Agenda packet — El Cerrito City Council, February 1, 2022

Page 1 of 5 ends

AGENDA

REGULAR CITY COUNCIL MEETING
FEBRUARY 1, 2022 – 7:00 p.m.

Members:

Mayor Gabe Quinto
Mayor Pro Tem Lisa Motoyama · Councilmember Janet Abelson Councilmember Paul Fadelli · Councilmember Tessa Rudnick Join Via Zoom:
https://us06web.zoom.us/j/81263568113?pwd=MjcycHpRdHR1RWZJOGEyNFpVcVQ5QT09 Meeting ID: 812 6356 8113 Password: 192170
or Dial in: 1-408-638-0968
The City Council may continue to meet by teleconference, consistent with the Brown Act as amended by AB 361 (2021). Under the amended rules, the City will not provide a physical location for members of the public to participate in the teleconference meeting.

Members of the public can watch or listen to City Council meetings as follows:

1. Cable T.V. Broadcast on KCRT Channel 28

2. Radio Broadcast on FM 88.1 Or 97.7

3. Livestream Online at www.el-cerrito.org/CouncilMeetingMaterials

4. Via Zoom using the meeting information listed above.

Each period for public comment will be announced. Public Comments may be submitted one of two ways:
 Via Zoom using the “Raise Hand” icon to request to speak. If joining by phone, dial *9 to "raise your hand", and when prompted by the host, *6 to unmute/mute.  Via email to [email protected]. Email must contain in the subject line Public Comments – Not on the Agenda or Public Comments – agenda item #.

To ensure City Council receives your written comments prior to taking action, they must be received by 4:00 p.m. the day of the meeting. All written comments received by this deadline will be provided to the City Council and posted online in advance of the meeting.

Comments received after the deadline will be provided to the City Council and included with supplemental materials after the meeting. No written comments will be read into the record.

Agenda Packet Page 1 of 115

Page 2 of 5 ends

7:00 P.M. ROLL CALL – CONVENE REGULAR CITY COUNCIL MEETING

1. PLEDGE OF ALLEGIANCE TO THE FLAG OR OBSERVATION OF A

MOMENT OF SILENCE

2. TELECONFERENCE AND PUBLIC COMMENT INSTRUCTIONS

3. COUNCIL/STAFF COMMUNICATIONS
Reports of closed session, commission appointments and informational reports on matters of general interest which are announced by the City Council and staff.

4. ORAL COMMUNICATIONS FROM THE PUBLIC
Remarks are typically limited to 3 minutes per person. The Mayor may reduce the time limit per speaker depending upon the number of speakers and may limit the total time for public comment to facilitate the completion of business on the agenda. Comments regarding non-agenda, presentation and consent calendar items will be heard first.

Comments related to items appearing on the Public Hearing or Policy Matter portions of the Agenda will be heard prior to the City Council taking action on each item.

5. ADOPTION OF THE CONSENT CALENDAR
All items on the consent calendar shall be acted upon in one motion, unless a member of the City Council or staff request separate consideration.

A. Black History Month Proclamation
Action Proposed: Pass a motion to approve a proclamation declaring February as Black History Month in the City of El Cerrito.

Contact: Shannon Bassi, Senior Human Resources Analyst, Human Resources
B. Lunar New Year Proclamation
Action Proposed: Pass a motion to approve a proclamation recognizing the cultural and historical significance of Lunar New Year in the City of El Cerrito.

Contact: Shannon Bassi, Senior Human Resources Analyst, Human Resources
C. Prohousing Designation Program Application
Action Proposed: Adopt a resolution authorizing application to and participation in the Prohousing Designation Program
Agenda Packet Page 2 of 115

Page 3 of 5 ends

Contact: Aissia Ashoori, Housing Analyst; Sean Moss, Planning Manager; and Melanie Mintz, Community Development Director, Community Development Department
D. FY 2021-22 Second Quarter Cash and Investment Report Action Proposed: Receive and file the City’s Quarterly Investment Report for the Quarter ending December 31, 2021.

Contact: Karen Pinkos, City Manager, City Management
E. Amendment to the City's Classification Plan
Action Proposed: Adopt a resolution amending the City's Classification Plan to authorize 1) Reclassification of Administrative Clerk Specialist to Management Assistant in the Public Works Department; 2) Reclassification of Administrative Clerk Specialist to Management Assistant in City Management; and 3) Reclassification of Management Analyst III to Senior Program Manager in Community Development Department.

Contact: Alexandra Orologas, Assistant City Manager, City Management F. Amendment of Professional Services Agreement with Peckham & McKenney
Action Proposed: Adopt a resolution to authorize the City Manager to amend the professional services agreement with Peckham & McKenney, an executive search firm, to include recruitment for the position of Fire Chief.

Contact: Alexandra Orologas, Assistant City Manager, City Management G. Continuation of Emergency Work for Public Safety Building Roof Repair
4/5 Vote Required to Pass
Action Proposed: Adopt a resolution authorizing the continuation of emergency work to repair the Public Safety Building roof.

Contact: Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department

6. PRESENTATIONS
A. Recreation Department Update
Agenda Packet Page 3 of 115

Page 4 of 5 ends

Action Proposed: Receive and file an operational and fiscal update from the Recreation Department.

Contact: Chris Jones, Recreation Director, Recreation Department B. Community Development Department Update
Action Proposed: Receive and file an operational and fiscal update from the Community Development Department.

Contact: Melanie Mintz, Community Development Director, Community Development Department

7. PUBLIC HEARINGS

8. POLICY MATTERS
A. FY 2021-22 General Fund Budget Quarterly Update through December 2021
Action Proposed: Receive and file an update on City General Fund revenues and expenses for FY 2021-22 through December 2021.

Contact: Karen Pinkos, City Manager, City Management

9. CITY COUNCIL LOCAL & REGIONAL LIAISON ASSIGNMENTS
Mayor and City Council communications regarding local and regional liaison assignments and committee reports.

10. ADJOURN REGULAR CITY COUNCIL MEETING
The next regularly scheduled City Council meeting is Tuesday, February 15, 2022 at 7:00 p.m. via teleconference.

The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety and creating an economically and environmentally sustainable future.
 Council Meetings can be heard live on FM Radio, KECG – 88.1 and 97.7 FM and viewed live on Cable TV - KCRT- Channel 28. The meetings are rebroadcast on Channel 28 the following Thursday and Monday at 12 noon, except on holidays. Live and On-Demand Webcast of the Council Meetings can be accessed from the City’s website http://www.el-cerrito.org/CouncilMeetingMaterials and is streamed with closed caption. Copies of the agenda bills and other written documentation relating to items of business referred to on the agenda are on file and available for public inspection in the Office of the City Clerk, at the El Cerrito Library and posted on the City’s website at www.el-cerrito.org prior to the meeting.
 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk, 510-215-4305. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR Agenda Packet Page 4 of 115

Page 5 of 5 ends

35.102-35.104 ADA Title I).
 The Deadline for agenda items and communications is eight days prior to the next meeting by 12 noon, City Clerk’s Office, 10890 San Pablo Avenue, El Cerrito, CA. Tel: 510-215–4305, email [email protected]
 IF YOU CHALLENGE A DECISION OF THE CITY COUNCIL IN COURT, YOU MAY BE LIMITED TO RAISING ONLY THOSE ISSUES YOU OR SOMEONE ELSE RAISED AT THE COUNCIL MEETING.

ACTIONS CHALLENGING CITY COUNCIL DECISIONS SHALL BE SUBJECT TO THE TIME LIMITATIONS CONTAINED IN CODE OF CIVIL PROCEDURE SECTION 1094.6.  The City Council believes that late night meetings deter public participation, can affect the Council’s decision-making ability, and can be a burden to staff. City Council Meetings shall be adjourned by 11:00 p.m., unless extended to a specific time determined by a majority of the Council.

Agenda Packet Page 5 of 115
Agenda Item No. 5.A.

EL CERRITO CITY COUNCIL PROCLAMATION
Recognizing February as Black History Month in the City of El Cerrito WHEREAS, much of the City of El Cerrito’s honor, strength and distinction can be attributed to the diversity of cultures and traditions that are celebrated by our residents; and
WHEREAS, African Americans have played a significant role in the history of our nation and California’s economic, cultural, spiritual, and political development while working tirelessly to promote their culture and history; and WHEREAS, as a result of their determination, hard work, and perseverance, African Americans have made valuable and lasting contributions to our community and our state, achieving exceptional success in all aspects of society including business, education, politics, science, and the arts; and
WHEREAS, in 1976, Black History Month was formally adopted to honor and affirm the importance of Black History throughout our American experience, and is full of individuals who took a stance against prejudice, advanced the cause of civil rights, strengthened families, communities, and our nation; and WHEREAS, all Americans are encouraged to reflect on past successes and challenges of African Americans and look to the future to improve society so that we live up to the ideals of freedom, equality, and justice.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby declare February as Black History Month in the City of El Cerrito, and invites everyone to recognize this month to celebrate the diversity and character of our community and highlight the importance of sharing our culture, customs and traditions with those around us.

Dated: February 1, 2022
__________________________
Gabe Quinto, Mayor
Agenda Packet Page 6 of 115
Agenda Item No. 5.B.

CITY COUNCIL OF THE CITY OF EL CERRITO PROCLAMATION
Recognizing the Cultural and Historical Significance of Lunar New Year in the City of El Cerrito
WHEREAS, Lunar New Year begins on the second new moon following the winter solstice, or the first day of the new year according to the lunisolar calendar, and extends until the full moon 15 days later; and
WHEREAS, February 1, 2022, marks the first day of Lunar New Year for calendar year 2022; and
WHEREAS, Lunar New Year began in China more than 4,000 years ago and is widely celebrated in East and Southeast Asia; and
WHEREAS, Lunar New Year is often referred to as Spring Festival in various Asian countries; and
WHEREAS, the Asian diaspora has expanded the Lunar New Year celebration into an annual worldwide event; and
WHEREAS, Lunar New Year is celebrated by Asian Americans and many nonAsian Americans in El Cerrito and throughout California and the entire United States; and WHEREAS, participants celebrating Lunar New Year travel to spend the holiday reuniting with family and friends, enjoying community activities and cultural performances; and
WHEREAS Lunar New Year is traditionally a time to wish others good fortune, health, prosperity, and happiness.

NOW, THEREFORE, the City of El Cerrito recognizes the cultural and historical significance of Lunar New Year; in observance of Lunar New Year, expresses its deepest respect for Asian Americans and all individuals in El Cerrito and throughout the world who celebrate this significant occasion; and wishes Asian Americans and all individuals who observe this holiday a happy and prosperous new year.

Dated: February 1, 2022
__________________________
Gabe Quinto, Mayor
Agenda Packet Page 7 of 115

AGENDA BILL
Agenda Item No. 5.C.

Date: February 1, 2022
To: El Cerrito City Council
From: Aissia Ashoori, Housing Analyst; Sean Moss, Planning Manager; and Melanie Mintz, Community Development Director, Community Development Department
Subject: Prohousing Designation Program Application

ACTION PROPOSED
Adopt a resolution authorizing application to and participation in the Prohousing Designation Program

BACKGROUND
On July 1, 2021, the California Housing and Community Development Department (HCD) released the Prohousing Designation Program Application Package. This newly created program was part of the 2019-20 Budget Act, AB 101, that distinguishes and rewards jurisdictions who are compliant with the Housing Element and demonstrate accelerated housing production. California’s lack of housing production for many decades has amplified the need to create more affordable housing opportunities for residents in El Cerrito and across the region and state.

The Prohousing program began accepting over-the-counter applications on July 1, 2021. Applications are accepted on a rolling basis and a deadline to submit has not been specified. HCD requires the City Council to authorize submittal of an application.

This opportunity is one of many innovative programs that HCD has rolled out in recent years to address the State’s housing crisis.

ANALYSIS
Scoring/Eligibility
HCD has identified four scoring categories to evaluate jurisdictions under the Prohousing Designation:

1. Category 1: Favorable Zoning and Land Use: Addresses zoning and land use barriers

2. Category 2: Acceleration of Housing Production Timelines: Addressing local approval processes

3. Category 3: Reduction of Construction and Development Costs: Addressing building and development standards

4. Category 4: Providing Financial Subsidies: Addressing financing barriers Agenda Packet Page 8 of 115
Agenda Item No. 5.C.

Bonus/Enhancement Points are awarded for additional policies that pair with any of the four categories above. To be eligible, jurisdictions must meet the minimum scoring threshold of thirty points and demonstrate Prohousing polices in each of the four categories, as detailed in Attachment 2. The evaluation criteria include both polices that have been enacted or proposed.

El Cerrito has adopted multiple polices and strategies that align with the State’s goal of accelerating housing production. The El Cerrito 2015-2023 Housing Element and 2014 San Pablo Avenue Specific Plan sets the framework locally to achieve this by creating new housing in mixed-use developments connected to mass transportation.

Table 1: El Cerrito Preliminary Scoring Calculations
Category Number of Points
1: Favorable Zoning & Land Use 11
2: Acceleration of Housing Production Timelines 14
3: Reduction of Construction & Development Costs 2
4: Providing Financial Subsidies 4
Subtotal 31
Bonus: Enhancement Factors 16
Total 47
Benefits
Given the limited funding availability for affordable housing in Contra Costa County, the City and our non-profit development partners rely heavily on other financing sources to support affordable housing. As we undertake our 6th Cycle Housing Element update, which includes our Regional Housing Need Assessment of 1,391 new housing units, the City would benefit immensely from the Prohousing designation as it will provide priority in the following funding programs:
 Affordable Housing Sustainable Communities
 Transformative Climate Communities
 Infill Infrastructure Grant Program
 Transit and Intercity Rail Capital Program
 Potentially other housing and non-housing sources of funds Application Review
HCD will review applications and provide comments within 60 days of submission.

Approvals will be published on an ongoing basis. As of January 21, 2022, HCD has received three formal (City of Sacramento, Los Angeles, and Placer Counties) applications.

Agenda Packet Page 9 of 115
Agenda Item No. 5.C.

STRATEGIC PLAN CONSIDERATIONS
This application and the efforts described herein will assist the City in implementing the following goals of the Strategic Plan: Goal A: Deliver Exemplary Government Services; Goal B: Achieve Long-Term Financial Sustainability; Goal C: Deepen a Sense of Place and Community Identity; and Goal F: Foster Environmental Sustainability Citywide.

ENVIRONMENTAL CONSIDERATIONS
Authorization of submitting this application is not a project pursuant to the California Environmental Quality Act (CEQA). Any project constructed/awarded funds as a result of the Prohousing designation will be evaluated under CEQA, as applicable.

FINANCIAL CONSIDERATIONS
The City is not required to provide funding for any project through by submitting an application.

LEGAL CONSIDERATIONS
The City Attorney has reviewed and legal considerations have been addressed.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Project Proposal
Agenda Packet Page 10 of 115
RESOLUTION 2022-XX

A RESOLUTION OF THE GOVERNING BODY OF THE CITY OF EL CERRITO

AUTHORIZING APPLICATION TO AND PARTICIPATION IN THE PROHOUSING

DESIGNATION PROGRAM
WHEREAS, Government Code section 65589.9 established the Prohousing Designation Program (“PDP” or “Program”), which creates incentives for jurisdictions that are compliant with state housing element requirements and that have enacted Prohousing local policies; and
WHEREAS, such jurisdictions will be designated Prohousing, and, as such, will receive additional points or other preference during the scoring of their competitive applications for specified housing and infrastructure funding; and WHEREAS, the Department of Housing and Community Development (“Department”) has adopted emergency regulations (Cal. Code Regs., tit. 25, § 6600 et seq.) to implement the Program (“Program Regulations”), as authorized by Government Code section 65589.9, subdivision (d); and
WHEREAS, the City of El Cerrito (“Applicant”) desires to submit an application for a Prohousing Designation (“Application”).

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that:

1. Applicant is hereby authorized and directed to submit an Application to the Department.

2. Applicant acknowledges and confirms that it is currently in compliance with applicable state housing law.

3. Applicant acknowledges and confirms that it will continue to comply with applicable housing laws and to refrain from enacting laws, developing policies, or taking other local governmental actions that may or do inhibit or constrain housing production.

Examples of such local laws, policies, and action include moratoriums on development; local voter approval requirements related to housing production; downzoning; and unduly restrictive or onerous zoning regulations, development standards, or permit procedures. Applicant further acknowledges and confirms that it commits itself to affirmatively furthering fair housing pursuant to Government Code section 8899.50.

4. If the Application is approved, Applicant is hereby authorized and directed to enter into, execute, and deliver all documents required or deemed necessary or appropriate to participate in the Program, and all amendments thereto (the “Program Documents”).

Agenda Packet Page 11 of 115

5. Applicant acknowledges and agrees that it shall be subject to the Application; the terms and conditions specified in the Program Documents; the Program Regulations; and any and all other applicable law.

6. The City Manager is authorized to execute and deliver the Application and the Program Documents on behalf of the Applicant for participation in the Program.

BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on February 1, 2022, the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on February , 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 12 of 115
Attachment 2 – HCD Prohousing Program Policies by Category El Cerrito City Council – February 1, 2022
1 El Cerrito Project Proposal
Category 1: Favorable Zoning and Land Use
Category Prohousing Policy Description Points Eligible
1A Sufficient sites, including rezoning, to accommodate 150 percent or greater of the current or draft RHNA,
whichever is greater, by total or income category.
3 X
1B Permitting missing middle housing uses (e.g., duplexes, triplexes, and fourplexes) by right in existing low-density, single-family residential zones.
3 X
1C Sufficient sites, including rezoning, to accommodate 125 to 149 percent of the current or draft RHNA, whichever is
greater, by total or income category. These points shall not be awarded if the applicant earns three points pursuant to Category (1)(A) above.
2 1D Density bonus programs which exceed statutory requirements by 10 percent or more.
2 1E Increasing allowable density in low-density, single-family residential areas beyond the requirements of state Accessory Dwelling Unit law (e.g., permitting more than one ADU or JADU per single-family lot). These policies shall be separate from any qualifying policies under Category (1)(B) above. 2 1F Reducing or eliminating parking requirements for
residential development as authorized by Government
Code sections 65852.2; adopting vehicular parking ratios that are less than the relevant ratio thresholds at
subparagraphs (A), (B), and (C) of Government Code
section 65915, subdivision (p)(1); or adopting maximum
parking requirements at or less than ratios pursuant to Government Code section 65915, subdivision (p).
2 X
1G Zoning to allow for residential or mixed uses in one or more non-residential zones (e.g., commercial, light
industrial). Qualifying non-residential zones do not
include open space or substantially similar zones.
1 X
1H Modification of development standards and other
applicable zoning provisions to promote greater
1 X
Agenda Packet Page 13 of 115
Attachment 2 – HCD Prohousing Program Policies by Category El Cerrito City Council – February 1, 2022
2 development intensity. Potential areas of focus include floor area ratio; height limits; minimum lot or unit sizes; setbacks; and allowable dwelling units per acre. These
policies must be separate from any qualifying policies
under Category (1)(B) above.
1I Establishment of a Workforce Housing Opportunity Zone, as defined in Government Code section 65620, or a housing
sustainability district, as defined in Government Code section 66200.
1 1J Demonstrating other zoning and land use actions that measurably support the Acceleration of Housing
Production.
1 X
Category 2: Acceleration of Housing Production Timeframes Category Prohousing Policy Description Points Eligible
2A Establishment of ministerial approval processes for a variety of housing types, including single-family and
multifamily housing.
3 X
2B Establishment of streamlined, program-level CEQA
analysis and certification of general plans, community
plans, specific plans with accompanying Environmental
Impact Reports (EIR), and related documents.
2 X
2C Documented practice of streamlining housing
development at the project level, such as by enabling a by-right approval process or by utilizing statutory and categorical exemptions as authorized by applicable law
(Pub. Resources Code, §§ 21155.1, 21155.4, 21159.24,
21159.25; Gov. Code, § 65457; Cal Code Regs., tit. 14, §§ 15303, 15332; Pub. Resources Code, §§ 21094.5, 21099,
21155.2, 21159.28).
2 X
2D Establishment of permit processes that take less than four months. Policies under this Category (2)(D) must address all approvals necessary to issue building permits.
2 Agenda Packet Page 14 of 115
Attachment 2 – HCD Prohousing Program Policies by Category El Cerrito City Council – February 1, 2022
3 2E Absence or elimination of public hearings for projects consistent with zoning and the general plan.
2 X
2F Establishment of consolidated or streamlined permit
processes that minimize the levels of review and
approval required for projects, and that are consistent with zoning regulations and the general plan.
1 X
2G Absence, elimination or replacement of subjective
development and design standards with objective
development and design standards that simplify zoning
clearance and improve approval certainty and timing.
1 X
2H Establishment of one-stop-shop permitting processes or a single point of contact where entitlements are coordinated across city approval functions (e.g., planning, public works, building) from entitlement application to certificate of occupancy.
1 2I Priority permit processing or reduced plan check times for ADUs/JADUs, multifamily housing, or homes affordable to lower- or moderate-income households.
1 2J Establishment of a standardized application form for all entitlement applications.
1 X
2K Practice of publicly posting status updates on project permit approvals on the Internet.
1 X
2L Limitation on the total number of hearings for any project to three or fewer. Applicants that accrue points pursuant to Category (2)(E) are not eligible for points under this Category (2)(L).
1 2M Demonstration of other actions, not listed above, that quantifiably decrease production timeframes or promote
the streamlining of approval processes.
1 X
Agenda Packet Page 15 of 115
Attachment 2 – HCD Prohousing Program Policies by Category El Cerrito City Council – February 1, 2022
4 Category 3: Reduction of Construction and Development Costs Category Prohousing Policy Description Points Eligible
3A Waiver or significant reduction of development impact fees for residential development.
3 3B Adoption of ordinances or implementation of other
mechanisms that result in less restrictive requirements than Government Code sections 65852.2 and 65852.22 to
reduce barriers for property owners to create ADUs/JADUs.

Examples of qualifying policies include, but are not limited to, development standards improvements, permit processing improvements, dedicated ADU/JADU staff, technical
assistance programs, and pre-approved ADU/JADU design
packages.
2 3C Adoption of other fee reduction strategies separate from Category (3)(A) above, including fee deferrals and reduced fees for housing for persons with special needs.
1 3D Promoting innovative housing types (e.g., manufactured homes, recreational vehicles, park models) that reduce
development costs.
1 3E Measures that reduce costs for transportation-related infrastructure or programs that encourage active modes of transportation or other alternatives to automobiles.

Qualifying policies include, but are not limited to, publicly funded programs to expand sidewalks or protect bike/micromobility lanes; creation of on-street parking for bikes; transitrelated improvements; or establishment of carshare programs.
1 3F Adoption of universal design ordinances pursuant to Health and Safety Code section 17959.
1 3G Establishment of pre-approved or prototype plans for missing middle housing types (e.g., duplexes, triplexes, and fourplexes) in low-density, single-family residential areas. 1 Agenda Packet Page 16 of 115
Attachment 2 – HCD Prohousing Program Policies by Category El Cerrito City Council – February 1, 2022
5 3H Demonstration of other actions, not listed above, that quantifiably reduce construction or development costs.
1 X
Category 4: Providing Financial Subsidies
Category Prohousing Policy Description Points Eligible
4A Establishment of local housing trust funds or
collaboration on a regional housing trust fund.
2 X
4B Provide grants or low-interest loans for ADU/JADU
construction affordable to lower- and moderate-income
households.
2 4C A comprehensive program that complies with the Surplus Land Act (Gov. Code, § 54220 et seq.) and that makes
publicly owned land available for affordable housing, or for multifamily housing projects with the highest feasible
percentage of units affordable to lower income households. A qualifying program may utilize mechanisms such as land
donations, land sales with significant write-downs, or belowmarket land leases. 2 4D Establishment of an Enhanced Infrastructure Financing District or similar local financing tool that, to the extent feasible, directly supports housing developments in an area where at least 20 percent of the residences will be affordable to lower income households.
2 4E Directed residual redevelopment funds to affordable housing.
1 X
4F Development and regular (at least biennial) use of a housing subsidy pool, local or regional trust fund, or other similar funding source.
1 4G Prioritization of local general funds for affordable housing. 1 Agenda Packet Page 17 of 115
Attachment 2 – HCD Prohousing Program Policies by Category El Cerrito City Council – February 1, 2022
6 4H Demonstration of other actions, not listed above, that quantifiably promote, develop, or leverage financial
resources for housing.
1 X
Enhancement Factors
The Department shall utilize enhancement factors to increase the point scores of Prohousing Policies. Each Prohousing Policy will receive extra points for enhancement factors in accordance with the chart below.

Category Prohousing Policy Description Points Eligible
1 Policy that represents one element of a unified, multifaceted strategy to promote multiple planning objectives, such as efficient land use, access to public
transportation, affordable housing, climate change
solutions, and/or hazard mitigation.
2 X
2 Policies that promote development consistent with the state planning priorities pursuant to Government Code section 65041.1.
1 3 Policies that diversify planning and target community and economic development investments (housing and nonhousing) to improve lower opportunity areas. Such areas include, but are not limited to, Low Resource and High
Segregation & Poverty areas designated in the most recently updated TCAC/HCD Opportunity Maps, and disadvantaged
communities pursuant to California Senate Bill 535 (2012). 1 4 Policies that go beyond state law requirements in
reducing displacement of lower income households and
conserving existing housing stock that is affordable to lower income households.
1 X
5 Rezoning and other policies that support high-density development in Location Efficient Communities.
1 X
6 Rezoning and other policies that result in a net gain of housing capacity while concurrently mitigating development 1 Agenda Packet Page 18 of 115
Attachment 2 – HCD Prohousing Program Policies by Category El Cerrito City Council – February 1, 2022
7 impacts on or from Environmentally Sensitive or Hazardous Areas.
7 Zoning policies that increase housing choices and
affordability in High Resource and Highest Resource areas, as designated in the most recently updated TCAC/HCD
Opportunity Maps.
1 8 Other policies that involve meaningful actions towards affirmatively furthering fair housing pursuant to Government Code section 8899.50, including, but not limited to, outreach campaigns, updated zoning codes, and expanded access to financing support.
1 Agenda Packet Page 19 of 115

AGENDA BILL
Agenda Item No. 5.D.

Date: February 1, 2022
To: El Cerrito City Council
From: Karen Pinkos, City Manager, City Management
Subject: FY 2021-22 Second Quarter Cash and Investment Report

ACTION PROPOSED
Receive and file the City’s Quarterly Investment Report for the Quarter ending December 31, 2021.

BACKGROUND
It is the policy of the City of El Cerrito (“City”), to invest public funds in a manner which provides for safety of principal while providing enough liquidity to cover the City’s short and long-term needs while generating the appropriate yield. All investment activity will conform to the California Government Code, Sections 53601 through 53659.

ANALYSIS
 The Quarterly Investment Report for October 1, 2021 to December 31, 2021 shows that the City’s total cash and investments as of December 31, 2021 had a par value of $23,249,406.
 These funds are available to meet operating expenses for the next six months.  Of the total amount of cash and investments $12,842,319 was invested in the pooled funds with the State Treasurer’s Local Agency Investment Fund (LAIF).  The City's investments include $3,051,028 in American Rescue Plan Act (ARPA) grant funds received in July 2021.
 During the quarter the City received the first biannual payment of property taxes of $6,234,734.52 in December.
 The City's cash with Mechanics Bank was $10,407,087.

STRATEGIC PLAN CONSIDERATIONS
The purpose of the City’s Investment Policy is to provide guidelines for prudent investment of the City’s idle funds and ensure policies, procedures and systems represent best practices in financial management (Goal B).

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this agenda item.

FINANCIAL CONSIDERATIONS
This report is in compliance with the City of El Cerrito Investment Policy and the Agenda Packet Page 20 of 115
Agenda Item No. 5.D.

California Government Code Section 53646. The City will have sufficient cash flow to meet the next six months of estimated expenditures as required by the Code.

LEGAL CONSIDERATIONS
The City’s investments comply with the “Authorized Investments” section of the Investment Policy.

Reviewed by:

Alexandra Orologas, Assistant City Manager
Attachments:

1. Quarterly Investment Report thru 12-31-2021
Agenda Packet Page 21 of 115
City of El Cerrito
Quarterly Cash & Investment Report Attachment 1
For the Quarter Ending December 31, 2021
TRUSTEE/ INTEREST MATURITY COST/ *MARKET
FUND

INVESTMENT
TYPE INVESTMENT BROKER PAR VALUE COST OR YIELD DATE 100 VALUE Pooled Investments Pooled Fund
Local Agency Investment
Fund(LAIF) CA State Treasurer $12,842,319 $12,842,319 1.21% N/A 100.00 $12,842,319 Cash with Bank
(General Checking) Mechanics Bank N/A N/A
$10,407,087 $10,407,087 N/A N/A N/A $10,407,087
Total Cash and Investments $23,249,406 $23,249,406 $23,249,406 Karen Pinkos, City Manager
I certify that this report is in compliance with the City of El Cerrito Investment Policy and the California Government Code Section 53646. The City will have sufficient cash flow to meet the next six months of estimated expenditures as required by the Code.

Agenda Packet Page 22 of 115

AGENDA BILL
Agenda Item No. 5.E.

Date: February 1, 2022
To: El Cerrito City Council
From: Alexandra Orologas, Assistant City Manager, City Management Subject: Amendment to the City's Classification Plan

ACTION PROPOSED
Adopt a resolution amending the City's Classification Plan to authorize 1) Reclassification of Administrative Clerk Specialist to Management Assistant in the Public Works Department; 2) Reclassification of Administrative Clerk Specialist to Management Assistant in City Management; and 3) Reclassification of Management Analyst III to Senior Program Manager in Community Development Department.

BACKGROUND
The City's Strategic Plan identifies "Deliver Exemplary Government Services" as a primary goal. The strategies outlined for this goal include recruiting and retaining a talented workforce, and maintaining an emphasis on providing excellent customer service. The Human Resources Division works continuously with Department and Division Managers to review class specifications throughout the City to confirm that they are representative of the organizational changes and duties that have evolved.

ANALYSIS
Staff conducted a review of the current staffing structure and positions within the Public Works Department, City Management and the Community Development Department and have made the following assessments:

Management Assistant - Public Works Department
Staff has determined that the Administrative Clerk - Specialist in the Public Works Department is performing duties that are more appropriately placed at the Management Assistant classification level. The current Administrative Clerk - Specialist coordinates complex special projects between the Maintenance and Engineering functions, leads the processing of general liability claims regarding City Property in the public right-ofway,prepares invoices, maintains the maintenance work order database, creates public outreach materials and regularly interprets and communicates City rules and technical information in response to inquiries from the public and others.

These duties have all been determined to be at the higher classification level of Management Assistant. This reclassification will also increase the incumbent's ability to contribute on key projects and programs in Public Works.

Management Assistant - City Management
Staff has determined that the Administrative Clerk - Specialist in City Management is performing duties that are more appropriately placed at the Management Assistant classification level. The current Administrative Clerk - Specialist splits their time in Agenda Packet Page 23 of 115
Agenda Item No. 5.E.
supporting the City Clerk and Assistant City Manager on a variety of duties/projects. For example, the incumbent drafts materials for City Council meetings (in addition to distributing and posting), develops and performs training for advisory body staff liaisons, provides high level support to a City Commission, coordinates the City's website updates with Departments, serves as lead on the City's website accessibility project, and supports the Assistant City Manager in facilitating the Street Banner, Minimum Wage and Smoke Free programs. These duties have all been determined to be at the higher classification level of Management Assistant. This reclassification will also increase the incumbent's ability to contribute on key projects and programs in the City Administration.

Senior Program Manager - Community Development Department Staff has determined that the Management Analyst III is performing duties that are more appropriately placed at the Senior Program Manager classification level. The current Management Analyst III is providing program and project management in a variety of urgent service delivery areas, including Housing and Economic Development. In recent years, the City has adopted an inclusionary zoning ordnance, established a Rent Registry Program and has had a sizeable increase of housing development in the City.

Both the Department and City Manager rely on this position to provide high level management on complex technical issues. This incumbent also procures and administers grants, oversees the business license and parking permit collections and services on the Chamber of Commerce Board. These duties have all been determined to be at the higher classification level of Senior Program Manager.

STRATEGIC PLAN CONSIDERATIONS
Amending the City’s classification plan will help fulfill City of El Cerrito Strategic Plan Goal A: Delivering Exemplary Public Services and the following objectives:
 Recruit and retain a talented and effective workforce  Maintain emphasis on providing excellent customer service

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this agenda item.

FINANCIAL CONSIDERATIONS
The fiscal impact of the proposed reclassification in the Public Works Department is estimated to have a total additional cost of $1,450.38 through this fiscal year ($3,480.92 annually) and can be absorbed within the Department's operating budget. The funding will be split between funds 201 (Gas Tax), 202 (NPDES - National Pollutant Discharge), 204 (Measure J - Return to Source), 205 (Measure J - Storm Drain) and 501 (IWM - Integrated Waste Management).

The fiscal impact of the proposed reclassification in City Management is estimated to have a total additional cost of $1,450.38 through this fiscal year ($3,480.92 annually) and can be absorbed within the Department's operating budget. The funding will come Agenda Packet Page 24 of 115
Agenda Item No. 5.E.
from fund 101 (General Fund).

The fiscal impact of the proposed reclassification in the Community Development Department is estimated to have a total additional cost of $6,178.65 ($14,828.76 annually). Staff plans to come back to the City Council during the mid-year budget process to request authorization to have this increase funded by the Rent Registry fee established by the City Council in 2019 to cover staff and database costs.

LEGAL CONSIDERATIONS
This section is not applicable to this agenda item.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Job Classifications
Agenda Packet Page 25 of 115
RESOLUTION 2022-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO AMENDING THE CITY’S CLASSIFICATION PLAN
WHEREAS, the City Council of the City of El Cerrito has an adopted Classification Plan for positions in the City’s service; and
WHEREAS, the City’s Personnel Rules and Regulations 2.6 allow for changes in classification if it is believed that a job being performed is inconsistent with the approved position classification; and
WHEREAS, staff has conducted a review of staffing structure and positions in the Public Works Department, City Management and the Community Development Department; and
WHEREAS, staff has proposed personnel changes that allow for the reclassifications of one Administrative Clerk - Specialist to Management Assistant in the Public Works Department, one Administrative Clerk – Specialist to Management Assistant in City Management, and one Management Analyst III to Senior Program Manager in the Community Development Department to better reflect the duties being performed by the current positions and the desired level of service to be provided; and NOW, THEREFORE, BE IT RESOLVED, that the City Council does hereby amend the City’s Classification Plan to authorize implementation of the reclassification of one Administrative Clerk - Specialist to Management Assistant in the Public Works Department, one Administrative Clerk – Specialist to Management Assistant in City Management, and one Management Analyst III to Senior Program Manager in the Community Development Department; and
BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on February 1, 2022 the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ADMINISTRATIVE

CLERK -

SPECIALIST
Bargaining Unit: SEIU Local 1021
Class Code:
521

CITY OF EL CERRITO

SALARY RANGE
$22.96 - $27.91 Hourly
$1,722.00 - $2,093.08 Biweekly
$3,731.00 - $4,535.00 Monthly
$44,772.00 - $54,420.00 Annually
CLASS DESCRIPTION:

Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

Definition:

To perform a wide variety of responsible and complex clerical work in support of the assigned department or division; to provide detailed information and assistance to the public regarding departmental and specific programs, policies and procedures, which may require the interpretation, explanation and application of specific policies and procedures.

Distinguishing Characteristics:

This class is the advanced journey level in the office support series. Incumbents may fill a single clerical position in a department or division or may be the primary clerical support for a program operation, performing a broad range of duties from general clerical to administrative support duties including administering the day-to-day components of the program. This class is distinguished from the class of Administrative Clerk by the requirement of a detailed knowledge of a specific program. The advanced journey level is distinguished from the higher classification of Management Assistant in that the Administrative Clerk – Specialist requires a significant amount of the time performing general clerical support duties with less time required to perform the more complex administrative duties.

Supervision Received and Exercised:

Receives general supervision from management, professional or technical staff. May exercise technical and functional supervision over full-time or part-time clerical staff or volunteers.

