Agenda packet — Pinole City Council, June 6, 2023 (part 1 of 3)

PINOLE CITY COUNCIL

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

TUESDAY
June 6, 2023
5:00 P.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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Email comments to [email protected] Please indicate which item on the agenda you are commenting on in the subject line of your email.

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

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

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

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

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

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

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

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

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

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

None

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 EVENTS
A. Proclamations

1. Juneteenth

2. Pride

3. Filipino Independence Day
B. Presentations

1. Pinole Valley High School Debate Team - Indigenous Peoples Day

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

A. Approve the Minutes of the April 29, 2023 Special Council meeting and the Minutes of the Regular City Council Meeting on May 16, 2023.

B. Receive the May 12, 2023 – June 2, 2023 – List of Warrants in the Amount of $1,296,377.94 and the May 26, 2023, Payroll in the Amount of $ 467,161.97.

C. Fiscal Year (FY) 2022/23 Third Quarter Report on Status of Capital Improvement Plan (CIP) Projects [Action: Receive Report (Mishra)]
D. Receive The Quarterly Report on Implementation of the Strategic Plan for Fiscal Year (FY) 2022-23 Third Quarter [Action: Receive Report (Murray)] E. Receive the Quarterly Report on Implementation of the Greenhouse Gas Inventory and Climate Action and Adaptation Plan for Fiscal Year (FY) 2022-23 Third Quarter [Action: Receive Report (Whalen)]
F. Receive The Fiscal Year (FY) 2022/23 Third Quarter Financial Report [Action:

Receive Report (Guillory)]
G. Receive the Quarterly Investment Report for the Third Quarter (Ending March 31, 2023) [Action: Receive Report (Guillory)]
H. Adopt a Resolution Approving the Submittal of Calendar Years 2020 and 2021 Growth Management Program (GMP) Compliance Checklist for Allocation of Fiscal Years 2021-22 and 2022-23 Measure J Local Street Maintenance and Improvement Funds by the Contra Costa Transportation Authority (CCTA) [Action: Adopt Resolution per Staff Recommendation (Whalen)] I. Second Reading of Ordinance Approving a Military Equipment Use Policy and Approving Renewal of Chapter 2.60 “Military Equipment Policy” of the Pinole Municipal Code [Action: Waive Second Read and Adopt Ordinance per Staff Recommendation (Casher)]
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J. Award a Construction Contract for Hazel Street Storm Drain Improvements (CIP Project # SW1901) [Action: Adopt Resolution per Staff Recommendation (Dhillon)]
K. Adopt a Resolution to Approve a List of Projects for Fiscal Year 2023/24 Funded by SB 1: The Road Repair and Accountability Act of 2017 [Action: Adopt Resolution per Staff Recommendation (Mishra)]
L. Public Communication Plan Regarding City Street Condition and Pavement Management Program [Action: Receive Report and Provide Direction (Mishra)] M. Resolution Authorizing the City Manager to Execute an Agreement with RSG, Inc. for Assistance with Implementation of Various Economic Development Action Steps in Year 1 of the Adopted Economic Development Strategy [Action:

Adopt Resolution per Staff Recommendation (Whalen)]
N. Resolution Authorizing the City Manager to Execute the First Amendment to the Agreement with Strategic Energy Innovations (SEI) to Extend the Climate Fellow Contract by Two Months [Action: Adopt Resolution per Staff Recommendation (Whalen)]
O. Adopt Resolution Authorizing the City Manager to Execute a Second Amendment to a Consulting Services Agreement with Michael Baker International (MBI) to Complete Development Impact Fees Study [Action: Adopt Resolution per Staff Recommendation (Whalen)]
P. Report on How the City is Preparing to Apply for Funds from the Infrastructure Investment and Jobs Act (IIJA) [Action: Receive Report (Guillory)]

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

A. FY 2022/23 Annual Review of Utility Users’ Tax and Adoption of a Resolution Modifying Household Income Eligibility Thresholds for Utility Users’ Tax Exemptions for FY 2023/24 [Action: Adopt Resolution per Staff Recommendation (Guillory)]

11. OLD BUSINESS
A. Revised Proposed Fiscal Year (FY) 2023/24 Operating and Capital Budget [Action: Receive Report and Provide Direction (Guillory)] B. Revised Proposed Fiscal Year (FY) 2023/24 Through 2027/28 Five-Year Capital Improvement Plan [Action: Receive Report and Provide Direction (Dhillon)]

12. NEW BUSINESS
A. Procurement Process for Successor Solid Waste and Recyclables Franchise Agreement [Receive Report and Provide Direction (Dhillon)] 5 of 829
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B. Senior Center Interior Upgrades [Action: Receive Report and Provide Direction (Mishra)]

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

14. ADJOURNMENT to the Regular City Council Meeting of June 20, 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: June 1, 2023 at 4:30pm
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CITY COUNCIL MEETING

MINUTES
April 29, 2023

1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The Special 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 Murphy called the Special Meeting of the City Council to order at 9:01 a.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.

Following an inquiry, the Council reported there were no conflicts with any items on the agenda. 9A
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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.

Irma Ruport, Pinole, referenced letters of correspondence and emails sent to the City Council or City staff and asked that a response be provided through email or a letter. She had volunteered for over a year with the Food Bank and had notified the City via letters about issues and suggestions but had no response, and notices had been sent to other staff members with no comment. She again requested that anytime someone submitted a letter or an email to the City a response to that letter or email should be provided in writing.

Mayor Murphy asked the City Manager to contact Ms. Ruport to address the concerns.

5. WORKSHOP ITEM
A. Special City Council Meeting on Strategic Planning [Action: Discuss and Provide direction (Murray)]
City Manager Andrew Murray reported it had been the City Council’s practice to meet on a biennial basis to consider Long-Term Strategic Planning and receive training on best practices in governance. The Special City Council meeting was intended to focus on strategic planning with the bulk of the meeting to focus on training from Patrick Ibarra with The Mejorando Group who would facilitate the meeting. The City Council would then review the existing Strategic Plan with the consultants who had prepared the plan. The consultants had recommended as good practice that the City Council review the Plan at the mid-point of its life span to confirm it met the City’s needs and was updated as appropriate. The City Council would then discuss projects scheduled for City staff to work on over the coming year, incorporate them into the budget, and discuss a process for an additional project list City staff had been asked to provide.

Mayor Murphy clarified for the benefit of the public that public comment would be opened numerous times throughout the meeting to provide input on the different topics of discussion.

Patrick Ibarra, Principal, The Mejorando Group, explained that he would be discussing with the City Council its role individually and collectively as a governing body. The City Council had been provided materials that included an agenda for the training session. The intent was to commence the training session with a brief recess from 10:15 to 10:30 a.m., break for lunch from 11:30 to 12:00, with a hard stop at 1:30 p.m.

Mr. Ibarra commenced the training session which included an overview of the benefits of good government, team effectiveness and collaboration, roles of the Council-Manager form of operation, review and possible revisions to the 2020-2025 Strategic Plan and a review of staff’s baseline work activities, Capital Improvement Plan (CIP) projects and other special projects the City Council assigned to staff beyond the Strategic Plan and CIP. 8 of 829
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In terms of the benefits of good government the City Council identified and discussed with Mr.

Ibarra the following topics:
- Better services;
- Better facilities;
- Guiding growth;
- Some people were happier than others;
- Broad representation;
- Unbiased presentation;
- Increased awareness of individual Council members and how they worked or didn’t work; - Increase or decrease in home values;
- Connecting different communities;
- Workshopping and redefining the quality of life in terms of government services; and - Crafting an environment to amplify the community voice as well as increase community engagement in the most equitable way.

Mr. Ibarra highlighted and discussed how the City Council could enhance its credibility as a governing body on the topics of politics, ethics, citizens, services, finances, employees and the results achieved.

The City Council discussed how the community viewed its role as a policy maker and identified the following:
- Creditability was always a question;
- Council members were also residents wearing the hat of resident and representative; and - The re-imagination and resource gap was critical since it leaned into the un-comfortability of other questions around equity, who gets what, how resources were distributed in a public agency and what partners were responsible for deciding that and the solution that needed to be discussed further.

The strategies for creating a more collaborative and effective City Council were also highlighted and discussed including:
- Develop a sense of team – a partnership with the City Manager to govern and manage the City;
- Civility and Council Member behavior;
- Think and act strategically;
- Respect “shared constituency;”
- Understand and demonstrate the elements of teams and teamwork; - Have clearly defined roles and relationships;
- Honor the Council-staff partnership;
- Allocate governing body time and energy appropriately; - Clear rules and procedures for Council meetings;
- Practice continuous personal learning and development as a leader; - Communication and problem solving;
- Separate the people from the problem;
- Focus on interests;
- Invent options for mutual gain;
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- Insist on using objective criteria;
- Be attentive;
- Ask clarifying questions;
- Let people know you are listening; and
- Effective public engagement.

The City Council identified and discussed additional topics or further defined the above, to help the City Council in its role as elected officials to be better individually or collectively, as follows:
- Distinction between values, interest and positions;
- Understanding backgrounds of individuals (i.e. geopolitical impacts) which help to define positions;
- Positons may evolve, interest may grow, but values were baseline; - Insisting on using objective criteria was in contrast which builds the tension unlike the objective criteria necessary for tangible things; and
- Need to rely on staff for its objective criteria which should also stem from the City Council and what staff brings as individuals.

PUBLIC COMMENTS OPENED
Irma Ruport, Pinole, described the presentation as enlightening. In terms of enhancing creditability, she had attended City Council meetings on a routine basis and offered comments but had never held elected office. She suggested the City Council and staff needed trust that they were doing the right thing. During past election cycles, there had been division in the community due to conflicts such as the community not being informed, a lack of transparency and promises made but not kept. She suggested issues of bias should be addressed then and there not a year or four years later. Most of the current City staff had only been employed with the City of Pinole for a few years, there was a new Council and there had been some pushback from some long-time elected officials leading to some residents being wary about participating in local government. She urged everyone to learn and grow from each other and do better with civility, respect and knowledge of one’s job. She emphasized the community was speaking on Nextdoor and other platforms and there was a desire to bring the City to the level if should be at this time.

Maria Alegria, Pinole, had written comments related to the Strategic Plan but would hold off on those comments at this time given that the comments may exceed the three-minute time limit for public comment. She asked the City Council to be flexible when the discussion moved into the Strategic Plan.

Rafael Menis, Pinole, reported on the COVID-19 case rate in the City of Pinole, which had decreased to the point where he was now comfortable not wearing a mask indoors. He reported the audio from the Council was not clear and he asked that the Council members speak directly into the microphone to allow the public to hear all comments, particularly for those listening remotely. He suggested it was important to recognize that the role of the City Council was political and at the Council level it was not feasible not to be political. Politics was about making choices and allocation of resources in certain ways but done in a way that harmonized and balanced values when in conflict.
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Mr. Menis suggested it was also important when discussing shared constituency to remember that most of the time there were only three open Council seats during an election cycle, but more than that number of people ran for office and not every Council member would have votes from all constituents. He emphasized that Council members were elected to represent everyone in the City as a whole.

PUBLIC COMMENTS CLOSED
Mayor Murphy declared a brief recess at 10:22 a.m. The Special City Council meeting reconvened at 10:33 a.m. with all Council members present.

Mr. Ibarra provided an overview of the City’s form of operations and the role of elected officials including the City Manager, Department Directors, City staff and community members, and the City Council identified and discussed the following topics:

Role of the City Council:
- Listen and ask questions;
- Research ideas;
- Bring ideas to life;
- Preparation for discussion informed by the research done by others and the City Council; - Collaboration with each other and outside of the group; - Communicate with staff, the public and each other;
- Fact checking;
- Explain to the public why votes are made; and
- Ensure fiscal and mental health and support each’s other’s behavioral health.

Role of the City Manager:
- The conduit between the City Council and staff;
- Distill and funnel multiple ideas from various perspectives and create those into something that was useful for informed decision making;
- Translate operational ideas into services and actions to ensure they were being accomplished; and
- Set expectations on what was doable and what was not.

Role of Department Directors:
- Carry out implementation of various plans;
- Answer questions;
- Advisors to the City Council;
- Advisors to the City Manager; and
- Facilitate and foster highly motivated teams and foster the mental and behavioral health of staff.

Role of City Staff:
- Work directly with the public;
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- Keep the physical doors of City Hall open and the actual functioning task of City Hall moving as agreed upon; and
- Record what they do.

Role of Community Members:
- Vote;
- Pay taxes;
- Advocate;
- Participate;
- Seek information from a credible source; and
- Responsibility to hold the City Council accountable.

Mr. Ibarra provided a PowerPoint presentation which highlighted the strategies for the goals of the Strategic Plan including:
- Goal 1: Safe and Resilient Pinole
- Goal 2: Financially Stable Pinole
- Goal 3: Vibrant and Beautiful Pinole
- Goal 4: High Performance Pinole
City Manager Murray explained, when asked, that the Strategic Plan included a section on the development process. The Strategic Plan pre-dated his employ with the City as well as some of the current City Council. He was unaware of the definitive history why things may or may not be on the list of strategies but the City Council may consider things not reflected in the Strategic Plan, which were Council and community priorities including a request to consider pedestrian and street safety which had not been included as a strategy for Goal 1. Not all strategies were specific or measurable time-based goals.

City Manager Murray provided a status report on each of the strategies for Goal 1, including the City had around ten different infrastructure asset classes that were in different stages of development as reflected in the CIP; a draft updated Emergency Operations Plan (EOP) had been previously presented to the City Council but would have to be revised due to the recent agreement with the Contra Costa County Fire Protection District (CCCFPD); the Police Department had a recommendation for the Community Emergency Response Team (CERT) to be presented as part of the budget process; and Strategy 4 of Goal 1 had been completed as the City Council had reviewed different options for the fire study and had made a decision but it would continue to be monitored.

City Manager Murray confirmed the City Council may add or modify the strategies in the Strategic Plan.

As to the status of the strategies shown for Goal 2: Financially Stable Pinole, City Manager Murray reported the City would be issuing a Request for Proposal (RFP) to hire a consultant for grant research, prospecting and grant writing and the City Council explored a revenue measure in 2022 for a Real Property Transfer Tax (RPTT) and an idea for a parcel tax, which was an ongoing item.

Some of the strategies were not discreet but broad and reflected revenue generation opportunities.
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For Goal 3: Vibrant and Beautiful Pinole, staff had been working on a number of fronts including working with private non-housing organizations such as Vista Woods and Satellite Affordable Housing Associates (SAHA).

Mayor Murphy suggested Strategy 5 of Goal 3 be amended to read:

Partner regionally to improve and enhance transportation circulation, including public transit, cars, bikes, and pedestrians guided by the review, prioritization and implementation of the 2019 Old Town Pedestrian Study and the development of an Active Transportation Plan.

On the discussion, and with assistance from Mr. Ibarra, Mayor Pro Tem Toms suggested a further modification to Strategy 5 of Goal 3, as follows:

When available partner regionally to improve and enhance transportation circulation, including public transit, cars, bikes, and pedestrians guided by the review, prioritization and implementation of the 2019 Old Town Pedestrian Study and the development of an Active Transportation Plan
Mayor Murphy requested that Strategy 6 of Goal 3 be provided to the City Council in a more comprehensive fashion and that future code enforcement updates include the data to prove that there was a code enforcement problem and what education initiatives were needed to resolve the problem.

City Manager Murray suggested the City Council make a motion to reflect any changes to the strategies under discussion, which would be reflected in an updated version of the Strategic Plan.

As to Strategy 6 of Goal 3, he agreed there were two areas of City operation that could use more thorough review and a top to bottom assessment of current practices.

Council member Martinez-Rubin recommended Strategy 6 of Goal 3 be amended to read:

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 natural and cultural amenities, business districts, and nuisance abatement.

As to the status of Strategy 7 of Goal 4: High Performance Pinole, City Manager Murray reported staff would bring back to the City Council a proposal for some options for the City Council to establish a platform to develop an interagency legislative advocacy program.

PUBLIC COMMENTS OPENED
Maria Alegria, Pinole, provided the City Council with copies of her written comments. She hoped the City Council would not wait another two years to consider the Strategic Plan, particularly given new Council members. As to Goal 1, she commented there were many opportunities for the City to repurpose parcels and she expressed concern with the status of the Emergency Preparedness and Response Plan and Fire Services Study. She emphasized the Pinole Valley was a high priority for fire prevention and defensible space and she would like the City to be proactive given the potential for wildfire.
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Ms. Alegria referenced Goal 2 and asked that the spending priorities for all tax measures be reviewed given they were intended for essential services and the latest Measure S had been used as a slush fund by staff to fund pet projects. She was otherwise pleased the City would be exploring all grant opportunities but suggested the City also look at shared agreements such as with the City of Hercules on road maintenance.

Ms. Alegria spoke to Goal 3 and reported that 20 years ago the County took on a project which all cities had participated for an assessment of underutilized properties, which she suggested be revisited. She was pleased with the mention of prioritizing traffic safety corridor projects, particularly around schools and senior centers, and agreed that code enforcement should be a first priority with increased value when taking care of properties. For Goal 4, she suggested better constituent services were needed. The City was no longer under lockdown due to the pandemic and it needed an innovate approach to customer service, better responsiveness to community members and ways to be innovative and responsive through the Internet and online. She also would like to know how the City ensured its policy priorities were being implemented by the City Manager.

Rafael Menis, Pinole, referenced the form of operations and suggested it was important for community members when attending City Council to remember that it’s the people who are in charge and all power in government flows from and belongs to the electorate, not the City Council.

He stated that this is at the core of our system of government, encouraged members of the public to make comments and emphasized their importance. As to Goal 2, he expressed concern with the budget being structurally imbalanced with revenues not matching expenditures, particularly given the likely increases in future California Public Employees’ Retirement System (CalPERS) investments. That issue needed to be accounted for in Goal 2 and should be addressed before it got out of hand.

Mr. Menis also spoke to Goal 2 Strategy 4, and suggested that strategy had not been completed and there were revenue generating opportunities the City had not considered fully, including an expansion of the User Utility Tax (UUT) to cover water and wastewater. There had been a ballot measure attempt in 2010, which had failed but which offered a more equitable solution and the City should consider all potential revenue source increases and what was equitable in terms of seeking out revenue. For Goal 3 Strategy 5, he offered language changes and rather than use the term “partner regionally” suggested “reach out to the community more broadly including regional and local partners.” He added the strategies for each goal should be identified as either “in progress” or “completed.”
Irma Ruport, Pinole, referenced the form of operation and asked that the City Council revisit the roles, as shown. She commented on the importance of knowing the role of the City Manager and the City Attorney, which could be done as a report on meeting agendas. As to the goals under discussion, she noted the Strategic Plan had been prepared in 2020, and only one current Council member had been present at that time. The Strategic Plan should have been revisited before a consultant had been brought on board so that it could have been updated, revisited and the public better informed. In the future, she asked that the City Council not wait so long to update reports and agreed with the need to identify immediate and long-tern needs, but in the short term they could not wait another two to five years. She urged the City Council to be more proactive on the strategies. She further referenced Goal 4 and asked that Pinole Community Television (PCTV) be included as a strategy under this goal.
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Anthony Vossbrink, Pinole, referenced Goal 1 and suggested the Police Department could do a better job presenting quarterly reports to the public at various meetings. He cited a number of communities that provided excellent presentations from their Police Departments and suggested all presentations should be visible and promoted to the public on PCTV, which he understood currently did not have the appropriate equipment with the information only available to the public in-person at City Hall. He sought quarterly and annual presentations of data from pre-, during and post-COVID on traffic citations and retail crime in the community. He would like the City Council to hold the Police Department and staff accountable, commenting on the increase in criminal activity on Fitzgerald Drive, which was the reason he would like the City to consider placing a temporary police sub-station on Fitzgerald Drive during the months of September through January. He understood that people shopped in other jurisdictions due to the increase in retail crime in the Fitzgerald Drive area.

PUBLIC COMMENTS CLOSED
Mayor Pro Tem Toms offered a motion, seconded by Council member Sasai to direct staff to modify Strategy 5 of Goal 3 to include a reference to “local and regional partners” and to include a reference to the “Safety and Accessible Transportation Plan.” City Manager Murray stated staff did not require direction to make the revision since the City Council may modify the strategy at this time.

Mayor Pro Tem Toms offered a motion to amend Strategy 5 of Goal 3 to read:

On the motion, Council member Tave preferred the language be modified to reference “adopted plans” so as not to limit those specific plans.

City Manager Murray suggested a further modification to Strategy 5 of Goal 3, as follows:

Partner locally/regionally to improve and enhance transportation circulation, including public transit, cars, bikes, and pedestrians, guided by the Downtown Pedestrian Safety Plan and the Accessible Transportation Plan and other Council-adopted plans.

ACTION: Motion by Mayor Pro Tem Toms/Council member Sasai to modify Strategy 5 of Goal 3 to read:

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

Absent: None
ACTION: Motion by Council member Martinez-Rubin/Mayor Pro Tem Toms to modify Strategy 6 of Goal 3 to read:

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 ecological and cultural amenities, business districts, and nuisance abatement.

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

Absent: None
Council member Martinez-Rubin offered a motion, seconded by the Mayor to add an additional strategy to Goal 4 to read:

Explore use of Government Access Channels/PCTV to implement the Strategic Communication Plan.

On the motion, Mayor Pro Tem Toms asked whether the current Information Technology Strategic Plan included such implementation.

City Manager Murray explained that some of the Strategic Plan items were one and done while other items involved a plan and implementation with City staff in the process of implementing the Communication and Engagement Plan. Staff was also exploring the use of PCTV as a component of strategic communication and would complete a PCTV Master Plan and that new strategy could be added to highlight to the public.

ACTION: Motion by Council member Martinez-Rubin/Mayor Murphy to modify Goal 4 to add an additional strategy to read:

Explore use of Government Access Channels/PCTV to implement the Strategic Communication Plan.

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

Absent: None
Mayor Murphy declared a lunch recess at 12:15 p.m. The City Council meeting reconvened at 12:44 p.m., with all Councilmembers present.
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City Manager Murray continued the PowerPoint presentation and provided an overview of the Staff Workplan, which included the staff baseline and routine work, core public facing services and internal support functions, and CIP and staff-initiated special projects that had been detailed in depth in the April 29, 2023 staff report.

In response to the Mayor Pro Tem on the direction staff was seeking, City Manager Murray explained that he was seeking ratification of the entire list of staff-initiated Special Projects and other Council-directed Special Projects, and for the City Council to determine what should be added or removed. As to the status of the implementation of the weatherization program, as part of the Other Council-Directed Special Projects, he reported City staff was nearly ready to bring a contract to the City Council to be formalized.

Community Development Director Lilly Whalen added for the weatherization program the City was working with the County and the Bay Area Regional Energy Network (BayREN) and hoped to present a draft contract to the City Council at its second meeting in May.

Council member Tave sought a “waterfall” list/diagram of projects similar to what staff provided for the CIP to identify projects requested by the City Council, including the details for research and design, when the project had been put out for bid and out for contract, and whether it would be done in-house so that the City Council could see the capacity line for staff and also see which projects were underway.

City Manager Murray reiterated City staff could get through the current list of Staff-initiated Special Projects and Other Council-directed Special projects by the end of fiscal year 2023/24; however, staff did not have the capability to take on anything more. Most of the special projects did not have dependencies and did not qualify for outside funding. The grant component was significant in capital projects but not applicable, with most of the projects to be funded by the City’s General Fund.

City Manager Murray recognized the City Council was constantly coming up with new ideas and again, the projects identified in the PowerPoint presentation could be completed by the end of fiscal year 2023/24, and if the City Council wanted to prioritize the projects that would be acceptable to staff who would welcome that guidance. If the City Council wanted to add something new beyond what had been presented (All projects as shown on Slides 8, 9 and 10 of the PowerPoint presentation) something would have to be removed.

Council member Tave reiterated his request for a “waterfall” list/diagram, as described, which would be helpful to the City Council, had been prepared in the past and allowed flexibility when Council direction changed, and if the City was losing money the Council could step back and let staff work rather than constantly adding items absent the knowledge of the impacts to the budget.

City Manager Murray suggested staff could come back at the time the Preliminary Proposed Budget was presented to the City Council at its May 16, 2023 meeting, at which time staff could outline how much had been put into each of the efforts and identify how close they were to completion.
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Council member Tave hoped through the budget process to have the information to provide staff with sufficient direction. He did not want to zigzag back and forth between projects other than studies being prepared but with no work accomplished, which had occurred over time. He looked forward to moving ahead with the Strategic Plan.

Council member Martinez-Rubin suggested a matrix would help for projects to be retained and those to be deferred. She asked whether any of the Council-directed Special Projects not yet underway would fit naturally, efficiently, sensibly and reasonably, with what had already been vetted in terms of the Strategic Plan. If not, those projects should be deferred. She also suggested the projects that were not yet underway should be identified as to whether they were essential and met the goals of the Strategic Plan. If not, they should be deferred. As an example, for other Council-Directed Special Projects under the bullet, Additional Items Discussed But Not Yet Assigned which read: Assessment of opportunities for Public Works maintenance function reconfiguration/shared services/equipment/MOU, was a way of operating and the City had not considered operating in that way given there had been other things to do, which was an example of a project that could be deferred to next year.

City Manager Murray described the projects as above and beyond what must be done and above and beyond the Strategic Plan strategies, the CIP or routine staff work. There was no single criteria to determine what projects were the most important. When staff returned for the budget discussion on May 16, there could be some assessment on how consistent the projects were with the goals of the Strategic Plan. Again, the items would be incorporated into the budget and completed by the end of the next fiscal year. He sought a set list so that staff knew what it should be doing with more certainty in the special types of projects.

Mayor Pro Tem Toms referenced the Electric Vehicle (EV) Charging Station Feasibility Study that was not yet underway. She wanted assurance the City was not duplicating other efforts already completed, which covered the City of Pinole, and asked staff to look at what the Contra Costa Transportation Authority (CCTA) had completed with the Contra Costa EV Readiness Blueprint.

Mayor Murphy also referenced the Other Council-Directed Special Projects not yet underway as shown, and asked how the projects had been added to the list.

City Manager Murray explained that the Electric Vehicle (EV) Charging Station Feasibility Study had been added to Other Council-directed Special Projects as a result of a presentation from staff to the City Council on EV accessibility in Pinole. The City Council direction to staff was to scope and discuss a feasibility and gap analysis in the community. The other projects identified in Other Council-directed Special Projects came about as a result of direction from the City Council whether through a discussion of an item at a City Council meeting or a request for a future agenda item, which had morphed into a project. The Electric Vehicle (EV) Charging Station Feasibility Study had not been included in the CIP but could be added at the direction of the City Council.

Mayor Murphy referenced the Economic Development Plan that had previously been adopted and clarified with the City Manager it was part of the Strategic Plan and its implementation was part of the Strategic Plan strategies.

Mayor Murphy also asked with respect to the Staff Baseline Work - Staff-Initiated Special Projects and Other Council-Directed Special Projects how much of staff time was being spent on current projects which argued for process improvements.
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As an example, under the category of Other Council-Directed Special Projects and additional items discussed but not yet assigned, specifically: Assessment of opportunities for Public Works maintenance function reconfiguration/shared services/equipment/MOU, Mayor Murphy read that as a process for improvement and asked how staff monitored and measured process improvements.

City Manager Murray explained that Assessment of opportunities for Public Works maintenance function reconfiguration/shared services/equipment/MOU was not a staff-initiated project since staff had not done it yet. Staff was responsible for assessing all of the functions of its departments to ensure best practices but it was an ongoing project. The Staff-Initiated Special Projects were an ongoing reflection of where that was happening. If staff had started the project it would have been on another list. In addition, the reconfiguration of tracking, monitoring and permitting for Public Works was considered routine work and a new software program had already been purchased with a build out of the modules to be used over time.

In response to Council member Tave, City Manager Murray offered examples of projects where an assessment would allow the Council to decide what to do after it received that information.

For smaller projects such as celebrations for Earth Month, such effort was not needed.

Council member Tave explained his comments and stated he wanted to ensure the City Council did not exceed the staff capacity.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, asked for more detail from the Police Department on Project Hope, which would assist unhoused members of the community, drone policies the City wanted to implement and how the City allocated staff time on the projects it wanted to complete. He suggested a cap be considered for new projects so that staff had some predictability with respect to its work volume. He also requested a status report on the implementation of the Communication and Engagement Plan and for special projects not in the immediate completion stage, a quarterly update should be provided. In addition, he understood broadband considerations fell under the CIP and were considered Other Council-directed Special Projects but that should be clarified.

Irma Ruport, Pinole, appreciated the information contained in Attachment G, City of Pinole CIP Status of Scheduled Projects for FY 2022/23 through December 31, 2022 to the staff report, but recommended completed projects be removed from the list. She suggested there was plenty of staff and preferred that work be done in-house rather than hiring consultants unless needed. She wanted the City Council to monitor existing consultant contracts to ensure work was being done satisfactorily. She emphasized it was time to have the expertise on staff to get the work done.

Anthony Vossbrink, Pinole, echoed the comments from the previous speaker and emphasized there were routine items that should be addressed by the Public Works Department on a regular basis. He detailed numerous maintenance items that required attention including inoperable drinking stations/water fountains throughout the City and in front of the Bay Trail Park, and timers, locks and doors of restrooms in City parks in need of repair including the men’s restroom at the Adobe Road dog park. He suggested there was too many staffers, managers and directors and the City Council should hold different people accountable with checks and balances and followup on routine maintenance items. 19 of 829
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Mr. Vossbrink added that trees had been knocked down with branches and stumps left behind at the caretakers’ home, the Pinole barbeque grove on Adobe Road and elsewhere throughout the City. He found that to be a visual eyesore and disregard for public health and safety. He added that maintenance was needed in the median strips and suggested the lack of routine maintenance affected property values and the ability to attract more businesses to Pinole.

PUBLIC COMMENTS CLOSED
Council member Martinez-Rubin clarified with the City Manager that all projects would be able to be completed in fiscal year 2023/24. As to the Other Council-Directed Special Projects, not yet underway, she suggested the process required to establish a Fire Prevention Maintenance District in Pinole would be a big project and given the new relationship with the CCCFPD, which would be providing some fire prevention maintenance activities, she suggested that project could be deferred for a year.

Mayor Pro Tem Toms was unsure whether a Fire Prevention Maintenance District was the same as the East Bay Fire Prevention effort already underway.

City Manager Murray clarified they were separate items but regardless of the organization providing the services the project, as listed, related to a new source of funding to do advanced additional work.

Mayor Murphy cited the Other Council-Directed Special Projects, specifically, research on a potential public bank, and clarified with the City Manager that effort would include the feasibility, legality and partnership of a public bank. He also commented the PCTV Master Plan had not been included in the CIP and clarified with the City Manager it would be considered under the category of Staff’s Baseline Work, Staff-Initiated Special Projects.

Mayor Pro Tem Toms commented that when the City Council discussed the CIP, she had raised the idea of whether tax allocation bonds may be appropriate. She asked whether that would be covered in any of the items already assigned.

City Manager Murray advised that concept would be under the umbrella of the Long-Term Financial Plan (LTFP) the City Council would be asked to adopt in the summer, which would identify all funding needs, wants and sources.

Council member Sasai asked when the Old Town Wayfinding Signage had been proposed by the City Council as a possible project and City Manager Murray explained the project had been raised on a couple of occasions and in the context as part of the Strategic Plan and Economic Development Plan strategy. The idea had also surfaced as part of the presentation of the Old Town Parking and Pedestrian Study, which had concluded there was adequate parking in Old Town but people could use more wayfinding signage.

City Manager Murray commented as to the staff time involved in the project that there was a separate effort which involved branding work and the economic strategy included some economic development branding and they would want those efforts to tie together, which was one of the reasons the project had not yet moved forward. Staff could work with consultants on a wayfinding program but had not gotten to that project yet.
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Council member Sasai agreed the branding should be consistent and noted that the City Seal Ad Hoc Subcommittee had set a deadline of spring 2024. He recommended Other Council-Directed Special Projects not yet underway, specifically the Options for Old Town Wayfinding Signage, be deferred to next year and staff time not be allocated for that project at this time. He again referenced the process required to establish a Fire Prevention Maintenance District in Pinole, as shown in the same category and asked whether there had been a recommendation from a prior or current County Fire Chief on that idea.

City Manager Murray explained that the process required to establish a Fire Prevention Maintenance District in Pinole had been a request of the City Council as a potential revenue source due to climate change.

Council member Tave reiterated his desire for a ‘waterfall” diagram to be created by staff to provide a better understanding of the projects collectively to include whether things were in concept, research and design, whether the project required a feasibility study, was in contract, whether the project design had been bid, was in construction, details on long-term maintenance and whether funds had already been spent.

Council member Tave offered a motion, seconded by Mayor Murphy to that effect with the “waterfall” diagram to return to the City Council in time for the budgeting and CIP process.

City Manager Murray stated most of the projects were not CIP projects and reiterated as part of the Preliminary Proposed Budget discussion that staff could lay out that information for the Council-Directed Special Projects and flag for consistency with the Strategic Plan goals. He commented it would be an effort to reformat the routine staff tasks that were already in the budget as well as the Staff-Initiated Baseline Projects. For the non-CIP programmatic efforts, staff could return with a presentation similar to the CIP to identify the status and the City Council could then decide whether to ratify that as the Special Programmatic Projects for the upcoming fiscal year.

ACTION: Motion by Council member Tave/Mayor Murphy to direct staff to create a “waterfall” diagram for the non-CIP programmatic efforts with staff to return with a presentation similar to the CIP to identify the status and the City Council could then decide whether to ratify that as the Special Programmatic Projects for the upcoming fiscal year.

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

Absent: None
Council member Martinez-Rubin offered a motion to defer the process required to establish a Fire Prevention Maintenance District in Pinole to Fiscal Year 2024/25.

On the motion, City Manager Murray explained that the intent was for a presentation on what would be required to establish the district not the implementation of a special district in 2023/24.

Council member Sasai seconded the motion.
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Speaking to the motion, Mayor Pro Tem Toms stated it was important to keep the project on the list at the same time as the discussion of region-wide fire mitigation. With a deferral to Fiscal Year 2024/25, the City would miss the opportunity to consider the item during an election year.

Mayor Murphy agreed and suggested this was an opportunity to incorporate the discussion into the LTFP as one of the many funding sources that could backfill some of the considerations about the budget. He suggested the item not be deferred.

Council member Sasai clarified the deferral was on the presentation not on the actual item and City Manager Murray confirmed it would be deferral of the presentation.

Council member Martinez-Rubin as the maker of the motion rescinded the motion and Council member Sasai rescinded his second to the motion.

Council member Sasai offered a motion to defer Other Council-Directed Special Projects, Not yet Underway, Options for Old Town Wayfinding Signage to Fiscal Year 2024/25. The motion failed due to the lack of a second.

Mayor Murphy was interested in seeing the waterfall diagram come back; the decision making around Staff-Initiated Projects and how the City Council played a role in that effort; what the Internal Diversity, Equity, Inclusion and Welcoming (DEIW) Initiative entailed; and how the City Council played a role in the development of the initiative in terms of the budget and City policy.

City Manager Murray explained the City Council’s role in the DEIW Initiative had been the approval of funding, with the project having been kicked-off with City employees, with staff to work with a consultant to design next steps and interventions to address opportunity areas of growth.

He summarized the direction from the City Council to bring back the entire list of projects, those the City Council had already assigned, those underway and those not yet underway, and bring them back with the waterfall diagram to be discussed at the May 16, 2023 City Council meeting.

He clarified that no next steps needed to be discussed, the City Council had provided direction for modifications to the Strategic Plan, which would be modified and posted on the City website and for the FY 2023/24 Special Project Workplan.

Mayor Pro Tem Toms thanked Mr. Ibarra, City Manager Murray, Department Heads, City staff and members of the public who had participated in the discussion and Mayor Murphy also thanked everyone for their engagement.

6. ADJOURNMENT to the Regular City Council Meeting of May 2, 2023, in Remembrance of Amber Swartz.

At 2:02 p.m., Mayor Murphy adjourned the meeting to the Regular City Council Meeting of May 2, 2023 in Remembrance of Amber Swartz.

Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
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CITY COUNCIL MEETING

MINUTES
May 16, 2023

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 Murphy called the Regular Meeting of the City Council to order at 5:02 p.m. and led the Pledge of Allegiance.

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
Devin Murphy, Mayor
Maureen Toms, Mayor Pro Tem
Norma Martinez-Rubin, Council Member
Cameron Sasai, Council Member
Anthony Tave, Council Member
B. STAFF PRESENT
Andrew Murray, City Manager
Eric Casher, City Attorney
Heather Bell, City Clerk
Neil Gang, Chief of Police
Jeremy Crone, Police Lieutenant
Markisha Guillory, Finance Director
Sanjay Mishra, Public Works Director
Stacy Shell, Human Resources Director
Misha Kaur, Capital Improvement and Environmental Program Manager Roxane Stone, Deputy City Clerk
City Clerk Heather Bell announced the agenda had been posted on Thursday, May 11, 2023 at 4:30 p.m. with all legally required written notices. No written comments had been received in advance of the meeting.
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Following an inquiry, the Council reported there were no conflicts with any items on the agenda.

A. CONFERENCE WITH LABOR NEGOTIATORS
Gov. Code § 54957.6
Agency Designated Representatives: City Manager Andrew Murray, Human Resources Director Stacy Shell and Greg Ramirez (IDEA)
Represented Employees: AFSCME, Locals 1 and 512 and PPEA

PUBLIC COMMENTS OPENED
Cordell Hindler, Richmond, was curious what the union had to offer as part of the Closed Session negotiations.

PUBLIC COMMENTS CLOSED

5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION At 6:17 p.m., Mayor Murphy reconvened the meeting into open session and reported there was no reportable action.

Teresa Teller, Pinole, invited the public to a free event on Saturday, May 20, 2023 at Our Savior Lutheran Church, 3110 Avis Way, from 11:00 a.m. to 12:00 noon, at which time she would present her mental health story and the phases of her recovery. In between, she would play original piano music that captured each phase and would also play the piece Andrew’s Lullaby, which had been an honorable mention in the International Songwriting Contest. She was also honored to understand that the City Council would issue a proclamation for Mental Health Awareness Month.

She emphasized if someone was suffering from mental illness her story would bring insight as someone who had suffered from Schizoaffective Disorder for years. Presently, she was a Pastor’s wife and mother of two children and had worked in a retirement community for 15-years.

She had also written blogs for the National Alliance of Mental Illness and was authoring a book titled My Brain Makes Me Proud. She encouraged everyone to attend the May 20 event.

Rafael Menis, Pinole, updated the City Council on the current COVID-19 case rate for the City of Pinole, and while improved it was still recommended that masks continue to be worn indoors. 24 of 829
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Mr. Menis reminded everyone of Community Service Day on Saturday, May 20, 2023, with everyone to meet at the Youth Center, 835 Tennent Avenue. In-person registration would be from 8:30 a.m. to 9:00 a.m. and online registration was also available. Volunteer activities would be led by the Community Services Commission from 9:00 a.m. to 12:00 p.m. Breakfast would be available between 8:00 a.m. and 9:00 a.m. and lunch from 12:00 p.m. to 1:00 p.m. Everyone was encouraged to participate.

Mayor Murphy moved onto agenda Item 8 at this time.

8. RECOGNITIONS / PRESENTATIONS / COMMUNITY EVENTS
A. Proclamations

1. Mental Health Awareness Month
The City Council read into the record a proclamation recognizing May 2023 as Mental Health Awareness Month and presented the proclamation to Teresa Teller.

2. Asian American and Pacific Islander Month
The City Council read into the record a proclamation recognizing May 2023 as Asian American and Pacific Islander Month, which was presented to Council member Sasai as the City’s first Filipino-American Council member.

3. Emergency Medical Services Week
The City Council read into the record a proclamation recognizing May 21-27, 2023 as Emergency Medical Services Week.

4. Jewish American Heritage Month
The City Council read into the record a proclamation recognizing May 2023 as Jewish American Heritage Month.

5. Affordable Housing Week
The City Council read into the record a proclamation recognizing May 7-13, 2023 as Affordable Housing Week.

6. National Police Week
The City Council read into the record a proclamation recognizing May 15-21, 2023 as National Police Week and presented the proclamation to Chief of Police Neil Gang.

Police Chief Gang thanked the City Council for the proclamation and the recognition and emphasized that three City of Pinole Police Officers had lost their lives in the line of duty. He added that those officers and their families would never be forgotten for their ultimate sacrifice to the community.
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PUBLIC COMMENTS OPENED
Deputy City Clerk Roxane Stone reported there were no comments from the public.

PUBLIC COMMENTS CLOSED
B. Presentations:

1. AC Transit Presentation
Jovanka Beckles, Director, Ward 1, AC Transit, introduced the AC Transit staff present which included David Berman, Senior Transportation Planner/Project Manager AC Transit Realign Initiative, who provided a PowerPoint presentation on the State of AC Transit, an overview of Alameda-Contra Costa Transit (AC Transit), the State of California’s largest public bus-only system and the third largest bus-only transit agency in the County serving 364 square miles and

1.5 million people. He provided the statistics of ridership in terms of income levels, ethnicity, whether riders had access to a vehicle and the number of students served each school day.

Mr. Berman highlighted AC Transit’s recovery priorities and ranked bus lines based on pre-COVID weekday productivity, people with low income within one-quarter mile and people of color within one-quarter mile, and noted that service across Bay Area bridges had been delayed until demand had increased. AC Transit worked to improve reliability, provide greater connectivity and pursue projects to improve transit through dedicated program staff and deeper regional coordination. AC Transit was also recruiting and working to retain bus operators, which was the greatest barrier to delivering services. An in-person recruitment event entitled “Spring Into Your New Career” had been scheduled for May 20, 2023. More information was available on the AC Transit website.

Mr. Berman also provided an overview of ongoing ridership recovering efforts to bring ridership back on track that included the AC Transit Realign Initiative, which would reshape AC Transit in the wake of the pandemic by prioritizing where and when transit service was offered, align service with customer needs and equity goals, deal with future resource constraints, and respond to changing travel patterns with a focus on people and equity over the next 15-months and would consider five umbrella projects/phases as part of the realignment effort. The five umbrella projects/phases and the timeline for each were identified, to develop plans and learn rider needs, align guiding principles with community assessments, develop service scenarios and gather feedback, draft a final service plan, adopt and develop service standards and inform riders about service changes.

Mr. Berman encouraged AC Transit riders to participate in a survey that was available by scanning a QR code, which could be shared with networks, and with more information at www.actransit.org/realign. The survey would close on May 31, 2023.

Responding to questions from the Council, Mr. Berman explained that like other transit agencies AC Transit was facing fiscal challenges but had tightened the belt where necessary. At the same time, AC Transit wanted to put out a reliable service but was currently under a hiring freeze for non-essential positions and wanted to avoid providing less and less service and losing more ridership. He added that AC Transit was challenged on how to focus on different markets which was hoped would be addressed with the AC Transit Realign Initiative with the intent to allocate resources that made sense to meet all needs but which was a challenge with a limited budget. 26 of 829
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All issues would be considered while being mindful how everyone across the income spectrum fit into all of it.

Director Beckles acknowledged that most riders tended to be people of color and working class to those barely working. AC Transit worked to change that image, which would be helped through increasing Zero Emission buses and using non-vehicle transportation methods to reduce the carbon footprint. AC Transit would also be able to increase ridership through having more frequent routes and more consistent services that would bring a more diverse ridership in the future, particularly as the effects of global warming encouraged people to get out of their vehicles.

Mr. Berman noted the recognition between land use and a connection and focus on transportation around development could effectively promote economic development and reduce the carbon footprint. There were many state initiatives that could help with climate change. He also highlighted the proposed equity goals from the AC Transit Strategic Plan, with accessibility a key to providing high quality mobility for those with disabilities and those who were of low income status as well as disadvantaged communities of color. He added that the Civil Rights Act had enshrined federal funding conditions to ensure AC Transit was accounting for people’s needs.

When asked by the Mayor, Mr. Berman confirmed he could forward information from the Strategic Plan to the City Council.

Council member Martinez-Rubin emphasized safety, accessibility and availability all together to create the riding experience regardless of income level, age and purpose for riding was something that would provide an attractive service. She appreciated the goals, as outlined in the PowerPoint presentation, as goals remaining to be met in the transportation system and she looked forward to the promotion of all AC Transit services.

Director Beckles thanked the City Council for the opportunity to provide the presentation and emphasized that AC Transit was focused on its Realign Initiative and hiring drivers. She encouraged the City Council to share the information with others in all available forms and she welcomed community feedback and City Council encouragement of the community to participate in the AC Transit survey. She added that throughout the month of May, AC Transit staff would be at bus stops asking transit riders to complete the survey that would allow input for several options for proposed changes. She added that in the fall there would be another opportunity to provide input on proposed changes, with the goal to have new services in place by October 2024.

She again thanked the City Council for its time and partnership.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, spoke to Item A1, the proclamation for Mental Health Awareness Month, and detailed his own mental health struggles. He stated Council member Sasai had inspired him to speak of them publicly given he [Council member Sasai] had spoken of his own experiences with anxiety and depression when he had run for office. He spoke to his personal challenges with anxiety and depression and Attention Deficit and Hyperactivity Disorder (ADHD) and noted one of the core principles of the Mental Health Awareness Month proclamation was for people to seek out therapy and help. He detailed how that assistance had helped him in his life and through medical care helped him to become who he was today.

PUBLIC COMMENTS CLOSED
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Mayor Murphy thanked AC Transit staff for the presentation.

The City Council returned to Item 7.

7. REPORTS & COMMUNICATIONS
A. Mayor Report

1. Announcements: None
B. Mayoral & Council Appointments: None
C. City Council Committee Reports & Communications
Mayor Pro Tem Toms reported the Municipal Code Ad-Hoc Subcommittee had met to discuss the Project Labor Agreement (PLA) and she had attended the Mayors’ Conference with a presentation on enhancing transportation from Dublin to Tracy and reducing vehicle miles.

Council member Tave reported he had attended a RecycleMore meeting and briefed the City Council on the discussions.

Council member Martinez-Rubin reported she and Council member Sasai had met as the City Seal and Logo Subcommittee with meetings anticipated every other week throughout the year.

She had also attended a League of California Cities East Bay Division meeting briefing the City Council on all discussions.

Council member Sasai reported he and Council member Martinez-Rubin had met as the City Seal and Logo Subcommittee and he briefed the City Council on the discussions. He thanked the General Manager of WestCAT for providing a tour of the facility and reported that the Summer Youth Pass was available for purchase, with more information at 511cc.org/youthpass.

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

PUBLIC COMMENTS CLOSED
At this time, the Monthly Mayoral Video Update was provided and the Mayor thanked Pinole Community Television (PCTV) for all of their hard work throughout the year and reported the video had also been presented at the recent Mayors’ Conference.

D. Council Requests for Future Agenda Items
ACTION: Motion by Mayor Pro Tem Toms/Mayor Murphy to refer a request from an affordable housing developer to modify an existing ordinance to allow for staff discretion on allowing construction to occur on Saturdays for multifamily residences to the Municipal Code Ad-Hoc Subcommittee, as a future agenda item.
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Vote: Passed 5-0
Ayes: Murphy, Toms, Martinez-Rubin, Sasai, Tave
Noes: None
Abstain: None

Absent: None

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

PUBLIC COMMENTS CLOSED

E. City Manager Report / Department Staff
City Manager Murray announced the following upcoming community events: Community Service Day on May 20, 2023; Virtual Workshop to continue the visioning process for the Community Corner on May 25, 2023; and Pinole Pride scheduled for Sunday, June 11, 2023 at Fernandez Park, which event would also recognize the City’s 120th Anniversary, LGBTQ+ Pride and Juneteenth.

City Manager Murray also provided an overview of the tentative agenda items for the June 6, 2023 regular City Council meeting.

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

PUBLIC COMMENTS CLOSED
F. City Attorney Report: None

A. Approve the Minutes of the April 25, 2023, April 29, 2023 Special Council meetings and the Minutes of the Regular City Council Meeting on May 2, 2023 B. Receive the April 29, 2023 – May 12, 2023 – List of Warrants in the Amount of $1,225,226.29, and the May 12, 2023 Payroll in the Amount of $470,399.29 C. Approve a Two-Year Contract with Planeteria for the New Website Content Management System in the Amount Not to Exceed $58,620.00 [Action: Adopt Resolution per Staff Recommendation (Epps)]
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D. Resolution of the City of Pinole to Comply with State Housing Laws [Action:

Adopt Resolution per Staff recommendation (Kaur)]
E. Resolution Opposing State Initiative 21-004281 [Action: Adopt Resolution per Staff Recommendation (Mishra)]
F. Adopt a Resolution Promoting and Supporting the Creation of Education Workforce Housing in Contra Costa County [Action: Adopt Resolution per Staff Recommendation (Whalen)]
G. Letter of Support for United States Department of Transportation Funding for East Bay Regional Park District Trail Expansion Projects [Action: Approve Letter of Support per Staff Recommendation (Rogers)]
H. Options for a City-Sponsored Job Fair [Action: Approve Staff Recommendation (Whalen)]
I. Adoption of Resolution Authorizing the City Manager to Execute a Contract with The Pun Group for Professional Auditing Services for Fiscal Years Ending June 30, 2023 through June 30, 2025, with the Option to Extend the Contract at OneYear Intervals, Not to Exceed a Total of Two Additional Fiscal Years [Action:

Adopt Resolution per Staff Recommendation (Guillory)]
J. Plan for High School Student Internships with City Council Members [Action:

Receive Report (Shell)]
K. Update on the Activity of the Project Labor Agreement (PLA) Ad Hoc Subcommittee [Action: Receive Report (Mishra)]
L. Adopt a Resolution Initiating Proceedings for the Annual Levy of Assessments and Ordering the Preparation of the Annual Engineer’s Report for the Pinole Valley Road Landscape and Lighting Assessment District (LLAD) for Fiscal Year 2023/24 [Action: Adopt Resolution per Staff Recommendation (Mishra)]

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, referenced Item 9A, Page 29 of 704 of the meeting agenda packet for the Special City Council meeting minutes of April 29, 2023, and requested the comments he made as shown in paragraph three be amended. He played the audio portion of the meeting when his comments had been made and while he offered no specific language changes, asked that his comments be amended to correctly reflect his statement.

