Pittsburg City Council
June 20, 2022

CITY OF PITTSBURG
AGENDA
JUNE 20, 2022

CITY HALL COUNCIL CHAMBER
65 CIVIC AVENUE, PITTSBURG, CA

CLOSED SESSION
5:00 P.M.

REGULAR MEETINGS
7:00 P.M.

CITY COUNCIL

HOUSING AUTHORITY

PITTSBURG ARTS AND COMMUNITY FOUNDATION

PITTSBURG POWER COMPANY

SOUTHWEST PITTSBURG GEOLOGIC HAZARD ABATEMENT DISTRICT II

SUCCESSOR AGENCY

PRESIDING
Holland Barrett White, Mayor/Chair
Shanelle Scales-Preston, Vice- Mayor/Chair
Juan Antonio Banales, Council Member/Board Member
Jelani Killings, Council Member/Board Member
Marilyn “Merl” Craft, Council Member/Board Member
FOR HOUSING AUTHORITY:

S.L. Floyd, Housing Authority Member
Annie Hill Herring, Housing Authority Member
-------------------------------------------------------------------------------------------------------------------------- Pittsburg City Council meetings are held the first and third Mondays of each month at 7:00 p.m. The Housing Authority meets in conjunction with the City Council on the third Monday of each month. The Pittsburg City Council meets regularly in the Council Chamber at 65 Civic Avenue, unless otherwise noted above. The City Council also sits as the Board of Directors of several other City agencies.

The stipends for all agency members conform to state statutes governing compensation amounts. All other Agencies meet on an as needed basis and will be listed above if applicable. Copies of the open session agenda packets, which are distributed to the City Council, are on file in the office of the City Clerk, 65 Civic Avenue, Pittsburg, California, and are available for public inspection, beginning 72 hours in advance, during normal business hours (8:00 a.m. – 5:00 p.m., Monday through Friday, except from noon to 1:00 p.m. and City holidays). The agenda and reports are also located on the City’s website at www.pittsburgca.gov. Additionally, if any reports or documents, which are public records, are distributed to the City Council less than 72 hours before the meeting, those reports and documents will also be available for public inspection in the City Clerk’s Office and on the day of the meeting in the Council Chamber at the public counter area below the dais.

AUDIENCE REMARKS
The Audience Remarks period is for the public to comment on any items scheduled to be heard during the Closed Session portion of the meeting, if applicable.
1 5:00 P.M. - CONVENE IN CLOSED SESSION

1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS pursuant to Section 54956.8:

Property – 985 Railroad Avenue (085-195-010); Negotiator for the Housing Authority – Garrett Evans and Maria Aliotti; Negotiating Party – Gateway: Both price and terms of payment

2. CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION pursuant to Section 54956.9(d)(1)
Save Mount Diablo v. City of Pittsburg et al., Contra Costa County Superior Court case no. CIVMSN21-0462

3. CONFERENCE WITH LABOR NEGOTIATORS Pursuant to Section 54957.6:

City designated representatives: Garrett Evans, Maria Aliotti Employee organizations: American Federation of State, County, and Municipal Employees Local 512 Management/Professional/Confidential Unit and Miscellaneous A Unit; Pittsburg Police Officers’ Association; Pittsburg Police Managers Group; Teamsters Local 856; International Brotherhood of Electrical Workers Local 1295 Unrepresented employees: Management Group; Senior Executive Team 7:00 P.M. - CONVENE IN OPEN SESSION FOR REGULAR MEETING

CALL TO ORDER

ROLL CALL

PLEDGE OF ALLEGIANCE

PROCLAMATION

4. Chief Brian Addington

PRESENTATIONS

5. New Employee Introductions

6. Presentation by Pittsburg Athletic League (PAL)

7. Pittsburg Police Department Employees of the Year

CITY MANAGER REPORTS/REMARKS
The City Manager may make brief announcements or informal comments at this time and brief the Council on items of interest. (No Action Required)

PUBLIC COMMENTS
Members of the audience who wish to address the City Council or Agency Boards on issues that are not scheduled for the agenda and on any items listed as part of the Consent Calendar should complete a Speaker's Card available at the dais. Please read the card carefully in order to fill out the card properly. 2 Submit the completed card to the City Clerk before the item is called, preferably before the meeting begins.

Individuals will be given three minutes to address the Council unless additional time is allowed as provided for spokespersons. Prior to speaking, each member of the public shall state their name and business and City of residence in a clear and audible tone of voice. (No Action Required)

COMMITTEE REPORTS
Council Members may make a report on their committee assignments at this time. (see attached list of adhoc committees and other public agencies in which Council members particiapte). (No Action Required)

HOUSING AUTHORITY

CONSIDERATION

8. Adoption of a Housing Authority City of Pittsburg Resolution for Approval of Operating Budget Plan for Fiscal Year 22-23 for the Housing Authority City of Pittsburg and Appropriation of Funds for Fiscal Year 22-23
On June 6, 2022, a budget workshop meeting was held to review and receive public input regarding the City’s Preliminary Operating Budget for Fiscal Year 2022-23, which included the Housing Authority of the City of Pittsburg’s Fiscal Year 2022-23 budget. The budget must be appropriated for Fiscal Year 2022-23 by July 1, 2022, to provide on-going financing for the Housing Authority of the City of Pittsburg’s activities during the next fiscal year.

CONSENT CALENDAR

9. Minutes of May 16, 2022

10. Disbursement List of April 30, 2022

HOUSING AUTHORITY MEMBER REMARKS

ADJOURNMENT OF THE HOUSING AUTHORITY

PITTSBURG POWER COMPANY

PUBLIC HEARING

11. Adoption of a Pittsburg Power Company Resolution Approving Island Energy Fiscal Year 2022-2023 Annual Rate Case for Electricity and Natural Gas Retail Services on Mare Island
Pittsburg Power Company (“PPC”), a Joint Powers Authority under the City of Pittsburg, provides electric and natural gas utility services on Mare Island, Vallejo under the name of Island Energy (“IE”). PPC presents its Fiscal Year (“FY”) 2022- 2023 Annual Rate Case to its governing board for approval. Once the proposed rate schedules are adopted, the rates will take effect on July 1, 2022.

CITY COUNCIL MEETING

PUBLIC HEARING

12. Adoption of a City Council Resolution Approving the Community Development Block Grant 2022-2023 Annual Action Plan
3 The US Department of Housing and Urban Development (HUD) provides funding to jurisdictions to help meet their housing and community needs. As recipients of these federal funds, HUD requires the City Council to review and approve the Community Development Block Grant (CDBG) 2022-2023 Annual Action Plan (2022-2023 Annual Action Plan). The 2022-2023 Annual Action Plan states the funding recommendations for that fiscal year (FY) and includes the list of subrecipients and their funding allocations.

COMBINED CITY COUNCIL, PITTSBURG ARTS AND COMMUNITY FOUNDATION,

PITTSBURG POWER COMPANY, SUCCESSOR AGENCY AND SOUTHWEST PITTSBURG ghad ii CONSIDERATION

13. Adoption of a City Council Resolution for Approval of the City of Pittsburg’s Operating Budget for Fiscal Year 22-23 and Appropriation of Funds for Fiscal Year 22-23 The City Council’s Finance Sub-Committee met on May 20, 2022, and City Council budget workshop meetings were held on May 9, 2022, and June 6, 2022, to review and receive public input and discussion regarding the Draft Operating Budget for Fiscal Year 2022-23. The Fiscal Year 2022-23 budget must be appropriated by July 1, 2022, to provide on-going funding for the City of Pittsburg activities during the next fiscal year.

14. Adoption of a Pittsburg Arts and Community Foundation Resolution to Approve the Budget for Fiscal Year 22-23 and Appropriation of Funds for Fiscal Year 22-23 and Amending the Fiscal Year 2021-22 Budget Based on Year End Revenue and Expenditure Projections
Mid-Year Projections 2021-22:

Staff completed a Mid-Year Review of Pittsburg Arts and Community Foundation’s, (Foundation) Fiscal Year 2021-22 budget and has determined that budget adjustments are necessary to meet year-end projections.

Budget 2022-23:

The Foundation has prepared its Operating Budget Plan for Fiscal Year 2022-23. The Fiscal Year 2022-23 budget must be appropriated before July 1, 2022, to provide ongoing funding for the Foundation’s activities during the next fiscal year.

15. Adoption of a Pittsburg Power Company Resolution for Approval of the Budget for Fiscal Year 22-23 for the Pittsburg Power Company (PPC) and Appropriation of Funds for Fiscal Year 22-23
The Pittsburg Power Company (PPC) has prepared its Operating Budget Plan for Fiscal Year 2022-23. The Fiscal Year 2022-23 budget must be appropriated by July 1, 2022, to provide on-going funding for the City of Pittsburg activities during the next fiscal year.

16. Adoption of a GHAD II Resolution for Approval of the Budget for Fiscal Year 22-23 for the Southwest Pittsburg Geologic Hazard Abatement District II (GHAD II) and Appropriation of Funds for Fiscal Year 22-23
The City Council’s Finance Sub-Committee met on May 20, 2022, and City Council budget workshop meetings were held on May 9, 2022, and June 6, 2022, to review 4 and receive public input and discussion regarding the Draft Operating Budget for Fiscal Year 2022-23. The Fiscal Year 2022-23 budget must be appropriated by July 1, 2022, to provide on-going funding for the Southwest GHAD II activities during the next fiscal year.

17. Adoption of a City Council Resolution to Adopt the Youth and Young Adult Services Master Plan
The City Council will consider a Resolution adopting the Youth and Young Adult Services Master Plan ("Plan") that sets forth the City’s vision, objectives and implementation strategies for programs and funding specific to youth and young adult services.

CONFLICT OF INTEREST STATEMENT
City Council/Agency Members may make any conflict of interest declarations pertaining to Consent Calendar items at this time.

COMBINED CITY COUNCIL, PITTSBURG ARTS AND COMMUNITY FOUNDATION,

PITTSBURG POWER COMPANY, SUCCESSOR AGENCY AND SOUTHWEST

PITTSBURG GHAD II CONSENT CALENDAR

18. Minutes of June 6, 2022

19. Adoption of a Pittsburg Power Company Resolution Approving the 2022 Wildfire Mitigation Plan and Directing Staff to File the Wildfire Mitigation Plan with the Office of Energy Infrastructure Safety
State Law, Public Utilities Code Section 8387, requires all publicly and investor- owned electric utilities to file an annual Wildfire Mitigation Plan with the California Public Utilities Commission (OEIS). The Pittsburg Power Company (PPC), a joint powers authority, provides retail electricity service on Mare Island, Vallejo and is therefore, required by law to create and update annually a Wildfire Mitigation Plan as a means of enabling processes and procedures to help mitigate the chance of PPC’s facilities causing a wildfire. The Office of Energy Infrastructure Safety (OEIS) requires the Governing Board of the PPC to approve its 2022 Annual Wildfire Mitigation Plan (Plan).

20. Adoption of a Pittsburg Power Company Resolution Approving a Consultant Agreement with Dunbar and Associates for Fiscal Year 2022-2023 Pittsburg Power Company (PPC) is seeking to enter into a consultant agreement (Agreement) with Dunbar and Associates (Consultant) for the period of July 1, 2022 through June 30, 2023 for the administration of the Future Build Program (Future Build) and for guidance in the areas of Human Resources, Economic Development, solar energy and project management services as necessary.

21. Adoption of a Pittsburg Power Company Resolution Authorizing the Executive Director to Enter into an Equipment Purchase Contract with Anixter-Eaton Pittsburg Power Company (PPC), a joint powers authority, provides utility retail electric and natural gas services on Mare Island, Vallejo in the name of Island Energy (IE). PPC is seeking to replace two failed vacuum fault interrupter (VFI) pad mounted switchgear at IE’s Station F. PPC performed a formal bid process to procure two (2) replacement VFIs. Eight equipment manufacturers were solicited. PPC received one 5 (1) conforming bid response from Anixter Eaton.

22. Adoption of a Pittsburg Power Company Resolution Approving Fiscal Year 2021-2022 Budget Increases to Island Energy’s Wholesale Energy Procurement and Utility Sales Revenue
Pittsburg Power Company (PPC) provides electricity and natural gas retail services on Mare Island in the name of Island Energy (IE). Due to the persistent drought in California and rapidly rising fuel costs, Island Energy’s energy procurement budget for both electricity and natural gas have been exhausted after the month of April. Staff proposes to increase IE’s FY 2021-2022 electricity procurement budget by $600,000 and natural gas procurement budget and sales revenue by $250,000 for the same period.

23. Adoption of a Pittsburg Power Company Resolution Approving the Refinancing of the Pittsburg Power Company Loan to Island Energy
Pittsburg Power Company (PPC) provides electricity and natural gas retail services on Mare Island in the name of Island Energy (IE). PPC has loaned a total of $4,250,000 to Island Energy at 3% for a 25-year term to support its infrastructure upgrades and various capital improvement projects. In an effort to prevent a large rate hike, staff proposes to refinance the PPC loan at 2.5% for a 35-year term to reduce Island Energy’s annual debt service expense.

24. Adoption of a City Council Resolution Establishing the Appropriation Limit for the 22- 23 Fiscal Year in Accordance with Proposition 111 and Article XIII (B) In November 1979, the voters of California approved Proposition 4, commonly known as the Gann Initiative. This proposition created Article XIII (B) of the State Constitution placing limits on the amount of revenue which can be appropriated by all government entities in any fiscal year. The legislation mandates all governing bodies including the City of Pittsburg to annually establish the Appropriations Limit.

25. Adoption of a City Council Resolution Approving a List of Firms for On-Call Construction Material Testing, Environmental/Hazardous Material Testing, and Geotechnical Services for Capital Improvement Projects and Authorizing the City Manager to Enter into Agreements with Selected Firms
The Construction Material Testing, Environmental/Hazardous Material Testing, and Geotechnical Services on-call list (the “On-Call List”) of pre-qualified local firms will allow staff to engage these services as they are needed for the design and construction of various infrastructure projects.

26. Adoption of a City Council Resolution Approving a List of Civil Engineering Firms for On-Call Professional Engineering Services and Authorizing the City Manager to Enter into Agreements with Selected Firms
The Civil Engineering On-Call list of pre-qualified civil engineering firms will allow staff to engage these services as they are needed for design, surveying, and studies needed for infrastructure projects or to supplement staff in the performance of City functions.

27. Adoption of a City Council Resolution Approving a List of Civil Engineering Firms for On-Call Engineering Project Management Services and Authorizing the City Manager to Enter into Agreements with Selected Firms
6 The Engineering Project Management Services On-Call list of pre-qualified civil engineering firms will allow staff to engage these services as they are needed for project management, engineering analysis, traffic engineering, entitlement services, contract city surveyor/record document review, plan review and construction inspection for infrastructure projects or to supplement staff in the performance of City functions.

28. Adoption of a City Council Resolution Making Findings in Support of Continuing to Hold Public Subcommittee Meetings by Teleconference Pursuant to California Government Code Section 54953(e)
Assembly Bill 361 (AB 361) amended the Brown Act to allow local legislative bodies to continue to meet remotely during proclaimed states of emergency under specified conditions. Findings must be made every 30 days.

29. Adoption of a City Council Resolution Authorizing Execution of the First Amendment to the Consultant Services Agreement with Cal Engineering & Geology for Staff Augmentation Services
The Engineering Division is experiencing a shortage of qualified professionals to complete the increasing work required in the Capital Improvement Program (CIP).

Recent retirements and a shortage of qualified applicants for the new Assistant City Engineer position have left the division with three open senior level positions. To counteract this shortage of professionals, the division entered a Consultant Services Agreement (Agreement) with Cal Engineering & Geology (CE&G) to provide the staff augmentation needed to keep the capital improvement program moving forward.

30. Adoption of a City Council Resolution Accepting the Annual Water Shortage Assessment Report from the Pittsburg Water Department, Declaring a Level II Water Shortage in Concert with Contra Costa Water District, and Implementing Level I and Level II Demand Reduction Actions
Beginning June 1, 2022, and annually thereafter, all urban water purveyors are mandated by California Water Code (CWC) Section 10632.1 to analyze the supplier’s total annual water supply contrasted against their annual consumption demand and report any projected shortage to the Department of Water Resources (DWR) on or before July 1 of each year. Based on the result of their annual shortage assessment, suppliers determine if a water supply shortage is imminent for the coming year and if so, how severe the shortage is projected to be and which demand reduction actions to implement.

31. Adoption of a City Council Resolution to Authorize the City Manager to Execute an Agreement Between the City of Pittsburg and Contra Costa County Animal Services for Fiscal Year 2022/23
Contra Costa County Animal Services Department presented the City of Pittsburg with a revised City-County Animal Services Agreement reflecting updated services and fee structure for Fiscal Year 2022/23. The initial term of the agreement is two years.

32. Adoption of a City Council Resolution Extending the Economic Development Fee Reduction Program for Fiscal Year 2022-2023
7 On February 3, 2020, the City Council adopted Resolution No. 20-13745, approving an amended Master Fee Schedule, which included a pilot program intended to promote business development within major commercial corridors generally located in the western, central, and eastern portions of the City through the reduction of certain City Fees during the initial period of February 3, 2020 through June 30, 2021 (the “Pilot Program”). On June 21, 2021, the City Council adopted Resolution No. 21- 13593, extending the program through June 30, 2022. The Program is proposed to be extended for an additional year, with a sunset date of June 30, 2023.

COUNCIL REQUEST FOR FUTURE AGENDA ITEMS
Council Members may request items to be considered for future agendas. An item will only be brought forward with a majority vote and will appear on a future agenda with staff recommendations for further Council consideration.

COUNCIL MEMBER REMARKS
Council Members may make brief announcements or informal comments at this time. (No Action Required) ADJOURNMENT to July 18, 2022
8 NOTICE TO PUBLIC

GENERAL INFORMATION
Copies of the open session agenda packets, which are distributed to the City Council, are on file in the office of the City Clerk, 65 Civic Avenue, Pittsburg, California, and are available for public inspection, beginning 72 hours in advance, during normal business hours (8:00 a.m. – 5:00 p.m., Monday through Friday, except City holidays). The full packets are also located on the City’s website at www.pittsburgca.gov. If any reports or documents, which are public records, are distributed to the City Council less than 72 hours before the meeting, those reports or documents will be available for public inspection in the City Clerk’s Office and on the day of the meeting in the Council Chamber at the public counter area below the dais.

SPEAKER’S CARD
Members of the audience who wish to address the City Council on issues that are not scheduled for the agenda and on any items listed as part of the agenda should complete a Speaker’s Card available at the dais. Please read the card carefully in order to fill out the card properly. Submit the completed card to the City Clerk before the item is called, preferably before the meeting begins. Individuals will be given up to three minutes to address the Council unless additional time is allowed as provided for spokespersons. Speakers are not permitted to yield their time to another speaker. Prior to speaking, each member of the public shall state their name and business and City of residence in a clear and audible tone of voice. Pursuant to the Brown Act, no action may be taken by the City Council on items not already scheduled on the agenda; however, the City Council may refer your comments/concerns to staff or request that the item be placed on a future agenda.

PUBLIC HEARINGS
Persons who wish to speak on Public Hearings listed on the agenda will be heard when the Public Hearing is opened, except on Public Hearing items previously heard and closed to public comment. After the public has commented, the item is closed to public comment and brought to the Council/Agency level for discussion and action. Further comment from the audience will not be received unless requested by the Council/Agency.

There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders which require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure Section 1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited, by California law, including but not limited to Government Code Section 65009, to raising only those issues you or someone else raised in the public hearing, or in written correspondence delivered to the City Council prior to or at the public hearing. The City Council may be requested to reconsider a decision if the request is made prior to the next City Council meeting, regardless of whether it is a regular or special meeting.

NOTICE TO THE DISABLED AND VISUALLY OR HEARING IMPAIRED In compliance with the Americans with Disabilities Act, the City of Pittsburg will provide special assistance for disabled citizens. Upon request, an agenda for any meeting shall be made available in appropriate alternative formats. The Council Chamber is equipped with sound amplifier units for use by the hearing impaired. The units operate in conjunction with the Chamber’s sound system. You may request the sound amplifier from the City Clerk for personal use during Council meetings. If you need special assistance to participate in this meeting, or are requesting a specially formatted agenda, please contact the City Clerk at 925-252-4850. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting or provide the requested agenda format. (28 CFR 35.102-35.104 ADA Title II)

DISRUPTIVE CONDUCT
The Council requests that you observe the order and decorum of our Council Chamber by turning off or setting to vibrate all cellular telephones and electronic devices, and that you refrain from making personal, impertinent, or slanderous remarks. Boisterous and disruptive behavior while the Council is in session, and the display of signs in a manner which violates the rights of others or prevents others from watching or fully participating in the Council meeting, is a violation of our Municipal Code and any person who engages in such conduct can be ordered to leave the Council Chamber by the Mayor.

LIVE MEDIA BROADCASTING ADVISEMENT
City Council meetings are webcast live on the City’s website at www.pittsburgca.gov on the Streaming Media page.

Past meetings are also archived on that webpage. Watch the live meeting via the City’s webcast (www.pittsburgca.gov), or on Delta TV Comcast Channel 32, or Delta TV AT&T U-Verse Channel 99. For more information, please contact the City Clerk’s office at 252-4850. 9 City Council Outside Agency / Liaison / Sub-Committees Assignments - 2022 Updated March 7, 2022

OUTSIDE AGENCY BOARDS COUNCIL MEMBER(S) TYPE MEETS STAFF ABAG Shanelle Scales-Preston / Holland White Alt. Standing Annual G. Evans Delta Diablo** Juan Banales / Shanelle Scales-Preston Alt. Standing 2nd Wednesday R. Abono East Co. Co. County Habitat Conservancy Juan Banales / Jelani Killings Alternate Standing Monthly J. Davis East County Water Management Juan Banales / Jelani Killings Alternate Standing Annual R. Abono MCE Clean Energy Board Shanelle Scales-Preston / Holland White Alt. Standing 4 Per Year D. Buchanan TRANSPLAN / ECCRFFA Holland White / Juan Banales Alternate Standing 2nd Thursday R. Abono Tri-Delta Transit (2 reps)*** S. Scales-Preston & Merl Craft / Jelani Killings Alt. Standing Last Wednesday R. Abono

LIAISON TO COUNCIL MEMBER(S) TYPE MEETS STAFF
East Bay League of Calif. Cities Shanelle Scales-Preston / Merl Craft Alt. Standing 3rd Thursday *Rotational Mayor’s Conference Holland White / Shanelle Scales-Preston Alt. Standing 1st Thursday G. Evans School Districts Committee (2x2) Shanelle Scales-Preston & Merl Craft / Jelani Killings Alt. Standing 2nd Thursday G. Evans even months

SUBCOMMITTEES COUNCIL MEMBER(S) TYPE MEETS STAFF
American Rescue Plan Act (ARPA) Holland White / S. Scales-Preston / Juan Banales Alt. Ad Hoc As needed G. Evans CAC CDBG Subcommittee S. Scales-Preston & Jelani Killings / Holland White Alt. Standing As needed M. Aliotti City Council Policy and Procedures Review Juan Banales & Merl Craft Ad Hoc As needed G. Evans City Infrastructure and Transportation (2) S. Scales-Preston & Juan Banales / Holland White Alt. Standing As needed R. Abono Community Services Subcommittee Merl Craft & Shanelle Scales-Preston / Juan Banales Alt. Standing As needed M. Aliotti Constituent Management Services S. Scales-Preston & Juan Banales / Holland White Alt. Ad Hoc As needed G. Evans Economic Develop/Waterfront Subcommittee Jelani Killings & Holland White / S. Scales-Preston Alt. Standing As needed J. Davis Finance Subcommittee (1) Juan Banales & Holland White / S. Scales-Preston Alt. Standing As needed P. Rodrigues Government Performance Subcommittee Holland White & Jelani Killings Ad Hoc As needed G. Evans Hills Committee Juan Banales & Jelani Killings / Merl Craft Alt. Ad Hoc As needed G. Evans Land Use Subcommittee (3) Juan Banales & Holland White / S. Scales-Preston Alt. Standing As needed J. Davis Los Medanos Health Advisory Committee S. Scales-Preston & Jelani Killings Ad Hoc As needed G. Evans Pittsburg Arts & Community Foundation Merl Craft & S. Scales-Preston / Jelani Killings Alt. Standing As needed G. Evans Pittsburg Police Activities League (PAL) Holland White & S. Scales-Preston / Jelani Killings Alt. Standing Monthly B. Addington Pittsburg Recognition Committee Holland White / Shanelle Scales-Preston Alt. Standing As needed K. Simonton Power Company Advisory Holland White & S. Scales-Preston / Juan Banales Alt. Standing As needed D. Buchanan Public Safety Subcommittee Holland White & Shanelle Scales-Preston Standing As needed B. Addington Sister City Committee Jelani Killings & Holland White / Merl Craft Alt. Standing As needed K. Simonton *Rotational Staff as assigned by City Manager
**Stipend of $170 per month
***Stipend of $100 per month
10 OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Housing Authority City of Pittsburg Resolution for Approval of Operating Budget Plan for Fiscal Year 2022-23 for the Housing Authority City of Pittsburg and Appropriation of Funds for Fiscal Year 2022-23
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
On June 6, 2022, a budget workshop meeting was held to review and receive public input regarding the City’s Preliminary Operating Budget for Fiscal Year 2022-23, which included the Housing Authority of the City of Pittsburg’s Fiscal Year 2022-23 budget. The budget must be appropriated for Fiscal Year 2022-23 by July 1, 2022, to provide on-going financing for the Housing Authority of the City of Pittsburg’s activities during the next fiscal year.

FISCAL IMPACT
The Housing Authority City of Pittsburg’s Budget for Fiscal Year 2022-23 estimates revenues of $23,303,541 and expenditures of $23,224,178.

RECOMMENDATION
Housing Authority Board approve the Operating Budget for Fiscal Year 2022-23 and adopts the Budget for the Housing Authority City of Pittsburg for the Fiscal Year 2022-23.

BACKGROUND
The Preliminary Operating Budget for Fiscal Year 2022-23 for the City of Pittsburg was presented to the City Council at a Budget workshop meeting held on June 6, 2022, which included the Housing Authority of the City of Pittsburg. 11 SUBCOMMITTEE FINDINGS
The City of Pittsburg Preliminary Operating Budget for the Fiscal Year 2022-23, which included the Housing Authority City of Pittsburg’s Budget, was presented to the Finance Subcommittee on May 20, 2022. The Finance Subcommittee did not have any changes related to the Housing Authority Budget.

STAFF ANALYSIS
A complete copy of the detailed Preliminary Operating Budget document for Fiscal Year 2022-23 is on the City’s website and can be located by navigating to the City Services/Finance/Budget and Other Financial Documents/2022-23 Proposed Budget.

According to the Preliminary Operating Budget for Fiscal Year 2022-23, the Housing Authority will see an increase in fund balance of $79,363.

ATTACHMENTS: Resolution
Report Prepared By: Laura Mendez, Finance Division Manager – Reporting Reviewed By: Paul L. Rodrigues, Finance Director
12 Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE HOUSING AUTHORITY
In the Matter of:

Approval of the Budget for Fiscal Year )
2022-23 for the Housing Authority ) RESOLUTION NO. 22-
of the City of Pittsburg and Appropriation )
of Funds for Fiscal Year 2022-23 )

WHEREAS, the Executive Director has prepared, transmitted and presented the one- year Preliminary Operating Budget Plan for Fiscal Year 2022-23 to the Housing Authority Board for its consideration; and
WHEREAS, a Housing Authority Budget is prepared with the intent of providing a planned program for services and a financial system to carry out the planned program of services; and
WHEREAS, on June 6, 2022, a budget workshop meeting was held to review and receive public input regarding the City’s Preliminary Operating Budget for Fiscal Year 2022-23, which included the Housing Authority of the City of Pittsburg and recommends estimated revenues of $23,303,541 and expenditures of $23,224,178.

NOW, THEREFORE, the Housing Authority Board DOES RESOLVE as follows:

Section 1. Findings and Authorization
A. The recitals set forth above are true and correct statements and are hereby incorporated in conjunction with the respective staff report.

B. That the Budget for Fiscal Year 2022-23 is hereby approved as set forth in a copy of said budget summary on file with the Housing Authority and which by this reference is incorporated herein and authorizes the preparation of the final Budget Review document for Fiscal Year 2022-23.

C. Those funds are hereby and shall be appropriated in the estimated revenue of $23,303,541 and expenditures of $23,224,178.

D. That the Finance Director or his/her designee is hereby authorized to approve payment of goods and services received by the Housing Authority in accordance with the Housing Authority’s approved budget, programs and policies.

E. That the Housing Authority Board authorizes changes to be made to the annual budget as follows:
13 Resolution No. 22- Page 2 of 2 June 20, 2022 Items Requiring Board Action:
 Appropriation of fund balance reserves.
 Transfers of appropriations between funds.
 New interfund loans or advances.
 Creation of new capital projects.
 Transactions which increase total fund budgets.

Items Delegated to the Executive Director:
 Items in excess of $5,000.00.
 Transfers between departments and divisions so that the total fund budget remains the same.
 Approval of transfers within funds which increase salary and benefit appropriations so that the total fund budget remains the same.

Items Delegated to Department Heads:
 Allocation of departmental appropriations to line item except for salary and benefit appropriations.
 Changes which exceed current funds disbursement authorizations must be approved by the Executive Director. These changes cannot increase the department budget.

Section 2. Effective Date
This Resolution shall become effective immediately upon adoption.

PASSED AND ADOPTED by The Housing Authority Board at a special meeting held on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
________________________________
Holland Barrett White, Chair

ATTEST:
______________________________
Alice E. Evenson, Agency Secretary
14 Housing Authority Minutes 1 of 2 May 16, 2022

CITY OF PITTSBURG

HOUSING AUTHORITY MEETING MINUTES
DATE: May 16, 2022
LOCATION: Council Chamber, City Hall, 65 Civic Avenue, Pittsburg, CA 94565 CITY COUNCIL.AGENCY MEMBERS
Holland Barrett White, Mayor/Chair
Shanelle Scales-Preston, Vice-Mayor/Chair
Juan Antonio Banales, Council/Agency Member
Jelani Killings, Council/Agency Member
Marilyn Craft, Council/Agency Member
S.L. Floyd, Agency Member
Annie Hill Herring, Agency Member

APPOINTED OFFICIALS
Garrett Evans, City Manager/Executive Director
Donna Mooney, City Attorney/Legal Counsel
Alice E. Evenson, City Clerk/Agency Secretary (elected) Nancy Parent, City Treasurer (elected)

CALL TO ORDER
Chair White called the meeting of the Housing Authority to order at 7:53 P.M. in the City Council Chamber at City Hall, 65 Civic Avenue, Pittsburg, California.

ROLL CALL
Member Floyd was absent and excused.

CONSENT CALENDAR
On Motion by Member Craft, seconded by Vice-Chair Scales-Preston, to adopt and carried by the following vote:

AYES: Banales, Craft, Herring, Killings, Scales-Preston, White ABSENT: Floyd

6. Minutes of April 18, 2022

7. Disbursement List of March 31, 2022

HOUSING AUTHORITY MEMBER REMARKS
There were no Housing Authority Member remarks.
15 Housing Authority Minutes 2 of 2 May 16, 2022

ADJOURNMENT
The Housing Authority was adjourned at 7:55 P.M.

Respectfully submitted,
Alice E. Evenson, Secretary
16 Ck# Amount HAP ₁ VASH₂ UR₃ Portability Admin. Fee TOTAL 50906-51032 1,618,137.12$ 1,467,977.23 91,726.00 11,506.90 46,284.00 642.99 1,618,137.12$ 40122001-40122454

51033-51038 58,386.97 21,183.00 29,025.14 166.00 6,240.00 1,772.83 58,386.97 41522001-41522027
TOTAL 1,676,524.09$ 1,489,160.23 120,751.14 11,672.90 52,524.00 2,415.82 1,676,524.09$ ¹Housing Assistance Payment ²Veterans Affairs Supportive Housing ³Utility Reimbursement TOTAL
Salaries and Wages 65,527.14$
Salaries- Overtime 294.93
Retirement Miscellaneous 4,897.47
Retirement - Pension Bonds 7,665.50
Health Insurance - Employees 14,672.97
Additional CalPERS Pension Contribution 637.38
Life Insurance 78.34
Dental Insurance 1,263.96
Vision - Employee 140.64
Workers' Compensation 2,118.84
Unemployment Insurance 386.94
Disability Insurance 152.64
F I C A & Medicare 5,086.74
Deferred Compensation - Employer 1,246.89
Vac Buy-Bk/Empl Termination 1,061.17
Pension 115 Trust 655.92
Retiree OPEB Costs 3,017.83
Office Supplies & Materials 1,422.43
Postage 1,586.91
Utilities - Electric 2,169.49
Utilities - Water 17.32
Utilities - Telephone Service 512.42
Utilities - WiFi/Cellphone Service 218.15
Membership Dues & Subscriptions 512.20
Travel, Training & Conferences 1,192.50
Insurance - Alloc Chgs 7,280.33
Other Contractual & Professional Service 8,235.14
Maintenance Agreements 2,555.83
Maintenance & Repairs 319.40
Building Rental 2,375.00
Fleet Maintenance Alloc Chgs 576.58
Building Maintenance Alloc Chgs 1,769.42
Information Systems Alloc Chgs 1,755.67
Admin Overhead Paid to City 4,830.33
146,234.42$
Ck# Reason Amount
No Voids in April. -$
TOTAL -$
Prepared by: HB
Reviewed by: LM 1,822,758.51$

VOIDED CHECKS
& ADJUSTMENTS

NET OF ISSUED AND VOIDED PAYMENTS

HOUSING AUTHORITY OF THE CITY OF PITTSBURG

DISBURSEMENT SUMMARY
FOR THE MONTH ENDED APRIL 30, 2022

VOUCHERSADMINISTRATIVE EXPENSES
Description
17 Check
Number Amount
Check Summary
Check Date Payee Tax ID Payee
Housing Choice Voucher
April 1, 2022
4/1/2250906 63.00Christina M Fitzgerald* *****1702
4/1/2250907 33.00Cynthia g Cones*****4282
4/1/2250908 94.00Dajon W Smith*****0269
4/1/2250909 253.50Franchise Tax Board
4/1/2250911 34.00Kawanda M Dotson*****2309
4/1/2250912 1.00Lyniece N Eddins*****3960
4/1/2250913 142.00Rayna Madison*****7218
4/1/2250914 79.00Samaiyah A Warren*****6935
4/1/2250915 36.00Denise L Irvin*****3834
4/1/2250916 215.00Vanna L Warga*****8240
4/1/2250917 175.00Jaime M Lopez*****1654
4/1/2250918 57.00Raquel E Miller*****2890
4/1/2250919 1,165.00Albert K Lea III*****1679
4/1/2250920 124.00Danielle M Thomas*****5232
4/1/2250921 130.00Malik Lawson*****9120
4/1/2250922 91.00Bobbie J Royston*****0164
4/1/2250923 165.00Carolyn A Hampton*****3100
4/1/2250924 317.00Ono c Rothschild*****4208
4/1/2250925 109.00Evelyn Smith*****2184
4/1/2250926 15.00Livis J Sanders*****9858
4/1/2250927 53.00Irma M Castillo*****3035
4/1/2250928 1.00Starr C Bronson*****3542
4/1/2250929 115.00Pashenia D Sanders*****4119
4/1/2250930 233.00Candice J Taylor*****1634
4/1/2250931 37.00Mary P Grigsby*****5133
4/1/2250932 58.00Krystal M W illiams*****6519
4/1/2250933 18.00Amana K Cornish*****2494
4/1/2250934 277.00Yolanda M Smith*****7432
4/1/2250935 103.00Vonia Jackson*****8373
4/1/2250936 17.00Ronnie L Williams*****5661
4/1/2250937 36.00Nicolas A Wagnon*****0912
4/1/2250938 31.00Laneava S Blanks*****7253
4/1/2250939 530.00Destiny S Albert*****0478
4/1/2250940 76.00Iman N Hanif*****8874
Check Summary PWO 03/28/2022 Page 1©2022, MRI Software LLC - All Rights Reserved. 18 4/1/2250941 153.00Nieza M Burrus*****8665
4/1/2250942 73.00Joshua C Perez*****4091
4/1/2250943 67.00Meeka O Dones*****6976
4/1/2250944 27.00Thelma R Hearne*****6806
4/1/2250945 392.00Delfonse A Lewis*****2319
4/1/2250946 57.00Carol J Davis*****9687
4/1/2250947 584.00Sherron A Camp*****6015
4/1/2250948 92.00Shanae V Washington*****3403
4/1/2250949 48.00Portia C Lewis*****8907
4/1/2250950 70.00Eva L Mangum*****3840
4/1/2250951 145.00Akilah Z Parker*****0531
4/1/2250952 148.00Natasha Morris*****0516
4/1/2250953 36.00Michelle m Berry*****5492
4/1/2250954 80.00Michele N Nichols*****7135
4/1/2250955 6.00Lashawn P Fields*****5626
4/1/2250956 81.00Kristina M Greer*****5232
4/1/2250957 79.00Mannah S Parrott*****3113
4/1/2250958 173.00Mildred L Edwards*****4331
4/1/2250959 113.94Janet Brown*****6215
4/1/2250960 40.00Darrell C Carter*****9835
4/1/2250961 11.00Shirley J Strausbaugh*****3181
4/1/2250962 60.00Monique Thompson*****2695
4/1/2250964 344.00Elisa Johnson*****3528
4/1/2250965 123.00Jade Nelson*****6015
4/1/2250966 35.00Virgie r Gray*****0903
4/1/2250967 8.00Melissa R Griffin*****6507
4/1/2250968 35.00Daniel Harvey*****6738
4/1/2250969 18.00Charlene M Best*****3869
4/1/2250970 42.00Ebony N Manning*****4721
4/1/2250971 29.00Theresa M Evans*****1595
4/1/2250972 9.00Camille A Lascano*****2217
4/1/2250973 304.00Shamia L Patterson*****5994
4/1/2250974 169.00Miracle R Barlow*****3944
4/1/2250975 50.00Alexandra D McCray*****5334
4/1/2250976 131.00Audrey D Payton*****9709
4/1/2250977 4.00Sherry M Whaley*****8439
4/1/2250978 21.00Latasha P Martin*****4672
4/1/2250979 584.00Jakeesha S Acree*****5692
4/1/2250980 62.00Tamika Brown*****1606
4/1/2250981 223.00DeAndre A Ellingberg*****8308
4/1/2250982 36.00Crystal j Houston*****5083
Check Summary PWO 03/28/2022 Page 2©2022, MRI Software LLC - All Rights Reserved. 19 4/1/2250983 62.00Joisha S Armstrong*****1009
4/1/2250984 140.00Genevieve L Allen*****1698
4/1/2250985 11.00Kwaume J Frederick*****6438
4/1/2250986 111.00Hermajo L Hoskins*****6573
4/1/2250987 92.00Linda P Smith*****6355
4/1/2250988 109.00Ebony N Washington*****8533
4/1/2250989 45.00Debra Gregory*****0256
4/1/2250990 292.00Nova L Alfred*****9016
4/1/2250991 253.00Lisa F Jackson*****9937
4/1/2250992 26.00Sau C Ly*****2542
4/1/2250993 47.00Nathan Banks JR*****6953
4/1/2250994 253.00Christina L Combs*****0344
4/1/2250995 64.00Daudi K Edmond*****7822
4/1/2250996 30.00Monique c Chaves*****5758
4/1/2250997 24.00Patricia Rubio*****0779
4/1/2250998 280.00Leilani S Gomez*****6095
4/1/2250999 1,706.00JOW & AAW, LLC*****9325
4/1/2251000 2,817.00A Classey Corp.

DBA: ACL Property Management
*****6825
4/1/2251001 4,187.00Western Addition Apartments, LLC*****9326 4/1/2251002 2,601.00Alamo Square Apartments LLC*****8574 4/1/2251004 1,541.00Mr. Donald Rhodes
C/O Paul Shatswell Estate
*****2979
4/1/2251005 1,834.00Federal D Glover*****7079
4/1/2251006 2,299.00Guild Mortgage
Loan # 503-2003900
*****6137
4/1/2251007 779.45Harris County Housing Authority*****6352 4/1/2251008 1,720.00Hartz Property Management*****0348
4/1/2251009 3,525.00Diamond Hillside Apartments*****1057 4/1/2251010 1,085.12King County Housing Authority*****0978 4/1/2251011 2,364.00Steven Lau*****3941
4/1/2251012 2,725.00Miaogen Lu*****4593
4/1/2251013 2,190.00Dante McDonald*****3124
4/1/2251014 1,955.00Darryl H. Milburn*****4305
4/1/2251015 1,928.00Ba Nguyen
Thu Thi Ngo
*****2593
4/1/2251016 1,969.00Catalina Pacheco*****9798
4/1/2251017 1,809.00Lorene Paysinger*****9182
4/1/2251018 1,480.00Linda Phon*****7243
4/1/2251020 1,727.00Salmana S. Shah*****2839
4/1/2251021 6,055.00Sierra Pacific Properties*****7396
4/1/2251022 1,695.00Khalid Sultan*****8705
Check Summary PWO 03/28/2022 Page 3©2022, MRI Software LLC - All Rights Reserved. 20 4/1/2251023 1,256.00Albert S Tam*****8191
4/1/2251024 389.00Ventana Rental Homes*****5770
4/1/2251025 5,759.00San Marcos Villas*****1355
4/1/2251026 1,437.00Western Upper Haight Street Apartments, LLC*****9322 4/1/2251027 1,467.00Ying Na Yeung*****1102
4/1/2251029 1,524.00Fanny Kao Huang*****1535
4/1/2251030 23,108.00Marina Heights Apartments, LP*****7378 4/1/2251031 24,941.00Marina Heights Apartments, LP*****7378 4/1/2251032 17,761.00Marina Heights Apartments, LP*****7378 4/1/2240122001 4,789.009th Street Associates, LP* DD - ES*****2626 4/1/2240122002 926.00Meerwais Abdiani DD - ES*****0229
4/1/2240122003 18,405.00ABJ Enterprises, Inc. dba Blue Line Property Management
DD - ES*****8167
4/1/2240122004 1,430.00Leonda R Addison DD - ES*****9050 4/1/2240122005 1,461.00Amitabh Agrawal DD - ES*****7139 4/1/2240122006 1,250.00Rosario Aguilar DD - ES*****6232 4/1/2240122007 2,021.00Rosa Aguirre DD - ES*****5759
4/1/2240122008 1,780.00Demetrius Alexander DD - ES*****9530 4/1/2240122009 710.00Jane Alexander DD - ES*****5726
4/1/2240122010 1,220.00Dale Alvarez DD - ES*****9681
4/1/2240122012 2,407.00Cecilia Anderson DD - ES*****0104 4/1/2240122013 2,010.00Shawn Anderson DD - ES*****9111
4/1/2240122014 2,510.00Anisa Ebadi DD - ES*****5423
4/1/2240122015 29,950.00Stoneman Apartments DD - ES*****5951 4/1/2240122016 10,938.00Stoneman Apartments DD - ES*****5951 4/1/2240122017 2,001.00Deborah Bailey
c/o Select 1 Realty
DD - ES*****8504
4/1/2240122018 2,199.00Shruti Motilal Ba-Harani DD - ES*****4941 4/1/2240122019 1,950.00Mel L. Banagan DD - ES*****2764
4/1/2240122020 804.00Carlos G. Barraza DD - ES*****4138 4/1/2240122021 1,562.00Ken Bartlett DD - ES*****3909
4/1/2240122022 2,627.00Donald Scott Barbour DD - ES*****1494 4/1/2240122023 1,939.00John Charles Bautista DD - ES*****7563 4/1/2240122024 1,792.00Baywood Property Management, Inc. DD - ES*****7019 4/1/2240122025 1,158.00Christine Becerra DD - ES*****3637 4/1/2240122026 6,442.00Holly A Hawkins DD - ES*****9093 4/1/2240122027 2,027.00Charles Bell and Camino Johnson-Bell DD - ES*****8614 4/1/2240122028 29,346.00Belmont Apartments DD - ES*****2521 4/1/2240122029 31,230.00Belmont Apartments DD - ES*****2521 4/1/2240122030 25,048.00Belmont Apartments DD - ES*****2521 Check Summary PWO 03/28/2022 Page 4©2022, MRI Software LLC - All Rights Reserved. 21 4/1/2240122031 764.00Alex Benjamen DD - ES*****5996
4/1/2240122032 1,668.00Tennyson Berry DD - ES*****6465
4/1/2240122033 2,402.00Bethel Global Development LLC DD - ES*****8634 4/1/2240122034 2,190.00Gina Bhatia DD - ES*****2209
4/1/2240122035 1,554.00Jimmy Bhatia DD - ES*****1636
4/1/2240122036 4,747.00Som N Bhatia DD - ES*****7075
4/1/2240122037 2,548.00Pinakin Bhatt DD - ES*****0602
4/1/2240122038 1,950.00Joseph B. Bachir DD - ES*****8470 4/1/2240122039 2,552.00Steven Booras DD - ES*****5924
4/1/2240122040 4,079.002018-2 IH Borrower LP DD - ES*****1438 4/1/2240122041 2,698.00Rosie M Boyd DD - ES*****2439
4/1/2240122042 2,051.00Victoria Boyko DD - ES*****8847
4/1/2240122043 1,356.00Kelly Ann Bradford DD - ES*****3037 4/1/2240122044 3,081.00Mariya Briggs DD - ES*****7855
4/1/2240122045 2,011.06Janet Brown DD - ES*****6215
4/1/2240122046 1,477.00Jessica G. Platt DD - ES*****7469 4/1/2240122047 1,644.00Lauren H Brown DD - ES*****9783
4/1/2240122048 2,589.00Blue Sapphire Homes, Inc. DD - ES*****9954 4/1/2240122049 4,335.00Huong T. Bui DD - ES*****2142
4/1/2240122051 3,283.00Mommi Cannon DD - ES*****3581
4/1/2240122052 2,025.00Donnell I. Carson DD - ES*****4042 4/1/2240122053 1,985.00Carpino, LLC DD - ES*****2700
4/1/2240122054 1,528.00Castle Creek Company, Inc.

Trust Account
DD - ES*****5079
4/1/2240122055 2,150.00Christopher Todd Chambers DD - ES*****6006 4/1/2240122056 2,165.00P. M. Chaobal DD - ES*****5571
4/1/2240122057 474.00Chao Chen DD - ES*****9661
4/1/2240122058 4,994.00Hong Chen DD - ES*****1853
4/1/2240122059 4,291.00Jienlin Chen DD - ES*****8946
4/1/2240122060 2,380.00Hwa-Yoong Chiu DD - ES*****5473
4/1/2240122061 2,750.00Ada Choi DD - ES*****3211
4/1/2240122062 3,231.00Chun Ok Choi DD - ES*****2454
4/1/2240122063 2,500.00Michele Choi DD - ES*****7759
4/1/2240122064 2,783.00Chau Chung DD - ES*****2433
4/1/2240122065 7,265.00City of Pittsburg Housing Authority DD - ES*****0310 4/1/2240122066 1,717.00Juan F. Clara DD - ES*****3591
4/1/2240122067 2,435.00Ping Cao DD - ES*****7054
4/1/2240122068 1,038.82College Park Housing Authority DD - ES*****1362 4/1/2240122069 1,920.00Adolph Rudolph Cortesi III DD - ES*****0855 4/1/2240122070 1,583.00David Elmer Cortesi DD - ES*****5708 Check Summary PWO 03/28/2022 Page 5©2022, MRI Software LLC - All Rights Reserved. 22 4/1/2240122071 1,870.12Contra Costa County Housing Authority DD - ES*****0746 4/1/2240122072 25,602.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
4/1/2240122073 23,952.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
4/1/2240122074 20,258.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
4/1/2240122075 2,442.00Jeannette D. Crespo DD - ES*****6569 4/1/2240122076 1,950.00Patricia Crosby DD - ES*****7900 4/1/2240122077 1,464.00Justin Dailey DD - ES*****6248
4/1/2240122078 2,721.00Dam Quang To DD - ES*****1622
4/1/2240122079 1,714.00Danica J. French Evans DD - ES*****0793 4/1/2240122080 1,348.00Audrey Davis DD - ES*****2963
4/1/2240122081 973.00Kesha E. Davis DD - ES*****0396
4/1/2240122082 1,629.00Kevin Davidson DD - ES*****8929
4/1/2240122083 1,621.00Paulette Davis DD - ES*****4961
4/1/2240122084 1,429.00Roshan M. Davis DD - ES*****6115 4/1/2240122085 3,448.00Jagdeep or Shashi Dayal DD - ES*****9068 4/1/2240122086 2,714.00Wayman Dea DD - ES*****2031
4/1/2240122087 1,666.00Charles Dellamore DD - ES*****8370 4/1/2240122088 1,757.00David De La Torre DD - ES*****5882 4/1/2240122089 10,889.00Brigitte P. Doan DD - ES*****1004 4/1/2240122090 4,872.00Anna Phuongnam Thi Do DD - ES*****3531 4/1/2240122091 1,026.00Ester Coleman Dunlap DD - ES*****5568 4/1/2240122092 1,417.00Tyrone W. Duncan DD - ES*****5326 4/1/2240122093 1,345.00Linda Duong DD - ES*****6538
4/1/2240122094 4,741.00Mercy Housing California XXXVIII East Leland Court Apartments
DD - ES*****3406
4/1/2240122095 1,337.00Doris Engle Family Ltd Partnership c/o Select 1 Realty
DD - ES*****0372
4/1/2240122096 2,200.00Alma B Espiritu DD - ES*****3757 4/1/2240122097 1,540.00Johnathan Espinoza DD - ES*****4023 4/1/2240122098 727.00Gerardo M. Esquivel DD - ES*****8122 4/1/2240122099 5,315.00Jianxin Fang DD - ES*****6027
4/1/2240122100 2,794.00Xiangfang Li DD - ES*****1830
4/1/2240122101 2,400.00Favian M. Wong DD - ES*****3602
4/1/2240122102 2,339.00Michael Mao
C/O Jing Feng
DD - ES*****3835
4/1/2240122103 1,875.00Barbara J. Fierner DD - ES*****2790 4/1/2240122104 1,137.00Joseph Field DD - ES*****9447
4/1/2240122105 1,570.00Hernan Roberto Figueroa DD - ES*****7691 4/1/2240122106 1,460.00Tochia D. Brewster Fleeton DD - ES*****0962 4/1/2240122107 1,395.00Alexander Flowers DD - ES*****5773 Check Summary PWO 03/28/2022 Page 6©2022, MRI Software LLC - All Rights Reserved. 23 4/1/2240122108 27,085.00Fox Creek Apartments DD - ES*****4032 4/1/2240122109 1,480.00Fox Creek Apartments DD - ES*****4032 4/1/2240122110 1,866.00Monica Fraga DD - ES*****0284
4/1/2240122111 3,858.00Rejois O Frazier DD - ES*****6894 4/1/2240122113 2,164.00Mr. Darren Fuller DD - ES*****6265 4/1/2240122114 -1,597.87Fan Fuller DD - ES*****8997
4/1/2240122115 2,050.00Gialene Gaines DD - ES*****9634
4/1/2240122116 2,713.00Kelly Yu Min Gao DD - ES*****2189 4/1/2240122117 1,466.00Adraine Gardner DD - ES*****6981 4/1/2240122118 1,167.00Antoinette L Garcia DD - ES*****4278 4/1/2240122119 1,859.00David Gardner DD - ES*****7036
4/1/2240122120 2,558.00Rupesh Garg DD - ES*****0785
4/1/2240122121 1,258.00W illiam H. Gardiner DD - ES*****2931 4/1/2240122122 6,218.00Gateway Apartments DD - ES*****5111 4/1/2240122123 1,110.00Parvindokht Ghaboulidashti DD - ES*****5298 4/1/2240122124 2,634.00Vernon or Eva Gholson DD - ES*****1145 4/1/2240122125 1,534.00Jacqueline Gill DD - ES*****5958 4/1/2240122126 5,260.00Mahavir Gill
Mahavir S Gill Sr
DD - ES*****3566
4/1/2240122127 1,548.00Sukpran Gill DD - ES*****8187
4/1/2240122128 846.00Hadiya A Gomez DD - ES*****6208
4/1/2240122129 2,807.00Jesse Gonzaga DD - ES*****3032
4/1/2240122130 2,122.00Martin T. Gonsalves DD - ES*****5209 4/1/2240122131 2,139.00Ting Gong DD - ES*****2367
4/1/2240122132 2,978.00Frances Greene DD - ES*****6940
4/1/2240122133 962.00Rodney Green DD - ES*****4872
4/1/2240122134 2,936.00Rupinder Grewal DD - ES*****3361 4/1/2240122135 721.50Patricia Gridley DD - ES*****7325
4/1/2240122136 1,413.00Amparo Guardado
Cesar Q. Guardado
DD - ES*****6721
4/1/2240122137 3,925.00Krystle Guan DD - ES*****0940
4/1/2240122138 1,359.00Bob Gunson Real Estate
C/O Julie Hang
DD - ES*****5987
4/1/2240122139 791.00Abhilash Gupta DD - ES*****5267
4/1/2240122140 878.00Donald R. Watson, Sr. DD - ES*****7930 4/1/2240122141 2,928.00Peter Hackett DD - ES*****3342
4/1/2240122142 1,667.00Asharfun Nisha Hafiz DD - ES*****6176 4/1/2240122143 5,191.00Jeffrey Paul Hagler DD - ES*****0457 4/1/2240122144 1,712.00Delores Jane Hall DD - ES*****9827 4/1/2240122145 2,165.00Clarence Jerome Hardison DD - ES*****4299 4/1/2240122146 1,939.00David L Hart DD - ES*****6228
4/1/2240122147 7,258.00Lawrence Harrold DD - ES*****1769 Check Summary PWO 03/28/2022 Page 7©2022, MRI Software LLC - All Rights Reserved. 24 4/1/2240122148 8,844.00Delta Hawaii Garden Apartments LLC DD - ES*****7423 4/1/2240122149 1,917.00Chuanhu He DD - ES*****5859
4/1/2240122150 2,026.00Ji Yuan He DD - ES*****0855
4/1/2240122151 16,848.00David T. Hennigan DD - ES*****6728 4/1/2240122152 3,447.00Silvester C. Henderson DD - ES*****3097 4/1/2240122153 363.00Elias Herrera DD - ES*****2157
4/1/2240122154 278.00Marva Hill DD - ES*****1603
4/1/2240122155 2,133.00Chainchal Hira DD - ES*****3207
4/1/2240122156 1,319.00Carl E. Hoard II DD - ES*****6255 4/1/2240122157 2,560.00Havy S Hoag DD - ES*****5654
4/1/2240122158 1,740.00Albert Ho DD - ES*****4106
4/1/2240122159 1,316.00Joyce Ann Hoffman DD - ES*****8576 4/1/2240122160 1,360.00Ronald G. Holmes DD - ES*****4543 4/1/2240122161 3,342.00SRH Holdings LLC DD - ES*****7987 4/1/2240122162 2,585.00Invitation Homes DD - ES*****2768 4/1/2240122163 1,367.00Tony Ho DD - ES*****5700
4/1/2240122164 2,794.00Cheng Huang DD - ES*****9956
4/1/2240122165 2,860.00Ming Zin Huang DD - ES*****8816
4/1/2240122166 7,168.00Tao Huang DD - ES*****7984
4/1/2240122167 2,586.00Xia Jing Huang DD - ES*****7838
4/1/2240122168 1,985.00Nancy Xiu Zhen Hu DD - ES*****9084 4/1/2240122169 2,400.00Thinh Trieu Huynh DD - ES*****6229 4/1/2240122170 599.00IGreen House Inc. DD - ES*****0778 4/1/2240122171 3,194.00IH5 Property West LP DD - ES*****7951 4/1/2240122172 1,497.00Keyee Investment LLC DD - ES*****8323 4/1/2240122173 1,720.00LaShon D Irving DD - ES*****1017 4/1/2240122174 2,319.00Michael or Kay Isola DD - ES*****6821 4/1/2240122175 2,713.00Jabbarr Love DD - ES*****4913
4/1/2240122176 2,083.00Brandi Jackson
c/o Perry Realty Team
DD - ES*****2036
4/1/2240122177 2,871.00Consuelo Marie Jackson DD - ES*****1075 4/1/2240122178 5,407.00Deepika Sameer Jain DD - ES*****5120 4/1/2240122179 11,411.00Sameer Jain DD - ES*****4910
4/1/2240122180 1,157.00Vishal S. Jain DD - ES*****3307
4/1/2240122181 2,794.00Jason Le DD - ES*****1349
4/1/2240122182 1,486.00Jian Xing Zhang DD - ES*****6917 4/1/2240122183 1,963.00Krystal Johnson DD - ES*****3090 4/1/2240122184 1,480.00Ronita Johnson DD - ES*****8569
4/1/2240122185 1,923.00Sharon Jones DD - ES*****2434
4/1/2240122186 1,027.00Mostaeen B Jouya DD - ES*****4905 4/1/2240122187 2,554.00Junchi Hou DD - ES*****4310
Check Summary PWO 03/28/2022 Page 8©2022, MRI Software LLC - All Rights Reserved. 25 4/1/2240122188 3,698.00Om Parkash Kalra DD - ES*****5647 4/1/2240122189 5,042.00Wei Kang DD - ES*****8425
4/1/2240122190 2,497.00Navkirandeep Kaur DD - ES*****7429 4/1/2240122191 1,735.00KC Prime LLC DD - ES*****5248
4/1/2240122192 1,811.00K. E. M. Group LLC DD - ES*****6180 4/1/2240122193 1,482.00Anthony Keslinke DD - ES*****9411 4/1/2240122194 2,053.00Kevin Moffett DD - ES*****6230
4/1/2240122195 1,405.00Faraz Ali Khan DD - ES*****2578
4/1/2240122196 3,021.00KW Kirker Creek, LLC DD - ES*****0888 4/1/2240122197 2,760.00John N Kitta DD - ES*****9221
4/1/2240122198 6,602.00Qi Yun Kuang DD - ES*****7475
4/1/2240122199 1,659.00Simon Kailiang Kuang DD - ES*****8506 4/1/2240122200 1,311.00Zdzislaw Kujawa DD - ES*****9316 4/1/2240122201 3,775.00Daniel Kwan DD - ES*****2585
4/1/2240122202 1,594.00Thomas LaFleur DD - ES*****8326
4/1/2240122203 1,703.00Chow Kang Lam DD - ES*****7845
4/1/2240122204 1,043.00Shirley Manly-Lampkin DD - ES*****6520 4/1/2240122205 1,522.00Peter C. Larsen DD - ES*****7975 4/1/2240122206 405.00Kevin Lassair
Terrilyn Lassair
DD - ES*****2401
4/1/2240122207 4,633.00Latif, LLC DD - ES*****4732
4/1/2240122208 3,234.00LCSTAR, LLC DD - ES*****2293
4/1/2240122209 2,018.00Dao Tran Le DD - ES*****0984
4/1/2240122210 2,536.00Jack Wai Lee DD - ES*****8548
4/1/2240122211 2,051.00Siu Wan Windytiti Lee DD - ES*****1755 4/1/2240122212 1,664.00Steven Lee DD - ES*****2527
4/1/2240122213 1,932.00Yuhjen Juang Lee DD - ES*****5289 4/1/2240122214 2,461.00Huy Nguyen Le DD - ES*****7087
4/1/2240122215 714.00Lena Le DD - ES*****1860
4/1/2240122216 1,420.00Joseph C. Lerma DD - ES*****3782 4/1/2240122217 1,588.00Yiping I. and Frederic Leroudier DD - ES*****3555 4/1/2240122218 7,142.00John M. Leung DD - ES*****3410
4/1/2240122219 2,600.00May Leung or Rodney Chen DD - ES*****3743 4/1/2240122220 2,346.00Peter Leung DD - ES*****2110
4/1/2240122221 10,287.00James J. Busby and Irvin Deutcher a Partnership DBA Crestview Apartments
DD - ES*****3386
4/1/2240122222 2,194.00Faqiang Li DD - ES*****0416
4/1/2240122223 1,921.00Jie Li DD - ES*****8871
4/1/2240122224 1,548.00Jinhuan Li DD - ES*****7827
4/1/2240122225 1,123.00Joshua Li DD - ES*****9346
4/1/2240122226 1,166.00Tim Lindstrom
c/o AAA Property Management
DD - ES*****2649
Check Summary PWO 03/28/2022 Page 9©2022, MRI Software LLC - All Rights Reserved. 26 4/1/2240122228 1,620.00Wei Min Li DD - ES*****0050
4/1/2240122229 4,573.00Ying Hong Li DD - ES*****9003
4/1/2240122230 1,513.00Belkis Zhong Li DD - ES*****0198 4/1/2240122231 2,001.00Paul Long DD - ES*****1646
4/1/2240122232 15,061.00Los Medanos Village Apartments DD - ES*****1474 4/1/2240122233 1,106.00Tony or Yvonne Louie DD - ES*****7531 4/1/2240122234 547.00Anthony Charles Loyola DD - ES*****3708 4/1/2240122235 1,083.00Jose Loza DD - ES*****7720
4/1/2240122236 2,383.00Andrew Kin Lui DD - ES*****2354
4/1/2240122237 1,482.00Wei Li u
Guangxin Frank Liu
DD - ES*****4658
4/1/2240122238 4,960.00Xiangwen Lu DD - ES*****1494
4/1/2240122239 1,073.00Chi Vien Ly DD - ES*****2147
4/1/2240122240 2,102.00Yolanda McDonald DD - ES*****4009 4/1/2240122241 1,903.00Madelyn Ann Massey
Trustee of the 2017 Massey Family Trust
DD - ES*****6525
4/1/2240122242 3,106.00Rakesh Madra DD - ES*****5865
4/1/2240122243 3,010.00Radha Mahesram DD - ES*****2191
4/1/2240122244 3,873.00Jennifer Leung Ma DD - ES*****4372 4/1/2240122245 3,735.00Rahul Malik DD - ES*****6115
4/1/2240122246 6,330.00Jeff Mann DD - ES*****1989
4/1/2240122247 1,805.00Glenn Marshall DD - ES*****5378
4/1/2240122248 635.00Marla Y Harrison DD - ES*****2875
4/1/2240122249 2,746.00Elisa Aurora Martinez DD - ES*****4697 4/1/2240122250 2,874.00Demetria d Mason DD - ES*****9206 4/1/2240122251 1,647.00Matthew Lui DD - ES*****9994
4/1/2240122252 1,091.00Matrixone Realty DD - ES*****6768 4/1/2240122253 1,943.00Helen McCarthy DD - ES*****5255
4/1/2240122254 1,230.00Janice K McLean DD - ES*****1152 4/1/2240122255 1,925.00Meadow Glen Apartments DD - ES*****4675 4/1/2240122256 3,564.00Tatung Mei DD - ES*****9866
4/1/2240122257 1,939.00Jinyu Meng DD - ES*****5245
4/1/2240122258 4,577.00Sabine Menzel DD - ES*****4885
4/1/2240122259 748.00Mercedes P. Johnson DD - ES*****0133 4/1/2240122260 932.00Hector Meza DD - ES*****8272
4/1/2240122261 1,904.00Andrew S Miloslavich DD - ES*****9885 4/1/2240122262 2,244.00Perchak Properties for Carol Miller DD - ES*****7437 4/1/2240122263 2,187.00Millennium Homes DD - ES*****4000 4/1/2240122264 1,856.00Maryann Miller DD - ES*****9782
4/1/2240122265 579.00Carlos J Miranda DD - ES*****2618
4/1/2240122266 10,118.00Hassan Mirabedi DD - ES*****0772 Check Summary PWO 03/28/2022 Page 10©2022, MRI Software LLC - All Rights Reserved. 27 4/1/2240122267 3,059.00Gwendolyn Mitchell DD - ES*****6741 4/1/2240122268 2,603.00Momin Raees DD - ES*****4885
4/1/2240122269 1,822.00Rodney Montgomery
or Sharon Montgomery
DD - ES*****0985
4/1/2240122270 1,312.00Erik L Morris DD - ES*****4676
4/1/2240122271 2,090.00Diane Morin DD - ES*****3624
4/1/2240122272 803.00Brien Brothers, LLC
C/O Mynd Management, IC.

