CITY COUNCIL
Cameron Sasai, Mayor
Anthony Tave, Mayor Pro Tem
Norma Martínez-Rubin, Council Member
Devin T. Murphy Council Member
Maureen Toms Council Member
PINOLE CITY COUNCIL
MEETING AGENDA
May 20, 2025
5:00 PM
Attend in Person: PINOLE CITY COUNCIL CHAMBERS - 2131 PEAR STREET OR
Attend VIA ZOOM TELECONFERENCE – Details provided below How to Submit Public Comments:
In Person:
Attend meeting at the Pinole City Council Chambers, fill out a yellow public comment card and submit it to the City Clerk.
Via Zoom:
Members of the public may submit a live remote public comment via Zoom video conferencing. Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here. Zoom also allows you to join the meeting by phone.
From a PC, Mac, iPad, iPhone or Android:
https://us02web.zoom.us/j/89335000272
Webinar ID: 893 3500 0272
By phone: +1 (669) 900-6833 or +1 (253) 215-8782 or +1 (346) 248-7799 • Speakers will be asked to provide their name and city of residence, although providing this is not required for participation.
• Each speaker will be afforded up to 3 minutes to speak (subject to modification by the Mayor) • Speakers will be muted until their opportunity to provide public comment.
When the Mayor opens the comment period for the item you wish to speak on, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have a comment to provide and press *6 to unmute. To comment with your video enabled, please let the City Clerk know you would like to turn your camera on once you are called to speak.
Written Comments:
All comments received before 3:00 pm the day of the meeting will be posted on the City’s website on the agenda page (Agenda Page Link) and provided to the City Council prior to the meeting. Written comments will not be read aloud during the meeting. Email comments to [email protected] Please indicate which item on the agenda you are commenting on in the subject line of your email.
City Council
Agenda - May 20, 2025
OTHER WAYS TO WATCH THE MEETING
LIVE ON CHANNEL 26. They are retelecast the following week. The Community TV Channel 26 schedule is published on the city’s website at www.pinole.gov.
VIDEO-STREAMED LIVE ON THE CITY’S WEBSITE, www.pinole.gov and remain archived on the site for five (5) years.
If none of these options are available to you, or you need assistance with public comment, please contact the City Clerk, Heather Bell at (510) 724-8928 or [email protected].
Americans With Disabilities Act: In compliance with the Americans With Disabilities Act of 1990, if you need special assistance to participate in a City Meeting or you need a copy of the agenda, or the agenda packet in an appropriate alternative format, please contact the City Clerk’s Office at (510) 724-8928. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service.
Note: Staff reports are available for inspection on the City Website at www.pinole.gov. You may also contact the City Clerk via e-mail at [email protected].
Ralph M. Brown Act. Gov. Code § 54950. In enacting this chapter, the Legislature finds and declares that the public commissions, boards and councils and the other public agencies in this State exist to aid in the conduct of the people's business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly. The people of this State do not yield their sovereignty to the agencies, which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created.
City Council
Agenda - May 20, 2025
1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
2. LAND ACKNOWLEDGMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present, and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.
3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision: (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself /herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov't Code § 87105.
4. CONVENE TO A CLOSED SESSION
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk.
A. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Gov. Code § 54957
Title: City Clerk
B. CONFERENCE WITH LABOR NEGOTIATORS
Gov. Code § 54957.6
Agency designated representatives: City Manager, Kelcey Young, City Attorney, Eric Casher, and Human Resources Director, Stacy Shell, Gregory Ramirez, IEDA Employee organizations: AFSCME Local 1, AFSCME Local 512, and the Pinole Police Employees Association (PPEA)
5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION
6. CITIZENS TO BE HEARD (Public Comments)
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting. PLEASE SEE THE COVERSHEET OF THE
AGENDA FOR INSTRUCTIONS ON HOW TO SUBMIT PUBLIC COMMENTS
7. REPORTS & COMMUNICATIONS
A. Mayor Report
1. Announcements
B. Mayoral & Council Appointments
C. City Council Committee Reports & Communications
D. Council Requests for Future Agenda Items
City Council
Agenda - May 20, 2025
E. City Manager Report / Department Staff
F. City Attorney Report
8. RECOGNITIONS / PRESENTATIONS / COMMUNITY EVENTS
A. Proclamations
1. Affordable Housing Month
2. Emergency Medical Services Week
3. Asian and Pacific Islander Month
4. Jewish American Heritage Month
5. Mental Health Awareness Month
6. Local Community and History Month
B. Presentations
1. Public Agency Vacancy Rates
2. Pinole Library Presentation (Director Dwyer)
3. Contra Costa's Coordinated Outreach Referral, Engagement (C.O.R.E.) Program (Jenny Robbins, Contra Costa Health Homeless Services Chief)
9. CONSENT CALENDAR
All matters under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted by one motion and without discussion. If, however, any interested party or Council member(s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar.
A. Approve the Minutes of the Regular City Council Meeting on May 6, 2025.
B. Receive the May 3, 2025 – May 16, 2025, List of Warrants in the Amount of $826,757.22 and the May 9, 2025 Payroll in the Amount of $530,330.57.
C. Adopt a resolution authorizing the City Manager to enter into a MOU with Contra Costa County for development of Contra Costa Resilient Shoreline Plan through Ocean Protection Council Senate Bill 1 Grant Program Action: Adopt a Resolution per Staff Recommendation. (Lilly Whalen, Kapil Amin)
D. Adopt a Resolution Authorizing Execution of an Agreement with Contra Costa County for Coordinated Outreach, Referral, and Engagement (CORE) Homeless Outreach Services for FY 2025–26 Action: Adopt Resolution per Staff Recommendation (Lilly Whalen, Melissa Klawuhn, Andrea Dwyer)
10. PUBLIC HEARINGS
Citizens wishing to speak regarding a Public Hearing item should fill out a speaker card prior to the
City Council
Agenda - May 20, 2025
completion of the presentation, by first providing a speaker card to the City Clerk. An official who engaged in an ex parte communication that is the subject of a Public Hearing must disclose the communication on the record prior to the start of the Public Hearing.
A. Assembly Bill 2561/Government Code Section 3502.3 (Vacancies, Recruitment and Retention Efforts) Compliance Action: Conduct Public Hearing (Charlene Davis, Stacy Shell) B. Adopt a Resolution Adopting the 2024 Contra Costa County Local Hazard Mitigation Plan – City of Pinole Annex Action: Adopt Resolution per Staff Recommendation (David Hanham)
C. Introduce an Ordinance Designating Fire Hazard Severity Zone Maps Action: Introduce an Ordinance and Conduct Public Hearing (David Hanham)
11. OLD BUSINESS
None
12. NEW BUSINESS
None
13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Open only to members of the public who did not speak under the first Citizens to Be Heard, Agenda Item 6 Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes for City Council items and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.
14. ADJOURNMENT to the Regular City Council Meeting of June 3, 2025 in Remembrance of Amber Swartz.
I hereby certify under the laws of the State of California that the foregoing Agenda was posted on the bulletin board at the main entrance of Pinole City Hall, 2131 Pear Street Pinole, CA, and on the City’s website, not less than 72 hours prior to the meeting date set forth on this agenda. _______________________
Heather Bell, CMC
City Clerk
POSTED: Thursday, May 15, 2025 at 1:30 pm
PINOLE LIBRARY
2024-2025
MEET THE STAFF
WELCOME TO THE PINOLE LIBRARY
12 Public
Computers
2 Children’s
Computers
Scan Ez
Machine
Microfilm
Reader
Public Tables
Available for
Group Study
Individual Study
Spaces
John Hans
Ostwald
Meeting Room
Seed Library
THE BENEFITS OF
YOUR LIBRARY CARD
& USING THE LIBRARY
• Free Information and Resources
• Check out up to 100 items at a time
• Access to Digital Resources
• Access to Discover & Go Passes
• Family Friendly Programs
2024 PINOLE LIBRARY
HIGHLIGHTS
A glimpse into last year’s success
• Bike Repair Clinic
• Lunar New Year
• Contra Costa Senior Legal Services
• Monthly Teen Matinee
• Free Student Meals
• Guitars Not Guns
• Charged Particles
• North Richmond Lockers Launch
• Make Your Own Comic Strip
• Conservation Ambassadors
• Read to a Dog
• Fratello Marionettes: The North Pole Review
• Gingerbread House Workshop
2025 HIGHLIGHTS
EXPECTED
CLOSURE
All work on the Pinole Library will happen at
the same time:
• New HVAC
• New Roof
• Upgraded Electrical and Lighting
• ADA Upgrades to the Parking Lot
Work is expected to take place from February
2026 through November 2026 during which
this time the Library will be closed to the
public.
GOALS FOR 2025
Increase Number of Library Card Holders
Increase Class Visits to Local Schools
Continue having Family Program Night once a month
Increase Adult Programming
Increase Outreach Efforts in North Richmond
Pinole City Council Regular Meeting
Minutes – May 6, 2025
CITY COUNCIL MEETING
MINUTES
May 6, 2025
1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The City Council Meeting was held in a hybrid format (in-person and via Zoom videoconference and broadcast) from the Pinole Council Chambers, 2131 Pear Street, Pinole, California. Mayor Sasai called the Regular Meeting of the City Council to order at 5:00 p.m. and led the Pledge of Allegiance.
2. LAND ACKNOWLEDGEMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.
3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision; (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself/herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov.
Code § 87105.
A. COUNCILMEMBERS PRESENT
Cameron Sasai, Mayor
Anthony Tave, Mayor Pro Tem
Norma Martinez-Rubin, Council Member
Devin Murphy, Council Member
Maureen Toms, Council Member
B. STAFF PRESENT
Kelcey Young, City Manager
Heather Bell, City Clerk
Eric Casher, City Attorney
Melissa Klawuhn, Police Chief
Markisha Guillory, Finance Director
Heba El-Guindy, Public Works Director
Andrea Dwyer, Community Services Director
Lilly Whalen, Community Development Director
Roxane Stone, Deputy City Clerk
Pinole City Council Regular Meeting
Minutes – May 6, 2025
City Clerk Heather Bell announced the agenda had been posted on May 1, 2025 at 3:30 p.m. with all legally required written notices. Written comments had been received in advance of the meeting, distributed to the City Council and staff, posted to the City website and made available to the public to view in the Council Chambers. Staff also received a couple of updated presentations to be shared on the City website.
Following an inquiry, the Council reported there were no conflicts with any items on the agenda.
4. CONVENE TO A CLOSED SESSION
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk.
A. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Gov. Code § 54956.8
Property: 2100 San Pablo Ave.
Agency negotiators: Kelcey Young, City Manager and Eric Casher, City Attorney Negotiating party: Art Pakpour
Under negotiations: Price and Terms
PUBLIC COMMENTS OPENED
City Clerk Bell reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION At 6:01 p.m., Mayor Sasai reconvened the meeting into open session. There was no report from the Closed Session.
6. CITIZENS TO BE HEARD (Public Comments)
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting.
Rafael Menis, reported data on COVID-19 data was available at www.cdc.gov/covid/php/ surveillance, which had shown the City of Pinole was at 1.94 per 100,000 as compared to December 2024, a substantial improvement and at a baseline low level for the past year. He continued to encourage people to take appropriate precautions if they were in vulnerable groups and get vaccinations, booster shots and wear masks in crowded indoor spaces. He also spoke to why empathy was important, where given of late he had seen increasingly and often public figures were saying empathy was evil or perhaps empathy for people outside of a certain group was a bad thing.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Mr. Menis argued against that since fundamentally empathy was about putting oneself in the heart, mind and understanding of another person, trying to see the world from another person’s point of view, not to manipulate or overcome in a battle for power, but so one could understand and try to find common ground to work together or be part of a shared community. Without empathy it would be incredibly difficult to have any sort of community other than the most basic, raw and transactional sort of Thomas Hobbes “war of all against all,” which most people did not want. Rather, most people liked being part of a community that knows other members of the community, cared about other members of the community and wanted to understand and see the world through their eyes, share perspectives and be part of a larger group rather than atomized, isolated and alone. He stated empathy should be cultivated, not demonized.
Irma Ruport, reported she attended the Grand Opening of Valor Village, consisting of 33-Low Income homes for veterans and families. The development team had been in attendance along with representatives from the financing arm and the Department of Housing and Urban Development (HUD). The Mayor and Council member Murphy had also been present along with others important in developing the project. The developer, Satellite Affordable Housing Associates (SAHA), stated the new development was one of the best projects the City ever had.
The City had not been represented by the City Manager, Assistant to the City Manager/Communications Director and Pinole Community Television (PCTV) and the event had not been televised or recorded. She questioned having two local television channels and not using them to their full potential and suggested taxpayers lost the opportunity to be part of the project. She questioned why someone had not been present to record such an important event.
She was extremely disappointed with what was going on and she asked the City Council to learn who was in control of PCTV.
7. REPORTS & COMMUNICATIONS
A. Mayor Report
1. Announcements
Mayor Sasai reported he met with Communications Director Fiona Epps and Council member Murphy as part of the Subcommittee on Memorials and reported there had been many conversations with applications under review to be discussed at a future meeting. He also attended the Earth Day/Walk celebrations at Fernandez Park and spoke with members of the community about issues and ideas. He thanked City staff for their work, particularly Community Services Director Andrea Dwyer. He also attended the Finance Subcommittee meeting with discussions of items related to the budget and the Grand Opening of Valor Village along with Council members Murphy and Toms. Valor Village was a 100 percent affordable project and would house a number of formerly unhoused residents. He was pleased to see the project develop from the ground up and hear veterans provide their individual stories. He thanked the staff who were in attendance at the Grand Opening.
Mayor Sasai reported he planned to attend the upcoming WestCat Board meeting scheduled for Friday, May 9, 2025 at City Hall at 6:30 p.m. He also planned to attend the Key to the City ceremony for P-Lo, a Pinole native and Pinole Valley High School (PVHS) alumnus, Contra Costa College graduate and an award-winning artist and rapper.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
P-Lo also served as the Ambassador to the Golden State Warriors. The Key to the City ceremony would be held on May 7, 2025 at PVHS at 7:30 p.m. and the entire community was invited.
Mayor Sasai also referenced recent news about anti-Asian sentiments at a PVHS game, which had been disappointing to hear, was offensive and with the anti-Asian sentiments and jokes similar to what he had experienced growing up. He emphasized the need to acknowledge and correct the behavior, push for accountability and shape the City’s culture as representatives of the City. This issue would be a personal priority for him this year given how national conversations were shaping up and how people were acting locally. He had discussed the issue personally with Jamela Smith-Folds, Trustee 1 for the West Contra Costa Unified School District (WCCUSD), and reported the Mayor of the City of Albany was checking in with his district and planning a joint statement with the WCCUSD. Updates would be provided as available.
B. Mayoral & Council Appointments: None
C. City Council Committee Reports & Communications
Council member Martinez-Rubin reported she attended the League of California Cities East Bay Division meeting at Diablo Valley College (DVC) with presentations from Senators Mike McGuire and Tim Grayson on the state budget challenges, which would require local cities to fight and advocate for the kinds of things that were important to them. The East Bay Division also held a three-day Leadership Summitt in Sacramento with sessions with Assemblypersons, and she had been able to attend those sessions along with other Council members from other East Bay cities to discuss pieces of legislation the League supported and advocated.
At that time, Council member Martinez-Rubin stated she had spoken on Assembly Bill (AB) 846, Endangered species: incidental take: wildfire preparedness activities, which would streamline the California Department of Fish and Wildlife permitting process for vegetation management projects in fire-prone areas to ensure cities could work quickly to clear flammable vegetation to prevent future wildfires. Given the topography of the City of Pinole, the fact it was surrounded by the East Bay Regional Park District (EBRPD) and had areas that were prone to overgrowth, it was fitting she could be an advocate and spokesperson to ask the City’s representative Assemblymember Buffy Wicks to support AB 846. AB 846 was currently in the State Legislature Suspense File, which required consideration of fiscal implications given AB 846 would be more than $100,000.
There were other educational sessions as part of the Leadership Summit, including the following topics: Partners in Local Governance, Strength, Continuity and Leadership, Aligning Goal Setting and the Performance Evaluation Process, Best Practices to Retain Top Executive Talent and When Public Comments Cross the Line.
Council member Martinez-Rubin added she had been invited to attend Pinole Rotary events, fostering good citizenship and character among youth with a Good Character Award having been awarded to a student at PVHS along with recognition of legacy residents who represent multigenerational families. She also reported the Pinole Historical Society celebrated its 50th anniversary and she attended a lunch she co-hosted that recognized long-time members. She thanked the Mariotti Family for allowing the Pinole Historical Society to celebrate on the grounds of the Fernandez Mansion, one of two national historic landmark-designated buildings located in the City of Pinole.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Mayor Pro Tem Tave reported he attended the Mayors’ Conference with a presentation from the East Bay Municipal Utility District (EBMUD) on the 218 Process, which required a public agency to be transparent about rate increases. The EBMUD Board of Directors would vote on its proposed rate increases at a meeting scheduled for June 10, 2025. He also met with other Mayors and discussed the City’s Valor Village project, explaining he had been unable to attend the Grand Opening due to work commitments. He thanked everyone present who had represented the City on a project in which the City should be proud.
Council member Murphy thanked residents of Pinole for their patience, compassion and understanding during his time of personal grievance this year and he honored Pinole residents whose support meant more than words could express. In moments of challenge, he was reminded of the strength, empathy and unity which made the community so special, and words of encouragement whether through phone calls or emails had been soothing and special. He remained committed to serving residents with his heart and integrity and he was grateful for the continued encouragement.
Council member Murphy thanked the Mayor Pro Tem for chairing the Pinole-Hercules Wastewater Subcommittee meeting, with the subcommittee having discussed the wastewater plant operations and budget for the next fiscal year. A meeting had been requested for May or June to further discuss the plant operation and budget. As the City’s representative to Marin Clean Energy (MCE), he also attended the California Community Choice Association (CCA) Conference, with discussions on how community choice aggregators were specifically advancing energy affordability.
Council member Murphy detailed the mission of CCA and stated as the representative for the City of Pinole on MCE, he supported any initiative that supported affordable, reliable and clean energy for the community and by collaborating with agencies like CCA would work towards a future where energy was sustainable and affordable for all residents. One of the key issues that had come up in discussions was the issue of regionalization, with Senate Bill (SB) 540, Independent System Operator: independent regional organization: California Renewables Portfolio Standard Program, aimed to integrate California into a broader western energy market projected to save California ratepayers up to $800 million annually by enabling more efficient use of renewable energy resources across the western United States.
Council member Murphy emphasized the City needed to advance its Climate Action and Adaptation Plan (CAAP) and build a more reliable and resilient infrastructure with a focus on promoting affordability. SB 540 represented a significant step for achieving those goals. He would continue to support these goals and advocate for policies that benefitted Pinole residents and Californians. He encouraged residents to attend the next MCE meeting scheduled for May 15, 2025 to provide public comment and hear more about this issue, learn about important critical updates on public programs, public affairs and strategic initiatives proposed by MCE.
Council member Murphy also invited the community to Contra Costa Fish Migration Day on Saturday, May 31, 2025 at 10:00 a.m. at the Pinole Fish Passage, (behind the bowling alley off of Pinole Valley Road), a day with family-friendly activities guided towards the fish passage with an exciting speaker lineup.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Council member Murphy further commented the month of May was Older Americans Month with this year’s theme, Flip the Scrip on Aging, and challenge outdated stereotypes and embrace a more inclusive and empowering view of what it meant to grow older. He invited all residents to explore the resources the City offered including resources provided at the Pinole Senior Center and Contra Costa County Aging and Adult Services, which resources and County partners were highlighted, with more information at the County Employment and Human Services Department website at www.contracosta.ca.gov.
Council member Murphy also advised the month of May was also Affordable Housing Month, a time when communities across the Bay Area were coming together and affirming that housing was a basic need and a human right. He attended the Grand Opening for Valor Village, thanked the Mayor for his comments, and was pleased to see this project come to life during his time on the City Council. He was pleased to attend such events and hear positive comments from the community when working with City staff. He thanked the Community Development Director and her staff for doing a tremendous job and ensuring the culture of the community was elevated with a project that offered new housing for new families to come to Pinole. He looked forward to a future where housing was affordable and accessible to all.
Council member Toms reported she attended the East Bay Wildfire Coalition of Governments meeting, with a presentation from PG&E and a discussion of grant funding for wildfire reduction projects; League of California Cities East Bay Division meeting at Diablo Valley College (DVC) with presentations from Senator Mike McGuire and Tim Grayson, on the state budget challenges and proposed legislation related to insurance for residents during a time when there had been numerous cancellations; Earth Walk and the opening of the Pinole Swim Center. She thanked the Public Works Department maintenance staff and Community Services Department staff, who attended both Saturday events. She also attended an event at the Union Hall in the City of Martinez, where information was provided on the apprenticeship program; celebrated Arbor Day at Ellerhorst Elementary School with a dedication of the school’s orchard located in the back of the campus, and thanked the parents and community members (Home Depot and Ace Hardware) for their generosity for the community programs. In addition, she attended the Good Character Award ceremony recognizing students at PVHS, Pinole Middle School and St. Joseph Elementary School.
Council member Toms also attended the Grand Opening for Valor Village, and spoke with the architects, funders, non-profit SAHA and one of the residents who was also a PVHS graduate.
She was pleased the affordable housing project would serve people who grew up in the area.
She also invited everyone to attend the PVHS Unified Sports through Special Olympics on the field on May 8, 2025 where the elementary school competitions would be held and on May 9, 2025 the high school and transitional grades would compete. Everyone was also looking forward to the law enforcement Torch Run’s participation in the event.
Mayor Pro Tem Tave announced Rafael Menis’ birthday was May 10, 2025 and he wished him a Happy Birthday. He recognized his consistent attendance at City Council meetings.
Council member Murphy also recognized Mr. Menis had recently ended his Chairperson term on the Planning Commission and he congratulated him.
The City Council wished Mr. Menis a Happy Birthday.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
PUBLIC COMMENTS OPENED
Irma Ruport, a member of the Community Services Commission, invited everyone to Community Services Day at Pinole Youth Center on May 17, 2025 from 9:00 to 11:00 pm. Volunteers were needed, youth would receive community credit for their volunteer work and she encouraged people to participate. She commented in 2024, tables and benches at Fernandez Park had been able to be painted and she looked forward to a good time and the cleanup of the community.
PUBLIC COMMENTS CLOSED
D. Council Requests for Future Agenda Items: None
E. City Manager Report / Department Staff
City Manager Kelcey Young reminded everyone that fire season had started and everyone was encouraged to clear vegetation and weeds that could potentially be fuel for fires. The City of Pinole would start its proactive weed abatement in June with a reminder postcard to go out this month. She also reminded everyone of Community Services Day on May 17, 2025, with volunteers being sought. In addition, she thanked the Public Works Department for road patching over the past few weeks on over 15 roads and the installation of 40 tons/80,000 pounds of rock asphalt along with weed abatement on public property and open space.
F. City Attorney Report: None
PUBLIC COMMENTS OPENED (Items 7D through 7F)
Deputy City Clerk Roxane Stone reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
8. RECOGNITIONS / PRESENTATIONS / COMMUNITY EVENTS
A. Proclamations
1. Municipal Clerk’s Week
The City Council read into the record a proclamation recognizing May 4 through 10, 2025 as Municipal Clerk’s Week with the proclamation presented to Dawn Abrahamson, a long-time Pinole resident and former employee of the City of Pinole, as outlined in the proclamation.
PUBLIC COMMENTS OPENED
Dawn Abrahamson, thanked the Mayor, City Council and City Clerk Bell for the proclamation and recognition. She explained she had grown up professionally in the City of Pinole working for the City of Pinole for about 16 years. Pinole was her hometown, she remained a resident of Pinole and she had been serving as a City Clerk for about 40 years with a focus on mentoring, coaching and teaching those who had worked with her and who had moved on to other City Clerk positions.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
PUBLIC COMMENTS CLOSED
2. Economic Development Week
The City Council read into the record a proclamation recognizing May 11 through 17, 2025 as Economic Development Week.
PUBLIC COMMENTS OPENED
Deputy City Clerk Stone reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
3. Public Works Week
The City Council read into the record a proclamation recognizing May 18 through 24, 2025 as Public Works Week with the proclamation presented to Public Works Director Heba El-Guindy, who thanked the City Council for the proclamation and recognition. She stated the Public Works Department Team was working hard to serve the community daily. She was proud to be part of the Team.
PUBLIC COMMENTS OPENED
Deputy City Clerk Stone reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
4. Police Officer Week and Peace Officer Memorial Day
The City Council read into the record a proclamation recognizing May 12 through 18, 2025 as Police Officer Week and May 15, 2025 as Peace Officer Memorial Day, with the proclamation presented to Chief of Police Melissa Klawuhn.
PUBLIC COMMENTS OPENED
Police Chief Klawuhn thanked the City Council for the proclamation on behalf of the Pinole Police Department. She appreciated the ability to have a week to recognize those who had made the ultimate sacrifice in law enforcement, and stated the members of the Pinole Police Department were gracious and honored to serve the residents of Pinole.
PUBLIC COMMENTS CLOSED
5. Public Services Recognition Week
The City Council read into the record a proclamation recognizing May 4 through 10, 2025 as Public Services Recognition Week, with the proclamation presented to Erick Wilson, a member of PCTV, who thanked the City Council for the proclamation, acknowledgement of his work and dedication to the City of Pinole and in recognition of all public servants for the City of Pinole.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Mr. Wilson thanked the City Council for its leadership, collaboration and vision and stated it had been a privilege to work alongside such a dedicated group of public servants. He looked forward to continuing to work together for the betterment of the community.
6. P-Lo Day
The City Council read into the record a proclamation recognizing May 7, 2025 as the birthday of Paulo Rodriguez, professionally known as P-Lo, a Filipino-American rapper, producer and cultural icon born and raised in the City of Pinole.
Mayor Sasai again invited everyone to PVHS on May 7, 2025 at 7:30 p.m. for the Key to the City ceremony in recognition of P-Lo.
B. Presentations
1. Animal Control Services Update (Director Dwyer)
Community Services Director Andrea Dwyer introduced Ben Winkleblack, Contra Costa County Animal Services (CCCAS) Director, who provided a PowerPoint presentation on CCCAS, which included a summary of CCCAS and its field services, shelter operations and medical services, administration and community services; a breakdown of the Fiscal Year (FY) 2024/25 Field Activities in the City of Pinole; number of challenges and areas of needed improvement and the approaches proposed to those challenges as identified in the areas of field services, shelter services and community outreach. In addition, the trends of a Fiscal Year to Date Comparison were provided on the trends in the areas of animal intake, rescue partner transfers, adoptions and euthanasia along with an overview of field services activities.
