Agenda packet — Pinole City Council, June 3, 2025 (part 3 of 5)

Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - ADMINISTRATION & ENGINEERING - 341

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salary & Wages - 401 464,788 581,218 405,136 801,377 797,851 (3,526) 0% Overtime - 402 4,195 189 228 87 87 - 0%
Employee Benefits - 410 171,162 176,635 151,167 249,444 269,526 20,082 7% Total Salary & Benefits 640,145 758,042 556,531 1,050,908 1,067,464 16,556 2% Services and Supplies
Professional & Administrative Services - 42 92,172 301,594 38,653 59,125 59,125 - 0% Materials & Supplies - 44 32 147 - - - - 0%
Total Services and Supplies 92,204 301,741 38,653 59,125 59,125 - 0% Capital Outlay
Asset Acquisition/Improvement - 47 542 361 1,160 2,500 2,500 - 0% Total Capital Outlay 542 361 1,160 2,500 2,500 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (491,909) (588,795) (483,539) (955,503) (956,437) (934) 0% Admin Debits - 46122 7,707 10,445 - - 14,325 14,325 100% IS Charges - 46124 90,999 167,991 91,316 144,179 151,887 7,708 5% Legal Charges - 46126 25,417 23,330 19,958 8,000 8,000 - 0% General Liability Insurance - 46201 43,881 63,760 57,531 53,538 55,689 2,151 4% Total Indirect Cost Allocations (323,904) (323,270) (314,734) (749,786) (726,536) 23,250 -3% Total 408,987 736,873 281,610 362,747 402,553 39,806 10% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 10,209 19,793 5,917 225,000 75,000 (150,000) -200% Administrative Debits - 46122 60,360 44,785 59,284 154,895 144,653 (10,242) -7% Total Measure S - 2014 Fund - 106 70,569 64,578 65,201 379,895 219,653 (160,242) -73% EQUIPMENT RESERVE FUND - 160
Asset Acquisition/Improvement - 47 - 44,853 6,886 - - - 0% Total Equipment Reserve Fund - 160 - 44,853 6,886 - - - 0% GAS TAX FUND - 200
Professional & Administrative Services - 42 2,064 - - - - - 0% Asset Acquisition/Improvement - 47 2,825 - - - - - 0%
Total Gas Tax Fund - 200 4,889 - - - - - 0%
MEASURE J FUND - 215
Other Operating Expenses - 43 2,780 1,152 98 4,400 4,400 - 0% Administrative Debits - 46122 131,835 117,137 114,250 197,519 191,723 (5,796) -3% Total Measure J Fund - 215 134,615 118,289 114,348 201,919 196,123 (5,796) -3% REFUSE MANAGEMENT FUND - 213
Legal Charges - 46126 - - 2,751 - - - 0%
Total Refuse Management Fund - 213 - - 2,751 - - - 0%
127

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 25,000 $ 25,000
General engineering services $ 25,000
42107 Equipment Maintenance $ 3,000 $ 3,000
Maintenance of office equipment. $ 3,000
42201 Office Expense $ 2,500 $ 2,500
General office supplies $ 2,500
4230X Travel and Training $ 6,750 $ 6,750
Conference Registration $ 3,000
42302 Mileage Air & Hotel 3,000
42303 Meal Allowance 750
42401 Memberships $ 1,200 $ 1,200
American Public Works Association (APWA) $ 225
Professional License Renewal 975
42506 Bonds $ 175 $ 175
$ 175
42510 Software Purchase $ 18,000 $ 18,000
Beehive (40%) $ 8,000
ArcGIS 2,500
CAD+Misc 2,500
GoGov or Similar 5,000
42515 Special Events $ 2,500 $ 2,500
Coastal Cleanup $ 2,000
Dumpster Day 500
Total Professional/Administrative Services $ 59,125
47103 Furniture $ 2,500 $ 2,500
Furniture $ 2,500
Measure S-2014 Fund - 106
42101 Professional Services $ 225,000 $ 75,000
On-call consultants for capital projects $ 75,000
MEASURE J FUND - 215
4310X Utilities $ 4,400 $ 4,400
43101 Telephone $ 4,000
43103 Electricity & Power 400
128

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
GAS TAX FUND - 200
ROAD MAINTENANCE - 342

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 108,497 89,988 18,063 125,500 125,500 - 0% Other Operating Expenses - 43 205,211 244,660 174,418 181,000 181,000 - 0% Materials & Supplies - 44 2,691 1,291 920 2,000 2,000 - 0% Total Services and Supplies 316,399 335,939 193,401 308,500 308,500 - 0% Capital Outlay
Asset Acquisition/Improvement - 47* 13,587 65,036 186 1,631,082 1,935,000 303,918 16% Total Capital Outlay 13,587 65,036 186 1,631,082 1,935,000 303,918 16% Indirect Cost Allocations
Administrative Debits - 46122 188,978 220,794 170,132 255,607 260,667 5,060 2% Legal Charges - 46126 - - - 8,000 8,000 - 0%
Total Indirect Cost Allocations 188,978 220,794 170,132 263,607 268,667 5,060 2% Total 518,964 621,769 363,720 2,203,189 2,512,167 308,978 18% GENERAL FUND - 100
Salary & Wages - 401 94,380 102,940 89,043 119,737 - (119,737) #DIV/0! Overtime - 402 294 530 577 588 - (588) 0%
Employee Benefits - 410 12,027 16,406 14,874 20,488 0 (20,488) #DIV/0! Professional & Administrative Services - 42 91,819 154,626 12,238 35,800 30,000 (5,800) -19% Materials & Supplies - 44 7,284 6,001 5,800 20,000 - (20,000) #DIV/0! Asset Acquisition/Improvements - 47* 338 - 207,828 370,000 - (370,000) -100% Admin Credits - 46121 (83,951) (102,001) (86,710) (118,631) - 118,631 #DIV/0! Administrative Debits - 46122 24,574 27,929 22,737 31,115 - (31,115) #DIV/0! Legal charges - 46126 252 - - - - - 0%
General Liability Insurance - 46201 5,147 19,109 13,121 7,476 - (7,476) #DIV/0! Total General Fund 152,163 225,539 279,508 486,573 30,000 (456,573) -1522% MEASURE S 2006 - 105
Asset Acquisition/Improvement - 47 - - - 1,750,000 350,000 (1,400,000) -400% Total Measure S Fund - 105 - - - 1,750,000 350,000 (1,400,000) -400% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 - - - 50,000 - (50,000) -100% Administrative Debits - 46122 66,385 106,059 93,020 124,468 98,858 (25,610) -26% Asset Acquisition/Improvement - 47* 20,747 463,275 21,092 680,262 241,732 (438,530) -181% Total Measure S - 2014 87,133 569,334 114,112 854,730 340,590 (514,140) -151% EQUIPMENT RESERVE FUND - 160
Asset Acquisition/Improvement - 47 39,434 - 21,275 141,275 120,000 (21,275) 0% Total Equipment Reserve Fund - 160 39,434 - 21,275 141,275 120,000 (21,275) 0% Traffic Safety Fund - 205
Professional & Administrative Services - 42 - 5,685 - 35,000 35,000 - 0% Total Traffic Safety Fund - 5,685 - 35,000 35,000 - 0%
NPDES Storm Water Fund - 207
Admin Debits - 46122 - 13,681 5,511 7,974 8,081 107 1%
Total NPDES Storm Water Fund - 13,681 5,511 7,974 8,081 107 1% SOLID WASTE FUND - 214
Professional & Administrative Services - 42 22,006 21,344 12,000 60,000 60,000 - 0% Materials & Supplies - 44 1,818 - - 7,000 7,000 - 0%
Admin Debits - 46122 58,523 79,924 68,484 106,666 110,241 3,575 3% Legal Charges - 46126 11,804 7,061 - - - - 0%
Asset Acquisition/Improvement -47* 88,801 - - - - - 0%
Total Solid Waste Fund 182,952 108,328 80,484 173,666 177,241 3,575 2% MEASURE C AND J FUND - 215
Professional & Administrative Services - 42 56,899 59,494 60,611 51,899 51,899 - 0% Admin Debits - 46122 20,988 25,500 21,678 29,658 31,100 1,442 5% Asset Acquisition/Improvement - 47* 60,953 316,165 - 1,419,650 910,610 (509,040) -56% Total Measure J Fund 138,839 401,159 82,289 1,501,207 993,609 (507,598) -51% City Streets Improvements Fund - 325
Professional & Administrative Services - 42 - - - 100,000 100,000 - 0% Asset Acquisition/Improvement - 47* 182,662 234,310 55,064 3,587,304 2,807,583 (779,721) -28% Total City Streets Improvements 182,662 234,310 55,064 3,687,304 2,907,583 (779,721) -27% Arterial Streets Rehabilitation Fund - 377
Asset Acquisition/Improvement - 47* 80,213 8,066 - 895,000 560,960 (334,040) -60% Total Arterial Streets Rehab Fund 80,213 8,066 - 895,000 560,960 (334,040) -60% *See CIP
Growth Impact Fund - 276
Asset Acquisition/Improvement - 47* - - - - 100,000 100,000 100% Total Growth Impact Fund - - - - 100,000 100,000 100%
129

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
MEASURE I FUND - 107
Salary & Wages - 401 - - - - 124,975 124,975 100%
Overtime - 402 - - - - 588 588 100%
Employee Benefits - 410 - - - - 21,568 21,568 100%
Professional & Administrative Services - 42 - - - - 10,800 10,800 100% Materials & Supplies - 44 - - - - 20,000 20,000 100%
Admin Credits - 46121 - - - - (93,219) (93,219) 100%
Administrative Debits - 46122 - - - - 49,804 49,804 100% Asset Acquisition/Improvement - 47* - - - - 40,000 40,000 100% General Liability Insurance - 46201 - - - - 8,236 8,236 100% Total General Fund - - - - 182,752 182,752 100%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 101,000 $ 101,000
Audit Services $ 1,000
General engineering survey contract 10,000
Professional engineering support 20,000
Traffic and signal maintenance 70,000
42108 Maintenance Structure/Imp $ 20,000 $ 20,000
Hardware supplies and median maintenance $ 20,000
42514 Special Department Expense $ 4,500 $ 4,500
CCTA congestion management plan administration $ 4,500
Pinole's share of CTA Congestion Management Plan administrative costs.

Total Professional/Administrative Services $ 125,500
4310X Utilities $ 181,000 $ 181,000
Electricity costs for street lights, traffic lights and controls Electricity & Gas (PG&E) $ 180,000
EBMUD median irrigation 1,000
44301 Fuel $ 2,000 $ 2,000
Fuel $ 2,000
47205 Improvements/Streets $ 1,631,082 $ 1,935,000
Pothole Repair Program $ 40,000
Roadway Stripping Program 15,000
RO2102 Tennent Ave. Rehabilitation 380,000
RO2301 Roadway Rehabilitation 1,500,000
General Fund 100
42101 Professional Services $ 25,000 $ 30,000
IN2106 Active Transportation Plan $ 30,000
42107 Equipment Maintenance $ 8,000 $ -
Equipment Maintenance $ -
42514 Special Department Expense $ 2,800 $ -
Special department expense $ -
44306 Maintenance Supplies $ 20,000 $ -
Maintenance Supplies $ -
47205 Improvements/Streets $ 370,000 $ -
RO2107 Brand St. Improvements $ -
Street Improvements -
MEASURE S - 2006 FUND - 105
47205 Street Improvements $ 1,750,000 $ 350,000
RO2401 Road Maintenance Reparis $ 350,000
130

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
MEASURE S - 2014 FUND - 106
42108 Maintenance Structure/Imp $ 50,000 $ -
Pedestrian Bridge inspections & Maintenance (carryover) - 47204 Improvements/Sidewalk $ 20,000 $ -
Sidewalk Improvements $ -
47205 Improvements/Streets $ 660,262 $ 241,732
RO1710 San Pablo Ave. Bridge Replacement $ 241,732
Traffic Sign Replacement -
TRAFFIC SAFETY FUND - 205
42101 Professional Services $ 35,000 $ 35,000
Speed Survey $ 35,000
SOLID WASTE FUND - 214
42101 Professional Services $ 16,450 $ 16,450
Professional Services $ 16,450
42514 Special Department Expense $ 43,550 $ 43,550
Patch paving materials $ 43,550
44306 Maintenance Supplies $ 7,000 $ 7,000
SB1383 OWR1 grant supplies $ 7,000
MEASURE J FUND - 215
42401 Memberships $ 51,899 $ 51,899
WCCTAC Dues $ 51,899
47204 Improvements/Sidewalks $ 12,031 $ 12,031
Sidewalk Maintenance Program $ 12,031
47205 Improvements/Streets $ 1,407,619 $ 898,579
Miscellaneous Roadway Repair $ 15,000
RO1710 San Pablo Ave. Bridge Replacement 133,579
RO2301 Road Rehabilitation 750,000
Road Maintenance Fund - 325
42101 Professional Services $ 100,000 $ 100,000
IN2105 Appian Way Complete Streets Project 100,000
47205 Improvements/Streets $ 3,587,304 $ 2,807,583
RO1710 San Pablo Ave Bridge over BNSF $ 1,540,583
RO2102 Tennent Ave. Rehabilitation 267,000
RO2402 Sidewalk Rehab. Program 200,000
RO2501 Accessibility Improvements Project 150,000
RO2504 Pavement Marking and Signange Upgrades 100,000
RO2505 Safe Routes to Schools 100,000
RO2506 Traffic Calming Program 200,000
RO2507 ADA Transition Plan Update 250,000
Arterial Streets Rehabilitation Fund - 377
47205 Improvements/Streets $ 895,000 $ 560,960
RO2301 Safety Improvements on Arterial Roadways $ 110,960 RO2502 Pinole Signals Upgrade 200,000
RO2503 City Streetlights Upgrade 250,000
Growth Impact Fund - 276
47205 Improvements/Streets $ - $ 100,000
RO2303 Pinole Smart Signals $ 100,000
Measure I Fund - 107
42107 Equipment Maintenance $ - $ 8,000
Equipment Maintenance $ 8,000
42514 Special Department Expense $ - $ 2,800
Special department expense $ 2,800
44306 Maintenance Supplies $ - $ 20,000
Maintenance Supplies $ 20,000
4720x Improvements $ - $ 40,000
47204-Sidewalk Improvements $ 20,000
47205-Traffic Sign Replacement 20,000
131

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - FACILITY MAINTENANCE - 343

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 662,614 707,567 595,546 750,043 764,739 14,696 2% Overtime - 402 20,069 22,890 36,984 495 495 - 0%
Employee Benefits - 410 432,272 462,431 408,973 501,946 555,194 53,248 10% Total Salary & Benefits 1,114,955 1,192,888 1,041,502 1,252,484 1,320,428 67,944 5% Services and Supplies
Professional & Administrative Services - 42 176,916 170,687 129,773 419,700 166,700 (253,000) -152% Other Operating Expenses - 43 40,616 53,507 38,576 44,000 53,000 9,000 17% Materials & Supplies - 44 71,188 81,153 40,846 73,200 73,200 - 0% Total Services and Supplies 288,720 305,347 209,195 536,900 292,900 (244,000) -83% Capital Outlay
Asset Acquisition/Improvement - 47* 2,119 27,213 7,127 12,000 12,000 - 0% Total Capital Outlay 2,119 27,213 7,127 12,000 12,000 - 0% Indirect Cost Allocations
Administrative Credits - 46121 (801,732) (823,661) (708,185) (921,066) (963,768) (42,702) 4% Legal Charges 46126 496 165 132 - - - 0%
General Liability Insurance - 46201 46,328 58,187 53,775 49,602 53,770 4,168 8% Total Indirect Cost Allocations (754,908) (765,309) (654,278) (871,464) (909,998) (38,534) 4% Total 650,885 760,139 603,547 929,920 715,330 (214,590) -30% MEASURE S -2006 FUND - 105
Asset Acquisition/Improvement -47 - - - 1,530,000 - (1,530,000) -100% Total Mesure S - 2006 Fund - - - 1,530,000 - (1,530,000) -100% MEASURE S - 2014 FUND - 106
Professional & Administrative Services - 42 - 86,149 6,902 0 0 - 0% Administrative Debits - 46122 135,129 66,613 73,637 93,663 99,260 5,597 6% Asset Acquisition/Improvement - 47* 94,601 261,033 22,854 1,805,000 75,000 (1,730,000) -2307% Total Measure S - 2014 Fund 229,730 413,795 103,392 1,898,663 174,260 (1,724,403) -990% RESTRICTED REAL ESTATE MAINTENANCE FUND - 201
Professional & Administrative Services - 42 7,787 7,238 7,962 10,000 10,000 - 0% Other Operating Expenses - 43 9,323 7,570 4,559 11,000 11,000 - 0% Legal Charges - 46126 - - - 5,000 5,000 - 0%
Total Restricted Real Estate Maint. 17,110 14,808 12,522 26,000 26,000 - 0% MEASURE J FUND - 215
Legal Charges - 46126 - - - 2,000 2,000 - 0%
Total Measure J Fund - 215 - - - 2,000 2,000 - 0%
GROWTH IMPACT FUND - 276
Asset Acquisition/Improvement - 47 - - 10,357 700,000 1,236,000 536,000 43% Total Growth Impact Fund 276 - - 10,357 700,000 1,236,000 536,000 43% PUBLIC FACILITIES FUND - 324
Asset Acquisition/Improvement - 47 - - - 60,000 502,000 442,000 88% Total Public Facilities Fund - - - 60,000 502,000 442,000 0% *See CIP
132

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 263,500 $ 3,500
EBRCSA Professional Support $ 3,500
IN2101 Emergency Power for critical Facilities 0
IN2103 Recycled Water Feasibility 0
42107 Equipment Maintenance $ 40,000 $ 40,000
Vehicle maintenance and repair $ 40,000
42108 Maintenance/Structure Imp $ 87,000 $ 87,000
City Hall improvements to planting/landscaping $ 20,000 Elevator maintenance 800
Heating and air repair 16,000
Janitorial service and supplies 13,000
Landscape maintenance 3,000
Lighting supplies 500
Memorial Hall Maint.e, Pest Control & Sanitary Supplies (moved from Comm 11,000 Misc. hardware and maintenance 1,000
Pest control and weed control 10,700
Public facilities deferred maintenance 11,000
42201 Office Expense $ 3,000 $ 5,000
$ 5,000
4230X Travel and Training $ 11,750 $ 16,750
Technical training $ 15,000
Mileage, Air & Hotel 1,500
Meal Allowance 250
42401 Memberships $ 750 $ 750
M.S.A. (Maintenance Superintendents Association) $ 750
42511 Equipment Rental $ 10,000 $ 10,000
This is used to rent infrequently used equipment. $ 10,000 42513 Rent $ 2,700 $ 2,700
Tennent Ave Parking lot. 401-142-012 (AT&T) $ 2,700
42514 Special Department Expense $ 1,000 $ 1,000
$ 1,000
Total Professional/Administrative Services $ 166,700
4310X Utilities $ 40,000 $ 49,000
Gas/Electricity $ 34,500
Memorial Hall Electricity (moved from Comm Svcs.) 500
Water 11,500
Memorial Hall Water (moved from Comm Svcs.) 2,500
43201 Property Tax $ 4,000 $ 4,000
44301 Fuel $ 8,200 $ 8,200
44306 Maintenance Supplies $ 45,000 $ 45,000
44410 Safety Clothing $ 20,000 $ 20,000
The worker classifications in this division are supplied: $ 20,000 Uniforms, coveralls, and foul weather gear
47101 Equipment $ 12,000 $ 12,000
Miscellaneous Equipment $ 12,000
$ -
133

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
MEASURE S - 2014 FUND - 105
47201 Improvements $ 1,530,000 $ -
FA1901 Senior Center Auxiliary Parking Lot $ -
MEASURE S - 2014 FUND - 106
47201 Improvements/Building $ 1,805,000 $ 75,000
FA1702 Citywide Roof Repairs and Replacement $ -
FA2302 Plum St. Parking Lot Improvements -
FA2501 Zero-Emission Vehicle/EV Charging Infrastructure 75,000 RESTRICTED REAL ESTATE MAINTENANCE FUND - 201
42108 Maintenance/Structure Imp $ 10,000 $ 10,000
Materials to maintain facilities owned by the $ 10,000
former Redevelopment Agency.
4310X Utilities $ 11,000 $ 11,000
Gas/Electricity $ 5,000
Water 6,000
MEASURE J FUND - 215
47202 Improvements/Landscape-Medians $ 2,000 $ 2,000
Sign Replacement Program $ 2,000
GROWTH IMPACT FUND - 276
47201 Improvements/Building $ 700,000 $ 1,236,000
FA2401 Tiny Tots Flooring and Painting $ 100,000
FA1702 Citywide Roof Repairs and Replacement 238,000
FA1703 City Hall Modernization 400,000
FA2202 Senior Center Modernization 148,000
FA2502 Upgrade of City Pools 350,000
PUBLIC FACILITIES FUND - 324
47201 Improvements/Building $ 60,000 $ 502,000
FA1702 Citywide Roof Repairs and Replacement $ 362,000
FA2302 Plum St. Parking Lot Improvements 140,000
134

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
STORM WATER FUND - 207
PUBLIC WORKS - National Pollution Discharge Elimination Systems (NPDES) STORM WATER - 344

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 15,000 $ 15,000
Contract support for Clean Water and NPDES $ 5,000
Support for MRP 3.0 10,000
42107 Equipment Maintenance $ 20,000 $ 20,000
Storm drain, trash capture, street sweeper $ 20,000
42108 Building Structure Maintenance $ 15,000 $ 15,000
Trash capture devices $ 5,000
Lumber and supplies 10,000
4220X Office Expenses $ 1,000 $ 1,000
42201 Miscellaneous office expenses $ 500
42202 Printing and Binding 500
42514 Special Departmental Expense $ 20,000 $ 20,000
Storm Event Sand Pile $ 8,000
NPDES Annual Permit 12,000
Total Professional/Administrative Services $ 71,000
135

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
44301 Fuel $ 8,000 $ 8,000
44410 Safety Clothing $ 800 $ 800
MEASURE S-2014 FUND - 106
42101 Professional Services $ 150,000 $ 273,937
IN1703 Storm Drainage Master Plan $ 273,937
47206 Improvements/Storm Drains $ 1,300,000 $ 270,000
SW2401 Storm Drain Creek Discharge $ 120,000
SW2501 Stormwater Upgrade & Trash Capture 150,000
Growth Impact Fund 276
47206 Improvements/Storm Drains $ 58,000 $ -
SW1901 Hazel Street Gap Closure (sunnyview) $ -
136

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
GENERAL FUND - 100
PUBLIC WORKS - PARK MAINTENANCE - 345

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru MarRevised Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 81,679 123,406 111,354 134,000 - (134,000) -100% Other Operating Expenses - 43 103,109 102,495 77,872 106,656 - (106,656) -100% Materials & Supplies - 44 14,013 23,665 22,201 500 - (500) 0% Total Services and Supplies 198,801 249,566 211,427 241,156 - (241,156) -100% Capital Outlay
Asset Acquisition/Improvement - 47* - 1,283 5,101 - - - 0% Total Capital Outlay - 1,283 5,101 - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 92,834 107,958 89,046 115,304 - (115,304) -100% Legal Charges - 46126 186 - - - - - 0%
Total Indirect Cost Allocations 93,020 107,958 89,046 115,304 - (115,304) -100% Total 291,821 358,808 305,574 356,460 - (356,460) -100% MEASURE S-2014 FUND - 106
Professional & Administrative Services - 42 - - 2,979 - - - 0% Legal Services - 46126 - 78,967 - - - - 0%
Asset Acquisition/Improvement - 47* 266,143 437,097 21,920 260,000 110,000 (150,000) -136% Total Measure S-2014 Fund - 106 266,143 516,063 24,899 260,000 110,000 (150,000) -136% Solid Waste Fund - 214
Asset Acquisition/Improvement - 47* 13,001 - - - - - 0% Total Solid Waste Fund - 214 13,001 - - - - - 0%
Growth Impact Fund - 276
Asset Acquisition/Improvement - 47 - - - 265,000 1,100,000 835,000 76% Total Growth Impact Fund - - - 265,000 1,100,000 835,000 76% PV PARK CARETAKER FUND - 317
Salaries & Wages - 401 - - - 11,960 11,960 - 0%
Employee Benefits - 410 - - - 1,689 1,686 (3) 0%
Other Operating Expenses -43 - - - 503 503 - 0%
General Liability Insurance - 46201 - - - 790 840 50 6% Total PV Park Caretaker Fund - 317 - - - 14,942 14,989 47 0% Public Facilities Fund - 324
Asset Acquisition/Improvement - 47 - - - 10,000 - (10,000) -100% Total Public Facilities Fund - 324 - - - 10,000 - (10,000) -100% Park Grants (Measure WW) - 327
Asset Acquisition/Improvement - 47* 193,383 183 - - - - 0% Total Park Grants Fund - 327 193,383 183 - - - - 0%
*See CIP
EQUIPMENT RESERVE FUND - 160
Asset Acquisition/Improvement - 47 - 13,099 69,950 80,000 80,000 - 0% Total Equipment Reserve Fund - 160 - 13,099 69,950 80,000 80,000 - 0% MEASURE I FUND - 107
Professional & Administrative Services - 42 - - - - 134,000 134,000 0% Other Operating Expenses - 43 - - - - 103,156 103,156 100% Materials & Supplies - 44 - - - - 500 500 0%
Administrative Debits - 46122 - - - - 118,600 118,600 100% Total Measure I Fund - 107 - - - - 356,256 356,256 100% 137

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42107 Equipment Maintenance $ 7,500 $ - *
Off road equipment maintenance $ -
42108 Maintenance/Structure Imp 120,500$ $ - *
Park Maintenance $ -
Tennis Court Maintenance 0
42401 Memberships $ 1,000 $ - *
CAPCA (California Agricultural Production $ -
42511 Equipment Rental $ 5,000 $ - *
Cost to rent infrequently used equipment. $ -
Total Professional/Administrative Services $ -
4310X Utilities 106,500$ $ - *
Gas/Electricity $ -
Water 0
43201 Property Tax $ 156 $ - *
44301 Fuel $ 500 $ - *
*Expenditures moved to Measure I fund 107 commencing FY2025/26 MEASURE S-2014 FUND - 106
47103 FF&E/Furniture $ 5,000 $ 5,000
Annual Bench/Table repairs & Replacement $ 5,000
47203 Improvements/Parks 255,000$ $ 105,000
Annual Resod at two parks $ 10,000
Public Tree Maintenance 45,000
Replace Chips/Rubber Matting at various Parks 50,000
Growth Impact Fund - 276
47203 Improvements/Parks 265,000$ $ 1,100,000
Dog Park Renovations $ 20,000
PA1901 Pinole Valley Park Soccer Field 250,000
PA2401 Fernandez Park Improvements 480,000
PA2501 Improvements to City Parks 200,000
Park Lighting Project 50,000
PVP West/Savage Field 100,000
Public Facilities Fund - 324
47203 Improvements/Parks $ 10,000 $ -
Annual Building Maintenance program $ -

Equipment Reserve Fund -160
47104 Vehicles $ 80,000 $ 80,000
Replace 2 vehicles per year $ 30,000
Replace heavy equipment reserve 50,000
Measure I Fund - 107
42107 Equipment Maintenance $ - $ 7,500 *
Off road equipment maintenance $ 7,500
42108 Maintenance/Structure Imp $ - $ 120,500 *
Park Maintenance $ 120,000
Tennis Court Maintenance 500
42401 Memberships $ - $ 1,000 *
CAPCA (California Agricultural Production $ 370
Consultants Association)
P.A.P.A. (Pest Applicators Association) 30
Other memberships 600
42511 Equipment Rental $ - $ 5,000 *
Cost to rent infrequently used equipment. $ 5,000
Total Professional/Administrative Services $ 134,000
4310X Utilities $ - $ 103,000 *
Gas/Electricity $ 5,000
Tennis Ct. Gas/Electricity (moved from Comm Svcs.) 3,000 Water 94,500
Tennis Ct. Water (moved from Comm Svcs.) 500
43201 Property Tax $ - $ 156 *
44301 Fuel $ - $ 500 *
*Moved from the general fund commencing FY2025/26.
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
AB 939 REFUSE MANAGEMENT FUND - 213
WASTE REDUCTION - 346

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 - - - 22,500 22,500 - 0% Total Services and Supplies - - - 22,500 22,500 - 0%
Indirect Cost Allocations
Administrative Debits - 46122 122,104 131,547 101,484 162,102 164,710 2,608 2% Legal Services - 46126 - - - 2,500 2,500 - 0%
Total Indirect Cost Allocations 122,104 131,547 101,484 164,602 167,210 2,608 2% Transfers Out - 49901 - - - - - - 0%
Total 122,104 131,547 101,484 187,102 189,710 2,608 1%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 10,000 $ 10,000
Consulting Services $ 10,000
42514 Special Department Expense $ 12,500 $ 12,500
Litter pick up services $ 12,500
139