DD - ES*****8820
4/1/2240122273 2,996.00Mynd Management Inc, DD - ES*****1388 4/1/2240122274 4,662.00Shinder Paul Narabut DD - ES*****6234 4/1/2240122275 17,583.00NC Associates, Inc. DD - ES*****0054 4/1/2240122276 2,927.00Michael Nelson DD - ES*****9180
4/1/2240122277 1,760.00Guy Nesbeth DD - ES*****5257
4/1/2240122278 3,157.00Dominic Y Ng DD - ES*****1072
4/1/2240122279 2,083.00Knowland Ging Ng DD - ES*****3604 4/1/2240122280 298.00Patrick Ng
Mike Perry, Property Manager
DD - ES*****8594
4/1/2240122281 1,643.00Hieu Nguyen DD - ES*****0738
4/1/2240122282 2,162.00Huy Quang Nguyen DD - ES*****7154 4/1/2240122283 1,925.00Mai Thi Thanh Nguyen DD - ES*****8307 4/1/2240122284 1,900.00Quyen Nguyen DD - ES*****4366
4/1/2240122285 688.00Tieu Nguyen DD - ES*****8241
4/1/2240122286 2,357.00Nichole Nicholson DD - ES*****2660 4/1/2240122287 3,301.00Ernest Nichols III DD - ES*****7265 4/1/2240122288 4,203.00Peter Niloufari DD - ES*****6497 4/1/2240122290 1,762.00Kevin Nord DD - ES*****8129
4/1/2240122291 2,553.00Richard A Norte DD - ES*****0056 4/1/2240122292 810.00North State Financial, Inc. DD - ES*****2286 4/1/2240122293 25,910.00New Way Management Services, Inc. DD - ES*****7171 4/1/2240122294 882.00Sheryl O'Brien DD - ES*****0056
4/1/2240122295 1,484.00Jennifer Odei DD - ES*****1194
4/1/2240122296 643.00Dwight J Owens DD - ES*****5572
4/1/2240122297 1,540.00Diane Oles DD - ES*****1780
4/1/2240122298 2,311.00Esosa A. Omokaro DD - ES*****4543 4/1/2240122299 1,785.00Sandra L Ortiz DD - ES*****3741
4/1/2240122300 4,030.00Chinenye Osuagwu DD - ES*****1081 4/1/2240122301 2,180.00Mutlu Ozer DD - ES*****3324
4/1/2240122302 3,297.00Diablo Pacific, Inc. DD - ES*****6009 4/1/2240122303 2,769.00Pacific Living, LLC DD - ES*****4083 4/1/2240122304 1,131.00Patricia Boss DD - ES*****7654
4/1/2240122305 2,957.00Hemangini & Vijendra Patel DD - ES*****7811 4/1/2240122306 787.00Kokila Patel DD - ES*****0885
Check Summary PWO 03/28/2022 Page 11©2022, MRI Software LLC - All Rights Reserved. 28 4/1/2240122307 1,282.00Patiala, LLC
Deepinder Kaur or Ajay Singh
DD - ES*****0346
4/1/2240122308 574.00Virendra M. Patel DD - ES*****8684 4/1/2240122309 1,910.00Jason Pauline DD - ES*****8047
4/1/2240122310 1,391.00Loycell Peacock DD - ES*****3189 4/1/2240122311 1,660.00Scott Pease DD - ES*****5165
4/1/2240122312 1,486.00Alonso R. Perez DD - ES*****8805 4/1/2240122313 268.00Maria Del Carmen Perez DD - ES*****3278 4/1/2240122314 922.00Lowde Y. Perkins DD - ES*****6784
4/1/2240122315 2,336.00Cong Thi Pham DD - ES*****4893
4/1/2240122316 2,831.00May K. Pho DD - ES*****5884
4/1/2240122317 2,952.00Pittsburg Park Apartments DD - ES*****0958 4/1/2240122318 1,267.00SK Pittsburg Bay Point
SK Pittsburg Bay Point
DD - ES*****2744
4/1/2240122319 1,780.00Bay Point Orphans Fund, LLC DD - ES*****1097 4/1/2240122320 1,769.00IH5 Property West LP DD - ES*****2849 4/1/2240122321 1,870.00Marples Property Management DD - ES*****3398 4/1/2240122322 3,352.00A. Meadows Property Management DD - ES*****4650 4/1/2240122323 1,711.00Parks Property Management DD - ES*****6551 4/1/2240122324 2,659.00Stokley Properties LLC Harbor DD - ES*****7789 4/1/2240122325 2,162.00Property Upsurge, Inc. DD - ES*****8055 4/1/2240122326 885.00Amjad Qaqish DD - ES*****0782
4/1/2240122327 1,800.00Sam or Sonia Quinones DD - ES*****9542 4/1/2240122328 1,432.00Amos Radford DD - ES*****4029
4/1/2240122329 1,819.00Kuljit P Raju DD - ES*****1034
4/1/2240122330 2,190.00Paramjit K. Raju DD - ES*****2261 4/1/2240122331 2,816.00Christopher Ramirez DD - ES*****3452 4/1/2240122332 531.00Enrique or Stacy Ramirez DD - ES*****8489 4/1/2240122333 1,345.00Erika Ramirez DD - ES*****2162
4/1/2240122334 1,996.00Javier Ramos Avila DD - ES*****7466 4/1/2240122335 1,695.00Rohini Ram-Cline DD - ES*****2283 4/1/2240122336 1,933.00David Raughton DD - ES*****6068
4/1/2240122337 2,268.00RayCaro Inc. DD - ES*****8337
4/1/2240122338 1,479.00Croskey Real Estate, Inc. DD - ES*****8227 4/1/2240122339 2,373.00Amerasia Real Estate Fund LLC DD - ES*****6703 4/1/2240122340 17,884.00Reliant - Woods Grove, LP DD - ES*****7083 4/1/2240122341 587.00Eric Franklin Remson DD - ES*****7349 4/1/2240122342 11,714.00RH Portofino Owner CA LLC DD - ES*****3881 4/1/2240122343 1,964.00Kameryn Victoria Ray DD - ES*****9215 4/1/2240122344 1,901.00Roger Riley DD - ES*****9321
4/1/2240122345 6,482.00Rising Investments LLC DD - ES*****4562 Check Summary PWO 03/28/2022 Page 12©2022, MRI Software LLC - All Rights Reserved. 29 4/1/2240122346 2,644.00Robert W. Daniels DD - ES*****4809 4/1/2240122347 2,504.00Jason Ruffin DD - ES*****0694
4/1/2240122348 1,855.00Elvira Ruiz DD - ES*****4579
4/1/2240122349 2,300.00Constance Russell DD - ES*****5248 4/1/2240122350 1,649.00Maridel P Santos DD - ES*****3871 4/1/2240122351 1,567.00Gregory Paul Schulz DD - ES*****7615 4/1/2240122352 2,284.00Richard M. Sciortino DD - ES*****9954 4/1/2240122353 1,658.00Jacqueline Selinger DD - ES*****7031 4/1/2240122354 1,566.00Young Sook Seroy DD - ES*****5346 4/1/2240122355 1,016.00Mohinder Sharma DD - ES*****1446 4/1/2240122356 1,317.00Shailesh & Bela Patel DD - ES*****7239 4/1/2240122357 1,939.00Mohammad Shekib DD - ES*****1357 4/1/2240122358 316.00Yihui Shi DD - ES*****5981
4/1/2240122359 5,358.00Shorten Investments LLC DD - ES*****5994 4/1/2240122360 14,730.00Sierra Pacific Properties Inc
Sierra Pacific Properties Inc
DD - ES*****7396
4/1/2240122361 15,572.00Siena Court Apartments DD - ES*****7789 4/1/2240122362 6,457.00Sierra Pacific Properties
Peppertree Apartments
DD - ES*****7396
4/1/2240122363 28,143.00Sierra Pacific Properties
Woodland Hills Apartments
DD - ES*****7396
4/1/2240122364 944.00Frank M. Siino DD - ES*****6650
4/1/2240122365 1,680.00Joseph Michael Siino DD - ES*****8035 4/1/2240122366 530.00Gloria Silva DD - ES*****5399
4/1/2240122367 1,642.00Marc J. Simpson DD - ES*****8407 4/1/2240122368 2,974.00Raman Singh DD - ES*****3639
4/1/2240122369 1,500.00Son Singh DD - ES*****6058
4/1/2240122370 1,250.00Crystal Situ DD - ES*****0700
4/1/2240122371 1,975.00Lakesha Michelle Smith
Lionel R Smith
DD - ES*****3853
4/1/2240122372 2,000.00Molly Smith DD - ES*****4970
4/1/2240122373 945.00Sherritta M Smith DD - ES*****9092 4/1/2240122374 2,448.00Cinthia Sosa DD - ES*****2032
4/1/2240122375 1,241.00Angela E. Robinson-Spencer DD - ES*****6977 4/1/2240122377 1,845.00
1300 Linda Vista, LLC
DD - ES*****6388
4/1/2240122378 1,900.00Darice Streeter
c/o R R Rentals
DD - ES*****5308
4/1/2240122380 1,964.00Abby Sukarto DD - ES*****8216
4/1/2240122381 1,351.00Ms. Li Su DD - ES*****7479
4/1/2240122382 2,913.00Summit Venture Group, LLC DD - ES*****1235 4/1/2240122383 1,684.00Kamaljeet Surila DD - ES*****6168 Check Summary PWO 03/28/2022 Page 13©2022, MRI Software LLC - All Rights Reserved. 30 4/1/2240122384 2,296.00Susana Paduro-Silva DD - ES*****3302 4/1/2240122385 3,040.00Svetlana Kondratiouk DD - ES*****0804 4/1/2240122386 7,715.00Joyce Hui Sy DD - ES*****0399
4/1/2240122387 1,609.00Tasharie C. Ameral DD - ES*****3065 4/1/2240122388 1,574.00Yun Teng
W eijie Zhang
DD - ES*****6283
4/1/2240122389 1,923.00Natasha Terry DD - ES*****9166
4/1/2240122390 2,328.00Silvia Thein and Ada Choi DD - ES*****9314 4/1/2240122391 2,862.00Tequila Nashannon Thornton DD - ES*****7191 4/1/2240122392 1,486.00Yoway Wilson Tong DD - ES*****1714 4/1/2240122393 1,374.00Lourdes or Raymond Tovar DD - ES*****1405 4/1/2240122394 3,169.00Raphael Minhtuyen Tran DD - ES*****2094 4/1/2240122395 2,789.00Richard Tran DD - ES*****8623
4/1/2240122396 1,148.00Thuy Tran DD - ES*****1327
4/1/2240122397 1,486.00Thanh Van Trinh DD - ES*****6165 4/1/2240122398 1,208.00Sean Thuyet Truong DD - ES*****5313 4/1/2240122399 1,717.00Van Truong DD - ES*****9321
4/1/2240122400 1,256.00Xavier Van Truong DD - ES*****8392 4/1/2240122401 2,950.00Erica Uschold DD - ES*****6917
4/1/2240122402 285.00Enoch Wu
C/O Becky Wu
DD - ES*****3841
4/1/2240122403 1,561.00Lidia Valladares DD - ES*****4582 4/1/2240122404 1,924.00Victor D Valenzuela DD - ES*****0250 4/1/2240122405 1,720.00Gary D. Vasconcellos DD - ES*****3371 4/1/2240122406 2,329.00Veritel Homes LLC DD - ES*****3239 4/1/2240122407 2,648.00Azell Vickers DD - ES*****5310
4/1/2240122408 4,350.00Nuno G Vieira DD - ES*****9682
4/1/2240122409 1,239.00Kim Uyen Minh Vu DD - ES*****7391 4/1/2240122410 1,213.00Stephen Cordell Wafer DD - ES*****2720 4/1/2240122411 2,235.00Lining Wan DD - ES*****6924
4/1/2240122412 1,940.00Wei Wang DD - ES*****6945
4/1/2240122413 2,016.00Yu Ruo Wang DD - ES*****1634
4/1/2240122414 2,583.00Ms. Brigitte Warren
C/O Perry Realty Team
DD - ES*****7593
4/1/2240122416 1,425.00Wenying Chang DD - ES*****4384
4/1/2240122417 651.00Holly Wen DD - ES*****5295
4/1/2240122418 4,904.00Lewis White & Ruth White
Elma Ruth White
DD - ES*****4908
4/1/2240122419 989.00Fenny Wijayanti DD - ES*****6220
4/1/2240122420 1,951.00Adrienne Wilson
TPG Rental Prop MGmt C/O Magzy A
DD - ES*****7867
Check Summary PWO 03/28/2022 Page 14©2022, MRI Software LLC - All Rights Reserved. 31 4/1/2240122421 936.00Kathleen and John Wilson DD - ES*****5057 4/1/2240122422 2,705.00Kathy D. W illiams DD - ES*****8702 4/1/2240122423 2,800.00Tasia La Vonda Williams DD - ES*****5480 4/1/2240122424 987.00Windeler Development Group, Inc. DD - ES*****5026 4/1/2240122425 5,515.00Warren Wolfeld DD - ES*****1906
4/1/2240122426 6,838.00Har Pan Wong DD - ES*****1157
4/1/2240122427 1,702.00Joanne Wong DD - ES*****6356
4/1/2240122428 634.00Kinney Ming Wong DD - ES*****1060
4/1/2240122430 1,646.00Vincent Wong DD - ES*****2784
4/1/2240122431 3,695.00Hong Wu DD - ES*****3962
4/1/2240122432 3,468.00Zhang Jin Wu DD - ES*****3698
4/1/2240122433 3,942.00Drewcillia W yatt DD - ES*****2556 4/1/2240122434 4,438.00Sheree Wynn DD - ES*****2651
4/1/2240122435 2,940.00Chao Xu DD - ES*****4644
4/1/2240122436 2,384.00Ping Ping Xu
Keming Wang
DD - ES*****3880
4/1/2240122437 2,853.00Zhou Xu DD - ES*****5087
4/1/2240122438 2,512.00Yifan Ye
Mike Perry, Property Manager
DD - ES*****4383
4/1/2240122439 912.00Sally Yip DD - ES*****6779
4/1/2240122440 1,790.00Yong Qiang Lu DD - ES*****6210
4/1/2240122441 2,407.00Chris Kui You DD - ES*****6178
4/1/2240122442 1,295.00Yee Yue Cheung DD - ES*****7622
4/1/2240122443 2,455.00Mohammad Zalmaiyar DD - ES*****8664 4/1/2240122444 1,412.00Jielu Zhao DD - ES*****7638
4/1/2240122445 1,938.00Katherine Zhao DD - ES*****2407
4/1/2240122446 1,988.00Wei Bin Zhang or Gao Wei DD - ES*****2940 4/1/2240122447 1,964.00Xirong Zhao DD - ES*****3259
4/1/2240122448 1,637.00Yan Zhang DD - ES*****5640
4/1/2240122449 1,462.00Xiang Yang Zheng DD - ES*****4367 4/1/2240122450 2,583.00Zhixing Li DD - ES*****9263
4/1/2240122451 1,932.00Joy Yi Zhou DD - ES*****3830
4/1/2240122452 5,400.00Shengguo Zhu DD - ES*****7805
4/1/2240122453 4,009.00Ying Zhu
Ying Zhu
DD - ES*****6132
4/1/2240122454 1,333.00W eijie Zhang DD - ES*****4651
Check Summary PWO 03/28/2022 Page 15©2022, MRI Software LLC - All Rights Reserved. 32 $1,525,793.64
1,511,349.23
11,332.90
HAP

0.00 UR

0.00 Damage Claim
Vacancy Claim
310.51Administrative Fee

0.00 0.00
FSS Escrow Account
Shelter Plus Security Deposit
2,801.00Other
All Payments
Housing Choice Voucher
Check
Number Amount
Check Summary
Check Date Payee Tax ID Payee
VASH
April 1, 2022
4/1/2250910 22.00James E Phifer Jr.*****8792
4/1/2250963 18.00John M Ferguson*****2062
4/1/2250999 2,184.00JOW & AAW, LLC*****9325
4/1/2251001 2,497.00Western Addition Apartments, LLC*****9326 4/1/2251003 1,297.00George Edward Cole*****2361
4/1/2251019 1,797.00MSR Rental Properties, LLC
C/O EEN Property Management
*****2116
4/1/2251024 1,766.00Ventana Rental Homes*****5770
4/1/2251028 1,354.00Olga M. Disney*****9507
4/1/2251030 4,561.00Marina Heights Apartments, LP*****7378 4/1/2251031 2,946.00Marina Heights Apartments, LP*****7378 4/1/2251032 1,518.00Marina Heights Apartments, LP*****7378 4/1/2240122011 1,483.00Felipe Amarante DD - ES*****4636 4/1/2240122021 1,370.00Ken Bartlett DD - ES*****3909
4/1/2240122035 1,172.00Jimmy Bhatia DD - ES*****1636
4/1/2240122036 1,183.00Som N Bhatia DD - ES*****7075
4/1/2240122050 1,079.00Joe Burns DD - ES*****8860
4/1/2240122071 4,405.36Contra Costa County Housing Authority DD - ES*****0746 4/1/2240122072 3,733.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
4/1/2240122073 6,117.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
4/1/2240122074 5,910.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
Check Summary PWO 03/28/2022 Page 16©2022, MRI Software LLC - All Rights Reserved. 33 4/1/2240122094 582.00Mercy Housing California XXXVIII East Leland Court Apartments
DD - ES*****3406
4/1/2240122109 604.00Fox Creek Apartments DD - ES*****4032 4/1/2240122112 1,822.00FRR Investments LLC DD - ES*****4432 4/1/2240122114 2,412.00Fan Fuller DD - ES*****8997
4/1/2240122122 3,665.00Gateway Apartments DD - ES*****5111 4/1/2240122139 1,797.00Abhilash Gupta DD - ES*****5267
4/1/2240122151 3,240.00David T. Hennigan DD - ES*****6728 4/1/2240122217 2,479.00Yiping I. and Frederic Leroudier DD - ES*****3555 4/1/2240122221 1,222.00James J. Busby and Irvin Deutcher a Partnership DBA Crestview Apartments
DD - ES*****3386
4/1/2240122227 1,585.00Paul Livson DD - ES*****1547
4/1/2240122238 3,475.00Xiangwen Lu DD - ES*****1494
4/1/2240122289 2,547.00Northstar Financial Group, LLC DD - ES*****9886 4/1/2240122339 1,662.00Amerasia Real Estate Fund LLC DD - ES*****6703 4/1/2240122340 1,247.00Reliant - Woods Grove, LP DD - ES*****7083 4/1/2240122360 4,039.00Sierra Pacific Properties Inc
Sierra Pacific Properties Inc
DD - ES*****7396
4/1/2240122361 1,165.00Siena Court Apartments DD - ES*****7789 4/1/2240122362 2,832.00Sierra Pacific Properties
Peppertree Apartments
DD - ES*****7396
4/1/2240122363 1,761.00Sierra Pacific Properties
Woodland Hills Apartments
DD - ES*****7396
4/1/2240122376 2,186.00Ramzi D Srouji DD - ES*****3465
4/1/2240122379 1,471.12Suisun City Housing Authority DD - ES*****0437 4/1/2240122415 1,600.00Isidoro Weitzman DD - ES*****4563 4/1/2240122418 1,078.00Lewis White & Ruth White
Elma Ruth White
DD - ES*****4908
4/1/2240122429 1,460.00Shirley Ank Wong DD - ES*****0238 $92,343.48
91,726.00

40.00 HAP

0.00 UR

0.00 Damage Claim
Vacancy Claim
332.48Administrative Fee

0.00 0.00
FSS Escrow Account
Shelter Plus Security Deposit
245.00Other
All Payments
VASH
Check Summary PWO 03/28/2022 Page 17©2022, MRI Software LLC - All Rights Reserved.

VASH
34 $1,618,137.12
1,603,075.23
11,372.90
HAP

0.00 UR

0.00 Damage Claim
Vacancy Claim
642.99Administrative Fee

0.00 0.00
FSS Escrow Account
Shelter Plus Security Deposit
3,046.00Other
All Payments
Grand Total
Check Summary PWO 03/28/2022 Page 18©2022, MRI Software LLC - All Rights Reserved. 35 Check
Number Amount
Check Summary
Check Date Payee Tax ID Payee
Housing Choice Voucher
April 15, 2022
4/15/2251033 74.00Jazmine L Rutledge* *****3836
4/15/2251034 92.00Casaundra Jackson*****2616
4/15/2251035 11.21King County Housing Authority*****0978 4/15/2251036 957.00San Marcos Villas*****1355
4/15/2251037 306.00Western Upper Haight Street Apartments, LLC*****9322 4/15/2251038 1,073.00Marina Heights Apartments, LP*****7378 4/15/2241522001 1,528.00Stoneman Apartments* DD - ES*****5951 4/15/2241522003 7.63College Park Housing Authority DD - ES*****1362 4/15/2241522005 11.21Contra Costa County Housing Authority DD - ES*****0746 4/15/2241522007 4,239.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
4/15/2241522008 100.00Fox Creek Apartments DD - ES*****4032 4/15/2241522009 246.00David Gardner DD - ES*****7036
4/15/2241522010 1,588.00Italo Grossi DD - ES*****6305
4/15/2241522011 227.00Tao Huang DD - ES*****7984
4/15/2241522012 1,999.00Anthony Keslinke DD - ES*****9411 4/15/2241522013 985.00KW Kirker Creek, LLC DD - ES*****0888 4/15/2241522014 222.00Qi Yun Kuang DD - ES*****7475
4/15/2241522015 325.00Steven Lee DD - ES*****2527
4/15/2241522016 1,170.00May Leung or Rodney Chen DD - ES*****3743 4/15/2241522017 1,012.00Faqiang Li DD - ES*****0416
4/15/2241522018 21.00Demetria d Mason DD - ES*****9206
4/15/2241522019 557.00Shinder Paul Narabut DD - ES*****6234 4/15/2241522020 1,739.00NC Associates, Inc. DD - ES*****0054 4/15/2241522021 410.00New Way Management Services, Inc. DD - ES*****7171 4/15/2241522022 1,697.00Ramsey Horton DD - ES*****7228
4/15/2241522023 476.00Rohini Ram-Cline DD - ES*****2283 4/15/2241522025 478.00Yoway Wilson Tong DD - ES*****1714 4/15/2241522026 2,536.00Raphael Minhtuyen Tran DD - ES*****2094 4/15/2241522027 284.00Kathleen and John Wilson DD - ES*****5057 Check Summary PWO 04/13/2022 Page 1©2022, MRI Software LLC - All Rights Reserved. 36 $24,371.05
23,566.00
166.00
HAP

0.00 UR

0.00 Damage Claim
Vacancy Claim

30.05Administrative Fee

0.00 0.00
FSS Escrow Account
Shelter Plus Security Deposit
609.00Other
All Payments
Housing Choice Voucher
Check
Number Amount
Check Summary
Check Date Payee Tax ID Payee
VASH
April 15, 2022
4/15/2241522002 165.00Som N Bhatia DD - ES*****7075
4/15/2241522004 14,282.33Contra Costa County Housing Authority DD - ES*****0746 4/15/2241522005 12,689.31Contra Costa County Housing Authority DD - ES*****0746 4/15/2241522006 8,024.07Contra Costa County Housing Authority DD - ES*****0746 4/15/2241522007 -4,239.00Creekside Apartment Investors LLC DBA Creekside Village
DD - ES*****3772
4/15/2241522024 11.21Suisun City Housing Authority DD - ES*****0437 $30,932.92
29,025.14

0.00 HAP

0.00 UR

0.00 Damage Claim
Vacancy Claim
1,742.78Administrative Fee

0.00 0.00
FSS Escrow Account
Shelter Plus Security Deposit
165.00Other
All Payments
VASH
Check Summary PWO 04/13/2022 Page 2©2022, MRI Software LLC - All Rights Reserved. 37 $55,303.97
52,591.14
166.00
HAP

0.00 UR

0.00 Damage Claim
Vacancy Claim
1,772.83Administrative Fee

0.00 0.00
FSS Escrow Account
Shelter Plus Security Deposit
774.00Other
All Payments
Grand Total
Check Summary PWO 04/13/2022 Page 3©2022, MRI Software LLC - All Rights Reserved.

April 15th
38 Payee Type AmtTenant StatusAssistanceVMS DatePayee ID Ehsan Nabkel 5174 3083.00HAP Ready For
Printing
Daytrea Harvey Voucher4/1/2022NABEHS
Grand Total
$3,083.00
3,083.00

0.00 HAP

0.00 UR

0.00 Damage Claim
Vacancy Claim

0.00Administrative Fee

0.00 0.00
FSS Escrow Account
Shelter Plus Security Deposit

0.00Other
All Payments

0.00 0.00
HAP
UR

0.00Administrative Fee

0.00All Other Types
All Port Payments
Unit Count 1 0Port Count

0.00Damage Claim
Vacancy Claim

0.00FSS Escrow Account
Port Payments
-$33,766.93Total Available Recoupments
©2022, MRI Software LLC - All Rights Reserved. PWO 04/14/2022 Page 1 39 OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Power Company Resolution Approving Island Energy Fiscal Year 2022-2023 Annual Rate Case for Electricity and Natural Gas Retail Services on Mare Island
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
Pittsburg Power Company (PPC), a Joint Powers Authority under the City of Pittsburg, provides electric and natural gas utility services on Mare Island, Vallejo under the name of Island Energy (IE). PPC presents its Fiscal Year (FY) 2022-2023 Annual Rate Case to its governing board for approval. Once the proposed rate schedules are adopted, the rates will take effect on July 1, 2022.

FISCAL IMPACT
IE’s FY 2022-2023 Rate Case projects operating revenue from electricity and natural gas sales to be $7,731,853 and the total operating expense to be $7,696,035. These numbers are incorporated into Island Energy’s FY 2022-2023 budget.

RECOMMENDATION
PPC Board open the Public Hearing, take testimony, close the Public Hearing, consider the testimony, and adopt the attached PPC Resolution adopting the FY 2022-2023 Rate Schedules and authorizing the Executive Director to take such further actions as may be necessary to continuously deliver reliable services to customers on Mare Island.

BACKGROUND
PPC is a Joint Powers Authority formed under and pursuant to Article 11, Section 9 of the California Constitution with the right to acquire assets, set rates and provide utility service on Mare Island in the city of Vallejo.

Each year, PPC staff prepares an annual Rate Case pursuant to PPC’s responsibilities to set rates for providing retail electric and natural gas services on Mare Island. Island Energy has not increased its rates since the FY 2019-2020 Rate Case due to the COVID-19 40 pandemic. Island Energy is committed to providing uninterrupted utility services to residents and businesses on Mare Island.

SUBCOMMITTEE FINDINGS
The proposed FY 2022-2023 rate changes were presented to the PPC Subcommittee (Subcommittee) on May 24, 2022 and the Subcommittee supported the rate changes.

STAFF ANALYSIS
IE is a cost-based utility which consists of Cost of Goods Sold (COGS), labor expense, administrative and overhead, maintenance and system upgrades. The rapidly surging fuel costs, low supplies of hydroelectricity due to the persistent drought in California, increased transmission and ancillary costs, and high inflation rate have post significant upwards pressure on the current utility rates. The FY 2019-2020 rates are no longer sufficient to cover IE’s operating expenses. A rate increase is necessary to ensure that IE’s operation on Mare Island remains viable.

After months of reviewing operating costs and utility rate analyses, staff proposes the following rate increases:

IE’s residential electric rate schedule RES-1 is proposed to be $0.22910/kWh, an 8.5% increase from the FY 2019-2020 rate. Additionally, an 8.5% increase to the daily meter service is also proposed. The proposed RES-1 rate is 32% below PG&E’s averaged Rate Schedules E-1, EM, E-6, and E-TOU, and 27% below PG&E’s baseline rate as of March 1, 2022.

IE’s residential electric rate schedule RES-X is proposed to be $0.44056/kWh, a 12% increase from the FY 2019-2020 rate. Additionally, a 12% increase to the daily meter service is also proposed.

IE’s general commercial electric rate CES-1 is proposed to be $0.2527/kWh, a 12% increase from the FY 2019-2020 rate. Additionally, a 12% increase to the daily meter service charge is also proposed. The proposed commercial rate is 19% below PG&E’s General Commercial Rate Schedules A-1 & A-1 TOU as of March 1, 2022.

IE’s large commercial electric rate CES-2 is proposed to be $0.23996/kWh, a 13.6% increase from the FY 2019-2020 rate. Additionally, a 13.6% increase to the daily meter service charge is also proposed. The proposed large commercial rate is about 19% below PG&E’s Large Commercial Rate Schedules A-10 and A-10 TOU as of March 1, 2022.

IE has received requests from some commercial customers to take electrical service at primary voltage level of 12,000 volts. After conducting a cost of services study and allocating appropriate costs to serve this customer class, IE proposes its large industrial rate CES-4 at the 12,000 volt level to be $ 0.21053/kWh for Fiscal Year 2022-2023, 2.5% below PG&E’s Large Industrial Rate Schedule E-20 as of March 1, 2022. The daily meter service charge will match PG&E’s daily meter service charge for this rate schedule.

There are currently no customers on Rate Schedule CES-3 Primary and Secondary. The proposed rate change is to remain on par with 5% below PG&E’s rate schedules. 41 IE’s electric rate for streetlight services is proposed to be $0.18766/kWh, a 12% increase from the FY 2019-2020 rate. The same increase applies to the facility charge as well. The proposed rate is about 17% below PG&E’s Street Light Rate Schedules LS-1 and LS-2 as of March 1, 2022.

For IE’s natural gas rates, the commodity charge remains a pass-through, while the change to the current natural gas delivery rate is proposed to be $1.10/Therm, a 10% increase from the FY 2019-2020 rate schedule.

Despite the increases, Island Energy’s rates are still substantially lower than PG&E’s across all customer classes and rate plans. IE’s new rate schedules for FY 2022-2023 are attached to this staff report and will be incorporated into IE’s Tariff Schedule.

ATTACHMENTS: Resolution
Electric Rate Schedules CES-1, CES-2, CES-3, CES-4, RES-1, RES-2, LS, Natural gas Rate Schedules GS-1 and GS-2
Report Prepared By: Vanessa Xie, Administrative Officer 42 Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY In the Matter of:

Approving Fiscal Island Energy Fiscal Year )
2022-2023 Annual Rate Case for Electricity ) RESOLUTION NO. 22- And Natural Gas Retail Services on Mare )
Island )
WHEREAS, Pittsburg Power Company (PPC), a joint powers authority under the City of Pittsburg, provides utility retail electric and natural gas services on Mare Island, Vallejo under the name of Island Energy (IE); and
WHEREAS, pursuant to PPC’s responsibilities to set rates for providing retail electric and natural gas services on Mare Island, staff prepares and presents the Fiscal Year (FY) 2022-2023 Rate Case to PPC’s Governing Board for approval; and WHEREAS, the FY 2022-2023 Rate Case proposes the Residential Electric Rate Schedule RES-1 to be $0.22910/kWh, an 8.5% increase from the FY 2019-2020 rate; and WHEREAS, the FY 2022-2023 Rate Case proposes the Residential Electric Rate Schedule RES-X to be $0.44056/kWh, a 12% increase from the of FY 2019-2020 rate; and WHEREAS, the FY 2022-2023 Rate Case proposes the Commercial Electric Rate Schedule CES-1 to be $0.25991/kWh, a 12% increase from the FY 2019-2020 rate; and WHEREAS, the FY 2022-2023 Rate Case proposes the Large Commercial Electric Rate Schedule CES-2 to be $0.23996/kWh, a 13.6% increase from its rate schedule of FY 2019-2020; and
WHEREAS, the FY 2022-2023 Rate Case proposes the Industrial Electric Rate Schedule CES-3 at primary voltage level (12,000 volts) to be $0.25933/kWh and $0.24418/kWh at secondary voltage level; and
WHEREAS, the FY 2022-2023 Rate Case proposes the Large Industrial Electric Rate Schedule CES-4 at primary voltage level (12,000 volts) to be $0.22939/kWh and $0.21593/kWh at secondary voltage level; and
WHEREAS, the FY 2022-2023 Rate Case proposes the Street Light Electric Rate Schedule LS $0.18766/kWh, a 12% increase from the FY 2019-2020 rate, and WHEREAS, the FY 2022-2023 Rate Case proposes a 10% increase to the Natural Gas Rate Schedule GS-1 and GS-2, while the commodity cost of natural gas remains a pass-through.
43 Resolution No. 22- Page 2 of 2 June 20, 2022 NOW, THEREFORE BE IT RESOLVED, the Governing Board of the Pittsburg Power Company hereby approves IE’s FY 2022-2023 Rate Case.

PASSED AND ADOPTED by Governing Board of the Pittsburg Power Company at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
_____________________________
Holland Barrett White, Chair
ATTEST:
____________________________
Garrett Evans, Secretary
44 SHEET NO. 22-23-CES-1
CANCELING SHEET NO. 19-20-CES-1
Rate Schedule CES-1

METERED SMALL COMMERCIAL ELECTRICAL SERVICE

APPLICABILITY
This schedule is applicable to small industrial/commercial Customers whose single meter monthly electricity consumption is no greater than 86,400 kWh.

TERRITORY
Mare Island Vallejo, California
RATES
Service Type
Secondary Voltage (120, 120/208, 120/240, 240, 480, 277/480) Basic Service Fee, per meter per day .................................$0.36064 Energy Charge, per kWh .....................................................$0.25991 Primary Voltage (12,000 volts)
Basic Service Fee, per meter per day .................................$0.36064 Energy Charge, per kWh .....................................................$0.24691 The minimum charge on this rate schedule shall equal the Basic Service Fee.

SPECIAL CONDITIONS:

1. Definitions: The definitions of terms used in this Rate Schedule are found either herein or in Section 1 of the tariff.

2. Voltage: Service under this schedule normally will be supplied at a standard available voltage in accordance with Section 2 of the tariff.

3. Voltage Regulators: Voltage Regulators, if required by the Customer, shall be furnished, installed, owned, and maintained by the Customer.

4. Reconnection Charge: In the event that a Customer terminates service under this Rate Schedule and re-initiates service under this, or any other, Rate Schedule at the same location within 12 months, there will be a Reconnection Charge equal to the minimum charge which would have been billed had the Customer not terminated service.
45 SHEET NO. 22-23-CES-2
CANCELING SHEET NO. 18-19-CES-2
Rate Schedule CES-2

METERED INDUSTRIAL/COMMERCIAL ELECTRICAL SERVICE

APPLICABILITY
This schedule is applicable to industrial/commercial Customers whose single meter indicates its monthly electricity usage is between 86,400 and 360,000 kWh in any particular month. Customers whose monthly consumption falls in this range will be billed at this rate class for that particular month.

TERRITORY
Mare Island Vallejo, California
RATES
Service Type
Secondary Voltage (120, 120/208, 120/240, 240, 480, 277/480) Basic Service Fee, per meter per day .................................$5.04851 Energy Charge, per kWh .....................................................$0.23996 Primary Voltage (12,000 volts)
Basic Service Fee, per meter per day .................................$5.04851 Energy Charge, per kWh .....................................................$0.22796 The minimum charge on this rate schedule shall equal the Basic Service Fee.

SPECIAL CONDITIONS:

1. Definitions: The definitions of terms used in this Rate Schedule are found either herein or in Section 1 of the tariff.

2. Voltage: Service under this schedule normally will be supplied at a standard available voltage in accordance with Section 2 of the tariff.

3. Eligibility for Primary Voltage Service. The Utility at its sole discretion will determine whether a Customer may receive Primary Voltage Service.

4. Voltage Regulators: Voltage Regulators, if required by the Customer, shall be furnished, installed, owned, and maintained by the Customer.

5. Reconnection Charge: In the event that a Customer terminates service under this Rate Schedule and re-initiates service under this, or any other, Rate Schedule at the same location within 12 months, there will be a Reconnection Charge equal to the minimum charge which would have been billed had the Customer not terminated service.
46 SHEET NO. 22-23 CES-3
CANCELING SHEET NO. 19-20 CES-3
Rate Schedule CES-3

METERED LARGE INDUSTRIAL/COMMERCIAL ELECTRICAL

SERVICE

APPLICABILITY
This schedule is applicable to large industrial/commercial Customers whose single meter indicates its monthly electricity usage is between 360,000 and 720,000 kWh in any particular month. Customers whose monthly consumption falls in this range will be billed at this rate class for that particular month.

TERRITORY
Mare Island of Vallejo, California, United States
RATES
Service Type
Secondary Voltage (120, 120/208, 120/240, 240, 480, 277/480) Basic Service Fee, per meter per day ...............................$22.9501 Energy Charge, per kWh……………………………………..$0.24636
Primary Voltage (12,000 volts)
Basic Service Fee, per meter per day ...............................$32.1971 Energy Charge, per kWh……………………………………..$0.23197
The minimum charge on this rate schedule shall equal the Basic Service Fee.

SPECIAL CONDITIONS:

1. Definitions: The definitions of terms used in this Rate Schedule are found either herein or in Section 1 of the tariff.

2. Voltage: Service under this schedule will be supplied at the voltages listed above

3. Eligibility for Primary Voltage Service. The Utility at its sole discretion will determine whether a Customer may receive Primary Voltage Service.

4. Voltage Regulators: Voltage Regulators, if required by the Customer, shall be furnished, installed, owned, and maintained by the Customer.

5. Reconnection Charge: In the event that a Customer terminates service under this Rate Schedule and re-initiates service under this, or any other, Rate Schedule at the same location within 12 months, there will be a Reconnection Charge equal to the minimum charge which would have been billed had the Customer not terminated service.
47 SHEET NO. 22-23 CES-4
CANCELING SHEET NO. 19-20 CES-4
Rate Schedule CES-4

METERED LARGE INDUSTRIAL/COMMERCIAL ELECTRICAL

SERVICE

APPLICABILITY
This schedule is applicable to large industrial/commercial Customers whose single meter indicates its monthly electricity usage exceeds 720,000 kWh in any particular month. Customers whose monthly consumption falls in this range will be billed at this rate class for that particular month.

TERRITORY
Mare Island of Vallejo, California, United States
RATES
Service Type
Secondary Voltage (120, 120/208, 120/240, 240, 480, 277/480) Basic Service Fee, per meter per day ...............................$46.1320 Energy Charge, per kWh……………………………………..$0.22939
Primary Voltage (12,000 volts)
Basic Service Fee, per meter per day ...............................$57.6656 Energy Charge, per kWh……………………………………..$0.21593
The minimum charge on this rate schedule shall equal the Basic Service Fee.

SPECIAL CONDITIONS:

1. Definitions: The definitions of terms used in this Rate Schedule are found either herein or in Section 1 of the tariff.

2. Voltage: Service under this schedule will be supplied at the voltages listed above

3. Eligibility for Primary Voltage Service. The Utility at its sole discretion will determine whether a Customer may receive Primary Voltage Service.

4. Voltage Regulators: Voltage Regulators, if required by the Customer, shall be furnished, installed, owned, and maintained by the Customer.

5. Reconnection Charge: In the event that a Customer terminates service under this Rate Schedule and re-initiates service under this, or any other, Rate Schedule at the same location within 12 months, there will be a Reconnection Charge equal to the minimum charge which would have been billed had the Customer not terminated service.
48 SHEET NO. 22-23-GS-1
CANCELING SHEET NO. 17-18-GS-1
Rate Schedule GS-1

METERED INDUSTRIAL/COMMERCIAL GAS SERVICE

APPLICABILITY
This service is available to all non-residential Customers receiving metered gas service

TERRITORY
Applicable throughout the service territory.

RATES
Basic Service Fee, per meter per day .................................$0.55

Island Energy Delivery Charge, per Therm.........................$1.10

Energy Cost Pass Through, per Therm (See Special Condition 3.) The minimum charge on this rate schedule shall equal the Basic Service Fee.

SPECIAL CONDITIONS:

1. Definitions: The definitions of terms used in this Rate Schedule are found either herein or in Section 2.1 of this Tariff.

2. Reconnection Charge: In the event that a Customer terminates service under this Rate Schedule and reinitiates service under this, or any other, Rate Schedule at the same location within 12 months, there will be a Reconnection Charge equal to the minimum charge which would have been billed had the Customer not terminated service.

3. As frequently there are changes to the charges for natural gas delivered to Island Energy there will be a change to the Energy Cost Pass Through Rate. This rate will equal the forecast total price for natural gas delivered to Island Energy divided by the forecast sales, plus an amortization of any prior over, or under, collections.

49 SHEET NO. 22-23-GS-2
CANCELING SHEET NO. 17-18-GS-2
Rate Schedule GS-2

METERED RESIDENTIAL GAS SERVICE

APPLICABILITY
This service is applicable to all residential Customers receiving metered gas service. A residential Customer is defined as using a low-pressure domestic service for heating, cooking, water heating, or a combination thereof, in single family dwellings, flats, and apartments, separately metered by the utility and low-pressure service used in common for residential purposes by tenants in multi-family dwellings.

TERRITORY
Applicable throughout the service territory
RATES
Basic Service Fee, per meter per day...........................$0.165 Island Energy Delivery Charge, per Therm...................$1.10 Energy Cost Pass Through, per Therm (See special condition 3.) The minimum charge on the Rate Schedule shall be equal to the Basic Service Fee.

SPECIAL CONDITIONS

1. Definitions: The definitions of terms used in this Rate Schedule are found either herein or in 2.01.

2. Reconnection Charge: In the event that a Customer terminates service under this Rate Schedule and re-initiates service under this, or any other, Rate Schedule at the same location within 12 months, there will be a Reconnection Charge equal to the minimum charge which would have been billed had the Customer not terminated service.

3. As frequently there are changes to the charges for natural gas delivered to Island Energy there will be a change to the Energy Cost Pass Through Rate. This rate will equal the forecast total price for natural gas delivered to Island Energy divided by the forecast sales, plus an amortization of any prior over, or under, collections.
50 SHEET NO. 22-23-LS
CANCELING SHEET NO. 19-20-LS
Rate Schedule LS

LIGHTING SERVICE

APPLICABILITY
This rate schedule applies to all electric Customers receiving unmetered service from the utility for lighting facilities that are controlled by an electronic photo-sensitive switch. This rate schedule further applies only to Customers that own, operate and maintain the lighting fixtures and wiring connected to the utility’s system, and is limited to the lamp types and wattage ranges listed below.

TERRITORY
Mare Island of Vallejo, California, United States
RATES
The total monthly charge per lamp is equal to the sum of the facility charge and the energy charge:

Facility Charge Rate, per lamp per month.....................................................................$0.23184 Energy Charge Rate, per kWh .....................................................................................$0.187656 Monthly energy charges per lamp are calculated using the following formula:
(Lamp-wattage + Ballast-wattage) x 4100/12/1000 x Energy-rate Where: Ballast-wattage = Lamp-wattage x ballast-factor
Ballast Factors by Lamp Type and Wattage Range:

Watt Range Ballast Factor Watt Range Ballast Factor

INCANDESCENT LIGHT EMITTING DIODES
0 to 200 0.00% 0 to 50 0.00%
MERCURY VAPOR HIGH PRESSURE SODIUM VAPOR (120 VOLT)
1 to 75 31.00% 1 to 40 25.44%
76 to 125 17.07% 41 to 60 22.93%
126 to 325 13.69% 61 to 85 21.25%
326 to 800 11.22% 86 to 125 20.00%
801 + 10.34% 126 + 17.07%
SHEET NO. 19-20-LS
51 CANCELING SHEET NO. 17-18-LS
Rate Schedule LS

LIGHTING SERVICE
(CONTINUED)
METAL HALIDE HIGH PRESSURE SODIUM VAPOR (240 VOLT)
1 to 85 25.44% 1 to 60 40.49%
86 to 200 24.39% 61 to 85 42.16%
201 to 375 22.93% 86 to 125 37.56%
376 to 700 18.54% 126 to 175 34.63%
701 + 13.27% 176 to 225 18.54%
226 to 280 17.07%
281 to 380 14.35%
381 + 12.68%

LOW PRESSURE SODIUM VAPOR
1 to 40 75.61%
41 to 75 54.32%
76 to 110 46.34% INDUCTION
111 to 160 34.42% 0 to 200 3.45%
161 + 26.83%

SPECIAL CONDITIONS

1. Type of Service: Service under this rate schedule will normally be provided only to multiple lighting systems that are supplied by the utility at a standard secondary voltage of 120 volts or 240 volts single-phase.

2. Photo Controls: This schedule is predicated on electronic type photo controls meeting ANSI standard C136.10, with a turn-on value of 1.0 foot-candles and a turn-off value of 1.5 foot-candles. Electro- mechanical or thermal type photo controls are not acceptable for this rate schedule.

3. Annual Operating Schedules: The rates under this schedule assume 4100 operating hours per year (approximately 11 hours per night), and apply to lights which will turn on and off once each night.

4. Light or Pole Numbering: Pole number sequencing and coding for single lights or multiple lights on a single pole shall be provided by the Customer in a format acceptable to the utility. The Customer shall provide physical numbering on lights or poles in order to facilitate accurate billing and inventory reporting prior to energizing facilities. Numbering must be legible from the ground.

5. Lighting Inventories: The Customer shall submit an initial inventory of the location, type and wattage for each light, including any non-conforming loads connected to the lighting system, in a format acceptable to the utility before the lighting system is connected to the utility system. An updated inventory shall be submitted annually after the initial inventory. The Customer shall inform the utility in writing within 30 days of any changes to the inventory.

6. Non-conforming loads: Any load other than the lighting loads listed in this rate schedule is a non- conforming load, and shall require approval from the utility before they are connected to an unmetered lighting service. Non-conforming loads will only be approved for governmental agencies.

Each non-conforming load shall not exceed 150 watts per circuit, or light for individually connected lights. Any non-conforming load exceeding this limitation requires metering of the Customer’s system at the utility’s connection point. The monthly billed charges for approved unmetered non-conforming loads will be based on the rated or measured full-load input wattage and verified hours of operation. 52 OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Mayor and Council Members
FROM: Garrett Evans, City Manager
SUBJECT: Adoption of a City Council Resolution Approving the Community Development Block Grant 2022-2023 Annual Action Plan
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
The US Department of Housing and Urban Development (HUD) provides funding to jurisdictions to help meet their housing and community needs. As recipients of these federal funds, HUD requires the City Council to review and approve the Community Development Block Grant (CDBG) 2022-2023 Annual Action Plan (2022-2023 Annual Action Plan). The 2022-2023 Annual Action Plan states the funding recommendations for that fiscal year (FY) and includes the list of subrecipients and their funding allocations.

FISCAL IMPACT
For FY 2022-2023, the City is receiving an entitlement grant amount of $656,718 from HUD.

Program income received from prior year 2021-2022 in the amount of $175,596 will be allocated towards the FY 2022-2023 budget.

The breakdown of the total CDBG funding for FY 2022-2023 is as follows:

Entitlement Funds from HUD: $656,718
Prior Year Program Income : $175,596
Total Funding for FY 2022-2023: $832,314
The CDBG fund account number is 233-41411. The breakdown of how the $832,314 is allocated is depicted in Exhibit A of this Staff Report.

RECOMMENDATION
City Council open the public hearing, receive testimony, close the public hearing, consider any public comments, and adopt the Resolution approving the 2022-2023 Annual Action Plan
53 BACKGROUND
The City receives CDBG funds from HUD to carry out a wide range of community development activities directed toward revitalizing neighborhoods and developing viable urban communities by providing decent housing, a suitable living environment and expanding economic opportunities for low- and moderate-income households.

For jurisdictions to receive annual CDBG fund allocations, the City must prepare and submit to HUD a five-year Consolidated Plan, annual Action Plans that are subsidiary documents to the Consolidated Plan, and a Consolidated Annual Performance Evaluation Report that details accomplishments in relation to the Annual Action Plan.

The entitlement jurisdictions of Antioch, Concord, Pittsburg, Walnut Creek and the Urban County (all other cities and the unincorporated areas) constitute the Contra Costa CDBG Consortium (Consortium). Together, the Consortium prepared a joint 2020-2025 Contra Costa Consortium Five-Year Consolidated Plan (Consolidated Plan). The priority needs for the City and the strategy and objectives to address those needs are detailed in the 2020- 2025 Consolidated Plan. The City Council approved the 2020-2025 Consolidated Plan with adoption of Resolution 20-13767 on April 20, 2020.

The Consolidated Plan is a detailed planning document that provides a needs assessment, describes the jurisdiction’s non-housing community development needs, its housing needs and market conditions, sets out a five-year strategy identifying priorities and available resources and establishes the Annual Action Plan which outlines intended uses of the resources. The Consolidated Plan incorporates the requirements of HUD’s CDBG Program.

HUD must approve both the Consolidated Plan and the City’s Annual Action Plan. The Consortium divided the Consolidated Plan into two funding cycles:
o 2020-2022 - two-year funding cycle
o 2023-2025 - three-year funding cycle
With the designated funding cycles, FY 2022-2023 is the first year of the three-year funding cycle that covers 2023-2025. A kickoff meeting was held on October 7, 2021 for all interested applicants to attend. Each member of the Consortium announced the types of programs and activities they were seeking to fund with CDBG for the next funding cycle and shared the reporting and monitoring requirements. Applications for the three-year funding cycle were due on December 6, 2021.

The City’s CDBG funds may only be used for projects and programs that benefit residents of Pittsburg. HUD’s 70% rule requires grantees to ensure that at least 70% of its expenditures over a particular time period must be used for activities that benefit low- and moderate- income persons. The City has determined that 80% of the annual budget shall be used to benefit low- and moderate-income persons. The use of FY 2022-2023 CDBG funds shall commence on July 1, 2022 and expire June 30, 2023. The 2022-2023 Annual Action Plan has been prepared in compliance with the 2020-2025 Consolidated Plan.

SUBCOMMITTEE FINDINGS
On May 26, 2022, the CDBG Subcommittee met to make funding recommendations for the FY 2022-2023 subrecipients for City Council consideration and approval. 54 STAFF ANALYSIS
The amount of CDBG funds obligated for Public Services activities must not exceed 15 percent of the sum of the entitlement grant provided for that program year plus program income received during the prior year. The allocation for staff-time costs and overhead charges to general Program Administration must not exceed 20 percent of the sum of the entitlement grant provided for that program year plus the estimated revenue from program income to be received by the City during that same program year. Payments received for the CDBG Housing Rehabilitation Program is defined as program income. The remaining 65 percent of the funds available for allocation may be obligated towards Economic Development, Housing, Code Enforcement and Infrastructure activities. Pursuant to City guidelines, the minimum amount that can be awarded to a subrecipient is $10,000.

The 2022-2023 Annual Action Plan is attached as Exhibit “B” to this Staff Report. The recommended activities are as follows:
• Public Services (i.e. healthcare, youth and homeless services) • Economic Development (i.e. employment training and small business development) • Housing Rehabilitation
• Infrastructure/Public Facilities Projects
Through various funding sources such as the American Rescue Plan Act (ARPA), Measure M, and the General Fund’s surplus, approximately $2.5m will be allocated to serve the youth and $400,000 will be allocated to provide assistance to non-profit organizations who apply and qualify for the assistance. Therefore, the CDBG Subcommittee focused on funding access to healthy foods and healthcare services under Public Services. Organizations who were not funded through CDBG are encouraged to apply for assistance once the non-profit assistance program has been established.

The proposed activities are consistent with the goals of the Consortium’s 2020-2025 Consolidated Plan as well as HUD regulations. The 2022-2023 Annual Action Plan reflects the City Council’s efforts on focusing activities that provide measurable direct benefits to lower income residents and address a wide range of community needs.

As required, there was a public comment period that commenced on May 19, 2022 and ended on June 19, 2022.

ATTACHMENTS: Resolution
Exhibit A – Funding Allocation Table
Exhibit B – 2022-2023 Annual Action Plan
Report Prepared By: Melaine Venenciano, Senior Administrative Analyst 55 Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE CITY COUNCIL OF THE CITY OF PITTSBURG
In the Matter of:

Approving the Community Development ) RESOLUTION NO. 22- Block Grant 2022-2023 Annual Action )
Plan )
WHEREAS, the City receives Community Development Block Grant (CDBG) funds from the US Department of Housing and Urban Development (HUD) to carry out a wide range of community development activities directed toward revitalizing neighborhoods and developing viable urban communities by providing decent housing, a suitable living environment and expanding economic opportunities for low- and moderate-income households; and
WHEREAS, the entitlement jurisdictions of Antioch, Concord, Pittsburg, Walnut Creek and the Urban County (all other cities and the unincorporated areas) constitute the Contra Costa CDBG Consortium (Consortium). Together, the Consortium prepared a joint 2020-2025 Consolidated Plan (Consolidated Plan) which was adopted by Resolution 20- 13767 on April 20, 2020, to assess the needs of each jurisdiction and to guide the use of CDBG funds within each individual member community; and WHEREAS, the Consortium divides the Consolidated Plan into two funding cycles:
1) 2020-2022: two-year funding cycle and 2) 2023-2025: three-year funding cycle. Fiscal Year (FY) 2022-2023 is the first year of the three-year funding cycle that covers 2023- 2025; and
WHEREAS, the Consolidated Plan is a detailed planning document that provides a needs assessment, describes the jurisdiction’s non-housing community development needs, its housing needs and market conditions, sets out a five-year strategy identifying priorities and available resources, and establishes the FY 2022-2023 Annual Action Plan which outlines intended uses of the resources. The Consolidated Plan incorporates the requirements of HUD’s CDBG Program; and
WHEREAS, the City’s CDBG funds can only be used for projects and programs that benefit residents of Pittsburg. HUD’s 70% rule requires grantees to ensure that at least 70% of its expenditures over a particular time period must be used for activities that benefit low- and moderate-income persons. The City has determined that 80% of the annual budget shall be used to benefit low- and moderate-income persons. The use of FY 2022- 2023 CDBG funds shall commence on July 1, 2022 and expire June 30, 2023; and WHEREAS, the approved budget for FY 2022-2023 is $832,314 which includes $656,718 of entitlement funds and $175,596 of program income received in the prior year; and
WHEREAS, the CDBG Subcommittee made recommendations for the FY 2022- 2023 subrecipients for City Council consideration and approval; and 56 Resolution No. 22- Page 2 of 2 June 20, 2022
WHEREAS, the City solicited comments from May 19, 2022 through June 19, 2022, conducted a public hearing on June 20, 2022 to receive testimony, and closed the comment period.

NOW, THEREFORE BE IT RESOLVED that the City Council hereby approves the 2022-2023 Annual Action Plan, including the CDBG application form SF-424 and the required certifications.

PASSED AND ADOPTED by the City Council of the City of Pittsburg at a regular meeting on the 20th day of June 2022 by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:

Holland Barrett White, Mayor
ATTEST:

Alice E. Evenson, City Clerk
57 FY 22-23
1 Loaves and Fishes $ 20,000.00
2 Family Harvest Farms $ 25,000.00
3 Healthy Hearts Institutute $ 50,000.00
4 St. Vincent DePaul - RotaCare $ 29,847.00 TOTAL AWARD AMOUNT FOR PS (15%): $ 124,847

ED - ECONOMIC DEVELOPMENT
1 COCOKIDS $ 10,000.00
2 Renaissance Entrepreneurship Center $ 40,000.00 3 Opportunity Junction - Administrative Careers Training Program $ 30,000.00

I/PF - INFRASTRUCTURE/PUBLIC FACILITIES
1 City of Pittsburg - ADA Ramps Installation/Sidewalk Replacement $ 259,700.00 2 City of Pittsburg - Citywide Roadway Safety Improvements $ 200,000.00

HSNG - HOUSING
1 *City of Pittsburg - Housing Rehabilitation Program $ 36,423.00 *Cal-Home Program Income Contribution $ 100,000.00 Total for Housing Rehabilitation Program $ 136,423.00 TOTAL AWARD FOR ED, I/PF & HSNG (OTHER) $ 576,123.00 PUBLIC SERVICES $124,847
OTHER $576,123
PROGRAM ADMINISTRATION (20%): $131,344
PROGRAM BUDGET: $832,314

PS - PUBLIC SERVICES
Exhibit A
FY 2022-2023 Funding Allocation
58 Exhibit B

CITY OF PITTSBURG

COMMUNITY DEVELOPMENT

BLOCK GRANT (CDBG) PROGRAM
2022-2023 Annual Action Plan
65 Civic Avenue
Pittsburg, CA 94565
CDBG Program Administrator
Melaine Venenciano
925-252-4155

59 Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)

1. Introduction
Through the Department of Housing and Urban Development (HUD), the City of Pittsburg (City) receives Community Development Block Grant (CDBG) funds to carry out a wide range of community development activities directed toward revitalizing neighborhoods and developing viable urban communities by providing decent housing, a suitable living environment and expanding economic opportunities for low - and moderate -income households.

For jurisdictions to receive annual CDBG fund allocations, they must prepare and submit a five -year Consolidated Plan , an Annual Action Plan and a Consolidated Annual Performance Evaluation Report that details all the accom plishments in relation to the Annual Action Plan.

The entitlement jurisdictions of Antioch, Concord, Pittsburg, Walnut Creek and the Urban County (all other cities and the unincorporated areas) constitute the Contra Costa Consortium (Consortium). Togethe r, the Consortium prepared a joint Fiscal Year (FY) 2020-2025 Contra Costa Consortium Five -Year Consolidated Plan (Consolidated Plan). The priority needs for the City, the strategy and objectives to address those needs are detailed in the Consolidated Plan.

The Consolidated Plan is a detailed planning document that provides a needs assessment, describes the jurisdiction’s non-housing community development needs, its housing needs and market conditions, sets out a five -year strategy identifying priorities and available resources and establishes the Action Plan which outlines intended uses of the resources. The Consolidated Plan incorporates the requirements of HUD’s CDBG Program. HUD must approve both the Consolidated Plan and the City’s Action Plan. The Consortium divides the Consolidated Plan into two funding cycles:
• 2020-2022 - two-year funding cycle
• 2023-2025 - three-year funding cycle
The City’s CDBG funds can only be used for projects and programs that benefit residents of Pittsburg. To comply with HUD’S 70% rule, which requires grantees to ensure that at least 70% of its expenditures over a period must be used for activities that benefit low - and moderate-income persons, the City has determined that its use of CDBG entitlement funds shall be one Program Year (PY) beginning July 1, 2022 and ending June 30, 2023. 60 PY 2022-2023 is concurrent with the City’s FY 20 22-2023. The Action Plan has been prepared in compliance with the Consolidated Plan.

The Consolidated Plan is guided by three overarching goals:

1. To provide a suitable living environment through safe, more livable neighborhoods, greater integration of low - and moderate -income residents throughout Contra Costa County communities, increased housing opportunities, and reinvestment in deteriorating neighborhoods.

2. To expand economic opportunities through more jobs paying self-sufficient wages, opportunities for homeownership, development activities that promote long -term community viability, and empowerment of low - and moderate-income persons to achieve self-sufficiency.

3. To provide decent housing by preserving the affordable housing stock, increasing the availability of affordable housing, and reducing discriminatory barriers. 61 AP-10 Consultation - 91.100, 91.200(b), 91.215(l)

1. Introduction
Through the Consolidated Plan process, the Consortium developed a comprehensive list of priority housing and community development needs for the entire consortium area. The focus groups and community meetings provided critical input for priori tizing the housing and community needs. With the Consortium's designated funding cycles, FY 20 22-2023 is the first year of the three-year funding cycle that covers 2023 -2025. A kickoff meeting was held on October 7 2021 for all interested applicants to attend. Each member of the Consortium announced the types of programs and activities they were seeking to fund with CDBG for the next funding cycle and shared the reporting and monitoring requirements. Applications for the three-year funding cycle was due on December 6, 2021.The consultation process discussed in this section reflects actions taken during the Consolidated Plan planning process.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l)).

The Consortium’s outreach and consultation strategies included the formation of community outreach partnerships with affordable housing, social service, and mental health providers; workforce developers; community advocates; and others. Subrecipients alerted their clients and program beneficiaries that an important planning process was being undertaken and encouraged active participation by beneficiaries.

The Consortium conducted a Community Needs Survey to solicit input from residents and workers in Contra Costa County during the Consolidated Plan process. Respondents were informed that the Consortium was updating the Consolidated Plan for federal funds that primarily serve low and moderate income (LMI) residents and special needs populations. The questionnaire polled respondents about the level of need in their respective neighborhoods for various types of improvements that can potentially be addressed using entitlement funds.

The City provides information to the Housing Authority of the City of Pittsburg (Housing Authority) regarding programs that can enhance the living situation of its clients by providing resources to assist with becoming a homeowner, landlord/tenant issues, as well as other programs that may be of benefit to the household. In addition, the City , through its senior center service s, has established partnerships with agencies that provide assistance to the senior population.

Community Forums
62 Five Consolidated Plan Community Forums were conducted throughout Contra Costa County to introduce the Consortium’s Five-Year Consolidated Plan Process and to solicit input from residents and workers throughout Contra Costa County on the level of need for various types of improvements that can potentially be addressed by the 20 20-2025 Consolidated Plan.

Outreach
Over a thousand entities, organizations, and persons were directly contacted via outreach efforts and requested to share materials with their beneficiaries, partners, and contacts; encourage attendance at the forums; and to respond to the Community Needs Survey.

The survey was available in both English and Spanish.

Results from the forums and outreach efforts help direct each jurisdiction’s funding recommendations to ensure that community needs are addressed each fiscal year.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City understands that homelessness is a regional issue that cannot be addressed independently. With the COVID -19 pandemic cities and counties had to abide by guidelines which included the change in how congregate shelters are operated. An annual survey of homelessness in Contra Costa County found significantly more residents without housing in 2022 than three years ago, underscoring a severe shortage of affordable housing and the collateral impacts of the COVID -19 pandemic in the community.

Chronic homelessness - During the three years since its 20 19 homeless point-in-time count, Contra Costa Health (CCH) and community partners have added hundreds of shelter beds across the county, a 30% increase. The County's 2022 point-in-time count, estimates that 3,093 people are staying in shelter beds or livin g outdoors on an average night in Contra Costa, compared to 2,295 in 2019. On the night of the 2022 point-in-time count, there were 221 unsheltered people in Pittsburg compared to 128 in 2019.

The site at 2101 Loveridge Road in Pittsburg was previously a Motel 6 wasused since the beginning of the COVID-19 pandemic as a non-congregate emergency shelter for county residents with funding from the State's Project Roomkey program. The Project Homekey award allowed Contra Costa County to negotiate the purchase of the motel and provide the necessary renovations to make a state-of-the-art interim housing facility with services such as basic healthcare, housing navigation and case management provided on site. 63 The previous Motel 6 is now a 172-unit interim housing site called Delta Landing and was among the first in California to open thanks to the State's Homekey program to build and sustain housing for residents experiencing homelessness. Delta Landing, recipient of a $21.5 million Homekey grant in 2020, opened in early 2022 after extensive site renovation. In addition to new paint, roof, furnishings, laundry and fire sprinkler system, clients can make use of a new wellness center for physical and behavioral health needs and co-located services to help them regain permanent housing.

To help bring more affordable housing to Contra Costa, the board established the Local Housing Trust Fund with $10 million from Measure X, the countywide sales tax that began in 2021. Measure X funds will contribute $12 million annually to the fund, administered by county age ncies in part to support acquisition, construction, preservation, and rehabilitation of affordable housing in the county.

Project Homekey will fund $4.196 million toward operation of Delta Landing, a permanent service facility that will help county residents transition into stable living situations and is managed by Bay Area Community Services (BACS), a contractor of a Health, Housing, and Homeless Services (H3).

City staff participates in a monthly meeting with staff from the Continuum of Care (CoC), the H3 as well as B ACS. H3 provides advice on the operations of homeless services, program operations, and program development efforts in the county to strategically plan to prevent and end homelessness. Together, all agencies are working collaboratively to ensure hom eless services are available while minimizing negative impacts to the community.

Families with children – The City works closely with providers that serve homeless families with children to ensure families have access to needed resources. Funding is allocated to programs that assist with providing temporary shelter for the families and transportation to and from school to ensure the children attend school on a regular basis.