Responding to questions from the City Council, Mr. Winkleblack clarified the following:
• CCCAS provided resources on its website about wildlife. The California Department of Fish and Wildlife was the agency that had authority over wildlife (such as coyotes), and there was acknowledgment with more interface between rural and urban areas, there would be more interfacing with wildlife and being respectful of their space would keep everyone safe. Acknowledged concerns with coyotes, as an example, and the fact they were predators and urged people to steer clear when sighted, but if there were any concerns, there were resources on the CCCAS website with a link to the California Department of Fish and Wildlife. If there were concerns with interactions with the wildlife and rabies, CCCAS would become involved and work with the State and County Health Departments on rabies control. (Mayor Pro Tem Tave)
• Clarified the breakdown of the FY 2024/25 Field Activities in the City of Pinole, the number of animals (dogs) who had bitten someone and the circumstances, either due to being offproperty, unrestrained and unprovoked. Depending on the severity and situation, the dog may be deemed potentially dangerous with certain housing control restrictions to be imposed. There could be a situation where a potentially dangerous dog or chronic offender could be escalated where the housing and handling requirements would be far greater. (Martinez-Rubin)
Pinole City Council Regular Meeting
Minutes – May 6, 2025
• The average length of stay for animals in the CCCAS Martinez Shelter from July 1 to date was 14.2 days (down from 20 days) due to the case management approach of moving the animals through the system. Pursuant to the Food and Agriculture Code, a 72-hour hold was required for animals that came in, which period was prior to the animal being put up for adoption. (Martinez-Rubin)
• Acknowledged the appreciation for the great partnerships with organizations to address feral cats and stray animals. Clarified CCCAS had increased its Trap, Neuter, Return (TNR) services that were provided each week, and while expensive, by increasing efficiencies and doing more TNRs per hour had reduced costs. There was no mandate for cats to be on-leash and the most impactful thing that could be done for feral/stray cats was to prevent them from breeding and vaccinate them for communicable diseases. (Martinez-Rubin)
• Acknowledged a request for the CCCAS to be in touch with the City’s Communications Director to better inform Pinole residents about CCCAS and its services and outreach services to the community and a request for the information to be provided, possibly on a quarterly basis, which would be helpful to Pinole residents. Clarified CCCAS used targeted social media ads to get information out to the public. (Martinez-Rubin) • Pet adoptions occurred only at the CCCAS Martinez Shelter and outreach adoption events. At this time, the Martinez Shelter had about 140 dogs in its care, a large number of cats, some of which had medical issues or involved legal status issues due to a deceased owner requiring work with next of kin. Around 60 to 70 percent of the dogs were available for adoption and some were waiting for rescue groups given that some animals required specific needs. More information was available on the CCCAS website. (Mayor Sasai)
Council member Murphy thanked CCCAS for the presentation.
Council member Toms thanked CCCAS for the partnership it provided.
PUBLIC COMMENTS OPENED
Irma Ruport, stated she had requested this presentation for over a year but appreciated the information provided. Pinole Animal Shelter closed years ago and West County remained underserved by CCCAS. She asked whether a mobile van could be provided in Pinole during cultural fairs to provide information on CCCAS’ services given some clinics in the area had closed.
She wanted to see a partnership provided for some of the animal clinics with discounts for seniors, and noted that some seniors could not travel to Martinez. She shared a number of situations where seniors had contacted CCCAS for assistance with their pets that resulted in monetary charges for each response to the home and objected to taxpayers being charged for a CCCAS officer to check on the welfare of pets. She requested better services for West County.
PUBLIC COMMENTS CLOSED
Mayor Sasai thanked Mr. Winkleblack for the presentation.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
2. Pension Program Review and Cost Management Strategy Assessment City Manager Young advised NHA | Advisors helped the City with its review of its pension liability, particularly as the California Public Employees’ Retirement System (CalPERS) liabilities and other Post-Employment Benefits (OPEB) liabilities had increased. Given the City’s strategy of pulling funds out of the 115 Pension Trust in order to control deficits, the City wanted to look at the sustainability of utilizing that method, as well as looking at some other options if the City Council wanted to consider lowering the Reserve Policy, and what that could look like. The presentation would provide additional information when going through the budget process. She had worked with NHA | Advisors in the past and the firm had worked with the City of Pinole and she was thankful for their help with this item.
Eric Scriven, Financial Consultant and Funding Strategist and Mike Meyer, Vice President, NHA | Advisors, provided an extensive PowerPoint presentation on the CalPERS Pension Program Review and Cost Management Strategy Assessment, which included an overview of the NHA | Advisors Team, which had over 175 years of combined public finance experience. Recent work performed for the City of Pinole and an overview of the City of Pinole’s CalPERS Summary; background on how CalPERS worked with two payments made to CalPERS annually; why CalPERS costs had trended higher; how CalPERS benefits got funded for retirees; the City’s CalPERS Retirement Plans; history of the City’s Unfunded Accrued Liability (UAL) Balance and Funded Ratio; Historical and Projected UAL and Pension Obligation Bond (POB) Payment Schedule; CalPERS UAL Sensitivity; Pension Cost-Containment Strategies – Not Mutually Exclusive; Section 115 Trust – Overview and the City’s Section 115 Pension Trust were all highlighted at length.
Also detailed were the following scenarios for City Council consideration:
- Scenario #1 – Current City Policy/Strategy, Withdraw Funds to Maintain Payments at FY 2018/19 Level of $2.3 million.
- Scenario #2 – Reduce/Extend Withdrawals for Optimal Smoothing – Smaller Withdrawals to Make Section 115 Trust Last Longer.
- Scenario #3 – Same as #2 + Higher UAL Assuming Poor FY 2025 Returns, Smaller Withdrawals to Make Section 115 Trust Last Longer and a Comparison of Smoothing Scenarios.
NHA | Advisors concluded the City of Pinole had taken several proactive measures to better manage rising pension costs, but the City should stay vigilant to combat the continued impact of rising pension costs. It was recommended the City recalibrate its current Section 115 withdrawal strategy to more optimally smooth payments through FY 2036 and stabilize impacts to the City’s General Fund. Additional Discretionary Payments (ADPs) to CalPERS (direct pay down of UAL) could also be evaluated and analyzed and could be funded through Section 115 Trust assets or other surplus funds.
Responding to questions from the City Council, City Manager Young, Finance Director Markisha Guillory and Messiers Scriven and Meyer clarified the following:
Pinole City Council Regular Meeting
Minutes – May 6, 2025
• The withdrawal rate of the funds withdrawn since the 115 Pension Trust had been in place had been based on existing practice, which staff detailed. Funds had been taken from the 115 Pension Trust to balance the General Fund. (Martinez-Rubin) • If the City made a payment to CalPERS it may save a great deal in the interest CalPERS was generating but the challenge was the City no longer had the liquidity. It would be a City Council decision as to how it wanted to move that forward. The City’s 115 Pension Trust had been invested more conservatively than CalPERS’ portfolio, which earned around 6 percent in 2024 versus CalPERS 9 percent. One of the benefits of the 115 Pension Trust portfolios was that there was different investment vehicles based on the different allocations between equities, fixed income and the like, and most 115 Trusts that were invested with similar allocations to CalPERS did better last year. Based on the City’s current plan of taking money out quickly, that may be one of the reasons the funds had been invested conservatively because of the near-term horizon. If the City were to leverage over ten to fifteen years, it would be beneficial to look at some of the 115 vehicles that had a little bit more weight towards stocks. Most 115 Trust providers did beat CalPERS the last couple of years. The Additional Discretionary Payment (ADP) was an option where the money could be taken to CalPERS and the City could strategically decide which pieces of that UAL to pay down and the City would get credit at the 6.8 percent interest rate. It was cautioned that once the money was sent it was out the door, whereas the 115 Pension Trust could be dipped into when needed. The flexibility of the 115 Pension Trust was a nice benefit but paying down the UAL directly was another option. (Mayor Pro Tem Tave)
• The City could not pull any money out of CalPERS in terms of the assets the City had with CalPERS. (Mayor Pro Tem Tave)
• Scenario #2, Reduce/Extend Withdrawals for Optimal Smoothing – Smaller Withdrawals to Make Section 115 Trust Last Longer was again detailed. The consultants wanted to bring to the City Council’s attention the spike in costs that all CalPERS members across the state were facing based on the current strategy of keeping payments at 2019 levels, where it was noticed the 115 Pension Trust funds would be gone in four to five years, and the City would move from a $2 million number in the budget up to $6 million in one year.
There were good considerations as to why the City should make that trust last longer and possibly pause the withdrawals the City was doing. (Mayor Pro Tem Tave) • It would be approximately $2.5 million (one-time) in the budget if the City were to lower its reserves to the 25 percent level. (Mayor Pro Tem Tave). • The 115 Pension Trust had not been used necessarily to balance the General Fund, and while it did help to balance the General Fund, the purpose was to offset the growth in the pension contribution. (Martinez-Rubin)
• Provided an example in FY 2025/26: Looking at a total City contribution of $5 million, with a withdrawal in the budget of about $2.4 million, the difference between the upcoming fiscal year and 2018/19 baseline. It had not been used to balance the budget but it helped to offset a significant portion of the growth in the pension costs. (Martinez-Rubin)
Pinole City Council Regular Meeting
Minutes – May 6, 2025
PUBLIC COMMENTS OPENED
Rafael Menis provided the following comments on the presentation, some of which were provided in writing in advance of the meeting:
- Page 28 of 653 of the agenda packet and the statement that all of the assumptions would be revisited by CalPERS Asset Liability Management Study this year. Assumed it would lead to more conservative assumptions requiring the City to pay more regardless of CalPERS’ performance outcomes in the stock market this year. - Page 29 of 653 of the agenda packet, CalPERS Historical Preliminary Investment Trends, varied from around the charted discount rate with a few times where they were either at near zero percent return or below zero percent, as shown for years 2008, 2012, 2015, 2016 and 2022. As to the suggestion by the Mayor Pro Tem for the City to shift more of its funds to CalPERS to allow them to invest the funds more directly, given current market volatility, increasing the City’s risk exposure if it wanted to maintain the current fund withdrawal approach would burn the fund down to zero by 2030, and withdrawing every year to offset the UAL costs to the budget each year would be ill-advised. If the City wanted to go for a longer-term horizon, it could potentially make sense for higher risk investments, but currently it was particularly high-risk to make changes in the City’s risk tolerances for any of its investments given current and likely continued volatility in the stock market, in regards to tariffs and other factors. Suggested caution in any adjustments in the City’s risk tolerance.
- Noted the spike in expected payments in 2044 in all of the projected cost management strategies and was curious why that was the case.
PUBLIC COMMENTS CLOSED
Responding to the public comment, City Manager Young confirmed staff had received Mr. Menis’ questions in writing. Staff had not had the opportunity to review the comments but would get back to him with responses.
Mayor Sasai thanked Mr. Menis for providing his questions in writing. He thanked the presenters for the presentation and looked forward to ongoing work.
9. CONSENT CALENDAR
All matters under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted by one motion and without discussion. If, however, any interested party or Council member(s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar.
A. Approve the Minutes of the Regular City Council Meeting on April 15, 2025.
B. Receive the April 12, 2025 – May 2, 2025, List of Warrants in the Amount of $1,863,798.58 and the April 25, 2025 Payroll in the Amount of $546,571.66.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
C. Adopt a Resolution Approving the Appian Village Final Subdivision Map (FM 25- 01). Action: Adopt Resolution per Staff Recommendation (David Hanham) D. Approve an Agreement for a Citywide Copier-Replacement and Maintenance Agreement. Action: Adopt Resolution per Staff Recommendation (Fiona Epps)
E. Resolution Authorizing RecycleMore the Authority to Enter into a Post Collection Agreement with Republic Services. Action: Adopt Resolution per Staff Recommendation (Kelcey Young)
F. Fiscal Year 2025/26 Financial and Investment Policies. Action: Adopt a Resolution per Staff Recommendation (Markisha Guillory) G. Adopt a Resolution to Approve a List of Projects for Fiscal Year 2025/26 Funded by SB 1: The Road Repair and Accountability Act of 2017. Action: Adopt Resolution per Staff Recommendation (Heba El-Guindy)
PUBLIC COMMENTS OPENED
Rafael Menis provided the following comments on the Consent Calendar, which he also provided to staff in writing in advance of the meeting:
- Item 9B, Page 71 of 653 of the agenda packet, asked for clarification of the Dental and Vision Benefits and the credits, as shown, and asked the cause for the credits. Page 80 of 653 of the agenda packet, Vendor 1009 – Precision IT Consulting, questioned the expenditure for a Surface Pro Keyboard Slim and Pen Police Chief, and while guessed it was for the entire Surface Pro equipment and not just for a keyboard, requested a confirmation.
- Item 9C, understood there would be the imposition of a new condition of approval attached to the re-creation of the Final Map. Asked whether the Planning Commission should be involved or whether the City Council had the power to do it. - Item 9D, found it great the City would reduce its cost for copier maintenance and copying as the staff report noted on Page 176 of 653 of the agenda packet, and as shown in the fiscal impact, and applauded the City for finding ways to reduce costs but was curious how that all worked.
- Item 9F, reiterated comments provided to the Finance Subcommittee that the City reconsider its pension and investment policies, in particular those comments that had been raised as part of the presentation under Item B2, and requested a follow-up. - If the City Council did not want to change how it was withdrawing funds from the 115 Trust, the Council should be taking a more conservative approach to how it allocated funds in that trust. The City would be burning through the funds in the trust in the next five years, which called for a more conservative investment strategy in terms of shifting entirely out of equities given the concern that the equities market would be volatile for that time frame.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
- If the City Council wanted to change its financial policies to go for a longer time frame of withdrawals from the trust, it may want to consider more exposure to higher risk products, as the presenters noted and the Mayor Pro Tem suggested, but in that case the City should take care in making adjustments now due to the current volatility in the equities and bonds market due to tariffs. Regardless of which way the City Council decided, suggested the City Council formally consider its investment and pension investment policies to declare how exactly it wanted to go about the use of the Section 115 Trust, either formally declaring continuing things as they were, going through the entirety of the 115 Trust by 2030 or changing that and spreading it out over a longer time frame with some risk. Either way, the City should make adjustments to the modeled values in the policies to account for those factors.
Staff had no responses to the public comment at this time.
PUBLIC COMMENTS CLOSED
ACTION: Motion by Mayor Pro Tem Tave/Council member Murphy to adopt Consent Calendar Items 9A through 9G, as shown.
Vote: Passed 5-0
Ayes: Sasai, Tave, Martinez-Rubin, Murphy, Toms
Noes: None
Abstain: None
Absent: None
10. PUBLIC HEARINGS
A. FY 2025/26 Master Fee Schedule. Action: Conduct Public Hearing and Adopt a Resolution per Staff Recommendation (Markisha Guillory) Finance Director Markisha Guillory provided the staff report dated May 6, 2025, and recommended the City Council hold a public hearing to adopt the proposed user and regulatory fees and the proposed Master Fee Schedule, to be effective July 6, 2025.
Responding to questions from the City Council, Finance Director Guillory and City Attorney Eric Casher clarified the following:
• A comparison of the City’s fees to other jurisdictions had been done as part of a Fee Study, the last of which had been prepared in 2022, which identified the costs of services and provided benchmark comparisons to other agencies. Clarified an inflationary index was used on an annual basis, such as the Consumer Price Index (CPI). In the next upcoming fiscal year, another Fee Study would be prepared and would include a comparison to other communities. (Mayor Pro Tem Tave)
• Page 241 of 653 of the agenda packet, acknowledged the old City of Pinole seal had been used in the document and would be updated prior to the information being posted. (Mayor Pro Tem Tave)
Pinole City Council Regular Meeting
Minutes – May 6, 2025
• Approval of the Master Fee Schedule required a simple majority vote of the City Council. (Toms)
• The Master Fee Schedule included development impact fees. No additional public hearings were required for the approval of the Master Fee Schedule. Once approved, the fees would go into effect on July 6, 2025. Some of the development impact fees required 60-days before they could go into effect. All fees had been aligned with the timeline of July 6, 2025. (Martinez-Rubin)
PUBLIC HEARING OPENED
Rafael Menis, commented he had provided comments in writing in advance of the meeting. He referenced Page 236 of 653 of the agenda packet, which outlined the new building and planning fees, including a Rental Program Exemption Fee. He assumed some buildings would be exempt from the fee and asked how the City decided which buildings would be exempt. As to the planning fees, he asked the percentage of the total costs the City expected to recover from planning applicants. He also asked about the fee of $30 for business license review and asked if that would be applied to all business license applications or those associated with planned projects.
As to the fee proposed for Pre-Approved ADU Plan Submittal, Mr. Menis asked if that was part of the streamlined provisions the state had tried to implement to make pre-approved Accessory Dwelling Unit (ADU) plans as simple and painless as possible. He otherwise found it great the City would get a dedicated source of funding for the CAAP of three percent of the base building permit fee. People should be made aware of that so they were not surprised to find it as part of building requirements.
PUBLIC HEARING CLOSED
Motion by Council members Martinez-Rubin/Toms to adopt proposed user and regulatory fees and the proposed Master Fee Schedule, to become effective July 6, 2025.
Vote: Passed 5-0
Ayes: Sasai, Tave, Martinez-Rubin, Murphy, Toms
Noes: None
Abstain: None
Absent: None
11. OLD BUSINESS: None
12. NEW BUSINESS
A. FY 2025/26 Preliminary Proposed Operating and Capital Budget: Action:
Receive Report (Markisha Guillory)
Finance Director Guillory provided an extensive PowerPoint presentation on the Fiscal Year (FY) 2025/26 Preliminary Proposed Operating and Capital Budget, which included an overview of the City Council Strategic Priorities set during the February 2025 Council Retreat.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Finance Director Guillory’s presentation also included the budget development process, baseline budget components (recurring revenues and expenditures), non-recurring budget items, General Fund Baseline Budget Highlights, Financial Goals, Citywide Organization and Services Chart, Authorized Staffing Positions, Preliminary Proposed General Fund Budget, where General Fund money came from and the categories and breakdown of taxes including Property Tax, Sales Tax, Utility Users’ Tax (UTT), Franchise Tax, Intergovernmental Tax, Transient Occupancy Tax (TOT) and Business License Tax, along with Charges for Services, Permits, Fees, Other Revenues and Transfers In.
Finance Director Guillory also detailed where General Fund money went by category and function and the baseline budget expenses for the categories of Salaries and Wages, Benefits, Professional Services, Other Operating Expenses, Materials and Supplies, Interdepartmental Charges, Capital Outlay, Debt Service, Transfers Out, Recreation Fund, Building and Planning Fund, PCTV, Sewer Enterprise Fund and Other Considerations.
Finance Director Guillory reported the FY 2025/26 Draft General Fund Baseline Budget currently indicated a positive balance of approximately $1.4 million; however, other operating funds (Recreation Fund, PCTV Fund, and Building and Planning Fund) indicated a total shortfall of approximately $2 million. Staff was exploring options to offset some of the expenditures and reduce the need for additional General Fund support in these funds, including actively pursuing grants and sponsorships, as well as generating additional revenue.
Potential recommendations for the City Council to consider included the consideration of reducing the Reserve Policy and transfer proceeds into the Section 115 Trust, potential revenue from Vehicle Impact Fees to offset costs of road maintenance and repair; exploring debt financing for major roads and infrastructure projects and considering cost-of-living (COL) adjustments: One percent for all labor groups, which would equal $173,000.
Finance Director Guillory stated in terms of next steps, the City Council would hold a Special Budget Workshop meeting on May 13, 2025 and staff would incorporate any changes to the budget as directed, and present the Revised Proposed Budget on June 3, 2025. She recommended the City Council review the Preliminary Proposed FY 2025/26 Operating and Capital Budget and provide direction to staff for changes to incorporate into the next draft of the document, the Revised Proposed version.
Responding to questions from the City Council, City Manager Young and Finance Director Guillory clarified the following:
• The staff recommended considerations would help to cover the shortfall identified by staff but additional sources of revenue would have to be found in the near future. The staff recommended considerations would bring the City through this and possibly next year. (Mayor Pro Tem Tave)
• There was an option to take some funding from some of the Capital Improvement Plan (CIP) projects and put that funding elsewhere. Any CIP projects that were looking at infrastructure maintenance, in particular roads and facilities, would be those that could help save money in the long run since those projects would only become more expensive. (Mayor Pro Tem Tave)
Pinole City Council Regular Meeting
Minutes – May 6, 2025
• The threshold for capital projects was $5,000. (Martinez-Rubin) • The category of Professional Services was again clarified and included the Contra Costa County Consolidated Fire Protection District (CCCFPD). Staff had explored whether some services could be brought in-house and some changes had been made and that category had decreased in a lot of areas. As an example, Information Technology (IT) services were now internal, some planning services were now done internally and the Communications Director had taken on multiple projects that had originally been provided by consultants; however, there were a lot of projects and various services staff was unable to handle in-house since there was no staff capacity or specific expertise in a particular area. There were some professional services staff was unlikely to ever have fully in-house due to the specific needs of that function, but this issue was something staff continued to explore. Staff had not been able to take on the consideration of Request for Proposals (RFPs) process for some Professional Services, as yet, but that had been under discussion. (Mayor Pro Tem Tave)
• Staff recommended to be consistent with other cities, the City Council consider a General Fund Reserve Policy of 25 percent and did not recommend a lower percentage. (Mayor Sasai)
Council member Toms thanked staff for the comprehensive report.
Mayor Pro Tem Tave also expressed his appreciation to staff for getting the City Council to this point.
PUBLIC COMMENTS OPENED
Rafael Menis provided the following comments on the budget with comments having been provided to staff in advance of the meeting:
- Noted the staff recommended consideration that the Reserve Policy be adjusted, but Item 9F on the Consent Calendar had been approved with no action. Asked the City Attorney to opine whether the City Council could reopen Item 9F or whether it would have to be reconsidered at a future meeting on the Consent Calendar. Asked legal staff to provide clarification.
- Noted the PCTV net deficit had increased compared to the information provided to the Finance Subcommittee and asked staff to provide detail why that was the case. - Pages 437 through 439 of 653 of the staff report, FY 2024/25 Key Accomplishments, some of the bullet points of information were blank and should be clarified whether information was missing or whether there had been a typographical error. - Page 383 of 653 of the agenda packet, Non-Personnel Expenses for the City Council, there had been significant increases in Office Expenses and asked why there had been such an increase.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
- Page 474 of 653 of the agenda packet, Major Non-Personnel Expense Details, 47107 Furniture, the two items listed for an ergonomic chair and standing desk, the amounts shown had been the same price for a prior year and not the current year and asked for clarification if this was a current or past year item.
Irma Ruport, stated she had attended the Finance Subcommittee meeting and recognized the upcoming budget workshop. She noted in the past a former City Manager had prepared two budgets and given the current economy and the possibility for inflation and a recession, a second budget in case the City was behind on something was important. She also suggested that Department Heads should consider how their Departments could operate with a five percent reduction and show where they would be with such a reduction, which would help taxpayers understand the situation. She urged the City Council to be cautious and consider the suggestions.
PUBLIC COMMENTS CLOSED
Responding to the public comment, City Attorney Casher explained this item had been agendized as a review of the Operating Budget and to provide direction to staff. The City Council may provide a recommendation or direction to staff to adjust the Reserve Policy. If that was done, there would be no action at this time since the item had not been agendized for any action. It the City Council decided to reduce the Reserve Policy to 25 percent, that policy would be brought back to formalize that decision.
Council member Martinez-Rubin clarified with Finance Director Guillory, the City Council Strategic Priorities would be incorporated into the information provided and would be included in information provided during the budget workshop.
Council member Martinez-Rubin commented there were 24 City Council Strategic Priorities, and the City Council had not discussed which were really a priority. The City Council would next discuss the CIP, but these priorities had not been included as part of that presentation.
Mayor Pro Tem Tave asked whether or not a motion could be considered to reduce the Reserve Policy to 25 percent and move that money to the 115 Pension Trust. He asked where that money would go, the amount and how it would help. He asked whether an analysis from staff would be provided to clarify how that action would help.
City Attorney Casher advised if the motion was for staff to reduce the Reserve Policy to 25 percent and reflect that in the next version of the budget that would be brought forward to be seen in the budget during the budget workshop, and then a final action on the budget would occur in June.
Any amendment to the Reserve Policy would be done in parallel with the approval of the final budget.
Mayor Pro Tem Tave asked whether the City Council could approve the potential recommendations offered by staff. He sought direction on the process as to whether that would have to be done point by point to understand how the recommendations would reduce costs.
City Manager Young explained the presentation was intended to provide as much information as possible to the City Council, and the Council could ask questions and offer additional direction during the budget workshop, to later return to the Council to consider future motions.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Mayor Pro Tem Tave would support direction to staff to explain the impacts to the budget if the staff’s potential recommendations, as outlined in the PowerPoint presentation, were approved.
He recognized the challenges for the budget workshop was to consider the City Council’s Strategic Priorities and decide what was actually a priority. He suggested all of the road items should be lumped into one road conversation. He wanted to see some of the items be grouped together for the discussions.
Council member Martinez-Rubin wanted the City Council and the public to discuss the City Council’s Strategic Priorities and decide what would be part of the budget. The staff report had attempted to align projects with the existing goals, which was great, and the alignment between prior conversations of goals whether out of this Council or not was important since they were fairly broad. The City Council had discussions about specific projects leading to the list but she recognized not all would be feasible and they all had a financial impact. She wanted to close any gaps in operation and be attentive to having too many priorities that may not match the available funding. She wanted the City Council to have a conversation without having to reference a budget document that would identify what was going to occur in FY 2025/26.
Mayor Pro Tem Tave reiterated his recommendation but was uncomfortable offering a motion for direction at this time, which was a discussion only. He would ask those questions during the budget workshop.
Council member Murphy was fine with staff considering and moving forward with the potential recommendations, as outlined in the PowerPoint presentation. He understood each recommendation and the contingencies and he looked forward to future discussions at the budget workshop. He understood the discussion about debt financing was a larger conversation that would take more than one week between meetings, and the City Council would not have that information in time for the budget workshop, which the Finance Director confirmed.
Council member Murphy commented the baseline budget had not included the City Council Department mid-year adjustments that should be continued into the next fiscal year and moving forward, and Finance Director Guillory advised she would take a look at that.
