whether oral or written, are deemed to have been integrated into and superseded by this Agreement and are of no further force and effect except as expressly provided in this Agreement.
14.3.10 WAIVER; MODIFICATION. No waiver of any breach of any covenant or provision of this Agreement shall be deemed a waiver of any subsequent breach of the same or any other covenant or provision hereof. No waiver shall be valid unless in writing and executed by the waiving party. An extension of time for performance of any obligation or act shall not be deemed an extension of the time for performance of any other obligation or act, and no extension shall be valid unless in writing and executed by the waiving party. This Agreement may be amended or modified only by a written instrument executed by the Parties.
The City Manager, in his/her sole discretion, may make minor amendments to this Agreement. A minor amendment shall be any modification that does not make a substantive change, modification or deviation in the terms this Agreement or any Exhibits or Schedules attached hereto ("Minor Amendment"). Minor Amendments shall include, but are not limited to, the times for performance, square footage available for lease; changes in maintenance responsibilities, and improvements to the Premises.
Minor Amendments may be approved by the prior written consent of the City Manager. The City Manager's determination as to the status of any Minor Amendment is final. The City Manager also may, at his/her discretion, determine that a Minor Amendment shall be reviewed and acted upon by the City Council and not by the City Manager. No provision of this Lease may be amended except by a mutual agreement in writing signed by the parties hereto or their respective successors in interest.
14.3.11 TIME IS OF THE ESSENCE. Time is of the essence of this Agreement and of each provision hereof.
14.3.12 COUNTERPARTS. This Agreement may be executed in one or more counterparts , each of which shall be an original and all of which together shall constitute one and the same instrument.
14.3.13 ACTION BY THE PARTIES. Except as may be otherwise specifically provided herein, whenever any approval, notice, direction, consent or request by the City in its capacity as Landlord hereunder is required or permitted under this Agreement, such action shall be in writing, and such action may be given, made or taken by the City Manager or by any person who shall have been designated by the City Manager, without further approval by the City Council unless the City Manager determines in his or her discretion that such matter requires consideration by the City Council.
14.3.14 NON-LIABILITY OF OFFICIALS, EMPLOYEES AND AGENTS. No member, official , employee or agent of the City shall be personally liable to Tenant or its successors in interest in the event of any default or breach by the City or for any amount which may become due to Tenant or the permitted successors in interest of Tenant pursuant to this Agreement.
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[Signatures on Following Page]
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IN WITNESS WHEREOF, the Parties hereto have executed this Agreement by their duly authorized representatives in the City of Pittsburg, State of California, as of the date first written above.
LANDLORD, CITY OF PITTSBURG, a municipal corporation
By: _________________________
Garrett D. Evans, City Manager
APPROVED AS TO FORM
By: _________________________
Donna Mooney, City Attorney
Morello Restaurant Solutions LLC, a California limited liability company
By: ______________________
Cornelio Balingit, Proprietor
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Exhibit A
Building
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Exhibit B
Premises
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Exhibit C
Building and Common Area Costs
Building - 10,476 sf
Space - 1,280 sf (12%)
Roof
Roof Repatch
Exterior Paint
Exterior Paint Touchup as Needed
Exterior Cleaning
Landscaping
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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 Accepting $243,000 in Funds from Construction Trade Workforce Initiative and Authorizing the Executive Director to Execute a Contract Amendment with Open Opportunities Inc.
MEETING DATE: July 1, 2024
EXECUTIVE SUMMARY
Pittsburg Power Company (PPC) is the managing partner and fiscal agent for Future Build, a pre-apprenticeship program providing East County residents with training in the building trades. The Construction Trades Workforce Initiative (CTWI) has made available to PPC funding to enhance the services offered to Future Build trainees. This item also includes a request to authorize the City Manager to execute an amendment to the existing agreement with Open Opportunities Inc. to increase the total compensation amount for the day-to-day operation of the program.
FISCAL IMPACT
Acceptance of the funds from CTWI would support the operation of Future Build and would not require any expenditure of funds previously allocated to PPC’s operating budget. No City General Funds or Measure M funds are used to operate Future Building in Fiscal Year 2024/25.
All funds are to be provided to PPC and used for costs related to administration of the Future Build program. Because CTWI funds become available throughout various calendar years, any CTWI funds received in Fiscal Years 2023/24 and 2024/25 will either be spent in said fiscal year or carried forward to subsequent fiscal year periods.
RECOMMENDATION
The Governing Board of the PPC adopt the attached resolution accepting $243,000 from CTWI and authorize the Executive Director to execute a contract amendment with OOI in an amount not to exceed $415,000 as to take any further actions as may be necessary or appropriate to carry out PPC’s obligations.
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BACKGROUND
Future Build was started in 2011 as a 16-week training program in the construction trades, including solar theory and installation. The premise is to offer pre-apprentice training annually to 40 low-income area residents to nurture a pathway into well-paying jobs in the trades. Over the years, the training program has matured and gathered like-minded partners in its mission.
OOI has provided daily supervision to the Future Build training program since its inception and the Workforce Development Board provided the seed funding. Subsequent supporters and partners include the EPA, Pittsburg Adult Education, Contra Costa Building and Construction Trades Council, GRID Alternatives, Contra Costa Board of Supervisors, and as evidenced, by this recommended action, the CTWI.
SUBCOMMITTEE FINDINGS
This item was not presented to a subcommittee.
STAFF ANALYSIS
PPC proposes to accept external funding that would provide performance-based stipends to low-income trainees and supplement the placement efforts of OOI by increasing the hours of part-time placement staff. In addition, these external funds provide monies to the PPC to help defray the expenses of the training facility.
By the continued support from external sources, Future Build is successful in its mission.
Future Build typically places 85% of its graduates in training related occupations at an average starting wage of $25.68 per hour.
ATTACHMENTS: Resolution
Report Prepared By: Candace Hatch, Administrative Analyst I 290
Resolution No. 24- Page 1 of 2 July 1, 2024
BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY
OF THE CITY OF PITTSBURG
In the Matter of:
Accepting $243,000 in Funds from )
Construction Trade Workforce Initiative and )
Authorizing the Executive Director to Execute ) RESOLUTION NO.24- a Contract Amendment with Open )
Opportunities Inc. )
WHEREAS, the Pittsburg Power Company (PPC) proposes to increase its Fiscal Year 2023/24 and 2024/25 budgets as a result of Construction Trades Workforce Initiative (CTWI) making funds available to PPC to enhance the services offered to Future Build trainees; and
WHEREAS, Future Build was started in 2011 as a 16-week training program in the construction trades, including solar theory and installation. The premise is to offer pre- apprentice training annually to 40 low-income area residents to nurture a pathway into well-paying jobs in the trades. Over the years, the training program has matured and gathered like-minded partners in its mission; and
WHEREAS, the Future Build program is a partnership of PPC, Workforce Development Board, Open Opportunities Incorporated (OOI), Pittsburg Adult Education Center, Environmental Protection Agency (EPA), and the Construction Trades Workforce Initiative (CTWI); and
WHEREAS, the Future Build’s managing partner is the PPC, responsible for ensuring program objectives are met, partners are in compliance with their contracts, and that expenditures are allowable and efficient; and
WHEREAS, another partner, the CTWI has made funds in the amount of $243,000 available to Future Build to enhance services, provide direct stipends to trainee, and help the PPC in defraying the cost of operating the facility at 2555 Harbor Steet; and WHEREAS, in the cost categories included in the current contract with OOI for such things as stipends to trainees, educational supplies and staff time dedicated to placement of trainees; and
WHEREAS, funds unspent in Fiscal Years 2023/24 and 2024/25 shall be carried forward and reprogrammed in subsequent fiscal years; and WHEREAS, these funds that CTWI is making available to PPC increased appropriate and valuable services to low income area residents.
NOW, THEREFORE, BE IT RESOLVED that the Governing Body of the Pittsburg Power Company hereby accepts $243,000 from CTWI and amend its budget; and 291
Resolution No. 24- Page 2 of 2 July 1, 2024
BE IT FURTHER RESOLVED that the Governing Board of the Pittsburg Power Company authorizes the Executive Director to execute a contract amendment with OOI in an amount not to exceed $415,000; and
BE IT FURTHER RESOLVED that the Governing Board of the Pittsburg Power Company authorizes the Executive Director to take any further actions as may be necessary or appropriate to carry out PPC’s obligations pursuant to this resolution.