Veterans – A dozen years after it was envisioned, an affordable apartment complex for low income veterans and others facing homelessness has opened in Pittsburg. Over the years, the planned Veterans Square apartments at 901 W. Los Medanos St. ha s been both supported and criticized for its prime downtown location, but at the grand opening on May 11, 2022 , one could only hear the accolades . CDBG funds were allocated for the land acquisition for the Veterans Square housing project.

Located close to restaurants, bus services and the Pittsburg Center BART Station, the Satellite Affordable Housing Associates’ Veterans Square features solar thermal systems and other green features, as well as room for a community garden. The three- story building includes 28 one -bedroom and two two -bedroom apartments, ranging 64 from 575 to 783 square feet, with an on -site manager. On-site services include health and wellness classes, education and employment services and social activities. The Pittsburg Housing Authority administers 160 Veteran Affairs Supportive Housing (VASH) vouchers and provided a loan towards the construction of Veterans Square.. Affordable homes for veterans are desperately needed throughout the county and the state.

According to the United States Interagency Council on Homelessness, there are over 10,000 veterans currently experiencing homelessness in California alone.

Unaccompanied youth - The County operates Calli House, a shelter for homeless youth.

Persons at Risk of Homelessness – CDBG funds will continue to be allocated to programs that directly assists the homeless or people that are at risk of homelessness.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS
Pittsburg does not receive ESG funds b ut Contra Costa County is a recipient of these funds and coordinates its allocation with the CoC. The CoC will complete an annual action plan each year. This annual action plan will guide the work of the CoC and inform the decisions of the Contra Costa Interagency Council for Homelessness (CCICH) Executive Committee and the CoC.

The expansive participation in HMIS by service providers throughout the CoC has given us more knowledge about the population being served. Changes to the policies and procedures for the operation and administration of HMIS is overseen by CCICH Executive Committee to ensure compliance with HUD requirements and best practices.

2. Agencies, groups, organizations and others who participated in the process and consultations
65 Table 1 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Pittsburg Housing Authority Agency/Group/Organization Type Housing
PHA
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Needs - Veterans
Homebuyer Resources
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
Pittsburg Housing Authority has clients that are interested in becoming homeowners and this has become attainable
through HUD's Homeownership Voucher Program.
2 Agency/Group/Organization Contra Costa County Department of Conservation and Development
Agency/Group/Organization Type Service-Fair Housing
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
66 Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
The Department of Conservation and Development was the
lead agency in the development of the 2020-2025
Consolidated Plan.
3 Agency/Group/Organization Contra Costa Health Services Homeless Program Agency/Group/Organization Type Services-Elderly Persons Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Other government - County
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
The Contra Costa County's Health and Homeless Services
staff participated in the community meeting/public hearing process and provided information on special needs
populations; including homeless populations. It is anticipated that this consultation will result in improved coordination of services to the City's at risk and homeless populations. 67 4 Agency/Group/Organization Contra Costa Continuum of Care Agency/Group/Organization Type Services-homeless
Other government - County
Other government - Local
Regional organization
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
City staff participates in a monthly meeting with staff from the Continuum of Care (CoC) as well as the Health, Housing, and Homeless Services (H3).H3 provides advice on the operations of homeless services, program operations, and program
development efforts in the county to strategically plan to prevent and end homelessness. The City and H3 are working collaboratively to ensure homeless services are av ailable while minimizing negative impacts to the community.
5 Agency/Group/Organization STAND! For Families Free of Violence Agency/Group/Organization Type Services - Housing
Services-Children
Services-Victims of Domestic Violence
Services - Victims
Service Provider
What section of the Plan was addressed by
Consultation?
Homeless Needs - Families with children
68 Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
STAND! was consulted to provide information regarding
victims of domestic violence in the City and the services provided to this population. It is anticipated that this coordination will result in improved coordination of services to the City's victims of domestic violence.
6 Agency/Group/Organization Opportunity Junction
Agency/Group/Organization Type Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Economic Development
Anti-poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
Opportunity Junction is a Contra Costa Community Based
Development Organization (CBDO) that works closely with the low-income community to provide educational programs, job training and placement services and is well-connected with economic development agencies and partners in Contra Costa County.

Identify any Agency Types not consulted and provide rationale for not consulting No types were intentionally excluded. Organizations were consulted on an individual and group basis. An effort was made to reach as many organizations as possible.

69 Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Coalition of Homeless
Services Providers
Through the outreach process, homelessness and homeless prevention services were identified as a priority for the CDBG program. These services will complement the CoC Strategy.

Contra Costa
County
Consortium
Contra Costa County
Department of
Conservation and
Development
The cities of Antioch, Concord, Pittsburg and Walnut Creek and the County of Contra Costa have formed the Contra Costa HOME Consortium to cooperatively plan for the housing and community development needs of Contra Costa County.

Housing
Element 2015-
2023
City of Pittsburg Planning
Department
The new 2015-2023 Pittsburg Housing Element adopted on May 4, 2015 by City Council Resolution 15-13033, approved by the State Department of Housing and Community Development, was heavily consulted for all housing goals and objectives to assure unity and conformity.

Table 2 - Other local / regional / federal planning efforts

70 Annual Action Plan
2022
13 OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-12 Participation - 91.401, 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

The Consortium divides the Consolidated Plan into two (2) funding cycles:

o 2020-2022 - two-year funding cycle
o 2023-2025 - three-year funding cycle

With the Consortium's designated funding cycles, FY 2022-2023 is the first year of the three-year funding cycle that covers 2023-2025. A kickoff meeting was held on October 7 2021 for all intere sted applicants to attend. Each member of the Consortium announced the types of programs and activities they were seeking to fund with CDBG for the next funding cycle and shared the reporting and monitoring requirements. Applications for the three-year funding cycle was due on December 6, 2021.

On May 19, 2022, a public notice in English , Spanish and Tagalog were published in the East Bay Times announcing the June 20, 2022 public hearing at the City Council meeting. Interested parties were encouraged to send comments on the draft 2022-2023 Annual Action Plan. Written comments were accepted from May 19 – June 19, 2022.

On May 26, 20 22, the CDBG Subcommittee met to make funding amount recommendations for the FY 20 22-2023 subrecipients for City Council consideration and approval for the public hearing scheduled for June 20, 2022.

On June 20, 2022, through Resolution 22-XXXX City Council had the opportunity to approve the 2022-2023 Annual Action Plan.

71 Annual Action Plan
2022
14 OMB Control No: 2506-0117 (exp. 06/30/2018)
Citizen Participation Outreach
Sort Or
der
Mode of Outr
each
Target of Outr
each
Summary of
response/attend
ance
Summary of
comments rec
eived
Summary of com
ments not
accepted
and reasons
URL (If
applicable)
1 CDBG
Subcommittee
zoom meeting
on 5/26/22;
Posted on City
website;
Posted in
conspicuous
place
Non-
targeted/broad
community

2 Council
Members; 2
Voting
members of the
Community
Advisory
Commission
2 Council
members; 2 CAC
members; 3 staff
members; 2
members of the
public
Not applicable. Not applicable.
ci.pittsburg.c
a.us -
Calendar
Section
2 Public Hearing
was held on
6/20/22. Notice
was published
in the
newspaper in
English,
Spanish, and
Tagalog

Non-English
Speaking:

Spanish and
Tagalog;
Non-
targeted/broad
community
City Council
Members, staff
and the public
attend the online
council meetings
where the public
hearing is held.

TBD Not applicable.
ci.pittsburg.c
a.us -
Agenda
Section
Table 3 – Citizen Participation Outreach
72 Annual Action Plan
2022
15 OMB Control No: 2506-0117 (exp. 06/30/2018)

AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
Pittsburg's 2022 entitlement grant amount is $656,718. The City will continue to use its grant funds to serve the community by funding various agencies, programs and projects.

Anticipated Resources
Program Source
of
Funds
Uses of
Funds
Expected Amount Available Year 3 Expected
Amount
Available
Remainder
of
ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
$656,718 $175,596 $832,314 $1,300,000
Annual
allocation was
confirmed on
May 13, 2022.

Expected
amount available
for remainder of
Consolidated
Plan to be
$650,000 per
year.

Table 4 - Expected Resources – Priority Table

73 Annual Action Plan
2022
16 OMB Control No: 2506-0117 (exp. 06/30/2018)
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City leverages Federal, State, and local resources to the greatest extent feasible. Moreover, the City continues to encourage non-profit organizations to seek other federal, state, and local funding for both housing and non-housing community development activities.

The City’s Police Department receives the following grants which enables the City to carry out a wide range of community development activities directed toward revitalizing neighborhoods and developing viable urban communities by providing a suitable living environment for low- and moderate-income households. • OTS DUI Grants - $90,000
• Tobacco Grant (three years) - $687,963
• Edward Byrne Memorial Justice Assistance - $30,284
• COPS Grant (three years) – $125k for three years. This is the third year and was only funded $21,486 so $103,514 remaining in FY2023
• Supplemental Law Enforcement Program - $100,000/annually If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The Successor Agency started with over 60 properties to sell upon its dissolution in 2012 and currently only has 1 property left for sale. Several of the properties that were sold are going to be developed into housing projects and are currently under construction. Since affordable housing is a high priority, the City supports the development of these housing projects.

Yellow Roof Foundation (YRF) purchased three properties from the Successor Agency and constructed a for rent affordable housing project consisting of a single family residential unit and an accessory dwelling unit (ADU) on each parcel for a total of six (6) affordable housing units called Gonsalves Village. Gonsalves Village had its grand opening on 74 Annual Action Plan
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March 29, 2022 and now houses families, all headed by single moms with full-time jobs. The three ADUs are rented to a person or persons at the very low income level (30-50% of AMI) and the three single family residential units are rented to the moderate income level (80-120% AMI). In no event shall any of the six affordable units be rented to person or persons whose income is greater than 120% of AMI.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 AH-3: Maintain
and Preserve
Affordable
Housing
2020 2025 Affordable
Housing
Affordable
Housing
CDBG:
$36,423
Homeowner
Housing
Rehabilitated:4
2 CD-1: General
Public Services
2020 2025 Non-Housing
Community
Development
Non-Housing
Community
Development
CDBG:
$124,847
Public service
activities other
than
Low/Moderate
Income Non -
Housing Benefit:
23850 Persons
Assisted
3 CD-3: Youth 2020 2025 Non-Housing
Community
Development
Non-Housing
Community
Development
Youth services
will be funded
through other
sources
(ARPA,
Measure M
and General
Fund. $2.54
million will be
available 0
Persons assisted:
100
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
4 CD-6:

Economic
Development
2020 2025 Non-Housing
Community
Development
Non-Housing
Community
Development
CDBG:
$80,000
Businesses
assisted: 45
Person assisted:1
5 H-2: Homeless
Prevention
2020 2025 Homeless Reduce/Alleviate
Homelessness
Homeless
services will
be funded with
ARPA funds
Persons assisted:
25 6 CD-7:

Infrastructure
and
Accessibility
2020 2025 Non-Housing
Community
Development
Non-Housing
Community
Development
CDBG:
$459,700
Installation of 36
ADA ramps
Safety
improvements at 6
intersections
7 CD-8:

Administration
2020 2025 Non-Housing
Community
Development
Program
Administration
CDBG:
$131,344

Table 5 – Goals Summary

Goal Descriptions

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1 Goal Name AH-3: Maintain and Preserve Affordable Housing Goal
Description
Maintaining and preserving affordable housing during this Annual Action Plan includes the following:
• Housing Rehabilitation Program - $36,423000. Cal -Home funds will contribute $100,000 to the housing rehabilitation budget making the total budget for the program be $136,423. 2 Goal Name CD-1: General Public Services
Goal
Description
Public Service activities during this Annual Action Plan include the following:
• Loaves and Fishes - $20,000
• St. Vincent DePaul RotaCare Clinic - $29,847
3 Goal Name CD-3: Youth
Goal
Description
Youth services during this Annual Action Plan will be funded through various sources such as the American Rescue Plan Act (ARPA), Measure M, and the General. Approximately $2.5m will be allocated to serve the youth and $400,000 will be allocated to provide assistance to non-profit organizations who apply and qualify for the assistance. 4 Goal Name CD-6: Economic Development
Goal
Description
Economic Development activities during this Annual Action Plan includes the following:
• COCOKIDS - $10,000
• Renaissance Entrepreneurship Center - $40,000
• Opportunity Junction Administrative Careers Training Program - $30,000 5 Goal Name H-2: Homeless Prevention
Goal
Description
Homeless Prevention activity during this Annual Action Plan will be funded with ARPA funds.

Approximately, $400,000 will be allocated to provide assistance to non-profit organizations who apply and qualify for the assistance.
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6 Goal Name CD-7: Infrastructure and Public Facilities
Goal
Description
Infrastructure and Public Facilities activities during this Annual Action Plan includes the following:
• ADA ramps installation /sidewalk replacement - $259,700 • Citywide Roadway Safety Improvements - $200,000
7 Goal Name CD-8: Administration
Goal
Description
• Planning and administration - $131,344

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AP-35 Projects - 91.420, 91.220(d)
Introduction
Pittsburg’s CDBG program major objectives are to:
• Provide assistance to programs and activities that benefit lower income persons. • Prevent or reduce deterioration in designated neighborhoods. • Preserve the existing housing stock for lower income persons. • Provide assistance to programs that create permanent employment opportunities for lower income persons.
• Improve the public works infrastructure, including improvements that aid in the revitalization of neighborhoods, increase access for persons with disabilities and seniors and increase the health and safety of residents. • Provide assistance to neighborhood and public facilities that serve lower income persons and families.
# Project Name
1 2022-2023 Loaves and Fishes
2 2022-2023 Family Harvest Farms
3 2022-2023 Healthy Hearts Institute
4 2022-2023 St. Vincent DePaul RotaCare Program
5 2022-2023 CoCoKids - Road to Success
6 2022-2023 Renaissance Entrepreneurship Center
7 2022-2023 Opportunity Junction - Administrative Careers Training Program 8 2022-2023 ADA Ramps Installation and Sidewalk Replacement 9 2022-2023 Citywide Roadway Safety Improvements
10 2022-2023 Housing Rehabilitation Loan Program
11 2022-2023 Program Administration
Table 6 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Underserved individuals and families face many challenges. Homeless and youth services continues to be a high priority for the City. Funding employment programs helps reduce family poverty. Pittsburg strives to provide constant support to community by funding programs that addresses Pittsburg's community needs.

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AP-38 Project Summary

1 Project Name 2022-2023 Loaves and Fishes – Nourishing Lives Target Area City of Pittsburg
Goals Supported CD-1: General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $20,000
Description Loaves and Fishes Nourishing Lives provide a hot nutritious meal to anyone who is hungry by serving a hot, noon time, buffet style meal Monday-Friday. By
partnering with other agencies that come to their dining rooms, Loaves and Fishes also offer its clients other
safety net services such as medical, shelter, and
registration for Cal Fresh. Their clients are individuals and families who are homeless or very low to low income residents living in Antioch, Pittsburg, and Martinez.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
Estimated to serve 650 Pittsburg residents. Ninety eight percent of clients served are low to very low-income
individuals recently out of work, homeless, unemployed, underemployed, or disabled. Loaves and Fishes
provides meals and groceries to people who cannot
afford to feed themselves or their family a nutritious
meal. They serve anyone who is hungry adults, children, families and elderly.

Performance Measures:

Objective - Creating a Suitable Living Environment
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 05W Food Banks
HUD National Objective - LMA
HUD Accomplishment Type - Persons (General)
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Location
Description
Pittsburg Dining Room-1415 Simpson Court Pittsburg,
CA 94565
Planned Activities Loaves and Fishes Nourishing Lives serves the hungry of Contra Costa County. Its meals are free to anyone
who is hungry. The need is nutritious food and the issue is there are people who cannot afford to purchase it. By providing a free meal, Loaves and Fishes are fulfilling both areas of need and issue. Loaves and Fishes prides
itself by providing a well-balanced meal, low in salt with a daily emphasis on a fresh green salad, a seasonal fresh fruit salad and entrée. In the last year Loaves and Fishes has worked very hard to expand its mission with the goal to do more for its clients. Providing food is very
important, but Loaves and Fishes wanted to do more and
has changed its mission to “The mission of Loaves and
Fishes of Contra Costa is to provide community-based
food programs and partner services that focus on basic
needs." Loaves and Fishes nourish lives by partnering
with other nonprofits in the community to provide basic safety net services at its dining rooms in a cost-effective manner.
2 Project Name 2022-2023 John Muir Land Trust - Family Harvest Farms Target Area City of Pittsburg
Goals Supported CD-1: General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $25,000
Description Family Harvest Farm (FHF), a regenerative farm in Pittsburg California, increases food security by
distributing fresh produce to Pittsburg residents, offering community workshops, and expanding work experience
for young adults (18-24 years old) with experience in
foster care.

Target Date 6/30/2023
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Estimate the
number and type of
families that will
benefit from the
proposed activities
Estimated to help approximately 600 Pittsburg residents.

Performance Measures:

Objective - Creating a Suitable Living Environment
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 05W Food Banks
HUD National Objective - LMA
HUD Accomplishment Type - Persons (General
Location
Description
1300 Power Ave, Pittsburg, CA.
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Planned Activities Family Harvest Farm (FHF) is addressing food insecurity, a barrier to a healthy and well-nourished
lifestyle for the surrounding neighborhoods. The
surrounding neighborhoods have been identified as
low/moderate income and without food security or
access to a supermarket by the USDA and USA Census.

1 - FHF will increase food security in the local community through distributing fresh produce for free at the FHF
farm stand to 600 residents. By distributing nutrient-
dense produce to the local community, residents will
have increased access to this produce, understand more
deeply where produce comes from, connect to farmers
and agriculture systems, and build a connection to food they are eating.

FHF does this by:

- Distributing free fresh organic produce to 600 local
community members through FHF farm stand twice
monthly. This effort of harvesting and distributing
produce is managed by the Farm Manager.
- Maintaining current farm operations and expanding
production. This effort is managed by the Farm Manager.

2 - As well as serving the direct neighborhood by
creating access to fresh organic produce, FHF provides
an opportunity for the community to engage in
workshops, volunteer days, environmental education,
and plant and produce distribution for the larger
community. 1,170 in-person visits and 1,300 outreach
touches with school groups and the community at large
will reflect residents receiving benefit from community programming at the farm. FHF does this by:

- Hosting 10 volunteer days with a focus in promoting to the local neighborhoods
- Hosting 2 family-friendly educational workshops that
encourage healthy living, clean water and air, healthy
food and eating, growing food and more with a focus in
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promoting to the local neighborhoods
-Reaching out to local schools, service clubs, non-profits, farms etc. to build partnerships for future educational events
- Hosting spring produce and plant sales open to
community at large
- Donating 5 loads of produce to community kitchens
who feed residents spanning the county
- Distributing FHF produce to apprentices, volunteers,
schools, and community kitchens such as Loaves and
Fishes.
3 Project Name 2022-2023 Healthy Hearts Institute
Target Area City of Pittsburg
Goals Supported CD-1: General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $50,000
Description The Healthy Hearts Institute addresses multiple interrelated needs in the community: the lack of access to healthy local foods; minimal economic opportunity for low-income groups (including unsheltered and formerly
incarcerated residents); the need for opportunities to
build community; and blight. Healthy Hearts will expand farming operations in Pittsburg to serve even more
community members with access to healthy foods and
environmental education. The El Pueblo Housing
Community located in Pittsburg is a diverse community
plagued with inequities when it comes to food access
and quality of life outcomes for its residents. These
inequities feed into the cycle of poverty and are the
leading causes for our country’s health issues. Families need access to healthier foods and improved nutritional education.

Target Date 6/30/2023
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Estimate the
number and type of
families that will
benefit from the
proposed activities
Estimated to help approximately 800 low and moderate-
residing in Pittsburg.

Performance Measures:

Objective - Creating a Suitable Living Environment
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 05W Food Banks
HUD National Objective - LMA
HUD Accomplishment Type - Persons
Location
Description
875 El Pueblo Ave, Pittsburg, CA 94565
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Planned Activities Healthy Hearts Institute is designed to transform low- income communities through health and wellness. HH
focuses on four core elements of health:

Stress Management, Nutrition, Environmental
Sustainability, and Physical Fitness. HH does this by
building community gardens and providing low-income
families education, resources and tools needed to
support healthy lifestyles. This project will have a
significant impact on its target audience by increasing their access to local, organically grown fruits and
vegetables, providing a gathering space where they can
meet to discuss ways to improve the health of the
community, turning a vacant blighted lot into a thriving community garden, community gathering space, and
urban farm. Community members will have direct access
to local organically grown nutritious fruits and
vegetables. Low-income families will learn how to grow
organic produce, free of pesticides and provide them
access to healthy nutritious food. Additional benefits
include teaching low income families how to become
better environmental stewards through educational
programs around composting, rainwater harvesting, and
solar power. Furthermore, participants in the project will be provided with education about environmental justice
and their role in developing local solutions to redress the disproportionate burdens they face. While the HH
Institute has been growing fresh and healthy foods for
the community since 2017, the demand for food far
exceeds our capacity. With support from the CDBG, HH
will be able to build infrastructure, increase farming
capacity, increase our food storage capacity, and add to our small team to support expanded farming operations.
4 Project Name 2022-2023 St. Vincent DePaul RotaCare Program Target Area City of Pittsburg
Goals Supported CD-1: General Public Services
Needs Addressed Non-Housing Community Development
Funding CDBG: $29,547
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Description St. Vincent de Paul's RotaCare Pittsburg Free Medical Clinic offers medical care to uninsured, poor, and low- income residents of Pittsburg for the relief of pain and suffering. The Clinic is open weekly on Wednesdays
from 4-8 p.m., and the second and fourth Saturdays, 9-
12 pm. Volunteer doctors, nurses, pharmacists, social
workers, translators, and administrators offer services at no charge. All treatment, lab services, x-rays, ultra-sound and other diagnostic tests, along with all pharmaceuticals are provided free of charge.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
This program is estimated to help 330 Pittsburg
residents. The specific populations served are the
uninsured, low-income, minority population of East
County in need of medical care. Over 90 percent of the
patients served are minority and over 98 percent of the patients served have incomes below 200 percent of the
Federal Poverty Level.

Performance Measures:

Objective - Creating a Suitable Living Environment
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 05M Health Services
HUD National Objective - LMC
HUD Accomplishment Type - Persons (General)
Location
Description
The St. Vincent de Paul Free Medical Clinic Program is
located at the St. Vincent de Paul Family Resource
Center: 2210 Gladstone Drive, Pittsburg, CA 94565.

Additionally, St. Vincent de Paul has 27 neighborhood-
based locations that provide emergency food, clothing,
utility assistance, rental assistance and other emergency assistance.
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Planned Activities The mission of the RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul is to improve availability and access to health services for low income and
underserved residents of East County, for residents of
Pittsburg where significant health disparities exist.

Despite the reforms made by the Affordable Care Act,
the services provided by free and charitable clinics are more important than ever. Over the last two years, Free and Charitable Clinics have seen a 40 percent increase
in patient demand, but a decrease in donations. The
clinic at SVdP is also encountering a similar increase in patient demand.

The RotaCare Pittsburg Free Medical Clinic at St.

Vincent de Paul was developed to provide healthcare
services to the uninsured and those unable to pay for
healthcare services. Based on the socio-economic status of our patients, the RotaCare Pittsburg Free Medical
Clinic serves those particularly impacted by health
disparities. Initially conceived as an urgent/primary care clinic, the RotaCare Pittsburg Free Medical Clinic at St.

Vincent de Paul has evolved to provide chronic care
patient education and monitoring, as 50% of clinic visits involve chronic disease treatment or management. The
health outcomes of the underserved and low-income
residents utilizing the services of our clinic are impacted heavily by the ability to affect their response to chronic diseases.

All services are provided FREE OF CHARGE to
patients. A licensed Pharmacist dispenses all
medications. Any lab services or radiology services are provided free of charge to patients. Referrals are made to Quest Diagnostics and Antioch Imaging for these
additional services. St. Vincent de Paul covers all costs of referring patients for lab tests, (to Quest Diagnostics- Pittsburg), and x-rays/MRI/ultrasound imaging (at
Antioch Medical Imaging). Follow up required for
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lab/radiology results are provided by Medical Director Dr.

Hamid Khonsari.
5 Project Name 2022-2023 CoCoKids Road to Success
Target Area City of Pittsburg
Goals Supported CD-6 Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $10,000
Description The program benefits 15 very low, low, and moderate- income residents in Pittsburg through microenterprise
assistance for those who want to maintain or start stable small businesses as licensed home-based family
childcare providers.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
Estimated to help approximately 15 Pittsburg businesses.

The program benefits very low, low, and moderate-income adults living in Pittsburg who choose to start or maintain licensed family child care microenterprises. The program also benefits children ages 0 -12 with early care and
education and their families who need child care services in these communities.

Performance Measures:

Objective - Creating Economic Opportunities
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code - 18C Micro-Enterprise Assistance
HUD National Objective - LMC
HUD Accomplishment Type - Persons (General)
Location
Description
Various Pittsburg home sites will receive services
provided by staff located at 1035 Detroit Avenue, Suite 200, Concord, CA 94518
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Planned Activities The project goal is to assist very low, low, and moderate- income Pittsburg residents to maintain or start family
childcare businesses and to provide business
development training, technical assistance, and support to help them be viable and successful microenterprises.

The objective of Road to Success is to train and provide ongoing support and technical assistance to very, low,
and moderate-income Pittsburg residents who want to
become family childcare providers or want to sustain
successful family child care home (FCCH)
microenterprises. There are many currently licensed
FCCH businesses in Pittsburg that need assistance to
stay in business and thrive.

In Pittsburg, Road to Success will continue
microenterprise development efforts and serve a total of 15 clients during the year. Some providers have
succeeded and even expanded (with parents on wait
lists) to meet the cities’ childcare needs, including the need for quality care and early education. The project will be cost-effective and deliver achievable objectives for this priority need to help microenterprises stay in
business and generate revenue. This financially stable
agency has the experience and capacity to complete the
project in a timely manner. The project will create and maintain jobs through small business development, meet
the community’s need for childcare so families can work or find work, and give children, including low-income
children, quality care and early education so that they can succeed.

Retention, sustainability and recruitment are also
included in the project goal. Road to Success will
improve the chances for success for home-based family
childcare microenterprises, thus building economic self- sufficiency, sustaining employment, improving the quality of care and early education for children, stimulating local economies, and fostering small business profitability for target populations in all jurisdictions.
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Project Name 2022-2023 Opportunity Junction - Administrative Careers Training Program
Target Area City of Pittsburg
Goals Supported CD-6: Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $30,000
Description This program trains and places low-income job seekers into administrative careers. The Administrative Careers Training (ACT)combines computer training with life skills, case management, paid work experience, mental health
services, career skills, job placement, and long-term
alumni follow-up.

Target Date 6/30/2023
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Estimate the
number and type of
families that will
benefit from the
proposed activities
The ACT Program will provide training and job
placement assistance to 1 low income Pittsburg
residents to be placed under contract with an employer
partner. The ACT program is designed to address all of
the barriers faced by hard-to-serve low-income adults
seeking to enter the job market at sustainable wages.

The program integrates computer training with life skills, paid experience, case management and psychological
counseling, career counseling and job placement, and
long-term ongoing support. Participants enter
administrative careers that enable them to become self- sufficient.

The ACT Program targets motivated, low-income job
seekers facing addressable barriers to employment.

Participants must: reside in Contra Costa County and
read English at a minimum of a 7th grade level.

Performance Measures:

Objective – Creating Economic Opportunities
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 05H Employment Training
HUD National Objective - LMC
HUD Accomplishment Type - Persons (General)

Location
Description
3102 Delta Fair Blvd., Antioch, CA 94509
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Planned Activities The ACT Program consists of the following:

Twelve Weeks of Full-Time Training in:
• Life Skills, including many team-building exercises and covering goal-setting, overcoming obstacles, managing
change, self-care, business and workplace skills
(including a half-unit college credit class taught in
partnership with Los Medanos College), and public
speaking;
• Computer Skills, focused on the Microsoft Office Suite and online applications such as Google Docs and
Salesforce. Training leads to Microsoft Office Specialist (MOS) certification in Word and Excel, with some
trainees earning MOS certification in PowerPoint,
Access, and Outlook; and
• Academic Skills including Business English and
Business Math.

Up to Four Months Paid, On-the-Job Experience – Once
training is complete, Opportunity Junction hires
participants as paid interns in our Staffing Services social enterprise, where they provide contracted services for
local businesses and administrative support for the staff.

Unlike many social enterprises, our emphasis is on the
benefit to the participant, so we hire every graduate of the training phase. Nonprofits and government offices
may also serve as sites for the internships, if they are geographically accessible to our participants.

Case Management – Case managers closely support
participants throughout the program and for 18 months
following job placement, ensuring that each participant is linked to child-care, health care, transportation, and other needed services.

On-Site Counseling Services – Because most of the
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the program helps to de-stigmatize them and facilitate
participation.

Personalized Job Placement – In order to facilitate a
good fit between participants and employers, interns
engage in comprehensive career-building activities
including skill and interest assessment, job search,
resume and cover letter preparation, and interview
practice. Meanwhile, the Director of Employer
Engagement works directly with employers to develop
appropriate placements for interns and program alumni.

Long-Term Support Services – Following job placement,
each participant is provided ongoing support services
and follow up, which have been expanded significantly in the past two years. Specific services include our Active Alumni Job-Seeker Program, our Alumni Advancement
Academy (AAA), the Alumni Council, alumni meetings
and activities, use of the onsite Alumni Center, and
ongoing case management and counseling services.
7 Project Name 2022-2023 Renaissance Entrepreneurship Center Target Area City of Pittsburg
Goals Supported CD-6: Economic Development
Needs Addressed Non-Housing Community Development
Funding CDBG: $40,0000
Description The project helps build economically vibrant communities in Contra Costa County by serving English and Spanish
speaking low income residents with intensive small
business training, classes, individual consulting, network development, and access to capital services to develop
the business skills and acumen, and access the
resources and networks needed to create thriving small
businesses.

Target Date 6/30/2023
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Estimate the
number and type of
families that will
benefit from the
proposed activities
The women and men Renaissance will serve come from
a variety of backgrounds and life experiences. They are lower income and many are heads of households, have
poor or no credit, housing insecurity, and limited formal education. Data shows that aspiring entrepreneurs from
under resourced communities and populations face a
dearth of appropriate small business training and support services, access to capital, or role models who share
their backgrounds. By providing customized training and access to resources and support that directly addresses the challenges individuals face in achieving economic
mobility, Renaissance changes that dynamic and
remains an ally for the life of the business.

Performance Measures:

Objective - Creating Economic Opportunities
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code - 18C Micro-Enterprise Assistance
HUD National Objective - LMC
HUD Accomplishment Type - Persons (General)

Location
Description
Los Medanos College, 2700 E Leland Rd, Pittsburg, CA
94565
La Clinica de La Raza, 337 E Leland Rd, Pittsburg, CA
94565
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Planned Activities Various entry points will be used and will include the following program components:
• 4 sessions of the 4-week Start Smart class (1 per
quarter in each of English and Spanish) will be
offered in Pittsburg
• 2 sessions of the 10-week Business Prep class
(two in English, two in Spanish) will be offered in
the Pittsburg/Antioch area. These are scheduled
to follow the Start Smart classes as clients
determine they are ready to move forward with
their business plans.
• Individual consulting services on an ongoing
basis.

For clients engaging in our industry-specific business
growth services, we will offer:
• 4 Food Workshops (4 in English, 4 in Spanish – 1 each per quarter)
• 3 Service Industry Workshops (3 in English, 3 in
Spanish)
• 3 Retail Workshops and
• 2 Makers Workshops (English)
• Individual consulting services on an ongoing basis.
8 Project Name 2022-2023 ADA Ramps Installation and Sidewalk Replacement
Target Area City of Pittsburg
Goals Supported CD-7: Infrastructure and Public Facilities Needs Addressed Non-Housing Community Development
Funding CDBG: $259,700
Description The project aims to serve Pittsburg residents by improving sidewalks and constructing ADA compliant
curb ramps at all intersections in the City. This Program will provide improved pedestrian access for all residents and will advance the City’s goal of meeting federal and state mandated standards. City staff will perform design, construction management, and inspection.

Target Date 6/30/2023
97 Annual Action Plan
2022
40 OMB Control No: 2506-0117 (exp. 06/30/2018)
Estimate the
number and type of
families that will
benefit from the
proposed activities
The goal of the project includes improving access to
public transportation, schools, businesses, and other
community facilities for pedestrians, the mobility
impaired, and physically challenged persons, through
installing 36 curb ramps and replacing sidewalks at
targeted intersections.

Performance Measures:

Objective – Creating a Suitable Living Environment
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 03L - Sidewalks
HUD National Objective - LMA
HUD Accomplishment Type - Persons (General)

Location
Description
Eligible census tracts citywide.

Planned Activities The purpose of the project is to improve pedestrian transportation for mobility impaired or physically
challenged persons by installing ADA compliant curb
ramps.
9 Project Name 2022-2023 Citywide Roadway Safety Improvements – Crestview Area
Target Area City of Pittsburg
Goals Supported CD-7: Infrastructure and Public Facilities Needs Addressed Non-Housing Community Development
Funding CDBG: $200,000
98 Annual Action Plan
2022
41 OMB Control No: 2506-0117 (exp. 06/30/2018)
Description The project is currently in design phase to improve a total of six intersections along Crestview Drive. The
project improvements include upgrade of intersection
pavement markings, installation of raised medians and
installation/upgrade of pedestrian crossings with
enhanced safety features at various intersections along Crestview Drive. The six intersections up for safety
improvements are Crestview Drive and Nina Place;
Crestview Drive and AltaVista Circle / Sunnyhill Way;
Crestview Drive and Kingsberry Place; Crestview Drive
and Atherton Avenue; Crestview Drive and William Way;
Crestview Drive and Crestview Lane.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
The project will improve a total of six intersections along Crestview Drive.

Performance Measures:

Objective – Creating a Suitable Living Environment
Outcome - Availability/Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 03L - Sidewalks
HUD National Objective - LMA
HUD Accomplishment Type - Persons (General)

Location
Description
Eligible census tracts citywide.
99 Annual Action Plan
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42 OMB Control No: 2506-0117 (exp. 06/30/2018)
Planned Activities The City of Pittsburg has received numerous complaints and observed violations related to over-speeding,
improper turning as well as drivers doing donuts at
various intersections along Crestview Drive - making it extremely unsafe for the residents residing in the
neighborhood. In 2017, a pedestrian was killed at the
intersection of Crestview Drive and Kingsberry Place by an over-speeding car.

Crestview Drive is a 1.73-mile collector road that runs North-South starting at Frontage Road (N) and ending at Buchanan Road (S). It is a two-lane roadway with a
center-turn lane, along with a bike lane and on-street
parking on both the sides of the road. It has a posted
speed limit of 35 mph and the surrounding land use is
residential, with Woodland Hills Park, Heights
Elementary School and Pittsburg Methodist Church in
close proximity. As a part of a data driven safety
evaluation, crash analysis at Crestview Drive was
conducted for the past 5 years (2014-2018). All crash
data was obtained from SWITRS. It was found that a
total of 21 collisions have occurred at intersections along Crestview Drive in the past 5 years (2014-2018). About
10% of these collisions led to a fatality/severe injury and 15% led to other injuries. About 76% of these collisions were property damage only collisions.

Rear-end (19%), broadside (19%) and hit-object (19%)
were the highest occurring crash types, followed by
head-on crashes (14%). The most common violation
types were improper turning (33%), unsafe speed (19%)
and traffic signals and signs (14%). These trends mirror the crash trends occurring Citywide, where unsafe speed and improper turning was found to be the most common
violation type, leading to more than 50% of the collisions occurring Citywide. The data also indicates a pattern of crashes observed to be occurring in low light conditions, 100

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with more than 55% crashes occurring in the dark or
during dusk-dawn.

Through the same analysis, it was found that 95% of
these collisions occurred at non-signalized intersections.

Non-signalized intersections that are not clearly visible to approaching motorists often leads to rear-end, turning or hit-object crashes due to the lack of driver awareness of the presence of an upcoming intersection. The visibility of intersections, and thus the ability of drivers to perceive them can be enhanced by installing appropriate
pavement delineation in advance of and at intersections, providing motorists with additional information at these locations. Many of the these non-signalized intersections on Crestview Drive are minor stop controlled, and
providing visible stop bars on minor road approaches
can help direct the attention of drivers to the presence of the intersection. This will help drivers be more aware of the upcoming intersection and therefore make safer
decisions as they approach it. The City plans to upgrade intersection pavement markings like STOP sign
pavement markings, bike lane markings, turn arrow
markings, and speed bump pavement markings as a part
of this project.

The most commonly occurring violation at these non-
signalized intersections was found to be improper
turning. The number of intersection access points,
coupled with the speed differential between vehicles
traveling along the roadway often contributes to turning movement crashes. Access points within 250 feet
upstream and downstream of an intersection is
undesirable. There are many driveways within close
proximity to intersections serving as access points all along Crestview Drive. Raised medians with left-turn
lanes at intersections can mitigate this safety issue,
serving as an effective means for reducing crashes as
well as improving operations at intersections. The raised medians also prohibit left-turn into and out of driveways 101

Annual Action Plan
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that may be located too close to the functional area of an intersection.

A pedestrian collision occurred on Crestview Drive at
Kingsberry Place where a pedestrian was killed by an
over-speeding car. With Heights Elementary School in
close proximity, it is especially important to note that a marked crosswalk alone may not be sufficient to
adequately protect non-motorized road users. In addition to a high-visibility crosswalk, the City wants to bring in additional pedestrian safety enhancements like bulb-
outs, appropriate pavement markings, yield to pedestrian signs, ADA compliant curb-ramps etc. as a part of this
project. The enhanced safety elements help delineate a
portion of the roadway that is designated for pedestrian crossing making it safer for non-motorized users to travel through Crestview Drive.

All the improvements planned under this project,
including upgrading intersection pavement markings,
installing clearly visible raised medians and upgrading pedestrian crossings with enhanced safety features will follow the guidelines of CA MUTCD and the California
Department of Transportation (Caltrans) Standards and
Specifications.
10 Project Name 2022-2023 Housing Rehabilitation Loan Program Target Area City of Pittsburg
Goals Supported AH-3: Maintain and Preserve Affordable Housing Needs Addressed Affordable Housing
Funding CDBG: $36,423,000
Cal-Home Funds: $100,000
Total Funding: $136,423
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Annual Action Plan
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45 OMB Control No: 2506-0117 (exp. 06/30/2018)
Description Assist in the development of viable communities by providing decent housing and a suitable living
environment through the provision of subsidized housing rehabilitation loans for very-low and low-income
households.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
Estimated to help between 4-5 Pittsburg residents. Cal- Home funds will contribute $100,000 to the program
which makes the Housing Rehabilitation Loan Program
budget be $136,423,000.

Performance Measures:

Objective – Creating a Suitable Living Environment
Outcome – Availability and Accessibility
HUD Performance Measure Type - Provide New or
Continuing Access to a Service
HUD Matrix Code – 14A – Rehab Single Unit Residential
HUD National Objective - LMH
HUD Accomplishment Type – Housing Units
Location
Description
Citywide.
103

Annual Action Plan
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46 OMB Control No: 2506-0117 (exp. 06/30/2018)
Planned Activities The City will provide low-interest rehabilitation loans to Pittsburg homeowners for improving their property. This program is funded by the CDBG program. To qualify for
the housing rehabilitation program, applicant must live in the City limits, home is owner occupied, and applicant
must be “low to moderate” income (this income changes
annually and is based on household size and total family annual income).
• Maximum loan available is $30,000.
• Health and safety hazards will be given top priority for consideration in the program.
• Loan funds may be used for various improvements
but are required to fall under the category of health and safety, property maintenance, functional obsolescence,
energy efficiency, or removal of architectural barriers for the disabled. Common repairs permitted under this loan
program include, but are not limited to: new roofs and
gutters; electrical and plumbing upgrades; and
installation of ramps and grab bars.
11 Project Name 2022-2023 Program Administration
Target Area City of Pittsburg
Goals Supported CD-8: Administration
Needs Addressed Program Administration
Funding CDBG: $131,344
Description Administration - Support development of viable urban communities through extending and strengthening
partnerships among all levels of government and the
private sector and administer federal grant programs in a fiscally prudent manner.

Target Date 6/30/2023
Estimate the
number and type of
families that will
benefit from the
proposed activities
Not applicable.
104

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47 OMB Control No: 2506-0117 (exp. 06/30/2018)
Location
Description
Not applicable.
105

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AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low- income and minority concentration) where assistance will be directed Citywide.

Geographic Distribution
Target Area Percentage of Funds
City of Pittsburg 80%
Table 7 - Geographic Distribution

Rationale for the priorities for allocating investments geographically Funding will be allocated citywide.

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Annual Action Plan
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49 OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-85 Other Actions - 91.420, 91.220(k)
Introduction
Priority is assigned based on the level of need that is demonstrated by the data that has been collected during the preparation of the Consolidated Plan, the information gathered during the consultation and citizen participation process and the availability of resources to address these ne eds. Based on all of these components, affordable housing, homelessness, non-housing community development needs and grant administration are all considered “high” priorities.

Actions planned to address obstacles to meeting underserved needs Special needs groups such as elderly/frail elderly, persons with disabilities, persons who are victims of domestic live throughout the City. Given that these special needs populations have various obstacles to accessing housing and various services, the City of Pittsburg will continue to provide CDBG funds for housing rehabilitation activities, public facility/infrastructure improvements, and public service activities that improve the quality of life for special needs groups.

Actions planned to foster and maintain affordable housing Pittsburg strives to create opportunities for its low -income residents by providing access to affordable housing and resources. The Housing Authority currently owns 4 residential properties that are rented out to housing choice voucher residen ts. Additionally, the Housing Rehabilitation Loan Program provides low-interest deferred loans to low income residents including senior citizens. In many instances, the residents that apply for the Housing Rehabilitation Loan Program are on a fixed income and do not have the financial means to keep up with the maintenance of the home. Therefore, maintenance and repairs to their homes are almost impossible.

Pittsburg also funds the Future Build program which partners with Grid Alternatives to install solar power on homes for low-income families.

Actions planned to reduce lead-based paint hazards
Lead hazard is a concern for the City, given that lead hazard is estimated to be 90% in pre-1940 housing units. The City will continue to protect residents from lead-based paint hazards in housing funded with CDBG funds by conforming to HUD regulations 24 CFR Part 35. This regulation addresses the need to reduce or eliminate lead -based paint hazards in federally owned housing and housing receiving federal funds. We require our 107

Annual Action Plan
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50 OMB Control No: 2506-0117 (exp. 06/30/2018)
subrecipients to agree to include requirements for compliance with this regulat ion. The City requires that recipients of homeowner rehabilitation funds sign HUD’s Notification for Lead Based Paint and that any abatement required be included in the home’s repairs.

Actions planned to reduce the number of poverty-level families Pittsburg will employ a variety of strategies to help alleviate poverty in the City, including efforts to stimulate economic growth and job opportunities, and to provide residents with the skills and abilities required to take advantage of those opportunities. The City uses a portion of its CDBG funding to provide grants to non-profit agencies to operate the Public Services programs that serve the homeless in the community, which directly impact poverty-level individuals. The City, through its various departments, provides services and supports programs that promote personal responsibility, independence and self - sufficiency.

In addition, one of the most significant efforts taken by Pittsburg to reduce persons living below the poverty level is funding economic development programs and several agencies that provide services for persons within the community who are extremely - or very low- income. In particular, Pittsburg believes by funding economic development programs that provide microenterprise assistance for those who want to maintain or start stable small businesses as licensed home -based family child care providers; funding agencies that provide small business development training and consulting to assist qualifying clients in starting or expanding microbusiness; and funding organizations that provide job training and placement plays a role in reducing the number of persons below the poverty line. These funded programs impact client's lives and businesses in a variety of ways, including increasing social and human capital and household income, decreasing reliance on public assistance, and generating jobs in the community.

Actions planned to develop institutional structure
The Contra Costa County Consortium was formed by the County of Contra Costa and the cities of Antioch, Concord, Pittsburg and Walnut Creek to develop a collaborative approach to administering and implementing the goals and objectives of their respective CDBG programs. The Consortium members coordinate Consolidated Planning efforts and have developed a streamlined process for applying for CDBG/HOME/ESG funds that allows applicants to complete one application for multiple jurisdictions and, once funded, complete one periodic performance report for all funding jurisdictions. This joint effort has eased the administrative burden for Subrecipients and allows jurisdictions to easily share information. Furthermore, the Consortium established a multiple -year funding cycle that has greatly reduced the time spent on completing and reviewing applications for bo th 108

Annual Action Plan
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51 OMB Control No: 2506-0117 (exp. 06/30/2018)
Subrecipients and CDBG/HOME staff respectively.

Each entitlement jurisdiction in the Consortium completes its own annual planning and allocation process, including preparation and completion of its annual Action Plan, as well as its Consolidated Annual Performance Evaluation Report (CAPER). These planning efforts have a high degree of coordination with Consortium members working together to closely align CDBG allocations, helping to maximize funding and to ensure collaboration between agencies.

Actions planned to enhance coordination between public and private housing and social service agencies
Consortium jurisdictions work on strategies and actions designed to overcome identified impediments and eliminate problems of housing discrimination. The Contra C osta Interagency Council on Homelessness (CCICH) works with local jurisdictions, public and private agencies, the interfaith community, homeless advocacy groups, and other community organizations to implement the CoC Plan to alleviate homelessness. The majority of the City's goals and objectives within the Consolidated Plan and Annual Action Plan are met through activities that are carried out by subrecipients that are primarily public and private agencies within the County, including non -profit organizations. There is ongoing concern about the long-term capacity of the non-profit community during these severe budgetary times and their ability to comply with often complex federal regulations and requirements in implementing federally funded programs. Pittsbu rg will continue to support these agencies by providing technical assistance, helping to establish collaboration between agencies and with funding, when possible.

Discussion
Pittsburg works closely with public and private affordable housing providers as well as with Contra Costa County’s Public Health, Behavioral Health and Homeless Services departments, and various agencies to coordinate the allocation of funds to best meet the needs of the City’s low to moderate income residents and the spe cial needs population.

This coordination leverages CDBG funds to maximize their impact.

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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction
Program Income: The City does not anticipate receiving progra m income for FY 202 2- 2023.

Other: The City does not have any float -funded activities, Section 108 loan guarantees, or surplus urban renewal settlement funds. The County does not have any Urgent Need activities.

Benefit to low- and moderate-income persons: All of the City’s FY 2022-2023 CDBG funds that is not going towards Program Administration is allocated to activities that will benefit persons of low - and moderate income. The City anticipates utilizing 20 percent towards of all CDBG Program funds towards CDBG Program Administration.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)

Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0

Other CDBG Requirements

1. The amount of urgent need activities 0
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2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 80.00%

111

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Mayor and Council Members
FROM: Garrett Evans, City Manager
SUBJECT: Adoption of a City Council Resolution for Approval of the City of Pittsburg’s Operating Budget for Fiscal Year 22-23 and Appropriation of Funds for Fiscal Year 22-23
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
The City Council’s Finance Subcommittee met on May 20, 2022, and City Council budget workshop meetings were held on May 9, 2022, and June 6, 2022, to review and receive public input and discussion regarding the Draft Operating Budget for Fiscal Year 2022-23.

The Fiscal Year 2022-23 budget must be appropriated by July 1, 2022, to provide on-going funding for the City of Pittsburg activities during the next fiscal year.

FISCAL IMPACT
The proposed City of Pittsburg Operating Budget for Fiscal Year 2022-23 contains an overall estimated revenue stream of $239,346,111 and overall appropriations of $243,841,494. Included in the total appropriations budget are $57.7 million for the General Fund, $15.9 million for the Internal Service Funds, $53.9 million for the Enterprise Funds, $45.8 million for the Special Revenue Funds, $7.6 million for the Debt and Project Funds and $63 million for the Successor Agency to the Redevelopment Agency of the City of Pittsburg Funds.

RECOMMENDATION
The City Council approve and adopt the Operating Budget for the City of Pittsburg for the Fiscal Year 2022-23.

BACKGROUND
The Preliminary Operating Budget for Fiscal Year 2022-23 for the City of Pittsburg was presented to the City Council’s Finance Subcommittee on May 20, 2022. Council Budget workshops were held on May 9, 2022, and June 6, 2022. Copies of the proposed budget and supporting documentation were submitted to interested parties prior to the meetings. A complete copy of the detailed Preliminary Operating Budget document for Fiscal Year (FY) 112
2022-23 is on the City’s website and can be located by navigating to City Services/Finance/Budget and Other Financial Documents/2022-23 Proposed Budget.

This is the tenth year that the City’s budget has been developed under the guidelines of the City’s Fiscal Sustainability Ordinance. The Budget Stabilization Fund projected balance at the end of FY 2022-23 is over five percent of the General Fund operating expenditures as required by the Ordinance. While the City Council adopted a change to the Fiscal Sustainability Ordinance allowing up to 10 percent of the required minimum 30 percent General Fund reserve level to be held in real estate, no expected utilization of real estate is projected for the current year to maintain the minimum requirements as outlined in the Ordinance.

SUBCOMMITTEE FINDINGS
The City Council’s Finance Subcommittee met on May 20, 2022, to review the proposed budget. The Subcommittee did not have any changes to the City’s Fiscal Year 2022-23 Proposed Budget.

STAFF ANALYSIS
Revenues for the City are projected to be $239.3 million, of which 24 percent comprises the General Fund. The City’s total expenditures are projected to be $243.8 million, of which 24 percent is the General Fund, the City’s main source of unrestricted funds. This proposed budget funds 324 full-time equivalent employees. This Budget follows the requirements of the Fiscal Sustainability Ordinance, which set a minimum reserve by the end of FY 2017-18.

Projected FY 2022-23 ending Budget Stabilization Fund Balance $2,445,285 The Projected FY 2022-23 ending General Fund Balance is $27,870,178.

Overview of the General Fund Proposed Operating Budget for FY 2022-23 Revenues
The City’s revenue streams are influenced by overall economic conditions. Total General Fund revenue projections for FY 2022-23 are approximately $2.8 million more than FY 2021-22 year-end estimates. This increase is due primarily to anticipated economic recovery following the COVID-19 pandemic. The General Fund major revenue sources include property and sales taxes, franchise taxes, other taxes, permits, licenses and fees.

Together the major sources comprise 87 percent of total General Fund revenues for FY 2022-23. The remaining 13 percent includes revenues transfers, administrative overhead reimbursements, investments, and other revenues.
113
The City anticipates property tax revenues to increase in FY 2022-23 by $277,000, approximately half of which is due to increases in secured property, with the other half due to increases in supplemental taxes.

For FY 2022-23, Sales Tax revenue projections have increased by $531,000 compared to the FY 2021-22 year-end estimates, a 2.7 percent increase. This is in line with sales tax trends, and staff anticipates this growth to continue.

Revenues in other funds include Internal Service Funds $15.6 million, Enterprise Funds $48.9 million, Special Revenue Funds $45.3 million, Capital Project and Debt Service Funds $10.2 million, and Successor Agency $62.2 million.

Expenditures
General Fund projected expenditures have increased by $720,000 in FY 2022-23 over FY 2021-22, Increases are related to increasing fringe benefits, such as pension and medical costs, and to an increase in the contribution from the General Fund to the City-Wide Lighting and Landscaping Fund. This budget continues to see additional resources dedicated to fund the City’s pension obligation, with higher contribution rates and additional funding requirements to cover the unfunded actuarial liabilities (UAL) and changes initiated by the California Public Employees’ Retirement System (CalPERS) Board. These increases are the result of changes in CalPERS policies to proactively fund the current UAL over the next 15 years.

Expenditures in other include Internal Service Funds $15.9 million, Enterprise Funds $53.9 million, Special Revenue Funds $45.8 million, Capital Project and Debt Service Funds $7.6 million, and Successor Agency $63 million.

ATTACHMENTS: FY2022-23 Budget Resolution
Fiscal Year 2022-23 City Manager Budget Message
Summary of Fund Conditions for FY 2022-23
Summary of Revenues and Expenditures All Funds
Revenue Source by Category and Object All Funds
Summary of Expenditures by Program All Funds
General Fund Revenues
General Fund Expenditures
Report Prepared By: Paul L. Rodrigues, Director of Finance 114
Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE CITY COUNCIL OF THE CITY OF PITTSBURG
In the Matter of:

Approval of the Operating Budget )
for Fiscal Year 2022-23 for the City of ) RESOLUTION NO. 22- Pittsburg and Appropriation of Funds )
for Fiscal Year 2022-23 )
WHEREAS, the City Manager has prepared, transmitted, and presented the one- year Preliminary Operating Budget for Fiscal Year 2022-23 to the City Council for its consideration; and
WHEREAS, the City prepares and adopts the Preliminary Operating Budget for Fiscal Year 2022-23 with the intent of providing a planned program for services and a financial system to carry out the planned program of services; and WHEREAS, the Preliminary Operating Budget for Fiscal Year 2022-23 for the City of Pittsburg was presented to the City Council’s Finance Subcommittee on May 20, 2022.

Council Budget workshops were held on May 9, 2022, and June 6, 2022. Copies of the proposed budget and supporting documentation were submitted to interested parties prior to the meetings; and
WHEREAS, the City Council, having fully reviewed the Preliminary Operating Budget for Fiscal Year 2021-22 being fully advised, finds, and determines that the said Preliminary Operating Budget should be adopted and prepared in the final form.

NOW, THEREFORE, the City Council finds and determines as follows:

Section 1. Findings and Authorization
A. The recitals set forth above are true and correct statements and are hereby incorporated in conjunction with the respective staff report.

B. The Budget for Fiscal Year 2022-23 is hereby approved as set forth in a copy of said budget summary on file with the City of Pittsburg and which by this reference is incorporated herein and authorizes the preparation of the final Adopted Operating Budget for Fiscal Year 2022-23.

C. The funds are hereby and shall be appropriated in the base amount for all City funds, in the manner and for the purposes set forth in the respective staff report Attachment I, Adopted Citywide Expenditure Budgets for Fiscal Year 2022-23.

D. The revenues for all City funds are projected as set forth in the respective staff report Attachment II, Adopted Estimated Citywide Revenues Fiscal Year 2022-23.

E. Any Measure M appropriations unused at the end of FY2022-23 will be committed for future appropriations for Measure M projects and activities. 115
Resolution No. 22- Page 2 of 2 June 20, 2022
F. The Finance Director or his/her designee is hereby authorized to approve payment of goods and services received by the City of Pittsburg in accordance with the City’s approved budget, programs, and policies.

G. The City Council of the City of Pittsburg authorizes changes to be made to the annual budget of the City of Pittsburg as follows:

Items Requiring Council/Agency Action:
 Appropriation of fund balance reserves.
 Transfers of appropriations between funds.
 New interfund loans or advances.
 Creation of new capital projects.
 Transactions which increase total fund budgets.

Items Delegated to the City Manager:
 Items in excess of $5,000.00
 Transfers between departments and divisions so that the total fund budget remains the same.
 Approval of transfers within funds which increase salary and benefit appropriations so that the total fund budget remains the same.

Items Delegated to Department Heads:
 Allocation of departmental appropriations to line item except for salary and benefit appropriations.
 Changes which exceed current funds disbursement authorizations must be approved by the City Manager. These changes cannot increase the department budget.

Section 2. Effective Date
This resolution shall become effective immediately upon adoption.

PASSED AND ADOPTED by the City Council of the City of Pittsburg at a regular meeting held on 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
________________________
Holland Barrett White, Mayor
ATTEST:
_____________________________
Alice E. Evenson, City Clerk
116
65 Civic Avenue
Pittsburg, CA 94565
P: (925) 252-6900
F: (925) 252-4814
pittsburgca.gov
June 20, 2022
Honorable Mayor and Members of the City Council:

On behalf of the Management Team and the entire City staff, I am pleased to submit the Fiscal Year (FY) 2022-23 Annual Budget. This document includes the City’s Operating and Capital Improvement budgets for all activities and provides a comprehensive financial framework for the coming year.

The City of Pittsburg continues to make strides in increasing efficiency of services, improving infrastructure, and enhancing the overall quality of life for our residents. The City is continuing to grow, with an estimated population of over 75,000, and further commercial, industrial, and residential development in various stages of the review process.

The annual budget is likely the single most important policy that the City Council reviews and approves, as it represents the City’s priorities for making resource investments, both for the upcoming year and in the future. As such, the budget process must include effective participation from the City Council, our community, key stakeholders, and City staff. Working together, we strive for progressive investment in the community’s future, as well as in our organization and staff, so that we can operate efficiently and effectively.

Team Pittsburg’s divisions and staff pulled together to propose a budget that strives to maintain the core services that Pittsburg residents and businesses expect from their local government. The commitment of Team Pittsburg – from the City Council, community, and the entire organization – in providing these services, which are critical to the City’s continued success, is the basis for the budget presented, and reflective of the City Council’s adopted goals.

Revenues for all City funds are projected to be $239.3 million for FY 2022-23, 23.9 percent of which comprises the General Fund. The City’s total expenditures are projected to be $243.8 million, of which 23.6 percent is the General Fund, the City’s main source of discretionary spending. This proposed budget funds 324 full-time equivalent employees, while adhering to the requirements of the City’s Fiscal Sustainability Ordinance, which sets forth a minimum reserve to be maintained.
 Projected FY 2022-23 ending Budget Stabilization Fund Balance: $2,445,285  Projected FY 2022-23 ending General Fund Balance: $27,870,178 117
City of Pittsburg – Adopted Annual Budget FY 2022-23 pittsburgca.gov Overview of the General Fund Proposed Operating Budget for FY 2022-23 FY2021-22 FY2022-23
Amended
Budget
Proposed
Budget
Increase/
(Decrease)
Percentage
Inc/(Dec)
Revenues 54,307,434 57,114,770 2,807,336 5.2%
Expenditures 56,937,536 57,657,094 719,558 1.3%
Surplus (Deficit) (2,630,102) (542,324) 2,087,778
Use of General Fund Balance (2,630,102) (542,324) 2,087,778 Revenues
The City’s revenue streams are influenced by overall economic conditions. Total General Fund revenue projections for FY 2022-23 are approximately $2.8 million more than FY 2021-22 year-end estimates. This increase is due primarily to economic recovery following the COVID-19 pandemic. The General Fund’s major revenue sources include property and sales taxes, franchise taxes, other taxes, and intergovernmental revenue, permits, licenses and fees. Together these sources comprise 87 percent of total General Fund revenues for FY 2022-23, as shown on the graph below. The remaining 13 percent includes revenues such as transfers, investments, and administrative overhead reimbursements. The FY 2022-23 revenue does not include any revenue from the $16.29 million American Rescue Plan Act monies designated to the City due to the COVID-19 pandemic.
118
City of Pittsburg – Adopted Annual Budget FY 2022-23 pittsburgca.gov The City anticipates property tax revenues to increase in FY 2022-23 by $277,000, approximately half of which is due to increases in secured property, with the other half due to increases in supplemental taxes. Secured property tax is the tax on the ad valorem (value) of the real estate property being assessed. Supplemental property taxes are a one-time tax that covers the increased value caused by purchase or new construction. -
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
(Yr End Est)
2022-23
(Budget)
Property Taxes
119
City of Pittsburg – Adopted Annual Budget FY 2022-23 pittsburgca.gov For FY 2022-23, Sales Tax revenue projections have increased by $531,000 compared to the FY 2021-22 year-end estimates, a 2.7 percent increase. This is in line with sales tax trends, and staff anticipates this growth to continue. -
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
22,000,000
FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 FY2020-21 FY2021-22 (Yr End Est)FY2022-23 (Budget)
Sales Taxes
Measure M Sales Tax
Throughout the COVID-19 pandemic, the City’s sales tax revenues remained strong, due in large part to legislation affecting the allocation of taxes on internet sales as well as the City’s share of the County pool for internet sales, and the strong performance of fast casual and quick service restaurants. Measure M, which was passed by 81 percent of voters in 2016 and extended the City’s one-half percent sales tax through June 2035 to support public safety, senior activities, economic development, youth enrichment and the City’s infrastructure, has also performed strongly during the pandemic.

Expenditures
General Fund projected expenditures have increased by $720,000 in FY 2022-23 over FY 2021-22, Increases are related to increasing fringe benefits, such as pension and medical costs, and to an increase in the contribution from the General Fund to the City- Wide Lighting and Landscaping Fund. This budget continues to see additional resources dedicated to fund the City’s pension obligation, with higher contribution rates and additional funding requirements to cover the unfunded actuarial liabilities (UAL) and changes initiated by the California Public Employees’ Retirement System (CalPERS) 120
City of Pittsburg – Adopted Annual Budget FY 2022-23 pittsburgca.gov Board. These increases are the result of changes in CalPERS policies to proactively fund the current UAL over the next 15 years.

Fiscal Sustainability Ordinance
The City continues to develop the annual budget under the guidelines of the City’s Fiscal Sustainability Ordinance. The Budget Stabilization Fund projected balance at the end of FY 2022-23 is over five percent of the General Fund operating expenditures as required by the Ordinance. While the City Council amended the Fiscal Sustainability Ordinance to allow up to ten percent of the required minimum 30 percent General Fund reserve level to be held in real estate, no expected utilization of real estate is projected for the current year to maintain the minimum requirements as set forth in the Ordinance. 20-year General Fund Forecast
The City budgets annually for the upcoming year; however, a longer-range 20-year forecast is used to project future fiscal measures necessary for operations. This forecast incorporates anticipated revenues from development, assessed market value and economic projections, as well as a systematically structured expenditure plan to cover current operational costs, post retirement liabilities (Contra Costa County Employees’ Retirement Association (CCCERA), California Public Employees Retirement System (CalPERS), and Other Post-Employment Benefits (OPEB).
121
City of Pittsburg – Adopted Annual Budget FY 2022-23 pittsburgca.gov Pensions
One of the benefits offered to City employees is participation in the CalPERS pension program. Following significant losses during the great recession and lower than projected returns on assets held for the past several years, CalPERS changed the assumptions it applied to the funding requirements of the program. These assumptions changed the term of recovery from 30 years to 15 years, lowering the discount rate (projected annual earnings rate) from 7.375 percent to 7.0 percent and a shortening of the amortization life from 30 years to 20 years. The resulting financial impacts of these changes will significantly increase future pension obligations, possibly resulting in reduced service levels throughout the City.

Assembly Bill 340 (AB 340) created the Public Employees’ Pension Reform Act (PEPRA) that implemented new benefit formulas and the final compensation period for employees hired on or after January 1, 2013. The impacts of AB 340 will be realized as the City experiences employee attrition. The City is working on reducing this liability through employee attrition, negotiated employee contributions, and additional City contributions toward the pension obligation.

Looking Forward
Staff will continue to streamline the City’s organization and strive to optimize the existing workforce to meet the needs of residents throughout the City. By continuing to improve efficiency and focusing on the longer-term 20-year forecast for the City’s General Fund, staff feels the City, residents, business leaders and community partners will continue to invest in and strengthen the community.

Crime Rates
Over the most recent period reported, the City saw an increase in Violent Crimes and a reduction in Part I Crimes. Overall crime rates continue to remain at some of the lowest levels in decades and continue to compare very well with nearby cities.

VIOLENT CRIME COMPARISON BY CITY PART I CRIME COMPARISON BY CITY PER 1,000 RESIDENTS PER 1,000 RESIDENTS
CITY/YEAR 2019 2020 CITY/YEAR 2019 2020
Walnut Creek 1.7 1.3 Brentwood 23.5 22.5
Pleasant Hill 2.2 2.7 Pittsburg 28.9 28.0
Brentwood 2.6 2.6 Walnut Creek 36.9 24.3
Concord 4.2 3.3 Concord 39.3 32.3
Antioch 5.8 5.3 Antioch 34.7 29.9
Pittsburg 6.1 6.4 Pleasant Hill 44.3 41.4
122
City of Pittsburg – Adopted Annual Budget FY 2022-23 pittsburgca.gov Violent Crime includes: Murder, Rape, Robbery and Aggravated Assault Part I Crime includes: Murder, Rape, Robbery, Aggravated Assault, Burglary, Larceny Theft, Vehicle Theft and Arson
Development
Pittsburg is a great place to live and work, filled with many talented people with a diversity of interests. The business community and the City are both committed to maintaining the tradition of working together to build a stronger City. The City Council and staff work with businesses and developers to ensure the community grows at a pace that is healthy for all parties involved. Staff’s objective is to encourage expansion from existing businesses and attract new businesses that would improve the quality of life in Pittsburg.

