Agenda packet — El Cerrito City Council, May 3, 2022

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AGENDA

REGULAR CITY COUNCIL MEETING
MAY 3, 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/87402837373?pwd=Z0lmNGNNNTFSam5QMnhZOFZLN2VZZz09 Meeting ID: 874 0283 7373 Password: 487345
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. Livestream Online at www.el-cerrito.org/CouncilMeetingMaterials

3. 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 3:00 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.

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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. Bike to Wherever Day Proclamation
Action Proposed: Approve a proclamation recognizing May 20, 2022 as Bike to Wherever Day is El Cerrito
Contact: Jennifer Bright, Management Assistant; Melanie Mintz, Community Development Director, Community Development Department B. National Public Works Week Proclamation
Action Proposed: Pass a motion approving a proclamation designating May 15 through 21, 2022 as National Public Works Week in El Cerrito and encouraging all residents, businesses, and community organizations to recognize the substantial contributions Public Works personnel make to protect our health, safety, and quality of life.

Contact: Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
C. Asian Pacific American Heritage Proclamation
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Action Proposed: Pass a motion to approve a proclamation declaring the Month of May 2022 as Asian Pacific American Heritage Month in the City of El Cerrito.

Contact: Alexandra Orologas, Assistant City Manager, City Management D. Jewish American Heritage Month Proclamation
Action Proposed: Pass a motion to approve a proclamation declaring the Month of May 2022 as Jewish American Heritage Month in the City of El Cerrito.

Contact: Alexandra Orologas, Assistant City Manager, City Management E. Affordable Housing Month Proclamation
Action Proposed: Approve a Proclamation Declaring May as the 26th Annual East Bay Affordable Housing Month.

Contact: Aissia Ashoori, Housing Program Manager, Community Development Department
F. Building Safety Month Proclamation
Action Proposed: Adopt a Proclamation recognizing May as Building Safety Month in El Cerrito.

Contact: Jennifer Bright, Management Assistant; Keith Marks, Building Official; Melanie Mintz, Community Development Director, Community Development Department
G. Environmental Quality Committee Appointment Recommendation Action Proposed: Approve an Environmental Quality Committee recommendation to appoint Eevelyn Mitchell to the Environmental Quality Committee, effective May 10, 2022.

Contact: Will Provost, Operations and Environmental Services Division Manager, Public Works Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
H. FY 2021-22 Third Quarter Cash and Investment Report
Action Proposed: Receive and file the City’s Quarterly Investment Report for the Quarter ending March 31, 2022.

Contact: Sandra Dalida, Finance Director/City Treasurer I. Juneteenth National Independence Day as City Holiday Agenda Packet Page 3 of 141

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Action Proposed: Adopt a resolution establishing Juneteenth National Independence Day as a paid City Holiday for the City of El Cerrito.

Contact: Alexandra Orologas, Assistant City Manager, City Management

6. PRESENTATIONS
A. Proclamation Honoring Fire Chief Michael Pigoni in Retirement Action Proposed: Pass a motion to approve a proclamation honoring Chief Michael Pigoni for his many years of service to the City of El Cerrito.

Contact: Karen Pinkos, City Manager, City Management

7. PUBLIC HEARINGS
A. Public Hearing regarding Fiscal Year 2022-23 Storm Drain Annual Report and method of collecting storm drain fees
Notice Published 4/23/22 & 4/29/22. 2/3 vote required to pass.

Action Proposed: Conduct a public hearing and upon conclusion adopt a resolution approving the Fiscal Year 2022-23 Storm Drain Annual Report and directing that Storm Drain Fees be collected on the property tax rolls.

Contact: Sanda Dalida, Finance Director/Treasurer, Finance Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
B. Public Hearing to Confirm the Diagram and to Levy the Assessment for Fiscal Year 2022-23 for Landscape and Lighting Assessment District No. 1988-1
Notice Published 4/23/22
Action Proposed: Conduct a public hearing, and upon conclusion adopt a resolution setting the annual Landscape and Lighting Assessment for Fiscal Year (FY) 2022-23 as $72 per single-family residential parcel, and as noted in the Engineer’s Report for other classes of properties.

Contact: Sandra Dalida, Finance Director/City Treasurer, Finance Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department

8. POLICY MATTERS
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A. Adoption of the 2022 City of El Cerrito Emergency Operations Plan Action Proposed: Adopt a resolution to approve the 2022 City of El Cerrito Emergency Operations Plan, which is the foundation for disaster response and recovery operations and may be used as a reference and guidance document that outlines how the City complies with and implements the requirements of the California Emergency Services Act to protect the lives and property of the community.

Contact: Michael Pigoni, Fire Chief (Retired), Fire Department B. FY 2021-22 General Fund Budget Quarterly Update through March 2022
Action Proposed: Receive and file an update on City General Fund revenues and expenses for FY 2021-22 through March 2022.

Contact: Sandra Dalida, Finance Director/Treasurer, Finance Department

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, May 17, 2022 at 7:00 p.m.

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

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.

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 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.

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Agenda Item No. 5.A.

EL CERRITO CITY COUNCIL PROCLAMATION
Recognizing May 20, 2022 AS Bike to Wherever Day
WHEREAS, May is National Bike Month; and
WHEREAS, bicycling has multiple environmental and personal health benefits; and
WHEREAS, the City of El Cerrito is committed to making the City a more bikefriendly city and encouraging increased bicycle use; and WHEREAS, in 2013, the Council adopted a Climate Action Plan to reduce locally produced greenhouse gas emissions, help El Cerrito respond to the effects of climate change and create a safer and more sustainable El Cerrito, including strategies to increase bicycle use and reduce vehicle miles traveled; and WHEREAS, in April 2016, the Council adopted a citywide Active Transportation Plan, an update to the City’s Circulation Plan for Bicyclists and Pedestrians adopted in 2007; and
WHEREAS, the San Francisco Bay Area’s Bike to Wherever Day will take place on Friday, May 20, 2022 with all nine Bay Area counties participating in the celebration; and
WHEREAS, as part of Bike to Wherever Day, energizer stations will be located along Bay Area commute routes where bicyclists can stop for refreshments, giveaways and bicycling information or simply to be ‘cheered on’ by fellow participants; and WHEREAS, the City of El Cerrito will host a Bike to Wherever Day Energizer Station along the Ohlone Greenway at the El Cerrito Plaza BART station from 7-9am; and WHEREAS, drivers should remember to drive the speed limit, share the roadway and always watch for bicyclists; and
WHEREAS, the Council encourages everyone to consider participating in Bike to Wherever Day and other Bike Month activities, to participate in a bicycle safety class, and to consider bicycling more often.

NOW THEREFORE, the City Council of the City of El Cerrito, does hereby proclaim May 20, 2022 as Bike to Wherever Day in the City of El Cerrito, recognizing the value of increased bicycle use and encouraging participation in the Annual Bike to Wherever Day and other bicycling activities during the month of May.

Dated: May 3, 2022

___________________________
Gabe Quinto, Mayor
Agenda Packet Page 7 of 141
Agenda Item No. 5.B.

EL CERRITO CITY COUNCIL PROCLAMATION
Designating May 15 through 21, 2022 as National Public Works Week in the City of El Cerrito
WHEREAS, Public Works personnel focus on infrastructure, facilities and services that are of vital importance to sustainable and resilient communities and to the public health, safety and well-being of the people of El Cerrito; and
WHEREAS, Public Works personnel of the City of El Cerrito are involved in the maintenance, planning, design, and construction of streets, multimodal transportation facilities, parks, playfields, open space, creeks, paths, storm drains, stormwater treatment, and public buildings, operations of recycling, solid waste and environmental programs and facilities, right-ofway management, and emergency planning and response; and WHEREAS, during the on-going COVID-19 pandemic and especially challenging last few years, El Cerrito Public Works personnel are essential workers who are continuing to work hard each and every day to keep our community safe and functioning; and WHEREAS, it is in the public interest for El Cerrito community members, including civic leaders and children, to gain knowledge of and to maintain a progressive interest and understanding of the importance of Public Works infrastructure and services in our city; and WHEREAS, the year 2022 marks the 62nd annual National Public Works Week sponsored by the American Public Works Association; and
WHEREAS, the 2022 National Public Works Week theme is “Ready & Resilient" celebrating Public Works personnel as superheroes that are always READY to serve their communities and RESILIENT as ever in their abilities to pick themselves up off the ground after encountering challenges, and highlighting the ability of Public Works personnel to perform dayto-day duties, as well as be ready at a moment's notice to react as first responders during public emergencies, such as natural disasters, and overcome challenges.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby proclaim the week of May 15 through 21, 2022 as “National Public Works Week” in the City of El Cerrito and encourages all residents, businesses, and community organizations to recognize the substantial contributions Public Works personnel make to protect our health, safety, and quality of life.

Dated: May 3, 2022
___________________________
Gabe Quinto, Mayor
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Agenda Item No. 5.C.

EL CERRITO CITY COUNCIL PROCLAMATION
May 2022 is Asian Pacific American Heritage Month
WHEREAS, the earliest Asian Americans immigrated to the United States in the 1800s and many Asian laborers contributed to the completion of the transcontinental railroad during the 1860s, and in the development of California’s agricultural industry to this day; and
WHEREAS, Asian Americans and Pacific Islanders have played a critical role in the social, economic, and political development of California throughout its history; and WHEREAS, Asian Americans and Pacific Islander immigrants have contributed greatly to California’s economic success, rural growth and urban development; and WHEREAS, Asian Americans and Pacific Islander entrepreneurs have led many of California’s businesses to the pinnacle of their respective industries; and WHEREAS, approximately 27 million Asian Americans and Pacific Islanders in the nation are one of the fastest growing ethnic populations in the country; and WHEREAS, Asian Americans and Pacific Islanders represent 27.2 percent of El Cerrito’s population, representing ancestries throughout Asia; and WHEREAS, Asian Americans and Pacific Islanders will continue to be an important part of El Cerrito’s cultural diversity and understanding; and WHEREAS, Asian Americans and Pacific Islanders have a proud legacy of service and dedication to our community, our City, our State and our Country; and WHEREAS, May has become a symbolic month in which Asian Americans and Pacific Islanders and supporters come together in various celebrations of culture, traditions and history.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby proclaim the month of May 2022 as Asian Pacific American Heritage Month in the City of El Cerrito and invites everyone to reflect on the notable accomplishments and outstanding services provided by Asian Americans and Pacific Islanders to the Nation, California and the City of El Cerrito.

Dated: May 3, 2022
___________________________
Gabe Quinto, Mayor
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Agenda Item No. 5.D.

EL CERRITO CITY COUNCIL PROCLAMATION
May 2022 is Jewish American Heritage Month
WHEREAS, from our Nation's earliest days, Jewish Americans have been a critical part of the American story, greatly contributing to the religious, cultural, political, economic, and intellectual advancement of all people even while in the face of unspeakable discrimination and adversity, fighting tirelessly to realize their piece of the American dream with relentless spirit, and these remarkable achievements have enriched our country, stirred our conscience, and challenged us to extend the miracles of freedom and security; and
WHEREAS, as we celebrate the rich heritage of the Jewish American community, including those who live, work and play in the City of El Cerrito, we recognize that American Jews have worked to strengthen the promise of religious freedom and civil rights by coming together across all faiths to reject ignorance and intolerance, teach empathy and compassion, and root out hatred wherever it exists; and WHEREAS, we are reminded that the vibrant culture of the Jewish people has not always been embraced and that Jewish communities continue to confront hostility and bigotry, including in America, therefore the City of El Cerrito shares an obligation to condemn and combat anti-Semitism and hatred wherever it exists; and WHEREAS, May 2022 is recognized as Jewish American Heritage Month by Congressional resolution and by Presidential Proclamation; and WHEREAS, during Jewish American Heritage Month, the City of El Cerrito celebrates the hard-fought progress won through the struggle and sacrifice of Jewish Americans, and we rededicate ourselves to building a world where diversity is cherished, and faith is protected.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby proclaim May 2022 as Jewish American Heritage Month in the City of El Cerrito and calls upon all residents to celebrate Jewish Americans who have helped weave the fabric of not only American history, culture and society but also the City of El Cerrito; to visit www.jewishheritagemonth.gov to learn more about the heritage and contributions of Jewish Americans; and to observe this month with solemn remembrance, appropriate programs, activities, and ceremonies.

Dated: May 3, 2022
___________________________
Gabe Quinto, Mayor
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Agenda Item No. 5.E.

EL CERRITO CITY COUNCIL PROCLAMATION
Designating May as the 26th Annual East Bay Affordable Housing Month (Formerly Affordable Housing Week)
WHEREAS, quality affordable housing is vital to healthy, safe, vibrant, and diverse communities; and
WHEREAS, affordable homes are the solution to homelessness, and provide support to seniors, families, youth, veterans, and people with disabilities who are an essential part of our community; and
WHEREAS, during and after the COVID-19 pandemic ensuring that low-income households have access to and maintain stable affordable housing has amplified; and WHEREAS, creating new permanently affordable homes, preserving, and improving existing housing makes for stable, vibrant communities, by reducing homelessness, helping residents maintain community roots, and fostering racial and economic equity for generations; and WHEREAS, affordable homes close to public transit and jobs reduce greenhouse gas emissions and provide low-income families better access to opportunities and amenities; and WHEREAS, when non-profit organizations, local jurisdictions, community organizations, faithbased groups, and many others come together to invest in affordable homes for all, they continue to build inclusive communities that support low-income people and interrupt patterns of racial and economic inequity in housing; and
WHEREAS, this month is part of the East Bay Housing Organization’s Affordable Housing Month because the housing crisis can only be resolved when the entire 9-county region takes action to expand affordable housing and end homelessness; and
WHEREAS, El Cerrito is committed to utilizing local resources for affordable housing to leverage federal, state, county and other funds; and
WHEREAS, the 2017 El Cerrito Affordable Housing Strategy identifies the following four policy pillars to produce, preserve and protect affordable housing for very low, low and moderate-income households:

A. Leverage Private Development to Address Affordable Housing Needs; B. Reduce the Risk of Displacement and Help Stabilize At-Risk Populations; C. Encourage Development of Missing Middle Housing Types; and D. Increase Local Funding to Continue Support of Low Income and Special Needs Housing Development.

NOW THEREFORE the City of El Cerrito hereby proclaims May 2022 as the 26th Annual Affordable Housing Month in El Cerrito.

BE IT FURTHER RESOLVED that the City of El Cerrito will work to support affordable housing at the local, regional, and state level and will encourage residents of El Cerrito to participate in Affordable Housing Month activities listed at www.ebho.org.

Dated: May 3, 2022
___________________________
Gabe Quinto, Mayor
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Agenda Item No. 5.F.

EL CERRITO CITY COUNCIL PROCLAMATION
Recognizing May as Building Safety Month in El Cerrito
WHEREAS, the City of El Cerrito is committed to recognizing that our growth and strength depends on the safety and essential role our homes, buildings and infrastructure play, both in everyday life and when disasters strike; and WHEREAS, confidence in the resilience of these buildings that make up the community is achieved through the devotion of vigilant guardians––building safety and fire prevention officials, architects, engineers, builders, tradespeople, design professionals, laborers, plumbers and others in the construction industry—who work yearround to ensure the safe construction of buildings; and WHEREAS, these guardians are dedicated members of the International Code Council, a nonprofit that brings together local, state, territorial, tribal and federal officials who are experts in the built environment to create and implement the highest-quality codes to protect us in the buildings where we live, learn, work and play; and WHEREAS, these modern building codes include safeguards to protect the public from hazards such as hurricanes, snowstorms, tornadoes, wildland fires, floods and earthquakes; and
WHEREAS, Building Safety Month is sponsored by the International Code Council to remind the public about the critical role of our communities’ largely unknown protectors of public safety—our local code officials—who assure us of safe, sustainable and affordable buildings that are essential to our prosperity; and WHEREAS, “Safety for All: Building Codes in Action,” the theme for Building Safety Month 2022, encourages us all to raise awareness about planning for safe and sustainable construction; career opportunities in building safety; understanding disaster mitigation, energy conservation; and creating a safe and abundant water supply to all of our benefit; and
WHEREAS, each year, in observance of Building Safety Month, people all over the world are asked to consider the commitment to improve building safety, resilience and economic investment at home and in the community, and to acknowledge the essential service provided to all of us by local and state building departments, fire prevention bureaus and federal agencies in protecting lives and property.

NOW, THEREFORE, the City Council of the City of El Cerrito, does hereby recognize the month of May 2022 as Building Safety Month and encourages residents to join the City in participating in Building Safety Month activities.

Dated: May 3, 2022

___________________________
Gabe Quinto, Mayor
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AGENDA BILL
Agenda Item No. 5.G.

Date: May 3, 2022
To: El Cerrito City Council
From: Will Provost, Operations and Environmental Services Division Manager, Public Works Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
Subject: Environmental Quality Committee Appointment Recommendation

ACTION PROPOSED
Approve an Environmental Quality Committee recommendation to appoint Eevelyn Mitchell to the Environmental Quality Committee, effective May 10, 2022.

BACKGROUND/ANALYSIS
In February 2022, the City received an application to serve on the Environmental Quality Committee (EQC) from Eevelyn Mitchell. Prior to submitting her application, Ms.

Mitchell attended two regular meetings of the EQC, in January and February 2022, consistent with the City’s requirements for applicants interested in serving on the EQC.

Before the April 12, 2022, Regular Meeting of the EQC, three members of the EQC interviewed Ms. Mitchell. During the meeting, which immediately followed the interview, the EQC members that interviewed Ms. Mitchell voiced their strong support for her application. Following several supportive comments, the EQC voted unanimously to recommend to the City Council that Ms. Mitchell be appointed to the EQC.

Ms. Mitchell is a resident of El Cerrito and currently serves as the City's third Poet Laureate (2021-2023). In her application to serve on the EQC, she voiced her interest in helping to “reduce the impact of the dangers our environment is facing”, that she “would like to help promote and educate on more innovative ways to help save our environment within El Cerrito and ultimately the world”, and her desire to “encourage unity within our communities by getting our neighbors more involved in saving our environment”.

Ms. Mitchell brings to the EQC professional experience in public speaking and event planning, and experience in her leadership capacity as the City’s Poet Laureate. She highlighted her interest in using these skills to support the EQC, including with the upcoming El Cerrito Recycling Center 50th Anniversary Celebration.

If the City Council approves this recommendation, the number of EQC members will be thirteen (13) out of a possible membership total of fifteen (15).

STRATEGIC PLAN CONSIDERATIONS
The work of the members on the EQC is instrumental in helping the City achieve Goal F of the El Cerrito Strategic Plan, which is to “Foster environmental sustainability citywide.”
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Agenda Item No. 5.G.

The EQC initiates and supports a variety of activities that advance all the strategies under Goal F:
 Be a leader in setting policies and providing innovative programs that promote environmental sustainability;
 Promote environmental education to facilitate behavioral changes;  Implement policies to promote waste diversion;
 Encourage alternative modes of transportation; and
 Implement and monitor the Climate Action Plan.

ENVIRONMENTAL CONSIDERATIONS
The EQC supports the City in developing programs and policies that help protect the local environment (e.g., Expanded Foodware Ordinance), while also engaging in activities that have a direct impact on environmental quality (e.g., volunteer litter and creek cleanups).

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

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

Application(s) on file with the City Clerk
Agenda Packet Page 14 of 141

AGENDA BILL
Agenda Item No. 5.H.

Date: May 3, 2022
To: El Cerrito City Council
From: Sandra Dalida, Finance Director/City Treasurer
Subject: FY 2021-22 Third Quarter Cash and Investment Report

ACTION PROPOSED
Receive and file the City’s Quarterly Investment Report for the Quarter ending March 31, 2022.

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 January 1, 2022 to March 31, 2022 shows that the City’s total cash and investments as of March 31, 2021 had a par value of $25,124,743.88. These funds are available to meet operating expenses for the next six months.
 $12,850,025.21 of the total cash and investment funds were invested in the pooled funds with the State Treasurer’s Local Agency Investment Fund (LAIF), which includes interest earnings of $7,705.92 for the period October 1, 2021 to December 31, 2021 (posted to the City's account on 01/14/22). Interest earnings for the quarter ending March 31, 2022 are posted to the City's account on April 14, 2022 and will be reflected in the subsequent Quarterly Investment Report.  $12,274,718.67 of the total funds are cash with Mechanics Bank, which includes interest earnings of $316.89 for the period January 1, 2022 to March 31, 2022 (posted to the City's account on 03/31/22).
 The City's second biannual payment of property taxes (approximately $4,597,000) is received in April each year from the County Auditor Controller's Office and will be reflected in the subsequent Quarterly Investment Report.  The City's second tranche of American Rescue Plan Act(ARPA) funds totaling $3,051,028 will be received in July 2022.

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Agenda Item No. 5.H.

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

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Quarterly Investment Report thru 03-31-2022
Agenda Packet Page 16 of 141
Attachment 1
City of El Cerrito
Quarterly Cash & Investment Report
For the Quarter Ending March 31, 2022
TRUSTEE/ COST/ *MARKET
FUND

INVESTMENT

TYPE BROKER PAR VALUE COST

INTEREST
OR YIELD 100 VALUE
Pooled
Investments

INVESTMENT
Local Agency
Investment Fund (LAIF)
CA State Treasurer $12,850,025.21 $12,850,025.21 DAT 0.32E% N/A 100.00 $12,850,025.21 Cash with Bank Mechanics Bank N/A $12,274,718.67 $12,274,718.67 (General Checking)
$25,124,743.88 $25,124,743.88
$12,274,718.67
Sandra Dalida, Finance Director/City Treasurer
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.

