Pinole City Council
April 29, 2023

PINOLE CITY COUNCIL

SPECIAL MEETING AGENDA

CITY COUNCIL
Devin T. Murphy, Mayor
Maureen Toms, Mayor Pro Tem
Cameron Sasai, Council Member
Anthony Tave, Council Member
Norma Martínez-Rubin, Council Member

SATURDAY
April 29, 2023
9:00 A.M
Please note: HYBRID MEETING FORMAT
Attend in Person: PINOLE CITY COUNCIL CHAMBERS - 2131 PEAR STREET OR
Attend VIA ZOOM TELECONFERENCE – Details provided below How to Submit Public Comments:

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

Via Zoom:

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

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

When the Mayor opens the comment period for the item you wish to speak on, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have 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.

CORONAVIRUS ADVISORY
INFORMATION:

CLICK HERE for City Updates
CLICK HERE for County Updates
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City Council
Agenda – April 29, 2023

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
Agenda –April 29, 2023

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 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

5. WORKSHOP ITEM
A. Special City Council Meeting on Strategic Planning [Discuss and Provide Direction (Murray)]

6. ADJOURNMENT to the Regular City Council Meeting of May 2, 2023 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, and on the City’s website, not less than 24 hours prior to the meeting date set forth on this agenda.
________________________
Heather Bell, CMC
City Clerk
POSTED: April 25, 2023 at 5:00pm
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CITY COUNCIL
REPORT
5A
DATE: APRIL 29, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: ANDREW MURRAY, CITY MANAGER
SUBJECT: SPECIAL CITY COUNCIL MEETING ON STRATEGIC PLANNING

RECOMMENDATION
Staff recommends that the City Council hold a special Council meeting on April 29, 2023 to receive training and conduct strategic planning.

BACKGROUND
In the past, the City Council has held special meetings on a biennial basis to receive training and conduct strategic planning. The Council last held such a meeting in January 2021, and prior to that, in June 2019, and has calendared a similar meeting for April 29, 2023.

At the meetings in June 2019 and January 2021, the City Council developed and refined the City’s 2020-2025 Strategic Plan, attached. The Strategic Plan identified the City Council’s vision for the community, the mission of the City organization, the Council’s goals for the community, and 22 specific strategies for the City to undertake to help achieve the vision, mission, and goals.

The consultant that facilitated the development of the Strategic Plan recommended that the City revisit the Strategic Plan at its midpoint to confirm that the goals and strategies still meet the City’s needs. The Strategic Plan spans six calendar years (2020-2025) and five fiscal years (FY 2020/21 - FY 2024/25). It is now the midpoint of the Strategic Plan’s lifespan, and an appropriate time to revisit it and possibly revise it. If the City would like to create a successor Strategic Plan, it would be appropriate to begin that process in 2025, so that a new plan could be in place beginning in 2026.

The City has engaged The Mejorando Group to facilitate the April 29, 2023 meeting.

The firm has extensive experience working with cities on training and strategic planning. The Mejorando Group will cover the following matters at the April 29, 2023 meeting:
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City Council Report
April 29, 2023 2
• Training on the benefits of good government, team effectiveness and collaboration, and roles in the council-manager form of operation; • Review and possible revision of the 2020-2025 Strategic Plan; and • Review of staff’s baseline work activities, Capital Improvement Plan (CIP) projects, and other special projects that the City Council has assigned to staff beyond the Strategic Plan and CIP.

Attached find The Mejorando Group’s agenda and slides for the meeting.

REVIEW & ANALYSIS
As noted above, The Mejorando Group will provide training at the meeting on the benefits of good government, team effectiveness and collaboration, and roles in the council-manager form of operation. The training will reference the City Council Norms of Behavior (attached) and the Code of Ethics (attached).

The Mejorando Group will lead the City Council in reviewing the 2020-2025 Strategic Plan. The City Council can revise the Strategic Plan if desired. The most recent quarterly update on implementation of the Strategic Plan is attached for reference.

The Mejorando Group will also lead a summary review of City staff’s baseline work, which includes routine work and staff-initiated special projects; the projects in the CIP; and other special projects that the City Council has assigned to staff beyond the Strategic Plan and CIP.

Staff’s routine work is well described in the Fiscal Year (FY) 2022/23 Operating and Capital Budget, and staff-initiated special projects are well described in the recently published 2022 Year in Review and 2023 Look Ahead report, attached. Staff-initiated special projects include the following, among many others:
• Implementation of a new system for online payments for City services and City payments to vendors;
• Creation of numerous updated policies and procedures, such as the procurement procedures;
• Creation of an Emergency Action Plan (EAP) for City Hall; • Restarting the cogeneration system at the wastewater treatment plant (WWTP);
• Project HOPE to assist unhoused members of the community; and • Collaboration on the installation of an evacuation route between Galbreth Road and Rancho Road.

A summary of the status of the City’s CIP projects from the most recent quarterly update is attached for reference.
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City Council Report
April 29, 2023 3
Additional projects and activities that the City Council has assigned to staff, beyond staff’s baseline work, the Strategic Plan, and the CIP, and on which staff is still working, include the following:
• Additional City-coordinated community events (Earth Month, civic and LGBTQ pride, fireworks);
• Development of the Climate Action and Adaptation Plan (CAAP); • Disposal and/or visioning for surplus City property;
• Development of regulations regarding single-use plastics; • Research on options for just cause eviction regulations; • Research on a potential citywide project labor agreement; • Research on a potential public bank;
• Creation of a sister city agreement;
• Implementation of a City of Pinole job fair;
• Implementation of a weatherization program;
• An electric vehicle (EV) charging station feasibility study; • Preparing an analysis of the City’s pension trust fund; and • Research on additional food security and recovery activities.

The Strategic Plan, CIP, staff-initiated special projects, and other special projects that the City Council has assigned to staff comprise a thoughtful list of projects that will enable the City to operate strategically and efficiently and meet the community’s needs. City staff believes that it will be able to meet the project schedules outlined in the Strategic Plan and CIP as well as complete the current list of staff-initiated special projects and additional projects that Council has assigned by the end of FY 2023/24.

City staff recommends that the City Council consider, as part of the April 29, 2023 meeting, establishing that the list of already-assigned special Council projects will be the list of special projects for FY 2023/24, as staff does not have the capacity to undertake any additional projects. Staff also recommends that the City adopt a practice of not adding any special projects mid-fiscal year unless an existing special project is taken off of the list.

FISCAL IMPACT
There is no fiscal impact from discussing the City’s Strategic Plan or other workplan items. Any funding required to complete Strategic Plan items or other City workplan items will be considered and approved by the City Council as part of the annual operating and capital budget.

ATTACHMENT(S):

A: 2020-2025 Strategic Plan
B: The Mejorando Group’s “Advance” Meeting Agenda and Slides C: City of Pinole City Council Norms of Behavior
D: City of Pinole Code of Ethics
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City Council Report
April 29, 2023 4
E: Quarterly Report on Implementation of the Strategic Plan for Fiscal Year (FY) 2022-23 Second Quarter
F: 2022 Year in Review and 2023 Look Ahead Report
G: City of Pinole Capital Improvement Plan Status of Scheduled Projects for FY 2022/23 Thru December 31, 2022
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City of Pinole
Strategic Plan
2020 – 2025
Vision
Mission
Goals
Strategies
February
2020

ATTACHMENT A
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Page i
City of Pinole Strategic Plan 2020 - 2025 February 2020 Prepared for the City of Pinole by Management Partners
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Page ii
City of Pinole Strategic Plan 2020 - 2025 February 2020

TABLE OF CONTENTS
Table of Contents
Introduction......................................................................................................................................................1 City of Pinole Leadership................................................................................................................................2 Strategic Plan Process and Themes...............................................................................................................3 Vision................................................................................................................................................................5 Mission .............................................................................................................................................................6 Pinole’s Goals..................................................................................................................................................7 Goal 1. Safe and resilient Pinole ....................................................................................................................8 Goal 2. Financially stable Pinole.....................................................................................................................9 Goal 3. Vibrant and beautiful Pinole .............................................................................................................10 Goal 4. High performance Pinole..................................................................................................................11 Conclusion.....................................................................................................................................................12 10 of 57
Page iii
City of Pinole Strategic Plan 2020 - 2025 February 2020 This Page Purposely Left Blank
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Introduction Page 1
City of Pinole Strategic Plan 2020 - 2025 February 2020 Introduction
The City of Pinole Strategic Plan 2020 – 2025 expresses the City’s vision, mission, goals, and strategies for the next five years. It was developed through an extensive research and engagement process led by Management Partners, described in detail below, that began in June 2019.