Also referencing Item 9A, Mr. Menis asked that the meeting minutes of May 2, 2023, as shown on Page 52 of 704 of the agenda packet and his comments as shown in paragraph five be amended, to read:

Rafael Menis, Pinole, suggested that public engagement be properly foregrounded on the City website. He understood the City was using the Balancing Act Tool for the budget as a whole but it was not easily navigated on the website and he expressed concern if public 30 of 829
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outreach was done on the City website it may result in the same situation. The cost of repairing the roads that were in terrible condition was so great, which was why there was a fix-it-first approach given the vast cost of repair. He also recognized Public Works staff was limited in the work they could do in-house given limits in staff, equipment and costs.

Mr. Menis also referenced Item 9C, Page 125 of 704 of the agenda packet, noted the e-alerts had been described more generally, and on Page 144 of 704 the fee schedule had discussed the services the City had ordered with e-alerts partially ordered but based on the pricing and quantity it was more tailored to focus on the development phase than on an ongoing project. He asked whether the City would consider setting up a system to pay for the e-alerts or a system like it to improve outreach to the public. As to Item 9E, he suggested the City Council should approve the resolution opposing the initiative, which as it stated in its own text, would strip the electorate who had the ultimate power under the system of government to assess taxes and fees via the charter system, and if people wanted to complain about the loss of local control over local affairs this statewide initiative vote would deprive people of a charter city including the City of Pinole, if it wished to become a charter city in the future, the ability to asses any tax as part of a charter.

As to Item 9I, Page 203 of 704 of the agenda packet, Clause 2.6 of Section 2 of the Consulting Services Agreement, Mr. Menis identified a blank dollar amount in this section that had been highlighted and should be clarified. Also, with respect to Page 213 of 704, he identified a typographical error in the reference to City Attorney Eric Casher on the signature page which should be corrected. Page 246 of 704 detailed the services The Pun Group would provide and he asked for more details for the artificial intelligence (AI) model the consultant planned to use.

Assuming they were using a large language model for AI, he stated those models were notorious for hallucinating or lying about references within their data set, facts or sources, and asked how the consultant set up Mind Bridge to avoid the risks commonly associated with AI given the paramount need for accuracy in the auditing process.

City Clerk Bell asked that Item 9A be pulled to allow staff the opportunity to review the video for the April 29, 2023 Special City Council meeting and have some suggested language for modification, and if possible Mr. Menis could also provide some suggested language for the changes he wanted to be made.

Cordell Hindler, Richmond, referenced item 9H and supported a Job Fair for the City of Pinole given the number of businesses that needed extra help coming out of the pandemic. For Item 9J, he noted both the cities of Richmond and San Pablo paid $20/hour for their student interns and the City of Menlo Park’s average salary for student internship was $53,000 to $60,000, which the City of Pinole should consider.

Matthew Estipona, Director of Government & Community Engagement, Associated Builders & Contractors (ABC) Northern California, who represented member contractors who were in the construction trades referenced Item 9K and expressed concern the PLA Ad Hoc Subcommittee included no representation from member contractors and no fair share side from the other perspective. Member contractors and apprentices who lived and worked in the community wanted to be able to build where they lived, produced great projects all through the East Bay, Contra Costa County and Northern California, and moving forward they would like to have a seat at the table to provide their input on the PLA.
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Susan McDonald, stated she worked for a non-union contractor and opposed the PLA. She stated local contractors should be doing the work, they were non-unionized and had been doing work for decades. If a PLA was in place, she suggested it would be harmful to non-union contractors.

She suggested few contractors had read or understood the provisions of a PLA, which showed up as an attachment to the main contract. The PLA was a tool unions used to force non-union contractors to hire almost all workers off the union bench, through their core workforce requirement. Under a PLA, non-union contractors could only use a few of their own core workforce, then had to hire off the union bench, which was a disadvantage to non-union contractors and their ability to perform work. She suggested no contractor should bid a job without their own core workers. Union workers also had a core workforce but under a PLA, union contractors may keep their core workforce and only go to the bench when needed, which was unequitable treatment. If the core workforce was taken out of the PLA, the unions would stop trying to force them on everyone. She suggested all of the things people were told a PLA could do had already been done absent a PLA. She commented that non-union contractors in the community trusted public agencies not to harm them with their contracts and she suggested that the City Council do no harm and not consider a PLA.

Eric Christen, Executive Director, Coalition for Fair Employment and Construction, a statewide organization formed 25 years ago by union and non-union contractors solely to oppose discriminatory and wasteful project labor agreements, commented in the era of hyper-inflation for construction projects and the macro economy with inflation, there were insufficient workers to meet all needs. A PLA exacerbated the problem by reducing the number of people who would bid on a project, with 88 percent in the state choosing to work in a labor/union-free environment pursuant to labor statistics. Those who chose to protect skilled and trained workers chose to do that in a union-free environment making it impossible to work under a PLA due to the need to pay union dues to join an organization they did not wish to join and pay union health, welfare and pension plans that were never vested, which was wage theft.

Mr. Christen added that PLAs almost exclusively required union apprentices, and young men and women in state approved non-apprenticeship programs were explicitly excluded under PLAs and non-union contractors were reduced to only being able to use a few of their own core workers and work with people in which they had no relationship. All of this made it harder for union-free contractors to get work and helped big labor interests get a monopoly on work.

In an era of hyper-inflation in the construction industry, Mr. Christen questioned why the City of Pinole would consider a PLA. He asked that all voices be heard and opinions be valued on this issue and brought to the table and noted that within the area there were state approved non-union apprenticeship programs that would be excluded in a PLA. He urged the City Council to reach out and visit those young men and women being trained.

Tanya Little, a former small business advocate for the State of California, appointed by former Governor Brown for business development in the state, emphasized the importance that small non-unionized businesses be able to compete. These businesses were the backbone of the economy and should be given the opportunity. She suggested the City consider small business goals and if the City had to hire a large business, ensure that business served the certified local businesses to ensure they had a local fair share and give back to the community.

PUBLIC COMMENTS CLOSED
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Mayor Pro Tem Toms requested with respect to Item 9 that the meeting minutes for the Special City Council meeting of April 29, 2023 be pulled from the Consent Calendar, with the item to be continued to a future meeting.

Council members Sasai and Martinez-Rubin requested that Item 9J be pulled from the Consent Calendar for discussion.

ACTION: Motion by Mayor Pro Tem Toms/Council member Sasai to approve Consent Calendar Items 9A (with the exception of the April 29, 2023 Special City Council Meeting to be brought back at a future meeting), Items 9B through 9I and Items 9K and 9L, as shown.

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

Absent: None
Speaking to Item 9J, Council member Sasai thanked the Human Resources Director and staff for the time to coordinate the High School Student Internships with the City Council Members, which would be an investment in the City and the students who may participate in the project. He had experience as an unpaid intern while a student and concurred with the comments that the interns be fairly compensated. While the staff report had shown there was no room to compensate volunteers due to limitations in the Pinole Municipal Code (PMC), he understood there was flexibility within the volunteer program and policy for stipends.

Council member Martinez-Rubin wanted assurance in any communication about the selection of the student interns that there be mention that City Council members who would be overseeing the work (whether part of the 20-hours or fewer to be considered in a week), have current certificates of completion for ethics training to comply with Assembly Bill (AB) 1234 and Sexual Harassment Prevention Training as part of AB 1661. She also asked whether the mandated reporter role would apply in this instance even if the program was not in a school setting to ensure a safe environment for participants.

Human Resources Director Stacy Shell explained that the mandated reporter would be part of the policy for the volunteer program and anyone supervising a minor would be required to complete a mandated reporter training. The requirements could be communicated to the guardians of the participants while the ethics and sexual harassment prevention training required would be monitored by the City Clerk’s Office.

Council member Martinez-Rubin asked that the required training also apply to transportation of a youth/minor/student intern via a Council member’s personal vehicle to ensure there was no liability for a Council member who may participate in the program, and the City was not liable for any misinterpreted contact.

Human Resources Director Shell clarified she would have to work with Risk Management and the third party administrator on that issue unless the City Attorney had a response, and City Attorney Eric Casher stated he would have to review that issue as well. 33 of 829
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Council member Sasai offered a motion, seconded by Council member Tave to direct staff to return with options to provide compensation to the student interns to include a Revised Volunteer Program and Policy that would allow for stipends.

On the motion, Council member Tave sought more information on the scope for the student interns to be added to the motion. He asked that possible options include the possibility of 20- hour part time positions. He noted the City had a college student intern in the past who had worked on the Bikeways Program and found student interns to be valuable to the City. He suggested a full program should be explored.

Council member Tave asked that the motion be amended to include a defined scope and add to the options a part-time employee not to exceed 20-hours as one of the options for compensation.

On the discussion, City Manager Andrew Murray explained there was already a classification for a paid intern but a budget had not been assigned for that role or to any City Department. The City Council had the capacity to fund an intern position; however, the way staff had envisioned the High School Student Internships with the City Council Members program there were limitations on which employees the City Council members may supervise pursuant to the PMC.

If interns received a stipend and were not being supervised by Council members that may work within the PMC, but if those students were paid employees, the PMC had limitations on the City Council supervising the intern.

Given the City already had a mechanism in place for paid interns, there could be a dialogue about what Departments they may be placed. The issue of volunteers for the City Council in particular was a separate policy and City Council approval was required for a stipend for those volunteers.

With that information, Council member Tave withdrew his amendment to the motion with the exception of requesting a defined scope.

ACTION: Motion by Council members Sasai/Tave to direct staff to return with options to provide compensation to interns to include a Revised Volunteer Program and Policy that would allow for stipends as well as a defined scope to return to the City Council.

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

Absent: None
ACTION: Motion by Council member Tave/Mayor Murphy to Receive the Report for a Plan for High School Student Internships with City Council Members.

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

Absent: None
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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 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.

A. First Reading of Ordinance Adopting a Military Equipment Policy and Approving Renewal of Chapter 2.60 “Military Equipment Policy” of the Pinole Municipal Code; and Review of 2022/2023 Annual Report in Compliance with AB 481 [Action:

Waive first reading and conduct public hearing (Crone)] Police Chief Gang introduced Lieutenant Jeremy Crone, the Project Manager for the Military Equipment Policy, who provided a PowerPoint presentation on the Military Equipment Policy and Renewal of Chapter 2.60 “Military Equipment Policy” of the PMC and an overview of AB 481, Military Equipment, Funding, Acquisition and Use; Pinole Police Department Policy #707 and Policy #707 Equipment; Approval and Implementation Timeline and the details of the Annual Report in compliance with AB 481, which included a summary of how the military equipment was used, summary of any complaints or concerns, results of any audits or violations of military equipment, cost of equipment, maintenance and upgrades, inventory, projected acquisitions, purchase and maintenance, training and event and incident use. He reported there had been no community complaints, concerns or violations during the Annual Report period.

Lieutenant Crone also identified project military equipment acquisition for Fiscal Year 2023/24 which would include ammunition for AR-15 patrol rifles estimated at $4,000, and highlighted the findings necessary for the City Council to make as part of AB 481 and as outlined in the May 16, 2023 staff report.

Council member Tave asked the number of training exercises and how they had been incorporated regionally, to which Lieutenant Crone detailed an active shooter training exercise at Pinole Valley High School that was considered to be regional training and had been hosted by the Federal Law Enforcement Training Center (FLETC). The training session included agencies from Contra Costa and Alameda Counties.

Council member Tave asked whether there were other military vehicles that could be used other than the Mine Resistant Ambush Protected Vehicle (MRAP), which could be used as an Emergency Response Vehicle (ERV).

Lieutenant Crone advised there were a variety of vehicles that could provide some level of protection for law enforcement personnel. The advantage of the MRAP as an ERV was its sheer size and height given the potential for flooding or natural disaster that would require a vehicle to traverse such an environment. Given the ground clearance that the MRAP ERV provided it was the better vehicle.

Council member Sasai asked whether there was any national data which supported the MRAP’s likelihood of preventing an active shooting or a decrease in fatalities, and Lieutenant Crone stated he would have to research that data.
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Council member Sasai asked whether the purpose of having the MRAP at special community events was for educational purposes with the public, to which Lieutenant Crone explained that National Night Out, as an example, hosted by the City of Pinole and the Pinole Police Department had included the presence of the equipment at the event which allowed the Police Department to showcase equipment the Police Department had to protect the community. The event included not only the MRAP ERV but a command center and other equipment and was used as an educational tool for the community. The presence of the equipment at the Annual Car Show was also intended to showcase the equipment and the level of protection and safety provided by the Police Department. The MRAP ERV would also pose a significant barrier to someone using a vehicle as a ram in a crowded environment.

Council member Sasai asked whether a City fleet would be an alternative to the MRAP ERV and was informed by Lieutenant Crone that any large vehicle would be a deterrent but it would not be as effective as the MRAP ERV or have the capacity and ability of the equipment to address a mass casualty event or bring in resources.

Council member Sasai asked what conversations were had with the community when the MRAP ERV had been included in community events.

Lieutenant Crone stated there had been wide-eyed curiosity to genuine interest and appreciation to the equipment the City had in its inventory. He had heard no negative comments about the MRAP ERV and if there was any negative connotation from the community about these pieces of equipment it would be known and heard by the Police Department since Pinole citizens were very engaged and had provided feedback on a continual basis.

Council member Sasai commented he had feedback from black and brown residents expressing concern about the equipment being included at community events, which residents were not always comfortable expressing their opinions on that issue.

Police Chief Gang explained that the MRAP ERV was not a proactive but a reactive tool for the Police Department and was intended as a response to an emergency. He acknowledged there may be a segment of the community that may be intimidated by this equipment. He reported in 2022, resident Rafael Menis had raised some concerns and he had conversations with Mr. Menis about the equipment. One of the goals of having the equipment at the community events was to allow the equipment to be opened up and the community to see how the equipment could be used. He emphasized his main concern was for an active shooter situation at a local school and there was no Police or Public Works vehicle capable of extracting multiple people at one time.

The MRAP ERV demystified why the vehicle was needed.

Police Chief Gang added there had been regional requests for the use of the equipment which had been denied, since it had not met policy expectations and since the Pinole Police Department was very strict with how the equipment would be used. The purpose of the equipment was to save lives and he was always open to conversations about the use of the equipment with the public.

Council member Sasai commented the more he had these conversations with the Police Chief the more he respected his approach. He had also been struck by the fact the Police Chief prioritized the preservation of life in the community.
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Council member Martinez-Rubin asked who else would officially receive the report presented and how often there would be active shooter training, to which Lieutenant Crone advised the report would be posted on the City website and was only required to be shared with the City Council and the public. He also clarified the active shooter training had been held on one occasion in the last year as part of a collaborative training environment since the training was expensive and required collaborative efforts.

Council member Martinez-Rubin reported she had attended a statewide meeting in late April specifically about partnership and collaboration regarding safety on campuses. During the meeting there had been discussions of different approaches and the meeting had included participation from elected officials, law enforcement agencies and parents with the audience members sharing a desire to work on much-needed collaboration and partnerships beyond local police departments who were trained as much as possible to prevent the loss of life. She appreciated the work of the Pinole Police Department to encourage partnerships and suggested they had to do the best possible with necessary and essential performance required by trained personnel.

Council member Tave also spoke to the regional training with the MRAP ERV but noted what had not been explained in the PowerPoint presentation was how often the equipment was not used, and he requested more detail in that regard.

PUBLIC HEARING OPENED
Cordell Hindler, Richmond, thanked the Police Chief for the presentation. He had questions that had been answered as part of the presentation and he asked the City Council to approve the staff recommendation.

Rafael Menis, Pinole, expressed concern with the use of the ground-based robot versus drones and asked whether there were any limitations in policy as to the lethal use of the robot since in some contexts tracked vehicles with manipulation had been used to take proactive lethal responses in certain situations by Police Departments. He also referenced Finding 2 of AB 481, as shown on Page 281 of 704 of the agenda packet, and noted a military use that had not been listed in this finding had been the use of drones. He recalled the City was considering using drones as part of its resource tool box more generally or the Police Department tool box more specifically, and asked if that would fall under the Military Equipment Policy or another City policy.

Anthony Vossbrink, Pinole, understood the MRAP ERV was very expensive and asked of the maintenance fees and insurance costs. He understood such equipment would be in higher demand in larger cities than the City of Pinole and suggested Pinole did not have the infrastructure to support the equipment on a full-time basis. He suggested it would be more prudent to rent, lease or sell the equipment to a neighboring community and use those funds for other public health and safety issues that involved the Pinole Police Department, such as more Police Officers on the street, police vehicles or active shooter systems on the City’s on- and off-ramps, security cameras on major arterials or a full or part-time satellite police station on Fitzgerald Drive. He otherwise asked of the Police Department’s plans to address sideshows.

PUBLIC HEARING CLOSED
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Lieutenant Crone responded to the public comment and clarified the Police Department’s Use of Force Policy did not authorize the use of ground-based robots or drones; $6,000 had been spent in deferred maintenance costs for the MRAP with annual costs estimated at $1,000 consistent with a heavy piece of equipment and the Military Use Policy did not address side shows but equipment used as specified in the Annual Report. He explained that sideshows were traffic related and there would not be direct application of military use equipment in a sideshow environment unless something escalated to unanticipated levels, and then it would be handled through traffic enforcement.

As to the acquisition costs for the MRAP and in response to the Mayor Pro Tem, Lieutenant Crone advised that information had been part of the Annual Report for 2022. The cost of the equipment had been zero through the Law Enforcement Support Program (LESO) Program, which allowed the transfer of excess Department of Defense property that might otherwise be destroyed to law enforcement agencies across the United States and its territories. The total acquisition costs were around $9,000.

City Manager Murray further clarified that City staff was in the process of drafting two separate drone policies to be presented to the City Council for approval; one for drone use in the Police Department environment and one for non-police use primarily due to PCTV’s desire to film footage and related public safety issues such as natural disasters.

Council member Sasai understood one of the uses for the MRAP was in the event of a natural disaster such as a flood, and he asked whether the Police Department had any conversations with the Contra Costa County Fire Protection District (CCCFPD) about the use of the vehicle regarding wildfires.

Lieutenant Crone reported he had not had conversations with the CCCFPD about the use of the equipment and he expected the CCCFPD had its own equipment to address such events.

Council member Sasai also referenced Page 281 of 704 of the agenda packet and the findings to be made under AB 481, specifically Finding 1. He commented that when he had been a student at U.C. Davis, he had met with the Mayor of the City of Davis at the time when that City had voted 3-2 to discontinue the use of the policy for their militarized equipment including the use of an MRAP, and instead had purchased a commuter van that was bullet proof and could transport anyone in an active shooter situation. As such, he disagreed that Finding 1 could be made and suggested there were reasonable alternatives. Also, in the case of flooding or wildfire, CCCFPD had a rescue vehicle which was fitting for rescue in fire, flood, earthquake or storms and the vehicle was available for purchase by jurisdictions.

Further, Council member Sasai stated the Police Chief had described the equipment as reactive.

He found this was a reactive policy or asset to address flooding or an active shooting situation and in the event of an active shooter, he would not question whether the City had an MRAP vehicle but whether the City Council advocated for state or federal legislation to implement sensible gun control legislation, partner with the County on gun buy-back programs, collaborate with the District Attorney’s Office to get ghost guns off the streets, or consider more mental health officials in schools. He suggested there were reasonable alternatives to the military equipment under discussion and while the military equipment policy may be more affordable it may not be the best policy.
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Mayor Pro Tem Toms pointed out in the event of a storm with flooding there would be flooding in other communities and the CCCFPD may have only one piece of equipment when Pinole would have no say as to whether it would be able to use that equipment. Also, were the City to purchase one of those vehicles or a bullet proof commuter van, as an example, there would be associated costs, whereas there were no additional costs for the MRAP ERV. She recognized the equipment was large but she was confident the Police Department was educating the public on the need and use of the equipment. It had also been used for training, which justified the need for it to be in the region and available to the citizens of Pinole and to the region in the event of an emergency.

Council member Sasai pointed out that mutual aid was not exclusive to the City of Pinole. He would like to know whether other cities had similar equipment that could be used by the City of Pinole as part of mutual aid. He reiterated his concerns and stated he could not support a Military Equipment Policy that was composed during a time and for the purpose of combating the war on drugs that had over-incarcerated black and brown persons.

Council member Martinez-Rubin commented the interest in gun control and other equipment that was so largely accessible to anyone and was needed to be addressed at the state and federal level was something she supported, but suggested it was a long way coming before any type of reform was possible. Until that day and when reform made sense, concurrently the City needed other approaches because it had no other. The Pinole Police Department was aware of the situation and people had been trained on the equipment and the types of occurrences that affected people’s lives.

Mayor Pro Tem Toms offered a motion, seconded by Council member Martinez-Rubin to adopt the staff recommendation as stated in the May 16, 2023 staff report.

On the motion, Council member Tave liked the gun buy-back option and noted there were ways the community could help to combat and reduce the risk and having these conversations and discussions like Coffee with a Cop were important. He found there had been progress at the local level and noted he too had heard comments from some residents who were uncomfortable with the MRAP ERV, but the more the public could be educated the better. Until some of the gunrelated tragedies decreased rather than increased, he supported the staff recommendation. He also liked the fact that AB 481 allowed an open conversation in the community each year.

Council member Sasai commented he was from the generation that had to grow up with active shooting drills and he empathized his comments about looking for all possible alternatives that did not increase tension between the community and the Police but one that built trust. He looked forward to having an annual conversation.

ACTION: Motion by Mayor Pro Tem Toms/Martinez-Rubin to approve the 2022/23 Pinole Police Department Annual Military Equipment Report and waived the first reading and introduced by title only an ordinance approving and re-adopting a Military Equipment Use Policy as stated in Chapter 2.60 “Military Equipment Policy” of the Pinole City Municipal Code in compliance with AB 481.

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

Absent: None
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B. Resolution Adopting Updated User and Regulatory Fees and The Master Fee Schedule [Action: Adopt Resolution per Staff Recommendation (Guillory)] Finance Director Markisha Guillory presented the staff report, and recommended the City Council hold the public hearing and adopt a resolution updating the City’s user and regulatory fees and the Updated Master Fee Schedule to be effective August 1, 2023.

PUBLIC HEARING OPENED
Cordell Hindler, Richmond, suggested the City Council adopt the resolution as presented by staff.

PUBLIC HEARING CLOSED
ACTION: Motion by Council member Tave/Mayor Pro Tem Toms to adopt a resolution adopting Updated User and Regulatory Fees and The Master Fee Schedule to be effective August 1, 2023.

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

Absent: None

11. OLD BUSINESS: None

12. NEW BUSINESS
A. Ten-Year General Fund Status Quo Financial Forecast (Fiscal Year (FY) 2023/24 Through FY 2032/33) [Receive Report (Guillory)]
Finance Director Guillory provided a PowerPoint presentation on the Ten-Year General Fund Status Quo Financial Forecast (Fiscal Year (FY)) 2023/24 through FY 2032/33). She explained that the propose of the Long-Term Financial Forecast (LTFF) had been to provide estimates of future revenues and expenditures based on assumptions about future activities and the operating environment, provide a longer-term view of the City’s fiscal condition and identify future financial opportunities and challenges. The LTFF was not a budget but served as a valuable planning and decision-making tool for budget development.

Finance Director Guillory highlighted the five-year financial plan forecasts as part of the LongTerm Financial Plan (LTFP) and explained that the City had focused on a status quo forecast for the General Fund that estimated the City’s future revenues and expenditures if the City maintained the status quo service and staffing levels. The City Council had requested staff prepare a Ten-Year Financial Forecast which would be included in the next LTFP to be presented to the City Council in September 2023.

Finance Director Guillory provided an overview of the General Fund Ten-Year Financial Forecast, General Fund Ten-Year Financial Forecast Summary, Key Revenue Assumptions, Key Expenditure Assumptions, General Fund Ten-Year Financial Forecast – Revenues and Expenditures and General Fund Ten-Year Financial Forecast – Fund Balances. 40 of 829
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Finance Director Guillory reiterated the financial forecast would be incorporated into the next version of the LTFP and staff was working with a consultant on long-term strategic financial planning. The Ten-Year General Fund Status Quo Financial Forecast would serve as the basis for a more prescriptive LTFP and foundation for building upon and staff would look at revenuegenerating opportunities to be brought to the City Council, efficiencies on the expenditure side to reduce expenditures, and financing mechanisms for some of the long-term more expensive capital projects such as bond issuance, all of which would come back to the City Council as part of the LTFP.

Mayor Murphy thanked Finance Department staff for the preparation of the Ten-Year General Fund Status Quo Financial Forecast.

Council member Sasai asked for clarification on the sales taxes and whether online sales had been captured. He also asked whether expanding the tax base would be considered by staff.

Finance Director Guillory clarified that online sales taxes went to the County as part of a pool and was than allocated on a proportional basis. She added that all areas would be explored including potential tax measures.

Council member Martinez-Rubin clarified with the Finance Director the consultant work was ongoing and that staff had timed things to allow possible revenue-generating measures to be placed on the ballot in 2026.

Mayor Pro Tem Toms shared concerns with the numbers shown and pointed out the City was looking at continuing to have a deficit. She commented on what the City had received in property taxes versus what was being paid out in the CCCFPD contract. Given the City would continue to have a deficit, the City Council needed to keep in mind the different election years, where they could ask voters whether there was interest in supporting a bond issuance to pay for capital or a tax measure to pay for operating revenue, with the financial forecast a good tool to have. She thanked staff for the information.

City Manager Murray added as part of the LTFP the intent was to have a 20-year forecast. There would be some retirement of debt in the pension obligation bonds in 20 years and he acknowledged the longer term the forecast the less precise but there were some known changes that would take place. The City was working with an actuary who would provide more information on the life expectancy of the Pension Trust and how the required pension contributions may change, which would all be explained as part of the longer planning horizon information.

Council member Tave clarified with the Finance Director the property taxes as shown had not shown new construction and he asked why it had been excluded.

Mayor Pro Tem Toms noted there were two projects that involved property tax exemptions.

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Council member Tave also referenced the Utility User’s Tax (UUT) and clarified with the Finance Director the figures in the PowerPoint presentation. Ms. Guillory noted that substantial growth had been seen in the last five years in the electricity and gas segments with the telecommunications segment continuing to decrease.

Mayor Murphy clarified with the Finance Director the following: While the financial forecast was “status quo” the UUT may include wastewater, cable and refuse services and the current LTFP had mentioned those as possible expansions for the UUT; the Transient Occupancy Tax (TOT) was usually expanded by increasing the percentage with a 10 percent tax currently levied; and the CCCFPD Agreement had a 20-year lifespan with the assumption that the CCCFPD would provide an additional five years at $2 million, capped in the current agreement at four percent.

Ms. Guillory also defined the capital outlay as the capital improvement projects with the Baseline Budget capital outlay normal operating smaller items and not capital projects for the purposes of the operating budget, which had been increased for inflation.

Council member Sasai again clarified with the Finance Director with respect to the financial forecast for sales taxes that the consultant typically provided a five-year projection which was carried out with three percent through the ten years, to be revisited as part of the LTFP. The financial forecast had been based on current conditions.

PUBLIC HEARING OPENED
Rafael Menis, Pinole, praised City staff for the presentation and the longer term projection which showed what would be seen in the future when hitting the end of the Pension Trust fund, as an example, which was the big shift in FY 2031 and ongoing with the budget curve showing a gradually increasing deficit when progressing to FYs 2029, 2030, 2031, 2032 and 2033. He asked if the City Council wanted to use the funds from the General Reserve to offset losses and whether that was possible but which would require modification to the Reserve Policy. He also understood the financial forecast was a worst-case scenario and had not taken into account future revenue gains, although the projections had assumed a steady three percent in revenues year after year, and had not taken into account the possibility of a recession impacting Vehicle License Fees (VLFs) taxes, UUT, property taxes and sales taxes. If that occurred, he commented it may lead to a worse outcome than projected. He asked how that would impact future recovery. He added he had advocated since 2018 for the City to consider revenue increasing measures and he urged the City Council to consider wastewater and water user utility taxes.

Cordell Hindler, Richmond, was surprised with the salaries and wages and asked for clarification since he found the information in the PowerPoint to be confusing.

Tony Gutierrez, Pinole, understood the forecast model was status quo and while a starting point asked when the City first started modeling for a five-year plan. He asked whether the City had the actuals for the first five-year forecast, which would provide an indication of how good the TenYear Financial Forecast was as presented.

PUBLIC HEARING CLOSED
Finance Director Guillory clarified in response to the public comments that the City Council may use the General Reserve but would have to update the Reserve Policy by resolution to change the 50 percent requirement.
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Finance Director Guillory acknowledged the Ten-Year Financial Forecast had not taken into account a recession scenario. In terms of the inquiry about salaries and wages, she clarified for Fiscal Year 2022/23 the current fiscal year included the full-time equivalent for fire staff and since the Pinole Fire Department transitioned to the CCCFPD in March 2023, the forecast moving forward would not include the 16 full-time equivalents which explained the decrease. When the salaries and wages went back up again, it would be due to the three percent growth factor in the cost-of-living adjustment (COLA).

Finance Director Guillory was uncertain when the City had done its first five-year forecast since it preceded her time with the City but clarified the City did have actuals prior to the Ten-Year Financial Forecast, although it was not an “apples to apples” comparison. Those figures could be shown in the model.

Council member Tave asked whether the consultant HdL Companies had provided any information on a possible recession number, with the City having projected three percent and if so how the City would address it.

Finance Director Guillory explained that a recession scenario with projections on property and sales taxes could be requested but the status quo would still need to be shown along with the various scenarios.

Council member Tave wanted more information on a timeline for maximum and minimum scenarios if the City had to pivot.

B. Preliminary Proposed Fiscal Year (FY) 2023/24 Operating and Capital Budget [Receive Report and Provide Direction (Guillory)]
Finance Director Guillory provided a PowerPoint presentation on the Preliminary Proposed Fiscal Year (FY) 2023/24 Operating and Capital Budget. She provided an overview of the key dates for the budget, the Capital Improvement Plan (CIP) and LTFP, Structurally Balanced Budget Policy, FY 2023/24 Preliminary Proposed Budget Highlights, FY 2023/24 Preliminary Proposed Budget – General Fund, FY 2023/24 General Fund Preliminary Proposed Budget – Revenues and Expenditures, Summary Fund Balances, FY 2023/24 Preliminary Proposed Budget – All Funds and the Balancing Act – and preliminary results of the Community Budget Priorities Survey.

Finance Director Guillory advised the next steps would be to evaluate City Council changes to the budget, if any, incorporate them into the Revised Proposed Budget, and include any staffgenerated content and present the Revised Proposed Budget to the City Council on June 6, 2023.

Council member Martinez-Rubin walked through the Summary of Fund Balances with the Finance Director who clarified there may be some “wiggle” room in the category of one-time initiatives and capital improvement projects, and who could relabel some of the header information in the Summary of Fund Balances to make the information clearer.

Finance Director Guillory also clarified that agenda Item 12A Ten-Year Financial Forecast only included the General Fund and had not taken into account any other funds. She noted many of the funds shown in the summary funded capital projects over many years and the Finance Department was working with the other City Departments to ensure the fund balance was available to draw down.
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Council member Sasai also clarified the negative percentage changes in the categories shown in the FY 2023/24 General Fund Preliminary Proposed Budget – Expenditures which were mostly driven by the changes related to the CCCFPD Agreement and the three percent COLA. For each category, the assumptions had been explained and would be within the context of the budget document in terms of the growth rates.

Mayor Murphy further clarified pursuant to Page 459 of 704 of the agenda packet that the City paid $7,685 to the League of California Cities for membership and $400 for the East Bay Division, and City Clerk Bell confirmed costs may have increased slightly. The expenditure had been moved into the City Council Budget and had been in the General Government section of the budget in the past. Also, $15,000 for Council office furniture was clarified as a one-time expense.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, referenced Page 379 of 704 of the agenda packet and the discussion about the budget shortfall. He asked for more detail of the staff-identified ongoing General Fund expenditure reductions in order to eliminate the gap, possibly with a table identifying the possible reduction amounts in each Department. For Page 396 of 704, he praised the table as shown, which was useful to show revenues and expenditures and the use of fund balance all in one table.

Mr. Menis referenced Page 426 of 704, and the chart for Revenue by Type but noted the text for transfers-in was illegible and suggested the color of the legend should be modified to be more readable. Page 425 of 704 referred to the anticipated cost increase curve for the Police Department and commented that he had an offline text conversation with the Finance Director about this issue who had informed him there was a nine percent over year baseline increase due to three percent baseline, three percent equity and three percent link to various education funds.

He asked if those increases in baseline were expected to continue at that rate in future years. He was also surprised to see the City Clerk’s Office would have a greater share of expenditures than the City Manager’s Office.

Cordell Hindler, Richmond, referenced Page 448 of 704 of the agenda packet and the staff positions listed for each City Department. He asked whether positions would be added. He otherwise suggested the budget looked good.

PUBLIC COMMENTS CLOSED
Council member Martinez-Rubin clarified with the Finance Director the total revenues and expenditures in the Pension Fund, which was interest income for the assets remaining in the Pension Trust and was the only revenue in that fund and the City had not contributed any additional funds other than the original funds placed in the Trust. The expenditures had been based on the increased cost for the pension costs representing the transfer to the General Fund.

Council member Martinez-Rubin also clarified with the Finance Director the input received on the Balancing Act Survey related to community services and recreation programming.

Council member Martinez-Rubin asked whether the consultant the City would be working with on the LTFP would provide options to increase revenues and consider funding for the Community Services Department.
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City Manager Murray explained in addition to the work on the LTFP, the Park Master Plan consultant (separate from the consultant work on the LTFP) would consider recreational programming and would provide recommendations on what the footprint “services and recreational programs” the City should operate and what funding model should be considered.

Finance Director Guillory again reminded the City Council of the next steps with the Revised Proposed Budget to be presented to the City Council at its June 6, 2023 meeting.

C. Preliminary Proposed Fiscal Year (FY) 2023/24 Through 2027/28 Five-Year Capital Improvement Plan (CIP) [Action: Receive Report and Provide Direction (Kaur)]
Capital Improvement and Environmental Program Manager Misha Kaur provided a PowerPoint presentation on the Preliminary Proposed Fiscal Year (FY) 2023/24 through 2027/28 Five-Year Capital Improvement Plan (CIP) intended to identify and address the City’s capital needs, with capital projects and investments that build, replace or improve a City asset. The Preliminary Proposed CIP contained 32 capital projects and nine infrastructure assessments in the project categories of facilities, parks, sewers, stormwater, streets & roads and infrastructure assessments, as shown in the May 16, 2023 staff report.

Ms. Kaur identified four projects that had been removed from the CIP that were due to be completed by this fiscal year ending June 30, 2023 and additional projects that had been added to the CIP, which resulted in the projects as identified in the Preliminary Proposed CIP and as shown in the staff report. She also highlighted the project prioritization methodology and scoring used to set the schedule for the projects.

Ms. Kaur reiterated the Five-Year CIP contained 32 capital projects and nine infrastructure assessments. High priority projects and projects underway had been scheduled for FY 2023/24 and seven lower priority projects that had not been initiated had been scheduled for FY 2024/25, as described in the staff report. She also provided an overview of the budget summary for each of the projects identified, grants expected to be received and sources of other funds such as Measure S funds.

Ms. Kaur also identified the tentative schedule for the CIP with a Revised Proposed CIP to be presented to the City Council on June 6, 2023 and thereafter a Final Proposed CIP on June 20, 2023.

Council member Tave referenced the projects expected to be completed in FY 2022/23, such as the Electric Vehicle (EV) charging stations and asked how much money the City had spent on the project. He also asked the status of the playground rubberized surface improvements, Local Road Safety Plan (LRSP), Sanitary Sewer Master Plan and the Safety Improvements for Tennent Avenue and Plum Street, and Energy Upgrades.

Ms. Kaur explained that the EV charging station project consisted of one Level Two Dual Port EV Charging Station to be located in the Public Safety Building. Although the project had been delayed, she had been informed it would be installed within the next week with the construction award for the contract in the range of $75,000 to $76,000 due to needed changes in striping configurations and other upgrades.
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Public Works Director Sanjay Mishra further clarified in response to concerns with the cost for the Level Two Dual Port EV Charging Station Project that the project involved changes to the sidewalk, curb ramp, the charger itself, installation of the electrical work and concrete work which was the most expensive part of the project.

Ms. Kaur added the City expected to receive grant reimbursement for the equipment through both Marin Clean Energy (MCE) and the West Contra Costa Transportation Advisory Committee (WCCTAC). As to the playground rubberized surface improvements, the project also involved a grant and the City would be seeking reimbursement. The LRSP and Sanitary Sewer Master Plan had been completed.

In further response to Council member Tave, Ms. Kaur stated the high priority projects and projects underway had been scheduled for FY 2023/24 and seven lower priority projects that had not been initiated had been scheduled for FY 2024/25, with some projects involving multi-fiscal years. As to the safety improvements for Tennent Avenue and Pear Street, the City Council had awarded funds for the project. The project was out for bid with the bids due to close on May 31, 2023. Once the bids had closed and the construction contract had been reviewed and approved by the City Council the funds would be appropriated for the contract.

Public Works Director Mishra clarified with respect to the Energy Upgrades project that a City Facilities Master Plan was being prepared and would identify all facility needs. The Energy Audit for City facilities was also in process with a Request for Proposal (RFP) having been issued for the project. Some HVAC work had been completed but other work was ongoing.

Council member Tave further asked whether the CIP projects had been slated in the Ten-Year Financial Forecast as expenditures and Finance Director Guillory clarified the CIP had not been included in the Ten-Year Financial Forecast, which was the baseline forecast, but it had shown the unassigned fund balance informing decisions on how to fund some CIP projects.

Council member Tave was curious how the CIP would impact the current fiscal year and how the City had planned for the following years. He found the timeline for each CIP project to be important but there was no information on the impacts to the specific funds.

Finance Director Guillory explained as part of the LTFP they would be expanding the forecast to 20 years, which would take into account the CIP and beyond including the General Fund.

City Manager Murray added in further response to Council member Tave that for the multi-year CIP projects, the funding was encumbered when the projects were approved by the City Council, with most of the projects to be paid through grant funds and anticipated Measure S funds or a little of other General Fund contributions. Larger projects such as deferred work on the City’s roads or a complete rebuild of a City facility had not been included in the CIP and lacked funding.

He explained that the City had the funds for the CIP projects listed from various fund balances.

Some of the projects would not start until the next fiscal year and there were projects that were ranked a lower priority through the priority matrix.

City Manager Murray clarified the CIP projects were using one-time sources that would not help the City solve any imbalance in the budget. If the projects were not funded with the fund balance that would get the City through a limited period of economic distress that would not solve the ongoing issues since there were not ongoing resources.
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To solve some of the budget issues ongoing reductions were needed. In the event of a serious recession, reducing City services may be needed but the real plan was to maintain core City services through the use of the General Reserve and those resources had already been set aside.

Council member Tave understood the projects would get done but questioned the cost.

Mayor Pro Tem Toms referenced the sources by fund as shown in the table on Page 630 of 704 of the agenda packet and clarified with Finance Director Guillory that the General Fund and measures had been included in the operating budget with all other funding sources that covered capital facilities not in the operating budget nor shown in the table.

Council member Sasai asked for clarification on the prioritization methodology and scoring process for the CIP projects, and Ms. Kaur described how staff had gone through a summary of the projects with staff from other City Departments with a ranking of the projects. She clarified that nothing came out of the ordinary from those discussions. This was the first time staff had used the priority matrix and it had been tested in projects already underway, so when the scoring appeared for each project sheet it had not appeared for those projects already underway.

City Manager Murray further described the prioritization methodology and scoring process and stated staff could go through the process again to identify priorities for those projects underway if the City Council so directed.

Council member Sasai clarified with Ms. Kaur that projects underway already had assigned costs.

He asked whether or not priority scores could be provided for unfunded projects and Ms. Kaur confirmed that could be done, but those projects that were funded had more of a defined scope as compared to those that were not as well defined.

ACTION: Motion by Council members Sasai/Tave to extend the City Council meeting to 11:15 p.m.

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

Absent: None
Council member Sasai also asked of the operational and maintenance costs for the Pinole Smart Signals Project and was informed by the Public Works Director the project would be done in conjunction with the Contra Costa Transportation Authority (CCTA). The City was about to sign a Memorandum of Understanding (MOU) and would provide a matching fund. The total cost of the project was roughly $25 million with the City of Pinole’s portion about $1.5 million. Once the project was complete, the maintenance and equipment would be the responsibility of the City to be maintained as the City maintained all of its traffic signals with a contract with the County.

Ms. Kaur stated CCTA staff had indicated there would be an operation and maintenance agreement and as they were going through the design those costs would be further defined. For the I-80 Mobility Project and as part of the agreement, the City had been reimbursed for operation and maintenance costs but it was unclear what those costs were and who would be responsible which would be defined as part of the agreement to come forth. 47 of 829
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Council member Martinez-Rubin suggested as part of the prioritization criteria that potential matching grants be considered and Ms. Kaur explained the way that category had been scored between 1 and 5, if a project was funded 50 percent with grants it would have a score of 3 or 4.

Council member Martinez-Rubin suggested it would be smart for the City to set aside funding for projects where staff had a notion there could be some matching available. As an example, there had been a CIP project for trash bins and there could have been matching funds from a source yet to be determined. There was no funding available for the project now and she was uncertain how to increase the scoring and whether it would be useful to have funds allotted for the overall budget.

Council member Martinez-Rubin referenced maintenance for the City’s walking trails and commented there was narrative about broad maintenance of the entire trail system, but she had identified a spot that involved a public safety concern and asked how that was funded and allowed staff some way to quantify and fit in the possibility of risk into the criteria.

Public Works Director Mishra understood Council member Martinez-Rubin had concern with a trip hazard on a small portion of the Pinole Creek Trail. He reported the Traffic and Pedestrian Safety Committee (TAPS) recommended this portion of the trial be done and subsequently he had presented a request and cost estimate to the City Council, which had approved the request.

City Manager Murray added the health and safety criteria of the prioritization methodology had addressed that issue as well. If a risk, it would be scored under health and safety but some of the work would be too small to fall under the CIP and would involve the operational fund. In the same way City staff repaired potholes, they also repaired the pedestrian bridge over Pinole Creek and could repair a small piece of the trail to be addressed through a service request to the Public Works Department. In terms of setting aside funds for matching, that was defined as a grant.

Some grants provided 50 percent while others provided 100 percent of funding. The available resources to provide the local match was in the fund balance.

Council member Martinez-Rubin asked of the status of maintenance work for repainting the lines which divided the lanes on City streets and pedestrian crosswalks, and City Manager Murray advised that was a line item in the Public Works Department core maintenance budget.

Public Works Director Mishra acknowledged information on the costs and regular activities of the Public Works Department was to be provided to the City Council in the form of a memorandum and that would be provided. City staff would do most of the painting work but did not have the capability for some of the required pavement markings and would hire contractors for that work.

PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, referenced Page 618 of 704 of the agenda packet and the funding opportunities as part of the Infrastructure Investment and Jobs Act (IIJA) and the Inflation Reduction Act (IRA), and asked of the status where staff was to provide a report on how the City was preparing to apply for funds from the IIJA and government broadband funding since there was no information in the staff report. He also referenced Page 613 of 704 and the information for San Pablo Avenue Complete Streets, and although there had been a lot of points listed, it had not included the closure of sidewalk gaps particularly on the north side of San Pablo Avenue. He asked if that would be part of or separate from the San Pablo Avenue Complete Streets Project. 48 of 829
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Cordell Hindler, Richmond, supported the item and had no additional comments.

PUBLIC COMMENTS CLOSED
Mayor Pro Tem Toms referenced Page 612 of 704 of the agenda packet and the list of City Council requested information on CIP-related matters, specifically the fencing for the dog park.

She had walked the dog park with a resident who commented frequently and whose comments and her observation was that the fencing was fine but a dog not in control of its owner could jump the fence given that one section of the lower part of the fenced had debris piled up so that the ground on the dog park side would be a foot higher in elevation than the other side of the fence.

Mayor Murphy referenced Page 618 of 704 of the agenda packet and the comment where City staff was to provide a report on how the City was preparing to apply for funds from the IIJA and government broadband funding. He asked when the report would be provided.

Public Works Director Mishra confirmed staff was to provide information to the City Council on the IRA and on the IIJA but due to lack of time the item had been moved to the next City Council meeting on June 6, 2023.

ACTION: Motion by Council member Sasai/Mayor Murphy to direct staff to include priority scores for underway and unfunded projects in the Revised Proposed CIP.

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

Absent: None
Ms. Kaur reiterated that certain projects not as defined and without updated costs would have to be reconsidered by the panel in terms of priority to inform the City Council.

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

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

Cordell Hindler, Richmond, requested as a future agenda item that the City Council invite a representative from the Port of Oakland to make a presentation on plans for the port post pandemic. He also suggested the meetings would be more efficient if the number of proclamations were separated between Council meetings and he asked the City Council to consider that recommendation.

14. ADJOURNMENT to the Regular City Council Meeting of June 6, 2023, in Remembrance of Amber Swartz.
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At 11:14 p.m., Mayor Murphy adjourned the meeting to the Regular City Council Meeting of June 6, 2023 in Remembrance of Amber Swartz.

Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
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CITY COUNCIL
REPORT
9C
DATE: JUNE 6, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: SANJAY MISHRA, PUBLIC WORKS DIRECTOR

MISHA DHILLON, CAPITAL IMPROVEMENT AND ENVIRONMENTAL

PROGRAM MANAGER
SUBJECT: FISCAL YEAR (FY) 2022/23 THIRD QUARTER REPORT ON STATUS

OF CAPITAL IMPROVEMENT PLAN (CIP) PROJECTS

RECOMMENDATION
Staff recommends that the City Council receive the Fiscal Year (FY) 2022/23 Third Quarter Report on the status of Capital Improvement Plan (CIP) projects.

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

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

The CIP serves as a tool for staff to plan, implement, and manage improvements and ongoing upgrades to the City’s infrastructure. The Administration and Engineering Division in the Public Works Department is responsible for identifying and completing City capital projects.

REVIEW & ANALYSIS
The City’s adopted CIP (Attachment A) contains construction projects and infrastructure assessments. The infrastructure assessments included in the CIP will aid the City in identifying and prioritizing construction projects and will identify funding opportunities for future projects.
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Attachment B is a summary of the CIP project lifecycle and a status of each project programmed for FY 2022/23 in the CIP as of the end of the third quarter of FY 2022/23.

Third Quarter CIP Highlights
• Sanitary Sewer Rehabilitation (SS2201)
On January 17, 2023, City Council awarded a contract to the lowest responsive and responsible bidder, West Valley Construction Company, Inc. for preliminary engineering design services for phase 1 of the Pinon project described in the City’s recently adopted Sanitary Sewer Master Plan (SSMP). The anticipated completion date of the design work is expected to be Spring 2024. Based on a preliminary review of video inspections and SSMP, several segments of the collection system will require replacement/rehabilitation to address inflow and infiltration as well as extend the useful life of the collection system. To implement proposed improvements identified in the SSMP, the City will take a phased approach and incorporate findings from the in-pipe camera inspections. • Playground Rubberized Surface Improvements (PA2203)
In January 2023, the play surface was renovated at Pinole Valley Park with pourin-place playground surfacing. This project also involves installation of new rubberized surface at Fernandez Park. The project is expected to be complete by June 30, 2023.
• Local Road Safety Plan (LRSP) (IN2104)
On February 21, 2023, the City Council adopted Resolution 2023-17 adopting the City’s LRSP. A LRSP is a mechanism through which local governments identify roadway safety issues in their jurisdictions to develop a list of countermeasures for priority intersections and roadways segments based on collision analysis and feedback stakeholders. This project is complete, and the recommendations will be incorporated into the upcoming CIP.
• Traffic Safety Improvements on the Tennent Avenue Corridor On February 21, 2023, City Council appropriated $110,000 for immediate improvements at two intersections on Tennent Ave at Pear and Plum St. The goal of these improvements is to reduce traffic speed and offer shorter crossing distances for pedestrians crossing the crosswalks. The work involves installation of high visibility continental crosswalks on all legs of both intersections, and interim curb extensions using pavement markings and flexible delineator posts. In addition, Rectangular Rapid Flashing Beacons will be installed at the Tennent Ave. and Plum St. intersection. This work is expected to be complete before the end of the calendar year.
• Electric Vehicle (EV) Charging Stations (FA2002)
This project will install a Level II dual port charging station at the parking lot serving the Public Safety Building. On November 15, 2022, City Council awarded a contract to Lord’s Electric for the project. However, due to supply chain issues, 78 of 829
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there was a twelve-week lead time on the charging equipment. The building code requires that the EV charging stations are constructed to be ADA-compliant which includes adequate space for exiting and entering the vehicle, unobstructed access to the charger, free movement around the charger and connection point on the vehicle. A side access aisle is also required to allow space for wheelchair and equipment in and out of the space. The project involves concrete removal and demolition, concrete placement, striping, signage, conduit installation, conductor installation, general electrical work, and installation of electric vehicle charger.