MATURITY
DATE
N/A
Pooled
Funds
Total Cash and Investments $25,124,743.88

0.00002581% N/A
Agenda Packet Page 17 of 141

AGENDA BILL
Agenda Item No. 5.I.

Date: May 3, 2022
To: El Cerrito City Council
From: Alexandra Orologas, Assistant City Manager, City Management Subject: Juneteenth National Independence Day as City Holiday

ACTION PROPOSED
Adopt a resolution establishing Juneteenth National Independence Day as a paid City Holiday for the City of El Cerrito.

BACKGROUND/ ANALYSIS
On June 17, 2021, President Joe Biden signed Senate Bill 475, the Juneteenth National Independence Day Act, into law making Juneteenth (June 19) a Federal Holiday.

Juneteenth, also known as “Juneteenth Independence Day,” is the oldest nationally celebrated commemoration of the ending of slavery in the United States. While President Abraham Lincoln signed the Emancipation Proclamation on January 1, 1863, all enslaved Americans were not actually freed until June 19, 1865, when Union Army Major General Gordon Granger arrived in Galveston, Texas, to announce the end of both the Civil War and slavery. Juneteenth honors formerly enslaved Americans who celebrated learning of their freedom from slavery on that day.

The adoption of Juneteenth as a City holiday serves as an opportunity for the City of El Cerrito to further commit the City in combating all forms of modern-day injustice and to promoting racial equity and inclusivity. Given the significance and importance of this holiday, staff recommends to add the Juneteenth holiday as an additional paid holiday for all full-time and permanent part-time employees, effective June 19, 2022.

If a City holiday falls on a Sunday (which the Juneteenth Holiday does in 2022), the following Monday, June 20, 2022 would be considered a holiday for City building closures and for pay purposes. The observance of city holidays are dictated by the City’s respective Memorandums of Understanding (MOUs).

Should the City Council approve staff’s recommendation, the City plans to amend each of the City’s MOUs with bargaining groups to add Juneteenth as a City holiday to the total number of city holidays at the time of renegotiation.

STRATEGIC PLAN CONSIDERATIONS
Establishing Juneteenth National independence Day as a City Holiday promotes the City's value of Inclusiveness and Respect for Diversity, and directly correlates to Strategic Plan Goal C: Deepen a sense of place and community identity.

Agenda Packet Page 18 of 141
Agenda Item No. 5.I.

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

FINANCIAL CONSIDERATIONS
Staff estimates an fiscal impact of approximately $40,512 in overtime costs citywide in FY 2021-22 as a result of the additional City holiday. These costs in Recreation, Public Works, Fire, and Police will be absorbed within the department's existing budgets.

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution
Agenda Packet Page 19 of 141
RESOLUTION 2022-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO TO ESTABLISH

JUNETEENTH NATIONAL INDEPENDENCE DAY AS A PAID CITY HOLIDAY FOR THE

CITY OF EL CERRITO
WHEREAS, on July 17, 2021, President Joe Biden signed Senate Bill 475, the Juneteenth National Independence Day Act, into law making Juneteenth National Independence Day (Juneteenth) on June 19 a Federal Holiday; and WHEREAS, Juneteenth is the oldest nationally celebrated commemoration of the ending of slavery in the United States of America, occurring on June 19, 1865; and WHEREAS, the adoption of Juneteenth as a city holiday serves as an opportunity for the City of El Cerrito to further commit the City in combating all forms of modern-day injustice to promoting racial equity and inclusivity; and NOW, THEREFORE, BE IT RESOLVED, that the El Cerrito City Council hereby recognizes June 19 of every year as Juneteenth National Independence Day, which shall be a city holiday,
BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on May 3, 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 May , 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 20 of 141
Agenda Item No. 6.A.

EL CERRITO CITY COUNCIL PROCLAMATION
In Recognition of Fire Chief Michael Pigoni
WHEREAS, Michael Pigoni, Fire Chief, has served the El Cerrito community 27 years with dedication and compassion and upon the occasion of his upcoming retirement, is deserving of recognition; and
WHEREAS, Michael’s 40 plus years in the fire service began as a volunteer firefighter with the Geyserville Volunteer Fire Department, where he was promoted to the rank of Captain/EMT; and
WHEREAS, Michael has served as a member of Geyserville Volunteer Fire Department for 35 years and participated in drills, trainings, and fire & emergency response; and
WHEREAS, Michael has served on the Geyserville Fire Protection District Board of Directors as a Board Member, Treasurer and President for 15 years; and WHEREAS, Michael has served over 600 attendees as the Head Chef for Geyserville Volunteer Fire Department dinners and fundraisers and raised over $80,000 annually for equipment; and
WHEREAS, Michael started working for the El Cerrito Fire Department in 1995 as a firefighter, was promoted to Captain in 2000, became a Battalion Chief in 2007 and promoted to Fire Chief in 2018; and
WHEREAS, Michael has led several strike teams as Strike Team Leader; and WHEREAS, Michael has worked with Public Works Department, partnering agencies, and the community to continue and increase vegetation management programs, emergency operations and response plans; and
WHEREAS, Michael has held every rank in the Fire Department and has always strived to empower those around him to believe in themselves, excel in their jobs, achieve their dreams and provide outstanding customer service for the community they serve; and WHEREAS, Michael is supported every day by his wife Carol and his chocolate Labrador Retriever, Mousse.

NOW THEREFORE, the City Council of the City of El Cerrito takes great pride and pleasure in drawing special public attention to Michael Pigoni for his record of service to the local community and extends to him their sincere appreciation and best wishes for continued happiness and success in his retirement.

Dated: May 3, 2022
________________________
Gabe Quinto, Mayor
Agenda Packet Page 21 of 141

AGENDA BILL
Agenda Item No. 7.A.

Date: May 3, 2022
To: El Cerrito City Council
From: Sanda Dalida, Finance Director/Treasurer, Finance Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department Subject: Public Hearing regarding Fiscal Year 2022-23 Storm Drain Annual Report and method of collecting storm drain fees

ACTION PROPOSED
Conduct a public hearing and upon conclusion adopt a resolution approving the Fiscal Year 2022-23 Storm Drain Annual Report and directing that Storm Drain Fees be collected on the property tax rolls.

BACKGROUND
In March 1993, the voters of the City of El Cerrito approved the issuance of $6.3 million in revenue bonds for the reconstruction of the City’s storm drain system. In June 1993, the City Council adopted Ordinance 93-4, which amends Title 4 (Revenue and Finance) of the El Cerrito Municipal Code by adding a new Chapter 4.44, providing for the imposition and collection of Storm Drain Fees to pay the debt service on the revenue bonds and to fund the acquisition, construction, reconstruction, maintenance, and operation of storm drain facilities. Ordinance 93-4 set the Storm Drain Fee at $58 for each single-family residential property and other amounts for other property types.

Ordinance 93-4 further provided that the Storm Drain Fees are to be collected on the property tax roll, based on amounts specified in an annual written report. Attachment 2 to this staff report is the FY 2022-23 Storm Drain Annual Report (Annual Report) which contains the description of each parcel classification receiving storm drain services and the amount of the annual fee for each parcel. A full listing of assessed parcels and related charges is available online or by contacting the Office of the City Clerk at [email protected] or 510-215-4305. The engineering firm of NBS Local Government Solutions prepared the Annual Report.

The City must annually conduct a public hearing to consider the method of collecting the Storm Drain Fees. Notice of such a public hearing must be made at least twice within a two-week period, as specified in Government Code §6066, as follows:

Publication of notice pursuant to this section shall be once a week for two successive weeks. Two publications in a newspaper published once a week or oftener, with at least five days intervening between the respective publication dates not counting such publication dates, are sufficient. The period of notice commences upon the first day of publication and terminates at the end of the fourteenth day, including therein the first day.

Agenda Packet Page 22 of 141
Agenda Item No. 7.A.

The City met this notification requirement by publishing the notice of public hearing in the West County Times on April 23, 2023 and April 29, 2022.

This hearing is not for consideration of the amounts of the Storm Drain Fees, which were already set by the City Council by adoption of Ordinance 93-4; however, the City Council may consider corrections to the use classification of properties in the Annual Report.

ANALYSIS
The City Council needs to determine whether a majority protest exists with respect to the method of collecting the Storm Drain Fees. If a majority protest is lodged against collecting these fees on the property tax roll (as a method of collection), the Storm Drain Fees shall be collected on behalf of the City by a public utility and the City Council would be required to authorize negotiation of an agreement with such a utility.

If the City Council finds that protest is made by the owners of a majority of the parcels of property described in the Annual Report, then the Annual Report shall not be adopted.

The administrative costs of collecting the Storm Drain Fee through utility services are substantially higher than by using the property tax bill. Also, if collected through a utility, the Storm Drain Fees would not constitute a lien against any parcel or parcels of land, which would make delinquent collections far more cumbersome and costly.

Since the amount of the Storm Drain Fee is based on property use, the public hearing also provides an opportunity for property owners to contest the fee amount based on the actual use of their property. The City Council may accordingly adjust the fee amount based on the property use.

The adoption of the Annual Report requires the same two-thirds vote as was required to enact Ordinance 93-4. If approved, the Annual Report must be filed with the County Auditor-Controller not later than August 9, 2022, per California Health and Safety Code Section 5474.4, as follows:

On or before the tenth day of August of each year following such final determination, the legislative body shall certify to the auditor a list of the lots or parcels of land, as they appear on the current assessment roll, subject to such fees or charges and the amounts of the installments of such fees or charges and interest to be entered against such lots or parcels on the assessment roll.

STRATEGIC PLAN CONSIDERATIONS
This report is consistent with the City’s Strategic Plan Goal B - Achieve long-term financial sustainability.

Agenda Packet Page 23 of 141
Agenda Item No. 7.A.

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

FINANCIAL CONSIDERATIONS
The annual Storm Drain Fee will continue to be assessed at $58 for each single-family residential unit. Such a rate is expected to generate annual revenues of approximately $711,135, which are included in the total revenue estimate for the City’s FY 2022-23 Budget. The last debt service payment on the Storm Drain Revenue Bonds was paid in FY 2013-14. Therefore, the FY 2022-23 proceeds of the Storm Drain Fees will be used to fund storm drain improvements, maintenance, and operations, which include personnel, contract services, infrastructure supplies, and City Administration. The City Council appropriates expenditures of these funds as part of its annual budget process.

LEGAL CONSIDERATIONS
California Health and Safety Code Section 5470 et seq. requires that a public hearing be held prior to adopting a resolution to accept the Annual Report and levying the annual Storm Drain Fees. The City has complied with the minimum public notice requirements.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Exhibit A to Resolution
Agenda Packet Page 24 of 141
RESOLUTION NO. 2022–XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO ADOPTING THE FISCAL YEAR 2022-23 STORM DRAIN ANNUAL REPORT AND DIRECTING THAT STORM DRAIN FEES FOR FISCAL YEAR 2022-23 BE COLLECTED THROUGH

THE PROPERTY TAX ROLLS
WHEREAS, the City of El Cerrito, by Ordinance 93–4, directed the filing of an annual report for the imposition and collection of storm drain fees; and WHEREAS, the Engineering firm of NBS Local Government Solutions has prepared said Fiscal Year 2022-23 Storm Drain Annual Report (the “Annual Report”); and WHEREAS, the City provided notice on April 23, 2022 and April 29, 2022 of a public hearing to be held by the City Council, with the notice of the hearing being given in the time and manner required by law; and
WHEREAS, at the public hearing the City Council afforded to every interested person an opportunity to make a protest to the Annual Report and the City Council has considered each protest.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of El Cerrito hereby confirms the storm drain fees as set forth in the Annual Report, attached hereto as Exhibit A, directs the collection of these fees through the property tax rolls, and directs the City Clerk through NBS Local Government Solutions to file the Annual Report or a certified copy thereof with the County Auditor-Controller not later than August 9, 2022.

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

I CERTIFY that at a regular meeting on May 3, 2023 the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

Storm Drain Reconstruction Project Fee
March 2022
Exhibit A to Resolution
Agenda Packet Page 26 of 141

CITY OF EL CERRITO
10890 San Pablo Avenue
El Cerrito, California 94530
Phone - (510) 215-4300
Fax - (510) 215-4319

CITY COUNCIL
Gabriel Quinto, Mayor
Lisa Motoyama, Mayor Pro Tem
Paul Fadelli, Councilmember
Janet Abelson, Councilmember
Tessa Rudnick, Councilmember

CITY STAFF
Karen Pinkos, City Manager
Sandra Dalida, Finance Director / City Treasurer
Yvetteh Ortiz, Public Works Director / City Engineer
Lucy Xie, Senior Accountant
NBS
Tim Seufert, Client Services Director
Stephanie Parson, Project Manager
Andrew Kraus, Consultant
Agenda Packet Page 27 of 141

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY....................................................................................................1

2. FEES ...............................................................................................................................2

2.1 Fee Methodology ......................................................................................................2

2.2 Collection of Fees and Charges.................................................................................3

2.3 Annual Hearing..........................................................................................................3

2.4 Notice ........................................................................................................................3

3. LIST OF CHARGES ............................................................................................................4 Agenda Packet Page 28 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Storm Drain Reconstruction Project 1

1. EXECUTIVE SUMMARY
On March 2, 1993, the qualified voters of the City of El Cerrito (the “City”) approved the issuance of revenue bonds in an amount not to exceed $6.3 million to finance the first phase of the reconstruction of the City’s storm drain system. The qualified voters also approved the repayment of those bonds through the imposition of an annual storm drain fee on property within the City.

Section 5470, et seq. of the California Health and Safety Code authorizes cities to enact an ordinance, approved by a two-thirds vote of the members of the legislative body, establishing fees and charges for services and facilities furnished by the City in connection with its storm drain system. The proceeds of these fees and charges may be used only for the acquisition, construction, reconstruction, maintenance, and operation of its storm drain facilities, including the repayment of principal and interest on bonds issued to finance the construction or reconstruction of such facilities.

According to the ordinance establishing the storm drain fee, the storm drain fees and charges may be used exclusively for the purposes of the storm drain system and for the payment of interest and redemption, including premiums payable from the calling of bonds, for those bonds authorized by the qualified voters on March 2, 1993, and for the payment of interest and redemption, including premiums payable from the calling of bonds, for any other bonds for storm drain construction or reconstruction which may be authorized in the future, provided that such bonds are approved in the manner required by California law.

The proposed Fiscal Year 2022/23 rates for the storm drain fee are as follows:

Parcel Classification Rate
Single Family Residential $58.00 per unit
Multi Family Residential 2 through 20 units $43.50 per unit Multi Family Residential over 20 units $870.00 plus $29.00 for each unit over 20 Commercial/Industrial $870.00 per acre
Institutional (Churches, Schools, Fraternal and
Service Organizations) $406.00 per acre
Golf Courses, Cemeteries, Vacant Land $11.60 per acre
The following table summarizes the estimated Fiscal Year 2022/23 annual levy by classification of parcel.

These amounts are subject to change based upon Contra Costa County’s final secured roll data.

Parcel Classification Number of Parcels (1) Levy Total (2) Single Family Residential 7,535 $442,764.00
Multi Family Residential 630 139,997.50
Commercial/Industrial 255 94,139.64
Institutional (Churches, Schools, Fraternal
and Service Organizations) 48 31,940.56
Golf Courses, Cemeteries, Vacant Land 210 2,292.96
Exempt 155 0.00
Totals: 8,833 $711,134.66
(1) Includes parcels divided by City boundaries.
(2) Total amount may vary slightly due to rounding adjustments.

Agenda Packet Page 29 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Storm Drain Reconstruction Project 2

2. FEES

2.1 Fee Methodology
The number of Equivalent Residential Units (“ERUs”) was determined for each parcel based upon an estimate of the impervious surface associated with the use of the property. 1) Single Family (detached) Residential (“SFR”) parcels were assumed to have an average of 2,900 sq. ft. of impervious surface. Approximately 90% of the properties in the City are SFRs. These parcels were assigned 1.0 ERU.
2) Multi Family dwelling unit complexes of up to 20 units were assigned 0.75 ERU (2,175 sq. ft) of impervious surface area per unit. Complexes of more than 20 units were assigned 15.0 ERU plus 0.5 ERU (1,450 sq. ft) for each unit over 20.
3) Commercial/Industrial uses were assigned 15.0 ERU (43,560/2,900 sq. ft.) of impervious surface area per acre.
4) Institutional uses such as Churches, Schools, Fraternal and Service Organizations were assigned 7.0 ERU (21,000 sq. ft.) of impervious surface area per acre based upon the Contra Costa County Report on Stormwater Utility Assessment dated March 1994 (County Report). 5) Golf courses, cemeteries, and other open spaces were assigned 0.2 ERU (580 sq. ft.) per acre based upon the County Report.

The storm drain fee for a parcel is calculated by multiplying the number of ERU assigned to such parcel by the rate per ERU. The rate for Fiscal Yar 2022/23 is $58.00/ERU.

The following table shows a breakdown of the classification of parcels by Contra Costa County Use Code and the associated rates for Fiscal Year 2022/23:

Parcel Classification County Use Code (1)(2)(3)(4) ERU (5) Rates Single Family Residential 11, 12, 13, 14, 15, 16, 19, 29, 89 1.0 $58.00 per unit Multi Family Residential 2
through 20 units 21, 22, 23, 24, 25, 26 0.75*n $43.50 per unit Multi Family Residential over
20 units 26, 27, 28 15.0 + 0.5*m $870.00 + $29.00 for each unit over 20 Commercial/Industrial 31, 32, 33, 34, 35, 36, 41, 42, 43, 44, 45, 46, 47, 48, 49, 53, 85 15.0*A $870.00 per acre
Institutional (Churches,
Schools, Fraternal and Service
Organizations)
70, 71, 72, 75, 76 7.0*A $406.00 per acre
Golf Courses, Cemeteries,
Vacant Land
10, 17, 18, 20, 30, 37, 38, 50, 63,
74, 78, 81 0.2*A $11.60 per acre
(1) Use Code 79 is assigned to Government Owned, and is not charged (2) Use Code 83 is assigned to State Board Assessed, and is not charged (3) Use Code 77 is assigned to Cultural Uses, and is not charged (4) Use Code 87 is assigned to Common Area Parcels in PUD’s and is not charged (5) n = number of residential units up to 20
m = number of residential units over 20
A = acreage, per Contra Costa County Assessor or City Estimate Agenda Packet Page 30 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Storm Drain Reconstruction Project 3

2.2 Collection of Fees and Charges
The storm drain fees and charges may be collected on the tax roll in the same manner, by the same persons, and at the same time as, together with and not separately from, the City’s general taxes.

The City Council will have prepared each year, prior to the commencement of the fiscal year, a written report which will be filed with the City. The report is to contain a description of each parcel of real property receiving storm drain services and the amount of the annual fee and charge for each parcel. This charge will be computed in conformity with the fees and charges prescribed in the report.

2.3 Annual Hearing
Each year, prior to the commencement of the fiscal year, the City Council will hold a public hearing at which the Council will hear and consider all objections and protests, if any, to the written report. The City Council may continue the hearing from time to time. If the City Council finds that protest is made by the owners of a majority of the parcels of property described in the report, then the report will not be adopted. In the event of such majority protest, the storm drain fees and charges will be collected with the rates for any other publicly or privately owned public utility through agreement with such utility. If collected in this manner, the storm drain fees and charges will not constitute a lien against any parcel or parcels of land.

2.4 Notice
Notice of the filing of the report and of the time and place of hearing thereon, is to be published once a week for two consecutive weeks prior to the hearing, in a newspaper of general circulation printed, published or distributed in the City.

Agenda Packet Page 31 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Storm Drain Reconstruction Project 4

3. LIST OF CHARGES
Assessor’s parcel identification, for each lot or parcel subject to the storm drain fee, shall be based on the Contra Costa County Assessor’s secured roll data for the applicable year in which this report is prepared and is incorporated herein by reference.

A listing of assessor’s parcels subject to the storm drain fee for Fiscal Year 2022/23, along with the amounts levied, is on file in the office of the City Clerk and incorporated herein by reference. Based on County Assessor’s secured roll data, current assessor’s parcels, including corrected and/or new assessor’s parcels, will be submitted and/or resubmitted to the Contra Costa County Auditor/Controller. The annual amount to be levied and collected for the resubmitted parcel(s) shall be determined in accordance with the fee methodology and rates approved in this report. Therefore, if a single assessor’s parcel has a status change in development, other land use change, or subdivides into multiple assessor’s parcels, the levy amounts applied to each of the new assessor’s parcels shall be recalculated and applied according to the approved fee methodology and rates rather than a proportionate share of the original levy amount.

Agenda Packet Page 32 of 141

AGENDA BILL
Agenda Item No. 7.B.

Date: May 3, 2022
To: El Cerrito City Council
From: Sandra Dalida, Finance Director/City Treasurer, Finance Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
Subject: Public Hearing to Confirm the Diagram and to Levy the Assessment for Fiscal Year 2022-23 for Landscape and Lighting Assessment District No. 1988-1

ACTION PROPOSED
Conduct a public hearing, and upon conclusion adopt a resolution setting the annual Landscape and Lighting Assessment for Fiscal Year (FY) 2022-23 as $72 per singlefamily residential parcel, and as noted in the Engineer’s Report for other classes of properties.

BACKGROUND
On June 6, 1988, the City Council established Assessment District No. 1988-1 pursuant to the Landscape and Lighting Act of 1972. The purpose of this Landscape and Lighting Assessment District (LLAD) is to raise funds to support improvements and maintenance of the City’s park areas, landscaping areas, and street lighting. Every year since 1988, this Assessment District has generated approximately $785,000 to support LLAD activities.