The vision, mission, goals, and strategies are based on the information and perspectives provided by Pinole’s community members, appointed officials, staff, and the City Council.

The vision is our aspiration for the future. The mission is the City organization’s statement of purpose. The goals are the main objectives that need to be achieved in order to obtain the vision. Each goal contains a list of specific strategies (deliverables). Following City Council approval of the Strategic Plan, staff will develop an implementation action plan to assign responsibility and timelines for completion of the strategies.

The City would like to thank all of the stakeholders that participated in the development of the Strategic Plan, and encourage everyone to remain engaged with the Strategic Plan by monitoring the City’s progress and celebrating the results we achieve and deliver together. 12 of 57
City of Pinole Leadership Page 2
City of Pinole Strategic Plan 2020 - 2025 February 2020 City of Pinole Leadership
City Council
Roy Swearingen
Mayor
Norma Martinez-Rubin
Mayor Pro Tem
Pete Murray
Council Member
Vincent Salimi
Council Member
Anthony L. Tave
Council Member
Executive Team
▪ Andrew Murray, City Manager
▪ Hector De La Rosa, Assistant City
Manager
▪ Eric Casher, City Attorney
▪ Neil Gang, Police Chief
▪ Heather lopu, City Clerk
▪ Andrea Miller, Finance Director
▪ Tamara Miller, Development
Services Director / City Engineer
▪ Chris Wynkoop, Fire Chief
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Strategic Plan Process and Themes Page 3
City of Pinole Strategic Plan 2020 - 2025 February 2020 Strategic Plan Process and Themes

BENEFITS OF STRATEGIC PLANNING
The City of Pinole’s Strategic Plan contains a vision, mission, goals, and strategies. Strategic planning helps a community identify its highest priority interests, articulates a vision of the future, and clearly communicates the City’s direction amidst competing demands. Moreover, the plan provides a framework for reporting progress on how the City is achieving its vision through defined goals.

PLAN DESIGN APPROACH
Community Engagement
A public engagement plan was developed to gather input from a crosssection of elected and appointed officials along with community members. In each engagement event, participants were invited to share their aspirations for the community and insights about Pinole’s accomplishments, challenges, and opportunities. The public input opportunities that informed the Strategic Plan included the following:
• City Council Workshop: On June 27, 2019, the City Council and City Manager participated in a one-day workshop and identified key community priorities as well as their vision for the future. • Boards and Commissions Focus Group: On August 26, 2019, 11 members, representing the City of Pinole Planning Commission, Community Services Commission, and Traffic and Pedestrian Safety Committee, shared their perspectives about strengths, challenges, and opportunities of the City.
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Strategic Plan Process and Themes Page 4
City of Pinole Strategic Plan 2020 - 2025 February 2020 • Community Meetings: Members of the community were invited to identify community strengths, challenges, and opportunities in four separate meetings. A total of 57 community members attended meetings held at four separate locations across the city and at four different times on September 25 and October 7, 2019.
• Departmental Questionnaire and Meeting: Each City department provided responses to a questionnaire that focused on identification of current City projects and future needs. The executive team met on October 30, 2019 to review the engagement results and discuss key community trends in preparation for the Council workshop in January 2020.
• Strategic Plan Workshop: The Council held a Strategic Plan workshop on January 25, 2019. The City Council reviewed a summary of all public engagement input and key community trends presented in an environmental scan. Following a review of the information, the Council developed the vision, mission, goals and strategies contained in this document.

Community Engagement Themes
Community members indicated that they value Pinole’s strong sense of community, good school system, ethic of citizen involvement, location, open space, and small-town feel. Community members also expressed interest in seeing improvements to the following:
• Consistent communication with community members,
• Community engagement opportunities,
• Emergency preparedness,
• Fiscal stewardship and sustainability,
• Long range capital planning and maintenance of current assets, • Neighborhood beautification efforts,
• Economic development and downtown redevelopment,
• Regional and legislative partnerships, and
• Employee attraction, retention, and development.

Environmental Scan
The Strategic Plan was also informed by an environmental scan. The scan included a summary of Pinole’s demographic and community trends. The scan also provided an overview of recent patterns in housing, public safety, development, transportation, and traffic congestion. The scan included information about the City’s current and future financial forecasts. The impacts of climate change were also discussed along with a review of overall community resilience.
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Vision Page 5
City of Pinole Strategic Plan 2020 - 2025 February 2020 Vision
The vision statement is an
aspiration for the future.

It is a statement
of where the
community is going.
“Pinole is a safe,
vibrant, and innovative
community with small
town charm and a high
quality of life.”
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Mission Page 6
City of Pinole Strategic Plan 2020 - 2025 February 2020 Mission
A mission is a
statement of the purpose
of the organization.

It fundamentally defines
what the organization
stands for and what it will do.
“Pinole will be efficient,
ethical, and effective in
delivering quality
services with community
involvement and fiscal
stewardship.”
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Pinole’s Goals Page 7
City of Pinole Strategic Plan 2020 - 2025 February 2020 Pinole’s Goals
The Strategic Plan contains four goals. The goals, along with their definition statement, are listed below.

Safe and Resilient
Pinole
Develop and communicate community resilience through
quality public safety service delivery, property maintenance policies and practices, and disciplined investment in
community assets.

Financially Stable
Pinole
Ensure the financial health and long-term sustainability of the City.

Vibrant and
Beautiful Pinole
Facilitate a thriving community through development policies and proactive relationship building.

High Performance
Pinole
Build an organization culture that is efficient, ethical, and effective in delivering quality services with community involvement and fiscal stewardship.
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Pinole’s Goals Page 8
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 1. SAFE AND RESILIENT PINOLE
Develop and
communicate
community resilience
through quality public
safety service delivery,
property maintenance
policies and practices,
and disciplined
investment in
community assets.

STRATEGIES

1. Conduct a citywide asset condition assessment.

2. Update the emergency preparedness and response plan
(including results of the facilities and equipment assessment).

3. Explore restoring the community emergency response team (CERT) program and conducting annual tabletop exercises and community drills.

4. Review, prioritize, and implement as appropriate the 2019 fire service study recommendations.
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Pinole’s Goals Page 9
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 2. FINANCIALLY STABLE PINOLE
Ensure the financial health and longterm sustainability of the City.

STRATEGIES

1. Develop a long-term financial plan (LTFP) and use it to guide budget and financial decisions (including policies regarding reserves and management of liabilities).

2. Conduct a comprehensive fee study to ensure cost recovery of current and potential service fees. (Evaluate implementing an online payment platform.)

3. Establish a program to evaluate grant opportunities and capacity.

4. Explore an array of revenue generation opportunities to recover costs.

5. Develop a disciplined approach to funding infrastructure maintenance and improvements.
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Pinole’s Goals Page 10
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 3. VIBRANT AND BEAUTIFUL PINOLE
Facilitate a thriving community
through development policies
and proactive relationship
building.

STRATEGIES

1. Update the General Plan and Three Corridors Specific Plan.

2. Develop/create a comprehensive strategy to encourage streamlining the rehabilitation and re-use of undeveloped or under-developed properties.

3. Partner with regional for- and non-profit housing organizations to provide an array of housing options consistent with community income levels.

4. Develop a comprehensive economic development strategy that includes a focus on downtown redevelopment to activate the core of the community as a destination for the region (including gateway and wayfinding signage as well as branding).