PASSED AND ADOPTED BY THE Governing Board of the Pittsburg Power Company of the City of Pittsburg at a regular meeting on the 1st day of July 2024, by the following vote:
AYES:
NOES:
ABSTAINED:
ABSENT:
________________________________
Juan Antonio Banales, Chair
ATTEST:
______________________________
Garrett Evans, Executive Secretary
292
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 a Contract with Contra Costa County Workforce Development Board for Future Build Cohorts 26 and 27 and Establishing the Future Build Budget for Fiscal Year 2024/25 MEETING DATE: July 1, 2024
EXECUTIVE SUMMARY
The Pittsburg Power Company (PPC) proposes to enter into a $300,000 contract (Contract 18-466-3) with the Contra Costa County Workforce Development Board (WDB) for Future Build Cohorts 26 and 27, to be held between July 1, 2024, and June 30, 2025, and establish the Future Build Budget for Fiscal Year 2024/25.
FISCAL IMPACT
PPC was awarded a twelve-month, $300,000 contract from WDB which will be used to reimburse PPC for the Future Build Program, Project No. 5916. The proposed Future Build budget for Fiscal Year 2024/25 is $599,898, which includes $300,000 from WDB. The difference of $299,898 will be funded by various grants previously received and accepted by PPC as well as revenue generated from services provided which have been placed in PPC’s Fund Balance.
No City General Fund or Measure M funding is proposed to be used to operate Future Build in Fiscal Year 2024/25.
RECOMMENDATION
The Governing Board of the PPC adopt the attached Resolution authorizing the Executive Director to enter into Contract 18-466-3 for Cohorts 26 and 27, establish the Future Build budget for Fiscal Year 2024/25, and authorize the Executive Director to take administrative actions to ensure that the funds are utilized appropriately by Future Build. 293
BACKGROUND
Future Build is a partnership of the PPC, WDB, Pittsburg Adult Education Center (PAEC), Environmental Protection Agency (EPA), Contra Costa Building and Construction Trades Council, GRID Alternatives, Northern California Laborers Training, California Workforce Trades Initiative, and Open Opportunities, Inc. (OOI) to provide low-income East County residents with 16+ weeks of pre-apprenticeship training in the building trades and solar theory, construction, and installation. Each training session is referred to as a cohort.
Future Build’s managing partner and fiscal agent is the PPC. OOI provides case management, solar training, and day-to-day program supervision and administration of the skill-based instructional staff. PAEC provides general academic and life skills instruction.
Northern California Laborers provide EPA required trainings. The Contra Costa Building and Construction Trades Council provides tools and instruction from its member trade unions as well as general orientations into the construction related trades. GRID Alternatives provides solar installation training while providing local lower income area residents with free solar panels.
PPC and WDB have been partnering to provide Future Build training since 2012 and have completed 25 successful cohorts.
SUBCOMMITTEE FINDINGS
This item was not discussed in a subcommittee.
STAFF ANALYSIS
Future Build provides a life-changing experience for the trainees that leads to reengagement in the workforce and post-secondary educational opportunities. Pre- apprenticeship training, classroom and laboratory are combined in practical applications in the field. The practical applications can also be referred to as “community benefit projects.” Community benefit projects allow trainees to put into practice what they have learned by improving facilities in public housing projects, solar installations of homes for low-income residents, schools, and public recreational facilities such as parks. Some of Future Build’s efforts includes the completion of the rehabilitation at the Pittsburg Police Department shooting range facility, solar installations, in partnership with GRID alternatives, of area residences, Small World Park repairs and improvements, and the rehabilitation of Buchanan Park picnic area.
PPC proposes to enter into Contract Number 18-466-3, whereby WDB will reimburse PPC up to $300,000 for Future Build’s program. Funding from outside sources such as WDB, EPA, California Workforce Trades Initiative, and the aforementioned foundations enable PPC to continue Future Build’s program and help those individuals interested in a career in the construction and solar industries.
Future Build’s current curriculum is designed to provide graduates with the skills needed to seek and retain employment as well as fulfill community needs like environmental assessment and cleanup and close the skilled environmental market gap. 294
Future Build has a high graduation rate and in the last five years, the graduation rate has been no lower than 93%. The average wage earned by a Future Build graduate is $25.58 per hour. Continuance of the Future Build program will improve the quality of life for its participants because they will receive improved skills and potentially an increase in wages upon graduation.
ATTACHMENTS: Resolution
Contract 18-466-3
Report Prepared By: Candace Hatch, Administrative Analyst I FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24
Admission 46 39 38 40 40
Graduation 46 38 36 40 37
Success Rate 100% 97% 95% 100% 93%
295
Resolution No. 24- Page 1 of 2 July 1, 2024
BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY
OF THE CITY OF PITTSBURG
In the Matter of:
Authorizing the Executive Director to Enter into )
A Contract with Contra Costa County Workforce )
Development Board for Future Build Cohorts 26 ) RESOLUTION NO. 24- And 27 and Establishing the Future Build Budget )
For Fiscal Year 2024/25 )
WHEREAS, the Future Build Program (Future Build) is a partnership of the Pittsburg Power Company (PPC), Contra Costa Workforce Development Board (WDB), Pittsburg Adult Education Center, Environmental Protection Agency (EPA), Contra Costa Building and Construction Trades Council, GRID Alternatives, Northern California Laborers Training, California Workforce Trades Initiative, 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, Future Build’s managing partner and fiscal agent is the PPC; and WHEREAS, PPC and WDB executed the initial contract in April 2012. PPC and WDB executed subsequent contracts in the following years, continuing the funding for the Future Build Program; and
WHEREAS, PPC proposes to enter into a new contract (Contract 18-466-3) with WDB for Future Build’s Cohort 26 for July 1, 2024 through December 31, 2024 and Cohort 27 for January 1, 2025 through June 30, 2025; and
WHEREAS, PPC was awarded a twelve-month, $300,000 contract from WDB which will be used to reimburse PPC for payments made for efforts associated with the Future Build Program; and
WHEREAS, the Future Build budget for Fiscal Year 2024/25 is $599,898 which includes $300,000 from WDB. The difference of $299,898 will be funded by grants previously received and accepted by PPC and revenue generated from services provided which have been placed in PPC’s Fund Balance; and
WHEREAS, Future Build’s current curriculum is designed to provide graduates with the skills needed to seek and retain employment as well as fulfill community needs like environmental assessment and cleanup and close the skilled environmental market gap.
NOW, THEREFORE BE IT RESOLVED that the Governing Board of the Pittsburg Power Company hereby authorizes the Executive Director to enter into Contract 18-466-3 with Contra Costa County Workforce Development Board for Future Build Cohorts 26 and 27, establishes the Future Build budget of $599,898 for Fiscal Year 2024/25, and authorizes the Executive Director to take actions to ensure that the funds are utilized appropriately by Future Build.
296
Resolution No. 24- Page 2 of 2 July 1, 2024
PASSED AND ADOPTED by the Governing Board of the Pittsburg Power Company of the City of Pittsburg at a regular meeting on the 1st day of July 2024, by the following vote:
AYES:
NOES:
ABSTAINED:
ABSENT:
_______________________
Juan Antonio Banales, Chair
ATTEST:
________________________________
Garrett Evans, Executive Secretary
297
Contra Costa County
Standard Form L-1
Revised 2014
1. Contract Identification.
STANDARD CONTRACT
(Purchase of Services - Long Form)
Department: Employment and Human Services
Number: 18-466-3
Fund/Org: 5608
Account: 2310
Other: W08
CFDA/AL 17.258
Subject: Pre-Apprenticeship Construction Program for Workforce Innovation and Opportunity Act (WIOA) Eligible Clients
2. Parties. The County of Contra Costa, California (County), for its Department named above, and the following named Contractor mutually agree and promise as follows:
Contractor:
Capacity:
Address:
Pittsburg Power Company
Public Entity
65 Civic Avenue, Pittsburg, CA 94565
3. Term. The effective date of this Contract is July 1, 2024. It terminates on June 30, 2025 unless sooner terminated as provided herein.
4. Payment Limit. County's total payments to Contractor under this Contract shall not exceed $ 300,000.00.
5. County's Obligations. County shall make to the Contractor those payments described in the Payment Provisions attached hereto which are incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein.
6. Contractor's Obligations. Contractor shall provide those services and carry out that work described in the Service Plan attached hereto which is incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein.
7. General and Special Conditions. This Contract is subject to the General Conditions and Special Conditions (if any) attached hereto, which are incorporated herein by reference.
8. Project. This Contract implements in whole or in part the following described Project, the application and approval documents of which are incorporated herein by reference.