ESSENTIAL FUNCTIONS (DUTIES):

Agenda Packet Page 27 of 115
1/25/22, 5:55 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1158146&headerfooter=0 2/4 Essential responsibilities and duties may include, but are not limited to, the following:

Essential Functions:

Assist the public over the telephone or in person; provide detailed information on complex departmental policies and procedures, which may require interpretation, explanation and application involved in the application, registration or permit process to which assigned.

Apply departmental policies and procedures in determining eligibility of public for types of classes or permits; issue permits and forms; collect and process appropriate fees.

Perform day-to-day program administration and clerical support over a specific operation activity such as recreation fee classes and special events and programs.

Word process, proofread and process a variety of documents including general correspondence, memos, and statistical charts from rough draft, voice recordings, or verbal instruction.

Research, compile and summarize a variety of information; prepare original correspondence, memos and narrative or statistical reports; maintain and update departmental databases.

Perform a wide variety of general clerical work including the maintenance of accurate and detailed records, verifying accuracy of information, researching discrepancies and recording information.

Order and maintain office supplies.

Marginal / Non-Essential Functions:

Set up tables and chairs for meetings and various program activities, as needed.

May participate on City-wide committees.

May take meeting notes.

Perform related duties as assigned.

QUALIFICATIONS:

Knowledge of:

General City government organization, functions, and operation.

Interpretation of detailed department policies and procedures or detailed City-wide policies and procedures.

Computer applications, including word processing and data base usage, applicable to the work.

Business letter writing.

English usage, spelling, grammar, and punctuation.

Modern office practices, procedures, methods and equipment.

Ability to:

Process information on a number of operational program or City-wide issues that require a wide range of operational or organizational knowledge.

Take initiative, exercise discretion and sound judgment in the absence of supervisor or with minimal supervision.

Compile complex operational reports, gather detailed information from various sources, and prepare written reports, as required.

Coordinate a day-to-day operation activity ensuring proper procedures and policies are followed.

Interpret, apply and explain the policies and procedures of the function to which assigned.

Agenda Packet Page 28 of 115
1/25/22, 5:55 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1158146&headerfooter=0 3/4 Perform general clerical work including maintenance of appropriate records and compiling information for reports.

Communicate effectively, both orally and in writing.

Word process at a speed and with accuracy necessary for adequate performance of assigned duties.

Operate office machines and word processing equipment.

Understand and carry out oral and written directions
Collect fees and perform business mathematical calculations.

Establish and maintain effective working relationships with those contacted in the course of work.

Work is performed in an office environment; depending on assignment, noise level will vary.

Maintain physical and mental capacities appropriate to the performance of assigned duties and responsibilities.

Experience and Training:

Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Experience:

Either two years of experience performing duties comparable to those of an Administrative Clerk with the City of El Cerrito, or three years of office support or secretarial experience.

Most Specialists are promoted from within the organization due to a high level of organizational knowledge. Experience in dealing with the public is desirable.

Training:

Equivalent to the twelfth grade, including or supplemented by business, computer or related courses.

OTHER REQUIREMENTS:

Physical Demands:

Sitting: Frequently to Constantly Lifting:

Standing: Occasionally up to 10 lbs: Occasionally
Walking: Occasionally 11 to 25 lbs: Occasionally
Bending: Occasionally 26 to 50 lbs: Never
Crouching: Occasionally 51 to 75 lbs: Never
Stooping: Occasionally 76 to 100 lbs: Never
Kneeling: Never 100 + lbs: Never
Crawling: Never Carrying:

Climbing: Never up to 10 lbs: Occasionally
Balancing: Never 11 to 25 lbs: Occasionally
Running: Never 26 to 50 lbs: Never
Twisting: Occasionally 51 to 75 lbs: Never
Turning: Occasionally 76 to 100 lbs: Never
Jumping: Never 100 + lbs: Never
Pushing/Pulling:
up to 10 lbs: Occasionally
11 to 25 lbs: Occasionally
26 to 50 lbs: Never
51 to 75 lbs: Never
76 to 100 lbs: Never
Agenda Packet Page 29 of 115
1/25/22, 5:55 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1158146&headerfooter=0 4/4 100 + lbs: Never
Grasping – firm: Occasionally
Finger dexterity: Frequently
Reaching forward: Occasionally to Frequently
Reaching overhead: Occasionally
Pinch grasp: Occasionally
Grasp – light: Frequently
Coordination - Eye-hand: Frequently
Eye-hand-foot: Frequently
Driving: Occasionally
Talking - Face-to-face: Frequently
Verbal contact: Frequently
Public: Frequently
Vision - Acuity far: Required (driving)
Acuity, near: Required
Depth perception: Required (driving)
Field of vision: Required (driving)
Accommodation: Required (driving)
Color vision: Required
Hearing - Conversation: Frequently
Telephone: Frequently
Earplugs: Never
Mental Requirements:

Interpret instructions, Detailed uninvolved instructions, One or two-step instructions, Readingsimple, Writing-simple, Writing-complex, Math skills-simple, Clerical, Computing, Copying, Instructing, Speaking-signaling, Serving, Taking instructions-helping, Comprehend/follow instructions, Perform simple-repetitive tasks, Maintain work pace, Relate to other people, Influence other people, Perform varied-complex tasks.

Work Environment:

Exposure to: Indoors, Using computer/computer monitor screen, Works around others, Works alone, Works with others.

Agenda Packet Page 30 of 115
1/25/22, 5:56 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1158199&headerfooter=0 1/4

MANAGEMENT

ASSISTANT
Bargaining Unit: SEIU Local 1021
Class Code:
536

CITY OF EL CERRITO

SALARY RANGE
$28.23 - $34.32 Hourly
$2,117.54 - $2,574.00 Biweekly
$4,588.00 - $5,577.00 Monthly
$55,056.00 - $66,924.00 Annually
CLASS DESCRIPTION:

Definition:

To perform a variety of paraprofessional, technical and selected administrative work which provides support to department/division and relieves administrators and managers of administrative detail.

Distinguishing Characteristics:

Incumbents perform varied and responsible technical support tasks and administrative duties. Work performed is normally within established policy and procedure guidelines.

Clerical duties incidental to the work may be performed. This is an entry class for those qualified to perform administrative work. This class is distinguished from other clerical classifications in that the Management Assistant manages program or project areas, department/division functions and significant organizational processes as assigned; is responsible for composing staff reports and agenda bills; and represents the department/division and the City in interagency and other external matters.

Supervision Received and Exercised:

General supervision is provided by department managers or administrative personnel.

May provide technical and functional supervision to clerical and technical staff.

ESSENTIAL FUNCTIONS (DUTIES):

Essential responsibilities and duties may include, but are not limited to, the following:

Essential Functions:

Agenda Packet Page 31 of 115
1/25/22, 5:56 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1158199&headerfooter=0 2/4 Interpret and apply City policies, rules, and regulations in response to inquiries and complaints; respond to citizens on variety of routine and technical issues; and assist public or city personnel in completing required documentation, forms, and applications.

Perform research in a variety of municipal administrative areas; investigate, interpret, analyze data of a technical nature; prepare routine and comprehensive reports with recommendations.

Draft procedures, rules, regulations, and forms; assist in preparation and maintenance of operating procedures and manuals.

Initiate and review administrative documents such as permits and personnel actions; and prepare, administer and maintain detailed files and records.

Provide follow-up on projects, transmitting information, keeping supervisor informed of ongoing operational activities.

Review technical documents for accuracy, completeness and as needed, regulatory compliance; initiate processing; and monitoring follow-up action as required.

Coordinate the processing of documents with other city operations.

Prepare news releases, articles, newsletters for publication and informational brochures of a technical nature.

Work cooperatively with local, county, state and regional agencies, groups and individuals to coordinate activities; represent the department/division and the City at conferences, meetings and hearings.

Serve as staff to commissions or boards, prepare agendas, staff reports, attend meetings and keep minutes of proceedings.

Participate in the administration of a department; manage significant organizational processes and program areas in such areas as salary adjustments, scheduling and monitoring of inspections or work orders and administering specific operational programs.

Assist with annual budget development, preparation and administration, including monitoring contract payments, processing invoices and maintaining supply inventory.

Based on the specific assignment, perform routine plan check and issue related permits; research property records to establish chronological history or retrieve specific information; or investigate and evaluate complaints in the field as assigned.

Input data related to specific program operations; type a variety of materials; arrange meetings and conferences; and screen calls, visitors and mail.

May lead or supervise other staff in a specific program area.

Marginal / Non-Essential Functions:

Participate on various citywide committees as assigned.

Perform related duties and responsibilities as required.

QUALIFICATIONS:

Knowledge of:

Procedures and operating details as necessary to assume assigned administrative and technical responsibilities.

Principles of governmental organization, budgeting and management.

Research, data-gathering and statistical methods.

Modern office practices, procedures, equipment and clerical techniques.

Ability to:

Analyze problems; reason logically and creatively; make viable recommendations; and prepare written reports.

Communicate effectively both orally and in writing.

Agenda Packet Page 32 of 115
1/25/22, 5:56 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1158199&headerfooter=0 3/4 Prioritize work and perform a variety of tasks to meet time frames and deadlines; schedule work activities for a specific operation, and monitor for follow-up.

Establish and maintain effective work relationships with those contacted in the course of work; effectively handle and resolve confrontation situations; coordinate work activities with appropriate city departments.

Interpret, explain and apply administrative and technical regulations, standards and procedures.

Maintain flexibility when dealing with changing priorities and performing multiple tasks simultaneously.

Work independently and accept increasing responsibility for programs and organizational processes.

Compile and maintain complex and extensive records.

Operate a variety of office equipment.

Maintain physical and mental capacities appropriate to the performance of assigned duties and responsibilities.

Experience and Training Guidelines
Any combination of experience and training that would likely provide the required knowledge and ability is qualifying. A typical way to obtain the knowledge and abilities would be:

Experience:

Some experience (one to two years minimum) working for a public agency, which would familiarize the employee with administrative operations. Knowledge and experience specific to the assigned position may be required.

Education:

Equivalent to graduation from a four-year college with major course work in public or business administration or a related field is desirable. Full-time administrative work experience contributing to the development of analytical, written and verbal skills may be substituted on a year for year basis; i.e., a minimum of five years' increasingly responsible clerical or paraprofessional experience, with at least one year in a public agency administrative office.

License/Certificate:

Possession of or ability to obtain a valid Class C California Driver's License.

OTHER REQUIREMENTS:

Physical Demands:

Sitting: Frequently Lifting:

Climbing: Never up to 10 lbs: Occasionally
Balancing: Occasionally 11 to 25 lbs: Occasionally
Running: Never 26 to 50 lbs: Never
Twisting: Occasionally to Frequently 51 to 75 lbs: Never Turning: Occasionally 76 to 100 lbs: Never
Jumping: Never 100 + lbs: Never
Agenda Packet Page 33 of 115
1/25/22, 5:56 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1158199&headerfooter=0 4/4 Pushing/Pulling:
up to 10 lbs: Occasionally
11 to 25 lbs: Occasionally
26 to 50 lbs: Never
51 to 75 lbs: Never
76 to 100 lbs: Never
100 + lbs: Never
Grasping – firm: Occasionally
Finger dexterity: Frequently
Reaching forward: Frequently
Reaching overhead: Occasionally
Pinch grasp: Occasionally
Grasp – light: Frequently
Coordination - Eye-hand: Occasionally to Frequently
Eye-hand-foot: Occasionally
Driving: Occasionally
Talking - Face-to-face: Occasionally to Frequently
Verbal contact: Frequently
Public: Occasionally
Vision - Acuity far: Required
Acuity, near: Required
Depth perception: Not Required
Field of vision: Not Required
Accommodation: Required
Color vision: Not Required
Hearing - Conversation: Occasionally to Frequently
Telephone: Occasionally to Frequently
Earplugs: Never
Mental Requirement:

Abstract variables, Interpret instructions, Problems-standard, Detailed uninvolved instructions, Reading-simple, Reading-complex, Writing-simple, Writing-complex, Math skills-simple, Math skills-complex, Clerical, Coordination, Analyzing, Compiling, Computing, Copying, Comparing, Mentoring, Negotiating, Instructing, Supervising, Persuading, Speaking-signaling, Setting up, Operating-controlling, Feeding-Offbearing, Handling, Comprehend/follow instructions, Perform simple-repetitive tasks, Maintain work pace, Relate to other people, Influence other people, Perform varied-complex tasks, Generalizations/evaluations, Responsibility for direction.

Work Environment:

Exposure to: Indoors, Outdoors, Using computer/computer monitor screen, Works around others, Works alone, Works with others.

Agenda Packet Page 34 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160365&headerfooter=0 1/4

MANAGEMENT

ANALYST III
Bargaining Unit: Management
Class Code:
548

CITY OF EL CERRITO

SALARY RANGE
$44.37 - $55.46 Hourly
$3,327.69 - $4,159.85 Biweekly
$7,210.00 - $9,013.00 Monthly
$86,520.00 - $108,156.00 Annually
CLASS DESCRIPTION:

Definition:

Under supervision, performs variety of technical work involving review and analysis of departmental programs, procedures, staffing, systems, and budgets; maintains liaison with assigned departments and public and provides organizational and informational analysis.

Management Analyst II and III perform increasingly difficult and complex assignments and oversee the work performed by assigned staff.

Distinguishing Characteristics:

Management Analyst III
This is the advanced journey-level class in the series. Positions in this class are assigned more complex budgetary or management analysis assignments, projects and/or programs.

The work assigned requires thorough knowledge of highly complex and changing laws and administrative regulations affecting the operations of assigned departments. A great degree of technical input is provided to the City Manager and Department Directors on complex issues.

Incumbents have responsibility for the training, supervision and oversight of work of assigned staff.

NOTE: Depending on experience, incumbents in each class may progress to the next classification level provided that the assigned Department can certify that the employee is working at the required level and possesses the required skills, knowledge and abilities, and provided that budgetary constraints allow for promotion to the next class.

Supervision Received and Exercised:

Management Analyst III
Receives general supervision from Department Director or Manager and City Manager.

Agenda Packet Page 35 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160365&headerfooter=0 2/4 ESSENTIAL FUNCTIONS (DUTIES):

Essential Functions:

Management Analyst III
In addition to duties of Management Analyst I and II:

Performs and coordinates analytical studies of complex organizational, budgetary, administrative and management problems; prepares report and makes presentation to Department Director and/or City Manager.

Keeps the City Manager and Department Director informed of complex and changing Federal and State laws and administrative regulations affecting the budget and overall operations of the departments assigned.

Forecasts departmental budget needs, taking into consideration the possibility that future legislation may impact future operations of department.

May be assigned operational authority over projects, services or administrative operations within department.

Supervises, trains, and oversees the work performed by assigned staff.

Marginal / Non-Essential Functions:

Perform related duties and responsibilities as required QUALIFICATIONS:

Knowledge of:

Management Analyst III:

In addition to Management Analyst I and II:

Advanced knowledge of principles of public and business administration including organization, personnel and fiscal management.

Advanced knowledge of functions and trends of assigned department, program or area of specialization.

Work direction and delegation.

Group dynamics as it relates to public organizations.

Ability to:

Management Analyst III:

In addition to Management Analyst I and II:

Effectively manage comprehensive specialized functions, projects and studies.

Administer major programs.

Interpret and apply specialized Federal and State legislation and court rulings.

Project consequences of decisions and recommendations.

Supervise, train and evaluate assigned staff.

Experience and Training Guidelines:

Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Experience:

Management Analyst III: Five years of experience, preferably in a public agency, related to general administration, accounting, budgetary analysis, or personnel work including research, analysis and preparation of written reports and recommendations with increasing complexity and responsibility, including supervision of assigned staff. Specific experience in journey-level class Management Analyst position.

Agenda Packet Page 36 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160365&headerfooter=0 3/4 Training:

Management Analyst III: Bachelor's degree in public/business administration or related field.

Master's degree desirable.

Licenses/Certificates/Other requirements:

Valid California driver's license.

OTHER REQUIREMENTS:

Physical Demands: (may vary depending on area of assignment/program/department.) Sitting: Frequently Lifting:

Standing: Occasionally up to 10 lbs: Occasionally to Frequently Walking: Occasionally 11 to 25 lbs: Occasionally
Bending: Occasionally 26 to 50 lbs: Occasionally
Crouching: Occasionally 51 to 75 lbs: Never
Stooping: Occasionally 76 to 100 lbs: Never
Kneeling: Never 100 + lbs: Never
Crawling: Never Carrying:

Climbing: Occasionally up to 10 lbs: Occasionally to Frequently Balancing: Never 11 to 25 lbs: Occasionally
Running: Never 26 to 50 lbs: Occasionally
Twisting: Occasionally 51 to 75 lbs: Never
Turning: Occasionally 76 to 100 lbs: Never
Jumping: Never 100 + lbs: Never
Pushing/Pulling:
up to 10 lbs: Occasionally
11 to 25 lbs: Occasionally
26 to 50 lbs: Never
51 to 75 lbs: Never
76 to 100 lbs: Never
100 + lbs: Never
Grasping – firm: Occasionally
Finger dexterity: Frequently
Reaching forward: Frequently
Reaching overhead: Occasionally
Pinch grasp: Occasionally
Grasp – light: Frequently
Coordination - Eye-hand: Occasionally
Eye-hand-foot: Occasionally
Driving: Occasionally
Talking - Face-to-face: Frequently
Verbal contact: Frequently
Public: Frequently
Vision - Acuity far: Required
Acuity, near: Required
Depth perception: Required
Field of vision: Required
Accommodation: Required
Agenda Packet Page 37 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160365&headerfooter=0 4/4 Color vision: Required
Hearing - Conversation: Frequently
Telephone: Frequently
Earplugs: Never
Mental Requirements:

Abstract variables, Interpret instructions, Problems-standard, Detailed, uninvolved instructions, One or two-step instructions, Reading-simple, Reading-complex, Writing-simple, Writing-complex, Math skills-simple, Math skills-complex, Clerical, Coordination, Analyzing, Compiling, Computing, Copying, Comparing, Negotiating, Instructing, Supervising, Persuading, Speaking-signaling, Serving, Taking instructions-helping, Setting-up, Comprehend/follow instructions, Perform simple-repetitive tasks, Maintain work pace, Relate to other people, Influence other people, Perform varied-complex tasks, Generalizations/evaluations, Responsibility for direction.

Work Environment:

Indoors, Using computer/computer monitor screen, Works around others, Works alone, Works with others.