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
LIGHTING & LANDSCAPE DISTRICTS FUND - 310
PUBLIC WORKS - ZONE A, PINOLE VALLEY ROAD NORTH - 347
PUBLIC WORKS - ZONE B, PINOLE VALLEY ROAD SOUTH - 348

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 18,000 $ 18,000
Contra Costa County traffic signal maintenance - Zone A $ 10,000 Cal Trans traffic signal maintenance - Zone A 2,000
Contra Costa County traffic signal maintenance - Zone B 5,000 Cal Trans traffic signal maintenance - Zone B 1,000
42108 Maintenance Structures/Imp $ 38,500 $ 38,500
Caltrans Traffic Signal Maintenance - Zone A 3,000
Contra Costa county Public Works Traffic Signal - Zone A 8,000 Labor, materials and equipment for maintenance - Zone A 1,000 Pacific Site Management - Zone A 1,500
Caltrans Traffic Signal Maintenance - Zone B 3,500
Contra Costa county Public Works Traffic Signal - Zone B 5,500 Labor, materials and equipment for maintenance - Zone B 15,000 Pacific Site Management - Zone B 1,000
Total Professional/Administrative Services $ 56,500
4310X Utilities $ 16,695 $ 16,695
Water (EBMUD) - Zone A $ 3,800
Electricity & Power - Zone A 4,765
Water (EBMUD) - Zone B 2,800
Electricity & Power - Zone B 5,330
47202 Kaiser Medians $ 5,720 $ 5,720
Capital Replacement Fund- Zone A $ 2,600
PG&E Street and highway lighting - Zone B $ 3,120
140

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
SEWER TREATMENT PLANT - 641

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 1,240,620 1,348,890 1,056,915 1,430,455 1,568,445 137,990 9% Overtime - 402 31,037 21,805 22,331 36,387 36,387 - 0%
Employee Benefits - 410 (300,601) 553,676 627,807 800,168 932,083 131,915 14% Total Personnel 971,056 1,924,370 1,707,053 2,267,010 2,536,915 269,905 11% Services and Supplies
Professional & Administrative Services - 42 173,599 126,332 124,644 376,814 236,814 (140,000) -59% Other Operating Expenses - 43 871,960 1,022,509 713,496 785,000 860,000 75,000 9% Materials & Supplies - 44 1,074,109 1,011,467 717,126 1,457,000 1,472,000 15,000 1% Total Services and Supplies 2,119,668 2,160,309 1,555,266 2,618,814 2,568,814 (50,000) -2% Capital Outlay
Asset Acquisition/Improvement - 47* 133,884 2,800 14,948 6,536,597 6,721,597 185,000 3% Total Capital Outlay 133,884 2,800 14,948 6,536,597 6,721,597 185,000 3% Indirect Cost Allocations
Administrative Debits - 46122 216,942 231,802 191,989 294,351 328,175 33,824 10% IS Charges - 46124 45,996 62,062 41,560 82,816 67,734 (15,082) -22% Legal Charges - 46126 - - - 15,000 15,000 - 0%
General Liability Insurance - 46201 69,389 108,914 105,098 96,941 111,665 14,724 13% Total Indirect Cost Allocations 332,327 402,777 338,647 489,108 522,574 33,466 6% Depreciation
Depreciation Expense - 47401 217,997 231,922 - - - - 0% Total Depreciation 217,997 231,922 - - - - 0%
Total 3,774,932 4,722,179 3,615,914 11,911,529 12,349,900 438,371 4% *See CIP

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 125,814 $ 45,814
PCTV quarterly subcommittee meeting 5,000
Railroad Ave. bridge right of way study 30,000
RO2102 Tennent Ave. Rehabilitation 814
Sewer rate review 10,000
42107 Equipment Maintenance $ 70,000 $ 70,000
Equipment service $ 70,000
42108 Maintenance Structure/Imp $ 78,000 $ 48,000
Janitorial services $ 10,000
Various structure refurbishment 38,000
42109 Compliance Inspections $ 35,000 $ 20,000
Public outreach materials 10,000
Sampling and analysis 10,000
42201 Office Expense $ 7,000 $ 7,000
Miscellaneous office supplies $ 7,000
4230X Travel and Training $ 31,000 $ 16,000
42301 State Certified operators training $ 5,000
42301 Class B Driver License Training 7,000
42302 Mileage, Air 3,000
42303 Meal Allowance 1,000
42401 Memberships $ 20,000 $ 20,000
Bay Area Clean Water Assoc.(BACWA) $ 12,000
Joint CWEA/WEF membership 4,000
Technical publications 4,000
141

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
42511 Equipment Rental $ 10,000 $ 10,000
$ 10,000
Total Professional/Administrative Services $ 236,814
4310X Utilities $ 785,000 $ 860,000
PG&E $ 850,000
EBMUD 10,000
Total Other Operating Expenses $ 860,000
44301 Fuel $ 20,000 $ 20,000
44302 Sludge Removal $ 300,000 $ 310,000
Digester Cleaning $ 130,000
Sludge Disposal to Landfill 180,000
44303 Chemicals $ 780,000 $ 700,000
Chemicals for Plant Operations $ 700,000
44304 Permit Fees $ 129,000 $ 129,000
BAAQMD $ 16,000
BACQA 16,000
NPDES permit fee renewal 75,000
Regional Monitoring of Metals (SFEI) 22,000
44305 Laboratory Operations $ 100,000 $ 100,000
Accelerated Chronic Toxinicy Testing $ 15,000
Laboratory supplies 85,000
44306 Maintenance Supplies $ 95,000 $ 180,000
$ 180,000
44410 Safety Clothing $ 33,000 $ 33,000
Laundry service for uniforms, safety shoes/boots, gloves, etc. $ 33,000 Total Materials and Supplies $ 1,472,000
47101 Equipment $ 485,000 $ 620,000
Depreciation- Pinole only $ 340,000
Blower Replacement $ 280,000
47104 Vehicles $ 175,000 $ 175,000
WPCP Staff Vehicle $ 50,000
Portable self priming pump 125,000
47201 Improvements/Building $ 5,770,000 $ 5,820,000
As-Built WWTP Drawings 25,000
Boiler Rehabilitation 45,000
Boiler Replacement 660,000
Centrifuge Feed Pump Replacement 50,000
Centrifuge Replacement 990,000
Digester Feed Pump Replacement 75,000
Energy Recovery Building and Admin Roof 80,000
Misc. Plant Improvements 75,000
SCADA System Upgrade 45,000
SS2002 Water Pollution Control Plant Lab Remodel 150,000 SS2101 Second Clarifier - Center Column Rehabilitation 425,000 SS2102 Air Release Valve Replacement 50,000
SS2203 Effluent Outfall Project Design 3,150,000
47205 Improvements/Street $ 106,597 $ 106,597
RO2102 Tennent Ave. Rehabilitation 106,597
142

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
SEWER COLLECTION - 642

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 285,778 307,243 191,376 313,505 297,382 (16,123) -5% Overtime - 402 7,898 8,906 9,082 2,663 2,371 (292) -12% Employee Benefits - 410 162,773 180,757 134,929 264,879 219,454 (45,425) -21% Total Personnel 456,449 496,906 335,388 581,047 519,207 (61,840) -12% Services and Supplies
Professional & Administrative Services - 42 300,267 376,941 173,500 656,650 736,650 80,000 11% Other Operating Expenses - 43 14,297 14,488 10,742 13,500 13,500 - 0% Materials & Supplies - 44 23,105 24,525 15,015 21,000 21,000 - 0% Total Services and Supplies 337,669 415,955 199,257 691,150 771,150 80,000 10% Capital Outlay
Asset Acquisition/Improvement - 47 11,806 1,729 1,605,210 22,375,000 22,375,000 - 0% Total Capital Outlay 11,806 1,729 1,605,210 22,375,000 22,375,000 - 0% Indirect Cost Allocations
Administrative Credits - 46121 (111,422) (119,817) (89,373) (145,456) (130,003) 15,453 -12% Administrative Debits - 46122 437,588 415,373 335,414 547,661 563,325 15,664 3% IS Charges - 46124 29,940 44,476 30,143 78,446 48,768 (29,678) -61% Legal Charges - 46126 - 1,433 1,572 15,000 15,000 - 0%
General Liability Insurance - 46201 23,650 21,855 22,187 20,419 20,557 138 1% Total Indirect Cost Allocations 379,756 363,319 299,942 516,070 517,647 1,577 0% Depreciation
Depreciation Expense - 474 146,498 171,020 - - - - 0%
Total Depreciation 146,498 171,020 - - - - 0%
Total 1,332,177 1,448,928 2,439,798 24,163,267 24,183,004 19,737 0% Growth Impact Fund - 276
Asset Acquisition/Improvement - 47* - - - 600,000 - (600,000) -100% Total Growth Impact Fund - 276 - - - 600,000 - (600,000) -100% MAJOR NON-PERSONNEL EXPENSE 0 0 0
FY 2024/25 FY 2025/26
42101 Professional Services $ 585,000 $ 665,000
Contractors for isolated emergency repairs $ 50,000
CCTV Large Sewer pipes 50,000
Misc. Professional Services 350,000
IN2103 Recycled Water Feasibility 80,000
Sanitary Sewer overflow mitigation 120,000
Sewer flow modeling 10,000
Wildan Assessment services 5,000
42107 Equipment Maintenance $ 20,000 $ 20,000
Vehicle maintenance and repair $ 20,000
42108 Maintenance Structure/Imp $ 2,500 $ 2,500
$ 2,500
42201 Office Expense $ 150 $ 150
Office supplies, includes reprinting of map books. $ 150 42301 Travel and Training $ 1,000 $ 1,000
Technical training programs for sewer maintenance, $ 1,000 confined space entry and street safety procedures.
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
42401 Memberships $ 1,000 $ 1,000
Joint CWEA/WEF membership $ 765
Technical publications $ 235
42510 Software Purchase $ 12,000 $ 12,000
Asset Management Software-annual license fee $ 12,000
42511 Equipment Rent $ 5,000 $ 5,000
$ 5,000
42514 Special Department Expense $ 30,000 $ 30,000
Maintenance materials (asphalt, concrete, pipe, hardware, etc.) $ 30,000 Total Professional/Administrative Services $ 736,650
4310X Utilities $ 13,500 $ 13,500
PG&E $ 9,000
EBMUD 4,500
44301 Fuel $ 8,000 $ 8,000
44304 Permit Fee $ 3,000 $ 3,000
SWRCB Permit Fee $ 3,000
44410 Safety Clothing $ 10,000 $ 10,000
Uniforms, coveralls, foul weather gear, gloves $ 10,000 47104 Vehicles $ 70,000 $ 70,000
PW Operations and Maintenance Service Truck 70,000
47201 Improvements $ 22,305,000 $ 22,305,000
SS1702 Sewer Pump Rehab $ 7,300,000
SS2201 Sanitary Sewer Rehabilitation 7,995,000
SS2402 Pinon 2 Upsizing 2,960,000
Tennent Trunk Sewer Upsize 4,050,000
Growth Impact Fund - 276
47207 Improvements/Sewer Lines $ 600,000 $ -
144

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE PLANT EXPANSION FUND - 503
SEWER PROJECTS - SHARED - 643

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Service and Supplies
Professional & Administrative Services - 42 22,294 - - - - - 0% Total Services and Supplies 22,294 - - - - - 0%
Indirect Cost Allocations
Legal Charges - 46126 4,215 - - - - - 0%
Total Indirect Cost Allocations 4,215 - - - - - 0%
Depreciation
Depreciation Expense - 47401 620,304 620,415 - - - - 0% Total Depreciation 620,304 620,415 - - - - 0%
Total 646,813 620,415 - - - - 0%
SEWER ENTERPRISE FUND - 500
Asset Acquisition/Improvement - 47 - - - 85,000 85,000 - 0% Total Sewer Enterprise Fund - 500 - - - 85,000 85,000 - 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
Sewer Enterprise Fund - 500
47104 FF&E/Vehicles $ 85,000 $ 85,000
Replace aging WWTP service Truck with EV $ 85,000
145

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Public Works
SEWER ENTERPRISE FUND - 500
WPCP / EQUIPMENT AND DEBT SERVICE (PINOLE ONLY) - 644

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Debt Service
Debt Principal - 48101 0 - 362,000 1,064,678 1,089,184 24,506 2% Debt Interest - 48102 576,372 554,419 160,834 546,890 522,008 (24,882) -5% Total Debt Service 576,372 554,420 522,834 1,611,568 1,611,192 (376) 0% Total 576,372 554,420 522,834 1,611,568 1,611,192 (376) 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
4810X Wastewater Revenue Bonds, Series 2016 $ 546,890 $ 524,568 48101 - Principal $ 374,560
48102 - Interest 150,008
4810X 2016 Clean Water State Revolving fund loan $ 1,064,678 $ 1,086,624 48101 - Principal $ 714,624
48102 - Interest 372,000
146

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development

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

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

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

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

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

The Affordable Housing Division functions include ensuring that facilities that have received City financial assistance to create affordable housing units comply with affordability agreements and investing limited City affordable housing resources to provide affordable housing units and support to the homeless. 147

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
The Economic Development Division was instituted in FY 2021/22. It coordinates with the City Manager department to create economic development strategies for the City and is responsible for carrying out those strategies.

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

FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Launched the City’s new modern permitting and licensing system, replacing the outdated platform and introducing an online citizen portal for paperless permitting in Building, Planning, Public Works, and Finance, with integrated GIS and code enforcement tools.
• Continued to develop and refine forms, policies, and procedures related to building and planning permits and code enforcement processes. • Secured a $40,000 grant to implement automated solar permitting for residential rooftop systems and launched the City’s new solar permitting software. • Initiated vendor scanning services to support the transition to a fully paperless records system.
• Refined coordination with ConFire during the transition from Pinole Fire, specifically related to building and planning permit processing. • Performed inspections and processed permits for major new residential development projects, including:
• Issued a Certificate of Occupancy for Valor Village Apartments (33 units of 100% affordable housing for veterans) at 811 San Pablo.
• Issued a Temporary Certificate of Occupancy for Vista Woods Apartments (179 units of 100% affordable housing for seniors) at 600 Roble. • Processed permits for the first phase of 154 condominium units at 2151 Appian Way (“Appian Village” project).
• Guided the issuance of 548 construction permits valued at over $14 million in the first three quarters of FY 2024/25.
• Conducted 2,001 inspections across building, electrical, mechanical, plumbing, Title-24, and accessibility disciplines for residential, commercial, and public projects during the first three quarters of FY 2024/25. • Continued implementing the GreenHalo waste tracking system, automating the verification and filing of recovery reports for 41 construction projects. • Created and staffed a limited-term Sustainability Project Manager position to lead City sustainability initiatives.
• Secured a $700,000 grant from the California Energy Commission (CEC) to support Phase 1 implementation of the City’s Climate Action and Adaptation Plan (CAAP).
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
• Secured a $7,500 Community Grant from Marin Clean Energy (MCE) to develop an express permitting system integrated with MCE programs to accelerate energy-efficiency upgrades.
• Secured a $952,000 grant from the Metropolitan Transportation Commission (MTC) to install EV charging stations at public facilities. • Secured a two-year staff capacity grant from the Partnership for the Bay’s Future to support a Housing Fellow tasked with creating an affordable housing policy guide, launching a social impact bond and rehabilitation assistance program, and redesigning and relaunching the City’s rental regulations. • Secured $650,000 in Prohousing Incentive Program funds from the State of California and began seeking matching funds to deposit $1.3 million into the Low/Moderate Affordable Housing Asset Fund.
• Partnered with the Academy of Art to produce pro-bono Public Service Announcements to improve public communication on pedestrian safety, new ordinances, and wildfire preparedness.
• Joined the Brownfields Alliance with Contra Costa County and jointly applied for an EPA Brownfields Grant.
• Collaborated with the City of Hercules to apply for SB 1 grant funding to support sea level rise preparedness, including a shoreline vulnerability assessment, data collection, and a multi-jurisdictional adaptation plan. • Continued use of a Body Worn Camera for the Code Enforcement Officer to improve transparency and support respectful public interaction. • Developed and adopted multiple Year 1 and Year 2 Housing Element programs, including Zoning Ordinance updates, the Pinole Accessible Living Program (a nocost permit program for universal design), and an ADU/JADU Amnesty Program. • Conducted annual monitoring of 322 deed-restricted low- and moderate-income housing units to ensure continued compliance with affordability restrictions. • Supported the Public Works Department with outreach and coordination for the development of the Active Transportation Plan.
• Collaborated with the Finance Department to adopt updates to Development Impact Fees.
• Supported a Planning Policy Intern to assist with Planning and Sustainability initiatives.
• Partnered with the County Sheriff’s Office of Emergency Services to adopt Pinole’s local annex of the Countywide Hazard Mitigation Plan. • Partnered with the City Manager’s Office and ConFire to adopt new Fire Hazard Severity Zone maps.
• Partnered with the County Department of Conservation and Development to launch the Pinole Energy Enhancement Rebate Program (PEER), offering local rebates for energy efficiency projects.
• Ensured compliance with tobacco retailer application requirements, including education and enforcement of flavored tobacco restrictions for all 21 retailers. • Continued partnering with the Police Department to enforce code requirements for massage establishments.
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
• Worked with the Planning Commission to create Objective Design and Development Standards, a required Housing Element program. • Worked with the Planning Commission to develop outdoor dining and parklet regulations.
• Opened 351 and closed 333 code enforcement cases, and performed 1,120 code enforcement inspections in the first three quarters of FY 2024/25. • Performed proactive seasonal weed abatement activities with support from temporary code enforcement staff.

Other Council-Directed Special Projects
• Presented an Urgency Ordinance to prohibit new/expanded Service Stations • With the City Manager’s Department, supported the development of the third year of Earth Month activities and programming
• Continued the third year of administration of the Pinole Perks Community Gift Card program, which spurs the local economy
• Adopted City’s first Climate Action and Adaptation Plan (CAAP) and began implementation of the Plan
• Adopted the City’s Single-Use Plastic Foodware and Bag Reduction Ordinance • Contracted for third-party Technical Assistance (TA) support to comply with the Single-Use Plastic Foodware and Bag Reduction Ordinance, and launched TA services to the business community
FY 2025/26 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Launch the PAL (Pinole Accessible Living) Program, offering permit fee waivers for accessibility modifications and hosting a six-part workshop series on universal design, home improvements, and financial resources to support aging in place for older adults and individuals with disabilities.
• Begin implementation of Year 3 and Year 4 6th Cycle Housing Element programs, including launching a home-match program, fast-track ADU program, in-lieu fee option for inclusionary housing, priority review process for affordable housing, rehabilitation assistance program, and hosting a fair housing and tenants’ rights workshop.
• Continue partnership with the County Department of Conservation and Development to issue Pinole Energy Enhancement Rebates, funded through the California Energy Commission grant.
• Administer and expand the Pinole Perks Community Gift Card program to support local independent businesses and explore opportunities to grow its reach and impact.
• Support downtown activation efforts under Major Initiative 5 of the Economic Development Strategy by sponsoring business-led Night Markets, First Fridays, and other arts and culture events at Community Corner.
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
• Advance implementation of the Climate Action and Adaptation Plan (CAAP) by adopting reach codes for electrification, two-way AC requirements, stricter energy standards, and a long-term natural gas phase-out plan.
• Develop and launch public engagement on a proposed permanent ordinance to prohibit new or expanded service stations in the City.
• Continue supporting the Housing Fellow under a capacity grant, focused on developing an affordable housing policy guide, launching a social impact bond, supporting a rehabilitation assistance program, and redesigning and implementing rental regulations.
• Pursue additional grant funding to support implementation of the Economic Development Strategy and the Climate Action and Adaptation Plan. • Perform inspections and process building permits for major developments, including Appian Village (154 market-rate and affordable condominiums), Pinole Vista (223 market-rate and affordable apartments), and Pinole Shores II (a 120,000-square-foot industrial building).
• Update Title 8 of the Pinole Municipal Code to reflect the 2025 Triennial Edition of the California Building Standards Code (Title 24) and any local amendments, by December 31, 2025.
• Continue education and outreach on the Single-Use Plastics Ordinance and begin formal enforcement efforts.
• Engage two summer interns—a Housing Policy & Engagement Intern and an ADU Policy & Implementation Intern—to assist with Housing Element Programs 2, 3, 4, and 8.
• Conduct community outreach and adopt both an updated Safety Element and a new Health and Environmental Justice Element of the General Plan. • Recruit and hire an Associate Planner to increase in-house staffing capacity and reduce reliance on part-time contract staff, promoting more efficient use of City resources.
• Establish and hire a Sustainability Coordinator position to lead implementation of the Climate Action and Adaptation Plan, the Single-Use Plastics Ordinance, the Active Transportation Plan, and the rollout of the Environmentally Preferable Purchasing Policy, among other initiatives.
• Recruit and hire a Building Inspector I to expand Building Division capacity for rental housing inspections, substandard housing enforcement, and weed abatement, reducing reliance on contract services.
• Continue working with the new owner of Pinole Square (Tara Hills Safeway) to expedite redevelopment of the site.
• Collaborate with the Planning Commission to prepare and present regulations for outdoor dining and parklets for City Council consideration. • Complete adoption of Objective Design and Development Standards, as required under the Housing Element.
• Continue evaluating updates to the General Plan, Specific Plan, Zoning Ordinance, and the Old Town Design Guidelines.
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
• Implement improvements to the Residential Rental Housing Inspection Program to enhance tracking, compliance, and efficiency.
• Complete the sale and transfer of the Affordable Housing Fund and Redevelopment Successor Agency surplus properties.
• Collaborate with the Community Services Department to develop a public art and mural program to enhance community identity.
• Foster a supportive and inviting climate for doing business in Pinole.

Strategic Plan Strategies
• Implement year two and year three activities of the Economic Development Strategy
• Evaluate the need to update the General Plan and Three Corridors Specific Plan Environmental Impact Report so that high-density residential projects could utilize the EIR for project-specific environmental clearances, which would encourage streamlining the rehabilitation and reuse of undeveloped or under-developed properties
Other Council-Directed Special Projects
• Complete research on options for just cause eviction regulations • Implement a City of Pinole job fair
• Recommend options for Old Town wayfinding signage
• Conduct an electric vehicle (EV) charging station feasibility study Significant Special Projects for FY 2026/27 through FY 2029/30 • Continue to make progress on Year 4 and Year 5 Housing Element programs • Continue to make progress on Year 4 and Year 5 Economic Development Strategy action items
• Monitor the need, if applicable, to update the entire General Plan and Three Corridors Specific Plan
• Seek grant opportunities to help Pinole create a stronger “sense of place” • Conclude repayment of outstanding Redevelopment Successor Agency bond obligations
• Close-out the operations of the Redevelopment Successor Agency following payment of all obligations
Major Changes in FY 2025/26 Budget
The Community Development Department budget for FY 2025/26 includes some changes relative to the FY 2024/25 budget. FY 2023/24 and FY 2024/24 was a year of finding stability in the Department following the restructuring in FY 2022/23. The restructuring served to develop efficient and thoughtful succession planning retention strategies, bring 152

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
formerly contracted out inspection services in-house and fill vacancies. The focus in FY 2025/26 will be to continue to increase staffing in order to carry out the workload assigned to Community Development, and continue to nurture stability, collegiality, and teamwork with coworkers, internal and external customers.

Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
Community Development Director 1.00 1.00 1.00 1.00 1.00 Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 0.00 0.00 0.00 0.00
Building Official 0.00 1.00 1.00 1.00 1.00
Building Inspector 1.00 0.00 0.00 0.00 0.00
Building Inspector I/II 0.00 1.00 1.00 1.00 1.00
Code Enforcement Officer 1.00 0.00 0.00 0.00 0.00
Code Enforcement Officer I/II 0.00 1.00 1.00 1.00 1.00
Permit Technician 2.00 0.00 0.00 0.00 0.00
Permit Technician I/II/III 0.00 2.00 2.00 2.00 2.00
Administrative Coordinator (shared
with Public Works) 0.00 0.50 0.50 0.00 0.00
Associate Planner 0.00 0.00 0.00 1.00 1.00
Sustainability Coordinator 0.00 0.00 0.00 0.00 1.00
Total 7.00 7.50 7.50 8.00 9.00
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development

COMMUNITY DEVELOPMENT BUDGET SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 398,605 537,007 362,933 513,288 581,322 68,034 12% Measure S 2014 - 106 - 10,000 29,039 87,050 20,000 (67,050) -335% Equipment Reserve Fund - 160 - - 47,744 52,744 5,000 (47,744) -955% Building and Planning - 212 2,210,300 2,278,545 1,425,401 2,143,158 2,730,807 587,649 22% CASp Certification and Training Fund - 226 - 1,040 398 - - - 0% Housing Assets for Resale - 285 609,107 137,350 144,250 323,243 342,961 19,718 6% Recognized Obligation Retirement Fund - 750 324,147 205,481 13,141 - - - 0% Total 3,542,159 3,169,424 2,022,905 3,119,483 3,680,091 560,608 15%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 611,429 919,836 778,581 991,338 1,222,002 230,664 19% Overtime - 402 4,775 16,876 2,120 13,063 34,605 21,542 62% Employee Benefits - 410 287,854 410,727 373,348 398,271 589,636 191,365 32% Total Personnel 904,058 1,347,439 1,154,050 1,402,672 1,846,243 443,571 24% Services and Supplies
Professional & Administrative Services - 42 1,521,154 952,852 465,889 1,190,728 1,280,578 89,850 7% Other Operating Expenses - 43 9,672 11,391 7,116 8,150 8,150 - 0% Materials & Supplies - 44 1,563 2,810 532 7,333 6,198 (1,135) -18% Total Services and Supplies 1,532,389 967,053 473,537 1,206,211 1,294,926 88,715 7% Capital Outlay
Asset Acquisition/Improvement - 47 396,061 2,456 48,293 58,244 32,000 (26,244) -82% Total Capital Outlay 396,061 2,456 48,293 58,244 32,000 (26,244) 0% Indirect Cost Allocations
Administrative Credits - 46 (257,229) (357,076) (311,755) (381,805) (450,054) (68,249) 15% Administrative Debits - 46 533,309 609,873 378,513 500,127 579,806 79,679 14% IS Charges - 46 145,013 393,936 174,868 187,655 218,927 31,272 14% Legal Charges - 46 229,874 121,806 34,095 80,000 70,000 (10,000) -14% General Liability Insurance - 46 58,684 83,938 71,304 66,379 88,243 21,864 25% Total Indirect Cost Allocations 709,651 852,477 347,025 452,356 506,922 54,566 11% Total 3,542,159 3,169,424 2,022,905 3,119,483 3,680,091 560,608 15%

EXPENDITURES BY PROGRAM
Development Services Planning - 461 1,213,389 1,019,067 585,899 895,693 1,328,034 437,342 33% Development Services Building - 462 1,113,151 1,327,457 936,107 1,364,733 1,477,853 113,120 8% Successor Agency to the Pinole Redevelopment -
463 324,147 205,481 13,141 - - - 0%
Housing Administration - 464 558,818 80,662 104,136 275,867 285,268 9,401 3% Code Enforcement - 465 226,172 260,334 297,466 372,187 412,975 40,788 10% Economic Development - 466 106,482 276,424 86,155 211,003 175,960 (35,043) -20% Total 3,542,159 3,169,424 2,022,905 3,119,483 3,680,091 560,608 15% 154

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
BUILDING & PLANNING FUND - 212
DEVELOPMENT SERVICES - PLANNING - 461

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to
Rev
Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 356,239 390,297 298,149 418,189 620,317 202,128 33% Employee Benefits - 410 195,878 220,962 199,710 191,931 363,153 171,222 47% Total Salary & Benefits 552,117 611,259 497,859 610,120 983,470 373,350 38% Services and Supplies
Professional & Administrative Services - 42 692,470 437,968 211,189 406,232 516,944 110,712 21% Other Operating Expenses - 43 2,220 2,615 1,633 1,550 1,550 - 0% Materials & Supplies - 44 831 2,055 195 1,500 1,000 (500) -50% Total Services and Supplies 695,521 442,638 213,018 409,282 519,494 110,212 21% Capital Outlay
Asset Acquisition/Improvement - 47 - - - 2,000 2,000 - 0% Total Capital Outlay - - - 2,000 2,000 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (205,724) (285,047) (267,411) (320,398) (385,357) (64,959) 17% Administrative Debits - 46122 - 58,033 44,344 61,407 64,697 3,290 5% IS Charges - 46124 (2,601) 38,473 10,837 11,121 5,116 (6,005) -117% Legal Charges - 46126 35,741 53,562 8,999 25,000 20,000 (5,000) -25% General Liability Insurance - 46201 22,095 33,211 29,790 27,637 43,534 15,897 37% Total Indirect Cost Allocations (150,488) (101,768) (173,442) (195,233) (252,010) (56,777) 23% Total Building and Planning Fund 1,097,149 952,129 537,435 826,169 1,252,954 426,786 34% GENERAL FUND - 100
Professional & Administrative Services - 42 4,599 - - 5,000 - (5,000) -100% Administrative Debits - 46122 61,351 10,249 8,350 12,148 12,387 239 2% Total General Fund 65,951 10,249 8,350 17,148 12,387 239 2% Housing Fund - 285
Administrative Debits - 46122 50,289 56,689 40,114 47,376 57,693 10,317 18% Total Housing Fund 50,289 56,689 40,114 47,376 57,693 10,317 18% Equipment Reserve Fund - 160
Asset Acquisition/Improvement - 47 - - - 5,000 5,000 - 0% Total Equipment Reserve Fund - - - 5,000 5,000 - 0%
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Department Budgets – Community Development