NIA
Form L-1 (Page 1 of2) 298
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300
301
302
303
304
305
306
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Contra Costa County
Standard Form L-3
Revised 2008
SERVICE PLAN
(Purchase of Services - Long Form)
Contract Number: 18-466-3
G.
4. Additional Monthly Reporting Requirements. Additional monthly reports may be required by the WDBCCC. WDBCCC staff and Contractor will coordinate presentation format and timelines for additional reports.
Partnerships.
1. Contractor will support current partnerships and seek the development of new partnerships to provide the best possible array of services to participants.
Contractor will participate in the East County Workforce Integration Network (WIN) meetings at least once during the Contract term. WIN is a group of partners committed to working together to create a broader, more integrated, seamless system of workforce services designed to leverage public and private resources, enhance access to WIN member services, and improve long term outcomes for individuals using these services.
Contractor will participate in discussions related to any programmatic re-design with the WDBCCC, the local Building Trades Council, and other partners to ensure the most effective Program possible.
H. Performance Outcomes.
1. Contractor will achieve the proposed program Performance Outcomes (reference Attachment B). Achievement of 90% of the proposed goal will be considered meeting performance.
2. This Contract does not establish an exclusive Contract between County and Contractor. The WDBCCC and County expressly reserve all of their rights, including but not limited to the right to utilize others to perform services of the type specified in this Contract.
I. Federal Subaward Conditions.
Contractor will adhere to all requirements as set forth in Attachment C, Federal Subaward Conditions attached hereto and incorprated herein.
J. Information Security.
Contractor will comply with the Information Security Addendum (Attachment E), which is attached hereto and incorporated by reference, regarding Personally Identifiable Information (PII) and County Data.
K. Contingency Plans.
Communicate contingency plans with WDBCCC Program Manager when unplanned and planned manmade or natural disasters occur ( e.g., fire, earthquake, power outage, pandemic), and short term and long-term program delivery plans and expectations.
Initials: __ _
Contractor County
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OFFICE OF THE CITY MANAGER/EXECUTIVE DIRECTOR
65 Civic Avenue
Pittsburg, CA 94565
TO: Mayor/Chair and Council/Governing Board Members
FROM: Garrett Evans, Executive Director
SUBJECT: Adoption of a Pittsburg Power Company Resolution Approving the 2024 Wildfire Mitigation Plan and Directing Staff to File the Wildfire Mitigation Plan with the Office of Energy Infrastructure Safety
MEETING DATE: July 1, 2024
EXECUTIVE SUMMARY
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 2024 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 PPC Governing Board adopt the Resolution approving the 2024 Plan 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. 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 338
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 2024 updated Plan has not been presented to the PPC Subcommittee.
STAFF ANALYSIS
PPC’s electrical facilities on Mare Island are approximately 95% 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 2025 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
2024 Wildfire Mitigation Plan
Report Prepared By: Douglas Buchanan, Power Company Manager 339
BEFORE THE GOVERNING BOARD OF THE PITTSBURG POWER COMPANY
OF THE CITY OF PITTSBURG
In the Matter of:
Approving the 2024 Annual Wildfire Mitigation )
Plan and Directing Staff to File the Wildfire ) RESOLUTION NO. 24- 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; 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 hereby approves the 2024 Wildfire Mitigation Plan and directs staff to file the 2024 Wildfire Mitigation Plan with the OEIS.
PASSED AND ADOPTED by Governing Board of the Pittsburg Power Company of the City of Pittsburg at a regular meeting on the 1st day of July 2024, by the following vote:
AYES:
NOES:
ABSTAINED:
ABSENT:
_____________________________
Juan Antonio Banales, Chair
ATTEST:
_____________________________
Garrett Evans, Executive Secretary
340
d
WILDFIRE
MITIGATION
PLAN
2024
341
PITTSBURG POWER COMPANY WWW.PP.ISLANDENERGY.COM i
TABLE OF CONTENTS
LIST OF TABLES .............................................................................................................. iii LIST OF FIGURES ............................................................................................................. iii
1.0 OVERVIEW ........................................................................................................ 1
1.1 POLICY STATEMENT ............................................................................ 1
1.2 PURPOSE ............................................................................................ 1
1.3 COMPLIANCE WITH PUC §8387 (b) ...................................................... 2
1.4 CONTEXT SETTING INFORMATION ....................................................... 4
2.0 OBJECTIVES ....................................................................................................... 6
2.1 MINIMIZE ELECTRICAL SOURCES OF IGNITION ..................................... 6
2.2 MAINTAIN RESILIENCY OF THE ELECTRIC GRID ..................................... 6
2.3 MINIMIZE UNNECESSARY OR INEFFECTIVE ACTIONS ............................ 7
3.0 PPC PROFILE AND SERVICE AREA ....................................................................... 7
3.1 SERVICE TERRITORY ............................................................................ 7
3.2 PPC PURPOSE AND VISION .................................................................. 7
3.3 UTILITY GOVERNANCE STRUCTURE ...................................................... 8
3.4 IGNITION PREVENTION GENERAL PRACTICE ......................................... 8
4.0 WILDFIRE RISKS AND DRIVERS ........................................................................... 12
4.1 ENTERPRISE RISK MANAGEMENT ...................................................... 12
4.2 FIRE RISK DRIVERS............................................................................. 12
4.3 CLIMATE AND CLIMATE CHANGE ....................................................... 13
4.4 VEGETATION TYPE ............................................................................ 13
4.5 TOPOGRAPHY AND SLOPE ................................................................. 15
5.0 PPC ASSETS IN FIRE ZONES .............................................................................. 15
5.1 PPC ASSETS ....................................................................................... 15
5.2 LOCATIONS OF FIRE ZONES ............................................................... 15
6.0 WILDFIRE PREVENTATIVE STRATEGIES ............................................................. 16
6.1 HIGH FIRE THREAT DISTRICT .............................................................. 16
6.2 WEATHER MONITORING ................................................................... 16
6.3 DESIGN AND CONSTRUCTION STANDARDS ........................................ 17
6.4 VEGETATION MANAGEMENT ............................................................ 17
6.5 INSPECTIONS .................................................................................... 19
6.6 WORKFORCE TRAINING ..................................................................... 19
6.7 RECLOSING POLICY ............................................................................ 19 342
PITTSBURG POWER COMPANY WWW.PP.ISLANDENERGY.COM ii
6.8 DE-ENERGIZATION ............................................................................ 20
6.9 GRID HARDENING ............................................................................. 20
7.0 COMMUNITY OUTREACH AND PUBLIC AWARENESS ........................................ 21
7.1 IMPACTS TO PUBLIC SAFETY .............................................................. 21
7.2 CUSTOMER NOTIFICATION PROTOCOLS ............................................ 21
8.0 RESTORATION OF SERVICE .............................................................................. 22
9.0 EVALUATION OF THE PLAN .............................................................................. 22
9.1 ROLES AND RESPONSIBILITIES FOR PLAN EXECUTION ........................ 22
9.2 METRICS AND ASSUMPTIONS FOR MEASURING PLAN
PERFORMANCE ................................................................................. 23
9.3 IMPACT OF METRICS ON PLAN .......................................................... 23
9.4 MONITORING AND AUDITING THE PLAN ........................................... 24
9.5 IDENTIFYING AND CORRECTING DEFICIENCIES IN THE PLAN ............... 24
9.6 MONITORING THE EFFECTIVENESS OF INSPECTIONS .......................... 24
10.0 INDEPENDENT EVALUATOR ............................................................................. 24
11.0 EXHIBITS ......................................................................................................... 25
11.1 EXHIBIT A – PPC WOOD POLE INVENTORY ......................................... 26
11.2 EXHIBIT B – WOOD POLE SEGMENTS ................................................. 30
11.3 EXHIBIT C – PPC METRICS FY 2022-2023 ............................................. 33
12.0 REVISION HISTORY .......................................................................................... 34
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LIST OF TABLES
Table 1: Plan Compliance with Public Utilities Code §8387 (b) ......................................... 2 Table 2: Context Setting Information ............................................................................... 4 Table 3: PPC Assets in the Fire Zone and Assets in High Fire Districts Outside the Fire Zone ................................................................................................... 15 Table 4: GO 95, Rule 35, Table 1 .................................................................................... 18 Table 5: Appendix E – Guidelines to Rule 35 .................................................................. 18
LIST OF FIGURES
Figure 1: CPUC High Fire Threat Districts in PPC Service Territory ................................... 10 Figure 2: Wildland Urban Interface in PPC Service Territory ........................................... 11 Figure 3: Land Cover Classification in PPC Service Territory ............................................ 14
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1.0 OVERVIEW
1.1 POLICY STATEMENT
Senate Bill 901 (now Public Utilities Code §8387), approved in 2018, requires Pittsburg Power Company (PPC) to prepare a wildfire mitigation plan that describes how electrical lines and equipment are constructed, maintained, and operated in a manner that minimizes the risk of wildfire. PPC has always had standard requirements for design, construction, and maintenance of its facilities to reduce wildfire risk. This Wildfire Mitigation Plan (WMP) builds on those requirements and complies with PUC §8387.