Council member Martinez-Rubin commented her expectation was not that those items would continue as part of the baseline budget, but specifically for this fiscal year only.
Council member Murphy stated in terms of the TOT, he was surprised with the decrease, but understood the state trends. He asked whether those trends were being tracked, who was doing that work and whether the City was doing its due diligence to ensure everything owed to the City was being collected. He asked whether the City received any funds from Electric Vehicle (EV) charging stations or whether any fees returned to the cities.
Finance Director Guillory confirmed the City had collected what was owed, remitting payments were made to the City; however, it was an honor system and the City had no way to validate the numbers. In terms of the overall trends, HdL Companies provided the City with a lot of information at the local, state and in some cases national level. At the state level, those trends were down and were tied to travel and consumer spending habits, which had changed based on current economic and political conditions.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
In terms of the EV charging stations, the City received a share of the two EV charging stations located in the Police Department lot but otherwise did not receive a fee.
City Manager Young clarified in terms of the TOT that Airbnb’s were not allowed in the City of Pinole and there was no revenue from that use. If they were being done illegally, technically the City was to receive a TOT, but given the illegality it made it even harder to track such uses.
Mayor Sasai commented he and Council member Toms worked on the EV charging stations, and they both commented they were unable to receive revenue given the way the charging was done, and it was just cost recovery for the charging stations in the City lot.
Council member Toms was also supportive of giving staff direction related to the possible recommendations staff had outlined for the next meeting, with the exception of the debt financing, which would take some time. As to the City Council line items for increased travel, if that was not reflected in the current information but was reflected for the budget workshop, she pointed out that would increase the deficit and there should be a discussion whether or not that should continue at that level.
Council member Martinez-Rubin also suggested there should be a discussion related to the budget for the City Council line items. She had not considered the revised budget this year to augment the travel fund and stated that any item was subject to discussion.
Mayor Pro Tem Tave asked what the City Council should expect on the discussion of debt financing during the budget workshop given the need to understand what that meant in the future.
He asked whether that was something staff could produce and whether there could be a discussion at the budget workshop. For major roads and infrastructure projects, that was what everyone had been asking for, and he wanted to see what that model looked like and have the expectation that future Councils stay disciplined on that element of the budget and get that done.
One of the positives of a shaky or rocky economy or possible recession was that costs would start to drop and government had to step in with money to get things done, and a lot of work could be done. He wanted to put together some type of plan during this budget cycle, if possible.
City Manager Young commented if this was something the City Council wanted staff to explore, which was part of the reason they were bringing this forward, staff could provide estimates, not speculation, and staff could discuss the size of projects and what that would potentially cost, what funds could potentially be used and how to space the funding out over the next few years, which would be worth exploring during the budget workshop. Staff could provide a couple of scenarios, with the understanding they were estimates, with the opportunity should they want to move forward to be able to move forward fairly quickly, which could be brought back to the City Council with a risk assessment that could be discussed further.
Mayor Pro Tem Tave wanted to see that discussion at the budget workshop meeting. He suggested that deferred maintenance was costing the City more money beyond just fixing the needed maintenance, such as roads. He wanted something presented to get the gears turning, identify the funds needed to get the work done, and suggested debt financing was not a bad thing.
Finance Director Guillory recalled the City Council last discussed debt financing in 2016 as part of the Pinole-Hercules Wastewater Treatment Plant.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Council member Toms recalled debt financing had been considered under redevelopment years ago.
Mayor Pro Tem Tave noted with debt financing the City would have the ability to plan and be strategic, and he asked staff to come up with some scenarios that could be discussed and pursued.
Mayor Sasai agreed that staff return with more information for the budget workshop.
Council member Martinez-Rubin commented the way the CIP had been laid out with each of the project summary pages, staff had outlined the funding sources, and an additional category could be debt financing where staff could identify the funds that existed now, and even if staggered over time, the sources of funding as currently known could be identified including possible state grants.
Mayor Pro Tem Tave recalled that information had been shown, but he wanted to get from the deficit identified for the General Fund that needed to be balanced and the debt financing where cash was needed to do that, with information A to Z of what that would look like and what needed to be done now to reach that line, which he hoped the budget workshop would flush out.
Council member Martinez-Rubin stated that debt financing was used typically for the larger projects that cost millions of dollars, which was what she envisioned as part of the budget workshop, the multi-year projects that required financing.
Mayor Pro Tem Tave agreed that was why the discussion was needed, and he wanted that conversation at the budget workshop, particularly to identify what money needed to be moved around, and what projects may not get done in order to have the debt finance.
Council member Toms clarified her concern to delay a discussion of debt financing for the next meeting given the quick turnaround required for staff to provide that information. She wanted to have time for an adequate discussion at the budget workshop; however, if staff could provide some information next week that would be fine.
City Manager Young responded to Council member Murphy’s question related to a discussion of potential debt financing and what would be offered during the public workshop, and reiterated if this was something the City Council wanted staff to review staff could provide some high-level scenarios that would then be further fleshed out in future months. As an example, if there was an interest in looking at road infrastructure and using current funding and potentially Vehicle Impact Fees from the City’s franchise agreement, staff could put together something along the lines of $16 to $20 million that could be used for projects over the next five years. The City would then have to pay for that over the next 10 to 15 years depending on the structure and using potentially $600,000 of the funds it currently had to pay back annually. Those were some scenarios staff was already reviewing and she emphasized that any estimates would be subject to change.
Council member Murphy asked if the scenarios also included the staff recommended possibilities as outlined in the PowerPoint presentation, to which City Manager Young stated she had not heard full consensus on that from the City Council, but if that was the direction then that was something that could be brought forward at the budget workshop.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Finance Director Guillory clarified with respect to the staff recommended possibilities that staff would be bringing back more information. As an example, for the recommendation for the Reserve Policy, staff could bring back information on the number and how much that would leave in the reserve. As to the Vehicle Impact Fees, she understood the City Council would like more information on estimates.
Council member Murphy also spoke to the baseline budget and the funds staff had identified with a shortfall (PCTV, Recreation and Building and Planning Funds) and asked which of the staff recommended possibilities matched those concerns.
Finance Director Guillory explained none of the staff recommended possibilities matched those shortfalls. Staff was just looking at the full picture and if covering those additional subsidies, that would put the General Fund in a negative position.
Council member Murphy wanted to see the City Council Department budget for this year mirror next year’s budget.
Finance Director Guillory confirmed that information would be brought back.
Mayor Sasai encouraged everyone to attend the May 13, 2025 Budget Workshop. He looked forward to further discussions.
B. Fiscal Year 2025/26 Draft Baseline Budget and Five-Year Capital Improvement Plan. Action: Review of Five-Year CIP (Heba El-Guindy)
Public Works Director Heba El-Guindy provided a PowerPoint presentation on the FY 2025/26 to FY 2029/30 Draft Five-Year CIP. The FY 2025/26 to FY 2029/30 CIP included 45 projects and five infrastructure assessments, two new projects, one action plan and nine new annual projects/programs in the categories of facilities, parks, sewer, stormwater, streets and roads and infrastructure assessments. New projects, new annual projects/programs, the review and approval process and budget summary for the CIP were all highlighted.
Responding to questions from the City Council, Public Works Director El-Guindy, City Manager Young and Finance Director Guillory clarified the following:
• The CIP would be reviewed by the Planning Commission on May 19, 2025. The Planning Commission would be provided the same presentation with an overview of comments from the Finance Subcommittee and the May 6, 2025 City Council meeting. (Mayor Sasai) • The main emphasis of the Finance Subcommittee had been a focus on street lighting, pavement rehabilitation and sewer projects and having sufficient staffing to focus on the planning, design and construction of sewer projects. As noted as part of the budget presentation, an Associate Engineer position had been recommended, to be funded solely by the Sewer Enterprise Fund. (Mayor Sasai)
• The scope of the Planning Commission review of the CIP on May 19 would be to ensure the CIP complied with the General Plan. (Toms)
Pinole City Council Regular Meeting
Minutes – May 6, 2025
• If the City Council moved forward with the Draft CIP for the five-year period, the intent was to allocate $200,000 annually for park upgrades as part of Project #PA2501, Improvements to City Parks. (Murphy)
• Development Impact Fees could only be used for certain projects. Park Development Impact Fees could only be used for parks. Development Impact Fees were separate from the General Fund. There were several projects being proposed to be funded with the General Fund. As an example, for Project #FA2501, Zero-Emission Vehicle and EV Charging Infrastrucrure, the local match for the project was the Measure S Fund, which was housed in the General Fund. The City was using the Unassigned Fund Balance at $967,000 for certain projects in the CIP, as proposed. Of the new projects being added, Project #FA2501 at $75,000, was the only project being added that was new, which would impact General Fund operating dollars. Clarified Project #RO2507, ADA Transition Plan Update, would use Local Street funding. (Murphy)
• The overall CIP for the first fiscal year, accounting for grants as well, showed a surplus of $1.415 million with no shortfall. (Murphy)
• If the City had more staff, it could execute the CIP projects under the Public Works Director’s leadership, but due to current financial constrictions, staff did not feel comfortable recommending additional staffing. Since some Department Heads were new, staff wanted to ensure all CIP projects were brought to the City Council, with staff to work collaboratively with the City Council on the priorities to reach a consensus on what could confidently be completed over the next year. (Murphy)
• Acknowledged a request for the City Council’s identified strategic priorities as part of the Council Retreat to be mixed with staff’s clarity on what was actually possible to do in the one-to-five-year CIP time frame, to match together. Acknowledged concerns many of the projects had not been done for years, continued to be desired in the community, and had impacted the use of the Unassigned Fund Balance that could be used for other things that were of a clear vision and could be done within a year.
As an example, many of the projects aligned with other plans, such as improvements to City parks, which aligned with the Parks Master Plan. The Parks Master Plan was to identify a strategy to improve City parks but that had not yet been done. If $200,000 were to go towards City parks annually, it would impact the Unassigned Fund Balance, and staff acknowledged a recommendation to remove that item and improve City parks first before adding it to the CIP, which would offer a clearer process for the public, the City Council and staff. Acknowledged a recommendation to keep the Unassigned Fund Balance more real in real time every year. Staff could set the priorities based on City Council direction but the intention was to take care of the problem and not perform as regular maintenance since some equipment needed to be replaced, which were not general upgrades of the parks per se. There were identified issues in the parks staff would like to tackle and possibly the City Council may direct staff to do the work in the first and second year, based on a strategy. (Murphy)
Pinole City Council Regular Meeting
Minutes – May 6, 2025
• Staff had assessed many of the comments the City Council had discussed and integrated into other plans into the CIP, which had been requested for years since it helped with one step in the process. (Murphy)
• The CIP currently had about 50 overall projects, but given the current staff capacity, the number of projects each staff person would be able to handle showed a need to prioritize 20 to 25 projects. Some projects were funded by grants and needed to progress in addition to any priorities the City Council may set, such as pavement rehabilitation, which had been emphasized by the Finance Subcommittee. (Murphy) • Recognized the desire to discuss debt financing as part of the budget workshop.
Acknowledged a suggestion to scope larger projects, get the project done and improvements completed where the City may be able to handle smaller payments over the years but leverage funds for a project now and keep the operating budget with extra cash on a year-on-year basis. Whether such a strategy had been considered by staff, clarified it had been discussed but reiterated one of the challenges was having the staff capacity and the City Council priorities to know which projects to design and have ready for possible debt financing, which would be a good conversation to have but staff would not be ready for that this year. (Mayor Pro Tem Tave)
City Manager Young recommended the City Council focus on one debt financing project like roads and when that was proven to be successful and the City had additional staff capacity, it could then tackle some of the additional projects. If the City put $200,000 towards the park where the caretaker’s house, community garden and dog park were located, this year, and which had been identified in the City Council Strategic Priorities, that would take care of multiple priorities the City Council had identified and funding the City could leverage as direct matches for various grant funding.
City Manager Young commented that strategizing how to focus on key projects and how to walk back to the Strategic Priorities was important. She was open to staff giving recommendations on the City Council Strategic Priorities based on City Council direction. If having both input from staff and the City Council and having the ability to modify the strategic priorities was something the Council was also interested in could also be done. The Public Works Director had also been looking at some of the areas where there was a need to catch up, with a focus on safety and roads. She recommended the City Council scale the City Council Strategic Priorities to about half and consider clustering some of the projects in various areas, since a number of the priorities were interwoven and built upon each other.
• Clarified the CIP budget summary; clarified if a Measure S project with unallocated funding, as an example, the funds would stay in the fund balance; described a scenario where the unassigned balance may go up and offered another scenario for the use of Senate Bill (SB) 1 funds on Pinole Valley Road, where the City could tackle pavement rehabilitation, sidewalk improvements and curb ramps under one contract, which could potentially allow the City to have some savings. There was a desire for safety improvements along the same corridor in the vicinity of the schools and soccer field, and by combining improvements under one contract it could potentially give the City some savings, although it may not allow the flexibility of building sidewalks where needed the most since it would be in the corridor where the work was occurring.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
There remained the option to move forward with a number of the CIP projects, without going into all details. Staff hoped for guidance during the budget workshop on specific larger priorities, such as if there were items the City Council determined could wait a year or two. Staff would like the City Council to identify those projects that could be held back for a couple of years. Other priorities like roads, street lighting and specific park projects could be focused on completion this year. (Mayor Pro Tem Tave) • Acknowledged a request for staff to provide recommendations on what projects could be clustered; acknowledged the concern that the use of the Unassigned Fund Balance was not matching the ability to do the work with the staff capacity and the shortfalls in the PCTV, Planning and Building and Recreation Funds; and the desire to decrease the use of the Unassigned Fund Balance so it could be used for other things such as where there was a shortfall. (Murphy)
• Acknowledged the concern from the community about street light repairs and the fact there were three different types of lights; those owned by PG&E, the City of Pinole and those in the Lighting and Landscaping Assessment District and the need to prioritize this item.
Acknowledged concerns in the community with reflectivity and the associated liability that the City was carrying and a desire for staff to choose those projects that made the most impact. Also acknowledged a recommendation that roads, roofing, possibly solar with roofing should be priorities to reduce energy bills and realize net gains, if possible, when considering clustering of CIP projects. (Mayor Pro Tem Tave) • Acknowledged a request to know the basis for the staff recommendations on CIP projects, which would also be helpful to the public, including providing information on sources of funding, regulations needing to be met, feasibility, staff capacity, whether there would be multi-benefits, whether the project aligned with existing plans, identifying what was really needed, whether there was a documented need and data based on assessments completed or plans in the works for several years. There was also a need to improve and/or bring up to current engineering or safety standards while meeting the financial goals, as stated in the PowerPoint presentation, with information to be presented at the budget workshop. Staff could provide information in the next PowerPoint presentation on a number of factors being taken into account as part of the CIP presentation. As an example, for the Pinole Swimming Pool, staff noted the amount of effort having been expended on ongoing maintenance. Staff could provide additional information for the new projects in terms of why they had been added to the CIP list. (Martinez-Rubin) • Those projects being recommended as part of the funded CIP were part of a Citywide maintenance program with unfunded projects in specific areas, such as Old Town. There was a list of locations where the community had raised concerns but staff could include improvements in Old Town as part of the annual program. Project #RO2403, Old Town Traffic Calming, as an example, was currently unfunded but that could be included under the annual program if that was the desire of the City Council. Project #IN2105, Appian Way Complete Streets, had not been analyzed in detail but could be done if designated a priority by the City Council. The funding allocated to the project was limited given the extent of the effort, with no resources to be dedicated to the project. If the City Council decided to move the project up in priority, staff would be happy to tackle it. (Mayor Sasai)
Pinole City Council Regular Meeting
Minutes – May 6, 2025
PUBLIC COMMENTS OPENED
Rafael Menis offered the following comments on the CIP:
- Project #FA2302, Plum St. Parking Lot Improvements, Page 587 of 653 of the agenda packet, had shown funds allocated for this year and the project included several General Plan goals and policies. Asked whether it would be possible for some of the design details for the project, in particular, to be more fully addressed before being submitted to the Planning Commission at a meeting on May 12 or May 19, 2025, since the last time the project had been before the Planning Commission it had been found to be out of conformity with the General Plan. The Planning Commission had determined the design of the project itself had not met the stated goals associated with the project since it included a chain link fence that could be bypassed as a security measure and therefore did not meet the goals set forth.
- In terms of the broader point of what the City Council was discussing, suggested the City Council could be very specific and structure, from the top down, a grand battle plan how exactly the City Council wanted things to be done in a specific corridor and not allow staff to have flexibility. Or, the City Council could trust staff and allow staff the flexibility to work on the areas staff determined to be the highest priorities based on the priority matrices that had been made available. Asked whether it would be possible to have a list done based purely on the priority matrix from highest to lowest.
PUBLIC COMMENTS CLOSED
Mayor Pro Tem Tave recognized the challenges for the City Council if staff was going to prioritize the City Council Strategies if they were to trust staff to get it done, but when considering the bigger moves, that was when it was more detailed. He referenced the Wastewater Treatment Plant that involved an entire committee set up for that project to monitor the financing and what was happening with the contractor. He suggested the budget workshop would develop the priorities and the Council would then look to staff to contract and consider what that contract would look like over a four-year period. As an example, he wanted to know the number of street lights that could get done and understood there would be estimates provided to understand what the City would be paying for. He suggested the process was a back and forth to understand where they were.
Mayor Sasai thanked Mr. Menis for the comments regarding Project #FA2302, Plum St. Parking Lot Improvements and the comments from the Planning Commission. He looked forward to learning more at the budget workshop.
Council member Toms wanted staff to return with their recommendations on what they had capacity for based on the priorities the City Council had identified, whether it was based on liabilities, striping and enhancements, and take a look at where there was capacity and get the most “bang for the buck.” If it was a matter of contracting, knowing that still would require somebody to manage the contract. She was interested in what funds were restricted for what kinds of projects and if directing staff on exactly what the City Council wanted to see, it would handcuff staff. Rather, she wanted to hear staff’s recommendations based on the City Council’s identified priorities.
Pinole City Council Regular Meeting
Minutes – May 6, 2025
Public Works Director El-Guindy asked if the City Council wanted this short list of items available for the budget workshop or the next City Council meeting.
Council member Toms suggested, if possible, the information be provided at the budget workshop; otherwise, the next City Council meeting when the budget was again considered.
Public Works Director El-Guindy suggested it would be doable and would mostly be roadway focused with a combination of the upgrades on the roadways, signage, pavement parking, street lighting, pavement rehabilitation, a combination of measures.
The City Council thanked staff for the presentation.
13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Only open to members of the public who did not speak under the first Citizens to be Heard, Agenda Item 6.
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting.
Deputy City Clerk Stone reported there were no comments from the public.
14. ADJOURNMENT to the Regular Meeting of May 20, 2025 in Remembrance of Amber Swartz.
At 10:58 p.m., Mayor Sasai adjourned the meeting to a Regular City Council Meeting on May 20, 2025 in Remembrance of Amber Swartz.
Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
CITY COUNCIL
REPORT 9.C.
DATE: MAY 20, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: Lilly Whalen, Community Development Director, 510-724-9832, [email protected]
Kapil Amin, Sustainability Project Manager, N/A, [email protected] SUBJECT: ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO ENTER
INTO A MOU WITH CONTRA COSTA COUNTY FOR DEVELOPMENT OF
CONTRA COSTA RESILIENT SHORELINE PLAN THROUGH OCEAN
PROTECTION COUNCIL SENATE BILL 1 GRANT PROGRAM
RECOMMENDATION
Adopt a Resolution authorizing the City Manager to Sign a Memorandum of Understanding (MOU) with Contra Costa County for Development of a Contra Costa Resilient Shoreline Plan through the Ocean Protection Council Senate Bill 1 Grant Program
BACKGROUND
In 2021, Governor Newsom signed Senate Bill 1 (SB 1), directing the State—through the Ocean Protection Council (OPC)—to provide funding for local and regional sea level rise (SLR) adaptation planning and implementation. In 2022, the California Air Resources Board (CARB) awarded $37.5 million to OPC to support the SB 1 program. As of March 2025, $17.18 million remains available. The OPC’s SB 1 SLR Adaptation Planning Grant Program is noncompetitive, with a rolling deadline, and is intended to support coastal communities in developing consistent SLR adaptation plans to build regional resilience throughout California, including the San Francisco Bay.
Senate Bill 272 (SB 272), enacted in 2023, further requires jurisdictions within the San Francisco Bay Conservation and Development Commission’s (BCDC) purview to prepare subregional shoreline resiliency plans by January 1, 2034.
In March 2024, Contra Costa County applied for SB 1 grant funding to develop the Contra Costa Resilient Shoreline Plan, with a budget that included subcontractor support for shoreline cities. In June 2024, OPC awarded the County $1,499,285 to implement the project. The County invited shoreline cities to participate as compensated community visioning partners, and the City of Pinole expressed interest, joining Antioch, Hercules, Martinez, Oakley, Pittsburg, and San Pablo as local government partners.
Participation in this collaborative planning process directly supports the City’s Climate Action and Adaptation Plan goals by advancing regional strategies to address sea level rise. Pinole is in the process of preparing a cross-jurisdictional SB 1 grant application with the City of Hercules, centered on the shared and climate-vulnerable Wastewater Treatment Plant. The
subcontractor funding authorized through this MOU will support coordinated planning efforts and ensure alignment between jurisdictions, preventing isolated planning efforts and promoting a more unified, efficient, and resource-conscious regional response.
REVIEW AND ANALYSIS
This item seeks City Council approval of a Resolution (Attachment A) authorizing the City Manager to execute a Memorandum of Understanding (MOU) with Contra Costa County (Attachment B), currently in draft form. The MOU outlines the responsibilities of the City of Pinole as a local government subcontractor under the County’s SB 1 grant.
As described in the County’s grant application, the City’s tasks will include:
• Supporting a minimum of five community workshops
• Reviewing one or more drafts of the Contra Costa Resilient Shoreline Plan to ensure alignment with local planning requirements
• Reviewing other grant deliverables, as capacity allows • Participating in up to four Resilient Shoreline Coalition meetings annually and providing ongoing coordination for grant reporting
All tasks must be completed by April 30, 2027.The MOU does not require any direct financial contribution from the City. Instead, it provides grant funding to support the City’s participation.
While staff time will be needed to coordinate workshops and review deliverables, the City’s joint application with the City of Hercules includes funding to support this work. In particular, local community partners have committed to assisting with workshop facilitation, helping to reduce the demand on City staff.
The MOU does not require any direct financial contribution from the City. Instead, it provides grant funding to support the City’s participation. While staff time will be needed to coordinate workshops and review deliverables, the City’s joint application with the City of Hercules includes funding to support this work. In particular, local community partners have committed to assisting with workshop facilitation, helping to reduce the demand on City staff.
FISCAL IMPACT
Authorization to enter into this MOU has a positive fiscal impact. The MOU designates $6,775 every six months during the term of the MOU. The MOU remains in full force and effect until the earliest of the following events: April 30, 2027; the date upon which the Parties submit all completed SB 1 grant deliverables to OPC; or the date upon which the Parties then party to the MOU execute a document jointly terminating the provisions of this MOU.
ATTACHMENTS
A. Resolution
B. SB1 Grant MOU County-Cities
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE AUTHORIZING THE
CITY MANAGER TO SIGN A MEMORANDUM OF UNDERSTANDING WITH CONTRA
COSTA COUNTY FOR DEVELOPMENT OF A CONTRA COSTA RESILIENT
SHORELINE PLAN THROUGH THE OCEAN PROTECTION COUNCIL SENATE BILL 1 GRANT PROGRAM
WHEREAS, in 2023 Senate Bill 272 (SB 272) was approved by Governor Newsom requiring local governments lying within the jurisdiction of the San Francisco Bay Conservation and Development Commission (BCDC) to develop a subregional San Francisco Bay shoreline resilience plan on or before January 1, 2034; and WHEREAS, in March 2024, the County submitted an application to the Ocean Protection Council’s (OPC) SB 1 Grant Program to support the preparation of the Contra Costa Resilient Shoreline Plan and was awarded $1,499,285; and WHEREAS, the County presented in their grant scope of work coordination with and compensation for cities along the County’s shoreline to support the plan’s development; and WHEREAS, the City of Pinole expressed high interest in this partnership due to its Climate Action and Adaptation Plan (CAAP) goals and SB 272 requirements for Pinole to develop a shoreline resiliency plan; and
WHEREAS, the specific commitments of the County and the City are outlined in Exhibit A, incorporated herein by reference, Section 2a (Understandings), and while the MOU does not require any direct financial contribution from the City, it does necessitate a nominal allocation of staff time; however, this commitment is expected to be reduced upon approval of funding by the OPC for the joint Pinole-Hercules shoreline resiliency plan application, which includes support from local partners to assist with community engagement efforts; and
WHEREAS, the County will reimburse the City $6,775 every six months for the duration of this MOU, which shall remain in effect until the earliest of the following: (1) April 30, 2027; (2) the date all SB 1 grant deliverables are submitted to the Ocean Protection Council (OPC); or (3) the date on which all parties to the MOU execute a joint agreement to terminate its provisions; and
NOW, THEREFORE, BE IT RESOLVED that the City Manager is hereby authorized and directed to execute the MOU, incorporated herein as Exhibit A.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 20th day of May, 2025 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 20th day of May, 2025
____________________________________
Heather Bell, CMC
City Clerk
DRAFT MEMORANDUM OF UNDERSTANDING
Development of a Contra Costa Resilient Shoreline Plan
through the Ocean Protection Council Senate Bill 1 Grant Program This Memorandum of Understanding for the Development of a Contra Costa Resilient Shoreline Plan through the Ocean Protection Council Senate Bill 1 Grant Program (“MOU”) is entered into and effective this _____ day of _________________, 2025 (“Effective Date”) by and among the City of Antioch (“Antioch”), Contra Costa County (“County”), City of Hercules (“Hercules”), City of Martinez (“Martinez”), City of Oakley (“Oakley”), City of Pinole (“Pinole”), City of Pittsburg (“Pittsburg”), City of San Pablo (“San Pablo”). Each of the foregoing parties to this MOU is sometimes referred to herein as a “Party,” and are sometimes collectively referred to herein together as the “Parties.” Antioch, Hercules, Martinez, Oakley, Pinole, Pittsburg, and San Pablo are sometimes referred to together herein as the “Cities,” and each individually as a “City.”