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 334,488 $ 87,750
ECHO Fair Housing Services (HE Programs 20 & 21) $ 17,000 Front Porch/Home Match Servies (HE Program 11) 21,250
Safety/EJ/Health Elmt Update 19,000
Traffic Studies & CEQA Assistance 30,000
Translation Services 500
4220X Office Expense $ 16,000 $ 16,000
42201 Miscellaneous office supplies $ 1,000
42202 Housing Element Implementation Print Materials 5,000 42202 Printing Notifications to the Community 5,000
42203 Mailing Notifications to the Community 5,000
4230X Travel and Training $ 16,125 $ 14,500
42301 California APA Annual Conference (2) $ 1,350
42301 League- PC Conference (5 Commissioners) 3,625
42301 League- PC Conference (Staff) (2) 725
42302 CA APA Conference Mileage, Toll, Air & Hotel (2) 1,200 42302 CA League PC Conference Mileage, Toll, Air & Hotel (7) 6,000 42303 CA APA Conference Meal Allowance 400
42303 CA League of Cities PC Conference Meal Allowance 1,200 42401 Memberships $ 1,207 $ 1,782
American Planning Assoc (APA) (2) $ 1,332
CA Chapter APA Dues (2) 450
42504 Recruitment Costs $ - $ 200
200
42514 Special Department Expense $ 38,412 $ 396,712
CEC Grant: Building Performance Standards $ 28,300
CEC Grant: Green Workforce Development 55,000
CEC Grant: Municipal Building Decarb 75,000
CEC Grant: PEER Program passtrhough to county 150,000
CEC Grant: Virtual all electric concierge 35,000
CEC Grant: Water Heater Loaner Prgm 15,000
Publishing Legal Notices 10,000
PCTV Planning Commission Meetings 20,412
Meeting Minute Preparation 8,000
Total Professional/Administrative Services $ 516,744
4310X Utilities $ 1,550 $ 1,550
PG&E $ 1,400
EBMUD 150
44301 Fuel $ 1,000 $ 1,000
44410 Safety Clothing $ 500 $ -
Uniform 0
General Fund - 100
42514 Special Departmental $ 5,000 $ -
$ -
Equipment Reserve Fund - 160
47104 Vehicles $ 5,000 $ 5,000
Vehicles $ 5,000
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
BUILDING & PLANNING FUND - 212
DEVELOPMENT SERVICES - BUILDING DIVISION - 462

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev
Prop to
Rev
Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 221,048 439,200 362,220 476,857 500,589 23,732 5% Overtime - 402 1,019 1,791 36 6,400 5,064 (1,336) -26%
Employee Benefits - 410 72,318 145,721 126,073 158,650 172,463 13,813 8% Total Salary & Benefits 294,385 586,712 488,329 641,907 678,116 36,209 5% Services and Supplies
Professional & Administrative Services - 42 569,655 236,604 118,219 340,163 396,530 56,367 14% Other Operating Expenses - 43 5,607 6,603 4,126 4,500 4,500 - 0% Materials & Supplies - 44 323 325 - 1,500 900 (600) -67% Total Services and Supplies 575,585 243,533 122,345 346,163 401,930 55,767 14% Capital Outlay
Asset Acquisition/Improvement - 47 - 2,456 - 3,500 - (3,500) 0% Total Capital Outlay - 2,456 - 3,500 - (3,500) 0%
Indirect Cost Allocations
Administrative Credits - 46121 (51,504) (72,029) (44,344) (61,407) (64,697) (3,290) 5% Administrative Debits - 46122 112,096 175,456 124,493 176,275 208,280 32,005 15% IS Charges - 46124 142,418 338,107 157,475 168,613 208,694 40,081 19% Legal Charges - 46126 11,017 8,909 5,180 10,000 10,000 - 0% General Liability Insurance - 46201 29,154 43,273 34,487 31,938 35,530 3,592 10% Total Indirect Cost Allocations 243,180 493,716 277,291 325,419 397,807 72,388 18% Total 1,113,151 1,326,417 887,966 1,316,989 1,477,853 160,864 11% Equipment Reserve Fund - 160
Asset Acquisition/Improvement - 47 - - 47,744 47,744 - (47,744) 0% Total Equipment Reserve Fund - - 47,744 47,744 - (47,744) 0% CASp Certification and Training Fund
Professional & Administrative Services - 42 - 1,040 398 - - - 0% Total CASp Certification and Training - 1,040 398 - - - 0% 157

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 307,590 $ 345,000
Backfill Inspecor and tech staff $ 20,000
Contract PC- Phase 2 Appian Village 58,500
Contract PC- Pinole Shores II 26,000
Contract Plan Check: Other Routine 65,000
PAL (accessibility Program Building Permit Waivers 20,000 Rental Inspection Services 155,000
Translation Services 500
42106 Software Maintenance $ 8,888 $ -
BlueBeam Annual Maintenance $ -
Green Halo (Waste Tracking) -
R.S. Means (Valuation) -
42107 Equipment Maintenance $ 1,000 $ 1,000
Equipment and vehicle maintenance $ 1,000
42108 Building-Structure Maintenance $ 1,000 $ 1,000
42201 Office Expense $ 3,000 $ 1,000
Miscellaneous Office Expenses $ 1,000
4230X Travel and Training $ 10,875 $ 10,300
42301 CALBO Business Meeting (Spring) $ 750
42301 CALBO Education Week (Fall) 3,825
42301 CASp Certification -
42301 Other Educational/Training -
42302 CALBO Business Meeting Air & Hotel 1,000
42302 CALBO Education Week Hotel 3,750
42302 CALBO Education Week Parking and Mileage 375
42303 Travel and Training/Meal Allowance 600
42401 Memberships $ 730 $ 800
California Building Officials (CALBO) $ 260
Electrical Inspectors IAEI 120
Mechanical and Plumbing Officials (IAMPO) 250
ICC (General & Local) 170
42402 Subscriptions $ 2,080 $ 2,430
CALDAG (AD) Publication $ 80
Construction Costing Publications 500
New Code Books for 2025 Code 1,600
Permit Tech Publications 250
42501 Bank Fees $ 5,000 $ 5,000
Credit card charges $ 5,000
42510 Software Purchase $ - $ 30,000
Rental Registry Software $ 30,000
Total Professional/Administrative Services 396,530$
4310X Utilities $ 4,500 $ 4,500
PG&E $ 4,000
EBMUD 500
44410 Safety Clothing $ 1,500 $ 900
Small tools $ 500
Uniform 400
47107 Furniture $ 2,000 $ -
Ergonomic Chairs $ 1,000
Standing Desk 1,000
47106 Computer Equipment (not-capitalized) $ 1,500 $ -
Tablet for Inspector $ -
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
RECOGNIZED OBLIGATION RETIREMENT FUND - 750
SUCCESSOR AGENCY TO THE PINOLE REDEVELOPMENT AGENCY - 463

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ - $ -
Amerinational Loan Servicing $ -
Auditing Services -
Bond Indenture Fees -
HDL Financial Reporting -
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
HOUSING ASSETS FUND - 285
HOUSING ADMINISTRATION - 464

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25FY 2025/26
42101 Professional Services $ 200,871 $ 184,115
Affordable Housing Loan Coordination
(resale/refi) $ 8,000
Affordable Housing NOFA 88,645
Compliance Monitoring (23-24) 38,495
ECHO Fair Housing (HE Program 20&21) 3,000
Front Porch/Home Match Services (HE
Program 11) 3,750
Housing Fund Consultation Services 5,500
Housing Successor Annual Report 6,725
Hsg Policy & In-Lieu Fee- Inclusionary Hsg 30,000
4310X Utilities $ 2,100 $ 2,100
PG&E $ 2,000
EBMUD 100
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
GENERAL FUND - 100
CODE ENFORCEMENT - 465

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 34,142 90,340 118,213 96,292 101,096 4,804 5% Overtime - 402 3,756 15,085 2,084 6,663 29,541 22,878 77% Employee Benefits - 410 19,658 44,044 47,565 47,690 54,020 6,330 12% Total Salary & Benefits 57,556 149,468 167,861 150,645 184,657 34,012 18% Services and Supplies
Professional & Administrative Services -
42 116,230 50,575 16,805 78,783 69,530 (9,253) -13%
Materials & Supplies - 44 409 430 337 4,333 4,298 (35) -1% Total Services and Supplies 116,639 51,005 17,142 83,116 73,828 (9,288) -13% Capital Outlay
Asset Acquisition/Improvement - 47 - - 550 - - - 0%
Total Capital Outlay - - 550 - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 - 3,551 83,571 98,701 120,195 21,494 18% IS Charges - 46124 5,196 17,355 6,555 7,921 5,116 (2,805) -55% Legal Charges - 46126 39,347 31,501 14,761 25,000 20,000 - 0% General Liability Insurance - 46201 7,435 7,454 7,026 6,804 9,179 2,375 26% Total Indirect Cost Allocations 51,977 59,861 111,913 138,426 154,490 16,064 10% Total 226,172 260,334 297,466 372,187 412,975 40,788 10%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 53,488 $ 28,480
PT CEO & Swag Tobacco (grant funded) Year
1 of 2 $ 18,480
Show Cause Hearings 9,000
Translation Services 1,000
4220X Office Expense $ 11,000 $ 8,000
42201 Misc. Office Expense $ 1,000
42202 Fire Seasonal Postcard 5,000
42202 General Educational Materials 2,000
4230X Travel & Training $ 3,700 $ 2,750
42301 CEOSF Conference/Training Registration $ -
42301 ICC Conference/Training Registration 250
42301 WICED Conference/Training Registration -
42302 AACE Lodging and Travel -
42302 CACEO Lodging and Travel 2,000
42302 CEOSF Lodging and Travel/Trainings -
42302 WICED Lodging and Travel -
42303 Meal Allowance 500
42401 Memberships $ 595 $ 300
AACE Membership $ -
CACEO Membership 100
CEOSF Membership -
ICC Membership 200
WICED Membership 0
42512 Abatement $ 10,000 $ 30,000
Abatement Services $ 30,000
44301 Fuel $ 2,000 $ 2,000
$ 2,000
44410 Safety Clothing $ 2,333 $ 2,298
Body Worn Cammera $ 1,333
Officer Uniform (polos) 200
Safety PPE: Vest, Coveralls, Respirator 765
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Development
GENERAL FUND - 100
ECONOMIC DEVELOPMENT - 466

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 50,975 $ 85,000
Economic Development - Staff Support $ 80,000
Economic Development CRM Software 5,000
4230X Travel and Training $ 1,595 $ -
42301 CALED Annual Training Conference Registration $ - 42301 ICSC Registration -
42302 CALED Air/Hotel 0
42302 ICSC Hotel/Air 0
42401 Memberships $ 8,059 $ 6,459
CALED Annual Membership $ 350
Chamber of Commerce Community Champion Sponsorship 2,500 East Bay EDA 3,409
Inter'l Council of Shopping Centers 200
42403 Advertising $ 12,000 $ 2,000
Advertising (general and industry-specific) $ 2,000
Marketing Materials -
Printing & Postage -
MEASURE S - 2014 FUND - 106
42101 Professional Services $ 87,050 $ 20,000
Business Development/Community Help Reserve $ 10,000
Revitalization Reserve 10,000
(Moved from Planning Division FY23/24)
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Department Budgets – Community Services

COMMUNITY SERVICES
The City of Pinole is dedicated to enhancing community well-being and quality of life through a wide array of programs, facilities, and services that support residents of all ages. The City’s Recreation, Library, and Animal Services Divisions work collaboratively to provide inclusive and engaging opportunities that foster community pride, wellness, and lifelong learning. The Community Services Department is comprised of the following divisions and services:
• Recreation
o Administration
 Community Events
 Contra Costa County Library
 Animal Services
 Recreation Classes
 Pacific Coast & Farmers Market Association
o Tiny Tots
o Youth Center
o Senior Center
o Swim Center
o Facility & Parks
o Field and Courts
Mission
The mission of the Community Services Department is to enrich the lives of the diverse Pinole community by providing high-quality recreation and quality of life programs for residents of all ages.

Major Services and Functions
Recreation Division
The Recreation Division offers diverse programming and services that support youth development, active living, cultural enrichment, and community connection. Services are delivered through the following program areas:

Administration
The City hosts a variety of community-wide events throughout the year to bring residents together, celebrate local culture, and strengthen neighborhood connections. Events such as seasonal festivals, outdoor movie nights, parades, and holiday celebrations are familyfriendly and inclusive for all ages. The division contracts with local organizations to provide animal, library, and farmers market services. The administration division also provides services through contracts for youth, adult, and senior activities and programs.

The Library and Animal Services Division oversees the agreements that the City has with the County Library and County Animal Services through which the County provides library and animal services in Pinole. Public library services in the City are provided by the Contra 163

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Department Budgets – Community Services
Costa County Library system. (Just one city in the County, Richmond, has its own municipal library system.) The County provides library services to residents of Pinole at the Pinole branch library located on Pinole Valley Road. The branch library building was constructed by and is owned by the County. The County provides a baseline level of weekly open hours and charges the City for the maintenance of the building. (Most other cities in the County have constructed their own building to house their branch library.) The County Animal Services Department provides animal control services to the City’s residents, for which the County charges the City a fee. • Tiny Tots
This early childhood program offers a safe, nurturing environment in a dedicated facility for preschool-aged children to learn, socialize, and grow. Through structured play, creative activities, and early learning curriculum, the Tiny Tots program supports school readiness and developmental milestones. • Youth Center
The Youth Center provides a supervised, welcoming space for local teens and pre-teens to engage in after-school and school break activities, enrichment programs, leadership development, and recreational opportunities. The center also promotes positive social interaction.
• Senior Center
The Senior Center offers a vibrant hub for adults aged 50 and over to stay active, connected, and engaged. Programs include fitness classes, wellness services, hobby groups, social events, and nutritional meal services, all aimed at promoting independence and healthy aging.
• Swim Center
The Swim Center serves as a community resource for aquatic recreation, swim lessons, fitness programs, and swim team training. The facility supports water safety education and provides access to swimming for youth and adult age groups. The Swim Center is owned by the city. The City currently contracts with the Pinole Seals for them to program programs and lessons. The Pinole Seals open the pool for community use during spring and summer months and conducts practices of their swim team.
• Facility Rentals
The City provides access to a variety of indoor and outdoor spaces for public and private use, including community rooms, banquet halls, and park picnic sites.

Facility rentals are available for events such as weddings, meetings, celebrations, and recreational programs. In addition, the division oversees the City’s Memorial Hall building which is used as a theater space for educational programs run by the Pinole Community Players community theater group as well as the Players’ theatric productions. The city leases the building to the Players for these uses.
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
• Parks
Pinole maintains a network of public parks that offer green space, playgrounds, picnic areas, walking trails, and open areas for community gatherings. Parks are designed to enhance outdoor recreation and environmental appreciation. This division includes park rules and policies, park reservations, and park maintenance and development.
• Fields and Courts
The City provides athletic fields and courts to support organized sports leagues, recreational play, and fitness activities. Facilities include baseball and soccer fields, basketball and tennis courts, and multi-use areas maintained for safety and quality use.

FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Increased enrollment in the Tiny Tots early childhood program. • Upgraded and improved the control system at the Swim Center to enhance operations and user experience.
• Updated Park rules and replaced signage at all parks. • Expanded community event offerings with the addition of the Holiday Breakfast, Glow Pinole, and the Shop and Stroll feature during the Tree Lighting celebration. • Partnered with the West Contra Costa Youth Soccer League to secure a significant donation for the rehabilitation of the Wright Soccer Field at Pinole Valley Park. • Expanded program offerings and activities for youth, adults, and seniors to better meet community needs.
• Reopened City facilities for public rentals and community programming following pandemic-related closures.
• Increased field rentals through amenity improvements, including upgraded lighting and field maintenance at Fernandez Park.
• Enhanced safety and visibility at Fernandez Park by trimming trees and improving sightlines for park users.
• Streamlined the registration process to provide easier and more accessible enrollment for community programs and services.
• Successfully filled the Community Services Coordinator position at the Senior Center to support senior programs and services.
• Responded promptly to roof leaks at the Senior Center by issuing an emergency contract and completing a full roof replacement.
• Replaced the failing HVAC system at the Senior Center, restoring proper climate control and ensuring a comfortable environment for facility users.

Capital Improvement Plan (CIP) Projects
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
• FA2202 Senior Center Modernization was completed with the roof replacement and HVAC system.
• PA1901 Pinole Valley Park Soccer Field Rehabilitation was completed with the community donation received by West Contra Costa Youth Soccer League.

FY 2025/26 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Continue partnership with the Contra Costa and Solano Food Bank to provide food resources to the community.
• Fill vacant positions throughout the department.
• Continue to review and expand community events to increase participation. • Resume special luncheons at the Senior Center.
• Increase youth programming in partnership with the local schools. • Increase contract classes for youth, adult, and senior offerings. • Collaborate with local organizations to expand programs and services. • Repair tiny tot facility by replacing floor and building.

Capital Improvement Plan (CIP) Projects
• Swim Center Upgrades
• Tiny Tot Floor and Painting
• Senior Center Flooring Upgrade
Significant Special Projects for FY 2026/27 through FY 2029/30 • Implement new recreation registration software.
• Improvements to Dog Park
• Improvement to Caretakers House
• Tiny Tot Building Improvements
• Swim Center Pump Room Projects
• Senior Center Flooring Project and Improvements
Major Changes in FY 2025/26 Budget
The Community Services Department budget for FY 2025/26 does not include any significant changes relative to the FY 2024/25 budget.
166

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
Community Services Director 1.00 1.00 1.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Food Services Specialist 0.00 0.00 0.00 0.75 0.75
Cook, part-time/regular 0.75 0.75 0.75 0.00 0.00
Recreation Coordinator 2.60 3.50 3.50 3.50 4.00
Recreation Leader 2.88 2.88 2.88 3.51 3.51
Recreation Leader (Tiny Tots) 1.13 1.13 1.13 0.00 0.00
Rental Facility Custodian, parttime/temporary 1.65 1.65 1.65 1.65 1.65 Senior Recreation Leader 1.50 1.50 1.50 2.00 2.00
Total 12.51 13.41 13.41 13.41 13.91
*Pinole Community Television Staff moved to the City Manager’s division effective FY 2024/25. 167

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services

COMMUNITY SERVICES BUDGET SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised Budget Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 352,653 325,040 197,476 426,865 432,367 5,502 1% Measure S 2014 - 106 12,600 739 8,834 32,968 15,300 (17,668) -115% Equipment Reserve Fund - 160 - - 23,872 23,872 - (23,872) 0% Recreation Fund - 209 1,574,967 1,894,085 1,718,914 2,603,806 2,359,513 (244,293) -10% Total 1,940,219 2,219,864 1,949,097 3,087,511 2,807,180 (280,331) -10%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 605,263 741,348 599,315 1,003,473 986,653 (16,820) -2% Overtime - 402 51 0 1,665 0 0 - 0%
Employee Benefits - 410 235,608 299,306 290,873 394,719 425,576 30,857 7% Total Personnel 840,923 1,040,654 891,853 1,398,192 1,412,229 14,037 1% Services and Supplies
Professional & Administrative
Services - 42 736,290 772,328 517,096 896,069 957,994 61,926 6% Other Operating Expenses - 43 238,907 217,648 164,638 247,732 191,736 (55,996) -29% Materials & Supplies - 44 4,714 7,829 7,070 7,261 10,050 2,789 28% Total Services and Supplies 979,910 997,805 688,804 1,151,062 1,159,780 8,719 1% Capital Outlay
Asset Acquisition/Improvement - 47 14,639 29,070 234,580 343,390 50,300 (293,090) -583% Total Capital Outlay 14,639 29,070 234,580 343,390 50,300 (293,090) -583% Indirect Cost Allocations
Administrative Credits - 46 (46,326) (19,458) - - - - 0% Administrative Debits - 46 24,836 - - - 18,417 28,649 156% IS Charges - 46 70,113 85,005 61,813 131,321 93,637 (37,684) -40% Legal Charges - 46 7,057 14,137 5,212 1,750 4,500 2,750 61% General Liability Insurance - 46 49,067 72,676 66,836 61,796 68,316 6,520 10% Total Indirect Cost Allocations 104,748 152,360 133,860 194,867 184,870 235 0% Total 1,940,219 2,219,889 1,949,097 3,087,511 2,807,180 (280,331) -10%

EXPENDITURES BY PROGRAM
Recreation Administration - 551 890,764 709,486 853,745 1,104,489 970,573 (133,916) -14% Senior Center - 552 513,092 541,257 375,750 677,444 565,670 (111,774) -20% Tiny Tots - 553 159,932 201,757 177,859 295,065 278,667 (16,398) -6% Youth Center - 554 183,132 213,701 203,480 381,607 343,042 (38,565) -11% Swim Center - 557 181,576 226,884 142,689 205,540 220,360 14,820 7% Memorial Hall - 558 7,173 3,554 - - - - 0%
Tennis - 559 4,550 - - - - - 0%
Library Services - 560 - 158,796 95,962 202,430 202,430 - 0% Animal Control Services - 561 - 164,428 99,612 220,935 226,437 5,502 2% Total 1,940,219 2,219,864 1,949,097 3,087,511 2,807,180 (280,331) -10% 168

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
RECREATION ADMINISTRATION - 551

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 301,114 370,943 312,529 417,736 424,413 6,677 2% Employee Benefits - 410 94,250 124,130 158,348 172,671 222,879 50,208 23% Total Personnel 395,364 495,073 470,877 590,407 647,292 56,885 9% Services and Supplies
Professional & Administrative Services - 42 69,877 105,095 83,934 153,266 176,411 23,145 13% Materials and Supplies - 44 - 25 - - - - 0%
Total Services and Supplies 69,877 105,121 83,934 153,266 176,411 23,145 13% Indirect Cost Allocations
Admin Credits - 46121 (21,490) (19,458) - - - - 0%
IS Charges - 46124 70,113 85,005 61,813 131,321 93,637 (37,684) -40% Legal Charges - 46126 2,909 10,472 4,616 - 2,000 2,000 100% General Liability Insurance - 46201 21,338 31,391 28,447 26,239 29,316 3,077 10% Total Indirect Cost Allocations 72,870 107,411 94,876 157,560 143,370 (14,190) -10% Capital Outlay
Asset Acquisition/Improvement - 47 - 66 169,450 167,050 - (167,050) -100% Total Capital Outlay - 66 169,450 167,050 - (167,050) -100% Total 538,111 707,670 819,137 1,068,283 967,073 (101,210) -10% General Fund 100
Professional & Administrative Services - 42 352,653 1,816 1,902 3,500 3,500 - 0% Total General Fund 352,653 1,816 1,902 3,500 3,500 - 0% Measure S-2014 Fund - 106
Asset Acquisition/Improvement - 47 - - 8,834 8,834 - (8,834) -100% Total Measure S-2014 Fund - - 8,834 8,834 - (8,834) -100% Equipment Reserve Fund 160
Asset Acquisition/Improvement - 47 - - 23,872 23,872 - (23,872) -100% Total Equipment Reserve Fund - - 23,872 23,872 - (23,872) -100% 169

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 1,181 $ 1,181
Broadcast Music/ASCAP Services $ 1,181
42201 Office Expense $ 1,500 $ 1,500
Office Supplies $ 1,500
4230X Travel, Training & Meeting Costs $ 13,300 $ 6,700 Travel & Training/Conf-Registration $ 3,300
Travel & Training/Mileage, Air 3,000
Travel & Training/Meal Allowance 400
42401 Memberships $ 1,030 $ 1,030
CPRS Memberships (2) $ 330
NRPA Membership 700
42501 Bank Fees $ 750 $ -
42510 Sofware purchase $ - $ 3,200
Department Software $ 3,200
42514 Special Department Expense $ 34,955 $ 24,600
Activity Guide, Postcard, Postage $ 20,000
Event Table Materials 2,000
Postage Machine 100
Staff and volunteer T-Shirts 2,500
42515 Special Events $ 100,550 $ 138,200
Centenarian Program $ 500
City's Support to the Annual Car Show 30,000
Community Events Organized by Private Groups 5,000
Community Service Day 2,000
Earth Day 5,000
Egg Hunt 5,000
Expenses for Movies and Sounds in the Park 12,000
Glow Pinole 1,200
Holiday Breakfast 2,500
July 4th Event 55,000
National Night Out Support 1,000
Other related expenses for events or Commissions 500
Pride Event 10,000
Tree Lighting 8,000
United Agaist Hate Week 500
General Fund 100
42511 Equipment Rent $ 3,500 $ 3,500
Restroom Services Farmers Market & PVP $ 3,500
170

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
SENIOR CENTER - 552

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 136,145 161,286 92,519 236,857 222,102 (14,755) -7% Overtime - 402 51 - 447 - - - 0%
Employee Benefits - 410 58,315 68,512 35,957 77,485 61,621 (15,864) -26% Total Personnel 194,511 229,797 128,923 314,342 283,723 (30,619) -11% Services and Supplies
Professional & Administrative Services -
42 102,225 80,850 58,069 74,654 109,255 34,601 32%
Other Operating Expenses - 43 188,366 188,469 142,436 195,976 151,286 (44,690) -30% Materials & Supplies - 44 214 3,580 2,983 2,711 4,800 2,089 44% Total Services and Supplies 290,806 272,899 203,488 273,341 265,341 (8,000) -3% Capital Outlay
Asset Acquisition/Improvement - 47 483 20,884 26,902 74,500 - (74,500) -100% Total Capital Outlay 483 20,884 26,902 74,500 - (74,500) -100% Indirect Cost Allocations
Legal Charges - 46126 3,238 781 596 500 1,000 500 50%
General Liability Insurance - 46201 11,454 16,896 15,842 14,761 15,606 845 5% Total Indirect Cost Allocations 14,692 17,677 16,438 15,261 16,606 1,345 8% Total 500,492 541,257 375,750 677,444 565,670 (111,774) -20% MEASURE S - 2014 FUND - 106
Professional & Administrative Services -
42 531 - - - - - 0%
Asset Acquisition/Improvement - 47 12,069 - - - - - 0%
Total 12,600 - - - - - 0%
171

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 3,155 $ 36,200
Instructor Payments $ 20,000
Staff Training 2,000
Tour Payment-Senior Trips 13,500
Westcat Tickets 700
42107 Equipment Maintenance $ 6,150 $ 22,200
Center Maint. Snack Bar $ 1,000
Fire extinguisher maintenance and inspection fee 1,000
Kitchen Maintenance: Replacement 13,400
Pool Table Maintenance 2,400
Refrigerator/freezer maintenance 2,000
Trap Service 2,400
42108 Maintenance Structure/Imp $ 44,208 $ 40,740
Electrical Supplies $ 800
HVAC Service 5,000
Janitorial 20,600
Key Pad/Alarm Service 2,000
Landscape Maintenance 3,200
Pest Control Services 2,140
Plumbing Supplies 2,000
Sanitary/Cleaning Supplies 5,000
42201 Office Expense $ 1,200 $ 6,000
42201 Office supplies, paper flyers, and tickets $ 2,000 42202 Printing & Binding 4,000
4230X Travel & Training $ 3,945 $ 200
Annual Conferences and Trainings $ 200
Travel & Training/Mileage, Air -
Travel & Training/Meal Allowance -
42401 Memberships $ 286 $ 165
CPRS Membership $ 165
42501 Bank Fee $ 2,400 $ -
42510 Software Purchase $ - $ -
Zoom $ -
42514 Special Department Expense $ 311 $ -
Inspection fees $ -
42515 Special Events $ 13,000 $ 3,750
Holiday Craft Fair $ 750
Misc. Events 3,000
Total Professional/Administrative Services $ 109,255
172