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.
1.2 PURPOSE
This Wildfire Mitigation Plan describes programs, policies, and procedures implemented by PPC to mitigate the threat of power line-ignited wildfires. This plan is subject to direct supervision by the PPC Executive Secretary and its Board of Directors and is implemented by the PPC Power Company Manager. Specific roles and responsibilities for the plan are identified in Section 9.1.
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 (69kV 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 (Figure 1).
PPC is primarily an underground utility but does have some overhead distribution segments with a total of 61 active low and medium voltage distribution system wood poles.
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 Works, Police and Fire departments on matters related to utility operations, safety, and emergency response on Mare Island, including fire response.
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1.3 COMPLIANCE WITH PUC §8387 (B)
Table 1 lists each of the elements required of Public Utilities Code §8387 (SB 901) and
references where that information can be found in this plan.
Table 1: Plan Compliance with Public Utilities Code §8387 (b) PUC §8387 (b)
Requirement
Description Plan
Section
b (2) (A) An accounting of the responsibilities of persons responsible for executing the plan.
9.1 b (2) (B) The objectives of the wildfire mitigation plan. 2.0 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.
6.0 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.
9.2 b (2) (E) A discussion of how the application of previously identified metrics to previous wildfire mitigation plan performances has informed the wildfire mitigation plan.
6.3 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.
6.7 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.
7.4 b (2) (H) Plans for vegetation management. 6.4
b (2) (I) Plans for inspections of the local publicly owned electric utility’s or electrical cooperative’s electrical infrastructure.
6.5 346
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PUC §8387 (b)
Requirement
Description Plan
Section
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:
4.0 b (2) (J) (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.
6.3 b (2) (J) (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.
4.3, 4.5
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.
5.2 b (2) (L) A methodology for identifying and presenting enterprise-wide safety risk and wildfire-related risk.
4.1 b (2) (M) A statement of how the local publicly owned electric utility or electrical cooperative will restore service after a wildfire.
8.0 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:
See below;
b (2) (N) (i) Monitor and audit the implementation of the wildfire mitigation plan.
9.2 b (2) (N) (ii) Identify any deficiencies in the wildfire mitigation plan or its implementation and correct those deficiencies.
9.4 b (2) (N) (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.
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PUC §8387 (b)
Requirement
Description Plan
Section
b (3) The local publicly owned electric utility or electrical cooperative shall
present each 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.
7.0, 1.3
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 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.
10.0 1.4 CONTEXT SETTING INFORMATION
The Wildfire Safety Advisory Board (WSAB) requested that Publicly Owned Utilities (POU’s) provide an informational table to assist the
Staff and Board members in understanding the
unique characteristics of each POU (Table 2).
Table 2: Context Setting Information
Utility Name: Pittsburg Power Company (PPC)
Service Territory Size 2.1 square miles
Owned Assets ☐ Transmission X Distribution ☐ Generation Number of Customers
Served
600 customer accounts
Population Within
Service Territory
1,000 residents
1,500 work population
Customer Class Makeup
Number of Accounts Share of Total Load (MWh)
64.5 % Residential;
6.8 % Government;
0 % Agricultural;
10.3 % Small/Medium Business;
18.3 % Commercial/Industrial
8.8 % Residential;
7.9 % Government;
0 % Agricultural;
10.4 % Small/Medium Business;
72.9 % Commercial/Industrial
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Utility Name: Pittsburg Power Company (PPC)
Service Territory
Location/Topography1
0 % Agriculture
0.63 % Barren/Other
0 % Conifer Forest
0 % Conifer Woodland
0 % Desert
0 % Hardwood Forest
2.22 % Hardwood Woodland (eucalyptus)
71.70 % Herbaceous
0 % Shrub
45.11 % Urban
2.93 % Water
Service Territory
Wildland Urban
Interface2
(based on total area)
33.4% Wildland Urban Interface;
4.74% Wildland Urban Intermix;
Percent of Service
Territory in CPUC High
Fire Threat Districts
(based on total area)
🗵🗵Includes maps
Tier 2: 0 %
Tier 3:
0 %
Prevailing Wind
Directions & Speeds by
Season
🗵🗵Includes maps
Winter: N-NW
Spring: S-SW
Summer: S-SW
Fall: SW, N
Miles of Owned Lines
Underground and/or
Overhead
Overhead Dist.: 10,480 feet
Overhead Trans.: 0 miles
Underground Dist.: 11 miles (approx.)
Underground Trans.: 0 miles
Explanatory Note 1 - Methodology for Measuring “Miles”:
Measurement of ductbank miles, x2 circuits on average
Explanatory Note 2 – Description of Unique Ownership Circumstances:
n/a
Explanatory Note 3 – Additional Relevant Context: n/a Percent of Owned Lines
in CPUC High Fire Threat
Districts
Overhead Distribution Lines as % of Total Distribution System (Inside and Outside Service Territory)
Tier 2: 0 %
1 This data shall be based on the California Department of Forestry and Fire Protection, California Multi-Source Vegetation Layer Map, depicting WHR13 Types (Wildlife Habitat Relationship classes grouped into 13 major land cover types) available at: https://www.arcgis.com/home/item.html?id=b7ec5d68d8114b1fb2bfbf4665989eb3. 2 This data shall be based on the definitions and maps maintained by the United States Department of Agriculture , as most recently assembled in The 2010 Wildland-Urban Interface of the Conterminous United States, available at https://www.fs.fed.us/nrs/pubs/rmap/rmap_nrs8.pdf.
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Utility Name: Pittsburg Power Company (PPC)
Tier 3: 0 %
Overhead Transmission Lines as % of Total Transmission System (Inside and Outside Service Territory)
Tier 2: 0 %
Tier 3: 0 %
Explanatory Note 4 – Additional Relevant Context: [e.g., explain any difference from data reported in WMP due to different numerator used for this form]
Customers have ever
lost service due to an
IOU PSPS event?
X Yes ☐ No
Customers have ever
been notified of a
potential loss of service
due to a forecasted IOU
PSPS event?
X Yes ☐ No
Has developed protocols
to pre-emptively shut
off electricity in
response to elevated
wildfire risks?
X Yes ☐ No
Has previously pre-
emptively shut off
electricity in response to
elevated wildfire risk?
☐ Yes X No
If yes, then provide the following data for calendar year 2020:
Number of shut-off events: n/a
Customer Accounts that lost service for >10 minutes: n/a For prior response, average duration before service restored: n/a
2.0 OBJECTIVES
2.1 MINIMIZE ELECTRICAL SOURCES OF IGNITION
The primary objective of this Wildfire Mitigation Plan is to minimize the probability that PPC’s distribution system may be the origin, or a contributing source, for igniting a wildfire.
PPC continually evaluates prudent and cost-effective improvements to its standards, physical assets, operations, and training that can help meet the objective. PPC has implemented those changes consistent with this evaluation.
2.2 MAINTAIN RESILIENCY OF THE ELECTRIC GRID
The second goal of this Wildfire Mitigation Plan is to improve the resiliency of the electric grid. Resiliency is the ability for the electric power system to withstand and recover from extreme, damaging conditions, including weather and other natural disasters, as well as 350
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cyber and physical attacks. In developing this plan, PPC assessed new industry practices and technologies that may reduce the likelihood of an interruption in service and/or improve the restoration of service, and regularly evaluates best practices for possible inclusion in the Plan.
2.3 MINIMIZE UNNECESSARY OR INEFFECTIVE ACTIONS
The final goal for this Wildfire Mitigation Plan is to measure the effectiveness of specific ignition mitigation measures and look for opportunities to improve efficiency. Where a particular action, program component, or protocol is determined to be unnecessary or ineffective, PPC will assess whether a modification or replacement is merited. This plan will also help determine if more cost-effective measures would produce the same or improved results.
3.0 PPC PROFILE AND SERVICE AREA
3.1 SERVICE TERRITORY
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 (kV 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 Figure 1.
