Agenda packet — Pinole City Council, May 21, 2024 (part 4 of 5)

Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Revenue and Expenditure Summaries – All Funds
FY 2020/21
Actual
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Original
Budget
FY 2023/24
Revised
Budget
FY 2023/24
Actual Thru
Mar-24
FY 2023/24
Projected
Year-end
FY 2024/25
Proposed
Prop to Rev
Percent
Change
Fund: 327 - Parks Grants (Measure WW) Fund
Revenue
323 - State Grants - - - 189,758 189,758 - 189,758 - -100% 370 - Interest and Investment Income 83 (285) (283) - - 376 376 - 0% Revenue Total: 83 (285) (283) 189,758 189,758 376 190,134 - Expenditures
Division: 345- Park Maintenance Total: - - 193,383 - - 183 183 - 0% Expenditure Total: - - 193,383 - - 183 183 - 0%
Fund: 327 - Parks Grants (Measure WW) Fund Net Res 83 (285) (193,666) 189,758 189,758 193 189,951 - Fund Balance, July 1 25,437 25,521 25,236 (168,429) (168,429) (168,429) 21,522 Fund Balance, June 30 25,521 25,236 (168,429) 21,329 21,329 21,522 21,522 Fund: 377 - Arterial Streets Rehabilitation Fund
Revenue
322 - Federal Grants 41,275 541,463 - - - - - 0%
399 - Transfers In 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 0% Revenue Total: 250,000 291,275 791,463 250,000 250,000 250,000 250,000 250,000 0% Expenditures
Division: 342 - Road Maintenance Total: 236,007 1,029,962 80,213 758,624 758,624 8,066 758,624 895,000 18% Expenditure Total: 236,007 1,029,962 80,213 758,624 758,624 8,066 758,624 895,000 18% Fund: 377 - Arterial Streets Rehabilitation Fund Net Res 13,993 (738,687) 711,250 (508,624) (508,624) 241,934 (508,624) (645,000) Fund Balance, July 1 774,582 788,574 49,887 761,137 761,137 761,137 252,513 Fund Balance, June 30 788,574 49,887 761,137 252,513 252,513 252,513 (392,487) Fund: 500 - Sewer Enterprise Fund
Revenue
344 - Impact Fees - - - - - - - 0%
363 - Sewer Enterprise Charges 7,414,842 7,764,868 7,831,703 9,154,209 9,154,209 4,844,720 9,154,209 10,164,403 11% 370 - Interest and Investment Income 44,066 (196,765) 401,683 100,000 100,000 744,621 744,621 200,000 100% 383 - Reimbursements 22,234 3,046 - - - 42,000 42,000 - 0% 384 - Other Revenue 366 - - - - - - 0%
392 - Proceeds from Sale of Property 67,262 - - - 9,608 9,608 - 0% Revenue Total: 7,481,142 7,638,777 8,233,386 9,254,209 9,254,209 5,640,949 9,950,438 10,364,403 12% 399 - Transfers In from Section 115 Pension Fund - 0%
Sources Total 7,481,142 7,638,777 8,233,386 9,254,209 9,254,209 5,640,949 9,950,438 10,364,403 12% Expense
Division: 117 - General Government Total: 16,643 12,191 33,588 - - 17,477 17,477 - 0% Division: 641 - Sewer Treatment Plant/Shared Total: 4,355,345 4,718,679 3,774,932 9,791,938 9,791,938 3,283,525 6,685,341 11,902,136 22% Division: 642 - Sewer Collections Total: 1,055,212 1,295,873 1,332,177 12,785,925 12,785,925 1,102,670 4,002,925 24,161,670 89% Division: 643 - Sewer Projects/Shared Total: 4,275 - - - - - - 85,000 100% Division: 644 - WPCP Equipment/Debt Service Total: 621,332 596,719 576,372 1,607,476 1,607,476 518,292 1,607,476 1,611,568 0% Expense Total: 6,052,806 6,623,463 5,717,069 24,185,339 24,185,339 4,921,964 12,313,219 37,760,374 56% Fund: 500 - Sewer Enterprise Fund Net Results 1,428,336 1,015,314 2,516,317 (14,931,130) (14,931,130) 718,985 (2,362,781) (27,395,971) Fund Balance, July 1 14,291,969 15,720,305 16,735,619 19,251,937 19,251,937 19,251,937 16,889,155 Fund Balance, June 30 15,720,305 16,735,619 19,251,937 4,320,807 4,320,807 16,889,155 (10,506,816) Fund: 505 - Cable Access TV Fund
Revenue
314 - Franchise Taxes 25,359 21,934 18,756 52,972 26,486 12,950 26,486 26,486 0% 365 - Cable TV Charges 223,342 216,837 277,903 316,956 316,956 82,039 142,231 179,047 -44% 370 - Interest and Investment Income - 1,297 - - - - - - 0% 383 - Reimbursements 341 - - - - - - - 0%
384 - Other Revenue - - - 5,000 5,000 79 5,000 3,000 -40% 399 - Transfers In 174,853 197,184 222,755 160,124 160,124 - 160,124 160,124 0% Revenue Total: 423,895 437,252 519,414 535,052 508,566 95,068 333,841 368,657 -28% 399 - Transfers In from Section 115 Pension Fund - - - - - - - - 0% Sources Total 423,895 437,252 519,414 535,052 508,566 95,068 333,841 368,657 -28% Expense
Division: 119 - Cable Access TV Total: 391,792 306,964 346,275 473,459 473,459 288,935 385,247 831,771 76% Division: 120 - Cable Access-Community Services Total: - 72 1,713 1,713 150 1,713 - -100% Division: 121 - Cable Access-Contract Services Total: 132,383 156,258 206,884 206,884 139,697 186,262 - -100% Expense Total: 391,792 439,347 502,606 682,056 682,056 428,781 573,222 831,771 22% Fund: 505 - Cable Access TV Net Results 32,104 (2,095) 16,808 (147,004) (173,490) (333,713) (239,381) (463,114) Fund Balance, July 1 (35,235) (3,132) (5,227) 11,581 11,581 11,581 (227,800) Fund Balance, June 30 (3,132) (5,227) 11,581 (135,423) (161,909) (227,800) (690,915) Fund: 525 - Information Systems Fund
Revenue
393 - Debt Proceeds - 95,874 73,788 - - - - - 0%
399 - Transfers In - 196,169 - - - - - - 0%
Sources Total - 292,043 73,788 - - - - - 0%
Expense
Division: 118 - Information Systems Total: 702,008 792,558 1,277,727 1,513,621 1,629,662 1,124,235 1,618,704 1,529,418 -6% 461 - Indirect cost allocations (702,008) (696,684) (1,199,835) (1,513,621) (1,629,662) (1,120,968) (1,618,704) (1,529,417) -6% Expense Total: - 95,874 77,892 0 0 3,267 - 1 0%
Fund: 525 - Information Systems Net Results: - 196,169 (4,104) (0) (0) (3,267) - (1) Fund Balance, July 1 (196,169) (196,169) 0 (4,104) (4,104) (4,104) (4,104) 54

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Revenue and Expenditure Summaries – All Funds
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Revenue and Expenditure Summaries – General Fund Long-Term Financial Forecast

GENERAL FUND LONG-TERM FINANCIAL FORECAST
The City periodically updates its Long-Term Financial Plan (LTFP). As part of the LTFP, the City creates a long-term forecast of baseline General Fund revenues and expenditures. Below find the twenty-year General Fund forecast that will be incorporated into the next LTFP.
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Revenue and Expenditure Summaries – General Fund Long-Term Financial Forecast 58

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Revenue and Expenditure Summaries – General Fund Long-Term Financial Forecast 59

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Revenue and Expenditure Summaries – Budgeted Posi�ons

BUDGETED POSITIONS
Through the budget, the City Council authorizes the City’s hiring of employees to fill positions. Below find a table illustrating the positions included in the FY 2024/25 budget. 61

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Revenue and Expenditure Summaries – Budgeted Posi�ons
Department FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25

CITY MANAGER
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 0.00 0.00 0.00 0.00
Management Analyst 1.00 1.00 0.00 0.00 0.00
Assistant to the City Manager 0.00 0.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 0.20 0.20
Total Full-Time Equivalents (FTEs) 4.00 3.00 3.00 2.20 2.20

CITY CLERK
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 0.00 1.00 1.00 1.00 1.00
Administrative Assistant, part-time 0.48 0.48 1.00 1.00 1.00 Total Full-Time Equivalents (FTEs) 1.48 2.48 3.00 3.00 3.00

FINANCE DEPARTMENT
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 1.00 1.00 1.00 1.00 1.00
Accounting Specialist 1.00 1.00 1.00 1.00 1.00
Accounting Technician, part-time 0.48 0.48 0.48 0.00 0.00 Administrative Assistant 0.00 0.00 0.00 0.75 0.75
Total Full-Time Equivalents (FTEs) 3.48 3.48 3.48 3.75 3.75

HUMAN RESOURCES
Human Resources Director 0.00 1.00 1.00 1.00 1.00
Human Resources Analyst 0.00 0.00 1.00 1.00 1.00
Human Resources Specialist 1.00 1.00 0.00 0.00 0.00
Human Resources Technician 0.00 0.00 1.00 1.00 1.00
Administrative Assistant 0.00 0.00 0.00 0.05 0.05
Total Full-Time Equivalents (FTEs) 1.00 2.00 3.00 3.05 3.05

POLICE DEPARTMENT
SWORN
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00 2.00 2.00
Police Sergeant 6.00 6.00 7.00 7.00 6.00
Police Officer 19.00 19.00 20.00 20.00 21.00
Sub-total Sworn 28.00 28.00 30.00 30.00 30.00

NON-SWORN
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Community Safety Specialist 1.00 1.00 1.00 1.00 1.00
Community Service Officer 0.96 2.00 2.00 2.00 2.00
Crossing Guards, part-time/temporary 0.25 0.25 0.25 0.25 0.25 Dispatcher 11.00 11.00 10.00 10.00 10.00
Lead Dispatcher 1.00 1.00 2.00 2.00 2.00
Police Property Specialist 1.00 1.00 1.00 1.00 1.00
Police Records Specialist 2.00 2.00 2.00 2.00 2.00
Sub-total Non-Sworn 18.21 19.25 19.25 19.25 19.25
Total Full-Time Equivalents (FTEs) 46.21 47.25 49.25 49.25 49.25 62

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Revenue and Expenditure Summaries – Budgeted Posi�ons
Department FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25

FIRE DEPARTMENT
SWORN
Fire Chief 1.00 1.00 1.00 0.00 0.00
Battalion Chief 1.00 1.00 1.00 0.00 0.00
Fire Captain 3.00 5.00 5.00 0.00 0.00
Fire Engineer 3.00 3.00 3.00 0.00 0.00
Fire Fighter/Paramedic 3.00 3.00 6.00 0.00 0.00
Fire Fighter 3.00 3.00 0.00 0.00 0.00
Sub-total Sworn 14.00 16.00 16.00 0.00 0.00

NON-SWORN
Management Analyst 1.00 1.00 1.00 0.00 0.00
Sub-total Non-Sworn 1.00 1.00 1.00 0.00 0.00
Total Full-Time Equivalents (FTEs) 15.00 17.00 17.00 0.00 0.00

PUBLIC WORKS
Public Works Director 0.00 0.00 1.00 1.00 1.00
Development Services Director/City Engineer 0.50 1.00 0.00 0.00 0.00 Senior Project Manager 1.00 1.00 0.00 0.00 0.00
Capital Improvement and Environmental Program Manage 0.00 0.00 1.00 1.00 1.00 Associate Civil Engineer 0.00 0.00 1.00 1.00 1.00
Public Works Specialist 1.00 1.00 2.00 2.00 2.00
Management Analyst 0.00 1.00 1.00 1.00 1.00
Administrative Coordinator (Shared with CDD) 0.00 0.00 0.50 0.50 0.00 Public Works Manager 1.00 1.00 1.00 1.00 1.00
Public Works Maintenance Supervisor 2.00 3.00 3.00 3.00 3.00 Public Works Maintenance Workers 7.00 8.00 8.00 8.00 8.00 Park Caretaker 0.25 0.25 0.25 0.25 0.25
Treatment Plant Manager 1.00 1.00 1.00 1.00 1.00
Water Pollution Control Plant Operation Supervisor 1.00 1.00 1.00 1.00 1.00 WPCP Senior Operator 0.00 0.00 1.00 1.00 1.00
WPCP Operator 5.00 5.00 4.00 4.00 4.00
Environmental Analyst 1.00 1.00 1.00 1.00 1.00
Environmental Assistant 1.00 1.00 1.00 1.00 1.00
WPCP Maintenance Mechanic 1.00 2.00 2.00 2.00 2.00
Water Pollution Control Plant Intern 0.48 0.48 0.48 0.48 0.48 Total Full-Time Equivalents (FTEs) 23.23 27.73 30.23 30.23 29.73

COMMUNITY DEVELOPMENT
Development Services Director/City Engineer 0.50 0.00 0.00 0.00 0.00 Community Development Director 0.00 1.00 1.00 1.00 1.00 Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 1.00 0.00 0.00 0.00
Building Official 0.00 0.00 1.00 1.00 1.00
Building Inspector 1.00 1.00 0.00 0.00 0.00
Building Inspector I/II 0.00 0.00 1.00 1.00 1.00
Code Enforcement Officer 1.00 1.00 0.00 0.00 0.00
Code Enforcement Officer I/II 0.00 0.00 1.00 1.00 1.00
Permit Technician 2.00 2.00 0.00 0.00 0.00
Permit Technician I/II/III 0.00 0.00 2.00 2.00 2.00
Administrative Coordinator (Shared with Public Works) 0.00 0.00 0.50 0.50 0.00 Total Full-Time Equivalents (FTEs) 6.50 7.00 7.50 7.50 7.00 63

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Revenue and Expenditure Summaries – Budgeted Posi�ons
Department FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25

COMMUNITY SERVICES DEPARTMENT

RECREATION
Community Services Director 0.00 1.00 1.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Food Services Specialist 0.00 0.00 0.00 0.00 0.75
Cook, part-time/regular 0.75 0.75 0.75 0.75 0.00
Recreation Coordinator 2.60 2.60 3.50 3.50 3.50
Recreation Leader 2.88 2.88 2.88 2.88 3.51
Recreation Leader [Tiny Tots] 1.13 1.13 1.13 1.13 0.00
Rental Facility Custodian, part-time/temporary 1.65 1.65 1.65 1.65 1.65 Senior Recreation Leader 1.50 1.50 1.50 1.50 2.00
Total Full-Time Equivalents (FTEs) 11.50 12.50 13.40 13.40 13.41

PINOLE COMMUNITY TELEVISION (PCTV)
Cable Access Coordinator 1.00 1.00 1.00 1.00 1.00
Cable Access Technician 1.00 1.00 1.00 1.00 1.00
Cable Equipment Operators 0.75 0.75 0.75 0.75 0.75
Total Full-Time Equivalents (FTEs) 2.75 2.75 2.75 2.75 2.75 GRAND TOTAL ALL DEPARTMENTS 115.15 125.19 132.61 115.13 114.14 64

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Revenue and Expenditure Summaries – Labor Alloca�ons
Labor Cost Alloca�ons ($)
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Revenue and Expenditure Summaries – Labor Alloca�ons
Labor Cost Alloca�ons (%)
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Department Budgets
Department Budgets
This section contains detailed information for the City’s organizational units, its departments. The budget summaries illustrate how the City’s various funding sources are allocated to individual departments to fund their specific activities and programs.

The department sections are arranged in the following order:
• Elected Officials
o City Council
o City Treasurer
• Appointed Officials
o City Manager
o City Attorney
o City Clerk
• Administration
o Finance
o Human Resources
• Public Safety
o Police
o Fire
• Public Works
• Community Development
• Community Services
• General Government
The following information is provided below in each department budget section:
• Mission;
• Major services and functions;
• FY 2023/24 key accomplishments;
• FY 2025/25 key priorities and projects;
• Significant special projects for FY 2025/26 – FY 2028/29; • Major changes in FY 2024/25 budget;
• Position summary;
• Budget summaries at the department and division levels; and • Major non-personnel expense details.
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Department Budgets
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Department Budgets – City Council

CITY COUNCIL
Mission
The mission of the City Council is to use the tools at its disposal to create a safe, healthy, and prosperous community. In February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025, which contained the following vision, mission, and goals for the City.

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

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

Goals

1. Safe and Resilient

2. Financially Stable

3. Vibrant and Beautiful

4. High Performance
Major Services and Functions
The primary role of the City Council is to create local laws to support a safe, healthy, and prosperous community. The City Council also creates a vision and goals for the community, approves policies for the conduct of municipal affairs, and appropriates City funds through the budget process to support City programs and services. The City Council holds regularly scheduled meetings, hearings, and study sessions to receive citizens’ input and conduct the City's business in a public forum. Council Members represent the City at local, regional, and State organizations. The five-member City Council is elected at large and serves four-year overlapping terms. The City Council appoints one of its members to serve as the Mayor each year. The City Council also serves as the governing body of the Successor Agency to the Pinole Redevelopment Agency (“Successor Agency”), and appoints members of the community to serve on various boards and commissions. The City Council appoints three City officers: the City Manager, City Attorney, and City Clerk.

FY 2023/24 Key Accomplishments
• Recognized numerous individuals, community organizations, and causes for their contributions to Pinole and society
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Department Budgets – City Council
• Analyzed and approved a new five-year fire and emergency medical service agreement with the Contra Costa County Fire Protection District ("Con Fire") • Researched a potential local ballot measure to transition to a charter city and establish an increased real property transfer tax (RPTT) • Approved an Economic Development Strategy
• Approved a Communication and Engagement Plan
• Adopted a new City of Pinole Local Roadway Safety Plan (LRSP) • Approved a new 223-unit multifamily housing development on Fitzgerald Avenue ("Pinole Vista" apartment complex)
• Approved a preliminary design for the replacement of the San Pablo Avenue bridge between Pinole and Hercules
• Provided direction on and authorized the submittal of the draft 2023-2031 Housing Element Update
• Provided direction to staff on new City events, such as a Pinole Pride (civic/anniversary and LBGT) event in June 2023
• Provided direction on safety improvements on the Tennent Avenue corridor • Established a Project Labor Agreement (PLA) Ad Hoc Subcommittee • Improved the capital planning process by providing direction to staff on a capital projects prioritization methodology
• Authorized the sale of surplus City properties
• Adopted resolutions taking positions on key policy issues • Adopted ordinances changing City laws on certain key issues • Appropriated funding for a new Property and Facilities Master Plan • Provided funding and direction on transportation safety capital projects FY 2024/25 Key Priorities and Projects
• Create new or updated ordinances to support a safe, healthy, and prosperous community
• Continue to recognize individuals, organizations, and causes through proclamations and resolutions
• Continue to advocate for the City in regional and State policy matters • Continue to review and approve City policies and service models that will improve City efficiency and effectiveness
• Provide leadership and oversight of the implementation of the Strategic Plan • Consider development applications that will improve the community • Provide direction and adopt updates to the City General Plan Safety and Health and Environmental Justice elements
• Create an updated Long-Term Financial Plan that determines how to address the City’s unfunded liabilities
• Establish a process to quickly respond to advocacy opportunities regarding proposed State legislation
• Direct staff on the redevelopment of “Community Corner” (lot at the corner of San Pablo Avenue and Tennent)
• Review City’s use of its Section 115 Pension Trust
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Department Budgets – City Council
• Continue to expand relationships with elected officials in neighboring cities, special districts, and at the State and federal levels
Significant Special Projects for FY 2025/26 through FY 2028/29 • Create new or updated ordinances to support a safe, healthy, and prosperous community
Major Changes in FY 2024/25 Budget
There are no major changes in the FY 2024/25 budget compared to the FY 2023/24 budget.

Position Summary
There are no staff positions budgeted for the City Council department. Support to the City Council is provided by City staff budgeted in other departments, such as the City Manager, City Attorney, City Clerk, and others.
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Department Budgets – City Council

CITY COUNCIL BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 215,904 200,496 137,531 215,412 223,022 7,610 3% Measure S 2014 - 106 - 9,202 - - - - 0%
Total 215,904 209,697 137,531 215,412 223,022 7,610 3%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages -401 48,302 45,581 24,797 33,750 33,750 - 0% Employee Benefits - 410 53,393 42,818 35,906 42,550 56,753 14,203 25% Total Personnel 101,696 88,399 60,702 76,300 90,503 14,203 16% Services and Supplies
Professional & Administrative Services - 135,565 139,226 71,278 140,355 148,855 8,500 6% Other Operating Expenses -43 921 1,384 914 1,030 1,030 - 0% Total Services and Supplies 136,486 140,609 72,192 141,385 149,885 8,500 6% Capital Outlay
Asset Acquisition/Improvement - 47 130 - 15,000 15,000 - (15,000) -100% Total Capital Outlay 130 - 15,000 15,000 - (15,000) -100% Indirect Cost Allocations
Administrative Credits - 46121 (24,463) (21,392) (13,249) (19,675) (19,579) 96 0% General Liability Insurance - 46201 2,054 2,082 2,886 2,402 2,213 (189) -9% Total Indirect Cost Allocations (22,408) (19,311) (10,363) (17,273) (17,366) (93) 1% Total 215,904 209,697 137,531 215,412 223,022 7,610 3%

EXPENDITURES BY PROGRAM
City Council - 110 215,904 209,697 137,531 215,412 223,022 7,610 3% Total 215,904 209,697 137,531 215,412 223,022 7,610 3%
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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ - $ 10,000
City Council Retreat/Planning Workshop $ 10,000
42201 Office Expense $ 500 $ 500
4230X Travel and Training $ 25,380 $ 25,380
ABAG Delegate $ 250
CCC Mayor's Conference monthly dinners (24 @ $70) 1,680 Council Member 1 Discretionary Travel/Training Allocation 4,250 Council Member 2 Discretionary Travel/Training Allocation 4,250 Council Member 3 Discretionary Travel/Training Allocation 4,250 Council Member 4 Discretionary Travel/Training Allocation 4,250 East Bay Division meetings (12 @ $50) 600
Mayor Discretionary Travel/Training Allocation 4,250
Mayor travel expenses 600
Other identified City sponsored events 250
Various dinners/award ceremonies 750
42401 Memberships $ 21,785 $ 23,485
ABAG dues $ 5,500
Contra Costa Mayor's Conference membership & exp. 1,400 LAFCO dues 6,300
League of CA Cities 7,685
League of California Cities East Bay Division 400
National League of Cities 1,700
Other Memberships 500
42514 Special Department Expense $ 92,690 $ 89,490
City Council meetings recorded by PCTV $ 56,490
Mayoral Celebration expense 400
Misc. supplies and food for meetings 1,000
Other special department expenses 1,000
Stipends for High School Student Internship Program (up to 5 @ $500 per month 30,000 West County Mayor's Breakfast meetings 600
Total Professional/Administrative Services $ 148,855
4310X Utilities $ 1,030 $ 1,030
Gas/Electric $ 980
Water 50
47103 Furniture $ 15,000 $ -
Council office furniture $0
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Department Budgets – City Council
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Department Budgets – City Treasurer

CITY TREASURER
Mission
The mission of the City Treasurer is to, in collaboration with the Finance Director, ensure that all City funds are received, deposited, disbursed, and invested effectively in accordance with the City’s Investment Policy and Generally Accepted Accounting Principles (GAAP).

Major Services and Functions
The City Treasurer provides input to the Finance Director on quarterly investment reports that the Finance Director creates for the City Council. The reports include reconciled bank balances, the type and amount of investments and deposits of City funds, the institution in which these deposits are made, market values, maturity dates, and rates of interest. In addition, the City Treasurer reviews the weekly check run and is one of the authorized City counter signatories of checks in an amount of $5,000 or greater. The City’s Investment Policy prioritizes safety, liquidity, and yield. The City Treasurer is an elected position and serves a four-year term.

FY 2023/24 Key Accomplishments
• Collaborated with the Finance Director to provide quarterly investment reports to the City Council and to achieve the Investment Policy priorities of safety, liquidity, and yield
• Collaborated with the Finance Director to ensure that all City funds were received, deposited, disbursed, and invested effectively in accordance with the City’s Investment Policy and GAAP
FY 2024/25 Key Priorities and Projects
• Continue to collaborate with the Finance Director on investment management and treasury functions
Major Changes in FY 2024/25 Budget
There are no major changes in the FY 2024/25 budget compared to the FY 2023/24 budget.

Position Summary
There are no staff positions budgeted for the City Treasurer department. Support to the City Treasurer is provided by City staff budgeted in other departments, primarily the Finance Department.
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CITY TREASURER BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 8,375 8,268 7,358 8,727 9,990 1,263 13% Total 8,375 8,268 7,358 8,727 9,990 1,263 13%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 8,427 7,306 2,216 3,000 3,000 - 0% Employee Benefits - 410 1,197 2,860 5,574 7,410 7,309 (101) -1% Total Personnel 9,624 10,166 7,790 10,410 10,309 (101) -1% Services and Supplies
Professional & Administrative Services -
42 911 459 544 760 760 - 0%
Total Services and Supplies 911 459 544 760 760 - 0%
Indirect Cost Allocations
Admin Credits - 46121 (2,341) (2,542) (1,233) (2,656) (1,276) 1,380 -108% General Liability Insurance - 46201 182 185 257 213 197 (16) -8% Total Indirect Cost Allocations (2,160) (2,357) (976) (2,443) (1,079) 1,364 -126% Total 8,375 8,268 7,358 8,727 9,990 1,263 13%

EXPENDITURES BY PROGRAM
City Treasurer - 113 8,375 8,268 7,358 8,727 9,990 1,263 13% Total 8,375 8,268 7,358 8,727 9,990 1,263 13%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42301 Travel & Training $ 400 $ 400
Misc. training $ 400
42401 Memberships $ 110 $ 110
CSMFO Dues $ 110
42506 Bonds $ 250 $ 250
Bond for City Treasurer position $ 250
Total Professional/Administrative Services $ 760
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CITY MANAGER
The City Manager department is comprised of the following divisions:
• Administration and Programs; and
• Information Technology
Mission
The mission of the City Manager’s office (department) is to support the City Council in its policy development and to oversee all City staff and operations to ensure efficient and effective service delivery.

Major Services and Functions
The City of Pinole is organized under a “council-manager” form of operation. This form of operations consists of an elected City Council that is responsible for policymaking and a professional City Manager, appointed by the Council, who is responsible for carrying out the policies of the Council and overseeing City operations. In addition to overseeing City operations, the City Manager’s office also performs or coordinates some specific functions on behalf of the entire City organization, including the following:
• Communication and engagement
• Intergovernmental relations
• Information technology
• Strategic planning and organizational assessment
The Information Technology Division maintains hardware and software throughout the City organization. The Division collaborates with other City departments to conduct business process re-engineering and to select and implement appropriate technology to meet City needs. The Division manages information services citywide. The City contracts with a private firm, Precision IT Consulting, for managed IT services, including network administration, security, equipment and software maintenance, and end user support.

Precision IT provides two full-time on-site technicians to address short-term and longterm work requests.

FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Supported the City Council in its development of policy on key community issues • Supported City departments in the implementation of a number of process improvements and new policies
• Worked with local, regional, State, and federal agencies to advance Pinole's interests
• Created written policies and procedures on numerous administrative matters 77

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• Initiated an internal diversity, equity, and inclusion (DEI) program Strategic Plan Strategies
• Successfully supported the transition of the Pinole Fire Department to be operated under Contra Costa Fire Protection District
• Implemented many IT projects, including significantly improving network security • Implemented a Communication and Engagement Plan, which is a Strategic Plan strategy
• Expanded communication and engagement with the community through the use of new tools and techniques
• Increased engagement with community and civic organizations, neighboring cities, and special districts
• Launched a new website Content Management System (CMS) and mobile application
FY 2024/25 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Assess City operations and implement improvements for diversity, equity, and inclusion (DEI)
Strategic Plan Strategies
• Complete the Strategic Plan strategy of developing an interagency legislative advocacy program (Goal 4, Strategy 7)
• Complete priority projects as outlined in the 2021/22-2025/26 Information Technology (IT) Plan
Significant Special Projects for FY 2025/26 through FY 2028/29 • Complete Strategic Plan strategies
Major Changes in FY 2024/25 Budget
The City Manager department Administration and Programs division budget for FY 2023/24 includes funding for Diversity, Equity, and Inclusion (DEI) consulting, intergovernmental affairs consulting, grant management consulting, and communication and engagement consulting, all related to high-priority City initiatives in these areas. The Information Technology division budget includes a number of projects identified in the City’s IT Plan.

