Agenda packet — Pinole City Council, June 17, 2025 (part 2 of 5)

Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-All Funds
Property Taxes,
6,698,790 , 12%
Sales and Use Taxes,
12,364,189 , 23%
Utility Users Tax,
2,345,000 , 4%
Franchise Taxes,
876,486 , 2%
Intergovernmental
Taxes, 8,020,801 ,
15%
Public Safety Charges,
1,861,497 , 4%
Sewer Enterprise
Charges, 12,735,506 ,
23%
Other Revenues,
2,800,165 , 5%
Transfers In,
4,010,852 , 7%
Other Taxes, 876,172
, 2%
Permits and Fees,
1,826,311 , 3%
All Funds Revenue by Category: $54,415,768
Salaries and Wages,
14,954,397 , 16%
Employee Benefits,
10,597,549 , 11%
Professional/Admin
Svcs, 13,647,590 ,
14%
Other Operating ,
1,840,576 , 2%
Materials and Supplies,
1,708,098 , 2%
Interdepartmental
Charges, 1,003,767 ,
1%
Capital Outlay,
40,153,253 , 42%
Debt Service,
2,264,737 , 3%
Transfers Out,
8,811,852 , 9%
All Funds Expenditures by Category: $94,981,818
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-All Funds
City Council, 252,450 , 0%
City Manager, 535,563 ,
1%
City Clerk, 733,895 , 1%
City Treasurer, 9,990 , 0%
City Attorney, 305,965 ,
0%
Finance Department,
1,090,744 , 1%
Human Resources,
965,908 , 1%
Non-Departmental,
10,771,448 , 11%
Information Systems, 21 ,
0%
Cable Access TV,
653,088 , 1%
Police Department,
13,716,783 , 14%
Fire Department,
6,742,965 , 7%
Public Works, 14,507,787
, 15%
Community Development,
3,702,336 , 4%
Community Services,
2,763,780 , 3%
Sewer, 38,229,096 , 40%
All Funds Expenditures by Department: $94,981,818
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-All Funds
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-All Funds
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Original
Budget
FY 2024/25
Revised
Budget
FY 2024/25
Actual Thru
Mar-25
FY 2024/25
Projected
Year-end
FY 2025/26
Proposed
Prop to Rev
Percent
Change
General Fund (including Measure S 2006, 2014 and Measure I) Revenue
311 - Property Taxes 4,307,208 5,055,790 5,948,810 6,168,067 6,168,067 3,283,712 6,168,067 6,698,790 9% Basic 1% Property Tax 2,946,085 3,145,151 4,038,170 4,677,116 4,677,116 1,943,836 4,677,116 4,299,328 -8% RPTTF and Passthrough Payments 1,361,123 1,910,639 1,910,639 1,490,951 1,490,951 1,339,876 1,490,951 2,399,462 61% 312 - Sales and Use Taxes 4,612,708 4,396,002 4,411,000 4,536,436 4,459,156 2,898,866 4,381,876 4,567,189 2% 312 - Sales and Use Taxes- Measure S 2006 2,501,974 2,467,529 2,510,464 2,581,000 2,550,000 1,590,728 2,519,000 2,599,000 2% 312 - Sales and Use Taxes- Measure S 2014 2,498,944 2,464,819 2,508,755 2,581,000 2,550,000 1,584,359 2,519,000 2,599,000 2% 312 - Sales and Use Taxes- Measure I - - - - - - 600,000 2,599,000 100% 313 - Utility Users Tax 2,063,773 2,312,830 2,445,715 2,285,000 2,285,000 2,045,450 2,285,000 2,345,000 3% 314 - Franchise Taxes 788,146 875,058 901,208 850,000 850,000 454,338 850,000 850,000 0% 315 - Other Taxes 929,466 898,797 846,439 924,599 864,599 711,592 897,514 876,172 1% Other Tax/Transient Occupancy Tax 487,687 456,288 378,622 460,000 400,000 253,821 340,000 400,000 0% Other Tax/Business License 441,779 442,509 467,817 464,599 464,599 457,771 464,599 476,172 2% 321 - Intergovernmental Taxes 2,108,808 2,247,072 2,346,237 2,402,673 2,402,673 1,217,510 2,402,673 2,513,149 5% 322 - Federal Grants - - 129,788 - 33,461 37,653 37,653 - 0% 323 - State Grants 13,847 43,442 36,194 95,882 95,882 103,635 103,635 73,022 -24% 324 - Other Grants 46,937 43,793 50,913 47,025 47,025 1,000 47,025 72,025 53% 332 - Permits 120,780 190,687 324,534 251,700 251,700 236,906 251,700 301,700 20% 341 - Review Fees 42,210 50,279 22,875 25,500 25,500 847 1,200 25,500 0% 342 - Other Fees 23,880 56,772 113,399 65,854 65,854 89,478 119,000 64,809 -2% 343 - Abatement Fees 5,127 30,193 22,539 47,000 47,000 18,916 47,000 42,000 -11% 351 - Fines and Forfeiture 10,411 17,579 29,716 15,550 26,050 29,341 37,225 15,550 -40% 361 - Public Safety Charges 29,558 30,148 30,216 30,500 30,500 1,110 1,400 30,500 0% 361 - Public Safety Charges/Dispatch 1,447,934 1,568,849 1,803,884 1,743,807 1,743,807 1,501,570 1,743,807 1,830,997 5% 370 - Interest and Investment Income (134,495) 211,725 173,488 200,000 200,000 (1,645) 100,000 100,000 -50% 381 - Rental Income 96,516 95,432 86,084 81,450 81,450 65,975 81,450 81,450 0% 383 - Reimbursements 16,341 20,133 78,831 11,500 11,500 69,196 92,260 11,500 0% 384 - Other Revenue 35,606 5,969 13,045 5,100 5,100 6,869 8,920 5,100 0% 392 - Proceeds from Sale of Property 240,182 12,080 139 1,000 1,000 1,165 1,165 1,000 0% 393 - Loan/Bond Proceeds - 91,907 - - - - - - 0%
Revenue Total 21,805,859 23,186,887 24,834,271 24,950,643 24,795,324 15,948,573 25,296,570 28,302,453 14% 399 - Transfers In - - - - - - - 3,235,445 100%
399 - Transfers In from Section 115 Pension Fund 1,061,736 2,160,519 2,231,793 3,268,790 3,268,790 - 3,268,790 - -100% 399 - Transfers In from ARPA Fund 4,071,404 - - - - - - 0% Sources Total 22,867,595 29,418,810 27,066,064 28,219,433 28,064,114 15,948,573 28,565,360 31,537,898 12% Fund: 100 - General Fund
Expenditures
Division: 110 - City Council Total: 215,904 200,496 227,194 202,339 241,089 115,342 241,089 252,450 5% Division: 111 - City Manager Total: 527,117 567,995 535,472 683,857 683,431 440,359 683,431 535,563 -22% Division: 112 - City Clerk Total: 327,468 511,112 615,496 717,294 731,224 567,190 731,224 733,895 0% Division: 113 - City Treasurer Total: 8,375 8,268 9,681 10,148 10,148 7,473 10,148 9,990 -2% Division: 114 - City Attorney Total: 406,476 330,354 229,817 297,031 297,031 309,335 297,031 305,965 3% 114 - City Attorney Services 833,500 899,583 662,442 581,131 581,131 401,959 581,131 598,565 3% 114 - City Attorney Indirect Cost Allocations (427,024) (569,229) (432,626) (284,100) (284,100) (92,623) (284,100) (292,600) 3% Division: 115 - Finance Department Total: 560,362 657,774 956,068 966,217 969,217 795,239 969,217 1,020,844 5% Division: 116 - Human Resources Total: 377,614 749,748 831,985 888,867 925,991 709,625 925,991 965,908 4% Division: 117 - General Government Total: 1,306,126 1,420,199 1,611,760 1,059,644 1,059,644 1,346,081 1,059,644 1,298,551 23% Administrative Total 3,729,442 4,445,947 5,017,472 4,825,397 4,917,775 4,290,644 4,917,775 5,123,167 4% Division: 221 - Police Operations Total: 4,433,521 5,034,933 6,250,517 6,952,098 6,929,440 5,216,851 6,929,440 5,823,820 -16% Division: 222 - Police Support Services Total: 1,118,708 1,416,777 1,519,190 1,582,951 1,582,951 973,958 1,582,951 1,468,835 -7% Division: 223 - Dispatch WBCC Total: 2,215,114 2,379,569 2,498,316 2,548,869 2,568,099 1,968,544 2,568,099 2,740,771 7% Division: 231 - Fire Total: 3,992,507 5,045,833 4,384,514 3,582,500 3,582,500 2,712,342 3,582,500 3,202,461 -11% Public Safety Total 11,759,851 13,877,112 14,652,536 14,666,418 14,662,990 10,871,695 14,662,990 13,235,887 -10% Division: 341 - Administration/Engineering Total: 219,407 408,987 736,873 622,287 362,747 281,610 362,747 402,553 11% Division: 342 - Road Maintenance Total: 62,776 152,163 225,539 486,573 486,573 279,508 486,573 30,000 -94% Division: 343 - Facility Maintenance Total: 552,239 650,885 760,139 929,920 929,920 603,547 929,920 715,330 -23% Division: 345 - Park Maintenance Total: 276,594 291,821 358,808 356,460 356,460 305,574 356,460 - -100% Public Works Total 1,111,016 1,503,855 2,081,358 2,395,240 2,135,700 1,470,239 2,135,700 1,147,883 -46% Division: 461 - Planning Total: 64,712 65,951 10,249 17,148 17,148 8,350 17,148 12,387 -28% Division: 465 - Code Enforcement Total: 198,324 226,172 260,334 399,687 372,187 297,466 372,187 418,050 12% Division: 466 - Economic Development Total: 145 106,482 266,424 148,953 123,953 57,117 123,953 159,705 29% Community Development Total 263,181 398,605 537,007 565,788 513,288 362,933 513,288 590,142 15% Division: 551 - Recreation Admin Total 253413.81 352,653 1,816 3500 3,500 1,902 3,500 3,500 0% Division: 560 - Library Services Total: - - 158,796 202,430 202,430 95,962 202,430 202,430 0% Division: 561 - Animal Control Services Total: - - 164,428 220,935 220,935 99,612 220,935 226,437 2% Recreation Total 253,414 352,653 325,040 426,865 426,865 197,476 426,865 432,367 1% 481 - Debt Service 608,736 599,021 615,440 636,107 636,107 636,015 636,107 653,545 3% Sub-Total 17,725,639 21,177,193 23,228,854 23,515,815 23,292,725 17,829,002 23,292,725 21,182,991 -9% 499 - Transfers Out 2,667,216 1,936,750 1,657,275 777,800 777,800 597,677 777,800 2,592,907 233% Expenditure Total: 20,392,855 23,113,943 24,886,129 24,293,615 24,070,525 18,426,679 24,070,525 23,775,898 -1% 45

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-All Funds
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Original
Budget
FY 2024/25
Revised
Budget
FY 2024/25
Actual Thru
Mar-25
FY 2024/25
Projected
Year-end
FY 2025/26
Proposed
Prop to Rev
Percent
Change
Fund: 205 - Traffic Safety Fund
Revenue
351 - Fines and Forfeiture 28,821 26,111 20,434 45,000 45,000 13,977 45,000 20,500 -54% 370 - Interest and Investment Income (2,754) 5,703 15,575 1,500 1,500 9,429 11,952 4,000 167% 384 - Other Revenue - - 112 - - - 112 - 0%
Revenue Total: 26,067 31,814 36,121 46,500 46,500 23,406 57,064 24,500 -47% Expenditures
Division: 227 - Police Grants Total: 9,219 10,028 13,457 21,845 21,845 7,936 21,845 22,191 2% Division: 342 - Road Maintenance Total: - - 5,685 35,000 35,000 - 35,000 35,000 0% Expenditure Total: 9,219 10,028 19,142 56,845 56,845 7,936 56,845 57,191 1% Fund: 205 - Traffic Safety Fund Net Results 16,848 21,785 16,980 (10,345) (10,345) 15,470 219 (32,691) Fund Balance, July 1 234,979 251,826 273,612 290,591 290,591 290,591 290,810 Fund Balance, June 30 251,826 273,612 290,591 280,246 280,246 290,810 258,119 Fund: 206 - Supplemental Law Enforcement Svc Fund
Revenue
323 - State Grants 161,285 165,271 186,159 165,000 165,000 194,663 186,159 180,000 9% 370 - Interest and Investment Income (4,472) 9,848 23,680 10,000 10,000 9,626 19,125 5,000 -50% Revenue Total: 156,813 175,119 209,838 175,000 175,000 204,289 205,284 185,000 6% Expenditures
Division: 227 - Police Grants Total: 113,750 127,057 326,357 294,962 294,962 213,680 294,962 303,281 3% Expenditure Total: 113,750 127,057 326,357 294,962 294,962 213,680 294,962 303,281 3% Fund: 206 - Supplemental Law Enforcement Svc Fund N 43,063 48,062 (116,518) (119,962) (119,962) (9,391) (89,678) (118,281) Fund Balance, July 1 328,953 372,015 420,077 303,559 303,559 303,559 213,881 Fund Balance, June 30 372,015 420,077 303,559 183,597 183,597 213,881 95,600 Fund: 207 - NPDES Storm Water Fund
Revenue
321 - Intergovernmental Taxes 255,408 256,688 237,448 253,272 253,272 - 253,272 253,272 0% 332 - Permits - 1,200 2,600 - - - - - 0%
370 - Interest and Investment Income 884 (819) 107 - - 147 - - 0% 399 - Transers In - 75,433 - - - - - - 0%
Revenue Total: 256,292 332,502 240,155 253,272 253,272 147 253,272 253,272 0% Expenditures 0
Division: 117 - General Government Total: - - - - - - - - 0% Division: 342 - Road Maintenance Total: 10000 - 13,680.50 7,974 7,974 5,511 7,974 8,081 1% Division: 344 - NPDES Storm Drain Total: 287,082 293,563 350,102 371,855 371,855 367,570 305,258 377,550 2% Expenditure Total: 297,082 293,563 363,782 379,829 379,829 373,081 313,232 385,631 2% Fund: 207 - NPDES Storm Water Fund Net Results (40,791) 38,938 (123,627) (126,557) (126,557) (372,934) (59,960) (132,359) Fund Balance, July 1 1,853 (38,938) 0 (123,627) (123,627) (123,627) (183,587) Fund Balance, June 30 (38,938) 0 (123,627) (250,184) (250,184) (183,587) (315,946) Fund: 209 - Recreation Fund
Revenue
Division: 551 - Recreation Administration Total: 48,737 18,330 56,728 108,996 276,296 232,437 60,356 94,463 -66% Division: 552 - Senior Center Total: 103,253 172,373 183,835 196,300 196,300 162,527 196,300 241,100 23% Division: 553 - Tiny Tots Total: 124,659 123,524 109,163 112,010 112,010 97,425 112,010 110,500 -1% Division: 554 - Youth Center Total: 2,451 8,752 29,384 7,800 17,800 45,023 17,800 44,500 150% Division: 555 - Day Camp Total: 11,887 20,123 3,500 - - - - - 0% Division: 556 - Performing Arts Total: 587 5,399 5,399 - - - - - 0% Division: 557 - Swim Center Total: 95,420 108,666 128,329 79,000 79,000 44,310 79,000 83,000 5% Division: 558 - Memorial Hall Total: 3,308 - - - - - - - 0% Division: 559 - Tennis Total: 289 110 - - - - - - 0%
Revenue Total: 390,592 457,276 516,338 504,106 681,406 581,723 465,466 573,563 -16% 399 - Transfers In 950,998 1,098,343 1,392,318 751,300 751,300 571,177 1,334,560 1,750,050 133% 399 - Transfers In from Section 115 Pension Fund - - - - - - - - 0% Sources Total 1,341,590 1,555,619 1,908,656 1,255,406 1,432,706 1,152,900 1,800,026 2,323,613 62% Expenditures
Division: 117 - General Government Total: 7,549 7,068 7,338 7,500 7,500 5,982 5,379 7,500 0% Division: 551 - Recreation Administration Total: 532,479 538,111 707,670 887,733 1,068,283 819,137 691,147 923,673 -14% Division: 552 - Senior Center Total: 399,599 500,492 541,257 663,944 677,444 375,750 533,297 565,670 -16% Division: 553 - Tiny Tots Total: 141,106 159,932 201,018 257,431 270,931 177,859 270,931 263,367 -3% Division: 554 - Youth Center Total: 111,936 149,571 213,611 358,107 381,607 203,480 208,428 343,042 -10% Division: 555 - Day Camp Total: 25,228 33,561 90 - - - - - 0% Division: 556 - Performing Arts Total: - 109 - - - - - - 0% Division: 557 - Swim Center Total: 137,822 181,576 226,884 205,540 205,540 142,689 175,268 220,360 7% Division: 558 - Memorial Hall Total: 5,162 7,173 3,554 - - - - - 0% Division: 559 - Tennis Total: 4,385 4,550 - - - - - - 0% Expenditure Total: 1,365,264 1,582,143 1,901,423 2,380,256 2,611,306 1,724,896 1,884,450 2,323,613 -11% Fund: 209 - Recreation Fund Net Results (23,674) (26,524) 7,233 (1,124,850) (1,178,600) (571,996) (84,424) (0) Fund Balance, July 1 29,162 5,488 (21,036) (13,804) (13,804) (13,804) (98,228) Fund Balance, June 30 5,488 (21,036) (13,804) (1,138,654) (1,192,404) (98,228) (98,228) 48