While waiting for the charging equipment, the Contractor completed work related to the sidewalk, curb ramp, and installed electrical conduit. The anticipated completion date of the project is June 30, 2023.
• Active Transportation Plan (ATP) (IN2106)
On March 7, 2023, City Council awarded a contract to GHD, Inc. to provide professional and technical planning services to develop an ATP. The ATP will outline strategies and actions to support and encourage active modes of transportation such as walking, biking, and taking public transit. This work will involve a review of current plans and policies, production of 10% concept designs which incorporate community feedback, feasibility analysis including traffic data collection, and cost estimates for recommended projects.

FISCAL IMPACT
Projects have budgeted sources of funds which have been previously approved by City Council. There is no fiscal impact associated with this status update.

ATTACHMENT(S)
A. Adopted Capital Improvement Plan for FY 2022/23 through FY 2026/27 B. CIP Project Lifecycle and Project Status Summary
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CITY OF PINOLE

CAPITAL IMPROVEMENT PLAN
FY 2022/23 – 2026/27
Adopted: June 21, 2022

ATTACHMENT A
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CAPITAL

IMPROVEMENT PLAN
FY 2022/23 – 2026/27

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

CITY MANAGER
Andrew Murray

PUBLIC WORKS

DIRECTOR
Sanjay Mishra

CAPITAL IMPROVEMENT
& ENVIRONMENTAL

PROGRAM MANAGER
Misha Kaur
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CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

TABLE OF CONTENTS
Introduction ................................................................................................................................. 1 Next Steps in Capital Planning .................................................................................................. 2 Project Funding ........................................................................................................................... 2 Funding Sources ......................................................................................................................... 3 Grants .......................................................................................................................................... 4 Overview of Recommended Capital Budget ............................................................................ 5 Funding Summary ...................................................................................................................... 6 Project Description Sheets – Facilities ............................................................................. 9-17 Project Description Sheets – Parks ............................................................................... 18-22 Project Description Sheets – Sanitary Sewer ................................................................. 23-29 Project Description Sheets – Stormwater ....................................................................... 30-32 Project Description Sheets – Roads ............................................................................... 33-44 Project Description Sheets – Infrastructure Assessments .............................................. 45-53 Unfunded and Unprogrammed Project List ........................................................................... 55 Project Description Sheets ............................................................................................ 56-67 82 of 829
Introduction
The Capital Improvement Plan (CIP) is a multi-year planning tool used to identify and implement the City’s capital needs over the upcoming five-year period. The CIP aligns the needs with appropriate funding, scheduling, and implementation. This document is a working blueprint for building and sustaining publicly funded physical infrastructure. Capital improvements refer to physical assets and include the design, purchase, construction, maintenance, or improvement of public resources (i.e. parks public infrastructure, equipment, public spaces). These improvements influence Pinole’s built and natural environment and help guide the trajectory of future growth or change.

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

The CIP is reviewed and updated annually for capital projects and programs that support City goals and objectives including priorities identified in the 2020-2025 Strategic Plan of developing a disciplined approach to funding infrastructure maintenance and improvements. The City seeks to enhance its focus on the state of the infrastructure throughout the community by first inventorying all the assets, assessing their contributions to a safe and vibrant Pinole, assessing their current conditions, and creating a disciplined investment approach resulting in a strong and purpose driven Capital Investment Plan.

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

The process for developing the CIP involves the following steps:

Identify projects
for CIP budget
Prioritize projects
and identify
funding
Prepare budget
for CIP
CIP Review by
Finance
Subcommittee
and Planning
Commission
City Council
adoption
Implementation of
approved projects
in CIP
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
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Next Steps in City Capital Planning
The City will complete condition assessment of all the City’s capital assets and identify the funding levels required to maintain these assets. The City will continue to integrate capital planning information into the Long-Term Financial Plan, so City decision makers are aware of the City’s capital needs when they consider allocation of the City’s limited financial resources and consider possibly pursuing additional sources of City revenue.

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

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

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
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Funding Sources
Fund # Fund Name
(restriction)
Description
100 General Fund
(unrestricted)
The General Fund is the main operating fund for the City.

It accounts for sources and uses of resources that
(primarily) are discretionary to the City Council in the provision of activities, programs and services deemed
necessary and desirable by the community.
106 Measure S 2014
(unrestricted)
Accounts for 2014 voter-approved half-cent Local Use Tax which levies 0.5% each on all merchandise. Although these are unrestricted General Fund revenues, the 2014 Use
Taxes have been allocated by the City Council to fund
Infrastructure Projects as their highest funding priority. 200
Gas Tax - RMRA
(roads and right-ofway)
Accounts for the Highway Users Tax (HUTA) State imposed excise taxes on gasoline and diesel fuel sales within the City limits. Gas Tax funds are restricted for use in the construction, improvement and maintenance of public
streets. The taxes are allocated to Pinole through the Road Maintenance and Rehabilitation Account (RMRA)
established by the Road Repair and Accountability Act of 2017.
214 Solid Waste
Accounts for special revenue received from Republic
Services from a surcharge assessed on customer rates for solid waste services. These funds are set aside for future solid waste capital and for a rate stabilization fund.
215 Measure J
(roads only)
Accounts for special sales tax revenues collected by Contra Costa Transportation Authority (CCTA) and reapportioned to cities for local street projects. This fund also accounts for return to source funds and grant funds.
276
Growth Impact Fees
(nexus identified
needs)
Accounts for development fees collected to mitigate the impact of new development. Provides funds for nexus
identified needs only.
325
City Street
Improvements
(roads only)
Accounts for funds set aside by the City of Pinole to fund street improvement projects. The Measure S 2014 funding plan allocates $250k annually to this fund.
327 Park Grants
(parks only)
Accounts for grants and reimbursements from the state and federal government and other agencies related to parks. 377
Arterial Street
Rehabilitation
(roads only)
Accounts for funds set aside by the City of Pinole to fund arterial street rehabilitation projects. The Measure S 2014 funding plan allocates $250k annually to this fund.
500 Sewer Enterprise
(sewer only)
Accounts for fees charged to residents and businesses for sewer utilities. Fees are used to operate the PinoleHercules Water Pollution Control Plant which services the Pinole and Hercules areas.

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
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Grants
Certain projects are eligible to receive grant funds from state, federal, or other agencies. Road projects listed in the CIP receive grant funding from a variety of sources such as:
 California Department of Transportation (Caltrans)
o Highway Bridge Program (HBP) – funds to improve bridge structural safety.  Project: RO1710
o Highway Safety Improvement Program (HSIP) – funds projects that significantly reduce fatalities and injuries on all public roads.
 Project: IN2104
 West Contra Costa Transportation Advisory Committee (WCCTAC) o Subregional Transportation Mitigation Program (STMP) – funds projects that provide congestion relief and mitigate traffic impacts on regional routes through capacity improvements on those routes, improved transit services for subregional and regional travel, and improved facilities that allow West County residents to more efficiently access regional routes and transit service.  Projects: RO2105, RO1902, and RO1710
 Metropolitan Transportation Commission (MTC)
o One Bay Area Grant 2 (OBAG2) – policy framework for MTC’s distribution of federal State Transportation Program and Congestion Mitigation and Air Quality Improvement Program funds. The OBAG2 program provides funding for local street and road maintenance, streetscape enhancements, bicycle and pedestrian improvements, Safe Route to School projects, Priority Conservation Areas, and Transportation planning.
 Project: RO1714
o Transportation Developlment Act (TDA) Article 3 – funds construction and/or engineering of bicycle or pedestrian capital or quick build projects, maintenance of Class I or Class IV separated bikeways, bicycle and/or pedestrian safety education projects, development of a comprehensive bicycle or pedestrian facilities plans, and restriping Class II bicycle lanes and buffered bicycle lanes.  Project: RO1714
The receipt of certain grants and reimbursements typically follow the award of contracts; therefore, other City funding is programmed for front-end financing of the total estimated project costs.

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
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Overview of Recommended Capital Budget
The FY 2022/23 – 2026/27 CIP contains 36 planned public improvement projects, which includes 10 new projects. In addition, there are 9 infrastructure assessments programmed for FY 2022/23 – 2026/27. The CIP also contains information for 24 unfunded and unprogrammed projects. A funded project is one that has identified specific funding, including on-going existing resources to fully implement the project. A partially funded project has funding to accomplish various phases of the project but lacks sufficient funding to complete the project. An unfunded project is one that has been identified in the CIP as a need but no funding secured to implement the project. Should funding become available through grant or other sources, the unfunded list can be reviewed to determine if it is suitable to seek such funding.

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

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

Unfunded projects begin with UF and are followed by a unique sequence number.

In FY2022/23, there are 23 public improvement projects and 8 infrastructure assessments programmed. Below is a summary of the various funding sources based on project category.

FY 2022/23 PROJECT CATEGORIES
FY 2022/23
TOTALS

BY FUND
Funding
Sources
Fund Facilities
FA
Parks
PA
Sanitary
Sewer
SS
Stormwater
SW
Streets &
Roads
RO
Infrastructure
Assessments
IA
General Fund 100 $170,000 $165,000 $335,000
Measure S
2014 106 $834,931 $112,440 $418,460 $149,328 $210,000 $1,725,159 Gas Tax 200 $528,910 $528,910
Solid Waste 214 $425,000 $425,000
Measure J 215 $350,000 $350,000
Growth Impact
Fees 276 $58,000 $58,000
City Street
Improvements 325 $1,685,563 $20,650 $1,706,213
Park Grants 327 $189,758 $189,758
Arterial Street
Rehabiliation 377 $758,624 $758,624
Sewer
Enterprise 500 $2,300,00 $10,382 $89,853 $2,400,235
FY 2022/23 TOTALS

BY PROJECT

CATEGORY
$834,931 $727,198 $2,300,000 $476,460 $3,652,807 $3,652,807 $8,476,899 Category Abbreviation
Facilities FA
Parks PA
Sewer SS
Stormwater SW
Streets &
Roads
RO
Infrastructure
Assessments
IA
Unfunded UF
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
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CITY OF PINOLE
CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

FUNDING SUMMARY
SOURCES BY FUND FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total 100 – General Fund $ 435,000 $ 310,000 $ 745,000 106 – Measure S 2014 $ 1,625,159 $ 1,990,860 $ 890,000 $ 100,000 $ 4,606,019 200 – Gas Tax $ 528,910 $ 381,082 $ 909,992 200 – Solid Waste $ 425,000 $ 425,000 215 – Measure J $ 350,000 $ 350,000 276 – Growth Impact Fees $ 58,000 $ 30,000 $ 520,000 $ 608,000 325 – City Street Improvements $ 1,706,213 $ 890,000 $ 727,321 $ 890,000 $ 4,213,534 327 – Park Grants $ 189,758 $ 189,758 377 – Arterial Streets Rehabilitation $ 758,624 $ 32,250 $ 790,874 500 – Sewer Enterprise Fund $ 2,400,235 $ 2,000,000 $ 906,597 $ 800,000 $ 3,800,000 $ 9,906,832 Sources Total $ 8,476,899 $ 5,253,110 $ 3,425,000 $ 1,790,000 $ 3,800,000 $ 22,745,009 Unfunded Total $ 16,293,235 $ 9,231,700 $ 8,439,200 $ 970,000 $ 34,934,135 Total Sources Required $ 8,476,899 $ 21,546,345 $ 12,656,700 $ 10,229,200 $ 4,770,000 $ 57,679,144 City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 88 of 829Page 6 of 67
SOURCES BY FUND FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total 100 - General Fund $ 435,000 $ 310,000 $ 745,000
106 - Measure S 2014 $ 1,625,159 $ 1,990,860 $ 890,000 $ 100,000 $ 4,606,019 200 - Gas Tax $ 528,910 $ 381,082 $ 909,992
214 - Solid Waste $ 425,000 $ 425,000
215 - Measure J $ 350,000 $ 350,000
276 - Growth Impact Fees $ 58,000 $ 30,000 $ 520,000 $ 608,000 325 - City Street Improvements $ 1,706,213 $ 890,000 $ 727,321 $ 890,000 $ 4,213,534 327 - Park Grants $ 189,758 $ 189,758
377 - Arterial Streets Rehabilitation $ 758,624 $ 32,250 $ 790,874 500 - Sewer Enterprise Fund $ 2,400,235 $ 2,000,000 $ 906,597 $ 800,000 $ 3,800,000 $ 9,906,832 Sources Total $ 8,476,899 $ 5,253,110 $ 3,425,000 $ 1,790,000 $ 3,800,000 $ 22,745,009 Unfunded Total $ 16,293,235 $ 9,231,700 $ 8,439,200 $ 970,000 $ 34,934,135 Total Sources Required $ 8,476,899 $ 21,546,345 $ 12,656,700 $ 10,229,200 $ 4,770,000 $ 57,679,144 PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
FA2302 Plum St. Parking Lot Improvements $80,000
FA2301 Public Safety Building Modernization $100,000 $100,000 $100,000 FA2202 Senior Center Modernization $60,000 $100,000 $100,000 106-343-47201 $60,000 Measure S 2014 FA2201 Faria House Renovations $420,000 106-343-47201 $420,000 Measure S 2014 FA2002 Electric Vehicle Charging Stations $50,000 106-343-47201 $50,000 Measure S 2014 FA1902 Energy Upgrades $120,811 106-343-47201 $120,811 Measure S 2014 FA1901 Senior Center Auxiliary Parking Lot $184,120 $1,088,860 106-343-47201 $184,120 Measure S 2014 FA1703 City Hall Modernization $125,000 $125,000
FA1702 Citywide Roof repairs and replacement $272,000 $140,000 PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
106-343-47201 $47,440 Measure S 2014
327-345-47203 $189,758 Park Grants
PA2202 Skatepark Rehabilitation $150,000
PA2201 Pocket Parks - Galbreth Rd. $65,000 106-343-47201 $65,000 Measure S 2014 PA2101 Installation of high-capacity trash bins $425,000 214-345-47203 $425,000 Solid Waste Fund PA1901 Pinole Valley Park Soccer Field Rehabilitation $200,000 PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
SS2203 Effulent Outfall* $150,000 $3,000,000 500-641-47201 $150,000 Sewer Enterprise SS2202 Replacement of Diesel Tank* $150,000 500-641-47201 $150,000 Sewer Enterprise SS2201 Sanitary Sewer Rehabilitation $1,500,000 $800,000 $800,000 $800,000 $800,000 500-642-47201 $1,500,000 Sewer Enterprise SS2101 Secondary Clarifier - Center Column Rehabilitation* $350,000 500-641-47201 $350,000 Sewer Enterprise SS2102 Air Release Valve Replacements* $50,000 500-641-47201 $50,000 Sewer Enterprise SS2002 Water Pollution Control Plant Lab Remodel* $100,000 500-641-47201 $100,000 Sewer Enterprise SS1702 Sewer Pump Station Rehabilitation $1,200,000
PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
SW2001 Roble Road Drainage Improvements $30,000 $320,000 SW2002 Adobe Road Repair and Drainage Improvements $30,000 $200,000 106-344-47206 $418,460 Measure S 2014
276-344-47206 $58,000 Growth Impact Fees
PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
RO2501 Residential Slurry Seal $890,000
RO2401 Cape Seal $560,000
RO2301 Residential Slurry Seal $890,000
200-342-47205 $428,910 Gas Tax - RMRA
377-342-47205 $758,624 Arterial Rehabilitation
RO2102 Tennent Ave. Rehabilitation $10,382 $655,000 500-641-47201 $10,382 Sewer Enterprise RO2105 Appian Way Complete Streets $100,000 $970,000 325-342-47205 $100,000 WCCTAC - STMP Fees RO2107 Brandt St. Improvements $170,000 100-342-47205 $170,000 General Fund RO1902 Pedestrian Improvements at Tennent Ave. near R X $61,556 $800,000 325-342-47205 $61,556 WCCTAC - STMP Fees RO1802 Hazel Street Gap Closure (Sunnyview) $200,000
325-342-47205 $1,223,746 WCCTAC - STMP Fees
325-342-47205 $80,000 CCTA Measure J
325-342-47205 $81,717 Caltrans - HBP
RO1708 Pinole Valley Road Improvements $100,000 200-342-47205 $100,000 Gas Tax - RMRA 325-342-47205 $9,144 City Street Improvements
215-342-47205 $350,000 MTC/OBAG2
325-342-47205 $129,400 MTC/TDA Article 3
106-344-47206 $149,328 Measure S 2014
PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
IN2201 Energy Audit $50,000 106-344-47206 $50,000 Measure S 2014 IN2101 Emergency Power for Critical Facilities $30,000 $170,000 100-343-47201 $30,000 General Fund IN2102 Municipal Broadband Feasibility $60,000 106-118-47201 $60,000 Measure S 2014 IN2103 Recycled Water Feasibility $60,000 $140,000 100-341-42101 $60,000 General Fund IN2104 Local Road Safety Plan $20,650 325-342-47205 $20,650 Caltrans - HSIP IN2106 Active Transportation Plan $75,000 100-341-42101 $75,000 General Fund IN2001 Sanitary Sewer Collection System Master Plan $89,853 500-642-47201 $89,853 Sewer Enterprise IN1703 Storm Drainage Master Plan $75,000 $75,000
IN1704 Park Master Plan $100,000 106-344-47206 $100,000 Measure S 2014 Uses by Project Total $8,476,899 $21,546,345 $12,656,700 $10,229,200 $4,770,000 LEGEND:
• Project numbers: FA = Facilities; PA = Parks; SS = Sanitary Sewer; SW = Storm Water; RO = Streets & Roads; IN = Infrastructure Assessments * Project cost to be split 50% with the City of Hercules RO2101 Arterial Rehabilitation $1,187,534 $32,250
PA2203 Playground Rubberized Surface Improvements $237,198 RO1714 Safety Improvements at Appian Way & Marlesta Rd. formerly known as HAWK at Appian Way and Marlesta $637,872 RO1710 San Pablo Ave. Bridge over BNSF Railroad $1,385,463 $16,293,235 $8,431,700 $8,439,200

INFRASTRUCTURE ASSESSMENTS

CITY OF PINOLE
CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

FUNDING SUMMARY

FACILITIES
PARKS

SANITARY SEWER

STORMWATER
SW1901 Hazel Street Storm Drain Improvements $476,460

STREETS & ROADS
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
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PROJECT DESCRIPTION SHEETS
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
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FA2302 - Plum St. Parking Lot Improvements

FACILITIES
Initial Project Start: July 1, 2023 Initial Project Completion: June 30, 2024 Revised Project Start: Revised Project Completion: Project Origin: Staff Recommendation Multi-year Project: No Description: To provide a secure parking area for Police vehicles in the Plum St. parking lot. The parking lot will remain open for the public. A portion of the parking lot, approximately 25 spaces will be secured with a chain-link fence with security gates for Police vehicles. The layout of the parking lot is in the preliminary design phase.

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 80,000
Subtotal $ 80,000
Total Cost Estimate: $ 80,000
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FA2301 - Public Safety Building Modernization

FACILITIES
Initial Project Start: July 1, 2023 Initial Project Completion: June 30, 2026 Revised Project Start: Revised Project Completion: Project Origin: Staff Recommendation Multi-year Project: YesDescription: To extend the useful life of the Public Safety building, there are several items that require attention including but not limited to replacement of the HVAC system, carpet, flooring, water heaters, light fixtures, fans, etc. In addition, the building requires painting (interior and exterior), and the locker rooms also require renovation.

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 100,000 $ 100,000 $ 100,000
Subtotal $ 100,000 $ 100,000 $ 100,000
Total Cost Estimate: $ 300,000
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FA2202 - Senior Center Modernization

FACILITIES
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2025 Revised Project Start: Revised Project Completion: Project Origin: Council Request Multi-year Project: YesDescription: The project includes a facilities condition assessment and design and construction of improvements to modernize the existing Senior Center building located at 2525 Charles Avenue. Work will include upgrades to energy system, roof replacement, and interior renovations.

Supplemental Information:

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 60,000 $ 100,000 $ 100,000
Subtotal $ 60,000 $ 100,000 $ 100,000
Total Cost Estimate: $ 260,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 93 of Page 11 of 67 829
FA2201 - Faria House Renovations

FACILITIES
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: Project Origin: Council Request Multi-year Project: No Description: The building commonly referred to as the “Faria House” is a two-story residence constructed in about 1890 and originally located at what is now 1301 Pinole Valley Road. In 2005, the Faria House was relocated to 2100 San Pablo Avenue. On June 7, 2022, City Council directed staff pursue hazard remediation and renovations to create a lower-level office, and upper-level warm shell. The first step is the site remediation to removal all hazardous materials (i.e., asbestos and/or lead based paint) from the first and second floors. This will involve removal of all interior baseboard, door, window trim, lath and plaster (from the ceilings and walls). This will also include removal of all lighting and plumbing fixtures, kitchen “built-in-place” cabinets. Once the site remediation is complete, the lower level of the structure will be ready for tenant improvement for an office use. The upper level will be a warm shell, which means that the upper level will be fully insulated, with walls open and ceiling covered with wallboard, but no other improvements beyond the hazard mitigation work. The upper level would be separated from the lower level with secured “temporary” framing and wallboard partition wall built at the top of the stairs. The lower level will have rough electrical, plumbing, and mechanical installation for an office use. All lower-level rooms would have new wall and ceiling insulation installed and covered with new drywall. The kitchen would remain in the same location, the dining room, which would become the conference room/meeting room would include low-voltage, data, communications for teleconferencing, meetings, the existing bathroom would become a single All Gender restroom, renovated to meet ADA compliance, the existing rooms would become office suites with new electrical sub-panel, rough electrical, rough plumbing and rough mechanical installed. Lower-level rooms will have renewed (or new) flooring, baseboard, and doors etc.

Supplemental Information:

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 420,000
Subtotal $ 420,000
Total Cost Estimate: $ 420,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 94 of Page 12 of 67 829
FA2002 - Electric Vehicle Charging Stations

FACILITIES
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: Revised Project Completion: December 30, 2022 Project Origin: Council Request Multi-year Project: Yes
Description: This project will install a level II dual port electric vehicle charging station at the parking lot serving the Public Safety Building. Supplemental Information: City staff continue to assess other public locations throughout Pinole for opportunities to incorporate EV charging infrastructure. An energy audit (Project IN2201) of City owned facilities will inform future installations of electric vehicle charging stations.

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 106 $ 6,235
Construction 106 $ 50,000
Subtotal $ 6,235 $ 50,000
Total Cost Estimate: $ 56,235
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 95 of Page 13 of 67 829
FA1902 - Energy Upgrades

FACILITIES
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: End of life cycle Multi-year Project: No
Description: The heating, ventilation, and cooling (HVAC) systems at City Hall and Senior Center have reached the end of their useful life and need to be replaced. A portion of the roof at the Senior Center will also need to be replaced.

Supplemental Information: In October 2020, City staff began working with Marin Clean Energy’s (MCE’s) Energy Efficiency program to explore opportunities for energy conservation and generation at City owned facilities by replacing the HVAC systems and upgrading streetlights. It was determined that the MCE program could not incentivize HVAC replacement project or the upgrade of the streetlights. This project was formerly known as FA1706 and FA1801. In April 2021, the AC unit at City Hall broke down and was replaced.

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 99,189 $ 120,811
Subtotal $ 99,189 $ 120,811
Total Cost Estimate: $ 220,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 96 of Page 14 of 67 829
FA1901 - Senior Center Auxiliary Parking Lot

FACILITIES
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: Revised Project Completion: June 30, 2024 Project Origin: Fowler Lot Re-Use Committee Multi-year Project: Yes
Description: On April 16, 1990 City Council adopted Resolution 2380 authorizing the purchase of 2548 Charles Street. At the time of purchase, City Council determined that construction of a Senior Center was necessary, and that this property was needed to provide sufficient parking for the Center. The parcel is surrounded by municipal parking lots which serve the Senior Center and Old Town Pinole. On February 2, 2021 City Council adopted Resolution 2021-07 and awarded a contract to a consultant for the preliminary engineering and design for the parking lot. The parking lot will be designed to be a multi-benefit project that includes pavement structural section, striping, lighting, bicycle parking, electric vehicle charging stations, stormwater capture and retention, and drought tolerant landscaping. The final design will offer the maximum number of parking spaces while allowing access for both vehicles and pedestrians and include aesthetic design components. On June 7, 2022, City Council directed staff to incorporate the installation of a solar canopy at the site.

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

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 106 $ 42,535 $ 184,120
Construction 106 $ 1,088,860
Subtotal $ 42,535 $ 184,120 $ 1,088,860
Total Cost Estimate: $1,315,515
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 97 of Page 15 of 67 829
FA1703 - City Hall Modernization (formerly known as Paint City Hall)

FACILITIES
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2024
Project Origin: End of life cycle
Multi-year Project: No
Description: To extend the useful life of the City hall building, there are several items that require attention including but not limited to carpet, flooring, window coverings, light fixtures, etc. The interior and exterior surfaces of the building require repainting as the paint system has reached the end of its useful life. Exterior painting is necessary to maintain external protection from the environment. Fading, chipping paint, along with water and mildew damage necessitates the painting project.

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 125,000 $ 125,000
Subtotal $ 125,000 $ 125,000
Total Cost Estimate: $ 250,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 98 of Page 16 of 67 829
FA1702 - Citywide Roof repairs and replacement

FACILITIES
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2022 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2024
Project Origin: End of life cycle
Multi-year Project: Yes
Description: In 2015, comprehensive visual roof inspections were completed by a contractor on various City owned facilities. The purpose of the inspection was to identify the extent, if any, of moisture intrusion into the existing roof assemblies, document observed roof system deficiencies, determine the overall condition of the existing roof systems and to estimate the service life of the in-place roof assemblies. The roof inspection identified several roofs which need to be repaired or replaced. The roofs at City hall and the Public Safety building need to be replaced.

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 272,000 $ 140,000
Subtotal $ 272,000 $ 140,000
Total Cost Estimate: $ 412,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 99 of Page 17 of 67 829
PARKS
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2024 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: Replacement of panel rubberized surfaces at Fernandez Park and Pinole Valley Park. Fernandez Park involves replacement of rubberized surface improvements at tot lot and replacement of existing engineered mulch with rubberized surface at older age play equipment. The rubberized surfaces around the play equipment will also be replaced at Pinole Valley Park. These improvements are grant funded through the State of California Department of Parks and Recreation Per Capita funds.

Supplemental Information: Budget:

PA2203 - Playground Rubberized Surface Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 327 $ 189,758 106 $ 7,640 $ 47,440
Subtotal $ 7,640 $ 237,198
$ 244,838
Construction
Total Cost Estimate:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 100 of Page 18 of 67 829
PARKS
Initial Project Start: July 1, 2024 Initial Project Completion: June 30, 2025 Revised Project Start: Revised Project Completion: Project Origin: Council Request Multi-year Project: No
Description: Settling of rampsSupplemental Information: Budget:

PA2202 - Skatepark Rehabilitation
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 150,000
Subtotal $ 150,000
Total Cost Estimate: $ 150,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 101 of Page 19 of 67 829
PARKS
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: June 30, 2024 Project Origin: Council Request Multi-year Project: No
Description: Installation of two ADA compliant benches and waste receptacles within two pocket parks at a suitable location on Galbreth Ave. Supplemental Information: To develop the pocket parks, a lot line adjustment may be required. Budget:

PA2201 - Pocket Parks - Galbreth Rd.

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 65,000
Subtotal $ 65,000
Total Cost Estimate: $ 65,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 102 of Page 20 of 67 829
PARKS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: Beautification Ad Hoc Committee Multi-year Project: No
Description: Installation of high capacity, solar powered compacting trash bins at City parks. To get the best value and uniformity at City parks, a RFP will be released to solicit proposals from qualified vendors to provide these bins. Exact costs will not be known until the bidding is complete however staff estimates that 40 bins will be procured for the budgeted project cost.

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

PA2101 - Installation of high capacity trash bins
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 214 $ 425,000
Subtotal $ 425,000
Total Cost Estimate: $ 425,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 103 of Page 21 of 67 829
PARKS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2023 Revised Project Completion: June 30, 2024
Project Origin: Council Request
Multi-year Project: No
Description: There are two soccer fields at Pinole Valley Park which are utilized on an annual basis, the Wright Avenue Soccer Field at the southerly end, and Savage Avenue Soccer Field at the northern end. Both fields are heavily used by soccer leagues and the general public. The Savage Avenue Soccer Field requires substantial rehabilitation which includes: upgrading the irrigation system and ongoing turf maintenance. Turf maintenance includes mowing, fertilizing, aeration, overseeding, and topdressing.

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

PA1901 - Pinole Valley Park Soccer Field Rehabilitation Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 200,000
Subtotal $ 200,000
Total Cost Estimate: $ 200,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 104 of Page 22 of 67 829

SANITARY SEWER
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2027 Revised Project Start: Revised Project Completion: Project Origin: Regulatory Requirement Multi-year Project: Yes
Description: Effluent pumping capacity of the treatment plant is limited by the capacity of the pipe size at the effluent outfall in Rodeo.

Increasing the pipe size at the Effluent Outfall Eductor Station will increase the wet weather effluent pumping capacity and increase the lifespan of the effluent pipe by reducing the pressure in the line during storm events. Project requires coordination with Rodeo.

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

Budget:

SS2203 - Effluent Outfall
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 500 $ 150,000 $ 3,000,000
Subtotal $ 150,000 $ 3,000,000
Total Cost Estimate: $ 3,150,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 105 of Page 23 of 67 829

SANITARY SEWER
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: Project Origin: End of life cycle Multi-year Project: No
Description: In-kind replacement of a 4,000 gallon diesel storage tank used to supply fuel to standby generators and City vehicles. The existing tank is compromised.

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

SS2202 - Replacement of Diesel Tank
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 500 $ 150,000
Subtotal $ 150,000
Total Cost Estimate: $ 150,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 106 of Page 24 of 67 829

SANITARY SEWER
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2027 Revised Project Start: Revised Project Completion: Project Origin: Master Plan Multi-year Project: Yes
Description: Various improvements to the Sanitary Sewer collection system, as identified in the Sanitary Sewer Collection System Master Plan. Supplemental Information: Budget:

SS2201 - Sanitary Sewer Rehabilitation
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 500 $ 1,500,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 Subtotal $ 1,500,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 Total Cost Estimate: $ 4,700,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 107 of Page 25 of 67 829

SANITARY SEWER
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023
Project Origin: End of life cycle
Multi-year Project: No
Description: The Secondary Clarifier #5 has reached the end of its useful life. The project will involve removal and replacement of catwalk, drive mechanism, center column, and rake arm. Supplemental Information: The City of Hercules will be reimburse the Sewer Enterprise fund for 50% of the total project cost. Budget:

SS2101 - Secondary Clarifier—Center Column Rehabilitation Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 500 $ 350,000
Subtotal $ 350,000
Total Cost Estimate: $ 350,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 108 of Page 26 of 67 829

SANITARY SEWER
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023 Project Origin: Staff Recommendation Multi-year Project: No
Description: There are four air relief valves at various locations on the WPCP Effluent Pipeline between the WPCP and the Rodeo treated water discharge point. This project includes removal and replacement of the pipe saddle, short pipe section, isolation valve, and air relief valve. The four locations are: 1) across from the WPCP at 11 Tennent Ave., near the entrance of the SF Bay Trail, 2) On the SF Bay Trail near the corner of Santa Fe and Railroad Ave., 3) At the intersection of Mariposa St. and Railroad Ave. (Rodeo), 4) Outside the gate of Rodeo Sanitary District at 800 San Pablo Ave. (Rodeo).

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

SS2102 - Air Release Valve Replacements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 500 $ 50,000
Subtotal $ 50,000
Total Cost Estimate: $ 50,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 109 of Page 27 of 67 829

SANITARY SEWER
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023 Project Origin: Regulatory Requirement Multi-year Project: No
Description: The California Environmental Laboratory Accreditation Program (ELAP) is responsible for accrediting environmental testing labs including the Pinole - Hercules WPCP. The 2019 ELAP inspection results indicated the lab apparatus, countertops, and the fume hood are past their useful life and recommended replacement.

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

Budget:

SS2002 - Water Pollution Control Plant Lab Remodel
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 500 $ 100,000
Subtotal $ 100,000
Total Cost Estimate: $ 100,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 110 of Page 28 of 67 829

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

Supplemental Information: The two pump stations are located on San Pablo Ave. and Hazel St. In FY 2019/20, this project was renamed to include both pump stations. Previously, this project was titled, “Hazel Street Sewer Pump Rehabilitation.” Budget:

SS1702 - Sewer Pump Station Rehabilitation
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 500 $ 22,500
Engineering 500 $ 150,000
Construction 500 $ 884,000 Contingency 500 $ 143,500
Subtotal $ 1,200,000
Total Cost Estimate: $1,200,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 111 of Page 29 of 67 829

STORMWATER
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2024 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: The existing system appears to have capacity issues at Roble Ave. and Encina Ave. that warrant review and upgrade. This project will assess the collection system for capacity and hydraulic profile and upgrade the system as necessary.

Supplemental Information:

Budget:

SW2001 - Roble Road Storm Drainage Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 276 $ 30,000
Construction 276 $ 280,000 Contingency 276 $ 40,000
Subtotal $ 30,000 $ 320,000
Total Cost Estimate: $ 350,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 112 of Page 30 of 67 829

STORMWATER
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2023 Revised Project Completion: June 30, 2025 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: Adobe Road experienced a failure due to drainage impacts. Installation of a culvert will be required to control the drainage in the area. The area will then be regraded and the road surface will be restored. This road serves only as a service access route.

Supplemental Information:

Budget:

SW2002 - Adobe Road Storm Drainage Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 106 $ 30,000
Construction 106 $ 175,000 Contingency 106 $ 25,000
Subtotal $ 30,000 $ 200,000
Total Cost Estimate: $ 230,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 113 of Page 31 of 67 829

STORMWATER
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: Development Driven Multi-year Project: Yes
Description: The existing stormwater collection is an open trench system and needs to be converted to an underground conveyance system to facilitate construction of a through road. This project will include connecting the existing storm drain network within Hazel Street between 1087 Hazel St (eastern limits) and 1081 Hazel St. (western limits). In January 2020, the City contacted with Schaff and Wheeler to prepare the preliminary design which includes plan and profile of the pipe and technical specifications.

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

Budget:

SW1901 - Hazel Street Storm Drain Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 106 $ 54,910
106 $ 356,460 276 $ 58,000
Contingency 106 $ 62,000
Subtotal $ 54,910 $ 476,460
Total Cost Estimate: $ 531,370
Construction
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 114 of Page 32 of 67 829
ROADS
Initial Project Start: July 1, 2025 Initial Project Completion: June 30, 2026 Revised Project Start: Revised Project Completion: Project Origin: Pavement Management Program Multi-year Project: No
Description: Based on the most current P-TAP report various segments will be recommended for slurry seal treatment. A slurry seal functions as a topcoat to existing asphalt pavement to preserve and protect the pavement. It is best suited for pavements with mild to moderate damage, such as narrow cracks, but not for severe damage such as potholes.

Supplemental Information: Budget:

RO2501 - Residential Slurry Seal
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 325 $ 10,000
Construction 325 $ 800,000
Contingency 325 $ 80,000
Subtotal $ 890,000
Total Cost Estimate: $ 890,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 115 of Page 33 of 67 829
ROADS
Initial Project Start: July 1, 2024 Initial Project Completion: June 30, 2025 Revised Project Start: Revised Project Completion: Project Origin: Pavement Management Program Multi-year Project: No
Description: Based on the most current P-TAP report, various pavement segments will benefit from a cape seal. A cape seal is applied when a slurry seal or micro-surfacing will not adequately address the pavement deterioration. Cape seals are a multi-layered treatment pavement preservation treatment which can extend the life of a pavement by 6-8 years.

Supplemental Information: Budget:

RO2401 - Cape Seal
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 325 $ 10,000
Construction 325 $ 500,000 Contingency 325 $ 50,000
Subtotal $ 560,000
Total Cost Estimate: $ 560,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 116 of Page 34 of 67 829
ROADS
Initial Project Start: July 1, 2023 Initial Project Completion: June 30, 2024 Revised Project Start: Revised Project Completion: Project Origin: Pavement Management Program Multi-year Project: No
Description: Based on the most current P-TAP report various segments will be recommended for slurry seal treatment. A slurry seal functions as a topcoat to existing asphalt pavement to preserve and protect the pavement. It is best suited for pavements with mild to moderate damage, such as narrow cracks, but not for severe damage such as potholes.

Supplemental Information: Budget:

RO2301 - Residential Slurry Seal
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 325 $ 10,000
Construction 325 $ 800,000 Contingency 325 $ 80,000
Subtotal $ 890,000
Total Cost Estimate: $ 890,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 117 of Page 35 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: June 30, 2024 Project Origin: Pavement Management Program Multi-year Project: Yes
Description: Based on the 2019 P-TAP report, various segments were recommended for treatment by StreetSaver®. The recommendations will be further validated through a comparative pavement analysis to explore additional treatment options which are not discussed in the P-TAP report. This will allow the City to optimize the available funding. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

Supplemental Information:

Budget:

RO2101 - Arterial Rehabilitation
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 377 $ 18,606 $ 39,874
200 $ 428,910 377 $ 625,000 $ 215,000
Contingency 377 $ 93,750 $ 32,250
Subtotal $ 18,606 $ 1,187,534 $ 247,250
Construction
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 118 of Page 36 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: June 30, 2025 Project Origin: Pavement Management Program Multi-year Project: Yes
Description: The construction impacts from the WPCP upgrade project resulted in pavement deterioration. This project will rehabilitate Tennent Ave. from San Pablo Ave. to WPCP. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

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

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

Budget:

RO2102 - Tennent Ave. Rehabilitation
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 500 $ 27,423 $ 10,382
200 $ 381,082 500 $ 74,597 325 $ 167,321
Contingency 500 $ 32,000
Subtotal $ 27,423 $ 10,382 $ 655,000
$ 692,805
Construction
Total Cost Estimate:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 119 of Page 37 of 67 829
ROADS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: Completion of preliminary engineering and design to provide continuous sidewalks and bike lanes along Appian Way beginning from unincorporated El Sobrante to about 1500 lineal feet north of the City limit within Pinole. In December 2021, City Council approved a Cooperative Funding Agreement with WCCTAC to receive STMP funds to complete preliminary design for this project.

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

Budget:

RO2105 - Appian Way Complete Streets
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 325 $ 100,000
UF $ 970,000
Subtotal $ 100,000 $ 970,000
Total Cost Estimate: $1,070,000
Engineering
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 120 of Page 38 of 67 829
ROADS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: Project Origin: Council Request Multi-year Project: No
Description: Provide improvements on Brandt St. including application of pavement treatments based on type and severity of distresses on existing pavement.

Supplemental Information: Budget:

RO2107 - Brandt St. Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 100 $ 50,000
Construction 100 $ 120,000
Subtotal $ 170,000
Total Cost Estimate: $ 170,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 121 of Page 39 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: Revised Project Completion: June 30, 2025 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: In 2018, the East Bay Regional Park District completed a trail link to connect Pinole Shores Regional Shoreline to Bayfront Park trail. There remains one very small gap on Tennent Ave. from Bayfront Park to Railroad Ave. Improvements to Tennent Ave. at the Railroad Crossing will facilitate safe movement of bicycles and pedestrians. Since project inception, the scope of work has evolved to include improvements that would maximize parking on Railroad Avenue for park users. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

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

Budget:

RO1902 - Pedestrian Improvements at Tennent Ave. near R x R Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 325 $ 37,324 $ 61,556
325 $ 19,700
UF $ 680,000
Contingency UF $ 100,300
Subtotal $ 37,324 $ 61,556 $ 800,000
$ 898,880
Construction
Total Cost Estimate:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 122 of Page 40 of 67 829
ROADS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: July 30, 2025 Project Origin: Development Driven Multi-year Project: No
Description: A developer has proposed to develop on a vacant lot identified as APN 402-013-060 at the end of Hazel Street. The project proposes the subdivision of the lot into four new parcels and development of single family residences on each new parcel, and execution of a development agreement to make public improvements, including the extension of Hazel Street for roadway connection to Sunnyview Drive - West end of Hazel St.

Supplemental Information: Completion of Project SW1901 prior to this project.

Budget:

RO1802 - Hazel Street Gap Closure (Sunnyview)
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 276 $ 50,000
Developer $ 150,000
Subtotal $ 200,000
$ 200,000
Construction
Total Cost Estimate:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 123 of Page 41 of 67 829
ROADS
Initial Project Start: July 1, 2017 Initial Project Completion: Beyond 5 year termRevised Project Start: Revised Project Completion: June 30, 2026 Project Origin: End of life cycle Multi-year Project: Yes
Description: The San Pablo Avenue bridge over the Burlington Northern Santa Fe Railroad is an integral part of the area’s transportation network. The age and condition assessment of the bridge supports replacement. The City was approved for initial funding from the Caltrans Highway Bridge Program (HBP). In February 2020, the City awarded a contract to a consultant for preliminary engineering (PE) to advance the project. The PE will be completed in two phases due to funding limitations. Completion of preliminary design is necessary to develop a final cost estimate for the project. Unfunded portions of this project appear in the Unfunded and Unprogrammed project list as Project UF022.

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

RO1710 - San Pablo Avenue Bridge over BNSF Railroad
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 PM 325 $ 257,061 $ 80,000 $ 42,439
325 $ 537,176 $ 1,225,463 $ (42,439) $ (7,500)
STMP $ (91,089) $ (1,223,746) $ (285,165)
HBP $ (708,856) $ (81,717)
UF
STMP
UF $16,578,400 $ 8,439,200 $ 8,439,200
Subtotal $ (5,709) $ - $16,293,235 $ 8,431,700 $ 8,439,200 Planning &
Design
Construction
Total Cost Estimate: $33,158,426
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 124 of Page 42 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023 Project Origin: Council Request Multi-year Project: No
Description: As part of the high school construction project WCCUSD provided road improvements along the school frontage. Improvements to Pinole Valley Road - from Shea Dr. to Helena Ct. will extend the useful life of the pavement. The existing pavement score is high in this area, so a slurry seal may be the recommended treatment.

Supplemental Information:

Budget:

RO1708 - Pinole Valley Road Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 200 $ 5,000
Construction 200 $ 87,000 Contingency 200 $ 8,000
Subtotal $ 100,000
Total Cost Estimate: $ 100,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 125 of Page 43 of 67 829
ROADS
Initial Project Start: July 1, 2024 Initial Project Completion: June 30, 2025 Revised Project Start: July 1, 2020 Revised Project Completion: June 30, 2023 Project Origin: TAPS Multi-year Project: Yes
Description: The key elements affecting the safety of pedestrians and cyclists at the Appian Way and Marlesta Way intersection is speed and reduced visibility of approaching traffic due to the topography of the project area. Safety improvements are required to improve crossing conditions for pedestrians and bicyclists. In February 2021, the City selected a Consultant to complete the preliminary engineering for this project.

Supplemental Information: The City secured grant funds to install a traffic signal at this intersection instead of a HAWK.

Budget:

RO1714 - Safety Improvements at Appian Way and Marlesta Rd. (formerly known as HAWK at Appian Way and Marlesta Rd.) Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 325 $ 25,193 $ 9,144
OBAG2 $ 350,000
TDA $ 129,400
106 $ 67,278
Contingency 106 $ 82,050
Subtotal $ 25,193 $ 637,872
$ 663,065
Construction
Total Cost Estimate:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 126 of Page 44 of 67 829
IN2201 - Energy Audit

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: Project Origin: Staff Recommendation Multi-year Project: No Description:

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 106 $ 50,000
Subtotal $ 50,000
Total Cost Estimate: $ 50,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 127 of Page 45 of 67 829
IN2101 - Emergency Power for Critical Facilities

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2023 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2024
Project Origin: Council Request
Multi-year Project: YesDescription: During severe natural hazard events, it is highly likely that utility power will not be available for an extended period of time. Critical facilities will need reliable sources of sustained electrical power to continue operations. This project will: 1) identify critical facilities in need of back-up power in coordination with an Emergency Operations Plan (EOP) , 2) assess power loads in each critical facility that requires back-up power, 3) determine the costs and technology options including solar battery storage, and 4) make any additional recommendations to Council before advancing to construction.

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

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 100 $ 30,000
Construction 100 $ 170,000
Subtotal $ 30,000 $ 170,000
Total Cost Estimate: $ 200,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 128 of Page 46 of 67 829
IN2102 - Municipal Broadband Feasibility

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2024 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023
Project Origin: Council Request
Multi-year Project: No
Description: A feasibility study will determine a successful deployment strategy and associated costs for implementing municipal broadband service in Pinole.

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 106 $ 60,000
Subtotal $ 60,000
Total Cost Estimate: $ 60,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 129 of Page 47 of 67 829

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: June 30, 2024 Project Origin: Council Request Multi-year Project: Yes
Description: A feasibility study will allow the City to plan and phase the construction of future recycled water distribution system infrastructure.

The study will identify potential recycled water customers, evaluate the quantity, quality, and recycled water distribution system options to address the needs of potential users in surrounding areas, seek opportunities to phase the construction of a recycled water delivery system, and develop planning-level cost options for the phased system.

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

IN2103 - Recycled Water Feasibility
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 100 $ 60,000
Construction 100 $ 140,000
Subtotal $ 60,000 $ 140,000
Total Cost Estimate: $ 200,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 130 of Page 48 of 67 829

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: December 30, 2022 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: Development of a Local Road Safety Plan (LRSP) which will include an existing conditions assessment, development of traffic measures in areas of engineering, education, encouragement, enforcement, emerging technologies along with associated evaluation. The LRSP will include a prioritized list of roadway infrastructure improvements.

Supplemental Information: In July 2020, staff submitted a grant application to Caltrans for funding to develop and implement an LRSP for the City of Pinole. LRSP’s allow local governments to identify, analyze, and prioritize roadway safety improvements on roads within their jurisdiction. In the future, an LRSP or its equivalent, will be required for agencies to apply for federal Highway Safety Improvement Plan funds. In October 2020, the City was selected for funding and implementation of an LRSP. In December 2020, the City released a Request for Proposals to seek professional services from licensed engineering firms to develop a LRSP. A contract was awarded to a consultant in April 2021.

Budget:

IN2104 - Local Road Safety Plan
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 325 $ 19,013 $ 20,650
Subtotal $ 19,013 $ 20,650
Total Cost Estimate: $ 39,663
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 131 of Page 49 of 67 829

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023 Project Origin: TAPS Multi-year Project: No
Description: Development of an Active Transportation Plan will act as a guide for active mobility within and around Pinole. The Plan will identify an integrated network of walkways and bikeways that connect Pinole neighborhoods and communities to employment, education, commercial, recreational, and tourist destinations. The plan will prioritize a set of connected projects, that when fully implemented, will increase active transportation opportunities and make it safe and more convenient for people to walk, bike, and use non-auto forms of travel.

Supplemental Information: Budget:

IN2106 - Active Transportation Plan
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 100 $ 75,000
Subtotal $ 75,000
Total Cost Estimate: $ 75,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 132 of Page 50 of 67 829

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: December 30, 2022 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: In September 2020, the City Council awarded a contract to Carollo Engineers, Inc. to develop a Sanitary Sewer Collection System Master Plan (Plan). The Plan will provide a condition assessment of the sewer collection assets to inform capital planning and effectively serve the wastewater needs of residents and businesses. This plan will also provide a capacity analysis to identify pipes that need to be upsized. Master planning is critical to identify when and where infrastructure upgrades or improvements will be needed to accommodate growth.

Supplemental Information:

Budget:

IN2001 - Sanitary Sewer Collection System Master Plan
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 500 $ 359,147 $ 89,853
Subtotal $ 359,147 $ 89,853
Total Cost Estimate: $ 449,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 133 of Page 51 of 67 829

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2023 Revised Project Start: July 1, 2023 Revised Project Completion: June 30, 2025 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: Preparation of a storm drain master plan will provide an analysis of the existing collection system. The plan will identify system deficiencies related to capacity, functionality, and permit compliance. The plan can serve to guide future budget allocations for improvements to the system.

Supplemental Information:

Budget:

IN1703 - Storm Drainage Master Plan
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 106 $ 75,000 $ 75,000
Subtotal $ 75,000 $ 75,000
Total Cost Estimate: $ 150,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 134 of Page 52 of 67 829

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2021 Revised Project Completion: June 30, 2023
Project Origin: Staff Recommendation
Multi-year Project: No
Description: Preparation of a park master plan will aid the City in developing a strategic approach to park maintenance and operation. The master plan will allow the City to quantify and qualify the existing park system, identify deficiencies, and develop a financial analysis of the cost to maintain and operate park assets.