Position Summary
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Position 2020/21 2021/22 2022/23 2023/24 2024/25
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 0.00 0.00 0.00 0.00
Management Analyst 1.00 1.00 0.00 0.00 0.00
Assistant to the City Manager 0.00 0.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 0.20 0.20
Total 4.00 3.00 3.00 2.20 2.20
Note that the Administrative Assistant position has been partially allocated to other departments in FY 2023/24 and FY 2024/25 to reflect their primary tasks, including with the Finance Department, more clearly.
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CITY MANAGER BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 527,117 567,995 394,909 602,710 666,000 63,290 10% Total 527,117 567,995 394,909 602,710 666,000 63,290 10%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 362,626 443,050 442,002 505,525 531,071 25,546 5% Overtime - 402 1,714 3,813 4,686 177 342 165 48%
Employee Benefits - 410 297,436 320,989 166,323 324,181 296,052 (28,129) -10% Total Personnel 661,777 767,852 613,011 829,883 827,465 (2,418) 0% Services and Supplies
Professional & Administrative Services -
42 175,750 164,870 50,621 200,230 186,784 (13,446) -7%
Other operating Expenses - 43 1,278 1,892 1,254 1,425 1,425 - 0% Total Services and Supplies 177,028 166,762 51,874 201,655 188,209 (13,446) -7% Indirect Cost Allocations
Admin Credits - 46121 (338,727) (396,897) (312,198) (464,816) (384,512) 80,304 -21% General Liability Insurance - 46201 25,861 29,629 42,221 35,988 34,838 (1,150) -3% Total Internal Cost Allocations (312,866) (367,268) (269,977) (428,828) (349,674) 79,154 -23% Capital Outlay
Asset Acquisition/Improvement - 47 1,176 649 - - - - 0% Total Capital Outlay 1,176 649 - - - - 0%
Total 527,117 567,995 394,909 602,710 666,000 63,290 10%

EXPENDITURES BY PROGRAM
City Manager - 111 527,117 567,995 394,909 602,710 666,000 63,290 10% Total 527,117 567,995 394,909 602,710 666,000 63,290 10%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 156,750 $ 174,000
Communication and Engagement Consulting $ 40,000
EOP Training (citywide) 40,000
DEI Consulting 40,000
Graphic Art Services 6,000
Misc. Consulting 20,000
Procurement and Research Services 28,000
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42107 Equipment Maintenance $ 100 $ 100
$ 100
42201 Office Expense $ 29,055 $ 35,955
Copier Supplies $ 1,000
Mass Mailing Services 17,255
Misc Office Expense 800
Office Supplies 8,000
Other Office Expenses 5,000
Outreach Materials (branded) 3,500
42203 UPS/FedEx/Misc Shipping 400
4230X Travel and Training $ 7,300 $ 7,300
League of Cities or Other Trainings $ 1,600
Mayor's Conference monthly dinners 600
Miscellaneous Meetings 1,200
Other Misc. Training 1,500
League of Cities or other training related travel 2,400 42401 Memberships $ 3,875 $ 3,875
Bay Area News Group Subscription $ 550
CAPIO Membership 200
CCC Public Managers Association 500
CCMF Membership 200
ICMA Membership 2,150
MISAC Membership 200
Municipal Management Association (MMANC) 75
42506 Bonds $ 350 $ 350
Bonds (CM & ACM) $ 350
42514 Special Department Expense $ 2,800 $ 2,400
Flowers for funerals and Special Occations $ 300
Miscellaneous 2,000
Notary Fees and Supplies 100
Total Professional/Administrative Services $ 223,980
4310X Utilities $ 1,425 $ 1,425
43103 Gas/Electric $ 1,300
43102 Water 125
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INFORMATION SYSTEMS BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 548,604 901,644 677,721 1,090,314 1,039,133 (51,181) -5% Measure S-2014 Fund - 106 - - - - - - #DIV/0!
Recreation Fund - 209 55,886 70,113 61,834 117,529 131,297 13,768 10% Building and Planning Fund - 212 46,877 139,817 261,024 227,773 174,721 (53,053) -30% Sewer Enterprise Fund - 500 53,850 75,936 74,676 140,834 161,225 20,391 13% Cable Access TV Fund - 505 23,910 35,051 72,807 92,252 65,890 (26,363) -40% Total 729,127 1,222,561 1,148,061 1,668,703 1,572,265 (96,438) -6%

EXPENDITURES BY CATEGORY
Services and Supplies
Professional & Administrative Services -
42 463,062 716,266 896,481 1,213,881 1,169,699 (44,182) -4% Other Operating Expenses - 43 197,415 221,846 147,321 201,726 149,966 (51,760) -35% Total Services and Supplies 660,476 938,111 1,043,802 1,415,607 1,319,665 (95,942) -7% Capital Outlay
Asset Acquisition/Improvement - 47* 107,122 217,868 80,433 217,655 209,754 (7,901) -4% Total Capital Outlay 107,122 217,868 80,433 217,655 209,754 (7,901) -4% Debt Service
Debt Principal - 48101 23,255 108,731 - - - - 0%
Debt Interest - 48102 1,705 13,017 - - - - 0%
Total Debt Service 24,960 121,748 - - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 32,443 22,726 27,092 39,042 42,847 3,805 9% Information Systems (IS) Charges - 46124 (729,127) (1,222,561) ######## (1,668,704) (1,572,264) 96,439 -6% Total Indirect Cost Allocations (696,684) (1,199,835) ######## (1,629,662) (1,529,417) 100,244 -7% Total 95,874 77,892 3,267 3,600 2 (3,598) 0%

EXPENDITURES BY PROGRAM
Information Systems - 118 800,041 1,300,453 1,151,327 1,672,304 1,572,266 (100,038) -6% Total 800,041 1,300,453 1,151,327 1,672,304 1,572,266 (100,038) -6% *See CIP
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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 614,550 $ 633,055
ClientFirst Trackit Support $ 75,000
Cybersecurity Assessment 15,000
Fiber Replacement Youth/Senior Center/Corp yard 60,000
Labor to Update Versatile Software (carryover) 2,000
Misc. IT Consulting/projects/assessment (carryover) 25,000 Precision IT Managed Services 396,500
VOIP System Implementation & Training 14,135
Website CMS Update 45,420
42105 Network Maintenance $ 75,344 $ 77,951
Network servers and hardware maintenance, including professional callouts.

AWS hosting for Smart Geotech $ 1,910
Contra Costa County ACCJIN Network Fee 30,158
Data backup protection for City Hall servers 13,045
Data backup protection for Public Safety servers 10,927 Firewall Maintenance for Public Safety 1,638
Sophos Firewall Annual Maintenance & Support CH 3,801
Sophos Endpoint Protection for workstations and servers 10,601 Website Annual Hosting 4,560
Wi-Fi Service 1,312
42106 Software Maintenance $ 330,582 $ 260,186
Adobe software for PCTV $ 646
Applicant Tracking System (NeoGov) 6,000
Axon Cloud Storage for PD body cameras 16,391
CrimeView desktop support 3,277
Critical Reach maintenance 545
ESRI- Ainfo, Aedito, Aview maintenance 21,855
FileOnQ Support & maintenance 3,596
Form 700 e-submission Software 3,500
Laserfiche Annual Maintenance/License 16,148
OCV LLC Mobile Application 9,990
Onboarding System License (NeoGov) 10,000
PD Computer Mgmt. Software 2,403
Public Records Management 6,180
Public Input Engagement Software 15,575
RecDesk Software 5,562
Scala License for PCTV 2,001
Selectron Software Annual 12,000
Trackit Software Annual 51,292
Tyler Incode License & Maintenance 68,000
Versatile Express & Retention Support (Zasio) 4,506
Zoll Fire RMS Support (Station 73) 720
42107 Equipment Maintenance $ 48,252 $ 48,252
Copier Lease and Maintenance (Xerox) $ 45,131
Mailing System Meter Lease (Pitney Bowes) 2,060
Printer Repair Service 1,061
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42203 Shipping and Mailing $ 9,779 $ 18,110
Citywide Postage & Shipping $ 16,000
Postage Equipment 2,110
42510 Software Purchase & Subscriptions $ 131,774 $ 132,145 Adobe Acrobat $ 19,000
Agenda Management Software 19,491
Canva Teams Subscription 1,500
Copware Site License 300
Docusign Subscription 22,000
Livescan maintenance 10,609
ManageEngine MDM (PD) 745
Microsoft Visio 300
Mobile Devise management 3,000
Office 365 G3 License (150 Licenses) 36,000
PD background checks (TLO, Transunion) 1,400
Pinole Municode 500
Realquest maintenance 9,000
Zoom Licenses (21 users, 4 webinar) 8,300
Total Professional/Administrative Services $ 1,169,699
43101 Communications $ 201,726 $ 149,966
AT&T voice service $ 17,704
Global Wireless Communications 1,400
Tiny Tots solar 618
Verizon cell service 64,915
VOIP Telecom Service 30,729
43105 Cable 2,500
43106 Citywide Internet Services 22,500
43106 Internet service for the Corp Yard 9,600
47102 Computer Equipment $ 217,655 $ 209,754
36" Monitor for Plan Review Kiosk $ 3,200
City Hall UPS Refresh 7,400
Conference Room Monitors and Computers 4,452
Emergency Power to City Hall 20,000
Firewall Replacement (CH & Public Safety) 25,000
iPad for Building Inspection 1,100
Livescan Machine Replacement 6,000
New Laptops 3,600
Refresh EOC System 26,852
Replace 51 workstations 109,650
Senior Center Check-in Kiosk 2,500
MEASURE S - 2014 FUND - 106
42510 Software Purchase & Subscriptions $ 3,600 $ -
Laserfiche Software training carryover $ -
47201 Improvements/Building $ - $ -
IN2102 Municipal Broadband Feasibility $ -

INFORMATION SYSTEMS CHARGES FOR COMMUNICATION & TECHNOLOGY 46124 IS Charges for Communication & Technology $ (1,668,704) $ (1,572,264) Finance [100-115] $ (9,643)
General Government [100-117] (386,598)
Police Services [100-222] (422,555)
Police Dispatch [100-223] (71,919)
Fire [100-231] (3,341)
Public Works [100-341] (139,655)
Code Enforcement [100-465] (5,421)
Community Services [209-551] (131,296)
Planning [212-461] (8,621)
Development Services [212-462] (166,100)
Sewer WPCP [500-641] (82,795)
Sewer Collection (CY) [500-642] (78,430)
PCTV [505-119] (65,890)
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PINOLE COMMUNITY TELEVISION
The PINOLE COMMUNITY TELEVISION is a division of Community Services. PCTV is comprised of the following subdivisions:
• Administration and Programs: and
• Public Broadcasting
Mission
The mission of Pinole Community Television (PCTV) is to provide quality video recording, production, and broadcasting and video and audio services to the City, other organizations, and the community.

Major Services and Functions
PCTV operates the City’s public, educational, and governmental (PEG) cable television program, which involves broadcasting the City’s public meetings and recording, producing, and broadcasting a limited number of significant community events on the local television channels dedicated by City’s franchise cable television providers:

Comcast (channels 26 and 28) and AT&T Uverse (channel 99 submenu Pinole Community TV).

Through PEG, PCTV broadcasts content to the community on its dedicated local cable channels, via live stream on the City website and the City’s mobile app. The division supports the community by broadcasting content that is accessible, independent from political and commercial influence, and distinctively local. PCTV holds a key role in broadcasting important public safety information, and in the event of an emergency, through our regional broadcast systems.

PCTV provides audio, visual, and production services to City departments. PCTV is responsible for the operation, maintenance and storage of the portable movie screen that is used for movies in the park events. PCTV frequently works with the City Manager department on communications-related services and projects.

PCTV has service agreements with other public agencies (El Cerrito, Benicia, and WestCAT) to record, produce, and broadcast those agencies’ public meetings. In addition, the division also provides recording and production services to private parties on a fee for service basis.

The department generates revenue primarily through internal billing of services provided to City departments, franchise fees, contract service fees, donations, and community service fees.

FY 2023/24 Key Accomplishments
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Baseline Work (Including Staff-Initiated Special Projects) • PCTV staff continues to maintain operations.
• Completed and initiated the Pinole Drone policy and began documenting Pinole through the use of the donated drone.
• Initiated the conversion of the Pinole Council Chambers to High-Definition (HD) quality.
• Completed a full year of The Beat of Pinole a Mayoral update broadcast and continued production of monthly episodes.
• Expanded training for the PCTV Part Time Staff.
• Managed the resources to facilitate the Movies in the Park. • Initiated E-waste management of tools that have outlived their useful life expectancy.
• Covered and broadcasted National Night Out, Tree lighting ceremony, The Pinole Classic Car Show, Pride Day, Earth Day, Pinole Pride. • Furthered use of the Zoom format and adapted for hybrid meetings supporting all public Pinole meetings with live and an on-air replay for City Council, Planning Commission and other City meetings
• Continued integration of live YouTube simulcasting of all meetings including Closed Captioning in the YouTube replay services.
• Converted the Council Chambers back to in person meetings with Zoom interface for consultants, staff, public, and Council as needed.
• Successfully transitioned to council meeting livestream using agenda, meetings, and minutes software (CivicClerk) and implemented chapter bookmarking through the new software.
• Reviewed and updated hourly rates and fees. Created a PCTV Fee Calculation reference sheet.
• Revised the PCTV Manual.

Strategic Plan Strategies
• Successfully supported the Communication and Engagement Plan, needs of the City of Pinole with the Beat of Pinole.
• Implemented IT storage management recovering over a TB of space on the main Pinole City network.

FY 2024/25 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Maintain PCTV’s on air status and coverage of Pinole Government meetings. • Hire and train two cable technicians.
• Replace obsolete equipment and dispose of e-waste
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• Update existing outdated equipment allowing for High Definition (HD) Wide Screen resolution pending Comcast’s upgrade of their system.
• Create a master plan for PCTV to define mission, activities, staffing, equipment, and fee structure.
• Hire a consulting firm to evaluate the entire broadcasting network system to include use of new technology for efficiency and effective broadcasting.

Strategic Plan Strategies
• Provide media (photography and videography) services to the City of Pinole to enhance communications.

Significant Special Projects for FY 2025/26 through FY 2028/29 • Perform a community needs assessment to identify broadcast, programming, community media, production (and other) services and programs desired by the community.
• Convert the full pass-through configuration of the PCTV channels to HD in both the Council Chambers and the PCTV Master Control (MC).
• Acquire and integrate the necessary hardware for the HD conversions. • Acquire content distribution software to increase PCTV viewership via media streaming channels.
• Facilitate the projector/screen replacement and camera in the council chambers. • Revise and implement the PCTV sponsorship program to generate funding for PEG-related activities.

Major Changes in FY 2024/25 Budget
The exponential need to replace costly equipment that has far outlived its useful life expectancy prompted PCTV to create the FY 2024/25 budget by sourcing unused PEG funds that date back to 2016. PEG funds are either franchise equipment funds or PEG fees that were not expended for PEG uses in prior years, but are designated to be used specifically for Public, Educational, or Governmental access related expenses.

PCTV has created a three-year equipment plan to fund the conversion to HD and replace items that have outlived their useful life expectance. The plan includes the upgrading of the display wall or projector screen to a video display wall system, replacement of the Character Generators (graphics for live coverage, meetings), wireless audio systems for the Chambers, updated assisted listening systems meeting the ADA requirements, editing tools, a variety of HD components, and the replacement of the Master Control systems updated with Closed Captioning and improved streaming solutions. The plan also includes enhancements to mobile production equipment that will improve coverage of City and community events.

PCTV has reconciled revenue entries to reflect the current client base which has resulted in decreased revenue projections for FY 2024/25. In 2023, due to unforeseen 87

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circumstances, one of PCTV’s clients did not renew its contract. PCTV is working on a service agreement template that can be used for fee-for-service requests that will allow for greater flexibility for future clients. PCTV is also working to add value to its existing services by expanding viewership to internet streaming channels (such as Apple TV) and by providing high-definition and high quality video production with newer equipment.

Lastly, PCTV will be revising its sponsorship program to supplement funding support for the production of high-quality public, educational, and governmental access related programming and related expenses for the benefit of the Pinole community. PCTV aims to launch the revised sponsorship program by the end of Q1 of FY 2024/25.

Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
Cable Access Coordinator 1.00 1.00 1.00 1.00 1.00
Cable Access Technician 1.00 1.00 1.00 1.00 1.00
Cable Equipment Operators,
PT/Temp 0.75 0.75 0.75 0.75 0.75
Total 2.75 2.75 2.75 2.75 2.75
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CABLE ACCESS TV

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2022/23 FY 2024/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
Cable Access Television Fund - 505 439,347 502,606 428,781 682,056 831,771 149,716 18% Total 439,347 502,606 428,781 682,056 831,771 149,716 18%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages -401 195,973 225,354 171,732 226,479 251,100 24,621 10% Overtime - 402 936 1,218 1,248 4,000 4,044 44 1%
Employee Benefits - 410 146,254 172,981 140,915 178,382 227,748 49,366 22% Total Personnel 343,163 399,553 313,895 408,861 482,892 74,031 15% Services and Supplies
Professional & Administrative Services - 42 -174 10,052 674 81,019 52,170 (28,849) -55% Other Operating Expenses - 43 3,382 6,995 5,590 6,818 6,818 - 0% Materials & Supplies - 44 142 128 - 350 350 - 0%
Total Services and Supplies 3,350 17,174 6,264 88,187 59,338 (28,849) -49% Capital Outlay
Asset Acquisition/Improvement - 47 24,709 14,063 1,230 50,387 207,005 156,618 76% Total Capital Outlay 24,709 14,063 1,230 50,387 207,005 156,618 76% Indirect Cost Allocations
Admin Credits - 46121 (132,383) (145,623) (119,609) (157,964) - 157,964 -100% Admin Debits - 46122 164,826 167,113 135,933 183,931 - (183,931) -100% IS Charges - 46124 23,910 35,051 72,807 92,252 65,890 (26,363) -40% Legal Charges - 46126 330 784 - - - - 0%
General Liability Insurance -46201 11,442 14,492 18,262 16,402 16,647 245 1% Total Indirect Cost Allocations 68,125 71,816 107,392 134,621 82,537 (52,085) -63% Total 439,347 502,606 428,781 682,056 831,771 149,716 18%

EXPENDITURES BY PROGRAM
Cable Access Television 439,347 502,606 428,781 682,056 831,771 149,716 18% Total 439,347 502,606 428,781 682,056 831,771 149,716 18% [1] PEG funded
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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 66,256 $ 37,000
Marketing Strategies and Development $ 12,000
PCTV Master Plan 25,000
42106 Software Maintenance $ 2,416 $ 1,805
Scala Annual License $ 1,805
42107 Equipment Maintenance $ 3,516 $ 3,516
Equipment repair $ 422
Equipment repair parts 2,813
Loaner equipment 281
42108 Maintenance Structure/Imp $ 2,721 $ 2,721
Cleaning supplies $ 500
Elevator maintenance 1,200
HVAC maintenance 800
Pest control 221
42201 Office Expense $ 400 $ 400
4230X Travel and Training $ 3,923 $ 3,923
NAB Convention for two employees $ 3,017
Other Travel and Training 906
42514 Special Department Expense $ 1,787 $ 2,805
Misc. specialized supplies $ 1,191
Other Special Dept Expenses 1,014
Univorm/PCTV branded shirts/hats 600
Total Professional/Administrative Services $ 52,170
4310X Utilities $ 5,517 $ 5,517
43103 Gas and Electric $ 5,002
43102 Water 515
43201 Property Taxes $ 1,301 $ 1,301
$ 1,301
44301 Fuel $ 350 $ 350
47101 Equipment $48,000 205,000 $
Assisted listening systems, ADA Council Chambers $ 3,500 Computer Graphics Generator CG Chambers/Studio 10,000
HD ammeras studio/live truck systems 60,000
HD conversion components for Council Chambers 34,000
Install HD projector/video wall system for Council 25,000 Mac Editor Desktop Station 6,000
Master Control automation, playout with CC system 48,000 Teleprompter systems 4,000
Wide camera chambers 3,500
Wireless display connection for Council Chambers 3,000
Wireless Mic system (4) chamber 8,000
47103 Furniture $2,387 2,005 $
Office desk chairs $ 605
Studio furniture 1,400
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CITY ATTORNEY
Mission
The mission of the City Attorney is to provide quality, comprehensive legal representation to the City.

Major Services and Functions
The City Attorney is the Chief Legal Officer for the City. The City Attorney provides legal advice to the City Council, City officials, and staff. The City Attorney prepares and reviews ordinances, resolutions, and contracts for City Council consideration, and represents the City in legal actions, both affirmative claims and defense of claims brought against the City. The City Attorney also serves as general counsel for the Successor Agency for the Redevelopment Agency. The City Attorney plays a key role in risk management for the City of Pinole. The City Attorney prepares legal opinions at the request of the City Council and staff as needed and advises on all legal issues related to the City.

FY 2023/24 Key Accomplishments
• Advised City on compliance with evolving COVID related health orders, AB 361, and related workplace / labor issues
• Prepared organics reduction and recycling ordinance for City compliance with SB 1383
• Assisted staff with Code Enforcement matters, real property liens and securing Court ordered abatement warrants authorizing City correction of code violations • Updated City construction contract documents in compliance with Federal and State procurement requirements related to San Pablo Avenue Rehabilitation Project
• Chaired and coordinated multiple Municipal Code Update Subcommittee meetings • Advised on disposition of redevelopment surplus properties and development projects throughout the City
• Advised City Council on potential Charter City Ballot Measure and adjustment to Real Property Transfer Tax
• Managed and coordinated City defense, and affirmative litigation, related to PG&E Bankruptcy proceeding among other litigation matters and cases • Prepared update to City’s ordinance regulating the use and sale of fireworks FY 2024/25 Special Projects
• Prepare ordinances and resolutions to address City Council priorities • Advise City Council and prepare related materials for potential Charter City Ballot Measure
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• Provide legal assistance and advice in labor negotiations, grievances, employment, benefits, and HR related issues, as well as liability avoidance management practices
• Provide legal advice and representation to the City on development projects including multi-family housing developments, Pinole Shores II, and the sale of former RDA properties, and provide counsel to the City’s Planning Commission • Provide training on ethics, conflicts of interest and election related issues to the City Council, Commissioners, and staff
• Draft City Procurement Policy Procedures Manual
Significant Special Projects for FY 2025/26 through FY 2028/29

• Continue to update the Pinole Municipal Code to comply with evolving legal requirements, best practices, and City Council directives • Provided advice and counsel regarding compliance with new State laws to facilitate the development of housing, and assist the City with completion of the updated Housing Element
Major Changes in FY 2024/25 Budget
Anticipating the amount of legal services needed by the City in any given year is difficult. The proposed FY 2023/24 budget is a 2% increase over the current year’s budget and reflects an increase to legal fee rates per the legal services contract and an estimate of the number of hours that will be spent. Some legal costs incurred by the City are reimbursed to the General Fund and are not reflected in the proposed budget. Those include, but are not limited to, code enforcement, development projects and property dispositions, and successful defense of claims that have prevailing party attorney fee provisions. These reimbursements will help offset the actual cost of legal services for the City.

Position Summary
No personnel are directly assigned to this department. Legal services are provided to the City by a private law firm on a contract basis.
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CITY ATTORNEY BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 406,476 330,354 227,799 320,428 330,035 9,607 3% Measure S 2014 - 106 - - - 0%
Total 406,476 330,354 227,799 320,428 330,035 9,607 3%

EXPENDITURES BY CATEGORY
Legal Services
Attorney Services - 42102 833,500 899,583 451,895 596,245 614,135 17,890 3% Total Legal Services 833,500 899,583 451,895 596,245 614,135 17,890 3% Indirect Cost Allocations
Administrative Credits - 46121 (427,024) (569,229) (224,096) (275,817) (284,100) (8,283) 3% Total Indirect Cost Allocations (427,024) (569,229) (224,096) (275,817) (284,100) (8,283) 3% Total 406,476 330,354 227,799 320,428 330,035 9,607 3%

EXPENDITURES BY PROGRAM
City Attorney - 114 406,476 330,354 227,799 320,428 330,035 9,607 3% Total 406,476 330,354 227,799 320,428 330,035 9,607 3%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42102 Attorney Services - General Fund $ 596,245 $ 614,135 General legal services for FY 2024/25 $614,135
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CITY CLERK
Mission
The City Clerk's mission is to fulfill the role as elections official, legislative administrator, and records manager for the City in an efficient, professional, and friendly manner; to provide outstanding support to the Council throughout the legislative process; and to serve the citizens of Pinole as an accessible and responsive representative of transparent and open government.

Major Services and Functions
The City Clerk is an appointed officer by the City Council and is responsible for preparing agenda packets, producing the official records of Council decisions, maximizing public access to municipal government, ensuring transparency to the public, and is the official custodian of the records of the City. The City Clerk serves as the Elections Official of the City and conducts all City elections; acts as a Compliance Officer for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act. Some specific functions of the City Clerk’s office include the following:
• Provide accurate and timely minutes for the City Council and Finance Subcommittee
• City Council and Finance Sub-Committee agenda packet management • Serve as Elections Official and conduct all City elections in compliance with the CA Elections Code
• Coordinate Citywide Records Management Program and conduct semi-annual audit
• Streamline the paperless filing and electronic submission of Form 700 for FPPC filers
• Administration of the City’s Public Records Act Program • Codification of Pinole municipal code
• Provide excellent customer service to members of the community & staff FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) ● Implemented a new agenda management and streaming platform for public meetings
● Implemented a new Commissioner Appreciation event
● Conducted recruitment process for various City advisory commissions ● Maintained the City Council legislative record including processing of 99 resolutions, 6 ordinances and 59 proclamations
● Improved tracking procedures for contract routing, claims, and other legal notices 95

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● Oversaw and facilitated response to city-wide public records requests ● Partnered with the American Red Cross to host a staff and community blood drive
● Improved application procedures for Boards and Commissions by implementing an online application process that would also retain and track volunteer interest for future recruitments
FY 2024/25 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) ● Implement online filing software for financial disclosure forms (Form 700s) which are required by the Fair Political Practices Commission ● Continue implementation of agenda management software and expand use to Boards and Commissions
● Create handbook for City Council and Commissioners
● Adopt updated City-wide Retention Schedule
● Update City Clerk Department administrative policies and procedures ● Increase community engagement and hold voter registration events Significant Special Projects for FY 2025/26 through FY 2028/29 • Improve City-wide Records Management Program by working with departments to assess needs, digitize records, and improve retention and destruction practices Major Changes in FY 2024/25 Budget
The City Clerk budget for FY 2024/25 does not include any significant changes relative to the FY 2023/24 budget.

Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 0.00 1.00 1.00 1.00 1.00
Administrative Assistant 0.48 0.48 1.00 1.00 1.00
Total 1.48 2.48 3.00 3.00 3.00
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CITY CLERK BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 327,468 511,112 460,449 624,354 713,260 88,906 12% Total 327,468 511,112 460,449 624,354 713,260 88,906 12%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 242,602 334,435 284,060 365,077 396,024 30,947 8% Employee Benefits- 410 61,021 115,140 135,813 171,849 190,664 18,815 10% Total Personnel 303,623 449,575 419,873 536,926 586,688 49,762 8% Services and Supplies
Professional &Administrative Services - 31,441 67,200 24,711 87,383 99,010 11,627 12% Other Operating Expenses - 43 1,379 2,052 1,358 1,600 1,600 - 0% Total Services and Supplies 32,820 69,252 26,069 88,983 100,610 11,627 12% Capital Outlay
Asset Acquisition/Improvement - 47 2,168 - 15,627 15,627 - (15,627) -100% Total Capital Outlay 2,168 - 15,627 15,627 - (15,627) -100% Indirect Cost Allocations
Admin Credits - 46121 (33,760) (37,095) (31,309) (43,162) - 43,162 100% Admin Debits - 46122 6,949 7,707 - - - - 0%
General Liability Insurance - 46201 15,670 21,672 30,188 25,980 25,962 (18) 0% Total Internal Cost Allocations (11,142) (7,716) (1,121) (17,182) 25,962 43,144 166% Total 327,468 511,112 460,449 624,354 713,260 88,906 12%

EXPENDITURES BY PROGRAM
City Clerk - 112 327,468 511,112 460,449 624,354 713,260 88,906 12% Total 327,468 511,112 460,449 624,354 713,260 88,906 12% 97

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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 44,673 $ 55,300
Citywide historical records project support $ 11,300
Filming and imaging of permanent records 2,000
Meeting minutes transcription 20,000
Pinole Municipal Code codification and update 2,000
Policies and procedures update support 20,000
42201 Office Expense $ 1,600 $ 1,600
Misc. office expenses & proclamations and certificates $1,600 4230X Travel and Training $ 12,225 $ 12,225
CCAC Annual Conference (2) $ 1,050
City Clerk's New Law/Election Seminar/Misc. Training (2) 2,400 IIMC Annual Conference 675
Regional Trainings (CCAC) (4) 500
Technical Training for Clerks 1,500
42302 Other Training Expenses 4,600
42302 Travel expense/Mileage 1,000
42303 Meal allowance 500
42401 Memberships $ 1,210 $ 1,210
CCAC Dues (2) $ 520
IIMC Member Dues (2) 540
MMANC Member dues (2) 150
42506 Bonds $ 175 $ 175
42514 Special Department Expense $ 27,500 $ 28,500
Boards & Commissions Recognition Event $ 3,500
Election 22,500
Public Notices 2,500
Total Professional/Administrative Services $ 99,010
4310X Utilities $ 1,600 $ 1,600
Gas/Electric $ 1,500
Water 100
4710X $ 15,627 $ -
47106 Furniture for City Clerk Department Offices $ 5,000 98

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FINANCE
Mission
The mission of the Finance Department is to provide the City with financial information necessary to ensure sound financial decisions and to ensure appropriate procedures to protect the City’s financial assets. This is accomplished through timely and effective preparation of the Annual Comprehensive Financial Report, Budget, quarterly financial and investment reports, and adequate financial controls.

Major Services and Functions
The Finance Department is responsible for accounting operations including accounts payable, accounts receivable, payroll processing, and audits; budget management and long-range financial planning; purchasing; treasury management; debt and bond administration; and business license administration. In addition, the Finance Department prepares the Recognized Obligation Payment Schedule (ROPS) for the Successor Agency to the Pinole Redevelopment Agency and submits the ROPS to the County and State agencies.

FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Updated City’s Long Term Financial Plan and expanded to a 20-year financial forecast
• Adopted annual budget by June 30th
• Received an unqualified opinion for annual financial statements • Coordinated dissolution of the Successor Agency following the final payment and retirement of former Redevelopment debt
• Received California Society of Municipal Finance Officers Budget Excellence Award
• Received Government Finance Officers Association Excellence in Financial Reporting Award
• Participated in the sewer rate study
• Participated in the development impact fee study
• Increased response rate
Strategic Plan Strategies
• Supported the Fire Department in conducting a fiscal impact analysis as a requirement for the fire service agreement between the City and the Contra Costa County Fire Protection District
• Conducted a comprehensive fee study and cost allocation plan 99

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FY 2024/25 Special Projects
Baseline Work (Including Staff-Initiated Special Projects) • Expand Long-Term Financial Plan to a 20-year time horizon • Update and/or establish finance operating procedures, including comprehensive accounting manual
• Assist with automating processes, including implementation of an online payment platform
• Assist with developing an approach to funding infrastructure maintenance and improvements
Strategic Plan Strategies
• Assist with identifying, analyzing, and advancing revenue generating opportunities • Assist with establishing a program to evaluate grant opportunities and capacity Other Council-Directed Special Projects
• Research the process required to establish a fire prevention maintenance district Significant Special Projects for FY 2025/26 – FY 2028/29 • Assist with strategic financial planning to other City departments in the advancement of strategic plan strategies and special projects.

Major Changes in FY 2024/25 Budget
There are no major changes to the Finance department budget for FY 2023/24. However, the budget does reflect a position change. The vacant part-time Accounting Technician position has been removed and is replaced by 0.75 of the existing full-time Administrative Assistant who has been performing Accounting Technician duties and was previously entirely budgeted in the City Manager department.

Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 1.00 1.00 1.00 1.00 1.00
Accounting Specialist 1.00 1.00 1.00 1.00 1.00
Accounting Technician, PT 0.48 0.48 0.48 0.00 0.00
Administrative Assistant 0.00 0.00 0.00 0.75 0.75
Total 3.48 3.48 3.48 3.75 3.75
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FINANCE BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 560,362 657,774 693,968 1,032,468 937,249 (95,220) -10% Measure S 2006 - 105 475 1,534 377 2,450 2,450 - 0%
Measure S 2014 - 106 175 2,434 677 2,450 2,450 - 0%
Pension Fund - 700 - 78,164 56,283 50,000 50,000 - 0%
Total 561,011 739,907 751,304 1,087,368 992,149 (95,220) -10%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 404,079 424,010 339,395 441,479 469,389 27,910 6% Overtime - 402 17 10 1,062 2,500 2,707 207 8%
Employee Benefits - 410 143,242 178,355 146,385 190,527 163,666 (26,861) -16% Total Personnel 547,338 602,374 486,842 634,506 635,762 1,256 0% Services and Supplies
Professional & Administrative Services - 42 122,478 241,632 237,357 459,445 265,695 (193,750) -73% Other Operating Expenses - 43 3,499 5,179 3,433 4,800 4,800 - 0% Total Services and Supplies 125,976 246,812 240,790 464,245 270,495 (193,750) -72% Capital Outlay
Asset Acquisition/Improvement - 47 - 562 487 - - - 0%
Total Capital Outlay - 562 487 - - - 0%
Indirect Cost Allocations
Admin Credits - 46121 (150,338) (165,041) (137,736) (191,110) (118,327) 72,783 -62% Admin Debits - 46122 6,949 7,707 97,878 125,476 154,571 29,095 19% Information Systems (IS) Charges - 46124 1,619 11,630 20,307 18,681 9,643 (9,039) -94% Legal Charges - 46126 5,310 9,309 6,600 5,000 10,000 5,000 50% Insurance General Liability - 46201 24,156 26,554 36,136 30,570 30,005 (565) -2% Total Indirect Cost Allocations (112,303) (109,841) 23,186 (11,383) 85,892 97,274 113% Total 561,011 739,907 751,304 1,087,368 992,149 (95,220) -10%

EXPENDITURES BY PROGRAM
Finance - 115 561,011 739,907 751,304 1,087,368 992,149 (95,220) -10% Total 561,011 739,907 751,304 1,087,368 992,149 (95,220) -10%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 351,155 $ 162,505
Auditing services $ 42,000
Ballot Measure Consulting 40,000
Brinks Armored Car service 2,800
CA Municipal Statistics (ACFR schedule) 500
Cost Allocation Plan update 5,000
Grant Research/Writing/Admin Svcs 48,000
GASB 68 PERS Reports 1,750
HDL Property Tax Analysis 9,350
HDL Sales Tax Analysis 5,600
OPEB Valuation Report 2,000
Preparation of State Controller's reports 5,505
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42201 Office Expense $ 6,880 $ 7,580
Check stock $ 2,200
Miscellaneous office expenses 2,500
Printing services 1,680
Year-end tax forms 1,200
42203 Shipping & Mailing $ 5,000 $ 5,000
Mass mailing $ 5,000
4230x Travel and Training $ 2,100 $ 2,100
CSMFO annual conference $ 1,100
Staff training 1,000
42401 Memberships $ 710 $ 710
CMTA dues $ 95
CSMFO dues 225
GFOA dues 190
ICMA dues 200
42501 Bank Fees $ 20,000 $ 20,000
Mechanics Bank and Bank of the West fees $ 20,000
42506 Admin Exp/Bonds $ 250 $ 250
Bonds $ 250
42510 Software Subscription $ 17,795 $ 11,995
GovInvest labor module $ 10,000
Long-range forecasting software 1,995
42514 Special Department Expense $ 655 $ 655
GFOA ACFR review and certification $ 505
CSMFO budget review and award 150
Total Professional/Administrative Services $ 210,795
4310X Utilities $ 4,800 $ 4,800
43102 Water $ 300
43103 Electricity & Power 4,500
MEASURE S - 2006 FUND - 105
42101 Professional Services $ 2,450 $ 2,450
Measure S Audit (105) $ 1,200
Sales Tax Analysis 1,250
MEASURE S - 2014 FUND - 106
42101 Professional Services $ 2,450 $ 2,450
Measure S Audit (106) $ 1,200
Sales Tax Analysis 1,250
PENSION FUND - 700
42501 Bank Fees $ 50,000 $ 50,000
Bank fees $ 50,000
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HUMAN RESOURCES
The Human Resources Department is comprised of the following divisions:
• Human Resources Management; and
• Risk Management
Mission
The mission of the Human Resources Department is to support the City of Pinole by providing comprehensive and timely human resources and risk management services. It has the responsibility for developing and implementing innovative strategies and programs that enhance the work experience for our employees. Its objective is to attract, develop, motivate, and retain the best-qualified employees whose diversity and skills contribute to and sustain the City of Pinole as a quality organization.

Major Services and Functions
• Human Resources Administration and Risk Management – Provides support and strategic planning services to employees and departments in the development of organizational objectives; provides interpretation of City and department policies; reviews and evaluates work methods and procedures for improving organizational performance, enhancing services, and meeting goals. Administers the City’s risk management programs including general and employment liability and workers' compensation for on-the-job injuries.
• Labor Relations – Represents the City Council and City Manager on all labor negotiation and grievance matters with bargaining unit representatives of recognized employee organizations.
• Employee Relations – Provides guidance and counseling to employees; initiates, conducts and/or oversees investigations relative to disciplinary actions and complaints for City departments.
• Recruitment and Selection – Assists in the administration of the City’s Civil Service Merit System; facilitates selection procedures that produce diverse and skilled applicant pools; assures that all recruitment, hiring, placements, transfers, and promotions are made based on individual qualifications for the position. • Benefits Administration – Provides exceptional and affordable employee benefits for retirement, medical, dental, vision, wellness and safety, and employee assistance to attract and retain a qualified and highly skilled workforce. • Organizational Training and Development – Coordinates City-wide training including safety, mandated, educational, and development programs for City staff. • Classification and Compensation – Plans and conducts classification and organization studies; develops classification specifications; designs compensation systems that support and reinforce the City's long-range objectives as well as the culture, climate, and behaviors needed for the organization to be effective. 103

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FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Implemented successor memorandums of understanding for three bargaining units and one unrepresented employee group.
• Conducted 28 recruitments; reviewed over 800 applications. • Conducted five (5) classification studies.
• Facilitated the executive search efforts for the City Manager and Police Chief recruitments.
• Enhanced marketing practices such as social media outreach and attended job fairs to attract diverse, qualified candidates.
• Enhanced employee life and disability benefits and longevity pay to increase employee retention.
• Promoted external training opportunities offered to employees to maximize professional development of staff.
• Developed a Citywide Cell Phone Use in the Workplace Administrative Policy. • Updated the COVID-19 Workplace Protection Administrative Policy to comply with State and CalOSHA regulations.
• Enhanced the Employee Wellness Program with quarterly and virtual offerings. • Planned and facilitated numerous events for the City’s Public Service Employee Recognition Week.

Strategic Plan Strategies
• Initiated implementation of the City’s Employee Talent Management Plan in accordance with the City’s Strategic Plan 2020 – 2025.

FY 2024/25 Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Initiate labor negotiations for successor memorandums of understanding for three bargaining units.
• Conduct a city-wide total compensation survey in preparation for labor negotiations.
• Digitize all personnel, benefits, workers’ compensation files. • Implement an online new employee orientation/onboarding platform. • Develop a supervisory academy in partnership with other cities in West County. • Implement “stay” interviews with annual performance evaluation process. • Establish a succession planning/mentoring process.
• Examine performance appraisal framework and goal planning for professional development.
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• Implement outreach effort to increase employee knowledge of benefit offerings and value.
• Survey employee benefits satisfaction levels and implement effective modifications.
• Develop safety emergency action plans for identified workplace risks. • Develop a Family Medical Leave Policy.
• Develop a Military Leave Policy.
• Review OPEB obligations and alternatives to support the City’s fiscal sustainability.
• Continue to perform a comprehensive review and updating of key City personnel rules and policies to ensure compliance with MOU provisions, state and federal legislation, and conduct meet and confer sessions with the employee bargaining units as required.

Strategic Plan Strategies
• Implement the recommendations of the Communication and Engagement Plan relative to employees.

Significant Special Projects for FY 2025/26 through FY 2028/29 • Human Resources will implement the Employee Talent Management Plan to attract and retain high-quality employees and develop their skills. • In partnership with the City Manager’s Office, Human Resources will develop and implement a Citywide Diversity, Equity, and Inclusion Initiative.

Major Changes in FY 2024/25 Budget
The Human Resources Department budget for FY 2024/25 does not include any significant changes relative to the FY 2023/24 budget.

Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
Human Resources Director 0.00 1.00 1.00 1.00 1.00
Human Resources Analyst 0.00 0.00 1.00 1.00 1.00
Human Resources Technician 0.00 0.00 1.00 1.00 1.00
Human Resources Specialist 1.00 1.00 0.00 0.00 0.00
Administrative Assistant 0.00 0.00 0.00 0.05 0.05
Total 1.00 2.00 3.00 3.05 3.05
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HUMAN RESOURCES BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 377,614 749,748 599,332 888,227 934,147 45,920 5% Total 377,614 749,748 599,332 888,227 934,147 45,920 5%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 192,397 343,897 316,301 420,389 450,242 29,853 7% Overtime - 402 - - 86 - 604 604 0%
Employee Benefits - 410 71,804 155,311 162,270 214,158 178,671 (35,487) -20% Total Personnel 264,201 499,208 478,657 634,547 629,517 (5,030) -1% Services and Supplies
Professional & Administrative Services -
42 104,326 189,321 103,099 210,556 259,330 48,774 19%
Other Operating Expenses - 43 1,040 1,532 1,016 1,750 1,750 - 0% Total Services and Supplies 105,365 190,853 104,115 212,306 261,080 48,774 19% Capital Outlay
Asset Acquisition/Improvement - 47 104 1,153 - - - - 0% Total Capital Outlay 104 1,153 - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (10,772) (11,269) (46,796) (66,395) (65,807) 588 -1% Administrative Debits - 46122 - 7,707 6,525 8,365 10,305 1,940 19% Legal Charges - 46126 2,502 38,404 21,795 30,000 30,000 - 0% General Liability Insurance - 46201 16,214 23,692 35,036 69,404 69,052 (352) -1% Total Indirect Cost Allocations 7,944 58,534 16,560 41,374 43,550 2,176 5% Total 377,614 749,748 599,332 888,227 934,147 45,920 5%

EXPENDITURES BY PROGRAM
Human Resources - 116 377,614 749,748 599,332 888,227 934,147 45,920 5% Total 377,614 749,748 599,332 888,227 934,147 45,920 5% 106

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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 92,526 $ 117,400
Annual Performance Evaluations (CM & CC) $ 8,000
Bilingual Evaluation/Testing 1,000
Contingencies- Employee Benefits 6,000
Document Shredding 1,000
Drug Screening/Fit for Duty/DOT Exams 8,000
Employee Benefits Broker 25,000
HRA (Retiree Medical) Admin Fees 1,000
Labor Negotiator (IEDA) 26,000
Pre-employ Backgrounds/Degree & License Verify 2,000
Random Drug Testing- DOT 6,400
Section 125 FSA/DCAP & Commuter Admin Fees 3,000
Total Compensation Survey & Analysis 30,000
42102 Attorney Services $ 50,000 $ 50,000
Employment Claim Investigations (ERMA) (3) $ 30,000
Employment Law Advisement (LCW) 10,000
Tax and Employee Benefit Advisement 10,000
42110 Fingerprinting $ 3,000 $ 3,000
Fingerprinting/DOJ/FBI $ 3,000
42201 Office Expense $ 1,000 $ 1,000
Miscellaneous Office Supplies $1,000
4230X Travel and Training $ 32,880 $ 47,880
Citywide EAP Workshops (2) $ 6,000
Citywide Professional Development (2) 6,000
Contingencies - Citywide Training (2) 6,000
Executive Team Retreat 10,000
HR Staff Professional Development 8,500
Leadership Academy 2,500
Supervisory Academy-West County Consortium 5,000
Mileage: NorCal, MMANC, CalPELRA (2), LCW (4) 3,680
Meal Allowance: NorCal, MMANC, CalPELRA (2), LCW (4) 200 42401 Memberships $ 700 $ 700
MMANC $ 200
SHRM 500
42504 Recruitment Cost $ 4,500 $ 4,500
Recruitment Advertising $ 2,500
Recruitment Exams/Testing 2,000
42506 Bond $ 200 $ 200
Bond $ 200
42514 Special Department Expense $ 25,750 $ 34,650
Annual Public Service Employee Appreciation $4,500
Condolence Flowers/Donations (20) 3,000
Employee Polos (110) 6,050
Employee Wellness/Safety Fair/BBQ 2,300
MPA Wellness Premium 10,800
Quarterly Employee Engagement Events (4) 2,000
Years of Service Plaques 1,000
Yoga Program - On Demand 5,000
Total Professional/Administrative Services $ 259,330
4310X Utilities $ 1,750 $ 1,750
43103 Gas/Electric $ 1,600
43102 Water 150
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Department Budgets – Human Resources
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POLICE
The Police Department is comprised of the following divisions (referred to as “bureaus”):
• Operations; and
• Support Services
Mission
The Pinole Police Department is committed to ensuring a safe community by providing exemplary law enforcement service while engaging our citizens with Honor, Integrity, Professionalism, and Respect.

Major Services and Functions
• Police Operations is responsible for the day-to-day operation of the department. • Police Support Services provides support and assistance to Operations and the community. It includes front office staff who work with the public daily; Crime Prevention Officers who provide outreach into the community; the collection and processing of evidence; and the maintenance and repair of vehicles and equipment.
• The City operates the West Bay Communications Center (WBCC), which provides police dispatch services for the City of Pinole as well as Hercules and San Pablo.

The Cities of Hercules and San Pablo are billed for Dispatch Services based on a cost-sharing formula incorporating various usage measurements.

FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Enhanced organizational wellness by adding virtual EMDR and a Zen Den. • Implemented a virtual yoga program.
• Implemented police reform measures as legislation requires, such as California Racial and Identity Profiling Act (RIPA) and National Incident-Based Reporting (NIBRS).
• Implemented new RIMS, CADS/RMS Systems.
• Brought the Community of Pinole innovative and progressive engagement opportunities.
• Enhanced training capacity to meet and industry’s best standards. • Enhanced retention and recruitment efforts.
• Implemented new Community Outreach efforts with a special Halloween-themed National Night Out event and Project HOPE-Homeless Intervention. • Continued expansion of Cue Hit customer engagement technology to receive real-time feedback from the community.
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Department Budgets – Police
• Implemented an internal reclassification of the Lieutenant position to Commander.

FY 2024/25 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Continue to enhance training capacity to meet and industry’s best standards. • Continue retention and recruitment efforts to meet the new generational workforce.
• Continue our efforts to bring the community innovative and progressive engagement opportunities.
• Implement a Police Drone program to enhance our abilities to provide the community of Pinole with effective and efficient police services. • Implement Community Outreach efforts with a special Halloween-themed National Night Out event and Project HOPE-Homeless Intervention. • Reimplementation of Traffic Officer special assignment • Implement new staffing and police service delivery model, which is the addition of two positions (a sergeant and an officer) first budgeted in FY 2022/23 to allow the department to move to a modified 4/10 schedule. Research indicates that 10-hour shifts, as opposed to 12-hour shifts, positively impact employee well-being and morale, reduce overtime, and offer flexible scheduling alternatives to leverage personnel resources while providing overlaps during peak workload periods. 10- hour shifts will increase the number of officers on duty as the shifts overlap. 10- hour shifts are particularly well-suited to the variable workloads found in law enforcement.
• Review Police fees and charges and possibly recommend modifications.

Strategic Plan Strategies
• Create an updated Emergency Operations Plan (EOP)
• Stand up a working Emergency Operations Center (EOC). • Implement a CERT program.

Significant Special Projects for FY 2025/26 through FY 2028/29 • Focus on organizational wellness programs to improve the quality of life for employees while strengthening the relationship with the community through exemplary law enforcement service.
• Implement police reform measures as required by legislation. • Further implement Next Gen 911.
• Facility rehabilitation of the Public Safety Building. 110

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Department Budgets – Police
Major Changes in FY 2024/25 Budget
There are two notable changes in the FY 2024/25 budget relative to the FY 2023/24 budget:
• The addition of resources for the department to reinstitute the Community Emergency Response Team (CERT) program.
• Reallocation of one (1) Police Sergeant position to one (1) Police Officer position.

Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Commander 2.00 2.00 2.00 2.00 2.00
Police Sergeant 6.00 6.00 7.00 7.00 6.00
Police Officer 19.00 19.00 20.00 20.00 21.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Community Safety Specialist 1.00 1.00 1.00 1.00 1.00
Community Services Officer 0.96 2.00 2.00 2.00 2.00
Crossing Guards, parttime/temporary 0.25 0.25 0.25 0.25 0.25 Dispatcher 11.00 11.00 10.00 10.00 10.00
Lead Dispatcher 1.00 1.00 2.00 2.00 2.00
Police Property Specialist 1.00 1.00 1.00 1.00 1.00
Police Records Specialist 2.00 2.00 2.00 2.00 2.00
Total 46.21 47.25 49.25 49.25 49.25
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Department Budgets – Police

POLICE BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 7,767,344 8,831,280 7,753,782 9,289,661 10,977,281 1,687,620 15% Measure S 2006 - 105 1,920,165 1,289,148 958,661 1,697,340 1,504,878 (192,462) -13% Measure S 2014 - 106 159,851 146,853 113,227 138,302 125,859 (12,443) -10% Public Safety Augmentation Fund - 203 154,595 187,468 378,292 482,009 545,805 63,796 12% Traffic Safety Fund - 205 9,219 10,028 11,028 21,595 21,836 241 1% Supplemental Law Enforcement Services Fund - 206 113,750 127,057 243,604 339,864 294,699 (45,165) -15% Asset Seizure Adjudicated Fund - 225 29,000 22,348 14,000 41,236 41,236 - 0% Total 10,153,924 10,614,182 9,472,594 12,010,008 13,511,594 1,501,587 11%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 4,807,220 5,210,349 4,515,632 5,941,094 6,625,227 684,133 10% Overtime - 402 811,266 786,130 430,334 508,041 495,340 (12,701) -3% Employee Benefits - 410 2,434,895 2,772,725 2,816,051 3,360,106 4,329,650 969,544 22% Total Personnel 8,053,381 8,769,204 7,762,017 9,809,241 11,450,217 1,640,976 14% Services and Supplies
Professional & Administrative Services - 42 1,216,780 533,455 500,765 642,275 639,298 (2,977) 0% Other Operating Expenses - 43 81,984 99,283 86,742 64,250 64,250 - 0% Materials & Supplies - 44 88,976 127,374 91,004 87,000 87,000 - 0% Total Services and Supplies 1,387,740 760,111 678,511 793,525 790,548 (2,977) 0% Capital Outlay
Asset Acquisition/Improvement - 47 104,313 182,488 267,481 417,229 293,973 (123,256) -42% Total Capital Outlay 104,313 182,488 267,481 417,229 293,973 (123,256) -42% Debt Service
Debt Principal and interest - 48 - 18,561 - - - - 0%
Total Debt Service - 18,561 - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46 (362,438) (420,019) (490,312) (627,259) (700,489) (73,230) 10% Administrative Debits - 46 362,438 420,019 490,312 627,260 700,489 73,229 10% IS Charges - 46 251,741 465,249 295,208 516,043 494,475 (21,568) -4% Legal Charges - 46 19,057 33,153 15,573 20,000 20,000 - 0% General Liability Insurance - 46 337,692 385,416 453,804 453,969 462,382 8,413 2% Total Indirect Cost Allocations 608,490 883,818 764,585 990,013 976,857 (13,156) -1% Total 10,153,924 10,614,182 9,472,594 12,010,008 13,511,594 1,501,587 11%

EXPENDITURES BY PROGRAM
Police Operations - 221 6,265,935 6,571,166 6,073,050 7,684,585 8,901,506 1,216,921 14% Police Support Services -222 1,549,905 1,526,362 1,260,219 1,648,762 1,675,121 26,361 2% Police West Bay Communications Center - 223 2,215,114 2,379,569 1,884,693 2,315,202 2,618,432 303,230 12% Police Grants Program - 227 122,970 137,086 254,632 361,459 316,535 (44,924) -14% Total 10,153,924 10,614,182 9,472,594 12,010,008 13,511,594 1,501,587 11% 112

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Police
GENERAL FUND - 100
POLICE OPERATIONS - 221

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel $ Change % Change
Salaries & Wages - 401 2,542,922 2,903,644 2,712,371 3,374,436 4,127,581 753,145 18% Overtime - 402 361,587 397,090 257,486 256,322 259,802 3,480 1% Employee Benefits - 410 1,123,630 1,375,356 1,587,596 1,844,322 2,486,360 642,038 26% Total Salary & Benefits 4,028,139 4,676,089 4,557,453 5,475,080 6,873,743 1,398,663 20% Services and Supplies
Professional & Administrative Services - 42 473,556 266,383 270,619 221,032 236,032 15,000 6% Materials & Supplies - 44 78,537 124,942 89,406 85,500 85,500 - 0% Total Services and Supplies 552,093 391,324 360,026 306,532 321,532 15,000 5% Debt Service
Debit Principal - 48101 - 13,465 - - - - 0%
Debt Interest - 48102 - 5,096 - - - - 0%
Total Capital Outlay - 18,561 - - - - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 12,581 114,002 1,855 9,240 9,240 - 0% Total Capital Outlay 12,581 114,002 1,855 9,240 9,240 - 0% Indirect Cost Allocations
Administrative Credits - 46121 (362,438) (420,019) (490,312) (627,259) (700,489) (73,230) 10% Legal Charges - 46126 18,196 33,153 15,573 20,000 20,000 - 0% General Liability Insurance - 46201 184,950 221,822 253,744 256,648 285,561 28,913 10% Total Indirect Cost Allocations (159,292) (165,044) (220,995) (350,611) (394,928) (44,317) 11% Total 4,433,521 5,034,933 4,698,338 5,440,241 6,809,587 1,369,346 20% Asset Seizure-Adjudicated - 225
Professional & Administrative Services - 42 29,000 16,000 14,000 41,236 41,236 - 0% Asset Acquisition/Improvement - 47 - 6,348 - -
Total 29,000 22,348 14,000 41,236 41,236 - 0%
MEASURE S-2006 FUND - 105
Salaries & Wages - 401 781,560 554,300 366,297 825,375 542,522 ( 282,853) -52% Overtime - 402 93,701 70,836 20,375 104,174 101,826 (2,348) -2% Employee Benefits - 410 628,584 607,718 507,173 688,341 815,038 126, 697 16% Professional & Administrative Services - 42 1,493 809 14 13,300 3,250 (10,050) -309% Asset Acquisition/Improvement - 47 31,842 - - - - - 0%
General Liability Insurance - 46201 52,478 55,484 64,802 66,150 42,242 (23,908) -57% Total Measure S-2006 Fund 1,589,658 1,289,148 958,661 1,697,340 1,504,878 (192,462) -13% MEASURE S-2014 FUND - 106
Professional & Administrative Services - 42 - - - - - - 0% Asset Acquisition/Improvement - 47 59,161 37,269 23,759 23,759 - (23,759) -100% Total Measure S-2014 Fund 59,161 37,269 23,759 23,759 - (23,759) -100% PUBLIC SAFETY AUGMENTATION FUND - 203
Professional & Administrative Services - 42 - - - 20,000 20,000 - 0% Administrative Debits - 46122 154,595 187,468 273,942 337,376 393,972 56,596 14% Asset Acquisition/Improvement - 47 - - 104,350 124,633 131,833 7,200 5% 113

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Department Budgets – Police

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 51,712 $ 51,712
Applicant Processing/Recruiting $ 16,000
EBRCSA Contract - Radios (63) 35,712
42106 Software Maintenance $ 29,945 $ 29,945
Lexipol Daily Training Bulletins $ 4,244
Starchase GPS 14,976
The Police One Academy Training 6,000
Vigilant Solutions Software 4,725
42107 Equipment Maintenance $ 35,100 $ 65,100
Vehicle Maintenance $ 19,000
Vehicle Repairs 41,000
Vehicle Washing 5,100
4230X Travel and Training $ 75,800 $ 60,800
Firearms Range Rental $ 5,800
State of CA -- P.O.S.T. 20,000
42304 Cordico App 15,000
42304 Officer Wellness Training 20,000
42401 Memberships $ 3,175 $ 3,175
CA Crime Prevention Officers Assn $ 120
CA Peace Officers Assn. 320
CA Police Chief's Assn. 800
County Police Chiefs' Assn. 1,500
International Assn. of Police Chiefs 200
National Assn. of Town Watch 35
Police Executive Research Forum 200
42514 Special Department Expense $ 25,300 $ 25,300
Ammunition and firearm repair $ 9,800
Crime Scene Processing/Field Testing Supplies 7,300
Miscellaneous Supplies 8,200
Total Professional/Administrative Services $ 236,032
44301 Fuel $ 73,000 $ 73,000
44410 Safety Clothing $ 12,500 $ 12,500
Part-time employee uniforms $ 3,500
Protective Vests 9,000
4710X Equipment $ 9,240 $ 9,240
Ballistic Shield (47105) $ 2,500
Patrol Rifle (47105) 1,840
Tablets and Docking (47106) 4,900
MEASURE S-2006 FUND - 105
42107 Equipment Maintenance $ 4,050 $ -
MDC Repairs $ -
Vehicle Maintenance 0
Vehicle Repairs 0
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Department Budgets – Police
42510 Software Purchase $ 6,000 $ -
Lefta systems subscription $ -
42514 Special Department Expense $ 3,250 $ 3,250
Gunshot trauma kits $ 700
Miscellaneous Supplies 2,550
Total Professional/Administrative Services $ 3,250
MEASURE S-2014 FUND - 106
47104 Vehicles $ 23,759 $ -
1 Vehicle $ -
1 Vehicle (carryover) 0
Public Safety Augmentation Fund - 203
42514 Special Department Expense $ 20,000 $ 20,000
Canine expenses $ 20,000
47101 Equipment $ 124,633 $ 131,833
Axon Body Worn Camera Program $ 42,412
EBRCSA Equipment 20,940
Radio Encryption Equipment ($4,200 carryover) 68,481
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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Police
GENERAL FUND - 100
POLICE SUPPORT SERVICES - 222

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 332,319 411,122 373,109 427,087 479,605 52,518 11% Overtime - 402 1,989 24,748 23,735 - 53 53 0%
Employee Benefits - 410 163,706 214,557 206,880 242,266 272,169 29,903 11% Total Salary & Benefits 498,015 650,427 603,724 669,353 751,827 82,474 11% Services and Supplies
Professional & Administrative Services - 42 301,293 230,179 197,656 279,685 267,685 (12,000) -4% Other Operating Expenses - 43 68,581 83,138 72,554 53,850 53,850 - 0% Materials & Supplies - 44 10,191 2,432 1,597 1,500 1,500 - 0% Total Services and Supplies 380,065 315,749 271,808 335,035 323,035 (12,000) -4% Capital Outlay
Asset Acquisition/Improvement - 47 729 2,803 1,693 60,141 20,400 (39,741) -195% Total Capital Outlay 729 2,803 1,693 60,141 20,400 (39,741) -195% Indirect Cost Allocations
IS Charges - 46124 217,906 422,288 257,660 439,297 422,555 (16,741) -4% General Liability Insurance - 46201 21,994 25,510 35,866 30,393 31,445 1,052 3% Total Indirect Cost Allocations 239,900 447,798 293,526 469,690 454,000 (15,689) -3% Total 1,118,708 1,416,777 1,170,751 1,534,219 1,549,262 15,044 1% MEASURE S-2006 FUND - 105
Professional & Administrative Services - 42 330,507 0 - 0 0 - 0% Total Measure S-2006 Fund 330,507 - - - - - 0%
MEASURE S-2014 FUND - 106
Salaries & Wages - 401 84,448 91,078 69,648 92,535 102,182 9,647 9% Employee Benefits - 410 11,878 13,473 12,870 15,912 17,450 1,538 9% Professional & Administrative Services - 42 49 0 - 1 - - 0% Administrative Debits - 46122 - - - - - - 0%
General Liability Insurance - 46201 4,315 5,033 6,950 6,095 6,227 132 2% 100,690 109,585 89,468 114,543 125,859 11,317 9%
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Department Budgets – Police

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 163,530 $ 143,530
Children's interview center $ 3,500
Contra Costa County Jail fees 49,600
County Crime Lab Services 58,000
EBCRSA Contract - radios (5) 2,880
Family Justice Center 500
Miscellaneous Professional Services 4,050
SART Exams 5,000
Video Surveillance System 20,000
42106 Software Maintenance $ 8,000 $ 16,000
CAD/RMS $ 8,000
In-time Scheduling System 8,000
42107 Equipment Maintenance $ 7,050 $ 7,050
Crime prevention vehicle maintenance $ 1,000
Radio Repairs 250
Vehicle Maintenance 4,000
Vehicle Repairs 1,500
Vehicle Washing 300
42108 Maintenance Structure/Imp $ 23,065 $ 23,445
Bldg. Maintenance $ 1,075
Elevator Service (NEC) 650
Fire Extinguisher Replacement 380
HVAC Maintenance (City Mechanical) 1,850
Janitorial Service (UBS) 17,365
Janitorial Supplies (UBS) 1,700
Pest control (Western Exterminator) 425
42201 Office Expense $ 44,520 $ 44,520
CERT Program Supplies $ 20,000
Community outreach office expenses 5,000
Copier Supplies 500
Office Supplies 12,720
Postage & Equipment (Pitney) 3,000
Printing Services (Concord) 800
Printing Services (Eagle) 2,500
42301 Travel and Training $ 10,100 $ 10,100
Conferences (CALNENA) $1,000
Meetings 500
Non-POST training 5,600
POST training 3,000
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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Police
42401 Memberships $ 420 $ 420
C.A.P.E. $ 45
California Criminal Justice 75
CLEARS 50
IAPE 50
Nat'l Emergency Number Assn 200
42501 Bank Fees $ 1,000 $ 1,000
42514 Special Department Expense $ 22,000 $ 21,620
Community outreach promotional items $ 5,000
Crime scene supplies 5,700
GSR processing 5,335
Lab supplies, mandated processing material 375
Misc. special department expenses 4,710
Photographic supplies 500
Total Professional/Administrative Fees $ 267,685
4310X Utilities $ 53,850 $ 53,850
Electricity & Gas (PG&E) $ 48,000
Water (EBMUD) 3,800
Cable 2,050
44301 Fuel $ - $ -
44410 Safety Clothing $ 1,500 $ 1,500
Aramark Uniform Service
4710X Equipment $ 60,141 $ 20,400
Alex Clark Room Transformation $ 20,000
Fax Machine 400
MEASURE S-2006 FUND - 105
42105 Network Maintenance $ 330,510 $ -
CAD/RMS City of San Pablo $ -
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Department Budgets – Police
GENERAL FUND - 100
POLICE DISPATCH WEST BAY COMMUNICATIONS CENTER - 223

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 1,058,072 1,241,680 987, 897 1,213,601 1,365,017 151,416 11% Overtime - 402 353,989 293,456 128,737 147,545 133,659 (13,886) -10% Employee Benefits - 410 506,220 560,599 500,505 568,103 737,462 169,359 23% Total Salary & Benefits 1,918,281 2,095,735 1,617,139 1,929,249 2,236,138 306,889 14% Services and Supplies
Professional & Administrative Services - 42 80,882 20,084 15,475 62,721 66,795 4,074 6% Other Operating Expenses - 43 13,403 16,145 14,189 10,400 10,400 - 0% Materials & Supplies - 44 248 - -
Total Services and Supplies 94,532 36,228 29,664 73,121 77,195 4,074 5% Capital Outlay
Asset Acquisition/Improvement - 47 - 22,066 15,511 15,324 - (15,324) #DIV/0! Total Capital Outlay - 22,066 15,511 15,324 - (15,324) #DIV/0! Indirect Cost Allocations
Administrative Debits - 46122 94,093 105,494 93,079 126,652 136,818 10,166 7% IS Charges - 46124 33,835 42,960 37,548 76,746 71,919 (4,827) -7% Legal Charges - 46126 861 - - - -
General Liability Insurance - 46201 73,512 77,085 91,753 94,110 96,362 2,252 2% Total Indirect Cost Allocations 202,301 225,540 222,379 297,508 305,099 7,591 2% Total 2,215,114 2,379,569 1,884,693 2,315,202 2,618,432 303,230 12% 119

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Police

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 9,645 $ 9,645
800 MHz radio system maintenance $ 4,265
EBCRSA Contract - 5 radios 2,880
Language Interpretation Services 2,500
42105 Network Maintenance $ 11,926 $ 16,000
CAD/RMS (City of San Pablo) $ 16,000
42106 Software Maintenance $ 12,000 $ 12,000
CAD/RMS $ 12,000
42107 Equipment Maintenance $ 9,000 $ 9,000
Dispatch headset/cord replacement $ 1,265
General equipment maintenance 2,735
Stancil maintenance 5,000
42108 Maintenance Structure/Imp $ 6,500 $ 6,500
Elevator Service $ 127
HVAC Maintenance 241
Janitorial Services 5,318
Janitorial Supplies 757
Pest Control Service 56
42201 Office Expense $ 2,000 $ 2,000
General Office Supplies $ 2,000
4230X Travel and Training $ 10,000 $ 10,000
Non-POST training $1,500
Meetings associated with dispatch function 500
Conference attendance for APCO, PSAP, CLEWOA 1,000
POST training 3,000
Dispatcher Training 4,000
42401 Memberships $ 150 $ 150
WBCC portion of costs for APCO and CLEWOA participation. $ 150 42514 Special Department Expense $ 1,500 $ 1,500
DOJ fingerprints and background investigations on applicants. $ 1,500 Total Professional/Administrative Services $ 66,795
4310X Utilities $ 10,400 $ 10,400
43103 Electricity & Gas (PG&E) $ 9,500
43102 Water (EBMUD) 800
43105 Cable 100
47107 Furniture $ 15,324 $ -
Dispatch Chair Replacement $ 15,324
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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Police
TRAFFIC SAFETY FUND - 205
POLICE GRANTS PROGRAM - 227

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel $ Change % Change
Salaries & Wages - 401 7,899 8,526 6,311 8,060 8,320 260 0% Overtime - 402 - - - - - - 0%
Employee Benefits- 410 877 1,021 1,028 1,162 1,171 9 0% Total Salary & Benefits 8,776 9,547 7,339 9,222 9,491 269 0% Services and Supplies
Professional & Administrative Services - 42 0 - 3,000 4,300 4,300 - 0% Total Services and Supplies - 0 3,000 4,300 4,300 - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 - - - 7,500 7,500 - 0% Total Capital Outlay - - - 7,500 7,500 - 0%
Indirect Cost Allocations
General Liability Insurance- 46201 443 481 689 573 545 (28) 0% Total Indirect Cost Allocations 443 481 689 573 545 (28) 0% Total 9,219 10,028 11,028 21,595 21,836 241 0%
SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND - 206
Administrative Debits - 46122 113,750 127,057 123,292 163,232 169,699 6,467 4% Asset Acquisition/Improvement - 47 - - 120,313 176,632 125,000 (51,632) 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
TRAFFIC SAFETY FUND - 205
42107 Equipment Maintenance $ 2,000 $ 2,000
Lidar repair & Supplies $ 2,000
42514 Special Department Expense $ 2,300 $ 2,300
Citation printing $ 2,300
Total Professional/Administrative Services $ 4,300
47101 Equipment $ 7,500 $ 7,500
Repair/Replace Traffic Cameras $ 7,500
SUPPLEMENTAL LAW ENFORCEMENT SERVICE FUND - 206
4710X EQUIPMENT $ 46,632 $ 30,000
47101 Drone Program (carryover) $ 30,000
47104 VEHICLES $ 130,000 $ 95,000
Replace 1 vehicle per year $ 95,000
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Department Budgets – Police
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Department Budgets – Fire
FIRE
The City of Pinole Fire Department provided fire protection and emergency medical services to the community for many decades. The department partnered through automatic aid with the Contra Costa County Fire Protection District (CCCFPD) and the Rodeo-Hercules Fire Protection District (RHFPD) to function as a battalion serving this region. CCCFPD Dispatch coordinated the three agencies’ responses to incidents in the area.