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-All Funds
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Original
Budget
FY 2024/25
Revised
Budget
FY 2024/25
Actual Thru
Mar-25
FY 2024/25
Projected
Year-end
FY 2025/26
Proposed
Prop to Rev
Percent
Change
Fund: 212 - Building & Planning Fund
Revenue
322 - Federal Grants - - - - - 350,000 250,000 - 0%
323 - State Grants - - - - - - - 442,800 0%
324 - Other Grants - 20,000 225,000 40,000 40,000 40,000 250,000 - -100% 332 - Permits - - 2,421 - 476,916 372,401 - 506,011 0%
341 - Review Fees 480,430 496,068 625,075 476,916 368,775 257,341 665,290 477,355 29% 342 - Other Fees 356,319 517,211 484,854 403,275 433,117 346,687 517,469 375,511 -13% 343 - Abatement Fees 65,442 192,423 252,810 433,117 - - 265,833 - 0% 344 - Impact Fees 572 402 816 29,218 29,218 - 1,000 - -100% 351 - Fines and Forfeitures - 8,902 32,809 20,000 20,000 32,052 35,378 30,000 50% 370 - Interest and Investment Income 3,072 (18,196) (2,735) 7,000 7,000 - - - -100% 383 - Reimbursements - 32 - - - - - - 0%
384 - Other Revenue - - 15 6,000 6,000 - 100 4,460 -26% Revenue Total: 905,836 1,216,842 1,621,063 1,415,526 1,381,026 1,398,481 1,985,070 1,836,137 33% 399 - Transfers In 481,051 - 67,000 67,000 67,000 - 67,000 908,095 1255% Sources Total 1,386,887 1,216,842 1,688,063 1,482,526 1,448,026 1,398,481 2,052,070 2,744,232 90% Expenditures
Division: 461 - Planning Total: 749,792 1,097,149 952,129 683,669 826,169 537,435 851,434 1,264,879 53% Division: 462 - Building Inspection Total: 1,035,536 1,113,151 1,326,417 1,355,889 1,316,989 887,966 1,271,087 1,479,353 12% Expenditure Total: 1,785,329 2,210,300 2,278,545 2,039,558 2,143,158 1,425,401 2,122,521 2,744,232 28% Fund: 212 - Building & Planning Net Results (398,442) (993,458) (590,482) (557,032) (695,132) (26,920) (70,451) (0) Fund Balance, July 1 (244,296) (642,738) (1,636,197) (2,226,679) (2,226,679) (2,226,679) (2,297,130) Fund Balance, June 30 (642,738) (1,636,197) (2,226,679) (2,783,711) (2,921,811) (2,297,130) (2,297,130) Fund: 213 - Refuse Management Fund
Revenue
323 - State Grants 66,826 66,948 62,080 60,060 60,060 51,464 60,060 60,060 0% 370 - Interest and Investment Income (1,768) 2,213 2,986 6,000 6,000 90 6,000 6,000 0% 392 - Proceeds from Sale of Property - - - - - - - - 0% Revenue Total: 65,058 69,162 65,066 66,060 66,060 51,554 66,060 66,060 0% Expenditures
Division: 341 - Administration/Engineering Total: - - - - - 2,751 - - Division: 346 - Waste Reduction Total: 106,591 122,104 131,547 187,102 187,102 101,484 121,804 189,710 1% Expenditure Total: 106,591 122,104 131,547 187,102 187,102 104,235 121,804 189,710 1% Fund: 213 - Refuse Management Fund Net Results (41,533) (52,942) (66,481) (121,042) (121,042) (52,680) (55,744) (123,650) Fund Balance, July 1 192,376 150,843 97,901 31,420 31,420 31,420 (24,324) Fund Balance, June 30 150,843 97,901 31,420 (89,622) (89,622) (24,324) (147,974) Fund: 214 - Solid Waste Fund
Revenue
323 - State Grants 28,327 - 75,000 - - - - - 0%
370 - Interest and Investment Income (20,738) 48,433 140,233 8,000 8,000 96,157 105,591 8,000 0% 383 - Reimbursements 386,514 433,111 460,096 360,000 360,000 236,467 360,000 360,000 0% Revenue Total: 394,103 481,543 675,329 368,000 368,000 332,624 465,591 368,000 0% Expenditures
Division: 342 - Road Maintenance Total: 194,241 182,952 108,328 173,666 173,666 80,484 173,666 177,241 2% Division: 343 - Facility Maintenance Total: - - - - - - - - 0% Division: 345 - Parks Maintenance Total: - 13,001 - - - - 125,000 - 0% Expenditure Total: 194,241 195,954 108,328 173,666 173,666 80,484 298,666 177,241 2% Fund: 214 - Solid Waste Fund Net Results 199,862 285,590 567,001 194,334 194,334 252,141 166,925 190,759 Fund Balance, July 1 1,863,362 2,063,224 2,348,814 2,915,815 2,915,815 2,915,815 3,082,740 Fund Balance, June 30 2,063,224 2,348,814 2,915,815 3,110,149 3,110,149 3,082,740 3,273,499 Fund: 215 - Measure C and J Fund
Revenue
322 - Federal Grants - 27,825 166,373 - - 115,802 115,802 - 0% 323 - State Grants - - - 722,619 722,619 - 722,619 967,619 34% 324 - Other Grants 470,247 21,965 473,827 421,638 421,638 436,601 473,527 421,638 0% 370 - Interest and Investment Income (23,256) 40,587 94,071 8,000 8,000 66,872 68,955 8,000 0% Revenue Total: 446,991 90,377 734,271 1,152,257 1,152,257 619,274 1,380,903 1,397,257 21% Expenditures
Division: 117 - General Government Total: 49,664 - - - - - - - 0% Division: 341 - Administration/Engineering Total: 118,988 134,615 118,289 201,919 201,919 114,348 201,919 196,123 -3% Division: 342 - Road Maintenance Total: 10,073 138,839 401,159 1,501,207 1,501,207 82,289 1,501,207 993,609 -34% Division: 343 - Facility Maintenance Total: - - - 2,000 2,000 - 2,000 2,000 0% Expenditure Total: 178,725 273,454 519,448 1,705,126 1,705,126 196,636 1,705,126 1,191,732 -30% Fund: 215 - Measure C and J Fund Net Results 268,266 (183,077) 214,823 (552,869) (552,869) 422,638 (324,223) 205,525 Fund Balance, July 1 2,057,182 2,325,449 2,142,371 2,357,194 2,357,194 2,357,194 2,032,971 49

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Division: 345 - Park Maintenance Total: - - - - - - - - 0% Expenditure Total: - - - - - - - - 0%
Fund: 275 - Parkland Dedication Fund Net Results (8,595) 23,060 (290) - - 4 4 - Fund Balance, July 1 (14,058) (22,653) 407 116 116 116 120 Fund Balance, June 30 (22,653) 407 116 116 116 120 120
Fund: 276 - Growth Impact Fund
Revenue
344 - Impact Fees 2,452,573 577,389 27,201 1,039,594 - - 29,674 - 0% 370 - Interest and Investment Income (10,748) 60,820 194,306 - - 112,978 112,978 - 0% Revenue Total: 2,441,826 638,210 221,508 1,039,594 - 112,978 142,652 - 0% Expenditures
Division: 342 - Road Maintenance Total: - - - - - - - 100,000 100% Division: 343 - Facility Maintenance Total: - - - 700,000 700,000 10,357 - 1,236,000 77% Division: 344 - NPDES Storm Drain Total: - - 57,982 58,000 58,000 - 58,000 - -100% Division: 345 - Park Maintenance Total: - - - 265,000 265,000 - - 1,100,000 315% Division: 642 - Sewer Collection Total: - - - 600,000 600,000 - - - -100% Expenditure Total: - - 57,982 1,623,000 1,623,000 10,357 58,000 2,436,000 50% Fund: 276 - Growth Impact Fund Net Results 2,441,826 638,210 163,526 (583,406) (1,623,000) 102,621 84,652 (2,436,000) Fund Balance, July 1 259,999 2,701,825 3,340,035 3,503,560 3,503,560 3,503,560 3,588,213 50

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-All Funds
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Original
Budget
FY 2024/25
Revised
Budget
FY 2024/25
Actual Thru
Mar-25
FY 2024/25
Projected
Year-end
FY 2025/26
Proposed
Prop to Rev
Percent
Change
Fund: 327 - Parks Grants (Measure WW) Fund
Revenue
323 - State Grants - - 170,588 - - - - - 0%
370 - Interest and Investment Income (285) (283) 1,647 - - 113 113 - 0% Revenue Total: (285) (283) 172,235 - - 113 113 -
Expenditures
Division: 345- Park Maintenance Total: - 193,383 183 - - - - - 0% Expenditure Total: - 193,383 183 - - - - - 0%
Fund: 327 - Parks Grants (Measure WW) Fund Net Res (285) (193,666) 172,052 - - 113 113 - Fund Balance, July 1 25,521 25,236 (168,429) 3,623 3,623 3,623 3,735 Fund Balance, June 30 25,236 (168,429) 3,623 3,623 3,623 3,735 3,735 Fund: 377 - Arterial Streets Rehabilitation Fund
Revenue
322 - Federal Grants 41,275 541,463 - - - - - - 0%
399 - Transfers In 250,000 250,000 250,000 250,000 250,000 250,000 250,000 - -100% Revenue Total: 291,275 791,463 250,000 250,000 250,000 250,000 250,000 - -100% Expenditures
Division: 342 - Road Maintenance Total: 1,029,962 80,213 8,066 895,000 895,000 - 50,000 560,960 -37% Expenditure Total: 1,029,962 80,213 8,066 895,000 895,000 - 50,000 560,960 -37% Fund: 377 - Arterial Streets Rehabilitation Fund Net Res (738,687) 711,250 241,934 (645,000) (645,000) 250,000 200,000 (560,960) Fund Balance, July 1 788,574 49,887 761,137 1,003,071 1,003,071 1,003,071 1,203,071 Fund Balance, June 30 49,887 761,137 1,003,071 358,071 358,071 1,203,071 642,111 Fund: 500 - Sewer Enterprise Fund
Revenue
322 - Federal Grants - - 32,447 - - - - 0%
363 - Sewer Enterprise Charges 7,764,868 7,831,703 8,072,292 10,164,403 10,164,403 5,275,033 10,164,403 12,735,506 25% 370 - Interest and Investment Income (196,765) 401,683 995,766 200,000 200,000 618,708 618,708 300,000 50% 383 - Reimbursements 3,046 - 42,000 - - 16,541 16,541 - 0% 384 - Other Revenue 366 - - - - - - - 0%
392 - Proceeds from Sale of Property 67,262 - 9,608 - - - - - 0% Revenue Total: 7,638,777 8,233,386 9,152,112 10,364,403 10,364,403 5,910,282 10,799,653 13,035,506 26% 399 - Transfers In from Section 115 Pension Fund - - - - - - - - 0% Sources Total 7,638,777 8,233,386 9,152,112 10,364,403 10,364,403 5,910,282 10,799,653 13,035,506 26% Expense
Division: 117 - General Government Total: 12,191 33,588 21,162 - - 11,916 11,916 - 0% Division: 641 - Sewer Treatment Plant/Shared Total: 4,718,679 3,774,932 4,722,179 11,911,529 11,911,529 3,615,914 6,685,341 12,349,900 4% Division: 642 - Sewer Collections Total: 1,295,873 1,332,177 1,448,928 24,163,267 24,163,267 2,439,798 4,002,925 24,183,004 0% Division: 643 - Sewer Projects/Shared Total: - - - 85,000 85,000 - 85,000 85,000 100% Division: 644 - WPCP Equipment/Debt Service Total: 596,719 576,372 554,420 1,611,568 1,611,568 522,834 1,611,568 1,611,192 0% Expense Total: 6,623,463 5,717,069 6,746,688 37,771,365 37,771,365 6,590,462 12,396,750 38,229,096 1% Fund: 500 - Sewer Enterprise Fund Net Results 1,015,314 2,516,317 2,405,424 (27,406,962) (27,406,962) (680,180) (1,597,097) (25,193,590) Fund Balance, July 1 15,720,305 16,735,619 19,251,937 21,657,361 21,657,361 21,657,361 20,060,263 Fund Balance, June 30 16,735,619 19,251,937 21,657,361 (5,749,601) (5,749,601) 20,060,263 (5,133,327) Fund: 505 - Cable Access TV Fund
Revenue
314 - Franchise Taxes 21,934 18,756 16,928 26,486 26,486 10,569 26,486 26,486 0% 365 - Cable TV Charges 216,837 277,903 192,464 179,047 179,047 94,662 142,231 159,840 -11% 366 - Other Charges - - - - - - - 9,000 100%
370 - Interest and Investment Income 1,297 - - - - - - - 0% 384 - Other Revenue - - 390 3,000 3,000 150 3,000 90,500 2917% 399 - Transfers In 197,184 222,755 336,276 160,000 160,000 160,000 387,800 367,262 130% Revenue Total: 437,252 519,414 546,058 368,533 368,533 265,381 559,517 653,088 77% 399 - Transfers In from Section 115 Pension Fund - - - - - - - - 0% Sources Total 437,252 519,414 546,058 368,533 368,533 265,381 559,517 653,088 77% Expense
Division: 119 - Cable Access TV Total: 306,964 346,275 377,870 829,463 748,883 426,746 385,247 653,088 -13% Division: 120 - Cable Access-Community Services Total - 72 150 - - - - - 0% Division: 121 - Cable Access-Contract Services Total: 132,383 156,258 177,499 - - - 186,262 - 0% Expense Total: 439,347 502,606 555,518 829,463 748,883 426,746 571,509 653,088 -13% Fund: 505 - Cable Access TV Net Results (2,095) 16,808 (9,461) (460,930) (380,350) (161,365) (11,992) 0 Fund Balance, July 1 (3,132) (5,227) 11,581 2,120 2,120 2,120 (9,872) Fund Balance, June 30 (5,227) 11,581 2,120 (458,809) (378,229) (9,872) (9,871) Fund: 525 - Information Systems Fund
Revenue
393 - Debt Proceeds 95,874 73,788 126,215 - - - - - 0%
399 - Transfers In 196,169 - - - - - 4,054 - 0%
Sources Total 292,043 73,788 126,215 - - - 4,054 - 0%
Expense
Division: 118 - Information Systems Total: 792,558 1,277,727 1,709,302 1,529,418 1,553,648 979,631 1,618,704 1,520,991 -2% 461 - Indirect cost allocations (696,684) (1,199,835) (1,583,088) (1,529,612) (1,553,842) (971,955) (1,618,704) (1,577,546) 2% Expense Total: 95,874 77,892 126,215 (194) (194) 7,676 - (56,554) 0% Fund: 525 - Information Systems Net Results: 196,169 (4,104) 0 194 194 (7,676) 4,054 56,554 Fund Balance, July 1 (195,194) 975 (3,129) (3,129) (3,129) (3,129) 925 52

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Revenue and Expenditure Summaries-All Funds
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Revenue and Expenditure Summaries-Budgeted Positions

BUDGETED POSITIONS
Through the budget, the City Council authorizes the City’s hiring of employees to fill positions. Below find a table illustrating the positions included in the FY 2025/26 budget. 55

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Revenue and Expenditure Summaries-Budgeted Positions
Department FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26

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

CITY CLERK
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 0.48 1.00 1.00 1.00 1.00
Total Full-Time Equivalents (FTEs) 2.48 3.00 3.00 3.00 3.00

FINANCE DEPARTMENT
Finance Director 1.00 1.00 1.00 1.00 1.00
Senior Accountant 0.00 0.00 0.00 1.00 1.00
Accountant 1.00 1.00 1.00 0.00 0.00
Accounting Specialist 1.00 1.00 1.00 1.00 1.00
Accounting Technician, part-time 0.48 0.48 0.00 0.00 0.00 Administrative Assistant 0.00 0.00 0.75 0.75 1.00
Total Full-Time Equivalents (FTEs) 3.48 3.48 3.75 3.75 4.00

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

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

NON-SWORN
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Community Safety Specialist 1.00 1.00 1.00 1.00 1.00
Community Service Officer 2.00 2.00 2.00 2.00 2.00
Crossing Guards, part-time/temporary 0.25 0.25 0.25 0.25 0.25 Dispatcher 11.00 10.00 10.00 10.00 10.00
Lead Dispatcher 1.00 2.00 2.00 2.00 2.00
Police Property Specialist 1.00 1.00 1.00 1.00 1.00
Police Records Specialist 2.00 2.00 2.00 2.00 2.00
Sub-total Non-Sworn 19.25 19.25 19.25 19.25 19.25
Total Full-Time Equivalents (FTEs) 47.25 49.25 49.25 47.25 47.25 56

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Revenue and Expenditure Summaries-Budgeted Positions
Department FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26

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

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

PUBLIC WORKS
Public Works Director 0.00 1.00 1.00 1.00 1.00
Development Services Director/City Engineer 1.00 0.00 0.00 0.00 0.00 Senior Project Manager 1.00 0.00 0.00 0.00 0.00
Capital Improvement and Environmental Program Manager 0.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 0.00 1.00 1.00 1.00 1.00
Junior Engineer 0.00 0.00 0.00 0.00 1.00
Public Works Specialist 1.00 2.00 2.00 2.00 2.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator (Shared with CDD) 0.00 0.50 0.50 0.00 0.00 Public Works Manager 1.00 1.00 1.00 1.00 1.00
Public Works Maintenance Supervisor 3.00 3.00 3.00 3.00 3.00 Public Works Maintenance Workers 8.00 8.00 8.00 8.00 8.00 Park Caretaker 0.25 0.25 0.25 0.25 0.25
Treatment Plant Manager 1.00 1.00 1.00 1.00 1.00
Water Pollution Control Plant Operation Supervisor 1.00 1.00 1.00 1.00 1.00 WWTP Senior Operator 0.00 1.00 1.00 1.00 1.00
WWTP Operator 5.00 4.00 4.00 4.00 4.00
Laboratory Analyst II 1.00 1.00 1.00 1.00 1.00
Laboratory Technician I 1.00 1.00 1.00 1.00 1.00
WWTP Senior Maintenance Mechanic 0.00 0.00 0.00 1.00 1.00 WWTP Maintenance Mechanic 2.00 2.00 2.00 1.00 1.00
Water Pollution Control Plant Intern 0.48 0.48 0.48 0.48 0.48 Total Full-Time Equivalents (FTEs) 27.73 30.23 30.23 29.73 30.73

COMMUNITY DEVELOPMENT
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
Associate Planner 0.00 0.00 0.00 1.00 1.00
Sustainability Coordinator 0.00 0.00 0.00 0.00 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 Total Full-Time Equivalents (FTEs) 7.00 7.50 7.50 8.00 9.00 57

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Revenue and Expenditure Summaries-Budgeted Positions
Department FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26

COMMUNITY SERVICES DEPARTMENT

RECREATION
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, part-time/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 Full-Time Equivalents (FTEs) 12.50 13.40 13.40 13.41 13.91

PINOLE COMMUNITY TELEVISION (PCTV)
Cable Access Coordinator 1.00 1.00 1.00 1.00 1.00
Cable Access Technician 1.00 1.00 1.00 1.00 1.00
Cable Equipment Operators 0.75 0.75 0.75 0.75 0.75
Total Full-Time Equivalents (FTEs) 2.75 2.75 2.75 2.75 2.75 GRAND TOTAL ALL DEPARTMENTS 125.19 132.61 115.13 113.14 116.64 58

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Revenue and Expenditure Summaries-Labor Allocations
Labor Cost Allocations ($)
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Revenue and Expenditure Summaries-Labor Allocations
Labor Cost Allocations (%)
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets
Department Budgets
This section contains detailed information for the City’s organizational units, its departments. The budget summaries illustrate how the City’s various funding sources are allocated to individual departments to fund their specific activities and programs.

