• Preparation of identity materials (including business card, letterhead, envelope, PowerPoint template, etc.)
5 EDS Presentation
Roger Dale, Managing Principal of TNDG
76 of 154

EDS COMMITTEE
The Natelson Dale Group, Inc. 6
Alex Gomez, Kitchen 812
Brian Baniqued, Baniqued Commercial Real Estate
Cheryl Lee, Pinole Library
Dr. Nicole Barnett, Kaiser Permanente
Ivette Ricco, Rotary Club of Pinole
Josephine Orozco, Bay Front Chamber of Commerce
Leslay Choy, San Pablo Economic Development Corporation Lino Amaral, Bay Front Chamber of Commerce
Marc Guzman, Baniqued Guzman Asset Management
Patience Ofodu, Workforce Development Board of Contra Costa County Richard Schoebel, Retail Opportunity Investments Corp.

Stephen Baiter, East Bay Economic Development Alliance
Tamia Brown, Workforce Development Board of Contra Costa County Teresa Stott, Bear Claw Bakery
Wendell Hunter, Butter Pecan Bakery
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EDS PROCESS
The Natelson Dale Group, Inc. 7
• “SWOT” analysis – strengths, weaknesses, opportunities and threats • Target industry analysis
• Real estate market analysis
• Input from EDS Committee (3 meetings)
• Public input
• Public Review Draft EDS – being presented today
• Final EDS
Preparation of the EDS: January 2022 – September 2022
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PINOLE “SWOT” HIGHLIGHTS
The Natelson Dale Group, Inc. 8
Strengths Weaknesses
• Pinole’s retail/restaurant facilities attract consumers from the larger (West Contra Costa County) region
• Waterfront is amenity to both residents and visitors
• Post-pandemic employment and development trends
are likely to help suburban communities
• Limited existing supply of office and industrial space • Limited land capacity for future development
• Fewer residents with bachelor’s, graduate or
professional degrees (compared to East Bay overall)
• Small City (Iimited staffing for ED)
Opportunities Threats
• Potential to expand Downtown Pinole’s status
• Potential to capitalize on waterfront / water views
• Labor force that currently commutes out of the city
• Broaden demographics by expanding housing mix
• Region is economically dynamic
• Pinole’s economy is currently focused mostly on localserving businesses/jobs; export-oriented industries are under-represented compared to the rest of East Bay
• Global declines in brick-and-mortar retail sales
• Minimal population and employment growth
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PRIORITY/TARGET INDUSTRIES
The Natelson Dale Group, Inc. 9
Target industry study identified 9 priority clusters
Pinole’s Existing Core Strengths
• Retail/Restaurant
• Health Services
• Hospitality and Tourism
Regional (East Bay) Clusters
• Information Tech / Analytical Instruments
• Medical devices
• Communications Equipment/Services
• Business/Professional Services
• Insurance Services/Carriers
• Video Production/Distribution
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EDS ACTION PLAN
The Natelson Dale Group, Inc. 10
Action Plan Goals
Goals of the EDS Action Plan
Expand economic opportunities for Pinole’s resident workforce Leverage the economic development potentials of Pinole’s historic downtown and waterfront areas
Revitalize Pinole’s other commercial and industrial areas Strengthen the City’s fiscal position
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OVERVIEW OF EDS INITIATIVES
The Natelson Dale Group, Inc. 11
Industry Targeting: Business Development / Job Creation

1. Implement economic development branding/marketing program

2. Focus City’s business retention/expansion/attraction efforts around high-priority industry clusters

3. Collaborate with regional partners to expand availability of entrepreneurial development resources in Pinole
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OVERVIEW OF EDS INITIATIVES
The Natelson Dale Group, Inc. 12
Umbrella Programs: Creating an Environment for Economic Progress

4. Systematically review and strengthen City’s business/development friendliness

5. Expand development capacity and pursue placemaking projects

6. Enhance City’s interface with education/workforce development partners 83 of 154

EDS IMPLEMENTATION
The Natelson Dale Group, Inc. 13
Important notes on City’s commitment to the EDS:
• Some action items are things City is already doing – not all new commitments • New programs/activities would be phased-in over several years • Most strategies would be carried out in collaboration with non-City partners Preliminary Action Plan assumes that City’s economic development staff would be increased by 0.50 FTE
The 6 major initiatives will be carried out through 52 specific action items:
 27 in Year 1
 19 in Year 2
 6 in Year 3 or later
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CITY STAFFING FOR IMPLEMENTATION OF EDS
The Natelson Dale Group, Inc. 14
New ED Staff Position: Economic
Development Coordinator Community Development Director
Core responsibilities:

Business growth and development
attraction: Development capacity and placemaking:

Branding/marketing coordination Updating/implementing land use plans to expand development/ redevelopment
Business/development friendliness practices capacity
Business retention, expansion, attraction Placemaking improvements to special focus areas Entrepreneurial development
Business/development financing tools Coordination of infrastructure improvements Workforce development interface for targeted development areas Coord. With non-City ED partners Affordable housing interface 85 of 154

HIGH-PRIORITY ACTION ITEMS
The Natelson Dale Group, Inc. 15
Major Strategy Essential Year 1
Action Steps
Branding/Marketing
• ED website / new brand
• Launch retail/restaurant tenant recruitment effort
• Civic organization summit
• Plan marketing services
Business Retention/Expansion/Attraction
• Define partner roles (MOU) for business attraction
• In-house plan for existing business outreach
Entrepreneurial Development
• Inventory regional/partner programs and resources
• Webpage (partner links)
• Plan “startup network” workshop (with partners)
Business/Development Friendliness
• Organize “Business Concierge” and “Quick Response Team” programs • Set up annual survey of competing cities’ fees
Development Capacity/Placemaking
• Launch “reposition retail”
• Investigate options/costs for EIFD formation
• Internal game plan (scope, etc.) for updating Three Corridors Specific Plan Workforce Interface
• Establish Pinole Workforce Development Consortium (PWDC) • Webpage listing workforce development resources
• Strategy to connect firms with training resources
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QUESTIONS AND DISCUSSION
The Natelson Dale Group, Inc. 16
Cover Photo Credits: “Pinole Bayfront Park Sunset” by David Abercrombie – Own work. Licensed under CC BY-SA 4.0 via Flickr.com – https://flic.kr/p/2k9n3GD 87 of 154
Staff Recommendation
Adopt the Economic Development Strategy
17 88 of 154

CITY OBJECTIVES ADDRESSED IN THE EDS PROCESS
The Natelson Dale Group, Inc. 18
City Objective/Consideration How Addressed in EDS Process The City’s central location in the Bay Area, adjacent to I-80 and San Francisco Bay
Target industry (industry cluster) analysis (EDS p. 21) reviews Pinole’s strengths within context of two-county East Bay region.

Various maps included in background report compare Pinole demographic/economic conditions to surrounding areas. (EDS p. 14, 15)
Pinole’s niche within region addressed in stakeholder meetings.

The City’s diverse population
The EDS stakeholder committee reflected the diversity of perspectives defining Pinole’s existing and future economic development potentials. The EDS committee directly influenced the scope and prioritization of EDS action items
Opportunities for “green” and equitable development Indirectly addressed in industry cluster analysis, development capacity/placemaking strategies (e.g., focus on affordable housing, EDC p. 51), workforce development interface (EDS p. 56).

The City’s current strong regional-serving retail, mix
of City revenues, and the changing nature of retail
Real estate market analysis forecasts retail demand (summarized in EDS p. 36).

EDS includes “reposition retail” initiative.

The City’s historic Downtown, bisected by a State
highway (San Pablo Avenue)
Recommended update of Three Corridors Specific Plan (EDS p. 55, 56) would include Downtown improvement as a major focus.