Agenda Packet Page 38 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160368&headerfooter=0 1/4 SENIOR

PROGRAM

MANAGER
Bargaining Unit: Management
Class Code:
900

CITY OF EL CERRITO

SALARY RANGE
$49.28 - $61.61 Hourly
$3,696.00 - $4,620.46 Biweekly
$8,008.00 - $10,011.00 Monthly
$96,096.00 - $120,132.00 Annually
CLASS DESCRIPTION:

Definition:

To administer and coordinate policies, procedures, projects and/or programs in support of assigned department, division, function or program area; performs a variety of specialized technical work; provides professional assistance and strategy guidance to staff regarding assigned project/programmatic area(s); fosters cooperative working relationships with state and federal agencies, business and community groups and the public; and performs related work as assigned.

Distinguishing Characteristics:

This is the advanced journey-level class in the series with responsibility for project and/or program development, administration and financial oversight from conception through completion. Positions in this class are assigned more complex assignments, and manage multiple projects and/or programs requiring thorough knowledge of highly complex and changing laws, regulations and policies affecting assigned projects and programs. The Senior class may have supervisory responsibilities. A great degree of technical input is provided to the City Manager and the Department Head on complex issues.

NOTE: Depending on experience, incumbents in the Program Manager class may progress to the next classification level provided that the assigned Department can certify that the employee is working at the required level and possesses the required skills, knowledge and abilities, and provided that budgetary constraints allow for promotion to the next class.

Supervision Received and Exercised:

Receives general supervision from the Department Head
Agenda Packet Page 39 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160368&headerfooter=0 2/4 ESSENTIAL FUNCTIONS (DUTIES):

Essential Functions:

Essential responsibilities and duties may include, but are not limited to, the following:

Program Manager:

Organize, coordinate and manage one or more significant projects and/or programs; coordinate administrative functions including budget preparation, financial management, contract administration and personnel administration for the project/program.

Develop, implement, review and evaluate policies, projects and programs.

Participate in the development of recommendations for and implementation of short and long-term strategies, plans and programs for furthering the City's goals.

Develop policies, procedures and methodologies within compliance requirements; interpret and apply existing policies; coordinate development of work plans, evaluate work product and provide staff guidance and administrative supervision as required.

Make public presentations to legislative bodies and community groups.

Serve as the principal contact for the project and/or program and liaison between assigned department and other City departments, committees, and community groups; confer with department head(s), division manager(s), members of professional staff and other officials concerning regulations, policies and procedures; represent the department in a variety of meetings, Boards, Commissions or community groups as part of project/program service delivery.

Serve as staff to commissions or boards; prepare agendas and staff reports as directed.

Represent the City in meetings and maintain liaison with elected officials, representatives of local, regional, state or other public agencies, businesses, professional and community groups, the media and the public.

Prepare and present comprehensive administrative, financial and statistical reports on all aspects of assigned projects and/or programs.

Work with vendors and suppliers; write RFP/RFQs, contract and grant applications; negotiate terms, conditions and performance standards.

Keep staff informed of complex and changing Federal and State laws and regulations affecting assigned projects and/or programs.

Senior Program Manager:

In addition to the above, manage the largest and most complex projects and/or programs.

Supervise other staff including Program Manager, as assigned.

Marginal Functions:

Perform related duties as assigned.

QUALIFICATIONS:

Knowledge of:

Program Manager
Principles and practices of project planning and program development, management and administration.

Consultant oversight practices.

Negotiation practices and techniques.

Budget preparation and administration.

Grant preparation, administration and monitoring.

Principles and practices of research, analysis and technical report writing.

Agenda Packet Page 40 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160368&headerfooter=0 3/4 Senior Program Manager
In addition to above:

Extensive knowledge of all applicable laws, codes and regulations governing the area of assignment.

Principles and practices of planning and administering multiple and complex projects and/or programs.

Extensive knowledge of governmental functions and paths of coordination.

Knowledge of personnel supervisory principles and practices is preferred.

Ability to:

Program Manager
Organize, prioritize and manage multiple projects and other work assigned.

Administer major programs in area assigned.

Interpret and apply relevant legislation and court rulings.

Analyze and evaluate complex problems and develop appropriate solutions.

Communicate clearly and concisely both verbally and in writing.

Establish and maintain effective working relationships with others.

Work independently in the completion of assignments
Coordinate staff resources, as needed.

Maintain physical and mental capacities appropriate to the performance of assigned duties and responsibilities.

Senior Program Manager
In addition to the above:

Effectively manage multiple and highly complex projects.

Administer major or comprehensive programs, as assigned.

Interpret and apply specialized, highly complex legislation and court rulings.

Coordinate multi-faceted programs or projects and direct work of others as needed.

Experience and Training Guidelines:

Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Experience:

Senior Program Manager: Five years of experience, preferably in a public agency, related to project development and/or program management in the area of assignment, including at least one year experience supervising the work of professional staff.

Training:

Program Manager and Senior Program Manager: Bachelor's degree in a field closely related to area of assignment. Master's degree in a closely related field is preferred.

Licenses/Certificates/Other Requirements:

Possession of or ability to obtain before date of appointment, a valid California Driver's License.

OTHER REQUIREMENTS:

Physical Demands: (may vary depending on area of assignment/program/department.) Sitting: Frequently Lifting:

Standing: Occasionally up to 10 lbs: Occasionally to Frequently Walking: Occasionally 11 to 25 lbs: Occasionally
Bending: Occasionally 26 to 50 lbs: Never
Crouching: Occasionally 51 to 75 lbs: Never
Stooping: Occasionally 76 to 100 lbs: Never
Agenda Packet Page 41 of 115
1/25/22, 5:57 PM City of El Cerrito - Class Specification Bulletin https://agency.governmentjobs.com/elcerrito/default.cfm?action=specbulletin&ClassSpecID=1160368&headerfooter=0 4/4 Kneeling: Never 100 + lbs: Never
Crawling: Never Carrying
Climbing: Occasionally up to 10 lbs: Occasionally to Frequently Balancing: Never 11 to 25 lbs: Occasionally
Running: Never 26 to 50 lbs: Never
Twisting: Occasionally 51 to 75 lbs: Never
Turning: Occasionally 76 to 100 lbs: Never
Jumping: Never 100 + lbs: Never
Pushing/Pulling:
up to 10 lbs: Occasionally
11 to 25 lbs: Occasionally
26 to 50 lbs: Never
51 to 75 lbs: Never
76 to 100 lbs: Never
100 + lbs: Never
Grasping – firm: Occasionally
Finger dexterity: Frequently
Reaching forward: Frequently
Reaching overhead: Occasionally
Pinch grasp: Occasionally
Grasp – light: Frequently
Coordination - Eye-hand: Frequently
Eye-hand-foot: Occasionally
Driving: Occasionally
Talking - Face-to-face: Frequently
Verbal contact: Frequently
Public: Occasionally to Frequently
Vision - Acuity far: Required
Acuity, near: Required
Depth perception: Required
Field of vision: Required
Accommodation: Required
Color vision: Required
Hearing - Conversation: Frequently
Telephone: Frequently
Earplugs: Occasionally
Mental Requirements:

Work Environment:

Indoors, Using computer/computer monitor screen, Works around others, Works alone, Works with others.

Agenda Packet Page 42 of 115

AGENDA BILL
Agenda Item No. 5.F.

Date: February 1, 2022
To: El Cerrito City Council
From: Alexandra Orologas, Assistant City Manager, City Management Subject: Amendment of Professional Services Agreement with Peckham & McKenney

ACTION PROPOSED
Adopt a resolution to authorize the City Manager to amend the professional services agreement with Peckham & McKenney, an executive search firm, to include recruitment for the position of Fire Chief.

BACKGROUND/ANALYSIS
In July 2021, the City of El Cerrito issued a Request For Proposals (RFP) for executive search firms to provide recruitment services for two vacant positions: Battalion Chief in the Fire Department and Police Captain in the Police Department. City staff selected the firm Peckham & McKenney, a California-based executive search firm that is focused on and committed to local government, and has an excellent track record for successful placements. The City entered into a professional services agreement for a not-toexceed amount of $45,000 for recruitment services for the two positions on August 9, 2021. On October 19, 2021, the City Council approved Amendment 1 to the professional services agreement to include the recruitment of Finance Director at a cost of $26,000, for a total contract amount of $71,000. As an update, the Battalion Chief recruitment is completed, the Police Captain and Finance Director recruitments are underway and City staff have been pleased with the quality of services provided by Peckham & McKenney.

The City's current Fire Chief Michael Pigoni has notified the City Manager of his intent to retire from the City of El Cerrito as of April 30, 2022. The City team thanks Chief Pigoni for his 27 years of service to our community and wishes him well in his retirement. City staff would like to utilize the services of Peckham & McKenney for the recruitment for the permanent Fire Chief position. The firm has provided a scope of work and timeline outlined in Attachment 2.

Pursuant to Resolution 2017-71A, contracts up to $45,000 may be authorized by the City Manager. The same Resolution stipulates that purchases made from a single vendor (either individually or collectively within one fiscal year) over $45,000 requires City Council approval. City staff is therefore recommending that the City Council authorize the City Manager to amend the current agreement with Peckham & McKenney in the amount of $26,000 for a total contract amount of $97,000.

Agenda Packet Page 43 of 115
Agenda Item No. 5.F.

STRATEGIC PLAN CONSIDERATIONS
This item is consistent with Strategic Plan Goal A: Deliver exemplary government services and Goal B: Achieve long-term financial sustainability.

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this agenda item.

FINANCIAL CONSIDERATIONS
As this item is currently not budgeted, City staff requests that $26,000 be appropriated from General Fund Balance as an increase to the FY 2021-22 City Management department budget.

LEGAL CONSIDERATIONS
The City Attorney has reviewed the proposed action, and the professional services agreement conforms to the City's standard agreement as approved by the City Attorney.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Fire Chief Scope of Services
Agenda Packet Page 44 of 115
RESOLUTION NO. 2022-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO AUTHORIZING

THE CITY MANAGER TO AMEND THE PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF EL CERRITO AND PECKHAM & MCKENNEY FOR AN AMOUNT NOT TO EXCEED $97,000
WHEREAS, in July 2021 the City of El Cerrito conducted a Request for Proposals process for executive search firms and on August 9, 2021 entered into a professional services agreement with Peckham & McKenney for $45,000 to provide recruitment services for two vacant positions in the Fire and Police Departments; and WHEREAS, in October 2021, the City Council approved Amendment 1 to the professional services agreement with Peckham & McKenney to include the recruitment for the position of Finance Director at a cost of $26,000, for a total contract amount of $71,000; and
WHEREAS, the City’s Fire Chief is leaving employment with the City, creating a vacancy in this position, and the City would like to utilize the services of Peckham & McKenney for the recruitment for this position; and
WHEREAS, the contract will be amended to include the recruitment for the Fire Chief position for a total of not more than $97,000; and WHEREAS, funding for the additional $26,000 is requested to be appropriated from General Fund Balance as an increase to the City Management FY 2021-22 department budget.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that it hereby authorizes the City Manager to amend the professional services agreement with Peckham & McKenney by $26,000 for an amount not to exceed $97,000.

BE IT FURTHER RESOLVED that the City Council appropriates an additional $26,000 from General Fund Balance as an increase to the FY 2021-22 City Management department budget.

BE IT FURTHER RESOLVED that this Resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on February 1, 2022 the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Agenda Packet Page 45 of 115
IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on February ______, 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 46 of 115
Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 January 25, 2022
Ms. Alexandra Orologas
Assistant City Manager
City of El Cerrito
10890 San Pablo Avenue
El Cerrito, CA 94530
Via email/PDF to: [email protected]
Dear Ms. Orologas,
Thank you for the opportunity to submit a proposal for conducting the recruitment for Fire Chief for the City of El Cerrito. We understand the importance of this recruitment, the significance of conducting a thorough and complete process, and the importance of this position for the City. Our firm’s extensive experience and exceptional network makes us prepared and well-positioned to conduct this recruitment and implement the processes leading to the successful placement of a candidate.

Our firm has a reputation for personal attention and commitment to each search we take on.

We limit the number of searches we do in order to maintain that reputation.

Peckham & McKenney provides a unique combination of expertise and knowledge that will be essential to finding a Fire Chief. With the importance of this search, I will serve as your recruiter. I retired at the end of 2020 after a 35-year career in local government, specifically as a peace officer, the last nine years as Chief of Police in San Rafael, California. I maintain a strong and active network with Public Safety professionals in the Bay Area and beyond.

The attached proposal includes detailed information regarding Peckham & McKenney Executive Search, a search process timeline, cost of services, our guarantee, client references, and Peckham & McKenney staff backgrounds. We are prepared to begin the recruitment immediately.

Agenda Packet Page 47 of 115
Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 We would be honored to have the opportunity to work with you on this important search process. Please feel free to call or email me if you have any questions. We look forward to hearing back from you.

Sincerely,
Diana Bishop
Executive Recruiter
Peckham & McKenney
www.peckhamandmckenney.com
[email protected]
866-912-1919
408-800-7653 (direct)
Enclosure:

City of El Cerrito Proposal for Fire Chief
http://www.peckhamandmckenney.com/police-chief-city-of-belmont-ca https://www.peckhamandmckenney.com/police-captain-city-of-san-mateo-ca https://www.peckhamandmckenney.com/fire-chief-city-of-rocklin-ca https://www.peckhamandmckenney.com/s/PM-Healdsburg-PC-05-2021.pdf Agenda Packet Page 48 of 115
Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 City of El Cerrito
Recruitment Proposal
for
Fire Chief
January 25, 2022
Agenda Packet Page 49 of 115
Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678

TABLE OF CONTENTS
THE FIRM 1
Peckham & McKenney
Our Reputation
“All about fit”
PUBLIC SAFETY RECRUITMENT EXPERIENCE 2
YOUR RECRUITMENT TEAM 3
Our Approach
Your Team
THE SEARCH PROCESS 5
THE SEARCH SCHEDULE 9
COST OF SERVICES 10
Cost of Services
Additional Service Costs
Process of Payment
Insurance
GUARANTEE AND ETHICS 12
Placement Guarantee
Reopening the Recruitment
Ethics
CLIENT REFERENCES 13
DIVERSITY STATEMENT 14
Agenda Packet Page 50 of 115

Page 1 of 14 ends

THE FIRM
Peckham & McKenney - Peckham & McKenney provides executive search services to local government agencies throughout the western United States and is headquartered in Roseville, California. The firm was established in June 2004 by Bobbi Peckham and Phil McKenney. The team of Peckham & McKenney Executive Recruiters is based in northern and southern California and in Washington and provides decades of experience in local government and executive search.

We are supported by administrative and research specialists, marketing and design professionals, a web technician, and distribution staff.

Since 2004, Peckham & McKenney has conducted more than 500 executive level recruitments in the states of Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon, Utah, Washington, and Wyoming. On behalf of elected Councils, City Managers and Department Heads throughout the West, we have successfully placed hundreds of local government professionals including City and County Managers and their Assistants, Police and Fire Chiefs, Department Heads, and mid-level Managers. In addition, Peckham & McKenney has placed hundreds of executives and organizational leaders in the areas of public safety (police and fire), community development and planning, economic development, public works and engineering, finance, human resources, city clerk, information technology, library services, parks and recreation, and community services. Our experience is illustrated on our website here.

Peckham & McKenney was established on the premise that an executive search and consulting firm must be dedicated to providing its clients and candidates with professional service, as well as a personal, hands-on approach. Our business philosophy centers upon the understanding that this is a “people” related industry and that attention to others’ needs are the key to providing effective customer service.

Our Reputation -Peckham & McKenney is one of the most trusted and respected executive recruitment firms in the country. Time and again, we receive unsolicited compliments from clients and candidates relating to our integrity, high ethics, and customer service. Not only are we committed to providing our clients with well-qualified candidates, but we also take pride in treating both our clients and candidates with utmost respect. This commitment has led to multiyear retainer agreements with several agencies, as well as numerous client and candidate testimonials to their experiences with us, which you can find on our website at www.peckhamandmckenney.com.
“All about fit” -We recognize that every agency and community we serve is unique, and the candidate you ultimately select must “fit.” We take the time to become familiar with your community, organizational culture, and issues and challenges to identify and recruit the best candidates for your consideration. Nearly 89% of our placements stay in those positions for over five years, which is a testament to their “fit.”
Agenda Packet Page 51 of 115

Page 2 of 14 ends

PUBLIC SAFETY EXPERIENCE
Our Experience
With every executive search, your personal recruiter has the full backing, support, and resources of the entire Peckham & McKenney team. Bringing more experience to local government search than any other California recruiter, Peckham & McKenney has successfully completed the following Public Safety recruitments in California since 2015:

Police Chief
Police Chief
Police Chief
Police Chief
Fire Chief
Alhambra
Antioch
Atherton
Bell
Benicia
Beverly Hills Police Chief
Calistoga Police Chief
Consumnes CSD Fire Chief
El Centro Police Chief
El Cerrito Battalion Chief
Eureka Police Chief
Galt Police Chief
Menlo Park Police Chief
Milpitas Police Chief
Oceanside Fire Chief
Piedmont Fire Chief
Porterville Police Chief
Rocklin Fire Chief
San Mateo Police Captain
San Pablo Police Chief
San Rafael Police Chief
Sebastopol Police Chief
Agenda Packet Page 52 of 115

Page 3 of 14 ends

YOUR RECRUITMENT TEAM
Our Approach
Peckham & McKenney limits the number of active searches of each Recruiter in order to totally focus on your search. When you retain Peckham & McKenney, your Recruiter is fully responsible for the success of the recruitment process. Each recruitment is additionally supported by experienced administrative, research, and marketing specialists.

Recognizing the importance of this search Diana Bishop, will serve as your Recruiter.

Diana Bishop, Executive Recruiter
Diana Bishop has a professional career of over 35 years in local government as a peace officer.

Starting her career in 1985 with the Santa Clara Police Department, Ms. Bishop rose to the rank of Police Captain with supervisory responsibility for the Department’s divisions in the senior management role. In a recruitment process conducted by Peckham & McKenney in 2011, Ms. Bishop was selected to be the Chief of Police for the City of San Rafael where she served for nine years until her retirement at the end of 2020. During her time in San Rafael, Ms. Bishop was an integral part of the City’s Senior Management Team. As Police Chief, Ms.