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

Budget:

IN1704 - Park Master Plan
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 106 $ 100,000
Subtotal $ 100,000
Total Cost Estimate: $ 100,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 135 of Page 53 of 67 829

UNFUNDED AND UNPROGRAMMED PROJECTS
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
136 of Page 54 of 67 829
CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

UNFUNDED AND UNPROGRAMMED PROJECTS
# Unfunded/Unprogrammed Projects
UF001 Railroad Avenue Bridge Removal and Replacement
UF002 Electric Vehicle Charging Stations in City lots
UF003 Parking lot resurfacing
UF004 LLAD Landscape Restoration and Improvement
UF005 Dog Park Restroom Replacement
UF006 Dog Park resurfacing and fencing improvements
UF007 Eucalyptus Grove Restoration
UF008 Fernandez Park Baseball grandstand improvement
UF009 Repave Trails
UF010 ADA Ramps
UF011 Appian Complete Streets
UF012 Bridge Maintenance
UF013 Installation of High intensity Activated crossWALK (HAWK) UF014 Pavement Maintenance
UF015 I-80/Pinole Valley Rd. Interchange Improvements
UF016 Shale Hill Retaining wall and sidewalk gap
UF017 Sidewalks gaps
UF018 Signal System Upgrades
UF019 San Pablo Sewer Lift Station Upgrade
UF020 Sewer Collection Systemwide Rehabilitation
UF021 Tree Master Plan
UF022 San Pablo Avenue Bridge over BNSF Railroad
UF023 Installation of Solar at City Facilities
UF024 All weather access roads
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
137 of Page 55 of 67 829
UF001 - Railroad Avenue Bridge Removal and Replacement
Project Information
The Contra Costa County Flood Control and
Water Conservation District has advised
removal of the Railroad Avenue Bridge. The
bridge is a flood barrier. The first step is to
determine if the City of Pinole is the responsible
agency for this project.

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

Potential Funding Sources:

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

Origin: Council Request
Budget Unit: Facilities
Cost Estimate:

Potential Funding Sources: Bay Area
Air Quality Management District, West
Contra Costa Transportation Authority,
Marin Clean Energy
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
138 of Page 56 of 67 829
UF003 - Parking lot resurfacing
Project Information
This project is to maintain and enhance
existing City owned parking facilities and
infrastructure, to increase parking supply,
and to support ongoing multi-modal and
streetscape improvements. Improvements
include saw cutting and demolition,
pavement removal, earthwork, pavement
installation, curb and gutter, striping, and
signage.

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

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

Origin: LLAD Report
Budget Unit: LLAD
Cost Estimate:

Potential Funding Sources: Fund 345
& 348
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
139 of Page 57 of 67 829
UF005 - Dog Park Restroom Replacement
Project Information
The existing restroom located at the Dog
Park is beyond its useful life and requires
replacement.

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

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

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
140 of Page 58 of 67 829
UF007 - Eucalyptus Grove Restoration
Project Information
The open space located between the Old Town
area between John St. and Pinole Valley Road
is forested with Eucalyptus trees. In 2014, a
Safety Inspection was conducted by a
consultant. A total of 8 trees were
recommended for removal, and root crown
excavation was recommended for 3 trees. 2
trees were determined to be hollow and
recommended for further investigation to
evaluate the level of internal decay. In 2018, the
City hired a company to remove 20 Eucalyptus
trees in the area. There are still many trees left
and many of the prior trees were felled with the
trunks remaining on site. This project will
remove the remaining trees, both standing and,
on the ground, and regreen this area with native
trees.

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

Potential Funding Sources:

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

Origin: Staff Recommendation
Budget Unit: Parks
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
141 of Page 59 of 67 829
UF009 - Repave Trails
Project Information
The City’s goal is to develop safe,
connected, and comfortable bicycle and
pedestrian facilities for people of all ages
and abilities. Repaving trails will enhance
trail access from the City’s roadway
network to encourage alternative modes of
transportation.

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

Potential Funding Sources:

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

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
142 of Page 60 of 67 829
UF011 - Appian Complete Streets
Project Information
This project will provide continuous sidewalks and bike lanes along Appian Way from San Pablo Dam Rd. in unincorporated
El Sobrante to about 1500 lineal feet north
of the city limit within the City of Pinole.

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

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

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
143 of Page 61 of 67 829
UF013 - Installation of High intensity Activated crossWALK (HAWK) Project Information
A High Intensity Activated crossWALK
(HAWK) beacon is a traffic control device
used to stop road traffic and facilitate
pedestrians to cross more safely. HAWKS
are candidate treatments for roads with
three or more lanes and generally have an
annual average daily traffic above 9,000.

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

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

Potential Funding Sources:

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

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate: $42,000,000
Potential Funding Sources: Fund 200
and Fund 106
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
144 of Page 62 of 67 829
UF015 - I-80/ Pinole Valley Rd. Interchange Improvements Project Information
This project will widen Pinole Valley Road
ramp terminal intersections at I-80 to
provide a dedicated right turn lane to the
eastbound and westbound I-80 on ramps.

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

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

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

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

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
145 of Page 63 of 67 829
UF017 - Sidewalk gaps
Project Information
This project will address sidewalk gaps by
installing public sidewalks where sidewalks
are missing on one or both sides of the
street. This work will be coordinated with
other construction projects. Sidewalk gaps
often exist in places with site constraints
(i.e. right of way, grade/slopes, or utility
conflicts) or are adjacent to properties that
have been required to provide sidewalks in
the past due to land uses or ownerships.

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

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

Potential Funding Sources:

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

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
146 of Page 64 of 67 829
UF019 - San Pablo Sewer Lift Station Upgrade
Project Information
This project involves upgrading the
structural and electrical needs of the San
Pablo Ave. lift station to address the safety
and operational deficiencies.

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

Potential Funding Sources:

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

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

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
147 of Page 65 of 67 829
UF021 - Tree Master Plan
Project Information
In 2019, the City Council established a
Beautification Ad Hoc Committee to
analyze options for, and to make
recommendations to Council regarding
clean-up and beautification projects in
Pinole. Among other projects, the
Committee recommended the development
of a Tree Master Plan to inventory the
existing trees, and to develop a plan for
managing the tree inventory, including
finding tree planting opportunities.

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

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

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

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

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
148 of Page 66 of 67 829
UF023 - Installation of Solar at City Facilities
Project Information
This project involves procurement and
installation of solar panels at City owned
facilities to offset the City’s electricity
consumption and reduce the greenhouse
gas impacts.

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

Potential Funding Sources:

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

Origin: General Plan
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
149 of Page 67 of 67 829
CIP Project Lifecycle and Project Status Summary
CIP projects usually have five major phases of their lifecycle, described below. • Initiation: Projects in the CIP are selected and prioritized based on specific criteria such as consistency with master plans and policies, regulatory requirements, health and safety impacts, and community benefits. The funding is identified for projects and a capital budget is presented to Council for consideration. Once the CIP is adopted by City Council, staff is responsible for project implementation. The initiation phase involves determining whether the project will be managed by City staff or a consultant, assigning the project to a manager, and assembling the project team.
• Planning: The assigned project manager develops the scope, preliminary schedule, and funding requirements, and identifies stakeholders.

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

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

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

For a design-bid-build project, the final approved design goes out to bid. The project cost estimate and source of project funding govern which procurement policies and procedures will apply. The City’s procurement policy establishes the standards for purchase of goods, services, and supplies. Projects involving federal or State grant funds typically involve stricter and more formalized procedures. In addition, high value public works projects must adhere to

ATTACHMENT B
150 of 829
processes established in the California Public Contract Code. A contract is awarded to the most qualified and responsible vendor.

After a contract is awarded and executed with the appropriate insurance and bonds, project construction can begin. The project size and complexity dictate the length of the construction phase.

For master plans, stakeholders are engaged, and links are identified among other infrastructure plans, the General Plan, and other applicable City plans.

Next, solutions including conceptual alternatives are developed. Viable solutions are evaluated to ensure they meet the goals and needs of the project. The master plan is a final document which contains a recommended program and/or capital project list.
• Monitoring: Throughout the project lifecycle, staff oversees and monitors the project. Construction projects involve construction management, contract compliance, and project management services, which include technical and administrative tasks. Staff is also responsible for grant administration for projects that are funded by grants.
• Closure: Once construction projects are complete, the as-built drawings are filed for future reference. Closeout activities involve completing project related paperwork including filing the notice of completion with the Contra Costa County Recorder’s office. For master plans, the final plan is presented to City Council. 151 of 829
Cr
ea CITY OF PINOLE CAPITAL IMPROVEMENT PLAN Legend:

EntSTATUS OF SCHEDULED PROJECTS FOR FY 2022/23 THRU MARCH 31, 2023 Delayed due to limited resources Closure/Complete Execution Planning The Ce SCHEDULED
This PRJ. # NAME OF PROJECT PROGRESS START END J A S OND J FMAM J J A S OND J FMAM J J A S OND J FMAM J J A S OND J FMAM J J A S OND J FM PHASE ESTIMATED COMPLETIONCell FACILITIES FA2202 Senior Center Modernization 20% 7/1/22 6/30/25 P 6/30/25 FA2002 Electric Vehicle Charging Stations 73% 7/1/20 6/30/23 E 6/30/23FA1902 Energy Upgrades 65% 7/1/20 6/30/23 P 6/30/24FA1901 Senior Center Auxiliary Parking Lot 20% 7/1/20 6/30/24 E 6/30/24 The
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 25% 7/1/21 6/30/23 E 6/30/23 Sam SANITARY SEWER
SS2203 Effulent Outfall 0% 7/1/22 6/30/27 P 6/30/27SS2202 Replacement of Diesel Tank 100% 7/1/21 6/30/23 C 11/17/2022SS2201 Sanitary Sewer Rehabilitation 15% 7/1/22 6/30/27 E 6/30/24SS2101 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 6/30/23SS2002 Water Pollution Control Plant Lab Remodel 0% 7/1/20 6/30/23 D

STORMWATER
SW1901 Hazel Street Storm Drain Improvements 50% 7/1/20 6/30/23 E 12/30/23 Sam STREETS AND ROADS
RO2101 Arterial Rehabilitation 25% 7/1/20 6/30/24 E 6/30/24RO2102 Tennent Ave. Rehabilitation 20% 7/1/20 6/30/25 E 6/30/25RO2105 Appian Way Complete Streets Project 10% 7/1/21 6/30/23 DRO2107 Brandt St. Improvements 0% 7/1/21 6/30/23 DRO1902 Pedestrian Improvements at Tennent Ave. Near R X R 40% 7/1/20 6/30/24 E 6/30/25 RO1802 Hazel Street Gap Closure (Sunnyview) 0% 7/1/21 6/30/25 DRO1708 Pinole Valley Road Improvements 0% 7/1/20 6/30/26 D STATUS AS OF 03/31/23
FY 2018‐19 FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23
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e Ce SCHEDULEDThis PRJ. # NAME OF PROJECT PROGRESS START END J A S OND J FMAM J J A S OND J FMAM J J A S OND J FMAM J J A S OND J FMAM J J A S OND J FM PHASE ESTIMATED COMPLETION STATUS AS OF 03/31/23
FY 2018‐19 FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23
RO1710 San Pablo Ave. Bridge Over BNSF Railroad 10% 7/1/17 6/30/26 E 6/30/26RO1714 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 6/30/23IN2101 Emergency Power for Critical Facilities 10% 7/1/21 6/30/24 P 6/30/24IN2102 Municipal Broadband Feasibility 15% 7/1/21 6/30/23 E 6/30/24IN2103 Recycled Water Feasibility 15% 7/1/22 6/30/24 E 6/30/24 IN2104 Local Road Safety Plan 100% 7/1/20 6/30/23 C 2/21/23IN2106 Active Transportation Plan (RO2106) 25% 7/1/21 6/30/23 E 6/30/24IN2001 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 ` This is an empty row

Page 2 of 2 ends

153 of 829

CITY COUNCIL
REPORT
9D
DATE JUNE 6, 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 THIRD 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. The City Council updated two Strategic Plan strategies and added a strategy in April 2023, as part of a special strategic planning Council meeting.

REVIEW & ANALYSIS
Below find a table listing the four goals and 23 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 eleven of the strategies and is currently on track to achieve the beginning and completion dates of many of the remaining strategies.
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Goal and Strategy Year to
Begin
Strategy
(January
2021 IAP)
Year to
Complete
Strategy
(January
2021 IAP)
Current
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, which are reflected
in the Capital
Improvement Plan (CIP).

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 in August
2022. Staff expects to
present a final updated
EOP incorporating City
Council’s feedback and
other changes for Council
adoption in FY 2023-24.

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

Year 3 Year 3

Complete
CCCFPD began
providing emergency
medical and fire response
service in Pinole in March
2023. CCCFPD does not
operate CERT programs.

The Pinole Police
Department intends to restart the CERT program
in FY 2023-24.

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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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, and
will adopt a third LTFP in
summer 2023.

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 2023-24. 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 will issue a
request for proposals
(RFP) in June 2023 to
hire one or more firms to
provide grant research,
writing, and management
support to the City.

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.

The LTFP that will be
adopted in summer 2023
will provide information
on a number of revenue
generation opportunities
the City could pursue in
the future.

Strategy 5. Develop a
disciplined approach to
funding infrastructure
Year 1 Year 5 This is an ongoing effort
in which staff is currently
engaged, and which
involves the asset
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maintenance and
improvements.
condition assessments,
master plans, and annual
capital planning process.

Goal 3: Vibrant and
Beautiful Pinole
Strategy 1. Update the
General Plan and Three
Corridors Specific Plan.

Year 1 Year 4 Updates to the General
Plan Housing and Health
& Safety Elements in
addition to a new
Environmental Justice
Element are underway, Staff will consider the
need to update other
aspects of the General
Plan and the 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.

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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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, guided by
the downtown Pedestrian
Safety Plan, Active
Transportation Plan, and
other adopted plans.

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
Year 1 Year 1

This is an ongoing effort.

City staff is continually
updating code
enforcement policies and
procedures.
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beautification efforts and
investment in community
ecological and
cultural amenities,
business districts, and
nuisance abatement.

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 Year2

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.

Strategy 6. Develop a
comprehensive
Year 1 Year 1
Complete
City staff completed a
comprehensive IT Plan in
June 2022.
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information technology
Strategic Plan.

Strategy 7. Develop an
interagency legislative
advocacy program.

Year 2 Year 2

City staff expects
complete this project in
FY 2023-24. City staff will
seek Council direction on
a legislative advocacy
framework in June 2023.

City staff might
recommend that the City
hire a firm to assist the
City in legislative
advocacy.

Strategy 8. Explore the
use of the Government
Access Channel/PCTV to
implement the strategic
communication plan.

Year 4 Year 4

City staff expects
complete this project in
FY 2023-24. PCTV has
contributed to many new
City communication and
engagement efforts,
including producing The
Beat of Pinole monthly
mayor’s video; producing
other informational videos
for the public; and
producing videos of
numerous community
events.

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

ATTACHMENTS
None
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CITY COUNCIL
REPORT
9E
DATE: JUNE 6, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: RECEIVE THE QUARTERLY REPORT ON IMPLEMENTATION OF THE

GREENHOUSE GAS INVENTORY AND CLIMATE ACTION AND
ADAPTATION PLAN FOR FISCAL YEAR (FY) 2022-23 THIRD

QUARTER

RECOMMENDATION
Staff recommends that the City Council receive this quarterly report on implementation of the greenhouse gas (GHG) inventory and Climate Action and Adaptation Plan (CAAP) covering the months of January – March 2023.

BACKGROUND
On October 19, 2021, the City Council adopted Resolution No. 2021-93, which declared a climate emergency, directed staff to complete a GHG emissions inventory, and directed staff to prepare a CAAP that includes GHG emission reduction goals that align with the State’s GHG emission reduction goals of Senate Bill 32 and Executive Order B-55-18.

The City Council also directed staff to present quarterly updates on the City’s progress on the GHG emissions inventory and CAAP. Staff last provided a quarterly update on February 21, 2023 that addressed staff and consultant activities for the second quarter of fiscal year (FY) 2022/23 (October - December 2022).

DISCUSSION AND ANALYSIS
This is the third quarterly report for the FY 2022/23 on the City’s progress on the GHG emissions inventory and CAAP development. During this period, the focus was on hosting the first community workshop and conducting outreach to drive engagement with the survey released in December 2022.

JANUARY 2023 ACTIVITIES
• Prepared for first CAAP Workshop/Open House on January 26 by:
- Designing and ordering CAAP seed paper pins for swag gifts, CAAP banners for publicity, CAAP tablecloth made from sustainable materials, custom print visioning, voting, Pinole climate information and schedule boards 161 of 829
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June 6, 2023 2
- Preparing and recording CAAP Open House promo video for social media, background/climate information video for Open House attendees/website - Designing and disseminating CAAP flyer with survey to CAAP email list, physical postings, social media, administrative report in addition to CAAP Open House Guide
• Hosted the first CAAP Hybrid Open House on January 26. Agency partners at the event included EBMUD, Republic Services, BayREN, 511 Contra Costa and MCE. Vegan food and drinks were provided, and there was a children’s upcycling craft activity in addition to interactive Visioning and Voting boards • Prepared preliminary greenhouse gas and adaptation measures • Updated the CAAP website1
FEBRUARY 2023 ACTIVITIES
• Extended the CAAP survey to February 23
• Created a CAAP Open House recap for social media, website and email list along with a scrapbook video with survey extension update • Arranged a CAAP Open House City Hall display with surveys, postcards, seed paper pins, Visioning and Voting Board, schedule poster, and Pinole’s climate info poster and communicated via normal communication channels about the display
• Conducted stakeholder interview polls to find best times for community focus group, civic focus group, and business groups
• Conducted outreach at the Pinole Farmer’s Market
• Coordinated with the City Manager Department for Earth Month planning to align with CAAP sectors
• Closed the survey
• Began drafting CAAP document
MARCH 2023 ACTIVITIES
• Conducted outreach at the Pinole Farmer’s Market
• Gave CAAP presentation to Pinole Valley High School Earth Team • Conducted stakeholder focus group interviews on March 20, 21 and 23 • Coordinated with the City Manager Department for Earth Month planning to align with CAAP sectors
• Reviewed survey responses from the community to understand perspectives and desires
• Updated preliminary greenhouse gas and adaptation measures based on feedback received from the community

NEXT STEPS/TIMELINE
The FY2022/23 fourth-quarter report covering April - June 2023 will highlight the following activities:
1 www.ci.pinole.ca.us/climateaction
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• Review and refinement of preliminary greenhouse gas and adaptation measures • Continue to draft the CAAP
• Continue to conduct pop-up outreach events at the farmer’s market and other community events
• Design second community workshop (postposed from April 27, and anticipated in July 2023)
It is anticipated that in the first quarter of FY2023/24 (July-September) the following activities will occur:
• A second community workshop to discuss GHG emissions reduction and adaptation measures (July)
• Draft CAAP published for public review (August)
• Council review/adoption of the CAAP (September)

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

ATTACHMENTS
None
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CITY COUNCIL
REPORT
9F
DATE: JUNE 6, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARKISHA GUILLORY, FINANCE DIRECTOR
SUBJECT: RECEIVE THE FISCAL YEAR (FY) 2022/23 THIRD QUARTER

FINANCIAL REPORT

RECOMMENDATION
Staff recommends that the City Council receive the Fiscal Year (FY) 2022/23 Third Quarter Financial Report.

BACKGROUND
The City operates on an annual budget cycle. Through the budget, the City Council approves revenue estimates and authorizes City staff to expend the City’s limited financial resources. The City Council adopts an original budget prior to the start of each fiscal year, then makes adjustments to the budget throughout the year to reflect changes in expected revenues and to increase or decrease expenditures to address changes in policy or operational priorities.

As one of the many activities that the City undertakes to help ensure its financial soundness, staff provides quarterly financial reports on the City’s budget condition.

The City conducted its mid-year budget review/second quarter financial report in February 2023 at which time a number of budget adjustments were made, resulting in an amended budget. This Third Quarter Financial Report covers financial activity through the third quarter of FY 2022/23, from July 1, 2022 through March 31, 2023.

It is important to note that Pinole, like other communities, has been and continues to be impacted by the fiscal and health effects of COVID-19 and its subsequent variants.

Fiscal impacts have been identified and noted in this mid-year report where applicable.

REVIEW & ANALYSIS
Staff has reviewed the City’s budget results through third quarter, from July 1, 2022 through March 31, 2023. City revenues and expenditures are mostly on track with original budgeted amounts. Therefore, staff does not recommend any budget adjustments for the third quarter.
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General Fund Analysis
General Fund (including Measure S 2006 and 2014) revenues and expenditures are mostly on track with original budgeted amounts.

The originally adopted FY 2022/23 General Fund budget included $28.1 million in revenues, $29 million in expenditures, and $883,662 use of unassigned fund balance (residual, unrestricted funds) to fund several new critical positions as well as several Council-directed initiatives.

The FY 2022/23 budget is primarily a status quo budget, meaning that it does not include any major changes to City programs or services. It does include the following noteworthy items:
• Increases in staffing to respond to key community priorities and organizational needs, including additional Police Officers and capital project staff; • One-time special projects, such as:
o Active Transportation Plan;
o Brandt Court improvements;
o City Hall planting/landscaping improvements;
o Communication and engagement consulting;
o Diversity, equity, and inclusion (DEI) consulting;
o Emergency power for critical facilities;
o Fleet-wide replacement of Police in-car MDC computers; o Installation of high-capacity trash bins;
o Legislative advocacy consulting;
o Municipal broadband planning;
o Non-capital recommendations of Beautification Ad Hoc Committee; o On-call consultants for capital projects;
o Recycled water master planning; and
o Weatherization/energy efficiency program.
• A “vacancy savings factor;” and
• The appropriation of the City’s remaining American Rescue Plan Act (ARPA) funds to the General Fund to backfill the City’s loss of general revenue due to the COVID-19 pandemic.

The amended FY 2022/23 budget includes $28.1 million in revenues, $29.4 million in expenditures, and $1.3 million use of unassigned fund balance.

As of the third quarter, the City is projecting to end FY 2022/23 with total revenues of $28.3 million, expenditures of $29.1 million, and use of fund balance of $764,808. The General Fund unassigned fund balance is projected to be $9.8 million at the end of the fiscal year. The table below summarizes the General Fund budget. 165 of 829
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General Fund Revenue (including Measure S 2006 and 2014) The City Council authorized revenues in the amount of $28,111,479 in the original FY 2022/23 General Fund budget, including Measure S 2006 and 2014. General Fund actual revenues through the third quarter of FY 2022/23 totaled $18,911,622, 67% of the amended budget. Staff does not recommend any adjustments to General Fund revenues as actuals are on track with original budgeted amounts. The table below summarizes the General Fund budgeted revenues.

Sales Tax
Sales tax is the City’s largest general revenue stream, representing 39% of ongoing General Fund revenues. For the third quarter, sales tax collected, including Measure S funds, were $6,067,737, 64% of the amended budget. There is typically a delay in the timing of sales tax receipts. Despite the ongoing economic impacts of COVID-19, sales tax receipts remained stable. Casual dining and quick service sectors continued to show growth. The general consumer goods sector, notably electronics/appliance and apparel stores showed a slight decline while specialty and variety retailers improved.

General Fund (including
Measure S 2006 and 2014)
FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 28,111,479 $ 28,111,479 $ 18,911,622 $ 18,911,622 67% 28,338,261 $ Expenditures 28,995,141 29,437,934 19,825,374 20,280,492 69% 29,103,069 Net surplus/deficit (883,662) (1,326,455) $ (913,751) $ (1,368,869) (764,808) Beginning Fund Balance 10,613,156 10,613,156 10,613,156 Ending Fund Balance $ 9,729,494 $ 9,286,701 $ 9,848,348 Category FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
% of Amended
Budget
Projected
Year-End
Property Taxes $ 4,776,626 $ 4,776,626 $ 2,995,539 63% 4,776,626 $ Sales and Use Taxes 4,582,095 4,582,095 2,864,125 63% 4,582,095 Sales and Use Taxes - Measure S 200 2,451,000 2,451,000 1,602,302 65% 2,451,000 Sales and Use Taxes - Measure S 201 2,451,000 2,451,000 1,601,309 65% 2,451,000 Utility Users Tax 1,934,150 1,934,150 1,739,524 90% 2,074,092 Franchise Taxes 786,790 786,790 490,853 62% 786,790
Other Taxes: TOT 440,000 440,000 331,343 75% 440,000
Other Taxes: Business License 412,500 412,500 399,879 97% 412,500 Intergovernmental Taxes 2,215,948 2,215,948 1,119,272 51% 2,215,948 Public Safety Charges 1,405,108 1,405,108 1,230,328 88% 1,405,108 Total Other Revenue 549,640 549,640 465,744 85% 636,480 Revenue Total: 22,004,857 22,004,857 14,840,218 67% 22,231,639 Transfer In from Section 115 Trust 2,016,612 2,016,612 - 0% 2,016,612 Transfer In from ARPA Fund 4,090,010 4,090,010 4,071,404 100% 4,090,010 Revenue/Sources Total: $ 28,111,479 $ 28,111,479 $ 18,911,622 67% 28,338,261 $ 166 of 829
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Property Tax
Property tax is the City’s second largest revenue stream at 20% of ongoing General Fund revenues. For the third quarter, total property tax revenue was $2,995,539, 63% of the amended budget. It is comprised of four segments – secured, unsecured, supplemental, and transfer tax. The largest segment is secured property tax. It is received in three installments in December (55%), April (40%), and June of each year (5%). Secured property tax revenue includes the basic 1% property tax of $2,949,175 and the Redevelopment Property Tax Trust Fund (RPTTF) of $1,490,951. This is revenue that has resulted from the dissolution of the former Pinole Redevelopment Agency and represents the shift from the Agency receiving tax increment revenue to the various taxing entities receiving the tax revenue. The RPTTF revenue will convert to “normal” property tax revenue when all of the former Agency’s outstanding debt is paid off and the Successor Agency is formally dissolved. Dissolution is currently expected to occur sometime after the final debt service payment in FY 2023/24.

All Other General Fund Revenue
Utility Users’ Tax (UUT) is levied on telecommunication, electricity, gas, and mobile telephones. For the third quarter, UUT revenues collected were $1,739,524, 90% of the amended budget. The gas and electricity segments are trending higher than the budgeted amounts, therefore staff is projecting that UUT will end FY 2022/23 at $2,074,092, $139,942 higher than the original budget.

Franchise Tax is levied on gas, electricity, cable, and refuse. For the third quarter, revenues collected were $490,853, 62% of the amended budget. The amount collected is consistent with the timing of receipts.

Transient Occupancy Tax (TOT), also known as the “hotel tax,” is levied on persons staying 30 days or less in a motel or lodging facility within City limits. For the third quarter, revenues collected were $331,343, 75% of the amended budget. The amount collected is consistent with the timing of receipts.

Business License Tax is assessed on all businesses doing business within City limits.

For the third quarter, revenues collected were $399,879, 97% of the amended budget.

The bulk of this revenue is typically received in January during the annual license renewal process.

Intergovernmental Taxes is comprised of the Motor Vehicle License Fee (VLF), which is the City’s share of motor vehicle license fees levied, collected, and apportioned by the State. This category also includes the Homeowners Property Tax Relief, which is a reimbursement from the State to offset loss of property tax for the state-imposed homeowner exemption. This revenue is received in two equal installments. For the third quarter, revenue collected was $1,119,272, 50% of the amended budget. The second installment will be received in June 2023.
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Public safety charges are received for dispatch services provided to the cities of Hercules and San Pablo under an Intergovernmental Service Sharing agreement. The revenue is received on a quarterly basis. For the third quarter, revenue collected was $1,230,328, 88% of the amended budget.

Other revenues include permits, fees, fines and forfeitures, rental income, proceeds from the sale of property, investment income, and grants. All revenues in this category totaled $465,744, 85% of the amended budget. The timing of receipts for revenues in this category varies.

The transfer in comes from the Section 115 Trust to offset the increase in pension costs in the General Funds. The amount of the transfer will be based on total expenditures at year-end. In addition, the General Fund budget includes a transfer in of $4,090,010 from the American Rescue Plan Act (ARPA) Fund. This is the remaining balance of the City’s ARPA allocation which will be used to backfill the loss of revenue caused by the economic impacts of the pandemic.

General Fund Expenditures (including Measure S 2006 and 2014) The City Council authorized expenditures in the amount of $28,995,141 in the original FY 2022/23 General Fund budget. The amended budget was increased to $29,437,934. General Fund actual expenditures through the third quarter of totaled $20,280,492, 69% of the amended budget. The table below summarizes the General Fund budgeted expenditures.

Actuals in most of the expenditure categories were at or below 75%. Those that were above 75% are discussed below.
• Other Operating was at 83% of the amended budget due to higher energy and cable utility costs.
• Materials and Supplies were 103% of the amended budget primarily due to purchases of fuel. Staff will transfer available funds from other line items to cover the overage.

Category FY 2022/23
Original
Budget
FY 2022/23
Revised
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Salaries & Wages $ 11,492,312 $ 11,462,312 $ 8,472,248 74% 11,462,312 $ Benefits 7,496,535 7,496,535 5,328,307 71% 7,496,535
Professional/Admin Services 4,253,726 4,670,075 2,848,510 61% 4,727,091 Other Operating 286,311 286,311 236,452 83% 286,311
Materials and Supplies 229,200 229,200 236,712 103% 229,200 Interdepartmental Charges (689,039) (683,039) (120,612) 18% (683,039) Asset/Capital Outlay 3,258,109 3,308,553 610,951 18% 2,581,717 Debt Service 596,107 596,107 596,045 100% 596,107
Other Financing Uses/Transfe 2,071,880 2,071,880 2,071,880 100% 2,406,835 Expenditure Total: $ 28,995,141 $ 29,437,934 $ 20,280,492 69% $ 29,103,069 168 of 829
City Council Report
June 6, 2023 6
• Debt Service expenditures were 100% of the amended budget due to the payment of the annual debt service for the 2006 pension obligation bonds. • Other Financing Uses/Transfers Out were at 100% of the amended budget due to the transfer of funds from the General Fund to other funds, including the transfer to the General Reserve Fund ($650,925), City Street Fund ($250,000), Arterial Streets Rehabilitation Fund ($250,000), Equipment Reserve Fund ($85,000), Recreation Fund ($675,831), and PCTV Fund ($160,124).

In addition to the summary of expenditures by category, a summary of General Fund expenditures by department is provided below.

Most departmental spending was at or below 75% for the third quarter. Those that were above 75% are discussed below.
• City Council expenditures were at 80% of the amended budget due to travel/training, office expenses, and memberships and dues. • City Attorney expenditures were at 118%% of the amended budget because the reimbursements (credits) from other City departments for legal services were processed through January.
• Fire Department expenditures were at 80% of the amended budget primarily due to materials and supplies, and other operating expenses that fluctuate throughout the fiscal year.

General Fund revenues and expenditures are on target with budgeted amounts as expected at this point in the fiscal year. Therefore, staff is not recommending any budget adjustments for the third quarter.

Overall, the General Fund has sufficient resources to continue to fund the City’s ongoing operations as well as some one-time items. As mentioned above, the General Fund unassigned fund balance is projected to be $9.8 million at the end of this fiscal year. The City also maintains a separate General Reserve Fund which maintains a Department FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
City Council $ 176,396 $ 188,396 $ 149,921 80% 188,396 $ City Manager 615,943 615,943 410,795 67% 615,943
City Clerk 586,347 586,347 366,780 63% 586,347
City Treasurer 8,662 8,662 5,732 66% 8,662
City Attorney 321,057 321,057 378,073 118% 321,057
Finance Department 632,747 727,747 475,653 65% 727,747
Human Resources 768,472 768,472 514,484 67% 768,472
Non-Departmental 3,629,942 3,629,942 3,736,641 103% 4,789,659 Information Technology 102,600 102,600 - 0% -
Police Department 10,535,459 10,535,459 7,612,397 72% 10,535,459 Fire Department 5,514,428 5,564,428 4,426,570 80% 5,564,428 Public Works 5,099,752 5,366,545 1,693,997 32% 4,005,297 Community Development 527,464 546,464 289,785 53% 515,730 Community Services 475,872 475,872 219,665 46% 475,872
Expenditure Total: $ 28,995,141 $ 29,437,934 $ 20,280,492 69% 29,103,069 $ 169 of 829
City Council Report
June 6, 2023 7
balance equal to 50% (six months of expenditure coverage) of total ongoing General Fund expenditures. The balance of the General Reserve is projected to end FY 2022/23 at $9.5 million.

Other Funds Analysis
The following analysis provides explanations of the financial activity for select nongeneral funds with substantial financial activity. Attachment A includes detailed financial information for all funds.

Special Revenue Funds
Gas Tax Fund (Fund 200)
The Gas Tax Fund accounts for revenue from State excise taxes on gasoline and diesel fuel sales (referred to as the Highway Users Tax Account (HUTA)) as well as revenue from the Road Repair and Accountability Act of 2017 (SB1) (referred to as the Road Maintenance and Rehabilitation Account (RMRA)). Gas Tax Fund resources are restricted for use in the construction and maintenance of public streets. These funds support both annual operating and capital projects. For the third quarter, revenues were $659,390, 66% of the amended budget. Expenditures, including encumbrances, were $438,707, 36% of the amended budget. Actual expenditures are low due to the timing of capital projects.

Public Safety Augmentation Fund (Fund 203)
The Public Safety Augmentation Fund (PSAF) accounts for monies allocated by the County Auditor-Controller under Proposition 172 from the statewide 0.5% sales tax based on a share of statewide taxable sales. These funds are used exclusively for public safety personnel costs. For the third quarter, revenues were $165,047, 96% of the amended budget. Expenditures were $141,766, 37% of the amended budget, and are low due to savings from position vacancies. Revenues are projected to end the year higher than budgeted based on statewide sales tax receipts trending higher than projected.

Gas Tax Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 1,003,271 $ 1,003,271 $ 659,390 66% 989,186 $ Expenditures 1,144,557 1,194,557 438,707 36% 1,196,621
Net surplus/deficit (141,286) (191,286) $ 220,683 (207,435) Beginning Fund Balance 729,304 729,304 729,304
Ending Fund Balance $ 588,018 $ 538,018 $ 521,869
170 of 829
City Council Report
June 6, 2023 8
Supplemental Law Enforcement Services Fund (206)
The Supplemental Law Enforcement Services Fund (SLESF) accounts for funds received from the County under AB 3229, which enacted the Citizens Option for Public Safety (COPS) Program, through which the City receives $100,000 annually. In addition to the $100,000 annual payment, the City receives a Growth Allocation payment. The funds are used to partially offset officer personnel costs. For the third quarter, revenues were $170,357, 108% of the amended budget. Expenditures were $97,171, 87% of the amended budget.

NPDES Storm Water Fund (Fund 207)
The NPDES Storm Water Fund accounts for assessments collected by the County via property tax bills and provided to the City for stormwater programs pursuant to the National Pollutant Discharge Elimination System (NPDES) regulations, a federally mandated program. Assessments are levied at $35 per Equivalent Runoff Unit (ERU).

Revenues are typically received in December, April, and June through property tax assessments. For the third quarter, revenue was $154,737, 61% of the amended budget. Expenditures were $232,230, 69% of the amended budget.

Recreation Department Fund (Fund 209)
The Recreation Department Fund accounts for funds received from fees for participation in recreational programs. The recreation programs of the Community Public Safety Augmentation Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 172,766 $ 172,766 $ 165,047 96% 237,370 $
Expenditures 387,365 387,365 141,766 37% 387,365
Net surplus/deficit (214,599) (214,599) $ 23,281 (149,995) Beginning Fund Balance 517,190 517,190 517,190
Ending Fund Balance $ 302,591 $ 302,591 $ 367,195
Supplemental Law Enforcement
Services Fund
FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 158,327 $ 158,327 $ 170,357 108% 163,507 $
Expenditures 111,067 111,067 97,171 87% 111,067
Net surplus/deficit 47,260 47,260 $ 73,186 52,440
Beginning Fund Balance 372,015 372,015 372,015
Ending Fund Balance $ 419,275 $ 419,275 $ 424,455
NPDES Storm Water Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 253,422 $ 253,422 $ 154,737 61% 254,622
Expenditures 336,938 336,938 232,230 69% 253,422
Net surplus/deficit (83,516) (83,516) $ (77,493) 1,200
Beginning Fund Balance (38,938) (38,938) (38,938)
Ending Fund Balance $ (122,454) $ (122,454) $ (37,738)
171 of 829
City Council Report
June 6, 2023 9
Services Department have been impacted by the pandemic. For the third quarter, revenues, including the transfer in from the General Fund, were $1,027,166, 88% of the amended budget. Expenditures were $1,150,561, 55% of the amended budget.

The amount of the transfer in from the General Fund is projected to be higher at yearend due to revenues trending lower than the amended budget. Staff will evaluate the shortfall at year-end and transfer only the amount needed to prevent a negative fund balance.

Building & Planning Fund (Fund 212)
The Building & Planning Fund accounts for funds received from fees and permits for building and planning services. Fees are collected to recover the cost primarily related to inspections and plan checks performed. The third quarter, revenues were $699,803, 31% of the amended budget. Expenditures were $1,446,446, 62% of the amended budget. Staff expects to resolve the projected negative fund balance through the collection of future fees.

Refuse Management Fund (Fund 213)
The Refuse Management Fund accounts for resources received from the City’s franchise waste hauler, Republic Services, from a monthly fee imposed under AB 939 on all residential customers in Pinole. These revenues are restricted to programs and activities that promote recycling of solid waste and source reduction. For the third quarter, revenue was $47,580, 72% of the amended budget. Expenditures were $94,690, 56% of the amended budget.

Recreation Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues
Program Revenue $ 558,000 $ 488,220 $ 296,335 61% 488,220 $ Transfers In 675,831 675,831 730,831 108% 1,038,588
Total Revenues 1,233,831 1,164,051 1,027,166 88% 1,526,808 Expenditures 1,918,034 2,093,815 1,150,561 55% 1,532,295 Net surplus/deficit (684,203) (929,764) $ (123,394) (5,488) Beginning Fund Balance 5,488 5,488 5,488
Ending Fund Balance $ (678,716) $ (924,277) $ 0
Building and Planning Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 4,828,448 $ 2,288,552 $ 699,803 31% 2,288,552 $ Transfers In - - - 0% -
Total Revenues $ 4,828,448 $ 2,288,552 $ 699,803 31% 2,288,552 Expenditures 2,410,793 2,326,894 1,446,446 62% 2,326,894 Net surplus/deficit 2,417,655 (38,342) $ (746,642) (38,342) Beginning Fund Balance (532,755) (532,755) (532,755)
Ending Fund Balance $ 1,884,900 $ (571,097) $ (571,097) 172 of 829
City Council Report
June 6, 2023 10
Solid Waste Fund (Fund 214)
The Solid Waste Fund accounts for funds received from Republic Services from a monthly fee it assesses on customer rates for solid waste services. These funds are set aside for future solid waste capital projects and for a rate stabilization fund. For the third quarter, revenue was $345,287, 94% of the amended budget. Expenditures were $157,699, 41% of the amended budget.

Rate Stabilization Fund (Fund 216)
The Rate Stabilization Fund was created to account for the excess revenues from the solid waste post collection contract with Republic Services. Twenty-five percent (25%) of the surplus funds, generated from prior years’ rate increases, are set aside to offset year-over-year rate fluctuations; thereby, leveling the annual rates paid by consumers.

Per Resolution 2013-91, the City was required to establish a rate stabilization fund, separate from the Solid Waste Fund (214), for the excess revenues collected. The majority of the revenue from the Fund 214 will be received later in the fiscal year.

There are no budgeted expenditures for FY 2022/23.

Measure J Fund (Fund 215)
The Measure J Fund accounts for special sales tax revenues collected by the Contra Costa Transportation Authority (CCTA) and reapportioned to the cities for local street projects. The City must submit a checklist each year to confirm compliance with a Refuse Management Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 66,060 $ 66,060 $ 47,580 72% 61,575 $
Expenditures 167,825 167,825 94,690 56% 167,825
Net surplus/deficit (101,765) (101,765) $ (47,110) (106,250) Beginning Fund Balance 150,843 150,843 150,843
Ending Fund Balance $ 49,078 $ 49,078 $ 44,593
Solid Waste Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 368,000 $ 368,000 $ 345,287 94% 368,000 $
Expenditures 682,778 382,778 157,699 41% 382,778
Net surplus/deficit (314,778) (14,778) $ 187,587 (14,778) Beginning Fund Balance 2,063,224 2,063,224 2,063,224
Ending Fund Balance $ 1,748,446 $ 2,048,446 $ 2,048,446 Rate Stabilization Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 15,000 $ 15,000 $ 2,194 15% 17,925 $
Expenditures - - - 0% -
Net surplus/deficit 15,000 15,000 $ 2,194 17,925
Beginning Fund Balance 199,959 199,959 199,959
Ending Fund Balance $ 214,959 $ 214,959 $ 217,884
173 of 829
City Council Report
June 6, 2023 11
Growth Management Program in order to receive these funds. Estimates of annual funding are provided by the CCTA, and jurisdiction allocations are based on a formula that considers both population and road mileage. For the third quarter, revenues were $42,480, 11% of the amended budget. Expenditures were $216,316, 34% of the amended budget. Actual expenditures are low due to the timing of capital projects.

American Rescue Plan Act Fund (Fund 217)
The American Rescue Plan Act Fund accounts for the $4,605,009 allocated to the City from the federal government from the American Rescue Plan Act (ARPA) of 2021. In July 2022, the City received the second installment of its total allocation. The City used $533,605 of the total allocation for the business assistance grant program ($300,000), community digital card program ($100,000), and COVID testing ($133,605). The remaining funds of $4,071,404 were transferred General Fund to backfill for the loss of revenue during the pandemic as approved by the City Council.

Growth Impact Fund (276)
The Growth Impact Fund accounts for development fees collected to mitigate the impact of new development. Specifically, it provides for the expansion, design, construction, or upgrade to facilities, roadways, and equipment. The City collects impact fees for police, fire protection, municipal, community, wastewater, roadways, and drainage. For the third quarter, impact fee revenue was $43,256. There were no expenditures.

Measure J Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 390,848 $ 390,848 $ 42,480 11% 410,202 $
Expenditures 639,880 644,880 216,316 34% 644,880
Net surplus/deficit (249,032) (254,032) $ (173,837) (234,678) Beginning Fund Balance 2,325,449 2,325,449 2,325,449
Ending Fund Balance $ 2,076,417 $ 2,071,417 $ 2,090,771 American Rescue Plan Act Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 2,302,505 $ 2,302,505 $ 4,071,404 177% 4,071,404 $ Expenditures 4,090,010 4,090,010 4,071,404 100% 4,071,404 Net surplus/deficit (1,787,505) (1,787,505) $ - -
Beginning Fund Balance - - -
Ending Fund Balance $ (1,787,505) $ (1,787,505) $ -
Growth Impact Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 1,608,476 $ 493,000 $ 43,256 9% 532,789 $
Expenditures 58,000 58,000 - 0% 58,000
Net surplus/deficit 1,550,476 435,000 $ 43,256 474,789
Beginning Fund Balance 2,701,825 2,701,825 2,701,825
Ending Fund Balance $ 4,252,300 $ 3,136,824 $ 3,176,613 174 of 829
City Council Report
June 6, 2023 12
Housing Assets for Resale Fund (285)
The Housing Assets for Resale Fund accounts for activities associated with administering housing programs of the former Pinole Redevelopment Agency, use of Housing Set Aside funds, and the provision of affordable housing within the community. Revenue from the repayment of a loan will be received from the Successor Agency later in the fiscal year. For the third quarter, expenditures were $107,886, 28% of the amended budget.

Lighting and Landscape District Fund (Fund 310)
The Lighting and Landscape District Fund accounts for assessments to property owners to maintain median lighting and landscaping within the Pinole Valley Road North and South areas. Revenue is received in December, April, and June with property tax payments. For the third quarter, revenue was $28,741, 45% of the amended budget. Expenditures were $28,362, 46% of the amended budget.

Capital Project Funds
City Street Improvement (Fund 325)
The City Street Improvements Fund accounts for an annual $250,000 transfer from Measure S 2014 for street improvement projects. Additionally, it accounts for various federal, state, and other grants for road projects. Grant revenue is received on a reimbursement basis, after expenditures are incurred. For the third quarter, revenues were $439,806, 27% of the amended budget. Expenditures, including encumbrances were $445,334, 26% of the amended budget. Actual expenditures are low due to the timing of capital projects.

Housing Assets for Resale Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 917,883 $ 917,883 $ 69,062 8% 937,883 $
Expenditures 327,475 388,685 107,886 28% 388,685
Net surplus/deficit 590,408 529,198 $ (38,824) 549,198
Beginning Fund Balance 7,746,133 7,746,133 7,746,133
Ending Fund Balance $ 8,336,541 $ 8,275,331 $ 8,295,331 Landscape and Lighting District
Fund
FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 63,911 $ 63,911 $ 28,741 45% 63,911 $
Expenditures 62,125 62,125 28,362 46% 62,125
Net surplus/deficit 1,786 1,786 $ 379 1,786
Beginning Fund Balance 43,110 43,110 43,110
Ending Fund Balance $ 44,896 $ 44,896 $ 44,896
175 of 829
City Council Report
June 6, 2023 13
Arterial Streets Rehabilitation (Fund 377)
The Arterial Streets Rehabilitation Fund accounts for an annual $250,000 transfer from Measure S 2014 for street rehabilitation projects. For the third quarter, expenditures, including encumbrances, were $88,897, 11% of the amended budget.

Actual expenditures are low due to the timing of capital projects.

Enterprise Funds
Sewer Enterprise Fund (Fund 500)
The Sewer Enterprise Fund accounts for fees charged to residents and businesses for sewer utilities. Fees are used to operate the Pinole-Hercules Wastewater Treatment Plant, which serves the Pinole and Hercules areas. Revenues are received with the property tax payments in December, April, and June. For the third quarter, revenues were $4,904,067, 59% of the amended budget. Expenditures, including encumbrances, were $5,006,735, 44% of the amended budget.

Cable Access TV Fund (Fund 505)
The Cable Access TV Fund accounts for revenue received from cable franchise fees, video production and broadcast charges, and Public, Educational, and Governmental (PEG) access fees. PEG access fees are designated for equipment purchases.

Transfers from the General Fund also help support the operating costs. For the third City Street Improvement Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 1,651,210 $ 1,651,210 $ 439,806 27% 1,698,462 $ Expenditures 1,706,213 1,706,213 445,334 26% 1,706,213
Net surplus/deficit (55,003) (55,003) $ (5,528) (7,751) Beginning Fund Balance 1,552,990 1,552,990 1,552,990
Ending Fund Balance $ 1,497,987 $ 1,497,987 $ 1,545,239 Arterial Streets Rehabilitation
Fund
FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 250,000 $ 250,000 $ 250,000 100% 791,463 $
Expenditures 810,312 810,312 88,897 11% 85,988
Net surplus/deficit (560,312) (560,312) $ 161,103 705,475 Beginning Fund Balance 49,887 49,887 49,887
Ending Fund Balance $ (510,425) $ (510,425) $ 755,362
Sewer Enterprise Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 8,366,176 $ 8,366,176 $ 4,904,067 59% 8,496,176 $ Expenditures 11,258,624 11,388,624 5,006,735 44% 11,410,449 Net surplus/deficit (2,892,448) (3,022,448) $ (102,668) (2,914,273) Beginning Fund Balance 22,228,477 22,228,477 22,228,477 Ending Fund Balance $ 19,336,029 $ 19,206,029 $ 19,314,204 176 of 829
City Council Report
June 6, 2023 14
quarter, revenues were $281,914, 53% of the amended budget. The major revenue sources are received one month after the close of the previous quarter. Expenditures were $389,376, 60% of the amended budget.

Information Systems Fund (Fund 525)
The Information Systems Fund is an internal service fund used to account for activities that provide technology goods or services to other City funds and departments on a cost-reimbursement basis. For the third quarter, indirect cost allocations (reimbursements received from other City departments for information technology services) were $890,693, 49% of the amended budget. Expenditures, including encumbrances were $1,223,412, 67% of the amended budget.

The FY 2022/23 budget and actual revenue, expenditures, and ending fund balance for each City fund is listed in Attachment A.

Next Steps
The FY 2022/23 Fourth Quarter Financial Report will be presented to the City Council in September 2023.

FISCAL IMPACT
There is no fiscal impact as a result of receiving this report. Staff is not recommending any budget adjustments at this time.