In November 1996, the LLAD was approved by the voters and therefore complies with the provisions of Proposition 218. Any increase in the assessment fee level would be subject to Proposition 218’s voter approval requirement.

In order to impose this annual assessment, the City Council must annually authorize an Engineer’s Report to identify the costs, uses, and general benefits of those parcels within the Assessment District. As detailed in the Engineer’s Report, the revenues are used for eligible activities including staff salaries and wages, utility costs for the District, landscaping services and supplies, and park maintenance.

ANALYSIS
The City Council authorized the LLAD annual report on April 5, 2022, and the Engineer of Record, NBS Local Government Solutions (NBS), prepared and delivered the Engineer’s Report on April 8, 2022.

In order for these assessments to be imposed, the City Council must accept the Engineer’s Report and conduct a public hearing to hear comments on their imposition.

At the April 19, 2022 City Council meeting, the City Council set the date of the public hearing for May 3, 2022. Also, the City is required to cause the notice of the public Agenda Packet Page 33 of 141
Agenda Item No. 7.B.
hearing to be published one time at least ten days prior to the hearing in a newspaper of general circulation. Such a notice was published in the West County Times on April 23, 2022.

The Engineer's Report is attached as Exhibit A to the resolution. In addition, a full listing of assessed parcels and related charges is available online or by contacting the Office of the City Clerk at [email protected] or 510-215-4305.

The purpose of this public hearing is to confirm the diagram and the assessment, as appearing in the Engineer’s Report. The procedures for conducting the public hearing and receiving protests are the same as for forming the District; however, there are no provisions for majority protest.

The California Streets and Highways Code Section 22631 specifies the options available to the City Council, as follows:

If a majority protest has not been filed, the legislative body may adopt a resolution confirming the diagram and assessment, either as originally proposed or as changed by it. The adoption of the resolution shall constitute the levy of an assessment for the fiscal year referred to in the assessment.

STRATEGIC PLAN CONSIDERATIONS
Approving the attached resolution is consistent with the City’s Strategic Plan Goal B - Achieve long-term financial sustainability and will allow the City to sustain current funding for the Landscape and Lighting Maintenance Program that benefits all residents and businesses of the City.

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

FINANCIAL CONSIDERATIONS
NBS estimates that the current rate of assessment will generate approximately $791,165 of revenue, which is included in the total revenue estimate for the City’s FY 2022-23 Budget.

The LLAD assessment rate has not increased since LLAD’s creation in 1988. When the LLAD was established, it relied on a General Fund contribution of $428,000 in addition to the LLAD revenues of approximately $750,000 to fund the planned landscaping and lighting activities. The LLAD does not contain a provision for inflation and thus has not kept pace with escalation of costs for personnel, utilities, lighting and landscaping maintenance contract services, and supplies since it was first created.

A proposed Assessment District with increased rates was presented to the City’s property owners during a ballot proceeding in 2006, but a majority protest was filed, and the increased assessment rates were not imposed. As the sources and uses of all City Agenda Packet Page 34 of 141
Agenda Item No. 7.B.
revenues are currently under review, the cost for LLAD eligible expenditures in excess of the assessment revenue will be covered by City contributions from other appropriate funding sources or expenses will be reduced to ensure that the LLAD expenditures do not exceed available LLAD revenues in FY 2022-23. The City Council appropriates expenditures of these funds as part of its annual budget process.

In FY 2021-22, the General Fund covers expenditures for landscape maintenance service contracts in the amount of approximately $230,000. City staff anticipates that additional or alternative funding sources will need to be identified in FY 2022-23 to maintain the current levels of service.

LEGAL CONSIDERATIONS
The provisions of the Landscape and Lighting Act of 1972 require that a public hearing be held prior to adopting a resolution levying the annual assessment.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Exhibit A to Resolution
Agenda Packet Page 35 of 141
RESOLUTION NO. 2022-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO CONFIRMING THE DIAGRAM AND LEVYING THE ASSESSMENT FOR FISCAL YEAR 2021-22 FOR THE LANDSCAPE AND LIGHTING ASSESSMENT DISTRICT NO. 1988-1.

WHEREAS, the City of El Cerrito, by Resolution No. 88-53 dated June 6, 1988, adopted Assessment District No. 1988-1 pursuant to the Landscape and Lighting Act of 1972; and
WHEREAS, the City of El Cerrito, by Resolution No. 2022-21 dated April 5, 2022, directed the filing of the Annual Report of the Engineer of Record for Assessment District No. 1988-1; and
WHEREAS, the Engineer of Record, NBS Local Government Solutions prepared and, on April 8, 2022 filed said Annual Report; and
WHEREAS, the City of El Cerrito by Resolution No. 2022-26, dated April 19, 2022, reviewed and accepted said annual report and declared its intent to order improvements and provided notice of a public hearing to be held May 3, 2022, and notice of the hearing was given in the time and manner required by law; and
WHEREAS, in November 1996, the voters approved the Landscape and Lighting Assessment thereby complying with the provisions of Proposition 218; and WHEREAS, at the public hearing, the City Council afforded to every interested person an opportunity to make a protest to the annual report, and the City Council has considered each protest.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that the diagram and assessment as set forth in the Annual Report of the Engineer of Record, attached hereto as Exhibit A, is hereby confirmed and the assessment set forth therein for Fiscal Year 2022-23 is hereby levied.

BE IT FURTHER RESOLVED that this Resolution is adopted pursuant to California Streets and Highways Code §22631.

BE IT FURTHER RESOLVED that upon adoption of this resolution, the diagram and assessment, or a certified copy thereof is hereby directed to be filed with the County Auditor no later than August 9, 2022.

I CERTIFY that at the regular meeting on May 3, 2022 the El Cerrito City Council passed this resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Agenda Packet Page 36 of 141
IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on May , 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 37 of 141
Fiscal Year 2022/23 Annual Report for:

Landscape and Lighting District No. 1988-1
April 2022
Exhibit A to Resolution
Agenda Packet Page 38 of 141

CITY OF EL CERRITO
10890 San Pablo Avenue
El Cerrito, California 94530
Phone - (510) 215-4300
Fax - (510) 215-4319

CITY COUNCIL
Gabriel Quinto, Mayor
Lisa Motoyama, Mayor Pro Tem
Paul Fadelli, Councilmember
Janet Abelson, Councilmember
Tessa Rudnick, Councilmember

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY....................................................................................................1

2. OVERVIEW......................................................................................................................2

2.1 Introduction...............................................................................................................2

2.2 Plans and Specifications............................................................................................2

3. DESCRIPTION OF IMPROVEMENTS ..................................................................................3

4. MAP OF DISTRICT ...........................................................................................................6

5. METHOD OF ASSESSMENT ..............................................................................................7

5.1 Maximum Assessment Rates ....................................................................................9

6. FISCAL YEAR 2022/23 ESTIMATE OF COSTS.................................................................... 10

7. COUNTY USE CODES ..................................................................................................... 11

8. ASSESSMENT ROLL........................................................................................................ 12 Agenda Packet Page 40 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 1

1. EXECUTIVE SUMMARY
The City of El Cerrito (the “City”) directed NBS to prepare and file a report presenting plans and specifications describing the general nature, location, and extent of the improvements to be maintained, and an estimate of the costs of the maintenance, operations, and servicing of the improvements for the City of El Cerrito Landscape and Lighting Assessment District No. 1988-1 (the “District”) for Fiscal Year 2022/23 pursuant to the provisions of the Landscaping and Lighting Act of 1972, Part 2, Division 15 of the California Streets and Highways Code (commencing with Section 22500) (the “Act”).

The report includes a map of the District, showing the area and properties proposed to be assessed; an assessment of the estimated costs of the maintenance, operations, and servicing of the improvements; and the net amount to be assessed upon all assessable lots and/or parcels within the District in proportion to the special benefit received.

The following tables summarize the annual levy by Zoning for Fiscal Year 2022/23:

Fiscal Year 2022/23
Zoning Number of Parcels Levy Total (1)
Residential 8,357 $684,827.78
Commercial 475 106,336.76
Totals: 8,832 $791,164.54
(1) Total amount may vary slightly due to rounding adjustments.

Agenda Packet Page 41 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 2

2. OVERVIEW

2.1 Introduction
The District provides for the installation, maintenance, and servicing of public lighting, landscaping, and park and recreational facility improvements located within the incorporated limits of the City.

The costs to acquire and construct major new facilities to be maintained will generally be paid by sources other than District funds. While the District pays for the maintenance costs associated with various park and recreation programs, the costs of the programs themselves are not supported by District funds.

2.2 Plans and Specifications
The services performed are primarily maintenance and generally do not require plans. The plans and specifications to the extent that they exist, include but are not limited to:
• Conceptual plans
• Street lighting maps, detail lists, schedules, and PUC schedules • Street Tree Planting Master Plan
• Maintenance specifications, programs, and policies for:
- Landscaping
- Medians
- Graffiti abatement
- Recreation buildings
- Community and neighborhood park grounds
- Weed abatement
- Creeks and trails
- Litter and debris removal
• Water, gas, and electric company requirements, policies, and specifications These documents are available in the City’s Public Works Department and Recreation Department offices and are included in this report by reference. A diagram indicating the location of the improvements to be serviced and maintained is included in Section 4 of this report.

Agenda Packet Page 42 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 3

3. DESCRIPTION OF IMPROVEMENTS
The improvements to be installed, serviced, and maintained generally consist of the following:

Street Lighting
Residential Lighting - The District provides funding for street lighting throughout the City, which is typically located at intersections and at mid-block. Spacing of lights is typically 500 feet, although this distance may vary depending on topographic and right-of-way restraints.

Medium-Intensity Commercial Lighting - Industrial and some commercial districts have closer spacing of street lighting, typically at 250-foot intervals. Commercial districts on San Pablo Avenue and other arterial streets require a higher level of lighting intensity.

Medians and Rights-of-Way
Corresponding numbers on the map in Section 4 depict the location of medians. Landscaped medians are located on the following arterial streets:

1. San Pablo Ave. (entire length)

2. Carlson Blvd. (north City limit to Adams St.)

3. Moeser Ln. (San Pablo Ave. to Pomona Ave. and Shevlin Dr. to Arlington Blvd.)

4. Central Ave. (Carlson Blvd. to San Pablo Ave. and Liberty St. to Richmond St.)

5. Ashbury Ave. (south City limit to Fairmount Ave.)

6. Fairmount Ave. (Liberty St. to Richmond St. and Carlson Blvd. to San Pablo Ave.)

7. Potrero Ave. (Eastshore Blvd. to San Pablo Ave.)

8. Hagen Blvd. (6526 to 6712)

9. Elm St. (at Blake St.)

10. Cutting Blvd. (at Elm St.)

11. Behrens St. (at south City limit)

12. Blake St. (at Navellier St.)
Maintained Stairways and Pathways
Corresponding letters on the map in Section 4 depict the location of the stairways and pathways.

A. Alta Vista Dr. to north City limit
B. Francisco Wy. to Tulare Ave. (2 segments)
C. Barrett Ave. to Tassajara Ave.

D. Alva Ave. to Barrett Ave.

E. Tapscott Ave. to Harper St.

F. Blake St. to Manor Cir.

G. Madera Dr. to Julian Ct. to Potrero Ave. to Hillside Natural Area (4 segments) H. Madera Dr. to Hillside Natural Area
I. Arlington Blvd. to Shevlin Dr. (3 segments)
J. King Dr. to Shevlin Dr. (south of Moeser)
K. Bay Tree Ln. to Contra Costa Dr.

L. Terrace Dr. to Huber Park (2 segments)
M. Adams St. to Creekside Park
Agenda Packet Page 43 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 4 Creek and Street Trees
Day-lighted Creek in Public Property - Cerrito Creek, Baxter Gateway, and Poinsett Park Street Trees - City-wide
Parks and Structures
Arlington Park and Clubhouse
1120 Arlington Boulevard; tennis courts, picnic tables, barbecues, playground equipment, pond, basketball court, large grass area
Canyon Trail Park & Art Center
6757 Gatto Avenue; tennis courts, picnic tables, barbecue, playground equipment, large grass area, lower play area: creek, walking trails, small pond, and play equipment Castro Park and Clubhouse
1420 Norvell Street; large playground and grassy area, field adjacent to Korematsu Middle School yard, tennis courts, small grassy area behind tennis courts, barbecue, and picnic table Centennial Park
Eureka Avenue at Liberty Street; playground equipment, grassy area, benches, plaza and path network Cerrito Vista Park
950 Pomona Avenue; Large, well equipped playground area, field, track for jogging, tennis courts, barbecue, recreation building, and picnic area adjacent to park Fairmont Park and Clubhouse
715 Lexington Avenue; field adjacent to Fairmont Elementary School Harding Park and Clubhouse
7115 C Street; play equipment, field adjacent to Harding School blacktop area (basketball courts, kickball diamond), tennis courts, and barbeque located on patio
Huber Park and Clubhouse
7711 Terrace Drive; lower cement area with basketball court and kickball area, climbing, large cement slide, and picnic area
Poinsett Park and Clubhouse
5611 Poinsett Avenue; basketball, kickball area, and play equipment Tassajara Park and Clubhouse
2575 Tassajara Avenue; playground equipment, field, basketball court, tennis courts, and picnic area Madera Clubhouse
1500 Devonshire Drive; childcare center, playground area, and clubhouse Agenda Packet Page 44 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 5 Ohlone Greenway
One block east of Kearney Street, the Ohlone Greenway is a linear park that runs 2.5 miles, the length of the City, ideal for walking or bicycling. It is the site of the frog habitat and wetland restoration classroom projects. At the corner of Manila Avenue and Kearney Street, is the Richard Itaya mini-park with its play equipment for younger school age children.

Hillside Natural Area
This natural area of approximately 102 acres can be accessed from the east end of Schmidt Lane, north end of Potrero Avenue, and through King Court. Dogs, under their owner's control and on a leash, are allowed.

Agenda Packet Page 45 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 6

4. MAP OF DISTRICT
The following page contains a map of the District depicting the locations of medians, rights-of-way, stairways, and pathways. The Assessment Diagram is on file with the City Clerk and incorporated by reference and made part of this report.

Agenda Packet Page 46 of 141
Agenda Packet Page 47 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 7

5. METHOD OF ASSESSMENT
The estimated net cost of the improvements has been divided among the several parcels of land within the District in proportion to the estimated benefits to be received by the parcels, respectively, from the improvements. The method used to apportion the cost among the benefiting properties is as follows:
1) Residential costs were identified as the total estimated cost to provide landscaping and lighting on residentially zoned streets plus 98% of the net cost to maintain park and recreational facilities, plus a prorated share of the incidental expenses. 2) Commercial costs were identified as the total estimated cost to provide landscaping, lighting, and sweeping to frontage on commercially zoned streets, plus 2% of the net cost to maintain park and recreational facilities, plus a prorated share of the incidental expenses.

The net residential cost was apportioned within residentially zoned areas and the net commercial cost was apportioned within commercially zoned areas as follows:

RESIDENTIALLY ZONED AREAS
Occupied Single Family Residential (SFR) properties were assumed to benefit equally and were assessed the same. Multifamily Residential (MFR) parcels and condominiums were assumed to benefit less, due to increased density and private maintenance costs. MFR units were assessed 75% of the SFR rate for the first twenty units and 50% of the SFR rate for each additional unit over twenty.

Churches and private schools in residentially zoned areas were assessed for direct frontage benefits received. Commercial land uses in residential neighborhoods were assessed at the Zone 3 frontage rate, plus the commercial park assessment rate. One hundred feet of corner relief, or the side street dimension, whichever was less, was credited to corner parcels. Open space owned by private parties, utilities, and the golf course were assessed for one-half the Zone 3 frontage assessment rates. Public property was not assessed.

Vacant lots were assessed at one-half the amount calculated for a similar occupied parcel. Assessments for common areas were considered to be included in the assessment for the various residential units.

Unusual or exceptional parcels were assessed according to the judgment of the engineer. Assessments for SFR properties that are divided by the City boundary were calculated by multiplying the rate for a SFR by the ratio of land area in the City’s boundary.

COMMERCIALLY ZONED PROPERTY
Three zones of commercial street landscaping, lighting, and sweeping service are identified on the assessment diagram. The cost per foot to provide services to frontage on San Pablo Avenue (Zone 1) was estimated to be six times the cost of Commercial Zones 2 and 3 streets. Parcels with San Pablo Avenue frontage were assessed $2.00 per front foot for direct benefit received.

Parcels with frontage in Zones 2 and 3 were assessed $0.33 per foot, or one-sixth the San Pablo Avenue assessment. Corner lots were credited one hundred feet or the side yard dimensions, whichever was less.

Parcels with frontage in more than one zone were assessed for the applicable frontage in each zone.

Agenda Packet Page 48 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 8 The remaining costs to provide street landscaping, lighting, and sweeping within the commercially zoned areas, including a prorated share of the incidental expenses, were assessed to the properties located on Zones 1 and 2 streets in proportion to parcel area.

Areas and frontages were calculated using information on file with the County Assessor. Areas and frontages are approximations intended only as indicators of benefit.

The assessments for parcels within the El Cerrito Plaza and the Del Norte Marketplace shopping centers were calculated by totaling the frontage and area assessments and then prorating the total according to area.

SFR residential parcels in commercially zoned areas were presumed not to benefit more from increased levels of lighting and landscaping and were assessed at SFR rates.

MFR parcels in commercially zoned areas were assessed at MFR rates less 20%, representing a credit for the residential street lighting and sweeping benefit not received. MFR parcels in commercially zoned areas were also assessed for direct frontage benefits received. The commercial park and area assessment was not applied to MFR parcels.

Private institutions within the commercially zoned areas were assessed for the applicable frontage benefit, but were not assessed for commercial area or park benefit.

Motels were assessed as commercial properties.

Vacant lots were assessed at one-half the occupied rate.

Public properties were not assessed.

Unusual or exceptional properties were assessed according to the judgment of the engineer.

Agenda Packet Page 49 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 9

5.1 Maximum Assessment Rates
The following tables provide the maximum assessment rates for Fiscal Year 2022/23.

Residential Zoning
Category Per Unit Per Frontage Foot
SFR $72.00 $0.00
MFR 2-20 Units 54.00 0.00
MFR > 20 Units 1,080.00 + 36.00 (over 20) 0.00
PVT Inst 0.00 0.33
Vacant Lot 36.00 0.00
Vacant Land 0.00 0.17
Commercial Zoning
Commercial Street
Assessment
Commercial Park
Assessment
Category Zone Per Unit
Per
Frontage
Foot Per Acre Per Acre
Commercial
1 $0.00 $2.00 $121.00 $80.00
2 0.00 0.33 121.00 80.00
3 0.00 0.33 0.00 0.00
MFR 2-20 Units 1 43.00 2.00 0.00 0.00
MFR > 20 Units 1 864.00 + 29.00 over 20 2.00 0.00 0.00
MFR 2-20 Units 2 43.00 0.33 0.00 0.00
MFR > 20 Units 2 864.00 + 29.00 over 20 0.33 0.00 0.00
PVT Inst
1 0.00 2.00 0.00 0.00
2 0.00 0.33 0.00 0.00
Vacant
1 0.00 1.00 61.00 40.00
2 0.00 0.17 61.00 40.00
3 0.00 0.17 0.00 0.00
Assessments for parcels not described above were made in proportion to the estimated benefits received as determined by the engineer.