Recitals
A. In 2021, Governor Gavin Newsom signed Senate Bill 1 (“SB 1”) into law, which directs the State to provide funding to local and regional governments to develop sea level rise adaptation plans and implementation projects. In 2022, the California Air Resources Board awarded $37.5 million dollars to the California Ocean Protection Council (“OPC”) to support the implementation of SB 1. In the Budget Act of 2023, OPC received an additional $54.5 million for the continued implementation of SB 1. The State FY 24-25 Budget maintained $77 million in funding for OPC’s SB 1 Sea Level Rise Adaptation Planning Grant Program (“SB 1 Grant Program”), which aims
to provide funding for coastal communities to develop consistent sea level rise adaptation plans and projects to build resilience to sea level rise along the entire coast of California and the San Francisco Bay.
B. On October 7, 2023, Senate Bill 272 (“SB 272”) was approved by Governor Newsom, which requires local governments lying, in whole or in part, within the jurisdiction of the San Francisco Bay Conservation and Development Commission (“BCDC”) to develop a subregional San Francisco Bay shoreline resiliency plan on or before January 1, 2034. The subregional plan must include use of the best available science, a vulnerability assessment that includes efforts to ensure equity for at-risk communities, sea level rise adaptation strategies and recommended projects, identification of lead planning and implementation agencies, and a timeline for updates.
Local governments with subregional plans approved by BCDC will be prioritized for implementation funding. SB 272 also requires BCDC to establish guidelines for the preparation of the subregional plans on or before December 31, 2024. BCDC adopted the Regional Shoreline Adaptation Plan to comply with SB 272 requirements at its December 5, 2024, meeting.
C. In March 2024, the County submitted an application to OPC’s SB 1 Grant Program to support the preparation of the Contra Costa Resilient Shoreline Plan, a sea level rise adaptation plan to ensure the County’s compliance with SB 272. The County intends to coordinate with cities along the County’s shoreline that are vulnerable to sea level rise impacts. The County’s application included a budget allocation for Local Government Subcontractors to support the participation of these cities in the development of the Contra Costa Resilient Shoreline Plan. At OPC’s June 4, 2024, meeting, OPC approved the authorization to disburse up to $1,499,285 to Contra Costa County for the Contra Costa Resilient Shoreline Plan.
D. The Parties wish to collaborate on the development of the Contra Costa Resilient Shoreline Plan to ensure consistency across local plans, robust engagement of all shoreline communities in the planning process, and collaborative implementation efforts. The Parties recognize that the key to success in adapting to sea level rise will be the coordination of activities across jurisdictional boundaries through collaborative development of the Contra Costa Resilient Shoreline Plan, which each Party may consider using, as it determines to be appropriate, to comply with SB 272.
E. The Parties wish to memorialize their commitments by means of this MOU.
Understandings
1. Term. The term of this MOU begins on the Effective Date, which shall occur upon execution of this MOU by all eight of the Parties, and this MOU shall remain in full force and effect until the earliest of the following events: (i) April 30, 2027, (ii) the date upon which the Parties submit all completed SB 1 grant deliverables to OPC, or (iii) the date upon which the Parties then party to the MOU execute a document jointly terminating the provisions of this MOU. An individual Party’s obligations under this MOU terminate when the Party withdraws from the MOU in accordance with Section 3.
2. Development of the Contra Costa Resilient Shoreline Plan a. Cities to Become Local Government Subcontractors. The County is the direct grantee from OPC. As such, the County is the fiscal agent for grant funds and will manage all contracts with subcontractors, including a community engagement partner subcontractor, technical subcontractor, and local government subcontractors. The County is leading the development of the Contra Costa Resilient Shoreline Plan and will, therefore, be involved in all subtasks described in the SB 1 Grant Workplan approved by OPC. A copy of that
approved SB 1 Grant Workplan is attached hereto as Exhibit A. \County responsibilities include but are not limited to leading the community engagement partner and technical subcontractor request for qualifications processes; developing project planning materials (e.g., Project Roadmap, Stakeholder Inventory, Community Education and Engagement Plan); providing input on the strategic update of existing vulnerability assessments; convening the Resilient Shoreline Coalition (“RSC”); consulting with stakeholders (e.g., local government subcontractors, RSC, local tribes, BCDC, Contra Costa Resilient Shoreline Committee); preparing for and conducting community workshops; providing input on the Contra Costa Resilient Shoreline Plan; and preparing materials for grant reporting. Each City agrees to participate in the subtasks for local government subcontractors described in the SB 1 Grant Workplan approved by OPC. Each City’s responsibilities described in the SB 1 Grant Workplan include but are not limited to supporting a minimum of five community workshops (e.g., identifying stakeholders to invite and assisting in organizing, promoting, and co-hosting workshops); reviewing one or more drafts of the Contra Costa Resilient Shoreline Plan to ensure compatibility with city planning requirements (e.g., general plans and climate action plans); reviewing other grant deliverables as capacity allows; attending Resilient Shoreline Coalition meetings (maximum of four per year); and ongoing coordination to evaluate progress for grant reporting. All deliverables described in the SB 1 Grant Workplan must be completed no later than April 30, 2027.
b. Single Contra Costa Resilient Shoreline Plan. Through their joint and coordinated efforts under this MOU, the Parties will collaborate to develop a single Contra Costa Resilient Shoreline Plan that, at a minimum, satisfies the requirements of the
SB 1 grant agreement with OPC. The Contra Costa Resilient Shoreline Plan must be drafted in a manner that preserves, and does not purport to supersede, the land use authority of each Party within that Party’s jurisdiction. Unless the Parties later agree otherwise, it is intended that the Contra Costa Resilient Shoreline Plan will be implemented by each Party within its respective jurisdiction only if that Party chooses to adopt the Contra Costa Resilient Shoreline Plan following its completion. The Parties that adopt the final Contra Costa Resilient Shoreline Plan will coordinate their implementation of the Contra Costa Resilient Shoreline Plan.
Notwithstanding anything to the contrary herein, nothing pre-commits any Party to adopting the Contra Costa Resilient Shoreline Plan.
c. Cooperation of Efforts. Each Party will designate staff who will endeavor to develop the Contra Costa Resilient Shoreline Plan and other SB 1 grant deliverables in an expeditious manner in accordance with the terms of this MOU. d. Financing. The County, as the awardee, will be the fiscal agent for all funds allocated under the SB 1 Grant Program. The funds allocated for local government subcontractors within the OPC SB 1 grant budget approved by OPC will be shared equally among the Cities. In consideration for each City’s performance of its obligations under this MOU in connection with developing the Contra Costa Resilient Shoreline Plan and other SB 1 grant deliverables, the County will reimburse each City in the amount of $6,775 once every six months during the term of this MOU. Provided, however, that a City shall not be entitled to any further reimbursement under this Section upon its withdrawal from this MOU, or upon the termination of this MOU, whichever occurs first.
Notwithstanding anything to the contrary herein, the total of all County payments under this Section to any City shall not exceed $27,100 during the term of this MOU.
e. Approval of the Contra Costa Resilient Shoreline Plan. The Parties agree that the Contra Costa Resilient Shoreline Plan will become effective for the unincorporated areas of Contra Costa County upon its approval and adoption by the Contra Costa County Board of Supervisors, which shall be within its sole discretion to approve. The Contra Costa Resilient Shoreline Plan will not become effective as to any City unless and until the plan is approved by that City’s City Council, which shall be within its sole discretion to approve. This agreement does not prevent any City or third party from using the Contra Costa Resilient Shoreline Plan, or any portion of it, as that City or third party determines in order to comply with SB 272.
3. Withdrawal. Any Party shall have the ability to withdraw from this MOU by providing sixty (60) days advance written notice of its intention to withdraw. Said notice shall be given to each of the other Parties.
a. A withdrawal shall not terminate, or relieve the withdrawing Party from, any express contractual obligation to another Party to this MOU or to any third party incurred or encumbered prior to the withdrawal.
b. In the event of a Party’s withdrawal, this MOU shall continue in full force and effect among the remaining Parties.
4. CEQA. Nothing in this MOU commits any Party to undertake any future discretionary actions referenced in this MOU, including but not limited to adopting the Contra Costa Resilient Shoreline Plan. The Plan will not be adopted by any agency until the adopting party complies with the California Environmental Quality Act and the National Environmental Policy Act.
5. Books and Records. Each Party shall have access to and the right to examine any of the other Party’s pertinent books, documents, papers, or other records (including, without limitation, records contained on electronic media) relating to the performance of that Party’s obligations pursuant to this Agreement, providing that nothing in this paragraph shall be construed to operate as a waiver of any applicable privilege and provided further that nothing in this paragraph shall be construed to give any Party rights to inspect the other Party’s records in excess of the rights contained in the applicable provisions of the California Public Records Act and Contra Costa County Better Government Ordinance.
6. General Provisions
a. Authority. Each signatory of this MOU represents that they are authorized to execute this MOU on behalf of the Party for which they sign. Each Party represents that it has legal authority to enter into this MOU and to perform all of its obligations under this MOU.
b. Amendment. This MOU may be amended or modified only by a written instrument executed by each of the Parties to this MOU.
c. Jurisdiction and Venue. This MOU shall be governed by and construed in accordance with the laws of the State of California, except for its conflicts of law
rules. Any suit, action, or proceeding brought under the scope of this MOU shall be brought and maintained to the extent allowed by law in the County of Contra Costa, California.
d. Headings. The paragraph headings used in this MOU are intended for convenience only and shall not be used in interpreting this MOU or in determining any of the rights or obligations of the Parties to this MOU.
e. Construction and Interpretation. This MOU has been arrived at through negotiations and each Party has had a full and fair opportunity to revise the terms of this MOU. As a result, the normal rule of construction that any ambiguities are to be resolved against the drafting Party shall not apply in the construction or interpretation of this MOU.
f. Entire Agreement. This MOU constitutes the entire agreement of the Parties with respect to the subject matter of this MOU and supersedes any prior oral or written agreement, understanding, or representation relating to the subject matter of this MOU.
g. Partial Invalidity. If, after the date of execution of this MOU, any provision of this MOU is held to be illegal, invalid, or unenforceable under present or future laws effective during the term of this MOU, such provision shall be fully severable.
However, in lieu thereof, there shall be added a provision as similar in terms to such illegal, invalid, or unenforceable provision as may be possible and be legal, valid, and enforceable.
h. Waivers. Waiver of any breach or default hereunder shall not constitute a continuing waiver or a waiver of any subsequent breach either of the same or of another provision of this MOU and forbearance to enforce one or more of the remedies provided in this MOU shall not be deemed to be a waiver of that remedy. i. Necessary Actions. Each Party agrees to execute and deliver additional documents and instruments and to take any additional actions as may be reasonably required to carry out the purposes of this MOU.
j. Compliance with Law. In performing their respective obligations under this MOU, the Parties shall comply with and conform to all applicable laws, rules, regulations, and ordinances.
k. Third Party Beneficiaries. This MOU shall not create any right or interest in any non-Party or in any member of the public as a third-party beneficiary. l. Counterparts. This MOU may be executed in one or more counterparts, each of which shall be deemed to be an original, but all of which together shall constitute but one and the same instrument.
m. Notices. All notices, requests, demands or other communications required or permitted under this MOU shall be in writing unless provided otherwise in this MOU and shall be deemed to have been duly given and received on: (i) the date of service if served personally on the Party to whom notice is to be given at the address(es) provided below, (ii) on the first day after mailing, if mailed by Federal Express, U.S. Express Mail, or other similar overnight courier service, postage prepaid, and addressed as provided below, or (iii) on the third day after mailing if
mailed to the Party to whom notice is to be given by first class mail, registered or certified, postage prepaid, addressed as follows:
City of Antioch
City Manager
P.O. Box 5007
Antioch, CA 94531-5007
Telephone: (925) 779-7011
Facsimile: (925) 779-7003
Contra Costa County
Director, Department of Conservation and Development
30 Muir Road
Martinez, CA 94553
Phone (925) 674-7866
City of Hercules
City Manager
111 Civic Drive
Hercules, CA 94547
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
City of Martinez
City Manager
525 Henrietta Street
Martinez, CA 94553
Telephone: (925) 372-3500
City of Oakley
City Manager
3231 Main Street
Oakley, CA 94561
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
City of Pinole
City Manager
2131 Pear Street
Pinole, CA 94564
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
City of Pittsburg
City Manager
65 Civic Avenue
Pittsburg, CA 94565
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
City of San Pablo
City Manager
1000 Gateway Avenue
San Pablo, CA 94806
Telephone: (925) XXX-XXXX
Facsimile: (925) XXX-XXXX
A courtesy copy of any notice may be given by facsimile or email, but such courtesy copy shall not be a substitute for providing notice in the manner required by this section. A Party may
change its address for notices by given written notice to the other Parties in accordance with this Section at least five days before the new address becomes effective.
CITY OF ANTIOCH
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
By: ______________________________________ Date: ____________________ Name, Position
CONTRA COSTA COUNTY
By: ______________________________________ Date: ____________________ John Kopchik, Director of
Conservation and Development
APPROVED AS TO FORM:
Thomas L. Geiger, County Counsel
By: ______________________________________ Date: ____________________ Assistant County Counsel
CITY OF HERCULES
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
By: ______________________________________ Date: ____________________ Name, Position
CITY OF MARTINEZ
By: ______________________________________ Date: ____________________ Michael Chandler, City Manager
APPROVED AS TO FORM:
By: ______________________________________ Date: ____________________ Teresa Highsmith
CITY OF OAKLEY
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
By: ______________________________________ Date: ____________________ Name, Position
CITY OF PINOLE
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
By: ______________________________________ Date: ____________________ Name, Position
CITY OF PITTSBURG
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
By: ______________________________________ Date: ____________________ Name, Position
CITY OF SAN PABLO
By: ______________________________________ Date: ____________________ Name, Position
APPROVED AS TO FORM:
By: ______________________________________ Date: ____________________ Name, Position
CITY COUNCIL
REPORT 9.D.
DATE: MAY 20, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: Lilly Whalen, Community Development Director, 510-724-9832, [email protected]
Melissa Klawuhn, Police Chief, [email protected]
Andrea Dwyer, Community Services Director, 5107249820,
[email protected]
SUBJECT: ADOPT A RESOLUTION AUTHORIZING EXECUTION OF AN AGREEMENT
WITH CONTRA COSTA COUNTY FOR COORDINATED OUTREACH,
REFERRAL, AND ENGAGEMENT (CORE) HOMELESS OUTREACH
SERVICES FOR FY 2025–26
RECOMMENDATION
Staff recommends the City Council adopt a resolution authorizing the City Manager to execute an agreement with the County of Contra Costa in an amount not to exceed $48,965, to provide Coordinated Outreach, Referral, and Engagement (CORE) services in the City of Pinole for FY 2025–26, with the option to renew annually
BACKGROUND
The Coordinated Outreach, Referral and Engagement (CORE) program, operated by the Contra Costa Health, Housing, and Homeless Services Division, provides mobile, traumainformed outreach and case management services to individuals experiencing homelessness.
While CORE teams are deployed throughout the County, the City of Pinole currently does not have dedicated outreach staff to support unhoused individuals or respond to related concerns in a consistent and coordinated manner.
To address this regional service gap, the cities of El Cerrito and San Pablo partnered with Contra Costa County in FY 2024–25 to pilot a shared-services model that jointly funded a CORE outreach team serving both cities. This collaborative effort demonstrated early success in expanding coverage and improving outcomes.
For FY 2025–26, staff is recommending that the City of Pinole join this regional partnership along with the City of Hercules. Under the proposed structure, El Cerrito and San Pablo would continue to share two-thirds of the team’s services and costs, while Pinole and Hercules would jointly contribute to and receive one-third of the time and coverage. This model provides smaller cities with access to dedicated, professional outreach support—something that would not be feasible for Pinole to sustain independently.
Through this agreement, Pinole would receive a consistent presence from a trained outreach
team equipped to connect individuals to shelter, housing, and supportive services, while also engaging with the City’s Police Department and business community. The partnership reflects a broader recognition that homelessness is a regional challenge that benefits from coordinated, cross-jurisdictional solutions.
REVIEW AND ANALYSIS
The proposed agreement would provide the City of Pinole with access to a dedicated CORE outreach team through a regional partnership with the cities of El Cerrito, San Pablo, and Hercules. Pinole’s share of the agreement would provide a guaranteed minimum of 346 hours of service annually, or roughly 6.5 hours per week, delivered by a trained two-person outreach team. Services would be scheduled based on Pinole’s local needs and coordinated by the Pinole Police Department.
CORE staff offer consistent, field-based engagement with unhoused individuals and are trained to conduct housing assessments, coordinate with the County’s Coordinated Entry system, and provide linkages to shelter, behavioral health care, substance use treatment, and other stabilizing services. In addition to one-on-one engagement, CORE also serves as a support to businesses and residents by providing non-enforcement-based responses and resources, helping to reduce strain on public safety and improve coordination across departments.
The benefits of this model have been clearly demonstrated in El Cerrito’s pilot year. During the first six months of the FY 2024–25 contract:
• 49 individuals in El Cerrito were served by the shared Tri-City CORE team • 4 individuals exited to permanent housing
• 2 individuals were placed into shelter
• 25 individuals were placed in warming center beds
The team conducted 220 total client contacts and provided 493 services in El Cerrito alone.
These outcomes represent a substantial improvement over the prior year, when El Cerrito did not have a dedicated team. For example, total contacts increased by 185%, and the number of individuals served nearly doubled. The team also built relationships with over 115 local businesses, provided educational materials, and conducted proactive outreach in high-visibility areas like BART stations and the Ohlone Greenway.
For Pinole, this service will help address visible needs in commercial corridors, parks, and near transit hubs, while also offering a consistent and data-driven approach to outreach. The County will provide monthly service impact reports, including GIS mapping and data from the Homeless Management Information System (HMIS), to track program reach and effectiveness.
According to the 2024 Point-in-Time Count, there were seven individuals experiencing unsheltered homelessness in Pinole and two in Hercules. By comparison, El Cerrito recorded 11 and San Pablo 35. Even with a smaller unsheltered population, the presence of individuals
in key public areas underscores the importance of having trained professionals who can respond with care and connect people to services.
The term of the agreement is one year, from July 1, 2025 through June 30, 2026, with the option to renew annually based on mutual agreement. The City will evaluate the program’s outcomes in coordination with regional partners and consider future participation as part of a broader affordable housing strategy.
FISCAL IMPACT
The City’s cost for FY 2025–26 is $48,965, payable in four quarterly installments of $12,241.25. Funding will be provided from the City’s Housing Successor Fund, which as of June 30, 2024, had a balance of approximately $8.3 million, of which $3.5 million was cash and the remainder non-cash assets.
The CORE program qualifies as an eligible expense from the Housing Successor Fund, under California Health and Safety Code §34176.1, which allows the use of Housing Successor funds for:
Homeless prevention and rapid rehousing services for individuals and families who are homeless or would be homeless but for this assistance… including housing search, mediation or outreach to property owners, case management, and other appropriate activities for homelessness prevention and rapid rehousing.
A recent amendment to this statute, effective January 1, 2025, increases the allowable expenditure cap for this category from $250,000 to $500,000 annually. The cost of this contract is well below that threshold, preserving flexibility for other eligible homeless prevention and rapid rehousing efforts.
The City is currently developing a comprehensive Affordable Housing Policy to guide the strategic use of these funds. If successful, the CORE outreach partnership may be included as a recurring programmatic expense in future budget cycles.
ATTACHMENTS
A. Resolution
B. Agreement
RESOLUTION NO. 2025-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE AUTHORIZING
THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH THE COUNTY OF CONTRA COSTA FOR CORE OUTREACH SERVICES FOR FISCAL YEAR 2025–26 WHEREAS, the CORE (Coordinated Outreach, Referral and Engagement) program, operated by Contra Costa County’s Health, Housing and Homeless Services Division, provides mobile, trauma-informed outreach and housing navigation services to individuals experiencing homelessness; and
WHEREAS, the City of Pinole currently lacks dedicated staff capacity to provide consistent outreach and engagement services to its unhoused population or to respond to community concerns with trained, non-enforcement-based personnel; and WHEREAS, a shared-services pilot program was initiated in Fiscal Year 2024–25 by the cities of El Cerrito and San Pablo in partnership with Contra Costa County to expand CORE services in West Contra Costa County; and
WHEREAS, the City of Pinole, in collaboration with the City of Hercules, proposes to join this regional effort for FY 2025–26 and contribute a proportionate share toward the funding and deployment of the outreach team; and
WHEREAS, under the terms of the proposed agreement, Pinole will receive at least 346 hours of dedicated outreach service annually, with activities including direct street engagement, housing assessments, encampment coordination, and outreach to the business community; and
WHEREAS, the City’s share of the cost for FY 2025–26 is $48,965, which will be funded from the Housing Asset Fund; and
WHEREAS, as of June 30, 2024, the Housing Asset Fund had a balance of approximately $8.3 million, of which $3.5 million is in cash; and WHEREAS, the expenditure qualifies under California Health and Safety Code §34176.1(a)(2) as a homeless prevention and rapid rehousing activity, and the annual cap for such expenditures was increased by state law from $250,000 to $500,000 effective January 1, 2025; and
WHEREAS, the City is currently developing an Affordable Housing Policy to guide use of Housing Asset Funds, and if this partnership proves effective, it may be included as a recurring expense in future fiscal years;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pinole that the City Manager is hereby authorized to execute an agreement with the County of Contra Costa, attached hereto as Exhibit A and incorporated herein by reference, in an
amount not to exceed $48,965 for the provision of CORE outreach services in the City of Pinole for Fiscal Year 2025–26.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 6th day of May, 2025 by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
I, hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 6th day of May, 2025
____________________________________
Heather Bell, CMC
City Clerk
1 AGREEMENT BETWEEN CITY OF XXX
AND THE COUNTY OF CONTRA COSTA
THIS AGREEMENT made and entered into on XXX, by and between the City of XXXX (hereinafter "CITY"), a municipality located in the County of Contra Costa, State of California, and the County of Contra Costa (acting through its Health Services, Health, Housing and Homeless Services Division), a political subdivision of the State of California (hereinafter referred to as “CONTRACTOR”).
THE PARTIES ENTER INTO THIS AGREEMENT based upon the following facts, understandings, and intentions:
CITY desires to contract with CONTRACTOR and CONTRACTOR has agreed to contract with the CITY to provide specified services for homeless persons in CITY, as further described herein, upon the terms and conditions hereinafter set forth.
The parties have determined that the services provided by CONTRACTOR are efficacious and beneficial to CITY’s homeless population.
NOW, THEREFORE, IN CONSIDERATION of the mutual covenants and promises of the parties herein contained, the parties hereto agree as follows:
1. TERM
The effective date of this AGREEMENT is XXX, and shall terminate on XXX. The term may be extended for additional one-year periods annually thereafter, upon mutual written consent of the parties.
2. SCOPE OF SERVICES
A. CONTRACTOR shall provide County-contracted staff to provide Coordinated Outreach Referral and Engagement (CORE) program services to individuals living in a state of homelessness within the boundaries of CITY.
The primary mission of the CORE program is to engage and stabilize homeless
2 individuals living outside through consistent outreach to facilitate and/or deliver health and basic need services to, and find permanent housing, for such individuals.
CONTRACTOR shall employ and utilize its CORE Team (as defined below) to (i) serve as an entry point into the County of Contra Costa’s coordinated entry system for unsheltered persons and (ii) work to locate, engage, stabilize and house chronically homeless individuals and families. The CORE Team will assure CITY receives an annual minimum of one thousand forty (1,040) hours of service from the CORE Team assigned to perform CONTRACTOR’s obligations under this AGREEMENT (after observance of holidays). The CORE Team will consist of two individuals who will provide services over the course of the AGREEMENT for at least twenty (20) hours per week. The days and hours of the CORE Team to provide said services are to be determined by CITY’s Chief of Police or his designee. The CORE Team will be scheduled to provide said services between the hours of 8:30 AM to 4:30 PM, Monday through Friday of each week during the term of this AGREEMENT, based on the needs of CITY. It is understood the CORE Team will split half of their time in CITY and half of their time in CITY, therefore the days and hours in CITY each day will vary. A member of the CORE Team will check in at the beginning of each shift with CITY’s Police Department on-duty Watch Commander or Homeless Outreach Officer for assignment. CITY shall provide CONTRACTOR the name and contact information of CITY coordinator.
3 1. At least one (1) CORE Team shall be assigned by CONTRACTOR to perform CONTRACTOR’s obligations under this
AGREEMENT. The CORE Team shall perform the services
described herein during their shifts. CORE Teams shall be comprised of at least two (2) persons qualified to provide the services described herein. CONTRACTOR warrants and represents that each of the individuals it employs and/or retains to provide the services CONTRACTOR is required to perform hereunder (i) shall possess the requisite experience and training to competently perform said services (this is not an on-the-job training program for CONTRACTOR’s employees), (ii) shall possess the requisite license(s), degrees, and/or approvals necessary to competently perform said services, and (iii), to the extent said individuals shall have supervisory or disciplinary authority over any minor as part of the services to be performed hereunder, said individuals shall undergo a criminal background check pursuant to Cal. Pub.
Resources Code sec. 5164 and pass that check before they are retained by CONTRACTOR to perform services under this
AGREEMENT. The background check shall include a Live Scan in which fingerprints are submitted to the Department of Justice (DOJ) and the Federal Bureau of Investigation (FBI) for a criminal record check.
2. Prior to the commencement of the term of this AGREEMENT,
4 CONTRACTOR shall provide a written list of the names and contact information of all persons who the CONTRACTOR intends to employ to perform CONTRACTOR’s obligations under this
AGREEMENT. At least five (5) calendar days before
CONTRACTOR removes or adds any person from or to this list, it shall provide written notice of same to CITY coordinator along with the name(s) and contact information of the person(s) removed and/or added.
B. Without limiting the generality of the foregoing provisions, CONTRACTOR will perform the following services:
1. Identify and initiate contacts with homeless individuals living on the streets, assess their housing and service needs, and facilitate connections to shelter, benefits, behavioral health and primary healthcare services.
2. Respond to calls for outreach and engagement from CITY’s sworn employees. At the commencement of the term of this AGREEMENT, CONTRACTOR shall provide to CITY a list of the names of persons (and their contact information) who will be assigned to respond to such calls.
3. Conduct a standardized intake and needs assessment assuring all homeless individuals contacted are entered into the Homeless Management Information System used by the CONTRACTOR.
4. Conduct VI-SPDAT (Vulnerability Index-Service Prioritization Assistance Tool), a housing assessment tool, assuring that homeless
5 individuals who are provided services hereunder are entered into the Coordinated Entry system for prioritizing their needs for longer term housing.