Downtown intended to be a focus of EDS branding/marketing initiative (EDS p. 47).

These topics could receive more attention as part of recommended development-driven placemaking, involving Downtown (EDS p. 51).

A growing local Chamber of Commerce Recommended as partner in multiple EDS initiatives. 89 of 154
CITY OBJECTIVES ADDRESSED IN THE EDS PROCESS (CONT’D)
The Natelson Dale Group, Inc. 19
City Objective/Consideration How Addressed in EDS Process The opportunity to use broadband as an economic
development tool
The City has a planned Broadband Master Plan initiative separate from the EDS; broadband is mentioned in general in the EDS (EDS p. 51, 52).

The opportunity to collaborate with subregional and
regional economic development organizations
EDS recommends extensive use of partnerships; specific partner organizations are recommended for each EDS initiative/strategy.

The desire to create branding of the City and
placemaking
Golden Shovel Agency (GSA) will be addressing as part of EDS contract – GSA’s work is currently underway.

The City’s wastewater treatment plant as a revenuegenerating opportunityNot specifically addressed yet; can be addressed in final EDS as appropriate (would require input from City).

The City’s aging capital infrastructure
Infrastructure was addressed as a general requirement. A more detailed assessment of infrastructure would be carried out as part of the Three Corridors Specific Plan update (recommended in EDS p. 55).

The City’s desire to support the rehabilitation and reuse of undeveloped or under-developed properties Addressed in terms of revitalization, in development capacity initiative (EDS p. 53-55).

The desire forresidents and businessesto have
opportunitiesto provide input regarding the City’s
current characteristics, optimal future, and
recommended activities toward economic
development
The EDS committee was structured to provide representative input from a broad cross-section of Pinole stakeholders. A Community Preview Draft of the EDS was prepared as part of this process, which included a public review/comment period. The EDS process also included a virtual Community Workshop as another means for residents and businesses to provide input. 90 of 154
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CITY COUNCIL MEETING

MINUTES
August 2, 2022

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The City Council Meeting was held in a hybrid format (in-person and via Zoom videoconference and broadcast) from the Pinole Council Chambers, 2131 Pear Street, Pinole, California. Mayor Salimi called the Regular Meeting of the City Council to order at 6:00 p.m. and led the Pledge of Allegiance.

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

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

A. COUNCILMEMBERS PRESENT
Vincent Salimi, Mayor
Devin Murphy, Mayor Pro Tem
Norma Martinez-Rubin, Council Member
Anthony Tave, Council Member
Maureen Toms, Council Member
B. STAFF PRESENT
Andrew Murray, City Manager
Heather Bell, City Clerk
Eric Casher, City Attorney
Chris Wynkoop, Fire Chief
Roxane Stone, Deputy City Clerk
City Clerk Heather Bell announced the agenda had been posted on Thursday, July 28, 2022 at 4:30 p.m. with all legally required written notices. A written comment had been received in advance of the meeting, posted to the City website and distributed to staff and the City Council.

Following an inquiry, the Council reported there were no conflicts with any items on the agenda.

4. CONVENE TO A CLOSED SESSION: None
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk. 9A
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5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION There were no Closed Session items.

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

Natalie Lenz-Acuna, Principal St. Joseph School, representing St. Joseph School, parish communities and her colleague Carol Lujan, who was unable to attend the meeting to speak on her own behalf since she was a victim of a recent vehicle versus pedestrian accident in the crosswalk at Tennent Avenue and Pear Street, and had passed away from her injuries on July

28. She commented on the number of complaints from St. Joseph staff, teachers, parents and extended family members who chose to park in the church parking lot on Tennent Avenue and walk their children to St. Joseph School, and who had reported frequent near-miss accidents in the crosswalk. There was a great volume of pedestrian traffic from the school and the church and parents had even held up stop signs to allow people to safely use the crosswalk but vehicles did not always stop.

Ms. Lenz-Acuna asked the City of Pinole and St. Joseph School to work together to increase safety and consider a stop sign or light at the corner of the frequently-traveled crosswalk or an illuminated crosswalk. She hoped the City Council would consider these changes to make Pinole a safer and better place and asked for a moment of silence in memory of her friend Carol Lujan.

Aaron Covey, Pinole, a St. Joseph School parent, reported on the number of near-miss accidents he had personally experienced in the crosswalk. He too urged the City Council to consider all options to ensure the safety of children and residents.

Fatima Parker, Pinole, a St. Joseph School parent, and an active member of the community, explained that she had been personally impacted by the death of Ms. Lujan who had been a very important part of the community. She too urged the City Council to consider a stop sign or a speed bump for the busy intersection. Parents should not be required to try to stop traffic for themselves so children may safety cross the street.

Kate Gums, Pinole, a St. Joseph School parent, emphasized that the lack of safety at the crosswalk was a huge issue. Her elderly parents parked at the church and oftentimes had to use the crosswalk to pick up her children from school. She agreed a flashing stop light or speed bumps should be considered and urged the City Council to ensure the safety of the community.

Richard Gill, Pinole, emphasized the excessive speed of traffic along Tennent and San Pablo Avenues. He reiterated that Ms. Lujan was a valued member of his family and her death a terrible loss. While he understood the Council was more focused on state and federal issues, he demanded that every block from Pinole Valley Road to the stop light at San Pablo Avenue include four-way stops along with painted crosswalks and signs to warn of stop signs ahead. He also suggested increased enforcement may possibly change the behavior of some drivers. 92 of 154
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Cameron Sasai, Pinole, also spoke to the recent passing and tragic death of Ms. Lujan and offered his sincerest condolences to the Lujan family. He emphasized that everyone had the right to move about safely in the community and no parent should have to worry about their children walking safely home to and from school and/or a parent/grandparent being senselessly hit. He urged the City Council to commit to prioritizing pedestrian safety and consider consulting with local advocacy groups like Bike East Bay, Vision Zero network and others to put pedestrian safety first. He asked the City Council to revisit the recommendations and analyses from the outdated Three Corridors Specific Plan and consider a more comprehensive plan to redesign City streets to be more walkable and incentivize safe mobility usage. While he recognized the City’s limited funds, such a project was needed and deserved in the community. The City Council should identify new revenue streams to make it possible.

Marisa Frias, Pinole, a St. Joseph School parent, commented on many occasions she parked at the church, was a church parishioner and had to cross the crosswalk which had been a challenge with three children. She too was concerned with pedestrian safety. Her daughter was a student of Ms. Lujan and she had been traumatized by Ms. Lujan’s death along with the impacts on school children from the pandemic. She hoped the City Council valued the safety of the community and would do something to keep everyone safe.

Dimari Epps, a St. Joseph School parent, detailed his experiences using the crosswalk and stated Ms. Lujan’s death was a tragedy but the incident was inevitable given the traffic conditions. He walked his two children to school daily and could attest to the number of near misses in the crosswalk and was disappointed residents had to stand before the City Council to request safety consideration such as signage. He emphasized that change was needed and he asked the City Council to do something.

Fiona Epps, Pinole, shared the sentiments on the loss of a beloved community member and the concerns raised by her husband. She suggested this was an opportunity for the City to take immediate action, particularly with school starting in a few weeks.

Sela Keating, Pinole, a St. Joseph School parent and a resident of Pinole Valley Road, had experienced the growth in the community in the five years she had lived in Pinole. She looked forward to future growth and new families but was concerned with safety in the community. Her residence was located across from Pinole Valley Park and there were challenges crossing the street to use the park due to the speed of traffic. She also commented on the excessive speed of traffic throughout the community, with much of the traffic involving cross-traffic from I-80 traveling to the City of Orinda or to the other side of Contra Costa County. She agreed with the unsafe conditions using the crosswalk in the Tennent Avenue to Pear Street intersection to access St. Joseph School and suggested that could be avoided with plenty of options to consider, such as speed bumps.