Agenda Packet Page 50 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 10

6. FISCAL YEAR 2022/23 ESTIMATE OF COSTS
Revenues
Special Assessments $791,164
Other Local Reimbursements 10,482
Total Revenues $801,646
Expenditures
Collect & Admin Services $6,504
Legal & Financial Services 10,413
Dues & Subscriptions 1,122
Regular Salaries & Wages 141,468
Overtime Pay 4,856
Straight OT 2,046
Special Pay 569
PERS Contributions 14,382
PERS UAL 28,403
FICA/Medicare 9,561
Medical Benefits 38,446
Life & LTD 1,102
Workers Comp 8,745
Other Technical Services 1,122
Utilities Energy 22,032
Utilities-Water & Sewer 178,806
Utilities-Street Lights 37,434
Infrastructure Maintenance Services 11,730
Landscape/Park Maintenance Services 98,285
Travel & Training 1,020
Landscape & Park Supplies 20,400
Indirect Transfer-GEN 163,200
Total Expenditures $801,646
Agenda Packet Page 51 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 11

7. COUNTY USE CODES
The following pages contain the Contra Costa County use codes and a description of each.

Agenda Packet Page 52 of 141
CONTRA COSTA COUNTY USE CODES Page 1 of 2
Use Code Description
1 Residential
10 Vacant, unbuildable
11 Single family, 1 residential on 1 Site and Duets w/o minor common areas 12 Single family, 1 residential on 2 or more sites
13 Single family, 2 or more residential on 1 or more sites 14 Single family on other than single family land
15 Miscellaneous improvements, 1 or more site, incl. trees and vines 16 Single family attached residence, townhouses, duets
17 Vacant, 1 site (includes PUD sites)
18 Vacant, 2 or more sites
19 Single family detached res. with major common area (pool, tennis, clubhouse, or other amenities), Cluster Homes
2 Multiple
20 Vacant
21 Duplex
22 Triplex
23 Fourplex
24 Combinations; e.g., single and a double
25 Apartments, 5-12 units, inclusive
26 Apartments, 13-24 units, inclusive
27 Apartments, 25-59 units, inclusive
28 Apartments, 60 units or more
29 Condos, cooperatives (-1 Single Family) (-2 Rossmoor) 3 Commercial
30 Vacant
31 Commercial stores (not supermarkets)
32 Small grocery stores (7-11, mom and pop, quick-stop) 33 Office buildings
34 Medical; dental
35 Service stations; car washes; bulk plants; mini lube 36 Auto repair
37 Community facilities; recreational; swim pool association 38 Golf courses
39 Bowling alleys
4 Commercial
40 Boat Harbors
41 Supermarkets (not in shopping centers)
42 Shopping centers (all parcels include vacant for future shopping Center
43 Financial buildings (insurance and title companies, banks, savings And loans)
44 Motels, hotels, and mobile home parks
45 Theaters
46 Drive-in restaurants (hamburger, taco, etc.)
47 Restaurants (not drive-in; inside service only)
48 Multiple and commercial; miscellaneously improved
49 New car auto agencies
This information is courtesy of ParcelQuest and is deemed reliable, but is not guaranteed. For a complete or current list, please contact the appropriate County Assessor's office. Rev. 4/16/13 Agenda Packet Page 53 of 141
CONTRA COSTA COUNTY USE CODES Page 2 of 2
5 Industrial
50 Vacant Land
51 Industrial Park (with structures)
52 Research and Development, with or without structures 53 Light industrial
54 Heavy industrial
55 Mini-warehouse (public storage)
56 Miscellaneous improvements, including trees & vines on light or heavy industrial 59 Pipeline rights-of-way
6 Land
61 Rural, residential improved; 1 to 10 acres
62 Rural, with or without miscellaneous structures, 1 to 10 acres 63 Urban acreage, 10 to 40 acres
64 Urban acreage, more than 40 acres
65 Orchards, vineyards, row crops, irrigated pastures, 10 to 40 acres 66 Orchards, vineyards, row crops, irrigated pastures, over 40 acres 67 Dry farming, grazing and pasturing, 10 to 40 acres
68 Dry farming, grazing and pasturing, over 40 acres
69 Agricultural preserves
7 Institutional
70 Convalescent hospitals and rest homes
71 Churches
72 Schools & colleges, public or private, with or without improvements 73 Hospitals, with or without improvements
74 Cemeteries, mortuaries
75 Fraternal and service organizations, group homes, shelters 76 Retirement housing complex
77 Cultural uses (libraries, museums)
78 Parks and playgrounds
79 Government-owned, with or without buildings (federal, state, city, BART) 8 Miscellaneous
80 Mineral rights (productive/nonproductive)
81 Private roads
82 Pipelines and canals
83 State board assessed parcels
84 Utilities, with or without buildings (not assessed by SBE) 85 Public and private parking
86 Taxable municipally-owned property
87 Common area parcels in PUD’s (open spaces, recreational facilities) 88 Mobile home
89 Other; split parcels in different Tax Code Areas
This information is courtesy of ParcelQuest and is deemed reliable, but is not guaranteed. For a complete or current list, please contact the appropriate County Assessor's office. Rev. 4/16/13 Agenda Packet Page 54 of 141
City of El Cerrito
Fiscal Year 2022/23 Annual Report – Landscape and Lighting District No. 1988-1 12

8. ASSESSMENT ROLL
Assessor’s parcel identification, for each lot or parcel subject to the annual levy, shall be based on the Contra Costa County Assessor’s secured roll data for the applicable year in which this report is prepared and is incorporated herein by reference.

A listing of assessor’s parcels subject to the annual levy for Fiscal Year 2022/23, along with the amounts levied, is on file in the office of the City Clerk and incorporated herein by reference. Based on County Assessor’s secured roll data, current assessor’s parcels, including corrected and/or new assessor’s parcels, will be submitted and/or resubmitted to the Contra Costa County Auditor/Controller. The annual amount to be levied and collected for the resubmitted parcel(s) shall be determined in accordance with the assessment methodology and rates approved in this report. Therefore, if a single assessor’s parcel has a status change in development, other land use change, or subdivides into multiple assessor’s parcels, the levy amounts applied to each of the new assessor’s parcels shall be recalculated and applied according to the approved assessment methodology and rates rather than a proportionate share of the original levy amount.

Agenda Packet Page 55 of 141

AGENDA BILL
Agenda Item No. 8.A.

Date: May 3, 2022
To: El Cerrito City Council
From: Michael Pigoni, Fire Chief (Retired), Fire Department Subject: Adoption of the 2022 City of El Cerrito Emergency Operations Plan

ACTION PROPOSED
Adopt a resolution to approve the 2022 City of El Cerrito Emergency Operations Plan, which is the foundation for disaster response and recovery operations and may be used as a reference and guidance document that outlines how the City complies with and implements the requirements of the California Emergency Services Act to protect the lives and property of the community.

BACKGROUND
This Emergency Operations Plan (EOP) is an all-hazard plan that describes how the City of El Cerrito will organize and respond to emergencies and disasters in the community. It is based on, and is compatible with, federal, state of California, and other applicable laws, regulations, plans, and policies, including the National Response Framework and the State of California Emergency Management Plan.

Maximizing public safety and minimizing property damage is a primary responsibility of the government when responding to emergency or disaster conditions. It is the goal of the City of El Cerrito that responses to such conditions are conducted in the most organized, efficient, and effective manner possible. To aid in accomplishing this goal, the City will formally adopt the principles of the National Incident Management System and the Incident Command System with the approval of this Emergency Operations Plan.

The Basic Plan component of the EOP describes in broad terms the organization used by the City to respond to emergencies and disasters. It is supplemented by functional Annexes that complement the 15 federal and 18 state Emergency Support Functions (ESFs) and hazard-specific Annexes. It provides a framework for coordinated response and recovery activities during large-scale emergencies. The EOP describes how the City will manage its resources and coordinate its activities with federal, state, local, tribal, and private-sector partners.

ANALYSIS
The Emergency Operations Plan, shown in Attachment 2, and the Annexes are living documents that, once approved, will be the foundation for the City’s response to any major or large-scale emergency and provide the pathway to recovery. The Annexes may be modified as required to meet the ever changing possible solutions to maintain a state of readiness. Future training and drills will allow the plan to be fine tuned as needed. It is important to note that adoption of this Plan and the mandated training of all Agenda Packet Page 56 of 141
Agenda Item No. 8.A.
personnel is a mandated requirement.

This Plan is to be approved by the El Cerrito City Manager and ratified by the City Council. Copies of the plan will be distributed to each City Department, the Emergency Operations Center, and EOC Section Coordinators. Once approved, the EOP will be implemented by the Fire Chief or their designee and all City employees, as well as the City Council, will be trained on the updated Plan.

STRATEGIC PLAN CONSIDERATIONS
The approval of this resolution fulfills Goal A: Deliver exemplary government services, Goal B: Achieve Long-term Financial Sustainability, Goal C: Deepen a sense of place and community identity, Goal E: Ensure the Public’s Health and Safety, and Goal F:

Foster Environmental Sustainability.

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

FINANCIAL CONSIDERATIONS
There is no direct financial cost related to the adoption of this Emergency Operations Plan. However, potential costs for updated equipment and training to implement the EOP, including costs related to the Emergency Operations Center (EOC) at City Hall, will be considered as part of the upcoming budget process for FY 2022-23. Initial costs are estimated at approximately $50,000 with annual costs of $5,000 for refresher training.

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Exhibit A to Resolution - Emergency Operations Plan
Agenda Packet Page 57 of 141
Agenda Item No. 8.A.

RESOLUTION NO. 2022-XX

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

ADOPTION OF THE CITY OF EL CERRITO EMERGENCY OPERATIONS PLAN WHEREAS, the City of El Cerrito is vulnerable to various natural, technological and manmade hazards which have the potential to affect the safety, health, and welfare of the population and cause damage or destruction to public and private property; and WHEREAS, the preservation of life, property and the environment are an inherent responsibility of local, state, and Federal governments; and WHEREAS, the California Emergency Services Act requires cities to have an Emergency Operations Plan (EOP) to ensure effective and efficient operation in the event of an emergency or disaster; and
WHEREAS, the City has prepared an updated EOP to ensure the most effective and economical allocation of resources for protection of people and property in the time of an emergency or disaster; and
WHEREAS, the EOP establishes the emergency organization, concept of operations and specific policies, general procedures, and process for coordination of the City’s responsibilities as a member of the Contra Costa County Operational Area organizations; and
WHEREAS, the EOP builds upon the previous efforts to enhance the City’s emergency and disaster preparedness, response, recovery, and mitigation capabilities and includes the critical elements of the Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), National Response Framework (NRF), and the Incident Command System (ICS); and
WHEREAS, the EOP has been reviewed and approved by the appropriate City departments and City Manager and provided the necessary feedback of the EOP’s development.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of El Cerrito that it hereby adopts the Basic Plan of the Emergency Operations Plan, attached hereto as Exhibit A, as the official emergency plan for the City of EL Cerrito BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on May 3, 2022, the City Council of the City of El Cerrito passed this Resolution by the following vote:

Agenda Packet Page 58 of 141
AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS:

IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on May _____, 2022
__________________________
Holly M. Charléty, City Clerk
APPROVED:
_______________________
Gabe Quinto, Mayor
Agenda Packet Page 59 of 141

CITY OF EL CERRITO

EMERGENCY OPERATIONS PLAN
Agenda Item No. 8.A.

Exhibit A to Resolution
Agenda Packet Page 60 of 141
City of El Cerrito Emergency Operations Plan
April 2022
Emergency Management Services Provided By:

El Cerrito Fire Department
Prepared for:

City of El Cerrito
10890 San Pablo Avenue
El Cerrito, CA 94530
(510) 215-4300
www.el-cerrito.org
Prepared by:

Tetra Tech, Inc.
1999 Harrison Street, Suite 500
Oakland, CA 94612
(510) 302-6300
www.tetratech.com
City of El Cerrito
10890 San Pablo Avenue
El Cerrito, CA 94530
(510) 215-4300
www.el-cerrito.org
Agenda Packet Page 61 of 141
City of El Cerrito Emergency Operations Plan
i April 2022

CONTENTS
Contents .......................................................................................................................................................... i Preface ......................................................................................................................................................... 1 Authority, Approval & Distribution........................................................................................................................ 2 Record of Changes................................................................................................................................................. 3 Plan Distribution.................................................................................................................................................... 3

1.0 Introduction .................................................................................................................................................. 4

2.0 Concept of Operations................................................................................................................................... 7

3.0 Emergency Management Organization........................................................................................................ 10

4.0 Emergency Management Cycle.................................................................................................................... 12

5.0 Emergency Operations Center..................................................................................................................... 20

6.0 Emergency Declarations.............................................................................................................................. 23

7.0 Public Information....................................................................................................................................... 25

8.0 Continuity of Government........................................................................................................................... 25

9.0 Plan Development and Maintenance .......................................................................................................... 27

10.0 Authorities and References......................................................................................................................... 27 ABBREVIATIONS .................................................................................................................................................. 29 GLOSSARY ....................................................................................................................................................... 30 ANNEXES ....................................................................................................................................................... 34 Agenda Packet Page 62 of 141
City of El Cerrito Emergency Operations Plan
1 April 2022

PREFACE
The Emergency Operations Plan (EOP) outlines how the City of El Cerrito – its government, stakeholder agencies, community-based organizations (CBO), business community, and residents – coordinate their response to major emergencies and disasters. This plan is regularly updated by staff and approved by the City Council.

The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. City assets, resources, and departments are potentially vulnerable and may become overwhelmed. With this in mind, a primary goal of the EOP is to promote flexibility whenever possible and is not intended to limit the use of good judgement and common sense. This document is intended to facilitate emergency response and short-term recovery functions for emergencies and disasters which are outside of the scope of normal City operations.

The City of El Cerrito has officially adopted and integrated the following emergency management, response, and coordination systems:
 Incident Command System (ICS)
 Standardized Emergency Management System (SEMS)
 National Incident Management System (NIMS)
This EOP addresses the four phases of emergency management:
 Preparedness
 Response
 Recovery
 Mitigation
The City has adopted a “Whole Community” approach in which the inclusion and integration of community partners, neighbors, and other stakeholders are actively promoted in all phases of emergency management. Through these collaborative efforts, the City will be better prepared to meet the needs of its residents and daytime populace alike, especially those with disabilities and others with access and functional needs.

The City’s Emergency Operations Center (EOC) provides a centralized location where emergency management coordination and decision making can be supported during a critical incident, major emergency, or disaster. When activated, the EOC provides support for a number of critical tasks related to communications, coordination, resource management, and executive leadership.

If the City of El Cerrito determines the effects of an emergency are, or may become, beyond the capability of local resources, a local emergency can be proclaimed. A local proclamation of emergency allows the City Manager as the Director of Emergency Services to take measures necessary to protect and preserve public health and safety and supports requests for state and federal assistance. A proclamation also provides City staff with additional powers and authorities to increase the speed and effectiveness of City response activities.

Attachments to this EOP include a summary of authorities and references, a sample proclamation of local emergency, a summary of the hazards facing the City, selected acronyms, and a glossary.

The EOP is organized and defined as follows:

Agenda Packet Page 63 of 141
City of El Cerrito Emergency Operations Plan
2 April 2022
 Basic Plan (also referred to as EOP in this document) presents the planning assumptions, policies, and concept of operations that guide the responsibilities for emergency preparedness, response, recovery, and mitigation for the City of El Cerrito.  Annexes - including informational, functional and hazard specific There are a number of City plans, procedures, and other documents that support or relate to this Basic Plan and Annexes.

AUTHORITY, APPROVAL & DISTRIBUTION
This Emergency Operations Plan is sanctioned under the authority of the El Cerrito Municipal Code1 and promulgated under the authority of the city manager as director of emergency services.

State Authority can be found, in part, in the California Emergency Services Act2 and various other codes and regulations. Federal Authority is found in The Robert T. Stafford Act3 , Homeland
Security Presidential Directive 54 and 85
. The system used nationally is NIMS (National Incident Management System) as well as the National Response Plan (NRP).

This document shall be the official Emergency Operation Plan for the City of El Cerrito and shall supersede all previous plans for this purpose. Nothing in this plan shall be construed in a manner that limits good judgment and common sense in matters not foreseen or covered by the elements of the plan or any appendices hereto.

This plan is approved by the El Cerrito City Manager and ratified by the city council. Copies of the plan will be distributed to each City Department, the Emergency Operations Center, and EOC Section Coordinators. Once approved, it will be implemented by the Fire Chief or his designee.

City of El Cerrito
_______________________________________________________ ________________________ City Manager Date
1 City of El Cerrito Municipal Code, Chapter 2.28.0100 (1992) 2 California Emergency Services Act (2015).
3 Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended. 4 Homeland Security Presidential Directive – 5 (2003). 5 Homeland Security Presidential Directive – 8 (2003).

Agenda Packet Page 64 of 141
City of El Cerrito Emergency Operations Plan
3 April 2022

RECORD OF CHANGES
All updates and revisions will be tracked in the following table. This process will ensure that the most recent version of the plan is disseminated and implemented by emergency response personnel.

Plan Update / Changes
Date Change
No.

Change made by (Name &
title)
Summary of Changes

PLAN DISTRIBUTION
The Fire Department will maintain a complete volume of the final Emergency Operations Plan (EOP) in its offices. The primary method of EOP distribution is electronic. The following City Departments will receive a digital version of the final EOP by email sent to the Department head.

Distribution List
City Attorney Human Resources
City Clerk Information Technology
City Manager Police
Community Development Public Works
Finance Recreation
Fire
Agenda Packet Page 65 of 141
City of El Cerrito Emergency Operations Plan
4 April 2022

1.0 INTRODUCTION
The EOP serves as a significant document for El Cerrito’s emergency management activities.

While resources may be called upon as needed, responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure adequate preparedness, city departments should actively participate in preparedness and planning activities including the development of departmental plans, policies and procedures as necessary to fulfill assigned roles and obligations.

The EOP embraces the Federal Emergency Management Agency’s (FEMA) “whole community” approach to emergency management and, in addition to El Cerrito’s resources, recognizes the role of non-governmental organizations (NGOs), CBOs, faith-based organizations (FBO), privatesector businesses, educational institutions, and other stakeholders. Additionally, the EOP is intended to reflect the wide variety of support that may be required by residents, visitors, and businesses, including people with disabilities and others with access or functional needs.

Consideration for people with disabilities, access or functional needs will be given in emergency planning.

Certain groups and organizations will need to interface with the City's EOC and among each other, including in circumstances where normal telecommunications may be impaired. By understanding the elements of this plan, the City and such organizations can facilitate that process.

Members of the community should be aware of the potential risks and hazards we face and the responsibility to prepare personally, at a family level, and in one's organization.

1.1 Purpose
The purpose of this EOP is to provide and outline the framework, concepts, and policies of El Cerrito’s emergency procures and operations to ensure effective management and coordination of the City’s response to emergencies and disasters. It identifies roles and responsibilities for various individuals and departments as they pertain to preparedness, response, recovery, and mitigation activities. This plan serves as a foundational document for other City plans, as well as a reference document for other government and non-government organizations and entities. This plan complies with current federal, state, and local laws and regulations as well as best practices.

1.2 Goals and Objectives
The overall objective of emergency management is to ensure the effective coordination of response forces and resources in preparing for and responding to situations associated with natural disasters, technological incidents and national security emergencies. To carry out its responsibilities, the emergency management organization will accomplish the following objectives during an emergency/disaster:
 Goal 1: Save Lives
o Objective 1.1: Prepare and disseminate emergency public information to alert, warn, and inform the public
o Objective 1.2: Provide effective life safety measures.

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 Goal 2: Incident Stabilization and Restoration of Essential Services o Objective 2.1: Maintain overall coordination/support of emergency response and recovery operations.
o Objective 2.2: Coordinate and liaise with appropriate federal, state and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies
o Objective 2.3: Establish priorities and resolve conflicting demands for support. o Objective 2.4: Provide accurate documentation and records required for cost recovery efforts.
o Objective 2.5: Provide for the rapid resumption of impacted businesses and community services.
 Goal 3: Protection of Property and the Environment
o Objective 3.1: Provide effective response efforts to reduce property loss and damage to the environment.

1.3 Scope
The EOP serves as the foundational document for the City’s emergency management activities.

The EOP applies to any significant emergency association with any hazard or threat, natural, technical, or human-caused, which may affect the City and result in a planned, coordinated response effort by City agencies. While all City resources may be called upon as needed, specific departmental responsibilities are outlined in the EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all City departments are required to actively participate in preparedness and planning activities to include the development and review of departmental plans, policies, procedures, resource information and contact information as necessary to fulfill their assigned roles and obligations.

1.4 Limitations
While many of the elements outlined in the EOP are designed for flexibility and can be utilized as needed to address a number of emergency and non-emergency events, some activities require special activation or a formal disaster declaration by the City Council. Similarly, the EOP is not meant to outline procedures for routine incidents or minor emergencies which are adequately addressed through existing processes.

The EOP identifies operational strategies and plans for managing inherently complex and potentially catastrophic events. Assets, resources, and departments are potentially vulnerable and may become overwhelmed. Deviations from the organizational and response structures outlined in the EOP may be required, based upon evolving needs and available resources.

With this in mind, the EOP is designed to promote flexibility whenever possible and is not intended to limit the use of good judgment and common sense in matters not foreseen or adequately addressed by elements of the EOP and its associated annexes, appendices, or plans.

1.5 Situation Assessment / Hazard Analysis
Emergency management is based on an understanding of a jurisdiction’s risk. The City has undergone multiple hazard analysis processes per FEMA's “Comprehensive Preparedness Guide Agenda Packet Page 67 of 141
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201 (CPG 201).” The City has an approximate population of 24,953 people (2020 Estimate6) and covers a geographic area of approximately 3.6 square miles.

El Cerrito will provide a response which is commensurate with the available staffing and resources at its disposal. El Cerrito does not have the capability and resources to provide adequate response for all emergencies and incidents during disasters. As needed, the City will request additional assistance through the Contra Costa County Operational Area.

This current best practice places risk into three categories: natural, technological (accidental), and human-caused (deliberate).

The current Hazard Mitigation Plan identifies the following as the top hazards for the City:

Hazard Type Category
Earthquake High
Landslides High
Wildfire High
Severe Weather Medium
Flooding Medium
Additional information regarding El Cerrito’s geography, demographics, and other hazards is contained in the Contra Costa County Hazard Mitigation Plan.7

1.6 Planning Assumptions
The following assumptions may be viable during emergency and/or disaster operations:
 El Cerrito is susceptible to a number of hazards and risks that may result in critical incidents which may include natural, technological, or human caused.  Emergencies may occur at any time with little or no warning and may exceed the capabilities of local, state, and federal governments, and the private sector in the affected areas.
 All City departments will participate in planning and preparedness activities as required.  City personnel will be adequately trained to perform the roles to which they are assigned.  The City’s EOC will be partially or fully activated to support operations during critical incidents.
 The City of El Cerrito is primarily responsible for emergency action within their municipality and will commit all available resources to save lives, minimize injuries to persons, and minimize damage to property and the environment.
 City departments will participate; however, personnel may be unavailable or unable to report to work.
 The Kensington Fire District contracts with ECFD to provide fire, rescue, and emergency services. Kensington, located in the Berkeley Hills, is an unincorporated area in Contra Costa County.
 El Cerrito will utilize SEMS, ICS, and NIMS in emergency response and management of operations.
6 CA Department of Finance - Population Estimates 7 Tetra Tech. 2018. “Contra Costa County Local Hazard Mitigation Plan.” Agenda Packet Page 68 of 141
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 The City will commit their resources to a reasonable degree before requesting mutual aid assistance.
 Non-essential City operations may be reduced or cancelled in order to prioritize resources.  Following a major disaster or catastrophic incident, El Cerrito may have to rely on their own resources to be self-sustaining until mutual aid is available.  Transportation infrastructure may be disrupted and access to critical facilities may be blocked.
 Critical infrastructure and utilities (natural gas, water, electricity, sanitary sewer, garbage, recycling, communications, etc.) may be severely impacted.  Residents, businesses, and other entities may need to be self-sufficient for one week or more.
 Reasonable accommodations will be made for people with disabilities and/or access and functional needs, but additional planning, resources, and support may be required during emergencies.