5. Partner with assigned CITY officer(s) during CORE Teamwork shifts throughout the week as needed and as determined by CITY coordinator.
6. Connect homeless individuals, also designated as “homeless clients,” via phone or in person with other points in the homeless service continuum including, but not limited to, interim housing, substance abuse treatment and mental health counseling, and benefits, etc.
7. Perform special assignments to include, but not limited to, homeless counts, Homeless Connect and presentations. The number and nature of said assignments shall be determined by CITY coordinator who shall timely inform CONTRACTOR of CONTRACTOR’s obligation to perform them.
8. Conduct patrols of strategic areas within CITY’s limit on foot and via vehicle as designated by CITY coordinator.
9. Observe and report threats to the health and/or safety of homeless individuals (or threats by homeless individuals to the health or safety of others) encountered in the field and determine the need to summon uniformed police, fire, or other emergency personnel.
10. Maintain direct communications with CITY’s Police Department to report illegal activity.
11. CORE Team supervisors and outreach workers will participate in monthly meetings with CITY’s Police Management, as well as, with public and private partners as deemed appropriate by CITY coordinator.
6 12. CORE outreach workers will provide direct outreach, including outreach materials, to the XXXX business community with information regarding CORE and its services, including how to contact CORE. CORE outreach workers will coordinate with CITY on the frequency, location and means of this outreach.
13. CORE Team management will provide Service Impact Reports to CITY on a weekly and monthly basis. The reports will assist CITY in evaluating outcomes of this AGREEMENT. CONTRACTOR will meet and confer with the CITY regarding the substance and format of the reports should the need arise. The monthly report shall, in detail, describe the services rendered by CONTRACTOR during the previous thirty (30) days. Monthly Homeless Management Information System (HMIS) reports with daily and aggregate client contacts will be provided to CITY staff. Reports shall include Geographical Information Systems (GIS) mapping containing contact and services rendered locations for CITY.
14. Contractor’s uniform will read “CORE CITY NAME” to increase visibility of services. CORE Outreach Specialists shall wear highly visible and easily recognizable CORE vests when engaged in fieldwork and during contacts.
3. PAYMENT
A. CONTRACTOR shall be paid on a quarterly basis in arrears after services have been rendered and documented in each quarterly invoice on the 15th day of each quarterly month, at the rate of $XXX per quarter not to exceed $XXX over the term of this AGREEMENT, unless the term is extended in accordance with the provisions of Section 1.
B. The CONTRACTOR shall invoice CITY each quarter during the term of this AGREEMENT. Said invoice shall be delivered by CONTRACTOR such that it is received by CITY at
7 least ten (10) days prior to the day of month due identified in Section 3(A), above. Each said invoice shall describe the date(s) the services were provided as well as the time(s) spent rendering the services.
The quarterly report shall, in detail, describe the services rendered by CONTRACTOR during the previous ninety (90) days. In the event a payment is not received by CONTRACTOR within ten (10) days after the day identified in Section 3(A), CONTRACTOR shall notify CITY and CITY shall have until the end of the same month to make such a payment or as many days as may be otherwise agreed upon by the parties to make payment to the CONTRACTOR.
4. INDEPENDENT CONTRACTOR
A. CONTRACTOR is and shall be deemed an independent contractor and shall have exclusive responsibility for and control over the details and means of providing its services under this AGREEMENT. CONTRACTOR agrees that its services shall be performed with due diligence, competently and in accordance with generally accepted industry practices and as generally directed by CITY. As an independent contractor, CONTRACTOR and its employees shall not be eligible for any payment, benefits, or remuneration of any nature, which CITY may otherwise provide to its own employees. The flat amount specified in Section 3(A) shall be the only remuneration CITY pays to CONCTRACTOR for the latter’s performance under this AGREEMENT. All persons, if any, hired by CONTRACTOR shall be employees, volunteers, or subcontractors of CONTRACTOR and shall not be construed as employees or agents of CITY in any respect.
B. CONTRACTOR shall perform and coordinate all its activities in a timely manner so that the assigned activities will be completed according to any reasonable deadlines imposed by CITY’s Chief of Police or designee.
5. AUTHORIZED REPRESENTATIVES
CITY’s authorized representatives to administer the terms of this AGREEMENT shall be Chief Andrew White. CONTRACTOR’S representative to administer the terms of this AGREEMENT shall be Christy Saxton and Jenny Robbins. Notwithstanding any other terms of this AGREEMENT, either party may at
8 any time change the designation of representatives upon written notice provided to the other party without this AGREEMENT having to be amended or modified.
6. AMENDMENT
This AGREEMENT may not be modified or amended except through written agreement between the parties.
7. OWNERSHIP AND MAINTENANCE OF DOCUMENTS
A. CONTRACTOR’s records and documents pertaining to actual monthly activities within CITY shall be given to CITY by the end of each month, if requested. Such documents will be redacted by CONTRACTOR removing personally identifiable information which is restricted under Health Insurance Portability and Accountability Act (HIPAA) guidelines before they are provided to CITY.
CONTRACTOR is entitled to keep copies of these same items for its internal use and for reporting to governmental agencies (e.g., HUD and COUNTY) on services rendered to homeless individuals.
B. CONTRACTOR shall retain said records and documents for the three-year period immediately following the termination of this AGREEMENT, and upon reasonable notice from CITY, shall make said records and documents available at a mutually agreeable location in the City of XXXX to CITY for inspection and copying.
8. STANDARD OF PERFORMANCE
CONTRACTOR represents to CITY that CONTRACTOR’S services shall be performed in an expeditious and timely manner and with the degree of skill and care that is required by current, good, sound procedures and practices applicable to the profession which provides the services CONTRACTOR is agreeing to perform hereunder. CONTRACTOR further agrees that the services shall be in conformance with this AGREEMENT.
9. INDEMNIFICATION
9 CONTRACTOR agrees to defend, indemnify, and hold harmless CITY, its officers, agents, employees, and volunteers from and against any and all claims, demands, actions, losses, damages, injuries, and liability (including all attorney's fees and other litigation expenses) arising out of or in any way related to CONTRACTOR’S performance under the terms of this AGREEMENT. This indemnification obligation on CONTRACTOR’S part shall not apply to demands, actions, losses, damages, injuries, and liability arising out of the sole negligence or willful misconduct of CITY.
10. INSURANCE REQUIREMENTS
CONTRACTOR shall, at its own expense, always procure and maintain in full force during the term of this AGREEMENT the following insurance:
A. Commercial General Liability Coverage. CONTRACTOR shall maintain commercial general liability insurance with limits of no less than one million dollars ($1,000,000) limit per occurrence and two million dollars ($2,000,000) aggregate limit for bodily injury, personal injury, and property damage.
B. Automobile Liability Coverage. CONTRACTOR shall maintain automobile liability insurance covering all vehicles used in the performance of this AGREEMENT providing a one million dollars ($1,000,000) per accident for bodily injury, personal injury, and property damage.
C. Compliance with State Workers' Compensation Requirements.
CONTRACTOR covenants that it will ensure itself against liability for Worker’s Compensation pursuant to the provisions of California Labor Code §3700, et seq. CONTRACTOR shall, at all times, upon demand of the City Council and properly authorized agents, furnish proof that Workers' Compensation Insurance is being maintained by it in force and effect in accordance with the California Labor Code.
D. Other Insurance Provisions. The policies are to contain, or be endorsed to contain the following provisions:
(1) CITY, its officers, agents, employees, and volunteers are to be covered as additional insured on an endorsement at least as broad as an ISO CG 20 10 (or as an Additional Covered Party as noted on Contractor’s insurance certificate) with respect to: Liability arising out of activities and
10 operations performed by or on behalf of CONTRACTOR pursuant to this AGREEMENT and premises owned, occupied, or used by CONTRACTOR. The coverage shall contain no special limitations on the scope or protection afforded to CITY, its officers, officials, employees, or volunteers. (2) CONTRACTOR's insurance coverage shall be primary insurance with respect to CITY, its officers, officials, employees, and volunteers. Any insurance, risk pooling arrangement, or self-insurance maintained by CITY, its officers, officials, employees, or volunteers shall be in excess of CONTRACTOR's insurance and shall not contribute with it. (3) Any failure to comply with the reporting provisions of the policy shall not affect the coverage provided to CITY, its officers, officials, employees, or volunteers. (4) The insurance CONTRACTOR is required to obtain hereunder shall provide coverage for CONTRACTOR’s liabilities under this AGREEMENT, including but not limited to CONTRACTOR’s obligations under Section 9.
(5) The aforementioned policies shall be issued by an insurance carrier having a rating of Best A:VII or better which is satisfactory to City Attorney and CITY’s Pooling Authority and evidence of said insurance shall be delivered to CITY at the time of the execution of this AGREEMENT or as provided below. In lieu of actual delivery of such policies, a Certificate issued by the insurance carrier showing such policy to be in force for the period covered by the AGREEMENT may be delivered to CITY. Except for worker's compensation and professional liability insurance, the policies mentioned in this subsection shall name CITY as an additional insured and provide for thirty (30) days’ notice of cancellation to CITY. Said policies shall not be canceled earlier than, nor the amount of coverage reduced earlier than, thirty (30) days after CITY receives notices from the insured of the intent of cancellation or reduction.
11. TERMINATION
A. CITY or CONTRACTOR may terminate this AGREEMENT for any reason upon sixty (60) days written notice to the opposite party.
B. CITY and/or CONTRACTOR may terminate the AGREEMENT upon ten (10) days
11 written notice if the other party (the “breaching party”) breaches this AGREEMENT and the breach is not cured within ten (10) days after the non-breaching party has delivered written notice to the breaching party notifying the breaching party of the nature of the breach and the steps that must be taken and completed within said ten (10) day period to cure the breach. Upon passage of the said ten (10) day period without the breaching party curing the breach, the AGREEMENT shall be deemed terminated.
C. In the event of termination based upon sixty (60) day notice as set forth above, CITY will pay CONTRACTOR for services performed through the effective date of the termination.
D. Any records or documents prepared for CITY prior to the effective date of any termination of this AGREEMENT shall be promptly delivered to CITY by CONTRACTOR, subject to Section 7 above.
12. COMPLIANCE WITH CIVIL RIGHTS
During the performance of this AGREEMENT, CONTRACTOR agrees as follows:
A. Equal Employment Opportunity. In performing under this AGREEMENT, CONTRACTOR shall not discriminate against any employee or applicant for employment because of race, religion, color, sex, or national origin. Such actions shall include, but not be limited to, the following:
employment, promotion, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rate of pay or other forms of compensation; and selection for training including apprenticeship.
B. Nondiscrimination Civil Rights Act of 1964. CONTRACTOR will comply with all federal regulations relative to nondiscrimination in federally assisted programs.
C. Solicitations for Subcontractors including Procurement of Materials and Equipment. In all solicitation, either by competitive bidding or negotiations, made by CONTRACTOR for work to be performed under a subcontract including procurement of materials or leases of equipment, each potential subcontractor, supplier, or lessor shall be notified by CONTRACTOR of CONTRACTOR’s obligation under this AGREEMENT and the regulations relative to nondiscrimination on the grounds of race, religion, color, sex, or national origin.
12 13. COMPLIANCE WITH LAWS
CONTRACTOR shall comply with all applicable published Federal, State of California, and local laws, rules, and regulations, and shall obtain all applicable licenses and permits for the conduct of its business and the performance of the services described herein.
14. CHOICE OF LAWS
This AGREEMENT shall be construed and interpreted in accordance with the laws of the State of California, excluding any choice of law rules which may direct the application of the laws of another jurisdiction.
15. NON-WAIVER
The waiver by either party of any breach of any term, covenant, or condition contained in the AGREEMENT, or any default in their performance of any obligations under the AGREEMENT shall not be deemed to be a waiver of any other breach or default of the same or any other term, covenant, condition, or obligation, nor shall any waiver of any incident of breach of default constitute a continuing waiver of same.
16. ENFORCEABILITY
In the event that any of the provisions or portions or application of any of the provisions of the AGREEMENT are held to be illegal or invalid by a court of competent jurisdiction, CITY and CONTRACTOR shall negotiate an equitable adjustment in the provisions of the AGREEMENT with a view toward effecting the intended purpose of the AGREEMENT. The illegality or invalidity of any of the provisions or portions or application of any of the provisions of the AGREEMENT shall not affect the legality or enforceability of the remaining provisions or portions or application of any remaining provisions of the AGREEMENT.
17. INTEGRATION
13 This written AGREEMENT contains the entire AGREEMENT and all understandings between the parties as to the subject matter of this AGREEMENT. It merges and supersedes all prior or contemporaneous agreements, commitments, representation, writings, and discussions between CONTRACTOR and CITY, whether oral or written.
18. SUCCESSORS AND ASSIGNS
CITY and CONTRACTOR respectively, bind themselves, their successors, assigns, and legal representatives. CONTRACTOR shall not assign or transfer any interest in the AGREEMENT without CITY's prior written consent, which consent shall be at CITY’s sole discretion. Any attempted assignment or transfer in breach of this provision shall be void.
19. NOTICES
All notices required hereunder shall be in writing and mailed postage prepaid by Certified or Registered mail, return receipt requested, or by personal delivery to the addresses as shown below, or such other places as CITY or CONTRACTOR may, from time to time, respectively, designate in a written notice given to the other. Notice shall be deemed received three (3) days after the date of the mailing thereof or upon personal delivery.
To CITY: Name
Department
Address
Phone
To CONTRACTOR: Christy Saxton
Contra Costa Health
Health, Housing and Homeless Services Division
2400 Bisso Lane, Suite D2
Concord, CA 94520
Phone: (925)608-6700
20. AUTHORIZATION TO EXECUTE AGREEMENT
14 The persons whose signatures appear below warrant and represent that they have been duly authorized by their respective party to execute this AGREEMENT on behalf of that party. They further warrant and represent that the party which they represent has taken the requisite action to approve this AGREEMENT and authorize its execution by the undersigned. The persons whose signatures appear below warrant and represent that this AGREEMENT is a lawful agreement that is binding upon the party which the undersigned represents, enforceable against said party in accordance with its terms and conditions.
IN WITNESS WHEREOF, the parties have executed this AGREEMENT in three (3) or more copies as of the date and year first written above.
For the City of XXXX: For the County of Contra Costa:
By: _______________________________ By: ______________________ Name: Name:
Title: Title:
CITY COUNCIL
REPORT 10.A.
DATE: MAY 20, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: Charlene Davis, Human Resources Analyst, 510-724-9006, [email protected] Stacy Shell, Human Resources Director, 510-741-3864, [email protected] SUBJECT: ASSEMBLY BILL 2561/GOVERNMENT CODE SECTION 3502.3 (VACANCIES, RECRUITMENT AND RETENTION EFFORTS) COMPLIANCE
RECOMMENDATION
Staff recommends that the City Council receive a report for information purposes only during the public hearing at which the City will report on workforce vacancies, recruitment, and retention efforts. The City's recognized employee organizations will be provided an opportunity to make a presentation on such subjects.
BACKGROUND
On September 22, 2024, Governor Newsom signed Assembly Bill 2561 ("AB 2561") into law to amend the Meyers-Milias-Brown Act ("MMBA") and create Government Code Section 3502.3 (GC 3502.3), thereby creating a new obligation for public agencies to publicly address the status of their vacancies. As the basis for the new requirements, the California Legislature determined that vacancies are a widespread and significant problem in the public sector.
Vacancies require employees to take on heavier workloads, resulting in burnout and increased turnover, which negatively impacts the delivery of public services. Further, the legislature declared there is a statewide interest in ensuring that public agency operations are appropriately staffed and that high vacancy rates do not undermine public employee relations.
GC 3502.3 requires public agencies to present the status of their vacancies and recruitment and retention efforts during a public hearing before their governing board at least once per fiscal year prior to the adoption of a final budget for the fiscal year. During the presentation, the public agency is also required to identify any changes to policies, procedures, or recruitment activities that may lead to obstacles in the hiring process.
Additionally, if the number of vacancies meets or exceeds 20% of the total number of authorized full-time positions in a particular bargaining unit, the public agency shall include the following information in its presentation upon request of the recognized employee organization:
1. The total number of job vacancies within a bargaining unit.
2. The total number of applicants for vacant positions within the bargaining unit.
3. The average number of days to complete the hiring process from when a position is posted.
4. Opportunities to improve compensation and other working conditions.
GC 3502.3 entitles recognized employee organizations, regardless of the vacancy rate, to make a presentation before the governing board of a public agency during the same public hearing in which the public agency makes its annual presentation on vacancies.
REVIEW AND ANALYSIS
BARGAINING GROUPS. The City of Pinole’s staff is composed of four (4) bargaining groups - three represented and one unrepresented – consisting of 104.25 authorized full- and part-time regular positions.
Bargaining Group Budgeted FTEs
Pinole Police Employees Association (PPEA) 39
AFSCME Local 1 27.75
AFSCME Local 512 17.5
Management/Confidential Group (MCP) 20
VACANCIES. Position vacancies are created for a number of reasons, including when newly budgeted positions are approved, there is internal movement such as a promotion or transfer, or when an employee leaves the organization due to retirement, voluntary resignation, or involuntary termination.
When vacancies occur, it is a high priority for the Human Resources Department and the City's hiring managers to fill vacant positions in order to ensure continuity of services, maintain operational efficiency, minimize the need for overtime, and minimize disruptions to departmental functions. Timely recruitment and hiring efforts help the City sustain its workforce, meet community needs, and uphold service standards while also providing opportunities for internal growth and external talent acquisition.
Although AB 2561 now requires staff to present annually on the status of vacancies and efforts to recruit and retain staff, it has always been a priority for departments to fill vacancies as soon as reasonably possible. The City's average vacancy rate across all bargaining units at the end of 2024 was 13.43%, calculated as the quantity of vacancies divided by the quantity of positions.
Bargaining Group Vacancy Rate (%)
Pinole Police Employees Association (PPEA) 15.38
AFSCME Local 1 7.21
AFSCME Local 512 17.14
Management/Confidential Group (MCP) 15
Recruitment and Retention Efforts. The Human Resources Department recognizes recruitment is about identifying, attracting, and hiring the right people, and retention is about keeping employees engaged, satisfied, and committed to the organization long-term. Both are critical for the success of the organization, especially in today's competitive job market.
For a recruitment to begin, the hiring department notifies Human Resources staff, who then open a job posting. Upon screening and selecting a candidate, a conditional job offer is
provided, the candidate completes the necessary pre-employment procedures, a start date is determined, and a new employee is onboarded.
While the City's average vacancy rate for calendar year 2024 was 13.43%, hiring for certain regular positions remains a challenge. Contributing factors include the rising demand for talent in specific sectors, such as engineers. In an effort to attract qualified applicants, staff are utilizing recruitment incentives and process enhancements, such as the City's Recruitment Incentive Program and Job Elephant, a recruitment resource provider that tracks recruitment attraction statistics.
Filing vacancies and recruiting top talent are critical to delivering core services to the community and carrying out Council's priorities, but retaining that talent is equally essential for sustaining long-term success and minimizing future vacancies. By establishing a Classification Series, employees seeking advancement can see growth opportunities, aiding in the retention and motivation of internal talent.
To meet the changing desires of employees, the City incorporates several retention strategies.
First, the City aims to prioritize both physical and mental well-being. The City offers flexible schedules, such as offering 9/80 work schedules, and hybrid remote options. Additionally, the City provides an Employee Assistance Program (EAP), flexible spending accounts, and other retention initiatives, including access to an employee gym and an Employee, Volunteer, and Commissioner Appreciation and Recognition Policy program.
Professional growth and development are also fostered through a new Mentorship pilot program, as well as a Tuition Reimbursement Program, where employees are eligible to receive reimbursement for the cost of educational programs which are directly related to the employee's employment with the City. This demonstrates the City's commitment to employees' long-term professional development.
Employee engagement plays a critical role in retention, and the City recognizes its importance.
Engaged employees who feel valued and supported tend to be motivated and passionate about their work and feel a strong connection to the organization.
FISCAL IMPACT
There is no fiscal impact to receive this report and presentation.
ATTACHMENTS
None
CITY COUNCIL
REPORT 10.B.
DATE: MAY 20, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: David Hanham, Planning Manager, 510-724-9842, [email protected] SUBJECT: ADOPT A RESOLUTION ADOPTING THE 2024 CONTRA COSTA COUNTY LOCAL HAZARD MITIGATION PLAN – CITY OF PINOLE ANNEX
RECOMMENDATION
Adopt a Resolution Adopting the City of Pinole Annex to the Contra Costa County 2024 Hazard Mitigation Plan
BACKGROUND
Throughout 2024, City staff worked with Contra Costa County and other local jurisdictions to update the 2018 Contra Costa County Local Hazard Mitigation Plan (LHMP), in accordance with Title 44 of the Code of Federal Regulations (CFR), Section 201.6(a)(4), which allows for multi-jurisdictional plans. The LHMP promotes regional coordination, resource sharing, and a consistent countywide approach to hazard mitigation, while ensuring eligibility for FEMA hazard mitigation grants. The City of Pinole did not participate in the 2018 LHMP.
The County’s Base Plan (Volume 1) received approval from the Federal Emergency Management Agency (FEMA) and the California Office of Emergency Services (Cal OES) on September 23, 2024. Pinole staff submitted the City’s draft Annex and addressed all required revisions based on first-round comments from FEMA and Cal OES.
Adopting a Resolution (Attachment A), adopting the LHMP Annex demonstrates the City’s commitment to the mitigation goals and strategies outlined in the Countywide plan. It also authorizes City departments and partner agencies to implement assigned responsibilities.
Without adoption, the City will not have met the federal requirements and will remain ineligible for FEMA’s Hazard Mitigation Assistance (HMA) grant programs, including:
• Hazard Mitigation Grant Program (HMGP)
• Building Resilient Infrastructure and Communities (BRIC) • Flood Mitigation Assistance (FMA)
While adoption does not guarantee grant awards, it is a necessary step for eligibility.
REVIEW AND ANALYSIS
Overview
The Local Hazard Mitigation Plan (LHMP) is a vital tool for identifying risks from natural hazards and outlining strategies to reduce long-term threats to life, property, and infrastructure.
Adoption of the LHMP is required under the Disaster Mitigation Act of 2000 (Public Law 106- 390) for jurisdictions seeking eligibility for FEMA hazard mitigation and disaster recovery funding.
Development of the Countywide Plan
The 2024 update represents the third comprehensive revision of the Contra Costa County LHMP. This effort involved 40 agencies, including 16 cities, 23 special districts, and the County. The City of Pinole is participating for the first time, having not joined the 2018 update.
As part of this process, Pinole developed its own Annex to Volume 2 of the LHMP (Attachment B), which supplements the County’s Volume 1 Base Plan. Volume 1, available online, includes shared components such as the planning process, hazard identification, risk assessment, mitigation strategies, and plan maintenance procedures—all of which have been met by the City.
The Pinole Annex provides localized data, priorities, and mitigation actions tailored to the community’s unique risk profile. Key hazards of concern include:
• Dam failure
• Drought
• Earthquake
• Flood
• Landslide
• Severe weather
• Tsunami
• Wildfire
Including these efforts in the LHMP enhances Pinole’s eligibility for external funding that supports disaster resilience and long-term risk reduction. To be eligible, the LHMP Base Plan (Volume 1) must be adopted by the County, the City’s Annex (Volume 2) must be adopted by the City Council, and both must receive final approval from the California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA). An adopted LHMP, once adopted into the Safety Element of the General Plan also allows the City to request a waiver of the standard 6.25% local match required for FEMA Public Assistance following a disaster. City Staff anticipates the updated Safety Element to be presented to Council in the fall of 2025, and will include Pinole's LHMP annex. Adoption does not guarantee funding, but it is a prerequisite for consideration under these programs.
Following adoption of Volume 1 by the County and the City Council’s adoption of the Pinole Annex to Volume 2—along with final approval by Cal OES and FEMA—the City of Pinole will
be eligible to apply for federal Hazard Mitigation Assistance (HMA) grant programs. These include:
• Hazard Mitigation Grant Program (HMGP)
• Building Resilient Infrastructure and Communities (BRIC) (which replaced the PreDisaster Mitigation Program) • Flood Mitigation Assistance (FMA) (which includes funding for Severe Repetitive Loss properties)
These programs provide funding to support long-term projects that reduce disaster risk and enhance community resilience. Adoption is required for eligibility but does not guarantee funding.
Public Engagement and Outreach
The City of Pinole engaged the public throughout the LHMP process through surveys, events, presentations, and targeted outreach. These efforts helped identify local hazard concerns and gather input on mitigation actions. A public survey, available in five languages, received responses from 31 Pinole residents and 10 workers.
Community events included:
• Pinole Earth Walk (April 20, 2024)
• Planting Justice Farmer’s Market (April 21, 2024)
• Station 74 Open House (May 11, 2024)
Stakeholder presentations were made at:
• West County Mayors and Supervisors Meeting (April 25, 2024) • Pinole Rotary Club (May 2, 2024)
• Contra Costa Mayors Conference (May 2, 2024)
Flyers and brochures (English and Spanish) were distributed at events, and outreach was amplified through the City’s social media and e-newsletters (The Pulse, May 10 and 25, 2024), which linked to the draft Plan and feedback forms.
During the public comment period (April 22–May 31, 2024), the City received five written comments, all reviewed by the Local Planning Team. Appendix B of the Annex in Attachment B contains further documentation of these outreach efforts.
Post-Adoption and Maintenance
Following adoption, the LHMP requires annual updates, including check-ins with the steering committee and participating jurisdictions. A full update is required every five years to reflect
changes in hazards, climate, development patterns, and demographics.