The FY 2022-23 Capital Projects budget is approximately $9.4 million, as summarized in the chart below. Most of the capital projects involve improvements to the City’s water distribution and sewer systems, as well as street projects. Funds for infrastructure projects come from water and sewer operations, developer fees, grants and regional fees for storm drainage and fuel taxes.

Project Category FY2022-23
Water 5,405,000
Streets 2,150,000
Sewer 1,230,000
Parks 550,000
Island Energy 40,000
Solid Waste 30,000
Total 9,405,000
Conclusion
The FY 2022-23 Annual Budget reflects the short and long-term financial capacity of the City. It balances a variety of wants against needs, while reflecting the goals, strategic direction and plans prioritized by the City Council as the community moves forward.

The City has continued to push through during the pandemic, with projects and strategic planning efforts that will help shape Pittsburg for us and for future generations. While many of our neighboring communities have experienced significant financial challenges, Pittsburg continues to see investment in the community, both private funds that will create commercial and recreational opportunities, construction jobs, and housing for all income levels, as well as public funds that will support our infrastructure and help protect small businesses.
123
City of Pittsburg – Adopted Annual Budget FY 2022-23 pittsburgca.gov I would like to thank the City Council for their guidance and support throughout the development of the budget. In addition, I would like to thank the Finance Department Budget staff and staff in all other City Departments that contributed to the Fiscal Year 2022-23 budget. I would like to give special thanks to Paul Rodrigues, Finance Director, Janielyn Bayona, Finance Accounting and Budget Manager, and Priscilla Wong- O’Rourke, Financial Analyst for their work and expertise throughout this year’s budget process.

Garrett Evans
City Manager
124
Summary of Fund Condition
Table 1
Estimated
Reserves
Projected
Revenues
Projected
Expenditures
Estimated
Balance
6/30/20221 2022-23 Transfers-In 2022-23 Transfers-Out June 30, 2023 General Fund
General 28,412,502 52,145,199 4,969,571 54,596,008 3,061,086 27,870,178 Subtotal, General Fund $ 28,412,502 $ 52,145,199 $ 4,969,571 $ 54,596,008 $ 3,061,086 $ 27,870,178 Internal Service Funds
Building Maintenance 722,012 2,517,269 60,000 2,511,713 15,917 771,651 Fleet Maintenance 632,681 3,927,001 - 3,878,967 13,296 667,419 Fringe Benefits 1,194,549 2,333,708 - 2,348,363 - 1,179,894 Information Communication Services 1,024,605 1,482,095 - 1,947,196 - 559,504 Insurance 862,136 2,884,754 - 2,824,754 - 922,136
Other Post-Employment Benefits (OPEB)2 1,194,240 1,905,075 500,000 2,406,875 - 1,192,440 Pension Trust/Reserve Fund3 50,000 - - - - 50,000
Subtotal, Internal Service Funds $ 5,680,223 $ 15,049,902 $ 560,000 $ 15,917,868 $ 29,213 $ 5,343,044 Enterprise Funds
Island Energy 2,716,104 8,011,853 - 8,197,642 38,389 2,491,926 Marina 707,301 2,204,313 379,751 2,489,062 22,659 779,644 Pittsburg Power 3,996,539 2,948,553 50,000 2,015,714 966,929 4,012,449 Sewer Utility 4,149,059 5,357,345 - 6,054,938 841,461 2,610,005 Water Front Operations 368,982 939,832 160,000 1,073,170 17,791 377,853 Water Utility 27,536,447 28,022,930 817,600 31,710,153 435,525 24,231,299 Zone 2 Reservoir - 12,412 - - - 12,412
Subtotal, Enterprise Funds $ 39,474,432 $ 47,497,238 $ 1,407,351 $ 51,540,679 $ 2,322,754 $ 34,515,588 Special Revenue Funds
Assets Seizure 67,437 - - - - 67,437
Budget Stabilization 2,445,285 - - - - 2,445,285
CA Energy Conservation Program 7 - 74,500 - - 74,507
CalHome Program 233,580 102,500 - 104,382 - 231,698
California Theatre 67,668 171,700 150,000 306,113 - 83,255 CFD 2021-1 Tuscany Meadows 69,234 270 - - - 69,504
Economic Development 1,021,424 636,200 200,000 1,324,950 52,440 480,234 Emergency Operations Center 32,637 60 82,000 62,000 20,000 32,697 Energy Efficiency and Conservation - - - - - -
Fire District CFD 40,654 27,242 - - - 67,896
Gas Tax 198,277 1,722,000 - 350,000 1,200,000 370,277
Gas Tax - Road Maint & Rehab (RMRA) 481,739 1,706,157 - 1,600,000 - 587,896 General Plan Update 288,934 3,600 160,000 - - 452,534
GHAD Administration 214,770 1,000 510,000 499,274 5,431 221,065 Golf Course (755) - 755 - - -
Hillview Jr. High Athletic Field (Maintenance 420,765 3,600 - - - 424,365 Housing Authority-Section 8 283,732 23,248,541 55,000 23,177,642 24,907 384,724 HUD Community Development Block Grant 24,830 841,110 10,000 740,939 12,060 122,941 Lighting and Landscape 414,987 3,139,594 2,754,986 5,497,067 121,504 690,996 Lighting and Landscaping Oak Hill 86,222 34,439 1,500 41,038 - 81,123 Local Law Enforcement Block Grant 43,275 17,105 - - - 60,380 Marina Dredging & Infrastructure Improve 539,751 - - - 539,751 - Marina Vista Field Replacement 315,130 2,500 - - - 317,630 Measure J Tax Fund 281,587 1,069,655 - 200,000 785,000 366,242 Miscellaneous Grants 276,086 298,561 - 64,300 229,321 281,026 Neighborhood Stabilization 47,746 350 - - - 48,096
Other Impact Fees Fund 49,352 5,000 - - - 54,352
Park Maintenance CFD 2007-1 264,889 165,943 - 75,193 936 354,703 Project Amenities Mgmt (CFD 2015-1) 172,077 57,344 - - 60,000 169,421 Public Safety CFD 2005-1 249,470 857,142 - - 700,000 406,612 Public, Education & Gov't Fees (PEG) 260,682 156,000 - 185,000 - 231,682 Regional Freeway Security Fund (217) 217 - - - -
San Marco CFD 2004-1 273,396 1,300,118 - - 1,081,250 492,264 Small Cities Grant 69,054 - 10,000 10,000 - 69,054
Solid Waste 685,196 709,000 - 973,480 105,617 315,099
Southwest Pittsburg GHAD II 4,970,372 1,254,000 - 386,609 510,000 5,327,763 Storm Water Utility NPDES 161,509 1,261,760 160,000 1,563,947 14,644 4,678 Successor Agency Housing Fund 5,471,568 33,500 - 563,888 55,749 4,885,431 US EPA Grants 2,679,822 1,044,252 - 1,540,052 - 2,184,022 Vista Del Mar CFD 2005-2 41,836 405,349 - - 399,000 48,185 Subtotal, Special Revenue Funds $ 23,244,008 $ 40,275,809 $ 4,168,741 $ 39,265,874 $ 5,917,610 $ 22,505,074 125
Capital Projects Funds
Bailey Road Maintenance 1,743,029 7,500 - - - 1,750,529 Capital Improvement 667,598 6,000 - - - 673,598
Community Capital Improvement (153,444) 1,300 75,000 - - (77,144) Inclusionary Housing 38,918 250 - - - 39,168
Infrastructure Repair & Replacement 29,729 70 - - - 29,799 Kirker Creek Drainage Fees 361,561 1,800 - - - 363,361
Park Dedication 2,184,167 760,886 - 613,572 - 2,331,481 RDA - Project Fund 48,640 - - - - 48,640
Recycled Water Capital Maintenance 33,653 300 - - - 33,953 Regional Traffic Mitigation 432,896 2,300 - - - 435,196 Traffic Impact Fair Share 526,801 2,900 - - - 529,701
Traffic Mitigation 4,954,285 846,485 - 84,990 - 5,715,780 Subtotal, Capital Projects Funds $ 10,867,833 $ 1,629,791 $ 75,000 $ 698,562 $ - $ 11,874,062 Successor Agency to RDA Funds
RDA - Housing S/A TAB 2006A 1,570,564 20,000 726,984 720,672 - 1,596,876 RDA - TAB 1999 21,081,460 250 8,754,600 8,759,000 - 21,077,310 RDA- TAB 2004A - 30,000 - - 30,000 -
RDA-Tax Increment 1,411,870 12,001 472,722 476,221 21,016 1,399,356 Redevelopment Obligation Retirement Fund - 31,044,901 - - 31,044,901 - Successor Agency to RDA - TARB 2014 - 1,000 3,234,250 4,015,375 - (780,125) Successor Agency to RDA - TARB 2016A - 250 16,583,575 16,582,875 - 950 Successor to RDA - HSG S/A TARB 2016A - 100 1,323,786 1,304,324 - 19,562 Subtotal, Successor Agency to RDA Funds $ 24,063,894 $ 31,108,502 $ 31,095,917 $ 31,858,467 $ 31,095,917 $ 23,313,929 Debt Service Funds4
Assessment Districts Fund 6,271,309 330,275 - 327,601 - 6,273,983 Pension Obligations 3,250,248 4,522,124 - 4,522,022 - 3,250,350 Re-Assessment District 2011-1 - 1,336,979 - 1,359,792 - (22,813) San Marco CFD 2009-1 - 1,566,458 - - - 1,566,458
Vista Del Mar CFD Bond 2005 - 737,830 - 719,919 - 17,911 Water Utility 1,255,283 5,000 - - - 1,260,283
Subtotal, Successor Agency to RDA Funds $ 10,776,840 $ 8,498,666 $ - $ 6,929,334 $ - $ 12,346,172 Total All Funds $ 142,519,732 $ 196,205,107 $ 42,276,580 $ 200,806,792 $ 42,426,580 $ 137,768,047 1 Represents working capital and does not include fixed assets, inventory, long-term advances or loans 2 Does not include CERBT trust funds held by CalPERS
3 Pension trust funds are collected and disbursed to a trustee 4 Debt service fund balances include debt service reserves held by a trustee Estimated
Reserves
Projected
Revenues
Projected
Expenditures
Estimated
Balance
6/30/20221 2022-23 Transfers-In 2022-23 Transfers-Out June 30, 2023 126
Summary of Fund Condition
Table 1
Estimated
Reserves
Projected
Revenues
Projected
Expenditures
Estimated
Balance
6/30/20211 2021-22 Transfers-In 2021-22 Transfers-Out June 30, 2022 General Fund
General 20,157,716 45,453,078 4,862,250 48,473,876 2,816,936 19,182,232 Subtotal, General fund $ 20,157,716 $ 45,453,078 $ 4,862,250 $ 48,473,876 $ 2,816,936 $ 19,182,232 Internal Service Funds
Building Maintenance 788,207 2,098,788 20,000 2,233,888 11,938 661,169 Fleet Maintenance 1,071,019 2,116,954 - 2,982,555 9,972 195,446 Fringe Benefits 1,140,641 1,731,087 - 1,724,775 - 1,146,953 Information Communication Services 1,019,083 1,305,975 - 1,635,831 - 689,227 Insurance 649,766 2,127,211 - 2,097,211 - 679,766
Other Post-Employment Benefits (OPEB)2 311,995 1,840,320 400,000 2,239,425 - 312,890 Pension Trust/Reserve Fund3 - 60,000 - 10,000 - 50,000
Subtotal, Internal Service Funds $ 4,980,711 $ 11,280,335 $ 420,000 $ 12,923,685 $ 21,910 $ 3,735,451 Enterprise Funds
Island Energy 4,321,626 7,391,000 - 6,647,301 28,792 5,036,533 Marina 1,168,096 2,398,139 - 2,443,458 16,994 1,105,783 Pittsburg Power 4,310,729 3,236,759 55,850 1,951,511 715,197 4,936,630 Sewer Utility 3,138,752 5,279,723 771,414 4,774,594 833,596 3,581,699 Water Front Operations 386,932 1,502,704 - 1,082,692 13,343 793,601 Water Utility 24,490,952 26,370,202 817,600 26,103,659 1,164,307 24,410,788 Zone 2 Reservoir - 6,513 - - - 6,513
Subtotal, Enterprise Funds $ 37,817,087 $ 46,185,040 $ 1,644,864 $ 43,003,215 $ 2,772,229 $ 39,871,547 Special Revenue Funds
Assets Seizure 64,397 - - - - 64,397
Budget Stabilization 2,445,285 - - - - 2,445,285
CA Energy Conservation Program 4 - 74,500 74,497 - 7
CalHome Program 203,971 102,000 - 100,000 - 205,971
California Theatre 6,891 - 100,000 92,614 - 14,277
CFD 2021-1 Tuscany Meadows - 45,600 - - - 45,600
COPS Hiring Recovery - - - - - -
Economic Development 562,670 627,000 200,000 830,602 51,264 507,804 Emergency Operations Center 21,004 - 82,000 62,000 20,000 21,004 Energy Efficiency and Conservation - - - - - -
Fire District CFD 12,864 16,560 - 2,570 - 26,854
Gas Tax 48,691 1,564,500 - 430,000 1,170,000 13,191
Gas Tax - Road Maint & Rehab (RMRA) 131,094 1,432,291 - 1,481,180 - 82,205 General Plan Update 281,678 3,600 160,000 160,000 - 285,278 GHAD Administration 206,315 1,000 510,000 369,472 4,073 343,770 Golf Course (3,032) - - - - (3,032)
Hillvew Jr. High Athletic Field (Mainte 419,774 4,000 - - - 423,774 Housing Authority-Section 8 544,088 21,915,604 - 21,892,192 18,680 548,820 HUD Community Development Block Grant 158,691 1,332,236 - 1,002,457 163,545 324,925 Lighting and Landscape 274,620 3,076,649 1,904,986 4,871,882 109,753 274,620 Lighting and Landscaping Oak Hill 57,755 34,359 1,500 45,567 - 48,047 Local Law Enforcement Block Grant (45,878) 45,878 - - - - Marina Dredging & Infrastructure Improve 656,159 - - 100,500 - 555,659 Marina Vista Field Replacement 314,580 3,000 - - - 317,580 Measure C Tax Fund 3,658 1,000,000 - 200,000 710,000 93,658 Miscellaneous Grants (269,846) 276,953 - - - 7,107
Neighborhood Stabilization 47,638 400 - - - 48,038
Other Impact Fees Fund 40,209 5,000 - - - 45,209
Park Maintenance CFD 2007-1 158,485 156,881 - 78,204 702 236,460 Project Amenities Mgmt (CFD 2015-1) 87,607 53,114 - 3,400 - 137,321 Public Safety CFD 2005-1 129,573 757,209 - 4,900 700,000 181,882 Public, Education & Gov't Fees (PEG) 837,298 127,000 - 375,000 - 589,298 R/R AVE SPECIFIC PLAN (E-BART) CFD 2014- 345,109 14,069 - - - 359,178 Regional Freeway Security Fund (53,940) 53,940 - - - -
San Marco CFD 2004-1 142,629 1,121,941 - 10,000 1,050,000 204,570 Small Cities Grant 5,961 - 10,000 5,000 - 10,961
Solid Waste 546,732 709,000 - 609,529 4,213 641,990
Southwest Pittsburg GHAD II 4,657,999 1,010,636 - 268,430 510,000 4,890,205 Storm Water Utility NPDES 489,406 1,262,431 - 1,629,005 10,983 111,849 Successor Agency Housing Fund 5,141,592 272,039 - 330,207 562 5,082,862 US EPA Grants 61,290 1,630,738 - 1,573,238 - 118,790
Vista Del Mar CFD 2005-2 36,628 385,858 - 690 380,000 41,796 Subtotal, Special Revenue Funds $ 18,769,649 $ 39,041,486 $ 3,042,986 $ 36,603,136 $ 4,903,775 $ 19,347,210 Capital Projects Funds
Bailey Road Maintenance 1,648,822 113,000 - - - 1,761,822 Capital Improvement 60,172 - 600,000 - - 660,172
127
Community Capital Improvement 77,998 3,100 - - - 81,098 Inclusionary Housing 420,121 4,000 - - - 424,121
Infrastructure Repair & Replacement 32,508 - - - - 32,508 Kirker Creek Drainage Fees 360,773 3,000 - - - 363,773
Park Dedication 1,049,348 2,665,401 - 567,326 - 3,147,423 Proposition 1B Local ST Road Impr - - - - - -
RDA - Project Fund 48,640 - - - - 48,640
Recycled Water Capital Maintenance 33,427 395 - - - 33,822 Regional Traffic Mitigation 81,995 1,100 - 1,000 - 82,095 Traffic Impact Fair Share 524,961 5,500 - - - 530,461
Traffic Mitigation 3,435,601 1,025,699 - 84,856 - 4,376,444 Subtotal, Capital Projects Funds $ 7,774,366 $ 3,821,195 $ 600,000 $ 653,182 $ - $ 11,542,379 Successor Agency to RDA Funds
RDA - Housing S/A TAB 2006A 1,596,713 40,000 729,540 717,772 - 1,648,481 RDA - TAB 1999 22,107,228 - 8,761,684 5,156,684 - 25,712,228 RDA- TAB 2004A - 30,000 - - 30,000 -
RDA-Tax Increment 1,170,691 130,853 245,239 371,850 33,263 1,141,670 Redevelopment Obligation Retirement Fund - 33,231,050 - - 33,231,050 - Successor Agency to RDA - TARB 2014 - 10,000 4,094,196 7,542,571 - (3,438,375) Successor Agency to RDA - TARB 2016A - 1,000 11,656,342 12,031,467 - (374,125) Successor Agency to RDA - TARB 2016B - - - - - -
Successor Agency to RDA - TARB 2016C - 1,000 6,487,485 6,487,485 - 1,000 Successor to RDA - HSG S/A TARB 2016A - 5,000 1,319,827 1,309,331 - 15,496 Subtotal, Successor Agency to RDA Funds $ 24,874,632 $ 33,448,903 $ 33,294,313 $ 33,617,160 $ 33,294,313 $ 24,706,375 Debt Service Funds4
Assessment Districts Fund 5,994,295 333,900 - 328,187 - 6,000,008 Pension Obligations 3,264,156 4,406,317 - 4,406,317 - 3,264,156 RDA - Housing Set-Aside TABS - 2004A - - - - - -
RDA - TARB 1992 - - - - - -
RDA - TARB 1993A - - - - - -
Re-Assessment District 2011-1 - 1,338,500 - 1,380,595 - (42,095) San Marco CFD 2009-1 - 1,445,184 - 33,000 - 1,412,184
Vista Del Mar CFD Bond 2005 - 748,080 - 731,694 - 16,386 Water Utility 692,308 7,800 - - - 700,108
Subtotal, Successor Agency to RDA Funds $ 9,950,759 $ 8,279,781 $ - $ 6,879,793 $ - $ 11,350,747 Total All Funds $ 124,324,920 $ 187,509,818 $ 43,864,413 $ 182,154,047 $ 43,809,163 $ 129,735,941 1 Represents working capital and does not include fixed assets, inventory, long-term advances or loans 2 Does not include CERBT trust funds held by CalPERS
3 Pension trust funds are collected and disbursed to a trustee 4 Debt service fund balances include debt service reserves held by a trustee Do not include - PACF $ (36,300) 884,379 1,140,061 $ (291,982) $ 124,288,620 129,443,959
Fund Balance 124,288,620 129,443,959
$ - $ -
128
Summary of Fund Condition
Table 1
Estimated
Reserves
Projected
Revenues
June 30, 2021 2021-22
General Fund
General 20,157,716 45,453,078
Subtotal, General fund $ 20,157,716 $ 45,453,078
Internal Service Funds
Building Maintenance 788,207 2,098,788
Fleet Maintenance 1,071,019 2,116,954
Fringe Benefits 1,140,641 1,731,087
Information Communication Services 1,019,083 1,305,975
Insurance 649,766 2,127,211
Other Post-Employment Benefits (OPEB) 311,995 1,840,320 Pension Trust/Reserve Fund - 400,000
Subtotal, Internal Service Funds $ 4,980,711 $ 11,620,335 Enterprise Funds
Island Energy 4,321,626 7,391,000
Marina 1,168,096 2,398,139
Pittsburg Power 4,310,729 3,236,759
Sewer Utility 3,191,752 5,279,723
Water Front Operations 386,932 1,502,704
Water Utility 24,598,952 26,378,002
Zone 2 Reservoir 0 6,513
Subtotal, Enterprise Funds $ 37,978,087 $ 46,192,840
Special Revenue Funds
Assets Seizure 64,397 -
Budget Stabilization 2,445,285 -
CA Energy Conservation Program 4 -
CalHome Program 203,971 102,000
California Theatre 6,891 -
CFD 2021-1 Tuscany Meadows - 45,600
COPS Hiring Recovery - -
Economic Development 562,670 627,000
Emergency Operations Center 21,004 -
Energy Efficiency and Conservation - -
Fire District CFD 12,864 16,560
Gas Tax 48,691 1,564,500
Gas Tax - Road Maint & Rehab (RMRA) 131,094 1,432,291
General Plan Update 281,678 3,600
GHAD Administration 206,315 1,000
Golf Course (3,032) -
Hillivew Jr. High Athletic Field (Mainte 419,774 4,000
Housing Authority-Section 8 544,088 21,915,604
HUD Community Development Block Grant 158,691 1,332,236 129
Lighting and Landscape 274,620 3,052,147
Lighting and Landscaping Oak Hill 57,755 34,359
Local Law Enforcement Block Grant (45,878) -
Marina Dredging & Infrastructure Improve 656,159 -
Marina Vista Field Replacement 314,580 3,000
Measure C Tax Fund 3,658 1,000,000
Miscellaneous Grants (269,846) -
Neighborhood Stabilization 47,638 400
Other Impact Fees Fund 40,209 5,000
Park Maintenance CFD 2007-1 158,485 156,881
Project Amenities Mgmt (CFD 2015-1) 87,607 53,114
Public Safety CFD 2005-1 129,573 757,209
Public, Education & Gov't Fees (PEG) 837,298 127,000
R/R AVE SPECIFIC PLAN (E-BART) CFD 2014- 345,109 14,069 Regional Freeway Security Fund (53,940) -
San Marco CFD 2004-1 142,629 1,121,941
Small Cities Grant 5,961 -
Solid Waste 546,732 709,000
Southwest Pittsburg GHAD II 4,657,999 1,010,636
Storm Water Utility NPDES 289,406 1,262,431
Successor Agency Housing Fund 5,141,592 272,039
US EPA Grants 61,290 973,462
Vista Del Mar CFD 2005-2 36,628 385,858
Subtotal, Special Revenue Funds $ 18,569,649 $ 37,982,937 Capital Projects Funds
Bailey Road Maintenance 1,648,822 113,000
Capital Improvement 60,172 -
Communitiy Capital Improvement 77,998 3,100
Inclusionary Housing 420,121 4,000
Infrastructure Repair & Replacement 32,508 -
Kirker Creek Drainage Fees 360,773 3,000
Park Dedication 1,049,348 2,665,401
Proposition 1B Local ST Road Impr - -
RDA - Project Fund 48,640 -
Recycled Water Capital Maintenance 33,427 395
Regional Traffic Mitigation 81,995 1,100
Traffic Impact Fair Share 524,961 5,500
Traffic Mitigation 3,435,601 1,025,699
Subtotal, Capital Projects Funds $ 7,774,366 $ 3,821,195 Successor Agency to RDA Funds
RDA-Tax Increment 1,170,691 130,853
Redevelopment Obligation Retirement Fund - 33,231,050
Subtotal, Successor Agency to RDA Funds $ 14,479,802 $ 40,884,193 Debt Service Funds
Assessment Districts Fund 5,994,295 333,900
Pension Obligations 3,264,156 4,406,317
130
RDA - Housing S/A TAB 2006A 1,596,713 40,000
RDA - Housing Set-Aside TABS - 2004A - -
RDA - TAB 1999 22,107,228 -
RDA - TARB 1992 - -
RDA - TARB 1993A - -
RDA- TAB 2004A - 30,000
Re-Assessment District 2011-1 - 1,338,500
San Marco CFD 2009-1 - 1,445,184
Successor Agency to RDA - TARB 2014 - 10,000
Successor Agency to RDA - TARB 2016A - 1,000
Successor Agency to RDA - TARB 2016B - -
Successor Agency to RDA - TARB 2016C - 1,000
Successor to RDA - HSG S/A TARB 2016A - 5,000
Vista Del Mar CFD Bond 2005 - 748,080
Subtotal, Successor Agency to RDA Funds $ 22,107,228 $ 3,578,764 Total All Funds $ 126,047,559 $- $ 189,533,342 $-
124249619.9
$ 1,797,939
131
Projected
Expenditures
Estimated
Balance
Transfers-In 2021-22 Transfers-Out June 30, 2022
4,862,250 49,203,032 2,841,438 18,428,574
$ 4,862,250 $ 49,203,032 $ 2,841,438 $ 18,428,574
20,000 2,233,888 11,938 661,169
- 2,978,517 9,972 199,484
- 1,725,368 - 1,146,360
- 1,642,501 - 682,557
- 2,097,211 - 679,766
400,000 2,239,425 - 312,890
- 400,000 - -
$ 420,000 $ 13,316,910 $ 21,910 $ 3,682,226
- 6,633,560 28,792 5,050,274
- 2,433,313 16,994 1,115,928
55,850 1,946,298 715,197 4,941,843
771,414 4,722,451 833,596 3,686,842
- 1,082,692 13,343 793,601
817,600 24,975,965 1,164,307 26,346,590
- - - 6,513
$ 1,644,864 $ 41,794,279 $ 2,772,229 $ 41,941,591
- - - 64,397
- - - 2,445,285
74,500 74,497 - 7
- 100,000 - 205,971
100,000 92,614 - 14,277
- - - 45,600
- - - -
200,000 775,736 51,264 562,670
82,000 62,000 20,000 21,004
- - - -
- 2,570 - 26,854
- 120,000 1,170,000 323,191
- 1,096,180 - 467,205
160,000 160,000 - 285,278
510,000 453,594 4,073 259,648
- - - (3,032)
- - - 423,774
- 21,896,924 18,680 544,088
- 1,002,457 163,545 324,925
Summary of Fund Condition
Table 1
132
1,929,488 4,871,882 109,753 274,620
1,500 36,568 - 57,046
- - - (45,878)
- 100,500 - 555,659
- - - 317,580
- 50,000 710,000 243,658
- - - (269,846)
- - - 48,038
- - - 45,209
- 78,204 702 236,460
- 3,400 - 137,321
- 4,900 700,000 181,882
- 375,000 - 589,298
- - - 359,178
- - - (53,940)
- 10,000 1,050,000 204,570
10,000 5,000 - 10,961
- 608,099 4,213 643,420
- 268,430 510,000 4,890,205
- 1,626,710 10,983 (85,856)
- 330,207 562 5,082,862
- 1,573,238 - (538,486)
- 690 380,000 41,796
$ 3,067,488 $ 35,779,400 $ 4,903,775 $ 18,936,899
- - - 1,761,822
600,000 - - 660,172
- - - 81,098
- - - 424,121
- - - 32,508
- - - 363,773
- 567,326 - 3,147,423
- - - -
- - - 48,640
- - - 33,822
- 1,000 - 82,095
- - - 530,461
- 84,856 - 4,376,444
$ 600,000 $ 653,182 $ - $ 11,542,379
245,239 371,850 33,263 1,141,670
- - 33,231,050 -
$ 845,239 $ 1,678,214 $ 33,264,313 $ 21,266,707
- 328,187 - 6,000,008
- 4,406,317 - 3,264,156
133
729,540 717,772 - 1,648,481
- - - -
8,761,684 5,156,684 - 25,712,228
- - - -
- - - -
- - 30,000 -
- 1,380,595 - (42,095)
- 33,000 - 1,412,184
4,094,196 7,542,571 - (3,438,375)
11,656,342 12,031,467 - (374,125)
- - - -
6,487,485 6,487,485 - 1,000
1,319,827 1,309,331 - 15,496
- 731,694 - 16,386
$ 32,319,534 $ 34,672,827 $ 30,000 $ 23,302,699
$ 43,759,375 $- $ 177,097,844 $- $ 43,833,665 $- $ 139,101,075 129596457.9
$ 9,504,617
134
135
136

1.88E+08 43898665 1.75E+08 8812680 42826665 8
137
CY_Reserves Revenue Transfers-In Expenditure Transfers-Out General FundGeneral 28,412,502 52,145,199 4,969,571 54,596,008 3,061,086 Payroll Imprest 0 0 0 0 0
Internal ServiceBuilding Maintenance722,012 2,517,269 60,000 2,511,713 15,917 Fleet Maintenance632,681 3,927,001 0 3,878,967 13,296
Fringe Benefits 1,194,549 2,333,708 0 2,348,363 0
Information Communication Services1,024,605 1,482,095 0 1,947,196 0 Insurance 862,136 2,884,754 0 2,824,754 0
Other Post-Employment Benefits (OPEB)1,194,240 1,905,075 500,000 2,406,875 0 Pension Trust/Reserve Fund50,000 0 0 0 0
Enterprise Island Energy 2,716,104 8,011,853 0 8,197,642 38,389 Marina 707,301 2,204,313 379,751 2,489,062 22,659
Pittsburg Power3,996,539 2,948,553 50,000 2,015,714 966,929 Sewer Utility 4,149,059 5,357,345 0 6,054,938 841,461
Water Front Operations368,982 939,832 160,000 1,073,170 17,791 Water Utility 27,536,447 28,022,930 817,600 31,710,153 435,525 Zone 2 Reservoir 0 12,412 0 0 0
Special RevenueAssets Seizure 67,437 0 0 0 0
Budget Stabilization2,445,285 0 0 0 0
CA Energy Conservation Program7 0 74,500 0 0
CalHome Program233,580 102,500 0 104,382 0
California Theatre 67,668 171,700 150,000 306,113 0
CFD 2021-1 Tuscany Meadows69,234 270 0 0 0
COPS Hiring Recovery 0 0 0 0 0
Economic Development1,021,424 636,200 200,000 1,324,950 52,440 Emergency Operations Center32,637 60 82,000 62,000 20,000 Energy Efficiency and Conservation0 0 0 0 0
Fire District CFD 40,654 27,242 0 0 0
Gas Tax 198,277 1,722,000 0 350,000 1,200,000
Gas Tax - Road Maint & Rehab (RMRA)481,739 1,706,157 0 1,600,000 0 General Plan Update288,934 3,600 160,000 0 0
GHAD Administration214,770 1,000 510,000 499,274 5,431
Golf Course (755) 0 755 0 0
Hillivew Jr. High Athletic Field (Mainte420,765 3,600 0 0 0 Housing Authority-Section 8283,732 23,248,541 55,000 23,177,642 24,907 HUD Community Development Block Grant24,830 841,110 10,000 740,939 12,060 Lighting and Landscape414,987 3,139,594 2,754,986 5,497,067 121,504 Lighting and Landscaping Oak Hill86,222 34,439 1,500 41,038 0 Local Law Enforcement Block Grant43,275 17,105 0 0 0
Marina Dredging & Infrastructure Improve539,751 0 0 0 539,751 Marina Vista Field Replacement315,130 2,500 0 0 0
Measure C Tax Fund281,587 1,069,655 0 200,000 785,000
Miscellaneous Grants276,086 298,561 0 64,300 229,321
Neighborhood Stabilization47,746 350 0 0 0
Other Impact Fees Fund49,352 5,000 0 0 0
Park Maintenance CFD 2007-1264,889 165,943 0 75,193 936 Project Amenities Mgmt (CFD 2015-1)172,077 57,344 0 0 60,000 Public Safety CFD 2005-1249,470 857,142 0 0 700,000
Public, Education & Gov't Fees (PEG)260,682 156,000 0 185,000 0 138
R/R AVE SPECIFIC PLAN (E-BART) CFD 2014-0 0 0 0 0
Regional Freeway Security Fund(217) 217 0 0 0
San Marco CFD 2004-1273,396 1,300,118 0 0 1,081,250
Small Cities Grant 69,054 0 10,000 10,000 0
Solid Waste 685,196 709,000 0 973,480 105,617
Southwest Pittsburg GHAD II4,970,372 1,254,000 0 386,609 510,000 Storm Water Utility NPDES161,509 1,261,760 160,000 1,563,947 14,644 Successor Agency Housing Fund5,471,568 33,500 0 563,888 55,749 US EPA Grants 2,679,822 1,044,252 0 1,540,052 0
Vista Del Mar CFD 2005-241,836 405,349 0 0 399,000
Capital ProjectsBailey Road Maintenance1,743,029 7,500 0 0 0 Capital Improvement667,598 6,000 0 0 0
Communitiy Capital Improvement(153,444) 1,300 75,000 0 0 Inclusionary Housing38,918 250 0 0 0
Infrastructure Repair & Replacement29,729 70 0 0 0
Kirker Creek Drainage Fees361,561 1,800 0 0 0
Park Dedication2,184,167 760,886 0 613,572 0
Proposition 1B Local ST Road Impr0 0 0 0 0
RDA - Project Fund48,640 0 0 0 0
Recycled Water Capital Maintenance33,653 300 0 0 0
Regional Traffic Mitigation432,896 2,300 0 0 0
Traffic Impact Fair Share526,801 2,900 0 0 0
Traffic Mitigation4,954,285 846,485 0 84,990 0
Redevelopment Agency FundsRDA - Housing S/A TAB 2006A1,570,564 20,000 726,984 720,672 0 RDA - TAB 199921,081,460 250 8,754,600 8,759,000 0
RDA- TAB 2004A 0 30,000 0 0 30,000
RDA-Tax Increment1,411,870 12,001 472,722 476,221 21,016 Redevelopment Obligation Retirement Fund0 31,044,901 0 0 31,044,901 Successor Agency to RDA - TARB 20140 1,000 3,234,250 4,015,375 0 Successor Agency to RDA - TARB 2016A0 250 16,583,575 16,582,875 0 Successor Agency to RDA - TARB 2016B0 0 0 0 0
Successor Agency to RDA - TARB 2016C0 0 0 0 0
Successor to RDA - HSG S/A TARB 2016A0 100 1,323,786 1,304,324 0 Debt Service FundAssessment Districts Fund6,271,309 330,275 0 327,601 0 Pension Obligations3,250,248 4,522,124 0 4,522,022 0
RDA - Housing Set-Aside TABS - 2004A0 0 0 0 0
RDA - TARB 1992 0 0 0 0 0
RDA - TARB 1993A 0 0 0 0 0
Re-Assessment District 2011-10 1,336,979 0 1,359,792 0
San Marco CFD 2009-1 0 1,566,458 0 0 0
Vista Del Mar CFD Bond 20050 737,830 0 719,919 0
Water Utility 1,255,283 5,000 0 0 0
139
CYcalc_Reserves
27,870,178
0 771,651
667,419
1,179,894
559,504
922,136
1,192,440
50,000
2,491,926
779,644 Su
4,012,449
2,610,005
377,853
24,231,299
12,412
67,437
2,445,285
74,507
231,698
83,255
69,504
0 480,234
32,697
0 67,896
370,277
587,896
452,534
221,065
0 424,365
384,724
122,941
690,996
81,123
60,380
0 317,630
366,242
281,026
48,096
54,352
354,703
169,421
406,612
231,682
140
0 0
492,264
69,054
315,099
5,327,763
4,678
4,885,431
2,184,022
48,185
1,750,529
673,598
(77,144)
39,168
29,799
363,361
2,331,481
0 48,640
33,953
435,196
529,701
5,715,780
1,596,876
21,077,310
0 1,399,356
0 (780,125)
950
0 0
19,562
6,273,983
3,250,350
0 0
0 (22,813)
1,566,458
17,911
1,260,283
141
Summary of Revenues and Expenditures - All Funds
Table 2
2020-21 2021-22 2022-23 Change from
Actual Amended Budget Proposed Budget 2021-22 % Change
Revenue
General 55,271,168 54,307,434 57,114,770 2,807,336 5.17 Internal Service 12,604,375 12,282,234 15,609,902 3,327,668 27.09 Enterprise 50,396,989 49,831,124 48,904,589 (926,535) -1.86 Special Revenue 50,116,675 51,794,898 44,444,550 (7,350,348) -14.19 Capital Projects 5,081,462 14,371,794 1,704,791 (12,667,003) -88.14 Redevelopment Agency 67,534,036 66,878,448 62,204,419 (4,674,029) -6.99 Debt Service 8,797,779 8,221,935 8,498,666 276,731 3.37 Total, Revenues $ 249,802,484 $ 257,687,867 $ 238,481,687 $ (19,206,180) -7.45% Expenditure
Capital Outlay - Equipment 1,237,001 2,903,908 7,428,874 4,524,966 155.82 Capital Outlay - Projects 15,486,103 47,942,023 9,489,098 (38,452,925) -80.21 Contracts & Services 28,224,532 38,839,671 36,986,732 (1,852,939) -4.77 Debt Service 44,343,830 43,242,436 41,407,145 (1,835,291) -4.24 Fringe Benefits 22,824,811 27,007,551 28,494,166 1,486,615 5.50 Grants 357,724 200,000 277,000 77,000 38.50
Maintenance & Operations 16,642,415 18,335,114 21,685,874 3,350,760 18.28 Materials & Supplies 13,776,603 15,269,673 18,205,076 2,935,403 19.22 Other 4,275,758 252,152 1,140,000 887,848 352.11
Pass Through Payments 296,267 294,235 295,000 765 0.26
Salaries & Wages 29,377,269 33,586,233 31,844,274 (1,741,959) -5.19 Special Items of Expense 283,883 136,712 326,000 189,288 138.46 Transfers-Out 46,246,720 49,251,983 42,426,580 (6,825,403) -13.86 Workers Compensation 2,268,634 2,011,550 3,227,553 1,216,003 60.45 Total, Expenditures $ 225,641,550 $ 279,273,241 $ 243,233,372 $ (36,039,869) -12.90% 142
Summary of Revenues and Expenditures - All Funds
Table 2
2020-21 2021-22 Change from
2019-20 Actual Amended Budget Adopted Budget 2021-22 % Change Revenue
General 48,278,749 47,935,326 50,315,328 2,380,002 4.97 Internal Service 12,374,671 12,600,445 11,700,335 (900,110) -7.14 Enterprise 54,194,576 47,905,832 47,829,904 (75,928) -0.16 Special Revenue 36,016,035 51,074,127 42,084,472 (8,989,655) -17.60 Capital Projects 4,189,275 9,882,671 4,421,195 (5,461,476) -55.26 Redevelopment Agency 68,362,655 67,249,145 66,743,216 (505,929) -0.75 Debt Service 8,683,264 8,113,041 8,279,781 166,740 2.06 Total, Revenues $ 232,099,225 $ 244,760,587 $ 231,374,231 $ (13,386,356) -5.47% Expenditure
Capital Outlay - Equipment 1,177,584 2,701,695 2,233,500 (468,195) -17.33 Capital Outlay - Projects 6,234,148 46,320,910 8,551,180 (37,769,730) -81.54 Contracts & Services 27,945,129 31,574,751 32,245,555 670,804 2.12 Debt Service 41,065,557 44,385,248 43,237,986 (1,147,262) -2.58 Fringe Benefits 23,604,645 24,295,272 26,681,807 2,386,535 9.82 Grants 0 721,024 620,024 (101,000) -14.01
Maintenance & Operations 15,999,691 17,182,453 17,094,969 (87,484) -0.51 Materials & Supplies 12,278,940 14,032,696 15,034,064 1,001,368 7.14 Other 1,373,414 789,041 2,408,500 1,619,459 205.24
Other Reimbursements 597 6,253 0 (6,253) -100.00
Pass Through Payments 286,514 271,682 269,000 (2,682) -0.99 Salaries & Wages 29,601,453 31,435,546 31,741,940 306,394 0.97 Special Items of Expense 266,660 313,315 71,000 (242,315) -77.34 Transfers-Out 55,614,175 46,088,948 43,809,163 (2,279,785) -4.95 Workers Compensation 3,002,161 2,451,674 1,964,522 (487,152) -19.87 Total, Expenditures $ 218,450,668 $ 262,570,508 $ 225,963,210 $ (36,607,298) -13.94% 143
Summary of Revenues and Expenditures - All Funds
Table 2
2020-21 2021-22 Change from
2019-20 Actual Amended Budget Adopted Budget 2021-22 % Change Revenue
General 48,278,749 47,935,326 50,315,328 2,380,002 4.97 Internal Service 12,374,671 12,600,445 11,700,335 (900,110) -7.14 Enterprise 54,194,576 47,905,832 47,829,904 (75,928) -0.16 Special Revenue 36,016,035 51,074,127 42,084,472 (8,989,655) -17.60 Capital Projects 4,189,275 9,882,671 4,421,195 (5,461,476) -55.26 Redevelopment Agency 68,362,655 67,249,145 66,743,216 (505,929) -0.75 Debt Service 8,683,264 8,113,041 8,279,781 166,740 2.06 Total, Revenues $ 232,099,225 $ 244,760,587 $ 231,374,231 $ (13,386,356) -5.47% Expenditure
Capital Outlay - Equipment 1,177,584 2,701,695 2,233,500 (468,195) -17.33 Capital Outlay - Projects 6,234,148 46,320,910 8,551,180 (37,769,730) -81.54 Contracts & Services 27,945,129 31,574,751 32,245,555 670,804 2.12 Debt Service 41,065,557 44,385,248 43,237,986 (1,147,262) -2.58 Fringe Benefits 23,604,645 24,295,272 26,681,807 2,386,535 9.82 Grants 0 721,024 620,024 (101,000) -14.01
Maintenance & Operations 15,999,691 17,182,453 17,094,969 (87,484) -0.51 Materials & Supplies 12,278,940 14,032,696 15,034,064 1,001,368 7.14 Other 1,373,414 789,041 2,408,500 1,619,459 205.24
Other Reimbursements 597 6,253 0 (6,253) -100.00
Pass Through Payments 286,514 271,682 269,000 (2,682) -0.99 Salaries & Wages 29,601,453 31,435,546 31,741,940 306,394 0.97 Special Items of Expense 266,660 313,315 71,000 (242,315) -77.34 Transfers-Out 55,614,175 46,088,948 43,809,163 (2,279,785) -4.95 Workers Compensation 3,002,161 2,451,674 1,964,522 (487,152) -19.87 Total, Expenditures $ 218,450,668 $ 262,570,508 $ 225,963,210 $ (36,607,298) -13.94% 144
2021 Actuals FY 21-22 FY 22-23
PY_GL FBUDGET CY_BUDGET CY_Cng
Revenue General 55,271,168 54,307,434 57,114,770 2,807,336 Revenue Internal Service 12,604,375 12,282,234 15,609,902 3,327,668 Revenue Enterprise 50,396,989 49,831,124 48,904,589 (926,535) Revenue Special Revenue 50,116,675 51,794,898 44,444,550 (7,350,348) Revenue Capital Projects 5,081,462 14,371,794 1,704,791 (12,667,003) Revenue Redevelopment Agency 67,534,036 66,878,448 62,204,419 (4,674,029) Revenue Debt Service 8,797,779 8,221,935 8,498,666 276,731 Expenditure Capital Outlay - Equipment 1,237,001 2,903,908 7,428,874 4,524,966 Expenditure Capital Outlay - Projects 15,486,103 47,942,023 9,489,098 (38,452,925) Expenditure Contracts & Services 28,224,532 38,839,671 36,986,732 (1,852,939) Expenditure Debt Service 44,343,830 43,242,436 41,407,145 (1,835,291) Expenditure Fringe Benefits 22,824,811 27,007,551 28,494,166 1,486,615 Expenditure Grants 357,724 200,000 277,000 77,000
Expenditure Maintenance & Operations 16,642,415 18,335,114 21,685,874 3,350,760 Expenditure Materials & Supplies 13,776,603 15,269,673 18,205,076 2,935,403 Expenditure Other 4,275,758 252,152 1,140,000 887,848
Expenditure Pass Through Payments 296,267 294,235 295,000 765 Expenditure Salaries & Wages 29,377,269 33,586,233 31,844,274 (1,741,959) Expenditure Special Items of Expense 283,883 136,712 326,000 189,288 Expenditure Transfers-Out 46,246,720 49,251,983 42,426,580 (6,825,403) Expenditure Workers Compensation 2,268,634 2,011,550 3,227,553 1,216,003 251,039,485 260,591,775 245,910,561
145

5.17 27.09
-1.86
-14.19
-88.14
-6.99

3.37 155.82
-80.21
-4.77
-4.24

5.50 38.50

18.28 19.22
352.11

0.26 -5.19
138.46
-13.86

60.45 146
Revenue Source by Category and Object
Table 3
2020-21 2021-22 2022-23 Change from
Actual Amended Budget Proposed Budget 2021-22 % Change
General Fund
Fines & Forfeitures 553,872 399,163 431,451 32,288 8.09 Franchise Fees 4,772,739 4,774,303 5,017,845 243,542 5.10 Intergovernmental Revenue 5,748,601 3,557,368 4,406,500 849,132 23.87 Other Revenues 2,427,712 2,261,450 2,251,778 (9,672) -0.43 Other Taxes 7,916,479 7,948,291 8,112,500 164,209 2.07
Permits, Licenses & Fees 3,154,007 3,008,936 3,407,134 398,198 13.23 Property Taxes 4,258,928 4,453,388 4,730,884 277,496 6.23 Sales Taxes 19,200,098 19,995,961 20,527,100 531,139 2.66 Service Fees 1,831,121 2,457,826 2,697,845 240,019 9.77 Transfers-In 4,901,903 4,927,367 4,969,571 42,204 0.86
Use of Money & Property 505,708 523,381 562,162 38,781 7.41 Subtotal, General Fund $ 55,271,168 $ 54,307,434 $ 57,114,770 $ 2,807,336 5.17% Internal Service
Operating Expenditures 1,200,000 - - - -100.00
Other Revenues 5,491,475 6,127,104 6,771,973 644,869 10.52 Service Fees 5,252,900 5,735,130 8,277,929 2,542,799 44.34 Transfers-In 660,000 420,000 560,000 140,000 33.33
Subtotal, Internal Service Funds $ 12,604,375 $ 12,282,234 $ 15,609,902 $ 3,327,668 27.09% Enterprise
Debt Service 2 3 - (3) -100.00
Fines & Forfeitures 11,872 6,452 - (6,452) -100.00
Franchise Fees 880,000 880,000 880,000 - 0.00
Intergovernmental Revenue 202,980 784,269 130,000 (654,269) -83.42 Other Revenues 1,697,147 1,472,034 1,432,629 (39,405) -2.68 Other Taxes (99,335) 65,000 75,000 10,000 15.38
Service Fees 43,766,441 41,054,232 43,329,300 2,275,068 5.54 Transfers-In 1,344,426 3,744,864 1,407,351 (2,337,513) -62.42 Use of Money & Property 2,593,456 1,824,270 1,650,309 (173,961) -9.54 Subtotal, Enterprise Funds $ 50,396,989 $ 49,831,124 $ 48,904,589 $ (926,535) -1.86% Special Revenue
Fines & Forfeitures 31,272 3,262 - (3,262) -100.00
Franchise Fees 150,064 150,000 150,000 - 0.00
Intergovernmental Revenue 20,584,597 29,058,103 22,496,160 (6,561,943) -22.58 Other Revenues 9,544,987 4,972,866 3,629,011 (1,343,855) -27.02 Other Taxes 4,058,084 4,213,452 4,597,962 384,510 9.13
Sales Taxes 606,951 450,000 450,000 - 0.00
Service Fees 12,734 11,200 131,000 119,800 1,069.64
Special Assessments 7,613,362 8,135,460 8,431,321 295,861 3.64 Transfers-In 4,337,505 3,640,311 4,168,741 528,430 14.52 Use of Money & Property 3,177,119 1,160,244 390,355 (769,889) -66.36 Subtotal, Special Revenue Funds $ 50,116,675 $ 51,794,898 $ 44,444,550 $ ( 7,350,348) -14.19% Capital Projects
Intergovernmental Revenue 457,275 3,870,817 - (3,870,817) -100.00 Other Revenues 325,106 4,089,199 - (4,089,199) -100.00
Service Fees 3,343,931 3,661,100 1,586,771 (2,074,329) -56.66 Transfers-In 835,000 2,687,053 75,000 (2,612,053) -97.21 Use of Money & Property 120,150 63,625 43,020 (20,605) -32.39 Subtotal, Capital Projects Funds $ 5,081,462 $ 14,371,794 $ 1,704,791 $ ( 12,667,003) -88.14% Successor Agency to RDA Funds
Debt Service 45,334 115 21,600 21,485 18,682.61
Other Revenues 390,537 378,317 442,722 64,405 17.02
Property Taxes 33,341,317 33,015,811 30,602,179 (2,413,632) -7.31 Service Fees 99,795 45,388 30,000 (15,388) -33.90
Transfers-In 33,630,976 33,308,689 31,095,917 (2,212,772) -6.64 Use of Money & Property 26,077 130,128 12,001 (118,127) -90.78 Subtotal, Successor Agency to RDA Funds $ 67,534,036 $ 66,878,448 $ 62,204,419 $ ( 4,674,029) -6.99% Debt Service Fund
Debt Service 23,626 5,272 100 (5,172) -98.10
Service Fees 4,464,886 4,406,317 4,522,024 115,707 2.63 Special Assessments 3,705,831 3,784,470 3,949,642 165,172 4.36 Transfers-In 566,910 - - - -100.00
Use of Money & Property 36,526 25,876 26,900 1,024 3.96 Subtotal, Debt Service Funds $ 8,797,779 $ 8,221,935 $ 8,498,666 $ 276,731 3.37% Total, All Funds $ 249,802,484 $ 257,687,867 $ 238,481,687 $ ( 19,206,180) -7.45% 147
Revenue Source by Category and Object
Table 3
2020-21 2021-22 Change from
2019-20 Actual Amended Budget Adopted Budget 2021-22 % Change General Fund
Fines & Forfeitures 672,426 501,192 445,875 (55,317) -11.04 Franchise Fees 4,619,312 4,150,566 4,596,720 446,154 10.75 Intergovernmental Revenue 4,376,902 4,780,363 3,489,675 (1,290,688) -27.00 Other Revenues 2,108,862 2,125,601 2,167,112 41,511 1.95 Other Taxes 7,545,307 7,328,197 7,565,000 236,803 3.23
Permits, Licenses & Fees 2,006,059 2,840,871 3,787,170 946,299 33.31 Property Taxes 4,066,951 4,060,296 4,373,102 312,806 7.70 Sales Taxes 15,056,759 14,640,000 16,150,000 1,510,000 10.31 Service Fees 2,079,919 1,978,681 2,358,744 380,063 19.21 Transfers-In 4,979,236 5,133,207 4,862,250 (270,957) -5.28 Use of Money & Property 767,016 396,352 519,680 123,328 31.12 Subtotal, General Fund $ 48,278,749 $ 47,935,326 $ 50,315,328 $ 2,380,002 4.97% Internal Service
Operating Expenditures - 1,200,000 - (1,200,000) -100.00 Other Revenues 6,610,490 5,159,283 5,745,804 586,521 11.37 Service Fees 5,298,259 5,581,162 5,534,531 (46,631) -0.84 Transfers-In 465,922 660,000 420,000 (240,000) -36.36
Subtotal, Internal Service Funds $ 12,374,671 $ 12,600,445 $ 11,700,335 $ (900,110) -7.14% Enterprise
Debt Service 57 - - - -100.00
Fines & Forfeitures 23,683 6,299 - (6,299) -100.00
Franchise Fees 880,000 880,000 880,000 - -
Intergovernmental Revenue 136,284 729,269 130,000 (599,269) -82.17 Other Revenues 1,494,153 1,439,052 1,432,898 (6,154) -0.43 Other Taxes 43,764 171,868 160,000 (11,868) -6.91
Service Fees 37,564,658 40,775,128 41,157,121 381,993 0.94 Transfers-In 11,090,349 1,396,414 1,644,864 248,450 17.79 Use of Money & Property 2,961,628 2,507,802 2,425,021 (82,781) -3.30 Subtotal, Enterprise Funds $ 54,194,576 $ 47,905,832 $ 47,829,904 $ (75,928) -0.16% Special Revenue
Fines & Forfeitures 33,829 31,534 0 (31,534) -100.00
Franchise Fees 152,927 120,000 120,000 0 0.00
Intergovernmental Revenue 18,638,919 27,376,136 20,392,567 (6,983,569) -25.51 Other Revenues 2,182,604 6,709,521 4,985,428 (1,724,093) -25.70 Other Taxes 3,927,037 3,024,259 4,090,291 1,066,032 35.25 Sales Taxes 138,333 460,000 450,000 (10,000) -2.17
Service Fees 275,191 356,722 66,000 (290,722) -81.50
Special Assessments 7,040,093 7,979,076 7,853,807 (125,269) -1.57 Transfers-In 2,929,604 4,567,939 3,042,986 (1,524,953) -33.38 Use of Money & Property 697,498 448,940 1,083,393 634,453 141.32% Subtotal, Special Revenue Funds $ 36,016,035 $ 51,074,127 $ 42,084,472 $ (8,989,655) -17.60% Capital Projects
Intergovernmental Revenue 263,182 879,023 100,000 (779,023) -88.62 Other Revenues 640,438 4,276,761 - (4,276,761) -100.00
Service Fees 869,946 3,872,107 3,661,100 (211,007) -5.45 Transfers-In 2,208,546 805,000 600,000 (205,000) -25.47 Use of Money & Property 207,163 49,780 60,095 10,315 20.72 Subtotal, Capital Projects Funds $ 4,189,275 $ 9,882,671 $ 4,421,195 $ (5,461,476) -55.26% Successor Agency to RDA Funds
Debt Service 498,439 387,000 57,000 (330,000) -85.27
Other Revenues 582,269 355,354 325,762 (29,592) -8.33
Property Taxes 33,327,871 33,004,133 33,015,811 11,678 0.04 Service Fees 30,952 25,000 30,000 5,000 20.00
Transfers-In 33,813,579 33,416,848 33,294,313 (122,535) -0.37 Use of Money & Property 109,545 60,810 20,330 (40,480) -66.57 Subtotal, Successor Agency to RDA Funds $ 68,362,655 $ 67,249,145 $ 66,743,216 $ (505,929) -0.75% Debt Service Fund
Debt Service 92,181 53,500 34,500 (19,000) -35.51
Service Fees 4,479,695 4,464,886 4,406,317 (58,569) -1.31 Special Assessments 3,874,790 3,561,805 3,800,764 238,959 6.71 Transfers-In 126,939 - - - -100.00
Use of Money & Property 109,659 32,850 38,200 5,350 16.29 Subtotal, Debt Service Funds $ 8,683,264 $ 8,113,041 $ 8,279,781 $ 166,740 2.06% Total, All Funds $ 232,099,225 $ 244,760,587 $ 231,374,231 $ (13,386,356) -5.47% 148
Revenue Source by Category and Object
Table 3
2020-21
2019-20 Actual Amended Budget
General Fund
Fines & Forfeitures 672,426 501,192
Franchise Fees 4,619,312 4,150,566
Intergovernmental Revenue 4,376,902 4,780,363
Other Revenues 2,108,862 2,125,601
Other Taxes 7,545,307 7,328,197
Permits, Licenses & Fees 2,006,059 2,840,871
Property Taxes 4,066,951 4,060,296
Sales Taxes 15,056,759 14,640,000
Service Fees 2,079,919 1,978,681
Transfers-In 4,979,236 5,133,207
Use of Money & Property 767,016 396,352
Subtotal, General Fund $ 48,278,749 $ 47,935,326
Internal Service
Operating Expenditures - 1,200,000
Other Revenues 6,610,490 5,159,283
Service Fees 5,298,259 5,581,162
Transfers-In 465,922 660,000
Subtotal, Internal Service Funds $ 12,374,671 $ 12,600,445 Enterprise
Debt Service 57 -
Fines & Forfeitures 23,683 6,299
Franchise Fees 880,000 880,000
Intergovernmental Revenue 136,284 729,269
Other Revenues 1,494,153 1,439,052
Other Taxes 43,764 171,868
Service Fees 37,564,658 40,775,128
Transfers-In 11,090,349 1,396,414
Use of Money & Property 2,961,628 2,507,802
Subtotal, Enterprise Funds $ 54,194,576 $ 47,905,832
Special Revenue
Fines & Forfeitures 33,829 31,534
Franchise Fees 152,927 120,000
Intergovernmental Revenue 18,638,919 27,376,136
Other Revenues 2,182,604 6,709,521
Other Taxes 3,927,037 3,024,259
Sales Taxes 138,333 460,000
Service Fees 275,191 356,722
Special Assessments 7,040,093 7,979,076
Transfers-In 2,929,604 4,567,939
Use of Money & Property 697,498 448,940
Subtotal, Special Revenue Funds $ 36,016,035 $ 51,074,127 Capital Projects
Intergovernmental Revenue 263,182 879,023
Other Revenues 640,438 4,276,761
149
Service Fees 869,946 3,872,107
Transfers-In 2,208,546 805,000
Use of Money & Property 207,163 49,780
Subtotal, Capital Projects Funds $ 4,189,275 $ 9,882,671 Successor Agency to RDA Funds
Debt Service 498,439 387,000
Other Revenues 582,269 355,354
Property Taxes 33,327,871 33,004,133
Service Fees 30,952 25,000
Transfers-In 33,813,579 33,416,848
Use of Money & Property 109,545 60,810
Subtotal, Successor Agency to RDA Funds $ 68,362,655 $ 67,249,145 Debt Service Fund
Debt Service 92,181 53,500
Service Fees 4,479,695 4,464,886
Special Assessments 3,874,790 3,561,805
Transfers-In 126,939 -
Use of Money & Property 109,659 32,850
Subtotal, Debt Service Funds $ 8,683,264 $ 8,113,041
Total, All Funds $ 232,099,225 $ 244,760,587
150
2021-22 Change from
Adopted Budget 2021-22 % Change
445,875 (55,317) -11.04
4,596,720 446,154 10.75
3,489,675 (1,290,688) -27.00
2,167,112 41,511 1.95
7,565,000 236,803 3.23
3,787,170 946,299 33.31
4,373,102 312,806 7.70
16,150,000 1,510,000 10.31
2,358,744 380,063 19.21
4,862,250 (270,957) -5.28
519,680 123,328 31.12
$ 50,315,328 $ 2,380,002 4.97%
- (1,200,000) -100.00
5,745,804 586,521 11.37
5,534,531 (46,631) -0.84
420,000 (240,000) -36.36
$ 11,700,335 $ (900,110) -7.14%
- - -100.00
- (6,299) -100.00
880,000 - -
130,000 (599,269) -82.17
1,432,898 (6,154) -0.43
160,000 (11,868) -6.91
41,157,121 381,993 0.94
1,644,864 248,450 17.79
2,425,021 (82,781) -3.30
$ 47,829,904 $ (75,928) -0.16%
0 (31,534) -100.00
120,000 0 0.00
20,392,567 (6,983,569) -25.51
4,985,428 (1,724,093) -25.70
4,090,291 1,066,032 35.25
450,000 (10,000) -2.17
66,000 (290,722) -81.50
7,853,807 (125,269) -1.57
3,042,986 (1,524,953) -33.38
1,083,393 634,453 141.32%
$ 42,084,472 $ (8,989,655) -17.60%
100,000 (779,023) -88.62
- (4,276,761) -100.00
Revenue Source by Category and Object
Table 3
151
3,661,100 (211,007) -5.45
600,000 (205,000) -25.47
60,095 10,315 20.72
$ 4,421,195 $ (5,461,476) -55.26%
57,000 (330,000) -85.27
325,762 (29,592) -8.33
33,015,811 11,678 0.04
30,000 5,000 20.00
33,294,313 (122,535) -0.37
20,330 (40,480) -66.57
$ 66,743,216 $ (505,929) -0.75%
34,500 (19,000) -35.51
4,406,317 (58,569) -1.31
3,800,764 238,959 6.71
- - -100.00
38,200 5,350 16.29
$ 8,279,781 $ 166,740 2.06%
$ 231,374,231 $ (13,386,356) -5.47%
152
PY_GL FBUDGET CY_BUDGET CY_Cng
General FundFines & Forfeitures 553,872 399,163 431,451 32,288 8.09 Franchise Fees 4,772,739 4,774,303 5,017,845 243,542 5.10 Intergovernmental Revenue5,748,601 3,557,368 4,406,500 849,132 23.87 Other Revenues 2,427,712 2,261,450 2,251,778 (9,672) -0.43 Other Taxes 7,916,479 7,948,291 8,112,500 164,209 2.07
Permits, Licenses & Fees3,154,007 3,008,936 3,407,134 398,198 13.23 Property Taxes 4,258,928 4,453,388 4,730,884 277,496 6.23 Sales Taxes 19,200,098 19,995,961 20,527,100 531,139 2.66 Service Fees 1,831,121 2,457,826 2,697,845 240,019 9.77 Transfers-In 4,901,903 4,927,367 4,969,571 42,204 0.86
Use of Money & Property505,708 523,381 562,162 38,781 7.41 Internal ServiceOperating Expenditures1,200,000 0 0 0 -100.00 Other Revenues 5,491,475 6,127,104 6,771,973 644,869 10.52 Service Fees 5,252,900 5,735,130 8,277,929 2,542,799 44.34 Transfers-In 660,000 420,000 560,000 140,000 33.33
Enterprise Debt Service 2 3 0 (3) -100.00
Fines & Forfeitures 11,872 6,452 0 (6,452) -100.00
Franchise Fees 880,000 880,000 880,000 0 0.00
Intergovernmental Revenue202,980 784,269 130,000 (654,269) -83.42 Other Revenues 1,697,147 1,472,034 1,432,629 (39,405) -2.68 Other Taxes (99,335) 65,000 75,000 10,000 15.38
Service Fees 43,766,441 41,054,232 43,329,300 2,275,068 5.54 Transfers-In 1,344,426 3,744,864 1,407,351 (2,337,513) -62.42 Use of Money & Property2,593,456 1,824,270 1,650,309 (173,961) -9.54 Special RevenueFines & Forfeitures 31,272 3,262 0 (3,262) -100.00 Franchise Fees 150,064 150,000 150,000 0 0.00
Intergovernmental Revenue20,584,597 29,058,103 22,496,160 (6,561,943) -22.58 Other Revenues 9,544,987 4,972,866 3,629,011 (1,343,855) -27.02 Other Taxes 4,058,084 4,213,452 4,597,962 384,510 9.13
Sales Taxes 606,951 450,000 450,000 0 0.00
Service Fees 12,734 11,200 131,000 119,800 1,069.64
Special Assessments 7,613,362 8,135,460 8,431,321 295,861 3.64 Transfers-In 4,337,505 3,640,311 4,168,741 528,430 14.52 Use of Money & Property3,177,119 1,160,244 390,355 (769,889) -66.36 Capital ProjectsIntergovernmental Revenue457,275 3,870,817 0 (3,870,817) -100.00 Other Revenues 325,106 4,089,199 0 (4,089,199) -100.00
Service Fees 3,343,931 3,661,100 1,586,771 (2,074,329) -56.66 Transfers-In 835,000 2,687,053 75,000 (2,612,053) -97.21 Use of Money & Property120,150 63,625 43,020 (20,605) -32.39 Redevelopment Agency FundsDebt Service 45,334 115 21,600 21,485 18,682.61 Other Revenues 390,537 378,317 442,722 64,405 17.02
Property Taxes 33,341,317 33,015,811 30,602,179 (2,413,632) -7.31 Service Fees 99,795 45,388 30,000 (15,388) -33.90
Transfers-In 33,630,976 33,308,689 31,095,917 (2,212,772) -6.64 Use of Money & Property 26,077 130,128 12,001 (118,127) -90.78 Debt Service FundDebt Service 23,626 5,272 100 (5,172) -98.10 Service Fees 4,464,886 4,406,317 4,522,024 115,707 2.63 Special Assessments 3,705,831 3,784,470 3,949,642 165,172 4.36 153
Transfers-In 566,910 0 0 0 -100.00
Use of Money & Property 36,526 25,876 26,900 1,024 3.96 249,802,484 257,687,867 238,481,687
154
Expenditures by Fund Type - All Funds
Table 5
General Internal Service Enterprise Special Revenue Capital Projects Debt Service Redevelopment Agency Total City Council
City Council 133,282 - - - - - - 133,282
Subtotal, City Council $ 133,282 $ - $ - $ - $ - $ - $ - $ 133,282 Administration
City Manager 167,748 - - - - - - 167,748
City Clerk 633,016 - - - - - - 633,016
City Attorney 368,164 - - - - - - 368,164
Human Resources 1,553,931 - - - - - - 1,553,931
Treasurer 6,215 - - - - - - 6,215
Finance 1,691,067 - 2,015,179 - - - - 3,706,246
General Fund - Non Departmental 3,382,813 - - - - - - 3,382,813 Emergency Operation Center - - - 82,000 - - - 82,000
Information Technology - 1,947,196 - - - - - 1,947,196
Employee Fringe Benefits - 2,348,363 - - - - - 2,348,363 Other Post-Employment Benefits (OPEB) - 2,406,875 - - - - - 2,406,875 Insurance - 2,824,754 - - - - - 2,824,754
Subtotal, Administration $ 7,802,954 $ 9,527,188 $ 2,015,179 $ 82,000 $ - $ - $ - $ 19,427,321 Police Department
Police Services 34,952,767 - - - - - - 34,952,767
San Marco CFD - - - 1,081,250 - - - 1,081,250
Vista Del Mar CFD - - - 399,000 - - - 399,000
Public Safety CFD - - - 700,000 - - - 700,000
Police Grants - - - 229,321 - - - 229,321
Subtotal, Police Department $ 34,952,767 $ - $ - $ 2,409,571 $ - $ - $ - $ 37,362,338 Enterprise Services
General Fund - Non Departmental - - - 502,800 - - - 502,800 Public, Education & Gov't Fees (PEG) - - - 185,000 - - - 185,000 Marina - - 2,511,721 - - - - 2,511,721
Environmental Affairs - - - 1,079,097 - - - 1,079,097
Housing Rehab Loans - CDBG - - - 10,000 - - - 10,000
CDBG Entitlements - - - 752,999 - - - 752,999
CalHome Program - - - 104,382 - - - 104,382
Waterfront Operations - - 1,090,961 835,097 - - - 1,926,058 Economic Development - - - 1,377,390 - - - 1,377,390
Marina Dredging & Infrastructure Improv - - - 539,751 - - - 539,751 Subtotal, Enterprise Services $ - $ - $ 3,602,682 $ 5,386,516 $ - $ - $ - $ 8,989,198 Community Development
Planning Division 1,560,987 - - - - - - 1,560,987
Building Division 1,254,373 - - - - - - 1,254,373
Engineering Division 3,084,830 - - - - - - 3,084,830
Gas Tax - - - 3,150,000 - - - 3,150,000
Measure J Tax - - - 985,000 - - - 985,000
NPDES - - - 1,578,591 - - - 1,578,591
Southwest Pittsburg GHAD - - - 896,609 - - - 896,609
GHAD Administration - - - 504,705 - - - 504,705
Developer Fee Fund - - - - 698,562 - - 698,562
Code Enforcement 832,869 - - - - - - 832,869
Project Amenities Mgmt CFD - - - 60,000 - - - 60,000
Subtotal, Community Development $ 6,733,059 $ - $ - $ 7,174,905 $ 698,562 $ - $ - $ 14,606,526 155
Public Works - Maintenance Services
Swim Center Maint. 213,618 - - - - - - 213,618
Landscape - - - 3,690,151 - - - 3,690,151
Landscape - Oak Hills Assessment - - - 41,038 - - - 41,038 Park Maintenance CFD - - - 76,129 - - - 76,129
Public Works Administration 83,716 - - - - - - 83,716
Streets 4,645,683 - - - - - - 4,645,683
Street Lighting - - - 1,240,175 - - - 1,240,175
Street Trees - - - 555,562 - - - 555,562
Concrete - - - 132,683 - - - 132,683
Water Facility Reserve CIP - - 500,000 - - - - 500,000
Fleet Maintenance - 3,892,263 - - - - - 3,892,263
Building Maintenance - 2,527,630 - - 2,527,630
Graffiti Removal Program 254,110 - - - - - - 254,110
Subtotal, Public Works - Maintenance Services $ 5,197,127 $ 6,419,893 $ 500,000 $ 5,735,738 $ - $ - $ - $ 17,852,758 Recreation
Recreation Administration 797,296 - - - - - - 797,296
Recreation Services 2,040,609 - - - - - - 2,040,609
Recreation Grants - - - 64,300 - - - 64,300
California Theatre - - - 306,113 - - - 306,113
Subtotal, Recreation $ 2,837,905 $ - $ - $ 370,413 $ - $ - $ - $ 3,208,318 Water and Sewer Enterprises
US EPA Grants - - - 202,155 - - - 202,155
Water Operating - - 26,216,746 - - - - 26,216,746
Water CIP - - 285,000 - - - - 285,000
Sewer Maintenance - - 5,390,399 - - - - 5,390,399
Sewer CIP - - 1,506,000 - - - - 1,506,000
Water Bond Debt Service - - 3,128,753 - 3,128,753
Subtotal, Public Works - Water and Sewer Enterprise $ - $ - $ 36,526,898 $ 202,155 $ - $ - $ - $ 36,729,053 Housing Authority
Housing Authority - Section 8 - - - 23,202,549 - - - 23,202,549 Housing - Successor Agency - - - 619,637 - - - 619,637
Subtotal, Housing Authority $ - $ - $ - $ 23,822,186 $ - $ - $ - $ 23,822,186 Pittsburg Power Company
Island Energy - - 8,236,031 - - - - 8,236,031
Pittsburg Power - - 2,926,643 - - - - 2,926,643
Power Company Capital Projects - - 56,000 - - - - 56,000 Subtotal, Pittsburg Power Company $ - $ - $ 11,218,674 $ - $ - $ - $ - $ 11,218,674 Successor Agency to Former RDA
RDA General - - - - - - 31,065,917 31,065,917
RDA Administration - - - - - - 476,221 476,221
RDA Tax Allocation Bonds - - - - - - 29,387,250 29,387,250 RDA Housing Bonds - - - - - - 2,024,996 2,024,996
Subtotal, Successor Agency to Former RDA $ - $ - $ - $ - $ - $ - $ 62,954,384 $ 62,954,384 Debt Service Funds
Pension Obligation Bond - - - - - 4,522,022 - 4,522,022 Assessment Districts - - - - - 2,407,312 - 2,407,312
Subtotal, Debt Service Funds $ - $ - $ - $ - $ - $ 6,929,334 $ - $ 6,929,334 Total Expenditures $ 57,657,094 $ 15,947,081 $ 53,863,433 $ 45,183,484 $ 698,562 $ 6,929,334 $ 62,954,384 $ 243,233,372 (1) Includes transfers between Police funds in the amount of $2,180,250, therefore uses appear to be overstated by $2,180,250. (2) Includes transfers between funds for the administration of the GHAD program in the amount of $510,000, therefore uses appear to be overstated by $510,000. (3) Includes transfers between funds in the Successor Agency program budget to pay for the debt obligation in the amount of $30,602,179, therefore uses appear to be overstated by $30,602,179.