The department sections are arranged in the following order:
• Elected Officials
o City Council
o City Treasurer
• Appointed Officials
o City Manager
o City Attorney
o City Clerk
• Administration
o Finance
o Human Resources
• Public Safety
o Police
o Fire
• Public Works
• Community Development
• Community Services
• General Government
The following information is provided below in each department budget section:
• Mission;
• Major services and functions;
• FY 2024/25 key accomplishments;
• FY 2025/26 key priorities and projects;
• Significant special projects for FY 2026/27 – FY 2027/30; • Major changes in FY 2025/26 budget;
• Position summary;
• Budget summaries at the department and division levels; and • Major non-personnel expense details.
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Department Budgets-City Council

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

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

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

Goals

1. Safe and Resilient

2. Financially Stable

3. Vibrant and Beautiful

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

FY 2024/25 Key Accomplishments
• Recognized numerous individuals, community organizations, and causes for their contributions to Pinole and society
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Department Budgets-City Council
• Analyzed and approved a new five-year fire and emergency medical service agreement with the Contra Costa County Fire Protection District ("Con Fire") • Researched a potential local ballot measure to transition to a charter city and establish an increased real property transfer tax (RPTT) • Approved an Economic Development Strategy
• Approved a Communication and Engagement Plan
• Adopted a new City of Pinole Local Roadway Safety Plan (LRSP) • Approved a new 223-unit multifamily housing development on Fitzgerald Avenue ("Pinole Vista" apartment complex)
• Approved a preliminary design for the replacement of the San Pablo Avenue bridge between Pinole and Hercules
• Provided direction on and authorized the submittal of the draft 2023-2031 Housing Element Update
• Provided direction to staff on new City events, such as a Pinole Pride (civic/anniversary and LBGT) event in June 2023
• Provided direction on safety improvements on the Tennent Avenue corridor • Established a Project Labor Agreement (PLA) Ad Hoc Subcommittee • Improved the capital planning process by providing direction to staff on a capital projects prioritization methodology
• Authorized the sale of surplus City properties
• Adopted resolutions taking positions on key policy issues • Adopted ordinances changing City laws on certain key issues • Appropriated funding for a new Property and Facilities Master Plan • Provided funding and direction on transportation safety capital projects FY 2025/26 Key Priorities and Projects
• Create new or updated ordinances to support a safe, healthy, and prosperous community
• Continue to recognize individuals, organizations, and causes through proclamations and resolutions
• Continue to advocate for the City in regional and State policy matters • Continue to review and approve City policies and service models that will improve City efficiency and effectiveness
• Provide leadership and oversight of the implementation of the Strategic Plan • Consider development applications that will improve the community • Provide direction and adopt updates to the City General Plan Safety and Health and Environmental Justice elements
• Create an updated Long-Term Financial Plan that determines how to address the City’s unfunded liabilities
• Establish a process to quickly respond to advocacy opportunities regarding proposed State legislation
• Direct staff on the redevelopment of “Community Corner” (lot at the corner of San Pablo Avenue and Tennent)
• Review City’s use of its Section 115 Pension Trust
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Department Budgets-City Council
• Continue to expand relationships with elected officials in neighboring cities, special districts, and at the State and federal levels
Significant Special Projects for FY 2026/27 through FY 2029/30 • Create new or updated ordinances to support a safe, healthy, and prosperous community
Major Changes in FY 2025/26 Budget
There are no major changes in the FY 2025/26 budget compared to the FY 2024/25 budget.

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

CITY COUNCIL BUDGET SUMMARY
FY 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 - 100 209,697 217,993 115,342 241,089 252,450 11,361 5% Measure S 2014 - 106 - 9,202 - - - - 0%
Total 209,697 227,194 115,342 241,089 252,450 11,361 5%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages -401 45,581 33,883 27,168 33,750 43,050 9,300 22% Employee Benefits - 410 42,818 49,760 42,754 57,559 61,219 3,660 6% Total Personnel 88,399 83,643 69,922 91,309 104,269 12,960 12% Services and Supplies
Professional & Administrative Services - 139,226 142,558 56,651 166,305 167,005 700 0% Other Operating Expenses -43 1,384 1,632 1,017 1,030 1,375 345 25% Total Services and Supplies 140,609 144,189 57,668 167,335 168,380 1,045 1% Capital Outlay
Asset Acquisition/Improvement - 47 - 15,000 - - - - 0%
Total Capital Outlay - 15,000 - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (21,392) (18,525) (14,666) (19,785) (23,224) (3,439) 15% General Liability Insurance - 46201 2,082 2,887 2,418 2,230 3,025 795 26% Total Indirect Cost Allocations (19,311) (15,638) (12,248) (17,555) (20,199) (2,644) 13% Total 209,697 227,194 115,342 241,089 252,450 11,361 5%

EXPENDITURES BY PROGRAM
City Council - 110 209,697 227,194 115,342 241,089 252,450 11,361 5% Total 209,697 227,194 115,342 241,089 252,450 11,361 5% 66

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Department Budgets-City Council

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 10,000 $ 10,000
City Council Retreat/Planning Workshop $ 10,000
42201 Office Expense $ 500 $ 1,200
4230X Travel and Training $ 64,130 $ 64,130
ABAG Delegate $ 250
CCC Mayor's Conference monthly dinners (24 @ $70) 1,680 Council Member 1 Discretionary Travel/Training Allocation 12,000 Council Member 2 Discretionary Travel/Training Allocation 12,000 Council Member 3 Discretionary Travel/Training Allocation 12,000 Council Member 4 Discretionary Travel/Training Allocation 12,000 East Bay Division meetings (12 @ $50) 600
Mayor Discretionary Travel/Training Allocation 12,000
Mayor travel expenses 600
Other identified City sponsored events 250
Various dinners/award ceremonies 750
42401 Memberships $ 23,485 $ 23,485
ABAG dues $ 5,500
Contra Costa Mayor's Conference membership & exp. 1,400 LAFCO dues 6,300
League of CA Cities 7,685
League of California Cities East Bay Division 400
National League of Cities 1,700
Other Memberships 500
42514 Special Department Expense $ 68,190 $ 68,190
City Council meetings recorded by PCTV $ 56,490
Mayoral Celebration expense 400
Misc. supplies and food for meetings 1,000
Other special department expenses 1,000
Stipends for High School Student Internship Program (up to 2) 8,700 West County Mayor's Breakfast meetings 600
Total Professional/Administrative Services $ 167,005
4310X Utilities $ 1,030 $ 1,375
Gas/Electric $ 1,300
Water 75

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Department Budgets-City Treasurer

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

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

FY 2024/25 Key Accomplishments
• Collaborated with the Finance Director to provide quarterly investment reports to the City Council and to achieve the Investment Policy priorities of safety, liquidity, and yield
• Collaborated with the Finance Director to ensure that all City funds were received, deposited, disbursed, and invested effectively in accordance with the City’s Investment Policy and GAAP
FY 2025/26 Key Priorities and Projects
• Continue to collaborate with the Finance Director on investment management and treasury functions
Major Changes in FY 2025/26 Budget
There are no major changes in the FY 2025/26 budget compared to the FY 2024/25 budget.

Position Summary
There are no staff positions budgeted for the City Treasurer department. Support to the City Treasurer is provided by City staff budgeted in other departments, primarily the Finance Department.
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CITY TREASURER BUDGET SUMMARY
FY 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 8,268 9,681 7,473 10,148 9,990 (158) -2% Total 8,268 9,681 7,473 10,148 9,990 (158) -2%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 7,306 3,024 2,192 3,000 3,000 - 0% Employee Benefits - 410 2,860 7,552 5,514 7,519 7,295 (224) -3% Total Personnel 10,166 10,576 7,706 10,519 10,295 (224) -2% Services and Supplies
Professional & Administrative Services -
42 459 697 456 760 760 - 0%
Total Services and Supplies 459 697 456 760 760 - 0%
Indirect Cost Allocations
Admin Credits - 46121 (2,542) (1,849) (905) (1,329) (1,276) 53 -4% General Liability Insurance - 46201 185 257 215 198 211 13 6% Total Indirect Cost Allocations (2,357) (1,592) (690) (1,131) (1,065) 66 -6% Total 8,268 9,681 7,473 10,148 9,990 (158) -2%

EXPENDITURES BY PROGRAM
City Treasurer - 113 8,268 9,681 7,473 10,148 9,990 (158) -2% Total 8,268 9,681 7,473 10,148 9,990 (158) -2%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42301 Travel & Training $ 400 $ 400
Misc. training $ 400
42401 Memberships $ 110 $ 110
CSMFO Dues $ 110
42506 Bonds $ 250 $ 250
Bond for City Treasurer position $ 250
Total Professional/Administrative Services $ 760
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CITY MANAGER
The City Manager department is comprised of the following divisions:
• Administration and Programs; and
• Information Technology: and
• Communications (includes Pinole Community Television) Mission
The mission of the City Manager’s office (department) is to support the City Council in its policy development and to lead all City staff and operations to ensure efficient and effective service delivery.

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

FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Supported the City Council in its development of policy on key community issues • Supported City departments in the implementation of a number of process improvements and new policies
• Worked with local, regional, State, and federal agencies to advance Pinole's interests
• Created written policies and procedures on numerous administrative matters 71

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Department Budgets-City Manager
• Launched a new website, City Seal, logo and branding guidelines • Implemented a new voice over internet protocol (VOIP) phone system Strategic Plan Strategies
• Implemented many IT projects, including significantly improving network security • Continues to expand communication and engagement with the community through the use of new tools and techniques
• Increased engagement with community and civic organizations, neighboring cities, and special districts
• Launched a new website Content Management System (CMS) and mobile application
FY 2025/26 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Complete the transition to an Internal IT Department
• Continue developing innovative strategies for communication and engagement • Develop Real Estate/Property Master Plan Strategy
• Create additional revenue proposals for Council’s approval and direction • Launch Citizen’s Academy
Strategic Plan Strategies
• Complete the Strategic Plan strategy of developing an interagency legislative advocacy program (Goal 4, Strategy 7)
• Complete priority projects as outlined in the 2021/22-2025/26 Information Technology (IT) Plan
Significant Special Projects for FY 2026/27 through FY 2029/30 • Complete Strategic Plan strategies
• Support Pinole Community Television in the implementation of its PCTV Strategy • Implement a Citizens Academy
Major Changes in FY 2025/26 Budget
The City Manager Department has reduced its Professional Services budget across all its divisions due to bringing several services in-house. The Information Technology division budget includes a number of projects identified in the City’s IT Plan, as well as new one-time and ongoing operational costs associated with the transition to an internal IT Department. The City Manager Department is also taking on the real estate division, and some of the grant writing.
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Also, the Administrative Assistant position has been fully allocated to the Finance Department beginning FY 2025/26.

Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
City Manager 1.00 1.00 1.00 1.00 1.00
Communications Director 0.00 0.00 0.00 0.00 1.00
Information Technology Manager 0.00 0.00 0.00 0.00 1.00 Information Technology Technician 0.00 0.00 0.00 0.00 0.00 Management Analyst 1.00 0.00 0.00 0.00 0.00
Assistant to the City Manager 0.00 1.00 1.00 1.00 0.00
Administrative Assistant 1.00 1.00 0.20 0.20 0.00
Total 3.00 3.00 2.20 2.20 3.00
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CITY MANAGER 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 - 100 567,995 535,472 440,359 708,857 535,563 (173,294) -32% Total 567,995 535,472 440,359 708,857 535,563 (173,294) -32%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 443,050 549,274 355,906 556,071 465,606 (90,465) -19% Overtime - 402 3,813 4,686 4,242 342 - (342) -100%
Employee Benefits - 410 320,989 202,877 154,307 296,939 145,569 (151,370) -104% Total Personnel 767,852 756,837 514,454 853,352 611,175 (242,177) -40% Services and Supplies
Professional & Administrative Services -
42 164,870 85,637 86,196 203,980 95,380 (108,600) -114% Other operating Expenses - 43 1,892 2,224 1,394 1,425 1,675 250 15% Total Services and Supplies 166,762 87,862 87,590 205,405 97,055 (108,350) -112% Indirect Cost Allocations
Admin Credits - 46121 (396,897) (351,673) (199,760) (385,020) (205,383) 179,637 -87% General Liability Insurance - 46201 29,629 42,230 38,075 35,120 32,716 (2,404) -7% Total Internal Cost Allocations (367,268) (309,443) (161,685) (349,900) (172,667) 177,233 -103% Capital Outlay
Asset Acquisition/Improvement - 47 649 216 - - - - 0%
Total Capital Outlay 649 216 - - - - 0%
Total 567,995 535,472 440,359 708,857 535,563 (173,294) -32%

EXPENDITURES BY PROGRAM
City Manager - 111 567,995 535,472 440,359 683,431 535,563 (147,868) -28% Total 567,995 535,472 440,359 683,431 535,563 (147,868) -28%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 154,000 $ 40,000
Communication and Engagement Consulting $ 40,000
EOP Training (citywide)
DEI Consulting
Graphic Art Services
Misc. Consulting
Procurement and Research Services
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Department Budgets-City Manager
42107 Equipment Maintenance $ 100 $ 100
$ 100
42201 Office Expense $ 35,955 $ 40,955
Copier Supplies $ 1,000
Mass Mailing Services 17,255
Misc Office Expense 800
Office Supplies 8,000
Other Office Expenses 5,000
Outreach Materials (branded) 8,500
42203 UPS/FedEx/Misc Shipping 400
4230X Travel and Training $ 7,300 $ 7,300
League of Cities or Other Trainings $ 1,600
Mayor's Conference monthly dinners 600
Miscellaneous Meetings 1,200
Other Misc. Training 1,500
League of Cities or other training related travel 2,400 42401 Memberships $ 3,875 $ 4,275
Bay Area News Group Subscription $ 550
CAPIO Membership 200
CCC Public Managers Association 500
CCMF Membership 200
ICMA Membership 2,150
MISAC Membership 200
Municipal Management Association (MMANC) 75
3CMA Membership 400
42506 Bonds $ 350 $ 350
Bonds (CM & ACM) $ 350
42514 Special Department Expense $ 2,400 $ 2,400
Flowers for funerals and Special Occations $ 300
Miscellaneous 2,000
Notary Fees and Supplies 100
Total Professional/Administrative Services $ 95,380
4310X Utilities $ 1,425 $ 1,425
43103 Gas/Electric $ 1,300
43102 Water 125

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INFORMATION SYSTEMS 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 - 100 901,644 965,862 681,344 1,068,542 974,162 (94,380) -10% Recreation Fund - 209 70,113 85,005 61,813 131,321 93,637 (37,684) -40% Building and Planning Fund - 212 139,817 376,581 168,312 179,734 213,810 34,076 16% Sewer Enterprise Fund - 500 75,936 106,538 71,702 161,263 116,502 (44,761) -38% Cable Access TV Fund - 505 35,051 84,680 21,472 65,903 36,667 (29,236) -80% Total 1,222,561 1,618,665 1,004,644 1,606,763 1,434,779 (171,984) -12%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 - - - - 138,362 138,362 100%
Overtime - 402 - - - - - - 0%
Employee Benefits - 410 - - - - 56,575 56,575 100%
Total Personnel - - - - 194,937 194,937 100%
Services and Supplies
Professional & Administrative Services -
42 716,266 762,926 808,849 1,174,699 1,017,059 (157,639) -15% Other Operating Expenses - 43 221,846 250,896 113,317 149,966 168,618 18,652 11% Total Services and Supplies 938,111 1,013,822 922,166 1,324,665 1,185,677 (138,988) -12% Capital Outlay
Asset Acquisition/Improvement - 47* 217,868 576,293 57,465 228,984 196,952 (32,032) -16% Total Capital Outlay 217,868 576,293 57,465 228,984 196,952 (32,032) -16% Debt Service
Debt Principal - 48101 108,731 111,927 - - - - 0%
Debt Interest - 48102 13,017 7,261 - - - - 0%
Total Debt Service 121,748 119,188 - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46121 - - - - (204,638) (204,638) 100% Administrative Debits - 46122 22,726 35,577 30,328 42,921 52,149 9,228 18% General Liability - 46201 - - - - 9,722 9,722 100%
Information Systems (IS) Charges -
46124 (1,222,561) (1,618,665) (1,002,283) (1,596,763) (1,434,779) 161,984 -11% Total Indirect Cost Allocations (1,199,835) (1,583,088) (971,955) (1,553,842) (1,577,546) (23,704) 2% Total 77,892 126,215 7,676 (193) 21 214 0%

EXPENDITURES BY PROGRAM
Information Systems - 118 1,100,813 1,625,692 1,009,958 1,596,763 1,434,779 (161,984) -11% Total 1,100,813 1,625,692 1,009,958 1,596,763 1,434,779 (161,984) -11% *See CIP

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 638,055 $ 421,400
ClientFirst Trackit Support $ 75,000
Cybersecurity Assessment/upgrades 15,000
Digitizing Records Citywide 102,000
Ewaste Disposal 2,400
Misc. IT Consulting/projects/assessment (carryover) 50,000 Network Infrastructure/upgrades 60,000
Precision IT Managed Services 102,000
Website Improvements and Custome Integration 15,000
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42105 Network Maintenance $ 77,951 $ 113,548
Network servers and hardware maintenance, including professional callouts.