5. Partner regionally to improve and enhance transportation circulation, including public transit, cars, bikes, and pedestrians.

6. Conduct a review and update of the City’s code enforcement and property maintenance programs with a focus on increased beautification efforts and investment in community amenities, business districts, and nuisance abatement.
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Pinole’s Goals Page 11
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 4. HIGH PERFORMANCE PINOLE
Build an organization culture
that is efficient, ethical, and
effective in delivering quality
services with community
involvement and fiscal
stewardship.

STRATEGIES

1. Develop an employee attraction, retention and development plan. a. Analyze the City’s classification and compensation system and update as needed.

2. Conduct a citywide organization review to optimize efficiencies.

3. Review citywide implementation of best practices and improve processes.

4. Develop a strategic communication plan (i.e., public information officer, messaging, marketing, technical implementation).

5. Develop a public engagement plan.
a. Develop policies and practices that provide a framework for diverse community members to connect, interact, and
proactively participate.
b. Explore opportunities for meaningful youth participation in city and community life.
c. Develop a robust volunteer and internship program.

6. Develop a comprehensive information technology Strategic Plan.

7. Develop an interagency legislative advocacy program. 22 of 57
Conclusion Page 12
City of Pinole Strategic Plan 2020 - 2025 February 2020

CONCLUSION
As described earlier, the Strategic Plan is accompanied by an implementation action plan that sets forth
timelines and staff assignments. Progress reports will
be provided periodically throughout the year to the City Council. Community members are encouraged to attend
City Council meetings to learn more.
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City of Pinole Strategic Plan 2020 - 2025 February 2020 PINOLE, CA 94564
(510)724-9826
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1 City of Pinole
Mayor and City Council
Advance Meeting Agenda
April 29, 2023
Facilitated by Patrick Ibarra
The Mejorando Group

1. Welcome, Introductions, and Agenda for the Day (9:10 – 9:20)

2. Benefits of Good Government Group discussion of the benefits of Good Government and the evolving role of city councils as community builders. (9:20 – 9:40) Refer to page 2

3. Governing Body/Team Effectiveness and Strategies for Effective Collaboration – Review and discuss the keys to the group’s effectiveness including the “City Council Norms of Behavior” and “Code of Ethics and Conduct.”. (9:40 – 10:15) Refer to pages 3 and 4
Break 10:15 – 10:30

4. Refresher on the Council-Manager Form of Operation – Discuss the various roles and expectations of Elected Officials, City Manager, department directors, City staff and community members. (10:30 – 10:50) Refer to page 5

5. Review of 2020 – 2025 Strategic Plan and Possible Update – Review and possible update of the 2020-2025 Strategic Plan. (10:50 – 11:30) Refer to page 6 Lunch Break 11:30 – 12:00

6. Establishment of FY 23/24 Council-Directed Special Project Workplan (12:00 – 1:00) Refer to page 7
 Brief refresher on staff’s baseline work (routine and process improvement)  Brief refresher on CIP
 List of already assigned non-Strategic Plan Council-directed special projects  Establishment of FY 23/24 special project workplan

7. Next Steps - Discuss next steps…. (1:00 – 1:30)

ATTACHMENT B
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2 BENEFITS FROM GOOD GOVERNMENT
“Role of local government is to be the
facilitator for a
better quality of life.”
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3 ENHANCING CREDIBILITY AS A

GOVERNING BODY
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4 STRATEGIES FOR CREATING A MORE

COLLABORATIVE, EFFECTIVE COUNCIL
1) Develop a sense of team – a partnership with the city manager to govern and manage the city.
2) Civility and Council Member Behavior
3) Think and Act Strategically
4) Respect “shared constituency”
5) Understand and Demonstrate the Elements of Teams and Teamwork 6) Have Clearly Defined Roles and Relationships
7) Honor the Council-Staff Partnership
8) Allocate Governing Body Time and Energy Appropriately 9) Have Clear Rules and Procedures for Council Meetings 10)Practice Continuous Personal Learning and Development as a Leader 11) Communication and Problem Solving
a. Separate the people from the problem.
b. Focus on interests.
c. Invent options for mutual gain.
12) Distinctions between Values, Interests and Positions a. Insist on using objective criteria.
b. Be attentive.
c. Ask clarifying questions.
d. Let people know you are listening.
13)Effective Public Engagement
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5 REFRESHER ON THE

FORM OF OPERATION
• Role of Elected Officials
• Role of City Manager
• Role of Department Directors
• Role of city staff
• Role of community members
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6 STRATEGIC PLAN UPDATES
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7 ESTABLISHMENT OF FY 23/24

COUNCIL-DIRECTED

SPECIAL PROJECT WORKPLAN
 Brief refresher on staff’s baseline work
(routine and process improvement)
Brief refresher on CIP
List of already assigned non-Strategic Plan
Council-directed special projects
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ATTACHMENT C
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ATTACHMENT A
ORDINANCE NO. 2022-XX

AN ORDINANCE OF THE CITY OF PINOLE, COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA ADDING CHAPTER 2.62 “CODE OF ETHICS AND CONDUCT” TO THE

PINOLE MUNICIPAL CODE
WHEREAS, the Pinole City Council desires to achieve public faith in the ethical ideals of American democratic government; and
WHEREAS, the Pinole City Council, as a public body, desires to maintain high standards; and WHEREAS, the Pinole City Council desires that the City of Pinole’s Boards, Commissions, Elected and Appointed Officials, and staff maintain the same high standards; and WHEREAS, it is the purpose of this Ordinance to codify the Resolution of the City Council of the City of Pinole Adopting An Amended Code Of Ethics For Members Of The City Council, Board, Commissions And Staff Of The City Of Pinole (Resolution No. 2007-10) to set forth the City’s core values, principles and prohibited conduct; and
WHEREAS, it is the purpose of this Ordinance to add Chapter 2.62 entitled “CODE OF ETHICS AND CONDUCT” to Title 2 Administration and Personnel of the Municipal Code to establish a code of ethics and conduct applicable to all members of the City Council, Board, Commissions and Staff of the City of Pinole, including the City Treasurer; and
WHEREAS, the Municipal Code of the City of Pinole requires amendment in order to incorporate the Code of Ethics and Conduct.

NOW, THEREFORE, the City Council of the City of Pinole does ordain as follows:

Section 1. Findings.

The City Council of the City of Pinole finds that all of the above Recitals are true and correct and incorporated herein by reference.

Section 2: Municipal Code Amendment.

Title 2 Administration and Personnel of the Pinole Municipal Code is amended to add new Chapter 2.62, “Code of Ethics and Conduct” as follows:

Chapter 2.62 Code of Ethics and Conduct

2.62.010 Purpose and Intent.

It is the purpose and intent of the City Council of the City of Pinole in enacting this Division to achieve fair, ethical, and accountable local government for the City of Pinole; to assure that individuals and interest groups in our society have a fair and

ATTACHMENT D
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equal opportunity to participate in government; to embrace clear and unequivocal standards of disclosure and transparency in government; to help reinforce public trust in governmental institutions; and to assure that this Division is vigorously enforced to achieve fair, ethical, and accountable local government for the City of Pinole. The people of the City of Pinole expect their public officials to comply with both the letter and the spirit of the laws of the United States of America, the State of California, the Pinole Municipal Code, and established policies of the City of Pinole affecting the operations of local government. In addition, public officials are expected to comply with the provisions of this Code of Ethics and Conduct established pursuant to the expressed will of the people. All persons covered by this Code of Ethics and Conduct shall aspire to meet the highest ethical standards in the conduct of their responsibility as a public official of the City of Pinole.

2.62.020 Scope.

The provisions of this chapter shall apply to the Mayor and members of the City Council, and to all members of the boards, commissions, and committees appointed by the City Council, the Mayor, or the Mayor and City Council, including any ad hoc committees, elected and appointed officials, including the City Treasurer, and staff (collectively referred to as "public officials.") The provisions of this chapter shall also apply to all members of committees appointed by individual members of the City Council, Mayor, the City Manager or by department heads.