General Internal Service Enterprise Special Revenue Capital Projects Debt Service Redevelopment Agency Total 156
GeneralInternal ServiceEnterpriseSpecial RevenueCapital ProjectsDebt ServiceRedevelopment Agency City Council TOPCity Council 133,282 0 0 0 0 0 0
AdministrationCity Manager 167,748 0 0 0 0 0 0
City Clerk 633,016 0 0 0 0 0 0
City Attorney 368,164 0 0 0 0 0 0
Human Resources1,553,931 0 0 0 0 0 0
Treasurer 6,215 0 0 0 0 0 0
Finance 1,691,067 0 2,015,179 0 0 0 0
General Fund - Non Departmental3,382,813 0 0 0 0 0 0
Emergency Operation Center0 0 0 82,000 0 0 0
Information Technology0 1,947,196 0 0 0 0 0
Employee Fringe Benefits0 2,348,363 0 0 0 0 0
Other Post-Employment Benefits (OPEB)0 2,406,875 0 0 0 0 0 Pension Trust 0 0 0 0 0 0 0
Insurance 0 2,824,754 0 0 0 0 0
Police DepartmentPolice Services######## 0 0 0 0 0 0
San Marco CFD 0 0 0 1,081,250 0 0 0
Vista Del Mar CFD 0 0 0 399,000 0 0 0
Public Safety CFD 0 0 0 700,000 0 0 0
Asset Forfeitures 0 0 0 0 0 0 0
Police Grants 0 0 0 229,321 0 0 0
Enterprise ServicesGeneral Fund - Non Departmental0 0 0 502,800 0 0 0 Public, Education & Gov't Fees (PEG)0 0 0 185,000 0 0 0 Marina 0 0 2,511,721 0 0 0 0
Golf Course 0 0 0 0 0 0 0
Fire District CFD 0 0 0 0 0 0 0
R/R Ave e-BART CFD 0 0 0 0 0 0 0
Tuscany Meadows CFD 2021-10 0 0 0 0 0 0
Environmental Affairs0 0 0 1,079,097 0 0 0
Housing Rehab Loans - CDBG0 0 0 10,000 0 0 0
CDBG Entitlements 0 0 0 752,999 0 0 0
CalHome Program 0 0 0 104,382 0 0 0
Waterfront Operations0 0 1,090,961 835,097 0 0 0
Economic Development0 0 0 1,377,390 0 0 0
Community Services Grants0 0 0 0 0 0 0
Marina Dredging & Infrastructure Improv0 0 0 539,751 0 0 0 Community DevelopmentPlanning Division1,560,987 0 0 0 0 0 0 Planning Grants 0 0 0 0 0 0 0
Building Division1,254,373 0 0 0 0 0 0
Engineering Division3,084,830 0 0 0 0 0 0
Gas Tax 0 0 0 3,150,000 0 0 0
Measure J Tax 0 0 0 985,000 0 0 0
NPDES 0 0 0 1,578,591 0 0 0
Southwest Pittsburg GHAD0 0 0 896,609 0 0 0
GHAD Administration0 0 0 504,705 0 0 0
Pittsburg CIP 0 0 0 0 0 0 0
Developer Fee Fund 0 0 0 0 698,562 0 0
Community Capital Improvements0 0 0 0 0 0 0
Code Enforcement832,869 0 0 0 0 0 0
157
Project Amenities Mgmt CFD0 0 0 60,000 0 0 0
Public WorksSwim Center Maint.213,618 0 0 0 0 0 0
Landscape 0 0 0 3,690,151 0 0 0
Landscape - Oak Hills Assessment0 0 0 41,038 0 0 0
Park Maintenance CFD0 0 0 76,129 0 0 0
Marina Vista Field Replacement0 0 0 0 0 0 0
Public Works Administration83,716 0 0 0 0 0 0
Streets 4,645,683 0 0 0 0 0 0
Street Lighting 0 0 0 1,240,175 0 0 0
Street Trees 0 0 0 555,562 0 0 0
Concrete 0 0 0 132,683 0 0 0
Water Facility Reserve CIP0 0 500,000 0 0 0 0
Fleet Maintenance 0 3,892,263 0 0 0 0 0
Building Maintenance0 2,527,630 0 0 0 0 0
Graffiti Removal Program254,110 0 0 0 0 0 0
Recreation Recreation Administration797,296 0 0 0 0 0 0 Recreation Services2,040,609 0 0 0 0 0 0
Recreation Grants 0 0 0 64,300 0 0 0
California Theatre 0 0 0 306,113 0 0 0
Water and Sewer EnterprisesUS EPA Grants 0 0 0 202,155 0 0 0 Water Operating 0 0 ######## 0 0 0 0
Water CIP 0 0 285,000 0 0 0 0
Water Facility Reserve Fee Funds0 0 0 0 0 0 0
Sewer Maintenance 0 0 5,390,399 0 0 0 0
Sewer CIP 0 0 1,506,000 0 0 0 0
Sewer Facility Reserve Fee Funds0 0 0 0 0 0 0
Water Bond Debt Service0 0 3,128,753 0 0 0 0
Sewer Bond Debt Service0 0 0 0 0 0 0
Housing AuthorityHousing Authority - Section 80 0 0 ######## 0 0 0 Housing - Successor Agency0 0 0 619,637 0 0 0
Pittsburg Power CompanyIsland Energy 0 0 8,236,031 0 0 0 0 Pittsburg Power 0 0 2,926,643 0 0 0 0
Power Company Capital Projects0 0 56,000 0 0 0 0
Successor Agency to Former RDARDA General 0 0 0 0 0 0 ######## RDA Administration 0 0 0 0 0 0 476,221
Debt Service FundsRDA Capital Projects Fund0 0 0 0 0 0 0 RDA Tax Allocation Bonds0 0 0 0 0 0 ########
RDA Housing Bonds 0 0 0 0 0 0 2,024,996
Pension Obligation Bond0 0 0 0 0 4,522,022 0
Assessment Districts0 0 0 0 0 2,407,312 0
158
Redevelopment Agency
159
General Fund Revenues
Table 7
2020-21 2021-22 2022-23 Change from
Actual Amended Budget Proposed Budget 2021-22 % Change
Property Taxes
Homeowners Tax Relief 75,819 78,000 78,000 - 0.00
Prior Year Taxes (17,646) (50,000) (50,000) - 0.00
Secured Property Taxes 3,337,826 3,346,201 3,613,897 267,696 8.00 Supplemental Taxes 220,228 417,660 400,000 (17,660) -4.23 Unitary Taxes 291,078 320,798 321,000 202 0.06
Unsecured Property Taxes 351,623 340,729 367,987 27,258 8.00 Subtotal, Property Taxes $ 4,258,928 $ 4,453,388 $ 4,730,884 $ 277,496 6.23% Sales Taxes
Sales & Use Taxes 13,077,812 13,457,500 13,803,300 345,800 2.57 Sales Taxes - Increase 6,122,286 6,538,461 6,723,800 185,339 2.83 Subtotal, Sales Taxes $ 19,200,098 $ 19,995,961 $ 20,527,100 $ 531,139 2.66% Other Taxes
Business License Tax 594,044 580,000 600,000 20,000 3.45 Motor Vehicle Tax 5,662,707 5,863,791 5,860,000 (3,791) -0.06 Other Taxes 306,222 250,000 398,000 148,000 59.20
Public Safety - Prop 172 Sales Tax 758,550 754,500 754,500 - 0.00 Transient Occupancy Taxes 594,956 500,000 500,000 - 0.00 Subtotal, Other Taxes $ 7,916,479 $ 7,948,291 $ 8,112,500 $ 164,209 2.07% Franchise Fees
Calpine 18,641 19,000 18,845 (155) -0.82
Comcast Broadband 674,524 650,000 700,000 50,000 7.69
Franchise Fees - Other 74,152 75,000 67,000 (8,000) -10.67 PG&E 735,003 680,000 730,000 50,000 7.35
Pittsburg Disposal 2,253,853 2,300,000 2,410,000 110,000 4.78 RCTS 1,016,566 1,050,303 1,092,000 41,697 3.97
Subtotal, Franchise Fees $ 4,772,739 $ 4,774,303 $ 5,017,845 $ 243,542 5.10% Service Fees
Building Service Fees 98,608 125,500 161,000 35,500 28.29 Engineering Service Fees 3,096 2,480 548 (1,932) -77.90 Other Reimbursements 125,276 306,388 700,000 393,612 128.47 Other Service Fees 654,492 681,133 706,295 25,162 3.69
Planning Service Fees 152,330 339,800 16,000 (323,800) -95.29 Police Service Fees 492,803 559,984 556,452 (3,532) -0.63 Public Works Service Fees 289,791 275,000 275,000 - 0.00 Recreation Entrance Fees 90 69,000 140,500 71,500 103.62 Recreation Service Fees 13,521 26,000 21,700 (4,300) -16.54 Recreation Sports Fees 1,114 72,541 120,350 47,809 65.91 Subtotal, Service Fees $ 1,831,121 $ 2,457,826 $ 2,697,845 $ 240,019 9.77% Use of Money & Property
Investment Earnings 317,307 235,000 220,000 (15,000) -6.38 Rental Income 188,401 288,381 342,162 53,781 18.65
Subtotal, Use of Money & Property $ 505,708 $ 523,381 $ 562,162 $ 38,781 7.41% Fines & Forfeitures
Abandoned Vehicle Abatement 55,210 40,000 40,000 - 0.00 Booking Fees 564 0 0 - -100.00
Code Enforcement Fines 857 5,549 3,049 (2,500) -45.05
Fines and forfeitures 68,688 52,500 83,000 30,500 58.10 Police Fines 113,984 57,419 59,202 1,783 3.11
Police Forfeitures 2,135 1,276 1,200 (76) -5.96
POST Reimbursements 20,385 29,842 30,000 158 0.53
Vehicle Code Fines 292,049 212,577 215,000 2,423 1.14
Subtotal, Fines & Forfeitures $ 553,872 $ 399,163 $ 431,451 $ 32,288 8.09% Permits, Licenses & Fees
Building Fees 214,987 258,700 259,200 500 0.19
Building Permits 1,746,648 1,250,000 1,650,000 400,000 32.00 Building Service Fees 43,921 35,000 40,000 5,000 14.29
Business License Fees 157,261 131,500 147,000 15,500 11.79 Engineering Fees 740,272 978,124 1,038,929 60,805 6.22
Other Fees 10,308 10,511 11,011 500 4.76
Other Permits 5,827 7,500 7,000 (500) -6.67
Permits, licenses and fees 24,275 30,000 30,000 - 0.00
Planning & Zoning 168,343 293,506 160,000 (133,506) -45.49 Planning Service Fees 41,265 10,000 60,000 50,000 500.00 Police Fees 900 4,095 3,994 (101) -2.47
Subtotal, Permits, Licenses & Fees $ 3,154,007 $ 3,008,936 $ 3,407,134 $ 398,198 13.23% 160
Intergovernmental Revenue
Grants 1,099,937 196,368 161,500 (34,868) -17.76
Intergovernmental revenues 1,842,594 1,040,000 2,000,000 960,000 92.31 Other Reimbursements 516,929 199,000 195,000 (4,000) -2.01 RDA AB-1290/City Pass Through 791,958 600,000 600,000 - 0.00 School Resource Officer Reimbursement 446,421 450,000 450,000 - 0.00 State Mandated Costs 80,770 92,000 0 (92,000) -100.00
Tipping Fee 969,992 980,000 1,000,000 20,000 2.04
Subtotal, Intergovernmental revenue $ 5,748,601 $ 3,557,368 $ 4,406,500 $ 849,132 23.87% Other Revenues
Administrative Overhead 1,868,384 1,850,262 1,882,187 31,925 1.73 Donations 320 31,332 13,286 (18,046) -57.60
Other 28,571 15,850 21,000 5,150 32.49
Other Reimbursements 471,227 302,006 272,305 (29,701) -9.83 Planning Service Fees 59,210 62,000 63,000 1,000 1.61
Subtotal, Other Revenues $ 2,427,712 $ 2,261,450 $ 2,251,778 $ (9,672) -0.43% Transfers-In
Transfers-In 4,901,903 4,927,367 4,969,571 42,204 0.86
Subtotal, Transfers-In $ 4,901,903 $ 4,927,367 $ 4,969,571 $ 42,204 0.86% Total, General Fund Revenues $ 55,271,168 $ 54,307,434 $ 57,114,770 $ 2,807,336 5.17% 161
General Fund Revenues
Table 7
2020-21 2021-22 Change from
2019-20 Actual Amended Budget Adopted Budget 2021-22 % Change Property Taxes
Homeowners Tax Relief 76,052 78,000 78,000 - -
Prior Year Taxes (28,156) (11,260) (30,000) (18,740) 166.43 Secured Property Taxes 3,111,604 3,327,974 3,494,373 166,399 5.00 Supplemental Taxes 274,999 50,000 200,000 150,000 300.00 Unitary Taxes 288,736 291,078 290,000 (1,078) -0.37
Unsecured Property Taxes 343,716 324,504 340,729 16,225 5.00 Subtotal, Property Taxes $ 4,066,951 $ 4,060,296 $ 4,373,102 $ 312,806 7.70% Sales Taxes
Sales & Use Taxes 10,164,816 10,000,000 11,500,000 1,500,000 15.00 Sales Taxes - Increase 4,891,943 4,640,000 4,650,000 10,000 0.22 Subtotal, Sales Taxes $ 15,056,759 $ 14,640,000 $ 16,150,000 $ 1,510,000 10.31% Other Taxes
Business License Tax 565,197 490,000 575,000 85,000 17.35 Motor Vehicle Tax 5,374,375 5,608,197 5,850,000 241,803 4.31 Other Taxes 251,917 220,000 250,000 30,000 13.64
Public Safety - Prop 172 Sales Tax 576,345 510,000 510,000 - - Transient Occupancy Taxes 777,473 500,000 380,000 (120,000) -24.00 Subtotal, Other Taxes $ 7,545,307 $ 7,328,197 $ 7,565,000 $ 236,803 3.23% Franchise Fees
Calpine 18,953 19,000 19,000 - -
Comcast Broadband 673,151 650,000 625,000 (25,000) -3.85 Franchise Fees - Other 87,525 80,000 80,000 - -
PG&E 722,007 560,000 630,000 70,000 12.50
Pittsburg Disposal 2,118,815 1,825,000 2,210,000 385,000 21.10 RCTS 998,861 1,016,566 1,032,720 16,154 1.59
Subtotal, Franchise Fees $ 4,619,312 $ 4,150,566 $ 4,596,720 $ 446,154 10.75% Service Fees
Building Service Fees 164,294 77,582 141,550 63,968 82.45 Engineering Service Fees 2,356 516 1,000 484 93.80
Other Reimbursements 261,964 300,000 300,000 - -
Other Service Fees 648,126 651,399 664,571 13,172 2.02
Planning Service Fees 78,737 171,520 343,300 171,780 100.15 Police Service Fees 538,529 496,664 526,823 30,159 6.07 Public Works Service Fees 273,762 275,000 275,000 - -
Recreation Entrance Fees 70,660 - 60,000 60,000 -100.00 Recreation Service Fees 25,905 6,000 28,500 22,500 375.00 Recreation Sports Fees 15,586 - 18,000 18,000 -100.00
Subtotal, Service Fees $ 2,079,919 $ 1,978,681 $ 2,358,744 $ 380,063 19.21% Use of Money & Property
Investment Earnings 511,650 235,000 235,000 - -
Rental Income 255,366 161,352 284,680 123,328 76.43
Subtotal, Use of Money & Property $ 767,016 $ 396,352 $ 519,680 $ 123,328 31.12% Fines & Forfeitures
Abandoned Vehicle Abatement 25,455 48,000 40,000 (8,000) -16.67 Booking Fees 3,648 1,000 - (1,000) -100.00
Code Enforcement Fines 90,101 500 500 - -
Fines and forfeitures 513 80,692 53,175 (27,517) -34.10 Police Fines 92,518 85,000 71,200 (13,800) -16.24
Police Forfeitures 1,100 1,000 1,000 - -
POST Reimbursements 86,262 35,000 30,000 (5,000) -14.29 Vehicle Code Fines 372,829 250,000 250,000 - 0.00
Subtotal, Fines & Forfeitures $ 672,426 $ 501,192 $ 445,875 $ (55,317) -11.04% Permits, Licenses & Fees
Building Fees 318,687 187,400 260,700 73,300 39.11
Building Permits 548,388 1,214,500 1,566,000 351,500 28.94 Building Service Fees 2,490 25,000 40,000 15,000 60.00
Business License Fees 148,779 94,900 137,260 42,360 44.64 Engineering Fees 793,561 955,050 1,379,899 424,849 44.48 Other Fees 10,161 10,261 10,511 250 2.44
Other Permits 5,752 4,500 4,200 (300) -6.67
Permits, licenses and fees - 15,000 20,000 5,000 33.33
Planning & Zoning 141,495 283,160 303,500 20,340 7.18
Planning Service Fees 30,566 50,000 62,000 12,000 24.00 Police Fees 6,180 1,100 3,100 2,000 181.82
Subtotal, Permits, Licenses & Fees $ 2,006,059 $ 2,840,871 $ 3,787,170 $ 946,299 33.31% Intergovernmental Revenue
Grants 179,576 1,118,876 160,675 (958,201) -85.64
Intergovernmental revenues 1,516,842 1,060,000 1,040,000 (20,000) -1.89 Other Reimbursements 457,171 440,205 199,000 (241,205) -54.79 RDA AB-1290/City Pass Through 661,451 590,000 600,000 10,000 1.69 School Resource Officer Reimbursement 535,705 535,705 450,000 (85,705) -16.00 State Mandated Costs 65,117 80,577 75,000 (5,577) -6.92 Tipping Fee 961,040 955,000 965,000 10,000 1.05
Subtotal, Intergovernmental revenue $ 4,376,902 $ 4,780,363 $ 3,489,675 $ (1,290,688) -27.00% Other Revenues
Administrative Overhead 1,855,377 1,789,303 1,850,262 60,959 3.41 Donations 6,942 12,800 19,000 6,200 48.44
Other 15,028 13,461 17,850 4,389 32.61
Other Reimbursements 231,094 270,037 243,000 (27,037) -10.01 Planning Service Fees 421 40,000 37,000 (3,000) -7.50
Subtotal, Other Revenues $ 2,108,862 $ 2,125,601 $ 2,167,112 $ 41,511 1.95% Transfers-In
Transfers-In 4,979,236 5,133,207 4,862,250 (270,957) -5.28 Subtotal, Transfers-In $ 4,979,236 $ 5,133,207 $ 4,862,250 $ (270,957) -5.28% Total, General Fund Revenues $ 48,278,749 $ 47,935,326 $ 50,315,328 $ 2,380,002 4.97% 162
163
PY_GL FBUDGET CY_BUDGET CY_Cng
Property TaxesHomeowners Tax Relief75,819 78,000 78,000 0 0.00 Prior Year Taxes(17,646) (50,000) (50,000) 0 0.00
Secured Property Taxes3,337,826 3,346,201 3,613,897 267,696 8.00 Supplemental Taxes220,228 417,660 400,000 (17,660) -4.23 Unitary Taxes291,078 320,798 321,000 202 0.06
Unsecured Property Taxes351,623 340,729 367,987 27,258 8.00 Sales TaxesSales & Use Taxes######## ######## ######## 345,800 2.57 Sales Taxes - Increase6,122,286 6,538,461 6,723,800 185,339 2.83 Other Taxes_TopBusiness License Tax594,044 580,000 600,000 20,000 3.45 Motor Vehicle Tax5,662,707 5,863,791 5,860,000 (3,791) -0.06 Other Taxes 306,222 250,000 398,000 148,000 59.20
Public Safety - Prop 172 Sales Tax758,550 754,500 754,500 0 0.00 Transient Occupancy Taxes594,956 500,000 500,000 0 0.00 Franchise FeesCalpine 18,641 19,000 18,845 (155) -0.82
Comcast Broadband674,524 650,000 700,000 50,000 7.69
Franchise Fees - Other74,152 75,000 67,000 (8,000) -10.67 PG&E 735,003 680,000 730,000 50,000 7.35
Pittsburg Disposal2,253,853 2,300,000 2,410,000 110,000 4.78 RCTS 1,016,566 1,050,303 1,092,000 41,697 3.97
Service FeesBuilding Service Fees98,608 125,500 161,000 35,500 28.29 Engineering Service Fees3,096 2,480 548 (1,932) -77.90
Other Reimbursements125,276 306,388 700,000 393,612 128.47 Other Service Fees654,492 681,133 706,295 25,162 3.69
Planning Service Fees152,330 339,800 16,000 (323,800) -95.29 Police Service Fees492,803 559,984 556,452 (3,532) -0.63 Public Works Service Fees289,791 275,000 275,000 0 0.00 Recreation Entrance Fees90 69,000 140,500 71,500 103.62 Recreation Service Fees13,521 26,000 21,700 (4,300) -16.54 Recreation Sports Fees1,114 72,541 120,350 47,809 65.91 Use of Money & PropertyInvestment Earnings317,307 235,000 220,000 (15,000) -6.38 Rental Income188,401 288,381 342,162 53,781 18.65
Fines & ForfeituresAbandoned Vehicle Abatement55,210 40,000 40,000 0 0.00 Booking Fees 564 0 0 0 -100.00
Code Enforcement Fines857 5,549 3,049 (2,500) -45.05
Fines and forfeitures68,688 52,500 83,000 30,500 58.10
Police Fines 113,984 57,419 59,202 1,783 3.11
Police Forfeitures2,135 1,276 1,200 (76) -5.96
POST Reimbursements20,385 29,842 30,000 158 0.53
Vehicle Code Fines292,049 212,577 215,000 2,423 1.14
Permits, Licenses & FeesBuilding Fees 214,987 258,700 259,200 500 0.19 Building Permits1,746,648 1,250,000 1,650,000 400,000 32.00 Building Service Fees43,921 35,000 40,000 5,000 14.29
Business License Fees157,261 131,500 147,000 15,500 11.79 Engineering Fees740,272 978,124 1,038,929 60,805 6.22
Other Fees 10,308 10,511 11,011 500 4.76
Other Permits 5,827 7,500 7,000 (500) -6.67
Permits, licenses and fees24,275 30,000 30,000 0 0.00
Planning & Zoning168,343 293,506 160,000 (133,506) -45.49 164
Planning Service Fees41,265 10,000 60,000 50,000 500.00 Police Fees 900 4,095 3,994 (101) -2.47
Intergovernmental RevenueGrants 1,099,937 196,368 161,500 (34,868) -17.76 Intergovernmental revenues1,842,594 1,040,000 2,000,000 960,000 92.31 Other Reimbursements516,929 199,000 195,000 (4,000) -2.01 RDA AB-1290/City Pass Through791,958 600,000 600,000 0 0.00 School Resource Officer Reimbursement446,421 450,000 450,000 0 0.00 State Mandated Costs80,770 92,000 0 (92,000) -100.00
Tipping Fee 969,992 980,000 1,000,000 20,000 2.04
Other RevenuesAdministrative Overhead1,868,384 1,850,262 1,882,187 31,925 1.73 Donations 320 31,332 13,286 (18,046) -57.60
Other 28,571 15,850 21,000 5,150 32.49
Other Reimbursements471,227 302,006 272,305 (29,701) -9.83 Planning Service Fees59,210 62,000 63,000 1,000 1.61
Transfers-In_TopTransfers-In4,901,903 4,927,367 4,969,571 42,204 0.86 165
General Fund Expenditures by Category
Table 8
2020-21 2021-22 2022-23 Change from
Actual Amended Budget Proposed Budget 2021-22
General Fund
Capital Outlay - Equipment 314,903 694,470 1,723,400 1,028,930 Capital Outlay - Projects 1,530 - - -
Contracts & Services 4,000,414 6,676,454 6,830,201 153,747 Fringe Benefits 12,568,068 15,343,257 16,289,948 946,691 Maintenance & Operations 5,687,091 6,927,935 8,256,405 1,328,470 Materials & Supplies 878,253 1,428,192 1,579,041 150,849 Pass Through Payments 296,267 294,235 295,000 765
Salaries & Wages 18,373,126 20,552,351 18,382,912 (2,169,439) Special Items of Expense 265,076 76,923 189,000 112,077 Transfers-Out 2,273,586 4,260,936 3,061,086 (1,199,850) Workers Compensation 733,880 682,783 1,050,101 367,318
Total General Fund Expenditures $ 45,392,194 $ 56,937,536 $ 57,657,094 $ 719,558 166
% Change
148.16
-100.00

2.30 6.17

19.18 10.56

0.26 -10.56
145.70
-28.16

53.80 1.26%
General Fund Expenditures by Category
Table 8
167
General Fund Expenditures by Category
Table 8
2020-21 2021-22 Change from
2019-20 Actual Amended Budget Adopted Budget 2021-22 % Change General Fund
Capital Outlay - Equipment 500,698 375,440 803,000 427,560 113.88 Capital Outlay - Projects 1,422,181 - - - -100.00 $1.4M Land Acquisition in FY 2021 Contracts & Services 3,816,364 4,581,752 4,739,463 157,711 3.44 Fringe Benefits 13,355,425 13,112,360 15,196,983 2,084,623 15.90 Maintenance & Operations 5,941,298 6,078,145 6,365,217 287,072 4.72 Materials & Supplies 867,940 944,978 1,117,665 172,687 18.27 Pass Through Payments 286,514 271,682 269,000 (2,682) -0.99 Salaries & Wages 19,061,114 18,999,922 19,288,535 288,613 1.52 Special Items of Expense 245,975 299,000 47,000 (252,000) -84.28 Transfers-Out 2,512,722 2,272,936 2,816,936 544,000 23.93 Workers Compensation 976,107 800,413 647,013 (153,400) -19.17 Total General Fund Expenditures $ 48,986,338 $ 47,736,628 $ 51,290,812 $ 3,554,184 7.45% 168
PY_GL FBUDGET CY_BUDGET CY_Cng
General Fund Capital Outlay - Equipment 314,903 694,470 1,723,400 1,028,930 148.16 Capital Outlay - Projects 1,530 0 0 0 -100.00
Contracts & Services 4,000,414 6,676,454 6,830,201 153,747 2.30 Fringe Benefits 12,568,068 15,343,257 16,289,948 946,691 6.17 Maintenance & Operations 5,687,091 6,927,935 8,256,405 1,328,470 19.18 Materials & Supplies 878,253 1,428,192 1,579,041 150,849 10.56 Pass Through Payments 296,267 294,235 295,000 765 0.26
Salaries & Wages 18,373,126 20,552,351 18,382,912 (2,169,439) -10.56 Special Items of Expense 265,076 76,923 189,000 112,077 145.70 Transfers-Out 2,273,586 4,260,936 3,061,086 (1,199,850) -28.16 Workers Compensation 733,880 682,783 1,050,101 367,318 53.80 169

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Arts and Community Foundation Resolution to Approve the Budget for Fiscal Year 22-23 and Appropriation of Funds for Fiscal Year 22-23 and Amending the Fiscal Year 2021-22 Budget Based on Year End Revenue and Expenditure Projections
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
Staff completed a Mid-Year Review of Pittsburg Arts and Community Foundation’s, (Foundation) Fiscal Year 2021-22 budget and has determined that budget adjustments are necessary to meet year-end projections.

The Foundation has prepared its Operating Budget Plan for Fiscal Year (FY) 2022-23. The Fiscal Year 2022-23 budget should be appropriated before July 1, 2022, to provide ongoing funding for the Foundation’s activities during the next fiscal year.

FISCAL IMPACT
The proposed amendment to the Foundation’s Operating Budget for Fiscal Year 2021-22 will include an increase of $65,060 in revenue appropriations and a decrease of $59,748 in expenditure appropriations.

The Foundation’s budget for FY 2022-23 estimates revenues of $864,424 and expenditures of $608,122.

RECOMMENDATION
The Governing Board of the Foundation adopt this Resolution amending the Fiscal Year 2021-22 Budget based on year-end revenue and expenditure projections and the proposed Operating Budget for FY 2022-23.
170

BACKGROUND
The Fiscal Year 2021-22 Budget was approved by the Foundation Board on October 4, 2021. The Budget was developed based upon information available at that time regarding anticipated revenue and expenditures for the period from July 1, 2021, through June 30, 2022. At the completion of the mid-point of the fiscal year, staff reviewed the status of the Foundation’s budget to identify any adjustments required to revenue projections and expenditure appropriations.

Best accounting practices for a not-for-profit entity includes an annual Operating Budget, while allowing monitoring of the financial objectives of the Foundation. Each year the Foundation presents the operating budget for the next fiscal year. For Fiscal Year 2022-23, the Preliminary Operating Budget Summary document was posted to the Foundation’s website prior to this meeting.

SUBCOMMITTEE FINDINGS
The Foundation’s Mid-Year Review projections for fiscal year 2021-22 and the Operating Budget for Fiscal Year 2022-23 were presented to the Foundation’s subcommittee on May 4, 2022. The Foundation’s Subcommittee did not recommend any changes to the proposed mid-year FY 2021-22 projections or the annual FY 2022-23 operating budget being presented.

STAFF ANALYSIS
The table below provides an overview of the Foundation’s Revenues, Expenditures, and impacts to Fund Balance. Included in the tables are the projected year-end revenues and expenditures for Fiscal Year 2021-22 and the Operating Budget Fiscal Year 2022-23. Both projections will continue to rely on the Foundation’s Fund Balance as well as revenue from any grants, donations, fundraising events, and bookstore sales. 171
Revenue
The projected revenue for Fiscal Year 2021-22 is $1,556,662. Staff has projected that revenue for this fiscal year will be $65,060 higher than the budgeted amount of $1,491,602.

The increase is from bookstore sales due to Covid restrictions being lifted and opening to the public and additional payments of loans and leases.

Revenues for the Foundation are projected to be $864,424 for Fiscal Year 2022-23. The Foundation’s revenue stream is comprised of bookstore sales, fundraisers, special events, donations and leases. The Foundation’s revenue projections for Fiscal Year 2022-23 are approximately $692,238 less than FY 2021-22 year-end estimates. The decrease is due to the John H and Regina K Scully Foundation donation for the renovation of the California Theatre being completed in Fiscal Year 2021-22.

Expenditures
The projected expenditure for Fiscal Year 2021-22 is $1,425,363. Staff has projected the expenditures for this fiscal year will be $59,748 lower than the budgeted amount of $1,485,111. This decrease is mainly due to a restructuring of the City’s pooled building allocation to actual expenditures for the Foundation.

Expenditures for the Foundation are projected to be $608,122 for Fiscal Year 2022-23. The Foundation’s expenditure projections for Fiscal Year 2022-23 are approximately $817,241 less than Fiscal Year 2021-22 year-end estimates. The decrease is due to the John H and Regina K Scully Foundation donation for the renovation of the California Theatre being completed in FY 2022-23.

ATTACHMENTS: Board’s Resolution
Report Prepared By: Laura Mendez, Finance Manager - Reporting Report Reviewed By: Paul Rodrigues, Director of Finance 172
Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG ARTS AND

COMMUNITY FOUNDATION
In the Matter of:

Authorizing Budget Adjustments Based on )
Fiscal Year 2021-22 Year-End Projections and ) RESOLUTION NO.22- Approving the Budget for Fiscal Year 2022-23 )

WHEREAS, the Pittsburg Arts and Community Foundation, Inc. (Foundation) is a nonprofit, 501(c)3 Foundation formed for the purpose of providing assistance to the City of Pittsburg, and all actions, budgets, projects and programs that the Foundation engages in or approves must be reasonably related to, or in furtherance of the Foundation’s charitable purposes as stated in the Articles of Incorporation as amended on March 1, 2010; and WHEREAS, the Foundation prepares and adopts the Pittsburg Arts and Community Foundation, Inc. budget with the intent of providing a planned program for services and a financial system to carry out the planned program of services; and WHEREAS, staff has completed the mid-year review of the Fiscal Year 2021-22 budget projections and has submitted an Operating Budget for Fiscal Year 2022-23; and WHEREAS, it has been determined that budget adjustments for Fiscal Year 2021- 22 are necessary to fund certain operating expenditures, staff recommends an increase of $65,060 in revenues and a decrease of $59,748 in expenditures, resulting in an increase in fund balance of $124,808; and

WHEREAS, staff has submitted an Operating Budget for Fiscal Year 2022-23 with estimated revenues of $864,424 and expenditures of $608,122.

NOW, THEREFORE, BE IT RESOLVED by Pittsburg Arts and Community Foundation, Inc. Board as follows:

Section 1. The recitals set forth above are true and correct statements and are hereby incorporated in conjunction with the respective staff report.

Section 2. The proposed mid-year projections for Fiscal Year 2021-22 and the operating budget for Fiscal Year 2022-23 for the Foundation is reasonably related to and/or in furtherance of the Foundation’s charitable purposes as stated in the Articles of Incorporation.

Section 3. Those funds for the Fiscal Year 2021-22 mid-year projections are hereby and shall be appropriated in an increase in revenue of $65,060 and a decrease in expenditures of $59,748, resulting in an increase in Fund Balance of $124,808 and those funds for the Fiscal Year 2022-23 Operating Budget are hereby and shall be appropriated in the estimated revenue of $864,424 and expenditures of $608,122 with an increase in fund balance of $256,302 173
Resolution No. 22- Page 2 of 2 June 20, 2022
Section 4. The Executive Director is hereby authorized to approve payment of goods and services received by the Pittsburg Arts and Community Foundation, Inc. in accordance with the Foundation’s approved budget, programs and policies.

Section 5. This Resolution shall become effective immediately upon adoption.

PASSED AND ADOPTED by the Pittsburg Arts and Community Foundation Board at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
__________________________
Holland Barrett White, Chair
ATTEST:
______________________________
Alice E. Evenson, Agency Secretary
174

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Power Company Resolution for Approval of the Budget for Fiscal Year 22-23 for the Pittsburg Power Company (PPC) and Appropriation of Funds for Fiscal Year 22-23
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
The Pittsburg Power Company (PPC) has prepared its Operating Budget Plan for Fiscal Year 2022-23. The Fiscal Year 2022-23 budget must be appropriated by July 1, 2022, to provide on-going funding for the City of Pittsburg activities during the next fiscal year.

FISCAL IMPACT
The PPC budget for Fiscal Year 2022-23 estimates revenues in the amount of $2,998,553 and a spending plan of $2,982,643 for the PPC Fund. In addition, the budget estimates revenues in the amount of $8,011,853 and a spending plan of $8,236,031 for the Island Energy Fund.

RECOMMENDATION
Governing Board of the PPC approve the Operating Budget Plan for Fiscal Year 2022-23 and adopt the budget for the PPC for the Fiscal Year 2022-23.

BACKGROUND
The Preliminary Operating Budget for Fiscal Year 2022-23 for the City was presented to the Finance Subcommittee on May 20, 2022. Budget workshops were held on May 9, 2022, and June 6, 2022 to review and receive public input and discuss the Draft Operating Budget for Fiscal Year 2022-23. Copies of the proposed budget and supporting documentation were submitted to interested parties prior to the meetings. A complete copy of the detailed Preliminary Operating Budget document for Fiscal Year 2022-23 will be on the City’s website before the June 20, 2022, City Council meeting and can be located by navigating to City Services/Finance/Budget and Other Financial Documents/2022-23 Proposed Budget. 175

SUBCOMMITTEE FINDINGS
The City Council’s Finance Subcommittee met on May 20, 2022, to review the proposed budget. The Subcommittee did not have any changes to PPC’s Fiscal Year 2022-23 Proposed Budget.

STAFF ANALYSIS
The PPC will see an increase in fund balance of $15,910. Island Energy will experience a decrease in fund balance of $224,178 according to the Fiscal Year 2022-23 proposed budget. Both PPC and Island Energy are and will continue to follow the City’s Fiscal Sustainability Ordinance.

ATTACHMENTS: Resolution
Report Prepared By: Paul L. Rodrigues, Finance Director 176
Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY In the Matter of:

Approval of the Budget for Fiscal )
Year 2022-23 for the Pittsburg Power ) RESOLUTION NO. 22- Company and Appropriation of Funds )
For Fiscal Year 2022-23 )
WHEREAS, the Executive Director has prepared, transmitted, and presented the one-year Preliminary Operating Budget for Fiscal Year 2022-23 to the Governing Board of the Pittsburg Power Company (Governing Board) for its consideration; and WHEREAS, staff prepares the Pittsburg Power Company (PPC) Budget with the intent of providing a planned program for services and a financial system to carry out the planned program of services; and
WHEREAS, the Governing Board held budget workshops on May 9 and June 6, 2022, for the purpose of reviewing and discussing the Preliminary Operating Budget for Fiscal Year 2022-23, and for providing opportunities for public input and discussion on said Preliminary PPC Budget; and
WHEREAS, the Governing Board, having fully reviewed the Preliminary PPC Budget for Fiscal Year 2022-23 and being fully advised, found and determined that the said Preliminary PPC Budget should be adopted and prepared in final form.

NOW, THEREFORE, the Governing Board of the Pittsburg Power Company DOES RESOLVE as follows:

Section 1. Findings and Authorization
A. The recitals set forth above are true and correct statements and are hereby incorporated in conjunction with the respective staff report.

B. That the Budget for Fiscal Year 2022-23 is hereby approved as set forth in a copy of said budget summary on file with the PPC at City Hall and which by this reference is incorporated herein and authorizes the preparation of the final Budget Review document for Fiscal Year 2022-23.

C. Those funds are hereby and shall be appropriated in the estimated revenue amount of $2,998,553 and a spending plan of $2,982,643 for the PPC Fund.

In addition, the budget recommends estimated revenues in the amount of $8,011,853 and a spending plan of $8,236,031 for the Island Energy Fund for Fiscal Year 2022-23.

D. That the Finance Director or his/her designee is hereby authorized to approve payment of goods and services received by the PPC in accordance with its approved budgets, programs, and policies.
177
Resolution No. 22- Page 2 of 2 June 20, 2022
E. That the Governing Board authorizes changes to be made to the annual budget as follows:

Items Requiring Governing Board/Agency Action:
 Appropriation of fund balance reserves.
 Transfers of appropriations between funds.
 New interfund loans or advances.
 Creation of new capital projects.
 Transactions which increase total fund budgets.

Items Delegated to the Executive Director:
 Items more than $5,000.
 Transfers between departments and divisions so that the total fund budget remains the same.
 Approval of transfers within funds which increase salary and benefit appropriations so that the total fund budget remains the same.

Items Delegated to Department Heads:
 Allocation of departmental appropriations to line item except for salary and benefit appropriations.
 Changes which exceed current funds disbursement authorizations must be approved by the Executive Director. These changes cannot increase the department budget.

Section 2. Effective Date
This Resolution shall become effective immediately upon adoption.

PASSED AND ADOPTED by the Governing Board of the Pittsburg Power Company at a regular meeting held on the 20st day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
_____________________________
Holland Barrett-White, Chair
ATTEST:
______________________________
Garrett Evans, Executive Secretary
178

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a GHAD II Resolution for Approval of the Budget for Fiscal Year 22-23 for the Southwest Pittsburg Geologic Hazard Abatement District II (GHAD II) and Appropriation of Funds for Fiscal Year 22-23 MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
The City Council’s Finance Subcommittee met on May 20, 2022, and City Council budget workshop meetings were held on May 9, 2022, and June 6, 2022, to review and receive public input and discussion regarding the Draft Operating Budget for Fiscal Year 2022-23.

The Fiscal Year 2022-23 budget must be appropriated by July 1, 2022, to provide on-going funding for the Southwest GHAD II activities during the next fiscal year.

FISCAL IMPACT
The Southwest GHAD II budget for Fiscal Year 2022-23 estimates revenues in the amount of $1,254,000 and a spending plan of $896,609.

RECOMMENDATION
GHAD II approve the Operating Budget for Fiscal Year 2022-23 and adopt the budget for the Southwest GHAD II, for the Fiscal Year 2022-23.

BACKGROUND
The Preliminary Operating Budget for Fiscal Year 2022-23 for the City of Pittsburg, including the Southwest GHAD II, was presented at budget workshop meetings held on May 9, May 20, and June 6, 2022.

SUBCOMMITTEE FINDINGS
The City of Pittsburg Preliminary Operating Budget for the Fiscal Year 2022-23 was presented to the Finance Subcommittee on May 20, 2022. The Subcommittee did not express any changes related to the GHAD II Fiscal Year 2022-23 budget. 179

STAFF ANALYSIS
A complete copy of the detailed Preliminary Operating Budget document for Fiscal Year 2022-23 is on the City of Pittsburg’s website and can be located by navigating to City Services/Finance/Budget and Other Financial Documents/2022-23 Proposed Budget.

The Southwest GHAD II will see an increase in fund balance by $357,391.

ATTACHMENTS: Resolution
Report Prepared By: Paul L. Rodrigues, Finance Director 180
Resolution No. Page 1 of 2 June 20, 2022

BEFORE THE SOUTHWEST PITTSBURG GEOLOGIC HAZARD ABATEMENT

DISTRICT II BOARD
In the Matter of:

Approval of the Budget Plan for Fiscal )
Year 2022-23 for the Southwest )
Pittsburg Geologic Hazard Abatement ) RESOLUTION NO.

District II (GHAD II) and Appropriation )
of Funds for Fiscal Year 2022-23 )
WHEREAS, the Executive Director has prepared, transmitted, and presented the one-year Preliminary Operating Budget for Fiscal Year 2022-23 to the City Council for its consideration; and
WHEREAS, the District prepares and adopts the Southwest Pittsburg Geologic Hazard Abatement District II (GHAD II) Budget with the intent of providing a planned program for services and a financial system to carry out the planned program of services; and
WHEREAS, the GHAD II Board held a meeting on June 20, 2022, for the purpose of reviewing and discussing the Southwest Pittsburg GHAD II budget for the Fiscal Year 2022-23 and recommend estimated revenues in the amount of $1,254,000 and a spending plan of $896,609.

NOW, THEREFORE, Southwest Pittsburg GHAD II Board finds and determines as follows:

Section 1. Findings and Authorization
A. The recitals set forth above are true and correct statements and are hereby incorporated in conjunction with the respective staff report.

B. That the Budget for Fiscal Year 2022-23 is hereby approved as set forth in a copy of said budget summary on file with the City of Pittsburg and which by this reference is incorporated herein and authorizes the preparation of the final Budget Review document for Fiscal Year 2022-23.

C. Those funds are hereby and shall be appropriated in the estimated revenue amount of $1,254,000 and a spending plan of $896,609.

D. That the Finance Director or his/her designee is hereby authorized to approve payment of goods and services received by the Southwest Pittsburg GHAD II in accordance with the City’s approved budget, programs and policies.

E. That Southwest Pittsburg GHAD II Board authorizes changes to be made to the annual budget as follows:
181
Resolution No. Page 2 of 2 June 20, 2022 Items Requiring GHAD Board of Directors Action:
 Appropriation of fund balance reserves.
 Transfers of appropriations between funds.
 New interfund loans or advances.
 Creation of new capital projects.
 Transactions which increase total fund budgets.

Items Delegated to the GHAD II Executive Director:
 Items in excess of $5,000.00.
 Transfers between departments and divisions so that the total fund budget remains the same.
 Approval of transfers within funds which increase salary and benefit appropriations so that the total fund budget remains the same.

Items Delegated to the General Manager:
 Allocation of departmental appropriations to line item except for salary and benefit appropriations.
 Changes which exceed current funds disbursement authorizations must be approved by the Executive Director. These changes cannot increase the department budget.

Section 2. Effective Date
This Resolution shall become effective immediately upon adoption.

PASSED AND ADOPTED by the Southwest Pittsburg GHAD II Board at a regular meeting held on the 20st day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
________________________________
Holland Barrett-White, Chair
ATTEST:
______________________________
Alice E. Evenson, City Clerk
182

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Mayor and Council Members
FROM: Garrett Evans, City Manager
SUBJECT: Adoption of a City Council Resolution to Adopt the Youth and Young Adult Services Master Plan
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
The City Council will consider a Resolution adopting the Youth and Young Adult Services Master Plan ("Plan") that sets forth the City’s vision, objectives and implementation strategies for programs and funding specific to youth and young adult services.

FISCAL IMPACT
There is no fiscal impact related to the adoption of the Plan. It should be noted that the policies and actions contained within the Plan may have fiscal impacts, which have been roughly estimated to indicate the anticipated cost for implementation; however, acceptance of the Plan does not authorize the implementation of any specific actions.

RECOMMENDATION
City Council adopt a Resolution adopting the Youth and Young Adult Services Master Plan.

BACKGROUND
In 2019, the City of Pittsburg hired consultant Emerald HPC International to develop a conceptual framework in relation to youth services within the City of Pittsburg by means of stakeholder meetings, fact finding, and planning sessions.

In March 2019, the City of Pittsburg hosted a kick-off workshop to discuss the most critical needs of Pittsburg youth and young adults. Representatives in attendance for the workshop included the members of the City Council, Board Members and staff from Pittsburg Unified School District, a Board Member from Mt. Diablo Unified School District, representatives from the Contra Costa County Office of Education, the City Manager, City staff, and the Pittsburg Police Department.
183
Emerald HPC completed the framework in July 2019 and worked alongside staff to develop the draft Plan.

On August 3, 2020, the City Council was presented with the draft Plan for input and feedback, with next steps to seek additional input from service providers and youth representatives from the soon-to-be-formed Youth Advisory Commission.

On September 17, 2020, the City Council adopted an ordinance to establish the Pittsburg Youth Advisory Commission. Youth Advisory Commissioners were appointed on November 15, 2021 and were sworn-in at their first virtual meeting due to COVID-19, on January 27, 2022.

SUBCOMMITTEE FINDINGS
The Plan was presented to the Youth Advisory Commission during their February 23, 2022, March 23, 2022, April 27, 2022, and May 25, 2022, regular meetings. The Youth Advisory Commission recommends adoption of the Youth and Young Adult Services Master Plan.

STAFF ANALYSIS
The draft Plan was created to develop the vision, objectives and strategies for programs and funding specific to Pittsburg youth and young adults. The Plan was presented to the Youth Advisory Commission for review and recommendation at their regular meeting on February 23, 2022. The Commission determined at that time it would be best to create an Ad-Hoc subcommittee to work on the draft Plan and report back its findings.

The Commission and its’ Ad-Hoc utilized means such as brainstorming sessions and open discussions to ensure that they covered areas of concern to the youth, especially the change in landscape since 2019 due to COVID-19.

During the April 27, 2022, Youth Advisory Commission meeting, the Commission directed staff to make suggested changes to the draft Plan and report back at a future meeting. At the next meeting of the Commission, May 25, 2022, staff presented a revised document and a majority of the Commissioners in that meeting arrived at a consensus and voted to recommend the document to Council for approval.

Based on the discussions and recommendations of the Youth Commission, the following changes were made:

Changes on Page 3:

Removal of the paragraph about community outreach and strategy.

Added the following paragraph:

In March 2022, the newly formed Youth Advisory Commission was asked to review and make recommendations on the draft Youth and Young Adult Services Master Plan. The input of the Commission included recommended changes to… ensure an emphasis on safety, mental health, social engagement, access to workforce programs and youth providers, and the addition of a community center/hub. The Commissioners noted that the biggest challenges not a lack of available programming and opportunities, it is that many are not aware of the programs and opportunities that exist.
184
Changes to Objective 1:

Changed 1.6 as follows:

Progress indicators: Continue and grow the Youth Advisory Commission and their role in reviewing youth initiatives. Establishment of Youth Commission and identifying of commission roles and responsibilities
Changes to Objective 2:

Added:

2.7 Continue to support restorative justice practices and conflict resolution strategies.

2.8 Evaluate and improve safety measures within the city.

Progress Indicators: Create a city-wide safety system within parks and shopping centers similar to the “Blue Light Alarm” system on college campuses; Continue to evaluate and ensure pedestrian accessibility
Changes to Objective 3:

Changed:

3.1 Acquire and operate a community center or hub to provide a safe and fun place for youth to go during downtime. Establish a youth commission to allow younger Pittsburg residents a forum for providing recommendations on policies, needs, priorities, projects, and budget items.

Progress indicators: Establishment of a Youth Commission Omit:

3.2 Acquire and operate a community center or hub to provide a safe and fun place for youth to go during downtime.

Added:

3.3 Provide opportunities for the whole individual
Progress indicators: Increase indoor sports for all ages, provide opportunities and programs that support life skills such as Home Economics, Financial Awareness, etc.

Omit:

3.2 Acquire and operate a community center or hub to provide a safe and fun place for youth to go during downtime.

Changes to Objective 4:

Relocated into a NEW section called “Objectives and Strategy Specific to Parents / Adults”
185
Changes to Objective 5
Added:

5.5 Collaborate with health and wellness professionals to provide accessible mental health programs, classes, groups, etc.

Progress Indicators: Provide a space for access to counselors, therapists, and health experts to provide services

5.6 Provide open space opportunities and outdoor activities geared toward junior high and high school aged youth.

Changes to Objective 6:

Added:

Short Term
Evaluate the current means of communication that the City is using for effectiveness and explore alternative options for youth messaging
Progress indicators: Increase presence on Instagram and TickTok, Work with Youth Commission as communication ambassadors, attend and promote during school club days and events, host open mic nights or Café Talks
Omitted 6.3
Added:

6.5 Partner with LMC and PHS to promote and enhance the "College Connect" (former Dual Enrollment program) for High School Seniors Changes to Objective 7
Added:

7.3 Evaluate and update this document including data sets every two years Staff is recommending adoption of the Youth and Young Services Adult Master Plan.

ATTACHMENTS:

1. Resolution

2. Youth Advisory Commission Letter of Recommendation

3. Youth and Young Adult Services Master Plan

4. Framework
Report Prepared By: Kolette Simonton, Interim Director of Recreation 186

BEFORE THE CITY COUNCIL OF THE CITY OF PITTSBURG
In the Matter of:

Approving Youth and Young Adult ) RESOLUTION NO. 22-
Services Master Plan )
WHEREAS, the City of Pittsburg hired consultant Emerald HPC International to develop a conceptual framework in relation to youth services within the City of Pittsburg by means of stakeholder meetings, fact finding, and planning sessions; and, WHEREAS, Emerald HPC worked alongside staff to develop the draft Youth and Young Adult Services Master Plan; and,
WHEREAS, the Youth Advisory Commission reviewed and provided suggested changes to the Plan with recommendation for approval; and, WHEREAS, staff recommends adoption of the Youth and Young Adult Services Master Plan that sets forth the City’s vision, objectives and implementation strategies for programs and funding specific to youth and young adult services.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby approves the Youth and Young Adult Services Master Plan.

PASSED AND ADOPTED by the City Council of the City of Pittsburg at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
________________________________
Holland Barrett White, Mayor
ATTEST:
______________________________
Alice E. Evenson, City Clerk
187

City of Pittsburg
65 Civic Avenue, Pittsburg, CA 94565 | Tel: (925) 252-4021 | www.PittsburgCA.gov

June 20, 2022

Pittsburg City Council
65 Civic Avenue
Pittsburg, CA 94565

Re: Pittsburg Youth Advisory Commission Youth & Young Adult Services Master Plan Recommendation

We, the members of the Youth Advisory Commission , have reviewed the proposed draft Youth and Young Adult Services Master Plan establishing the guidelines for which the City Council and staff shall prioriti ze efforts associated with programs , activities, and initiatives f or you th and young adults.

We find that although the document does meet the guid elines expressed above, we the Youth Advisory Commission have worked with staff to ensure that the docu ment is reflective of the current landscape of our youth since the COVID -19 pandemic. The documents presented includes our recommended changes and suggestions.

The Youth Advisory Committee recommends that the Council move to adopt the Youth and Young Adult Services Master Plan as presented on June 20, 2022.

Respectfully,

Michaela Aquino, Chair
Aafia Sammee, Co-Chair
Deyanel Maldonado, Commissioner
Gianna Payton, Commissioner
Kathryn Jackson, Commissioner

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ACKNOWLEDGEMENTS

City Council
Jelani Killings, Mayor
Merl Craft, Vice Mayor
Holland Barrett White, Mayor
Shanelle Scales-Preston, Vice Mayor
Juan Antonio Banales
Jelani Killings, Mayor
Merl Craft, Vice Mayor

City Clerk
Alice Evenson

City Treasurer
Nancy Parent

Youth Advisory Commission
Michaela Aquino, Chair
Aafia Sammee, Vice Chair
Deyaniel Maldonado, Commissioner
Gianna Payton, Commissioner
Kathryn Jackson, Commissioner

City Manager
Garrett Evans

Assistant Deputy City Manager
Fritz McKinleyMaria Aliotti

City Staff
Kolette Simonton, Assistant Director of Economic Development and Recreation Jordan Davis, Assistant to the City ManagerDirector of Community and Economic Development

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Youth Advisory Commission
Michaela Aquino, Chair
Aafia Sammee, Vice Chair
Deyaniel Maldonado, Commissioner
Gianna Payton, Commissioner
Kathryn Jackson, Commissioner

Consultants
Iris Archuleta, Emerald HPC
Keith Archuleta, Emerald HPC

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EXECUTIVE SUMMARY
The City of Pittsburg – along with partners such as Pittsburg Unified School District (PUSD), Mt. Diablo Unified School District (MDUSD), Los Medanos College (LMC), and numerous other non -profit agencies and religious institutions – has a long-standing and well -regarded history of providing provide services, programs, and educational opportunities to youth and young adults in the community. The City itself, through the Recreation Department, Police Department’s Police Activities League (PAL), and the Pittsburg Arts and Community Foundation (PACF), operate, manage, and support over a dozen youth -oriented activities, f rom community service programs to sports, tutoring, and fine arts. In addition, the City provides financial support for specific youth programs that provide before and after school care and tutoring, as well as programs that provide young adults with life and career skills to help prepare them for the workforce.

However, aAs the City’s population continues to grow – California Department of Finance estimates the population to exceed 90,000 by year 2040 – it will become increasingly critical important for Pittsburg to effectively reach out to and provide services for the growing demographic of young people, and provide opportunities for them to enrich and enhance their lives, physical and mental health, and social development. The City can build on its previous successes and lessons learned, as well as the hard work of other agencies facing similar hurdles, to continue to grow the services and support provided to youth and young adults, and work to create a civic-minded populace.

Staff has researched other youth - and young adult -centered planning efforts, and seeks to include the most applicable and effective goals, policies, and initiatives to the City of Pittsburg’s plan, while continuing to look to our public and private sector partners and peers to help inform and implement the strategies identified herein.

Based on the report prepared by Emerald HPC for the City in 2019, as well as research of other programs and City-led workshops, the goal of the City of Pittsburg through this effort is to:
• Identify gaps in service for youth and young adults;
• Promote health and wellness;
• Provide structure and support for youth during the time between the end of the school day and the return of guardians to the home;
• Increase capacity, collaboration, and effectiveness of all youth services offered in Pittsburg; • Build life skills and civically responsible adults; and • Enhance outreach efforts.

This Plan has been developed with input from City Council members, the Youth Advisory Commission, City staff, the Pittsburg Police Department, PUSD Board members and staff, MDUSD Board members, LMC staff, community members, community youth, and young adults.

BACKGROUND
The City of Pittsburg is located in east Contra Costa County, between the Cities of Concord and Antioch, along the Suisun Bay where the San Joaquin and Sacramento Rivers merge. With an estimate population of just over 72,000 as of 2019 – up from an estimated 63,000 in 2010 – the City is generally considered a 197
Youth and Young Adult Service Master Plan DRAFT

2 August 2020
suburb of some of the larger Bay Area cities. Pittsburg has historically been known as an industrial city, with large employers such as USS -POSCO and Corteva Agriscience (formerly Dow Chemical Company) calling the northern waterfront home; however, in recent years, the City has begun to experience a greater outflow of its working population, as more residents head to larger job centers to the west.

Pittsburg has one public high school, one continuation school, three junior high schools, and twelve elementary or K-8 schools. These educational facilities are operated by PUSD and MDUSD, though a small portion of southeastern Pittsburg is within the Antioch Unified School District (AUSD) attendance area.

The City has one public library, two BART Stations, and is served by the Tri Delta Transit bus system.

Pittsburg is also home to L os Medanos College (LMC) , recently ranked in the top six for community colleges nationwide.

The City itself lacks some of the infrastructure helpful in providing youth services. Former youth centers along Marina Boulevard and Crestview Drive have been closed since the late 1990s . The Pittsburg Youth Development Center, which offers youth classes and sports, is outdated and cannot meet the demand of a city the size of Pittsburg.