2.0 CONCEPT OF OPERATIONS
In accordance with state and federal laws and guidance, the City of El Cerrito has officially adopted and integrated the following emergency management, response, and coordination systems into the current emergency management operations:
 Incident Command System (ICS)8
 Standardized Emergency Management System (SEMS)9
 National Incident Management System (NIMS)10
Collectively, the congruent operational systems outline how critical incidents, emergency, and disasters will be coordinated in the field, and all levels of government – local, county, regional, state and federal.

2.1 Field-Level Coordination
As mandated by both SEMS and NIMS, El Cerrito utilizes the Incident Command System (ICS) to manage response activities in the field. ICS provides for common terminology, processes, and position titles, while allowing the delegation of functions (or tasks) to subordinate positions in order to promote proper span of control and unity of command. ICS is applicable to any size incident and is designed to scalable as the needs of an incident expand or contract. When utilized, the standardization of ICS principles and nomenclature is capable of integrating large numbers of personnel from disparate organizations.

Multi-Agency Coordination System (MACS)
The Multi-Agency Coordination System (MACS) is a part of NIMS and provides the basic architecture for facilitating the allocation of resources, incident prioritization, coordination and integration of multiple agencies for large-scale incidents and emergencies. A MAC group is made up of administrators or designees authorized to represent or commit agency resources and funds. 8 More information regarding ICS can be found within the NIMS 3rd Edition Document. 9 California Emergency Services Act 10 Robert T Stafford Act as amended Agenda Packet Page 69 of 141
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MAC groups do not have direct involvement in the incident(s) and may function virtually. The principal functions and responsibilities associated with MACS include:
• Situation awareness / assessment
• Incident priority determination
• Critical resource acquisition and allocation
• Anticipating / identifying future resource requirements • Coordinating policy issues
• Providing strategic coordination
• Joint Information Systems

2.2 Local, Regional, and State-Level Coordination: SEMS Standardized Emergency Management System (SEMS) is intended to standardize response in emergencies and is intended to be flexible and adaptable to the needs of the emergency responders. SEMS forms the foundation of emergency management organization throughout the State of California and its use is required by all jurisdictions. SEMS requires agencies use basic principles and components of emergency management including Incident Command System, multi-agency coordinator, operational area concept and established mutual aid systems. Local government must use SEMS to be eligible for state funding of response-related personnel costs.

SEMS utilizes five organizational tiers which are activated as need be and they consist of: field response, local government, operational area, regional, and the state.

El Cerrito has incorporated the use of SEMS into its emergency management program.

2.2.1 Field Response
Field response includes on-scene activities and coordination, consistent with ICS, to make tactical decisions in direct response to the emergency of disaster. The field response is managed through an Incident Command Post (ICP). Resource requests and situation reports are routed from the field to the next SEMS organizational level, either through participating response agencies or the local EOC if activated.

2.2.2 Local Government
The City of El Cerrito, as the local government, retains the responsibility and authority for managing response activities within its jurisdiction. To support these efforts, the City may activate its EOC and Departments may activate respective Department Operations Center (DOCs). The EOC provides agency coordination, provides logistical support, establishes common operating procedures, identifies overarching priorities, and prioritizes available resources. Additionally, the EOC coordinates with Contra Costa County Operational Area (OA)/County EOC.

2.2.3 Operational Area
The Operational Area (OA) provides response coordination for all political subdivisions within the county’s jurisdiction. The OA coordinates response activities within the county’s jurisdiction through the County EOC, if activated. The OA serves as a link to the regional level and other OAs within the region.

El Cerrito is part of the Contra Costa Operational Area and coordinates with the Contra Costa County Office of Emergency Services (OES). The City participates in Contra Costa OA planning Agenda Packet Page 70 of 141
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and during a critical incident, coordinates with the OA, through either the Contra Costa County OES or the Contra Costa County EOC, if activated.

2.2.4 Regional
The State of California is divided into three regions that each maintains Regional Emergency Operations Centers (REOC) to coordinate resource requests, support mutual aid, and promote situational awareness between their respective OAs. The City of El Cerrito and Contra Costa County are in the Coastal Region.

2.2.5 State
The Governor, through California Office of Emergency Services (Cal OES) and its Mutual Aid Regions, will coordinate statewide operations to include the provision of mutual aid and other support to local jurisdictions and the redirection of essential supplies and other resources as required. Contra Costa County is part of the OES Coastal Region. Requests that exceed the capabilities of the Operational Area will be forwarded to the Region.

The Cal OES Director, assisted by State agency directors, their staff, and volunteer agency staff will constitute the State emergency management staff.

Below is a diagram of SEMS interaction and communication flow:

Resource Requests
Information Flow

OPERATIONAL AREA
Contra Costa County

LOCAL GOVERNMENT
El Cerrito
REGION
Cal OES Coastal Region
STATE
State of California
Cal OES
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2.3 National Incident Management System (NIMS) and National Response Framework (NRF)
NIMS provides a comprehensive national framework for incident management applicable at all jurisdictional levels and across all functional disciplines. The majority of NIMS requirements applicable to the City of El Cerrito, including the adoption of ICS. Additional elements of NIMS outline coordination between federal agencies and the use of federal assets and resources.

NIMS is built on the following three components:
 Resource Management
 Command and Coordination, including the Incident Command System  Communications and Information Management
The National Response Framework (NRF) is built upon the premise that incidents are typically handled at the lowest jurisdictional level. The NRF provides the framework for federal interaction with state, local, tribal, private sector and non-governmental entities in the context of domestic incident management to ensure timely and effective federal support.

El Cerrito has adopted the use of NIMS and ICS into its emergency management program.

Mutual Aid
The California Mutual Aid System operates within the framework of the California Master Mutual Aid Agreement (MMAA) and under the authority of the California Emergency Services Act. The system allows for the mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and the state with the intent to provide requesting agencies with adequate resources. Mutual aid is utilized by four primary response disciplines:
 Fire and Rescue
 Law Enforcement
 Coroner
 Emergency Management
The California Mutual Aid System includes six mutual aid regions in order to facilitate the coordination and flow of mutual aid requests. As part of the Coastal Region, the Contra Costa Operational Area and El Cerrito are part of Mutual Aid Region II.

The system includes a number of discipline-specific mutual aid systems that operate through designated mutual aid coordinators at the Operational Area, regional, and State levels. Mutual aid requests are coordinated within their geographic area before unfilled requests are forwarded to the next level. Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system and by emergency management staff at the local government, operational area, regional, and state levels.

3.0 EMERGENCY MANAGEMENT ORGANIZATION
The City’s Municipal Code11 outlines the purpose of emergency services for the preparation and carrying out of plans for the protection of people and property within respective city in the event 11 El Cerrito Municipal Code - Emergency Organization
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of an emergency; the direction of the emergency organization; and the coordination of the emergency functions with all other public agencies, corporations, organization, and affected persons.

3.1 Director and Assistance Director of Emergency Services El Cerrito’s Municipal Code designates the City Manager as the Director of Emergency Services10 who has the responsibility and authority for managing the emergency organization with their city.

The Director of Emergency Services is responsible for the coordination of “services and staff of the emergency organization of the city and resolve questions of authority and responsibility.” The city manager serves as the primary EOC Director.

The Director of Emergency Services has overall management responsibility for the following:
 Creating and issuing rules and regulations pertaining to the protection of life and property.  Obtaining supplies, equipment, and property to be used to protect life and property.  Managing city employees during an emergency.
 Procuring and managing the assistance of citizens during times of emergency and ensuring their protection under California State law to registered disaster service workers.  Requesting the use or assistance of city personnel or material(s) from any city department or agency.
 Executing the duties and responsibilities as City Manager; executing the special powers granted through El Cerrito Municipal Code, resolution, or emergency plan adopted by the council; executing powers granted by the council, or other legal authority.  Designate the order of succession to the office should the director be unavailable to attend meetings or perform the required duties of the position. The order of succession is required to be approved by the council.
 The assistant director, appointed by the director, shall have duties and responsibilities as assigned by the director.

3.2 City Employees
One of the greatest resources for the City of El Cerrito is its employees. California Government Code designates that all public employees are Disaster Services Workers (DSWs).12 Any employee of the City of El Cerrito may be assigned to perform activities which promote the protection of public health and safety or the preservation of lives and property. Such assignments may require services at locations, times, and under conditions that are significantly different than normal work assignments and may continue into the recovery phase of emergency.

3.3 Kensington Community Services District
Kensington Community Services District (Kensington) is a special district in unincorporated area of Contra Costa County which is geographically located adjacent to the southeast portion of the City in the Berkeley Hills. Kensington provides police services, park and recreation, and waste management to its residents and contracts with El Cerrito for its fire protection and related services.

The area covers about 0.95 square miles and has a population of 5239 (2019 estimate). 12 CA Disaster Services Worker (Gov Code 3101)
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4.0 EMERGENCY MANAGEMENT CYCLE

4.1 Preparedness Phase
The preparedness phase involves activities undertaken in advance of an emergency. These activities develop operational capabilities and effective responses to a disaster. These activities focus on maintaining or improving capabilities that will be used in the response or recovery phases. Preparedness actions might include mitigation activities, emergency/disaster planning, training, exercises and public education. Members of the emergency management organization should prepare
checklists detailing assignments, notification rosters, resource lists and other useful documents. Personnel should be
acquainted with these documents through periodic training and reviews.

4.1.2 Planning
Emergency planning includes a wide variety of plans at the strategic, operational, and tactical levels. Strategic plans include the EOP and many of its associated hazard-specific or functional annexes, while operational and tactical planning includes more detailed information such as standard operating procedures (SOP), checklists, personnel assignments, notification rosters, resource lists, and forms.

All City departments are required to participate in the development of relevant strategic and operational plans while ensuring that internal tactical planning is sufficient to meet the needs of their outlined roles and assigned objectives. This includes the development of department-specific SOPs required to meet the objectives outlined for each department.

4.1.2.1 Continuity Planning
Disasters or major emergencies have the potential to disrupt or interrupt critical and essential City services that are vital to the health and welfare of its residents. Planning for such possibilities addresses the continuation of government and succession of officers. To ensure this continuity the City will address the following:
 Identification and prioritization of essential services  Establishment, promulgation and maintenance of orders of succession  Identification of delegation of authority
 Identification of continuity of communication
 Identification and maintenance of continuity of facilities  Maintenance of vital records
 Establishment of process of reconstruction
 Development of an effective test, training and exercise program to support continuity efforts
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4.1.3 Training
Training is an essential component of preparedness and greatly impacts the ability to respond to and recover from a critical incident.

ECFD facilitates trainings and regularly communicates opportunities to staff members.

Additionally, the cities prioritize trainings that promote staff understanding and familiarity with the following concepts:
 Incident Command System (ICS)
 California Standardized Emergency Management System (SEMS)  National Incident Management System (NIMS)
 California Disaster Service Worker (DSW) [CA Government Code 3101]  EOC Functions
The City Manager will ensure that staff members assigned to the EOC are properly trained and competent to fulfill their designated responsibilities. Staff members are encouraged to engage in on-going emergency management training to be familiar with current plans and guidance and capable of fulfilling the EOC role to which they are assigned.

4.1.4 Exercises
Exercises are a primary tool for assessing preparedness and identifying areas for improvement.

They are a valuable method to validate plans and train personnel. El Cerrito follows the Homeland Security Exercise and Evaluation Program (HSEEP) including seminars, tabletop and functional exercises.

A variety of exercises and trainings are used to assess capabilities and prioritize future planning and training needs. By simulating potential response and recovery scenarios, El Cerrito is able to validate existing plans and determine where additional training might be needed. ECFD will develop a Training and Exercise Program that incorporates a building block approach in the development of planned exercises to facilitate increasing awareness and knowledge.

4.1.5 Public Awareness & Education
The Fire and Police Departments, other City departments, and their partners promote public awareness and education in order to strengthen overall preparedness and community resilience.

By providing community education, outreach, training, and coordination, the City increases the ability of community members and organizations to adequately prepare for and meet their own needs. By promoting self-reliance and preparedness, the cities reduce the overall burden on limited resources and competing needs that may arise during critical incidents.

Public Education is an essential tool to teach residents how to prepare for, react to, and recover from a major emergency or disaster.

4.2 Response Phase
The response phase includes any actions taken immediately before, during, or directly after a critical incident in order to minimize the potential or existing impacts of the incident.

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4.2.1 Pre-Event
Some incidents may provide sufficient warning to allow for pre-event or precautionary measures.

Depending on the likelihood of significant impacts, pre-event response may include:
 Public warning
 Evacuations
 Resource Mobilization
 Staging
 Mutual Aid Requests
 Proclamation of a Local Emergency

4.2.2 Emergency Response
Emergency response activities are actions taken during or immediately after a critical incident to reduce or minimize actual impacts. While these activities are often associated with traditional response units – fire, law enforcement, emergency medical service (EMS), and public works – the size and complexity may require support from additional governmental agencies, nongovernment organizations (NGOs), businesses, and other partners.

During emergency responses, some incidents may escalate beyond the capabilities of field operation management that may necessitate the need for additional support and coordination requiring the activation of a Department Operations Center (DOC). When an incident or multiple incidents exceed the capabilities of a DOC, or when multiple department DOCs have been activated and more coordinated efforts are needed, the EOC should be activated.

When coordinating emergency response activities and prioritizing needs and objectives, the following hierarchy is utilized:

1. Life Safety

2. Incident Stabilization

3. Protection of property and infrastructure and restoration of essential services

4. Reduce impacts to the environment
Emergency response may include activities related to short-term recovery and often overlaps with long-term recovery operations.

4.2.3 Prolonged Emergency
In addition to continuing life and property protection; operations, mass care, relocation, public information, situation analysis, status and damage assessment operations will be initiated.

4.3 Recovery Phase
The Recovery Phase includes short and long-term activities focused on returning the community to pre-incident or improved conditions. In some situations, when a disaster declaration has been made, recovery activities may include the critical task of identifying, documenting and quantifying response and recovery costs eligible for reimbursement.

The Recovery Phase may begin during the Response Phase or as directed by the EOC Director.

Depending on the incident the recovery process may be short or be a sustained operation lasting several years. A comprehensive recovery plan may provide more detailed actions for a prolonged recovery period.

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The City may set priorities and secure resources. The following actions may help facilitate recovery efforts
 Conducting damage assessments
 Assessing housing needs – both support and solutions
 Issuing permits for repairs and demolition
 Debris removal
 Opening roadways and transportation routes
 Restoring utilities – water, electricity, gas, communications, sewer  Opening local assistance centers (LACs)
 Resume government functions
 Coordinating efforts with County OES
 Working with local businesses to restore operations
 Coordinating with County, State and Federal officials regarding financial recovery  Coordinate with County Public Health efforts for disasters that included health issues  Identify and prioritize essential functions and services

4.3.1 Short-term Recovery
Short-term recovery operations begin during the response phase and may include activities such as the restoration of essential services, rapid debris removal, and the re-establishment of City services.

4.3.2 Long-term Recovery
Long-term recovery operations are often required to address extensive damage to infrastructure or widespread devastation. Activities include the restoration and reconstruction of public facilities and disaster response cost recovery.

The recovery period has major objectives that may overlap with other phases of the emergency management cycle, including:
 Reinstatement of family and individuals’ autonomy
 Provision of essential public services
 Permanent restoration of private and public property
 Identification of residual hazards
 Plans to mitigate future hazards
 Recovery of costs associated with response and recovery efforts  Coordination of state and federal, private and public assistance As the immediate threat to life, property, and environment subsides, the rebuilding of El Cerrito will begin through various recovery activities. Long-term planning efforts, including public safety and infrastructure sustainability, are included in the El Cerrito General Plan. Recovery activities involve the restoration of services to the public and rebuilding the affected area(s). Examples of recovery activities may include:
 Restoring all utilities
 Establishing and staffing Local Assistance Centers (LACs) and Disaster Assistance Centers (DACs)
 Applying for state and federal assistance programs
 Conducting hazard mitigation analysis
 Identifying residual hazards
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 Determining recovery costs associated with response and recover

4.3.3 Damage Assessment
Damage Assessment activities involves identifying, recording, compiling, and analyzing damage information in order to determine the type of recovery assistance needed. Following major disasters, a process known as Preliminary Damage Assessment (PDA) is employed to determine preliminary eligibility for certain state and federal financial assistance and reimbursement programs.

4.3.4 Disaster Assistance Programs
If the disaster is significant enough to warrant a gubernatorial and a presidential disaster declaration, additional state and federal assistance may become available.13 If determined to be eligible, the City and its residents may be able to participate in state and federal disaster assistance programs for the following:
 Individuals – may be eligible for loans and grants for housing assistance programs (for homeowners and renters), and uninsured disaster-related necessitates (including personal property, medical, dental, and transportation expenses). Other Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) programs include crisis counseling, disaster unemployment assistance, and legal services, may be available.  Businesses – may be eligible for low-interest loans to assist with uninsured physical damaged through the United States Small Business Administration (SBA).  Government – assistance may be available through state assistance under the California Disaster Assistance Act (CDAA), as well as sever federal programs including the FEMA Public Assistance (PA) Grant Program, Hazard Mitigation Grant Program (HMGP), and Building Resilient Infrastructure and Communities (BRIC).  Non-profit Organizations - assistance may be available through the state CDAA, as well as several federal programs including FEMA PA Grant Program for eligible non-profit organizations.

4.3.5 Recovery Documentation
Documentation is the key to recovering eligible response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs. Various state and federal assistance programs require different types of documentation for eligible costs and in addition to structural damage, may include staff time, equipment, and materials utilized in response to the incident. To support the maximum recovery of eligible reimbursement, city departments must identify and support internal mechanisms for tracking and documenting appropriate costs.

4.3.6 After Action Report
As part of the recovery phase, and in accordance with SEMS, the State of California requires any city declaring a local emergency for which the governor proclaims a state of emergency, to complete and transmit an after-action report to the California Office of Emergency Services (Cal 13 Note: a local disaster proclamation does not automatically warrant the provision of state or federal assistance.

The City will have to qualify for these additional resources. Most disasters do not rise to this level of significance and often insurance is the only resource available
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OES) within 90 days of the close of the incident period. The after-action report should include the following information:
 Documentation of response activities
 Identification of problems and successes during emergency operations  Analysis of the effectiveness of SEMS components
 Plan of action for implementing improvements
 Cal OES After-Action Questionnaire

4.4 Mitigation Phase
Preventing damage and losses from disaster includes those efforts known as mitigation activities.

Mitigation efforts occur both before and following disastrous events. Post-disaster mitigation is part of the recovery process. Preventing, eliminating, or reducing the impact of hazards that exist within El Cerrito and that are a threat to life and property are part of the mitigation efforts.

The current Countywide Multijurisdictional Hazard Mitigation Plan includes an Annex for El Cerrito which identifies mitigation action items. These documents identify which department is the responsible as the lead managing these actions. The Mitigation Plan may be reviewed annually and updated every five years.

A number of mitigation activities may include the implementation, augmentation or promotion of the following:
 Local ordinances and statutes (zoning ordinance, building codes, ordinances and enforcement)
 Contra Costa County Hazard Mitigation Plan
 Structural measures
 Disaster, earthquake or flood insurance
 Public information and outreach and community relations  Risk mapping
 Structural retrofitting
 Monitoring and inspection
 Land use planning
 General Plans
 Public Outreach and Education

4.5 Whole Community Approach
El Cerrito’s ability to respond and recover from significant emergencies and major disasters is highly dependent upon planning for the unique needs and specific requirements of the residents and non-resident commuters and visitors. To further identify and meet these needs, a “Whole Community” approach has been adopted to include and integrate community partners, neighbors, and other stakeholders in all phases of emergency management. Through these collaborative efforts, El Cerrito will become more resilient and better prepared to meet the needs of its residents and daytime population, especially those with disabilities and others with access and functional needs.

4.5.1 Residents
Residents of El Cerrito play a fundamental role in emergency management by ensuring that they are prepared for emergencies and disasters. In most disasters, City residents will be the first to Agenda Packet Page 79 of 141
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respond—family members caring for one another, neighbor helping neighbor. In a major disaster, residents may not have access to City services for days. Individual preparedness will ensure that the City’s limited resources can go where they are most needed.

The City recommends that all residents prepare for disaster by taking first aid and CPR training, maintaining disaster supplies of food and water, and safekeeping personal documentation (e.g., personal identification and individual medical records). These actions will better prepare residents to evacuate or shelter-in-place for up to a week. Those families or residents with disabilities and others with access and functional needs may require additional personal planning before, during, and after an emergency to accommodate their need for assistance with communication, maintaining health and medical supplies, independence, support and safety, or transportation.

4.5.2 Community Organizations / Volunteer Groups
El Cerrito has several volunteer organizations that promote emergency preparedness and assist during emergencies and disasters. These include Community Emergency Response Teams (CERT) and East Bay Amateur Radio Club. These organizations can play a vital role in assisting neighborhoods prepare for and assist with disasters and emergencies. The Amateur Radio Groups can assist with auxiliary forms of communication from neighborhoods CERT volunteers can activate and serve as role in providing basic assistance and support throughout various communities.