PPC is primarily an underground utility but does have some overhead distribution segments with a total of 61 active 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 A – PPC Wood Pole Inventory for a listing of pole location, status, vegetation, and inspection and maintenance actions. Exhibit B contains a description of the three (3) overhead electrical distribution system segments.
As shown on Figure 1 PPC’s utility operations on Mare Island, Vallejo are not within any identified California Public Utilities Commission (“CPUC”) High-Fire Threat Districts.
3.2 PPC PURPOSE AND VISION
Pittsburg Power Company’s overarching goal is to provide safe, reliable, and competitively priced electric service to its customers, while being a good steward of resources and providing a high level of customer satisfaction and safety.
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3.3 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 Secretary: The currently sitting City Manager serves as the Pittsburg Power Company Executive Secretary.
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. PPC is governed by a five-member locally elected Board of Directors.
3.4 IGNITION PREVENTION GENERAL PRACTICE
The utility has a staff of three (3) Utility Technicians dedicated to electric operations. In addition to the Utility Technicians, three (3) Lineworker positions support the electric and gas operations.
Administrative Officer and Administrative Assistant positions support the Power Company Manager.
The Power Company Manager is responsible for 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. The Mare Island master developer employs both mechanical methods and a contracted goat herd to reduce various fuels around the island.
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In all of its activities related to electric facility design, maintenance, inspection, and vegetation management, all PPC staff adhere to the following principles, goals, and objectives:
• Operate the system in a manner that will minimize the potential for ignition and wildfire risks.
• Take all reasonable and practicable actions to minimize the risk of a catastrophic wildfire 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 PPC 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 installed 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 wildfire data necessary for the implementation of this Wildfire Mitigation Plan.
• Provide regular training programs for all employees having obligations for implementation of this Wildfire Mitigation Plan.
PPC’s goal is to prevent electric facilities from starting fires throughout its service territory and wherever its lines are located. Attention is focused toward the 10,480 feet of overhead lines. As shown on Figure 1, none of the PPC service territory is located within CPUC Tier 2 or Tier 3 high fire threat districts.
The Wildland Urban Interface (WUI) is the zone of transition between unoccupied land and human development. It is the line, area or zone where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuels. As shown on Figure 2, 61.77% of the PPC service territory lies outside of a WUI. The developed eastern and southern portions of Mare Island include 4.74% Intermix WUI and 33.4% Interface WUI.
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Figure 1: CPUC High Fire Threat Districts in PPC Service Territory 354
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Figure 2: Wildland Urban Interface in PPC Service Territory 355
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4.0 WILDFIRE RISKS AND DRIVERS
4.1 ENTERPRISE RISK MANAGEMENT
Enterprise-wide safety risks are almost exclusively limited to the energized overhead PPC distribution system. Figure 3 depicts the land cover classifications on Mare Island, including the entire PPC service territory. Within the overhead distribution system, vegetation coverage in the southern area of the service territory is classified as Herbaceous, with some Hardwood Woodland (mostly eucalyptus trees). The land cover underlying overhead circuits in the center of the service territory near Club Drive is classified as Hardwood Woodland and Herbaceous. Based on field observations, land cover that is currently mapped as Herbaceous could be better classified as Shrub in some locations. Circuits on the north end of the service territory are located in Herbaceous ground cover.
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.
4.2 FIRE RISK DRIVERS
Since only a single utility-caused wildfire has occurred in PPC service territory PPC researched historic causes of fires in California to identify the following primary risk drivers:
Drought – As the vegetation gets drier, there is a greater risk of fire ignition and rapid spread of fire.
Vegetation Type
– The lower elevation of PPC’s Fire Zone are predominantly grass lands, but as the elevation increases, the vegetation transitions to brush and trees, especially in the Coast Range. If ignited, brush and trees can produce more intense fires.
Vegetation Density – As the elevation increases in PPC’s Fire Zone, the vegetation density increases, especially in the Coast Range. Greater vegetation density has the potential to produce more intense fires.
Weather – Lack of rain, low humidity, and high temperatures can increase the intensity of fire behavior.
High winds – High winds may increase chances of fire ignition and fire spread.
Terrain – Fire may spread more rapidly uphill, the Coast Range includes terrain that is conducive to the uphill spread of fire. In addition to the Coast Range, there are portions of the Sierra foothills where terrain is conducive to wildfire 356
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spread.
Changing Weather Patterns (Climate Change) – As the climate gets drier and/or hotter, conditions in the future may increase fire risk.
4.3 CLIMATE AND CLIMATE CHANGE
The average rainfall in the PPC service territory is about 24 inches per year, most of which falls from October through April. Hot summer temperatures are moderated by onshore southwesterly breezes flowing across San Francisco and San Pablo Bays from the Pacific Ocean. Morning fog and high humidity are characteristic of local summer days, thereby reducing the threat of ignition. The typical extended summer dry season results in a heightened risk of fires well into the fall before the rainy season begins. During dry years, the fire risk can extend into the winter and through the spring. While wet winters can delay the ignition of significant fires later into spring or early summer, they also promote more vegetation growth, and may therefore produce higher fire risk during the inevitable hot, dry, summer season.
The statewide fire experience over the last few years has shown that catastrophic fires can occur anywhere, even in residential subdivisions outside areas of high fire risk. PPC is prepared to assist fire agencies with their response to active fires anywhere within its territory. However, PPC concurs with the Cal Fire and CPUC risk designations and sees no reason to change the boundaries of fire risk zones within the PPC territory.
According to experts, climate change is expected to increase the frequency and intensity of wildfires, as well as the extent of wildfires. The severity of wildfires is a function of the type of vegetation, the health of trees, dryness of the combustible vegetation material involved, slope, topography, and weather conditions. Tree stress and mortality, including damage due to insect infestations can exacerbate fire hazards.
California’s fire season has historically extended from early spring through the late fall, but due to drier conditions and factors such as campfires and vandalism, fire protection and mitigation is becoming a year-round necessity.
4.4 VEGETATION TYPE
As illustrated in Figure 3, the PPC service territory is 45% urbanized and is surrounded by the Napa River, San Pablo Bay, and protected wetlands to the north. Homes, warehouses associated with the former Mare Island Naval Base, open fields, commercial equipment storage and laydown yards, and some residential and office uses among vegetated areas.
Vegetation in the service territory is approximately 72% herbaceous, 3% water, and 2.5% hardwood woodland (eucalyptus).
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Visual observations show that many areas classified as herbaceous also contain shrubs, as do the hardwood woodlands. PPC is cognizant of the increased fuel loading of shrubs vs. grasses.
Figure 3: Land Cover Classification in PPC Service Territory 358
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4.5 TOPOGRAPHY AND SLOPE
Fires propagate and move faster depending on topography. Flat or moderate slopes (0- 5%) generally have slower moving fires, with lower intensity than fires on steeper slopes (10-
30%). The northern two thirds of Mare Island is relatively flat and nearly sea level. The southern section of the lsland rises abruptly from a narrow plateau adjacent to the Napa River and San Pablo Bay to an elevation of approximately 250’. Thus, the southern end of the island has a higher potential for wildfire spread, with higher intensities. This is an area of focus for PPC’s vegetation management efforts.
5.0 PPC ASSETS IN FIRE ZONES
5.1 PPC ASSETS
For purposes of risk assessment, PPC assets consisting of its substation, transformers, switch gear, and distribution electrical lines were considered as potential sources of wildfire ignition.
Table 3: PPC Assets in the Fire Zone and Assets in High Fire Districts Outside the Fire Zone Asset Class Asset Type Quantity
Transmission
Lines
Transmission structures and switches operating at
or above 69
Kilovolts (kV) None
Distribution
Lines
Overhead and underground lines operating at up
to 12 kV 10,480’ of overhead lines.
Substations
Power transformers, voltage regulators, protective
devices, relays, open-air structures, switch gear
and control houses
10 locations
5.2 LOCATIONS OF FIRE ZONES
PPC’s service territory contains no locations of high fire hazard zones, and none of its service territory is within State Responsibility Areas (SRAs).
A single incident in 2019 is the only known ignition event since PPC began operating the utility in 1997. This human
-caused event was a result of vandalism and burned
approximately 40 acres of brush and scrub on the south end of the island.
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6.0 WILDFIRE PREVENTATIVE STRATEGIES
6.1 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
6.2 WEATHER MONITORING
PPC monitors current and forecasted
weather data from a variety of
sources including:
• United States National
Weather Service.
• National Fire Danger Rating
System.