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
4310X Utilities $ 62,000 $ 67,000
Gas and Electric $ 47,000
Water 20,000
4320X Taxes $ 10,756 $ 10,756
Taxes/Property Tax $ 10,756
43802 Class Fees $ 15,000 $ -
Instructor Fees $ -
43803 Personal Service $ 500 $ -
WestCat tickets (reimbursed when sold) $ -
43804 Food Program $ 65,000 $ 65,000
Food Expense $ 50,160
Kitchen Maintenance 13,400
Snack Bar 1,440
43805 Travel $ 16,000 $ -
American Stage Tour Payment $ -
Premier Tour Payment -
43808 Gift Shop Sales $ 1,500 $ -
43809 Newsletter $ 8,540 $ 3,550
Newsletter monthly postage $ 3,250
Newsletter annual bulk mail 300
43810 Center Maintenance $ 9,200 $ -
Center deep clean $ -
Kitchen janitorial service (12) -
Misc. center maintenance -
Trap Service -
43811 Supplies $ 2,500 $ -
Misc. Program Supplies & PPE $ -
43813 Membership Events $ 4,980 $ 4,980
$ 4,980
Total Other Operating Expenses $ 151,286
44304 Permit Fee $ 1,711 $ 2,800
Health Permit $ 2,800
44306 Maintenance Supplies $ 1,000 $ 2,000
$ 2,000
4710X Furniture Fixtures & Equipment $ 2,500 $ -
47101 SC Renovation Project: Kitchen Equipment Replacement (carryforwa $ - 47105 Other Misc. Equipment -
47105 2 Laptops and Scanner for Front Desk -
47201 Improvements/Building $ 72,000 $ -
SC Renovation Project: Main Hall Flooring (carryforward) $ - 173

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
TINY TOTS - 553

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 88,594 105,634 100,930 134,278 141,247 6,969 5% Overtime - 402 - - 385 - - - 0%
Employee Benefits - 410 39,753 54,761 52,096 82,895 76,017 (6,878) -9% Total Personnel 128,347 160,395 153,411 217,173 217,264 91 0% Services and Supplies
Professional & Administrative Services - 42 20,893 28,521 14,439 30,516 33,434 2,918 9% Other Operating Expenses - 43 2,734 1,833 1,820 5,386 2,750 (2,636) -96% Materials and Supplies - 44 204 141 51 100 - (100) -100% Total Services and Supplies 23,831 30,495 16,310 36,002 36,184 182 1% Capital Outlay
Asset Acquisition/Improvement - 47 2,087 424 - 10,000 - (10,000) -100% Total Capital Outlay 2,087 424 - 10,000 - (10,000) -100% Indirect Cost Allocations
Legal Charges - 46126 - 1,064 - 250 500 250 50%
General Liability Insurance - 46201 5,667 8,641 8,138 7,506 9,419 1,913 20% Total Indirect Cost Allocations 5,667 9,705 8,138 7,756 9,919 2,163 22% Total 159,932 201,018 177,859 270,931 263,367 (7,564) -3% MEASURE S - 2014 FUND - 106
Asset Acquisition/Improvement - 47 - 739 - 24,134 15,300 (8,834) -58% Total - 739 - 24,134 15,300 (8,834) -58%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42107 Equipment Maintenance $ 300 $ 400
Copier and other equipment maintenance $ 400
42108 Maintenance Structure/Imp $ 16,670 $ 22,250
Alarm Monitoring $ 1,350
Building Maintenance 500
Countertops 5,000
HVAC Maintenance 300
Janitorial (3 times weekly and annual deep clean) 6,800 Landscape Maintenance 3,400
Pest Control 1,000
Playground Wood Chip Refreshment (Spring) 3,900
174

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
42201 Office Expense $ 1,500 $ 2,650
Toner, ink, other office supplies $ 2,650
4230X Travel & Training $ 2,900 $ 2,900
Annual Conferences and Trainings $ 600
CPRS Airfare 500
CPRS Hotel 1,500
Travel & Training/Meal Allowance 300
42401 Memberships $ 234 $ 234
CPRS Membership $ 165
NAEYC Membership 69
42501 Bank Fees $ 4,200 $ -
42514 Special Department Expense $ 4,712 $ 5,000
Holiday paper and craft supplies $ 650
Paper and craft supplies 1,850
Toy replacement 2,000
T-Shirt fundraiser 500
Total Professional/Administrative Services $ 33,434
4310X Utilities $ 1,700 $ 2,750
Gas and Electric $ 2,500
Water 250
43201 Property Tax $ 3,686 $ -
44306 Maintenance Supplies $ 100 $ -
Misc. Maintenance Supplies $ -
4710X Furniture Fixtures & Equipment $ 10,000 $ -
42101 Alarm System Upgrade $ -
MEASURE S - 2014 FUND - 106
47103 FF&E/Furniture $ 2,400 $ 2,400
Tiny Tots outdoor shade (carryforward) $ 2,400
47201 Improvements/Building $ 21,734 $ 12,900
Restroom Walls/Floor Repair/Replace (carryforward) $ 11,000 Tiny Tots Countertop (carryforward) 1,900
175

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
YOUTH CENTER - 554

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Personnel
Salaries & Wages - 401 79,409 103,486 93,338 214,602 198,891 (15,711) -8% Overtime - 402 - - 833 - - - 0%
Employee Benefits - 410 43,291 51,904 44,472 61,668 65,059 3,391 5% Total Personnel 122,700 155,389 138,642 276,270 263,950 (12,320) -5% Services and Supplies
Professional & Administrative Services - 42 32,116 37,056 40,886 58,477 39,417 (19,060) -48% Other Operating Expenses - 43 15,780 4,673 7,712 16,370 7,700 (8,670) -113% Materials & Supplies - 44 1,508 220 1,793 1,700 2,500 800 32% Total Services and Supplies 49,404 41,949 50,391 76,547 49,617 (26,930) -54% Capital Outlay
Asset Acquisition/Improvement - 47 - 438 37 15,000 15,000 - 0% Total Capital Outlay - 438 37 15,000 15,000 - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (24,836) - - - - - 0%
Administrative Debits - 46122 24,836 - - - - - 0%
Legal Charges - 46126 420 177 - 500 500 - 0%
General Liability Insurance - 46201 10,609 15,747 14,409 13,290 13,975 685 5% Total Indirect Cost Allocations 11,029 15,924 14,409 13,790 14,475 685 5% Total 183,132 213,701 203,480 381,607 343,042 (38,565) -11%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 15,760 $ 5,000
Youth Camp Instructors $ 5,000
42107 Equipment Maintenance $ 1,300 $ 1,300
Other Vehicle Maintenance $ 1,000
Oil Changes (4) 300
42108 Maintenance Structure/Imp $ 29,442 $ 27,042
Building Maintenance $ 10,000
Elevator Service call 600
Fire Extinguisher Maintenance 100
Fire Sprinkler Inspection 950
HVAC City Mechanical 6,000
Janitorial Service (12) 5,805
Janitorial supplies 500
JanPro floor cleaning 1,207
Misc. other supplies 1,000
State annual fire inspection 400
Western Exterminator Pest Control (4) 480
176

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
42201 Office Expense $ 500 $ 500
Miscellaneous Office Supplies $ 500
4230X Travel and Training $ - $ 200
Annual Conferences and Trainings $ 200
42401 Memberships $ 175 $ 375
CPRS Membership $ 375
42501 Bank Fees $ 1,300 $ -
Credit Card Transaction Fees $ -
42514 Special Department Expense $ - $ 5,000
$ 5,000
42515 Special Events $ 10,000 $ -
Community Event $ -
Egg hung -
National Night Out -
Total Professional/Administrative Services $ 39,417
4310X Utilities $ 5,900 $ 6,500
Gas and Electric $ 6,000
Water 500
42301 Property Taxes $ 1,200 $ 1,200
43812 Youth Center $ 9,270 $ -
Program supplies $ -
Total Other Operating Expenses $ 7,700
44301 Fuel $ 500 $ 500
Youth Camp Fuel $ 100
Youth Center Fuel 400
44304 Permit Fee $ 1,200 $ 2,000
Health Permit $ 2,000
47201 Improvements/Building $ 15,000 $ 15,000
Replacement of vinyl floor at Youth Center (carryforward) $ 15,000 `
177

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
SWIM CENTER - 557

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 85,000 $ 99,500
Swim Center Operations Contract $ 99,500
42108 Maintenance Structure/Imp $ 64,290 $ 67,610
Annual Fire Sprinkler Inspection $ 310
Janitorial 8,000
Landscape Maintenance 2,800
Pest Control 1,000
Pool Maintenance 40,500
Pool Supplies 15,000
42501 Bank Fees $ 3,000 $ -
Credit Card Processing Fees $ -
Total Professional/Administrative Services $ 167,110
4310X Utilities $ 26,000 $ 26,000
43103 Gas and Electric $ 19,000
43102 Water 7,000
43201 Property Taxes $ 4,000 $ 4,000
44304 Permit Fee $ 2,750 $ 2,750
Health Permits $ 2,750

47103 FF&E/Equipment $ 20,000 $ 20,000
Outdoor Furniture Replacement $ 20,000
178

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
MEMORIAL HALL - 558

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42108 Maintenance Structure/Imp $ - $ -
Building Maintenance $ -
Misc. Maintenance -
Pest Control -
Plumbing Supplies -
Sanitary Supplies -
(Moved to Facilities division effective FY23/24)
42501 Bank Fees $ - $ -
(Moved to division 551 effective FY23/24)
Total Professional/Administrative Services $ -
4310X Utilities $ - $ -
Gas and Electric $ -
Water -
(Moved to Facilities division effective FY23/24)
179

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
RECREATION FUND - 209
TENNIS - 559

EXPENDITURE SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual
Thru Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change
Services and Supplies
Professional & Administrative Services - 42 255 - - - - - 0% Other Operating Expenses - 43 4,295 - - - - - 0%
Total Services and Supplies 4,550 - - - - - 0%
Total 4,550 - - - - - 0%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42108 Maintenance Structure/Imp $ - $ -
Building Maintenance $ -
(Moved to Facilities division effective FY23/24)
42501 Bank Fees $ - $ -
Credit Card Processing Fees $ -
(Moved to division 551 effective FY23/24)
4310X Utilities $ - $ -
Gas and Electric $ -
Water -
(Moved to Facilities division effective FY23/24)
180

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
GENERAL FUND - 100
LIBRARY SERVICES - 560

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services 202,430$ 202,430$
Library Services reimbursement agreement - 40 base $ 202,430 181

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – Community Services
GENERAL FUND - 100
ANIMAL CONTROL SERVICES - 561

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services 220,935$ 226,437$
Animal Control Services $12.11 per capita $ 226,437
182

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – General Government

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

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

FY 2024/25 Key Accomplishments
• Account for debt service payments, retiree medical reimbursement, and internal transfers
FY 2025/26 Key Priorities and Projects
• Continue to account for internal service functions
Major Changes in FY 2025/26 Budget

There are not any major changes to the General Government department budget for FY2024/25.

Position Summary
There are no positions budgeted in the General Government department. 183

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets – General Government

GENERAL GOVERNMENT BUDGET SUMMARY
FY 2022/23 FY 2023/24 FY 2024/25 FY 2024/25 FY 2025/26 Prop to Rev Prop to Rev Actual Actual Actual Thru
Mar-25
Revised
Budget
Proposed
Budget
$ Change % Change

REVENUE / FUNDING SOURCE
General Fund - 100 3,955,970 3,884,475 2,579,773 2,473,551 4,569,510 2,095,959 46% Measure S 2014 - 106 718,000 1,552,389 783,500 783,500 283,500 (500,000) -176% Measure I - 107 - - - - 300,000 300,000 100%
General Reserve Fund - 150 - - - 843,790 - (843,790) -100% Recreation Fund - 209 7,068 7,338 5,982 7,500 7,500 - 0% Measure J - 215 - - - - - - 0%
American Rescue Plan Act Fund - 217 4,071,404 - - - - 0% Sewer Enterprise Fund - 500 33,588 21,162 11,916 - - - 0% Pension Fund - 700 - - - - - - 0%
Total 8,786,029 5,465,364 3,381,170 4,108,341 5,160,510 1,052,169 20%

EXPENDITURES BY CATEGORY
Personnel
Salary Savings - 405 - - - (300,000) (300,000) - 0%
Employee Benefits - 410 - 5,935 52,849 (200,000) (200,000) - 0% Med Insurance/Retirement - 411 1,154,084 1,266,413 1,017,044 1,163,800 1,390,500 226,700 16% Total Personnel 1,154,084 1,272,348 1,069,893 663,800 890,500 226,700 25% Services and Supplies
Professional & Administrative Services - 42 44,383 7,617 361 - - - 0% Other Operating Expenses - 43 16,948 19,559 12,211 16,700 16,500 (200) -1% Total Services and Supplies 61,332 27,176 12,572 16,700 16,500 (200) -1% Capital Outlay
Asset Acquisition/Improvement - 47 8,057 - - - - - 0%
Total Capital Outlay 8,057 - - - - - 0%
Debt Service
Debt Principal - 48101 215,929 209,220 203,321 203,321 195,585 (7,736) -4% Debt Interest - 48102 379,548 402,675 431,679 431,679 454,415 22,736 5% Cost of Issuance - 48103 3,545 3,545 1,015 1,107 3,545 2,438 0% Total Debt Service 599,021 615,440 636,015 636,107 653,545 17,438 3% Indirect Cost Allocations
Information Systems (IS) Charges - 46 248,267 340,736 281,513 386,644 364,263 (22,381) -6% Admin Debits - 46122 - - - - 34,788 34,788 100%
General Liability Insurance - 46201 (4,490) - - - - - 0% Total Indirect Cost Allocations 243,777 340,736 281,513 386,644 399,051 12,407 3% Operating Transfers Out - 49901 6,726,154 3,210,114 1,381,177 2,405,090 3,200,914 795,824 25% Total 8,792,425 5,465,814 3,381,171 4,108,341 5,160,510 1,052,169 20%

EXPENDITURES BY PROGRAM
General Government - 117 8,792,425 5,465,814 3,381,171 4,108,341 5,160,510 1,052,169 20% Total 8,792,425 5,465,814 3,381,171 4,108,341 5,160,510 1,052,169 20% 184

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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
4310X Utilities $ 16,700 $ 16,500
43105 Comcast $ -
43102 Water 1,200
43103 Gas/Electric 15,300
48101 Debt Principal $ 203,321 $ 195,585
Pension Obligation Bond principal $ 195,585
48102 Debt Interest $ 431,679 $ 454,415
Pension Obligation Bond interest $ 454,415
49901 Transfers Out $ 777,800 $ 2,617,414
Planning and Building operating contribution $ 894,670
PCTV Operating contribution 306,794
Recreation operation contribution 1,343,150
Recreation: Annual contribution to car show and other City events 72,800 MEASURE S - 2014 FUND - 106
49901 Transfers Out $ 783,500 $ 283,500
Cable TV Contribution $ 55,000
Recreation-Cinema in the Park 2,500
Recreation-Community Service Commission 4,000
Recreation-Summer Sounds in the Park 4,500
Recreation-Swim Center Contribution 65,000
Recreation-Tree Lighting 2,500
Reserve to replace 2 PW vehicles per year 30,000
Reserves to replace heavy equipment 115,000
Reserves to replace 2 Dev Svcs vehicles per year 5,000
MEASURE I FUND - 107
49901 Transfers Out $ - $ 300,000
Tsfr to Recreation Fund $ 300,000
GENERAL RESERVE FUND- 150
49901 Transfers Out $ 843,790 $ -
General Fund $ -

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SCHEDULE OF TRANSFERS
The General Fund provides annual contributions to the Recreation, Pinole Community Television (PCTV) programs, and Planning and Building funds to fund any operational deficiencies. Only the amounts necessary to fund operations are transferred towards the end of the fiscal year. Measure S 2014 funds annual contributions to the Equipment Reserve Fund for future equipment replacement needs. Special community events, such as the annual tree lighting, are also funded by Measure S 2014. 187

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Debt Obligations
A best practice in public finance is to show the City’s debt obligations in its budget. The City has just three long-term debt obligations, other than those of the Redevelopment Successor Agency.

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

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

30. The bonds are secured with an insurance policy.

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

For the Year Ending, June 30 Principal Interest
2025 203,321 431,679
2026 195,585 454,415
2027 191,228 483,773
2028 186,704 513,296
2029 180,806 539,194
*2030-2034 830,625 3,134,375
*2035-2036 301,241 1,473,760
$ 2,089,509 $ 7,030,491
2016 Wastewater Revenue Refunding Bonds
On June 30, 2016, the City of Pinole issued an $8,251,000 Wastewater Revenue Refunding Bond (Bank Qualified) to redeem its 2006 Wastewater Revenue Bonds which were issued to finance certain capital improvements to the City’s wastewater system. The 189

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bonds bear annual intertest at 2.95% which is payable semi-annually on March 1 and September 1 of each year through 2036. Principal payments are due annually beginning on September 1, 2016 through 2036. The bond is secured with pledged net wastewater revenues.

Bonds payable debt service requirements for business-type activities are shown below:

For the Year Ending, June 30 Principal Interest
2025 362,000 160,834
2026 372,000 150,008
2027 381,000 138,901
2028 395,000 127,455
2029 404,000 115,670
2030-2034 2,217,000 389,090
2035-2037 1,502,000 67,378
$ 5,633,000 $ 1,149,335

2016 Clean Water State Revolving Fund
In May 2016, the City entered into a loan agreement with the State of California Water Resources Control Board to provide funding for its 50% share of upgrades to the PinoleHercules Wastewater Pollution Control Plant to achieve compliance with Regional Water Quality Board NPDES. Funds are drawn on the agreement as work is completed up to a maximum amount of $26.7 million plus any construction period interest. The loan accrues interest at a rate of 1.7 percent annually. Annual principal payments are due each July 1, commencing July 1, 2020. Final payment is due July 2049. Net revenues, defined as all sewer enterprise fund revenues less operations and maintenance costs (excluding depreciation and amortization expenses), are pledged for future debt service. As of June 30, 2024, the total debt outstanding on the loan is $22,735,634. 190

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Year Ending June 30, Principal Interest
2025 702,678 386,506
2026 714,624 374,560
2027 726,772 362,412
2029 739,127 350,057
2029 751,693 337,491
2030-2034 3,954,545 1,491,375
2035-2039 4,302,306 1,143,614
2040-2044 4,680,649 765,271
2045-2049 5,092,263 353,657
2050 1,070,977 18,207
$ 22,735,634 $ 5,583,148
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Appendix
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ACCOUNTING AND BUDGET BASIS
It is a public finance best practice for the City’s budget to describe the City’s accounting basis and fund structure.

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

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

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

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

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

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

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

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

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

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

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

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

Fund Number Name
525 Information Systems Fund

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

Fund Number Name
700 Section 115 Pension Trust Fund
750 Redevelopment Obligation Retirement Fund
The City receives revenue from numerous sources that are used for various expenditures for City purposes. The following are descriptions of each of the City’s revenue sources as well as the assumptions used to develop the budget projection. 197

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Grant - Contributions, gifts of cash, or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. 200

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

User Fees - Charges of a voluntary nature paid by persons receiving a service in exchange for the fee (such as recreation activities or wastewater service fees). 202

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ACRONYMS
ABAG Association of Bay Area Government
ACFR Annual Comprehensive Financial Report
CalPERS California Public Employees’ Retirement System
CIP Capital Improvement Program
COLA Cost of Living Adjustment
CPI Consumer Price Index
CSMFO California Society of Municipal Finance Officers
EAP Employee Assistance Program
FTE Full Time Equivalent
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
HOPTR Homeowner’s Property Tax Rebates
LAIF Local Agency Investment Fund
LTD Long-Term Disability
NPDES National Pollution Discharge Elimination System
OPEB Other Post Employment Benefits
PALC Pinole Assisted Living Community
PERS Public Employees’ Retirement System
PEPRA Public Employees’ Pension Reform Act [of 2013]
POB Pension Obligation Bond
PPEA Pinole Police Employees Association
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PRA Pinole Redevelopment Agency
RDA Redevelopment Agency
SAFER Staffing for Adequate Fire and Emergency Response SDI State Disability Insurance
SRO School Resource Officer
UBC Uniform Building Code
VLF Vehicle License Fee
WBCC West Bay Communications Center
WCCTAC West Contra Costa Transportation Advisory Committee WCCUSD West Contra Costa Unified School District
WPCP Wastewater Pollution Control Plant
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FINANCIAL AND INVESTMENT POLICIES
The following Financial and Investment Policies are established to ensure that the City’s finances are managed in a sound and prudent manner which will (1) continue to provide for the delivery of quality services, (2) maintain and enhance service delivery as the community grows in accordance with the General Plan, (3) strive for a balanced budget annually, assuring that the City is living within our means, and (4) establish reserves necessary to meet known and unknown future obligations.

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

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

2. Reserves Policy

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

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

3. Revenue Policy – One Time (Non-Recurring) Resources
The City will strive to maintain a diversified and stable revenue base that is not overly dependent on any land use, major taxpayer, revenue type, restricted revenue, inelastic revenue, or external revenue. The General Fund Budget will be structurally in balance without relying on one-time resources such as proceeds from asset sales, debt refinancing, one-time grants, revenue spikes, budget savings and similar non-recurring revenue. Appropriate uses of one-time resources include establishing and rebuilding the General Fund Reserve, other City established reserves, or early retirement of debt, 205

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The City established the City of Pinole Employee Benefit Pension Plan (the “Plan”), a Section 115 Trust in July of 2018. The goal of the Plan’s investment program is to provide a reasonable level of growth which will result in sufficient assets to offset a portion of the present and future obligations of retirement benefits provided by the California Public Employees Retirement System (“CalPERS”) for those eligible employees who meet the 209

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specified age and service requirements. Assets in the Plan will seek to mitigate the impact of future rate increases from CalPERS.

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

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

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

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

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

Type of Coverage (Deductible) Coverage Limits
Liability ($25,000) including errors and omissions for public officials $29,000,000 All Risk Fire and Property ($5,000) $1,000,000,000
Workers’ Compensation (no deductible) $50,000,000
Vehicle Physical Damage ($3,000 for Police, $2,000 all others) $250,000 210

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Fiscal Year (FY) 2024/25 Operating and Capital Budget
Appendix – Jurisdictional Comparison
Jurisdictional Comparison
Sources: City of Hercules, City of San Pablo, City of El Cerrito, California Employment Development Department, California Department of Finance, United States Census Bureau
*The City of Pinole includes Wastewater Treatment Plant personnel; the City operates a Wastewater Treatment Plant which services the Pinole and Hercules areas. The City of San Pablo and El Cerrito are serviced by West County Wastewater District and EBMUD, respectively.
**The City of Hercules and City of San Pablo include Police personnel only as Fire services are provided by the Rodeo Hercules Fire District and ConFire, respectively. Effective 3/1/23 Fire services in the City of Pinole are provided by ConFire.

City of Pinole City of
Hercules
City of
San Pablo
City of
El Cerrito
Form of Government Council-Manager
General Law
Council-Manager
General Law
Council-Manager
General Law
Council-Manager
General Law
Year Incorporated 1903 1900 1948 1917
Budget Comparison
General Fund Revenue 28,219,433 19,835,823 54,367,874 51,386,444 General Fund
Expenditures 37,215,683 19,445,717 54,350,355 51,352,492 Total Full Time
Equivalents (FTE) 113.14* 64 165 168.8
Sworn Personnel FTE 29** 31** 61** 38.6
Demographics
Population 18,192 26,297 31,907 25,869
Annual Percent
Change -.29 .89 2.6 .65
Median Age 44.1 43.5 34.3 42.4
Population per FTE 161* 411 193 153
Population per Sworn
FTE 627 848 523 670
Housing Units 7,122 9,576 10,001 11,342
Average Household
Size 2.72 2.81 3.16 3.49
Labor Force 9,700 14,400 14,900 14,300
Unemployment Rate 2.6% 4.1% 4.8% 3.5%
Median Household
Income $120,833 $130,583 $78,215 $122,472
Per Capita Income $52,589 $56,098 $29,111 $37,484
211

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Fiscal Year (FY) 2024/25 Operating and Capital Budget
Appendix – Jurisdictional Comparison
Page intentionally blank
212

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City Council Meeting
June 3, 2025
FISCAL YEAR (FY) 2025/26

REVISED PROPOSED

OPERATING AND CAPITAL
BUDGET

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STAFF RECOMMENDATION
City staff recommend that the City Council review the Fiscal Year (FY) 2025/26 Revised Proposed Operating and Capital Budget and provide direction to staff for changes to incorporate into the next draft of the document, the Final Proposed version. 2

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BUDGET DEVELOPMENT PROCESS
3 Baseline
Budget
Preliminary
Proposed
Budget
Revised
Proposed
Budget
Final
Proposed
Budget

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STRUCTURALLY BALANCED BUDGET
POLICY
• Policy applies to General Fund operating budgets
• Create a proposed General Fund operating budget that is structurally balanced • To ensure the sustainability of service and expenditure levels by requiring that ongoing General Fund operating expenditures be funded by ongoing operating revenues 4

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GENERAL FUND REVISED PROPOSED

BUDGET HIGHLIGHTS
• City’s baseline budget is budgeted as ongoing revenues equal ongoing expenditures • Baseline budget revenues and expenditures are consistent with the prior forecast as there are no major changes to assumptions
• Status quo staffing and service levels
• New sales tax revenue expected to generate approximately $2.6 million • General Reserve amended to 25% from 50% of total ongoing General Fund expenditures with proceeds being transferred to the Other Post-Employment Benefits (OPEB) Trust • Staff travel & training reductions
• Does not include any potential salary adjustments that could result from labor agreements 5

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FINANCIAL GOALS
• Develop a fiscally sustainable budget annually and in future years • Maintain a positive net position whereby total assets exceed total liabilities • Maintain positive cash position by implementing balanced budgets and no deficit spending
• Address unfunded liabilities
6

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REVISED PROPOSED GENERAL FUND
BUDGET
7 FY2025/26 Operating
and Capital Budget
$31,485,380
Baseline Budget
(Ongoing Operating
Budget)
$31,485,379
One-time Operating
Budget Items
$468,937
Capital Improvement
Projects
$795,000
Use of Unassigned Fund Balance = $1,263,937

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GENERAL FUND REVISED PROPOSED

BUDGET - BASELINE REVENUES
FY 2024/25
Adopted Budget
FY 2025/26
Proposed Budget $ Change % Change
Revenues
Property Tax $ 6,168,067 $6,698,790 $530,723 9%
Sales and Use Tax 9,698,436 12,364,189 2,665,753 27%
Utility Users Tax (UUT) 2,285,000 2,345,000 60,000 3%
Franchise Tax 850,000 850,000 - 0%
Transient Occupancy Tax (TOT) 460,000 400,000 (60,000) -13% Business License Tax 460,000 469,200 9,200 2%
Intergovernmental Tax 2,402,673 2,513,149 110,476 5%
Permits 251,700 301,700 50,000 20%
Fees 138,354 132,309 (6,045) -4%
Charges for Services 1,774,307 1,861,497 87,190 5%
Other Revenues 462,106 366,619 (95,487) -21%
Transfers In – Pension Trust 2,425,000 2,552,745 127,745 5% Transfers In – OPEB Trust - 630,182 630,182 0%
Transfers In - General Reserve 843,790 - (843,790) -100% Total Revenues 28,219,433 31,485,380 3,265,947 12%
8

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GENERAL FUND REVISED PROPOSED
BUDGET – BASELINE EXPENDITURES
FY 2024/25
Adopted Budget
FY 2025/26
Proposed Budget $ Change % Change
Expenditures
Salaries and Wages 10,343,285 10,539,653 196,368 2%
Benefits - PERS 3,985,906 4,437,115 451,209 11%
Benefits - Other Benefits 3,414,082 3,741,236 327,154 10% Professional Services 8,342,117 8,837,233 495,116 6%
Other Operating 322,711 378,156 55,445 17%
Materials and Supplies 185,033 184,998 (35) 0%
Interdepartmental Charges (719,548) (665,537) 54,011 -8% Capital Outlay 148,440 191,440 43,000 29%
Debt Service 636,107 653,545 17,438 3%
Transfers Out – Operating Subsidy 1,561,300 3,200,914 1,639,614 105% Total Expenditures 28,219,433 31,485,379 3,265,946 12%
Net Surplus/(Deficit) $ - -
9

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TRAVEL & TRAINING BUDGET

REDUCTIONS

DEPARTMENT AMOUNT OF REDUCTION
City Clerk $ 2,500
City Manager 2,050
City Manager/PCTV 7,067
Community Development 22,245
Community Services 6,600
Finance 1,100
Human Resources 6,318
Police Department 15,000
TOTAL $ 62,880
10

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GENERAL FUND ONE-TIME BUDGET
ITEMS
11