Bishop was recognized for her strong relationships with Department Director peers and the City’s elected officials in support of the City and public safety.

In San Rafael, Ms. Bishop was instrumental in shaping the future of the Police Department by promoting over 20 employees into leadership roles and effectively hiring and integrating over 60 new employees into the organization. Because of her efforts, the department is recognized as a leader in community engagement and transparency, and the City has been exemplary in many important initiatives such as the implementation of body worn cameras, de-escalation training, and crisis intervention training for all officers.

During her career, Ms. Bishop has been selected numerous times to assist other public agencies with promotional processes. She has also been directly involved in the hiring of other City of San Rafael Department Head positions including Fire Chief and the current Chief of Police.

Ms. Bishop holds a bachelor’s degree in Public Administration with an emphasis in Law Enforcement Leadership from the University of San Francisco and a master’s degree in Public Administration from Golden Gate University. She is also a graduate of the FBI National Academy and the Harvard Kennedy School Senior Executives in State and Local Government program. Ms. Bishop is a past President of the Marin County Police Chiefs Association and a member of the California Police Chiefs Association and the International Association of Chiefs of Police.

Agenda Packet Page 53 of 115

Page 4 of 14 ends

Joyce Johnson, Operations Manager
Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm's Operations Manager. She has over 30 years' experience in the field of administrative and executive support for all aspects of the executive recruitment process. She oversees internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two national management consulting and executive recruitment firms. Ms.

Johnson is complimented regularly on her strong customer orientation working with both clients and candidates alike. Ms. Johnson holds an Associate of Arts degree from American River College.

Kevin Johnson, Research Assistant
Kevin Johnson has been a member of the Peckham & McKenney team since 2009 and currently serves as a Research Assistant. He supports the firm's Recruiters through his research of local government agencies and networks, potential candidates, and current candidates prior to recommendation to our clients. Mr. Johnson mastered his researching abilities while obtaining a Bachelor of Arts in Economics from Willamette University.

Linda Pucilowski, Graphic Designer
With nearly 30 years of experience, Linda Pucilowski provides her expert design and marketing skills to Peckham & McKenney. She is the firm’s “go-to” professional for all advertising and brochure design and creation. Ms. Pucilowski holds a bachelor’s degree from California State University, Sacramento.

Rachel Moran, Website & Social Media Assistant
Rachel Moran has been in the graphic design field since 2007 and prides herself on creating eye-catching visual art. She supports the Peckham & McKenney team by handling all website visual and technical design as well as social media. Ms. Moran graduated from the Art Institute of Houston obtaining her bachelor’s degree in Fine Arts with a concentration in Graphic Design.

Agenda Packet Page 54 of 115

Page 5 of 14 ends

THE SEARCH PROCESS
While it is our intent to customize the search and project schedule to fit the City of El Cerrito’s specific needs, the search process typically includes the following key steps.

Project Organization – Prior to beginning the recruitment, necessary documentation (contract, insurance, business license, retainer invoice, etc.) will be processed. We ask that the City identify a single point of contact that will serve as our liaison throughout the recruitment, providing necessary information to us, responding to our questions, and receiving and distributing all correspondence. A single point of contact will ensure timely and clear communication throughout the process.

We will request a conference call with the City to discuss the process, listen to specific desires and expectations, and respond to any questions or concerns. We will discuss expected parameters of the search, the search timeline, and schedule future meeting dates.

At this time the City will determine the extent of engagement or involvement of other individuals in the search process. This may include the City’s leadership team, department leadership teams, labor representatives, appointed commission or committee members, community stakeholders, residents, and others. In addition, we will discuss specific desires and expectations of the City relating to the development of the candidate profile, finalist interview process, and the various components to be considered.

Note: Due to COVID-19, the majority of our meetings with clients, their team, and other stakeholders have been conducted virtually over the past year.

Please note that decisions on the extent of involvement of others as well as additional components to the finalist interview process will impact the search, search timeline, and most likely the cost of the recruitment process.

Development of Candidate Profile (meeting #1) – This step provides for the development of the Candidate Profile that will serve as a guide in the identification of potential candidates, outreach and recruitment efforts, screening, and selection of your Fire Chief. The Candidate Profile includes information relating to the City of El Cerrito; current and future issues, and opportunities for the Fire Department; expectations, goals, and objectives leading to the success of the new Fire Chief; and the background and experience, leadership style, skills and abilities, and personality traits of the ideal candidate for the position.

Ms. Bishop will develop this profile following individual or group discussions with those individuals identified in the initial conference call (as described above). We will request information relating to compensation and benefits, organization charts, and budget data. In addition, we will request high-resolution photographs to be used to market the opportunity.

Agenda Packet Page 55 of 115

Page 6 of 14 ends

A draft of the Candidate Profile will be provided to our point of contact for review. We ask that all revisions and corrections be provided to us in a timely manner to maintain the agreed-upon search timeline. Our marketing and design professional will then prepare an attractive marketing brochure incorporating the Candidate Profile. Peckham & McKenney has an extensive list of industry professionals to whom we will distribute your recruitment brochure. They will be also posted on Peckham & McKenney’s website and provided to the City for posting. Copies of the brochure will also be made available to the City.

Advertisements will be placed in the appropriate industry publications and websites, and our firm will assume responsibility for presenting your opportunity in an accurate and professional manner.

Social media, including LinkedIn and other platforms, will be used as appropriate.

Recruitment –The main focus of our outreach will be direct phone contact with quality potential candidates. With decades of executive search experience, we have developed an extensive candidate database that is continuously updated and utilized. In addition, Ms. Bishop’s extensive professional network within the public safety field will be critical to our outreach efforts. Our recruiting efforts will focus on direct and aggressive recruiting of individuals within the search parameters established by the City. We believe direct recruiting produces the most qualified candidates.

Throughout this active search process, we will regularly update the City of the recruitment status and share questions, concerns, and comments received from potential candidates as they consider each opportunity. By doing so, we will “team” with the City to ensure that all issues and concerns of candidates are discussed and understood thereby eliminating “surprises” once the resume filing deadlines have occurred.

As resumes are received, they will be promptly acknowledged within 48 hours, and we will personally respond to all inquiries. Once each resume filing deadline has passed, we will update the City on the status of the recruitment, the number of resumes received, and our intent for preliminary interviews.

Preliminary Interviews – Upon our review of the resumes received, supplemental questionnaires will be sent to candidates who appear to meet the Candidate Profile. In the supplemental questionnaire, applicants will be asked to address a few questions pertaining to the position that are based on information learned during our first meeting to discuss the opportunity. The supplemental questionnaire will ascertain the applicant’s familiarity with the City of El Cerrito and writing ability and serve to identify the applicants that are most in alignment with the position.

Following a thorough review of the supplemental questionnaires, we will conduct preliminary interviews with the individuals that most closely align with the Candidate Profile. Internet research will also be conducted so that we may probe the candidate regarding any areas of concern. Candidates will be advised of the search schedule and updated regularly as to their status.

Agenda Packet Page 56 of 115

Page 7 of 14 ends

Recommendation of Candidates/Selection of Finalists (meeting #2) – A report will be provided to the City prior to our meeting to discuss our recommendation of leading candidates.

This report will include a full listing of all candidates who applied for the position, as well as the cover letters, resumes, and supplemental questionnaires of the recommended group of candidates for further consideration. We may include a first and second tier of candidates within our recommendation.

Ms. Bishop will meet with the City in a one- to two-hour meeting and will provide an overview of each recommended candidate, as well as share any concerns or negative information. We are currently conducting this meeting via Zoom. Once a group of finalists has been selected by the City, we will revisit early decisions relating to the finalist interview process. A one-day finalist interview process is standard for finalist interviews (with the leading four to eight candidates).

Should the finalist interview process desired by the City require more than one day with your Recruiter, an additional fee will be charged.

Peckham & McKenney will notify all candidates of their status. Those candidates selected as finalists will be notified and provided with all necessary information to attend finalist interviews with the City. We will prepare an interview schedule and confirm with our point of contact all necessary details.

If necessary, finalists will make their own travel plans and reservations. It is customary that the City reimburse finalists for round-trip airfare, car rental, and lodging necessary to attend the interviews with the City. We will confirm this with the City representatives at our meeting to recommend candidates.

Finalist Interview Process – We will provide on-site facilitation during the finalist interview process. This may be changed to a zoom format depending on COVID-19 recommendations. An orientation session will be held at the beginning of the process, and we will facilitate a review and discussion of the finalists at the end of the day. Interview materials, including suggested interview questions, evaluation and ranking sheets will be provided. The structure of the interview process will be developed in coordination with the City. Again, a standard finalist interview process of the leading four to eight candidates is typically conducted within one day.

Second Round – if necessary – We will provide any necessary facilitation during the this second round of interviews with the leading two to three finalists. Typically, these interviews provide more in-depth, information conversations that will ultimately lead to the selection of a finalist candidate.

Qualification – Once the finalist candidate has been selected and a conditional offer has been made by the City of El Cerrito, a thorough background check will be conducted that is compliant with the Fair Credit Reporting Act and Investigative Consumer Reporting Agencies Act. Peckham & McKenney utilizes the services of Sterling Talent Solutions Agenda Packet Page 57 of 115

Page 8 of 14 ends

(www.sterlingtalentsolutions.ca), the world’s largest company focused entirely on conducting background checks. This background check is optional as most agencies hiring public safety management level employees will contract with a private investigator to conduct a more thorough background investigation which would duplicate the information provided in our more limited background check conducted by Sterling Talent Solutions.

Ms. Bishop will also personally contact professional references, and a full report will be provided to the City. This comprehensive process ensures that only the most thoroughly screened candidate is hired. In addition, negotiation assistance will be provided as requested by the City.

Peckham & McKenney’s qualification process of internet-based research, background checking through Sterling Talent Solutions, and reference checking has proven successful for our clients through the years. In addition to relying on our services, clients are encouraged to utilize the background checking protocols they normally would use in hiring a position of this type. Enhanced reference checking and background investigation, if any, beyond the scope of this proposal is the client’s responsibility.

Our overarching goal is to exceed your expectations and successfully place a candidate who “fits” your organizational and community’s needs now and into the future.

Agenda Packet Page 58 of 115

Page 9 of 14 ends

SEARCH SCHEDULE
This sample schedule anticipates a 14-week process. It can/will be tailored to achieve the interests of the City of El Cerrito relative to receiving input in preparation of the Candidate Profile and the interview process. In today’s competitive recruiting environment, our goal is to make the process as efficient and effective as possible. We ask that our clients work with us to identify future meeting dates that will be published within the Candidate Profile. This will ensure that the momentum of the search process is consistent and that all parties are available thereby leading to a successful result.

ACTIVITY TIME FRAME
I. Project Organization Pre-Recruitment
• Conference call discussion of recruitment process
• Formalize project schedule
II. Development of Candidate Profile Two Weeks • Meeting #1 with the City to discuss Candidate Profile • Develop advertising and recruiting plan
III. Recruitment Six Weeks • Advertise, network, and electronically post in appropriate platforms • Distribute candidate profile electronically to industry professionals • Post opportunity on firm’s website
• Focused outreach to individuals within the parameters of the Candidate Profile • Respond to all inquiries and acknowledge all resumes received within 48 hours IV. Preliminary Interviews Two Weeks • Screen resumes and conduct Internet research • Identify leading candidates and request supplemental questionnaires • Review supplemental questionnaires
• Conduct preliminary interviews with leading candidates V. Recommendation of Candidates/Selection of Finalists One Week • Provide digital report of recommended candidates to the City Manager • Meeting #2 to provide overview of recommended candidates • City Manager selects finalist candidates for finalist interview process • Peckham & McKenney notifies all candidates of status in recruitment process VI. Finalist Interview Process Two Weeks • Meeting #3 to facilitate finalist interviews with the City • Assist City throughout process and provide recommendations • City Manager selects candidate or leading 2-3 candidates for further consideration • City Manager conducts subsequent interview process
VII. Qualification One Week • Conduct thorough background and reference checks on leading candidate • Provide negotiation assistance
• Exceed expectations and successfully place candidate who “fits.” Agenda Packet Page 59 of 115

Page 10 of 14 ends

COST OF SERVICES
Cost of Services
Our all-inclusive fee to conduct the search processes for your Fire Chief is $26,000. Our fee includes professional fees and expenses (out-of-pocket costs associated with consultant travel, advertising/ administrative support / printing / copying / postage / materials, telephone / technology, partial background checks on recommended candidates, and full background check on the selected finalists only).

The fee quoted above is to complete the recruitment process as described in The Search Process, including three to four days of meetings. The first meeting is to develop the Candidate Profile; the second meeting is to provide a recommendation of candidates; and the third meeting includes a day to facilitate finalist interviews. *If the City of El Cerrito hires additional candidates from among those recommended within one year of the close of these recruitments, an additional fee of $5,000 will be due to Peckham & McKenney.

Additional Service Costs
The following “menu” details fees for additional requested services. Some fees may be negotiated.

Facilitation of Community Forum $1,500
Develop Community Survey & Analysis of Results $1,500
Additional meeting day (up to four days are included) $500-$1,000 each + travel expenses
Each additional full background check $300/each
Process of Payment
One-third of the all-inclusive fee for the first recruitment is due as a retainer upon execution of the agreement. This retainer covers upfront, and necessary expenses incurred by Peckham & McKenney on the City’s behalf for consultant travel and advertising. If the retainer is not received by Peckham & McKenney within 30 days of execution of the agreement, we will suspend the recruitment process until payment is received. The second third of the full payment for the first search will be invoiced one month from contract execution, and it is due within 30 days following the invoice date. The final third of the full payment for the first search will be invoiced two months from contract execution, and it is due within 30 days following the invoice date. Payment for the second search will follow the same guidelines, with the date for Meeting #1 of the second search substituting for the “execution of the agreement” date.

If the City of El Cerrito requires a different payment schedule, this must be agreed upon within the contract. Peckham & McKenney expects payment of all invoices in a timely manner.

Agenda Packet Page 60 of 115

Page 11 of 14 ends

Insurance
Peckham & McKenney carries Professional Liability Insurance ($1,000,000 limit), Commercial General Liability Insurance ($2,000,000 General Liability, and $4,000,000 Products) and Automobile Liability Insurance ($1,000,000). Our Insurance Broker is B&B Premier Insurance Solutions, Agoura Hills, CA.

Necessary insurance documentation will be provided to the City of El Cerrito in a timely manner.

Agenda Packet Page 61 of 115

Page 12 of 14 ends

GUARANTEE AND ETHICS
Placement Guarantee Our placement record is particularly strong in that 89% of the candidates we have placed remain in those positions for over five years. In the unlikely event, however, that a candidate recommended by our firm (external candidates only) leaves your employment for any reason within the first year (except in the event of budgetary cutbacks, promotion, position elimination, or illness/death), we agree to provide a one-time replacement at no additional charge, except expenses.

Reopening the Recruitment Throughout the recruitment process, all our efforts are made to ensure a successful placement of a candidate who fits the Candidate Profile. It is extremely rare that our recruitment process fails to produce a preferred candidate in the first instance. If the search process, however, does not produce a successful placement, and there is an understanding that the City of El Cerrito and Peckham & McKenney each take responsibility for whatever errors may have been made, we will conduct a second recruitment process for the cost of expenses only (approximately $7,500).

As Albert Einstein said, the definition of insanity is “doing the same thing over and over again and expecting different results.” Prior to reopening the recruitment again, we will thoroughly review with the City what adjustments in approach, compensation, or other variables may be necessary to ensure a successful outcome.

Ethics Time and again, we receive unsolicited comments from clients and candidates relating to our integrity and high ethics.
§ First, we believe in honesty. No client should ever appoint an individual without being fully knowledgeable of the candidate’s complete background and history. Conversely, no candidate should ever enter a new career opportunity without full disclosure of any organizational “issues.”
§ We strive to keep everyone involved in a recruitment process informed of the status. Not only do we provide regular updates to our clients, but we also have a reputation for keeping our candidates posted.
§ As recruitment professionals, we do not recruit our placements -- ever. Should a placement of ours have an interest in a position for which we are recruiting, they may choose to apply.

However, if they become a finalist, we ask that they speak to their supervisor to alert them of their intent.
§ During an active engagement, we do not recruit staff from our client agencies for another recruitment. Nor do we “parallel process” a candidate, thereby pitting one client against another for the same candidate.
§ We are retained only by client agencies and not by our candidates. While we have a reputation for being actively involved in the profession and providing training, workshops, and general advice to candidates, we represent only our clients. In addition, we always represent and speak of our clients in a positive manner, during the recruitment engagement as well as years after.

Agenda Packet Page 62 of 115

Page 13 of 14 ends

CLIENT REFERENCES
Please feel free to contact any of the following current and recent clients to inquire about their recruitment experience with Diana Bishop. In addition, we would be pleased to furnish the client contact and phone numbers for any past clients listed in this proposal.

City of Belmont, CA – Police Chief
City Manager Afshin Oskoui
619-650-7408 [email protected]
County of Sacramento – Deputy County Administrator (in process) Principal Human Resources Analyst Candice Mabra
916-874-1681 [email protected]
City of San Mateo, CA – Police Captain
(Search conducted with Bobbi Peckham)
Chief of Police Ed Barberini
650-522-7600 [email protected]
City of Healdsburg, CA – Police Chief
(Search conducted with Phil McKenney)
City Manager Jeff Kay
707-431-3452 [email protected]
Agenda Packet Page 63 of 115

Page 14 of 14 ends

DIVERSITY STATEMENT
Peckham & McKenney, is committed to diversity in its broadest possible definition in every aspect of each executive recruitment our firm provides.

Peckham & McKenney does not discriminate based on race, color, religion, creed, sex/gender, national origin/ancestry, disability, pregnancy, sexual orientation (including transgender status), marriage or family status, military status, or age. We are fully compliant with all applicable federal and state employment laws and regulations in all our recruitments.

Our average for female and minority placements since 2015 is approximately 53%. Of that average, 37% of our placements are female.

Also, for over 30 years, Peckham & McKenney has been known as a champion of women seeking executive leadership positions within local government, succeeding in the field as few other women have. The Peckham & McKenney team goes to great lengths to support the management profession, women, minorities, and all involved in the recruitment and hiring processes.