AWS hosting for Smart Geotech $ 1,910
Data backup protection for City Hall servers 24,190
Data backup protection for Public Safety servers 21,890 Firewall Maintenance for Public Safety 1,967
Ran Cal-ID Contra Costa County 34,650
SaaS Cloud Backup 5,400
Sophos Firewall Annual Maintenance & Support CH 4,560
Sophos Endpoint Protection for workstations and servers 12,721 Website Annual Hosting 4,560
Wi-Fi Service 1,700
42106 Software Maintenance $ 260,186 $ 271,472
Applicant Tracking System (NeoGov) 6,000
ArcGIS 5,000
Axon Cloud Storage for PD body cameras 16,391
BlueBeam Annual Maintenance 1,820
Comms Video Editing Software 2,085
CrimeView desktop support 3,277
Critical Reach maintenance 545
ESRI- Ainfo, Aedito, Aview maintenance 21,855
FileOnQ Support & maintenance 4,476
GreenHalo (Waste Tracking) 2,100
Laserfiche Annual Maintenance/License 16,148
OCV LLC Mobile Application 9,990
Onboarding System License (NeoGov) 6,000
OpenGov 16,000
PD Computer Mgmt. Software 2,403
Public Records Management (GovQA) 6,180
Public Input Engagement Software 15,575
RecDesk Software 5,562
RS Means Data 2,040
Selectron Software Annual 12,000
Trackit Software Annual 42,800
Tyler Incode License & Maintenance 68,000
Versatile Express & Retention Support (Zasio) 4,505
Zoll Fire RMS Support (Station 73) 720
42107 Equipment Maintenance $ 48,252 $ 33,121
Copier Lease and Maintenance (Xerox) $ 30,000
Mailing System Meter Lease (Pitney Bowes) 2,060
Printer Repair Service 1,061
42203 Shipping and Mailing $ 18,110 $ 18,110
Citywide Postage & Shipping $ 16,000
Postage Equipment 2,110
42510 Software Purchase & Subscriptions $ 132,145 $ 159,409 Adobe Acrobat $ 10,148
Agenda Management Software 19,491
Canva Teams Subscription 1,500
Copware Site License 300
Docusign Subscription 26,000
IT Helpdesk Software 3,900
IT Opts Management Software 12,000
Livescan maintenance 10,609
ManageEngine MDM (PD) 2,245
Microsoft Visio 3,280
Mobile Devise management 3,000
Office 365 G3 License (140 Licenses) 43,200
PD background checks (TLO, Transunion) 1,400
Pinole Municode 500
Realquest maintenance 9,000
Social Media Archiving/mgmt solution 5,000
YouTube Premier subscriptions 336
Zoom Licenses (21 users, 4 webinar) 7,500
Total Professional/Administrative Services $ 1,017,059
43101 Communications $ 149,966 $ 168,618
AT&T voice service $ 25,300
Global Wireless Communications 1,400
Tiny Tots solar 618
Verizon cell service 71,400
VOIP Telecom Service 33,000
43105 Cable 2,500
43106 Citywide Internet Services 24,800
43106 Internet service for the Corp Yard 9,600
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47102 Computer Equipment $ 228,984 $ 196,952
Conference Room/Lobby Monitors and Computeres $ 11,452
Emergency Power to City Hall, UPS refresh 47,000
Livescan Machine Replacement 6,000
Refresh EOC System 25,000
Replace 43 workstations 107,500

INFORMATION SYSTEMS CHARGES FOR COMMUNICATION & TECHNOLOGY 46124 IS Charges for Communication & Technology $ (1,596,763) $ (1,434,779) Finance [100-115] $ (9,033)
General Government [100-117] (364,263)
Police Services [100-222] (373,051)
Police Dispatch [100-223] (66,790)
Fire [100-231] (4,021)
Public Works [100-341] (151,887)
Code Enforcement [100-465] (5,116)
Community Services [209-551] (93,637)
Planning [212-461] (5,116)
Development Services [212-462] (208,694)
Sewer WPCP [500-641] (67,734)
Sewer Collection (CY) [500-642] (48,768)
PCTV [505-119] (36,667)
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PINOLE COMMUNITY TELEVISION
The PINOLE COMMUNITY TELEVISION is a division of the City Manager’s Office. PCTV is comprised of the following subdivisions:
• Administration and Programs: and
• Public Broadcasting
Mission
The mission of Pinole Community Television (PCTV) is to enhance civic engagement, government transparency, and community storytelling through accessible media resources. We provide high-quality video production, broadcasting, and digital media services to support the City of Pinole, local agencies, and community organizations in sharing important information, public meetings, and local stories. Through hands-on training and production opportunities, PCTV empowers community members to stay informed, engage in local government, and contribute to a vibrant, connected community.

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

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

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

PCTV provides high quality audio, visual, and production services to City departments.

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

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

As part of a renewed department strategy, PCTV is evolving into a dynamic hub for local media, civic engagement, and community connection. Expanding beyond traditional 79

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government broadcasts, PCTV will provide a diverse range of services, including local news coverage, community-driven content, and public access programming. By integrating professional video production, digital media resources, and workforce development opportunities, PCTV will support local businesses, organizations, and residents in sharing their stories and staying informed.

The department generates revenue primarily through internal billing of services provided to City departments, franchise fees, contract service fees, and donations. PCTV is in the process of identifying additional sources of revenue, such as equipment rentals, sponsorships, grant funding and partnerships.

FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • PCTV staff continues to maintain operations.
• Completed a community needs assessment (PCTV Survey); gathered feedback from over 170 participants to identify broadcast, programming, community media, production (and other) services and programs desired by the community. • Initiated the development of a PCTV Strategy using in-house staff. • Successfully implemented Master Control Automation system and Closed Captioning.
• Successfully developed the Pinole Community TV application, with streaming available on Roku, Amazon Fire, and Apple TV.
• Continues to provide quality drone photo and video documentation of Pinole. • Completed the conversion of the Pinole Council Chambers to High-Definition (HD) quality.
• Completed another full year of The Beat of Pinole a Mayoral update broadcast and continued production of monthly episodes.
• Managed the resources to facilitate the Movies in the Park. • Completed E-waste disposal of obsolete tools.
• Covered and broadcasted the Fourth of July Celebration, National Night Out, Tree Lighting ceremony, The Pinole Classic Car Show, Pride & Juneteenth Celebration.
• Reviewed and updated hourly rates and fees. Established a fee list for equipment rentals and services.

Strategic Plan Strategies
• Continues to support and enhance the Communication and Engagement Plan.

FY 2025/26 Key Priorities and Projects
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Department Budgets-City Manager
Baseline Work (Including Staff-Initiated Special Projects) • Maintain PCTV’s on air status and coverage of Pinole Government meetings. • Hire and train cable technicians.
• Continue to replace obsolete equipment and dispose of e-waste • Complete the PCTV Strategy to define mission, activities, staffing, equipment, and fee structure.
• Ensure accessibility compliance for both cable and web streaming content.

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

Significant Special Projects for FY 2026/27 through FY 2029/30 • Begin implementation of the PCTV Strategy, which will include:
o Community-focused service delivery model
o Sponsorship Program
o Volunteer and Internship Programs
o Fiscally sustainable programs and funding
o Improved access to community media and local government • Facilitate the projector/screen replacement and camera in the council chambers.

Major Changes in FY 2025/26 Budget
The exponential need to replace costly equipment that has far outlived its useful life expectancy prompted PCTV to create the FY 2024/25 budget by sourcing unused PEG funds that date back to 2016. PEG funds are either franchise equipment funds or PEG fees that were not expended for PEG uses in prior years, but are designated to be used specifically for Public, Educational, or Governmental access related expenses.

Last year, PCTV created a three-year equipment plan to fund the conversion to HD and replace items that have outlived their useful life expectance. The plan includes the upgrading of the display wall or projector screen to a video display wall system, replacement of the Character Generators (graphics for live coverage, meetings), wireless audio systems for the Chambers, updated assisted listening systems meeting the ADA requirements, editing tools, a variety of HD components, and more. The plan also includes enhancements to mobile production equipment that will improve coverage of City and community events and allow for ease of use for public access in alignment with the PCTV Strategy.

PCTV has reconciled revenue entries to reflect the current client base which has resulted in decreased revenue projections for FY 2024/25. PCTV has developed a service agreement template that can be used for fee-for-service requests that will allow for greater flexibility for future clients. PCTV is also working to add value to its existing services by 81

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expanding viewership to internet streaming channels (such as Apple TV) and by providing high-definition and high-quality video production with newer equipment.

Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
Cable Access Coordinator 1.00 1.00 1.00 1.00 1.00
Cable Access Technician 1.00 1.00 1.00 1.00 1.00
Cable Equipment Operators,
PT/Temp 0.75 0.75 0.75 0.75 0.75
Total 2.75 2.75 2.75 2.75 2.75
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CABLE ACCESS TV

EXPENDITURE SUMMARY
FY 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
Cable Access Television Fund - 505 502,606 555,518 426,746 748,883 653,088 (95,795) -15% Total 502,606 555,518 426,746 748,883 653,088 (95,795) -15%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages -401 225,354 233,840 159,396 248,443 247,964 (479) 0% Overtime - 402 1,218 1,255 1,345 4,044 4,044 - 0%
Employee Benefits - 410 172,981 184,493 161,792 228,044 239,500 11,456 5% Total Personnel 399,553 419,589 322,533 480,531 491,508 10,977 2% Services and Supplies
Professional & Administrative Services - 42 10,052 4,724 1,855 27,170 40,451 13,280 33% Other Operating Expenses - 43 6,995 6,727 9,657 6,818 6,818 - 0% Materials & Supplies - 44 128 - - 350 350 - 0%
Total Services and Supplies 17,174 11,451 11,512 34,338 47,618 13,280 28% Capital Outlay
Asset Acquisition/Improvement - 47 14,063 2,075 53,137 151,425 49,355 (102,070) -207% Total Capital Outlay 14,063 2,075 53,137 151,425 49,355 (102,070) -207% Indirect Cost Allocations
Admin Credits - 46121 (145,623) (157,411) - - - - 0%
Admin Debits - 46122 167,113 176,869 - - 10,232 10,232 100% IS Charges - 46124 35,051 84,680 21,472 65,903 36,667 (29,236) -80% Legal Charges - 46126 784 - - - - - 0%
General Liability Insurance -46201 14,492 18,266 18,091 16,686 17,708 1,022 6% Total Indirect Cost Allocations 71,816 122,404 39,563 82,589 64,607 (17,982) -28% Total 502,606 555,518 426,746 748,883 653,088 (95,795) -15%

EXPENDITURES BY PROGRAM
Cable Access Television 502,606 555,518 426,746 748,883 653,088 (95,795) -15% Total 502,606 555,518 426,746 748,883 653,088 (95,795) -15% [1] PEG funded
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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 12,000 $ 12,000
Marketing Strategies and Development $ 12,000
42106 Software Maintenance $ 1,805 $ 5,940
Telvue subscription $ 5,940
42107 Equipment Maintenance $ 3,516 $ 3,516
Equipment repair $ 422
Equipment repair parts 2,813
Loaner equipment 281
42108 Maintenance Structure/Imp $ 2,721 $ 2,721
Cleaning supplies $ 500
Elevator maintenance 1,200
HVAC maintenance 800
Pest control 221
42201 Office Expense $ 400 $ 520
4230X Travel and Training $ 3,923 $ 6,373
Alliance for Community Media Convention $ 5,467
NAB Convention for two employees -
Other Travel and Training 906
42514 Special Department Expense $ 2,805 $ 9,380
Closed Captioning $ 3,575
Misc. specialized supplies 1,191
Other special department expenses 4,014
Uniforms/PCTV branded shirts/hats 600
Total Professional/Administrative Services $ 40,451
4310X Utilities $ 5,517 $ 5,517
43103 Gas and Electric $ 5,002
43102 Water 515
43201 Property Taxes $ 1,301 $ 1,301
$ 1,301
44301 Fuel $ 350 $ 350
47101 Equipment $149,420 47,350 $
8K Control room switcher $ 12,000
AI Editing Tools 900
DSLR Still Camera/video 4,000
Hand-held Field Cameras (SD Card) 1,000
Hand-held Ozmo Camera w/clip on mic 1,000
Monitors Upgrade and Multiview Processor 950
Multi-camera Flay Pack 10,000
Podium with Built-in Speakers and Mic 1,000
Professional PA Equipment 11,000
Streaming Encoder for Mobile Broadcast 4,500
Waveform Monitor/Conversion software 1,000
47103 Furniture $2,005 2,005 $
Office desk chairs $ 605
Studio furniture 1,400
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CITY ATTORNEY
Mission
The mission of the City Attorney is to provide quality, comprehensive legal representation to the City of Pinole.

Major Services and Functions
The City Attorney is the Chief Legal Officer for the City. The City Attorney provides legal advice to the City Council, City officials, and staff. The City Attorney prepares and reviews ordinances, resolutions, and contracts for City Council consideration, and represents the City in legal actions, both affirmative claims and defense of claims brought against the City. The City Attorney also serves as general counsel for the Successor Agency for the Redevelopment Agency. The City Attorney plays a key role in risk management for the City of Pinole advising on legal compliance and best practices to limit liability for the City.

The City Attorney prepares legal opinions at the request of the City Council and staff as needed and advises on all legal issues related to the City. The City Attorney is a strategic advisor to the City Council and staff assisting in the implementation and execution of the City’s goals and objectives.

FY 2024/25 Key Accomplishments
• Advised the City on legal process, special legislation and requirements for sales tax ballot measure and successful passage and implementation of Measure I. • Assisted in preparation of ordinances, Zoning Code updates and resolutions to implement requirements for City Housing Element.
• Provided legal assistance and advice in labor negotiations, grievances, employment, benefits, and HR related issues, and onboarding of new City Manager.
• Managed and coordinated City defense, and affirmative litigation, to advance claims resolution, settlement and final judgment.
• Provide legal advice and representation to the City on development projects including multi-family housing developments, Pinole Shores II, and the sale of former RDA properties.
• Advised City on code enforcement actions and abatement warrants. • Provide training on ethics, conflicts of interest and election related issues to the City Council, Commissioners, and staff.

FY 2025/26 Special Projects
• Assist with the negotiation of solid waste Franchise Agreement and related Prop 218 approval process.
• Advise City Manager and City Council on options for City revenue measures. 85

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• Provide legal assistance and advice in labor negotiations, grievances, employment, benefits, and HR related issues, as well as liability avoidance management practices.
• Provide legal advice and representation to the City on development projects including multi-family housing developments, Pinole Shores II, and the sale of former RDA properties.
• Advise City on code enforcement processes and procedures. • Provide training on ethics, conflicts of interest and election related issues to the City Council, Commissioners, and staff
Significant Special Projects for FY 2026/27 through FY 2029/30

• Continue to update the Pinole Municipal Code to comply with evolving legal requirements, best practices, and City Council directives. • Provided advice and counsel regarding compliance with new State laws to facilitate the development of housing, and assist the City with completion of the updated Housing Element.

Major Changes in FY 2025/26 Budget
Anticipating the amount of legal services needed by the City in any given year is difficult. The rates for City Attorney legal services are as set forth in the contract approved by the City Council on March 5, 2024. Some legal costs incurred by the City are reimbursed to the General Fund and are not reflected in the proposed budget. Those include, but are not limited to, code enforcement, development projects and property dispositions, and successful defense of claims that have prevailing party attorney fee provisions. These reimbursements will help offset the actual cost of legal services for the City.

Position Summary
No personnel are directly assigned to this department. Legal services are provided to the City by a private law firm on a contract basis.
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CITY ATTORNEY BUDGET SUMMARY
FY 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 - 100 330,354 229,817 309,335 297,031 305,965 8,934 3% Total 330,354 229,817 309,335 297,031 305,965 8,934 3%

EXPENDITURES BY CATEGORY
Legal Services
Attorney Services - 42102 899,583 662,442 401,959 581,131 598,565 17,434 3% Total Legal Services 899,583 662,442 401,959 581,131 598,565 17,434 3% Indirect Cost Allocations
Administrative Credits - 46121 (569,229) (432,626) (92,623) (284,100) (292,600) (8,500) 3% Total Indirect Cost Allocations (569,229) (432,626) (92,623) (284,100) (292,600) (8,500) 3% Total 330,354 229,817 309,335 297,031 305,965 8,934 3%

EXPENDITURES BY PROGRAM
City Attorney - 114 330,354 229,817 309,335 297,031 305,965 8,934 3% Total 330,354 229,817 309,335 297,031 305,965 8,934 3%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42102 Attorney Services - General Fund $ 581,131 $ 598,565 General legal services for FY 2025/26 $598,565
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CITY CLERK
Mission
The City Clerk's mission is to fulfill the role as elections official, legislative administrator, and records manager for the City in an efficient, professional, and friendly manner; to provide outstanding support to the Council throughout the legislative process; and to serve the citizens of Pinole as an accessible and responsive representative of transparent and open government.