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RECREATION FUND
FY 2024/25
Adopted Budget
FY 2025/26
Proposed Budget $ Change % Change
Revenues
Grants $ 81,983
$ - $
(81,983)
-100%
Licenses & Permits 250 250 - 0%
Fees 15,000 30,000 15,000 100%
Charges for Services 352,610 387,900 35,290 10%
Miscellaneous Revenue 54,512 155,413 100,901 185%
Transfers In 751,300 1,793,450 1,042,150 139%
Total Revenues 1,255,655 2,367,013 1,111,358 89%
Expenditures
Salaries and Wages 949,473 986,653 37,180 4%
Benefits 402,219 433,076 30,857 8%
Professional Services 465,304 525,627 60,324 13%
Other Operating 241,632 191,736 (49,896) -21%
Materials and Supplies 7,261 10,050 2,789 38%
Interdepartmental Charges 194,867 184,870 (9,997) 5%
Capital Outlay 119,500 35,000 (84,500) -71%
Total Expenditures 2,380,256 2,367,013 (13,243) -1%
Net Surplus/(Deficit) $ (1,124,601)
$
0 12

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BUILDING AND PLANNING FUND
FY 2024/25
Adopted Budget
FY 2025/26
Proposed Budget $ Change % Change
Revenues
Grants $ 40,000 $ 442,800 $ 402,800 1007%
Licenses & Permits 476,916 506,011 29,095 6%
Fees 865,610 852,866 (12,744) -1%
Fines and Forfeitures 20,000 30,000 10,000 50%
Miscellaneous Revenue 6,000 4,460 (1,540) -26%
Transfers In 67,000 894,670 827,670 1235%
Total Revenues 1,475,526 2,730,807 1,255,281 85%
Expenditures
Salaries and Wages 901,446 1,125,970 224,524 25%
Benefits 350,581 535,616 185,035 53%
Professional Services 827,795 913,474 85,679 10%
Other Operating 6,050 6,050 - 0%
Materials and Supplies 3,000 1,900 (1,100) -37%
Interdepartmental Charges 125,186 145,797 20,611 16%
Capital Outlay 5,500 2,000 (3,500) -64%
Total Expenditures 2,219,558 2,730,807 511,249 23%
Net Surplus/(Deficit) $ (744,032) $ 0
13

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PINOLE COMMUNITY TELEVISION (PCTV)
FY 2024/25
Adopted Budget
FY 2025/26
Proposed Budget $ Change % Change
Revenues
Franchise Tax $ 26,486 $ 26,486 $ - 0%
Charges for Services 179,047 168,840 (10,207) -6%
Miscellaneous Revenue 3,000 90,500 87,500 2917%
Transfers In 160,000 361,794 201,794 126%
Total Revenues 368,533 647,620 279,087 76%
Expenditures
Salaries and Wages 252,487 252,008 (479) 0%
Benefits 228,044 239,500 11,456 5%
Professional Services 52,170 34,984 (17,187) -33%
Other Operating 6,818 6,818 - 0%
Materials and Supplies 350 350 - 0%
Interdepartmental Charges 82,589 64,607 (17,982) -22%
Capital Outlay 211,425 49,355 (162,070) -77%
Total Expenditures 833,883 647,621 (186,262) -22%
Net Surplus/(Deficit) $ (465,350) $ 0
14

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SEWER ENTERPRISE FUND
FY 2024/25
Adopted Budget
FY 2025/26
Proposed Budget $ Change % Change
Revenues
Charges for Services $ 10,164,403 $ 12,735,506 $ 2,571,103 25% Investment Income 200,000 300,000 100,000 50%
Total Revenues 10,364,403 13,035,506 2,671,103 26%
Expenditures
Salaries and Wages 1,783,010 1,904,585 121,575 7%
Benefits 1,065,047 1,151,537 86,490 8%
Professional Services 1,033,464 973,464 (60,000) -6%
Other Operating 798,500 873,500 75,000 9%
Materials and Supplies 1,478,000 1,493,000 15,000 1%
Interdepartmental Charges 1,005,179 1,040,221 35,042 3% Capital Outlay 28,996,597 29,181,597 185,000 1%
Debt Service 1,611,568 1,611,192 (376) 0%
Total Expenditures 37,771,365 38,229,096 457,731 1%
Net Surplus/(Deficit) $ (27,406,962) $ (25,193,590)
15

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OTHER BUDGET UPDATES
• Reserve Policy Amendment
• Reduced reserve level from 50% to 25% of total ongoing General Fund expenditures • Proceeds of $2.4 million will be transferred into the Section 115 Trust to set aside funds for Other Post Employment Benefits (OPEB) (retiree medical) • A portion will be transferred into the General Fund to offset OPEB costs 16 Estimated General Reserve Balance, 6/30/25 $10,252,000 25% of Total Ongoing General Fund Expenditures
(Amount to remain in General Reserve)
$7,852,845
Amount Available to Transfer to Section 115 Trust $2,400,000

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OTHER BUDGET UPDATES
• New Associate Civil Engineer added to the Sewer Enterprise • Staff exploring debt financing for major road projects ($15 - $20 million over a 15-year period, as directed) and will return to a future City Council meeting with more information 17

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OTHER BUDGET UPDATES
• City Council Travel and Training Allocations
• The Revised Proposed Budget currently includes an allocation of $4,250 per Council Member for a total of $21,250
18 Current Budgeted Amount
$4,250 per Council
Member
$4,250 each for 3 Council
Members and $12,000 each
for 2 Council Members
$12,000 Per Council
Member
$21,250 $36,250 $72,000

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CONCLUSION
• The FY 2025/26 Revised Proposed FY 2025/26 General Fund baseline budget is balanced, but very lean
• Staff continue to explore options to generate additional revenue, including grant opportunities, sponsorships, and others, as well as to capture expenditure savings 19

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NEXT STEPS
• Staff to incorporate any changes, as directed, and present the Final Proposed Budget for adoption on June 17, 2025
20

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City of Pinole

THANK YOU
Q & A

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CITY COUNCIL
REPORT 11.B.

DATE: JUNE 3, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: Heba El-Guindy, Public Works Director, [email protected] SUBJECT: DRAFT FISCAL YEAR 2025-26 BASELINE BUDGET AND FIVE-YEAR

CAPITAL IMPROVEMENT PLAN

RECOMMENDATION
Review the Draft Fiscal Year (FY) 2025-26 Capital Budget and the Five-Year FY 2025-26 through 2029-30 Capital Improvement Plan (CIP) and direct staff on changes.

BACKGROUND
The Capital Improvement Plan (CIP) is a five-year plan/forecast of the City’s capital improvement projects and annual programs. The CIP serves as a tool for staff to plan, implement, and manage improvements and ongoing upgrades to the City’s infrastructure.

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

The draft FY 2025-26 through FY 2029-30 CIP is comprised of projects that fall into the following categories:
• Facilities
• Parks
• Sanitary Sewer
• Stormwater
• Streets and Roads
• Infrastructure Assessments
The proposed five-year CIP was reviewed by the Finance Committee on April 24, 2025. The Committee members emphasized the need to focus on pavement rehabilitation, streetlighting and wastewater projects.

The proposed CIP was also reviewed by City Council on May 6, 2025. City Council members commented on the various projects and directed staff to reduce and prioritize FY 2025-26 projects based on infrastructure needs, funding availability, and staff resources. It was also noted the need to minimize dependence on the City’s general funds, and to kick-start road projects, preferably as bundles, in order to reduce the design and construction costs that have been rising over past years.

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The CIP was revised and brought forward for City Council review and recommendations during the meeting held on May 13, 2025, and no further changes were recommended at the time. It should be noted that staff continued to pursue means that would minimize reliance on the City’s general fund. Since the May 13th City Council meeting, staff was able to reduce the Measure S fund of $241,000 previously recommended as a local match for the San Pablo Avenue Bridge Replacement Project to $100,000. This reduction was possible due to the recent negotiated changes to the Strategic Management Planning Program (STMP) grant Agreement that would allow the City more flexibility in utilizing the STMP grant fund as a local match to the Federal Highway Bridge Program (HBP) grant. The Agreement was also extended for four additional years. Changes to the Agreement were approved by the West Contra Costa Transportation Commission (WCCTC) Board on May 23, 2025, and will soon be brought forward for the City’s approval.

REVIEW AND ANALYSIS
The proposed five-year CIP FY 2025-26 through FY 2029-30 contains 45 projects and 5 infrastructure assessments. Based on City Council input, the proposed FY 2025-26 projects were reduced to now contain 2 Facility projects necessary because of deteriorating conditions, and 1 that is grant funded to establish EV charging infrastructure and zero emission fleet. FY 2025-26 projects also contain 2 Parks with relatively high maintenance costs and of community concerns. In addition, the first-year projects include 6 Wastewater and 2 Stormwater projects mostly funded by enterprise fees and expected to be supported by an additional engineering position. There are also 11 Streets and Roads projects that are likely to be bundled (in terms of scope and funding) depending on their locations to increase efficiency. This is in addition to 2 Infrastructure Assessments needed to assist with future planning. FY 2025-26 capital budget is aggressive with a total of 26 projects. However, these projects are necessary to enhance safety and operational conditions, to minimize liability, as well as to optimize maintenance and capital costs.

FISCAL IMPACT
The draft FY 2025-26 through FY 2029-30 Capital Improvement Plan (CIP) identifies projects with estimated total costs of $91,248,449 to be funded by various funding sources including grants, enterprise fees, development impact fees, measure funds, potential vehicle impact fees, and potential debt financing in years two through five. The draft FY 2025-26 capital budget proposes projects totaling $12,140,449 as detailed in Attachment A.

ATTACHMENTS
A. CIP Summary & Project Charters
B. Presentation

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CITY OF PINOLE
FY 2025-26 THROUGH FY 2029-30

FIVE-YEAR CAPITAL IMPROVEMENT PLAN
SOURCES BY FUND FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total 1 100 - General Fund $ 200,000 - $ - $ - $ - $ 200,000 $ 2 105 - Measure S 2006 $ 350,000 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000 $ 3 106 - Measure S 2014 $ 2,123,000 570,000 $ 918,965 $ 250,000 $ 250,000 $ 4,111,965 $ 4 200 - Gas Tax $ 880,000 1,500,000 $ 500,000 $ 500,000 $ 500,000 $ 3,880,000 $ 5 214 - Solid Waste $ - - $ - $ - $ - $ - $
6 215 - Grant: TLC $ - 41,442 $ - $ - $ - $ 41,442 $
7 215 - Grant: Climate Implementation Grant - MTC $ 357,000 595,000 $ - $ - $ - $ 952,000 $ 8 215 - Grant: HSIP $ - 239,040 $ - $ - $ - $ 239,040 $ 9 215 - Measure J $ 500,000 750,000 $ 500,000 $ 500,000 $ 250,000 $ 2,500,000 $ 10 215 - Grant: OBAG $ 650,000 - $ 370,000 $ - $ - $ 1,020,000 $ 11 275 - Parkland Dedication $ - - $ - $ - $ - $ - $
12 276 - Growth Impact Fees $ 2,018,000 950,000 $ 620,000 $ 220,000 $ 250,000 $ 4,058,000 $ 13 324 - Public Facilities Fund $ 582,000 - $ 400,000 $ - $ - $ 982,000 $ 14 325 - City Street Improvements $ 1,075,000 900,000 $ 700,000 $ 700,000 $ 650,000 $ 4,025,000 $ = 325 - Grant: TDA Article 3 $ - - $ - $ - $ - $ - $
16 325 - Grant: STMP Fees $ 670,000 597,417 $ 480,000 $ - $ - $ 1,747,417 $ 17 325 - Grant: HBP $ 1,600,000 1,351,590 $ 23,919,035 $ - $ - $ 26,870,625 $ 18 377 - Arterial Streets Rehabilitation $ 450,000 560,960 $ 400,000 $ 350,000 $ 350,000 $ 2,110,960 $ 19 500 - Sewer Enterprise Fund $ 5,650,000 2,735,000 $ 4,480,000 $ 4,995,000 $ 2,835,000 $ 20,695,000 $ 21 Potential Debt Financing $ 4,000,000 - $ 4,000,000 $ 2,750,000 $ 2,250,000 $ 13,000,000 $ 22 Potential Vehicle Impact Fee $ - 1,000,000 $ - $ - $ - $ 1,000,000 $ Sources Total 12,140,449 $ 21,105,000 $ 37,638,000 $ 10,615,000 $ 7,685,000 $ 89,183,449 $ 23 Unfunded Total - $ 515,000 $ - $ 1,050,000 $ 500,000 $ 2,065,000 $ Total Sources Required $ 12,140,449 $ 21,620,000 $ 37,638,000 $ 11,665,000 $ 8,185,000 $ 91,248,449

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CITY OF PINOLE
CAPITAL IMPROVEMENT PLAN: FY 2025-26

ACCOUNT SUMMARY

FACILITIES
PRJ # PROJECT FY 2025-26 106-343-47201 276-343-47201 324-343-47201 215-342-47205 Unfunded FA2502 Upgrade of City Pools $ 100,000 $ - $ 100,000 $ - $ - $ - FA2501 Zero-Emission Vehicle and EV Charging Infrastructure $ 670,000 $ 75,000 $ - $ - $ 595,000 $ - FA2401 Tiny Tots Flooring and Painting $ - $ - $ - $ - $ - $ - FA2302 Plum St. Parking Lot Improvements $ - $ - $ - $ - $ - $ - FA2301 Public Safety Building Modernization $ - $ - $ - $ - $ - $ - FA2202 Senior Center Modernization $ - $ - $ - $ - $ - $ - FA1901 Senior Center Auxiliary Parking Lot $ - $ - $ - $ - $ - $ - FA1703 City Hall Modernization $ 400,000 $ - $ 400,000 $ - $ - $ - FA1702 Citywide Roof Repairs and Replacement $ - $ - $ - $ - $ - $ - PARKS
PRJ # PROJECT FY 2025-26 276-345-47203 214-345-47203 106-345-47203 Unfunded PA2501 Improvements to City Parks $ 200,000 $ 200,000 $ - $ - $ - PA2402 Mural Preservation $ - $ - $ - $ - $ -
PA2401 Fernandez Park Improvements $ - $ - $ - $ - $ -
PA2202 Skatepark Rehabilitation $ - $ - $ - $ - $ -
PA1901 Pinole Valley Park Soccer Field Rehabilitation 250,000 $ 250,000 $ - $ - $ $ -

SANITARY SEWER
PRJ # PROJECT FY 2025-26 500-641-47201 500-642-47201 276-642-47207 Unfunded SS2501 Replacement of Blowers at the Treatment Plant 280,000 $ - $ 280,000 $ - $ $ - SS2407 Private Sewer Lateral Program 150,000 $ - $ 150,000 $ - $ $ - SS2406 WPCP Solar and Battery - $ - $ - $ $ -
SS2405 Lower Tennent Trunk Sewer Capacity - $ - $ - $ - $ $ - SS2404 WPCP Boiler Replacement - $ - $ - $ - $ $ -
SS2403 WPCP Centrifuge Replacement - $ - $ - $ - $ $ -
SS2402 Pinon-2 Sewer Capacity - $ - $ - $ - $ $ -
SS2203 Effluent Outfall 650,000 $ 650,000 $ - $ - $ $ - SS2101 Secondary Clarifier Rehabilitation 425,000 $ 425,000 $ - $ - $ $ - SS2002 Water Pollution Control Plan Lab Remodel 150,000 $ 150,000 $ - $ - $ $ - SS1702 Sewer Pump Station Rehabilitation 850,000 $ - $ 850,000 $ - $ $ -

STORMWATER
PRJ # PROJECT FY 2025-26 106-344-47206 276-344-47206 Unfunded SW2501 Stormwater Upgrade & Trash Capture $ 150,000 $ 150,000 $ - SW2401 Storm Drain Creek Discharge Improvements 120,000 $ 120,000 $ $ - SW2001 Roble Road Storm Drainage Improvements - $ - $ $ -

STREETS & ROADS
PRJ # PROJECT FY 2025-26 106-342-47205 215-342-47205 105-342-47205 276-342-47205 325-342-42101 500-641-42101 200-342-47205 377-342-47205 Potential Vehicle Impact Fee Unfunded
RO2507 ADA Transition Plan Update $ 250,000 $ - $ - $ - $ - $ 250,000 $ - $ - $ - $ - $ - $ - RO2506 Traffic Calming Program $ 200,000 $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ - RO2505 Safe Routes to Schools $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - RO2504 Pavement Marking and Signage Upgrades $ 100,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - RO2503 City Streetlights Upgrade $ 250,000 $ - $ - $ - $ - $ - $ - $ - $ 250,000 $ - $ - $ - RO2502 Pinole Signals Upgrade $ 200,000 $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ - $ - $ - RO2501 Accessibility Improvements Project $ 150,000 $ - $ - $ - $ - $ 150,000 $ - $ - $ - $ - $ - $ - RO2404 Crosswalk Tennent Ave at Prune St $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - RO2403 Old Town Traffic Calming $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - RO2402 Sidewalk Rehabilitation Program $ 200,000 $ - $ - $ - $ - $ 200,000 $ - $ - $ - $ - $ - $ - RO2401 Road Maintenance Repairs $ 350,000 $ - $ - $ 350,000 $ - $ - $ - $ - $ - $ - $ - RO2303 Pinole Smart Signals $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - RO2302 Safety Improvements on Arterial Roadways $ 350,000 $ - $ 239,040 $ - $ - $ - $ - $ - $ 110,960 $ - $ - $ - RO2301 Road Rehabilitation $ 3,250,000 $ - $ 750,000 $ - $ - $ - $ - $ 1,500,000 $ - $ 1,000,000 $ - RO2102 Tennent Ave Rehabilitation - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - RO1902 Pedestrian Improvements at Tennent Ave. Near RXR - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - RO1710 San Pablo Avenue Bridge Over BNSF Railroad 2,090,449 $ 100,000 $ 41,442 $ - $ - $ 1,949,007 $ - $ - $ - $ - $ - $ $ -

INFRASTRUCTURE ASSESSMENTS
PRJ # ASSESSMENT FY 2025-26 106-343-42101 106-344-42101 500-642-42101 500-641-42101 325-342-42101 Unfunded IN2301 Facilities & Real Estate Master Plan - $ - $ $ - IN2105 Appian Way Complete Streets - $ - $ $ -
IN2103 Recycled Water Feasibility 80,000 $ 80,000 $ - $ $ - IN2101 Emergency Power for Critical Facilities - $ - $ - $ $ - IN1703 Storm Drain Master Plan $ 275,000 $ 150,000 $ 125,000 $ - $ - Uses by Project Total $ 12,140,449
LEGEND:
• Project numbers: FA = Facilities; PA = Parks; SS = Sanitary Sewer; SW = Storm Water; RO = Streets & Roads; IN = Infrastructure Assessments * Project cost to be split 50% with the City of Hercules

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FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total $ - $ - 200,000 $ - $ - $ 200,000 $
$ 350,000 $ 350,000 350,000 $ 350,000 $ 350,000 $ 1,750,000 $ $ 570,000 $ 918,965 2,123,000 $ 250,000 $ 250,000 $ 4,111,965 $ $ 1,500,000 $ 500,000 880,000 $ 500,000 $ 500,000 $ 3,880,000 $ $ - $ - - $ - $ - $ - $
$ 41,442 $ - - $ - $ - $ 41,442 $
$ 595,000 $ - 357,000 $ - $ - $ 952,000 $
$ 239,040 $ - - $ - $ - $ 239,040 $
$ 750,000 $ 500,000 500,000 $ 500,000 $ 250,000 $ 2,500,000 $ $ - $ 370,000 650,000 $ - $ - $ 1,020,000 $
$ - $ - - $ - $ - $
$ 950,000 $ 620,000 2,018,000 $ 220,000 $ 250,000 $ 4,058,000 $ $ - $ 400,000 582,000 $ - $ - $
$ 900,000 $ 700,000 1,075,000 $ 700,000 $ 650,000 $ 4,025,000 $ $ - $ - - $ - $ - $ - $
$ 597,417 $ 480,000 670,000 $ - $ - $ 1,747,417 $
$ 1,351,590 $ 23,919,035 1,600,000 $ - $ - $ 26,870,625 $ $ 560,960 $ 400,000 450,000 $ 350,000 $ 350,000 $ 2,110,960 $ $ 2,735,000 $ 4,480,000 5,650,000 $ 4,995,000 $ 2,835,000 $ 20,695,000 $ $ - $ 4,000,000 4,000,000 $ 2,750,000 $ 2,250,000 $ 13,000,000 $ $ 1,000,000 $ - - $ - $ - $ 1,000,000 $
$ 12,140,449 $ 37,638,000 21,105,000 $ 10,615,000 $ 7,685,000 $ $ 89,183,449 $ - $ - 515,000 $ 1,050,000 $ 500,000 $ $ 2,065,000
$ 12,140,449 $ 37,638,000 21,620,000 $ 11,665,000 $ 8,185,000 $ 91,248,449 $

FACILITIES
PRJ # PROJECT FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total FA2502 Upgrade of City Pools $ 100,000 $ 300,000 $ - $ - $ - $ 400,000 FA2501 Zero-Emission Vehicle and EV Charging Infrastructure $ 670,000 $ 400,000 $ - $ - $ - $ 1,070,000 FA2401 Tiny Tots Flooring and Painting $ - $ 250,000 $ - $ - $ - $ 250,000 FA2302 Plum St. Parking Lot Improvements $ - $ 220,000 $ - $ - $ - $ 220,000 FA2301 Public Safety Building Modernization $ - $ 500,000 $ - $ - $ - $ 500,000 FA2202 Senior Center Modernization $ - $ 150,000 $ - $ - $ - $ 150,000 FA1901 Senior Center Auxiliary Parking Lot $ - $ - $ - $ 1,050,000 $ 500,000 $ 1,550,000 FA1703 City Hall Modernization $ 400,000 $ 300,000 $ - $ - $ - $ 700,000 FA1702 Citywide Roof Repairs and Replacement $ - $ 600,000 $ 400,000 $ - $ - $ 1,000,000 PARKS
PRJ # PROJECT FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total PA2501 Improvements to City Parks $ 200,000 $ 200,000 $ 220,000 $ 220,000 $ 250,000 $ 1,090,000 PA2402 Mural Preservation $ - $ 100,000 $ - $ - $ - $ 100,000 PA2401 Fernandez Park Improvements $ - $ 480,000 $ 400,000 $ - $ - $ 880,000 PA2202 Skatepark Rehabilitation $ - $ 200,000 $ - $ - $ - $ 200,000 PA1901 Pinole Valley Park Soccer Field Rehabilitation $ 250,000 $ - $ - $ - $ - $ 250,000

SANITARY SEWER
PRJ # PROJECT FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total SS2501 Replacement of Blowers at the Treatment Plant $ 280,000 $ - $ - $ - $ - $ 280,000 SS2407 Private Sewer Lateral Program $ 150,000 $ - $ - $ - $ - $ 150,000 SS2406 * WPCP Solar and Battery $ - $ 250,000 $ - $ - $ - $ 250,000 SS2405 Lower Tennent Trunk Sewer Capacity $ - $ - $ 170,000 $ 3,880,000 $ - $ 4,050,000 SS2404 * WPCP Boiler Replacement $ - $ - $ 660,000 $ - $ - $ 660,000 SS2403 * WPCP Centrifuge Replacement $ - $ - $ - $ 990,000 $ - $ 990,000 SS2402 Pinon-2 Sewer Capacity $ - $ - $ - $ 125,000 $ 2,835,000 $ 2,960,000 SS2203 * Effluent Outfall $ 650,000 $ 1,350,000 $ 1,150,000 $ - $ - $ 3,150,000 SS2101 * Secondary Clarifier Rehabilitation $ 425,000 $ - $ - $ - $ - $ 425,000 SS2002 * Water Pollution Control Plan Lab Remodel $ 150,000 $ - $ - $ - $ - $ 150,000 SS1702 Sewer Pump Station Rehabilitation $ 850,000 $ 3,950,000 $ 2,500,000 $ - $ - $ 7,300,000

STORMWATER
PRJ # PROJECT FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total SW2501 Stormwater Upgrade & Trash Capture $ 150,000 $ 150,000 $ 120,000 $ 100,000 $ 100,000 $ 620,000 SW2401 Storm Drain Creek Discharge Improvements $ 120,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 720,000 SW2001 Roble Road Storm Drainage Improvements $ - $ 800,000 $ - $ - $ - $ 800,000

STREETS & ROADS
PRJ # PROJECT FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total RO2507 ADA Transition Plan Update $ 250,000 $ - $ - $ - $ - $ 250,000 RO2506 Traffic Calming Program $ 200,000 $ 200,000 $ 150,000 $ 150,000 $ 150,000 $ 850,000 RO2505 Safe Routes to Schools $ - $ 100,000 $ 100,000 $ 100,000 $ 50,000 $ 350,000 RO2504 Pavement Marking and Signage Upgrades $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 RO2503 City Streetlights Upgrade $ 250,000 $ 250,000 $ 200,000 $ 200,000 $ 200,000 $ 1,100,000 RO2502 Pinole Signals Upgrade $ 200,000 $ 200,000 $ 200,000 $ 150,000 $ 150,000 $ 900,000 RO2501 Accessibility Improvements Project $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 RO2404 Crosswalk Tennent Ave at Prune St $ - $ 50,000 $ - $ - $ - $ 50,000 RO2403 Old Town Traffic Calming $ - $ 570,000 $ - $ - $ - $ 570,000 RO2402 Sidewalk Rehabilitation Program $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,000,000 RO2401 Road Maintenance Repairs $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000 RO2303 Pinole Smart Signals $ - $ 100,000 $ - $ - $ - $ 100,000 RO2302 Safety Improvements on Arterial Roadways $ 350,000 $ - $ - $ - $ - $ 350,000 RO2301 Road Rehabilitation $ 3,250,000 $ 5,000,000 $ 5,000,000 $ 3,750,000 $ 3,000,000 $ 20,000,000 RO2102 Tennent Ave Rehabilitation $ - $ 750,000 $ - $ - $ - $ 750,000 RO1902 Pedestrian Improvements at Tennent Ave. Near RXR $ - $ 750,000 $ 750,000 $ - $ - $ 1,500,000 RO1710 ** San Pablo Avenue Bridge Over BNSF Railroad $ 2,090,449 $ 2,200,000 $ 27,018,000 $ - $ - $ 31,308,449

INFRASTRUCTURE ASSESSMENTS
PRJ # ASSESSMENT FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 5-Year Total IN2301 Facilities & Real Estate Master Plan $ - $ - $ 150,000 $ - $ - $ 150,000 IN2105 Appian Way Complete Streets $ - $ 100,000 $ - $ - $ - $ 100,000 IN2103 Recycled Water Feasibility $ 80,000 $ - $ - $ - $ - $ 80,000 IN2101 Emergency Power for Critical Facilities $ - $ 200,000 $ - $ - $ - $ 200,000 IN1703 Storm Drain Master Plan $ 275,000 $ - $ - $ - $ - $ 275,000 Uses by Project Total $12,140,449 $21,620,000 $40,138,000 $11,665,000 $8,185,000 $93,748,449 LEGEND:
• Project numbers: FA = Facilities; PA = Parks; SS = Sanitary Sewer; SW = Storm Water; RO = Streets & Roads; IN = Infrastructure Assessments * Project cost to be split 50% with the City of Hercules 106 - Measure S 2014
200 - Gas Tax
275 - Parkland Dedication
324 - Public Facilities Fund
215 - Measure J
215 - Grant: OBAG
276 - Growth Impact Fees
214 - Solid Waste
215 - Grant: TLC
215 - Grant: HSIP
215 - Grant: Climate Implementation Grant - MTC
105 - Measure S 2006

CITY OF PINOLE
CAPITAL IMPROVEMENT PLAN: FY 2025-26 THROUGH FY 2029-30

FUNDING SUMMARY

SOURCES BY FUND
100 - General Fund
325 - City Street Improvements
325 - Grant: TDA Article 3
325 - Grant: STMP Fees
Total Sources Required
325 - Grant: HBP
377 - Arterial Streets Rehabilitation
500 - Sewer Enterprise Fund
Sources Total
Unfunded Total
Potential Debt Financing
Potential Vehicle Impact Fee

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Project Origin : Priority Score :

Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 300,000 100,000 $ - $ - $ - $ 400,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 30,000 30,000 $
$ 250,000 90,000 $ 340,000 $
$ 20,000 10,000 $ 30,000 $
$ 100,000 $ 300,000 $ - $ - $ - $ 400,000
$ 300,000 100,000 $ 400,000 $
$ 100,000 $ 300,000 $ - $ - $ - $ 400,000
FA2502 - UPGRADE OF CITY POOLS
Functional Area :

Type of CIP Unappropriated Subsequent Years
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
Design
The City’s pool has five (5) lanes with depth ranges from 3.5 feet to 9 feet. The City also offers a small pool for beginners, small children or parent getting their children use to the water. The children’s pool measures 25′ x 25′ and is two and a half (2.5) feet deep. The facility and pool offer amenities such as a handicap chair lift and full lockers to put your personal items and showers. Maintenance costs have been high due to the age and condition of the pools and associated equipment, and the main pool had to be closed for a number of months. This project will fully renovate and upgrade the pools along with associated amenities.