PLAN DEVELOPMENT
In May 2019, the City hired Emerald HPC to lead a roundtable discussion of representatives from the City, PUSD, MDUSD, and the Pittsburg Police Department. During the roundtable, the group listed the following common issues regarding the needs of Pittsburg youth:
• more places to gather;
• greater diversity of activities, particularly after school; • time with parents, guardians, and positive role models/mentors; and • employment and career pathway opportunities.

Following the roundtable discussion, Emerald HPC condu cted additional demographic and background research, and identified several key consideration items that would help inform future policies, programs, or funding allocations targeting youth service. The key findings contained within the reports provided by Emerald HPC are summarized below:
• Many school age children lack supervision during the hours of 3:00 p.m. and 7:00 p.m., in part due to long commute times resulting from an imbalance of jobs in the area. Significant commutes leave less time for parents and caregivers to spend with their families and adversely affects the quality of life for children and youth. • Social determinants are in part responsible for the unequal and avoidable differences in health status within and between communities.
• Collaboration between families, schools, and law enforcement is critical for youth, and therefore the future of communities, to prosper.
• There are predictable outcomes related to youth who become disengaged for a variety of factors. Adolescents and young adults are particularly sensitive to environmental influences, such as family, peer group, school, neighborhood, policies, and societal cues. • Economic mobility is key, and poverty, unemployment, transportation, childcare, and homelessness greatly impact career/college preparation. 198
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Following the fact-finding and research phase, staff and Emerald HPC worked together to identify a set of strategies, actions, and next steps. These include:

1. Employment-focused skills training. Investing in programs that train at-risk youth, reentry, and other populations in local industries will provide increased access to job opportunities close to home, thereby strengthening both the community and the local economy. Creating stronger partnerships with local community colleges and specialized employment skills training partners can help increase youth access to the skills needed for employment.

2. Improve neighborhood health and mortality rates. There is a need to improve the health of the people within low -income communities. Thi s begins with neighborhood and health partnerships that include positive community education and advocacy. Once the campaign is ready for launch, there must be a strategic, facilitated outdoor community information and engagement forum with health professi onals, city and county leaders and officials in partnership with respected neighborhood leaders.

3. Community outreach and engagement to support neighborhoods and public schools. Prior to the launch of a community outreach and engagement strategy, conversat ions with key stakeholders must be held so that they are sufficiently versed in agreed upon strategy.

Sharing project implementation and success with the community will help residents champion the comprehensive strategy and own the commitment, effort and outcomes that support community health and prosperity.

A community outreach and engagement strategy may utilize volunteers who have sufficient interest in the strategy, sufficient time to participate, and collaborative training prior to involvement. These trained and certified volunteers can include parents, members of the religious community, relevant non-profits, school district student services staff, City employees that desire to participate, including those from the Police Department or PAL, and high school and college students enrolled Pittsburg High School and at Los Medanos College.

Per the direction provided by the Subcommittee members, staff attempted to identify the gaps in service needs. To do this, sStaff has utilized the recommendations of Emerald HPC to complete an extensive list of programs, activities, and services available to youth of all ages in the City . Upon review, and in light of the challenges noted within Emerald HPC’s factfinding efforts, staff , and has identified the most critical gap in service as high school-aged students between the hours of 3:00 and 7:00 p.m. While programs for this age group do exist, the number of spots are often limited, and programs may carry a fee.

Initial opportunities noted by the 2x2 Subcommittee members include getting youth involved/engaged in local government; coordinating a youth services network by collaborating with other agencies in informing youth of resources; helping enhance job skills training; and continue to help build capacity for existing organizations.

Youth Advisory Commission
In March 2022, the newly formed Youth Advisory Commission was asked to review and make recommendations on the draft Youth and Young Adult Services Master Plan. The input of the Commission included recommended changes to … ensure an emphasis on safety, mental h ealth, social engagement, access to workforce programs and youth providers, and the addition of a community center/hub . The Commissioners noted that the biggest challenges not a lack of available programming and opportunities, Formatted: Highlight
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it is that many are not aware of the programs and opportunities that exist.

DEMOGRAPHICS AND STATISTICS
The City of Pittsburg has a diverse , and relatively young population, with a large percentage (35%) of residents under the age of 25. The median age of a Pittsburg resident is 35, several years younger than the county average of 40.

As described in the Conceptual Framework prepared by Emerald HPC, and per Contra Costa County Health Department data, in Contra Costa County, a child born in a low -poverty area in 2000 could expect to live more than six years longer than a child born in a high-poverty area. Life expectancy in low-poverty areas was 81.4 years, compared to 74.9 years in high -poverty areas. African Americans in Contra Costa, in particular, had a shorter life expectancy (73.1 years) than any other racial/ethnic group.

Not surp risingly, education levels also play into life expectancy, as it is widely recognized that higher education correlates to lower levels of poverty (U.S. Census Bureau) which, as described above, have a direct impact on life expectancy. Per the Conceptual Framework, a child born in a high-education area in Contra Costa (i.e., all census tracts with less than 5% of residents with less than a high school diploma) in 2000 could expect to live more than seven years longer than a child born in a low -education area (all census tracts with 25% or more residents with less than a high school diploma). As shown in Table 1.2, below, approximately 75% of Pittsburg students surveyed as part of the California Healthy Kids Survey (CHKS) 2016-17, for PUSD responded that their parents either did not have a college degree, or did not know the education level of their parents.

The City does face a poverty rate that exceeds that of the county, approximately 13.6% compared to

9.75%. As shown in Figure 1.2, residents identifying as “Hispanic,” were the most common racial or ethnic group living below the poverty line.

Pittsburg youth also attend after school programs at a low rate. Based on CHKS 2016-17 data, more than 80% of students surveyed in grades 7, 9, and 11 did not attend after school programs at any point during the week.

Table 1.1: Population by Age
Estimate Percent
Total City population 69,449 --
Under 5 years 4,880 7.0%
5 to 9 years 5,226 7.5%
10 to 14 years 4,591 6.6%
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15 to 19 years 4,176 6.0%
20 to 24 years 5,462 7.9%
(Sources: U.S. Census ACS 5-Year Estimates)

Figure 1.1: Race or Ethnicity (All Ages)

(Sources: U.S. Census ACS 5-Year Estimates, DataUSA)
Figure 1.2: Poverty by Race or Ethnicity (All Ages)

(Sources: U.S. Census ACS 5-Year Estimates, DataUSA)
Table 1.2: Highest Education of Parents
Grade 7 Grade 9 Grade 11 NT1
Did not finish high school 13% 18% 25% 6%
Graduated from high school 20% 25% 23% 5%
Attended college but did not complete four -year degree 9% 15% 18% 6% Graduated from college 25% 23% 24% -
Don’t know 34% 18% 9% 4%
1: NT includes continuation, community day, and other alternative school types. (Source: CHKS 2016-17) Table 1.3: Number of Days Attending After School Programming Grade 7 Grade 9 Grade 11 NT1
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0 Days 82% 87% 89% 95%
1 Day 1% 2% 2% 0%
2 Days 1% 5% 4% 0%
3 Days 2% 1% 1% 0%
4 Days 3% 0% 1% 0%
5 Days 10% 4% 3% 5%
1: NT includes continuation, community day, and other alternative school types. (Source: CHKS 2016-17) 202
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PLAN VISION, OBJECTIVES, and STRATEGIES
The Youth and Young Adult Service and Outreach Master Plan is intended to implement the City’s vision for a community the supports the education, health, and wellness of its youth and young adults and seeks to develop future generations of civic-minded residents that work and serve the City.

The established Vision of the Plan is reflective of the values of the City and its partners; the adopted Vision will be implemented through six over-arching Plan goals and multiple strategies that will rely on the City and key partners for implementation.

The formulation of this Plan is a result of feedback gathered from stakeholders and research conducted by the City and via the City’s consultant, Emerald HPC. The following objectives will frame the City’s actions going forward and will establish strategie s for reaching the identified outcome, help provide milestones for Plan implementation, and a gauge to help measure success. Implementation Strategies may include action steps that further break down tasks. This working document will direct the collective efforts of the City and its partners, as applicable. The objectives contained herein are intended to be fluid, and staff anticipates minor modifications as additional research and outreach is conducted.

The following Implementation Strategies have been grouped according to their estimated implementation timing rated on a scale of one to three to gauge the City effort and resources required for implementation; however, due to a variety of contributing factors, the City wishes to convey that the timing of implementation may need to be adjusted as funding, personnel resources, and other factors come to light. “Short term” strategies are likely to be implemented within the first year of Plan adopted, while “medium term” strategies likely will require additional funding, staff time, or outreach with a timeline of 2-5 years. “Long term” stra tegies require the most outreach, planning, and funding, and thus have the furthest horizon, likely in the 3 -10 year range. Many of these strategies are contingent or rely heavily upon implementation of other initiatives, but also may be ongoing once initiated.

Potential funding mechanisms for programs include new tax and lease revenues from specific businesses or developments, private contributions, Pittsburg Power Company contributions, General Fund revenues, event sponsorship, and grants. Funding for facilities and capital projects, such as future recreation or other types of youth centers will likely come from community benefit contributions or other types of private sponsorship; however, staff will explore other financing options, such as enhanced infrastructure financing districts (EIFD) and grants.

VISION:

Allow Youth and Young Adults in the City of Pittsburg to realize their full potential through programs and policies that support physical and mental health and wellness as well as economic opportunity.

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OBJECTIVE 1: IDENTIFY GAPS IN YOUTH AND YOUNG ADULT SERVICES As part of this effort, the City seeks to help fill the voids facing certain groups of youth and young adults that may not benefit from or qualify for traditional after school and summer programs and services such as organized sports or child day care. Identifying these “gaps” will require input from several key partners, as noted below, each with a specific role and expertise. The City’s goal is to identify the group or groups lacking options for unstructured downtime, what opportunities currently exist that may need to be expanded or receive additional support, and how the City’s partners can help create a continuum or services that will guide youth in Pittsburg through their teen and young adult years.

KEY PARTNERS:

City of Pittsburg
School District Representatives
Los Medanos College
Non-Profit Organizations
Religious Institutions
RESOURCES NEEDED:

Information on existing programs throughout the
City
Staff personnel to manage database(s)
Volunteers for Youth Commission

IMPLEMENTATION STRATEGIES:

Short Term

1.1 Establish a database of youth and young adult services to help identify underserved demographics.

Progress indicators: Database creation

1.2 Inventory public and privately-owned facilities within the City to identify needs and spaces for youth programming.

Progress indicators: Inventory completion

1.3 Convene a series of roundtables to discuss the needs of youth and young adults in the City. Align City efforts with local school districts, LMC, and private service providers.

Medium Term

1.4 Discuss workforce needs with area businesses to identify targets.

Progress indicators: Reach out to a minimum 20 businesses annually

1.5 Convene a working group with LMC to identify and address workforce development needs and required skills, as well as programs for teens and young adults.

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1.6 Identify an organization or commission comprised of youth and/or young adults that can provide insights to service gaps.

Progress indicators: Continue and grow the Youth Advisory Commission and their role in reviewing youth initiatives. Establishment of Youth Commission and identifying of commission roles and responsibilities

OBJECTIVE 2: PROVIDE A PROGRAM AND SYSTEM THAT SUPPORTS POSITIVE YOUTH DEVELOPMENT.

One of the most critical aspects of providing youth services is ensuring facilities that offer youth and young adults a safe and supportive space where they can learn new life, social, and career skills that will help them throughout their lives. City-operated programs and facilities should be designed to promote youth engagement and growth within underserved populations.

KEY PARTNERS:

City of Pittsburg Staff
City of Pittsburg Police Activates League (PAL)
Volunteers
RESOURCES NEEDED:

Recreation Community cCenter
Operational and maintenance funding
Private funding

IMPLEMENTATION STRATEGIES:

Short Term

2.1 Inform and educate staff about accepted best youth development program planning practices.

Progress indicators: Short term: Seminar for staff on best practices; Long term:
75% approval rating for programs in relation to youth development

2.2 Establish local branches of youth support initiatives that provide mentorship for minority youth, including but not limited to My Brother’s Keeper and Black Girls Code..

Progress indicators: Establishment of programs and identification of funding mechanisms.

Medium Term

2.3 Design and implement teen friendly spaces or venues in designated facilities and properties.

Progress indicators: Short term: Identification of what is considered “teen friendly”; Long term: Updates to guidelines for development of public spaces and facilities

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2.4 Create opportunities through recreation programming for young people to enhance self-esteem, self-confidence, lifetime leisure skills, and connectedness to community.

Progress indicators: Staff will provide the City Council and Youth Commission with a report on which and how programs are designed to address these needs

2.5 Invest in programs that train at-risk youth, reentry, and other populations in local industries, strengthening both the community and the local economy.

Progress indicators: Staff will provide the City Council and Youth Commission with a report on which and how programs are designed to address these needs

2.6 Identify potential funding mechanisms to support operation of youth facilities and programs.

2.7 Continue to support restorative justice practices and conflict resolution strategies.

Long Term

2.7 Identify opportunities to partner with a private developer(s) or financier(s) to construct a community recreational center.

2.8 Evaluate and improve safety measures within the city.

Progress Indicators: Create a city-wide safety system within parks and shopping centers similar to the “Blue Light Alarm” system on college campuses ; Continue to evaluate and ensure pedestrian accessibility

OBJECTIVE 3: DEVELOP A MECHANISM FOR YOUTH AND YOUNG ADULT PARTICIPATION IN CIVIC AFFAIRS.

As the City seeks to provide additional opportunities for youth and young adult engagement and service, the participation of these groups in City affairs is critical in helping to create a new generation of civic - minded residents that will lead Pittsburg and other communities for the next several decades. Providing youth and young adults with further knowledge and experience in City operations will create additional transparency and provide valuable insights into how Pittsburg functions, while also contribu ting fresh ideas and perspectives that reflect emerging voices.

KEY PARTNERS:

City of Pittsburg Staff
Youth Volunteers
PUSD Staff
RESOURCES NEEDED:

Funding for programs such as Pilot City
School facilities for program implementation
Community Center

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IMPLEMENTATION STRATEGIES:

Short Term

3.1 Acquire and operate a community center or hub to provide a safe and fun place for youth to go during downtime. Establish a youth commission to allow younger Pittsburg residents a forum for providing recommendations on policies, needs, priorities, projects, and budget items.

Progress indicators: Establishment of a Youth Commission

3.2 Acquire and operate a community center or hub to provide a safe and fun place for youth to go during downtime

Medium Term

3.2 Increase opportunities for youth civic engagement through service -learning projects and volunteerism.

Progress indicators: Staff will monitor increases in youth participation in civic events and projects

3.3 Provide opportunities for the whole individual
Progress indicators: Increase in indoor sports for all ages, provide opportunities and programs that support life skills such as Home Economics, Financial Awareness, etc.

Long Term

3.34 Engage high school and college-aged students in development of smart solutions that seek to utilize technology to improve City services.

Progress indicators: Identification of a program geared toward high school age students and adopted of the student-created solution by the City

OBJECTIVE 4: ESTABLISH POLICIES THAT SEEK TO HELP REDUCE

UNSTRUCTURED DOWNTIME AND ALLOW GUARDIANS TO
SPEND THE MAXIMUM AMOUNT OF TIME WITH CHILDREN.

As discussed previously and conveyed through the Framework prepared by Emerald HPC, many school age children lack supervision during the hours of 3:00 p.m. and 7:00 p.m., in part due to long commute times resulting from an imbalance of jobs in the area; this period of time is commonly referred to as “unstructured downtime,” and has been shown to be detrimental to youth and young adults and contribute to disengagement. Significant commutes leave less time for parents and caregivers to spend 207
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with their families and adversely affects the quality of life for children and youth.

KEY PARTNERS:

City of Pittsburg Staff
Economic Development Experts
Business Owners/Operators
Real Estate Professionals
RESOURCES NEEDED:

Grant funding for plan development
Private funding and development for
infrastructure improvements

IMPLEMENTATION STRATEGIES:

Medium Term

4.1 As part of the General Plan update process, establish goals and policies that seek to bring jobs to East Contra Costa County, reducing commutes and allowing more time at home.

Long Term

4.2 Identify creative solutions and provide infrastructure that allows for telecommuting or satellite offices in Pittsburg.

Progress indicators: Increase in the number of homes accessing high speed internet

OBJECTIVE 5: PROMOTE PHYSICAL AND MENTAL HEALTH AND WELLNESS CONCEPTS INTO ALL PROGRAMS AND FACILITIES.

Low income families and communities of color are disproportionately affected by lack of health care and availability of mental health and wellness services. As described above, there is a need to improve the health of the people within Pittsburg, and particularly children and young adults living in poverty. The City seeks to address these issues in part through neighborhood and health partnerships, community education, and advocacy. Input from youth and young adults regarding the challenges faced on a day-to- day basis is critical to properly address these issues.

KEY PARTNERS:

City of Pittsburg Staff
Health Experts
PUSD/MDUSD Psychology Staff
LMC Diversity Leaders
RESOURCES NEEDED:

Funding for review of City programs to address
health and wellness, nutrition, etc.

Facility where resources can be implemented

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IMPLEMENTATION STRATEGIES:

Short Term

5.1 Assess existing programs for health and wellness components.

Progress indicators: Staff will conduct a review of existing programs that support health and wellness

Medium Term

5.2 Incorporate health and fitness components throughout the Department’s youth programs.

Progress indicators: Staff will include assessments regarding health and fitness when bringing items before the City Council for funding or updates

5.3 Establish General Plan goals and policies that encourage health and wellness, specifically for youth from lower-income families.

5.4 Form partnerships to conduct youth programs that promote active, healthy lifestyles and positive development.

5.5 Collaborate with health and wellness professionals to provide accessible mental health programs, classes, groups, etc.

Progress Indicators: Provide a space for access to counselors, therapists, and health experts to provide services

5.6 Provide access to open space opportunities and outdoor activities geared toward junior high and high school aged youth.

Long Term

5.5 Integrate nutrition education throughout our program offerings.

Progress indicators: Staff will include assessments regarding nutrition education when bringing items before the City Council for funding or updates

OBJECTIVE 6: COLLABORATE WITH PUBLIC AND PRIVATE ORGANIZATIONS TO

COORDINATE EFFORTS AND INVOLVE TARGET DEMOGRAPHICS
IN PROCESS OF MARKETING AND OUTREACH.

The City’s community outreach and engagement strategy will include c onversations with key stakeholders. Effectiveness of any adopted initiative will rely on the community, faith leaders, and Formatted: Font: Italic
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residents to champion the strategies contained within the Plan.

A community outreach and engagement strategy may utilize volunteers who have sufficient interest in the strategy, sufficient time to participate, and collaborative training prior to involvement. These trained and certified volunteers can include parents, members of the religious community, relevant non -profits, school district student services staff, City employees, and youth that desire to participate, including those from the Police Department or PAL, and high school and college students enrolled Pittsburg High School, Mt. Diablo High School, and at Los Medanos College.

KEY PARTNERS:

City of Pittsburg Staff
PUSD Staff
MDUSD Staff
LMC Staff
Community Leaders
Faith-Based Organizations
Private Youth Service Providers
RESOURCES NEEDED:

Multimedia budget
Volunteers and organizations to promote
initiatives
Equipment and software for preparation of
outreach materials

IMPLEMENTATION STRATEGIES:

Short Term
Evaluate the current means of communication that the City is using for effectiveness and explore alternative options for youth messaging Progress indicators: Increase presence on Instagram and TickTok, Work with Youth Commission as communication ambassadors, attend and promote during school club days and events, host open mic nights or Café Talks

Medium Term

6.12 Establish a marketing strategy that will ensure that youth, parents, and other stakeholders are aware of programs, facilities, services and the benefits of participation.

Progress indicators: Conducts follow-up assessments to gauge interaction and effectiveness.

6.23 Develop a comprehensive marketing plan for youth initiatives.

Progress indicators: Conducts follow-up assessments to gauge interaction and effectiveness.

6.3 Partner with a multimedia organization (for example, BRIDEGOOD) to establish an Inspire Pittsburg design challenge and use the process to market youth involvement and civic responsibility.

Long Term
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6.4 Partner with LMC to design a campaign intended to promote college and career services to graduating high school seniors and young adults.

Progress indicators: Conducts follow-up assessments to gauge effectiveness.

6.65 Partner with LMC and PHS to promote and enhance the "College Connect" (former Dual Enrollment program) for High School Seniors

OBJECTIVE 7: REPORTING AND PROGRESS ON IMPLEMENTATION.

This Plan is intended to evolve along with the City, as well as the youth and young adults which it serves.

To allow the Plan to continually address the needs of the City as it grows, additional input is received, and funding becomes available, consistent review and analyzing of the policies and strategies of this document will be critical.

KEY PARTNERS:

City of Pittsburg Staff
City Council
RESOURCES NEEDED:

No additional resources required

IMPLEMENTATION STRATEGIES:

Ongoing

7.1 Provide quarterly update s on Plan implementation to the School District(s) Subcommittee (2x2).

7.2 Provide bi-annual updates on Plan implementation to the City Council.

7.3 Evaluate and update this document including data sets every two years

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OBJECTIVE AND STARTEGY SPECIFIC TO PARENTS /ADULTS
OBJECTIVE 1: ESTABLISH POLICIES THAT SEEK TO HELP REDUCE

UNSTRUCTURED DOWNTIME AND ALLOW GUARDIANS TO
SPEND THE MAXIMUM AMOUNT OF TIME WITH CHILDREN.

As discussed previously and conveyed through the Framework prepared by Emerald HPC, many school age children lack supervision during the hours of 3:00 p.m. and 7:00 p.m., in part due to long commute times resulting from an imbalance of jobs in the area; this period of time is commonly referred to as “unstructured downtime,” and has been shown to be detrimental to youth and young adults and contribute to disengagement. Significant commutes leave less time for parents and caregivers to spend with their families and adversely affects the quality of life for children and youth.

KEY PARTNERS:

City of Pittsburg Staff
Economic Development Experts
Business Owners/Operators
Real Estate Professionals
RESOURCES NEEDED:

Grant funding for plan development
Private funding and development for
infrastructure improvements

IMPLEMENTATION STRATEGIES:

Medium Term

1.1 As part of the General Plan update process, establish goals and policies that seek to bring jobs to East Contra Costa County, reducing commutes and allowing more time at home.

Long Term

1.2 Identify creative solutions and provide infrastructure that allows for telecommuting or satellite offices in Pittsburg.

Progress indicators: Increase in the number of homes accessing high speed internet

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Appendix A:

Emerald HPC Conceptual Framework
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©2019 Emerald HPC International, LLC High Performing Communities Framework™ (HPC)

City of Pittsburg
Youth Services Collaborative Strategy

Conceptual Framework

Building a High Performing Youth Serving Community

Engaging and Empowering Youth Through Collaboration

July 29, 2019
Keith & Iris Archuleta
Emerald HPC International, LLC
Stakeholder
Collaboration
Best Practice
Ideas and
Opportunities
Positive and
Impactful
Youth
Outcomes
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City of Pittsburg Youth Services Collaborative Strategy

City of Pittsburg
Youth Services Collaborative Strategy

Conceptual Framework

Building a High Performing Youth Serving Community

Table of Contents

I. Introduction 3
• Purpose
• Role of the Conceptual Framework in the Collaborative Planning Process

II. Fact-Finding, Research, and Analysis: Key Indictors 4 • Health and Wellness
• Social Determinants of Health
• Youth Arrests and Incarceration
• Obstacles to Economic Mobility
Poverty, Unemployment, Transportation, Childcare, Homelessness • Student Engagement

III. Initiative Focus and Collaborative Strategy Based on Fact-Based Indicators 24 • Next Steps
• Collaborative vs Collective

IV. Final Thoughts 25

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City of Pittsburg Youth Services Collaborative Strategy

I. INTRODUCTION
Purpose
The City of Pittsburg has contracted with Emerald HPC International, LLC to develop a Conceptual Framework focused on the identification of fact-based issues facing youth, families and neighborhoods throughout the city of Pittsburg.

It is clear through research and assessment that, depending on the strategies that the City of Pittsburg decides to utilize in order to impact particular indicators, turning the dial on critical issues facing the city will most likely require extensive and outcomes-based collaboration between relevant city staff and potential partners, such as education leaders, existing and effective non-profits, law enforcement, county youth correction facilities, Los Medanos College, substance abuse programs, faith-based organizations and job training programs,.

Such a collaboration will need to be directed by individuals who have a comprehensive understanding of issues identified in this framework and include the involvement of city officials, school administration, youth, households, specific and relevant non-profits, political representatives and other regional stakeholders, through a process of articulating strategic opportunities and defining interlocking roles for the partner stakeholders.

With the assistance of a project leader, stakeholder participation should be facilitated through a process of articulating strategic opportunities and defining interlocking roles for partners.

Role of the Conceptual Framework in the Collaborative Planning Process Core to our High Performing Communities Framework™ (HPC) is the development of a conceptual framework that identifies and articulates potential strategies and interlocking roles of stakeholder partner organizations.

The design of a conceptual framework, in the HPC process, precedes development of a full-blown, operationalized plan. The facts and data within the framework help create pathways to addressing issues facing youth, families, and neighborhoods.

We define a conceptual framework as:
“a tool for making conceptual distinctions and organizing ideas to help guide a planning team in the process of articulating a strategy or strategies based on an identified set of interlocking roles assigned to organizations, assets and stakeholders, for the specific purpose of achieving measurable outcomes.” (An animation of the HPC process can be found at www.emeraldhpc.com/hpc-process.html.)

An initiative based on a conceptual framework requires general acknowledgement, acceptance, and agreement with a common set of facts and indicators among the stakeholders. This framework presents the groundwork for such an agreement.

The facts and data within this framework can help guide a tangible implementation process that begins with the immediate focus on a youth services collaborative strategy that builds and strengthens the partner relationships needed to achieve long term outcomes.

This framework may also help guide policy related to youth services funding that aligns with agreed-upon partner goals and provides long-term financial stability to encourage and enhance system cohesion, inter-locking partner roles, service integration, community trust and support, and advocacy for targeted youth and families.

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City of Pittsburg Youth Services Collaborative Strategy

II. FACT-FINDING, RESEARCH, & ANALYSIS: KEY INDICATORS
During the fact-finding phase of our work, we facilitated a roundtable discussion, hosted by the City of Pittsburg, with school district and city officials. This group listed the following common issues regarding the needs of Pittsburg youth: more places to gather; greater diversity of activities, particularly after school; time with parents; and employment and career pathway opportunities.

We have now conducted demographic research and analysis based on those issues.

As we translated the issues into research priorities, important underlying facts have been identified that help clarify needs and root causes. With a better understanding of root causation, the community can properly identify key indicators with potential strategies for change. This in turn can inform a facilitated collaborative process to oversee and implement the desired strategies and to measure impact outcomes.

It is important to avoid the promotion of assumptions, biases or fears based on false narratives, silos, competition or stereotypes about age, ethnicity, neighborhoods and income levels and to set additional or new goals based on factual as well as current and relevant data.

Identifying and working with the right stakeholder and planning team will help further dissect and understand root causes underlying the statistics, studies, and community perceptions. The city, professional stakeholders and residents must have the right perspective in order to really make a difference.

Health, Crime, Economic, and Education Indicators
We must note from the onset that East Contra Costa is home to over 300,000 people, with many residents living in historic high-poverty areas and long commute times due to a lack of jobs close to home. The average commute for many residents in the region is an hour and a half one way. This leaves less time for parents and caregivers to spend with their families and to become rooted and engaged in civic life and adversely affects the quality of life for children and youth.

Moreover, in our work, we have consistently found that impoverished neighborhoods are challenged with serious crime, health, and education problems that restrict the opportunities of those growing up and living in these communities. These barriers often thwart economic development and business growth efforts as well and can drive a wedge between the three groups that must be working in trust and unity for a community to grow and prosper. They are: families, schools, and law enforcement.

The data that we are providing is eye opening, and more importantly, helps to create a road map for understanding and changing key community dynamics in Pittsburg.

Health and Wellness
The following data is from: https://cchealth.org/health-data/population.php

In Contra Costa, greater wealth equates to longer life. A child born in a low-poverty area in 2000 could expect to live more than six years longer than a child born in a high-poverty area. Life expectancy in low-poverty areas was 81.4 years and 74.9 years in high-poverty areas.

African Americans in Contra Costa had a shorter life expectancy (73.1 years) than any other racial/ethnic group in the county. An Asian/Pacific Islander or Hispanic baby born between 2005 and 2007 in Contra Costa could expect to live more than 12 years longer than an African American baby born at the same time.

A child born in a high-education area in Contra Costa (i.e., all census tracts with less than 5% of residents with less than a high school diploma) in 2000 could expect to live more than seven years longer than a child born in a low-education area (all census tracts with 25% or more residents with less than a high school diploma).

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Between 2005–2007, heart disease and cancer accounted for roughly half of all deaths in Contra Costa and California. Heart disease accounted for 22.7% of all deaths in Contra Costa, making it the second leading cause of death in the county after cancer.

Diabetes was the seventh leading cause of death in Contra Costa, accounting for 2.9% of all deaths in the county. People living in San Pablo, Pittsburg, Antioch and Richmond were more likely to die from diabetes compared to the county overall.

Social Determinants of Health
We cannot minimize the critical importance of including health in your strategy for youth and community development. Social determinants have a direct impact on health disparities among specific populations.

The data shows that race and ethnicity, gender, sexual identity, age, disability, socioeconomic status, and geographic location all contribute to an individual’s ability to achieve good health.

According to the Office of Disease Prevention and Health Promotion, “A range of personal, social, economic, and environmental factors contributes to individual and population health.” They go on to say: “People with a quality education, stable employment, safe homes and neighborhoods, and access to preventive services tend to be healthier throughout their lives. Conversely, poor health outcomes are often made worse by the interaction between individuals and their social and physical environment.” Concentrated pockets of residents suffering from poor physical conditions are a barrier to economic growth and stability. According to the National Assessment of Adult Literacy, African American, Hispanic, and American Indian or Alaska Native adults were significantly more likely to have below basic health literacy compared to their white and Asian or Pacific Islander counterparts. Hispanic adults had the lowest average health literacy score compared to adults in other racial and ethnic groups.

Social determinants are in part responsible for the unequal and avoidable differences in health status within and between communities. As a leading health topic, social determinants take into account the critical role of home, school, workplace, neighborhood, and community in improving health.

From infancy through old age, the conditions in the social and physical environments in which people are born, live, work, and age can have a significant influence on health outcomes as follows:

Prenatal
According to the Journal of Public Health Management and Practice, it is important to improve the prenatal health-related behaviors of women, “including reducing their use of cigarettes, alcohol illegal drugs and economic worry and pregnancy as well as related birth related complications.” Further, other documented benefits of prenatal care include longer intervals between the birth of the first and second child, longer relationships with current partner, and fewer months of using welfare and food stamps. The positive effects of proper prenatal care reduce the societal outcomes of crime, substance abuse, teen pregnancy, child abuse, child neglect, and domestic violence.

Children
Early and middle childhood provides the physical, cognitive, and social-emotional foundation for lifelong health, learning, and wellbeing. A history of exposure to adverse experiences in childhood, including exposure to violence and maltreatment, is associated with health risk behaviors such as smoking, alcohol and drug use, and risky sexual behavior, as well as health problems such as obesity, diabetes, heart disease, sexually transmitted diseases, and attempted suicide. Features of the built environment, such as exposure to lead-based paint hazards and pests, negatively affect the health and development of young children.

Adolescents
Because they are in developmental transition, adolescents and young adults are particularly sensitive to environmental influences. Environmental factors, including family, peer group, school, neighborhood, policies, and societal cues, can either support or challenge young people’s health and wellbeing. 218
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Addressing young people’s positive development facilitates their adoption of healthy behaviors and helps to ensure a healthy and productive future adult population. Adolescents who grow up in neighborhoods characterized by poverty are more likely to be victims of violence; use tobacco, alcohol, and other substances; become obese; and engage in risky sexual behavior.

Adults
Access to and availability of healthier foods can help adults follow healthful diets.

For example, better access to retail venues that sell healthier options may have a positive impact on a person’s diet. These venues may be less available in low-income or rural neighborhoods. Also, longer hours, compressed work weeks, shift work, reduced job security, and part-time and temporary work are realities of the modern workplace and are increasingly affecting the health and lives of U.S. adults. Research has shown that workers experiencing these stressors are at higher risk of injuries, heart disease, and digestive disorders.

Older Adults
Availability of community-based resources and transportation options for older adults can positively affect health status. Studies have shown that increased levels of social support are associated with a lower risk for physical disease, mental illness, and death.

Impact of Social Determinants on Social Emotional Youth Health Disparities There are predictable outcomes related to youth who become disengaged because of family, school, and neighborhood disparities. As outlined above, key risk factors affect the physical, cognitive, and social- emotional foundation for lifelong health, learning, and wellbeing of youth and can lead to smoking, alcohol and drug use, and risky sexual behavior, as well as health problems such as obesity, diabetes, heart disease, sexually transmitted diseases, and attempted suicide. Adolescents and young adults are particularly sensitive to environmental influences, such as family, peer group, school, neighborhood, policies, and societal cues.

It is important to emphasize a focus on health and education indicators for children and adolescents when discussing youth development strategies and related assessment tools because youth are our economic, workforce and education pipeline for regional economic stability and their health and wellbeing is a predictor of future community health and prosperity.

Youth Arrests and Incarceration
Youth incarceration is typically a result of family, school, and community disconnect created by poverty and the adult response to the health and social disparities discussed above. The interlocking roles these dynamics play is important to consider when determining a collaborative strategy. They are not independent issues.

The data below is related to youth arrests in Pittsburg and in the county in general. Please use the attached links provided for further information.

In Pittsburg, Juvenile Arrests in Pittsburg are up 34%, comparing January - May 2018 to January - May 2019. http://www.ci.pittsburg.ca.us/Modules/ShowDocument.aspx?documentid=11129

Within Contra Costa County, the incarceration rates reveal a similar stark disparity: 16 youth incarcerated for every 1,000 black youth compared to 1 for every 1,000 white youth. Interestingly, in Alameda the disparity is not quite so dramatic when it comes to incarceration: 5 black youth incarcerated for every 1,000 compared to 0 per 1,000 for whites. https://youthlaw.org/publication/powerful-new-tool-for-examining-the-youth-incarceration-data- reveals-the-depth-of-the-problem-in-the-united-states/

Per 100,000 youth, Contra Costa has only 330 youth felony arrests compared to the California average of 478.

However, Contra Costa has a youth state confinement rate of 107 youth for every 100,000 compared to California's average of only 34. This may be indicative of an issue with how we as a community deal with behavior from youth that is deemed undesirable. http://casi.cjcj.org/Juvenile/Contra-Costa

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Youth who have contact with the juvenile justice system are at increased risk for a number of negative long-term outcomes—such as injury, substance use and dependency, dropping out of school, and early pregnancy—when compared with the general youth population. Youth who have been detained also may face difficulty gaining the educational credentials they need to obtain sustained employment and may be more likely to engage in criminal behavior as adults. Conditions that increase the likelihood of involvement with the juvenile justice system include family poverty, separation from family members including parental incarceration, a history of maltreatment, and exposure to violence in the home and community. https://www.kidsdata.org/export/pdf?cat=30

In 2015 in Contra Costa, 1.6 per every 1,000 white youth was placed on “electronic monitoring” also known as an ankle monitor, compare this to 17.6 per 1000 for black youth. Statewide for every 1 white youth referred to probation there were 1.2 Latino youth and 3.1 black youth in 2006. By 2015 the gap actually widened to 1.4 Latino youth and 3.8 black youth for every 1 white youth referred to probation. http://casi.cjcj.org/Juvenile/Contra-Costa

Within California in 2014, for every 1 white youth tried as an adult there were 3.3 Latino youth and 11.3 black youth tried as an adult. In 2014, Contra Costa filed 8 white youth, 5 Latino youth and 98 black youth into the adult court system. http://www.cjcj.org/uploads/cjcj/documents/the_prosecution_of_youth_as_adults.pdf

An evaluation of a restorative justice program in Alameda County shows restorative justice diversion works.

Youth who participated in a diversion process were 44% less likely to recidivate compared to youth who were processed through the juvenile legal system.
https://www.acgov.org/probation/documents/AlamedaJJCPresentation10.10.18.pdf

Obstacles to Economic Mobility: Poverty, Unemployment, Transportation, Childcare, Homelessness It is important to understand how personal, social, educational and environmental factors contribute to economic barriers in the region that impact opportunities for youth and families. The following information is critical to ensure that Pittsburg effectively addresses service gaps and does not miss serving those most in need because of stereotypes and misinformation about residents and especially youth of color.

Poverty

The 2008 economic recession forced millions of Americans into poverty, up from 11% in 2000 to about 15%.

Poverty rates actually improved under the Obama administration, going down to 12.7% in 2016. Of the 39.5 million people living below the poverty line who rely on food stamps, 43% are white and only 23% are black.

And, when we look at the 20 million people living in extreme poverty (those households making less than 50 percent of the poverty threshold), 42% are white and 26% are black.

With that said, through our research we found the following additional facts regarding poverty:

A Stanford University study shows that in 1970, 65 percent of America’s families lived in “middle- income” situations. By 2008, only 43 percent of U.S. families lived in middle-income neighborhoods.

Meanwhile, over that same period of time, the share of families living in either poor or rich neighborhoods essentially doubled. (The book "Coming Apart" draws on five decades of statistics and research that describes these findings.)
Further, it was once thought that poverty was mostly a problem for minorities in urban neighborhoods, or those living in the rural areas, particularly in Southern states. But the reality is that poverty is beginning to devour what was a majority of white middle-class families in major suburban areas.

Our work has required developing a deeper understanding of the effects of concentrated poverty on neighborhoods in this region. Neighborhoods with concentrated poverty oftentimes isolate their residents from the resources and networks they need to reach their potential and deprive the larger community of the neighborhood’s human and social capital.

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With both the rise of poverty in urban communities such as Pittsburg and suburban areas throughout the United States, researchers have sought to interpret the dynamic between neighborhoods and residents in communities of concentrated poverty.

Impoverished neighborhoods are challenged with serious crime, health, and education problems that, in turn, further restrict the opportunities of those growing up and living in them, and thwart business development and business acquisition efforts.

Pittsburg has no alternative but to take seriously the economic status of populations within the city. As the chart below indicates, Pittsburg’s poverty rate is 13.6% (people living below poverty level). http://worldpopulationreview.com

City/Municipality Population # of Businesses Poverty Rate Hercules 25,545 1,630 5.5%
Rodeo 10,400 15 15.23%
Crockett (unincorporated) 3,044 (n/a) 9.2%
Martinez 38,402 3, 489 5.6%
Walnut Creek 70,667 19,176 7.0%
Concord 130,559 10,859 11.2%
Bay Point (unincorporated) 21,349 1,268 21.7%
Pittsburg 72,141 4,367 13.6%
Antioch 112,635 6,018 14.6%
(Note: Antioch’s 94509 zip code has a population of 67,279 & a poverty rate of 18.1%; while Antioch’s 94531 zip code has a population of 45,356 & a poverty rate of 9.3%. https://factfinder.census.gov.) Brentwood 65,288 4,106 7.7%
Oakley 43,051 1,902 7.5%

Contra Costa County has a population of 1,150,215 and an overall poverty rate of 9.8%.

A key barrier to economic mobility in Pittsburg and East Contra Costa is the lack of industry and work opportunities near home.

African Americans and Hispanics are more likely to be unemployed compared to their white counterparts.

Further, all adults with less than a high school education are three times more likely to be unemployed than those with a bachelor’s degree.

Inequitable access to high-quality education contributes to achievement gaps across racial, ethnic, and economic lines and to the decline of student achievement across the U.S. compared to other industrialized nations.

Creating skilled workers for an economy that is constantly changing requires strategic investments and better education and workforce development programs, which must be coordinated and aligned with employers' needs.

While providing access to college should remain a high priority, the majority of jobs will continue to require more than a high school diploma but less than a four-year degree, making education beyond high school increasingly essential.

The following data is from: https://datausa.io/profile/geo/pittsburg-ca/

In Pittsburg, 36,395 are employed out of an adult labor force of 38,145. However, with a population of over 70,000, there is a need for more jobs locally, especially for teens and transitional aged youth who will find it more difficult to make a long commute. Of those adults employed:

 6,915 (19.0%) live and work in Pittsburg
 25,039 (68.8%) work elsewhere in Contra Costa
 4,440 (12.2%) work outside of Contra Costa
 1,017 (3.2%) (of all workers) work at home

The largest industries in Pittsburg are Health Care & Social Assistance (5,608 people), Retail Trade (3,509 people), and Administrative & Support & Waste Management Services (2,872 people).

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The highest paying industries are Utilities ($73,301), Mining, Quarrying, & Oil & Gas Extraction ($70,313), and Professional, Scientific, & Technical Services ($61,639). Read more at: http://www.city-data.com/work/work- Pittsburg-California.html

Possible solutions would include increasing employment-focused skills training opportunities for underserved populations in local high-demand occupations and industries. This would be more beneficial than providing training in occupations that would require a longer commute for employment.

Programs that train at risk youth, reentry, and homeless populations in local industries will provide increased access to job opportunities close to home, thereby strengthening both the community and the local economy.

In addition, creating incentives and opportunities for business expansion and small business start-ups would increase the number of local jobs available to the local workforce, create supply chain companies, develop more qualified local contractors and subcontractors and help to revitalize the local economy .

Conceptual Framework for Community and Human Capital Development Strategy(Emerald HPC International, LLC as presentation to the Northern Waterfront Economic Development Initiative Ad Hoc Community in May 2018)

Another barrier to economic mobility in Pittsburg and East Contra Costa is transportation.

Low-income minorities on average spend more time traveling to work and other daily destinations than do low- income whites because they have fewer private vehicles and use public transit and car pools more frequently.

In Pittsburg, using averages, employees have a longer commute time (41.3 minutes) than the normal US worker (25.1 minutes).

Additionally, 12% of the workforce in Pittsburg have "super commutes" in excess of 90 minutes. In 2017, the most common category of travel for workers in Contra Costa was Drove Alone, followed by those who Carpooled and those who rode Public Transportation.

Detailed information can be found at: https://datausa.io/profile/geo/contra-costa-county-ca https://datausa.io/profile/geo/pittsburg-ca/
Many Contra Costa youth don’t drive and have parents that work distances away from Contra Costa, leaving few options for youth to travel to work and class during the day. The lack of a strong public transit system is a barrier for adults without a car as well, particularly those wishing to find employment out of town.

Possible solutions would include things such as: pushing for more frequent buses to schools, colleges, etc. and increasing employment and training opportunities closer to home.

Affordable childcare for working mothers and parents living under the poverty line is another barrier to economic mobility.

The following data is from:
https://uwba.org/wp-content/uploads/2017/10/ContraCosta-Snapshot.pdf https://datausa.io/profile/geo/pittsburg-ca/

In Pittsburg, 13.6% of the population (9,800 out of 72,000 people) live below the poverty line. The largest demographic living in poverty are females: ages 35 - 44, followed by males: ages 6 – 11, and then females: ages 25 - 34.

According to the California Self-Sufficiency System (SSS), 61% of single mothers in Contra Costa County are living below the minimum standard for self-sufficiency.

Possible solutions would include a program for affordable or free childcare for working mothers/caregivers that are struggling with poverty. A service such as this can help alleviate the financial burden of childcare on the already struggling mother and by proxy help their children grow up in an environment where they have access to the necessities required for success.

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Another factor related to economic mobility is homelessness.

In Contra Costa County on January 25, 2017 ( https://cchealth.org/h3/coc/pdf/PIT-report-2017.pdf ):
there were 1,607 persons experiencing homelessness; 57% of them were unsheltered. The population included 381 with Substance Use Disorder, 368 with a Mental Health Disability, 331 Chronically Homeless, 224 Victims of Domestic Violence, 99 Veterans. Among those counted were 84 families and 160 minors.

In Contra Costa County on January 23, 2018 ( https://cchealth.org/h3/coc/pdf/PIT-report-2018.pdf ):

There were 627 more individuals experiencing homelessness than the previous year's count of 1,607.

This increase reflects a similar growth in homeless populations over recent years in California and across the Bay Area. Rising rents and scarcity of affordable housing contribute greatly to the housing crisis resulting in more persons seeking homeless-related services.

The number of persons accessing homeless services last year in Contra Costa increased by 13%. Within the homeless population of Contra Costa County in 2018 there were 89 families living with children. In Contra Costa County from 2017 to 2018 there was a 39% increase in individuals identified as homeless

Possible solutions would include, first of all, a survey of the homeless population in Pittsburg. Exploring the prospect of alternative housing of any sort would be beneficial here for both youth and adults - anything from a regular home to repurposed RV’s or shipping containers, tiny homes etc. could help.

Also, measures to prevent homelessness in at risk communities, such as programs for subsidized housing, childcare, drug rehab, therapy for veterans etc., could help by addressing the root causes of homelessness before it happens for many.

Student Engagement
Youth engagement in the educational process, particularly as it impacts career/college preparation, is probably the single most important issue facing the city of Pittsburg.

As previously stated in the section on the Social Determinants of Health:

There are predictable outcomes related to youth who become disengaged because of family, school, and neighborhood disparities. Because they are in developmental transition, adolescents and young adults are particularly sensitive to environmental influences, such as family, peer group, school, neighborhood, policies, and societal cues.

These factors can affect the physical, cognitive, and social-emotional foundation for the lifelong health, learning, and wellbeing of youth and can lead to smoking, alcohol and drug use, and risky sexual behavior, as well as health problems such as obesity, diabetes, heart disease, sexually transmitted diseases, and attempted suicide.

Addressing young people’s positive development facilitates their adoption of healthy behaviors and helps to ensure a healthy and productive future adult population. Therefore, it is important to emphasize a focus on health and education indicators for children and adolescents when discussing youth development strategies because youth are our economic, workforce and education pipeline for regional economic stability, and their health and wellbeing is a predictor of future community health and prosperity.

Considering the factors above, it is important to review the current stats related to Pittsburg and Contra Costa youth.

For comparison purposes, we will start with Contra Costa data related to School Connectedness, Community Connectedness, and Emotional/Mental Health. We will then follow with similar and additional data related to the Pittsburg Unified School District (PUSD).

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California Healthy Kids Survey (CHKS), 2016-17

Contra Costa County

1. School Connectedness

Binge Drinking in Past Month (Student Reported)

Contra Costa County Percent
Level of Connectedness to School 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days High 92.5% 2.7% 1.6% 1.8% 0.5% 0.8%
Medium 88.0% 4.0% 2.4% 3.1% 1.1% 1.4%
Low 77.0% 4.7% 5.0% 4.5% 2.8% 6.1%

Race/Ethnicity 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days African American/Black 90.9% 2.7% 1.9% 1.8% 0.6% 2.1%
American Indian/Alaska Native 87.9% 3.2% 1.3% 2.3% 2.1% 3.1% Asian 96.0% 1.4% 0.8% 0.8% 0.2% 0.8%
Hispanic/Latino 86.5% 4.2% 2.8% 3.0% 1.4% 2.2%
Native Hawaiian/Pacific Islander 88.0% 3.7% 2.0% 2.8% 1.1% 2.4% White 88.0% 3.7% 2.7% 3.5% 1.0% 1.0%
Multiracial 89.9% 3.5% 1.7% 2.2% 0.9% 1.7%
Other 91.7% 2.7% 2.3% 1.3% 0.3% 1.7%

Drinking and Driving or Riding with a Driver Who Had Been Drinking (Student Reported)

Contra Costa County Percent
Level of Connectedness to School Never 1 Time 2 Times 3-6 Times 7 or more times High 84.8% 5.4% 3.9% 3.2% 2.7%
Medium 78.3% 7.2% 4.8% 5.0% 4.7%
Low 69.4% 6.1% 6.1% 6.5% 11.8%

Race/Ethnicity Never 1 Time 2 Times 3-6 Times 7 or more times African American/Black 82.0% 5.6% 3.9% 3.4% 5.2%
American Indian/Alaska Native 76.6% 7.7% 5.0% 2.4% 8.3% Asian 89.0% 4.2% 2.2% 2.1% 2.5%
Hispanic/Latino 76.2% 6.6% 5.2% 5.8% 6.2%
Native Hawaiian/Pacific Islander 80.9% 4.3% 7.1% 4.7% 3.1% White 80.6% 7.1% 4.8% 4.0% 3.5%
Multiracial 82.2% 5.7% 4.0% 3.9% 4.3%
Other 77.0% 9.8% 4.6% 3.3% 5.4%

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Cigarette Use in Lifetime (Student Reported)

Contra Costa County Percent
Level of Connectedness to School 0 Times 1 Time 2 Times 3 Times 4-6 Times 7 or more times High 93.1% 2.4% 0.9% 0.7% 0.7% 2.2%
Medium 85.5% 3.8% 1.9% 1.6% 1.7% 5.5%
Low 73.7% 5.3% 2.7% 2.1% 3.0% 13.1%

Race/Ethnicity 0 Times 1 Time 2 Times 3 Times 4-6 Times 7 or more times African American/Black 87.7% 4.6% 1.4% 1.1% 0.7% 4.5%
American Indian/Alaska Native 82.7% 8.2% 0.5% 0.9% 0.8% 6.9% Asian 94.4% 1.8% 0.6% 0.7% 0.5% 2.0%
Hispanic/Latino 85.0% 4.2% 2.0% 1.6% 1.7% 5.4%
Native Hawaiian/Pacific Islander 85.7% 5.6% 2.4% 0.5% 1.7% 4.2% White 88.8% 2.5% 1.2% 1.0% 1.4% 5.0%
Multiracial 87.9% 2.9% 1.5% 1.2% 1.4% 5.1%
Other 87.6% 1.8% 1.6% 0.7% 1.5% 6.8%

Marijuana Use in Past Month (Student Reported)

Contra Costa County Percent
Level of Connectedness to School 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days High 90.7% 2.5% 1.5% 2.2% 1.1% 2.0%
Medium 82.5% 3.5% 2.7% 4.4% 2.5% 4.4%
Low 69.3% 5.0% 3.3% 6.2% 4.0% 12.0%

Race/Ethnicity 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days African American/Black 79.9% 3.5% 2.9% 4.3% 2.9% 6.5%
American Indian/Alaska Native 85.3% 3.3% 2.3% 3.7% 1.2% 4.2% Asian 94.8% 1.3% 0.9% 1.0% 0.6% 1.3%
Hispanic/Latino 81.8% 3.8% 2.6% 4.3% 2.6% 4.9%
Native Hawaiian/Pacific Islander 85.4% 3.2% 2.0% 3.8% 1.4% 4.2% White 85.9% 3.1% 2.2% 3.6% 1.8% 3.5%
Multiracial 84.8% 3.3% 2.2% 3.4% 1.8% 4.4%
Other 86.5% 3.7% 0.9% 3.8% 2.2% 2.9%

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Recreational Use of Prescription Drugs in Lifetime (Student Reported)

Contra Costa County Percent
Level of Connectedness to School Any None
High 9.1% 90.9%
Medium 16.2% 83.8%
Low 29.1% 70.9%

Race/Ethnicity Any None
African American/Black 16.6% 83.4%
American Indian/Alaska Native 17.2% 82.8%
Asian 7.2% 92.8%
Hispanic/Latino 16.8% 83.2%
Native Hawaiian/Pacific Islander 14.3% 85.7%
White 13.4% 86.6%
Multiracial 16.5% 83.5%
Other 16.6% 83.4%

Combination Alcohol/Drug Use in Past Month (Student Reported) Contra Costa County Percent
Level of Connectedness to School Any None
High 17.3% 82.7%
Medium 28.2% 71.8%
Low 41.6% 58.4%

Race/Ethnicity Any None
African American/Black 26.5% 73.5%
American Indian/Alaska Native 23.1% 76.9%
Asian 10.3% 89.7%
Hispanic/Latino 29.8% 70.2%
Native Hawaiian/Pacific Islander 25.3% 74.7%
White 24.1% 75.9%
Multiracial 23.6% 76.4%
Other 20.8% 79.2%

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Usual Level of Alcohol Intoxication (Student Reported)

Level of Connectedness to School I don't drink
alcohol
Just a sip or
two
Enough to feel it a
little
Enough to feel it
moderately
Until I feel it a lot or get really
drunk
High 70.7% 11.6% 6.6% 7.5% 3.5%
Medium 57.9% 14.9% 10.1% 10.8% 6.4%
Low 48.0% 12.7% 11.2% 11.6% 16.5%

Race/Ethnicity
African American/Black 66.2% 12.6% 8.5% 7.1% 5.6%
American Indian/Alaska Native 65.4% 15.4% 6.4% 5.9% 6.9% Asian 79.2% 9.6% 4.9% 4.2% 2.1%
Hispanic/Latino 56.5% 15.0% 11.2% 10.1% 7.3%
Native Hawaiian/Pacific Islander 63.7% 12.1% 7.4% 11.0% 5.8% White 61.9% 12.6% 7.3% 11.5% 6.7%
Multiracial 65.1% 12.5% 8.1% 8.4% 5.9%
Other 68.5% 13.5% 6.3% 7.9% 3.9%

2. Community Connectedness
Meaningful Participation in the Community (Student Reported)

Race/Ethnicity High Medium Low
African American/Black 46.6% 37.8% 15.6%
American Indian/Alaska Native 51.5% 32.5% 16.0%
Asian 58.4% 32.5% 9.1%
Hispanic/Latino 40.6% 39.7% 19.6%
Native Hawaiian/Pacific Islander 58.9% 30.3% 10.8%
White 67.0% 25.9% 7.1%
Multiracial 55.3% 34.1% 10.5%
Other 43.9% 43.6% 12.5%

3. Emotional/Mental Health
Depression-Related Feelings (Student Reported)

Contra Costa County Percent
Level of Connectedness to School Yes No
High 19.9% 80.1%
Medium 33.4% 66.6%
Low 47.1% 52.9%

Race/Ethnicity Yes No
African American/Black 25.9% 74.1%
American Indian/Alaska Native 27.0% 73.0%
Asian 24.7% 75.3%
Hispanic/Latino 32.2% 67.8%
Native Hawaiian/Pacific Islander 32.9% 67.1%
White 24.6% 75.4%
Multiracial 29.5% 70.5%
Other 24.5% 75.5%

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California Healthy Kids Survey (CHKS), 2016-17

Pittsburg

The following data is from the most recent California Healthy Kids Survey (CHKS), 2016-17, for the Pittsburg Unified School District (PUSD).

We have provided in this document the most relevant tables. The link to the full report is provided below:
https://data.calschls.org/resources/Pittsburg_Unified_1617_Sec_CHKS.pdf

The report is prepared annually by WestEd, a research, development, and service agency, in collaboration with Duerr Evaluation Resources, under contract from the California Department of Education Coordinated School Health and Safety Office. The youth survey modules consist of key questions, identified by an expert advisory committee, that are considered most important for schools to guide improvement of academic, health, and prevention programs and promote student achievement, college and career readiness, positive development, and well-being. Student identities are protected.

1. Summary of Key Indicators
Table A2.1
Key Indicators of School Climate and Student Well-Being Grade 7 Grade 9 Grade 11 NTA Table
% % % %
School Engagement and Supports
A4.5 School connectedness (high) 35 33 32 56
Academic motivation (high) 27 23 23 35 A4.5
Truant more than a few times† 2 4 6 26 A4.2
Caring adult relationships (high) 25 23 33 40 A4.4
High expectations (high) 42 34 42 56 A4.4
Meaningful participation (high) 10 10 11 19 A4.4

School Safety and Substance Use
A5.1 School perceived as very safe or safe 56 45 55 68
Experienced any harassment or bullying† 37 29 23 25 A5.2 Had mean rumors or lies spread about you† 42 31 29 16 A5.3 Been afraid of being beaten up† 17 14 8 5 A5.4
Been in a physical fight† 19 8 7 8 A5.4
Seen a weapon on campus† 20 18 14 21 A5.6
Been drunk or “high” on drugs at school, ever 4 6 10 37 A6.10

Mental and Physical Health
A6.4 Current alcohol or drug use‡ 14 13 20 44
Current binge drinking‡ 3 3 5 18 A6.4
Very drunk or “high” 7 or more times 1 5 8 49 A6.6
Current cigarette smoking‡ 2 2 1 8 A7.3
Current electronic cigarette use‡ 6 2 4 12 A7.3
Experienced chronic sadness/hopelessness† 30 30 31 46 A8.4 Considered suicide† na 14 13 8 A8.5
Past 12 months; ‡Past 30 days; na—Not asked of middle school students.

Table numbers refer to tables with item-level results for the survey questions that comprise each scale.

Note: ANT includes continuation, community day, and other alternative school types.

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2. Demographic Summary
Table A1.1
Student Sample Characteristics
Grade 7 Grade 9 Grade 11 NT
Target Sample 828 990 749 301
Final Number 703 502 430 44
Average Response Rate 85% 51% 57% 15%

Table A3.1

Gender of Sample
Grade 7 Grade 9 Grade 11 NT
% % % %
Male 51 49 48 59
Female 49 51 52 41

Table A3.2
Hispanic or Latino

Grade 7 Grade 9 Grade 11 NT
% % % %
No 34 37 36 23
Yes 66 63 64 77

Table A3.3
Race
Grade 7 Grade 9 Grade 11 NT
% % % %
American Indian or Alaska Native 2 2 3 12
Asian 8 8 14 0
Black or African American 13 15 16 12
Native Hawaiian or Pacific Islander 4 6 7 3
White 7 14 14 6
Mixed (two or more) races 67 55 46 67

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Table A3.4
Living Situation
Grade 7 Grade 9 Grade 11 NT
% % % %
A home with one or more parents or guardian 82 88 89 86 Other relative’s home 3 2 5 5
A home with more than one family 8 6 5 2
Friend’s home 0 1 0 0
Foster home, group care, or waiting placement 1 0 0 2
Hotel or motel 0 0 0 0
Shelter, car, campground, or other transitional or temporary housing 0 0 0 2
Other living arrangement 5 3 1 2

Table A3.5
Highest Education of Parents
Grade 7 Grade 9 Grade 11 NT
% % % %
Did not finish high school 13 18 25 36
Graduated from high school 20 25 23 25
Attended college but did not complete four-year degree 9 15 18 16 Graduated from college 25 23 24
Don’t know 34 18 9 14

Table A3.6
Free or Reduced-Price Meals Eligibility
Grade 7 Grade 9 Grade 11 NT
% % % %
No 20 25 28 29
Yes 59 59 60 57
Don’t know 22 16 12 14

Table A3.7
Participation in Migrant Education Program, Past 3 Years Grade 7 Grade 9 Grade 11 NT
% % % %
No 53 68 84 66
Yes 2 4 1 2
Don’t know 45 28 14 32

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Table A3.8
Language Spoken at Home

Grade 7 Grade 9 Grade 11 NT
% % % %
English 50 50 49 68
Spanish 43 43 43 32
Mandarin 0 1 0 0
Cantonese 0 0 0 0
Taiwanese 0 0 0 0
Tagalog 2 3 3 0
Vietnamese 1 1 1 0
Korean 0 0 0 0
Other 3 2 4 0

Table A3.9
English Language Pro ficiency – All Students
Grade 7 Grade 9 Grade 11 NT
mean/% mean/% mean/% mean/%
English Language Proficiency
Average Scale Score 3.78 3.79 3.85 3.89
How well do you...
understand English?
Very well 88 89 92 93
Well 12 8 7 7
Not well 0 2 1 0
Not at all 0 1 0 0
speak English?
Very well 80 83 89 91
Well 18 13 9 9
Not well 2 3 2 0
Not at all 1 1 0 0
read English?
Very well 79 83 87 91
Well 19 13 12 7
Not well 2 3 1 2
Not at all 0 1 0 0
write English?
Very well 76 81 82 86
Well 22 16 17 12
Not well 2 3 1 2
Not at all 0 1 0 0
English Language Proficiency Status
Proficient 77 81 86 88
Not proficient 23 19 14 12

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Table A3.10

English Language Pro ficiency – Students Speaking A Language Other Than English at Home Grade 7 Grade 9 Grade 11 NT
mean/% mean/% mean/% mean/%
English Language Proficiency
Average Scale Score 3.69 3.67 3.76 3.77
How well do you...
understand English?
Very well 79 82 86 79
Well 20 12 12 21
Not well 1 5 2 0
Not at all 0 1 0 0
speak English?
Very well 71 75 82 85
Well 28 19 15 15
Not well 1 4 3 0
Not at all 0 2 0 0
read English?
Very well 71 75 78 77
Well 27 19 19 15
Not well 3 5 2 8
Not at all 0 1 0 0
write English?
Very well 67 73 74 77
Well 29 22 23 15
Not well 4 5 2 8
Not at all 0 1 0 0
English Language Proficiency Status
Proficient 68 73 78 77
Not proficient 32 27 22 23

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Table A3.11
Number of Days Attending Afterschool Program
Grade 7 Grade 9 Grade 11 NT
% % % %
0 days 82 87 89 95
1 day 1 2 2 0
2 days 1 5 4 0
3 days 2 1 1 0
4 days 3 0 1 0
5 days 10 4 3 5

Table A3.12

Military Connections
Grade 7 Grade 9 Grade 11 NT
% % % %
No 90 91 94 80
Yes 5 5 2 6
Don’t know 5 4 3 14

Table A3.13
Sexual Orientation and Gender Identification
Grade 7 Grade 9 Grade 11 NT
% % % %
Heterosexual (straight) 79 80 82 83
Gay or Lesbian 1 2 3 6
Bisexual 6 9 7 3
Transgender 0 1 1 0
Not sure 6 7 4 6
Decline to respond 13 12 10 8

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3. School Performance, Supports, and Engagements

Table A4.1
Grades, Past 12 Months
Grade 7 Grade 9 Grade 11 NT
% % % %
Mostly A’s 14 13 10 7
A’s and B’s 32 32 32 30
Mostly B’s 6 6 9 7
B’s and C’s 25 23 25 33
Mostly C’s 6 7 9 2
C’s and D’s 12 11 12 14
Mostly D’s 1 4 1 5
Mostly F’s 4 4 1 2

Table A4.2
Truancy, Past 12 Months
Grade 7 Grade 9 Grade 11 NT
% % % %
0 times 73 71 60 36
1-2 times 14 15 19 14
A few times 11 11 15 24
Once a month 1 1 1 7
Once a week 1 2 2 5
More than once a week 0 1 4 14

Table A4.3
Reasons for Absence, Past 30 Days
Grade 7 Grade 9 Grade 11 NT
% % % %
Does not apply, I didn’t miss any school 36 34 25 10
Illness (feeling physically sick), including problems with breathing or your teeth
50 52 63 56
Felt very sad, hopeless, anxious, stressed, or angry 9 10 19 12 Didn’t get enough sleep 10 8 19 32
Didn’t feel safe at school 3 2 1 2
Had to work 1 1 2 2
Had to take care of or help a family member or friend 9 6 9 24 Wanted to spend time with friends who don’t go to your school 1 1 1 5 Wanted to use alcohol or drugs 1 1 1 10
Were behind in schoolwork or weren’t prepared for a test or class assignment
2 5 15 7
Were bored with or uninterested in school 4 3 7 12
Were suspended 5 2 2 2
Other reason 20 17 16 29
Total percentages may exceed 100% for “mark all that apply” items.

Table A8.3
Eating Breakfast
Grade 7 Grade 9 Grade 11 NT
% % % %
No 42 47 41 63
Yes 58 53 59 37

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Key indicators identified through the California Healthy Kids Survey (CHKS), 2016-17 for Pittsburg:

School Engagement and Supports

School Connectedness:

Only 35% of 7th graders; 33% of 9th graders, and 31% of 11th graders felt a high degree of school connection.

Caring Adult Relationships:

Only 23% of 7th graders; 23% of 9th graders, and 33% of 11th graders felt a high degree of caring adult relationships.

Meaningful Participation:

Only 10% of 7th graders; 10% of 9th graders, and 11% of 11th graders felt a high degree of meaningful participation.

School Safety

School Perceived to Be Safe:

Only 56% of 7th graders; 45% of 9th graders, and 55% of 11th graders felt a high degree of school safety.

Mental and Physical Health Risks

Current Alcohol or Drug Use:
14% of 7th graders; 13% of 9th graders, and 20% of 11th graders reported current alchohol or drug use.