• National Interagency Fire
Center – Predictive Services for
Northern California.
• Local Fire District Warnings.
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 its service territory and the surrounding region.
Windfinder has eight (8) monitoring stations in Vallejo and nearby, providing a high- resolution view of prevailing winds at any given time. The greater San Francisco Bay Area has several dozens of Windfinder monitoring points.
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 its computer
3 Adopted by CPUC Decision 17-12-024.
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task bars that will trigger system watch activities such as vehicle patrols of the system’s 61 poles. PPC operates its utility in NWS weather zone 018 (CAZ018).
PPC assigns one of four operating conditions based on the relevant weather data and knowledge of local conditions:
Normal: During normal conditions, no changes are made to operations or work policy.
Elevated: During elevated ignition conditions, PPC will periodically monitor both electrical system and weather conditions.
Extreme: During extreme ignition conditions, PPC will perform mobile patrols and inspections of the distribution system within areas of high vegetation and ignition risk.
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.
6.3 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, and PPC meets or exceeds all standards in GO 95. PPC also monitors and follows the National Electric Safety Code as appropriate.
6.4 VEGETATION MANAGEMENT
PPC meets or exceeds the minimum industry standard vegetation management practices.
Please refer to Exhibit C, PPC Metrics FY 2022 – 2023. PPC meets:
• Public Resources Code Sections 4292; 4293, 4294, and 4296; • Title 14 Section 1257 of California Code of Regulation; • Public Resources Code section 4293;
• GO 95 Rule 35; and
• GO 95 Appendix E Guidelines to Rule 35.
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Table 4: 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
Table 5: 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
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 if it were to fail on an estimated annual basis. PPC 362
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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
6.5 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 use 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.
PPC monitors drought conditions and other relevant factors throughout the year to determine if inspections should be completed in a shorter timeframe.
6.6 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.
6.7 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.
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6.8 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; • 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
6.9 GRID HARDENING
The North Island, as shown in Exhibit B has few active facilities, contains 14 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.
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 364
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substations, are fenced, have security lighting and are subject to annual vegetation management.
7.0 COMMUNITY OUTREACH AND PUBLIC AWARENESS
PPC has performed community outreach regarding potential ignitions and power outage risk in three ways:
•
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. • Responding to individual customer inquiries regarding the potential for power interruptions.
• 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.
7.1 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 until a temporary power generator is connected.
• 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 or primary police or fire facilities within the utility service territory.
7.2 CUSTOMER NOTIFICATION PROTOCOLS
The basic protocols for customer notification remain telephone, email, the utility website and social media.
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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.
8.0 RESTORATION OF SERVICE
Restoration of electric distribution services will be per PPC utility operation procedures.
Such procedures include, but are not limited to:
•
Inspect involved facilities and any related facilities for damage and/or operability.
Perform repairs or replacement as may be necessary.
• Check relay protections and circuit breaker status for correct setting / position. • Confirm circuit phasing.
• Perform circuit switching per switching protocol.
• Confirm restoration and normal operation of system.
• Perform final safety check.
9.0 EVALUATION OF THE PLAN
9.1 ROLES AND RESPONSIBILITIES FOR PLAN EXECUTION
The PPC Power Company Manager is responsible for overseeing this WMP. The Power Company Manager assigns tasks to the Utility Technicians or Line Worker as needed and as governed by this plan. Additionally, the Power Company Manager may contract with outside vegetation management or utility maintenance providers to augment internal resources. The Power Company Manager is responsible for:
• Overall Responsibility for Implementation of the WMP. • Tree trimming to maintain clearances required by PPC Standards. Vegetation removal at base of poles in accordance with PPC Standards. • Weather monitoring for Red Flag Warnings.
• Implementation of enhanced safety measures during Red Flag Warnings Collection and analysis of outage statistics and fire incidents in the PPC Fire Zone.
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9.2 METRICS AND ASSUMPTIONS FOR MEASURING PLAN PERFORMANCE PPC will track two metrics to measure the performance of this Wildfire Mitigation Plan:
•
number of ignitions
• wires down within the service territory.
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.
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.
9.3 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.
Refer to Exhibit C – PPC Metrics FY 2022 – 2023.
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9.4 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
Executive Secretary for review, who also serves as the City of Pittsburg Deputy City Manager.
The PPC Executive Secretary 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.
9.5 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.
9.6 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.
10.0 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.
Going forward, PPC will utilize the City of Vallejo Fire Marshal 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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11.0 EXHIBITS
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11.1 EXHIBIT A – PPC WOOD POLE INVENTORY
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372
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11.2 EXHIBIT B – WOOD POLE SEGMENTS
SOUTH ISLAND
The 12kV 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. There are a total thirty-eight (38) poles in this circuit.
Of the 38 poles, 34 are in areas of light grasses or gravel. Four (4) poles are located adjacent to areas of light vegetation, brush and trees.
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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 C – PPC Metrics FY 2022 – 2023.
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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
fourteen (14) 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.
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11.3 EXHIBIT C – PPC METRICS FY 2022-2023
# 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 10/1/2023 Grasses acceptable – defer tree abatement until spring.
6 Spring 1 2/14/2023 Tree Trimming required on Club Drive, pole base grasses removal.
Abatement:
7 Tree Trimming 1 2/18/2023 Tree branches, brush removal and ROW clearing on Club Drive.
8 Grasses, Brush Removal 1 May 2023 Around all wood poles per GO 95 – 2 weeks duration.
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12.0 REVISION HISTORY
Version Revisions Section
2023 Comprehensive revision to comply with WSAB Staff Reports. 2024
- Added Revision History 12
- was: 59 low and medium…
is: 61 active low and medium…
1.2 & 3.1
- was: Plan Section 7.4
is: Plan Section 7.0
Table 1 b (2)
(G)
- Plan Section
was: 7.3, 1.3
is: 7.0, 1.3
Table 1 b(3)
- Plan Section
was: 9.2
is: 9.4
Table 1 b (2)
(N) (i)
- Plan Section
was: 9.4
is: 9.5
Table 1 b (2)
(N) (ii)
- Plan Section
was: 9.5
is: 9.6
Table 1 b (2)
(N) (iii)
- Table 2
Number of Customers Served:
was: 584
is: 600
Population Within Service Territory:
was: 1,056 people
is: 1,000 residents
1,500 work population
1.4 - Updated staff numbers.
was: 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, a Lineworker position supports the electric and gas operation.
is: The utility has a staff of three (3) Utility Technicians dedicated to electric operations. In addition to the utility Technicians, three (3) Lineworker positions support the electric and gas operations.
was: The Mare island master developer employes a contracted goat… is: The Mare Island master developer employes employs both mechanical methods and a contracted goat…
Deleted: This will be a fulltime, year-round reduction activity starting in 2024.
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Version Revisions Section
2024 cont’d - was: …vehicle patrols of the system’s 59 poles. is: … vehicle patrols of the system’s 61 poles.
6.2 - was: Please refer to Exhibit C, PPC Metrics FY 2021 – 2022 is: Please refer to Exhibit C, PPC Metrics FY 2022 – 2023 - was: PC performs more frequent and detailed …
is: PPC performs more frequent and detailed …
6.4 - was: contains 26 wood poles…
is: contains 14 wood poles…
6.9 - Deleted Table 6. Redundant as this was already Exhibit C.
Added to end of section: Refer to Exhibit C – PPC Metrics FY 2022 – 2023.
9.3 - Updated PPC Wood Pole Inventory with May 2024 data 11.1 Exhibit A
- was: twenty-four (24) poles in this circuit.
is: thirty-eight (38) poles in this circuit.
was: of the 24 poles…
is: of the 38 poles…
11.2 South Island
- Corrected exhibit reference:
was: Please Refer to Exhibit D – PPC Metrics FY 2021 – 2022 is: Please refer to Exhibit C – PPC Metrics FY 2022 – 2023
11.2 Club Drive
- PPC Metrics
was: 2021 – 2022
is: 2022 – 2023
Updated dates to reflect 2023 Inspections and Abatement
11.3 Exhibit 3
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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 an Ordinance Amending Pittsburg Municipal Code Chapter 2.85 and Repealing Chapter 2.86
MEETING DATE: July 1, 2024
EXECUTIVE SUMMARY
On July 17, 2024, the City Council introduced and waived further reading of an Ordinance amending Pittsburg Municipal Code Chapter 2.85 and repealing Chapter 2.86 to consolidate the Purchasing Policy and two chapters of the Pittsburg Municipal Code for efficiency and ease of reference, to revise provisions for clarification, and to correct and/or align with current State law and local policy and practice.