History, Status, or Impact if Delayed
Increased maintenance costs and potential for additional closures to avoid safety or liability issues.

General Plan Goals/Policies
Policy GM.4.1, Goal CS.1, Goal CS.9, Policy CS.9.1
Summary of Capital Cost
Projected Budget
USE(S)
Planning

TOTAL FUNDS
Construction
Contingency

TOTAL USES

SOURCE(S)
276 - Growth Impact Fees

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Project Origin : Priority Score :

Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 400,000 670,000 $ - $ - $ - $ 1,070,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 120,000 120,000 $
$ 370,000 500,000 $ 870,000 $
$ 30,000 50,000 $ 80,000 $
$ 670,000 $ 400,000 $ - $ - $ - $ 1,070,000
$ 43,000 75,000 $ 118,000 $
$ 357,000 595,000 $ 952,000 $
$ 670,000 $ 400,000 $ - $ - $ - $ 1,070,000
FA2501 - ZERO-EMISSION VEHICLE AND EV CHARGING INFRASTRUCTURE Functional Area :

Type of CIP Unappropriated Subsequent Years
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
Design
In August 2024, City Council adopted the City’s Climate Action and Adaptation Plan (CAAP) to achieve carbon neutrality by 2045, in alignment with the State’s Senate Bill 32 and Assembly Bill 1279. Pinole’s community-wide and municipal greenhouse gas (GHG) inventories identified the transportation sector as the largest source of emissions, accounting for 50% of the total GHG emissions. In December 2024, the City’s Community Development Department submitted to the Metropolitan Transportation Commission (MTC) an application requesting $952,000 in grant funds in addition to a required 11% local match ($118,000) for a total Project cost of 1,070,000 for accelerating zeroemission vehicle adoption and expanding the EV charging infrastructure in alignment with the Pinole’s CAAP goals.

History, Status, or Impact if Delayed
The CAAP recommends installation of 267 level 2 chargers by 2030 and 323 level 2 chargers by 2045, increasing passenger zero-emission vehicles (ZEV) use to 33% by 2030, increasing commercial zero-emission vehicle (ZEV) use to 25% by 2030, and electrifying or otherwise decarbonizing 30% of the municipal vehicle fleet by 2026.

General Plan Goals/Policies
2024 Climate Action and Adaptation Plan
Summary of Capital Cost
Projected Budget
USE(S)
Planning

TOTAL FUNDS
Construction
Contingency

TOTAL USES

SOURCE(S)
106 - Measure S 2014
215 - Grant: Climate Implentation Grant - MTC

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Project Origin : Priority Score : 42
Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 250,000 - $ - $ - $ - $ 250,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 250,000 250,000 $
$ - $ 250,000 $ - $ - $ - $ 250,000
$ 250,000 250,000 $
$ - $ 250,000 $ - $ - $ - $ 250,000
Project Estimate
FY 2025 - 2030
Functional Area : Facilities
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Goal CS.1, Policy CS.1.1; Goal CS.3, Policy CS.3.1
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2026 Estimated Completion
Description
Pinole Tiny Tots interior and exterior facility maintenance including flooring and painting. Replacement of existing carpeted areas in the main room with new carpet or carpet tiles and replacement of existing vinyl linoleum with a waterproof plank vinyl in the snack area and craft/play areas. Exterior siding, eaves, and trim repairs and painting.

Interior office, main room, kitchen, and restrooms painting.

History, Status, or Impact if Delayed
The current carpeting and vinyl linoleum flooring are in need of replacement. The carpeted areas are worn and also contain many raised areas that create a tripping hazard. The current exterior and interior paint is from approximately 20 years ago and shows discoloration, fading, chipping, and weathering.

General Plan Goals/Policies
FA2401 - TINY TOTS FLOORING AND PAINTING
Staff Recommendation

TOTAL FUNDS

SOURCE(S)
276 - Growth Impact Fees

TOTAL USES
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

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Project Origin : Priority Score : 12
Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 220,000 - $ - $ - $ - $ 220,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 20,000 20,000 $
$ 180,000 180,000 $
$ 20,000 20,000 $
$ - $ 220,000 $ - $ - $ - $ 220,000
$ 220,000 220,000 $
$ - $ 220,000 $ - $ - $ - $ 220,000
324 - Public Facilities Fund

TOTAL USES
History, Status, or Impact if Delayed
USE(S)
Planning
Design
Construction
Contingency

SOURCE(S)
Year 5
FY 2029-30
Description
Type of CIP Unappropriated Subsequent Years
Project Estimate
FY 2025 - 2030
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Estimated Completion
FA2302 - PLUM ST. PARKING LOT IMPROVEMENTS
Staff Recommendation

TOTAL FUNDS
Project Start 7/1/2026
General Plan Goals/Policies
Projected Budget
Goal CS.2, Policy CS.2.6; Goal CE.5
Summary of Capital Cost
To provide a secure parking area for Police vehicles in the Plum St. parking lot. The parking lot will remain open for the public. A portion of the parking lot, approximately 25 spaces will be secured with a chain-link fence with security gates for Police vehicles. The layout of the parking lot likely to be redesigned. In addition, bicycle parking will be provided to the public.

Functional Area : Facilities
Estimated
Expenditures
to-date
$ -
Year 1
FY 2025-26

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Project Origin : Priority Score : 34
Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 500,000 - $ - $ - $ - $ 650,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 50,000 50,000 $
$ 400,000 400,000 $
$ 50,000 50,000 $
$ - $ 500,000 $ - $ - $ - $ 500,000
$ 200,000 200,000 $
$ 300,000 300,000 $
$ - $ 500,000 $ - $ - $ - $ 500,000
Project Estimate
FY 2025 - 2030
Functional Area : Facilities
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Goal CS.2, Policy CS.2.6, Goal CS.1, Policy CS.1.1, Policy SE.1.3 Estimated
Expenditures
to-date
$ 150,000.00
Project Start 7/1/2024 Estimated Completion
Description
To extend the useful life of the Public Safety building, there are several items that require attention including but not limited to replacement of the HVAC system, carpet, flooring, water heaters, light fixtures, fans, etc. In addition, the building requires painting (interior and exterior), and the locker rooms also require renovation.

History, Status, or Impact if Delayed
General Plan Goals/Policies
FA2301 - PUBLIC SAFETY BUILDING MODERNIZATION
Staff Recommendation

TOTAL FUNDS

TOTAL USES

SOURCE(S)
106 - Measure S 2014
276 - Growth Impact Fees
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 537 of 764 ends

Project Origin : Priority Score : 37
Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 150,000 - $ - $ - $ - $ 335,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 130,000 130,000 $
$ 20,000 20,000 $
$ - $ 150,000 $ - $ - $ - $ 150,000
$ 150,000 150,000 $
$ - $ 150,000 $ - $ - $ - $ 150,000
Project Estimate
FY 2025 - 2030
Functional Area : Facilities
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Policy CS.2.6, Goal CS.1, Policy CS.1.1, Policy SE.1.3
Estimated
Expenditures
to-date
$185,000
Project Start 7/1/2024 Estimated Completion
Description
This ongoing project includes a facilities condition assessment and design and construction of improvements to modernize the existing Senior Center building located at 2525 Charles Avenue. Work include upgrades to energy system, roof repairs, and interior renovations.

History, Status, or Impact if Delayed
General Plan Goals/Policies
FA2202 - SENIOR CENTER MODERNIZATION
Staff Recommendation

TOTAL FUNDS

SOURCE(S)
276 - Growth Impact Fees

TOTAL USES
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 538 of 764 ends

Project Origin : Priority Score :

Budget
New X Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - - $ - $ 1,050,000.00 $ 500,000.00 $ 1,676,655 $
6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 100,000 100,000 $
$ 450,000 870,000 $ 1,320,000 $
$ 50,000 80,000 $ 130,000 $
$ - $ - $ - $ 1,050,000 $ 500,000 $ 1,550,000
$ 500,000 1,050,000 $ 1,550,000 $
$ - $ - $ - $ 1,050,000 $ 500,000 $ 1,550,000
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30

TOTAL FUNDS

TOTAL USES
Planning
Design
Construction
Contingency

SOURCE(S)
Unfunded
FA1901 - SENIOR CENTER AUXILIARY PARKING LOT
Fowler Lot Re-Use Committee
Summary of Capital Cost
Projected Budget
Description
On February 2, 2021 City Council adopted Resolution 2021-07 and awarded a contract to a consultant for the preliminary engineering and design for the parking lot. The parking lot will be designed to be a multi-benefit project that includes pavement structural section, striping, lighting, bicycle parking, electric vehicle charging stations, stormwater capture and retention, and drought tolerant landscaping. The final design will offer the maximum number of parking spaces while allowing access for both vehicles and pedestrians and include aesthetic design components.

On June 7, 2022, City Council directed staff to incorporate the installation of a solar canopy and backup battery system at the site.

History, Status, or Impact if Delayed
On April 16, 1990 City Council adopted Resolution 2380 authorizing the purchase of 2548 Charles Street. At the time of purchase, City Council determined that construction of a Senior Center was necessary, and that this property was needed to provide sufficient parking for the Center. The parcel is surrounded by municipal parking lots which serve the Senior Center and Old Town Pinole. The Fowler House tenants remained in the properly till 2010 and many discussions took place to determine the best use of the property. It was determined that the house had asbestos and lead paint. On July 17, 2018, City Council adopted Resolution 2018-67 to create the Fowler Lot Re-use Committee to evaluate the reuse and redevelopment of the property. The Committee evaluated uses for the lot and determined the best use of the property is a parking lot. On October 16, 2018, the City Council adopted Resolution No. 2018-93 to approve a contract with a construction company to abate and demolish the Fowler house. The property demolition was completed on March 11, 2019. On July 21, 2020, City Council adopted Resolution 2020–68 to accept the final recommendation of the Committee.

General Plan Goals/Policies
Project Estimate
FY 2025 - 2030
Functional Area : Facilities
Type of CIP Unappropriated Subsequent Years
USE(S)
Goal CE.5, Goal CS.1, Policy GM.4.1
Estimated
Expenditures
to-date
$ 126,655.00
Project Start 7/1/2024 Estimated Completion

Page 539 of 764 ends

Project Origin : Priority Score : 35
Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 300,000 400,000.00 $ - $ - $ - $ 700,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ - 30,000 $ 30,000 $
$ 270,000 340,000 $ 610,000 $
$ 30,000 30,000 $ 60,000 $
$ 400,000 $ 300,000 $ - $ - $ - $ 700,000
$ 400,000 400,000 $
$ 300,000 300,000 $
$ 400,000 $ 300,000 $ - $ - $ - $ 700,000
Project Estimate
FY 2025 - 2030
Functional Area : Facilities
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Policy CS.2.6, Goal CS.1, Policy CS.1.1, Policy SE.1.3
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
Interior improvements and exterior painting to extend the life of the City Hall building and improve its functionality for staff and the public. Several items that require attention include but are not limited to the configuration of rooms, carpet, flooring, window coverings, light fixtures, improved service counters, improved exterior doors insulation and landing to prevent the rain from leaking inside the building, and addition of a lactation room. Interior and exterior surfaces require repainting as the paint system has reached the end of its useful life with fading, chipping paint, along with water and mildew damage. Exterior improvements will include replacement of the City seal and addition of a wall-mounted flagpole and multi-color lighting.

History, Status, or Impact if Delayed
Exterior painting is necessary to maintain external protection from the environment.

General Plan Goals/Policies
FA1703 - CITY HALL MODERNIZATION
Staff Recommendation

TOTAL FUNDS

SOURCE(S)
276 - Growth Impact Fees
106 - Measure S 2014

TOTAL USES
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 540 of 764 ends

Project Origin : Priority Score : 43
Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 600,000 - $ 400,000 $ - $ - $ 1,000,000 $
6/30/2028
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 60,000 60,000 $
$ 350,000 490,000 $ 840,000 $
$ 50,000 50,000 $ 100,000 $
$ - $ 600,000 $ 400,000 $ - $ - $ 1,000,000
$ 400,000 362,000 $ 762,000 $
$ 238,000 238,000 $
$ - $ 600,000 $ 400,000 $ - $ - $ 1,000,000
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30

TOTAL FUNDS

TOTAL USES
Construction
Contingency

SOURCE(S)
324 - Public Facilities Fund
276 - Growth Impact Fees
FA1702 - CITYWIDE ROOF REPAIRS AND REPLACEMENT
End of Life Cycle
USE(S)
Planning
Description
Roof repairs and replacement at City facilities including the Public Safety Building, City Hall, and Water Pollution Control Plant. In October 2022, City staff received quotes for the rehabilitation of the roofs; it was determined that the Public Safety building roof needs immediate replacement.

History, Status, or Impact if Delayed
In 2015, comprehensive visual roof inspections were completed by a contractor on various City owned facilities. The purpose of the inspection was to identify the extent, if any, of moisture intrusion into the existing roof assemblies, document observed roof system deficiencies, determine the overall condition of the existing roof systems and to estimate the service life of the inplace roof assemblies.

General Plan Goals/Policies
Project Estimate
FY 2025 - 2030
Functional Area : Facilities
Type of CIP Unappropriated Subsequent Years
Design
Summary of Capital Cost
Projected Budget
Policy GM.4.1, Goal CS.1, Goal CS.9, Policy CS.9.1
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2026 Estimated Completion

Page 541 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 200,000 200,000 $ 220,000 $ 220,000 $ 250,000 $ 1,090,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 20,000 20,000 $ 20,000 $ 20,000 $ 20,000 $ 100,000 $
$ 160,000 160,000 $ 180,000 $ 180,000 $ 200,000 $ 880,000 $ $ 20,000 20,000 $ 20,000 $ 20,000 $ 30,000 $ 110,000 $
$ 200,000 $ 200,000 $ 220,000 $ 220,000 $ 250,000 $ 1,090,000 $ 200,000 200,000 $ 220,000 $ 220,000 $ 250,000 $ 1,090,000 $ $ 200,000 $ 200,000 $ 220,000 $ 220,000 $ 250,000 $ 1,090,000 PA2501 - IMPROVEMENTS TO CITY PARKS
Functional Area :

Type of CIP Unappropriated Subsequent Years
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
Design
This annual project is intended to implement upgrades to the City’s parks and fields such as the replacement of restrooms with ones that are equipped with fire retardant roofs and durable, fire-resistant building materials. Other potential upgrades would cover lighting, playground equipment, shaded structures, furnishings, installation of welcome kiosk and wayfinding signs, enhancing landscaping, public art, and paving trails. Identified improvements will be based on community input and aim to beautify the City’s parks and enhance safety, health and quality of life.

History, Status, or Impact if Delayed
Reduce maintenance costs, and improve quality of parks and amenities.

General Plan Goals/Policies
Goal CS.2, Goal CS.3, Policy CS 2.6 & 3.1, Policy GM.4.1 Summary of Capital Cost
Projected Budget
USE(S)
Planning

TOTAL FUNDS
Construction
Contingency

TOTAL USES

SOURCE(S)
276 - Growth Impact Fees

Page 542 of 764 ends

Project Origin : Priority Score : 27
Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 100,000 - $ - $ - $ - $ 100,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 100,000 100,000 $
$ - $ 100,000 $ - $ - $ - $ 100,000
$ 100,000 100,000 $
TOTAL FUNDS $ - $ 100,000 $ - $ - $ - $ 100,000
Construction
Contingency

TOTAL USES

SOURCE(S)
106 - Measure S 2014
Design
Preservation and enhancment of murals in the City, community participation will be sought as applicable.

History, Status, or Impact if Delayed
General Plan Goals/Policies
Goal CC.1, Policy CC.1.3; Goal CC.5, Policy CC.5.1
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2026 Estimated Completion
PA2402 - MURAL PRESERVATION
Functional Area : Parks Council Request
Type of CIP Unappropriated Subsequent Years

Page 543 of 764 ends

Project Origin : Priority Score : 24
Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 480,000 - $ 400,000 $ - $ - $ 900,000 $
6/30/2028
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 70,000 70,000 $
$ 360,000 360,000 $ 720,000 $
$ 40,000 50,000 $ 90,000 $
$ - $ 480,000 $ 400,000 $ - $ - $ 880,000
$ 400,000 480,000 $ 880,000 $
TOTAL FUNDS $ - $ 480,000 $ 400,000 $ - $ - $ 880,000
Construction
Contingency

TOTAL USES

SOURCE(S)
276 - Growth Impact Fees
Design
Renovations to the baseball field to decrease water and energy usage in addition to infrastructure improvements to increase accessibility and safety.

History, Status, or Impact if Delayed
General Plan Goals/Policies
Goal CS.1, Policy CS.1.1, Policy CS.1.3; Goal CS.3, Policy CS.3.1; Goal CS.9, Policy CS.9.1, Goal SE.4, Policy SE.4.2 Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ 20,000.00
Project Start 7/1/2024 Estimated Completion
PA2401 - FERNANDEZ PARK IMPROVEMENTS
Functional Area : Parks Staff Recommendation
Type of CIP Unappropriated Subsequent Years

Page 544 of 764 ends

Project Origin : Priority Score : 34
Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 200,000 - $ - $ - $ - $ 200,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 10,000 10,000 $
$ 160,000 160,000 $
$ 30,000 30,000 $
$ - $ 200,000 $ - $ - $ - $ 200,000
$ 200,000 200,000 $
$ - $ 200,000 $ - $ - $ - $ 200,000
Project Estimate
FY 2025 - 2030
Functional Area : Parks
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Goal CS.2, Goal CS.3, Policy CS 2.6 & 3.1, Policy GM.4.1 Estimated
Expenditures
to-date
$ -
Project Start 7/1/2026 Estimated Completion
Description
The ramps at the skatepark have settled and need to be replaced, the construction of a retaining wall may be needed.

History, Status, or Impact if Delayed
General Plan Goals/Policies
PA2202 - SKATEPARK REHABILITATION
Council Request

TOTAL FUNDS

SOURCE(S)
106 - Measure S 2014

TOTAL USES
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 545 of 764 ends

Project Origin : Priority Score : 33
Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ - 250,000.00 $ - $ - $ - $ 250,000 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 230,000 230,000 $
$ 20,000 20,000 $
$ 250,000 $ - $ - $ - $ - $ 250,000
$ 250,000 250,000 $
$ 250,000 $ - $ - $ - $ - $ 250,000
Project Estimate
FY 2025 - 2030
Functional Area : Parks
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Goal CS.1, Goal CS.3, Policy CS 3.1, Policy GM.4.1
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
There are two soccer fields at Pinole Valley Park which are utilized on an annual basis, the Wright Avenue Soccer Field at the southerly end, and Savage Avenue Soccer Field at the northern end. Both fields are heavily used by soccer leagues and the general public. The Savage Avenue Soccer Field requires substantial rehabilitation which includes:
upgrading the irrigation system and ongoing turf maintenance. Turf maintenance includes mowing, fertilizing, aeration, overseeding, and topdressing.

History, Status, or Impact if Delayed
This project has been delayed pending the development of a Park Master Plan (CIP Project# SS2401).

General Plan Goals/Policies
PA1901 - PINOLE VALLEY PARK SOCCER FIELD REHABILITATION Council Request

TOTAL FUNDS

SOURCE(S)
276 - Growth Impact Fees

TOTAL USES
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 546 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - 280,000 $ - $ - $ - $ 280,000 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 250,000 250,000 $
$ 30,000 30,000 $
$ 280,000 $ - $ - $ - $ - $ 280,000
$ 280,000 280,000 $
$ 280,000 $ - $ - $ - $ - $ 280,000
SS2501 - REPLACEMENT OF BLOWERS AT THE TREATMENT PLANT
Functional Area :

History, Status, or Impact if Delayed
The existing blower is outdated and replacement parts are no longer available, which could adversely impact operations if dusabled.

General Plan Goals/Policies
Policy GM.4.1, Goal CS.6, Policy CS.6.1
Summary of Capital Cost
Projected Budget
USE(S)
Planning

TOTAL FUNDS
Construction
Contingency

TOTAL USES

SOURCE(S)
500 - Sewer Enterprise Fund

Page 547 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - 150,000 $ - $ - $ - $ 150,000 $
6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 150,000 150,000 $
$ 150,000 $ - $ - $ - $ - $ 150,000
$ 150,000 150,000 $
$ 150,000 $ - $ - $ - $ - $ 150,000
SS2407 - PRIVATE SEWER LATERAL PROGRAM
Functional Area : Sanitary Sewer Staff Recommendation
Type of CIP Unappropriated Subsequent Years
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
Design
Revolving fund to complete private sewer lateral improvements under a reimbursement agreement with residents.

History, Status, or Impact if Delayed
This program will support the City's sewer collection system and treatment plant regulatory compliance through a reduction in flows from infiltration and inflow (I&I). I&I reduction will reduce treatment costs and may reduce the scope of or need for future capacity improvements.

General Plan Goals/Policies
Goals HS.2, Policy HS.2.5; Goal HS.7, Policy HS.7.6; Goal CC.2, Policy CC.2.2 Summary of Capital Cost
Projected Budget
USE(S)
Planning

TOTAL FUNDS
Construction
Contingency

TOTAL USES

SOURCE(S)
500 - Sewer Enterprise Fund

Page 548 of 764 ends

Project Origin : Priority Score : 56
Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 250,000 - $ - $ - $ - $ 250,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 40,000 40,000 $
$ 210,000 210,000 $
$ - $ 250,000 $ - $ - $ - $ 250,000
$ - 250,000 $ - $ 250,000 $
$ - $ 250,000 $ - $ - $ - $ 250,000
Goal CS.6, Policy CS.6.1; Goal SE.3, Policy SE.1.3; Goal CS.7, Policy CS.7.1; Goal GM.4, Policy GM.4.1 USE(S)
Planning

TOTAL FUNDS

TOTAL USES
Summary of Capital Cost
Projected Budget

SOURCE(S)
500 - Sewer Enterprise Fund
Planning and design for renewable solar energy generation and battery storage project at the Water Pollution Control Plant (WPCP). Install three (3) photovoltaic (PV) arrays with a total PV capacity of 496 kW: a carport array (50-kW), a ground-mount PV array in the public park area to the southwest of the WPCP (175-kW), and a ground-mount PV array along the northeast perimeter of the WPCP, adjacent to the public pathway that runs along the canal (271-kW).

Install a 575 kWh capacity battery energy storage system (BESS), controls, and a 450-kW diesel generator.

History, Status, or Impact if Delayed
In 2024, Tetra Tech prepared an Energy Conservation, Generation, and Storage Assessment study for City facilities which included: 1) evaluation of energy conservation, energy generation, energy storage, and electric vehicle measures and 2) a renewable microgrid analysis to determine the technical and economic feasibility of installing new renewable energy generation systems and battery storage at the Water Pollution Control Plant (WPCP). Recommendations included addition of photovoltaic (PV) panel arrays at three different locations, a battery energy storage system (BESS) and generator. Construction costs will be estimated during the final design, and will be budgeted in the following fiscal years.

General Plan Goals/Policies
Project Start 7/1/2026 Estimated Completion
Description
SS2406 - WPCP SOLAR AND BATTERY
Master Plan
Design
Construction
Contingency
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
to-date

Page 549 of 764 ends

Project Origin : Priority Score : 59
Budget
New X Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - - $ 170,000 $ 3,880,000.00 $ - $ 4,050,000 $
6/30/2029
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 170,000 170,000 $ 340,000 $
$ 3,370,000 3,370,000 $
$ 340,000 340,000 $
$ - $ - $ 170,000 $ 3,880,000 $ - $ 4,050,000
$ 3,880,000 170,000 $ 4,050,000 $
$ - $ - $ 170,000 $ 3,880,000 $ - $ 4,050,000
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Tennent-1 improvements as identified in the Sanitary Sewer Collection System Master Plan. This project includes the replacement of approximately 130 feet of 24-inch diameter pipeline, 1,250 feet of 30-inch diameter pipeline, and 10 feet of 36-inch diameter pipeline along Tennent Avenue and inside of the Water Pollution Control Plant (WPCP) with 1,390 feet of 36-inch to 42-inch diameter pipeline.

History, Status, or Impact if Delayed
The Sanitary Sewer Collection System Master plan identified capacity deficiencies which result in surcharging of the gravity sewer and cause sanitary sewer overflows (SSO's) during modeled peak wet weather flow (PWWF) conditions.

General Plan Goals/Policies

TOTAL FUNDS

TOTAL USES
Planning
Design
Construction
Contingency

SOURCE(S)
SS2405 - LOWER TENNENT TRUNK SEWER CAPACITY
Master Plan
500 - Sewer Enterprise Fund
Summary of Capital Cost
Projected Budget
USE(S)
Goal CS.6, Policy CS.6.1; Goal GM.4, Policy GM.4.1
Estimated
Expenditures
to-date
Project Start 7/1/2027 Estimated Completion
Description

Page 550 of 764 ends

Project Origin : Priority Score : 57
Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - - $ 660,000 $ - $ - $ 660,000 $
6/30/2028
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 600,000 600,000 $
$ 60,000 60,000 $
$ - $ - $ 660,000 $ - $ - $ 660,000
$ 660,000 660,000 $
$ - $ - $ 660,000 $ - $ - $ 660,000
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Estimated
Expenditures
to-date
Project Start 7/1/2027 Estimated Completion
Design
Construction
Contingency
Description
This project includes replacement of the anaerobic digester process boilers at the WPCP.

History, Status, or Impact if Delayed
The anaerobic digestion process at the WPCP includes hot water boilers to heat water for use in the digester sludge heat exchanger. Two 40 HP Natural Gas Scotch Boilers, manufactured by Hurst Boiler & Welding Co., Inc. were installed in 2006 during the Anaerobic Digester Improvements project.

General Plan Goals/Policies
SS2404 - WPCP BOILER REPLACEMENT
End of Life Cycle

TOTAL FUNDS

SOURCE(S)
500 - Sewer Enterprise Fund
Goal CS.1, Goal CS.6, Policy CS.6.1

TOTAL USES
Summary of Capital Cost
Projected Budget
USE(S)
Planning

Page 551 of 764 ends

Project Origin : Priority Score : 57
Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - - $ - $ 990,000.00 $ - $ 990,000 $
6/30/2029
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 900,000 900,000 $
$ 90,000 90,000 $
$ - $ - $ - $ 990,000 $ - $ 990,000
$ 990,000 990,000 $
$ - $ - $ - $ 990,000 $ - $ 990,000
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Goal CS.1, Goal CS.6, Policy CS.6.1
Estimated
Expenditures
to-date
Project Start 7/1/2028 Estimated Completion
Description
This project includes replacement of a dewatering centrifuge at the WPCP.

History, Status, or Impact if Delayed
The solids handling process at the WPCP includes solids dewatering using centrifuges. One of two centrifuges at the WPCP was originally installed in 2006 and reused and relocated to the Solids Handling Building during the plant upgrades completed in 2019. The centrifuge is an Alfa Laval, Aldec G2-95 unit.

General Plan Goals/Policies
SS2403 - WPCP CENTRIFUGE REPLACEMENT
End of Life Cycle

TOTAL FUNDS

TOTAL USES

SOURCE(S)
500 - Sewer Enterprise Fund
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 552 of 764 ends

Project Origin : Priority Score : 59
Budget
New X Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - - $ - $ 125,000.00 $ 2,835,000.00 $ 2,960,000 $
6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 125,000 125,000 $ 250,000 $
$ 2,460,000 2,460,000 $
$ 250,000 250,000 $
$ - $ - $ - $ 125,000 $ 2,835,000 $ 2,960,000
$ 2,835,000 125,000 $ 2,960,000 $
$ - $ - $ - $ 125,000 $ 2,835,000 $ 2,960,000
Planning
Design
Construction
Contingency

SOURCE(S)
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
General Plan Goals/Policies
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2028 Estimated Completion
SS2402 - PINON-2 SEWER CAPACITY
Master Plan

TOTAL FUNDS

TOTAL USES
500 - Sewer Enterprise Fund
Goal CS.6, Policy CS.6.1; Goal GM.4, Policy GM.4.1
Summary of Capital Cost
Projected Budget
USE(S)
Description
Pinon-2 improvements as identified in the Sanitary Sewer Collection System Master Plan. This project includes the replacement of approximately 820 feet of 6-inch to 10-inch diameter pipeline along San Pablo Avenue, 680 feet of 8- inch to 10-inch diameter pipeline along Pinon Avenue, 890 feet of 6-inch to 8-inch diameter pipeline along Appian Way, 290 feet of 6-inch diameter pipeline along Meadow Avenue, and 290 feet of 6-inch diameter pipeline between Meadow Avenue and San Pablo Avenue with 2,970 feet of 10-inch to 15-inch diameter pipelines.