ATTACHMENTS
A – FY 2022/23 Third Quarter Financial Report Summary by Fund Cable Access TV Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of
Amended
Budget
Projected
Year-End
Revenues $ 535,052 $ 535,052 $ 281,914 53% 652,008 $
Expenditures 646,780 646,780 389,376 60% 646,780
Net surplus/deficit (111,728) (111,728) $ (107,462) 5,228 Beginning Fund Balance (5,227) (5,227) (5,227)
Ending Fund Balance $ (116,956) $ (116,956) $ 0
Information Technology Fund FY 2022/23
Original
Budget
FY 2022/23
Amended
Budget
FY 2022/23
YTD Actuals
w/ Encumb.
% of Revised
Budget
Projected
Year-End
Expenditures 1,482,335 1,823,935 1,223,412 67% 1,823,935 Indirect Cost Allocations (1,482,335) (1,823,935) (890,693) 49% (1,823,935) Net surplus/deficit 0 - 332,719 -
Beginning Fund Balance - - -
Ending Fund Balance $ 0 $ - $ -
177 of 829
Projected
Year-End
4,776,626 4,776,626 2,995,539 2,995,539 (1,781,087) 63% 4,776,626 4,582,095 4,582,095 2,864,125 2,864,125 (1,717,970) 63% 4,582,095 2,451,000 2,451,000 1,602,302 1,602,302 (848,698) 65% 2,451,000 2,451,000 2,451,000 1,601,309 1,601,309 (849,691) 65% 2,451,000 1,934,150 1,934,150 1,739,524 1,739,524 (194,626) 90% 2,074,092 786,790 786,790 490,853 490,853 (295,937) 62% 786,790
852,500 852,500 731,222 731,222 (121,278) 86% 852,500
440,000 440,000 331,343 331,343 (108,657) 75% 440,000
412,500 412,500 399,879 399,879 (12,621) 97% 412,500
2,215,948 2,215,948 1,119,272 1,119,272 (1,096,676) 51% 2,215,948 40,000 40,000 39,804 39,804 (196) 100% 40,000
47,026 47,026 - - (47,026) 0% 47,026
68,700 68,700 117,628 117,628 48,928 171% 117,628
28,000 28,000 49,174 49,174 21,174 176% 49,174
43,194 43,194 21,066 21,066 (22,128) 49% 43,194
36,000 36,000 22,495 22,495 (13,505) 62% 36,000
22,050 22,050 11,467 11,467 (10,583) 52% 22,050
1,405,108 1,405,108 1,230,328 1,230,328 (174,780) 88% 1,405,108 150,000 150,000 96,624 96,624 (53,376) 64% 150,000
89,896 89,896 65,975 65,975 (23,921) 73% 89,896
18,674 18,674 26,698 26,698 8,024 143% 26,698
5,100 5,100 12,054 12,054 6,954 236% 12,054
1,000 1,000 2,760 2,760 1,760 276% 2,760
22,004,857 - 22,004,857 14,840,218 - 14,840,218 (7,164,638) 67% 22,231,639 2,016,612 - 2,016,612 - - (2,016,612) 0% 2,016,612
4,090,010 - 4,090,010 4,071,404 4,071,404 (18,606) 100% 4,090,010 28,111,479 - 28,111,479 18,911,622 - 18,911,622 (9,199,856) 67% 28,338,261 170,496 182,496 149,921 149,921 32,575 82% 182,496
615,943 615,943 410,795 410,795 205,148 67% 615,943
586,347 586,347 366,780 366,780 219,567 63% 586,347
8,662 8,662 5,732 5,732 2,930 66% 8,662
321,057 321,057 378,073 378,073 (57,016) 118% 321,057
583,740 583,740 604,119 604,119 (20,379) 103% 583,740
(262,683) (262,683) (226,046) (226,046) (36,637) 86% (262,683) 627,847 722,847 472,619 472,619 250,227 65% 722,847
768,472 768,472 514,484 514,484 253,988 67% 768,472
961,955 961,955 1,068,717 1,068,717 (106,762) 111% 1,068,717 4,060,779 - 4,167,779 3,367,121 - 3,367,121 800,658 81% 4,274,541 4,892,111 4,892,111 3,697,884 57,081 3,754,965 1,137,146 77% 4,892,111 1,538,502 1,538,502 922,295 922,295 616,207 60% 1,538,502 2,169,105 2,169,105 1,796,784 1,950 1,798,734 370,371 83% 2,169,105 4,212,704 4,212,704 3,401,853 3,401,853 810,850 81% 4,212,704 12,812,422 - 12,812,422 9,818,816 59,031 9,877,847 2,934,575 77% 12,812,422 736,363 855,363 299,841 299,841 555,522 35% 398,452
212,969 212,969 58,114 58,114 154,855 27% 99,367
611,147 611,147 473,057 473,057 138,090 77% 611,147
539,309 539,309 203,817 203,817 335,492 38% 307,034
2,099,788 - 2,218,788 1,034,828 - 1,034,828 1,183,960 47% 1,416,000 77,192 77,192 51,469 51,469 25,723 67% 98,550
253,452 272,452 160,040 160,040 112,412 59% 272,452
176,820 176,820 78,276 78,276 98,544 44% 124,728
507,464 - 526,464 289,785 289,785 236,679 55% 495,730
454,022 454,022 217,704 217,704 236,318 48% 454,022
454,022 - 454,022 217,704 - 217,704 236,318 48% 454,022 596,107 596,107 596,045 596,045 62 100% 596,107
1,353,880 1,353,880 1,353,880 1,353,880 - 100% 2,406,835 Expenditure Total: 21,884,462 - 22,129,462 16,678,179 59,031 16,737,210 (5,392,252) 76% 22,455,657 Division: 466- Economic Development Total:

Community Development Total:

Division: 551- Recreation Administration Total:

Community Services Total:

Debt Service:

Operating Transfer Out:

Division: 342- Road Maintenance Total:

Division: 343- Facility Maintenance Total:

Division: 345- Park Maintenance Total:

Public Works Total:

Division: 461- Planning Total:

Division: 465- Code Enforcement Total:

Division: 221- Police Operations Total:

Division: 222- Police Support Services Total:

Division: 223- Dispatch WBCC Total:

Division: 231- Fire Total:

Total Public Safety:

Division: 341- Administration/Engineering Total:

City Attorney Services
City Attorney Indirect Cost Allocations
Division: 115- Finance Department Total:

Division: 116- Human Resources Total:

Division: 117- General Government Total:

Total Administrative:

Expenditures
Division: 110- City Council Total:

Division: 111- City Manager Total:

Division: 112- City Clerk Total:

Division: 113- City Treasurer Total:

Division: 114- City Attorney Total:

Revenue Total:
399- Pension Trust 115 Transfer
399- ARPA Fund Transfer
Sources Total:

Fund: 100- General Fund
361- Public Safety Charges
370- Interest and Investment Income
381- Rental Income
383- Reimbursements
384- Other Revenue
392- Proceeds from Sale of Property
324- Other Grants
332- Permits
341- Review Fees
342- Other Fees
343- Abatement Fees
351- Fines and Forfeiture
314- Franchise Taxes
315- Other Taxes
Other Tax/Transient Occupancy Tax
Other Tax/Business License
321- Intergovernmental Taxes
323- State Grants
Revenue
311- Property Taxes
312- Sales and Use Taxes
312- Sales and Use Taxes-Meas S 2006
312- Sales and Use Taxes-Meas S 2014
313- Utility Users Tax
YTD Actual Encumbrances Total
Percent
Used
General Fund (including Measure S 2006 and 2014)
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget

ATTACHMENT A
178 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
2,450 2,450 1,367 1,367 1,083 56% 2,450
1,718,135 1,718,135 1,016,861 1,016,861 701,274 59% 1,718,135 727,182 777,182 572,427 572,427 204,755 74% 777,182
2,447,767 - 2,497,767 1,590,655 - 1,590,655 907,112 64% 2,497,767 5,900 5,900 - - 5,900 0% 5,900
2,450 2,450 1,667 1,667 783 68% 2,450
102,600 102,600 - - 102,600 0% -
110,950 - 110,950 1,667 - 1,667 109,283 2% 8,350
110,000 110,000 37,269 37,269 72,731 34% 110,000
107,606 107,606 82,274 82,274 25,332 76% 107,606
574,542 574,542 452,289 452,289 122,253 79% 574,542
792,148 - 792,148 571,832 - 571,832 220,316 72% 792,148 296,518 296,518 46,938 28,245 75,183 221,335 25% 296,518 627,512 824,675 50,756 50,756 773,919 6% 824,675
1,298,025 1,058,655 132,459 367,843 500,302 558,353 47% 908,655 418,460 418,460 2,502 2,502 415,958 1% 10,000
359,449 549,449 30,426 30,426 519,023 6% 549,449
2,999,964 - 3,147,757 263,081 396,088 659,169 2,488,588 21% 2,589,297 20,000 20,000 - - 20,000 0% 20,000
20,000 - 20,000 - - - 20,000 0% 20,000
7,000 7,000 1,960 1,960 5,040 28% 7,000
4,850 4,850 - - 4,850 0% 4,850
10,000 10,000 - - 10,000 0% 10,000
21,850 - 21,850 1,960 - 1,960 19,890 9% 21,850
3,944,912 - 4,092,705 838,540 396,088 1,234,628 2,858,077 30% 3,431,645 718,000 718,000 718,000 718,000 - 100% 718,000
4,662,912 - 4,810,705 1,556,540 396,088 1,952,628 2,858,077 41% 4,149,645 28,995,141 - 29,437,934 19,825,374 455,119 20,280,492 9,157,441 69% 29,103,069 (883,662) - (1,326,455) (913,751) (455,119) (1,368,870) 42,415 103% (764,808) Fund Balance July 1, 2022 10,613,156 10,613,156 10,613,156 10,613,156 Estimated Fund Balance June 30, 2023 9,729,494 9,286,701 9,699,405 9,848,348 - - 122,919 122,919 122,919 0% 163,892
- - - 122,919 - 122,919 122,919 0% 163,892
650,925 650,925 650,925 650,925 - 100% 1,098,338
650,925 - 650,925 773,844 773,844 122,919 119% 1,262,230 Fund Balance July 1, 2022 8,192,602 8,192,602 8,192,602 8,192,602 Estimated Fund Balance June 30, 2023 8,843,527 8,843,527 8,966,446 9,454,832 General Fund and Measure S Net Results:

Fund: 150 - General Reserve
370- Interest and Investment Income
Revenue Total:
399- Transfer In Total:

General Reserve Net Results:

Community Services Total:

Sub-Total:

Operating Transfer Out:

Expenditure Total:

General Fund and Measure S Expenditure Total:

Public Works Total:

Division: 461- Planning Total:

Community Development Total:

Division: 552- Senior Center Total:

Division: 553- Tiny Tots Total:

Division: 554- Youth Center Total:

Total Public Safety:

Division: 341- Admin/Engineering Total:

Division: 342- Road Maintenance Total:

Division: 343- Facility Maintenance Total:

Division: 344- NPDES Storm Drain Total:

Division: 345- Park Maintenance Total:

Division: 115- Finance Department Total:

Division: 118- Information Systems Total:

Total Administrative:

Division: 221- Police Operations Total:

Division: 222- Police Support Services Total:

Division: 231- Fire Total:

Expenditures Total:

Fund: 106 - Measure S-2014
Expenditures
Division: 110- City Council Total:

Fund: 105 - Measure S -2006
Expenditures
Division: 115- Finance Department Total:

Division: 221- Police Operations Total:
179 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
- - - - - 0% -
- - - - - - - 0% -
85,000 85,000 85,000 85,000 - 100% 85,000
85,000 - 85,000 85,000 - 85,000 - 100% 85,000
120,000 120,000 39,434 - 39,434 80,566 33% 120,000
80,000 80,000 - - 80,000 0% 80,000
5,000 5,000 - - 5,000 0% 5,000
205,000 - 205,000 39,434 - 39,434 165,566 19% 205,000
(120,000) (120,000) 45,566 - 45,566 165,566 -38% (120,000) Fund Balance July 1, 2022 241,166 241,166 241,166 241,166 Estimated Fund Balance June 30, 2023 121,166 121,166 286,732 121,166 990,635 990,635 648,347 648,347 (342,288) 65% 968,715
5,000 5,000 9,626 9,626 4,626 193% 12,835
7,636 7,636 1,417 1,417 (6,219) 19% 7,636
1,003,271 - 1,003,271 659,390 - 659,390 343,881 66% 989,186 - - 2,064 2,064 (2,064) 0% 2,064
1,144,557 1,194,557 424,635 12,008 436,643 757,914 37% 1,194,557 1,144,557 - 1,194,557 426,699 12,008 438,707 755,850 37% 1,196,621 (141,286) (191,286) 232,690 (12,008) 220,683 411,969 -115% (207,435) Fund Balance July 1, 2022 729,304 729,304 729,304 729,304 Estimated Fund Balance June 30, 2023 588,018 538,018 961,995 521,869 3,175 3,175 475 475 (2,700) 15% 3,175
36,816 36,816 - - (36,816) 0% 36,816
- - - - - 0% -
39,991 - 39,991 475 - 475 39,516 1% 39,991
26,000 26,000 12,630 12,630 13,370 49% 26,000
26,000 - 26,000 12,630 - 12,630 13,370 49% 26,000
13,991 13,991 (12,155) (12,155) (26,146) -87% 13,991
Fund Balance July 1, 2022 164,881 164,881 164,881 164,881 Estimated Fund Balance June 30, 2023 178,872 178,872 152,726 178,872 170,266 170,266 159,520 159,520 (10,746) 94% 230,000
2,500 2,500 5,527 5,527 3,027 221% 7,370
172,766 - 172,766 165,047 - 165,047 (7,719) 96% 237,370 387,365 387,365 141,766 141,766 245,599 37% 387,365
387,365 - 387,365 141,766 - 141,766 245,599 37% 387,365 (214,599) (214,599) 23,281 23,281 237,880 -11% (149,995) Fund Balance July 1, 2022 517,190 517,190 517,190 517,190 Estimated Fund Balance June 30, 2023 302,591 302,591 540,471 367,195 Expenditures Total:

Public Safety Augmentation Fund Net Results:

Fund: 203 - Public Safety Augmentation Fund
321- Intergovernmental Taxes
370- Interest and Investment Income
Revenue Total:

Expenditures
Division: 221- Police Operations Total:
384- Other Revenue
Revenue Total:

Expenditures
Division: 343- Facility Maintenance Total:

Expenditures Total:

Restricted Real Estate Maint Fund Net Results:

Division: 342- Road Maintenance Total:

Expenditures Total:

Gas Tax Fund Net Results:

Fund: 201 - Restricted Real Estate Maintenance Fund
342- Other Fees
381- Rental Income
321- Intergovernmental Taxes
370- Interest and Investment Income
383- Reimbursements
Revenue Total:

Expenditures
Division: 341- Admin and Engineering Total:

Division: 342- Road Maintenance Total:

Division: 345- Park Maintenance Total:

Division: 461- Planning Total:

Expenditures Total:

Equipment Reserve Net Results:

Fund: 200 - Gas Tax Fund
Fund: 160 - Equipment Reserve
392- Sale of Property
Revenue Total:
399- Transfers In Total:

Sources Total:

Expenditures
180 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
45,000 45,000 15,348 15,348 (29,652) 34% 21,200
1,500 1,500 2,831 2,831 1,331 189% 3,775
46,500 - 46,500 18,180 - 18,180 (28,320) 39% 24,975
21,059 21,059 7,676 7,676 13,383 36% 21,059
21,059 - 21,059 7,676 - 7,676 13,383 36% 21,059
25,441 25,441 10,504 10,504 (14,937) 41% 3,916
Fund Balance July 1, 2022 251,826 251,826 251,826 251,826 Estimated Fund Balance June 30, 2023 277,267 277,267 262,330 255,742 156,727 156,727 165,271 165,271 8,544 105% 156,727
1,600 1,600 5,086 5,086 3,486 318% 6,780
158,327 - 158,327 170,357 - 170,357 12,030 108% 163,507 111,067 111,067 97,171 97,171 13,896 87% 111,067
111,067 - 111,067 97,171 - 97,171 13,896 87% 111,067
47,260 47,260 73,186 73,186 25,926 155% 52,440
Fund Balance July 1, 2022 372,015 372,015 372,015 372,015 Estimated Fund Balance June 30, 2023 419,275 419,275 445,201 424,455 253,272 253,272 154,312 154,312 (98,960) 61% 253,272
- - 1,200 1,200 1,200 0% 1,200
150 150 (775) (775) (925) -517% 150
253,422 - 253,422 154,737 - 154,737 (98,685) 61% 254,622 12,005 12,005 - - 12,005 0% 12,005
324,933 324,933 232,230 232,230 92,703 71% 241,417
336,938 - 336,938 232,230 - 232,230 104,708 69% 253,422 (83,516) (83,516) (77,493) (77,493) 6,023 93% 1,200
Fund Balance July 1, 2022 (38,938) (38,938) (38,938) (38,938) Estimated Fund Balance June 30, 2023 (122,454) (122,454) (116,431) (37,738) Division: 342- Road Maintenance Total:

Division: 344- NPDES Storm Drain Total:

Expenditures Total:

NPDES Storm Water Fund Net Results:

Fund: 207 - NPDES Storm Water Fund
321- Intergovernmental Taxes
332- Licenses and Permits
370- Interest and Investment Income
Revenue Total:

Expenditures
370- Interest and Investment Income
Revenue Total:

Expenditures
Division: 227- Police Grants Total:

Expenditures Total:

Sup Law Enforce Svc Fund Net Results:

Expenditures
Division: 227- Police Grants Total:

Expenditures Total:

Traffic Safety Fund Net Results:

Fund: 206 - Supplemental Law Enforcement Svc Fund
323- State Grants
Fund: 205 - Traffic Safety Fund
351- Fines and Forfeitures
370- Interest and Investment Income
Revenue Total:
181 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
70,268 77,268 11,358 11,358 (65,911) 15% 77,268
216,130 167,050 123,570 123,570 (43,480) 74% 167,050
172,021 138,539 111,101 111,101 (27,438) 80% 138,539
17,855 4,787 6,259 6,259 1,472 131% 4,787
7,560 7,560 5,799 5,799 (1,761) 77% 7,560
63,500 82,500 38,140 38,140 (44,361) 46% 82,500
10,316 10,316 - - (10,316) 0% 10,316
350 200 110 110 (90) 55% 200
558,000 - 488,220 296,335 - 296,335 (191,884) 61% 488,220 675,831 675,831 730,831 730,831 55,000 108% 1,038,588
1,233,831 - 1,164,051 1,027,166 - 1,027,166 (136,884) 88% 1,526,808 - - 5,358 5,358 (5,358) 0% 5,358
694,990 713,850 399,357 7,229 406,587 307,264 57% 542,116 579,673 715,143 374,884 374,884 340,259 52% 499,846
174,421 175,135 117,629 117,629 57,506 67% 156,839
247,067 241,921 108,825 108,825 133,095 45% 145,100
74,116 74,616 25,236 25,236 49,380 34% 33,648
126,917 153,900 103,605 103,605 50,295 67% 138,140
14,200 14,200 5,820 5,820 8,380 41% 7,760
6,650 5,050 2,618 2,618 2,432 52% 3,490
1,918,034 - 2,093,815 1,143,332 7,229 1,150,561 943,254 55% 1,532,295 (684,203) - (929,764) (116,165) (7,229) (123,395) 806,370 13% (5,488) Fund Balance July 1, 2022 5,488 5,488 5,488 5,488
Estimated Fund Balance June 30, 2023 (678,716) (924,277) (110,678) 0 225,000 225,000 - - (225,000) 0% 225,000
2,427,800 551,383 249,793 249,793 (301,590) 45% 551,383 1,020,000 1,061,242 353,794 353,794 (707,448) 33% 1,061,242 1,036,000 331,278 102,291 102,291 (228,987) 31% 331,278 19,600 19,600 - - (19,600) 0% 19,600
87,048 87,049 402 402 (86,646) 0% 87,049
- - 6,065 6,065 6,065 0% -
7,000 7,000 (12,542) (12,542) (19,542) -179% 7,000
6,000 6,000 - - (6,000) 0% 6,000
4,828,448 - 2,288,552 699,803 - 699,803 (1,588,749) 31% 2,288,552 - - - - - 0% -
4,828,448 - 2,288,552 699,803 - 699,803 (1,588,749) 31% 2,288,552 1,183,849 1,183,849 752,809 752,809 431,040 64% 1,183,849 1,226,944 1,143,045 693,037 600 693,637 449,408 61% 1,143,045 2,410,793 - 2,326,894 1,445,846 600 1,446,446 880,448 62% 2,326,894 2,417,655 - (38,342) (746,042) (600) (746,642) (708,300) 1947% (38,342) Fund Balance July 1, 2022 (532,755) (532,755) (532,755) (532,755) Estimated Fund Balance June 30, 2023 1,884,900 (571,097) (1,278,797) (571,097) Division: 461- Planning Total:

Division: 462- Building Inspection Total:

Expenditures Total:

Building & Planning Net Results:
370- Interest and Investment Income
384- Other Revenue
Revenue Total:

Operating Transfers In:

Sources Total
Expenditures
332- Permits
341- Review Fees
342- Other Fees
343- Abatement Fees
344- Impact Fees
351- Fines and Forfeiture
Division: 558- Memorial Hall Total:

Division: 559- Tennis Total:

Expenditures Total:

Recreation Fund Net Results:

Fund: 212 - Building & Planning
323- State Grants
Division: 551- Recreation Administration Total:

Division: 552- Senior Center Total:

Division: 553- Tiny Tots Total:

Division: 554- Youth Center Total:

Division: 555- Day Camp Total:

Division: 557- Swim Center Total:

Division: 559- Tennis
Revenue Total:

Operating Transfers in:

Sources Total
Expenditures
Division: 117- General Government Total:

Division: 552- Senior Center
Division: 553- Tiny Tots
Division: 554- Youth Center
Division: 555- Day Camp
Division: 557- Swim Center
Division: 558- Memorial Hall
Fund: 209 - Recreation Fund
Division: 551- Recreation Administration
182 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
60,060 60,060 46,444 46,444 (13,616) 77% 60,060
6,000 6,000 1,136 1,136 (4,864) 19% 1,515
66,060 - 66,060 47,580 - 47,580 (18,480) 72% 61,575
167,825 167,825 94,690 94,690 73,135 56% 167,825
167,825 - 167,825 94,690 - 94,690 73,135 56% 167,825
(101,765) (101,765) (47,110) (47,110) 54,655 46% (106,250) Fund Balance July 1, 2022 150,843 150,843 150,843 150,843 Estimated Fund Balance June 30, 2023 49,078 49,078 103,733 44,593 - - - - - 0% -
8,000 8,000 24,244 24,244 16,244 303% 8,000
360,000 360,000 321,043 321,043 (38,957) 89% 360,000
368,000 - 368,000 345,287 - 345,287 (22,713) 94% 368,000 257,778 - 257,778 67,475 90,224 157,699 100,079 61% 257,778 425,000 125,000 - - 125,000 0% 125,000
682,778 - 382,778 67,475 90,224 157,699 225,079 41% 382,778 (314,778) (14,778) 277,812 (90,224) 187,587 202,365 -1269% (14,778) Fund Balance July 1, 2022 2,063,224 2,063,224 2,063,224 2,063,224 Estimated Fund Balance June 30, 2023 1,748,446 2,048,446 2,341,036 2,048,446 382,848 382,848 21,965 21,965 (360,883) 6% 382,848
8,000 8,000 20,515 20,515 12,515 256% 27,354
390,848 - 390,848 42,480 - 42,480 (348,368) 11% 410,202 - - - - - 0% -
186,999 186,999 99,872 99,872 87,127 53% 186,999
450,881 455,881 116,444 116,444 339,437 26% 455,881
2,000 2,000 - - 2,000 0% 2,000
639,880 - 644,880 216,316 - 216,316 428,564 34% 644,880 (249,032) - (254,032) (173,837) (173,837) 80,195 68% (234,678) Fund Balance July 1, 2022 2,325,449 2,325,449 2,325,449 2,325,449 Estimated Fund Balance June 30, 2023 2,076,417 2,071,417 2,151,612 2,090,771 - - 2,194 2,194 2,194 0% 2,925
15,000 15,000 - - (15,000) 0% 15,000
15,000 - 15,000 2,194 - 2,194 (12,806) 0% 17,925
- - - - - 0% -
15,000 15,000 2,194 2,194 (12,806) 0% 17,925
Fund Balance July 1, 2022 199,959 199,959 199,959 199,959 Estimated Fund Balance June 30, 2023 214,959 214,959 202,153 217,884 2,302,505 2,302,505 4,071,404 4,071,404 1,768,899 177% 4,071,404 2,302,505 - 2,302,505 4,071,404 - 4,071,404 1,768,899 177% 4,071,404 4,090,010 4,090,010 4,071,404 4,071,404 18,606 100% 4,071,404 4,090,010 - 4,090,010 4,071,404 - 4,071,404 18,606 100% 4,071,404 (1,787,505) (1,787,505) - - 1,787,505 0% -
Fund Balance July 1, 2022 - - - -
Estimated Fund Balance June 30, 2023 (1,787,505) (1,787,505) - - Expenditures
499- Transfers Out
Expenditures Total:

American Rescue Plan Act Fund Net Results:

Revenue Total:

Expenditures Total:

Rate Stabilization Fund Net Results:

Fund: 217 - American Rescue Plan Act Fund
322- Federal Grants
Revenue Total:

Division: 343- Facility Maintenance Total:

Expenditures Total:

Measure C and J Fund Net Results:

Fund: 216 - Rate Stabilization Fund
370- Interest and Investment Income
383- Reimbursements
370- Interest and Investment Income
Revenue Total:

Expenditures
Division: 117- General Government Total:

Division: 341- Administration/Engineering Total:

Division: 342- Road Maintenance Total:

Division: 345- Park Maintenance Total:

Expenditures Total:

Solid Waste Fund Net Results:

Fund: 215 - Measure C and J Fund
324- Other Grants
Fund: 214 - Solid Waste Fund
323- State Grants
370- Interest and Investment Income
383- Reimbursements
Revenue Total:

Expenditures
370- Interest and Investment Income
Revenue Total:

Expenditures
Division: 346- Waste Reduction Total:

Expenditures Total:

Refuse Management Fund Net Results:

Fund: 213 - Refuse Management Fund
323- State Grants
183 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
- - 430 430 430 0% 430
- - - 430 - 430 430 0% 430
58,231 58,231 16,348 16,348 41,883 28% 33,000
58,231 - 58,231 16,348 - 16,348 41,883 28% 33,000
(58,231) (58,231) (15,918) (15,918) 42,313 27% (32,570) Fund Balance July 1, 2022 57,576 57,576 57,576 57,576
Estimated Fund Balance June 30, 2023 (655) (655) 41,658 25,006 - - 7,005 7,005 7,005 0% 2,255
- - - 7,005 - 7,005 7,005 0% 2,255
- - - - 0% -
- 7,005 7,005 7,005 0% 2,255
Fund Balance July 1, 2022 35,590 35,590 35,590 35,590
Estimated Fund Balance June 30, 2023 35,590 35,590 42,595 37,845 1,293,134 (0) - - 0 0%
- - - - - 0% -
1,293,134 - (0) - - - 0 0% -
- - - - - 0% (22,653)
1,293,134 - (0) - - - 0 0% 22,653
Fund Balance July 1, 2022 (22,653) (22,653) (22,653) (22,653) Estimated Fund Balance June 30, 2023 1,270,480 (22,654) (22,653) (0) 1,608,476 493,000 13,414 13,414 (479,585) 3% 493,000
- - 29,842 29,842 29,842 0% 39,789
1,608,476 - 493,000 43,256 - 43,256 (449,744) 9% 532,789 58,000 58,000 - - 58,000 0% 58,000
58,000 - 58,000 - - - 58,000 0% 58,000
1,550,476 435,000 43,256 43,256 (391,744) 10% 474,789
Fund Balance July 1, 2022 2,701,825 2,701,825 2,701,825 2,701,825 Estimated Fund Balance June 30, 2023 4,252,300 3,136,824 2,745,080 3,176,613 50,000 50,000 61,280 61,280 11,280 123% 70,000
- - - - - 0% -
867,883 867,883 7,783 7,783 (860,100) 1% 867,883
917,883 - 917,883 69,062 - 69,062 (848,821) 8% 937,883
53,436 53,436 38,169 38,169 15,267 71% 53,436
274,039 335,249 69,717 69,717 265,532 21% 335,249
327,475 - 388,685 107,886 - 107,886 280,799 28% 388,685 590,408 529,198 (38,824) (38,824) (568,022) -7% 549,198 Fund Balance July 1, 2022 7,746,133 7,746,133 7,746,133 7,746,133 Estimated Fund Balance June 30, 2023 8,336,541 8,275,331 7,707,310 8,295,331 Revenue Total:

Expenditures
Division: 461- Planning Total:

Division: 464- Housing Administration Total:

Expenditures Total:

Housing Land Held for Resale Net Results:

Fund: 285 - Housing Land Held for Resale
370- Interest and Investment Income
384- Other Revenue
393- Loan/Bond Proceeds
Expenditures
Division: 344- NPDES Storm Drain Total:

Expenditures Total:

Growth Impact Fund Net Results:

Expenditures Total:

Parkland Dedication Fund Net Results:

Fund: 276 - Growth Impact Fund
344- Impact Fees
370- Interest and Investment Income
Revenue Total:

Fund: 275 - Parkland Dedication Fund
344- Impact Fees
370- Interest and Investment Income
Revenue Total:
342- Other Fees
Revenue Total:

Expenditures Total:

CASp Certification and Training Fund Net Results:

Revenue Total:

Expenditures
Division: 221- Police Operations Total:

Expenditures Total:

Asset Seizure-Adjudicated Fund Net Results:

Fund: 226 - CASp Certification and Training Fund
Fund: 225 - Asset Seizure-Adjudicated Fund
370- Interest and Investment Income
184 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
56,411 56,411 28,741 28,741 (27,670) 51% 56,411
7,500 7,500 - - (7,500) 0% 7,500
63,911 - 63,911 28,741 - 28,741 (35,170) 45% 63,911
32,315 32,315 19,694 19,694 12,621 61% 32,315
29,810 29,810 8,668 8,668 21,142 29% 29,810
62,125 - 62,125 28,362 - 28,362 33,763 46% 62,125
1,786 1,786 379 379 (1,407) 21% 1,786
Fund Balance July 1, 2022 43,110 43,110 43,110 43,110
Estimated Fund Balance June 30, 2023 44,896 44,896 43,488 44,896 15,000 15,000 - - (15,000) 0% -
15,000 - 15,000 - - - (15,000) 0% -
15,055 15,055 - - 15,055 0% (983)
15,055 - 15,055 - - - 15,055 0% (983)
(55) (55) - - 55 0% 983
Fund Balance July 1, 2022 (983) (983) (983) (983)
Estimated Fund Balance June 30, 2023 (1,038) (1,038) (983) (0) 60,000 60,000 - - 60,000 0% 60,000
10,000 10,000 - - 10,000 0% 10,000
70,000 - 70,000 - - - 70,000 0% 70,000
(70,000) (70,000) - - 70,000 0% (70,000)
Fund Balance July 1, 2022 541,649 541,649 541,649 541,649 Estimated Fund Balance June 30, 2023 471,649 471,649 541,649 471,649 - - 146,416 146,416 146,416 0% -
97,747 97,747 2,046 2,046 (95,700) 2% 146,416
1,303,463 1,303,463 42,760 42,760 (1,260,703) 3% 1,303,463 - - - - - 0% -
- - (1,417) (1,417) (1,417) 0% (1,417)
1,401,210 - 1,401,210 189,806 - 189,806 (1,211,403) 14% 1,448,462 250,000 250,000 250,000 250,000 - 100% 250,000
1,651,210 - 1,651,210 439,806 439,806 (1,211,403) 27% 1,698,462 1,706,213 1,706,213 127,626 317,708 445,334 1,260,879 26% 1,706,213 1,706,213 - 1,706,213 127,626 317,708 445,334 1,260,879 26% 1,706,213 (55,003) - (55,003) 312,180 (317,708) (5,528) 49,476 10% (7,751) Fund Balance July 1, 2022 1,552,990 1,552,990 1,552,990 1,552,990 Estimated Fund Balance June 30, 2023 1,497,987 1,497,987 1,865,170 1,545,239 189,758 189,758 - - (189,758) 0% 189,758
- - 49 49 49 0% 65
189,758 - 189,758 49 - 49 (189,709) 0% 189,823
189,758 189,758 47,721 47,721 142,037 25% 189,758
189,758 - 189,758 47,721 - 47,721 142,037 25% 189,758
- - (47,672) (47,672) (47,672) 0% 65
Fund Balance July 1, 2022 25,236 25,236 25,236 25,236
Estimated Fund Balance June 30, 2023 25,236 25,236 (22,436) 25,301 Revenue Total:

Expenditures
Division: 345- Park Maintenance Total:

Expenditures Total:

Park Grants (Measure WW) Net Results:

Division: 342- Road Maintenance Total:

Expenditures Total:

City Street Improvements Net Results:

Fund: 327 - Park Grants (Measure WW)
323- State Grant
370- Interest and Investment Income
351- Fines and Forfeiture
383- Reimbursements
Revenue Total:

Operating transfers in Total:

Sources Total:

Expenditures
Expenditures Total:

Public Facilities Fund Net Results:

Fund: 325 - City Street Improvements
322- Federal Grants
323- State Grants
324- Other Grants
Expenditures Total:

Pinole Valley Caretaker Fund Net Results:

Fund: 324 - Public Facilities Fund
Expenditures
Division: 343- Facility Maintenance Total:

Division: 345- Park Maintenance Total:

Fund: 317 - Pinole Valley Caretaker Fund
381- Rental Income
Revenue Total:

Expenditures
Division: 345- Park Maintenance Total:

Division: 348- Landscape & Lighting PVR South Total:

Expenditures Total:

Lighting & Landscape Districts Net Results:

Fund: 310 - Lighting & Landscape Districts
321- Intergovernmental Taxes
383- Reimbursements
Revenue Total:

Expenditures
Division: 347- Landscape & Lighting PVR North Total:
185 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
- - - - - 0% 541,463
- - - - - - - 0% 541,463
250,000 250,000 250,000 250,000 - 100% 250,000
250,000 - 250,000 250,000 - 250,000 - 100% 791,463
810,312 810,312 61,674 27,223 88,897 721,415 11% 85,988 810,312 - 810,312 61,674 27,223 88,897 721,415 11% 85,988 (560,312) - (560,312) 188,326 (27,223) 161,103 721,415 -29% 705,475 Fund Balance July 1, 2022 49,887 49,887 49,887 49,887
Estimated Fund Balance June 30, 2023 (510,425) (510,425) 238,213 755,362 8,266,176 8,266,176 4,709,624 4,709,624 (3,556,552) 57% 8,266,176 100,000 100,000 194,443 194,443 94,443 194% 230,000
- - - - - 0% -
- - - - - 0% -
- - - - - 0% -
8,366,176 - 8,366,176 4,904,067 - 4,904,067 (3,462,109) 59% 8,496,176 - - 16,369 16,369 (16,369) 0% 21,825
6,229,371 6,289,371 3,325,563 814 3,326,377 2,962,994 53% 6,289,371 3,417,629 3,487,629 893,056 248,494 1,141,550 2,346,080 33% 3,487,629 1,611,624 1,611,624 522,440 522,440 1,089,184 32% 1,611,624 11,258,624 - 11,388,624 4,757,427 249,308 5,006,735 6,381,889 44% 11,410,449 (2,892,448) - (3,022,448) 146,639 (249,308) (102,668) 2,919,780 3% (2,914,273) Fund Balance July 1, 2022 22,228,477 22,228,477 22,228,477 22,228,477 Estimated Fund Balance June 30, 2023 19,336,029 19,206,029 22,375,116 19,314,204 - - - - - 0% -
- - - - - 0% -
- - - - - - - 0% -
- - 175,727 1,113 176,839 (176,839) 0% 175,727
- - - 175,727 1,113 176,839 (176,839) 0% 175,727
- - (175,727) (1,113) (176,839) (176,839) 0% (175,727)
Fund Balance July 1, 2022 1,658,044 1,658,044 1,658,044 1,658,044 Estimated Fund Balance June 30, 2023 1,658,044 1,658,044 1,482,317 1,482,317 52,972 52,972 14,367 14,367 (38,605) 27% 52,972
316,956 316,956 162,424 162,424 (154,532) 51% 316,956
- - - - - 0% -
5,000 5,000 - - (5,000) 0% 5,000
374,928 - 374,928 176,790 - 176,790 (198,138) 47% 374,928 160,124 - 160,124 105,124 105,124 (55,000) 66% 277,080
535,052 535,052 281,914 - 281,914 (253,138) 53% 652,008 444,432 444,432 252,449 17,777 270,226 174,206 61% 444,432 4,642 4,642 47 47 4,595 1% 4,642
197,707 197,707 119,103 119,103 78,603 60% 197,707
646,780 - 646,780 371,599 17,777 389,376 257,404 60% 646,780 (111,728) (111,728) (89,685) (17,777) (107,462) 4,267 96% 5,228 Fund Balance July 1, 2022 (5,227) (5,227) (5,227) (5,227) Estimated Fund Balance June 30, 2023 (116,956) (116,956) (94,912) 0 Expenditures Total:

Cable Access TV Net Results:

Operating transfers in Total:

Sources Total
Expenditures
Division: 119- Cable Access TV Total:

Division: 120- Cable Access-Community Services Total:

Division: 121- Cable Access-Contract Services Total:

Fund: 505 - Cable Access TV
314- Franchise Taxes
365- Cable TV Charges
370- Interest and Investment Income
384- Other Revenue
Revenue Total:
383- Reimbursements
Revenue Total:

Expenditures
Division: 643- Sewer Projects/Shared Total:

Expenditures Total:

Plant Expansion Fund Net Results:

Division: 642- Sewer Collections Total:

Division: 644- WPCP Equipment/Debt Service Total:

Expenditures Total:

Sewer Enterprise Fund Net Results:

Fund: 503 - Plant Expansion Fund
370- Interest and Investment Income
384- Other Revenue
392- Proceeds from Sale of Property
Revenue Total:

Expenditures
Division: 117- General Government Total:

Division: 641- Sewer Treatment Plant/Shared Total:

Expenditures Total:

Arterial Streets Rehabilitation Fund Net Results:

Fund: 500 - Sewer Enterprise Fund
363- Sewer Enterprise Charges
370- Interest and Investment Income
383- Reimbursements
322- Federal Grants
Revenue Total:

Operating transfers in Total:

Sources Total:

Expenditures
Division: 342- Road Maintenance Total:

Fund: 377 - Arterial Streets Rehabilitation Fund
186 of 829
Projected
YTD Actual Encumbrances Total Year-End
Percent
Used
City of Pinole, CA For FY2022/23 Period Ending: 3/31/23 Variance
Favorable
(Unfavorable)
Original
Budget
Proposed
Adjustments Amended Budget
- - - - - - 0% -
- - - - - - - 0% -
1,482,335 1,823,935 897,507 325,904 1,223,412 600,524 67% 1,823,935 1,482,335 - 1,823,935 897,507 325,904 1,223,412 (600,524) 67% 1,823,935 (1,482,335) (1,823,935) (890,693) (890,693) 933,243 49% (1,823,935) 0 - - 6,814 325,904 332,719 - 0% -
Fund Balance July 1, 2022 - - - -
Estimated Fund Balance June 30, 2023 - - 6,814 -
1,140,017 1,140,017 518,409 518,409 (621,608) 45% 570,008 1,140,017 - 1,140,017 518,409 - 518,409 (621,608) 45% 570,008 40,000 40,000 58,546 58,546 (18,546) 146% 50,000
2,016,612 2,016,612 - - 2,016,612 0% 2,016,612
2,056,612 - 2,056,612 58,546 58,546 (1,998,066) 3% 2,066,612 (916,595) (916,595) 459,863 459,863 1,376,458 -50% (1,496,604) Fund Balance July 1, 2022 16,045,223 16,045,223 16,045,223 16,045,223 Estimated Fund Balance June 30, 2023 15,128,628 15,128,628 16,505,086 14,548,619 250,000 250,000 171,210 171,210 (78,790) 68% 250,000
- - 14,814 14,814 14,814 0% -
- - - - 0% -
5,000 5,000 - - (5,000) 0% 5,000
255,000 - 255,000 186,024 - 186,024 (68,976) 73% 255,000 227,378 227,378 204,174 204,174 23,204 90% 227,378
227,378 - 227,378 204,174 204,174 (23,204) 90% 227,378
27,622 27,622 (18,150) (18,150) (92,179) -66% 27,622
Expenditures
Division: 463- Successor Agency to RDA Total:

Expenditures Total:

Recognized Obligation Retirement Fund Net Results:

Fund: 750 - Recognized Obligation Retirement Fund
311- Property Taxes
370- Interest and Investment Income
392- Proceeds from Sale of Property
393- Loan/Bond Proceeds
Revenue Total:

Revenue Total:

Expenditures
Division: 115- Finance Total:

Transfers Out Total:

Expenditures Total:

Pension Fund Net Results:

Division: 118- Information Systems Total:

Expenditures Total:

Indirect cost allocations Total:

Information Systems Net Results:

Fund: 700 - Pension Fund
370- Interest and Investment Income
Fund: 525 - Information Systems
399- Operating Transfers In
Sources Total:

Expenditures
187 of 829

CITY COUNCIL
REPORT
DATE: JUNE 6, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: MARKISHA GUILLORY, FINANCE DIRECTOR

ROY SWEARINGEN, CITY TREASURER
SUBJECT: RECEIVE THE QUARTERLY INVESTMENT REPORT FOR THE THIRD QUARTER (ENDING MARCH 31, 2023)

RECOMMENDATION
Staff recommends that the City Council receive the Quarterly Investment Report for the third quarter (ending March 31, 2023).

BACKGROUND
The City of Pinole Investment Policy requires that a Quarterly Investment Report be submitted to the City Council. The City’s investments, as shown in the attached Investment Report for the quarter ending March 31, 2023, conform to the City’s Investment Policy as well as all applicable State and federal requirements, including California Government Code Section 53646.

The funds that the City invests, and which are reported in the Quarterly Investment Report, are comprised of cash and investment balances that are held across all City funds. The cash and investment balances across all City funds are “pooled” for investment purposes, with the exception of the assets of the General Reserve, which is discussed further below. Cash is invested in accordance with the City’s Investment Policy.

Interest earnings on investments are allocated to the various funds based on the cash and investment balances of those funds.

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

REVIEW AND ANALYSIS
Investment Policy
All investments held at March 31, 2023 conform to the City’s Investment Policy and all applicable State and federal requirements. The City’s investment objectives, in order of 9G
188 of 829
City Council Report
June 6, 2023 2
priority, are safety, which is investing in the highest quality securities; liquidity, which is the ability to convert the investment to cash as necessary to meet cash flow requirements; and yield, which is earning a higher return.

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

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

Third Quarter Investment Summary
As of March 31, 2023, total cash and investments increased by $728,084 from the previous quarter, from $54,047,924 to $54,776,008. Typically, the City experiences swings in cash inflow and outflow due to the seasonality of large receipts, such as property taxes, and large disbursements, like debt service that is paid semiannually. The City will have sufficient cash flow to meet the next six months of estimated expenditures.

Investment Instruments
The Finance Director, in consultation with the City Treasurer, selects the instruments in which to invest the City’s funds, in order to best meet the objectives laid out in the City’s Investment Policy. The balances held in different investment instruments at March 31, 2023 are noted in Attachment A. The bulk of the City’s investment funds are invested in the State of California’s Local Agency Investment Fund (LAIF), because of the safety and liquidity of that investment.

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

Investment Yield and Duration
The aggregate yield of the City’s investment portfolio for the quarter ended March 31, 2023 is summarized in Attachment A. The total investment portfolio yielded 2.168% for the third quarter (January through March 2023), up from the 2.029% yielded in the previous quarter (October through December 2022).
189 of 829
City Council Report
June 6, 2023 3
For the third quarter, LAIF earned an average annual yield of 2.831%, up from an average annual yield of 2.173% for the second quarter. LAIF yields gradually decreased between June 2019 and November 2021 and were lower than long-term investment yields in most cases. However, LAIF has shown gradual growth in yield since December 2021.

The General Reserve, which holds the longer-term investments, earned an average annual yield of 1.888%, up from the 1.817% average annual yield in the second quarter.

No new investment instruments were purchased during the third quarter. Additionally, a medium-term corporate note matured, Johnson and Johnson, and was redeemed for cash.

Section 115 Trust
The Section 115 Trust is comprised of a diversified portfolio of investments consistent with the Trust’s objectives and liquidity requirements. The funds are invested on behalf of the City by Public Agency Retirement Services (PARS). The portfolio summary for the quarter ending March 31, 2023 is included in Attachment B to this report.

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

ATTACHMENTS
A- Investment Report - Quarter Ending March 31, 2023
B- Section 115 Trust Investment Report – Quarter Ending March 31, 2023 190 of 829

CITY OF PINOLE
INVESTMENT REPORT MARCH 2023

PORTFOLIO SUMMARY
Weighted
Days to Average
Investments Par Value Market Value Book Value % of Portfolio Maturity Yield Maturity Investment Pool - LAIF 33,886,347 33,429,231 33,429,231 64.45% 1 2.831 1 Investment Pool - CalTrust 3,282,553 3,282,553 3,282,553 6.33% 1 4.475 0 Money Market Savings 6,195,652 6,195,652 6,195,652 11.95% 1 1.530 0 Mutual Funds 5,186,798 5,186,798 5,186,798 10.00% 1 3.160 0 Certificates of Deposit 2,480,000 2,372,326 2,372,326 4.57% 396 1.472 2 Medium-Term Corporate Notes 1,000,000 935,170 935,170 1.80% 1,260 2.190 23 Federal Agency Securities 500,000 464,055 464,055 0.89% 802 0.730 7 Subtotal Investments $ 52,531,349 $ 51,865,785 51,865,785 100.00% 410 2.168 5 Average Years: 1.1
Cash
Mechanics Bank - Vendor Checking * 1,257,201 1,257,201 1,257,201 1 Bank of the West - Payroll Checking * 879,459 879,459 879,459 1 Bank of the West - Checking (Credit Card Clearing) * 773,563 773,563 773,563 1 Subtotal Cash 2,910,223 2,910,223 2,910,223 1
Total Cash and Investments $ 55,441,573 $ 54,776,008 $ 54,776,008 *Not included in yield calculations
The above investments are consistent with the City's Investment Policy and allowable under current legislation of the State of California. Investments were selected using safety, liquidity and yield as the criteria. The source of the market values for the investments are provided by US Bank in accordance with the California Government Code requirement.

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

Investment Pool
71%
Money Market
Savings
12%
Mutual Funds
10%
Certificates of Deposit
4%
Medium-Term
Corporate Notes
2%
Federal Agency
Securities
1%

CITY OF PINOLE - INVESTMENT PORTFOLIO
JANUARY 2022
$-
$10
$20
$30
$40
$50
$60
0-3 mo 4-6 mo 7-12 mo 1-2 yr 2-3 yr 3-4 yr 5 yr +
Millions
Maturity Distribution
71%
12%
10%
5%
2%
1%
$0 $10,000,000 $20,000,000 $30,000,000 $40,000,000
Investment Pool
Money Market Savings
Mutual Funds
Certificates of Deposit
Medium-Term Corporate Notes
Federal Agency Securities

CITY OF PINOLE - INVESTMENT PORTFOLIO
MARCH 2023

ATTACHMENT A
191 of 829

CITY OF PINOLE
INVESTMENT REPORT MARCH 2023

PORTFOLIO DETAILS
Type /
Account
Number CUSIP Issuer Investment Description Manager GL Acct # Par Value Market Value Book Value Rate Yield Days to
Maturity
S&P
Rating
Maturity
Date
Weighted
Average
Maturity
Investment Pool
Local Agency Investment Fund (LAIF) Pooled Treasury - State of California LAIF 999-10201 33,886,347 33,429,231 33,429,231 2.831 2.831 1 N/A 1 CalTrust - Short Term Fund (City) Pooled Treasury - Joint Power Financing Authority CalTrust 999-10202 24,907 24,907 24,907 4.610 4.610 1 N/A 0 CalTrust - Medium Term Fund (City) Pooled Treasury - Joint Power Financing Authority CalTrust 999-10203 3,257,646 3,257,646 3,257,646 4.340 4.340 1 N/A 0 Subtotal and Average 37,168,900 36,711,784 36,711,784 3.927 3.927 1 0 Money Market Savings
Mechanics Bank Money Market Savings (City) City 999-10102 6,087,867 6,087,867 6,087,867 3.050 3.050 1 N/A 0 Bank of the West Money Market Savings - Police Evidence Trust City 999-10104 107,785 107,785 107,785 0.010 0.010 1 N/A 0 Subtotal and Average 6,195,652 6,195,652 6,195,652 1.530 1.530 1 0 Mutual Funds
19-516680 U.S. Bank Accrued Income - City Reserve US Bank 150-10110 27,353 27,353 27,353 1.980 1.980 1 N/A 0 19-516680 31846V203 1st American Government Obligation Fund Mutual Fund Shares - Class "D" - City Reserve US Bank 150-10110 5,159,444 5,159,444 5,159,444 4.340 4.340 1 N/A 0 Subtotal and Average 5,186,798 5,186,798 5,186,798 3.160 3.160 1 0 Certificates of Deposit
19-516680 064520BG3 Bank of Princeton Certificates of Deposit - City Reserves US Bank 150-10110 250,000 231,228 231,228 0.500 0.540 640 N/A 12/30/2024 3 19-516680 38149MAY9 Goldman Sachs BK USA New York Certificates of Deposit - City Reserves US Bank 150-10110 246,000 244,923 244,923 2.600 2.610 66 N/A 6/5/2023 0 19-516680 59013KCZ7 Merrick Bank Certificates of Deposit - City Reserves US Bank 150-10110 249,000 244,877 244,877 1.650 1.680 182 N/A 9/29/2023 1 19-516680 61690UGW4 Morgan Stanley Bank Na Certificates of Deposit - City Reserves US Bank 150-10110 246,000 244,905 244,905 2.600 2.610 67 N/A 6/6/2023 0 19-516680 61760AF46 Morgan Stanley Private Bk Natlassn Certificates of Deposit - City Reserves US Bank 150-10110 246,000 244,905 244,905 2.600 2.610 67 N/A 6/6/2023 0 19-516680 70212VAB4 Partners Bk helena Ark Certificates of Deposit - City Reserves US Bank 150-10110 247,000 224,229 224,229 0.600 0.660 822 N/A 6/30/2025 4 19-516680 84223QAN7 Southern Bankcorp Bank Certificates of Deposit - City Reserves US Bank 150-10110 250,000 232,985 232,985 0.500 0.540 574 N/A 10/25/2024 3 19-516680 856283N51 State Bk Indiana Chicago III Certificates of Deposit - City Reserves US Bank 150-10110 250,000 227,800 227,800 1.000 1.100 818 N/A 6/26/2025 4 19-516680 85916VDN2 Sterling Bank of Poplar Bluff Certificates of Deposit - City Reserves US Bank 150-10110 247,000 243,127 243,127 1.650 1.680 171 N/A 9/18/2023 1 19-516680 87164WC71 Synchrony Bank Certificates of Deposit - City Reserves US Bank 150-10110 249,000 233,348 233,348 0.650 0.690 549 N/A 9/30/2024 2 Subtotal and Average 2,480,000 2,372,326 2,372,326 1.435 1.472 396 2 Medium-Term Corporate Notes
19-516679 037833DN7 Apple Inc. 2.05% Corporate MTN 9/11/26 - City Reserves US Bank 150-10110 1,000,000 935,170 935,170 2.050 2.190 1,260 AA+ 9/11/2026 23 Subtotal and Average 1,000,000 935,170 935,170 2.050 2.190 1,260 23 Federal Agency Securities
19-516680 3133ELH80 Federal Farm Credit Bks .680% Agency Bond 6/10/25 US Bank 150-10110 500,000 464,055 464,055 0.680 0.730 802 AA+ 6/10/2025 7 Subtotal and Average 500,000 464,055 464,055 0.680 0.730 802 7 Investment Portfolio Total and Average $ 52,531,349 $ 51,865,785 $ 51,865,785 2.130 2.168 410 5 Average Years : 1.1
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Investments Market Value Book Value % of Market Yield
Cash and Equivalents 580,690 580,690 3.52% 5.620
U.S. Government Issues 6,104,265 6,255,637 36.98% 3.650 Corporate Issues 3,345,210 3,653,040 20.27% 4.030
Foreign Issues 40,950 49,500 0.25% 5.380
Municipal Issues 157,485 165,479 0.95% 4.440
Mutual Funds-Equity 5,729,937 5,428,839 34.72% 1.390
Mutual Funds-Fixed Income 491,714 489,331 2.98% 2.250
Total Assets 16,450,252 16,622,516 99.67% 2.980
Accrued Income 54,812 54,812 0.33%
Grand Total $ 16,505,064 $ 16,677,328 100%

CITY OF PINOLE
INVESTMENT REPORT MARCH 2023
SECTION 115 TRUST PORTFOLIO SUMMARY

36.98%

34.72%

20.27%

3.52%

2.98%

0.95%

0.33%

0.25%
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 U.S. Government Issues
Mutual Funds-Equity
Corporate Issues
Cash and Equivalents
Mutual Funds-Fixed Income
Municipal Issues
Accrued Income
Foreign Issues
Portfolio Summary

ATTACHMENT B
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CITY COUNCIL
REPORT
9H
DATE: JUNE 6, 2023
TO: MAYOR AND COUNCIL MEMBERS
FROM: LILLY WHALEN, COMMUNITY DEVELOPMENT DIRECTOR &

DAVID HANHAM, PLANNING MANAGER
SUBJECT: ADOPT A RESOLUTION APPROVING THE SUBMITTAL OF
CALENDAR YEARS 2020 AND 2021 GROWTH MANAGEMENT

PROGRAM (GMP) COMPLIANCE CHECKLIST FOR ALLOCATION
OF FISCAL YEARS 2021-22 AND 2022-23 MEASURE J LOCAL

STREET MAINTENANCE AND IMPROVEMENT FUNDS BY THE

CONTRA COSTA TRANSPORTATION AUTHORITY (CCTA)

RECOMMENDATION
Staff recommends that the City Council adopt a resolution approving the submittal of Calendar Years 2020 and 2021 Growth Management Program (GMP) Compliance Checklist to the Contra Costa Transportation Authority (CCTA) to receive approximately $935,899.00 Measure J return-to-source gas tax dollars for Fiscal Years 2021-2022 and 2022-2023.