Major Services and Functions
The City Clerk is an appointed officer by the City Council and is responsible for preparing agenda packets, producing the official records of Council decisions, maximizing public access to municipal government, ensuring transparency to the public, and is the official custodian of the records of the City. The City Clerk serves as the Elections Official of the City and conducts all City elections; acts as a Compliance Officer for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act. Some specific functions of the City Clerk’s office include the following:
• Provide accurate and timely minutes for the City Council and Finance Subcommittee
• City Council and Finance Sub-Committee agenda packet management • Serve as Elections Official and conduct all City elections in compliance with the CA Elections Code
• Coordinate Citywide Records Management Program and conduct semi-annual audit
• Streamline the paperless filing and electronic submission of Form 700 for FPPC filers
• Administration of the City’s Public Records Act Program • Codification of Pinole municipal code
• Provide excellent customer service to members of the community & staff FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) ● Implemented a new agenda management and streaming platform for public meetings
● Implemented a new Commissioner Appreciation event
● Conducted recruitment process for various City advisory commissions ● Maintained the City Council legislative record including processing of 99 resolutions, 6 ordinances and 59 proclamations
● Improved tracking procedures for contract routing, claims, and other legal notices 89

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● Oversaw and facilitated response to city-wide public records requests ● Partnered with the American Red Cross to host a staff and community blood drive
● Improved application procedures for Boards and Commissions by implementing an online application process that would also retain and track volunteer interest for future recruitments
FY 2025/26 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) ● Implement online filing system for financial disclosure forms required by the FPPC (Campaign and Code-Designated Filers)
● Improve recruitment tools for Boards & Commissions
● Revamp the Citywide Records Management program
● Create training program for Commission staff liaisons ● Implement new City-wide Retention Schedule and work with all departments to improve records practices
● Update City Clerk Department administrative policies and procedures Significant Special Projects for FY 2026/27 through FY 2029/30 • Improve City-wide Records Management Program by working with departments to assess needs, digitize records, and improve retention and destruction practices Major Changes in FY 2025/26 Budget
The City Clerk budget for FY 2024/25 does not include any significant changes relative to the FY 2023/24 budget.

Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 0.48 1.00 1.00 1.00 1.00
Total 2.48 3.00 3.00 3.00 3.00
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CITY CLERK 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 - 100 511,112 615,496 567,190 731,224 733,395 2,171 0% Total 511,112 615,496 567,190 731,224 733,395 2,171 0%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 334,435 388,219 303,719 403,272 409,363 6,091 1% Employee Benefits- 410 115,140 174,302 158,771 192,621 209,258 16,637 8% Total Personnel 449,575 562,521 462,490 595,893 618,621 22,728 4% Services and Supplies
Professional &Administrative Services - 67,200 45,736 74,815 107,080 84,060 (23,020) -27% Other Operating Expenses - 43 2,052 2,415 1,511 1,600 1,950 350 18% Total Services and Supplies 69,252 48,151 76,326 108,680 86,010 (22,670) -26% Capital Outlay
Asset Acquisition/Improvement - 47 - 15,627 - - - - 0%
Total Capital Outlay - 15,627 - - - - 0%
Indirect Cost Allocations
Admin Credits - 46121 (37,095) (40,999) - - - - 0%
Admin Debits - 46122 7,707 - - - - - 0%
General Liability Insurance - 46201 21,672 30,194 28,375 26,651 28,764 2,113 7% Total Internal Cost Allocations (7,716) (10,804) 28,375 26,651 28,764 2,113 7% Total 511,112 615,496 567,190 731,224 733,395 2,171 0%

EXPENDITURES BY PROGRAM
City Clerk - 112 511,112 615,496 567,190 731,224 733,395 2,171 0% Total 511,112 615,496 567,190 731,224 733,395 2,171 0%
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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 55,300 $ 40,350
Citywide historical records project support $ 11,300
Meeting minutes transcription 20,000
Netfile- Campaign Filling & Commission Support 7,050
Pinole Municipal Code codification and update 2,000
42201 Office Expense $ 1,600 $ 1,600
Misc. office expenses & proclamations and certificates $1,600 4230X Travel and Training $ 6,365 $ 12,225
CCAC Annual Conference (2) $ 1,050
City Clerk's New Law/Election Seminar/Misc. Training (2) 2,400 IIMC Annual Conference 675
Regional Trainings (CCAC) (4) 500
Technical Training for Clerks 1,500
42302 Travel expense/Mileage 5,500
42303 Meal allowance 600
42401 Memberships $ 1,210 $ 1,210
CCAC Dues (2) $ 520
IIMC Member Dues (2) 540
MMANC Member dues (2) 150
42506 Bonds $ 175 $ 175
42514 Special Department Expense $ 42,430 $ 28,500
Boards & Commissions Recognition Event $ 3,500
Election 22,500
Public Notices 2,500
Total Professional/Administrative Services $ 84,060
4310X Utilities $ 1,600 $ 1,950
Gas/Electric $ 1,800
Water 150
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Department Budgets-Finance

FINANCE
Mission
The mission of the Finance Department is responsible for the overall financial management of the City. The Department’s core function is to secure the financial position by providing the City Council, City Management, staff, and the public with financial information necessary to ensure sound financial decisions and to ensure appropriate procedures to protect the City’s financial assets. This is accomplished through timely and effective preparation of the Annual Comprehensive Financial Report, Budget, quarterly financial and investment reports, and adequate financial controls.

Major Services and Functions
The Finance Department is responsible for accounting operations including accounts payable, accounts receivable, payroll processing, and audits; budget management and long-range financial planning; purchasing; treasury management; debt and bond administration; and business license administration.

FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Adopted annual budget by June 30th
• Coordinated formal dissolution of the Successor Agency • Received California Society of Municipal Finance Officers Budget Excellence Award
• Received Government Finance Officers Association Excellence in Financial Reporting Award
• Received an unqualified opinion for annual financial statements • Implemented a more robust quarterly financial report which now includes more data
Strategic Plan Strategies
• Assisted with identifying, analyzing, and advancing revenue generating opportunities, including a potential revenue ballot measure for the November 2024 election
FY 2025/26 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Establish a comprehensive accounting manual as a desktop reference for staff 93

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• Enhance financial transparency by publishing high-level financial data on the City’s website
• Implement automated accounts payable system to pay vendors electronically and reduce/eliminate paper checks
Strategic Plan Strategies
• Assist with developing an approach to funding infrastructure maintenance and improvements
Other Council-Directed Special Projects
• Provide strategic support to other City departments in the advancement of Council-directed special projects
Significant Special Projects for FY 2026/27 through FY 2029/30 • Continue developing long-term strategic financial planning • Develop a participatory budget process
Major Changes in FY 2025/26 Budget
The only notable change to the Finance department budget for FY 2025/26 is the Administrative Assistant will be fully assigned to Finance, bringing the total FTE from 3.75 to 4.00.

Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 1.00 1.00 1.00 1.00 1.00
Accounting Specialist 1.00 1.00 1.00 1.00 1.00
Accounting Technician, PT 0.48 0.48 0.00 0.00 0.00
Administrative Assistant 0.00 0.00 0.75 0.75 1.00
Total 3.48 3.48 3.75 3.75 4.00
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FINANCE 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 - 100 657,774 956,068 795,239 969,217 1,020,844 51,628 5% Measure S 2006 - 105 1,534 377 60 2,450 2,450 - 0%
Measure S 2014 - 106 2,434 977 960 2,450 2,450 - 0%
Pension Fund - 700 78,164 75,241 53,919 50,000 65,000 15,000 23% Total 739,907 1,032,662 850,178 1,024,117 1,090,744 66,628 6%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 424,010 465,866 376,367 496,333 593,278 96,945 16% Overtime - 402 10 1,062 - 2,707 2,500 (207) -8%
Employee Benefits - 410 178,355 189,256 174,032 168,717 345,337 176,620 51% Total Personnel 602,374 656,184 550,399 667,757 941,115 273,358 29% Services and Supplies
Professional & Administrative Services - 42 241,632 343,209 256,574 265,695 223,695 (42,000) -19% Other Operating Expenses - 43 5,179 6,091 3,817 4,800 5,500 700 13% Total Services and Supplies 246,812 349,300 260,391 270,495 229,195 (41,300) -18% Capital Outlay
Asset Acquisition/Improvement - 47 562 487 - - - - 0%
Total Capital Outlay 562 487 - - - - 0%
Indirect Cost Allocations
Admin Credits - 46121 (165,041) (180,003) (99,855) (123,592) (139,450) (15,858) 11% Admin Debits - 46122 7,707 126,931 87,597 154,785 - (154,785) -100% Information Systems (IS) Charges - 46124 11,630 30,764 14,697 12,643 9,033 (3,609) -40% Legal Charges - 46126 9,309 12,854 2,389 10,000 10,000 - 0% Insurance General Liability - 46201 26,554 36,144 34,560 32,029 40,851 8,822 22% Total Indirect Cost Allocations (109,841) 26,691 39,387 85,865 (79,566) (165,430) 208% Total 739,907 1,032,662 850,178 1,024,117 1,090,744 66,628 6%

EXPENDITURES BY PROGRAM
Finance - 115 739,907 1,032,662 850,178 1,024,117 1,090,744 66,628 6% Total 739,907 1,032,662 850,178 1,024,117 1,090,744 66,628 6%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 162,505 $ 105,505
Auditing services $ 42,000
Brinks Armored Car service 2,800
CA Municipal Statistics (ACFR schedule) 500
Fee Study and Cost Allocation Plan 20,000
GASB 68 PERS Reports 1,750
Grant Research/Writing/Admin Svcs 16,000
HDL Property Tax Analysis 9,350
HDL Sales Tax Analysis 5,600
OPEB Valuation Report 2,000
Preparation of State Controller's reports 5,505
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Department Budgets-Finance
42201 Office Expense $ 7,580 $ 7,580
Check stock $ 2,200
Miscellaneous office expenses 2,500
Printing services 1,680
Year-end tax forms 1,200
42203 Shipping & Mailing $ 5,000 $ 5,000
Mass mailing $ 5,000
4230x Travel and Training $ 2,100 $ 2,100
Staff training $ 2,100
-
42401 Memberships $ 710 $ 710
CMTA dues $ 95
CSMFO dues 225
GFOA dues 190
ICMA dues 200
42501 Bank Fees $ 20,000 $ 20,000
Mechanics Bank and Bank of the West fees $ 20,000
42506 Admin Exp/Bonds $ 250 $ 250
Bonds $ 250
42510 Software Subscription $ 11,995 $ 11,995
GovInvest labor module $ 10,000
Long-range forecasting software 1,995
42514 Special Department Expense $ 655 $ 655
GFOA ACFR review and certification $ 505
CSMFO budget review and award 150
Total Professional/Administrative Services $ 153,795
4310X Utilities $ 4,800 $ 5,500
43102 Water $ 500
43103 Electricity & Power 5,000
MEASURE S - 2006 FUND - 105
42101 Professional Services $ 2,450 $ 2,450
Measure S Audit (105) $ 1,200
Sales Tax Analysis 1,250
MEASURE S - 2014 FUND - 106
42101 Professional Services $ 2,450 $ 2,450
Measure S Audit (106) $ 1,200
Sales Tax Analysis 1,250
PENSION FUND - 700
42501 Bank Fees $ 50,000 $ 65,000
Bank fees $ 65,000
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Department Budgets-Human Resources

HUMAN RESOURCES
The Human Resources Department is comprised of the following divisions:
• Human Resources Management; and
• Risk Management
Mission
The mission of the Human Resources Department is to support the City of Pinole by providing comprehensive and timely human resources and risk management services. It has the responsibility for developing and implementing innovative strategies and programs that enhance the work experience for our employees. Its objective is to attract, develop, motivate, and retain the best-qualified employees whose diversity and skills contribute to and sustain the City of Pinole as a quality organization.

Major Services and Functions
• Human Resources Administration and Risk Management – Provides support and strategic planning services to employees and departments in the development of organizational objectives; provides interpretation of City and department policies; reviews and evaluates work methods and procedures for improving organizational performance, enhancing services, and meeting goals. Administers the City’s risk management programs including general and employment liability and workers' compensation for on-the-job injuries.
• Labor Relations – Represents the City Council and City Manager on all labor negotiation and grievance matters with bargaining unit representatives of recognized employee organizations.
• Employee Relations – Provides guidance and counseling to employees; initiates, conducts and/or oversees investigations relative to disciplinary actions and complaints for City departments.
• Recruitment and Selection – Assists in the administration of the City’s Civil Service Merit System; facilitates selection procedures that produce diverse and skilled applicant pools; assures that all recruitment, hiring, placements, transfers, and promotions are made based on individual qualifications for the position. • Benefits Administration – Provides exceptional and affordable employee benefits for retirement, medical, dental, vision, wellness and safety, and employee assistance to attract and retain a qualified and highly skilled workforce. • Organizational Training and Development – Coordinates City-wide training including safety, mandated, educational, and development programs for City staff. • Classification and Compensation – Plans and conducts classification and organization studies; develops classification specifications; designs compensation systems that support and reinforce the City's long-range objectives as well as the culture, climate, and behaviors needed for the organization to be effective. 97

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FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Conducted approximately 28 recruitments; reviewed over 800 applications. • Conducted five (5) classification studies.
• Facilitated the executive search recruitment efforts and onboarding for the City Manager, Police Chief, and Public Works Director.
• Facilitated six (6) workplace investigations.
• Initiated labor negotiations for successor memorandums of understanding for three bargaining units.
• Implemented an online total compensation survey platform in preparation for labor negotiations.
• Implemented an online new employee orientation/onboarding platform. • Surveyed employee benefits satisfaction levels and implemented effective modifications.
• Implemented an employee safety committee.
• Developed departmental procedures for the City’s Family Medical Leave Policy. • Developed a Customer Service Philosophy and Standards Administrative Policy. • Developed a Mandated Reporter Administrative Policy.
• Developed a Proper Utilization of Independent Contractors Administrative Policy. • Developed a Citizen’s Request, Concern, and Compliment Procedures Administrative Policy.
• Developed Catastrophic Leave Administrative Policy.
• Developed Tuition Reimbursement Procedure Administrative Policy. • Developed a Workplace Violence Prevention Plan/Policy. • Planned, coordinated, and facilitated de-escalation training for all staff. • Planned, coordinated, and facilitated customer service training for all staff. • Planned, coordinated, and facilitated numerous events for the City’s Public Service Employee Recognition Week.
• Restructured/enhanced employee vision benefit levels and negotiated a 13% premium cost savings.
• Migrated employee dental, vision, and life insurance plans and COBRA administration to PRISM JPA.

Strategic Plan Strategies
• Initiated implementation of the City’s Employee Talent Management Plan in accordance with the City’s Strategic Plan 2020 – 2025.
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Department Budgets-Human Resources
FY 2025/26 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Implement successor memorandums of understand for three bargaining units and one unrepresented employee group.
• Digitize all personnel, benefits, workers’ compensation files. • Develop a supervisory academy in partnership with other cities in West County. • Implement “stay” interviews with annual performance evaluation process. • Establish a succession planning/mentoring process.
• Examine performance appraisal framework and goal planning for professional development.
• Implement outreach effort to increase employee knowledge of benefit offerings and value.
• Develop safety emergency action plans for identified workplace risks. • Review OPEB obligations and alternatives to support the City’s fiscal sustainability.
• Continue to perform a comprehensive review and updating of key City personnel rules and policies to ensure compliance with MOU provisions, state and federal legislation, and conduct meet and confer sessions with the employee bargaining units as required.

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

Significant Special Projects for FY 2026/27 through FY 2029/30 • Human Resources will implement the Employee Talent Management Plan to attract and retain high-quality employees and develop their skills. • In partnership with the City Manager’s Office, Human Resources will develop and implement a Cultural and Leadership Initiative.