CEQA Review
Adoption of the LHMP is exempt from the California Environmental Quality Act (CEQA) under:
• Section 15262 – Feasibility and Planning Studies
• Section 15061(b)(3) – General Rule exemption (no possibility of significant environmental impact)
FISCAL IMPACT
There is no fiscal impact associated with adopting the City of Pinole’s Local Hazard Mitigation Plan (LHMP) Annex. However, adoption is a required step to maintain eligibility for FEMA’s Hazard Mitigation Assistance (HMA) grant programs. Without adoption, the City would be ineligible to apply for federal funding through programs such as:
• Hazard Mitigation Grant Program (HMGP)
• Building Resilient Infrastructure and Communities (BRIC) • Flood Mitigation Assistance (FMA)
ATTACHMENTS
A. Resolution
B. City of Pinole Annex (2024 HMP)
RESOLUTION NO. 2025-XX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PINOLE,
COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA,
APPROVING THE ADOPTION OF THE CITY OF PINOLE ANNEX TO VOLUME II OF THE 2024 CONTRA COSTA COUNTY LOCAL HAZARD MITIGATION PLAN WHEREAS, the City of Pinole recognizes the threat that natural hazards pose to people and property within its jurisdiction; and
WHEREAS, the City of Pinole has participated in the development of the 2024 Contra Costa County Local Hazard Mitigation Plan (LHMP), a multi-jurisdictional, multihazard mitigation plan prepared in accordance with federal requirements under the Disaster Mitigation Act of 2000 (Public Law 106-390), the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended; the National Flood Insurance Act of 1968, as amended; and the National Dam Safety Program Act, as amended; and WHEREAS, the City of Pinole has developed a jurisdiction-specific Annex to Volume II of the 2024 Contra Costa County LHMP (hereinafter referred to as the “Pinole Annex”), which identifies local mitigation goals and actions to reduce or eliminate longterm risks to people and property from future hazards and disasters; and WHEREAS, adoption of the Pinole Annex demonstrates the City’s commitment to hazard mitigation and ensures continued eligibility for federal hazard mitigation assistance programs administered by the Federal Emergency Management Agency (FEMA), including but not limited to:
• Hazard Mitigation Grant Program (HMGP)
• Building Resilient Infrastructure and Communities (BRIC) Program • Flood Mitigation Assistance (FMA) Program
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pinole that:
Section 1. The City of Pinole hereby adopts the 2024 Contra Costa County Local Hazard Mitigation Plan – Volume II, City of Pinole Annex, as approved by the County and submitted for final review by Cal OES and FEMA.
Section 2. Minor revisions made to the Annex during the approval process by Cal OES and FEMA shall not require re-adoption by the City Council. However,
ATTACHMENT A
future comprehensive updates to the LHMP beyond the current five-year cycle shall require separate adoption by the City Council.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pinole held on the 20th day of May 2025, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
I hereby certify that the foregoing resolution was regularly introduced, passed, and adopted on the 20th day of May 2025
___________________________________
Heather Bell, CMC
City Clerk
City of
Pinole
Annex
2024 Hazard
Mitigation
Plan
Contra Costa County,
California
2024 Hazard Mitigation Plan
Contra Costa County, California
Table of Contents i
TABLE OF CONTENTS
1. Introduction................................................................................................................................... 1
2. Local Planning Team.................................................................................................................... 1
3. Jurisdiction Profile ....................................................................................................................... 1
3.1. Population .............................................................................................................................. 1
3.1.1. Underserved Population ................................................................................................. 2
3.2. Brief History............................................................................................................................ 3
3.3. Governing Body Format ......................................................................................................... 3
4. Development Trends .................................................................................................................... 3
4.1. Changes in Priority ................................................................................................................. 5
5. Capability Assessment................................................................................................................. 5
5.1. Planning and Regulatory Capabilities ..................................................................................... 6
5.2. Administrative and Technical Capabilities............................................................................. 10
5.3. Financial Resources............................................................................................................. 13
5.4. Education and Outreach Capabilities.................................................................................... 14
6. Hazard Mitigation Plan Integration ............................................................................................ 15
6.1. Past Plan Integration ............................................................................................................ 16
6.2. Potential Future Integration .................................................................................................. 16
7. Significant Hazard Past Events ................................................................................................. 16
8. National Flood Insurance Program............................................................................................ 17
8.1. Floodplain Manager.............................................................................................................. 17
8.2. Participation Activities........................................................................................................... 17
8.2.1. Substantial Damage ..................................................................................................... 17
8.2.2. Substantial Improvement .............................................................................................. 17
8.3. Repetitive Loss and Severe Repetitive Loss Properties........................................................ 18
9. Hazard Vulnerability and Impact Assessment.......................................................................... 18
9.1. FEMA National Risk Index.................................................................................................... 25
9.1.1. Expected Annual Loss .................................................................................................. 26
9.1.2. Social Vulnerability ....................................................................................................... 27
9.1.3. Community Resilience .................................................................................................. 27
9.1.4. Annualized Frequency .................................................................................................. 27
10. Hazard Risk Ranking............................................................................................................... 28
11. Mitigation Actions ................................................................................................................... 31 Appendix A. Hazard Maps............................................................................................................ 52 Appendix B. Stakeholder and Public Engagement.................................................................... 59 Appendix C. Hazard Risk Assessment Methodology ................................................................ 76
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex ii
Appendix D. Hazard Risk Ranking Details.................................................................................. 84 Appendix E. Plan Adoption ....................................................................................................... 104
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 1
1. INTRODUCTION
This Annex details the hazard mitigation elements specific to the City of Pinole, a participating jurisdiction to the 2024 Contra Costa County Hazard Mitigation Plan update. This Annex is not intended to be a standalone document but supplements the information contained in Volume 1 (Planning Area-wide Elements). Therefore, all sections of Volume 1 (Planning Area-wide Elements) including the planning process, mitigation goals and objectives, hazard identification and risk assessment, mitigation strategy, and plan maintenance apply to and were met by the City of Pinole. This Annex provides additional information specific to the City, with a focus on providing additional details on the hazard risk assessment and mitigation strategy (i.e., mitigation actions) for this community.
2. LOCAL PLANNING TEAM
The City of Pinole Local Planning Team was comprised of the members listed on Table 1.
Table 1. City of Pinole Local Planning Team Members
Name Title Department
David Hanham Planning Manager City of Pinole Community
Development Department
Sanjay Mishra Director of Public Works/City
Engineer
City of Pinole Public Works
Department
3. JURISDICTION PROFILE
The City of Pinole is located in the San Francisco Bay Area, on the shores of San Pablo Bay in west Contra Costa County. Interstate 80, which traverses the City, connects the San Francisco/Oakland metropolitan area with Sacramento and points East. Pinole is linked to central Contra Costa County including the cities of Martinez, Concord, and Pleasant Hill by State Route 4, which begins just north of the City and connects with Interstate 680.
The City has a land area of slightly more than five (5) square miles. Much of the land has gently rolling hills with steeper hills paralleling along a north and south axis. The elevation in the City ranges from sea level to 500 feet above sea level. Pinole is locally known for its "big box" shopping store district along Fitzgerald Drive, and Pinole Vista Shopping Center, which is contiguous with Richmond's Hilltop Area.
The downtown area still retains much turn of the century building stock. The city's Community Development Department-Economic Development Division is working to preserve this historic area as a tourist and community destination.
3.1. Population
The City of Pinole had a population of 18,582 as of July 1, 2022. Between 2010 and 2020, the population increased by approximately 3.4%; however, a population decrease of 2.3% occurred between 2020 and 2022. Table 2 shows the City of Pinole’s population distribution between 2010 and 2022.1 1 United States Census Bureau. (2022). Quick Facts: City of Pinole. Retrieved from https://www.census.gov/quickfacts/pinolecitycalifornia.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 2
Table 2. Population Estimates
Jurisdiction 2010 2020 2022 Population Change
(2010 – 2022)
City of Pinole 18,390 19,022 18,582 1.0%
3.1.1. Underserved Population
The 2023 California State Hazard Mitigation Plan identifies the Centers for Disease Control and Prevention (CDC) Social Vulnerability Index (SVI) as the most appropriate and authoritative dataset to identify areas where efforts can be prioritized to ensure equitable outcomes from mitigation planning and actions.
CDC’s SVI combines 16 social factors, within four (4) themes (i.e., socioeconomic status, household characteristics, racial and ethnic minority status, and housing type and transportation), to identify areas of social vulnerability. Table 3 outlines the SVI information for the City of Pinole.
Note: ArcGIS mapping analysis was performed utilizing Census Tract data by overlaying Census Tracts with the City of Pinole planning area boundary. The information outlined in this section includes data from the Census Tracts that intersect the jurisdiction.
Table 3. Social Vulnerability Index (2020)
Theme Social Factors Population Percent
Socioeconomic
Status
People below 150% poverty estimate 1,219 6.4%
Unemployed
(Civilian 16 years old and older) 498 2.6%
Housing Cost Burden 1,188 6.2%
No High School Diploma 1,184 6.2%
No Health Insurance 1,156 6.1%
Household
Characteristics
65 years old and older 3,765 19.8%
17 years and younger 2,968 15.6%
Civilian with a Disability 2,073 10.9%
Single-Parent Household 212 1.1%
English Language Proficiency 743 3.9%
Racial and Ethnic
Minority Status
• Hispanic or Latino (of any race)
• Black or African American
• Asian
• American Indian or Alaska Native
• Native Hawaiian or Pacific Islander
• Two or More Races
• Other Races
11,771 61.9%
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 3
Theme Social Factors Population Percent
Housing Type and
Transportation
Multi-Unit Structures 599 3.1%
Mobile Homes 11 0.1%
Crowding 202 1.1%
No Vehicle 190 1.0%
Group Quarters 91 0.5%
3.2. Brief History
The name "pinole" derives from a Nāhuatl word for a kind of flour made from the ground seeds of maize, chia, and various other grasses, and annual herbs. An expedition under Pedro Fages was said to have run out of provisions while exploring the area, and to had been fed pinole by a local village. The Spaniards named their camp El Pinole.
In 1823, Ygnacio Martínez, commandant of the Presidio of San Francisco, received a land grant of Rancho El Pinole from the Mexican government. Martinez built an hacienda in Pinole Valley a land encompassed by Pinole Valley Park. From these early beginnings, a small but thriving community developed into the City of Pinole.
The settlement's growth was stimulated by construction of the Southern Pacific Railroad in 1878 and the establishment of the California Powder Works near Hercules. During this period, this City had an active waterfront and was a regional commercial and banking center. The first post office opened in 1878 when the railroad reached the community. The City of Pinole was incorporated in 1903.
During the post World War II boom, Pinole and the surrounding area rapidly grew. Construction of Interstate 80 in 1958 stimulated developers to build new housing to satisfy demand, and the City evolved as a suburban bedroom community within the San Francisco/Oakland commuter belt. Much of its original industry was displaced during this time, and the City became predominantly residential.
3.3. Governing Body Format
The City of Pinole has a City Council/City Manager form of local municipal government. Policy making and legislative authority is vested in a five (5) member City Council consisting of a Mayor and four (4) Council Members. The five (5) Council Members are elected to staggered four (4) year terms. The Mayor is rotated amongst the Council on a yearly basis. The City Council assumes responsibility for the adoption of this Plan, and the City Manager will oversee its implementation.
The City Council presides over and adopts the City’s annual budget and financial affairs, appoints commissions and committees, and hires and supervises the City Manager. Additionally, City Council members are responsible for service to the citizens, businesses, and policies of the City. The City Manager advises the City Council, supervises personnel and all City departments, enforces ordinances and programs approved by City Council, and oversees day to day City government operations.
4. DEVELOPMENT TRENDS
California Law requires counties and cities to prepare and adopt a General Plan, a comprehensive longrange plan to guide community development. The General Plan must contain seven (7) state-mandated elements – land use, housing, circulation, safety, open space, conservation, and noise – and may contain
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 4
additional elements as a jurisdiction sees fit. Additionally, the General Plan must comprise an integrated and internally consistent set of goals, policies, and implementation measures. The City of Pinole adopted its General Plan under this law most recently in October 2010. The City will continue to periodically review and update the General Plan to reflect changing conditions and to ensure it remains a useful tool for guiding City policy and development.
Pinole is a bedroom community with a small-town character and modern amenities. The smalltown character that makes the City of Pinole a desirable place to live and visit is rooted in Pinole’s Old Town area, where most major civic facilities are located, and established residential neighborhoods. More modern services can be found in development projects such as the Kaiser Medical Office Building and redeveloped Pinole Valley Shopping Center. Established neighborhoods and new development are linked together by community greenways, paths, roads and park facilities. Regional shopping centers located adjacent to Interstate 80 attract visitors from throughout western Contra Costa County and make Pinole an accessible and attractive place for people to work, shop, and conduct business. The goals, policies and actions in the Land Use Element are intended to maintain Pinole’s historic roots and smalltown character, while providing the framework for the City to grow as a dynamic place with a balanced mix of land uses and a strong sense of identity that complements historic patterns and trends.
It is anticipated that Pinole will have minimal growth in the future. This growth will likely be modification of uses and infill development. Pinole does not anticipate expanding its Sphere of Influence or annexing any land into the City in the foreseeable future.
Table 4 summarizes development trends in the performance period since development of the previous hazard mitigation plan and expected future development trends.
Table 4. Recent and Expected Development Trends
Criteria Response
Has your jurisdiction annexed any
land since the development of the
previous Hazard Mitigation Plan?
No
If yes, give the estimated area
annexed and estimated number of
parcels or structures.
N/A
Is your jurisdiction expected to annex
any areas during the performance
period of this Plan?
No
Has your jurisdiction had any major
changes in development over the
past five (5) years that have occurred
in hazard prone areas?
No
If yes, please briefly describe. N/A
Are any areas targeted for
development or major redevelopment
in the next five (5) years that will
occur in hazard prone areas?
No
If yes, please briefly describe. N/A
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 5
Criteria Response
Please provide the number of permits
for each hazard area or provide a
qualitative description of where
development has occurred.
The following hazards may impact future development of residential units in the City and can pose a potential constraint to housing development:
• Seismic Hazards: Pinole is located approximately 1.5–3.9 miles northeast of the Hayward fault and the Rodgers
Creek/Healdsburg fault zone underneath San Pablo Bay and is also located about 18 to 20 miles northeast of the San Andreas fault zone. The Green Valley-Concord fault trend is located approximately 12 miles east of Pinole. Though the San Andreas fault system is the principal source of
earthquakes in California, given its proximity to Pinole, the Hayward fault poses the greatest seismic threat to the City. • Flooding: The City of Pinole is located in a low flood zone.
During heavy rain events and high tides, certain areas of the City may experience some flooding. The flood hazard zone associated with San Pablo Bay would only affect the bay coastline area of the City and would not impact developments in the City.
• Wildfire: The Very High Fire Hazard Severity Zone
(VHFHSZ) in Pinole is located along the southwestern border of the City. Additionally, moderate fire severity areas are located directly south of the City’s southern border.
4.1. Changes in Priority
The City of Pinole did not participate in the previous iteration of the Contra Costa County Hazard Mitigation Plan; therefore, a change in priority for the City includes ensuring participation in hazard mitigation initiatives and implementation of this Hazard Mitigation Plan throughout other City planning mechanism. Additionally, a more concerted effort on achieving equitable outcomes for all communities, including underserved communities and socially vulnerable populations, has been implemented in the mitigation actions identified for this Plan.
5. CAPABILITY ASSESSMENT
Federal regulations require hazard mitigation plans to identify goals for reducing long-term vulnerabilities to the identified hazards in the planning area (Section 201.6(c)(3)(i)). A critical step in the development of specific hazard mitigation actions and projects is assessing existing authorities, policies, programs, and resources and capabilities to use or modify local tools to reduce losses and vulnerability from profiled hazards.
A capability assessment was conducted for the City of Pinole and participating jurisdictions’ authorities, policies, programs, and resources. Goals and mitigation actions were developed using input from this assessment. This section also includes information regarding the City’s jurisdictions’ implementation of and continued participation in the National Flood Insurance Program (NFIP).
The Local Planning Team assessed the City’s capabilities that can contribute to the reduction of longterm vulnerabilities to hazards. The capabilities include the following categories:
• Planning and Regulatory Capabilities
• Administrative and Technical Capabilities
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 6
• Financial Capabilities
• Education and Outreach Capabilities
Additionally, ways to expand on and improve these existing policies and programs to integrate hazard mitigation into the day-to-day activities and programs of the City were considered.
5.1. Planning and Regulatory Capabilities
These include local ordinances, policies, and laws to manage growth and development (e.g., land use plans, capital improvement plans, transportation plans, emergency preparedness and response plans, building codes, and zoning ordinances). The City of Pinole will adopt the approved 2024 Contra Costa County Hazard Mitigation Plan into the City’s General Plan Safety Element for AB 2140 compliance.
Table 5 contains a list of legal and regulatory capabilities. The description section of each Planning and Regulatory Capability includes a paragraph on expansion, implementation, and improvement.
Table 5. Planning and Regulatory Capabilities
City Code, Title 2, Chapter 2.32: Civil Defense and Disaster Includes: Disaster organization and response processes, Fire Code Title 2, Chapter 2.32 provides for the preparation and carrying out of plans for the protection of people and property within the City in the event of an emergency, the direction of the emergency organization, and the coordination of the emergency functions of the City with all other public agencies, corporations, organizations, and affected private people. Provides for the Emergency Operations Plan (EOP).
Adopts Uniform Fire Code, 1979 Edition, published by the International Conference of Building Officials and the Western Fire Chief’s Association.
Expansion, Implementation, and Improvement: The hazard descriptions in this Hazard Mitigation Plan should inform updates and changes to the EOP and be the basis for the EOP hazard analysis.
Lead
Department City of Pinole Police Department Hazards Addressed Climate Change, Dam and Levee
Failure, Drought, Earthquake,
Flood, Landslide, Sea Level Rise,
Severe Weather, Tsunami,
Wildfire,
City Code, Title 8: Health and Safety
Includes: Abandonment of Wells, Stormwater Management and Discharge Control Title 8 addresses various health and safety regulations, including stormwater management. This section of the City Code also carries out the conditions in the City's National Pollutant Discharge Elimination System (NPDES) permit that require effective implementation of appropriate source control and site design measures and stormwater treatment measures.
Expansion, Implementation, and Improvement: As the Federal Emergency Management Agency (FEMA) develops new guidance for the National Flood Insurance Program (NFIP), it will be incorporated into the City Code as appropriate and integrated as updates to the Hazard Mitigation Plan.
Lead
Department
City of Pinole Public Works
Department
Hazards
Addressed Climate Change, Flood
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 7
City Code, Title 15: Building and Construction
Includes: Building Code, Electrical Code, Plumbing Code, Mechanical Code, Housing Code, House Moving, Grading, Community Preservation
City Building Regulations (incorporates by reference and is based upon the 2022 California Building Code, 2022 California Residential Code, 2022 California Green Building Standards Code, and 2022 California Existing Building Code [all codified in California Code of Regulations, Title 24]); adopted November 17, 2022.
Title 15 also addresses minimum standards for structural seismic resistance established primarily to reduce the risk of building damage, injury, and loss of life.
Expansion, Implementation, and Improvement: The Building and Construction Code will be reviewed based on developing trends in identified hazards and mitigation measures that can make them more effective at preventing losses. They will be updated to comply with the latest International and State building codes.
Lead
Department
City of Pinole Community
Development Department
(Planning Division, Building
Division)
Hazards
Addressed
Climate Change, Drought,
Earthquake, Flood, Sea Level
Rise, Severe Weather, Tsunami,
Wildfire
City Code, Title 17: Zoning
The purpose of Title 17 is to promote public health, safety, welfare, and general prosperity with the aim of preserving a wholesome, serviceable, and attractive community. More specifically, the purpose of the Zoning Ordinance is to:
A. Preserve and enhance the community’s quality of life with well-balanced growth and development.
B. Enhance and create a community with a wide range of choices, services, and amenities.
C. Accommodate expansion of development into vacant or underdeveloped lands and lands subject to redevelopment.
D. Provide a set of regulations and procedures to review and process land use and development applications in an open, fair, and equitable manner.
E. Facilitate attractive, functional, and safe development within the City for a variety of uses, which may at times be combined on a site.
F. Minimize adverse environmental effects and fiscal consequences to the community.
Expansion, Implementation, and Improvement: Zoning Code may be used to address land use regulations that support mitigation actions such as development in wetlands and floodplains, and preservation of open space.
Lead
Department
City of Pinole Community
Development Department
(Planning Division, Building
Division)
Hazards
Addressed
Climate Change, Drought,
Earthquake, Flood, Sea Level
Rise, Severe Weather, Tsunami,
Wildfire
City Code, Title 16: Subdivisions
Title 16 provides subdivision regulations for the City. The Code addresses development of groups of residences and commercial property, it describes requirements for transportation, water and wastewater services, and sets limits on residential property density. The Planning Commission is designated as the Advisory Agency with respect to subdivisions.
Expansion, Implementation, and Improvement: Subdivision Code should be modified and updated to support changes in land use development. It should be implemented to require adequate infrastructure to support residential area populations.
Lead
Department
City of Pinole Community
Development Department
(Planning Division)
Hazards
Addressed
Climate Change, Drought,
Earthquake, Flood, Sea Level
Rise, Severe Weather, Tsunami,
Wildfire
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 8
City General Plan
The City’s General Plan, updated in October 2010, is the community's vision about how it will grow and reflects the community's priorities and values while shaping the future. As the legal underpinning for land use decisions within the City, the General Plan consists of 12 chapters:
• Chapter 1: Introduction to the General Plan
• Chapter 2: Vision and Summary
• Chapter 3: Community Character
• Chapter 4: Growth Management
• Chapter 5: Land Use and Economic Development
• Chapter 6: Housing
• Chapter 7: Circulation
• Chapter 8: Community Services and Facilities
• Chapter 9: Health and Safety
• Chapter 10: Natural Resources and Open Space
• Chapter 11: Sustainability
• Chapter 12: Implementation
Expansion, Implementation, and Improvement: This Hazard Mitigation Plan will be incorporated in the General Plan Safety Element. The General Plan is undergoing a comprehensive updated and it will include specific actions that support mitigation throughout the City. The opportunity to incorporate additional hazard mitigation and abatement measures will be contemplated for inclusion into the updated General Plan.
Lead
Department
City of Pinole Community
Development Department
Hazards
Addressed
Climate Change, Drought,
Earthquake, Flood, Sea Level
Rise, Severe Weather, Tsunami,
Wildfire
County Climate Action Plan
The Contra Costa County Climate Action Plan (CAP), adopted in December 2015, is the County’s strategic approach to reduce greenhouse gas (GHG) emissions from sources throughout the unincorporated area. The CAP reflects the County’s programs and actions to decrease energy use, improve energy efficiency, develop renewable energy, reduce vehicle miles traveled, increase multi-modal travel options, expand green infrastructure, reduce waste, and improve the efficiency of government operations. The City is in the process of developing its own CAP.
The City is in the process of developing a Climate Action & Adaptability Plan (CAAP) that will work in coordination with the County Climate Action Plan.
Expansion, Implementation, and Improvement: The CAAP will be parallel with the General Plan. The General Plan will provide the long term resiliency framework of goals and policies, and the CAAP will provide strategic implementation programs to show how the City will reduce GHG emissions in support of the State’s adopted reduction targets for 2030 and 2050, reducing GHG emissions 40% below 1990 levels by 2030, with consideration of the State’s long term goal to reduce GHG emissions to 80% below 1990 levels by 2050.
Lead
Department
Contra Costa County Department
of Conservation and Development,
City of Pinole Community
Development Department
Hazards
Addressed
Climate Change, Drought, Flood,
Sea Level Rise, Severe Weather,
Wildfire
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 9
Contra Costa Hazardous Materials Plan / Hazardous Material Business Plan Addresses the storage, use, and emergency planning for hazardous materials and extremely hazardous substances in the community and businesses.
Expansion, Implementation, and Improvement: This Hazard Mitigation Plan will support mitigation measures compatible with the County Hazardous Materials Plan to reduce potential hazardous materials releases.
Lead
Department
Contra Costa Health Services,
Hazardous Materials Program
Office; Contra Costa County Fire
Protection District
Hazards
Addressed Hazardous Materials Incidents
Emergency Operations Plan
The Emergency Operations Plan (EOP) outlines how the City, its government, stakeholder agencies, communitybased organizations (CBO), business community, and residents – coordinate their response to major emergencies and disasters. The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. This Plan is regularly updated by staff and approved by the City Council.
Expansion, Implementation, and Improvement: This Hazard Mitigation Plan will be used as an essential tool to update the City EOP. California Office of Emergency Services (Cal OES) requires that EOPs describe applicable hazards as part of the Plan. The latest Hazard Mitigation Plan hazards descriptions will be included.
Mitigation actions that are preparedness and response in nature will be analyzed for applicability for inclusion in the description of EOP processes and procedures.
Lead
Department City of Pinole Police Department Hazards Addressed Climate Change, Dam and Levee
Failure, Drought, Earthquake,
Flood, Landslide, Sea Level Rise,
Severe Weather, Tsunami,
Wildfire
Capital Improvement Plan
The Capital Improvement Plan (CIP) provides broad direction for development of City facilities and infrastructure, it describes a strategy to maintain adequate support for the City’s communities and commerce, and addresses transportation, utilities, essential City facilities, and provides flexibility to respond to other projects or issues as they arise.
Expansion, Implementation, and Improvement: The CIP should include mitigation measures that will be funded by the City, such as improvements to stormwater collection systems, elevation of roadways at risk for flooding and strengthening of structures.
Lead
Department
City of Pinole Public Works
Department
Hazards
Addressed
Climate Change, Dam and Levee
Failure, Drought, Earthquake,
Flood, Landslide, Sea Level Rise,
Severe Weather, Tsunami,
Wildfire
Continuity of Operations Plan
The Plan is under development.
Lead
Department City of Pinole Police Department Hazards Addressed Climate Change, Dam and Levee
Failure, Drought, Earthquake,
Flood, Landslide, Sea Level Rise,
Severe Weather, Tsunami,
Wildfire
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 10
Stormwater Control Plan
The Stormwater Control Plan (SCP) is responsible for ensuring that the City complies with its municipal stormwater NPDES permits. The NPDES Program is mandated by the Federal Clean Water Act and administered in California by the State Water Resources Control Board and the Regional Water Quality Control Boards on behalf of the U.S. Environmental Protection Agency.
Expansion, Implementation, and Improvement: Mitigation actions in this Hazard Mitigation Plan can inform updates and revisions to the SCP. Watershed protection processes are a useful source of information for developing mitigation activities. This Hazard Mitigation Plan should be aligned with the SCP.
Lead
Department
City of Pinole Public Works
Department
Hazards
Addressed Flood
Alameda and Contra Costa County Regional Wildfire Prevention Plan The Contra Costa Resource Conservation District (CCRCD) and the Alameda City Resource Conservation District (ACRCD) worked jointly with funding from the Coastal Conservancy to develop a Regional Priority Plan (RPP) for Contra Costa and Alameda counties. The goal of the RPP process was to identify regional natural resource concerns that could be exacerbated by catastrophic wildfire and develop projects or other methods to remedy those issues ahead of the next wildfire event. The planning process started in November 2020 and completed in September 2022.