In addition to all other outreach methods, our firm utilizes the National Diversity Network, which ensures placement of your opportunity with the following online platforms. • African American Job Network
• Asian Job Network
• Disability Job Network
• Latino Job Network
• LGBT Job Network
• Retirement Job Network
• Veteran Job Network
• Women’s Job Network
Agenda Packet Page 64 of 115

AGENDA BILL
Agenda Item No. 5.G.

Date: February 1, 2022
To: El Cerrito City Council
From: Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
Subject: Continuation of Emergency Work for Public Safety Building Roof Repair

ACTION PROPOSED
Adopt a resolution authorizing the continuation of emergency work to repair the Public Safety Building roof.

BACKGROUND/ANALYSIS
On December 21, 2021, the City Council adopted a resolution adopting findings and authorizing emergency work to repair the Public Safety Building roof (Resolution 2021- 71). Because the roof leaks pose immediate health, safety and welfare risks for City employees and are damaging City property, the City Council authorized the City Manager to negotiate and execute any contracts necessary to repair the Public Safety Building roof in an amount not to exceed $89,300 and to approve change orders not to exceed $8,900 and to take any other related action necessary to further the intent of the resolution. The City Council also amended the Fiscal Year 2021-22 Adopted Budget to appropriate $115,000 from the General Fund Balance to complete this emergency work.

This funding amount was to additionally cover separate agreements for removal and reinstallation of the solar panels and assessment and construction support.

On December 22, 2021, the City Manager executed an agreement with Stronger Building Services in the amount of $89,300 for the roof repair work. The Public Works Director, under a Department Director’s purchasing authority of $25,000, executed an agreement with Quattro Solar in the amount of $16,400 for the solar panel work. Both contractors attended a pre-construction meeting on December 22, 2021 and began mobilizing. Quattro Solar obtained a City Building Permit, removed 25 solar panels and transported them to a storage facility.

On January 18, 2022, the City Council adopted a resolution authorizing the continuation of emergency work to repair the Public Safety Building roof (Resolution 2022-4). As of January 25, 2022, Stronger Building Services has completed the most urgent elements of the roof repair work, including waterproofing and reinstallation of the roof tiles. The remaining items of work include cleaning and sealing of the gutters by Stronger Building Services and reinstallation of the solar panels by Quattro Solar. Stronger Building Services has ordered sealing materials that are expected to be delivered by early February and Quattro Solar has faced some Covid-19 staffing shortages and other scheduling conflicts.

Agenda Packet Page 65 of 115
Agenda Item No. 5.G.

Because of the potential health, safety and welfare impacts on City employees and damage to City property, City staff recommends that the City Council find that substantial evidence establishes that the emergency conditions at the Public Safety Building remain and authorize continuation of emergency work to repair the Public Safety Building roof.

As required by Public Contract Code section 22050(c)(1), this emergency repair work will be placed back on future regular meeting agendas of the City Council for the City Council to review this emergency action and determine, by a four-fifths vote, whether there is a need to continue the action, until such emergency repairs have been completed and the project terminated. City staff anticipate that all work will be completed by the end of February.

STRATEGIC PLAN CONSIDERATIONS
The proposed action is consistent with the El Cerrito Strategic Plan Goal D – Develop and rehabilitate public facilities as community focal points by addressing ongoing and deferred maintenance of facilities and infrastructure.

ENVIRONMENTAL CONSIDERATIONS
The project is categorically exempt from review under the California Environmental Quality Act (CEQA) pursuant to Section 15301 because the project involves a repair to an existing facility involving negligible or no expansion of use beyond that presently existing. More specifically, restoration or rehabilitation of deteriorated or damaged facilities to meet current standards of public health and safety, unless it is determined that the damage was substantial and resulted from an environmental hazard such as an earthquake, landslide, or flood, is exempt from CEQA. Furthermore, the Public Safety Building roof repair is statutorily exempt pursuant to CEQA Guidelines Section 15269 as an emergency project.

FINANCIAL CONSIDERATIONS
No budget amendments are being proposed at this time although the entire contingency has been encumbered. As reported in January, this is because the cost of the solar panel work was higher than estimated. The current project budget is summarized below.

Roof Assessment & Construction Support $9,300
Roof Repair Contract $89,300
Solar Panel Contract $16,400
Total $115,000
During the course of the emergency repair, additional work may be needed due to unforeseen conditions. This would require an additional budget amendment, which would be brought forward for City Council consideration at a future meeting.

Agenda Packet Page 66 of 115
Agenda Item No. 5.G.

LEGAL CONSIDERATIONS
The City Attorney has reviewed the proposed action and found that legal considerations have been addressed. As noted above, a four-fifths vote of the City Council is required to pass the attached resolution.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution
Agenda Packet Page 67 of 115
RESOLUTION 2022-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO AUTHORIZING

THE CONTINUATION OF EMERGENCY WORK TO REPAIR THE PUBLIC SAFETY

BUILDING ROOF
WHEREAS, since the start of the rainy season in October 2021, the Public Safety Building has experienced worsening leaks despite repairs in previous years; and WHEREAS, there is an urgent concern for the potential health, safety and welfare impacts of the leaks on City employees and damage to critical City property; and WHEREAS, on December 21, 2021, the City Council adopted a resolution adopting findings and authorizing emergency work to repair the Public Safety Building roof (Resolution 2021-71);
WHEREAS, as part of that resolution, the City Council authorized the City Manager to negotiate and execute any contracts necessary to repair the Public Safety Building roof in an amount not to exceed $89,300 and to approve change orders not to exceed $8,900 and to take any other related action necessary to further the intent of the resolution; and WHEREAS, the City Council also amended the Fiscal Year 2021-22 Adopted Budget to appropriate $115,000 from the General Fund Balance to complete the emergency work including additional agreements for removal and reinstallation of the solar panels and assessment and construction support; and WHEREAS, on December 22, 2021, the City Manager executed an agreement with Stronger Building Services in the amount of $89,300 for the roof repair work, and the Public Works Director, under a Department Director’s purchasing authority of $25,000, executed an agreement with Quattro Solar in the amount of $16,400 for the solar panel work; and
WHEREAS, on January 18, 2022, the City Council adopted a resolution authorizing the continuation of emergency work to repair the Public Safety Building roof (Resolution 2022-4);
WHEREAS, although the most urgent elements of the work have been completed, essential components of the roof repair work remain to be completed including cleaning and sealing of the gutters and reinstallation of the solar panels; and WHEREAS, Public Contract Code Section 22050 authorizes in the case of an emergency a public agency, pursuant to a four-fifths vote of its governing body, to repair or replace a public facility, take any directly related and immediate action required by that emergency, and procure the necessary equipment, services, and supplies for those purposes without giving notice for bids to let contracts; and Agenda Packet Page 68 of 115
WHEREAS, the above projects are categorically exempt from review under the California Environmental Quality Act (CEQA) pursuant to Section 15301 (Existing Facilities) because the projects involve a repair to an existing facility involving negligible or no expansion of use beyond that presently existing; and WHEREAS, the City Council of the City of El Cerrito hereby finds as follows:

A. Pursuant to California Public Contract Code Section 20168, the public interest and necessity demand the immediate commencement of the above-described work for the Public Safety Building and the expenditure of public money for such work to safeguard life, health and property; and
B. Pursuant to California Public Contract Code Section 22050, substantial evidence as set forth in the record concerning this resolution establishes that the emergency conditions at the Public Safety Building continue to exist and do not permit delay resulting from competitive solicitation for bids for the roof repair work and that the repair work is necessary to respond to the emergency; and C. Terminating the emergency repair project now and competitive bidding for the remaining work would jeopardize the health, safety and welfare of City employees, and risk permanent damage to critical City property, and result in the public incurring additional expense, including, but not limited to, additional expense due to delay and further damage, and therefore competitive bidding of such work would not produce an advantage for the public; and
D. The emergency work at the Public Safety Building in the City is also statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15269, subparagraphs (b) and (c).

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito, by at least a fourth-fifths vote, that it hereby finds as follows:

1. The above recitals are true and correct and hereby declared to be findings of the City Council of the City of El Cerrito.

2. The emergency conditions at the Public Safety Building jeopardizing the health, safety and welfare of City employees and risking permanent damage to critical City property continue to exist and thus authorizes the continuation of emergency work to address the needed roof repairs.

3. City staff is directed, in accordance with California Public Contract Code Section 22050(c)(1), to place on future regular agendas of the City Council an item concerning the contact authorized pursuant to this resolution so that the City Council may determine, by at least a four-fifths vote, whether there is a need to continue the emergency work described above or whether such work may be terminated.

4. Each portion of this resolution is severable. Should any portion of this resolution be adjudged to be invalid and unenforceable by a body of competent jurisdiction, then the remaining resolution portions shall be and continue in full force and effect, except as to those resolution portions that have been adjudged invalid. The City Council hereby declares that it would have adopted this resolution and each section, subsection, clause, sentence, phrase and other portion thereof, irrespective of the fact Agenda Packet Page 69 of 115
that one or more section, subsection, clause sentence, phrase or other portion may be held invalid or unconstitutional.

BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on February 1, 2022 the City Council of the City of El Cerrito passed this Resolution, requiring 4/5 approval, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

AGENDA BILL
Agenda Item No. 8.A.

Date: February 1, 2022
To: El Cerrito City Council
From: Karen Pinkos, City Manager, City Management
Subject: FY 2021-22 General Fund Budget Quarterly Update through December 2021

ACTION PROPOSED
Receive and file an update on City General Fund revenues and expenses for FY 2021- 22 through December 2021.

BACKGROUND
The El Cerrito City Council adopted an annual Budget for FY 2021-22 on June 22, 2021. The Council has been closely monitoring the City's budget and financial position over the past two fiscal years, including during the COVID-19 pandemic and its impacts on the City. At the City Council's direction, City staff produced General Fund budget reports that included an Income Statement, Balance Sheet and Cash Flow projection.

These reports were provided monthly to the City Council through the end of FY 2020-

21. The report issued by the State Auditor in March 2021 recommended that the budget reports should include information on departmental budgets. City staff worked with the subcommittee of Councilmembers Motoyama and Rudnick to updating the budget reports and provided the City Council with the first quarterly report on November 2, 2021. The Finance Department remains extremely short-staffed without a Finance Director and Finance Supervisor positions, and has also been impacted by the current COVID-19 omicron surge. To produce this second quarterly report for FY 2021-22, staff has worked with the City's consultant from Management Partners to update and monitor the budget. This second quarter General Fund Update (Attachment 1) was presented to the Financial Advisory Board (FAB) at their meeting on January 25, 2022. As before, City staff appreciates feedback to continue to improve the reporting as we move forward and as a permanent Finance Director is hired.

ANALYSIS
The General Fund Update includes information on revenues and expenditures and lists the year-to-date totals by department. The following are some of the FY 2021-22 highlights on a preliminary unaudited cash basis through September:

1. Total revenue through December 31, 2021 was $18.5 million, approximately 48% of the adopted FY 2021-22 budget. As a reminder, property taxes are the largest income category and are received by the City in December and April each year.

Notably, Real Property Transfer Taxes are at 75% of budgeted revenues, and Community Development permit activity is very healthy and improving despite Agenda Packet Page 71 of 115
Agenda Item No. 8.A.
continuing staffing shortages. The majority of revenues are non-departmental, as they are general and not allocated to one department.

2. Total expenditures were $19,627,571, or 49% of the adopted budget, which is on track for the quarter and year. Departments are all tracking at an average of 50% as well.

3. Personnel is the largest component of General Fund expenditures (75%), and it is expected that with current vacancies some departments may need to increase their professional services and/or overtime budgets, which will be offset by the savings in salaries and wages. Staff will continue to monitor these expenses.

4. The ten-year forecast will be updated and discussed with the City Council at their 2022 Goals and Priorities Workshop on February 5, 2022. The independent audit process is almost complete, including the audited financial statements, and staff is working to produce the Annual Comprehensive Financial Report (ACFR) that will be provided to the City Council as soon as possible. However, it is notable that the actions that the City has taken to rightsize the City's budget, in addition to the inclusion of American Rescue Plan Act (ARPA) funds, has had a positive impact and will greatly improve the forecast.

STRATEGIC PLAN CONSIDERATIONS
This report is consistent with the City’s Strategic Plan Goal B - Achieve long-term financial sustainability– and will allow the City Manager to develop a plan to ensure that Citywide Revenue meets the cost of providing Citywide services, including adequate reserves in the face of significant unanticipated revenue shortfalls. It further ensures procedures that represent best practices in financial management.

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this agenda item.

FINANCIAL CONSIDERATIONS
 General Fund revenues and expenditures for FY 2021-22, both overall and by department, are tracking as expected for the second quarter of the fiscal year.

Real property transfer taxes continue to perform well thanks to the continuing boom in the real estate market, and there has been an increase in permit activity.  ARPA funds are not included in this report, as they are housed in a separate special fund.

LEGAL CONSIDERATIONS
This section is not applicable to this agenda item.

Agenda Packet Page 72 of 115
Agenda Item No. 8.A.

Reviewed by:

Alexandra Orologas, Assistant City Manager
Attachments:

1. City of El Cerrito Quarterly Report 12-31-21
Agenda Packet Page 73 of 115
City of El Cerrito
Quarterly General Fund Budget Update
FY 2022 Through 12/31/21

INTRODUCTION
The City of El Cerrito is pleased to share this quarterly budget report through December 31, 2021, with the City Council. This report provides a high-level overview of the City's status on the budget, with expenditures shown by each department. Funding from the American Rescue Plan Act is managed and tracked from a special revenue fund and, thus, is not reflected in this report.

SUMMARY
The City of El Cerrito is currently on track to meet its budget goals for FY 2021-22. Revenues are trending higher for the fiscal year primarily due to increased tax receipts and increased charges for services as detailed below. Expenditures are on track, with most departments spending approximately 50% of their annual budget though the second quarter of the fiscal year.

GENERAL FUND REVENUES
General Fund revenues are budgeted at $40.4 million for FY 2021-22. The chart below shows the year-todate actual revenue collections, the percent of collections compared to the budget, and the previous fiscal year’s collections for perspective.

PROPERTY AND OTHER TAXES
Tax revenues as of December 31, 2021, are at 48% of the adopted FY 2021-22 budget. This is within budget estimates for the fiscal year. The City received the first biannual payment of property taxesin December, which comprise the largest portion of City revenues. Property taxes and specifically real property county Revenues
2022 Adopted
Budget
YTD Actual
12/31/2021
% of Adopted
Budget
YTD Actual
12/31/20
Property and Other Taxes $ 26,031,617 $ 12,553,478 48% $ 11,417,894 Licenses & Permits $ 636,112 $ 565,029 89% $ 330,112
Fines & Forfeitures $ 140,000 $ 91,068 65% $ 81,860
Use of Money and Property $ 353,968 $ 170,441 48% $ 148,776 Intergovernmental Revenues $ 7,312,900 $ 1,759,158 24% $ 1,912,213 Charges for Services $ 4,800,000 $ 2,786,692 58% $ 1,640,080 Other Revenue $ 175,000 $ 117,755 67% $ 49,328
Other Financing Sources $ 952,650 $ 476,325 50% $ 471,622 Total $ 40,402,247 $ 18,519,946 46% $ 16,051,884
Agenda Packet Page 74 of 115
transfer taxes are trending favorably, while sales tax receipts are lagging slightly compared to the same period last fiscal year.

LICENSES AND PERMITS
Licenses and permits are currently at 89% of the budgeted revenues. These licenses include building permits, parking permits, and tobacco retailer license fees. Building permits are trending higher than the previous fiscal year due to increased construction and catching up on the backlog of permit issuance due to COVID-19.

FINES AND FORFEITURES
The City has collected 65% of the budgeted revenues in the fines and forfeitures category. These items include parking citations, penalties, and moving vehicle citations. Parking fines are higher than the previous fiscal year due to increasedparking enforcement after having been paused during the height of the pandemic.

USE OF MONEY AND PROPERTY
Use of money and property is currently at 48% of the budgeted revenues for FY 2021-22. This primarily consists of short- and long-term rental fees from City properties. Rentals are trending high due to facilities being operational and available to rent.

INTERGOVERNMENTAL REVENUES
Intergovernmental revenues are currently at 24% of the annual budget. These revenues include grants and intergovernmental transfers and reimbursements, but do not include American Rescue Plan Act (ARPA) funds, which are housed in a special fund for reporting purposes. This line item is trending behind the previous fiscal year due to receiving federal dollars to mitigate COVID-19 as part of the CARES act.

When factoring this one-time receipt out of the prior year, intergovernmental revenues are trending favorably.

CHARGES FOR SERVICES
Charges for services encompass program fees and charges for doing business with the City of El Cerrito.

This includes Community Development fees for functions such as permitting and inspections, as well as recreation fees for City programming. The City has received 58% of the budgeted revenues in this category. Compared to the prior year, this category is substantially higher due to childcare, programs and lessons being operational for the fiscal year.

OTHER REVENUE/OTHER FINANCING SOURCES
Other revenue includes donations and other miscellaneous revenues. These types of revenues comprise a small portion of El Cerrito's budgeted revenues. The City has received 67% of budgeted revenues in the Other Revenue category. Other Financing Sources refers to loans and indirect transfers.

Agenda Packet Page 75 of 115

GENERAL FUND EXPENDITURES
General Fund expenditures are budgeted at $39.9 million for FY 2021-22. Departments are on track for the first quarter of the fiscal year, coming in at 49% of budgeted expenditures. Personnel is the largest component of General Fund expenditures (75%), and it is expected that with current vacancies some departments may need toincrease their professional services and/or overtime budgets that will be offset by the savings in salaries and wages. Staff will continue to monitor these expenses.

The chart below shows the year-to-date actual expenditures by department, the percent expensed compared to the budget, and the previous fiscal year’s expenditures for perspective.

Expenditures
2022 Adopted
Budget
YTD Actual
12/31/21
% of Adopted
Budget
YTD Actual
12/31/20
Administration $ 6,546,599 $ 2,959,325 45% $ 3,803,779
Police $ 12,250,818 $ 5,913,526 48% $ 5,992,017
Fire $ 12,348,402 $ 6,343,775 51% $ 6,341,198
Public Works $ 1,696,985 $ 762,953 45% $ 656,047
Community Development $ 2,548,257 $ 1,485,699 58% $ 1,085,787 Recreation $ 4,475,719 $ 2,162,293 48% $ 1,966,503
Total $ 39,866,780 $ 19,627,571 49% $ 19,845,330
Agenda Packet Page 76 of 115

ADMINISTRATION
The Administration’s budget is at 45% of the adopted FY 2021-22 budget. This is within budget estimates for the fiscal year. This departmentis significantly below actual expenditures for the same period aslast year due to drastic budget and staff reductions to balance the budget.