Alicia Oliver, Pinole, a 6th grader at St. Joseph School, was blessed to attend the school and use the crosswalk two times a day and not be hit by passing motorists. She spoke to her personal experiences using the crosswalk with her family and her fear of being hit by a passing vehicle due to the speed of traffic. She suggested no child or anyone else should be in fear of crossing the street and pointed out the area was heavily populated with two nearby schools and with children traveling to and from school. She recognized this tragedy should never have happened but it had brought awareness to the problem and she hoped the City would so something about it. 93 of 154
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Rafael Menis, Pinole, spoke to the continued spread and case rates of COVID-19 with Pinole continuing to have one of the highest rates in Contra Costa County. He continued to encourage everyone to mask indoors, particularly in crowded areas. He also expressed his condolences to Ms. Lujan’s family and the St. Joseph School and Church communities, and while he understood the City was working on an active transportation plan that may be completed at some point in the future there were numerous potential options for the intersection. There had already been a loss of life and if the City did nothing, he could not imagine that would be the last tragedy. In this case and given the proximity of a school and church as well as the adjacent City Emergency Operations Center (EOC), City Hall and Fire Station, it was critical for the City Council to prioritize the installation of stop signs to control traffic. He suggested that flashing lights or other options may not be enough to change the behavior of motorists.

Peter Myers, Pinole, a parent of upcoming students of St. Joseph School, explained that he had raised his children to live and experience the community from outside of a vehicle. He suggested Pinole had not focused or invested on pedestrian safety as compared to neighboring communities. Tennent Avenue and Pinole Valley Road had no bike lanes marked from the coast to the high school, with few safe bike lanes and crosswalks within the community. There were no safe crosswalks near Pinole Valley Park, and San Pablo Avenue also had no protected bike lanes within the City limits with four-lane crosswalks that were completely unprotected, absent flashing lights, bulb-outs or stop lights. While re-pavement had been done on Del Monte near the 99 Cent Store, the work included no bicycle or pedestrian improvements. He emphasized the City’s infrastructure was decades old and while time and money was needed to make improvements it was the responsibility of everyone to invest in pedestrian and bicycle safety in the City. The City had failed Ms. Lujan and could not fail another soul.

Robert Prinz, Education Director, Bike East Bay, a 50-year old bicycle traffic and safety non-profit representing Contra Costa and Alameda Counties, also expressed his condolences to the friends and loved ones of Ms. Lujan, which he suggested was completely avoidable and the outcome of decisions made on how streets were designed. Bike East Bay strived to encourage more people to bike and walk via infrastructure and programs to ensure the well-being of communities and the environment but rapidly significant traffic safety issues were a deterrent to those goals in Pinole and across the East Bay. Bike East Bay was ready to work with City staff and elected officials to find solutions to the issues described and looked forward to connecting with the City and its residents.

Mayor Salimi thanked the public for the comments and expressed his condolences to the friends and loved ones of Ms. Lujan. As the Mayor, he had worked with the City Manager to make pedestrian and school safety his number one priority. As part of that effort, an Emergency Operations Plan (EOP) had been prepared and would be discussed as part of agenda Item 12A.

He asked for a Moment of Silence in Memory of Carol Lujan at this time.

City Manager Andrew Murray stated City staff was shocked and saddened by the recent incident which had taken Ms. Lujan’s life and also had been saddened it had taken such an incident to crystalize this issue. The City Council and City staff had taken steps to create an active transportation plan and funding for a Local Road Safety Plan (LRSP). Staff would be taking a particular look at this section of the Tennent Avenue corridor to see whether new interventions could be put into place. He also reached out to the Principal of St. Joseph School to be the main contact for the St. Joseph community and assist in brainstorming ideas that could be implemented as solutions. He too offered his condolences to the Lujan family. 94 of 154
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Council member Martinez-Rubin offered her condolences to the Lujan family and anyone who may have been impacted by her loss. She thanked everyone for their comments and urged the community to help the City Council to have people follow the rules and consider viable solutions and sources of funding that could decrease the likelihood of another tragedy. She otherwise provided an overview of how regional roads of significance were defined and why any changes in the long term may take some time.

Council member Tave offered his condolences to the Lujan family, acknowledged there were potential solutions and the community needed to come together to make those decisions on what solutions may work today. He also encouraged public participation on updating the City’s land use plan which dictated how the City was designed and built. He emphasized the City Council took the concerns seriously and would work towards a viable solution.

Mayor Pro Tem Murphy was disheartened and felt the pain expressed by the public. As a frequent pedestrian, he was frustrated that cities were typically centered on vehicles rather than people but he recognized the power of community and innovation and this was an opportunity for viable solutions. He added that while government worked slowly they had to push to make things work faster. He thanked the public for their comments, particularly the young people for describing their personal experiences. He also encouraged public participation in the City’s Traffic and Pedestrian Safety Committee (TAPS) meetings which offered an opportunity to address issues ahead of time, and which currently had vacancies, and he encouraged input on the City’s Capital Improvement Plan (CIP), which was reviewed by the City Council each May/June. He found this was an opportunity to honor the life and spirit of Ms. Lujan.

Council member Toms thanked the St. Joseph School/Church community for its input and for honoring Ms. Lujan in this way to better the community and avoid similar tragedies like the one that had taken her life. She reiterated that the City was working on a LRSP, input had been provided on problem intersections earlier in the year and that data along with the recent tragedy and issues at the crosswalks at Tennent Avenue and at Pear and Plum Streets would be folded into the LRSP. She hoped that City staff would alert the Principal of St. Joseph School when the LRSP was to be considered by the TAPS and the City Council. The TAPS would next meet on August 10, 2022 where public comment would be invited. She encouraged the public to continue its advocacy in Ms. Lujan’s name.

Mayor Salimi declared a recess at 7:18 p.m. The City Council meeting reconvened at 7:22 p.m. with all Councilmembers present.

7. REPORTS & COMMUNICATIONS
A. Mayor Report

1. Announcements
Mayor Salimi thanked the public for its trust in him as the Mayor for the past four years. It had been a pleasure serving the City of Pinole as a City Council member. He had also been proud of the accomplishments the City Council and staff had made over the past few years to unify the City and he detailed a number of accomplishments over the last few years and his own personal accomplishments he promised to make over his four-year term. He took the opportunity to announce he would not be seeking another term on the City Council in November and would serve out his time as the Mayor in the next few months. 95 of 154
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Mayor Salimi emphasized this had been a once-in-a-lifetime experience as a member of the Pinole City Council and he thanked all City staff and his fellow Council members.

B. Mayoral & Council Appointments: None
C. City Council Committee Reports & Communications
Council member Martinez-Rubin reported she had attended a West Contra Costa Transportation Advisory Committee (WCCTAC) meeting and briefed the Council on the discussions.

D. Council Requests for Future Agenda Items
Council member Martinez-Rubin commented she had previously requested a future agenda item for a Health Element for the General Plan and understood the General Plan Consultant was updating the Health and Safety Element, which should suffice. As such, she withdrew her prior request.

Council member Martinez-Rubin had also previously requested a future agenda item for staff to prepare a report on West Contra Costa Unified School District (WCCUSD) plans for events in Pinole that may affect traffic and other unanticipated consequences in the area, which had been precipitated by the unannounced distribution of COVID-19 tests and the associated traffic congestion. She understood that was a one-time event and no other events would likely have the same impact. She therefore withdrew that prior request.

City Manager Murray asked for a motion and vote to remove the requested future agenda item requests. He clarified the Health and Safety Element of the General Plan would have a significant update as part of the current update process and staff had extensive discussions with the WCCUSD about the COVID-19 test distribution issue, which was an unfortunate anomaly. Similar events were not anticipated.

