CITY OF ORINDA
Operating Budget
FY 2006/ 2007
CITY COUNCIL Bill Judge, Mayor; Steven Glazer, Mayor Pro Tem;
Coucilmembers Laura Abrams, Victoria Smith, and
Amy Worth
CITY MANAGER Janet Keeter ADOPTED June 20, 2006
Cover Graphics Designed by Janice Carey
CITY OF ORINDA
SOURCES OF FUNDS
FY 2006- 07
TRANSFER IN
1.7%
REVENUE FROM OTHER
AGENCIES
SERVICE FEES 3.0%
14.7%
PARKS AND
RECREATION FEES
15.0%
LEASE AND INTEREST
INCOME
2.7%
TAXES
63.3%
2
CITY OF ORINDA
EXPENDITURES
FY 2006- 07
MATERIALS
AND
SERVICES
5.0%
CONTRACT SERVICES
41.7%
PERSONNEL SERVICES
36.2%
SPECIAL DEPARTMENTAL
EXPENSES
9.7%
VEHICLE
EXPENSE
2.2%
TRANSFER OUT
4.5%
PROFESSIONAL
DEVELOPMENT
0.9%
4
6
POLICY DEVELOPMENT AND
IMPLEMENTATION
Department Mission
The Policy Development and Implementation functions of the City are organized into four
programs: City Council, City Clerk, City Attorney, and City Manager. The collective mission of
these four programs is to develop, implement, oversee, and manage the effective and efficient
delivery of municipal services for the citizens of Orinda. In addition, the City Manager’s office
administers programs for the continued fiscal stability of the community, and for representing the
City’s interests in the region.
Summary of Proposed Budget Increases/ Decreases
The budget has been reduced by about $ 74,000 from the amended budget for Fiscal Year 2005-
2006. This reduction is largely due to discontinuing the Comcate program ($ 7,500); to
discontinuing contributions to the Film Festival and the Housing Group ($ 13,000); to anticipation
that there will not be the same unusually high level of litigation ($ 29,000); to winding down of
infrastructure committee ($ 38,500); to turnover in staff positions ($ 18,000); and to increase for
election expenses ($ 32,000). The total departmental budget decreased by 11.5% from projected
costs and by 8.0% from amended budget costs.
7
CITY MANAGEMENT / POLICY & LEGAL
CATEGORIES OF EXPENDITURES
FY 2006- 07
PERSONNEL SERVICES
49.8%
MATERIALS
AND SERVICES
.9%
PROFESSIONAL
DEVELOPMENT
3.7%
SPECIAL DEPARTMENTAL
EXPENSES
13.9% VEHICLE
EXPENSE
CONTRACT 0.6%
SERVICES
31.8%
8
CITY MANAGEMENT / POLICY & LEGAL
COMMUNITY DEVELOPMENT
PROGRAMS
FY 2006- 07
ELECTION
4.1%
LEGIS. SUPPORT
11.4%
RECORDS MGMT.
2.4%
GENERAL MANAGEMENT
41.5%
LEGAL
33.9%
POLICY
3.3%
REGIONAL
PROG.
3.3%
9
10
CITY COUNCIL
Program Description
The City Council is the elected policy- making body for the City of Orinda. It is comprised of five
members elected at- large who serve four- year overlapping terms. The Mayor is elected by the City
Council from among its members.
The City Council has stated its guiding policies to keep the Orinda government small but service
oriented, keep the City’s fiscal condition sound and preserve an adequate fund balance, and to
operate an effective, common sense local government.
Current Service Levels
• Conduct regular, twice monthly City Council meetings, and special meetings on an as- needed
basis.
• Establish strategic policy goals and priorities for all City service functions, and serve as the
advocate for State and regional policies that affect City services and quality of life.
• Serve in a quasi- judicial capacity for hearing land use and other appeals as provided in the
Orinda Municipal Code.
• Appoint members of the community to serve on advisory commissions and boards.
• Serve on regional boards, commissions, conferences, and joint powers authorities affecting the
City of Orinda.
• Serve on Council appointed committees, task forces, and sub- committees
• Recognize efforts of community volunteers and City staff.
• Maintain memberships in State and regional organizations that serve the interests of the City.
• Inform residents of Orinda, and other interested parties, of City meetings and issues through
distribution of four annual newsletters, maintenance of a web site, and through other media.
Projected Service Level Changes ( 2006- 07)
The City Council identified five highest priorities for Fiscal Year 06- 07
• Infrastructure
• Enhanced communications with constituents
• Senior affordable housing at the former Library site
• Downtown revitalization
• Pine Grove residential development
12
CITY ATTORNEY
Program Description
The City Attorney is appointed by the City Council to provide ongoing legal support to the Council
and City staff, including the review and/ or preparation of ordinances, resolutions, and contractual
agreements, and the management of litigation.
Current Service Levels
• Provide legal advice and assistance to the City Council and City staff.
• Attend all City Council meetings, and Board and Commission meetings on an as- needed basis.
• Attend workshops with Council and Park Commission.
• Draft and/ or review ordinances, resolutions, and contracts.
• Review all claims and recommended disposition.
• Review and make recommendations on pending litigation.
• Provide regular reports to the City Council regarding legal activities.
• Review and revise city policies and practices relating to due process issues in light of case law
developments.
• Develop strategies to assist the City Council and staff in containing legal costs.
Projected Service Level Changes ( 2006- 07)
As scheduled
by active
participants.
1. With Planning Director and geotechnical consultant, continue review of soils
reports and the development process. Prepare ordinance to update and improve
policies and procedures.
2. With Parks & Recreation Director and Administrative Services Director,
complete new Park Dedication Fees ordinance. 1. Continue work with Planning
Director on Title 17 ( Zoning) of the Orinda Municipal Code addressing various
amendments. Prepare ordinances amending Title 17 re:
a. fence regulations
b. second units ( to comply with changes in state law)
c. tree management (“ protected trees”)
d. soil stability reports
3. Review information and pursue a strategy to deal with issues presented by
errant golf balls.
4. Advice to staff and Council relating to Zander Drive options; possible
preparation of offer of sale and agreement to sell ( careful attention to
conditions, insurance, bonds)
14
5. Finalize analysis of impact fees for home additions ( for parks and recreational
facilities)
6. Review, negotiate and revise contracts with County agencies ( Sheriff,
Department of Health Services, Building Inspection, Animal Control)
7. Update density bonus regulations ( draft prepared)
8. Develop a systematic code enforcement program
9. Draft restatement of Theatre Square development agreement
10. Agreement w/ OUSD for land exchange at Pine Grove
11. Establish annual workshops with Council and Commissions re: Brown Act,
Public Records Act, and Political Reform Act ( conflicts of interest)
12. Develop a handbook on same topics for new members coming on in
between workshops
13. Develop written policies for contract approval.
15
16
CITY MANAGER
Program Description
The City Manager is responsible for implementing the policy direction of the City Council,
enforcing all laws and ordinances enacted by the City, and managing all personnel and contractors
providing services to the citizens of Orinda.
Current Service Levels
• Provide ongoing management and coordination of the City's departments and programs.
• Manage, coordinate, and monitor progress on development and infrastructure projects to ensure
their completion in an orderly and timely manner.
• Maintain an effective working relationship with the City Council, including keeping all Council
members fully informed of issues, and being responsive to their needs.
• Monitor citizen input, inquiries, and correspondence and monitor staff response and follow- up.
• Work with ad hoc citizen committees to develop solutions to problems impacting quality of life.
• Establish ongoing communication with Orinda residents by implementing a process for regularly
scheduled distribution of the Orinda Way newsletters ( at Council- determined frequency,
currently four annually) and effective use of the City’s web site.
• Evaluate overall City operations to create an increasingly efficient and responsive organization.
• Enhance customer service focus among employees.
• Oversee and evaluate franchised services for the City of Orinda, including solid waste collection
service and recycling programs, and cable- related services.
• Work with existing committees to enhance the City's emergency preparedness.
Projected Service Level Changes ( 2006- 2007)
1. Through 2/ 07 Continue to work with the architect, contractors, and City staff to complete
city office construction by February, 2007
2. Through 02/ 07 Work with the Orinda Union School District to negotiate a lease for their new
maintenance facility
3. Ongoing Work with the City Council and the Infrastructure Committee to address
continuing problems with the City’s road and drainage infrastructure.
Organize staff activities to effectively support the Committee and sub-committees
in their efforts.
18
4. Retain
Consultant by 09/ 06
Retain a Downtown Revitalization consultant to assist the community and
Council in developing a vision and strategies to encourage more retail
development in downtown and begin the implementation steps outlined in
that effort
5. By 08/ 06 In consultation with the Fire District, retain consultant( s), conduct analysis of
the Fire District for suppression and emergency medical response,
recommend future staffing and location of equipment – all in recognition of
growth and development in Orinda. This study effort is funded by the
Montanera project.
6. By 12/ 06 Focus attention on additional ways of reaching out and including the
community in the work of the city. Explore expansion of electronic means of
communicating with the public, work on redesign of the City’s web site and
implement changes to make the site more user friendly
7. Through 11/ 06
Continue liaison activity with the Moraga Orinda Fire Protection District to
develop alternative strategies for addressing the water distribution system
deficiencies in the City of Orinda.
8. Through 02/ 07
Work with the City Council, City Commissions, the Orinda Union School
District, and Pulte Homes, the developer of the Pine Grove property, to process a
development plan consistent with Council- adopted neighborhood design
policies.
9. Ongoing
Work with the City Council, City Commissions, and Orinda Gateway, LLC to
process final development plans consistent with city approvals
10. Ongoing Continue work to implement the “ Thumbs Up Orinda” registered rideshare
system using grant funding from the Bay Area Air Quality Management District.
11. By 07/ 07 Develop a strategy for long- term funding of downtown area lighting and
landscaping maintenance ( M- 11 District).
12. Ongoing Track status of grant applications and opportunities to obtain funding for
downtown San Pablo Creek improvements.
13. As needed Assist in transitioning new City Attorney services
14. By 12/ 07 New City Council orientation
19
15. Ongoing The following are active projects in the City Manager’s Office for this fiscal
year:
a. Zander Drive City- owned properties
b. Gateway / Montanera Development
c. Budget
d. New City Hall project
e. Labor Negotiations
f. Public Safety coverage
g. Traffic Calming
h. EBMUD Treatment Plant Expansion
i. Entryway Sign
j. Art In Public Spaces
k. General Plan Update
l. Emergency Preparedness
m. EBMUD North Lane Study
n. Winter Storm Remediation
o. Records Management system plan
p. Southwood Valley
q. Capital Improvement Plan projects
r. Camino Sobrante La Nario sinkhole
s. Elections
t. Corporation Yard lease with OUSD
u. Golf Ball Trajectory Study
20
22
CITY MANAGER
ECONOMIC & REGIONAL PROGRAMS
This program provides staff to regional committees such as the Contra Costa Transportation
Authority ( CCTA), Southwest Area Transportation Committee ( SWAT), Lamorinda Program
Management Committee ( LPMC), Lamorinda Fee and Financing Authority ( LFFA), Route
24/ Caldecott Tunnel Corridor Study Committee, Contra Costa Economic Partnership, and the like.
Current Service Levels
• Provide staff support to regional transportation groups including obtaining policy direction
from City Council on elements of regional transportation issues.
• Coordinate preparation of annual Measure C Growth Management Compliance Checklist.
• Coordinate community development issues for the Tri City Council meetings.
• Provide staff support to all regional bodies as needed.
Projected Service Level Changes ( 2006- 2007)
1. Ongoing Work with Contra Costa cities on follow- up projects related to the adopted
Contra Costa – Shaping our Future regional growth management effort.