Further, the provisions of this chapter shall apply to the Mayor, Members of the City Council and Treasurer at all times during their term of office as elected officials of the City of Pinole. However, the provisions of this chapter shall apply to all members of the boards, commissions, committees and staff only while they are acting in their official capacities or affecting the discharge of their duties.

2.26.030 Code of Ethics and Conduct.

To achieve the objectives of this chapter, the Pinole City Council adopts this Code of Ethics and Conduct for all public officials, as identified in section 2.62.020, as follows:

A. Public officials shall serve equally all members of the community without prejudice or favoritism toward any individual, group, organization or economic interest.

B. Public officials shall promote and protect the health and safety of all members of the community.

C. Public officials shall serve with efficiency, respect legality and heed the commands of due diligence and morality.

D. Public officials shall recognize that they are agents of public purpose, not owners of authority.
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E. Public officials shall deal with all employees, fellow officers and members of the public without regard to political partisanship.

F. Public officials shall promote and affirm equal opportunity for appointments and promotions for all persons without regard to partisan, political or social considerations, or race, ethnicity, national origin, religion, gender, age, sexual orientation, or physical or mental disability.

G. Public officials shall recognize the obligation to participate fully and responsibly in matters and organizations concerned with the betterment of the life in the City of Pinole.

H. Public officials shall exercise our authority and prestige for the benefits of the City of Pinole and all members of the community and never for personal or private advantage.

I. Public officials shall always consider how their official actions and personal behavior might be interpreted by the public.

J. Public officials shall avoid personal invectives in public or closed forums.

K. Public officials shall conduct meetings of legislative bodies according to the rules of procedure established be each body. Roberts Rules of Order may be used for guidance. (Revised Edition).

Section 3: Severability.

If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, the remainder of this Ordinance, including the application of such part or provision to other persons or circumstances shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The City Council of the City of Pinole hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable.

Section 4. Effective Date.

In accordance with California Government Code Section 36937, this Ordinance shall take effect and be in force on the thirty-first day after adoption.

Section 5. Publication.

The City Clerk is directed to cause this ordinance to be published in a manner required by law. 35 of 57
PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on December ___, 2022, the City Council passed this ordinance by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

IN WITNESS of this action, I sign this document and affix the corporate seal of the City of Pinole on December ____, 2022.
____________________________
Heather Bell
City Clerk
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CITY COUNCIL
REPORT
DATE FEBRUARY 21, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: ANDREW MURRAY, CITY MANAGER
SUBJECT: RECEIVE THE QUARTERLY REPORT ON IMPLEMENTATION OF THE STRATEGIC PLAN FOR FISCAL YEAR (FY) 2022-23 SECOND

QUARTER

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

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

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

In August 2020, the City created the Strategic Plan Implementation Action Plan (IAP), which identified the timeframe on which each Strategic Plan strategy would be implemented. The City Council revisited the IAP in January 2021 and approved an updated version, which specified completion dates for each of the strategies. During the January 2021 discussion of the IAP, staff recommended a quarterly report on the status of the implementation of the Strategic Plan strategies, akin to the quarterly reports that staff provides to the Council on the City budget and City investments. Council agreed to this recommendation.

REVIEW & ANALYSIS
Below find a table listing the four goals and 22 strategies contained within the Strategic Plan, along with the start and completion dates for each agreed upon in the January 2021 IAP. Each strategy has been coded with a green, yellow, or red dot to indicate whether the City is on track to achieve the beginning and completion dates specified in the January 2021 IAP. Green indicates that the City is on track to achieve both the beginning and completion dates; yellow indicates that the City is on track to achieve either the beginning or completion date; and red indicates that the City is not on track to achieve either the beginning or completion date. Note that “Year 1” is FY 2020-21. Those strategies that have been completed are shaded gray in the table below. The City has completed ten of the strategies and is currently on track to achieve the beginning and completion dates of many of the remaining strategies.

ATTACHMENT E
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City Council Report
February 21, 2023 2
Goal and Strategy Year to
Begin
Strategy
(January
2021 IAP)
Year to
Complete
Strategy
(January
2021 IAP)
FY 2021-22
First Quarter
Status
Notes on Status
Goal 1: Safe and
Resilient Pinole
Strategy 1. Conduct a
citywide asset condition
assessment.

Year 1 Year 5 The City is in the midst of
multiple asset condition
assessments and master
plans. At the end of Year
5, the City will have
current assessments for
all major capital assets.

Strategy 2. Update the
emergency preparedness
and response plan
(including results of the
facilities and equipment
assessment).

Year 1 Year 1 Staff presented a draft
updated Emergency
Operations Plan (EOP) to
the City Council on
August 2, 2022. Staff
expects to present a final
updated EOP
incorporating City
Council’s feedback and
other changes for Council
adoption in FY 2022-23
Q4.

Strategy 3. Explore
restoring the community
emergency response
team (CERT) program
and conducting annual
tabletop exercises and
community drills.

Year 3 Year 3

Staff expects to initiate
and complete this effort
on schedule. The City will
have Con Fire provide fire
protection services on the
City’s behalf beginning in
2023. Con Fire does not
operate CERT programs.

Therefore, the City will
need to decide whether it
would like to have a
CERT program, and
which City department
will operate it.

Strategy 4. Review,
prioritize, and implement
as appropriate the 2019
fire service study
recommendations.

Year 1 Year 2
Complete

City staff presented its
assessment of the fire
study and its
recommendations
regarding next steps to
bolster fire service in April
2021. City Council
approved staff’s
recommendations, which
staff is now implementing.
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City Council Report
February 21, 2023 3
Goal 2: Financially
Stable Pinole
Strategy 1. Develop a
long-term financial plan
(LTFP) and use it to
guide budget and
financial decisions
(including policies
regarding reserves and
management of
liabilities).

Year 1 Year 1

Complete
The City adopted a LTFP
in June 2021. The City
adopted a second LTFP,
for the following fiscal
year, in June 2022.

Strategy 2. Conduct a
comprehensive fee study
to ensure cost recovery of
current and potential
service fees. (Evaluate
implementing an online
payment platform.)
Year 1 Year 2
Complete
Staff presented a
proposed updated Master
Fee Schedule, based on
a comprehensive fee
study and cost allocation
plan, to Council in June
2022, which Council
approved. Staff will
complete a fee study and
recommend updates if
appropriate to
development impact fees
in FY 2022-23. City staff
has implemented options
for online payments for
certain services.

Strategy 3. Establish a
program to evaluate grant
opportunities and
capacity.

Year 2 Year 2 City staff expects
complete this project in
FY 2022-23.

Strategy 4. Explore an
array of revenue
generation opportunities
to recover costs.

Year 2 Year 3
Complete
Staff has supported the
City Council in exploring
various revenue
generation opportunities,
most significantly when
the City Council
considered placing an
increased real property
transfer tax (RPTT)
measure on the
November 2022 ballot. Staff will continue to
identify and assess
opportunities.

Strategy 5. Develop a
disciplined approach to
funding infrastructure
maintenance and
improvements.

Year 1 Year 5 This is an ongoing effort
in which staff is currently
engaged, and which
involves the asset
condition assessments,
master plans, and annual
capital planning process.
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City Council Report
February 21, 2023 4
Goal 3: Vibrant and
Beautiful Pinole
Strategy 1. Update the
General Plan and Three
Corridors Specific Plan.

Year 1 Year 4 Updates to the General
Plan Housing and Health
& Safety Elements in
addition to a new
Environmental Justice
Element are underway,
and on target for adoption
by May 2023. In Q2 of FY
2022-23, staff will
consider the need to
update the General Plan
and Three Corridors
Specific Plan
Environmental Impact
Report so that high-
density residential
projects could utilize the
EIR for project-specific
environmental
clearances, which would
encourage streamlining
the rehabilitation and re-
use of undeveloped or
under-developed
properties. In Q3 of FY
2022-23 staff will begin to
objectify subjective
standards, which will
provide additional
certainty to developers
and may involve updates
to the Three Corridors
Specific Plan.