ACTION: Motion by Council members Martinez-Rubin/Toms to remove the two requested future agenda items, as discussed.

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

Absent: None
Council member Tave requested a future agenda item to have a closer look at Tennent Avenue at Pear and Plum Streets with potential solutions and estimated costs, with a presentation from staff on the types of solutions that may be expected in consultation with the consultant.

Mayor Pro Tem Murphy requested the same information be provided for the intersection of Plum Street at Tennent Avenue and Tennent Avenue at San Pablo Avenue. 96 of 154
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City Manager Murray suggested the presentation be extended from the Tennent Avenue corridor with Brandt Court to Pinole Valley Road to San Pablo Avenue and reiterated staff and the consultant had already been looking into feasible traffic control interventions and could prepare a report to the City Council on the status of those efforts.

Council member Tave wanted to see options that would escalate up to speed humps or actual barriers. He sought information the City Council and community could see on the different levels of traffic calming, mitigation and the ideas City staff may have in the form of a presentation.

Council member Toms asked of the timing for the LRSP to return to the City Council.

City Manager Murray explained the LRSP would identify the intersections of greatest concern based on past incident data and would not incorporate anything recent, and the intersections under discussion may not have been noted as a high level of concern but there was nothing to prevent the City from working on interventions for other areas of concern. He understood there were two different scopes of discussion.

Council member Martinez-Rubin expressed a desire as part of the different alternatives/options staff would provide for a report back to the City Council as to which of the options would reduce speed, discourage distracted drivers and ensure drivers remained alert and attentive.

City Manager Murray noted that different interventions required different approaches to resolve the different traffic safety elements. He would review the meeting minutes to ensure those questions were answered for each of the alternatives to the extent possible.

Council member Tave did not want to dive too deep into an analysis that was separate from the LRSP. He again sought information on San Pablo Avenue, Tennent Avenue, Plum and Pear Streets, as discussed, to have a better understanding of what could be done as well as the resources needed to achieve those measures to inform the community of the measures possible.

Consensus given.

Mayor Pro Tem Murphy requested a future agenda item to invite presentations from Bike East Bay and Vision Zero. Consensus given.

Mayor Pro Tem Murphy requested a future agenda item for staff to provide a presentation on membership in CivicWell, a program which inspired, equipped, connected and cultivated civic leadership for local innovation and community change. Consensus given.

Council member Toms requested a future agenda item to invite the WCCUSD to provide a presentation on what was happening in the schools such as sports programs in anticipation of the new school year.

Council member Martinez-Rubin also asked that funding for School Resource Officers (SROs) and traffic safety around schools be part of any presentation from the WCCUSD; Council member Tave also sought information on the financial status of the WCCUSD; and Mayor Salimi suggested how the City collaborated with the WCCUSD in terms of safety when needed also be part of a presentation. Consensus given.

E. City Manager Report / Department Staff
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City Manager Murray briefed the Council on a number of tentative agenda items to be included on the September 6, 2022 City Council meeting agenda. He also encouraged public participation at Music and Moves at the Park events during the summer; with upcoming news anticipated for community meetings planned for the presentation of the draft findings and recommendations from the Community Engagement Plan Consultants as well as a community engagement procedure for the visioning process for the use of the Community Corners lot.

F. City Attorney Report
City Attorney Casher reported the Municipal Code Update Subcommittee had recently met and provided direction to staff to bring forward a resolution to codify the Code of Ethics to be considered by the City Council during a meeting in October, with direction also provided on a number of other ordinances including an ordinance allowing Federal Bureau of Investigation (FBI) background checks for new hires.

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

PUBLIC COMMENTS CLOSED

8. RECOGNITIONS / PRESENTATIONS / COMMNUNITY ANNOUNCEMENTS A. Proclamations: None
B. Presentations / Recognitions: None

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

A. Approve the Special Meeting Minutes of the July 12, 2022, July 13, 2022, and Regular Meeting Minutes of July 19, 2022.

B. Receive the July 16, 2022 – July 29, 2022 List of Warrants in the Amount of $457,805.12 and the July 22, 2022 Payroll in the Amount of $539,692.30 C. Resolution Continuing Authorized Remote Teleconference Meetings Pursuant to AB 361 [Action: Adopt Resolution per Staff Recommendation (Casher)] D. Resolution Approving Settlement of Claim Against PG&E Regarding Water Pollution Control Plant Upgrade Project Delays [Action: Adopt Resolution per Staff Recommendation (Casher)]
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E. Appoint Council Members as Voting Delegates for the 2022 League of California Cities Annual Conference General Assembly Meeting [Action: Appoint Council Members per Staff Recommendation (Bell)]
F. Amendment to the City of Pinole Conflict of Interest Code [Action: Adopt Resolution per Staff Recommendation (Bell)]
G. Adoption of a City Council Resolution to Amend the Master Pay Schedule as Required by California Public Employees’ Retirement System [Action: Adopt Resolution per Staff Recommendation (Shell)]
H. Approve an Amendment to the Employment Agreement for the City Clerk [Action:

Adopt Resolution per Staff Recommendation (Shell)]

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, referenced Item 9D, and asked whether the size of the settlement amount and in a bankruptcy proceeding was typical, and the Mayor advised that staff would have to get back to Mr. Menis with a response.

PUBLIC COMMENTS CLOSED
Mayor Salimi referenced Item 9E and reported at this time he had no plans to attend the 2022 League of California Cities Annual Conference General Assembly Meeting but Council member Tave and Mayor Pro Tem Murphy planned to attend.

Mayor Salimi also reported with respect to Items 9G and 9H and pursuant to Government Code Section 54953 (c)(3), the items involved recommendations to provide the City Manager and City Clerk with three percent Cost of Living Adjustments (COLA) in accordance with their employment agreements. Neither item would have a fiscal impact on the General Fund as the COLA had already been incorporated into the Fiscal Year (FY) 2022/23 budget.

ACTION: Motion by Council member Toms/Mayor Pro Tem Murphy to approve Consent Calendar Items 9A through 9H, as shown.

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

Absent: None

10. PUBLIC HEARINGS: None
Citizens wishing to speak regarding a Public Hearing item should fill out a speaker card prior to the completion of the presentation, by first providing a speaker card to the City Clerk. An official who engaged in an ex parté communication that is the subject of a Public Hearing must disclose the communication on the record prior to the start of the Public Hearing.

11. OLD BUSINESS: None
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12. NEW BUSINESS
A. City of Pinole’s Emergency Operations Plan [Action: Receive Report and Provide Direction (Wynkoop)]
Fire Chief Chris Wynkoop took the opportunity to extend his condolences to the family and friends of Carol Lujan and to the St. Joseph School community.

Fire Chief Wynkoop provided an extensive PowerPoint presentation on the Draft City of Pinole Emergency Operations Plan (EOP). He recommended the City Council review and provide direction on the updated City of Pinole EOP.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, thanked staff for the creation of the detailed and thorough EOP. He referenced Page 19, Section 3.4.2 EOC Activation Levels and Criteria, and asked during the tabletop exercises whether or not it would test the Full Level. He understood some community groups may be involved in the tabletop exercises but the exercises themselves had not been detailed in the EOP and he asked for clarification. As to Page 29, the role of the Public Information Officer (PIO) had been shown as vacant with no assignment and was something that should be flagged to allow a primary person to be appointed. Also, the contact list references, as shown on Pages 41 and 42, had misspelled principal, currently read principle and should be corrected.

Tony Vossbrink, Pinole, asked of the protocols for the Galbreth and Rancho Road escape/pass– throughs in the event of an emergency. In addition, there was a major breach on the side of the Adobe Road Trail where the pass through was caving in which could be an issue in the event of an emergency, and a very large, tall, dead pine tree hung over the rear yard of the caretaker’s home and a Bayliss tree hung off the fence of the same property, which could be a fire hazard for the Pinole Valley.