Major Changes in FY 2025/26 Budget
The Human Resources Department budget for FY 2025/26 does not include any significant changes relative to the FY 2024/25 budget.
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Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
Human Resources Director 1.00 1.00 1.00 1.00 1.00
Human Resources Analyst 0.00 1.00 1.00 1.00 1.00
Human Resources Technician 0.00 1.00 1.00 1.00 0.00
Human Resources Specialist 1.00 0.00 0.00 0.00 1.00
Administrative Assistant 0.00 0.00 0.05 0.05 0.00
Total 2.00 3.00 3.05 3.05 3.00
The Human Resources Technician was reclassified to Human Resources Specialist and Administrative Assistant was moved to 100% in the Finance Department, both effective with the FY2024/25 mid-year budget adjustments.
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HUMAN RESOURCES 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 - 100 749,748 831,985 709,625 925,991 965,908 39,917 4% Total 749,748 831,985 709,625 925,991 965,908 39,917 4%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 343,897 434,041 338,838 459,952 468,716 8,764 2% Overtime - 402 - 552 527 604 500 (104) -21%
Employee Benefits - 410 155,311 210,646 189,398 181,114 268,676 87,562 33% Total Personnel 499,208 645,239 528,764 641,670 737,892 96,222 13% Services and Supplies
Professional & Administrative Services -
42 189,321 169,576 187,231 239,454 200,830 (38,624) -19% Other Operating Expenses - 43 1,532 1,800 1,130 1,750 1,750 - 0% Total Services and Supplies 190,853 171,375 188,361 241,204 202,580 (38,624) -19% Capital Outlay
Asset Acquisition/Improvement - 47 1,153 317 459 - - - 0% Total Capital Outlay 1,153 317 459 - - - 0%
Indirect Cost Allocations
Administrative Credits - 46121 (11,269) (61,330) (53,413) (67,163) (77,028) (9,865) 13% Administrative Debits - 46122 7,707 8,462 5,840 10,319 - (10,319) -100% Legal Charges - 46126 38,404 32,879 7,864 30,000 30,000 - 0% General Liability Insurance - 46201 23,692 35,043 31,751 69,961 72,464 2,503 3% Total Indirect Cost Allocations 58,534 15,055 (7,959) 43,117 25,436 (17,681) -70% Total 749,748 831,985 709,625 925,991 965,908 39,917 4%

EXPENDITURES BY PROGRAM
Human Resources - 116 749,748 831,985 709,625 925,991 965,908 39,917 4% Total 749,748 831,985 709,625 925,991 965,908 39,917 4% 101

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MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 127,327 $ 96,420
Affordable Care Act Reporting to IRS $ 3,000
Annual Performance Evaluations (CM) 16,000
Bilingual Evaluation/Testing 1,000
Contingencies - Employee Benefits 3,000
Document Shredding 1,000
Drug Screening/Fit for Duty/DOT Exams 8,240
Employee Benefits Broker 25,000
HRA (Retiree Medical) Admin Fees 1,000
Labor negotiator (IEDA) 26,780
Pre-employ Backgrounds/Degree & License Verify 2,000
Random Drug Testing - DOT 6,400
Section 125 FSA/DCAP & Commuter Admin Fees 3,000
42102 Attorney Services $ 40,000 $ 10,000
Employment Law Advisement (LCW) $ 5,000
Tax and Employee Benefit Advisement 5,000
42110 Fingerprinting $ 3,000 $ 3,000
Fingerprinting/DOJ/FBI $ 3,000
42201 Office Expense $ 1,000 $ 1,000
Miscellaneous Office Supplies $1,000
4230X Travel and Training $ 23,880 $ 34,135
Citywide EAP Workshops (2) $ 3,000
Citywide Professional Development (2) 3,000
Contingencies - Citywide Training (2) 3,000
Executive Team Development/Retreat 10,000
HR Staff Professional Development 8,755
Leadership Academy 2,500
Mileage: NorCal, MMANC, CalPELRA (2), LCW (4) 3,680
Meal Allowance: NorCal, MMANC, CalPELRA (2), LCW (4) 200 42401 Memberships $ 700 $ 700
MMANC $ 200
SHRM 500
42504 Recruitment Cost $ 13,697 $ 13,500
Recruitment Advertising $ 3,000
Recruitment Exams/Testing 10,500
42506 Bond $ 200 $ 200
Bond $ 200
42510 Software Purchases $ - $ 12,000
Compensation Survey & Analysis Software GovInvest $ 12,000 42514 Special Department Expense $ 29,650 $ 29,875
Annual Public Service Employee Appreciation $ 4,725
Condolence Flowers/Donations (20) 3,000
Employee Polos (110) 6,050
Employee Wellness/Safety Fair/BBQ 2,300
MPA Wellness Premium 10,800
Quarterly Employee Engagement Events (4) 2,000
Years of Service Plaques 1,000
Total Professional/Administrative Services $ 188,830
4310X Utilities $ 1,750 $ 1,750
43103 Gas/Electric $ 1,600
43102 Water 150
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
POLICE
The Police Department is comprised of the following divisions (referred to as “bureaus”):
• Operations; and
• Support Services
Mission
The Pinole Police Department is committed to ensuring a safe community by providing exemplary law enforcement service while engaging our citizens with Honor, Integrity, Professionalism, and Respect.

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

FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Enhanced Department’s training capacity through development of in-house instructors and leveraging technology to reduce costs for POST required training. • Implemented a Police Drone (UAS) program to enhance our abilities to provide the community of Pinole with effective and efficient police services. • Expanded our transparency with the public in the implementation of Citizen RIMS.
• Brought the Community of Pinole innovative and progressive engagement opportunities.
• Continued our Community Outreach efforts with a special Halloween-themed National Night Out event, which was our largest and best attended to date, and Project HOPE-Homeless Intervention.
• Reimplemented the Traffic Officer special assignment.

FY 2025/26 Key Priorities and Projects
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
Baseline Work (Including Staff-Initiated Special Projects) • Continue to enhance training capacity to meet the industry’s best standards. • Continue retention and recruitment efforts to attract and retain the new generational workforce.
• Seek ways to bolster existing community outreach events and broaden the program with new opportunities. The special Halloween-themed National Night Out event and Project HOPE-Homeless Intervention continue to be stand-out programs to engage with the community,
• Expand the Police Drone program to enhance our abilities to provide the community of Pinole with effective and efficient police services. • Seek alternate funding to replace end-of-life mobile and portable radios. • Recommend modifications to Police fees and charges to align with industry standards.
• Prioritize applications for grant funding opportunities to supplement the operating budget for equipment, training, and personnel costs.
• Review and analyze the implementation of law enforcement technologies for efficient and effective operations, including data collection/analysis and crime prevention.

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

Significant Special Projects for FY 2026/27 through FY 2029/30 • Focus on organizational wellness programs to improve the quality of life for employees while strengthening the relationship with the community through exemplary law enforcement service.
• Implement police reform measures as required by legislation. • Further implement Next Gen 911.
• Facility rehabilitation of the Public Safety Building.

Major Changes in FY 2025/26 Budget
There are two notable changes in the FY 2025/26 budget relative to the FY 2024/25 budget:
• The position of Police Services Supervisor was added to provide direct supervision to Dispatch, Records, and Property & Evidence staff.
• Additional funding of $227,000 over three years to add fleet cameras to all patrol vehicles for increased transparency.
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Commander 2.00 2.00 2.00 2.00 2.00
Police Sergeant 6.00 7.00 7.00 6.00 6.00
Police Officer 19.00 20.00 20.00 19.00 19.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Community Safety Specialist 1.00 1.00 1.00 1.00 1.00
Community Services Officer 2.00 2.00 2.00 2.00 2.00
Crossing Guards, parttime/temporary 0.25 0.25 0.25 0.25 0.25 Dispatcher 11.00 10.00 10.00 10.00 10.00
Lead Dispatcher 1.00 2.00 2.00 2.00 2.00
Police Property Specialist 1.00 1.00 1.00 1.00 1.00
Police Records Specialist 2.00 2.00 2.00 2.00 2.00
Police Services Supervisor 0.00 0.00 0.00 0.00 0.00
Total 47.25 49.25 49.25 47.25 47.25
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police

POLICE 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 8,831,280 10,268,023 8,159,353 11,080,490 10,033,426 (1,047,064) -10% Measure S 2006 - 105 1,289,148 1,252,499 735,267 1,147,981 845,720 (302,261) -36% Measure S 2014 - 106 146,853 141,984 95,333 126,138 127,055 917 1% Measure I Fund - 107 - - - - 1,752,454 1,752,454 0%
Public Safety Augmentation Fund - 203 187,468 462,287 353,979 546,413 613,388 66,975 11% Traffic Safety Fund - 205 10,028 13,457 7,936 21,845 22,191 346 2% Supplemental Law Enforcement Services Fund - 206 127,057 326,357 213,680 294,962 303,281 8,319 3% Asset Seizure Adjudicated Fund - 225 22,348 19,114 - 20,544 19,268 (1,276) -7% Total 10,614,182 12,483,720 9,565,548 13,238,373 13,716,783 478,410 3%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 5,210,349 6,071,251 4,469,237 6,414,661 6,527,960 113,299 2% Overtime - 402 786,130 607,756 553,811 493,933 501,514 7,581 2% Employee Benefits - 410 2,772,725 3,644,299 3,039,369 4,242,416 4,512,302 269,886 6% Total Personnel 8,769,204 10,323,306 8,062,418 11,151,010 11,541,776 390,766 3% Services and Supplies
Professional & Administrative Services - 42 533,455 718,499 447,738 654,936 654,094 (842) 0% Other Operating Expenses - 43 99,283 126,635 86,656 64,250 98,250 34,000 35% Materials & Supplies - 44 127,374 109,969 36,753 87,000 87,000 - 0% Total Services and Supplies 760,111 955,103 571,147 806,186 839,344 33,158 4% Capital Outlay
Asset Acquisition/Improvement - 47 182,488 298,009 134,498 293,273 323,676 30,403 9% Total Capital Outlay 182,488 298,009 134,498 293,273 323,676 30,403 9% Debt Service
Debt Principal and interest - 48 18,561 20,329 - - - - 0% Total Debt Service 18,561 20,329 - - - - 0%
Indirect Cost Allocations
Administrative Credits - 46 (420,019) (639,879) (543,470) (707,172) (776,147) (68,975) 9% Administrative Debits - 46 420,019 639,879 543,470 707,173 845,724 138,551 16% IS Charges - 46 465,249 398,846 275,598 513,815 439,841 (73,973) -17% Legal Charges - 46 33,153 34,225 11,354 20,000 20,000 - 0% General Liability Insurance - 46 385,416 453,901 510,533 454,089 482,569 28,480 6% Total Indirect Cost Allocations 883,818 886,972 797,485 987,905 1,011,987 24,083 2% Total 10,614,182 12,483,720 9,565,548 13,238,373 13,716,783 478,410 3%

EXPENDITURES BY PROGRAM
Police Operations - 221 6,571,166 8,008,175 6,306,097 8,644,378 9,054,650 (1,342,182) -15% Police Support Services -222 1,526,362 1,637,414 1,069,291 1,709,089 1,595,890 (113,199) -7% Police West Bay Communications Center - 223 2,379,569 2,498,316 1,968,544 2,568,099 2,740,771 172,672 6% Police Grants Program - 227 137,086 339,814 221,616 316,807 325,472 8,665 3% Total 10,614,182 12,483,720 9,565,548 13,238,373 13,716,783 478,410 3% 106

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
GENERAL FUND - 100
POLICE OPERATIONS - 221

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 $ Change % Change
Salaries & Wages - 401 2,903,644 3,656,396 2,854,239 4,102,472 3,262,208 (840,264) -26% Overtime - 402 397,090 374,735 343,259 259,779 255,169 (4,610) -2% Employee Benefits - 410 1,375,356 2,060,408 1,927,933 2,620,880 2,471,080 (149,800) -6% Total Salary & Benefits 4,676,089 6,091,539 5,125,431 6,983,131 5,988,457 (994,674) -17% Services and Supplies
Professional & Administrative Services - 42 266,383 397,925 259,855 251,032 254,032 3,000 1% Materials & Supplies - 44 124,942 109,423 36,057 85,500 85,500 - 0% Total Services and Supplies 391,324 507,349 295,911 336,532 339,532 3,000 1% Debt Service
Debit Principal - 48101 13,465 15,662 - - - - 0%
Debt Interest - 48102 5,096 4,667 - - - - 0%
Total Capital Outlay 18,561 20,329 - - - - 0%
Capital Outlay
Asset Acquisition/Improvement - 47 114,002 (16,844) 10,342 9,240 9,240 - 0% Total Capital Outlay 114,002 (16,844) 10,342 9,240 9,240 - 0% Indirect Cost Allocations
Administrative Credits - 46121 (420,019) (639,879) (543,470) (707,172) (776,147) (68,975) 9% Legal Charges - 46126 33,153 34,225 11,354 20,000 20,000 - 0% General Liability Insurance - 46201 221,822 253,798 317,283 287,709 242,738 (44,971) -19% Total Indirect Cost Allocations (165,044) (351,856) (214,834) (399,463) (513,409) (113,946) 22% Total 5,034,933 6,250,517 5,216,851 6,929,440 5,823,820 (1,105,620) -19% Asset Seizure-Adjudicated - 225
Professional & Administrative Services - 42 16,000 19,114 - 20,544 19,268 (1,276) -7% Asset Acquisition/Improvement - 47 6,348 - - -
Total 22,348 19,114 - 20,544 19,268 (1,276) -7%
MEASURE S-2006 FUND - 105
Salaries & Wages - 401 554,300 494,747 269,679 389,195 339,933 (49,262) -14% Overtime - 402 70,836 27,754 4,905 100,913 50,977 (49,936) -98% Employee Benefits - 410 607,718 665,167 414,516 622,233 423,829 (198,404) -47% Professional & Administrative Services - 42 809 14 - 3,250 - (3,250) #DIV/0! General Liability Insurance - 46201 55,484 64,816 46,167 32,390 30,981 (1,409) -5% Total Measure S-2006 Fund 1,289,148 1,252,499 735,267 1,147,981 845,720 (302,261) -36% MEASURE S-2014 FUND - 106
Asset Acquisition/Improvement - 47 37,269 23,759 - - - - 0% Total Measure S-2014 Fund 37,269 23,759 - - - - 0%
MEASURE I FUND 107
Salaries & Wages - 401 - - - - 964,900 964,900 100%
Overtime - 402 - - - - 5,651 5,651 100%
Employee Benefits - 410 - - - - 714,371 714,371 100%
General Liability Insurance - 46201 - - - - 67,532 67,532 100% Total Measure I Fund - - - - 1,752,454 1,752,454 100%
PUBLIC SAFETY AUGMENTATION FUND - 203
Professional & Administrative Services - 42 - - - 20,000 20,000 - 0% Administrative Debits - 46122 187,468 357,936 303,684 394,580 413,852 19,272 5% Asset Acquisition/Improvement - 47 - 104,350 50,295 131,833 179,536 47,703 27% Total Public Safety Fund 187,468 462,287 353,979 546,413 613,388 66,975 11% 107

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 51,712 $ 54,712
Applicant Processing/Recruiting $ 16,000
EBRCSA Contract - Radios (63) 38,712
42106 Software Maintenance $ 29,945 $ 29,945
Lexipol Daily Training Bulletins $ 4,244
Starchase GPS 14,976
The Police One Academy Training 6,000
Vigilant Solutions Software 4,725
42107 Equipment Maintenance $ 65,100 $ 65,100
Vehicle Maintenance $ 19,000
Vehicle Repairs 41,000
Vehicle Washing 5,100
4230X Travel and Training $ 75,800 $ 75,800
Firearms Range Rental $ 10,800
State of CA -- P.O.S.T. 30,000
42304 Officer Wellness Training 35,000
42401 Memberships $ 3,175 $ 3,175
CA Crime Prevention Officers Assn $ 120
CA Peace Officers Assn. 320
CA Police Chief's Assn. 800
County Police Chiefs' Assn. 1,500
International Assn. of Police Chiefs 200
National Assn. of Town Watch 35
Police Executive Research Forum 200
42514 Special Department Expense $ 25,300 $ 25,300
Ammunition and firearm repair $ 9,800
Crime Scene Processing/Field Testing Supplies 7,300
Miscellaneous Supplies 8,200
Total Professional/Administrative Services $ 254,032
44301 Fuel $ 73,000 $ 73,000
44410 Safety Clothing $ 12,500 $ 12,500
Part-time employee uniforms $ 3,500
Protective Vests 9,000
4710X Equipment $ 9,240 $ 9,240
Ballistic Shield (47105) $ 2,500
Patrol Rifle (47105) 1,840
Tablets and Docking (47106) 4,900
MEASURE S-2006 FUND - 105
42514 Special Department Expense $ 3,250 $ -
Gunshot trauma kits $ -
Miscellaneous Supplies -
Total Professional/Administrative Services $ -
Public Safety Augmentation Fund - 203
42514 Special Department Expense $ 20,000 $ 20,000
Canine expenses $ 20,000
47101 Equipment $ 131,833 $ 179,536
Axon Body Worn Camera Program $ 42,412
Axon Fleet In-Car Camera System 47,703
EBRCSA Equipment 20,940
Radio Encryption Equipment (4,200 carryover) 68,481
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
GENERAL FUND - 100
POLICE SUPPORT SERVICES - 222