After many years of considering different service models, in October 2022, the City entered into a five-year agreement with CCCFPD through which CCCFPD would provide fire protection and emergency medical services in Pinole beginning on March 1, 2023 by operating Pinole Fire Station 73 (downtown) and Fire Station 74 (in Pinole Valley). This arrangement is made possible by the County’s contribution of $2 million annually from Measure X proceeds.

Pinole residents and businesses can receive emergency assistance as before by dialing 9-1-1.

Residents and businesses can get additional information about fire and emergency medical services from CCCFPD using the contact information below.

Contra Costa County Fire Protection District
Administrative Offices
4005 Port Chicago Highway, Suite 250
Concord, CA 94520
General Phone: (925) 941-3300
General Email: [email protected]
Website: www.cccfpd.org
The City continues to be responsible for wildfire mitigation on City-owned property and Code Enforcement of City requirements regarding defensible space and weed abatement.

The Fire Department budget for FY 2022/23 and prior years is not directly comparable to the amount budgeted for FY 2023/24 and beyond because certain costs that we previously accounted for in the Fire Department budget, such as wildfire mitigation on City-owned property, have been moved to other City departments. 123

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Department Budgets – Fire

FIRE BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 3,992,507 5,045,833 3,141,243 3,867,477 4,028,531 161,054 4% Measure S 2006 - 105 682,546 899,363 566,590 780,955 1,124,212 343,257 31% Measure S 2014 - 106 425,909 741,990 739,538 948,303 1,280,718 332,415 26% Total 5,100,962 6,687,185 4,447,371 5,596,735 6,433,461 836,726 13%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 1,998,936 1,856,856 41,953 0 0 - -100% Overtime - 402 561,654 275,285 - - - - -100%
Employee Benefits - 410 1,363,515 1,555,457 323,352 0 478,410 478,410 -100% Total Personnel 3,924,105 3,687,598 365,304 - 478,410 478,410 -100% Services and Supplies
Professional & Administrative Services - 42 770,085 2,551,609 3,949,341 5,489,609 5,866,210 376,601 6% Other Operating Expenses - 43 74,494 87,092 75,633 50,500 80,500 30,000 37% Materials & Supplies - 44 90,699 70,823 1,137 - - - -100% Total Services and Supplies 935,278 2,709,524 4,026,112 5,540,109 5,946,710 406,601 7% Capital Outlay
Asset Acquisition/Improvement - 47 6,614 10,782 43,723 46,626 - (46,626) -100% Total Capital Outlay 6,614 10,782 43,723 46,626 - (46,626) -100% Debt Service
Debt Principal and interest - 48 - - - - - - 0%
Total Debt Service - - - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46 - - - - - - 0%
Administrative Debits - 46 - - - - - - 0%
IS Charges - 46 70,056 80,303 8,545 - 3,341 3,341 -100% Legal Charges - 46 17,659 31,196 3,687 10,000 5,000 (5,000) -100% General Liability Insurance - 46 147,249 167,783 - - - - -100% Total Indirect Cost Allocations 234,965 279,281 12,232 10,000 8,341 (1,659) -20% Total 5,100,962 6,687,185 4,447,371 5,596,735 6,433,461 836,726 13%

EXPENDITURES BY PROGRAM
Fire Operations - 231 5,100,962 6,687,185 4,447,371 5,596,735 6,433,461 836,726 13% Total 5,100,962 6,687,185 4,447,371 5,596,735 6,433,461 836,726 13% 124

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Fire
GENERAL FUND - 100
FIRE OPERATIONS - 231

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 1,421,536 1,319,452 - - - - -100% Overtime - 402 508,715 238,467 - - - - -100%
Employee Benefits - 410 955,330 1,076,139 312,690 - 478,410 478,410 100% Total Salary & Benefits 2,885,581 2,634,058 312,690 - 478,410 478,410 100% Services and Supplies
Professional & Administrative Services -
42 735,261 2,013,959 2,695,748 3,760,351 3,461,280 (299,071) -9% Other Operating Expenses -43 74,494 87,092 75,633 50,500 80,500 30,000 0% Materials & Supplies - 44 90,619 70,444 1,137 - - - 0%
Total Services and Supplies 900,373 2,171,495 2,772,518 3,810,851 3,541,780 (269,071) -8% Capital Outlay
Asset Acquisition/Improvement - 47 6,614 868 43,803 46,626 - (46,626) -100% Total Capital Outlay 6,614 868 43,803 46,626 - (46,626) 0% Indirect Cost Allocations
Admin Debits - 46122 - - - - - - 0%
IS Charges - 46124 70,056 80,303 8,545 - 3,341 3,341 0% Legal Services - 46126 17,659 31,196 3,687 10,000 5,000 (5,000) -100% General Liability Insurance - 46201 112,223 127,913 - - - - 0% Total Indirect Cost Allocations 199,938 239,412 12,232 10,000 8,341 (1,659) -20% Total 3,992,507 5,045,833 3,141,243 3,867,477 4,028,531 161,054 4% MEASURE S-2006 FUND - 105
Salaries & Wages - 401 365,689 317,625 265 - - - 0%
Overtime - 402 52,939 36,818 - - - - 0%
Employee Benefits - 410 221,787 251,539 177 - - - 0% Professional & Administrative Services - 42 19,821 259,950 566,227 780,955 1,124,212 343,257 0%
Materials & Supplies - 44 80 - - - - - 0%
Asset Acquisition/Improvement - 47 - 7,718 (80) - - - 0% General Liability Insurance - 46201 22,230 25,712 - - - - 0% Total 682,546 899,363 566,590 780,955 1,124,212 343,257 31% MEASURE S-2014 FUND - 106
Salaries & Wages - 401 211,711 219,779 41,688 - - - 0%
Overtime - 402 - - - - - - 0%
Employee Benefits - 410 186,398 227,779 10,484 - - - 0% Professional & Administrative Services - 15,004 277,700 687,367 948,303 1,280,718 332,415 0% Materials & Supplies - 44 - 379 - - - - 0%
Asset Acquisition/Improvement - 47 - 2,196 - - - - 0%
General Liability Insurance - 46201 12,796 14,157 - - - - 0% Total 425,909 741,990 739,538 948,303 1,280,718 332,415 26% 125

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Department Budgets – Fire

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 3,660,601 $ 3,321,280
CCFPD Fire Services Contract $ 3,321,280
42107 Equipment Maintenance $ 24,750 $ -
Apparatus Maintenance -
42108 Maintenance Structure/Imp $ - $ 20,000
Building Maintenance $ 20,000
42512 Weed Abatement $ 75,000 $ 120,000
Fire trail maintenance and fuel mitigation $ 120,000
Total Professional/Administrative Services $ 3,461,280
4310X Utilities $ 50,500 $ 80,500
43103 PG&E $ 65,000
43102 EBMUD 15,000
43101 Comcast 500
43101 Telephone -
MEASURE S-2006 FUND - 105
42101 Professional Services $ 780,955 $ 1,124,212
CCCFPD Fire Services Contract $ 1,124,212
Total Professional/Administrative Services $ 1,124,212
MEASURE S-2014 FUND - 106
42101 Professional Services $ 948,303 $ 1,280,718
CCCFPD Fire Services Contract $ 1,280,718
Total Professional/Administrative Services $ 1,280,718
0 126

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Department Budgets – Public Works

PUBLIC WORKS
The Public Works Department is comprised of the following divisions:
• Administration and Engineering
• Road Maintenance
• Facility Maintenance
• Park Maintenance
• Storm Water
• Environmental Services
• Water Pollution Control Plant (also referred to as the Wastewater Treatment Plan (WWTP))
• Sewer Collection
• Landscape and Lighting Assessment District
• Real Estate and Property Management
• Fleet Management
Mission
The Public Works Department designs, constructs, and maintains the City’s capital assets, operates the wastewater collection system and treatment plant, and manages the City’s properties and fleet. Capital assets include roads and bridges, parks and open space, city vehicles and equipment, street and traffic lights, and buildings and structures.

Major Services and Functions
The Administration and Engineering Division provides leadership and support to oversee the operations and maintenance of infrastructure. The division develops the City’s Capital Improvement Plan (CIP) and oversees the construction of capital projects, which are performed by private construction companies. Staff in this division also serves as the City Engineer and City Surveyor for development projects.

The Road Maintenance Division protects, repairs, and maintains the City road infrastructure network, which includes pavement, medians, street trees, landscaping, traffic signs, pavement markings, streetlights, curbs, and sidewalks. This division performs light maintenance of streets, including pothole repair, patch paving, and crack sealing. Heavy duty maintenance is performed by private contractors as capital projects.

The City has an agreement with the County through which the County maintains the traffic signals in the City.

The Facility Maintenance Division maintains all of the actively used buildings and properties owned by the City. Building maintenance includes landscape maintenance, janitorial service, maintenance of heating and ventilation systems, maintenance of all mechanical aspects of the buildings, general building maintenance, and making improvements as needed.
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Department Budgets – Public Works
The Park Maintenance Division is responsible for maintaining 428.56 acres of park area contained within the City’s 15 parks. Park spaces provide a variety of outdoor venues that include the swimming pool, skate park, soccer fields, baseball diamonds, neighborhood play areas, dog park, creek path, and park pedestrian bridges. Maintenance includes all work necessary to keep the public park areas safe, clean, and operating efficiently, including maintaining park structures, landscaping, lighting, play equipment, parking areas, and irrigation systems.

The Storm Water Division operates the City’s storm water collection system, which consists of a network of pipes, manholes, and inlets, and operates programs to reduce the intrusion of pollution into the storm water system. The Regional Water Quality Control Board regulates storm water discharges from municipal storm drains under the National Pollutant Discharge Elimination System (NPDES) program and issued a NPDES permit in November 2016 to the region. The City of Pinole works with the Contra Costa Clean Water Program (CCCWP) for regional permit administration. This program is funded by the stormwater benefit assessment. The Equivalent Runoff cost associated with the implementation of this program for 2023/24 remains at $35. Assessment fees are collected as part of annual property tax collection. The City of Pinole implements street sweeping, storm drain cleaning, and maintenance to protect the cleanliness of stormwater.

The Environmental Services Division encourages and promotes recycling, source reduction, and reuse in accordance with the mandates of the California Integrated Waste Management Act of 1989 (Assembly Bill 939). The City of Pinole, in partnership with the Cities of Hercules, El Cerrito, San Pablo, Richmond, and unincorporated areas of West County, participate in a joint powers authority known as West Contra Costa Integrated Waste Management Authority (WCCIWMA), also known as RecycleMore. The City of Pinole partners with the City’s franchise waste management company, Republic Services, to meet its obligations under the Waste Reduction Program. Under the arrangement, the City is responsible for overseeing Republic’s contract provision of solid waste collection to Pinole residents and businesses, RecycleMore is responsible for waste reduction education, household hazardous waste collection events, and some compliance reporting on behalf of the City; and Republic Services is responsible for actual collections, processing, and disposal at landfill. The City receives funding for waste reduction activities. The Environmental services division coordinated efforts with local community groups (i.e., Friends of the Pinole Creek and Earth Team and PVHS Ocean conservation club) and provides support for community cleanup events.

The Water Pollution Control Plant (WPCP) Division is responsible for the operation of the Pinole-Hercules Water Pollution Control Plant. The WPCP, also referred to as the wastewater treatment plant, treats the wastewater of most of the City of Pinole and the City of Hercules. The treated effluent is discharged into San Pablo Bay and must meet certain water quality standards. The City completed a significant project to upgrade the WPCP in 2020. The WPCP is jointly owned by the City of Pinole and the City of Hercules. 128

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Department Budgets – Public Works
The Sewer Collection Division operates the wastewater (sewer) collection system, which is a network of pipes that transports wastewater from its point of origin at residences and businesses throughout most of the City to the WPCP. The City of Pinole is only responsible for the operation of the wastewater collection system that serves the City of Pinole. Hercules is responsible for the operation of the wastewater collection system that serves the City of Hercules.

The Landscape and Lighting Assessment District (LLAD) services the City’s one LLAD, which is composed of two zones that cover sections of Pinole Valley Road. The LLAD was formed by a vote of the property owners. Property owners are charged (assessed) a fee each year to raise funding for the operation, maintenance, and renewal of capital infrastructure in the LLAD.

The Real Estate and Property Management Division is a new division formed in FY 2021/22 to centralize responsibility for management of the City’s real estate holdings. The City owns a number of properties on which City buildings, parks, parking lots, and open space are located. The City is in the process of cataloging and assessing the condition of its real property holdings such that it can perform thoughtful long-term planning for and management of these assets.

The Fleet Management Division is a new division formed in FY 2021/22 to centralize responsibility for the City’s vehicle fleet and major pieces of equipment.

FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Made numerous physical and process upgrades at the WWTP, including automated chemical dosing, upgraded the programming of the blower air delivery system, and applied epoxy coating to underground access channels at the headworks to protect concrete from hydrogen sulfide damage • Wrote a standard operating procedure for storm events to improve operations during high flows
• Worked with Human Resources to implement the results of the WWTP Salary Survey
• Implemented an in-house program to complete infrastructure assessment of the wastewater collection system
• Issued tablets to PW Maintenance Supervisors and issued SMART phone to all of PW Maintenance and Operation for interface with Beehive and to streamline service requests.
• Hired new pool maintenance contractor.
• Provided Pinole Residents with 60 tons of sand and sand bags for winter storms. • Refreshed 6,100 feet of red curb, Placed 10 tons of asphalt, Crack sealed approximately 2,000 feet of road surface, Refreshed 4 stop bars and legends. • Terminated about 30 unused irrigation water connections. 129

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Department Budgets – Public Works
• Implemented non-capital recommendations of the Beautification Ad Hoc Subcommittee (education and awareness campaign, art program, and community clean up events) – Installed new trash bin near Sarah drive trail connector adjacent to the bridge.
• Continued work on a pilot project to install high-capacity solar trash bins at two select locations
• Provided interim traffic control devices and continuing to work with Pinole Middle school for permanent improvements on Mann Drive
• Continuing to work with St. Joseph’s school for improvements at Plum and Pear • Completed renovations of Fire Station 74
• Completed barricade removal at Galbreth Road for fire access • Achieved 100% compliance to AB 1826 (Commercial Organics Recycling) for City of Pinole.
• Achieved 100% compliance of organics waste collection per SB 1383 for Pinole. • Reconvened and supported the Traffic and Pedestrian Safety Committee • Completed Pavement Condition Report
• Installed lights in the street trees in Old Town for the 2022 holiday season and installed holiday road swags
Strategic Plan Strategies
• Completed the Strategic Plan strategy of conducting asset condition assessments of some City capital asset types, including the Sanitary Sewer Master Plan (Goal 1, Strategy 1) (CIP Project)
Capital Improvement Plan (CIP) Projects
• Completed and adopted Local Road Safety Plan
• Completed the Sanitary Sewer Management Plan
• Completed digester cleaning and repairs for Digester’s #1 and #3 • Completed construction of the Women’s Locker Room
• Replace or upgrade playground surface areas at Fernandez Park and Pinole Valley Park – Pinole Valley Park resurfaced. Fernandez Park resurfacing will be completed by end of this FY.
• Continued pedestrian improvement project at railroad crossing at Tennent Ave, successful in obtaining OBAG3 grant of $1.02m for the project. • Completed replacement of Diesel Tank at Water Pollution Control Plant • Continued work on replacement of Air release valve
• Continued working on Sanitary Sewer Rehabilitation – Design contract awarded • Continued design work for Senior Center Auxiliary parking lot • Advanced the San Pablo Avenue bridge project
Other Council-Directed Special Projects
• Continued disposal and/or visioning for surplus City property 130

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Department Budgets – Public Works
• Continued engagement for “Community Corner”
• Conducted research on a potential citywide project labor agreement (PLA) FY 2024/25 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Fill an Associate Engineer and a Public Works Specialist position • Perform litter awareness outreach and education, identify high trash areas and facilitate interventions with the help from community groups. • Begin work on successor waste collection franchise agreement Capital Improvement Plan (CIP) Projects
• Complete Active Transportation Plan
• Safety Improvements at Appian and Marlesta
• Appian Way complete streets
• Arterial Rehabilitation
• Pinole Valley road Improvements
• Brandt Street improvements
• Electric Vehicle charging station
• Hazel Street stormwater improvements
• Sanitary Sewer Rehabilitation
• Senior Center Auxiliary parking lot
• Design and construction of Bay Trail Gap closure - Pedestrian improvements at Railroad crossing at Tennent Ave
• Recycled water feasibility assessment
• Municipal broadband feasibility assessment
• Effluent Outfall
• Secondary Clarifier - Center Column Rehabilitation
• Complete preliminary design work and environmental review for San Pablo Ave replacement bridge
• Complete traffic safety improvements at various intersections • Perform energy efficiency, generation, and storage assessments for all City facilities
Other Council-Directed Special Projects
• Disposal and/or visioning for surplus City property
• Research on a potential citywide project labor agreement (PLA) Significant Special Projects for FY 2025/26 through FY 2028/29 • Complete work on successor waste collection franchise agreement • Continue through to completion the San Pablo Avenue Bridge Replacement 131

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Department Budgets – Public Works
• Provide strategic planning of sewer collection system improvements • Seek funding opportunities for pavement maintenance and restoration • Prepare a storm drainage master plan to analyze the existing collection system.

The plan will identify system deficiencies related to capacity, functionality, and permit compliance
• Try new road treatment techniques, such as cape seals, which have a longer useful life as compared to traditional slurry seals
• Integrate facilities into the asset management software to accurately identify cost associated to maintain each facility
• Use Beehive to document and schedule work orders
• Prepare for our next NPDES permit process
• Perform follow-up assessment of trash management efforts Major Changes in FY 2024/25 Budget
The Public Works Department budget for FY 2022/23 includes a number of changes relative to the FY 2021/22 budget, particularly regarding positions. The FY 2022/23 budget includes a new Associate Civil Engineer position and an additional Public Works Specialist position, both to accelerate the completion of capital projects. The budget also includes a new Development Services Technician position, which will be shared with Community Development, to manage GIS, record keeping, digitizing and update of public works applications, manage and update website information, and perform computeraided design work. 132

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Department Budgets – Public Works
Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
Public Works Director 0.00 0.00 1.00 1.00 1.00
Development Services Director/City
Engineer 0.50 1.00 0.00 0.00 0.00
Senior Project Manager 1.00 1.00 0.00 0.00 0.00
Capital Improvement and
Environmental Program Manager 0.00 0.00 1.00 1.00 1.00
Associate Civil Engineer 0.00 0.00 1.00 1.00 1.00
Public Works Specialist 1.00 1.00 2.00 2.00 2.00
Management Analyst 0.00 1.00 1.00 1.00 1.00
Administrative Coordinator 0.00 0.00 0.50 .50 0.00
Public Works Manager 1.00 1.00 1.00 1.00 1.00
Public Works Maintenance
Supervisor 2.00 3.00 3.00 3.00 3.00
Public Works Maintenance Workers 7.00 8.00 8.00 8.00 8.00 Park Caretaker 0.25 0.25 0.25 0.25 0.25
Treatment Plant Manager 1.00 1.00 1.00 1.00 1.00
WPCP Operations Supervisor 1.00 1.00 1.00 1.00 1.00
WPCP Senior Operator 0.00 0.00 1.00 1.00 1.00
WPCP Operator 5.00 5.00 4.00 4.00 4.00
Environmental Analyst 1.00 1.00 1.00 1.00 1.00
Environmental Assistant 1.00 1.00 1.00 1.00 1.00
WPCP Maintenance Mechanic 1.00 2.00 2.00 2.00 2.00
WPCP Intern 0.48 0.48 0.48 0.48 0.48
Total 23.23 27.73 30.23 30.23 29.73
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Department Budgets – Public Works

PUBLIC WORKS BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 1,111,016 1,503,855 1,258,714 2,694,095 2,399,624 (294,470) -12% Measure S 2014 - 105 - - - - 3,280,000 3,280,000 100%
Measure S 2014 - 106 764,039 656,200 1,707,994 7,021,751 4,697,132 (2,324,619) -49% Equipment Reserve Fund - 160 104,242 39,434 - 200,000 200,000 - 0% Gas Tax Fund - 200 489,964 523,854 436,051 1,980,986 2,201,572 220,586 10% Restricted Real Estate Maintenance Fund - 201 19,478 17,110 10,410 26,000 26,000 - 0% Traffic Safety Fund - 205 - - - 35,000 35,000 - 0%
Stormwater Fund - 207 297,082 293,563 290,294 374,769 378,966 4,197 1% AB939 Refuse Management Fund - 213 106,591 122,104 102,211 174,358 186,658 12,300 7% Solid Waste Fund - 214 194,241 195,954 73,476 589,381 174,379 (415,002) -238% Measure J Fund - 215 129,061 273,454 432,622 1,023,719 1,708,207 684,488 40% Parkland Dedication Fund - 275 - - - - - - 0%
Growth Impact Fund - 276 - - 55,083 1,348,000 1,623,000 275,000 17% Lighting and Landscaping District - 310 42,611 46,684 21,054 85,175 85,175 - 0% PV Park Caretaker Fund - 317 656 - - 15,002 14,893 (109) -1% Public Facilities Fund - 324 - - - 70,000 70,000 - 0%
City Streets Improvement Fund - 325 569,001 182,662 179,322 2,232,004 3,687,304 1,455,300 39% Park Grants (Measure WW) - 327 - 193,383 183 - - - -100% Arterial Street Rehabilitation - 377 1,029,962 80,213 8,066 758,624 895,000 136,376 15% Sewer Enterprise Fund - 500 6,611,272 5,683,481 4,904,487 24,185,339 37,760,374 13,575,035 36% Sewer Enterprise Plant Expansion - 503 709,900 646,924 - - - - 0% Total 12,179,116 10,458,875 9,479,967 42,814,202 59,423,284 16,609,082 28%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 2,144,445 2,748,180 2,205,061 3,168,561 3,433,975 265,414 8% Overtime - 402 54,995 63,493 32,808 40,856 40,220 (636) -2% Employee Benefits - 410 1,690,789 477,632 1,196,685 1,560,905 1,844,295 283,390 15% Total Personnel 3,890,229 3,289,306 3,434,554 4,770,322 5,318,490 548,168 10% Services and Supplies
Professional & Administrative Services - 42 944,403 1,225,737 883,487 3,402,963 2,536,988 (865,975) -34% Other Operating Expenses - 43 1,204,272 1,259,423 951,833 1,087,717 1,162,717 75,000 6% Materials & Supplies - 44 1,041,431 1,205,184 807,671 1,607,500 1,694,500 87,000 5% Total Services and Supplies 3,190,105 3,690,345 2,642,991 6,098,180 5,394,205 (703,975) -13% Capital Outlay
Asset Acquisition/Improvement - 47 3,258,344 1,828,080 2,209,816 29,446,336 46,243,115 16,796,779 36% Total Capital Outlay 3,258,344 1,828,080 2,209,816 29,446,336 46,243,115 16,796,779 36% Indirect Cost Allocations
Administrative Credits - 46 (1,385,631) (1,489,014) (1,262,280) (2,059,437) (2,143,939) (84,502) 4% Administrative Debits - 46 1,647,526 1,801,323 1,462,204 2,359,119 2,408,904 49,785 2% IS Charges - 46 107,182 167,432 191,930 300,820 300,880 60 0% Legal Charges - 46 147,172 42,144 20,691 63,600 63,600 - 0% General Liability Insurance - 46 151,390 188,395 261,769 227,786 226,461 (1,325) -1% Total Indirect Cost Allocations 667,639 710,279 674,314 891,888 855,906 (35,982) -4% Debt Service
Debt Principal - 48101 - - 347,000 1,037,932 1,064,678 26,746 3% Debt Interest - 48102 596,719 576,372 171,292 569,544 546,890 (22,654) -4% Total Debt Service 596,719 576,372 518,292 1,607,476 1,611,568 4,092 0% Depreciation
Depreciation Expense - 47401 576,080 364,494 - - - - 0% Total Depreciation 576,080 364,494 - - - - 0%
Total 12,179,116 10,458,875 9,479,967 42,814,202 59,423,284 16,609,082 28%

EXPENDITURES BY PROGRAM
Administration & Engineering - 341 408,471 619,060 506,705 1,243,373 1,056,895 (186,478) -18% Road maintenance - 342 2,623,651 1,382,361 1,718,448 7,791,975 11,713,280 3,921,305 33% Facility Maintenance - 343 924,137 897,725 891,746 5,248,628 5,145,788 (102,840) -2% NPDES Storm Water - 344 315,373 296,190 690,418 1,751,174 1,879,007 127,833 7% Park Maintenance - 345 386,548 764,347 644,898 1,734,181 996,107 (738,074) -74% Waste Reduction - 346 106,591 122,104 102,211 174,358 186,658 12,300 7% Pinole Valley Lighting & Landscaping 347-348 42,611 46,684 21,054 85,175 85,175 - 0% Sewer Treatment Plant - 641 4,718,679 3,774,932 3,283,525 9,791,938 11,902,136 2,110,198 18% Sewer Collection - 642 1,346,437 1,332,177 1,102,670 13,385,925 24,761,670 11,375,745 46% Sewer Projects -Shared - 643 709,900 646,924 - - 85,000 85,000 100% WPCP/Equipment & Debt Svc. (Pinole Only) -
644 596,719 576,372 518,292 1,607,476 1,611,568 4,092 0% Total 12,179,116 10,458,875 9,479,967 42,814,202 59,423,284 16,609,082 28% 134

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - ADMINISTRATION & ENGINEERING - 341

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salary & Wages - 401 375,600 464,788 438,605 751,127 808,271 57,144 7% Overtime - 402 9,756 4,195 125 123 87 (36) -41%
Employee Benefits - 410 148,234 171,162 146,688 245,592 260,776 15,184 6% Total Salary & Benefits 533,590 640,145 585,418 996,842 1,069,134 72,292 7% Services and Supplies
Professional & Administrative Services - 42 140,749 92,172 31,883 49,625 56,625 7,000 12% Materials & Supplies - 44 - 32 - - - - 0%
Total Services and Supplies 140,749 92,204 31,883 49,625 56,625 7,000 12% Capital Outlay
Asset Acquisition/Improvement - 47 2,611 542 - 252,500 252,500 - 0% Total Capital Outlay 2,611 542 - 252,500 252,500 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (562,730) (491,909) (465,792) (903,763) (960,969) (57,206) 6% Admin Debits - 46122 6,949 7,707 10,445 12,361 - (12,361) #DIV/0! IS Charges - 46124 53,035 90,999 117,089 159,987 139,655 (20,331) -15% Legal Charges - 46126 15,300 25,417 15,143 8,000 8,000 - 0% General Liability Insurance - 46201 29,902 43,881 63,746 53,462 52,640 (822) -2% Total Indirect Cost Allocations (457,544) (323,904) (259,369) (669,953) (760,674) (90,720) 12% Total 219,407 408,987 357,932 629,014 617,585 (11,428) -2% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 - 10,209 16,560 223,375 75,000 (148,375) -198% Administrative Debits - 46122 70,077 60,360 37,261 150,317 159,250 8,933 6% Total Measure S - 2014 Fund - 106 70,077 70,569 53,821 373,692 234,250 (139,442) -60% EQUIPMENT RESERVE FUND - 160
Asset Acquisition/Improvement - 47 - - - 45,201 - (45,201) -100% Total Equipment Reserve Fund - 160 - - - 45,201 - (45,201) -100% GAS TAX FUND - 200
Professional & Administrative Services - 42 - 2,064 - - - - 0% Asset Acquisition/Improvement - 47 - 2,825 - - - - 0%
Total Gas Tax Fund - 200 - 4,889 - - - - 0%
MEASURE J FUND - 215
Other Operating Expenses - 43 4,915 2,780 1,113 4,400 4,400 - 0% Administrative Debits - 46122 114,073 131,835 93,840 191,066 200,660 9,594 5% Total Measure J Fund - 215 118,988 134,615 94,952 195,466 205,060 9,594 5% 135