2. Ongoing Continue work with staff from Lafayette and Moraga to implement strategies for
traffic congestion management, development of a Lamorinda trail system,
acquisition of open space, ridgeline protection, and improved BART access as
determined by the joint Lamorinda Councils.
24
CITY CLERK
FISCAL YEAR BUDGET 2006- 2007
Program Description
The City Clerk’s Office serves as a liaison and primary point of contact for the public and
staff regarding the actions of the City Council and is responsible for maintaining the
official records of the City. The City Clerk also administers local elections, prepares
agendas for public meetings of the City Council, attends the meetings, records the actions
taken by the City Council and ensures that the meetings are conducted in accordance with
the Brown Act, known as the Open Public Meeting Law. The City Clerk maintains
custody of and affixes the City Seal to legal documents and administers the Oath of
Office to newly elected Council members.
Current Service Levels
• Maintain all official City records, contracts, and agreements.
• Provide research and information services to the public and City staff as required.
• Administer the City’s Conflict of Interest Code and serve as Filing Official for FPPC.
• Prepare City Council agendas and supporting documents for distribution pursuant to
the Brown Act.
• Prepare minutes for the City Council.
• Prepare and maintain lists of Boards and Commissions as required by Maddy
Appointive List Act; recruit for commission vacancies.
• Publish legal notices and ordinances; notarize, certify and record official City
documents; open bids; verify contract insurance; and process liability claims.
• Maintain Municipal Code.
• Conduct City Election.
• Serves as Public Information Officer.
• Administer City Wellness Program.
• Supervise consultant.
Projected Service Level Changes ( 2006- 2007)
1. 11/ 06 Work with County Elections Department to conduct the Orinda
Municipal Election.
2. 11/ 06 Work with the City Attorney to review, and if necessary, amend the
City’s Conflict of Interest Code as required by the FPPC.
3. 3/ 07 Assess current file system and plan transition to a new Records
Management system
26
4. Ongoing Continuous training and work towards Certified Municipal Clerk
( CMC) Certificate
5. 8/ 06 Create & expand current City Clerk section of the City of Orinda
Website
6. 01/ 06 Assist in the development of a technology plan for new City
Offices, including a plan for permanent record storage and access
( optical imaging).
7. Ongoing Provide prompt and courteous service to all requests for assistance.
27
32
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
FISCAL YEAR BUDGET 2006- 2007
Department Mission
The Administrative Services/ Finance Department is responsible for providing support
services for the internal operation of the City, and for financial reporting to other
government agencies. Administrative programs managed and carried out include Financial
Management, Payroll and Accounting, Human Resource Management, Risk Management,
Information and Telecommunication Systems, and General Services.
These programs are proposed to be carried out by a half time Administrative
Services/ Finance Director, a Senior Accountant, 1.50 full time equivalent ( FTE)
Accounting Technicians, a half time Human Resources Analyst and the equivalent of a
0.25 FTE Executive Assistant for administrative support. The department provides
accounts payable processing for the Moraga- Orinda Fire District, which fully funds 0.50
FTE of the Accounting Technician staff. The administrative support is provided through
interdepartmental sharing with the City Manager’s Department.
Summary of Proposed Budget Increases/ Decreases
The budget has been reduced by about $ 35,000 from the amended budget for Fiscal Year
2005- 2006. This reduction is largely due to the reduction by $ 25,000 of transfer to the
Insurance Fund. In past years, an excess of expected current insurance costs was budgeted
in order to build the fund balance to the policy goal of $ 500,000. The departmental
reorganization contributes to the balance of the reduction. Savings in compensation costs
for the Administrative Services Director were used for the addition of a half time Human
Resources Analyst, plus some financial and information systems consultant services,
resulting in some savings. The total departmental budget decreased by 2.4% from
projected costs and by 4.2% from amended budget costs.
33
ADMINISTRATIVE SERVICES/ FINANCE
CATEGORIES OF EXPENDITURES
FY 2006- 07
SPECIAL DEPARTMENTAL
EXPENSES
27.7%
MATERIALS AND
SERVICES
13.7%
PROFESSIONAL
DEVELOPMENT
2.5%
PERSONNEL
SERVICES
46.8%
CONTRACT
SERVICES
9.3%
34
ADMINISTRATIVE SERVICES/ FINANCE DEPT.
PROGRAMS
FY 2006- 07
INFOR.
SYSTEMS
6.4%
PAYROLL &
ACCOUNTING
24.5%
PERSONNEL
RISK MANAGEMENT 13.8%
19.9%
DEPARTMENT
ADMINISTRATION
3.4%
GENERAL SERVICES
23.4%
FINANCIAL
8.6%
35
36
40
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
ADMINISTRATION
Program Description
The Administrative Program provides direction and coordination to all Administrative
Services/ Finance intradepartmental programs. Interdepartmental support is provided by
contracting for copy machines, central telephone services, and the purchase of office
supplies, as well as coordinating all Administrative Services/ Finance departmental
programs with other City Departments. In the event of a major disaster, the department is
responsible for resource procurement, expense tracking and documentation, and financial
reimbursement from State and Federal sources.
Current Service Levels
• Manage and prioritize department activities on an ongoing basis.
• Continue cost effective purchases of supplies and services.
• Serve as the City’s representative on the ABAG Power Purchasing Board; monitor the
existing Gas Power Purchase agreements.
• Work with other departments to implement procedures that result in cost savings,
increased efficiencies, and/ or improved citizen service.
• Maximize use of recycled office supplies Citywide.
• Prepare summary reports of department activities for the City Council.
41
44
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
FINANCE
Program Description
Provide financial planning, forecasting and reporting, budget development, portfolio
management, financing district formation and debt administration, cash flow management,
and audit coordination.
Current Service Levels
• Prepare proposed annual Operating, Internal Services, Assessment Districts, and
Capital Budgets and present them to the Council.
• Prepare and present midyear Operating Budget review.
• Coordinate Annual Audit.
• Coordinate administration of Assessment District 94- 1 with contracted Assessment
District administrator and foreclosure counsel.
• Pursue necessary foreclosures on delinquent properties in AD 94- 1 with foreclosure
counsel.
• Complete Annual Report of Financial Transactions to the State Controller.
• Complete Annual Streets and Highways Report.
• Update the City’s fee schedule on at least an annual basis.
• Provide an annual review of the City’s Investment Policy and prepare quarterly
Treasurer’s Reports consistent with State Law.
• Work with City Treasurer to maximize interest income from investments.
• Submit reimbursement requests for State Mandated Initiatives.
Projected Service Level Changes ( 2006- 2007)
1. By 09/ 06 Include financial information ( budgets, fee schedules, audits, etceteras) on
the City’s website.
2. On- going Ensure compliance with Certificates of Participation requirements for
maintenance and payment of City debt.
3. On- going Coordinate activities for issuance of bonds for any future debt issues.
45
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
ACCOUNTING AND PAYROLL
Program Description
The Accounting and Payroll program is responsible for maintaining detailed financial
records; journalizing cash receipts; accounts payable processing and remitting; issuing,
tracking, and collection of accounts receivable; payroll processing; employee benefits
accounting; and fixed asset management.
Current Service Levels
• Process semi- monthly employee payroll and biweekly contractor payroll on in- house
software integrated with the general ledger.
• Maintain records of benefits, including employee administrative leave balances,
retirement contributions, and employer- provided insurance policies.
• Process accounts payable on a weekly basis.
• Distribute checks to vendors on a timely basis.
• Process, on a contract basis, Moraga Orinda Fire District ( MOFD) accounts payable.
• Maintain accounting files on Capital Projects to track payments made, and
reimbursements received. Track non- paid invoices and resolve with appropriate
Department Head and the invoiced party.
• Provide program Expenditure- To- Date Reports to department heads by the 20th of each
month.
• Issue, track, and collect accounts receivable.
• Expedite completion of the annual audit.
• Perform accounting in conformance with GAAP ( Generally Accepted Accounting
Principals).
• Contain costs by monitoring selected large volume purchases and suggesting contracts
with competitively priced vendors.
• Update the City’s fixed assets inventory annually.
• Provide customized management reports for selected expenditures.
• Monitor and recommend more efficient and GAAP conforming contracting procedures.
• Monitor and recommend more automated and GAAP conforming contractor payment
procedures.
48
Projected Service Level Changes ( 2006- 2007)
1. Ongoing Evaluate and improve procedures for payment, tracking and reimbursement
of Capital Expenditures in conjunction with the Engineering Section.
2. By06/ 07 Implement electronic Citywide cash receipt system to replace the paper
receipt book model. Staff was not successful in locating a software program
to meet the City’s needs and budget during the prior year. Nor were they
successful in having the program written to meet the City’s needs of the
ability for the software to integrate with both the permit tracking software in
the Planning department, and the registration software in the Parks and
Recreation department. Staff will continue to work with staff in the other
departments toward an integrated solution.
3. By 11/ 06 Complete and present the annual audit.
49
52
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
PERSONNEL
Program Description
The Personnel program manages the wage, salary, and benefits administration, employee
recruitment, employee relations, citywide employee training and recognition programs, and
on- going training of both employees and supervisors in expectations and process of
employment by the City of Orinda.
Current Service Levels
• Negotiate terms of Memorandum of Understanding, including amendments as required,
with the Orinda Employees Association.
• Coordinate updates to Terms and Conditions for Management and Mid- Level
Employees.
• Recruit and retain highly qualified candidates for all positions.
• Maintain up- to- date personnel files.
• Provide assistance as needed with employee evaluations and relations.
• Provide on- going clarifications of definitions and conditions of employment.
• Provide appropriate citywide training for all personnel.
• Evaluate Employee manual and make appropriate updates as needed.
Projected Service Level Changes ( 2006- 2007)
1. On- going Develop and implement regular in- house training for supervisory and line staff
personnel on relevant employee issues.
2. 07/ 06 Implement new MOU and resolutions.
53
56
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
RISK MANAGEMENT
Program Description
Administration of the City’s self- insurance and loss prevention programs through
Municipal Pooling Authority ( MPA) formerly known as Contra Costa County Municipal
Risk Management Insurance Authority ( CCCMRMIA).
Current Service Levels
• Represent the City and its interests on the MPA Board of Directors.
Projected Service Level Changes ( 2006- 2007)
1. By 06/ 07 Complete implementation of the Illness & Injury Preventive Program:
program development; completion of all the required initial training of staff;
development of a training maintenance schedule of required update- training
sessions as per OSHA guidelines; completion of documentation binder; and
submission for award from MPA
2. On- going Become more actively involved in the governance of the MPA by serving
on the board and committees, including serving on the Loss Prevention
Committee and the Long- Term Disability Program Evaluation Committee.
57
60
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
INFORMATION SYSTEMS AND
TELECOMMUNICATIONS
Program Description
Obtain hardware and software, and coordinate support for computer, telephone and
telecommunications systems.
Current Service Levels
• Maintain networked computer systems.
• Procure hardware and software for continuing technical capability in the City of Orinda
in order to be able to offer services to the citizens more efficiently and
comprehensively.
• Maintain telephone system.
Projected Service Level Changes ( 2006- 2007)
1. By 12/ 06 Coordinate the implementation of the technology plan for the new City
offices.
2. By 06/ 07 Upgrade the City’s Permit Tracking System ( PTS), and integrate with new
Citywide receipting function.
3. By 06/ 07 Replace about 13 computers in departments with greatest technology needs.
4. By 08/ 06 Assist Parks and Recreation staff and consultants with implementation of on-line
registration capabilities.
5. By 08/ 06 Connect County Sheriff’s Office network resources with the City’s for
seamless integration of services.
6. By 12/ 06 Update Microsoft Office software to new version.
7. Ongoing Assist City Manager’s Office to revitalize and update, both in design and
information, the City of Orinda web page and to develop and implement web
page policies and procedures.