Strategy 2.

Develop/create a
comprehensive strategy
to encourage streamlining
the rehabilitation and re-
use of undeveloped or
under-developed
properties.

Year 4 Year 4 Staff expects to initiate
and complete this effort
on schedule.
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City Council Report
February 21, 2023 5
Strategy 3. Partner with
regional for- and non-
profit housing
organizations to provide
an array of housing
options consistent with
community income levels.

Year 1 Year 1
Complete
The City has partnered
with nonprofit housing
organizations to explore
and develop affordable
housing projects,
particularly the Satellite
Affordable Housing
Associates (SAHA)
project at 811 San Pablo
Avenue. Staff also
processed an application
for a 179-unit, 100%
affordable senior housing
project at 600 Roble
Avenue called Vista
Woods. Although this is
an ongoing effort, it was
scheduled as a one-year
project in the IAP, and is
therefore marked as
complete.

Strategy 4. Develop a
comprehensive economic
development strategy that
includes a focus on
downtown redevelopment
to activate the core of the
community as a
destination for the region
(including gateway and
wayfinding signage as
well as branding).

Year 1 Year 2
Complete
The City Council adopted
the Pinole Economic
Development Strategy
(EDS) in October 2022.

Strategy 5. Partner
regionally to improve and
enhance transportation
circulation, including
public transit, cars, bikes,
and pedestrians.

Year 2 Year 4 The City is engaged in
several collaborations
with other jurisdictions
and agencies to enhance
transportation. The City
Council appropriated
funding to create an
Active Transportation
Plan; the City received
funding to collaborate
with the County on an
Appian Way complete
streets project; and the
City is requesting that
new development
projects have facilities to
promote transit.

Strategy 6. Conduct a
review and update of the
City’s code enforcement
and property
maintenance programs
with a focus on increased
beautification efforts and
Year 1 Year 1

This is an ongoing effort.

City staff is continually
updating code
enforcement policies and
procedures. Investment in
community amenities is a
responsibility of the
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City Council Report
February 21, 2023 6
investment in community
amenities, business
districts, and nuisance
abatement.
capital improvement plan
and the potential creation
of business districts will
be addressed in the
forthcoming Economic
Development Strategy.

Goal 4. High
Performance Pinole
Strategy 1. Develop an
employee attraction,
retention, and
development plan. a.

Analyze the City’s
classification and
compensation system
and update as needed.

Year 1 Year 2

Complete
Staff completedan
employee attraction,
retention, and
development plan
(”Talent Management
Plan”) in June 2022. City
staff continuously
updates the classification
system and seeks
Council approval of
appropriate
compensation changes.

Strategy 2. Conduct a
citywide organization
review to optimize
efficiencies.

Year 1 Year 1

Complete
The City completed a
citywide organizational
review (assessment) in
March 2021.

Strategy 3. Review
citywide implementation
of best practices and
improve processes.

Year 2 Year 5

This is an ongoing effort
in which staff is currently
engaged. City staff have
made many process
improvements since the
adoption of the Strategic
Plan.

Strategy 4. Develop a
strategic communication
plan (i.e., public
information officer,
messaging, marketing,
technical
implementation).

Year 1 Year 2

Complete
The City Council adopted
the City of Pinole
Communication and
Engagement Plan in
October 2022.

Strategy 5. Develop a
public engagement plan.
a. Develop policies
and practices that provide
a framework for diverse
community members to
connect, interact, and
proactively participate.
b. Explore
opportunities for
meaningful youth
participation in city and
community life.
c. Develop a robust
volunteer and internship
program.

Year 1 Year 2

The City Council adopted
the City of Pinole
Communication and
Engagement Plan, which
addresses public
engagement, in October
2022. The City is in the
process of finalizing
related communication
and engagement policies
and procedures.
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City Council Report
February 21, 2023 7
Strategy 6. Develop a
comprehensive
information technology
Strategic Plan.

Year 1 Year 1
Complete
City staff completed a
comprehensive IT Plan in
June 2022.

Strategy 7. Develop an
interagency legislative
advocacy program.

Year 2 Year 2

City staff expects
complete this project in
FY 2022-23.

FISCAL IMPACT
There is no fiscal impact related to receiving this report.

ATTACHMENTS
None
43 of 57
City of Pinole
2022 YEAR IN REVIEW
& 2023 LOOK AHEAD
Celebrating 120 Years!
(510) 724-9000 | www.ci.pinole.ca.us

ATTACHMENT F
44 of 57
2 City of Pinole
Mayor
Devin T. Murphy
[email protected]
Mayor Pro Tem
Maureen Toms
[email protected]
Council Member
Cameron N. Sasai
[email protected]
Council Member
Anthony Tave
[email protected]
Council Member
Norma Martinez-Rubin
[email protected]

CITY OF PINOLE DEPARTMENT HEADS

CONTENTS
Introduction......................................3
A Full-Service City ...........................4
Strategic Plan ..................................4
Key Accomplishments in 2022.........5
Key Activities Planned for 2023.......9
City staff is honored to serve the
residents of Pinole. Please become
engaged, follow the City’s programs and
events on the City website and on the
City’s social media, and contact the City
with any questions or comments.

City Manager
Andrew Murray | [email protected]
Assistant to the City Manager
Fiona Epps | [email protected]
City Attorney
Eric Casher | [email protected]
City Clerk
Heather Bell | [email protected]
Community Services Director
Jeremy Rogers | [email protected]
Community Development Director
Lilly Whalen | [email protected]
Finance Director
Markisha Guillory | [email protected]
Police Chief
Neil Gang | [email protected]
Public Works Director
Sanjay Mishra | [email protected]
Human Resources Director
Stacy Shell | [email protected]
45 of 57
2022 Year in Review & 2023 Look Ahead Report 3

INTRODUCTION
2022 was a very productive year at the City of Pinole, and many exciting changes took place in the City organization and in the community. The City expanded its events and programs, increased communication and engagement, improved service and efficiency, and maintained a strong financial position. We are looking forward to another fruitful year in 2023, the City’s 120-year anniversary, and have many exciting things planned.

Below, find a summary of what occurred in 2022 and what will take place in 2023. 46 of 57
4 City of Pinole

A FULL-SERVICE CITY
The City of Pinole is a “full-service” city, meaning that the City provides all of the traditional municipal services (police, land use management, public works, and parks and recreation) to its residents. The City of Pinole also provides residents with some non-traditional municipal services, such as wastewater treatment and childcare. Providing a wide range of services is a source of pride and presents opportunities.

The City operates under a “Council – Manager” structure, in which the City Council establishes the City’s laws and key policies (Strategic Plan, budget, General Plan, etc.), and the City Manager and staff carry out the laws and policies and implement City programs.

The majority of City staff is involved in providing core public-facing City services, such as policing, public works (maintenance of streets, facilities, parks etc.), land use and building permitting, and wastewater treatment. Other City staff provide additional public-facing services, such as recreation, community events, senior services, cable television programming, and childcare services. Some City staff provide support (financial, legal, human resources, information technology, and records management) to the public-facing services.

The City of Pinole is completing a significant reorganization that started in July 2021, which provides additional resources to and focus on public works, community development, community services, information technology, and communication and engagement. You can find more information in the Fiscal Year ( FY ) 2022/23 Operating and Capital Budget.

STRATEGIC PLAN
In February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025. The Strategic Plan expressed the City’s vision, mission, and goals, as follows.

The Strategic Plan also identified 22 individual strategies (special projects) for staff to complete over a five-year timeframe to position the City to achieve the vision, mission, and goals.

The City is fulfilling its mission of being efficient, ethical, and effective and is continuing to increase the safety, vibrancy, and innovation of the community. There are, however, more requests for public services from members of the community than the City’s current financial resources can provide. In order to provide additional services, the City will need to identify new resources or partnerships for service provision.

Vision
Pinole is a safe, vibrant,
and innovative community
with small town charm and
high quality of life.