BACKGROUND
Contra Costa County voters approved the County’s first transportation sales tax, Measure C, in 1988. Measure C was subsequently extended through the Measure J half-cent sales tax, which expires in 2034.

Each year, CCTA allocates approximately 18% of the Measure J sales tax collections to local municipalities in the form of Local Street Maintenance and Improvement funds. Local Street Maintenance and Improvement funds are distributed among municipalities based on their respective road miles and population. The remaining of the Measure J revenues are made available to local municipalities for various capital projects on a competitive basis.

REVIEW AND ANALYSIS
In order to be eligible for the Measure J funds, municipalities in Contra Costa County are required to submit a biennial self-certifying checklist to the CCTA that details how the requirements of Measure J have been complied with. Measure J funds are provided on a fiscal year basis, while the checklist covers a calendar year. Each checklist addresses a specific fiscal year period and a different reporting period. For 194 of 829
City Council Report
June 6, 2023 2
instance, the current checklist is for Fiscal Years 2021/22 and 2022/23, but the reporting period is for calendar years 2020 and 2021. See Table 1 for Measure J funding allocations to the City of Pinole since 2008. Measure J money is used to fund transportation projects identified in the Five-Year Capital Improvement Plan (CIP).

Table 1: Measure J Funding Allocation to Pinole since 2008 Check List Year
(Fiscal Year, July-June)
Reporting Period
(Calendar Year,
Jan-Dec)
Local Street
Maintenance and
Improvement Allocation
(Pinole)
FY 21/22 & 22/23 2020 & 2021 $935,899
FY 19/20 & 20/21 2018 & 2019 $766,174
FY 17/18 & 18/19 2016 & 2017 $759,000
FY 15/16 & 16/17 2014 & 2015 $625,000
FY 13/14 & 14/15 2012 & 2013 $665,000
FY 11/12 & 12/13 2010 & 2011 $558,000
FY 09/10 & 10/11 2008 & 2009 $271,480
The Growth Management Checklist requires that jurisdictions in Contra Costa County comply with and document the following major requirements:
• Develop and Implement Action Plans for Routes of Regional Significance • Adopt a Regional Transportation Mitigation Program (i.e., Establish and collect Transportation Impact Mitigation Fees)
• Housing Options and Job Opportunities Compliance through the General Plan • Prepare Traffic Impact Studies
• Participation in Cooperative, Multi-Jurisdictional Planning (e.g., WCCTAC Membership)
• Five-Year Capital Improvement Program
• Adoption of Measure J General Plan Growth Management Element • Adopt and maintain an Urban Limit Line
Measure J guidelines require that the checklist be approved by the City Council prior to it being forwarded to CCTA for consideration. Once submitted, CCTA will assess compliance with all components of its GMP through the review and approval of the jurisdiction’s GMP Compliance Checklist.

Staff has prepared the attached Resolution (Attachment 1) with Exhibits A-G for consideration by City Council. Staff is recommending that the City Council certify the checklist and adopt the draft Resolution, authorizing the City Manager to sign the Growth Management Program Compliance checklist and forward it to CCTA prior to the June 30, 2023 submittal deadline. CCTA will then process the checklist pursuant to CCTA procedures and will notify the City that the City of Pinole checklist has been approved.
195 of 829
City Council Report
June 6, 2023 3

FISCAL IMPACT
There is a positive fiscal impact of approximately $935,899 in Measure J return-tosource gas tax monies that will be provided to the City of Pinole. The amounts are subject to change primarily based on actual sales tax receipts through June 30, 2023. The allocation date for FY 2021-22 LSM funds will be on the one-year anniversary for the FY 2020-21 allocation.

ATTACHMENTS
A. Resolution
Exhibit A: Measure J Growth Management Program
Compliance Checklist
Exhibit B: 2020 and 2021 Housing and Community
Development Annual Reports (Tables A thru C
Exhibit C: City of Pinole Capital Improvement Program FY 2022-202324 through 2026-2027
Exhibit D Section 2.54 Transportation Systems
Management of the Pinole Municipal Code
Exhibit E Chapter 4 Growth Management Element of the
General Plan
Exhibit F Chapter 7, Circulation Element of the General Plan
196 of 829
RESOLUTION NO. 2023-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE, COUNTY OF

CONTRA COSTA, STATE OF CALIFORNIA, APPROVING THE SUBMITTAL OF CALENDAR YEARS 2020 AND 2021 GROWTH MANAGEMENT PROGRAM
(GMP) COMPLIANCE CHECKLIST FOR ALLOCATION OF FISCAL YEARS 2021- 22 AND 2022-23 MEASURE J LOCAL STREET MAINTENANCE AND

IMPROVEMENT FUNDS BY THE CONTRA COSTA TRANSPORTATION

AUTHORITY (CCTA)
WHEREAS, in 1988 Contra Costa County voters approved Measure C imposing a half-cent sales tax to generate revenue for transportation improvement projects over 20 years and approved Measure J extending the sales tax for another 25 years; and WHEREAS, to receive “18 Percent Local Street Maintenance and Improvement (LSM) program funds,” Measure J requires each jurisdiction in Contra Costa County to comply with all the components of the Growth Management Program (GMP); and WHEREAS, the Contra Costa Transportation Authority requires that local jurisdictions complete a biennial GMP Compliance Checklist to demonstrate compliance with Measure J; and
WHEREAS, the City of Pinole has satisfied all requirements necessary to be in compliance with Measure J including those involving implementation of 2009 West County Action Plan for Routes of Regional Significance, continued development mitigation programs, housing options, traffic impact studies, multi-jurisdictional planning, five-year Capital Improvement Program, Transportation Systems Management (TSM) Ordinance, Growth Management Element for General Plan, and Urban Limit Line; and
WHEREAS, the City Council of the City of Pinole adopted a Five-Year Capital Improvement Plan, in accordance with the goals, plans, policies, and programs of the City of Pinole, and its General Plan at its June 21, 2022 meeting; and WHEREAS, the City of Pinole encourages projects that are mixed use, and include a range of housing types and styles, and affordability levels; and WHEREAS, with the range of housing types and affordability levels, and rules in place to encourage preservation of the existing housing stock and creation of new residential development, the City of Pinole continues to make progress on its Regional Housing Need Allocation (RHNA) for affordable housing; and WHEREAS, the City of Pinole is a member of the West Contra Costa Transportation Advisory Committee (WCCTAC) and has representation and participation at monthly meetings; and

ATTACHMENT A
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WHEREAS, the City of Pinole collects Transportation Mitigation Fees for new development in the City and also adopted a resolution increasing mitigation fees in 2009; and
WHEREAS, the City of Pinole received a letter from the State Department of Housing and Community Development (HCD) on May 29, 2015 certifying that the City’s Housing Element is in compliance with State Housing Law and has prepared and submitted all required annual reports needed to maintain compliance; and WHEREAS, the City of Pinole adopted an update to the Housing Element, the 2023-2031 Housing Element, on April 4, 2023, which covers the 6th cycle planning period ending in 2031 and HCD certification is anticipated by June 6, 2023; and WHEREAS, the City of Pinole has prepared a General Plan Growth Management Element in full compliance with Measure J requirements.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Pinole hereby adopts a resolution approving the Measure J GMP Compliance Checklist that is attached and incorporated by reference as Exhibit A and directs staff to submit the checklist to the Contra Costa Transportation Authority (CCTA) in compliance with Measure J, and further authorizes staff to furnish all required information to CCTA necessary to approve the City of Pinole Measure J return-tosource gas tax dollars in the amount of approximately $935,899 over the next two (2) fiscal years for local street maintenance and improvement funds.

PASSED AND ADOPTED at a regular meeting of the Pinole City Council held on the 6th day of June, 2023 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 6th day of June, 2023
_____________________________
Heather Bell, CMC
City Clerk
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Review and Approval of Measure J
Growth Management Plan Checklist
For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021
Reporting Jurisdiction: ____________________________________ This Measure J GMP Compliance Checklist was prepared by:

Signature Date
Name and Title (print)
Phone Email
The Council/Board of _____________________________ has reviewed the completed Checklist and found that the policies and programs of the jurisdiction as reported herein conform to the requirements for compliance with the Contra Costa Transportation Improvement and Growth Management Program.

Certified Signature (Mayor or Chair) Date
Name and Title (print)
Attest Signature (City/Town/County Clerk) Date
Name (print)
Submit the signed form to Matt Kelly via Hightail: www.hightail.com/uplink/MattKellyCCTA

EXHIBIT A
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021
Measure J Growth Management Program Compliance Checklist

1. Action Plans YES NO N/A
a. Is the jurisdiction implementing the actions called for in the applicable Action Plan for all designated Routes of Regional Significance within the jurisdiction?
b. Has the jurisdiction implemented the following procedures as outlined in the Implementation Guide and the applicable Action Plan for Routes of Regional Significance?
i. Circulation of environmental documents,
ii. Analysis of the impacts of proposed General Plan amendments and recommendation of changes to Action Plans, and
iii. Conditioning the approval of projects consistent with Action Plan policies?
c. Has the jurisdiction followed the procedures for RTPC review of General Plan Amendments as called for in the Implementation Guide?

2. Development Mitigation Program YES NO
a. Has the jurisdiction adopted and implemented a local development mitigation program to ensure that new development pays its fair share of the impact mitigation costs associated with that development?
b. Has the jurisdiction adopted and implemented the regional transportation mitigation program, developed, and adopted by the applicable Regional Transportation Planning Committee, including any regional traffic mitigation fees, assessments, or other mitigation as appropriate?
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021

3. Address Housing Options YES NO
a. Has the jurisdiction prepared and submitted a report to the Authority demonstrating reasonable progress in providing housing opportunities for all income levels under its Housing Element? The report can demonstrate progress by
(1) comparing the number of housing units approved, constructed, or occupied within the jurisdiction over the preceding five years with the number of units needed on average each year to meet the housing objectives established in its Housing Element; or
(2) illustrating how the jurisdiction has adequately planned to meet the existing and projected housing needs through the adoption of land use plans and regulatory systems which provide
opportunities for, and do not unduly constrain, housing development; or
(3) illustrating how its General Plan and zoning regulations facilitate improvement or development of sufficient housing to meet the Element’s objectives.

Note: A copy of the local jurisdiction’s annual progress report (Tables A thru C) to the state Department of Housing and Community Development (HCD) is sufficient.
b. Does the jurisdiction’s General Plan—or other adopted policy document or report—consider the impacts that its land use and development policies have on the local, regional, and countywide transportation system, including the level of transportation capacity that can reasonably be provided?
c. Has the jurisdiction incorporated policies and standards into its development approval process that support transit, bicycle, and pedestrian access in new developments?
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021

4. Traffic Impact Studies YES NO N/A
a. Using the Authority’s Technical Procedures, have traffic impact studies been conducted as part of development review for all projects estimated to generate more than 100 net new peak-hour vehicle trips? (Note: Lower traffic generation thresholds established through the RTPC’s Action Plan may apply).
b. If the answer to 4.a. above is “yes”, did the local jurisdiction notify affected parties and circulate the traffic impact study during the environmental review process?

5. Participation in Cooperative, Multi-Jurisdictional
Planning YES NO
a. During the reporting period, has the jurisdiction’s Council/Board representative regularly participated in meetings of the appropriate Regional Transportation Planning Committee (RTPC), and have the jurisdiction’s local representatives to the RTPC regularly reported on the activities of the Regional Committee to the jurisdiction's council or board? (Note: Each RTPC should have a policy that defines what constitutes regular attendance of Council/Board members at RTPC meetings.)
b. Has the local jurisdiction worked with the RTPC to develop and implement the Action Plans, including identification of Routes of Regional Significance, establishing Multimodal Transportation Service Objectives (MTSOs) for those routes, and defining actions for achieving the MTSOs?
c. Has the local jurisdiction applied the Authority’s travel demand model and Technical Procedures to the analysis of General Plan Amendments (GPAs) and developments exceeding specified
thresholds for their effect on the regional transportation system, including on Action Plan MTSOs?
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021
YES NO
d. As needed, has the jurisdiction made available, as input into the countywide transportation computer model, data on proposed improvements to the jurisdiction’s transportation system, including roadways, pedestrian circulation, bikeways, and trails, planned and improved development within the jurisdiction, and traffic patterns?

6. Five-Year Capital Improvement Program YES NO
Does the jurisdiction have an adopted five-year capital improvement program (CIP) that includes approved projects and an analysis of project costs as well as a financial plan for providing the improvements? (The transportation component of the plan must be forwarded to the Authority for incorporation into the Authority’s database of transportation projects)

7. Transportation Systems Management Program YES NO
Has the jurisdiction adopted a transportation systems management ordinance or resolution that incorporates required policies consistent with the updated model ordinance prepared by the Authority for use by local agencies or qualified for adoption of alternative mitigation measures because it has a small employment base?

8. Adoption of a voter-approved Urban Limit Line YES NO N/A a. Has the local jurisdiction adopted and continually complied with an applicable voter-approved Urban Limit Line as outlined in the Authority’s annual ULL Policy Advisory Letter?
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021
b. If the jurisdiction has modified its voter approved ULL or approved a major subdivision or General Plan Amendment outside the ULL, has the jurisdiction made a finding of consistency with the Measure J provisions on ULLs and criteria in the ULL Policy Advisory Letter after holding a noticed public hearing and making the proposed finding publicly available?

9. Adoption of the Measure J Growth Management
Element YES NO N/A
Has the local jurisdiction adopted a final GME for its General Plan that substantially complies with the intent of the Authority’s adopted Measure J Model GME?

10. Posting of Signs YES NO N/A
Has the jurisdiction posted signs meeting Authority specifications for all projects exceeding $250,000 that are funded, in whole or in part, with Measure C or Measure J funds?

11. Maintenance of Effort (MoE) YES NO
Has the jurisdiction met the MoE requirements of Measure J as stated in Section 6 of the Contra Costa Transportation
Improvement and Growth Management Ordinance (as amended)? (See the Checklist Instructions for a listing of MoE requirements by local jurisdiction.)

12. Submittal of LSM Reporting and Audit Forms YES NO
Has the local jurisdiction submitted a Local Street Maintenance and Improvement Reporting Form and Audit Reporting Form for eligible expenditures of 18 percent funds covering FY 2017-18 and FY 2018-19?

YES NO N/A
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021

13. Other Considerations YES NO N/A
If the jurisdiction believes that the requirements of Measure J have been satisfied in a way not indicated on this checklist, has an explanation been attached below?
Review and Approval of Checklist
This Measure J GMP Compliance Checklist was prepared by:

Signature Date
Name & Title (print)
Phone Email
The Council/Board of ___________ has reviewed the completed Checklist and found that the policies and programs of the jurisdiction as reported herein conform to the requirements for compliance with the Contra Costa Transportation Improvement and Growth Management Program.

Certified Signature (Mayor or Chair) Date
Name & Title (print)
Attest Signature (City/Town/County Clerk) Date
Name (print)
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021
Supplementary Information (Required)

1. Action Plans
a. Please summarize steps taken during the reporting period to implement the actions, programs, and measures called for in the applicable Action Plan for Routes of Regional Significance:
b. Attach, list, and briefly describe any General Plan Amendments that were approved during the reporting period. Please specify which amendments affected ability to meet the standards in the Growth Management Element and/or affected ability to implement Action Plan policies or meet Multimodal Traffic Service Objectives (MTSOs). Indicate if amendments were forwarded to the jurisdiction’s RTPC for review, and describe the results of that review relative to Action Plan implementation:
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021
Provide a summary list of projects approved during the reporting period and the conditions required for consistency with the Action Plan:

2. Development Mitigation Program
a. Describe progress on implementation of the regional transportation mitigation program:

3. Address Housing Options
a. Please attach a report demonstrating reasonable progress in providing housing opportunities for all income levels. (Note: A copy of the local jurisdiction’s annual report (Tables A thru C) to the state Department of Housing and Community Development (HCD) is sufficient).

PLEASE ADD ATTACHMENTS TO END OF PDF
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021
Please attach the jurisdiction’s adopted policies and standards that ensure consideration of and support for walking, bicycling, and transit access during the review of proposed development.

PLEASE ADD ATTACHMENTS TO END OF PDF

4. Traffic Impact Studies
Please list all traffic impact studies that have been conducted as part of the development review of any project that generated more than 100 net new peak hour vehicle trips. (Note:

Lower traffic generation thresholds established through the RTPC’s Action Plan may apply).

Note whether the study was consistent with the Authority’s Technical Procedures and whether notification and circulation were undertaken during the environmental review process.

5. Participation in Cooperative, Multi-Jurisdictional Planning No attachments necessary
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021

6. Five-Year Capital Improvement Program
Please attach the transportation component of the most recent CIP version, if the Authority does not already have it. Otherwise, list the resolution number and date of adoption of the most recent five-year CIP.

7. Transportation Systems Management Program
Please attach a copy of the jurisdiction’s TSM ordinance or list the date of ordinance or resolution adoption and its number.
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021

8. Adoption of a voter-approved Urban Limit Line
The local jurisdiction’s adopted ULL is on file at the Authority offices. Please specify any actions that were taken during the reporting period regarding changes or modifications to the voter approved ULL, which should include a resolution making a finding of consistency with Measure J and a copy of the related public hearing notice.

9. Adoption of the Measure J Growth Management Element
Please attach the adopted Final Measure J Growth Management Element to the local jurisdiction’s General Plan or list the date of ordinance or resolution adoption and its number.

10. Posting of Signs
Provide a list of all projects exceeding $250,000 within the jurisdiction, noting which ones are or were signed according to Authority specifications.
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Measure J GMP Compliance Checklist Attachments
Reporting Jurisdiction: _______________________________________ For Fiscal Years 2021-22 and 2022-23
Reporting Period: Calendar Years 2020 & 2021

11. Maintenance of Effort (MoE)
Please indicate the jurisdiction’s MoE requirement and MoE expenditures for the past two fiscal years (FY 2019-20 and FY 2020-21). See the Instructions to identify the MoE requirements.

12. Submittal of LSM Reporting Form and Audit Reporting Form Please attach LSM (Summary) Reporting and LSM Audit (Detail) Forms for FY 2019-20 and FY 2020-21.

PLEASE ADD ATTACHMENTS TO END OF PDF

13. Other Considerations
Please specify any alternative methods of achieving compliance for any components for the Measure J Growth Management Program
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Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2020 (Jan. 1 - Dec. 31) Housing Element Implementation Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining Notes
2 3 4 6 7 8 9 10
Prior APN+ Current APN Street Address Project Name+
Local Jurisdiction
Tracking ID+
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Date
Application
Submitted
(see
instructions)
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low-Income
Deed
Restricted
Low-Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome
Non Deed
Restricted
Above
ModerateIncome
Total PROPOSED
Units by Project
Total

APPROVED
Units by project
Total

DISAPPROVED
Units by Project
Was APPLICATION

SUBMITTED
Pursuant to GC
65913.4(b)?
(SB 35
Streamlining)
Notes+
Summary Row: Start Data Entry Below 0 0 0 0 1 0 9 10 10 0 0 403-500-020 403-500-020 472 Limerick Rd New SFR and attached ADU PL20-0040
SFD O
10/28/2020
1 1 1 No
SFR part of the project
403-500-020 403-500-020 472 Limerick Rd New SFR and attached ADU PL20-0040
ADU O 10/28/2020 1 1 1 No
ADU part of the project
360-411-006 360-411-006 2698 Silverado Dr ADU conversion BP20-0136 ADU O 10/2/2020 1 1 1 No 401-100-029 401-100-029 759 Pine Ave ADU conversion BP20-0114 ADU O 10/21/2020 1 1 1 No 402-161-025 402-161-025 814 E Meadow Ave ADU conversion BP20-0060 ADU O 8/7/2020
1 1 1 No
402-013-058 402-013-058 204 Pinon Ave Attached ADU BP20-0188 ADU O 9/14/2020 1 1 1 No 402-013-060 402-013-060 APN 402-013-060 Hazel Street Four-Lot Subdivision
DR17-10, TSM17-
01, DA17-01
SFD O
8/14/2020
1 3 4 4 No
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Housing Development Applications Submitted
Table A
Cells in grey contain auto-calculation formulas
(CCR Title 25 §6202)
1 5
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes

EXHIBIT B
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Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2020 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Table A2
Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units Streamlining Infill
Housing without Financial
Assistance or Deed
Restrictions
Term of Affordability
or Deed Restriction Notes
2 3 5 6 8 9 11 12 13 14 15 16 17 18 19 20 21
Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID+
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed Restricted
Above
ModerateIncome
Entitlement
Date Approved # of Units issued
Entitlements
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed Restricted
Above
ModerateIncome
Building Permits
Date Issued
# of Units Issued
Building Permits
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed Restricted
Above
ModerateIncome
Certificates of
Occupancy or other
forms of readiness
(see instructions) Date
Issued
# of Units
issued
Certificates of
Occupancy or
other forms of
readiness
How many of
the units were
Extremely Low
Income?+
Was Project
APPROVED using
GC 65913.4(b)?
(SB 35
Streamlining)
Y/N
Infill Units?
Y/N+
Assistance Programs
for Each Development
(see instructions)
Deed Restriction
Type
(see instructions)
For units affordable without
financial assistance or deed
restrictions, explain how the
locality determined the units
were affordable
(see instructions)
Term of Affordability or
Deed Restriction (years)
(if affordable in perpetuity
enter 1000)+
Number of
Demolished/Dest
royed Units+
Demolished or
Destroyed Units+
Demolished/De
stroyed Units
Owner or
Renter+
Notes+
Summary Row: Start Data Entry Below 0 0 0 0 1 0 10 11 0 0 0 0 0 0 9 9 0 0 0 0 0 0 4 4 0 0 0 0 0 402-050-023 402-050-023 1479 San Pablo
Ave Triplex PL19-0009, DR19-03 2 to 4 R 3 6/24/2019 3 3 5/5/2020 3 0 N Y 402-050-021 402-050-021 980 Second Ave New SFD PL19-0018, DR19-04 SFD O 1 9/4/2019 1 1 1/14/2021 1 0 N Y 401-193-006 401-193-006 1169 Pinole Valley
Rd
New SFD and
attached ADU PL19-0071, DR19-13 SFD O 1 12/16/2019 1 1 11/18/2020 1 0 N Y 401-193-006 401-193-006 1169 Pinole Valley
Rd
New SFD and
attached ADU PL19-0071, DR19-14 ADU O 1 12/16/2019 1 1 11/18/2020 1 0 N Y 401-020-017 401-020-017 2256 Orleans Dr Convert Garage to ADU BP19-0363 ADU O 1 10/23/2019 1 1 10/23/2019 1 1 1/14/2020 1 N Y 402-161-025 402-161-025 808 E Meadow Ave New Residence BP18-0354/ PL17- 00053 SFD R 1 6/6/2018 1 1 6/3/2019 1 1 7/14/2020 1 N Y 402-161-024 402-161-024 810 E Meadow Ave New Residence BP18-0355/ PL17- 00053 SFD R 1 6/6/2018 1 1 6/3/2019 1 1 7/14/2020 1 N Y 430-260-013 430-260-013 209 N Rancho Pl New Residence PL19-0040/ BP20-0201 SFD O 1 7/1/2020 1 0 0 N N 403-500-020 403-500-020 472 Limerick Rd New SFR and
attached ADU
PL20-0040 SFD O 1 11/30/2020 1 0 0 N Y
403-500-020 403-500-020 472 Limerick Rd New SFR and
attached ADU
PL20-0040 ADU O 1 11/30/2020 1 0 0 N Y
360-411-006 360-411-006 2698 Silverado Dr ADU conversion BP20-0136 ADU O 1 10/2/2020 1 1 10/8/2020 1 0 N Y 401-100-029 401-100-029 759 Pine Ave ADU conversion BP20-0114 ADU O 1 10/21/2020 1 1 11/12/2020 1 0 N Y 402-161-025 402-161-025 814 E Meadow Ave ADU conversion BP20-0060 ADU O 1 8/7/2020 1 1 8/17/2020 1 1 12/17/2020 1 N Y 402-013-058 402-013-058 204 Pinon Ave Attached ADU BP20-0188 ADU O 1 9/14/2020 1 1 9/14/2020 1 0 N Y 402-013-060 402-013-060 APN 402-013-060 Hazel Street Four-Lot Subdivision
DR17-10, TSM17-01,
DA17-01 SFD O 1 3 11/17/2020 4 0 0 N Y INC 55
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
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0 0 0
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0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
(CCR Title 25 §6202)
Note: "+" indicates an optional field
Housing with Financial Assistance
and/or Deed Restrictions Project Identifier Demolished/Destroyed Units 1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10
213 of 829
Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2020 (Jan. 1 - Dec. 31) Housing Element Implementation (CCR Title 25 §6202)
1 3 4
RHNA Allocation
by Income Level 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Units to Date (all years) Total Remaining RHNA
by Income Level
Deed Restricted
Non-Deed Restricted
Deed Restricted
Non-Deed Restricted
Deed Restricted
Non-Deed Restricted 1
Above Moderate 126 2 2 2 7 9 22 104
297
3 2 2 7 9 23 274
Note: units serving extremely low-income households are included in the very low-income permitted units totals Cells in grey contain auto-calculation formulas
Total RHNA
Total Units
Income Level
Very Low
Low
42 This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs.
1 Moderate
80 48
43 Please contact HCD if your data is different than the material supplied here 2 Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
80 48
214 of 829
Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2020 (Jan. 1 - Dec. 31) Housing Element Implementation Date of Rezone Type of Shortfall
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local Jurisdiction
Tracking ID+ Date of Rezone Very Low-Income Low-Income Moderate-Income Above ModerateIncome Type of Shortfall Parcel Size
(Acres)
General Plan
Designation Zoning Minimum Density Allowed
Maximum
Density Allowed Realistic Capacity Vacant/Nonvacant Description of Existing Uses Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
(CCR Title 25 §6202)
Summary Row: Start Data Entry Below
3 8
Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need Table C
215 of 829
Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining
2 3 4 6 7 8 9
Prior APN+ Current APN Street Address Project Name+
Local Jurisdiction
Tracking ID+
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Date
Application
Submitted+
(see
instructions)
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low-Income
Deed
Restricted
Low-Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome
Non Deed
Restricted
Above
ModerateIncome
Total PROPOSED
Units by Project
Total

APPROVED
Units by project
Total

DISAPPROVED
Units by Project
Was APPLICATION

SUBMITTED
Pursuant to GC
65913.4(b)?
(SB 35
Streamlining)
Was a Density
Bonus requested
for this housing
development?
Summary Row: Start Data Entry Below 33 0 142 0 68 0 131 374 220 0 402-166-030 402-166-030 811 San Pablo Ave SAHA Project PL21-0013 5+ R 6/28/2021
26 7 33 33 No Yes
401-240-017 401-240-017 2151 Appian Way Appian Village PL21-0016 5+ O 4/2/2021 31 123 154 No No 402-023-007, 402-023-
003, 405-023-002
402-023-007, 402-
023-003, 405-023-
002
600 Roble Ave Vista Woods PL21-0030
5+ R 7/18/2021 7 135 37 179 179 No Yes
360-551-002 360-551-002 2466 Faria Ave 2466A Faria Ave BP21-0148 ADU R 9/13/2021 1 1 1 No No 360-025-003 360-025-003 2987 Higuera Ave 2987A Higuera Ave BP21-0276 ADU R 12/14/2021 1 1 1 No No 360-055-002 360-055-002 3213 Estates Ave 3213 Estates Ave BP20-0142 ADU R 2/17/2021 1 1 1 No No 402-164-009 402-164-009 831 Betty Ave 831A Betty Ave BP21-0068 ADU R 10/26/2021 1 1 1 No No 401-192-015 401-192-015 2525 Brandt Ct 2525 Brandt Ct PL21-0006 SFD O 3/9/2021 1 1 1 No No 401-192-015 401-192-015 2525 Brandt Ct 2525 Brandt Ct PL21-0006 ADU R 3/9/2021 1 1 1 No No 430-240-025 430-240-025 8 N Rancho Ct 8 N Rancho Ct PL20-0069 SFD O 2/9/2021 1 1 1 No No 430-240-025 430-240-025 8 N Rancho Ct 8 N Rancho Ct PL20-0069 ADU R 2/9/2021 1 1 1 No No 0 0
0 0
0 0
0 0
0 0
0 0
0 Table A
Housing Development Applications Submitted
Cells in grey contain auto-calculation formulas
1 5
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes (CCR Title 25 §6202)
Density Bonus Applications
10 216 of 829
Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Table A2
Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units Streamlining Infill
Housing without Financial
Assistance or Deed
Restrictions
Term of Affordability
or Deed Restriction Notes
2 3 5 6 8 9 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID+
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Entitlement
Date Approved # of Units issued
Entitlements
Very LowIncome
Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Building Permits
Date Issued
# of Units Issued
Building Permits
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
LowIncome
Deed
Restricted
LowIncome
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Certificates of
Occupancy or other
forms of readiness
(see instructions)
Date Issued
# of Units
issued
Certificates of
Occupancy or
other forms of
readiness
How many of
the units were
Extremely Low
Income?+
Was Project
APPROVED using
GC 65913.4(b)?
(SB 35
Streamlining)
Y/N
Infill Units?
Y/N+
Assistance Programs
for Each Development
(may select multiple -
see instructions)
Deed Restriction
Type
(may select
multiple - see
instructions)
For units affordable without
financial assistance or deed
restrictions, explain how the
locality determined the units
were affordable
(see instructions)
Term of Affordability or
Deed Restriction
(years) (if affordable in
perpetuity enter 1000)+
Number of
Demolished/De
stroyed Units
Demolished or
Destroyed
Units
Demolished/D
estroyed Units
Owner or
Renter
Total Density Bonus Applied
to the Project (Percentage
Increase in Total Allowable
Units or Total Maximum
Allowable Residential Gross
Floor Area)
Number of Other
Incentives,
Concessions, Waivers,
or Other Modifications
Given to the Project
(Excluding Parking
Waivers or Parking
Reductions)
List the incentives,
concessions,
waivers, and
modifications
(Excluding Parking
Waivers or
Parking
Modifications)
Did the project receive
a reduction or waiver of
parking standards? (Y/N)
Notes+
Summary Row: Start Data Entry Below 33 0 142 0 37 0 8 220 0 0 0 0 0 0 4 4 0 0 0 0 0 0 2 2 0 0 0 0 402-050-021 402-050-021 980 Second Ave New SFD BP19-0433 SFD O 0 1 1/14/2021 1 0 N Y 402-090-011 402-090-011 1409 Nob Hill Ave New SFD BP18-0130 SFD O 0 0 1 9/23/2021 1 N Y 402-090-010 402-090-010 1431 Nob Hill Ave New SFD BP18-0131 SFD O 0 0 1 9/1/2021 1 N Y 360-551-002 360-551-002 2466 Faria Ave 2466A Faria Ave BP21-0148 ADU R 1 9/13/2021 1 1 10/5/2021 1 0 N Y 360-025-003 360-025-003 2987 Higuera Ave 2987A Higuera Ave BP21-0276 ADU R 1 12/14/2021 1 0 0 N Y 360-055-002 360-055-002 3213 Estates Ave 3213 Estates Ave BP20-0142 ADU R 1 2/17/2021 1 1 2/13/2021 1 0 N Y 402-164-009 402-164-009 831 Betty Ave 831A Betty Ave BP21-0068 ADU R 1 10/26/2021 1 1 11/8/2021 1 0 N Y 402-166-030 402-166-030 811 San Pablo
Ave SAHA Project PL21-0013 5+ R 26 7 6/28/2021 33 0 0 N Y VHHP DB 55 73.7% 3 On-Site
Improvements,
Development
Standards
Modification
Yes
402-023-007, 402-
023-003, 405-023-
002
402-023-007, 402-
023-003, 405-023-
002
600 Roble Ave Vista Woods PL21-0030 5+ R 7 135 37 9/27/2021 179 0 0 N Y DB 55 77.2% 6 On-Site
Improvements,
Development
Standards
Modification
Yes
401-192-015 401-192-015 2525 Brandt Ct 2525 Brandt Ct PL21-0006 SFD O 1 3/22/2021 1 0 0 N Y 401-192-015 401-192-015 2525 Brandt Ct 2525 Brandt Ct PL21-0006 ADU R 1 3/22/2021 1 0 0 N Y 430-240-025 430-240-025 8 N Rancho Ct 8 N Rancho Ct PL20-0069 SFD O 1 3/22/2021 1 0 0 N Y 430-240-025 430-240-025 8 N Rancho Ct 8 N Rancho Ct PL20-0069 ADU R 1 3/22/2021 1 0 0 N Y 0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
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0 0 0
0 0 0
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0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
Note: "+" indicates an optional field
Housing with Financial Assistance
and/or Deed Restrictions Project Identifier Demolished/Destroyed Units (CCR Title 25 §6202)
Density Bonus
1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10
217 of 829
Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 01/31/2015 - 01/31/2023 (CCR Title 25 §6202) 1 3 4
RHNA Allocation
by Income Level 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Units to Date (all years) Total Remaining
RHNA by Income
Level
Deed Restricted - - - - - - - - -
Non-Deed Restricted - - - - - - - - -
Deed Restricted - - - - - - - - -
Non-Deed Restricted - - - - - - - - -
Deed Restricted - - - - - - - - -
Non-Deed Restricted - 1 - - - - - - -
Above Moderate 126 - 2 2 2 7 9 4 - - 26 100
297
- 3 2 2 7 9 4 - - 27 270
Note: units serving extremely low-income households are included in the very low-income permitted units totals and must be reported as very low-income units. 48 Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will include units that were permitted since the start of the planning period.

Total RHNA
Total Units
Income Level
Very Low
Low
Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected]. 42 -
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs.
1 Moderate
80 48
43 Please contact HCD if your data is different than the material supplied here -
2 Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
80 218 of 829
Jurisdiction Pinole ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2021 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 5th Cycle 01/31/2015 - 01/31/2023
Date of Rezone Rezone Type
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Date of Rezone Very Low-Income Low-Income Moderate-Income Above ModerateIncome Rezone Type Parcel Size
(Acres)
General Plan
Designation Zoning Minimum Density Allowed
Maximum
Density Allowed
Realistic
Capacity Vacant/Nonvacant Description of Existing Uses
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Summary Row: Start Data Entry Below
3 8
Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C
(CCR Title 25 §6202)
219 of 829

CITY OF PINOLE

CAPITAL IMPROVEMENT PLAN
FY 2022/23 – 2026/27
Adopted: June 21, 2022

EXHIBIT C
220 of 829

CAPITAL

IMPROVEMENT PLAN
FY 2022/23 – 2026/27

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

CITY MANAGER
Andrew Murray

PUBLIC WORKS

DIRECTOR
Sanjay Mishra

CAPITAL IMPROVEMENT
& ENVIRONMENTAL

PROGRAM MANAGER
Misha Kaur
221 of 829
CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

TABLE OF CONTENTS
Introduction ................................................................................................................................. 1 Next Steps in Capital Planning .................................................................................................. 2 Project Funding ........................................................................................................................... 2 Funding Sources ......................................................................................................................... 3 Grants .......................................................................................................................................... 4 Overview of Recommended Capital Budget ............................................................................ 5 Funding Summary ...................................................................................................................... 6 Project Description Sheets – Facilities ............................................................................. 9-17 Project Description Sheets – Parks ............................................................................... 18-22 Project Description Sheets – Sanitary Sewer ................................................................. 23-29 Project Description Sheets – Stormwater ....................................................................... 30-32 Project Description Sheets – Roads ............................................................................... 33-44 Project Description Sheets – Infrastructure Assessments .............................................. 45-53 Unfunded and Unprogrammed Project List ........................................................................... 55 Project Description Sheets ............................................................................................ 56-67 222 of 829
Introduction
The Capital Improvement Plan (CIP) is a multi-year planning tool used to identify and implement the City’s capital needs over the upcoming five-year period. The CIP aligns the needs with appropriate funding, scheduling, and implementation. This document is a working blueprint for building and sustaining publicly funded physical infrastructure. Capital improvements refer to physical assets and include the design, purchase, construction, maintenance, or improvement of public resources (i.e. parks public infrastructure, equipment, public spaces). These improvements influence Pinole’s built and natural environment and help guide the trajectory of future growth or change.

The process for developing the CIP involves the following steps:

Identify projects
for CIP budget
Prioritize projects
and identify
funding
Prepare budget
for CIP
CIP Review by
Finance
Subcommittee
and Planning
Commission
City Council
adoption
Implementation of
approved projects
in CIP
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
223 of 829Page 1 of 67
Next Steps in City Capital Planning
The City will complete condition assessment of all the City’s capital assets and identify the funding levels required to maintain these assets. The City will continue to integrate capital planning information into the Long-Term Financial Plan, so City decision makers are aware of the City’s capital needs when they consider allocation of the City’s limited financial resources and consider possibly pursuing additional sources of City revenue.

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
224 of 829Page 2 of 67
Funding Sources
Fund # Fund Name
(restriction)
Description
100 General Fund
(unrestricted)
The General Fund is the main operating fund for the City.

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
225 of 829Page 3 of 67
Grants
Certain projects are eligible to receive grant funds from state, federal, or other agencies. Road projects listed in the CIP receive grant funding from a variety of sources such as:
 California Department of Transportation (Caltrans)
o Highway Bridge Program (HBP) – funds to improve bridge structural safety.  Project: RO1710
o Highway Safety Improvement Program (HSIP) – funds projects that significantly reduce fatalities and injuries on all public roads.
 Project: IN2104
 West Contra Costa Transportation Advisory Committee (WCCTAC) o Subregional Transportation Mitigation Program (STMP) – funds projects that provide congestion relief and mitigate traffic impacts on regional routes through capacity improvements on those routes, improved transit services for subregional and regional travel, and improved facilities that allow West County residents to more efficiently access regional routes and transit service.  Projects: RO2105, RO1902, and RO1710
 Metropolitan Transportation Commission (MTC)
o One Bay Area Grant 2 (OBAG2) – policy framework for MTC’s distribution of federal State Transportation Program and Congestion Mitigation and Air Quality Improvement Program funds. The OBAG2 program provides funding for local street and road maintenance, streetscape enhancements, bicycle and pedestrian improvements, Safe Route to School projects, Priority Conservation Areas, and Transportation planning.
 Project: RO1714
o Transportation Developlment Act (TDA) Article 3 – funds construction and/or engineering of bicycle or pedestrian capital or quick build projects, maintenance of Class I or Class IV separated bikeways, bicycle and/or pedestrian safety education projects, development of a comprehensive bicycle or pedestrian facilities plans, and restriping Class II bicycle lanes and buffered bicycle lanes.  Project: RO1714
The receipt of certain grants and reimbursements typically follow the award of contracts; therefore, other City funding is programmed for front-end financing of the total estimated project costs.

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
226 of 829Page 4 of 67
Overview of Recommended Capital Budget
The FY 2022/23 – 2026/27 CIP contains 36 planned public improvement projects, which includes 10 new projects. In addition, there are 9 infrastructure assessments programmed for FY 2022/23 – 2026/27. The CIP also contains information for 24 unfunded and unprogrammed projects. A funded project is one that has identified specific funding, including on-going existing resources to fully implement the project. A partially funded project has funding to accomplish various phases of the project but lacks sufficient funding to complete the project. An unfunded project is one that has been identified in the CIP as a need but no funding secured to implement the project. Should funding become available through grant or other sources, the unfunded list can be reviewed to determine if it is suitable to seek such funding.

Unfunded projects begin with UF and are followed by a unique sequence number.

In FY2022/23, there are 23 public improvement projects and 8 infrastructure assessments programmed. Below is a summary of the various funding sources based on project category.

FY 2022/23 PROJECT CATEGORIES
FY 2022/23
TOTALS

BY PROJECT

CITY OF PINOLE
CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

FUNDING SUMMARY
SOURCES BY FUND FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total 100 – General Fund $ 435,000 $ 310,000 $ 745,000 106 – Measure S 2014 $ 1,625,159 $ 1,990,860 $ 890,000 $ 100,000 $ 4,606,019 200 – Gas Tax $ 528,910 $ 381,082 $ 909,992 200 – Solid Waste $ 425,000 $ 425,000 215 – Measure J $ 350,000 $ 350,000 276 – Growth Impact Fees $ 58,000 $ 30,000 $ 520,000 $ 608,000 325 – City Street Improvements $ 1,706,213 $ 890,000 $ 727,321 $ 890,000 $ 4,213,534 327 – Park Grants $ 189,758 $ 189,758 377 – Arterial Streets Rehabilitation $ 758,624 $ 32,250 $ 790,874 500 – Sewer Enterprise Fund $ 2,400,235 $ 2,000,000 $ 906,597 $ 800,000 $ 3,800,000 $ 9,906,832 Sources Total $ 8,476,899 $ 5,253,110 $ 3,425,000 $ 1,790,000 $ 3,800,000 $ 22,745,009 Unfunded Total $ 16,293,235 $ 9,231,700 $ 8,439,200 $ 970,000 $ 34,934,135 Total Sources Required $ 8,476,899 $ 21,546,345 $ 12,656,700 $ 10,229,200 $ 4,770,000 $ 57,679,144 City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 228 of 829Page 6 of 67
SOURCES BY FUND FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total 100 - General Fund $ 435,000 $ 310,000 $ 745,000
106 - Measure S 2014 $ 1,625,159 $ 1,990,860 $ 890,000 $ 100,000 $ 4,606,019 200 - Gas Tax $ 528,910 $ 381,082 $ 909,992
214 - Solid Waste $ 425,000 $ 425,000
215 - Measure J $ 350,000 $ 350,000
276 - Growth Impact Fees $ 58,000 $ 30,000 $ 520,000 $ 608,000 325 - City Street Improvements $ 1,706,213 $ 890,000 $ 727,321 $ 890,000 $ 4,213,534 327 - Park Grants $ 189,758 $ 189,758
377 - Arterial Streets Rehabilitation $ 758,624 $ 32,250 $ 790,874 500 - Sewer Enterprise Fund $ 2,400,235 $ 2,000,000 $ 906,597 $ 800,000 $ 3,800,000 $ 9,906,832 Sources Total $ 8,476,899 $ 5,253,110 $ 3,425,000 $ 1,790,000 $ 3,800,000 $ 22,745,009 Unfunded Total $ 16,293,235 $ 9,231,700 $ 8,439,200 $ 970,000 $ 34,934,135 Total Sources Required $ 8,476,899 $ 21,546,345 $ 12,656,700 $ 10,229,200 $ 4,770,000 $ 57,679,144 PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
FA2302 Plum St. Parking Lot Improvements $80,000
FA2301 Public Safety Building Modernization $100,000 $100,000 $100,000 FA2202 Senior Center Modernization $60,000 $100,000 $100,000 106-343-47201 $60,000 Measure S 2014 FA2201 Faria House Renovations $420,000 106-343-47201 $420,000 Measure S 2014 FA2002 Electric Vehicle Charging Stations $50,000 106-343-47201 $50,000 Measure S 2014 FA1902 Energy Upgrades $120,811 106-343-47201 $120,811 Measure S 2014 FA1901 Senior Center Auxiliary Parking Lot $184,120 $1,088,860 106-343-47201 $184,120 Measure S 2014 FA1703 City Hall Modernization $125,000 $125,000
FA1702 Citywide Roof repairs and replacement $272,000 $140,000 PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
106-343-47201 $47,440 Measure S 2014
327-345-47203 $189,758 Park Grants
PA2202 Skatepark Rehabilitation $150,000
PA2201 Pocket Parks - Galbreth Rd. $65,000 106-343-47201 $65,000 Measure S 2014 PA2101 Installation of high-capacity trash bins $425,000 214-345-47203 $425,000 Solid Waste Fund PA1901 Pinole Valley Park Soccer Field Rehabilitation $200,000 PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
SS2203 Effulent Outfall* $150,000 $3,000,000 500-641-47201 $150,000 Sewer Enterprise SS2202 Replacement of Diesel Tank* $150,000 500-641-47201 $150,000 Sewer Enterprise SS2201 Sanitary Sewer Rehabilitation $1,500,000 $800,000 $800,000 $800,000 $800,000 500-642-47201 $1,500,000 Sewer Enterprise SS2101 Secondary Clarifier - Center Column Rehabilitation* $350,000 500-641-47201 $350,000 Sewer Enterprise SS2102 Air Release Valve Replacements* $50,000 500-641-47201 $50,000 Sewer Enterprise SS2002 Water Pollution Control Plant Lab Remodel* $100,000 500-641-47201 $100,000 Sewer Enterprise SS1702 Sewer Pump Station Rehabilitation $1,200,000
PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
SW2001 Roble Road Drainage Improvements $30,000 $320,000 SW2002 Adobe Road Repair and Drainage Improvements $30,000 $200,000 106-344-47206 $418,460 Measure S 2014
276-344-47206 $58,000 Growth Impact Fees
PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
RO2501 Residential Slurry Seal $890,000
RO2401 Cape Seal $560,000
RO2301 Residential Slurry Seal $890,000
200-342-47205 $428,910 Gas Tax - RMRA
377-342-47205 $758,624 Arterial Rehabilitation
RO2102 Tennent Ave. Rehabilitation $10,382 $655,000 500-641-47201 $10,382 Sewer Enterprise RO2105 Appian Way Complete Streets $100,000 $970,000 325-342-47205 $100,000 WCCTAC - STMP Fees RO2107 Brandt St. Improvements $170,000 100-342-47205 $170,000 General Fund RO1902 Pedestrian Improvements at Tennent Ave. near R X $61,556 $800,000 325-342-47205 $61,556 WCCTAC - STMP Fees RO1802 Hazel Street Gap Closure (Sunnyview) $200,000
325-342-47205 $1,223,746 WCCTAC - STMP Fees
325-342-47205 $80,000 CCTA Measure J
325-342-47205 $81,717 Caltrans - HBP
RO1708 Pinole Valley Road Improvements $100,000 200-342-47205 $100,000 Gas Tax - RMRA 325-342-47205 $9,144 City Street Improvements
215-342-47205 $350,000 MTC/OBAG2
325-342-47205 $129,400 MTC/TDA Article 3
106-344-47206 $149,328 Measure S 2014
PRJ # USES BY PROJECT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Account # FY 2022-23 Funds Funding Source
IN2201 Energy Audit $50,000 106-344-47206 $50,000 Measure S 2014 IN2101 Emergency Power for Critical Facilities $30,000 $170,000 100-343-47201 $30,000 General Fund IN2102 Municipal Broadband Feasibility $60,000 106-118-47201 $60,000 Measure S 2014 IN2103 Recycled Water Feasibility $60,000 $140,000 100-341-42101 $60,000 General Fund IN2104 Local Road Safety Plan $20,650 325-342-47205 $20,650 Caltrans - HSIP IN2106 Active Transportation Plan $75,000 100-341-42101 $75,000 General Fund IN2001 Sanitary Sewer Collection System Master Plan $89,853 500-642-47201 $89,853 Sewer Enterprise IN1703 Storm Drainage Master Plan $75,000 $75,000
IN1704 Park Master Plan $100,000 106-344-47206 $100,000 Measure S 2014 Uses by Project Total $8,476,899 $21,546,345 $12,656,700 $10,229,200 $4,770,000 LEGEND:
• Project numbers: FA = Facilities; PA = Parks; SS = Sanitary Sewer; SW = Storm Water; RO = Streets & Roads; IN = Infrastructure Assessments * Project cost to be split 50% with the City of Hercules RO2101 Arterial Rehabilitation $1,187,534 $32,250
PA2203 Playground Rubberized Surface Improvements $237,198 RO1714 Safety Improvements at Appian Way & Marlesta Rd. formerly known as HAWK at Appian Way and Marlesta $637,872 RO1710 San Pablo Ave. Bridge over BNSF Railroad $1,385,463 $16,293,235 $8,431,700 $8,439,200

INFRASTRUCTURE ASSESSMENTS

CITY OF PINOLE
CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

FUNDING SUMMARY

FACILITIES
PARKS

SANITARY SEWER

STORMWATER
SW1901 Hazel Street Storm Drain Improvements $476,460

STREETS & ROADS
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
229 of 829Page 7 of 67

PROJECT DESCRIPTION SHEETS
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
230 of 829Page 8 of 67
FA2302 - Plum St. Parking Lot Improvements

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 80,000
Subtotal $ 80,000
Total Cost Estimate: $ 80,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 231 of 829Page 9 of 67
FA2301 - Public Safety Building Modernization

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 100,000 $ 100,000 $ 100,000
Subtotal $ 100,000 $ 100,000 $ 100,000
Total Cost Estimate: $ 300,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 232 of Page 10 of 67 829
FA2202 - Senior Center Modernization

Supplemental Information:

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 60,000 $ 100,000 $ 100,000
Subtotal $ 60,000 $ 100,000 $ 100,000
Total Cost Estimate: $ 260,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 233 of Page 11 of 67 829
FA2201 - Faria House Renovations

Supplemental Information:

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 420,000
Subtotal $ 420,000
Total Cost Estimate: $ 420,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 234 of Page 12 of 67 829
FA2002 - Electric Vehicle Charging Stations

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 99,189 $ 120,811
Subtotal $ 99,189 $ 120,811
Total Cost Estimate: $ 220,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 236 of Page 14 of 67 829
FA1901 - Senior Center Auxiliary Parking Lot

Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 106 $ 42,535 $ 184,120
Construction 106 $ 1,088,860
Subtotal $ 42,535 $ 184,120 $ 1,088,860
Total Cost Estimate: $1,315,515
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 237 of Page 15 of 67 829
FA1703 - City Hall Modernization (formerly known as Paint City Hall)

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 125,000 $ 125,000
Subtotal $ 125,000 $ 125,000
Total Cost Estimate: $ 250,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 238 of Page 16 of 67 829
FA1702 - Citywide Roof repairs and replacement

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 272,000 $ 140,000
Subtotal $ 272,000 $ 140,000
Total Cost Estimate: $ 412,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 239 of Page 17 of 67 829
PARKS
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2024 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: Replacement of panel rubberized surfaces at Fernandez Park and Pinole Valley Park. Fernandez Park involves replacement of rubberized surface improvements at tot lot and replacement of existing engineered mulch with rubberized surface at older age play equipment. The rubberized surfaces around the play equipment will also be replaced at Pinole Valley Park. These improvements are grant funded through the State of California Department of Parks and Recreation Per Capita funds.