61
64
ADMINISTRATIVE SERVICES/ FINANCE
DEPARTMENT
GENERAL SERVICES
Program Description
Provide centralized office equipment, including copy machines, fax machines, and
telephone systems. Contract for purchase of central supplies and utilities.
Current Service Levels
• Contract maintenance for 5 copy machines and 60 phone lines with related handsets.
• Contract with cost effective office supply vendors.
• Contract with cost effective long distance carrier.
Projected Service Level Changes ( 2006- 2007)
1. On- going Plan and coordinate current needs with future required service levels as the
City offices are permanently relocated.
2. 11/ 06 Make final recommendation on large production copier system for the new
City offices and level of copier services to be available in individual
departments.
3. 12/ 06 Coordinate installation and implementation of telephone system for the new
City Hall and the Community Center.
65
68
POLICE SERVICES DEPARTMENT
FISCAL YEAR BUDGET 2006- 2007
Department Mission
The Orinda Police Services seeks to provide a safe and orderly environment through
professionalism, dedication, and active partnership with the community to maintain a sense of
personal safety and security for residents and visitors. This is accomplished by responding in a
timely and effective manner to all requests for service, by maximizing both the successful
closure of reported crimes and the recovery of stolen property, and by minimizing, whenever
possible, the occurrence of those crimes or accidents through police efforts in enforcement,
prevention and education. The staffing for the Orinda Police Department is 14 sworn members:
1- Lieutenant, 2- Sergeants, and 11 Officers. The sworn staff serves in the following programs of
service: Administration, Patrol, Investigations, Crime Prevention, Disaster Preparedness, and
Youth Services.
In addition, the department has a civilian support staff, which consists of 1- full time
Administrative Secretary, and 1- full time Police Services Aide.
Summary of Adopted Budget Changes
Significant changes impacting the adopted FY 2006- 2007 budget include:
• Plan for the completion of the new police facility, and move police operations into the new
building without interruption of services.
69
POLICE SERVICES
CATEGORIES OF EXPENDITURES
FY 2006- 07
PERSONNEL SERVICES
4.6% VEHICLE
EXPENSE
4.4%
PROFESSIONAL
DEVELOPMENT
0.4%
SPECIAL DEPT
EXPENSES
2.4%
MATERIALS
AND SERVICES
0.9%
CONTRACT SERVICES
87.4%
70
POLICE SERVICES
PROGRAMS
FY 2006- 07
INVESTIGATION
7.4%
ANIMAL
CONTROL
2.0%
PATROL
73.3%
DEPARTMENT
ADMINISTRATION
10.7%
COMMUNITY YOUTH
PROGRAMS
& DISASTER PREPARATION
6.1%
K9 UNIT
.5%
71
72
76
POLICE SERVICES DEPARTMENT
ADMINISTRATIVE
Program Description
Provide administrative support to all police operating programs. The Police Chief and a full time
Administrative Secretary ( 40 hours a week) staff this program. The Administrative Secretary
provides reception services for City office visitors in conjunction with police administrative
duties.
Current Service Levels
• Plan and direct all primary and supporting activities within the department while striving for
a synergistic and empathic organization.
• Develop policy and provide coordination with other City departments and other
governmental agencies.
• Coordinate internal affairs investigations, emergency disaster units, and accident reviews.
• Maintain the required certifications and training standards for all employed classifications
and assure that the workforce is properly equipped to accomplish the department mission.
• Represent the department in the community to assure that services provided are relevant to
community needs, comply with the law, and follow the direction established by the City
Council.
• Manage contract compliance by both the City of Orinda and the Contra Costa County
Sheriff's Department relative to law enforcement services.
• Monitor the personnel evaluation process and handle all personnel matters in conjunction
with the Human Resources Department.
• Provide direction to the Community Officer for the City’s Disaster Preparedness Program.
• Produce the Annual Report, which reviews crime and traffic statistics and department
accomplishments.
Projected Service Level Changes ( 2006- 2007)
1. By 6/ 07 Continue to participate in the Countywide planning process for a new public
safety communications system.
2. By 2/ 07 Plan for the furnishing and moving into the new police facility in the new City
Hall building without interruption of service.
3. By 6/ 07 Update the department website providing information that is current and helpful
to the public.
4. By 12/ 06 Improve the Live Scan fingerprinting services offered to the community.
77
80
POLICE SERVICES DEPARTMENT
DISASTER PREPAREDNESS
Program Description
This program identifies potential disasters, develops and implements plans to minimize threats to
life and property related to disasters, and offers various educational and prevention oriented
presentations for community awareness. The program is staffed through collateral
responsibilities of sworn police personnel, primarily by the designated Community Officer.
Current Service Levels
• Provide coordination and support to the Orinda Public Safety Advisory Committee
( OPSAC).
• Maintain a formal affiliation and liaison with the Contra Costa Disaster Council.
• Provide federally mandated training and instruction for all City staff to meet the standardized
National Incident Management System guidelines ( NIMS).
• Simulate disasters through emergency management exercises to enhance the synergy
between City of Orinda staff, school districts and community volunteers in preparation for
actual disaster conditions.
• Offer disaster preparedness courses in cooperation with the Orinda Community Center and
the S. E. R. T program for interested citizens to build community awareness.
Projected Service Level Changes ( 2006- 2007)
1. By 6/ 07 Disaster preparedness training will be provided to all City employees. This
training will be accomplished by scheduling National Incident Management
System ( NIMS) training for the employees through Department Managers, and
conducting “ Table Top” exercises for each City Department.
2. By 6/ 07 Involve all Orinda schools in the City’s Emergency Operations Plan. Provide
assistance in reviewing the schools’ emergency response plans, to include
evacuations and intruder drills.
3. By 12/ 06 Work with the Public Safety Advisory Committee in updating the City’s
Emergency Operation Plan, and in training community volunteers interested in
disaster preparedness ( facilitated through the County’s S. E. R. T. program).
81
POLICE SERVICES DEPARTMENT
COMMUNITY ORIENTED POLICING
Program Description
This program contains several components, including Crime Prevention, Youth Services and
Traffic management. The purpose of this program is to build a durable community partnership
between the Police Department and neighborhood residents, schools, churches, businesses,
community based organizations, elected officials and government agencies. The program is
committed to a collaborative effort for creating a healthier and safer environment by focusing on
crime prevention, youth related issues, traffic, and disaster preparedness. This program is
currently staffed with sworn police officers and the Department’s designated Community
Officer.
Current Service Levels
• Provide diversion for juvenile offenders of minor offenses with the intent to assist the
juvenile in understanding all aspects of the offense committed and to bring the parents and
juvenile together in an effort to resolve the incident satisfactorily.
• Maintain the law enforcement Cadet Program to give young men and women a chance to
begin training and preparing themselves for a career in law enforcement. The program also
provides community service by participating in productive community service activities.
• Provide a liaison at special juvenile events, such as school sporting events, to ensure that all
security needs are being met and that other desired law enforcement services are provided in
a timely manner.
• Offer crime prevention education addressing the anticipation, recognition, and appraisal of
crime risks, and the initiation of action to remove or reduce those risks.
• Provide an " officer in the classroom" program offering a wide variety of curriculum. This
program includes safety training for school staff, classroom lectures about life skills, and
child safety presentations.
• Monitor incidents which may constitute an expression of racial, ethnic and/ or religious
hostility. Identify those incidents involving the violation of human rights through violence,
intimidation and/ or harassment and take steps necessary to identify and prosecute the
responsible parties.
• Oversee and manage the Department’s accident investigation program.
• Assist in developing the City’s Disaster Preparedness Program.
• Coordinate special events on an as- needed basis.
• Maintain a working relationship and partnership with Miramonte High School and Orinda
Intermediate School principals, by meeting monthly to facilitate the handling of “ youth
issues.”
84
COMMUNITY ORIENTED POLICING
Projected Service Level Changes ( 2006- 2007)
1. By 6/ 07 Expand the Law Enforcement Cadet Program by recruiting young men and
women who would like to prepare themselves for a career in law enforcement.
2. By 6/ 07 With the assistance of the Public Safety Advisory Committee, take a more active
role to involve citizens in crime prevention activities such as the Neighborhood
Watch Program.
3. By 6/ 07 Continue to conduct crime prevention training to retail business. This would be
accomplished by soliciting interested business owners. The purpose would be to
provide specific crime prevention information to business owners and employees.
4. By 6/ 07 Work with community and parent groups to plan effective programs to address
teenage drinking.
85
88
POLICE SERVICES DEPARTMENT
PATROL
Program Description
Provide a highly skilled and adequately staffed patrol force to respond to emergencies, to protect
life and property, to enforce local and state statutes, to address vehicle traffic flow problems, to
develop strategies to reduce traffic collision injuries and property damage, and to maintain a
visible presence while providing professional service to all citizens. One police sergeant, ten
police officers, one police service aide, and one part- time parking enforcement officer staff the
program.
Current Service Levels
• Provide 24- hour law enforcement services.
• Maintain a minimum patrol staffing level of no less than two police officers during each
shift.
• Provide administrative support by planning officer training and patrol staff schedules.
• Respond to all emergency calls for service within five minutes.
• Respond to all other calls in a timely fashion in the order of priority and time received.
• Provide directed parking enforcement and abandoned vehicle abatement.
• Maintain the K- 9 program initiated in January 2006. Provide the ongoing training and
documentation standards established by the Contra Costa County Sheriff’s K- 9 program.
Projected Service Level Changes ( 2006- 2007)
1. By 6/ 07 Continue training the police K- 9 to enhance service skills.
2. By 12/ 06 Schedule patrol officers for Homeland Security training in the recognition of
terrorist threats, targets and improvised weapons of mass destruction.
3. By 12/ 06 Install new Live Scan equipment to allow the ability to collect booking photos,
thereby allowing offenders to be booked and released directly from the police
station for certain misdemeanor crimes.
4. By 6/ 07 Seek funding to continue a high level of DUI enforcement and education.
5. By 12/ 06 Seek scheduling options to improve response to weekend parties and daytime
burglaries.
89
94
POLICE SERVICES DEPARTMENT
INVESTIGATIONS
Program Description
The investigative program provides for follow- up investigations of all reported felony offenses
and certain misdemeanor offenses which occur in the City of Orinda. The objective of such
investigations is the identification and prosecution of criminal suspects and the recovery of
stolen property. This program is currently staffed with one police sergeant.
Current Service Levels
• Provide comprehensive investigations of all felony crimes against persons and property
including burglaries, thefts, vice, narcotics, financial/ fraud, and selected misdemeanors.
• Develop and disseminate criminal intelligence and crime analysis to patrol personnel to
identify crime trends and patterns in the community and assist in the apprehension of
criminal responsibles.
• Maintain a liaison with other law enforcement agencies, the Contra Costa County Probation
Department, District Attorney's Office, and the Courts to obtain criminal complaints and
facilitate case closure.
• Provide supervision to dayshift patrol officers as a collateral duty.
Projected Service Level Changes ( 2006- 2007)
1. By 6/ 07 The Investigative Sergeant will continue to conduct training for patrol officers
on follow- up investigative procedures by assigning them certain misdemeanor
cases on a rotating basis. This will provide the patrol officers with an
opportunity to meet with victims, suspects, witnesses and eventually the District
Attorney for the purpose of filing criminal charges. This experience is intended
to enhance their overall police skills.
2. By 6/ 07 Involve the services of S. A. V. E. S. volunteers to assist the investigation of
felony property crimes. This will allow the Detective Sergeant to focus on the
more serious felony crimes, including robberies, assaults, and identified crime
series.
3. By 12/ 06 Review the policies, procedures and standards for public disclosure of
information regarding Registered Sex Offenders living in Orinda.