Fire Chief Wynkoop reported he had made note of the comments and as requested by the Mayor would get back to the speakers with a response.

PUBLIC COMMENTS CLOSED
Council member Martinez-Rubin referenced the list of governing partnership agencies in the EOP and asked that Faith Leadership in Pinole also be included, and Fire Chief Wynkoop reported the EOP was a living document and could be modified.

Council member Martinez-Rubin also referenced the Bay Front Chamber of Commerce and commented in the past she had conversations with the Executive Director of the Chamber whose position was a part-time function. She asked of that individual’s role in the EOP.

Fire Chief Wynkoop suggested that could be amended in the EOP but there were a host of standard community partners and suggested that could be followed up with contact information and he would ensure that position was further defined and evaluated as to whether it should remain in the EOP.
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Council member Martinez-Rubin spoke to her experience in emergency public health operation plans, what segments of a community would be involved in an overall EOP in that context and that EOPs had been developed for business groups. As an example, during power outages adjustments must be made and she asked whether or not a small business would be provided guidance by the City if included in the EOP somehow beyond being made aware of the EOP, but played a role in the EOP and have their own EOP coinciding with what the City was doing.

Council member Martinez-Rubin also referenced health-related treatment facilities and asked if they were regarded as sites for residents to gather for treatment, and City Manager Murray explained that the idea of emergency preparedness and as part of an ongoing campaign to encourage businesses and the community to be prepared, he and the Fire Chief could look through the document again. As the Fire Chief had mentioned, more fine-tuning was required to the document such as correcting spelling errors and updating community contacts. As staff reread the document, they would look at the EOP in the context of emergency preparedness for everyone.

City Manager Murray added that the American Red Cross was primarily relied upon during the care and function of an emergency response. Cities had city departments somewhat accustomed to handle most of the planning in the event of an emergency but not health and welfare services.

As most cities, Pinole would rely on the American Red Cross for care and function of an emergency response to find locations and supplies to care and shelter those who may be displaced and may require medical care. There could be assistance from the local Faith Leadership but that was not typically part of an EOP, which was why a list of community organizations had not been included since that was typically part of the American Red Cross response.

Also, in response to a power outage, as an example, the City would not be responsible for the spoilage of items in local stores from an emergency perspective, and if there was a power outage involving the spoilage of food, the EOP would not be activated. If there was a risk to life and health in the event of a power outage or loss of property that could trigger the activation of the EOP. All business and community members should be prepared to be as self-sufficient as possible in the event of an emergency.

Council member Martinez-Rubin suggested if there was a distinction being made on what the City responded to, they should be overt in encouraging local businesses to be prepared.

Fire Chief Wynkoop acknowledged that the comments from Council member Martinez-Rubin had been noted.

Council member Tave understood in the event of a major earthquake, as an example, the Emergency Operations Center (EOC) Director would coordinate efforts and City Manager Murray detailed the response criteria for the City.

City Manager Murray stated the City would be responsible for getting all the supplies needed for the functions the City was responsible to perform, such as in the field response, firefighting, police and public works and then would rely on the American Red Cross for the sourcing of materials needed. As an example, if a major flooding event, the City should have a roster of businesses identified that had existing contracts in place so that materials could be obtained on a moment’s notice.
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Council member Tave asked how the EOP would be maintained and current, and Fire Chief Wynkoop explained in working with the consultant the contacts and stakeholders in the EOP would be updated annually. In terms of training, Table 6, as shown on Page 19, Section 3.4.2 EOC Activation Levels and Criteria, identified the levels of training and exercises.

Council member Tave referenced Urban Shield, a comprehensive full-scale regional preparedness exercise and other available training programs staff may consider and asked about budgeting for training for City staff and how that training would graduate to certain levels.

Fire Chief Wynkoop suggested the City should take advantage of the training available at the County level to familiarize roles and responsibilities and then rotate staff through available monthly training events.

City Manager Murray explained that the basic concepts of the EOP were pretty standard and would not change, and while the EOP should be kept fresh the basic structure of the elements in the document would remain the same.

In response to Mayor Pro Tem Murphy, City Manager Murray explained that the EOP had been presented to the City Council for informational purposes, with the City Council to provide direction to staff. Again, staff would do another run through of the draft to update items with a Final EOP to then be published. In terms of how the COVID-19 pandemic had been handled, he noted it was primarily handled by the County. The EOC had not been activated due to the pandemic since it was not a cross departmental response, with response largely handled by the County and although the Governor had declared a State of Emergency related to the pandemic, the EOC in Pinole had not been activated. If a large enough event to require all hands on deck for City staff to respond in a cross departmental way, the organization structure of the EOC would need to respond.

Mayor Pro Tem Murphy commented the EOP stated that all planning emergencies were local but some were local but in a Countywide sense such as the pandemic. He understood the State of California was currently under three declared States of Emergency; for COVID-19, Monkey pox and the drought, and while there was some standardization some nuance and specifics would be helpful.

Mayor Pro Tem Murphy also understood the EOP was to include evacuation routes for different emergencies and he was informed by Fire Chief Wynkoop the evacuation routes were part of the Zonehaven Countywide Plan, with information on the County’s Community Warning System (CWS) website where residents could identify evacuation zones in the County and where the evacuation plan for Pinole was active and live.

City Manager Murray noted the EOP would have a traditional static evacuation plan since that was no longer the tool being used for evacuation plans, with the tool being as described by the Fire Chief. Residents could obtain information from the City website and there could be an appendix included in the EOP to access information from Zonehaven.

Mayor Pro Tem Murphy agreed that the PIO should not be shown as vacant in the EOP and that decision point should be included in the Final EOP. He too would like to see the volunteer and field coordination efforts flushed out more in the document, as shown on Pages 41 and 42, and agreed some of those volunteers could be faith-based or service-based organizations. 102 of 154
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Page 13 ends

Mayor Pro Tem Murphy would also like to see more active information around how local agencies and Joint Power Authorities (JPAs) such as RecycleMore and Marin Clean Energy (MCE) may also be involved in the EOP.

Fire Chief Wynkoop added the Community Emergency Response Team (CERT) would be under the auspices of the newly-appointed Prevention Captain who would revisit the program in the next several months in the event collaboration with the Contra Costa County Fire Protection District (Con Fire) took place as hoped since Con Fire also offered CERT training to the community.

City Manager Murray further defined the CERT, which had been inactive in Pinole for a while, with specialized training provided by the Police Department and which may provide assistance in various ways and would be the main set of volunteers along with the American Red Cross in the event of an emergency. He understood the Police Chief planned to reestablish the CERT this year and would be looking for volunteers. He would take another look at the volunteer section of the EOP to ensure that CERT and care and shelter was well defined. He hoped to have more information on the CERT in the next couple of months.

Mayor Pro Tem Murphy suggested a presentation on CERT would also be helpful.

Council member Toms found the EOP to be a useful resource and commented that when there was activation of the EOP, non-sworn staff would be overwhelmed and there were some organizational items that would be useful.

Council member Toms referenced Page 119 where the record of distribution with Con Fire had not been included. Con Fire was not the same as Contra Costa Emergency Services and Con Fire needed its own label. The Crockett-Carquinez Fire Department had also not been included along with a subcategory of utilities including cell operators that would have to be contacted to see if they were filling their generators to ensure communications. The East Bay Regional Communications System Authority (EBRCSA), East Bay Municipal Utility District (EMBUD) and MCE should also be included.

In addition, more specifics needed to be included beyond Contra Costa Emergency Services, with the County Health Department having the ability to notify people who depended on equipment that required electricity and hazardous materials and such.

Council member Toms also commented that Contra Costa County’s EOP worked with a Volunteer Organization Active in Disasters (VOAD), which was the group that worked with all volunteers.