Page 553 of 764 ends

Project Origin : Priority Score : 52
Budget
New X Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 1,350,000 650,000.00 $ 1,150,000 $ - $ - $ 3,150,000 $ 6/30/2028
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 350,000 350,000 $
$ 1,200,000 250,000 $ 1,000,000 $ 2,450,000 $
$ 150,000 50,000 $ 150,000 $ 350,000 $
$ 650,000 $ 1,350,000 $ 1,150,000 $ - $ - $ 3,150,000
$ 1,350,000 650,000 $ 1,150,000 $ 3,150,000 $
$ 650,000 $ 1,350,000 $ 1,150,000 $ - $ - $ 3,150,000
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30

TOTAL FUNDS

TOTAL USES
Construction
Contingency

SOURCE(S)
500 - Sewer Enterprise Fund
SS2203 - EFFLUENT OUTFALL
Regulatory Requirement
USE(S)
Planning
Description
The Effluent Outfall project is intended to reduce pressure in the effluent pipe during extreme storm events. Effluent pumping capacity of the treatment plant is limited by the capacity of the pipe size at the effluent outfall in Rodeo.

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

History, Status, or Impact if Delayed
The RWQCB recently adopted a 40% reduction in nitrogen discharge limits for the San Francisco Bay Region. Options to meet the future permit limits will be evaluated.

General Plan Goals/Policies
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Design
Summary of Capital Cost
Projected Budget
Goal CS.6, Policy CS.6.1; Goal HS.2, Policy HS.2.5; Goal OS.1, Policy OS.1.2 Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion

Page 554 of 764 ends

Project Origin : Priority Score : 46
Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - 425,000.00 $ - $ - $ - $ 425,000 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 315,000 315,000 $
$ 67,500 67,500 $
$ 42,500 42,500 $
$ 425,000 $ - $ - $ - $ - $ 425,000
$ 425,000 425,000 $
$ 425,000 $ - $ - $ - $ - $ 425,000
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction SC 3, SC 4
Contingency
Goal CS.1, Goal CS.6, Policy CS.6.1
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
The Water Pollution Control Plant (WPCP) has five secondary clarifiers which slow the flow to allow the microorganisms and other solids to settle to the bottom of the clarifier where they can be returned to aeration tanks to continue treating waste.

History, Status, or Impact if Delayed
Secondary Clarifiers 1 and 2 (SC1 and SC 2) were constructed in the early 1970s and are peripheral feed clarifiers. Secondary Clarifiers 3 and 4 (SC 3 and SC 4) were constructed in the early 1980s and are center feed clarifiers. Secondary Clarifier 5 (SC 5) was constructed in early 2000 and is a center feed, flocculator clarifier. In the first quarter of FY 2022-23, a preliminary inspection of the center column of the SC 5 was completed to examine the current condition and determine the scope of work for rehabilitation. In the second quarter of FY 2022-23, it was determined that SC 3 & SC 4 also require rehabilitation. Previously, this project was titled, "Secondary Clarifier - Center Column Rehabilitation" which only focused on the rehabilitation work required for SC 5.

General Plan Goals/Policies
SS2101 - SECONDARY CLARIFIER REHABILITATION
End of Life Cycle

TOTAL FUNDS

TOTAL USES

SOURCE(S)
500 - Sewer Enterprise Fund
Summary of Capital Cost
Projected Budget
USE(S)
Design
Construction SC 5

Page 555 of 764 ends

Project Origin : Priority Score : 49
Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ - 150,000.00 $ - $ - $ - $ 150,000 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 20,000 20,000 $
$ 100,000 100,000 $
$ 30,000 30,000 $
$ 150,000 $ - $ - $ - $ - $ 150,000
$ 150,000 150,000 $
$ 150,000 $ - $ - $ - $ - $ 150,000
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Policy GM.4.1, Goal CS.1, Policy CS.2.6
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
The California Environmental Laboratory Accreditation Program (ELAP) is responsible for accrediting environmental testing labs including the Pinole - Hercules WPCP. The 2019 ELAP inspection results indicated the lab apparatus, countertops, and the fume hood are past their useful life and recommended replacement.

History, Status, or Impact if Delayed
General Plan Goals/Policies
SS2002 - WATER POLLUTION CONTROL PLAN LAB REMODEL
Regulatory Requirement

TOTAL FUNDS

TOTAL USES

SOURCE(S)
500 - Sewer Enterprise Fund
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 556 of 764 ends

Project Origin : Priority Score : 50
Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 3,950,000 850,000.00 $ 2,500,000 $ - $ - $ 7,300,000 $ 6/30/2028
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 100,000 100,000 $
$ 100,000 250,000 $ 350,000 $
$ 3,500,000 500,000 $ 2,300,000 $ 6,300,000 $
$ 200,000 350,000 $ 550,000 $
$ 850,000 $ 3,950,000 $ 2,500,000 $ - $ - $ 7,300,000
$ 3,950,000 850,000 $ 2,500,000 $ 7,300,000 $
$ 850,000 $ 3,950,000 $ 2,500,000 $ - $ - $ 7,300,000
Project Estimate
FY 2025 - 2030
Functional Area : Sanitary Sewer
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Policy GM.4.1, Goal CS.6, Policy CS.6.1
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
The City owns and operates two lift stations to convey flow from low lying areas to high elevations where the flow continues by gravity to the wastewater treatment plant. Both pump stations have reached the end of their useful life and need to be rehabilitated. The two pump stations are located on San Pablo Ave. and Hazel St. In FY 2019/20, this project was renamed to include both pump stations. Previously, this project was titled, “Hazel Street Sewer Pump Rehabilitation.” This project also includes the San Pablo Lift Station Force Main, approximately 640 feet of existing 6- inch will be replaced with 8-inch diameter force main.

History, Status, or Impact if Delayed
The City recently completed a Sanitary Sewer Master Plan. In the first fiscal year of construction, the Hazel Street Lift Station will be replaced, followed by the replacement of the San Pablo Ave. Lift Station. The Hazel Street Lift Station will be replaced in coordination with RO2301.

General Plan Goals/Policies
SS1702 - SEWER PUMP STATION REHABILITATION
End of Life Cycle

TOTAL FUNDS

TOTAL USES

SOURCE(S)
500 - Sewer Enterprise Fund
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 557 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 150,000 150,000 $ 120,000 $ 100,000 $ 100,000 $ 620,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 10,000 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 $
$ 120,000 120,000 $ 100,000 $ 80,000 $ 80,000 $ 500,000 $ $ 20,000 20,000 $ 10,000 $ 10,000 $ 10,000 $ 70,000 $
$ 150,000 $ 150,000 $ 120,000 $ 100,000 $ 100,000 $ 620,000 $ 150,000 150,000 $ 120,000 $ 100,000 $ 100,000 $ 620,000 $ TOTAL FUNDS $ 150,000 $ 150,000 $ 120,000 $ 100,000 $ 100,000 $ 620,000 Construction
Contingency

TOTAL USES

SOURCE(S)
106 - Measure S 2014
Design
On April 7, 2015, the State Water Resources Control Board (SWRCB) adopted the Statewide Trash Provisions which address the impacts trash has on the beneficial uses of surface waters. The Trash Provisions establish a statewide water quality objective for trash and a prohibition of trash discharge. The City is required to demonstrate full compliance with the Trash Provisions by 2030, with preliminary milestones of 35% by 2026 and 70% by 2028. The City will complete this project as required under the State- Issued Trash Amendments and NPDES Permit. The tasks necessary to achieve compliance will include design, installation, and long-term maintenance of full trash capture devices.

History, Status, or Impact if Delayed
This project is needed to meet requirements or be potentially subjected to penalties.

General Plan Goals/Policies
Goal CS.7, Policy CS.7.1; Goals OS.1, Policy OS.1.2; Goal CC.2, Policy CC.2.2 Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
SW2501 - STORMWATER UPGRADE & TRASH CAPTURE
Functional Area :

Type of CIP Unappropriated Subsequent Years

Page 558 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 150,000 120,000.00 $ 150,000 $ 150,000.00 $ 150,000.00 $ 720,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 20,000 10,000 $ 20,000 $ 20,000 $ 20,000 $ 90,000 $
$ 120,000 100,000 $ 120,000 $ 120,000 $ 120,000 $ 580,000 $ $ 10,000 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 $
$ 120,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 720,000 $ 150,000 120,000 $ 150,000 $ 150,000 $ 150,000 $ 720,000 $ $ 120,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 720,000 General Plan Goals/Policies
Project Estimate
FY 2025 - 2030
Functional Area : Stormwater
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Design

TOTAL FUNDS

TOTAL USES
Construction
Contingency

SOURCE(S)
106 - Measure S 2014
SW2401 - STORM DRAIN CREEK DISCHARGE IMPROVEMENTS
End of Life Cycle
USE(S)
Planning
Summary of Capital Cost
Projected Budget
Goal CS.7, Policy CS.7.1; Goals OS.1, Policy OS.1.2; Goal CC.2, Policy CC.2.2 Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
Condition assessments have identified a number of storm drain pipelines that are structurally deteriorated and failing where they discharge into Pinole Creek. A systematic rehabilitation or replacement of failing storm drain infrastructure will be prioritized as part of the Storm Drain Master Plan.

History, Status, or Impact if Delayed

Page 559 of 764 ends

Project Origin : Priority Score : 33
Budget
New X Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 800,000 - $ - $ - $ - $ 800,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 730,000 730,000 $
$ 70,000 70,000 $
$ - $ 800,000 $ - $ - $ - $ 800,000
$ 800,000 800,000 $
$ - $ 800,000 $ - $ - $ - $ 800,000
Project Estimate
FY 2025 - 2030
Functional Area : Stormwater
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Policy GM.4.1, Goal CS.7, Policy CS.7.1
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2026 Estimated Completion
Description
The existing system appears to have capacity issues at Roble Ave. and Encina Ave. that warrant review and upgrade.

This project will assess the collection system for capacity and hydraulic profile and upgrade the system as necessary.

History, Status, or Impact if Delayed
General Plan Goals/Policies
SW2001 - ROBLE ROAD STORM DRAINAGE IMPROVEMENTS
Staff Recommendation

TOTAL FUNDS

TOTAL USES

SOURCE(S)
106 - Measure S 2014
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 560 of 764 ends

Project Origin : Priority Score :

Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - 250,000 $ - $ - $ - $ 250,000 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 250,000 250,000 $
$ 250,000 $ - $ - $ - $ - $ 250,000
$ 250,000 250,000 $
$ 250,000 $ - $ - $ - $ - $ 250,000
RO2508 - ADA TRANSITION PLAN UPDATE
Functional Area :

Type of CIP Unappropriated Subsequent Years
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
Design
This is to update the City of Pinole 2004 ADA Transition Plan for Public Improvements. A number of updates to the guidelines and standards for the construction of new and the upgrading of existing public improvements have been issued by a number of federal and state agencies since 2004, thereby resulting in the need for updating the City's Plan. It should also be noted that locations of deficiencies and associated cost of improvements as described in the Transition Plan are outdated.

History, Status, or Impact if Delayed
Staff has been implementing public improvements based on the most up-to-date federal and state standards plans and specifications, which is somtimes inconsistent with the City's Transition Plan.

General Plan Goals/Policies
Goal CE.4, Policy CE.4.5; Goal SE.8, Policy SE.8.7; Goal CE.1, Policy CE.1.4; Goal CE.3, Policy CE.3.2; Goal CS.2, Policy CS.2.6; Goal CS.10, Policy CS 10.2; Goal H.3, Policy H.3.1; Goal GM.3, Policy GM.3.7; Goal HS.6, Policy HS.6.1
Summary of Capital Cost
Projected Budget
USE(S)
Planning

TOTAL FUNDS
Construction
Contingency

TOTAL USES

SOURCE(S)
325 - City Street Improvements

Page 561 of 764 ends

Project Origin : Priority Score :

Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 200,000 200,000 $ 150,000 $ 150,000 $ 150,000 $ 850,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 30,000 30,000 $ 20,000 $ 20,000 $ 20,000 $ 120,000 $
$ 150,000 150,000 $ 120,000 $ 120,000 $ 120,000 $ 660,000 $ $ 20,000 20,000 $ 10,000 $ 10,000 $ 10,000 $ 70,000 $
$ 200,000 $ 200,000 $ 150,000 $ 150,000 $ 150,000 $ 850,000 $ 200,000 200,000 $ 150,000 $ 150,000 $ 150,000 $ 850,000 $ TOTAL FUNDS $ 200,000 $ 200,000 $ 150,000 $ 150,000 $ 150,000 $ 850,000 Construction
Contingency

TOTAL USES

SOURCE(S)
325 - City Street Improvements
Design
Following to the City’s Traffic Calming Policy and its future update, this project will fund the installation of physical traffic calming devices to reduce or eliminate the negative effects of auto traffic on residential streets. This can be achieved by causing drivers to reduce their driving speeds or to use alternative major corridors through the use of engineering solutions and the installation of physical devices. These devices could include driver feedback signs, curb extensions, speed cushions, and roundabouts. Traffic calming plans are developed based on data collection and analysis, as well as community outreach and consultation to alleviate neighborhood traffic concerns and community safety issues.

History, Status, or Impact if Delayed
Reflect communities needs in street design and enhance safety conditions, which in turn reduce the need for traffic enforcement, General Plan Goals/Policies
Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
RO2506 - TRAFFIC CALMING PROGRAM
Functional Area :

Type of CIP Unappropriated Subsequent Years

Page 562 of 764 ends

Project Origin : Priority Score :

Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 100,000 - $ 100,000 $ 100,000 $ 50,000 $ 350,000 $
6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 10,000 10,000 $ 10,000 $ 30,000 $
$ 80,000 80,000 $ 80,000 $ 50,000 $ 290,000 $
$ 10,000 10,000 $ 10,000 $ 30,000 $
$ - $ 100,000 $ 100,000 $ 100,000 $ 50,000 $ 350,000
$ 100,000 100,000 $ 100,000 $ 50,000 $ 350,000 $
TOTAL FUNDS $ - $ 100,000 $ 100,000 $ 100,000 $ 50,000 $ 350,000 Construction
Contingency

TOTAL USES

SOURCE(S)
325 - City Street Improvements
Design
The purpose of this annual Safe Routes to School (SR2S) project is to provide minor capital improvements to enhance the safety of pedestrians and bicyclists on public roads in school areas. In coordination with the City’s TAPS and the School District, staff will address safety concerns and develop strategies to encourage the use of alternative modes of transportation in the vicinity of schools. SR2S improvements may include enhancements to pavement markings, regulatory and advisory signs, installation of traffic control devices such as Rectangular Rapid Flashing Beacon (RRFB), and minor concrete improvements.

History, Status, or Impact if Delayed
Addressing community concerns in a timely manner, thereby enhancing the sense of safety and increasing walking and cycling.

General Plan Goals/Policies
Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2026 Estimated Completion
RO2505 - SAFE ROUTES TO SCHOOLS
Functional Area :

Type of CIP Unappropriated Subsequent Years

Page 563 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 100,000 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 100,000 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 $ $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 $ 100,000 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 $ TOTAL FUNDS $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 500,000 Construction
Contingency

TOTAL USES

SOURCE(S)
325 - City Street Improvements
Design
Per the California Manual on Uniform Traffic Control Devices (MUTCD), local governments are required to maintain a minimum level of retro-reflectivity for longitudinal pavement markings and for signs. These standards promote safety while providing sufficient flexibility for agencies to choose a maintenance method that best matches their specific conditions. The purpose of this annual project is to upgrade and refresh existing pavement markings and replace damaged signs as needed throughout the City per the requirements set forth by the California Department of Transportation (Caltrans). It is recommended that this type of project be continued on an annual basis because the retro-reflectivity of pavement markings and signage degrade over time and can pose a safety hazard for road users.

History, Status, or Impact if Delayed
Not meeting requirements and potential increase in maintenance and replacement costs.

General Plan Goals/Policies
Goal CE.3, Policy CE.3.2; Policy GM.3.3, Goal CS.10, Policy CS 10.2; Goal CE.7; Goal SE.8, Policy SE.8.7 Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
RO2504 - PAVEMENT MARKING AND SIGNAGE UPGRADES
Functional Area :

Type of CIP Unappropriated Subsequent Years

Page 564 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 250,000 250,000 $ 200,000 $ 200,000 $ 200,000 $ 1,100,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 10,000 10,000 $ 10,000 $ 10,000 $ 10,000 $ 50,000 $
$ 220,000 220,000 $ 180,000 $ 180,000 $ 180,000 $ 980,000 $ $ 20,000 20,000 $ 10,000 $ 10,000 $ 10,000 $ 70,000 $
$ 250,000 $ 250,000 $ 200,000 $ 200,000 $ 200,000 $ 1,100,000 $ 250,000 250,000 $ 200,000 $ 200,000 $ 200,000 $ 1,100,000 $ TOTAL FUNDS $ 250,000 $ 250,000 $ 200,000 $ 200,000 $ 200,000 $ 1,100,000 Construction
Contingency

TOTAL USES

SOURCE(S)
377 - Arterial Streets Rehabilitation
Design
This annual project will implement upgrades to City owned streetlights (currently within Pinole 523 streetlights owned by the City, and 902 streetlights owned by PG&E) and install new streetlights in areas where the streetlights do not meet standards for spacing and illumination. Adequate neighborhood street lighting improves safety by improving nighttime visibility and provides sidewalk and road users with an increased sense of security. Street lighting can also provide a sense of place and a more pleasing environment in residential and commercial areas, such as the addition of string lighting on San Pablo Avenue City’s downtown area.

History, Status, or Impact if Delayed
Adverse impacts on sense of safety and security, and increased City costs for maintenance and replacement.

General Plan Goals/Policies
Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
RO2503 - CITY STREETLIGHTS UPGRADE
Functional Area :

Type of CIP Unappropriated Subsequent Years

Page 565 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement X Renovation
Land/Row Acq. Required
Rehabilitation
$ 200,000 200,000 $ 200,000 $ 150,000 $ 150,000 $ 900,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 20,000 20,000 $ 20,000 $ 10,000 $ 10,000 $ 80,000 $
$ 150,000 150,000 $ 150,000 $ 120,000 $ 120,000 $ 690,000 $ $ 30,000 30,000 $ 30,000 $ 20,000 $ 20,000 $ 130,000 $
$ 200,000 $ 200,000 $ 200,000 $ 150,000 $ 150,000 $ 900,000 $ 200,000 200,000 $ 200,000 $ 150,000 $ 150,000 $ 900,000 $ TOTAL FUNDS $ 200,000 $ 200,000 $ 200,000 $ 150,000 $ 150,000 $ 900,000 Construction
Contingency

TOTAL USES

SOURCE(S)
377 - Arterial Streets Rehabilitation
Design
The purpose of this project is to assess the consistency of the City’s traffic signal equipment and make improvements to City-owned signals such as through the installation of video detection, accessible pedestrian signal devices, upgrade of controller and cabinet, upgrade of software, battery back-up system and/or establishment of designated left-turn phasing.

Having consistent signal equipment at all City signalized intersections will save on maintenance costs and provide the best operational efficiency and safety for our residents. Key improvements will be made in coordination with the City’s Traffic and Pedestrian Safety Commission (TAPS). This annual program is not intended to design and construct new signals due to the high costs associated with a new installation. New signal installation will typically be accompanied by a new development as a project mitigation, or as an individual City CIP subject to meeting signal warrants.

History, Status, or Impact if Delayed
Delayed upgrades increase the cost of maintenance and cost of capital improvements.

General Plan Goals/Policies
Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2025 Estimated Completion
RO2502 - PINOLE SIGNALS UPGRADE
Functional Area :

Type of CIP Unappropriated Subsequent Years

Page 566 of 764 ends

Project Origin : Priority Score : 49
Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 150,000 150,000.00 $ 150,000 $ 150,000.00 $ 150,000.00 $ 750,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 135,000 135,000 $ 135,000 $ 135,000 $ 135,000 $ 675,000 $ $ 15,000 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 $
$ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 $ 150,000 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 $ TOTAL FUNDS $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 Construction
Contingency

TOTAL USES

SOURCE(S)
325 - City Street Improvements
Design
Title II of the Americans with Disability Act (ADA) requires local governments to make pedestrian crossings accessible to people with disabilities by providing curb ramps. To allow people with disabilities to cross streets safely, local governments must provide curb ramps at pedestrian crossings and at public transportation stops where walkways intersect with a vertical curb. To comply with ADA requirements, the curb ramps provided must meet specific standards for width, slope, cross slope, placement, and other features. Per ADA standards, all streets constructed after January 26, 1992 must provide curb ramps in compliance with ADA standards. In addition, any street that was constructed prior to 1992, but was altered after 1992, must also provide ADA-compliant curb ramps. The purpose of this project is to upgrade existing pedestrian curb ramps and to install new pedestrian curb ramps at high priority areas and locations with high levels of pedestrian activity. All upgraded and new pedestrian curb ramps will be compliant with the ADA requirements.

History, Status, or Impact if Delayed
General Plan Goals/Policies
Goal CE.4, Policy CE.4.5; Goal SE.8, Policy SE.8.7; Goal CE.1, Policy CE.1.4; Goal CE.3, Policy CE.3.2; Goal CS.2, Policy CS.2.6; Goal CS.10, Policy CS 10.2; Goal H.3, Policy H.3.1; Goal GM.3, Policy GM.3.7; Goal HS.6, Policy HS.6.1
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
to-date
Project Start 7/1/2025 Estimated Completion
RO2501 - ACCESSIBILITY IMPROVEMENTS PROJECT
Functional Area : Streets & Roads Staff Recommendation
Type of CIP Unappropriated Subsequent Years

Page 567 of 764 ends

Project Origin : Priority Score : 65
Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 50,000 - $ - $ - $ - $ 50,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 5,000 5,000 $
$ 45,000 45,000 $
$ - $ 50,000 $ - $ - $ - $ 50,000
$ 50,000 50,000 $
TOTAL FUNDS $ - $ 50,000 $ - $ - $ - $ 50,000
Construction
Contingency

TOTAL USES

SOURCE(S)
106 - Measure S 2014
Design
Assessment of the intersections control and establishment of crosswalks (high visibility) at the intersections of Tennent Ave at Prune St. It should be noted that safety conditions citywide will be evaluated as part of a proposed development of a Local Roads Safety Plan.

History, Status, or Impact if Delayed
General Plan Goals/Policies
Goal CS.10, Policy CS.10.2; Goal SE.8, Policy SE.8.8; Goal HS.6, Policy HS.6.1; Goal CE.4; Goal CS.2, Policy CS.2.6 Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2026 Estimated Completion
RO2404 - CROSSWALK TENNENT AVE AT PRUNE ST
Functional Area : Streets & Roads Council Request
Type of CIP Unappropriated Subsequent Years

Page 568 of 764 ends

Project Origin : Priority Score : 58
Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 570,000 - $ - $ - $ - $ 570,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 20,000 20,000 $
$ 35,000 35,000 $
$ 465,000 465,000 $
$ 50,000 50,000 $
$ - $ 570,000 $ - $ - $ - $ 570,000
$ 55,000 55,000 $
$ 515,000 515,000 $
TOTAL FUNDS $ - $ 570,000 $ - $ - $ - $ 570,000
Construction
Contingency

TOTAL USES

SOURCE(S)
325 - City Street Improvements
Unfunded
Design
Assess feasibility of and alternatives for, and design and construct traffic calming measures on San Pablo Avenue between John St and Oak Ridge Rd.

History, Status, or Impact if Delayed
General Plan Goals/Policies
Goal GM.2, Policy GM.3.3, Policy GM.3.7; Goal SE.8, Policy SE.8.7; Goal CE.1, Policy CE.1.4; Goal CE.3, Policy CE.3.2; Goal CE.4, Policy CE.4.5; Goal CE.5; Goal CS.10, Policy CS.10.2 Summary of Capital Cost
Projected Budget
USE(S)
Planning
Description
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Project Estimate
FY 2025 - 2030
Estimated
Expenditures
To-Date
$ -
Project Start 7/1/2026 Estimated Completion
RO2403 - OLD TOWN TRAFFIC CALMING
Functional Area : Streets & Roads Council Request
Type of CIP Unappropriated Subsequent Years

Page 569 of 764 ends

Project Origin : Priority Score : 49
Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 200,000 200,000.00 $ 200,000 $ 200,000.00 $ 200,000.00 $ 1,000,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 5,000 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 $
$ 180,000 180,000 $ 180,000 $ 180,000 $ 180,000 $ 900,000 $ $ 15,000 15,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000 $
$ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,000,000 $ 200,000 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,000,000 $ TOTAL FUNDS $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,000,000

TOTAL USES
Contingency

SOURCE(S)
325 - City Street Improvements
Design
Construction
Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Goal CE.4, Policy CE.4.5; Goal SE.8, Policy SE.8.7; Goal CE.1, Policy CE.1.4; Goal CE.3, Policy CE.3.2; Goal CS.2, Policy CS.2.6; Goal CS.10, Policy CS 10.2; Goal H.3, Policy H.3.1; Goal GM.3, Policy GM.3.7; Goal HS.6, Policy HS.6.1
Estimated
Expenditures
to-date
Project Start
RO2402 - SIDEWALK REHABILITATION PROGRAM
Staff Recommendation
USE(S)
Planning
7/1/2025 Estimated Completion
Description
According to the California Streets and Highway Code, the owner of a property fronting a public street must maintain the sidewalk, curb and gutter, and park strip area in a condition that will not endanger persons or property or interfere with the convenient use of the area. Purpose of this annual program is to assist property owners in maintaining the sidewalks in a safe manner. In doing so, the program assists residents in maintaining the condition of walkways for which they have maintenance responsibility.

History, Status, or Impact if Delayed
General Plan Goals/Policies
Summary of Capital Cost
Projected Budget

Page 570 of 764 ends

Project Origin : Priority Score : 69
Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 350,000 350,000.00 $ 350,000 $ 350,000.00 $ 350,000.00 $ 1,750,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ -
$ 320,000 320,000 $ 320,000 $ 320,000 $ 320,000 $ 1,600,000 $ $ 30,000 30,000 $ 30,000 $ 30,000 $ 30,000 $ 150,000 $
$ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000 $ 350,000 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000 $ $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 1,750,000 General Plan Goals/Policies
Goal CE.3, Policy CE.3.2; Policy GM.3.3, Goal CS.10, Policy CS 10.2; Goal CE.7; Goal SE.8, Policy SE.8.7 Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Design

TOTAL FUNDS

TOTAL USES
Construction
Contingency

SOURCE(S)
105 - Measure S 2006
RO2401 - ROAD MAINTENANCE REPAIRS
Staff Recommendation
USE(S)
Planning
Summary of Capital Cost
Projected Budget
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
Road repair and rehabilitation at various locations. The primary focus of this project is dig out repairs on major arterials and collectors.

History, Status, or Impact if Delayed

Page 571 of 764 ends

Project Origin : Priority Score : 33
Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 100,000 - $ - $ - $ - $ 100,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 100,000 100,000 $
$ - $ 100,000 $ - $ - $ - $ 100,000
$ 100,000 100,000 $
$ - $ 100,000 $ - $ - $ - $ 100,000
Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Goal CS.10, Policy CS 10.2
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2026 Estimated Completion
Description
The Smart Signals project will develop, manage, and implement ITS initiatives that improve the safety and efficiency of multimodal mobility, maximize highway and arterial system throughput, and improve operational efficiency, safety, and reduce environmental impact throughout Contra Costa County. Contra Costa Tranportation Authority is the project lead and will coordinate the project throughout the county. Twelve traffic signals have been identified as candidates for the Smart Signals project. These signals are located on Pinole arterial roadways (Appian Way & San Pablo Avenue).

History, Status, or Impact if Delayed
Deployment of the Smart Signals Project is expected to result in operational and safety improvements for all modes of transportation, such as decrease in travel time and total delay, reduction in number of stops and secondary accidents, reduction of fuel consumption and greenhouse gas emissions, and reduction of response time for emergency vehicles. The initial cost estimate of construction is $1,499,829 of which CCTA will receive $1,345,527 in OBAG funds. The City's match requirement of $154,302 was paid in FY 2023/24. A contingency is budgeted for potential obligations for changes in construction that may be requested by the City.

General Plan Goals/Policies
RO2303 - PINOLE SMART SIGNALS
Staff Recommendation

TOTAL USES

TOTAL FUNDS

SOURCE(S)
276 - Growth Impact Fees
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 572 of 764 ends

Project Origin : Priority Score : 38
Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - 350,000.00 $ - $ - $ - $ 350,000 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 30,000 30,000 $
$ 280,000 280,000 $
$ 40,000 40,000 $
$ 350,000 $ - $ - $ - $ - $ 350,000
$ 239,040 239,040 $
$ 110,960 110,960 $
$ 350,000 $ - $ - $ - $ - $ 350,000
Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
USE(S)
Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025 Estimated Completion
Description
This project will install pedestrian crossing enhancements at three mid-block crossings on arterial roadways. The enhancements include continental markings, median refuge islands, advanced stop bars and Rectangular Rapid Flash Beacons. The three mid-block crossings are: San Pablo Ave. & Third Ave.; San Pablo Ave. & Quinan St.; and Pinole Valley Road & Savage Ave.