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 - 401 411,122 485,037 277,203 479,089 465,010 (14,079) -3% Overtime - 402 24,748 28,678 22,987 53 - (53) -100%
Employee Benefits - 410 214,557 258,254 176,416 285,432 222,640 (62,792) -28% Total Salary & Benefits 650,427 771,968 476,605 764,574 687,650 (76,924) -11% Services and Supplies
Professional & Administrative Services - 42 230,179 259,398 167,299 288,315 289,699 1,384 0% Other Operating Expenses - 43 83,138 105,864 72,442 53,850 82,050 28,200 34% Materials & Supplies - 44 2,432 546 697 1,500 1,500 - 0% Total Services and Supplies 315,749 365,808 240,438 343,665 373,249 29,584 8% Capital Outlay
Asset Acquisition/Improvement - 47 2,803 2,800 1,528 20,400 2,400 (18,000) -750% Total Capital Outlay 2,803 2,800 1,528 20,400 2,400 (18,000) -750% Indirect Cost Allocations
IS Charges - 46124 422,288 342,740 221,020 422,646 373,051 (49,595) -13% General Liability Insurance - 46201 25,510 35,874 34,367 31,666 32,485 819 3% Total Indirect Cost Allocations 447,798 378,613 255,387 454,312 405,536 (48,776) -12% Total 1,416,777 1,519,190 973,958 1,582,951 1,468,835 (114,116) -8% MEASURE S-2014 FUND - 106
Salaries & Wages - 401 91,078 95,817 74,878 102,182 102,478 296 0% Employee Benefits - 410 13,473 15,456 13,650 17,679 17,882 203 1% General Liability Insurance - 46201 5,033 6,951 6,805 6,277 6,695 418 6% 109,585 118,225 95,333 126,138 127,055 917 1%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 163,530 $ 164,914
Children's interview center $ 3,500
Contra Costa County Jail fees 49,600
County Crime Lab Services 58,000
Crime Analysis 10,000
EBCRSA contract - 5 radios 4,264
Family Justice Center 500
Miscellaneous Professional Services 4,050
SART Exams 5,000
Video Surveillance System 30,000
42106 Software Maintenance $ 16,630 $ 16,630
CAD/RMS $ 8,000
Scheduling Software 8,630
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
42107 Equipment Maintenance $ 7,050 $ 7,050
Crime prevention vehicle maintenance $ 1,000
Radio Repairs 250
Vehicle Maintenance 4,000
Vehicle Repairs 1,500
Vehicle Washing 300
42108 Maintenance Structure/Imp $ 23,445 $ 23,445
Bldg. Maintenance $ 1,075
Elevator Service (NEC) 650
Fire Extinguisher Replacement 380
HVAC Maintenance (City Mechanical) 1,850
Janitorial Service (UBS) 17,365
Janitorial Supplies (UBS) 1,700
Pest control (Western Exterminator) 425
42201 Office Expense $ 44,520 $ 44,520
CERT Program Supplies $ 20,000
Community outreach office expenses 5,000
Copier Supplies 500
Office Supplies 12,720
Postage & Equipment (Pitney) 3,000
Printing Services (Concord) 800
Printing Services (Eagle) 2,500
42301 Travel and Training $ 10,100 $ 10,100
Conferences (CALNENA) $1,000
Meetings 500
Non-POST training 5,600
POST training 3,000
42401 Memberships $ 420 $ 420
C.A.P.E. $ 45
California Criminal Justice 75
CLEARS 50
IAPE 50
Nat'l Emergency Number Assn 200
42501 Bank Fees $ 1,000 $ 1,000
42514 Special Department Expense $ 21,620 $ 21,620
Community outreach promotional items $ 5,000
Crime scene supplies 5,700
GSR processing 5,335
Lab supplies, mandated processing material 375
Misc. special department expenses 4,710
Photographic supplies 500
Total Professional/Administrative Fees $ 289,699
4310X Utilities $ 53,850 $ 82,050
Electricity & Gas (PG&E) $ 75,000
Water (EBMUD) 5,000
Cable 2,050
44410 Safety Clothing $ 1,500 $ 1,500
Aramark Uniform Service
4710X Equipment $ 20,400 $ 2,400
Alex Clark Room Transformation (carryforward) $ 2,000
Fax Machine 400
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
GENERAL FUND - 100
POLICE DISPATCH WEST BAY COMMUNICATIONS CENTER - 223

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 1,241,680 1,330,687 986,877 1,333,403 1,384,851 51,448 4% Overtime - 402 293,456 176,590 178,480 133,188 189,717 56,529 30% Employee Benefits - 410 560,599 643,813 505,876 695,017 661,292 (33,725) -5% Total Salary & Benefits 2,095,735 2,151,090 1,671,234 2,161,608 2,235,860 74,252 3% Services and Supplies
Professional & Administrative Services - 42 20,084 39,048 20,584 66,795 66,795 - 0% Other Operating Expenses - 43 16,145 20,771 14,214 10,400 16,200 5,800 36% Materials & Supplies - 44 - - -
Total Services and Supplies 36,228 59,819 34,798 77,195 82,995 5,800 7% Capital Outlay
Asset Acquisition/Improvement - 47 22,066 17,698 262 - - - 0% Total Capital Outlay 22,066 17,698 262 - - - 0%
Indirect Cost Allocations
Administrative Debits - 46122 105,494 121,831 102,356 142,631 253,591 110,960 44% IS Charges - 46124 42,960 56,106 54,578 91,168 66,790 (24,378) -36% Legal Charges - 46126 - - - - -
General Liability Insurance - 46201 77,085 91,772 105,315 95,497 101,535 6,038 6% Total Indirect Cost Allocations 225,540 269,710 262,249 329,296 421,916 92,620 22% Total 2,379,569 2,498,316 1,968,544 2,568,099 2,740,771 172,672 6%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 9,645 $ 9,645
800 MHz radio system maintenance $ 4,265
EBCRSA Contract - 5 radios 2,880
Language Interpretation Services 2,500
42105 Network Maintenance $ 16,000 $ 16,000
CAD/RMS (City of San Pablo) $ 16,000
42106 Software Maintenance $ 12,000 $ 12,000
CAD/RMS $ 12,000
42107 Equipment Maintenance $ 9,000 $ 9,000
Dispatch headset/cord replacement $ 1,265
General equipment maintenance 2,735
Stancil maintenance 5,000
42108 Maintenance Structure/Imp $ 6,500 $ 6,500
Elevator Service $ 127
HVAC Maintenance 241
Janitorial Services 5,318
Janitorial Supplies 757
Pest Control Service 56
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
42201 Office Expense $ 2,000 $ 2,000
General Office Supplies $ 2,000
4230X Travel and Training $ 10,000 $ 10,000
Non-POST training $1,500
Meetings associated with dispatch function 500
Conference attendance for APCO, PSAP, CLEWOA 1,000
POST training 3,000
Dispatcher Training 4,000
42401 Memberships $ 150 $ 150
WBCC portion of costs for APCO and CLEWOA participation. $ 150 42514 Special Department Expense $ 1,500 $ 1,500
DOJ fingerprints and background investigations on applicants. $ 1,500 Total Professional/Administrative Services $ 66,795
4310X Utilities $ 10,400 $ 16,200
43103 Electricity & Gas (PG&E) $ 15,000
43102 Water (EBMUD) 1,200
43105 Cable -
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Police
TRAFFIC SAFETY FUND - 205
POLICE GRANTS PROGRAM - 227

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 $ Change % Change
Salaries & Wages - 401 8,526 8,567 6,362 8,320 8,580 260 3% Overtime - 402 - - - - - - 0%
Employee Benefits- 410 1,021 1,201 978 1,175 1,208 33 3% Total Salary & Benefits 9,547 9,767 7,340 9,495 9,788 293 3% Services and Supplies
Professional & Administrative Services - 42 - 3,000 - 5,000 4,300 (700) 0% Total Services and Supplies - 3,000 - 5,000 4,300 (700) 0% Capital Outlay
Asset Acquisition/Improvement - 47 - - - 6,800 7,500 700 0% Total Capital Outlay - - - 6,800 7,500 700 0%
Indirect Cost Allocations
General Liability Insurance- 46201 481 689 596 550 603 53 9% Total Indirect Cost Allocations 481 689 596 550 603 53 9% Total Traffic Safety Fund 10,028 13,457 7,936 21,845 22,191 346 2% SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND - 206
Overtime - 402 - - 4,180 - - - 0%
Administrative Debits - 46122 127,057 160,112 137,430 169,962 178,281 8,319 5% Asset Acquisition/Improvement - 47 - 166,245 72,070 125,000 125,000 - 0% Total SLESF Fund 127,057 326,357 213,680 294,962 303,281 8,319 3%

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
TRAFFIC SAFETY FUND - 205
42107 Equipment Maintenance $ 2,000 $ 2,000
Lidar repair & Supplies $ 2,000
42514 Special Department Expense $ 2,300 $ 2,300
Citation printing $ 2,300
Total Professional/Administrative Services $ 4,300
47101 Equipment $ 7,500 $ 7,500
Repair/Replace Traffic Cameras $ 7,500
SUPPLEMENTAL LAW ENFORCEMENT SERVICE FUND - 206
4710X EQUIPMENT $ 30,000 $ 30,000
47101 Drone Program (carryover) $ 30,000
47104 VEHICLES $ 95,000 $ 95,000
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Department Budgets-Police
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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Fire
FIRE
The City of Pinole Fire Department provided fire protection and emergency medical services to the community for many decades. The department partnered through automatic aid with the Contra Costa County Fire Protection District (CCCFPD) and the Rodeo-Hercules Fire Protection District (RHFPD) to function as a battalion serving this region. CCCFPD Dispatch coordinated the three agencies’ responses to incidents in the area.

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

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

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

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

FIRE 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 5,045,833 4,384,514 2,712,342 3,582,500 3,202,461 (380,039) -12% Measure S 2006 - 105 899,363 755,412 1,072,572 1,478,192 1,772,580 294,388 17% Measure S 2014 - 106 741,990 968,725 996,031 1,372,769 1,767,924 395,155 22% Total 6,687,185 6,108,651 4,780,945 6,433,461 6,742,965 309,504 5%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 1,856,856 41,953 0 - - - 0%
Overtime - 402 275,285 - - - - - 0%
Employee Benefits - 410 1,555,457 422,984 318,990 478,410 546,595 68,185 12% Total Personnel 3,687,598 464,937 318,990 478,410 546,595 68,185 12% Services and Supplies
Professional & Administrative Services - 42 2,551,609 5,470,723 4,369,239 5,866,210 6,092,349 226,139 4% Other Operating Expenses - 43 87,092 110,114 78,354 80,500 95,000 14,500 15% Materials & Supplies - 44 70,823 1,976 1,019 - - - 0%
Total Services and Supplies 2,709,524 5,582,813 4,448,611 5,946,710 6,187,349 240,639 4% Capital Outlay
Asset Acquisition/Improvement - 47 10,782 45,428 - - - - 0% Total Capital Outlay 10,782 45,428 - - - - 0%
Indirect Cost Allocations
IS Charges - 46 80,303 10,170 11,665 3,341 4,021 680 17% Legal Charges - 46 31,196 5,304 1,679 5,000 5,000 - 0%
General Liability Insurance - 46 167,783 - - - - - 0%
Total Indirect Cost Allocations 279,281 15,473 13,343 8,341 9,021 680 8% Total 6,687,185 6,108,651 4,780,945 6,433,461 6,742,965 309,504 5%

EXPENDITURES BY PROGRAM
Fire Operations - 231 6,687,185 6,108,651 4,780,945 6,433,461 6,742,965 309,504 5% Total 6,687,185 6,108,651 4,780,945 6,433,461 6,742,965 309,504 5% 116

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Fire
GENERAL FUND - 100
FIRE OPERATIONS - 231

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 1,319,452 - - - - - 0%
Overtime - 402 238,467 - - - - - 0%
Employee Benefits - 410 1,076,139 412,323 318,940 478,410 546,595 68,185 12% Total Salary & Benefits 2,634,058 412,323 318,940 478,410 546,595 68,185 12% Services and Supplies
Professional & Administrative Services -
42 2,013,959 3,799,200 2,300,686 3,015,249 2,551,845 (463,404) -18% Other Operating Expenses -43 87,092 110,114 78,354 80,500 95,000 14,500 15% Materials & Supplies - 44 70,444 1,976 1,019 - - - 0%
Total Services and Supplies 2,171,495 3,911,290 2,380,059 3,095,749 2,646,845 (448,904) -17% Capital Outlay
Asset Acquisition/Improvement - 47 868 45,428 - - - - 0% Total Capital Outlay 868 45,428 - - - - 0%
Indirect Cost Allocations
IS Charges - 46124 80,303 10,170 11,665 3,341 4,021 680 17% Legal Services - 46126 31,196 5,304 1,679 5,000 5,000 - 0% General Liability Insurance - 46201 127,913 - - - - - 0% Total Indirect Cost Allocations 239,412 15,473 13,343 8,341 9,021 680 8% Total 5,045,833 4,384,514 2,712,342 3,582,500 3,202,461 (380,039) -12% MEASURE S-2006 FUND - 105
Salaries & Wages - 401 317,625 265 - - - - 0%
Overtime - 402 36,818 - - - - - 0%
Employee Benefits - 410 251,539 177 51 - - - 0% Professional & Administrative Services - 42 259,950 754,969 1,072,522 1,478,192 1,772,580 294,388 17% Asset Acquisition/Improvement - 47 7,718 - - - - - 0%
General Liability Insurance - 46201 25,712 - - - - - 0% Total 899,363 755,412 1,072,572 1,478,192 1,772,580 294,388 17% MEASURE S-2014 FUND - 106
Salaries & Wages - 401 219,779 41,688 - - - - 0%
Employee Benefits - 410 227,779 10,484 - - - - 0%
Professional & Administrative Services - 277,700 916,554 996,031 1,372,769 1,767,924 395,155 22% Materials & Supplies - 44 379 - - - - - 0%
Asset Acquisition/Improvement - 47 2,196 - - - - - 0%
General Liability Insurance - 46201 14,157 - - - - - 0% Total 741,990 968,725 996,031 1,372,769 1,767,924 395,155 22% 117

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Fiscal Year (FY) 2025/26 Operating and Capital Budget
Department Budgets-Fire

MAJOR NON-PERSONNEL EXPENSE DETAILS
FY 2024/25 FY 2025/26
42101 Professional Services $ 2,875,249 $ 2,456,845
CCFPD Fire Services Contract $ 2,262,808
Dispatch Center Allocation 194,037
42108 Maintenance Structure/Imp $ 20,000 $ 20,000
Building Maintenance $ 20,000
42512 Weed Abatement $ 120,000 $ 75,000
Increased abatement for brush removal (City Property) $ 70,300 Weed Abatement campaign (private property) 4,700
Total Professional/Administrative Services $ 2,551,845
4310X Utilities $ 80,500 $ 95,000
43103 PG&E $ 80,000
43102 EBMUD 15,000
MEASURE S-2006 FUND - 105
42101 Professional Services $ 1,478,192 $ 1,772,580
CCCFPD Fire Services Contract $ 1,772,580
Total Professional/Administrative Services $ 1,772,580
MEASURE S-2014 FUND - 106
42101 Professional Services $ 1,372,769 $ 1,767,924
CCCFPD Fire Services Contract $ 1,767,924
Total Professional/Administrative Services $ 1,767,924
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Department Budgets – Public Works

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

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

The Road Maintenance Division protects, repairs, and maintains the City’s street system , which includes pavement, medians, street trees, landscaping, traffic signs, pavement markings, streetlights, curbs, and sidewalks. This division performs light maintenance of streets, including pothole repair, patch paving, and crack sealing. Heavy duty maintenance is performed by private contractors as capital projects. The City has an agreement with the County through which the County maintains the traffic signals in the City.

The Facility Maintenance Division maintains all of the actively used buildings and properties owned by the City. Building maintenance includes landscape maintenance, janitorial service, maintenance of heating and ventilation systems, maintenance of all 119

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Department Budgets – Public Works
mechanical aspects of the buildings, general building maintenance, and making improvements as needed.

The Park Maintenance Division is responsible for maintaining 428.56 acres of park area contained within the City’s 15 parks. Park spaces provide a variety of outdoor venues that include the swimming pools, skate park, soccer fields, baseball diamonds, neighborhood play areas, dog park, creek path, and park pedestrian bridges. Maintenance includes all work necessary to keep the public park areas safe, clean, and operating efficiently, including maintaining park structures, landscaping, lighting, play equipment, parking areas, and irrigation systems. This team also performs vegetation management at some open space areas.

The Storm Water Division operates the City’s storm water collection system, which consists of a network of pipes, manholes, and inlets, and operates programs to reduce the intrusion of pollution into the storm water system. The Regional Water Quality Control Board regulates storm water discharges from municipal storm drains under the National Pollutant Discharge Elimination System (NPDES) program and issued a NPDES permit in November 2016 to the region. The City of Pinole works with the Contra Costa Clean Water Program (CCCWP) for regional permit administration. This program is funded by the stormwater benefit assessment. The Equivalent Runoff cost associated with the implementation of this program for 2025/26 remains at $35 (the maximum allowed amount). Assessment fees are collected as part of annual property tax collection. The City of Pinole implements street sweeping, storm drain cleaning, and maintenance to protect the cleanliness of stormwater.

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

The Water Pollution Control Plant (WPCP) Division is responsible for the operation of the Pinole-Hercules Water Pollution Control Plant. The WPCP, also referred to as the Wastewater Treatment Plant (WWTP), treats the wastewater of most of the City of Pinole and the City of Hercules. The fully treated effluent is discharged into San Pablo Bay and 120

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Department Budgets – Public Works
must meet permit required water quality standards. The Regional Water Quality Control Board regulates wastewater discharges from the WPCP under the National Pollutant Discharge Elimination System (NPDES) program. The City completed a $50 million dollar capital improvement project to upgrade the WPCP in 2020. The WPCP is jointly owned by the City of Pinole and the City of Hercules.

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

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

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

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

FY 2024/25 Key Accomplishments
Baseline Work (Including Staff-Initiated Special Projects) • Performed repairs of the City pools including repairs of the water heating system to allow their re-opening in April.
• Performed repairs at the various City parks including repairs of the overhead lights at the Fernandez Park.
• Treated gravity at multiple locations including at private properties to assist our community members.
• Headworks Odor Control Unit was repaired and the drain line manhole that incurred hydrogen sulfide damage was coated.
• Hired the Public Works Director and a new Maintenance Worker to fill vacancies.

Also scheduled to hire the Public Works Specialist to fill the vacancy by the end of June 2025.
• Installed high-capacity solar trash bins at select locations. • Expanded the use of the Beehive asset management system. 121

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Department Budgets – Public Works
• Placed approximately 18 tons of asphalt, crack sealed approximately 2600 linear feet road surface and refreshed approximately 30 locations of pavement markings. • Placed over 50 tons of temporary road repair material for pothole repair. • Put into service the Spyder remote mower and completed approximately 75 acres of mowing with new mowing equipment.
• Received new hybrid bucket truck and two Chevrolet Bolt EUV all electric vehicles for Fleet augmentation.
• Completed Pavement Condition Report as part of PTAP 24. • Installed lights in the street trees in Old Town for the 2024 holiday season and installed holiday road swags.
• Oversaw contractors work on various upgrades to City facilities including roof repairs of the Senior Center.
• Continues to serve our community on a daily basis. For example, handled a total of 455 service requests during the months of February and March covering roads, parks, illegal dumping, fleet, facilities, and stormwater/flooding.