4.5.3 Private Sector
El Cerrito has a vibrant business community that includes traditional retail, entertainment, and corporate businesses. The City engages with the private sector to better understand their needs, identify resources, and develop partnerships. Much of the City’s private sector partners address preparedness planning internally as a way to minimize business disruptions and to support the wellbeing of their employees and also offer their resources and technical capabilities to the larger community. The City acknowledges this valuable support and will continue collaborative efforts with the private sector as a component of the overarching emergency management program.

4.5.4 People with Disabilities
People with disabilities often require additional planning and support to ensure they receive equal access and coverage as required under the Stafford Act as well as other state and federal legislation such as the Americans with Disabilities Act (ADA) of 1990. Covered disabilities are not always apparent and may include impairments of mobility, vision, and hearing as well as some cognitive disorders and mental illnesses. To meet the needs of these individuals, El Cerrito is committed to supporting efforts and activities designed to improve and validate capabilities in support of people with disabilities, including but not limited to:
 Notifications and warning procedures
 Evacuation, transportation and sheltering considerations  Accommodations for service animals
 Accessibility to information
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4.5.5 Individuals with Access & Functional Needs
In addition to people with disabilities, El Cerrito recognize that additional support may be necessary to support those with access and functional needs. These are not necessarily related to a specific condition, diagnosis, impairment and are based upon functional areas such as:
 Maintaining independence
 Effective communication
 Transportation
 Supervision
 Medical care
Individuals with access and functional needs may not have access to support networks outside of their immediate communities or be able to self-evacuate. As a result, they may have additional needs before, during, and after an incident. Those with functional needs often include children, the elderly, tourists, and other segments of the population, including:
 People with disabilities
 People living in institutionalized settings
 People from diverse cultures
 People with limited English proficiency
 People without transportation
 People who are economically disadvantaged
 Women who are pregnant

4.5.6 Considerations for Pets and Animals
In 2006, the federal government passed the Pets Evacuations and Transportation Standards (PETS) Act as an amendment to the Stafford Act. The PETS Act directs state and local emergency preparedness plans address the needs of individuals with pets and companion animals during a disaster or emergency. American Red Cross procedures allow for assigned service animals to accompany individuals.

El Cerrito works to include consideration for the needs of pets and companion animals in plans as appropriate. Berkeley Humane Society maintains shelters including mobile ones for various pets and can be potentially located near a designated shelter. Additional resources for the evacuation of larger animals, such as horses, may be available for coordination and request in Contra Costa County.

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5.0 EMERGENCY OPERATIONS CENTER
El Cerrito operate an Emergency Operations Center (EOC) that provides a centralized location where emergency management coordination and decision-making can be supported during critical incident, major emergency, or disaster. When activated, the EOC provides support for a number of critical tasks related to communication, coordination, resource management and executive leadership.

Emergency response and field personnel (e.g., fire, police, public works) will be notified and mobilized in accordance with the respective departments’ appropriate standard operation policies and procedures (SOPs).

5.1 EOC Locations
The primary EOC location is:
• City Hall located at 10890 San Pablo Avenue
Alternate EOC locations include:
• Fire Station 72 located at 1520 Arlington Boulevard
• Fire Station 65 located at 217 Arlington Avenue
Alternate locations would be used when the primary EOC would or might be unsafe or unusable.

5.2 Activations & Deactivation
The EOC equipment is maintained by ECFD and may be used for coordination and monitoring activities at any time without the need for a formal activation. However, depending upon the need and circumstances, an official EOC activation may be appropriate to support a number of activities, including:
 Field response
 Pre-planned events
 Local proclamation of emergency
 Governor’s declaration of emergency
 Presidential declaration of a national emergency
 State of War
The EOC may be activated when an incident or event occurs in one or both cities. Incidents that occur in one municipality may be served by DOC activation(s). However, if an incident that is contained to one city overwhelms its jurisdiction’s resources, including DOC capabilities, the EOC may be activated utilizing resources from both cities. When the EOC is activated for a city specific incident, that City Manager may serve as the initial EOC Director.

5.2.1 DOC Activation
A Department Operations Center (DOC) may be active at the discretion of a senior fire, police or public works official based upon current or impending conditions that may substantially alter normal operations for a temporary time period. DOCs may also be active in support of EOC and field operations during a disaster.

A DOC is managed by a senior department official and primarily supports field operations in operations, logistics, and planning.

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5.2.2 EOC Activation Authority
The following municipal positions have the authority to activate the City’s EOC:
 El Cerrito City Manager
 El Cerrito Police Chief
 El Cerrito Fire Chief
 El Cerrito Public Works Director
Individuals serving in an acting role or empowered to act on behalf the above positions may activate the EOC.

The Police Chief, Fire Chief, Public Works Director, Emergency Services Coordinator, and City Manager should be made aware of escalating or anticipated incidents or events which may have a significant impact on El Cerrito.

EOC activation may occur based upon escalating incidents or in anticipation of an incident or event. Activation of multiple DOCs may warrant the activation of the EOC. DOC commanders should be communicating with respective department heads of current and projected situation status.

5.2.3 EOC Activation Levels
When the EOC is activated, the County Operational Area OES/EOC will be notified.

The City may also establish Departmental Operations Centers (DOCs) for specific departments (e.g., Fire, Public Works or Police) as required to support field operations and coordinate other functions within their respective departments. Activation of multiple DOCs may warrant or necessitate the activation of the EOC.

EOC activation levels are scalable based in the evolving needs and may include full or partial staffing as required. See table below:

Level Operational Status
(Minimum Positions) Trigger Event/Situation
(examples include but not limited to)
Activities
Level 1
Minimal
Staffing
Emergency Services
Coordinator
• Small incident or event
• One site
• Potential threat of:
o Flood
o Severe storm
• Escalating incident
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Reporting to State
Level 2
Partial Staffing
Management, EOC
Section Coordinators
Branches/Divisions/Units
Liaison/Agency reps
• Large scale evacuations
• 2+ incident sites
• Severe Weather Warning
• Earthquake with minor
damage
• Major scheduled event
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Logistics Support
• Reporting to State
Level 3
Full Staffing
All positions
(as required)
• Large Winter Storm
• Terrorist incident
• Major Earthquake
• Situational Analysis
• Public Information
• Response Coordination
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as needed • Regional Disaster
• Major Wildland Fire in
Urban interface
• Resource Coordination
• Logistics Support
• Recovery Operations
• Sustained Operations
• Reporting to State
Similarly, the deactivation of the EOC will be scalable based on the decreasing needs of El Cerrito.

Appropriate EOC functions and roles will be deactivated as the situation allows and as directed by the EOC Director.

5.3 EOC Communication & Coordination
The EOC has the capability to communicate and coordinate with field personnel, incident commanders, DOCs, external stakeholders, volunteer community groups, and other government agencies.

Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly with an Incident Commander. If a DOC is not activated, the Incident Commander may communicate directly with their department specific representative, typically located in the Operations Section of the EOC.

The EOC will communicate and coordinate with the Contra Costa County EOC and other cities in the Operational Area. Affected cities will provide situational awareness and relevant resource status to the County EOC.

Additionally, the EOC can communicate with designated volunteer community groups through the Amateur Emergency Communication Group (HAMs).

5.4 EOC Structure – Hierarchy of Command and Span-of-Control As outlined in ICS the EOC will be organized in to five major areas:
 Management
 Operation
 Planning
 Logistics
 Finance
Below is a basic ICS chart that can be expanded and condensed based on the scale of the incident.

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COMMAND

OPERATIONS PLANNING LOGISTICS FINANCE
Legal
PIO
Safety
Management of personnel within the EOC will be accomplished through the assignment of Section Coordinators for Operations, Planning, Logistics, and Finance functions. Section Coordinators will report to the EOC Director.

The four essential ICS functions in SEMS and NIMS are identified as “sections” in the EOC. All other functions are organized as branches, groups or units within these sections. Only functional elements that are required to meet current objectives will be activated.  Management - Responsible for overall emergency policy and management coordination  Operations - Responsible for supporting operations, coordinating emergency response efforts and shelter operation support
 Planning - Responsible for collecting, evaluating and disseminating information; assist in developing Emergency Action Plan; and responsible for the collection of all documentation material
 Logistics - Responsible for providing facilities, services, personnel, equipment, materials, and resources
 Finance - Responsible for financial expenditures, records, and other administrative aspects
Specific EOC positions and responsibilities are outlined in separate EOC Job Aid documents.

5.5 EOC Action Plans
At local, operational area, regional and state levels, the use of EOC action plans (EAP) provide designated personnel with knowledge of the objectives to be attained and the steps required for achievement. Action plans give direction and provide a basis for measuring achievement of objectives and overall system performance in the EOC. The EOC Director will determine and direct the drafting of EAPs.

6.0 EMERGENCY DECLARATIONS

6.1 Local Proclamation
California Government Code allows a local emergency to be proclaimed by a city council or designed official by city council.

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If the City of El Cerrito determines that the effects of an emergency are or may exceed the capabilities of local resources, a local emergency can be proclaimed. El Cerrito municipal code has empowered the city manager or mayor to issue a proclamation for the city. Such a proclamation is valid for three (3) days and must be ratified by the city council for it to remain valid. Proclamations must be made within ten (10) days of occurrence to qualify for assistance under the California Disaster Assistance Act and must be renewed every 14 days.

6.2 State of Emergency
After a proclamation of a local emergency, the governing body, having determined that local resources are not sufficient to mitigate the situation, may request by letter or resolution that the Governor proclaim a state of emergency in the area to fully commit state and mutual aid assistance and provide resources to assist local government.

To support its request for a gubernatorial proclamation, it is essential that the City forward an estimate of damage and financial loss to Cal OES through the Contra Costa County OES as quickly as possible. Estimates of loss are an important part of the criteria that Cal OES considers when making a determination to proclaim a state of emergency and request a Presidential Declaration of Emergency or Disaster. A copy of the request for a Governor’s proclamation, with the following supporting data, must be forwarded, to the Contra Costa County OES Director for transmission to the Cal OES Director:
 Copy of the local emergency proclamation
 Initial damage estimate summary that estimates the severity and extent of the damage Cal OES prepares a recommendation as to the action that should be taken by the Governor. If the action recommends a Governor’s proclamation, Cal OES prepares the proclamation.

The Governor may also proclaim a state of emergency without a local request if the safety of persons and property in the state are threatened by conditions of extreme peril, or emergency conditions are beyond the emergency response capacity and capabilities of local authorities.

Local damage assessment documentation and submission may be required for reimbursement.

6.3 State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever the state or the nation is attacked by an enemy of the United States, or upon receipt by the state of a warning from the federal government indicating that such an enemy attack is probable or imminent. The provisions of the Governor granted under a State of War Emergency are the same as those granted under a State of Emergency.

6.4 Presidential Declaration
Following the proclamation of a state of emergency, the Cal OES Director may recommend that the Governor request a Presidential Declaration of a major disaster under the authority of Public Law 93-288. The Governor’s request to the president is submitted through the FEMA.

Supplementary justification data may be required to accompany the state and local proclamations and Initial Damage Estimate.

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7.0 PUBLIC INFORMATION
During a major emergency, disaster, or significant event providing residents and the public with useful and updated information is essential. The EOC Public information Officer (PIO) will oversee messaging during an EOC activation. If the EOC is not activated, then either the lead department or City’s PIO will be responsible.
 Alerts and Notifications – during an incident the City will utilize various communication tools to disseminate information and directions to its residents. Recognizing that some residents may have limited access or functional needs. The City will strive to address communication in various forms. Communication tools include but are not limited to:
o Social media (including Next Door)
o City alert system (currently Notify Me)
o City website
o Local news stations
o CERT Teams, volunteer groups, and community or faith-based organizations Public Education can be a useful tool to prepare residents in advance of incidents – how to prepare for, react to, and recover from various situations.

8.0 CONTINUITY OF GOVERNMENT
Continuity of Government (COG) is an essential function of emergency management and is vital during an emergency/disaster situation. Continuity of government is defined as the preservation, maintenance, or reconstitution of the civil government's ability to carry out its constitutional responsibilities. All levels of government share a constitutional responsibility to preserve the life and property of their citizens. The California Government Code and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.

A major emergency or disaster could result in great loss of life and property, including the death or injury of key government officials. At the same time, there could be partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry.

In the aftermath of a major emergency, law and order must be preserved and essential government services must be maintained. To this end, it is particularly essential that local units of government continue to function.

Line of Succession – El Cerrito Emergency Services
The Municipal Code designates the city manager to be the director of emergency services and an assistant director of emergency services to be appointed by the director. In the event that neither the director nor assistant director is available to perform the director’s duties, that role may be performed by the fire chief, police chief, director of public works or senior fire, police, or public works official present until relieved by an individual of higher presence.

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Primary City Position Alternate
Mayor Mayor Pro Tempore
City Manager 1. Assistant City Manager

2. Police Chief

3. Fire Chief
City Attorney 1. Assistant City Attorney

2. Assistant City Attorney

3. Assistant City Attorney
Fire Chief 1. Fire Marshal

2. Battalion Chief – Operations

3. Battalion Chief – Support Services
Police Chief 1. Captain

2. Lieutenant – Patrol

3. Lieutenant - Administrative
Finance Director / City Treasurer 1. Accounting Supervisor

2. Finance Supervisor

3. Senior Accountant
Community Development Director (Planning) 1. Planning Manager

2. Senior Planner

3. Associate Planner
Community Development Director (Building) 1. Building Official

2. Inspector II

3. Neighborhood Preservation Officer
Public Works Director / City Engineer 1. Engineering Manager / Senior Engineer

2. Operations / Environmental Services Manager
Recreation Director 1. Recreation Supervisor

2. Management Analyst

3. Community Services Coordinator

8.1 Essential Facilities-Alternate Government Facilities In the event an alternate location is needed to perform the day-to-day governmental functions, staff will be notified to report to one of several identified governmental facility locations where those functions can be carried out. Based upon current conditions and situation status, the alternate location will be determined by the department head or senior city official.

8.2 Preservation of Vital Records
In El Cerrito the City Clerk is responsible for managing the preservation of vital records. Vital records are defined as those records that are essential to:
 Protect and preserve the rights and interests of individuals, governments, corporations and other entities. Examples documents may include:
o vital statistics and public records
o land and tax records
o license registers
o articles of incorporation
o payroll information
o contracts and leases
o plans, policies, and procedures for critical processes o ordinances and resolutions
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 Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, emergency operations plan and procedures, personnel rosters, etc.
 Re-establish normal governmental functions and protect the rights and interests of government: constitutions and charters, statutes and ordinances, court records, official proceedings and financial records.

Each department within El Cerrito should identify, maintain, and protect its own essential records, plans, procedures, documents, and other important operating functions.

9.0 PLAN DEVELOPMENT AND MAINTENANCE
El Cerrito Fire Department is responsible for the review, revision, management, maintenance, and distribution of the EOP.

The EOP is subject to periodic formal approval by the city council, whereas the Annexes are revised as needed and are not subject to formal review and city council approval. The Annexes are considered an extension of the EOP.

The EOP Basic Plan will be reviewed on a biennial basis by ECFD. The EOP may be modified at any time as a result of a post-incident or post-exercise evaluation, or changes in responsibilities, laws, or regulations.

Annexes will be reviewed biennially or as conditions, responsibilities, guidelines and the like warrant or require. Additional annexes may be added following review by ECFD.

10.0 AUTHORITIES AND REFERENCES

10.1 Local Authorities and References
• City of El Cerrito Municipal Code Chapter 2.28.010-100 • City of El Cerrito Emergency Operations Plan (2007)
• Contra Costa County Local Hazard Mitigation Plan (2018) • City of Santa Rosa Emergency Operations Plan (2017)
• City of Burlingame and Town of Hillsborough Emergency Operations Plan (2018) • Contra Costa County Emergency Plan (2015)
• Contra Costa County Office of Emergency Services

10.2 State Authorities and References
• California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code
• California Disaster Assistance Act
• California Code of Regulations, Title 19
• California Disaster and Civil Defense Master Mutual Aid Agreement • Standardized Emergency Management Systems Guidelines, 2006 • California-Federal Emergency Operations Center Guidelines: Integrating Federal Disaster Response Assistance with California’s Standardized Emergency Management System
• State of California Emergency Plan, October 1, 2017
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• Orders and Regulations that may be promulgated by the Governor during a State of Emergency or a State of War Emergency
• California Governor’s Office of Emergency Services

10.3 Federal Authorities and References
• National Fire Protection Association (NFPA)
• Federal Emergency Management Agency (FEMA)
o National Incident Management System (NIMS), 3rd Edition, October 2017 o National Response Framework, 3rd Edition, June 2016
o Developing and Maintaining Emergency Operations Plans Comprehensive Preparedness Guide (CPG) 101 Version 2.0, November 2010 Agenda Packet Page 90 of 141
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ABBREVIATIONS
AAR After Action Report
ADA Americans with Disabilities Act of 1990
AECS Auxiliary Emergency Communications Services (Amateur Radio) ARC American Red Cross
Cal OES Governor’s Office of Emergency Services
CBO Community-based Organizations
CDAA California Disaster Assistance Act
CERT Community Emergency Response Team
CESA California Emergency Services Act
COG Continuity of Government
COOP Continuity of Operations Plan
DOC Department Operations Center
DSW Disaster Service Worker
EAP Emergency Action Plan (EOC Plan)
ECFD El Cerrito Fire Department
ECPD El Cerrito Police Department
EOC Emergency Operations Center
EOP Emergency Operation Plan
EMS Emergency Medical Services
FBO Faith-Based Organization
FEMA Federal Emergency Management Agency
HAZMAT Hazardous Material
HMP Hazard Mitigation Plan (aka LHMP)
HSEEP Homeland Security Exercise and Evaluation Program IAP Incident Action Plan (Field plan)
IC Incident Command
ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
JFO Joint Field Office
JIC Joint Information Center
JPA Joint Powers Authority
MACS Multi Agency Coordination System
MMAA Master Mutual Aid Agreement (California fire agencies) NGO Non-governmental Organization (Non-profits)
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NWS National Weather Service
OA Operational Area
OES Office of Emergency Services
PDA Preliminary Damage Assessment
PIO Public Information Officer
PPD Presidential Policy Directive (National Security Directive) SEMS Standardized Emergency Management System
TEP Training and Exercise Plan
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GLOSSARY
Accessible – A facility is accessible if it has the legally required features and/or qualities that ensure entrance, participation, and usability of places, programs, services, and activities by individuals with a wide variety of disabilities.

Affected Population – Anyone who has been displaced, injured, or suffered some loss due to a disaster.

Americans with Disabilities Act (ADA) – The Americans with Disabilities Act prohibits discrimination against people with disabilities in employment, transportation, public accommodation, communications, and governmental activities. The ADA also establishes requirements for telecommunications relay services.

Annex – An annex is an addition to a document.

Appendix – Appendices provide relevant information already referenced in the guidance. Typically, this includes forms used or other necessary information.

Cal OES – The California Governor’s Office of Emergency Services is the state agency responsible for overseeing and coordinating emergency preparedness, response, recovery, and homeland security activities within the state.

Catastrophe – A series of cascading human-caused/influenced events or incidents with or without a human caused genesis, the adverse effects/consequences of which are potentially, seemingly, or definitively irreversible. A catastrophe may be caused by a disaster, or may be the cause of a disaster, but it may not be either. A catastrophe may be an emergency or cause a state of emergency, or, an emergency or state of emergency may cause a catastrophe, but a catastrophe may not be any of the above.

Civil Unrest – Civil unrest involves a disruption of the typical social order; it can involve a strike or protest, and it can be non-violent or involve violence. Riots and rebellions are both forms of civil unrest.

Community-Based Organization (CBO) – Non-profit organizations that operate within a single local community and constitute a subset of the wider group of NGOs. They are frequently run by volunteers and often self-funding. Some are formally incorporated with written charters and boards of directors, while others are much smaller and more informal.

Crisis – Phenomenon, event, active threat, or trend, with or without specific location, posing seemingly inevitable harm to life, property, environment, organizational performance, reputation, or way of life reasonably or ethically necessitating deliberate urgent intervention. (A crisis may be local, national, or global)
Dam Failure – Partial or complete collapse of a dam causing downstream flooding.

DAFN – Persons with Disabilities and others with Access and Functional Needs.

Disaster – Any natural event or emergency (hurricane, tornado, storm, high water, wind driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, etc.), or regardless of cause, any fire, flood, or explosion which the President determines to be of such severity as to warrant major federal disaster assistance.

Disaster Service Worker (DSW) – The Disaster Service Worker program is a state-funded worker’s compensation program for government employees and affiliated volunteers who provide services to protect the health and safety, and preserve the lives and property, of the people of California.

Government-affiliated volunteers, including members of the public who spontaneously volunteer to assist during a disaster, may be registered as DSWs under California’s Disaster Service Worker Volunteer Program.

Emergency – Incident(s) or crisis(es) (air pollution, fire, flood, storm, epidemic, riot, drought, sudden/severe energy shortage, plant or animal infestation or disease, Governor’s warning of earthquake/volcanic predictions, and earthquakes, etc) posing threat to safety of persons, property, or the environment that exceeds an organization’s resources/capability.

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Emergency Medical Services (EMS) – A service, providing out-of-hospital, acute medical care, transport to definitive care, and other medical transport to patients with illnesses and injuries, which prevent the patient from transporting themselves.

Emergency Operations – Actions taken during an emergency to protect life and property, care for the people affected, and restore essential community services.

Emergency Operations Center (EOC) – A site from which government officials coordinate, monitor, and support response activities during an emergency.