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 10,000 $ 25,000
General engineering services $ 25,000
42103 Temporary Services $ - $ -
Temporary Services $ -
42107 Equipment Maintenance $ 1,000 $ 3,000
Maintenance of office equipment. $ 3,000
42201 Office Expense $ 2,500 $ 2,500
General office supplies $ 2,500
4230X Travel and Training $ 6,750 $ 6,750
Conference Registration $ 3,000
Mileage Air & Hotel 3,000
Meal Allowance 750
42401 Memberships $ 1,200 $ 1,200
American Public Works Association (APWA) $ 225
Professional License Renewal 975
42506 Bonds $ 175 $ 175
$ 175
42510 Software Purchase $ 28,000 $ 18,000
Beehive (40%) $ 8,000
ArcGIS 2,500
CAD+Misc 2,500
GoGov or Similar 5,000
Total Professional/Administrative Services $ 56,625
47103 Furniture $ 2,500 $ 2,500
Furniture $ 2,500
4720X $ 250,000 $ 250,000
47201 Weatherization/Energy Efficient program $ 250,000 Measure S-2014 Fund - 106
42101 Professional Services $ 223,375 $ 75,000
On-call consultants for capital projects $ 75,000
MEASURE J FUND - 215
4310X Utilities $ 4,400 $ 4,400
43101 Telephone $ 4,000
43103 Electricity & Power 400
136

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
GAS TAX FUND - 200
ROAD MAINTENANCE - 342

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 121,333 108,497 49,450 123,100 125,500 2,400 2% Other Operating Expenses - 43 193,258 205,211 155,639 181,000 181,000 - 0% Materials & Supplies - 44 847 2,691 825 2,000 2,000 - 0% Total Services and Supplies 315,438 316,399 205,914 306,100 308,500 2,400 1% Capital Outlay
Asset Acquisition/Improvement - 47* 19,570 13,587 61,312 1,433,045 1,631,082 198,037 12% Total Capital Outlay 19,570 13,587 61,312 1,433,045 1,631,082 198,037 12% Indirect Cost Allocations
Administrative Debits - 46122 154,026 188,978 168,825 233,841 253,990 20,149 8% Legal Charges - 46126 930 - - 8,000 8,000 - 0%
Total Indirect Cost Allocations 154,956 188,978 168,825 241,841 261,990 20,149 8% Total 489,964 518,964 436,051 1,980,986 2,201,572 220,586 21% GENERAL FUND - 100
Salary & Wages - 401 36,114 94,380 71,012 99,641 119,737 20,096 17% Overtime - 402 148 294 376 283 588 305 0%
Employee Benefits - 410 5,836 12,027 13,752 16,996 20,249 3,253 16% Professional & Administrative Services - 42 18,427 91,819 101,979 180,800 35,800 (145,000) -405% Materials & Supplies - 44 1,686 7,284 3,150 20,000 20,000 - 0% Asset Acquisition/Improvements - 47* 1,306 338 829 370,000 370,000 - 0% Admin Credits - 46121 (29,000) (83,951) (77,513) (98,815) (118,392) (19,577) 17% Administrative Debits - 46122 23,641 24,574 21,355 30,320 31,053 733 2% Legal charges - 46126 - 252 - - - - 0%
General Liability Insurance - 46201 4,619 5,147 9,107 6,599 7,416 817 11% Total General Fund 62,776 152,163 144,046 625,824 486,451 (139,373) -29% MEASURE S 2006 - 105
Asset Acquisition/Improvement - 47 - - - - 1,750,000 1,750,000 0% Total Measure S Fund - 105 - - - - 1,750,000 1,750,000 0% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 - - - 50,000 50,000 - 0% Administrative Debits - 46122 9,667 66,385 81,520 102,597 124,206 21,609 17% Asset Acquisition/Improvement - 47* 143,725 20,747 447,822 882,613 680,262 (202,351) -30% Total Measure S - 2014 153,392 87,133 529,342 1,035,210 854,468 (180,742) -21% EQUIPMENT RESERVE FUND - 160
Asset Acquisition/Improvement - 47 104,242 39,434 - 120,000 120,000 - 0% Total Equipment Reserve Fund - 160 104,242 39,434 - 120,000 120,000 - 0% Traffic Safety Fund - 205
Professional & Administrative Services - 42 - - - 35,000 35,000 - 0% Total Traffic Safety Fund - - - 35,000 35,000 - 0%
NPDES Storm Water Fund - 207
Admin Debits - 46122 10,000 - 10,474 13,693 7,959 (5,734) -72% Total NPDES Storm Water Fund 10,000 - 10,474 13,693 7,959 (5,734) -72% SOLID WASTE FUND - 214
Professional & Administrative Services - 42 24,866 22,006 5,445 60,000 60,000 - 0% Materials & Supplies - 44 1,468 1,818 - 7,000 7,000 - 0% Admin Debits - 46122 9,667 58,523 63,314 97,381 107,379 9,998 9% Legal Charges - 46126 35,959 11,804 4,718 - - - 0%
Asset Acquisition/Improvement -47* 122,281 88,801 - - - - 0% Total Solid Waste Fund 194,241 182,952 73,476 164,381 174,379 9,998 6% MEASURE C AND J FUND - 215
Professional & Administrative Services - 42 - 56,899 59,494 51,899 51,899 - 0% Admin Debits - 46122 9,667 20,988 19,378 24,704 29,598 4,894 17% Asset Acquisition/Improvement - 47* 406 60,953 258,797 749,650 1,419,650 670,000 47% Total Measure J Fund 10,073 138,839 337,670 826,253 1,501,147 674,894 45% City Streets Improvements Fund - 325
Professional & Administrative Services - 42 - - - 100,000 100,000 - 0% Asset Acquisition/Improvement - 47* 569,001 182,662 179,322 2,132,004 3,587,304 1,455,300 41% Total City Streets Improvements 569,001 182,662 179,322 2,232,004 3,687,304 1,455,300 39% Arterial Streets Rehabilitation Fund - 377
Asset Acquisition/Improvement - 47* 1,029,962 80,213 8,066 758,624 895,000 136,376 15% Total Arterial Streets Rehab Fund 1,029,962 80,213 8,066 758,624 895,000 136,376 15% *See CIP
137

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 101,000 $ 101,000
Audit Services $ 1,000
General engineering survey contract 10,000
Professional engineering support 20,000
Traffic and signal maintenance 70,000
42108 Maintenance Structure/Imp $ 20,000 $ 20,000
Hardware supplies and median maintenance $ 20,000
42514 Special Department Expense $ 2,100 $ 4,500
CCTA congestion management plan administration $ 4,500
Pinole's share of CTA Congestion Management Plan administrative costs.

Total Professional/Administrative Services $ 125,500
4310X Utilities $ 181,000 $ 181,000
Electricity costs for street lights, traffic lights and controls Electricity & Gas (PG&E) $ 180,000
EBMUD median irrigation 1,000
44301 Fuel $ 2,000 $ 2,000
Fuel $ 2,000
47205 Improvements/Streets $ 1,433,045 $ 1,631,082
Pothole Repair Program $ 40,000
Roadway Stripping Program 15,000
RO1708 Pinole Valley Road Improvements 100,000
RO2101 Arterial Rehab 1,095,000
RO2102 Tennent Ave. Rehabilitation 381,082
General Fund 100
42101 Professional Services $ 170,000 $ 25,000
IN2106 Active Transportation Plan $ 25,000
42107 Equipment Maintenance $ 8,000 $ 8,000
Equipment Maintenance $ 8,000
42514 Special Department Expense $ 2,800 $ 2,800
Special department expense $ 2,800
44306 Maintenance Supplies $ 20,000 $ 20,000
Maintenance Supplies $ 20,000
47205 Improvements/Streets $ 370,000 $ 370,000
RO2107 Brand St. Improvements $ 170,000
Street Improvements 200,000
MEASURE S - 2006 FUND - 105
47205 Street Improvements $ - $ 1,750,000
RO2401 Road Maintenance Reparis 1,750,000
MEASURE S - 2014 FUND - 106
42108 Maintenance Structure/Imp $ 50,000 $ 50,000
Pedestrian Bridge inspections & Maintenance (carryover) 50,000 47101 Equipment $ 1,000 $ -
Equipment -
47204 Improvements/Sidewalk $ 20,000 $ 20,000
Sidewalk Improvements 20,000
47205 Improvements/Streets $ 861,613 $ 660,262
RO1710 San Pablo Ave. Bridge Replacement $ 300,000
RO2302 Safety Improvement Arterial Roadway 35,960
RO2303 Pinole Smart Signals 154,302
RO2302 Sidewalk/ADA Curb Ramp Program 150,000
Traffic Sign Replacement 20,000
138

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
TRAFFIC SAFETY FUND - 205
42101 Professional Services $ 35,000 $ 35,000
Speed Survey $ 35,000
SOLID WASTE FUND - 214
42101 Professional Services $ 16,450 $ 16,450
Professional Services $ 16,450
42514 Special Department Expense $ 43,550 $ 43,550
Patch paving materials $ 43,550
44306 Maintenance Supplies $ 7,000 $ 7,000
SB1383 OWR1 grant supplies $ 7,000
MEASURE J FUND - 215
42401 Memberships $ 51,899 $ 51,899
WCCTAC Dues $ 51,899
47204 Improvements/Sidewalks $ 12,031 $ 12,031
Sidewalk Maintenance Program $ 12,031
47205 Improvements/Streets $ 737,619 $ 1,407,619
Miscellaneous Roadway Repair $ 15,000
RO1710 San Pablo Ave. Bridge Replacement 133,579
RO1902 Pedestrian Improvements on Tennent Ave. near RxR 1,020,000 RO2302 Safety Improvements on Arterial Roadway 239,040
Road Maintenance Fund - 325
42101 Professional Services $ 100,000 $ 100,000
IN2105 Appian Way Complete Streets Project 100,000
47205 Improvements/Streets $ 2,132,004 $ 3,587,304
RO1710 San Pablo Ave Bridge over BNSF $ 1,540,583
RO1714 Safety Improvements at Appian Way & Marlesta 129,400 RO1902 Pedestrian Improvements at Tennent Ave 150,000
RO2102 Tennent Ave. Rehabilitation 267,321
RO2301 Residential Road Maintenance 1,500,000
Arterial Streets Rehabilitation Fund - 377
47205 Improvements/Streets $ 758,624 $ 895,000
RO2101 Arterial Rehabilitation $ 895,000
139

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - FACILITY MAINTENANCE - 343

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 591,504 662,614 508,534 709,965 750,047 40,082 5% Overtime - 402 9,328 20,069 13,725 1,268 495 (773) -156% Employee Benefits - 410 368,599 432,272 351,491 500,858 500,074 (784) 0% Total Salary & Benefits 969,431 ######## 873,750 1,212,091 1,250,616 38,525 3% Services and Supplies
Professional & Administrative Services - 42 131,201 176,916 113,145 574,700 419,700 (155,000) -37% Other Operating Expenses - 43 36,867 40,616 31,130 44,000 44,000 - 0% Materials & Supplies - 44 66,514 71,188 60,942 73,200 73,200 - 0% Total Services and Supplies 234,582 288,720 205,217 691,900 536,900 (155,000) -29% Capital Outlay
Asset Acquisition/Improvement - 47* 814 2,119 - 52,000 12,000 (40,000) -333% Total Capital Outlay 814 2,119 - 52,000 12,000 (40,000) -333% Indirect Cost Allocations
Administrative Credits - 46121 (694,237) (801,732) (625,641) (940,463) (919,345) 21,118 -2% Administrative Debits - 46122 2,282 - - - - - 0%
Legal Charges 46126 296 496 165 - - - 0%
General Liability Insurance - 46201 39,071 46,328 58,175 51,414 49,203 (2,211) -4% Total Indirect Cost Allocations (652,588) (754,908) (567,302) (889,049) (870,142) 18,907 -2% Total 552,239 650,885 511,665 1,066,942 929,374 (137,568) -15% MEASURE S -2006 FUND - 105
Asset Acquisition/Improvement -47 - - - - 1,530,000 1,530,000 100% Total Mesure S - 2006 Fund - - - - 1,530,000 1,530,000 100% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 - - 61,384 327,000 0 (327,000) -100% Administrative Debits - 46122 130,184 135,129 47,254 143,266 93,414 (49,852) -53% Asset Acquisition/Improvement - 47* 222,237 94,601 261,033 3,198,420 1,805,000 ######## -77% Total Measure S - 2014 Fund 352,421 229,730 369,671 3,668,686 1,898,414 ######## -93% RESTRICTED REAL ESTATE MAINTENANCE FUND - 201
Professional & Administrative Services - 42 7,639 7,787 5,391 10,000 10,000 - 0% Other Operating Expenses - 43 11,838 9,323 5,019 11,000 11,000 - 0% Legal Charges - 46126 - - - 5,000 5,000 - 0%
Total Restricted Real Estate Maint. 19,478 17,110 10,410 26,000 26,000 - 0% MEASURE J FUND - 215
Legal Charges - 46126 - - - 2,000 2,000 - 0%
Total Measure J Fund - 215 - - - 2,000 2,000 - 0%
GROWTH IMPACT FUND - 276
Asset Acquisition/Improvement - 47 - - - 425,000 700,000 275,000 39% Total Growth Impact Fund 276 - - - 425,000 700,000 275,000 39% PUBLIC FACILITIES FUND - 324
Asset Acquisition/Improvement - 47 - - - 60,000 60,000 - 0% Total Public Facilities Fund - - - 60,000 60,000 - 0%
*See CIP
140

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 405,000 $ 263,500
EBRCSA Professional Support $ 3,500
IN2101 Emergency Power for critical Facilities 200,000
IN2103 Recycled Water Feasibility 60,000
42107 Equipment Maintenance $ 40,000 $ 40,000
Vehicle maintenance and repair $ 40,000
42108 Maintenance/Structure Imp $ 87,000 $ 87,000
City Hall improvements to planting/landscaping $ 20,000 Elevator maintenance 800
Heating and air repair 16,000
Janitorial service and supplies 13,000
Landscape maintenance 3,000
Lighting supplies 500
Memorial Hall Maint.e, Pest Control & Sanitary Supplies (moved from Com 11,000 Misc. hardware and maintenance 1,000
Pest control and weed control 10,700
Public facilities deferred maintenance 11,000
42201 Office Expense $ 3,000 $ 3,000
$ 3,000
4230X Travel and Training $ 11,750 $ 11,750
Technical training $ 10,000
Mileage, Air & Hotel 1,500
Meal Allowance 250
42401 Memberships $ 750 $ 750
M.S.A. (Maintenance Superintendents Association) $ 750
T.C.S.A. (Traffic Control Supervisory Association)
Technical publications
42511 Equipment Rental $ 20,000 $ 10,000
This is used to rent infrequently used equipment. $ 10,000 42513 Rent $ 2,700 $ 2,700
Tennent Ave Parking lot. 401-142-012 (AT&T) $ 2,700
42514 Special Department Expense $ 4,500 $ 1,000
$ 1,000
Total Professional/Administrative Services $ 419,700
4310X Utilities $ 40,000 $ 40,000
Gas/Electricity $ 24,000
Memorial Hall Electricity (moved from Comm Svcs.) 500
Water 13,000
Memorial Hall Water (moved from Comm Svcs.) 2,500
43201 Property Tax $ 4,000 $ 4,000
44301 Fuel $ 8,200 $ 8,200
141

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
44306 Maintenance Supplies $ 45,000 $ 45,000
44410 Safety Clothing $ 20,000 $ 20,000
The worker classifications in this division are supplied: $ 20,000 Uniforms, coveralls, and foul weather gear
47101 Equipment $ 12,000 $ 12,000
Miscellaneous Equipment $ 12,000
47201 Improvements/Building $ 40,000 $ -
$ -
MEASURE S - 2014 FUND - 105
47201 Improvements $ - $ 1,530,000
FA1901 Senior Center Auxiliary Parking Lot $ 1,530,000
MEASURE S - 2014 FUND - 106
42101 Professional Services $ 310,000 $ -
IN2102 Municipal Broadband Feasibility $ -
IN2201 Energy Audit -
IN2301 Facilities Master Plan -
42514 Special Department Expense $ 17,000 $ -
$ -
47101 Vehicles $ 235,589 $ -
Hybrid Bucket Truck $ -
47201 Improvements/Building $ 2,962,831 $ 1,805,000
FA1702 Citywide Roof Repairs and Replacement $ 900,000
FA1703 City Hall Modernization 200,000
FA2202 Senior Center Modernization 205,000
FA2301 Public Safety Building Modernization 450,000
FA2401 Tiny Tots Improvements 50,000
RESTRICTED REAL ESTATE MAINTENANCE FUND - 201
42108 Maintenance/Structure Imp $ 10,000 $ 10,000
Materials to maintain facilities owned by the $ 10,000
former Redevelopment Agency.
4310X Utilities $ 11,000 $ 11,000
Gas/Electricity $ 5,000
Water 6,000
MEASURE J FUND - 215
47202 Improvements/Landscape-Medians $ 2,000 $ 2,000
Sign Replacement Program $ 2,000
GROWTH IMPACT FUND - 276
47201 Improvements/Building $ 425,000 $ 700,000
FA1703 City Hall Modernization $ 400,000
FA2202 Senior Center Modernization 145,000
FA2301 Public Safety Building Modernization 75,000
FA2302 Plum St. Parking Lot Improvements 80,000
PUBLIC FACILITIES FUND - 324
47201 Improvements/Building $ 60,000 $ 60,000
Annual Building Maintenance Program $ 60,000
142

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
STORM WATER FUND - 207
PUBLIC WORKS - National Pollution Discharge Elimination Systems (NPDES) STORM WATER - 344

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 15,000 $ 15,000
Contract support for Clean Water and NPDES $ 5,000
Support for MRP 3.0 10,000
42107 Equipment Maintenance $ 20,000 $ 20,000
Storm drain, trash capture, street sweeper $ 20,000
42108 Building Structure Maintenance $ 15,000 $ 15,000
Trash capture devices $ 5,000
Lumber and supplies 10,000
4220X Office Expenses $ 1,000 $ 1,000
42201 Miscellaneous office expenses $ 500
42202 Printing and Binding 500
42514 Special Departmental Expense $ 20,000 $ 20,000
Storm Event Sand Pile $ 8,000
NPDES Annual Permit 12,000
Total Professional/Administrative Services $ 71,000
143

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
44301 Fuel $ 8,000 $ 8,000
44410 Safety Clothing $ 800 $ 800
MEASURE S-2014 FUND - 106
42101 Professional Services $ 250,000 $ 150,000
IN1703 Storm Drainage Master Plan $ 150,000
47206 Improvements/Storm Drains $ 1,082,098 $ 1,300,000 SW2401 Storm Drain Creek Discharge $ 600,000
SW2001 Roble Rd. Drainage Improvements 700,000
Growth Impact Fund 276
47206 Improvements/Storm Drains $ 58,000 $ 58,000
SW1901 Hazel Street Gap Closure (sunnyview) $ 58,000
144

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - PARK MAINTENANCE - 345

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru MarRevised Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 115,205 81,679 91,039 144,000 144,000 - 0% Other Operating Expenses - 43 91,493 103,109 59,959 106,656 106,656 - 0% Materials & Supplies - 44 13,191 14,013 11,057 500 500 - 0% Total Services and Supplies 219,889 198,801 162,055 251,156 251,156 - 0% Capital Outlay
Asset Acquisition/Improvement - 47* 4,986 - 329 - - - 100% Total Capital Outlay 4,986 - 329 - - - 100%
Indirect Cost Allocations
Administrative Debits - 46122 50,451 92,834 82,686 121,159 115,058 (6,101) -5% Legal Charges - 46126 540 186 - - - - 0%
General Liability Insurance - 46201 728 - - - - - 0%
Total Indirect Cost Allocations 51,719 93,020 82,686 121,159 115,058 (6,101) -5% Total 276,594 291,821 245,070 372,315 366,214 (6,101) -2% MEASURE S-2014 FUND - 106
Asset Acquisition/Improvement - 47* 109,297 266,143 399,645 612,065 260,000 (352,065) -135% Total Measure S-2014 Fund - 106 109,297 266,143 399,645 612,065 260,000 (352,065) -135% Solid Waste Fund - 214
Asset Acquisition/Improvement - 47* - 13,001 - 425,000 - (425,000) -100% Total Solid Waste Fund - 214 - 13,001 - 425,000 - (425,000) -100% Growth Impact Fund - 276
Asset Acquisition/Improvement - 47 - - - 265,000 265,000 - 0% Total Growth Impact Fund - - - 265,000 265,000 - 0%
PV PARK CARETAKER FUND - 317
Salaries & Wages - 401 - - - 11,960 11,960 - 0%
Employee Benefits - 410 - - - 1,725 1,683 (42) -2%
Professional & Administrative Services - 42 - - - - - - 0% Other Operating Expenses -43 656 - - 466 466 - 0%
General Liability Insurance - 46201 - - - 851 784 (67) -8% Total PV Park Caretaker Fund - 317 656 - - 15,002 14,893 (109) -1% Public Facilities Fund - 324
Asset Acquisition/Improvement - 47 - - - 10,000 10,000 - 0% Total Public Facilities Fund - 324 - - - 10,000 10,000 - 0% Park Grants (Measure WW) - 327
Asset Acquisition/Improvement - 47* - 193,383 183 - - - 0% Total Park Grants Fund - 327 - 193,383 183 - - - 0%
*See CIP
EQUIPMENT RESERVE FUND - 160
Asset Acquisition/Improvement - 47 - - - 34,799 80,000 45,201 0% Total Equipment Reserve Fund - 160 - - - 34,799 80,000 45,201 0% 145

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ - $ -
Professional Support Services $ -
Park Pedestrian Bridge Inspection 0
42107 Equipment Maintenance $ 7,500 $ 7,500
Off road equipment maintenance $ 7,500
42108 Maintenance/Structure Imp 120,500$ 120,500$
Landscape maintenance contract $ 90,000
Materials for parks, restrooms and play area 30,000
Tennis Court Maintenance (moved from Comm Svcs.) 500
42401 Memberships $ 1,000 $ 1,000
CAPCA (California Agricultural Production $ 370
Consultants Association)
P.A.P.A. (Pest Applicators Association) 30
Other memberships 600
42511 Equipment Rental $ 5,000 $ 5,000
Cost to rent infrequently used equipment. $ 5,000
42514 Admin Exp/Special Depart $ 10,000 $ 10,000
Recommendations of Beautification Ad Hoc Subcommittee $ 10,000 Total Professional/Administrative Services $ 144,000
4310X Utilities 106,500$ 106,500$
Gas/Electricity $ 10,000
Tennis Ct. Gas/Electricity (moved from Comm Svcs.) $ 6,000 Water 90,000
Tennis Ct. Water (moved from Comm Svcs.) 500
43201 Property Tax $ 156 $ 156
44301 Fuel $ 500 $ 500
47107 Equipment $ - $ -
Replace aging Brush Chipper $ -
MEASURE S-2014 FUND - 106
47101 FF&E/Equipment $ 29,625 $ -
$ -
47103 FF&E/Furniture $ 5,000 $ 5,000
Annual Bench/Table repairs & Replacement $ 5,000
47203 Improvements/Parks 577,440$ 255,000$
Annual Resod at two parks $ 10,000
PA2202 Skatepark Rehabilitation 150,000
Public Tree Maintenance 45,000
Replace Chips/Rubber Matting at various Parks 50,000
146

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
Solid Waste Fund - 214
47203 Improvements/Parks 425,000$ $ -
PA2101 Installation of High Capacity Trash Bins $ -
Growth Impact Fund - 276
47203 Improvements/Parks 265,000$ 265,000$
PA1901 Pinole Valley Park Soccer Field Rehab $ 200,000
PA2201 Pocket Parks - Galbreth Rd. 65,000
Public Facilities Fund - 324
47203 Improvements/Parks $ 10,000 $ 10,000
Annual Building Maintenance program $ 10,000

Park Grants (Measure WW) Fund - 327
47203 Improvements/Parks $ - $ -
PA2203 Playground Rubberized Surface Improvements $ -
Equipment Reserve Fund -160
47104 Vehicles $ 34,799 $ 80,000
Replace 2 vehicles per year $ 30,000
Replace heavy equipment reserve 50,000
147

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
AB 939 REFUSE MANAGEMENT FUND - 213
WASTE REDUCTION - 346

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 - - - 22,500 22,500 - 0% Other Operating Expenses -43 - - - - - - 0%
Total Services and Supplies - - - 22,500 22,500 - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 - - - - - - 0%
Total - - - - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 106,591 122,104 102,211 149,358 161,658 12,300 8% Legal Services - 46126 - - - 2,500 2,500 - 0%
Total Indirect Cost Allocations 106,591 122,104 102,211 151,858 164,158 12,300 7% Transfers Out - 49901 - - - - - - 0%
Total 106,591 122,104 102,211 174,358 186,658 12,300 7%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 10,000 $ 10,000
Consulting Services $ 10,000
42514 Special Department Expense $ 12,500 $ 12,500
Litter pick up services $ 12,500
148

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
LIGHTING & LANDSCAPE DISTRICTS FUND - 310
PUBLIC WORKS - ZONE A, PINOLE VALLEY ROAD NORTH - 347
PUBLIC WORKS - ZONE B, PINOLE VALLEY ROAD SOUTH - 348

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 18,000 $ 18,000
Contra Costa County traffic signal maintenance - Zone A $ 10,000 Cal Trans traffic signal maintenance - Zone A 2,000
Contra Costa County traffic signal maintenance - Zone B 5,000 Cal Trans traffic signal maintenance - Zone B 1,000
42108 Maintenance Structures/Imp $ 38,500 $ 38,500
Caltrans Traffic Signal Maintenance - Zone A 3,000
Contra Costa county Public Works Traffic Signal - Zone A 8,000 Labor, materials and equipment for maintenance - Zone A 1,000 Pacific Site Management - Zone A 1,500
Caltrans Traffic Signal Maintenance - Zone B 3,500
Contra Costa county Public Works Traffic Signal - Zone B 5,500 Labor, materials and equipment for maintenance - Zone B 15,000 Pacific Site Management - Zone B 1,000
Total Professional/Administrative Services $ 56,500
4310X Utilities $ 16,695 $ 16,695
Water (EBMUD) - Zone A $ 3,800
Electricity & Power - Zone A 4,765
Water (EBMUD) - Zone B 2,800
Electricity & Power - Zone B 5,330
47202 Kaiser Medians $ 5,720 $ 5,720
Capital Replacement Fund- Zone A $ 2,600
PG&E Street and highway lighting - Zone B $ 3,120
149

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
SEWER TREATMENT PLANT - 641

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 878,466 1,240,620 958,443 1,307,576 1,430,455 122,879 9% Overtime - 402 30,180 31,037 12,096 36,476 36,387 (89) 0% Employee Benefits - 410 1,025,647 (300,601) 545,437 622,392 797,381 174,989 22% Total Personnel 1,934,293 971,056 1,515,976 1,966,444 2,264,223 297,779 13% Services and Supplies
Professional & Administrative Services - 42 194,110 173,599 43,440 416,814 416,814 - 0% Other Operating Expenses - 43 827,105 871,960 679,261 710,000 785,000 75,000 10% Materials & Supplies - 44 924,111 1,074,109 705,818 1,479,000 1,562,000 83,000 5% Total Services and Supplies 1,945,326 2,119,668 1,428,519 2,605,814 2,763,814 158,000 6% Capital Outlay
Asset Acquisition/Improvement - 47* 604 133,884 4,600 4,741,597 6,391,597 1,650,000 26% Total Capital Outlay 604 133,884 4,600 4,741,597 6,391,597 1,650,000 26% Indirect Cost Allocations
Administrative Debits - 46122 303,060 216,942 182,210 285,041 288,544 3,503 1% IS Charges - 46124 33,067 45,996 43,330 82,394 82,795 401 0% Legal Charges - 46126 1,577 - - 15,000 15,000 - 0%
General Liability Insurance - 46201 61,893 69,389 108,890 95,648 96,163 515 1% Total Indirect Cost Allocations 399,597 332,327 334,430 478,083 482,502 4,419 1% Depreciation
Depreciation Expense - 47401 438,859 217,997 - - - - 0% Total Depreciation 438,859 217,997 - - - - 0%
Total 4,718,679 3,774,932 3,283,525 9,791,938 ######### 2,110,198 18% *See CIP

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 125,814 $ 125,814
Engineering contract services $ 50,000
PCTV quarterly subcommittee meeting 5,000
Railroad Ave. bridge right of way study 30,000
RO2102 Tennent Ave. Rehabilitation 814
Sewer rate review 40,000
42107 Equipment Maintenance $ 110,000 $ 110,000
Equipment service $ 110,000
42108 Maintenance Structure/Imp $ 78,000 $ 78,000
Janitorial services $ 10,000
Various structure refurbishment 68,000
150

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
42109 Compliance Inspections $ 35,000 $ 35,000
Laboratory supplies and safety equipment $ 15,000
Public outreach materials 10,000
Sampling and analysis 10,000
42201 Office Expense $ 7,000 $ 7,000
Miscellaneous office supplies $ 7,000
4230X Travel and Training $ 31,000 $ 31,000
42301 State Certified operators training $ 7,000
42301 Class B Driver License Training 20,000
42302 Mileage, Air 3,000
42303 Meal Allowance 1,000
42401 Memberships $ 20,000 $ 20,000
Bay Area Clean Water Assoc.(BACWA) $ 12,000
Joint CWEA/WEF membership 4,000
Technical publications 4,000
42511 Equipment Rental $ 10,000 $ 10,000
$ 10,000
Total Professional/Administrative Services $ 416,814
4310X Utilities $ 710,000 $ 785,000
PG&E $ 775,000
EBMUD 10,000
Total Other Operating Expenses $ 785,000
44301 Fuel $ 20,000 $ 20,000
44302 Sludge Removal $ 250,000 $ 300,000
Digester Cleaning $ 130,000
Sludge Disposal to Landfill 170,000
44303 Chemicals $ 750,000 $ 780,000
Chemicals for Plant Operations $ 780,000
44304 Permit Fees $ 129,000 $ 129,000
BAAQMD $ 16,000
BACQA 16,000
NPDES permit fee renewal 75,000
Regional Monitoring of Metals (SFEI) 22,000
44305 Laboratory Operations $ 100,000 $ 100,000
Accelerated Chronic Toxinicy Testing $ 15,000
Laboratory supplies 85,000
44306 Maintenance Supplies $ 200,000 $ 200,000
$ 200,000
44410 Safety Clothing $ 30,000 $ 33,000
Laundry service for uniforms, safety shoes/boots, gloves, etc. $ 33,000 Total Materials and Supplies $ 1,562,000
151