Mission
Pinole will be efficient, ethical,
and effective in delivering
quality services with community
involvement and fiscal stewardship.

Goals
• Safe and Resilient
• Financially Stable
• Vibrant and Beautiful
• High Performance
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2022 Year in Review & 2023 Look Ahead Report 5
KEY ACCOMPLISHMENTS IN 2022
Expanded City Events and Programs
Despite the challenges presented by COVID-19, the City was not only able to provide all of its regular services in 2022, but implemented a number of new activities. These included expanded programs at the Senior Center, a new “shop local” gift card program (Pinole Perks), additional community events such as United Against Hate Week, and others, described below.

Increased Communication and Engagement
In 2022, the City began a focused, ongoing effort to better communicate with and engage the community. The City expanded its use of social media as well as traditional mail to inform community members about City activities and to invite community members to provide their input on many City decisions and programs.

Improved Service and Efficiency
The City streamlined a number of processes in 2022, including the building and planning permit review process and the Public Records Act process. It also implemented new tools to get customer feedback on City services and policies, including the PowerEngage (formerly CueHit) customer feedback tool used by the Police Department and numerous community meetings on policies such as the Long-Term Financial Plan, fire and emergency medical service model, Local Road Safety Plan, and Economic Development Strategy.

Maintained Strong Financial Position
The City continued to maintain a strong financial position throughout fiscal year (FY) 2021/22 and the remainder of calendar year 2022. The City’s revenues are sufficient to cover normal operating costs. The City made additional deposits into its General Reserve, per the General Reserve Policy. As noted above, although the City’s revenues are sufficient to cover normal operating costs, the revenues and reserves are not sufficient to cover the City’s two large unfunded liabilities, deferred maintenance of capital assets (streets, sidewalks, parks, City buildings, etc.) and other post-employment benefits (OPEB), primarily retired City employee medical coverage. If the City and community would like to invest in these areas, we will need to identify new revenue sources in the future. 48 of 57
6 City of Pinole

KEY DEPARTMENT ACCOMPLISHMENTS
City Council
• Recognized numerous individuals, community organizations, and causes for their contributions to Pinole and society (Police Officer of the Year; Firefighter of the Year; Black History Month; Lunar New Year; Celebrating 125 Years – 32nd District PTA; Nowruz; Women’s History Month; American Red Cross
Month; Education and Sharing Day; Public Service Employee Recognition Week; Municipal Clerks Week; National Police Week; LBGTQIA Pride Month; Juneteenth; National Health
Service Week; Blood Cancer Awareness Month; National
Hearing Service Dog Month; Support of Ukraine; Breast
Cancer Awareness Month; Indigenous Peoples’ Day; Human
Rights in Iran; National Hispanic/Latinx Heritage Month; St.

Joseph’s School - 75th Anniversary; United Against Hate Week; Pinole Valley High School Softball, Girls Tennis, and Football; and Human Rights Week)
• Analyzed and approved a new five-year fire and emergency medical service agreement with the Contra Costa County
Fire Protection District (“Con Fire”)
• Researched a potential local ballot measure to transition to a charter city and establish an increased real property transfer tax (RPTT)
• Approved an Economic Development Strategy
• Approved a Communication and Engagement Plan
• Approved a new 223-unit multifamily housing development on Fitzgerald Avenue (“Pinole Vista” apartment complex) • Approved a preliminary design for the replacement of the San Pablo Avenue bridge between Pinole and Hercules
• Provided direction on and authorized the submittal of the draft 2023-2031 Housing Element Update
• Provided direction on safety improvements on the Tennent Avenue corridor
• Established a Project Labor Agreement (PLA) Ad Hoc
Subcommittee
• Authorized the sale of surplus City properties
• Adopted resolutions taking positions on key policy issues (Bay Adapt: Regional Strategy for A Rising Bay; Resolution Condemning The 2022 Russian Invasion of Ukraine and
Expressing Support Of Ukraine And The Ukrainian People; Support of the League of California Cities’ Opposition to the Taxpayer Protection and Government Accountability Act; and Support of Free and Fair Elections)
• Adopted ordinances changing City laws on certain key
issues (regulating the use and sale of fireworks; adopting a military equipment use policy; and adding permitting
requirements and pavement restoration guidance for
encroachments into the public right-of-way)
Fire
• Played the lead role in facilitating the new fire and emergency medical service agreement with Con Fire, which includes reopening Fire Station 74
• Advocated for Measure X funding, which enabled the new fire and emergency medical service agreement with Con Fire
• Completed significant additional wildfire mitigation through brush removal, particularly for Galbreth hill and Pinole Valley Road
• Created an updated Emergency Operations Plan (EOP)
• Collaborated with Con Fire to create a fire access/evacuation road between Galbreth Road and Rancho Road
• Implemented new information systems for incident
response, narcotics tracking, payroll, incident report
management, and training
• Initiated cost-recovery program to capture reimbursement opportunities from fire emergency-related insurance claims Police
• Implemented new community outreach efforts with a
special Halloween-themed National Night Out (NNO)
event and Project HOPE-Homeless Intervention
• Implemented PowerEngage (formerly CueHit) customer
engagement technology to receive real-time feedback
from the community on Police contact
• Implemented numerous employee wellness programs
• Implemented new tracking and reporting systems
to meet new regulatory requirements, such as the
California Racial and Identity Profiling Act (RIPA) and National Incident-Based Reporting (NIBRS)
• Implemented a new computer-aided dispatch (CADS)
and records management system (RMS)
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2022 Year in Review & 2023 Look Ahead Report 7
Community Development
• Launched and administered the Pinole Perks Community Gift Card program
• Prepared the five-year Economic Development Strategy for Council adoption
• Provided Council with an overview of public banking
• Processed planning and building permits for significant new residential development projects, including for construction of 179 units of 100% affordable housing for seniors at 600 Roble (“Vista Woods” project) and 154 units of condominium housing at 2151 Appian Way (“Appian Village” project)
• Began preparing updates to the City’s General Plan Elements (Housing, Safety, and Health/Environmental Justice)
• Conducted final building inspections for 474 permits to rehabilitate housing units (solar projects, roofing, water heater and furnace replacement, and home remodels/additions)
• Launched GreenHalo waste management/recycling tracking system in order to automate the management, verification, and filing of construction waste recovery reports
• Began work to prepare the City’s first Climate Action and Adaptation Plan (CAAP)
• Established a Tobacco Retailer License fee and ensured that tobacco retailers comply with application requirements
• Applied for and received numerous grants to fund process improvements and studies
Community Services
• Increased programs and activities at the Senior Center, including increasing lunch service and hosting the Senior Center winter holiday craft fair (for the first time since 2019) • Coordinated additional City events, such as the return of movies and music in the park, the annual Easter egg hunt, Community Service Day, United Against Hate Week (UAHW), Winter Holiday Festival and Tree Lighting, and a joint Fourth of July 2022 fireworks show with the City of Hercules
• Provided youth summer camps for the first time since 2019 • Filmed, edited, and broadcasted a number of community events and public service announcements, including National Night Out, Winter Holiday Festival and Tree lighting ceremony, and The Beat of Pinole monthly Mayor’s message
• Implemented a new process for City support to privately organized community events
• Selected a consulting firm to develop a Parks Master Plan • Facilitated the installation of a City memorial to a prominent former community member, Dean Allison
• Facilitated an updated agreement with County Animal Services • Facilitated a new agreement with Pinole Seals for use and operation of the City swim center
• Updated numerous department policies and procedures
Public Works
• Prepared a Sewer System Management Plan for
Council adoption
• Prepared a Sanitary Sewer Master Plan for Council adoption • Expanded use of asset management and workorder
ticket system through integration with Maintenance staff smartphones and tablets
• Facilitated sale of surplus City properties
• Led community visioning process for “Community Corner” (lot at the corner of San Pablo Avenue and Tennent)
• Provided Pinole Residents with 60 tons of sand and
sandbags for winter storms
• Refreshed 6,100 linear feet of red curb
• Placed 10 tons of asphalt
• Crack sealed approximately 2,000 feet of road surface • Hosted numerous community events for environmental
protection, including Coastal Cleanup and Dumpster Day
• Achieved 100% compliance with AB 1826 (Commercial
Organics Recycling) for the City
• Achieved 100% compliance with organics waste collection requirements of SB 1383 for the City
• Applied for and received numerous grants to fund
capital projects
50 of 57
8 City of Pinole
City Clerk
• Implemented a new online, self-service tool for Public Records Act requests
• Implemented hybrid meeting format (in-person and
remote) for the City Council and City commissions
• Conducted recruitment process for various City
commissions
• Served as the Election Official in conducting elections for City offices in 2022
Human Resources
• Completed the Employee Talent Management Plan,
which is a Strategic Plan strategy
• Developed numerous updated policies and procedures,
including regarding leave reporting, employee
identification and access cards, volunteer administration, and social media and electronic equipment use
• Developed an Employee Wellness Program
• Developed a Recruitment Incentive Program
• Conducted 35 recruitments (reviewed over
1,100 applications)
• Planned and facilitated numerous events for the City’s first Public Service Employee Recognition Week
• Hired a new employee benefits broker to secure better benefits at lower cost
Finance
• Completed the citywide user fee study and cost
allocation plan; implemented the updated the master fee schedule, a Strategic Plan strategy
• Updated the Long-Term Financial Plan and expanded
the plan to include all City funds
• Implemented new long-term financial forecasting model • Assisted with fiscal impact analysis as a requirement for the fire service agreement between the City and Con Fire • Received the Budget Excellence Award from the
California Society of Municipal Finance Officers
• Received an unqualified opinion (the highest rating
possible) on the FY 2021/22 year-end financial
statements
• Implemented the second round of the COVID-19 Small
Business Assistance Program to provide $3,000 grants
to small Pinole businesses that experienced loss of
revenue due to COVID-19
• Hosted a special workshop to educate the public on the City’s various tax revenue sources
City Manager
• Created an Information Technology (IT) Plan, which is a Strategic Plan strategy
• Implemented many IT projects, including significantly improving network security
• Created a Communication and Engagement Plan, which is a Strategic Plan strategy
• Expanded communication and engagement with the
community through the use of new tools and techniques
• Completed the implementation of the reorganization initiated in July 2021 by filling the remaining vacant leadership positions • Created written policies and procedures on numerous
administrative matters
• Facilitated the new fire and emergency medical service agreement with Con Fire
• Increased engagement with community and civic
organizations, neighboring cities, and special districts City Attorney
• Created an ordinance adopted by the City Council amending encroachment permit process to improve pavement repair
requirements and permit process
• Created ordinance codifying City Code of Ethics in Pinole Municipal Code
• Created ordinance updating the Building and Fire Code to account for changes in State law
• Facilitated contract negotiations and approval of fire services agreement with Con Fire
• Secured abatement warrants and developed updates to
process and procedures for citywide code enforcement efforts • Prepared Development Agreements and facilitated several real property dispositions of city properties, and advised Community Development on various development applications and conditions on private development in the City
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2022 Year in Review & 2023 Look Ahead Report 9
KEY ACTIVITIES PLANNED FOR 2023
The City expanded its events and programs, increased communication and engagement, improved service and efficiency, and maintained a strong financial position in 2022. The City will continue its work in these areas in 2023. Below are some key activities planned by City departments.