POLICE
The Police Department is 48% expensed for the current budget and on pace for the fiscal year. The Police Department Investigations Unit is trending higher, but there is a savings in Police Administration.

Expenditures are trending similarly to the same period in the previous fiscal year.

FIRE
The Fire Department is 51% expensed for the current budget and on pace with the prior fiscal year.

Overtime continues to trend higher, and this will be closely monitored throughout the fiscal year.

PUBLIC WORKS
The Public Works Department is 45% expensed for the current budget and on pace for the fiscal year in the General Fund. The budget is trending higher than the previous fiscal year due to increased workload, which will likely require a midyear budget adjustment to maintain the operation.

COMMUNITY DEVELOPMENT
The Community Development Department is 58% expensed for the current budget, trending higher for the fiscal year and also trending higher compared to the prior fiscal year. This increase is due to some large projects submittedfor building permits, increase in temporary staff because of vacant positions and to help resolve the backlog in the Building Division, as well as increased workload with respect to several development projects. Staffing is being reviewed for this department to ensure proper coverage and functions. This will also necessitate a midyear budget adjustment, which will correspond to increased revenue.

RECREATION
The Recreation Department is 48% expensed for the current budget and on pace to meet its budget. The budget is trending higher than the previous fiscal year due to operating at a normal schedule for this fiscal year. The demand for department services is increasing and there is a need for an additional staff to address the needs. This additional expense will be offset with increased revenue as well as other General Fund savings.

Agenda Packet Page 77 of 115

CONCLUSION
The City of El Cerrito is well positioned to meet its budget for FY 2021-22. Staff are committed to fiscal responsibility and ensuring that each department's expenditures remain within budget. While there are immediate additional staffing needs in the Recreation Department and Community Development Department, increased revenue and savings in other departments will offset the additional expense needed to provide these services. Staff is in the process of reviewing all Department budgets in anticipation of midyear budget adjustments to both revenue and expense categories, which will be discussed with the City Council on a future Council agenda.

Agenda Packet Page 78 of 115
CITY HALL 10890 San Pablo Avenue, El Cerrito, CA 94530
Telephone (510) 215-4305 Fax (510) 215-4379 http://www.el-cerrito.org

SUPPLEMENTAL AGENDA MATERIALS

REGULAR CITY COUNCIL MEETING
February 1, 2022
(Revised February 2, 2022)

PUBLIC COMMENT INDEX

1. Public Comments received

Agenda Item 6A – Recreation Department Update

1. Presentation
Agenda Item 6B – Community Development Department Update

1. Presentation (revised)
Agenda Item 8A – FY 2021-22 General Fund Budget Quarterly Update through December 2021

1. Supplemental General Fund Income Statement and Balance Sheet Agenda Packet Page 79 of 115
CITY HALL 10890 San Pablo Avenue, El Cerrito, CA 94530
Telephone (510) 215-4305 Fax (510) 215-4379 http://www.el-cerrito.org

SUPPLEMENTAL AGENDA MATERIALS

PUBLIC COMMENT INDEX

REGULAR CITY COUNCIL MEETING
February 1, 2022
The following Public Comments were received by 4:00 p.m. 2/1/2022, were provided directly to City Councilmembers in advance of the meeting, and were posted online as supplemental materials at www.el-cerrito.org/CouncilMeetingMaterials Public Comments – Items Not on the Agenda

1. Cordell Hindler

2. David Weinstein, President of El Cerrito Historical Society Agenda Packet Page 80 of 115
From: Cordell Hindler
To: City Clerk
Subject: Public Comments- Not on the Agenda
Date: Thursday, January 27, 2022 4:10:48 PM
good Evening Mayor Quinto, Council Members and staff, I have a couple of Comments for the Record

1. I would ask that if the Council would Invite the Folks from the Northern California Promise Coalition to present on The Program

2. Also I am in Full Support on Items 5.E and 5.F on the Consent Calendar Sincerely
Cordell
Agenda Packet Page 81 of 115
1 El Cerrito Historical Society
Accomplishments in 2021, Goals for 2022
Accomplishments in 2021:

As have many organizations in the wake of Black Lives Matter, the historical society has been focusing more attention on the Black community. We had a bit of a head start thanks to ongoing, earlier research by (now former board member) Joanne Rubio.

The newest member of our board, who joined at the start of the year, is Patricia Durham, whose accomplishments include helping found and leading the annual Martin Luther King Jr. celebration in the city.

Joanne Rubio, who served on the society board for a decade, left the board when she moved out of the area mid-year. Joanne was a dedicated researcher into early El Cerrito history and many other topics.

Covid very much affected the society during 2021, preventing us from holding in-person programs. Use of our archive in the Shadi Room at City Hall was also restricted. In addition, the death of our vice president, Chris Treadway, who edited our publication the Forge and did so much more, was a tragedy.

In 2021 the society also mourned the passing of the city’s longtime, retired librarian Grace MacNeill, who passed away at age 97. Grace had been a longtime member of our board.

Publications and research: The society published two issues of our magazine The Forge in 2021, each featuring a lead article tied to El Cerrito’s earliest Black residents, who arrived in town starting in 1898. One of the articles focused on Walter G. Maddox, a leader in the Black community and pioneering publisher.

We published our email newsletter Sparks monthly, with many articles, including profiles of local businesses. The January 2022 issue of the Chamber of Commerce’s Byline had a history of one of the city’s oldest businesses, Pastime Hardware, that was prepared by the society.

Much research took place in 2021 that will see publication in 2022, including the society’s first ever oral history. It focuses on a longtime resident and a founding member of the El Cerrito branch of the NAACP, Gerald Martin.

The society also published its first ever rack cards, which describe the society and its role and seek new members. The nicely designed cards are available at city hall, the El Cerrito and Albany libraries, and other locations.

Research assistance: The society provided help to almost two dozen researchers during the year who were interested in topics ranging from Creedence Clearwater Revival (one, a film about the band, will be out soon; another is a book), to Japanese flower growers, the city’s original natural setting, the old Gill Nursery, and the city’s post-World War II development.

We provided historical information for theater artist Erin Merritt for her excellent “Neighborhood Stories” theatrical series of events that were held outside in various El Cerrito locations; viewers watched from their cars. The society also took part in the city’s Human Relations Commission’s Truth and Reconciliation presentations, some of which delved deeply into racial injustice in our city.

Society member Barbara Hill, our former chief archivist, continues to play a major role assisting in research.

Agenda Packet Page 82 of 115
2 Programs: The society put on two programs in 2020, including a great presentation about Lu Watter’s old jazz club Hambone Kelly’s by Chris Sterba at our annual meeting. Pat Durham and Minna Wilson presented a wonderful film and “live” over Zoom history of El Cerrito’s Martin Luther King Parade.

In addition, society members made presentation about El Cerrito history and architecture to two seniors groups.

Archiving: Although the society did not have an archivist in 2021, we did accept many important donations. Among them: David Pryde donated materials relating to the history of his family business Pastime Hardware; Gerald Martin donated material related to his life and the El Cerrito NAACP; Joann Steck-Bayat donated cool posters from the World War Ii era El Cerrito High School.

Jon Bashor donated material about the death of the Richmond Independent; ephemera from 1960s and 1970s, from Joe Paulino; material on the history of the Hillside Natural Area from Susan Schwartz; back issues of the Kensington Outlook from Marvin Martin; movies about Bay Area history produced by Eve Ma, who donated them. Rich Bartke donated material about Kensington history and Maybeck Estates.

Jack Freethy, who donated a memoir he had written about life in El Cerrito, among other topics, along with ephemera from the city’s earlier days and from his father’s El Cerrito Mill and Lumber, and a book Jack put together, “El Cerrito Family Homes Built in 1935-1955 Bring Back Childhood Memories.”
Goals for 2022:

Programs: We plan to return to live programs, as health concerns allow. We have programs lined up on the great Ouija mania that gripped El Cerrito in the early 20th century; on local journalism, its rise and fall; on internationally known mid-century homebuilder Earl “Flat Top” Smith, who ran his organization from an El Cerrito lumberyard; and more. The society will sponsor a hike during the Hillside Festival on May 14-15.

Celebrating the 50th anniversary of the El Cerrito Recycling Center. The society and the city’s Environmental Quality Committee are preparing events to mark this occasion, including a program on Aug. 5 – the date in 1972 when the center first accepted donations. We also hope to honor Joel Witherell, the city’s community services director, who over its first 20 years did more than anyone to ensure its success – indeed, its existence.

Research and publications: We intend to continue our focus on the Black community and other people of color. We have talked about publishing a historical map to El Cerrito sites and may take that on. We already have volunteers committed to editing Chris Treadway’s unfinished book, a history of gambling and nightlife in El Cerrito.

Envisioning a history room at a new El Cerrito Library. As plans continue to create a new library in the city, the society will seek to create a room dedicated to local history there, to be run in conjunction with the society.

Archiving. By the spring we intend to be back in the business of archiving our collection, and to begin reaching out to improve it. The archive is woefully short of material about the city from 1960 on to today.

Preservation. The society wants to work with the city on providing historical interpretation for the rebuilt Rodini family home on Elm Street, which is part of a new condo development. We will continue to watch over the city’s important built environment to ensure preservation of historic buildings and other sites. We continue to advocate for a survey of historic sites and for adoption of a historic preservation ordinance.

Agenda Packet Page 83 of 115
Recreation Department
Fiscal Year 2021-22
Budget Update &
Overview
El Cerrito City Council
February 1, 2022
Agenda Item No. 6.A.

Agenda Packet Page 84 of 115
Agenda
Overview of Fiscal Year 2021-22 Adopted Budget &
Staffing
Status of Program Activity
Mid-Year Actuals
Estimated Revenue Projections
Assumptions for Mid-Year Budget Adjustments
Agenda Packet Page 85 of 115
Recreation Department Organization
RECREATION DEPARTMENT FY17-
18 FY18-
19 FY19-
20 FY20-
21 FY21-
22 Administrative Clerk Specialist 2 2 2 2 2
Assistant Program Supervisor 1 1 1 0.5 0
Childcare Teacher 3 3 3 2 1
Community Services
Coordinator 5 5 5 4.67 4
Custodial Maintenance Lead
Worker 1 1 1 1 1
Custodian 4 4 4 4 3*
Management Assistant 1 1 1 0.5 0
Management Analyst II 1 1 1 1 0
Recreation Director 1 1 1 1 1
Recreation Supervisor 4 4 4 4 4

RECREATION DEPARTMENT
TOTAL 23 23 23 20.67 16
* 1 Custodian position currently vacant
Recreation
Administration
Recreation Director
Swim Center
Recreation Supervisor
(.75)
Assistant Supervisor
Senior Services &
Facilities
Recreation Supervisor
Custodial
Maintenance Lead
Worker
Custodians (3) Vacant Custodian (1)
Childcare
Recreation Supervisor
Childcare Teacher (2)
Community Services
Coordinator (3) Childcare Teacher
Community Services &
Marketing
Recreation Supervisor
Community Services
Coordinator
Community Services
Coordinator
Management
Analyst II
Management
Assistant
Recreation Supervisor
(.25)
Administrative Clerk
Specialist (2)
Agenda Packet Page 86 of 115
Fiscal Year 2021-22 Recreation Department
General Fund Revenues
Account Classification Adopted
Budget
YTD
Transactions
12/31/21
%Used/
Rec'd

REVENUE
Use of Money and Property 210,000 114,534 55
Charges for Services 3,075,100 1,603,604 52
Other Revenue 140,000 48,346 35
Other Financing Sources 34,000 - 0
REVENUE TOTALS 3,459,100 1,766,484 51%
Use of Money
and Property
6%
Charges for
Services
89%
Other Revenue
4%
Other Financing
Sources
1%
Other
5%
ADOPTED REVENUE - $3,459,100
Agenda Packet Page 87 of 115
Fiscal Year 2021-22 Recreation Department
General Fund Expenses
Personnel
70%
Purchased
Prof. &
Tech. Srvcs.
9%
Purchased
Property Services
7%
Other
Purchased
Services
6%
Supplies
4%
Property &
Capital
1%
Financing Costs
3%
Other
8%
ADOPTED EXPENSES - $4,475,719 Account Classification Adopted Budget
YTD Transactions
12/31/21
%Used
/ Rec'd
Personnel 3,115,123 1,795,725 58
Purchased Prof. & Tech. Srvcs. 389,300 80,438 21
Purchased Property Srvcs. 325,764 170,652 52
Other Purchased Services 273,468 37,534 14
Supplies 201,646 8,938 4
Property & Capital 33,000 14,402 44
Financing Costs 137,418 54,604 40
EXPENSE TOTALS 4,475,719 2,162,293 48%
Agenda Packet Page 88 of 115
Similar East Bay Recreation Departments’ Cost Recovery
(Fiscal Year 2021-22 Adopted)
77%
63%
52% 51%
42%
29% 27%
Cost Recovery %
El Cerrito Hercules Antioch San Ramon Danville Emeryville Albany Revenue $ 3,459,100 $ 1,753,000 $ 2,575,325 $ 4,410,813 $ 1,502,001 $ 828,600 $ 555,480 Expense $ (4,475,719) $ (2,781,000) $ (4,946,940) $ (8,640,785) $ (3,588,144) $ (2,899,947) $ (2,042,133) General Fund Support $ (1,016,619) $ (1,028,000) $ (2,371,615) $ (4,229,972) $ (2,086,143) $ (2,071,347) $ (1,486,653) % of General Fund 3% 6% 3% 7% 10% 5% 6%
Agenda Packet Page 89 of 115
Status of Program Activity

STATUS KEY FACILITY RENTALS & RESERVATIONS
Status Symbols Meaning
+ Trending Higher than
Pre-Pandemic Levels
= Trending at
Pre-Pandemic Levels
- Trending Below
Pre-Pandemic Levels
Activity Increasing over
Current/Anticipated
Trend Levels
Activity Status
Pre-Pandemic Current/
Anticipated
Tennis Court Reservations +
Field Reservations +
Picnic Rentals +
Clubhouse Rentals -
Community Center Rentals Closed
Agenda Packet Page 90 of 115
Status of Program Activity
Childcare Youth Services
Activity Status
Pre-Pandemic Current/
Anticipated
Teeter Tots -
After School Care =
Before School Care -
School Break Camps -
Traditional Camps =
Casa Cerrito Preschool Closed
Family Events/Visits to
Programs Closed
Activity Status
Pre-Pandemic Current/
Anticipated
Specialty Summer Camps -
Specialty Classes -
Gymnastics Classes +
After School Enrichment
Programs -
Most Special Events Closed
Agenda Packet Page 91 of 115
Status of Program Activity
Swim Center Adult Programs & Services
Activity Status
Pre-Pandemic Current/
Anticipated
Lap Swim +
Swim Teams +
Swim Lessons -
Family & Recreation Swim =
Splash Park =
Safety Trainings -
Water Aerobics +
Team & Rec Swim Rentals -
Swim Camp Closed
After Hours Rentals Closed
Activity Status
Pre-Pandemic Current/
Anticipated
CC Café Lunch Program +
Easy Ride Paratransit Service -
Services -
Exercise & Fitness Classes -
Art & Enrichment Classes -
Midtown Activity Center Closed
Senior Trips & Excursions Closed
Senior Presentations & Special Events Closed
Support Groups Closed
Games & Socialization Space Closed
Agenda Packet Page 92 of 115 Technology Tutoring Closed Recreation Department Adopted Budget FY2022 at Mid-Year (General Fund)
Fiscal Year
2021-22
Adopted
Budget
YTD Transactions
12/31/21
% Rec'd
/Used
Prior YTD
12/30/20
Increase
from Prior
YTD
% Increase
Prior YTD
Revenue Total 3,459,100 1,766,484 51% 900,743 865,741 96% Expense Total 4,475,719 2,162,293 48% 1,966,503 195,790 10% General Fund
Support (1,016,619) (395,809) 39% (1,065,760) 669,952
Fiscal Year
2018-19 (PrePandemic)
Actual
Budget
YTD Transactions
12/31/18
% Rec'd
/Used
Prior YTD
12/30/17
Increase
from Prior
YTD
% Increase
Prior YTD
Revenue Total 4,556,790 2,007,000 44% 1,798,034 208,967 12% Expense Total 5,984,761 2,964,688 50% 2,880,892 83,796 3% General Fund
Support (1,427,971) (957,688) 67% (1,082,858) 125,171
Revenues, Expenditures and General Fund
Support are all lower than pre-pandemic
levels (FY2018-19)
General Fund Support is approximately
$400,000 less than FY2019
Revenue is exceeding budget for this time
of year due to increased activity
Expenses are typical for mid-year but will
increase in second half of year due to
increased activity; offset by revenue
Agenda Packet Page 93 of 115
Fiscal Year 2021-22
Estimated
Revenues of
$25,000 or More
Estimated Revenues >
$25,000
Adopted
Budget
Actual
Revenue
12/31/21
% Recv'd
12/31/21
Estimated Year
End Revenue
Estimated
Increase
%
Increase
Childcare
Madera Childcare 510,000.00 370,461.96 73% 730,461.96 220,461.96 43% Fairmont Childcare 125,000.00 95,700.15 77% 195,700.15 70,700.15 57% Harding Day Camp 70,000.00 18,194.26 26% 108,194.26 38,194.26 55% Discovery Day Camp 75,000.00 14,647.00 20% 109,647.00 34,647.00 46% Swim Center
Lap Swim 150,000.00 187,297.36 125% 319,297.36 169,297.36 113% Swim Teams 100,000.00 87,826.11 88% 150,826.11 50,826.11 51% Facility Rentals
Rentals-Tennis Courts 40,000.00 51,687.96 129% 95,000.00 55,000.00 138% Estimated Revenues >
$25,000 1,070,000.00 825,814.80 1,709,126.84 639,126.84 • Higher than anticipated
childcare needs
• Projecting higher day camp
enrollment
• Lap Swim continues to be
extremely popular and exceed
pre-pandemic participation
• Tennis Court rentals remain
higher than past years
Agenda Packet Page 94 of 115
Fiscal Year 2021-
22 Estimated
Revenues Less
than $25,000
• Lower than anticipated
enrollment in school break camps
• Mix & Match Camp format
change due to pandemic
• Not running Swim Camp Summer
2022
• Community Center Rentals have
been closed this year, hopefully
will return after surge and the
restoration of the Community
Services Coordinator that was
laid off during the pandemic.