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
47101 Equipment $ 340,000 $ 340,000
Depreciation- Pinole only $ 340,000
47104 Vehicles $ 175,000 $ 175,000
WPCP Staff Vehicle $ 50,000
Portable self priming pump 125,000
47201 Improvements/Building $ 4,120,000 $ 5,770,000
As-Built WWTP Drawings 25,000
Boiler Rehabilitation 45,000
Boiler Replacement 660,000
Centrifuge Feed Pump Replacement 50,000
Centrifuge Replacement 990,000
Digester Feed Pump Replacement 75,000
Energy Recovery Building and Admin Roof 80,000
Misc. Plant Improvements 75,000
SCADA System Upgrade 45,000
SS2002 Water Pollution Control Plant Lab Remodel 100,000 SS2101 Second Clarifier - Center Column Rehabilitation 425,000 SS2102 Air Release Valve Replacement 50,000
SS2203 Effluent Outfall Project Design 3,150,000
47205 Improvements/Street $ 106,597 $ 106,597
RO2102 Tennent Ave. Rehabilitation 106,597
152

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
SEWER COLLECTION - 642

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 262,761 285,778 228,467 288,292 313,505 25,213 8% Overtime - 402 5,583 7,898 6,485 2,706 2,663 (43) -2%
Employee Benefits - 410 142,473 162,773 139,318 173,342 264,132 90,790 34% Total Personnel 410,817 456,449 374,270 464,340 580,300 115,960 20% Services and Supplies
Professional & Administrative Services - 42 143,904 300,267 191,622 656,650 656,650 - 0% Other Operating Expenses - 43 12,281 14,297 9,982 13,500 13,500 - 0% Materials & Supplies - 44 14,928 23,105 17,948 17,000 21,000 4,000 19% Total Services and Supplies 171,113 337,669 219,552 687,150 691,150 4,000 1% Capital Outlay
Asset Acquisition/Improvement - 47 228,142 11,806 211,499 11,133,000 22,375,000 ######### 50% Total Capital Outlay 228,142 11,806 211,499 11,133,000 22,375,000 11,242,000 50% Indirect Cost Allocations
Administrative Credits - 46121 (99,664) (111,422) (93,333) (116,396) (145,233) (28,837) 20% Administrative Debits - 46122 410,663 437,588 336,703 524,579 546,768 22,189 4% IS Charges - 46124 20,783 29,940 31,346 58,440 78,430 19,990 25% Legal Charges - 46126 1,621 - 783 15,000 15,000 - 0%
General Liability Insurance - 46201 15,177 23,650 21,851 19,812 20,255 443 2% Total Indirect Cost Allocations 348,580 379,756 297,350 501,435 515,220 13,785 3% Depreciation
Depreciation Expense - 474 137,221 146,498 - - - - 0%
Total Depreciation 137,221 146,498 - - - - 0%
Total 1,295,873 1,332,177 1,102,670 12,785,925 24,161,670 ######### 47% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47* 50,563 - - - - - 0% Total Measure S - 2014 50,563 - - - - - 0%
Growth Impact Fund - 276
Asset Acquisition/Improvement - 47* - - - 600,000 600,000 - 0% Total Growth Impact Fund - 276 - - - 600,000 600,000 - 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 585,000 $ 585,000
Contractors for isolated emergency repairs $ 50,000
CCTV Large Sewer pipes 50,000
Sanitary Sewer overflow mitigation 120,000
Sewer flow modeling 10,000
Wildan Assessment services 5,000
Misc. Professional Services 350,000
153

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
42107 Equipment Maintenance $ 20,000 $ 20,000
Vehicle maintenance and repair $ 20,000
42108 Maintenance Structure/Imp $ 2,500 $ 2,500
$ 2,500
42201 Office Expense $ 150 $ 150
Office supplies, includes reprinting of map books. $ 150 42301 Travel and Training $ 1,000 $ 1,000
Technical training programs for sewer maintenance, $ 1,000 confined space entry and street safety procedures.
42401 Memberships $ 1,000 $ 1,000
Joint CWEA/WEF membership $ 765
Technical publications $ 235
42510 Software Purchase $ 12,000 $ 12,000
Asset Management Software-annual license fee $ 12,000
42511 Equipment Rent $ 5,000 $ 5,000
$ 5,000
42514 Special Department Expense $ 30,000 $ 30,000
Maintenance materials (asphalt, concrete, pipe, hardware, etc.) $ 30,000 Total Professional/Administrative Services $ 656,650
4310X Utilities $ 13,500 $ 13,500
PG&E $ 9,000
EBMUD 4,500
44301 Fuel $ 8,000 $ 8,000
44304 Permit Fee $ 3,000 $ 3,000
SWRCB Permit Fee $ 3,000
44410 Safety Clothing $ 6,000 $ 10,000
Uniforms, coveralls, foul weather gear, gloves $ 10,000 47104 Vehicles $ - $ 70,000
PW Operations and Maintenance Service Truck 70,000
47201 Improvements $ 11,133,000 $ 22,305,000
SS1702 Sewer Pump Rehab $ 7,300,000
SS2201 Sanitary Sewer Rehabilitation 7,995,000
SS2402 Pinon 2 Upsizing 2,960,000
Tennent Trunk Sewer Upsize 4,050,000
Growth Impact Fund - 276
47207 Improvements/Sewer Lines $ 600,000 $ 600,000
SS2201 Sanitary Sewer Rehabilitation $ 600,000
154

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE PLANT EXPANSION FUND - 503
SEWER PROJECTS - SHARED - 643

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Service and Supplies
Professional & Administrative Services - 42 25 22,294 - - - - 0% Total Services and Supplies 25 22,294 - - - - 0%
Capital Outlay
Asset Acquisition /Improvement - 47 - - - - - - 0%
Total Capital Outlay - - - - - - 0%
Indirect Cost Allocations
Legal Charges - 46126 89,571 4,215 - - - - 0%
Total Indirect Cost Allocations 89,571 4,215 - - - - 0% Depreciation
Depreciation Expense - 47401 620,304 620,415 - - - - 0% Total Depreciation 620,304 620,415 - - - - 0%
Total 709,900 646,924 - - - - 0%
SEWER ENTERPRISE FUND - 500
Asset Acquisition/Improvement - 47 - - - - 85,000 85,000 100% Total Sewer Enterprise Fund - 500 - - - - 85,000 85,000 100%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ - $ -
Construction Management of Plant Upgrades $ -
Hercules-Construction management of plan
42501 Bank Fees $ - $ -
Wells Fargo Bank Fees $ -
47201 Building $ - $ -
WPCP upgrades- Contingency $ -
WPCP upgrades- HDR $ -
WPCP upgrades- Hercules Share $ -
WPCP upgrades- Kiewit -
Sewer Enterprise Fund - 500
47104 FF&E/Vehicles $ - $ 85,000
Replace aging WWTP service Truck with EV $ 85,000
155

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
WPCP / EQUIPMENT AND DEBT SERVICE (PINOLE ONLY) - 644

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Debt Service
Debt Principal - 48101 - - 347,000 1,037,932 1,064,678 26,746 3% Debt Interest - 48102 596,719 576,372 171,292 569,544 546,890 (22,654) -4% Cost of Issuance - 48103 - - - - - - 0%
Total Debt Service 596,719 576,372 518,292 1,607,476 1,611,568 4,092 0% Total 596,719 576,372 518,292 1,607,476 1,611,568 4,092 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
4810X Wastewater Revenue Bonds, Series 2016 $ 518,292 $ 522,384 48101 - Principal $ 362,000
48102 - Interest 160,384
4810X 2016 Clean Water State Revolving fund loan $ 1,089,184 $ 1,089,184 48101 - Principal $ 702,678
48102 - Interest 386,506
156

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development

COMMUNITY DEVELOPMENT
The Community Development Department is comprised of the following divisions:
• Planning;
• Building;
• Code Enforcement;
• Affordable Housing;
• Economic Development; and
• Redevelopment Successor Agency
Mission
The mission of the Community Development Department is to guide orderly growth and development in Pinole, consistent with the General Plan and priorities of the City Council, and to protect the quality of life, health, safety, and welfare of residents.

Major Services and Functions
The Planning Division administers and implements the General Plan and Zoning Code for the City. It processes land use and development applications, which include use permits, design review requests, and subdivisions. The Planning Division seeks to deliver on its mission with the highest regard for time, accuracy, completion, customer satisfaction, and overall well-being of the City consistent with local, State, and federal laws. Planning staff participate in multi-modal transportation and circulation planning.

The Building Division issues building permits and provides building, electrical, mechanical, plumbing, Title-24, and accessibility inspections for new construction, additions, and alterations of commercial, residential, and public projects to ensure a safe environment for the Pinole community. The division also performs rental housing inspections on a recurring basis and business license inspections on an as-needed basis.

The division investigates citizens’ complaints pertaining to construction code compliance and/or health and safety issues in a prompt and courteous manner.

The Code Enforcement Division investigates and addresses citizens’ complaints of health and safety issues. These issues include blight and graffiti, abandoned vehicles, and illegal dumping. The division is complaint driven and maintains a proactive environment to help solve community problems in a collaborative and effective manner.

The Affordable Housing Division functions include ensuring that facilities that have received City financial assistance to create affordable housing units comply with affordability agreements and investing limited City affordable housing resources to provide affordable housing units and support to the homeless. 157

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
The Economic Development Division was instituted in FY 2021/22. It coordinates with the City Manager department to create economic development strategies for the City and is responsible for carrying out those strategies.

The purpose of the Redevelopment Successor Agency Division is to effectively wind down the activities of the Redevelopment Successor Agency by administering the remaining enforceable obligations.

FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Filled open Building Inspector II position
• Arranged presentations to City Council from various organizations involved in public banks and inform City Council of next steps that the City could take to pursue establishing a public bank in Pinole
• Issued an RFP for vendor scanning services to initiate the Department’s move to paperless records
• Completed the upgrade and migration of the City’s current outdated permitting system, including a new online citizen portal for paperless Building, Planning, Public Works and Finance permitting and licensing, in addition to other integrations such as GIS and code enforcement tools
• Continued to develop and refine forms, policies and procedures related to building and planning permits and code enforcement processes • Continued to lead the recommencement the Development Impact Fee study • Secured a vendor and began to design permitting software under a $40,000 grant to implement an automated solar permitting application for residential rooftop solar installations
• Closely coordinated with ConFire on the transition from Pinole Fire to ConFire, with respect to processing of building permits
• Performed inspections and processed building permits for significant new residential development projects, including for construction of 179 units of 100% affordable housing for seniors at 600 Roble ("Vista Woods" project), 33 units of 100% affordable housing for veterans at 811 San Pablo (“SAHA” project) and 154 units of condominium housing at 2151 Appian Way (“Appian Village” project) • In the first three quarters of FY 2023/24, guided the issuance of 418 construction permits with a value of almost $12 million
• In the first three quarters of FY 2023/24, performed 1747 inspections for building, electrical, mechanical, plumbing, Title-23 and accessibility inspections for new construction, additions and alternations of commercial, residential and public projects
• Continued to implement the GreenHalo waste management/recycling tracking system inorder to automate the management, verification and filing of recovery reports for 19 construction projects
158

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
• Continued to offer “Solar Tuesdays” over the counter solar permitting and introduced “Minor Permit Thursdays” to expedite permit processing for minor projects including reroofs, water heater replacements, window and door retrofit and repair and kitchen and bathroom remodels
• Partnered with Strategic Energy Institute for the second year to engage a Climate Corps Fellow to provide assistance for sustainability initiatives • Piloted use of a Body Worn Camera for the Code Enforcement Officer position to increase transparency and civility with the public
• Completed, adopted, and received State of California certification of the City’s Completed update of the City’s Sixth Cycle (2023-2031) Housing Element, received certification from the State Housing and Community Development, and began diligently implementing the Housing Element
• Conducted annual monitoring of 322 deed-restricted low- and moderate-income housing units in the City to ensure compliance with affordability restrictions • Supported the Public Works Department in conducting outreach and coordination activities for the development of the Active Transportation Plan • Supported a Planning Policy Intern to support Planning and Sustainability initiatives
• With the Finance and Public Works Department, prepared a comprehensive Environmentally Preferable Procurement Policy Program for Council adoption • Initiated the development of Objective Design and Development Standards, working with the Planning Commission’s Ad Hoc Subcommittee • Worked with the County Department of Conservation and Development, to develop and initiate a pilot Pinole Energy Enhancement Rebate Program • Ensured that tobacco retailers complied with application requirements including providing education and enforcement of flavored tobacco to all 21 tobacco retailers, education to hundreds of citizens through tabling at three major City functions
• Attended three rotary meetings to present information regarding Department activities
• Partnered with the Police Department to enforce code requirements regarding massage establishments
• Finalized work to prepare the City’s first Climate Action and Adaptation Plan (CAAP), including hosting pop-up Community Workshops and releasing a public draft CAAP
• Applied for and was awarded Prohousing Designation status from the State of California, which allows for the City to apply for special Prohousing funding and priority processing/funding points on certain funding applications • Submitted reimbursement for SB2 grant funding (totaling $165,000 for Housing Element update activities)
• Initiated project to create objective design and development standards • Continued to conduct research related to outdoor dining/parklet regulations • In the first three quarters of FY23/24, opened 349 and closed 324 code enforcement cases and performed 1,406 code enforcement inspections 159

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
• Performed proactive seasonal weed abatement activities with the support of temporary code enforcement staffing opening 244 cases and achieving compliance with 96% of cases
• Ensured that tobacco retailers comply with application requirements • Supported approval of an affordable housing agreement for the Pinole Vista project Other Council-Directed Special Projects
• Presented background information on Service Station bans and commenced an Urgency Ordinance to prohibit new/expanded Service Stations • With the Finance Department, assisted with research on environmental purchasing policies/practices
• With the City Manager’s Department, supported the development of the second year of Earth Month activities and programming
• Continued the second year of administration of the Pinole Perks Community Gift Card program, which has resulted in over $210,000 at local independent businesses
• Prepared the City’s first draft Climate Action and Adaptation Plan • Prepared an ordinance regulating the use of single use plastics • Supported development of an Ordinance for enhanced construction hours • Presented background information on CPTED and Façade Improvement Programs to the City Council
• With the Community Services Department, presented background information on the scope and activities of a public art program
FY 2024/25 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Enhance staffing support for key areas including Sustainability, Housing, Economic Development and administrative services
• Commence implementation of a variety of Year I and Year 2 6th Cycle Housing Element programs including a variety of Zoning Ordinance modifications, a no cost building permit program for universal design, an ADU amnesty program and a home-match program
• Continue to partner with the County Department of Conservation and Development on implementation of the pilot Pinole Energy Enhancement Rebate Program
• Continue to administer the Pinole Perks Community Gift Card program • Commence implementation of the Climate Action and Adaptation Plan • Seek grant funding to implement the Economic Development Strategy and Climate Action and Adaptation Plan
• Perform inspections and process building permits for significant new industrial development projects, including the construction of a 120,000 square foot 160

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
industrial building (“Pinole Shores II”) and new residential development projects, including for construction of 179 units of 100% affordable housing for seniors at 600 Roble ("Vista Woods" project), 33 units of 100% affordable housing for veterans at 811 San Pablo (“SAHA” project), 154 units of condominium housing at 2151 Appian Way (“Appian Village” project) and 223 units of apartment housing at 1500 Fitzgerald (“Pinole Vista”)
• Educate the public and business community on the Single Use Plastic ordinance • Continue to partner with SEI to engage a Climate Corps fellow to provide assistance for sustainability initiatives
• Work with the new owner of Pinole Square (Tara Hills Safeway) on redevelopment of the site
• With the Finance department, prepare and present recommended updates to development impact fees
• With the Planning Commission, prepare regulations for outdoor dining/parklets for City Council consideration
• Prepare and adopt objective design and development standards; evaluate required/desired updates to the General Plan, Specific Plan and Zoning Ordinance and Old Town Design Guidelines
• Implement an improved/enhanced residential rental housing inspection program • Complete the sale and transfer of the affordable housing fund and Redevelopment Successor Agency surplus properties
• With Community Services Department develop a public art program and City mural program
• Nurture an inviting climate for doing business in Pinole Strategic Plan Strategies
• Implement year two activities of the Economic Development Strategy • Evaluate the need to update the General Plan and Three Corridors Specific Plan Environmental Impact Report so that high-density residential projects could utilize the EIR for project-specific environmental clearances, which would encourage streamlining the rehabilitation and reuse of undeveloped or under-developed properties
Other Council-Directed Special Projects
• Complete research on options for just cause eviction regulations • Implement a City of Pinole job fair
• Implement a weatherization program
• Recommend options for Old Town wayfinding signage
• Conduct an electric vehicle (EV) charging station feasibility study • Establish a business development/community help reserve • Establishing a revitalization reserve
161

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
Significant Special Projects for FY 2025/26 through FY 2028/29 • Continue to make progress on Year 3 and Year 4 Housing Element programs • Continue to make progress on Year 3 and Year 4 Economic Development Strategy action items
• Monitor the need, if applicable, to update the entire General Plan and Three Corridors Specific Plan
• Seek grant opportunities to help Pinole create a stronger “sense of place” • Conclude repayment of outstanding Redevelopment Successor Agency bond obligations
• Close-out the operations of the Redevelopment Successor Agency following payment of all obligations
Major Changes in FY 2024/25 Budget
The Community Development Department budget for FY 2024/25 includes major changes relative to the FY 2023/24 budget. FY 2023/24 was a year of finding stability in the Department following the restructuring in FY 2022/23. The restructuring served to develop efficient and thoughtful succession planning retention strategies, bring formerly contracted out inspection services in-house and fill vacancies. The focus in FY 2024/25 will be to increase staffing in order to carry out the workload assigned to Community Development, and continue to nurture stability, collegiality, and teamwork with coworkers, internal and external customers.

Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
Development Services Director 0.50 0.00 0.00 0.00 0.00
Community Development Director 0.00 1.00 1.00 1.00 1.00 Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 1.00 0.00 0.00 0.00
Building Official 0.00 0.00 1.00 1.00 1.00
Building Inspector 1.00 1.00 0.00 0.00 0.00
Building Inspector I/II 0.00 0.00 1.00 1.00 1.00
Code Enforcement Officer 1.00 1.00 0.00 0.00 0.00
Code Enforcement Officer I/II 0.00 0.00 1.00 1.00 1.00
Permit Technician 2.00 2.00 0.00 0.00 0.00
Permit Technician I/II/III 0.00 0.00 2.00 2.00 2.00
Administrative Coordinator (shared
with Public Works) 0.00 0.00 0.50 0.50 0.00
Total 6.50 7.00 7.50 7.50 7.00
162

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development

COMMUNITY DEVELOPMENT BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 263,181 398,605 358,338 599,883 517,255 (82,628) -16% Measure S 2014 - 106 - - - 20,000 20,000 - 0%
Building and Planning - 212 1,785,329 2,210,300 1,591,891 2,291,208 2,032,560 (258,648) -13% Housing Assets for Resale - 285 97,581 609,107 104,959 339,254 322,628 (16,626) -5% Recognized Obligation Retirement Fund - 750 261,330 324,147 166,658 251,177 - (251,177) -100% Total 2,407,421 3,542,159 2,221,846 3,501,521 2,892,442 (609,079) -21%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 500,268 611,429 667,118 908,868 982,431 73,563 7% Overtime - 402 174 4,775 12,454 11,917 12,746 829 7%
Employee Benefits - 410 188,736 287,854 316,530 419,623 394,983 (24,640) -6% Total Personnel 689,178 904,058 996,102 1,340,408 1,390,160 49,752 4% Services and Supplies
Professional & Administrative Services - 42 1,207,207 1,521,154 566,438 1,497,828 1,039,103 (458,726) -44% Other Operating Expenses - 43 6,483 9,672 6,398 8,150 8,150 - 0% Materials & Supplies - 44 1,090 1,563 1,645 5,500 7,333 1,833 25% Total Services and Supplies 1,214,780 1,532,389 574,482 1,511,478 1,054,586 (456,893) -43% Capital Outlay
Asset Acquisition/Improvement - 47 2,943 396,061 2,061 5,500 5,500 - 0% Total Capital Outlay 2,943 396,061 2,061 5,500 5,500 - 0% Indirect Cost Allocations
Administrative Credits - 46 (368,139) (257,229) (278,221) (465,456) (398,649) 66,807 -17% Administrative Debits - 46 652,746 533,309 489,321 697,556 515,462 (182,094) -35% IS Charges - 46 47,340 145,013 273,151 241,072 180,141 (60,930) -34% Legal Charges - 46 125,914 229,874 81,031 100,000 80,000 (20,000) -25% General Liability Insurance - 46 42,660 58,684 83,920 70,963 65,242 (5,721) -9% Total Indirect Cost Allocations 500,520 709,651 649,202 644,135 442,196 (201,938) -46% Total 2,407,421 3,542,159 2,221,846 3,501,521 2,892,442 (609,079) -21%

EXPENDITURES BY PROGRAM
Development Services Planning - 461 861,887 1,213,389 689,861 996,113 726,856 (269,256) -37% Development Services Building - 462 1,035,536 1,113,151 953,315 1,372,181 1,369,799 (2,382) 0% Successor Agency to the Pinole Redevelopment -
463 261,330 324,147 166,658 251,177 - (251,177) -100%
Housing Administration - 464 50,199 558,818 61,518 278,881 275,660 (3,221) -1% Code Enforcement - 465 198,324 226,172 177,608 273,178 392,591 119,413 30% Economic Development - 466 145 106,482 172,886 329,992 127,536 (202,456) -159% Total 2,407,421 3,542,159 2,221,846 3,501,521 2,892,442 (609,079) -21% 163

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
BUILDING & PLANNING FUND - 212
DEVELOPMENT SERVICES - PLANNING - 461

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to
Rev
Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 275,915 356,239 285,689 388,286 415,783 27,497 7% Employee Benefits - 410 124,520 195,878 169,840 220,824 190,926 (29,898) -16% Total Salary & Benefits 400,436 552,117 455,529 609,110 606,709 (2,401) 0% Services and Supplies
Professional & Administrative Services - 42 460,915 692,470 243,589 483,094 266,232 (216,862) -81% Other Operating Expenses - 43 1,487 2,220 1,468 1,550 1,550 - 0% Materials & Supplies - 44 651 831 1,645 1,500 1,500 - 0% Total Services and Supplies 463,053 695,521 246,703 486,144 269,282 (216,862) -81% Capital Outlay
Asset Acquisition/Improvement - 47 1,034 - - 2,000 2,000 - 0% Total Capital Outlay 1,034 - - 2,000 2,000 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (326,336) (205,724) (218,410) (305,167) (337,379) (32,212) 10% Administrative Debits - 46122 174,800 - 45,814 61,009 61,270 261 0% IS Charges - 46124 462 (2,601) 33,246 13,299 8,621 (4,678) -54% Legal Charges - 46126 16,272 35,741 42,491 25,000 25,000 - 0% General Liability Insurance - 46201 20,072 22,095 33,204 27,632 27,258 (374) -1% Total Indirect Cost Allocations (114,730) (150,488) (63,655) (178,227) (215,231) (37,003) 17% Total 749,792 1,097,149 638,576 919,027 662,760 (256,266) -39% GENERAL FUND - 100
Professional & Administrative Services - 42 7,635 4,599 - 5,000 5,000 - 0% Administrative Debits - 46122 57,077 61,351 7,844 11,713 12,128 415 3% Total 64,712 65,951 7,844 16,713 17,128 415 2%
Housing Fund - 285
Administrative Debits - 46122 47,382 50,289 43,440 60,373 46,968 (13,405) -29% Total 47,382 50,289 43,440 60,373 46,968 (13,405) -29%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 404,350 $ 184,488
Project Traffic Studies and CEQA Assistance $ 30,000
Safety/EJ/Health Element Update 25,000
Scanning/Archiving 50,000
SEI Climate Corps Fellow (July-June, 12 months) 65,000
System Administration/GIS (Comm Dev) 12,488
Translation Services 2,000
164

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
4220X Office Expense $ 26,000 $ 26,000
42201 Miscellaneous office supplies $ 1,000
42202 Housing Element Implementation Print Materials 10,000 42202 Printing Notifications to the Community 10,000
42203 Mailing Notifications to the Community 5,000
4230X Travel and Training $ 12,575 $ 16,125
42301 California APA Annual Conference (2) $ 1,350
42301 League- PC Conference (5 Commissioners) 3,625
42301 League- PC Conference (Staff) (2) 1,450
42302 CA APA Conference Mileage, Toll, Air & Hotel (2) 1,200 42302 CA League PC Conference Mileage, Toll, Air & Hotel (7) 7,000 42303 Meal Allowance 1,500
42401 Memberships $ 1,757 $ 1,207
American Planning Assoc (APA) (2) $ 862
CA Chapter APA Dues (2) 345
42504 Recruitment Costs $ - $ -
42514 Special Department Expense $ 38,412 $ 38,412
Publishing Legal Notices $ 10,000
PCTV Planning Commission Meetings 20,412
Meeting Minute Preparation 8,000
Total Professional/Administrative Services $ 266,232
4310X Utilities $ 1,550 $ 1,550
PG&E $ 1,400
EBMUD 150
44301 Fuel $ 1,000 $ 1,000
44410 Safety Clothing $ 500 $ 500
Uniform 500
General Fund - 100
42101 Professional Services $ - $ -
Economic Development - Staff Support (moved to Economic Dev. Division) $ - 42514 Special Departmental $ 5,000 $ 5,000
$ 5,000
165

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
BUILDING & PLANNING FUND - 212
DEVELOPMENT SERVICES - BUILDING DIVISION - 462

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25
Prop to
Rev
Prop to
Rev
Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 127,857 221,048 316,742 433,232 474,932 41,700 9% Overtime - 402 67 1,019 1,767 5,815 6,400 585 9%
Employee Benefits - 410 41,226 72,318 112,595 153,446 157,345 3,899 2% Total Salary & Benefits 169,150 294,385 431,104 592,493 638,677 46,184 7% Services and Supplies
Professional & Administrative Services - 42 701,670 569,655 162,324 471,248 381,563 (89,685) -24% Other Operating Expenses - 43 3,761 5,607 3,710 4,500 4,500 - 0% Materials & Supplies - 44 - 323 - 1,500 1,500 - 0%
Total Services and Supplies 705,432 575,585 166,034 477,248 387,563 (89,685) -23% Capital Outlay
Asset Acquisition/Improvement - 47 1,909 - 2,061 3,500 3,500 - 0% Total Capital Outlay 1,909 - 2,061 3,500 3,500 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (41,803) (51,504) (59,811) (160,289) (61,270) 99,019 -162% Administrative Debits - 46122 124,977 112,096 137,947 198,073 193,674 (4,399) -2% IS Charges - 46124 46,415 142,418 227,778 214,475 166,100 (48,375) -29% Legal Charges - 46126 12,142 11,017 4,938 10,000 10,000 - 0% General Liability Insurance - 46201 17,315 29,154 43,264 36,681 31,555 (5,126) -16% Total Indirect Cost Allocations 159,045 243,180 354,116 298,940 340,059 41,119 12% Total 1,035,536 1,113,151 953,315 1,372,181 1,369,799 (2,382) 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 438,675 $ 348,990
Backfill Permit Tech (sick, backlog) $ 22,100
Building Inspection Services Backfill (sick, vacation) 20,400 Building Official Backfill (sick, vacation) 28,900
Contract Plan Check - Phase 2 Appian Village 60,102
Contract Plan Check- Pinole Shores II 38,000
Contract Plan Check- Other Routine 65,000
Rental Inspection Services 50,000
Scanning/Archiving 50,000
System Administration/GIS (Comm Dev) 12,488
Translation Services 2,000
42106 Software Maintenance $ 8,888 $ 8,888
BlueBeam Annual Maintenance $ 3,800
Green Halo (Waste Tracking) 3,288
R.S. Means (Valuation) 1,800
166

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
42107 Equipment Maintenance $ 1,000 $ 1,000
Equipment and vehicle maintenance $ 1,000
42108 Building-Structure Maintenance $ 1,000 $ 1,000
42201 Office Expense $ 3,000 $ 3,000
Miscellaneous Office Expenses 3000
4230X Travel and Training $ 10,875 $ 10,875
42301 CALBO Business Meeting (March) $ 695
42301 CALBO Education Week (August) 2,580
42301 Other Educational/Training 2,500
42301 Permit Tech Certification 300
42302 CALBO Business Meeting Air & Hotel 1,000
42302 CALBO Education Week Hotel 3,000
42302 CALBO Education Week Parking and Mileage 400
42303 Travel and Training/Meal Allowance 400
42401 Memberships $ 730 $ 730
California Building Officials (CALBO) $ 215
Electrical Inspectors IAEI 120
Mechanical and Plumbing Officials (IAMPO) 70
ICC (General & Local) 325
42402 Subscriptions $ 2,080 $ 2,080
CALDAG (AD) Publication $ 80
Construction Costing Publications 500
Misc. Publications for new codes 1,000
Permit Tech Publications 500
42501 Bank Fees $ 5,000 $ 5,000
Credit card charges $ 5,000
42514 Special Department Expense $ - $ -
Updates of the assessor parcel information $ -
Blueprints and permits to be scanned. -
Total Professional/Administrative Services 381,563$
4310X Utilities $ 4,500 $ 4,500
PG&E $ 4,000
EBMUD 500
44410 Safety Clothing $ 1,500 $ 1,500
Clothing/Uniforms $ 1,000
Small tools $ 500
47107 Furniture $ 2,000 $ 2,000
Ergonomic Chairs $ 1,000
Standing Desk 1,000
47106 Computer Equipment (not-capitalized) $ 1,500 $ 1,500 Tablet for Inspector $ 1,500
167

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
RECOGNIZED OBLIGATION RETIREMENT FUND - 750
SUCCESSOR AGENCY TO THE PINOLE REDEVELOPMENT AGENCY - 463

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 25,100 $ -
Amerinational Loan Servicing $ -
Auditing Services -
Bond Indenture Fees -
HDL Financial Reporting -
168

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
HOUSING ASSETS FUND - 285
HOUSING ADMINISTRATION - 464

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24FY 2024/25
42101 Professional Services $ 200,871 $ 200,871
Affordable Housing Loan Coordination
(resale/refi) $ 8,000
Affordable Housing NOFA 88,645
Compliance Monitoring (23-24) 37,001
Housing Asset Fund Policy Development 5,000
Housing Fund Consultation Services 5,500
Housing Successor Annual Report 6,725
Nexus Study- In-Lieu Fee - Inclusionary Hsg 50,000
4310X Utilities $ 2,100 $ 2,100
PG&E $ 2,000
EBMUD 100
169

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
GENERAL FUND - 100
CODE ENFORCEMENT - 465

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 96,496 34,142 64,688 87,350 91,716 4,366 5% Overtime - 402 106 3,756 10,687 6,102 6,346 244 4%
Employee Benefits - 410 22,989 19,658 34,094 45,353 46,712 1,359 3% Total Salary & Benefits 119,592 57,556 109,469 138,805 144,774 5,969 4% Services and Supplies
Professional & Administrative Services -
42 11,507 116,230 29,328 83,145 108,783 25,638 24%
Materials & Supplies - 44 439 409 - 2,500 4,333 1,833 42% Total Services and Supplies 11,947 116,639 29,328 85,645 113,116 27,471 24% Indirect Cost Allocations
Administrative Debits - 46122 41,803 - 3,551 3,779 97,851 94,072 96% IS Charges - 46124 462 5,196 12,127 13,299 5,421 (7,878) -145% Legal Charges - 46126 19,247 39,347 15,680 25,000 25,000 - 0% General Liability Insurance - 46201 5,273 7,435 7,453 6,650 6,429 (221) -3% Total Indirect Cost Allocations 66,786 51,977 38,811 48,728 134,701 85,973 64% Total 198,324 226,172 177,608 273,178 392,591 119,413 30%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 41,350 $ 53,488
Seasonal Weed Abatement $ 36,000
Show Cause Hearings 3,000
System Administration/GIS (Comm Dev) 12,488
Translation Services 2,000
4220X Office Expense $ 6,500 $ 21,000
42201 Misc. Office Expense $ 1,000
42202 Fire Seasonal Postcard 5,000
42202 General Educational Materials 5,000
42202 Tobacco-Education Related (Grant Funded) 10,000
4230X Travel & Training $ 4,700 $ 3,700
42301 CACEO/ICC/CEOSF $ 1,500
42302 Mileage Air & Hotel 2,000
42303 Meal Allowance 200
170

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
42401 Memberships $ 595 $ 595
CACEO Membership $ 95
ICC and CEOSF 500
42512 Abatement $ 30,000 $ 30,000
Abatement Services $ 30,000
44301 Fuel $ 2,000 $ 2,000
$ 2,000
44410 Safety Clothing $ 500 $ 2,333
Body Worn Cammera $ 1,333
Safety Clothing 500
Small tools 500
171

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Development
GENERAL FUND - 100
ECONOMIC DEVELOPMENT - 466

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 - 22,575 100,485 209,370 56,654 (152,716) -270% Materials & Supplies - 44 - - - - - - 0%
Total Services and Supplies - 22,575 100,485 209,370 56,654 (152,716) -270% Indirect Cost Allocations
Administrative Debits - 46122 - 83,814 72,401 100,622 50,882 (49,740) -98% IS Charges - 46124 - - - - - - 0%
Legal Charges - 46126 145 93 - - - - 0%
General Liability Insurance - 46201 - - - - - - 0%
Total Indirect Cost Allocations 145 83,907 72,401 100,622 50,882 (49,740) -98% Total 145 106,482 172,886 309,992 107,536 (202,456) -188% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 - - - 20,000 20,000 - 0% Total - - - 20,000 20,000 - 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services 199,416$ $ 35,000
Economic Development - Staff Support $ 20,000
Economic Development Strategy-Final Branding 10,000
Meeting/Workshop/Mixers 5,000
4230X Travel and Training $ 1,595 $ 1,595
42301 CALED Annual Training Conference Registration $ 595 42302 CALED Air/Hotel 1,000
42401 Memberships $ 6,259 $ 8,059
CALED Annual Membership $ 350
Chamber of Commerce Community Champion Sponsorship 2,500 East Bay EDA 3,409
Inter'l Council of Shopping Centers 1,800
42403 Advertising $ 2,100 $ 12,000
Advertising (general and industry-specific) $ 2,000
Marketing Materials 5,000
Printing & Postage 5,000
MEASURE S - 2014 FUND - 106
42101 Professional Services $ 20,000 $ 20,000
Business Development/Community Help Reserve $ 10,000
Revitalization Reserve 10,000
(Moved from Planning Division FY23/24)
172

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services

COMMUNITY SERVICES
The Community Services Department is comprised of the following divisions and subdivisions:
• Administration
o Special Events
• Parks and Recreation
o Parks and Recreation Administration
o Tiny Tots
o Youth Center
o Senior Center
o Swim Center
o Tennis Court and Memorial Hall
• Library and Animal Services
• Community Health and Food
Mission
The mission of the Community Services Department is to enrich the lives of the diverse Pinole community by providing high-quality recreation and quality of life programs for residents of all ages.