Emergency Operations Plan (EOP) – A document that describes how people and property will be protected in disaster and disaster threat situations; details who is responsible for carrying out specific actions; identifies the personnel, equipment, facilities, supplies, and other resources available for use in the disaster; and outlines how all actions will be coordinated.

Evacuation – Organized and supervised dispersal of people from dangerous or potentially dangerous areas.

Evacuee – All persons removed or moving from areas threatened or struck by a disaster.

Federal Emergency Management Agency (FEMA) –Federal Emergency Management Agency (FEMA) [U.S. Dept. of Homeland Security] is the federal agency responsible for coordinating emergency planning, preparedness, risk reduction, response, and recovery. The agency works closely with state and local governments by funding emergency programs and providing technical guidance and training.

These coordinated activities at the federal, state, and local levels ensure a broad-based emergency program to ensure public safety and protect property.

Flood – A general and temporary condition of inundation of normally dry land areas from overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or mudslides/mudflows caused by accumulation of water.

Hazard – Any source of danger or element of risk to people or property.

Hazardous Material – Any substance or material that when involved in an accident and released in sufficient quantities, poses a risk to people’s health, safety, and/or property. These substances and materials include explosives, radioactive materials, flammable liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.

Incident – The physical manifestation of crisis, event, or occurrence that has adversely affected life, property, or the environment requiring the response of at least one individual.

Incident Command System (ICS) – The Incident Command System (ICS) is a standardized emergency management concept designed to provide an integrated organizational structure for managing emergencies, and to enable coordinated emergency response across jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during emergencies. It is based on proven management tools that contribute to the strength and efficiency of the overall system.

Local Jurisdiction – Local jurisdiction refers to the cities, towns, school districts, and special districts that are encompassed within the geographical borders of Contra Costa County.

Mitigation – Pre-event planning and actions that aim to lessen the occurrence or effects of potential disaster.

Mobilization – The process and procedures used by organizations; federal, state and local for activating, assembling, and transporting resources that have been requested to respond to or support an incident.

Multi-Agency Coordination (MAC) – The participation of government and other organizations involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

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Multi-Jurisdiction Incident – An incident where multiple jurisdictions have a statutory responsibility.

Under ICS, these incidents will be managed under Unified Command.

Mutual Aid – Is the voluntary aid and assistance by the provision of services and facilities, including but not limited to fire, police, medical and health, communication, transportation, and utilities. Mutual aid is intended to provide adequate resources, facilities, and other support to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.

Mutual Aid Agreement – Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Natural Disaster – Any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, or other catastrophe which causes, or which may cause, substantial damage or injury to civilian property or persons.

National Incident Management System (NIMS) – The National Incident Management System (NIMS) provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing best practices into a consistent nationwide approach to domestic emergency management that is applicable to all jurisdictional levels (public and private) and across functional disciplines. NIMS is based on a balance of flexibility and standardization. NIMS is flexible and allows government and private entities at all levels to work together to manage domestic emergencies, regardless of their cause, size, location, or complexity. NIMS also provides a set of standardized organizational structures.

National Response Framework – The National Response Framework (NRF) presents the guiding principles that enable all response partners to prepare for and provide a unified national response to disasters and emergencies—from the smallest incident to the largest catastrophe. The Framework establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework documents the key response principles, roles, and structures that organize national response. It describes how communities, States, the Federal Government, and private-sector and nongovernmental partners apply these principles for a coordinated, effective national response. And it describes special circumstances where the Federal Government exercises a larger role, including incidents where Federal interests are involved and catastrophic incidents where a State would require significant support. It allows first responders, decision makers, and supporting entities to provide a unified national response.

Non-Governmental Organization (NGO) – An entity with an association that is based on interests of its members, individuals, or institutions, and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit.

Examples of NGOs include faith-based charity organizations and the Red Cross.

Office of Emergency Services (OES) – OES is the lead agency in fulfilling the County’s responsibility under the California Emergency Services Act and also serves as the Operational Area Coordinator for San Joaquin County under SEMS.

Operational Area (OA) – A geographical area that encompasses all local governments within a county, including the county. The OA serves as the coordination and communications link between the local government and the state. The OA prioritizes resources and coordinates mutual aid among entities within the OA. Each OA is responsible for activating and operating an EOC.

Operational Area Emergency Operations Center (OA EOC) – The physical location at which the coordination of information and resources to support OA activities normally takes place. Plan – A document that describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.

Preparedness – The range of deliberate, critical tasks and activities necessary to build, sustain, and improve operational capability. Preparedness is a continuous process involving efforts at all levels of government and between government and private-sector and NGOs to identify threats, determine vulnerabilities, and identify required resources. Preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certifications and publication management.

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Recovery – The long-term activities beyond the initial emergency response phase of disaster operations that focus on returning all systems in the community to a normal status or to reconstitute these systems to a new condition that is less vulnerable.

Resources – Personnel and equipment available, for assignment to incidents or to EOCs.

Response – Activities that address the direct effects of an incident; immediate actions to save lives, protect property.

Shelter – Facilities providing safe, sanitary, and secure refuge before, during, and after disaster incidents. (Note: This may also include some facilities that provide immediate necessary safe haven sheltering during an incident but are not capable of ongoing operations once other options are available.) Shelters may include general population shelters, medical needs shelters, or household pet shelters.

Special District – A unit of local government (other than a city or county, with authority or responsibility to own, operate, or maintain a project (e.g., a water district, fire district).

Standardized Emergency Management System (SEMS) – The Standardized Emergency Management System (SEMS) is used to manage emergency response in California. SEMS consists of five hierarchical levels: field, local, operational area, regional, and State. SEMS incorporates the principles of the Incident Command System, the Master Mutual Aid Agreement, existing disciplinespecific mutual aid agreements, the Operational Area concept, and multi-agency or interagency coordination and communication. Under SEMS, response activities are managed at the lowest possible organizational level.

State of Emergency – An eminent impending incident(s) or crisis(es) posing threat to safety of persons, property, or the environment that is/are likely to exceed resources/capability of the proclaiming political jurisdiction, or the existence of an active incident which threatens a population and the adequacy of local resources is unknown.

Terrorism – The use of or threatened use of criminal violence against civilians or civilian infrastructure to achieve political ends through fear and intimidation.

Threat – Communicated, demonstrated, or inferred intent and potential capability to harm life, property, environment, organizational performance, or way of life.

Agenda Packet Page 95 of 141
City of El Cerrito Emergency Operations Plan
34 April 2022

ANNEXES
Agenda Packet Page 96 of 141
City of El Cerrito Emergency Operations Plan
EL CERRITO CITY PROFILE A1-1 April 2022
ANNEX 1 EL CERRITO CITY PROFILE
• Date of Incorporation—1917
• Current Population—25,508 (2019 estimates). As of Census 2010, there were 10,000 households, and 7,385 families residing in the city.
• Population Growth—Based on data from the California Department of Finance, El Cerrito has experienced a modest rate of growth of 8.2% over the last 10 years. The overall population has increased

8.2 percent since 2010. With this rate of growth, anticipated development is considered moderate. While the growth rate has been virtually flat for many years due to the built-out nature of existing city lots, current development on the San Pablo Avenue corridor is adding 300 housing units to the market. Additional development already approved will add another 700 housing units including assisted and affordable housing as well as market value units.
• Location and Description—El Cerrito is a moderately sized city of 3.9 square miles, located in western Contra Costa County on the south and west facing slopes of the Berkeley Hills, which rise from the Bay Plain to the top of the ridgeline (approximate elevation of 900 feet).

The city is approximately 17 miles northeast of San Francisco and 12 miles north of Oakland. It forms part of the highly urbanized area along the eastern shore of San Francisco Bay together with the cities of Albany, Berkeley, and Richmond. El Cerrito is ideally situated within the San Francisco Bay Area due to its proximity to exceptional mass public transportation systems, small city hospitality within a major urban area, diverse culture, parks and spectacular vistas of the San Francisco Bay.

The City is traversed by Interstate 80 (Eastshore Freeway), and the Bay Area Rapid Transit (BART) District’s rail system that bisects the City with an elevated track and two stations. The two BART stations are near the north (Del Norte) and south (El Cerrito Plaza) boundaries of the city. The Del Norte Station is also a major public mass transit transfer station that provides extensive bus service throughout the San Francisco Bay Area. Both El Cerrito BART Stations are served by multiple mass public transportation services which includes AC Transit, WestCAT Transit, Vallejo Transit and Golden Gate Transit services, which are all bus systems.
• Climate—The climate of El Cerrito is greatly influenced throughout the year by its proximity to the San Francisco Bay. The rainy season lasts from November through April, accounting for about 90 percent of the average annual precipitation of 25.2”. The dry season, lasting from June through October, is typically marked by regular intrusions of low clouds and fog and long spells of high temperatures and low humidity.

During a typical year, the colder lows are in the low to mid-40s and the warmer highs reach the mid-80s.

The prevailing southwest wind blows across the cold upwelling water that is almost always present along the San Francisco Bay and Pacific Ocean coast. The immediate coast is largely affected by the cold California current.
• Governing Body Format—The City of El Cerrito is a Charter City organized as a council-manager form of local municipal government. The City Council consists of five members elected at large for four-year, overlapping terms. The Council selects the Mayor from among its members for a one-year term.

The Mayor and City Council provide community leadership, develop policies to guide the City in delivering services and achieving community goals, and encourage citizen understanding and involvement. The City Manager is appointed by the City Council and is responsible for administration of municipal affairs. All City departments operate under the supervision of the City Manager. Through the City Manager, City staff, using the resources appropriated by the Council in the budget to achieve desired service results in the community, carries out the policies of the Council. The City employs approximately 170 people in nine departments:

Police Services, Fire Services, Administration, City Clerk, Finance, Community Development, Recreation, Agenda Packet Page 97 of 141
City of El Cerrito Emergency Operations Plan
EL CERRITO CITY PROFILE A1-2 April 2022
Human Resources and Public Works. The City Council also appoints a city attorney to advise them and City staff on legal affairs, to see that laws are effectively enforced and, when necessary, to defend the City in litigation.
• Development Trends—El Cerrito is largely a bedroom community for San Francisco and other Bay Area cities. Most employment in the city comes from retail or service industries. As of Census 2019 estimates, the median income for a household in the city was $96,914.00.

California law requires counties and cities to prepare and adopt a comprehensive plan to guide development. The plan must consist of an integrated, internally consistent set of goals, policies, and implementation measures and must focus on issues of the greatest concern to the community. City actions, such as those relating to land use, annexations, zoning, subdivision, design review, redevelopment, and capital improvements, must be consistent with the plan. The City of El Cerrito adopted its general plan under this state mandate in July 2000. Future growth and development within the City will be managed as identified in the General Plan. The City developed and adopted its Strategic Plan in 2013 and updated it in 2015.

The City is faced with a host of potential health and safety hazards due to earthquakes, landslides and mudslides, fires, extreme weather/storms, flooding, dam failure, hazardous materials/transportation accidents and terrorist attack. The city is located in the heart of earthquake country, with the Hayward Fault Line running inside the city limits and parallel to its eastern boundary. Several other faults run roughly parallel to the ridgeline, with an extensive portion of the Alquist-Priolo fault zone mostly located within the City of El Cerrito. The City is largely an urban housing area with commercial areas intermixed with wildland urban interface (WUI) areas. In fact, over 40% of the City is located in a Very High Fire Hazard Severity Zone (VHFHSZ) The wildland-urban interface areas are in portions of the city that have steep hillside grades and narrow winding roadways. This makes them extremely vulnerable to wildfire and landslides as portions of both the east and west facing slopes of the El Cerrito hillside are known to be active landslide areas. These areas can be adversely affected by earthquake, fire or excessively heavy rainfall. • Hazards—Based on Contra Costa Multijurisdictional Hazard Mitigation Plan - El Cerrito Annex14, ranks these as the top hazards in the City
Hazard Type Category
Earthquake High
Landslides High
Wildfire High
Severe Weather Medium
Flooding Medium
14 Contra Costa County Hazard Mitigation Plan, Volume 2 Agenda Packet Page 98 of 141
City of El Cerrito Emergency Operations Plan
KENSINGTON COMMUNITY PROFILE A2-1 April 2022
ANNEX 2 KENSINGTON UNINCORPORATED COMMUNITY PROFILE
• Population—5,329 (2019) up from 5077 in the 2010 census. As 2015 – 2019 U.S. Census data, there were 2,254 households in the community.
• Location and Description— Kensington is a community located in unincorporated Contra Costa County in the Berkeley Hills arear adjacent to the southeast corner of the City of El Cerrito. The community borders the City of Berkeley in Alameda County on its southern border and covers 0.95 square miles; to the east is the Tilden Nature Area.

The area was first survey in 1911 when it was named “Kensington” by Robert Brousefield who had lived in the London Borough of South Kensington. Today, it is primarily a residential community that has its own police force, park service, refuse collection, and fire department. The fire department contracts with the City of El Cerrito to provide fire and emergency services to the community. Fire Station 65, housing Engines 65 and 365, is located on Arlington Avenue.
© Google Maps
• Climate— The climate of Kensington is greatly influenced throughout the year by its proximity to the San Francisco Bay. The rainy season lasts from November through April, accounting for about 90 percent of the average annual precipitation of 25.2”. The dry season, lasting from June through October, is typically marked by regular intrusions of low clouds and fog and long spells of high temperatures and low humidity.

During a typical year, the colder lows are in the low to mid-40s and the warmer highs reach the mid-80s.

The prevailing southwest wind blows across the cold upwelling water that is almost always present along Agenda Packet Page 99 of 141
City of El Cerrito Emergency Operations Plan
KENSINGTON COMMUNITY PROFILE A2-2 April 2022
the San Francisco Bay and Pacific Ocean coast. The immediate coast is largely affected by the cold California current.
• Governing Body -The Kensington Police Protection and Community Service District (KPPCSD) Board provides governance and oversight to police services, park and recreation, and waste management. • Fire and Emergency Services - Fire Service is provided by the Kensington Fire District whose boundaries are the same as KPPCSD. The Kensington Fire District ensures that community residents are provided with quality fire and emergency services; the Fire District contracts with the City of El Cerrito to provide these services. The District Board of Directors conducts business during its meetings whose purpose is to establish policy; operations and administration are the responsibility of the El Cerrito Fire Chief and Fire Department staff. The City and Fire Department routinely work with the Fire District to ensure the high quality of service is maintained.

Services provided by the Fire District include Community Programs and Emergency Services. Emergency Services are provided by contact from the City of El Cerrito. Community Program include an Emergency Preparedness Committee, CERT Program, first aid and CPR training, smoke detector service, and car seat installation. Kensington houses Fire Station 65.
• Hazards—Based on Contra Costa Multijurisdictional Hazard Mitigation Plan - Kensington Fire District Annex15, ranks these as the top hazards in the City.

Hazard Type Category
Earthquake High
Wildfire High
Landslide High
Severe Weather High
15 Contra Costa County Hazard Mitigation Plan, Volume 2 Agenda Packet Page 100 of 141
City of El Cerrito Emergency Operations Plan
DEPARTMENT ROLES & RESPONSIBILITIES A3-1 April 2022
ANNEX 3 DEPARTMENT ROLES & RESPONSIBILITIES
Building and Planning
 Manage ad conduct post-incident/event city facility safety assessment  Manage structural assessment function and establish structure re-entry standards  Lead damage assessment efforts
City Attorney
 Support proclamations of local emergencies
 Assess City operations and provide legal counsel as needed  Ensure procurement process comply with necessary regulations City Clerk
 Facilitate and administer proclamations of local emergencies  Oversee preservation of vital documents and records
 Monitor continuity of government
 Administer loyalty oath to Disaster Service Workers volunteers as needed City Council
 Support public information efforts as needed
 Support community engagement
 Attend public meetings as needed
 Review potential or threatened litigation as needed
 Review and approve proclamation of local emergency
 When appropriate, view impacted or affected areas, shelters, and other facilities  Review requirements for special legislation and development of policy  Consider short- and long-term recovery staff recommendations City Manager
 EOC Director
 Establish EOC response priorities
 Lead incident action planning, support, and coordination  Authorize proclamations of local emergencies
 Develop and maintain communication with respective city councils  Approve public information release
 Support public warnings and alerts
 Primary liaison to City Council
Community Development
 Coordinate and provide emergency assistance
 Develop and coordinate interim and long-term disaster housing  Support damage assessment efforts
 Lead initial planning efforts for long-term recovery
 Assist with damage assessment effort
Finance
 Provide emergency procurement support
 Anticipate and track financial resources for staff, mutual aid requests, volunteers  Develop financial mechanisms, procurement applications and contracts to support procurement  Oversee staff timekeeping
Agenda Packet Page 101 of 141
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DEPARTMENT ROLES & RESPONSIBILITIES A3-2 April 2022
 Oversee compensations and claims
 Provide fiscal oversight and tracking of expenses
 Ensure correct FEMA forms are utilized for potential reimbursement Fire
 Orchestrate all firefighting and fire rescue operations  Lead EMS operations and coordinate with EMS ambulance provider agency  Conduct hazardous material response operations
 Facilitate and coordinate emergency management and EOC operations  Support emergency public waring and alerts
 Support evacuation and re-entry operations
 Support damage assessment efforts
 Provide incident planning and management support as needed  Support and facilitate CERT activities
Human Resources
 Protect, restore and sustain city staffs
 Ensue city safety procedures
 Develop and coordinate human resources including contractors  Identify any employee needs (e.g., childcare, shelter)  Screen and track volunteers
Information Technology
 Protect, restore, and sustain cyber and information technology resources  Oversee and manage telecommunication infrastructure
 Provide additional technology support as needed
Library
 Provide additional technology support as needed
 Provide additional administrative support as needed
 Provide additional resource management support as needed  Provide additional shelter management support as needed Recreation
 Manage emergency care and shelter operations
 Support infrastructure restoration
 Assist in tree clearance from public rights of way
 Support re-entry operations
Police
 Conduct law enforcement operations
 Lead evacuations operations
 Conduct emergency public warning and alerts
 Provide facility and resource security
 Impose and enforce curfew as directed
 Provide public safety and security support
 Provide traffic control
 Provide access and control to affected areas
Public Works
 Conduct infrastructure protection, emergency repair, and restoration Agenda Packet Page 102 of 141
City of El Cerrito Emergency Operations Plan
DEPARTMENT ROLES & RESPONSIBILITIES A3-3 April 2022
 Support movement operation/restrictions (traffic and access)  Support public warnings and alerts
 Conduct debris clearance and manage debris operations  Conduct flood fight operations
 Provide engineering services
 Coordinate with state agencies on state-controlled highways and roads  Restore transportation infrastructure
 Manage city facilities
 Maintain, repair and restore wastewater infrastructure  Maintain, repair and restore wastewater treatment plant operations  Support damage assessment efforts
 Support evacuation and re-entry operations
 Provide potable water in support of care and shelter operations  Coordinate with local water providers
 Coordinate with utility provider for the restoration of electrical and gas utility services Agenda Packet Page 103 of 141

AGENDA BILL
Agenda Item No. 8.B.

Date: May 3, 2022
To: El Cerrito City Council
From: Sandra Dalida, Finance Director/Treasurer, Finance Department Subject: FY 2021-22 General Fund Budget Quarterly Update through March 2022

ACTION PROPOSED
Receive and file an update on City General Fund revenues and expenses for FY 2021- 22 through March 2022.

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 budget reports should include information on departmental budgets. City staff worked with the subcommittee of Councilmembers Motoyama and Rudnick to update the budget reports. Staff submitted the first quarterly report to City Council on November 2, 2021.

The Finance Department remains extremely short-staffed due to vacancies, furloughs, and absences.

The attached Third Quarter General Fund Update was presented to the Financial Advisory Board (FAB) at their meeting on April 26, 2022 and received a recommendation to forward on to City Council. The year to date revenue percentages were updated subsequent to FAB review and the attached reflects up-to-date information.

ANALYSIS
The General Fund Update includes information on revenues, expenditures, and year-todate totals by department. The following are FY 2021-22 General Fund highlights through the end of the third quarter.

Revenue
On March 1, 2022, City Council approved the FY 2021-22 General Fund Amended Budget, increasing revenues by $2,489,000 for an amended total of $42,881,247.

Revenues are trending slightly higher year-to-date, primarily due to property tax, property transfer tax, sales tax, and business licenses and permits. In addition, relaxing Agenda Packet Page 104 of 141
Agenda Item No. 8.B.
of COVID-19 restrictions has contributed to revenue increases in program services.

The majority of revenues are non-departmental, as they are general and not allocated to one department.

1. Total revenue through March 31, 2021 was $42,881,247, approximately 68% of the FY 2021-22 Amended Budget. Please note the $42.8 million revenue does not include $4,497,275 in property taxes received in early April 2022 - - which would result in 73.1% of the City's total revenue budget realized by early April 2022.

2. Sales Tax revenue received by the end of the quarter totaled $4,365,971 or

60.77% of revenue budget realized, and sales tax receipts not received until approximately 60 days following relevant sales tax month due to the timine of the State's sales tax reconcillation and disbursment of funds.

3. Business License revenue received by the end of the quarter totaled $974,190 or 108.2% of revenue budget realized.

4. Licenses and Permits revenue received by the end of the quarter totaled $1,074,456 or $94.5% of revenue budget realized.

Expenditures
The FY 2021-22 General Fund Amended Budget, increased expenditure budgets by $2,062,400 for a total amended expenditure budget of $42,300,378.

1. Year to date expenditures for salaries and benefits, $21,761,614 or approximately 75% of total General Fund expenditures, are trending at/or slightly below budget due to vacancies - - including expenditures for overtime costs which are slightly higher than budget, primarily in public safety departments due to vacancies. Overtime costs have been offset by vacancy salary savings.