95
98
POLICE SERVICES DEPARTMENT
ANIMAL CONTROL
Program Description
Provide for the safe coexistence of domestic and wild animals within the City of Orinda.
Current Service Levels
Maintain a contract for animal control services through Contra Costa County to pick up and
remove dead animals, respond to injured or straying animals, and conduct investigations for
license violations, reports of rabid animals, barking dogs and wild animals at large.
Projected Service Level Changes ( 2006- 2007)
None.
99
102
ENGINEERING PROGRAMS
FISCAL YEAR 2006 - 2007
Department Mission
The Engineering Department is responsible for design and construction administration of public
improvement projects, site development review, and traffic management in accordance with City
standards and good engineering practices. The Department’s mission is to provide and maintain
quality professional engineering services in a courteous, timely and cost- effective way.
The Engineering functions of the City include administration of the Capital Improvement Program,
management of design and construction of infrastructure projects, technical review of development
applications, and assessment of neighborhood traffic concerns. The department directs, coordinates,
monitors and reviews the work of engineering consultants for specific projects. Staff also confers
with and provides technical engineering advice to other departments, the City Council and the
community.
Summary of Budget Increases/ Decreases
An engineer has been hired as a part time employee to review drainage improvement plans and
assure compliance with Federal and State water quality regulations. The engineer currently assigned
to the position is responsible for managing the stormwater program for the City, filing the annual
report for the joint municipal National Pollutant Discharge Elimination System ( NPDES) permit,
responding to illicit discharge events, and coordinating inspections with the County Building
Inspection. A part time engineer previously performed the review of drainage improvement plans in
the Planning Department until two years ago when that individual left the City and previous to that
the work was handled through the Engineering Department. The Stormwater Program Manager
position was previously contracted to a consultant.
103
ENGINEERING
CATEGORIES OF EXPENDITURES
FY2006- 07
PERSONNEL SERVICES
82.6%
SPECIAL DEPT.
EXPENSES
0.3%
MATERIALS AND
SERVICES
2.2%
CONTRACT SERVICES
13.7%
VEHICLE EXPENSE &
PROFESSIONAL
DEVELOPMENT
1.3%
104
ENGINEERING
PROGRAMS
FY 2006- 07
CIP Management
Administration
22.7%
Development
Engineering
14.4%
Traffic Management
32.5%
30.4%
105
106
108
ENGINEERING PROGRAMS
ADMINISTRATION
Program Description
This program includes communication with the public, employee development, and departmental
vehicle and equipment operation.
Current Service Levels
• Respond to written and verbal citizen requests for service and/ or information.
• Provide technical support at neighborhood meetings as needed to disseminate information
and obtain feedback on specific issues as necessary.
• Maintain records of resident correspondence, service requests, and project files.
• Provide information to assist Risk Management and City Attorney in defending against
claims and lawsuits;
• Maintain data related to property development such as subdivision final maps, and
improvement plans; provide this information to the public upon request.
• Provide engineering assistance to other departments.
Projected Service Level Changes ( 2006- 2007)
1. Ongoing Assist in development of strategies for long- term infrastructure
maintenance and replacement, especially with respect to roads and
drainage facilities.
2. Ongoing Improve the reporting of the Pavement Management System ( PMS)
scenarios for decision making on funding alternatives and improvement
needs.
3. Ongoing Keep the “ What’s New” web page listing Project Bids and Contracts
updated with status information.
110
ENGINEERING PROGRAMS
DEVELOPMENT ENGINEERING
Program Description
The goal of this program is to assure, through the application of engineering reviews pursuant to
standards of the industry, that new development in the City proceeds in a manner that is consistent
with the City's regulations, and that the impacts to existing infrastructure are mitigated.
Current Service Levels
• Provide engineering completeness review and conditions of approval.
• Review and process lot line adjustments and lot mergers.
• Review and process subdivision applications, subdivision agreements, or subdivision
improvement plans. These include both parcel maps ( 4 lots or less) and final maps ( more than 4
lots). Check for accuracy and compliance with city ordinances and with the Subdivision Map
Act of the State of California
• Ensure that permittees and developers are aware of and comply with erosion control and other
new development best management practices related to storm water quality.
• Perform statutory duties as prescribed by State law.
Projected Service Level Changes ( 2006- 2007)
1. Upon Receipt Work with the Planning Department on reviewing and processing the
Gateway Valley Grading Permits.
2. Upon Receipt Work with the Planning Department on reviewing and processing the Pine
Grove Development Tentative Map.
3. Upon Receipt Work with the Planning Department on reviewing and processing the
Southwood Valley Tentative Map.
112
ENGINEERING PROGRAMS
TRAFFIC MANAGEMENT
Program Description
This program encompasses engineering activities directed at managing and regulating the flow of
vehicular, pedestrian and bicycle traffic within the public rights of way.
Current Service Levels
• Collect and analyze statistical data ( e. g., accident records, speed surveys, traffic volume counts)
as necessary.
• Investigate complaints of neighborhood traffic problems; develop and implement solutions as
appropriate.
• Review requests for new traffic control and traffic calming measures.
Projected Service Level Changes ( 2006- 2007)
1. By 6/ 07 With the assistance of the newly formed Traffic Safety Advisory
Committee, take a more active role to involve neighborhoods in traffic
safety activities such as developing Traffic Safety Guidelines.
114
ENGINEERING PROGRAMS
CIP MANAGEMENT
Program Description
The program involves management of all activities associated with planning, designing and
constructing projects contained in the City's adopted 5- year Capital Improvement Program.
Current Service Levels
• Manage design and construction of CIP projects funded through Measure C, TFCA, Gas Tax
and General Fund on an ongoing basis.
• Assist Public Works with coordinating plans and specifications for capital improvement projects
including pavement repairs and street resurfacing, drainage improvements and signage and
striping replacement.
• Define scope of consultant services; draft request for proposals; assist in competitive
selection process of consultants; manage oversight of professional service and construction
contracts; and oversee construction inspection.
• Provide expenditure and funding source data to Administrative Service Department, which
tracks project costs and seeks project reimbursement.
• Update the City’s adopted CIP Program. Reevaluate and establish project schedules in
accordance with Measure C Strategic Plan and projected project approvals from outside
agencies.
• Prepare a monthly report on the status of Capital Improvement Projects for the City Council and
City Manager.
Projected Service Level Changes ( 2006- 2007)
1. Ongoing Continue to improve the procedures for reimbursement of existing grants
with Administrative Services. Develop and implement improvements for
tracking staff time and expenses to expedite reimbursements.
2. Ongoing Identify NPDES C. 3 provisions required for CIP projects and residential
projects.
116
118
PUBLIC WORKS DEPARTMENT
FISCAL YEAR BUDGET 2006- 2007
Department Mission
The Public Works Department is responsible for maintenance activities along approximately 95 miles
of public rights- of- way. The Department’s mission is to carry out these responsibilities in a manner
that will lead to a safe, clean and attractive semi- rural environment for the City's residents. Department
functions are distributed among the program areas of Administration, Pavement Maintenance, Drainage
Maintenance and Miscellaneous Right- of- way Maintenance.
Infrastructure continues as a priority for this fiscal year. Staff will work in support of the Infrastructure
Committee to assess the magnitude of the costs to repair or replace failing infrastructure.
The Department is comprised of 8.5 regular full- time equivalent ( FTE) staff. The duties of staff are
supplemented by contract and consultant services for signal maintenance, landscape maintenance,
drainage maintenance, and pavement maintenance.
Summary of Proposed Budget Changes
1. As a result of last year’s drainage re- inspection effort conducted entirely by staff, storm drains
in poor or failing condition, as well as those obscured by silt and debris, have been cleaned to
allow a more accurate concise determination of their condition. At the same time, field
measurements were taken to allow more accurate cost estimating for the purposes of compiling
data for the Infrastructure Committee. This work continues as storm drains in poor condition
are brought to our attention. The updating of the storm drain mapping ( as distinct from entering
the raw data in the data base) continues both as a result of the re- inspection effort and to enter
changes as a result of public and private work that has occurred throughout the year.
Using the MTC promulgated “ Street Saver” software, staff has input the pavement condition
survey data from residential, arterial and collector streets. After the data was entered into the
database, the Pavement Condition Index ( PCI) was calculated using the PCI calculation module
in the software. Staff will continue to review the maintenance and rehabilitation strategies that
are suggested by Street Saver in light of other programmed work by utility companies to keep
the selection of methodologies rational and coupled to real world conditions.
2. The drainage area tributary to North Lane, where extensive flooding occurred on December 31,
2005, is slated for an extensive hydrological study and hydraulic analysis. EBMUD has agreed
to participate in the funding of this study with the concomitant opportunity to define the
parameters. The results of this study will help set priorities for conduit replacement and suggest
methods for mitigating future storm damage.
.
119
120
3. Continue to work with OUSD to assist in the design of a replacement Corporation Yard facility
slated for construction on the PG& E Bear Creek Road Substation site.
4. Expand in- house pavement management capabilities by renting additional equipment and
training staff.
5. Direct efforts to provide increased cleaning and maintenance for high- use areas downtown.
6. Participate in the commissioning of the new emergency generator and transfer switch
installation at the new City Hall building. As this facility comes on line, Public Works staff will
be in charge of regular maintenance and exercising of the unit to insure readiness in the event of
an emergency which involves a power outage.
121
PUBLIC WORKS
CATEGORIES OF EXPENDITURES
FY 2006- 07
VEHICLE EXPENSE
& PROFESSIONAL
DEVELOPMENT
4.4%
MATERIALS
& SERVICES
4.9%
SPECIAL DEPARTMENTAL
EXPENSES
10.6%
CONTRACT SERVICES
14.6%
PERSONNEL SERVICES
65.5%
122
PUBLIC WORKS
PROGRAMS
FY2006- 07
Right of Way
24.5%
Pavement
Maintenance
16.2%
Drainage Maintenance
37.2%
Administration
22.1%
123
124
126
PUBLIC WORKS DEPARTMENT
ADMINISTRATION
Program Description
This program identifies personnel and expenses necessary for the successful operation of the Public
Works Department and its activities, especially with respect to management direction, supervision, and
administrative support. Other activities encompassed in this program include communication with the
public, employee development, and departmental vehicle and equipment operation.
Current Service Levels
• Manage and recruit personnel as needed.
• Procure and maintain necessary supplies and equipment.
• Hire and manage consultants and contractors for departmental functions most effectively
outsourced.
• Respond to written and verbal citizen requests for service and/ or information, averaging
approximately 100 phone calls and 20 letters and emails per week.
• Respond to email inquiries and requests for service.
• Maintain computerized maintenance records to establish lists of locations for pothole, drainage
and striping maintenance work; and, compile lists of locations for annual paving and drainage
projects.
• Provide information to assist Risk Management and City Attorney in defending against claims
and lawsuits; serve as witness for aforementioned upon request.
• Provide assistance to other departments.
• Maintain computerized maintenance records to establish lists of locations for pothole, drainage
and striping maintenance work.
• Annually evaluate pavement conditions, implement pavement condition index assessments and
make recommendations to the City Council to assist in planning annual infrastructure
maintenance, rehabilitation and repair projects.
• Along with City Engineer, serve as staff to the City's Infrastructure Committee to develop long-term
strategies for replacement and repair of failed roads and drains.
Projected Service Level Changes ( 2006- 2007)
1. 10/ 01/ 06 Update the list of resources for emergency response during the 2006/ 2007
Storm Season and in case of natural disaster or other emergency. Facilitate
any necessary communication and training with the appropriate agencies.
2. 12/ 31/ 06 Provide input to Orinda Union School District ( OUSD) on desired facilities
for proposed new joint OUSD/ City Corporation Yard facility and make
recommendation to City Manager as part of negotiation of new terms for
lease.