Discussions in the EOP about the Rodeo Municipal Advisory Council (MAC) and El Sobrante MAC contacts should be cleaned up with the County Supervisor for the district identified. It would also be useful for the lists to include telephone/dispatch numbers and email addresses.

Council member Toms referenced Section 3.4.8 Setup Instructions for EOC, as shown on Page 22 of the EOP, and commented that computers were needed given all logistical requests would be through Web EOC for any jurisdiction with training available and computers/laptops were needed with staff to have sign-ins. Backup power had not been identified either and should be included. Page 23 of the EOP, Check-in and Setup Instructions for First-In Staff, referenced faxing information which should also be updated.
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Council member Toms commented that the County’s EOP had its own PIO Division and offered training with many Department Heads having their own PIOs. Pinole should take advantage of that with that PIO involved in providing a great deal of information. Also, Page 36 of the EOP included a lot of resources which should be made into hyperlinks which would save time in an emergency.

Council member Toms really liked the plan but hoped the changes she identified would be considered to allow the EOP to be a great resource in the event of an emergency. She otherwise planned to email staff additional specific comments.

Fire Chief Wynkoop stated he had made note of the comments and welcomed the additional comments from Council member Toms.

City Manager Murray reiterated staff would incorporate the feedback and direction received into the EOP and publish a Final EOP. There were no plans to bring the EOP back to the City Council since the changes were relatively minor, but if the City Council wanted to see the document again that would be acceptable.

Mayor Pro Tem Murphy wanted to see the document again even if placed on the Consent Calendar.

By consensus, the City Council asked staff to bring back the Final EOP to be placed on a future Consent Calendar.

Council member Martinez-Rubin asked how pets would be addressed in the EOP, particularly since Pinole no longer had an Animal Shelter.

Council member Toms reported that Animal Services were a part of the EOP when activated, as needed, and the American Red Cross would look into areas where evacuation with pets were allowed.

Mayor Salimi thanked everyone involved in the development of the Draft EOP.

13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Only open to members of the public who did not speak under the first Citizens to be Heard, Agenda Item 6.

Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.

Vincent Wells, President, Local 1230, reported former Pinole Fire Captain Robert Ramos had been recognized with his name placed on the Fallen Firefighters’ Memorial Wall in Sacramento along with 82 names of fallen firefighters in the State of California. Captain Ramos’ family had been present for the ceremony, which was able to be viewed online. 104 of 154
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Tony Vossbrink, Pinole, hoped the City Council and Mayor were on the same page in making public health and safety a priority. He asked that the Mayor have the following issues resolved prior to leaving office: provide an update on the active shooting incident at the Pinole Valley Bowling parking lot and whether or not a reward had been offered for the suspect’s arrest; an update on the use of the Pinole-Hercules Wastewater Treatment Plant for accurate rates of COVID-19 cases; and a resolution of streetlight outages along Pinole Valley Road.

Mayor Salimi asked that staff provide an update on the items for the September 6, 2022 City Council meeting.

14. ADJOURNMENT to the Regular City Council Meeting of September 6, 2022 in Remembrance of Amber Swartz, Carol Lujan and Pinole Fire Captain Robert Ramos.

At 9:17 p.m., Mayor Salimi adjourned the meeting to the Regular City Council Meeting of September 6, 2022 in Remembrance of Amber Swartz, Carol Lujan and Pinole Fire Captain Robert Ramos.

Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
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CITY COUNCIL
REPORT
9C
DATE: SEPTEMBER 6, 2022
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: ERIC CASHER, CITY ATTORNEY
SUBJECT: RESOLUTION CONTINUING AUTHORIZED REMOTE
TELECONFERENCE MEETINGS PURSUANT TO AB 361

RECOMMENDATION
Staff recommends that the City Council adopt a resolution authorizing the continued use of remote teleconference meetings pursuant to AB 361.

BACKGROUND
On March 4, 2020, Governor Newsom declared a State of Emergency to make additional resources available, formalize emergency actions already underway across multiple state agencies and departments, and help the State prepare for the anticipated broader spread of the novel coronavirus disease 2019 (“COVID-19”). The State of Emergency remains in effect.

On March 18, 2020, the City Manager, acting as Director of Emergency Services, proclaimed a local emergency due to COVID-19 pursuant to California Government Code Section 8630 and Pinole Municipal Code Chapter 2.32. The City Council subsequently adopted a resolution affirming the emergency declaration and continues to reevaluate the need for continuing the local emergency every fourteen (14) days. The local emergency expired on March 31, 2022.

All meetings of the City Council and the City’s other legislative bodies, such as the Planning Commission, are open and public, as required by the Ralph M. Brown Act (Government Code section 54950 et seq.). Any member of the public may attend, participate, and watch the City’s legislative bodies conduct their business. On March 17, 2020, in response to the COVID-19 pandemic, Governor Newsom issued Executive Order N-29-20 suspending certain provisions of the Ralph M. Brown Act in order to allow local legislative bodies to conduct meetings telephonically or by other means during a declared state of emergency and in order to slow the spread of COVID-19. On September 16, 2021, Governor Newson signed Executive Order N-15- 21 signing AB 361 into law to allow legislative bodies of local agencies to meet remotely during state-declared emergencies under certain conditions. AB 361 (2021) took effect October 1, 2021 and will sunset on January 1, 2024. 141 of 154
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AB 361 (2021) allows local legislative bodies to continue to conduct meetings via teleconferencing during a declared state of emergency without complying with certain Brown Act provisions under specified conditions and includes a requirement that the City Council make specified findings. AB 361 provides that, if the state of emergency remains active for more than thirty (30) days, a local agency must make either of the following findings by majority vote every thirty (30) days to continue using the bill’s exemption to the Brown Act teleconferencing rules: (1) a declared state of emergency continues to directly impact the ability of the members to meet safely in person; or (2) state or local health officials continue to impose or recommend measures to promote social distancing. Thus, the City Council has a standing opportunity every thirty (30) days to discuss a return to in-person meetings or continue remote teleconference meetings pursuant to AB 361.

On October 19, 2021, the City Council adopted a Resolution Of The City Council Of The City Of Pinole Authorizing Remote Teleconference Meetings Pursuant To AB 361 and established virtual meetings for all City Council and City Council appointed Board and Commission meetings. The City has subsequently reevaluated and reaffirmed its finding every thirty (30) days thereafter and determined that the conditions under AB 361 continue to exist, in that either it continues to directly impact the ability of members to meet safely in person, or state or local officials continue to impose or recommend measures to promote social distancing. City Council most recently reaffirmed its findings and adopted a Resolution authorizing continued remote teleconference meetings on August 2, 2022.

This staff report discusses whether these conditions under AB 361 continue to exist in order continue the use of remote teleconference meetings, including an in-person hybrid meeting format, pursuant to AB 361.

DISCUSSION
Since near the start of the COVID-19 pandemic the City has been able to conduct meetings of its legislative bodies remotely pursuant to Executive Order N-29-20, which suspended certain provisions of the Brown Act allowing the City to conduct its meetings virtually. The City has established virtual meetings for all City Council and City Council appointed Board and Commission meetings. The virtual meetings have allowed the Council and advisory bodies to continue to conduct City business from remote locations while ensuring the public’s continued access to government meetings in a safe manner.

Since issuing Executive Order N-08-21, the highly contagious Delta and Omicron variants of COVID-19 emerged, causing an increase in COVID-19 cases throughout the State and Contra Costa County. COVID-19 cases surged throughout the State during the winter months with an estimated 1 million new COVID cases a day. As such, Governor Newsom extended the State of Emergency declared on March 4, 2020.

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

The conditions that justified the City Council adopting the Resolution Of The City Council Of The City Of Pinole Authorizing Remote Teleconference Meetings Pursuant To AB 361 in its meeting of October 19, 2021 continue to exist.