FISCAL IMPACT
The amendment would have no fiscal impact.
RECOMMENDATION
Adopt ordinance 24-1521 Amending Pittsburg Municipal Code Chapter 2.85 and Repealing Chapter 2.86.
BACKGROUND
On June 17, 2024, the City Council, through consideration, introduced Ordinance 24-1521 and moved to waive further reading of the Ordinance Amending Pittsburg Municipal Code Chapter 2.85 and Repealing Chapter 2.86. Contracting requirements for the City of Pittsburg are set forth in Pittsburg Municipal Code Chapters 2.85 and 2.86, and the Purchasing Policy. The chapters were added to the PMC in 2006 and various subsections have been amended from time to time. PMC Section 2.85.010 required the City Council to adopt by resolution a policy for purchases. The Purchasing Policy was last amended in 2018.
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SUBCOMMITTEE FINDINGS
This item was not submitted to a subcommittee.
STAFF ANALYSIS
The proposed ordinance consolidates the City’s contracting requirements into one chapter of the Pittsburg Municipal Code. The proposed ordinance contains requirements for contracting for the four categories engaged in by local public agencies: equipment and supplies, general services, professional services, and public works projects.
Staff sometimes issue a Request for Proposals for purposes of creating a list of service providers and entering into master on-call contracts so that assistance is readily available as the need arises. The ordinance addresses and authorizes this approach and sets forth a requirement that staff obtain three or more quotes when a task is identified for on-call work that is expected to exceed $50,000.
For public works projects, state law authorizes informal bidding so long as certain prerequisites are met, including a dollar ceiling. The City meets the prerequisites and historically authorized informal bidding for public works projects. From time to time, the state increases the dollar ceiling for public works projects to be contracted through informal bidding, to recognize the increase in costs over the years. Presently, a public works project of up to $200,000 can be contracted through the informal bidding procedure. The proposed ordinance incorporates any future increases established by the state.
The proposed ordinance clarifies that the City may engage in cooperative contracting. The City belongs to one or more purchasing cooperatives. A co-op identifies vendors through a bidding process or request for proposals, for the benefit of the members of the co-op.
The collective effort is expected to yield better prices and more vendors compared to one member seeking vendors on its own. The ordinance allows contracting through a co-op so long as the co-op utilized a process similar to or better than the City’s required contracting process.
Provisions from the Purchasing Policy have been carried over to the ordinance: Purchases may be made through an agreement negotiated by another public agency (known as a “piggyback” purchase). In an emergency, as defined, and in specified circumstances, contracting requirements may be curtailed. The dollar limit for contracting by the City Manager and City Attorney remains at $75,000, and $50,000 for department heads. To facilitate faster procurement of equipment for the electric utility, the dollar limit is $250,000.
All contracts of the City must be in writing, and any contract of $10,000 or more must be reviewed and signed approving as to form by the City Attorney.
After introducing an Ordinance, the City Council must approve the action by adopting the Ordinance by a majority vote at a subsequent meeting. The Ordinance becomes effective 30 days after the date of its adoption.
ATTACHMENTS: Ordinance
Report Prepared By: Donna Mooney, City Attorney
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Ordinance No. 24-1521 Page 1 of 9 July 1, 2024
BEFORE THE CITY COUNCIL OF THE CITY OF PITTSBURG
In the Matter of:
Amending Pittsburg Municipal Code )
Chapter 2.85 Purchasing System and ) ORDINANCE NO. 24-1521 Repealing Chapter 2.86 )
WHEREAS, pursuant to the City’s police power under Article XI Section 7 of the California Constitution, the City Council of the City of Pittsburg has the authority to enact and enforce ordinances and regulations for the public peace, morals, and welfare of the City and its residents; and
WHEREAS, the City seeks to consolidate its contracting and purchasing requirements set forth in the Purchasing Policy and two chapters of the Pittsburg Municipal Code into one chapter of the PMC for ease of reference; and WHEREAS, the proposed ordinance clarifies, corrects, and/or revises provisions in compliance with current law, practice and desired policy.
NOW, THEREFORE, the City Council of the City of Pittsburg Does ORDAIN as follows:
Section 1. Amendment. Chapter 2.85 of the Pittsburg Municipal Code is hereby deleted and replaced to read as follows:
Chapter 2.85
CONTRACTING AND PURCHASING
Sections:
2.85.010 Purpose
2.85.020 Chief contracting and purchasing officer
2.85.030 Contracting for equipment and supplies
2.85.040 Contracting for general services
2.85.050 Contracting for professional services
2.85.060 Contracting for on-call professional services
2.85.070 Contracting for public works projects – informal bidding
2.85.080 Contracting for public works projects – formal bidding
2.85.090 Contracting – exemptions
2.85.100 Contracting authority of employees
2.85.110 Contracting requirements
2.85.120 Local preference in contracting and purchasing 382
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2.85.010 Purpose.
The purpose of this chapter is to ensure prudent expenditures of public funds, provide fairness to vendors in the selection process, and to avoid favoritism.
2.85.020 Chief contracting and purchasing officer.
The city manager is the chief contracting and purchasing officer of the city. The city manager may delegate his/her duties as chief purchasing officer to other city staff. The chief purchasing officer or his/her designated representative may have additional duties specified by resolution of the city council. The city manager or his/her designated representatives may sign contracts on behalf of the city when authorized by ordinance, resolution or other action of the city council. The city manager is authorized to establish purchasing procedures as an administrative order in compliance with this chapter and applicable law.
2.85.030 Contracting for equipment and supplies.
A. Equipment and supplies defined. Equipment and supplies are goods procured by the city for the conduct of the city’s business, except equipment and supplies procured by a contractor or subcontractor for a public works project governed by sections 2.85.070 and
2.85.080.
B. Formal bidding for equipment and supplies.
1. Formal bidding is required for any purchase of equipment and supplies over $50,000.
2. Formal bidding shall contain the following:
a. Notice issued using an invitation to bid template, and b. If applicable, solicit potential vendors through supplier lists approved by the purchasing officer; and
c. Advertise the invitation to bid on the city website, by advertisement in a newspaper of general circulation, and/or direct mail or email to reputable vendors, at least 10 days before the deadline for submission of bids; and d. Open the bids at advertised time to determine the lowest responsive bid. 383
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3. The lowest responsive bid shall be recommended to city council for award of the contract.
C. Informal bidding for equipment and supplies.
1. Informal bidding is authorized for any purchase of equipment and supplies in the amount of $50,000 or less.
2. Potential vendors may be solicited using the Request for Quote template through supplier lists, if applicable, notice on the city website, and/or direct mail or email to reputable vendors, at least 10 days before the deadline for submission of quotes.
3. At least three quotes must be solicited for any purchase of equipment and supplies over $10,000, unless fewer than three reputable vendors are available to provide the required equipment or supplies.
4. The city manager or his/her designee is authorized to enter into a contract with the vendor that submits the lowest responsive quote.
2.85.040 Contracting for general services.
A. General services defined. General services are services from a vendor that do not require a high degree of professional or technical skill, such as janitorial services, general labor, or maintenance. General services do not include professional services as defined in section 2.85.050 or public works project services as defined in section 2.85.070.
B. A request for proposals (RFP), must be issued when the anticipated cost of general services exceeds $100,000 during the term of the contract, including any potential renewal terms. The RFP should attach the required form of agreement for the general services, subject to approval as to form by the city attorney. The RFP may also require information about the vendor’s qualifications, experience, or other relevant information for the procurement. Cost shall be the highest weighted criterion for the evaluation of proposals.
Vendors shall be solicited through lists approved by the purchasing officer, if applicable, direct mail or email, and/or newspaper advertisement. Each RFP must also be posted on the city website.
C. A minimum of three quotes shall be obtained when the anticipated cost of services is $50,000 to $100,000, unless fewer than three reputable vendors are available to provide the required general services.
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Ordinance No. 24-1521 Page 4 of 9 July 1, 2024
2.85.050 Contracting for professional services.
A. Professional services defined. Professional services are services from a specially trained and experienced person, firm, or corporation for special services and advice in financial, economic, accounting, engineering, legal, planning or administrative matters.
B. Procurement and selection. Selection shall be based on the demonstrated competence, experience and professional qualifications of the vendor necessary for the satisfactory performance of the professional services. In any request for proposals, cost shall be a criterion.
2.85.060 Contracting for on-call professional services.
A. On-call services defined. For professional services that may be needed on an occasional basis as need arises, city staff may solicit for professional services providers to be retained under contract for on-call services, following the requirements in section
2.85.050.