Expansion, Implementation, and Improvement: This Hazard Mitigation Plan and Regional Wildfire Prevention Plan should be aligned where mitigation actions in this Hazard Mitigation Plan support the goals of the Regional Wildfire Prevention Plan. The wildfire analysis in this Hazard Mitigation Plan can inform updates and revisions to the Wildfire Prevention Plan.
Lead
Department
Contra Costa County Fire
Protection District
Hazards
Addressed Wildfire
Contra Costa County Community Wildfire Protection Plan
The Contra Costa County Wildfire Protection Plan (CWPP), updated in 2019, provides an analysis of wildfire hazards and risk in the wildland urban interface (WUI) in Contra Costa County. The Plan follows the standards for CWPPs established by the Federal Healthy Forest Restoration Act.
Expansion, Implementation, and Improvement: This Hazard Mitigation Plan and County Community Wildfire Protection Plan should be aligned where mitigation actions support the goals of the CWPP. The wildfire analysis in this Hazard Mitigation Plan can inform updates and revisions to the CWPP.
Lead
Department
Contra Costa County Fire
Protection District
Hazards
Addressed Wildfire
5.2. Administrative and Technical Capabilities
The administrative and technical capabilities include community (i.e., public and private) staff and their skills and tools, which can be used for mitigation planning and implementation. This capability includes engineers, planners, emergency managers, GIS analysts, building inspectors, grant writers, and floodplain managers. Small communities may rely on other government entities, such as counties or special districts, for resources. These capabilities may be used to support mitigation activities. Table 6 lists administrative and technical capabilities.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 11
Table 6. Administrative and Technical Capabilities
Planners, Engineers, Building Officials, and Code Enforcement The planners, engineers, building officials, and code enforcement personnel issue building permits, review plans for new construction and improvements; conduct plan checks; work with architects, engineers, designers, and building owners during pre-construction; inspect all phases of residential and commercial/industrial construction for compliance; enforce municipal code violations.
Expansion and Improvement: Provide opportunities for continued education to Community Development staff to maintain state of the art knowledge of new code and regulatory requirements. Improve regional coordination between the City and County.
Department City of Pinole Community Development Department (Planning Division, Building Division, Code Enforcement Division)
Planners, Engineers, Analysts, and General Staff
The planners, engineers, analysts, and general staff plan future City land use; develop and implement the General Plan, land use regulations through zoning and subdivision codes, and environmental review of development; administer the Community Development Block Grant Program (CDBG), conduct Code Compliance Program with the Building Division; conduct conditional use permits, variances, land subdivision, California Environmental Quality Act (CEQA) review, public hearings, noise permits, and zoning information.
Expansion and Improvement: Provide opportunities for continued education to Community Development staff to maintain state-of-the-art knowledge of new code and regulatory requirements. Additionally, expanding finance/grant capabilities can improve the City’s ability to identify funds for the local match for mitigation grants to allow for better implementation of the mitigation projects outlined in this Hazard Mitigation Plan.
Department City of Pinole Community Development Department (Planning Division) Director, Assistant Director, Superintendent, Supervisor, Engineers, Analysts, General Staff Directors, assistant directors, superintendents, supervisors, engineers, analysts, and general staff oversee public and private improvements in the public right of way; develop and implement the Capital Improvement Program by providing staff support to the City relative to City streets, sanitary sewer, storm drains, water system facilities, traffic signals, park, and recreational facilities; maintain and upgrade public infrastructure; provide services related to traffic issues; monitors the street lighting system maintained by the City and PG&E; keeps and maintains record drawings of City owned infrastructure; conducts traffic committee meetings with the Police Department; and provides engineering support to other City departments and divisions within the Public Works Department.
Expansion and Improvement: Provide opportunities for continued education to Public Works staff to maintain state of the art knowledge of new code and regulatory requirements. Improve regional coordination between the City and County.
Department City of Pinole Public Works Department
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 12
Police Department
The Police Department provides for the coordinated response and recovery from major emergencies and disasters; develop, administer and coordinate the emergency planning preparedness program in conformity with local, State, and Federal requirements; develop emergency management and hazard mitigation plans; provide training to City staff in emergency planning and preparedness; develop, maintain, and coordinate the City Emergency Operations Center (EOC); provide businesses and residents with emergency planning and preparedness material to help reduce the loss of life and property resulting from a disaster; coordinate with City, County, State, and Federal counterparts; prepare emergency management grants; coordinate the efforts of volunteer organizations.
Expansion and Improvement: Provide training to EOC staff, and other key personnel to better prepare for potential hazards and take action to report them.
Department City of Pinole Police Department
Floodplain Manager
As a member of the NFIP, the Floodplain Manager is responsible for collaborating with stakeholders to ensure the Floodplain Management Ordinance is followed within the City.
Expansion and Improvement: Continue to manage the City’s NFIP participation. Support the development of mitigation activities consistent with the best practices for floodplain management.
Department City of Pinole Public Works Department
Public Information Officer
The Public Information Officer (PIO) provides public and media information regarding the City’s disaster response, mitigation, and recovery efforts.
Expansion and Improvement: Continue to use PIOs to promote awareness of this Hazard Mitigation Plan and activities associated with individual mitigation projects as they are implemented.
Department City of Pinole City Manager
Information Technology and Geographic Information System Information technology (IT) and Geographic Information Systems (GIS) provide the technical resources and support necessary to operate all of the applications relating to the City's information resources; respond to the service needs to all departments based on Citywide priorities as established by the City Manager; responsible for the training and effective use of all City technology computer hardware, software, and peripherals; provide internal coordination of technology efforts Citywide including substantial interface with all technology vendors to assure cost-effective, secure, and reliable technologies compatible with the long-range needs of the City; provide high-quality spatial data to City departments.
Expansion and Improvement: Acquire and conduct training for GIS technicians on the latest versions of ArcGIS and improve GIS capabilities.
Department City of Pinole Public Works Department
Risk Management
Risk Management provides services to assist City departments in managing their risk of injury to employees, City property, and the public at large; purchase insurance for City departments and act in an advisory capacity with respect to workers' compensation, public liability, City property, and City contracts.
Expansion and Improvement: Continue to have the Risk Manager provide input to support the analysis of potential losses due to hazards. Update this Hazard Mitigation Plan based on current insurance values.
Department City of Pinole Human Resources Department
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 13
County Flood Control and Water Conservation District
The Contra Costa County Flood Control and Water Conservation District serves an advisory capacity to the Engineering Division and the Planning Commission relative to drainage and flood control problems.
Department Contra Costa County Flood Control and Water Conservation District
5.3. Financial Resources
Table 7 contains a list of financial capabilities available to the City. These financial resources may be used to support mitigation activities based on procedures for each resource.
Table 7. Financial Resources
General Fund
The General Fund Program funds operations and specific projects.
Expansion and Improvement: Hazard mitigation projects may be considered during the annual budgeting process for funding from the General Fund.
Administrator City of Pinole Finance Department
City Council Administered Special Funds
Most special revenue funds were established to mitigate the impact of projects approved in certain areas of the City and most funds have been intended for uses that will benefit the quality of life for the communities in which the project is approved and special revenue funds originated.
Expansion and Improvement: Focus Administered Special Funds on projects that provide mitigation to natural hazards.
Administrator City of Pinole City Council
National Pollutant Discharge Elimination System
The National Pollutant Discharge Elimination System (NPDES) is a joint effort of the Planning, Engineering, and Public Works departments through the Contra Costa County Clean Water Program. Since 1993, the City has worked with Contra Costa County Flood Control and Water Conservation District, and 15 other cities within the County to meet federal mandates for minimizing pollutants in stormwater runoff. This revenue is used to fund its pro-rated share of the Clean Water Program’s staffing, overhead costs, and local level activities necessary to comply with the joint Municipal Regional Permit (MRP) provisions.
Expansion and Improvement: Where permissible, the NPDES Fund may be considered during the annual budgeting process for funding mitigation projects.
Administrator City of Pinole Public Works Department
Community Development Block Grant
The Community Development Block Grant (CDBG) Program provides funding for eligible senior activities such as in-home care, art classes, counseling, and home-delivered meals. The United States Department of Housing and Urban Development (HUD) also provides Disaster Recovery Assistance in the form of flexible grants to help cities, counties, and states recover from Presidentially Declared Disasters, especially in low income areas, subject to the availability of supplemental appropriations.
Expansion and Improvement: Where applicable, CDBG should be used to fund mitigation projects that enhance the resiliency of low income and underserved communities.
Administrator United States Department of Housing and Urban Development, City of Pinole Community Development Department (Planning Division)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 14
Hazard Mitigation Grant Program
The Hazard Mitigation Grant Program (HMPG) provides support for post-disaster mitigation plans and projects.
Expansion and Improvement: Train staff on notice of intent (NOI) procedures and track opportunities on the Cal OES mitigation website to initiate applications for grant funding.
Administrator Federal Emergency Management Agency, City of Pinole Community Development Department (Planning Division)
Building Resilient Infrastructure and Communities
Building Resilient Infrastructure and Communities (BRIC) provides support for pre-disaster mitigation plans and projects.
Expansion and Improvement: Train staff on notice of intent (NOI) procedures and track opportunities on the Cal OES mitigation website to initiate applications for grant funding.
Administrator Federal Emergency Management Agency, City of Pinole Community Development Department (Planning Division)
Flood Mitigation Assistance Grant Program
The Flood Mitigation Assistance (FMA) Grant Program mitigates structures and infrastructure with repetitive losses.
Expansion and Improvement: Train staff on notice of intent (NOI) procedures and track opportunities on the California OES mitigation website to initiate applications for grant funding.
Administrator Federal Emergency Management Agency, City of Pinole Community Development Department (Planning Division)
5.4. Education and Outreach Capabilities
Table 8 lists the City's financial and public outreach capabilities. These capabilities include fire safety programs, hazard awareness campaigns, public information, and communications offices. Education and outreach capabilities can be used to inform the public about current and potential mitigation activities.
Table 8. Education and Outreach Resources
City Emergency/Disaster Readiness Website
https://www.ci.pinole.ca.us/residents/emergency_situation/ The City’s website has educational material on numerous programs, including making an emergency plan, stocking supplies, staying informed, and getting involved in community preparedness programs.
Expansion and Improvement: Provide links to the City and County websites. Post material on social media accounts that provide a link to the appropriate FEMA website page.
Lead Organization City of Pinole Police Department
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 15
City Social Media Accounts
Facebook: https://www.facebook.com/cityofpinole/
Facebook (Police): https://www.facebook.com/PinolePD/
X (formerly Twitter): https://twitter.com/CityofPinole/ X (formerly Twitter) (Police): https://twitter.com/PinolePD/ Instagram: https://www.instagram.com/cityofpinole/
The City uses its social media accounts to post information to collect input on updating this Hazard Mitigation Plan. These social media accounts can have links to other City webpages that provide details on mitigation projects and activities. They can also provide information and links to County, State and Federal emergency preparedness sites that provide information on individual and family preparedness.
Expansion and Improvement: Develop a comprehensive program to utilize social media to reach out to communities in the City to provide information on mitigation activities. Conduct an annual survey to solicit input.
Provide information and conduct the survey in English and Spanish.
Lead Organization City of Pinole City Manager
County Public Safety and Emergency Information
https://www.contracosta.ca.gov/5435/Public-Safety-Emergency-Info Provides resources and links for public safety and emergency information in Contra Costa County.
Expansion and Improvement: Provide additional links to other organizations such as FEMA and PG&E.
Lead Organization Contra Costa County Office of Emergency Services County Community Emergency Response Team Coalition
The CERT Program is a 20-hour all risk, all hazard training offered by the County’s Fire Department. This valuable course is designed to help you protect yourself, your family, your neighbors, and your neighborhood before, during, and after an emergency.
Expansion and Improvement: Conduct coordinated training and exercises with all County CERTs to improve interoperability.
Lead Organization Contra Costa County Cities Citizen Corps Community Warning System
The Community Warning System (CWS) can alert residents and businesses within Contra Costa County that are impacted by or are in danger of being impacted by an emergency. The CWS message will include basic information about the incident and what specific protective actions (e.g., shelter in place, lockdown, evacuate, avoid the area) are necessary for life safety and health.
Expansion and Improvement: Coordinate community evacuation drills using the CWS to implement the exercise. Conduct post exercise information fairs at evacuation collection points.
Lead Organization Contra Costa County Office of the Sheriff
6. HAZARD MITIGATION PLAN INTEGRATION
The information on hazards, risk, vulnerability, and mitigation contained in this Hazard Mitigation Plan is based on the best available data at the time of the Plan update. Plan integration consists of the incorporation of hazard mitigation into other relevant planning mechanisms (e.g., general planning and capital improvement planning). It includes the integration of natural hazard information and mitigation policies, principles, and actions into local planning mechanisms and vice versa. Additionally, plan integration is achieved though the involvement of key staff and community officials in collaborative hazard mitigation planning. This section describes the City’s process for integrating information from this Hazard Mitigation Plan into other planning mechanisms.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 16
6.1. Past Plan Integration
The City of Pinole did not participate in the previous iteration of the Contra Costa County Hazard Mitigation Plan.
6.2. Potential Future Integration
As the Hazard Mitigation Plan is implemented, the City of Pinole will use information from the Plan as the best available science and data on hazards. The capability assessment presented in Section 5 of this Annex identifies codes, plans, and programs that provide opportunities for integration. The Citywide and local action plans developed for this Hazard Mitigation Plan are related to plan integration. The capability assessment identified plans and programs, listed in Table 9, that do not currently integrate goals and recommendations of this Plan but provide opportunities to do so in the future.
Table 9. Potential Future Integration
Planning Initiative Description
City General Plan
Although elements of the General Plan support some of the goals listed in this Plan through the Land Use and Safety elements, hazard mitigation is not specifically defined. The City will evaluate current language and assess integration opportunities during future General Plan updates. Additionally, this Hazard Mitigation Plan will be utilized to identify new information that was not available during the previous revision of the General Plan, relating to hazards, and climate adaptation and resiliency strategies. As part of the Housing Element, the City is in the process of updating the Safety Element that will address the Hazard Mitigation Plan.
City Climate Action &
Adaptability Plan
The City is in the process of developing a Climate Action & Adaptability Plan (CAAP) that will work in coordination with the County Climate Action Plan. The CAAP will be integrated with this Hazard Mitigation Plan and the General Plan.
The General Plan will provide the long term resiliency framework of goals and policies, and the CAAP will provide strategic implementation programs to show how the City will reduce GHG emissions in support of the State’s adopted reduction targets for 2030 and 2050, reducing GHG emissions 40% below 1990 levels by 2030, with consideration of the State’s long term goal to reduce GHG emissions to 80% below 1990 levels by 2050.
Subdivision Ordinance
The Subdivision Ordinance restricts development in hazard areas. Portions of this Hazard Mitigation Plan with the associated mapping will be considered for inclusion into the next Subdivision Ordinance update.
Capital Improvement Plan
The City will ensure consistency between this Hazard Mitigation Plan and future updates of the Capital Improvement Plan. The Hazard Mitigation Plan may identify new possible funding sources for capital improvement projects and may result in modifications to proposed projects based on results of the risk assessment.
The City’s Local Planning Team will identify all relevant planning initiatives that are scheduled to be updated in the next year and during the annual update process of the Hazard Mitigation Plan. Additionally, opportunities to integrate key elements of the Hazard Mitigation Plan, specifically any relevant strategies, into the planning initiatives will be identified by the Local Planning Team. Mitigation actions were identified to promote plan integration in future revisions of this Plan.
7. SIGNIFICANT HAZARD PAST EVENTS
A complete risk assessment, including past incidents, for each identified hazard of concern can be found in Volume 1 (Planning Area-wide Elements) of this Plan.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 17
In April 2006, a major landslide triggered by heavy rainfall closed the westbound number 4 lane of Interstate 80 between Pinole Valley Road and Appian Way for several months.
8. NATIONAL FLOOD INSURANCE PROGRAM
The City of Pinole is a member of the National Flood Insurance Program (NFIP) but has chosen to not participate in the NFIP’s Community Rating System (CRS). The City’s NFIP participation information is listed in Table 10.
Table 10. NFIP Participation Information
CID Community
Name
NFIP
Participation
Date
Current
Effective
FIRM Date
CRS Entry
Date
CRS
Current
Effective
Date
CRS
Class
060032 City of Pinole 5/24/1974 3/21/2017 N/A N/A N/A
8.1. Floodplain Manager
As an NFIP participating jurisdiction, the City of Pinole has a designated Floodplain Manager that is charged with enforcing floodplain regulations, routinely monitoring the floodplains, and providing community assistance such as encouraging owners to maintain flood insurance. The City’s Floodplain Manager information is listed in Table 11.
Table 11. Floodplain Manager
Jurisdiction Department Name Title Phone Number
City of Pinole Public Works Sanjay Mishra City Engineer (510) 724-9017
8.2. Participation Activities
The City of Pinole NFIP participation activities over the last five (5) years include the following:
• Provides the following services – permit review, GIS, inspections, and engineering capability. • The City educates private owners and other stakeholders about the importance of flood insurance through public outreach events, workshops, and/or seminars. • Enforces local floodplain regulations and monitors compliance. • Floodplain management regulations meet or exceed FEMA or State minimum requirements.
8.2.1. Substantial Damage
Substantial damage means damage of any origin sustained by a structure by which the cost of restoring the structure to its before damaged condition would equal or exceed 50% of the market value of the structure before the damage occurred. (Municipal Code Title 14, Chapter 15.48 – Floodplain Hazard Prevention)
8.2.2. Substantial Improvement
Substantial improvement means any repair, reconstruction, or improvement of a structure, the cost of which equals or exceeds 50% of the market value of the structure either:
• Before the improvement or repair is started.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 18
• If the structure has been damaged, and is being restored, before the damage occurred.
For the purposes of this definition substantial improvement is considered to occur when the first alteration of any wall, ceiling, floor, or other structural part of the building commences, whether or not the alteration affects the external dimensions of the structure. The term does not, however, include either:
• Any project for improvement of a structure to comply with existing state or local health, sanitary, or safety code specifications which are solely necessary to assure safe living conditions. • Any alteration of a structure listed on the National Register of Historic Places or a State Inventory of Historic Places. (Municipal Code Title 14, Chapter 15.48 – Floodplain Hazard Prevention)
8.3. Repetitive Loss and Severe Repetitive Loss Properties The Federal Emergency Management Agency (FEMA) defines a Repetitive Loss property as an NFIP insured structure with two (2) or more claims of more than $1,000 each within any rolling 10-year period, since 1978.2
A Severe Repetitive Loss property is defined by FEMA as any NFIP insured structure for which either of the following is true when at least two (2) of the claims are within 10 years of each other (claims made within 10 days will be counted as one (1) claim):
3 • That has incurred flood related damage for which four (4) or more separate claims payments have been made, with the amount of each claim (including buildings and contents payments) exceeding $5,000, and with the cumulative amount of such claims exceeding $20,000. • For which at least two (2) separate claims payments (building payments only) have been made under such coverage, with the cumulative amount of such claims exceeding the market value of the building.
Repetitive loss records from the City of Pinole are listed in Table 12.
Table 12. Repetitive Loss Properties
Jurisdiction Repetitive Loss
Properties
Severe Repetitive
Loss Properties Mitigated Properties
City of Pinole 0 0 0
9. HAZARD VULNERABILITY AND IMPACT ASSESSMENT
Exposure and vulnerability to certain hazards affect the entire County and others are geographically defined. Although the entire County may be vulnerable to these hazards, their impacts may vary based on existing community conditions (e.g., underserved, or functional access needs populations may be more susceptible based on certain conditions, vulnerabilities, or needs).
The Local Planning Team identified unique vulnerabilities and impacts to the following natural hazards, based on the hazards profiled in Volume 1 (Planning Area-wide Elements). 2 Federal Emergency Management Agency. (2020). Repetitive Loss Structure. Retrieved from https://www.fema.gov/node/405233. 3 Federal Emergency Management Agency, National Flood Insurance Program. (2022). Flood Insurance Manual:
Risk Rating 2.0: Equity in Action Edition. Retrieved from https://www.fema.gov/sites/default/files/documents/fema_nfip-flood-insurance-full-manual_102022.pdf.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 19
• Earthquake
• Flood (riverine/creek, urban/flash flood)
• Landslide
• Sea Level Rise
• Wildfire
It was determined that the planning area did not have unique vulnerabilities and impacts to the following natural hazards; rather, its vulnerability and impacts are consistent with those experienced throughout the County.
• Climate Change
• Dam and Levee Failure
• Drought
• Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado)
• Tsunami
Note: Severe weather and flooding are profiled as the two (2) hazards. However, in an effort to have a more thorough risk assessment, the sub hazards (i.e., heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado, riverine/creek flooding, and urban/flash flooding) were ranked individually. The hazard risk assessment methodology can be found in Appendix C of this Annex.
Table 13 provides information on several key vulnerabilities and impacts for the City of Pinole and only addresses the hazards that are relevant and unique to the jurisdiction. A complete risk assessment for each identified hazard of concern is in Volume 1 (Planning Area-wide Elements) of this Plan. Hazard mapping can be found in Appendix A of this Annex.
Table 13. Hazard Vulnerability and Impact Assessment
Hazards Vulnerabilities and Impacts
Climate Change
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to climate change; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
Dam and Levee Failure
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to dam and levee failures; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
Drought
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to droughts; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 20
Hazards Vulnerabilities and Impacts
Earthquake
The Planning Area is situated approximately 1.5 to 3.9 miles northeast of the Hayward Fault and the Rodgers Creek-Healdsburg fault zone beneath San Pablo Bay. The Green Valley-Concord fault trend lies about 12 miles east of the area.
Earthquakes can cause widespread damage to buildings and infrastructure, with underground facilities and utilities particularly at risk. Older homes are especially vulnerable, and residents may face greater risks if these structures have not been seismically retrofitted. In Pinole, many of these homes are located in neighborhoods near Pinole Valley Road and Tennant Avenue.
The older construction and lack of retrofitting increase the likelihood of significant damage, requiring additional resources to meet modern building standards during repairs. The rebuilding process may also involve more paperwork, potentially delaying relocation. Additionally, the city’s vulnerable population would face competition for funding and resources needed for recovery efforts.
The elderly population is particularly vulnerable during an earthquake due to mobility challenges, health conditions, and limited ability to evacuate quickly or move to a safe location within their home during an earthquake, making them more susceptible to injury. Furthermore, after the earthquake, this population may have difficulty accessing emergency services or medical care.
Flood
(urban/flash flood, riverine/creek)
Flooding is a potential risk along Pinole Creek, particularly during a 100-year storm event, as the Creek's current channel was designed to accommodate flows from a 50-year storm. In such events, water may exceed the creek banks, leading to potential flooding. Pinole Creek originates in the City's southern area, flowing through residential neighborhoods along Pinole Valley Road and Tennant Avenue before draining into San Francisco Bay. The Creek narrows as it passes under the Interstate 80 bridge, creating a bottleneck that can exacerbate flooding. Increasing surface runoff from impervious surfaces has further heightened the flood risk during storms, potentially cutting off evacuation routes and damaging homes.
Areas at risk in Pinole include the Pinole-Hercules Water Pollution Control Plant (WPCP) and the Interstate 80 underpass at Pinole Valley Road. Flooding at the WPCP can occur when heavy rainfall combines with tidal surges, hindering the facility's ability to drain properly.
The City maintains well-stocked sandbag stations equipped with sand, bags, and shovels. While businesses may find it easier to utilize these resources due to having employees and vehicles for transport, residents—particularly the elderly and those with access or functional needs—might require additional assistance with filling and hauling sandbags. The elderly population is particularly vulnerable during a flooding event due to mobility challenges, health conditions, and limited ability to evacuate in a timely manner. Furthermore, those seniors that live along have a heightened vulnerability because they may lack access to social connections and community support to assist in preparing for and responding to emergency events, evacuating, improving home resiliency, managing medical needs, and locating support services.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 21
Hazards Vulnerabilities and Impacts
Landslides
While much of Pinole has generally stable soil and geologic conditions, steep slopes and mud deposits along Pinole Creek and San Pablo Bay are prone to instability during heavy rainfall or earthquakes.
Landslides and mudslides occur when the soil becomes oversaturated, causing it to give way until reaching a natural flat surface or a human-made barrier, such as a retaining wall or road. Depending on the size of the slide, nearby structures may also be affected. In Pinole, areas at risk include San Pablo Avenue, Appian Way, and Interstate 80, where landslides could pose a threat to underserved populations.
A landslide along San Pablo Avenue in the downtown area could block the roadway, disrupting evacuation routes. Within a quarter mile of this area, there is a senior apartment complex with 179 units; residents without access to transportation would face challenges in evacuating and become isolated.
Similarly, a landslide on Appian Way could obstruct the road, impacting evacuation routes for approximately 500 residents in neighborhoods to the east and west. Such disruptions could hinder evacuation efforts and isolate these communities from essential services.
Sea Level Rise
The City borders San Pablo Bay, making Pinole residents vulnerable to sea level rise, especially during high tides and heavy rainfall. Although significant impacts are not expected until a water level increase of four (4) to six (6) feet, such a rise could cause moderate to significant flooding at the Pinole-Hercules Water Pollution Control Plant, a critical facility. These events also increase the risk of infrastructure corrosion due to higher salt content.
The impacts could disproportionately affect vulnerable populations by compromising water quality, disrupting essential wastewater services, and limiting access to safe evacuation routes during emergencies.
Repair costs could strain City resources, potentially delaying recovery efforts in low-income communities. Additionally, after such events, city employees face the challenge of inspecting streets, storm drains, trash capture devices, and other infrastructure, with immediate actions often needed to ensure public safety.
Severe Weather
(heavy rainfall, severe
thunderstorms, strong
winds/damaging winds, heat
wave/extreme heat, tornado)
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to severe weather; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
Tsunami
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to tsunamis; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 22
Hazards Vulnerabilities and Impacts
Wildfire
The City of Pinole has several open space areas, with additional open space lands in neighboring Contra Costa County. High fire danger zones within the City are identified and monitored year-round, and all housing, commercial, industrial, and public buildings are vulnerable to wildfires.
Low-income households face increased financial hardships in obtaining permits for building projects, which can deter proactive fire mitigation efforts. These residents may also encounter challenges in designating emergency supplies, communicating, and planning evacuations, with financial constraints and language barriers further complicating preparedness.
In response to California's catastrophic wildfires, two (2) bills – Senate Bill 63 (SB 63) and Assembly Bill 9 (AB 9) – were signed into law in September 2021 and took effect on January 1, 2022. SB 63 requires the State Fire Marshal to identify moderate, high, and very high Fire Hazard Severity Zones (FHSZ) and distribute maps of these zones to cities. Cities must adopt a local map designating Very High FHSZs within 120 days of receiving the State Fire Marshal's recommendations, and cities like Pinole are also required to extend designations to High and Very High FHSZs.