Major Services and Functions
The Administration Division provides management and coordination of the department’s activities. The Special Events subdivision serves as the single point of contact for private organizations that would like to hold events in the City and/or receive some form of City support or sponsorship for their event. This subdivision will coordinate closely with the City departments that host their own community events.

The Recreation Division contains six subdivisions: Parks and Recreation Administration; Senior Center; Youth Center; Tiny Tots; Swim Center; and Tennis Court and Memorial Hall. The Parks and Recreation Administration subdivision provides management and coordination of all Parks and Recreation Division activities, including park rules and policies, park permits and reservations, and park planning. Through the Tiny Tots, Youth Center, and Senior Center, the division offers recreational and enrichment programs and events for all age groups. Tiny Tots is a preschool program with a dedicated facility that provides a high-quality recreational, social, and educational experience for children ages 3 1/2 to 5 years. The Youth Center provides a variety of enrichment classes, sports, and specialty camps for children ages 5 to 12. The program is designed to offer youth an opportunity to explore special interests, promote creativity, challenge the mind and body, and create experiences. The Senior Center provides adults age 50 and over with social activities, fitness and enrichment classes, daily hot lunches, homebound services, salon services, and support services. The Senior Center receives advice from an advisory board of directors. The City’s Memorial Hall building is used as a theater space for 173

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Department Budgets – Community Services
educational programs run by the Pinole Community Players community theater group as well as the Players’ theatric productions. The City leases the building to the Players for these uses. The Tennis Court and Swim Center are two recreational facilities in the City.

The Tennis Court is adjacent to the Pinole branch of the County library system. The tennis court and adjacent restroom are owned by the County and leased to the City for the public’s use. The Swim Center is owned by the City. In recent years, the City has hired a private organization to run the Swim Center. The City currently contracts with the Pinole Seals for this service. The Pinole Seals opens the pool for community use during summer months, and also conducts practices of their swim team at the pool. The City’s Community Services Commission provides advice to the Parks and Recreation Division.

The Library and Animal Services Division oversees the agreements that the City has with the County Library and County Animal Services through which the County provides library and animal services in Pinole. Public library services in the City are provided by the Contra Costa County Library system. (Just one city in the County, Richmond, has its own municipal library system.) The County provides library services to residents of Pinole at the Pinole branch library located on Pinole Valley Road. The branch library building was constructed by and is owned by the County. The County provides a baseline level of weekly open hours and charges the City for the maintenance of the building. (Most other cities in the County have constructed their own building to house their branch library.) The County Animal Services Department provides animal control services to the City’s residents, for which the County charges the City a fee.

The Community Health and Food Division manages the contract with the Pacific Coast Farmers Market Association, partnership with the Food Bank of Contra Costa and Solano and implementation of the tobacco grant. The collaboration with the Food Bank of Contra Costa and Solano has become a permanent monthly event. Staff and volunteers distribute fresh and non-perishable food to the community. The City has also contracted with Pacific Coast Farmers Market Association for many years to provide a year-round weekly farmers’ market on Saturday mornings. The City received a grant in FY 2021/22 to implement a youth peer to peer education program to prevent the use of tobacco products to minors. This division will provide the single focal point for the City’s health and food security activities, that will sometimes be provided by other City divisions, such as the Senior Center, for example.

FY 2023/24 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Coordinated and expanded annual community events, such as the summer movies and music in the park, egg hunt, community service day, United Against Hate Week, tree lighting and hosting youth games at the National Night Out. • Implemented two new events, Earth Day and Pride celebration. • Finalized a contract agreement with the Pinole Seals for operation and management of the swim center.
174

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
• Expanded the Holiday Craft Fair to host 50 vendors throughout the entire Senior Center facility. The fair had the largest attendance seen with over 300 people present.
• Resumed day trips and long-distance travel at the Pinole Senior Center. • Completed the installation of a brand-new commercial dishwasher and steamer in conjunction with the modernization of the Senior Center kitchen. • Expanded partnership with the Contra Costa and Solano Food Bank to provide a Senior Food Program.
• The Anti-Tobacco Recreation Coordinator position was filled. • Implementation of a Youth Anti-Tobacco Program
• Recruited seven youth ambassadors from the Pinole schools who will provide onthe-ground leadership in their schools regarding the importance of tobacco-free living.
• Implementation of new youth programs due to recruitment of new instructors. • The Tiny Tots program implemented four successful sessions at full capacity. • Finalized contracts with user groups
Capital Improvement Plan (CIP) Projects
• The Parks Master Plan was completed and adopted.

Other Council-Directed Special Projects
• Coordinated additional City-coordinated community events. • Began work on the creation of a public art program/City mural program update. • Conducted research on additional food security and recovery activities.

FY 2024/25 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Complete implementation plan for the Park Master Plan. • Update Park Rules signage
• Continue partnership with the Contra Costa and Solano Food Bank to provide food resources to the community.
• Fill vacant positions throughout the department.
• Review and update facility rental policies and procedures. • Reopen recreation facilities for private event rentals. • Continue to review and expand community events to increase participation. • Create, with Community Development, a public art program and City mural program update.
• Resume special luncheons at the Senior Center.
• Apply and secure grant funding for the anti-tobacco program. • Increase youth programming in partnership with the local schools. 175

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
• Implement and expand summer events such as Pride/Juneteenth. Fourth of July, Senior Center Summer Craft Fair, concerts, and movies in the park.

Capital Improvement Plan (CIP) Projects
• Senior Center Modernization Projects
Other Council-Directed Special Projects
• Coordinate additional City-coordinated community events including the Fourth of July celebration.
• Complete work on a public art program/City mural program update Significant Special Projects for FY 2025/26 through FY 2028/29 • Create a plan for implementation of the Parks Master Plan projects. • The Recreation Division will review and evaluate the current and future activities and services of the Recreation Division to identify new mechanisms for all age groups.
• Complete a staffing and services analysis
• The Senior Center will have two major renovation projects. The projects will include the replacement of the floor in the main hall and the replacement of some outdated appliances in the kitchen.

Major Changes in FY 2024/25 Budget
The Community Services Department budget for FY 2024/25 does not include any significant changes relative to the FY 2023/24 budget.

Position Summary
Position 2020/21 2021/22 2022/23 2023/24 2024/25
Community Services Director 0.00 1.00 1.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Food Services Specialist 0.00 0.00 0.00 0.00 0.75
Cook, part-time/regular 0.75 0.75 0.75 0.75 0.00
Recreation Coordinator 2.60 2.60 3.50 3.50 3.50
Recreation Leader 2.88 2.88 2.88 2.88 3.51
Recreation Leader (Tiny Tots) 1.13 1.13 1.13 1.13 0.00
Rental Facility Custodian, parttime/temporary 1.65 1.65 1.65 1.65 1.65 Senior Recreation Leader 1.50 1.50 1.50 1.50 2.00
Total 11.51 12.51 13.41 13.41 13.41
*Pinole Community Television Staff moved to the City Manager’s division effective FY 2024/25. 176

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Department Budgets – Community Services

COMMUNITY SERVICES BUDGET SUMMARY
FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-23
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 253,414 352,653 123,240 395,886 422,598 26,712 6% Measure S 2014 - 106 19,215 12,600 - 25,850 25,300 (550) -2% Recreation Fund - 209 1,357,715 1,575,075 1,353,461 2,267,867 2,374,956 107,089 5% Total 1,630,344 1,940,328 1,476,701 2,689,603 2,822,854 133,251 5%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 641,235 605,263 539,877 861,870 936,313 74,443 8% Overtime - 402 0 51 0 0 0 - 0%
Employee Benefits - 410 234,216 235,608 235,090 315,516 358,489 42,973 12% Total Personnel 875,451 840,923 774,968 1,177,386 1,294,802 117,416 9% Services and Supplies
Professional & Administrative
Services - 42 460,485 736,398 397,629 971,609 940,402 (31,207) -3% Other Operating Expenses - 43 186,076 238,907 150,413 242,402 241,632 (770) 0% Materials & Supplies - 44 5,114 4,714 7,089 7,113 7,261 148 2% Total Services and Supplies 651,674 980,019 555,131 1,221,124 1,189,295 (31,829) -3% Capital Outlay
Asset Acquisition/Improvement - 47 64,830 14,639 20,294 130,294 144,800 14,506 10% Total Capital Outlay 64,830 14,639 20,294 130,294 144,800 14,506 10% Indirect Cost Allocations
Administrative Credits - 46 (87,037) (46,326) (16,324) (25,967) - 183,931 100% Administrative Debits - 46 22,151 24,836 - - - (183,931) -100% IS Charges - 46 55,886 70,113 61,834 117,529 131,297 13,768 10% Legal Charges - 46 1,836 7,057 8,164 1,750 1,750 - 0%
General Liability Insurance - 46 45,553 49,067 72,660 67,487 60,911 (6,576) -11% Total Indirect Cost Allocations 38,389 104,748 126,334 160,799 193,958 7,192 4% Total 1,630,344 1,940,328 1,476,727 2,689,603 2,822,854 133,251 5%

EXPENDITURES BY PROGRAM
Recreation Administration - 551 785,893 890,764 519,597 944,860 911,174 (33,686) -4% Senior Center - 552 418,749 513,092 399,973 653,493 660,532 7,039 1% Tiny Tots - 553 141,106 159,932 146,298 210,954 272,428 61,474 23% Youth Center - 554 137,228 183,132 156,321 333,016 364,182 31,166 9% Swim Center - 557 137,822 181,576 131,451 194,994 205,540 10,546 5% Memorial Hall - 558 5,162 7,282 1,799 - - - 0%
Tennis - 559 4,385 4,550 (741) - - - 0%
Library Services - 560 - - - 182,585 188,063 5,478 3%
Animal Control Services - 561 - - 122,003 169,701 220,935 51,234 23% Total 1,630,344 1,940,328 1,476,701 2,689,603 2,822,854 133,251 5% 177

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
RECREATION ADMINISTRATION - 551

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 377,076 301,114 278,144 372,113 396,256 24,143 6% Employee Benefits - 410 113,111 94,250 97,594 144,042 138,277 (5,765) -4% Total Personnel 490,187 395,364 375,738 516,155 534,533 18,378 3% Services and Supplies
Professional & Administrative Services - 42 29,849 69,877 59,122 267,062 205,766 (61,296) -30% Materials and Supplies - 44 - - 25 - - - 0%
Total Services and Supplies 29,849 69,877 59,147 267,062 205,766 (61,296) -30% Indirect Cost Allocations
Admin Credits - 46121 (64,886) (21,490) (16,324) (25,967) - 25,967 -100% IS Charges - 46124 55,886 70,113 61,834 117,529 131,297 13,768 10% Legal Charges - 46126 990 2,909 6,581 - - - 0%
General Liability Insurance - 46201 20,453 21,338 31,385 26,481 25,978 (503) -2% Total Indirect Cost Allocations 12,443 72,870 83,475 118,043 157,275 39,232 25% Total 532,479 538,111 518,360 901,260 897,574 (3,686) 0% General Fund 100
Professional & Administrative Services - 42 253,414 352,653 1,237 43,600 13,600 (30,000) -221% Total 253,414 352,653 1,237 43,600 13,600 (30,000) -221% 178

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 1,636 $ 1,181
Broadcast Music/ASCAP Services $ 1,181
42201 Office Expense $ 800 $ 1,500
Office Supplies $ 1,500
4230X Travel, Training & Meeting Costs $ 7,500 $ 13,300 Travel & Training/Conf-Registration $ 6,500
Travel & Training/Mileage, Air 6,000
Travel & Training/Meal Allowance 800
42401 Memberships $ 1,030 $ 1,030
CPRS Memberships (2) $ 330
NRPA Membership 700
42501 Bank Fees $ 750 $ 750
42514 Special Department Expense $ 110,546 $ 34,955
Community Services Commission Broadcast Fee $ 16,200
Event/Outreach Materials 2,000
Postage Machine 100
Recreation Activity Guide, Summer Postcard 11,000
Staff T-Shirts 4,000
Tobacco Grant Administrative Costs 1,655
42515 Special Events $ 144,800 $ 153,050
Centenarian Program $ 3,000
City's Support to the Annual Car Show 30,000
Coastal Cleanup 2,000
Community Events Organized by Private Groups 5,000
Community Service Day 2,000
Dumpster Day 500
Earth Day 5,000
Expenses for Movies and Sounds in the Park 12,000
Fourth of July 50,000
Marketing and Additional Event Espenses 4,000
Other City events 12,800
Other related expenses for events or Commissions 500
Pride Event 14,000
Tobacco Grant Community Events 2,250
Tree Lighting 7,000
United Agaist Hate Week 3,000
General Fund 100
42101 Professional Services $ 40,100 $ 10,100
Mural maintenance $ 10,100
42511 Equipment Rent $ 3,500 $ 3,500
Restroom Services Farmers Market & PVP $ 3,500
179

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
SENIOR CENTER - 552

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 124,687 136,145 113,954 197,545 221,107 23,562 11% Overtime - 402 - 51 - - - - 0%
Employee Benefits - 410 51,260 58,315 53,679 71,041 76,589 5,548 7% Total Personnel 175,947 194,511 167,632 268,586 297,696 29,110 10% Services and Supplies
Professional & Administrative Services -
42 23,444 102,225 63,433 70,447 74,654 4,207 6%
Other Operating Expenses - 43 144,819 188,366 127,903 199,856 195,976 (3,880) -2% Materials & Supplies - 44 649 214 3,418 2,711 2,711 - 0% Total Services and Supplies 168,912 290,806 194,755 273,014 273,341 327 0% Capital Outlay
Asset Acquisition/Improvement - 47 44,443 483 19,912 94,500 74,500 (20,000) -27% Total Capital Outlay 44,443 483 19,912 94,500 74,500 (20,000) -27% Indirect Cost Allocations
Legal Charges - 46126 126 3,238 781 500 500 - 0%
General Liability Insurance - 46201 10,170 11,454 16,893 16,893 14,495 (2,398) -17% Total Indirect Cost Allocations 10,296 14,692 17,674 17,393 14,995 (2,398) -16% Transfers Out - 49901 - - - - - - 0%
Total 399,599 500,492 399,973 653,493 660,532 7,039 1%
MEASURE S - 2014 FUND - 106
Professional & Administrative Services -
42 0 531 0
Asset Acquisition/Improvement - 47 19,150 12,069 - - - - 0% Total 19,150 12,600 - - - - 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 4,155 $ 4,155
CPRP $ 455
Staff Training 700
Volunteer Appreciation (2) 2,000
WCCUSD Transition Program 1,000
42107 Equipment Maintenance $ 5,150 $ 5,150
Fire Extinguisher Maintenance $ 650
Other Maintenance (fire sprinklers, sandwich bar) 1,000 Pool Table Maintenance 1,500
Refrigerator/freezer maintenance 2,000
180

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
42108 Maintenance Structure/Imp $ 40,000 $ 44,208
Electrical Supplies $ 800
HVAC Service 5,000
Janitorial 27,084
Key Pad/Alarm Service 1,824
Landscape Maintenance 4,684
Pest Control Services 816
Plumbing Supplies 1,000
Sanitary/Cleaning Supplies 3,000
42201 Office Expense $ 1,200 $ 1,200
Office supplies, paper flyers, and tickets $ 1,200
4230X Travel & Training $ 3,945 $ 3,945
Annual Conferences and Trainings $ 1,000
Travel & Training/Mileage, Air 2,600
Travel & Training/Meal Allowance 345
42401 Memberships $ 286 $ 286
CPRS Membership $ 165
Sams Club 121
42501 Bank Fee $ 2,400 $ 2,400
42510 Software Purchase $ - $ -
Zoom $ -
42514 Special Department Expense $ 311 $ 311
Inspection fees $ 311
42515 Special Events $ 13,000 $ 13,000
Crab Feed $ 10,000
Dance Program 1,000
Holiday Craft Fair 250
Misc. Events 1,500
Summer Craft Fair 250
Total Professional/Administrative Services $ 74,654
4310X Utilities $ 62,000 $ 62,000
Gas and Electric $ 47,000
Water 15,000
4320X Taxes $ 10,756 $ 10,756
Taxes/Property Tax $ 10,756
43802 Class Fees $ 20,600 $ 15,000
Instructor Fees $ 15,000
43803 Personal Service $ 500 $ 500
WestCat tickets (reimbursed when sold) $ 500
43804 Food Program $ 65,000 $ 65,000
Food Expense $ 50,160
Kitchen Maintenance 13,400
Snack Bar 1,440
181

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
43805 Travel $ 15,000 $ 16,000
American Stage Tour Payment $ 8,000
Premier Tour Payment 8,000
43808 Gift Shop Sales $ 780 $ 1,500
43809 Newsletter $ 8,540 $ 8,540
Monthly Newsletter $ 5,000
Newsletter monthly postage 3,240
Newsletter annual bulk mail 300
43810 Center Maintenance $ 9,200 $ 9,200
Center deep clean $ 600
Kitchen janitorial service (12) 4,860
Misc. center maintenance 2,540
Trap Service 1,200
43811 Supplies $ 2,500 $ 2,500
Misc. Program Supplies & PPE $ 2,500
43813 Membership Events $ 4,980 $ 4,980
$ 4,980
Total Other Operating Expenses $ 195,976
44304 Permit Fee $ 1,711 $ 1,711
Health Permit $ 1,711
44306 Maintenance Supplies $ 1,000 $ 1,000
$ 1,000
4710X Furniture Fixtures & Equipment $ 22,500 $ 2,500
47101 SC Renovation Project: Kitchen Equipment Replacement (carryforwa $ - 47105 Other Misc. Equipment 1,000
47105 2 Laptops and Scanner for Front Desk 1,500
47201 Improvements/Building $ 72,000 $ 72,000
SC Renovation Project: Main Hall Flooring (carryforward) $ 72,000 182

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
TINY TOTS - 553

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 77,821 88,594 76,568 108,102 120,778 12,676 10% Overtime - 402 - - - - - - 0%
Employee Benefits - 410 31,413 39,753 42,279 42,485 82,652 40,167 49% Total Personnel 109,235 128,347 118,847 150,587 203,430 52,843 26% Services and Supplies
Professional & Administrative Services - 42 21,540 20,893 17,060 30,242 30,516 274 1% Other Operating Expenses - 43 4,947 2,734 1,461 5,086 5,386 300 6% Materials and Supplies - 44 97 204 85 100 100 - 0%
Total Services and Supplies 26,584 23,831 18,606 35,428 36,002 574 2% Capital Outlay
Asset Acquisition/Improvement - 47 - 2,087 - 200 10,000 9,800 98% Total Capital Outlay - 2,087 - 200 10,000 9,800 98%
Indirect Cost Allocations
Legal Charges - 46126 240 - 207 250 250 - 0%
General Liability Insurance - 46201 5,047 5,667 8,639 8,639 7,446 (1,193) -16% Total Indirect Cost Allocations 5,287 5,667 8,845 8,889 7,696 (1,193) -16% Total 141,106 159,932 146,298 195,104 257,128 62,024 24% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47 - - - 15,850 15,300 (550) -4% Total - - - 15,850 15,300 (550) -4%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42107 Equipment Maintenance $ 300 $ 300
Copier and other equipment maintenance $ 300
42108 Maintenance Structure/Imp $ 16,396 $ 16,670
Alarm Monitoring $ 1,300
Building Maintenance 500
Countertops 1,000
HVAC Maintenance 300
Janitorial (3 times weekly and annual deep clean) 6,360 Landscape Maintenance 2,472
Pest Control 388
Playground Wood Chip Refreshment (Spring) 3,900
Sanitary Supplies & PPE 450
183

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
42201 Office Expense $ 1,500 $ 1,500
Toner, ink, other office supplies $ 1,500
4230X Travel & Training $ 2,900 $ 2,900
Annual Conferences and Trainings $ 600
CPRS Airfare 600
CPRS Hotel 1,400
Travel & Training/Meal Allowance 300
42401 Memberships $ 234 $ 234
CPRS Membership $ 165
NAEYC Membership 69
42501 Bank Fees $ 4,200 $ 4,200
42514 Special Department Expense $ 4,712 $ 4,712
Holiday paper and craft supplies $ 650
Paper and craft supplies 1,562
Toy replacement 2,000
T-Shirt fundraiser 500
Total Professional/Administrative Services $ 30,516
4310X Utilities $ 1,400 $ 1,700
Gas and Electric $ 1,500
Water 200
43201 Property Tax $ 3,686 $ 3,686
44306 Maintenance Supplies $ 100 $ 100
Misc. Maintenance Supplies $ 100
4710X Furniture Fixtures & Equipment $ 200 $ 10,000
42101 Alarm System Upgrade $ 10,000
MEASURE S - 2014 FUND - 106
47103 FF&E/Furniture $ 2,950 $ 2,400
Tiny Tots outdoor shade (carryforward) $ 2,400
47201 Improvements/Building $ 12,900 $ 12,900
Restroom Walls/Floor Repair/Replace (carryforward) $ 11,000 Tiny Tots Countertop (carryforward) 1,900
184

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
YOUTH CENTER - 554

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 61,650 79,409 71,212 184,110 198,172 14,062 7% Overtime - 402 - - - - - - 0%
Employee Benefits - 410 38,431 43,291 41,538 57,948 60,971 3,023 5% Total Personnel 100,082 122,700 112,751 242,058 259,143 17,085 7% Services and Supplies
Professional & Administrative Services - 42 18,934 32,116 23,413 50,972 54,577 3,605 7% Other Operating Expenses - 43 6,841 15,780 3,736 12,460 10,270 (2,190) -21% Materials & Supplies - 44 271 1,508 119 1,552 1,700 148 9% Total Services and Supplies 26,046 49,404 27,268 64,984 66,547 1,563 2% Capital Outlay
Asset Acquisition/Improvement - 47 1,152 - 381 - 15,000 15,000 100% Total Capital Outlay 1,152 - 381 - 15,000 15,000 100%
Indirect Cost Allocations
Administrative Credits - 46121 (22,151) (24,836) - - - - 0% Administrative Debits - 46122 22,151 24,836 - - - - 0%
Legal Charges - 46126 - 420 177 500 500 - 0%
General Liability Insurance - 46201 9,884 10,609 15,744 15,474 12,992 (2,482) -19% Total Indirect Cost Allocations 9,884 11,029 15,921 15,974 13,492 (2,482) -18% Total 137,163 183,132 156,321 323,016 354,182 31,166 9% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47 65 - - 10,000 10,000 - 0% Total 65 - - 10,000 10,000 - 0%
Consolidated Day Camp Division effective FY23/24

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 5,880 $ 5,760
Youth Camp Instructors $ 5,760
42107 Equipment Maintenance $ 1,300 $ 1,300
Other Vehicle Maintenance $ 1,000
Oil Changes (4) 300
185

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
42108 Maintenance Structure/Imp $ 29,442 $ 29,442
Building Maintenance $ 10,000
Elevator Maintenance (12) 2,400
Elevator Service call 600
Fire Extinguisher Maintenance 100
Fire Sprinkler Inspection 950
HVAC City Mechanical 6,000
Janitorial Service (12) 5,805
Janitorial supplies 500
JanPro floor cleaning 1,207
Misc. other supplies 1,000
State annual fire inspection 400
Western Exterminator Pest Control (4) 480
42201 Office Expense $ 500 $ 500
Miscellaneous Office Supplies $ 500
4230X Travel and Training $ 5,365 $ 6,100
Annual Conferences and Trainings $ 800
Milage, Air & Hotel 2,900
Meal Allowance 500
Staff Training, workshop, and conference 1,900
42401 Memberships $ 165 $ 175
CPRS Membership $ 175
42501 Bank Fees $ 1,300 $ 1,300
Credit Card Transaction Fees $ 1,300
42514 Special Department Expense $ 2,020 $ -
42515 Special Events $ 5,000 $ 10,000
Community Event $ 1,500
Egg hung 5,000
National Night Out 3,500
Total Professional/Administrative Services $ 54,577
4310X Utilities $ 5,900 $ 5,900
Gas and Electric $ 5,400
Water 500
42301 Property Taxes $ 1,200 $ 1,200
43812 Youth Center $ 5,360 $ 3,170
Program supplies $ 3,170
Total Other Operating Expenses $ 10,270
44301 Fuel $ 500 $ 500
44304 Permit Fee $ 1,052 $ 1,200
Health Permit $ 1,200
47201 Improvements/Building $ - $ 15,000
Replacement of vinyl floor at Youth Center (carryforward) $ 15,000 `
MEASURE S - 2014 FUND - 106
47201 Improvements/Building $ 10,000 $ 10,000
Replace vinyl flooring at Youth Center (carryforward) $ 10,000 186

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
SWIM CENTER - 557

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services $ 85,000 $ 85,000
Swim Center Operations Contract $ 85,000
42108 Maintenance Structure/Imp $ 69,000 $ 64,290
Annual Fire Sprinkler Maintenance $ 250
Building Maintenance 20,000
Janitorial 6,400
Landscape Maintenance 2,640
Pool Maintenance 20,000
Pool Supplies 15,000
42501 Bank Fees $ 3,000 $ 3,000
Credit Card Processing Fees $ 3,000
Total Professional/Administrative Services $ 152,290
4310X Utilities $ 21,000 $ 26,000
43103 Gas and Electric $ 19,000
43102 Water 7,000
43201 Property Taxes $ 4,000 $ 4,000
44304 Permit Fee $ 2,750 $ 2,750
Health Permits $ 2,750

47103 FF&E/Equipment $ 9,744 $ 20,000
Outdoor Furniture Replacement $ 20,000
187

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
MEMORIAL HALL - 558

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42108 Maintenance Structure/Imp $ - $ -
Building Maintenance $ -
Misc. Maintenance -
Pest Control -
Plumbing Supplies -
Sanitary Supplies -
(Moved to Facilities division effective FY23/24)
42501 Bank Fees $ - $ -
(Moved to division 551 effective FY23/24)
Total Professional/Administrative Services $ -
4310X Utilities $ - $ -
Gas and Electric $ -
Water -
(Moved to Facilities division effective FY23/24)
188

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
TENNIS - 559

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 9 255 - - - - 0% Other Operating Expenses - 43 4,376 4,295 (741) - - - 0% Total Services and Supplies 4,385 4,550 (741) - - - 0%
Total 4,385 4,550 (741) - - - 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42108 Maintenance Structure/Imp $ - $ -
Building Maintenance $ -
(Moved to Facilities division effective FY23/24)
42501 Bank Fees $ - $ -
Credit Card Processing Fees $ -
(Moved to division 551 effective FY23/24)
4310X Utilities $ - $ -
Gas and Electric $ -
Water -
(Moved to Facilities division effective FY23/24)
189

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
GENERAL FUND - 100
LIBRARY SERVICES - 560

EXPENDITURE SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 - - - 182,585 188,063 5,478 3% Total Services and Supplies - - - 182,585 188,063 5,478 3% Total - - - 182,585 188,063 5,478 3%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services 182,585$ 188,063$
Library Services reimbursement agreement - 40 base $ 188,063 190

Page 569 of 712 ends

Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
GENERAL FUND - 100
ANIMAL CONTROL SERVICES - 561

EXPENDITURE SUMMARY
FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-23
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 - - 122,003 169,701 220,935 51,234 23% Total Services and Supplies - - 122,003 169,701 220,935 51,234 23% Total - - 122,003 169,701 220,935 51,234 23%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
42101 Professional Services 169,701$ 220,935$
Animal Control Services $12.11 per capita $ 220,935
191

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – Community Services
Page intentionally blank
192

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – General Government

GENERAL GOVERNMENT
Mission
The mission of General Government is to appropriate funds for general City administrative overhead costs.