B. List. A list of qualified professional service providers may be compiled based on responses to the solicitation.
C. Quotes for task. When a particular task is identified for on-call work, at least three quotes must be obtained from professional service providers, on the list or if there is no list, when the estimated cost of the work is over $50,000, unless there are fewer than three professional service providers listed or available for the type of services needed.
2.85.070 Contracting for public works projects – informal bidding A. Public works project defined. Public works project has the same meaning as “public project” as defined in Public Contract Code section 22002, as may be amended.
B. Informal bidding authorized. As authorized by Public Contract Code Section 22034, the city elected to become subject to the California Uniform Public Construction Cost Accounting Act (CUPCCAA) as set forth in Public Contract Code Sections 22000 through 22050, and is therefore permitted to use the informal bidding procedures set forth in Public Contract Code Section 22034. The provisions of CUPCCAA take precedence over any 385
Ordinance No. 24-1521 Page 5 of 9 July 1, 2024
conflicting provisions in Public Contract Code Sections 20160 through 20174. All applicable provisions of the Public Contract Code remain in effect and city contracting is subject to them, unless superseded by conflicting terms under CUPCCAA.
C. Informal bidding procedures. A public works project of up to $200,000, or any higher amount as may be established by state law under CUPCCAA, may be let to contract by the informal procedure as set forth in Sections 22032(b) and 22034 of the Public Contract Code, as may be amended.
D. Contractors list required. The city manager or designee(s) shall develop and maintain a list of qualified contractors identified according to categories that comply with section 22034 of the Public Contract Code and criteria adopted by the Commission (Commission).
The city manager or his/her designee(s) shall develop and maintain the contractors list by annually mailing or emailing a written notice to construction trade journals designated by the Commission as specified by region in the Commission’s current Cost Accounting Policies and Procedures Manual, accessed via the Commission’s website, inviting all licensed contractors to submit the name of their firm to the city for inclusion on the contractors list of qualified bidders for the following calendar year.
E. Notice for informal bidding. For a public works project with the estimated cost set forth in subsection (C), not less than 10 days before the bids are due, the city manager or his/her designee shall mail or email a written notice inviting bids to (1) all contractors for the category of work to be bid as shown on the contractors list developed in accordance with subsection (C) and/or (2) all construction trade journals designated by the Commission under Public Contract Code Section 22036. Additional contractors and construction trade journals may be notified at the discretion of the city manager or designee. If there is no list of qualified contractors for the particular category of work to be performed, the notice inviting bids shall be sent only to the construction trade journals specified by the Commission.
F. Small projects. For a public works project of up to $60,000, or any higher amount as may be established by state law, the city may perform the project by city employees, by force account, by negotiated contract or by purchase order as authorized by Section 22032(a) of the Public Contract Code, as may be amended, or the city may elect to follow the informal bidding procedure set forth in this section and state law.
G. Award authority. The city manager or his/her designee is authorized to award contracts subject to the informal bid or small project requirements in this section 2.85.070. 386
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H. Bid over informal bid limit. If all bids received on a public works project under the procedure set forth in this section are in excess of the amount set forth in subsection (C), the city council may award the contract at an amount authorized by state law to the lowest responsible bidder if the council determines by adopting a resolution by at least four-fifths vote that the city’s original cost estimate was reasonable.
2.85.080 Contracting for public works projects – formal bidding.
A. Any contract for a public works project which exceeds the informal bid threshold in section 2.85.080 shall be procured in compliance with formal bidding requirements in section 22037 of the Public Contract Code, as may be amended.
B. A public works project of more than $1 million is subject to Project Stabilization Agreement unless exempt.
2.85.090 Contracting – exemptions.
The following shall be exempt from bidding requirements of this chapter:
A. Piggyback contracting. Contracting may be done through a contract entered into by another public agency if the city attorney determines the contract is acceptable as to form and (a) the contracting procedure was substantially similar to the city’s required procedure for a contract of the same type and dollar amount, or (b) the contract is identified by the State of California procurement department.
B. Cooperative contracting. Contracting may be done through a contract entered into by a cooperative entity if the contracting procedure was substantially similar to the city’s required procedure of the same type and dollar amount, provided the city attorney determines the contract is acceptable as to form.
C. Emergency contracting.
1. Public work projects subject to bidding. In the case of a sudden, unexpected occurrence that poses a clear and imminent danger requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services, the city manager is authorized to purchase repairs or replacement of any public facility, procure necessary equipment, services and supplies, without giving notice for bids to let contracts, in compliance with Public Contract Code section 22050. 387
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2. All other contracts. In the case of a sudden, unexpected occurrence that poses a clear and imminent danger requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services, the city manager may enter into a contract up to $150,000, without city council approval or compliance with other procedures set forth in this chapter 2.85.
D. Design-build. Public works projects may be procured on a design-build basis subject to the requirements and limitations of Sections 22160 through 22169, and Section 22170 et seq., as may be amended.
E. Other. Based on unique fact or circumstances and a recommendation with justification from the affected department director, the city manager after consultation with the city attorney may waive one or more purchasing procedures if they determine the interests of the city are best served and waiver complies with relevant law. This exception includes but is not limited to the circumstances when equipment or services are available only from one vendor, or equipment from a particular manufacturer is necessary for optimal functioning with existing equipment, rendering solicitation futile.
2.85.100 Contracting authority of employees.
A. City council authorization. Except as authorized in this chapter, no contract or purchase may be made without the prior authorization of city council.
B. City manager authorization. The city manager is authorized to contract or purchase in the amount of $75,000 or less, except that the city manager is authorized to purchase electric utility equipment or supplies in the amount of $250,000 or less. The city manager is authorized to delegate authority to contract or purchase to any employee so long as the delegation is in writing. A department head is authorized to enter into a contract in the amount of $50,000 or less.
C. City attorney authorization. The city attorney is authorized to contract or purchase professional legal services, professional services related to legal matters, general services, and supplies, in the amount of $75,000 or less.
2.85.110 Contracting requirements.
A. All contracts must be in writing.
B. All contracts must set forth the total maximum compensation. 388
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C. Bid splitting is prohibited. Bid splitting means to divide a transaction into separate contracts to avoid the requirement to obtain city council approval or use competitive bidding.
C. For any multi-year contract, adequate funds must be available to fulfill the first fiscal year’s obligation and the time of contract execution. Subsequent years’ appropriations are subject to city council authorization unless allowed pursuant to state law and the terms of the contract.
D. Any contract for a duration of more than seven years must be approved by city council regardless of the dollar amount.
E. Any contract in the amount of $10,000 or more must be reviewed and signed approving as to form by the city attorney.
F. A contract approved by city council may be amended to increase the compensation amount when the city council has approved a contingency amount and the increase is equal to or less than the contingency, or when the amount of the increase is less than $25,000.
G. Only the city attorney may enter into a contract for outside counsel services.
2.85.120 Local preference in contracting and purchasing.
The city shall provide a three percent preference for local vendors when soliciting for contracts up to $50,000. To qualify for the preference, the purchase must be subject to sales tax collection. The vendor must hold a current Pittsburg business license and be located in Pittsburg. This section does not apply to public works projects subject to informal or formal bidding, or to federally funded projects subject to procurement standards in 2 C.F.R. sections 200.318 through 200.327, as may be amended.
2.85.130 Minority and women-owned businesses.
It is the city’s policy to give minority suppliers an opportunity to compete on an equal basis with all other vendors in the competitive marketplace. One of the responsibilities of the city manager or designee is to seek out and identify qualified, minority- and women-owned businesses and assist them in becoming familiar with the city’s requirements for city purchases.
Section 2. Repeal of Chapter 2.86. Chapter 2.86 of the Pittsburg Municipal Code is 389
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hereby repealed.
Section 3. Effective Date. This Ordinance shall be in full force and effect thirty (30) days after its adoption.
Section 4. Severability. If any section, subdivision, sentence, clause, phrase or portion of this Ordinance is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision, and such holding shall not affect the validity of the remaining portions.
Section 5. Publication. The ordinance shall be posted and published in accordance with the California Government Code.
The foregoing Ordinance was introduced at a regular meeting of the City Council of the City of Pittsburg held on June 17, 2024, and was adopted at a regular meeting of the City Council held on the 1st day of July 2024, by the following vote:
AYES:
NOES:
ABSTAINED:
ABSENT:
Juan Antonio Banales, Mayor
ATTEST:
Alice E. Evenson, City Clerk
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