Estimated Revenues
< $25,000
Adopted
Budget
Actual
Revenue
12/31/21
% Recv'd
12/31/21
Estimated
Year End
Revenue
Estimated
Decrease
%
Increase
Childcare
Program Fees 75,000.00 36,013.28 48% 41,513.28 (33,486.72) -45% Mix & Match Camp 65,000.00 7,393.72 11% 27,393.72 (37,606.28) -58% Swim Center
Program Fees 35,000.00 .00 0% 8,500.00 (26,500.00) -76% Facility Rentals
Rentals-Comm Center 45,000.00 2,925.40 7% 15,000.00 (30,000.00) -67% Estimated Revenues
< $25,000 220,000.00 46,332.40 92,4007.00 (127,593.00)
Agenda Packet Page 95 of 115
Proposed
Mid-Year
Budget
Adjustments
Assumptions:
• Revenue projected to be at least $500,000 more
than anticipated
• Expenses will increase by similar amount to cover
costs associated with increased activity including:
• 3-4 months of Restored Full Time Community
Services Coordinator
• Additional Part-Time/Seasonal Staff Hours
• Additional Third-Party Instructors/Contractors
• Additional Supplies including increased PPE for
Childcare
• Return of the 4th of July Festival in Summer 2022
Agenda Packet Page 96 of 115
Questions,
Comments &
Discussion
Agenda Packet Page 97 of 115
Community
Development
Department
City Council Meeting
February 1, 2022
Agenda Item No. 6.B.

Agenda Packet Page 98 of 115
Community
Development

1. Who We Are. What We Do.

2. Accomplishments Over Past Year.

3. Work Plan Over Coming Year

4. Budget Snapshot/Mid Year Update
Agenda Packet Page 99 of 115
Community Development: Who We Are

COMMUNITY DEVELOPMENT

DEPARTMENT
FY17-
18 FY18-
19 FY19-
20 FY20-
21 FY21-
22 Management Analyst (Economic Dev) 1 1 1 1 0
Management Analyst III (Affordable
Housing) 0 1 1 1 1
Management Assistant (All Programs) 0 1 1 1 1
Neighborhood Preservation Officer (Code
Enforcement/Residential Rental
Inspection)

0.5 1 1 1 1
Building Inspector I-III 1 1 2 2 1
Building Inspector III 1 1 0 0 1
Building Official 1 1 1 1 1
Building Plan Checker II 1 1 1 1 1
Community Development Director 1 1 1 1 1
Planning Manager 1 1 1 1 1
Permit Technician I-II 1 1 1 1 1
Permit Technician III 1 1 1 1 1
Assistant/Associate Planner 0 0 1 1 1
Senior Planner 2 2 1 1 1
Senior Program Manager 2 0 0 0 0
Administrative Clerk Specialist (Parking
Permits, Business License, Rent Registry)* 0 0 1 1 1
COMMUNITY DEVELOPMENT TOTAL 13.5 14 15 15 14
Community
Development Director
Building Official
Permit Technicians (2)
Neighborhood Preservation
Officer (Code
Enforcement/Rental
Inspection)
Inspectors (2)
Plan Checker (1)
Planning Manager
Senior Planner
Associate/Assistant
Planner
Management Analyst
(Housing/Econ Dev)
Administrative Clerk (Parking
Permit, Business License,
Rent Registry)*
Management Assistant
(All Programs)
Agenda Packet Page 100 of 115
Community Development:

What We Do
Building Division

1. Permits (3)
 Average: 1,100/year (residential)
 Over the Counter: 401 to date (FY)

2. Inspections (2)

3. Code Enforcement/Neighborhood
Preservation (0.5)

4. Residential Rental Inspection (0.5)
 7 FTEs + Outside Plan
Check/Inspection for Major
Projects, Sick Leave, Vacancies and Volume/Demand
$1,025,150
$1,413,061
Adopted Budget FY22
Revenue Expense
$1,162,015
$951,075
Actual (To 12/31/21)
Revenue Expense
113% of budget
67% of budget
FY21 FY22 To Date
(Through Dec.)
Building Permits Issued 1,047 814
Building Inspections 6,288 3,618
Building Permit Valuation $27M $31M
Solar Permits Issued 157 154
Code Enforcement Cases
(Opened/Closed)
163/92 93/62
Residential Rental Inspection
(Initial/Reinspection)
* Paused due to COVID
4/7*
FY 20:
213/125
13/8*
Agenda Packet Page 101 of 115
Community Development:

Building Division Accomplishments/Work Plan
Accomplishments
 Established electronic application
submittal – email system, Bluebeam
 Improved residential solar
permitting process
 Implemented new phone system to
improve communication with the
public
 Installed updated permit processing
system -Central Square/ eTRAKiT
 Eliminated application backlog
Work Plan
 Stabilize front counter staff/ improve
public communication
Improve Application Process
 Shorten application process
 Establish online self-scheduling of inspections
 Explore Solar App+
 Coordinate Building Code Update
Challenges
 Securing/forecasting outside inspection
for our bigger projects
 Filling vacancies
Agenda Packet Page 102 of 115
Community Development:

Neighborhood Preservation (Rental Inspection and Code Enforcement) Accomplishments/Work Plan
Accomplishments
 Implemented 3rd-party vendor for collection of administrative citations  Moved rental housing into new licensing
module
 Established electronic
application/reporting forms for Code
Enforcement & Rental Inspection
 Increased Code Enforcement
transparency through the use of eTRAKIT
 Partnered with Fire & Police to
proactively identify vacant structures
along San Pablo Avenue
Work Plan
 Automate rental inspections in licensing module
 Improve homeless coordination between
businesses and property owners
 Identify rentals using GovClarity and County Assessor Information  Resume workshops related to rental housing
 Update Vacant Structure Ordinance
 Minimum standards of maintenance,
reporting, contact information (registry)
Challenges
 Vacant/undeveloped commercial buildings and
lots within City that are poorly maintained and
not adequately secured
Agenda Packet Page 103 of 115
Community Development:

What We Do
Planning Division

1. Current Planning
 Entitlements: 150/year (average)
 Plan Check for Building Permit Submittals
 Design Review Board, Planning Commission,
Zoning Administrator Public Hearings

2. Advanced Planning
 Specific Plan grant funded
 General Plan
 Required Safety Element and Environmental Justice Elements, Funding Needed  Housing Element 2023-2031 grant funded
 Land Use and Housing Ordinances
Cannabis, ADU, etc.
$320,000
$672,781
Adopted FY22
Revenue Expense
$215,941
$350,369
Actual (To Date 12/21/2021)
Revenue Expense
52% of budget
FY21 FY22 To Date
Projects/Permits
Approved
160 101
Projects/Permits in SPASP 12 12
Projects Requiring PC/DRB
Action
10 7
Projects Requiring Zoning
Administrator Action
15 14
67% of budget
Agenda Packet Page 104 of 115
Community Development:

Planning Division Accomplishments/Work Plan
Accomplishments
 Completed permanent ADU Ordinance
 Developed Vehicle Miles Traveled (VMT)
as CEQA Threshold for Adoption
 Entitled 45 new condominiums at 6501
Fairmont and continued to work with
other major projects (Potrero and Eastshore) to bring them towards entitlement  Entitled new daycare at 729 Kearney
Street
 Completed Administrative Draft of San
Pablo Avenue Specific Plan Update
• Complete San Pablo Avenue Specific Plan
Update
• Complete Housing Element (2023-2031)
• Refine SB9 and create local review process
• Identify funding and complete Environmental
Justice and Safety Element of General Plan
• Implement online submittal of planning
applications
• Fill Vacancy
Work Plan
• Adapting to ongoing State legislation changes
• Staff hiring/retention
Challenges
Agenda Packet Page 105 of 115
Community Development:

What We Do
Administration/Housing/Economic Development (AHE) Housing

1. Affordable Housing/Housing
 Affordable Housing Strategy
 Affordable Housing Trust Fund (232)
 Inclusionary Zoning
 Partner with Non-Profit Housing Developers
 Rent Registry

2. Administration
 Grant Applications/Administration
 Business Licenses
 Parking Permits
 Department Communication (webpages, eNews, forms etc.)  Budgets/Invoicing
 Public Records (Requests/Retention)

3. Economic Development
 Business Development
 Economic Development Committee Liaison
 Business Liaison
$221,450
$462,415
Adopted FY22
Revenue Expense
$199,230
$247,519
Actual (To Date 12/31/21)
Revenue Expense
FY21 FY22 To Date
Business License 1,607
Renewals
2,027
Renewals
Rent Registry 557 (1,832 units)
Completed
426 (932 units)
Completed
Grants Obtained Main Street: $500K
LEAP: $150K
BART-FTA: $150K
SB2 & MTC PDA:
$468,000 *
REAP: $30K
AHSC: $27M
CalOES: $49,511*
54% of budget 90% of budget
Agenda Packet Page 106 of 115
Community Development:

Administration/Housing/Economic Development
Accomplishments
 3rd Year Rent Registry Implementation
 Annual Business License Renewals
 Tenant Protections Task Force
 FY 2021-22 EDC Workplan
 Mayfair Affordable Funding Awards
 Hope VI Main Street Program: $500,000
 Affordable Housing Sustainable Communities:
$27M
BART TOD Coordination and Meetings
 Public and Internal: Transportation, Site Access
Work Plan
 Soft Story Inventory
 BART-Plaza www.el-Cerrito.org/tod
 On-Street Parking and Transportation
 Library
 Inclusionary Zoning Implementation
 Study Session
 Communication/Marketing
 Business Attraction
 Business Support & Retention
 Major File Clean Up/Retention
 Community Benefit/Cannabis
Conversation
Agenda Packet Page 107 of 115
Community Development: Special Project Calendar

Feb/Mar Apr/May Jun/Jul Aug/Sept Oct/Nov Dec/Jan Feb/Mar Specific Plan
Update Public
Draft
Specific Plan PC/CC
Plaza TOD
PC/DRB Study
Session
Library
Dialogue/Launch
Housing Element Outreach begins Draft Housing
Element (PC/CC)
To HCD
Initiate Required Safety
& Environmental Justice
Elements (Need
Funding)
CEQA Housing Element
(PC)
Housing Element
(final date for
adoption) (CC)
Soft Story
Inventory
Soft Story
Inventory to
Council
Rent Registry (CC) Solar App+ Vacant Structure
Ordinance Update (CC)
New Building Code
Adoption (CC)
Agenda Packet Page 108 of 115
Community Development:

Draft/Proposed Mid Year Budget Adjustments
Revenue Expense General Fund
Support
Notes
FY 21 Actual $ 1,756,269 $ 2,532,670 $ 776,401
FY 22 Adopted $ 1,566,600 $ 2,548,257 $ 981,657
FY Actual
As of 12/31/21
$ 1,577,186
(101%)
$ 1,548,962
(61%)
($28,224)
FY 22 Mid Year
Adjustment (Proposed)
+ $ 600,000
(conservative)
+ $405,000
(estimate)
Fill (3) Vacancies (Less (3)
Salary Savings); Fill (1)
Position on Sick Leave;
Increase Solar; Increase
Professional Services for
Outside Plan Check
FY 22 Revised Forecast $ 2,177,186 $ 2,949,257 $ 772,071 (Net) $209,586 Less General Fund Support
$2,177,186
$2,949,257
Draft/Proposed MidYear Adjustment
Revenue Expense
42%
58%
$1,566,600
$2,548,257
Department Adopted FY22
Revenue Expense
62%
38%
Agenda Packet Page 109 of 115
Project Status
Hampton Inn Building Permit Review Break Ground
2022
Mayfair Affordable Entitled/
Partially
Funded/Expect
Building Permit
Application Summer
2022
Break Ground
2023
6501 Fairmont
“The Lexington”
Entitled/Building
Permit Submittal
Break Ground
2022
10290 San Pablo
Avenue “The Civic”
Building Permit
Review/Demolition
Permit
Break Ground
2022
10192 San Pablo
Avenue
Sold/Re-Entitle TBD
10919 San Pablo
Avenue
Building Permit Review
(Issue by June)
Demolition
Complete
1755 Eastshore OSH/Reuse + Housing 1. Break
Ground
2022

2. Entitle
2022
1715 Elm Under Construction www.el-Cerrito.org/majorprojects Agenda Packet Page 110 of 115
El Cerrito Plaza BART TOD
Phase Estimated Timeframe Notes
DRB/PC Study Session Spring 2022 Overall site plan “to date” Library “Kick Off” Spring/Summer 2022 Discuss characteristics of this possible location (public meeting) Explore financing possibilities/timing
Preliminary Master Plan Spring/Summer/Fall
2022
General scale and character of the buildings/streets/open spaces, including location and dimensions of structures, number of living units, design of public areas, and preliminary vehicle access plan Finalize Access Strategies Summer 2022 Begin putting the pieces together (including proposed paid onstreet parking program) Summer 2022-Summer 2024 to prepare for 2025 groundbreaking
Entitlement Process
(DRB/PC)
Late 2022/2023 (2024)
Library Financing TBD
Development
Financing/Construction
Phase
Breakground: Late 2024/2025
Agenda Packet Page 111 of 115
Community
Development
Department
City Council Meeting
February 1, 2022
Questions Discussion
Agenda Packet Page 112 of 115

SUPPLEMENTAL ATTACHMENTS
AGENDA ITEM 8A: GENERAL FUND QUARTERLY UPDATE THROUGH DECEMBER 31, 2021 FEBRUARY 1, 2022

GENERAL FUND INCOME STATEMENT
Attachment 1 shows the General Fund Income Statement through December 31, 2021. This depicts the revenues and expenditures by category, in comparison to previous fiscal year adopted budgets, and shows the year-to-date percentage of the FY 2021-22 adopted budget.

GENERAL FUND BALANCE SHEET
Attachment 2 shows the General Fund Balance Sheet through December 31, 2021. The FY 2020-21 numbers are shown as unaudited and are based on the recently completed fiscal year. As seen in previous balance sheets, each reporting period the year-to-date column will change as well to reflect the current status.

Agenda Item No. 8.A.

Agenda Packet Page 113 of 115
City of El Cerrito
DRAFT FY 2021-22 General Fund Revenues and Expenditures Through Second Quarter 12/31/2021
Supplemental Attachment 1
Revenues ($000s)
FY 2018-19
Audited
FY 2019-20
Audited
FY20-21
Unaudited Dec-21
Year To
Date (YTD)
FY 2021-22
Adopted
Budget
Taxes
Property Taxes $11,284 $13,309 $14,936 $5,543 $7,529 $13,446 Sales Taxes 7,545 6,975 7,827 577 2,411 7,184
Utility Tax 3,208 3,166 3,670 256 1,285 3,100
Franchise Taxes 1,244 1,587 1,101 203 368 1,200
Business License Tax 910 919 924 15 912 900
Other Tax 149 173 164 - 47 202
Total Taxes $24,340 $26,127 $28,623 $6,595 $12,553 $26,032 Licenses & Permits 776 785 657 131 565 636
Fines and Forfeitures 219 227 178 12 91 140
Use of Money and Property 157 465 334 20 170 354
Intergovernmental Revenues 6,744 6,729 8,165 395 1,759 7,313 Charges for Services 6,934 4,748 4,181 511 2,786 4,800
Other Revenues 182 118 234 10 118 175
Interfund Transfers 2,036 1,024 3,995 237 476 953
Total $41,388 $40,223 $46,366 $7,911 $18,520 $40,402
Expenditures ($000s)
FY 2018-19
Audited
FY 2019-20
Audited
FY20-21
Unaudited Dec-21
Year To
Date (YTD)
FY 2021-22
Adopted
Budget
Personnel $29,862 $30,383 $29,728 $3,249 $16,313 $30,009 Professional Services 4,487 3,702 2,906 219 1,314 3,637 Purchased Property Services 2,300 2,152 1,600 99 532 1,840 Other Services 1,840 1,806 1,641 84 718 2,348
Supplies 726 606 409 6 52 632
Property & Capital 422 413 252 2 102 323
Financing Costs 478 536 586 78 262 528
Other Financing Uses 1,416 697 1,991 - 333 666
Total $41,531 $40,294 $39,112 $3,737 $19,627 $39,983
Net Change ($000s) ($143) ($71) $7,253 $4,174 ($864) $419 Agenda Packet Page 114 of 115
Supplemental Attachment 2
City of El Cerrito
DRAFT General Fund - Balance Sheet
FY 2021-22 Second Quarter
Audited Audited Unaudited Year To Date
FY2019 FY2020 6/30/2021 12/31/21
Assets
Cash and Investments $4,349,089 $9,016,794 $13,011,276 $9,482,493 Taxes Receivable 2,113,059 1,882,887 2,955,585 -
Accounts Receivable Net - 32,158 11,858 10,541
Due from other funds 2,590,773 2,011,397 2,846,549 3,051,028 Inventory 11,772 27,737 25,694 119,427
Prepaid Expense - 3,278 - 141,811
Total Assets $9,064,693 $12,974,251 $18,850,962 $12,805,299 Liabilities
Accounts Payable $888,579 $844,570 $806,422 -
Accrued Payroll 1,231,945 1,227,263 303,789 114,842
Other Accrued Liabilities - 324,585 94,758 81,748
Short Term Note 6,000,000 9,000,000 8,659,545 6,060,893 Unearned Revenues 80,381 82,890 83,463 83,478
Deposit Payable 804,162 1,604,964 1,759,723 185,262
Total Liabilities $9,005,067 $13,084,272 $11,707,700 $6,526,222 Deferred Inflows of Resources
Deferred Inflows of Resources -
Unavailable Revenue
116,319 - -
Total deferred Inflows of Resources 116,319 - -
Fund Balances (56,693) (110,022) 7,143,262 6,279,077
Total Liabilities, Deferred Inflows of
Resources and Fund Balance
$9,064,693 $12,974,251 $18,850,962 $12,805,299
Agenda Packet Page 115 of 115

El Cerrito City CouncilFebruary 1, 2022

El Cerrito City Council
February 1, 2022