128
3. 2/ 01/ 07 Incorporate photos, edit copy and links on the department Web pages to
improve resident communication and interaction with Public Works.
4. 11/ 01/ 06 Purchase and outfit new diesel fired 1- ton stakebed, with an auxiliary
diesel tank and pump to enhance field production and to allow fueling
emergency generator in the event of a prolonged power outage.
129
130
PUBLIC WORKS DEPARTMENT
PAVEMENT MAINTENANCE
Program Description
This program allocates resources to maintain the pavement surfaces and road structural sections along
the approximately 95 miles of publicly maintained rights- of- way. The pavement maintenance program
attempts to provide a safe and comfortable riding surface on these streets.
Current Service Levels
• Patch potholes using temporary asphalt patching material ( cutback asphalt).
• Use hot mix asphalt paving for repairs of larger failed areas ( in lieu of cut back repairs).
• Contract for emergency repairs of pavement and shoulder failures.
• Replace existing traffic striping and renew faded striping as part of Zone Maintenance activities.
• Maintain an inventory of cold applied pre- cut thermoplastic striping material to repair thermoplastic
striping and legends damaged by emergency utility work to be billed to the particular utility
involved under the encroachment permit process.
Projected Service Level Changes ( 2006- 2007)
1. On- going Rent pavement roller and other ancillary equipment to allow hot mix
pavement patching in conjunction with other work.
2. 10/ 31/ 06 Rent bituminous distributor and train crew to perform in- house crack
sealing.
3. 04/ 01/ 07 Utilize Return to Source monies ( CCTA) and garbage franchise fees to
fund preventative maintenance on streets to obtain the maximum benefit to
the public. Utilize “ Street Saver” software to make selection of streets to
be included in the annual Pavement Maintenance Project.
132
PUBLIC WORKS DEPARTMENT
DRAINAGE MAINTENANCE
Program Description
The focus of this program is to assure, through a combination of engineering analysis and both in- house
and contract maintenance services, that the publicly- maintained watercourses throughout the City are in
a condition that will allow for the passage of storm waters in a manner that conveys safely the design
storm flows and minimizes the potential for property damage from storms that exceed the system
design flow. It is also to assure that the discharge of storm waters meets the requirements of the City's
NPDES Storm Water Discharge permit. This program is fully funded by Clean Water Fees and
Drainage Impact Fees.
Current Service Levels
• Repair drainage facilities through an annual drainage maintenance contract.
• Manage NPDES activities and participate in scheduled meetings/ programs.
• Clean up debris from natural channels at culvert entrances.
• Mail out drainage notices when a problem becomes evident.
• Develop drainage maintenance, replacement and improvement policies and strategies.
• Weekly scheduled street sweeping in downtown district ( M- 11).
• Use street sweeper vactor attachment to clean drainage facilities.
Projected Service Level Changes ( 2006- 2007)
1. 09/ 30/ 06 Work with seasonal employee ( Assistant Engineer) to re- inspect all failing pipe in
public portion of the drainage system and input lengths and conditions into
spreadsheet.
2. On- going Update drainage base mapping with data gleaned from features encountered
during zone maintenance and miscellaneous call outs.
134
PUBLIC WORKS DEPARTMENT
MISCELLANEOUS RIGHT- OF- WAY MAINTENANCE
Program Description
This program includes management of all other right- of- way maintenance activities including trash
collection, street sweeping, maintenance of trails, pathways, guardrails, bridges, retaining walls, street
name signs, and street lights ( luminaires). Other activities include painting curbs for parking
regulations, sending vegetation trim notices to residents, removing graffiti, inspecting sidewalks for
tripping hazards and issuing notices to the responsible abutting property owner for repairs or alternately
undertaking repairs if the condition is caused by street trees. This program also includes activities
associated with issuing and inspecting encroachment permits to regulate the activity of utility and
private contractors working in the public right- of- way. Work in this program is conducted with a
combination of staff and contract services.
Current Service Levels
• Repair guardrails and retaining walls when such repair can be incorporated into other project work.
• Perform graffiti removal on a reactive basis when observed or reported. Standard for removal is
within 24 hours.
• Repair standard guardrail within one month of damage when damage is severe and within 12
months when damage is cosmetic.
• Conduct citywide inspections for sight distance trimming annually. Send out Trim Notices based
on inspections. Trim street trees, which would otherwise obscure visibility of traffic signals at least
once per year.
• Oversee signal maintenance contract.
• Place new traffic control signs and/ or replace old when directed by traffic order or if defaced or
damaged.
• Pressure washing of new ornamental trash containers in semi- annual sidewalk pressure- washing
program in the downtown area.
• Recycle faded and surplus or out- of- date traffic signs by sending out to a sign re- manufacturer to
create an expanded inventory of replacement signs.
• Compile comprehensive list of faded or damaged traffic signs and replace out of expanded
inventory.
Projected Service Level Changes ( 2006- 2007)
1. 12/ 31/ 06 Expand paver cleaning and sealing to include the new installation in the
Crossroads area.
136
138
PARKS AND RECREATION DEPARTMENT
FISCAL YEAR BUDGET 2006 - 2007
Department Mission
The objectives of the Orinda Parks and Recreation Department are to provide all residents of
Orinda with the opportunity to participate in a wide variety of recreational and cultural activities
that will enrich and enhance their leisure lives, and to plan and provide for Orinda's present and
future recreational, park, facilities, scenic, and other community needs.
Summary of Budget Increases/ Decreases
The FY 06- 07 budget reflects expenditure adjustments for five months of maintenance costs
associated with the operation of the new City offices and grounds.. The combined program
brochure has proven efficient and more economical. New this year is the four- page gloss color
cover. The new brochure is slightly smaller but the same cost as the two color with the added
benefit of full color photos and greater clarity. This year the department will move the historic
landmark duties to the Planning department where it should prove to be the most efficiently
administered through the planning process. The Parks and Recreation Department will in turn
administer the newly formed Art in Public Places program, which will seek to place, art work in
public places and eventually in our downtown areas and compliment our efforts with the new Art
and Garden Center. Operating improvements include new HVAC in the Kindergym, fencing
repairs to the tennis courts, and new picnic and BBQ units at our parks. Also new grant funds
will allow for newly placed recyclable containers at Orinda Oaks, Community Center Park and
the Orinda Pine Grove fields.
139
PARKS & RECREATION
CATEGORIES OF EXPENDITURES
FY 2006- 07
PROF. DEVELOPMENT
AND VEHICLE EXPENSE
0.6%
CONTRACT SERVICES
26.8%
PERSONNEL SERVICES
43.3%
SPECIAL DEPARTMENTAL
EXPENSES
17.7%
MATERIALS AND SERVICES
11.3%
140
PARKS & RECREATION
PROGRAMS
FY 2006- 07
TEEN PROGRAMS
1.0%
WAGNER RANCH
LANDSCAPE 3.4%
MAINTENANCE
1.7%
CITY OFFICE
MAINTENANCE
3.8%
PARKS & SPORTS
FIELDS
9.0% LIBRARY MAINTENANCE
9.9%
COMMUNITY CENTER
10.0%
RECREATION
DEPT. ADMIN. 38.6%
8.3%
ORINDA
YOUTH SPORTS
14.2%
141
142
PARKS AND RECREATION DEPARTMENT
ADMINISTRATIVE
Program Description
The purpose of the Administrative program is to provide managerial and administrative
coordination of all Parks and Recreation program functions and staff.
Current Service Levels
• Develop and implement policies, procedures, and standards for efficient and effective
operation and maintenance of department operations.
• Coordinate weekly facility scheduling and rentals for the Community Center, Wagner Gym,
parks, and sports fields.
• Provide staff and staff support for monthly Parks and Recreation Commission, Teen
Advisory Council, Orinda Youth Association, Parks and Recreation Foundation, Community
Center Auxiliary, Senior Services Advisory Committee, Sr. Club, Art in Public Places
Program, and various facility design committees, and subcommittees within the city.
• Provide coordination of special event permits and uses within the city. Such uses include the
Holiday Bazaar, Fourth of July, numerous fundraisers, sports tournaments, Concerts in the
Park, Spring Art and holiday events, etc.
• Coordinate location and design and development of Parks and Recreation facilities in the
Gateway Valley, together with other public agencies ( East Bay Municipal Utilities District
and local school districts).
• Coordinate trails and open space planning including such recreational planning for the
Montanera and Pulte developments.
• Answer letters of inquiry; provide service to Community Center visitors; address public and
availability of facilities for community use.
• Provide administrative direction for meeting maintenance standards per contracts and staff
level of service for all recreation, park and landscaped facilities.
Projected Service Level Changes ( 2006 - 2007)
4.
ongoing Provide new improvements to the Community Center and Park per
approved capital improvement program.
5.
ongoing Provide administrative assistance to the Art and Garden Committee and
review all design aspect from concept to construction details.
1. ongoing Review the development plans for all recreation elements of the
Montanera development and recommend any appropriate changes.
2. By 7/ 06 Provide new agreement for use of lighted tennis courts between the City
and the Acalanes Union High School District. If Council finds agreement
acceptable, contribute funds to the lighting of the tennis courts.
3. By 8/ 06 Install new recyclable trash container units in the Community Park,
Orinda Oaks Park, and Pine Grove field sites.
146
6. By 11/ 06 Improve the parks and recreation web site for more up to date
communications with interactive web reg, rentals, and news.
7.
ongoing
Review the Pulte Homes application and development plan and make
recommendations for the playfields, trails and tot lot to the City Council
8.
By 02/ 06 Explore the continued use of the web for facility registration for both
rentals and sports fields.
9.
By 03/ 07 Determine the feasibility of a walking/ jogging trail around Lake Cascade
and take public comment to determine need, extend of and type of trail.
Provide budget and conduct engineering survey if approved.
10 By 04/ 07 Identify areas for Art in Public Places once program is approved and in
place and provide first artwork.
11 By 06/ 07 Continue to identify and prioritize the Lamorinda trail system connectors
and construct a new trail connecting Moraga and Orinda Open Space
Preserves.
147
PARKS AND RECREATION DEPARTMENT
RECREATION PROGRAMS
Program Description
The purpose of the recreation program is to provide year round high quality leisure and
recreation program activities and events for pre- school through senior citizens age groups.
Current Service Levels
Fee Based Classes and Activities
• Supervise an annual average of 150 instructor contracts, contract services, and related
payroll.
• Distribute 23,000 recreation program brochures ( three times a year) to all Orinda
residents, on specified routes within the cities of Lafayette, Moraga, El Sobrante,
Piedmont, and to all current participants.
• Provide a wide spectrum of enrichment programs with quality instructors and recreation
leaders to meet a variety of participant needs and interests.
• Explore, recognize, and respond to the constant changing needs of the community by
analyzing class, activity, and workshop and lecture offerings to coincide with community
needs.
• Provide supervision of class and activity registration process for approximately 15,000
participants annually.
• Offer a variety of adult sports programs designed to enhance the health and fitness of
Orinda residents and provide local socialization and recreational opportunities.
Senior Programs
• Maintain weekly- dedicated community space for the Seniors Club, thereby providing
opportunities for seniors to socialize, and to enjoy and explore new and favorite
activities.
• Offer a variety of classes, workshops, and activities to seniors, which encourage
recreation and leisure participation opportunities.
• Provide liaison and staff support to the Orinda Senior Services Committee and Sr. Club.
• Provide a directory of agencies and services that offer care and support in meeting the
needs of elder adults.
150
Community Special Events
• Provide facility coordination, liaison, and some staff support to the Community Center
Auxiliary sponsored events including the Spring Egg Hunt, Halloween Parade, Holiday
Bazaar, and the Concerts in the Park.