The Centers for Disease Control and Prevention (“CDC”) continues to recommend measures based upon COVID-19 community levels based on their local context and their unique needs in efforts to slow the spread of COVID-19 and reduce the rate of infection. The CDC looks at the combination of three metrics - new COVID-19 admissions per 100,000 population in the past 7 days, the percent of staffed inpatient beds occupied by COVID-19 patients, and total new COVID-19 cases per 100,000 population in the past 7 days - to determine the COVID-19 community level. Social distancing is just one of the recommended practice measures and must be taken into consideration with the risk in a particular setting, including local COVID-19 Community Levels and the important role of ventilation.

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

Notwithstanding, the California Department of Health continues to strongly recommend that individuals in these settings continue to wear a mask and is maintaining the masking requirements in specified high-risk settings such as healthcare facilities, long-term care facilities, and homeless and emergency shelters. The California Department of Health continues to find that wearing a face mask in indoor public settings, regardless of vaccination status, remains a critical component for protecting those that are most vulnerable in our communities, including the unvaccinated, the immunocompromised, or those at risk for severe disease and illness.

On September 20, 2021, and again on March 1, 2022, the Health Officer for Contra Costa County issued recommendations for safely holding public meetings. The recommendations were most recently revised on August 9, 2022. At present, the Contra Costa County Health Officer strongly recommends the use of online meetings as an alternative to in-person meetings, offering the public the opportunity to attend via a call-in option or an internet-based service option, to give those at higher risk of and/or higher concern about COVID-19 an alternative to participating in person. 143 of 154
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Remote options and social distancing for those present continues to be the recommended format for public meetings as it presents the lowest risk of transmission of COVID-19, which is particularly important in light of the current community prevalence rate.

The proposed resolution re-affirms the necessary findings in order for the City Council, and all of the City’s legislative bodies, to continue remote teleconference meetings pursuant to AB 361. Additionally, the resolution is necessary in order to allow Staff to return to an in-person hybrid format to allow those at higher risk and/or concern about COVID-19 an alternative to participating in person.

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

ATTACHMENTS
A. Resolution Authorizing Continued Remote Teleconference Meetings Pursuant to AB 361
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1 RESOLUTION NO. 2022-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE AUTHORIZING CONTINUED REMOTE TELECONFERENCE MEETINGS PURSUANT TO AB 361 WHEREAS, all City of Pinole (“City”) meetings are open and public, as required by the Ralph M. Brown Act (Cal. Gov. Code 54950 – 54963), so that any member of the public may attend, participate, and watch the City’s legislative bodies conduct their business; and
WHEREAS, on March 4, 2020, Governor Newsom declared a State of Emergency to make additional resources available, formalize emergency actions already underway across multiple state agencies and departments, and help the State prepare for an anticipated broader spread of the novel coronavirus disease 2019 (“COVID-19”), and Governor Newsom has continued to confirm the continued existence of the State of Emergency; and
WHEREAS, on March 18, 2020, the City Manager, acting as Director of Emergency Services, proclaimed a local emergency due to COVID-19 pursuant to California Government Code Section 8630 and Pinole Municipal Code Chapter 2.32; and
WHEREAS, On March 17, 2020, in response to the COVID-19 pandemic, Governor Newsom issued Executive Order N-29-20 suspending certain provisions of the Ralph M. Brown Act in order to allow local legislative bodies to conduct meetings telephonically or by other means; and
WHEREAS, as a result of Executive Order N-29-20, staff set up virtual meetings for all City Council meetings and meetings of all City legislative bodies, such as the Planning Commission; and
WHEREAS, on September 16, 2021, Governor Newsom signed AB 361 (2021) which allows for local legislative bodies and advisory bodies to continue to conduct meetings via teleconferencing under specified conditions and includes a requirement that the City Council make specified findings; and
WHEREAS, on September 20, 2021, Governor Newsom issued Executive Order N-15-21, delaying the full application of AB 361 (2021) until 11:59 p.m. October 1, 2021; and
WHEREAS, on February 25, 2022, Governor Newsom issued Executive Order N04-22 further extending the sunset of the State of Emergency to an unspecified date and the State of Emergency continues to present; and
WHEREAS, AB 361 provides that it will sunset on January 1, 2024; and

ATTACHMENT A
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2 WHEREAS, in order for legislative bodies to conduct meetings via teleconferencing pursuant to AB 361 (2021), a proclaimed State of Emergency must exist; and
WHEREAS, AB 361 (2021) further requires that State or local officials have imposed or recommended measures to promote social distancing, or, requires that the legislative body determines that meeting in person would present imminent risks to the health and safety of attendees; and
WHEREAS, on October 19, 2021, the City Council adopted Resolution Of The City Council Of The City Of Pinole Authorizing Remote Teleconference Meetings Pursuant To AB 361 upon a finding that such conditions existed in the City of Pinole, specifically, Governor Newsom has declared a State of Emergency due to COVID-19 and the City Council has confirmed the continued existence of the local emergency due to COVID-19; and
WHEREAS, AB 361 (2021) allows the City Council to continue to conduct meetings via teleconference upon a finding every thirty (30) days thereafter, that either a declared state of emergency continues to directly impact the ability of the members to meet safely in person, or state or local health officials continue to impose or recommend measures to promote social distancing; and
WHEREAS, since issuing Executive Order N-08-21, the highly contagious Delta and Omicron variants of COVID-19 have emerged, causing an increase in COVID-19 cases throughout the State and Contra Costa County; and WHEREAS, on August 2, 2021, in response to the Delta variant of COVID-19, the Contra Costa County Health Officer issued Health Order No. COVID19-51, for nearly all individuals to wear masks when inside public spaces and such mandate remains in effect in specified high-risk settings, consistent with California Department of Health recommendations including public transit, healthcare settings and congregate living; and
WHEREAS, on September 20, 2021, and reaffirmed on August 9, 2022, the Contra Costa County Health Officer issued recommendations for safely holding public meetings strongly recommending the of the availability of remote access as an alternative to participating in person at meetings as it presents the lowest risk of transmission of COVID-19 and such recommendation remains in effect; and WHEREAS, the Centers for Disease Control and Prevention (“CDC”) recommends safety measures based upon COVID-19 community levels based on their local context and their unique needs in efforts to slow the spread of COVID-19 and reduce the rate of infection; and
WHEREAS, because of the rise in cases due to the Delta and Omicron variants of COVID-19, the City Council is concerned about the health and safety of all individuals 146 of 154
3 who intend to attend City Council meetings and meetings of the City’s other legislative bodies; and
WHEREAS, the City Council desires to provide a way for the Council, staff, and members of the public to participate in meetings remotely as an alternative to having to attend meetings in person; and
WHEREAS, the City Council hereby finds that the presence of COVID-19 and the increase of cases due to the Delta and Omicron variants would present imminent risks to the health or safety of certain attendees, including legislative bodies and staff, during in person meetings; and
WHEREAS, the City shall ensure that it’s meetings comply with the provisions required by AB 361 (2021) for holding teleconferenced meetings; and WHEREAS, the City Council has re-affirmed the necessary findings in order for the City Council, and all of the City’s other legislative bodies, to continue to hold remote teleconference meetings pursuant to AB 361, in whole or in part, and on that basis adopted a Resolution Of The City Council Of The City Of Pinole Authorizing Continued Remote Teleconference Meetings Pursuant To AB 361 on November 16, 2021, and every thirty (30) days thereafter; and
WHEREAS, the City Council has reconsidered the need to conduct meetings remotely within thirty (30) days of the Resolution and finds the need continues to exist.