Expenditures will continue to be monitored.

2. The departments' expenditures have remained within budget throughout the fiscal year, with expenditures as percent of budget ranging from 63.49% to

72.64% for the period ending March 31, 2022.

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.

Agenda Packet Page 105 of 141
Agenda Item No. 8.B.

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

FINANCIAL CONSIDERATIONS
FY 2021-22 General Fund revenues are on track to exceed the Amended Budget and expenditures are projected to be slightly below budget, with a conservative fund balance projection of approximately $500,000.

American Rescue Plan Act (ARPA) funds are not included in this financial update as the tranche one ARPA funds of $3,051,028 were recognized in FY 2020-21 and the second tranche of ARPA funds of $3,051,028 will not be received until early July 2022.

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. FY 2021-22 3rd Quarter General Fund Update
Agenda Packet Page 106 of 141

Page 1 of 2 ends

General Fund Budget Update
Quarter 3 FY 2021-22
07/01/21 - 03/31/22

INTRODUCTION
The City of El Cerrito is pleased to submit the Quarter 3 FY 2021-22 General Fund Budget Update, for the period 07/01/21 through 03/31/22. The report provides a high-level overview of the City's status on the budget, with expenditures by department.

SUMMARY
The City of El Cerrito is currently on track to meet its budget goals for FY 2021-22, and • Revenues are trending slightly higher year-to-date, primarily due to property tax receipts, property transfer tax, business licenses and permits. In addition, relaxing of COVID-19 restrictions has contributed to revenues from program services trending slightly higher than budget. • Expenditures associated with salaries and benefits are trending at/or slightly below budget due to vacancies, with the exception for overtime costs for public safety departments. Year-to-date expenditures for services and supplies are within budget. Overall, the departments have maintained fiscal prudence and are operating within budget.

GENERAL FUND REVENUES
On March 1, 2022, City Council approved the FY 2021-22 General Fund Amended Budget, increasing revenues by $2,489,000 for an amended total of $42,881,247.

Revenues ($000s)
FY20-21
Audited
FY 2021-2022
Adopted
Budget
FY 2021-2022
Amended
Budget
March
2022
Actuals
Year To Date
(YTD)
YTD % of
Amended
Budget
Taxes
Property Taxes $14,936 $13,446 $14,246 $343 $9,336 69.43% Sales Taxes 7,827 7,184 7,184 524 4,366 60.77%
Utility Tax 3,444 3,100 3,100 343 2,334 75.29%
Franchise Taxes 1,327 1,200 1,200 - 537 44.77%
Business License Tax 924 900 900 34 974 108.24%
Other Tax 164 202 202 - 85 41.97%
Total Taxes $28,623 $26,032 $26,832 1,244 $17,632 65.71% Licenses & Permits 657 636 1,136 129 1,074 94.57%
Fines and Forfeitures 178 140 140 15 124 88.81%
Use of Money and Property 334 354 354 41 306 86.37%
Intergovernmental Revenues 8,165 7,313 7,809 342 5,039 68.91% Charges for Services 4,181 4,800 5,483 606 4,398 91.63% Other Revenues 239 175 175 0 142 81.05%
Interfund Transfers 3,990 953 953 237 715 75.10%
Total $46,366 $40,402 $42,881 $2,614 $29,431 68.63% Agenda Packet Page 107 of 141

Page 2 of 2 ends

GENERAL FUND EXPENDITURES
The FY 2021-22 General Fund Amended Budget, increased expenditure budgets by $2,489,000 for a total amended expenditure budget of $42,300,378. Personnel costs are the largest component of General Fund expenditures at approximately 75%. Departments with multiple vacancies have maintained services through increased professional services and/or overtime budgets, with these costs offset by salary savings.

Expenditures will be monitored to remain within approved budgets.

GENERAL FUND - DEPARTMENTS
The Departments’ expenditures have remained within budget throughout the fiscal year, with expenditures as percent of budget ranging from 63.49% to 72.64% for the period ending March 31, 2022.

The following chart reflects actual expenditures by departments through Quarter 3, March 31, 2022, and provides baseline expenditure information for the period ending FY 2020-21 Quarter 3.

CONCLUSION
The City of El Cerrito is on track to end FY 2021-22 within budget, with an estimated fund balance of approximately $500,000.

Staff are committed to fiscal responsibility and ensuring that each department's expenditures remain within budget. Staff are in the process of reviewing all Department budgets in preparation for the FY 2022-23 Recommended Budget process.

Expenditures ($000s)
FY20-21
Audited
FY 2021-2022
Adopted
Budget
FY 2021-2022
Amended
Budget
March
2022
Actuals
Year To Date
(YTD)
YTD % of
Amended
Budget
Personnel 29,728 30,009 30,406 2,149 21,762 71.57%
Professional Services 2,906 3,579 4,636 577 2,366 51.03% Purchased Property Services 1,600 1,840 2,177 174 1,040 47.78% Other Services 1,641 2,348 2,935 101 2,074 70.65%
Supplies 409 632 629 56 238 37.82%
Property & Capital 252 323 323 216 340 105.02%
Financing Costs 586 528 528 0 319 60.38%
Other Financing Uses 1,991 666 666 - 666 100.00%
Total $39,112 $39,925 $42,300 $3,274 $28,803 68.09%
Expenditures
FY 2021- 2022
Amended Budget
Year To Date
Actual
(thru Qtr 3)
Year To Date
% of
Amended Budget
Comparison
Qtr 3 FY 2021
YTD Actual
Administration 6,193,569 4,436,902 71.64% 3,863,658
Police 12,250,818 8,417,861 68.71% 8,644,464
Fire 12,948,202 8,789,189 67.88% 9,020,930
Public Works 2,017,485 1,362,257 67.52% 1,016,585
Community Development 3,273,257 2,078,211 63.49% 1,682,339 Recreation 4,507,719 2,958,437 65.63% 2,833,985
Non-departmental 1,109,328 760,358 68.54% 927,658
Total $42,300,378 $28,803,215 68.09% $27,989,619 Agenda Packet Page 108 of 141 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
May 3, 2022
(Revised May 4, 2022)

PUBLIC COMMENT INDEX

1. Public Comments received
Agenda Item 8A – Adoption of the 2022 City of El Cerrito Emergency Operation Plan

1. Presentation
Agenda Item 8B – FY 2021-22 General Fund Budget Quarterly Update through March 2022

1. Presentation

2. FY 2022 3rd Qtr Rev-Exp Report

3. FY 2022 3rd Qtr Balance Sheet Report
Agenda Packet Page 109 of 141
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
May 3, 2022
(Revised 5/4/2022)
The following Public Comments were received by 3:00 p.m. 5/3/2022, 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. Al Miller
Agenda Item 5I – Juneteenth National Independence Day as City Holiday

1. Laurenteen Brazil on behalf of Union Local SEIU 1021 Agenda Item 6A – Proclamation Honoring Fire Chief Michael Pigoni in Retirement

1. Sue and Paul Duncan
Agenda Item 8A – Adoption of the 2022 City of El Cerrito Emergency Operation Plan

1. Donald Simon

2. Howdy Goudey

3. Nick Zamorano
Agenda Packet Page 110 of 141
From: Cordell Hindler
To: City Clerk
Subject: Public Comments- Not on the Agenda
Date: Thursday, April 28, 2022 3:11:03 PM
Good Evening Mayor Quinto, Council Members and Staff, I have some comments for the Record

1. For the June 7th Agenda, The Council should Consider inviting Sabrina Landreth to Provide an Update on Park Services impacted Co-vid

2. Also to Have Lavonna Martin to Provide an Update on Homelessness Sincerely
Cordell
Agenda Packet Page 111 of 141
From: Al Miller
To: City Clerk
Subject: Public Comment Agenda Item 4
Date: Thursday, April 28, 2022 5:00:22 PM
Mayor Quinto, Mayor Pro Tem Motoyama, & Council Members Abelson, Fadelli, and Rudnick.

Each year the El Cerrito Library Foundation holds an Earth Day at the Library event to spruce up the exterior grounds around our library. Like last year's event, this year's event was limited to Foundation Board and family members only because of Covid concerns.

On behalf of El Cerrito Library Foundation, I want to acknowledge and thank the El Cerrito Public Works maintenance staff members Bill Driscoll and Jose Jaramillo for their assistance provided for this year's event that was held on Saturday, April 23.

They provided the wood chip mulch and tools needed that made our event successful.

Without this support, our event could not happen.

Al Miller
Agenda Packet Page 112 of 141
From: Laurenteen Brazil
To: City Clerk
Cc: Andre Spearman; Eddie Nodal; Jennifer Bright; Lila Banuelos Subject: Public Comments -Agenda Item 5.I - Juneteenth National Independence Day as City Holiday Date: Tuesday, May 3, 2022 11:34:18 AM
Dear Mayor Quinto and City Council Members,
On behalf of Union Local SEIU 1021 and the SEIU El Cerrito membership, we would like to thank you for your consideration of passing a resolution to recognize Juneteenth National Independence Day as a City Holiday.

If approved by Council, the City of El Cerrito will join the City of Albany, City of Berkeley and other cities and counties (Santa Clara County became the first County in the State) by making it a paid holiday and honoring the formerly enslaved Black Americans who celebrated learning of their freedom from slavery on June 19, 1865 in Texas.

On Jan 1, 1863, the Emancipation Proclamation was signed by President Lincoln, but the formerly enslaved Black Americans in Texas weren't informed about their freedom until two and a half years later. A celebration ensued after they learned of their freedom and that is why June 19th is a celebration and now a Federal Holiday.

Once again, thank you for your consideration in support of this resolution.

Sincerely,
SEIU 1021
El Cerrito Leadership
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Cheers and Thank you!
Laurenteen Brazil, MAIEP, ZWCA
Waste Prevention Specialist / SEIU 1021 President
Direct – 510.559.7686
Fax – 510.559.7682
FYI: I telework alternating Fridays
www.ecenvironment.org
www.el-cerrito.org
City of El Cerrito Public Works Department
Operations + Environmental Services Division
Physical Address – 7501 Schmidt Lane, El Cerrito 94530
Mailing Address – 10890 San Pablo Avenue, El Cerrito 94530 “I pledge to leave this world stronger, safer, more
sustainable, and more beautiful than I found it!”
Agenda Packet Page 113 of 141
From: Sue Duncan
To: City Clerk
Subject: Agenda Item 6A
Date: Tuesday, May 3, 2022 1:54:45 PM
City Council Members,
We congratulate Fire Chief Pigoni on his retirement and thank him for his years of service protecting our city.

We have enjoyed working with him and learning from him.

Thank you Chief Pigoni! We wish you many years of peace, happiness and relaxation in this new phase of your life. Enjoy!!
Sue and Paul Duncan
Make El Cerrito Fire Safe
Agenda Packet Page 114 of 141
From: Donny S
To: City Clerk
Subject: Public Comments -- Agenda Item 8A
Date: Tuesday, May 3, 2022 9:38:28 AM
Dear El Cerrito City Council MembersMay 3, 2022
Regarding today’s, May 3, City Council Meeting, I would like to comment on Agenda item 8A, the vote on the El Cerrito Emergency Operating Plan.

As a past active member of the Richmond/Berkeley Red Cross Disaster Services Committee and the past Chairperson of the East Bay Disaster Services Communications Committee, I am struck by the paucity, errors, broad generalizations, and general neglect in the proposed EOP.

At this point, the citizens of El Cerrito are dependent upon the city for help in a disaster such as an earthquake, but the EOP is simply a cut and paste of old outdated information into an updated State approved boiler plate template by the contractor, Tetra Tech, spun together in the matter of a few hours, and then submitted a hefty bill to the city as far as I can tell. I say this because I can compare a few other Disaster/EOP plans that I have seen in the past.

There are references to organizations in the EOP that no longer exist. There are no updates to any of the possible shelter locations, references to who may operate, train them, or notification processes. There are references to an operational El Cerrito CERT, but El Cerrito does not have an operational Community Emergency Response Team program. Even when it did, it was merely “teach and release”. That is, there was no attempt to utilize the CERT graduates as teams to serve fellow citizens.

Similarly, as far as amateur radio, the EBARC (East Bay Amateur Radio Club) has not been involved in ARES/RACES (Amateur Radio Emergency Services/Radio Amateur Emergency Services since 2005-2006 (See Section 4.5.2). The current amateur radio group since 2007 is the Kensington Amateur Radio Operators/El Cerrito Ham Operators (KAROECHO) who operate, test, and maintain radio installations as a public service at all three fire stations, the El Cerrito City Hall Emergency Operations Center (EOC), and the Kensington Community Center, as well as antenna installations at a few city parks.

I know that the Fire Department has been understaffed recently, but don't you think we need a more practical and functional EOP as well as a designated manager to attend to updating and testing such plans including shelters, mass care, communications, Community Response Teams, etc., while serving the basic survival needs of the residents in such situations that may include a Hayward Fault earthquake, which would affect the entire East Bay. Preparation here is key. El Cerrito citizens deserve better.

I urge that this item be tabled until a later date after it is revised. I suggest that a Emergency Services Manager be hired by the city to implement such a plan and also Agenda Packet Page 115 of 141
a citizen’s committee or commission who may help recruit citizen resources and provide education.

Thank you for your kind attention.

Respectfully submitted,
Donald Simon, El Cerrito Resident
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From: Howdy Goudey
To: City Clerk
Subject: Public comment for Agenda item 8A
Date: Tuesday, May 3, 2022 11:31:12 AM
Dear Mayor Quinto and Council members,
As President and Emergency Coordinator for the local amateur radio group KARO-ECHO, I would like to request that section 4.5.2 of the El Cerrito Emergency Operations Plan be edited before adoption. Please consider replacing "East Bay Amateur Radio Club" with "KAROECHO (Kensington Amateur Radio Operators and El Cerrito Ham Operators)." KARO-ECHO has been active in our community for about 25 years, and has reorganized and grown over the past 5 years.

In 2018, El Cerrito City Council approved KARO-ECHO as a City co-sponsored community organization.

For the last four years, KARO-ECHO has conducted 2 annual radio communication exercises (Simulated Emergency Test, SET) each year, as well as holding weekly practice and training over the radio. The most recent SET was conducted just this past Saturday April 30th and included operation from, and testing of amateur radio equipment at, the City Hall EOC, thanks to the Fire Department's ongoing support and cooperation with KARO-ECHO.

KARO-ECHO has maintained, updated and regularly tested amateur radio equipment installed at City Parks for effective field operations to support disaster response.

In June 2021 KARO-ECHO participated in the ARRL Field Day with a day long public event in Upper Canyon Trail Park attended by radio operators, the general public and Council members. Another similar event is being planned for June 25th of this year.

East Bay Amateur Radio Club (EBARC) is also a good and active amateur radio group (I happen to be a member of both EBARC and KARO-ECHO); however, EBARC has a broader focus and has not emphasized emergency communications for many years and has not had any recent ongoing relationship with the City of El Cerrito, like KARO-ECHO, which is why I recommend that it is more appropriate to mention KARO-ECHO as the most relevant amateur radio group for emergency communications in the El Cerrito Emergency Operation Plan.

Thanks for your time,
Howdy Goudey
President and Emergency Coordinator

KARO-ECHO
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From: nick zamorano
To: City Clerk
Subject: Public Comment Agenda Item 8A
Date: Tuesday, May 3, 2022 3:28:41 PM
I am writing in support of the 2022 Emergency Operations Plan as submitted by Fire Chief, Michael Pigoni. I strongly urge El Cerrito City Council to ratify the plan for the continued safety of all El Cerrito residents. I also propose a community workshop on the EOP to properly educate El Cerrito residents. This workshop could be held either in person with masks or by zoom/webex.

Sincerely,
Nick Zamorano
El Cerrito Resident
Sent from Mail for Windows
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Emergency
Operations
Plan
City of El Cerrito City Council Meeting
May 3, 2022
Agenda Item No. 8.A.

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• Develop & maintain a
viable all hazard EOP
• Federal
• State
• County
• Local
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• Updated started in 2019
• Department review and
feedback provided
• Completed in 2021
• Updated in 2022
• Last updated 2009
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To help the City plan, prepare, and
empower their staff to succeed during an
emergency.

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COMMAND

OPERATIONS PLANNING LOGISTICS FINANCE
Legal
PIO
Safety
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OPERATIONAL AREA
Contra Costa County

LOCAL GOVERNMENT
El Cerrito
REGION
Cal OES Coastal Region
STATE
State of California
Cal OES
Resource Requests
Information Flow
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Yes
Initiate request
Additional
resources
needed?
Field No
End / AAR/Report
No
Department
staff
Is the incident
being managed or
escalating?
Managed
Incident / Event
Activate DOC –
Initiate SOPs
Request additional resources
(personnel &/or equipment);
notify other city departments;
manage incident
Field Response
Additional
resources
needed?
Activate EOC –
Utilize Annexes;
Notify OES;
Request additional resources
&/or mutual aid;
manage incident
Escalating
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Agenda Item No. 8.B.

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Revenues
FY 2019-20
Audited
FY 2020-21
Audited
FY 2021-22 Qtr
3 3/31/2022
FY 2021-22
Year To Date
FY 2021-22
Amended Budget
Taxes
Property Taxes $13,309 $14,936 $343,419 $9,336,063 $14,246,000 Sales Taxes 6,974,723 7,827,143 523,510 4,365,971 7,184,117 Utility Tax 3,165,974 3,444,484 342,610 2,333,898 3,100,000 Franchise Taxes 1,586,508 1,326,673 - 537,260 1,200,000 Business License Tax 918,799 924,358 34,072 974,190 900,000 Other Tax 172,806 164,228 - 84,567 201,500
Total Taxes $12,832,119 $13,701,822 1,243,611 $17,631,949 $26,831,617 Licenses & Permits 784,982 656,881 129,064 1,074,456 1,136,112 Fines and Forfeitures 226,596 177,525 15 124,335 140,000 Use of Money and Property 465,064 333,801 41,352 305,730 353,968 Intergovernmental Revenues 6,728,510 8,164,612 341,568 5,039,126 7,808,900 Charges for Services 4,747,619 4,181,218 605,852 4,398,356 5,483,000 Other Revenues 118,334 238,712 0 141,845 175,000
Interfund Transfers 1,024,167 3,989,600 237,245 715,405 952,650 Total Revenues $26,927,391 $31,444,171 $2,598,708 $29,431,202 $42,881,247 Expenditures
FY 2019-20
Audited
FY 2020-21
Audited
FY 2021-22 Qtr
3 3/31/2022
FY 2021-22
Year To Date
FY 2021-22
Amended Budget
Personnel 30,383,014 29,727,625 2,148,925 21,761,614 30,405,915 Professional Services 3,701,623 2,906,149 577,171 2,365,766 4,636,007 Purchased Property Services 2,151,925 1,600,111 174,396 1,040,162 2,176,979 Other Services 1,805,567 1,640,747 101,314 2,073,606 2,935,029 Supplies 605,956 408,862 55,936 238,014 629,277
Property & Capital 413,328 251,962 215,553 339,509 323,278 Financing Costs 535,665 585,967 0 318,993 528,281
Other Financing Uses 696,727 1,991,006 - 665,612 665,612 Total Expenditures $40,293,805 $39,112,429 $3,273,295 $28,803,276 $42,300,378 Net Change in Fund Balance ($13,366,414) ($7,668,258) ($674,588) $627,926 $580,869 (8.1% YTD Fund Balance net chg over Amended Budget)
DRAFT FY 2021-22 Third Quarter General Fund
Revenues and Expenditures
City of El Cerrito
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Audited Audited Audited YTD (Qtr 1) YTD (Qtr 2) YTD (Qtr 3) FY 2019 FY 2020 FY 2021 9/30/2021 12/31/2021 3/31/2022
Assets
Cash and Investments 4,349,089 9,016,794 13,011,276 8,286,784 9,482,493 11,678,963 Taxes Receivable 2,113,059 1,882,887 2,955,585 - - -
Accounts Receivable Net - 32,158 11,858 10,541 10,541 - Due from other funds 2,590,773 2,011,397 2,846,549 - 3,051,028 3,051,028 Inventory 11,772 27,737 25,694 63,739 119,427 57,283
Prepaid Expense - 3,278 - 74,018 141,811 241,902
Total Assets 9,064,693 12,974,251 18,850,962 8,435,082 12,805,300 15,029,176 Liabilities
Accounts Payable 888,579 844,570 806,422 578,046 - 801,610 Accrued Payroll 1,231,945 1,227,263 303,789 5,752 114,842 40,352 Other Accrued Liabilities - 324,585 94,758 165,042 81,748 84,691 Short Term Note 6,000,000 9,000,000 8,659,545 6,060,893 6,060,893 6,060,893 Unearned Revenues 80,381 82,890 83,463 83,463 83,478 71,847 Deposit Payable 804,162 1,604,964 1,759,723 1,854,818 185,262 198,477 Suspense - - - - - 160
Total Liabilities 9,005,067 13,084,272 11,707,700 8,748,014 6,526,222 7,258,030 Deferred inflows of Resources
Deferred Inflows of Resources -
Unavailable Revenue 116,319 - - - - -
Total deferred Inflows of Resources 116,319 - - - - -
Fund Balance (56,693) (110,022) 7,143,262 (312,932) 6,279,078 7,771,146 Total Liabilities, Deferred Inflows of
Resources and Fund balance 9,064,693 12,974,251 18,850,962 8,435,082 12,805,300 15,029,176 City of El Cerrito
DRAFT FY 2021-22 Third Quarter
General Fund - Balance Sheet
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El Cerrito City CouncilMay 3, 2022

El Cerrito City Council
May 3, 2022