• Provide facility and some staff support for the annual Fourth of July celebration
sponsored jointly by the Orinda Association and the City of Orinda.
• Coordinate and provide staff for community- wide special events including park
dedications, trail days, art fairs, historical celebrations and fitness events.
Rentals/ Auditorium Planning and Programming
• Provide facility coordination, scheduling, rental for programs, events, performance, lectures,
non- profit groups, and classes.
• Provide events and programs in both the auditorium and classrooms.
Projected Service Level Changes ( 2006- 07)
Fee Based Classes
1. By 09/ 06 Continued expansion of weekend classes and/ or workshops for youth
and adults.
2. By 09/ 06 Expand course offerings. Offer new types of classes
3. By 10/ 06 Implement new refund/ credit process and tracking procedures utilizing
new software.
4.
By 01/ 07 Review Independent Contractor contracts and requirements of insurance.
5.
By 03/ 07 Develop birthday party flyers and increase marketing of program.
6. By 04/ 07 Expand Thanksgiving, December, and Spring Break Camps.
7.
By 06/ 07 Expand summer camp offerings to include additional performing and
fine- art camps. Expand camps to that may be combined for full day of
programming for younger ages.
Seniors
1.
Ongoing Work with Senior Service Commission on increased awareness of senior
programs, concerns, and needs.
2.
10/ 06 Work with Senior Service Committee to develop goals, programs,
presenters, informational sessions, and topics through May 2007.
Developing and promoting programs allows opportunity for early
notification and advanced planning for seniors.
3. By 09/ 06 Shift Sr. Committee Meeting to same day as Sr. Club encouraging some
to attend both programs.
151
Rentals/ Reservations/ Auditorium
1. By 09/ 06 Implementation of on- line scheduling of some facilities and fields.
Develop an ongoing training program for implementation and use of the
software.
2. By 12/ 06 Enhance rental agreement, informational, and confirmation packets to
improve renter understanding of facilities, procedures, and guidelines.
3. By 10/ 07 Continue to expanded lecture and performing arts programs in both
auditorium spaces as appropriate to the expressed needs of community
based on facility availability.
4. By 01/ 07 Develop rental/ reservation packets and confirmation letters for non-profit
groups.
5. By 02/ 07 Enhance reservation and rental guidelines for the Auditorium, Gallery,
and Garden Room.
6. By 03/ 07 Produce rental- marketing pamphlet/ brochure to enhance customer
service and promote facilities and rental opportunities.
General Administration
1. By 09/ 06 Implementation of on- line registration for classes and camp registration.
2. By 09/ 06 Implementation of point of sales process for improved accounting
procedures and customer service.
152
153
PARKS AND RECREATION DEPARTMENT
COMMUNITY CENTER MAINTENANCE
Program Description
The purpose of the Community Center Maintenance program is to provide overall daily
maintenance, repair, classroom set- ups and staffing for rentals, and center activities and the park.
Activities include administration of contracts for Community Center janitorial services and
landscape maintenance services.
Current Employee Service Levels
• Set up rooms for classes and meetings daily.
• Provide emergency repairs on a 24- hour basis.
• Provide routine general cleaning of the building.
• Clean restrooms daily.
• Check, clean, service boiler weekly.
• Provide painting, minor plumbing, electrical, carpentry, and other repair and maintenance
functions.
• Maintain and repair all building fixtures and equipment.
• Provide safety training, and necessary safety equipment and clothing to create a safe
working environment.
• Arrange for services from independent contractors for extra services or projects.
Current Contracted Service Levels - Janitorial
• Clean carpets quarterly.
• Wax floors quarterly.
• Complete heavy cleaning of kitchen and fixtures monthly.
• Clean classrooms as directed.
• Complete heavy cleaning of restrooms three times per week.
• Perform special cleaning of maintenance projects as directed.
Projected Service Level Changes ( 2006 - 2007)
1.
By 8/ 06
Replace Kindergym HVAC equipment
156
Current Contracted Service Levels - Landscape
• Clean and maintain grounds and landscape of Community Center buildings.
Projected Service Level Changes ( 2006 - 2007)
No changes projected
157
160
PARKS AND RECREATION DEPARTMENT
WAGNER RANCH GYMNASIUM
Program Description
The 12,000 square foot Wagner Ranch Gymnasium is jointly owned by the City of Orinda and
the Orinda Union School District. It has three basketball courts, three volleyball courts,
accommodations for indoor soccer, a stage and a full service kitchen for catering use. Sports
programs for youth and adults, recreation programs, and rentals are current activities being held
in the gym. City program hours are currently 5: 00 p. m. to 10: 00 p. m. on weekdays and 8: 00 a. m.
to 10: 00 p. m. on weekends.
Current Service Level
• Offer recreational programming to meet the various needs of the community.
• Maintain schedule of user groups for the gymnasium.
• Coordinate schedule of user groups in cooperation with Wagner Ranch School activities.
• Provide staff to monitor daily operations of the gymnasium.
• Promote athletic events and activities being offered at the gymnasium.
• Provide daily cleaning of gym floor, restrooms, office and lobby.
• Provide quarterly waxing of floors in lobby and locker rooms.
• Provide constant upkeep and repair of scoreboard equipment.
Projected Service Level Changes ( 2006 - 2007)
1. By 9/ 06 Cut away plaster on wall to right of stage. Attempted to replaster, but
heavy rains eroded the job. Paint bare cement in vulnerable area.
2. By 11/ 06 Meet with early pm user groups and the after- school program to work
out rainy day shared use plan for winter 06- 07.
3. By 2/ 07 Meet with principal and parent director of June ’ 07 school play, to avoid
confusion and double booking of gym during rehearsal times.
4. By 8/ 06 Recruit Don Menez to run two summer sports camps at Wagner Gym.
5.
By 8/ 07 Move summer programming to other school sites in order to create a
two- week window of time for stripping and re- lining the gym floor.
161
PARKS AND RECREATION DEPARTMENT
PARKS MAINTENANCE
Program Description
The purpose of the Parks Maintenance program is to provide daily maintenance of 20 active
acres of community parks and sports fields, landscaping services to the Community Center and
City Offices, and 120 acres of passive use open space.
Orinda Community Park
Current Employee Service Levels
• Maintain vehicles, garden equipment and miscellaneous power tools.
• Safety inspect park and tot lots on a weekly basis.
• Inspect, clean and maintain restrooms and picnic areas daily.
• Clean and wash tennis courts on an as- needed basis.
• Replace worn play equipment as necessary.
• Provide regular garbage collection.
• Provide safety training and necessary safety equipment and clothing to create a safe working
environment.
• Test run the City generator on a monthly basis.
Orinda Community Park
Current Contracted Service Levels - Landscape
• Mow turf areas weekly during active growing season and once per 10 days in slow growing
season.
• Fertilize and aerate turf areas quarterly.
• Clean, inspect, and repair sprinkler system regularly.
• Provide twice a week clean up of park.
• Check irrigation control and system quarterly.
• Edge, trim and prune, and provide shrub and plant care regularly.
• Provide spraying of herbicides or pesticides as needed.
Current Contracted Service Levels - Other
• Yearly maintenance of City generator.
• Weekly maintenance of water feature structure.
164
Orinda Community Park
Projected Service Level Changes ( 2006 - 2007)
1. By 11/ 06 Completely rehabilitate Community Park irrigation
system and lawn
2. By 10/ 06 Rehabilitate tennis court fencing
3. By 10/ 06 Replace drinking fountain in Community Park
Orinda Oaks Park
Current Employee Service Levels
• Clean and maintain restrooms daily.
• Inspect park for safety weekly.
• Clean and maintain creek.
• Maintain and repair automatic gate on Donald Drive.
• Collect and dispose of trash.
• Clean and maintain picnic area and fixtures.
• Provide emergency repairs on a 24- hour basis.
Orinda Oaks Park
Current Contracted Service Levels - Landscape
• Mow turf areas twice weekly during active growing season and once a week in slow growing
season.
• Fertilize and aerate turf areas quarterly.
• Clean, inspect, and repair sprinkler system regularly.
• Provide spraying of herbicides or pesticides as needed.
• Provide twice a week clean up of grounds.
• Maintain trees and shrubs including trimming, pruning and basic plan care.
• Provide semi- annual maintenance of hiking trail.
165
Orinda Oaks Park
Projected Service Level Changes ( 2006 - 2007)
1. By 09/ 06
2. By 10/ 06
3. By 02/ 07
Add decomposed granite to picnic and path areas
Clean hydraugers annually
Apply transline to control Yellow Star Thistle
Orinda Sports field - Pine Grove - Wagner Ranch
Current Employee Service Levels
• Collect and dispose of trash.
• Provide emergency repairs on a 24- hour basis.
• Maintain and repair storage sheds, backstops, fencing, signs and bleachers.
• Put up and take down soccer goals seasonally.
• Safety inspect weekly.
• Arrange for services from independent contractors for special projects, such as; drainage and
infield work, leveling of play surface, replacement of equipment.
Orinda Sports field - Pine Grove - Wagner Ranch
Current Contracted Service Levels - Landscape
• Mow turf areas weekly during active growing season and once per 10 days in slow growing
season.
• Fertilize and aerate turf areas quarterly.
• Clean, inspect, and repair sprinkler system regularly.
• Provide application of herbicides or pesticides as needed.
• Provide twice a week clean up of grounds.
Orinda Sports field - Pine Grove - Wagner Ranch
Projected Service Level Changes ( 2006 - 2007)
1. By 10/ 07 Repaint entry of Wagner Ranch Gym and touch up paint throughout the building
interior.
166
167
PARKS AND RECREATION DEPARTMENT
YOUTH SPORTS PROGRAMS ( OYA)
Program Description
The purpose of the OYA program is to provide safe and enjoyable recreational athletic programs
for the youth of Orinda. Extensive use of volunteers provides opportunity for parental
involvement. Staff coordinates and operates sports activities for youth from kindergarten
through high school. Sports facilities are shared for mutual benefit with local and regional
organizations.
Current Service Levels
• Provide managerial and administrative coordination of all youth sport activities.
• Develop, recommend, and monitor budget for all sports activities and provide a report to
OYA.
• Assess uniform and equipment needs and assist in purchases for all sport programs.
• Coordinate the use of volunteers to assist in all the sports programs.
• Develop training workshops for referees, umpires, and coaches in each sport.
• Continue a cooperative working relationship with other community organizations, sports
groups, and school districts to promote sharing of facilities and program cohesiveness
throughout the year.
• Coordinate the publicity and registration for 2,400 sport participants each sport season.
• Monitor all sport activities and associated division heads, coaches, referees, players,
fields and gyms during each sports season.
• Assist in development of proposed fields at Montanera and in planning for upgrades to
existing fields and gyms.
• Assist in development of new sports activities
• Provide the OYA newsletter to OYA families and participants.
Projected Service Level Changes ( 2006 - 2007)
1. Ongoing Assist in development of new playfields in the Montanera project.
2. Ongoing Assist with the development of the Pine Grove Field project.
3.
By 9/ 06 See possibility of developing a new OYA sport – Water Polo for boys &
girls 2nd- 8th grades.
4. By 10/ 06 Work with the Positive Coaching Alliance on a fall coach’s workshop.
5.
By 12/ 06 Develop OYA recreational high school basketball program for boys and
girls 9th- 12th grades.
6. Ongoing Assist the Orinda School District on field and gym improvements.
170
7.
By 03/ 07 Coordinate with the Orinda Baseball Association on field improvements for
the Sports Field and Wagner Ranch Field for the baseball season.
8. Ongoing Continue to develop and update OYA web site information.
9. Ongoing Continue to develop and update the OYA Constant Contact e- mail program.
10. Ongoing Help coordinate on- line registration program to use for OYA.
171
174
PARKS AND RECREATION DEPARTMENT
TEEN ACTIVITIES
Program Description
This program provides teen activities and programs under the direction of a Teen Coordinator.