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

1. The above recitals are true and correct, and incorporated into this Resolution.

2. In compliance with AB 361 (2021), and in order to continue to conduct teleconference meetings, in whole or in part, without complying with the usual teleconference meeting requirements of the Brown Act, the City Council makes the following findings:
a) The City Council has reconsidered the circumstances of the State of Emergency; and
b) Either of the following circumstances exist: The state of emergency continues to directly impact the ability of members to meet safely in person, or State or local officials continue to impose or recommend social distancing measures.
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4 3. The City Council and all of the City’s other legislative bodies may continue to meet remotely in compliance with AB 361 (2021), whether in whole or part, in order to better ensure the health and safety of the public.

4. The City Council will revisit the need to conduct meetings remotely within thirty (30) days of the adoption of this resolution.

PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on the 6th day of September, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I hereby certify that the foregoing resolution was introduced, passed, and adopted on the 6th day of September, 2022.
____________________________
Heather Bell, CMC
City Clerk
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CITY COUNCIL
REPORT
9D
DATE: SEPTEMBER 6, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE

SECOND AMENDMENT TO AGREEMENT WITH CLIENT FIRST

TECHNOLOGY CONSULTING TO PROVIDE SUPPORT SERVICES

DURING THE UPGRADE AND MIGRATION OF THE 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 execute an amendment to the Consultant Services Agreement with Client First Technology Consulting to include the following tasks:
a. Geographical Information System (GIS) data conversion services to meet TRAKiT GIS Integration requirements ($19,600)
b. Back-end TRAKiT fee configuration services to update new Community Development, Public Works, and Fire Department fees effective September 1, 2022 ($18,900)
c. Time and Materials contingency for support during the upgrade and migration ($11,350)

2. Appropriates $49,850 from the Building fund to support the project.

BACKGROUND
The City of Pinole was an early adopter of an electronic building and planning permit tracking system, acquiring permitting software (TRAKiT) in 1999. The software was last updated in 2015, is not web-based, is currently outdated and unsupported, and in need of an upgrade. The City Council approved a contract on June 7, 2022 with the company that owns TRAKiT, CentralSquare Technologies, to upgrade to the newest version of TRAKiT. The Community Development Department has begun working with CentralSquare Technologies on the upgrade, which will automate work processes, allow field staff remote access, and engage citizens and customers by providing 24/7 online access to apply for and track a permit.
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City Council Report
September 6, 2022 2
The City has contracted with Client First Technology Consulting (Client First) since February 2022 to get assistance with the City’s contract negotiations with CentralSquare Technologies and to get assistance in configuring the new version of TRAKiT and migrating data to it. The original Client First contract amount was not to exceed $49,959.

In June 2022, the City Council authorized a contract fee increase of $30,000 for Client First to provide continued support though implementation phase of the permitting system.

DISCUSSION AND ANALYSIS
City staff has identified the need for the following additional support from Client First:

1. GIS/TRAKIT INTEGRATION SUPPORT
This will include creation and clean up of core GIS data layers to support the GIS/TRAKiT integration, data formatting, creating ArcGIS online map services, creation, and creating maintenance procedures and standard operating procedures. Staff has been working with ClientFirst to identify the necessary improvements needed to ensure the City will have full functionality of GIS/TRAKiT integration which will allow the public to view development activities such as permits, projects, land management, code enforcement, licensing, and inspections and staff to view related records associated with a parcel, create permits, and code cases directly from a map, and run a query to illustrate search results. The budget for this item is a fixed fee of $19,600 for ClientFirst to provide the needed GIS clean up and integration services.

2. FEE SCHEDULE UPDATE
With the adoption of new user fees in June of 2022, including a complete restructuring of the Building Division fees, the existing TRAKiT permitting system’s fees are out of date. Staff in Community Development have not been trained on updating the back-end fees. Updates to the fees require significant time in creating new fees, updates to TRAKiT configuration as needed for types and subtypes, updates to existing fees, matching up TRAKIT fees to Master Fee Schedule fees by name, verification, and testing of fee formulas. The estimated budget, on a time and materials basis is $18,900 for ClientFirst to assist in updating fees.

3. CONTINGENCY
Staff recommends a buffer of $11,350 (10% of the contract total) to account for additional task items that may be required during the upgrade, migration, and implementation process. This buffer would only be used by ClientFirst for specific services related to the TRAKiT update after receiving written confirmation by the Community Development Director.
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September 6, 2022 3

FISCAL IMPACT
The total additional contract cost with ClientFirst is $49,850. Staff recommends that the additional needed funding be allocated from the Building Fund to support the project.

ATTACHMENTS
A. Resolution
Exhibit A: ClientFirst GIS Proposal
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RESOLUTION NO. 2022-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE APPROVING AN

AMENDMENT TO THE CONTRACT WITH CLIENTFIRST TECHNOLOGY
CONSULTING AND AMENDS THE FY 22/23 BUDGET TO APPROPRIATE $49,850

FROM THE 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, to support the work of implementation of the new system, including GIS integration and fee update services, additional IT consulting services from Client First is desired; and
WHEREAS, additional funding will be required to support 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- The City Manager to amend a Consultant Services Agreement with First Client (Exhibit A, herein) in an amount not to exceed an additional $49,850 for GIS/TRAKiT Integration support, updates to the back-end of TRAKiT for new user fee configuration and an added contingency for the project management and hands-on configuration assistance to migrate to the latest version of TRAKiT, in a form approved by the City Attorney; and
2- Amends the FY 2021/22 budget to appropriate $49,850 from the Building Fund to support the GIS integration and fee update services from Client First.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 6th day of September, 2022 by the following vote:

ATTACHMENT A
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AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 6th day of September, 2022
____________________________________
Heather Bell, CMC
City Clerk
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AMENDMENT No. 2 TO THE

CONSULTING SERVICES AGREEMENT

BETWEEN THE CITY OF PINOLE AND

CLIENT FIRST TECHNOLOGY CONSULTING
This Second Amendment to the Consulting Services Agreement dated February 22, 2022 (the “Agreement”), between the City of Pinole, a general law city and municipal corporation, (“City”) and Client First Technology Consulting (“Consultant”) (together sometimes referred to as “Parties”) is approved as of the date executed below.

Effect of Amendment. The terms and conditions of this Amendment are intended by the Parties to modify the Agreement. To the extent there is any inconsistency between the terms of this Amendment and the terms of the Agreement and/or its Appendix, the terms of this Amendment shall control.

Exhibit A of the Agreement shall be amended to include the Consultant’s scope of work listed on pages 4-6 of the Consultant’s proposal of July 21, 2022, required updates to TRAKiT configuration and fees for Planning, Building, Code Enforcement and Fire new user fees (including creating new fees, updates to TRAKiT configuration as needed for types and subtypes, updates to existing fees, matching up TRAKIT fees to Master Fee Schedule fees by name, verification and testing of fee formulas) and any modifications or additions agreed to by the Parties.

Section 2 of the Agreement shall be amended to increase the total fee by Forty-Nine Thousand Eight-Hundred and Fifty Dollars ($49,850), from Seventy-Four Thousand, Nine Hundred and Fifty-Nine Dollars ($74,959) to a total not to exceed amount of One Hundred and Twenty-Four Thousand, Eight Hundred and Nine Dollars ($124,809).

With the exception of the foregoing, all other terms and conditions in the Service Agreement, as previously amended, remain in force and effect.

The Parties have executed this Amendment to the Agreement as of the date signed by the City.

City of Pinole Contractor
____________________________ _______________________
Andrew Murray, City Manager David W. Krout, Managing Partner Dated: _____________________ Dated: __________________
Attest:
___________________________________
Heather Bell, City Clerk
Approved as to Form:
___________________________________
Eric S. Casher, City Attorney

EXHIBIT A
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Pinole City CouncilSeptember 6, 2022

Pinole City Council
September 6, 2022