Supplemental Information: Budget:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 240 of Page 18 of 67 829
PARKS
Initial Project Start: July 1, 2024 Initial Project Completion: June 30, 2025 Revised Project Start: Revised Project Completion: Project Origin: Council Request Multi-year Project: No
Description: Settling of rampsSupplemental Information: Budget:

PA2202 - Skatepark Rehabilitation
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 150,000
Subtotal $ 150,000
Total Cost Estimate: $ 150,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 241 of Page 19 of 67 829
PARKS
Initial Project Start: July 1, 2022 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: June 30, 2024 Project Origin: Council Request Multi-year Project: No
Description: Installation of two ADA compliant benches and waste receptacles within two pocket parks at a suitable location on Galbreth Ave. Supplemental Information: To develop the pocket parks, a lot line adjustment may be required. Budget:

PA2201 - Pocket Parks - Galbreth Rd.

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 106 $ 65,000
Subtotal $ 65,000
Total Cost Estimate: $ 65,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 242 of Page 20 of 67 829
PARKS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: Beautification Ad Hoc Committee Multi-year Project: No
Description: Installation of high capacity, solar powered compacting trash bins at City parks. To get the best value and uniformity at City parks, a RFP will be released to solicit proposals from qualified vendors to provide these bins. Exact costs will not be known until the bidding is complete however staff estimates that 40 bins will be procured for the budgeted project cost.

PA2101 - Installation of high capacity trash bins
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Construction 214 $ 425,000
Subtotal $ 425,000
Total Cost Estimate: $ 425,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 243 of Page 21 of 67 829
PARKS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2023 Revised Project Completion: June 30, 2024
Project Origin: Council Request
Multi-year Project: No
Description: There are two soccer fields at Pinole Valley Park which are utilized on an annual basis, the Wright Avenue Soccer Field at the southerly end, and Savage Avenue Soccer Field at the northern end. Both fields are heavily used by soccer leagues and the general public. The Savage Avenue Soccer Field requires substantial rehabilitation which includes: upgrading the irrigation system and ongoing turf maintenance. Turf maintenance includes mowing, fertilizing, aeration, overseeding, and topdressing.

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

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

Budget:

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

SANITARY SEWER
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023
Project Origin: End of life cycle
Multi-year Project: No
Description: The Secondary Clarifier #5 has reached the end of its useful life. The project will involve removal and replacement of catwalk, drive mechanism, center column, and rake arm. Supplemental Information: The City of Hercules will be reimburse the Sewer Enterprise fund for 50% of the total project cost. Budget:

SANITARY SEWER
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023 Project Origin: Staff Recommendation Multi-year Project: No
Description: There are four air relief valves at various locations on the WPCP Effluent Pipeline between the WPCP and the Rodeo treated water discharge point. This project includes removal and replacement of the pipe saddle, short pipe section, isolation valve, and air relief valve. The four locations are: 1) across from the WPCP at 11 Tennent Ave., near the entrance of the SF Bay Trail, 2) On the SF Bay Trail near the corner of Santa Fe and Railroad Ave., 3) At the intersection of Mariposa St. and Railroad Ave. (Rodeo), 4) Outside the gate of Rodeo Sanitary District at 800 San Pablo Ave. (Rodeo).

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

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

Budget:

Supplemental Information:

Budget:

Supplemental Information:

Budget:

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

Budget:

SW1901 - Hazel Street Storm Drain Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 106 $ 54,910
106 $ 356,460 276 $ 58,000
Contingency 106 $ 62,000
Subtotal $ 54,910 $ 476,460
Total Cost Estimate: $ 531,370
Construction
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 254 of Page 32 of 67 829
ROADS
Initial Project Start: July 1, 2025 Initial Project Completion: June 30, 2026 Revised Project Start: Revised Project Completion: Project Origin: Pavement Management Program Multi-year Project: No
Description: Based on the most current P-TAP report various segments will be recommended for slurry seal treatment. A slurry seal functions as a topcoat to existing asphalt pavement to preserve and protect the pavement. It is best suited for pavements with mild to moderate damage, such as narrow cracks, but not for severe damage such as potholes.

Supplemental Information: Budget:

RO2501 - Residential Slurry Seal
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 325 $ 10,000
Construction 325 $ 800,000
Contingency 325 $ 80,000
Subtotal $ 890,000
Total Cost Estimate: $ 890,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 255 of Page 33 of 67 829
ROADS
Initial Project Start: July 1, 2024 Initial Project Completion: June 30, 2025 Revised Project Start: Revised Project Completion: Project Origin: Pavement Management Program Multi-year Project: No
Description: Based on the most current P-TAP report, various pavement segments will benefit from a cape seal. A cape seal is applied when a slurry seal or micro-surfacing will not adequately address the pavement deterioration. Cape seals are a multi-layered treatment pavement preservation treatment which can extend the life of a pavement by 6-8 years.

Supplemental Information: Budget:

RO2401 - Cape Seal
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 325 $ 10,000
Construction 325 $ 500,000 Contingency 325 $ 50,000
Subtotal $ 560,000
Total Cost Estimate: $ 560,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 256 of Page 34 of 67 829
ROADS
Initial Project Start: July 1, 2023 Initial Project Completion: June 30, 2024 Revised Project Start: Revised Project Completion: Project Origin: Pavement Management Program Multi-year Project: No
Description: Based on the most current P-TAP report various segments will be recommended for slurry seal treatment. A slurry seal functions as a topcoat to existing asphalt pavement to preserve and protect the pavement. It is best suited for pavements with mild to moderate damage, such as narrow cracks, but not for severe damage such as potholes.

Supplemental Information: Budget:

RO2301 - Residential Slurry Seal
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 325 $ 10,000
Construction 325 $ 800,000 Contingency 325 $ 80,000
Subtotal $ 890,000
Total Cost Estimate: $ 890,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 257 of Page 35 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: June 30, 2024 Project Origin: Pavement Management Program Multi-year Project: Yes
Description: Based on the 2019 P-TAP report, various segments were recommended for treatment by StreetSaver®. The recommendations will be further validated through a comparative pavement analysis to explore additional treatment options which are not discussed in the P-TAP report. This will allow the City to optimize the available funding. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

Supplemental Information:

Budget:

RO2101 - Arterial Rehabilitation
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 377 $ 18,606 $ 39,874
200 $ 428,910 377 $ 625,000 $ 215,000
Contingency 377 $ 93,750 $ 32,250
Subtotal $ 18,606 $ 1,187,534 $ 247,250
Construction
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 258 of Page 36 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: June 30, 2025 Project Origin: Pavement Management Program Multi-year Project: Yes
Description: The construction impacts from the WPCP upgrade project resulted in pavement deterioration. This project will rehabilitate Tennent Ave. from San Pablo Ave. to WPCP. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

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

Budget:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 259 of Page 37 of 67 829
ROADS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: June 30, 2023 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: Completion of preliminary engineering and design to provide continuous sidewalks and bike lanes along Appian Way beginning from unincorporated El Sobrante to about 1500 lineal feet north of the City limit within Pinole. In December 2021, City Council approved a Cooperative Funding Agreement with WCCTAC to receive STMP funds to complete preliminary design for this project.

Budget:

RO2105 - Appian Way Complete Streets
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 325 $ 100,000
UF $ 970,000
Subtotal $ 100,000 $ 970,000
Total Cost Estimate: $1,070,000
Engineering
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 260 of Page 38 of 67 829
ROADS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2023 Revised Project Start: Revised Project Completion: Project Origin: Council Request Multi-year Project: No
Description: Provide improvements on Brandt St. including application of pavement treatments based on type and severity of distresses on existing pavement.

Supplemental Information: Budget:

RO2107 - Brandt St. Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 100 $ 50,000
Construction 100 $ 120,000
Subtotal $ 170,000
Total Cost Estimate: $ 170,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 261 of Page 39 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: Revised Project Completion: June 30, 2025 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: In 2018, the East Bay Regional Park District completed a trail link to connect Pinole Shores Regional Shoreline to Bayfront Park trail. There remains one very small gap on Tennent Ave. from Bayfront Park to Railroad Ave. Improvements to Tennent Ave. at the Railroad Crossing will facilitate safe movement of bicycles and pedestrians. Since project inception, the scope of work has evolved to include improvements that would maximize parking on Railroad Avenue for park users. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

Budget:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 262 of Page 40 of 67 829
ROADS
Initial Project Start: July 1, 2021 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: July 30, 2025 Project Origin: Development Driven Multi-year Project: No
Description: A developer has proposed to develop on a vacant lot identified as APN 402-013-060 at the end of Hazel Street. The project proposes the subdivision of the lot into four new parcels and development of single family residences on each new parcel, and execution of a development agreement to make public improvements, including the extension of Hazel Street for roadway connection to Sunnyview Drive - West end of Hazel St.

Supplemental Information: Completion of Project SW1901 prior to this project.

Budget:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 263 of Page 41 of 67 829
ROADS
Initial Project Start: July 1, 2017 Initial Project Completion: Beyond 5 year termRevised Project Start: Revised Project Completion: June 30, 2026 Project Origin: End of life cycle Multi-year Project: Yes
Description: The San Pablo Avenue bridge over the Burlington Northern Santa Fe Railroad is an integral part of the area’s transportation network. The age and condition assessment of the bridge supports replacement. The City was approved for initial funding from the Caltrans Highway Bridge Program (HBP). In February 2020, the City awarded a contract to a consultant for preliminary engineering (PE) to advance the project. The PE will be completed in two phases due to funding limitations. Completion of preliminary design is necessary to develop a final cost estimate for the project. Unfunded portions of this project appear in the Unfunded and Unprogrammed project list as Project UF022.

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

RO1710 - San Pablo Avenue Bridge over BNSF Railroad
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 PM 325 $ 257,061 $ 80,000 $ 42,439
325 $ 537,176 $ 1,225,463 $ (42,439) $ (7,500)
STMP $ (91,089) $ (1,223,746) $ (285,165)
HBP $ (708,856) $ (81,717)
UF
STMP
UF $16,578,400 $ 8,439,200 $ 8,439,200
Subtotal $ (5,709) $ - $16,293,235 $ 8,431,700 $ 8,439,200 Planning &
Design
Construction
Total Cost Estimate: $33,158,426
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 264 of Page 42 of 67 829
ROADS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2021 Revised Project Start: July 1, 2022 Revised Project Completion: June 30, 2023 Project Origin: Council Request Multi-year Project: No
Description: As part of the high school construction project WCCUSD provided road improvements along the school frontage. Improvements to Pinole Valley Road - from Shea Dr. to Helena Ct. will extend the useful life of the pavement. The existing pavement score is high in this area, so a slurry seal may be the recommended treatment.

Supplemental Information:

Budget:

RO1708 - Pinole Valley Road Improvements
Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Engineering 200 $ 5,000
Construction 200 $ 87,000 Contingency 200 $ 8,000
Subtotal $ 100,000
Total Cost Estimate: $ 100,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 265 of Page 43 of 67 829
ROADS
Initial Project Start: July 1, 2024 Initial Project Completion: June 30, 2025 Revised Project Start: July 1, 2020 Revised Project Completion: June 30, 2023 Project Origin: TAPS Multi-year Project: Yes
Description: The key elements affecting the safety of pedestrians and cyclists at the Appian Way and Marlesta Way intersection is speed and reduced visibility of approaching traffic due to the topography of the project area. Safety improvements are required to improve crossing conditions for pedestrians and bicyclists. In February 2021, the City selected a Consultant to complete the preliminary engineering for this project.

Supplemental Information: The City secured grant funds to install a traffic signal at this intersection instead of a HAWK.

Budget:

City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 266 of Page 44 of 67 829
IN2201 - Energy Audit

Supplemental Information: Budget:

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Planning 106 $ 50,000
Subtotal $ 50,000
Total Cost Estimate: $ 50,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 267 of Page 45 of 67 829
IN2101 - Emergency Power for Critical Facilities

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

Fund Prior Funding FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Design 100 $ 30,000
Construction 100 $ 170,000
Subtotal $ 30,000 $ 170,000
Total Cost Estimate: $ 200,000
City of Pinole Capital Improvement Plan: FY 2022/23 through 2026/27 268 of Page 46 of 67 829
IN2102 - Municipal Broadband Feasibility

Supplemental Information: Budget:

Budget:

Supplemental Information: Budget:

INFRASTRUCTURE ASSESSMENTS
Initial Project Start: July 1, 2020 Initial Project Completion: June 30, 2022 Revised Project Start: Revised Project Completion: December 30, 2022 Project Origin: Staff Recommendation Multi-year Project: Yes
Description: In September 2020, the City Council awarded a contract to Carollo Engineers, Inc. to develop a Sanitary Sewer Collection System Master Plan (Plan). The Plan will provide a condition assessment of the sewer collection assets to inform capital planning and effectively serve the wastewater needs of residents and businesses. This plan will also provide a capacity analysis to identify pipes that need to be upsized. Master planning is critical to identify when and where infrastructure upgrades or improvements will be needed to accommodate growth.

Supplemental Information:

Budget:

Supplemental Information:

Budget:

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

Budget:

UNFUNDED AND UNPROGRAMMED PROJECTS
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
276 of Page 54 of 67 829
CAPITAL IMPROVEMENT PLAN: FY 2022/23 THROUGH FY 2026/27

UNFUNDED AND UNPROGRAMMED PROJECTS
# Unfunded/Unprogrammed Projects
UF001 Railroad Avenue Bridge Removal and Replacement
UF002 Electric Vehicle Charging Stations in City lots
UF003 Parking lot resurfacing
UF004 LLAD Landscape Restoration and Improvement
UF005 Dog Park Restroom Replacement
UF006 Dog Park resurfacing and fencing improvements
UF007 Eucalyptus Grove Restoration
UF008 Fernandez Park Baseball grandstand improvement
UF009 Repave Trails
UF010 ADA Ramps
UF011 Appian Complete Streets
UF012 Bridge Maintenance
UF013 Installation of High intensity Activated crossWALK (HAWK) UF014 Pavement Maintenance
UF015 I-80/Pinole Valley Rd. Interchange Improvements
UF016 Shale Hill Retaining wall and sidewalk gap
UF017 Sidewalks gaps
UF018 Signal System Upgrades
UF019 San Pablo Sewer Lift Station Upgrade
UF020 Sewer Collection Systemwide Rehabilitation
UF021 Tree Master Plan
UF022 San Pablo Avenue Bridge over BNSF Railroad
UF023 Installation of Solar at City Facilities
UF024 All weather access roads
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
277 of Page 55 of 67 829
UF001 - Railroad Avenue Bridge Removal and Replacement
Project Information
The Contra Costa County Flood Control and
Water Conservation District has advised
removal of the Railroad Avenue Bridge. The
bridge is a flood barrier. The first step is to
determine if the City of Pinole is the responsible
agency for this project.

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

Potential Funding Sources:

Origin: Council Request
Budget Unit: Facilities
Cost Estimate:

Potential Funding Sources: Bay Area
Air Quality Management District, West
Contra Costa Transportation Authority,
Marin Clean Energy
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
278 of Page 56 of 67 829
UF003 - Parking lot resurfacing
Project Information
This project is to maintain and enhance
existing City owned parking facilities and
infrastructure, to increase parking supply,
and to support ongoing multi-modal and
streetscape improvements. Improvements
include saw cutting and demolition,
pavement removal, earthwork, pavement
installation, curb and gutter, striping, and
signage.

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

Origin: LLAD Report
Budget Unit: LLAD
Cost Estimate:

Potential Funding Sources: Fund 345
& 348
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
279 of Page 57 of 67 829
UF005 - Dog Park Restroom Replacement
Project Information
The existing restroom located at the Dog
Park is beyond its useful life and requires
replacement.

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

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

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
280 of Page 58 of 67 829
UF007 - Eucalyptus Grove Restoration
Project Information
The open space located between the Old Town
area between John St. and Pinole Valley Road
is forested with Eucalyptus trees. In 2014, a
Safety Inspection was conducted by a
consultant. A total of 8 trees were
recommended for removal, and root crown
excavation was recommended for 3 trees. 2
trees were determined to be hollow and
recommended for further investigation to
evaluate the level of internal decay. In 2018, the
City hired a company to remove 20 Eucalyptus
trees in the area. There are still many trees left
and many of the prior trees were felled with the
trunks remaining on site. This project will
remove the remaining trees, both standing and,
on the ground, and regreen this area with native
trees.

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

Potential Funding Sources:

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

Origin: Staff Recommendation
Budget Unit: Parks
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
281 of Page 59 of 67 829
UF009 - Repave Trails
Project Information
The City’s goal is to develop safe,
connected, and comfortable bicycle and
pedestrian facilities for people of all ages
and abilities. Repaving trails will enhance
trail access from the City’s roadway
network to encourage alternative modes of
transportation.

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

Potential Funding Sources:

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
282 of Page 60 of 67 829
UF011 - Appian Complete Streets
Project Information
This project will provide continuous sidewalks and bike lanes along Appian Way from San Pablo Dam Rd. in unincorporated
El Sobrante to about 1500 lineal feet north
of the city limit within the City of Pinole.

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

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
283 of Page 61 of 67 829
UF013 - Installation of High intensity Activated crossWALK (HAWK) Project Information
A High Intensity Activated crossWALK
(HAWK) beacon is a traffic control device
used to stop road traffic and facilitate
pedestrians to cross more safely. HAWKS
are candidate treatments for roads with
three or more lanes and generally have an
annual average daily traffic above 9,000.

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

Potential Funding Sources:

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate: $42,000,000
Potential Funding Sources: Fund 200
and Fund 106
City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
284 of Page 62 of 67 829
UF015 - I-80/ Pinole Valley Rd. Interchange Improvements Project Information
This project will widen Pinole Valley Road
ramp terminal intersections at I-80 to
provide a dedicated right turn lane to the
eastbound and westbound I-80 on ramps.

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

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

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

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
285 of Page 63 of 67 829
UF017 - Sidewalk gaps
Project Information
This project will address sidewalk gaps by
installing public sidewalks where sidewalks
are missing on one or both sides of the
street. This work will be coordinated with
other construction projects. Sidewalk gaps
often exist in places with site constraints
(i.e. right of way, grade/slopes, or utility
conflicts) or are adjacent to properties that
have been required to provide sidewalks in
the past due to land uses or ownerships.

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

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

Potential Funding Sources:

Origin: Staff Recommendation
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
286 of Page 64 of 67 829
UF019 - San Pablo Sewer Lift Station Upgrade
Project Information
This project involves upgrading the
structural and electrical needs of the San
Pablo Ave. lift station to address the safety
and operational deficiencies.

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

Potential Funding Sources:

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

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
287 of Page 65 of 67 829
UF021 - Tree Master Plan
Project Information
In 2019, the City Council established a
Beautification Ad Hoc Committee to
analyze options for, and to make
recommendations to Council regarding
clean-up and beautification projects in
Pinole. Among other projects, the
Committee recommended the development
of a Tree Master Plan to inventory the
existing trees, and to develop a plan for
managing the tree inventory, including
finding tree planting opportunities.

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

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

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
288 of Page 66 of 67 829
UF023 - Installation of Solar at City Facilities
Project Information
This project involves procurement and
installation of solar panels at City owned
facilities to offset the City’s electricity
consumption and reduce the greenhouse
gas impacts.

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

Potential Funding Sources:

Origin: General Plan
Budget Unit: Roads
Cost Estimate:

Potential Funding Sources:

City of Pinole
Capital Improvement Plan: FY 2022/23 through 2026/27
289 of Page 67 of 67 829

EXHIBIT D
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CHAPTER 4: GROWTH

MANAGEMENT

EXHIBIT E
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CITY OF PINOLE GENERAL PLAN 4.0-i

GROWTH MANAGEMENT
CITY OF PINOLE GENERAL PLAN 4.0-1

INTRODUCTION

PURPOSE
The Growth Management Element establishes policies to
direct growth within Pinole and indicates how the City
intends to participate in regional land use and
transportation planning efforts. The Growth Management
Element includes level of service standards and
performance standards for traffic and the provision of
public services (e.g., fire, police, parks, sanitary sewer facilities, water and flood control) in order to ensure that public facilities are provided to accommodate growth
consistent with adopted standards. By adopting and
implementing this element, the City of Pinole establishes a comprehensive, long-range program that will match the demands for public facilities and services generated by new development or redevelopment with plans, capital improvement programs and development mitigation programs to ensure facilities are provided at an appropriate time and level to serve new development. Specifically, the Growth Management Element seeks to:

1. Attain a new level of mutually beneficial communication and coordinated planning between Pinole and its neighboring jurisdictions, other public agencies and regional agencies.

2. Provide community facilities, commercial services and amenities easily accessible to and from residential neighborhoods.

3. Support further development of bicycle and pedestrian facilities.

4. Provide a safe, attractive and efficient circulation system that ensures convenient access to all residential, business and recreational areas by various modes of transportation.

5. Encourage future growth to locate along the primary travel corridors through the community and in areas that are or can easily be served by transit.

6. Guide future growth so that at buildout the community remains an attractive, uncrowded and pleasant place to live and work.

The Growth Management Element also expresses a vision for the future where sustainable development and land use practices provide for the needs of existing residents and businesses while preserving choices for future generations.1

1 Sustainable development practices refer to the use of architectural and planning methods that address the needs of the present without compromising the ability of future generations to meet their own needs. Specific examples include the use of solar panels for energy conservation, placing jobs near housing to reduce vehicle trips, and infill development in urban areas to reduce the consumption of agricultural land. Policies related to sustainability are identified with a symbol.

VISION STATEMENT
Pinole will play an active role
in promoting coordinated
regional land use and
transportation planning, while
promoting sound local land
use choices that support infill
development along circulation
corridors that are served by
existing infrastructure and
transit.
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GOVERNMENT CODE AUTHORITY
While a Growth Management Element is not a State-mandated general plan element, the Growth Management Element of the Pinole General Plan is adopted pursuant to the authority granted to local jurisdictions by Section 65303 of the Government Code of the State of California, which states:

The general plan may include any other elements or address other subjects which, in the judgment of legislative body, relate to the physical development of the county or city.

The content of the Growth Management Element is dictated by the requirements of the Contra Costa County Transportation Authority (CCTA), and this element follows a specific format required by that agency. The element also serves as a means for the CCTA to determine whether the City is in compliance with policies that support the receipt of Measure J funding.

RELATIONSHIP TO OTHER GENERAL PLAN ELEMENTS
The Growth Management Element is not intended to supersede the goals or policies of the other elements of the General Plan. When other elements of the General Plan are updated, it may be appropriate to amend the Growth Management Element to ensure an internally consistent and comprehensive set of City goals, policies and actions.

Chapter 5: The land use framework for implementing the Growth Management Element policies and the Urban Limit Line (Figure 5.1) are established by the Land Use and Economic Development Element.

Chapter 6: Consistent with the requirements of Measure J, the City of Pinole has an adopted Housing Element that meets the requirements of the California Department of Housing and Community Development (HCD).

Chapter 7: The Circulation Element establishes level of service standards that govern traffic operations in Pinole.

Chapter 8: The Community Services and Facilities Element establishes performance standards for public services and facilities that are used to evaluate the effect of new development in Pinole.

Chapter 10 The Natural Resources and Open Space Element discusses man-made hazards, development constraints, conservation policies that affect the potential siting of land uses and open space policies.

Chapter 11: The Sustainability Element discusses ways for Pinole to incorporate more green practices, including ways affecting how Pinole will grow. 298 of 829
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BACKGROUND
Local Requirements
In November 2004, voters approved Measure J, extending the Contra Costa County Transportation Improvement and Growth Management Program (Measure C, 1988) by 25 years. That action established a 0.5 percent countywide sales tax through the year 2034 that will be used to address existing major regional transportation problems. To qualify for its share of the sales tax, the City of Pinole will:

1. Adopt a Growth Management Element as part of the General Plan;

2. Adopt a development mitigation program (adopted by Resolution 2008-92 on June 17, 2008);

3. Provide diverse housing options for people who live and work in Pinole (refer to Chapter 6, Housing Element);

4. Participate in cooperative multi-jurisdictional planning (Pinole continues to be an active participant on the West Contra Costa Transportation Advisory Committee);

5. Maintain the adopted Urban Limit Line (ULL) (adopted by Resolution 2007-12 on February 6, 2007);

6. Implement a five-year Capital Improvement Program (the 5-year CIP is updated annually); and

7. Adopt a Transportation Systems Management Ordinance or Resolution (adopted by Ordinance 2006-06 on June 20, 2006).

Measure J requires that tax revenues be dedicated to transportation projects in Contra Costa County and to the implementation of a Growth Management Program by all the cities and the County. Specifically, Measure J provides funding for three categories of transportation projects:

1. Transportation projects identified in Measure J;

2. Paratransit programs; and

3. Transportation projects funded by Local Street Maintenance and Improvement or “Return-to-Source” funds.

Return-to-Source funds are revenues derived from the additional sales tax that are distributed to participating general purpose governments in Contra Costa County. The system of distribution is based on a formula which includes the jurisdiction’s population and the miles of streets and highways within the jurisdiction. Measure J requires that in order to receive Return-to-Source funds, participating jurisdictions prepare a Growth Management Element. This element satisfies the requirement for the City of Pinole and is consistent with the standards established by Measure J and the Contra Costa County General Plan.
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PLANNING FOR GROWTH
As discussed in the Background Report, the Pinole population is projected to grow by about 2,761 people between 2000 and 2030 (an almost 13 percent increase).2 The number of households is expected to increase by 1,317 between 2000 and 2030 (a 16 percent increase).

The average household size in the Pinole Planning Area is projected to decrease from 2.91 persons per household in 2000 to 2.82 in 2030. The City of Pinole is planning for growth to occur primarily along San Pablo Avenue, Appian Way and Pinole Valley Road. By concentrating development on these corridors and coordinating policy and capital improvement planning with neighboring jurisdictions and other transit agencies, the City seeks to:

1. Ensure a healthy jobs/housing balance;

2. Accommodate the housing needs of people who live and work in Pinole;

3. Accommodate the City’s share of regional growth while maintaining acceptable traffic circulation standards; and

4. Participate in regional planning efforts.

Jobs/Housing Balance
For purposes of the Growth Management Element, jobs/housing balance is defined as the reasonable opportunity for people to live and work within the Planning Area. Three components of jobs/housing balance were analyzed:

1. The number of jobs as a percentage of the number of employed residents (i.e., total jobs/total employed residents);

2. Average household income and the implicit relationship between income and the ability to pay housing costs; and

3. The amount of vacant land by current zoning designation.

Maintaining a reasonable jobs/housing balance is important because it:

1. Reduces the need for residents to use regional transportation infrastructure;

2. Reduces the amount of household income that must be used for transportation costs;

3. Has positive environmental impacts, because of overall reduction in commute trips;

4. Reduces the amount of time residents must spend commuting and allows the use of that time for leisure activities; and

2 ABAG, Projections 2007.
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5. Is important to the overall health and vitality of the community, by creating greater opportunities for community involvement and interaction.

Housing Needs
For Pinole, the regional housing need is determined by the Association of Bay Area Governments (ABAG), based upon an overall regional housing need number established by the State. In accordance with state law, ABAG has determined the fair share of the regional housing need that must be planned for during the 2007 to 2014 planning period. State law also requires that the allocation of regional housing needs consider the need for housing across all income levels. These income categories, as defined by the State, are:

Very Low: up to 50 percent of median income
Low: between 50 and 880 percent of median income
Moderate: between 80 and 120 percent of median income
Above Moderate: above 120 percent of median income
Pinole’s allocation for the 2007–2014 period is 323 total housing units, of which 180 must be affordable. The breakdown of required affordable units is 83 (26 percent) must be affordable to very low-income households, 49 (15 percent) affordable to low-income households, and 48 (15 percent) affordable to moderate-income households. The allocation for above moderate-income households is 143 (44 percent) housing units.

Most of the vacant or redevelopable sites that are designated in the General Plan for singlefamily or multiple-family use within the Pinole Planning Area are small infill lots that are already served by necessary infrastructure and are within the existing service areas of the City’s Police and Fire departments.

Traffic Capacity
Pinole has participated in the development of the West County Traffic Model and Action Plan and has developed specific standards for traffic level of service based on the model and on the subregional Action Plan for Routes of Regional Significance. Measure J, which extended Measure C through the year 2034, established two basic categories of routes: (1) routes of regional significance and (2) basic routes.

Routes of regional significance in Pinole are Interstate 80, San Pablo Avenue and Appian Way.

In west Contra Costa County, the Action Plan for Routes of Regional Significance is developed by the West Contra Costa Transportation Advisory Committee (WCCTAC).

Actions to improve basic routes are addressed at the local level through the development of other General Plan implementation programs and the City’s Capital Improvement Program (CIP). The City has established traffic level of service (LOS) standards in the Circulation Element (Chapter 7). Currently, all roadways meet City standards. 301 of 829
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The Circulation Element also projects future traffic conditions through the year 2030. According to projected volumes, only a few intersections and road segments will eventually function at LOS F, which is the lowest level of service and indicates “breakdown conditions.” Increases in daily volumes in segments along San Pablo Avenue, Appian Way and Pinole Valley Road will begin to exceed the capacity of the roadways. The increase in daily volumes can be attributed to growth in Pinole as well as in the adjacent areas, such as Hercules, San Pablo and the unincorporated county. Solutions for the LOS F street sections will need to be developed.

While there may be improvements at some intersections and road segments that could improve the level of service, constraints in Old Town Pinole make it difficult to increase traffic capacity without detracting from important community attributes. Traffic improvements that would widen San Pablo Avenue in Old Town, or support vehicular circulation at the expense of pedestrian circulation, have the potential to change the historic character of Old Town Pinole, damage the economic vitality of the area and potentially decrease public safety and enjoyment. For those reasons, the City favors acceptance of LOS F as the traffic circulation threshold for the Old Town section of San Pablo Avenue.

The West County computerized traffic model, developed in conjunction with CCTA, the five west Contra Costa County cities and the local transit agencies, can be used to analyze existing and anticipated traffic levels impact on basic and regional routes. The model integrates transportation demands in the cities of El Cerrito, Hercules, Pinole, Richmond and San Pablo, and the surrounding unincorporated areas, including Bay Area-wide through traffic along the major travel corridors. Refer to the Circulation Element (Chapter 7) for a discussion of existing and anticipated circulation conditions.

West County Action Plan
The West County Action Plan is a program of improvements to be carried out by the members of the West Contra Costa County Transportation Advisory Committee (WCCTAC) to improve and maintain the network of regional routes in west Contra Costa County. The five west county cities, the County, Bay Area Rapid Transit (BART), WestCAT and the other transit agencies combine their efforts to ensure that traffic and transit facilities can handle the needs of the community into the future.

The Action Plan is required as part of the Growth Management Program and is prepared by CCTA, in consultation with WCCTAC, to reflect a regional view of transportation needs and issues, and ultimately, implementing actions and projects for regional routes of significance.

Projects are funded and carried out through local capital improvement programs, Return–toSource funding and Measure J project funding.

SERVICE CAPACITY CONSIDERATIONS
There are a number of conditions and infrastructure considerations that affect service capacity in Pinole. Some of the most important issues (e.g., traffic, sewage disposal and the provision of emergency services) will require coordinated efforts with adjoining communities and regional planning agencies. The following trends and inter-jurisdictional considerations are fundamental to Pinole’s growth management planning.
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1. Regional growth has occurred at a much higher rate than growth in Pinole and has impacted transportation infrastructure at a disproportionately high rate.

Based on ABAG Projections 2007, the Planning Area of Pinole grew at a much slower rate in the last decade than did Contra Costa County and neighboring Solano County (see Table

4.1–Regional Population Comparison). The Pinole Planning Area includes unincorporated portions of the county that abut Pinole.

Table 4.1
Regional Population Comparison
2000 2010 % Change
Pinole Planning Area 30,806 32,300 5%
Contra Costa County 948,816 1,061,900 12%
Solano County 394,542 455,200 15%
Bay Region 6,783,762 7,412,500 9%
Source: ABAG, Projections 2007
Accordingly, growth in surrounding communities has placed a much higher demand on transportation infrastructure than has growth in Pinole. This condition has resulted in increased congestion at Interstate 80 ramps in Pinole and has contributed to traffic congestion on surface streets as motorists seek alternative routes to a congested interstate.

While Pinole has the ability to influence local traffic conditions, participation in regional planning efforts is critical for ensuring adequate transportation improvements to serve the City of Pinole.

2. Wastewater treatment capacity is shared between the cities of Pinole and Hercules.

Wastewater treatment capacity at the Pinole/Hercules Water Pollution Control Plant (WPCP) is currently shared between the cities of Hercules and Pinole. In the last decade, growth in the City of Hercules has generated greater demand for new service connections than has growth in Pinole, and this trend is expected to continue into the future (see Table 4.2–Local Population Comparison). Service limitations, however, are a function of peak flows during periods of wet weather. Aging infrastructure in Pinole contributes substantially to wet weather flow as the result of inflow and infiltration. It is worth noting that a little over half of the Pinole Planning Area is served by the WPCP. Accordingly, the absolute population numbers contained in Table 4.2 are less informative for planning purposes than the percentage of change over time.
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Table 4.2
Local Population Comparison
2000 2010 Population
Change
%
Change 2030 Population Change
%
Change
Pinole Planning Area 30,806 32,300 1,494 5% 35,100 4,294 14% Hercules 19,497 23,900 4,403 23% 28,700 9,203 47%
Source: ABAG, Projections 2007
The Pinole/Hercules WPCP needs to upgrade in order to accommodate existing wet weather peak period flows. Any future WPCP upgrade should also be designed to accommodate projected growth in the cities of Pinole and Hercules. Growth management policies should establish appropriate mechanisms for addressing existing infrastructure needs, accounting for future projected growth and assigning available capacity. Please see the Community Services and Facilities Element (Chapter 8) for more information.

3. The growth rate of local employment opportunities exceeds the growth rate in the number of employed residents, providing local work for Pinole Planning Area residents.

Between 2000 and 2030, based solely in the number of jobs and employed residents in the city, the ratio of employed residents to jobs is expected to improve in Pinole from 2.6 to 2.3 employed residents per job. The number of employed residents is expected to increase by 3,596 over the next 30 years, while the number of local jobs is expected to increase by 2,410.

4. Housing and commercial development is anticipated to occur slowly and incrementally over the next 30 years.

Most large land holdings in Pinole have been developed. With few exceptions, growth in Pinole is expected to occur on small infill lots that can accommodate housing and mixed-use development. Exceptions to this condition exist in redevelopment opportunities at the Appian 80 Shopping Center, Gateway West, and Doctors Hospital, and at industrial properties located at the west end of San Pablo Avenue.

5. The high cost of market-rate housing, in conjunction with an increase in lower-paying employment opportunities, reinforces the need to provide diverse housing opportunities to households at all income levels.

While the number of jobs is expected to increase, many will be at salary levels that are below what is needed to afford market-rate housing in Pinole. While Pinole remains comparatively affordable for the San Francisco Bay region, proximity to employment centers, an attractive small-town character and an advantageous climate are expected to perpetuate increasing demand in a community with limited supply and generate higher housing costs. Job growth in Pinole has been primarily in the services industries, jobs with traditionally lower earning potential. This combination will make it difficult to provide housing 304 of 829
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opportunities for people who work in the community unless services and infrastructure are capable of accommodating increased housing production.

ISSUES THIS ELEMENT ADDRESSES
This element provides goals, policies and actions that address the following issues:

Encouraging cooperative transportation and land use planning between Pinole and its neighbors and regional agencies.

Ensuring that appropriate funding mechanisms are in place to pay for facilities and services that are required to meet the demand generated by growth.

Encouraging growth in areas where infrastructure and transportation, including transit services, are available.

GOALS, POLICIES AND ACTIONS
Goal GM.1: Support cooperative transportation, land use and public service planning in Contra Costa County.

Goal GM.2: Ensure that new development pays for the facilities required to meet the demands generated by development.

Goal GM.3: Support land use patterns that make efficient use of the transportation system and enhance public safety.

Goal GM.4: Encourage infill and redevelopment in areas that are already served by utilities, infrastructure and public services.

GOAL GM.1 Regional Planning. Support cooperative transportation, land use and public service planning in Contra Costa County.

POLICY GM.1.1 West Contra Costa County Planning Activities. Achieve efficient public service delivery by coordinating with affected jurisdictions and agencies concerning public and private developments.

Action GM.1.1.1 Regional Planning. Work with regional planning agencies (e.g., Metropolitan Transportation Commission, Association of Bay Area Governments, Contra Costa Transportation Authority, West Contra Costa Transportation Advisory Committee, Bay Conservation and Development Commission, and Bay Area Air Quality Management District) and transit providers (e.g., WestCAT, AC Transit, and Bay Area Rapid Transit) to address regional land use, transportation and environmental issues. 305 of 829
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Action GM.1.1.2 LAFCO. Work with the Local Agency Formation Commission (LAFCO) to periodically review the efficacy of public services and take advantage of opportunities to defray City costs without sacrificing services.

Action GM.1.1.3 WCCTAC. Work with WCCTAC to develop and update the Action Plan for Routes of Regional Significance, to establish Multimodal Transportation Service Objectives (MTSOs), and to coordinate planning for projects and programs of regional importance.

Action GM.1.1.4 CCTA. Continue to help maintain the Contra Costa Transportation Authority’s travel demand modeling system by providing information on proposed improvements to the transportation system and planned and approved development within Pinole.

Action GM.1.1.5 Emergency Preparedness. Continue to participate in regional emergency preparedness planning efforts and in shared emergency services and mutual aid opportunities.

Action GM.1.1.6 Hercules. Endeavor to work with the City of Hercules to address wastewater disposal issues and opportunities to ensure compliance with operating permits, to provide sewage disposal to accommodate anticipated growth, and to remedy existing facilities deficiencies.

Action GM.1.1.7 CCTA. Continue to maintain the adopted voter-approved Urban Limit Line according to the Principles of Agreement developed by the Contra Costa Transportation Authority.

GOAL GM.2 Development Mitigation. Ensure that new development pays for the facilities required to meet the demands generated by development.

POLICY GM.2.1 Plan for Public Facility and Service Needs. Future development shall be planned based on public facility and service capacity, community-wide needs, sound citywide and neighborhood planning, and public improvement programming.

Action GM.2.1.1 Service Standards. Periodically monitor, review and update Pinole’s service standards to maintain fire, police, parks, sewer, water, and flood control services within Pinole. The following standards will be used to guide decision making through the development review process.

Parks and Recreation
Parks: 3.0 acres of neighborhood or regional parks, or 5.0 acres of dedicated open space per 1,000 residents.
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Fire
Pinole will endeavor to maintain capital facilities, equipment and staffing sufficient to maintain the following service level:

1. First Engine Company: 5-minute response time for emergency calls 90 percent of the time.

2. Water Requirements: 3,500 gallons per minute (gpm) minimum on initial response assignment.

Police
Pinole will strive to maintain capital facilities, equipment and staffing to maintain a 5-minute response time for emergency calls.

Sanitary Facilities
Pinole will continue to work with Hercules and the West County Wastewater District to monitor, manage and maintain Pinole’s wastewater collection and treatment system and to upgrade as necessary to meet permit requirements and capacity needed for current flow amounts and projected future growth.

Water
Verification by East Bay Municipal Utility District (EBMUD) that adequate water supply and quality can be provided shall be required for approval of new development.

Flood Control

1. Capacity: Flood protection facilities should be designed to contain a 100-year flood event, as determined by the Federal Emergency Management Agency (FEMA).

2. Climate Change: Flood protection improvements should anticipate the probable effect of climate changes as they relate to sea level.

3. Upstream Improvements: Coordinate with EBMUD to plan for a detention/diversion basin south of the city to meter peak period flows in Pinole Creek.

POLICY GM.2.2 Costs of New Development. Ensure that any new development within, and adjacent to the City pays its share of the costs associated with the provision of facilities for fire, police, schools, parks, sanitary facilities, water, and flood control necessitated by it, by attaching project-specific mitigation requirements as conditions of approval.
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Action GM.2.2.1 Regional Development Mitigation Program. Participate in the development and implementation of a regional or subregional development mitigation program based on any nexus established through the Action Plan process.

Action GM.2.2.2 Growth Management Fees. Continue participating in the regional development mitigation program to establish fees, exactions, assessments or other mitigation measures to fund regional and subregional transportation improvements. The City will update and collect applicable fees to mitigate impacts of developments on the local and regional transportation system.

Action GM.2.2.3 Growth Management Capital Projects. Include capital projects, generally showing complete project cost and intended project phasing, in Pinole’s annual Capital Improvement Program which are necessary to:

1. Extend services to new development.

2. Maintain traffic standards established in the General Plan.

3. Address the City’s responsibilities under the adopted West Contra Costa Action Plan.

4. Maintain standards for fire, police, parks, sewer, water, and flood control established in Pinole’s Growth Management Element. (Note:

See Measure J program relating to Capital Improvement Program.) Action GM.2.2.4 Development Review. Participate in regional review of development proposals that have the potential to impact regional facilities, resources and services.

1. Circulate environmental documents to surrounding jurisdictions for review and comment.

2. Submit to the West Contra Costa County Technical Advisory Committee proposed revision(s) to the West County Action Plan to mitigate impacts associated with proposed General Plan amendments over the threshold specified in the adopted West County Action Plan.

3. Participate in the conflict resolution process established by the CCTA in the Growth Management Implementation Documents as a means of resolving disputes between neighboring jurisdictions related to the Action Plan and other Measure C/J transportation-related issues.

4. Ensure that all new development bears a fair share cost of mitigating impacts on the City’s ability to provide essential services. 308 of 829
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POLICY GM.2.3 Development Costs. Services and capital improvements necessary to serve new development should be installed and funded by the project.

Action GM.2.3.1 Where feasible, development should provide improvements necessary to ensure adequate service to the project and create an adequate mechanism for ensuring ongoing funding for necessary services.

Action GM.2.3.2 Where improvements are needed to serve multiple projects or existing development, the City will maintain a development mitigation program to collect the proportionate share of a development’s contribution to capital and service costs associated with regional and local facilities and services needed to support the development. The development mitigation program may include, but not be limited to:
a. Development Impact Fees;
b. User Fees;
c. Quimby Act Fees or other Park and Recreation Fees;
d. Transportation Management Fees; and
e. Connection Fees.

GOAL GM.3 Efficient Transportation. Support land use patterns that make efficient use of the transportation system and enhance public safety.

POLICY GM.3.1 Transportation Management. Make more efficient use of the regional and subregional transportation system.

Action GM.3.1.1 Transportation System Management. Update the Transportation System Management (TSM) ordinance to reflect General Plan policies.

Action GM.3.1.2 Transportation Demand Management. Adopt Transportation Demand Management practices that can be applied in new development projects.

POLICY GM.3.2 Multimodal Transportation. Establish service standards for multiple modes of transportation that are focused on moving people rather than solely on moving automobiles.

Action GM.3.2.1 Traffic Operations. Apply the traffic operation standards (level of service) established in the Circulation Element.

Action GM.3.2.2 Exceptions. Maintain traffic operation standards at intersections except where:
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1. Operations exceed adopted standards but which are expected to meet standards following implementation of projects in the adopted five-year Capital Improvement Program.

2. Alternative modes of transportation are available (e.g., bicycle lanes and facilities, bus transit and shuttle service).

3. Projects result in housing that is affordable to people who work and live in Pinole.

Action GM.3.2.3 Alternative Modes of Transportation. Work with regional transportation agencies to develop circulation standards that:

1. Emphasize the movement of people, not solely automobiles, as the performance objective.

2. Adjust service standards to include trips accommodated by bicycle routes and facilities, pedestrian connections and transit service.

POLICY GM.3.3 Provide Adequate Transportation Facilities and Services. Provide adequate transportation facilities while maintaining neighborhood integrity.

The following considerations are aimed at reducing traffic on residential streets and improving available transportation alternatives:
a. Through-traffic should be discouraged as much as possible from residential streets.
b. New commercial development should be focused along arterial corridors. c. Transit services that are accessible to children, adults, senior citizens and people with disabilities should be located within half a mile of schools, public facilities and shops.
d. Commuters should have easy access to the BART system. e. A shuttle bus, especially for seniors, at regular intervals throughout the city, as well as hiking and biking trails, is desirable. f. Maintenance of AC Transit, BART feeder and WestCAT services.

Action GM.3.3.1 Bus Service. Coordinate with WestCAT and AC Transit to strategically expand commute and local bus services in Pinole. Transit service planning should consider the following:

1. Loop service along primary circulation corridors.
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2. Enhanced access to major employment centers or transit hubs to minimize the number of transfers associated with trips.

Action GM.3.3.2 Carpools and Transit. The City will develop a plan to make more efficient use of the regional and subregional transportation system that includes the following considerations.

1. Improved access to commuter bus service by enhancing access to nearby park-and-ride facilities or by providing a park-and-ride facility in Pinole to support commuter bus service.

2. Promoting the use of carpools and vanpools.

POLICY GM.3.4 Coordinate Transportation. Coordinate capital improvements and transit services to support medium- and high-density commercial and residential development along San Pablo Avenue, Appian Way and Pinole Valley Road with multiple modes of transportation.

Action GM.3.4.1 Circulation Corridors. Adopt the Three Corridors Specific Plan for the San Pablo Avenue, Appian Way and Pinole Valley Road corridors to include bicycle, pedestrian and transit facilities and services and convenient vehicle access.

POLICY GM.3.5 West Contra Costa County Transportation Planning Activities.