History, Status, or Impact if Delayed
Funding for improvements was secured through Cycle 11 HSIP grant funds.

General Plan Goals/Policies
RO2302 - SAFETY IMPROVEMENTS ON ARTERIAL ROADWAYS
Staff Recommendation
Planning
Contingency

TOTAL FUNDS

TOTAL USES
Construction
Design

SOURCE(S)
215 - Grant: HSIP
377 - Arterial Streets Rehabilitation
Summary of Capital Cost
Projected Budget

Page 573 of 764 ends

Project Origin : Priority Score : 34
Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 5,000,000 3,250,000.00 $ 5,000,000 $ 3,750,000.00 $ 3,000,000.00 $ 20,000,000 $ 6/30/2030
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 200,000 100,000 $ 200,000 $ 150,000 $ 150,000 $ 800,000 $ $ 4,600,000 3,000,000 $ 4,600,000 $ 3,450,000 $ 2,700,000 $ 18,350,000 $ $ 200,000 150,000 $ 200,000 $ 150,000 $ 150,000 $ 850,000 $ $ 3,250,000 $ 5,000,000 $ 5,000,000 $ 3,750,000 $ 3,000,000 $ 20,000,000 $ 500,000 750,000 $ 500,000 $ 500,000 $ 250,000 $ 2,500,000 $ $ 500,000 1,500,000 $ 500,000 $ 500,000 $ 500,000 $ 3,500,000 $ $ 1,000,000 1,000,000 $
$ 4,000,000 4,000,000 $ 2,750,000 $ 2,250,000 $ 13,000,000 $ TOTAL FUNDS $ 3,250,000 $ 5,000,000 $ 5,000,000 $ 3,750,000 $ 3,000,000 $ 20,000,000

TOTAL USES
Construction
Contingency

SOURCE(S)
215 - Measure J
200 - Gas Tax
Potential Vehicle Impact Fee
Potential Debt Financing
Design
Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2025
RO2301 - ROAD REHABILITATION
Pavement Management Program
USE(S)
Planning
Estimated Completion
Description
Based on the most current P-TAP report and field inspections, various segments will be recommended annually for rehabilitation. The purpose of this annual program is to rehabilitate and maintain the City’s pavement condition. This project will prolong the lifespan of the current pavement and prevent further deterioration and reduction in the Pavement Condition Index (PCI – a numerical rating system from 0/complete failure to 100/excellent condition).

Depending on the assessed PCI and type of deficiencies, this project will include preventive measures such as crack sealing, slurry seal, micro-surfacing, and cape seal for pavement in fair to good condition. Restoration measures such as grind and overlay, dig-outs, and cold-in-place recycling for pavement in fair to poor condition.

Rehabilitation/Reconstruction measures to remove and replace pavement in poor to failed condition.

History, Status, or Impact if Delayed
Continued deterioration of pavement conditions on the various road types, thereby resulting in higher maintenance and reconstruction costs.

General Plan Goals/Policies
Summary of Capital Cost
Projected Budget

Page 574 of 764 ends

Project Origin : Priority Score : 43
Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
X Rehabilitation
$ 750,000 - $ - $ - $ - $ 787,805 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 50,000 50,000 $
$ 650,000 650,000 $
$ 50,000 50,000 $
$ - $ 750,000 $ - $ - $ - $ 750,000
$ 380,000 380,000 $
$ 100,000 100,000 $
$ 270,000 270,000 $
$ - $ 750,000 $ - $ - $ - $ 750,000
General Plan Goals/Policies
Policy CE.1.4, Policy CS.2.6, Policy CS.3.3, Policy H.3.1, Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2 Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Design

TOTAL FUNDS

TOTAL USES
Construction
Contingency

SOURCE(S)
200 - Gas Tax
500 - Sewer Enterprise Fund
325 - City Street Improvements
RO2102 - TENNENT AVE REHABILITATION
Pavement Management Program
USE(S)
Planning
Summary of Capital Cost
Projected Budget
Estimated
Expenditures
to-date
$ 37,805.00
Project Start 7/1/2026 Estimated Completion
Description
The construction impacts from the WPCP upgrade project resulted in pavement deterioration. This project will rehabilitate Tennent Ave. from San Pablo Ave. to WPCP. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

History, Status, or Impact if Delayed
In preparation of this project, the City retained a consultant to perform internal CCTV on this section of roadway. The inspection was completed in early 2021. Coordinating collection system improvements with street resurfacing projects ensures that sewer improvements are made prior to the resurfacing so that manholes and valve covers may be properly realigned, and repairs and replacements are made in a cost-effective manner. This also avoids cutting and patching recently paved streets. The City of Hercules will reimburse $86,430 for this project. In addition, this project is being coordinated with RO1902 for efficient implementation.

Page 575 of 764 ends

Project Origin : Priority Score : 50
Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 750,000 - $ 750,000 $ - $ - $ 1,555,300 $
6/30/2028
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 80,000 80,000 $
$ 650,000 600,000 $ 1,250,000 $
$ 100,000 70,000 $ 170,000 $
$ - $ 750,000 $ 750,000 $ - $ - $ 1,500,000
$ 80,000 70,000 $ 150,000 $
$ 370,000 650,000 $ 1,020,000 $
$ 300,000 30,000 $ 330,000 $
$ - $ 750,000 $ 750,000 $ - $ - $ 1,500,000
General Plan Goals/Policies
Policy CE.1.4, Policy CS.2.6, Policy CS.3.3, Policy H.3.1, Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2 Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Design

TOTAL FUNDS

TOTAL USES
Construction
Contingency

SOURCE(S)
325 - Grant: STMP Fees
215 - Grant: OBAG
106 - Measure S 2014
RO1902 - PEDESTRIAN IMPROVEMENTS AT TENNENT AVE. NEAR RXR Staff Recommendation
USE(S)
Planning
Summary of Capital Cost
Projected Budget
Estimated
Expenditures
to-date
$ 55,300.00
Project Start 7/1/2026 Estimated Completion
Description
In 2018, the East Bay Regional Park District completed a trail link to connect Pinole Shores Regional Shoreline to Bayfront Park trail. There remains a small gap on Tennent Ave. from Bayfront Park to Railroad Ave. Improvements to Tennent Ave. at the Railroad Crossing will facilitate safe movement of bicycles and pedestrians. Since project inception, the scope of work has evolved to include improvements that would maximize parking on Railroad Avenue for park users. In February 2021, the City selected a consultant to complete the preliminary engineering for this project.

History, Status, or Impact if Delayed
WCCTAC held its STMP Call for Projects in 2018 which committed $100k in funding for preliminary engineering from the 2006 STMP program for this project. City staff also submitted an OBAG 3 application in July 2022 to compete for funding for this project. If awarded, the City will need a match of $345k.

Page 576 of 764 ends

Project Origin : Priority Score : 55
Budget
New Expansion
X Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 2,200,000 2,090,449.00 $ 27,018,000 $ - $ - $ 32,477,454 $ 6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 200,000 200,000 $ 1,150,000 $ 1,550,000 $
$ 1,900,000 1,790,449 $ 3,690,449 $
- 25,868,000 $ 25,868,000 $
$ 100,000 100,000 $ 200,000 $
$ 2,090,449 $ 2,200,000 $ 27,018,000 $ - $ - $ 31,308,449 $ 1,600,000 1,351,590 $ 23,919,035 $ 26,870,625 $
$ 500,000 597,417 $ 400,000 $ 1,497,417 $
$ 41,442 41,442 $
$ 100,000 100,000 $ 198,965 $ 398,965 $
$ 2,500,000 2,500,000 $
$ 2,090,449 $ 2,200,000 $ 27,018,000 $ - $ - $ 31,308,449 Project Estimate
FY 2025 - 2030
Functional Area : Streets & Roads
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
USE(S)
Estimated
Expenditures
to-date
$ 1,169,005.00
Project Start 7/1/2025
Policy CS.3.3, Goal H.3, Policy H.3.1, Goal CE.3, Goal CE. 7, Policy CE.7.3, Goal CS.10.

Estimated Completion
Description
The San Pablo Avenue bridge over the Burlington Northern Santa Fe Railroad is an integral part of the area’s transportation network. The age and condition assessment of the bridge supports replacement. The City was approved for initial funding from the Caltrans Highway Bridge Program (HBP). In February 2020, the City awarded a contract to a consultant for preliminary engineering (PE) to advance the project. The PE will be completed in two phases due to funding limitations. Completion of preliminary design is necessary to develop a final cost estimate for the project. Unfunded portions of this project appear in the Unfunded list.

History, Status, or Impact if Delayed
General Plan Goals/Policies
The total budget identified to complete the PE exceeds the amount of funding Caltrans committed to the project of the State’s share in the current HBP. In October 2022, a draft type selection report was submitted to Caltrans for review. This report is the first step to request additional funding allocations from the Caltrans HBP to complete the PS&E phase and construction phase of the project.

RO1710 - SAN PABLO AVENUE BRIDGE OVER BNSF RAILROAD
End of Life Cycle

TOTAL FUNDS
325 - Grant: STMP Fees
215 - Grant: TLC
106 - Measure S 2014
Expected to be grant funded

TOTAL USES
Project Management
Planning & Design & R-O-W
Construction
Contingency

SOURCE(S)
325 - Grant: HBP
Summary of Capital Cost
Projected Budget

Page 577 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - - $ 150,000 $ - $ - $ 150,000 $
6/30/2028
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 150,000 150,000 $
$ - $ - $ 150,000 $ - $ - $ 150,000
$ 150,000 150,000 $
$ - $ - $ 150,000 $ - $ - $ 150,000
Project Estimate
FY 2025 - 2030
Functional Area : Infrastructure Assessment
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Construction
Contingency
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2027 Estimated Completion
Description
The facilities master plan will serve as a roadmap for achieving identified strategic objectives to improve service delivery and utilization of real estate and facility assets. The masterplan will serve to aid decision-making on capital improvements for a defined list of City owned facilities and provide information on potential major maintenance needs (e.g., repairs vs. replace) as applicable.

History, Status, or Impact if Delayed
General Plan Goals/Policies
IN2301 - FACILITIES & REAL ESTATE MASTER PLAN
Staff Recommendation

TOTAL FUNDS

SOURCE(S)
106 - Measure S 2014

TOTAL USES
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Design

Page 578 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 100,000 - $ - $ - $ - $ 100,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 100,000 100,000 $
$ - $ 100,000 $ - $ - $ - $ 100,000
$ 100,000 100,000 $
$ - $ 100,000 $ - $ - $ - $ 100,000
This project will connect with the Contra Costa County’s project to provide continuous sidewalks and bike lanes along Appian Way from San Pablo Dam Rd. in unincorporated El Sobrante. This project will involve coordination with Contra Costa County. The construction phase of this project is unfunded and appears in the Unfunded and Unprogrammed list.

General Plan Goals/Policies
Project Estimate
FY 2025 - 2030
Functional Area : Infrastructure Assessment
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
Contingency
USE(S)

TOTAL FUNDS

TOTAL USES

SOURCE(S)
325 - Grant: STMP Fees
IN2105 - APPIAN WAY COMPLETE STREETS
Staff Recommendation
Planning
Design
Construction
Summary of Capital Cost
Projected Budget
Policy CE.1.4, Policy CS.2.6, Policy CS.3.3, Policy H.3.1, Policy GM.3.3, Goal CE.3, Goal CS.10, Policy CS 10.2 Estimated
Expenditures
to-date
$ -
Project Start 7/1/2026 Estimated Completion
Description
Completion of preliminary engineering and design to provide continuous sidewalks and bike lanes along Appian Way beginning from unincorporated El Sobrante to about 1500 lineal feet north of the City limit within Pinole. In December 2021, City Council approved a Cooperative Funding Agreement with WCCTAC to receive STMP funds to complete preliminary design for this project.

History, Status, or Impact if Delayed

Page 579 of 764 ends

Project Origin : Priority Score :

Budget
New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - 80,000.00 $ - $ - $ - $ 95,152 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 80,000 80,000 $
$ 80,000 $ - $ - $ - $ - $ 80,000
$ 80,000 80,000 $
$ 80,000 $ - $ - $ - $ - $ 80,000
Project Estimate
FY 2025 - 2030
Functional Area : Infrastructure Assessment
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
USE(S)
Policy OS.8.1, Policy OS.8.7, Goal SE.9, Policy SE.9.1, Policy SE.9.4 Estimated
Expenditures
to-date
$ 15,152.25
Project Start 7/1/2025 Estimated Completion
Description
A feasibility study will allow the City to plan and phase the construction of future recycled water distribution system infrastructure. The study will identify potential recycled water customers, evaluate the quantity, quality, and recycled water distribution system options to address the needs of potential users in surrounding areas, seek opportunities to phase the construction of a recycled water delivery system, and develop planning-level cost options for the phased system.

History, Status, or Impact if Delayed
Recycled water delays or eliminates the need to construct more potable water facilities, sustains the economy with increased water supply reliability, protects the environment, safeguards investments in parks and landscaping with drought proof or drought resistant water supply, and contributes to a green and healthy environment. In 2019, East Bay Municipal Utility District (EBMUD) prepared an Updated Recycled Waster Plan which considered the potential for potable reuse in EBMUD’s water service area. The development of a new recycled water supply for the Phillips 66 refinery in Rodeo using effluent from the Pinole-Hercules and Rodeo wastewater treatment plants was among the recommended non-potable reuse projects. This project is estimated to deliver up to 3.67 MGD of recycled water to the refinery for use in their boilers and cooling towers. The combined final disinfected effluent from both plants would be pumped at the Rodeo Pump Station to the refinery for treatment a new advanced recycled water treatment plan. This project was recommended by EBMUD because it would deliver a large amount of water to a single customer, with comparatively few pipelines required due to the short distance between the sources of wastewater and the Phillips 66 Refinery General Plan Goals/Policies
IN2103 - RECYCLED WATER FEASIBILITY
Council Request

TOTAL FUNDS

TOTAL USES
Planning
Design
Construction
Contingency

SOURCE(S)
500 - Sewer Enterprise Fund
Summary of Capital Cost
Projected Budget

Page 580 of 764 ends

Project Origin : Priority Score :

Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ 200,000 - $ - $ - $ - $ 200,000 $
6/30/2027
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 30,000 30,000 $
$ 170,000 170,000 $
$ - $ 200,000 $ - $ - $ - $ 200,000
$ 200,000 200,000 $
$ - $ 200,000 $ - $ - $ - $ 200,000
Design
Construction
Contingency

TOTAL FUNDS

TOTAL USES

SOURCE(S)
100 - General Fund
Summary of Capital Cost
Projected Budget
USE(S)
Planning
Policy GM.4.1, Policy CS.2.6, Goal CS.9, Goal HS.4
Estimated
Expenditures
to-date
$ -
Project Start 7/1/2026 Estimated Completion
Description
During severe natural hazard events, it is highly likely that utility power will not be available for an extended period of time. Critical facilities will need reliable sources of sustained electrical power to continue operations. This project will:
1) identify critical facilities in need of back-up power in coordination with an Emergency Operations Plan (EOP) , 2) assess power loads in each critical facility that requires back-up power, 3) determine the costs and technology options including solar battery storage, and 4) make any additional recommendations to Council before advancing to construction.

History, Status, or Impact if Delayed
The Public Safety Building, Fire Station 74, and the Water Pollution Control Plant have stand by generators.

General Plan Goals/Policies
IN2101 - EMERGENCY POWER FOR CRITICAL FACILITIES
Council Request
Project Estimate
FY 2025 - 2030
Functional Area : Infrastructure Assessment
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30

Page 581 of 764 ends

Project Origin : Priority Score :

Budget
X New Expansion
Replacement Renovation
Land/Row Acq. Required
Rehabilitation
$ - 275,000.00 $ - $ - $ - $ 275,117 $
6/30/2026
Budget Project Estimate
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2025 - 2030 $ 275,000 275,000 $
$ 275,000 $ - $ - $ - $ - $ 275,000
$ 125,000 125,000 $
$ 150,000 150,000 $
$ 275,000 $ - $ - $ - $ - $ 275,000
Project Estimate
FY 2025 - 2030
Functional Area : Infrastructure Assessment
Type of CIP Unappropriated Subsequent Years
Year 1
FY 2025-26
Year 2
FY 2026-27
Year 3
FY 2027-28
Year 4
FY 2028-29
Year 5
FY 2029-30
USE(S)
Policy GM.4.1, Policy CS.7.1
Estimated
Expenditures
to-date
$ 117.46
Project Start 7/1/2024 Estimated Completion
Description
Preparation of a storm drain master plan will provide an analysis of the existing collection system. The plan will identify system deficiencies related to capacity, functionality, and permit compliance. The plan can serve to guide future budget allocations for improvements to the system.

History, Status, or Impact if Delayed
General Plan Goals/Policies
IN1703 - STORM DRAIN MASTER PLAN
Staff Recommendation

TOTAL FUNDS

TOTAL USES
Planning
Design
Construction
Contingency

SOURCE(S)
106 - Measure S 2014
500 - Sewer Enterprise Fund
Summary of Capital Cost
Projected Budget

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Goals and Policies
Community Character Element
GOAL CC.1 Maintain Pinole’s unique qualities and sense of place to preserve the established historic and small-town character of the city.

POLICY CC.1.2 Require all new development to incorporate high-quality site design, architecture and planning to enhance the overall quality of the built environment in Pinole and create a visually interesting and aesthetically pleasing town environment.

POLICY CC.1.3 To enhance a sense of arrival and create a strong appealing image that promotes community identity, the City shall develop community entry features at key gateways or city entries along Interstate 80. Entryways shall incorporate landscaping, trees, structural architectural elements, signage and public art.

POLICY CC.1.5 Encourage project compatibility, interdependence and support with neighboring uses, especially between commercial and mixed-use centers and the surrounding residential neighborhoods. Uses should relate to one another with pedestrian connections, transit options, shared parking, landscaping, public spaces, and the orientation and design of buildings.

GOAL CC.2 Emphasize and enhance the visual and physical connection between the city’s natural environment and the community’s quality of life.

POLICY CC.2.1 Provide visual and physical connections between the natural environment and the built environment through careful site design, building placement, architectural features that allow views of Pinole’s unique environment such as ridgelines or the San Pablo Bay shoreline, public access to open space such as via the Bay Trail, and the use of native vegetation in the urban environment such as for landscape buffers for sidewalk areas and street trees.

POLICY CC.2.2 Preserve natural resources within the built environment, including trees, marshes, creeks and hillsides.

GOAL CC.5 Enhance the quality of life in Pinole by acknowledging the cultural diversity and by promoting, preserving and sustaining the cultural and performing arts.

POLICY CC.5.1 Celebrate the city’s cultural diversity through public art, cultural centers and community events for the benefit and enjoyment of all residents.

POLICY CC.5.2 Develop programs and facilities that promote the cultural and performing arts in Pinole.

Growth Management Element
GOAL GM.1 Regional Planning. Support cooperative transportation, land use and public service planning in Contra Costa County.

POLICY GM.1.1 West Contra Costa County Planning Activities. Achieve efficient public service delivery by coordinating with affected jurisdictions and agencies concerning public and private developments.

GOAL GM.3 Efficient Transportation. Support land use patterns that make efficient use of the transportation system and enhance public safety.

POLICY GM.3.1 Transportation Management. Make more efficient use of the regional and subregional transportation system.

POLICY GM.3.3 Provide Adequate Transportation Facilities and Services. Provide adequate transportation facilities while maintaining neighborhood integrity.

POLICY GM.3.7 Mobility-Impaired. Support efforts to provide safe and convenient transportation systems for all citizens of Pinole, particularly mobility-impaired individuals.

GOAL GM.4 Compact Development and Service Areas. Encourage infill and redevelopment in areas that are already served by utilities, infrastructure and public services.

POLICY GM.4.1 Planning for Present and Future Community Needs. Plan for, provide and maintain a level of public infrastructure facilities and services that adequately serves the present and future needs of the community.

Land Use & Economic Development Element
GOAL LU.1 Preserve and enhance the natural resources, high-quality residential neighborhoods and commercial areas, and small-town (semi-rural) character of Pinole.

POLICY LU.1.3 Establish and implement a continuing program of civic beautification, gateway or entryway enhancement, tree planting, maintenance of homes and streets, and other measures which will promote an aesthetically desirable environment and attractive neighborhood areas.

GOAL LU.4 Preserve and strengthen the identity and quality of life of Pinole’s residential neighborhoods.

POLICY LU.4.1 Ensure all new development, renovation or remodeling preserves and strengthens Pinole’s residential neighborhoods by requiring projects to be harmoniously designed and integrated with the existing neighborhood.

GOAL LU.6 Protect and enhance the natural resources of the San Pablo Bay waterfront for the enjoyment of Pinole residents.

POLICY LU.6.3 Provide waterfront parks, pedestrian pathways and recreation areas that are safe, accessible, and attractive for public use.

Housing Element
GOAL H.2 Protect Existing Character and Heritage. Protect and enhance the integrity and distinctive character and heritage of Pinole encouraging the development of high quality, well-designed housing and conserving existing housing.

POLICY H.2.4 Maintain Existing Housing and Neighborhood Amenities. Maintain Pinole’s lifestyle characteristics by encouraging the maintenance of existing housing stock, and in particular housing with historic value, and preserving the amenities of existing neighborhoods.

GOAL H.3 Provide Adequate Services and Facilities. Provide adequate services and facilities to meet the needs of the city’s current and future population.

POLICY H.3.1 Plan For Public Facility and Services Needs. Future development shall be planned based on public facility and service capacity, community-wide needs, sound citywide and neighborhood planning and public improvement programming.

POLICY H.3.4 Encourage new pedestrian-oriented development. Encourage new development and redevelopment that places residences in close proximity to a variety of services and facilities.

Circulation Element
GOAL CE.1 Reduce vehicle miles traveled and encourage the use of public transit.

POLICY CE.1.1 Encourage strategic growth that concentrates future development along Pinole’s three primary transit corridors (San Pablo Avenue, Appian Way and Pinole Valley Road).

POLICY CE.1.3 Encourage development that is sensitive to both local and regional transit measures and that promotes the use of alternative modes of transportation.

POLICY CE.1.4 Encourage maximum utilization of the existing public transit system and alternate modes of transportation in Pinole.

GOAL CE.3 Provide timely input and effective means (as appropriate) of programming street and highway improvements to maintain the objective peak hour level of service without detrimentally impacting community character or commercial activity.

POLICY CE.3.2. Maintain roadway network at or above established LOS thresholds.

GOAL CE.4 Establish programs to support sidewalk, trail and street enhancements, where feasible.

POLICY CE.4.5 Inventory sidewalk conditions to identify opportunities for enhancements to the circulation system and to help prioritize repair and maintenance activities as funding becomes available.

GOAL CE.5 Provide adequate parking and loading facilities while encouraging alternative means of transportation.

GOAL CE.7 Support bicycle use as a mode of transportation by enhancing infrastructure to accommodate bicycle and rides.

POLICY CE.7.1 Enhance the City’s Bikeway network through the use of Class I, II, and III bikeways.

POLICY CE.7.3 Establish a network of multi-use paths to facilitate safe and direct off-street bicycle and pedestrian travel.

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Community Services and Facilities Element
GOAL CS.1 Provide safe, attractive and efficiently designed infrastructure and sustainable facilities to serve the public.

POLICY CS.1.1 The City will strive to provide safe, attractive and efficiently designed facilities for public and quasi-public organizations.

POLICY CS.1.3 The City will endeavor to provide convenient access to community facilities and services to all areas of the community.

GOAL CS.2 Ensure and maintain a high level of public safety in the community.

POLICY CS.2.6 The City will continue to fund the repair, maintenance and expansion of facilities to respond to evolving service needs.

GOAL CS.3 Provide adequate and high-quality recreational opportunities and programs for the community.

POLICY CS.3.1 Continue to provide a variety of recreational opportunities that serve and represent all aspects of the community.

POLICY CS.3.3 Expand and organize a multi-use trail system.

GOAL CS.6 Provide adequate, economical and dependable wastewater collection service and treatment.

POLICY CS.6.1 The City shall continue to make capital improvements to the wastewater collection and treatment system to maintain system capability and reliability.

GOAL CS.7 Minimize flooding.

POLICY CS.7.1 The City will ensure that the storm drain system has adequate capacity to minimize street flooding and, where feasible, shall expand the capacity of the system to control storm flows.

GOAL CS.9 Provide economical and dependable community services while conserving energy resources.

POLICY CS.9.1 The City will seek opportunities to improve the energy efficiency of facilities and operations.

GOAL CS.10 Provide safe, efficient roadway infrastructure to support multiple modes of transportation and to meet existing and future circulation needs.

POLICY CS.10.2 The City will update, where possible, the existing roadway network to enhance pedestrian, bicycle and transit circulation while maintaining safe vehicular circulation.

Health and Safety Element
GOAL HS.1 Minimize the potential for loss of life, injury, damage to property, economic and social dislocation, and unusual public expense due to natural and man-made hazards.

GOAL HS.2 Protect the community from the risk of flood damage and improve surface water quality.

POLICY HS.2.4 Continue to monitor studies that identify anticipated changes in sea level and create appropriate standards and improvements to minimize flood risks.

POLICY HS.2.5 Establish appropriate capital improvements and management programs to reduce wet weather sewer treatment demand and avoid discharge to the shallow water outfall.

GOAL HS.3 Minimize hazards of soil erosion, weak and expansive soils, potentially hazardous soils materials, other hazardous materials, geologic instability and seismic activity.

POLICY HS.3.5 Require proper handling, storage, disposal and cleanup of hazardous materials to prevent leakage, potential explosions, fires or the escape of harmful gases and to prevent individually innocuous materials from combining to form hazardous substances, especially at the time of disposal.

GOAL HS.4 Ensure that government agencies, citizens and businesses are prepared for an effective response and recovery in the event of emergencies or disasters.

POLICY HS.4.1 Continue to provide essential emergency public services during natural catastrophes POLICY HS.4.3 Incorporate technological enhancements in new and substantially remodeled structures and facilities to support and improve emergency services.

GOAL HS.6 Support multiple forms of transportation and a circulation system design that reduces vehicle trips and emissions.

POLICY HS.6.1 Promote and encourage walking and bicycling as viable forms of transportation to services, shopping and employment.

GOAL HS.7 Ensure that all new development meets or exceeds state and federal water quality standards.

POLICY HS.7.1 Support Regional, state and federal clean water programs.

POLICY HS.7.3 Reduce the transport of runoff and surface pollutants.

POLICY HS.7.6 Establish appropriate capital improvements and management programs to reduce wet weather sewer treatment demand and avoid discharge to the shallow water outfall.

Natural Resources and Open Space Element
GOAL OS.1 Ensure the preservation of natural resources by determining appropriate land use and compatibility with natural resources and open space.

POLICY OS.1.2 Agency Cooperation. Work with Federal, State and local regulatory and trustee agencies to promote the long-term sustainability of local natural resources.

Sustainability Element
GOAL SE.3 The City will reduce its contribution to climate change and mitigate and adapt to the effects of climate change as appropriate.

POLICY SE.3.1 Reduce greenhouse gas emissions from City operations and community sources by a minimum of 15 percent below current or baseline levels by the year 2020.

POLICY SE.3.4 Reduce GHG emissions by reducing vehicle miles traveled and by increasing or encouraging the use of alternative fuels and transportation technologies.

POLICY SE.1.3 Enhance the energy efficiency of all City facilities.

GOAL SE.4 Optimize energy efficiency and renewable energy.

POLICY SE.4.2 Explore opportunities for City-wide expansion of Programs and Facilities related to energy efficiency and conservation.

GOAL SE.5 Achieve a solid waste diversion of 75% of the waste stream by 2020.

GOAL SE.7 Air quality will be maintained and improved for the City of Pinole and the Bay Area as a region and not decline below levels measured in early 1990’s.

POLICY SE 7.3 Support efforts to comprehensively address air quality issues through education, regulation, and innovation.

GOAL SE.8 Utilize transit options and reduce vehicle miles traveled and single-occupancy vehicle use.

POLICY SE.8.7 Work to improve Pinole’s pedestrian and bicycle infrastructure and to meet the needs of all pedestrians and bicyclists.

POLICY SE.8.10 Support and promote the use of low- and zero-emissions vehicles, alternative fuels, and other measures to directly reduce emissions from motor vehicles.

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Pinole City CouncilJune 3, 2025

Pinole City Council
June 3, 2025