Strategic Plan Strategies
• Continued the Strategic Plan strategy of conducting asset condition assessments of some City capital asset types- Awarded contract to complete a Storm Drain Master Plan and Recycled Water Feasibility Study (Goal 1, Strategy 1) (CIP Project)
Capital Improvement Plan (CIP) Projects
• Continued pedestrian improvement project at railroad crossing at Tennent Avenue. • Completed design of the Sanitary Sewer Rehabilitation (Phase 1 and Phase 2), with construction of Phase 1 planned to be completed by the end of FY 2024/25. •
• Advanced the San Pablo Avenue bridge project – with completion of the project’s environmental review under CEQA and NEPA by the end of September 2025. • Development of the Active Transportation Plan with planned City Council consideration in June 2025 (IN2106)
• Applied for, and the City was awarded a CalRecycle grant in the amount of $75,000 being used for the purchase of multi-use waste receptacles and education efforts. • Continue to perform daily inspections associated with capital and development projects. During the month of March, for example, 167 inspections were conducted and 34 permits were issued covering grading, private sewer lateral, utilities encroachment, and transportation.

Other Council-Directed Special Projects
• Continued disposal and/or visioning for surplus City property. • Completed community engagement for “Community Corner”. • Adopted citywide project labor agreement (PLA)
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Department Budgets – Public Works
FY 2025/26 Key Priorities and Projects
Baseline Work (Including Staff-Initiated Special Projects) • Fill Associate Engineer and Capital/Environmental Program Manager positions. • Negotiate and complete successor waste collection franchise agreement. • Purchase and install two new blowers at the Wastewater Treatment Plant. • Complete the Plant’s Laboratory Remodel project.
• Select a design engineer for the Effluent Outfall project and begin design work. • Trialing new YSI Nutrient Probes and investigating options for aeration basin analysis in preparation for future increased NPDES permit regulations for Nutrient removal.
• Taking down the in-service aeration basin for cleaning and inspection and putting the existing standby aeration basin in-service.
• Expand the use and data input of Beehive asset management system. • Expand asphalt installation to repair existing potholes. • Expand vegetation management with the use of City’s mowing equipment. • Explore the use of biological methods for rodent control. • Design and construct the EV charging infrastructure and purchase electric vehicles to replace current inefficient Fleet vehicles mostly using the awarded Climate Implementation Grant funds.
• Partner with community members and sports organizations to accomplish sports field improvements.
• Upgrade of the City Pools.
•
• Pursue grant funds to develop Complete Streets Design Guidelines, update of the City’s ADA Transition Plan, as well as design and construct road improvements including pedestrian and bicycle infrastructure.

Capital Improvement Plan (CIP) Projects/Annual Programs • Complete Active Transportation Plan.
•
• Annual Pavement Rehabilitation Program. Annual Upgrade of City Parks. • Annual Upgrade of City Streetlighting.
• Annual Upgrade of City Traffic Signals.
• Annual Upgrade of Signing and Pavement Markings.
• Annual Repair/Replacement of City Sidewalks.
• Annual ADA Upgrades including Curb Ramps.
• Sanitary Sewer Rehabilitation.
•
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Department Budgets – Public Works
• Design and construction of Bay Trail Gap closure - Pedestrian improvements at Railroad crossing at Tennent Avenue.
• Recycled water feasibility assessment.
• Effluent Outfall.
• Secondary Clarifier - Center Column Rehabilitation.
• Complete the environmental review and perform design of the San Pablo Ave replacement bridge.
• Complete traffic safety improvements at various intersections.

Other Council-Directed Special Projects
• Disposal and/or visioning for surplus City property.

Significant Special Projects for FY 2026/27 through FY 2029/30 • Continue through the design and commencement of construction of the San Pablo Avenue Bridge Replacement.
• Complete sewer collection system improvements per Sanitary Sewer Master Plan. • Seek funding opportunities for pavement maintenance and restoration, and pursue various treatment techniques to increase the useful life of City roads. • Integrate facilities into the asset management software to accurately identify cost associated to maintain each facility.
• Continue and expand use Beehive to document and schedule work orders. • Prepare for our next NPDES permit process.
• Perform follow-up assessment of trash management efforts. • Continue with the various annual programs to gradually improve the City’s infrastructure including parks and roads, along with enhancements to safety conditions.

Major Changes in FY 2025/26 Budget
The Public Works Department budget for FY 2025/26 includes several major CIP projects changes relative to the FY 2024/25 budget. There is no significant change to the operations budget for the department. The FY 2025/26 – 2029/30 CIP contains 45 capital improvement projects and 5 infrastructure assessments that are scheduled to be undertaken over the five-year timeframe and are fully or partially funded. The CIP also includes information for various unfunded projects.
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Department Budgets – Public Works
Position Summary
Position 2021/22 2022/23 2023/24 2024/25 2025/26
Public Works Director 0.00 1.00 1.00 1.00 1.00
Development Services Director/City
Engineer 1.00 0.00 0.00 0.00 0.00
Senior Project Manager 1.00 0.00 0.00 0.00 0.00
Capital Improvement and
Environmental Program Manager 0.00 1.00 1.00 1.00 1.00
Associate Civil Engineer 0.00 1.00 1.00 0.00 1.00
Junior Civil Engineer 0.00 0.00 0.00 1.00 1.00
Public Works Specialist 1.00 2.00 2.00 2.00 2.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Coordinator 0.00 0.50 0.50 0.00 0.00
Public Works Manager 1.00 1.00 1.00 1.00 1.00
Public Works Maintenance
Supervisor 3.00 3.00 3.00 3.00 3.00
Public Works Maintenance Workers 8.00 8.00 8.00 8.00 8.00 Park Caretaker 0.25 0.25 0.25 0.25 0.25
Treatment Plant Manager 1.00 1.00 1.00 1.00 1.00
WPCP Operations Supervisor 1.00 1.00 1.00 1.00 1.00
WWTP Senior Operator 0.00 1.00 1.00 1.00 1.00
WWTP Operator 5.00 4.00 4.00 4.00 4.00
Laboratory Analyst II 1.00 1.00 1.00 1.00 1.00
Laboratory Technician I 1.00 1.00 1.00 1.00 1.00
WWTP Senior Maintenance
Mechanic 0.00 0.00 0.00 1.00 1.00
WWTP Maintenance Mechanic 2.00 2.00 2.00 1.00 1.00
WPCP Intern 0.48 0.48 0.48 0.48 0.48
Total 27.73 30.23 30.23 29.73 30.73
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Department Budgets – Public Works

PUBLIC WORKS 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 1,503,855 2,081,358 1,470,239 2,135,700 1,147,883 (987,817) -86% Measure S 2014 - 105 - - - 3,280,000 350,000 (2,930,000) -837% Measure S 2014 - 106 656,200 1,988,521 341,555 4,843,288 1,246,708 (3,596,580) -288% Measure I - 107 - - - - 539,008
Equipment Reserve Fund - 160 39,434 57,952 98,112 221,275 200,000 (21,275) -11% Gas Tax Fund - 200 523,854 621,769 363,720 2,203,189 2,512,167 308,978 12% Restricted Real Estate Maintenance Fund - 201 17,110 14,808 12,522 26,000 26,000 - 0% Traffic Safety Fund - 205 - 5,685 - 35,000 35,000 - 0%
Stormwater Fund - 207 293,563 363,782 373,081 379,829 385,631 5,802 2% AB939 Refuse Management Fund - 213 122,104 131,547 104,235 187,102 189,710 2,608 1% Solid Waste Fund - 214 195,954 108,328 80,484 173,666 177,241 3,575 2% Measure J Fund - 215 273,454 519,448 196,636 1,705,126 1,191,732 (513,394) -43% Growth Impact Fund - 276 - 57,982 10,357 1,623,000 2,436,000 813,000 33% Lighting and Landscaping District - 310 46,684 30,085 17,231 85,175 85,175 - 0% PV Park Caretaker Fund - 317 - - - 14,942 14,989 47 0%
Public Facilities Fund - 324 - - - 70,000 502,000 432,000 86% City Streets Improvement Fund - 325 182,662 234,310 55,064 3,687,304 2,907,583 (779,721) -27% Park Grants (Measure WW) - 327 193,383 183 - - - - 0%
Arterial Street Rehabilitation - 377 80,213 8,066 - 895,000 560,960 (334,040) -60% Sewer Enterprise Fund - 500 5,683,481 6,725,526 6,578,546 37,771,365 38,229,096 457,731 1% Sewer Enterprise Plant Expansion - 503 646,813 620,415 - - - - 0% Total 10,458,764 13,569,767 9,701,781 59,336,961 52,736,883 (6,600,078) -13%

EXPENDITURES BY CATEGORY
Personnel
Salaries & Wages - 401 2,748,180 3,047,857 2,338,016 3,427,077 3,565,352 138,275 4% Overtime - 402 63,493 54,320 69,202 40,220 39,928 (292) -1% Employee Benefits - 410 477,632 1,389,904 1,337,750 1,838,614 1,999,511 160,897 8% Total Personnel 3,289,306 4,492,081 3,744,968 5,305,911 5,604,791 298,880 5% Services and Supplies
Professional & Administrative Services - 42 1,225,737 1,719,509 888,034 2,639,488 2,255,425 (384,063) -17% Other Operating Expenses - 43 1,259,423 1,460,175 1,031,218 1,162,754 1,243,254 80,500 6% Materials & Supplies - 44 1,205,184 1,159,619 819,321 1,589,500 1,604,500 15,000 1% Total Services and Supplies 3,690,345 4,339,303 2,738,573 5,391,742 5,103,179 (288,563) -6% Capital Outlay
Asset Acquisition/Improvement - 47 1,827,969 2,892,925 2,075,519 46,159,390 39,498,970 (6,660,420) -17% Total Capital Outlay 1,827,969 2,892,925 2,075,519 46,159,390 39,498,970 (6,660,420) -17% Indirect Cost Allocations
Administrative Credits - 46 (1,489,014) (1,634,275) (1,367,807) (2,140,656) (2,143,427) (2,771) 0% Administrative Debits - 46 1,801,323 1,864,884 1,545,883 2,411,198 2,479,432 68,234 3% IS Charges - 46 167,432 274,693 163,150 305,442 268,389 (37,053) -14% Legal Charges - 46 42,144 110,969 26,949 63,600 63,600 - 0% General Liability Insurance - 46 188,395 271,824 251,712 228,766 250,757 21,991 9% Total Indirect Cost Allocations 710,279 888,096 619,886 868,350 918,751 50,401 5% 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% Depreciation
Depreciation Expense - 47401 364,494 402,942 - - - - 0% Total Depreciation 364,494 402,942 - - - - 0%
Total 10,458,764 13,569,767 9,701,781 59,336,961 52,736,883 (6,600,078) -13%

EXPENDITURES BY PROGRAM
Administration & Engineering - 341 619,060 964,593 470,796 944,561 818,329 (126,232) -15% Road maintenance - 342 1,382,361 2,187,871 1,001,962 11,735,918 8,176,251 (3,559,667) -44% Facility Maintenance - 343 897,725 1,188,741 729,818 5,146,583 2,655,590 (2,490,993) -94% NPDES Storm Water - 344 296,190 832,834 401,521 1,879,855 921,487 (958,368) -104% Park Maintenance - 345 764,347 888,153 400,424 986,402 1,661,245 674,843 41% Waste Reduction - 346 122,104 131,547 101,484 187,102 189,710 2,608 1% Pinole Valley Lighting & Landscaping 347-348 46,684 30,085 17,231 85,175 85,175 - 0% Sewer Treatment Plant - 641 3,774,932 4,722,179 3,615,914 11,911,529 12,349,900 438,371 4% Sewer Collection - 642 1,332,177 1,448,928 2,439,798 24,763,267 24,183,004 (580,263) -2% Sewer Projects -Shared - 643 646,813 620,415 - 85,000 85,000 - 0% WPCP/Equipment & Debt Svc. (Pinole Only) - 644 576,372 554,420 522,834 1,611,568 1,611,192 (376) 0% Total 10,458,764 13,569,767 9,701,781 59,336,961 52,736,883 (6,600,078) -13% 126

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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) -100% Overtime - 402 294 530 577 588 - (588) -100%
Employee Benefits - 410 12,027 16,406 14,874 20,488 - (20,488) -100% 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) -100% 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 -100% Administrative Debits - 46122 24,574 27,929 22,737 31,115 - (31,115) -100% Legal charges - 46126 252 - - - - - 0%
General Liability Insurance - 46201 5,147 19,109 13,121 7,476 - (7,476) -100% 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 21,092 680,262 100,000 (580,262) -580% Total Measure S - 2014 87,133 569,334 114,112 854,730 198,858 (655,872) -330% 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 $ 100,000
RO1710 San Pablo Ave. Bridge Replacement $ 100,000
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 Sv 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

Page 286 of 738 ends

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.
138

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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
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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
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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
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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 DE 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 $ -
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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
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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
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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 - 100 398,605 537,007 362,933 513,288 590,142 76,854 13% 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 2,744,232 601,074 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 3,702,336 582,853 16%

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 1,302,823 112,095 9% 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 1,317,171 110,960 8% 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 3,702,336 582,853 16%

EXPENDITURES BY PROGRAM
Development Services Planning - 461 1,213,389 1,019,067 585,899 895,693 1,339,959 449,267 34% Development Services Building - 462 1,113,151 1,327,457 936,107 1,364,733 1,479,353 114,620 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 - 465 226,172 260,334 297,466 372,187 418,050 45,863 11% Economic Development - 466 106,482 276,424 86,155 211,003 179,705 (31,298) -17% Total 3,542,159 3,169,424 2,022,905 3,119,483 3,702,336 582,853 16% 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 - 42 692,470 437,968 211,189 406,232 528,869 122,637 23% 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 695,521 442,638 213,018 409,282 531,419 122,137 23% 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 1,264,879 438,711 35% 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%
155

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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 $ 334,488 $ 97,750
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
Summer Interns (ADU & Housing) 10,000
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 $ 16,425
42301 California APA Annual Conference (2) $ 1,350
42301 League- PC Conference (5 Commissioners) 4,350
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) 7,000 42303 CA APA Conference Meal Allowance 400
42303 CA League of Cities PC Conference Meal Allowance 1,400 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 $ 528,669
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 - 42 569,655 236,604 118,219 340,163 398,030 57,867 15% 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 575,585 243,533 122,345 346,163 403,430 57,267 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 1,479,353 162,364 11% Equipment Reserve Fund - 160
Asset Acquisition/Improvement - 47 - - 47,744 47,744 - (47,744) -100% Total Equipment Reserve Fund - - 47,744 47,744 - (47,744) -100% CASp Certification and Training Fund - 226
Professional & Administrative Services - 42 - 1,040 398 - - - 0% Total CASp Certification and Training Fund - 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 $ 11,800
42301 CALBO Business Meeting (Spring) $ 750
42301 CALBO Education Week (Fall) 3,825
42301 CASp Certification 500
42301 Other Educational/Training 500
42302 CALBO Business Meeting Air & Hotel 1,500
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 398,030$
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 $ -
158

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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 -
159

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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 2024/25 FY 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
160

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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 74,605 (4,178) -6% Materials & Supplies - 44 409 430 337 4,333 4,298 (35) -1% Total Services and Supplies 116,639 51,005 17,142 83,116 78,903 (4,213) -5% 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 226,172 260,334 297,466 372,187 418,050 45,863 11%

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 $ 6,900
42301 CEOSF Conference/Training Registration $ 500
42301 ICC Conference/Training Registration 250
42301 WICED Conference/Training Registration 250
42302 AACE Lodging and Travel 2,000
42302 CACEO Lodging and Travel 2,000
42302 CEOSF Lodging and Travel/Trainings 650
42302 WICED Lodging and Travel 750
42303 Meal Allowance 500
42401 Memberships $ 595 $ 1,225
AACE Membership $ 75
CACEO Membership 100
CEOSF Membership 100
ICC Membership 200
WICED Membership 750
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
161

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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 $ 3,745
42301 CALED Annual Training Conference Registration $ 695 42301 ICSC Registration 1,050
42302 CALED Air/Hotel 1,000
42302 ICSC Hotel/Air 1,000
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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Fiscal Year (FY) 2025/26 Operating and Capital Budget
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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Fiscal Year (FY) 2025/26 Operating and Capital Budget
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.
164

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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
165

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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.
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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 2,316,113 (287,693) -12% Total 1,940,219 2,219,864 1,949,097 3,087,511 2,763,780 (323,731) -12%

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 - 42 736,290 772,328 517,096 896,069 914,594 18,526 2% 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 1,116,380 (34,681) -3% 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 2,763,780 (323,731) -12%

EXPENDITURES BY PROGRAM
Recreation Administration - 551 890,764 709,486 853,745 1,104,489 927,173 (177,316) -19% 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 2,763,780 (323,731) -12% 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 83,934 153,266 133,011 (20,255) -15% Materials and Supplies - 44 - 25 - - - - 0%
Total Services and Supplies 69,877 105,121 83,934 153,266 133,011 (20,255) -15% 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 1,068,283 923,673 (144,610) -16% 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 $ 13,300 Travel & Training/Conf-Registration $ 6,500
Travel & Training/Mileage, Air 6,000
Travel & Training/Meal Allowance 800
42401 Memberships $ 1,030 $ 1,030
CPRS Memberships (2) $ 330
NRPA Membership 700
42501 Bank Fees $ 750 $ -
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 $ 88,200
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
Veteran's Day Ceremony 5,000
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 (carryforward)$ - 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 4,545,003 2,071,452 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 2,400,000 1,556,210 -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 7,536,003 3,427,662 45%

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 5,576,407 3,171,317 57% Total 8,792,425 5,465,814 3,381,171 4,108,341 7,536,003 3,427,662 45%

EXPENDITURES BY PROGRAM
General Government - 117 8,792,425 5,465,814 3,381,171 4,108,341 7,536,003 3,427,662 45% Total 8,792,425 5,465,814 3,381,171 4,108,341 7,536,003 3,427,662 45% 184

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Pinole City CouncilJune 17, 2025

Pinole City Council
June 17, 2025