Implementation of activities and programs are coordinated with Orinda Intermediate School,
Miramonte High School and other park and recreation agencies.
Current Service Levels
• Meet monthly with Orinda Teen Advisory Council to plan teen activities.
• Coordinate Tri- City 7th and 8th grade dances with Lafayette and Moraga.
• Coordinate special events including: fundraising to assist charitable organizations,
working with the Contra Costa Food Bank, letters to Santa, Bands in a Blender, Club
Blender, Fourth of July and joint activities with other communities.
• Provide classes for teens which include: Wado Ki Kai, Self Defense, Babysitter
Certification, Carpentry, Guitar, Tennis, Golf, OYA Sports programs, Art, Scuba, Chess,
Country Western Line Dancing, Yoga, drop- in sports at Wagner Ranch Gym and In- Line
Skating.
• Meet with other parks and recreation agencies to discuss and plan events and activities
for teens.
Projected Service Level Changes ( 2006 - 2007)
1.
Ongoing Continue to work on the Lamorinda Skate Park Oversight Committee to
address issues and concerns.
2. Ongoing Work with Moraga and Lafayette on concept for a Lamorinda Bike Park.
3.
Ongoing Work with Orinda Intermediate School and their Others First community
service opportunities program with the city volunteer program.
4. Ongoing Coordinate with the Orinda Association on volunteers for citywide services.
Assist in the coordination the annual soccer uniform donation distribution
5. Ongoing Work with the Healthy Choices Committee on teen needs.
6.
By 06/ 07 Continue to develop new teen classes at the center. Work with the East Bay
Regional Parks District on teen summer camps and activities.
7. By 06/ 07 Continue to work with neighboring communities in offering teen activities
such as trips and dances. See about spring break trips.
175
178
PARKS AND RECREATION DEPARTMENT
LIBRARY MAINTENANCE
Program Description
The City of Orinda Parks and Recreation Maintenance Department is responsible for the
maintenance of the facility including the building and grounds. The responsibilities include:
Current Service Levels
• Routine general cleaning of the building.
• Provide painting, minor plumbing, carpentry, and other maintenance repair functions.
• Maintain and repair all building fixtures and equipment.
• Provide safety training, and necessary safety equipment to create a safe working
Environment.
• Services from independent contractors for extra services or projects.
• Provide emergency repairs on a 24- hour basis.
• Clean restrooms daily.
• Clean carpets semi- annually.
• Clean windows semi- annually.
• Perform special cleaning of maintenance projects as directed.
• Program and maintain key card, HVAC, and lighting systems.
Projected Service Level Changes ( 2006- 2007)
None
1. By 9/ 06 Perform annual boiler maintenance on boiler.
2. By 1/ 07 Perform annual maintenance on chiller.
3. By 9/ 06 Replace motor on library air handler
179
182
PARKS AND RECREATION DEPARTMENT
CITY OFFICES MAINTENANCE
AND OPERATION
Program Description
The purpose of the City Offices Maintenance program is to provide overall daily maintenance
for all City offices through staff and contract services, and to address special facility needs of
City staff.
Current Employee Service Levels
• Clean offices and restrooms on the weekend.
• Oversee janitorial service.
• Provide deep cleaning of restrooms weekly.
• Provide touch- up painting as needed.
• Clean carpets as needed.
• Complete special projects as requested.
• Maintain and repair buildings, furniture and fixtures.
• Arrange for services from independent contractors for extra services or projects.
Current Contracted Service Levels - Landscape
Provide landscape services on a regular basis.
Proposed Service Level Changes ( 2006- 2007)
1. Ongoing Assist in planning the new City offices.
2. Ongoing Develop a maintenance plan for the new City offices.
3. Ongoing Continue necessary exterior touch- up painting on 2 Irwin Way site
183
186
PARKS AND RECREATION DEPARTMENT
LANDSCAPE MAINTENANCE
Program Description
This program involves contract maintenance functions that are performed under staff supervision
by a maintenance contractor. The goal of this program is to assure that the City’s investment in
landscape improvements ( primarily in the downtown and Camino Pablo area) is protected
through proper attention to watering, pruning and general upkeep.
Current Service Levels
• Maintain landscaping of median islands, the Brookwood “ mini- park,” Camino Pablo
between Miner Road and the Sports Field, the Glorietta and Camino Encinas sites, and the
Village Grove by contract. A plant replacement program is also provided.
Projected Service Level Changes ( 2006 - 2007)
No changes projected.
187
190
PLANNING DEPARTMENT
FISCAL YEAR BUDGET 2006- 2007
Department Mission
The primary goal of the Planning Department is to provide professional and personalized service
relative to the overall physical development of Orinda, consistent with the Orinda General Plan, the
Zoning Ordinance, Hillside and Ridgeline Design Guidelines and all other applicable property
development standards. The Department strives for a permit process that is effective with fairness in
planning and enforcement.
The Department is responsible for Current ( development related) and Advanced ( long- range)
planning activities and for enforcement of Title 17 of the Orinda Municipal Code ( Zoning).
Additionally, the Department is the lead liaison to the Contra Costa County Building Inspection
Department that handles all plan check and building permit issuance. The Department also provides
staff support to the City Council, the Planning Commission and the Zoning Administrator.
Development related services ( such as review of drainage plans, geotechnical reports, encroachment
agreements, lot line adjustments, lot mergers and subdivisions) are also a part of the services
managed and provided through the Planning Department.
Summary of Budget Increases/ Decreases
Adjustments are made primarily to the personnel appropriations portion of the budget resulting in a
total increase of approximately 10 percent over the prior fiscal year’s budget.
Not reflected in the budget is a projected service level change for the second half of the fiscal year
related to studying the feasibility of providing building plan check and inspection services as
described in the Administration program below. If providing building plan check and inspection
services in- house is determined to be feasible, then there would be significant increases in the both
revenues and expenses.
191
PLANNING
CATEGORIES OF EXPENDITURES
FY 2006- 07
PERSONNEL SERVICES
93.4%
CONTRACT SERVICES
2.1% PROFESSIONAL DEVELOPMENT
2.0%
MATERIALS AND
SERVICES/ VEHICLE EXPENSE
2.5%
192
PLANNING
PROGRAMS
FY 2006- 07
HOUSING PROGRAM
4.1%
ADVANCED PLANNING
11.8% DEPT. ADMIN.
18.3%
CURRENT PLANNING
37.1%
CUSTOMER SERVICE
26.7%
CODE ENFORCEMENT
2.1%
193
194
196
PLANNING DEPARTMENT
ADMINISTRATION PROGRAM
This program consists of performing general duties related to Planning operations especially as it
relates to the Planning Commission and Zoning Administrator, including scheduling of activities,
quality control, budget preparation and administration, payment of bills and personnel activities,
copying of documents, filing, and creating and maintaining permit records.
Current Service Levels
• Maintain quality control over agendas, reports, and presentations.
• Prepare agendas, distribute packets, locate meeting rooms, and notice all meetings of the
Planning Commission and Zoning Administrator.
• Prepare Planning budget.
• Preside as Zoning Administrator at Zoning Administrator hearings.
• Maintain permit records and files.
• Maintain Planning budget control.
• Conduct Planning personnel performance reviews.
• Provide copies of file records as requested by public.
• Schedule applications for review at the first available meeting of the Planning Commission
and/ or Zoning Administrator following acceptance of the application as complete.
• Update the property ownership information on the Department’s PTS and GIS systems.
• Recruit volunteers to assist with various Planning Department functions.
• Keep the department web page updated with information on key development projects and
topics of community wide interest.
Projected Service Level Changes ( 2006- 07)
Target Date Service Level Change
1. Upon receipt Review and respond to environmental documents prepared by other agencies
for projects that have potential impacts on Orinda such as EBMUD’s WTTIP
EIR.
2. 7/ 06 Commence role as staff liaison to the Historic Landmarks Committee.
3. 12/ 06 With the Council/ Commission subcommittee, revise the customer service and
process surveys.
4. 2/ 07 Update the records of development project files in off- site storage in
preparation for moving to the new City Hall.
5. 2/ 07 Study the feasibility of providing building plan check and inspection services
in- house.
6. 6/ 07 Study opportunities to provide additional services via the City’s web site.
198
PLANNING DEPARTMENT
CURRENT PLANNING PROGRAM
This program consists of Planning activities related to processing of development applications, and
includes discretionary reviews involving the Planning Commission, Zoning Administrator and City
Council.
Current Service Levels
• Accept, review for completeness within 30 days ( as required by state statute) and analyze for
code compliance and General Plan consistency, an anticipated 250 to 300 discretionary
applications per year.
• Prepare Agendas and staff the Planning Commission and Zoning Administrator Hearings.
Prepare, distribute, and post all notices required for all hearings.
• Conduct site inspections to assure compliance with conditions of approval including an
anticipated 70 permit inspections per year ( for building permit projects requiring supplemental
City final inspection).
• Prepare and present staff reports to the City Council, Planning Commission and Zoning
Administrator.
• Prepare findings and conditions of approval, resolutions, statements of official action, and all
follow- up action regarding discretionary approvals or denials including all appeals.
Projected Service Level Changes ( 2006- 07)
Target Date Service Level Change
1. Upon receipt Process the Pine Grove Development project applications and CEQA review.
2. Upon receipt Implement the development agreement for the Gateway Valley project,
including but not limited to: 1) process remedial grading permits, 2) process
civil grading permits, 3) oversee monitoring of compliance with mitigation
measures and Resource Management Plan, 4) oversee and coordinate grading,
geotechnical, engineering, biological, and other plan checks and inspections, 5)
process design review approvals for landscaping plans, retaining wall plans,
recreational amenities, and residences, and respond to neighbors concerns as
they may arise during the grading stage scheduled to occur this fiscal year.
3. Ongoing Identify additional methods to streamline the development review process while
upholding and implementing the land use and design policies and standards of
the General Plan and Title 17.
200
PLANNING DEPARTMENT
ADVANCED PLANNING PROGRAM
This program addresses those planning functions which are long range in nature and address the
development and adoptions of the City’s planning goals, regulations, and guidelines.
Current Service Levels
• Prepare special ordinances and studies as requested by the City Council to reflect current
policies as may be dictated by changing circumstances.
• Prepare documents as required by regional, State and Federal planning agencies and authorities.
• Maintain demographic data as required.
• Provide staff support for County administered planning programs such as the Community
Development Block Grant Program ( CDBG).
Projected Service Level Changes ( 2006- 07)
Target Date Service Level Change
1. Ongoing Identify and process amendments to Title 17 that reflect the community’s
land use values and aesthetic while removing existing impediments and not
erecting new impediments to development.
2. 12/ 06 Amend the density bonus provisions to comply with changes in State law.
3. Ongoing Work with the City Manager’s office on the downtown revitalization
process.
4. 6/ 07 Develop a recommendation for Council consideration of a process to
prepare a comprehensive update of the General Plan.
5. 6/ 07 Identify and process minor General Plan amendments including, but not
limited to: 1) land use designation of ranch lands in Upper El Toyonal 2)
land use designation of the former library site, 3) land use designation of
the Pine Grove site, and 4) land use designation in Southwood Valley.
202
PLANNING DEPARTMENT
PLANNING CUSTOMER SERVICE COUNTER
This program consists of responding to public inquiries relative to processing of building permits;
responding to a wide variety of pre- application issues and general information ( i. e., zoning and
General Plan, maps and flood zones, development feasibility/ development standards, etc.); providing
access to public records; etc.
Current Service Levels
• Respond to an average of 40 to 50 phone calls per day, as received by the Department directly
through the general department phone line and provide responses to general and specific
questions within approximately one business day.