City Council
• Recognize additional individuals, community organizations, and causes for their contributions to Pinole • Provide direction and adopt updates to the City General Plan Housing, Safety, and Health and Environmental Justice elements • Create an updated Long-Term Financial Plan that determines how to address the City’s unfunded liabilities • Establish a process to quickly respond to advocacy opportunities regarding proposed State legislation • Improve the capital planning process by providing direction to staff on a capital projects prioritization methodology • Provide direction to staff on new City events, such as a Pinole Pride (civic/anniversary and LBGT) event in June 2023 • Direct staff on the redevelopment of “Community Corner” (lot at the corner of San Pablo Avenue and Tennent) • Review City’s use of its Section 115 Pension Trust
• Adopt a new City of Pinole Local Roadway Safety Plan (LRSP) • Appropriate funding for a new Property and Facilities Master Plan • Provide funding and direction on transportation safety capital projects • Continue to expand relationships with elected officials in neighboring cities, special districts, and at the State and federal levels Police
• Continue to provide innovative and progressive
police services
• Continue to implement pioneering community outreach
efforts, such as Halloween-themed National Night Out
event and Project HOPE-Homeless Intervention
• Continue to enhance officer training and wellness
programs to improve the quality of life for officers
• Create an updated City of Pinole Emergency Operations Plan (EOP) and stand up a fully functional Emergency
Operations Center (EOC)
• Design a Police Drone program to enhance the City’s
ability to provide the community with effective and
efficient police services
• Implement a modified 4/10 schedule, which research
indicates positively impacts employee well-being,
reduces overtime, and provides additional staff during
peak workload periods
• Assess and provide a recommendation regarding
restoring the Community Emergency Response Team
(CERT) program
Fire
• Facilitate the transition of fire and emergency medical services from Pinole Fire Department to Con Fire effective March 1, 2023
Community Development
• Fill open Community Development positions, including inhouse Chief Building Official, Building Inspector, and Code Enforcement Officer
• Complete and implement the City’s first Climate Action and Adaptation Plan (CAAP)
• Implement Year 1 action items from the Economic
Development Strategy
• Complete upgrade of the City’s land use and building
permitting system
• Complete updates to the City’s Housing, Safety, and Health/ Environmental Justice Elements
• Contract for and initiate seasonal code enforcement weed abatement activities
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10 City of Pinole
Public Works
• Complete the Local Road Safety Plan (LRSP) for City Council adoption and integrate safety measures into the Capital Improvement Plan (CIP)
• Prepare an Active Transportation Plan (ATP) for City
Council adoption
• Fill vacant capital planning staff positions
• Complete traffic safety improvements at various intersections and corridors
• Expand implementation of the capital asset management and maintenance workorder system, Beehive
• Perform energy efficiency, generation, and storage
assessments for all City facilities
• Complete upgrades to playground surface areas at Fernandez Park and Pinole Valley Park
• Begin Property and Facilities Master Plan
• Request funding and select vendor for Wastewater Treatment Plant facility master plan
• Complete disposition of remaining surplus City properties (Collins House, Pinole Shores II)
• Begin process of establishing next solid waste management franchise agreement
• Complete capital projects in the current CIP
(Capital Improvement Plan FY 2022/23 - 2026/27):
◦ Safety Improvements at Appian and Marlesta
◦ Appian Way complete streets
◦ Arterial Rehabilitation
◦ Pinole Valley Road improvements
◦ Brandt Street improvements
◦ Electric Vehicle charging station
◦ Hazel Street stormwater improvements
◦ Sanitary Sewer Rehabilitation
◦ Senior Center Auxiliary parking lot
◦ Design and construction of Bay Trail Gap closure —
Pedestrian improvements at Railroad crossing at
Tennent Ave
◦ Recycled water feasibility assessment
◦ Municipal broadband feasibility assessment
◦ Wastewater Treatment Plant Effluent Outfall
◦ Wastewater Treatment Plant Secondary Clarifier—
Center Column Rehabilitation
• Prepare proposed new Capital Improvement Plan FY 2023/24 -2027/28 with improved project prioritization methodology • Develop and present a framework for outdoor dining/
parklet regulations to the City Council
• Evaluate status of current residential rental
inspection program and make recommendations for
improvements
• Conduct outreach related to single use plastics and
commence drafting recommendations for single use
plastic regulations
• With the Finance Department, assist with research on
environmental purchasing policies/practices
• Continue to develop and refine forms, policies and
procedures related to building and planning permits
• Complete the development impact fee update study
• Work with the new owner of Pinole Square (Tara Hills
Safeway) on redevelopment of the site
• Prepare objective design and development standards
• Evaluate required/desired updates to the General
Plan, Specific Plan and Zoning Ordinance and Old
Town Design Guidelines
• Conduct outreach and collect data related to just
cause eviction regulations
• Recommend the scope and activities of a public
art program
• Arrange presentations to City Council from various
organizations involved in public banks and inform City
Council of next steps that the City could take to pursue establishing a public bank in Pinole
Community Services
• Continue to improve and expand programs at the Senior Center and Youth Center
• Implement additional community events, including a
potential a Pinole Pride (civic/anniversary and LBGT) event in June 2023 and Fourth of July fireworks for 2023
• Collaborate with other organizations to hold community events, such as a parade to celebrate the Pinole Valley High School football team, the State champions
• Begin development of a Parks Master Plan
• Continue partnership with the Contra Costa and Solano Food Bank to provide food resources to the community
• Implement an underage tobacco use reduction program
through the Youth Center
• Fill vacant positions throughout the department
• Reopen recreation facilities for private event rentals • Complete Pinole Community Television (PCTV) master plan 53 of 57
2022 Year in Review & 2023 Look Ahead Report 11
Human Resources
• Utilize innovative marketing practices such as social media and branding to attract candidates
• Enhance and promote higher education tuition
reimbursement program
• Develop a supervisory academy in partnership with
other cities in West County
• Promote external training opportunities offered to
employees
• Implement “stay” interviews with annual performance
evaluation process
• Survey employee benefits satisfaction levels and
implement effective modifications
• Implement the recommendations of the
Communication and Engagement Plan relative
to employees
• Develop safety emergency action plans for identified
workplace risks
City Manager
• Implement a diversity, equity, and inclusion (DEI) program within the City organization
• Implement a new City website, with improved navigation and features
• Implement a resident engagement technology platform, as part of the new website, that enables the public to sign-up for notifications, request work tickets, and access streamlined online services
• Facilitate the City of Pinole’s first-ever Earth Month activities • Continue outreach to increase engagement, build trust, and foster open communication with members of the community via public events and face-to-face meetings
• Implement new communication and engagement policies
and procedures
• Work with the City Council to create a new City logo and implement a style guide for all City communications
• Complete the Strategic Plan strategy of developing an interagency legislative advocacy program
• Continue to expand relationships with community and civic organizations, neighboring cities, special districts, and State and federal elected officials
City Attorney
• Continue implementing process improvements and develop ordinance for code enforcement updates
• Facilitate process and prepare ordinance regulating single use plastics in the City
• Advise and facilitate development of citywide project labor agreement
• Continue to facilitate and advise on real property dispositions City Clerk
• Implement a new agenda management software system
• Implement improvements to the Boards & Commissions
recruitment and application process
• Create a Boards & Commissions guidebook for
appointees and staff liaisons
Finance
• Collaborate with other departments to implement a
system for online payments for various City fees
and services
• Assist with conducting the development impact fee study • Prepare a balanced budget for the fiscal year
• Assist in the development of the long-term financial plan, including a 20-year financial forecast
• Work with consultant to identify potential revenue
generating opportunities for fiscal sustainability
• Prepare and file last and final Successor Agency
Recognized Obligation Payment Schedule (ROPS) as
the remaining debt will be retired in FY 2023/24
• Establish a policy to formally set guidelines on the use of the Section 115 Pension Trust funds
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We invite you to
Get Involved!
City Hall
2131 Pear Street, Pinole, CA 94564
Tel: (510) 724-9000
Email: [email protected]
Web: www.ci.pinole.ca.us
City of Pinole
2131 Pear Street
Pinole, CA 94564
Email [email protected] to subscribe to the City Manager’s Report.