Participate in regional transportation planning, particularly with the West Contra Costa Transportation Advisory Committee (WCCTAC).

POLICY GM.3.6 Trips Within the Community. Place a higher priority on facilitating trips with origins or destinations within the community than on efforts to provide improvements for through trips.

Action GM.3.6.1 Discourage Trip Diversion. Discourage use of San Pablo Avenue through Old Town as a bypass for Interstate 80 through street designs and improvements that slow traffic.

Action GM.3.6.2 Route of Regional Significance. Consider designating Fitzgerald Avenue as a route of regional significance that could replace or supplement Appian Way as the north-south route of regional significance in Pinole.

POLICY GM.3.7 Mobility-Impaired. Support efforts to provide safe and convenient transportation systems for all citizens of Pinole, particularly mobility-impaired individuals.

POLICY GM.3.8 Public Transit. Encourage the development of a safe, efficient and reliable transit system, in coordination with the West Contra Costa Action Plan, to provide a convenient alternative to driving.
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GOAL GM.4 Compact Development and Service Areas. Encourage infill and redevelopment in areas that are already served by utilities, infrastructure and public services.

POLICY GM.4.1 Planning for Present and Future Community Needs. Plan for, provide and maintain a level of public infrastructure facilities and services that adequately serves the present and future needs of the community.

POLICY GM.4.2 Regional Jobs/Housing Balance. Consistent with the Land Use and Economic Development Element of the Pinole General Plan, encourage reasonable opportunity for people to live and work within west Contra Costa County.

Action GM.4.2.1 Housing Element Programs. In accordance with the General Plan’s Housing Element, provide housing opportunities in a variety of structure and tenure types for all economic sectors and compositions of households to maintain a jobs/housing balance as a method of potentially reducing commute trip lengths.
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TABLE OF CONTENTS
Introduction ........................................................................................................................... 7.0-1 Purpose ........................................................................................................................... 7.0-1 Relationship to Other General Plan Elements ................................................................. 7.0-1 Issues and Objectives ........................................................................................................... 7.0-2 Local and Regional Requirements................................................................................... 7.0-2 Pinole’s Existing Circulation System................................................................................ 7.0-3 Bicycling Facilities and Programs .......................................................................................... 7.0-4 Pedestrian Systems .............................................................................................................. 7.0-7 Other Transportation Systems .............................................................................................. 7.0-7 Airports............................................................................................................................ 7.0-7 Parking ............................................................................................................................ 7.0-7 Existing Transportation Programs ......................................................................................... 7.0-7 Traffic Calming Program ................................................................................................. 7.0-7 Transportation Demand Management Program ............................................................... 7.0-8 East Bay Smart Corridor Program ................................................................................... 7.0-8 I-80 Integrated Corridor Mobility Project .......................................................................... 7.0-8 FOCUS ........................................................................................................................... 7.0-8 Pinole’s Future Circulation Conditions................................................................................. 7.0-13 Issues this Element Addresses ........................................................................................... 7.0-14 Goals, Policies and Actions ................................................................................................. 7.0-19

FIGURES
Figure 7.1 WestCAT and AC Transit Bus Service ........................................................... 7.0-5 Figure 7.2 Bicyclists Lanes and Roadways ..................................................................... 7.0-9 Figure 7.3 Major Roadways .......................................................................................... 7.0-11 Figure 7.4 LOS Thresholds ........................................................................................... 7.0-15 Figure 7.5 Old Town Parking District ............................................................................. 7.0-17 315 of 829
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VISION STATEMENT
Pinole will maintain and improve
a well-planned, multimodal
circulation system. The City will
promote accessible, economically
viable and environmentally
sound transportation options that
meet the needs of residents,
employers, employees and
visitors for safe, convenient and
efficient travel by a variety of
methods.

INTRODUCTION
This element of the General Plan describes the existing transportation conditions in the City of Pinole. It
describes the various modes in the existing
transportation system, the existing traffic volumes on
area roadways, and current levels of service. Relevant
planning documents and policies and planned roadway
improvements for the area are also described.

A Circulation Element has been required as part of local general plans since 1955. Guidelines adopted by the
California Office of Planning and Research emphasize
the need to develop a “balanced, multimodal
transportation system.” Cost efficiency and protection of environmental quality, including air quality, require attention to non-auto transportation facilities and careful coordination with the Land Use and Economic Development Element (Chapter 5).

Section 65302(b) of the Government Code summarizes state law requirements:

A circulation element consisting of the general location and extent of existing and proposed major thoroughfares, transportation routes, terminals, and other local public utilities and facilities all correlated with the land use element of the plan.

PURPOSE
Traffic congestion and other circulation constraints are major considerations in determining appropriate land uses and responding to future conditions that will affect the quality of life in Pinole. The Circulation Element provides data concerning existing and future conditions as a factual basis for community goals, policies and implementing actions for existing and proposed roadway improvements and other transportation needs.

Pinole’s Circulation Element addresses such issues as regional traffic congestion, traffic impacts on neighborhoods, public transit, trails and parking. More than other elements, the Circulation and Land Use elements act in concert to help achieve a vision of sustainability for the city. This element expresses a vision for the future where sustainable options of transportation, in conjunction with thoughtful development, provide for the needs of existing residents and businesses while preserving choices for future generations.

RELATIONSHIP TO OTHER GENERAL PLAN ELEMENTS
Chapter 4: The Growth Management Element encourages future growth to locate along the primary travel corridors through the community and in areas that are or can easily be served by transit.

Chapter 5: The Land Use and Economic Development Element establishes land use designations that guide future Pinole growth and demands on the circulation system.
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Chapter 8: The Community Services and Facilities Element sets policies for the future maintenance of the road network in Pinole.

Chapter 10: The Natural Resources and Open Space element addresses pedestrian trails and linkages for Pinole.

Chapter 11: The Sustainability Element encourages transit options for Pinole and guides future growth to Pinole’s transit corridors. This element also addresses greenhouse gas (GHG) reductions that may be realized by reducing automobile trips.

ISSUES AND OBJECTIVES

LOCAL AND REGIONAL REQUIREMENTS
A number of agencies and pieces of legislation govern the growth and maintenance of regional and local transportation systems. The Metropolitan Transportation Commission (MTC) is the regional organization responsible for prioritizing transportation projects.

In November 2004, voters approved Measure J, extending the Contra Costa County Transportation Improvement and Growth Management Program (Measure C, 1988) by 25 years. Measure C is enacted by the Contra Costa Transit Authority (CCTA). Full details of pertinent Measure J requirements can be found in the Growth Management Element. Below are highlights of Measure J that relate to the Circulation Element.

Measure J continues a 0.5 percent countywide sales tax through the year 2034 that will be used to address existing major regional transportation problems. To qualify for its share of the sales tax, the City of Pinole will:

1. Adopt a development mitigation program (adopted by Resolution 2008-92 on June 17, 2008);

2. Provide diverse housing options for people who live and work in Pinole (refer to Chapter 6 – Housing Element);

3. Participate in cooperative multi-jurisdictional planning (Pinole continues to be an active participant on the West Contra Costa Transportation Advisory Committee);

4. Maintain the adopted Urban Limit Line (ULL) (adopted by Resolution 2007-12 on February 6, 2007;

5. Implement a five-year capital improvement program (the 5-year CIP is updated annually); and

6. Adopt a Transportation Systems Management Ordinance (adopted by Ordinance 2006-06 on June 20, 2006).
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Pinole has an adopted Growth Management Element as part of its General Plan, as required by Measure J. In addition, Measure J requires that tax revenues be dedicated to transportation projects in Contra Costa County and to the implementation of a Growth Management Program by all the cities and the County. Specifically, Measure J provides funding for three categories of transportation projects:

1. Transportation projects identified in Measure J;

2. Paratransit programs;

3. Transportation projects funded by Local Street Maintenance and Improvement or “Return-to-Source” funds.

Pinole has met and will continue to meet all Measure J requirements.

The West Contra Costa Transportation Advisory Committee (WCCTAC) is one of four Regional Transportation Planning Committees in Contra Costa County, and the committee of which Pinole is a member. The Regional Transportation Planning Committees were created to manage the 1988 Measure C 1/2 cent transportation sales tax projects and programs, as well as its extension, Measure J, approved by Contra Costa voters in 2004. In addition to managing revenues from Measures C and J, WCCTAC also administers the subregional transportation mitigation fee program (STMP) and participates in defining and implementing policies, programs and projects to improve local and regional transportation and air quality.

PINOLE’S EXISTING CIRCULATION SYSTEM
The roadway network in Pinole is made up of Interstate 80 (I-80), operated by the California Department of Transportation, arterials, collectors, and local streets. Roadways in Pinole also support pedestrian and bicycle facilities, though there are some deficiencies in those areas that are discussed below. Two railroad lines run along the San Pablo Bay shoreline and support both passenger (Amtrak) and freight rail service (Union Pacific and Burlington Northern Santa Fe). This circulation network connects to neighboring jurisdictions which offer access to ferry service, passenger rail service, and the Bay Area Regional Transit (BART) system. Routes of regional significance in Pinole are I-80, San Pablo Avenue, and Appian Way. The Background Report contains more details of Pinole’s transportation services and facilities.

Transit Systems
Transit systems provide a motorized alternative to private vehicles. As discussed in the Sustainability Element (Chapter 11), local governments are taking on responsibility for combating climate change. This is done primarily through reducing greenhouse gas (GHG) emissions, a large portion of which are caused by automobile transportation. By reducing vehicle miles traveled and single-occupancy vehicle use, and encouraging the use of other transit options, Pinole can meet GHG reduction targets, meet state government requirements for reducing GHG emissions, contribute to efforts to combat climate change and become more sustainable.
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Bus Service
Bus service in Pinole is provided by the West Contra Costa Transit Authority (WestCAT) and the Alameda Contra Costa Transit Authority (AC Transit). Bus service facilities run primarily along Pinole’s main transportation corridors: San Pablo Avenue, Pinole Valley Road and Appian Way.

Passenger Rail Service
The San Francisco Bay Area Rapid Transit District (BART) provides regional transit service to Alameda, San Francisco, Contra Costa and San Mateo counties. There is currently no BART service in Pinole. However, WestCAT operates the J bus route, which connects to the BART station at El Cerrito del Norte. In addition, the Orinda BART station is approximately 12 miles from the city and the Richmond BART station is approximately 6 miles from the city.

Amtrak operates passenger rail service for three routes that traverse western Contra Costa County. While there is no station in Pinole, the closest stations are an Amtrak station at the Richmond BART station (approximately 6 miles) and the Martinez station (approximately 9 miles), and there are plans to build a ferry and Amtrak station in neighboring Hercules. Two of Amtrak’s routes that stop in Richmond are intrastate services, the Capitol Corridor serving Sacramento/San Jose and the San Joaquin serving Oakland/Bakersfield. The other route is the California Zephyr, an interstate service serving Emeryville/Chicago. The Coast Starlight route, which serves Los Angeles and Seattle, also shares the existing track.

Freight Rail Service
The Union Pacific and Burlington Northern Santa Fe railroads operate freight services that pass through Pinole. The Union Pacific tracks are located along the San Pablo Bay shoreline, which limits possible public access to the shoreline. Amtrak passenger trains share these tracks with the freight trains.

BICYCLING FACILITIES AND PROGRAMS
Pinole currently has few designated bicycle facilities. Reasons for this include disconnection, lack of signage, lack of roadway crossing aids, topography, and lack of bicycle lanes, and road width issues make it difficult to encourage the use of bicycles as a more sustainable transportation alternative.

Bicyclists need parking facilities to access various places and services. Bicycle rack parking is located at City Hall and Fernandez Park. According to the Contra Costa Countywide Bicycle and Pedestrian Plan, Pinole requires adequate bike parking facilities at transportation centers, public parks and buildings, recreational facilities, commercial centers, and large multi-family residential projects. Other facilities that may enhance the bicycle system include directional signage indicating points of interest and mileage, water fountains, bicycle loops and bicycle showers at private facilities, and bike boxes at intersections to facilitate high-volume left turns. 320 of 829
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Wright Ave
Simas Ave
Sarah Dr
Fitzgerald Dr
Estates Ave
Tennent Ave
Appian Way
Shea Dr
Tara Hil ls D r
Henry Ave
Canyon D r
Shawn Dr
Foothill Ave
Marlesta Rd
Appian Way
San Pablo Ave
Henry A ve
Del Monte Dr
Sunnyview Dr
Pinole Shores Dr
Railroad Ave
Richmond Pkwy
Hazel St
Belmont Way
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WestCAT and AC Transit Bus Service
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PEDESTRIAN SYSTEMS
Due to the age of existing infrastructure, many sidewalks in Pinole are too narrow to meet the Americans with Disabilities Act (ADA) standards and have utility poles and other obstructions in the pedestrian pathway. Certain sidewalks in Pinole also are too narrow to facilitate convenient pedestrian travel. Most signalized intersections have marked crosswalks on all roads and pedestrian-activated signals. Intersections close to I-80 prohibit pedestrian crossing across some road segments, though some pedestrians cross in spite of these prohibitions. Only one intersection has audible crossing signals (San Pablo Avenue at Sunnyview Drive) and none have audible actuation. Marked crosswalks are also generally found at unsignalized intersections on some legs. Pedestrian curb ramps are located at most intersections except at some T-intersections; however, many ramps are steep and are not optimally positioned to lead into the crosswalk. Additionally, many existing pedestrian ramps lack high-contrast textured markings that optimally delineate the pedestrian and vehicle areas of the intersection.

The city’s multi-use paths along Pinole Creek and in Bayfront Park at the Bay Trail provide recreational and transportation opportunities to walkers. The Pinole Creek Trail provides connections to several activity centers, but the Bay Trail must still be completed along the Bay shoreline as discussed in the Community Services and Facilities Element (Chapter 8) and Natural Resources and Open Space Element (Chapter 10). Disconnection, inadequate signage and width issues for bicyclists are equally problematic for pedestrians. Additionally, pathway connections from Tennent Avenue and Railroad Avenue to the Bay Trail are unpaved and unsigned. Neighborhood access to the Pinole Creek Trail is provided at Prune Street but discouraged at Plum Street. The Old Town area also includes convenient transit stops along portions of San Pablo Avenue and Tennent Avenue that are easily accessible to pedestrians.

OTHER TRANSPORTATION SYSTEMS

AIRPORTS
The closest airports to Pinole are Oakland International Airport, which is 27 miles away, and San Francisco International Airport, which is 34 miles away. Buchanan Field is a local airport that does not currently support commercial airline service and is located in Concord, approximately 15 miles east of Pinole.

PARKING
Parking in Pinole is generally readily available except in Old Town, though off-street parking lots and metered on-street parking have not been used as a method to manage parking demand.

EXISTING TRANSPORTATION PROGRAMS

TRAFFIC CALMING PROGRAM
Neighborhoods wishing to install or remove speed humps on local or collector streets within residential areas may submit an application to the Public Works Department. According to the adopted residential traffic calming policy approved by the City Council on April 21, 2009, the 323 of 829
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installation or removal of speed humps requires approval from 65 percent of the property owners within a defined area determined by the Public Works Department

TRANSPORTATION DEMAND MANAGEMENT PROGRAM
Developed because of the growth management requirement of Measure C, a transportation demand management program, 511 Contra Costa, was created to promote alternatives to the single-occupant vehicle, such as carpooling, vanpooling, telecommuting, biking, transit and walking in Contra Costa County. The program has three offices in the county. Pinole is represented by the office located in San Pablo.

EAST BAY SMART CORRIDOR PROGRAM
The City of Pinole is a partner of the East Bay SMART Corridors program, the goals of which are to “better manage congestion and incidents along regional routes, improve transportation mobility, efficiency and safety, and to provide timely, multi-modal transportation information to agency transportation managers and to the public”1 along three major arterial corridors including the San Pablo Avenue corridor, which runs through Pinole.

I-80 INTEGRATED CORRIDOR MOBILITY PROJECT
The I-80 Integrated Corridor Mobility (I-80 ICM) project is sponsored by the Alameda County Congestion Management Agency, WCCTAC, CCTA, California Department of Transportation (Caltrans), MTC, local agencies including the City of Pinole and local transit agencies in Alameda and Contra Costa counties. The I-80 ICM project’s goal is to enhance the current transportation network along I-80 and its parallel arterials, such as San Pablo Avenue, by building an integrated system that would improve the safety and mobility of all users.

FOCUS
FOCUS, short for the Focusing Our Vision initiative, is a regional planning initiative undertaken by the Association of Bay Area Governments (ABAG) and the MTC in coordination with the Bay Area Air Quality Management District (BAAQMD) and the Bay Conservation and Development Commission (BCDC) to support regional development patterns that are compact and transitoriented.

As part of the FOCUS program, all three of Pinole’s major corridors have been designated as potential or planned Priority Development Areas (PDA). PDAs are eligible for capital infrastructure funds, planning grants and technical assistance.

Designation of PDAs in Pinole expresses the City’s priorities for managed growth and sustainability. This is one way the City is continuing to work with regional agencies to accommodate growth and plan future development in a more sustainable manner.

1 East Bay Smart Corridor Program, 2007. http://www.smartcorridors.net/about.php 324 of 829
Not to Scale
Source: Contra Costa County Countywide Bicycle and Pedestrian Plan 2009 T:\_CS\Work\Pinole, City of\GPU\Graphics\Figures
Figure 7.2
Bicyclists Lanes and Roadways
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Pinole Val el y Rd
Pinole
Pinole Valley Rd
Wright Ave
Simas Ave
Sarah Dr
Fitzgerald Dr
Estates Ave
Tennent Ave
Appian
Way
Shea Dr
Tara Hil ls Dr
Henry Ave
Canyon D r
Shawn Dr
Foothill Ave
Marlesta Rd
San Pablo Ave
Henry Ave
Del Monte Dr
Sunnyview Dr
Pinole Shores Dr
Railroad Ave
Richmond Pkwy
Hazel St
Belmont Way
Source: ESRI Streetmap USA, Contra Costa County, Dowling Associates, Inc. 2010 T:\_GIS\CONTRA_COSTA_COUNTY\MXDS\PINOLE\GP_UPDATE_2009\SEPT09\MAJOR ROADWAYS.MXD - 5/19/2010 @ 1:29:23 PM ´ 0.25 0 0.25
Miles
Legend
Highway
Arterial Route of Regional Significance
Arterial
Collector
Local Street
City Limits
S a n P a b l o B a y
Figure 7.3
Major Roadways
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Regional agencies are working with cities to provide technical assistance and grants and to facilitate development within PDAs. Future funding opportunities are anticipated in partnership with state agencies and other sources to focus regional development within PDAs as part of a long-term strategy to accommodate future growth in a more sustainable manner.

PINOLE’S FUTURE CIRCULATION CONDITIONS
Future traffic conditions for Pinole are projected using the CCTA Travel Demand Model. Level of service (LOS) is a measure of effectiveness by which traffic engineers measure auto and truck service on existing or planned roadways. The definitions of the LOS measures are:

A. Traffic flowing freely
B. Generally unimpeded traffic flow
C. Slower but stable flow with minor delays
D. Reduced speeds and increased delays
E. Slow speeds and significant delays
F. Stop-and-go traffic, high level of delay
According to projected volumes, the future auto traffic conditions in Pinole will generally function at acceptable LOS, with only two intersections and four road segments that will eventually function at LOS E or LOS F. Please see Figure 7.4. While most of Pinole’s roadway system will continue to function within acceptable levels, increases in daily volumes in segments along San Pablo Avenue, Appian Way and Pinole Valley Road will slowly begin to exceed the capacity of the roadway. Since increase in daily volumes is minimally due to growth in Pinole, the increase in daily volumes can mostly be attributed to growth adjacent areas, such as Hercules, San Pablo and the unincorporated county, as well as the lack of alternate transportation options.

Another cause of the degradation in operations can be attributed to the diversion of through traffic from the congested I-80 onto local streets. The anticipated growth in both the San Francisco Bay Area and the Sacramento region is expected to result in increased demand on the I-80 corridor.

Traffic improvements that would widen San Pablo Avenue in Old Town in order to avoid LOS F, or support vehicular circulation at the expense of pedestrian circulation, have the distinct potential to change the historic character of Old Town Pinole, damage the economic vitality of the area, and potentially decrease public safety and enjoyment. The viability of the City being able to purchase additional public right-of-way in that area is not feasible.

For these reasons, and with the overarching theme of sustainability in mind, the City has chosen to adopt policies to enhance bicycle, pedestrian and public transit options.

As part of the ongoing effort to encourage future development along the three main transportation corridors in Pinole (San Pablo Avenue, Pinole Valley Road and Appian Way), the 329 of 829
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City will adopt the Three Corridors Specific Plan. This Specific Plan provides new land use designations, design standards and transit opportunities for the three corridors. One of the development projects that the Specific Plan encourages is the narrowing of San Pablo Avenue through Old Town Pinole. The road would be narrowed down to two lanes, a bike lane added, and pedestrian facilities enhanced, which would slow down traffic, discourage the use of San Pablo Avenue as a bypass for I-80, and encourage economic activity in the Old Town area.

The City will encourage economic development in Old Town that supports this area as a destination and the vibrant cultural heart of the community and discourage the use of San Pablo Avenue in Old Town as a bypass for I-80. Old Town will continue to be served by shared parking facilities and on-street parking as specified in the Zoning Code in order to preserve the character of Old Town. Please see Figure 7.5 for a map of the Old Town Parking District. In addition, the City will encourage road improvements that increase pedestrian safety, especially in areas such as Old Town where there are destinations easily accessed by pedestrians. To this end, the City will support vehicle LOS F as the traffic circulation threshold for the Old Town section of San Pablo Avenue.

It should be noted that several planning efforts are under way to address regional traffic issues that may improve the LOS in Old Town. They include (1) the I-80 Corridor Study by the Sacramento Area Council of Governments, ABAG, the MTC, and the Solano Transportation Authority; and (2) the I-80 Integrated Corridor Mobility Project. Further, the WCCTAC (West Contra Costa Transportation Advisory Committee) Action Plan includes objectives to help alleviate congestion along the I-80 corridor and could reduce the traffic impacts on the local streets in Pinole. The City will continue to work with regional agencies toward improving transportation conditions in Pinole.

ISSUES THIS ELEMENT ADDRESSES
This element provides goals, policies and actions that address the following issues, many of which were raised at public meetings for the Three Corridors Specific Plan, as well as during research to prepare for the update of the General Plan. Some areas of Pinole’s circulation system that are addressed in the goals, policies and actions are:

Expanding and enhancing the pedestrian trail system in Pinole.

Concentration of future development and circulation improvements around Pinole’s three primary transportation corridors: San Pablo Avenue, Pinole Valley Road and Appian Way (also see the Land Use and Economic Development Element (Chapter 5) and the Sustainability Element (Chapter 11)).

Improvements to Pinole’s bicycle facilities.

More walkable streets with wider sidewalks, pedestrian buffers, and more signalized crossings with higher visibility and actuation.

Maintain level of service (LOS) standards for traffic operations, except in Old Town, where the City will work with CCTA to reduce the threshold to LOS F. 330 of 829
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Pinole Valley Rd
Pinole Valley Rd
Wri
g
h
t
Av
e
Si
m
a
s
Ave
Sarah Dr
Fitzger
a
l
d
Dr
Estates Ave
Tennent Ave
Appian Way
Shea Dr
Tara Hills
D r
Henry Ave
Ca
nyon
D r
Shawn Dr
Foothill Ave
Marlesta Rd Appian Way
San Pablo Ave
Henry
A ve
Del Monte Dr
Sunnyview Dr
Pinole Shores Dr
Railroad Ave
Richmond Pkwy
Hazel St
Belmont Way
Source: ESRI Streetmap USA, Contra Costa County,
T:\_GIS\CONTRA_COSTA_COUNTY\MXDS\PINOLE\GP_UPDATE_2009\SEPT09\LOS.MXD - 1/7/2010 @ 2:01:54 PM ´ 0.25 0 0.25
Miles
Legend
Highway
Arterial
Collector
Local Street
LOS D (80 to 89 V/C)
LOS D- (85 to 89 V/C)
LOS E+ (90 to 94 V/C)
LOS F (100+ V/C)
City Limits
S a n P a b l o B a y
Figure 7.4
LOS Thresholds
Notes:
1) All areas not otherwise indicated are LOS D+ (80 to 85 V/C). 2) LOS Thresholds apply to intersections within each roadway segment. 331 of 829
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Buena Vista Dr
Tennent Ave
San Pablo Ave
Pear St
Pinole Valley Rd
Plum St
John St
Quinan St
Oak
Ridge
Ln
Prune St
Fernandez Ave
Samuel St
Rafaela St
Downer Ave
Peach St
Park St
Francisca
Ct
Charles St
Antonia Ct
Brandt Ct
Buena Vista Dr
Ellerhorst St
Willow Ave
Calais Dr
Antonia Cir
Valley Rd
Bernardo Ct
Fraser Ct
Antonia Cir
At and SF Railroad
Figure 7.5
Source: Bing Maps; Dowling & Associates, April 2008; PMC T:\_GIS\CONTRA_COSTA_COUNTY\MXDS\PINOLE\GP_UPDATE_2009\SEPT09\OLD TOWN.MXD - 1/7/2010 @ 1:31:56 PM ´ 150 0 150
FEET Old Town Parking District
Legend
Public Parking
Old Town Parking District
Parcels
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Plan for future growth and meet Measure J requirements (see Background Report and the Growth Management Element (Chapter 4)).

Keep Pinole accessible for all members of the community.

GOALS, POLICIES AND ACTIONS
The goals of this element are as follows and are listed subsequently with corresponding policies and actions.

Goal CE.1: Reduce vehicle miles traveled and encourage the use of public transit.

Goal CE.2: Achieve a coordinated regional and local transportation system that minimizes traffic congestion and efficiently serves users.

Goal CE.3: Provide timely input and effective means (as appropriate) of programming street and highway improvements to maintain the objective peak hour level of service without detrimentally impacting community character or commercial activity.

Goal CE.4: Establish programs to support sidewalk, trail and street enhancements, where feasible.

Goal CE.5: Provide adequate parking and loading facilities while encouraging alternative means of transportation.

Goal CE.6: Reduce the amount of peak hour automobile congestion on city streets, as appropriate.

Goal CE.7: Support bicycle use as a mode of transportation by enhancing infrastructure to accommodate bicycles and riders.

Goal CE.8: Provide a safe network of well-maintained pedestrian walkways throughout Pinole that encourages walking as a form of non-motorized transportation.

GOAL CE.1 Reduce vehicle miles traveled and encourage the use of public transit.

POLICY CE.1.1 Encourage strategic growth that concentrates future development along Pinole’s three primary transit corridors (San Pablo Avenue, Appian Way and Pinole Valley Road).

Action CE.1.1.1 Adopt and implement the Three Corridors Specific Plan.

Action CE.1.1.2 Adopt a Resolution of Support for the designation of Appian Way, San Pablo Avenue and Pinole Valley Road as Preferred Development Areas (PDAs).
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Action CE.1.1.3 Apply for grants and other funding, as appropriate to implement the PDAs.

POLICY CE.1.2 Coordinate development of the circulation system with sustainable land use planning.

Action CE.1.2.1 Give priority to projects that will contribute to a reduction in vehicle miles traveled per capita, while maintaining economic vitality and sustainability.

Action CE.1.2.2 Require development to provide bus, bicycle, pedestrian and alternative fuel vehicle facilities, as appropriate.

Action CE.1.2.3 Provide safe and convenient access for pedestrians and bicyclists, wherever feasible.

Policy CE.1.3 Encourage development that is sensitive to both local and regional transit measures and that promotes the use of alternative modes of transportation.

Action CE.1.3.1 Consult with transit providers during review of development proposals.

Action CE.1.3.2 Include facilities that support alternative modes of transportation (pedestrian, bicycles, public transit, electric vehicles, etc.) where feasible.

POLICY CE.1.4 Encourage maximum utilization of the existing public transit system and alternate modes of transportation in Pinole.

Action CE.1.4.1 Study the feasibility of increasing public transit frequency in areas currently served, and continue evaluating the possibility of expanding service to areas currently without service.

Action CE.1.4.2 Include links to public transit resources, bike trails maps, pedestrian trails maps and carpool/van pool information on the City’s website.

Action CE.1.4.3 Pursue extension of rapid bus service to Pinole and enhance transit facilities that serve Pinole users.

Action CE.1.4.4 Support provision of wayfinding signage and markers for transit stops and multi-use trails.

POLICY CE.1.5 Encourage transit facilities that will provide good access to major public facilities and employment centers in the city.

Action CE.1.5.1 Enhance existing and provide additional bus shelters and other amenities that support transit use, where feasible and appropriate.

POLICY CE.1.6 Encourage transit services between major employment centers in each area of the city and surrounding communities.
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Action CE.1.6.1 The City shall continue to work cooperatively with local and regional transit with transportation agencies and other jurisdictions such as BART, WCCTAC, Transit Providers, West County Jurisdictions, CCTA, Railroads, to maximize connectivity to existing or proposed transit stations within the GPU Planning Area.

Action CE.1.6.2 Work with WestCAT, AC Transit and other transit providers to support expanded transit lines and increased frequency of service on major transit arterials.

GOAL CE.2 Achieve a coordinated regional and local transportation system that minimizes traffic congestion and efficiently serves users.

POLICY CE.2.1 Local circulation system improvements should be consistent with the goals and objectives stated in the Metropolitan Transportation Commission (MTC) Regional Transportation Plan.

Action CE.2.1.1 Work with local and regional jurisdictions in the preparation of regional and State-mandated regional plans.

Action CE.2.1.2 Work with WCCTAC to develop and update the Action Plan for Routes of Regional Significance, to establish Multimodal Transportation Service Objectives (MTSOs), and to coordinate planning for projects and programs of regional importance.

Action CE.2.1.3 Work with emergency service providers to ensure the transportation system facilitates efficient service delivery and protects public safety.

POLICY CE.2.2 Identify needed improvements to the highway/interstate facilities in the city and in order to aid Caltrans in implementing necessary programs on the state highway system and its interchanges/intersections with local roadways.

Action CE.2.2.1 Work with Caltrans and adjacent jurisdictions to improve the operational performance of I-80 and local transit corridors designated Priority Development Areas (San Pablo Avenue, Appian Way and Pinole Valley Road).

Action CE.2.2.2 Work with Caltrans in analyzing the performance of freeway interchanges located in the General Plan area and seek appropriate improvements.

Action CE.2.2.3 Improve the principal arterial gateways to Pinole to facilitate the movement of traffic flowing into and out of the city.

GOAL CE.3 Provide timely input and effective means (as appropriate) of programming street and highway improvements to maintain the objective peak hour level of service without detrimentally impacting community character or commercial activity. 337 of 829
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POLICY CE.3.1 Apply the traffic service objectives indicated on Figure 7.4 [of the Circulation Element] for the identified roadways. LOS (level of service) and volume to capacity (V/C) thresholds are defined as follows:

Level of Service A (50 to 59 V/C): Indicates a relatively free flow of traffic, with little or no limitation on vehicle movement or speed.

Level of Service B (60 to 69 V/C): Describes a steady flow of traffic, with only slight delays in vehicle movement and speed. All queues clear in a single signal cycle.

Level of Service C (70 to 79 V/C): Denotes a reasonably steady, highvolume flow of traffic, with some limitations on movement and speed, and occasional backups on critical approaches. LOS C+ = 70 to 75 V/C. LOS C- = 75 to 79 V/C.

Level of Service D (80 to 89 V/C): Denotes the level where traffic nears an unstable flow. Intersections still function, but short queues develop and cars may have to wait through one cycle during short peaks. LOS D+ = 80 to 85 V/C. LOS D- = 85 to 89 V/C.

Level of Service E (90 to 99 V/C): Describes traffic characterized by slow movement and frequent (although momentary) stoppages. This type of congestion is considered severe, but is not uncommon at peak traffic hours, with frequent stopping, long-standing queues, and blocked intersections. LOS E+ = 90 to 94 V/C.

Level of Service F (100+ V/C): Describes stop-and-go traffic characterized by traffic jams and stoppages of long duration. Vehicles at signalized intersections usually have to wait through one or more signal changes, and “upstream” intersections may be blocked by the long queues.

Action CE.3.1.1 Work with WCCTAC and CCTA to revise the Action Plan level of service standard for San Pablo Avenue within Old Town to LOS F and for Appian Way between Mann Drive and I-80 to LOS E as well as new MTSO’s that reflect non-motorized LOS to create a more pedestrian-friendly environment and facilitate pedestrian and bicycle access and circulation.

Action CE.3.1.2 Project applicants shall provide a traffic study forecasting traffic impacts, identifying deficient roadways and intersections, and providing an implementation plan for needed improvements to the satisfaction of the Public Works Director/City Engineer.

Action CE.3.1.3 The City shall develop a Roadway/Trail Master Plan to improve the sidewalk, bike trail, pedestrian trail and roadway system, as necessary for buildout of the General Plan.
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POLICY CE.3.2 Maintain roadway network at or above established LOS thresholds.

POLICY CE.3.3 All projects shall pay their fair share of the cost for project impacts on the circulation network in order to ensure that established levels of service are met.

Action CE.3.3.1 Establish a mechanism for collecting appropriate fees from development projects that will offset negative impacts on LOS thresholds.

Action CE.3.3.2 Adopt traffic impact fees that are based upon peak hour trip generation.

POLICY CE.3.4 Reduce traffic congestion at key intersections throughout the city, as appropriate and in line with the overall sustainability goals of the City.

Action CE.3.4.1 Construct necessary improvements to intersections to ensure that the applicable levels of service mentioned in Policy CE.3.1 are achieved.

GOAL CE.4 Establish programs to support sidewalk, trail and street enhancements, where feasible.

POLICY CE.4.1 Pinole will coordinate local transportation plans and programs with the CCTA to ensure eligibility for state and federal funding.

POLICY CE.4.2 Pinole will coordinate local funding with the Regional Transportation Plan (RTP) to ensure eligibility for maximum available funding under the Regional Transportation Improvement Plan (RTIP).

POLICY CE.4.3 The City will assess transit and multimodal impact fees on new developments to fund public transportation infrastructure, bicycle infrastructure, pedestrian infrastructure and other multimodal accommodations, as appropriate.

Action CE.4.3.1 Study multimodal impact fees to determine an appropriate amount and means of assessing them.

POLICY CE.4.4 Prioritize transportation funding to support public transit and other non-auto modes of transportation.

Action CE.4.4.1 Before funding transportation improvements that increase roadway capacity and vehicle miles traveled, the City will evaluate the feasibility and effectiveness of funding projects that support alternative modes of transportation and reduced vehicle miles traveled, including transit and bicycle and pedestrian access.

Action CE.4.4.2 Roadways experiencing or forecast to experience worse than applicable level of service conditions (unstable or forced traffic flows) shall be improved, unless economic conditions, community character issues or 339 of 829
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public health, safety or welfare factors are such that needed improvements would be detrimental to other City goals and objectives.

POLICY CE.4.5 Inventory sidewalk conditions to identify opportunities for enhancements to the circulation system and to help prioritize repair and maintenance activities as funding becomes available.

GOAL CE.5 Provide adequate parking and loading facilities while encouraging alternative means of transportation.

POLICY CE.5.1 Provide off-street parking to employees; however preferential parking at several locations in the city shall be made available to vanpools, carpools, alternative fuel vehicles and other transit users, where feasible and appropriate.

Action CE.5.1.1 Continue to encourage shared parking facilities for both private businesses and public agencies.

Action CE.5.1.2 Continue to maintain the Old Town parking district as described in Figure 7.5.

POLICY CE.5.2 Reserve on-street parking in commercial areas for short-term users.

Action CE.5.2.1 Consider as needed the use of timed/metered parking to discourage longterm parking in Old Town, provided resources are available for enforcement.

POLICY CE.5.3 Work with various government agencies to provide secure parking at parkand-ride lots and transit stations.

POLICY CE.5.4 Establish parking policies and requirements that support alternative modes of transportation.

Action CE.5.4.1 Allow reduction of minimum on-site parking requirements for development that includes exceptional features that support multiple modes of transportation.

Action CE.5.4.2 Encourage shared parking programs in mixed-use and transit-oriented development areas.

GOAL CE.6 Reduce the amount of peak hour automobile congestion on city streets, as appropriate.

POLICY CE.6.1 Encourage the use of carpooling and vanpooling to maintain an acceptable LOS on city streets and I-80.
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Action CE.6.1.1 Designate a certain percentage of parking spaces for ride-sharing vehicles.

Action CE.6.1.2 Require the development of Transportation Management Associations (TMA) for large employers and commercial/industrial complexes. These TMAs would develop plans to encourage their employees to use some form of collective transportation to commute to and from work. These plans should not only include information regarding rideshare lists and available transit, but may also include provision of transit passes, preferential parking and other incentives to participating employees.

POLICY CE.6.2 Implement transportation demand management strategies in conjunction with land uses in order to prevent future traffic congestion in the city.

Action CE.6.2.1 Coordinate with ride-sharing programs to provide up-to-date lists of potential riders and to educate the public on commuting options.

Action CE.6.2.2 Encourage the development of employer-funded vanpool and shuttle bus services to new employment centers.

Action CE.6.2.3 Encourage employer provision of information on alternative modes of transit.

Action CE.6.2.4 Encourage employers to offer flextime arrangements to their employees in order to reduce the percentage of trips made during peak hours.

Action CE.6.2.5 Work with schools to encourage carpooling and a flexible class schedule in order to reduce the percentage of trips made during peak hours.

Action CE.6.2.6 Establish and apply minimum carpool requirements for all nonresidential developments.

POLICY CE.6.3 Strive to achieve a 30 percent reduction in the total number of peak period employee trips.

Action CE.6.3.1 Encourage and utilize shuttles to serve neighborhoods, employment centers and major destinations.

Action CE.6.3.2 Work with existing shuttle service providers to coordinate their services with other forms of transit, special events and work centers.

Action CE.6.3.3 Encourage home offices, live/work sites and satellite work centers in appropriate locations.

Action CE.6.3.4 Encourage telecommuting options through public outreach and with new and existing employers, as appropriate.
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Action CE.6.3.5 Explore the potential for creation of a transportation assessment district to help fund transportation improvements and repairs throughout the city.

Action CE.6.3.6 Explore the creation of a network of park-and-ride facilities to support and encourage the use of regional transit.

Action CE.6.3.7 Identify and correct gaps in the pedestrian travel network, whenever feasible.

Action CE.6.3.8 Work with WestCAT and AC Transit to construct additional bus turnouts along the following Pinole Roadways: San Pablo Avenue, Pinole Valley Road, Appian Way, and Fitzgerald Drive.

GOAL CE.7 Support bicycle use as a mode of transportation by enhancing infrastructure to accommodate bicycles and riders.

POLICY CE.7.1 Enhance the city's bikeway network through the use of Class I, II and III bikeways.

Action CE.7.1.1 Develop street design and bikeway design standards to address all street users, autos, public transit, bicycles and pedestrians of all ages and abilities.

Action CE.7.1.2 Prepare and regularly update a Pinole bikeways map and make it available on the City’s website.

Action CE.7.1.3 Provide safe access to public transportation and other non-motorized uses through construction of dedicated bicycle paths.

POLICY CE.7.2 Establish standards for new development and redevelopment projects to support bicycle use.

Action CE.7.2.1 Establish engineering standards for pedestrian and bicycle facilities.

Action CE.7.2.2 Require provision of adequate, convenient and secure bike parking in conjunction with private development.

Action CE.7.2.3 Provide public bike parking as funding is available.

Action CE.7.2.4 Require projects to include bicycle facilities, as appropriate.

POLICY CE.7.3 Establish a network of multi-use paths to facilitate safe and direct off-street bicycle and pedestrian travel.

Action CE.7.3.1 Where feasible, provide bike racks along these trails at safe, lighted locations.
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CITY OF PINOLE GENERAL PLAN 7.0-27
Action CE.7.3.2 Pursue enhanced funding for bicycle and pedestrian facilities and access projects.

Action CE.7.3.3 Adopt bicycle parking standards that encourage and facilitate bicycle travel.

Action CE.7.3.4 Minimize bicycle/pedestrian/motor vehicle conflicts by providing proper trail, street and intersection design and separation.

POLICY CE.7.4 Establish bicycle safety as a priority through ongoing public education.

Action CE.7.4.1 Assist in the development and dissemination of public education programs to promote bicycle safety.

GOAL CE.8 Provide a safe network of well-maintained pedestrian walkways throughout Pinole that encourages walking as a form of non-motorized transportation.

POLICY CE.8.1 Require development to provide pedestrian walkways that are safe, interconnected and accessible by all members of the community Action CE.8.1.1 As feasible, ensure that all intersections in areas with pedestrian usage are signalized with curb ramps, bulbouts, high-contrast crosswalks and pedestrian actuation, and other safety measures.

Action CE.8.1.2 Where feasible, use landscaping or physical barriers on high-capacity arterials to separate vehicles and pedestrians.

POLICY CE.8.2 Encourage the community to take advantage of Pinole’s pedestrian facilities and recreational opportunities and increase non-motorized modes of transportation.

POLICY CE.8.3 Design access ways to school facilities that will ensure public safety.

Action CE.8.3.1 In conjunction with the public school system and other appropriate public facilities and programs, assist in developing public education programs to promote pedestrian safety.

Action CE.8.3.2 Ensure that all intersections near schools are signalized with curb ramps, high-contrast crosswalks and pedestrian actuation, where feasible.

Action CE.8.3.3 Actively support the Safe Routes to Schools program, including making use of available funding and technical assistance.

POLICY CE.8.4 Encourage the location of basic shopping and services within walkable distances to residential areas.

Action CE.8.4.1 Use strategic planning to establish land use patterns that encourage mixed-use, walkable development.
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5098295.1

CITY COUNCIL
REPORT
9I
DATE: June 6, 2023
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: ERIC CASHER, CITY ATTORNEY
SUBJECT: SECOND READING OF ORDINANCE APPROVING A MILITARY

EQUIPMENT USE POLICY AND APPROVING RENEWAL OF
CHAPTER 2.60 “MILITARY EQUIPMENT POLICY” OF THE PINOLE

MUNICIPAL CODE

RECOMMENDATION
Staff recommends the City Council waive the second reading and adopt an ordinance approving a Military Equipment Use Policy and approving renewal of Chapter 2.60 “Military Equipment Policy” of the Pinole Municipal Code, based upon approval of the Pinole Police Department’s Annual Military Equipment Report May 2022 – April 2023 and Pinole Police Department Military Equipment Funding, Acquisition and Use Policy 707, in compliance with AB 481.

BACKGROUND
California Assembly Bill (AB) 481 (Government Code §7070 et seq.) requires the Pinole Police Department (“Department”) to obtain City Council approval of a military equipment use policy by ordinance before purchasing, raising funds for, acquiring or using "military equipment" as defined in Government Code §7070 (c). Under AB 481, the City Council may only approve the policy if it makes specific findings regarding the equipment including safeguards, cost effectiveness, reasonableness of use, and fiscal impact.

On May 3, 2022, the City Council approved the Department’s Policy (identified as Department Policy 707) finding it meets the requirements under AB 481 and introduced and adopted an ordinance adding Chapter 2.60 “Military Equipment Policy” to the Pinole Municipal Code (Ord. 2022-02).

AB 481 requires the Department submit to the City Council an annual military equipment report for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use. The Department must also make each annual military equipment report publicly available on its internet website for as long as the military equipment is available for use. Additionally, the City Council must review the ordinance that it has adopted, approving of the funding, acquisition, or use of military equipment, at least annually, and vote on whether to renew the ordinance at a regular meeting. During the review process, the City Council must 344 of 829
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June 6, 2023
determine, based on the military equipment report, whether each type of military equipment in the report has complied with the standards for approval On May 1, 2023, the Pinole Police Department’s annual military equipment report was posted on the Department’s internet website and within thirty (30) days, the Department conducted a well-publicized public meeting concerning the renewal of the military equipment at issue in compliance with Government Code Section 7072(b).

On May 16, 2023, at a regularly scheduled City Council Meeting, a public hearing was held. The Department presented its Annual Military Equipment Report (May 2022-April 2023) and the Department’s Military Equipment Funding, Acquisition and Use Policy 707 to Council for approval. The City Council received a presentation and staff report to introduce and conduct a first reading of the proposed ordinance to approve and renew Chapter 2.60 to the Pinole Municipal Code adopting the Policy in compliance with AB 481. Four councilmembers voted affirmatively and one councilmember voted against.

The purpose of the proposed ordinance is to confirm City Council’s approval of the proposed Policy based upon approval of the Department’s annual report. If approved on second read, the ordinance and policy will go in to effect in thirty (30) days.

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

ATTACHMENTS
A. Staff Report dated May 16, 2023 (with attachments)
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CITY COUNCIL
REPORT
10A
DATE: MAY 16, 2023
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: LIEUTENANT JEREMY CRONE
SUBJECT: CONDUCT FIRST READING OF ORDINANCE

ADOPTING A MILITARY EQUIPMENT POLICY AND APPROVING
RENEWAL OF CHAPTER 2.60 “MILITARY EQUIPMENT POLICY”
OF THE PINOLE MUNICIPAL CODE; AND REVIEW OF 2022-2023
ANNUAL REPORT IN COMPLIANCE WITH AB 481

RECOMMENDATION
Staff recommends that the City Council conduct a public hearing, review and approve the 2022-2023 Pinole Police Department Annual Military Equipment Report, and waive full reading and introduce by title only an ordinance approving and re-adopting a Military Equipment Use Policy as Stated in Chapter 2.60 “Military Equipment Policy” of the Pinole City Municipal Code in compliance with AB 481.

BACKGROUND
On September 30, 2021, Governor Newsom signed into law Assembly Bill (AB) 481, to address the use of military equipment by law enforcement agencies in California. AB 481’s stated goals are to increase transparency, accountability and oversight related to the acquisition and use of military equipment by law enforcement agencies, as well as, to provide legally enforceable safeguards to protect the public’s welfare, safety, civil rights, and civil liberties before military equipment is funded, acquired, or used by local law enforcement agencies.

Effective January 1, 2022, AB 481, codified as Government Code sections 7070 et seq., requires that the City of Pinole Police Department (“Department”) adopt a written military equipment use policy approved by the City Council by way of an ordinance, prior to taking certain actions relating to the funding, acquisition, or use of military equipment as defined by the State legislature. Specifically, the Department must adopt a military equipment use policy approved by the City Council before the Department: (1) continues to use any military equipment acquired before January 1, 2022; (2) purchases, raises funds for, or acquires military equipment after January 1, 2022; or (3) collaborates with another law enforcement agency in the deployment or use of military equipment within the Department’s jurisdiction, or allows use of said equipment by any person not previously approved by Council. 346 of 829
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Under AB 481, the City Council may only approve the policy if it makes specific findings regarding the equipment including safeguards, cost effectiveness, reasonableness of use, and fiscal impact. Specifically, City Council must make all of the following findings:

1. The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

2. The policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.

3. If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

4. Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.

AB 481 (Government Code §7072) requires that the Department submit to the City Council an annual military equipment report for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use.

Additionally, the City Council must review the ordinance that it has adopted, approving of the funding, acquisition, or use of military equipment, at least annually, and vote on whether to renew the ordinance at a regular meeting. During the review process, the City Council must determine, based on the military equipment report, whether each type of military equipment in the report has complied with the standards for approval set forth in Government Code sections 7071(d)(1) and 7071(e)(2). If it determines a type of equipment identified in the report has not complied with the standards for approval, the City Council must either disapprove of the renewal of the ordinance or require modifications to the military equipment use policy in a manner that will resolve the lack of compliance.

Attachment A is the proposed ordinance. Attachment B is the 2022-2023 Annual Report, including the inventory list of military equipment the Department has and intends to use in the future that falls within the definition of “military equipment” under AB 481. Attachment C is the Department’s military equipment use policy.

DISCUSSION
AB 481 requires a law enforcement agency that receives approval for a military equipment use policy to submit to the City Council an annual military equipment report for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use. The law enforcement agency must also make each annual military equipment report publicly available on its internet website for as long as the military equipment is available for use. Government Code section 7072 (a) states that the annual report must include the following information:
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1. A summary of any complaints or concerns received concerning the military equipment.

2. The results of any internal audits or information about violations of the military equipment use policy. This includes any actions taken in response.

3. The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.

4. The quantity possessed for each type of military equipment.

5. If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

6. A summary of how the military equipment was used and the purpose of its use.

In compliance with the Government Code, the Department’s annual use report was released to the community, via the Department’s transparency portal on May 1, 2023 and provided to City Council. Within 30 days of submitting and publicly releasing its annual military equipment report, the Department is required hold at least one well-publicized and conveniently located public meeting, at which the general public may discuss and ask questions regarding the annual military equipment report and the law enforcement agency’s funding, acquisition, or use of military equipment. That meeting is being held concurrently with the presentation of this ordinance. The annual use report contains all the required elements of Government Code section 7072 (a) set forth above.

In addition, the Department is required to re-submit the previously approved policy for reapproval consideration, as an agenda item during open session. The previously approved policy is attached to this report (Exhibit C). The Department does not anticipate any significant change in the previously approved policy or previously authorized military equipment. At this time, the Department does not intend to acquire additional types of military equipment, however, future attempts to obtain new equipment will comply with procedures set forth in the Government Code and the approved military equipment policy; this includes a public hearing and City Council approval prior to acquisition. At this time, forecasted purchases for the Department in 2023 only include additional ammunition which need to be replenished after being used in either the field or training environments. All items needing to be replenished are included in the policy and attached inventory which were previously approved by the City Council.

Pinole City CouncilJune 6, 2023

Pinole City Council
June 6, 2023