Ate Breakfast
42% of 7th graders; 47% of 9th graders, 41% of 11th graders, and 63% of continuation, community day, and other alternative school students reported not eating breakfast on school days.

Experienced Chronic Sadness/Hopelessness:
30% of 7th graders; 30% of 9th graders, and 31% of 11th graders said they had recently experienced sadness or hopelessness.

Suspensions, Expulsions, and Chronic Absenteeism
In addition to the California Healthy Kids Survey, we looked at data from the California Department of Education: www.caschooldashboard.org.

Looking at data pulled from the California Department of Education California School Dashboard for the 2017-2018 school year, Pittsburg Unified School District had:
• A 90.8% graduation rate (increased by 3.8% from the last year) • A 49.3% college/career preparation rate (increased by 23.3% from the last year)

However, the district also had:
• A 7.7% suspension rate (increased by .5% from the last year) • A 11.4% chronic absenteeism rate (increased by 1.4% from the last year)

A deeper dive into California Department of Education data indicates that the suspension rate of 7.7% is higher than both the county average of 4.1% and statewide average of 3.5%. Of the students suspended, African Americans have the highest suspension rate at 16.7%. Hispanic students made up 63.5% of the student population and accounted for 48.2% of suspensions. African American students made up only

17.1% of the student population but accounted for 37.3% of total suspensions.

In addition, the district had a 0.06% expulsion rate. This is higher than the county average of 0.04% but lower than the statewide average of 0.08%. Of the 7 students expelled 3 were black/African American, 3 were Hispanic/Latino and 1 was Filipino.

According to the U.S. Department of Health and Human Services and the U.S. Department of Education:

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© 2019 Emerald HPC International, LLC High Performing Communities Framework ™ (HPC) 23 “Suspension and expulsion can influence a number of adverse outcomes across development, health, and education. Young students who are expelled or suspended are as much as 10 times more likely to drop out of high school, experience academic failure and grade retention, hold negative school attitudes, and face incarceration than those who are not. Not only do these practices have the potential to hinder social-emotional and behavioral development, they also remove children from early learning environments and the corresponding cognitively enriching experiences that contribute to healthy development and academic success later in life.“

“Expulsion and suspension practices may also delay or interfere with the process of identifying and addressing underlying issues, which may include disabilities or mental health issues. Some of these children may have undiagnosed disabilities or behavioral health issues and may be eligible for additional services, but in simply being expelled, they may not receive the evaluations or referrals they need to obtain services. For example, the source of challenging behavior may be communication and language difficulties, skills that can be improved through early assessment and intervention services. In these cases, appropriate evaluation and follow-up services are critical, but less likely if the child is expelled from the system.”

“Finally, expulsions may contribute to increased family stress and burden. Even where assistance is offered, often there is a lapse in service which leaves families, especially working families, in difficult situations.”
– U.S. Department of Health and Human Services and U.S. Department of Education, Policy Statement on Expulsion and Suspension Policies in Early Childhood Settings (Dec. 10, 2014)

Statistics related to suspensions and expulsions with a focus on the “defiance” disciplinary code is included for two reasons. The first is that it shows a huge population disparity related to children and adolescents of color. The second is that as mentioned above, suspensions and expulsions can lead to academic failure, dropouts, and prison; all of which have impact on social determinants related to the health of children and adolescents whose negative affects follow them into adulthood.

Further, as stated by former U.S. Attorney General Eric Holder:
“We’ve seen that severe discipline policies often increase the numbers of suspensions and expulsions without effectively making schools safer or creating better learning environments.

And we’ve seen that the impacts of exclusionary policies are not felt equally in every segment of the population – with students of color and those with disabilities often receiving different and more severe punishments than their peers.”
– Eric Holder, now former U.S. Attorney General: Remarks at the U.S. Department of Justice and U.S. Department of Education School Discipline Guidance Rollout at Frederick Douglass High School in Baltimore, Maryland (Jan. 8, 2014)

Moreover, according to the National Education Association:
“A suspension can be life altering. It is the number-one predictor – more than poverty – of whether children will drop out of school and walk down a road that includes a greater likelihood of unemployment, reliance on social-welfare programs, and imprisonment.” – The School-to-Prison Pipeline: Time to Shut It Down, NEA Today (Jan. 5, 2015)

“Far too many of our most vulnerable students are excluded from class for minor, non-violent behavior, which puts them at great risk for academic failure, dropping out, and an unnecessary journey down the school to prison pipeline.”
Dennis Van Roekel, former President, Let's Stop the School-to-Prison Pipeline (Mar. 13, 2014)

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III. INITIATIVE FOCUS AND COLLABORATIVE STRATEGY BASED

ON FACT-BASED INDICATORS
We have identified above the key indicators underlying critical issues that can inform an initiative focus and outcome-based strategy or set of strategies to impact priority issues facing the city.

This conceptual framework can help guide a facilitated collaborative process to oversee and implement the desired strategies and to measure outcomes.

This framework can also help guide policy related to youth services funding that aligns with agreed-upon partner goals and provides long-term financial stability to encourage and enhance system cohesion, inter- locking partner roles, service integration, community trust and support, and advocacy for targeted youth and families.

Next Steps
Determine Initiative Focus and Outcome-Based Strategy
The immediate next step in this process is for the City of Pittsburg to review the data and the identified indicators underlying critical issues of concern and decide on an initiative focus and outcome-based strategy or set of strategies that will impact particular priority issues facing the city.

Determine Initiative Goals and Outcome Measures
Determining goals and projected outcomes for the initiative and how they will be measured will be an important consideration in designing an initiative focus and strategies.

For example, based on the indicators described above, projected outcomes of an initiative could include one or more of the following sample measures:

 Improvement in key health and education indicators for youth and young adults  Training opportunities and variety of training options are increased and result in an increase in local employment in areas of labor leakage
 Crime stats show a significant reduction in violent and property crimes because of an increase in employment and community revitalization projects
 Social capital and collaboration are significantly increased and evidenced by the establishment of and participation in local community organizations and efforts

Determine Initiative Partners and Stakeholders
Depending on the initiative focus and key strategies that the City of Pittsburg decides to utilize in order to impact particular indicators, the appropriate stakeholders and collaborative partners would need to be identified through conversation with the planning team. Therefore, we are not listing particular individuals in this document.

Collaborative vs. Collective
We emphasize the collaborative approach because it allows for concerted and intentional engagement, the creation of interlocking roles for sustainability, and shared accountability for outcomes that have been mutually agreed upon. Having these interlocking roles and mutual accountability memorialized in writing will create a basis for strategy implementation and support the success of the initiative.

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Emerald frequently uses the charts below to emphasize why we suggest Collaborative vs Collective project engagement.

IV. Final Thoughts
To create a plan that carries a shared vision and common ground through an interactive process, your team must absolutely, completely, and stubbornly avoid “habitus.” Habitus is public enemy #1 in any planning process.

Habitus is the compilation/field of behaviors, history, beliefs, attitudes, and practices that support the continuation, maintenance and empowerment of biased thinking surrounding a problem or issue.

Habitus acts as a strong catalyst for resistance to change.

In other words, it is the stuff that fuels silos, irrational fears, prejudice, exclusion, inflexibility, and negative competition.

However, fact-finding as a key element of the planning process helps reduce the power of habitus.

Fact-finding helps fight habitus and fuels a credible strategy and approach that will draw support, gain wider acceptance, spark excitement, and get results.

Pittsburg has an opportunity to change health, education, and economic outcomes in for all residents, including English learners, people living in poverty and low wage work, youth who are disengaged, homeless people, formerly incarcerated people, people of color, veterans, residents commuting long hours, and recent immigrants.

It’s totally possible with the right strategy.

To do so would be amazing and have a transformative impact on the city of Pittsburg and the region. 238
Combined Agency/City Council Minutes Page 1 of 4 June 6, 2022

CITY OF PITTSBURG

CITY COUNCIL/AGENCY CONCURRENT MEETING MINUTES
DATE: June 6, 2022
LOCATION: Council Chamber, City Hall, 65 Civic Avenue, Pittsburg, CA 94565 CITY COUNCIL.AGENCY MEMBERS
Holland Barrett White, Mayor/Chair
Shanelle Scales-Preston, Vice-Mayor/Chair
Juan Antonio Banales, Council/Agency Member
Jelani Killings, Council/Agency Member
Marilyn Craft, Council/Agency Member
S.L. Floyd, Agency Member
Annie Hill Herring, Agency Member

APPOINTED OFFICIALS
Garrett Evans, City Manager/Executive Director
Donna Mooney, City Attorney/Legal Counsel
Alice E. Evenson, City Clerk/Agency Secretary (elected) Nancy Parent, City Treasurer (elected)

PLANNING COMMISSION APPEAL
Mayor White called the meeting to order at 7:00 P.M. in the City Council Chamber at City Hall, 65 Civic Avenue, Pittsburg, CA after convening in Closed Session at 5:00 P.M. for the following items:

1. CONFERENCE WITH LABOR NEGOTIATORS Pursuant to Section 54957.6:

City designated representatives: Garrett Evans, Maria Aliotti, Jennifer Brizel Employee organizations: American Federation of State, County, and Municipal Employees Local 512 Management/Professional/Confidential Unit and Miscellaneous A Unit; Pittsburg Police Officers’ Association; Pittsburg Police Managers Group; Teamsters Local 856; International Brotherhood of Electrical Workers Local 1295 Unrepresented employees: Management Group; Senior Executive Team

2. CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION pursuant to Section 54956.9(d)(1)
Save Mount Diablo v. City of Pittsburg et al., Contra Costa County Superior Court case no. CIVMSN21-0462
There was no reportable action taken during Closed Session.

ROLL CALL
All members were present.
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Combined Agency/City Council Minutes Page 2 of 4 June 6, 2022

PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was recited.

PRESENTATIONS

3. Contra Costa County Fire Protection District Update

4. New Employee Introductions

5. Recreation Department Report

6. Budget

PROCLAMATIONS

7. Celebrating Pride Month

8. Annual East County Juneteenth Celebration

9. Relay for Life of the Delta

CITY MANAGER REPORTS/REMARKS
Deputy City Manager Aliotti reported on upcoming City events.

PUBLIC COMMENTS
There were no public comments.

COMMITTEE REPORTS
Member Banales attended the Finance Subcommittee and the Pittsburg Power subcommittee.

Member Killings attended the Los Medanos Health Care Community Advisory committee along with Vice-Mayor Scales-Preston. He also attended the CDBG subcommittee meeting.

Vice-Mayor Scales-Preston attended the Tri Delta Transit Meeting and the PAL meeting.

CONSIDERATION

10. Adoption of a City Council Resolution to Approve a Lease Agreement between the City of Pittsburg and Global Resources Trading, LLC
Bruce Croskey, representing Global Resources Trading LLC commented on the project.

On Motion by Member Killings, seconded by Member Craft to adopt and carried 240
Combined Agency/City Council Minutes Page 3 of 4 June 6, 2022 unanimously.

CONFLICT OF INTEREST STATEMENT
There were no conflict of interest statements.

COMBINED CITY COUNCIL, PITTSBURG HOUSING AUTHORITY, PITTSBURG ARTS AND

COMMUNITY FOUNDATION, PITTSBURG POWER COMPANY AND SOUTHWEST

PITTSBURG GHAD II AND SUCCESSOR AGENCY CONSENT CALENDAR On Motion by Member Craft, seconded by Member Banales to adopt and carried unanimously.

11. Minutes of May 16, 2022

12. By Minute Order, Approve City Council Recesses for Summer Months

13. Adoption of a City Council Resolution Making Findings in Support of Continuing to Hold Public Subcommittee Meetings by Teleconference Pursuant to California Government Code Section 54953(e)

14. Adoption of a City Council Resolution to Approve the Preliminary Engineer’s Report, Declare the City Council’s Intent to Levy and Collect Assessments in Landscaping and Lighting Assessment District 1988-01, for Fiscal Year 2022-23, and Set a Date to Conduct a Public Hearing

15. Adoption of a City Council Resolution to Approve the Premilinary Engineer’s Report, Declare the City Council’s Intent to Levy and Collect Assessments in Landscaping and Lighting Assessment District 1988-02, for Fiscal Year 2022-23, and Set a Date to Conduct a Public Hearing

16. Adoption of a City Council Resolution to Accept Project 3079, Ambrose Park Restroom and Concession Project as Complete and Authorize the City Engineer to File a Notice of Completion

17. Adoption of a City Council Resolution Authorizing Negotiation and Execution of an Agreement for the Purchase of an Enterprise License for FileOnQ Software

18. Adoption of a City Council Resolution Authorizing Negotiation and Execution of Agreement With Motorola Solutions to Upgrade Police Radio System to Meet California Department Of Justice Requirements

19. Adoption of a City Council Resolution to Authorizing the City Manager to enter into a 60-Month Lease/Maintenance agreement with Konica Minolta Business Solutions (KMBS)

20. Adoption of a City Council Resolution Declaring the City’s Granted Tidelands as Exempt Surplus Land

21. By Minute Order, Initiation of a Review and Potential Amendment of Pittsburg Municipal Code (PMC) Title 18 (“Zoning”) Related to Permitted Uses within the Pedestrian 241
Combined Agency/City Council Minutes Page 4 of 4 June 6, 2022 Commercial (CP) District

22. Adoption of a City Council Resolution to Accept and Allocate Clean California Local Grant Program Funds and Authorize a Grant Agreement with the California Department of Transportation and a Pittsburg Power Company Resolution to Approve the Use of a Combination of Available Funds to Pay for the Required Match for the Clean California Local Grant

23. Adoption of a City Council Resolution Requesting the Consolidation of the Municipal Election with Other Elections to be Held on Tuesday, November 8, 2022 General Election Date for the Election of Certain Officers as Required by the Provisions of the Laws of the State of California Relating to General Law Cities and Levying a Charge and Establishing Word Limitation for Candidates’ Statements

24. By Minute Order, Direct Review of City’s Conflict of Interest Code

COUNCIL REQUEST FOR FUTURE AGENDA ITEMS
There were no requests for future agenda items.

COUNCIL MEMBER REMARKS
Vice-Mayor Scales-Preston attended the Memorial Day event as well as the PACF art reception.

ADJOURNMENT
The City Council adjourned at 8:44 P.M. to June 20, 2022.

Respectfully submitted,
Alice E. Evenson, City Clerk
242

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Power Company Resolution Approving the 2022 Wildfire Mitigation Plan and Directing Staff to File the Wildfire Mitigation Plan with the Office of Energy Infrastructure Safety
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
California State Law, Public Utilities Code Section 8387, requires all publicly and investor- owned electric utilities to file an annual Wildfire Mitigation Plan with the California Public Utilities Commission. The Pittsburg Power Company (PPC), a joint powers authority, provides retail electricity service on Mare Island, Vallejo and is therefore, required by law to create and update annually a Wildfire Mitigation Plan as a means of enabling processes and procedures to help mitigate the chance of PPC’s facilities causing a wildfire. The Office of Energy Infrastructure Safety (OEIS) requires the Governing Board of the PPC to approve its 2022 Annual Wildfire Mitigation Plan (Plan).

FISCAL IMPACT
The Plan has no fiscal impact to PPC’s Utility Enterprise Fund or the City of Pittsburg’s General Fund.

RECOMMENDATION
The Governing Board of the PPC adopt the Resolution approving the Plan, attest the information contained in the Plan is true and accurate, and direct staff to file the Plan with the OEIS.

BACKGROUND
In 2016, State Senator Jerry Hill introduced Senate Bill 1028 (SB 1028) (stats. 2016) with the goal of encouraging electric utilities to adopt a performance-based approach for mitigating the risk of catastrophic wildfires from electrical lines and facilities. 243
SB 1028 is separated into two basic parts: (1) a mandate for all investor-owned utilities (IOUs) to develop wildfire mitigation plans, with a specified review process by the OEIS; and (2) a more limited process for Publicly Owned Utilities (POUs), that requires the POU to identify wildfire mitigation measures if the POU governing board makes certain findings regarding fire threat risk.

On September 21, 2018, California Legislature Senate Bill 901 (SB 901) was signed into law. SB 901 introduced a series of new changes to Public Utilities Code Section 8387, expanding the requirements of the existing wildfire mitigation efforts of electric utilities. The Plan is developed in accordance with the requirements of SB 901 and Public Utilities Code Section 8387.

SUBCOMMITTEE FINDINGS
The Plan was presented to the PPC Subcommittee on May 24, 2022.

STAFF ANALYSIS
PPC’s electrical facilities on Mare Island are approximately 98% underground, with just over 2 miles of medium voltage overhead distribution lines on 59 wooden poles, serving various streetlights and Coast Guard telecommunications facilities on the south portion of Mare Island. PPC does not own high voltage transmission facilities.

For those portions of the utility’s overhead distribution system that are in areas of fire risk, the Plan employs vegetation management and infrastructure inspections in its routine preventive and maintenance plan for these overhead electrical lines.

The Fire Threat Map compiled by the OEIS, as well as local historical fire data and local conditions, indicate that PPC’s underground and overhead electrical lines, equipment and related facilities are not located in areas designated as either elevated risk or extreme risk areas for wildfire.

The original Wildfire Mitigation Plan has been reviewed by an independent consultant, as well as by the Solano County Office of Emergency Services and the City of Vallejo Fire Department, and their comments have been incorporated. The Plan does not require review by an Independent Evaluator until the 2023 update.

Based on these facts and local agency third-party reviews, staff has concluded that PPC’s overhead electrical lines and equipment do not pose a significant risk of catastrophic wildfires. If the Governing Board makes this determination, PPC has no additional obligation under SB 901 to develop additional wildfire mitigation measures to Plan.

The Plan will be executed as part of PPC’s routine safety inspection and electrical system preventive maintenance activities to minimize the risk of its overhead electrical lines and equipment potentially causing a fire.

ATTACHMENTS: Resolution
PPC 2022 Annual Wildfire Mitigation Plan
Report Prepared By: Douglas Buchanan, Power Company Manager 244
Resolution No. 22-xxx Page 1 of 1 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY In the Matter of:

Approving the 2022 Annual Wildfire Mitigation )
Plan and Directing Staff to File the Wildfire ) RESOLUTION NO. 22-xxx Mitigation Plan with the Office of Energy )
Infrastructure Safety )
WHEREAS, Pittsburg Power Company (PPC), a joint powers authority, provides retail utility electric and natural gas services on Mare Island, Vallejo in the name of Island Energy (IE); and
WHEREAS, State law at California Public Utilities Code Section 8387, added by the State legislature in 2016 and amended by Senate Bill 901 in 2018 and Assembly Bill 1054 in 2019, requires a publicly owned utility to develop, review, update and file a Wildfire Mitigation Plan (Plan) comprised of specified elements by July 1st of each year with the Office of Energy Infrastructure Safety (OEIS); and
WHEREAS, a Fire Threat Map compiled by the California Public Utilities Commission, as well as local historical fire data and local conditions, indicate that PPC’s underground and overhead electrical lines, equipment and related facilities are not located in areas designated as either elevated risk or extreme risk areas for wildfire; and

WHEREAS, PPC has reviewed and made adjustments to the Plan from its initial development as utility infrastructure and fire mitigation measures have evolved, and comments have been received from the OEIS.

NOW, THEREFORE BE IT RESOLVED, the Governing Board of the Pittsburg Power Company here by approves the 2022 Wildfire Mitigation Plan and directs staff to file the 2022 Wildfire Mitigation Plan with the OEIS.

PASSED AND ADOPTED by Governing Board of the Pittsburg Power Company at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
_____________________________
Holland Barrett White, Chair
ATTEST:
_____________________________
Garrett Evans, Executive Secretary
245

WILDFIRE MITIGATION PLAN
Pittsburg Power Company
A
California Joint Powers Agency
20 JUNE 2022
246

TABLE OF CONTENTS
Table 1: Revision Log………………………………………………………………………….5
Table 2: Cross References to Statutory Requirements………………………………….6-7 I. Overview...................................................................................................................8 A. Introduction ....................................................................................................8 B. Policy Statement............................................................................................9 C. Pittsburg Power Company Utility Overview ...................................................9 A. Purpose of the Wildfire Mitigation Plan..........................................................9 D. Organization of the Wildfire Mitigation Plan.................................................10 II. Objectives of the Wildfire Mitigation Plan ...............................................................10 A. Minimizing Sources of Ignition .....................................................................10 B. Resiliency of the Electric Grid......................................................................10 B. Identifying Unnecessary or Ineffective Actions ............................................10 III. Roles and Responsibilities .....................................................................................11 A. Utility Governance Structure........................................................................11 C. Ignition Prevention .......................................................................................11 IV. Ignition Response And Recovery ...........................................................................12 A. PPC staff has the following obligations regarding ignition prevention, response, and investigation: ........................................................................12 B. Public Communication .................................................................................13 C. Coordination with Water Utilities / Department ............................................13 D. Coordination With Communication Infrastructure Providers........................13 D. Standardized Emergency Management System .........................................13 247
V. Ignition Risks and Drivers Associated with Design, Construction, Operation, and Maintenance ...........................................................................................................14 A. Particular Risks and Risk Drivers Associated With Topographic and Climatological Risk Factors .........................................................................14 B. Enterprisewide Fire Safety Risks.................................................................15 C. Changes to CPUC Fire Threat Map.............................................................15 D. Grid Hardening ............................................................................................15 VI. Ignition Preventative Strategies..............................................................................16 A. CPUC High Fire Threat District....................................................................16 B. Weather Monitoring .....................................................................................16 C. Fire Watch, Red Flag and other Alerts ........................................................17 D. Design and Construction Standards ............................................................19 E. Vegetation Management..............................................................................19 F. Inspections...................................................................................................21 G. Workforce Training ......................................................................................22 H. Reclosing Policy ..........................................................................................22 I. De-energization ...........................................................................................22 J. Impacts to Public Safety ..............................................................................23 K. Customer Notification Protocols ..................................................................23 VII. Community Outreach and Public Awareness .........................................................24 VIII. Restoration of Service ............................................................................................24 IX. Evaluation of the Plan.............................................................................................24 A. Metrics and Assumptions for Measuring Plan Performance........................24

1. Metric: PPC Ignitions...........................................................................25

2. Metric: Wires Down .............................................................................25 B. Impact of Metrics on Plan ............................................................................25 248
C. Monitoring and Auditing the Plan.................................................................26 L. Identifying and Correcting Deficiencies in the Plan .....................................26 D. Monitoring the Effectiveness of Inspections ................................................26 X. Independent Evaluator ...........................................................................................26 EXHIBIT A CPUC Fire Threat Map
EXHIBIT B Mare Island Service Territory Electrical Distribution Circuits EXHIBIT C PPC Pole Segments Description
EXHIBIT D PPC Metrics FY 2021 – 2022
EXHIBIT E CPUC Public Utilities Code 8387
PPC Wildfire Mitigation Plan Contact:

Douglas W. Buchanan, PE
Power Company Manager
Pittsburg Power Company – Island Energy
995 Walnut Ave.

Mare Island Vallejo, CA 94592
(925) 252-4185
[email protected]
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Table 1: Revision Log:

Date: Revision: Section:

March 2021 Updated Exhibit B.

Added “Everbridge” notification implementation
Exhibit B
III.C
May 2022 Added Table 2: Cross References to Statutory
Requirements Table 2
May 2022 Added ‘Introduction’ I.A
May 2022 Updated Weather Monitoring section, added wind map V.A, B May 2022 Modified Public Hearing timing IX.C
May 2022 Updated Independent Evaluator Section X
May 2022 Added ‘Grid Hardening’ Section V.D
May 2022 Expanded Plan Review Process Description VI.J
May 2022 Added Exhibit C – PPC Pole Segments Description Exhibit C May 2022 Added Exhibit D – PPC Metrics FY 2021 – 2022 Exhibit D May 2022 Changed CPUC Public Utilities Code 8387 to Exhibit E Exhibit E May 2022 ‘Everbridge’ references updated to indicate system is in- place and operational Multiple
May 2022
Replaced the terms ‘catastrophic wildfire’ and ‘wildfire’ to “ignition”, given that the terms ‘catastrophic wildfire’ and ‘wildfire’ do not appear to be CPUC defined terms. “Fire” and “ignition” are common and generally accepted
colloquial terms
Multiple
May 2022 Grammatical and sentence structure corrections Multiple May 2022 Added Plan Contact Information TOC
May 2022 Added Brush Area Description I.A
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Table 2: Cross References to Statutory Requirements
Requirement Statutory Language Location in
WMP
Persons
Responsible
PUC § 8387(b)(2)(A): An accounting of the responsibilities of persons responsible for executing the plan. Section III
Objectives of the
Plan
PUC § 8387(b)(2)(B): The objectives of the wildfire mitigation plan. Section II.

Preventive
Strategies
PUC § 8387(b)(2)(C): A description of the preventive strategies and programs to be adopted by the local publicly owned electric utility or electrical cooperative to minimize the risk of its electrical lines and equipment causing catastrophic wildfires, including consideration of dynamic climate change risks.

Section VI
Evaluation
Metrics
PUC § 8387(b)(2)(D): A description of the metrics the local publicly owned electric utility or electrical cooperative plans to use to evaluate the wildfire mitigation plan’s performance and the assumptions that underlie the use of those metrics.

Section IX
Impact of
Metrics
PUC § 8387(b)(2)€: A discussion of how the application of previously identified metrics to previous wildfire mitigation plan performances has informed the wildfire mitigation plan.

Section IX.D
De-energization
Protocols
PUC § 8387(b)(2)(F): Protocols for disabling reclosers and deenergizing portions of the electrical distribution system that consider the associated impacts on public safety, as well as protocols related to mitigating the public safety impacts of those protocols, including impacts on critical first responders and on health and communication infrastructure.

Section VI.H
Customer
Notification
Procedures
PUC § 8387(b)(2)(G): Appropriate and feasible procedures for notifying a customer who may be impacted by the deenergizing of electrical lines. The procedures shall consider the need to notify, as a priority, critical first responders, health care facilities, and operators of telecommunications infrastructure.

Section VI.K
Vegetation
Management
PUC § 8387(b)(2)(H): Plans for vegetation management. Section VI.E Inspections PUC § 8387(b)(2)(I): Plans for inspections of the local publicly owned electric utility’s or electrical cooperative’s electrical infrastructure. Section V.F Prioritization of
Wildfire Risks
PUC § 8387(b)(2)(J): A list that identifies, describes, and prioritizes all wildfire risks, and drivers for those risks, throughout the local publicly owned electric utility’s or electrical cooperative’s service territory. The list shall include, but not be limited to, both of the following:
(30) Risks and risk drivers associated with design,
construction, operation, and maintenance of the local
publicly owned electric utility’s or electrical cooperative’s equipment and facilities.
(ii) Particular risks and risk drivers associated with topographic and climatological risk factors throughout the different parts of the local publicly owned electric utility’s or electrical cooperative’s service territory.

Section V
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CPUC Fire Threat
Map
Adjustments
PUC § 8387(b)(2)(K): Identification of any geographic area in the local publicly owned electric utility’s or electrical cooperative’s service territory that is a higher wildfire threat than is identified in a commission fire threat map, and identification of where the commission should expand a high fire threat district based on new information or changes to the environment.

V.C
Exhibit A
Enterprise-wide
Risks
PUC § 8387(b)(2)(L): A methodology for identifying and presenting enterprise-wide safety risk and wildfire-related risk. Section V.B Restoration of
Service
PUC § 8387(b)(2)(M): A statement of how the local publicly owned electric utility or electrical cooperative will restore service after a wildfire.

Section VIII
Monitor and
Audit
PUC § 8387(b)(2)(N): A description of the processes and procedures the local publicly owned electric utility or electrical cooperative shall use to do all of the following
(30) Monitor and audit the implementation of the
wildfire mitigation plan.
(ii) Identify any deficiencies in the wildfire mitigation plan or its implementation, and correct those deficiencies.
(iii) Monitor and audit the effectiveness of electrical line and equipment inspections, including inspections performed by contractors, that are carried out under the plan, other applicable statutes, or commission rules.

Section IX.C
Qualified
Independent
Evaluator
PUC § 8387I: The local publicly owned electric utility or electrical cooperative shall contract with a qualified independent evaluator with experience in assessing the safe operation of electrical infrastructure to review and assess the comprehensiveness of its wildfire mitigation plan. The independent evaluator shall issue a report that shall be made available on the Internet Web site of the local publicly owned electric utility or electrical cooperative and shall present the report at a public meeting of the local publicly owned electric utility’s or electrical cooperative’s governing board.

Section X
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I. Overview
A. Introduction
Pittsburg Power Company (“PPC”) is a joint powers agency of the City of Pittsburg, California. PPC operates a municipal electric and gas utility distribution system on Mare Island Vallejo using the name “Island Energy”.

PPC does not own, operate, or maintain transmission facilities (21kV and higher).

PPC’s service territory is limited to Mare Island, Vallejo and is bordered to the east by the Napa River, to the south and west by San Pablo Bay and to the north by wetlands and Highway 37. Please refer to the map in Section V.B.

PPC is primarily an underground utility but does have some overhead distribution segments with a total of 59 low and medium voltage distribution system wood poles. Areas of trees, dense brush and tall grasses comprise a total of approximately 280 acres. Please refer to Exhibit C – PPC Pole Segments for a description of the three (3) overhead electrical distribution system segments.

PPC’s utility operations on Mare Island, Vallejo are not within any identified California Public Utilities Commission (“CPUC”) High-Fire Threat Districts.

Please refer to Exhibit A.

Mare Island, Vallejo
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B. Policy Statement
PPC’s goal is to provide safe, reliable, and economic electric service to its Mare Island customers. To meet this goal, PPC constructs, maintains, and operates its electrical lines and equipment in a manner that minimizes the risk of ignition posed by its electrical lines and equipment.

C. Pittsburg Power Company Utility Overview
The electric utility component of PPC serves approximately 500 electric meters, with a combination of residential, commercial, and industrial customers.

Approximately 90% of the load served on Mare Island is to commercial and industrial customers. The electric distribution system operates at 12kV, while taking power at 115kV from PG&E at PPC’s Station H substation.

The PPC Mare Island utility service territory is outside of California Public Utility Commission (“CPUC”) Tier 2 (Elevated) and Tier 3 (Extreme) fire threat zones as defined by the “CPUC Fire Threat Map” adopted by the CPUC on January 18, 2019. Please refer to Exhibit A.

The PPC electric distribution system is an almost exclusively underground system. However, PPC does have approximately 10,480 ft of energized, overhead, 12kV and 2.4kV distribution lines, with a total of 59 wood poles.

A. Purpose of the Wildfire Mitigation Plan
This Wildfire Mitigation Plan describes the range of activities that PPC is taking to mitigate the threat of powerline caused ignitions, including its various programs, policies, and procedures. This plan is subject to direct supervision by the PPC Executive Director and its Board of Directors and is implemented by the PPC Power Company Manager.

This plan complies with the requirements of Public Utilities Code section 8387 for publicly owned electric utilities to prepare a Wildfire Mitigation Plan by January 1, 2020, and annually thereafter. Please refer to Exhibit E.

In general, PPC’s fire prevention and safety efforts conform to the intent of Vallejo’s (“City”) General Plan and other safety planning efforts and programs implemented by the City. PPC participates in and coordinates directly with the City on such programs.

Mare Island is within the City of Vallejo City limits and is under the jurisdiction of the City’s municipal departments. PPC coordinates with the City of Vallejo Public 254
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Works, Police and Fire departments on matters related to utility operations, safety, and emergency response on Mare Island, including fire response.

D. Organization of the Wildfire Mitigation Plan
This Wildfire Mitigation Plan includes the following elements:
 Objectives of the plan;
 Roles and responsibilities for carrying out the plan;  Identification of key ignition risks and risk drivers;  Description of ignition prevention, mitigation, and response strategies and programs;
 Community outreach and education;
 Metrics for evaluating the performance of the plan and identifying areas for improvement;
 Review and validation of the plan
II. Objectives of the Wildfire Mitigation Plan
A. Minimizing Sources of Ignition
The primary goal of this Wildfire Mitigation Plan is to minimize the probability that PPC’s distribution system may be the origin or contributing source for the ignition of a fire. PPC has evaluated the prudent and cost-effective improvements to its physical assets, operations, and training that can help to meet this objective.

PPC has implemented those changes consistent with this evaluation.

B. Resiliency of the Electric Grid
The secondary goal of this Wildfire Mitigation Plan is to improve the resiliency of the electric grid. As part of the development of this plan, PPC assesses new industry practices and technologies that will reduce the likelihood of an interruption in service and improve the time frames for restoration of service.

B. Identifying Unnecessary or Ineffective Actions
The final goal for this Wildfire Mitigation Plan is to measure the effectiveness of specific ignition mitigation strategies. Where a particular action, program component, or protocol is determined to be unnecessary or ineffective, PPC will assess whether a facility modification or replacement is merited. 255
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This plan will also help determine if more cost-effective measures would produce the same or improved results.

III. Roles and Responsibilities
A. Utility Governance Structure
Board of Directors: PPC is governed by a “Pittsburg Power Company Board of Directors”. The Board of Directors is comprised of five (5) members, who also serve as the City Council for the City of Pittsburg.

Executive Director: The currently sitting City Manager serves as the Pittsburg Power Company Executive Director.

Director of Community Services: The Director of Community Services serves as PPC’s Department Head.

Power Company Manager: The Power Company Manager is a direct-hire City employee managing the day-to-day activities of the utility.

C. Ignition Prevention
The utility has a staff of four (4) Utility Technicians – three (3) dedicated to electric operations, one (1) to gas operations. In addition to the Utility Technicians, there is a Lineworker position that supports both electric and gas operations.

And in addition to the Power Company Manager, there are Administrative Officer and Administrative Assistant positions.

The Power Company Manager has the responsibility for the operation of the utility and the effective implementation and management of the Wildfire Mitigation Plan.

Utility staff perform all forms of distribution system operations and maintenance, including phase checking, switching, system repairs, minor upgrades, metering, system safety inspections assessments and related work.

Vegetation management is supervised by a Utility Technician and performed by the Lineworker position, other available staff, and contractors as may be required.

Typical vegetation management includes tree trimming per CPUC GO 95, manual and mechanical clearing of brush and grass from around wood poles and rights-of-way, and the limited application of herbicides to prevent recurrence of grasses around wood power poles.
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System inspection for hazards or ignition risk occurs in the normal course of staff business activities. System-wide vegetation reduction and management is performed annually.

Further and in addition to the preceding, PPC will:
 Operate the system in a manner that will minimize potential ignition risks.  Take all reasonable and practicable actions to minimize the risk of ignition caused by PPC electric facilities.
 Coordinate with federal, state, and local fire management personnel as necessary or appropriate to implement PPC’s Wildfire Mitigation Plan.  Immediately report fires, pursuant to existing Publicly Owned Utility (POU) standard practices and the requirements of this Wildfire Mitigation Plan.  Take corrective action when the staff witnesses or is notified that fire protection measures have not been properly implemented or maintained.  Comply with relevant federal, state, and industry standard requirements, including the industry standards established by the California Public Utilities Commission.
 Collect and maintain service territory and other relevant POU ignition data necessary for the implementation of this Wildfire Mitigation Plan.  Provide regular training programs for employees having obligations for implementation of this Wildfire Mitigation Plan.

IV. Ignition Response And Recovery
A. PPC staff has the following obligations regarding ignition prevention, response, and investigation:
 Take all reasonable and practicable actions to prevent and suppress fires resulting from PPC electric facilities.
 Communicate potential risks and expected utility actions during Red Flag or other emergency warnings.
 The utility will provide an immediate response to any event causing or having the potential to cause an ignition or other safety situation.  The utility will immediately communicate to City of Vallejo Fire and Police of an event requiring a response by public safety.
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 The utility will further communicate with City of Vallejo Public Works or other City staff as may be necessary.

B. Public Communication
Presently, public communication occurs primarily through the PPC website, the “Everbridge” alert system and social media outlets such as Facebook and Mare Island Next Door.

The Everbridge email, phone and text notification system facilitates immediate communication with the public during a fire and other emergencies.

C. Coordination with Water Utilities / Department
PPC is in regular communication with the City of Vallejo Water Department in its normal course of business.

During an emergency, PPC staff would work with the water department to de- energize electrical circuits as may be necessary and provide other general assistance as may be required. The City of Vallejo does not have electric pumping facilities within the PPC service territory.

D. Coordination With Communication Infrastructure Providers Coordination with communication infrastructure providers would be through incident first responders and through the City of Vallejo Communications Center (911 Call Center).

D. Standardized Emergency Management System
PPC participates in planning, communication, and coordination obligations pursuant to the California Office of Emergency Services’ Standardized Emergency Management System (“SEMS”) Regulations,1 adopted in accordance with Government Code section 8607.

The SEMS Regulations specify roles, responsibilities, and structures of communications at five different levels: field response, local government, operational area, regional, and state.2 Pursuant to this structure, PPC 1 19 CCR § 2407.
2 Cal. Gov. Code § 2403(b):
(1) “Field response level” commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to an incident or threat.
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coordinates and communicates with the relevant safety agencies as well as other relevant local and state agencies.

Under the SEMS structure, planning and preparation is done at the County level, including the coordination of efforts of public and private organizations. Solano County serves as the Operational Area and is guided by the Solano County Office of Emergency Services. Pursuant to the SEMS structure, PPC participates in periodic information, planning and training exercises with both Solano County and the City of Vallejo.

PPC is a member of the California Utility Emergency Association (“CUEA”), which plays a key role in ensuring communications between utilities and the Office of Emergency Services (“OES”) during emergencies.

V. Ignition Risks and Drivers Associated with Design, Construction, Operation, and Maintenance
A. Particular Risks and Risk Drivers Associated With Topographic and Climatological Risk Factors
Within PPC’s service territory and the surrounding areas, the primary risk drivers for an ignition are the following:
 Extended drought
(2) “Local government level” manages and coordinates the overall emergency response and recovery activities within their jurisdiction.
(3) “Operational area level” manages and/or coordinates information, resources, and priorities among local governments within the operational area and serves as the coordination and communication link between the local government level and the regional level.
(4) “Regional level” manages and coordinates information and resources among operational areas within the mutual aid region designated pursuant to Government Code §8600 and between the operational areas and the state level. This level along with the state level coordinates overall state agency support for emergency response activities. (5) “State level” manages state resources in response to the emergency needs of the other levels, manages and coordinates mutual aid among the mutual aid regions and between the regional level and state level, and serves as the coordination and communication link with the federal disaster response system. 259
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 Vegetation type
 Vegetation Density
 Weather
 High winds
 Terrain
 Changing Weather Patterns (Climate Change)
 Communities or Facilities at Risk
 Fire History
B. Enterprisewide Fire Safety Risks
Enterprise-wide safety risks are almost exclusively limited to the energized overhead PPC distribution system (Exhibit B). Within the overhead distribution system, sections of circuits to the south of the service territory are in areas of light grasses, moderate to heavy brush and some trees (“South Island”). Overhead circuits in the center of the service territory are in areas of some trees (“Club Drive”). Circuits on the north end of the service territory have light grasses and similar vegetation (“North Island).

Refer to Exhibit C.

The underground portion of the distribution system poses low risk of ignition, as the underground system is in developed commercial, industrial, and residential areas. Events in these areas tend to be highly localized and absent vegetation.

C. Changes to CPUC Fire Threat Map
PPC does not propose nor believe there to be a need to alter or expand the CPUC Fire Threat Map as it relates to the PPC’s Service Territory on Mare Island, Vallejo. Please refer to Exhibit A.

D. Grid Hardening
The North Island, as shown in Exhibit B has few active facilities, contains 26 wood poles, and is slated for full mixed-use development (residential, commercial). At the time of development, any remaining overhead lines and poles will be removed, and all electrical facilities will be undergrounded. Circuit maintenance and vegetation management will continue until such time.
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The two other overhead circuits – Club Drive and South Island – will be undergrounded at such time the poles and related appurtenances are no longer serviceable. Vegetation management will continue until that time.

All other above-ground facilities, such as substations, are fenced, have security lighting and are subject to annual vegetation management.

VI. Ignition Preventative Strategies
A. CPUC High Fire Threat District
PPC was not a participant in the development of the CPUC Fire-Threat Map,3 which designates a High-Fire Threat District.

PPC’s utility operations are not within any CPUC identified High-Fire Threat District.

PPC self-performed identifying any areas of PPC’s service territory that are at an elevated risk of power line caused ignitions. PPC has incorporated the elements of this plan and prudent utility practice into its construction, inspection, maintenance, repair, and clearance practices, where applicable.

B. Weather Monitoring
PPC monitors current and forecasted regional weather data from several sources:
 www.Weather.com
 www.Windfiner.com
 Local Fire District Warnings
 United States National Weather Service Alerts
PPC utilizes commercially available internet services to monitor local and regional weather conditions. For temperature and humidity and related current local and forecast conditions including alerts, we refer to www.Weather.com For current and forecast wind conditions, PPC -Island Energy utilizes www.Windfinder.com to monitor prevailing winds within our service territory and the surrounding region. Windfinder has eight (8) monitoring stations in Vallejo 3 Adopted by CPUC Decision 17-12-024.
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and nearby, providing an overall view of prevailing winds at any given time. The greater San Francisco Bay Area has several dozens of Windfinder monitoring points.

Please refer to the regional Windfinder Figure that follows and the Windfinder website.

C. Fire Watch, Red Flag and other Alerts
PPC receives Fire Watch, Red Flag and related alerts, such as San Pablo Bay and Napa River small craft advisories, from the National Weather Service (NWS) directly to our computer task bars where we then implement system watch activities such as vehicle patrols of the systems 59 poles. PPC operates its utility in NWS weather zone 018 (CAZ018).
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Figure: Windfinder Regional Wind Map
PPC–Island Energy
Service Territory
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PPC assigns one of four operating conditions based on the relevant weather data and knowledge of local conditions:
(1) Normal: During normal conditions, no changes are made to operations or work policy.
(2) Elevated: During elevated ignition conditions, PPC will periodically monitor both electrical system and weather conditions.
(3) Extreme: During extreme ignition conditions, PPC will perform mobile patrols and inspections of the distribution system within areas of high vegetation and ignition risk.
(4) Red Flag: If the National Weather Service declares a Red Flag Warning for any portion of PPC’s service territory, PPC may selectively de-energize portions of its overhead distribution system.

D. Design and Construction Standards
PPC’s electric facilities are designed and constructed to meet or exceed the relevant federal, state, or industry standard. PPC treats CPUC General Order (GO) 95 as a key industry standard for design and construction standards for overhead electrical facilities. PPC meets or exceeds all standards in GO 95.

Additionally, PPC monitors and follows as appropriate the National Electric Safety Code.

E. Vegetation Management
PPC meets or exceeds the minimum industry standard for vegetation management practices. The recommended time-of-trim guidelines do not establish a mandatory standard, but instead provide useful guidance to utilities.

PPC will use specific knowledge of growing conditions and tree species to determine the appropriate time of trim clearance in each circumstance. Please refer to Exhibit D, PPC Metrics FY 2021 – 2022 .
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GO 95, Rule 35, Table 1
Case Type of Clearance Trolley
Contact,
Feeder and
Span Wires,
0-5kv
Supply
Conductors
and Supply
Cables, 750
– 22,500
Volts
Supply
Conductors
and Supply
Cables, 22.5
– 300 kV
Supply
Conductors
and Supply
Cables, 300
– 550 kV
(mm)
13 Radial clearance of
bare line
conductors from
tree branches or
foliage
18 inches 18 inches ¼ Pin
Spacing
½ Pin
Spacing
14 Radial clearance of
bare line
conductors from
vegetation in the
Fire-Threat District
18 inches 48 inches 48 inches 120 inches
Appendix E
Guidelines to Rule 35
The radial clearances shown below are recommended minimum clearances that should be established, at time of trimming, between the vegetation and the energized conductors and associated live parts where practicable.

Reasonable vegetation management practices may make it advantageous for the purposes of public safety or service reliability to obtain greater clearances than those listed below to ensure compliance until the next scheduled maintenance. Each Utility may determine and apply additional appropriate clearances beyond clearances listed below, which take into consideration various factors, including: line operating voltage, length of span, line sag, planned maintenance cycles, location of vegetation within the span, species type, experience with particular species, vegetation growth rate and characteristics, vegetation management standards and best practices, local climate, elevation, fire risk, and vegetation trimming requirements that are applicable to State Responsibility Area lands pursuant to Public Resource Code Sections 4102 and 4293.

Voltage of Lines Case 13 Case 14
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Radial clearances for any conductor
of a line operating at 2,400 or more
volts, but less than 72,000 volts
4 feet 12 feet
Radial clearances for any conductor
of a line operating at 72,000 or more
volts, but less than 110,000 volts
6 feet 20 feet
Radial clearances for any conductor
of a line operating at 110,000 or
more volts, but less than 300,000
volts
10 feet 30 feet
Radial clearances for any conductor
of a line operating at 300,000 or
more volts
15 feet 30 feet
Within higher fire threat areas, PPC performs an evaluation of every tree that has the potential to strike overhead facilities it if were to fail on an estimated annual basis. PPC performs more frequent and detailed inspections of any such trees, and in cases where “hazard trees” (Dead, Dying, Diseased or leaning) could strike the facilities, will work with the City of Vallejo (or property owner) to remove the tree or portion of the tree that poses a risk. Please refer to Exhibit C – PPC Pole Segments
F. Inspections
PPC meets or exceeds the minimum inspection requirements provided in CPUC GO 165 and CPUC GO 95, Rule 18. Pursuant to these rules, PPC inspects electric facilities in areas of high fire threat more frequently than the other areas of its service territory.

Additionally, PPC staff uses their knowledge of the specific environmental and geographical conditions to determine when areas outside of a higher fire threat area require more frequent inspections.

If PPC staff discovers a facility in need of repair that is owned by an entity other than PPC (such as a utility customer), PPC will issue a notice to repair to the facility owner and work to ensure that necessary repairs are completed promptly.

PPC works to ensure that all inspections to be performed within its service territory are completed generally in late spring, with mitigation performed not later than September 1st.
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PPC monitors drought conditions and other relevant factors throughout the year to determine if inspections should be completed on a shorter timeframe.

G. Workforce Training
PPC has implemented work rules and complementary training programs for its workforce to help reduce the likelihood of a PPC related ignition.

Specific training includes safety monitoring of system distribution facilities, identification of circuit disconnect / isolation points and right-of-way brush management and removal.

H. Reclosing Policy
“Reclosers” are electrical fault detection devices that trip-open when detecting an electrical fault, but then “reclose” the circuit to test if the fault was temporary.

PPC does not currently employ the use of ‘reclosers’ within its service territory and does not have plans to add such devices in the future.

I. De-energization
PPC has the authority to preemptively shut off power due to ignition-threat conditions; however, this option will only be used in extraordinary circumstances.

PPC will make a case-by-case decision to shut off power based on the following considerations:
 Red Flag Warnings issued by the National Weather Service for fire weather zones that contain PPC circuits;
 PPC staff assessments of local conditions, including wind speed (sustained and gust), humidity and temperature, fuel moisture, fuel loading and data from area weather stations;
 Real-time information from staff located in areas identified as at risk of being subject to extreme weather conditions;
 Input from PPC, fire experts and vegetation experts;
 Input from local and state fire authorities regarding the potential consequences of ignitions in select locations;
 Alternative ways to reroute power to affected areas;
 Awareness of mandatory or voluntary evacuation orders in place;  Expected impact of de-energizing circuits on essential services; 267
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 Other operational considerations to minimize potential ignitions, including the blocking of reclosers on the identified circuit(s);  On-going fire activity throughout PPC territory and California;  Ability to notify customers;
 Notifications to local governments and public officials; and  Potential impacts to communities and customers
J. Impacts to Public Safety
In the event of the need to shut off power within the service territory, or when PG&E’s supply of power to PPC is shutoff, the following may be impacted:
 Customers with special medical devices requiring power and not having backup.
 City of Vallejo streetlights and traffic signals are out  US Coast Guard ship traffic radar station is out
 Vallejo G Street Causeway Bridge inoperable
Note that many critical facilities within the utility service territory have back-up generation, including the VA Medical Clinic, US Coast Guard communications facility and WETA Bay Ferry terminal.

There are no water treatment, wastewater treatment of primary police or fire facilities within the utility service territory.

K. Customer Notification Protocols
The basic protocols for customer notification remain telephone, email, the utility website and social media.

Customers will be notified in advance of a planned shutdown, whether by PPC or by PG&E – to the extent PPC is made aware of or can anticipate a grid-wide shutdown event by PG&E.

Future customer and public notification schemes include ‘Everbridge’ email, phone and text notifications.
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VII. Community Outreach and Public Awareness
PPC has performed community outreach regarding potential ignitions and power outage risk in three ways:

1. PPC had previously drafted and issued a statement regarding the potential for power interruptions on Mare Island due to PG&E PSPS an ignition risk. PPC has posted the Wildfire Mitigation Plan on its website under “Regulations and Rates”. PPC also uses social media and the Everbridge communications platform for public outreach.

2. Responding to individual customer inquiries regarding the potential for power interruptions.

3. Fiscal Year Public Rate Hearings on Mare Island
Going forward, other public meetings and tools such as ‘Everbridge’ will be employed. PPC will also continue to use social media to communicate important public and customer information.

VIII. Restoration of Service
Restoration of electric distribution services will be per PPC utility operation procedures. Such procedures include, but are not limited to:

1. Inspect involved facilities and any related facilities for damage and/or operability. Perform repairs or replacement as may be necessary.

2. Check relay protections and circuit breaker status for correct setting / position.

3. Confirm circuit phasing.

4. Perform circuit switching per switching protocol.

5. Confirm restoration and normal operation of system.

6. Perform final safety check.

IX. Evaluation of the Plan
A. Metrics and Assumptions for Measuring Plan Performance PPC will track two metrics to measure the performance of this Wildfire Mitigation Plan: (1) number of ignitions; and (2) wires down within the service territory. 269
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1. Metric: PPC Ignitions
For purposes of this metric, a fire ignition is defined as follows:
 A PPC facility was associated with the fire;
 The fire was self-propagating and of a material other than electrical and/or communication facilities;
 The resulting fire traveled greater than one linear meter from the ignition point; and
 PPC has knowledge that the fire occurred.

In future Wildfire Mitigation Plans, PPC will provide the number of ignitions that occurred that were less than 10 acres in size. Any fires greater than 10 acres will be individually described.

2. Metric: Wires Down
The second metric is the number of distribution and/or transmission wires downed within PPC’s service territory. For purposes of this metric, a “wires down” event includes any instance where an electric transmission (PPC does not own, operate or maintain transmission facilities) or primary distribution conductor falls to the ground or on to a foreign object.

PPC does not have any facilities within a defined High Fire Threat District PPC will not normalize this metric by excluding unusual events, such as severe storms or vandalism – such as attempted copper theft and poles that have been vandalized in the past. Instead, PPC will supplement this metric with a qualitative description of any such unusual events.

B. Impact of Metrics on Plan
In the initial years, PPC anticipates that there will be relatively limited data gathered through these metrics. However, as the data collection history becomes more robust, PPC will be able to identify areas of its operations and service territory that are disproportionately impacted. PPC will then evaluate potential improvements to the plan.
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C. Monitoring and Auditing the Plan
This Wildfire Mitigation Plan is developed by the utility Power Company Manager with initial review by his retained executive management professional. The plan is then forwarded to the PPC Director for review, who also serves as the City of Pittsburg Deputy City Manager.

The PPC Director may seek additional review from the Planning Department and the City Attorney’s office. Upon completion of the internal review and all comments have been incorporated, a Staff Report is drafted along with a Resolution for adoption by the PPC Board of Directors.

The updated plan, along with the Staff Report and Resolution are presented to the PPC Board annually. The PPC Board will conduct a Public Hearing on the plan every three years, which will be noticed directly to customers and interested parties within the PPC service territory along with local media outlets and social media.

L. Identifying and Correcting Deficiencies in the Plan
Deficiencies in the plan will be identified by ongoing distribution system safety reviews, field operations, and identified ‘lessons learned’ from other POU’s.

Responsibility for correcting deficiencies within the plan and implementing corrective actions or plans will be the responsibility of the Power Company Manager.

D. Monitoring the Effectiveness of Inspections
PPC will monitor the effectiveness of its inspections through written reports and periodic field verification by others, including the Power Company Manager.

X. Independent Evaluator
Public Utilities Code section 8387© requires PPC to engage with a qualified independent evaluator with experience in assessing the safe operation of electrical infrastructure to review and assess the comprehensiveness of this Wildfire Mitigation Plan. The independent evaluator must issue a report that is posted to PPC’s website. This report must also be presented to PPC Board of Directors at a public hearing.
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Going forward, PPC will utilize the City of Vallejo Fire Marshall as the qualified independent evaluator with experience in assessing the safe operation of electrical distribution infrastructure and related facilities on Mare Island Vallejo.

The Fire Marshal independent evaluator is physically located on Mare Island Vallejo and is familiar with the PPC service territory, utility operations and has worked with PPC on specific potential ignition hazards previously.
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EXHIBIT A
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EXHIBIT B
South Island
North Island
Club Drive
274

EXHIBIT C

PPC WOOD POLE SEGMENTS DESCRIPTION

SOUTH ISLAND
The 12vV overhead distribution line on South Island is a combination of underground conduit and overhead wood poles and serves US Coast Guard telecommunications and ship traffic radar facilities. There is a total of twenty-four (24) poles in this circuit.

Of the 24 poles, 20 are in areas of light grasses or gravel. Four (4) poles are located adjacent to areas of light vegetation, brush and trees. 275

CLUB DRIVE
The 12kV overhead distribution line on Club Drive originates in an underground vault at Touro University and travels south to serve the USDA Forest Service office building and street lighting. There are a total of nine (9) wood poles on this circuit.

There are trees encroaching on the right-of way, and periodic tree maintenance is performed to prevent branches from impacting the overhead lines. Please refer to Exhibit D – PPC Metrics FY 2021 – 2022.
276

NORTH ISLAND
The North Island overhead is a 2.4kV circuit serving street lighting and a flood control district pump. There are a total of twenty-six (26) wood poles on this circuit.

The poles are in light to moderate grasses, shrubs and in proximity to several trees.

The area is regularly maintained by the Mare Island Master Developer including mowing and weed / grasses abatement. Three (3) poles are located near trees, which are regularly inspected and maintained as necessary.
277

EXHIBIT D
PPC Metrics FY 2021 – 2022
# Metric: No. Date: Explanation:
1 PPC Ignitions 0
2 Downed Wires 0
3 Non-PPC Ignitions 0
4 Vandalism 0 Vandalism to overhead distribution lines and wood poles, or other facilities with the potential for ignitions.

Inspections:
5 Fall 1 10/1/2022 Grasses acceptable – defer tree abatement until spring. 6 Spring 1 2/14/2022 Tree Trimming required on Club Drive, pole base grasses removal.

Abatement:
7 Tree Trimming 1 2/18/2022 Tree branches, brush removal and ROW clearing on Club Drive. 8 Grasses, Brush Removal 1 5/25/2022 Around all wood poles per GO 95 – 2 weeks duration. 278

EXHIBIT E

PUBLIC UTILITIES CODE - CPUC
DIVISION 4.1. PROVISIONS APPLICABLE TO PRIVATELY OWNED AND PUBLICLY OWNED PUBLIC UTILITIES [8301 - 8390] ( Heading of Division 4.1 amended by Stats. 1988, Ch. 1560, Sec. 2. )
CHAPTER 6. Wildfire Mitigation [8385 - 8389] ( Chapter 6 added by Stats. 2016, Ch. 598, Sec. 1. )
8387.
(a) Each local publicly owned electric Utility and electrical cooperative shall construct, maintain, and operate its electrical lines and equipment in a manner that will minimize the risk of ignition posed by those electrical lines and equipment. (b) (1) The local publicly owned electric Utility or electrical cooperative shall, before January 1, 2020, prepare a Wildfire Mitigation Plan. After January 1, 2020, a local publicly owned electric Utility or electrical cooperative shall prepare a Wildfire Mitigation Plan annually and shall submit the plan to the California Wildfire Safety Advisory Board on or before July 1 of that calendar year. Each local publicly owned electric Utility and electrical cooperative shall update its plan annually and submit the update to the California Wildfire Safety Advisory Board by July 1 of each year. At least once every three years, the submission shall be a comprehensive revision of the plan. (2) The Wildfire Mitigation Plan shall consider as necessary, at minimum, all of the following:
(A) An accounting of the responsibilities of persons responsible for executing the plan. (B) The objectives of the Wildfire Mitigation Plan.
(C) A description of the preventive strategies and programs to be adopted by the local publicly owned electric Utility or electrical cooperative to minimize the risk of its electrical lines and equipment causing ignitions, including consideration of dynamic climate change risks.
(D) A description of the metrics the local publicly owned electric Utility or electrical cooperative plans to use to evaluate the Wildfire Mitigation Plan’s performance and the assumptions that underlie the use of those metrics.
(E) A discussion of how the application of previously identified metrics to previous Wildfire Mitigation Plan performances has informed the Wildfire Mitigation Plan. 279
(F) Protocols for disabling reclosers and deenergizing portions of the electrical distribution system that consider the associated impacts on public safety, as well as protocols related to mitigating the public safety impacts of those protocols, including impacts on critical first responders and on health and communication infrastructure. (G) Appropriate and feasible procedures for notifying a customer who may be impacted by the deenergizing of electrical lines. The procedures shall consider the need to notify, as a priority, critical first responders, health care facilities, and operators of telecommunications infrastructure.
(H) Plans for vegetation management.
(I) Plans for inspections of the local publicly owned electric Utility’s or electrical cooperatives electrical infrastructure.
(J) A list that identifies, describes, and prioritizes all wildfire risks, and drivers for those risks, throughout the local publicly owned electric Utility’s or electrical cooperative’s service territory. The list shall include, but not be limited to, both of the following:
(i) Risks and risk drivers associated with design, construction, operation, and maintenance of the local publicly owned electric Utility’s or electrical cooperative’s equipment and facilities.
(ii) Particular risks and risk drivers associated with topographic and climatological risk factors throughout the different parts of the local publicly owned electric Utility’s or electrical cooperative’s service territory. (K) Identification of any geographic area in the local publicly owned electric Utility’s or electrical cooperative’s service territory that is a higher wildfire threat than is identified in a commission fire threat map, and identification of where the commission should expand a high fire-threat district based on new information or changes to the environment.
(L) A methodology for identifying and presenting enterprise-wide safety risk and wildfire- related risk.
(M) A statement of how the local publicly owned electric Utility or electrical cooperative will restore service after a wildfire.
(N) A description of the processes and procedures the local publicly owned electric Utility or electrical cooperative shall use to do all of the following:
(i) Monitor and audit the implementation of the Wildfire Mitigation Plan. 280
(ii) Identify any deficiencies in the Wildfire Mitigation Plan or its implementation and correct those deficiencies.
(iii) Monitor and audit the effectiveness of electrical line and equipment inspections, including inspections performed by contractors that are carried out under the plan, other applicable statutes, or commission rules. (3) The local publicly owned electric Utility or electrical cooperative shall, on or before January 1, 2020, and not less than annually thereafter, present its Wildfire Mitigation Plan in an appropriately noticed public meeting. The local publicly owned electric Utility or electrical cooperative shall accept comments on its Wildfire Mitigation Plan from the public, other local and state agencies, and interested parties, and shall verify that the Wildfire Mitigation Plan complies with all applicable rules, regulations, and standards, as appropriate.
(c) The local publicly owned electric Utility or electrical cooperative shall contract with a qualified independent evaluator with experience in assessing the safe operation of electrical infrastructure to review and assess the comprehensiveness of its Wildfire Mitigation Plan. The independent evaluator shall issue a report that shall be made available on the internet website of the local publicly owned electric Utility or electrical cooperative and shall present the report at a public meeting of the local publicly owned electric Utility’s or electrical cooperative’s governing board. (Amended by Stats. 2019, Ch. 79, Sec. 20. (AB 1054) Effective July 12, 2019.) 281

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Power Company Resolution Approving a Consultant Agreement with Dunbar and Associates for Fiscal Year 2022-2023
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
Pittsburg Power Company (PPC) is seeking to enter into a consultant agreement (Agreement) with Dunbar and Associates (Consultant) for the period of July 1, 2022 through June 30, 2023 for the administration of the Future Build Program (Future Build) and for guidance in the areas of Human Resources, Economic Development, solar energy and project management services as necessary.

FISCAL IMPACT
The Consultant shall be paid monthly for the actual fees, costs and expenses for all time and materials required and expended, but in no event shall total compensation exceed the total amount of One Hundred Thousand Dollars ($100,000) from account number 590- 47101-2199. The budget for the Consultant will be allocated upon the adoption of PPC’s budget for fiscal year 2022-2023.

RECOMMENDATION
The Governing Board of the Pittsburg Power Company approve the Resolution approving the Agreement.

BACKGROUND
The Consultant has been providing services to PPC for Future Build since 2011. The Consultant developed the curriculum, budget, governance rules, regulations and agreements in order to continue the fiscal and operational sustainability of Future Build.

Future Build is a partnership of the PPC, Workforce Development Board, Pittsburg Adult Education Center, Contra Costa Building and Construction Trades Council, GRID Alternatives, Northern California Laborers Training, Environmental Protection Agency, Y & H 282
Soda Foundation, and Open Opportunities, Inc. to provide East County residents with 16+ weeks of pre-apprenticeship training in the building trades and solar theory, construction, and installation.

Since July 1, 2014, the Consultant’s services were expanded to include mentoring and advice to the Human Resources Department. This includes advising the City Manager and Deputy City Manager on findings and recommendations.

SUBCOMMITTEE FINDINGS
This item was not submitted to a subcommittee.

STAFF ANALYSIS
PPC seeks to retain the Consultant’s services from July 1, 2022 through June 30, 2023 in accordance with the Work Program attached hereto and incorporated herein by this reference as Exhibit “A”. The services will include the administration of Future Build, guidance in the areas of Human Resources, Economic Development, solar energy and project management as necessary. The Agreement may be extended, if mutually agreed upon by the PPC and Consultant for one year.

ATTACHMENTS: Resolution
Agreement
Report Prepared By: Melaine Venenciano, Senior Administrative Analyst 283
Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY In the Matter of:

Approving a Consultant Agreement with ) RESOLUTION NO. 22- Dunbar and Associates for Fiscal Year )
2022-2023 )
WHEREAS, the Pittsburg Power Company (PPC) is proposing to enter into a consultant agreement (Agreement) with Dunbar and Associates (Consultant) for the administration of the Future Build Program (Future Build) and for guidance in the areas of Human Resources, Economic Development, solar energy, and project management services as necessary; and
WHEREAS, the Consultant has been providing services to PPC for Future Build since 2011; and
WHEREAS, the Consultant developed the curriculum, budget, governance rules, regulations, and agreements in order to continue the fiscal and operational sustainability of Future Build; and
WHEREAS, Future Build is a partnership of the PPC, Workforce Development Board, Pittsburg Adult Education Center, Contra Costa Building and Construction Trades Council, GRID Alternatives, Northern California Laborers Training, Environmental Protection Agency, Y & H Soda Foundation, and Open Opportunities, Inc. to provide East County residents with 16+ weeks of pre-apprenticeship training in the building trades and solar theory, construction, and installation; and
WHEREAS, since July 1, 2014, the Consultant’s services were expanded to include mentoring and advice to the Human Resources Department. This includes advising the City Manager and Assistant City Manager on findings and recommendations; and WHEREAS, PPC seeks to retain the Consultant’s services in a new agreement from July 1, 2022 through June 30, 2023. The Agreement may be extended, if mutually agreed upon by the PPC and the Consultant for one year.

NOW, THEREFORE BE IT RESOLVED that the Governing Board of the Pittsburg Power Company hereby approves the Agreement with Dunbar and Associates for fiscal year 2022-2023.

PASSED AND ADOPTED by the Governing Board of the Pittsburg Power Company Board of Directors at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:
284
Resolution No. 22- Page 2 of 2 June 20, 2022
ABSTAINED:

ABSENT:
___________________________
Holland Barrett White, Chair
ATTEST:
________________________________
Garrett Evans, Executive Secretary
285
PPC Consultant Contract
Dunbar & Associates
July 1, 2022

CONTRACT FOR SERVICES
THIS CONTRACT is made on July 1, 2022 between the Pittsburg Power Company, a Joint Powers Authority ("PPC"), and Dunbar & Associates ("Consultant").