Printer to insert addressing area and indicia
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Cr
ea CITY OF PINOLE CAPITAL IMPROVEMENT PLAN Legend:

Enter Company Name in cell B2. STATUS OF SCHEDULED PROJECTS FOR FY 2022/23 THRU DECEMBER 31, 2022 Delayed due to limited resources Closure/Complete Execution Planning Th
e
Ce SCHEDULED
Th
is PRJ. # NAME OF PROJECT PROGRESS START END J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J PHASE

ESTIMATED

COMPLETION
Ce
ll FACILITIES
FA2202 Senior Center Modernization 20% 7/1/22 6/30/25 E 6/30/25 FA2201 Faria House Renovations 0% 7/1/22 6/30/23 D
FA2002 Electric Vehicle Charging Stations 55% 7/1/20 6/30/23 E 6/30/23 FA1902 Energy Upgrades 65% 7/1/20 6/30/23 E 6/30/23
FA1901 Senior Center Auxiliary Parking Lot 20% 7/1/20 6/30/24 E 6/30/24 Th
e PARKS
PA2203 Playground Rubberized Surface Improvements 50% 7/1/21 6/30/22 E 6/30/23 PA2201 Pocket Parks - Galbreth Rd. 10% 7/1/22 6/30/23 D PA2101 Installation of High-Capacity Trash Bins 20% 7/1/21 6/30/23 P 6/30/23 Sample phase title block SANITARY SEWER
SS2203 Effulent Outfall 0% 7/1/22 6/30/27 P 6/30/27
SS2202 Replacement of Diesel Tank 100% 7/1/21 6/30/23 C 11/17/2022 SS2201 Sanitary Sewer Rehabilitation 15% 7/1/22 6/30/27 P 6/30/24 SS2101 Secondary Clarifier - Center Column Rehabilitation 15% 7/1/20 6/30/23 E 6/30/23 SS2102 Air Release Valve Replacements 25% 7/1/21 6/30/23 E 6/30/23 SS2002 Water Pollution Control Plant Lab Remodel 0% 7/1/20 6/30/23 P 6/30/23

STORMWATER
SW1901 Hazel Street Storm Drain Improvements 50% 7/1/20 6/30/23 E 6/30/23 Sample phase title block STREETS AND ROADS
RO2101 Arterial Rehabilitation 25% 7/1/20 6/30/24 E 6/30/24 RO2102 Tennent Ave. Rehabilitation 20% 7/1/20 6/30/25 E 6/30/25 RO2105 Appian Way Complete Streets Project 10% 7/1/21 6/30/23 D RO2107 Brandt St. Improvements 10% 7/1/21 6/30/23 D
STATUS AS OF 12/31/22
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
139 of 560

ATTACHMENT G
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Th
e
Ce SCHEDULED
Th
is PRJ. # NAME OF PROJECT PROGRESS START END J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J PHASE

ESTIMATED

COMPLETION
STATUS AS OF 12/31/22
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
RO1902 Pedestrian Improvements at Tennent Ave. Near R X R 35% 7/1/20 6/30/24 E 6/30/25 RO1802 Hazel Street Gap Closure (Sunnyview) 0% 7/1/21 6/30/25 D RO1708 Pinole Valley Road Improvements 10% 7/1/20 6/30/26 D RO1710 San Pablo Ave. Bridge Over BNSF Railroad 10% 7/1/17 6/30/26 E 6/30/26 RO1714 Safety Improvements at Appian Way & Marlesta Rd. 55% 7/1/20 6/30/23 E 9/30/23

INFRASTRUCTURE ASSESSMENTS
IN2201 Energy Audit 10% 7/1/22 6/30/23 P 6/30/23
IN2101 Emergency Power for Critical Facilities 10% 7/1/21 6/30/24 P 6/30/24 IN2102 Municipal Broadband Feasibility 5% 7/1/21 6/30/23 P 6/30/23 IN2103 Recycled Water Feasibility 10% 7/1/22 6/30/24 P 6/30/24 IN2104 Local Road Safety Plan 70% 7/1/20 6/30/23 E 2/28/23 IN2106 Active Transportation Plan (RO2106) 25% 7/1/21 6/30/23 E 6/30/24 IN2001 Sanitary Sewer Collection System Master Plan 100% 7/1/20 12/30/22 C 9/30/22 IN1704 Park Master Plan 20% 7/1/20 6/30/23 E 12/30/23
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