Major Services and Functions
The General Government Department is a department established in the City’s accounting system to provide a clearing house for payment of certain debt that is not tied to another specific department and accounting of cost recovery for internal services. As currently organized, the department does not perform any services.

FY 2023/24 Key Accomplishments
• Account for debt service payments, retiree medical reimbursement, and internal transfers
FY 2024/25 Key Priorities and Projects
• Continue to account for internal service functions
Major Changes in FY 2024/25 Budget
There are not any major changes to the General Government department budget for FY2024/25.

Position Summary
There are no positions budgeted in the General Government department. 193

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Department Budgets – General Government

GENERAL GOVERNMENT BUDGET SUMMARY
FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-24
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 4,582,077 3,955,970 2,542,102 3,258,620 2,513,513 (745,107) -30% Measure S 2014 - 106 692,901 718,000 650,000 783,500 783,500 - 0% Recreation Fund - 209 7,549 7,068 5,358 - - - 0%
Measure J - 215 49,664 - - - - - 0%
American Rescue Plan Act Fund - 217 533,606 4,071,404 - - - - 0% Sewer Enterprise Fund - 500 12,191 33,588 17,477 - - - 0% Pension Fund - 700 87,037 - - - - - 0%
Total 5,965,026 8,786,029 3,214,937 4,042,120 3,297,013 (745,107) -23%

EXPENDITURES BY CATEGORY
Personnel
Salary Savings - 405 - - - (510,000) (510,000) - 0%
Employee Benefits - 410 (2) - 5,935 - - - 0%
Med Insurance/Retirement - 411 1,078,618 1,147,689 940,879 1,101,233 1,156,300 55,067 5% Total Personnel 1,078,616 1,147,689 946,815 591,233 646,300 55,067 9% Services and Supplies
Professional & Administrative Services - 42 714,110 44,383 7,136 - - - 0% Other Operating Expenses - 43 11,545 16,948 11,010 16,700 16,700 - 0% Total Services and Supplies 725,656 61,332 18,146 16,700 16,700 - 0% Capital Outlay
Asset Acquisition/Improvement - 47 - 8,057 - - - - 0%
Total Capital Outlay - 8,057 - - - - 0%
Debt Service
Debt Principal - 48101 221,565 215,929 207,790 207,790 203,321 (4,469) -2% Debt Interest - 48102 383,580 379,548 402,199 402,210 431,679 29,469 7% Cost of Issuance - 48103 3,591 3,545 1,045 1,107 1,107 - 0% Total Debt Service 608,736 599,021 611,033 611,107 636,107 25,000 4% Indirect Cost Allocations
Information Systems (IS) Charges - 46 171,690 248,267 224,444 382,305 386,598 4,294 1% General Liability Insurance - 46201 20,211 (4,490) - - - - 0% Total Indirect Cost Allocations 191,901 243,777 224,444 382,305 386,598 4,294 1% Operating Transfers Out - 49901 3,360,117 6,726,154 1,414,520 2,440,775 1,611,301 (829,474) -51% Total 5,965,026 8,786,029 3,214,958 4,042,120 3,297,006 (745,113) -23%

EXPENDITURES BY PROGRAM
General Government - 117 5,965,026 8,786,029 3,214,958 4,042,120 3,297,006 (745,113) -23% Total 5,965,026 8,786,029 3,214,958 4,042,120 3,297,006 (745,113) -23% 194

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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2023/24 FY 2024/25
4310X Utilities $ 16,700 $ 16,700
43105 Comcast $ 500
43102 Water 900
43103 Gas/Electric 15,300
48101 Debt Principal $ 207,790 $ 203,321
Pension Obligation Bond principal $ 203,321
48102 Debt Interest $ 402,210 $ 431,679
Pension Obligation Bond interest $ 431,679
49901 Transfers Out $ 1,657,275 $ 827,801
General Reserve $ 1
PCTV Operating contribution 105,000
Recreation operation contribution 600,000
Recreation: Annual contribution to car show and other City events 122,800 MEASURE S - 2014 FUND - 106
49901 Transfers Out $ 783,500 $ 783,500
Arterial Street Rehabilitation Projects $ 250,000
Cable TV Contribution 55,000
Recreation-Cinema in the Park 2,500
Recreation-Community Service Commission 4,000
Recreation-Summer Sounds in the Park 4,500
Recreation-Swim Center Contribution 65,000
Recreation-Tree Lighting 2,500
Reserve to replace 2 PW vehicles per year 30,000
Reserves to replace heavy equipment 115,000
Reserves to replace 2 Dev Svcs vehicles per year 5,000
Street Projects Funding 250,000
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SCHEDULE OF TRANSFERS
The General Fund provides annual contributions to the Recreation and Pinole Community Television (PCTV) programs to fund any operational deficiencies. Only the amounts necessary to fund operations are transferred towards the end of the fiscal year. Measure S 2014 funds annual contributions to the Equipment Reserve Fund for future equipment replacement needs, as well as sets aside funds for the arterial street rehabilitation and street improvement projects. Special community events, such as the annual tree lighting, are also funded by Measure S 2014.

TRANSFER-OUT TRANSFER-IN
FUND # DESCRIPTION ACCOUNT # AMOUNT FUND # DESCRIPTION ACCOUNT # PURPOSE 100 General Fund 100-117-49901 105,124 505 Cable Television Fund 505-119-39901 Cable Television contribution [1] 100 General Fund 100-117-49901 597,831 209 Recreation Fund 209-551-39901 Recreation operating contribution [1] 100 General Fund 100-117-49901 122,800 209 Recreation Fund 209-551-39901 Recreation contribution for special events 100 General Fund 100-117-49901 764,520 150 General Reserve Fund 150-000-39901 Reserve to meet reverse policy level Subtotal Transfers from the General Fund 1,590,275
106 Measure S 2014 Fund 106-117-49901 65,000 209 Recreation Fund 209-557-39901 Swim Center contribution [1] 106 Measure S 2014 Fund 106-117-49901 250,000 325 City Street Fund 325-342-39901 Funding for Future Street Projects 106 Measure S 2014 Fund 106-117-49901 250,000 377 Arterial Streets Rehabilitation Fund 377-342-39901 Fund Portion of Arterial Streets Rehabilitation 106 Measure S 2014 Fund 106-117-49901 55,000 505 Cable Television Fund 505-119-39901 Cable Television contribution [1] 106 Measure S 2014 Fund 106-117-49901 13,500 209 Recreation Fund 209-551-39901 Recreation: Cinema, Community Service, Summer Sounds, Tree Lighting.
106 Measure S 2014 Fund 106-117-49901 30,000 160 Equipment Reserve Fund 160-345-39901 Reserves to replace 2 vehicles per year 106 Measure S 2014 Fund 106-117-49901 115,000 160 Equipment Reserve Fund 160-345-39901 Reserves to replace heavy equipment 106 Measure S 2014 Fund 106-117-49901 5,000 160 Equipment Reserve Fund 160-461-39901 Reserves to replace 2 vehicles per year Subtotal Transfers from Measure S 2014 783,500
700 Pension Fund 700-000-49901 2,245,480 100 General Fund 100-117-39901 Transfer from Pension Trust Subtotal Transfers from other funds 2,245,480
Grand total Transfers 4,619,255 NOTES:
[1] Only enough to balance Fund will be transferred.
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Debt Obligations
A best practice in public finance is to show the City’s debt obligations in its budget. The City has just three long-term debt obligations, other than those of the Redevelopment Successor Agency.

Pension Obligation Bonds
On June 1, 2006, the City Council authorized the issuance of $16,800,000 of Taxable Pension Obligation Bonds, 2006 Series A-2 (Capital Appreciation Bonds). The bonds in the aggregate principal of $6,214,630 were issued to raise funds, presumably at a lower cost, to pay down the City’s unfunded accrued actuarial liability with CalPERS. The bonds bear compounded interest which is due semi-annually on June 1 and December 1 through 2036. Principal payments are due annually on June 1 through 2036. The debt structure does not allow the bonds to be retired any earlier than 2036. In accordance with Section

4.01 (a) of the Trust Agreement, the City is required to deposit with the Trustee on or before August 1 of each year the annual amount for the upcoming fiscal year ending June

30. The bonds are secured with an insurance policy.

Bonds payable debt service requirements for governmental activities are shown below:

For the Year Ending, June 30 Principal Interest
2024 207,790 402,210
2025 203,321 431,679
2026 195,585 454,415
2027 191,228 483,773
2028 186,704 513,296
*2029-2033 854,456 2,985,544
*2034-2036 458,216 2,161,784
$ 2,297,300 $ 7,432,700
*The total principal and total interest will be spread over the five-year period. 2016 Wastewater Revenue Refunding Bonds
On June 30, 2016, the City of Pinole issued an $8,251,000 Wastewater Revenue Refunding Bond (Bank Qualified) to redeem its 2006 Wastewater Revenue Bonds which were issued to finance certain capital improvements to the City’s wastewater system. The bonds bear annual intertest at 2.95% which is payable semi-annually on March 1 and September 1 of each year through 2036. Principal payments are due annually beginning on September 1, 2016 through 2036. The bond is secured with pledged net wastewater revenues.
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Bonds payable debt service requirements for business-type activities are shown below:

For the Year Ending, June 30 Principal Interest
2024 347,000 171,292
2025 362,000 160,834
2026 372,000 150,008
2027 381,000 138,901
2028 395,000 127,455
2029-2033 2,150,000 453,504
2034-2037 1,973,000 118,634
$ 5,980,000 $ 1,320,627

2016 Clean Water State Revolving Fund
In May 2016, the City entered into a loan agreement with the State of California Water Resources Control Board to provide funding for its 50% share of upgrades to the PinoleHercules Wastewater Pollution Control Plant to achieve compliance with Regional Water Quality Board NPDES. Funds are drawn on the agreement as work is completed up to a maximum amount of $26.7 million plus any construction period interest. The loan accrues interest at a rate of 1.7 percent annually. Annual principal payments are due each July 1, commencing July 1, 2020. Final payment is due July 2049. Net revenues, defined as all sewer enterprise fund revenues less operations and maintenance costs (excluding depreciation and amortization expenses), are pledged for future debt service. As of June 30, 2023, the total debt outstanding on the loan is $23,426,566.

Year Ending June 30, Principal Interest
2024 690,932 398,252
2025 702,678 386,506
2026 714,624 374,560
2027 726,772 362,412
2028 739,127 350,057
2029-2033 3,888,442 1,557,478
2034-2038 4,230,389 1,215,530
2039-2043 4,602,408 843,512
2044-2048 5,007,142 438,778
2049-2050 2,124,052 54,316
$ 23,426,566 $ 5,981,400
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Appendix
Appendix
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ACCOUNTING AND BUDGET BASIS
It is a public finance best practice for the City’s budget to describe the City’s accounting basis and fund structure.

The City maintains its accounting records in accordance with Generally Accepted Accounting Principles (GAAP) and standards established by the Governmental Accounting Standards Board (GASB). Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenue is recognized when both measurable and available. Expenditures are recognized when the liability is incurred. Debt service obligations are appropriated when due.

Proprietary fund financial statements are reported using the economic resources measurement focus and the accrual basis of accounting. Revenue is recognized when earned and expenses when the liability is incurred regardless of timing of related cash flows.

The basis of budgeting is consistent with the basis of accounting discussed above.

Appropriations that are budgeted and not expensed at the end of the year lapse and revert to fund balance.

MONITORING THE BUDGET
Once adopted, the budget becomes the main internal control document used to monitor and manage the City’s financial position. The City’s budget level of control is executed at the fund level set by the City’s governing body. Requests for budget amendments are presented to the City Council and are enacted by resolution. Managers can transfer funds within their respective departments with the approval of the City Manager. Financial reports that highlight revenue and expenditure variances, some of which may require adjustments to the budget, are presented to City Council for consideration and adoption on a quarterly basis.

FUND STRUCTURE
The City uses funds to report its current financial position and the results of its operations.

Fund accounting is designed to demonstrate legal compliance and to aid in financial management by segregating transactions related to certain governmental functions of activities. A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds and fiduciary funds.
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GOVERNMENTAL FUNDS
General Funds are used to account for all the general revenues of the City not specifically levied or collected for other City funds and the related expenditures.

Fund Number Name
100 General Fund
105 Measure S 2006 Fund
106 Measure S 2014 Fund
150 General Reserve Fund
160 Equipment Reserve Fund
Special revenue funds used to account for proceeds that are legally restricted for specific purposes.

Fund Number Name
200 Gas Tax Fund
201 Restricted Real Estate Maintenance Fund
203 Public Safety Augmentation Fund
204 Police Grants Fund
205 Traffic Safety Fund
206 Supplemental Law Enforcement Services Fund
207 Storm Water Fund
209 Recreation Fund
212 Building & Planning Fund
213 Refuse Management Fund
214 Solid Waste Fund
City of Pinole
Governmental Funds
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Projects
Funds
Proprietary Funds
Enterprise
Funds
Internal
Service
Funds
Fiduciary
Funds
Trust and
Agency
Funds
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Appendix – Accoun�ng and Budget Basis, Monitoring the Budget, Fund Structure 215 Measure J Fund
217 American Rescue Plan Act (ARPA) Fund
225 Asset Seizure-Adjudicated Fund
275 Parkland Dedication Fund
276 Growth Impact Fund
285 Housing Assets for Resale
Capital projects funds are used to account for financial resources for the acquisition or construction of facilities and other capital assets.

Fund Number Name
310 Lighting and Landscape District Fund
324 Public Facilities Fund
325 City Street Improvements
327 Parks Grants Fund
377 Arterial Rehabilitation

PROPRIETARY FUNDS
Enterprise funds are used to account for goods or services from business-type activities, such as fees charged to external users.

Fund Number Name
500 Sewer Enterprise Fund
505 Cable Access TV Fund
Internal service funds are used to account for activities that provide goods or services to other funds, departments, or agencies of the primary government and its component units, or to other governments on a cost-reimbursement basis.

Fund Number Name
525 Information Systems Fund

FIDUCIARY FUNDS
Agency funds are used to maintain records of assets and financial activities on behalf of a third party or set aside in an external trust fund for restricted purposes.

Fund Number Name
700 Section 115 Pension Trust Fund
750 Redevelopment Obligation Retirement Fund
The City receives revenue from numerous sources that are used for various expenditures for City purposes. The following are descriptions of each of the City’s revenue sources as well as the assumptions used to develop the budget projections. 205

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GLOSSARY
Appropriation - An authorization by the City Council to make expenditures/expenses and to incur obligations for a specific purpose within a specific time frame.

Assessed Valuation - A dollar value placed on real estate or other property by the County as a basis for levying property taxes.

Assessments- Levies that pay for improvements directly benefiting their property.

Audit - A view of the City's accounts by an independent auditing firm to substantiate fiscal year-end fund, salaries, reserves, and cash on hand.

Beginning/Ending (Unappropriated) Fund Balance - Unencumbered resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year's expenditures/expenses. This is not necessarily cash on hand.

Bond - A City may raise capital by issuing a written promise to pay a specific sum of money, called the face value or principal amount, at a specific date or dates in the future, together with periodic interest at a special rate. There are two types of bonds: General Obligation and Revenue.

Budget - A fiscal plan of financial operation listing an estimate of proposed applications or expenditures/expenses and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved by the City Council.

Capital Improvement - A permanent addition to the City's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of same.

Capital Improvement Program - A financial plan of proposed capital improvement projects with single-and multiple-year capital expenditures/expenses.

Capital Outlay - A budget appropriation category which budgets all equipment having an estimated useful life of over one year.

City Manager's Transmittal Letter - A general discussion of the budget. The letter contains an explanation of principal budget items and summaries.

CPI - Consumer Price Index; measure of inflation in an area of consumer products.

Debt Service - Payment of the principal and interest on an obligation resulting from the issuance bonds, notes, or Certificates of Participation (COPs).

Debt Service Requirements - The amount of money required to pay interest on outstanding debt and required contributions to accumulate monies for future retirement of term bonds.
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Deficit - An excess of expenditures or expenses over revenues (resources).

Department - An organizational unit comprised of divisions. It is the basic unit of service responsibility encompassing a broad mandate of related activities.

Depreciation- The cost allocation of tangible assets over the useful/economic life of the asset.

Division - A sub-section (or activity) within a department, which furthers the objectives of the City by providing specific services or a product.

Encumbrances - A legal obligation to pay funds, the expenditure/expense of which has not yet occurred. They cease to be encumbrances when the obligations are paid or otherwise terminated.

Enterprise Fund - A type of fund established for the total costs of those governmental facilities and services which are operated in a manner similar to private enterprise. These programs are entirely or predominately self-supporting.

Expenditure - The actual spending of Governmental Funds set aside by appropriation.

Expense - The actual spending of Proprietary Funds (Enterprise and Internal Service Fund types) set aside by an appropriation.

Fiscal Year - A twelve-month period of time to which a budget, forecast or reporting period applies. The City of Pinole fiscal year is July 1 through June 30.

Fund - An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created.

Fund Balance - The amount of financial resources available for use. Generally, this represents the detail of all the annual operating surpluses and deficits since the fund's inception.

General Fund - The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to offset the cost of the City's general operations. Examples of departments financed by the General Fund include the City Council, Police and others.

General Obligation Bond - Bonds used for various purposes and repaid by the regular (usually via the General Fund) revenue raising powers of the City.

Grant - Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. 208

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Appendix - Glossary and Acronyms
Interfund Transfers - Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses.

Internal Service Fund - An Internal Service Fund provides services to other City departments and bills the various other funds for services rendered, just as would private business. ISF's are self-supporting and only the expense by an ISF is counted in budget totals.

Major Fund – Governmental fund or enterprise fund reported as a separate column in the basic financial statements and subject to a separate opinion in the independent auditor’s report.

Materials, Supplies, and Services - Expenditures/expenses for materials, supplies, and services which are ordinarily consumed within a fiscal year and which are not included in departmental inventories.

Municipal Code - A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, etc.

Objectives - The expected results or achievements of a budget activity.

Operating Budget - Annual appropriation of funds for on-going program costs, including salaries and benefits, services and supplies, debt service, capital outlay and capital improvements.

Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless preempted by a higher form of law. An Ordinance has a higher legal standing than a Resolution.

Projects – Long-term investments in public facilities and infrastructure; also known as capital improvements. The amount spent may overlap from year to year until the project is completed.

Proprietary Funds- These include the enterprise (wastewater treatment and collection) and internal services (information technology and equipment reserve) funds. They are accounted for in a manner similar to businesses, measuring cost for services and including total assets and liabilities.

Redevelopment Agency- A separate legal entity created to alleviate conditions of blight, build infrastructure and promote economic development. The Agency receives property tax revenue on assessed value growth within these areas called “tax increments” to repay Agency indebtedness.
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Reimbursement - Payment of amount remitted on behalf of another party, department, or fund.

Reserve - An account used to record a portion of the fund balance as legally segregated for a specific use.

Resolution - A special order of the City Council which has a lower legal standing than an Ordinance.

Return to Source Funds - Residual moneys from former Redevelopment Agency’s tax levy’s that are redistributed to the Cities after the Agency’s debt obligations have been paid off. These funds are non-restricted and are distributed by the State in January and July of every year.

Revenues - Amount received for taxes, fees, permits, licenses, interest, intergovernmental sources, and other sources during the fiscal year.

Revenue Bonds - A type of bonds usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of these facilities.

Salaries and Benefits - A budget category which generally accounts for full-time and temporary employees, overtime expenses, and all employee benefits, such as medical, dental, and retirement.

Special Revenue Funds - This fund type collects revenues that are restricted by the City, State, or Federal Government as to how the City might spend them.

Successor Agency to the Pinole Redevelopment Agency - Trust agency formed for the purpose of reporting close-out financial activities of the former Redevelopment Agency.

Unfunded Liability - Amount of future obligations not covered by assets currently set aside for that purpose, such as accrued vacation leave payable at termination or actuarialdetermined future insurance claims.

User Fees - Charges of a voluntary nature paid by persons receiving a service in exchange for the fee (such as recreation activities or wastewater service fees). 210

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ACRONYMS
ABAG Association of Bay Area Government
ACFR Annual Comprehensive Financial Report
CalPERS California Public Employees’ Retirement System
CIP Capital Improvement Program
COLA Cost of Living Adjustment
CPI Consumer Price Index
CSMFO California Society of Municipal Finance Officers
EAP Employee Assistance Program
FTE Full Time Equivalent
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
HOPTR Homeowner’s Property Tax Rebates
LAIF Local Agency Investment Fund
LTD Long-Term Disability
NPDES National Pollution Discharge Elimination System
OPEB Other Post Employment Benefits
PALC Pinole Assisted Living Community
PERS Public Employees’ Retirement System
PEPRA Public Employees’ Pension Reform Act [of 2013]
POB Pension Obligation Bond
PPEA Pinole Police Employees Association
PRA Pinole Redevelopment Agency
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RDA Redevelopment Agency
SAFER Staffing for Adequate Fire and Emergency Response SDI State Disability Insurance
SRO School Resource Officer
UBC Uniform Building Code
VLF Vehicle License Fee
WBCC West Bay Communications Center
WCCTAC West Contra Costa Transportation Advisory Committee WCCUSD West Contra Costa Unified School District
WPCP Wastewater Pollution Control Plant
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Appendix – Financial and Investment Policies

FINANCIAL AND INVESTMENT POLICIES
The following Financial and Investment Policies are established to ensure that the City’s finances are managed in a sound and prudent manner which will (1) continue to provide for the delivery of quality services, (2) maintain and enhance service delivery as the community grows in accordance with the General Plan, (3) strive for a balanced budget annually, assuring that the City is living within our means, and (4) establish reserves necessary to meet known and unknown future obligations.

To achieve these goals, the following Financial and Investment Policies have been established. Below is a summary of the actual policies, which were last updated and approved by the City Council on May 2, 2023. The full policies can be found on the website at Financial and Investment Policies - Updated March 2023.pdf (civiclive.com).

1. Structurally Balanced Budget Policy
The annual budget will be structurally balanced whereby the operating budget will be prepared with current year expenditures funded with current year revenue. If a structural imbalance occurs, a plan will be developed and implemented to bring the budget back into structural balance.

2. Reserves Policy

The City will establish, dedicate and maintain reserves annually to meet known and estimated future obligations. The City will establish specific reserve accounts which include but are not limited to:
• General Fund Reserves for Economic Uncertainties equivalent to a minimum 10 percent or 180 days cash on hand of General Fund recurring expenditures; • Reserves for depreciation and replacement of vehicles and major equipment; • Reserves for maintenance, replacement, and renovations of facilities, parks, landscape maintenance and infrastructure.

If these reserves are used, a plan will be developed and implemented to replenish the funds used.

3. Revenue Policy – One Time (Non-Recurring) Resources
The City will strive to maintain a diversified and stable revenue base that is not overly dependent on any land use, major taxpayer, revenue type, restricted revenue, inelastic revenue, or external revenue. The General Fund Budget will be structurally in balance without relying on one-time resources such as proceeds from asset sales, debt refinancing, one-time grants, revenue spikes, budget savings and similar non-recurring revenue. Appropriate uses of one-time resources include establishing and rebuilding the General Fund Reserve, other City established reserves, or early retirement of debt, 213

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capital expenditures, reducing unfunded pension liabilities (PERS and OPEB), and other non-recurring expenditures.

4. Revenue Policy – User Fees and Charges
The City of Pinole is empowered to recapture, through fees, up to the full cost of providing specific services. Regular and consistent review of all fees is necessary to ensure that the costs associated with delivery of individual services have been appropriately identified, and that the City is fully recovering those costs. It is the City’s policy to set user fees at full cost recovery levels, except where a greater community benefit is demonstrated to the satisfaction of the City Council, or when it is not cost effective to do so. The City will recover the costs of new facilities and infrastructure necessitated by the development consistent with state law.

5. Expenditure and Budget Policy
The City will deliver service in the most efficient and cost-effective manner. This includes utilizing the services of volunteers in areas where economically viable. The budget will state the objectives of the operating programs, and identify the resources being provided to accomplish the specified objectives.

6. Debt Policy
The City will limit the use of debt so as not to place a burden on the fiscal resources of the City and its taxpayers. Long-term borrowing will be limited to capital improvements or projects that cannot be financed from current revenues. When capital projects are financed, the City will amortize the debt within a period not to exceed the expected useful life of the project. The City will limit the total debt ratio (debt guaranteed by the General Fund) to 10% or as required by bond coverage ratios.

The debt ratio is calculated by the relationship between the debt and the General Fund revenue.

7. Receivables Policy
The City will ensure the timely invoicing, monitoring, and collection of outstanding obligations owed to the City. The purpose of the is policy is to maintain appropriate oversight of all receivables and maintain sound fiscal management and accounting practices related to all receivables.

8. Grants Policy
The City departments actively pursue federal, state and other grant opportunities when deemed appropriate. Grant funding allows the City to leverage local public funds by extending and enhancing the services it offers to the community, and to introduce new initiatives.
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9. Capital Assets Policy
Purchased and donated assets meeting the City’s capitalization definition and threshold will be classified and recorded in the City’s financial records as capital assets. The value of the asset must meet the City’s capitalization threshold of $5,000 to be recorded as a capital asset.

10.Unclaimed Funds Policy
The City of Pinole will account for unclaimed funds in a manner which follows Government Code Sections 50050 through 50056. Funds that remain unclaimed for at least three (3) years will become the property of the City of Pinole after the procedures identified herein have been followed.

11.Investment Policy
The purpose of this Investment Policy is to define the parameters within which funds are to be managed. In methods, procedures, and practices, the policy formalizes the framework for the City of Pinole’s investment activities that must be exercised to ensure effective and judicious fiscal and investment management of the City’s funds.

12.Pension Investment Policy
The City of Pinole (the “City”) has established the City of Pinole Employee Benefit Pension Plan (the “Plan”), a Section 115 Trust. The goal of the Plan’s investment program is to provide a reasonable level of growth which will result in sufficient assets to offset a portion of the present and future obligations of retirement benefits provided by the California Public Employees Retirement System (“CalPERS”) for those eligible employees who meet the specified age and service requirements.

The purpose of this Pension Investment Policy is to establish a comprehensive strategy for assets invested under the Plan, and outline prudent and acceptable parameters in which pension funds are to be managed.
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EMPLOYEE COMPENSATION AND BENEFITS
Compensation
Employees are compensated based on job classification, which is a group of positions sufficiently similar with respect to their duties and responsibilities that: (a) the same descriptive title may be used to designate the positions allocated to the class; (b) the scope and level of duties and responsibilities are similar; (c) the same qualifications and tests of fitness may be required of all incumbents; and (d) the same salary rate or range can apply with equity under substantially the same working conditions. Salaries and wages are paid over twenty-six periods each fiscal year. Current salary and benefit schedules are available online at:
https://www.ci.pinole.ca.us/city_government/human_resources/salary__benefits.

Compensation packages include benefits, such as medical plan, dental plan, vision plan, cafeteria plan, life insurance, disability insurance, flexible benefits plan.

There are currently four union-represented groups in the City: Pinole Police Employees Association, International Association of Firefighters Local 1230, Public Employees Union – Local 1, and AFSCME Local 512.

Pension Plans
The City contributes to the California Public Employees’ Retirement System (“PERS”), a cost-sharing, multiple-employer, public employee, defined benefit, pension plan. PERS provides retirement and disability benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. PERS acts as a common investment and administrative agent for participating public entities within the State of California. Benefit provisions and all other requirements are established by state statute and City ordinance.

Copies of PERS’ annual financial report may be obtained from their executive office: 400 P Street, Sacramento, CA 95814.

Funding Policy: Miscellaneous Plan participants are required to contribute 8% of their annual covered salary, while Safety Plan participants are required to contribute 9% of their annual covered salary.

The City entered into cost-sharing agreements with its union-represented and unrepresented employees whereby miscellaneous and safety employees’ total CalPERS contribution (combined Employee Contribution and Employees’ Share of the City's contribution) are capped at 15% (8% employee portion and 7% employer portion) and 15% (9% employee portion and 6% employer portion) respectively.

The City established the City of Pinole Employee Benefit Pension Plan (the “Plan”), a Section 115 Trust in July of 2018. The goal of the Plan’s investment program is to provide a reasonable level of growth which will result in sufficient assets to offset a portion of the present and future obligations of retirement benefits provided by the California Public Employees Retirement System (“CalPERS”) for those eligible employees who meet the 217

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Fiscal Year (FY) 2024/25 Opera�ng and Capital Budget
Appendix – Employee Compensa�on and Benefits
specified age and service requirements. Assets in the Plan will seek to mitigate the impact of future rate increases from CalPERS.

Other Post-Employment Benefits
In addition to the retirement pension benefits described above, the City sponsors and administers a single-employer healthcare plan for its employees. The plan includes healthcare coverage to long-service retirees. At retirement, employees can elect Blue Shield, Kaiser, PERS Care, or PERS Choice medical coverage through the City at the City’s expense.

Employees hired before July 1, 2010 receive a City contribution toward their health premium equal that provided to current active employees. Employees hired after July 1, 2010 receive a City contribution toward their retiree health premium in an amount described by Government Code Section 22893 (the PERS vesting schedule) as shown below:

Credited Years of Service Percentage of Employer Contribution 10 50%
11 55%
12 60%
13 65%
14 70%
15 75%
16 80%
17 85%
18 90%
19 95%
20 or more 100%
Funding Policy: The City’s contribution for each retiree is capped at the Kaiser Bay Area/Sacramento family premium. The premium as of July 1, 2019 is $2,027.64 per month. The City is currently funding the benefits on a pay-as-you-go basis.

Risk Management
The City manages risk of loss related to torts, theft of, damage to, and destruction of assets, errors and omissions, injuries to employees, and natural disasters by participating in a public entity risk pool established under the Joint Exercise of Powers Act of the State of California. The City is a member of the Municipal Pooling Authority (MPA) of Northern California.

MPA provides coverage against the following types of risk of loss under the terms of the joint-powers agreement:

Type of Coverage (Deductible) Coverage Limits
Liability ($25,000) including errors and omissions for public officials $29,000,000 All Risk Fire and Property ($5,000) $1,000,000,000
Workers’ Compensation (no deductible) $50,000,000
Vehicle Physical Damage ($3,000 for Police, $2,000 all others) $250,000 218

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Pinole City CouncilMay 21, 2024

Pinole City Council
May 21, 2024