Active Shooter Incidents
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to active shooter incidents; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
Cybersecurity Threats
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to cybersecurity threats; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
Hazardous Materials
Incidents
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to hazardous materials incidents; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
Terrorism (Weapons of
Mass Destruction)
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to terrorism; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
Utility Interruptions
The Local Planning Team determined that the City does not have unique vulnerabilities and impacts to utility interruptions; rather, the City’s vulnerability and impacts are consistent with those experienced throughout the County.
The City evaluated whether vulnerability and impact in hazard prone areas had increased, decreased, or remained the same for each natural hazard identified in this Hazard Mitigation Plan. Climate change, changes in population, infrastructure expansion, and economic shifts that can affect vulnerability were considered. For example, if planned development is in an identified hazard areas or is not built to the updated building codes, it may increase the community’s vulnerability to future hazards and disasters.
On the other hand, if development occurred with mitigation practices in place, the vulnerability may have remained the same or decreased. Additionally, shifting demographics (e.g., underserved population) were taken into consideration.
Table 14 outlines if climate change has increased or decreased the City’s vulnerability (i.e., exposure) and impact to each natural hazard over the past five (5) years, and the effect of climate change in the future probability of occurrence and impacts from each natural hazard.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 23
Table 14. Climate Change Current and Future Vulnerability and Impact Hazard Vulnerability and Impact
Current Vulnerability and Impact
Climate Change Increased
Dam and Levee Failure Remained the Same
Drought Remained the Same
Earthquake Remained the Same
Flood (urban/flash flood, riverine/creek) Remained the Same Landslide Remained the Same
Sea Level Rise Remained the Same
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Increased Tsunami Remained the Same
Wildfire Remained the Same
Future Vulnerability and Impact
Climate Change Increase
Dam and Levee Failure No Change is Anticipated
Drought Increase
Earthquake No Change is Anticipated
Flood (urban/flash flood, riverine/creek) Increase
Landslide No Change is Anticipated
Sea Level Rise No Change is Anticipated
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Increase Tsunami No Change is Anticipated
Wildfire No Change is Anticipated
Table 15 outlines if changes in population within the City over the past five (5) years have increased or decreased the vulnerability (i.e., exposure) and impact to these natural hazards, and the anticipated effects changes in population may have on the future probability of occurrence and impacts from these natural hazards.
Table 15. Changes in Population Current and Future Vulnerability and Impact Hazard Vulnerability and Impact
Current Vulnerability and Impact
Climate Change Remained the Same
Dam and Levee Failure Remained the Same
Drought Remained the Same
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 24
Hazard Vulnerability and Impact
Earthquake Remained the Same
Flood (urban/flash flood, riverine/creek) Remained the Same Landslide Remained the Same
Sea Level Rise Remained the Same
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Remained the Same Tsunami Remained the Same
Wildfire Remained the Same
Future Vulnerability and Impact
Climate Change No Change is Anticipated
Dam and Levee Failure No Change is Anticipated
Drought No Change is Anticipated
Earthquake No Change is Anticipated
Flood (urban/flash flood, riverine/creek) Increase
Landslide No Change is Anticipated
Sea Level Rise No Change is Anticipated
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Increase Tsunami No Change is Anticipated
Wildfire Increase
Table 16 outlines if development over the past five (5) years has increased or decreased the jurisdiction’s vulnerability (i.e., exposure) and impact to these natural hazards, and the anticipated effects changes in development may have on the future probability of occurrence and impacts from these natural hazards.
Table 16. Changes in Development Current and Future Vulnerability and Impact Hazard Vulnerability and Impact
Current Vulnerability and Impact
Climate Change Remained the Same
Dam and Levee Failure Remained the Same
Drought Remained the Same
Earthquake Remained the Same
Flood (urban/flash flood, riverine/creek) Remained the Same Landslide Remained the Same
Sea Level Rise Remained the Same
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) Remained the Same Tsunami Remained the Same
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 25
Hazard Vulnerability and Impact
Wildfire Remained the Same
Future Vulnerability and Impact
Climate Change No Change is Anticipated
Dam and Levee Failure No Change is Anticipated
Drought No Change is Anticipated
Earthquake No Change is Anticipated
Flood (urban/flash flood, riverine/creek) No Change is Anticipated Landslide No Change is Anticipated
Sea Level Rise No Change is Anticipated
Severe Weather (heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, tornado) No Change is Anticipated Tsunami No Change is Anticipated
Wildfire No Change is Anticipated
The City does not anticipate future major assets may be exposed or vulnerable to any of the natural hazards identified in this Hazard Mitigation Plan. Any new assets (e.g., new construction in hazard prone areas) will be constructed to adhere to the latest building codes and standards, and mitigation to protect them from identified and anticipated hazards, especially those that are expected to increase due to climate change.
Refer to Appendix C and Appendix D of this Annex for the hazard risk assessment methodology and jurisdiction specific details, which includes the vulnerability and impacts to population and life safety, underserved/equity, property damage, future development, and climate change.
9.1. FEMA National Risk Index
In the National Risk Index (NRI), risk is defined as the potential for negative impacts as a result of a natural hazard. The Risk Index is based on three (3) components – a natural hazards component (Expected Annual Loss), a consequence enhancing component (Social Vulnerability), and a consequence reduction component (Community Resilience). Using these components, the composite and hazard type Risk Index values are calculated for each community (county and Census Tract). Risk Index values form an absolute basis for measuring Risk within the NRI and are used to generate Risk Index percentiles and ratings across communities.4 Table 17 illustrates the Risk Index rating and score for the City of Pinole.
Note: ArcGIS mapping analysis was performed utilizing Census Tract data by overlaying Census Tracts with the City of Pinole planning area boundary. The information outlined in this section includes data from the Census Tracts that intersect the jurisdiction.
4 Federal Emergency Management Agency. (2023). Determining Risk. Retrieved from https://hazards.fema.gov/nri/determining-risk.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 26
Table 17. Risk Index Score (FEMA National Risk Index)
Jurisdiction Rating Score
City of Pinole Very High 89.8
Risk Index scores are calculated using an equation that combines scores for Expected Annual Loss due to natural hazards, Social Vulnerability and Community Resilience (Expected Annual Loss x Social Vulnerability / Community Resilience = Risk Index).
9.1.1. Expected Annual Loss
The FEMA NRI Expected Annual Loss (EAL), the natural hazards component of the NRI, represents the average economic loss in dollars resulting from natural hazards each year. It is calculated for each hazard type and quantifies loss for relevant consequence types – buildings, people, and agriculture. The EAL score and rating represent a community's relative level of expected losses each year when compared to all other communities at the same level. Since the score is associated to a community’s risk; the higher EAL score results in a higher Risk Index score.5 Table 18 illustrates each hazard EAL for the City of Pinole.
Table 18. Expected Annual Loss (FEMA National Risk Index) Hazard Population
Equivalence
Building
Value
Agriculture
Value
Total
Expected
Annual
Loss
Expected
Annual
Loss
Score
Rating
Coastal Flooding
(Sea Level Rise) $1 $1,171 n/a $1,172 28.6 Relatively
Low
Drought n/a n/a $0 $0 0.0
No
Expected
Annual
Loss
Earthquake $581,146 $1.4 Million n/a $2.0 Million 97.4 Very High Hail
(Severe Weather) $28 $88 $0 $116 19.3 Very Low
Heat Wave
(Severe Weather) $13,814 $2 $0 $13,816 60.8 Relatively
High
Landslide $618 $3,619 n/a $4,237 70.5 Relatively
High
Riverine Flooding
(Flood) $3,034 $3,884 $0 $6,918 36.8 Relatively
Low
Strong Winds
(Severe Weather) $67 $20 $0 $87 5.5 Very Low
Tornado
(Severe Weather) $1,156 $2,270 $0 $3,426 10.0 Very Low
Tsunami $0 $42 n/a $42 31.0 Very Low
Wildfire $182 $6,478 $0 $6,659 60.8 Relatively
High
Expected annual loss scores are calculated utilizing an equation that combines values for exposure, annualized frequency, and historic loss ratios (Expected Annual Loss = Exposure x Annualized Frequency x Historic Loss Ratio). 5 Federal Emergency Management Agency. (2023). Expected Annual Loss. Retrieved from https://hazards.fema.gov/nri/expected-annual-loss.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 27
An EAL score and rating is calculated independently for each consequence type (i.e., buildings, population, and agriculture) for each county and Census Tract. The population EAL is measured in fatalities and injuries while the building and agriculture values are measured in dollars. However, for consistency in the unit of measurement, the population EAL was monetized into population equivalence using a value of statistical life (VSL) approach where each fatality or 10 injuries is treated as $11.6 Million of economic loss.
9.1.2. Social Vulnerability
Social vulnerability, the consequence enhancing risk component of the NRI, measures the susceptibility of social groups to the adverse impacts of natural hazards, including disproportionate death, injury, loss, or disruption of livelihood. The Social Vulnerability score and rating represent the relative level of a community’s social vulnerability compared to all other communities at the same level. A higher Social Vulnerability score results in a higher Risk Index score.6 Table 19 illustrates the Social Vulnerability rating and score for City of Pinole.
Table 19. Social Vulnerability (FEMA National Risk Index) Jurisdiction Rating Score
City of Pinole Relatively Moderate 51.8
Social Vulnerability is measured using the Social Vulnerability Index (SoVI) published by the University of South Carolina’s Hazards and Vulnerability Research Institute (HVRI).
9.1.3. Community Resilience
Community resilience, the consequence reduction risk component, measures the ability of a community to prepare for anticipated natural hazards, adapt to changing conditions, and withstand and recover rapidly from disruptions. The Community Resilience score and rating represent the relative level of a community’s resilience compared to all other communities at the same level. Since the score is inversely proportional to a community’s risk; the higher Community Resilience score results in a lower Risk Index score.7 Table 20 illustrates the Community Resilience rating and score for the City of Pinole.
Table 20. Community Resilience (FEMA National Risk Index) Jurisdiction Rating Score
City of Pinole Relatively High 66.4
Community Resilience is measured using the Baseline Resilience Indicators for Communities (HVRI BRIC) published by the University of South Carolina's Hazards and Vulnerability Research Institute (HVRI).
9.1.4. Annualized Frequency
Annualized frequency is defined as the expected frequency or probability of a hazard occurrence per year. It is a natural hazard incidence factor for Expected Annual Loss, the natural hazards component of the National Risk Index. A higher annualized frequency value results in higher Expected Annual Loss and Risk Index scores. The annualized frequency is derived from either the number of recorded hazard occurrences each year over a given period or the modeled probability of a hazard occurrence each year 6 Federal Emergency Management Agency. (2023). Social Vulnerability. Retrieved from https://hazards.fema.gov/nri/social-vulnerability. 7 Federal Emergency Management Agency. (2023). Community Resilience. Retrieved from https://hazards.fema.gov/nri/community-resilience.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 28
(e.g., earthquake).
8 Table 21 outlines the annualized frequency for each hazard, based on FEMA NRI data, for the City of Pinole.
Table 21. Hazard Annualized Frequency (FEMA National Risk Index) Hazard Period of Record Events on Record Annualized Frequency Coastal Flooding
(Sea Level Rise) Various datasets n/a 1.1 events per year Drought 22 years 1,006 45.7 events per year
Earthquake 2021 dataset n/a 0.011% chance per year
Hail
(Severe Weather) 34 years 1 0.0 events per year
Heat Wave
(Severe Weather) 16 years 28 1.9 events per year
Landslide 12 years 0.3 0.0 events per year
Riverine Flooding
(Flood) 24 years 31 0.9 events per year
Strong Winds
(Severe Weather) 34 years 2 0.0 events per year
Tornado
(Severe Weather) 72 years 0 0.0 events per year
Tsunami 222 years 0 0.0 events per year
Wildfire 2021 dataset n/a 0.001% events per year
10. HAZARD RISK RANKING
Table 22 presents the local hazard ranking for the City of Pinole of all hazards of concern listed in Volume 1 (Planning Area-wide Elements) of this Plan. This ranking summarizes how hazards vary for this jurisdiction. As described in detail in Volume 1 (Planning Area-wide Elements) and Appendix C of this Annex, the ranking process involves an assessment of the likelihood of occurrence for each hazard, along with its potential impacts on people, property, and the economy. For further details on how the probability, extent, vulnerability, and impact factors in Table 22 were calculated, please refer to Appendix D of this Annex.
It is important to note that the sub hazards for severe weather hazards (i.e., heavy rainfall, severe thunderstorms, strong winds/damaging winds, heat wave/extreme heat, and tornado) and flood hazards (i.e., riverine/creek flooding and urban/flash flooding) were individually ranked in the hazard risk ranking; however, flood and severe weather are each considered as the main hazard throughout this Annex and Volume 1 (Planning Area-wide Elements).
Table 22. Hazard Risk Ranking
Hazard Event Probability
Factor
Sum of
Weighted
Extent
Factors
Sum of
Weighted
Vulnerability
Factors
Sum of
Weighted
Impact
Factors
Consequence
Score
Total Risk Score
(Probability x
Consequence)
Earthquake 2 18 17 36 71 68
Landslide 3 9 9 22 40 59
8 Federal Emergency Management Agency. (2023). Annualized Frequency. Retrieved from https://hazards.fema.gov/nri/annualized-frequency.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 29
Hazard Event Probability
Factor
Sum of
Weighted
Extent
Factors
Sum of
Weighted
Vulnerability
Factors
Sum of
Weighted
Impact
Factors
Consequence
Score
Total Risk Score
(Probability x
Consequence)
Heavy Rainfall
(Severe Weather) 3 9 14 15 38 56
Flood
(Urban/Flash Flood) 2 15 12 29 56 55
Wildfire 2 12 12 31 55 54
Strong Winds/
Damaging Winds
(Severe Weather)
3 9 11 16 36 54
Severe Thunderstorm
(Severe Weather) 3 6 16 14 36 54
Utility Interruptions 3 9 7 18 34 51
Heat Wave/Extreme
Heat 3 9 10 15 34 51
Drought 2 18 12 20 50 50
Flood
(Riverine/Creek) 2 12 7 29 48 48
Hazardous Materials
Incidents 2 15 9 16 40 41
Climate Change 2 9 12 15 36 38
Sea Level Rise 2 12 6 17 35 37
Cybersecurity
Threats 2 12 7 13 32 34
Active Shooter
Incidents 2 9 5 15 29 32
Terrorism
(Weapons of Mass
Destruction)
1 18 11 27 56 31
Dam and Levee
Failure 1 18 6 31 55 30
Tsunami 1 6 6 22 34 20
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 30
Hazard Event Probability
Factor
Sum of
Weighted
Extent
Factors
Sum of
Weighted
Vulnerability
Factors
Sum of
Weighted
Impact
Factors
Consequence
Score
Total Risk Score
(Probability x
Consequence)
Tornado
(Severe Weather) 1 6 6 14 26 16
Consequence: Sum of all weighted factors.
Extent: Sum of the weighted Extent factors.
Vulnerability: Sum of the weighted Vulnerability factors.
Impact: Sum of the weighted Impact factors.
Total Risk Score* = Probability x Consequence
* Normalized to 100
Total Risk Score Legend
Classification Probability
Factor Extent Vulnerability Impact ConsequenceScore
Total Risk
Score
Low (L) 1 0 – 6 0 – 6 0 – 12 0 – 24 0 – 24
Medium (M) 2 7 – 12 7 – 12 13 – 26 25 – 50 25 – 54
High (H) 3 13 – 18 13 – 18 27 – 39 51 – 75 55 and above The legend—specifically the assignment of low, medium, and high—provides an additional means to qualitatively assess the probability factor, sum of weighted factors, and the total risk scores for each hazard. The Consequence Score represents the sum of the Extent, Vulnerability, and Impact Factors. The Total Risk Score is a measure of Probability and Consequence.
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 31
11. MITIGATION ACTIONS
This section includes the mitigation actions that were developed to address identified risks and vulnerabilities to hazards identified in this Plan. This Plan serves only to recommend mitigation measures based on the potential for risk reduction and available funding. Implementation of mitigation actions is dependent on risk reduction priorities, feasibility, and available funding. It is also dependent on the cooperation and support of the jurisdiction and/or department responsible for each action item.
The City of Pinole agreed upon 20 mitigation actions that apply to the jurisdiction’s properties where they have jurisdictional responsibility and authority. The City did not participate in the previous reiteration of the Contra Costa County Hazard Mitigation Plan; therefore, all mitigation actions are new. A summary of the City’s mitigation actions status is listed in Table 23.
Table 23. City of Pinole Mitigation Actions Summary
Status Mitigation Action Total
Ongoing 0
In Progress/In Work 0
Not Started 0
Delayed/Deferred 0
New 20
TOTAL 20
Completed 0
Deleted/No Longer Needed 0
Mitigation Actions per Hazard
Climate Change 10 Landslide 4
Dam and Levee Failure 1 Sea Level Rise 5
Drought 1 Severe Weather 11
Earthquake 3 Tsunami 1
Flood 8 Wildfire 5
Other Hazard of Concern: Active Shooter Incidents (1), Hazardous Materials Incidents (1) These shared actions, some of which address all hazards, help to meet the following requirements:
• Does the Plan identify and analyze a comprehensive range of specific mitigation actions and projects for each jurisdiction being considered to reduce the effects of hazards, with emphasis on new and existing buildings and infrastructure?
• Does the Plan include one (1) or more action(s) per jurisdiction for each hazard identified within the risk assessment?
A detailed explanation of the Mitigation Strategy can be found in Chapter 5 of Volume 1 (Planning Areawide Elements).
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 32
Mitigation
Action Implement the Pinole Creek Watershed Vision Plan and Pinole Creek Greenway Master Plan.
Action Number P-1
Year Initiated /
Anticipated Year
of Initiation
2025 Prioritization Score 28/40
Goal(s) / Objective(s) Addressed Goals: 3, 4 Hazard(s) Mitigated Climate Change, Flood Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization
City of Pinole Community
Development Department, City of
Pinole Public Works Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source Local Budgeted Funds, HMGP,
BRIC, FMA
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
General Fund (Staff Time)
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 33
Mitigation
Action
Update the Flood Hazard Reduction Ordinance periodically based on new information and research to include land use controls regulations for properties that abut Pinole Creek in order to minimize potential conflicts between flood, resource protection, and recreational goals and to adhere to pertinent local, state, and federal agency requirements.
Action Number P-2
Year Initiated /
Anticipated Year
of Initiation
2027 Prioritization Score 27/40
Goal(s) / Objective(s) Addressed Goals: 1, 3, 4 Hazard(s) Mitigated Flood, Severe Weather Project Status New If Deleted/No Longer
Needed, provide reason.
N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost Medium
Potential Funding Source HMGP, FMA
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 34
Mitigation
Action
Collaborate with the Contra Costa County Flood Control District and other property owners in the Pinole Creek watershed, particularly the East Bay Municipal Utility District, to establish a diversion basin that could reduce stormwater flows during severe storm conditions.
Action Number P-3
Year Initiated /
Anticipated Year
of Initiation
2028 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Flood, Severe Weather Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Low
Lead Agency / Organization City of Pinole Public Works
Department
Supporting Agency
/ Organization
(If applicable)
Contra Costa County Flood Control District
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Long Term Estimated Cost High
Potential Funding Source HMGP, FMA, CDBG
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority High Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 35
Mitigation
Action
Coordinate with Contra Costa County Flood Control District on flood protection and prevention within the City, per Government Code Section 65302 (g)(2)(B)(v).
Action Number P-4
Year Initiated /
Anticipated Year
of Initiation
2028 Prioritization Score 30/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Dam and Levee Failure, Flood, Severe Weather Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Public Works
Department
Supporting Agency
/ Organization
(If applicable)
Contra Costa County Flood Control District
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration
(Select one) Ongoing Estimated Cost(Select one) Low
Potential Funding Source HMGP, FMA, CDBG
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority High Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 36
Mitigation
Action Coordinate with local, regional, state, and federal agencies regarding impacts and mitigation of a potential rise in sea level.
Action Number P-5
Year Initiated /
Anticipated Year
of Initiation
2029 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 3, 4, 5 Hazard(s) Mitigated Climate Change, Flood, Sea Level Rise, Severe Weather
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization
City of Pinole Community
Development Department, City of
Pinole Public Works Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost Medium
Potential Funding Source BRIC, HMGP, FMA, CDBG
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 37
Mitigation
Action
Develop and implement a long-range plan, through the Climate Action and Adaptation planning process, to govern the San Pablo Bay waterfront and any other areas that may be impacted by sea level rise.
Action Number P-6
Year Initiated /
Anticipated Year
of Initiation
2027 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Climate Change, Drought, Flood, Landslide, Sea Level Rise, Severe Weather, Wildfire
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Long Term Estimated Cost High
Potential Funding Source BRIC, HMGP, FMA, CDBG, FEMA
PA
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 38
Mitigation
Action
Continue to support the actions in the Bay Conservation and Development Commission's Bay Adapt Joint Platform and cooperate in the future implementation strategies to adapt to Bay related impacts of climate change, in addition to other ongoing research by regional agencies.
Action Number P-7
Year Initiated /
Anticipated Year
of Initiation
2025 Prioritization Score 30/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4, 5 Hazard(s) Mitigated Climate Change, Flood, Sea Level Rise, Severe Weather, Tsunami
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency
/ Organization
(If applicable)
Bay Conservation and Development Commission
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost Low
Potential Funding Source HMGP, FMA, CDBG, FEMA PA
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority High Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 39
Mitigation
Action Explore adequate protection from sea level rise and subsidence.
Action Number P-8
Year Initiated /
Anticipated Year
of Initiation
2027 Prioritization Score 30/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3 Hazard(s) Mitigated Flood, Sea Level Rise Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization
City of Pinole Community
Development Department, City of
Pinole Public Works Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source BRIC, HMGP, FMA, CDBG, FEMA
PA
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority High Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 40
Mitigation
Action
Require future development and major renovations within the fault trace areas or other geologic hazard areas (e.g., liquefaction, land sliding, mud sliding, erosion, sedimentation, hydromodification, and settlement) to provide geotechnical studies that determine the location of the fault trace relative to proposed improvements, the feasibility of the proposed design, level of risk associated with potential geologic hazards, and appropriate mitigation projects.
Action Number P-9
Year Initiated /
Anticipated Year of
Initiation
2028 Prioritization Score 30/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4 Hazard(s) Mitigated Earthquake, Landslide Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency /
Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost Medium
Potential Funding Source Private/Non-Profit Funds, BRIC, HMGP
If Other, you must identify
a funding source. N/A
Please provide further
detail on Potential Funding
Source.
Developer Funds
Implementation Priority High Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 41
Mitigation
Action
Ensure that during project design and review, existing and new structures are designed to protect people and property from seismic hazards.
Action Number P-10
Year Initiated /
Anticipated Year
of Initiation
2026 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3 Hazard(s) Mitigated Earthquake, Landslide Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Low
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost Medium
Potential Funding Source Local Budgeted Funds
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
General Fund (Staff Time)
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 42
Mitigation
Action
Monitor slope conditions in areas of concern to evaluate future risk. If slope stability appears threatened or otherwise at risk of failure, document a response plan, schedule, and funding source.
Action Number P-11
Year Initiated /
Anticipated Year
of Initiation
2028 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 3 Hazard(s) Mitigated Earthquake, Landslide Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Public Works
Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source BRIC, HMGP, CDBG, FEMA PA
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 43
Mitigation
Action
Ensure that new development and major renovations are required to submit fuel modification plans for approval from the City Fire Department or contracted fire protection agency.
Action Number P-12
Year Initiated /
Anticipated Year
of Initiation
2027 Prioritization Score 30/40
Goal(s) / Objective(s) Addressed Goals: 1, 2, 3, 4 Hazard(s) Mitigated Wildfire Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency
/ Organization
(If applicable)
Contra Costa Fire Protection District
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source BRIC, HMGP
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 44
Mitigation
Action
Implement policy requirements for adequate buffer distances (based on recommendations and requirements of the Bay Area Air Quality Management District California Environmental Quality Act Air Quality Guidelines) or filters or other equipment/solutions to reduce the potential exposure to acceptable levels when new development is expected to be a source of pollution, or when odors are proposed near residences or other sensitive receptors.
Action Number P-13
Year Initiated /
Anticipated Year
of Initiation
2029 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 4 Hazard(s) Mitigated Climate Change Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source BRIC, HMGP, CDBG
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 45
Mitigation
Action
Support efforts by the Bay Area Air Quality Management District (BAAQMD) to improve air quality in impacted communities both within and adjoining the City. Mitigation efforts include, but are not limited to, monitoring local air quality and identifying main pollution sources.
Action Number P-14
Year Initiated /
Anticipated Year
of Initiation
2028 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 4 Hazard(s) Mitigated Climate Change, Severe Weather, Wildfire Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) High
Lead Agency / Organization City of Pinole Public Works
Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source BRIC, CDBG
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
N/A
Implementation Priority Medium Integration Ideas
(Optional)
2024 Hazard Mitigation Plan
Contra Costa County, California
City of Pinole Annex 46
Mitigation
Action
Create a model for large employers in the City to reduce single occupant vehicle trips, support the use of alternative fuels, and encourage alternative modes of transportation. Such programs could include, but are not limited to:
• Creating rideshare/carpooling incentives for employees who commute together. • Replacing City owned vehicles with alternative fuel vehicles. • Ensuring that necessary infrastructure is in place (e.g., showers, bike racks, electric charging stations, shared automobile leasing stations) and available for employees and visitors who rely on such facilities to support alternative modes of transportation.
Action Number P-15
Year Initiated /
Anticipated Year
of Initiation
2026 Prioritization Score 29/40
Goal(s) / Objective(s) Addressed Goals: 1, 3, 4 Hazard(s) Mitigated Climate Change, Sea Level Rise, Severe Weather
Project Status New If Deleted/No Longer
Needed, provide reason. N/A
Benefits
(Loss Avoided) Medium
Lead Agency / Organization City of Pinole Community
Development Department
Supporting Agency
/ Organization
(If applicable)
N/A
Additional Participating
Jurisdictions (If applicable)
N/A
Project Duration Ongoing Estimated Cost High
Potential Funding Source Private/Non-Profit Funds, HMGP, CDBG
If Other, you must
identify a funding source. N/A
Please provide further
detail on Potential
Funding Source.
Developers Improvements/Funds
Implementation Priority Medium Integration Ideas
(Optional)