WITNESSETH:

WHEREAS, PPC proposes to utilize the services of the Consultant for the development of curriculum, budget, governance rules, regulations and agreements and any and all memoranda of understanding to achieve the objective of fiscal and operational sustainability of the pre -apprenticeship and "green" constructi on training program and known as Future Build; and
WHEREAS, the Consultant has presented a proposal for such services as a Work Program to PPC, (attached hereto and incorporated herein as Exhibit "A") and is duly licensed, qualified and experienced to perform those services.

NOW, THEREFORE, the parties hereto mutually agree as follows:

I. SCOPE OF SERVICES:

A. Consultant shall do all work, attend all meetings, produce all reports and carry out all activities necessary to completion of the services described in the Work Program. This Contract and its exhibits shall be known as the "Contract Documents." Terms set forth in any Contract Document shall be deemed to be incorporated in all Contract Documents as if set forth in full therein. In the event of conflict between terms contained in these Contract Documents, the more specific term shall control. If any portion of the contract Documents shall be in conflict with any other portion, provisions contained in the Contract shall govern over conflicting provisions contained in the exhibits to the Contract.

B. Consultant enters into this Contract as an independent contracto r and not as an employee of PPC. The Consultant shall have no power or authority by this Contract to bind PPC in any respect. Nothing in this Contract shall be construed to be inconsistent with this relationship or status. All employees, agents, contractors or subcontractors hired or retained by the Consultant are employees, agents, contractors or subcontractors of the Consultant and not of PPC. PPC shall not be obligated in any way to pay any wage claims or other claims made against Consultant by any such employees, agents, contractors or subcontractors, or any other person resulting from performance of this Contract.
286
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July 1, 2022

C. The Consultant agrees it has satisfied itself by its own investigation and research regarding the conditions affecting the work to be done an d labor and materials needed, and that its decision to execute this Contract is based on such independent investigation and research.

II. TIME OF PERFORMANCE:

The following time schedule shall be followed:

A. The services of Consultant are to commence on July 1, 2022 and shall be undertaken and completed no later than June 30, 20 22 (Term). PPC and Consultant may, by mutual written agreement, exercise the option to extend the Term for one additional year.

B. If the option to extend for one additional year is exercised PPC and Consultant shall agree on the compensation.

Ill. COMPENSATION:

A. The Consultant shall be paid monthly for the actual fees, costs and expenses for all time and materials required and expended, but in no event shall total compensation exceed the total amount of One Hundred Thousand Dollars ($100,000) this Contract.

B. Said amount shall be paid upon submittal of a monthly billing showing completion of the tasks that month.

C. If the work is halted at the request of PPC, compensation shall be based upon the proportion that the work performed bears to the total work required by this Contract.

D. If the Contract is extended, compensation shall be mutually agreed upon by PPC and the Consultant .

IV. TERMINATION:

This Contract may be terminated, without cause, at any time by PPC upon seven days' written notice. Upon receipt of such notice, Consultant shall cease all work under this Contract. In the event of any such termination, the Consultant shall be compensated as provided for in this Contract. Upon such termination, PPC shall be entitled to all work, including but not limited to, appraisals, inventories, studies, analyses, drawings and data estimates performed to that date in accordance with Section VII hereof. The obligations of paragraph/section XV of this Contract relating to Consultant's obligations to defend and indemnify PPC shall survive any termination of this Contract. 287
PPC Consultant Contract
Dunbar & Associates
July 1, 2022

Notwithstanding any provisions of this Contract, Consultant shall not be relieved of liability to PPC for damages sustained by PPC by virtue of any breach of this Contract by Consultant, and PPC may withhold any payments due to Consultant until such time as the exact amount of damages, if any, due PPC from Consultant is determined.

V. CHANGES:

PPC may, from time to time, request changes in the scope of the services of Consultant to be performed hereunder. Such changes, including any increase or decrease in the amount of Consultant's compensation and/or changes in the schedule must be authorized in advance by PPC in writin g. Mutually agreed changes shall be incorporated in written amendments to this Contract, or the attached work program.

VI. EXTENSIONS OF TIME:

Consultant may, for good cause, request extensions of time to perform the services required hereunder. Such extensions shall be authorized in advance by PPC in writing and shall be incorporated in written amendments to this Contract or the attached Work Program.

VII. PROPERTY OF PPC:

It is mutually agreed that all materials prepared by the Consultant under this Contract shall become the property of PPC, and the Consultant shall have no property right therein whatsoever. Immediately upon termination, PPC shall be entitled to, and the Consultant shall deliver to PPC, all data, drawings, specifications, reports, estimates, summaries and other such materials and commission as may have been prepared or accumulated to date by the Consultant in performing this Contract which is not Consultant's privileged information, as defined by law, or Consultant's personnel information.

VIII. COMPLIANCE WITH LOCAL LAW:

Consultant shall comply with all applicable laws, ordinances, and codes of federal, state and local governments, and shall commit no trespass on any public or private property in performing any of the work authorized by this Contract.

IX. WARRANTY:

Consultant agrees and represents that it is qualified to properly provide the services set forth in Exhibit "A" in a manner which is consistent with the generally accepted standards of Consultant's profession. Consultant further represents and agrees that it will perform said services in a legally adequate manner in conformance with applicable federal, state and local laws and guidelines. 288
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X. SUBCONTRACTING:

Except as set forth in Exhibit "A" for work to be performed, no other services covered by this Contract shall be subcontracted without the prior written consent of PPC, which will not be unreasonably withheld. Consultant shall be as fully responsible to PPC for the negligent acts and omissions of its contractors and subcontractors, and of persons either directly or indirectly employed by them, as it is for the negligent acts and omissions of persons directly employed by Consultant.

XI. ASSIGNABILITY:

Consultant shall not assign or transfer any interest in this Contract whether by assignment or novation, without the prior written consent of PPC. However, claims for money due or to become due Consultant from PPC under this Contract may be assigned to a financial institution, or to a trustee in bankruptcy, without such approval. Consultant shall furnish promptly notice of any assignment or transfer, whether voluntary or involuntary, to PPC.

XII. INTEREST IN CONTRACT :

Consultant covenants that neither it, nor any of its employees, agents, contractors, or subcontractors has any interest, nor shall th ey acquire any interest, direct or indirect, in the subject of the Contract, nor any other interest which would conflict in any manner or degree with the performance of its services hereunder.

Consultant shall make all disclosures required by PPC's conflict of interest code in accordance with the category designated by PPC, unless PPC Manager determines in writing that Consultant's duties are more limited in scope than is warranted by the category designated by PPC code and that a narrower disclosure category should apply.

Consultant also agrees to make disclosure in compliance with PPC conflict of interest code if, at any time after the execution of this agreement, PPC determines and notifies Consultant in writing that Consultant's duties under this agreem ent warrant greater disclosure by Consultant than was originally contemplated. Consultant shall make disclosures in the time, place and manner set forth in the conflict of interest code and as directed by PPC.
289
PPC Consultant Contract
Dunbar & Associates
July 1, 2022

XIII. MATERIALS CONFIDENTIAL:

All of the materials prepared or assembled by Consultant pursuant to performance of this Contract are confidential and Consultant agrees that they shall not be made available to any individual or organization without the prior written approval of PPC, except by court order.

XIV. LIABILITY OF CONSULTANT - NEGLIGENCE:

Consultant shall be responsible for performing the work under th is Contract in a manner which i s consistent with the generally accepted standards of the Consultant's profession and shall be liable for its own negligence and the negligent acts of its employees, agents, contractors and subcontractors. PPC shall have no right of control over the. manner in which the work is to be done but only as to its outcome, and shall not be charged with the responsibility of preventing risk to Consultant or its employees, agents, contractors or subcontractors.

XV. INDEMNITY AND LITIGATION COSTS:

Consultant shall indemnify, defend, and hold harmless PPC, its officers, officials, agents, and employees from and against any and all claims, damages, demands, liability, costs, losses and expenses, including without limitation court costs and reasonable attorneys' fees arising out of or in connection with Consultant's negligent performance of work hereunder or its negligent failure to comply with any of its obligations contained in the Contract Documents, except such loss or damage which was caused by the sole negligence, or willful misconduct of PPC.

XVI. CONSULTANT TO PROVIDE INSURANCE:

Consultant shall procure and maintain for the duration of the Contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the pe rformance of the work hereunder by the C onsultant, its agents, representatives, or employees.

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if C onsultant has no owned autos, Code 8 (hired) and 9 290
PPC Consultant Contract
Dunbar & Associates
July 1, 2022

(non-owned), with limit no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

No workers' compensation insurance shall be required for the C onsultant’s independent contractors.

“I certify that I, C onsultant, have employees for whom I provide workers’ compensation insurance. I also have independent contractors for which I am exempt from the legal requirement that I provide worker’s compensation insurance.”

_____________________________ (Signature) ________________________ (Print Name)

4. Professional Liability (Errors and Omissions) Insur ance appropriates to the Consultant’s profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate.

If the C onsultant maintains broader coverage and/or higher limits than the minimums shown above, the City requires and sha ll be entitled to the broader coverage and/or the higher limits maintained by the contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

Additional Insured Status
The City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with re spect to liability arising out of work or operations performed by or on behalf of the C onsultant including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an end orsement to the C onsultant’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).

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July 1, 2022

Primary Coverage
For any claims related to this contract, the C onsultant’s insurance coverage shall be primary insurance primary coverage at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees, and volunteers. Any insurance or self- insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.

Notice of Cancellation
Each insurance policy required above shall state that coverage shall not be canceled, except with notice to the Consultant.

Waiver of Subrogation
Consultant hereby grants to City a waiver of any right to subrogation which any insurer of said C onsultant may acquire against the City by virtue of the payment of any loss under such insurance. C onsultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the Ci ty has received a waiver of subrogation endorsement from the insurer.

Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City. The City may require the C onsultant to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self -insured retention may be satisfied by either the named insured or City.

Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in the state with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.

Claims Made Policies
If any of the required policies provide coverage on a claims-made basis:

1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. If coverage is canceled or non -renewed, and not replaced with another claims - made policy form with a Retroactive Date prior to the contract effective date, the 292
PPC Consultant Contract
Dunbar & Associates
July 1, 2022

Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.

Verification of Coverage
Consultant shall furnish the City with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting coverage required by this clause) and a copy of the Declarations and Endorsement Page of the CGL policy listing all policy endorsements to City before work begins. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The C onsultant reserves the right to requi re complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Subcontractors
Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors.

Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

XVII. MISCELLANEOUS PROVISIONS:

A. The Consultant shall designate a project manager who at all times shall represent the Consultant before PPC on all matters relating to this Contract.

The project manager shall continue in such capacity unless and until he or she is removed at the request of PPC, is no longer employed by Consultant, or replaced with the written approval of P PC, which approval shall not be unreasonably withheld.

B. The Consultant shall keep itself fully informed of, shall observe and comply with, and shall cause any and all persons, firms or corporations employed by it or under its control to observe and comp ly with, applicable federal, state, county and municipal laws, ordinances, regulations, orders and decrees which in any manner affect those engaged or employed on the work described by this Contract or the materials used or which in any way affect the conduct of the work.

C. Consultant shall not engage in unlawful employment discrimination. Such unlawful employment discrimination includes, but is not limited to, employment discrimination based upon a person's race, religious creed, 293
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July 1, 2022

color, national origin, a ncestry, physical handicap, medical condition, marital status, gender, citizenship or sexual orientation.

D. The Consultant shall maintain and make available for inspection by PPC and its auditors accurate records of all of its costs, disbursements and receipts with respect to any work under this Contract. Such inspections may be made during regular office hours at any time until six (6) months after the final payments under this Contract are made to the Consultant.

E. This Contract constitutes the entire agreement between the parties relative to the services specified herein and no modification hereof shall be effective unless and until such modification is evidenced by a writing signed by both parties to this Contract. There are no understandings, agreements, conditions, representations, warranties or promises, with respect to this Contract, except those contained in or referred to in the writing.

F. All notices that are required to be given by one party to the other under this Contract shall be in writing and shall be deemed to have been given if delivered personally or enclosed in a properly addressed envelope and deposited in a United States Post Office for delivery by registered or certified mail addressed to the parties at the following addresses:

PPC: Pittsburg Power Company
65 Civic Avenue
Pittsburg, CA – 94565
ATTN: Garrett Evans, Executive Manager
Consultant: Dunbar & Associates
2504 Friesland Court
Santa Cruz, CA 95062 – 5072
ATTN: Gerald L. Dunbar, Principal
G. This Contract shall be interpreted and governed by the laws of the State of California.

H. Any action arising out of this Contract shall be brought in Contra Costa County, California, regardless of where else venue may lie.

I. In any action brought by either party to enforce the terms of this Contract, the prevailing party shall be entitled to recover its reasonable attorney's fees.

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PPC Consultant Contract
Dunbar & Associates
July 1, 2022

Executed the day and year first above written, by the parties as follows.

CONSULTANT:

By: __________________________

Title: Principal, Dunbar & Associates

PPC:

By: _____________________________

Title: Executive Director

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PPC Consultant Contract
Dunbar & Associates
July 1, 2022

CERTIFICATE OF COMPLIANCE WITH LABOR CODE § 3700

I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

CONSULTANT

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EXHIBIT A

WORK PROGRAM

Consultant's Specified Services Consultant shall perform administrative, planning, and development work as assigned. The objective is to continue the fiscal and operational sustainability of the program known as "Future Build" so that it can provide pre -apprenticeship training to disadvantaged residents currentl y underserved in the construction trades. This includes, but is not limited to, providing an orientation, classroom instruction and practical work in efficient, sustainable and acceptable construction practices with a focus on cutting edge construction practices that reduce the community's carbon footprint. The scope of the assignment may include, but is not limited to:

1. Meet with the City Manager (CM) to identify the city's objectives and timelines and update if the city desires any changes as time passes.

2. Conduct interviews with principals in the previous cohort of "Future Build" and inventory the outcomes and lessons learned.

3. Conduct interviews with the participants of previous cohorts and identify any differences between the perceptions of principals with those of participants.

4. Review and process payments for all subcontractor invoices.

5. Review the city's records and those of any contractor's to id entify all of the costs incurred.

6. Research and analyze labor force data from the Employment Development Department to identify opportunities for graduates.

7. Research and analyze data from the local trade groups to identify opportunities for graduates.

8. Research and discuss with the Community College District, PUSD, and the Workforce Development Boa rd to identify additional educa tional and supportive services available to graduates.

9. Administer the budget to ensure program compliance.

10. Develop and refine curriculum that can be used for future cohorts ·that incorporates the requirements of the industry.

11. Develop a management and program continuity structure that can sustain itself through subsequent cohorts.
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12. Working with stakeholders to design a supportive service system for graduates of current and future cohorts. At a minimum , this is will include post graduation placement and referral services.

13. Produce a document, or multiple documents, that can be used for gaining commitments from interested parties in partnering in future cohorts.

14. Develop governance documents, e.g. memoranda of understanding between future partners that clearly identifies the roles and responsibilities of those participating.

15. Provide the CM with written and verbal reports as frequently as requested.

16. Be the point of contact for all inquiries regarding the proj ect and respond to all inquiries no later than 24 hours after receipt of same.

17. When directed by the CM provide guidance and recommendations in the areas of Human Resources, Economic Development, solar energy and other topics requested by the CM and agreed to by the Consultant.

18. When directed by the CM provide project management services. 298

OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of A Pittsburg Power Company Resolution Authorizing the Executive Director to Enter into an Equipment Purchase Contract with Anixter-Eaton
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
Pittsburg Power Company (PPC), a joint powers authority, provides utility retail electric and natural gas services on Mare Island, Vallejo in the name of Island Energy (IE). PPC is seeking to replace two failed vacuum fault interrupter (VFI) pad mounted switchgear at IE’s Station F.

PPC performed a formal bid process to procure two (2) replacement VFIs. Eight equipment manufacturers were solicited. PPC received one (1) conforming bid response from Anixter Eaton.

FISCAL IMPACT
The City Council previously approved $260,000 for the Station F Refurbishment Project.

The total cost of the two VFI units is $261,889.82, and therefore the budget will be amended to reflect the winning bid price.

RECOMMENDATION
Staff recommends that the Governing Board of PPC authorize the Executive Director to enter into an equipment purchase contract with Anixter-Eaton.

BACKGROUND
IE experienced the failure of two VFIs at its Station F over the course of the last three years.

The failures were attributed to moisture intrusion into the devices. These devices provide fault protection and circuit switching flexibility for the residential areas of Mare Island and to commercial customers on Nimitz and Railroad Avenues.
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SUBCOMMITTEE FINDINGS
The VFI bid and receipt of a conforming proposal were presented to and discussed with the PPC Subcommittee on May 24, 2022.

STAFF ANALYSIS
With the failure of the two VFIs at Station F, there became a critical need for the replacement of the two devices. The two VFIs provide system fault protection and circuit switching flexibility in a critical area of IE’s distribution system. Replacement of the previously failed devices is considered an important and critical system reliability need and project.

ATTACHMENTS: Resolution
Anixter-Eaton Bid Documents and Contract
Report Prepared By: Douglas Buchanan, Power Company Manager 300
Resolution No. 22- Page 1 of 1 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY In the Matter of:

Authorizing the Executive Director to Enter )
Into an Equipment Purchase Contract ) RESOLUTION NO. 22- With Anixter-Eaton )
WHEREAS, Pittsburg Power Company (PPC), a joint powers authority, provides utility retail electric and natural gas services on Mare Island, Vallejo in the name of Island Energy (IE); and
WHEREAS, PPC conducted a formal competitive bid process to procure two vacuum fault interrupter (VFI) pad mounted switchgear for the replacement of similar failed equipment at IE’s Station F; and
WHEREAS, VFIs provide system fault protection and circuit switching flexibility in a critical area of IE’s distribution system and their replacement is considered an important and critical system reliability need and project; and
WHEREAS, PPC solicited eight equipment manufacturers, and received one conforming bid from Anixter-Eaton for two VFI units; and WHEREAS, the IE Station F VFI’s will be paid for from the previously approved PPC CIP PP-16.

NOW, THEREFORE BE IT RESOLVED, the Governing Board of the Pittsburg Power Company hereby authorizes the Executive Director to enter into an equipment purchase contract to procure the two VFIs with Anixter-Eaton in the total amount of $261,889.82 and execute any other documents and take such further actions as may be necessary or appropriate to carry out the Governing Board’s direction pursuant to this Resolution.

PASSED AND ADOPTED by Governing Board of the Pittsburg Power Company at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
_____________________________
Holland Barrett White, Chair
ATTEST:
____________________________
Garrett Evans, Secretary
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OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Power Company Resolution Approving Fiscal Year 2021-2022 Budget Increases to Island Energy’s Wholesale Energy Procurement and Utility Sales Revenue
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
Pittsburg Power Company (PPC) provides electricity and natural gas retail services on Mare Island in the name of Island Energy (IE). Due to the persistent drought in California and rapidly rising fuel costs, Island Energy’s energy procurement budget for both electricity and natural gas have been exhausted after the month of April. Staff proposes to increase IE’s Fiscal Year (FY) 2021-2022 electricity procurement budget by $600,000 and natural gas procurement budget and sales revenue by $250,000 for the same period. .

FISCAL IMPACT
The increased natural gas procurement budget will be offset by the increased natural gas revenue, as natural gas commodity cost is a pass through to the monthly gas rate. The increased electricity procurement budget will be absorbed by Island Energy’s operating revenue of FY 2021-2022.

RECOMMENDATION
The Governing Board of PPC adopt the Resolution approving the $600,000 increase to IE’s FY 2021-2022 electricity procurement budget, and $250,000 increase to IE’s natural gas procurement budget and sales revenue for the same period.

BACKGROUND
Due to the persistent drought condition, the availability of hydro-electricity production has decreased 35% from its FY 2019-2020 level, pushing the need for purchasing more expensive electricity from the future contract and spot energy market. Natural gas commodity price has surged to 3-year high, making natural gas price 121% higher than the price in FY 2019-2020. 324
The combination of rapidly rising fuel costs, low hydroelectricity supplies, low natural gas storage and fewer imports from international energy markets are driving the price of electricity wholesale market up by 66%, compared to the energy procurement price in FY 2019-2020.

Island Energy’s FY 2021-2022 energy procurement budget forecast is based on last fiscal year’s energy price and load on Mare Island. Due to the unexpected energy price surges mentioned above, the energy procurement budget is exhausted, two months prior to the end of FY 2021-2022.

SUBCOMMITTEE FINDINGS
The pricing increases of wholesale energy was discussed with the PPC Subcommittee (Subcommittee) on May 24th, 2022 and the Subcommittee supported the energy procurement budget increase.

STAFF ANALYSIS
The FY 2021-2022 wholesale electricity procurement cost was projected to be $2,000,000 which was completely exhausted after paying the April invoice. In order to cover the electricity procurement cost of May and June, staff proposes to increase the wholesale electricity procurement budget by $600,000, bringing the total electricity procurement budget to $2,600,000. Since electricity rates do not change from month to month, the unexpected electricity procurement cost increase will be absorbed by Island Energy’s operating revenue.

The FY 2021-2022 natural gas procurement cost was projected to be $200,000. The natural gas commodity cost is a passthrough, and the natural gas sales revenue is a combination of commodity charge and delivery charge. Therefore, the increased natural gas procurement cost will be offset by the increased natural gas revenue. Staff proposes to increase the natural gas procurement cost by $ 250,000, bringing the total natural gas procurement budget to $450,000. Pursuant to the Government Accounting Standards Board (GASB) accounting matching principle rules, the natural gas sales revenue is also increased by $250,000, bringing the natural gas sales revenue to $950,000.

ATTACHMENTS: Resolution
Report Prepared By: Vanessa Xie, Administrative Officer 325
Resolution No. 22- Page 1 of 1 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY In the Matter of:

Approving FY 2021-2022 Budget Increase )
to Island Energy’s Wholesale Energy ) RESOLUTION NO. 22- Procurement Budget and Utility Sales )
Revenue )
WHEREAS, Pittsburg Power Company (PPC), a joint powers authority, provides utility retail electric and natural gas services on Mare Island, Vallejo in the name of Island Energy (IE); and
WHEREAS, due to the persistent drought in California and rapidly rising fuel costs, IE’s energy procurement budget for both electricity and natural gas are exhausted; and WHEREAS, in order to cover the increased electricity procurement cost, staff proposes to increase the wholesale electricity procurement budget by $600,000, bringing the total electricity procurement budget to $2,600,000; and WHEREAS, staff proposes to increase the natural gas procurement cost by $250,000, bringing the total natural gas procurement budget to $450,000; and WHEREAS, by the Government Accounting Standards Board accounting matching principle rules, the natural gas sales revenue is also increased by $250,000, bringing the natural gas sales revenue to $950,000.

NOW, THEREFORE BE IT RESOLVED, the Governing Board of the Pittsburg Power Company hereby approves Fiscal Year 2021-2022 budget increases to Island Energy’s wholesale energy procurement and utility sales revenue.

PASSED AND ADOPTED by Governing Board of the Pittsburg Power Company at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
_____________________________
Holland Barrett White, Chair
ATTEST:
____________________________
Garrett Evans, Secretary
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OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Chair and Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Power Company Resolution Approving the Refinancing of the Pittsburg Power Company Loan to Island Energy MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
Pittsburg Power Company (PPC) provides electricity and natural gas retail services on Mare Island in the name of Island Energy (IE). PPC has loaned a total of $4,250,000 to Island Energy at 3% for a 25-year term to support its infrastructure upgrades and various capital improvement projects. In an effort to prevent a large rate hike, staff proposes to refinance the PPC loan at 2.5% for a 35-year term to reduce Island Energy’s annual debt service expense.

FISCAL IMPACT
Island Energy will realize an annual saving of $91,797 in debt service payment and will save $42,153 in total interest paid to PPC over the 35-year loan term. PPC will see an annual reduction of $91,797 in interest income, but will recuperate most of the interest on the loan through a longer payment period.

RECOMMENDATION
The Governing Board of PPC adopts the Resolution approving the refinancing of the PPC loan to Island Energy.

BACKGROUND
Over the years, PPC Governing Board adopted Resolution 03-094, 05-128, 05-132, 06-149 and 09-216 to loan Island Energy funds for various infrastructure upgrades and capital improvement projects. These loans were vital to Island Energy to maintain its electrical and natural gas distribution systems, modernize an aged utility system with advanced technologies and equipment, and provide working capital to procure wholesale energy, stabilize utility rates and help Island Energy become a successful utility operation on Mare Island. 327
Before Island Energy could make the full debt service payment, $6,000 was paid annually to PPC as the carrying fee of the loans. From FY 2012-13 to FY 2013-14, Island Energy made interest only payments at the prevailing rate of return of municipal bonds, which was at 2.97% per annum. On June 20, 2016, Resolution 16-327 consolidated the loans into a $4,250,000 loan and structured an amortization schedule at 3% for a 25-year term. The annual debt service payment to PPC is calculated to be $241,848 under such terms.

The recent surge in fuel costs and low hydroelectricity supply have created a significant upward pressure on Island Energy’s utility rates. In an effort to avoid a large rate hike, staff proposes to refinance the PPC loan at 2.5% for a 35-year term to reduce Island Energy’s annual debt service expense.

SUBCOMMITTEE FINDINGS
The refinancing of PPC loan to Island Energy was discussed with the PPC Subcommittee (Subcommittee) on May 24th, 2022, and the Subcommittee supported the proposal.

STAFF ANALYSIS
By FY 2021-22, Island Energy has paid $ 757,271 on principal of the $4,250,000 loan, bringing the balance down to $3,497,729, which is the loan amount to be refinanced.

Under the existing loan structure at 3% for a 25-year term, the annual debt service payment to PPC is $241,848 per year. Total interest paid by Island Energy to PPC over the 25-year loan term is $1,796,194.

Under the proposed refinance structure, Island Energy will carry the new loan balance of $3,497,729 at 2.5% for a 35-year term. The annual debt service payment to PPC is $150,051 per year. Total interest paid by Island Energy to PPC over the 35-year loan term is $1,754,041.

With the new loan terms, Island Energy will realize an annual saving of $91,797 in debt service and will save $42,153 in total interest paid over the 35-year loan term.

ATTACHMENTS: Resolution
Report Prepared By: Vanessa Xie, Administrative Officer 328
Resolution No. 22- Page 1 of 1 June 20, 2022

BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY In the Matter of:

Approving the Refinancing of a Pittsburg )
Power Company Loan to Island Energy ) RESOLUTION NO. 22- WHEREAS, Pittsburg Power Company (PPC), a joint powers authority, provides utility retail electric and natural gas services on Mare Island, Vallejo in the name of Island Energy (IE); and
WHEREAS, PPC has loaned a total of $4,250,000 to Island Energy at 3% for a 25- year term which consolidated various loans issued to support IE’s infrastructure upgrades and capital improvement projects; and
WHEREAS, the persistent drought in California has significantly reduced the hydroelectricity supply and the rapidly rising fuel costs have created a significant upward pressure on Island Energy’s utility rates; and
WHEREAS, in an effort to prevent a large rate hike, staff proposes to refinance the PPC loan at 2.5% for a 35-year term to reduce Island Energy’s annual debt service expense; and
WHEREAS, under the proposed refinance structure, Island Energy will realize an annual saving of $91,797 in debt service payment and will save $42,153 in total interest paid over the 35-year loan term.

NOW, THEREFORE BE IT RESOLVED, the Governing Board of the Pittsburg Power Company hereby approve the refinancing the PPC loan to Island Energy under the proposed loan terms.

PASSED AND ADOPTED by Governing Board of the Pittsburg Power Company at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
_____________________________
Holland Barrett White, Chair
ATTEST:
____________________________
Garrett Evans, Secretary
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OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Mayor and Council Members
FROM: Garrett Evans, City Manager
SUBJECT: Adoption of a City Council Resolution Establishing the Appropriation Limit for the 22-23 Fiscal Year in Accordance with Proposition 111 and Article XIII (B)
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
In November 1979, the voters of California approved Proposition 4, commonly known as the Gann Initiative. This proposition created Article XIII (B) of the State Constitution placing limits on the amount of revenue which can be appropriated by all government entities in any fiscal year. The legislation mandates all governing bodies including the City of Pittsburg to annually establish the Appropriations Limit.

FISCAL IMPACT
There is no impact to the City of Pittsburg budget. The Fiscal Year 2022-23 Appropriations Limit is $202,168,706 and will exceed the General Fund estimated spending plan of $57,657,094.

RECOMMENDATION
Staff recommends that the City Council adopt this Resolution in compliance with the State of California legislative requirement for the City Council to annually establish the Appropriations Limit.

BACKGROUND
In 1979, Proposition 4, known as the Gann Initiative was approved by the California voters.

As a result, Article XIII (B) of the State Statute (Government Code Section 7900-10) was enacted and it requires that each year thereafter, the governing body of each local jurisdiction shall by resolution, establish its Appropriations (spending) limit for the following fiscal year. The determination of the appropriations limit is considered to be a legislative act and should be adopted at a regular council meeting.
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Proposition 111, approved by California voters in 1990, amended Article XIII (B) further, and Council action is necessary to implement the amendments effective for FY 2005-06 and thereafter.

The amendments of Proposition III specify that the annual adjustment factors in calculating the Appropriations Limit will be increased by:
• The change in population growth for City OR County (whichever is higher) • The change in California Per Capita Personal Income
OR
The growth in the average change in the County Consumer Price Index (whichever is higher).

Pursuant to Proposition III amendments, staff has calculated the Fiscal Year 2022-23 Appropriations Limit (see attached Gann Calculations) using the City Population change and the change in California per Capita Personal Income factors. The basis for the selection methodology is that the City’s Population Change is higher than the County’s population growth and the change in the California Per Capita Personal Income factor is higher than the change in the Contra Costa County Consumer Price Index. The City’s Appropriations limit for Fiscal Year 2022-23 is $202,168,706.

SUBCOMMITTEE FINDINGS
This item was not presented to a subcommittee.

STAFF ANALYSIS
Establishing the Appropriations Limit is a State of California mandate which requires all cities to adopt a respective Resolution at the beginning of each fiscal year.

The Appropriations subject to Limitation for Fiscal Year 2022-23 is $57,657,094 against the calculated limit of $202,168,706.

Appropriations subject to the limit for Fiscal Year 2021-22 totaled $51,290,812 against the Adopted Limit of $187,489,062 for that same year.

ATTACHMENTS: Resolution
California Department of Finance Letter dated May 2022
Gann Calculations
Report Prepared By: Laura Mendez, Finance Manager - Reporting Paul Rodrigues-Finance Director
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Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE CITY COUNCIL OF THE CITY OF PITTSBURG
In the Matter of:

Adopt Resolution Establishing the )
Appropriations Limit for the Fiscal Year ) RESOLUTION NO. 22- 2022-23 in Accordance with California )
Constitution Article XIII (B) )
WHEREAS, Article XIII(B) of the California Constitution, which was added by Proposition 4, establishing expenditure limits for cities; and WHEREAS, State-implementing legislation (Government Code Section 7910) requires the City of Pittsburg to annually adopt a resolution establishing its Appropriations Limit for the following fiscal year; and
WHEREAS, effective FY 1990-91 Proposition 111 has amended Article XIII (B) to allow a selection of annual adjustment factors (price and population) which must also be adopted at a regularly scheduled meeting; and
WHEREAS, the City selected the County’s population change and the change in California per Capita Personal Income factors to compute the Appropriations Limit; and WHEREAS, the Division Manager – Reporting has made the calculations specified in said Law and concludes that the appropriations subject to limitation is the sum of two hundred and two million, one hundred sixty-eight thousand, and seven hundred and six dollars ($202,168,706); and
WHEREAS, pursuant to said law the calculations have been made available to the public for two (2) weeks prior to the date of the adoption of this resolution. A copy of the calculation is on file in the City of Pittsburg Finance Department.

NOW, THEREFORE BE IT RESOLVED, the City Council of the City of Pittsburg hereby authorizes and approves the Fiscal Year 2022-23 Appropriations Limit of the City of Pittsburg is established at $202,168,706 using the County’s Population Change and the change in the California per Capita Personal Income factors. 332
Resolution No. 22- Page 2 of 2 June 20, 2022 PASSED AND ADOPTED by the City Council of the City of Pittsburg at a regular meeting on the 20th of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
__________________ _______
Holland Barrett White, Mayor
ATTEST:
______________________________
Alice E. Evenson, City Clerk
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City of Pittsburg Fiscal Year 2022-23
Gann Appropriations Limit Calculations
City Population County Population
Change Change
Population Change as of January 1, 2022 0.9917 (1) 1.0026 (1) Per Capita Consumer Price Index
Change CPI of Contra Costa County
Cost of Living FY 2022-23 1.0755 (1) 1.031 (2)
FY 22-23 Gann Limit Growth Factor
1 + Larger of County and City Population 1.0026
1 + Larger of Per Capita Change and
12-Month Change in CPI for County x 1.0755 INCREASE in City's Appropriations Limit for FY 2022-23 1.078296 FY 2021-22 Appropriations Limit $ 187,489,062 (3)
Growth Factor x 1.078296
FY 2022-23 APPROPRIATIONS LIMIT $ 202,168,706
NOTE:
(1) California Department of Finance Letter Dated May, 2022 (2) Bureau of Labor Statistics CPI, 2021 Avg Change - SF Area (includes Contra Costa County) (3) FY2021-22 General Fund Appropriations Limit
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OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Mayor and Council Members
FROM: Garrett Evans, City Manager
SUBJECT: Adoption of a City Council Resolution Approving a List of Firms for On-Call Construction Material Testing, Environmental/Hazardous Material Testing, and Geotechnical Services for Capital Improvement Projects and Authorizing the City Manager to Enter into Agreements with Selected Firms
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
The Construction Material Testing, Environmental/Hazardous Material Testing, and Geotechnical Services on-call list (the “On-Call List”) of pre-qualified local firms will allow staff to engage these services as they are needed for the design and construction of various infrastructure projects.

FISCAL IMPACT
There are no fiscal impacts as a result of approving the proposed On-Call List. No task orders will be issued to any of the firms on this list without City Council approval of a project budget for construction material testing, environmental/hazardous material testing, and geotechnical services.

RECOMMENDATION
City Council adopt the attached resolution approving the list of recommended firms for the On-Call List and authorizing the City Manager to enter into agreements with selected firms as needed.

BACKGROUND
Design and construction of projects included in the City’s Five-Year Capital Improvement Program (CIP) and for capital projects for Pittsburg Power and the Southwest Pittsburg Geologic Hazard Abatement District II (GHAD) often require quality control, reporting, and investigative services provided by construction material testing, environmental/hazardous material testing, and geotechnical firms.
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On May 4, 2020, the City Council adopted Resolution 20-13773, approving a list of 17 local construction material testing, environmental/hazardous material testing, and geotechnical services firms that responded to the City’s Request for Qualifications (RFQ) for on-call services. The list was valid for two years.

On April 14, 2022, City staff posted an RFQ on the City’s website.

Thirteen firms submitted a statement of qualifications (SOQ) prior to the May 20, 2022, deadline. Staff reviewed the SOQs, scoring each across parameters including each firm’s history, resource capabilities, relevant experience, response time, familiarity with public works projects, references and cost. All 13 firms were deemed qualified and are recommended for inclusion in the On-Call List attached to this report.

SUBCOMMITTEE FINDINGS
This item was not presented to a subcommittee.

STAFF ANALYSIS
The creation of an on-call list of pre-qualified consultants streamlines the process for engaging local firms to provide these services, reducing the amount of time spent by staff if they were to be selected on a project-by-project or emergency basis.

If the attached resolution is approved, the services from the pre-qualified construction material testing, environmental/hazardous material testing, and geotechnical services firms will be used as they are needed for various capital projects undertaken by the City, GHAD and Pittsburg Power Company.

To assure the best fit for each project and promote competition, staff proposes to solicit proposal(s) from the list of qualified firms. For a project with consultant costs equal to or exceeding $50,000, staff will solicit proposals from three or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs.

For an individual project where consultant costs are estimated to be less than $50,000, staff will solicit proposal(s) from one or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs.

When an on-call consultant is selected for a project task order where consultant costs are equal to or exceed $50,000 and another project task order for an amount less than $50,000, one fully executed Professionals Services Agreement shall serve for both task orders.

The amount of each task order will be negotiated and approved by the City Engineer before the work begins. Task orders shall not exceed $150,000, and total compensation for each firm during the term of the On-Call agreement will not exceed $500,000.

Costs for each task order will be paid from budgets for infrastructure projects or operating budgets previously approved by the City Council.

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If approved, the On-Call List will be valid for two years from the date of approval of this resolution. Task orders that are underway at the expiration of the two-year On-Call List will continue to be valid until the work to be performed under those task orders is complete.

The City will not be under any obligation to award any task orders or contracts, or to use any “on-call” agreement to its limits. Staff is requesting the City Manager be authorized to extend the time limit of any on-call agreement by up to one year.

ATTACHMENTS: Resolution
On-Call List
Sample Professional Services Agreement
Report Prepared By: Gabriel Piña, Associate Engineer
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Resolution No. 22- Page 1 of 3 June 20, 2022

BEFORE THE CITY COUNCIL OF THE CITY OF PITTSBURG
In the Matter of:

Resolution Approving a List of Firms for )
On-Call Construction Material Testing, )
Environmental/Hazardous Material Testing, )
And Geotechnical Services Related to the ) RESOLUTION NO. 22- City’s Capital Improvement Projects and )
Authorizing the City Manager to Enter Into )
Agreements with Selected Firms )
WHEREAS, on May 4, 2020, the City Council adopted Resolution 20-13773, approving a list of 17 on-call material testing, environmental, and geotechnical firms in the local area qualified to provide these services to the City on an on-call basis, that list was valid for a period of two years; and
WHEREAS, design and construction of projects included in the City’s Five-Year Capital Improvement Program (CIP) often require quality control, reporting, and investigative services that are provided by construction material testing, environmental/hazardous material testing, and geotechnical firms; and
WHEREAS, on April 14, 2022, staff posted a request for qualifications (RFQ) on the City of Pittsburg’s website; and
WHEREAS, staff received responses from 13 construction material testing, environmental/hazardous material testing, and geotechnical firms by the May 20, 2022, deadline for submission of statements of qualifications (SOQ); and WHEREAS, the SOQ’s received were reviewed by staff and scored across parameters including firm history, resource capability, relevant experience, response time, familiarity with public works projects, references and cost, and all 13 firms were deemed qualified and are recommended for inclusion on the on-call list; and WHEREAS, a list of the recommended on-call firms and their locations (the “On-Call List”), in no particular order, is attached to the staff report; and WHEREAS, to assure the best fit for each project and promote competition, staff proposes to solicit proposal(s) from the list of qualified firms; and WHEREAS, for a project with consultant costs equal to or exceeding $50,000, staff will solicit proposals from three or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs; and
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Resolution No. 22- Page 2 of 3 June 20, 2022 WHEREAS, for a project where consultant costs are estimated to be less than $50,000, staff will solicit proposal(s) from one or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs; and

WHEREAS, when an on-call consultant is selected for a project task order where consultant costs are equal to or exceed $50,000 and another project task order for an amount less than $50,000, one fully executed Professionals Services Agreement shall serve for both task orders; and
WHEREAS, staff recommends the City Council adopt the On-Call List; and WHEREAS, staff requests the City Manager be authorized to execute agreements for on-call construction material testing, environmental/hazardous material testing, and geotechnical services with firms on the On-Call List; and WHEREAS, work performed per the On-Call List shall be by task order per the on- call agreement and based on an agreed upon fee; and
WHEREAS, estimated costs for professional construction material testing, environmental/hazardous material testing, and geotechnical services shall be included in the various project budgets to be approved by the City Council; and WHEREAS, staff recommends the maximum fee for each task order for services to be performed per the agreement will be $150,000 and the total compensation during the term of the agreement shall not exceed $500,000; and
WHEREAS, any task orders over $150,000 will require City Council approval and an amendment to the on-call agreement; and
WHEREAS, task orders in amounts up to $150,000 will be approved based on signing authority limits or by the City Manager and will be paid from project accounts previously authorized by the City Council.

NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of Pittsburg hereby approves the attached On-Call List for use on an as-needed basis, authorizes the City Manager to enter into agreements with selected firms on the On-Call List for use on City projects, and authorizes the City Manager to execute such further documents and take such further actions as may be necessary or appropriate to contract with any of the firms on the On-Call List to provide professional services. 343
Resolution No. 22- Page 3 of 3 June 20, 2022 PASSED AND ADOPTED by the City Council of the City of Pittsburg at a regular meeting on the 20th day of June 2022, by the following vote:

AYES:

NOES:

ABSTAINED:

ABSENT:
_____________________________
Holland Barrett White, Mayor
ATTEST:
____________________________
Alice E. Evenson, City Clerk
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Company Material Testing Geotechnical Enviromental/Hazardous Materials Office Location
1 Achievement Engineering x x x San Jose
2 Atlas Technical Consultants x x x San Ramon
3 Cal Engineering & Geology
(CE&G) x Walnut Creek
4 Construction Testing Services x x Pleasanton
5 Crawford & Associates x Sacramento
6 Geocon Consultants Inc. x x x Livermore
7 ISI Inspection Services x Berkeley
8 Kleinfelder x x x Pittsburg
9 Ninyo & Moore x x x Alameda
10 Sadek Derrega Consultation x Stockton
11 SCA Environmental x Oakland
12 Terracon x x x Concord
13 Znap Fly LLC x Vacaville
"On-Call" Construction Material Testing, Environmental/Hazardous Material Testing and Geotechnical Services Approved List
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ON-CALL MATERIAL TESTING/ENVIRONMENTAL/GEOTECHNICAL SERVICES

AGREEMENT BETWEEN

THE CITY OF PITTSBURG AND
[NAME OF CONSULTANT]

THIS Agreement (“Agreement”) for consulting services is made by and between the City of Pittsburg, a municipal corporation (“City”) and _____________, a [state] [corporation/limited liability company] (“Consultant”) (together referred to as the “Parties”) as of ____________, 20___ (the “Effective Date”).

Section 1. SERVICES . Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Task Orders issued during the term of this Agreement, and incorporated herein, at the time and place and in the manner specified therein.

1.1 Scope of Services. Consultant is expected to perform the following services as specified in Task Orders issued during the term of this agreement:

** Scope of Service to be included will be per consultant expertise**

ENVIRONMENTAL SERVICES:
a) Preparation of hazardous material lead paint and asbestos abatement reports and recommendations for demolition projects (pre-demolition surveys to include hazardous material summary table,
sampling/analytical data, sample locations/site plans, abatement recommendations and requirements, and worker protection recommendations)
b) Obtaining samples and performing lab analysis on soil, building materials, and groundwater
c) Providing estimates of hazardous material quantities d) Prepare hazardous material survey location and site plans e) Providing reports and treatment recommendations for contaminated sites
f) Providing field observations of operations related to treatment and abatement of hazardous materials
g) Providing procedural information for hazardous material regulations from local, state, and federal agencies
h) Preparing testing and observation daily reports
i) Review of outside material testing reports to assist with regulatory requirements for disposal and treatment

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CONSTRUCTION MATERIAL TESTING:
j) Obtaining samples and performing lab analysis on soil, asphalt, and concrete to test conformance with project plans and specifications k) Providing reports and field testing for moisture/density during site grading, backfill, placement of engineered fill, sub-grade preparation, asphalt concrete, etc…
l) Providing continuous and/or periodic field observations of construction activities
m) Providing special inspections of concrete reinforcement, structural steel construction, shop/field welding, high strength bolting, masonry construction, etc…
n) Preparing testing and observation daily reports
o) Providing moisture/density curves for site and import materials

GEOTECHNICAL SERVICES:
p) Preparation of soil/geotechnical reports and recommendations for various construction activities
q) Obtaining samples and performing lab analysis on soil to provide recommendations in design
r) Preparing testing and observation reports
s) Review of construction material submittals for conformance with project plans and specifications
t) Construction monitoring
u) Shop drawing review
v) Peer review

1.2 Term of Services. The term of this Agreement shall begin on the Effective Date and shall end on April 20, 2024, all Task Orders issued during the term of this Agreement, shall be completed within three (3) years of the end date of this Agreement unless otherwise terminated by the one or both of the Parties, or extended, as authorized by an amendment to this agreement, executed by the Parties.

1.3 Standard of Performance. Consultant shall perform all services required pursuant to this Agreement according to the standards observed by a competent practitioner of the profession in which Consultant is engaged.

1.4 Assignment of Personnel. Consultant shall assign only competent personnel to perform services pursuant to this Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, requests in writing the reassignment of any such persons to ensure Consultant performs services in accordance with the 347

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Standard of Performance, Consultant shall, immediately upon receiving City’s request, reassign such persons.

1.5 Time. Consultant shall devote such time to the performance of services pursuant to Task Orders issued per this Agreement as may be reasonably necessary to meet the standard of performance provided herein above and to satisfy Consultant’s obligations hereunder.

Section 2. COMPENSATION. The Consultant shall be paid for the actual fees, costs and expenses for all time and materials required and expended, pursuant to the rate schedule incorporated in Task Orders issued per this Agreement. A total not-to- exceed amount of compensation will be determined by the Task Order(s) issued. In no event shall total compensation exceed the amount of the Task Order, without City’s prior written approval. Unless authorized by amendment to this agreement, executed by the Parties, no Task Order shall exceed $150,000. The total compensation during the term of this agreement shall not exceed $500,000. The not to exceed dollar amount is not a guarantee that the City will issue Task Orders for the full amount to the Consultant, or that City will enter into a Task Order with Consultant, but is merely a limit of potential City expenditures pursuant to a Task Order under this Agreement.

Consultant and City acknowledge and agree that compensation paid by City to Consultant under this Agreement is based upon Consultant’s estimated costs of providing the services required per Task Order, including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties further agree that compensation per Task Order is intended to include the costs of contributions to any pensions and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City therefore has no responsibility for such contributions beyond compensation required under this Agreement.

2.1 Invoices. Consultant shall submit invoices, not more often than once a month during the term of this Agreement, based on the cost for services performed and reimbursable costs incurred prior to the invoice date. Separate invoices shall be submitted for each Task Order.

Invoices shall contain the following information, unless waived by the City Manager, or his or her designee:

 A unique invoice number;
 The beginning and ending dates of the billing period;  A Task Summary identifying the scope of services performed including project name, number, or Task Order name/description  Detail of Charges including, where appropriate, labor (by sub- category), travel, materials, equipment, supplies, subcontractor charges, and miscellaneous expenses (include title, number of 348

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hours, and hourly rate billed).
 An Invoice Summary containing the original Task Order amount, the amount of prior billings, the total due this period, the balance available under the Task Order, and the percentage of
completion;
 At City’s option, for each work item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person doing the work, the hours spent by each person, a brief description of the work, and each reimbursable expense;
 The Consultant’s signature.
 Invoices shall be addressed to:

City of Pittsburg
Engineering Division
Attn: Richard Abono
65 Civic Avenue
Pittsburg, CA 94565

2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for services satisfactorily performed, and for authorized reimbursable costs incurred. City shall pay undisputed invoices that comply with the above requirements within 30 days from the receipt of the invoice.

2.3 Final Payment. Consultant shall submit its final invoice for each Task Order within 60 days of completing its services. Consultant’s failure to submit its final invoice for each Task Order within this 60-day period shall constitute Consultant’s waiver of any further billings to, or payments from, City.

2.4 Reimbursable Expenses. Reimbursable expenses, if any, are to be specified and included in the total compensation authorized per Task Order. Expenses not listed in the approved Task Order are not chargeable to, or reimbursable by, City.

2.5 Payment of Taxes. Consultant is solely responsible for the payment of all federal, state and local taxes, including employment taxes, incurred under this Agreement.

2.6 Authorization to Perform Services. The Consultant is not authorized to perform any services or incur any costs whatsoever under the terms 349

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of this Agreement until receipt of a written authorization from the City Manager, or his or her designee.

Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole cost and expense, provide all facilities and equipment that may be necessary to perform the services required by this Agreement

Section 4. INSURANCE REQUIREMENTS. Before beginning any services under this Agreement, Consultant, at its own cost and expense, shall procure the types and amounts of insurance specified herein and maintain that insurance throughout the term of this Agreement. The cost of such insurance shall be included in the Consultant’s bid or proposal. Consultant shall be fully responsible for the acts and omissions of its subcontractors or other agents.

4.1 Workers’ Compensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any and all persons employed directly or indirectly by Consultant in the amount required by applicable law. The requirement to maintain Statutory Workers’ Compensation and Employer’s Liability Insurance may be waived by the City upon written verification that Consultant is a sole proprietor and does not have any employees and will not have any employees during the term of this Agreement.

4.2 Commercial General and Automobile Liability Insurance.

4.2.1 General requirements. Consultant, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than $1,000,000 per occurrence and $2,000,000
aggregate, combined single limit coverage for risks associated with the work contemplated by this Agreement.

4.2.2 Minimum scope of coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (most recent edition) covering comprehensive General Liability on an “occurrence” basis. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (most recent edition) covering any auto (Code 1), or if Consultant has no owned autos, hired (code 8) and non-owned autos (Code 9). No endorsement shall be attached limiting the coverage.
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4.2.3 Additional requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:

a. The Commercial General and Automobile Liability
Insurance shall cover on an occurrence basis.

b. City, its officers, officials, employees, agents, and volunteers shall be covered as additional insureds for
liability arising out of work or operations on behalf of the Consultant, including materials, parts, or equipment
furnished in connection with such work or operations; or automobiles owned, leased, hired, or borrowed by the
Consultant. Coverage can be provided in the form of an endorsement to the Consultant’s insurance at least as
broad as CG 20 10 11 85, or both CG 20 10 10 01 and
CG 20 37 10 01.

c. For any claims related to this Agreement or the work hereunder, the Consultant’s insurance covered shall be
primary insurance as respects the City, its officers,
officials, employees, agents, and volunteers. Any
insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers shall be excess of the Consultant’s insurance and non-
contributing.

d. The policy shall cover inter-insured suits and include a “separation of Insureds” or “severability” clause which treats each insured separately.

e. Consultant agrees to give at least 30 days prior written notice to City before coverage is canceled or modified as to scope or amount.

4.3 Professional Liability Insurance.

4.3.1 General requirements. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing work pursuant to this Agreement in an amount not 351

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less than $1,000,000 per occurrence or claim, $2,000,000 aggregate covering the Consultant’s errors and omissions.

4.3.2 Claims-made limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:

a. The retroactive date of the policy must be shown and must be before the date of the Agreement.

b. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after
completion of the Agreement or the work.

c. If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a
retroactive date that precedes the date of this Agreement, Consultant must purchase an extended period coverage
for a minimum of five (5) years after completion of work under this Agreement.

d. A copy of the claim reporting requirements must be
submitted to the City for review prior to the
commencement of any work under this Agreement.

4.4 All Policies Requirements.

4.4.1 Submittal Requirements. Consultant shall submit the following to City prior to beginning services:

a. Certificate of Liability Insurance in the amounts specified in this Agreement; and

b. Additional Insured Endorsement as required for the
General Commercial and Automobile Liability Polices.

4.4.2 Acceptability of Insurers. All insurance required by this Agreement is to be placed with insurers with a Bests' rating of no less than A:VII.

4.4.3 Deductibles and Self-Insured Retentions. Insurance obtained by the Consultant shall have a self-insured retention or deductible of no more than $100,000.
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4.4.4 Wasting Policies . No policy required herein shall include a “wasting” policy limit (i.e. limit that is eroded by the cost of defense).

4.4.5 Waiver of Subrogation. Consultant hereby agrees to waive subrogation which any insurer or contractor may require from Consultant by virtue of the payment of any loss. Consultant agrees to obtain any endorsements that may be necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City for all work performed by the Consultant, its employees, agents, and subcontractors.

4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein, and Consultant shall ensure that City, its officers, officials, employees, agents, and volunteers are covered as additional insured on all coverages.

4.4.7 Excess Insurance. If Consultant maintains higher insurance limits than the minimums specified herein, City shall be entitled to coverage for the higher limits maintained by the Consultant.

4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option: 1) obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under the Agreement; 2) order Consultant to stop work under this Agreement and withhold any payment that becomes due to Consultant hereunder until Consultant demonstrates compliance with the requirements hereof; and/or 3) terminate this Agreement.

Section 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES.

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5.1 5.1 General Indemnification. Consistent with California Civil Code Section 2782.8, Consultant shall, to the fullest extent permitted by law, indemnify, protect, defend and hold harmless City, and its employees, officials, and agents, from any and all demands, losses, claims, costs, liabilities, and expenses for any damage, injury, or death, including any and all administrative fines, penalties, or costs imposed as a result of an administrative proceeding, that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Consultant, its officers, employees, agents, contractors, subconsultants, or any persons under its direction or control. If requested by City, Consultant shall defend any such suits at its sole cost and expense. If City elects to provide its own defense, Consultant shall reimburse City for any expenditures, including reasonable attorneys’ fees and costs. Consultants’ obligations under this section exist regardless of concurrent negligence or willful misconduct on the part of City or any other person; provided, however, that Consultant will not be required to indemnify, including the cost to defend, City for the proportion of liability a court determines does not arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Consultant, its officers, employees, agents, contractors, subconsultants, or any persons under its direction or control. This Section 5.1 shall survive any expiration or termination of this Agreement.

5.2 PERS Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

Section 6. STATUS OF CONSULTANT.

6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City.

6.2 Consultant Not an Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have 354

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no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

Section 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with all laws applicable to the performance of the work hereunder. Consultant shall also, to the extent required by the California Labor Code, pay not less than the latest prevailing wage rates as determined by the California Department of Industrial Relations.

7.3 Licenses and Permits. Consultant represents and warrants to City that Consultant and its employees, agents, and any subcontractors have, and will maintain at their sole cost and expense, all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid business licenses from City.

7.4 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental handicap or disability, medical condition, genetic information, marital status, sex, sexual orientation, gender or gender identity, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any services or programs provided by Consultant under this Agreement. Consultant shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of Consultant thereby.

Section 8. TERMINATION AND MODIFICATION.

8.1 Termination. Upon ten days’ prior written notice, City may cancel this Agreement at any time and without cause upon such written notification to Consultant. In the event of termination, Consultant shall be entitled 355

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to compensation for services performed to the effective date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement.

8.2 Amendments. The parties may amend this Agreement only by a writing signed by the parties hereto.

8.3 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge. Moreover, a substantial inducement to City for entering into this Agreement was and is the professional reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the City Manager, or his or her designee. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in the proposal, without prior written approval of the City Manager, or his or her designee.

8.4 Survival. All obligations arising prior to the termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant, including but not limited to the provisions of Section 5, shall survive the termination of this Agreement.

8.5 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City’s remedies shall include, but not be limited to, the following:

8.5.1 Immediately terminate the Agreement;

8.5.2 Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement;

8.5.3 Retain a different consultant to complete the work described in the Task Orders issued during the term of this Agreement not finished by Consultant; or

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8.5.4 Charge Consultant the difference between the cost to complete the work described in the Task Orders issued during the term of this Agreement that are unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the work.

8.5.5 The remedies mentioned in this Agreement are not exclusive of any other right, power or remedy permitted by law. The City’s failure or delay in exercising any remedy shall not constitute a waiver of such remedy or preclude the further exercise of City’s rights.

Section 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All final versions of reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the City. Consultant hereby agrees to deliver those documents to the City upon termination of the Agreement, and the City may use, reuse or otherwise dispose of the documents without Consultant’s permission.

It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports and other documents are confidential drafts and will not be released to third parties by Consultant without prior written approval of City.

9.2 Consultant’s Books and Records. Consultant shall maintain any and all records or documents evidencing or relating to charges for services or expenditures and disbursements charged to the City under this Agreement for a minimum of 3 years, or for any longer period required by law, from the date of final payment to the Consultant to this Agreement. All such records shall be maintained in accordance with generally accepted accounting principles and shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of the City. Pursuant to Government Code Section 8546.7, the Agreement may be subject to 357

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the examination and audit of the State Auditor for a period of 3 years after final payment under the Agreement.

Section 10. MISCELLANEOUS PROVISIONS.

10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.

10.2 Venue. In the event that either party brings any action against the other under this Agreement, the parties agree that trial of such action shall be vested exclusively in the state courts of California in Contra Costa County or in the United States District Court for the Northern District of California.

10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so adjudged shall remain in full force and effect. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

10.4 No Implied Waiver of Breach . The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties.

10.6 Conflict of Interest. Consultant may serve other clients, but none whose activities within the corporate limits of City or whose business, regardless of location, would place Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

Consultant shall not employ any City official in the work performed pursuant to this Agreement. No officer or employee of City shall have any financial interest in this Agreement that would violate California Government Code Sections 1090 et seq.
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10.7 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or interview related to this Agreement, either orally or through any written materials.

10.8 Notices. Any notice, demand, request, consent or approval that either party is required to give the other pursuant to this Agreement, shall be in writing and may be given by either (i) personal service, or (ii) certified United States mail, postage prepaid, return receipt requested,. Notice shall be effective upon personal delivery or delivery to the addresses specified below, as reflected on the receipt of delivery or return receipt, as applicable.

Consultant : __________________
__________________
__________________
__________________

City: City of Pittsburg
65 Civic Avenue
Pittsburg, CA 94565
ATTN: City Manager

10.9 Professional Seal. Where applicable in the determination of the City Manager, or his or her designee, the first page of a technical report, first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible for the report/design preparation. The stamp/seal shall be in a block entitled “Seal and Signature of Registered Professional with report/design responsibility.”

10.10 Integration. This Agreement, including the scope of work included in any Task Orders issued during the term of this Agreement represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral. To the extent there are any inconsistences between this Agreement and Task Orders issued during the term of this Agreement, the Agreement shall control.

10.11 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

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10.12 Construction of Agreement. Each party hereto has had an equivalent opportunity to participate in the drafting of the agreement and/or to consult with legal counsel. Therefore, the usual construction of an agreement against the drafting party shall not apply hereto.

10.13 No Third Party Beneficiaries. This Agreement is made solely for the benefit of the parties hereto, with no intent to benefit any third parties.

The Parties have executed this Agreement as of the Effective Date.

CITY OF PITTSBURG CONSULTANT

____________________________ ______________________________ Garrett Evans, City Manager [NAME, TITLE]

Attest:

____________________________
Alice Evenson, City Clerk

Approved as to Form:

____________________________
Donna Mooney, City Attorney

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CERTIFICATE OF COMPLIANCE WITH LABOR CODE § 3700

I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

CONSULTANT

By:

Title:
2784982.1
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OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Mayor and Council Members
FROM: Garrett Evans, City Manager
SUBJECT: Adoption of a City Council Resolution Approving a List of Civil Engineering Firms for On-Call Professional Engineering Services and Authorizing the City Manager to Enter into Agreements with Selected Firms
MEETING DATE: June 20, 2022

EXECUTIVE SUMMARY
The Civil Engineering On-Call list of pre-qualified civil engineering firms will allow staff to engage these services as they are needed for design, surveying, and studies needed for infrastructure projects or to supplement staff in the performance of City functions.

FISCAL IMPACT
There are no fiscal impacts as a result of approving the proposed on-call civil engineering list. No task orders will be issued to any of the firms on this list without City Council /Agency approval of a project budget or operating budget for engineering design, surveys or studies.

RECOMMENDATION
City Council adopt the attached resolutions approving the list of recommended firms for on- call civil engineering services and authorizing the City Manager to enter into agreements with selected firms as needed.

BACKGROUND
On May 4, 2020, the City Council adopted Resolution 20-13774, approving a list of 21 civil engineering firms that responded to a Request for Qualifications (RFQ) and were qualified to provide engineering services on an on-call basis. The list was valid for two years.

Consultants from the 2020 on-call civil engineering list provided surveying, design and traffic studies for projects in the Five-Year Capital Improvement Program (CIP).

On April 14, 2022, City staff posted an RFQ on the City’s website and received a statement of qualifications (SOQ) from 21 firms prior to the May 20, 2022, deadline. 362
Staff reviewed the SOQs, scoring each across parameters including firm history, resource capabilities, relevant experience, experience of assigned personnel, approach to project management, ability to perform, familiarity with public works projects, references and cost.

A list of 21 recommended firms, in no particular order, is attached to this report.

SUBCOMMITTEE FINDINGS
This item was not presented to a subcommittee.

STAFF ANALYSIS
The creation of an on-call list of pre-qualified consultants streamlines the process for engaging local firms to provide these services, reducing the amount of time spent by staff if they were to be selected on a project-by-project or emergency basis.

Duties performed by consultants selected from the on-call civil engineering task list is expected to include, but is not limited to, assisting staff with processing documentation related to the City’s Five-Year Capital Improvement Program (CIP), preparation of construction documents, and performing traffic or drainage studies related to future development projects.

To assure the best fit for each project and promote competition, staff proposes to solicit proposal(s) from the list of qualified firms. For a project with consultant costs equal to or exceeding $50,000, staff will solicit proposals from three or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs.

For an individual project where consultant costs are estimated to be less than $50,000, staff will solicit proposal(s) from one or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs.

When an on-call consultant is selected for a project task order where consultant costs are equal to or exceed $50,000 and another project task order for an amount less than $50,000, one fully executed Professionals Services Agreement shall serve for both task orders.

Each Agreement will have a negotiated rate schedule established at the time of contract execution. The “not to exceed” fee for each task order will be negotiated at the time the task order is assigned.

Task orders shall not exceed $250,000, and total compensation for each firm during the term of the On-Call agreement will not exceed $500,000. Costs for each task order will be paid from budgets for capital projects or operating budgets approved by the City Council.

If approved, the On-Call List will be valid for two years. Task orders that are underway at the expiration of the two-year On-Call List will continue to be valid until the work to be performed under those task orders is complete.
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The City or Agency will not be under any obligation to award any task orders or contracts, or to use any “on-call” agreement to its limits. Staff is requesting the City Manager be authorized to extend the time limit of any on-call agreement by up to one year.

The current proposed list contains 21 firms with varying areas of expertise to ensure a pool of available consultants sufficient to meet future needs. The number of consultants that are pre-qualified does not obligate the City to issue any task orders to selected firms.

The City may choose to issue additional requests for proposals for civil engineering consultation at its discretion.

A sample Professional Services Agreement is attached to this Staff Report.

ATTACHMENTS: Resolution
On-Call Civil Engineering List
Sample Professional Services Agreement
Report Prepared By: Gabriel Piña, Associate Engineer
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Resolution No. 22- Page 1 of 2 June 20, 2022

BEFORE THE CITY COUNCIL OF THE CITY OF PITTSBURG
In the Matter of:

Resolution Approving a List of On-Call )
Civil Engineering Firms for Professional )
Engineering Services and Authorizing ) RESOLUTION NO. 22- the City Manager to Execute Agreements )
with Selected Firms )
WHEREAS, on May 4, 2020, the City Council adopted Resolution 20-13774, approving a list of 21 civil engineering firms qualified to provide engineering services to the City on an on-call basis; and
WHEREAS, the City has a need for continuing engineering and surveying services to augment the City’s engineering staff; and
WHEREAS, on April 14, 2022 staff posted a request for qualifications on the City’s website to be considered for the on-call civil engineering list: and WHEREAS, staff received a statement of qualifications from 21 civil engineering consulting firms; and
WHEREAS, staff reviewed and scored the qualifications submitted and compiled a list of 21 qualified civil engineering firms; and
WHEREAS, staff recommends that the City Manager be authorized to execute agreements for professional services with firms on the On-Call civil engineering list; and WHEREAS, to assure the best fit for each project and promote competition, staff proposes to solicit proposal(s) from the list of qualified firms; and WHEREAS, for a project with consultant costs equal to or exceeding $50,000, staff will solicit proposals from three or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs; and
WHEREAS, for a project where consultant costs are estimated to be less than $50,000, staff will solicit proposal(s) from one or more firms, and the City Manager shall be authorized to enter into a Professionals Services Agreement with the firm that best matches the City’s needs; and