• Respond to over 2500 “ walk- in” customers per year within the 25 hours a week provided for
building permit review and issuance, and general planning information. Hours currently
provided are from between 9: 00 AM to 12: 00 PM & 2: 00 PM to 4: 00 PM Monday through
Friday.
• Respond to additional “ walk- in” customers each year, outside of building permit plan check
hours listed above.
• Process approximately 530 building permit and waste management plan applications per year.
• Respond to zoning and general planning inquires that are received by phone within one business
day.
Projected Service Level Changes ( 2006- 07)
Target Date Service Level Change
1. Ongoing Monitor responses to the recently implemented customer satisfaction
surveys and consider comments and suggestions offered.
2. Ongoing Train staff to continually improve effectiveness at the public counter.
3. Ongoing Upgrade PTS to improve functionality and investigate methods of opening
system to public use for application submittal, review of application status,
permit inquires, etc.
204
PLANNING DEPARTMENT
PLANNING & ZONING CODE ENFORCEMENT
This program consists of activities related to enforcement of the Municipal Code, specifically related
to issues of neighborhood relations, preservation and enhancement of neighborhood appearance, and
enforcement of the Tree Management ordinance. Activities include staff field investigations,
preparation of notices of violation, follow up correspondence and phone conversations, meetings
with property owners, coordination of activities with Contra Costa County Building Officials and
City Attorney's Office. Also involves occasional preparation of reports and presentations before
City Council. This program has been under- staffed and enforcement activity has been sporadic.
Without additional resources, enforcement activity will remain sporadic.
Current Service Levels
• Respond reactively to code enforcement complaints involving construction in progress as
soon as possible. In most tree removal and fence construction cases responses are
immediate. Other cases are processed, as staff is available. Due to PSA requirements
applicable to development applications and lack of staff resources available to dedicate to
code enforcement, staff response times, initiation of enforcement activity, and case
management is sporadic.
• Track compliance time lines and conduct timely follow- up inspections.
Projected Service Level Changes ( 2006- 07)
Target Date Service Level Change
2/ 07 As a part of the study of the feasibility of providing building plan check and
inspection services in- house, consider the feasibility of a code enforcement
officer that can administer enforcement of both building and planning regulations.
206
PLANNING DEPARTMENT
HOUSING PROGRAM
This program was started in fiscal year 03- 04 and is designed to provide a means of budgeting
implementation of the goals and action program of the Housing Element.
Current Service Levels
• Successfully presented and defended the City’s Housing Element Update before the
CCTA Citizens Advisory Committee satisfying eligibility requirements to receive over
$ 600,000 in local Measure C transportation funds.
• Actively worked with California Department of Housing and Community Development
( HCD) on implementing the updated Housing Element.
• Amended the second unit standards to reflect changes in state law and began process of
further revising the standards for second units.
• Working with Housing Subcommittee to develop recommendations for implementation
of the policies of the housing element.
Projected Service Level Changes ( 2006- 07)
Target Date Service Level Change
1. 7/ 06 Prepare Request For Proposals ( RFP) for development of below market
rate housing on the former library site based on evaluation criteria to be
established by the City Council.
2. Ongoing Continue working with the Housing Subcommittee to implement policies of
the updated housing element based on the priorities established by the City
Council. First priorities are to present inclusionary housing program and
second unit ordinance update to the Planning Commission and City Council
for adoption.
3. Per ABAG
schedule
With City Council direction, monitor and provide input to ABAG on the
Regional Housing Needs Allocation ( RHNA) process to ensure Orinda’s
interest are considered.
208
210
INTERNAL SERVICE FUNDS
The FY 2006- 2007 budget includes six internal service funds: three established for the purpose
of funding ongoing replacement of capital equipment used in departmental operations and for
funding new equipment purchases; one established for the purpose of funding liability insurance
premiums and liabilities; one established in FY 2005- 2006 for funding slope stabilization
projects; and on established in FY 2005- 2006 for collecting funds for the General Plan update.
The six internal service funds are: Information Systems, Vehicle Replacement, Building
Maintenance, Insurance, Slope Stabilization, and General Plan Update. Establishment of these
internal service funds allows staff to plan for acquisitions and major projects, and allows for a
more level financial impact on the general operating budget from one fiscal year to the next.
The internal service fund summaries are presented in checkbook format, and provide the
following financial information for both FY 2005- 2006 ( projected actual) and FY 2006- 2007
( proposed):
• Beginning Balance/ Ending Balance: These lines show the balance in the funds at the
beginning and end of each fiscal year.
• Revenues: Revenues in the internal service funds represent the charges to departments or
programs. These charges appear as expenditure line items in the proposed program budgets.
The department charge is calculated based on estimated useful life of equipment and
calculated future and current needs.
• Expenditures: This line shows projected actual and proposed fund expenditures for FY
2005- 2006 and FY 2006- 2007, respectively.
The budget management objective is to build reserves for future expenses through calculated,
predictable general operating fund budget appropriations.
Information Fund
Currently, computers are expected to have a three- year useful life, and many City computers
were and are at the end of their useful lives. Staff replaced 7 computers in FY 2005- 2006. Staff
proposes to replace about 12 computers in FY 2006- 2007.
As technology evolves, basic software programs need to be updated. Staff has budgeted
$ 25,000 for updating Microsoft Office in FY 2006- 2007.
As time goes by, the public demands more and more access to the City through the Internet.
This is especially true in planning, where there is a great deal of paperwork dialogue involved in
each improvement project processed. To better serve the public interest, staff proposes to
upgrade the City’s Permit Tracking System ( PTS) ($ 60,000 budgeted), and to purchase and
implement network recreation programs registration ($ 70,000 budgeted).
211
Building Fund
Expenditures in FY 2005- 2006 included purchasing ladders for Wagner Ranch Gymnasium and
retrofitting the Library elevator air conditioning.
Staff does not foresee any need for capital repairs or additions in FY 2006- 2007, and the City
will continue to build reserves for future use. Balances for the three sites provided for are given
at the bottom of the budget page.
Vehicle Fund
Two police patrol car were replaced in FY 2005- 2006, as per schedule, and the police chief’s
vehicle was replaced due to an accident. The chief’s vehicle was due to be replaced in FY 2006-
2007. Staff proposes that the City remain on schedule and replace two police patrol cars in FY
2006- 2007. A police patrol car’s useful life is generally 4 years, although exceptions occur
where a car may last longer, or may need to be replaced due to special circumstance.
Staff is proposing to replace a failed Public Works truck by purchasing a truck with emergency
services equipment in the FY 2006- 2007 budget, after having determined that the City should
have at least one vehicle with fuel pumping capabilities for supplying emergency generators.
Insurance Fund
Property and liability insurance premiums remain fairly stable in total. Earthquake insurance
continues to be a costly item. Of the $ 68,316 premium for property insurance, approximately
$ 52,636 is for earthquake coverage.
The balance in the Insurance Fund at the end of FY 2005- 2006 is projected to be about
$ 577,377, which is over the Council- directed goal of maintaining a $ 500,000 fund balance for
unexpected liability claims not covered by JPA insurance. Staff is not budgeting, therefore, for
contributions to exceed cost of current premiums.
Slope Stabilization Fund
This fund was established by the Council during the FY 2005- 2006 budgeting process and
funded with $ 200,000 of projected revenues in excess of expenditures for that fiscal year.
During FY 2006- 2007, although there were unexpected slope failures, they were the result of the
January storms. Those events were officially declared disasters and the City will be recovering
most if not all costs associated with stabilization of the affected areas. The only activity in the
fund, therefore, was the earning of approximately $ 4,800 in interest on the fund balance.
General Plan Amendment Fund
This fund was established by the Council during the FY 2005- 2006 budgeting process and
funded with $ 170,000 of projected revenues in excess of expenditures for that fiscal year. Costs
for amending the plan are projected to be $ 700,000 to $ 1,000,000.
2 12
ASSESSMENT DISTRICTS
Lighting District Zones L- 42, M- 9, and M- 11
The Orinda Street Lighting and Landscape Assessment District No. 1986- 1 ( AD 86- 1)
consists of three distinct zones of benefit. These zones are former County Service Areas; AD 86- 1
was created upon incorporation to continue similar services. The zones are as follows:
♦ The L- 42 Zone finances the cost of residential street lighting within four neighborhoods in
South Orinda. These neighborhoods are:
• Tahos Road from just north of Bates Blvd to the south cul- de- sac including Bates Court,
Silverwood Court, and Oakridge Court; Meadow View Road from Meadow Lane to the
north cul- de- sac
• Valley Drive from Heather Lane to south of Valley Court
• Courtney Lane
• Martha Road and Catherine Court ( cul- de- sac sections of both streets)
♦ The M- 9 Zone finances the cost of residential street lighting in the Orinda Downs area along the
following streets:
• Dalewood Terrace
• Redcoach Lane
• Coachwood Terrace
• Candle Terrace
• Amber Valley
• Singingwood Lane
• Fallen Leaf Terrace
• Sundown Terrace
• Silver Oak Terrace
♦ The M- 11 Zone is comprised of commercial properties in the Village and Crossroads areas, and
finances the cost of part or all of the following services.
• operation of street lights and replacement of failing poles and fixtures
• sidewalk replacement
• street sweeping
• litter pickup ( has included sidewalk powerwashing)
• landscape maintenance ( median islands, right- of- way, and mini- parks)
• water and electric utilities for landscaping
The City Council adopted budgets for the three zones on June 6, 2006.
219
SPECIAL PARCEL TAX
LIBRARY SERVICES
On February 20, 2001, the Orinda City Council adopted a resolution authorizing a special library
parcel tax proposal to be submitted to Orinda voters at a special election on June 5, 2001. The
proposal was for a maximum tax of $ 27.00 per year per single- family residential parcel, or its
equivalent, based on a table of residential land use equivalents. Orinda voters approved this
parcel tax on June 5, 2001 by a vote of 75.6% in favor.
The special library tax resolution approved by the City Council and acted on by Orinda voters
provided that the tax rate should be established annually, by resolution of the City Council,
unless the tax is to remain unchanged from that of the prior year. The adopted resolution also
provided that:
This parcel tax shall be reduced in any year when changes in State or County library
funding provide the Orinda Library with funds to partially replace the funds that would
otherwise be raised by the City’s parcel tax. Any reduction in the amount of the parcel
tax due to changes in State or County library funding shall be authorized by resolution of
the Orinda City Council.
For fiscal year 2001- 2002, Contra Costa County augmented their base funding by approximately
$ 43,000, which partially offset the cost of additional hours and materials that were to be funded
by the Orinda library parcel tax. Because the County’s decision to augment funding for 2001- 02
came well after the City’s parcel tax was set for that fiscal year, and resulting implementation of
additional hours at the Orinda branch library did not become effective until May 2002, the City
Council reduced the amount of the special library parcel tax for 2002- 03 from $ 27.00 to $ 25.00
to be consistent with the adopted tax resolution.
For FY 2003- 2004, the County library indicated that they would not augment their prior base
level funding. As a result, there would be no revenue to partially offset the cost of additional
hours and materials that are to be funded by the Orinda library parcel tax. Therefore, the City
Council adopted Resolution 21- 03 establishing $ 27, the full amount of the parcel tax authorized
by the voters, as the Orinda Library Parcel Tax Rate for FY 2003- 2004. It was further resolved
that, absent action by resolution of the City Council, the tax rate in subsequent years would be at
the maximum amount authorized by Orinda voters. For Fiscal Years 2005- 2006 and 2006- 2007,
the County library indicated that they would not augment their prior base level funding.
Therefore, no action to reduce the Orinda library parcel tax was taken, leaving $ 27 as the rate for
FY 2006- 2007.
223
224